To mark its 10-year anniversary, the company has launched Uber Safari, a new product category that brings safari bookings directly into its app, beginning with Nairobi National Park. The move signals Uber’s evolution from a transport solution into a disruptive force in Kenya’s $3.6 billion tourism sector.
Uber Safari offers seamless, on-demand wildlife adventures in the only national park located inside a capital city. Riders can pre-book a Day Safari or Night Safari through Uber Reserve, then be picked up in a fully licensed Land Cruiser operated by local tour companies. Each ride includes a professional guide and a three-hour experience, merging technology with tradition and bridging city convenience with wilderness immersion.
At the launch, Imran Manji, Uber’s General Manager for East Africa, framed the move as both cultural and economic. “This product is designed to make safaris more accessible and convenient for both local residents and international visitors, while driving new earning opportunities for drivers and communities that rely on tourism. As we mark 10 years in Kenya, Uber Safari reflects our continued commitment to building products that matter,” he said.
Anabel Díaz, Vice President for Uber in Europe, Center East and Africa, underscored the broader vision. “This product truly embodies innovation rooted in local culture,” she said. “Uber Safari is a symbol of how technology and tradition can come together to deliver meaningful impact, from strengthening the tourism sector, to supporting livelihoods, to offering riders experiences they will never forget.”
What Next?
The launch comes at a pivotal moment. Tourism contributes 10.4% of Kenya’s GDP and 5.5% of formal jobs. In 2023 alone, Uber’s platform generated $21 million in additional value for the tourism industry, while drivers earned 37% more than their next best alternative. Uber Safari extends this disruption beyond urban commutes into game drives, signaling ambitions well beyond city streets.
For now, the service is exclusive to Nairobi National Park, but its potential reach is hard to ignore. If extended to global hotspots like the Maasai Mara, Amboseli, or Tsavo National Parks, Uber could radically shift how safaris are booked and experienced. Expansion, however, hinges on Google Maps updates, since Uber currently operates only in Nairobi, Mombasa, Kisumu, Eldoret, Nakuru and Naivasha.
The move also puts pressure on competitors. Bolt, Uber’s fiercest rival in Kenya’s ride-hailing wars, has long competed on driver commissions and safety features. With Uber now planting its flag in tourism, a sector central to Kenya’s economy, Bolt may be compelled to respond with its own version of a tourism-focused product.
Cheaper, Faster, Wilder Than Local Tour Operators
For tour operators, the platform could be a game-changer — but also a disruptor. Traditionally, operators charge around $300 for a three-hour safari in a Land Cruiser. Uber Safari, by contrast, is priced at $190, undercutting existing rates and potentially reshaping the market. By plugging into Uber’s vast rider base and booking technology, local safari fleets and guides can reach more customers than through traditional channels. Land Cruiser owners, many of whom rely on word-of-mouth or limited digital visibility, now have the chance to tap into global demand instantly. This shift could democratize safari access while creating new income streams for small businesses.
For large and mid-sized operators, customer acquisition has always been a struggle. Uber Safari gives them instant visibility to both locals and international tourists — many of whom download the Uber app upon arrival in Nairobi. This exposure could lead to more bookings, particularly for operators without the resources for digital marketing or global distribution.
Yet the model comes with trade-offs. Uber’s app-driven, standardized pricing may erode the higher margins tour operators once commanded. Safaris risk becoming commoditized, leaving operators to compete mainly on value-added experiences rather than price flexibility.
Control of the customer relationship also shifts. Traditionally, operators managed everything from inquiries to after-sales service. With Uber Safari, Uber owns the booking journey, the payment process, and much of the client trust. Operators risk becoming service providers hidden behind Uber’s brand, rather than independent businesses with their own identities.
Still, there are benefits. Because Uber Safari works in partnership with the Kenya Wildlife Service and the Tourism Regulatory Authority, operators will need to meet strict licensing, vehicle, and guide standards. This may increase compliance costs, but it could also elevate professionalism across the sector, strengthening Kenya’s reputation as a global safari leader.
Whether Uber Safari becomes a complement or a competitor to traditional operators remains uncertain. What is certain is that Uber has made its boldest move yet into tourism — embedding safaris into its platform and potentially reshaping how millions of people experience Kenya’s wild.
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