It's a complex topic and it will be interesting to see what - as one example - will happen in the post-pandemic world. While sometimes underappreciated, drivers still have a choice to participate or not. This fact is best demonstrated by the fact that Uber accelerates supply when they enter a new city. Indirect network effects (crucial to the business model) do not kick-in without a critical mass of drivers. This is not just a static consideration but also at peak traffic times, when events are on, etc. It is essential to have a sufficient number of them to be able to provide the customer proposition (timely pick-up at low cost). Hence knowledge you gain here will be transferable to many other areas.Ĭrucial key partners are the participants on the supply side:ĭrivers: The drivers are on the supply side of Uber's business model and they can join or leave at a moment’s notice (or multi-home on an ongoing basis with other ride-hailing businesses). Similar business models are used by transport platforms, urban mobility platforms, vehicle / ride sharing, mobility-as-a-service, food / goods delivery, service sharing, home sharing, things-on-the-go sharing and more. These monetise on physical assets owned by the supply side and/or services provided by them. Uber falls into the sharing economy platforms. The revenue model and service charges are more complex in this case and have led to an aggregate take rate of 18.1%-20.6% in the same period.
Uber Eats enables transactions between restaurants, drivers and takeaway diners. Their aggregate take rate (=commission) on Uber Mobility/Rides was between 23.5%-28.9% in Q1’22-Q1’23. And Uber makes money by taking a commission of 25% on each such transaction. Uber creates value by enabling and managing transport services provided by a supply side (drivers) and a demand side (riders). Uber is one of the most prominent digital platform businesses of the last decade.
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