{"product_id":"uber-business-model-canvas","title":"Uber Technologies, Inc. (UBER): Business Model Canvas [June-2026 Updated]","description":"\u003cp\u003eThis ready-made Business Model Canvas of Uber Technologies, Inc. gives you a clear, research-based view of how the company creates value through ride-hailing, food and grocery delivery, freight brokerage, and autonomous platform integration, supported by \u003cstrong\u003e149M\u003c\/strong\u003e MAPCs and \u003cstrong\u003e7.1M\u003c\/strong\u003e drivers and couriers. You'll see its core partners, app-based channels, revenue streams from mobility, delivery, freight, advertising, and subscriptions, plus the main cost drivers in incentives, insurance, technology, legal work, and mapping investment, making it a practical study and research aid.\u003c\/p\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Key Partnerships\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. reported \u003cstrong\u003e$43.98 billion\u003c\/strong\u003e in revenue, \u003cstrong\u003e$162.8 billion\u003c\/strong\u003e in gross bookings, \u003cstrong\u003e11.3 billion\u003c\/strong\u003e trips, and \u003cstrong\u003e171 million\u003c\/strong\u003e monthly active platform consumers in 2024. At that scale, partnerships shape supply, routing, autonomy, and grocery fulfillment.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eUber metric\u003c\/th\u003e\n\u003cth\u003e2024 value\u003c\/th\u003e\n\u003cth\u003eWhy it matters for partnerships\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRevenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$43.98 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eShows the size of the commercial base partners can reach\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$162.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eShows the transaction volume routed through external partners\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eTrips\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e11.3 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eShows why small gains in supply or routing can scale fast\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e171 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eShows the consumer reach available to mobility and delivery partners\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003ePartner\u003c\/th\u003e\n\u003cth\u003ePublic role in Uber model\u003c\/th\u003e\n\u003cth\u003eReal-life number\u003c\/th\u003e\n\u003cth\u003ePublicly disclosed deal value\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eWaymo\u003c\/td\u003e\n\u003ctd\u003eAutonomous ride-hailing supply through the Uber app\u003c\/td\u003e\n\u003ctd\u003eAustin and Atlanta\u003c\/td\u003e\n\u003ctd\u003eNot disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eNvidia\u003c\/td\u003e\n\u003ctd\u003eAI and autonomous computing stack\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$60.9 billion\u003c\/strong\u003e fiscal 2024 revenue\u003c\/td\u003e\n\u003ctd\u003eNot disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eHere Technologies\u003c\/td\u003e\n\u003ctd\u003eMaps, routing, and ETA support\u003c\/td\u003e\n\u003ctd\u003e200+ countries and territories\u003c\/td\u003e\n\u003ctd\u003eNot disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eInstacart\u003c\/td\u003e\n\u003ctd\u003eGrocery fulfillment and retail delivery ecosystem\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$2.55 billion\u003c\/strong\u003e 2023 revenue\u003c\/td\u003e\n\u003ctd\u003eNot disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCostco\u003c\/td\u003e\n\u003ctd\u003eWarehouse-retail demand source\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e890\u003c\/strong\u003e warehouses worldwide\u003c\/td\u003e\n\u003ctd\u003eNot disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eWaymo gives Uber access to autonomous ride-hailing without Uber owning the vehicle stack outright. The public rollout tied to the Uber app included \u003cstrong\u003e2\u003c\/strong\u003e launch markets, Austin and Atlanta. That matters because autonomy can reduce dependence on human-driver supply in defined markets and time windows.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e2\u003c\/strong\u003e public launch markets: Austin and Atlanta\u003c\/li\u003e\n\u003cli\u003eUber has not disclosed a revenue split, minimum volume commitment, or contract value\u003c\/li\u003e\n\u003cli\u003eThe partnership links demand generation to autonomous fleet supply\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eNvidia matters because autonomous driving and AI simulation are compute-heavy. Nvidia reported fiscal 2024 revenue of \u003cstrong\u003e$60.9 billion\u003c\/strong\u003e. For Uber, that makes Nvidia relevant to model training, perception systems, and simulation workloads where GPU capacity affects development speed and testing scale.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eFiscal 2024 revenue: \u003cstrong\u003e$60.9 billion\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eGPU compute supports AI training and simulation\u003c\/li\u003e\n\u003cli\u003eUber has not disclosed any Nvidia contract value\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eHere Technologies matters because routing and ETA accuracy depend on map data. Here says its maps cover \u003cstrong\u003e200+\u003c\/strong\u003e countries and territories. For Uber, map quality affects pickup time, driver utilization, delivery speed, and cancellation risk. Uber has not disclosed the value of any mapping contract with Here Technologies.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eCoverage: \u003cstrong\u003e200+\u003c\/strong\u003e countries and territories\u003c\/li\u003e\n\u003cli\u003eRouting accuracy affects pickup and delivery timing\u003c\/li\u003e\n\u003cli\u003eNo disclosed Uber contract value\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eInstacart is relevant to Uber's grocery and retail delivery layer because grocery fulfillment depends on inventory accuracy, substitutions, and store-level dispatch. Instacart reported \u003cstrong\u003e$2.55 billion\u003c\/strong\u003e in 2023 revenue. That scale shows why grocery delivery partnerships matter: they connect marketplace demand to retail supply. Uber has not disclosed a direct dollar value for any Instacart-related arrangement in the material used here.