Uber company only the part given( strategy part)

Name

Institutional Affiliation

That’s what you need to writing about ****

1- Long Term Objectives and Strategies –

2- List your 3 specific grand strategy/strategies

3- List your 3 long-term objectives necessary to accomplish your strategies (or vice versa)

Long Term strategies

In many cities around the globe, getting a taxi is usually complicated and unreliable. Uber has changed this experience by use of app-based technology to connect riders and the community riders (Isaac, 2012). The company has different strategies to improve the industry such as technology innovation, diversification and ‘playing the bulldog, not the puppy dog.

1. Technology innovation ( For which part)

The company will utilize the modern technology to exhaust it. Many firms are challenged to develop strategically flexible in the increasingly competitive marketplace. Uber tries to overcome this challenge by using tools of this new generation of information and telecommunications technology to outcompete its competitors in the industry (Isaac, 2012). This will offer customer needs with increased expediency and detailed information on demand patterns by harnessing this advanced technology.

Furthermore, these internet-enabled technologies will enable the emergence of ‘distributed labor technologies' that will enable reduction of risks to companies, new forms of contract labor and increase flexibility and control close to all aspects of business operations. For example, this technology will adjust fares in real-time according to fluctuations in demand. Use of a ‘dynamic pricing model’ which will employ ‘surge pricing’ during times of high demand like late at night, weekends and holidays.

The firm will outsmart traditional taxi business in adjusting labor costs to changing market conditions by use of this technology (Isaac, 2012). In traditional taxi business, fares are capped, and usually, the driver supply is restrained circumstances outside their control. The company will use the bidirectional rating system to manage the market and expel bad drivers. The passenger and the driver will rate each other out of five stars after a trip is complete. A driver whose rating will be below the recommended target will be ‘deactivated' automatically and be prohibited from driving Uber. This feature will provide the firm with the ability to flexibly fire unworthy drivers and regulate the market hence quality control. The system will allow accountability and transparency, thereby incentivizing the driver and the customer to behave accordingly.

2. Independent contracting ( For which part)

Independent contracting will maybe be the most neoliberal feature of the firm because of the categorizing of drivers as independent contractors. Industries are shifting away from standard employment to more flexible work arrangements to survive in the new economy across the spectrum. This will exempt the company from the obligation to provide employees with benefit and protection that comes with standard employment arrangement. Independent contractors are eliminated from various statutes existing in the protection of employees, including workers compensation laws, the Civil rights Act, Internal Revenue Code, the Fair Labor Standards Act, among others (Mbaskool, 2012). This means enormous gains of profits for Uber executives. However, for Uber drivers, this means, (a) working for an unstable, (b) being responsible for maintenance and cost of fuel and (c) assuming personal liabilities for fees related to insurance fraud, vehicle impoundment, automotive accidents among others (Mbaskool, 2012).

a) The cost of gas and maintenance

Uber drivers will have to cater for their overall expenses including gas and maintenance as they are independent contractors. These costs are covered by the employer in in standard employment and not the employee.

b) Instability and income uncertainty

Although Uber drivers will be "partners" with Uber executives, Uber drivers do not control pricing, and the company can lower any minute, unlike union taxi drivers who have the liberty to negotiate fares and rates. The company will technically operate within the law and regulate fares without discretion for its employees (Mbaskool, 2012).

c) Liabilities and the law

Commercial Insurance Policy will cover UberBLACK and UberSUV while personal insurance will cover UberX drivers using their non-commercial vehicles.

3. Legal void ( For which part)

Uber will master flexibility by avoiding the costly taxi rules that may inhibit control over many aspects of the organization’s business operations such as labor supply and pricing controls. Uber will accomplish this by categorizing itself as “Technology Company” instead of a taxi business. Rather than possessing a fleet of cabs and bring on board an army of cab drivers as workers or leasing out to independent contractors as a taxi commerce, Uber will play the role of the ‘digital matchmaker’ by provision of a free market-platform for ride-seeking customer and drivers to link up and taking part of the fare for provision of the service. The distinction between a taxi business and a "tech company" will be extremely of significance to Uber. This is because it will allow the firm to operate in the form of ‘legal void' in which it will offer all the services of a taxi yet are exempt from the expensive and extensive regulations that have coated the industry from competition since long ago (Mbaskool, 2012).

