Intro: -

They see cutting-edge services like food delivery and ride-sharing uniting people, cities,
and companies. Additionally, they aim to offer these services at an affordable price so
that everybody can use them. Uber wants to increase people's independence from
conventional transit networks and make it simpler for them to obtain basic services. (Or
after vision statement)
Vision: -
Uber’s vision statement, “We ignite opportunity by setting the world in motion”.

 Ignite opportunities: -

-Uber pledges in its vision statement to support the creation of opportunities in our cities'
dynamic transportation landscape. possibilities must be ignited in a variety of ways, and
Uber has taken a number of actions to make sure the business is leading the way in
bringing those possibilities to people all around the world.
-Uber has evidently succeeded in its purpose by offering dependable transportation options
to users, including bicycles, private vehicles, and shared rides. No matter where they are,
clients can always go where they need to go on time thanks to these services' convenience.
This basically positions clients for success as life progresses by ensuring they arrive in time
to seize fresh business possibilities or attend crucial meetings.
-Additionally, Uber promotes economic empowerment programs on its network, which
increase employment prospects and income potential for both its drivers and customers.
For instance, the organization offers a wide range of flexible earning possibilities, such
delivery trips driven by automobiles or bikes, to those who are seeking for methods to
supplement their income or even make ends meet. Through features like Business Profiles
and Uber for Business, it also makes it simpler for companies to handle the transportation
demands of their workforce, giving them a hassle-free method of moving their personnel
around without having to worry about daily travel bills.
-Uber is committed to make it simpler than ever for people to realize their ambitions,
wherever they may be in the world, by leveraging this vision of unlocked potential among
a wide spectrum of people throughout its network.
  Setting the world in motion: -

-Uber wants to connect people, opportunities, and connections to create a world in

motion. In order to make this a reality, the organization is working to foster an
innovative and collaborative atmosphere that encourages staff members to think
outside the box and take calculated risks while pursuing a shared objective.

-From the outside, Uber is dedicated to provide dependable, economical, and effective
transportation services. Customers may access opportunities all around them with the
convenience of their ride-sharing services, car rentals for people without access to their
own vehicles, food delivery services for eateries during COVID-19 lockdowns, and even
air trips.

-Uber's consistency and dependability have been key differentiators from rivals like
Lyft or Via as well as from conventional taxi services. Uber has made significant strides
to continuously enhance the user experience through stringent customer feedback
surveys and app analytics. This has resulted in a sound process of growth and
development that makes users feel at peace when commuting, regardless of their
destination.

-Uber's emphasis on safety has been crucial in gaining the trust of its clients by giving
them confidence that they will arrive at their destinations safely each time they hail an
Uber car. Because it has allowed Uber to keep one step ahead of its competitors,
reliability is a crucial component of this powerful brand's potential change the world.

 Uber strategy main pillars: -

1. Increased service range to cater for the needs of great number of customers, Uber's
competitive edge is rightfully attributed to its extensive offering. Customers can select from
Uber X, Uber XI, Uber Pool, Uber GO, Uber AUTO, Uber Access, Uber MOTO, Uber
Premium, or Uber Rush, depending on their budget, the occasion, and the reason for the
travel. It is noteworthy that the ride-hailing behemoth has been steadily expanding its service
offering by leveraging the same platform and, thus, the same set of competitive advantages.
As a result, the company incurs little additional costs for each extra service, which positively
impacts the bottom line.

2. High level of user convenience, Uber provides users with unparalleled ease on several
fronts. There's no need to stand in line, call dispatch, or wave from the curb. From the
comforts of indoors, customers may use their phone to make a "Request" and wait to hear
back from their driver that they are "arriving now." Uber drivers typically arrive in 1-2
 minutes, even in crowded urban areas.Once they get at their location, patrons just express
gratitude and exit the vehicle. No need to take out your credit card or cash. The customer's
Uber account card is automatically charged for the payment, and an email receipt is
delivered. Furthermore, Uber makes it simple to resolve disputes. A map and a GPS track
are included with every ride receipt, and clients can file a complaint if their driver took a
longer route.

