Dara Khosrowshahi

And then they came back. And then it was not over. And now they're having a tough time. We'll see. But DoorDash is a tough competitor. DoorDash is... larger than we are in the US. We are focused on keeping share in the US and then gaining a bunch of share outside the US.

And then they came back. And then it was not over. And now they're having a tough time. We'll see. But DoorDash is a tough competitor. DoorDash is... larger than we are in the US. We are focused on keeping share in the US and then gaining a bunch of share outside the US.

And then over a period of time, using the structural advantage, you know, one, build profit pools outside of the US, use that to attack the US over a period of time. and then use the structural advantage that we talked about in terms of customer acquisition over a period of time to hopefully gain category position against DoorDash. But they're a tough competitor. We respect them.

And then over a period of time, using the structural advantage, you know, one, build profit pools outside of the US, use that to attack the US over a period of time. and then use the structural advantage that we talked about in terms of customer acquisition over a period of time to hopefully gain category position against DoorDash. But they're a tough competitor. We respect them.

We don't like them, but we respect them.

We don't like them, but we respect them.

I think it comes to these company biases, which are pretty important. They made a bet on the suburbs, and they made a bet on selection, restaurant selection. Uber was an urban company. We operate in the big cities, transportation, et cetera. The business in the suburbs is much lower. So we want to leverage a customer base that was an urban customer base. So we went after the

I think it comes to these company biases, which are pretty important. They made a bet on the suburbs, and they made a bet on selection, restaurant selection. Uber was an urban company. We operate in the big cities, transportation, et cetera. The business in the suburbs is much lower. So we want to leverage a customer base that was an urban customer base. So we went after the

urban restaurants, et cetera, and Uber was about cheap and fast, right? So if you think about it, if what you're trying to do is optimize for speed, let's say delivering 15 or 20 minutes, the radius of restaurants that you can deliver from is smaller. So you make a sacrifice in terms of selection in order to optimize for speed.

urban restaurants, et cetera, and Uber was about cheap and fast, right? So if you think about it, if what you're trying to do is optimize for speed, let's say delivering 15 or 20 minutes, the radius of restaurants that you can deliver from is smaller. So you make a sacrifice in terms of selection in order to optimize for speed.

As it turned out, one, the suburbs in terms of food are bigger than cities. A lot of families in the suburbs. Yeah, big families, etc., big demand, etc. So we, because of our urban biases, we didn't look at the overall market. We're like, what's our market? How can we leverage our demand, etc. ? That I think in hindsight was a mistake.

As it turned out, one, the suburbs in terms of food are bigger than cities. A lot of families in the suburbs. Yeah, big families, etc., big demand, etc. So we, because of our urban biases, we didn't look at the overall market. We're like, what's our market? How can we leverage our demand, etc. ? That I think in hindsight was a mistake.

I mean, now we've corrected that. Yeah. But listen, it was, I was running this same playbook 2018, 2019 too. So I don't want to blame it on, oh, this is, you know, it was happening all along. It's just like, usually you focus on the things that you're good at. And we were really good at urban and we were really good at fast and cheap, right?

I mean, now we've corrected that. Yeah. But listen, it was, I was running this same playbook 2018, 2019 too. So I don't want to blame it on, oh, this is, you know, it was happening all along. It's just like, usually you focus on the things that you're good at. And we were really good at urban and we were really good at fast and cheap, right?

And we now are much more focused about building out selection. As we built out selection in urban centers, our category position versus DoorDash is actually quite constructive, really strong. We are looking to break into the suburbs. And there we got some work to do. And the suburbs are a very, very strong position. It's kind of their profit pools.

And we now are much more focused about building out selection. As we built out selection in urban centers, our category position versus DoorDash is actually quite constructive, really strong. We are looking to break into the suburbs. And there we got some work to do. And the suburbs are a very, very strong position. It's kind of their profit pools.

And then we're building our profit pools outside and international. And kind of the battle is happening in the big cities. Yeah, it's interesting.

And then we're building our profit pools outside and international. And kind of the battle is happening in the big cities. Yeah, it's interesting.

Totally.

Totally.