Uber New-User Growth Plan: Target Segments, Acquisition Levers and Metrics

You are a product manager at Uber. Lay out a strategy for growing the number of people who use Uber: who the new users should be, how you would win them, and how you would tell whether the strategy is working. ```hint Start with why people don't ride Most people who skip Uber have a reason: price, poor availability where they live, owning a car, or not knowing or trusting the app. Pick the group whose reason Uber is best placed to remove. ``` ### Clarifying Questions - Does "users" mean riders, drivers, Uber Eats customers, or all three? - Should I count only people who have never used Uber, or also riders who stopped using it? - Do new users need to become profitable soon, or is growth worth a higher acquisition cost for now? - Should the plan focus on cities where Uber already operates, or include new markets? ### What a Strong Answer Covers - A definition of a new user that requires real usage, and a goal tied to how Uber's two-sided marketplace works - Non-users segmented by why they do not use Uber today, with a reasoned choice of where to focus - Concrete levers across product, pricing, partnerships and marketing, matched to that segment and prioritized - Success metrics that follow new users past sign-up to repeat trips, with guardrails on acquisition cost and service quality - Risks such as promotion-driven churn, price wars, driver shortages and cannibalization ### Follow-up Questions - If a wave of new riders makes wait times longer for existing riders, what would you do? - A first-ride discount brings many sign-ups who never take a second trip. How would you change the offer? - How would the strategy change if the goal were to acquire drivers instead of riders?