If Uber Loses $1 Billion, Can It Be Worth $62 Billion?

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By Douglas A. McIntyre Updated Published
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If Uber Loses $1 Billion, Can It Be Worth $62 Billion?

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Several media outlets were able to get copies of Uber’s first-quarter figures. Revenue rose 55% year over year to just over $11 billion for the quarter. Based on adjusted EBITDA, which its uses to measure profits (whether that is a fair method or not) was $304 million, compared to a loss of $597 million on the same basis.

That means Uber’s loss run rate is well above $1 billion a year. Based on some transactions in ownership, the ride-sharing service is worth $62 billion, which is $10 billion more than GM.

Uber’s valuation raises concerns once again whether companies with huge losses can be worth huge sums. They continue to consume cash. If they are wildly successful, they draw strong competition, which in Uber’s case includes Lyft and several riding-sharing services outside the United States. Some car companies have decided to set up ride-sharing experiments of their own. So have some car rental companies. Uber is not only losing money, it is being flanked, albeit by smaller competitors.

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A number of tech companies that lose money have had strong initial public offerings. These can be divided into two categories. One segment is firms like Facebook, which make huge amounts of money. A number of others, ranging from GoPro to Blue Apron to Twitter, have not. While Uber is not in a business related to any of these other money-losing operations, it also cannot make an airtight case that it will ever make a dime.

Uber had a number of management problems, particularly the ouster of its CEO and founder, Travis Kalanick. Uber can fairly claim those problems are behind it. It also can make the case for scale. It is by far the largest company in its industry. It cannot make two other critical arguments, however. One is the case for competence. Uber may not be managed better than its rivals. It also cannot make the case for a wide moat. Other companies already have proven they can move into the business, and do so without special skills that Uber might claim only it has.

And, finally, Uber could continue to grow, but the investment needed to do so is too high to make it a viable business. Or its growth could slow, which makes the case for eventual profitability even harder to make.

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Photo of Douglas A. McIntyre
About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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