Gett: Go To Market PlayBook

Introduction

As UK General Manager, I led Gett’s regional expansion within the UK’s on-demand transport sector, launching in 32 cities outside of London.

The approach focused on rapidly introducing the product to new markets, effectively engaging both drivers and riders, and building a sustainable business model amid growing competition.

Through strategic rollouts and targeted defenses against major competitors like Uber, we managed to scale quickly while maintaining market balance and growth. This analysis outlines the key tactics and strategic decisions that fueled Gett’s success and solidified its presence in the UK’s dynamic transport landscape.

Gett: Go To Market PlayBook

Introduction

As UK General Manager, I led Gett’s regional expansion within the UK’s on-demand transport sector, launching in 32 cities outside of London.

The approach focused on rapidly introducing the product to new markets, effectively engaging both drivers and riders, and building a sustainable business model amid growing competition.

About Gett

Gett is a leading on-demand mobility company that connects customers with drivers for seamless, reliable transportation services. Founded in 2010, Gett quickly established itself as a key player in the ride-hailing industry, particularly known for its focus on corporate clients and commitment to driver welfare.

Operating in the UK, Israel, and Russia, Gett differentiates itself with a strong emphasis on high-quality service, competitive fixed pricing, and a business model that prioritizes both customer satisfaction and driver earnings.

THE CHALLENGES

Strategic Challenges

Develop a Regional Revenue Stream Comparable to London

Expand into 32 cities with the strategic goal of building a strong regional presence that could generate substantial revenue, positioning these markets as key contributors alongside London.

Launch Before Uber

Secure a first-mover advantage to establish market dominance, shape early customer and driver perceptions, and set a pricing and service standard that competitors must follow.

Defend Against Uber

Develop competitive strategies such as exclusive partnerships, localized promotions, and driver loyalty programs to protect market share as Uber entered, leveraging the strength of established regional operations.

Operational Challenges

Convince Drivers of the Product’s Value

Engage drivers through targeted incentives, onboarding support, and ongoing engagement initiatives to keep them active and loyal to the platform.

Educate Customers on the Product’s Benefits

Execute marketing and awareness campaigns to highlight the convenience, savings, and advantages of using the service over competitors.

Engage B2B Clients

Develop direct sales strategies, customized pricing models, and value-added services to attract business clients, showcasing the efficiency and reliability of the service.

Adapt to Local Market Dynamics

Recognize and respond to unique challenges and opportunities in each city, customizing approaches based on local competition, regulations, and customer behavior.

RESULTS

32 Cities Launched
Successfully launched in 32 cities, achieving first-to-market status ahead of Uber, solidifying early market leadership and creating a strong competitive moat.

£1 Million In Revenue In Year 1

Demonstrated rapid market traction and revenue generation, establishing a solid financial foundation early on.

£10 Million In Revenue By Year 3
Achieved significant growth with key cities showing strong retention, even as competition intensified, defending market share against Uber’s entry.

10,000+ Drivers Acquired
Built a substantial driver network, enhancing platform liquidity and creating a critical defense against Uber by securing supply-side loyalty.

THE APPROACH: Strategic Phased Expansion

Our launch plan utilized a progressive, phased strategy, with specific entry criteria guiding the transition to each new stage.

We rolled out in clusters of 4 to 5 cities at a time, allowing us to mitigate risk by diversifying our efforts. This approach provided a safety net, enabling us to maintain momentum even if some cities underperformed (see part 3 for details).

THE APPROACH: Liquidity Cycle & Network Expansion

On-demand transport platforms rely on liquidity network effects, where the balance of supply (drivers) and demand (riders) drives the overall efficiency and growth of the service. The cycle begins by increasing the availability of drivers, which reduces wait times and fares for riders, making the service more attractive.

As rider demand grows, drivers experience more frequent trips and higher earnings potential, which attracts even more drivers to the platform. This self-reinforcing loop accelerates platform growth, optimizing the user experience and expanding the network’s reach.

THE APPROACH: Staged Rollout System

Building on the phased launch strategy in Part 1 and the liquidity cycle from Part 2, the Staged Rollout System is designed to strategically drive liquidity and traction in new markets. During the initial X-week period, a cross-functional team concentrates on engaging both supply (drivers) and demand (riders), aiming to create the balanced activity necessary for sustainable liquidity.

When traction is achieved—signaling a successful increase in market liquidity—the region shifts to ongoing support, utilizing existing customer support, marketing, and automated systems to sustain and scale this growth. If there are no clear signs of traction or liquidity, the team reduces focus and reallocates resources to maximize overall impact. For regions showing potential but needing more time, the evaluation period can be extended, allowing continued support to solidify the liquidity cycle.

This staged approach ensures that each new market is carefully assessed and nurtured, with a continual focus on enhancing liquidity by fostering strong connections between supply and demand.

THE APPROACH: Market Engagement Tactics

To successfully build liquidity and drive traction, a targeted approach was necessary to engage both drivers and riders effectively. The table below outlines the specific tactics employed to activate and retain each side of the marketplace.

By tailoring our approach to address the unique needs of each group, we were able to accelerate growth, enhance user experience, and strengthen the overall network effect.

CONCLUSION

Expanding Gett into 32 cities during a critical period for the on-demand transport industry was both challenging and rewarding. By prioritizing early market entry, engaging drivers and riders with effective tactics, and staying competitive, we built a sustainable business model in a rapidly evolving landscape. The framework used in this expansion is adaptable and has proven successful in other marketplaces as well, demonstrating that strategic leadership and a flexible approach can drive growth in any competitive environment.