david mcqueen’s Post

𝗨𝗯𝗲𝗿’𝘀 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁: 𝗧𝗵𝗲 𝗘𝗻𝗴𝗶𝗻𝗲 𝗕𝗲𝗵𝗶𝗻𝗱 𝗜𝘁𝘀 𝗚𝗹𝗼𝗯𝗮𝗹 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 Ever wondered how Uber managed to change the way we move across cities? It wasn't just about launching an app—it was about 𝘀𝗺𝗮𝗿𝘁 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 that kept the company moving forward, literally. Here’s how they did it: 𝟭. 𝗨𝘀𝗲𝗿-𝗖𝗲𝗻𝘁𝗿𝗶𝗰 𝗗𝗲𝘀𝗶𝗴𝗻 Uber kept its focus on the 𝘂𝘀𝗲𝗿 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲. From the moment you request a ride to arriving at your destination, they constantly tested and tweaked features. Things like 𝗿𝗲𝗮𝗹-𝘁𝗶𝗺𝗲 𝘁𝗿𝗮𝗰𝗸𝗶𝗻𝗴, 𝗱𝘆𝗻𝗮𝗺𝗶𝗰 𝗽𝗿𝗶𝗰𝗶𝗻𝗴, and the 𝗰𝗹𝗲𝗮𝗻, 𝘀𝗶𝗺𝗽𝗹𝗲 𝗨𝗜 made sure everything felt smooth and intuitive. Product managers played a massive role in gathering feedback, improving every touchpoint, and ensuring drivers and riders were always happy. 𝟮. 𝗗𝗮𝘁𝗮-𝗗𝗿𝗶𝘃𝗲𝗻 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 Uber wasn’t just guessing what to do next. Every ride you take generates tons of 𝗱𝗮𝘁𝗮—from driver routes to how long you wait. Their product team used this data to optimize the app, predict demand, and improve how drivers navigate. This approach allowed them to 𝘀𝗰𝗮𝗹𝗲 𝗳𝗮𝘀𝘁 while still delivering a seamless experience, even during peak hours. 𝟯. 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗳𝗼𝗿 𝗦𝗰𝗮𝗹𝗲 One of Uber's biggest challenges was to grow beyond San Francisco and launch in 𝗵𝘂𝗻𝗱𝗿𝗲𝗱𝘀 𝗼𝗳 𝗰𝗶𝘁𝗶𝗲𝘀 𝗮𝗿𝗼𝘂𝗻𝗱 𝘁𝗵𝗲 𝘄𝗼𝗿𝗹𝗱. Their product managers worked on making the app scalable, meaning it could be easily customized for different markets. Whether it’s integrating 𝗹𝗼𝗰𝗮𝗹 𝗽𝗮𝘆𝗺𝗲𝗻𝘁 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 or adapting to new regulations, Uber made sure the app worked everywhere, for everyone. 𝟰. 𝗖𝗼𝗻𝘀𝘁𝗮𝗻𝘁 𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 Uber didn't stop at just offering rides. With their 𝗳𝗼𝗿𝘄𝗮𝗿𝗱-𝘁𝗵𝗶𝗻𝗸𝗶𝗻𝗴 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁, they expanded to Uber Eats, Uber Freight, and even autonomous driving projects. This 𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝗳𝗶𝗰𝗮𝘁𝗶𝗼𝗻 not only brought in more revenue but also kept the company ahead of competitors by offering multiple services under the same platform. 𝗧𝗵𝗲 𝗥𝗲𝘀𝘂𝗹𝘁? Uber didn’t just create a ride-hailing app—they 𝗯𝘂𝗶𝗹𝘁 𝗮 𝗴𝗹𝗼𝗯𝗮𝗹 𝗽𝗹𝗮𝘁𝗳𝗼𝗿𝗺 that changes how we think about transportation and logistics. And at the core of that success is a world-class 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 team that kept innovating, analyzing, and scaling. #𝗣𝗿𝗼𝗱𝘂𝗰𝘁𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 #𝗨𝗯𝗲𝗿 #𝗧𝗲𝗰𝗵𝗜𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 #𝗗𝗮𝘁𝗮𝗗𝗿𝗶𝘃𝗲𝗻 #𝗨𝗫𝗗𝗲𝘀𝗶𝗴𝗻

