How Did Travis Kalanick And Garrett Camp Come Up With The Idea Of Uber?



The now-famous snowy night in Paris at the end of 2008, when Travis Kalanick and his friend Garrett Camp couldn’t get a taxi, seemed to be a fairytale start to a global commercial conflict. Nonetheless, the concept that was created that evening culminated in a one-of-a-kind company boom, probably the finest illustration of digital technology’s transformative influence on today’s business and economy.


Frustration that two computer geeks couldn’t order a cab grew into Uber, a worldwide firm worth tens of billions of dollars that operates in seventy countries and more than 10,500 cities, in just a few years. The character of Uber’s CEO, Travis Kalanick, deserves most of the credit for the company’s quick success.


It was hard to predict where this concept would lead in the beginning. On those days in Paris, Kalanick and Camp articulated a straightforward desire: I want to be able to push a button and have a taxi arrive in a few minutes. However, when they pitched the concept for a new smartphone application to their colleagues, they were dismissed as having no future. Kalanick was among many who abandoned the plan, but Camp seemed unconcerned.


How did these two geniuses manage to create a company worth billions from nothing – whose path is closely followed by many copycats from all over the world, hoping for the same success? Where they started and how Uber operates today, read below!




After returning to San Francisco, Camp registered the Internet name ‘’. Camp told Vanity Fair last year that he didn’t want to forsake the idea, but he also needed Kalanick as a partner.


In Paris, the two went to the Eiffel Tower, where Kalanick leaped over a barrier to obtain a better look. ‘I admired his determination to achieve his goals. ‘I realized that for such a large project, you need courage, and he made an impression on me of someone who had it,’ Camp stated.


As a result, the firm was established in 2009, and the first version of the program was released in the summer of 2010. What started as a vision became a reality. The vehicle comes in a few minutes after a button is pressed. The most essential reasons for Uber’s rapid growth are its ease of use, availability of transportation, and lower prices.


The program, using GPS technology, gets data from the user’s phone on the exact position of the user, locates the nearest driver, and allows the user to track the driver’s arrival on the map. Because drivers do not have traditional taxi meters or cash, billing is also handled through the program. The cost of the ride is paid to the credit card linked to the app, Uber gets a commission, and the difference is passed on to the driver.




Uber’s introduction removed the need to phone a taxi company to organize a trip or to stand on the side of the road hoping to find an empty taxi.


Paying for transportation in cash or by card is no longer a bother, and because the application instantly displays the driver how to travel to the location, users of the service no longer have to explain to drivers how to get to the destination, as is occasionally necessary when using traditional taxi carriers.


Simplicity and lower costs proved to be a good combination. So popular that the program created the first conflict in San Francisco, when it was formally released in 2011.


The local authorities objected since the company’s name included the word cab (short for taxicab), which stands for taxi service, and UberCab was not and still is not a traditional taxi carrier.


As a result, the company’s name was reduced to Uber, by which it is still known internationally today.


The clash with San Francisco municipal officials was only the first of many that have defined Uber’s global development. Licensed taxi drivers are the most vocal and vehement opponents of Uber virtually everywhere.


Taxi drivers are frequently the ones who battle the hardest against Uber-competition, from protests to physical confrontations with Uber drivers, to pressure through municipal and state governments.




Anyone with a car could become an Uber driver. It is sufficient to possess a driver’s license, a car, and a smartphone.


States and cities with slightly stricter licensing for taxi operators are more likely to rebel against Uber’s arrival, but the fact that in 12 years the service has expanded to 10,500 cities in more than 70 countries and that more than 3 million drivers work for the company speaks volumes about how city authorities’ efforts are frequently in vain.


This is where Travis Kalanick’s personality shines through. Despite the fact that he was not immediately named CEO, Kalanick proved to be a winning combination in that position.


Far from the seemingly reckless behavior associated with another transportation industry revolutionary, Michael O’Leary, who turned Ryanair into one of the world’s largest airlines by offering extremely low-cost flights, Kalanick employs a similar strategy – he pays little attention to regulators’ and competitors’ objections.


Uber’s entrance in a new location is virtually always fraught with complications. However, the service’s popularity among consumers is a trump card that no one can take away from Kalanick.


While traditional taxi drivers, their corporations, and authorities try to figure out how to stop Uber, the service generally attains so much support from residents that they become its most vocal supporters.


In addition, in reaction to concerns, the corporation employs highly effective publicity campaigns. So far, several attempts to prohibit Uber from conducting business have failed to prevent its astonishing worldwide development.




However, taxi drivers are not Uber’s sole competitors. Other firms that operate in markets where Uber has not yet expanded have incorporated the original concept into their programs.


When, a few years ago, Uber sold its corporation in China to the domestic company Didi Chuxing in a deal worth 35 billion, everyone thought that it was a defeat for Uber, only presented in another way.


The news of the merger, on the other hand, came as a relief to many of Uber’s investors in China as the two companies poured billions of dollars into fighting each other.


The company Didi, which together with Lyft was worth about 17 billion until recently, is now worth 68 billion alone, so taking over Uber in its market has obviously proven to be an excellent decision.


As Uber is a company where the main goal is to make the customer happy, it was difficult to make an excellent impression after years of work in every segment. It was because of many scandals and controversial headlines about the owners of Uber that Kalanick – the former CEO – decided to resign.


No company has had to apologize as much for its behavior as Uber, which ultimately led to Kalanick announcing that he was stepping down from the company’s top job, meaning he was taking time off, but didn’t say when he planned to return. In the letter he sent to the employees, Kalanick wrote that he was leaving because he had to work on himself, and as a reason for his sudden departure, he also stated that his mother had recently died in a boat accident.


Kalanick left the position of executive director to Dara Khosrowshahi back in 2017.




Uber Technologies said that it nearly doubled its revenue in 2022 as a result of a recovery in demand and increased driver participation in quest of additional income.


Uber ended last year with an 83 percent increase in revenue, totaling $31.9 billion. EBITDA (earnings before interest, taxes, depreciation, and amortization) were adjusted to $1.7 billion. In 2021, the corporation lost 774 million dollars on the same item.


Uber anticipates adjusted EBITDA of 600 million to 700 million dollars in the first quarter of this year.


The ride-sharing sector has profited from the removal of epidemic limitations, as well as increases in automobile pricing and maintenance expenditures, which have forced many individuals to rely on taxis as a solution.


Simultaneously, an increasing number of drivers are prepared to share a car in order to supplement their income.


Uber CEO Dara Khosrowshahi stated that the number of active drivers on the platform reached its greatest level since its inception in the fourth quarter and had increased further in January, allaying concerns about a driver shortage.


“We have clearly separated ourselves from our competitors in terms of driver preferences. This led to a significant strengthening of the position in that category of services on a global level, especially in the USA, where it is close to the highest level in almost six years,” said Khosrowshahi.


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