uber优步

uber优步 TRAVIS KALANICK, Uber?s hard-nosed chief executive, seems to relish taking on regulators and rivals. “I realise I can come across as a somewhat fierce advocate for Uber,” Mr Kalanick recently quipped at a celebration for the taxi-hailing company?s fifth birthday. “I also realise some people have used a different „a?-word to describe me.” Mr Kalanick?s brashness has helped Uber become the most valuable American company of its generation. If it succeeds in raising a further $1.5 billion from investors, as reports indicate, its implied valuation will soar to a staggering $50 billion. That is higher than 80% of the firms in the S&P 500 index, many of which are decades old. Uber?s value has grown faster than those of Facebook and Twitter in their early years (see chart). Uber now operates in 311 cities in 58 countries, providing more than 1m rides each day. Consumers like Uber, and rival services like Lyft in America, Didi Kuaidi in China and GrabTaxi in South-East Asia, because they are cheaper than conventional taxis, clean and reliable. Uber?s freelance drivers (who typically pay it around 20% of their fares) enjoy flexible working hours and are spared the formalities of qualifying as a conventional cabbie. But Uber should also be admired by strategists in other industries. It is a case study in how to construct a “platform”, a Silicon Valley buzzword for a digital service on top of which other businesses can be built. As it arrives in a city, it launches a vigorous recruiting programme for drivers, offering them incentives to sign up. Its fares are “dynamic”—they undercut conventional taxis most of the time, but go up when it rains, or when there is some other reason why demand for rides is high. This encourages more of its drivers onto the roads when they are most needed. This in turn means that customers can always get a car quickly, even if it sometimes costs a bit more. This encourages them to keep using Uber, in turn providing lots of work for its drivers. It soon becomes difficult for any rival to match the liquidity of Uber?s market in rides. And once lots of people are using it for that purpose, the company can use the same app, the same computer systems and the same drivers to offer those customers a range of other services. Taxis are to Uber, therefore, what search-related advertising is to Google: the killer app that generates lots of revenue and brings the firm to everyone?s attention, after which it can broaden its horizons and enter other businesses. Both firms have grand ambitions. Google?s mission is to organise all the world?s information; Uber?s is to offer “transportation as reliable as running water, everywhere for everyone”. And perhaps “everything”: it has begun experimenting with local delivery services, with the aim of becoming as disruptive in logistics as it has been in the taxi business. Last month Toronto became the fifth city where the firm?s lunch-delivery service, UberEATS (pictured), is available. It is also running in Chicago, Los Angeles, New York and Barcelona. New Yorkers can call up a cycle-courier service on their Uber apps; and in Washington, DC, they can use it to order household supplies for rapid delivery. The company is reported to be in talks to set up same-day delivery for various retailers in America, from Hugo Boss to Cohen?s Fashion Optical. In some cities there are already a number of smaller firms that offer rapid dispatch via an app: for instance, Instacart delivers groceries, Postmates brings hot meals and Shyp collects parcels. None has anything like the scale and reach of Uber, and thus all must fear it eating their lunch. “FedEx and Hertz combined”, is how Max Levchin, a founder of PayPal and an investor in Uber, describes the future of the firm, referring to two giants of logistics and car rentals respectively. It seems unlikely that