In the waves of business in early 2010, when the entire industry would be transformed by the distribution of technology, Uber and Lyft were born.
Both companies are the product of an awesome taxi system that existed in California prior to 2010. People could order vouchers by phone or online, but operators were sending them depending on their position on the line, which meant one could wait an hour for a cab app, book a uber cab online, arriving from the other side of town. And if the boat saw a fare on the road, they would not be forced to complete the prescribed ride.
In the case of Uber in particular, the app is designed to make taxi order more reliable. Lyft cab online booking resumed its operations after competing with Uber, which was originally considered a long-distance car service.
In China, Cheng Wei coined the same idea, after spending several years working at the Alibaba payment section. Seeing an opportunity to create a secure payment system for taxi drivers, he introduced Didi Dache. Cheng Wen and Joe Lee will launch a similar service in Hangzhou, called Kaidiidi Dache.
Uber, headed by then CEO Travis Kalanick, grew rapidly to Europe and Asia. Sponsored by a coalition of participating capitalists who aspire to see the fame of the ride into the next major technology sector, the Uber taxi application enjoys spending billions every year competing in almost every market.
This came in 2015, when Uber announced that it was spending $ 1 billion a year to compete in China. As Uber China's threat grew, Didi and Kuaidi, backed by Tencent and Alibaba respectively, met. At the time, Didi and Kuidiidi were highly competitive, both reaching more than 150 million users.
The combined force was too big for Uber to fight, and the company bowed out of the country in 2016, selling its Chinese class at $ 35 billion and 17 percent to Didi Kuaidi, which has already been reduced to less than 15 percent.
Even at the loss of China, Uber remained the largest passenger platform in the world. Didi will take over a few smaller operators, and today he faces more than 95 percent of all mobile taxis in China.
As the competition in China stabilized, Uber began to expand its network in India, which Kalanick regarded as one of the major war zones. Ola Cabs, which is likely to follow Didi's example, acquired its rival TaxiForSure for $ 200 million in 2015, forming a partnership that could challenge Uber.
Instead of allowing pressure, Uber continued to grow in India. While Ola is at the forefront of many sources, Uber believes it has reached a 50 percent market share in the country by 2019, which could pay off profits in the next few years as millions of drivers and passengers move to mobile phones.
In Europe, Uber has led a respectable lead in many countries, although it has had to contend with regulators in France, Germany, Hungary and the UK. New operators, such as Free Now and Bolt, are challenging Uber's size in the region, while Cabify and Didi are highly competitive in the South American market.
We expect Europe to be one of Uber’s most important battlefields in the next five years, with Bolt, Free Now, Gett and Ola competing in major cities. Uber reportedly wants to acquire Free Now, owned by BMW and Daimler, for $ 1 billion in the north. It recently acquired Careem, which operates a passenger system in the Middle East, for $ 3.1 billion.
Another competitive region to take care of is Southeast Asia, where Uber, Grab and Go-Jek operate. Grab and Go-Jek are both considered “super apps”, as they both offer a variety of services through their passenger network, such as how Uber uses its network to deliver food and rent bicycles. SoftBank, which owns shares in both Grab and Go-Jek, wants a merger of both operators, to strengthen them in the epidemic.
In less than a decade, horseback riding has become a major industry, and its operators have used it as a framework for other means of transportation, such as food delivery, shipping, and driving.
The only major hiccup, affecting Uber and Didi, was driver safety. For Uber, this comes in the wake of allegations of sexual harassment against Uber executives in 2017 and 2018, which were widely reported in Uber-related issues that negatively represented allegations of harassment by female passengers. Similar allegations were published in China in 2018, after two women were killed by their drivers Didi’s Hitch, which led to the suspension of the service.
In both cases, Uber and Didi reorganized their internal teams and added safety features and driver reporting systems. Kalanick, who is seen as a cultural leader who allows allegations of sexual harassment out of control, took over as CEO and left the board recently. Didi hired thousands of Communist Party members as drivers and representatives of the security team and reportedly spent $ 1.61 billion to increase security.
The coronavirus epidemic has been a menace to hikers, with some countries reducing their use by 90 percent. China, which reported less than 20 incidents a day, returned to normal in June, but consumption in Europe and North America remained low.
While Uber and other operators have added additional health measures, in countries with measures to shut down or prevent nightlife, the need for a taxi has diminished. Thanks to Uber, Grab and Go-Jek, other projects such as food delivery have seen significant growth during the
American Taxi Market
Uber pioneered the passenger model, which was in operation for the first few years in major US cities. Lyft has managed to paint the second most prestigious site in the country. Both aim to reduce costs with the introduction of self-driving cars, sometimes in the future.
During the epidemic, Uber and Lyft both experienced a 90 percent drop in boarding. Although some circuits are open, some are locked and fewer people are traveling in taxis than before. Uber and Lyft
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