Uber Eats

“When the food is coming out of our facilities, there's probably like a machine that holds food at temperature. That's like a box on wheels. I call them autonomous burritos and It brings it to your home, and it costs 75 cents instead of, like, the 12 dollars pe…”

“When you open your mobility app now on, on Uber, you're going to see Eats right there, and about 13% of Eats bookings are actually coming from the mobility business.”

“About 50% of orders are batched, so actually you pick up two deliveries, sometimes at the same restaurant or another restaurant, and just making sure that you get everything right.”

“Uber Eats when I joined was doing under a billion dollars in gross bookings. It's over, you know, over a hundred billion now.”

“Now Uber eats is, Just as big as our rides business.”

“Consumers who use both services usually spend three times more. They're much more loyal to the platform.”

“So we now know when you're in a hotel and you open up Uber Eats, kind of switch to travel mode and we offer essentially room service but it's from all the restaurants around the hotel, local places, et cetera. Deliver to your hotel. And because we recognize yo…”

“The fact that we are a complete platform allows us to grow faster than our competitors and be more profitable than our competitors as well.”

“I wouldn't be surprised if Eats is bigger than rides 10 years from now.”

“I would say, I think that this could be really good for any sort of service that makes, that allows people to be kind of lazy, because I think that AI has a very strong ability to just sort of reduce people's willingness to do work. It's like you could offload…”

“Taiwan is arguably the greatest Uber Eats market ever, because there, there's amazing options. It's all delivered by scooter, so it's always like 10 minutes to get dinner and things along those lines.”

“Uber Eats had, I mean, infinite capital to, compared to DoorDash, but Tony Bell's a better product and Tony won, right?”

“And so we came in and we said, we're going to charge you 30% of the bill. And they were like, oh my God, is this Groupon all over again? This is way too high. Oh my gosh. And we explained the economics to them. And they were like, okay, we'll give it a try, bu…”

“If you were to take a restaurant location and triple demand based on the same labor, the same ingredients excuse me, the same labor, but you're just scaling ingredients. You've got a 70 to 80% incremental gross margin product.”

“Well, we launched it in December of 2015 in Toronto, and within, like, two hours, we had done, like, 20,000 dollars for the sales. It was crazy how quickly we saw that, that it was the right idea and the unit economy for good. And then four and a half years la…”

“And so McDonald's actually approached us and they said, Hey, we'd love to do food delivery with you. And I'm, and I said, no. And they're like, hold on a second. Like we have like eighty million consumers a day. Like you don't, we don't want to do this togethe…”

“That management team for the most part, outside of some of the operations side, but like for the most part, that management team was the same management team from day one, when we had nothing to twenty billion dollars.”

“So yes, DoorDash did beat Instacart. I mean, why did that happen? I think the main thing is they expanded faster, went, you know, beyond restaurant sooner. I think also their key insight was when the suburbs, they got there first, beat, you know, Uber Eats to …”

“We didn't think we could win in India, and we wanted to really focus on mobility.”

“So if you go on Uber now, Uber Mobility, we have Uber Eats available to you, and people are transacting billions of dollars of Uber Eats on the Uber Mobility app.”

“Uber Eats and DoorDash, they represent like 1.8% or two percent of all meals right now.”

“Until I get behind the wheel, or I'm a passenger, or I'm using Uber Eats, what I miss is the visceral reaction that you get when something happens.”

“We have set an OKR that we're going to fix. 300 of these issues. Every team, actually, the driver team will fix 300 of those issues. The rider team will fix 300 of these issues and same for the Uber Eats team. Now, I don't really care whether it's 300 or 200 o…”

“So we have a cafe here at Uber on campus. We also have a barista. So we enable the barista to be an Uber Eats restaurant. And they have an Uber Eats tablet, and I can actually order from that barista. So now you're dogfooding being an eater, you're dogfooding …”

“We're also automating in Olo, as well as DoorDash, Uber Eats, Grubhub, most of the common ones.”

“It's still not DoorDash or Uber Eats. The vast majority of restaurant discovery still happens on Google, but that was especially true eight years ago.”

“Uber eats first market was Toronto.”

“When they launched Toronto, we hadn't even raised a dollar of VC money at that time.”

“They didn't drop the bottom out on the market. They didn't go around just offering everything for free to everyone. And then just kind of burning all their VC money on just food delivery. They actually had pretty responsible economics.”

“Just Eat, Deliveroo and Uber Eats, and they all make money in the UK, I would say decently so.”

