中國(guó)最大的打車(chē)應(yīng)用平臺(tái)并不滿(mǎn)足于征服國(guó)內(nèi)市場(chǎng)。

上周四，在舊金山由《名利場(chǎng)》雜志主辦的新企業(yè)峰會(huì)上，滴滴出行總裁柳青表示，滴滴“將毫不動(dòng)搖地走向全球”。雖然并未透露公司進(jìn)行全球化擴(kuò)張的詳細(xì)計(jì)劃，但柳青稱(chēng)，滴滴出行相信“本土公司”的實(shí)力。滴滴在與優(yōu)步中國(guó)競(jìng)爭(zhēng)中獲得的勝利支持了這一說(shuō)法，該公司于八月份收購(gòu)了優(yōu)步中國(guó)。

滴滴出行與全球多家打車(chē)應(yīng)用公司均建立了關(guān)系網(wǎng)（包括去年秋季它與另外三家公司建立的結(jié)盟），因而外界對(duì)其將采取何種戰(zhàn)略完成其國(guó)際化進(jìn)程感到好奇。以下列舉了滴滴全球化進(jìn)程中可能面臨的沖突問(wèn)題：

東南亞：由于東南亞國(guó)家地理位置臨近，因而該地區(qū)顯然會(huì)成為滴滴進(jìn)軍的主要國(guó)際市場(chǎng)。滴滴去年與多家公司建立了合作，其中就包括東南亞本地打車(chē)服務(wù)巨頭Grab。不夸張地說(shuō)，在該地區(qū)開(kāi)展競(jìng)爭(zhēng)性業(yè)務(wù)將有些尷尬。但是滴滴同時(shí)也是Grab的投資者，而這意味著滴滴不僅看到了Grab在東南亞市場(chǎng)取得的成功，且有可能收購(gòu)Grab。此外，Uber也參與了東南亞市場(chǎng)的競(jìng)爭(zhēng)，這意味著Uber和滴滴在繼獲得彼此非投票理事席位后，面臨的又一沖突。

印度：印度交通市場(chǎng)廣闊，自然也將成為滴滴的潛在目標(biāo)市場(chǎng)。然而，同樣地，作為滴滴大聯(lián)盟的一部分，滴滴也已與當(dāng)?shù)毓綩la建立了合作。與Grab一樣，滴滴也投資了Ola，因而也有可能將其收購(gòu)。并且，同樣地，滴滴與Uber在印度市場(chǎng)的激烈競(jìng)爭(zhēng)將使局勢(shì)變得更為復(fù)雜。

歐洲：在歐洲，除Gett等幾家本地打車(chē)應(yīng)用公司外，滴滴將與Uber直接競(jìng)爭(zhēng)。同樣地，因?yàn)榈蔚魏蚒ber彼此擁有對(duì)方的非投票董事席位，因此這一競(jìng)爭(zhēng)也將令雙方感到尷尬。在歐洲，滴滴還將面臨另外的沖突，即與Lyft的競(jìng)爭(zhēng)。在七月份舉行的《財(cái)富》科技頭腦風(fēng)暴大會(huì)上，Lyft的聯(lián)合創(chuàng)始人兼總裁約翰· 齊默（John Zimmer）稱(chēng)，Lyft“很可能”在其他國(guó)家開(kāi)拓業(yè)務(wù)，但是并未透露更多信息，而進(jìn)軍歐洲則不會(huì)令人感到意外。

美國(guó)：對(duì)于滴滴來(lái)講，在美國(guó)拓展打車(chē)業(yè)務(wù)無(wú)疑是頗具挑戰(zhàn)的，不僅由于其在美國(guó)與兩大巨頭（Uber和Lyft）的關(guān)系，還因?yàn)檎碱I(lǐng)美國(guó)市場(chǎng)本身并非易事。Lyft正在評(píng)估與滴滴的合作，而滴滴也是Lyft的投資者。滴滴將其應(yīng)用與Lyft司機(jī)網(wǎng)絡(luò)整合，允許中國(guó)游客通過(guò)滴滴的移動(dòng)應(yīng)用預(yù)約Lyft打車(chē)服務(wù)，這也意味著，滴滴其實(shí)已經(jīng)對(duì)其美國(guó)業(yè)務(wù)前景窺見(jiàn)一斑。

