Taxi Service Quotes

Change of plan–," she called to Jonah. "Can you drop us off in Rome?" "Yo, am I a movie star or a taxi service?" Jonah grumbled from the depths of the script pile. "Technically, your neither," Hamilton puffed, lifting weights again. "I mean, you're a star and you've made movies...

This is your captain speaking, so stop whatever you’re doing and pay attention. First of all I see from our instruments that we have a couple of hitchhikers aboard. Hello, wherever you are. I just want to make it totally clear that you are not at all welcome. I worked hard to get where I am today, and I didn’t become captain of a Vogon constructor ship simply so I could turn it into a taxi service for a load of degenerate freeloaders. I have sent out a search party, and as soon as they find you I will put you off the ship. If you’re very lucky I might read you some of my poetry first. “Secondly, we are about to jump into hyperspace for the journey to Barnard’s Star. On arrival we will stay in dock for a seventy-two-hour refit, and no one’s to leave the ship during that time. I repeat, all planet leave is canceled. I’ve just had an unhappy love affair, so I don’t see why anybody else should have a good time. Message ends.

to make old things work better, to make new things possible, and to do old things in fundamentally new ways. For instance, the invention of the Uber taxi service did all three: it didn’t just create a new competitive taxi fleet; it created a fundamentally new and better way to summon a taxi, to gather data on riders’ needs and desires, to pay for a taxi, and to rate the behavior of the driver and the passenger. These sorts of transformations are now happening in every business, thanks to the energy release of the supernova.

The girl has taste!” Wasp cried. “We are the best way around the New York area! Don’t trust those ride-sharing services! Most of them are run by unlicensed harpies.” “Harpies!” Tempest howled. “Stealing our business!” Anger agreed. I had a momentary vision of our friend Ella behind the wheel of a car. It made me almost glad to be in this taxi. Almost.

An SUV idled at the curb, and Sol was just about to go past it when he felt himself yanked inside. The door slammed shut and he found himself in the vehicle with the three men from the coffee shop. “Hey,” one of them greeted him from the front passenger seat with a sardonic smile. “What the hell?!” Sol burst out. “Now, now,” the man said placatingly, “None of that. Just providing a taxi service.” “I didn't order no taxi!” “No, but this ain't that kind of taxi.

Express yourself, whether it is to a server who gave you exceptional service, or a taxi driver who tried to run you over or a child who looks at you in utter curiosity and you just have to smile and say 'hello', express yourself because you are a valuable part of this equation we call humanity.

The world remembers the battle ever since by the taxis. A hundred of them were already in the service of the Military Government of Paris. With 500 more, each carrying five soldiers and making the sixty-kilometer trip to the Ourcq twice, General Clergerie figured he could transport 6,000 troops to the hard-pressed front. The order was issued at 1:00 P.M., the hour for departure fixed for 6:00 P.M. Police passed the word to the taxis in the streets. Enthusiastically the chauffeurs emptied out their passengers, explaining proudly that they had to “go to the battle.” Returning to their garages for gas, they were ordered to the place of assembly where at the given time all 600 were lined up in perfect order. Gallieni, called to inspect them, though rarely demonstrative, was enchanted. “Eh bien, voilà au moins qui n’est pas banal!” (Well, here at least is something out of the ordinary!) he cried. Each with its burden of soldiers, with trucks, buses, and assorted vehicles added to the train, the taxis drove off, as evening fell—the last gallantry of 1914, the last crusade of the old world.

A woman named Cynthia once told me a story about the time her father had made plans to take her on a night out in San Francisco. Twelve-year-old Cynthia and her father had been planning the “date” for months. They had a whole itinerary planned down to the minute: she would attend the last hour of his presentation, and then meet him at the back of the room at about four-thirty and leave quickly before everyone tried to talk to him. They would catch a tram to Chinatown, eat Chinese food (their favourite), shop for a souvenir, see the sights for a while and then “catch a flick” as her dad liked to say. Then they would grab a taxi back to the hotel, jump in the pool for a quick swim (her dad was famous for sneaking in when the pool was closed), order a hot fudge sundae from room service, and watch the late, late show. They discussed the details over and over again before they left. The anticipation was part of the whole experience. This was all going according to plan until, as her father was leaving the convention centre, he ran into an old college friend and business associate. It had been years since they had seen each other, and Cynthia watched as they embraced enthusiastically. His friend said, in effect: “I am so glad you are doing some work with our company now. When Lois and I heard about it we thought it would be perfect. We want to invite you, and of course Cynthia, to get a spectacular seafood dinner down at the Wharf!” Cynthia’s father responded: “Bob, it’s so great to see you. Dinner at the wharf sounds great!” Cynthia was crestfallen. Her daydreams of tram rides and ice cream sundaes evaporated in an instant. Plus, she hated seafood and she could just imagine how bored she would be listening to the adults talk all night. But then her father continued: “But not tonight. Cynthia and I have a special date planned, don’t we?” He winked at Cynthia and grabbed her hand and they ran out of the door and continued with what was an unforgettable night in San Francisco. As it happens, Cynthia’s father was the management thinker Stephen R. Covey (author of The Seven Habits of Highly Effective People) who had passed away only weeks before Cynthia told me this story. So it was with deep emotion she recalled that evening in San Francisco. His simple decision “Bonded him to me forever because I knew what mattered most to him was me!” she said.5 One simple answer is we are unclear about what is essential. When this happens we become defenceless. On the other hand, when we have strong internal clarity it is almost as if we have a force field protecting us from the non-essentials coming at us from all directions. With Rosa it was her deep moral clarity that gave her unusual courage of conviction. With Stephen it was the clarity of his vision for the evening with his loving daughter. In virtually every instance, clarity about what is essential fuels us with the strength to say no to the non-essentials. Stephen R. Covey, one of the most respected and widely read business thinkers of his generation, was an Essentialist. Not only did he routinely teach Essentialist principles – like “The main thing is to keep the main thing the main thing” – to important leaders and heads of state around the world, he lived them.6 And in this moment of living them with his daughter he made a memory that literally outlasted his lifetime. Seen with some perspective, his decision seems obvious. But many in his shoes would have accepted the friend’s invitation for fear of seeming rude or ungrateful, or passing up a rare opportunity to dine with an old friend. So why is it so hard in the moment to dare to choose what is essential over what is non-essential?

