Uber is a global ride-sharing service founded in 2009 that now operates in over 500 cities worldwide. It has faced significant challenges to its brand image due to high-profile scandals involving its executives and attempts to profit from protests. While still the dominant player, competitors like Lyft have gained popularity by prioritizing driver and rider happiness through features like tipping. Other competitors such as Fasten and Flywheel have also emerged with different business models focusing on lower fares for riders or higher pay for drivers.

1. David Driskill, Lavanya Daga, Lexi Jacobs, Adrienne Lu, Chenyu Liang
Consumer Insight & Account Planning
Final Project

2. CONTENT
• Introduction
• Methodology
• The Consumer and the Category
• The Consumer and the Brand
• Cultural Context: Trends
• Issues & Opportunities
• Brand Vision Statement
• Creative Brief

3. Introduction
Brief History:
● Uber is a ride-sharing service that was founded in 2009.
● This Silicon Valley company was founded by Travis Kalanick and Garrett Camp.
● It is currently a worldwide organization available today in 81 countries and 581 cities.
Original Intent:
Uber was originally created as an e-hailing taxi service that transports people from point A to point B.
Company Rebrand:
● Uber is the backbone of urban society around the world.
● Uber is becoming an integral part of every major city around the globe.
● The service is no longer just about rides; it is transportation in every way from food delivery to private car services.
Logo:
● Uber’s latest logo combines the physical images of the bit and the atom, meant to represent the role Uber plays in consumer culture and current
society.
Benefits of Uber:
● Uber offers an affordable transportation service.
● The service is reliable and available 24/7.
● Uber provides a convenient transportation experience that picks users up at their door steps.

4. Methodology
Secondary Research:
Primary Research:
In-depth interviews Drivers, Users, and Non-users
Drivers

5. The Consumer and the Category
Category:
● “With continued momentum in the fourth quarter (in 2016), Uber now represents 52% of the ground transportation category. This marks more than
a 4% increase from the previous quarter and the first time Uber has surpassed 50% of the total category. The exploding popularity of Uber among
business travelers also helped propel the company to the top spot.”(5)
● The ride-sharing industry has grown more than $25 billion in private capital since 2010. “Today, top-5 ride-sharing companies – Uber,
Didi-Chuxing, Lyft, Ola, and Grab – have a combined market capitalization of roughly $120 billion (based on most recent primary round
valuations). Uber has already established itself as a market leader in most geographies, and its business model has inherent network effect
benefits.”(24)
● It was estimated that 15.0 million US adults used a ride-sharing service or other sharing economy transportation service in 2016. Users increased
by 20.5% over 2015. While the segment will continue to grow through 2020, next year will be the last year of double-digit growth, as the segment
matures.”(8)
Consumer:
● “Approximately 57% of all ride-sharing passengers fall in the 25-34 category.”(22)
● “More than 80% of all ride-sharing passengers hold a bachelor’s degree or higher.”(22)
● “Male riders make up 60% of the ride-share passenger population.”(22)
● “At least 56% of all ride-sharing passengers reported a household income of $71,000 or higher, with nearly 40% of all passengers making at least
$100,000.”(22)
● 3% of adult internet users In the US use Uber at least once a month, which is “twice the number of users as Uber’s rival service, Lyft.” (10)
● “16-34-year-olds are the most frequent Uber users.This age group makes up almost three quarters of Uber’s US user base, with only a small
minority group of 45-64-years-olds.”(10)
● Urbanites are the largest Uber users, while only 5% living outside of an urban or suburban area.(10)
● “Over a quarter of Uber users sit in the top income quartile.”(10)
● “76% of ride sharing app users use Uber most frequently and more than 70% of consumers who haven’t used ride-sharing apps are familiar with
Uber’s brand name.”(24)

