Driver Engagement – Uber Case Study

CASE STUDY: DRIVER ENGAGEMENT-UBER

From hefty joining bonus to referral earnings and free goodies, Uber has tried every prudent way
to acquire new drivers and retain existing. For addressing this case study, I had a conversation
with 3 Uber drivers of different age groups in my nearest taxi hub and a light web search on Uber’s
operational models in India. Apart from the motherhood strategies Uber is currently operating
on, I am presenting five strategies that Uber can implement to improve driver engagement.

1. Operational Excellence. Think conversations not campaigns. Execution is everything.

• A midday summary to set the alarm for completing his day’s trip limit, a day end appraisal
summary boosting his confidence for next day.
• A weekly income summary, feedback summary and rate changes if any. Don’t mail. Many
are not so well versed with emails. A driver’s app where they can see their earning figure
and graphs in real time. I have noticed they keep noting the fare value after each trip
completion. Why? They want to cross check if all trip earnings are summed. At best make
it simpler, more of info graphics than data figures or texts.
• Flow of real time information on traffic, price, demand, and cab supply triggers the extra
push to steer for one more trip. Opportunity smells invigoratingly lustful. Uber already
has this in place, but most drivers being not so well acquainted with mobile interface,
struggles. An app based update notification or SMS system can bridge this tech hurdle.
A weekly/monthly training on Uber Tech can resolve the issue.
• Drivers are as important as the customers. An ambidextrous approach in assuring both
gets the best out of Uber is crucial. A weekly Customer service training programs to
enhance performance. Quality is an essential purchase consideration. Teach them so that
they can perform better and have job satisfaction.
2. Distribution Strategy. Rethinking value Exchange, Rethinking Employment model.
Promoters/Employees not “drivers” base. Presently Uber terms the model as a driver-
customer interaction platform, a cab aggregator. Drivers don’t directly relate to the vision
and mission. Hire them as an employee rather than as a partner tag. Any way you are
paying them good bonuses. This will create a direct physical-digital interactive
relationship. As an employee his contribution motivation towards his organisation spirals
up manifold. Disruption is inevitable. Employing the drivers gives them a sense of
security, social status and dignified recognition.
3. Boosting the Team Spirit. A sense of belonging. A feeling of pride and job quality.
 Create a community. Build a class. Monthly/quarterly occasions, gatherings, informal
chitchat increases team spirit. Organise a monthly Best driver award program. Attaching
a sense of pride along with the incentives that Uber gives away. Involve/Invite their family.
It’s the family for whom he/she is earning. Rope in all attachments. Make them feel their
value and contribution towards Uber’s growth story. .
 Competitive rivalry, entry and exit threats are a never ending pursuit. Why not differentiate
the soft way. Brilliant services are socially viral (WOM), personally addictive. Build a
team on trust and recognition rather than direct and solely monetary benefit. It will
ensure sustainability in long run. Feature driver excellence. Ratings are not just appealing
enough.

AVIK BAL | www.avikbal.com

 Driver Engagement – Uber Case Study

 Bringing better mobility and freedom. Engage them in Uber’s activities like CSR, Awareness
camps etc. Introduce Paid leaves and Bounty on Full engagement. Break the monotony!
Driving all day may be a passion but not when he does it for 365 days a year.
 Story telling beats production value. Feature them on your blog and social pages.
Dignity matters for certain social classes. Ratings are indicative but not self-explanatory.
Create a trend of identity. Drivers will perform way better. Social Recognition is more
exuberant than monetary rewards. Monetary benefit serves, but Identity (personal
image) stays forever. Make them a desired local HERO. He will never leave Uber as it
becomes his brand identity. Market forces are unpredictable. This is aimed at the long
term sustainability.
 Drive engagement with the category, understand their appeal. Not everyone can be
motivated with rewards.
 Best driver of the month/week tag on car would create a hoopla among the customers. A
real boost in driver’s confidence and dignity. He would associate with Uber in terms
more than just monetary value. .
 WhatsApp group of drivers, city wise. Featuring best of the day and reward bonanza.
An extra push of inspiration for the next day. Engagement and updates flow among the
drivers. It creates an internal competition through inspiration from others
accomplishments and story threading. Engagement leads to involvement.
4. Retention. Disruption is ongoing and inevitable. Why not start building my own parachute.
Customers are choosing to buy mobility in Uber while drivers are interested in buying ownership.
Gifting new cars to “non-car” owners will encourage a lot of unemployed youth to come under
Uber’s umbrella. A bond of 2-3 years till the whole economic value of the car is recovered will
bind the driver with Uber. This is just another way of tapping tomorrow’s opportunity, embrace
foreseeable disruption and achieve sustainability against market forces.
5. Empowerment via local Commitment. Creating goodwill, turning drivers to promoters.
As a part of CSR, commit to the welfare of the communities. Anyway you have to spend in CSR
and gain goodwill. Why not channelize your driver’s incentives in the name of CSR.
Make the local (nearest) Uber Driver a leader of that community welfare program. A local
leader/Uber Ambassador. This gives an identity, importance and recognition to the driver by
popularizing him in his area. Uber’s Brand Awareness is an added benefit. When Uber becomes
the brand identity of the driver, He associates and connects to his job more loyally. A real thumbs
up to Work Motivation. He transcends from a driver to a promoter, inspires other drivers to shift
to Uber platform. For certain class of people, Social Status is more effective & attractive than
occasional gifts and rewards. Status stays forever.
At the end of the day, a father should not be discouraged to nod his child who is passionate about
driving cabs, to take up Uber’s partnership. In Indian context, social status tends to be more
appealing than passion towards work or earnings. An Uber Cab driver today earns more than an
entry level engineer. But still cab driving seems to be a last resort. Building a class of Uber
Employees will effectively address and transform the social notion. Employer band, Employees
social recognition, prosperity and work quality is all Uber can transcend.

Case Prepared by: AVIK BAL, PGDM, 1st Year, FORE School of Management. Email: 61910@fsm.ac.in

AVIK BAL | www.avikbal.com