uber case study answers

Hacking the Case Interview

If you’re interviewing for a business strategy or operations role at Uber, there is a good chance that you’ll receive at least one case interview or case study interview.

To land a job offer at Uber for these roles, you’ll need to nail every single one of your case interviews. While Uber case interviews may seem challenging and daunting, they can be mastered with proper preparation.

If you have an upcoming case interview with Uber, we have you covered. In this comprehensive Uber case interview guide, we’ll cover:

• The seven steps to ace any Uber case interview
• Six Uber case interview tips
• How to ace the Uber written case interview or case study
• Recommended Uber case interview/case study resources

If you’re looking for a step-by-step shortcut to learn case interviews quickly, enroll in our case interview course . These insider strategies from a former Bain interviewer helped 30,000+ land tech and consulting offers while saving hundreds of hours of prep time.

The Seven Steps to Ace any Uber Case Interview

A case interview is a special type of interview that is typically used by consulting firms. However, business strategy and operations groups at companies are increasingly using case interviews in their assessment process since they employ so many former consultants.

Case interviews are 20- to 30-minute exercises in which you are placed in a hypothetical business situation and are asked to find a solution or make a recommendation.

First, you’ll create a framework that shows the approach you would take to solve the case. Then, you’ll collaborate with the interviewer, answering a mix of quantitative and qualitative questions that will give you the information and data needed to develop an answer. Finally, you’ll deliver your recommendation at the end of the case.

Uber case interviews are generally candidate-led. This means that you will be expected to lead the direction of the case. You’ll be responsible for asking the right questions, probing for data, and proposing each next step.

Follow these seven steps to solve any Uber case interview or case study.

1. Understand the case background information

The case interview will start with the interviewer explaining the case background information. Make sure that you are taking notes while the interviewer is speaking. You’ll want to focus specifically on understanding the context, the company, and the objective of the case.

The most important part of the case interview is to make sure you understand the business issue and objective of the case. Addressing the wrong business problem is the quickest way to fail a case interview.

2. Ask clarifying questions

Once the interviewer has finished giving you the case information, you’ll have an opportunity to ask questions. 

While you can ask any question that you want, try to prioritize asking questions that help you better understand the situation and problem. You want to avoid asking questions that are too specific or not relevant to understanding the case situation. 

Most candidates ask between one to three questions. You’ll be able to ask more questions later in the case interview if you need to.

3. Summarize the information and verify the objective

Once you have finished asking your immediate questions, summarize all of the major case information and verify that you understand the objective correctly.

In this step, many candidates make the mistake of stating every fact of the case verbatim. Instead, you should summarize the case concisely and clearly in your own words. This demonstrates that you can synthesize information effectively.

4. Develop a framework

The next step is to structure a framework to help guide you through the case.

A case interview framework is a tool that helps you structure and break down a complex problem into simpler, smaller components. Think of a framework as brainstorming different ideas and organizing them into different categories.

To develop a framework, ask yourself what are the three to four major questions that you need to answer in order to make a confident recommendation?

Many candidates make the mistake of using memorized frameworks and applying them to their case interviews. Interviewers can tell when you are using a memorized framework because not all of the elements of the framework will be relevant to the case.

Using a memorized framework reflects poorly on your capabilities because it shows that you cannot think critically for yourself. Therefore, practice creating unique and tailored frameworks for each case that you get.

For a complete guide on how to create tailored and unique frameworks for each case, check out our article on case interview frameworks .

When creating your framework, it is acceptable to ask the interviewer for a few minutes of silence to collect your thoughts. Afterwards, present your framework to the interviewer.

5. Kick off the case

Once you have finished presenting your framework, the interviewer may agree with your approach or may provide some feedback or suggestions. Afterwards, it is time to start solving the case.

How the case investigation will start depends on whether your case is a candidate-led or interviewer-led case. Most cases are candidate-led.

Candidate-led case : In this type of case, you will be expected to drive the direction of the case. You will be suggesting what areas to explore, what analyses to do, and what the next step should be. So, pick an area of your framework to start analyzing. There is no right or wrong area to pick as long as it is relevant to solving the case.

Interviewer-led case : In this type of case, the interviewer will be leading the direction of the case. They will be asking you specific questions that you will answer. After each question, they’ll direct you to the next question. For interviewer-led cases, the interviewer will typically kick off the case by asking you a question after you finish presenting your framework.

6. Answer quantitative and qualitative questions

The majority of the interview will be spent answering a mix of quantitative and qualitative questions.

Quantitative questions may have you estimate the size of a particular market, perform some calculations to determine profitability, or interpret various charts and graphs.

When solving quantitative problems, make sure that you walk the interviewer through your approach before you begin doing any math. When performing calculations, make sure to talk through your steps out loud so that it is easy for the interviewer to follow your work.

Qualitative questions may ask you to brainstorm potential ideas or ask for your judgment on an open-ended business question. When answering these questions, try to structure your answer as much as possible.

After answering each question, make sure that you take your answer and connect it back to the overall case objective. How does your answer help you solve the case? How does your answer impact your potential recommendation?

7. Deliver a recommendation

At the end of the case, the interviewer will ask you to prepare an overall recommendation. It is acceptable to ask the interviewer for a minute to look through your notes before you give your recommendation.

Based on the quantitative and qualitative questions you have answered, what recommendation do they collectively support?

Structure your recommendation in the following way:  

• State your recommendation
• Provide the two to three reasons that support your recommendation
• Propose next steps that you would take if you had more time

After you deliver your recommendation, the interviewer will conclude the case interview. If the case interview was based on a real life project, the interviewer may explain what actually happened in the case.

Don’t worry if your recommendation does not match what actually happened during the project. For case interviews, you are not assessed on your answer, but on your process.

Six Uber Case Interview Tips

Follow these six tips to make the most of your Uber case interview preparation.

Tip #1: Start preparing early

Mastering case interviews takes time. Many of the skills and techniques needed to solve case interviews can’t be learned in just a day or in a week. Ideally, start preparing for your case interviews at least a month or two in advance to give yourself enough time to learn and practice.

Tip #2: Practice with a case partner

Practicing case interviews with a partner is the best way to simulate a real case interview. There are many aspects of case interviews that you won’t be able to work on if you are doing mock cases by yourself. Casing with a partner lets you practice your communication, presentation, and collaboration skills.

Tip #3: Keep a list of feedback from each case

You should keep a journal or log of all of the different pieces of feedback you get from your case interview partner during practice. This way, you’ll be able to identify trends and prioritize what improvement areas to focus on. For example, if you consistently receive feedback in each practice case that you need to structure your answers, that should be your top area to focus on.

Tip #4: Focus on improving one thing at a time

After doing some practice case interviews, you’ll likely have a long list of feedback and improvement areas. Try to focus on improving one thing at a time. Before each practice case, decide on the one thing that you really want to focus on and nail. This will be much more effective than trying to improve everything at once.

Tip #5: Use a hypothesis-driven approach

During the case interview, you should have a hypothesis of what the answer to the case is. A hypothesis is simply an educated guess based on the knowledge that you have. As you analyze data and gather more information, make sure to be constantly changing and refining your hypothesis.

There are two benefits to using a hypothesis to drive the direction of the case. One, it ensures that you are focusing on relevant areas that will help you solve or answer the case. Two, by the time the interviewer asks you for a recommendation, you will already have a refined hypothesis on what the answer or solution to the case should be.

Tip #6: Be 80/20

You have limited time during a case interview to solve the case. Therefore, you won’t be able to cover all of the different areas in your framework and get answers to every single question that you have. Therefore, focus on the most important issues and use the 80/20 principle.

The 80/20 principle states that 80% of the outcome comes from 20% of your effort. During a case interview, focus on the most important questions or areas that will have the biggest impact or effect on developing your answer or recommendation.

How to Ace the Uber Written Case Interview or Case Study

In addition to traditional case interviews, Uber may also give candidates a written case interview with a presentation component during the final round of interviews. Here’s how the Uber written case interview works:

• In advance of your final round interviews, you’ll be given a packet of information that will help you answer a business question or problem that Uber is facing
• You’ll have roughly a week to read the information, analyze the data, and create presentation slides
• During your interview, you’ll be given roughly 30 minutes to present your slides
• Following your presentation, your interviewers will ask follow-up questions based on your methodology and recommendation.

Follow the steps below to perform well on the Uber written case interview and presentation.

1. Understand the business problem and objective

The first step in completing a written case interview is to understand what the objective is. What is the primary business question you are trying to answer with the data and information provided?

2. Read the list of major questions

Your written case interview should provide you with a list of key questions that you will be expected to address or answer. Read through these questions first since these will be the questions that you will want to prioritize.

3. Skim the materials

Next, flip through the information packet that is provided to see what information is available. Identify what data you have and what data you do not have.

The goal in this step is not to read and analyze everything. That would take too much time. Instead, by seeing what information exists, you will be able to better prioritize what you spend your time reading and analyzing.

4. Create a framework

Before you begin reading and analyzing the information in the slides in more detail, you should create a basic framework to help guide your analysis. The list of key questions will help set the foundation of your framework.

5. Read and analyze the material 

Afterwards, read and analyze the information that is relevant to each area of your framework. As you begin answering questions and drawing insights, make sure to write a one or two sentence summary. This will make it easier to decide on a recommendation later.

6. Decide on a recommendation

Review the list of key takeaways that you have summarized from answering all of the major questions in your framework. Decide on what recommendation these findings collectively support.

Remember that there is typically no right or wrong recommendation. As long as your recommendation is supported by data and evidence, you will be in great shape.

7. Create your slides

Once you have a recommendation, it is time to start creating slides. Write your executive summary first and make sure that it tells a clear and logical story that leads to your ultimate recommendation.

Then, write the headlines for your slides. Make sure the headlines summarize the key point of each slide. If the interviewer were to only read the headlines of your slides, they should be able to understand your entire presentation.

8. Prepare for potential questions

If you have any time remaining, brainstorm potential questions the interviewer may ask you during your presentation. They may want to know how you performed your analysis or how you reached your conclusions.

Preparing for these potential questions will help your presentation go much more smoothly. You will also feel much more confident while presenting.

For more information, check out out our complete guide on written case interviews .

Recommended Uber Interview Resources

Here are the resources we recommend to land an Uber job offer:

For help landing interviews

• Resume Review & Editing : Transform your resume into one that will get you multiple interviews

For help passing case interviews

• Comprehensive Case Interview Course (our #1 recommendation): The only resource you need. Whether you have no business background, rusty math skills, or are short on time, this step-by-step course will transform you into a top 1% caser that lands multiple consulting offers.
• Case Interview Coaching : Personalized, one-on-one coaching with a former Bain interviewer.
• Hacking the Case Interview Book   (available on Amazon): Perfect for beginners that are short on time. Transform yourself from a stressed-out case interview newbie to a confident intermediate in under a week. Some readers finish this book in a day and can already tackle tough cases.
• The Ultimate Case Interview Workbook (available on Amazon): Perfect for intermediates struggling with frameworks, case math, or generating business insights. No need to find a case partner – these drills, practice problems, and full-length cases can all be done by yourself.

For help passing behavioral & fit interviews

• Behavioral & Fit Interview Course : Be prepared for 98% of behavioral and fit questions in just a few hours. We'll teach you exactly how to draft answers that will impress your interviewer.

Land Multiple Tech and Consulting Offers

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• Harvard Business School →
• Faculty & Research →
• April 2020 (Revised January 2022)
• HBS Case Collection

Uber: Competing Globally

• Format: Print
• | Language: English
• | Pages: 29

About The Author

Alexander J. MacKay

Related work.

• September 2020 (Revised February 2023)
• Faculty Research
• Uber: Competing Globally  By: Alexander J. MacKay
• Uber: Competing Globally  By: Alexander J. MacKay, Amram Migdal and John Masko

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Uber’s Strategy for Global Success

How can Uber adapt its business model to compete in unique global markets?

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As Uber entered unique regional markets around the world – from New York to Shanghai, it has adapted its business model to comply with regulations and compete locally. As the transportation landscape evolves, how can Uber adapt its business model to stay competitive in the long term?

Harvard Business School assistant professor Alexander MacKay describes Uber’s global market strategy and responses by regulators and local competitors in his case, “ Uber: Competing Globally .”

HBR Presents is a network of podcasts curated by HBR editors, bringing you the best business ideas from the leading minds in management. The views and opinions expressed are solely those of the authors and do not necessarily reflect the official policy or position of Harvard Business Review or its affiliates.

