Uber Bangladesh is a subsidiary of Uber Technologies Inc., which is a privately held company founded in 2009 by Travis Kalanick and Grarret Camp in San Francisco, Calfornia. Uber started its operation in Bangaladesh from November 22,2016. They provide low cost to luxury and 24 hours service throughout the weeks. Uber has introduced Uber Premium, Uber X and Uber Moto and planning to introduce Uber pool. The major competitors of Uber are Pathao, Chalo, Garivara, Amarbike, TaxiWal etc. Through the introduction of technology-based ride sharing service, Uber has shifted the value creation frontier of car rental industry of Bangladesh. It has created a new way or platform to proving service. They introduced new way of providing service. On the other hand, Uber is one of the most suitable example of blue ocean strategy. They have eliminated the uncertainty in getting taxies and reduced time to wait for taxies, the unsure fare and waiting time for taxies. Moreover, they have created a platform of connecting the passengers and drivers and introduced scope of maximum utilization of personal cars in Dhaka city. They have raised the chances of getting taxies and quality of services and high level of safety while riding. In the current position the most suitable business level strategy of Uber is to go for broad level differentiation, as the market has already captured most of the early adopters. Therefore, Uber is making themselves ready to overcome the upcoming chasm. They have to follow share building strategy and have to be ready take growth strategy in future. Uber’s penetration in the Asia pacific has been one of the game changing strategies that has played huge role in its success. For expansion in global market, specially in Asia pacific Uber focuses on localization. It customized its services and strategies according to the area it is operating in and segments markets into cities and takes special strategies for each city. Uber entered Bangladesh as a fully owned subsidiary of Uber USA, and has formed partnerships with Grameen phone and Robi as digital partners. Uber chose Bangladesh mainly because of opportunities due to increasing income level, low competition and cheap man-power.

2. Uber Bangladesh

3. Group No- 04
Serial No. Name Id
1 Pantho Sarker 20-033
2 Razia Sultana Ety 20-063
3 Md. Gulam Kibria 20-075
4 Ummey Salma 20-125
5 MD. Al-Amin 20-155
6 Marzia Jahan 20-157
7 Tasneem Hoque Muna 20-177
8 Sheikh Sajid Hasan 20-181
9 Mahmud Al Muktadir 20-214
10 Mohammad Tamjid Faruque 20-218

4. Topics To Be Covered
• Uber Technologies Inc. At A Glance
• Mission And Business Objectives
• Using Uber In Bangladesh
• SWOT Analysis
• Porter’s Five Forces Analysis
• Distinctive Competencies Of Uber
• Value Captured By Uber
• Sources Of Competitive Advantage
• Durability Of Competitive Advantage Of Uber
• Global Strategies Followed By Uber

5. NOW PRESENTING
MAHMUD AL MUKTADIR
ID: 20-214

6. Uber Technologies Inc. At A Glance
Formerly called Ubercab (2009-2011)
Company type Privately held company
Industry Transportation service.
Founded March 2009
Founders Travis Kalanick, Garrett Camp
Head quarters San Francisco, California
Area served Worldwide, 633 cities
Products Mobile app, website
Services Vehicles for hire, delivery commerce.
Revenue US$ 6.5 B (2016)
Net Income US$ -2.8 B (2016)
Number of employees More than 12,000

7. Mission And Business Objectives
Mission
Make transportation as reliable as water,
everywhere, for everyone.
Business Objectives
• Creates worlds biggest transportation
network
• Creates worlds biggest P2P logistic
network
• Shifts form 100% humane driven
logistics to 100% machine driven
logistics

8. Using Uber In Bangladesh
Uber, the US online taxi-hailing company, on Tuesday, November 22, 2016, launched
its operation in the capital in Dhaka, Bangladesh. They promotes the transportation
service in Dhaka by their easier way around, low-cost luxury and 24 hours services.

