what is uber presentation

This free eBook goes over the 10 slides every startup pitch deck has to include, based on what we learned from analyzing 500+ pitch decks, including those from Airbnb, Uber and Spotify.

The Pitch Deck Uber Used to Raise $200K

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As of 2022, ride-hailing service Uber operates in approximately 72 countries and 10,500 cities around the world, but the company didn’t get to this point overnight.

As with most successful startups, Uber began its journey with a pitch deck that founders Garrett Camp and Travis Kalanick created all the way back in 2008 and used to raise their first round of funding the following year.

Uber has changed a lot from its conception and early days — it was originally envisioned and pitched as a luxury alternative to traditional cabs —  and is now the world’s largest ride-sharing app, which also offers food and package delivery services and other transportation services.

Because of its vast success, many startups today use the Uber pitch deck as a template for their pitches. This article will go over the deck slide by slide and provide a brief analysis of the content, so you can take away some learnings to apply to your fundraising pitch deck.

The First Uber Pitch Deck from 2008

Uber pitch deck slide 1: title.

The first thing you’ll notice on slide one of the pitch deck is that Uber was originally known as UberCab.

Below the company’s original name is an image of a black Mercedes Benz, flanked on either side by an iPhone and a Blackberry. These images subtly allude to the original intention behind Uber, which was to create a luxury taxi alternative targeted at business professionals.

The last thing on Uber’s original pitch deck’s first slide is the phrase “Next-Generation Car Service,” a tagline about what the service was aiming to be to give potential investors an idea of what was to come in the following slides.

Uber Slide 2: Problem

The second slide in Uber’s pitch deck starts to explain the problems with taxi services in 2008. It mentions aging fleets and inefficient technology, including reliance on radio dispatch technology and the need to hail a taxi by calling a dispatch or flagging one down by hand.

The slide also mentions problems faced by cab drivers, including the lack of any type of GPS coordination for pickups and the significant amounts of dead time spent without any fares.

Ride-sharing services like Uber and those that came after it have drastically changed the face of ride hailing over the last 10+ years, but try to think back to how much more complicated getting a cab was in 2008. This slide laid out the problems with taxis in simple terms that most potential investors could easily relate to back then.

Uber Slide 3: Problem Continued

Uber’s third slide continued explaining the problems with taxi services, specifically how taxi monopolies reduced the quality of cab services, how expensive it was for new drivers to get into the industry, and how little drivers were paid. It also mentioned how there were no incentives for either customers or cab drivers to hold them accountable during rides.

The last sentence on the slide coins a term that would foreshadow what was to come: “Digital Hail,” or a new way to hail cabs digitally and avoid the need to do so in the street. You can see that, by only the third slide, potential investors should have now been very keen to find out what Uber’s solutions to these problems within the ride hailing sector were going to be.

Uber Slide 4: Concept

With potential investors now ready to hear about how Uber planned to disrupt the taxi industry, the next slide in the pitch deck introduced the company’s concept in detail.

The founders pitched Uber as “a fast & efficient on-demand car service,” as well as introduced their target market as professionals in American cities, starting with San Francisco and New York.

The fourth slide also goes on to start explaining how the service will solve some of those previously mentioned problems, including shortening wait times and incentivizing drivers.

You can see in this slide that Uber was originally really focused on pitching a luxury service, similar to what Uber Black is today, to provide a chauffeur-like experience with the convenience of an on-demand cab. Though the initial concept didn’t stick, this would have been interesting to potential investors, as nothing like this existed at the time.

Uber Slide 5: Concept Continued

The next Uber pitch deck slide continued to explain the concept, providing easily-digestible details about how the service would actually work.

The information on this slide directly addresses more of the problems that the deck already mentioned, stating how Uber would be a members only service and establish high levels of trust between clients and drivers, while allowing drivers to work without the high costs associated with driving traditional taxis.

Overall, the length of the information in the pitch deck about Uber’s solution runs a little long. They could have condensed slides four and five into one shorter slide and still gotten the point across.

According to Y Combinator , seed round pitch decks should explain what your company does very clearly, in as few words as possible, and describe the concrete benefits your concept provides. The Uber deck’s slides on their solution are slightly too wordy and could have provided a briefer, more high-level look at the concept.

Uber Slide 6: Key Differentiators

On the sixth slide, Uber’s founders used short bullet points to lay out their concept’s key differentiators in a way potential investors could easily digest. Specifically, the Uber founders are comparing their company to traditional cab companies.

When you’re pitching an idea for a startup to raise funding, slides like this are incredibly important because they allow your audience to skim them and gain a quick understanding of what your idea is and how it is different compared to competitor businesses in the same niche.

Uber Slide 7: Operating Principles

The seventh slide is a place where Uber’s pitch starts to look a little dated. This slide also uses bullet points, but they make somewhat general claims about how the service will operate with no supporting information to back them up.

Phrases like “statistically optimized response time” and the “the best end-user experience possible” show that Uber’s founders had big ambitions, but they fall a little flat here without any elaboration. This was probably an unnecessary slide, or at least one that could have been executed better.

Uber Slide 8: Uber App

The next slide states that Uber will work using a 1-click request app from geo-aware devices, such as those pictured below the text. This slide also says that you would be able to send an SMS text to request a pickup from any phone, which is something that never manifested.

Another thing to note about slide eight is that it doesn’t include real mockups of what the Uber app would look like. If you’re going to include images of devices that an app is going to function on, the best practice is to edit them to show a mockup of one or more screens of the app.

Uber Slide 9: Uber Website

The ninth Uber pitch slide explains how the services website would work, stating that you would be able to book pre-scheduled trips and set default pickup locations, such as “home” and “work.”

At the time, these would have been exciting features for potential investors to hear about because there were no other online services that allowed people to schedule rides and store GPS information about their locations for ease of use. 

The image on this slide also gave the audience a sneak-peak of how users could view the locations of nearby Uber fleet drivers, which was a nice visual touch.

Uber Slide 10: Use Cases

Next, we see another text-only slide that uses clear, concise bullet points to illustrate potential use cases for Uber. There’s nothing too surprising here, and the use cases are all pretty plausible, other than the bullet point about working while commuting with in-car WiFi — this is another feature from the original luxury ride concept for Uber that never came to life.

Other than the WiFi, all the use cases on this slide are things people use Uber for today. Use cases like these are very important to include in any pitch deck to help potential investors envision where your product can fit into the market and how people will actually use it.

Uber Slide 11: User Benefits

The 11th slide in Uber’s original pitch deck is a bit confusing. It starts off with saying “cabs don’t guarantee pickup,” which doesn’t seem like it’s necessarily true. After all, if you call a cab service and request a pickup, they will dispatch a car to you, though it’s true that it can take a long time for them to arrive.

The other points about car services being slow and expensive are true enough, and the slide concludes by framing Uber as a sort of happy medium between a taxi and a limo service. Overall, this is another slide that could have probably been left out or done differently, as the user benefits should have already been pretty clear from earlier slides.

Uber Slide 12: Environmental Benefits

In slide 12, Uber’s founders emphasize how Uber will have a positive effect on the environment. They stated that, since drivers don’t have to drive around searching for fares, vehicle resources would be used more efficiently. The slide also mentions the use of more efficient hybrid vehicles and the option to carpool with other riders to reduce carbon footprints.

This is all good information to include in a pitch deck, as many prospective investors want to know what the environmental impact of your business could potentially be. Concern about the environment has certainly grown since 2009, too, so environmental impact info is more important than ever.

Uber Slide 13: Fleet Info

Moving on to slide 13, we see some information about the cars Uber originally intended to use for their fleet, which also supports some of the environmental information from the previous slide by showing the fuel efficiency of the cars.

It seems that Uber’s founders originally intended to own their driver’s cars, or at least regulate what types of cars they could use. As you probably know, Uber vehicles now come in all shapes and sizes, so this is another initial plan that didn’t come to fruition. This slide was perhaps a little too specific and didn’t really seem to add a lot to the pitch.

Uber Slide 14: Initial Service Area

There’s not a lot to take in on the 14th slide. It includes important information about where Uber would operate initially, which was to be San Francisco followed by New York. This is important information for investors to know because it’s a common practice for startups to test their product in a specific niche or market before growing to others, and the market or niche they choose can affect investors’ decisions.

In the case of Uber, opting to start out in major US cities on the East and West Coasts, both of which have large potential customer bases of business people, was a well-calculated decision that surely contributed to the company’s initial success.

Uber Slide 15: Technology

On slide 15, the Uber pitch deck elaborates a bit more on the technology the company planned to use. Though the bullet points are kind of vague, this slide likely provided some important talking points for the presenters. 

However, it’s a good practice for pitch decks to only contain information that can be understood at a glance, without requiring it to be presented by founders. Pitch decks generally get shared between and referred back to by investors and other stakeholders, so it’s important that all the information in them makes sense without someone talking about them and providing context and explanations.

Uber Slide 16: Demand Forecasting

This slide offers some more technological information about how Uber’s fleet cars would sit in optimal locations to minimize expected pickup times based on things like the day, time, weather, and traffic conditions. This is another thing that changed, since Uber doesn’t control where their drivers wait to pick up fares, but it was likely an interesting concept to investors, since traditional taxi companies did not employ any such AI-based tech.

Uber Slide 17: Market Info

Uber’s 17th slide provides information about the size of the taxi and limousine service market’s revenue.

The idea with a slide such as this one is to convince investors that your startup is in a large enough market for it to at least grow into a unicorn (a company valued at $1B+), which is what most venture capitalists are interested in investing in.

The numbers here are just an estimate of the market size and they will almost never be 100% accurate, but the main point is to tell investors a data-backed story about the market in which your startup business operates ( here’s a short guide on how to estimate market size).

Uber Slide 18: Market Info Continued

The next slide shows a pie chart breaking down the percentage of rides to the airport vs. those not to the airport, and the percentage of those that are for retail vs. business. It’s not clear how this affected Uber’s concept, so this perhaps wasn’t a particularly necessary slide.

If you’re going to include a slide like this in your pitch deck, it’s better to at least have a couple of bullet points explaining how the data relates to your project and opportunities. Remember that you want anyone who skims through your deck to understand it without needing you to give them an explanation.

Uber Slide 19: Target Cities

On slide 19, the Uber pitch deck repeats that the initial target cities were intended to be SF and NYC. The slide then lists a few other major cities to expand to. This slide could have easily been combined with the Initial Service Area slide from earlier in the pitch for conciseness.

Uber Slide 20: Potential Outcomes

The 20th slide of Uber’s pitch deck lists potential outcomes of the company’s business model. 

The best-case scenario that the founders speculated on was that the company would become a market leader and make $1B+ in annual revenue. The worst-case scenario was that the company wouldn’t achieve its goal of expanding beyond San Francisco, and that it would remain a small, high-end transportation service for executives in the city.

This is an important slide for investors to see because it gives them some realistic possibilities for what can happen if they invest, helping them to make a decision about backing the startup.

Though it took until 2015 to start earning over $1B in annual revenue, Uber now pulls in more than $14B annually. So it’s safe to say their best-case scenario eventually came true.

Uber Slide 21: Smartphone Info

The next slide shows a couple of charts about smartphone usage in the US as of August 2008. This just provided potential investors some relevant stats about the ever-growing opportunities for mobile apps.

From today’s perspective, you might think this is another unnecessary slide. But, you have to remember that when Uber was conceived, in 2008, it was far less common for people to order things like cabs through their smartphones. 

Uber’s founders added this slide to show how smartphone usage was growing back then, as a way to back their market size and potential outcome estimations to investors.

Uber Slide 22: Future Optimizations

On slide 22, the deck goes into some ideas for optimizing the Uber app down the road. This is extra information that some investors may have appreciated, but it feels like it could have been left out of Uber’s first pitch deck and saved for a later funding round when the app was actually up and running.

Uber Slide 23: Marketing Ideas

On the following slide, we see some potential ideas for how to market Uber’s service. This slide feels a bit like a sheet of notes from a brainstorming session. It probably would have been better to include concrete marketing activities planned for the app’s launch.

Showing investors some of the different ideas you have for growing an early-stage business isn’t a bad idea, but it would work better if you’re able to show them active growth strategies and channels, instead of a random assortment of unconnected marketing ideas.

Uber Slide 24: Location-Based Service

The second-to-last slide in Uber’s pitch deck states their plans to eventually expand the app’s infrastructure to other location-based services, such as delivery. If you’ve ever used Uber Eats, you know this is something that came true! This is a good slide to include at the end of a pitch because it leaves investors thinking about the company’s potential for growth.

Uber Slide 25: Progress to Date

Last but not least, we have a slide with some bullet points listing everything Uber had done to date to bring its vision to life. This is definitely important information to show potential investors, who want to see progress being made in order to actually commit money to a project.

Missing Slides in Uber’s Pitch Deck

Business model.

Uber’s founders didn’t include any type of slide in their original pitch deck about the business model, with concrete details about pricing, operating costs, profit margins, and other information investors like to know. Even if they’re just initial estimates, it’s good to include a slide with at least some of this information in your startup pitch.

These days, it’s a best practice to include a slide with a brief summary of the key team members, including the founders and anyone else vital to the development of the project. This puts a face to the company for investors and gives them a better idea of how qualified the team is to solve the problem they claim to be able to solve.

A slide with info about deal terms isn’t necessarily a standard slide to include in pitch decks, but some investors appreciate having this information during a presentation. Deal terms can include things like how much money your company needs initially to kickstart it and what investors could expect in return.

Uber Pitch Deck Templates

If you like the way Uber’s original pitch deck worked and think you could try something similar for your next startup fundraising pitch, you can try using one of the editable Uber pitch deck PDF templates below:

• Slidebean’s template
• Beautiful.ai’s template
• Venngage’s template

If you do try out one of the pitch deck templates above, consider removing and/or combining some of the slides to cut down the overall length of the presentation and make the info more concise. 

In 2022, there are more startups than ever for investors to choose from, so you really want to make your first pitch pack a punch in a short amount of time and include only the most relevant information.

Final Thoughts

Overall, Uber’s pitch deck did lots of things well, though it could have been shorter — the recommended length for startup pitch decks is 12 to 14 slides, and Uber’s deck was a whopping 25 slides long.

Where Uber’s founders could have really cut down the length of the deck was in the slides about the company’s app and solution. They should have described the solution and the user benefits of using Uber vs. traditional cabs in two or three slides, instead of in six plus as they did.

That being said, the deck was thorough and included all the key information potential investors would have wanted to know for an early-stage startup. And, investors at Uber’s first pitch deck presentation liked it well enough to offer the company an initial round of seed funding, totaling $200K.

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Uber Pitch Deck

Ride sharing company Uber is famous today, and is a stellar success story. Thanks to their success, the initial Uber pitch deck is an in-demand resource for new entrepreneurs looking to build a startup. Uber shared their pitch deck less than a decade after founding the company.

In 2008, Uber started with $1.25 million in seed funding from investors, but they relied heavily on a presentation to do so. While successful, the original Uber pitch deck was a snooze, so we updated it using Beautiful.ai.

Check out the Uber Pitch Deck redesigned in Beautiful.ai

Take the Uber pitch deck as an example: a well-designed pitch deck template can seal the deal for the growth of your project or startup. It's important to craft a document worthy of attention to achieve your goals. Our Uber pitch deck refresh used tables, graphs, charts, and other graphics to grab attention and illustrate important data. Each of these can easily be added and customized to your template. Here are some slides you could include:

Pro Tips for Creating Your Own Pitch Deck

A strong pitch deck, like the Uber pitch, not only serves to reinforce your brand to investors. It also demonstrates that you understand what your business is and who your customers are. Here are some things to consider:

Engage potential investors by telling an exciting story. Talk about how your startup got its start or the connection you have to the problem you’re solving.

Use graphics, photos, carts, and videos to bring your story to life. Visuals capture your audience’s interest and can help you tell your story in impactful, memorable ways.

A pitch deck should be clear, compelling, and straightforward. About 10 to 20 slides should be enough to hit all the key points.

Picking the right photos and images is essential to the overall success of your presentation. Be sure to pick images that tell a story and enhance understanding.

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Uber Pitch Deck Made Better (Customizable as Template)

Explore our enhanced Uber pitch deck template, based on the original that raised $200K. Gain insights and tips for creating your successful pitch deck.

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Short answer

What makes the original Uber pitch deck so effective?

The original Uber pitch deck's effectiveness lies in its clear value proposition, concise market analysis, and compelling vision for revolutionizing transportation.