BRIAN KENNY: The theory of disruptive innovation was first coined by Harvard Business School professor Clayton Christensen in his 1997 book, The Innovator’s Dilemma . The theory explains the phenomenon by which an innovation transforms an existing market or sector by introducing simplicity, convenience, and affordability where complication and high cost are the status quo. Think Netflix disrupting the video rental space. Over the years, the term has been applied liberally and not always correctly to other examples, but every so often, an idea comes along that really fits the bill. Enter Uber, the ridesharing behemoth that turned the car service industry on its head. In a few short years after launching in 2010, Uber became the largest car service in the world, as measured in ride count. Last year, Uber drove 6.2 billion riders. Today’s case takes us to London in 2019, where Uber is facing the latest in a long list of challenges from regulators threatening their ability to continue operating in that important market. In this episode of Cold Call , we welcome Alexander MacKay to discuss the case entitled, “Uber: Competing Globally.” I’m your host, Brian Kenny, and you’re listening to Cold Call on the HBR Presents network.

Alexander MacKay is in the strategy unit at Harvard Business School. His research focuses on matters of competition, including pricing, demand, and market structure. Alex, thanks for joining us on Cold Call today.

ALEX MACKAY: Thank you, Brian. Very happy to be here.

BRIAN KENNY: The idea of Uber seems so simple, but it was revolutionary in so many ways. And Uber has been in the headlines many times for both good and bad reasons in its decade of existence. So we’re going to touch on a lot of those things today. So thanks for sharing the case with us.

ALEX MACKAY: Brian, I’m very happy to. It’s a little funny, we’ve actually started to see the first few students who have never hailed a traditional taxi in our classrooms. So I think increasingly, the contrast between the two is going to be pretty difficult for people to fully understand.

BRIAN KENNY: Let me ask you to start by telling us what your cold call would be when you set up the class here.

ALEX MACKAY: The case starts off with the current legal battle going on in London. And so the first question I just ask to start the classroom is: What’s the end game for Uber in London? What do they look like 10 years from now? In the midst of this ongoing legal battle, there has been back and forth, some give and take from both sides, Transportation for London, and also on the Uber side as well. And there’s actually a recent court case that has allowed Uber to have a little more time to operate. They bought about 18 more months of time, but this has been also brought with additional, stricter scrutiny, and 18 months from now, they’re going to be at it again trying to figure out exactly what rules Uber’s allowed to operate under.

BRIAN KENNY: It seems like 18 months in the lifetime of Uber is like a decade. Everything seems to happen so quickly for this company. That’s a long period of time. What made you decide to write this case? How does it relate to the work that you’re doing in your research?

ALEX MACKAY: A big focus of my research is on competition policy, particularly the realms of antitrust and regulation. And here we have a company, Uber, whose relationship with regulation has been really essential to its strategy from day one. And I think appreciating the effects of regulation and how its impact Uber’s performance in different markets, is really critical for understanding strategy and global strategy broadly.

BRIAN KENNY:  Let’s just talk a little bit about Uber. I think people are familiar with it, but they may not be familiar with just how large they are in this space. And the space that they’ve sort of created has also blown up and expanded in many ways. So how big is Uber? Like what’s the landscape of ridesharing look like and where does Uber sit in that landscape?

ALEX MACKAY: Uber globally is the biggest ridesharing company. In 2018, they had over $10 billion in revenue for both ridesharing and their Uber Eats platform. And you mentioned in the introduction, that they had over 6 billion rides in 2019. That’s greater than 15 million rides every day that’s happening on their platform. So really, just an enormous company.

BRIAN KENNY: So they started back in 2010. It’s been kind of an amazing decade of growth for them. How do you explain that kind of rapid expansion?

ALEX MACKAY: They were financed early on with some angel investors. I think Kalanick’s background really helped there to get some early funding. But one of the critical things that allowed them to expand early into many markets that helped their growth was they’re a relatively asset light company. On the ground, they certainly need sales teams, they need translation work to move into different markets, but because the main asset they were providing in these different markets was software, and drivers were bringing their own cars and riders were bringing their own phones, the key pieces of hardware that you need to operate this market, they really didn’t have to invest a ton of capital. In fact, when they launched in Paris, they launched as sort of a prototype, just to show, “Hey, we can do this in Paris without too much difficulty,” as their first international market. So being able to really scale it across different markets really allowed them to grow. I think by 2015, their market cap was $60 billion, five years after founding, which is just an incredible rate of growth.

BRIAN KENNY: So they’re the biggest car service in the world, but they don’t own any cars. Like what business are they really in, I guess is the question?

ALEX MACKAY: They’re certainly in the business of matching riders to drivers. They’ve been able to do this in a way that doesn’t require them to own cars, just through the use of technology. And so what they’re doing, and this is I think pretty well understood, is that they’re using existing capital, people who have cars that may be going unused, personal cars, and Uber is able to use that and deploy that to give riding services to different customers. Whereas in the traditional taxi model, you could have taxis that you didn’t necessarily own, but you leased them or you rented them, but they had the express purpose of being driven for taxi services. And so it wasn’t using idle capital. You kind of had to create additional capital in order to provide the services.

BRIAN KENNY: So you mentioned Travis Kalanick a little bit earlier, but he was one of the co-founders of the company, and the case goes a little bit into his philosophy of what expansion into new markets should look like. Can you talk a little bit about that?

ALEX MACKAY: Certainly. Yeah. And I think it might even be helpful to talk a bit about his background, which I think provides a little more context before Uber. He dropped out of UCLA to work on his first company, Scour, and that was a peer-to-peer file sharing service, a lot like Napster, and actually predated Napster. And where he was operating was sort of an evolving legal gray area. Eventually, Scour got sued for $250 billion by a collection of entertainment companies and had to file for bankruptcy.

BRIAN KENNY: Wow.

ALEX MACKAY: He followed that up with his next venture, Red Swoosh, and that was software aimed at allowing users to share network bandwidth. So again, it was a little bit ahead of its time, making use of recent advances in technology. Early on though, they got in trouble with the IRS. They weren’t withholding taxes, and there were some other issues with his co-founder, and there was sort of a bad breakup between the two. Despite this, he persevered and ended up selling the company for $23 million in 2007. And after that, his next big thing was Uber. So one thing I just want to point out is that at all three of these companies, he was looking to do something that leveraged new technology to change the world. And by nature, sometimes businesses like that operate in a legal gray area and you have very difficult decisions to make. Some other decisions you have to make are clearly unethical and there’s really no reason to make some of those decisions, like with the taxes and with some other things that came out later on at Uber, but certainly one of the things that any founder who’s looking to change the world with a big new technology company has to deal with, is that often, the legal framework and the regulatory framework around what you’re trying to do isn’t well established.

BRIAN KENNY: Obviously drama seems to follow Travis where he goes. And his expansion strategy was pretty aggressive. It was almost like a warlike mentality in terms of going into a new market. And you could sort of sum it up as saying ask forgiveness. Is that fair?

