Ubertechnologiesinc 150413025933 Conversion Gate01

Biz Model for
Uber Technologies Inc.

A REAL-TIME RIDESHARING SERVICE
A M B R E F I S C H E R | A R N AU D L E G R I S | C H R I S TO P H E R L A U R E N T I U S | J O YC E L I M | K E O N G P E I Q U A N | R AY M O N D U N G
Business models for other technologies can be found here: http://www.slideshare.net/Funk97/presentations
Agenda
1.
Background of taxi services and real-time ridesharing
2.
What does Uber Technologies Inc do?
3.
Value Proposition
4.
Customers and Market
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC.
Background Taxi Services

More convenient than other modes of public transport
when going at a specific destination
Higher fees than other modes of public transport
Fixed price based on base fare, distance, time, peak
hours/weekends & public holidays, advanced booking fees
Requires a government license to be a taxi driver

Car rented by the taxi operator
Taxis can be hired
Hailing on the street

Waiting at specific taxi stations
For immediate booking by SMS, phone call, app
For advanced booking by phone call, apps
Agenda
1.
Background of taxi services
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A

Network Orchestrator, connecting passengers with drivers
Manages a network of drivers and passengers through a phone application
Provides options and varieties in the transportation service
GMC Yukon Denali
Toyota Camry
BMW 7 series
Mercedes S-Class
Source of image: https://www.uber.com/
Uber: Real-Time Ridesharing

(FROM) RIDESHARING
Incremental
Evolution
(TO) REAL-TIME RIDESHARING
Shares the same car and destination
Shares the same car and destination
Shares the cost of gas, toll fees, parking
Individual costs
Pairs passengers and drivers who are heading in

the same direction / heading to the same
destination
Uses latest technologies
Time Sharing
Social Networks
Uses GPS and smartphones

Geared towards profit or commercial gain
Uber: Real-Time Ridesharing

Yes
Real-Time Ride Sharing:

Uber, Lyft, etc..
Profit-driven
Drivers
Destination decided by
Passengers
Ride Sharing:
Neighbor, Colleague, Carpool, etc
No
Source of image: http://marketrealist.com/analysis/stock-analysis/technology/internet/charts/?featured_post=70133&featured_chart=70136
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
Value Proposition
EVERYONES PRIVATE DRIVER
One tap to ride
Reliable Pickup
Status Sharing
Ride Feedback
Cashless
EVERYONE CAN BE A DRIVER
Flexibility to drive
Extra Income
Drive with Assurance
Value Proposition Network Orchestrator

Picks the passenger and brings him
to the destination
Passenger
Request for
ride
Notification of
the request
Notification of
acceptance
Accepts
request
- Pay the ride

- Give feedback
App
Driver
- Indicates navigation
- Estimates fare &
time
GPS
10
Value Proposition A cheaper ride compared to Taxis

Ubers structure is simpler, thus generating lower costs which allows them to propose a lower price
No inventory
Uber doesnt have to pay fees as they are not taxi service operators
They are network orchestrators matching drivers and passengers
Drivers do not have to pay for professional fees to deliver the service
Uber drivers are partners not employees

Ease of becoming driver
More drivers than taxi drives in NYC 1
Majority of drivers are part time , only 38% worked full time 2
Part time driver can accept lower revenues than normal taxi drivers
1 http://www.digitaltrends.com/mobile/more-uber-cars-yellow-taxis-nyc/
2 http://techcrunch.com/2015/01/22/uber-study/
11
Value Proposition Surge Pricing: Meeting high

demand
Surge Pricing : Uber rates increase to ensure reliability when demand cannot be met
Encourage more driver to be available.
DEMAND/SUPPLY ALGORITHM
Heat mapping to indicate where the demand is
God View real time aerial view of the
movement of cars1
SURGE PRICING ALGORITHM

Automatically detects situations of high demand
and low supply and adjusts price accordingly,
depending on the level of shortage.
Plenty of other data analyses, such as

