Uber Drives Restructuring for Success

I’ve heard several wonder aloud words to the effect, “What in the world is happening to Uber; first two C-level departures, several Board departures and most recently 1/3rd of the marketing force has been let go, with talk of hiring freezes in marketing and technology development… really?” To some this appears that at the very least Uber is in some serious trouble or at the very worst they’ve lost their sense of the importance of the customer.  I disagree with both, and in fact, this workforce reduction move on the 29th, is not surprising but foreseeable if not completely sensible.  Why?

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Uber Requires Twice the Lyft, But That Might be OK.

A few weeks ago I logged into my Uber App to update my credit card info and noticed “Uber Rewards” as a new menu option.  I didn’t recall receiving a notification informing me that Uber’s loyalty program was available in my area, but what the hay, I like surprises…

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One Consumer Experience Blunder Can Be Costly

Brands that haven’t considered “customer experience” as a top priority for 2019 may want to have another look.  It may be that brands should start thinking of it as “consumer” experience. The fact is, consumer experiences occur in many ways and at all touch points one has with a Brand. If there isn’t a systemic approach to thinking about consumer experience, unintended consequences of a bad brand impression or experience can result. And in the digital age, the amplification can be costly…

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Retail Apocalypse? Not if You Think Outside the Transactions

The retail apocalypse: we’ve all heard about it; many Brands are experiencing it.  So, with 12,000 stores having closed in the past nearly two years, and more than 3,800 retail stores closing in 2018 why have Nike and Levi Strauss & Company recently opened “mega stores” in New York City?  

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Uber Switching Costs Could be A Lyft

Uber and Lyft both share the “real estate” of a driver’s window and the driver’s phone.  While the driver’s window is a moving billboard for both companies, switching costs are super low for the driver, and more importantly, the rider.  Indeed, rider loyalty is considerably dependent of the quality of the last trip they took. While surprise and delight tactics hook the rider, over the long term, how does Uber “vest” the rider relationship?

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