個案總覽

The case describes the situation of the cab sector before and after the entry of Uber in Uruguay. It presents the strategy followed by Uber after its entry and the reactions it provoked in the different stakeholders: cab owners, workers, politicians, journalists, pro-government and opposition politicians and consumers. Uber incursion into Uruguay at the end of 2015 and had a great initial success. At the same time, it generated a great deal of agitation and debate in society and in the government. Over the course of a year a series of public initiatives followed in reaction to the new situation, all of them unsuccessful. In November 2016 there were rumors in Uruguay that the Municipality of Montevideo would finally adopt a regulation for the operation of ride-hailing apps. Iván French had just been appointed the general manager of Uber in Uruguay and the beginning of the case starts from his first public appearance since the appointment. Back in the office, he reflects on the report requested by his superior, where he must take a position on the strategy followed by Uber in Uruguay, as well as his recommendations for the future: How successful was the strategy followed by Uber since its entry into Uruguay? Are there any particularities of Uruguay that would have justified an adaptation or change of the generic strategy applied by Uber to enter a country? What should Uber do from now on?

The case describes the situation of the cab sector before and after the entry of Uber in Uruguay. It presents the strategy followed by Uber after its entry and the reactions it provoked in the different stakeholders: cab owners, workers, politicians, journalists, pro-government and opposition politicians and consumers. Uber incursion into Uruguay at the end of 2015 and had a great initial success. At the same time, it generated a great deal of agitation and debate in society and in the government. Over the course of a year a series of public initiatives followed in reaction to the new situation, all of them unsuccessful. In November 2016 there were rumors in Uruguay that the Municipality of Montevideo would finally adopt a regulation for the operation of ride-hailing apps. Iván French had just been appointed the general manager of Uber in Uruguay and the beginning of the case starts from his first public appearance since the appointment. Back in the office, he reflects on the report requested by his superior, where he must take a position on the strategy followed by Uber in Uruguay, as well as his recommendations for the future: How successful was the strategy followed by Uber since its entry into Uruguay? Are there any particularities of Uruguay that would have justified an adaptation or change of the generic strategy applied by Uber to enter a country? What should Uber do from now on?

In 2013, Juan Moreno, CEO of Kepler Ltda. (commercial name INTEGRADOC), a Uruguayan company specializing in the provision of software for business process management (BPM) and electronic documents, had to make a set of decisions to achieve the goals agreed under the project of Notifications and Electronic Communications signed with the government of Uruguay. These decisions would have consequences at several levels: particularly, the technical quality of the solution delivered and future scalability, the motivation of its technical team, the satisfaction of the state client, the acceptance by users of the platform, and the likelihood of not achieving the agreed goals for the project (5 installations in operation by 2013). These potential issues would put in jeopardy the continuity of the support provided by the international development entity that was financing this project, which was expected to continue in subsequent years. Moreover, the results of this particular project would set a precedent that would have a great deal of influence on similar larger businesses in the country and the region in the future.