Garrett Camp

If a feature is unnecessary, it does not matter if it is buggy. As a person who regularly reviews students presentations, I tell you this: these "grabbing attention" gimmicks achieve nothing but irritate the audience. If you rely on it, you better think again, how to grab attention with your presentation contents. Don't believe me? Ok. Check any of the presentations that had successfully pitched projects to VCs. None of them will contain any "attention grabbing" animations. Example: [1] [1] https://medium.com/@gc/the-beginning-of-uber-7fb17e544851

What does Uber currently do to people that you hate? Uber currently provides people with more than 2 Million jobs [1]. Uber drivers/couriers made almost $13 Billion in the US alone last year [2]. [1] https://medium.com/@gc/ubers-path-forward-b59ec9bd4ef6 [2] https://www.sfchronicle.com/business/article/Uber-drivers-in-Bay-Area-…

What are you talking about? The original pitch was a black car service to fix the hailing problems of SF. It was even originally called UberCab. https://medium.com/@gc/the-beginning-of-uber-7fb17e544851

I found it hard to find good numbers, so hopefully this research will be of use to other people: Yesterday, Uber co-founder Garrett Camp wrote "Uber has become a global service providing roughly 15 million rides per day across 500 cities" at https://medium.com/@gc/ubers-path-forward-b59ec9bd4ef6 The most recent estimate I could find on Didi Chuxing is 20 million rides per day as of October, 2016 as stated at https://www.techinasia.com/china-didi-chuxing-20-million-daily-rides It's reasonable to assume that Didi has noticeably grown since October 2016, but none of these numbers are easily verifiable externally to these companies. (Lyft's market share is unclear to me, but perhaps 2 million rides per day, more or less?)

"If you want a higher building, you should build strong columns" They will change the company's current culture. Slow down the pace of growth to try to adjust what is wrong. Probably focus on where they have margin to operate. This is clear in Gary ( Uber Co founder) text on Medium. "In a highly competitive market it is easy to become obsessed with growth, instead of taking the time to ensure you’re on the right path. Now is that time… to pause"[0] [0]https://medium.com/@gc/ubers-path-forward-b59ec9bd4ef6

The 'conversion option' is just a bottom of funnel component of your acquisition strategy, and the costs to support those freemium users is still a component of your marketing spend. For established marketing channels/user segments, you should be able to identify your response curves and probability of conversion at each stage of your marketing/acquisition funnel, including from freemium to paid user. If freemium conversions is a component of your sales process, you should absolutely be attributing the costs associated with supporting freemium users towards marketing, net any freemium-specific revenue streams such as ads. It's a fairly substantial component of the fully burdened cost per acquisition, and by allocating the expense towards marketing rather than diffusing it into operations, you get a much more actionable view of your true CPA. Being able to do so at a granular level requires putting in effort to integrate your marketing analytics with your operational analytics. But even just looking at it in aggregate is beneficial to understanding acquisition costs. Network effects complicate that calculation a bit, depending on the nature of the network effect. Freemium Dropbox users sharing files could lead to net sign ups, as you mentioned. But the value from that is incremental user acquisition, and is still solidly a component of your marketing/acquisition costs. Contrasted with your social network example, where there is intrinsic leverage afforded by the size of the…