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003e2023 revenue: \u003cstrong\u003e$2.55 billion\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eGrocery fulfillment depends on inventory and substitution handling\u003c\/li\u003e\n\u003cli\u003eNo disclosed Uber contract value\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003eCostco is relevant as a warehouse-retail demand source because large basket sizes and membership traffic support delivery economics. Costco operated \u003cstrong\u003e890\u003c\/strong\u003e warehouses worldwide at fiscal 2024 year-end. That store density matters for grocery and bulk-item delivery because it can raise order volume per market. Uber has not publicly disclosed a direct contract value tied to Costco.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003eWarehouse count: \u003cstrong\u003e890\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003eLarge baskets can improve delivery economics\u003c\/li\u003e\n\u003cli\u003eNo disclosed Uber contract value\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Key Activities\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. runs a large-scale marketplace. In Q4 2024, it reported \u003cstrong\u003e3.1 billion\u003c\/strong\u003e trips, \u003cstrong\u003e171 million\u003c\/strong\u003e monthly active platform consumers, \u003cstrong\u003e$44.2 billion\u003c\/strong\u003e of gross bookings, and \u003cstrong\u003e$11.96 billion\u003c\/strong\u003e of revenue. In 2024, trips reached \u003cstrong\u003e11.3 billion\u003c\/strong\u003e.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003eKey activity\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eReal-life number\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eWhy it matters\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRide-hailing matching\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e3.1 billion\u003c\/strong\u003e trips in Q4 2024; \u003cstrong\u003e11.3 billion\u003c\/strong\u003e trips in 2024; \u003cstrong\u003e171 million\u003c\/strong\u003e monthly active platform consumers in Q4 2024\u003c\/td\u003e\n\u003ctd\u003eShows the scale of the core marketplace and the volume the dispatch system must match in real time\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFood and grocery delivery\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$44.2 billion\u003c\/strong\u003e of gross bookings in Q4 2024; \u003cstrong\u003e$11.96 billion\u003c\/strong\u003e of revenue in Q4 2024\u003c\/td\u003e\n\u003ctd\u003eShows that the same app supports non-ride demand at very large scale\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFreight brokerage\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e1 of 3\u003c\/strong\u003e reporting segments in 2024\u003c\/td\u003e\n\u003ctd\u003eShows the business is not only consumer transport; it also serves shipper and carrier matching\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAutonomous platform integration\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e2\u003c\/strong\u003e U.S. cities in 2025: Austin and Atlanta\u003c\/td\u003e\n\u003ctd\u003eShows the platform can add third-party autonomous supply without rebuilding the marketplace\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eApp-based dispatch and routing\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e11.3 billion\u003c\/strong\u003e trips in 2024\u003c\/td\u003e\n\u003ctd\u003eShows the scale of routing, pricing, and matching decisions the system must process\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eRide-hailing matching\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eThe ride-hailing activity is the biggest operating engine. In Q4 2024, Uber Technologies, Inc. completed \u003cstrong\u003e3.1 billion\u003c\/strong\u003e trips, and for 2024 the total reached \u003cstrong\u003e11.3 billion\u003c\/strong\u003e. That scale matters because matching riders and drivers faster improves pickup times, keeps drivers busier, and raises the value of the network.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e171 million\u003c\/strong\u003e monthly active platform consumers in Q4 2024 show how large the demand pool is.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e3.1 billion\u003c\/strong\u003e quarterly trips show how often the matching system has to work without delay.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e11.3 billion\u003c\/strong\u003e annual trips show that routing and pricing decisions are made at global scale.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eFood and grocery delivery\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eFood and grocery delivery uses the same account, payment, and dispatch architecture as ride-hailing. The company reported \u003cstrong\u003e$44.2 billion\u003c\/strong\u003e of gross bookings in Q4 2024 and \u003cstrong\u003e$11.96 billion\u003c\/strong\u003e of revenue in the same quarter, which shows how much transaction volume the platform handles across mobility and delivery.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eRestaurant and grocery orders keep the consumer app active beyond ride demand.\u003c\/li\u003e\n\u003cli\u003eThe same driver network can handle passenger and delivery work, which improves utilization.\u003c\/li\u003e\n\u003cli\u003eShared dispatch matters because it lowers empty time between jobs.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eFreight brokerage\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eThe freight business is one of the company's \u003cstrong\u003e3\u003c\/strong\u003e reporting segments. That matters because it extends the platform into trucking and shipper-carrier matching, not just consumer trips and meal orders.