For the 2016 Desautels Cup, our team takes a look at what is next for Uber.

1. Team C3 talks about
what’s next for Uber
Adnan Waheed
Anchal Raghuwanshi
Erik Galas
Yash Sinha

2. Agenda
• Uber: An Overview
• What’s next for Uber
• How did we come to this conclusion
• How are we implementing this
• What’s in it for the customers
• The financial outlook
• Wrap up

3. The World’s Fastest Growing Company
• Global Presence – 339 Cities | 61 countries
• Target customer - anyone with a mobile phone and credit card
• Transportation + Logistics – Experimenting with food delivery and
bicycle courier services

4. Provides What Customer Wants
Reliable
Customers get a cab
within minutes
Ease of
use
Easy to operate
application
Afforda
ble
uberX at least 10%
cheaper than a Taxi

5. Opportunity to Expand the Businesses
Large User
Base
Platform
Brand

6. How do you decide what’s next?
Luxury Transportation
Mass Transportation
Delivery Logistics
Home Services

7. How do you decide what’s next?
Number of Customers
(Demand)
The Stability of
Demand
Organized
Competition
Luxury Transportation
Mass Transportation
Delivery Logistics
Home Services

8. How do you decide what’s next?
Number of Customers
(Demand)
The Stability of
Demand
Organized
Competition
Luxury Transportation Low (-) Stable (+) Low (+)
Mass Transportation Medium (+) Unstable (-) High (-)
Delivery Logistics High (++) Stable (+) High (-)
Home Services High (++) Stable (+) Low (+)

9. How do you decide what’s next?
Number of Customers
(Demand)
The Stability of
Demand
Organized
Competition
Luxury Transportation Low (-) Stable (+) Low (+)
Mass Transportation Medium (+) Unstable (-) High (-)
Delivery Logistics High (++) Stable (+) High (-)
Home Services High (++) Stable (+) Low (+)

10. Introducing…
uberHome
Handyman
Chef
Cleaning

11. uberHome
Offers home care services at your doorstep across
multiple categories, including
• Cleaning
• Laundry and dry cleaning
• Dusting, sweeping, tidying and floor washing
• Chef
• Professional chef catering to your home or a small event
• Cooking lessons
• Handyman
• Repair services such as plumbing, electrical, furniture and fixtures
Today’s focus

12. Addressing gaps in the market
• No major players – highly
fragmented industry with large
number of individual contractors and
small companies
• Lack of well-defined service
standards for the industry
• General experiences have been
underwhelming and leave much to
be desired
• Conflict between times people are
at home and the times at which
these services are available

13. How does it work?

14. Select a category

15. Select a service

16. Schedule the job

17. Check out responses

18. Finalize the appointment

19. Confirmation

20. Meanwhile, at the service end

21. What’s in it for customers?
• Convenience
• The service providers come to you at a time of your convenience
• No hassle of going through directories and contacting hundreds of providers
• Reliable service quality
• Uber’s trustworthy crowdsourced star-ratings
• Initial vetting by Uber
• Services available immediately* in case of emergencies
• Transparent pricing and charges
• Available across multiple locations through a single app

22. What’s in it for service providers?
• Steady demand of customers
• Removes dependency on sourcing agencies or advertising
• Clear communication of work requirements
• Competitive earnings potential
• Flexible working hours
• Earn extra after work hours (or use as primary source of work)
• Bonuses and access to lines of credit
• No more nightmarish customer experiences as customers are
reviewed by other service providers on the platform

23. What is the user’s cost?
• Handyman divides into 3 skill sub-sets with different fee
structures
• General Contractor (Repairs, Painting & Fixtures) = Range $35-100 per
hour
• Electrician (Certification Required) = Range $50-100 per hour
• Plumbing (Certification Required) = Range $50-100 per hour
• Fees are conveyed to the user before confirming the
appointment

24. Market Opportunity
• According to US Census between
2009-11; population spent US$360
billion on home improvements
• 63% of this work was done by
professionals
• We estimate that uberHome has the
potential to capitalize on this market
by targeting 2-5% of the Home
Improvement spending.
• Hence there exists a potential
Handyman market of US$ 5-11 billion
per year.

