DoorDash

这个观点太到位了。

It's such a good point.

就像回溯到前一个时代，有些现在运作良好的业务曾经失败过，你看Instacart，看Webvan，除了当时上网人数不足外，肯定还没人用手机做这些事。

And like to flash back to a previous era of, business that's working really well now but failed previously, you look at Instacart, you look at Webvan, like aside from there just weren't enough people on the internet yet, there definitely weren't people doing this on mobile phones yet.

坦白说，在互联网1.0时代，技术栈还不够成熟，无法实现所有这些实时功能并让所有人保持同步。

Frankly the technology stack wasn't sophisticated enough in that web one point zero era to facilitate all this real timiness and keeping everyone in sync at the same time.

大卫你刚才说到这个，我突然意识到外卖不仅要像网约车那样在乘客、司机和平台三方分账，

As you were talking there David, it hit me that not only of course do you have to split the money one additional way in food delivery because you've got the you know in addition to the dasher and the person ordering the food and the company facilitating the transaction, have the restaurant involved which is different than ride sharing.

所以资金流向就变成了从一方口袋分给三方，而不是原来的分给两方。

So there's sort of money has to flow into four different or out of one pocket into three others instead of out of one pocket and into two others.

但这里还存在一个运营复杂度惊人的环节——时间必须分毫不差。

But there's also an unbelievably operationally complex component here where the timing has to be perfect.

比如食物加热后，送达时间窗口非常窄，过早或过晚都不行。

Like you're heating food, there's a very narrow window where you can get there too early or too late and that be okay.

光厨房环节就够复杂了，更别说食物还要静置一段时间，再算上司机送货上门的精确时间。

You know just in the kitchen, let alone then having it sit out for a while, then having you know the right amount of time that it takes a driver to get to a person's house.

消费者都很熟悉从自身角度思考这个问题，但背后的技术架构确实令人难以置信。

Like everyone's very familiar with thinking through this problem from a consumer perspective, but just thinking through the technology infrastructure is really crazy.

是啊。

Yeah.

我在为本期节目做调研时，和一些优步前员工朋友讨论过这个问题。

I was talking about this with some friends in doing research for this episode who are former Uber employees.

就像Lyft和网约车行业，大家都发现只要把等待时间压缩到5-10分钟就基本达标了。

And the thing is like, you know, and Lyft and ride sharing rate, know, canonically everybody found like, hey, once you get the wait times down to, know, five maybe ten minutes like that's fine.

这样就很理想了。

It's all good.

但说到外卖，情况就完全不同了。

But to your point with food, it's not all good.

因为边际效用递减的曲线要陡峭得多——既要送得快，又要保持食物品质和口感。

Like the degree of diminishing returns is much much higher for food delivery because like I want it fast, but it also needs to be high quality and, like, still good.

如果送得快但食物半生不熟，我绝对不会再使用你们的服务。

If it's fast, but it's only halfway cooked, like, I'm never gonna use your service again.

你知道吗？

You know?

是啊。

Yeah.

更宽容的一面是，虽然耗时太久，但食物在保温灯下还能勉强保持温热一阵子。

And the far more forgiving side is it took too long and the food can stay warm ish under a heat lamp for a while.

但我觉得大家都知道什么时候吃到的食物已经在保温灯下放太久了。

But I think everybody knows when they've gotten food that's been sitting under a heat lamp for too long.

没错。

Yep.

完全同意。

Totally.

那好吧。

So okay.

所以他们把这些部件拼凑在一起。

So they're hacking these pieces together.

这还挺酷的。

This is kind of cool.

从一开始，商业模式基本上就已经成型，之后他们也没怎么改变过。

From the beginning, the business model was was basically already there and they haven't they haven't changed it much since.

在底层技术上，变化其实很大。

Under the hood, a lot has changed.

但最初对消费者收取的是固定6美元的送餐费。

But so initially, it was a flat $6 delivery charge, to the consumer for getting your food delivered.

当然，现在计费方式已经有所变化。

And, obviously, that has changed since then in terms of how it's calculated.

不过昨晚我和珍妮从旧金山的Mama G's点了中餐——那家店很棒。

But Jenny and I ordered Chinese food last last night from Mama G's here in San Francisco, great Chinese place.

他们开通了DashPass会员。

They're on DashPass.

我们给配送员付了7美元小费，然后拿到了餐食。

We paid a $7 tip to the dasher and got our food.

从我们的角度来看，这基本上没什么区别。

Like, it was basically the same from our perspective.

他们还很早就开始和餐厅合作了。

They also started going to the restaurants really early on.

我记得这甚至发生在Palo Alto外卖业务时期，他们说'我们给你们带来这些增量订单'。

This is even, I think, during the Palo Alto food delivery days and said, We're bringing you these incremental orders.

你们愿意分一部分收入给我们，好让这个模式运转起来吗？

Will you pay us a cut of the revenue so that we can make this work?

那6、7美元的配送费是用来支付骑手的，而我们把这些收入带给你们。

The $6, $7, you know, delivery fee that'll go to paying the couriers, and then we're bringing this revenue to you.

我们会从餐费中抽取一小部分。

We'll take a little bit of cut of the food.

餐厅那边说'没问题'。

And the restaurants said, yeah.

Tony之前就谈过这个。

I mean, Tony's talked about this.

他们基本上从来没觉得这有什么问题。

Like, they they basically never had a problem with it.

我认为这是因为对很多餐厅来说，Grubhub和Seamless的模式已经建立了这种行为惯例。

And I think it was because there for many restaurants, this behavior had already kinda been established with the Grubhub and Seamless model.

所以现在或许该退一步想想：好吧...

So this is probably a good time to take a step back and say, like, okay.

这里到底有什么独特和不同之处？

What's what is unique and different here?

因为我想起来，我们在节目开始前还在发短信讨论这个。

Because I think, we were texting before the show.

我觉得大多数人可能分不清Grubhub、Seamless和DoorDash、Uber Eats这些平台的区别。

Like, most people, I think, don't understand the difference between Grubhub, Seamless, and and what DoorDash and Eats are doing.

说实话，我也是真正开始研究后才明白——先剧透一点——Grubhub其实是最近才开始有配送团队的，之前只是个下单平台，没有自己的配送司机。

I mean, took me until actually diving in and doing the research to realize, like and I'll just spoil one little bit here, that it was only pretty recently that Grubhub started actually having fulfillment, like drivers as a part of the thing and not just, you know, dumb pipes that you order through.

没错。

Yep.

好的，继续。

So, okay.

让我们倒回来说。

We rewind back.

Grubhub我记得大概是2000年代初成立的。

Grubhub, I think Grubhub was started maybe like early two thousands.

Seamless这个，布拉德·斯通在《初创企业》里写过，是1999年在纽约创立的。

Seamless, Brad Stone writes about this in the upstarts, had been started in 1999 in New York.

它们本质上是同类型服务。

And they were the same thing.