even in the long term Uber would want to go into long-haul shipping, but there is huge scope for consolidating the fragmented and inefficient business of making deliveries in large conurbations. Postal services and logistics firms could outsource their last-mile deliveries to Uber. But privately at least, they must also fear losing business to it. In March Fred Smith, the boss of FedEx, dismissed the threat of Uber, pointing out the complexity of his firm?s business and the high barriers to entry. However, Uber has an advantage that most delivery and shipping firms lack: it does not have to bear the cost of maintaining its own fleet of vehicles, since its drivers supply their own. Logistics companies have invested heavily in algorithms that help them route deliveries efficiently; but as Uber?s traffic grows, and as it spreads to more places, it will gather a wealth of data that will let it catch up with them. It is also reportedly looking to buy HERE, a mapping application owned by Nokia, which could improve its routing algorithms and reduce its reliance on Google for maps. As with Google, Uber?s data collection will make it ever better at understanding its customers: for example, when a discount voucher might entice them to use the service again. As with Apple, Uber keeps its users? credit cards on file for seamless payment, which also makes it easy to sell new services to them. Taking on the likes of FedEx and UPS is not the immediate priority. In line with its platform strategy, Uber?s main goal is achieving scale. As a private company, it does not report its revenues, but analysts reckon that it will receive between $2 billion and $4 billion in commission from drivers this year. Since it does not own the cars or employ the drivers, but simply takes a cut of each fare, Uber is thought to be generating significant free cash flow within 18 months of launching in each new city. Nevertheless, it is continuing to raise money from investors to fuel its global expansion and to intimidate rivals such as Lyft, which is Uber?s main domestic competitor but is valued at a mere $2.5 billion. Over time, Uber hopes to become so popular and ubiquitous that many city dwellers give up their cars and all the costs and hassles of parking, maintenance, insurance and the like. In several cities Uber is trying to entice people to use its carpooling service instead of public transport and is subsidising the cost of it, to entice drivers to join. Currently, San Franciscans can use UberPool to go anywhere in the city for a mere $7. Like Google, it is taking an interest in driverless cars, hoping one day to be able to dispense with drivers and offer its services even more cheaply. Uber?s valuation is extremely high for such a young company, and there is a long way to fall if the firm skids. The success of its core business is not certain. Later this year courts in California will consider whether the drivers who work for Uber and Lyft (and other on-demand companies) are in fact freelancers or should be categorised as employees, which would have significant implications for their firms? lean cost structure. Investors may be underestimating that risk. Rivals with deep-pocketed backers could yet stop Uber dominating the world?s streets. In China it has a partnership with Baidu, an internet firm, but its local rival, Didi Kuaidi, is backed by two online giants, Alibaba and Tencent. The Chinese taxi-app firm has announced its own plan to spend 1 billion yuan ($160m) on incentives for drivers and passengers to use the service. From New Delhi to East Hampton, Uber and its competitors are squaring up to regulators, which have banned them. Some governments are concerned about whether Uber properly protects passengers by doing background checks on drivers and requiring insurance; others are sympathetic to local taxi monopolies. Uber is betting that its popularity among both passengers and drivers will overcome such objections—indeed, this week Uber drivers in Delhi protested over a crackdown against the service. It cannot be taken for granted that rules on carrying passengers will be relaxed all over the world. Objects, however, might be a different story. Uber总裁，不屈不挠的崔维斯?