[SOLVED] Ray Markovich started driving a taxi in

Ray Markovich started driving a taxi in Chicago three years ago after shutting his struggling wireless phone store. Driving a cab wasn’t particularly gratifying or lucrative—he had to pay $400 a week just to lease his white 2011 Ford Escape. It was predictable if monotonous work. Well, there’s nothing monotonous about it now. In June, Markovich, a thin, well-dressed man with short brown hair and spots of gray in his mustache and goatee, walked into the local office of Uber, the San Francisco– based taxi technology start-up. Uber put him through an hour of orientation, gave him a free iPhone that carries its car dispatch app and some gear to mount it on the windshield, and sent him on his way.
Since then, Markovich has had to dodge flak from traditional cabbies who complain that they can no longer pick up riders in the city’s tonier neighborhoods, and he’s receiving a constant flood of emails from Uber itself, offering steep discounts on new cars and other perks to secure his loyalty. At the same time, he has increased his earnings by about 20 percent and says he’s simply evolving along with his customers. “No one under the age of 40 with a smart phone is going out and getting a cab anymore,” says Markovich. “I say if you can’t beat ’em, join ’em.”
A battle for the future of transportation is being waged outside our offices and homes. Uber and a growing collection of well-funded start-ups, such as the ride-sharing service Lyft, are trying to make getting a taxi as easy as booking a reservation on OpenTable or checking a price on Amazon—just another thing you do with your smartphone. Flush with Silicon Valley venture capital, these companies have an even grander ambition: They want to make owning a car completely unnecessary. They’re battling each other, city regulators, entrenched taxi interests, and critics who claim they are succeeding only because they run roughshod over laws meant to protect public safety. “Being out in front of the taxi industry, putting a bull’s-eye on our back, has not been easy,” says Travis Kalanick, the 37-year-old chief executive of Uber. “The taxi industry has been ripe for disruption for decades. But only technology has allowed it to really kick in.”
Nearly four years ago, Uber introduced the idea of allowing passengers to book the nearest town car by smartphone and then track the vehicle on a map as it approaches their location. After the ride, the service automatically compensates the driver from the customer’s preloaded credit card—no awkward tipping required. It’s a simple experience and a much more pleasant way to get a ride than stepping onto a busy street and waving at oncoming traffic.
Uber has raised $307 million from a group of backers that include Google Ventures, Google’s investment arm, and Jeff Bezos, the founder of Amazon. It operates in 270 cities around the world and was on track to book more than $1 billion annually in rides ……

Required:
1. Identify Uber’s ebusiness model and explain how it is disruptive.
2. Explain why some market segments are not included in Uber’s business model.
3. List the ways Uber is using collaboration and wireless technologies to improve its competitive advantage in the taxi market.
4. Describe the different types of networks Uber is using to run its business.
5. Develop a use for LBS that Uber customers can benefit from using when looking for a taxi.
6. Evaluate the security dilemmas that Uber faces in using the various forms of wireless technology.

Question: Ray Markovich started driving a taxi in