Mastering Product Management: Insights from a PM Interview Case Study

Last year, while interviewing for a product management role at a leading tech firm, I was presented with an intriguing case study: to reimagine Uber's approach for large events. This challenge not only tested my problem-solving skills but also sparked a deep dive into the complexities of event-based transportation. I worked on preparing a detailed solution encompassing a PRD document, a presentation, and a prototype. Now I am sharing this knowledge with the broader product management community. This article is my way of giving back, opening a dialogue, and connecting with fellow PMs, by sharing insights and learnings from this unique project.

Here is the case prompt that I received as part of the interview: "Uber is built primarily for a core use case of pickups and drop-offs in urban and suburban environments (e.g. home/work). That means it doesn’t always work well at events such as concerts, sporting events, and festivals. Imagine you are running a new team focused on making Uber to/from large events (10,000+ attendees) a magical experience for riders and drivers."

Here is how I prepared for this case study response.

Title: A Case Study on Uber's Approach to Large Events

This document proposes a magical experience for Uber riders and drivers at large events such as sporting events, concerts, festivals and trade shows, which usually witness 10,000+ attendees. This aligns well with Uber's mission to reimagine the way the world moves for the better. This also serves as a step towards fulfilling the long term vision for Uber to be a one stop shop solution for mobility worldwide.

Introduction

Imagine attending a large-scale event, like CES in Las Vegas, and facing the usual transportation woes: crowded public transport, long waits, or the struggle of finding parking. Now, envision a seamless, efficient, and enjoyable journey to and from these events. This is the future Uber envisions, and through a comprehensive case study, we explore how this can be achieved.

Identifying the Customers & Core Problems

Uber's traditional model faces unique challenges at large events, including logistical hurdles, high demand, and varied user needs. This proposal delves into these issues, understanding the specific needs of event-goers and drivers alike, and proposes innovative solutions.

Who is the customer and what job are they hiring Uber for?

Uber Rides is a two sided marketplace with riders and drivers as the key target customers. There are multiple ways to show this segmentation as captured below:

What are the circumstances in which customers are trying to choose (hire) Uber, and the reasons why they might avoid (fire) Uber?

What is the expected impact of meeting customer needs focusing on large events?

The Events* industry market size was valued at USD 886.99 Billion in 2020 and is projected to reach USD 2,194.40 Billion by 2028, growing at a CAGR of 13.48% from 2021 to 2028.

*Source: https://www.verifiedmarketresearch.com/product/events-industry-market/

As you can observe in the table below, there are several large events taking place all year round across the United States. With thousands of attendees, this is undoubtedly a huge target market segment that presents a great opportunity for Uber Rides business.

Why should Uber enter this segment:

• Aligns with Uber's mission to reimagine the way the world moves for the better.?
• A step towards the long term vision for Uber to be a one stop shop solution for mobility worldwide.

Proposed Solution

The proposed solution involves a partnership with event organizers, integrating event schedules into the Uber app, and offering advanced ride-booking features. This plan ensures a personalized and hassle-free experience for both riders and drivers. However, it does not make sense to target all these large event types at the same time. Where should we start? Let us look at how I prioritized one event type to start thinking about the solution.

Prioritization Framework

Assess different types of events for high, medium and low variability across different factors such as frequency of occurrence, location (venue) including traffic conditions and attendance. Top priority will be given to events that have a fixed frequency of occurrence, same or similar location (venue) and lastly low attendance variability.

LV = Low Variability, changes rarely.

MV = Medium Variability, changes sometimes.

HV = High Variability, changes often.

I identified Trade Shows in the USA as the top large event category for the MVP, and then I focused on further segmenting the customers based on their behavior or demography or region.

Here is a customer segment tree to understand the target customer segment better. The boxes highlighted in green showcase key customer segments that would serve as a priority for the MVP.

Consumer Electronics Show (CES)* is one of the largest Trade Shows that takes place in Las Vegas every year in January and witnesses more than 180,000 attendees from across the world. For the Uber Rides MVP, I determined that I would focus on U.S. based attendees at the CES Trade Show in Las Vegas.

65% U.S. based attendees at CES = 117k. They are most likely high income, college graduates, tech savvy professionals with smartphones, could be frequent travelers, less price sensitive.

*Source: https://www.ces.tech/about-ces/who-is-coming-to-ces.aspx

The MVP and Beyond:

My proposal suggested to introduce a concept – Uber Events – tailored for large-scale events. Starting with the MVP focused on trade shows like CES, the proposal outlines a phased approach, eventually expanding to cover various types of large events nationwide.

I used screenshots of my own Uber App and prepared a prototype using Google Slides for the MVP and Long Term vision as shown below:

MVP Vision Statement: Create a magical experience for Uber riders and drivers at the CES Trade Show starting with their journey at the Las Vegas airport.

MVP Feature Milestones:

• Establish partnership with the CTA (Consumer Technology Association) that organizes CES (Consumer Electronics Show) in Las Vegas annually.
• Build integration service between Uber and CTA to allow users scan CES registration QR code and import their CES passes and schedule into the Uber app.
• Build a service to store and easily display the digital CES conference tickets/passes for scanning at the venue.
• Build a service to create an itinerary for Uber users that provides Uber rides recommendations based on their CES events schedule.
• Build a service to offer complimentary Uber One membership for two months to users who signup and connect their CES accounts.

Long Term Vision Statement: Create a magical experience for Uber rides and drivers at large events with 10,000+ attendees across the United States. (Expand this vision to global marketplace after succeeding in the USA)

Measuring Success

The success of this initiative is tied to specific KPIs, including user adoption rates, satisfaction scores, and efficiency metrics. The goal is to significantly enhance the event transportation experience, contributing positively to Uber's overall service offerings.

Lessons and Call to Action

I developed a comprehensive solution, including a PRD, presentation, and a prototype. Despite the depth of my proposal, the interview didn't lead to a job offer. However, the experience was invaluable, offering rich lessons in strategy, user experience, and the dynamic nature of product management. Reflecting on the product management case study experience, here are some key lessons learned:

1. Understanding User Needs: Deeply analyzing both rider and driver perspectives is crucial for crafting effective solutions in product management.
2. Market Dynamics: Grasping the nuances of supply, demand, and pricing in the marketplace helps in designing scalable and sustainable products.
3. Balancing MVP and Vision: It's vital to differentiate between immediate, practical solutions (MVP) and long-term, strategic goals.
4. Defining Success Metrics: Clearly identifying what success looks like and how it will be measured ensures focused development and clear evaluation of outcomes.
5. Adaptability and Learning: The importance of being adaptable and learning from both successes and setbacks in product development. There is no correct answer in such cases. Your thought process is what matters.

I invite the PM community to provide their insights and feedback on this approach. If you're interested in a more detailed look at the PRD and the Presentation Slides, please leave a message in the post, and I'll share my PRD and slides directly with you. Should there be substantial interest, I'm considering developing a program to share more such case studies.