Uber in China: Driving in the Gray Zone (B) Case Solution
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
PUBLICATION DATE: November 30, 2016
For 2 years because 2014 Uber had actually battled an extreme, expensive fight for China's ridesharing industry with well-connected and well-financed domestic Chinese rivals. Throughout this time, Uber likewise needed to react to an ever-shifting regulative landscape that appeared significantly bleak in 2016. On August 1, 2016 Uber CEO Travis Kalanick surprised the worldwide ridesharing market by offering the business's China procedures to arch competing Didi Chuxing. Offered the competitors from domestic competitors and the unpredictabilities of federal government policy, was the choice to leave China the best one for Uber? Exactly what does this most current reconfiguration of the marketplace imply for China's growing ridesharing market? What courses could other tech business gain from Uber's experiences in China?
Related Case Solutions & Analyses:
Shifting the Diversity Climate: The Sodexo Solution
Differences at Work: Sam (B)
Volkswagen Navarra, 8th Collective Agreement (A)
HRM Challenges at Alden Auto Auctions
Shell Nigeria: The WikiLeaks Cables, Chinese Version
Vlaad and Company: Recruiting Women in the Capital Markets
Arck Systems (E)
Renewing GE: The Africa Project (A)
Sarbanes-Oxley Act
Fuel Cells: The Hydrogen Revolution?
