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1. Teaching Note | HBS Case Collection | March 2016

   Uber in China: Driving in the Gray Zone

   William C. Kirby and Joycelyn W. Eby

   Teaching note for case 316-135, “Uber in China: Driving in the Gray Zone."

   Citation:

   Kirby, William C., and Joycelyn W. Eby. "Uber in China: Driving in the Gray Zone." Harvard Business School Teaching Note 316-158, March 2016.  View Details

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2. Supplement | HBS Case Collection | November 2016

   Uber in China: Driving in the Gray Zone (B)

   William C. Kirby, Yuanzhuo Wang, Shuang L. Frost and Adam K. Frost

   Starting in 2014, for two years Uber had fought an intense, costly battle for China’s ridesharing market with well-financed and well-connected domestic Chinese competitors. During this time, Uber also had to respond to an ever-shifting regulatory landscape that looked increasingly bleak in 2016. Then on August 1, 2016 Uber CEO Travis Kalanick shocked the global ridesharing industry by selling the company’s China operations to arch rival Didi Chuxing. Given the competition from domestic rivals and the uncertainties of government regulation, was the decision to exit China the right one for Uber? What does this latest reconfiguration of the market mean for China's burgeoning ridesharing industry? What lessons could other tech companies learn from Uber’s experiences in China?

   Keywords: China; Uber; Didi Chuxing; Start-up growth; regulation; transportation; Ride-sharing; Transportation; Business Startups; Growth and Development; Cross-Cultural and Cross-Border Issues; Transportation Industry; Technology Industry; China;

   Citation:

   Kirby, William C., Yuanzhuo Wang, Shuang L. Frost, and Adam K. Frost. "Uber in China: Driving in the Gray Zone (B)." Harvard Business School Supplement 317-064, November 2016.  View Details

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3. Case | HBS Case Collection | January 2016 (Revised November 2016)

   Uber in China: Driving in the Gray Zone

   William C. Kirby, Joycelyn W. Eby, Shuang L. Frost and Adam K. Frost

   CEO and Founder of Uber Technologies, Travis Kalanick, had made clear to investors and the public that expansion into China was one of his company's major priorities for 2016. Uber had already demonstrated remarkable capacity for rapid, global scaling, and for operating despite its unclear legal status in many markets. But the China market, while offering Uber unprecedented opportunity in terms of customer demand, presented Uber with a host of new challenges, including a murky regulatory framework and a strong, native incumbent, Didi-Kuaidi, that boasted the lion's share of the ride-hailing market. Could Uber overcome these obstacles and thrive in the China market?

   Keywords: China; Uber; Start-up growth; regulation; transportation; Ride-sharing; Transportation; Business Startups; Growth and Development; Cross-Cultural and Cross-Border Issues; Transportation Industry; Technology Industry; China;

   Citation:

   Kirby, William C., Joycelyn W. Eby, Shuang L. Frost, and Adam K. Frost. "Uber in China: Driving in the Gray Zone." Harvard Business School Case 316-135, January 2016. (Revised November 2016.)  View Details

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