Educational film, October 2023 // Uber: Innovation, controversy, culture… and profit?
Between disruption and controversy
The concept of “creative destruction” that presided over the development of many start-ups often concealed unethical management and a disregard for professional rules.
Uber is a perfect example of the darker side of “disruption” as a system in the not-so-new “new economy”.
Beyond these aspects, it took a whole new management style for the company, renowned for its cavalier gestures, to reach profitability.
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Hello and welcome to this educational firm which is devoted to a company,
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an extremely well-known company,
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extremely successful and innovation and so innovative that it gave
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its own name to a disruptive business and financial model.
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Uberization, but Uber,
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it's not only an outstanding commercial success based on innovation,
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it's also in the early years,
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initially extremely controversial business and
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management practices followed in 2017 by a change in the C e o.
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Now it's a new culture, it's a new management,
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but eventually it's also profit because in the books in a p and l,
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the company is showing a profit. It's a profit,
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but is it really financial performance in a sustainable way?
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To understand the story of the company,
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you have to know what a classic taxi driver in Paris looks
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like. Um, this is a person who went through an exam,
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successful,
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then bought a professional card from another taxi driver who
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was retiring.
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So you pay a lot of money just to have the right to do your job.
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You put a lot of borrowing in your own balance sheet.
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You spend your entire working life to repairs the loan,
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and then when you retire,
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you sell your professional car to another taxi driver who is younger and
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is going to start repeating the cycle.
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So basically the professional card is your retirement investment.
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It's your pension the day you retire,
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there's an extremely limited number of professional card,
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certainly not enough to serve the customers. So basically it's a monopoly.
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You know that in the case of a monopole, very often, not always,
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but very often,
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the quality of service is suffering from the fact that demand and
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supply are absolutely not balanced and it is exactly what's going to be
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experienced by Travis Kanick,
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Garrett Camp and Oscar sza when they visit Paris,
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attending a conference on the internet somewhere we are in 2008
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and it's going to be a conclusive, dramatic user experience.
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As a consequence,
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they decide to create a company to break this kind of monopoly and make money
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out of that. The name of the company initially is Uber Cab,
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Uber. Uber in German means Uber Super.
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So it's a super cab company created in 2009 in San Francisco because
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this is where they stay. It's very much about mobility,
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moving people, and then moving goods a little bit later.
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They of course create a platform and an application for the platform so that you
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and me we can download the application on our smartphone.
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iOS,
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Android is going to take place in 2010 and then thanks to the app,
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you can hire a taxi.
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You start of course in San Francisco because this is where you know the business
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and in Paris and then expansion and a fantastic expansion in
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2011.
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There are eight cities which are served by the Uber app and platform
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10 years later in 2021, more than 10,000 cities,
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the companies everywhere on the planet,
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so many countries are using the app and that's why the companies now
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big company, large company global.
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There are a few metrics which show the evolution of the business and the
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fantastic commercial success number of users.
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When we look at the number of users at the beginning of 2016,
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we don't have any data available prior to that year.
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The company is listed in 2019 and we don't have data before 2016,
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20 million users beginning of 20 19, 100,
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120 million users and there will be the pandemic,
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which is going to obviously stop mobility for a while because people
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are not allowed to move and then it starts again,
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not exactly as the same rate,
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but basically it's about growth and growth at least in the number of users.
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The number of trips is following exactly the same track, quite parallel,
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and you understand that the company is again, a considerable success.
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Interestingly, quarterly revenues are not following exactly the same track.
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Of course it's up, but if you look at the first period,
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it's up and then it's a bit down but not so much down. Why?
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Because delivery as a segment is going to complement mobility.
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Uber Eats as you all know, and then there will be growth,
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but the growth rate after the pandemic is going to be higher in revenues than
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before the pandemic. It's a development of Uber Eats plus additional services.
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Now, when you observe the evolution of the revenues year on year,
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of course you have the same path in terms of revenues,
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but what's interesting is a growth rate.
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The growth rate before the pandemic was a kind of 20, 40 0 during the
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pandemic obviously, and then in 60 80 today. So the company is growing.
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Interestingly, when you look at the different segments, you have mobility,
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taxi, you have delivery,
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Uber Eats plus freight and other services.
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What is really dominant is mobility. In 2019,
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it's almost 90% of the revenues and you have delivery,
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which is starting to get up. Of course,
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delivery is going to go skyrocketing as a consequence of mobility,
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which is down, people can't move,
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but they are very happy that goods are delivered at home.
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Uber heats,
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you can observe that in 2020 it's roughly the same percentage,
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mobility and delivery and then delivery is going to go up to 60%.
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Mobility is down to 30% and freight is about 10%.
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Then delivery is going to be back to the level of mobility,
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and now mobility is up, mobility is up in absolute terms,
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but also relative to revenues and if delivery is quite stable in absolute terms,
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it's skyrocketing as well, bringing its own EBITDA to the contribution.
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Now this is about growth,
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but you all know that growth consumes funds because you have to invest
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in the application,
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you have to invest in the footprint at large and so on and so forth.
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But also growth is consuming funds. When you make losses,
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when you want to finance your growth,
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you can raise equity and debt and you can generate profits and transforms its
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profits into cash. But when you make losses,
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you need money in order to finance the development of the company and the losses
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you are going to generate in the meantime. Now,
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let's have a look at fundraising. First. The capital is created in 2008,
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2008, 2010.
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A little bit of money coming from two founders plus Business angels,
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$1.5 million. Just start 2011.
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Now you change the scale.
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You change the scale because the value of the company Premo is estimated
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$300 million series A,
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series B two fundraising in one year, $48 million.
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The second change in scale will take care. In 2015,
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the company is raising $2 billion, not a few tenths of millions of dollars.
