Marketing Strategy of the Uber Company in the Global Taxi Service Aggregator Market

The article focuses on the consideration of the marketing strategy of the Uber company. A strategy is essential when a company enters new markets. It is a difficult task for any business and requires managers to understand the specifics of the formation, management of marketing strategies in both local and global markets. The above factors determine the relevance of the research topic. In connection with the processes of globalization and significant modifications in the technological support of business, activities in modern markets are changing significantly. The purpose of this article is to analyse the implementation of the marketing strategy of Uber in the global market to indicate the characteristics and directions of development. In research, the following methods applied: a comparative, analysis and methodology for developing marketing strategies. The American service Uber is striving to gain leadership positions in the development of the Russian market. This drive drives offensive strategies that combine direct competition for low prices and strategies that increase resources and customers by engaging an audience that competitors have missed. As the analysis of the company’s activities showed, Uber implements a specific marketing strategy as an offensive strategy. As part of the confrontation with the main competitors, Uber actively invests in the promotion and advertising of the service, pays attention to pricing policy to provide opportunities for participation in price competition. The American service Uber is striving to gain leadership positions in the development of the Russian market. This commitment drives offensive strategies that combine direct competition for low prices and plans that increase resources and customer base by engaging an audience that competitors have missed. As a result of the analysis of the market of services-aggregators of taxi services, we can conclude that competition is intensifying both from the main competitors, Gett and Yandex.Taxi, and from indirect competitors. Hence, launching a third-party service will be a reactive strategy for Uber, as chief competitors have already diversified their service portfolio. Thus, the marketing strategy in modern conditions of development is an efficient mean for promoting a company in the international market.

7. Fighting the Cold War: The Offensive Strategies

This chapter examines the offensive strategies employed by the United States and the Soviet Union in fighting the Cold War. It begins with a discussion of US covert operations and its revised national security strategy, focusing on Operation Solarium, the search for a post-Solarium national security policy, and subversion and intelligence gathering. It then considers the Berlin Crises, noting that Berlin was at the heart of the Cold War, the heart of the German question, and on several occasions became the focus of tension between the two blocs in Europe. The airlift of 1948–9 to preserve the Western position in the city, which was an island in East Germany, had become a potent Cold War symbol. The chapter concludes with an analysis of the Offshore Islands Crises and the Cuban Missile Crisis.

Optimal shot selection strategies for the NBA

In this paper we conduct an equilibrium analysis of the 2015–2016 NBA record breaking season culminating in the dramatic final series upset produced by the Cleveland Cavaliers (CLE) over the Golden State Warriors (GSW). A Stackelberg equilibrium (Conitzer and Sandholm 2006) is constructed for each pair of NBA teams, as a pair of mixed offensive strategies defined over 2- and 3-point shot court locations. The first component corresponds to Team A’s offensive strategy playing against team B’s defense, and the second component is team B’s offensive strategy playing against team A’s defense. The results support the following insights. First, the results suggest that future NBA 3-point averages are headed higher to 37.9%, in contrast with current regular and playoff season averages for the 2015–2016 of 28.6% and 30.9%, respectively. Second, the results provide a means for evaluating the influence of an opposing team’s defense upon offensive strategy. Third, the results provide a strategic interpretation of the final NBA 2015–2016 playoff series where CLE upset GSW. GSW started close to their predicted strategy and then almost monotonically shifted further away whereas CLE moved closer to their predicted strategy. Realized outcomes correlate with these strategic trends.

Between offensive and defensive mediatization. An exploration of mediatization strategies of German science-policy stakeholders

The study contributes to mediatization research. Mediatization is understood as a process during which individual and collective actors adapt towards the demands of publicity and public attention. The manuscript introduces a differentiation of mediatization strategies, ranging from defensive to offensive strategies. This conceptual differentiation is applied empirically regarding relevant stakeholders within the German science-policy constellation from politics, science, and science funding. Results are based on 35 in-depth interviews with decision makers. The results section deals with similarities and differences considering the mediatization of organizations, and introduces a typology of science-policy stakeholders based on the conceptual differentiation of mediatization strategies.

DIAGNÓSTICO DA INOVAÇÃO NAS EMPRESAS DO SETOR ALIMENTÍCIO: um estudo no Município de Ponta Grossa, Paraná

Este estudo busca identificar quais são as estratégias de inovação utilizada pelas empresas, a partir de um diagnóstico de inovação das pequenas e médias empresas atuantes no setor alimentício do município de Ponta Grossa, Paraná. A pesquisa se delineou de forma quantitativa para o tratamento dos dados e bibliográfica, na busca de conceitos. Por meio do diagnóstico de estudo em 22 empresas, foi possível determinar que poucas indústrias do setor alimentício do município de Ponta Grossa utilizam estratégias ofensivas e somente as líderes do mercado investem em P&D, desenvolvem inovações, mas no caso específico do município ainda não consideram importante as patentes, e nem a exploração de oportunidades. This study aims to identify what are the innovation strategies used by companies, from a diagnostic innovation of small and medium companies in the food sector the city of Ponta Grossa, Paraná. The research outlined in a quantitative manner for the treatment of bibliographic data and 22 companies in search of concepts. Through the diagnosis of the study, it was determined that few industries in the food sector of the city of Ponta Grossa use offensive strategies and only the market leaders invest in P & D, develop innovations, but in the specific case of the municipality still do not consider important patents, nor the exploitation of opportunities.