3. Cost-saving through innovation, Thanks to the app's revolutionary feature and capability
integration, the firm can enjoy the extensive user conveniences mentioned above at a
minimal expense. Thus, one could say that Uber's business strategy is centered on running at
cheap costs through innovation. Furthermore, one of Uber's primary competitive advantages
is its early entrant advantage in the online ride-hailing market.

 Competitive characteristics: -
- network effects: can frequently provide platform enterprises with a significant competitive advantage.
Because of network effects, the more users there are on the platform, the more valuable it is to the user.
Network effects come in two flavors: direct and indirect. Direct network effects occur amongst similar types of
users. An excellent illustration would be a vintage phone. If I have no one to call, I don't think a phone is worth
much. If every friend, business associate, and other person I know has a phone, then owning one is highly
valuable. Different types of platform users have indirect network effects.

Strong network effects can act as a barrier to entry in firms where new entrants must concurrently cultivate a
variety of user types. In the case of Uber, a sizable number of riders and drivers must be present on the
platform. The construction of this network is expensive, and small initial advantages may be insurmountable if
the first mover's platform's network effects have already materialized and reached a critical mass. In that case,
the platform will likely become more appealing to new users and close the distance to competitors.

- Brand name: Uber can readily draw drivers and passengers in new areas due to its reputation and brand.
Since 'taking an Uber' entered urban vernacular as a better alternative to cab in many places, its name has
become synonymous with ride-hailing (i.e., technology enabled taxi services). Because of its reputation, riders
would probably choose Uber first. Uber's name alone, however, most likely would not allow it to charge higher
costs for its service unless it could distinguish the service in a meaningful way from rival ride-hailing platforms,
given the sensitivity of most customers to price.

-Avoidance of regulation: Uber has a lower cost structure than traditional taxi services since it uses
noncommercial vehicles and its drivers do not need expensive commercial insurance or taxi medallions, among
other costs. Even if there may be an advantage and early success from this, eventually the regulators will catch
up and level the playing field for everyone. Uber will make sure that its interests are heard when new regulatory
frameworks are implemented thanks to its considerable resources and lobbying ability, but it is unlikely that the
firm will receive particularly favorable treatment from regulators given the multitude of other local and
international interests at stake. Uber cannot maintain a sustained competitive edge by avoiding regulations.

- Operational excellence: From an operational standpoint, Uber's platform development and

maintenance are rather straightforward. Uber would probably not have an edge because most purchase and
 maintenance chores are delegated to drivers, and the remaining tasks are technology-enabled. This levels the
playing field for other platforms.

- Economies of scale: Operational costs might be split between Uber and its drivers. Building and
running a software platform offers economies of scale, and this is one of Uber's primary resources. Smaller
competitors must develop nearly identical features, dividing the cost among fewer people. However, there are
also economies of scale associated with running larger car fleets, which puts Uber's strategy of having many
independent drivers at a disadvantage when compared to traditional taxi fleets.

 Uber’s target market:

Riders, who order rides_sharing services, The target market for Uber riders is huge and includes a diverse range
of demographic, behavioral, and psychographic characteristics.

Drivers, who provide the rides, with more definite qualities, the driver sector is smaller.

Uber Market Segmentation:

Four views need to be included in a comprehensive Uber study of the brand's target audience and market
segments: demographics, geographic, behavioral, and psychographic segmentation.

-Demographic Segmentation
Uber's intended rider demographic is 16 to 65 years old, while its popularity is highest among younger users, ages
16 to 24. There are both men and women in it. Almost everyone who has ever used a taxi service in the past has the
potential to use Uber, this includes young singles, families with young children, teenagers, empty nesters, seniors,
and those with physical disabilities; There are an estimated 4 to 5 million Uber drivers worldwide, and they tend to
be older with more driving experience. Demographics of Uber drivers show that just 6% are under the age of 30.

