These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
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Uber's Business Model
1. Biz Model for
Uber Technologies Inc.
A REAL-TIME RIDESHARING SERVICE
AMBRE FISCHER | ARNAUD LEGRIS | CHRISTOPHER LAURENTIUS | JOYCE LIM | KEONG PEI QUAN | RAYMOND UNG
Business models for other ride sharing companies such as Ola Cabs (http://www.slideshare.net/Funk97/presentations) and for different types of ride sharing such
as multi-passenger ride sharing (http://www.slideshare.net/Funk97/presentations) can be found on my slide share accounts.
2. 1. Background of taxi services and real-time ridesharing
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 2
Agenda
3. Background – Taxi Services
More convenient than other modes of public transport
when going at a specific destination
Higher fees than other modes of public transport
Fixed price based on base fare, distance, time, peak
hours/weekends & public holidays, advanced booking fees
Requires a government license to be a taxi driver
Car rented by the taxi operator
Taxis can be hired
Hailing on the street
Waiting at specific taxi stations
For immediate booking by SMS, phone call, app
For advanced booking by phone call, apps
UBER TECHNOLOGIES INC. 3
4. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 4
Agenda
5. What does Uber Technologies Inc do?
Network Orchestrator, connecting passengers with drivers
Manages a network of drivers and passengers through a phone application
Provides options and varieties in the transportation service
UBER TECHNOLOGIES INC. 5
Source of image: https://www.uber.com/
Toyota Camry BMW 7 series
GMC Yukon Denali
Mercedes S-Class
6. Uber: Real-Time Ridesharing
(FROM) RIDESHARING
Shares the same car and destination
Shares the cost of gas, toll fees, parking
Pairs passengers and drivers who are heading in
the same direction / heading to the same
destination
Time Sharing
(TO) REAL-TIME RIDESHARING
Shares the same car and destination
Individual costs
Uses latest technologies
Uses GPS and smartphones
Social Networks
Geared towards profit or commercial gain
UBER TECHNOLOGIES INC. 6
Incremental
Evolution
8. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 8
Agenda
9. EVERYONE CAN BE A DRIVER
Flexibility to drive Extra Income Drive with Assurance
Value Proposition
UBER TECHNOLOGIES INC. 9
EVERYONE’S PRIVATE DRIVER
One tap to ride Reliable Pickup Status Sharing Ride Feedback Cashless
10. Value Proposition – Network Orchestrator
UBER TECHNOLOGIES INC. 10
Passenger Driver
Request for
ride
Notification of
acceptance
Notification of
the request
Accepts
request
- Pay the ride
- Give feedback
Picks the passenger and brings him
to the destination
- Indicates navigation
- Estimates fare &
time
App
GPS
11. Uber’s structure is simpler, thus generating lower costs which allows them to propose a lower price
No inventory
Uber doesn’t have to pay fees as they are not “taxi service operators”
They are network orchestrators matching drivers and passengers
Drivers do not have to pay for professional fees to deliver the service
Uber drivers are partners not employees
Ease of becoming driver
More drivers than taxi drives in NYC 1
Majority of drivers are part time , only 38% worked full time 2
Part time driver can accept lower revenues than normal taxi drivers
UBER TECHNOLOGIES INC. 11
Value Proposition – A cheaper ride compared to Taxis
1 http://www.digitaltrends.com/mobile/more-uber-cars-yellow-taxis-nyc/
2 http://techcrunch.com/2015/01/22/uber-study/
12. DEMAND/SUPPLY ALGORITHM
Heat mapping to indicate where the demand is
“God View” – real time aerial view of the
movement of cars1
Plenty of other data analyses, such as
Analyzing how many times the app is open
Analyzing accuracy of demand prediction to refine the
prediction algorithm
Calculating probability of accurate destinations and
popular destinations2
SURGE PRICING ALGORITHM
Automatically detects situations of high demand
and low supply and adjusts price accordingly,
depending on the level of shortage.
UBER TECHNOLOGIES INC. 12
1 http://www.reuters.com/article/2014/12/16/us-uber-privacy-idUSKBN0JU2DT20141216
2 http://blog.uber.com/passenger-destinations, http://blog.uber.com/2012/11/12/uberdata-mapping-a-citys-flow-using-ubers-ridership-data/
Source for both images: http://www.wired.com/2011/04/app-stars-uber/
Value Proposition – Surge Pricing: Meeting high
demand
Surge Pricing : Uber rates increase to ensure reliability when demand cannot be met
Encourage more driver to be available.