Its straightforward approach and strong storytelling captivate investors, showcasing Uber's potential for disruptive innovation.

Uber’s pitch deck shares a great idea, but it’s ready for a style update

The original Uber pitch deck is a masterclass in sharing a big vision. It's the kind of story that grabs attention and doesn't let go, showing us all how a simple idea can change the world.

But, while the first pitch deck of Uber was groundbreaking at its time, it now feels a touch dated in its look and feel.

In this blog post, we're going to give Uber's iconic pitch deck a modern makeover, turning it into an interactive journey that's more in line with how today's audiences consume content.

Join me as I walk through the transformation of Uber's pitch deck, showing you the before and after, and sharing tips on how you can spruce up your own slides.

Here’s a sneak peek at the original deck (left) and its updated version (right):

You need to elevate your pitch to ignite investors’ interest

Imagine a world where catching a ride was as simple as pressing a button on your phone. That was Uber's game-changing idea back in 2008.

With a clear vision and a compelling pitch, they turned a simple concept into a global revolution in urban mobility, kicking off with $200,000 in seed funding.

These days, snagging someone's attention is just the start. The real challenge? Keeping it.

Picture this: an investor glances at your pitch deck. You've got 15 seconds to make an impression. If Uber had just sent out their deck and hoped for the best, we might not be hailing rides with our smartphones today.

Think of your pitch deck as your story's best friend. It's there to do the talking when you can't.

But it's got to be more than just words on a screen. Crafting an interactive pitch deck is about weaving a narrative that resonates, ensuring your vision sticks with people long after they've moved on from your slides.

Uber pitch deck (interactive remake):

Disclaimer: The insights provided are inspired by Uber's publicly available initial pitch deck . It has been recreated for illustrative purposes by the Storydoc team and does not reflect the exact deck Uber used for their fundraising efforts.

How we improved the original Uber pitch deck

Let's take a closer look at how we've given Uber's original pitch deck a major upgrade.

We've improved the storyline and ramped up the visuals to bring you a step-by-step breakdown of the changes that can take a decent pitch to the next level.

I'm here to walk you through these improvements, showing you how to apply them to your deck to make it stand out and stick with your audience.

1) Cover slide

When Uber first hit the scene with its pitch deck, it went by "UberCab," and its cover slide was pretty straightforward.

Picture this: a sleek Mercedes and a Blackberry phone right there on the front page. It was clear from the get-go that Uber wasn't your average taxi service; it was something new, something modern.

Fast forward to today, and we've given that cover slide a bit of a facelift with Storydoc's touch. First off, we've updated Uber's name to reflect its current brand, keeping it crisp and simple.

But here's where it gets really exciting: we swapped out those static images for a dynamic video. Why? Because videos have this unique power to draw people in.

In fact, decks with a video right on the cover slide see a whopping 32% more engagement .

Imagine starting your pitch with a video that captures the essence of Uber, showing the bustling streets or happy customers. It sets the stage for everything that's to follow.

And we didn't stop there. We added a little note about the average reading time for the whole deck.

It turns out, just by letting folks know up front how much time they'll need, you can reduce the chance of them bouncing off by 24% . It's like giving them a heads-up, "Hey, stick around, it's worth it," and it works.

2) Problem slide

Originally, Uber's pitch deck tackled the taxi industry's issues across two separate slides, which risked diluting the audience's focus.

The slides laid out the inefficiencies and frustrations with traditional taxi services, but the split could potentially weaken the impact of the message.

In our revamped version, we've streamlined these insights into a single, more powerful slide.

By employing design strategies like grayed-out content transitions, narrated storytelling, or a quadrant layout, you can make the transition between points smoother and more engaging.

This not only keeps the narrative tight but also ensures that the audience's attention is captured and held from start to finish.

Moreover, the original slides included a graph meant to illustrate the high cost of NYC medallions, but let's be honest, it was pretty hard to decipher.

Recognizing the importance of data in storytelling, we offer an extensive library of interactive data visualization tools you can use instead.

This way, viewers can interact with the data themselves, exploring the specifics at their own pace. This makes the information clearer, adds an engaging, hands-on element to the presentation, and sets the stage for Uber’s solution to shine.

3) Solution slide

When Uber first laid out its solution, it was spread across several slides, packed with walls of text. It was thorough, sure, but it risked losing the audience in the details.

Imagine trying to catch a glimpse of the city skyline through a thick fog—that's how it felt navigating through the original solution slides.

So, we took a step back and thought, "How can we clear the fog?"

First up, we set the stage with a "Why invest in Uber?" slide. Picture this as the moment the sun starts to peek through, highlighting the key metrics that make Uber shine.

Then, we tackled the solution itself, condensing the essence into 2 crisp slides:

On the first slide, we mapped out Uber's world using quadrants , each representing a different service. For those who love to explore, you can add expandable text sections that let you dive deeper into each area without cluttering the slides.

The second slide is where the journey begins. Using scroll-based design, you can explore Uber's main features and benefits one by one at your own pace. There are also image and video placeholders to present the solution in action.

By repackaging Uber's solution into this streamlined, engaging format, we’ve made it easier for the audience to grasp and remember Uber’s offerings.

And, more importantly, giving readers something to play around with means that your deck will get scrolled to the bottom 41% more often and read 21% longer .

4) Market size slide

Uber's original market size slide, packed with numbers and a simple pie chart, was informative but a bit dry. It was like reading a dense report when you really wanted a clear, engaging story.

So, we switched things up with an interactive data visualization component that fills with real-time data. This interactive approach transforms the slide from a static snapshot into a lively exploration.

It's about making the audience active participants, turning what could be a forgettable list of numbers into a memorable, hands-on experience.

Now, understanding Uber's market size and segments is not just easier but also a lot more fun.

5) Traction slide

In the original pitch, Uber spread its story thin across several slides, touching on future hopes and what they'd achieved so far.

Fast forward to today, and we've got a whole saga of success to share. So, we thought, why not make it easier and more engaging for everyone?

We packed Uber's milestones into one timeline slide. It's like a road trip through Uber's history, where every stop is a major win or a breakthrough moment.

This visual journey makes it easy to see just how far Uber has come, turning a list of dates into a compelling story of growth and innovation.

For the success part, we went with running numbers. Picture this: numbers that climb right before your eyes, showcasing Uber's annual revenue, year-on-year user growth, and customer satisfaction rate.

It's not just numbers on a slide; it's a live show of Uber's growth, making the scale of their achievements instantly clear and far more impactful.

By focusing on a timeline and interactive numbers, we've made Uber's progress and success not just easier to grasp but impossible to ignore.

It's a fresh, lively way to highlight just how big a deal Uber is, turning dry data into a dynamic narrative that captures the essence of their journey.

6) Next steps slide

The original Uber pitch deck, while groundbreaking, left out several key slides that could have painted a fuller picture of the company's vision and strategy.

Important elements like the business model, the team behind the magic, how they planned to use their investments, and crucially, clear next steps were missing.

Recognizing these gaps, we saw an opportunity to not just fill them in but to do so in a way that significantly boosts engagement and action.

We capped our deck off with a smart call to action (CTA) that's more than just a polite "thank you."

We embedded a calendar directly into the deck, allowing investors to book a meeting with Uber's team right there and then. This direct approach transforms passive interest into active engagement.

Our analysis of various pitch decks revealed a striking insight: decks with a singular, clear next step, like booking a demo or signing up, boasted a conversion rate 27% higher than those ending with a generic thank you.

It's a testament to the power of a well-placed CTA, turning viewers into participants and potential leads into concrete actions.

And that’s it!

If you’d like more insights on how to create a fundable pitch deck, we’ve put together several guides for you:

Creating Fundable Pitch Decks as Advised by VCs (+Templates)

10 Slides to Include in a Pitch Deck (All Investors Want)

How to Make an Outstanding Pitch Deck with AI

Pitch Deck Examples That Win Where 99% Fail (+Templates)

Famous Pitch Deck Examples to Steal From (+Templates)

Best Pitch Deck Software Every Founder Needs

Give your own pitch deck a makeover

Looking to transform your pitch into something as impressive as Uber's? You've come to the right place!

Take a look at our wide selection of pitch deck templates , each designed for different needs, to find the perfect one that tells your story just right.

Our easy-to-follow editor will guide you through turning your pitch from good to great, effortlessly.

Or, if you'd rather, upload your deck and get tailored advice from our storytelling expert on how to polish it up.

Hi, I'm Dominika, Content Specialist at Storydoc. As a creative professional with experience in fashion, I'm here to show you how to amplify your brand message through the power of storytelling and eye-catching visuals.

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The idea for Uber was born on a snowy night in Paris in 2008, and ever since then our DNA of reimagination and reinvention carries on. We’ve grown into a global platform powering flexible earnings and the movement of people and things in ever expanding ways. We’ve gone from connecting rides on 4 wheels to 2 wheels to 18-wheel freight deliveries. From takeout meals to daily essentials to prescription drugs to just about anything you need at any time and earning your way. From drivers with background checks to real-time verification, safety is a top priority every single day. At Uber, the pursuit of reimagination is never finished, never stops, and is always just beginning.

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Read about our team’s commitment to provide everyone on our global platform with the technology that can help them move ahead.

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Uber is committing to becoming a fully electric, zero-emission platform by 2040, with 100% of rides taking place in zero-emission vehicles, on public transit, or with micromobility. It is our responsibility as the largest mobility platform in the world to more aggressively tackle the challenge of climate change. We will do this by offering riders more ways to ride green, helping drivers go electric, making transparency a priority and partnering with NGOs and the private sector to help expedite a clean and just energy transition.

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In addition to helping riders find a way to go from point A to point B, we're helping people order food quickly and affordably, removing barriers to healthcare, creating new freight-booking solutions, and helping companies provide a seamless employee travel experience. And always helping drivers and couriers earn.

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Whether you’re in the back seat or behind the wheel, your safety is essential. We are committed to doing our part, and technology is at the heart of our approach. We partner with safety advocates and develop new technologies and systems to help improve safety and help make it easier for everyone to get around.

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We’re building a culture within Uber that emphasizes doing the right thing, period, for riders, drivers, and employees. Find out more about the team that’s leading the way.

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It’s our goal to create a workplace that is inclusive and reflects the diversity of the cities we serve—where everyone can be their authentic self, and where that authenticity is celebrated as a strength. By creating an environment where people from every background can thrive, we’ll make Uber a better company—for our employees and our customers.

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Uber's Ethics & Compliance Program Charter outlines our commitment to integrity at the highest levels within the company. Transparency is critical to an ethical culture; we achieve this through our Integrity Helpline and suite of scalable and effective compliance initiatives.

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Uber Pitch Deck Template

838416 uses

AI generated Pitch Deck 🤖

The following Uber pitch deck template follows the traditional order of slides recommended by accelerators and successful startups. But first things first: what must a pitch deck contain? Is there a standard? Yes, actually there is. There's really no need to reinvent the wheel here. So, before we dig deep in our Uber pitch deck template, let's review the pitch deck outline.

What does a Pitch Deck contain?

• Problem slide
• Product Demo
• Market Size
• Business Model
• Competition
• Underlying Magic
• Go-to Market
• Fundraising Information

The Uber pitch deck template

Nine years after founding Uber, Garret Camp (co-founder) shared the pitch via Medium. We took the liberty of redesigning (using our AI button ) the original Uber pitch deck to make it look better. As we are all aware of how big Uber became, their pitch deck has become a major reference for anyone building a startup.

The Uber pitch deck template can be divided in three sections.

The slides teardown

Don't forget that the initial part of your presentation is critical, as it is your chance to catch your audience's attention. Make sure to add the following information in your slides:

• Problem: summarize the problem you are tackling. Use short and to-the-point and down to earth statements.
• Proposed solution: you and your company. Mention how you will address the problem. Again, less is more. Get to the point quickly using words everyone will understand.
• Product demo: be careful when presenting live. If anything goes wrong, then the whole meeting goes down the drain. Stick to a video and to the safest solutions.
• Market Size: How large can your company be? In this Uber Pitch Deck template, you can see that they decided to start in San Francisco and New York, before expanding to other big cities. This is a market that could result in $1.3 Billion. This allowed them to visualize a best, a realistic and a worst case scenario. Who would have thought that their prediction fell incredibly short from what really happened?

Wrapping it up

• Business Model.
• Competition slide: inspired in Steve Job's keynote, we recommend using a grid-approach to compare yourself to your competitors.
• Underlying magic: talk about the technology you have developed to create your product. You can get more technical here. Specifically on Uber: this is were they talk about their route optimization, their tracking technology and their not-so-loved surges.
• Go-to-market: your company's marketing ideas.
• Team slide: mention your founders and a short bio.
• Traction slides: add your sales and revenue in a clear and straight forward chart.
• Fundraising slide: Uber added this slide where they specify how much money they were asking at the time.

You can download a PDF version of the redesigned Uber pitch deck template here, or you can use create a free Slidebean account here to use this template online and edit it as wished.

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Uber Pitch Deck (+Free PPT & PDF Download)

Get the Uber pitch deck template with a free open-sourced design. As the most successful startup in the gig economy, Uber has revolutionized the transportation and delivery industry. While the original Uber deck from 2008 might look a bit dated, we modernized for you to use for free so you can focus on revolutionizing your own industry!

Fund Your Startup with an Updated Version of the Pitch Deck that Changed the World

With a total funding amount of just over $25 Billion, Uber has raised more capital than nearly any other startup. While they no longer need a pitch deck, their early versions were critical to conveying their revolutionary idea and securing the funding needed to make it a reality.

FREE Open-Sourced Design

Uber's original pitch deck did a great job of explaining a relatively new concept at the time. It's one of the newest decks on this list, so it didn't need as much work redesigning it. Because of this, the format is very similar to the original, and all best practices were maintained. The modern version is free to use, so take some time to make it yours.

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What to Prepare Before Pitching Investors

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Uber’s Strategy for Global Success

How can Uber adapt its business model to compete in unique global markets?

• Apple Podcasts

As Uber entered unique regional markets around the world – from New York to Shanghai, it has adapted its business model to comply with regulations and compete locally. As the transportation landscape evolves, how can Uber adapt its business model to stay competitive in the long term?

Harvard Business School assistant professor Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors in his case, “ Uber: Competing Globally .”

HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.

BRIAN KENNY: The theory of disruptive innovation was first coined by Harvard Business School professor Clayton Christensen in his 1997 book, The Innovator’s Dilemma . The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, and affordability where complication and high cost are the status quo. Think Netflix disrupting the video rental space. Over the years, the term has been applied liberally and not always correctly to other examples, but every so often, an idea comes along that really fits the bill. Enter Uber, the ridesharing behemoth that turned the car service industry on its head. In a few short years after launching in 2010, Uber became the largest car service in the world, as measured in ride count. Last year, Uber drove 6.2 billion riders. Today’s case takes us to London in 2019, where Uber is facing the latest in a long list of challenges from regulators threatening their ability to continue operating in that important market. In this episode of Cold Call , we welcome Alexander MacKay to discuss the case entitled, “Uber: Competing Globally.” I’m your host, Brian Kenny, and you’re listening to Cold Call on the HBR Presents network.

Alexander MacKay is in the strategy unit at Harvard Business School. His research focuses on matters of competition, including pricing, demand, and market structure. Alex, thanks for joining us on Cold Call today.

ALEX MACKAY: Thank you, Brian. Very happy to be here.

BRIAN KENNY: The idea of Uber seems so simple, but it was revolutionary in so many ways. And Uber has been in the headlines many times for both good and bad reasons in its decade of existence. So we’re going to touch on a lot of those things today. So thanks for sharing the case with us.

ALEX MACKAY: Brian, I’m very happy to. It’s a little funny, we’ve actually started to see the first few students who have never hailed a traditional taxi in our classrooms. So I think increasingly, the contrast between the two is going to be pretty difficult for people to fully understand.

BRIAN KENNY: Let me ask you to start by telling us what your cold call would be when you set up the class here.

ALEX MACKAY: The case starts off with the current legal battle going on in London. And so the first question I just ask to start the classroom is: What’s the end game for Uber in London? What do they look like 10 years from now? In the midst of this ongoing legal battle, there has been back and forth, some give and take from both sides, Transportation for London, and also on the Uber side as well. And there’s actually a recent court case that has allowed Uber to have a little more time to operate. They bought about 18 more months of time, but this has been also brought with additional, stricter scrutiny, and 18 months from now, they’re going to be at it again trying to figure out exactly what rules Uber’s allowed to operate under.