Analyzing how many times the app is open
Analyzing accuracy of demand prediction to refine the
prediction algorithm
Calculating probability of accurate destinations and
popular destinations2
1 http://www.reuters.com/article/2014/12/16/us-uber-privacy-idUSKBN0JU2DT20141216
2 http://blog.uber.com/passenger-destinations, http://blog.uber.com/2012/11/12/uberdata-mapping-a-citys-flow-using-ubers-ridership-data/
Source for both images: http://www.wired.com/2011/04/app-stars-uber/
12
Value Proposition Surge Pricing: Patent Pending

US 2013/0246207A1 (pending grant)
System and Method for Dynamically Adjusting Prices
for Services
Pricing algorithm automatically detects situations

of high demand and low supply and hikes the price
in increments, depending on the scale of the
shortage.
Algorithm results in increased supply and reduced
demand.
Through these two mechanisms, the company is able
to (a) increase supply, (b) assure reliability, a key tenet
of the company, and (c) maximize the number of
completed rides. Bill Gurley, Uber investor and
board member
E.g. prices to be changed if

utilization rate falls below 60% or
above 80%; or demand and
supply model that compares the
number of drivers to passengers.
Price adjusted relative to a fixed
price i.e. using a multiplier
Source of image: Patent No: US 2013/0246207A1 by Uber Technologies Inc, System and Method for Dynamically Adjusting Prices for Services
13
Value Proposition Surge Pricing Example(1) Demand

Supply Equilibrium
$10
Normal Fare
14
Value Proposition Surge Pricing Example(2) Demand >

Supply
$10
Fare Increases
$15
15
Value Proposition Surge Pricing Example(3) Demand <

Supply
$15
Fare Decreases
$10
16
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
17
So who do you think are Ubers customers?

1) Drivers 2) Passengers 3) Both?
Source: Google Search Definitions
18
Ubers definition of customer:

Individuals requesting or ordering an on-demand service, where a service provider refers to individuals
or entities that can provide the requested service e.g. car/taxi service.
Passenger
$$$
CUSTOMER
Paying for the service (transportation)
Commission
Uber
Driver
PARTNERS
Complementary Service Provider, NOT customer
19
Customer Segments (by needs)

I want a ride (Taxi, UberX, UberTaxi, Lyft)
I want a luxury ride (Limousine Taxi, UberBlack)

Im willing to pay more to get a ride NOW (UberX,
Lyft)
I want the highest probability of getting a ride
I want a taxi NOW
I want to share the ride to reduce cost (UberPool)

I want a scheduled ride (Taxi)
I want a consistent good user experience (Uber,
Lyft)
Key Differentiators between the different options:

Price
Time
User experience
Options
20
Targeted Customer Segments (Real-time Ridesharing)

EARLY ADOPTERS
EXAMPLES OF CUSTOMERS
Tech-Savvy Users
UberPool Non-working group e.g. students,

young adults
Smartphone Users
UberX e.g. working adults, people in a rush
Users who value time

People who appreciates having a ride confirmation
shortly after the need arises
Users with (limited) spending power. They are

either
UberTaxi e.g. the usual taxi passenger

UberBlack (Premium) e.g. professionals, people
who wish to show off
People who wish to save money but still get the

convenience or
They have the power to hail a ride at any price
21
Ubers Estimated Market Share (NYC Jan 2015)

Total Taxi Market
135 million rides

~$1.9 Bn
40% of Total NYC Taxi Market (advanced

booking taxis, Uber, Lyft)
Target Market
55 million rides
~$1 Bn
45% of advanced booking Taxi Market 17% of

Total Taxi Market
Uber Market
Share
25 million rides
$0.4 Bn
Total Taxi market : http://www.statisticbrain.com/taxi-cab-statistics/

Uber Marke share: http://www.northjersey.com/news/move-to-regulate-ride-share-services-like-uber-lyft-advances-in-nj-video-1.1292267
Market Comparison in %: http://www.businessinsider.com/uber-revenue-rides-drivers-and-fares-2014-11?op=1
22
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
23
Value Capture
Pricing & Payment
Uber set prices for rides
Peak hours
Customers pay Uber with
credit card (not the drivers)
Splitting the Proceeds

20% of the ride go to Uber
Commission-based
Depends on the city and
competition
From revenues to Profits

