UBER - Next Gen

Disruptive solutions are increasing exponentially. All right … that is not news.   Many forget that Amazon was strictly for selling paper books - - - Now they are a major shopping, video and web services site. Tower records started to fail when Napster started the music revolution. Blockbuster failed as Netflix grew. Still not news, but it’s the setup for explaining why Uber needs to evolve. They should be soon morphing into a new creature. Even though there is a lot of business and political pressure being applied to stop Uber – and the pressure is by many, including the very powerful the Taxi and Limousine lobbies around the world. This is not the reason for change – this pressure is honestly a side issue. Like Bitcoin, Uber is simply unstoppable: Regulators will try, but if they succeed in damaging Uber or Bitcoin, a dozen others will rise out of the ashes (as was the case of Napster).

 What change should be instore for Uber? Uber was established as a peer to peer ride share organization - independent drivers offering rides - not unlike eBay. Well now, let’s look at eBay: A peer2peer auction house that allowed everyone with something to sell to easily access potential peer buyers. And even though buyers are guided by the words “Caveat Emptor,” - this was somewhat mitigated by a peer2peer rating system - - - just like Uber. More to the point - - - What is eBay today? – Although it still supports its root business proposition, the vast majority of articles offered for sale are sourced by professional sellers. These sellers that not only avoid the costs of brick and mortar, but can also avoid any kind of virtual store front overhead. They can live solely in the eBay space – I think this quelled a lot of competitors for coming into existence. Uber needs to morph as well – Offer competitive organizations such as Meter cabs and Car services a place on the Uber site.   Riders can choose – just as some check driver ratings, one might add a ‘logo’ or a long standing brand identity to their listing - this will add value to the selection process. Such changes to how one selects a cab will be the key to allowing organizations/professionals to play in the same space. Uber riders can pick anyone who responds, or can say reject a driver, or they can select a company car as part of their selection criteria.   Organizations can even advertise to their existing base of customers or offer value add services in order to capitalize on the Uber population; and thus create the potential for expanding their market share. In other words, like eBay, there are sellers and there are professionals. I do realize it’s not that simple, for example, will there be pricing options? How a driver is selected needs more options. Can one offer more competitive rates for their customers without destroying the Uber value proposition? All good questions. And the professionals - Will they find Uber’s value add attractive to these current competitors? One needs to consider a whole host of evolutionary changes that might take away some of the supposed level playing field that exists at Uber – and used to exist in eBay. But it works for eBay, Amazon, Netflix and the list goes on.   These obstacles can all be overcome, and they will. It allows Uber to exist and grow – The alternative is already a growing chaos of too many sites/apps, and that can’t sustain itself. Multiple apps for multiple vendors – madness as your list of vendors grow. I already have multiple Coffee shop vendors’ apps, and I rarely make it to the free coffee at a particular vendor. Not to mention how many airline programs I belong to … anyway you get the point. Finally, to this point in Uber’s case - Already competitors are growing, like 99Taxis, and most car services in places like NYC have their own app.

Bottom Line – Uber needs to morph into a larger vendor base in order to grow/protect its consumer base