6. Cultural Context: Trends
● The "NOwner" trend
Consumers now value access over ownership. They value experiences and are more concerned with the environment and reducing waste. “More
than three in four millennials (78%) would choose to spend money on an experience or event over buying something desirable (Harris study).
“Millennials want to spend their money being with others.” (19) “So, last Halloween, I got in an UberPool with a girl dressed like inflatable Harambe.
We like exchanged numbers and were gonna go to the bar together. It was awesome.” (Respondent E)
● Micropayment:
Digital payment is another trend that Uber jumped on. Consumers are increasingly opting for new forms of digital payments that best match their
requirements. Cash payments are considered inconvenient and are becoming obsolete.
● Instant Gratification and Ease of Use
This is another trend that fuelled the ride-sharing market. Having a ride appear within minutes of opening an app is one of the major reasons why
the “always-on-the-go” generation frequently uses such services. “Now that I’ve gone certain distances I know what they cost, and, ya it’s just
more cost effective and I’m used to it.” (Respondent E)
● Digitalisation
Smartphones and internet-on-the-go are second-nature to consumers today. The heavy reliance on mobile use and internet has transformed the
way services are used today.

7. The Consumer and the Brand
Key Findings (The Rebrand)
● Uber rebranded in February of 2016.
● The company hoped to grow its organization and image from a ride-sharing (although sometimes referred to as e-hailing) taxi service to a crucial
transportation component in the life of consumers.
● Uber’s goal was to use the idea of the bit and the atom to represent its role the consumer’s world.
● “According to Uber, the square represents the bit (as in the basic unit of information in computing) — a concept central to Uber’s business philosophy.” (6)
● The Uber rebrand met with major opposition:
○ “The primary function of a logo is to identify the brand, differentiate it from the competition, and create meaningful associations in the minds of its
customers. The new Uber icon falls short on all these criteria.” (6)
Key Findings (Company Issues)
● Uber has had a great amount of company turmoil, which has been publicly exposed by press, and a resulting troubled relationship with its consumer base
as it grapples with this turmoil.
○ Uber allegedly attempted to profit off a protest against President Trump’s executive order banning refugees.
○ “That’s because there has been a backlash against Uber in response to accusations that the ride-hailing service intended to profit from a protest on
Saturday against President Trump’s executive order banning refugees and immigrants from certain countries from entering United States.” (14)
○ Uber’s CEO, Travis Kalanick, has been exposed in media for his behavior in the back of an Uber Black on Super Bowl Sunday.
○ “That pleasant conversation between Kalanick and his friends in the back of an Uber Black? It devolved into a heated argument over Uber’s fares
between the CEO and his driver, Fawzi Kamel, who then turned over a dashboard recording of the conversation to Bloomberg.” (21)
○ Uber has experienced such great turmoil that last month the company president quit, and this month the COO quit, as well.
○ “Uber's president of ridesharing, Jeff Jones, is leaving the company after less than a year on the job.” (4)
○ Consumers like the product offered but the brand image is definitely changing due to all the bad press Uber is receiving. “I only used Uber, since it
was the only one I knew. At the beginning my perception of the brand was good.” (Respondent A) “Even though Uber is, you know, horrible horrible
people. I redownloaded it, but, you know, I’m just not gonna tell anybody.” (Respondent E)

8. The Consumer and the Brand
● Consumers are responding to the category leader’s mishaps in a loud way.
○ A hashtag titled “#deleteuber” began to circulate following some of the event in January 2017.
○ “In January, over 200,000 customers deleted Uber in one weekend as part of the #DeleteUber movement.” (4)
○ “I just feel like there was a time period when everyone was all about Uber and they were great, but now it’s like oh no…” (Respondent
E)
○ “They are kind of a dick (the brand), but they are
a good service and are being a
business and taking advantage.”
(Respondent I)

