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Why Uber Is a Top Stock Pick for the Future · Earn Your Leisure

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  Speaker 1: Why Uber, Well, there's a couple of reasons, and this
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  Speaker 1: is how we break down from an analytical standpoint, Right,
• 1:57
  Speaker 1: it's technical analysis and then it's fundamental analysis.
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  Speaker 2: Right.
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  Speaker 1: Yeah, we're going to go into the fundamentals because we
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  Speaker 1: want to see from a business standpoint, what separates them
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  Speaker 1: and why are they a great opportunity.
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  Speaker 2: So this is the call again, We're going to keep
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  Speaker 2: reiterating it.
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  Speaker 1: You can write that down, you can circle it, you
• 2:11
  Speaker 1: can go to your broken's account tomorrow and say, all right,
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  Speaker 1: I'm going to put this on.
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  Speaker 2: My watch list. Well, here's why I liked.
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  Speaker 1: It, and I think a lot of people in EYL
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  Speaker 1: you liked it as well. All right, So Uber is
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  Speaker 1: finally profitable. We talked about this as a ride sharing
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  Speaker 1: company when it initially ipoed in twenty one, but it
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  Speaker 1: turned into something so much more and when it started
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  Speaker 1: it wasn't profitable.
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  Speaker 2: But it recently has been.
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  Speaker 1: Right, So they've increased demand for ride sharing and delivery services.
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  Speaker 2: Obviously, kuber Eats is a huge, huge revenue.
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  Speaker 1: Generator for them, and they've done cost cost cutting measures potentially,
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  Speaker 1: and they shipped their growth at all costs to a
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  Speaker 1: sustainable profitability model, right.
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  Speaker 2: They want to make sure that they're making money all
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  Speaker 2: the time.
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  Speaker 1: That was something that they were accumulating over the first
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  Speaker 1: three years of business.
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  Speaker 2: Obviously that didn't work for them. They had to make
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  Speaker 2: some adjustments and they have.
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  Speaker 1: They've done the next job, huge congrattator on the entire
• 3:02
  Speaker 1: team at Uber from making those adjustments.
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  Speaker 2: All right.
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  Speaker 1: So Uber's revenue has consistently grown, but the company also
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  Speaker 1: implemented cost saving strategies, including job cuts and expanding advertising
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  Speaker 1: on its platform. So they've done a nice job on that,
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  Speaker 1: which wasn't always the case inside of the ubers apps,
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  Speaker 1: but you've also seen them starting to advertise a little
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  Speaker 1: bit more on linear television and also on streaming services
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  Speaker 1: as well. So they're getting this thing right, They've adjusted
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  Speaker 1: and the adjustment is paid off.
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  Speaker 2: Why else do we like Uber? All two words? Autonomous vehicles? Yes,
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  Speaker 2: that is right.
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  Speaker 1: Autonomous driving will be a game changer, like it or not.
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  Speaker 1: This is going to fundamentally transform the transportation economy, right,
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  Speaker 1: this is going to disrupt everything. Now, when we talk
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  Speaker 1: about Uber, we always think about hm. Who makes money
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  Speaker 1: in business? And if you know business, you know it's
• 3:55
  Speaker 1: the middle man, right, And so we always use Amazon
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  Speaker 1: as an example of Amazon doesn't make a product, but
• 4:02
  Speaker 1: what they do is make sure that products can make
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  Speaker 1: it to you.
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  Speaker 2: Right.
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  Speaker 1: So you have the person that creates the product, you
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  Speaker 1: have the person that needs the product, and you have
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  Speaker 1: the middle person that delivers, picks ups and ships to you.
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  Speaker 2: Right.
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  Speaker 1: So that middle man is Amazon In this case, Uber
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  Speaker 1: is just that right. Uber doesn't own a car, right,
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  Speaker 1: Uber doesn't need the ride.
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  Speaker 2: Right. They're not the person and they're not the vehicle.
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  Speaker 1: They're not a automobi built company.
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  Speaker 2: They are a service that provides ride sharing and services
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  Speaker 2: to people to get to and from places.
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  Speaker 1: And so when you think about that, they don't have
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  Speaker 1: to make a vehicle, right, which is high costs and
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  Speaker 1: the margins.
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  Speaker 2: And we can tell from some of the.
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  Speaker 1: Automotive industry companies that we know, right they're not making
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  Speaker 1: as much as a positive as they like.
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  Speaker 2: In fact, some of them, they're going to.
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  Speaker 1: Be in for a rude awakening here in the future
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  Speaker 1: when autonomous to scale.
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  Speaker 2: But they have a role in.
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  Speaker 1: This ecosystem where they are not just doing ride sharing,
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  Speaker 1: they're actually creating a technological platform that more people are
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  Speaker 1: going to be able to use. All right, So here
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  Speaker 1: is the competitive mode. Why do we like Uber so much? Well,
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  Speaker 1: a couple of things. Uber has already has a massive
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  Speaker 1: global network of writers and infrastructure.