13. US 2013/0246207A1 (pending grant)
System and Method for Dynamically Adjusting Prices
for Services
Pricing algorithm automatically detects situations
of high demand and low supply and hikes the price
in increments, depending on the scale of the
shortage.
Algorithm results in increased supply and reduced
demand.
“Through these two mechanisms, the company is able
to (a) increase supply, (b) assure reliability, a key tenet
of the company, and (c) maximize the number of
completed rides.” – Bill Gurley, Uber investor and
board member
UBER TECHNOLOGIES INC. 13
Source of image: Patent No: US 2013/0246207A1 by Uber Technologies Inc, System and Method for Dynamically Adjusting Prices for Services
E.g. prices to be changed if
utilization rate falls below 60% or
above 80%; or demand and
supply model that compares the
number of drivers to passengers.
Price adjusted relative to a fixed
price i.e. using a multiplier
Value Proposition – Surge Pricing: Patent Pending
14. UBER TECHNOLOGIES INC. 14
Value Proposition – Surge Pricing Example(1) Demand –
Supply Equilibrium
$10
Normal Fare
15. UBER TECHNOLOGIES INC. 15
$10
Fare Increases
$15
Value Proposition – Surge Pricing Example(2) Demand >
Supply
16. UBER TECHNOLOGIES INC. 16
$15
Fare Decreases
$10
Value Proposition – Surge Pricing Example(3) Demand <
Supply
17. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 17
Agenda
18. So who do you think are Uber’s customers?
UBER TECHNOLOGIES INC. 18
1) Drivers 2) Passengers 3) Both?
Source: Google Search Definitions
19. Uber’s definition of customer:
Individuals requesting or ordering an on-demand service, where a service provider refers to individuals
or entities that can provide the requested service e.g. car/taxi service.
UBER TECHNOLOGIES INC. 19
Passenger Uber Driver
$$$ Commission
CUSTOMER
Paying for the service (transportation)
PARTNERS
Complementary Service Provider, NOT customer
20. UBER TECHNOLOGIES INC. 20
Customer Segments (by needs)
I want a ride (Taxi, UberX, UberTaxi, Lyft)
I want a luxury ride (Limousine Taxi, UberBlack)
I’m willing to pay more to get a ride NOW (UberX,
Lyft)
I want the highest probability of getting a ride
I want a taxi NOW
I want to share the ride to reduce cost (UberPool)
I want a scheduled ride (Taxi)
I want a consistent good user experience (Uber,
Lyft)
Key Differentiators between the different options:
Price
Time
User experience
Options
21. EARLY ADOPTERS
Tech-Savvy Users
Smartphone Users
Users who value time
People who appreciates having a ride confirmation
shortly after the need arises
Users with (limited) spending power. They are
either
People who wish to save money but still get the
convenience or
They have the power to hail a ride at any price
EXAMPLES OF CUSTOMERS
UberPool – Non-working group e.g. students,
young adults
UberX – e.g. working adults, people in a rush
UberTaxi – e.g. the usual taxi passenger
UberBlack (Premium) – e.g. professionals, people
who wish to show off
UBER TECHNOLOGIES INC. 21
Targeted Customer Segments (Real-time Ridesharing)
22. Uber’s Estimated Market Share (NYC Jan 2015)
40% of Total NYC Taxi Market (advanced
booking taxis, Uber, Lyft)
45% of advanced booking Taxi Market 17% of
Total Taxi Market
UBER TECHNOLOGIES INC. 22
Total Taxi Market
135 million rides
~$1.9 Bn
Target Market
55 million rides
~$1 Bn
Uber Market
Share
25 million rides
$0.4 Bn
Total Taxi market : http://www.statisticbrain.com/taxi-cab-statistics/