大概2010年合并的，如果我没记错的话。

They merged in 2010 maybe, I wanna say.

它们的运营模式都是既可以通过网站下单，也能电话订餐。

But their models were you could go to their websites or you could call them.

早期主要是打电话给Seamless订餐。

In the early days, was calling Seamless.

就像打给Grubhub订餐，或者Palo Alto的外送服务那样。

It was calling Grubhub, just like Palo Alto delivery.

客服会记下你的订单。

They would take down your order.

他们会像托尼团队早期那样给餐厅打电话，但之后就止步于此了。

They would call the restaurant just like Tony and team were doing in the early days, but then they'd stop at that.

他们只会说，嘿，你知道的，本想要泰式炒河粉。

They'd just say like, hey, you know, Ben wants Ben wants pad Thai.

继续说吧。

Go ahead.

尽管去做。

Go for it.

发生。

Happen.

顺便说一句，那家餐厅当时收费20.13美元。

And so then the restaurant by the way, was $20.13.

所以餐厅的责任就是要有能真正把餐送到你手上的司机。

So then the restaurant, the onus was on them to have a driver that could actually get the order to you.

要有个快递员或司机来完成配送。

To have a courier or a driver and do the fulfillment.

是的。

Yeah.

而且在很多

And in many

方面快递员。

ways courier.

对。

Yeah.

纽约可能更常见骑自行车的送餐员这类人。

New York is probably a, you know, bike messenger type person.

没错。

Exactly.

这就是为什么这个模式在纽约如此受欢迎。

So this is why this this caught on so so well in New York.

然后在其他城市，这种模式也存在，主要是Grubhub在纽约以外的地区运营，他们收购了许多小型本地竞争对手。

And then other cities, this existed, you know, restaurants were on it was mostly Grubhub outside of New York, and then they acquired all these small local players.

这是个相当不错的模式，Grubhub成功上市，被视为优质的互联网股票，因为这是个资本密集度极低的模式。

This was a pretty good model, and Grubhub went public, was a well regarded Internet stock because this is a super capital light model.

值得注意的是，他们的盈利能力非常强。

They just Notably, they're a very profitable business.

是的。

Yeah.

非常盈利。

Very profitable.

他们通过各种有趣的手段获取客户，比如一些SEO技巧。

They acquire customers, and they did all sorts of interesting things, shall we say, to acquire customers via some SEO hacks.

然后他们会将订单转给餐厅。

And then they would pass on the orders.

餐厅会为这些订单支付佣金，然后一天的工作就结束了。

Restaurants would pay them a commission fee on the orders for bringing the orders, and then and then call it a day.

这个模式运行得非常非常顺利。

And so this worked super, super well.

现在Tony的DoorDash所做的显然非常不同。

Now what Tony DoorDash is doing is obviously very different.

Grubhub模式的缺点是大多数餐厅不愿意、没有能力甚至根本没考虑过处理物流。

And the downside of the Grubhub model is that most restaurants don't wanna, aren't equipped, or aren't even thinking about doing the logistics.

即使你考虑过这个问题，你可能会说，好吧。

And even if you were thinking about this, you're saying, okay.

很好。

Great.

我打算雇个快递员。

I'm gonna hire a courier.

好的。

Okay.

你要雇一个，可能两个快递员。

You're gonna hire one, maybe two couriers.

在用餐高峰期，你会大量使用这些快递员送餐，无论你准备的是早餐、午餐还是晚餐，很可能是午晚餐。

You're gonna use those heavily during the rush hours for eating or whatever your type of food is that you're preparing, you know, whether that's breakfast, lunch, or dinner, probably lunch or dinner.

一天中的其他时间，他们就闲着。

The rest of the day, they're gonna sit around.

但当你需要时，你只能完成少量配送订单。

But then when you need them, you're only gonna be able to fulfill a couple delivery orders.

这简直是个噩梦。

Like, this is a nightmare.

没错。

Right.

我之前用'傻瓜管道'这个词可能不太公平，但更准确地说，他们本质上是个需求聚合公司，主要业务活动是消费者营销和用户留存。

And probably not fair of me earlier to use the the term dumb pipes, but I guess more to say what they really were were a demand aggregation company where their primary, you know, business activity was consumer marketing and retention.

你留住客户，成为他们的订餐渠道，但市场仍局限于那些愿意自行承担配送的餐厅。

You keep the people, you are the mechanism by which they order, but then the market is still constrained to the set of restaurants who are willing to take on this delivery stuff on their own.

在帕洛阿尔托这种并不密集的城市，尽管旧金山半岛上住着很多人，这种做法真的不合理。

And in a place like Palo Alto, which is not a very dense city, even though there are a lot of people that live on the San Francisco Peninsula, it really doesn't make sense.

所以除了达美乐、必胜客和棒约翰，你基本看不到这种运营模式。

And so you didn't have any of this really operating, again, outside of the Domino's, the Pizza Hut, and Papa John's.

这是托尼团队做的另一件超酷的事。

So this is another super cool thing that Tony and team do.

他们在推进过程中意识到：嘿。

They realize as they get going on this, like, hey.

我们不是在打造Grubhub和Seamless。

We're not building Grubhub and Seamless.

我们是在打造达美乐。

We're building Domino's.

我们是在打造联邦快递，我们正将其扩展到每个角落，我们正在建设一个物流网络。

We're building FedEx, and we're just taking it to every we're building a logistics network.

我们要将其推广到每家企业。

We're taking it to every business.

那他们具体怎么做呢？

So what do they do?

他们会去达美乐和联邦快递工作几周，就是为了学习他们的物流系统如何运作。

They go and they work for Domino's and FedEx for a couple weeks just to, like, learn how their logistics systems operate.

哦，不会吧。

Oh, no way.

是啊。

Yeah.

所以他们报名参加了。

So they signed up.

托尼当过达美乐的司机，送了一两周披萨，并记录了整个运作流程。

Tony was a driver for Domino's, delivered pizza for a week or two, and took notes on how everything worked.

他后来还谈到这件事。

And and he talks about this.

他当时真的很惊讶。

He was really surprised.

要知道，这些都是世界级的运营体系。

Like, well, a, these are world class operations.

所以你能学到很多，并意识到：嘿，我们要构建的是一个复杂的商业体系。

And so you learn a lot and realize like, hey, this is a complex business that we're gonna have to build.

配送时间至关重要。

And delivery times are super important.

密度极其重要，你知道，要让这个模式运转起来。

Density is super important, you know, like, to make this work.

但这些并非科技企业。

But these aren't tech businesses.

就像托尼说的，达美乐披萨还在用纸质系统运营，没有使用'查找我的朋友'功能，也没有智能手机技术、移动点餐系统和终端移动应用物流。

So, like, Tony talks about Domino's being run on, you know, paper and not on not with Find My Friends and not with, you know, smartphone technologies and mobile ordering systems and mobile app logistics at the endpoints.

