Plan the biggest revenue levers for Uber's ride-hailing marketplace

You are a product manager at Uber. Leadership wants more revenue from the core rides business, where people book taxi-style car trips through the app. What strategy would you propose to grow that revenue, and how would you decide where to start? ```hint Split revenue before picking ideas Write ride revenue as a product of a few terms and look for the term with the most room to grow. Remember that every change lands on both riders and drivers. ``` ### Clarifying Questions - Does "taxi" refer to the ride-hailing business as a whole, or specifically to letting riders book licensed street taxis through the Uber app? - Which revenue counts: Uber's own share of fares plus its fees, or the total riders pay (gross bookings)? Is there a constraint on profitability or on driver earnings? - Which markets are in scope: one mature city, the US, or all of Uber's markets? - What is the time horizon: the next year, or several years? ### What a Strong Answer Covers - A revenue decomposition for a two-sided marketplace and a reasoned choice of which levers to pull first. - Rider and driver segments with specific lost demand, friction or unmet use cases. - Concrete initiatives tied to those levers, prioritized by impact, effort and risk to the balance between riders and drivers. - Success metrics with guardrails for driver earnings, rider price sensitivity and reliability, plus a way to test changes in a marketplace. - Risks such as competitor responses, driver supply and regulation. ### Follow-up Questions - Raising Uber's share of each fare is the fastest lever on paper. When, if ever, would you do it, and how would you know it backfired? - How would you decide whether to bring licensed taxis onto the app in a city, and how would Uber earn money from those trips? - Lyft cuts prices in your largest market. How do you respond?