Read the case study and answer the following question

Do customers perceive Uber's value as satisfactory, unsatisfactory, or superior? Why?

Which attributes do customers value thats are not receiving adequate attention from the organization (uber)

UBER ELEVATE: THE CASE FOR FLYING CARS! Ethan Pancer, Kyle Gulliver, and Morris MacLeod wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G ON1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright @ 2018, Ivey Business School Foundation Version: 2018-03-08 "Push a button, get a flight," said Jeff Holden, Uber Technologies Inc. (Uber)'s chief product officer, on April 25, 2017, at the Uber Elevate Summit in Dallas, Texas." "Flying cars have been promised for decades, but are actually arriving now," said Holden. The self-proclaimed "Chief Not-Satisfied Officer" was excited to announce the launch of Uber Elevate, Uber's latest venture that aimed to cut two-hour commutes to 15-minute rides in the sky by 2020. "If you're not planting the seeds for five to ten years out, you'll have no company in five to ten years," said Holden. "In that context it's very natural for Uber to turn its eyes to the air." Holden and his team at Uber started Uber Elevate with the intent to revolutionize the transportation industry and position the company as the world's first "urban air transport" service.' Flying cars would fundamentally change the way people were transported and would complement Uber's staple services on the ground, setting the company up for future success-so long as the company had a future. . . . On the same day, it was estimated that Uber's private stock price was reduced by 15 per cent and its overall value by US$10 billion,* following a string of scandals that included sexual harassment claims, intellectual property theft, upper-management resignations, and illegal software-related activity." On June 20, 2017, Uber investors demanded that Uber's co-founder and chief executive officer (CEO), Travis Kalanick, step down from his position, leaving Jeff Holden and 13 other executives in charge of the company until a new CEO could be hired." Headlines read: "Uber Appears to Be in Self Destruct Mode,"Page 8 9B18A017 things from Los Angeles, California, to Las Vegas, Nevada, in 30 minutes or less (a drive that normally took 4.5 hours) for as little as $20.37 LOOKING FORWARD In his closing remarks at the Uber Elevate Summit, Holden told the audience and those watching around the world that "his hope and dream is to be at scale with Elevate as part of our daily lives in 10 years." He believed, however, that "we'll be seeing it around, everywhere, well before that." With the hiring of Dara Khosrowshahi, Holden understood the importance to the new CEO of solidifying Uber Elevate's worth, both strategically and financially. With so many challenges facing Uber's business model and threatening the company's future, was it the right time to proceed with Uber Elevate? How could Holden be sure that UberAir could and would be the success that he and his partners believed it would be? What steps were needed to ensure such success? These were only a few of the questions that Holden had to ask himself before pitching Uber Elevate as the company's next "big shot" to both Dara Khosrowshahi and the board of directors. Not lacking faith in the project, Holden wrapped up his speech at the Uber Elevate Summit by stating, "I can say with great confidence, every rider, everywhere, is going to be excited about this and want to take advantage of the UberAir service. .. . Together, we're inventing the future of transportation." DO NOT CPage 8 9B18A017 things from Los Angeles, California, to Las Vegas, Nevada, in 30 minutes or less (a drive that normally took 4.5 hours) for as little as $20.37 LOOKING FORWARD In his closing remarks at the Uber Elevate Summit, Holden told the audience and those watching around the world that "his hope and dream is to be at scale with Elevate as part of our daily lives in 10 years." He believed, however, that "we'll be seeing it around, everywhere, well before that." With the hiring of Dara Khosrowshahi, Holden understood the importance to the new CEO of solidifying Uber Elevate's worth, both strategically and financially. With so many challenges facing Uber's business model and threatening the company's future, was it the right time to proceed with Uber Elevate? How could Holden be sure that UberAir could and would be the success that he and his partners believed it would be? What steps were needed to ensure such success? These were only a few of the questions that Holden had to ask himself before pitching Uber Elevate as the company's next "big shot" to both Dara Khosrowshahi and the board of directors. Not lacking faith in the project, Holden wrapped up his speech at the Uber Elevate Summit by stating, "I can say with great confidence, every rider, everywhere, is going to be excited about this and want to take advantage of the UberAir service. .. . Together, we're inventing the future of transportation." DO NOT C