所以他当时反应是，哦，好吧。

And so he's like, oh, okay.

这真的很有意思。

This is really interesting.

于是他接着谈到，基本上在这个时期他们想回答三个问题。

And so the he then he talks about, like, it's basically during this period that there were three questions that they wanted to answer.

其中一个很简单：人们真的需要这个吗？

One of which was just simply, like, do people want this?

从需求端来看，为什么在大城市之外几乎不存在非披萨餐厅的外送服务？

Is there a reason on the demand side where food delivery of non pizza restaurants doesn't exist really outside of big cities?

而答案是一个响亮的推测。

And the answer to that was, like, a resounding guess.

帕洛阿尔托和山景城的所有人都想要这项服务。

Like, everybody in Palo Alto and Mountain View wanted this.

第二个问题是：他们能否找到方法，既给司机支付足够报酬，又通过安排类似达美乐和联邦快递那样的高效配送路线（而非像餐厅自营配送那样因司机利用率不足而难以维系）来保持司机的工作量？

Two was, can they find a way to do this to pay the drivers enough and keep them utilized enough with making trips that they look more like Domino's and FedEx than they would like a restaurant trying to do this themselves and not being able to utilize their drivers enough to make it worth it.

这显然是个推测。

That clearly is a guess.

那么，他们具体是怎么做到的？

Well, how well, how do they do that?

比如人们通常在12点到2点，以及5点半到8点需要食物配送。

Like, so people want food from twelve to two and from, you know, 05:30 to eight.

那他们在非高峰时段怎么处理呢？

Like, how do they handle off peak?

啊，这个后面剧情会提到，正是零工经济让这种模式成为可能。

Ah, well, you're coming to this is gonna show up later in the story, but this is the gig economy that makes this work.

哦，我明白了。

Oh, I see.

因为是可变成本，商家就不必担心在没需求的时候还要支付员工工资。

So since they're variable expenses, it's not, you know, the business doesn't have to worry about paying people during the hours where there's no demand.

没错，正是这样。

Yeah, exactly.

你可以用1099合同工的形式操作，不需要走正式雇佣。

Like you can do this as ten ninety nine contractors, you don't have to go.

不知道达美乐和联邦快递当年是怎么做的，是用W2正式工还是1099合同工。

I don't know what Domino's and FedEx was doing in those days if they were W2 ing their employees or if they were ten ninety nines.

但优步显然已经为这种模式铺平了道路。

But Uber clearly, you know, already started to pave the way for Right.

这种做法表面上是合法的。

This this was ostensibly legal.

是的。

Yeah.

完全正确。

Exactly.

表面上合法。

Ostensibly legal.

现在加州22号提案通过后，就完全合法了。

And now post prop 22 in California, definitely legal.

这样就能在司机端正常运作了。

So that makes it work on the driver's side.

那么在餐厅端，餐厅会愿意为我们给他们带来的这些增量订单支付费用吗？

And then on the restaurant side, would the restaurants be happy to pay us for these incremental orders that we're generating for them?

而且，显然，这超级简单。

And again, like, yeah, apparently, it was super easy.

他们都愿意支付。

They were all willing to pay them.

所以你知道他们当时有没有开始考虑回到我之前的问题，比如如果人们想在下午2点到5点半之间工作怎么办？

And so do you know at this point had they started thinking about getting back to my question on, like, what if, you know, people do wanna work between 2PM and 05:30?

他们当时已经在考虑非食品类的选项了吗？为了能更充分地利用劳动力。

Like were they already thinking about non food options at this point in order to sort of utilize that workforce over more hours?

我觉得他们考虑过。

I think they were.

你回到最初的马卡龙店，Chloe在Chantal Macaroons，那可不是一顿正餐。

You're going back to the original macaroon shop, Chloe at Chantal Macaroons, you know, that's not a that's not a meal.

正餐。

Meal.

对。

Yeah.

但我猜实际情况是，餐食配送业务变得如此庞大，明显符合产品市场匹配，以至于完全占据了所有精力。

But I suspect what happened was just that the food the meal delivery became so big and like clearly had product market fit that that just became all consuming.

但现在你看S-1文件，他们会说：嘿，我们确实想成为本地按需配送网络，小型本地企业的联邦快递。

But now you read the s one and they talk about, hey, we do wanna be the local the on demand delivery, local logistics network, FedEx for small local businesses.

我们想做鲜花配送。

We wanna do flowers.

我们想做杂货配送。

We wanna do groceries.

我们已经在尝试这个了。

We're already experimenting with that.

是的。

Yeah.

但这只占业务中很小很小的一部分。

But it's a small, small percentage of the business.

好的。

Okay.

那么第一个问题是消费者想要这个吗？

So question number one is do consumers want this?

第二个问题是关于能否

Question number two is about Can

我们能让这个方案对司机也有效吗？

we make this work for drivers?

没错。

Yep.

然后第三个问题就是

And question number three then

关于餐厅的。

Is the restaurants.

关于餐厅的。

Is the restaurants.

所以他们问。

So they ask.

是的。

Yeah.

那么现在的问题是，他们在考虑能从餐厅那里拿走多少利润，既不让餐厅A，生气，又不会让B，业务无法持续？

So then at this point, how are they thinking about, like, how much can we take from restaurants without them A, getting mad or B, having an unsustainable business?

那么，我们最少需要多少资源才能维持自己的业务运转？

And then how little can we take and still have a business ourselves?

这是个好问题。

That's a good question.

我不知道。

I don't know.

但随着故事展开，我认为有一点与贝索斯和亚马逊早期相似——DoorDash愿意保持极低的运营姿态。

But I do think as we'll get into as we go along the story, one thing similar to Bezos and Amazon in their early days, one thing about DoorDash is they've been willing to fly very low to the ground, so to so to speak on this.

托尼经常谈到这点：通过提高订单密度和配送速度，我们改善了整个系统的经济模型。

And Tony talks about this a lot though, like, hey, by us improving our density and being able to do more fulfill more orders more more quickly, that improves the economics in the system.

如果能将这部分效益让利给消费者，他们确实已经这么做了。

If we can give that back to consumers, they've definitely given it back to consumers.

想想看，只需支付5.06或7美元就有人穿城为你送餐，这很不可思议。

I mean, it's crazy that you pay $5.06, $7 to get somebody to drive across the city and deliver food for you.

我们还将这部分效益返还给餐厅，以扩大市场规模

And we also give it back to restaurants that'll allow us to grow the market more

是的。

Yep.

或提升我们的市场份额。

Or grow our share more.

好的。

Okay.

他们在帕洛阿尔托配送时期想明白这些后，学年也接近尾声。

So they figure all this out in the Palo Alto delivery days, and then the school year is coming to an end.

他们申请了Y Combinator。

They apply to Y Combinator.

入选后他们说：好的。

They get in and say, okay.

我们现在要动真格的了。

We're gonna go do for do this for real now.