Its not for this paper

The company also have short-term goals؟؟؟ to contribute to its success. Among the short-term strategies are marketing and sales. There are distinct approaches to different products like UberBlack and UberX. Uber will concentrate on creative and aggressive marketing in European cities, rather than a national campaign (Mbaskool, 2012). The firm will hold extensive campaigns and recruitment that will lead to an exponential growth of Uber in Europe. To reach a bigger audience, the company will concentrate on partnerships with other organizations. Another goal will be to improve the human resource management to avoid the employment of workers who are not capable or perhaps convicted criminals. This will discard significant publicity issues that may destroy the company's reputation.

Product differentiation will also be an object of concern to accomplish the significant strategies. Uber will embark on the tackling the most widespread transport problem encountered by commuters around the world by use of technology like app-based taxi booking, online wallet payment services, and credit card. Engage in innovative processes and client convenience together with better employment (part-time and full-time partner-drivers) opportunities leading to disruption in the taxi industry (Mbaskool, 2012). Utilize brand management to create and differentiate brand value for a black hatchback, sedans as Uber rides. Besides, the company will provide alternatives to riders on the choice of transport they prefer regarding luxury ranging to premium UberBlack from low-cost UberX.

Uber will act as a third-party online taxi aggregator, and this will reduce capital expenditure of possessing vehicles as assets. The firm will also put in place technological advancement in mapping services by utilizing GPS navigation thereby limiting driver fuel and saving time. It will offer service based and reduce inventory management costs such as insurance, parking and other asset related costs (Mbaskool, 2012).

The firm aims to expand to international cities by use of hardball strategy. This approach aims at reducing competition with a single-minded target on leading market share, enjoy exponential growth and high margins. To develop the market for Uber, the company will engage stakeholder, use the go-to-market strategy and target an enormous campaign during introduction and maintain communication with clients. Under the go-to-market strategy, the organization will need to employ a focused approach to the product offering (Mbaskool, 2012). There will need to analyze and identify diverse socio-cultural needs in different markets and focus on local needs while making sure global service is of quality. Uber may participate in city events, celebrate city occasions and drive strategic partnerships as a way of maintaining market communication. It can also celebrate driver associations by rewarding drivers who have been rated high.

In product development, discounts can be offered by lessening firm’s profit margin during times of low demand while maintaining the driver's profit at the same level. The economics will kick in as more people will use this discounted services as more people will enjoy discount rides. Therefore, there will be increased overall demands for Uber rides. Cross-subsidizing across the UberBlack and UberX during times when there is a substantial demand to target different customer segments and different profit margins. During periods of massive demand surpassing the available supply, both UberBlack and UberX should be offered at nearly same prices (Mbaskool, 2012). This will avail more clients of Uber services and assist more drivers to attend to more clients. The firm will also gain by raising the number of rides at lower profit margin than losing out on these clients completely.

Regarding platform and technology development, the organization will focus on solutions to diminish consumer problems, offer diverse options in travel, engage with consumers and staying ahead of the competition as technology is the heart of Uber's operation. The company will also patent its application to thwart imitation (Mbaskool, 2012). Aiming to market penetration, Uber will offer a fixed price and multi-payment mode for routine travelers. Clients with frequent transport needs will be put into the system with a monthly fixed cost. This will multiply the number of loyal customers and word-of-mouth promotion.

As a measure of safety, Uber will train drivers with a program containing traffic regulations and hospitality training. Furthermore, it will run rental pilots and exchange leasing programs to magnetize more driver-partners to sign up. The association will also take measures to achieve internal growth. There will need to scale infrastructural growth and workforce which will include more concentration on cloud infrastructure than traditional on-premise servers and offices facilities.

References

Isaac, E. (2012). Risk-Shifting and Precarity in the Age of Uber. Retrieved from http://www.brie.berkeley.edu/wp-content/uploads/2015/01/Disruptive-Innovation.pdf

Mbaskool. (2012). Business Strategy of Uber in Europe & its Way Ahead. Retrieved from http://www.mbaskool.com/business-articles/marketing/15808-business-strategy-of-uber-in-europe-a-its-way-ahead.html