Company Context

Uber operates a large two-sided marketplace across mobility and delivery, with tens of millions of monthly active consumers using ride-hailing and Uber Eats. Uber One is its paid membership program, intended to increase cross-product engagement, retention, and order frequency across both riders and Eats users.

Problem

Leadership believes Uber One's value proposition is not equally compelling across user types. Internal data suggests that heavy Eats users adopt the membership at a meaningfully higher rate than ride-only users, while mixed-use customers have the best retention once subscribed. However, rider-only users often say the benefits feel less tangible or too infrequent to justify the fee. Uber wants to sharpen the value proposition by segment and decide where to invest next.

Assume the current membership includes benefits such as discounted fees, member-only pricing, and service perks across rides and delivery. You are the PM responsible for clarifying the product strategy for Uber One for riders versus Eats users.

Deliverables

1. Define the core jobs-to-be-done and value proposition for Uber One for riders versus Eats users.
2. Identify the highest-priority user segments and explain which segment Uber should optimize for first.
3. Recommend how Uber One should evolve its benefits, messaging, and in-app experience for each side of the business.
4. Propose success metrics and an experiment plan to validate whether the revised value proposition is working.
5. Discuss the key trade-offs, including margin impact, benefit complexity, and cross-platform cannibalization.

Constraints

• You can only launch one major membership improvement in the next 2 quarters.
• Membership economics must remain contribution-margin positive within 12 months.
• Engineering support is limited; avoid solutions requiring a full rebuild of pricing or marketplace systems.
• Any recommendation must work across both high-frequency urban users and lower-frequency suburban users.