Company Context
RideNow is a large ride-hailing platform operating in 40 cities with 12M monthly active riders. The business is profitable in core urban markets, but rider growth has slowed over the last two quarters as acquisition costs rise and repeat usage becomes more important.
Problem
Leadership wants to fund one rider growth intervention this half: either a pricing, product, or lifecycle marketing initiative. You are the PM responsible for identifying which rider cohort offers the highest opportunity. Current rider behavior is uneven: 20% of riders account for 62% of trips, 35% of newly acquired riders take only one trip in their first 30 days, and suburban riders have lower trip frequency but higher average fare. The team has limited capacity, so you cannot build separate programs for many segments at once.
Your task is not to design every possible growth feature. Instead, determine how you would segment the rider base, identify the highest-opportunity cohort, and recommend the first intervention to test.
Deliverables
- Define a segmentation approach for RideNow riders and explain which dimensions matter most.
- Identify the highest-opportunity cohort for a growth intervention and justify your choice using user needs, business impact, and feasibility.
- Recommend one concrete intervention for that cohort, including the core user problem it solves.
- Define success metrics and how you would know whether the intervention should scale.
- Discuss key trade-offs, including why you would not prioritize at least one other plausible cohort.
Constraints
- You have one cross-functional squad for 10 weeks.
- Budget allows only one meaningful rider-facing experiment this quarter.
- Driver supply is tight during weekday commute peaks in 12 major cities.
- Pricing changes require legal and policy review, so complex fare redesigns are risky.
- Data is available on trip frequency, city type, time of use, rider tenure, cancellations, promo usage, and service tier mix, but not on detailed household demographics.