9. The Consumer and the Brand
Key Competitor Insights (Lyft)
● Lyft is a challenger brand in the category and is Uber’s largest competitor.
● The company has a fun, young brand that attracts a younger audience.
● Lyft is known for prioritizing the happiness of its drivers and its riders.
○ This is highlighted on Lyft’s website and in its communication: “Happy Drivers. Happy Riders.” (17)
○ This can also be seen in the functionality of its application. Lyft also allows users to tip their drivers.
○ “Uber drivers complain that the Uber app does not offer a feature for consumers to be able to tip the drivers, which to drivers, is hugely important.” (26)
● Its Instagram account is color-coordinated, is more aesthetically appealing, and has more followers than Uber’s.
● Lyft competes with Uber primarily on price.
● “Uber and Lyft compete incredibly heavily on pricing, attempting to lure customers away from each other by constantly offering lower prices than the other.” (26)
● After Uber, Lyft has the widest coverage area in the US, but is not offered worldwide.
● “Lyft is only available in roughly 65-70 cities in the United States.” (26)
● Lyft also tries to compete with Uber’s innovation. Most notably, Lyft was the first ride-sharing application to offer Lyft LIne, a service that lets users pool their ride
with fellow riders for a lower price. (26)
Key Competitor Insights (Fasten)
● Fasten is a newer competitor in the ride-sharing category that is only available in Austin and Boston.
● Fasten has positioned itself as the company that “takes less from its drivers.” (3)
○ Its tagline is "You pay less. Drivers make more." (3)
● The company is known for having longer wait times for riders. (3)
● Though it does not have surge pricing, it does have boost pricing, “where you can voluntarily opt in to pay a higher rate during busy times to be picked up
quicker.” (3)
Key competitor insights (Flywheel)
● Flywheel labels itself as “The world’s first all-in-one mobile taxi software solution.” (3)
● Flywheel connects its users with local taxi drivers from the Flywheel fleet.
● It is only available on the west coast of the US: in San Francisco, Seattle, and Los Angeles. (3)
● Flywheel offers taxi drivers a way to get more business during slower times. (3)
● Flywheel is an indirect competitor to Uber, as it only connects users to existing taxi company cars.

10. The Consumer and the Brand
Key competitor insights (Curb)
● Curb labels itself as an app that “Connects you to
safe, reliable rides from professional drivers.” (3)
● “Unlike rideshare companies, such as Uber and
Lyft, which hail a peer-driven car, the Curb app will
hail a traditional licensed taxi or professional for hire
car.” (3)
● In this sense, Curb is also an indirect competitor to
Uber.
● Curb is available in 65 cities in the US. (3)
● Curb is typically more expensive than its
competitors Uber
and Lyft.
● “Their local partners (taxi companies and private
for hire cars) set the fares, so prices will vary
depending on location. Curb does add a $2 fee
to each ride for using their app. The app allows
you to either pay via credit card or cash.” (3)
Perceptual Map
Low
Quality
Product
High
Quality
Product
Low Brand
Equity
High Brand
Equity

11. Issues
● The idea on which Uber was built, despite its innovative design, can be easily copied. Many copycats have appeared in the form of Lyft, Curb, and
Sidecar. (27)
● Top technology companies, such as Apple and Google, are developing driverless cars, which in the future would push ride prices down. (27)
● During 2017, Uber has experienced great controversy:
○ In January 2017, Uber came under heavy fire throughout the protest at John F. Kennedy International Airport in opposition to President Trump’s
refugee ban. (25)
■ The company’s decision to continue to operate while taxis decided to strike, as well as to lift the surge price resulted in hundreds of Twitter
users rallying with the “#DeleteUber” hashtag. They took it as evidence that the company was trying to profit off of the workers on strike. (11)
○ Also in 2017, Uber SRE (Site Reliability Engineer) Susan Fowler detailed alleged incidents of sexual harassment and issues with the company’s
human resources team.(9) Uber CEO, Travis Kalanick, instructed their new Chief Human Resources Officer to conduct an urgent investigation.
○ In March, Jeff Jones, the president of Uber, quit the car-hailing company after less than a year.
■ “It is now clear, however, that the beliefs and approach to leadership that have guided my career are inconsistent with what I saw and
experienced at Uber, and I can no longer continue as president of the ride-sharing business,” Jones said in his statement. (1)
● Uber customer service is inferior to its main competitor, Lyft. Lyft has been challenging Uber’s market dominance. (27)
○ In her last experience with Uber, Respondent A’s order was cancelled by the driver one minute before the driver would have arrived. The same
thing happened three times. Uber charged her three times the cost that she needed to go home. She said, “I was so upset. I negotiated with them,
but it didn’t work. I requested them in the email to call me, but they didn’t call back. Back in China, the customer service from Didi was much better
than Uber’s. Their car services (Uber and Didi) are the same. That’s why I used Didi all the time. I didn’t want to change.” (Respondent A)
○ According to Respondent B, the marketing department of Uber China didn’t contain a customer service center when she worked there. “So all of us
needed to respond the emails from users. Sometimes I had to reply two to three hundred emails in a day. That’s the worst part of my work. We had
a training about how to reply these emails right after we started to work at Uber,” she said. (Respondent B)