9. SWOT Analysis
Strengths:
• Low fixed investment
• Dynamic pricing strategy
• Smart technology
• Leading company
Weakness:
• Low barriers to entry
• Highly dependent on manpower
• Highly dependence on internet
• Caters only to Tact savvy individuals
Opportunities:
• Increasing internet penetration
• Raising disposable income
• Alternate transport
• Poor govt. transport
Threats:
• Govt. regulation
• Low margin
• Customer retention and brand switching
• Unorganized market
SWOT

10. NOW PRESENTING
UMMEY SALMA
ID: 20-125

11. Transportation Industry Overview
Transportation
Industry
Road Transport
Car Rental
Local Transport
Traditional
Transport
Railways Waterways Airways

12. Porter’s Five Forces Analysis
High
High
High
Moderate
High
Industry score: 1.4
Attractiveness: Moderate
Level Score
High 1
Moderate 2
Low 3
Strong Competitive Force : Threat
Weak Competitive Force : Opportunity

13. Strategic Groups Within Industry
Technology Based Group
Uber, Pathao, Taxiwala, Garivara, Amarbike, Cholo,
Pink Sam
Traditional Group
Toma Construction Ltd, Trust Transportation Service,
CNG, Taxicab

14. Industry Life Cycle

15. NOW PRESENTING
MD. GULAM KIBRIA
ID: 20-075

16. Distinctive Competencies Of Uber
• Innovation
• Customer loyalty
• Services quality
• Financial position
Resources
• Providing improved services
• Fulfilling existing needs
differently
Capabilities

17. VRIO Analysis Of Uber
Resources Valuable Rare Costly to
Imitability
Exploitability by
Organization
Competitive
advantage
Innovation Yes Somewhat Yes Yes Temporary
Advantage
Customer loyalty Yes Yes Somewhat Yes Parity
Services quality Yes Somewhat yes Yes Competitive
Parity
Financial position Yes Yes No Somewhat Sustained
Advantage

18. Value Creation By Uber
Value propositions
for customers
• Exclusive ride at
an affordable price
• Convenient
• On demand
availability
• Shorter wait time
Value propositions
for drivers
• Extra income
• Flexible work hours
• Easy payment
procedure
Profit proposition
of Uber
• Surge pricing
• Car rides on per
KM/Mile basis
• UberX, Uber
Premier, UberMoto

19. NOW PRESENTING
MARZIA JAHAN
ID: 20-157

20. Value Captured By Uber
Reinvest to grow
Reinvests and acquires new businesses and focuses on new technologies to grow
Operating expenses
Customer services, R&D, marketing, employees and infrastructure
Splitting the proceeds
Uber-20% Drivers-80%
Pricing and payment
Base Fare Cash or non-cash

21. Charges Of Uber Rides And Its Competitors
Services Transportation Base Fare Per kilometer
Fare
Per Minute
Waiting Charge
Cancellation
fee
UberX Car 40 18 3 30
Uber Premier Car 80 22 3 30
UberMoto Motorbike 30 12 1 0
Pathao Cars Cars 50 20 2.5 -
Pathao rides Motorbike 25 12 .5 -
Trust Taxi Cab - 42.5 4.25 -
Toma Taxi Cab - 42.5 4.25 -
CNG Autorickshaw Autorickshaw 40 12 2 -

22. Value Chain Of Uber
Research and
Development
Marketing and
sales
Customer
services
Human resourceInformation
systems
Infrastructure
Primary Activities
Support Activities

23. Business Model Of Uber
Business Model Canvas of Uber
Key Partners:
*Drivers
*Payment
Processors
* Investors
Key Activities:
* Product development and
Management
* Marketing
* Managing Drivers Payouts
* Customer support
Proposition:
Customers:
*Affordable ride
* On demand availability
*Shorter wait time
Drivers:
*Extra income
*Flexible work hours
*Easy payment
procedure
Customer
Relationship:
*Social media
*Customer support
*Rating system
Customer Segments:
Users:
*Who don’t own a car
*Who like to travel in style
*Who want a cost-effective
Cab at their Doorstep.
Drivers
*Who own a car and want to
earn money.
*Who like to drive
*Who want to a partner of
Uber
Key Resources:
*Technical Platform
* Skilled drivers
Channels
*Websites
*Mobile App for
Android and ios
Cost Structure:
*Technological infrastructure
*Salaries to permanent employees
*Marketing expense
Revenue Stream:
*Car rides on per Km/Mile basis
*Surge pricing
*UberX, PremierUber, UberMoto

24. NOW PRESENTING
TASNEEM HOQUE MUNA
ID: 20-177

25. Sources Of Competitive Advantage
Sources of
Competitive
Advantage
Superior
Efficiency
Superior
Quality
Superior
Innovation
Superior
Customer
Responsiveness