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e1 of 3\u003c\/strong\u003e reporting segments shows freight is a formal operating line, not a side project.\u003c\/li\u003e\n\u003cli\u003eDigital booking matters because it reduces manual coordination between shippers and carriers.\u003c\/li\u003e\n\u003cli\u003eLoad matching matters because it can reduce empty miles and improve asset use.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eAutonomous platform integration\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eAutonomous integration became a real operating activity in \u003cstrong\u003e2\u003c\/strong\u003e U.S. cities in 2025: Austin and Atlanta. That matters because the marketplace can add third-party autonomous supply while keeping dispatch, pricing, and payments inside the same platform.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e2\u003c\/strong\u003e city launches show that autonomous supply is moving from pilot logic into market expansion.\u003c\/li\u003e\n\u003cli\u003eThe same dispatch layer can route human-driven and autonomous trips.\u003c\/li\u003e\n\u003cli\u003eAutonomous supply reduces dependence on driver availability in dense markets.\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eApp-based dispatch and routing\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eApp-based dispatch and routing is the control layer behind every trip, order, and load. With \u003cstrong\u003e11.3 billion\u003c\/strong\u003e trips in 2024, the system had to make matching decisions at very high volume, and that scale is what turns a set of separate transactions into one connected marketplace.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eReal-time dispatch matches supply with demand across mobility, delivery, and freight.\u003c\/li\u003e\n\u003cli\u003eRouting improves estimated arrival times, which matters for rider and customer retention.\u003c\/li\u003e\n\u003cli\u003ePricing and routing together affect driver earnings, order acceptance, and trip completion.\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Key Resources\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc.'s key resources are its app platform, \u003cstrong\u003e149 million\u003c\/strong\u003e MAPCs, \u003cstrong\u003e7.1 million\u003c\/strong\u003e drivers and couriers, Mobility, Delivery, and Freight data, and its brand and global network.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eKey resource\u003c\/th\u003e\n\u003cth\u003eReal-life number\u003c\/th\u003e\n\u003cth\u003ePlain-English meaning\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eApp platform\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e1\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eOne software layer connecting consumers, drivers, couriers, and shippers\u003c\/td\u003e\n \u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMAPCs\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e149 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDrivers and couriers\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e7.1 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eActive supply on the platform\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness lines\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e3\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eMobility, Delivery, Freight\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2024 revenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$43.98 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eScale of the business base\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003eThe app platform is the main resource because it turns \u003cstrong\u003e1\u003c\/strong\u003e interface into a large two-sided marketplace. \u003cstrong\u003e149 million\u003c\/strong\u003e MAPCs gives the consumer side scale, while \u003cstrong\u003e7.1 million\u003c\/strong\u003e drivers and couriers gives the supply side depth.\u003c\/p\u003e\n\n\u003cp\u003eMAPCs, or monthly active platform consumers, measure how many people used the platform in a month. A base of \u003cstrong\u003e149 million\u003c\/strong\u003e matters because more active consumers usually means more trip density, more delivery demand, and more repeat usage.\u003c\/p\u003e\n\n\u003cp\u003eDriver and courier supply is the other core resource. \u003cstrong\u003e7.1 million\u003c\/strong\u003e drivers and couriers gives Uber Technologies, Inc. the ability to match demand across rides and deliveries without building and owning the vehicles or the last-mile delivery fleet.\u003c\/p\u003e\n\n\u003cp\u003eMobility, Delivery, and Freight data are valuable because each transaction adds pricing, timing, location, and completion data across \u003cstrong\u003e3\u003c\/strong\u003e business lines. That data improves matching, routing, and marketplace balance across the platform.\u003c\/p\u003e\n\n\u003cp\u003eThe brand and global network matter because they sit behind the same app, the same consumer base, and the same supply base. That reduces the need to build demand and supply from zero in each market.\u003c\/p\u003e\n\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e1\u003c\/strong\u003e app platform supports the full marketplace\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e MAPCs support demand density\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e7.1 million\u003c\/strong\u003e drivers and couriers support supply density\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e3\u003c\/strong\u003e business lines generate transaction data\u003c\/li\u003e\n \u003cli\u003e\n\u003cstrong\u003e$43.98 billion\u003c\/strong\u003e in 2024 revenue reflects the scale of the resource base\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Value Propositions\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. combines \u003cstrong\u003e1\u003c\/strong\u003e platform, \u003cstrong\u003e3\u003c\/strong\u003e operating segments, more than \u003cstrong\u003e10,000\u003c\/strong\u003e cities, \u003cstrong\u003e70\u003c\/strong\u003e countries, \u003cstrong\u003e9.4B\u003c\/strong\u003e trips in 2023, and \u003cstrong\u003e$37.281B\u003c\/strong\u003e in 2023 revenue.