12. ● The brand could take a variety of steps to rebuild its image:
○ According to Geoff Cook, the founding partner of Base Design, “Uber needs to recalibrate its internal culture and how the public perceives that
culture.” (20)
○ “Users want to support ethical companies; they want to support companies that support their employees, they want to support companies that
really work to have an equal opportunity and an equal playing field within their workforce and obviously protect women’s rights.” (20)
○ Uber should invest in its internal culture and employees, and collectively progress its brand image. (20)
● Uber is currently working to build a relationship with local governments.
○ Uber recently launched a website called Movement, a valuable new way to showcase traffic patterns in specific cities. Open to city planners and
policymakers, Movement shows that Uber is stepping toward building a collaborative relationship with local governments. (13)
○ Providing detailed insights, the application allows city officials to measure the impact of road improvements, major road events, and new transit
lines. (16)
○ For planners and policymakers, the analysis on transportation patterns outlined by Movement can help them solve problems with inefficient
infrastructure spending. (16)
● Uber could provide ride-sharing services specific to certain groups.
○ For example, female drivers take special care to get women home safely late at night.
○ Another option, is that users could order an Uber in advance and inform the driver their specific needs or preference. Business travelers who visit a
particular city regularly could build a direct relationship with the drivers.
● An extended version of UberEATS: Users order meals while ordering a Uber at the same time. The Uber driver will pick up the meal and then pick up the
passenger, so that the passenger can eat his/her meal on the way to his/her destination.
Opportunity

13. Brand Vision Statement
Core Identity
● Brand Soul
○ A trusted transport essential in its user’s daily journey.
● Brand Values
○ Innovation, Connection, Community
● Point of Difference
○ Uber is an affordable indulgence for its consumers. It’s convenient, it’s cheap, and it’s a new ride at your doorstep every day.
Extended Identity
● Personality
○ Uber is a 29 year old woman. She is a full time creative technologist who freelances on the side. She makes about $70,000 a year
and lives in Manhattan. She drives a BMW X5. She has a black labrador retriever and lives in an apartment with two roommates.
She’s driven. She’s intuitive. She’s a natural communicator,a leader, and a friend.
● Brand Positioning
○ A trusted personal driver.
Consumer Relationship
● Functional Benefits
○ The consumer believes he/she is getting a competitively priced personal ride.
● Emotional Benefits
○ A service consumers can rely on through their daily journey.
● Consumer/Brand Relationship
○ Daily co-pilot.

14. What is the background?
● Uber is a ride-sharing service that was founded in 2009. This Silicon Valley company was founded by Travis Kalanick and Garrett Camp. In the past
year the company has received widespread backlash due to its tainted company culture. The brand has since lost several C-level management
employees. There has been a drastic change in the public perception, which has resulted in many users shifting to competitive brands.
What is the role of communications?
● To change the public perception of the brand.
Who are we talking to?
● 25-34 year old urban professionals, who are current or prospective users of the app. They lead busy, time-consuming lifestyles, and value convenience,
efficiency, and little luxuries in their hectic day-to-day lives.
What is the target insight?
● While the users love Uber’s service and the convenience it provides, the problems amongst the C-level management and company culture have
damaged their perception of the brand.
● “No surprises here: Travis. The leadership. Performance. Growth. It's all as bad as it seems, if not worse. The longer you've been there, the more
legacy actually can hold you back. The glass ceiling actually feels especially low for women.” (29)
Creative Brief

15. Creative Brief
What is the benefit?
● Uber offers their users an affordable, reliable transportation
service, available 24/7.
BRAND SHIFT: What is the shift we are trying to create in
the consumer’s mind?
FROM
● A misogynistic corporation that only values growth and efficiency
TO
● A trusted transport service that values the growth of its user base
and employees
What is the shift idea that will lead to famously effective
work?
● Uber is the co-pilot of its user’s daily journey.
Reasons to Believe:
● Uber is all about the people it serves.
● Uber is bringing innovation and technology together to benefit its
customers.
● Uber provides low cost transportation.
● Uber is safe, efficient, and a reliable way of bringing people what
they need.
● Uber has high standard checks for drivers to ensure high quality
service.
● The campaign will aim at re-establishing these values.
Personality:
● Reliable, Trustworthy, Innovative, Inclusive, Supportive
Mandatories:
● Brand logo, tagline, color scheme

