Shared-ride launch scorecard for Uber Pool: primary metric, funnel and guardrails

Uber has launched Uber Pool, an option in the app where a rider accepts sharing the car with other riders going a similar way in exchange for a lower fare than a standard ride. As the product manager, which metrics would you track during the first six months after launch? Explain why each one matters and how you would use them to judge whether the launch is working. ```hint A shared ride has to be shared Pool keeps its promise only when trips actually get shared. Think about what must be true for riders, for drivers and for the rest of Uber's business for a Pool trip to be a good one. ``` ### Clarifying Questions - What is the launch meant to achieve: bringing in riders who found standard rides too expensive, moving existing riders to a cheaper option, or carrying more riders per car? - Is the launch in one city or several, and is there a decision to expand or stop at the end of the six months? - Does the rider pay a fixed discounted price upfront whether or not a match is found, or does the fare depend on matching? - Is Pool expected to make money within six months, or is Uber willing to subsidize it while the rider base grows? ### What a Strong Answer Covers - A clear statement of how Pool creates value for riders, drivers and Uber, and what success means for the launch - One primary metric tied to trips that are actually shared, with a reason it beats simple usage counts - Supporting metrics for adoption, matching efficiency, trip experience, retention and driver outcomes - Guardrails for cannibalization of standard rides, driver earnings, safety and the experience of riders on other products - How the focus shifts across the six months, from adoption and density toward retention and unit economics ### Follow-up Questions - Pool trips grow quickly, but most of the growth comes from riders who used to take standard rides. Is the launch succeeding? - The match rate in one launch city is far below the others. How would you diagnose why? - How would you measure Pool's incremental effect on Uber's total trips and revenue, rather than only its own numbers?