Uber Business Case Study
The mission statement is as follows, "Uber envisions setting the standard for high-quality rideshare and delivery services for everyone to use.". By incorporating both Ubers main profit, Uber Eats, and the rideshare Uber, you can encompass two major verticals that you currently support through your phone and web-based applications. Showcasing that Uber is not only for a specific type of person or affluent group, but you also open the doors to include everyone to use your services.
When analyzing Uber using the VARS framework, we can focus on a few elements that help us deep dive into this business model. Looking at Ubers value proposition in the current market, we can see that Uber came in as a disruptor to the well-established taxicab and rideshare industry. By levering the evolving and rising technology applications we use on our smartphones, Uber was able to tap into many major markets by allowing users to order cars prior to the times they needed to leave. However, looking at it from the taxicab point of view, you are not able to "hail" an Uber from the street which many generations have used for cabs. Creating a better user experience is also a huge difference between a traditional cab and an Uber. By creating a system that allows for users and drivers to have a rating based on various parameters when using the application, you create a heightened level of service and usage.
When looking at activities, resources, & capabilities, Uber finds themselves in an incredible position for growth due to the platform being on a mobile device. By having a large team of engineers throughout the company, Uber can adjust their system and implement changes that will help increase EVA by tapping into feedback from the customers as well as the external environment. Using these analytics and data points that are gathered from the customers, Uber can pivot to create a better ride sharing experience in-turn creating higher EVA.
Ubers revenue model falls within the sale of service classification. A customer or party will pay for a service whether that is Uber Eats or Uber to provide a service. These services can vary from food delivery or a trip to the airport. However, in the future, I can envision Uber could expand into a leasing or subscription-based model as well. Other SaaS companies are based on subscriptions, but Uber can join in by creating a monthly or yearly cost to have an Uber Black pick them up for their commute to work or the airport if you frequently travel. During times of surge pricing, it can be extremely difficult for riders to get an Uber to pick them up but by introducing a section on the phone application that allows you to have a membership or subscription for priority service.
Finally, looking at your expanding scope there are a few suggestions I can make. Firstly, opening more pet transportation options throughout different cities would allow for a larger customer base. Secondly, by adding more engineers and product designers to the company, you would be able to continue to be more agile than competitors.
