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4 Future scenarios for Uber under the new CEO Khosrowshahi

Wednesday, September 13th, 2017 | Gadgets

          In June 2017, Uber CEO Travis Kalanick announced his retirement, then – a week later – the resignation. After that the company needed nearly three months to find a replacement. After taking a closer look at the CEOs of Youtube, HP Enterprise and GE, they finally decided to go with Expedia CEO Dara Khosrowshahi whose long-term operational experience convinced the decision-makers. Khosrowshahi faces a Herculean task. For many scandals and wrong decisions have brought Uber into disrepute. In addition, the company has not achieved any profitability despite the immense growth. On the contrary, the current business model seems to even counteract this.
          
    
    Picture: dpa
  

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      Can Khosrowshahi manage to bring the company back on track? Or has the train left long ago? We have discussed this issue critically and outlined four possible scenarios. They are based on the assumption that Dara Khosrowshahi is determined to strengthen the management style, corporate culture and brand with a new, modern management board and specific internal measures. Scenario 1: Tech-oriented platform Khosrowshahi follows Jason Calacanis' desire and founder a partnership with an original equipment manufacturer such as Tesla. The influence of the leadership style of Elon Musk could simplify the entry of Khosrowshahi and reduce already existing damage. A common vision could be an end-to-end platform for autonomous driving – integrated and shared. Digital marketing in focus Now every week intensified in HORIZONT Print! Interest? Then best to use our current test-read offer with digital marketing focus. Click here to order
A strong partnership would free the company from current risks and help resume the development of the technology for autonomous driving. The win-win situation would arise through the exchange of highly-qualified tech-know-how and customer-route data. Final Vision would be to become the central actor for self-propelled cars worldwide and finally to be profitable. Nevertheless, the competition would be hard and enduring. Scenario 2: Linking to the Alphabet EcosystemTo not build its own platform from time pressure, it will rely on an already existing one. Dara Khosrowshahi will use his personal network (like his family contacts with Google Ventures) to work as a mediator and a risk-reducer between Uber and Alphabet. In the long term, it would help solve legal disputes and the struggle for technology for autonomous vehicles and stimulate the exchange of relevant data and technologies. It could be integrated into the ecosystem of alphabet or at least linked to it. Both could benefit from range, data, technology and financial power. Together, they could unite autonomous driving and connectivity in a seamless ecosystem, thus overtaking the competition. Scenario 3: Integration into Expedias EcosystemDara Khosrowshahi uses his long-standing relationship with his former employer, the Onlinereisagentur Expedia. Expedia's ecosystem offers travel services ranging from booking hotels, flights, vehicles to social and content networks, to technical solutions for B2B companies in the travel context.
      "The disruptive and tech-oriented spirit of 2009, humane and legal, could help to become the world's hottest company again."
      Marcus Worbs, Diconium
      
                
    Expedia could complete its Customer Journey with seamlessly connected pickup services through Uber. The common vision would be to accompany customers from door to door in a holistic way, thereby occupying a further business field and enriching customer and route data with a broader understanding of mobility: local and international. Scenario 4: The DownfallLover loses the legal dispute with the alphabet and the permission to develop technologies for autonomous driving. Despite the opportunity to redefine the management board, the company is not able to strengthen its core. The possibility of reinventing oneself and reducing costs is deprecated. The money goes out, the next round of financing is not as successful as before. The value of a private over-stock falls. At the same time, other market participants develop as a first intelligent platform with an autonomous fleet. Together, they transform the inefficiencies of Uber into a profitable business model. Uber becomes the next MySpace: The company created a new market, but burned the fingers on their own mistakes. Ultimately, it was acquired by other market participants with sophisticated concepts. The current business model of Uber will not survive – a new Uber is urgently needed: an over 2.0 without debts and burdens of traditional or established companies. The disruptive and tech-oriented spirit of 2009, humane and legal, could help to become the world's hottest company. Dara Khosrowshahi, surprise us!

          
           

          
          
                
                    
          
            
                

                
        

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