他们放弃了帕洛阿尔托的配送名称，因为你知道，这很难

They ditch the Palo Alto delivery name because, you know, it's hard to

对。

Right.

很难想象这在威奇托会受欢迎。

Hard to imagine that playing well in Wichita.

顺便问一下，你知道另一个著名的例子吗？同样是餐饮领域，同样是食品配送领域，但走了稍微不同的路线。

By the way, do you know the other famous example of someone that had to do this but took a little bit of a different track also in the restaurant space, also in the food delivery space?

哦，我不知道。

Oh, I don't know.

来自圣路易斯的人

People from St.

会明白我在说什么，如果这是个提示的话。

Louis will know what I'm talking about, if that's a clue.

Panera Bread。

Panera Bread.

哦，Panera Bread。

Oh, Panera Bread.

哇。

Wow.

直到今天在圣路易斯

To this day in St.

仍被称为圣路易斯

Louis is called the St.

烘焙公司。

Louis Baking Company.

圣

St.

路易斯面包公司之类的名字

Louis Bread Company, something like that.

但我记得第一次去圣

But I remember my first trip to St.

路易斯时，我简直不敢相信

Louis, I was like, What?

那分明是帕纳拉的标志

That's the Panera logo.

却被称为圣

And it's like called the St.

路易斯什么来着？

Louis what is this?

当他们向其他地区扩张时，决定保留当地原有名称，而其他地方都统一叫帕纳拉

And when they expanded outside of that region, they just decided, We're gonna leave the ones locally here with the same name and everywhere else it'll just be called Panera.

更绝的是，他们完全自主运营，建立了独立的配送系统，通过网站和APP实现端到端的订单履约，亲自送货上门

And just to wrap this full circle, they actually win it alone and they basically run their own single client DoorDash and are sort of the black sheep that created their own version of a, full end to end fulfillment system order on their website and app, and they deliver to you.

他们是为数不多真正独立运营的餐饮连锁之一

I think they're one of the few restaurants who actually does that independently.

有意思

Interesting.

直到今天依然如此

Even to this day.

我想是的

I think so.

至少在2019年第一季度确实是这样

It was true as of Q1 twenty nineteen.

有意思。

Interesting.

我想还有另一类餐厅历史上一直从事这类业务，就是那种午餐外送、办公室餐饮、三明治店，像Panera这种明显是面向消费者的。

There is this other, I guess, category of restaurants that have done this historically, which is this kind of lunch catering, office catering, sandwich type shops of which Panera is obviously consumer facing.

但我想到一些特色餐厅，它们分布在很多城市。

But I think about like specialties, I think they're in a bunch of cities.

你知道的，比如你要开个午餐商务会议，他们会为你提供外送和餐饮服务。

You know you're doing a lunch business meeting, they'll deliver and cater that for you.

确实如此。

That's true.

这个市场确实存在很长时间了。

That has totally been a market that has existed for a long time.

而且现在有一批不同的初创企业在瞄准这个市场。

And there's a different set of startups going after that.

显然DoorDash这些公司也在尝试为商业客户提供类似服务。

And obviously DoorDash and these folks are sort of trying to create an offering for those business customers too.

不过确实。

But yeah.

那个市场还是有点不同的。

That that's that's a little bit of a different market.

对。

Yep.

对。

Yep.

好的。

Okay.

所以他们加入了YC。

So they do YC.

从YC毕业后，他们在2013年筹集了240万美元的种子轮融资，这在当时算是不错的大额种子轮，但也不算特别惊人。

Coming out of YC, they raise a $2,400,000 seed round in the 2013, which, you know, was, like, good, great seed round, but nothing crazy here.

同期有些从YC出来的公司已经能筹集到506万甚至700万美元的种子轮了。

Like, we're at the same time, there were companies coming out of YC raising $5.06, $7,000,000 seed rounds already.

要知道，那可是创业热潮时期。

This is, you know, the go go days.

有趣的是，这轮融资由刚加入Kosla的Keith Raboy领投。

And it's led by, interestingly, Keith Raboy who had just joined Kosla.

Keith之前是PayPal黑手党成员，现在是Founders Fund的合伙人，他曾在Tony任职期间担任Square的COO。

Now Keith, before that, of course, PayPal mafia member, and now a partner of Founders Fund, he had been the COO of Square while Tony was there over the summer.

所以我确信

So I'm sure

他们彼此认识。

they got to know each other.

Tony当时公司才30人，他们肯定打过交道。

Tony from I guess it was only 30 people, so they had to.

我确定他们互相认识。

I'm sure they knew each other.

这也解释了为什么他比其他风投更有可能拿到这个项目。

So that was that was and would have also explained why he probably was more likely to get this than other VCs at the time.

没错。

Right.

他预见到了独立商户的线上化趋势，尤其是餐饮领域。

He saw the sort of like online ification of of independent merchants and particularly around food.

是的。

Yep.

所以他主导了这轮种子融资。

So he leads the seed.

CRV、SV Angel和Pear也参与了种子轮融资。

CRV, SV Angel, and Pear also come in in the seed.

关于你提到的配送类型和物流方式的问题

And, you know, to this question of that you said about like what types of delivery are they doing, what types of logistics.

他们当时在Medium发帖表示：我们的终极愿景是成为本地的按需联邦快递

They write a medium post at the time saying, ultimately, our vision is to become the local on demand FedEx.

我们本质上是一家物流公司而非食品公司

We are a lit logistics company more so than a food company.

我们帮助小企业发展，为就业不足人群提供有意义的工作，并为消费者提供经济实惠的便利服务

We help small businesses grow, we give underemployed people meaningful work, and we offer affordable convenience to consumers.

我们正在攻克按需配送中最具挑战性的物流难题，确实如此

We're tackling some of the most difficult logistical challenges that come with on demand delivery, True.

无论是在工程技术还是运营管理方面

Both in engineering and operations.

正如Tony讲述的那样，我认为这部分宏大愿景也帮助他们完成了YC毕业后的融资——他们向投资人描绘的是

So and and I think as Tony tells the story, that was also part of what helped them raise coming out of YC was pitching this bigger vision of like, hey.

这不仅仅是简单的餐食配送

This isn't just, you know, meal delivery.

你们已经听说过这种模式

You've already heard of this.

虽然Grubhub已经存在，但我们构建的是物流网络，这是完全不同的概念

Grubhub exists, but, like, this is actually a logistics network, and this is something different.

对

Yep.

好的

Okay.

请再列举一遍参与这轮初始融资的所有投资机构名称

I want you to name those all those investment firms again that participated in this this initial round.

原来如此

So it was

科斯拉。

Cosla.

CRV 没错。

CRV Yep.

SB天使基金，还有Pear。

SB Angel, and Pear.

这些在S1文件中都没有出现。

None of those appear in the S1.

这些都是持股低于5%的股东。

Those are all below 5% shareholders.

我们稍后会谈到，这家公司经历了巨大的股权稀释，才能实现这样的扩张规模。

And as we will talk about later, this company underwent a tremendous amount of dilution in order to scale the way that they did.