“Now, I don't think that there is, it's possible to consolidate UK and a few other market due to high trust. Reasons. So you can probably not consult at Deliveroo and just eat the Uber and Deliveroo and so on.”

“Milan worked really well. Paris didn't work well. And the main reason was because in Paris we were late. No, we were launching maybe like two or three years after Deliveroo and Uber Eats launched. So we never gained the scale and the leadership to be a sustain…”

“The CEO of McDonald's in Chicago sends a message to all the countries and says, Hey, we have to go into delivery and we have one exclusive partner, which is Uber Eats. That was in 2018.”

“All the European VCs or most of them passed on us. Nobody believed in our story, you know, a bunch of kids from Barcelona beating the Deliveros and the Uber Eats of the world who were always like one step ahead in fundraising, right?”

“I'd say Portugal, but we, but we're gonna get there in a year. Uber Eats is still ahead because we launched too late, but we're gonna get there.”

“There's 70,000 Uber Eats and DoorDash people in New York City, in like the Manhattan and Brooklyn area.”

“In, you know, Uber's case, even more extreme is you do what Uber Eats was, which was like a totally separate app, a totally separate org and totally separate, separate everything.”

“A lot of the innovation you will see coming out on Uber Eats or DoorDash Like the stuff that's coming out now is stuff that existed three years ago, four years ago in China, maybe longer.”

“I think DoorDash has something in the sixties. Uber has something in the twenties.”

“I didn't really open up to the DoorDash and Ubers of the world in earnest until the middle of COVID when we had to rethink the entire business model.”

“And it allowed them to use their supply that, that was signing up for Uber, but maybe didn't have a good enough car, or maybe the person was too young. So it allowed them to get some more efficiency on their supply acquisition as well.”

“One of the other advantages of corporate catering is that you don't need the food from now to now. Imagine skip the dishes, imagine Uber Eats. You're hungry right now. It's 10 p.m. You're watching Netflix. You want your food to show up if you can in like 20 mi…”

“I just think normal life has gotten so soft and easy, you know, Uber eats to your apartment, go puff for deliveries. And that's why you see all these people doing, you know, tough modders, Spartan races, ultra marathons. People are craving that type of discomf…”

“GrubHub wasn't able to, for different reasons. They were a public company. And so they couldn't, couldn't access capital in the same way that the private markets could, but they were too slow. To change the atomic unit of their supply to have delivery that the…”

“Yeah, we get more new customers from Arise than we do From Google, Meta, Instagram, you know, all of these other channels combined.”

“Like DoorDash is larger than we are in the US.”

“In the last two, three years, honestly we've had a lot, it's probably fifty-fifty now, but like we have a ton of interest in delivery. And so, you know, people still think of me as the rideshare guy, but like half of our revenue and traffic probably comes from…”

“Uber Eats is actually as big as DoorDash on a global basis, and so when we think about Uber, we think globally, right? And we are the global leader along with DoorDash.”

“So I think the biases that we had Which is coming from an urban rides business that was all about the five minute ETA, made us early on bet on the wrong thing.”

“And ultimately the company ended up onboarding. I want to say it was just under a thousand different restaurants onto that mini version of their product and those that actually ran restaurant groups later than became paying customers of the full fledged produc…”

“Tinder is lust. Twitter is wrath. Instagram is pride and so on and so forth, right? Uber eats is like gluttony, right? And many things, productivity apps are arguably sloth or whatever, right? Because that it is hard to build a company and you do want to align…”

“So I would have beaten door, we would have beaten DoorDash, guaranteed. We were ahead by 30 points when Travis Night left, so letting that atrophy was not an option.”

“For founders, it's more a good thing than a bad thing. That means that there's more capital out there. So if your business model requires more capital, you can get it. And look, people are going to say, oh my God, it's loose capital, free money, blah, blah, bl…”

“I didn't end up investing because I was like, I don't know where this goes. Like, this is, I feel like this could just get, like, banned or blocked in 1:02, but, like it was a fascinating idea, and that guy was really talented who was doing it.”

“So there are two types of clients either restaurants buy the product directly, or we sell our technology to licensing partners such as Uber Eats, Coca-Cola or Nestle.”

“They had McDonald's. Right. They had this secret weapon and McDonald's is the world's most famous food brand.”

“DoorDash in particular that was able to raise an incredible amount of capital, and they were competing against Grubhub and Uber Eats, both of whom were at that point public companies, and then were being evaluated by a completely different rule book in a way. …”

“The cost is just, is a lot lower when you're talking about a large order.”