Uber China officially entered China in the second half of 20 13 and was acquired by Didi, which existed for about 30 months. &; nbsp
During this period, Uber China had a great influence on people's mobile behavior in China market. Whether accepting Baidu's investment or starting multiple price competition, many practices of Uber China are more localized than those of local companies in China.
It is no exaggeration to say that Uber is the overseas Internet startup with the largest investment in China market. So far, overseas Internet startups have not done such radical behavior in the China market. Airbnb, the closest one, didn't confirm its Chinese name until this year, and its promotion in China market has been tepid.
Why did Uber quit China? Since its launch, Uber has always adopted the strategy of burning money to provide users and drivers with high subsidies to occupy the market, but after generous investment, it has exposed huge security loopholes.
False orders and credit card theft have caused huge waste of funds. Ignoring security and tolerating fraud directly endanger the cash flow of enterprises.
In the O2O field of burning money, the huge investment of mobile platforms such as Uber and Didi has also been welcomed by printers.
Uber has become the first choice for printers because of the highest subsidy. Didi can only visit during high subsidies and morning and evening peak hours. In serious cases, Uber's virtual order volume temporarily reached 40%.
According to the survey, the Taobao channel centered on small scattered users involves about 200,000 Uber passenger accounts, and more wholesale users have completed personal consultation through telephone and QQ.
In the face of increasingly rampant printing behavior, Uber has made new rules and updated versions to improve the sealing force. However, in order to exchange fresh data for venture capital financing, Uber essentially took a laissez-faire behavior.
After the merger of Uber China and Didi, Zhang You, who has rich experience in talent work in top 500 enterprises, stayed in Didi. In terms of internal processes, she thinks DDT has done better.
For example, Uber's headquarters in China can't handle the issue of employees' temporary residence permits, which are distributed to cities. Not all cities have branches that can issue company certificates. It seems that someone is in charge, but the problem can't be solved.
Ren Jie recalled that the Uber Nanjing team had signed a comprehensive strategic cooperation agreement with Jiangsu Bank, but the legal staff of Uber China only learned the news from the news media. As a company with strict management, this was an incredible mistake.
Why did Uber quit China?
Uber's early growth in China market was based on the flat corporate structure and the Kaesong model of three elite teams. In two years, Uber China has developed rapidly, serving 60 cities in China.
However, with the expansion of the company's scale, the disadvantages of flat structure began to appear. First of all, urban managers are equal, and they often consider the interests of their own cities first, which makes it difficult to link cities.