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eValue proposition\u003c\/td\u003e\n\u003ctd\u003eReal-life figures\u003c\/td\u003e\n\u003ctd\u003eBusiness model effect\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGo anywhere, get anything platform\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e1\u003c\/strong\u003e platform; \u003cstrong\u003e3\u003c\/strong\u003e operating segments; more than \u003cstrong\u003e10,000\u003c\/strong\u003e cities; \u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/td\u003e\n\u003ctd\u003eOne account can support multiple trip and delivery needs\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFast rides and deliveries\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e9.4B\u003c\/strong\u003e trips in 2023\u003c\/td\u003e\n\u003ctd\u003eHigh trip frequency supports repeat use and network density\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMulti-modal transport options\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e3\u003c\/strong\u003e operating segments: Mobility, Delivery, Freight\u003c\/td\u003e\n\u003ctd\u003ePeople, goods, and freight can move through the same platform\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAutonomous ride and delivery access\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e2\u003c\/strong\u003e U.S. cities: Austin and Atlanta\u003c\/td\u003e\n\u003ctd\u003ePartner supply can expand service without Uber Technologies, Inc. owning the fleet\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eParking and event shuttle services\u003c\/td\u003e\n\u003ctd\u003eMore than \u003cstrong\u003e10,000\u003c\/strong\u003e cities; \u003cstrong\u003e70\u003c\/strong\u003e countries; \u003cstrong\u003e1\u003c\/strong\u003e app\u003c\/td\u003e\n\u003ctd\u003eEvent and venue trips sit inside the same network footprint\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eGo anywhere, get anything platform\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eThe core value proposition is scale. Uber Technologies, Inc. operates in more than \u003cstrong\u003e10,000\u003c\/strong\u003e cities across \u003cstrong\u003e70\u003c\/strong\u003e countries, so the same platform can cover daily commuting, airport trips, meals, packages, and freight-related demand.\u003c\/p\u003e\n\u003cp\u003eThe platform structure matters because it reduces switching. If you already use \u003cstrong\u003e1\u003c\/strong\u003e app for multiple needs, the next ride or delivery is more likely to stay inside the same network.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e1\u003c\/strong\u003e app\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e3\u003c\/strong\u003e operating segments\u003c\/li\u003e\n\u003cli\u003eMore than \u003cstrong\u003e10,000\u003c\/strong\u003e cities\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eFast rides and deliveries\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eSpeed is visible in transaction volume. Uber Technologies, Inc. completed \u003cstrong\u003e9.4B\u003c\/strong\u003e trips in 2023, which shows how often riders and delivery customers used the platform.\u003c\/p\u003e\n\u003cp\u003eThat level of usage matters because high frequency supports shorter match times between riders, drivers, couriers, and merchants. It also strengthens the economics of a two-sided marketplace, where more demand and more supply make the platform more useful on both sides.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.4B\u003c\/strong\u003e trips in 2023\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$37.281B\u003c\/strong\u003e revenue in 2023\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eMulti-modal transport options\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. is not limited to one transport type. It reports \u003cstrong\u003e3\u003c\/strong\u003e operating segments: Mobility, Delivery, and Freight.\u003c\/p\u003e\n\u003cp\u003eThat mix gives you multiple ways to solve the same need. A passenger trip, a meal delivery, and a freight move all use the same marketplace logic, but they serve different customer budgets, time needs, and use cases.\u003c\/p\u003e\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eSegment\u003c\/td\u003e\n\u003ctd\u003eCount\u003c\/td\u003e\n\u003ctd\u003eValue proposition role\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMobility\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e1\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003ePassenger transport\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDelivery\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e1\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eFood and package delivery\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFreight\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e1\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eShipping and logistics\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eAutonomous ride and delivery access\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eAutonomous access adds supply without requiring Uber Technologies, Inc. to own the vehicles. Public U.S. access includes \u003cstrong\u003e2\u003c\/strong\u003e cities: Austin and Atlanta.\u003c\/p\u003e\n\u003cp\u003eThis value proposition matters because it extends the platform into a new supply source. If partner vehicles are available, the platform can offer rides and deliveries through a different operating model while keeping the same customer-facing app and marketplace structure.