ALEX MACKAY: Yeah. Yeah. Ask for forgiveness, not permission. I think they were really focused on winning. I think that was sort of their ultimate goal. We describe in the case there’s this policy of principle confrontation, to ignore existing regulations until you receive pushback. And then when you do receive pushback, either from local regulators or existing sort of taxicab drivers, mobilize a response to sort of confront that. During their beta launch in 2010, they received a cease-and-desist letter from the city of San Francisco. And they essentially just ignored this letter. They rebranded, they used to be UberCab, and they just took “Cab” out of their name, so now they’re Uber. And you can see their perspective in their press release in response to this. They say, “UberCab is a first to market cutting edge transportation technology, and it must be recognized that the regulations from both city and state regulatory bodies have not been written with these innovations in mind. As such, we are happy to help educate the regulatory bodies on this new generation of technology and work closely with both agencies to ensure compliance.”

BRIAN KENNY: It’s a little arrogant.

ALEX MACKAY: Yeah, so you can see right there, they’re saying, what we’re operating in is sort of this new technology-based realm and the regulators don’t really understand what’s going on. And so instead of complying with the existing regulations, we’re going to try to push regulations to fit what we’re trying to do.

BRIAN KENNY: The case is pretty epic in terms of it sort of cuts a sweeping arc across the world, looking at the challenges that they faced with each market they entered, and none more interesting I think the New York City, which is obviously an enormous market. Can you talk a little bit about some of the challenges they faced going into New York with the cab industry being as prevalent as it was and is?

ALEX MACKAY: Yeah, absolutely. I mean, I think it’s pretty well known for people who are familiar with New York that there were restrictions on the number of medallions which allowed taxis to operate. So there was a limited number of taxis that could drive around New York City. This restriction had really driven up the value of these medallions to the taxi owners. And if you had the experience of taking taxis in New York City prior to the advent of Uber, what you’d find is that there were some areas where the service was very, very good. Downtown, Midtown Manhattan, you could almost always find a taxi, but there are other parts of the city where it was very difficult at times to find a cab. And when you got in a cab, you weren’t sure that you were always going to be given a fair ride. And so Uber coming in and providing this technology that allowed you to pick up a ride from anywhere and sort of track the route as you’re going on really disrupted this market. Consumers love them. They had a thousand apps signups before they even launched. Kalanick mentioned this in terms of their launch strategy, we have to go here because the consumers really want us here. But immediately, they started getting pushback from the taxicab owners who were threatened by this new mode of transportation. They argued that they should be under the same regulations that the taxis were. And there were a lot of local government officials that were sort of mobilized against Uber as well. De Blasio, the Mayor of New York, wrote opinion articles against Uber, claiming that they were contributing to congestion. There was a lot of concern that maybe they had some safety issues, and the taxi drivers and the owners brought a lawsuit against Uber for evading these regulations. And then later on, and this was the case in many local governments, de Blasio introduced a bill to put additional restrictions on Uber that would make them look a lot more like a traditional taxi operating model, with limited number of licenses and strict requirements for reporting.

BRIAN KENNY: And this is the same scenario that’s going to play out almost with every city that they go into because there is such an established infrastructure for the taxi industry in those places. They have lobbyists. They’re tied into the political networks. In some instances, it was revealed that they’ve been connected with organized crime. So not for the faint of heart, right, trying to expand into some of the biggest cities in the United States.

ALEX MACKAY: Absolutely. Absolutely. And what’s sort of fascinating about the United States is it’s actually a place where a company can engage in this battle over regulation on the ground. And de Blasio writes his opinion article and pushes forward this bill. Uber responds by taking out an ad campaign, over $3 million, opposing these regulations and calling out de Blasio. So again, we sort of have this fascinating example of Uber mobilizing their own lobbyists, their lawyers, but also public advertising to sort of convince the residents of New York City that de Blasio and the regulators that are trying to come down on them are in the wrong.

BRIAN KENNY: Yeah. And at the end of the day, it’s consumers that they’re really making this appeal to, because I guess my question is, are these regulations stifling innovation? And if they are, who pays the ultimate price for that, Uber or the consumer?

ALEX MACKAY: Consumers definitely loved Uber. And I don’t think any of the regulators were trying to stifle innovation. I don’t think they would say that. I think their biggest concern, their primary concern was safety, and a secondary and related concern here was losing regulatory oversight over the transportation sector. So this is a public service that had been fairly tightly regulated for a long time, and there was some concern that what happens when this just becomes almost a free market sector. At the same time, these regulators have the lobbyists from the taxicab industry and other interested parties in their ear trying to convince them that Uber really is like a taxi company and should be regulated, and really emphasizing the safety concerns and other concerns to try to get stricter regulations put on Uber. And part of that may be valid. I think you certainly should be concerned about safety and there are real concerns there, but part of it is simply the strategic game that rivals are going to play between each other. And the taxicab industry sees Uber as a threat. It’s in their best interest to lobby the regulators to come down on Uber.

BRIAN KENNY: And what’s amazing to me is that while all this is playing out, they’re not turning their tails and running. They’re continuing to push forward and expand into other parts of the world. So can you talk a little bit about what it was like trying to go into countries in Latin America, countries in Asia, where the regulations and the regulatory infrastructure is quite different than it is in the US?

ALEX MACKAY: In the case, we have anecdotes, vignettes, one for each continent. And their experience in each continent was actually pretty different. Even within a continent, you’re going to have very different regulatory frameworks for each country. So we sort of pick a few and focus on a few, just to highlight how the experience is very different in different countries. And one thing that’s sort of interesting, in Latin America, we focus on Bogota in Colombia, and what’s sort of interesting there is they launched secretly and they were pretty early on considered to be illegal, but they continue to operate despite the official policy of being illegal in Colombia. And they were able to do that in a way that you may not be able to do it so easily in the United States, just because of the different layers of enforcement and policy considerations that are present in Colombia and not necessarily in the United States. Now, when I talk about the current state of Uber in different countries, this is continually evolving. So they temporarily suspended their operations early in 2020 in Columbia. Now they’re back. This is a continual back and forth game that they’re playing with the regulators in different markets.

BRIAN KENNY: And in a place like Colombia, are they not worried about violence and the potential for violence against their drivers?

