HomeResearch & Knowledgeback to HomeStrategyback to Research & KnowledgeUber: An empire in the making?back to Strategy

Case Study

Uber: An empire in the making?

8 pages

November 2015

Reference: IMD-7-1654

The case study is set in early December 2014. Uber has just completed a round of funding and as a result has an eye-watering valuation of US$41 billion. The case initially explains the service Uber offered to its riders and then gives an overview of the origins and early growth of the company, as well as some insights into the influence of co-founder and CEO, Travis Kalanick, on the company culture. The following section outlines the characteristics of the traditional taxi industry, which was initially Uber’s primary competitor. Details of Uber’s disruptive business model are implicit in the case but the components are not spelled out to the reader. Rather, the intention is to draw this out in small group or plenary discussions through the assignment questions. The case goes on to review more recent growth, outlining some of the PR issues the company has faced with respect to aggressive business practices and questions around its data privacy policies. A possible softening of management’s approach is suggested in the final section.

Learning Objective

Participants gain insights into which components of Uber’s business model were instrumental in disrupting an established and protectionist industry globally.
They will also see how the model was continually evolving. Although Uber initially clearly operated in one closely defined sector, its future strategic direction lay in broader, diverse activities and markets.
Participants will consider the strategic options for companies facing a new entrant that is re-inventing the rules of engagement.

Keywords

Disruptive Business Model, Transportation Services, Convenience Technology, Strategy

Settings

World/global, United States of America
Uber, Logistics and Supply Chain, Transportation
2014/2015

Type

Published Sources

Available Languages

English, Spanish

Related material

Teaching note

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email info@thecasecentre.org

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email custserv@hbsp.harvard.edu

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email ng_nicole@nucha.ac.jp

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

Three ways to deal with the almighty boss

What to do when the boss behaves in ways that contradict widely accepted norms of civility, empathy, and ethical leadership.

Leadership Negotiation Strategy

By Merete Wedell-Wedellsborg

in I by IMD

Article

6 Tips for Leaders - Reputation Building

Six ways leaders can shape corporate reputation building strategies within their organizations, drawing on key insights from a Bloomberg Media study.

Branding Business Ethics Leadership Strategy

By Anne Kawalereski, Michelle Lynn and Elisabeth Oak

in I by IMD

Article

Leadership Thinking - Turbulent Business

To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.

Leadership Resilience Strategy

By Michael D. Watkins

in I by IMD

Case Study

TBC Group: Future proofing a history of success

Strategy Digital Growth

By Goutam Challagalla, Francis D. Kim and Philip Charles Zerrillo

Case Study

Nestlé Health Science: Building a healthy future towards 2030

The board of Nestlé S.A. announced that Anna Mohl would become the CEO of Nestlé Health Science (NHSc) — a global leader in nutritional science — on 1 January 2024. She was delighted to hear about her new position but knew there was little time to...

Strategy General Management Global Business

By Niccolò Pisani, Elham Pazirandeh-Micol, Karine Richard, Liudmila Ost and Quentin de Rham

Article

Solving the puzzle of today’s multi-dimensional labor force

Gone are the days of the loyal company man or woman. Today’s workforce often includes a mix of freelancers, agency temps, and outside contractors. Here are four work models to keep these disparate elements happy and motivated.

Leadership Strategy Talent Management Human Resources Organizational Design

By Sebastian Reiche

in I by IMD

5 February 2025

Article

How to master the 6 skills of strategic thinking

Are you struggling to lead successfully in the face of relentless disruption and uncertainty? Now’s the time to master the art of strategic thinking, starting with these six key skills.

Strategy Disruption

By Michael D. Watkins

in I by IMD Brain Circuits

4 February 2025

Article

Are stakeholders making or breaking your strategy?

How an easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.

Strategy Leadership Stakeholder Management Value Creation

By Paul Strebel, Angeliki Papasava and Patrick Reinmoeller

in I by IMD

3 February 2025

Three ways to deal with the almighty boss

By Merete Wedell-Wedellsborg
in I by IMD

Summary

What to do when the boss behaves in ways that contradict widely accepted norms of civility, empathy, and ethical leadership.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Negotiation

Strategy

Browse all topics

6 Tips for Leaders - Reputation Building

By Anne Kawalereski Michelle Lynn and Elisabeth Oak
in I by IMD

Summary

Six ways leaders can shape corporate reputation building strategies within their organizations, drawing on key insights from a Bloomberg Media study.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Branding

Business Ethics

Leadership

Strategy

Browse all topics

Leadership Thinking - Turbulent Business

By Michael D. Watkins
in I by IMD

Summary

To navigate a turbulent business environment, CEOs must understand their landscape and align leadership thinking priorities, advises IMD’s Michael Watkins.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Leadership

Resilience

Strategy

Browse all topics

CO-RO (B): Weathering the storm

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2640 ©2025

Summary

Case B describes the unprecedented challenges faced by CO-RO in 2020. The implementation of the sugar tax in its largest Middle Eastern market led to a near 50% volume drop in CO-RO’s sales, and Covid-19 lockdowns impacted the Asia-Pacific (APAC) region in particular. These events led to a dramatic drop in net sales and gross profit, forcing CO-RO to re-evaluate its growth strategy and implement cost-saving measures. By 2022, CO-RO faced further challenges with global supply chain disruptions and inflation due to the war in Ukraine. This required strategic decisions to stabilize and ensure future growth amid ongoing external pressures.

Reference IMD-7-2640

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

CO-RO (A): Storm clouds forming

By Omar Toulan and Valerie Keller-Birrer
Case reference: IMD-7-2590 ©2025

Summary

The CO-RO Group is a manufacturer of fruit-based still drinks, concentrates and ambient ice (home-freeze popsicles) headquartered in Denmark. Although production takes place in Denmark, most of its products are sold internationally, with the company relying on long-term local partners to convert and market the finished products. Historically, the company focused on markets in which fruit-based drinks were rare, which led to steady growth in line with GDP and population increases; 70% of sales and 80% of profits came from the Middle East. Set between 2015 and 2019, Case A describes the company’s “Shape for Growth” strategy, which aimed to reduce over-reliance on key markets and resulted in new market entries and over 150 new products. This strategy also mitigated the effects of the 2014-2016 oil price crisis. However, in 2019, Saudi Arabia’s announcement of a 50% sugar tax on sweetened beverages threatened to significantly reduce market volumes.

Reference IMD-7-2590

Organization CO-RO Group

Industry Consumer Goods, Food and Beverage

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Browse all topics

TBC Group: Future proofing a history of success

By Goutam Challagalla Francis D. Kim and Philip Charles Zerrillo
Case reference: IMD-2651 ©2025

Summary

The case explores TBC Bank Group’s remarkable journey from a small Georgian bank to a regional leader in digital financial services across Central Asia. Founded in 1992 with just US$500 in initial capital, TBC evolved into Georgia’s largest financial institution and pioneered into digital banking. The case highlights TBC’s strategic expansion into Uzbekistan, where it rapidly built a leading digital banking ecosystem. Students will analyze TBC’s international growth approach as it transformed customer experience, leveraged technology and built a sustainable competitive advantage through product diversification, strong organizational culture and operational agility. The case explores international market entry, digital transformation and aligning strategies with local market needs, highlighting how TBC’s focus on innovation drives its regional expansion.

Reference IMD-2651

Organization TBC Bank Group

Industry Finance and Insurance, Banking

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Strategy

Digital

Growth

Browse all topics

Nestlé Health Science: Building a healthy future towards 2030