Didi Kuaidi

Ning Su; Yulin Fang; Yukun Yang

Product #:9B16M060

Supplier:Ivey

Discipline:Entrepreneurship, General Management, International Business

Setting:China, 2016

Details:Case (PDF) • 8 pages • 2016-04-11 (Rev: 2016-04-12)

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In 2015, Didi and Kuaidi, the two leading players in China’s Internet-based ride-hailing industry, merged to form Didi Kuaidi. The combined firm represented one of the world’s largest Internet- and smartphone-based transport service companies, valued at about $6 billion. In its home market of China, Didi Kuaidi left its biggest competitor, Uber, a distant second. Meanwhile, Didi Kuaidi actively pursued global growth. For example, it invested in and partnered with Lyft, Uber’s major competitor in the United States. However, the business and policy environment of the Internet transport service market was constantly evolving. The merged Didi Kuaidi needed to carefully create a portfolio of strategies to sustainably compete in both local and global markets.

Can be used in conjunction with 9B16M059.

Learning Objectives

This case is suitable for use in undergraduate, MBA, and EMBA courses in strategic management, international business, entrepreneurship, or information systems. After completion of the case, students will be able to:

Identify the strategy and needs of Didi Kuaidi.
Understand the highly global nature of today’s digital businesses.
Discuss mergers and acquisitions as a strategic tool for Internet businesses.
Explore post-merger strategies and practices.

Didi Kuaidi

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Learning Objectives