Truth loves nothing better than simplicity of truth: that is the lesson Columbe Josse ought to have learned from her medieval readings. But all she seems to have gleaned from her studies is how to make a conceptual fuss in the service of nothing. It is a sort of endless loop, and also a shameless waste of resources, including the courier and my own self. . . . Granted, the young woman has a fairly efficient way with words, despite her youth. But the fact that the middle classes are working themselves to the bone, using their sweat and taxes to finance such pointless and pretentious research leaves me speechless. Every gray morning, day after gloomy day, secretaries, craftsmen, employees, petty civil servants, taxi drivers and concierges shoulder their burdens so that the flower of French youth, duly housed and subsidized, can squander the fruit of all that dreariness upon the altar of ridiculous endeavors . . . Should you devote your time to teaching, to producing a body of work, to research, to culture? It makes no difference. The only thing that matters is your intention: are you elevating thought and contributing to the common good, or rather joining the ranks in the field of study whose only purpose is its own perpetuation, and only function the self-reproduction of the elite - for this turns the University into a sect.

Truth loves nothing better than simplicity of truth: that is the lesson Columbe Josse ought to have learned from her medieval readings. But all she seems to have gleaned from her studies is how to make a conceptual fuss in the service of nothing. It is a sort of endless loop, and also a shameless waste of resources, including the courier and my own self. . . . Granted, the young woman has a fairly efficient way with words, despite her youth. But the fact that the middle classes are working themselves to the bone, using their sweat and taxes to finance such pointless and pretentious research leaves me speechless. Every gray morning, day after gloomy day, secretaries, craftsmen, employees, petty civil servants, taxi drivers and concierges shoulder their burdens so that the flower of French youth, duly housed and subsidized, can squander the fruit of all that dreariness upon the altar of ridiculous endeavors . . . Should you devote your time to teaching, to producing a body of work, to research, to culture? It makes no difference. The only thing that matters is your intention: are you elevating thought and contributing to the common good, or rather joining the ranks in the field of study whose only purpose is its own perpetuation, and only function the self-reproduction of the elite - for this turns the University into a sect.

I guess we’ll just have to cross this on foot and go over there to find whatever Captain Goodwin thinks he sees.” “I can get the Humvee through that,” I said. Jerry looked over and down and said, “No, there’s no way.” “Y’all go ahead and walk, I’ll worry about the Humvee,” I said. So they all got out of the vehicle and began to cross through the canal on foot. I assessed the situation and then backed up the vehicle. I threw it into drive and gunned the gas. The engine was so loud that the sound bounced off the trees. RAAARRR. I drove that truck right down the first side of the canal and came barreling up the other side. The nine-thousand-pound vehicle flew out of that canal. Once I roared through the canal, the Humvee behind me followed suit. We pulled up next to Jerry and five other members of our squad like a taxi service. Jerry was so stunned he didn’t even yell at me for acting like a fool. What was be going to say? “Don’t do that again”?

American voters might conceivably agree that taxes paid by Amazon and Google for their U.S. business could be used to give stipends or free services to unemployed miners in Pennsylvania and jobless taxi drivers in New York. But would American voters also agree that these taxes should be sent to support unemployed people in places defined by President Trump as “shithole countries”?28 If you believe that, you might just as well believe that Santa Claus and the Easter Bunny will solve the problem.

Most shocking of all, a long-standing dispute between the city’s taxi drivers and a local car service called Murray Hill Limousine Service over the right to pick up passengers from the airport exploded into violence, as if the two sides were warring principalities in medieval Europe. The taxi drivers descended on Murray Hill with gasoline bombs. Murray Hill’s security guards opened fire. The taxi drivers then set a bus on fire and sent it crashing through the locked doors of the Murray Hill garage. This is CANADA we’re talking about.

Part of what kept him standing in the restive group of men awaiting authorization to enter the airport was a kind of paralysis that resulted from Sylvanshine’s reflecting on the logistics of getting to the Peoria 047 REC—the issue of whether the REC sent a van for transfers or whether Sylvanshine would have to take a cab from the little airport had not been conclusively resolved—and then how to arrive and check in and where to store his three bags while he checked in and filled out his arrival and Post-code payroll and withholding forms and orientational materials then somehow get directions and proceed to the apartment that Systems had rented for him at government rates and get there in time to find someplace to eat that was either in walking distance or would require getting another cab—except the telephone in the alleged apartment wasn’t connected yet and he considered the prospects of being able to hail a cab from outside an apartment complex were at best iffy, and if he told the original cab he’d taken to the apartment to wait for him, there would be difficulties because how exactly would he reassure the cabbie that he really was coming right back out after dropping his bags and doing a quick spot check of the apartment’s condition and suitability instead of it being a ruse designed to defraud the driver of his fare, Sylvanshine ducking out the back of the Angler’s Cove apartment complex or even conceivably barricading himself in the apartment and not responding to the driver’s knock, or his ring if the apartment had a doorbell, which his and Reynolds’s current apartment in Martinsburg most assuredly did not, or the driver’s queries/threats through the apartment door, a scam that resided in Claude Sylvanshine’s awareness only because a number of independent Philadelphia commercial carriage operators had proposed heavy Schedule C losses under the proviso ‘Losses Through Theft of Service’ and detailed this type of scam as prevalent on the poorly typed or sometimes even handwritten attachments required to explain unusual or specific C-deductions like this, whereas were Sylvanshine to pay the fare and the tip and perhaps even a certain amount in advance on account so as to help assure the driver of his honorable intentions re the second leg of the sojourn there was no tangible guarantee that the average taxi driver—a cynical and ethically marginal species, hustlers, as even their smudged returns’ very low tip-income-vs.-number-of-fares-in-an-average-shift ratios in Philly had indicated—wouldn’t simply speed away with Sylvanshine’s money, creating enormous hassles in terms of filling out the internal forms for getting a percentage of his travel per diem reimbursed and also leaving Sylvanshine alone, famished (he was unable to eat before travel), phoneless, devoid of Reynolds’s counsel and logistical savvy in the sterile new unfurnished apartment, his stomach roiling in on itself in such a way that it would be all Sylvanshine could do to unpack in any kind of half-organized fashion and get to sleep on the nylon travel pallet on the unfinished floor in the possible presence of exotic Midwest bugs, to say nothing of putting in the hour of CPA exam review he’d promised himself this morning when he’d overslept slightly and then encountered last-minute packing problems that had canceled out the firmly scheduled hour of morning CPA review before one of the unmarked Systems vans arrived to take him and his bags out through Harpers Ferry and Ball’s Bluff to the airport, to say even less about any kind of systematic organization and mastery of the voluminous Post, Duty, Personnel, and Systems Protocols materials he should be receiving promptly after check-in and forms processing at the Post, which any reasonable Personnel Director would expect a new examiner to have thoroughly internalized before reporting for the first actual day interacting with REC examiners, and which there was no way in any real world that Sylvanshine could expect