哦，是的。

Oh, yeah.

我们，我们现在还处于这个故事的第一幕。

We're, we are still in act one of this story here.

现在正是感谢节目好朋友ServiceNow的好时机。

Now is a great time to thank good friend of the show, ServiceNow.

我们曾向听众讲述过ServiceNow惊人的创业故事，以及他们如何成为过去十年表现最佳的公司之一，但听众对ServiceNow实际业务有些疑问。

We have talked to listeners about ServiceNow's amazing origin story and how they've been one of the best performing companies the last decade, but we've gotten some questions from listeners about what ServiceNow actually does.

所以今天，我们就来解答这个问题。

So today, we are gonna answer that question.

首先，最近媒体经常用一句话来形容ServiceNow，称它是企业的'AI操作系统'。

Well, to start, a phrase that has been used often here recently in the press is that ServiceNow is the, quote, unquote, AI operating system for the enterprise.

但具体来说，ServiceNow二十二年前创立时只专注于自动化。

But to make that more concrete, ServiceNow started twenty two years ago focused simply on automation.

他们将纸质文件转化为软件工作流程，最初是为企业内部的IT部门服务的。

They turned physical paperwork into software workflows, initially for the IT department within enterprises.

就是这样。

That was it.

随着时间的推移，他们在这个平台上不断扩展，处理更强大和复杂的任务。

And over time, they built on this platform going to more powerful and complex tasks.

他们的服务范围从仅服务于IT部门扩展到人力资源、财务、客户服务、现场运营等其他部门。

They were expanding from serving just IT to other departments like HR, finance, customer service, field operations, and more.

在过去二十年的发展过程中，ServiceNow已经完成了连接企业各个角落并实现自动化所需的所有繁琐基础工作。

And in the process over the last two decades, ServiceNow has laid all the tedious groundwork necessary to connect every corner of the enterprise and enable automation to happen.

所以当AI出现时，从定义上来说，AI本质上就是高度复杂的任务自动化。

So when AI arrived well, AI kinda just by definition is massively sophisticated task automation.

那么是谁已经构建了平台和企业间的连接组织来实现这种自动化呢？

And who had already built the platform and the connective tissue with enterprises to enable that automation?

ServiceNow。

ServiceNow.

那么要回答这个问题：ServiceNow现在做什么？

So to answer the question, what does ServiceNow do today?

他们说连接并赋能每个部门时是认真的。

We mean it when they say they connect and power every department.

IT和人力资源部门用它来管理全公司的人员、设备和软件许可证。

IT and HR use it to manage people, devices, software licenses across the company.

客户服务部门使用ServiceNow来处理诸如检测支付失败并将其路由到内部正确的团队或流程以解决问题等事务。

Customer service uses ServiceNow for things like detecting payment failures and routing to the right team or process internally to solve it.

供应链组织则用它进行产能规划，整合来自其他部门的数据和计划，确保所有人都在同一页面上。

Or the supply chain org uses it for capacity planning, integrating with data and plans from other departments to ensure that everybody's on the same page.

不再需要在不同应用程序之间切换，反复在不同地方输入相同数据。

No more swivel chairing between apps to enter the same data multiple times in different places.

就在最近，ServiceNow推出了AI代理，让任何岗位的员工都能创建AI代理来处理繁琐事务，从而解放人力专注于更高层次的工作。

And just recently, ServiceNow launched AI agents so that anyone working in any job can spin up an AI agent to handle the tedious stuff, freeing up humans for bigger picture work.

ServiceNow去年入选了《财富》全球最受赞赏公司榜单和《快公司》最佳创新者工作场所，正是源于这一愿景。

ServiceNow was named to Fortune's world's most admired companies list last year and Fast Company's best workplace for innovators last year, and it's because of this vision.

若您希望在企业各个角落充分利用ServiceNow的规模与速度，请访问servicenow.com/acquired，只需告知是Ben和David推荐您的。

If you wanna take advantage of the scale and speed of ServiceNow in every corner of your business, go to servicenow.com/acquired and just tell them that Ben and David sent you.

感谢ServiceNow。

Thanks, ServiceNow.

好的。

Okay.

让我们结束第一幕。

Let's wrap up act one.

当时有这笔240万美元的种子资金，他们意识到，好吧。

There is this there is this seed, 2,400,000.0, and they realized, okay.

我们决定——我们更改了DoorDash的名字。

We're gonna we changed the name of DoorDash.

我们要把业务扩展到帕洛阿尔托以外。

We're gonna expand beyond Palo Alto.

让我们进军第一个更大的市场。

Let's let's go, you know, to our first bigger market.

当时所有网约车公司的常规做法都是进军旧金山。

Now the natural thing to do that all the ride sharing guys did was go to San Francisco.

你会觉得，嘿，城市就像天然适合外卖场景，就像它适合网约车一样，应该去那里。

And you think like, hey, city, like natural use case for food delivery like it was for ride sharing, you should go there.

Tony独具慧眼。

Tony had the insight.

他在伊利诺伊州香槟-厄巴纳长大，但高中时全家搬到了圣何塞。

He had he grew up in Illinois in Champaign Urbana, but in high school his family moved to San Jose.

香槟-厄巴纳和圣何塞这样的地方，虽然圣何塞是大都市区，但它的感觉更像是郊区，而不像城市那样密集。

So like, you know, Champaign Urbana and San Jose like these are while San Jose is a big metropolitan area, it's much more suburban in feel than it is dense like a city.

托尼说过，其实大众市场是在那些地方。

Tony said, you know, actually, like, the mass market is out there.

不在旧金山。

It's not in San Francisco.

不在城市里。

It's not in cities.

他们选择圣何塞，特别是东圣何塞作为首发市场，这个决策非常高明。

They launch in San Jose and in East San Jose specifically as their first market, and this was just brilliant.

其他地方也讨论过这点，选择郊区而非城市，当时完全没有竞争。

It's been talked about elsewhere, but going to the suburbs versus the cities, there was no competition.

比如达美乐或DoorDash。

Like, was Domino's or DoorDash.

是啊。

Yeah.

这个观点确实很有意思，虽然已经有很多讨论，但我觉得很值得深入探讨。

It's it's really interesting thinking about, and much ink has been spilled on this concept, but I think it's really worth diving into here.

直觉上你会认为在城市启动更好，因为人口密度更高。

Intuitively, you would think launching in cities is better because there's much more density.

在纽约这套模式已经运行很久了。

It's been working in New York for a long time.

那里的人们非常重视便利性。

People really value convenience there.

可以说是便利经济。

It's sort of the convenience economy.

人们有很多可支配收入。

People have lots of disposable income.

但这意味着，首先，在郊区他们没有其他配送方式的竞争。

But what that meant was number one, they didn't have any competition in the suburbs in terms of other mechanisms of delivery.