Reading the latest investor update report felt like a modern-day Bhagwat Geeta for Product Marketing. Uber's evolution from just a brand to an inspiration is truly remarkable! Understanding Uber's Product Market Fit is indeed a guiding light for all of us striving for success every day, just like me 😉 Did you know that Uber's driver-partners have covered a staggering 3,300 crore kms in India since 2013? That's like traveling from Earth to the Moon about 86,000 times. This sheer scale showcases the immense reach and impact of Uber's services. Ritesh Prakash highlights four key factors that determine Product Market Fit, and Uber seems to excel in all of them: 1. The product solves the problem for a substantial number of people, multi-product consumers spend over 3x more than single-product consumers. 2. People are not only willing to engage but also pay for Uber's services, with 150 million Monthly Active Customers globally and 15 million in India (1% - total uber population) alone! The numbers speak volumes. 3. The buzz around Uber is real! From being a go-to choice for nightlife plans to influencing decisions on personal vehicle purchases, people are truly embracing the Uber experience. 4. Leveraging AI to enhance user experience is a key priority for Uber. With dedicated teams focusing on cross-promotional strategies and the seamless integration of multiple products, Uber is truly making life easier for its consumers. Uber's success story is not just about numbers; it's about transforming lives and shaping the future of mobility. Keep riding with Uber, keep experiencing the revolution! #Uber #ProductMarketFit #AI

🚀 Decoupling in Business: A Simple Strategy That Changed How We Use Services 🚀 Curious about how companies like Uber transformed the landscape of customer experiences? 🤔 The secret lies in a smart business strategy called decoupling, particularly the concept of ⭐ decoupling value-creating ⭐ activities in the customer value chain. 🧐  What’s Decoupling? In simple terms, decoupling means breaking down the steps in a process and focusing only on what truly adds value for the customer. Think of a traditional taxi service: one must hail a cab, explain their location, deal with pricing, and hope the driver takes the best route. So many steps, right? But not all of them directly add value—they’re just bundled together. 📱 Enter Uber. Uber "decoupled" the ride-hailing process by concentrating on the value-creating activity: getting a ride with the tap of a button. No more hailing cabs, negotiating fares, or explaining directions. This decoupling allowed Uber to avoid the costs of owning a fleet, scale quickly by adding more drivers without logistical headaches, and invest heavily in improving user experience through app innovation, pricing transparency, and ratings. 💡 Key Takeaway: Uber's success came from decoupling unnecessary steps in the taxi service process, delivering value where it matters most to customers. By focusing only on the ride and making everything else seamless, they created a revolutionary business model. 📈 What Can We Learn? As we explore this concept, it’s essential to consider what activities truly add value for customers. Can processes be simplified by eliminating unnecessary steps? The less friction in the customer journey, the more value is created. But this is just the tip of the iceberg! Decoupling applies across various industries, from retail to software services. Reflecting on how it can streamline operations and enhance customer experiences opens up exciting possibilities. . . . . . . #Decoupling #CustomerExperience #Uber 