BRIAN KENNY: It seems like 18 months in the lifetime of Uber is like a decade. Everything seems to happen so quickly for this company. That’s a long period of time. What made you decide to write this case? How does it relate to the work that you’re doing in your research?

ALEX MACKAY: A big focus of my research is on competition policy, particularly the realms of antitrust and regulation. And here we have a company, Uber, whose relationship with regulation has been really essential to its strategy from day one. And I think appreciating the effects of regulation and how its impact Uber’s performance in different markets, is really critical for understanding strategy and global strategy broadly.

BRIAN KENNY:  Let’s just talk a little bit about Uber. I think people are familiar with it, but they may not be familiar with just how large they are in this space. And the space that they’ve sort of created has also blown up and expanded in many ways. So how big is Uber? Like what’s the landscape of ridesharing look like and where does Uber sit in that landscape?

ALEX MACKAY: Uber globally is the biggest ridesharing company. In 2018, they had over $10 billion in revenue for both ridesharing and their Uber Eats platform. And you mentioned in the introduction, that they had over 6 billion rides in 2019. That’s greater than 15 million rides every day that’s happening on their platform. So really, just an enormous company.

BRIAN KENNY: So they started back in 2010. It’s been kind of an amazing decade of growth for them. How do you explain that kind of rapid expansion?

ALEX MACKAY: They were financed early on with some angel investors. I think Kalanick’s background really helped there to get some early funding. But one of the critical things that allowed them to expand early into many markets that helped their growth was they’re a relatively asset light company. On the ground, they certainly need sales teams, they need translation work to move into different markets, but because the main asset they were providing in these different markets was software, and drivers were bringing their own cars and riders were bringing their own phones, the key pieces of hardware that you need to operate this market, they really didn’t have to invest a ton of capital. In fact, when they launched in Paris, they launched as sort of a prototype, just to show, “Hey, we can do this in Paris without too much difficulty,” as their first international market. So being able to really scale it across different markets really allowed them to grow. I think by 2015, their market cap was $60 billion, five years after founding, which is just an incredible rate of growth.

BRIAN KENNY: So they’re the biggest car service in the world, but they don’t own any cars. Like what business are they really in, I guess is the question?

ALEX MACKAY: They’re certainly in the business of matching riders to drivers. They’ve been able to do this in a way that doesn’t require them to own cars, just through the use of technology. And so what they’re doing, and this is I think pretty well understood, is that they’re using existing capital, people who have cars that may be going unused, personal cars, and Uber is able to use that and deploy that to give riding services to different customers. Whereas in the traditional taxi model, you could have taxis that you didn’t necessarily own, but you leased them or you rented them, but they had the express purpose of being driven for taxi services. And so it wasn’t using idle capital. You kind of had to create additional capital in order to provide the services.

BRIAN KENNY: So you mentioned Travis Kalanick a little bit earlier, but he was one of the co-founders of the company, and the case goes a little bit into his philosophy of what expansion into new markets should look like. Can you talk a little bit about that?

ALEX MACKAY: Certainly. Yeah. And I think it might even be helpful to talk a bit about his background, which I think provides a little more context before Uber. He dropped out of UCLA to work on his first company, Scour, and that was a peer-to-peer file sharing service, a lot like Napster, and actually predated Napster. And where he was operating was sort of an evolving legal gray area. Eventually, Scour got sued for $250 billion by a collection of entertainment companies and had to file for bankruptcy.

BRIAN KENNY: Wow.

ALEX MACKAY: He followed that up with his next venture, Red Swoosh, and that was software aimed at allowing users to share network bandwidth. So again, it was a little bit ahead of its time, making use of recent advances in technology. Early on though, they got in trouble with the IRS. They weren’t withholding taxes, and there were some other issues with his co-founder, and there was sort of a bad breakup between the two. Despite this, he persevered and ended up selling the company for $23 million in 2007. And after that, his next big thing was Uber. So one thing I just want to point out is that at all three of these companies, he was looking to do something that leveraged new technology to change the world. And by nature, sometimes businesses like that operate in a legal gray area and you have very difficult decisions to make. Some other decisions you have to make are clearly unethical and there’s really no reason to make some of those decisions, like with the taxes and with some other things that came out later on at Uber, but certainly one of the things that any founder who’s looking to change the world with a big new technology company has to deal with, is that often, the legal framework and the regulatory framework around what you’re trying to do isn’t well established.

BRIAN KENNY: Obviously drama seems to follow Travis where he goes. And his expansion strategy was pretty aggressive. It was almost like a warlike mentality in terms of going into a new market. And you could sort of sum it up as saying ask forgiveness. Is that fair?

ALEX MACKAY: Yeah. Yeah. Ask for forgiveness, not permission. I think they were really focused on winning. I think that was sort of their ultimate goal. We describe in the case there’s this policy of principle confrontation, to ignore existing regulations until you receive pushback. And then when you do receive pushback, either from local regulators or existing sort of taxicab drivers, mobilize a response to sort of confront that. During their beta launch in 2010, they received a cease-and-desist letter from the city of San Francisco. And they essentially just ignored this letter. They rebranded, they used to be UberCab, and they just took “Cab” out of their name, so now they’re Uber. And you can see their perspective in their press release in response to this. They say, “UberCab is a first to market cutting edge transportation technology, and it must be recognized that the regulations from both city and state regulatory bodies have not been written with these innovations in mind. As such, we are happy to help educate the regulatory bodies on this new generation of technology and work closely with both agencies to ensure compliance.”

BRIAN KENNY: It’s a little arrogant.

ALEX MACKAY: Yeah, so you can see right there, they’re saying, what we’re operating in is sort of this new technology-based realm and the regulators don’t really understand what’s going on. And so instead of complying with the existing regulations, we’re going to try to push regulations to fit what we’re trying to do.

BRIAN KENNY: The case is pretty epic in terms of it sort of cuts a sweeping arc across the world, looking at the challenges that they faced with each market they entered, and none more interesting I think the New York City, which is obviously an enormous market. Can you talk a little bit about some of the challenges they faced going into New York with the cab industry being as prevalent as it was and is?

ALEX MACKAY: Yeah, absolutely. I mean, I think it’s pretty well known for people who are familiar with New York that there were restrictions on the number of medallions which allowed taxis to operate. So there was a limited number of taxis that could drive around New York City. This restriction had really driven up the value of these medallions to the taxi owners. And if you had the experience of taking taxis in New York City prior to the advent of Uber, what you’d find is that there were some areas where the service was very, very good. Downtown, Midtown Manhattan, you could almost always find a taxi, but there are other parts of the city where it was very difficult at times to find a cab. And when you got in a cab, you weren’t sure that you were always going to be given a fair ride. And so Uber coming in and providing this technology that allowed you to pick up a ride from anywhere and sort of track the route as you’re going on really disrupted this market. Consumers love them. They had a thousand apps signups before they even launched. Kalanick mentioned this in terms of their launch strategy, we have to go here because the consumers really want us here. But immediately, they started getting pushback from the taxicab owners who were threatened by this new mode of transportation. They argued that they should be under the same regulations that the taxis were. And there were a lot of local government officials that were sort of mobilized against Uber as well. De Blasio, the Mayor of New York, wrote opinion articles against Uber, claiming that they were contributing to congestion. There was a lot of concern that maybe they had some safety issues, and the taxi drivers and the owners brought a lawsuit against Uber for evading these regulations. And then later on, and this was the case in many local governments, de Blasio introduced a bill to put additional restrictions on Uber that would make them look a lot more like a traditional taxi operating model, with limited number of licenses and strict requirements for reporting.

BRIAN KENNY: And this is the same scenario that’s going to play out almost with every city that they go into because there is such an established infrastructure for the taxi industry in those places. They have lobbyists. They’re tied into the political networks. In some instances, it was revealed that they’ve been connected with organized crime. So not for the faint of heart, right, trying to expand into some of the biggest cities in the United States.

ALEX MACKAY: Absolutely. Absolutely. And what’s sort of fascinating about the United States is it’s actually a place where a company can engage in this battle over regulation on the ground. And de Blasio writes his opinion article and pushes forward this bill. Uber responds by taking out an ad campaign, over $3 million, opposing these regulations and calling out de Blasio. So again, we sort of have this fascinating example of Uber mobilizing their own lobbyists, their lawyers, but also public advertising to sort of convince the residents of New York City that de Blasio and the regulators that are trying to come down on them are in the wrong.

BRIAN KENNY: Yeah. And at the end of the day, it’s consumers that they’re really making this appeal to, because I guess my question is, are these regulations stifling innovation? And if they are, who pays the ultimate price for that, Uber or the consumer?

ALEX MACKAY: Consumers definitely loved Uber. And I don’t think any of the regulators were trying to stifle innovation. I don’t think they would say that. I think their biggest concern, their primary concern was safety, and a secondary and related concern here was losing regulatory oversight over the transportation sector. So this is a public service that had been fairly tightly regulated for a long time, and there was some concern that what happens when this just becomes almost a free market sector. At the same time, these regulators have the lobbyists from the taxicab industry and other interested parties in their ear trying to convince them that Uber really is like a taxi company and should be regulated, and really emphasizing the safety concerns and other concerns to try to get stricter regulations put on Uber. And part of that may be valid. I think you certainly should be concerned about safety and there are real concerns there, but part of it is simply the strategic game that rivals are going to play between each other. And the taxicab industry sees Uber as a threat. It’s in their best interest to lobby the regulators to come down on Uber.

BRIAN KENNY: And what’s amazing to me is that while all this is playing out, they’re not turning their tails and running. They’re continuing to push forward and expand into other parts of the world. So can you talk a little bit about what it was like trying to go into countries in Latin America, countries in Asia, where the regulations and the regulatory infrastructure is quite different than it is in the US?

ALEX MACKAY: In the case, we have anecdotes, vignettes, one for each continent. And their experience in each continent was actually pretty different. Even within a continent, you’re going to have very different regulatory frameworks for each country. So we sort of pick a few and focus on a few, just to highlight how the experience is very different in different countries. And one thing that’s sort of interesting, in Latin America, we focus on Bogota in Colombia, and what’s sort of interesting there is they launched secretly and they were pretty early on considered to be illegal, but they continue to operate despite the official policy of being illegal in Colombia. And they were able to do that in a way that you may not be able to do it so easily in the United States, just because of the different layers of enforcement and policy considerations that are present in Colombia and not necessarily in the United States. Now, when I talk about the current state of Uber in different countries, this is continually evolving. So they temporarily suspended their operations early in 2020 in Columbia. Now they’re back. This is a continual back and forth game that they’re playing with the regulators in different markets.

BRIAN KENNY: And in a place like Colombia, are they not worried about violence and the potential for violence against their drivers?

ALEX MACKAY: Absolutely. So this is true sort of around the world. I think in certain countries, violence becomes a little bit more of a concern. And what they found in Colombia is they did have more incidents where taxi drivers decided to take things into their own hands and threaten Uber drivers and Uber riders, sometimes with weapons. Another decision Uber had to make that was related to that was whether or not to allow riders to pay in cash. Because in the United States, they’d exclusively used credit cards, but in Latin America and some other countries like India, consumers tended to prefer to use cash to pay, and allowing that sort of opened up this additional risk that Uber didn’t really have a great system in place to protect them from. Because when you go to cash, you’re not able to track every rider quite as easily, and there’s just a bigger chance for fraud or for robbery and that sort of thing popping up.

BRIAN KENNY: Going into Asia was also quite a challenge for them. Can you talk a little bit about some of the challenges they faced, particularly in China?

ALEX MACKAY: They had very different experiences in each country in Asia. China was a unique case that is very fascinating, because when Uber launched there, there were already existing technology-based, you might call them, rideshare companies, that were fairly prominent, Didi and Kuaidi, And these companies later merged to be one company, DiDi, which is huge. It’s on par with Uber in terms of its global presence as a ridesharing company. When Uber launched there, they didn’t fully anticipate all the changes they would have to make to going into a very different environment. In China, besides having established competitors, Google Maps didn’t work, and they sort of relied on that mapping software to do their location services. So they had to completely redo their location services. They also, again, relied on credit cards for payments, and in China, consumers increasingly used apps to do their payments. And this became a little bit of a challenge because the main app that Chinese customers used, they used WeChat and Alipay primarily, they were actually owned by parent companies of the rival ridesharing company. So Uber had to essentially negotiate with its rivals in order to have consumers pay for their ridesharing services. And so here are a few sort of localization issues that you could argue Uber didn’t fully anticipate when they launched. The other thing about competing in China that’s sort of interesting is that Chinese policy regarding competition is very different from policy in the United States and much of Europe. For the most part, there’s not the traditional antitrust view of protecting the consumers first and foremost. That certainly comes into play, but the Chinese government has other objectives, including promoting domestic firms. And so if you think about launching into a company where there’s a large established domestic rival that certainly increases the difficulty of success, because when push comes to shove, the government is likely to come down on the side of your rival, which is the domestic company, and not the foreign entrant.

BRIAN KENNY: Yeah, which is understandable, I guess, to some extent. This sounds exhausting, to be sort of fighting skirmishes on all these fronts in all these different places in the world. How does that affect the morale or tear at the fabric maybe of the culture at a company like Uber, where they’re trying to manage this on a global scale and running into challenges every step of the way?

ALEX MACKAY: It certainly has an effect. I think Uber did a very good job at recruiting teams of people who really wanted to win. And so, if that’s the consistent message you’re sending to your teams, then these challenges may be actually considered somewhat exciting. And so I think by bringing in that sort of person, I think they actually fueled this desire to win in these markets and really kept the momentum going. One of the downsides of this of course is that if you exclusively focus on winning and getting around the existing regulations, there does become this challenge of what’s ethical and what’s not ethical? And in certain business areas, there actually often is a little bit of a gray line. I mean, you can see this outside of ridesharing. It’s a much broader thing to think about, but regulation of pharmaceuticals, regulation of use of new technologies such as drones, often the technology outpaces the regulation by a little bit and there’s this lag in trying to figure out what actually is the right thing to do. I think it’s a fair question whether or not you can disentangle this sort of principle of confrontation that’s so pervasive throughout the company culture when it comes to regulation from this principle confrontation of other ethical issues that are not necessarily business driven, and whether or not it’s easy to maintain that separation. And I think that’s a fair question, certainly worthy for debate. But what I think is important is you can set up a company where you are abiding by ethical issues that are very clear, but you’re still going to face challenges on the legal side when you’re developing a new business in an area with new technology.

BRIAN KENNY: That’s a great insight. I mean, I found myself asking myself as I got through the case, I can’t tell if Uber is the victim or the aggressor in all of this. And I guess the answer is they’re a little bit of both.

ALEX MACKAY: Yeah. I think it’s fair to characterize them as an aggressor, and I think you sort of need to be if you want to succeed and if you want to change the world in a new technology area. In some sense, they’re a victim in that we’re all the victim as consumers and as firms of regulations that are sometimes difficult to adapt in real time to changing market conditions. And there’s a good reason why they are sticky over time, but sometimes that can be very costly. Going back to something we talked about earlier, I think there are hardly any consumers that wanted Uber kicked out of New York City. I think everyone realized this was just so much superior to any other option they had, that they were really willing to fight to keep Uber around in the limited ways they could.

BRIAN KENNY: So let’s go back to the central issue in the case then, which is, how important is it to them, in terms of their global strategy, to have a presence in a place like London? They’re still not profitable by the way, we should point that out, that despite the fact that they are the largest in the space, they haven’t turned the corner to profitability yet. I would imagine London’s kind of important.

ALEX MACKAY: Absolutely. London is a key international city, and a presence there is important for Uber’s overall brand. So many people travel through London, and it’s a real benefit for anyone who travels to be able to use the same service at any city you stop in. At the same time, they’re facing these increasing regulatory pressures from London, and so it’s a real question whether or not, 10 years from now, they look substantially different from the established taxi industry that’s there. And you can kind of see this battle playing out across different markets. As another example, in Ghana. When they entered there, they actually entered with a framework for understanding. They helped build the regulations for ridesharing services in Ghana when they entered. But over time, that evolved to additional restrictions as the existing taxi companies pushed back on them. So I think a key lesson here in all of this is that the regulations that you see at any given point in time aren’t absolutely fixed, for anyone starting a technology-based company, there will be regulations that do get created that affect your business. Stepping outside of transportation, we can see that going on now with the big tech firms and sort of the antitrust investigations they’re are under. And the policymakers in the US and Europe are really trying to evolve the set of regulations to reflect the different businesses that Apple, Facebook, Microsoft, Google are involved in.

