Entry Strategy Level of control over foreign activities Amount of resources

Entry strategy level of control over foreign

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Entry Strategy Level of control over foreign activities Amount of resources committed to foreign market JOINT VENTURE (Local Partner) China WHOLLY-OWNED SUBSIDIARY (Greenfield/Acquisition) Hig h Lo w Hig h
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Case Study Problem Violent revolt of the Cab drivers Causes Myopin state and law Consequence Uber forced to exit France FRANCE UK Causes Lack of regulatory approval Consequence Affected Uber’s brand image Uber Action Removal of UberPop Uber Action Rallied user support Problem Complex regulations Clashing with local union
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Case Study Problem Payment Compliance Causes Operations through Netherlands Arm Consequence Consumers opted for Ola & Meru cabs INDIA SOUTH KOREA Causes Aggressive entry strategy Consequence Indictment by the Seoul Government Uber Action Uber Auto- (cash ) Safety net & panic button Uber Action Softer approach Revision of taxi laws Problem Opposition from Taxi drivers CHINA Causes Late entrant Consequence User support towards local rideshare Uber Action Partnership with Baidu Use of Alipay Problem Cultural differences High competition
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Macroenvironmental factors Problem analysis P E S T E L Taxi unions, government influence Growth rate, labour costs, fuel costs Cultural norms, consumer expectations, social media Emerging tech Fuel usage Law enforcement - regulations, labour laws Cultural factors Competitiv e forces
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1. Focus on global integration and coordination 2. Best cost and quality positioning Downside:
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  • Dar es Salaam, Subsidiary

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