Uber cover expenses (R&D,
marketing)
Employees & infrastructure
in cities
Reinvest to Grow
R&D and acquisition of new
business
24
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
25
Competition
Smartphone
Applications
Taxis
Real-time
Ridesharing
26
Competitive Analysis Uber vs Taxi (1)

Uber
Taxi
Advance Booking
No
Yes
Hiring Method
Smart Phone App
Flag/Call Center/App/Dedicated taxi queue
Payment
Cashless
Cash/Credit Card
Driver/Passenger Rating
Available
NA
Pricing Structure
Flexible
Structured
Fare Sharing
Anyone
Limited to friends
ETA to Destination
Available
NA
ETA of the Ride
Available
Available (Apps Only)
Car
Self
Rented from Taxi Company
Drivers perspectives
Flexible
Rigid
Law & Regulation (more on this later) Grey Area
Well-defined
Value Capture to Company
Rental Fee, Advertisement
Commission Fee
27
Competitive Analysis Uber vs Taxi (2) Pricing Structure

UBER
TAXI
Base fare
Base fare
Metered fare based on time/distance
Metered fare based on time/distance
Surge pricing
Additional costs
During high/low demand
Peak hour / midnight surcharge

Public Holiday surcharge
Advanced booking fee
Luggage fees
Area based surcharge
City
Airport
28
Competitive Analysis Uber vs Taxi (3) Pricing Structure
Graphs from: http://www.businessinsider.sg/uber-vs-taxi-pricing-by-city-2014-10/#.VQ7j7-6UfP8
29
Competitive Analysis Uber vs Taxi (4) Drivers Perspectives

UBER
Requirements
No professional taxi license required
Require your own vehicle
Income
Flexible timing part time work
Surge pricing may provide higher hourly wages
Expenses
Petrol
Personal insurance
Maintenance of personal vehicle
TAXI
Requirements
Professional taxi license / medallion
Income
Full time work (i.e cover daily rental work)
Fixed surcharges
Expenses
Fixed rental fees for taxi to be paid
License fees as a taxi driver to be paid
30
Competitive Analysis Uber vs Taxi (5) Drivers Perspectives
Image from: http://techcrunch.com/2015/01/22/uber-study/
31
Competitive Analysis Uber vs Lyft (1)

UBER
LYFT
Winner
Cost
Lower on Average
Higher
UBER
Surge Pricing
No Cap
Cap at 200%
LYFT (Passenger POV)
Surge Pricing
No Cap
Cap at 200%
UBER (Driver POV)
Company Investment (2014) ~$405 Million
~$330 Million
UBER
Safety
Insurance/Driver Rating
Insurance/Driver Rating
TIE
Customer Support
Online Support
24/7 Call Centre
TIE
Professionalism
Feels professional
Feels friendly
UBER
Service/Experience
Passenger-Driver Relationship Friendly Ride
Legality
Issues on real time ride sharing
LYFT
TIE
Winner UBER
32
Competitive Analysis Uber vs Lyft (2) Surge Pricing vs Prime Time

Similarities
Demand/supply algorithm
Both increases supply during high demand periods but
the limit of Prime Time also means that comparatively,
Uber partners would earn more during the same
period if demand is extremely high.
Differences
Surge Pricing: no cap (except for abnormal disruption
of the market more on that later)
Prime Time: 200% price surge i.e. cap of 3x fare
NYE 2014: 400% increase i.e. cap of 5x fare
The success of Ubers Surge Pricing

2 million matched rides on NYE 2014 (worldwide)
Source of image: http://blog.uber.com/cheersto2015
33
Competitive Analysis Uber vs Lyft (3) Prices in different states

$3.00
$2.50
COST
$2.00
$1.50
$1.00
$0.50
$0.00
Source of image: Uber and Lyft websites
34
Overall Competitive Analysis