其他地方：當(dāng)然，滴滴也可以進(jìn)軍拉丁美洲、非洲或其他較小區(qū)域的市場(chǎng)，但也將面臨與Uber和本地對(duì)手的競(jìng)爭(zhēng)，而這些國(guó)家的市場(chǎng)條件與中國(guó)極為不同。

盡管成立只有短短幾年，但滴滴表現(xiàn)出了極大的決心和進(jìn)取精神，因而其全球化拓展野心亦是意料之中，盡管滴滴尚未完全征服龐大的國(guó)內(nèi)市場(chǎng)。滴滴將如何實(shí)現(xiàn)全球化拓展仍然是個(gè)迷。由于滴滴還有很多其他的宏大目標(biāo)，如參與自動(dòng)駕駛汽車(chē)市場(chǎng)的競(jìng)爭(zhēng)，因而這也僅僅是一個(gè)開(kāi)端而已。（財(cái)富中文網(wǎng)）

譯者：司慧杰/汪皓

China’s biggest ride-hailing company won’t stop at conquering its home country.

Didi Chuxing is “definitely going global,” president Jean Liu said on Thursday at Vanity Fair‘s Next Establishment Summit conference in San Francisco. Liu declined to elaborate on the specifics of the company’s plans to “play a global game,” but she did say that Didi Chuxing believes in “l(fā)ocal players,” a statement supported by the company’s victory over former rival Uber China, which it acquired in August.

Didi Chuxing’s strategy to become an international company is a curious one, given its web of relationships with other ride-hailing companies around the world, including an alliance with three others it announced last fall. Here are some conflicts it potentially creates:

Southeast Asia: While the region would be an obvious area for Didi’s expansion because of the proximity, Didi is allied with local ride-hailing king Grab as part of the multi-company partnership it announced last year. Setting up a competing business there would be awkward, to say the least. But Didi is also an investor in Grab, which both means it has an interest in seeing it succeed in its home market of Southeast Asia, and that it could just acquire Grab. Uber is also competing in Southeast Asia, another conflict of interest since Didi and Uber have each a non-voting seat each other’s boards.

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India: A large market for transportation, India is an understandable potential target for Didi. But again, it’s already allied with a local company, Ola, also as part of its big alliance. And like with Grab, Didi is an investor in Ola, so acquiring the company could be an option. And once again, Didi’s relationship with Uber, which is fiercely competing in India, complicates things further.

? Europe: Here, Didi would most directly battle against Uber, in addition to a few local ride-hailing companies like Gett. Again, because Didi and Uber have non-voting seats on each other’s boards, this would be awkward. Another conflict that could arise in Europe would be with Lyft. At Fortune‘s Brainstorm Tech conference in July, Lyft co-founder and president John Zimmer said that it’s “very likely” that Lyft will do business in other countries, and while he didn’t elaborate further, Europe wouldn’t be a surprising target.

? U.S.: The U.S. would undoubtedly be a challenge for Didi to go into with its own ride-hailing operations, both because of its relationships with the two biggest players in that market (Uber and Lyft), and because trying to jump into the game would be an uphill battle. Lyft is evaluating its partnership with Didi, which is also an investor in the U.S. company. That said, Didi is already getting a glimpse of what operating in the U.S. might be like, thanks to a recent integration of its app with Lyft’s network of drivers, which lets Chinese travelers summon a Lyft ride via their Didi mobile app.

? The rest of the world: Certainly, Didi could head to Latin America, Africa, or other smaller regions, but it would face Uber, local competitors, and markets conditions that are very unlike its own.

Given how aggressive and determined Didi has been during its short few years of existence, it’s no surprise that it has global ambitions—despite the massive size of its home market in China, which it’s far from having entirely conquered. How it will do all this is still a mystery. And since the company has other lofty goals—like getting into the self-driving car race—this is only the beginning.