25. The financial outlook
• Uber takes 10% of each
uberHome transaction with
potential to increase to 20% as
with the uberX model
• Thus Uber can earn between
$500 million and $1 billion per
year by capturing just 2-5% of
the market
Source: http://www.foxbusiness.com/features/2015/08/28/leaked-documents-show-
ubers-cost-structure-best-performing-cities.html
($200,000,000)
$0
$200,000,000
$400,000,000
$600,000,000
$800,000,000
$1,000,000,000
$1,200,000,000
Year 1 Year 2 Year 3 Year 4 Year 5
uberHome's 5 Year Financial Projections
Gross Bookings Net Revenues Contributing Margin

26. Key growth drivers for market
• Market is growing again – sales back to pre-crisis levels
• Consumers look for style and personalization
• Ageing baby boomers lean towards “Do-it-for-me” solutions
• Increasing per capita disposable income
• Large number of businesses
• Rise of the sharing economy
• Sustainability and safety of materials is critical – requiring
professional intervention
Source: Home Improvement: Category Overview (July 2015, Euromonitor International

27. Risks & Contingency
• Signing up sufficient contractors
• Screening of qualified handymen
• Legal concerns around repairing homes
• Dealing with organized unions

28. Summary
• Uber has established itself as a reliable, easy to use and
affordable service provider.
• We believe that Uber’s brand and business model is ideal to
capitalize on other markets with low customer satisfaction.
• uberHome can be a suite of services to satisfy a fragmented
market with no established major player.

29. Questions?
Thank you!

30. The finances (costs based on uberX’s)
Year 1 Year 2 Year 3 Year 4 Year 5
Revenues $500,000,000 $600,000,000 $720,000,000 $864,000,000
$1,036,800,00
0
Gross Bookings 100.00% $500,000,000 100.00% $600,000,000 100.00% $720,000,000 100.00% $864,000,000 100.00%
$1,036,800,00
0
Service Provider's Commission (90.00%)
($450,000,00
0) (90.00%)
($540,000,00
0) (85.00%)
($612,000,00
0) (85.00%)
($734,400,00
0) (80.00%) ($829,440,000)
Service Guarantee Fee 5.00% $25,000,000 5.00% $30,000,000 6.00% $43,200,000 6.00% $51,840,000 7.00% $72,576,000
Incentives (3.00%) ($15,000,000) (3.00%) ($18,000,000) (2.50%) ($18,000,000) (2.50%) ($21,600,000) (1.50%) ($15,552,000)
Returns (1.00%) ($5,000,000) (1.00%) ($6,000,000) (0.75%) ($5,400,000) (0.75%) ($6,480,000) (0.50%) ($5,184,000)
Net Revenues 11.00% $55,000,000 11.00% $66,000,000 17.75% $127,800,000 17.75% $153,360,000 25.00% $259,200,000
Payment Fees (2.50%) ($12,500,000) (2.50%) ($15,000,000) (2.50%) ($18,000,000) (2.50%) ($21,600,000) (2.50%) ($25,920,000)
Mobile (Net) (0.20%) ($1,000,000) (0.20%) ($1,200,000) (0.20%) ($1,440,000) (0.20%) ($1,728,000) (0.20%) ($2,073,600)
Network (0.30%) ($1,500,000) (0.30%) ($1,800,000) (0.30%) ($2,160,000) (0.30%) ($2,592,000) (0.30%) ($3,110,400)
Other COGS (2.00%) ($10,000,000) (2.00%) ($12,000,000) (2.00%) ($14,400,000) (2.00%) ($17,280,000) (2.00%) ($20,736,000)
Sales & Marketing (5.00%) ($25,000,000) (5.00%) ($30,000,000) (4.00%) ($28,800,000) (4.00%) ($34,560,000) (3.00%) ($31,104,000)
Insurance (3.50%) ($17,500,000) (3.50%) ($21,000,000) (3.70%) ($26,640,000) (3.70%) ($31,968,000) (4.00%) ($41,472,000)
Other OPEX (3.80%) ($19,000,000) (3.80%) ($22,800,000) (3.80%) ($27,360,000) (3.80%) ($32,832,000) (3.80%) ($39,398,400)
Contributing Margin (6.30%) ($31,500,000) (6.30%) ($37,800,000) 1.25% $9,000,000 1.25% $10,800,000 9.20% $95,385,600
Source: http://www.foxbusiness.com/features/2015/08/28/leaked-documents-show-ubers-cost-structure-best-performing-cities.html