if consumer demand should increase for the goods or services of any private business, the private firm is delighted; it woos and welcomes the new business and expands its operations eagerly to fill the new orders. Government, in contrast, generally meets this situation by sourly urging or even ordering consumers to “buy” less, and allows shortages to develop, along with deterioration in the quality of its service. Thus, the increased consumer use of government streets in the cities is met by aggravated traffic congestion and by continuing denunciations and threats against people who drive their own cars. The New York City administration, for example, is continually threatening to outlaw the use of private cars in Manhattan, where congestion has been most troublesome. It is only government, of course, that would ever think of bludgeoning consumers in this way; it is only government that has the audacity to “solve” traffic congestion by forcing private cars (or trucks or taxis or whatever) off the road. According to this principle, of course, the “ideal” solution to traffic congestion is simply to outlaw all vehicles! But this sort of attitude toward the consumer is not confined to traffic on the streets. New York City, for example, has suffered periodically from a water “shortage.” Here is a situation where, for many years, the city government has had a compulsory monopoly of the supply of water to its citizens. Failing to supply enough water, and failing to price that water in such a way as to clear the market, to equate supply and demand (which private enterprise does automatically), New York’s response to water shortages has always been to blame not itself, but the consumer, whose sin has been to use “too much” water. The city administration could only react by outlawing the sprinkling of lawns, restricting use of water, and demanding that people drink less water. In this way, government transfers its own failings to the scapegoat user, who is threatened and bludgeoned instead of being served well and efficiently. There has been similar response by government to the ever-accelerating crime problem in New York City. Instead of providing efficient police protection, the city’s reaction has been to force the innocent citizen to stay out of crime-prone areas. Thus, after Central Park in Manhattan became a notorious center for muggings and other crime in the night hours, New York City’s “solution” to the problem was to impose a curfew, banning use of the park in those hours. In short, if an innocent citizen wants to stay in Central Park at night, it is he who is arrested for disobeying the curfew; it is, of course, easier to arrest him than to rid the park of crime. In short, while the long-held motto of private enterprise is that “the customer is always right,” the implicit maxim of government operation is that the customer is always to be blamed.

Hyphen This word comes from two Greek words together meaning ‘under one’, which gets nobody anywhere and merely prompts the reflection that argument by etymology only serves the purpose of intimidating ignorant antagonists. On, then. This is one more case in which matters have not improved since Fowler’s day, since he wrote in 1926: The chaos prevailing among writers or printers or both regarding the use of hyphens is discreditable to English education … The wrong use or wrong non-use of hyphens makes the words, if strictly interpreted, mean something different from what the writers intended. It is no adequate answer to such criticisms to say that actual misunderstanding is unlikely; to have to depend on one’s employer’s readiness to take the will for the deed is surely a humiliation that no decent craftsman should be willing to put up with. And so say all of us who may be reading this book. The references there to ‘printers’ needs updating to something like ‘editors’, meaning those who declare copy fit to print. Such people now often get it wrong by preserving in midcolumn a hyphen originally put at the end of a line to signal a word-break: inter-fere, say, is acceptable split between lines but not as part of a single line. This mistake is comparatively rare and seldom causes confusion; even so, time spent wondering whether an exactor may not be an ex-actor is time avoidably wasted. The hyphen is properly and necessarily used to join the halves of a two-word adjectival phrase, as in fair-haired children, last-ditch resistance, falling-down drunk, over-familiar reference. Breaches of this rule are rare and not troublesome. Hyphens are also required when a phrase of more than two words is used adjectivally, as in middle-of-the-road policy, too-good-to-be-true story, no-holds-barred contest. No hard-and-fast rule can be devised that lays down when a two-word phrase is to be hyphenated and when the two words are to be run into one, though there will be a rough consensus that, for example, book-plate and bookseller are each properly set out and that bookplate and book-seller might seem respectively new-fangled and fussy. A hyphen is not required when a normal adverb (i.e. one ending in -ly) plus an adjective or other modifier are used in an adjectival role, as in Jack’s equally detestable brother, a beautifully kept garden, her abnormally sensitive hearing. A hyphen is required, however, when the adverb lacks a final -ly, like well, ill, seldom, altogether or one of those words like tight and slow that double as adjectives. To avoid ambiguity here we must write a well-kept garden, an ill-considered objection, a tight-fisted policy. The commonest fault in the use of the hyphen, and the hardest to eradicate, is found when an adjectival phrase is used predicatively. So a gent may write of a hard-to-conquer mountain peak but not of a mountain peak that remains hard-to-conquer, an often-proposed solution but not of one that is often-proposed. For some reason this fault is especially common when numbers, including fractions, are concerned, and we read every other day of criminals being imprisoned for two-and-a-half years, a woman becoming a mother-of-three and even of some unfortunate being stabbed six-times. And the Tories have been in power for a decade-and-a-half. Finally, there seems no end to the list of common phrases that some berk will bung a superfluous hyphen into the middle of: artificial-leg, daily-help, false-teeth, taxi-firm, martial-law, rainy-day, airport-lounge, first-wicket, piano-concerto, lung-cancer, cavalry-regiment, overseas-service. I hope I need not add that of course one none the less writes of a false-teeth problem, a first-wicket stand, etc. The only guide is: omit the hyphen whenever possible, so avoid not only mechanically propelled vehicle users (a beauty from MEU) but also a man eating tiger. And no one is right and no-one is wrong.