BRIAN KENNY: One thing we haven’t touched on, and it’s not touched on in the case obviously because it just sort of started fairly recently, is the pandemic and the implications of the pandemic for the rideshare industry as fewer people find themselves in need of going anywhere. Have you given any thought to that and whether that’s going to have any effect on the regulations?

ALEX MACKAY: It certainly could. Uber is in a somewhat fortunate position, at least if you judge by their market capitalization, with respect to the pandemic. Initially their stocks took a pretty big hit, but rebounded pretty quickly, and part of this is because the primary part of their business is the transportation through Uber X, but they do also offer the delivery services through Uber Eats, and that business has really picked up during this pandemic. There’s certainly a mix of views about the future, but I think most people do believe that at some point we’ll get back to business as usual, at least for Uber services, when we come up with a vaccine. I think most people anticipate that they’ll be resuming use of Uber once it becomes safe to do so. And I think, to be frank, a lot of people already have resumed using Uber, especially people who don’t have cars or who see it as a valuable alternative or a safer alternative to public transit.

BRIAN KENNY: Yeah, that’s a really good point. And the Uber Eats thing is interesting as another example of how it’s important for businesses to re-imagine the business that they’re in because that, in many ways, may be helping them through a really tough patch here. This has been a really interesting conversation, Alex, I want to ask you one final question, which is, as the students are packing up to leave class, what’s the one thing you want them to take away from the case?

ALEX MACKAY: So I would hope the students take away the importance of regulation in business strategy. And I think the case of Uber really highlights that. And if you look at the conversation around Uber I’d say for the first 10 years of their existence, it was essentially around the superiority of their technology and not so much how they handled regulation. If you think back to the cease-and-desist letter that San Francisco issued in 2010, if Uber had simply stopped operations then, we wouldn’t have the ridesharing world that we have today. So their strategy of principle confrontation with respect to regulation was really essential for their future growth. Again, this does raise important ethical considerations as you’re operating in a legal gray area, but it’s certainly an essential part of strategy.

BRIAN KENNY: Alex, thanks so much for joining us on Cold Call today. It’s been great talking to you.

ALEX MACKAY: Thank you so much, Brian.

BRIAN KENNY: If you enjoy Cold Call, you might like other podcasts on the HBR Presents Network. Whether you’re looking for advice on navigating your career, you want the latest thinking in business and management, or you just want to hear what’s on the minds of Harvard Business School professors, the HBR Presents Network has a podcast for you. Find them on Apple podcasts or wherever you listen. I’m your host, Brian Kenny, and you’ve been listening to Cold Call , an official podcast of Harvard Business School on the HBR Presents Network.

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Uber announces results for first quarter 2024.

Trips grew 21% year-over-year; MAPCs and monthly trips per MAPC grew 15% and 6% year-over-year, respectively Gross Bookings grew 20% year-over-year and 21% year-over-year on a constant currency basis Income from operations of $172 million; Adjusted EBITDA of $1.4 billion, up 82% year-over-year Operating cash flow of $1.4 billion; Free cash flow of $1.4 billion

SAN FRANCISCO--(BUSINESS WIRE)-- Uber Technologies, Inc. (NYSE: UBER) today announced financial results for the quarter ended March 31, 2024.

“Our results this quarter once again demonstrate our ability to deliver consistent, profitable growth at scale,” said Dara Khosrowshahi, CEO. “More than 7 million people now choose to earn flexibly on Uber every month, with driver earnings of $16.6 billion continuing to grow faster than our topline.”

“Our multi-year growth framework is on track, with audience up 15% and frequency up 6% in Q1,” said Prashanth Mahendra-Rajah, CFO. “We reached a new quarterly record for Adjusted EBITDA, which grew 82% YoY, and we generated free cash flow of $4.2 billion over the trailing twelve months.”

Financial Highlights for First Quarter 2024

• Gross Bookings grew 20% year-over-year (“YoY”) to $37.7 billion, or 21% on a constant currency basis, with Mobility Gross Bookings of $18.7 billion (+25% YoY or +26% YoY constant currency) and Delivery Gross Bookings of $17.7 billion (+18% YoY or +17% YoY constant currency). Trips during the quarter grew 21% YoY to 2.6 billion, or approximately 28 million trips per day on average.
• Revenue grew 15% YoY to $10.1 billion, or 15% on a constant currency basis. Combined Mobility and Delivery revenue grew 19% YoY to $8.8 billion, or 19% on a constant currency basis. Business model changes negatively impacted total revenue YoY growth by 8 percentage points.
• Income from operations was $172 million, up $434 million YoY and down $480 million quarter-over-quarter (“QoQ”).
• Net loss attributable to Uber Technologies, Inc. was $654 million, which includes a $721 million net headwind (pre-tax) due to net unrealized losses related to the revaluation of Uber’s equity investments.
• Adjusted EBITDA of $1.4 billion, up 82% YoY. Adjusted EBITDA margin as a percentage of Gross Bookings was 3.7%, up from 2.4% in Q1 2023.
• Net cash provided by operating activities was $1.4 billion and free cash flow, defined as net cash flows from operating activities less capital expenditures, was $1.4 billion.
• Unrestricted cash, cash equivalents, and short-term investments were $5.8 billion at the end of the first quarter.

Outlook for Q2 2024

For Q2 2024, we anticipate:

• Our outlook assumes a roughly 3 percentage point currency headwind to total reported YoY growth, including a roughly 5 percentage point currency headwind to Mobility’s reported YoY growth.
• Adjusted EBITDA of $1.45 billion to $1.53 billion, which represents 58% to 67% YoY growth.

Financial Highlights for the First Quarter 2024 (continued)

• Gross Bookings of $18.7 billion: Mobility Gross Bookings grew 25% YoY and declined 3% QoQ.
• Revenue of $5.6 billion: Mobility Revenue grew 30% YoY and 2% QoQ. The YoY increase was primarily attributable to an increase in Mobility Gross Bookings due to an increase in Trip volumes. Mobility Revenue Margin of 30.2% increased 130 bps YoY and 150 bps QoQ. Business model changes negatively impacted Mobility Revenue Margin by 180 bps in Q1 2024.
• Adjusted EBITDA of $1.5 billion: Mobility Adjusted EBITDA increased 40% YoY, and Mobility Adjusted EBITDA margin was 7.9% of Gross Bookings compared to 7.1% in Q1 2023 and 7.5% in Q4 2023. Mobility Adjusted EBITDA margin improvement YoY was primarily driven by better cost leverage from higher volume.
• Gross Bookings of $17.7 billion: Delivery Gross Bookings grew 18% YoY and 4% QoQ.
• Revenue of $3.2 billion: Delivery Revenue grew 4% YoY and 3% QoQ. Delivery Revenue Margin of 18.2% decreased 240 bps YoY and 10 bps QoQ. Business model changes negatively impacted Delivery Revenue Margin by 230 bps in Q1 2024.
• Adjusted EBITDA of $528 million: Delivery Adjusted EBITDA increased 83% YoY, and Delivery Adjusted EBITDA margin was 3.0% of Gross Bookings, compared to 1.9% in Q1 2023 and 2.8% in Q4 2023. Delivery Adjusted EBITDA margin improvement YoY was primarily driven by better cost leverage from higher volumes and increased Advertising revenue.
• Revenue of $1.3 billion: Freight Revenue declined 8% YoY and was flat QoQ. The YoY decrease was driven by lower revenue per load as a result of the challenging freight market cycle.
• Adjusted EBITDA loss of $21 million: Freight Adjusted EBITDA increased $2 million YoY. Freight Adjusted EBITDA margin as a percentage of Gross Bookings remained flat YoY.
• Corporate G&A and Platform R&D: Corporate G&A and Platform R&D expenses of $604 million, compared to $564 million in Q1 2023, and $625 million in Q4 2023. Corporate G&A and Platform R&D as a percentage of Gross Bookings decreased 20 bps YoY and 10 bps QoQ due to improved fixed cost leverage.

GAAP and Non-GAAP Costs and Operating Expenses

• Cost of revenue excluding D&A: GAAP cost of revenue equaled Non-GAAP cost of revenue and was $6.2 billion, representing 16.4% of Gross Bookings, compared to 16.7% and 16.1% in Q1 2023 and Q4 2023, respectively. On a YoY basis, non-GAAP cost of revenue as a percentage of Gross Bookings decreased due to improved cost leverage with Gross Bookings growth outpacing cost of revenue growth.
• Operations and support: GAAP operations and support was $685 million. Non-GAAP operations and support was $616 million, representing 1.6% of Gross Bookings, compared to 1.9% and 1.7% in Q1 2023 and Q4 2023, respectively. On a YoY basis, non-GAAP operations and support as a percentage of Gross Bookings decreased due to a decrease in driver background check costs.
• Sales and marketing: GAAP sales and marketing was $917 million. Non-GAAP sales and marketing was $895 million, representing 2.4% of Gross Bookings, compared to 3.9% and 2.4% in Q1 2023 and Q4 2023, respectively. On a YoY basis, non-GAAP sales and marketing as a percentage of Gross Bookings decreased due to business model changes in some countries that classified certain sales and marketing costs as contra revenue. Additionally, Gross Bookings mix shifted towards Mobility, which carry lower associated sales and marketing costs.
• Research and development: GAAP research and development was $790 million. Non-GAAP research and development was $488 million, representing 1.3% of Gross Bookings, compared to 1.5% and 1.3% in Q1 2023 and Q4 2023, respectively. On a YoY basis, non-GAAP research and development as a percentage of Gross Bookings decreased due to improved fixed cost leverage.
• General and administrative: GAAP general and administrative was $1.2 billion. Non-GAAP general and administrative was $582 million, representing 1.5% of Gross Bookings, compared to 1.6% and 1.5% in Q1 2023 and Q4 2023, respectively. On a YoY basis, non-GAAP general and administrative as a percentage of Gross Bookings decreased due to a decrease in employee headcount costs.

Operating Highlights for the First Quarter 2024

• Monthly Active Platform Consumers (“MAPCs”) reached 149 million: MAPCs grew 15% YoY to 149 million, driven by continued improvement in consumer activity for both our Mobility and Delivery offerings.
• Trips of 2.6 billion: Trips on our platform grew 21% YoY, driven by both Mobility and Delivery growth. Monthly trips per MAPC grew 6% YoY to 5.8.
• Supporting earners: Drivers and couriers earned an aggregate $16.6 billion (including tips) during the quarter, with earnings up 22% YoY, or 24% on a constant currency basis.
• Membership: Returned to the Super Bowl stage for the fourth year to launch our latest campaign “Don’t forget to remember Uber Eats.” In addition, launched Game Day Deals for the second year, offering special savings for Uber One members during March Madness. Further, launched partnerships with brands including NOS in Portugal and Disney in the UK.
• Advertising: Expanded video Journey Ads to new markets including Australia, Brazil and Chile, with the ad format now available in 12 countries. In addition, expanded in-car tablets to more than 50 US cities including Austin, Denver, New York City suburbs, Salt Lake City and Seattle. Further, launched a custom creative hub for enterprise advertisers, allowing them to quickly launch ad campaigns with personalized creative.
• Autonomous updates: Building on the success of our autonomous mobility partnership, launched our autonomous delivery partnership in Phoenix with Waymo in April. In addition, expanded our partnership with Cartken and partnered with Mitsubishi Electric to include deliveries via automated robots in Japan, the first international market to have autonomous delivery available on Uber Eats.
• Family profiles with teen accounts: Completed the rollout of teen accounts to all 50 US states and to more cities in Brazil. Family profiles with teen accounts are now available in over 250 cities. In addition, launched additional safety features; announced spending limits on teen accounts, which allow parents to set a monthly budget for their teen’s rides and meals within their own app; and enabled more ride types for teen trips.
• Annual Environmental, Social, and Governance Report: Published our annual Environmental, Social, and Governance Report in April, which highlights our perspectives on the ESG issues that matter most to the people who earn on, move on, or invest in our platform, as well as our approach to People and Culture and our broader diversity, equity, and inclusion initiatives.
• Taxis: Brought the majority of Hong Kong taxi supply onto Uber by integrating HKTaxi onto the Uber app, and began scaling Los Angeles Yellow Cab trips. Launched Uber Taxi in several cities across markets including Colombia and Italy.
• Electric Vehicle (“EV”) updates: Expanded Comfort Electric to nearly 60 cities globally, with the latest launch in New York City. In addition, launched and expanded EV partnerships, including a multi-year strategic partnership with Revel to provide New York City drivers on Uber with exclusive charging discounts and access to up to 250 fast charging stations, and a new phase of our partnership with VEMO in Mexico.
• Emission Savings feature: In tandem with electrification product expansions to new markets, introduced the Emission Savings feature in the Uber app, allowing riders who take trips on Uber Green and Comfort Electric to track and learn more about their carbon emissions impact.
• Original equipment manufacturer (“OEM”) agreements: Began working with Tesla to help accelerate the transition to electric vehicles by sharing data that illustrate where drivers need charging infrastructure the most and offering incentives to US drivers on Uber for the purchase of certain Tesla vehicles. In addition, signed a Memorandum of Understanding (“MoU”) with Kia to work together on an electric purpose built vehicle (“PBV”) designed specifically for ridesharing drivers.
• Uber Car Seat: Launched Uber Car Seat, a product that eliminates the need for parents and caregivers to bring their own car seat, making travel simple and stress free, in partnership with premier car seat maker, Nuna. Uber Car Seat is now available in Los Angeles and New York City.
• Grocery merchant selection: Expanded our grocery merchant selection in the US and Canada, as we launched grocers including Weis Markets, Fresh Thyme Market, Carlie C’s and Bashas’ as partners in the US; and Rabba Fine Foods in Canada.
• Grocery loyalty: Began enabling consumers to benefit from grocery loyalty programs while shopping on Uber Eats by offering in-app access to member prices and discounts at grocery merchants including Co-op in the UK and Dia in Spain. The Co-op launch marks a UK supermarket first for a food delivery app.
• Live Location Sharing: After successfully launching the feature on Uber rides, introduced the ability for consumers to share their live location with their courier, making the drop-off process faster and more seamless across nearly all markets globally.
• Uber Direct expansion: Added new Uber Direct partnerships including medication delivery for Healthera in the UK and four partner companies in Japan; and white-label delivery for electronics retailer MediaMarkt in Germany, retail solutions company Inovretail in Spain, and supermarket chain Co-op in the UK.
• Reusable packaging: Expanded our partnership with DeliverZero to the West Coast, inclusive of more than 130 restaurants with a current focus on the greater Los Angeles and San Francisco regions. The partnership increases access to sustainable packaging through DeliverZero’s network of returnable, reusable food containers.
• Powerloop expansion: Announced the national expansion of Powerloop, Uber Freight's drop-and-hook capacity solution, alongside new capabilities that further optimize freight networks including an expanded dedicated fleet offering, AI-powered bundling capabilities, and telematics-enhanced smart trailers, all aimed at providing greater value and flexibility to carriers and shippers alike.
• Ocean freight visibility solutions: Unveiled new Transportation Management System (“TMS”) features that provide accurate, real-time visibility for all shipments. These enhancements offer logistics teams comprehensive insights into 99% of ocean shipments, enabling proactive management of exceptions and potential disruptions for customers with global supply chains.

Webcast and conference call information

A live audio webcast of our first quarter ended March 31, 2024 earnings release call will be available at https://investor.uber.com/ , along with the earnings press release and slide presentation. The call begins on May 8, 2024 at 5:00 AM (PT) / 8:00 AM (ET). This press release, including the reconciliations of certain non-GAAP measures to their nearest comparable GAAP measures, is also available on that site.

We also provide announcements regarding our financial performance and other matters, including SEC filings, investor events, press and earnings releases, on our investor relations website ( https://investor.uber.com/ ), and our blogs ( https://uber.com/blog ) and Twitter accounts (@uber and @dkhos), as a means of disclosing material information and complying with our disclosure obligations under Regulation FD.

Uber’s mission is to create opportunity through movement. We started in 2010 to solve a simple problem: how do you get access to a ride at the touch of a button? More than 49 billion trips later, we're building products to get people closer to where they want to be. By changing how people, food, and things move through cities, Uber is a platform that opens up the world to new possibilities.

