That’s super exciting, and again, we want those ads to be great. Nothing like the taxi things you can see in the U.S., in New York, which are not so big. I will also say, as a quick aside, drivers participate in the economics of those tablets as well. And so when you were getting served an ad as a rider, also contributing to the driver and the driver of course appreciates that and that makes them more willing to drive for less, which is wonderful. The third thing, which you might have seen, particularly in New York City are the rooftop, the visual rooftop screen. A number of different organizations have these. We think our screen happens to be one of the best in terms of its resolution, in terms of its cost, its ease of use, it’s repairability and so on and so forth.
We have got about 1,000 screens right now and we will see that grow over time, which allow obviously really interesting. Imagine a city-wide takeover. Of course, they are all digital. So you can blast out Movie Premier across an entire city in a matter of hours. And then the fourth, because of our EBS business, any time you see a bike station, a docking station, you will see a panel next to it. Some of those are analog, old school. Some of those are digital, new school. Over time, of course, more would be digital as we electrify and we have got some really interesting work going on there, for example, in Chicago, but that’s another ad service, and imagine, again, that city takeover of a movie. So I know there’s a lot of detail, but that maybe gives you a sense of the scope of our ambition.
If you think of the scale of this, advertising is a multibillion dollar sort of opportunity. Not that I am just talking about for us, but I am talking about of this type of advertising. I think is still in its early days for us, it’s fairly small, but it’s up I think 4x year-on-year and we really like what’s gone.
Erin Brewer: Yeah. And I will take the question on contra revenue incentives. I might start with, if you don’t mind, bragging on our marketplace team a little bit. This is the team that manages this piece of our business every day. And clearly, since we have pivoted to the focus on competitively pricing competitively with the market, et cetera. I think that team has just delivered masterfully. Keep in mind that we operate one of the most complex sort of real-time dynamic marketplaces that exist out there, and so as a consequence, we are going to be making dynamic decisions as it relates to both driver and rider incentives. But to give you a sense on you know the performance that, that team has delivered from a contra revenue per incentive perspective, we have become more efficient per ride in Q2, again in Q3.
We expect that to continue to get more efficient in Q4, so they have just done a masterful job at getting supply where it needs to be doing a great job for drivers about sort of predicting the time and the places where we will see demand. And so I want to give that team a ton of credit. That being said, again, there’s a dynamic nature here. So while on a contra revenue incentive in Q3 that got — that definitely got more efficient. For example, on the rider side, we spent a little bit more, again, in a very targeted way, supporting our back-to-school efforts, which David highlighted. So that piece of the incentive structure is still quite small. It’s less than 5% of revenue. But I highlight that just to give you a sense of how we will make those decisions in a reasonably dynamic way.
But I am really pleased with where we are overall in terms of the continued health in our marketplace and the balance that we see there.
Benjamin Black: Great. Thank you very much.
Operator: Our next question comes from Michael Morton from MoffettNathanson. Your line is now open.
Michael Morton: Thank you for the question and also the additional disclosures. I was wondering your competitor has spoken to 1P insuring self-insuring versus 3P model. I would love to hear maybe a little bit about the pros and cons of each strategy, and how you think about that going forward? When we did the meet and greet in the Bay Area, you spoke about it a little bit, keeping the insurance companies honest. But that would be great to learn a little bit more about how you are approaching that?
Erin Brewer: Sure. For a number of years, what I would say is that, we have had a mix, a portion of our book that is self-insured and then a mix where we contract with third parties through relationships that extend over many, many partners we have been with for many, many years. And so we always look at this from a number of dimensions. One, obviously, ensuring that we are getting the best and most competitive rates. We now have about 10 years of data across the marketplace. I think that helps give us a really informed point of view and instead of the previous experience that helps us make smart decisions. We like the mix that we have today. Certainly, in terms of the portion of our book that we contract with third parties, that gives us certainty as it relates to cash flow and so having that mix, we think, is a good portion of our business.
So I wouldn’t expect that, that total mix might move by a few percentage points on any given point in time in our renewal cycle. But I think, overall, we are pretty pleased with the mix that we have and we think it’s a very, very competitive structure.
