Uber’s Got Hypergrowth and Growing Pains
Uber, which is launching among the most extremely prepared for IPOs of 2019, released its S-1 form about a week and a half earlier. Today we’re going to go into some highlights.
Let’s begin with today’s chart, which is by far the most impressive-looking chart in the 200- plus page kind.
Uber booked more than 10 billion flights as of September2018 That, by itself, is an outstanding number. However the rate of development is even crazier. Uber booked 5 billion trips in its very first 6 years, then another 5 billion simply 12 months later on. It’s the meaning of hypergrowth.
However that’s not all we discovered in the S-1. Let’s look at some other realities …
In 2018, 24% of Uber’s reservations came from 5 significant cities.
Nearly a quarter of Uber’s trips in 2015 were concentrated in New york city, Los Angeles, San Francisco, London and São Paulo. Offered that the company runs in more than 700 cities worldwide, this seems to reflect a genuine vulnerability for Uber.
And even in its top cities, the business has actually run into some regulatory problems. Last August, the New York City Council voted to cap the number of new for-hire delivery and transportation automobiles on its streets– a blow to Uber and other ride-hailing companies. San Francisco states that at peak morning and afternoon commutes, Uber and Lyft account for 50% of the congestion in downtown San Francisco. City officials are voicing frustration because regional governments have no control over Uber and Lyft. The state of California does– and city officials desire that to alter.
In 2018, 15% of Uber’s reservations were airport-related.
Another possibly unpleasant truth: 15% of Uber’s bookings in 2018 either started or ended at airports. Uber expects that number to increase in the future, which leaves it vulnerable to airport regulations. The business addressed this in the S-1:
As an outcome of this concentration, our operating outcomes are susceptible to existing policies and regulatory modifications that affect the ability of drivers utilizing our platform to provide journeys to and from airports. Particular airports presently regulate ride-sharing within airport boundaries, including by mandating that ride-sharing company get airport-specific licenses, and some airports, especially those outside the United States, have prohibited ride-sharing operations completely.
The business stated that in spite of such bans, some Uber chauffeurs continue running, putting the company at danger for fines or sanctions.
More than 60,000 motorists have submitted arbitration demands against Uber based upon independent professional misclassification, to name a few claims.
In highlighting the advantages for its drivers, Uber has actually always promoted its service’s flexibility and flexibility. Drivers can “be their own boss.” And so it categorizes its motorists as independent professionals. This suggests chauffeurs have the flexibility to work when they want. However it likewise implies they do not make money time off or benefits.
This independent professional model is very important for Uber’s bottom line. According to the S-1, “Our business would be negatively affected if Chauffeurs were categorized as workers instead of independent specialists.”
More than 60,000 drivers have actually taken legal action against the business to disagreement that classification. A couple of months earlier, the company lost an appeal of a UK ruling that found a group of drivers to be staff members. And last month, both Uber and Lyft drivers went on strike to oppose Uber’s decision to lower the per-mile pay of its drivers by 25% in parts of California (where it gets a large piece of its service).
Uber is set to IPO sometime this year, likely within the next month. Its rival, Lyft, IPO ‘d at the end of March with a valuation of about $24 billion. Uber’s appraisal will be much higher– possibly $100 billion
The company is looking toward numerous different areas for future growth, consisting of autonomous innovation. It’s also made significant financial investments in dockless e-bikes and e-scooters, freight innovation, and air transport. Buying these brand-new technologies is a crucial part of its development strategy.
As Adam Sharp has mentioned, automated transportation isn’t here yet, however it’s not far off. And with Uber’s reputation as a major disruptor, it’s in a great position to lead that charge.
However it will most likely have to address some of its vulnerabilities first.
Assistant Managing Editor, Early Investing