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Series E, beginning of the year F end of the year, $40 billion,
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$50 billion as premium evaluation. In 2018,
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maan Soft Bank Vision fund is joining the portfolio of shareholders
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and providing 1.3 billion at the premium valuation,
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which is almost $70 billion and it's going to be
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82.4 billion.
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When the company is listed in 2019 and the company is taking
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the opportunity of its listing to raise an additional 8.1 billion.
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So it's a lot of money which is invested in the company and in the meantime
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the company is developing its business, but it's generating losses.
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When you observe the evolution of the return on sale,
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the commercial profitability of the company is bit divided by sales.
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It's a bit chaotic. If you look at the published ebit,
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which incorporates some exceptional items,
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what is more relevant is a current EBIT without any exceptional item and then
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you observe that it's negative starting in 2020,
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it's getting progressively up and it's close to zero full year
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2022.
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In the same time the E B D A is following the same path.
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You look at the revenues,
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you look at the current E B D A current without exceptional items and
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you understand that they are moving in the same direction.
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E B D A Fuller 2022 is a bit more than zero.
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EBIT F year 2022 was a little bit less than zero is a difference.
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It's not that big. Why?
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Because the difference is depreciation and monetization and as a company is
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definitely not CapEx intensive.
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EBIT and EBIT D are quite the same.
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Now when you look at the quarterly E B D A, not full year,
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but quarter after quarter it was negative and negative and negative.
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Then it goes up and there's a turning point, which is the third quarter,
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2021.
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Then it is at breakeven and then it goes up and up and up
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steadily. It seems that there's no end to this growth.
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What are the contributions of the respective segments?
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Mobility starting in 2019? We don't have the figures before.
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Is positive contribution to E B D of the company is positive.
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Of course it's down in 2020 because of the pandemic,
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but it's still positive mobility. The cab driver,
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then it goes up, it recovers, and then it's steadily up.
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What about Uber Eats? What about delivery? Well,
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it was negative in the early days because you are creating a business and you
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have to invest in the development.
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Then you turn to breakeven in 2021 and then it's up freight.
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Other services, no contribution breakeven zero,
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but that's about the segments themselves. Of course,
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these segments are contributing to the E B D of the company,
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but they are corporate E B D A and costs negative
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investment in direct cost and they are in a range between 400
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and $600 million.
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So if you observe what was happening at the beginning of the period,
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sometimes mobility pays for corporate,
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but mobility does not pay for delivery,
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and so this is why the E P D A is strongly negative. Now,
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mobility is up, corporate is reasonably stable,
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400, $500 million and delivery returns positive.
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This is why the company's E P D A is significantly positive
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now. Now when you look at the E P D A,
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it's about revenues minus costs, cash operating expenses.
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We observe the last two years. The cost of sales is a little bit, uh,
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because delivery is growing and delivery is not exactly the same level of cost
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of sales, but all the other expenses are down.
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It's about probably economies of scale when the company is growing
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and the fixed costs are growing but not at the same rate as the revenues,
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you simply generate economies of scale except for the precision amortization,
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but you observe that it's quite stable and it's extremely low.
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Why is it low?
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Because capital expenditures as a percentage to revenue is quite negligible.
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Of course, in 2017,
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the CapEx revenue figure is quite high because the company is creating its
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infrastructure, but then it goes down to 4%,
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and today it's about one 2% quite negligible as a consequence,
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EBIT and E B D are quite the same.
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The other way to consume cash in business operations, the cash conversion cycle,
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the working capital requirement inventories,
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there is no inventory in this business,
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obviously plus receivables minus payables,
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so the cash conversion cycle is reasonably stabilized,
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a little bit getting down, and it's about 20 days of sales.
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So you don't consume cash in a CapEx, you don't consume cash.
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A lot of cash in working capital requirement even though you have to finance the
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increase of the cash conversion cycle as a consequence of growing the revenues.
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But you understand that it's not cash consumption, which is a problem.
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It is definitely profit. Now,
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there is a disruptive model which is successful.
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There are plenty of investments for the development and obviously for the
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losses, but the good news is that now profitability is achieved,
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you reach the breakeven point and there is a reduction in capital consumption.
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So the future might look quite bright.
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What is a conseque of stock price? The company is listed on nasdaq.
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When the company is listed, the offer price is $45.
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Today recording this film, it's $46,
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so it looks a little bit gloomy. Now let's compare that with the nasdaq.
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The company is listed. Na, stock price is down.
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Then it goes up and it goes dramatically up much more than the NASDAQ itself,
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and then the company is down. When the NASDAQ is plateauing, NASDAQ is down,
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company is down and there is a recovery. This is last month,
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so at the end of the day from 45 to 46,
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and it's quite parallel with the NASDAQ in the long term.
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This is why by the way, when you calculate the beta,
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difficult to calculate the beta because we don't have a long period to
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calculate, but if you look at the 36 months beta today,
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it's quite stabilized at the level of one, a little bit more than one.
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Of course, the 12 months beta is completely chaotic.
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That's a consequence we always observe.
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When a company is listed in a tech business completely unreliable beta
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during the first month, it does not look great for Uber.
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But what about competitors? Didi and Lyft?
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If you watch the evolution of the stock prices of these three competitors since
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they were listed,
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it's quite parallel to some extent down and up and down.
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But for Didi and Lyft,
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it stayed down very much down when for Uber there was
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a kind of recovery. So you understand that in terms of market capitalization,
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stock price, Uber is completely differentiating itself against its competitors.
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Let's have a look at the metrics. In 2022,
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full year revenues DD 20 billion Lyft for Uber,
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32 billion.
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So Uber can be a bit more compared with Didi than Lyft.
