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daily 04/28/2016

    • The meeting was in a community hall in Kentish Town.
    • Because we know what you give Uber, which are profits that are beyond the dreams of avarice.
    • Miah observed that Uber also seemed to follow a similar commercial playbook in every city that it entered: at a certain point, the company would flood the market with drivers, and then begin to cut prices.
    • All our innovation is pointed at lowering prices not raising them,
    • Uber’s transformation of the global taxi industry rests on a theorem. It is that by adding huge volumes of riders and drivers to a given market – liquidity – taxis can become cheaper and drivers can earn more at the same time.
    • The endgame that Uber envisages is what it calls the Perpetual Trip: drivers on a never-ending chain of pick-ups and drop-offs.
    • Last October, Uber published data from New York showing that even as driver numbers had doubled, and fares had fallen, “partners” were earning 6.3% more per hour than they were the year before.
    • In London, drivers have 15 seconds to decide whether or not to accept a job. If they refuse three in a row, they are logged out of the system for 10 minutes.
    • Rosenblat and a colleague came up with the phrase “algorithmic management” to describe the way that Uber controls its drivers through a set of mostly automated commands.
    • If there was one way to characterise drivers’ relationship to Uber it would be through this lens of asymmetry, which narrows the kinds of choices that drivers have to accept.”
    • But one of the sensations involved in taking part in a marketplace where prices are always going down is to feel that your work is worthless.
    • A few weeks earlier, Uber had raised the commission it would take from new drivers from 20% to 25%.
    • Uber don’t see drivers as humans. I don’t care what they tell you.”
    • It was going to require confrontational work—nasty, union-busting stuff at camps and in locker rooms, the sort of roadwork a fiery, confrontational guy like Ornstein would be perfect for.
    • Not everyone took the cash. Ornstein offered Barry Sanders $200,000 a year for two years for his group licensing rights. He passed. Ornstein had never seen a guy walk away from $400,000.
    • By the time Ornstein’s spending spree was over, he had signed 1,100 players, spending $36 million over two years. The spigot funding the Players Association’s antitrust lawsuit hadn’t run dry yet, but at the rate Ornstein was signing players, it was going to before too long.

Posted from Diigo. The rest of my favorite links are here.

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