Forward-Looking Statements

This press release contains forward-looking statements regarding our future business expectations which involve risks and uncertainties. Actual results may differ materially from the results predicted, and reported results should not be considered as an indication of future performance. Forward-looking statements include all statements that are not historical facts and can be identified by terms such as “anticipate,” “believe,” “contemplate,” “continue,” “could,” “estimate,” “expect,” “hope,” “intend,” “may,” “might,” “objective,” “ongoing,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “will,” or “would” or similar expressions and the negatives of those terms. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause our actual results, performance or achievements to be materially different from any future results, performance or achievements expressed or implied by the forward-looking statements. These risks, uncertainties and other factors relate to, among others: competition, managing our growth and corporate culture, financial performance, investments in new products or offerings, our ability to attract drivers, consumers and other partners to our platform, our brand and reputation and other legal and regulatory developments, particularly with respect to our relationships with drivers and couriers and the impact of the global economy, including rising inflation and interest rates. For additional information on other potential risks and uncertainties that could cause actual results to differ from the results predicted, please see our annual report on Form 10-K for the year ended December 31, 2023 and subsequent quarterly reports and other filings filed with the Securities and Exchange Commission from time to time. All information provided in this release and in the attachments is as of the date of this press release and any forward-looking statements contained herein are based on assumptions that we believe to be reasonable as of this date. Undue reliance should not be placed on the forward-looking statements in this press release, which are based on information available to us on the date hereof. We undertake no duty to update this information unless required by law.

Non-GAAP Financial Measures

To supplement our financial information, which is prepared and presented in accordance with generally accepted accounting principles in the United States of America (“GAAP”), we use the following non-GAAP financial measures: Adjusted EBITDA; Free cash flow; Non-GAAP Costs and Operating Expenses as well as, revenue growth rates in constant currency. The presentation of this financial information is not intended to be considered in isolation or as a substitute for, or superior to, the financial information prepared and presented in accordance with GAAP. We use these non-GAAP financial measures for financial and operational decision-making and as a means to evaluate period-to-period comparisons. We believe that these non-GAAP financial measures provide meaningful supplemental information regarding our performance by excluding certain items that may not be indicative of our recurring core business operating results.

We believe that both management and investors benefit from referring to these non-GAAP financial measures in assessing our performance and when planning, forecasting, and analyzing future periods. These non-GAAP financial measures also facilitate management’s internal comparisons to our historical performance. We believe these non-GAAP financial measures are useful to investors both because (1) they allow for greater transparency with respect to key metrics used by management in its financial and operational decision-making and (2) they are used by our institutional investors and the analyst community to help them analyze the health of our business.

There are a number of limitations related to the use of non-GAAP financial measures. In light of these limitations, we provide specific information regarding the GAAP amounts excluded from these non-GAAP financial measures and evaluating these non-GAAP financial measures together with their relevant financial measures in accordance with GAAP.

For more information on these non-GAAP financial measures, please see the sections titled “Key Terms for Our Key Metrics and Non-GAAP Financial Measures,” “Definitions of Non-GAAP Measures” and “Reconciliations of Non-GAAP Measures” included at the end of this release. In regards to forward looking non-GAAP guidance, we are not able to reconcile the forward-looking non-GAAP Adjusted EBITDA measure to the closest corresponding GAAP measure without unreasonable efforts because we are unable to predict the ultimate outcome of certain significant items. These items include, but are not limited to, significant legal settlements, unrealized gains and losses on equity investments, tax and regulatory reserve changes, restructuring costs and acquisition and financing related impacts.

Other Income (Expense), Net

The following table presents other income (expense), net (in millions):

Stock-Based Compensation Expense

The following table summarizes total stock-based compensation expense by function (in millions):

Key Terms for Our Key Metrics and Non-GAAP Financial Measures

Adjusted EBITDA. Adjusted EBITDA is a Non-GAAP measure. We define Adjusted EBITDA as net income (loss), excluding (i) income (loss) from discontinued operations, net of income taxes, (ii) net income (loss) attributable to non-controlling interests, net of tax, (iii) provision for (benefit from) income taxes, (iv) income (loss) from equity method investments, (v) interest expense, (vi) other income (expense), net, (vii) depreciation and amortization, (viii) stock-based compensation expense, (ix) certain legal, tax, and regulatory reserve changes and settlements, (x) goodwill and asset impairments/loss on sale of assets, (xi) acquisition, financing and divestitures related expenses, (xii) restructuring and related charges and (xiii) other items not indicative of our ongoing operating performance.

Adjusted EBITDA margin . We define Adjusted EBITDA margin as Adjusted EBITDA as a percentage of Gross Bookings. We define incremental margin as the change in Adjusted EBITDA between periods divided by the change in Gross Bookings between periods.

Aggregate Driver and Courier Earnings . Aggregate Driver and Courier Earnings refers to fares (net of Uber service fee, taxes and tolls), tips, Driver incentives and Driver benefits.

Driver(s). The term Driver collectively refers to independent providers of ride or delivery services who use our platform to provide Mobility or Delivery services, or both.

Driver or restaurant earnings. Driver or restaurant earnings refer to the net portion of the fare or the net portion of the order value that a Driver or a restaurant retains, respectively. These are generally included in aggregate Drivers and Couriers earnings.

Driver incentives. Driver incentives refer to payments that we make to Drivers, which are separate from and in addition to the Driver’s portion of the fare paid by the consumer after we retain our service fee to Drivers. For example, Driver incentives could include payments we make to Drivers should they choose to take advantage of an incentive offer and complete a consecutive number of trips or a cumulative number of trips on the platform over a defined period of time. Driver incentives are recorded as a reduction of revenue or cost of revenue, exclusive of depreciation and amortization. These incentives are generally included in aggregate Drivers and Couriers earnings.

Free cash flow. Free cash flow is a Non-GAAP measure. We define free cash flow as net cash flows from operating activities less capital expenditures.

Gross Bookings. We define Gross Bookings as the total dollar value, including any applicable taxes, tolls, and fees, of: Mobility rides; Delivery orders (in each case without any adjustment for consumer discounts and refunds); Driver and Merchant earnings; Driver incentives and Freight Revenue. Gross Bookings do not include tips earned by Drivers. Gross Bookings are an indication of the scale of our current platform, which ultimately impacts revenue.

Monthly Active Platform Consumers (“MAPCs”). We define MAPCs as the number of unique consumers who completed a Mobility ride or received a Delivery order on our platform at least once in a given month, averaged over each month in the quarter. While a unique consumer can use multiple product offerings on our platform in a given month, that unique consumer is counted as only one MAPC.

Revenue Margin. We define Revenue Margin as revenue as a percentage of Gross Bookings.

Segment Adjusted EBITDA. We define each segment’s Adjusted EBITDA as segment revenue less the following direct costs and expenses of that segment: (i) cost of revenue, exclusive of depreciation and amortization; (ii) operations and support; (iii) sales and marketing; (iv) research and development; and (v) general and administrative. Segment Adjusted EBITDA also reflects any applicable exclusions from Adjusted EBITDA.

Segment Adjusted EBITDA margin . We define each segment’s Adjusted EBITDA margin as the segment Adjusted EBITDA as a percentage of segment Gross Bookings.

Trips. We define Trips as the number of completed consumer Mobility rides and Delivery orders in a given period. For example, an UberX Share ride with three paying consumers represents three unique Trips, whereas an UberX ride with three passengers represents one Trip. We believe that Trips are a useful metric to measure the scale and usage of our platform.

Definitions of Non-GAAP Measures

We collect and analyze operating and financial data to evaluate the health of our business and assess our performance. In addition to revenue, net income (loss), income (loss) from operations, and other results under GAAP, we use: Adjusted EBITDA; Free cash flow; Non-GAAP Costs and Operating Expenses; as well as, revenue growth rates in constant currency, which are described below, to evaluate our business. We have included these non-GAAP financial measures because they are key measures used by our management to evaluate our operating performance. Accordingly, we believe that these non-GAAP financial measures provide useful information to investors and others in understanding and evaluating our operating results in the same manner as our management team and board of directors. Our calculation of these non-GAAP financial measures may differ from similarly-titled non-GAAP measures, if any, reported by our peer companies. These non-GAAP financial measures should not be considered in isolation from, or as substitutes for, financial information prepared in accordance with GAAP.

Adjusted EBITDA

We define Adjusted EBITDA as net income (loss), excluding (i) income (loss) from discontinued operations, net of income taxes, (ii) net income (loss) attributable to non-controlling interests, net of tax, (iii) provision for (benefit from) income taxes, (iv) income (loss) from equity method investments, (v) interest expense, (vi) other income (expense), net, (vii) depreciation and amortization, (viii) stock-based compensation expense, (ix) certain legal, tax, and regulatory reserve changes and settlements, (x) goodwill and asset impairments/loss on sale of assets, (xi) acquisition, financing and divestitures related expenses, (xii) restructuring and related charges and (xiii) other items not indicative of our ongoing operating performance.

We have included Adjusted EBITDA because it is a key measure used by our management team to evaluate our operating performance, generate future operating plans, and make strategic decisions, including those relating to operating expenses. Accordingly, we believe that Adjusted EBITDA provides useful information to investors and others in understanding and evaluating our operating results in the same manner as our management team and board of directors. In addition, it provides a useful measure for period-to-period comparisons of our business, as it removes the effect of certain non-cash expenses and certain variable charges.

Legal, tax, and regulatory reserve changes and settlements

Legal, tax, and regulatory reserve changes and settlements are primarily related to certain significant legal proceedings or governmental investigations related to worker classification definitions, or tax agencies challenging our non-income tax positions. These matters have limited precedent, cover extended historical periods and are unpredictable in both magnitude and timing, therefore are distinct from normal, recurring legal, tax and regulatory matters and related expenses incurred in our ongoing operating performance.

Limitations of Non-GAAP Financial Measures and Adjusted EBITDA Reconciliation

Adjusted EBITDA has limitations as a financial measure, should be considered as supplemental in nature, and is not meant as a substitute for the related financial information prepared in accordance with GAAP. These limitations include the following:

• Adjusted EBITDA excludes certain recurring, non-cash charges, such as depreciation of property and equipment and amortization of intangible assets, and although these are non-cash charges, the assets being depreciated and amortized may have to be replaced in the future, and Adjusted EBITDA does not reflect all cash capital expenditure requirements for such replacements or for new capital expenditure requirements;
• Adjusted EBITDA excludes stock-based compensation expense, which has been, and will continue to be for the foreseeable future, a significant recurring expense in our business and an important part of our compensation strategy;
• Adjusted EBITDA excludes certain restructuring and related charges, part of which may be settled in cash;
• Adjusted EBITDA excludes other items not indicative of our ongoing operating performance;
• Adjusted EBITDA does not reflect period to period changes in taxes, income tax expense or the cash necessary to pay income taxes;
• Adjusted EBITDA does not reflect the components of other income (expense), net, which primarily includes: interest income; foreign currency exchange gains (losses), net; and unrealized gain (loss) on debt and equity securities, net; and
• Adjusted EBITDA excludes certain legal, tax, and regulatory reserve changes and settlements that may reduce cash available to us.

Constant Currency

We compare the percent change in our current period results from the corresponding prior period using constant currency disclosure. We present constant currency growth rate information to provide a framework for assessing how our underlying revenue performed excluding the effect of foreign currency rate fluctuations. We calculate constant currency by translating our current period financial results using the corresponding prior period’s monthly exchange rates for our transacted currencies other than the U.S. dollar.

Free Cash Flow

We define free cash flow as net cash flows from operating activities less capital expenditures.

Non-GAAP Costs and Operating Expenses

Costs and operating expenses are defined as: cost of revenue, exclusive of depreciation and amortization; operations and support; sales and marketing; research and development; and general and administrative expenses. We define Non-GAAP costs and operating expenses as costs and operating expenses excluding: (i) stock-based compensation expense, (ii) certain legal, tax, and regulatory reserve changes and settlements, (iii) goodwill and asset impairments/loss on sale of assets, (iv) acquisition, financing and divestiture related expenses, (v) restructuring and related charges and (vi) other items not indicative of our ongoing operating performance.

Reconciliations of Non-GAAP Measures

The following table presents reconciliations of Adjusted EBITDA to the most directly comparable GAAP financial measure for each of the periods indicated:

The following table presents reconciliations of free cash flow to the most directly comparable GAAP financial measure for each of the periods indicated:

The following tables present reconciliations of Non-GAAP costs and operating expenses to the most directly comparable GAAP financial measure for each of the periods indicated:

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Email Alert Sign Up Confirmation Global citizenship US political engagement U.S. Political Activities 2021 U.S. Political Activities 2022 U.S. Political Activities H1 2023 Uber vs. driving jobs Uber for Business Uber Freight Uber Health Advanced Technologies Group Accessibility Facebook (Opens in new window) Twitter (Opens in new window) Youtube (Opens in new window) Linkedin (Opens in new window) Instagram (Opens in new window) More From Forbes Purpose At Work: How Uber Scales A Culture Of Entrepreneurship Share to Facebook Share to Twitter Share to Linkedin This is the tenth interview in a series about how to lead with purpose, which took place around the Social Innovation Summit . The Summit is an annual gathering of impact driven entrepreneurs who share insights on how to leverage business for social innovation. For this interview I spoke with Meena Harris, Head of Strategy and Leadership at Uber. In the face of several challenges, Uber is working to foster a purposeful culture that’s good for employees, the business and the communities it works in. One of their key focus areas is entrepreneurship. “Entrepreneurship fuels the work that we do,” Meena Harris tells We First Branding . “It also shapes how we think about our internal workforce. We are very decentralized. There’s sort of a bunch of min-startups in cities across the world. That's what enabled our business to grow.” Not only does the nature of the ride hailing app enable its workers to work on their own terms, it also supports entrepreneurship out of the driver’s seat. As Meena points out, there are thousands of “full-fledged entrepreneurs that rely on our platform to maintain the flexibility that allows them to do their work and to supplement their income. We want to make sure we’re preserving that culture. It's something that’s helped us as a business as well.” Uber’s entrepreneurial ethos helps the company develop what Harris calls “Intra-preneurship.” That is, “people bring that entrepreneurial perspective to the work they do. That's good for them and for business,” she says. “But there are ways we can do better, right? It's not growth at all costs. It's responsible growth. It’s making sure it's not leading to deficiencies in culture. It’s not moving so fast that we're not paying attention to those other things.” Netflix’s Best New Movie Arrives With A Perfect 100% Critic Score Trump reposts ai-generated images claiming taylor swift fans support him, microsoft issues mandatory 2fa login deadline alert. The transportation company is investing in programs that empower underserved individuals to take their ideas to the next level. “There's this threshold question of who actually gets access to that (entrepreneurship). We want to make sure we're giving access and opportunities to diverse people. People who are going to bring different experiences and perspectives to the table.” The rideshare company is also investing in programs like Uber Pro , which offers qualified drivers opportunities to attend college and to support women and people of color. “We're supporting a new initiative called Operation 3 to 300 . The idea is to help 300 women and people of color to launch businesses through the fellowship program by 2021.”  Operation 3 to 300 is just one expression of how Uber is working to develop diversity and inclusion . “It must be baked into everything,” Harris says. “It has to be integrated into your products and your initiatives from the very beginning. It can’t be an afterthought or a response to somebody criticizing you.” Uber is now a multinational corporation with offices and contractors across the globe. What’s Uber’s secret to taking that entrepreneurial spirit to scale? “It's easier to do it when you're a lean startup and it's a small organization. Regardless of size, it has to come from the top-down and that is a priority. You have to train managers to encourage their teams to be entrepreneurial,” Meena shares. “You have to give employees a lot of autonomy to think more creatively and out of the box. You need to hire people who are going to understand how to do this responsively and strategically.” The takeaway here is that fostering entrepreneurship comes from both employees and the employer. Employees must be able to manage their own projects, stay disciplined and practice creative problem solving. At the same time, as an employer, you must give your employees the freedom to make their own decisions.  With Uber’s growth comes expanding stakeholder interest. How does the company stay true to its purpose, values and the culture of entrepreneurship when there are all the demands from the street? “One of the challenges mature companies face is evaluating performance and furthering the business. I think it'll vary company to company,” Meena says. “Having a lab or dedicated team is a great way to make sure the work gets done.” Another part of keeping the entrepreneurial spirit alive is to support employees to follow their passions out of the office. Meena mentions programs like McKinsey’s Take Time initiative, Pepsi’s design studio and LinkedIn’s InDay . These programs give team members the time and resources they need to pursue goals that may not be directly related to their jobs.  In a similar vein, Uber recently established a “ citizenship goal. ” This goal supports employees “to do something outside of the business that makes an impact on their communities,” Harris says. “It helps employees feel valued and fulfilled and supported. It's not just good for them but also for the company culture and your bottom line.” Studies show that today’s workforce, especially Millennials and Gen-Z, want to work with purposeful brands. They also want flexibility and opportunities to make a difference. When companies don’t give employees the freedom to explore creative problem solving they “limit their ability to bring that sort of entrepreneurship back inside,” Meena says. “Supporting the people in our businesses is what we need to be thinking about. It's a no-brainer. It improves leadership. It improves productivity. It cultivates this entrepreneurship concept and improves retention.”  As Uber develops, Harris says the company will work on building opportunities and communities in which its employees can thrive. For Harris and Uber, this means cultivating extended care programs from early life to elder care. It means making time and space for team members to follow their own passions while also developing Uber’s bottom line. “That's what our actual business is about. It's where a lot of businesses are headed. It's also an entirely new way of looking at work and the expectations that today’s workforce has from an employer.” Editorial Standards Reprints & Permissions Deck Collection Ancient Relics and Dusty Old Slides Stay in the loop Presentations. Leadership & Success 21 Jan 2020 Uber's Business Strategy: What Your Company Can Learn This article is part of our Business Strategies series, an insight and analysis into the makeup and model of some of the world's most successful startups. Contrary to what we were all warned of as children ("never get into a stranger's car!"), Uber – the San Francisco-based rideshare giant – has made billions of dollars by widely enabling this very practice. Used globally by an  estimated 110m people every month, Uber – much like fellow tech disrupter Google – has become a verb in itself; a key indicator of its societal and cultural impact all over the world. But how has the company achieved such prominence? And what challenges is it facing as we move into the 2020s? To paint a fuller picture of its success, we've taken a close look and analysis at Uber's business strategy and what you, as a business owner, can learn from it. Vital Information Uber's business strategy can be summarised by its mission and vision statements: Transportation as reliable as running water, everywhere for everyone. Uber Mission Statement We welcome people from all backgrounds who seek the opportunity to help build a future where everyone and everything can move independently. If you have the curiosity, passion, and collaborative spirit, work with us, and let's move the world forward, together. Uber Vision Statement Key Details Founded:  March 2009 Founders:  Gavin Camp and Travis Kalanick Headquarters:  San Francisco, California, USA Current CEO:  Dara Khosrowshahi Global Employees:  Approx. 22,300 (2018) Type:  Public (floated May 2019) Initial Funding:  $1.25m (First Round Capital) Key Products / Services:  Peer-to-peer logistics, including ridesharing, food delivery, healthcare and freight Founded in 2009 by Garrett Camp and Travis Kalanick under the guise of 'UberCab', the company's origins were rooted in the two co-founders' personal experiences. On New Year's Eve of the previous year, Camp – a computer programmer and the co-founder of StumbleUpon – had allegedly spent $800 on a private car service, inspiring him to determine a more affordable way of arranging public transport. After conducting extensive  market research  (the duo hired neuroscientists and other technical experts to determine the project's viability), the first paid Uber ride was undertaken in July 2010 in San Francisco. Various iterations of the original product (such as UberX, UberBLACK and UberPOOL) soon followed, with the company expanding into food delivery (Uber Eats) in 2014.  Ubers's Business Model Defined as a platform-based business model , Uber – at its core – acts as a matchmaker for those seeking a service, and those providing it. Most famously, this takes the guise of vehicular transport; users register either as drivers or as customers, with Uber acting as the platform through which these two groups can then access each other based on their location. In terms of generating revenue, the company takes a commission of around 20% to 25% from each ride that takes place; drivers – and the vehicles that they use – do not belong to the company as assets, and are employed only as independent contractors, or freelancers. Indeed, under this partnership model, drivers must provide their own vehicle (or rent one through an approved partner), as well as their own insurance costs, although passengers have the opportunity to tip their driver independently. Uber's leadership has also been keen to identify other potential uses for its platform, with Uber Eats arguably the most popular 'off-shoot' of the company's brand. Launching initially in Chicago, Los Angeles and New York City, Uber Eats allows users to also act as food delivery drivers from partnered restaurants. The platform follows roughly the same revenue model, with drivers earning cash through delivery fees, drop-off fees, miles travelled and tips, with Uber again taking a commission of between 15% and 30%. Perhaps most remarkably, however, is that Uber is not currently a profit-making venture – and not just because of its recent IPO troubles, either. CEO Dara Khosrowshahi has, like his predecessor, argued consistently that Uber has the potential to be profitable year in year out, arguing that the company is the "Amazon of transportation" (and that a market worth $12 trillion is there for the taking), but a lot – not least the six core assumptions that Travis Kalanick was relying on – will have to change to make these promises viable. The majority of Uber's income goes towards its drivers, after all, and squeezing them even further – given already existing criticisms in this area – is a huge risk that would cause further friction. What is perhaps more concerning for Uber in the long term is the idea that the ridesharing model itself is not sustainable (none of its major competitors are in profit, although it could be too early in the day for a conclusive takeaway). Ridesharing, however, is only projected to grow in the coming decade, so it remains to be seen if Khosrowshahi's faith is well-placed. Value  One of the critical components of Uber's growth so far is that, by targeting all age groups and individuals of various socioeconomic statuses, it is available in many different areas; all users need is the app and a free, registered account. This accessibility and ease-of-use mean that whether consumers use the ridesharing service regularly, or just for one-off necessities (such as when visiting another city), there is the benefit of convenience over trying to arrange a taxi or alternative means of transport. Among younger, more tech-savvy generations, in particular, other advantages over traditional taxi services include an estimated time of arrival at your destination, as well as a GPS-linked real-time map of where precisely potential rideshares are located. As a globally established brand, it also – despite numerous operating controversies – commands the trust of its users . Indeed, the company has been quick to address any perceived safety issues, with a reviewal rating system for both parties in place, as well as the ability to see your driver's photo and license plate before the journey starts. Passengers also have the opportunity to share their trip information with friends or family as an added safety precaution. Uniquely, Uber's primary partners are its own customers, as it relies on its service providers to operate; however, there are other agencies and stakeholders that significantly affect the company's ability to function, too. Perhaps the most high-profile are the transport licensing authorities of the jurisdictions in which Uber offers its services – key relationships that have to be carefully managed. For instance, it has already  been banned twice  from London – one of the company's biggest markets – with the related controversies having a knock-on effect on the company's poor stock showings. In addition, Uber has partnerships with car rental (and, in some locations, electric car rental) firms, while through its other products, the company partners with restaurants and food outlets, freight and trucking firms, and healthcare providers. It also runs cashback reward programmes in conjunction with certain financial payment providers, too. Following the operational departures of Camp and Kalanick (Camp remains a board member, while Kalanick resigned as CEO in 2017 and sold off the majority of his shares in December 2019), Uber is now under the operational control of former Expedia CEO, Dara Khosrowshahi. CEO: Dara Khosrowshahi (2017-present) With a leadership style that could be deemed a combination of transformational and democratic , Khosrowshahi is nothing if not different; he has been publically described as the polar opposite of his predecessor, who – to the increasing detriment of the company – was far more aggressive and autocratic in his approach. Termed a "listener" by senior Uber executives, the Tehran-born Brown alumnus described the situation he inherited as "messy", spending much of his first year consulting with employees, engineers and drivers who had grown disillusioned with the increasingly "toxic" culture at the company. He has since been responsible for leading Uber's IPO, as well as attracting significant investment and accelerating product diversification . CFO: Nelson Chai (2018-present) An experienced former investment banker and financial executive, Chai was appointed as the company's CFO specifically for his IPO-heavy background; hand-picked by Khosrowshahi, he is also an important ally in Uber's notoriously volatile boardroom. Despite significant initial losses on the company's aforementioned new ventures, Chai, along with his boss, has been keen to allay fears and is responsible for managing the expectations of the company's shareholders accordingly. CTO: Thuận Phạm (2013-present) A talented MIT graduate and former HP engineer, Phạm was allegedly interviewed for 30 hours over the span of two weeks before being hired as Uber's CTO in 2013. Responsible for scaling the company's technological infrastructure to keep pace with the growth of its real-time consumer demand, Phạm has enabled Uber to go from handling 30,000 rides a day to 14 million per day, creating a resilient and robust architecture that continues to thrive. Uber's Branding Strategy Interestingly, Uber has changed its branding five times within the last ten years; indeed, early iterations of the company's visual identity are almost unrecognisable from its current guise. However, this frequent preference for an aesthetic rebirth can perhaps be attributed to the garish and outspoken branding of its primary competitor, Lyft. Uber's third logo – the classic "Taxi-style" look – was well-received, even if its next version – a "bits and atoms" approach – was misguided and wide of the mark. It's most recent implementation, though, is a contemporary classic that signified the end of the Kalanick era, and is likely here to stay for the foreseeable future. Competition As with all disruptors, competition soon follows, and Uber has been no exception. Zimride, Wingz, Juno, and the aforementioned Lyft are a small selection of examples, and that's not to mention the traditional local taxi services and public transportation providers that it competes with. In recent years, there have also been a wide array of food delivery providers to contend with, including DoorDash, Grubhub, SkipTheDishes, and Postmates. While, historically, Uber's primary competitor strategy has been single-minded in nature (a reflection, perhaps, of Kalanick's "Rambo-esque" leadership approach), the company has also benefited from knowing its limits. Facing fierce competition in China, it sold its operations there to home-grown firm DiDi, while it has also acquired or merged with other transport providers in Asia and the Middle East. Given the criticisms the company has attracted in recent years, ranging from its employment and pricing practices to increased traffic congestion and serious safety concerns, it's clear that the company has a lot to improve upon. Under Kalanick's leadership, the company was also accused of conducting numerous sabotage procedures against the likes of Lyft and Gett, including ordering and then cancelling rides in order to render drivers unavailable. Uber's Company Culture Under Kalanick's leadership, Uber's company's culture was heavily criticised and scrutinised, leading to his eventual resignation. Former engineer Susan Fowler published an  explosive blog post  of the company's practices during this period, comparing the cut-throat culture as akin to "an episode of  Game of Thrones ", while also claiming that sexual harassment, blackmail and backstabbing were rampant. Acknowledging the damage that this culture was having (chief among them a retention crisis ), new CEO Khosrowshahi has since taken on the responsibility of changing the company for the better, working steadily to rectify these issues. Yet while a  2018 piece  in Vanity Fair argued that improvements were being made – especially in regards to the more toxic elements of the Kalanick reign – a "reckless competitive streak" still exists. Given the company's substantial financial losses and single-minded focus on the success of its newer product lines, it remains to be seen just how transformative Khosrowshahi's efforts have been. Despite a tumultuous company culture and a resulting dip in popularity – both in terms of reputation and stock price – Uber's internal restructuring and perseverance to remain the top ride and delivery-sharing service has been tenacious. Today, they remain the most popular company of choice in their niche market, while ambitions of growth – and long-term profitably – remain high. Key Takeaways Simple is better  – What initially separated Uber from competing rideshare and taxi services was its easy-to-use app and registration process. Don't neglect the user design aspect of your product and ensure that their point of access is fine-tuned to be accessible. Build to scale  – In forming an international ridesharing service that is adaptable to most regions, Uber has been able to spread to 63 countries, reaching an impressive global market. Even in the early days, always identify where your company has the potential to grow. Diversify – Uber's success lies not so much on the end service that it provides, but the platform on which it does so. By identifying that this platform can be adapted and used in a variety of ways, it opens the potential for a wide array of revenue streams. Consider this when looking at your own products or services. Admit your faults  – In the wake of being unveiled as a toxic and hostile work environment, Uber not only admitted their mistakes but also set out to remedy them. Consumers will often forgive your wrongdoings if you prove that you have rectified them, and put processes in place that ensures they are not repeated. What other lessons can we learn from Uber's business strategy, and how can you apply them to your business? Let us know your full range of thoughts and views in the comment section below. 