26. Achieving Superior Efficiency
Uber’s Efficiency is usually measured by
Others ways to increase efficiency
how much time drivers spend searching for
somebody who wants a ride or driving to pick them
up
Marketing and
Efficiency
Human Resources
Strategy and
Efficiency

27. Marketing and Efficiency
For New Customer
Uber
Promo
Code
Uber Free
Ride upto
BDT 250
Discount
For Existing Customers
Partnership
with
DARAZ
Free
Rides
Special
UberX
Fares
Free
Voucher
Invite
Code

28. Human Resources Strategy And Efficiency
Uber increases its employee productivity by-
Hiring Strategy
Employee
Training

29. Human Resources Strategy And Efficiency
Hiring Strategy Employee Training
Employee
Driver
Partner
•8+ Of Experience
•Strong Analytical
Thinking
•Creative Solutions
Driven Mindset
•Networking Skills
•Driving License
•National Identity Card
•Vehicle Registration
•Vehicle Insurance
•Certificate of Fitness
Employee
Driver
Partner
Training by experts
that reflects the
wisdom and imparts
an understanding of
the societal issue while
building empathy.
Soft skill training that
enables the drivers to
offer riders a great
experience

30. NOW PRESENTING
MOHAMMAD TAMJID FARUQUE
ID: 20-218

31. Achieving Superior Quality
Vehicles UberX
Uber
PREMIER
Driver
Compliment 24/7 service
Emergency
Helpline
Comfortable
And
Luxurious
Fully Air
Conditione
d & Four
Seated
Sedans
Superior
Premium
Quality
Sedans
Encourage
Good
Behaviors
from
Customers
Provide
24/7
Service
Dial 999 In
Case Of
An
Emergency

32. Achieving Superior Innovation
Application
Based System
Rating
System
Safety
Features
Registration
Facility
UberPOOL
Act Like A
Middleman
Between
Customers And
Cab Drivers
Serves as A Two-
way Feedback to
Improve Service
GPS Tracking of
The Trip En-
route
Allow Driver-
partners to
Complete Their
Registration in
Robi Walk-In-
Centers
Allow Pick Up
and Drop Off
Multiple Riders
Going in the
Same Direction

33. Achieving Superior Customer Responsiveness
Connection
with Customers
24/7 Service
Rating
Facilities
Driver
Compliments
Cost Reduction
Provides a
Reliable
Service When
They Request
for a Ride
Provides 24/7
Service to Its
Customers
Allows to Rate
the Driver And
Provide
Anonymous
Feedback
To Encourage
Good Behaviors
From Driver
Provides
Affordable And
Quality Ride
With Minimal
Cost

34. Durability Of Competitive Advantage Of Uber
Particulars Description Example
Durability
Imitability Imitable Pathao, Chalo, Garivara Low
Capability of competitors
Strategic commitment High CNG autorickshaws , Taxi High
Absorption capacity High Pathao Cars Low
Industry dynamism Application Based
UberX, PremierUber,
UberMoto
Low

35. NOW PRESENTING
PANTHO SARKER
ID: 20-033

36. Uber
Pathao
Garivara
Chalo
SAM
TaxiWala
CNG Auto
Rickshaw
Taxicab
Differentiator
Cost Leadership
Amarbike
Value Creation Frontier & Value innovation

37. Blue Ocean Strategy of Uber using ERRC Grid
 Uncertainty of getting Taxies
 Waving hands to stop taxies
 Being hostage to the CNG auto rickshaw
drivers
ELIMINATE
 Chances of getting taxies (24 hr/7 days)
 Quality Service (rating by customers)
 Assurance (Location tracking)
 Emergency help line
RAISE
 Time to Wait
 Hassles of paying fare
 Unsure Fare and waiting time Ways
REDUCE
 Ease of Use
 Platform Connecting Customers and
Drivers
 Extra revenue for drivers
CREATE

38. Business Level Strategy of Uber
Customer Group MANY
DISTINCTIVEProducts
ONE
LOW-PRICED
Focused
Cost-leadership
Strategy
Cost-leadership
Strategy
Focused
Differentiation
Strategy
Differentiation
Strategy

39. Game Theory : Uber Vs Pathao
Introduction
of
Membership
Card
No Discount
(40, 40)
(80)
(30,35)
(65)
(35,30)
(65)
(25,25)
(50)
Discount
No
Discount
Discount
Pathao’sStrategy
Uber’s Strategy
No Discount
(30, 30)
(60)
(20,35)
(55)
(35,20)
(55)
(25,25)
(50)
Discount
No
Discount
Discount
Uber’s Strategy
Pathao’sStrategy