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In terms of revenues, EBIT all negative,
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quite negative for Didi compared with the revenues minus 13%.
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For Lyft, it's dramatically negative and 0.5 billion,
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and you remember that for Uber it's 1.8 billion, it's but more than Lyft,
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but with the company, which is eight times as much,
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so these companies are more or less big, but they are all generating losses.
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They were listed in 2019 for Lyft and Uber and 2021
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for dd,
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the offered price for TD was $14 for the American
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depository shares based in New York,
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the valuation when the company is listed is 73 billion.
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Today's star price is three.
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Today's current valuation is 15 billion compared with I P O
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at 73 just a couple of years ago.
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If you look at Lyft, the company's listed at an offered price of 72.
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Today the stock price is 10.5 value at I P o 24
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value today, four divided by six. Now,
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if you look at Uber 45 to 46, this is what I was explaining,
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the market cap is 82 when the company is listed, and it's 94 today,
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not because the stock price is up, but because the number of shares is up.
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That's the way it works. Now, if you take into account the value creation,
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introducing on the picture how much money was invested by venture cap,
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by pension funds and so on so forth,
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private equity firms in the development of the company,
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all the datas are available for dd.
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The investment was $19 billion just for equity,
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and the valuation when the company was listed was 73,
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so it was quite okay, but today the valuation is 15,
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so the valuation was divided by five compared with the I P O and the
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market value added. Well, you are an investor. You have invested 19. Today,
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it's worth 15.
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You have destroyed four Lyft investment,
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5 billion valuation 24.
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Now valuation is four divided by six.
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Market value added four minus five is minus one. Uber.
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It's a different story because $20 billion were invested by a number
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of capitalists. Now, the valuation of the I P O is 82.
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Today it's 94, and it's the same because of,
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but the market value added is 94, minus 20,
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which is 74 billion.
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Though you understand that the reputation of Uber on the stock market,
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especially benchmarked against its competitors is quite favorable. As you know,
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Uber based its success on an innovation which is them. Uberization,
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I'm not going to make an entire lecture on Uberization, but what does it mean?
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You try to find a provider,
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but replacing the traditional intermediary with a
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platform, a platform or an application or both,
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and then you can create kind of marketplace.
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You meet supply and demand and it works.
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The first company which did that is not Uber, it's Airbnb.
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It was about short term rentals, so you don't need any more,
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any system of reservation or whatsoever.
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You just go to the platform and you make your own booking. Uber,
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it's about using the services of a private taxi. You know that perfectly well.
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Now, when there is innovation, there is creative distraction.
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What about Airbnb? To start with,
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Airbnb is simply replacing complementing hotel reservation systems
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and they are bypassing the relay estate agencies. You don't need the broker.
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You go directly to the offer, to the supply,
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and then you can make your selection. Interestingly,
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it's about bilateral evaluation.
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The provider is evaluating the user and the user is evaluating the provider,
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which is quite interesting and was implemented by Uber as well. Now,
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on the creation side of the innovation, you create something,
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an additional offer.
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There are now a number of people who are generating additional rental income
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out of their premise house somewhere in the countryside.
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What about Uber? Now,
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they aware taxi companies with a reservation system
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before Uber, but Uber decided to break a monopoly,
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and that's a distraction. You destroy Monopoly,
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which has a huge impact on cost,
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reduces quality of service up. Of course,
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the impact of that is that you improve very much a competitiveness.
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You improve competitive delivery mobility,
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and you bypass the system which was installed stable
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and long term. In terms of distraction,
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Uber dis disrupt the pension of the taxi driver.
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A taxi driver in 2013 buys a professional card for
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260,000 euros. You can buy a house,
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you can buy a flat, not in Paris, but somewhere in France.
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Now it's 120,000,
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so the pension of the person is divided by two. That's traction,
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but the consequence is that it's less capital invested in the card.
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If you don't invest in the card,
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you can invest in the quality of service in the cab itself. Now,
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is it fair competition or not? That's another story,
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but definitely it's a disruption and it's a distraction for all these people who
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bought their card. Now,
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there are a number of controversies which are attached to the name of Uber.
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The first one is about bypassing, circumventing the lobe,
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and you make the driver extremely precarious in terms of social and economic
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situation. Abstraction of justice, which was observed in a number of countries.
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Political lobby, yes, but active between quotes was uh,
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very um,
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borderline practices between quotes as well, academic influence.
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Some nice professors are writing books and articles in favor of your business.
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Last but not least,
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the internal management culture is a permanent controversy at Uber
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during the first years. Let's start with the first one.
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The taxi driver was a savvy man was working for a company
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or he was working for himself, but now it's a self-employed status period,
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so there is a complete loss of protection of the employee status.
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You are not protected anymore by the fact that you are employed by a company
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with some social security advantages and so on and so forth. This is gone.
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You are not supposed to work a number of errors and no more.
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Now you can work 24 hours per day. Of course,
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the impact is about cost reduction,
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but you also transform the salary of the person,
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which is a fixed cost into a variable cost. You work or you don't work.
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You are paid, you don't pay, so a fixed cost becomes variable.
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Uber was brought to the court by hundreds of institutions in every country,
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United States, Europe, everywhere, lawsuits.
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Why violation of social regulations? Are you an employee?
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Are you an independent person?
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If you're supposed to be an independent entrepreneur and you work 100% of your
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time for Uber, it's not exactly independent commercial regulations.
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The right to exercise the activity of taxi,
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you bypass a low and then you go to the court.
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What about obstruction of justice?
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Because the company had plenty of legal problems in a number of countries.
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Sometimes the police was visiting the officers of the company and then
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the company was doing something, which is kill switch. Kill, switch.
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Stem is what?
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It's exactly the same in manufacturing as the emergency stop button.
