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Georgie Jeffreys is the Director of Marketing at Uber Eats. She talks to us about the company’s latest initiative and how they’re using the credibility and trust they’ve built in getting people and food from point A to point B – to now delivering other goods while competing against established giants.

Talk to us about how Uber is expanding? Where are you at in that journey?

The fun and challenging part about working at a company like Uber is that we are always in a state of evolution expansion. The company was founded 12 years ago and at that time was strictly in the business of moving humans from point A to point B. And then six years ago we expanded with Uber Eats to deliver restaurant food, which has become our primary line of business across the company.

Today we are expanding again from not only delivering restaurant food to delivering local commerce in all its forms: grocery, alcohol, goop beauty products and homewares. These category expansions within the Uber Eats business are certainly new to the consumers, but not for the organization. We started building the foundation for this expansion about two years ago, but we’ve only started to talk to consumers about these new offerings within the past six months.

How are you working to shift brand perception to highlight how you’re expanding?

In many ways we’ve already done the hardest part, which is building credibility and trust with our consumers. It’s much harder to gain consumer trust when it comes to moving humans from point A to point B than just moving restaurant food. So, we were able to lean into that established credibility when we launched Uber Eats. Now we’re trying to shift the perception about what Uber Eats can deliver, which starts with accelerating awareness.

This is critical for us, not just because it enables future growth, but also because we’re operating in a highly competitive environment. We are competing against both established giants and fast-moving hungry startups.

We also have more specific perception issues like our name, Uber Eats, which led to our recent Super Bowl ad campaign, “Uber Eats and Don’t Eats.”

How do you measure success with your brand initiative? What key metrics are you relying on?

This changes a lot depending on the campaign. Across every program we run we are measuring both brand and business metrics.

And while we do have a longer-term brand view, we’re always measuring the immediate impact on the business. So, with something like the Super Bowl ad we were measuring the main KPIs and the awareness of our expanded product, but we’re also looking at the very short term, even daily to weekly uplifts in orders and sessions.

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