My latest post examines why Uber should make fewer, bigger and bolder moves, rather than mindless expansion.
, where Uber faces stiff competition from Ola, a nimble local rival that is gaining on Uber. Ola operates in 110 cities in India, compared to 31 for Uber. It has over a million drivers compared to Uber’s 450,000 and it offers low-cost options like auto-rikshaws to cater to lower-income Indians. Ola’s wider network and local innovations have helped increase itsfrom 53% in July 2017 to 56.2% in December, according to market intelligence firm KalaGato.
What may look like a shrinking map for Uber operations is actually a good thing for the company and in keeping with a strategy I advocate with my co-author Sanjay Khosla in our book, “.” Growth is not just about doing more; it is about doing better in fewer things. In terms of global expansion, we recommend that companies go deeper into a few markets where they can win instead of rushing to plant flags around the world.
worldwide. Beginning in 2013, Uber embarked on an ambitious global land grab in an effort to gain first-mover advantage in the ride-sharing business. It often did so without much regard for taxi operators, local regulators or local partners.
The story is similar in India, where the local competitor Ola understood the local market better than Uber. Ola allowed customers to pay with cash right from the beginning as most Indians don’t have credit or debit cards. Ola does business in nine languages while Uber only transacts in English. Ola understood that Internet connectivity is spotty in India, so it allows customers to arrange rides by sending text messages.
Withdrawing from overseas markets where it can’t make sufficient inroads isn’t the only weeding out that Uber should consider. On the autonomous car front, Uber trails
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