Scott Gorlick

So as you probably know from Uber, that was a very abrupt, it was a very different tack that we had taken on other launches and it didn't last very long, right? We probably did that for like three or four or five cities and then we just started launching at the same time.

So as you probably know from Uber, that was a very abrupt, it was a very different tack that we had taken on other launches and it didn't last very long, right? We probably did that for like three or four or five cities and then we just started launching at the same time.

So when we launched UberX, it was about market share and it was about getting as many drivers as possible, as quickly as possible so that we could win that market and carve out a position that we felt really confident.

So when we launched UberX, it was about market share and it was about getting as many drivers as possible, as quickly as possible so that we could win that market and carve out a position that we felt really confident.

So when we launched UberX, it was about market share and it was about getting as many drivers as possible, as quickly as possible so that we could win that market and carve out a position that we felt really confident.

I think what was interesting about the Uber-Lyft dynamic is when we went into a market like Atlanta, we had been operating for 18 months before we launched UberX or 12 or 18 months. And Lyft was kind of new on the scene. So they didn't necessarily have the brand that we did. So for us, it was a brand extension. of saying, hey, now it's the same Uber, but better, faster, and cheaper.

I think what was interesting about the Uber-Lyft dynamic is when we went into a market like Atlanta, we had been operating for 18 months before we launched UberX or 12 or 18 months. And Lyft was kind of new on the scene. So they didn't necessarily have the brand that we did. So for us, it was a brand extension. of saying, hey, now it's the same Uber, but better, faster, and cheaper.

I think what was interesting about the Uber-Lyft dynamic is when we went into a market like Atlanta, we had been operating for 18 months before we launched UberX or 12 or 18 months. And Lyft was kind of new on the scene. So they didn't necessarily have the brand that we did. So for us, it was a brand extension. of saying, hey, now it's the same Uber, but better, faster, and cheaper.

And Lyft had to come in and sort of build that brand equity. So I think that was challenging in Atlanta for them and some of the markets where Uber was more established. But if you go to a place like the center of the country, where both services are launching at the same time, like in Oklahoma City. It was more of a dogfight in the early days.

And Lyft had to come in and sort of build that brand equity. So I think that was challenging in Atlanta for them and some of the markets where Uber was more established. But if you go to a place like the center of the country, where both services are launching at the same time, like in Oklahoma City. It was more of a dogfight in the early days.

And Lyft had to come in and sort of build that brand equity. So I think that was challenging in Atlanta for them and some of the markets where Uber was more established. But if you go to a place like the center of the country, where both services are launching at the same time, like in Oklahoma City. It was more of a dogfight in the early days.

And we certainly cranked up our spend to make sure that we were winning early market share and getting the drivers quicker. I think the big differentiation in Uber versus Lyft is that we had on-the-ground teams in every market. We had an Atlanta City team. We had a Philadelphia team. We had a Chicago team. And Lyft operated completely out of San Francisco.

And we certainly cranked up our spend to make sure that we were winning early market share and getting the drivers quicker. I think the big differentiation in Uber versus Lyft is that we had on-the-ground teams in every market. We had an Atlanta City team. We had a Philadelphia team. We had a Chicago team. And Lyft operated completely out of San Francisco.

And we certainly cranked up our spend to make sure that we were winning early market share and getting the drivers quicker. I think the big differentiation in Uber versus Lyft is that we had on-the-ground teams in every market. We had an Atlanta City team. We had a Philadelphia team. We had a Chicago team. And Lyft operated completely out of San Francisco.

So while they would fly in launchers to a city who would stay for a couple of weeks or a month or kind of like pop in and pop out, we were with the drivers every single day and sort of working closely with them. So I think our speed and proximity to them gave us the edge because Harriet wasn't really about like growth marketing in terms of like growing the rider side.

So while they would fly in launchers to a city who would stay for a couple of weeks or a month or kind of like pop in and pop out, we were with the drivers every single day and sort of working closely with them. So I think our speed and proximity to them gave us the edge because Harriet wasn't really about like growth marketing in terms of like growing the rider side.

So while they would fly in launchers to a city who would stay for a couple of weeks or a month or kind of like pop in and pop out, we were with the drivers every single day and sort of working closely with them. So I think our speed and proximity to them gave us the edge because Harriet wasn't really about like growth marketing in terms of like growing the rider side.

It was just how many drivers can you get? And that sort of drove the network effect and helped you get bigger.

It was just how many drivers can you get? And that sort of drove the network effect and helped you get bigger.

It was just how many drivers can you get? And that sort of drove the network effect and helped you get bigger.