Uber's Next Growth Bet: Picking and Sizing a New Market to Enter

You are a product manager at Uber. Which market should the company enter next? Give one recommendation and defend it against the alternatives. ```hint Set the bar before the options Agree on what "market" means and what the expansion must achieve, then turn what Uber already has (drivers and couriers, riders and eaters, routing, payments, membership) into criteria that every candidate is judged against. ``` ### Clarifying Questions - Does "market" mean a new country or city, a new customer segment, or a new line of business beyond rides and delivery? - What should the expansion achieve: revenue growth, profitability, more trips per existing user, or defense against a competitor? - Is this a near-term bet that must pay back quickly, or a long-term one? - Can Uber partner or acquire, or must it build on its own? ### What a Strong Answer Covers - Clarifying what "market" means and the goal, then setting explicit criteria before naming candidates - A broad candidate list judged on size, fit with Uber's network and assets, competition, unit economics and regulation - One clear recommendation, with a rough sizing built on labeled assumptions and the reasons the runners-up lose - An entry plan with a pilot, success metrics and the result that would stop the expansion - Risks such as regulation, entrenched rivals, special supply requirements and brand damage ### Follow-up Questions - Your chosen market has an entrenched leader. Would you build, partner or acquire, and what would change your mind? - How would you test demand cheaply before committing, and which metric decides whether to scale? - If autonomous vehicles sharply cut the cost of a ride within a few years, does your recommendation still hold?