Rather than taking supply and demand as a given, the new breed of microeconomist helps nudge the two into line. In the early days of Airbnb, an online market for home rentals, its economists pored over customer data to spot market weaknesses. Costly enhancements, including professional photographs of every listing, are rigorously tested to make sure they work before being rolled out. The company also guides users uncertain about the right rate to charge for a listing. At Uber, a taxi service, prices surge during peak hours, pulling more drivers onto the road. At Poynt, a Silicon Valley startup offering a new type of cashless

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innovation—perhaps from the translation world’s equivalent of Uber, a taxi app. Software is unlikely to replace the translators, but it could co-ordinate their work with clients more efficiently. Smartling, an American company which seeks to cut out middlemen in this way, has clients including Tesla, an electric carmaker, and Spotify, a music-streaming service. Jochen Hummel, a pioneer in translation memory, says that a real breakthrough would come from combining software, memory and content management in a single database. But making money may still be tricky. The American tech titan has not tried to commercialise Google Translate. A former executive says the firm experimented with content-management software but “decided to focus on easier stuff, like self-driving cars.

Of more angst to drivers are the customer ratings systems imposed by the app companies. While most drivers do not have a problem with the notion of being rated, they are concerned that they will receive poor marks for circumstances beyond their control. Customers can give even the most earnest drivers bad ratings for any reason such as bumpy rides over pothole strewn roads, traffic congestion and passengers underestimating how much time they need to reach their destinations. Miscommunication between passengers and drivers can occur because passengers cannot speak the local language, are drunk, or fall asleep and cannot direct the driver to their remote destinations. Perhaps some passengers just do not like the ethnic group to which some drivers appear to belong. Circumstances such as these are clearly the fault of passengers who may rate drivers poorly nonetheless. Drivers with low ratings can be expelled from on-demand taxi services. This unfairness is compounded to the extent that drivers make large investments in their cars, insurance and fuel. Making drivers, who basically invested in a franchise, vulnerable to expulsion from a system because of unfair ratings seems to me to be a potential source of dissention or even litigation. Another concern associated with the taxi app business model is that drivers only have 15 seconds to respond to notices of pick up opportunities. Drivers that fail to respond in such tight windows lose the business. Repeat failures to make timely responses can result in temporary suspensions. This pressure, and related distractions associated with interacting with handsets, is applied simultaneously with all of the challenges of navigating traffic in a variety of weather conditions. Foremost, this is a driving hazard that imperils everyone in the vicinity. It also ties in with the ratings systems because drivers are only rated on the rides they complete. Drivers who claim rides but abandon the customer if it looks like the pickup will be delayed have no ratings risk. Paradoxically, no ratings result in the worst customer service as passengers end up stranded.

Frame your choices through this lens: season. If your kids are under five, you cannot possibly include the things I can with middle and high schoolers. You are ruled by a tiny army you created yourself. This is just how it is right now. If you have bigs like I do, we run a taxi service from 5:00 to 9:00 p.m. virtually every night. Evening real estate belongs to family for now. In ten years when they are gone, the story will change (sob). Perhaps you have a fabulous trick that no longer works, and you might need to set it aside for a season. Those are often the hardest cuts. The choices you make today may completely change in five years or even next year. Operate in the right-now. What does this season require of you? Unsure? Ask God. He is a wonderful advisor who always, always knows the Best Thing. He will help you sort it out. When you can’t trust your own discernment, you can certainly trust His. God has no agenda other than your highest good in His kingdom. There is no better leader through this minefield.

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There are only two requirements for an on-demand service economy to work, and neither is an iPhone. First, the market being addressed needs to be big enough to scale—food, laundry, taxi rides. Without that, it’s just a concierge service for the rich rather than a disruptive paradigm shift, as a venture capitalist might say. Second, and perhaps more importantly, there needs to be a large enough labor class willing to work at wages that customers consider affordable and that the middlemen consider worthwhile for their profit margins.

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Shervin Pishevar’s other star investment, Uber, was embroiled in its own case about whether it was as humble and powerless as it claimed. A group of drivers had sued Uber, as well as its rival Lyft, in federal court, seeking to be treated as employees under California’s labor laws. Their case was weakened by the fact that they had signed agreements to be contractors not subject to those laws. They had accepted the terms and conditions that cast each driver as an entrepreneur—a free agent choosing her hours, needing none of the regulatory infrastructure that others depended on. They had bought into one of the reigning fantasies of MarketWorld: that people were their own miniature corporations. Then some of the drivers realized that in fact they were simply working people who wanted the same protections that so many others did from power, exploitation, and the vicissitudes of circumstance. Because the drivers had signed that agreement, they had blocked the easy path to being employees. But under the law, if they could prove that a company had pervasive, ongoing power over them as they did their work, they could still qualify as employees. To be a contractor is to give up certain protections and benefits in exchange for independence, and thus that independence must be genuine. The case inspired the judges in the two cases, Edward Chen and Vince Chhabria, to grapple thoughtfully with the question of where power lurks in a new networked age. It was no surprise that Uber and Lyft took the rebel position. Like Airbnb, Uber and Lyft claimed not to be powerful. Uber argued that it was just a technology firm facilitating links between passengers and drivers, not a car service. The drivers who had signed contracts were robust agents of their own destiny. Judge Chen derided this argument. “Uber is no more a ‘technology company,’ ” he wrote, “than Yellow Cab is a ‘technology company’ because it uses CB radios to dispatch taxi cabs, John Deere is a ‘technology company’ because it uses computers and robots to manufacture lawn mowers, or Domino Sugar is a ‘technology company’ because it uses modern irrigation techniques to grow its sugar cane.” Judge Chhabria similarly cited and tore down Lyft’s claim to be “an uninterested bystander of sorts, merely furnishing a platform that allows drivers and riders to connect.” He wrote: Lyft concerns itself with far more than simply connecting random users of its platform. It markets itself to customers as an on-demand ride service, and it actively seeks out those customers. It gives drivers detailed instructions about how to conduct themselves. Notably, Lyft’s own drivers’ guide and FAQs state that drivers are “driving for Lyft.” Therefore, the argument that Lyft is merely a platform, and that drivers perform no service for Lyft, is not a serious one.

