Uber revenue growth plan: choosing the lever, the segment and what to build

You are a product manager at Uber and have been asked to increase the company's revenue. Explain how you would approach the problem: which revenue levers you would weigh, which users and problems you would focus on, what you would build or change, and how you would know the effort paid off. ```hint Decompose before you ideate Write revenue as a product of a few drivers and ask which one Uber can move most cheaply in the market you pick, remembering that it has riders and drivers to keep happy. Let that choice decide which users you focus on. ``` ### Clarifying Questions - Which business is in scope: rides only, or also delivery, freight, advertising and membership? - Which market should I plan for: a mature city where Uber is the established choice, or one where it fights local rivals on price? - What time horizon applies, and does the goal include keeping driver earnings and rider trust intact rather than raising short-term revenue at any cost? - Should I focus on riders, drivers or businesses that use Uber, or is choosing the side part of the exercise? ### What a Strong Answer Covers - A revenue decomposition (riders, trips per rider, fare per trip, take rate, non-trip revenue) and an explicit choice of lever, including why simply raising prices or commission is risky in a two-sided market. - A chosen user segment with concrete pain points tied to that lever. - Solutions prioritized by revenue impact, confidence and effort, and how each fits Uber's existing products and driver supply. - Success metrics that measure incremental revenue, with guardrails for driver earnings, rider experience and cannibalization of existing trips. - Risks on both sides of the marketplace and a plan to test before scaling. ### Follow-up Questions - Your feature raises revenue per trip, but drivers report lower earnings per hour. What do you do? - How would you show the new revenue is incremental rather than shifted from trips riders already take? - If a local competitor answered with a price cut, how would your plan change?