Uber Marke share: http://www.northjersey.com/news/move-to-regulate-ride-share-services-like-uber-lyft-advances-in-nj-video-1.1292267
Market Comparison in %: http://www.businessinsider.com/uber-revenue-rides-drivers-and-fares-2014-11?op=1
23. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 23
Agenda
24. Value Capture
UBER TECHNOLOGIES INC. 24
Pricing & Payment
Uber set prices for rides
Peak hours
Customers pay Uber with
credit card (not the drivers)
Splitting the Proceeds
20% of the ride go to Uber
Commission-based
Depends on the city and
competition
From revenues to Profits
Uber cover expenses (R&D,
marketing…)
Employees & infrastructure
in cities
Reinvest to Grow
R&D and acquisition of new
business
25. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 25
Agenda
27. Competitive Analysis – Uber vs Taxi (1)
Uber Taxi
Advance Booking No Yes
Hiring Method Smart Phone App Flag/Call Center/App/Dedicated taxi queue
Payment Cashless Cash/Credit Card
Driver/Passenger Rating Available NA
Pricing Structure Flexible Structured
Fare Sharing Anyone Limited to friends
ETA to Destination Available NA
ETA of the Ride Available Available (Apps Only)
Car Self Rented from Taxi Company
Driver’s perspectives Flexible Rigid
Law & Regulation (more on this later) Grey Area Well-defined
Value Capture to Company Commission Fee Rental Fee, Advertisement
UBER TECHNOLOGIES INC. 27
28. UBER
Base fare
Metered fare based on time/distance
Surge pricing
During high/low demand
TAXI
Base fare
Metered fare based on time/distance
Additional costs
Peak hour / midnight surcharge
Public Holiday surcharge
Advanced booking fee
Luggage fees
Area based surcharge
City
Airport
UBER TECHNOLOGIES INC. 28
Competitive Analysis – Uber vs Taxi (2) Pricing Structure
29. UBER TECHNOLOGIES INC. 29
Graphs from: http://www.businessinsider.sg/uber-vs-taxi-pricing-by-city-2014-10/#.VQ7j7-6UfP8
Competitive Analysis – Uber vs Taxi (3) Pricing Structure
30. UBER
Requirements
No professional taxi license required
Require your own vehicle
Income
Flexible timing – part time work
Surge pricing may provide higher hourly wages
Expenses
Petrol
Personal insurance
Maintenance of personal vehicle
TAXI
Requirements
Professional taxi license / “medallion”
Income
Full time work (i.e cover daily rental work)
Fixed surcharges
Expenses
Fixed rental fees for taxi to be paid
License fees as a taxi driver to be paid
UBER TECHNOLOGIES INC. 30
Competitive Analysis – Uber vs Taxi (4) Driver’s Perspectives
31. UBER TECHNOLOGIES INC. 31
Image from: http://techcrunch.com/2015/01/22/uber-study/
Competitive Analysis – Uber vs Taxi (5) Driver’s Perspectives
32. UBER LYFT Winner
Cost Lower on Average Higher UBER
Surge Pricing No Cap Cap at 200% LYFT (Passenger POV)
Surge Pricing No Cap Cap at 200% UBER (Driver POV)
Company Investment (2014) ~$405 Million ~$330 Million UBER
Safety Insurance/Driver Rating Insurance/Driver Rating TIE
Customer Support Online Support 24/7 Call Centre TIE
Professionalism Feels professional Feels friendly UBER
Service/Experience Passenger-Driver Relationship Friendly Ride LYFT
Legality Issues on real time ride sharing TIE
Winner UBER
UBER TECHNOLOGIES INC. 32
Competitive Analysis – Uber vs Lyft (1)
33. Similarities
Demand/supply algorithm
Both increases supply during high demand periods but
the limit of Prime Time also means that comparatively,
Uber partners would earn more during the same
period if demand is extremely high.