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So you see the police, which is getting in the office,
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you push the button and then the data system, the information system,
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the computers, everything is frozen, and of course you say, oh,
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we have to protect the data.
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Is it protecting the data or is it making sure that nobody can look at what is
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on the screen abstraction?
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There are many reported cases of this kind of abstraction,
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which is not very much in favor of the reputation of the company.
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The company also did a lot of political lobbying.
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There's nothing wrong with that. You want to convince the authorities.
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You want to convince the lawmakers that what you are doing is good for the
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country, it's good for the happiness of the citizens.
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You are selling the merits of your business model. How do they do that?
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They're promoting competition, competitive practices,
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and then you improve the competitiveness of the economy.
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You reduce costs for citizens, you improve the quality of service,
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and that's great.
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The problem was about how they actually did the lobby being there were some
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questionable practices and financial incentives such as, um,
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you buy some shares of a company and the value of the shares is
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much more than what you pay a bit bolder line or behind the
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border. Academic justification is quite interesting as well.
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You do some contracted research with some prestigious prophecies
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and economists working in reputable institutions worldwide now,
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and these people, they are writing papers. Of course,
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in the papers they mentioned that their research has been financed
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by Uber.
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The conclusion of the paper is that Uber is working for the country
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in favor of the country in favor of the citizen. Why?
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All because you improve the competitiveness and so on,
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and then you reduce the cost and is great for everybody.
395
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And then you say that this is demonstrated by the data which were provided by
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Uber and which are confidential data,
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so unfortunately you cannot disclose the data.
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You understand that there are some doubts about the independence of the
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00:25:34.920 --> 00:25:39.440
researchers. This reminds me a very interesting and funny story.
400
00:25:40.300 --> 00:25:44.600
You may be, remember, inside Jobs a documentary about the subprime crisis.
401
00:25:45.020 --> 00:25:45.853
At the moment,
402
00:25:46.600 --> 00:25:51.600
a very well-known professor working and teaching in a very respected institution
403
00:25:52.020 --> 00:25:54.480
was interviewed and you know,
404
00:25:54.860 --> 00:25:58.080
he had published a report before the Supreme Crisis,
405
00:25:58.330 --> 00:26:03.160
which was absolutely demonstrating that the Iceland banking system
406
00:26:03.220 --> 00:26:08.080
was extremely robust. Of course, it collapsed, as you know, but interestingly,
407
00:26:08.180 --> 00:26:12.760
the same report with exactly the same content was in his
408
00:26:13.020 --> 00:26:16.360
own biography, but with exactly the opposite title.
409
00:26:17.060 --> 00:26:18.240
The content is the same,
410
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but the title is why the Icelandic Banking System is about to Collapse.
411
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He had been paid 150,000 US dollars to produce a report.
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Last but not least, the internal management culture.
413
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The culture inside the company is an extremely aggressive management accusations
414
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of sexual harassments. The list is extremely long,
415
00:26:41.580 --> 00:26:44.120
but of course the company says, oh, it was before,
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00:26:44.940 --> 00:26:49.200
it was before 2017. It was under the leadership of Mr.
417
00:26:49.620 --> 00:26:53.560
Kanick. Travis Kanick had established a set of values,
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00:26:53.770 --> 00:26:58.360
leadership values, 14 of them. This is a list of the values.
419
00:26:59.230 --> 00:27:03.000
What do you read, hustling, confrontation,
420
00:27:03.650 --> 00:27:07.080
super pomp ness, et cetera, et cetera. Of course,
421
00:27:07.830 --> 00:27:12.000
obsession with a customer was, she's quite good, optimistic leadership.
422
00:27:12.070 --> 00:27:16.440
This is great. Bold betts, no problem. Celebrate C. Yes,
423
00:27:16.940 --> 00:27:20.720
but with a management style and a confrontation between people,
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00:27:21.050 --> 00:27:24.040
which is definitely a TAF culture.
425
00:27:25.500 --> 00:27:26.600
In 2017,
426
00:27:27.260 --> 00:27:32.000
Kanick is out of his c e o job and is replaced by
427
00:27:32.200 --> 00:27:37.160
a gentleman coming from Iran, an Iranian immigrant, now US citizen.
428
00:27:37.460 --> 00:27:42.320
He left Iran because of the revolution. His name is Dara Koro Shahi,
429
00:27:43.180 --> 00:27:47.720
and he's going to be extremely different than his predecessor.
430
00:27:48.700 --> 00:27:53.520
I'm not going to tell you the whole story, but the vote on appointing,
431
00:27:53.780 --> 00:27:54.280
uh,
432
00:27:54.280 --> 00:27:58.880
Koro Shahi as a new c e o was itself a kind of fantastic
433
00:27:59.010 --> 00:28:00.680
movie. Forget about that.
434
00:28:00.950 --> 00:28:04.960
He's a very highly effective c e o at Expedia.
435
00:28:05.020 --> 00:28:08.240
It boasted the performance of the company. He's hired.
436
00:28:08.550 --> 00:28:13.320
He's a new c e o and he's introducing a new management culture with values.
437
00:28:13.820 --> 00:28:17.840
No more 15 values, less eight, but a little bit different,
438
00:28:18.260 --> 00:28:19.320
at least for some of them.
439
00:28:19.820 --> 00:28:24.440
The cultural norms at Uber and why do you read? Oh,
440
00:28:24.820 --> 00:28:29.000
global, local, that's fine. Everybody's doing the same. But cities,
441
00:28:29.310 --> 00:28:33.600
communities, we are very much involved because we are about mobility,
442
00:28:34.880 --> 00:28:38.040
customer obsession in both case, which is quite normal.
