In 2014, China's leading domestic Internet-based ride-hailing Didi, asserted more than 50 per cent of the ride that is Chinese -hailing marketplace, its domsestic rival, Kuaidi, is a close second distant for him.
Since both the aforesaid companies compete with one another, U.S.-based Uber entered the conflict with a distinct strategy. In the face of the complex and continuously changing landscape of China's ride-hailing marketplace, the creators of Didi wondered what their next steps should be. What should the business do to support and reinforce its leadership in the nascent ride-hailing market?
PUBLICATION DATE: April 12, 2016 PRODUCT #: W16194-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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