Currently uber only takes commission from the

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most efficient way to approach Uber’s problem. Currently, Uber only takes commission from the matching process, but if Uber were to invest its current cash flow and retained earnings for  Uber’s future investment to self-driving cars, we believe Uber can greatly remove the cost  component of paying the drivers.  Instead, Uber will be able to have true assets that they have  full control over. In this case, the cost scheme will consist of purchasing self-driving cars and its  maintenances. However, the market for self-driving car is still not established, for there still  regulation and technological problems regarding self-driving cars. Although the market for self- driving car is new, we still insist on heavy investment into this division as other firms such as  Google, Lyft, and Tesla are competing for the same technology (Rayome, 2018). Just like how  Uber was successful because it was the first-in-market ride-hailing business and thus gained a lot of the initial customer base, we believe gaining the first-in-market business for self-driving car is crucial. Currently, Uber has passed the preliminary testing stage, but we believe Uber needs to  further strengthen the market and protocols regarding self-driving vehicles. These agendas  include universal protocol for standardizing self-driving vehicles and auxiliary tools for  successful maneuvering of self-driving cars. 
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In economic sense, since Uber currently has a large customer base with massive market  share, transitioning Uber’s products should not be difficult as the effective goal would still  remain the same. Furthermore, this development will help the cost-conscious customers more as  with economies of scale, Uber will be able to mitigate the cost even more. Although Uber would  have to consider the inherent cannibalization of our products, we believe there is a higher room  for growth in this area. Lastly, we would have to consider a slow phase-out of the drivers in the  Uber system; if Uber were to instate self-driving cars, the backlash from the drivers who will  eventually lose their job will be high.  Conclusion and Summary Since 2009, Uber has grown tremendously with great brand name reputation and  established customer base. However, with the maturing business in the ride-hailing business, we  believe there is a need for change in Uber’s paradigm of a technological company to a  transportation company. Instead of focusing on servicing and matching the riders and drivers, we believe that owning assets would greatly improve the profit scheme and business in the long  term. Therefore, although the market and technology for self-driving cars are not yet quite 
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