Differences
Surge Pricing: no cap (except for “abnormal disruption
of the market” – more on that later)
Prime Time: 200% price surge i.e. cap of 3x fare
NYE 2014: 400% increase i.e. cap of 5x fare
The success of Uber’s Surge Pricing
2 million matched rides on NYE 2014 (worldwide)
UBER TECHNOLOGIES INC. 33
Source of image: http://blog.uber.com/cheersto2015
Competitive Analysis – Uber vs Lyft (2) Surge Pricing vs Prime Time
34. Competitive Analysis – Uber vs Lyft (3) Prices in different states
UBER TECHNOLOGIES INC. 34
$0.00
$0.50
$1.00
$1.50
$2.00
$2.50
$3.00
COST
Source of image: Uber and Lyft websites
35. Overall Competitive Analysis
UBER TECHNOLOGIES INC. 35
0
1
2
3
4
5
6
Advance
Booking
Law &
Regulation
Hiring Method
(User
Friendliness)
Cashless
Payment
Fare Sharing Driver’s
Flexibility
Go-to Market
Car Flexibility
User
Experience
Ride
Information
RATING
Strategy Canvas for Uber, Lyft and Taxi
Uber Taxi Lyft
Uber Taxi Lyft
Advance Booking 0 5 0
Law & Regulation 3 5 3
Hiring Method (User Friendliness) 5 3 5
Cashless Payment 5 3 5
Fare Sharing 5 3 5
Driver’s Flexibility 5 3 5
Go-to Market Car Flexibility 5 3 3
User Experience 5 3 5
Ride Information 5 3 5
36. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 36
Agenda
37. First mover advantage
Accumulate a larger parnter installed base, and real-
time ridesharing apps thrive on the size of customer
base
Barrier to entry
Patent applications
If granted, Uber will be the only company in this line of business to
have related patents
But most patents refer to business methods
Network Effects
Customer
Partner
UBER TECHNOLOGIES INC. 37
Source of image: http://patentvue.com/2014/03/04/sidecar-and-uber-patent-portfolios-lead-the-ride-sharing-industry/
Strategic Control
38. Strategic Control
UBER TECHNOLOGIES INC. 38
Retain
& Gain
New
Drivers
Partner rewards program
• Vehicle Financing
• Health Care Incentives
• etc
Customers
• Price promotions
• Partnerships with
local establishments
e.g. restaurants,
shops
39. 1. Background of taxi services
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 39
Agenda
40. Issues (worldwide)
Issues Solutions
Trust and Safety issues
• Alleged (sexual) assaults
• Alleged Kidnapping
• Driver/Passenger information, GPS following rides
• Panic Button
• Background checks, identification of new
technologies
Legal issues
• Insurance coverage for accidents
• Regulatory laws – Illegal taxi operation?
• Metromile’s Uber Car Insurance
• Insurance Coverage for UberX
• App’s terms and conditions
• Conforming to the laws
Surge Pricing • Cap on fares for certain events
UBER TECHNOLOGIES INC. 40
41. UBER TECHNOLOGIES INC. 41
Source of image: https://www.uber.com/safety
Issues: Background checks
All drivers are screened against:
County courthouse records
Federal courthouse records
Multi-State Criminal Database
National Sex Offender Registry screen
Social Security Trace (lifetime)
Motor Vehicle Records (historical and ongoing)
In Nov 2014, Uber started a safety review to
identify new technologies such as
Biometrics and
Voice verification
Further suggestions by U.S. Congress, Mar 2015
Adopt fingerprint-based background checks
42. Issues (worldwide)
Issues Solutions
Trust and Safety issues
• Alleged (sexual) assaults
• Alleged Kidnapping
• Driver/Passenger information, GPS following rides
• Panic Button
• Background checks, identification of new technologies
Legal issues
• Insurance coverage for accidents
• Regulatory laws – Illegal taxi operation?
• Metromile’s Uber Car Insurance
• Insurance Coverage for UberX
• App’s terms and conditions
• Conforming to the laws
Surge Pricing • Cap on fares for certain events
UBER TECHNOLOGIES INC. 42
“You understand, therefore, that by using the application and the service, you
may be exposed to transportation that is potentially dangerous, offensive, harmful
to minors, unsafe or otherwise objectionable, and that you use the application
and the service at your own risk.” - Uber’s Terms & Conditions
43. UberBlack, UberSUV, or UberTAXI rides are
provided by commercially licensed and insured
partners and drivers. How about UberX?
Uber introduced insurance coverage for the UberX
rides in Mar 2014.
$1 million of liability coverage per incident.
$1 million of uninsured/underinsured motorist bodily
injury coverage per incident.
Contingent comprehensive and collision insurance.
No fault coverage (e.g., Personal Injury Protection)
$50,000/$100,000/$25,000 of contingent coverage
between trips.
