Read the case below and answer the questionsIn your opinion, how is the performance of UBER? Good or bad? Justify your answer. How would you suggest Uber to use demand analysis to serve the managerial objectives? How does a managerial economist help a manager in decision making? As a manager, how would you advise Uber in its forward planning?

UBER Uber is an on-demand transportation service which has brought a revolution in the taxi industry all across the world. Uber has made it possible for people to simply tap their smartphones and have a cab arrive at their location in the minimum possible time. Uber is one of those few tech companies in the world that has been valued over $50 billion. Uber has already received an equity funding of $8.2 billion and is present in 60 countries. These facts surely show the trust of investors in Uber's business model and make it easy for us to imagine how much revenue will Uber be making once it attains liquidity. One reason for Uber's popularity is that it makes a normally complicated set of negotiations very simple: find the nearest car, inform the driver of your destination, determine the quickest route and negotiate payment behind the scenes, all using only a smartphone app. Uber is quick and convenient for customers, who express their satisfaction (or otherwise) by rating drivers after each journey. And it's beneficial for enterprising car owners, who can sign up online to become Uber drivers and immediately begin to generate revenue from an otherwise depreciating asset. The ease with which Uber allows transactions to take place in its core business is a lesson for anyone in any sector. But Uber's real power is in the data generated by its transactions. All banks stand to gain from studying the use Uber makes of its data: call it Experience-Driven Chauffeuring. Uber gathers data on everything from precise pick-up and drop-off points to length and time of journeys, how much customers spend, which hotels/bars/restaurants they visit, how often they do so and what levels of luxury they expect from their car journeys. That data allows Uber to fine-tune its services across the board, as well as tailor them for particular customers. In partnership with third parties such as the Starwood hotel chain, for example, it can offer customers combined loyalty deals; ride with Uber, get Starwood points and special offers on rooms in regularly-visited cities. Uber has not limited itself to a particular segment of cars or to a particular segment of people. There are Uber X, Uber Black for those who love to travel in a black car, Uber Taxi for those looking for cost-efficient solutions and Uber SUV for those who want luxury. Variation in cab fares according to situation is an important aspect of Uber's business model. Uber's data is now powering new services such as UberFresh, a grocery delivery service, and UberRush, a courier service. But the service that is grabbing most attention today is UberPool, in which customers can split the cost of their trip with another customer requesting a journey on a similar route. Speaking at the Institute of Directors annual convention in 2014, Uber Chief Executive Travis Kalanick said that UberPool could potentially take a million cars off London's streets, a third of the total number. "People are already able to get around without having cars," he said. "But when Uber makes that journey incrementally better, because it's a competitive marketplace, a lot of people can move to that thing that's better." Sources: https://www.temenos.com/en/customer-success/experience-driven-banking/case-study-uber/ and http://nextjuggernaut.com/blog/how-uber-works-business-model-revenue-uber-insights/ 6