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Shop, Cooks Cycles, and Easy Riders Bicycle Rentals, who will deliver bikes to your lodging!). The island also has Uber, Lyft, and a host of taxis. My favorite taxi company is Roger’s Taxi, 508-228-5779. Cranberry Transportation provides a proper “car service” and they also give private tours of the island. Where Should I Stay? You just finished a novel called The Hotel Nantucket, so I’m going to start by recommending the inspiration for the main character in the book, which is The Nantucket Hotel and Resort, located at 77 Easton Street.

The boys reached the flight line just as Randy was completing a preflight check of the aircraft. In a few minutes they were strapped in their seats and taxiing toward the active runway. The pilot remarked, “Because of the direction of the wind, that runway is the only one I can use to head the plane into the wind.” He tuned his radio to the proper frequency and contacted Bayport tower. An immediate reply crackled from the plane’s receiver. “Ace Service Flight Two-Six is cleared to runway One-Niner. Wind’s from the southeast at fifteen knots. Altimeter setting, Two-Niner-Eight-Six.” Randy paused to check his instruments, controls, and engine magnetos. The tower then cleared him for immediate take-off. Turning into the runway, he eased the throttle ahead. Soon he and his passengers were airborne and taking a course to the northwest. The boys gazed down at the earth below. The terrain became more hilly with each passing mile. The expanses of wooded areas looked like rumpled deep-green carpet. Here and there, lakes and small streams reflected the sun in bright

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Why did eBay not become Amazon? Why did IBM not become Microsoft? Why didn't taxi companies invent Uber? Why didn't Hilton or Marriott invent Airbnb? Why didn't Oracle invent Snowflake? Why didn't BMC invent ServiceNow? Why didn't tape automation companies invent Data Domain? Why didn't Ford invent Tesla? The answer in all those examples, and many more, is incrementalism.

Clare also got to know author and adventurer Fitzroy Maclean (one of the many supposed ‘inspirations’ for James Bond) during his stint with the SOE in Cairo. Paddy Leigh Fermor was another of the colourful SOE characters whom she could not avoid meeting at the SOE boys’ wild parties, which took place in a grand rented mansion in the Gezira district, and whose guests ranged from the British ambassador to Egypt’s King Farouk. It was true that the SOE did not always maintain the low profile one might have assumed from a supposedly secret organisation. There was usually always at least one SOE representative, drink in hand, on the Shepheard’s hotel veranda. And the location of the SOE headquarters was the worst kept secret in the city. Fitzroy Maclean recounted his first visit, when having whispered the street address to a ‘villainous-looking’ taxi driver the Egyptian just nodded – ‘ah, you want Secret Service …

Taxi’s rushing up to hospital entrances with unusual passengers is a normal aspect of business in the National Health Service.

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In the eyes of Travis Kalanick, Uber’s co-founder and chief executive, the entire system was rigged against startups like his. Like many in Silicon Valley, he believed in the transformative power of technology. His service harnessed the incredible powers of code—smartphones, data analysis, real-time GPS readings—to improve people’s lives, to make services more efficient, to connect people who wanted to buy things with people who wanted to sell them, to make society a better place. He grew frustrated by people with cautious minds, who wanted to uphold old systems, old structures, old ways of thinking. The corrupt institutions that controlled and upheld the taxi industry had been built in the nineteenth and twentieth centuries, he thought. Uber was here to disrupt their outmoded ideas and usher in the twenty-first.

Like in business, the emergence of new players necessarily changes the way the game must be played. Blockbuster—the sole superpower in the movie rental business—failed to appreciate that a small company like Netflix and an emerging technology like the internet required them to reexamine their entire business model. Big publishers doubled down on old models when Amazon showed up instead of asking how they could update and upgrade their models in the face of a new digital age. And instead of asking themselves, “What do we need to do to change with the times,” taxi companies chose to sue the ridesharing companies to protect their business models instead of learning how to adapt and provide a better taxi service. Sears got so big and so rich from sending out paper catalogues for so many decades that they were too slow to adapt to the rise of big-box stores like Walmart and ecommerce. And believing itself without Rival, the behemoth that was Myspace didn’t even see Facebook coming.

The African business dynamics is still complicated as compared to the rest of the world, in America Tesla started making better cars, electric, to be used GLOBALLY competing with car makers like Toyota, Amazon was started to provide services GLOBALLY, Uber started to serve and compete with taxi's GLOBALLY. In Africa James started a chicken business to compete with his neighbor supplying eggs to the community near them, Jane started a clothing business to compete with another clothing business in her area of residence." Africa; Starting small, does not mean think small, and stay small.

Had a frothy venture capital sector not been so obsessed with the search for eccentric and visionary founders, WeWork might still occupy only a smattering of buildings in Brooklyn and lower Manhattan. If mutual funds hadn’t rushed into startups, WeWork might have never had the funds to start expanding to surf pools. If Saudi Arabia’s economy hadn’t fallen under the control of a new startup-loving prince desperate to diversify its oil wealth, Masayoshi Son might never have written Neumann a check. If bankers hadn’t been so focused on the prestige and fees from leading a big IPO, perhaps sober advice could have prevailed before a major public embarrassment. When all the forces worked together, people thought as a herd. Optimism supplanted critical thinking. Smart minds were bent so that a real estate company looked like a software company. It was the same effect that allowed mattress companies to look like tech companies. Ride-hailing firms weren’t just glorified taxi services, but were meant to compete with established retail giants. When everyone stood to get rich, everything had infinite potential.