UBER TECHNOLOGIES INC. 43
Issues: Insurance Coverage for UberX
Source of image: http://blog.uber.com/ridesharinginsurance
44. Covers drivers for miles in between trips
Uses a cellular gadget that plugs into their vehicle’s
diagnostic port.
Recognizes when drivers are working and are covered
by Uber’s insurance so it only charges them for miles
they drive for personal use.
Complements UberX Car Insurance
$50,000/$100,000/$25,000 of contingent coverage
between trips.
As a result… Drivers do not have to fear
Being denied coverage by personal insurance
Potential limitations of their personal insurance
coverage while logged on to a rideshare app.
UBER TECHNOLOGIES INC. 44
Issues: Metromile’s Uber Car Insurance
Source of image: http://blog.metromile.com/blog/2015/1/28/uber-partnership
45. Issues: Regulatory laws – is Uber legal?
UBER TECHNOLOGIES INC. 45
Source of image: http://www.taxi-deutschland.net/images/presse/Infografik_Uber-legal-issues_EN_v12_RGB_2015-02-06_final.jpg, used under the CC BY-SA 4.0 Intl Licence
46. Issues (worldwide)
Issues Solutions
Trust and Safety issues
• Alleged (sexual) assaults
• Alleged Kidnapping
• Driver/Passenger information, GPS following rides
• Panic Button
• Background checks, identification of new technologies
Legal issues
• Insurance coverage for accidents
• Regulatory laws – Illegal taxi operation?
• Metromile’s Uber Car Insurance
• Insurance Coverage for UberX
• App’s terms and conditions
• Conforming to the laws
Surge Pricing • Cap on fares for certain events
UBER TECHNOLOGIES INC. 46
47. Issues: Surge Pricing
UBER TECHNOLOGIES INC. 47
Source of image: http://www.businessinsider.sg/ubers-highest-surge-price-ever-may-be-50x-2014-11/#.VRuIMO6UfP8
x normal rate
min rate
A 1km ride will cost you USD 650
48. Issues: Surge Pricing
Uber came under fire for the surge pricing algorithm during the events:
Hurricane Sandy
(elsewhere) Sydney Hostage Siege
Capped surge pricing from Jan 2015 for “abnormal disruption of the market” events
“If Uber puts surge pricing into effect during an abnormal disruption of the market, Uber will not set the price for
any transportation option above a multiple of the base fare to the determined…based on the prices set by Uber for
the same transportation option…during the sixty days preceding the commencement of the abnormal disruption of
the market. To determine the price cap for a transportation option in a city and surrounding area, Uber shall first
identify the three highest prices it set, on different days…Price cap shall be the next highest price that was set for
the same transportation option …not including the days on which the three highest prices were set.”
UBER TECHNOLOGIES INC. 48
i.e. If in the past 60 days, the 4 highest multipliers were 3x, 4x, 5x and 6x, Uber will charge a maximum of 3x the
normal fare for such events.
49. 1. Background of taxi services and real-time ridesharing
2. What does Uber Technologies Inc do?
3. Value Proposition
4. Customers and Market
5. Value Capture
6. Competition
7. Strategic Control
8. Uber, an issue?
9. Improvements & Alternatives
10. Q&A
UBER TECHNOLOGIES INC. 49
Agenda
50. UberGarage - Experimentation
UberFRESH & UberESSENTIALS
Delivery lunch & various products
At an experiment stage
No delivery fee for Essentials fixed $3 fee for Fresh, no tips to the driver
Make money with product margin
Based on the same business model (drivers, app: location, payment, rating)
Create value to customers: convenient, very fast (10 minutes)
UberCARGO
UberRUSH
UberPOOL
Uber Business
Reliable ride for your employees
UBER TECHNOLOGIES INC. 50
51. Improving Existing Business
UBER TECHNOLOGIES INC. 51
UBER
DRIVERS PASSENGERS
Extra
Insurance
Coverage
Uber Mobile App Protection
Driver/Rider
Preference
Incentive Program
52. Alternative Business Models – Customer Segments
UberAlternate
Similar to UberX but using other forms of transport
e.g. bicycles or motorbikes.
