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Peter becomes an uber driver11/9/2022 The company did not respond to queries about who those non-driving drivers will be or whether they will undergo special training.īut for Ingram, autonomous Ubers are an unwelcome threat to her livelihood. #Peter becomes an uber driver driverSo the cars will still have a human driver in the front seat – for now. “Making those decisions early on was a great lesson for me that I brought over from Expedia.Uber has not specified how many autonomous vehicles it plans to roll out in Pittsburgh, but state law requires a licensed driver to be seated behind the wheel of any vehicle, autonomous or not. “Uber has a global position, and my view was that, where we could be number one, we go all-in, and where we don’t think we can be number one quickly, we pull out, as we did in Southeast Asia,” Khosrowshahi said. The other lesson from his Expedia days was about picking your battles in geographic markets. We re-aligned the company culture very quickly to make it clear who was in and who wasn’t in.” “I didn’t make that same mistake at Uber. “It’s a mistake to make a bunch of decisions before your team is aligned on what you value,” Khosrowshahi said. Khosrowshahi said that in his early days in the top job at Expedia, he made a mistake in trying to make many decisions and operationalize a strategy before having the company’s management “align with the company culture.” What lesson did he learn from his time at Expedia that he used at Uber? Khosrowshahi said when he was at Expedia Group, the company was in “land capture mode.” Today, the business is maturing thanks to a more advanced level of internet penetration for online travel booking. It would be a mistake for Peter to pursue the same strategy I did.” “You need different strategies for different times. “I’m very supportive of strategy,” Khosrowshahi said. Schaal asked Khosrowshahi what he made of Expedia CEO Peter Kern’s recent campaign to simplify that group’s business, given that it could seem like a reversal of what Khosrowshahi had put together through mergers and acquisitions over his 13 years at the online travel conglomerate. Khosrowshahi’s other challenge is making Uber profitable, something that has been elusive through the mobility company’s history. However, Khosrowshahi expressed optimism that the company’s approach toward a flexible benefits plan will gain traction with regulators. The company’s fight to steer away from treating drivers as employees struck some legal potholes this year. One headwind for Uber has been on the worker relations front. But we’ll make it seamless and magical for users to jump between apps.” “At this point, we believe separate apps for consumers is the right way to go. “The super app strategy is more of an Asia strategy,” Khosrowshahi said. Each offers consumers nearly everything bookable online through a single gateway interface. Looking abroad, the Uber CEO said he was aware that a handful of superapps such as Didi and Grab dominate Asia. “It’s a very sticky product,” Khosrowshahi said. The CEO expects the pace of delivery usage to remain high even as the pandemic recedes or becomes less disruptive. It went from having a $2.5 billion run rate to having a $52 billion run rate, Khosrowshahi said when speaking with Skift Executive Editor Dennis Schaal on-stage in New York. Uber Eats, the company’s flagship meal delivery service, was a huge beneficiary of the pandemic. Yet Khosrowshahi has used incremental product launches, such as adding grocery and pharmacy delivery via drivers, to stabilize the company’s cost basis. To become the leader of Uber, some critics feared he could never reproduce the dynamic innovation inspired by Uber’s founder Travis Kalanick - even though Kalanick departed under a cloud related to his management style. In 2017, when Khosrowshahi left the job of CEO of Expedia Group Uber is only tiptoeing into classic travel by adding car rental - where an Uber driver typically brings the vehicle to you, but a third-party brand provides the rental service. The CEO doesn’t see leisure travel as a frequent use case with local demand. “Anything you want to be delivered to your home with a frequent use case, that’s what we’ll offer,” Khosrowshahi said during an on-stage interview at Skift Global Forum on Wednesday. But Uber won’t expand into selling flights or hotels and Khosrowshahi isn’t interested in mimicking the superapp strategy that he said is better suited to Asia. Uber CEO Dara Khosrowshahi said his strategy is to expand the mobility company’s delivery business.
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