16. Bibliography
1. Bhuiyan, Johana and Swisher, Kara. “Uber President Jeff Jones Is Quitting, Citing Differences over 'Beliefs and Approach to Leadership'.” Recode,
Recode, 19 Mar. 2017.
2. Brown, Bruce. "Millennials Leading Switch from Individual Car Ownership to Mobility Services." Digital Trends. N.p., 16 Nov. 2016. Web. 27 Apr.
2017.
3. Campbell, Harry. "Rideguru - Rideshares Worldwide." Rideguru. N.p., n.d. Web. Apr. 2017.
4. Carson, Biz. "Uber's President Jeff Jones Quits amid Company Turmoil." Business Insider. Business Insider, 19 Mar. 2017. Web. 27 Apr. 2017.
5. Certify. "Certify Releases its Annual SpendSmart™ Report on Business Travel Spending Trends for 2016." Certify. N.p., n.d. Web. 20 Apr. 2017.
6. Chernev, Alexander. "Uber, Your New Logo Is a Mistake and Looks like JPMorgan's." Uber, Your New Logo Is a Mistake and Looks Like
JPMorgan's. Fortune, 11 Feb. 2016. Web. 27 Apr. 2017.
7. Dua, Tanya. "'Brand Crises on Steroids': Why Uber Is the Trump of Brands." Digiday. N.p., 21 Feb. 2017. Web. 27 Apr. 2017.
8. EMarketer. ”How Much More Can Ride-Sharing Services Grow in the US?" EMarketer. N.p., 17 May 2016. Web. 20 Apr. 2017.
9. Fowler, Susan J. “Reflecting on One Very, Very Strange Year at Uber.” 19 Feb. 2017, Accessed 13 Apr. 2017.
10. GlobalWebIndex. "The Demographics of Uber's US Users." GlobalWebIndex. N.p., n.d. Web. 20 Apr. 2017.
11. Heine, Chris. “How Airbnb and Lyft Are Taking Action Against Trump's Immigration Ban.” Adweek, Adweek, 29 Jan. 2017,
12. Hinssen, Peter. "Sharing Is the New Owning - and How That Changes Your Industry." Nexxworks. N.p., n.d. Web. Apr. 2017.
13. Huizinga, Daniel. “Uber Movement Could Change the Way We Plan Cities.” Opportunity Lives, 31 Jan. 2017.
14. Isaac, Mike. "What You Need to Know About #DeleteUber." The New York Times. The New York Times, 31 Jan. 2017. Web. 27 Apr. 2017.
15. Kokalitcheva, Kia. "San Francisco Taxi Company Sues Uber for Anti-Competitive Practices." Fortune, 02 Nov. 2016. Web. 27 Apr. 2017.
16. “Let's Find Smarter Ways Forward.” Uber Movement. movement.uber.com/cities. Accessed 13 Apr. 2017.
17. Lyft, Inc. "A Ride in Minutes." Lyft. N.p., n.d. Web. 27 Apr. 2017.
18. McCartney, Scott. "You Can't Take an Uber Home From These Airports." The Wall Street Journal. Dow Jones & Company, 06 July 2016. Web. 27
Apr. 2017.
19. Morgan, Blake. "NOwnership, No Problem: Why Millennials Value Experiences Over Owning Things." Forbes. Forbes Magazine, 01 June 2015.
Web. 27 Apr. 2017.
20. Monllos, Kristina. “Uber in Hot Water: 3 Branding Experts Weigh In on How the Company Should Buoy the Brand.” Adweek, Adweek, 27 Mar.
2017.
21. Newcomer, Eric. "In Video, Uber CEO Argues With Driver Over Falling Fares." Bloomberg.com. Bloomberg, 28 Feb. 2017. Web. 27 Apr. 2017.