其次，郊区更容易找到司机，因为人人都有车。

Number two, drivers were much easier to come by in the suburbs because everyone has a car.

而在城市里，只有10%到15%的人有车，所以可用的配送员资源更充足。

Whereas in cities like 10 to 15% of people have a car, so there's much more available, sort of dasher supply.

除此之外，郊区没有交通拥堵，停车也不是问题。

And on top of all of that, there's no traffic and parking is not an issue.

因此实际上能以更低的价格提供更优质的服务，同时还有更充足的配送员储备。

And so you can actually deliver a higher quality of service at a lower price point with greater supply of dashers.

种种原因使得郊区市场极具优势，他们独占这片蓝海，因为传统竞争者根本未曾涉足。

Like there's all sorts of reasons why it was actually great to be out there, and they had a wide open lane to themselves because these incumbents weren't playing there at all.

问题就在这里。

Well, that's the thing.

DoorDash的核心价值观之一——虽然通常这类价值观都是空话——

Did the one of DoorDash's core values, which usually core values are a bunch of baloney.

但这次我觉得很有道理：注重最细微的运营细节。

But in this case, I think actually makes sense is operate at the lowest level of detail.

Tony经常说，城市里确实有密度优势，但要深入思考这意味着什么。

And Tony talks about this like, yeah, in cities you've got this density, but like think about what that means.

要知道，这不像网约车服务，靠边停车、乘客上车就能离开。

You know, this is not ride sharing where you pull up to the curb, somebody gets in and you drive off.

你得路边停车，找车位，下车，进店取餐。

You pull up to the curb, you gotta park, you gotta get out, you gotta go get the order.

如果在餐厅取餐时遇到排队，你得等候取餐，然后开车配送，可能还要送到12层的公寓楼。

And if you're getting the order at the restaurant and there's a queue, you gotta wait in the queue and then get the order and then you gotta go drive and then you gotta drop it off and you might be dropping it off at a 12th Floor apartment building.

在纽约这种模式还行得通，因为所有配送员都骑自行车。

You know, in New York, this can work okay because everybody's couriers are on bicycles.

我们稍后会讨论，DoorDash确实在密集城市中采用了多种交通工具。

And as we'll talk about later, DoorDash did really embrace different forms of vehicles for dense cities.

但在早期，比如在旧金山连自行车都用上了，你会骑车到处跑做这个吗？

But in the early days, like even bicycle even in San Francisco, you're gonna bike around and do this?

比如，不可能。

Like, no.

你需要汽车和摩托车。

You need cars and motorcycles.

是啊。

Yeah.

这种极致细节的运营方式，我认为正是这家公司的特别之处。

This operate at the lowest level of detail thing is really, I think one of the things that makes this this company special.

我记得有句话是：'我们这个行业的平均数毫无意义，重要的是分布情况。'

I I think the quote is, Averages in our industry are meaningless, it's the distribution that matters.

没有消费者会在乎我们的平均配送时间是35分钟，如果他们实际收到食物花了53分钟。

No consumers care if our average delivery time is thirty five minutes, if they receive their food in fifty three minutes.

这个观点非常精辟，很有亚马逊的风格——痴迷于每个独立客户体验而非汇总指标。

And it's such a great point, it's a very Amazonian way of looking at it where you're obsessed with every customer on an individual basis rather than rolled up metrics.

特别是对于这个业务，要知道一次糟糕的体验就可能永远失去信任，再也不敢让他们送晚餐了——尤其是当你招待客人时，或者饿得不行的时候。

And I think for this business in particular, know, one bad experience you could lose trust and never rely on them to deliver your dinner again, especially if you have company over or you're really hungry or whatever the thing is.

就是说，一次糟糕的客户体验就可能搞砸一切。

Like, it you can you can blow it with one bad, customer experience.

没错。

Yeah.

所以进军圣何塞的策略非常高明，效果出奇地好。

So this going to San Jose was brilliant and it works amazingly well.

他们2013年确实参加了YC孵化。

So by they didn't they did YC in the 2013.

到2014年，距离他们首次通过paloaltodelivery.com向We The People配送已过去约一年，旧金山湾区半岛上每六个人中就有一个使用过他们的服务。

By the 2014, so we're now just about a year since they had that first delivery to the We The People out there on paloaltodelivery.com, literally one in six people on the San Francisco Bay Peninsula.

不是旧金山市内，而是圣何塞以南的半岛地区，包括山景城、帕洛阿尔托、库比蒂诺。

So not San Francisco itself, but the peninsula below San Jose, Mountain View, Palo Alto, Cupertino.

那里居住的数百万人口中，已有数百万人使用过DoorDash。

Like, there are millions and millions of people that live there have used DoorDash.

他们以极快速度横扫了整个市场。

They just ran the table on the market very, very quickly.

于是在5月份，他们从YC的中游位置脱颖而出，完成了由优秀投资人参与的种子轮融资，虽然规模不及某些同行。

So on the back of this in May, they raise you know, they went from being, like, middle of the pack in YC raising a, you know, good seed round from great people, but, like, clearly not as large as some of their peers.

随后红杉资本以7350万美元的投后估值领投了1700万美元的A轮融资，投资方包括节目老友、前Zappos首席运营官Alfred Lin。

There is a $17,000,000 series a from Sequoia at a 73 and a half million dollar post money valuation led by friend of the show, Alfred Lin, former Zappos COO.

自此他们开始全速前进。

And it's, you know, off to the races here.

于是他们说：好，

So they say, okay.

我们要用这笔钱，

We're gonna use this money.

向其他市场扩张。

We're gonna expand out to other markets.

那年夏天六月，他们进军洛杉矶，

Later that summer in June, they go to LA.

在郊区复制了相同的运营模式。

They run the same playbook in the suburbs there.

接着他们又开拓了波士顿市场——这个选择很有意思，

And then they go to Boston next, which is interesting.

我推测他们既覆盖了郊区，也派出自行车骑手进入了波士顿城区核心地带。

I assume also in the suburbs, but they also go into the urban core in Boston with cyclists.

所以说波士顿是个理想的城市，因为地势平坦。

So that and Boston's a great city for this because it's flat.

哦，是啊。

Oh, yeah.

如果你在西海岸任何城市做这个，那简直是自讨苦吃。

So you do this in any West Coast city, you're, you're in a world world to hurt.

没错。

Yeah.

正是如此。

Exactly.

完全正确。

Exactly.

这还是在各种电动自行车和滑板车尚未普及之前。

And this is before e bikes and scooters of all various types had really become a thing.

所以一切进展都很顺利。

So that's all so it's all going great.

势如破竹。

Off to the races.

时间来到2014年夏天。

This was summer and into 2014.

到2015年初，距离A轮融资还不到一年，他们已在八个市场运营。

By early twenty fifteen, so we're now less than a year after the series a, they are live in eight markets.

完成了4000万美元的B轮融资。

There is a $40,000,000 series b.

