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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳政衛(Cheng-Wei Wu) | |
| dc.contributor.author | Jonathan Brown | en |
| dc.contributor.author | 喬奈森 | zh_TW |
| dc.date.accessioned | 2021-06-16T10:44:07Z | - |
| dc.date.available | 2020-07-02 | |
| dc.date.copyright | 2020-07-02 | |
| dc.date.issued | 2020 | |
| dc.date.submitted | 2020-07-02 | |
| dc.identifier.citation | Aravindan, A., Tajitsu, N. (2018, June 13). Toyota pumps $1 billion in Grab in auto industry's biggest ride-hailing bet. Retrieved February 20, 2019, from https://www.reuters.com/article/us-grab-toyota-investment/toyota-pumps-1-billion-in-grab-in-auto-industrys-biggest-ride-hailing-bet-idUSKBN1J907E Bhuiyan, J., Molla, R. (2017, August 10). Didi's many partnerships give it a global footprint [Map of Didi's worldwide partnerships]. Retrieved April 05, 2019, from https://www.vox.com/2017/8/10/16114736/didi-china-ride-hail-compares-uber-globally Bolilia, J., Basseville, R., Kue, K. (2019, July 03). [Dynamic screenshot of Grab's mobile app feed]. Retrieved October 01, 2019, from https://engineering.grab.com/grab-everyday-super-app Bosa, D. (2019, April 19). Uber announces $1 billion investment into its self-driving car group, weeks before going public. Retrieved July 23, 2019, from https://www.cnbc.com/2019/04/18/uber-nabs-1-billion-self-driving-car-investment-from-softbank-others.html CB Insights. (2018, February 16). Uber Strategy Teardown: The Giant Looks To Autonomous Future, Food Delivery, And Tighter Financial Discipline. Retrieved March 09, 2019, from https://www.cbinsights.com/research/report/uber-strategy-teardown-expert-research/ Chen, L. (2020, January 23). Didi Fights to Prove It’s More Than Just China’s Uber. Retrieved March 6, 2020, from https://www.bloomberg.com/news/articles/2020-01-23/didi-fights-to-prove-it-s-more-than-just-china-s-uber Cheng, K. (2018, April 10). The Big Read: Why the Grab-Uber deal is making some uneasy. Retrieved August 17, 2019, from https://www.channelnewsasia.com/news/singapore/why-grab-uber-merger-deal-makes-passengers-drivers-uneasy-10120830 Crunchbase. (n.d.). Didi Chuxing. Retrieved January 5, 2020, from https://www.crunchbase.com/organization/didi-dache Davis, J. (2018, September 19). The Real Story Behind Uber's Exit from Southeast Asia. Retrieved April 23, 2019, from https://knowledge.insead.edu/entrepreneurship/the-real-story-behind-ubers-exit-from-southeast-asia-10096 Didi Chuxing. (2019). Milestones. Retrieved December 19, 2019, from https://www.didiglobal.com/about-special/milestone Dowling, S. (2018, May 24). How Didi Partnered And Burned Its Way To Market Leadership In China. Retrieved January 06, 2020, from https://news.crunchbase.com/news/how-didi-partnered-and-burned-its-way-to-market-leadership-in-china/ Flotilla Management. (2020, May 21). Uber Announces A Much Diminished TAM (NYSE:UBER). Retrieved June 10, 2020, from https://seekingalpha.com/article/4349297-uber-announces-much-diminished-tam Grab's funding rounds [An illustration of Grab's funding rounds up until 2018]. (2018, August 02). Retrieved January 03, 2020, from https://www.scmp.com/tech/article/2157976/southeast-asia-ride-hailing-startup-grab-raises-2b-finance-regional-move-demand Grab – Your Everyday Everything App. (2019). Retrieved September 15, 2019, from https://www.grab.com/sg/brand-story/ Hawkins, A. (2019, August 08). Uber lost over $5 billion in one quarter, but don't worry, it gets worse. Retrieved January 3, 2020, from https://www.theverge.com/2019/8/8/20793793/uber-5-billion-quarter-loss-profit-lyft-traffic-2019 Hook, L., Clover, C. (2016, February 18). Uber losing more than $1bn a year in China. Retrieved April 30, 2019, from https://www.ft.com/content/f889f812-d664-11e5-829b-8564e7528e54 Horwitz, J. (2017, December 13). After years of battling against city taxis, Uber is embracing them in Asia. Retrieved May 12, 2019, from https://qz.com/1153795/uber-asia-after-years-of-battling-against-city-taxis-uber-is-embracing-them/ Isaac, M. (2019). Super Pumped: The Battle for Uber. New York City, NY: W. W. Norton. It's official, Uber is in Taipei. (2020, June 12). Retrieved June 15, 2020, from https://www.uber.com/en-TW/blog/taipei/uber-taipeilaunches/ In Brief: Didi gives a glimpse of its subsidy spending and cost structure. (2019, April 24). Retrieved November 16, 2019, from https://www.techinasia.com/didi-glimpse-subsidy-spending-cost-structure KrAsia (2018, June 7). Didi now serves 550m users 30m rides per day, growing against Meituan challenges. Retrieved October 20, 2019, from https://kr-asia.com/didi-now-serves-550m-users-30m-rides-per-day-growing-against-meituan-challenges Lee, Y., Alpeyev, P. (2019, March 06). Singapore's Grab Raises $1.5 Billion From SoftBank Fund. Retrieved March 17, 2020, from https://www.bloomberg.com/news/articles/2019-03-06/singapore-s-grab-raises-about-1-5-billion-from-softbank-fund LIN, Mei and DULA, Christopher. Grab Taxi: Navigating new frontiers. (2016). Asian Management Insights. 3, (2), 40-45. Research Collection School Of Information Systems. 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Russell, J. (2017, July 24). Grab gets $2B from Didi and SoftBank to fuel bid to defeat Uber in Southeast Asia. Retrieved October 23, 2019, from https://techcrunch.com/2017/07/23/grab-raises-2b-from-didi-chuxing-and-softbank/ Russell, J. (2019, March 29). Grab is talking to Ant Financial and PayPal about spinning out its financial services business. Retrieved October 15, 2019, from https://techcrunch.com/2019/03/29/grab-financial-services-ant-financial-alibaba-paypal/ Saxena, A. (2019, October 21). Grab, Inside Out: Singapore Unicorn's Big Foray Into Investing in Startups. Retrieved November 2, 2019, from https://www.entrepreneur.com/article/341101 Stallkamp, Maximilian Schotter, Andreas. (2019). Platforms without borders? The international strategies of digital platform firms. Global Strategy Journal. 10.1002/gsj.1336. Sullivan, T., Harvard Business Review. (2018, February 09). Blitzscaling. Retrieved July 5, 2020, from https://hbr.org/2016/04/blitzscaling Sun, Y., Goh, B. (2019, June 26). China's Didi expands partnership with automaker GAC Group. Retrieved November 1, 2019, from https://www.reuters.com/article/china-didi-chuxing/chinas-didi-expands-partnership-with-automaker-gac-group-idUSB9N23L01G Uber Technologies, Inc. (2018). 2018 S-1 IPO Filing. Retrieved from https://www.sec.gov/Archives/edgar/data/1543151/000119312519103850/d6477 52ds1.htm Uesugi, M. (2020, April 26). MUFG Bank decided on Grab tie-up based on 'three surprises'. Retrieved May 20, 2020, from https://asia.nikkei.com/Business/Finance/MUFG-Bank-decided-on-Grab-tie-up-based-on-three-surprises2 Van den Heever, C. (2017, December 06). Screenshot of China's People's Uber [A screenshot of Uber China's mobile application]. Retrieved March 02, 2019, from https://www.huffpost.com/entry/uber-chinese-rival-ride-hailing_b_9626088 Yang, Y., Ju, S. F. (2018, March 09). Didi's and Uber funding [Equity debt ($bn)]. Retrieved November 30, 2019, from https://www.ft.com/content/2212fc06-17ae-11e8-9376-4a6390addb44 Zhu, H., Xia, J., Makino, S. (2015). How do high-technology firms create value in international M A? Integration, autonomy and cross-border contingencies. Journal of World Business, 50(4), 718-728. doi:10.1016/j.jwb.2015.01.001 | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/61060 | - |
| dc.description.abstract | None | zh_TW |
| dc.description.abstract | Over the past decade, ride-hailing businesses have transformed the way billions of people around the world commute, travel, and shop online. Nowhere is this more apparent than in Asia, where numerous services have given residents of this highly urbanized region an economical and flexible way to get around. This entirely new business model has created a new market of consumers willing to pay for on-demand transport, and the ancillary services that entails. In Asia, three primary competitors have emerged to provide ride-hailing services in recent years - namely, Chinese startup Didi Chuxing (better known as Didi), American startup Uber, and Singaporean startup Grab. While all three businesses expanded rapidly in Asia in recent years, only two (Didi and Grab) have done so in a sustainable way. Uber, while an early mover in the Asian ride-hailing markets, eventually sold its ride-hailing businesses in China and Southeast Asia off to Didi and Grab respectively. This divergence of fortunes provides researchers and entrepreneurs alike the unique opportunity to assess the different market entry strategies utilized by Grab, Didi, and Uber, and determine which is the optimal market entry strategy for a ride-hailing startup expanding in Asia. This research paper analyzes the three companies in a case format, and makes an effort to answer the question of how to sustainably expand a ride-hailing startup in Asia, and what preconditions need to be in place in order to successfully execute on one's strategy. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-16T10:44:07Z (GMT). No. of bitstreams: 1 U0001-0107202014054200.pdf: 4156096 bytes, checksum: 19aa97594ed502fce5af397943a5c99b (MD5) Previous issue date: 2020 | en |
| dc.description.tableofcontents | Table of Contents Chapter 1: Introduction……………………………………………………………….…1 1.1 Research Background and Motivation…………………………..…..2 1.2 Research Question…………………………………………………...3 1.3 Research Method and Data Collection………………………………3 1.4 Research Outline……………………………………………………5 Chapter 2: Literature Overview……………………………………………………...…..6 Chapter 3: Market Overview……………………………………………………….……9 Chapter 4: Company Overview – Didi Chuxing………………………………...……..13 Chapter 5: Company Overview – Grab………………………………………………...17 Chapter 6: Assessing strategies for market entry and expansion…………….......…….19 6.1 The role of funding in successful international expansion….….19 6.2 Modes of Localization……………………………………….....21 6.3 Modes of Market Entry………………………………..……….24 Chapter 7: Strategic Analysis……………………………………………………….….29 Chapter 8: Conclusion and Recommendations…………………………………………32 References……………………………………………………………………………...37 | |
| dc.language.iso | en | |
| dc.subject | 市場策略 | zh_TW |
| dc.subject | ride hailing | en |
| dc.title | Ride-Hailing 平台在亞洲的市場策略與結果分析 | zh_TW |
| dc.title | An Analysis of Market Entry Strategies and Outcomes for Ride-Hailing Platforms in Asia | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 108-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 蘇威傑(WEI-CHIEH SU),林舒柔(Shu-jou Lin) | |
| dc.subject.keyword | 市場策略, | zh_TW |
| dc.subject.keyword | ride hailing, | en |
| dc.relation.page | 42 | |
| dc.identifier.doi | 10.6342/NTU202001235 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2020-07-02 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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|---|---|---|---|
| U0001-0107202014054200.pdf 未授權公開取用 | 4.06 MB | Adobe PDF |
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