- Geographic Segmentation
Uber will be present in 10,000 locations throughout the globe by 2022. All of Europe, North America, Australia,
New Zealand, and Sound America are included in this. Uber is available in a few Middle Eastern and African
nations; although Uber is available in both urban and rural regions, its popularity is highest in the biggest cities in
the world.

- Behavioral Segmentation
The most downloaded travel app on iOS and Android is called Uber. The app got 95 million installs in 2020. 25% of
Uber users use the service at least once a month, demonstrating their extreme loyalty as consumers. Sixty-three
percent of other ride-sharing customers only use Uber; an additional source of income for those seeking a part-time
or side work is the Uber driver market segment. Less than 10% of Uber drivers are employed full-time. They
usually make $15 to $25 per hour, but if they carefully choose where they work and how they approach it, they can
make as much as $50.
 -Psychographic Segmentation
Uber users come from a variety of economic backgrounds; they include high-earning professionals, middle-class
workers, and thrifty students. Uber also caters to older adults and physically disabled individuals who wish to be
more mobile while still being convenient and affordable; most Uber drivers are friendly, gregarious, and eager to
meet and assist new people. Their personalities are bold and enterprising. According to an Uber driver poll,
compensation is the most significant factor, followed by the degree of freedom offered by the position.

 Uber’s Marketing Strategy:

Uber's product-focused marketing approach centers on an intuitive software that makes it easy to find
affordable rides. Furthermore, Uber has been successful in upending the traditional taxi industry thanks to its
data-driven technology, which offers total transparency, trip tracking, and a rating system for users. Uber has
always prioritized customer loyalty and offers rewards to promote customer retention.

Uber offers a wide selection of ride alternatives to meet the needs of its customers. These include UberX for
private rides, UberX Share for co-sharing journeys with others, Uber Green for environmentally friendly rides in
electric vehicles, and Uber Intercity for rides between cities.

Uber Eats is a strategic growth for the company, and this must be mentioned in any examination of Uber
marketing. During COVID, Uber's ride-sharing business suffered greatly, while its Eats services doubled, giving
the company much-needed reprieve.

Brand alliances are a cornerstone of Uber's marketing plan. The business is well renowned for its joint
marketing initiatives with household names. For example, Uber and Spotify have a well-known partnership
that allows users to enjoy their preferred Spotify songs while driving. Uber and Manchester United partnered
in 2017 to provide ride-sharing services to and from the team's English matches, as well as in-app promotions
and content for football enthusiasts throughout the globe.

Uber and Dettol teamed up during the epidemic to encourage health and safety when using ride-sharing services.
Uber drivers received hygiene kits from Dettol that included disinfectant and hand sanitizer.

Uber has positioned itself as a disruptor ever since its launch, and this marketing approach is still in place today.
According to a new ad, Uber gives drivers "new ways to work" and passengers "new ways to move."

 Value Proposition:
These days, the value propositions are widely recognized. Nevertheless, it is important to consider the value propositions
for various participant types, including the supply side.

Value proposition to riders: -

1. Custom ride: the "exact ride" (i.e., pick-up and drop-off points without any intermediate transit) that the user requires

2. The app provides you with the ride's expected time of arrival, duration, and pick-up.
 3.Affordability: usually less expensive than a similar taxi ride (surge pricing an exception); the rate estimate is given before
the ride

4. Pre-ordering is not necessary, although it is possible to purchase on-demand using the app. Uber wants to give
dependable transportation, so users don't have to schedule their travels in advance.