Uber used accelerants to accelerate During its initial days, it picked the right cities at the right time to maximize its success. Taxi cab companies were the main competitors when they entered the arena. 𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲𝘆 𝗱𝗶𝗱: 𝗦𝘁𝗮𝗴𝗲 𝟭 - 𝗥𝗲𝘀𝗲𝗮𝗿𝗰𝗵 Uber identified the cities with the biggest discrepancy between supply and demand for taxis. 𝗦𝘁𝗮𝗴𝗲 𝟮 - 𝗔𝗰𝗰𝗲𝗹𝗲𝗿𝗮𝗻𝘁𝘀 They then launched during times when that demand was likely to be the highest. These are called "Accelerants". - Restaurants and Nightlife - Holidays and events - Weather - Sports Uber focused on executing in cities where these accelerant problems were near-constants to drive accelerated adoption. 𝗦𝘁𝗮𝗴𝗲 𝟯 - 𝗪𝗼𝗿𝗱 𝗼𝗳 𝗺𝗼𝘂𝘁𝗵 They figured out how to get customers all in one night using accelerants, and then it was all about the experience. “𝗧𝗵𝗲𝘆 𝗺𝗮𝗱𝗲 𝘀𝘂𝗿𝗲 𝘁𝗵𝗶𝘀 𝗳𝗶𝗿𝘀𝘁 𝗴𝗿𝗼𝘂𝗽 𝗼𝗳 𝘂𝘀𝗲𝗿𝘀 𝗵𝗮𝗱 𝗮 𝗴𝗿𝗲𝗮𝘁 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗮𝗻𝗱 𝗯𝗿𝗼𝘂𝗴𝗵𝘁 𝗶𝗻 𝘁𝗵𝗲 𝗻𝗲𝘅𝘁 𝘄𝗮𝘃𝗲 𝗼𝗳 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝘃𝗶𝗮 𝘄𝗼𝗿𝗱-𝗼𝗳-𝗺𝗼𝘂𝘁𝗵.” Takeaway 1: Launching your product during high demand and low supply helps you acquire the right set of customers and early adopters. Takeaway 2: Nothing fancy is required to build a great product. 𝗜𝗺𝗮𝗴𝗲: The unsung hero & the man behind "𝗧𝗿𝗮𝘃𝗶𝘀 𝗞𝗮𝗹𝗮𝗻𝗶𝗰𝗸"

The Battle for Europe’s Shared Mobility Market: Legacy Operators vs. Ride-Hailing Giants The shared mobility market in Europe is booming, growing at a staggering 20% annually and projected to reach €200 billion by 2030. This isn’t just an industry trend, it’s a full-scale transformation. If you’re running a taxi business or association, you may feel like the underdog. But here’s the truth: legacy operators still make up about half of this market, and you hold unique advantages that ride-hailing giants like Uber can’t replicate overnight. • Loyal, Trusted Drivers: Platforms have to spend heavily to win over the kind of driver loyalty you’ve built over decades. • Brand Recognition: Many legacy operators are household names, deeply ingrained in local communities. • Regulatory Favor: You operate in systems designed around your needs, while ride-hailing platforms often struggle to navigate or reshape those environments. However, make no mistake, the giants are not just looking for a piece of the market. They want it all. They’re leveraging sleek apps, aggressive marketing, and even cultural touchpoints like streaming services to lure drivers and riders. And they’re pressuring regulators to rewrite the rules in their favor. This is not just business as usual; it’s a fight for survival. Legacy operators must adapt, innovate, and defend their turf. What do you think? Can traditional operators withstand the pressure from these tech-driven platforms, or will the market belong entirely to the ride-hailing giants by 2030?

Revenue snack 💡 Revolutionizing the ride-sharing game: Uber CEO's strategies to tackle team pain points with Driver Incarnation ** Reversing the negative workplace culture of the past and replaced by "listening" leadership **Uber broke through two long-standing pain points -the hassle for consumers to hail a taxi - the poblem for drivers to generate diverse income streams 👀 Though Uber has the highest market share in the car-sharing industry, it has long been struggling between making losses and generating profits 👀Growning aggressively on a global scale, challenging transportation regulations and monitoring standards for the taxi industry . -California has sued Uber before -aggressively pushing boundaries and rushing into new markets 😬 The accident in Arizona where an Uber self-driving car struck and killed a pedestrian has delayed the progress of Uber's self-driving car business 🕸 high costs of developing driverless cars and air taxis, which are unlikely to see results in short term 💡 Four Strategies to Reform and Save Uber 1.Streamline the Organization and Reduce Costs 2.Adjust Strategy and Abandon Non-Core Businesses 3.New Marketing Initiatives to Leverage Higher Revenues BY --------____Membership Subscriptions 4.Transform the Negative Corporate Culture ex.Frequently walk around the hall and converse with employees from different teams 🤺 Break Out of the $90 Billion Loss Trap 💡 tips for investing in startups, he said: "When I look for disruptive companies, I look for those that can create a unique change to open up new markets." by clayton christensen who known for disruptive innovation theory DM me for detailed insights