If someone who have read hundreds of books gives an average rating of below 3, they probably want to signal that they have a high standard, that only the best books they read will be honored with four or five stars. But it might as well indicate that they not only do not know how to find books in their own taste, but are actually drawn to reading books that are not really good according to them. If someone repeatedly read books they do not like are they masochists or do they really like reading books? If you randomly pick hundreds of books, you would give an average score of over 3 or higher. If publishers had done their work. Given a normal distribution of a score of 1 to 5 3 will be at the center of the bell curve. But maybe even higher since you would expect publishers to weed out books they would consider a 1 and publish books they consider a 3 or more. For example the drivers in a taxi service receive on average a score of 5. Drivers who have a score lower than 4.5 will be weeded out. So someone who spends hundreds of hours reading books but gives them an average score of below 3. Should statistically speaking be good at picking bad books. Or bad at picking good books or don't enjoy reading books. Than one might than wonder, if they don't enjoy reading books on average, than why are they reading?

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One of St. Augustine’s most famous rumrunners was William McCoy, who was also the purported inventor of the ham sack. McCoy operated a boat taxi service for the Jacksonville–St. Augustine area and a boatyard where he built yachts for Andrew Carnegie, the Vanderbilts and others. When Prohibition hit, he recognized the opportunity for a new, more lucrative business enterprise. He sold the taxi service and the boatyard and bought a schooner, which he named Tomoka. McCoy would sail Tomoka (and later six additional vessels added to his fleet) to the Bahamas, fill it with the best rye, Irish, and Canadian whiskey he could purchase and then sail back to St. Augustine and anchor just outside the three-mile limit. The locals would then sail their own vessels out to the Tomoka and purchase what they needed, a perfectly legal transaction on McCoy’s part. Bill McCoy became famous for the quality of his product and the fact that he never “cut,” or diluted his liquor. When you bought from Bill, you were getting the “Real McCoy,” and that is how we remember him today.

The Mariner’s Officers Club was a classy place and much the same as the one I had heard about in Cape Town. Complete with “linen service” it was about as good as it gets. The Monkey Gland Steak… Not to worry, it’s only a name; no monkeys are a part of this tangy sauce that is a delicious blend of fruit and splices. The sauce can also be used as a marinade. As far as I know it is not on the market but can be made by frying minced onions, garlic and ginger in coconut oil until the onions are translucent. Pour this over your favorite steak or hamburger for an exciting taste treat. From here we took a taxi to the Smuggler’s Inn which was in a British Colonial Style building on Point Road. Although the area that the nightclub was in was considered part of the red light district it was a popular Avant guarde area where the younger in crowd of Durban would go. With upbeat music in the days prior to rock & roll it was a lot of fun. The bottom end of Point Road Mahatma Gandhi Road at night was always a hive of activity with Smugglers leading the way as an offbeat entertainment center. Before returning to Kerstin’s flat we had the driver take us to the end of the point where we could find the newest nightclubs with strip shows, music, dancing. We even witnessed a slug fest between some guys, known as a raut. For us it was a hoot and lots of fun but I’m certain that they were black & blue for days. Kerstin told me that many of the participants of these fights could be expected to show up at Dr. Acharya’s practice the following Monday. Returning to her apartment we enjoyed the rest of the evening in bed. At six o’clock the taxi I had called was waiting curbside. I considered how lucky I was to have connected with Kerstin but I still didn’t know much about her. Why did this beautiful girl come into my life? It was a mystery without an answer!

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So what makes conditions ripe for a leap into the future in any specific economic segment or type of service? There are variations across the spectrum, but a few conditions tend to presage such leaps. First, there must be widespread dissatisfaction, either latent or overt, with the status quo. Many of us loathe the taxi industry (even if we often love individual drivers), and most of us hate large parts of the experience of driving a car in and around a city. No one is totally satisfied with the education system.

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The Coeur d’Alene Airport was a sleepy little airfield with three paved runways laid out in a standard triangle configuration. Two small FBOs (fixed base operators) on the field rented airplanes and offered instruction. I felt a little discouraged upon seeing the dilapidated condition of the buildings at both of these businesses. It appeared they were both operating on a shoestring budget—just as Martha and I were at the time. The airport had no air terminal or commercial airline service. I was nevertheless hoping I would at least see a little airplane taxiing, taking off, or landing that day, but there was no activity whatsoever. It was exciting, though, for me to just see a number of single-engine private aircraft tied down on the tarmac as I imagined myself climbing into one, taxiing out, and taking off.

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One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

I had dropped off a passenger at Penn Station on a Sunday morning in June, 1983 and, finding no one there looking for my services, I decided to cruise down 7th Avenue to search for my next customer. I went only a couple of blocks before I was startled by a scary, shrill sound coming from my left. Scanning the area for its source, I saw that it was coming from a woman who was standing on the sidewalk screaming. Looking around for

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Disintermediated brands appear in other contexts, too. For instance, Facebook creates no content, yet it brokers content for billions of individuals and thousands of media markets; Uber owns almost no vehicles, yet it is the world’s largest taxi service. In a hyper-networked world where mobile phones, speakers, thermostats, and even exercise clothes are connected to the internet and potentially each other, brands have to learn to play well with each other or give up a certain amount of control to those that own the most popular interfaces. For better or for worse, the power is in the portal.

As a result, the motto in Silicon Valley today is: everything that is analog is now being digitized, everything that is being digitized is now being stored, everything that is being stored is now being analyzed by software on these more powerful computing systems, and all the learning is being immediately applied to make old things work better, to make new things possible, and to do old things in fundamentally new ways. For instance, the invention of the Uber taxi service did all three: it didn’t just create a new competitive taxi fleet; it created a fundamentally new and better way to summon a taxi, to gather data on riders’ needs and desires, to pay for a taxi, and to rate the behavior of the driver and the passenger. These

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Ofer Sharone, a professor at MIT’s Sloan School of Management, says some of these new services create wonderful opportunities for the underemployed and long-term unemployed. “If you’re looking for a way to survive, they can be helpful.’’ But, he acknowledges, they are “threatening to people who are doing OK with the status quo, like a taxi driver or bed-and-breakfast owner who has invested a lot and suddenly is competing with Uber or Airbnb.

Anja Floetenmeyer, a spokeswoman for Taxi Deutschland, told the FT the trade group intends to pursue fines against the company for continuing to operate. “We didn’t expect anything else,” she said. “Uber has never observed German law. This is Wild West capitalism without consumer rights.” Local authorities in cities across Europe have tried to restrict the company’s services. Uber also faces opposition in the UK, Italy, France and Spain.