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e2\u003c\/strong\u003e U.S. cities\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e1\u003c\/strong\u003e marketplace layer\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e0\u003c\/strong\u003e need for direct fleet ownership\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eParking and event shuttle services\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eParking and event shuttle use cases sit inside the same footprint of more than \u003cstrong\u003e10,000\u003c\/strong\u003e cities and \u003cstrong\u003e70\u003c\/strong\u003e countries. That gives Uber Technologies, Inc. a way to serve venue demand around arrivals, departures, and grouped movement.\u003c\/p\u003e\n\u003cp\u003eThis matters for concerts, sports, airports, and other event-heavy locations because the trip is not just point-to-point travel. It is also about access, timing, and capacity around the venue.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eMore than \u003cstrong\u003e10,000\u003c\/strong\u003e cities\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e1\u003c\/strong\u003e app\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Customer Relationships\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. reported \u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024 and completed \u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023. That scale makes the customer relationship digital, repeat-based, and tied to transaction volume.\u003c\/p\u003e\n\n\u003ch3\u003eSelf-service app experience\u003c\/h3\u003e\n\u003cp\u003eThe app is the main customer relationship channel, and \u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers used it in Q1 2024. The relationship depends on account setup, saved payment methods, trip history, receipts, and repeat ordering inside one digital interface rather than through branch-based service.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e150 million\u003c\/strong\u003e monthly active platform consumers in Q4 2023\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003ch3\u003eOn-demand booking and tracking\u003c\/h3\u003e\n\u003cp\u003eOn-demand booking and live trip tracking sit at the center of a platform that completed \u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023. Using \u003cstrong\u003e150 million\u003c\/strong\u003e monthly active platform consumers, the trip intensity works out to about \u003cstrong\u003e62.7\u003c\/strong\u003e trips per consumer, which shows how often the app has to re-engage the same user base.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003ePeriod\u003c\/td\u003e\n\u003ctd\u003eNumber\u003c\/td\u003e\n\u003ctd\u003eMetric\u003c\/td\u003e\n\u003ctd\u003eCustomer relationship use\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eQ1 2024\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e149 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003ctd\u003eSelf-service app use\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eQ4 2023\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e150 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003ctd\u003eRepeat digital access\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e9.4 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eTrips\u003c\/td\u003e\n\u003ctd\u003eOn-demand booking and tracking\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e2023 \/ Q4 2023\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e62.7\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eTrips per monthly active platform consumer\u003c\/td\u003e\n\u003ctd\u003eUsage intensity\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003ch3\u003eLoyalty and membership engagement\u003c\/h3\u003e\n\u003cp\u003eUber One uses a U.S. subscription price of \u003cstrong\u003e$9.99\u003c\/strong\u003e per month or \u003cstrong\u003e$99.99\u003c\/strong\u003e per year. That pricing turns part of the customer relationship into recurring revenue instead of one-off trip payments, and it sits on top of a base of \u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$9.99\u003c\/strong\u003e monthly Uber One price in the U.S.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$99.99\u003c\/strong\u003e annual Uber One price in the U.S.\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003ch3\u003eDigital support and issue resolution\u003c\/h3\u003e\n\u003cp\u003eDigital support has to handle a business that processed \u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023. At that scale, in-app issue resolution matters because every support case is tied to a transaction, and the volume of transactions is large enough to make digital handling the default relationship layer.\u003c\/p\u003e\n\n\u003ch3\u003ePersonalized offers and recommendations\u003c\/h3\u003e\n\u003cp\u003ePersonalized offers can draw from \u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023 and \u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024. The usage density is about \u003cstrong\u003e62.7\u003c\/strong\u003e trips per monthly active platform consumer, which gives Uber Technologies, Inc. enough transaction history to target offers by usage frequency and subscription behavior.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e62.7\u003c\/strong\u003e trips per monthly active platform consumer\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Channels\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. reported \u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q4 2023, completed \u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips in 2023, generated \u003cstrong\u003e$162.8 billion\u003c\/strong\u003e of gross bookings, and reported \u003cstrong\u003e$37.3 billion\u003c\/strong\u003e of revenue.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eChannel\u003c\/th\u003e\n\u003cth\u003eMetric\u003c\/th\u003e\n\u003cth\u003eAmount\u003c\/th\u003e\n\u003cth\u003ePeriod\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber app\u003c\/td\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e149 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003eQ4 2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber app\u003c\/td\u003e\n\u003ctd\u003eTrips\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e9.4 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber app\u003c\/td\u003e\n\u003ctd\u003eMobility gross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$82.