Why Uber changed its success or failure metrics while it grew? In your opinion, why is it more complicated now to measure Ubers success? At least 200 word-use references. 5p

How did Uber deal with peoples hesitancy? What was the trust and transparency initiative established by Uber? In your opinion, is it enough? Why? - At least 200 word- use references 5p

Describe Ubers platform. Could we say that Uber is providing an integrated solution that changed the customer experience and introduced a new business model? - At least 200 word-use references 5p

Discuss the platform and experience value proposed by Uber? - At least 200 word-use references 2.5p

Do you think asset-less companies will continue to grow in the future, or they start shrinking due to new disruptions? Why? - At least 200 word-use references 2.5p

the case below :

The growth of ride-sharing service Uber has been remarkable, to say the least. From Argentina and Azerbaijan to Uruguay and the United States, Uber is perhaps the first word people think of when they think of the sharing economy. It is one of the few companies in this space to have successfully expanded its offerings beyond the original ride-sharing platform, as evidenced by Uber Eats, the restaurant-meal delivery service, and other Uber-oriented services. As the company has grown, the kinds of metrics it uses to measure success or failure have changed dramatically. In the early days, the company struggled to bridge the gap between the high number of app downloads and the lower number of rides booked. Streamlining that process became a priority, with success measured by the number of orders relative to downloads.

With expansion into other markets (the company is now in nearly 800 cities worldwide), management turned its attention to the number of cities in operation. And then to the number of rides per city. With Uber Eats, which is constrained by the locations of the restaurants on its list, the key is the number of people who have access to the service and who can get their delivery in a timely manner. Today, measuring Ubers success is more complicated. Much depends on the market in question. How we think about a market depends on its size and maturity, says Andrew Byrne, the head of Public Policy for Europe, the Middle East and Africa (EMEA). With some markets, getting people to use the app to book rides is the key, with others its the number of rides per day (or even hour). Others still might be measured relative to curb space, which is the availability of pick-up and drop-off spaces for Uber drivers.

From the beginning, Uber recognized that it would have to overcome the natural hesitancy people have about hoping into a private, unregulated car with a total stranger. It took time to build trust and today, the company sees this as a potential competitive advantage. Were trying to overcome the trust deficit with a collaborative approach, Byrne says. We also take the feedback we collect very seriously. Uber builds trust as it builds its brand. To work through the company, vehicles have to be of high quality and certified safe.

Transparency extends to Uber drivers. After focusing for the first three-to-four years on the rider experience, the company turned its attention to making drivers more active participants in the platform. In fact, Byrne credits Ubers dispatching system with winning over many former taxi drivers who had been unsatisfied with the way routes and rides were allocated by that industrys dispatchers. Sweetened commission rates and other benefits have answered critics and helped maintain a strong stable of drivers. A driver app debuted in Britain in 2018. It helps Uber drivers track earnings, calculate drive times, and avoid speeding. Furthermore, to keep lines of communication open with drivers, the company has established panels that allow drivers to express their concerns to the company.

While the brand Uber is still primarily identified as a ride-sharing app, Uber Eats is quickly gaining recognition. The evolution was natural one, says Byrne. We realized early on that we had a network of people moving around the city and customers who knew our app as a way to summon a car, he says. So why not put take-out food in that car? It got us thinking about who we are and what kinds of unique offerings we could make, says Byrne. Are we a transportation company? Are we a technology company? Are we a customer-service company? After much consideration, it was concluded that Uber is a matching company. Its competency lies in matching people (and things) who need a ride with drivers with empty seats.

Hence Uber Pool, which is the same as the flagship Uber service except that drivers may have more than one passenger along the same (or similar) route. Because the ride is shared with other passengers, Uber Pool is naturally less expensive than the individualized service. Also JUMP, an Uber electric bike-sharing company.

With low barriers to entry, competition in the ride-sharing space is fierce. Uber dedicates resources to developing and improving its platforms. It has found that small changes can make a difference. Customer retention can vary, for example, depending on when, during the car-summoning process, the customer learns the price of their potential upcoming ride. Keeping ahead of the competition also means finding new platforms to meet customer needs. Uber Eats is one good example. The company is also looking at new services to make getting around easier. Bicycle- and scooter- sharing programs are natural extensions of this goal. The future may well see Uber as a player in flying taxi services. The brand extension is called Uber Elevate and it expects to roll out vehicles (designed and built by Textron) as early as 2023. Using electric or hybrid engines, these flying taxis (or VTOLs, for vertical take-off and landing) can travel at up to 240 kilometers per hour and serve both local and inter-urban markets.