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  Speaker 2: They built that out.
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  Speaker 1: So if you think of the number two in the
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  Speaker 1: space is probably Lyft, which is cool, but Lyft and
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  Speaker 1: Uber are completely different in terms of business structure. In fact,
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  Speaker 1: Uber is almost becoming synonymous with ride sharing services.
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  Speaker 2: Right.
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  Speaker 1: It's almost like when we think of adhesive bantages, we
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  Speaker 1: think bandaid.
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  Speaker 2: When we think of ride sharing, we think of Uber.
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  Speaker 1: They already have right present day over two hundred million
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  Speaker 1: monthly active users.
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  Speaker 2: That's a lot. That's a lot, and that's only going
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  Speaker 2: to grow.
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  Speaker 1: When you talk about international opportunity, when you're talking about
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  Speaker 1: business opportunity, and now when you talk it out about
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  Speaker 1: potential autonomous driving. Right, Uber also has a vast amount
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  Speaker 1: of real traffic routes, logistical algorithms, driver writer matching and
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  Speaker 1: payment systems, a demand data and customer support. So they
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  Speaker 1: have all the infrastructure ready for this monumental shift that
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  Speaker 1: could potentially be happening in the automotive space. Now, why
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  Speaker 1: does that make sense? Well, partnerships are important, right. If
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  Speaker 1: they don't make vehicles, they need to align themselves with
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  Speaker 1: companies that do.
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  Speaker 2: And there is a company that does have autonomous vehicles
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  Speaker 2: and their name is Weimo. That's right.
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  Speaker 1: We talked about this a few weeks ago. Uber has
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  Speaker 1: already partnered with Waymo. In fact, if you're in Austin, Texas,
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  Speaker 1: if you're in Atlanta at Georgia, and we actually saw
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  Speaker 1: this on the road in Atlanta. I think Shotty posted
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  Speaker 1: it in one of his stories. There was autonomous vehicle
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  Speaker 1: that was driving. But why does that make sense for Uber? Well,
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  Speaker 1: like I said, if you look at their revenue model
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  Speaker 1: and their expense sheet.
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  Speaker 2: Right, the majority of their expenses goes.
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  Speaker 1: Out to one key category in their business model, and
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  Speaker 1: that is the driver.
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  Speaker 2: Well, if I removed the driver from.
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  Speaker 1: The balance sheet temporarily, right, if I remove it, hypothetically,
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  Speaker 1: my revenue is going to go up because I no
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  Speaker 1: longer have to pay for the driver.
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  Speaker 2: I no longer have to pay for his insurance. Right.
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  Speaker 1: And so now you start seeing ways of increasing revenue
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  Speaker 1: by switching from a service that you had to a
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  Speaker 1: service that is going to potentially disrupt the way of
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  Speaker 1: the future for your space. And so Waymo's a key partnership.
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  Speaker 1: Like I said, Atlanta has already implemented it, Texas, Austin,
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  Speaker 1: Textas has it. New York is applying for application to
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  Speaker 1: see how way Moore moves in its jurisdiction, and.
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  Speaker 2: Philadelphia is next up.
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  Speaker 1: And so when we take all these things into account,
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  Speaker 1: you can see why two to three years out, I'm
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  Speaker 1: looking at uber as something that has potential growth on
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  Speaker 1: the upside, a lot of positives. Now we can talk
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  Speaker 1: about Tesla. Yeah, Tesla mixed vehicles. So that's going to
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  Speaker 1: be a cost expense in Tesla. Let's go back to
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  Speaker 1: that last lot. Tesla doesn't have this last key piece
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  Speaker 1: down here, right, They don't have the logistical algorithms, they
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  Speaker 1: don't have driver a ready magic. Now there is a
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  Speaker 1: button inside of the new Tesla model that can shift that.
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  Speaker 2: But what Uber does have is trust. Right.
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  Speaker 1: I used to talk about to my peers, and I'm saying, hey,
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  Speaker 1: can you imagine the time when you were younger where
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  Speaker 1: you would get in the car with a stranger and
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  Speaker 1: you would tell them to take you somewhere and that
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  Speaker 1: would be okay.
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  Speaker 2: Your parents would trust that. And Uber has just gradually
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  Speaker 2: done that for us. Right, We're liable to put our.
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  Speaker 1: Young teens and sometimes our young school and children in
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  Speaker 1: ubers to get to and from places. So they've built
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  Speaker 1: up a trust. Tesla is going to have to It's
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  Speaker 1: gonna take time for them to do that. The fastest
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  Speaker 1: way for them to do that which potentially partner with
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  Speaker 1: a company like Uber, such as what Raimo has done,
• 9:02
  Speaker 1: and that could be a game changer as well.
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  Speaker 2: So Uber is something that we like.
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