443
00:28:38.260 --> 00:28:42.880
The celebration of differences is probably a little bit better with the new c e
444
00:28:42.880 --> 00:28:45.920
o rather than with the old one doing the right thing.
445
00:28:46.070 --> 00:28:51.000
There's a very interesting value ideas over hierarchy, so more or less,
446
00:28:51.000 --> 00:28:53.040
what does it mean? If you have a good idea,
447
00:28:53.380 --> 00:28:57.880
you have the right to bypass your hierarchy or to go through the hierarchy to
448
00:28:57.880 --> 00:29:01.560
bring the idea to the top. Now, under Nic's leadership,
449
00:29:01.980 --> 00:29:06.560
it was tip two, so you are walking on the toes of your hierarchy.
450
00:29:06.580 --> 00:29:11.280
Now you have ideas. These are great ideas. Promote them and big,
451
00:29:11.630 --> 00:29:16.160
bold betts, okay, that's normal. If you want to create something,
452
00:29:16.300 --> 00:29:20.120
you have to take Betts and you have to be bold. Now, eventually,
453
00:29:20.190 --> 00:29:25.120
what was the outcome of this period? 20 17, 20 23 Success.
454
00:29:25.470 --> 00:29:28.960
Fantastic success. Back to performance. Gross.
455
00:29:29.500 --> 00:29:34.120
The company went through the Covid pandemic demonstrating its robustness.
456
00:29:34.390 --> 00:29:37.120
It's a global company and now it's profitable.
457
00:29:37.140 --> 00:29:41.480
The company says we want to pursue profitable growth
458
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because of course, a company now is positive in the p and l,
459
00:29:46.660 --> 00:29:51.640
but you could say also, wow, you are now all generating a profit,
460
00:29:51.730 --> 00:29:53.680
which is a little bit positive.
461
00:29:54.620 --> 00:29:57.400
How do you evaluate the financial return for the shareholders?
462
00:29:57.700 --> 00:30:01.640
Net earnings divided by equity. When their earnings are marginal,
463
00:30:01.900 --> 00:30:04.120
the return on equity is marginal.
464
00:30:04.980 --> 00:30:08.800
Now it's no more about being proud of being positive. In terms of p and a,
465
00:30:08.950 --> 00:30:10.880
it's about increasing the profit.
466
00:30:11.150 --> 00:30:13.640
It's about transforming the profit into free cash flow,
467
00:30:13.940 --> 00:30:17.320
and then you understand that when the return on equity is new,
468
00:30:17.980 --> 00:30:22.760
the 45 is transformed into 46. If you want to double the 46,
469
00:30:23.260 --> 00:30:25.760
you have to pursue profitable growth.
470
00:30:25.950 --> 00:30:29.200
It's a difference between book profit and financial performance.
471
00:30:30.370 --> 00:30:31.120
Thank you very much.
Hello and welcome to this educational firm which is devoted to a company, an extremely well-known company, extremely successful and innovation and so innovative that it gave its own name to a disruptive business and financial model.
Uberization, but Uber, it's not only an outstanding commercial success based on innovation, it's also in the early years, initially extremely controversial business and management practices followed in 2017 by a change in the C e o.
Now it's a new culture, it's a new management, but eventually it's also profit because in the books in a p and l, the company is showing a profit.
It's a profit, but is it really financial performance in a sustainable way? To understand the story of the company, you have to know what a classic taxi driver in Paris looks like.
Um, this is a person who went through an exam, successful, then bought a professional card from another taxi driver who was retiring.
So you pay a lot of money just to have the right to do your job.
You put a lot of borrowing in your own balance sheet.
You spend your entire working life to repairs the loan, and then when you retire, you sell your professional car to another taxi driver who is younger and is going to start repeating the cycle.
So basically the professional card is your retirement investment.
It's your pension the day you retire, there's an extremely limited number of professional card, certainly not enough to serve the customers.
So basically it's a monopoly.
You know that in the case of a monopole, very often, not always, but very often, the quality of service is suffering from the fact that demand and supply are absolutely not balanced and it is exactly what's going to be experienced by Travis Kanick, Garrett Camp and Oscar sza when they visit Paris, attending a conference on the internet somewhere we are in 2008 and it's going to be a conclusive, dramatic user experience.
As a consequence, they decide to create a company to break this kind of monopoly and make money out of that.
The name of the company initially is Uber Cab, Uber.
Uber in German means Uber Super.
So it's a super cab company created in 2009 in San Francisco because this is where they stay.
It's very much about mobility, moving people, and then moving goods a little bit later.
They of course create a platform and an application for the platform so that you and me we can download the application on our smartphone.
iOS, Android is going to take place in 2010 and then thanks to the app, you can hire a taxi.
You start of course in San Francisco because this is where you know the business and in Paris and then expansion and a fantastic expansion in 2011.
There are eight cities which are served by the Uber app and platform 10 years later in 2021, more than 10,000 cities, the companies everywhere on the planet, so many countries are using the app and that's why the companies now big company, large company global.
There are a few metrics which show the evolution of the business and the fantastic commercial success number of users.
When we look at the number of users at the beginning of 2016, we don't have any data available prior to that year.
The company is listed in 2019 and we don't have data before 2016, 20 million users beginning of 20 19, 100, 120 million users and there will be the pandemic, which is going to obviously stop mobility for a while because people are not allowed to move and then it starts again, not exactly as the same rate, but basically it's about growth and growth at least in the number of users.
The number of trips is following exactly the same track, quite parallel, and you understand that the company is again, a considerable success.
Interestingly, quarterly revenues are not following exactly the same track.
Of course it's up, but if you look at the first period, it's up and then it's a bit down but not so much down.
Why? Because delivery as a segment is going to complement mobility.
Uber Eats as you all know, and then there will be growth, but the growth rate after the pandemic is going to be higher in revenues than before the pandemic.