ALEX MACKAY: Absolutely. So this is true sort of around the world. I think in certain countries, violence becomes a little bit more of a concern. And what they found in Colombia is they did have more incidents where taxi drivers decided to take things into their own hands and threaten Uber drivers and Uber riders, sometimes with weapons. Another decision Uber had to make that was related to that was whether or not to allow riders to pay in cash. Because in the United States, they’d exclusively used credit cards, but in Latin America and some other countries like India, consumers tended to prefer to use cash to pay, and allowing that sort of opened up this additional risk that Uber didn’t really have a great system in place to protect them from. Because when you go to cash, you’re not able to track every rider quite as easily, and there’s just a bigger chance for fraud or for robbery and that sort of thing popping up.

BRIAN KENNY: Going into Asia was also quite a challenge for them. Can you talk a little bit about some of the challenges they faced, particularly in China?

ALEX MACKAY: They had very different experiences in each country in Asia. China was a unique case that is very fascinating, because when Uber launched there, there were already existing technology-based, you might call them, rideshare companies, that were fairly prominent, Didi and Kuaidi, And these companies later merged to be one company, DiDi, which is huge. It’s on par with Uber in terms of its global presence as a ridesharing company. When Uber launched there, they didn’t fully anticipate all the changes they would have to make to going into a very different environment. In China, besides having established competitors, Google Maps didn’t work, and they sort of relied on that mapping software to do their location services. So they had to completely redo their location services. They also, again, relied on credit cards for payments, and in China, consumers increasingly used apps to do their payments. And this became a little bit of a challenge because the main app that Chinese customers used, they used WeChat and Alipay primarily, they were actually owned by parent companies of the rival ridesharing company. So Uber had to essentially negotiate with its rivals in order to have consumers pay for their ridesharing services. And so here are a few sort of localization issues that you could argue Uber didn’t fully anticipate when they launched. The other thing about competing in China that’s sort of interesting is that Chinese policy regarding competition is very different from policy in the United States and much of Europe. For the most part, there’s not the traditional antitrust view of protecting the consumers first and foremost. That certainly comes into play, but the Chinese government has other objectives, including promoting domestic firms. And so if you think about launching into a company where there’s a large established domestic rival that certainly increases the difficulty of success, because when push comes to shove, the government is likely to come down on the side of your rival, which is the domestic company, and not the foreign entrant.

BRIAN KENNY: Yeah, which is understandable, I guess, to some extent. This sounds exhausting, to be sort of fighting skirmishes on all these fronts in all these different places in the world. How does that affect the morale or tear at the fabric maybe of the culture at a company like Uber, where they’re trying to manage this on a global scale and running into challenges every step of the way?

ALEX MACKAY: It certainly has an effect. I think Uber did a very good job at recruiting teams of people who really wanted to win. And so, if that’s the consistent message you’re sending to your teams, then these challenges may be actually considered somewhat exciting. And so I think by bringing in that sort of person, I think they actually fueled this desire to win in these markets and really kept the momentum going. One of the downsides of this of course is that if you exclusively focus on winning and getting around the existing regulations, there does become this challenge of what’s ethical and what’s not ethical? And in certain business areas, there actually often is a little bit of a gray line. I mean, you can see this outside of ridesharing. It’s a much broader thing to think about, but regulation of pharmaceuticals, regulation of use of new technologies such as drones, often the technology outpaces the regulation by a little bit and there’s this lag in trying to figure out what actually is the right thing to do. I think it’s a fair question whether or not you can disentangle this sort of principle of confrontation that’s so pervasive throughout the company culture when it comes to regulation from this principle confrontation of other ethical issues that are not necessarily business driven, and whether or not it’s easy to maintain that separation. And I think that’s a fair question, certainly worthy for debate. But what I think is important is you can set up a company where you are abiding by ethical issues that are very clear, but you’re still going to face challenges on the legal side when you’re developing a new business in an area with new technology.

BRIAN KENNY: That’s a great insight. I mean, I found myself asking myself as I got through the case, I can’t tell if Uber is the victim or the aggressor in all of this. And I guess the answer is they’re a little bit of both.

ALEX MACKAY: Yeah. I think it’s fair to characterize them as an aggressor, and I think you sort of need to be if you want to succeed and if you want to change the world in a new technology area. In some sense, they’re a victim in that we’re all the victim as consumers and as firms of regulations that are sometimes difficult to adapt in real time to changing market conditions. And there’s a good reason why they are sticky over time, but sometimes that can be very costly. Going back to something we talked about earlier, I think there are hardly any consumers that wanted Uber kicked out of New York City. I think everyone realized this was just so much superior to any other option they had, that they were really willing to fight to keep Uber around in the limited ways they could.

BRIAN KENNY: So let’s go back to the central issue in the case then, which is, how important is it to them, in terms of their global strategy, to have a presence in a place like London? They’re still not profitable by the way, we should point that out, that despite the fact that they are the largest in the space, they haven’t turned the corner to profitability yet. I would imagine London’s kind of important.

ALEX MACKAY: Absolutely. London is a key international city, and a presence there is important for Uber’s overall brand. So many people travel through London, and it’s a real benefit for anyone who travels to be able to use the same service at any city you stop in. At the same time, they’re facing these increasing regulatory pressures from London, and so it’s a real question whether or not, 10 years from now, they look substantially different from the established taxi industry that’s there. And you can kind of see this battle playing out across different markets. As another example, in Ghana. When they entered there, they actually entered with a framework for understanding. They helped build the regulations for ridesharing services in Ghana when they entered. But over time, that evolved to additional restrictions as the existing taxi companies pushed back on them. So I think a key lesson here in all of this is that the regulations that you see at any given point in time aren’t absolutely fixed, for anyone starting a technology-based company, there will be regulations that do get created that affect your business. Stepping outside of transportation, we can see that going on now with the big tech firms and sort of the antitrust investigations they’re are under. And the policymakers in the US and Europe are really trying to evolve the set of regulations to reflect the different businesses that Apple, Facebook, Microsoft, Google are involved in.

BRIAN KENNY: One thing we haven’t touched on, and it’s not touched on in the case obviously because it just sort of started fairly recently, is the pandemic and the implications of the pandemic for the rideshare industry as fewer people find themselves in need of going anywhere. Have you given any thought to that and whether that’s going to have any effect on the regulations?

ALEX MACKAY: It certainly could. Uber is in a somewhat fortunate position, at least if you judge by their market capitalization, with respect to the pandemic. Initially their stocks took a pretty big hit, but rebounded pretty quickly, and part of this is because the primary part of their business is the transportation through Uber X, but they do also offer the delivery services through Uber Eats, and that business has really picked up during this pandemic. There’s certainly a mix of views about the future, but I think most people do believe that at some point we’ll get back to business as usual, at least for Uber services, when we come up with a vaccine. I think most people anticipate that they’ll be resuming use of Uber once it becomes safe to do so. And I think, to be frank, a lot of people already have resumed using Uber, especially people who don’t have cars or who see it as a valuable alternative or a safer alternative to public transit.