Uber insisted its app-based taxi service would continue in Germany, despite a court in Frankfurt imposing the first countrywide ban on the firm for contravening transport laws. Although it operates in 170 cities around the world, Uber has been targeted by regulators in Europe and America over passenger safety and insurance issues in cases that are often lodged by more conventional taxi operators.

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While everything requires work to be produced, practically nothing can be produced with work alone. Farmers need land; taxi drivers, cars; the artists, something to paint and something to paint with. Even a comedian needs an inventory of jokes, his capital, as well as hydroelectric dams are the capital of the companies that generate electricity. Capital complements workers in the production process, but it also competes with them for jobs. In other words, many goods and services can be produced with either a lot of labor and little capital

I grew up close to Bethlehem and the only branch where I could attend church was the BYU Jerusalem Center. Palestinians living in the West Bank are not allowed into Jerusalem, so for years, I had to sneak into Jerusalem, getting shot at sometimes and risking being arrested so I could attend church services. The trip would take three hours and would involve me climbing hills and walls and hiding from soldiers. I felt that each Sabbath I was given the strength and protection I needed to get to church. I remember one Sabbath in particular. I was asked to give a talk in sacrament meeting that week. However, the day before, we had curfew imposed on us by the Israeli soldiers. Curfew in Bethlehem is not something you want to break. It is an all-day long curfew and lasts for weeks sometimes. You are not allowed to leave your house for any reason. Anyone who leaves their house risks getting shot. For some reason, I felt that Heavenly Father wanted me to give that talk, but I wondered how He expected me to get to church! I mean, even if I were to manage to leave my house without getting shot, I did not have a car then. How would I find public transportation to get to Jerusalem? There was no one on the roads except soldiers. I decided to do all that I could. I knelt down and basically told Heavenly Father that all I can do is walk outside. That was the extent of what I could do. He had to do the rest. I did just that. I got dressed in my Sunday clothes, got out of our house and down the few steps out of our porch, and walked on to the road. Amazingly enough, there was a taxi right in front of my house! Now, we live on a small street. We never see taxis pass by our street, even during normal days. I approached the taxi driver and asked him where he was going. Guess where was he going? To Jerusalem, of course. Right where I wanted to go! He had others with him in the taxi, but he had room for one more person. The taxi driver knew exactly which roads had soldiers on them and avoided those roads. Then we eventually got to where there was only one road leading out of town, and that road had soldiers on it. The taxi driver decided to go off the road to avoid the soldiers. He went into a hay field. We drove in hay fields for about half an hour. It was very bumpy, dusty, and rocky. Finally, we found a dirt road. I was so thrilled to not be in a field! However, a few short minutes later, we saw a pile of rocks blocking that dirt road. I thought we would have to turn around and go back. Luckily, the taxi driver had more hope and courage than I did. He went off the dirt road and into an olive tree field. He maneuvered around the olive trees until he got us to the other side of the pile of rocks. I made it to church that day. As I entered the Jerusalem Center I reflected on my journey and thought, “That was impossible!” There was no way I could have made it to church by my efforts alone. The effort I made, just walking outside, was so small compared to the miracle the Lord provided. Brothers and sisters, we give up too easily, especially when something seems impossible or hard. In last week’s devotional, Brother Doug Thompson said that in order to complete our journey, we must avoid the urge to quit. We do this by seeking spiritual nutrients and seeking a celestial life. [5] If we continue trying, we will reach our goal. In your classes, make sure do your best! In your job, do your best! In your callings, in your home and in everything you do, do the best you can. The Lord will sanctify your efforts and make them enough if you approach Him in faith and ask for His power from on high.

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February 2013 My Email to Andy (Part One)   My chance encounter with Max was both a blessing and an affliction. After I’d checked into the majestic lady, The Oriental, hunger hit my rumbling stomach. I needed to savour some authentic Thai food. Unfortunately, the moment I stepped out of the hotel’s door, I was confronted by the harsh reality of Bangkok’s civic life. As at Don Mueang International Airport, rows of local taxi drivers lined the hotel’s periphery, ready to debauch the first customer that ventured out without soliciting The Oriental’s private limo service.                Again, I found myself surrounded by a barrage of locals offering me the best bargain on transportation to my destination. Who should come to my rescue but the same driver that had deposited Max and me? In the foulest Thai vernacular he could master, he repulsed those who challenged him. The vultures scattered, allowing me to embark in his not-so-new sedan. ”Where you want go sir?” he asked. ”Take me to an excellent place for local food,” I replied. ”I take you to good place, sir,” he responded and sped off into the dark. The question of whether I wanted a sexy girl to accompany me during my Bangkok stay arose again. I refused his offer with politeness. The man rephrased his query: “You want boy? I take you to good boy-bar.” I shook my head, yet he continued to pester me for an answer. We bantered back and forth, I not revealing my sexual preference while he used every contrivance to solicit an answer. Instead of delivering me to the city’s hub, he headed in the opposite direction towards a suburb that had almost no street lights. Worrisome thoughts of robbery and murder had begun to plague me when the vehicle finally came to a halt at a two-storied house in the middle of nowhere.

A bald man with bad everything came out to greet us. There and then, I knew I had been delivered to a brothel rather than a restaurant. Much like the Mecca whorehouse, which Aziz had chaperoned us to some years ago, both pimp and driver escorted me into the seedy establishment. I insisted on leaving but the driver would not budge until I had selected my pick of the day. Under such adverse circumstance I had little choice but to select a boy who looked half-way decent. He accompanied me to a shabby upstairs chamber. As soon as he’d shut the door, I uttered, “Don’t take your clothes off. I’m not having sex with you. Tell me how much I owe and we’ll call it quits.” The lad had no idea what I said. He began to disrobe when I stopped him. He looked at me strangely before calling the proprietor for assistance. After much hassle and jostling, we reached a settlement. Since I’d offered to pay for the boy’s service and had not utilized his aid, Mr. Pimp, in jovial Thai modus operandi, agreed that the boy would be my tour guide for a day. By the time the cab returned me to the hotel, I was starved for anything but sex. While Pimp and Taxi were sharing their illicit earnings, I was devouring everything that was brought before me by room service. Not only was my first exploration a disaster, but I had also witnessed pervasive sleaze within this illustrious kingdom of Siam, more commonly known nowadays as “The Land of Smiles.