5. Rating system that allows for feedback

6. Convenience and ease of use: minimizing contact in all interactions, such as: (quick pickups, Option about the kind of
vehicle, there’s no need to provide the driver the route or destination. Transactions without cash)

Value proposition to drivers: -

1. Adjustable and consistent work schedules with self-assigned shift lengths

2. Being able to monitor one's income in real time, make quick money, and receive regular payouts

3. No boss

4. The driving app that facilitates planning, navigation, alerts, profits, and other features

5. Ease of enrollment: most drivers who own cars may easily fulfill the requirements to join (primarily: identity,
background check, vehicle inspection, 4-door car)

6. There is no initial cost to join.

7. The capacity to make more money than usual at periods of high demand

8. Driver rewards program: increasing incentives according to hours worked, etc.

9. The ability to obtain clients at the driver's no expense

10. Uber provides insurance during the ride.

11. Less expertise is needed than for taxi drivers

acquisition economics

Uber's business model places a lot of emphasis on interacting with adjacent and related firms to achieve high
growth rates. The artificial intelligence startup Mighty AI in 2014, the supermarket delivery service Cornershop in
2015, and the geographic software platform deCarta in 2015 are among Uber's most prominent acquisitions. The
ride-hailing behemoth concluded the acquisitions of car rental company Careem, food delivery service Postmates,
taxi booking and dispatch software Autocab, and transportation technology startup Routematch even in the
pandemic-plagued year of 2020.
 Channels: -

 Digital advertising channels:

Uber used word-of-mouth marketing as its initial marketing tactic.
They chose not to use television advertising, which is the
conventional method of promoting a product.
Uber's digital marketing approach was rather risky, but because it
was executed well, it was very successful.
Their online word-of-mouth spread. They leveraged social media's
influence to start a conversation about their goods.
 they have the audacity to rely solely on word-of-mouth as their
strategy since they were aware of the innovation in their goods.

 Campaigns:
free vouchers (such as those distributed at train stations or through in-
app discounts) whenever Uber launches in a new city.

 Social media and virality:

- YouTube – 400k
- Twitter – 1m followers
- Facebook – 22m likes.
- LinkedIn – 1.6m followers
- Pinterest – 450k viewer/month

 App stores (iOS, Android):

through high ratings, ads and being feature.

 Performance assment:-
-Employee value
Uber is a special case in point since they have two sets of workers to oversee.
Both their full-time staff and drivers must go through a review procedure that
they must keep up with. With instant feedback for drivers and a new
procedure that puts the needs of the staff first, they have successfully
accomplished both goals.

Standard rankings and ratings were used in the prior system for internal staff.
Employees felt helpless throughout this top-heavy approach, where managers
held all the authority; the system made managers and staff focus more on
previous performance than potential future outcomes. Furthermore,
supervisors were embracing their prejudices. A basic score was produced
because of the subjective approach and little input. Employees received no
value from this score.

Rather, Uber developed a brand-new tactic they refer to as the "T3 B3

process." Employees are asked to indicate their top three areas of strength and
improvement. This data, which comes directly from the employee and not
from supervisors, is used to set goals; positive reinforcement and helpful
advice can still be shared by managers, but they must ensure that the ratios of
each form of feedback are balanced by reviewing their feedback.

The company has benefited from the modifications. People that work at Uber
say things like "the culture is excellent." "A fast-paced environment and very
low-stress levels" are what they claim to have. Uber has been able to create a
collaborative environment with constructive criticism by celebrating people.

-Customer value:
Uber is unable to monitor the amount that users would be ready to pay, even if
they collect data on the cost of their journeys. The "value" that the consumer
receives for each journey they take is indicated by the difference between
these figures, however measuring the second one is quite difficult. It is
insufficient to estimate a customer's willingness to pay based only on their
past journey willingness. In addition to increasing the chance that non-
responses may skew the results, it also depends on accurate assessment of
willingness to pay in a hypothetical previous situation and sincere responses
rather than attempts to "game" lower prices. They labored to create a revealed
preference metric that took advantage of elements in Uber's pricing formula.

Since the automobile usually comes to the passengers, the convenience of not
having to look for taxis is the most major value offer for customers.
Customers may follow their itinerary and current location, and Uber cars are
typically accessible around-the-clock. Because the fares are less expensive
than taxi fares, passengers also benefit from them.