BRIAN KENNY: Yeah, that’s a really good point. And the Uber Eats thing is interesting as another example of how it’s important for businesses to re-imagine the business that they’re in because that, in many ways, may be helping them through a really tough patch here. This has been a really interesting conversation, Alex, I want to ask you one final question, which is, as the students are packing up to leave class, what’s the one thing you want them to take away from the case?

ALEX MACKAY: So I would hope the students take away the importance of regulation in business strategy. And I think the case of Uber really highlights that. And if you look at the conversation around Uber I’d say for the first 10 years of their existence, it was essentially around the superiority of their technology and not so much how they handled regulation. If you think back to the cease-and-desist letter that San Francisco issued in 2010, if Uber had simply stopped operations then, we wouldn’t have the ridesharing world that we have today. So their strategy of principle confrontation with respect to regulation was really essential for their future growth. Again, this does raise important ethical considerations as you’re operating in a legal gray area, but it’s certainly an essential part of strategy.

BRIAN KENNY: Alex, thanks so much for joining us on Cold Call today. It’s been great talking to you.

ALEX MACKAY: Thank you so much, Brian.

BRIAN KENNY: If you enjoy Cold Call, you might like other podcasts on the HBR Presents Network. Whether you’re looking for advice on navigating your career, you want the latest thinking in business and management, or you just want to hear what’s on the minds of Harvard Business School professors, the HBR Presents Network has a podcast for you. Find them on Apple podcasts or wherever you listen. I’m your host, Brian Kenny, and you’ve been listening to Cold Call , an official podcast of Harvard Business School on the HBR Presents Network.

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Win the uber product manager case study.

• September 9, 2020

Richard Chen

We recently received an email from a fellow Product Manager job hunter looking for some help navigating a technical assignment from their Uber case study interview. For this blog post, Nkem Nwankwo , Senior Product Manager at Calendly, will show us the best practices of how to navigate a technical case study assignment. You can listen along to the podcast:

This is a real-life example of an Uber case study interview question. You’ll encounter case study questions during on-site interviews, but interviewers may also ask these questions in a second-round phone interview to test your competency quickly.

Technical Case Study Assignment: Uber Example

Let’s dive into our Uber case study example. We will be using a popular case study question asked by Uber in their Product Manager interviews.

Here’s the intro, prompt, and question for the technical case study assignment given by Uber:

Uber Case Study Intro

Uber provides a platform for over 3 million drivers to enjoy on-demand earnings. Some drivers choose to do so 40+ hours a week while others do to augment other income streams. But for all drivers, operating on the Uber platform incurs ongoing operational expenses: gas, food, telecom, car insurance, and more. Further, many of our drivers have limited access – if at all – to essential financial services like chequing and savings accounts.

The Financial Products team endeavors to provide drivers access to core financial services and payment products that improve the quality of their experience on Uber, generate rewards for their activity on Uber and unlock value for their spend off Uber.

Case Study Prompt

You’re the Product Manager of a team that focuses on Financial Products for our drivers. You’re tasked with designing a financial product (or suite of products) that addresses our driver’s needs in Brazil. What questions do you have to understand this opportunity better? What objectives and metrics should we consider for this effort? How would you research and validate the early hypothesis? And finally, which product(s) should we build, and how would you sequence them?

What We’re Looking For:

A fun discussion that explores your thought process that demonstrates your grasp of the economics of a financial product, product and customer intuition, and a curiosity for understanding how to address real needs and challenges our drivers face in Brazil.

Solving the Uber Case Study Assignment

Product Gym: Here’s the task: Make a payment app for Uber drivers in Brazil.

Nkem Nwankwo: The first step is to ask clarifying questions. This is very important. For this assignment , we will ask, is this an app within Uber or a 3rd party?

For example, let’s assume this will be a 3rd party app. We will assume that since it’s a 3rd party, it connects to Uber’s actual app, but is not part of Uber itself; Uber uses their services.

Clarifying Questions to Ask

• Who are the users?
• Who are we building this for?
• Drivers, full-time drivers, part-time drivers, Uber itself, banks/payment processors?

Focus on one user – we’ll focus on one of these users, Uber drivers.

Possible Use Cases

The drivers want to be paid as fast as possible because they’re doing the work. Keep logs of their daily trips to see how much they’ve earned that day, and reimbursements for expenses, such as tolls to dispute fares as well. Drivers need to do their taxes, so Uber could generate a report for them. Also, they can use driving statistics to maximize revenue.

Features that relate to the use cases:

• Get paid fast as possible – direct credit to driver & cash transfer from a financial institution to Uber can happen later.
• Daily Trip Log – automated ledger from activity (driving people around), including details such as day, time, vicinity, an area the driver can add comments to reconcile disputes, etc.
• Taxes – generate a report for tax purposes to file them at the end of the year. We can have a monthly paystub that generates a 1040 and is directly emailed to the driver.
• Driver Statistics – view miles, view revenue they are bringing in to determine if driving is viable, as well to keep them coming back to the application and use it.

Nkem Nwankwo: Now, product management doesn’t stop there – we need to track whether our features will be successful or not. We need to see if we created the right thing or not.

What Metrics to Track

• How often are they coming back and actually using the feature

We can track these across the app to see the usage levels among those features. For example, how fast do people get their money?

That will determine how often people come back to the app or how much incentive Uber has to use this payment app. If drivers have a good experience getting paid quickly, they will use Uber as an app, and the 3rd party payment app will stay on Uber’s platform.

Possible Problems

There could be problems with transferring to/from the bank, which raises friction and could get this 3rd party payment app we are proposing kicked off the platform.

We can track how many complaints there are in general (net promoter score) and how many financial institutions have signed up. Since it’s a B2B2C situation, Uber’s connection to the financial institution is essential for this to be seamless.

The more frictionless the transaction is, the easier it will be for financial institutions to sign up for this.

If you are 3rd party app (backing Uber in this plan and backing their payment processor), you can use synergy to get other apps and contracts.

People will look and say, hey, you made this much from Uber; if you can produce a report that shows you your distribution or split in revenues among all the different apps you use, it would be helpful from a consumer perspective, as more people will use you. An end-user will want to use your payment app because it’s streamlined across apps they do their odd jobs on, giving it a good reputation. Ultimately, this makes it harder for another company to come in.

Product Gym: What is this and what are the tradeoffs?

