TMA 03 is made up of three parts: Part A, Part B and Part C.
Part A: Case study – Uber and London taxis
Part B: Block 3 mind map
Part C: Evaluating learning points
This document contains ALL three parts.
Chloe Jackson-Nott
K2628294
B207 Shaping Business Opportunities
TMA03
Part A: 1,291 words
Part C: 254 words
Part B (mindmap): 136 words
= 1,681 words
5 pages inc. front cover
Page 1 of 5
, B207 TMA03. Chloe Jackson-Nott K2628294
1.
Bryson (2004 – cited by The Open University (2017) pointed out that the main purpose of
stakeholder analysis is to identify the relevant stakeholders. The case study on Uber discusses employee
welfare and taxi regulations and the table above attempts to illustrate who within that business has high/low
power and level of interest.
Starting off with low levels of each could be the Licensed Taxi Drivers Association as they are a
voluntary group who have no authority. They may suggest high or low reputations of individual taxi services
but customers are less likely to see this information therefore Uber would make minimal effort. Tabloids and
social media have more impact on a businesses reputation these days so Uber would need to keep them
informed on any updates, benefits or discounts for passengers. This would be placed in high level of interest
but low power as there will always be an online audience because opinions won’t necessarily change from
returning customers because it’s getting harder to believe what you read on the internet with fake news
circulating. Low level of interest but a high power would be customers and employees. Without either of
these elements, the business would struggle to continue profiting. Uber needs to ensure satisfaction with
passengers and drivers. Finally, the key players who have both high level of interest and power would be the
UK Government and the London Transport Regulator. Both of these determine whether or not Uber can
continue running their taxi service within London based on if laws and policies are abided by.
In terms of Uber addressing employees concerns over their rights and welfare, they could start by
giving them a voice. Allowing employees to innovate and have a say in how the business should approach
tasks could boost staff morale and retention rates. The case study written by Matt Hinton (2020) includes
multiple interviews with drivers expressing their concerns on working unsocial hours and having to sleep in
their cars. Uber responded by saying “we regularly advise drivers to take rest breaks.” Unfortunately this is
an inadequate response as it does not address the concern as to why they are working such long hours,
which is due to larger commission cuts. Uber need their drivers otherwise their taxi service would not exist
but if they continue to exploit them then this could cause uproar and possibly a strike meaning Uber could
start losing money. Cited by The Open University – BBC News (2015) released an article about Uber drivers in
Seattle joining a union. The council passed this in their favour meaning they could collectively bargain with
Uber over issues such as pay and working conditions. Having a union gives employees power to ensure they
are not being exploited and make sure they have safe working conditions.
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