For all their dominance of the ridesharing industry, Uber and Lyft face à growing pressure from consumers, employees, and the law, to not only provide quality services but also to be quality companies. In 2017, a slew of sexual harassment complaints and driver maltreatment lawsuits almost brought Uber down to its knees. The suits and scandals did not end the ridesharing juggernaut, but it did leave a shiner, one that is constantly favoured by the continuing scandals and hot waters the company keeps landing itself in. As a new wave rises with the newbie company RYDZZ, Uber’s hegemony is facing real danger, especially because the fresher RYDZZ has something Uber may have lost forever.

RYDZZ is on next, with polished services that are highly flexible and not the usual rideshare offering. Coupled to that is a strong emphasis on employee inclusion as a key clog in the well-oiled machine the young company is aiming to become. Every firm, company, organisation, that is not tagged as “non-profit” (well even some of those tagged) are looking to cash in on whatever service or product they are putting out. RYDZZ, like every other one of those companies, including Uber, Lyft, Ola, Taxify, etc. is looking to make huge profits. Beyond profits, however, RYDZZ is looking to cash in on human value.

Making money is simply not enough and makes for only part of the success equation. The superficial nature of just getting a buck does not appeal to RYDZZ

Management, as it looks to build a brand that is not only profitable, but also credible. Valuing consumers and employees as humans before integral pieces of a business makes all the difference according to the minds behind RYDZZ, a formula they are staking big on. The employee and client is only part of the human that you are, not the other way around.


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