Strategy Canvas for Uber, Lyft and Taxi
6
Advance Booking
Law & Regulation
Hiring Method (User Friendliness)
Cashless Payment
Fare Sharing
Drivers Flexibility
Go-to Market Car Flexibility
User Experience
Ride Information
Uber
0
3
5
5
5
5
5
5
5
Taxi
5
5
3
3
3
3
3
3
3
RATING
4
3
2
1
Advance
Booking
Law &
Regulation
Hiring Method
(User
Friendliness)
Cashless
Payment
Fare Sharing
Uber
Taxi
Drivers
Flexibility
Go-to Market
Car Flexibility
User
Experience
Ride
Information
Lyft
35
Lyft
0
3
5
5
5
5
3
5
5
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
36
Strategic Control
First mover advantage
Accumulate a larger parnter installed base, and realtime ridesharing apps thrive on the size of customer
base
Barrier to entry
Patent applications
If granted, Uber will be the only company in this line of business to
have related patents
But most patents refer to business methods
Network Effects
Customer
Partner
Source of image: http://patentvue.com/2014/03/04/sidecar-and-uber-patent-portfolios-lead-the-ride-sharing-industry/
37
Strategic Control
Retain
& Gain
New
Drivers
Customers
Price promotions
Partnerships with
local establishments
e.g. restaurants,
shops
Partner rewards program

Vehicle Financing
Health Care Incentives
etc
38
Agenda
1.
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
39
Issues (worldwide)
Issues
Solutions
Driver/Passenger information, GPS following rides
Trust and Safety issues

Alleged (sexual) assaults
Alleged Kidnapping
Legal issues
Insurance coverage for accidents
Regulatory laws Illegal taxi operation?
Surge Pricing
Panic Button
Background checks, identification of new
technologies
Metromiles Uber Car Insurance
Insurance Coverage for UberX
Apps terms and conditions
Conforming to the laws
Cap on fares for certain events
40
Issues: Background checks

All drivers are screened against:
County courthouse records

Federal courthouse records
Multi-State Criminal Database
National Sex Offender Registry screen
Social Security Trace (lifetime)
Motor Vehicle Records (historical and ongoing)
In Nov 2014, Uber started a safety review to

identify new technologies such as
Biometrics and
Voice verification
Further suggestions by U.S. Congress, Mar 2015

Adopt fingerprint-based background checks
Source of image: https://www.uber.com/safety
41
Issues (worldwide)
You understand, therefore, that by using the application and the service, you
may be exposed to transportation that is potentially dangerous, offensive, harmful
to minors, unsafe or otherwise objectionable, and that you use the application
and the service at your own risk. - Ubers Terms & Conditions
Issues
Alleged Kidnapping
Legal issues
Surge Pricing
Solutions
Panic Button
Background checks, identification of new technologies

42
Issues: Insurance Coverage for UberX

UberBlack, UberSUV, or UberTAXI rides are
provided by commercially licensed and insured
partners and drivers. How about UberX?
Uber introduced insurance coverage for the UberX
rides in Mar 2014.
$1 million of liability coverage per incident.
$1 million of uninsured/underinsured motorist bodily
injury coverage per incident.
Contingent comprehensive and collision insurance.
No fault coverage (e.g., Personal Injury Protection)
$50,000/$100,000/$25,000 of contingent coverage
between trips.
Source of image: http://blog.uber.com/ridesharinginsurance
43
Issues: Metromiles Uber Car Insurance

Covers drivers for miles in between trips
Uses a cellular gadget that plugs into their vehicles
diagnostic port.
Recognizes when drivers are working and are covered
by Ubers insurance so it only charges them for miles
they drive for personal use.
Complements UberX Car Insurance

$50,000/$100,000/$25,000 of contingent coverage
between trips.
As a result Drivers do not have to fear

Being denied coverage by personal insurance
Potential limitations of their personal insurance
coverage while logged on to a rideshare app.
Source of image: http://blog.metromile.com/blog/2015/1/28/uber-partnership
44
Issues: Regulatory laws is Uber legal?
Source of image: http://www.taxi-deutschland.net/images/presse/Infografik_Uber-legal-issues_EN_v12_RGB_2015-02-06_final.jpg, used under the CC BY-SA 4.0 Intl Licence
45
Issues (worldwide)
Issues
Alleged Kidnapping
Legal issues
Surge Pricing
Solutions
Panic Button
Background checks, identification of new technologies