It's a development of Uber Eats plus additional services.
Now, when you observe the evolution of the revenues year on year, of course you have the same path in terms of revenues, but what's interesting is a growth rate.
The growth rate before the pandemic was a kind of 20, 40 0 during the pandemic obviously, and then in 60 80 today.
So the company is growing.
Interestingly, when you look at the different segments, you have mobility, taxi, you have delivery, Uber Eats plus freight and other services.
What is really dominant is mobility.
In 2019, it's almost 90% of the revenues and you have delivery, which is starting to get up.
Of course, delivery is going to go skyrocketing as a consequence of mobility, which is down, people can't move, but they are very happy that goods are delivered at home.
Uber heats, you can observe that in 2020 it's roughly the same percentage, mobility and delivery and then delivery is going to go up to 60%.
Mobility is down to 30% and freight is about 10%.
Then delivery is going to be back to the level of mobility, and now mobility is up, mobility is up in absolute terms, but also relative to revenues and if delivery is quite stable in absolute terms, it's skyrocketing as well, bringing its own EBITDA to the contribution.
Now this is about growth, but you all know that growth consumes funds because you have to invest in the application, you have to invest in the footprint at large and so on and so forth.
But also growth is consuming funds.
When you make losses, when you want to finance your growth, you can raise equity and debt and you can generate profits and transforms its profits into cash.
But when you make losses, you need money in order to finance the development of the company and the losses you are going to generate in the meantime.
Now, let's have a look at fundraising.
First.
The capital is created in 2008, 2008, 2010.
A little bit of money coming from two founders plus Business angels, $1.5 million.
Just start 2011.
Now you change the scale.
You change the scale because the value of the company Premo is estimated $300 million series A, series B two fundraising in one year, $48 million.
The second change in scale will take care.
In 2015, the company is raising $2 billion, not a few tenths of millions of dollars.
Series E, beginning of the year F end of the year, $40 billion, $50 billion as premium evaluation.
In 2018, maan Soft Bank Vision fund is joining the portfolio of shareholders and providing 1.3 billion at the premium valuation, which is almost $70 billion and it's going to be 82.4 billion.
When the company is listed in 2019 and the company is taking the opportunity of its listing to raise an additional 8.1 billion.
So it's a lot of money which is invested in the company and in the meantime the company is developing its business, but it's generating losses.
When you observe the evolution of the return on sale, the commercial profitability of the company is bit divided by sales.
It's a bit chaotic.
If you look at the published ebit, which incorporates some exceptional items, what is more relevant is a current EBIT without any exceptional item and then you observe that it's negative starting in 2020, it's getting progressively up and it's close to zero full year 2022.
In the same time the E B D A is following the same path.
You look at the revenues, you look at the current E B D A current without exceptional items and you understand that they are moving in the same direction.
E B D A Fuller 2022 is a bit more than zero.
EBIT F year 2022 was a little bit less than zero is a difference.
It's not that big.
Why? Because the difference is depreciation and monetization and as a company is definitely not CapEx intensive.
EBIT and EBIT D are quite the same.
Now when you look at the quarterly E B D A, not full year, but quarter after quarter it was negative and negative and negative.
Then it goes up and there's a turning point, which is the third quarter, 2021.
Then it is at breakeven and then it goes up and up and up steadily.
It seems that there's no end to this growth.
What are the contributions of the respective segments? Mobility starting in 2019? We don't have the figures before.
Is positive contribution to E B D of the company is positive.
Of course it's down in 2020 because of the pandemic, but it's still positive mobility.
The cab driver, then it goes up, it recovers, and then it's steadily up.
What about Uber Eats? What about delivery? Well, it was negative in the early days because you are creating a business and you have to invest in the development.
Then you turn to breakeven in 2021 and then it's up freight.
Other services, no contribution breakeven zero, but that's about the segments themselves.
Of course, these segments are contributing to the E B D of the company, but they are corporate E B D A and costs negative investment in direct cost and they are in a range between 400 and $600 million.
So if you observe what was happening at the beginning of the period, sometimes mobility pays for corporate, but mobility does not pay for delivery, and so this is why the E P D A is strongly negative.
Now, mobility is up, corporate is reasonably stable, 400, $500 million and delivery returns positive.
This is why the company's E P D A is significantly positive now.
Now when you look at the E P D A, it's about revenues minus costs, cash operating expenses.
We observe the last two years.
The cost of sales is a little bit, uh, because delivery is growing and delivery is not exactly the same level of cost of sales, but all the other expenses are down.
It's about probably economies of scale when the company is growing and the fixed costs are growing but not at the same rate as the revenues, you simply generate economies of scale except for the precision amortization, but you observe that it's quite stable and it's extremely low.
Why is it low? Because capital expenditures as a percentage to revenue is quite negligible.
Of course, in 2017, the CapEx revenue figure is quite high because the company is creating its infrastructure, but then it goes down to 4%, and today it's about one 2% quite negligible as a consequence, EBIT and E B D are quite the same.
The other way to consume cash in business operations, the cash conversion cycle, the working capital requirement inventories, there is no inventory in this business, obviously plus receivables minus payables, so the cash conversion cycle is reasonably stabilized, a little bit getting down, and it's about 20 days of sales.
So you don't consume cash in a CapEx, you don't consume cash.
A lot of cash in working capital requirement even though you have to finance the increase of the cash conversion cycle as a consequence of growing the revenues.
But you understand that it's not cash consumption, which is a problem.
It is definitely profit.
Now, there is a disruptive model which is successful.
There are plenty of investments for the development and obviously for the losses, but the good news is that now profitability is achieved, you reach the breakeven point and there is a reduction in capital consumption.
So the future might look quite bright.