17. Bibliography
22. Ovugo. "Rideshare Passenger Demographics (INFOGRAPHIC)." Vugo Rideshare Advertising & Mobility Media Infotainment. N.p., 09 Jan. 2017.
23. Sayler, Brian. "Taxi & Limousine Services in the U.S." IBISWorld. N.p., Jan. 2017. Web. Apr. 2017.
24. ShareSpots. "Uber & Ride-Sharing: The $650 Billion Question." ShareSpots. N.p., n.d. Web. 20 Apr. 2017.
25. Siddiqui, Faiz. “Uber Triggers Protest for Collecting Fares during Taxi Strike against Refugee Ban.” The Washington Post, WP Company, 29 Jan.2017.
26. "Uber vs Lyft: A Side-By-Side Comparison." Ridester.com. Ridester, 08 Jan. 2017. Web. 27 Apr. 2017.
27. “Uber – SWOT Analysis.” CayenneApps Blog, 29 Jan. 2017, Accessed 12 Apr. 2017.
28. Yeo, Michael, and Shiv Putcha. "The Future of Digital Payments." Aciworldwide. N.p., Sept. 2015. Web.2017.
29. “Brilliant Minds. Tons of Bureaucracy.” Review on Uber. Glassdoor, 12 Apr. 2017, www.glassdoor.com/Reviews/Uber-Reviews-E575263.htm

18. Respondent A
Type: User
Age: 26
Annual Income: Unknown
Location: Boston, MA
Respondent B
Type: Former employee
Age: 24
Annual Income: Unknown
Location: Guangzhou, China
Respondent C
Type: User
Age: 24
Annual Income: $55,000+
Location: Boston, MA
Respondent D
Type: User
Age: 27
Annual Income: Unknown
Location: Boston, MA
Respondent G
Type: User
Age: 27
Annual Income: $65,000.00
Location: Philadelphia, PA
Respondent F
Type: User
Age: 28
Annual Income: $55,000.00
Location: Boston, MA
Respondent E
Type: User
Age: 25
Annual Income: $45,000.00
Location: Boston, MA
Respondent H
Type: Uber Driver
Age: 38
Annual Income: Unknown
Location: Boston, MA
Demographic Profile
Respondent I
Type: Non-User
Age: 25
Annual Income: $65,000.00
Location: Troy, Michigan
Respondent J
Type: Lyft Driver
Age: Late 20’s
Annual Income: Unknown
Location: Boston, MA
Respondent K
Type: Lyft Driver
Age: Mid 20’s
Annual Income: Unknown
Location: Boston, MA

19. 1. Introductory questions.
a. Ask about what they do, who they are.
2. Transportation
a. What modes of transportation do you generally use?
i. Personal modes of transportation?
ii. Private car services?
b. Are you familiar with ride sharing services?
3. When Using Uber
a. When do you usually use the app?
b. What type of Uber do you use? UberX? UberPOOL?
UberBLACK?
c. How frequently do you use the app?
4. What do you know about the brand?
a. What is your perception of the brand right now?
5. Uber vs. Lyft
a. Do you use both? Why?
b. Why uber over lyft?
6. Projective Questions
a. If uber as a brand were a car, can you describe what car it
would be?
b. If uber were a person how would you describe this person?
7. Uber and you
a. Would you recommend uber to your friends? If yes, why?
b. How did you first find out about Uber?
c. How have your perceptions changed about uber since you
first started using it?
d. What would make someone concerned during an Uber ride?
8. Your experience with Uber
a. Tell me about the best experience you’ve had with Uber?
b. Tell me about the worst experience you’ve had with Uber
9. Promotions
a. Do you receive emails from Uber?
10. What could Uber do better?
Appendix: Consumer In-depth Interview
Guideline

20. 1.From when and how long did you work in Uber?
2. Could you introduce the company’s structure?
3. What is your job title?/position/department?
4. Could you describe the projects that you work on? (workflow/procedure/day-to-day tasks)
5. Could you describe the company culture?
6. Could you share me the best part of working there?
7. The worst part?
8. How did your perception of Uber change since you started working there?
9. Why did you decide to leave Uber?
10. What is the best takeaway from Uber?
11. If uber were a person how would you describe this person?
Appendix: Employee Additional In-depth
Interview Guideline

21. Thank You！