個案資料
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Uber and Cornershop: An acquisition in the multi-sided platform space
內容大綱
In mid-2020, Uber Technologies, Inc. (Uber) acquired Latin American-based mobile application Cornershop, which delivered online grocery purchases to the consumer’s home. The operation involved technology firms based on multisided platforms. Uber, which focused on the intermediation of passenger transport, had expanded to businesses such Uber Eats for the delivery of restaurant meals, while Cornershop’s focus was the purchase and delivery of supermarket products. Recently, Walmart had attempted to acquire Cornershop, but Mexico’s antitrust authorities would not authorize the acquisition. Uber’s acquisition of Cornershop involved important managerial challenges. What were the main sources of value? Should the two companies be managed separately or as joint units? Would Walmart have been a better fit for Cornershop? What was the best strategy to grow in this multisided business space?
學習目標
The case is intended for use with senior undergraduate- and graduate-level courses associated with business model innovation, technology innovation, and corporate strategy. The case has also been successfully tested in executive education courses, mainly with students interested in start-ups and innovation in emerging markets. It is also suitable for use in a capstone strategic management course. After working through the case and assignment questions, students will be able to<ul><li>understand the relevance of concepts such as indirect network effects and multihoming in the acquisition of multisided businesses;</li><li>analyze the possible sources of value creation and value capture in mergers and acquisitions in the multisided platform space;</li><li>explore concepts associated with antitrust issues when firms want to acquire multisided technology platforms;</li><li>discuss how the sources of value creation and value capture differ depending on the acquirer and target business models; and</li><li>analyze concepts related to business model innovation and trade-offs of different growth options.</li></ul>