Improved Decision Making for Ride hailing! Currently, there are only 2 parameters provided to a customer at the time of accepting a ride: 1. Price 2. Distance These 2 are apparently very critical, but we can include more data points. The one that specifically comes to my mind is Average Speed. An office worker, looking to reach the office early, would require a partner with a higher average speed. An aged customer, who is looking for a safe and convenient ride, would be looking for a partner going at a more leisurely pace. Therefore for the above 2 personas, the Average speed as a parameter can directly impact their experience and decision making. Now the challenges for it, would be that how do you standardize average speeds, considering all types of roads and traffic around. I would track speeds of partners at open roads during no rush hours as a standardizing tactic, but apparently there can be better ways to do it. The bigger quandary would be that a user could complain about the speed of partner during traffic jams, as the average speed wouldn't be equal to the speed of this specific journey. This can be solved through messaging, where you can communicate with the customer that this feature is mainly an indicator but not a promise. All of this will be subject to testing, where you can try this with a cohort of x users. As a counter metric, I'd see how many users were shown this feature, and how many that were rated low, had Average speed disparity being the main reason. If successful, this leads service providers the ability to provide a more personalized experience, which could open doors for them to set premium rates with these offerings, as price alone wouldn't be the main point of decision making. Indrive recently introduced a feature, where you could set a price at which the ride gets automatically accepted. I think down the road, if we introduce more similar data points then automation with a user's own decision logic will become even more critical. inDrive Uber Careem Bykea Yango Lyft Gojek Grab

If you didn't know that the below is what I think, then you haven't spoken to me recently... Also, my latest phrase is: "AI is a subset of API"

At Uber, I noticed more dropoffs than pickups happening at airports across the country. I took this up as a product optimization challenge. After framing the problem and estimating the sheer scale of missed opportunities, I mapped out the value proposition for airport riders. User research then helped identify key pain points like confusion over pickup locations, surge pricing woes, rising parking fees and internet connectivity issues. To tackle these, I proposed dedicated in-app pickup navigation and upfront bundled booking at reasonable surge levels. With KPIs like increased pickups, reduced waiting times, and better pricing perception in place, this could unlock millions in additional revenue. It was immensely satisfying to apply skills like value proposition design, user research, and data-driven problem solving to such an impactful real-world product challenge. Looking forward to more such opportunities. Attached is my work and looking forward to enhancing my skills while delving into deeper discussions with professionals in LinkedIn. #ProductManagement #UberCase #DataAnalytics #ProductOptimization #ProductManager

I had a bit of an "Aha!" moment yesterday when I was listening to the Morning Brew podcast (linked below). They interviewed Dara Khosrowshahi, the CEO of Uber. At one point, they discussed the dreaded "surge pricing" and why it is tolerated by consumers in some markets and not others. They specifically mentioned the backlash against Wendy's. According to Dara Khosrowshashi, when demand is high for Uber rides, surge pricing entices more drivers to come to an area and balance supply and demand. The Uber experience is more reliable for the users (at a price), more drivers get paid, and Uber makes money, too. By contrast, brick & mortar places like Wendy's or Starbucks can't "surge" more stores into an area with hungry people on their lunch break, so for those companies, surge pricing can seem more like a greedy cash grab to consumers. What do you think of surge pricing? Good? Evil? It depends? Any way you think of it, I thought it was interesting that by its nature, Uber can quickly influence supply in an area. Not all business have that particular lever to pull.