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber Eats app\u003c\/td\u003e\n\u003ctd\u003eDelivery gross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$66.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness and freight platforms\u003c\/td\u003e\n\u003ctd\u003eImplied Freight gross bookings\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$13.2 billion\u003c\/strong\u003e (162.8 - 82.8 - 66.8)\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCompany-wide\u003c\/td\u003e\n\u003ctd\u003eTotal gross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$162.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCompany-wide\u003c\/td\u003e\n\u003ctd\u003eRevenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$37.3 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCompany-wide\u003c\/td\u003e\n\u003ctd\u003eRevenue as a share of gross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e22.9%\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e2023\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eUber app\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$82.8 billion\u003c\/strong\u003e Mobility gross bookings\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e50.8%\u003c\/strong\u003e of total gross bookings\u003c\/li\u003e\n\u003cli\u003eMore than \u003cstrong\u003e10,000\u003c\/strong\u003e cities in \u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eUber Eats app\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$66.8 billion\u003c\/strong\u003e Delivery gross bookings\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e41.0%\u003c\/strong\u003e of total gross bookings\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$37.3 billion\u003c\/strong\u003e company revenue across 2023\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003ePartner app integrations\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eNot separately disclosed in the \u003cstrong\u003e$162.8 billion\u003c\/strong\u003e gross bookings total.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eWeb and in-app advertising\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eNot separately disclosed as a stand-alone revenue line.\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e$37.3 billion\u003c\/strong\u003e \/ \u003cstrong\u003e$162.8 billion\u003c\/strong\u003e = \u003cstrong\u003e22.9%\u003c\/strong\u003e.\u003c\/p\u003e\n\n\u003cp\u003e\u003cstrong\u003eBusiness and freight platforms\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$13.2 billion\u003c\/strong\u003e implied Freight gross bookings\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e8.1%\u003c\/strong\u003e of total gross bookings\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$37.3 billion\u003c\/strong\u003e company revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e22.9%\u003c\/strong\u003e revenue-to-gross-bookings ratio\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eChannel mix\u003c\/th\u003e\n\u003cth\u003eFormula\u003c\/th\u003e\n\u003cth\u003eShare\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber app\u003c\/td\u003e\n\u003ctd\u003e$82.8 billion \/ $162.8 billion\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e50.8%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eUber Eats app\u003c\/td\u003e\n\u003ctd\u003e$66.8 billion \/ $162.8 billion\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e41.0%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eBusiness and freight platforms\u003c\/td\u003e\n\u003ctd\u003e$13.2 billion \/ $162.8 billion\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e8.1%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eCompany-wide revenue\u003c\/td\u003e\n\u003ctd\u003e$37.3 billion \/ $162.8 billion\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e22.9%\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Customer Segments\u003c\/h2\u003e\n\u003cp\u003e\u003cstrong\u003e156 million\u003c\/strong\u003e monthly active platform consumers, \u003cstrong\u003e2.8 billion\u003c\/strong\u003e trips, \u003cstrong\u003e$40.0 billion\u003c\/strong\u003e gross bookings, \u003cstrong\u003e$10.7 billion\u003c\/strong\u003e revenue, and \u003cstrong\u003e$1.6 billion\u003c\/strong\u003e adjusted EBITDA were reported for Q2 2024.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eMetric\u003c\/td\u003e\n\u003ctd\u003eQ1 2024\u003c\/td\u003e\n\u003ctd\u003eQ2 2024\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMonthly active platform consumers\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e149 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e156 million\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eTrips\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e2.64 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e2.8 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$37.7 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$40.0 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRevenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$10.1 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$10.7 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAdjusted EBITDA\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$1.4 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$1.6 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eRiders and commuters\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e156 million\u003c\/strong\u003e monthly active platform consumers in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.8 billion\u003c\/strong\u003e trips in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.64 billion\u003c\/strong\u003e trips in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.44 billion\u003c\/strong\u003e trips in 2023\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10,000\u003c\/strong\u003e cities\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eFood and grocery consumers\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e1 million+\u003c\/strong\u003e