To read the full version of this content please select one of the options below:

Uber’s bumpy ride in China

Geeta Singh (IBS Hyderabad (ICFAI Foundation for Higher Education), Hyderabad, India)
Rishi Dwesar (IBS Hyderabad (ICFAI Foundation for Higher Education), Hyderabad, India)
Satish Kumar (IBS Hyderabad (ICFAI Foundation for Higher Education), Hyderabad, India)

The CASE Journal

ISSN: 1544-9106

Publication date: 20 April 2020

Issue publication date: 27 May 2020

Abstract

Theoretical basis

The purpose of this paper is to explore all the strategies adopted by Uber China to gain more and more market shares of Chinese markets. It included localization of its core product, adaptation to Chinese demands and tying up with different Chinese companies.

Research methodology

The case study has been prepared after thoroughly studying Uber’s business in China. Secondary data is collected from credible sources such as the Uber website, newspapers, interviews and journal publications. This data helped in arriving at a basic understanding of the company, its objectives, strategies and the business model. The strategies formulated by Uber and the challenges it faced while operating in China are studied and explained based on this secondary data. Various published papers, reports released by reputed organizations and universities, interviews of managers and experts and research papers were also used to develop this case.

Case overview/synopsis

This case is developed considering the bent of today’s consumers toward sharing economy. The scope of businesses based on the concept of sharing economy is very wide and is increasing. China’s sharing economy sector was one of the fastest economies in the world. The case chronicles ride of Uber in China: from its entry in the country, strategies adopted, challenges faced and to the exit from China.

Complexity academic level

International business management at the undergraduate and postgraduate programs in management

Keywords

Acknowledgements

Disclaimer. This case is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. The case was compiled from published sources.

Citation

Singh, G., Dwesar, R. and Kumar, S. (2020), "Uber’s bumpy ride in China", The CASE Journal, Vol. 16 No. 2, pp. 185-214. https://doi.org/10.1108/TCJ-03-2018-0040

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited