Lyft 사업 전략 시뮬레이션_Columbia Univ_Strategic Simulations for Lyft

Lyft just entered Canadian market at end of 2017)Strategy Branding: Lyft constantly makes significant investment in building the image of a mature and socially responsible companyLong-term Driven Business: a. Pursuit of value - the utmost mission is to improve the riding experienceb. Vision for the self-driving market - open platform strategy, offering strong brand power and platform to business partnersMarket Landscape Low barrier to entry - it’s not particularly difficult to enter the ride-sharing market, so the potential for competition is abundant.Uber is currently the industry

Final Strategy Plans for LyftSituation/Environment BackgroundLyft is a TNC (transportation network company), providing a platform and service for connecting the drivers and riders, including ride-sharing (multiple passengers with different destinations), in very efficient and convenient way. Although the business is itself is innovative and causing a significant change in the ecosystem of transportation, and communing pattern, Lyft is not the first to the market. Uber is. Since Uber “created” the market, and Lyft “entered” after, the former took much higher market share. It was app

Lyft. Bayesian Data Analysis - the prior (our expansion plan) will be evaluated with newly gained data and observations, and the posterior will be developed to assess how well we are doing. Adjustments to the strategy shall be made in accordance with the result of this analysis.Changes Needed for the Strategies The following components are expected to be changed according to the result of the analytics.Incorporate cultural characteristics to better understand the customersWith a better understanding of the culture in East Asia, implement new localization strategy customized to the East A

전략은 상호 협력을 위하여 자치단체의 경쟁력을 분석하고 협력의 목적을 달성하는데 필요한 구체적이고 실천 가능한 전략적 내용을 제시하는데 크게 활용될 수 있다. 자치단체 내부 증력인 강점과 약점을 분석하여 스스로의 능력과 한계를 밝히고, 외부 환경요소인 기회와 위협을 분석하여 미래상황을 예측하면 WIN-WIN 협력 전략의 도출이 가능하다. 행정협의회에서는 자체예산의 정도, 사업계획의 적합성과 타당성, 사업의 우선순위 등을 종합적으로

전략↓사업목표 달성외부고객서비스원가절감품질정부환경보존고용창출종업원고용확대/기술습득고용안정포상고객은 누구인가?고객이 원하는 것은 무엇인가?개선해야 할 곳은 어디인가?어떻게 개선할 것인가?5Y의 주요측정지표를 살펴보면 매출증대는 영업, 신제품 판매 마케팅, 생산성 향상은 원가절감, 생산량 증대는 생산능력증대, 생산공정의 안정화로, 고객만족은 설문조사, 고객불만, 납기준수로, 종업원 만족은 설문조사, 안전,