Moreover, Uber first tried implementing what worked in the U.S. and applied some of those techniques to respective countries however, they were one of the companies that learned the hard way, realizing that what may have worked in the U.S. wouldn’t work elsewhere. Stated in an article written by Suhas Manangi, “the young tech company has committed a classic globalization mistake: it naively assumed that its business model and market approach, which ultimately solidified its market-leading position in the U.S., could translate just as seamlessly to other countries. It severely underestimated the challenges of operating in countries that embody totally different economic, political, and cultural environments” (2017). What Uber predominantly saw was the common transportation problem within many countries that required a solution. As specified in an article, “localization is a key ingredient of Uber’s Asia Pacific (APAC) marketing strategy as it battles to stay ahead of regional competition. However, localization goes beyond services which might include cash payments for some emerging markets where credit cards are not feasible, or in China, where Uber has partnered with Alibaba’s Ali-pay system – the preferred payment method of Chinese consumers” (Manangi, 2017). Correspondingly, this article mentions “Uber calls its globalization strategy “launch playbook,” a list of business strategies and operating guidelines that have been complied by an internal team of about forty employees. At the same time, Uber is smart to have flexibility in different markets that local Uber leaders can adapt and not have the same features everywhere” (Manangi, 2017). Examples of this include, UberCHOPPER in Shanghai, UberBOATS in Istanbul, and UberAUTO in New Delhi, India.>