merchants\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.8 billion\u003c\/strong\u003e trips in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.64 billion\u003c\/strong\u003e trips in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$40.0 billion\u003c\/strong\u003e gross bookings in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$37.7 billion\u003c\/strong\u003e gross bookings in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$10.7 billion\u003c\/strong\u003e revenue in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$10.1 billion\u003c\/strong\u003e revenue in Q1 2024\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eDrivers and couriers\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.8 billion\u003c\/strong\u003e trips in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e2.64 billion\u003c\/strong\u003e trips in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e9.44 billion\u003c\/strong\u003e trips in 2023\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e70\u003c\/strong\u003e countries\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e10,000\u003c\/strong\u003e cities\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eFreight shippers\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e3\u003c\/strong\u003e operating segments\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$37.7 billion\u003c\/strong\u003e gross bookings in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$40.0 billion\u003c\/strong\u003e gross bookings in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$1.4 billion\u003c\/strong\u003e adjusted EBITDA in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$1.6 billion\u003c\/strong\u003e adjusted EBITDA in Q2 2024\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eBusinesses and retail partners\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul class=\"lst_crct\"\u003e\n\u003cli\u003e\n\u003cstrong\u003e1 million+\u003c\/strong\u003e merchants\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e149 million\u003c\/strong\u003e monthly active platform consumers in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e156 million\u003c\/strong\u003e monthly active platform consumers in Q2 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$10.1 billion\u003c\/strong\u003e revenue in Q1 2024\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$10.7 billion\u003c\/strong\u003e revenue in Q2 2024\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Cost Structure\u003c\/h2\u003e\n\u003cp\u003eUber Technologies, Inc. reported \u003cstrong\u003e$43.98B\u003c\/strong\u003e of revenue and \u003cstrong\u003e$162.8B\u003c\/strong\u003e of gross bookings in 2024. Revenue was \u003cstrong\u003e27.0%\u003c\/strong\u003e of gross bookings, and the gap was \u003cstrong\u003e$118.82B\u003c\/strong\u003e.\u003c\/p\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003eMetric\u003c\/th\u003e\n\u003cth\u003eAmount\u003c\/th\u003e\n\u003cth\u003ePer trip\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGross bookings\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$162.8B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$14.42\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eRevenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$43.98B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$3.89\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eGross bookings less revenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$118.82B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$10.51\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eTrips\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e11.3B\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003eBase\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eDriver and courier incentives\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. does not publish a standalone annual line for driver and courier incentives, so the cleanest numeric lens is trip scale. With \u003cstrong\u003e11.3B\u003c\/strong\u003e trips and \u003cstrong\u003e$14.42\u003c\/strong\u003e of gross bookings per trip, a \u003cstrong\u003e$0.01\u003c\/strong\u003e change in incentive cost per trip changes annual cost by \u003cstrong\u003e$113M\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.05\u003c\/strong\u003e per trip = \u003cstrong\u003e$565M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.10\u003c\/strong\u003e per trip = \u003cstrong\u003e$1.13B\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.25\u003c\/strong\u003e per trip = \u003cstrong\u003e$2.825B\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eInsurance and claims costs\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. does not separate insurance and claims into a standalone public line item in the figures above. The same \u003cstrong\u003e11.3B\u003c\/strong\u003e trip base means small per-trip changes scale fast.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.01\u003c\/strong\u003e per trip = \u003cstrong\u003e$113M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.05\u003c\/strong\u003e per trip = \u003cstrong\u003e$565M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.10\u003c\/strong\u003e per trip = \u003cstrong\u003e$1.13B\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003ctable\u003e\n\u003ctr\u003e\n\u003cth\u003ePer-trip change\u003c\/th\u003e\n\u003cth\u003eAnnual effect on 11.3B trips\u003c\/th\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003e$0.01\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$113M\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003e$0.05\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$565M\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003e$0.10\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$1.13B\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003e\u003cstrong\u003e$0.25\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$2.825B\u003c\/strong\u003e\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\n\u003cp\u003e\u003cstrong\u003eTechnology and platform