Essays on Strategic Management - Uber Company SWOT Analysis Case Study

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The paper “ Strategic Management - Uber Company SWOT Analysis” is a fascinating variant of the case study on management. Uber is among the highest top ranked high-tech company ensuring technology transportation to the different organizations along with the world. It was founded in 2009 with the goal to back the world with high-tech connectivity. It is a valued company worth US$ 51 billion. The company has gone world because of its strength such as high liquidity, internationally recognized brand, strong lobby team, and recognized technological system. However, the company has weaknesses such as a lack of real connection, loyalty, and privacy concerns (Zbaracki, M.

J. & Bergen, M. 2003, 621-633). Uber company regardless of its weaknesses, it has a crucial opportunity to service it, customer, with cab services. It has the ability to exploit new product in the market to tag developing countries. Its main target is to expand more to meet its foreseeable future. It aims to provide valuable and satisfying products and interests to its customers and investor respectively. Besides having the opportunity, the threat of overwhelming growing competition can result in price decrease which makes the company fair to lose its customers (Zbaracki, M.

J. & Bergen, M. 2003, 621-633). Describing various strategic inputs, actions, and outcome management processesThe strategic management process is the full commitments, action, and decision that a firm requires to be able to achieve its strategic competitive objectives and earn more revenue. The strategic management process involves strategic action, strategic inputs and the strategic outcome has indicated in the diagram below. Strategic management processStrategy formulation Strategy implementationBusiness level strategyCompetitive rivalry and competitive dynamicsCorporate level strategyAcquisition and restructuring strategyInternational strategyCorporative strategyFeedbackAccording to Mahoney, J.

T. & McGahan, A. M (2007, 80-89), strategic input takes the first priority in the strategic management process which involves an analysis of the internal and external environment in order to determine resources, core competitiveness, and its capability.

References

Mahoney, J. T. & McGahan, A. M., 2007. The field of strategic management within the evolving science of strategic organization, Strategic Organization, 5: 79–99.

Zbaracki, M. J. & Bergen, M., 2003. Pricing process as a capability: A resource-based perspective, Strategic Management Journal, 24: 615–630.

Tallman, S & Fladmoe-Lindquist, K., 2002. Internationalization, globalization, and capability-based strategy, California Management Review, 45(1): 116–135.

Zaheer, S & Mosakowski, E., 1997. The dynamics of the liability of foreignness: A global study of survival in financial services, Strategic Management Journal, 18: 439–464.

Eisenhardt, K. M., 1999. Strategy as strategic decision making, Sloan Management Review, 40(3): 65–72.

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