Uber · Strategy · Mid · 45 to 60 minutes

How should Uber grow cross-product usage?

Uber is a platform where people can book rides and order food and other deliveries through mobile apps. Answer this product management case and get it graded line by line against a weighted rubric.

Product strategy
North star thinking
Trade-off analysis
Ecosystem design
Metric design

The situation

You are a PM on Uber's consumer growth team. The head of product asks you for a strategy recommendation before the next planning cycle. Uber already has strong brand awareness and more than one consumer product, but leadership believes future growth may depend less on one time acquisition and more on getting more value from the broader Uber ecosystem. The problem is that each product area can optimize for its own trips, orders, promotions, and margins, while the company needs a clearer view of what creates durable growth across the whole user relationship. If Uber pushes too hard on cross-product incentives, it could weaken unit economics or teach users to wait for deals. If it stays too siloed, it may miss a chance to improve retention and share of wallet across products. Your job is to recommend how Uber should approach ecosystem growth, which growth levers matter most beneath the company North Star, and where the company should focus first over the next 12 months.

What to produce

A 1 to 2 page strategy memo.

Your answer must

Define the core growth problem at the ecosystem level, not just within a single Uber product.
Propose 2 to 3 strategic options for increasing cross-product engagement and retention, with clear trade-offs.
Recommend one approach and explain why it is the best choice for user value, business durability, and execution feasibility.
Define a simple North Star and 3 to 5 supporting levers or metrics that would show whether the strategy is working.
Identify the biggest risks, including unit economics, cannibalization, and marketplace or operational complexity, and how you would mitigate them.

Constraints

Stay within Uber's existing consumer ecosystem, do not assume acquisitions, major new product categories, or large external partnerships.
Your recommendation cannot rely on blanket discounting as the only growth engine.
Protect trust and marketplace health for riders, drivers, merchants, and couriers.
Assume you can influence roadmap priorities over the next 12 months, but not reorganize the entire company.

Format

Use five short sections: problem framing, options, recommendation, metrics, risks and next steps.

How Uber actually played it

Decodes Uber's North Star into growth levers and describes its ecosystem moves such as memberships and cashback to keep users inside its products.

Break North Star into levers
Memberships add retention
Ecosystem growth connects products

Built from How is Uber Achieving Ecosystem Growth? by Technomanagers.