Nkem Nwankwo: You would backtrack how you’d investigate this area of the app. Who would you get involved? How would you solve the problem and say whether or not you solved it?

You can compare it to others on the market and see what you are improving and how to continue.

Uber Case Study Assignment: The Details

Now that you’ve laid the framework for your answer, you and the interviewer may go back and forth about details and whatever else you may want to discuss with the product.

Product Gym: As this prompt is specific to Brazil, what can you say that might help you?

Nkem Nwankwo: Anything you can acknowledge how this 3rd party app will affect users, stakeholders, who you are building for, and mentioning how these things can change the design of your app is ideal.

Product Gym: If the interview prompt seems pretty vague, what should I do?

Nkem Nwankwo: Always ask clarifying questions, and never feel bad for doing so. Don’t make too many assumptions (as the devil is in the details). You should be comfortable asking clarifying questions when dealing with customers, so you should be comfortable asking them in an interview as well.

Ace Your Next Case Study Interview

Need more advice on how to tackle case study assignments for popular companies like Uber ? Product Gym members have support from coaches and instructors at every stage of the job hunt — including case studies. Schedule a free consultation with our career coaches to see if the membership program is the right fit for you. We’d be happy to answer any questions you still have.

About Nkem Nwankwo

Nkem Nwankwo is a Senior Product Manager at Calendly and the author of the book,  “After School: Is Getting an MBA Really Worth It?” .

Before his current role at Calendly, Nkem held Senior Product Manager and Product Manager roles at BetterCloud and Microsystems. During this time, he also published his book, which was also featured in America’s most prominent MBA blog,  Poets & Quants . He still publishes similar content in his  blog !

Nkem holds a Bachelor’s degree in Computer Science from Georgia Tech and an MBA from the University of Michigan, Ross School of Business. 

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Uber in 2024: From Industry Disruption to Creating Value For All Stakeholders

Dara Khosrowshahi became the CEO of Uber in August 2017, following internal turbulence and serious headwinds related to the company’s governance and reputation. Five short years later, Uber was clearly back on course, building on the success of its technology platform to reach 150 million monthly active platform users—and a market cap of $125 billion by the end of 2023.

This case study traces the remarkable transformation of Uber from its early innovation as a ride-hailing pioneer in a handful of cities, to the global expansion of Uber mobility services that required close attention to local operational and regulatory practices, to solving the complex technical challenges to drive Uber’s food delivery services forward. Interviews with Uber leadership reveals the strategic approach to work on the engineering, data science, product management, and product design challenges involved in building and maintaining a customer-friendly app and create an optimized user experience—and scale this on a global basis while factoring in local conditions and practices.

Key to this success was a culture reboot within Uber, and a renewed focus on collaboration and value creation for all stakeholders. The company that had found its initial footing by disrupting and transforming the taxi industry, more than a decade earlier, now faced a future where artificial intelligence and autonomous vehicles would likely disrupt the mobility sector once again—but Uber was preparing intensively for what the future might bring.

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UBER Technologies Inc. Harvard Case Solution & Analysis

Home >> Harvard Case Study Analysis Solutions >> UBER Technologies Inc.

UBER Technologies Inc. Case Study Analysis

Threats of Substitutions

Being a part of transportation there are many substitutions in comparison for uber. This strategy will also produce a threat to an organization. Substitutions like taxi, auto rickshaws and local busses which costs almost less than half of the uber rates can also decline the uber market. The fear of facing a competitive environment is very basic for any bigger organization like uber. There are many of the competition that can copy the concepts and provide the same services as the uber is providing to its customers. Focusing on the taxi services they are the biggest competitors for the company as they offer the same services just the difference is that people need to find stops for taking a taxi but uber can arrive at their instant location. However, taxi services are well-known to the individuals more than uber and are more efficient as the customers love to bargain and this policy is not available if one will take an uber.

Another benefit of the taxi is that if the person stuck in some unusual traffic the passenger will pay the decided fair but in case of the uber the passenger has to pay an additional charge as per the rules set by the company.

Supplier Bargain Power

Supplier bargaining power in the transportation industry is the lack of drivers as the company doesn’t own vehicles and this has become some major threat. As per the rules of the company the business model includes the drivers owing their cars or renting them from any firm. One of the biggest challenges for the company is that the drivers can work for the rival company as well.

Threats of Buyers

The variety of certain individuals can affect the company’s strength by minimizing the prices of the products and services. Overviewing the market it is very much clear that the rival companies are also making progress by pointing the weak point of any organization. As the uber is application software and can be accessed easily it provides just tap to logout from the application and many similar applications have been introduced in the markets so the customers can easily switch their choices which will not disturb their desired cost figure. A massive increase in the number of private cars has made a uber less valuable as the people prefer traveling on their private vehicles rather than choosing an alternate hired vehicle from uber. Considering these cases the ultimate power of the buyers bargaining has minimizes the amount of income of the firm.

Degree of Rivalry

The degree of rivalry has increased over several years. The industry has become more powerful and even more market competitive with suppliers and customers. The company has to maintain its cost as the rivalry organizations are always there to interrupt their costing policy. They can attract the firm’s customers easily by only minimizing their rates . (allan, 2017)

Business Model:

Uber is a software-based program whose business strategy is to attract individuals who are willing to travel around with minimum costs fixed by the company. This software has created a link between both the driver and the customer where the customer feels easy to travel and then with help of the application they can rate driver’s performances which will help the organizations to provide wages to the most deserved employee. It is a smartphone application that provides services on the demand of customers. The process for using an uber is very simple as downloading an application and registering and then you are free to use the application.

Anyone with a driving license can work for uber as a freelancer. As uber provides a platform for anyone willing to work with motivations. Uber gives benefits to its drivers on completing the fixed level of rides per day.

Passengers can easily book a ride by locating themselves on the application and the application then show them the available rides.

The fares are mentioned on the application by which a passenger can decide whether they want to book a ride in those fares or not. Uber provides the most economical fares but they deal with the concept of “demand of law” which says the higher the demands the higher the prices. This increases the profit margin of the firm.

Uber is growing rapidly as it is promoting itself on a higher basis on social sites or by providing discounts in the form of promo codes that will surely attract the passengers as well as drivers.

Availability

Uber is accessing in the various areas so it is the most reliable ride and it provides a link between both the passengers and the driver which will provide benefit to them like they can contact each other in order of any miss guidance of the location From the above table of VRIO analysis, it is concluded as the aboriginal service of the uber organization is a competitive advantage whereas the customer’s loyalty can be imitable but is rare and valuable.  The service quality is not rare but the accessibility ratio is on average.