卡兰尼克，似乎喜欢与监管部门和竞争对手较量。在最近的公司五周年庆上，卡兰尼克先生打趣到，“我知道我给人带来的是“Uber强势的倡导者”的印象，我也意识到人们已经用"不一样的混蛋"(asshole)来形容我。”卡兰尼克的粗野性格使Uber成为这一代中最有价值的美国公司。 报告 软件系统测试报告下载sgs报告如何下载关于路面塌陷情况报告535n,sgs报告怎么下载竣工报告下载 显示，如果它可以从投资方再次成功融资15亿美元，那么它的目标估值上升到惊人的500亿。这比标准普尔500指数中的八成公司还要高，并且指数研究中的很多公司已经存在了几十年。在早期阶段，Uber估值比Facebook和Twitter增速更快(如图)。 Uber目前在58个国家的311座城市运营，每天提供百万次以上的乘车服务。消费者喜欢Uber及其竞争对手，比如美国的Lyft，中国的滴滴快的，和东南亚的GrabTaxi，是因为他们比传统的士更便宜、干净、可信。Uber的自由职业司机(这些司机通常支付车费的20%给Uber)享有灵活的工作时间，不用办理传统出租车司机的资质认证手续。 但是Uber也应被其他行业的战略家所钦佩。它是一个关于如何搭建平台的 案例 全员育人导师制案例信息技术应用案例心得信息技术教学案例综合实践活动案例我余额宝案例 ，而“平台”可是硅谷的热词，其他数字服务业务都搭载在其中。每到一个城市，Uber都会启动激烈的司机招募活动，给予他们注册奖励。它的车费是浮动的，在多数时候低于传统的士的价格，但在雨天或其他原因需求量大时就会上涨。 这一机制使得司机在最被需要时能够更多地上路。这也意味着乘客能迅速打上车，即便有时候会贵一点。这也刺激了乘客一直使用Uber，反过来也给司机提供了更多的工作机会。对于其他任何竞争对手来说，它们很难与Uber市场的资产流动度媲美。而且一旦人们开始为此使用Uber，公司就可以用同样的客户端、同样的电脑系统和同样的司机为乘客提供更多的服务。 因此，的士之于Uber，正如有关搜索广告之于谷歌:杀手级应用得以获得大量收益，将公司推入公众视线，之后就可以扩展视野，进军其他商机。两家公司都雄心勃勃。谷歌的使命是组织世界的信息，Uber要提供像自来水一样可靠的交通服务，处处都有，人人可用。而且也许能达到“事事可用”，Uber已开始尝试地方送货服务，目标是像颠覆出租车行业一样颠覆物流行业。 上个月多伦多成为第五个可以提供公司午餐配送服务的城市(如图的UberEATS)，这项服务也在芝加哥、洛杉矶、纽约、巴塞罗那实施。纽约人可以在Uber客户端叫运输服务，在华盛顿DC特区，人们可以用它订购快速送货的家庭用品。据报道，公司正在洽谈为多家零售商提供“当日达”服务，范围覆盖了从胡戈波士到高恩眼镜。 在一些城市已经有少量公司可以通过客户端提供快递服务:比如送食品百货的Instacart，送热食的Postmates以及收包裹的Shyp。但没一个达到Uber的规模，因此它们都怕Uber抢它们的饭碗。作为Paypal的创始人以及Uber的投资人，Max Levchin 预言公司未来将合并FedEx和Hertz，二者目前分别为物流业、租车业巨头。 即使长期内，Uber不大可能参与长途海运，但对于大城市内部整顿碎片化和低效的运输行业来讲它仍有巨大进步空间。邮政服务和物流公司可以将最后一公里的运输外包给Uber。但至少私底下他们也害怕丢掉商机。 FedEx的老板弗莱德史密斯在三月份时否认了Uber的威胁，指出了公司的商业复杂度及入行的高门 槛。然而，Uber有一个大部分运输公司缺乏的优势，那就是它不用承担车队的维护费用，因为司机可以自 行提供。 物流公司在算法上巨额投资，好让他们能够有效地规划路线，但是随着Uber交易增长，以及随着它 扩展到更多地方，Uber就会收集到一份丰富的数据，足以赶得上物流公司的算法。还有报道称Uber打算 买断诺基亚的一款地图应用HERE，此应用可以优化路程算法，并且减少对谷歌地图的依赖性。 有了谷歌，Uber的数据采集更有助于理解顾客，比如说，打折的代币卷可以促使顾客再用一次服务。 有了苹果，Uber可以保留用户的信用卡信息以便无缝支付，这也使Uber更容易向顾客销售它们的新服务。 要成为FedEx及UPS那样的运输公司不是当务之急。伴随着Uber的平台战略，它的主要目标是扩大 规模。作为一个私有公司，它并不报道自己的收益，但是分析家们认为它在今年从司机方面收取多达二十 亿到四十亿的回报。因为它本身没有购买汽车或者雇佣司机，而只是简单地从每份车费中抽取。Uber被认 为每到一个新的城市，在18个月内就可以产出巨大的自由现金流。尽管如此，它仍然继续从投资方集资来 扩张全球计划并且试图恐吓Lyft等竞争对手，Lyft是Uber本土最大的竞争对手，但是Lyft的估值仅达 25亿美元。 Uber希望在未来能更加普遍流行，这样的话许多城市居民就能不使用他们的汽车以及由此带来的所有 关于停车、维修、保险的费用和困扰。在少数城市，Uber试图吸引人们使用拼车服务替代公共交通并且在 费用上予以资助，来使更多的司机加盟。目前，在旧金山可以用UberPool去到城市任意一处而且只花7美 元。像谷歌一样，Uber目前对无人车很感兴趣，期待终有一天不再需要司机，提供更便宜的服务。 对于一个如此年轻的公司来讲，Uber的估值非常高，因此如果公司走下坡路也仍然还有很长的一段下 降期。它的核心领域是否成功尚无定论。今年后半年在加州的法庭上会考虑的问 题 快递公司问题件快递公司问题件货款处理关于圆的周长面积重点题型关于解方程组的题及答案关于南海问题 是那些为Uber和Lyft (以及其他需求类公司)工作的司机属于自由职业者还是雇员，这会对它们公司的精益成本结构带来巨大 影响，投资方可能低估了这项风险。 那些坐拥土豪赞助商的竞争对手们还是可以阻止Uber占领世界的街道的。在中国，Uber拥有一家名 为百度的互联网公司作为其合作伙伴。但是它的国内竞争对手滴滴和快的则由两大线上巨头企业，阿里巴 巴和腾讯赞助。中国的打车应用公司已经宣称要投资十亿元人民币(1.6亿美元)来刺激司机和乘客使用 它们的服务。 从新德里到东汉普顿，Uber和它的竞争对手对试图阻扰它们的监管部门已经摆开架势。一些政府官员 关心的是Uber能否通过对司机进行的背景调查以及必要的保险来合理地保护乘客，另一些官员和当地出租 车垄断企业脾性相投。Uber在打赌，凭它在乘客和司机之间的受欢迎程度可以克服这些阻扰，实际上，在 本周，德里的司机对服务的镇压进行抗议讨伐。不能想当然地认为载客的规则在全世界都会放宽。一味的 反对很可能会导致另外一个完全不同的结果。 1.hard-nosed: determined to succeed and not influenced by emotions 2.relish: to like or enjoy something 3.quip: to say something funny or clever 4.brash:(of people) showing too much confidence and too little respect 5.buzzword:a word or phrase that becomes very popular for a period of time 6.conurbation: A conurbation consists of a large city together with the smaller towns around it. 7.dispatch: the act of sending people or things to a particular place 8.entice: to persuade someone to do something by offering them something pleasant 9.hassle: (a situation causing) difficulty or trouble 10.skid: to slide across the ground in an uncontrolled way 11.square up to : to start to deal with someone or something in a brave and determined way