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By  Nitin Lahoti   In  Blog   Posted  January 2, 2019 What Is Uber’s Business Model? How Uber Works? How Does Uber Make Money? What Is Uber’s Business Strategy? Why Is Uber so Successful? These are some of the major questions any budding entrepreneur in the on-demand startup space would be curious about, before working on his/her own “Uber for X” business model. And, rightly so. Uber’s business model has turned out to be so successful and popular that it has fuelled a new startup economy, the “on-demand economy”. Having a deeper understanding of Uber’s on-demand business model can play a pivotal role in modeling your own on-demand startup business idea. As a leading on-demand startup technology development partner, we want to share this knowledge with you through this comprehensive blog post. Uber Basics – Facts, Figures, Founders & Fundings Before drilling down into “Uber’s business model” or “How Uber makes money?”, let us gain knowledge about some basics and interesting facts about Uber – from inception to being a multi-billion dollar startup. Some Trivia Did you know that Uber was initially called as UberCab? Originally, the app only had the option to hail a black luxury car. Founders – Garrett Camp, Oscar Salazar, Travis Kalanick Founding Year – March 2009 Headquarters – San Francisco Bay Area, U.S.A Legal Name – Uber Technologies Inc. (Crunchbase) Total Funding – $24.2B (In 22 funding rounds as of Oct 2018, Crunchbase ) Major Investors – SoftBank Vision Fund, Tencent Holdings, Toyota Motor Corporation, and others. Current Valuation – $120B (Source – Bloomberg ) Uber’s Business Model – How Uber Works? Uber is no longer just the on-demand cab hailing service we used to know. It has dipped its toes into other territories as well – from Uber Eats (on-demand food delivery) to Uber Freight (on-demand trucking). For the matter of simplicity, in this blog, we will focus on Uber’s core business of ridesharing – its business model and how it makes money? To put it in simple words, Uber works as a digital aggregator app platform, connecting passengers who need a ride from point A to point B with drivers that are willing to serve them. “ Passengers ” generate the demand, “ Drivers ” supply the demand and “ Uber ” acts as the marketplace/facilitator to make this all happen seamlessly on a mobile platform. Kool, right? Through its model, Uber has been able to generate strong value propositions for both passengers and drivers to get onboard on its platform and create disruption in the taxi/cab industry. Uber’s Value Proposition for Passengers On-demand cab bookings (Convenient) Real-time tracking Accurate ETAs Cashless rides Lower wait time for a ride Upfront pricing Multiple ride options Uber’s Value Propositions for Drivers Flexibility to drive on their own terms Better income Lower idle time to get new rides Training sessions Assistance in getting vehicle loans Better trip allocation Uber’s Business Model Canvas – A Visual Snapshot Click to Enlarge Image Digging Deep Into Uber’s Revenue Sources – How Uber Makes Money? At a high level, Uber makes money by taking a cut on each ride (shared or individual) from the drivers. However, as we do a detailed analysis we will found that Uber’s revenue model is more complex than just trip commissions. Trip Commissions Uber provides the drivers on its platform (also called as partners) with a robust supply of ride requests to accept, fulfill, and make income. While making a booking, the passenger pays Uber for the ride through the app. Uber then transfers the payment to the partner’s account after taking some amount of commission for doing the job of a broker (digital broker if you want to say so). The commission rates may vary from 15-30 % depending on the market. Surge Pricing Dynamic pricing/ surge pricing is a novel concept that has been popularized by Uber and being adopted in other verticals as well, such as food delivery. Whenever there is a higher demand for cabs than what can be served at that moment (for example, at the airport after a flight lands), the fare goes up based on a surge price calculation algorithm. Some drivers move to the surge region to earn extra (increases supply) and some passengers opt to wait to get a ride (reduces demand). This way Uber is able to manage the demand-supply mismatch situation better. Drivers make more money, Uber makes more money and customers spend more money (but get urgent rides). Premium Rides Uber offers multiple ride options, from affordable hatchbacks to luxury sedans and SUVs. The profit margin for premium rides are much higher and helps Uber mint more money. Cancellation Fee If a passenger cancels a ride after a certain time-frame, say five minutes, he/she is charged a cancellation fee. Leasing to Drivers Uber runs a vehicle leasing program in many of its target countries to help new drivers get onboard faster. Drivers have to pay an upfront security deposit for the vehicle and payments are automatically deducted on a weekly basis from the driver’s earnings. Brand Partnerships/Advertising Uber is a very popular app with millions of active users. This makes it a good option for brands to do promotions. Its current app interface pushes a feed style layout for intuitive content consumption. Over the period, it may go on to become a strong revenue source by becoming a channel for sponsored content. Expanding Rapidly With New Business Verticals As mentioned earlier above, Uber is now much more than just a ridesharing company. It is leveraging it’s underlying technology for cab bookings, like, optimal driver allocation, to new use cases as well. These new businesses that Uber is building side-by-side have tremendous potential to generate revenue and fuel Uber’s grand ambitions. Uber is betting big on on-demand food delivery and why not. It’s a logical step for Uber to tap into this enormous market as it aligns with its ridesharing business and helps it utilize its large fleet of drivers. Uber Eats was launched as a separate app in 2016 and is growing in popularity at a rapid rate. Uber Freight Uber Freight is basically Uber for trucks. Uber launched its own on-demand trucking app in 2017 with the core idea of seamlessly matching shippers with carriers. If Uber can execute on its strategy to become the freight matching platform of choice, the revenue opportunities are also big. Key Takeaways for Budding Entrepreneurs From Uber’s Business Model Analysis Uber got a lot right in its journey towards becoming a pioneer in the on-demand industry today. It has seen its fair share of challenges over the period and been able to maneuver through most of them successfully. It is a great testament of a tech startup that achieved success with a novel business model and smart execution. Interesting Read: How to Build an App Like Uber? Tech entrepreneurs and startups can learn a lot from studying Uber’s business case study. We have tried to make the job easy by putting down a list of key takeaways/ tips from analyzing Uber’s massive success. Let’s check them out below. Build Solutions for Real-world Problems This is somewhat obvious but still needs to be mentioned first. You as an entrepreneur should identify real problems and figure out how technology can be leveraged to solve it, just like Uber used mobile technology to transform on-demand transportation. Keep Innovating Uber doesn’t rest on its laurels of being the first prominent rideshare app. Its founders understood really well that the competition will grow over time and they can only stay ahead through continuous product iterations. They keep adding new features to their passenger and driver apps, invest in new technologies and more. Shoot for Scalability Building a scalable business model is critical if you are to sustain your startup in the long run. Uber has built its platform in such a way that it is easy for it to expand to new markets and serve multiple users simultaneously with confidence. Keep Overhead Costs Low Run a lean business model that doesn’t require large infrastructural investments. Also, for building a tech startup, a skilled workforce is very crucial. This also adds up to your cost overheads in terms of high salary payments. One effective way to stay lean during the initial stages of your product development is by partnering with a third-party technology development company to build the MVP and overtime do in-house hiring. Wrapping Up!! The proliferation of the on-demand industry owes a lot to Uber and rightfully so. Uber’s success in many ways started a chain reaction with hundreds of on-demand/ Uber for “X” startups been launched after that and hopefully many more to come. Specifically, in the on-demand transportation and logistics industry, the effect has been profound. We hope that our analysis of Uber’s business model will become a useful resource for upcoming on-demand startups. Disclaimer : The information mentioned in this blog is based on the author’s own understanding of Uber’s business model. The facts and figures have been obtained from online research with appropriate credits given wherever required. Please use the information at your own discretion with no liability on the author or the firm. Author's Bio Nitin Lahoti is the Co-Founder and Director at Mobisoft Infotech . He has 15 years of experience in Design, Business Development and Startups. His expertise is in Product Ideation, UX/UI design, Startup consulting and mentoring. He prefers business readings and loves traveling. Latest Posts Popular Posts 8 Key Benefits of Mobile Devices in Healthcare Developing Responsive Web Applications Using Flutter Using PgSQL Command Line Utilities: psql, pg_dump, and pg_restore Tutorial Securing Your API: Leveraging HMAC For API Security and Call Integrity Using Java Choosing the Right E-commerce Platform for Your D2C Brand – A Mini Guide Automate Web Browsers on Simulators, Emulators, and Real Devices with Selenium and Appium Kotlin vs. Java – What to Choose in 2023 to Build Android Apps Faster? 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Subscribe newsletters to stay updated with our resources. James Nelson Just used this template! A few minutes ago. Templates >  Startup Pitch Uber Presentation Template & Uber Pitch Deck No credit card required Theme alternatives Export in PPT & PDF Ready to use images, icons, GIFs Share online anywhere Ready to use themes, color palettes and font pairs See all alternatives below Templates → A pitch deck is a presentation that startup companies give to potential investors to secure funding. The pitch deck typically contains slides with information about the company's business model, product, team, market opportunity, and financials. Many startups use pitch decks as a way to simplify and streamline their presentations. investors. Some of other case study templates Social Media Case Study Template A Social Media Case Study Template is a document used to present a detailed analysis of a successful social media campaign or strategy. 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Pop-up will be closed in seconds... 5 reasons why Uber is on the up After years of massive losses, Uber is finally making money. The ride-hailing giant reported better-than-expected Q2 earnings on Tuesday. Uber partly owes its recent hot streak to increased demand for its ride-hailing and delivery services. After years of massive losses and huge spending , Uber is now making a habit of turning a profit. The ride-hailing giant reported better-than-expected second-quarter earnings on Tuesday, with revenue rising 16% versus the year before, sending its stock price up nearly 6% before the bell . This comes after Uber announced its  first-ever annual operating profit of $1.1 billion for 2023 in February. Here's why the company is on the up: 1. Ridesharing boom Uber's core business is booming right now, with gross bookings in its rideshare division jumping 23% year-over-year , according to its latest earnings release. The company said that growth was driven by better-than-expected performance in Latin America and the Asia Pacific region, where Uber has expanded in recent years . The ride-hailing giant recently announced a collaboration with Tesla rival BYD that will allow drivers to lease 100,000 electric vehicles. 2. Delivery bet pays off Uber's food and grocery delivery services have grown rapidly and become a core part of the company. Like its ridesharing business, delivery saw healthy growth in the second quarter, with gross bookings rising 16% to $18.1 billion from last year. The company's partnership with Doordash rival Instacart also seems to be paying off. In comments accompanying earnings, Uber CEO Dara Khosrowshahi said that orders through the Instacart app were, on average, 20% larger than native Uber Eats orders. Related stories 3. Advertising boom Uber's advertising business is also booming. The company said Tuesday that Uber Ads achieved a net revenue annual run rate of $1 billion . Another area likely giving shareholders something to cheer about is the Uber One membership program, which offers subscribers money off rides, zero delivery fees, and other exclusive perks. Khosrowshahi told investors in Uber Q1 earnings earlier this year the company expects Uber One, which launched in 2021, to generate more than $1 billion in revenue this year. 4. New Transport Modes Uber has also added new transport options in the past few years, including motorcycle taxis, scooters, and airport shuttles. The company has also increased its focus on shared rides, expanding its UberX Share service to a host of new US cities last year . 5. Cutting costs After the high-spending reign of CEO and cofounder Travis Kalanick, Uber has cut back costs significantly in recent years, helping it to achieve profitability. New CEO Khosrowshahi abandoned Uber's long-held China ambitions when he offloaded the company's stake in Chinese ride-hailing giant Didi Chuxing in 2021, and cut spending internally by laying off parts of Uber's workforce during and after the pandemic . Uber did not respond to a request for comment from Business Insider, made outside normal working hours. Watch: How did Tesla's bulletproof Cybertruck become so expensive and so delayed? Main content Pardon Our Interruption As you were browsing something about your browser made us think you were a bot. There are a few reasons this might happen: You've disabled JavaScript in your web browser. You're a power user moving through this website with super-human speed. You've disabled cookies in your web browser. A third-party browser plugin, such as Ghostery or NoScript, is preventing JavaScript from running. Additional information is available in this support article . To regain access, please make sure that cookies and JavaScript are enabled before reloading the page. Skip to Content Tyler Childers concert Aug. 17: What to know Share via Twitter Share via Facebook Share via LinkedIn Share via E-mail Before CU Buffs football games become the main attraction in Folsom Field this fall, there’s one more summer concert. Tyler Childers appears on Saturday, Aug. 17. Main gates open at 5 p.m., and the first act begins at 6:30 p.m. Limited tickets are still available , but they are moving fast and are expected to sell out before Saturday.  Plan ahead for crowds and traffic to best avoid delays and to get to the fun on time.  Know before you go What: Tyler Childers: Mule Pull ‘24 tour  When: Saturday, Aug. 17, 6:30 p.m. Where: Folsom Field Gates open: 5 p.m. Parking: $40 per car; lots open at 2:30 p.m.   No bags allowed Bags are not allowed with the exception of small purses (4.5" x 5"); empty poster tubes, sleeves and slings; and bags that are medically necessary. All of the above are subject to inspection.   Concertgoers should expect heavy traffic and allow extra time to navigate city and campus streets.  Please visit CU Boulder’s Parking and Transportation website for complete details on Tyler Childers parking, rideshare drop-off and pickup information, ADA accessible parking and other transportation options, including information on bus transit, bike share and e-scooters.  Parking in campus lots, which open at 2:30 p.m., is $40 per vehicle. Parking must be purchased on site and is not available in advance. Payment is accepted by credit card only.  There will be no commercial vending areas or commercial parking on the CU Boulder campus. Parking lots close one hour after the event has concluded. No overnight parking on campus. Drivers will want to be aware of the city of Boulder’s new lane markings and lane configurations along Colorado Avenue. Red “bus only” lanes may be reserved for buses and right turns only. Please follow instructions provided by those directing event traffic. Concertgoers will be directed to report any safety concerns by texting/calling an in-stadium number that will be displayed on Folsom Field screens during the show. CU Boulder’s  Division of Public Safety provides security support for all large events held on campus. In an emergency, please call 911 to be routed to the DPS communications center. Enjoy the show! Performances & Concerts Events & Exhibits Campus community, related articles. Concerts, drone show July 1–4 to bring excitement and crowds WelcomeFest 2024 lineup announced—Tobi Lou to headline The oboe as vocalist—a Faculty Tuesdays performance Aug. 27 News headlines. 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Our analysis of options history for Uber Technologies UBER revealed 27 unusual trades. Delving into the details, we found 40% of traders were bullish, while 51% showed bearish tendencies. Out of all the trades we spotted, 3 were puts, with a value of $121,570, and 24 were calls, valued at $1,720,249. Expected Price Movements After evaluating the trading volumes and Open Interest, it's evident that the major market movers are focusing on a price band between $30.0 and $82.5 for Uber Technologies, spanning the last three months. Volume & Open Interest Development Looking at the volume and open interest is a powerful move while trading options. This data can help you track the liquidity and interest for Uber Technologies's options for a given strike price. Below, we can observe the evolution of the volume and open interest of calls and puts, respectively, for all of Uber Technologies's whale trades within a strike price range from $30.0 to $82.5 in the last 30 days. Uber Technologies Option Activity Analysis: Last 30 Days Biggest Options Spotted: UBER CALL TRADE BEARISH 01/16/26 $32.2 $31.5 $31.64 $45.00 $284.7K 1.1K 90 UBER CALL SWEEP BULLISH 01/17/25 $24.45 $23.7 $23.7 $50.00 $132.7K 8.0K 111 UBER CALL TRADE BEARISH 11/15/24 $6.65 $6.6 $6.6 $70.00 $132.0K 3.1K 244 UBER CALL TRADE BEARISH 01/16/26 $19.55 $19.2 $19.3 $62.50 $123.5K 408 69 UBER CALL TRADE BEARISH 01/16/26 $10.8 $10.75 $10.75 $82.50 $116.1K 157 108 About Uber Technologies Uber Technologies is a technology provider that matches riders with drivers, hungry people with restaurants and food delivery service providers, and shippers with carriers. The firm's on-demand technology platform could eventually be used for additional products and services, such as autonomous vehicles, delivery via drones, and Uber Elevate, which, as the firm refers to it, provides "aerial ride-sharing." Uber Technologies is headquartered in San Francisco and operates in over 63 countries with over 150 million users who order rides or food at least once a month. Following our analysis of the options activities associated with Uber Technologies, we pivot to a closer look at the company's own performance. Where Is Uber Technologies Standing Right Now? Trading volume stands at 8,033,534, with UBER's price up by 0.99%, positioned at $71.77. RSI indicators show the stock to be may be approaching overbought. Earnings announcement expected in 83 days. What The Experts Say On Uber Technologies In the last month, 5 experts released ratings on this stock with an average target price of $88.6. Consistent in their evaluation, an analyst from Citigroup keeps a Buy rating on Uber Technologies with a target price of $98. Consistent in their evaluation, an analyst from TD Cowen keeps a Buy rating on Uber Technologies with a target price of $90. An analyst from JMP Securities persists with their Market Outperform rating on Uber Technologies, maintaining a target price of $80. Reflecting concerns, an analyst from RBC Capital lowers its rating to Outperform with a new price target of $80. An analyst from Morgan Stanley has decided to maintain their Overweight rating on Uber Technologies, which currently sits at a price target of $95. Options are a riskier asset compared to just trading the stock, but they have higher profit potential. Serious options traders manage this risk by educating themselves daily, scaling in and out of trades, following more than one indicator, and following the markets closely. If you want to stay updated on the latest options trades for Uber Technologies, Benzinga Pro gives you real-time options trades alerts. © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved. ▼ ▼ ▼ ▼ ▼ ▼ Options Activity Identify smart money moves. See what positions smart money is taking on your favorite stocks with the Benzinga Edge Unusual Options board. Trade confidently with insights and alerts from analyst ratings, free reports and breaking news that affects the stocks you care about. Uber highlights autonomous vehicle efforts now that Tesla’s in its rearview mirror Uber reported strong second-quarter results, with gross bookings and net profit both up decently. But the company has chosen to highlight the success of its autonomous vehicle effort, likely to assuage investors concerned about incoming competition from Tesla, which aims to reveal its first robotaxi in October . Uber said in its second-quarter results statement that the number of trips performed by autonomous vehicles rose 6x from a year earlier — up from what the company didn’t say. And, the first thing Uber highlighted in its presentation deck was AVs in a section titled, “Autonomous Vehicle Spotlight.” It detailed how the ride-hail and delivery giant has the right utilization, consumer experience and go-to-market expertise to “drive the greatest value for AV partners.” Tesla CEO Elon Musk has repeatedly described Tesla’s future robotaxi network as having a similar business model to Uber and Airbnb, where Tesla owners could add their properly equipped vehicles to the carmaker’s own ridesharing app. In places where there aren’t enough people to share their cars, Tesla would provide a dedicated fleet of robotaxis.  Uber noted in its investor deck that having a hybrid network of autonomous and human drivers “enables consistent, high-quality and reliable consumer experiences across all geographies, 24/7.”  The company began partnering with Waymo, Alphabet’s autonomous vehicle subsidiary, in October 2023 to offer robotaxi rides in Phoenix. That progressed to autonomous deliveries in the city in April.   