What is a conseque of stock price? The company is listed on nasdaq.
When the company is listed, the offer price is $45.
Today recording this film, it's $46, so it looks a little bit gloomy.
Now let's compare that with the nasdaq.
The company is listed.
Na, stock price is down.
Then it goes up and it goes dramatically up much more than the NASDAQ itself, and then the company is down.
When the NASDAQ is plateauing, NASDAQ is down, company is down and there is a recovery.
This is last month, so at the end of the day from 45 to 46, and it's quite parallel with the NASDAQ in the long term.
This is why by the way, when you calculate the beta, difficult to calculate the beta because we don't have a long period to calculate, but if you look at the 36 months beta today, it's quite stabilized at the level of one, a little bit more than one.
Of course, the 12 months beta is completely chaotic.
That's a consequence we always observe.
When a company is listed in a tech business completely unreliable beta during the first month, it does not look great for Uber.
But what about competitors? Didi and Lyft? If you watch the evolution of the stock prices of these three competitors since they were listed, it's quite parallel to some extent down and up and down.
But for Didi and Lyft, it stayed down very much down when for Uber there was a kind of recovery.
So you understand that in terms of market capitalization, stock price, Uber is completely differentiating itself against its competitors.
Let's have a look at the metrics.
In 2022, full year revenues DD 20 billion Lyft for Uber, 32 billion.
So Uber can be a bit more compared with Didi than Lyft.
In terms of revenues, EBIT all negative, quite negative for Didi compared with the revenues minus 13%.
For Lyft, it's dramatically negative and 0.5 billion, and you remember that for Uber it's 1.8 billion, it's but more than Lyft, but with the company, which is eight times as much, so these companies are more or less big, but they are all generating losses.
They were listed in 2019 for Lyft and Uber and 2021 for dd, the offered price for TD was $14 for the American depository shares based in New York, the valuation when the company is listed is 73 billion.
Today's star price is three.
Today's current valuation is 15 billion compared with I P O at 73 just a couple of years ago.
If you look at Lyft, the company's listed at an offered price of 72.
Today the stock price is 10.5 value at I P o 24 value today, four divided by six.
Now, if you look at Uber 45 to 46, this is what I was explaining, the market cap is 82 when the company is listed, and it's 94 today, not because the stock price is up, but because the number of shares is up.
That's the way it works.
Now, if you take into account the value creation, introducing on the picture how much money was invested by venture cap, by pension funds and so on so forth, private equity firms in the development of the company, all the datas are available for dd.
The investment was $19 billion just for equity, and the valuation when the company was listed was 73, so it was quite okay, but today the valuation is 15, so the valuation was divided by five compared with the I P O and the market value added.
Well, you are an investor.
You have invested 19.
Today, it's worth 15.
You have destroyed four Lyft investment, 5 billion valuation 24.
Now valuation is four divided by six.
Market value added four minus five is minus one.
Uber.
It's a different story because $20 billion were invested by a number of capitalists.
Now, the valuation of the I P O is 82.
Today it's 94, and it's the same because of, but the market value added is 94, minus 20, which is 74 billion.
Though you understand that the reputation of Uber on the stock market, especially benchmarked against its competitors is quite favorable.
As you know, Uber based its success on an innovation which is them.
Uberization, I'm not going to make an entire lecture on Uberization, but what does it mean? You try to find a provider, but replacing the traditional intermediary with a platform, a platform or an application or both, and then you can create kind of marketplace.
You meet supply and demand and it works.
The first company which did that is not Uber, it's Airbnb.
It was about short term rentals, so you don't need any more, any system of reservation or whatsoever.
You just go to the platform and you make your own booking.
Uber, it's about using the services of a private taxi.
You know that perfectly well.
Now, when there is innovation, there is creative distraction.
What about Airbnb? To start with, Airbnb is simply replacing complementing hotel reservation systems and they are bypassing the relay estate agencies.
You don't need the broker.
You go directly to the offer, to the supply, and then you can make your selection.
Interestingly, it's about bilateral evaluation.
The provider is evaluating the user and the user is evaluating the provider, which is quite interesting and was implemented by Uber as well.
Now, on the creation side of the innovation, you create something, an additional offer.
There are now a number of people who are generating additional rental income out of their premise house somewhere in the countryside.
What about Uber? Now, they aware taxi companies with a reservation system before Uber, but Uber decided to break a monopoly, and that's a distraction.
You destroy Monopoly, which has a huge impact on cost, reduces quality of service up.
Of course, the impact of that is that you improve very much a competitiveness.
You improve competitive delivery mobility, and you bypass the system which was installed stable and long term.
In terms of distraction, Uber dis disrupt the pension of the taxi driver.
A taxi driver in 2013 buys a professional card for 260,000 euros.
You can buy a house, you can buy a flat, not in Paris, but somewhere in France.
Now it's 120,000, so the pension of the person is divided by two.
That's traction, but the consequence is that it's less capital invested in the card.
If you don't invest in the card, you can invest in the quality of service in the cab itself.
Now, is it fair competition or not? That's another story, but definitely it's a disruption and it's a distraction for all these people who bought their card.
Now, there are a number of controversies which are attached to the name of Uber.
The first one is about bypassing, circumventing the lobe, and you make the driver extremely precarious in terms of social and economic situation.
Abstraction of justice, which was observed in a number of countries.
Political lobby, yes, but active between quotes was uh, very um, borderline practices between quotes as well, academic influence.
Some nice professors are writing books and articles in favor of your business.
Last but not least, the internal management culture is a permanent controversy at Uber during the first years.
Let's start with the first one.
The taxi driver was a savvy man was working for a company or he was working for himself, but now it's a self-employed status period, so there is a complete loss of protection of the employee status.
