Earlier quoted context omitted.
>The only competitive strategy that seems to be working at the moment is having a vertical that is sufficiently different from the incumbent that you can attract existing users of the incumbent's network to use yours in parallel. How is this any different than Coke building up a trusted brand over 100 years? If you want to compete in the drinks market, you need to find a different vertical (sports, energy, fruit, hea…
How is this any different than Coke building up a trusted brand over 100 years? Well, I can always quaff a Pepsi, quite irrespective of what my peers chose to drink. It doesn't work quite as well to use a different, say, social media platform, when all my friends are on Facebook.
The issue w/ Uber and Lyft is one of employment laws rather than regulated trust networks. If we changed the laws/prosecuted the companies they would have to raise prices due to higher employee wages/compensation which would have the ultimate effect of weakening the network as people looked at taxis and public transport as viable alternatives.
So ultimately my point is that we should look at how attractive the service and why. In the case of Uber its because they are able to exploit an oversupply of low skill labor to bring prices down. This combined w/ advertising and promotions has created a strong network. Not sure it's the govs job to step in and weaken/nationalize that network. Perhaps regulate the employee/employer relationship, but this is nothing new.