Debate on the value of drivers as an asset or liability to ride-hailers?
Cornelius joined Uber in 2013 and ran various launched the service in various different countries across Europe and Africa for five years. He was responsible for launching Uber Germany and led driver acquisition and marketing across both B2B and B2C channels in the region. In 2016, he then launched Uber in South Africa and managed teams rolling out Uber in Uganda, Ghana, and across various other regions in Africa. Cornelius then moved to Moscow as Interim COO of Uber in Russia where he had full ownership of the region’s P&L before leading the $3.7bn merger with Yandex Taxi in 2018.
The loyalty is a tricky point. I think that is something where Lyft has done a much better job than Uber, valuing their drivers and appreciating them, treating them like an asset, whereas Uber has not always done that everywhere.
No, absolutely not. It’s all about framing. Lyft framed it extremely well, and Uber was the evil empire. Lyft tried to be Luke Skywalker, pink moustache—it worked pretty well.
It’s a shared asset in the ride-sharing community. It’s not a competitive advantage. Given the loyalty or lack thereof, it’s not an asset, in that sense.
Absolutely. And that’s why high efficiency is extremely crucial because if you have forward dispatch, which means you can get a trip while you’re on another trip, the driver doesn’t get to switch apps—they never need to. They log on to the app and they’re busy ‘til they log off, ideally. And that’s why utilisation is so crucial. They enjoy it. Every trip is a success. Every trip gives you a good feeling about yourself, so the more trips, the better. We should lock drivers in by making their lives easier on various fronts, providing additional value to them besides an opportunity to earn money.
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Cornelius joined Uber in 2013 and ran various launched the service in various different countries across Europe and Africa for five years. He was responsible for launching Uber Germany and led driver acquisition and marketing across both B2B and B2C channels in the region. In 2016, he then launched Uber in South Africa and managed teams rolling out Uber in Uganda, Ghana, and across various other regions in Africa. Cornelius then moved to Moscow as Interim COO of Uber in Russia where he had full ownership of the region’s P&L before leading the $3.7bn merger with Yandex Taxi in 2018.