HOME / ¹®¼­¸¶ÄÏ / /

(¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á - ½æ³×ÀÏ 1page
1/9
  • 1 page
  • 2 page
  • 3 page
  • 4 page
  • 5 page
  • 6 page
  • 7 page
  • 8 page
  • 9 page

(¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á

¼­½Ä¹øÈ£
TZ-SLE-5809827
µî·ÏÀÏÀÚ
2021.01.19
ºÐ·®
9 page
ÆǸŰ¡
500 ¿ø
ÆÄÀÏ Æ÷¸Ë
Microsoft PowerPoint (pptx)
Á¶È¸
159°Ç

µî·ÏÀÚ

jh***** ºê·ÐÁî

µî±Þº° ÇýÅú¸±â

(¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á ÀÚ·áÀÔ´Ï´Ù

  • Microsoft PowerPoint (pptx)Microsoft PowerPoint (pptx)
¿µ¹®Lyft»ç¾÷°³¿äºÐ¼®¹ßÇ¥ÀÚ·á¹ßÇ¥ÀÚ·á
¿¬°ü ÃßõÀÚ·á
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 1 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 2 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 3 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 4 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 5 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 6 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 7 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 8 page
  • (¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á 9 page

Àüü 9 page Áß 9 page±îÁö ¹Ì¸®º¸±â°¡ °¡´ÉÇÕ´Ï´Ù.

¼Ò°³±Û

(¿µ¹®) LyftÀÇ »ç¾÷ °³¿ä ¹× ºÐ¼® ¹ßÇ¥ÀÚ·á¿¡ ´ëÇØ ±â¼úÇÑ ¸®Æ÷Æ® Âü°íÀÚ·áÀÔ´Ï´Ù.

ÀúÀ۽ñâ : 2021³â 1¿ù

º»¹®³»¿ë

..PAGE:1
Introduction of Lyft
Company Type and Business
TNC (Transportation Network C
ompany) / Ride-sharing
Competitors
Major competitor in the US an
d Canada- Uber
Non-major competitors - multi
ple small companies such as Via, Juno, and Carma
Valuation
11.5 billion as of December 2
017 (little more than a tenth of the size of Uber)
Market Share
35% in the US as of May 2018
(Lyft just entered Canadian market at end of 2017)
Strategy
Branding: Lyft constantly mak
es significant investment in building the image of a mature and socially responsible company
Long-term Driven Business:
a. Pursuit of value - the utm
ost mission is to improve the riding experience
b. Vision for the self-drivin
g market - open platform strategy, offering strong brand power and platform to business partners
..PAGE:2
Market Landscape
Low barrier to entry - it¡¯s n
ot particularly difficult to enter the ride-sharing market, so the potential for competition is abundant.
Uber is currently the industr
y leader with 65% market share in the US, with additional markets in Canada, Asia and Europe.   (ÀÌÇÏ »ý·«)

Âü°í¹®Çå

¾øÀ½

¹ÞÀº º°Á¡

0/5

0°³ÀÇ º°Á¡

¹®¼­°øÀ¯ ÀڷḦ µî·ÏÇØ ÁÖ¼¼¿ä.
¹®¼­°øÀ¯ Æ÷ÀÎÆ®¿Í Çö±ÝÀ» µå¸³´Ï´Ù.

Æ÷ÀÎÆ® : ÀÚ·á 1°Ç´ç ÃÖ´ë 5,000P Áö±Þ

Çö±Ý : ÀÚ·á 1°Ç´ç ÃÖ´ë 2,000¿ø Áö±Þ

ÈıâÀÛ¼º»ç¿ëÈı⸦ ÀÛ¼ºÇÏ½Ã¸é ¹®¼­°øÀ¯ 100 point¸¦ Àû¸³ÇØ µå¸³´Ï´Ù.

¼­½Äº°Á¡ ¡Ù¡Ù¡Ù¡Ù¡Ù

0/120

»ç¿ëÈıâ (0)

µî·ÏµÈ ¸®ºä°¡ ¾ø½À´Ï´Ù.

ù¹ø° ¸®ºä¾î°¡ µÇ¾îÁÖ¼¼¿ä.

ÀÌÀü1´ÙÀ½