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5 Forces

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Haley Menchel

on 24 July 2014

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Transcript of 5 Forces

Porter's 5 Forces
& The Uber Strategy
Power of
Power of Suppliers
How does it impact Uber?
& Quality
Buyers &
Rivals & The Uber Brand
Power of
Existing Rivalries
Subscription Services
Not Just a Car Service
Short Term Strategy:
Mid-Term Strategy:
Suppliers & Subscription Services
Rivals & Subscription Services
Buyers & Subscription Services
Buyers & Expansion
Suppliers & Expansion

Rivals & Expansion
Substitutes & Expansion
Substitutes & Subscription Services
Subscription Services
Quality, Corporate Partnerships & The Uber Brand
Long-Term Strategy:
Not Just a Car Service
1. Threat of new entrants - not strategically applicable
2. Threat of substitute services - medium-term and long-term expansionary goals
3. Power of buyers - user driven service
4. Power of sellers - driver bargaining power
5. Intensity of competitive rivalry - relative brand value

Increasing price sensitivity among consumers
Similar services increase power of buyers
Large organizations have power to drive down price

Expand beyond event sponsorships
Develop long-term relationships with larger corporations
Create commitment to brand to reduce buyer power
Ease of use creates loyalty
Expanding services reduces power
Switching cost is much higher
High intensity of rivalry among established competitors
Multitude of car service companies on a metropolitan, regional, national, and international scale
Lyft is matching Uber pricing, threatening existing market position

Pricing no longer provides a competitive advantage
Showcasing a distinct personality through innovative marketing campaigns
Promoting the Uber lifestyle through the creation of a unique user experience

Public Transportation
Important in developing areas
Ridership programs
Share Services
CitiBike & Barclay’s Bike
Access plans

Competitive Landscape:
Product will differ significantly from competitors' offerings
Intensity of rivalry decreases, increasing profit potential
Further differentiation away from established rivals
Evolution beyond traditional transportation industry competitors

Drivers keep 80% of each ride but not surcharge
They use their own car,have their own insurance and license themselves
Signing up is simple
Uber provides them with phone & heatmap
Drivers should be eliminated if their rating falls below 4 stars
Upgrade heatmap & disperse surcharge fares
Cap number of drivers
Create design to replace iphone
Standardize application process
Use $2.5bil. from outside financing for low-interest car loans for UberX drivers
Slowly integrate delivery and logistical services in seasonally included in Subscription
"Death of Ownership Society"
"Uber Calendar" for pre-planned rides
Customers can request drivers
Change from people only transportation service into a services company
With unified sign up regulations, drivers will be the higher standard Uber claims
With more services drivers can work more
1. Threat of new entrants - not strategically applicable
2. Threat of substitute services - future expansionary goals
3. Competitive bargaining power of buyers - user driven service
4. Competitive bargaining power of sellers - human capital requisites
5. Intensity of competitive rivalry - relative brand value

Mass transit has potential to displace private car services
Become a generic trademark
Uber as an intrinsic part of transportation
Full transcript