Target segment: Passengers in developing countries /
countries where public transport is not well
established
UberAlternateX
High end luxury transport
Target segment: Niche segment: luxury
Available for high end car
UBER TECHNOLOGIES INC. 52
53. Alternative Business Models – Customer Segments
UberTour
UberX for tourist attractions within the city/country
Planning of ride itinerary and following available tour
vehicles
Target segment: Tourists with their own (flexible)
itinerary
UBER TECHNOLOGIES INC. 53
54. UBER TECHNOLOGIES INC. 54
Alternative Business Models – Value Capture
UberCredits
Passenger can buy $100 of UberCredits and be rewarded with an extra $20.
Entice more passengers to use Uber, which will increase demand and make drivers happy.
UberAdvertising
Advertisements on the app and within the car
Advertising revenue
55. In the Future (10-15 years)....
Driverless Uber
Use driverless car, when driverless car is available & legalized
Uber Next
Predict the need of a ride based on data, schedule, etc
UBER TECHNOLOGIES INC. 55
Alternative Business Models – Long Term
56. Lastly, if anyone is interested….
Apply now through: https://www.uber.com/jobs/54600/apply?gh_jid=54600
UBER TECHNOLOGIES INC. 56
57. Q&A
P.S. FOR QUESTIONS ON JOB APPLICATIONS, PLEASE SEND DIRECTLY TO
UBER.
UBER TECHNOLOGIES INC. 57
59. Backup Slide: Surge Pricing Technology example
In San Francisco, there can a high number of requesters at a
certain time where transportation services are requested so
that there is a spike in demand, while supply remains the
same.
In comparison, in a nearby city, such as San Jose, there is no
spike in demand for the transportation services or food
services at the same time.
Due to the limited availability (e.g., inventory) of drivers and
vehicles, the system can adjust the price for the service
(e.g., increase the cost) for the requesters in San Francisco
(or to requesters in a region within San Francisco).
For those requesters and service providers, the price for the
particular service can be adjusted (e.g., increased), while
the price (e.g., the default price value) for other requesters
and services providers in other areas remains the same. The
parsed data can also be stored in one of the system
databases, such as a pricing data database, so that the price
adjustment can retrieve previously parsed data at different
times.
Data is stored in appropriate system databases so that a
historical record can be maintained. The historical record
can include requester data and provider data received at
particular dates and times previously received.
In some examples, the historical data can also be used to
approximate the amount of requesters and the amount of
service providers at a particular geographic region at a
certain time and/or date.
In this manner, information can be collected, stored, and
maintained for future use (e.g., for price adjustment at a
later time or for predicting future supply and demand for
the service).
For example, the data collected on Friday evenings can be
useful in predicting supply and demand for future Friday
evenings (e.g., can be used to determine trends).
Forecasting future spikes in demand, for example, can be
useful in making sure a sufficient amount of service
providers are available at the future time to meet the high
demands.
UBER TECHNOLOGIES INC. 59
Source of image: Patent No: US 2013/0246207A1 by Uber Technologies Inc, System and Method for Dynamically Adjusting Prices for Services
60. Backup Slide: Surge Pricing System
UBER TECHNOLOGIES INC. 60
Source of image: Patent No: US 2013/0246207A1 by Uber Technologies Inc, System and Method for Dynamically Adjusting Prices for Services
61. UBER TECHNOLOGIES INC. 61
Image from: http://www.cnet.com/news/uber-lyft-are-sinking-san-francisco-taxi-business/
Backup Slide: Increase vs Decline of apps to flagging
62. Backup Slide: Competition (Uber vs other apps)
Uber FlyWheel Lyft
Go-to Market Luxury/Private Cars/Existing
Taxi
Existing Taxi Private Car
Marketing Strategy Free credits, celebrity
endorsement, social media
No surge, non-a******
alternative to Uber
Branding(Moustache)
Tools Smartphone Taxi meter, Smartphone Smartphone
Payment Method Cashless Cashless Cashless
Taxi Fare Cheaper than traditional taxi Traditional Taxi Fee Cheaper than traditional taxi
Advance Booking Option NA Available NA
User Experience Driver/Passenger Rating NA Driver/Passenger Rating
Fare Sharing Uber Pool NA Line Lyft
Surge Pricing No limit NA Cap at 200% i.e. 3x fare
UBER TECHNOLOGIES INC. 62