Uber takes on China
The case study is set in May 2016. It highlights the challenges that Uber faces in the Chinese ride-hailing market. Despite publicly stating that China is its number one global priority, Uber has struggled in the country. Uber learned from the failure of many Western firms in China. It installed local management, adapted its service offering to local market needs, and invested heavily to develop the market. Yet, despite these efforts, Uber is struggling at the time of the case to make an impact in China. The case describes Uber’s China strategy, along with the response of local Chinese competitor Didi Chuxing. The two companies are in an all-out war for control of the ride-hailing market in China, and Uber looks to be losing.
The case offers an opportunity for students to understand strategy in the Chinese context, where speed and scale are the main factors for success. They will learn how to manage a business situation in a new and emerging market, in which local incumbents exist. Students will consider the strategic options for companies facing tough competition by reviewing and analyzing Uber and Didi Chuxing’s offerings and strategies.
Uber, Didi Chuxing, Logistics and Supply Chain, Transportation
August 2013-May 2016
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
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