(G1) GROUP 13 | UBER

Let’s Grab an Uber!


Uber started as an app to connect people who need rides with people who can provide one, driving their own car. It has been a trendsetter in using technology to make services such as taxi rides and food delivery convenient and efficient. In addition to making transportation more accessible, they contribute to local economies.

Uber has invaded all seven continents, and four social media sites, namely Facebook, Twitter, Instagram and LinkedIn.

Target audience

Uber’s audience is not targeted at a particular demographic, but caters mainly to tech-savvy customers. In our proposal we are focusing on Uber Singapore. A few other target groups we have identified include people aged 18 and above (as card payment is a common option) as well as morning commuters who might prefer UberPool.

Research Question

How can Uber better leverage its use of social media platforms to improve its public image and customer satisfaction?

Value of study

Uber is a major player in the phenomenon of shared economies. Traditional services such as food delivery, accommodation, retail commerce and of course taxi services are becoming increasingly “socialized,” in terms of the use of media platforms. As a company that relies heavily on smart phones, internet data and GPS location, their need for social media to promote and engage is evident. They are also decentralized as the capital and resources do not belong to Uber itself, but rely on social networks.

Uber’s current strategy and its problems

Currently, Uber’s social media content focuses solely on promotional messages. Some of their other popular posts include congratulatory/condolence messages. Uber’s main channel of social communication is Facebook. They then post the same content on Twitter and Instagram.

The problem with this is that there is constant one-way communication through promotional codes, leaving little room for engagement. The Uber team is inefficient at responding to customer comments and complaints on Facebook, lowering customer satisfaction and loyalty. They lack content-optimization for each of the platforms, not utilizing the features and specific purposes of each. Uber also fails to capitalise on key calendar events such as F1 Singapore, Ultra Singapore, National Day and Singapore Food festival. Posting varied and interesting content could increase awareness and ridership.


Our research will take place through the following methods:

  • Analysis of:
    • Social Media platform choices
    • Coherence of message strategy across platforms
    • Content-audience engagement levels
  • Benchmarking against major competitors
  • Analysis of three key calendar events
  • We are considering holding interviews/focus groups to find out customer perceptions about the feasibility of our suggestions.

Possible proposed strategies

We will look into:

  • Content strategy in terms of messaging style and content optimization for each platform.
  • Follower recruitment strategy, perhaps through social media campaigns and external brand spokespersons.
  • We suggest hashtag campaigns, lucky draws, sharing of driver and rider experiences, daily updates and improved customer response.
  Facebook   Twitter  Instagram
Role in social media strategy Promotions, service updates, new services, customer feedback, news releases Daily updates, promo codes, pre-event reminders, service hotline User/driver stories, destination photos, hashtag campaigns
Possible campaigns Lucky draw, weekly Uber driver introduction campaign Customer response services Sharing of ride stories, hashtag campaigns, cool Uber rides

By: Jasraj Singh Chadha, Aparna Nellore, Joo Jian Rong Julian, Neo Wei Lun Leonard

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