Vous êtes sur la page 1sur 2

QSPM MATRIX

ENTER THE STOCK EXPAND PRODUCT LINE


MARKET AND CASH BY INTRODUCING
YOUR BRAND IMAGE AMBULANCE AND
SCHOOL VANS.

Weight AS TAS AS TAS


Strengths 0.10 4 0.40 3 0.30
1. It is a well-recognized brand in Pakistan.
0.08 - - 3 0.24
2. Has an unlimited fleet of vehicles. Regular Taxi service
regulations are not applicable for Careem.
0.05 - - 1 0.05
3. Careem has no full-time drivers. As it does not hire drivers, there
are no responsibilities toward employees.
0.06 2 0.12 1 0.12
4. Operational cost is quite low. As it relies on customer-to-driver
interaction, a dispatcher is not needed.
0.04 3 0.12 2 0.08
5. Very little competition. A major competitor is Uber.
6. Careem plays a monopolistic role in providing services to sub 0.08 - - 2 0.16
urban cities of Pakistan.
7. High valuation of Careem, Many people are ready to invest on it. 0.15 4 0.60 - -

0.06 4 0.24 3 0.18


8. The prices are lower compared to traditional taxi operators and
competitors.
9. As cashless payment system is used, Careem can track and choose 0.05 - - 1 0.05
highly rated drivers. It has many other features like getting a car
easily and having record of the spending.
0.05 - - 4 0.20
10. Dual rating system boosts trust and safety of both captain and
customer.
0.08 3 0.24 2 0.10
11. Brand image is high.
0.04 - - 2 0.08
Weakness
1. The idea can be easily imitated. Nothing will prevent competitors
from presenting the same product.

0.03 - - 3 0.09
2. Very Unpredictable business model.
0.06 - - 3 0.18
3. Captains are unhappy with the current price policy.
0.07 3 0.21 3 0.18
4. The competitors offer same services at the same price often, so
even the loyal customers can switch to competitor on any mistake.
5. The relationship between Careem and the drivers is ethically 0.04 - - 2 0.08
questionable. It lacks the real connection. So, it is expected that
loyalty between Careem and its drivers is quite low.
TOTAL 1.00

0.05 - - 4 0.20
Opportunities
1. Customers are often dissatisfied with traditional cabs and cab
companies because of high prices and long waiting time.
2. They can go green or initiate more Csr for brand image. 0.05 2 0.10 - -
3. They can now get into the stock market for their financial growth. 0.10 3 0.30 - -
4. Additional services like transporting older patients to hospital, 0.09 - - 3 0.27
transporting children to school and transporting pets to the vet can
be offered.
5. Cheaper electric cars can be used. It will reduce the cost and 0.04 - - 1 0.04
increase the driver’s profit margin.
6. Careem can request the government to allow them offering cars 0.03 - - 1 0.03
which travel to china from Pakistan, as Pakistani buses will now
be travelling.
0.10 - - 3 0.30
7. Rise in number of Careem drivers will reduce the Estimated Time
of Arrival. This will make Careem more liked. The startup will get
more revenue and drivers will be profited as well.
8. Can tap growing markets in remaining suburban areas where taxi 0.05 - - 3 0.15
services are not available.
0.10 4 0.40 1 0.10
9. They can exploit new and big markets in countries
like India where taxi services are inconvenient and expensive.
Threats 0.04 4 0.16 2 0.06
1. Drivers aren’t happy with the low-profit margins. This might lead
to bad publicity. This can in turn discourage the new drivers from
joining Careem.
0.05 - - 3 0.15
2. Competitor offer more discounts to customers.
3. Overvaluation can lead to Overinvestment in locations where there 0..06 2 0.12 - -
is no room for businesses of a similar type.
0.05 - - 2 0.10
4. As new markets and drivers are joining, fraud and scandals are
also increasing. It is damaging for the brand.
5. Increasing competition will ultimately decrease prices. This will 0.05 2 0.10 3 0.15
discourage drivers from joining the startup in new markets. This
will result in loss of customers. Careem revenues will decline.
0.04 3 0.12 -- --
6. Problems with local authorities can lead to fines. It will also earn a
bad PR.
0.02 4 0.08 3 0.06
7. Some new legal regulations in countries like Germany will ban
Careem from operating.
TOTAL 1.00

2.00 3.31 3.34


TOTAL of SWOT