Uber CEO Dara Khosrowshahi said on Tuesday’s earnings call that he’s confident Uber will be able to “acquire AV content…on a global basis.” “The fact is, this is not turning out to be a winner-take-all market,” continued Khosrowshahi. “Originally, I think that was the concept, and why Uber wanted to develop the technology itself.” Uber has had a checkered past with AV development, one that’s been tainted by trade secret theft allegations and a fatal accident . The company began its AV journey in 2015 with a strategic partnership with Carnegie Mellon University’s National Robotics Center, which became Uber Advanced Technologies Group (ATG). A year later, Uber acquired a self-driving truck startup called Otto — a startup founded by one of Google’s star engineers, Anthony Levandowski, along with three other Google veterans — and then subsequently shuttered its trucking tech unit to focus on self-driving cars. Bringing Otto on board resulted in Waymo accusing Levandowski of stealing trade secrets, which were then used by Uber. The case ended in a settlement in 2018 , and the following year, Uber spun out Uber ATG after closing $1 billion in funding from Toyota. In 2020, Uber sold off the subsidiary to autonomous vehicle startup Aurora Innovation. Now, Uber’s plan is firmly based in partnering with other AV companies, which is in line with the company’s broader asset-light business model. Khosrowshahi noted Tuesday that every OEM is investing in some sort of L2 or L3 technology (advanced driver assistance systems that can handle some automated driving tasks). He also said that Uber thinks there will be many AV providers as newer imitation learning technologies take hold and create a “new wave of AV” at a “substantially lower capital cost than was necessary historically.” “If there are many, many AV providers, the marketplace — and our marketplace is by far the largest global marketplace, from a mobility, delivery and then freight, as well — the marketplace will have a very, very strong position,” said Khosrowshahi. Uber did not share how many autonomous trips it has performed in the second quarter or over the past year, but its count doesn’t just fall to robotaxis. The company has also partnered with sidewalk delivery robot companies Serve Robotics and, more recently, Cartken to deliver food autonomously on the Uber Eats network. Uber is also counting autonomous freight shipments in the total AV trip count. The company partnered with AV trucking company Waabi in September 2023, and the two companies have been doing commercial pilots between Dallas and Houston with a driver behind the wheel for the last 11 months. More recently, Uber Freight signed a multiyear deal with Aurora Innovation , another AV trucking startup, that will see the latter’s autonomous driving tech being offered on the Uber Freight network through 2030. None of the companies with active Uber partnerships — Waymo, Waabi, Serve — responded immediately to provide comment. Uber said it would announce more details on its AV plans in the coming months.  That could include its recent deal with BYD to bring 100,000 new EVs onto the platform in Latin America, Europe, Canada, Australia and New Zealand. The tie-up will give drivers discounts on BYD vehicle purchases or rentals, and the two companies will also collaborate on “future BYD autonomous-capable vehicles” to be deployed on Uber’s platform.  “BYD has committed to very, very significant investments in the AV space,” said Khosrowshahi on Tuesday’s earnings call. “And judging from what they have accomplished in the EV space, I would make a bet on them in AV, as well.” In June, BYD announced a $14 billion investment in autonomous vehicle technology. Investor response to Uber’s results has been positive. Uber’s shares were up 6% in premarket trading at the time of writing, and are climbing back to levels it traded on last Thursday, before the broader stock markets tumbled.  Uber also reported better-than-expected gross bookings in Q2, which rose 19% to $39.95 billion, slightly higher than the $39.7 billion predicted by analysts. In adjusted terms, Uber recorded net profit of $1.57 billion, again ahead of the $1.5 billion that analysts projected. Uber also said quarterly operating profits hit a record.  Uber forecast third-quarter bookings between $40.25 billion to $41.75 billion, and said it expected headwinds to the tune of $400 million due to the recent strengthening of the dollar compared to other currencies.  This article has been updated to reflect comments Uber’s CEO Dara Khosrowshahi made during Tuesday’s earnings call, as well as more context about Uber’s history with autonomous vehicles. The article was originally published at 5:20 a.m. PT. More TechCrunch Get the industry’s biggest tech news, techcrunch daily news. Every weekday and Sunday, you can get the best of TechCrunch’s coverage. Startups Weekly Startups are the core of TechCrunch, so get our best coverage delivered weekly. TechCrunch Fintech The latest Fintech news and analysis, delivered every Tuesday. 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Your monthly guide to all the topics, technologies and techniques that every professional needs to know about. Subscribe for free. InfoQ Homepage News Uber Drives Apache Kafka's Tiered Storage Feature; Sparks Efficiency Debate Uber Drives Apache Kafka's Tiered Storage Feature; Sparks Efficiency Debate Aug 14, 2024 5 min read Matt Saunders Transportation company Uber has  detailed their work in adding a new tiered storage feature to  Apache Kafka , the popular distributed event streaming platform . This feature, added in 3.6.0 and currently in early access, aims to address the scalability and efficiency challenges faced by organizations running large Kafka clusters. Tiered storage allows Kafka to extend its storage capabilities beyond local broker disks to remote storage systems like HDFS , Amazon S3 , Google Cloud Storage , and Azure Blob Storage . This enhancement enables Kafka clusters to scale storage independently from compute resources, potentially reducing costs and operational complexity. According to Uber's blog post , the project's motivation was to overcome limitations in how Kafka clusters are typically scaled. "Kafka cluster storage is typically scaled by adding more broker nodes. But this also adds needless memory and CPUs to the cluster, making overall storage cost less efficient compared to storing the older data in external storage" They added that larger clusters with more nodes increase deployment complexity and operational costs due to the tight coupling of storage and processing. The tiered storage architecture introduces two storage tiers: local and remote. The local tier consists of the broker's local storage, while the remote tier is the extended storage such as HDFS or cloud object stores. Both tiers can have separate retention policies based on specific use cases. Red Hat , in a detailed analysis of the feature , outlined its benefits: Elasticity: Compute and storage resources can now be scaled independently. Isolation: Latency-sensitive data can be served from the local tier, while historical data is served from the remote tier without changes to Kafka clients. Cost efficiency: Remote object storage systems are generally less expensive than fast local disks, making Kafka storage cheaper and virtually unlimited. The tiered storage system works by copying eligible log segments from local to remote storage. A log segment is considered eligible if its end offset is less than the last stable offset of the partition. The broker acting as the leader for a topic partition is responsible for this copying process. Uber's implementation introduces new components to facilitate this process: RemoteStorageManager: Handles actions for remote log segments, including copying, fetching, and deleting from remote storage. RemoteLogMetadataManager: Manages metadata about remote log segments with strongly consistent semantics. RemoteLogManager: Oversees the lifecycle of remote log segments, including copying to remote storage, cleaning up expired segments, and fetching data from remote storage. AWS has further developed this concept with Amazon Managed Streaming for Apache Kafka ( Amazon MSK ) tiered storage. According to AWS in a blog post , this feature significantly improves the availability and resiliency of Kafka clusters. The AWS engineers who authored the post highlight several key advantages: Faster broker recovery: With tiered storage, data automatically moves from faster Amazon Elastic Block Store (Amazon EBS) volumes to the more cost-effective storage tier over time. When a broker fails and recovers, the catch-up process is faster because it only needs to sync data stored on the local tier from the leader. Efficient load balancing: Load balancing in Amazon MSK with tiered storage is more efficient because there is less data to move while reassigning partitions. This faster, less resource-intensive process enables more frequent and seamless load-balancing operations. Faster scaling: Scaling an MSK cluster with tiered storage is seamless. New brokers can be added to the cluster without a large amount of data transfer and a longer partition rebalancing. AWS conducted a real-world test to demonstrate these benefits using a three-node cluster with m7g instance types. They created a topic with a replication factor of three and ingested 300 GB of data. When adding three new brokers and moving all partitions from the existing brokers to the new ones, the operation took approximately 75 minutes without tiered storage and caused high CPU usage. After enabling tiered storage on the same topic, with a local retention period of 1 hour and a remote retention period of 1 year, they repeated the test. This time, the partition movement operation was completed in just under 15 minutes, with no noticeable CPU usage. AWS attributes this improvement to the fact that only the small active segment needs to be moved with tiered storage enabled, as all closed segments have already been transferred to tiered storage. However, only some in the industry share the enthusiasm for tiered storage. Richard Artoul from WarpStream offers a more cautious perspective , arguing that while tiered storage can help reduce costs, it may introduce new complexities and potential failure modes. Artoul suggests that the added complexity of managing two storage tiers could increase operational overhead and impact system reliability. Artoul raises concerns about the performance implications of fetching data from remote storage, which could introduce latency and affect real-time processing capabilities. He points out that the cost savings of tiered storage might be offset by the expenses associated with managing and accessing data in remote storage systems, particularly due to inter-zone networking fees in cloud environments. Furthermore, Artoul argues that tiered storage needs to address the two primary problems that users have with Kafka today: complexity and operational burden, as well as costs (specifically, inter-zone networking fees). He suggests that tiered storage may exacerbate these issues rather than solve them. While tiered storage offers potential advantages, it's important to note some current limitations. As per Red Hat's analysis , the feature still needs to support multiple log directories (JBOD) or compacted topics. Additionally, turning off tiering on a topic requires transferring data to another topic or external storage before deleting the original topic. Both Uber and Red Hat emphasize the importance of monitoring when using tiered storage. New metrics have been introduced to track remote storage operations, allowing users to monitor and create alerts for potential issues such as slow upload/download or high error rates. Uber has been running this feature in production for 1-2 years on different workloads, but it's still considered early access in the open-source Apache Kafka 3.6.0 release. Organizations considering adoption should carefully evaluate its current capabilities and limitations. Introducing tiered storage potentially enables more efficient and cost-effective management of large-scale data streams. As demonstrated by AWS's implementation in Amazon MSK, it can dramatically improve cluster resilience and scalability in some scenarios. However, Artoul's critique highlights that the feature may only be a silver bullet for some Kafka users. As with any new feature, particularly in early access, users are advised to thoroughly test and monitor its performance in their specific environments before deploying to production, weighing the potential benefits against the added complexity and operational challenges. About the Author Rate this article, this content is in the devops topic, related topics:. Architecture & Design Distributed Systems Event Stream Processing Apache Kafka Related Editorial Related sponsored content, how to end the confusion in cloud transformations: insights from mckinsey & company, related sponsor. Building digital futures. Together. Related Content The infoq newsletter. A round-up of last week’s content on InfoQ sent out every Tuesday. Join a community of over 250,000 senior developers. View an example 231 IMAGES Uber 7 elements of a persuasive, memorable presentation Uber Model PowerPoint Template presentation on uber Uber Model PowerPoint and Google Slides Template Uber Presentation on Behance COMMENTS The Pitch Deck Uber Used to Raise $200K And, investors at Uber's first pitch deck presentation liked it well enough to offer the company an initial round of seed funding, totaling $200K. The original pitch deck that helped Uber raise $200K (in 2008). Copy their strategies and craft a top pitch deck! PowerPoint Makeovers: The Uber Pitch Deck We redesigned the original Uber pitch deck using Beautiful.ai's PowerPoint alternative presentation software. Our revised pitch deck template incorporates professionally-recommended practices of good design, including a variety of customizable themes and presentation templates for practically any purpose. Introduction to Uber Uber is a technology company that connects riders and partner drivers using a smartphone application (Uber Partner App, Uber App, the App). By using technology and focusing on safety and customer service, we aim to increase urban mobility, create economic opportunities and support Malaysian cities. Uber: The Ride-Hailing Innovation Uber, a global transportation network company (TNC), emerged as a disruptive force in the transportation industry, reshaping the way people… Uber Pitch Deck l Beautiful.ai In 2008, Uber started with $1.25 million in seed funding from investors, but they relied heavily on a presentation to do so. While successful, the original Uber pitch deck was a snooze, so we updated it using Beautiful.ai. Uber Pitch Deck Made Better (Usable as Template) + Tips Explore our enhanced Uber pitch deck template, based on the original that raised $200K. Gain insights and tips for creating your successful pitch deck. About Us Want to learn more about Uber? Read about our leadership, customers, the Uber platform, the communities we serve, and more! Uber Pitch Deck Template [Download] The following Uber pitch deck template follows the traditional order of slides recommended by accelerators and successful startups. But first things first: what must a pitch deck contain? Uber Pitch Deck (+Free PPT & PDF Download) Uber Pitch Deck (+Free PPT & PDF Download) Get the Uber pitch deck template with a free open-sourced design. As the most successful startup in the gig economy, Uber has revolutionized the transportation and delivery industry. While the original Uber deck from 2008 might look a bit dated, we modernized for you to use for free so you can focus on revolutionizing your own industry! Sample Pre-seed pitch deck: Uber's $200K deck Pitch Deck Teardown: Uber's $200K pre-seed deck from 2008. There's a pretty decent chance you've heard of a little company called Uber. It was a Crunchies finalist back in 2011 (for Best ... Uber Technologies, Inc. Uber Technologies, Inc. - Investor Relations | Uber. At Uber, we believe that sustainability is integral to the success of our business. Our environmental, social and governance (ESG) reporting outlines the many ways in which Uber builds value and, through its core business and social impact activities, helps to make the world a better place. Uber's Strategy for Global Success Harvard Business School assistant professor Alexander MacKay describes Uber's global market strategy and responses by regulators and local competitors in his case, " Uber: Competing Globally ... Uber Announces Results for First Quarter 2024 Uber Technologies, Inc. (NYSE: UBER) today announced financial results for the quarter ended March 31, 2024. "Our results this quarter once again demonstrate our ability to deliver consistent, profitable growth at scale," said Dara Khosrowshahi, CEO. "More than 7 million people now choose to earn flexibly on Uber every month, with driver ... Purpose At Work: How Uber Scales A Culture Of Entrepreneurship In the face of several challenges, Uber is working to foster a purposeful culture that's good for employees, the business and the communities it works in. Uber Uber - Powerpoint Presentation 2.5k 61.8k 46 Published: June 26th 2021 Tools Microsoft PowerPoint Google Slides Apple Keynote Creative Fields Graphic Design Storyboarding Infographic pitch deck Powerpoint presentation Uber Uber Technologies, Inc. develops and operates proprietary technology applications in the United States, Canada, Latin America, Europe, the Middle East, Africa, and Asia excluding China and Southeast Asia. It operates through three segments: Mobility, Delivery, and Freight. Uber's Business Strategy: What Can We Learn? Uber's business strategy represents an intriguing and - as yet - fully unrealised payoff, as our in-depth analysis of their strategy and operating model shows… Uber Business Model Explained: From Start to Finish Uber's business model has turned out to be so successful and popular that it has fuelled a new startup economy, the "on-demand economy". Having a deeper understanding of Uber's on-demand business model can play a pivotal role in modeling your own on-demand startup business idea. As a leading on-demand startup technology development ... What is Uber? by Ben Leinster on Prezi What is Uber? by Ben Leinster on Prezi. Blog. April 18, 2024. Use Prezi Video for Zoom for more engaging meetings. April 16, 2024. Understanding 30-60-90 sales plans and incorporating them into a presentation. April 13, 2024. Uber Presentation Template & Uber Pitch Deck Uber Presentation Template & Uber Pitch Deck A pitch deck is a presentation that startup companies give to potential investors to secure funding. The pitch deck typically contains slides with information about the company's business model, product, team, market opportunity, and financials. UBER Presentation by Tiffany Ng on Prezi Uber says its drivers make $6 per hour more than traditional cab drivers. The ride-sharing app is gaining converts among its drivers: 71% say their income is better since signing up. 162,037 that has completed more than 4 trips since Dec 2014. 14% are female drivers. $19.04 average hourly wage. How Uber Ads Plans to Grow to $1 Billion in Revenue: Investor Uber has projected that its ads business will generate more than $1 billion in revenue by 2024. Uber Ads boss Mark Grether outlined the unit's growth plans at the company's recent Investor Day ... 5 Reasons Why Uber Is on the up Uber's food and grocery delivery services have grown rapidly and become a core part of the company. Advertisement. Like its ridesharing business, delivery saw healthy growth in the second quarter, ... Week 5 presentation (pdf) Uber Organization and Financial Success • Revenue growth rate: This measures how fast Uber's revenue is increasing compared to its competitors or previous periods. According to 1, Uber's revenue growth rate was 300% in 2014, but it trailed behind Google and Facebook at similar stages of their development. • Profit margin: This measures how much of Uber's revenue is left after deducting all ... Tyler Childers concert Aug. 17: What to know Bags are not allowed with the exception of small purses (4.5" x 5"); empty poster tubes, sleeves and slings; and bags that are medically necessary. All of the above are subject to inspection. Concertgoers should expect heavy traffic and allow extra time to navigate city and campus streets. Uber Shares Jump as Company Returns to Profitability Uber Technologies'UBER 2.60% increase; green up pointing triangle shares rose Tuesday after the company said it had returned to profitability on the back of solid growth in its ride-share and ... What the Options Market Tells Us About Uber Technologies Uber Technologies is a technology provider that matches riders with drivers, hungry people with restaurants and food delivery service providers, and shippers with carriers. The firm's on-demand ... Uber highlights autonomous vehicle efforts now that Tesla's in its Uber reported strong second-quarter results, with gross bookings and net profit both up decently. But the company has chosen to highlight the success of its autonomous vehicle effort, likely to ... Serve Robotics and Shake Shack Roll Out Autonomous Robot Delivery Via Customers who order from select Shake Shack restaurants in Los Angeles through Uber Eats may receive their order via Serve's innovative autonomous robots. The partnership marks another step forward in the expansion of sidewalk robots on Uber Eats, which has been offering Serve's autonomous deliveries in Los Angeles since 2022, and is poised to lead to future expansion across the U.S. Uber Drives Apache Kafka's Tiered Storage Feature; Sparks ... Transportation company Uber have detailed their work in adding a new tiered storage feature to Apache Kafka, the popular distributed event streaming platform. This feature, added in 3.6.0 and ... essay homework paper phd project resume review speech thesis