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Crappy weather conditions moved back in while the jet jockeys were playing over Nam. Rain began to fall in sheets across the Flight Deck. We, the flight service personnel, had to stand in the downpour awaiting the recoveries. Soaked to the bone, my teeth were chattering. The A-4 Skyhawks came in first and taxied forward. I intentionally positioned myself in the exhaust path of the A-4s just to warm up. Because of the low ceiling, landing conditions were hazardous. A couple of aircraft missed the wire and had to rocket off the angle deck, circle around and try again. Lieutenant Commander Sonniksen caught the wire on his first attempt. I hate to admit it but the guy is one hell of a pilot.

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An Internet company decides to revolutionize an industry—personal transportation, the taxi and limousine market—that defines old-school business-government cooperation, with all the attendant bureaucracy and incompetence and unsatisfying service. It sells itself to investors with the promise that it can buy its way to market dominance in this sclerotic field and use its cutting-edge tech to slash through red tape and find unglimpsed efficiencies. On the basis of that promise, it raises billions upon billions of dollars across its ten-year rise, during which time it becomes as big as promised in Western markets, a byword for Internet-era success, cited by boosters and competitors alike as the model for how to disrupt an industry, how to “move fast and break things” as the Silicon Valley mantra has it. By the time it goes public in 2019, it has $11 billion in annual revenue—real money, exchanged for real services, nothing fraudulent about it. Yet this amazing success story isn’t actually making any sort of profit, even at such scale; instead, it’s losing billions upon billions of dollars, including $5 billion in one particuarly costly quarter. After ten years of growth, it has smashed the old business model of its industry, weakened legacy competitors, created a great deal of value for consumers—but it has done all this without any discipline from market forces, using the awesome power of free money to build a company that would collapse into bankruptcy if that money were withdrawn. And in that time, it has solved exactly none of the problems that would have prevented a company that needed to make a profit from building such a large user base: it has no obvious competitive advantages besides the huge investor subsidy; the technology it uses is hardly proprietary or complex; its rival in disruption controls 30 percent of the market, even as the legacy players are still very much alive; and

Tencent had partnered with leading mobile carriers like China Mobile to receive 40 percent of the SMS charges that QQ users racked up when they sent messages to mobile phones. A new service could hurt Tencent’s financial bottom line and at the same time risk its relationships with some of China’s most powerful companies. It was the sort of decision that publicly traded, ten-thousand-person companies typically refer to a committee for further study. But Ma wasn’t a typical corporate executive. That very night, he gave Zhang the go-ahead to pursue the idea. Zhang put together a ten-person team, including seven engineers, to build and launch the new product. In just two months, Zhang’s small team had built a mobile-first social messaging network with a clean, minimalistic design that was the polar opposite of QQ. Ma named the service Weixin, which means “micromessage” in Mandarin. Outside of China, the service became known as WeChat. What came next was staggering. Just sixteen months after Zhang’s fateful late-night message to Ma, WeChat celebrated its one hundred millionth user. Six months after that, it had grown to two hundred million users. Four months after that, it had grown to three hundred million users. Pony Ma’s late-night bet paid off handsomely. Tencent reported 2016 revenues of $ 22 billion, up 48 percent from the previous year, and up nearly 700 percent since 2010, the year before WeChat’s launch. By early 2018, Tencent reached a market capitalization of over $ 500 billion, making it one of the world’s most valuable companies, and WeChat was one of the most widely and intensively used services in the world. Fast Company called WeChat “China’s app for everything,” and the Financial Times reported that more than half of its users spend over ninety minutes a day using the app. To put WeChat in an American context, it’s as if one single service combined the functions of Facebook, WhatsApp, Facebook Messenger, Venmo, Grubhub, Amazon, Uber, Apple Pay, Gmail, and even Slack into a single megaservice. You can use WeChat to do run-of-the-mill things like texting and calling people, participating in social media, and reading articles, but you can also book a taxi, buy movie tickets, make doctors’ appointments, send money to friends, play games, pay your rent, order dinner for the night, plus so much more. All from a single app on your smartphone.

In 2014, Aswath Damodaran, a professor of finance at NYU’s Stern School of Business, estimated that Uber was probably worth roughly $ 6 billion, based on its ability to ultimately win 10 percent of the global taxi market of $ 100 billion, or $ 10 billion. According to Uber’s own projections, in 2016 the company processed over $ 26 billion in payments. It’s safe to say that the $ 10 billion market was a serious underestimate, as the ease of use and lower cost of Uber and its competitors expanded the market for transportation-as-a-service.

By contrast, one company that clearly understands the stakes is Uber. In the last several years, few companies have captured the media’s attention like Uber. In my opinion, Uber has been successful because it’s perfectly nailed a Job to Be Done. Yes, Uber can often offer a nice car to take you from point A to point B, but that’s not where it’s built its competitive advantage. The experiences that come with hiring Uber to solve customers’ Jobs to Be Done are better than the existing alternatives. That’s the secret to its success. Everything about the experience of being a customer—including the emotional and social dimensions—has been thought through. Who wants to have to outmaneuver other poor schlubs on the same street corner who are trying to hail a cab? You don’t want to either pay for a car service to wait outside your meeting or be at its mercy when you’re finally ready to call it to come back and get you. With Uber, you simply push a few buttons on your mobile phone and you know that in three minutes or seven minutes a specific driver will arrive to pick you up. Now you can relax and just wait. You don’t have to worry if you have enough cash in your wallet or fear that if you swipe your credit card in that taxi machine, you’ll get a call from your bank wondering if you’ve recently made purchases in some state you’ve never even been to. Calling an Uber has even more potential to ease your anxieties about getting into a cab alone. With Uber there’s a record of your request, you know specifically who is picking you up, and you know from the driver’s ratings that he or she is reliable.

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