Defend DoorDash's food-delivery share against Uber Eats: diagnosis and strategy

Uber Eats has been taking share of the food-delivery market away from DoorDash. Assume you are a product leader at DoorDash: what would you do about it? Lay out how you would approach the problem, the strategic options you would consider, and the plan you would recommend. ```hint Find what the rival is winning on Share can move for different reasons with consumers, with restaurants and stores, and with couriers. Work out where and why customers are switching before you pick a response. ``` ### Clarifying Questions - Is the share loss happening everywhere DoorDash operates, or in particular countries, cities or customer groups? - Is share measured by orders, by order value or by number of customers, and how long has it been slipping? - Should the response win back share even at some cost to profitability, or must it protect unit economics? - Over what time horizon should the plan show results? ### What a Strong Answer Covers - A diagnosis of where and why share is moving before any fix is proposed, covering consumers, merchants and couriers. - A realistic view of each company's structural strengths, not only DoorDash's. - Several distinct strategic options compared on explicit criteria such as impact on share, cost, time to impact and how easily the rival can copy them. - A clear, sequenced recommendation with success metrics and guardrails on unit economics. - Risks, including how the rival is likely to respond. ### Follow-up Questions - Your analysis shows the loss is concentrated among people who also ride with Uber. What changes in your plan? - Finance will not fund broad discounts. How do you defend share without them? - How would you tell a lasting share recovery from one bought with promotions?