Media stakeholder analysis

“The word is stakeholding. The style is integrity. The profession is business.”

–Anita Roddick OBE, Founder and Chief Executive of The Body Shop

The invention of the smart phone and its innovative software platforms have dramatically changed the way we live our lives. In fact, it’s fair to say that most people cannot imagine going through an average day without the use of a multitude of phone applications that provide us with assistance in various tasks and with social fulfillment. Tech innovators have capitalized on our mobile addictions to create phone applications for just about everything you can imagine. Their goal? An optimist may say: “to make our lives easier.” A cynic would most certainly say: “to make money.” And whether you agree or disagree with either of these points of view, let us just be pragmatic. The data shows that the public has in fact become heavily reliant on technology in their everyday lives and companies who continue to roll out these technologies are raking in revenues by the billions.

But as innovation builds at rapid speeds and the number of application users grows at exponential rates, some companies competing in the “wild west” world of mobile tech are finding out that popularity only gets you so far. And once you begin to hit it big, all eyes are on you, for better or for worse. Managing a big brand in a world where media is now omnipresent and the public ever-engaged can be much more challenging than one may realize. One company facing such a challenge is Uber. The Uber rideshare app was created to provide a more efficient, more economical, and more pleasing alternative to using a taxi service to get from point A to point B. Since its humble beginnings, Uber now services more than 40 million active users every month in over 450 major cities around the world. To put that in perspective, Uber’s main competition, the Lyft app, services just over 3 million active users a month in 65 major cities. Looking at the numbers, one may think that Uber must be doing everything right when it comes to building its company and its brand. But Uber has in fact been in the news lately for reasons which it surely would like to forget: Riders being assaulted by drivers, poor wages making some drivers homeless, predatory lending practices to drivers, and even sexual harassment and hostile treatment within its own ranks. The list goes on and on. After unsuccessful attempts to recover from the fallout, Travis Kalanick, the app creator, stepped down as CEO. Dara Khosrowshahi was hired to take Kalanick’s place behind the wheel of Uber’s leadership to get the company back on the road to success.

As the former CEO of online travel giant Expedia, Khosrowshahi will no doubt reevaluate the corporate culture of Uber and reassess its many stakeholders in the process of revamping the tainted brand. New strategies on how to deal with different stakeholders and to proactively address their concerns will ultimately determine success or failure for Khosrowshahi and for the company which he will oversee. After performing research of Uber’s current business model and analyzing the company’s current situation, I have created a chart (see Figure 1) listing Uber’s top ten stakeholders, their stakes and attributes, and the strategies that will, in my opinion, most likely yield the best results in repairing the company’s image. Although Uber must take all its stakeholders into consideration, it should focus most of its attention on its top five stakeholders: riders, investors, drivers, mobile operating systems providers, and its employees.

Figure 1: Uber’s Stakeholder Analysis Chart

#1: Riders

Stakes: An interest and a right

Uber must consider its riders as its top priority and number one stakeholder. Without its riders, the app would not be used and its revenue stream would cease to exist. Riders have expectations and demand a certain level of service from the application to fulfill their needs. Many riders rely on Uber as their main mode of transport. In cities without adequate public transportation, Uber is a common mainstay for commuters traveling to and from work. As such, riders have a genuine interest in Uber’s abilities to solve their transportation problems. And as Uber’s paying customers and main source of revenue, riders have the right to receive satisfactory service in exchange for the fee they pay. Riders want a safe, efficient, and inexpensive way to get where they need to go.

Attributes: Legitimacy, urgency, and dare I say power?

Uber’s riders are, without a doubt, a legitimate stakeholder to the company. Riders utilize the Uber app to get themselves where they need to be. Although there is competition from others including traditional taxi services and the rival rideshare app Lyft, many riders live in areas where those other options are either unavailable or unreliable. There are also many riders who do not use the app daily, but instead make use of Uber services when going out on the town to have a few drinks with friends to avoid the unnecessary risks of driving while under the influence of alcohol and other controlled substances. Riders’ needs for safe and reliable transit must certainly be considered urgent, regardless if they use the services regularly to get to and from work or occasionally to be personally responsible. Whether riders possess power as stakeholders could be debated. A single rider’s power to influence the company is most likely very limited outside the capacity to sue in the event of legal infractions, however riders’ power as a total population cannot be dismissed especially with the dominance of social media.