距离PaloAltoDelivery.com上线才两年，由Kleiner Perkins领投，估值已达6亿美元。

Again, we're two years removed from paloaltodelivery.com launching led by Kleiner Perkins at a $600,000,000 valuation.

John Doerr基本上算是重出江湖了。

John Doerr basically comes out of retirement.

他已经准备好继续前进了。

He's ready to, move along.

我认为他现在是公司的董事长。

I think he's chairman of the firm at this point.

他加入了董事会。

He joins the board.

对于那些不了解的人——我是说，如果你长期收听这个节目，你会知道约翰·杜尔这个名字，就像谷歌一样。

And for folks who don't I mean, if you've listened to the show for a long time, you know the name John Doerr, but, like, Google.

亚马逊。

Amazon.

亚马逊。

Amazon.

这里要强调的重点是，约翰可以说是史上最伟大的风险投资家。

The point to drive home here is John is arguably the greatest venture capitalist of all time.

他亲自介入并促成了这笔交易。

And he came in, personally did this deal.

想想看，6月份他们以4000万美元的价格出售了，那是什么？

If you think about that 40,000,000 on on June, they sold, what is that?

大约是公司8%的股份？

Like 8% of the company?

在那轮B轮融资中，他们以不到10%的股权稀释就搞定了约翰·杜尔来做这笔交易。

Like less than 10% of the company in that series B and got freaking John Doerr to do the deal.

换句话说，这反映出公司当时势头正猛，拥有很大的议价能力。

Like, way to read into this is like the company is going gangbusters and has a lot of leverage at this point.

完全正确。

Absolutely.

我是说，如今在成立不到两年的公司里，看到B轮融资以这样的估值筹集这么多资金，同时股权稀释不到10%并不罕见。

I mean, today, it's not uncommon to see series b's happening within two years of a company's life raising this amount of money at that valuation with less than 10% dilution.

这在当时并不常见。

This was not common back in in those days.

是的，种子轮融资已经在高价进行，但这股风潮还未渗透到市场的A轮和B轮阶段。

Like, yes, seed rounds were happening at expensive prices already, but this hadn't trickled down they trickled up to the series a and series b parts of the market yet.

这确实是一轮令人瞠目结舌的融资。

This was this was an eye popping round that happened.

我们来谈谈开拓城市市场需要什么条件，因为现在它们在美国已经无处不在。

And let's talk about what it takes to launch a city because now they're ubiquitous in The US.

它们几乎遍布每个郊区，这太疯狂了。

They're in like every suburb, it's crazy.

我记得有统计显示，目前85%或95%的美国人口生活在DoorDash覆盖的区域。

I think there's some stat that it's either 85% or 95% of the, US population lives in an area that has DoorDash at this point.

但当时对他们来说开拓每个城市都很困难，因为他们还没有签下很多大型全国连锁店，开拓第八个城市和第二个城市同样艰难。

But at this time, like what is it for them to launch any city, because they haven't really signed a lot of big national chains yet, it's just as hard to launch your eighth city as it is your second city.

因为你需要签约所有餐厅，招募所有司机，还要进行消费者营销，因为人们不会频繁跨城市流动。

Because you need to go get all the restaurants, you need to go get all the drivers, you need to do all the consumer marketing because people don't move that much between cities.

所以即使你在帕洛阿尔托和波士顿运营得很好，也不意味着塔拉哈西的人听说过你。

So just because you're alive in Palo Alto and Boston doesn't mean that someone in Tallahassee has heard of you.

没错。

Exactly.

实际上是在2015年7月，B轮融资后不久，他们与百胜集团签署了首个合作协议。

So it was actually in July 2015, shortly after the series b that they signed their first partnership with Yum!

在已进入的市场推出塔可钟服务，后来百胜还拥有肯德基。

Brands to do Taco Bell in the markets that they're in and then later Yum also owns KFC.

他们后来又接入了肯德基。

They had KFC later.

这是百胜旗下的另一个品牌？

This was another Yum brands?

是啊，很棒的公司。

Yeah, great company.

它曾是百事的一部分。

It was part of Pepsi.

它从百事独立出来了。

It spun out of Pepsi.

是百事旗下的餐饮品牌，塔可贝尔和肯德基独立分拆了。

It was Pepsi's restaurant brands, Taco Bell and KFC that spun out.

现在它是独立上市的公众公司。

Now it's an independently traded public company.

我不确定现在是否还是这样，但必胜客曾一度被归入其中，所以高速服务区才有那些肯德基塔可贝尔的混合店

And I don't remember if it's still this way, at some point Pizza Hut was sort of lumped in there and that's why you had those Contaco Huts at highway rest I

我想必胜客现在是独立运营的。

think Pizza Hut is now independent.

不过这个我不太确定。

I'm not a 100% sure on that though.

是啊。

Yeah.

这其实就是收购行为从科技领域转向集团化运作的典型案例，会是个有趣的课题。

That's actually when acquired drifts into conglomerate land and out of tech, that'll be a fun one to cover.

噢，确实。

Oh, yeah.

但关键是他们再次...你看，就像主题说的，这些人深谙如何运作最细节的层面，让这些疯狂的业务启动并运转。

But that's a good point that they start you know, again, like the theme here is these guys figure out what it takes to operate at the lowest level of detail and make these launches and this crazy business work.

借助这些全国性品牌打开市场——比如'嘿，虽然你没听说过我们，但想来份塔可贝尔和肯德基的外卖吗？'

Having these national brands to be able to go in and open markets with like, hey, you've never heard of us, but, do you want Taco Bell and KFC delivered?

特别是如果你住在郊区的话。

Like, well, especially if you live in the suburbs.

对。

Right.

我是说，很多人都想要这个。

I mean, and lots of people want that.

但即便在签约任何本地餐厅之前，这已经是个足够吸引人的价值主张了。

It's But an appealing enough value proposition even before they sign any local restaurants.

确实。

Exactly.

没错。

Exactly.

所以在这轮融资之后，随着这个全国性大合作的推进，他们开始引起一些关注。

So after this round and with this going on, this big national partnership, they start to attract some attention.

具体来说，他们吸引了两类群体的注意。

And specifically, they attract attention from, well, two audiences.

但首先是Uber。

But first, Uber.

在Uber发展初期，我记得我们在Uber那期节目里聊过，他们开始尝试其他业务。

Pretty early on in Uber's life, I think we talked about this on the Uber episode, they started experimenting with other things.

他们搞过Uber万能服务。

They had Uber everything.

他们送过冰淇淋。

They were delivering ice cream.

我记得早期有年还推出过小狗拥抱之类的活动。

They were I remember one one year early on, had, like, like, puppy hugs or something like that.

他们还办过派对。

They had, like, parties.

是啊。

Yeah.

和小狗们嬉戏玩耍。

Damming around with puppies.

2015年他们推出了Uber健康服务，可以上门接种流感疫苗。

In 2015, they did Uber Health, so you get a flu shot.

