Uber is a young start-up that personalizes transport through technology and its tailor-made app. Link up a credit card and simply drop a pin on a map. Your personal driver will show up to collect you within minutes. HishamWyne sat down with Ryan Graves, head of global operations; JambuPalaniappan, head of Middle East, Africa, and India Expansion; and MajedAbukhater, general manager of Dubai office, to talk about all things Uber.
Let's start with the name. Why Uber?
Ryan: We actually started with the name Uber Cab. Uber is German for 'super' and we were looking to provide a transport experience that exceeded expectations. But we didn't want confusion in what our business model is. We're not a cab company - we're a tech company. So we dropped 'cab' from our name.
But aren't you more a transport company than a tech company?
Ryan: I would say that we're definitely in the transportation space, but we're definitely not a transport company. We offer the technology. You hit a button and you get a private driver experience in five minutes. But none of the drivers actually work for us. We partner with transport companies, and help match drivers with clients efficiently. We work with existing transport companies who have downtime, or just want to run their business more efficiently. There are many differentiators for us. There's a level of quality that we expect from the Uber experience. There's a vetting system for our partners from a quality and safety perspective. And there's a constant review process. You rate each journey through the app. We want you to feel safe, and then have an awesome journey that you will tell your friends about. There's also a difference in our tech compared to competitors. The interface, but also what's under the hood. We collect a lot of data and use that to ensure we get shorter ETAs and quick pickups. And with Uber, the drivers prioritize rides coming through us as opposed to picking people off the street. We focus on reliability. If you can trust that you're getting a ride every time you use Uber within a certain number of minutes, you're not going to be going anywhere else.
How do you use the data you collect to make the Uber experience better?
Ryan: We use our data to predict demand patterns and locations, and we can actually route drivers to the right place at the right time. We supplement local knowledge with technology insights.
Jambu: We can essentially, with the technology and data we have, prove to our partners that certain locations will net them more business.
Is the Uber app constantly being upgraded? Will there be any exciting new additions soon?
Ryan: Yes, we're constantly pushing new stuff, testing things out, and trying to figure out the right fit. The app has seen major cosmetic revisions and functionality additions.
Majed: We have already done some additions. For instance, you can split your fare if the other person accepts through the app. And last week, we had a new feature come out called "Share my ETA." So you send a link via email or WhatsApp, etc., and the recipient will be able to track you live.
You can't currently pre-schedule a ride, for instance the night before. Is that deliberate?
Ryan: Most definitely. It's inefficient. Efficiency is in our blood at Uber. Booking in advance means you'll be paying more, because the driver will have to sit and wait. We're trying to avoid that. In really early markets, people want to book in advance. But over time, people trust the dependability of Uber and the need for pre-booking vanishes. When you need a car, hit a button on the app, and it'll get there. We're available 24 hours in Dubai right now.
Will the same Uber app work in other cities, like London?
Ryan: Yes, absolutely. In fact, you could move your location pin to London right now while in Dubai and book a car for the next few minutes.
What's the partnership model that Uber follows with transport companies?
Ryan: We keep a percentage of every ride our partners get through us. The partners agree to a rate that we standardize across them.
Dubai is the first city in the Middle East that you've launched in. Why Dubai?
Ryan: Uber is a cross between lifestyle and logistics. And that's perfect for Dubai. There are logistics challenges we help with, but there's also a very strong lifestyle here.
And where in Dubai is the Uber HQ?
Jambu: We're based out of Dubai Internet City.
How many transport partners have you in Dubai?
Ryan: We're a startup. We've started small, with over 30 or so partners, and will be scaling that up soon.
Jambu: And the response here has been particularly strong from people operating transport companies.
Which demographics happen to be using Uber in Dubai right now?
People start to use Uber in a social setting, when they're out in the evening, for instance. Over time, they start to trust the service and realize it's dependable. And then they start to rely on it for utility purposes such as business meetings and airport trips.
You've said previously that you've run into interesting regulatory issues in different cities? Have there been any challenges of the sort in Dubai?
Ryan: All of our partner companies are already regulated by the RTA, and are locally owned businesses. We're only making those businesses more efficient by generating demand. I really don't expect any issues here.
If there were one thing that you could change about the tech eco-system in Dubai, what would it be?
Majed: There's one thing that's unique about Dubai and even the region. Most e-commerce is cash on delivery. There is still mistrust about providing your credit card information online. This is now slowly changing as people realize there is security on the Internet.
Is Dubai part of a broader push into the Middle East?
Ryan: Our ambition is to be in every major city in the world. And there are dozens of those in the Middle East. In short order, you'll see us in other large cities in the GCC.
Google funded you a while back. Where do you see those funds going?
Ryan: Google has invested USD 258 million in us, in return for stock. The money will be used for tech and operational upgrades. Expanding is not an inexpensive goal. Our resources go into building the technology, building the brand, and getting the operations side right.