46
x normal rate
min rate
A 1km ride will cost you USD 650
Issues: Surge Pricing

Source of image: http://www.businessinsider.sg/ubers-highest-surge-price-ever-may-be-50x-2014-11/#.VRuIMO6UfP8
47
Issues: Surge Pricing

Uber came under fire for the surge pricing algorithm during the events:
Hurricane Sandy
(elsewhere) Sydney Hostage Siege
Capped surge pricing from Jan 2015 for abnormal disruption of the market events
If Uber puts surge pricing into effect during an abnormal disruption of the market, Uber will not set the price for
any transportation option above a multiple of the base fare to the determinedbased on the prices set by Uber for
the
transportation
the sixty days
preceding
commencement
of theaabnormal
i.e. same
If in the
past 60 days,optionduring
the 4 highest multipliers
were
3x, 4x, 5xthe
and
6x, Uber will charge
maximumdisruption
of 3x the of
the market. To determine the price cap for normal
a transportation
option
in a city and surrounding area, Uber shall first
fare for such
events.
identify the three highest prices it set, on different daysPrice cap shall be the next highest price that was set for
the same transportation option not including the days on which the three highest prices were set.
48
Agenda
1.
Background of taxi services and real-time ridesharing
2.
3.
Value Proposition
4.
5.
Value Capture
6.
Competition
7.
Strategic Control
8.
Uber, an issue?
9.
10. Q&A
49
UberGarage - Experimentation
UberFRESH & UberESSENTIALS
Delivery lunch & various products

At an experiment stage
No delivery fee for Essentials fixed $3 fee for Fresh, no tips to the driver
Make money with product margin
Based on the same business model (drivers, app: location, payment, rating)
Create value to customers: convenient, very fast (10 minutes)
UberCARGO
UberRUSH
UberPOOL
Uber Business
Reliable ride for your employees
50
Improving Existing Business

UBER
Incentive Program
Extra
Insurance
Coverage
Driver/Rider
Preference
Uber Mobile App Protection
PASSENGERS
DRIVERS
51
Alternative Business Models Customer Segments

UberAlternate
UberAlternateX
Similar to UberX but using other forms of transport

e.g. bicycles or motorbikes.
Target segment: Passengers in developing countries /
countries where public transport is not well
established
High end luxury transport

Target segment: Niche segment: luxury
Available for high end car
52
Alternative Business Models Customer Segments

UberTour
UberX for tourist attractions within the city/country
Planning of ride itinerary and following available tour
vehicles
Target segment: Tourists with their own (flexible)
itinerary
53
Alternative Business Models Value Capture

UberCredits
Passenger can buy $100 of UberCredits and be rewarded with an extra $20.
Entice more passengers to use Uber, which will increase demand and make drivers happy.
UberAdvertising
Advertisements on the app and within the car
Advertising revenue
54
Alternative Business Models Long Term

In the Future (10-15 years)....
Driverless Uber
Use driverless car, when driverless car is available & legalized
Uber Next
Predict the need of a ride based on data, schedule, etc
55
Lastly, if anyone is interested.

Apply now through: https://www.uber.com/jobs/54600/apply?gh_jid=54600
56
Q&A
P.S. FOR QUESTIONS ON JOB APPLICATIONS, PLEASE SEND DIRECTLY TO
UBER.
57
Backup Slide: UberPOOL

UBERX
UBERPOOL
Images from: http://blog.uber.com/UberPoolDriver
58
Backup Slide: Surge Pricing Technology example

In San Francisco, there can a high number of requesters at a Data is stored in appropriate system databases so that a
certain time where transportation services are requested so
historical record can be maintained. The historical record
that there is a spike in demand, while supply remains the
can include requester data and provider data received at
same.
particular dates and times previously received.
In comparison, in a nearby city, such as San Jose, there is no In some examples, the historical data can also be used to
spike in demand for the transportation services or food
approximate the amount of requesters and the amount of
services at the same time.
service providers at a particular geographic region at a
certain time and/or date.
Due to the limited availability (e.g., inventory) of drivers and
vehicles, the system can adjust the price for the service
In this manner, information can be collected, stored, and
(e.g., increase the cost) for the requesters in San Francisco
maintained for future use (e.g., for price adjustment at a
(or to requesters in a region within San Francisco).
later time or for predicting future supply and demand for
the service).
For those requesters and service providers, the price for the
particular service can be adjusted (e.g., increased), while
For example, the data collected on Friday evenings can be
the price (e.g., the default price value) for other requesters
useful in predicting supply and demand for future Friday
and services providers in other areas remains the same. The
evenings (e.g., can be used to determine trends).
parsed data can also be stored in one of the system
Forecasting future spikes in demand, for example, can be
databases, such as a pricing data database, so that the price
useful in making sure a sufficient amount of service
adjustment can retrieve previously parsed data at different
providers are available at the future time to meet the high
times.
demands.
59
Backup Slide: Surge Pricing System

