Uber vs. Didi: The Race for China's Ride-hailing Market Case Solution
This is just an excerpt. This case is about STRATEGY & EXECUTION
PUBLICATION DATE: October 01, 2016
The Uber vs. Didi case highlights a broad variety of tactical problems that a business might deal with when developing a brand-new company design, producing extraordinary worth for consumers, testing conventional organisation and regulative structures, and broadening into an emerging market to contend with regional competitors. It discusses Uber's platform-based organisation design, worth development, difficulty to federal government guideline, and rise prices design, as well as connected ethical concerns. The 2nd part explains the introduction of Didi in China and how it tested Uber when it went into China's ride-hailing market. With China's web giants signing up with the fight as tactical investors-Baidu (support Uber), Alibaba and Tencent (both backing Didi), and from Silicon Valley-Apple (backing Didi), the race in between Uber and Didi has significant ramifications.
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