那是护士通过Uber叫到你的办公室的。

That was a nurse that got Ubered to your office.

实际上，提到过冰淇淋的事。

In fact, mentioned the ice cream thing.

我记得那次促销活动，至今还留着通过Uber配送的冰淇淋时送的T恤。

I remember from that promotion, I actually still have the t shirt that I got when I got my Uber delivered ice cream cone.

所以他们确实...

So yes, they

那肯定是个营销噱头。

That were must have been a marketing stunt.

绝对是，Uber小狗服务也是。

Totally was, as was Uber puppies.

但他们确实在大量尝试，思考除了载人之外，还有什么可以通过Uber送到你家或办公室。

But they definitely were experimenting a lot with like, well, what else could take an Uber to your house or your office besides a person?

没错。

Yep.

因为他们现在和DoorDash一样明白，密度极其重要，司机网络的利用率极其关键。

Because they also get, you know, much as anyone besides DoorDash at this point, like density is super important, utilization of drivers in the network is super important.

他们看到这点后，在2015年推出了Eats服务。

So they're looking at this and they launched Eats in 2015.

但这正说明了DoorDash所做之事的难度。

But this is this is how hard what it is that that DoorDash was doing.

Uber表示：'我们不确定能否以同样方式成功，因为这实在太难了，正是我们之前说的那些原因。'

They Uber said like, I don't I don't think we can really make this work in the same way because this is so hard, all the reasons that we said.

所以他们最初推出的Eats第一版，不知道你还记不记得，听我说，他们是与城市里的一些餐厅合作，数量不多，然后在接近中午时把食物加热后装进Uber司机车后的保温箱里，让Uber车辆在城市里四处行驶，等待沙拉或热餐之类的订单。

So the first version of Eats that they launched, I don't know if you remember this, listen to me, it was they partner with some restaurants in a city, a small number of them, and they load up in, like, the late morning food in heaters in the back of Uber drivers and have their Uber cars just driving around the city waiting for orders to come in for, like, salads or, you know, hot meals.

大卫，是的，当时为Uber做运营的你我都认识的一位共同朋友告诉我，他们买了很多工业级的大冰箱放在Uber的工程办公室，因为那时还没有专门的设施。

David, yeah, a mutual friend of you and I who who did operations for Uber at this time, was telling me about the massive industrial strength refrigerators that they had purchased and kept in the Uber engineering office because they didn't have a separate facility for this yet.

所以大约10点半时的疯狂场景就是所有Uber司机赶来取食物，那些食物已经加热过，然后放进Uber车后的保温箱里，开始配送路线。

And so like the mad rush at like 10:30 was all of the Uber drivers showing up to get the food out of the refrigerators that had been like heated up and then put into the heaters in the back of the Ubers to go and start the delivery routes.

是的。

Yeah.

当然，Muntry晚餐时段也会尝试类似的做法。

And And of course, Muntry would try similar things as well at dinner.

我不记得Eats第一版是否主要在午餐时段很火。

I can't remember if Eats Eats was definitely big the first version of Eats was big at lunch.

不知道他们是否也做晚餐。

I don't know if they did dinner as well.

他们可能后来增加了晚餐服务。

They probably added it at some point.

当时不叫Eats这个名字吗？

And was it was the name not Eats?

名字好像也有点不同。

Like, the name was something slightly different too.

我觉得是叫Eats。

I think it was Eats.

他们最初有Fresh，但Fresh更多是杂货和药店类商品。

They they first had Fresh, but Fresh I think was more groceries and, like, drugstore type things.

有意思。

Interesting.

如果我没记错历史的话。

If I have my history right.

优步很快就意识到，人们真正想要的是DoorDash正在做的事，我们需要投资建设相关基础设施来实现

So quickly Uber then is like, actually what people want is what DoorDash is doing and we need to invest in building out the infrastructure to do

确实如此。

that too.

嗯，这很有趣。

Well, it's interesting.

他们确实在2016年就实现了这个目标。

They do get there, and they they they get there in 2016.

他们很快就意识到了这一点。

They they realize that pretty quickly.

但这个领域的舆论风向转变非常剧烈。

But the narrative shifts so hard on this space here.

我在想——虽然不确定是否正确——但现在回顾这段历史时，我怀疑优步的做法是否在某种程度上彻底改变了人们对DoorDash的认知。

And I think, I don't know if this is true, but as I look looking back on this now with the historical perspective, I wonder if what Uber did here was part of how everything shifted so hard perception wise against DoorDash.

你看，这里有优步这个创业巨头，和爱彼迎齐名的存在。

Like, here you've got Uber, this titan, you know, of startups along with Airbnb.

当时所有人都说，这是硅谷正在打造的两家标杆性互联网企业。

Everybody says, you know, the one of the two canonical at this time, the two canonical next generation, you know, company Internet companies being built in Silicon Valley.

而优步实际上在用行动投票，表明这种模式无法实现盈利运营。

And Uber is basically voting with their feet that you can't make this operate profitably.

DoorDash构建的完整物流网络，他们不得不简化成用汽车送餐的模式。

The full logistics network that DoorDash is doing, they're having to resort to doing this driving food around in cars to make it simpler.

有意思。

Interesting.

与此同时，DoorDash已经筹集了大量资金。

Meanwhile, DoorDash has raised all this money.

他们正在快速增长。

They're growing quickly.

消费者至少很喜欢这项服务。

People consumers at least love the service.

他们正在进军所有这些市场。

They're entering all these markets.

他们完成了4000万美元的B轮融资。

They raised the $40,000,000 series b.

他们的计划是花掉这笔钱。

Their plan is to spend the money.

他们会很快挥霍完并继续融资。

They're gonna blow through it and keep raising.

当然，在开拓这些市场时，确实需要大量资金。

And to do that, of course, as you're launching these markets, it does take a huge amount of capital.

正如你所说，本，你必须去争取消费者。

As you're saying, Ben, you gotta go acquire the consumers.

你必须争取餐厅。

You gotta acquire the restaurants.

你必须争取配送员。

You gotta acquire the the dashers.

所以这是收购史上的又一个重要时刻。

So then this is another moment of an acquired history.

2015年11月，Square上市，这对DoorDash这类企业的认知造成了又一次冲击，我们在节目中报道过这件事。

In November 2015, another blow against the perception of businesses like DoorDash, Square goes public, and we covered this on the show.

这是我最喜欢的收购节目之一，关于Square IPO的那期节目。

This was such a great one of my favorite all time acquired episodes, our Square IPO episode.

我得说，我们不常这样，但那期节目我们做得太棒了。

And I gotta just like, we don't do this often, but like we nailed that.

直到今天我仍然对那期节目感到非常满意。

I just feel so good about that episode even today.

我是说，这有点偏向我们早期的风格。

I mean, it was a little bit in our sort of older style.

所以我觉得听起来不如近期的节目那么享受。

So it's not as enjoyable to listen to, I don't think, as more recent ones.