Didi, Kuaidi, and Uber in China
(7 pages of text)
Case (Pub Mat)
In 2014, China’s leading domestic Internet-based ride-hailing company, Didi, claimed more than 50 per cent of the Chinese ride-hailing market, followed closely by a major local competitor, Kuaidi. As Didi and Kuaidi actively competed against each other, U.S.-based Uber entered the battle with a different strategy. In the face of the increasingly complex and constantly changing landscape of China’s ride-hailing market, Didi’s founders wondered what their next steps should be. What should the company do to sustain and strengthen its leadership in the nascent ride-hailing market?
Can be used in conjunction with 9B16M060
The case can be used for undergraduate, MBA, and EMBA courses in strategic management, international business, entrepreneurship, and information systems. The case focuses on three of the world’s most dynamic technology companies and explores their variety of competitive strategies in China’s emerging and ever-changing e-commerce ecosystem. For further exploration of this subject, instructors may refer to a related case, Didi Kuaidi. Specific learning objectives include the following:
- To introduce Didi, a major technology startup in China, and its key competitors, Kuaidi and Uber.
- To illustrate the surrounding e-commerce ecosystem, including tech giants such as Tencent and Alibaba.
- To identify the different key success factors and unique challenges in a nascent and rapidly changing industry.
Information, Media & Telecommunications
China, Large, 2016
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