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Introduction
Uber stands out as a remarkable company that relies on modern technologies to address people’s transportation needs. With its headquarters in San Francisco, this company has managed to command a market share of over 71 percent. It has developed a unique model that allows it to compete in various segments and countries. Its business model is characterized by unique attributes that make it profitable. This presentation gives a detailed analysis of the unique attributes defining Uber’s business strategy.
Uber in South Africa
Uber is presently operating actively in South Africa. Interested drivers need to meet the outlined requirements before being permitted to have Uber accounts. These drivers need to follow key guidelines if they are to achieve their goals. Proper marketing initiatives have helped the organization attract more customers and achieve its business goals (Scheepers & Bogie, 2020). Despite some of the recorded challenges, Uber has the potential to continue performing optimally and overcoming competition from taxis in the country.
Uber’s International Market
Being the pioneer of ridesharing apps, Uber was able to expand its business operations and invest in different markets. This trend has attracted an increasing number of competitors and challenges. Being a sector facing threats from new entries, Uber should be able to reenergize its efforts and focus on the best strategies to remain profitable. Some of the outstanding challenges include driver concerns, protests over poor working conditions, and rivalry from established taxi industries. A proper strategy would be essential if this company is to continue pursuing its goals.
Factors in Marketing Development: Technological Development
In South Africa and across the globe, Uber is constantly transforming its marketing approaches by embracing the idea of technology. For instance, it has been iterating its app to meet the changing demands of more clients. The company has been focusing on emerging regions and innovations that can meet the demands of more customers, including autonomous vehicles (Scheepers & Bogie, 2020). These measures will maximize its competitiveness and take it closer to its business aims.
Continuation: Trending in the Media
The use of social media is an evidence-based approach that has helped Uber become a trending organization. Followers and contributes present insights that can help improve organizational performance. The company’s topmost leaders allow users to share their experiences and present additional insights for improving the implemented organizational model continuously.
Uber is one of the companies that identify key partners or stakeholders and engage them continuously to ensure that timely results are recorded. The top leadership considers their emerging needs and expectations. It prioritizes their needs and makes proper decisions that can ensure that the company remains competitive and sustainable. The company has adopted a superior model of engaging such partners in decision-making and strategy implementation processes (Henama & Sifolo, 2017). These measures have resulted in a superior business model that resonates with the changing demands and expectations of different customers in different regions.
Competitors
Uber’s key competitors can be subdivided into these two groups: indirect and direct. The direct ones include firms that offer ridesharing apps in different countries. Taxi drivers relying on the traditional model continue to pose a unique challenge to this company. Companies operating in the wider technology sector are also focusing on autonomous cars to meet the demands of future customers. A reinvention is necessary if Uber is to minimize these challenges and eventually remain profitable in different parts of the world.
Conclusion
Uber is presently one of the leading ridesharing companies in the world today. Its business model has delivered timely outcomes in different parts of the world. The strategy to meet the demands of all stakeholders has helped improve organizational performance. A renewed focus aimed at tackling the challenge of the competition is necessary if Uber is to remain profitable in the future.
References
Henama, U. S., & Sifolo, P. P. S. (2017). Uber: The South Africa experience. African Journal of Hospitality, Tourism and Leisure, 6(2), 1-10. Web.
Pathak, P. (2017). A study on the business model adopted by Uber to disrupt the taxi industry. International Journal of Scientific & Engineering Research, 8(8), 191-206. Web.
Scheepers, C. B., & Bogie, J. (2020). Uber Sub-Saharan Africa: Contextual leadership for sustainable business model innovation during COVID-19. Emerald Emerging Markets Case Studies, 10(3). Web.
Yun, J. J., Zhao, X., Wu, J., Yi, J. C., Park, K., & Jung, W. (2020). Business model, open innovation, and sustainability in the car-sharing industry—Comparing three economies. Sustainability, 12(5), 1883-1905. Web.
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