40. NOW PRESENTING
MD. Al-Amin
ID: 20-155

41. Market Development And Customer Group
 Customer’s needs and demands are now changing
because about three years have been passed in this new
innovative industry segment.
 The early adopters has already used their services. They
were less brothered about the quality at all because they
have used their rides to taste it for the first time.
 But, early majority customers are going to show their
interest to ridesharing services rather than traditional car
rental services.
 So, it is the high time for building mass market.
 Uber have to develop their strategies to cope up with the
changing customer demands.

42. Strategic Implications: Crossing The Chasm
 Though TaxiWall has started their venture first, they
trapped into the chasm and failed to cope up with
initially.
 Then, they have changed their business model and
revived.
 On the other hand, Uber and Pathao is trying try to
strength their business model to cross this chasm.
 All the players such as Chalo, Uber, Pathao,
Amarbike, SAM will have to either cross this chasm
or fall into this chasm within one or two years.

43. Suitable Strategies For Current Position On Industry Life Cycle
Share-
building
Strategy
Growth
Strategy
Uber have to emphasis the development of a distinctive
competency and an associated business model.
 During this stage, investment needs are great because a
company has to establish a competitive advantage.
Therefore, the best strategy Uber has followed in this stage is
share-building strategy.
 The aim is to develop market share by developing a stable
and distinctive competitive advantage to attract customers
who have no knowledge of the company’s service.

44. Recent Strategic Concern
PINK SAM
Pink SAM is a community of women
SAM bikers! Pink SAM biker’s goal is to
provide a safe space for women
commuters to ride together with the
women bikers having the common
destinations. It is expected that custom
essay and more women bikers will join
Pink SAM in the coming months. Women
commuters will get a breather by opting
to choose Pink SAM on their way to
office or home. Pink SAM rides are open
to all women only.

45. NOW PRESENTING
SHEIKH SAJID HASAN
ID: 20-181

46. Global Reach Of Uber
Established in March,2009, in san
Francisco, California.
Estimated worth 62.5 Billion
USD.
Currently operates in 82 countries.

47. Global Strategies Followed By Uber
 Uber’s changing strategy for Asia pacific is
“Localization”
 Offers services tailored to meet the demand of
local customers.
 Recruits and Operates locally to understand the
culture and dynamics of a region.
 Localization strategy for different cities in China.
 UberEATS in Europe and in some Asian countries.
• -UberAUTO in India.
• -UberCHOPPER in Shanghai
• -UberPOOl in Asia pacific

48. Uber’s Entry Mode In Bangladesh
Established a separate entity and wholly owned subsidiary of Uber.
Partnered with Grameen phone to bridge the gap between drivers and riders
Recently partnered with Robi to provide a better experience to customers and provide
discounts to the users of Robi and also launch co-branded products
Franchising Licensing Exporting
Joint venture
Wholly
owned
subsidiaries

49. Why Uber Chose Bangladesh?
Reasons for
Expansion in
Bangladesh
Cheap Manpower Low competition
Lack of cheap
alternatives

50. NOW PRESENTING
RAZIA SULTANA ETY
ID: 20-063

51. Corporate Level Strategies
Corporate level strategies
Vertical
Integration
Backward
Integration
Forward
Integration
Horizontal
Integration
Strategic
Outsourcing
Strategic
Alliances

52. Corporate Level Strategy Of Uber Bangladesh
Horizontal
Integration
Vertical
Integration
Strategic
Outsourcing
Strategic
Alliances
Uber Bangladesh × × √ √
Uber is essentially a transportation service that does not own any vehicles. From Bangladesh
perspective, Uber use strategic outsourcing strategy because it takes car on rent and hire
employee outside their business. Uber alliance with mobile phone operator Grameenphone to
launch its operation in Dhaka on 22 November,2016.

53. Value-chain Activities Of Uber

54. Uber Alliance With Grameenphone Ltd.
 Uber, the taxi hailing smart phone
application, has alliance with mobile phone
operator Grameenphone to launch its operation
in Dhaka on 22 November,2016.
 This agreement has been signed between
Grameenphone and Uber in order to ensure
quick transportation facility across the country.
Customers
benefit
Company
benefit
Economic
benefit