You are not protected anymore by the fact that you are employed by a company with some social security advantages and so on and so forth.
This is gone.
You are not supposed to work a number of errors and no more.
Now you can work 24 hours per day.
Of course, the impact is about cost reduction, but you also transform the salary of the person, which is a fixed cost into a variable cost.
You work or you don't work.
You are paid, you don't pay, so a fixed cost becomes variable.
Uber was brought to the court by hundreds of institutions in every country, United States, Europe, everywhere, lawsuits.
Why violation of social regulations? Are you an employee? Are you an independent person? If you're supposed to be an independent entrepreneur and you work 100% of your time for Uber, it's not exactly independent commercial regulations.
The right to exercise the activity of taxi, you bypass a low and then you go to the court.
What about obstruction of justice? Because the company had plenty of legal problems in a number of countries.
Sometimes the police was visiting the officers of the company and then the company was doing something, which is kill switch.
Kill, switch.
Stem is what? It's exactly the same in manufacturing as the emergency stop button.
So you see the police, which is getting in the office, you push the button and then the data system, the information system, the computers, everything is frozen, and of course you say, oh, we have to protect the data.
Is it protecting the data or is it making sure that nobody can look at what is on the screen abstraction? There are many reported cases of this kind of abstraction, which is not very much in favor of the reputation of the company.
The company also did a lot of political lobbying.
There's nothing wrong with that.
You want to convince the authorities.
You want to convince the lawmakers that what you are doing is good for the country, it's good for the happiness of the citizens.
You are selling the merits of your business model.
How do they do that? They're promoting competition, competitive practices, and then you improve the competitiveness of the economy.
You reduce costs for citizens, you improve the quality of service, and that's great.
The problem was about how they actually did the lobby being there were some questionable practices and financial incentives such as, um, you buy some shares of a company and the value of the shares is much more than what you pay a bit bolder line or behind the border.
Academic justification is quite interesting as well.
You do some contracted research with some prestigious prophecies and economists working in reputable institutions worldwide now, and these people, they are writing papers.
Of course, in the papers they mentioned that their research has been financed by Uber.
The conclusion of the paper is that Uber is working for the country in favor of the country in favor of the citizen.
Why? All because you improve the competitiveness and so on, and then you reduce the cost and is great for everybody.
And then you say that this is demonstrated by the data which were provided by Uber and which are confidential data, so unfortunately you cannot disclose the data.
You understand that there are some doubts about the independence of the researchers.
This reminds me a very interesting and funny story.
You may be, remember, inside Jobs a documentary about the subprime crisis.
At the moment, a very well-known professor working and teaching in a very respected institution was interviewed and you know, he had published a report before the Supreme Crisis, which was absolutely demonstrating that the Iceland banking system was extremely robust.
Of course, it collapsed, as you know, but interestingly, the same report with exactly the same content was in his own biography, but with exactly the opposite title.
The content is the same, but the title is why the Icelandic Banking System is about to Collapse.
He had been paid 150,000 US dollars to produce a report.
Last but not least, the internal management culture.
The culture inside the company is an extremely aggressive management accusations of sexual harassments.
The list is extremely long, but of course the company says, oh, it was before, it was before 2017.
It was under the leadership of Mr.
Kanick.
Travis Kanick had established a set of values, leadership values, 14 of them.
This is a list of the values.
What do you read, hustling, confrontation, super pomp ness, et cetera, et cetera.
Of course, obsession with a customer was, she's quite good, optimistic leadership.
This is great.
Bold betts, no problem.
Celebrate C.
Yes, but with a management style and a confrontation between people, which is definitely a TAF culture.
In 2017, Kanick is out of his c e o job and is replaced by a gentleman coming from Iran, an Iranian immigrant, now US citizen.
He left Iran because of the revolution.
His name is Dara Koro Shahi, and he's going to be extremely different than his predecessor.
I'm not going to tell you the whole story, but the vote on appointing, uh, Koro Shahi as a new c e o was itself a kind of fantastic movie.
Forget about that.
He's a very highly effective c e o at Expedia.
It boasted the performance of the company.
He's hired.
He's a new c e o and he's introducing a new management culture with values.
No more 15 values, less eight, but a little bit different, at least for some of them.
The cultural norms at Uber and why do you read? Oh, global, local, that's fine.
Everybody's doing the same.
But cities, communities, we are very much involved because we are about mobility, customer obsession in both case, which is quite normal.
The celebration of differences is probably a little bit better with the new c e o rather than with the old one doing the right thing.
There's a very interesting value ideas over hierarchy, so more or less, what does it mean? If you have a good idea, you have the right to bypass your hierarchy or to go through the hierarchy to bring the idea to the top.
Now, under Nic's leadership, it was tip two, so you are walking on the toes of your hierarchy.
Now you have ideas.
These are great ideas.
Promote them and big, bold betts, okay, that's normal.
If you want to create something, you have to take Betts and you have to be bold.
Now, eventually, what was the outcome of this period? 20 17, 20 23 Success.
Fantastic success.
Back to performance.
Gross.
The company went through the Covid pandemic demonstrating its robustness.
It's a global company and now it's profitable.
The company says we want to pursue profitable growth because of course, a company now is positive in the p and l, but you could say also, wow, you are now all generating a profit, which is a little bit positive.
How do you evaluate the financial return for the shareholders? Net earnings divided by equity.
When their earnings are marginal, the return on equity is marginal.
Now it's no more about being proud of being positive.
In terms of p and a, it's about increasing the profit.
It's about transforming the profit into free cash flow, and then you understand that when the return on equity is new, the 45 is transformed into 46.
If you want to double the 46, you have to pursue profitable growth.
It's a difference between book profit and financial performance.
Thank you very much.