Uber India has completed three years of operations in India, however, the ride was not completely smooth. It had speed-bumps in form of one controversy following the other. However, amidst all the controversy the company remained focussed and has evolved from being a startup to a sustainable business model. Uber India claims is looking forward to transforming how people move in their cities and change the vehicle ownership pattern in India. Amit Jain, Country head, Uber India shares his vision regarding challenges and the opportunities in the Indian market for the company.
How has been Uber's three-year journey in India? India is a global priority market for Uber and our second largest market after the US in terms of trips. We started our operations in India with just 3 employees over three years ago and today, we have over 1,000 employees and operations in 29 cities offering 8 products. We have a new rider and a driver app, a new app for fleet partners (UberFLEET) and several India first innovations like UberDOST, Dial an Uber, etc -- all this and more over last three years.
Last year, we set up our first Engineering Center in Asia in Bangalore. The centre helps deliver on our commitment to roll out innovative products and features tailored for the Indian market. Our centre of excellence in Hyderabad and the new one in Bangalore is a testament to our customer obsession as we ramp up our support to customers - both riders and drivers.
I am happy to see the several milestones in our journey so far and we are looking forward to transforming how people move in their cities across India.
Can ride-sharing replace private car ownership in India?It is important for the citizens to understand the rationale behind ride-sharing. The issue of traffic congestion and pollution is real - it's a waste of resources, drain on productivity and making our cities environmentally unlivable. Over half of the world's 20 most polluted cities are in India. We have added more than double the number of cars in the last sixteen years than we did in the first five decades since Independence.
These private vehicles are the most underutilised assets that individuals purchase. Around the world, private cars are not utilised for over 90 per cent of the time. With an aim to get more people into fewer cars, we have launched uberPOOL across 7 cities in India that has helped save over 1.5 million litres of fuel and cut over 3.5 million kgs CO2 emissions.
With ridesharing products like uberPOOL and uberMOTO we not only will see how Uber can complement public transport in our cities but also how shared assets will help people re-think private car ownership. When getting a ride across town is cheaper and easier than looking for your keys, your directions, your car and a parking space-?why bother to own one at all?
How important is localisation to succeed in the market?Uber is a hyperlocal business, where each city team builds the business ground up--coming up with best solutions that suit their local needs. India has been no exception as we have innovated for the local market requirements. Be it the launch of Cash as a payment option or driver partner referral app Dost. We have recently launched 'Dial an Uber', another India first innovation which doesn't require you to have an App to get an Uber at your front door. We have a local team, solving local problems - we are as local as we are global. We are truly proud of our global lineage and equally proud of what we have accomplished and set out to do in India.
How do we see Global and local competition for Uber - this is a sector which is believed to be seen as a winner takes it all market?We welcome competition. Healthy competition is great for consumers - and promotes constant innovation to provide the best service and experience. It pushes us to continuously innovate as we've done over the years e.g. how to provide the shortest ETA (estimated time of arrival), better products and excellent customer experience.
In addition, competition for us is not just with similar players but with private car ownership itself! A car is usually the second most expensive asset that people purchase a house and at the same time, it is most underutilised and depreciates in value. We want to provide a service so reliable, affordable and convenient that people rethink private car ownership -- that's how I look at the competition.
How challenging it has been to head a sector which was largely unorganised? India is at the cusp of opportunities and there couldn't be a better time to be taking part in the transformation that is going on in India. We don't have to wait five or 10 years to create the cities of the future. With progressive regulations and the technology already in our pockets, we can build mobility alternatives for smart cities of today.
On the regulatory front, we are encouraged by the progressive, pro-innovation attitude of policymakers, and continue to work with them proactively to guide and frame regulations for our industry. Private car ride-sharing is absolutely critical as a solution to the congestion and pollution that our cities face today - and we continue to work with the government to further promote ride-sharing in India.
What are your priorities for business in 2017?Our business is stronger than ever, and we're keeping our heads down to build the best and most innovative products out there to serve riders, drivers and cities. In 2017, as we move from a start-up to a sustainable business we will continue to focus on making Uber the most reliable choice for riders by reducing ETAs, the most rewarding choice for drivers by reducing downtime between rides - all this while making our cities less congested and polluted. Ridesharing has immense potential in India and we are investing in the country to enable people to experience it.