-Shareholders value:
 he intrinsic value of one UBER stock under the Base Case scenario is 45.55 USD.
Compared to the current market price of 70.21 USD, Uber Technologies Inc is
Overvalued by 35%.

During the last 12 months Uber Technologies Inc insiders have not bought any shares
and sold 142.6m USD worth of shares. The last transaction was made on Jun 17, 2024,
by Khosrow Shahi Dara (Chief Executive Officer), who sold 70.4m USD worth of
UBER shares.

 Performance Monitoring:
-Standards: -
Uber employs a range of performance management instruments to supervise
its personnel. These tools include GPS, geo-localization techniques, machine
learning models for matching, pricing, recommendation, and personalization,
algorithmic oversight systems that analyze worker performance, user-
generated rating systems that impact employability, algorithms for managing
and controlling digital workers, and process mining for global insights across
customer support processes. Uber can ensure smooth operations, improve
customer happiness, and monitor, assess, and optimize worker performance
with the use of these technologies. Uber hopes to sustain a high standard of
customer satisfaction and operational effectiveness throughout its
international operations by utilizing these various techniques.

- Customers satisfaction: -

 Metrics used to measure the satisfaction of customers.

Usually, measurement begins with data. Nowadays, most firms have a
wealth of data at their disposal. The difficulty lies in figuring out which
indicators offer the most insightful information for specific objectives. The
primary metrics to consider when gauging client satisfaction fall into a few
crucial categories:

 surveys
 Using surveys to get information about your clients' opinions is one of the
finest ways to do it. Typical survey questions to collect information on
customer satisfaction are as follows:

customer satisfaction score (CSAT)

The CSAT score is a survey outcome that expresses a customer's level of satisfaction with your
business. Give your clients a survey with a rating system on which they may express how satisfied they
are with your goods or services. SAT scores allow you to convert a subjective measure, such as a
customer's level of happiness or sadness, into a quantitative one.

Net Promoter Score (NPS)

By asking a consumer if they would be willing to refer you to a friend or colleague, the NPS
calculates how satisfied the customer is with your brand. Provide a survey to your consumers asking
them to rate how likely they are to refer you to others. This will convert their subjective brand loyalty
into easily interpreted numerical facts.

Customer effort score (CES)

You may determine whether clients find a specific component of doing business with your brand
challenging by using the CES. Soon after a customer completes an action, you send them a survey. How
easy or tough they found that action is one of the survey questions.

The primary drawback of the CES, as with the other survey results, is its
reliance on customer reporting. Customers must put forth more effort to
submit such feedback, and some won't even bother.

 Customer service data

First response time (FRT)
FRT is a customer service metric that measures the amount of time that passes between a
client's initial contact with your support team and your response; although prompt response times are
crucial, clients value problem-solving assistance more than prompt responses in the end.

First contact resolution (FCR)

The proportion of customer service queries that your team answers in the first response is
known as the first-contact ratio, or FCR. It will always be necessary to get in touch with someone more
than this to properly address any support queries. Therefore, stressing a satisfying resolution over a
quick one alone is more crucial.
 Ticket resolution time (TRT)
TRT is the entire time required to answer a customer service query; it is often referred to as TTR
(time to resolution). When combined with FRT and FCR, it helps paint a complete picture of how fast and
efficiently you're resolving client issues. A lengthy TRT indicates that your customer support staff would
need to reconsider your procedures and add some efficiency.

 Methods of measuring customer satisfaction

Choosing which metrics to monitor is just one aspect of creating a
customer satisfaction plan. Additionally, you must choose the techniques to
employ to gauge consumer satisfaction.

- KPIS
1-Gross Bookings: This represents the total fare charged to customers before
deducting Uber's commission and any other fees.It is a key indicator of the overall
demand for Uber's services.

2- Net Revenue: This is the revenue that Uber retains after deducting driver payouts,
promotions, refunds, and other costs. It reflects the company's actual revenue from its
operations.

