Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.
Ajoy Infant Raj
Anish Charles
Antoinette Monisha Paiva
Quick Introduction of Uber
Emergence of Braintree
Bitcoin-Braintree
Surge Pricing Model
M- commerce Mapping
Uber- Safetipi...
UberCab 2009: CEO Travis Kalanick & Garrett Camp
2010 : iOS & Android app released
2011: raised $50M from investors
Menlo ...
As of Dec 2014, valued at $40B
Including Google Ventures’ $258M investment
Estimated 2013 Revenue: $125M
Expected to hit a...
Kalanick's close friend and Uber investor Shervin Pishevar explained Uber's
grand vision to Inc: "Uber is building a digit...
One thing: RIDES!
Hottest: UberBlack
WHAT’S HOT?
“Everyone’s private driver”
One thing, and doing it well.
Constant Customer interaction for improvements
Focus on experien...
Uber before Braintree – Authorize.net
Uber switched to Braintree in February 2011 for all of its international and
U.S. ba...
Surge pricing
Before heading to Dynamic Pricing, there are certain specifics on
UBER
Uber is a marketplace and Uber’s driv...
Uber - Managing Information Systems
Nächste SlideShare
Wird geladen in …5
×

Uber - Managing Information Systems

This is a presentation done on Uber and it's technological innovations

  • Als Erste(r) kommentieren

Uber - Managing Information Systems

  1. 1. Ajoy Infant Raj Anish Charles Antoinette Monisha Paiva
  2. 2. Quick Introduction of Uber Emergence of Braintree Bitcoin-Braintree Surge Pricing Model M- commerce Mapping Uber- Safetipin Uber- Self Driving car CONTENT
  3. 3. UberCab 2009: CEO Travis Kalanick & Garrett Camp 2010 : iOS & Android app released 2011: raised $50M from investors Menlo Ventures, Goldman Sachs, Bezos Expeditions 2012: experimental UberTaxi in Chicago Early 2013: experimental UberChopper ($3000 !!) Sept 4, 2013: First Sports Deal – NFL Partnership Reach a more mainstream audience From San Fran in 2010 to 19 countries (35 cities) NYC, DC, Baltimore, Detroit, UK, France, Singapore, New Delhi, Taipei UBER HISTORY
  4. 4. As of Dec 2014, valued at $40B Including Google Ventures’ $258M investment Estimated 2013 Revenue: $125M Expected to hit an annual revenue run rate of $10 billion by the end of 2015 Uber is expected to generate $10 billion of which it keeps $2 billion in the next year or two. Uber is now in 60 cities around the world ~300 Employees (not including drivers) CURRENT STATUS OF UBER
  5. 5. Kalanick's close friend and Uber investor Shervin Pishevar explained Uber's grand vision to Inc: "Uber is building a digital mesh - a grid that goes over the cities. Once you have that grid running, in everyone's pockets, there is a lot of potential for what you can build as a platform. Uber is in the empire-building phase." UBER'S GRAND VISION TO INC
  6. 6. One thing: RIDES! Hottest: UberBlack WHAT’S HOT?
  7. 7. “Everyone’s private driver” One thing, and doing it well. Constant Customer interaction for improvements Focus on experience: Consumer willing to pay premium Uber has no drivers natively Drivers join the network, get paid and Uber takes a commission (20%) HOW IT WORKS?
  8. 8. Uber before Braintree – Authorize.net Uber switched to Braintree in February 2011 for all of its international and U.S. based payments. Data portability Client side encryption Bump in sales July 2011 to July 2012 – 26% increase monthly 16 times larger revenue over the previous year BRAINTREE - UBER
  9. 9. Surge pricing Before heading to Dynamic Pricing, there are certain specifics on UBER Uber is a marketplace and Uber’s drivers are all independent agents. The majority of Uber fares go to these independent drivers Committed to being a low-price leader Uber’s dynamic pricing (“surge pricing”) affects a tiny minority of all Uber rides, less than 10% of trips Uber is remarkably transparent about its dynamic rates Fares have increased to encourage more drivers to come online & pick up passengers in the area DYNAMIC PRICING MODEL

×