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Uber Adopts Subscription Model in India: Impact on Drivers and Business

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by Giorgi Kostiuk

10 months ago


Uber has announced a shift to a subscription model in India. Instead of a per-trip commission, drivers will now pay a weekly, monthly, or yearly subscription. This change is driven by tax and business strategies.

Uber Changes Payment System for Drivers

Leading ride-hailing company Uber has announced the replacement of trip commissions with a fixed subscription fee for its drivers in India. This new model, which only affects its rickshaw segment (Uber Auto), means that drivers will independently set their fares and accept payments only in cash. Uber maintains its role as a platform connecting drivers and passengers.

Implications for Business and Taxation

Uber's switch to a subscription model is aimed at simplifying its tax obligations. This comes after an Indian court ruled that mere connectivity services do not constitute a taxable service, allowing Uber to bypass taxes associated with commissions. With this change, the company will pay taxes solely based on subscription revenue. This also aids in enhancing business transparency and regulatory compliance.

Prospects in Other Countries Including Nigeria

Considering a similar implementation in Nigeria, Uber hopes to improve conditions for drivers. Nigerian drivers often cite high commissions as unfair, noting significant expenses incurred in vehicle maintenance and hefty aggregator fees. Partner Peter Nwofia suggests that this new approach might ease tax disputes and offer greater clarity. However, given the country's economic realities, drivers may prefer smaller, more frequent subscription payments. Consequently, companies must adapt by perhaps offering daily subscriptions.

Uber's transition to a subscription model indicates a strategic move to stay competitive while meeting tax requirements. While the change is being embraced in India out of necessity, success among drivers in other countries like Nigeria will depend on the model's practical benefits.

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