3-Number of Trips: The total number of rides taken by customers using Uber's
platform. This metric indicates the level of activity on the platform.

4-Active Users: The number of unique customers who have taken at least one trip
within a specific time frame (e.g., monthly active users). This metric helps assess the
size and engagement of Uber's customer base.
 5-Average Revenue per User: This metric calculates the average revenue generated
by each active user over a specific period. It helps in understanding the value derived
from each customer.

6-Driver Acquisition and Retention: Uber pays attention to metrics related to driver
acquisition costs, driver churn rate, and driver satisfaction to ensure a sufficient supply
of drivers on its platform.

7-Trip Completion Rate: The percentage of trips that are completed successfully
without any issues. This metric reflects the reliability of Uber's service.

8-Cancellation Rate: The percentage of trips that are canceled by either drivers or
passengers. High cancellation rates can indicate inefficiencies in the system.

9-Average Trip Duration: The average time it takes for a trip to be completed. This
metric can help in optimizing driver efficiency and customer satisfaction.

10-Market Share: Uber tracks its market share in key regions to assess its
competitive position against other ride-hailing and transportation companies.

Data Repository

IT systems and technology

Uber's core technology infrastructure includes:
1. Mobility Innovation: Investments in emerging transportation technologies like
autonomous vehicles, electric vehicles, and micro-mobility solutions.
2. Driver Management System: Tools and apps for driver onboarding, background
checks, vehicle inspections, route mapping, earnings tracking, and communication
with the driver base.
3. Data Analytics Platform: Advanced data processing and business intelligence
systems that leverage Uber's vast troves of rider, driver, and operational data to
inform decision-making.
4. Artificial Intelligence/Machine Learning: Al-powered systems for demand
forecasting, dynamic pricing, routing optimization, and various operational
efficiencies.
5. Cybersecurity and Fraud Prevention: Robust security controls, fraud detection,
and risk management systems to protect user data and transactions.

data analysis tools

Data Collection Tools:

SQL Databases:
MySQL: This is a popular open-source relational database management system
that can be used to store and query Uber's structured data, such as ride details,
driver information, and user accounts.
-Data Warehousing:
Uber has built a sophisticated data infrastructure, including data warehouses and
, to store and manage their vast amounts of structured and unstructured data.

2-Data Processing Tools:

-(Python): Uber's data scientists can leverage this powerful data manipulation and
analysis library in Python to perform advanced data cleaning and preprocessing
tasks.

-Power BI: Microsoft's Power BI platform can be used by Uber to build

comprehensive data visualization and reporting capabilities, enabling data-driven
decision-making.

front-office operations
1. Demand Forecasting and Dynamic Pricing:
* Uber's data science teams analyze historical trip data, real-time demand
patterns, and external factors to predict rider demand.
2. Routing and Dispatch Optimization:
* Uber's routing and dispatch systems leverage advanced analytics and machine
learning to efficiently match drivers to rider requests.
* Real-time data on traffic conditions, driver locations, and trip durations are used
to plan optimal routes and minimize wait times.
3. Driver Onboarding and Allocation:
* Uber's data on driver signup, availability, and performance informs decisions
around onboarding new drivers and dispatching them to areas of high demand.
4. Product and Feature Development:
* Insights from rider and driver data analysis guide the development of new
products, services, and features on Uber's platforms.

back-office operations
1. Financial Planning and Modeling:
- Uber's finance teams utilize data-driven forecasts, scenario analysis, and
profitability modeling to optimize the company's financial performance.

2. Human Resources Management:

 - Data on driver and employee demographics, retention, productivity, and
satisfaction informs Uber's HR strategies around recruitment, training,
compensation, and workforce planning.

3. Supply Chain and Logistics Optimization:

- Uber's logistics research covers areas like vehicle procurement, maintenance,
and distribution to ensure an efficient and cost-effective fleet operation.

4. Risk Management:
- Uber's data analysts monitor regulatory changes, local market dynamics, and
emerging risks to ensure the company's operations and policies remain compliant.