Eric Sheridan: Thank you for taking the question. Maybe a two-parter on Uber One. Would love to learn anything that you’ve sort of continued to evolve and develop with respect to Uber One internationally as some of those markets have rolled out and they’ve begun to scale the longer Uber One has been available in some of the more overseas markets? And second, you have the call out in the prepared remarks around the subscription revenue run rate, what do you see as some of the biggest white spaces to drive more subscription revenue, but also continue to add more value and depth to Uber One at the subscription layer in terms of incentivizing adoption? Thank you.
Prashanth Mahendra-Rajah: Yeah. Before Dara jumps into that, I just want to remind everyone on what the — is being referred to. We announced in the prepared remarks that our Uber One membership fees are now in excess of $1 billion. So that’s a — that’s the first time we’ve called that out, but it’s a big way point for us on our way to continue driving that.
Dara Khosrowshahi: Yeah, Eric. In terms of our strategy for Uber One internationally, it’s largely the same as our strategy domestically and globally. It’s a global product. We see penetration of Uber One consistently increasing in the U.S., Canada and internationally. Members are now generating 32% of Mobility and Delivery gross bookings, which are nicely up year-over-year. It’s over 45% in delivery gross bookings, where generally kind of were more highly penetrated. And I’ll remind folks that members spend 3.4 times as much as non-members per month. So it is a great vehicle for us to drive adoption and drive really attachment with our various services as well. We are kind of working on a bunch of pretty exciting new initiatives.
One that I would call out is continuing to optimize on the use of Uber Cash on the Mobility side. On Delivery, you get a discount on — you don’t have a delivery fee, you got a discount on your food often. With Mobility, you get back Uber Cash. And actually, 25% of Uber Cash earned on Mobility in the U.S., for example is being redeemed on Delivery, and that’s up from the mid-teens when we originally rolled out the benefit. Business riders also get Uber Cash, which is pretty cool. And we’re seeing over 60% of the Uber Cash that’s earned on mobility actually redeemed on Delivery as well. So we think that membership is a powerful lever in terms of general penetration into our marketplace and the frequency growth that we’re seeing, but it’s also a great lever in terms of using Uber Cash and introducing more of our users to the Delivery benefit as well.
In terms of Mobility, we do think that we can penetrate more deeply into Mobility and like we’re now introducing cashback accelerators, where you can increase the cash back in month for any product to the extent that we’re trying to drive a product or quest that encourage users to use more premium products as well, but carry higher margins for us. You will see more member exclusive coming up where members have exclusive access to events and experiences, which will kind of surprise and delight our members. And then lastly, I would say that we are now moving more of our members on a global basis to annual pass. Annual pass actually resulted in significantly higher retention rates. So we’ll cut the — our members are able to save money, so to speak, and we see it in the retention benefits.
And that has resulted in retention increasing nearly 200 basis points on a year-on-year basis in March, for example. So there’s a lot going on. We think we are — there’s a ton of white space as it relates to our membership product. We’re very pleased with $1 billion in revenue, but we think that there’s a lot more growth there in membership generally and in terms of membership revenue.
Eric Sheridan: Great. Thank you.
Dara Khosrowshahi: Your are very welcome. Next question.
Operator: Your next question comes from the line of Nikhil Devnani with Bernstein. Your line is open.
Nikhil Devnani: Hi. Thanks for taking the question. Dara, I wanted to ask about U.S. rideshare growth. First, is it keeping pace with your mid-20s growth overall for the business? And then second, can you talk a bit more about where the growth is coming from? Obviously, the service is not new anymore. So it feels like it’s more frequency led, but is there still a healthy supply — or healthy funnel, sorry, of new customer acquisition that you’re still finding maybe it’s suburbs or smaller cities or new demos, however you want to frame it? But just your overall thoughts on how this growth sustains would be very helpful. Thank you.
Dara Khosrowshahi: Yeah. I see in terms of U.S. Mobility growth, we don’t disclose U.S. versus non-U.S. But obviously, by the overall numbers that you see in terms of our Mobility growth, 26% on a year-on-year basis compared to 28% last quarter and 100 basis points of kind of slowdown was because of Careem on a comparable basis. These are very, very high growth rates, and the U.S. is our largest market in terms of gross bookings. So we wouldn’t be able to grow at these rates, so to speak, without the U.S. growth being very, very healthy. In terms of where Mobility growth is coming from, I’d say the significant. The most significant part of growth is coming from audience. Our MAPC growth in Mobility was up 17% on a year-on-year basis.
Overall, 15%. So the audience growth for Mobility is actually growing faster. And one particular area of growth that we’re seeing is our new products. When you look at our hailables product, U4B, our new health business, Reserve, UberX Share, all of these products kind of our new growth fats are growing 80% year-on-year. But at the same time, over 20% of our new customers are coming from this new product category as well. So it’s a good business. It’s growing very, very quickly, but it’s also introducing a whole new audience into our marketplace. Last thing that I would add is that with the pandemic, I think a lot of people who are kind of commuting to work, etc., stopped commuting. We have lost some of our most frequent customers. We see the weekday commute use case being particularly strong as people are coming back to work.
Some folks may not like that, but we love it here at Uber, people getting back to work and getting back to the office. So there is an audience who kind of stopped using us as frequently as they used to. We were kind of a daily habit. And hopefully, we will see that audience come back, and we’re seeing evidence of that in terms of the weekday volumes being super strong.
Nikhil Devnani: Thanks, Dara.
Dara Khosrowshahi: You’re welcome. Next question, operator.
Operator: Your next question comes from the line of Ross Sandler with Barclays. Your line is open.