development\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. reported \u003cstrong\u003e$43.98B\u003c\/strong\u003e of revenue. That means spend equal to \u003cstrong\u003e1.0%\u003c\/strong\u003e of revenue is \u003cstrong\u003e$439.8M\u003c\/strong\u003e, \u003cstrong\u003e2.0%\u003c\/strong\u003e is \u003cstrong\u003e$879.6M\u003c\/strong\u003e, and \u003cstrong\u003e5.0%\u003c\/strong\u003e is \u003cstrong\u003e$2.199B\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$439.8M\u003c\/strong\u003e equals \u003cstrong\u003e1.0%\u003c\/strong\u003e of revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$879.6M\u003c\/strong\u003e equals \u003cstrong\u003e2.0%\u003c\/strong\u003e of revenue\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$2.199B\u003c\/strong\u003e equals \u003cstrong\u003e5.0%\u003c\/strong\u003e of revenue\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eLegal and regulatory expenses\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. runs \u003cstrong\u003e11.3B\u003c\/strong\u003e trips and \u003cstrong\u003e$162.8B\u003c\/strong\u003e of gross bookings through many jurisdictions, so even a \u003cstrong\u003e$0.01\u003c\/strong\u003e legal or compliance cost per trip would equal \u003cstrong\u003e$113M\u003c\/strong\u003e. A \u003cstrong\u003e$0.02\u003c\/strong\u003e cost per trip would equal \u003cstrong\u003e$226M\u003c\/strong\u003e.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.01\u003c\/strong\u003e per trip = \u003cstrong\u003e$113M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.02\u003c\/strong\u003e per trip = \u003cstrong\u003e$226M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$0.05\u003c\/strong\u003e per trip = \u003cstrong\u003e$565M\u003c\/strong\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e\n\n\u003cp\u003e\u003cstrong\u003eAutonomous and mapping investment\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003eUber Technologies, Inc. had \u003cstrong\u003e$3.89\u003c\/strong\u003e of revenue per trip and \u003cstrong\u003e$10.51\u003c\/strong\u003e of gross-bookings gap per trip in 2024. That is the economic space available for automation and mapping spend if it lowers per-trip cost below current human-driven economics.\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\n\u003cstrong\u003e$3.89\u003c\/strong\u003e revenue per trip\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$14.42\u003c\/strong\u003e gross bookings per trip\u003c\/li\u003e\n\u003cli\u003e\n\u003cstrong\u003e$10.51\u003c\/strong\u003e gross bookings less revenue per trip\u003c\/li\u003e\n\u003c\/ul\u003e\u003ch2\u003eUber Technologies, Inc. - Canvas Business Model: Revenue Streams\u003c\/h2\u003e\n\u003cp\u003e\u003cstrong\u003e$37.281 billion\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e$137.8 billion\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e9.4 billion\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003e27.1%\u003c\/strong\u003e\u003c\/p\u003e\n\u003ctable\u003e\n\u003ctr\u003e\n\u003ctd\u003eRevenue stream\u003c\/td\u003e\n\u003ctd\u003e2023 amount\u003c\/td\u003e\n\u003ctd\u003eOther disclosed numbers\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eMobility commissions and fees\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$20.1 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e9.4 billion\u003c\/strong\u003e trips\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eDelivery commissions and fees\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$12.1 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e25 million+\u003c\/strong\u003e members across the membership program\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eFreight revenue\u003c\/td\u003e\n\u003ctd\u003e\u003cstrong\u003e$5.0 billion\u003c\/strong\u003e\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$137.8 billion\u003c\/strong\u003e total gross bookings\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eAdvertising revenue\u003c\/td\u003e\n\u003ctd\u003eNot separately disclosed\u003c\/td\u003e\n\u003ctd\u003eNot separately disclosed\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr\u003e\n\u003ctd\u003eSubscription and membership fees\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e$9.99\u003c\/strong\u003e monthly; \u003cstrong\u003e$99.99\u003c\/strong\u003e annual\u003c\/td\u003e\n\u003ctd\u003e\n\u003cstrong\u003e25 million+\u003c\/strong\u003e members\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/table\u003e\n\u003cp\u003e\u003cstrong\u003eMobility commissions and fees\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003e$20.1 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e9.4 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e149 million\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003e\u003cstrong\u003eDelivery commissions and fees\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003e$12.1 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003e\u003cstrong\u003eFreight revenue\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003e$5.0 billion\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003e\u003cstrong\u003eAdvertising revenue\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003eNot separately disclosed\u003c\/li\u003e\n\u003c\/ul\u003e\n\u003cp\u003e\u003cstrong\u003eSubscription and membership fees\u003c\/strong\u003e\u003c\/p\u003e\n\u003cul\u003e\n\u003cli\u003e\u003cstrong\u003e25 million+\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e$9.99\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003e$99.99\u003c\/strong\u003e\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"dcf.fm","offers":[{"title":"Default Title","offer_id":44601673187477,"sku":"uber-business-model-canvas","price":7.0,"currency_code":"USD","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0630\/5189\/0837\/files\/uber-business-model-canvas.png?v=1740226109","url":"https:\/\/dcf-analysis.com\/products\/uber-business-model-canvas","provider":"AI-Powered Discounted Cash Flow Model Templates","version":"1.0","type":"link"}