60
Backup Slide: Increase vs Decline of apps to flagging
Image from: http://www.cnet.com/news/uber-lyft-are-sinking-san-francisco-taxi-business/
61
Backup Slide: Competition (Uber vs other apps)

Uber
FlyWheel
Lyft
Go-to Market
Luxury/Private Cars/Existing
Taxi
Existing Taxi
Private Car
Marketing Strategy
Free credits, celebrity

endorsement, social media
No surge, non-a******
alternative to Uber
Branding(Moustache)
Tools
Smartphone
Taxi meter, Smartphone
Smartphone
Payment Method
Cashless
Cashless
Cashless
Taxi Fare
Cheaper than traditional taxi Traditional Taxi Fee
Cheaper than traditional taxi
Advance Booking Option NA
Available
NA
User Experience
NA
Fare Sharing
Uber Pool
NA
Line Lyft
Surge Pricing
No limit
NA
Cap at 200% i.e. 3x fare
62
Backup Slide: Competition (Market Share)
Image from: http://www.cnbc.com/id/102240065
63
Backup Slide: Competition (Uber vs Lyft)
64
Back up Slide: Becoming Uber driver in Singapore

Private hire license
Commercial insurance
65

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Biz Model for

Uber Technologies Inc.

Background of taxi services and real-time ridesharing

What does Uber Technologies Inc do?

Customers and Market

Improvements & Alternatives

UBER TECHNOLOGIES INC.

Background Taxi Services

Requires a government license to be a taxi driver

Hailing on the street

UBER TECHNOLOGIES INC.

Background of taxi services

What does Uber Technologies Inc do?

Customers and Market

Improvements & Alternatives

UBER TECHNOLOGIES INC.

What does Uber Technologies Inc do?

GMC Yukon Denali

Source of image: https://www.uber.com/

UBER TECHNOLOGIES INC.

Uber: Real-Time Ridesharing

(TO) REAL-TIME RIDESHARING

Shares the same car and destination

Shares the same car and destination

Shares the cost of gas, toll fees, parking

Pairs passengers and drivers who are heading in

Uses latest technologies

Uses GPS and smartphones

UBER TECHNOLOGIES INC.

Uber: Real-Time Ridesharing

Real-Time Ride Sharing:

UBER TECHNOLOGIES INC.

Background of taxi services

What does Uber Technologies Inc do?

Customers and Market

Improvements & Alternatives

UBER TECHNOLOGIES INC.

EVERYONE CAN BE A DRIVER

UBER TECHNOLOGIES INC.

Drive with Assurance

Value Proposition Network Orchestrator

- Pay the ride

Value Proposition A cheaper ride compared to Taxis

Uber drivers are partners not employees

UBER TECHNOLOGIES INC.

Value Proposition Surge Pricing: Meeting high

SURGE PRICING ALGORITHM

Plenty of other data analyses, such as

UBER TECHNOLOGIES INC.

Value Proposition Surge Pricing: Patent Pending

Pricing algorithm automatically detects situations

E.g. prices to be changed if

UBER TECHNOLOGIES INC.

Value Proposition Surge Pricing Example(1) Demand

UBER TECHNOLOGIES INC.

Value Proposition Surge Pricing Example(2) Demand >

UBER TECHNOLOGIES INC.

Value Proposition Surge Pricing Example(3) Demand <

UBER TECHNOLOGIES INC.

Background of taxi services

What does Uber Technologies Inc do?

Customers and Market

Improvements & Alternatives

UBER TECHNOLOGIES INC.