Shareholder Value Creation:

In the sharing economy market, the creation of value for shareholders is considered as a key factor for the achievement of long-term success. Thus, the assessment of Uber Technologies Inc. shareholder value creation has been significantly assessed for the measurement of its performance in the industry.

Earnings per Share (EPS):

The basic earnings per share of the organization declined from 0.000002 to -0.000005 dollars per share. This primarily represents the availability of a few earnings for each investor and shareholder of the organization and considered it less valuable.

Return on Equity (ROE) :

The return on equity of the organization had increased to -57% in the year 2019 from -14% in the year 2018. The declinein the return on equity represents the fact that the organization has an income of the organization had declined to a lower level and is becoming inefficient at to increase the shareholder value and to maximize the profits. The reason fora lower return on equity as compared to 2018 is the decline in shareholder’s equity of (7385) US dollars and a decline of $ 997 US dollars in Net income.

Dividend per Share (DPS):

The dividend per share decreased to -0.000000008US dollars per share in the year 2019 from 0 US dollars per share in the year 2018. This mainly represents thenegative cash flow position and inefficient organizational performance in the sharing economy marketensuring the fact that the shareholders of the organization do not follow stable dividend policy. However, the increase in dividend might indicate that the organization is raising its dividends to attract additional equity investors to finance the aggressive growth and expansion strategy of the organization.

Shareholder Value Added (SVA):

The shareholder value-added performance measure is used for the analysis of the efficacy of the management and profitability of the organization. The performance measure is considered important for the evaluation of whether the shareholder value is added or not i.e. company’s profits have exceeded the overall cost. It was thus evaluated that Uber created shareholder value worth 684million US dollars which indicates that the organization outperforms the expectation of its shareholders.

However, the organization created significantly less value as compared to last year as shareholder value worth -562 million US dollars was created in 2018. The reason for less value created is due to the decline of -2880 million US dollars in the net income and investments in total assets.

The shareholder value added is calculated by deducting the cost of capital from the net operating profit after tax. The cost average cost of capital is calculated using the current weighted of capital of 9.5% ad multiplying the difference of total; assets and current liabilities by the weighted average cost of capital. (CHEN, 2020)

Dividend Yield:

The dividend yield decreased from 0 percent to -0.00000002% percent from the year 2018 to 2019. This is primarily assumed due to the increase in the share price of the Uber.

Total Shareholder Return and Value Creation:

The evaluation that the total shareholder return of 0 percent was achieved in the year 2019 which is calculated using a dividend yield of -0.00000002%percent. Also, the value created for shareholders was estimated to be -5152129249million US dollars which are based on the cost of equity. (Michael Canly, 2018), the market capitalization of 60684673350million US dollars and total shareholder return of 0percent. The value created for shareholders is calculated by multiplying the equity market value with the difference between shareholder return and the cost of equity. (Oana, 2020)

Based on the analysis of the internal and external environment of the organization, the core findings of the research report represents the key points regarding its performance which are as follows:

• The uber is application software and can be accessed easily it provides just tap to logout from the application.
• Uber has become very common/prominent among a variety of individuals because of its fastest-growing organizational background. Uber shared 67% of market shares in providing transport and 24% in food delivery.
• Uber manages to publicize its brand among 50 countries. Various organizations have given their hands for the brand recognition of Uber which includes Toyota, Soft Bank Group Corp. and many more.
• The dividend per share decreased to -0.000000008US dollars per share in the year 2019 from 0 US dollars per share in the year 2018.
• The basic earnings per share of the organization declined from 0.000002 to -0.000005 dollars per share.
• The market capitalization of 60684673350 million US dollars and total shareholder return of 0 percent.
• The organization created significantly less value as compared to last year as shareholder value worth -562 million US dollars was created in 2018 as compared to-2880 million US dollars in 2019.

Recommendation:

With the wide-ranging adoption of mobile communication and the advanced development of technological approaches in the online sharing platforms, the sharing economy had demonstrated significant growth for the past many years. The sharing economy is known to exhibit an increased trend related to consumer behavior associated with the change in the provision and consumption of products and services. Although Uber has been considered as the form of sharing economy disrupting the traditional market of transportation and accommodation through the theory of disruptive innovation. (Zhenfeng Liu, 2019 )But, Uber has been experiencing a significant loss in revenue growth as shown in Appendix B – Income Statement 2019.

Improve products and services:

Considering the performance of Uber, the organization is recommended to bring significant improvement in the process. This is primarily due to the reason that Uber has been demonstrating dramatically slow growth since 2018 representing negative profit margin and net profit. Thus, focusing on bringing improvement in the products and services would significantly allow the organization to meet the needs and demands of the customers. This will allow in the occurrence of few flaws based on devotion and energy. It would also serve as a crucial part of the effort for effective quality management of the products and services.

Offer a reward to passengers:

On the other hand, to increase the sales of the services provided the organization should offer its loyal customer base with reward. The provision of reward grabs consumer attraction and bring improvement in revenue growth by 5 to 10 percent. It serves as a key factor in customer retention which assists the organization to profile its best customers based on their data. Reward offerings tend to increase demand for the service even in slow seasons making it easy for the customers to trust to rely on.

Advance Booking:

Furthermore, Uber can provide its potential customer base with an advanced booking option leading to increased consumer attraction, management of existing ones to allow customers with easy and convenient traveling service. Because most of the reservations either a hotel booking or a traveling seat is known to be booked less than one day in advance. Easy customization, confirmation email, and free cancellation would eliminate the prevalence of possible misunderstandings that might occur at the time of reservation. As free cancellations allow other potential customers to make reservations making it convenient for the customers to manage.

Cost reduction:

In contradiction, despite the provision of transportation service in about 785 metropolitan areas throughout the world, the application is primarily used by no less than 110 million subscribers. (WHALEN, 2020)the inconvenience and high-ride price ranges restrict passengers to avail services from Uber. Therefore, Uber is recommended to reduce the cost i.e. from premium pricing to affordable cost of the services.

Conclusion:

Uber is a software-based program whose business strategy is to attract individuals who are willing to travel around with minimum costs fixed by the company.It provides a link between both the passengers and the driver which will provide benefits to them like they can contact each other in order of any miss guidance of the location. Despite the fact,Uber has been considered as the form of sharing economy disrupting the traditional market of transportation and accommodation through the theory of disruptive innovation.Considering the performance of Uber, the organization is recommended to bring significant improvement in the process in order to bring improvement in the market share and net profit..............................

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