《纽约时报》一篇讨论 Uber 中国与滴滴合并的文章[1]有段话蛮好:

Entrepreneurs across the globe can choose to win in China or the rest of the world. You can be Alibaba or you can be Amazon. You can be Uber or you can be Didi. But you can’t be both. Given the rising Chinese market and increasing tension over the role of American tech firms in the rest of the globe, the gulf between the two sides promises to become one of the most important factors in determining the shape of global tech innovation.

即便是野心勃勃的 Uber 创始人 Kalanick,也不得不对中国市场作出妥协,在此之前,Uber 在中国的战略相比其他美国互联网公司,还是相当务实:

Compared with previous failures, Uber seemed to do everything right in China. It set up a separate company, Uber China, which had a buy-in from local investors, including from a local giant, Baidu. It hired many local experts, and worked closely with the national government to foster friendly relations.

这一切都意味着钱,对Uber这类的公司来说,钱不是万能的,但没有钱是万万不能的,某种意义上说,Uber把资本作为武器,打败了诸多竞争对手

With drivers on the road, Uber focused on filling their cars through paid channels and incentivizing referrals. In a nutshell, the company subsidized fares and gave away free rides until there was enough demand and drivers could earn enough on their own. City by city, Uber implemented this playbook — buying drivers, buying passengers, subsidizing rides — to shave minutes off the pickup SLA and increase driver earnings, propelling Uber to liquidity.

但中国市场和文化却有着巨大的不同。早前,「I/O」也推荐过一篇「文化差异如何毁掉美国互联网公司的在华业务?」的文章,里面这样写道:

美国公司尽量用最小成本来进行沟通,期望发个Email、打个电话就能把事情搞定。然而在讲究关系的中国,人与人之间需要建立比较深度的信任才可能更好地合作下去,吃饭、喝酒是必不可少的。这样做初始成本高,需要较多的时间和金钱投入。据说,奇虎360创始人和CEO周鸿祎2004年把自己的3721公司卖给了Yahoo 并出任Yahoo中国总裁,当时他看见原Yahoo 员工与客户和合作伙伴总是采用邮件沟通方式,根本不去和客户见面喝酒,于是就辞退了那些只知道使用邮件沟通的员工,之后业务才有了起色。
而在此次合并之后,我的一个基本判断是:Uber 放弃了中国市场,而滴滴短期内不会国际化发展。



  1. Even Uber Couldn’t Bridge the China Divide - The New York Times