Editor’s note: This article comes from the WeChat public account “IT Orange” (ID: itjuzi521), 36 krypton released with authorization.
Author: Wu Meimei
Didi plays a big game in the next game.
From taxis to express trains, from bicycles to drones, Didi’s business map has been built around “people’s travel”, and it continues to dig deeper into the travel segmentation scene and extends it to the post-car service in the industrial chain.
In this difficult 2020, Didi set up a user growth department to sprint the strategic goal of “100 million orders per day in the next three years, a penetration rate of 8%, and 800 million global monthly active users”, and cut into the completely unfamiliar logistics industry:For example, Didi errand just launched in March. In April, Didi established wholly-owned Tianjin Kuaiju Anyun Freight Co., Ltd.-On May 18, Didi began recruiting freight drivers in Hangzhou / Chengdu to test Didi freight.
Why did Didi choose the freight market?Can freight transport contribute to the achievement of Didi’s “0188” strategic goal?
Why does Didi do freight
So why did Didi choose to cut into the freight market?In terms of business logic, Didi has the feasibility of doing freight.
First, the entire freight market is large enough and extremely fragmented.According to the iResearch report, in 2018, the vehicle freight market scale was more than 3 trillion yuan, less than 1.6 trillion yuan, and the same city freight was 919.2 billion yuan. The scale of vehicle and cargo matching was nearly trillion yuan.100 million yuan, far higher than the market of express delivery, intelligent express cabinets, cold chain distribution, instant delivery, etc.
Secondly, whether it is delivery, delivery, or passenger delivery, the end user / consumer group is the same. The most fundamental difference between the intermediate links is the supply side, that is, the two necessary factors of transportation and drivers; Didi RecruitmentThe truck driver explained that Didi Freight uses the sharing model of vehicle and cargo matching to fully integrate social transportation resources in order to solve the supply problem on a large scale.
In addition, in terms of entry barriers for vehicle and cargo matching platforms, Didi, as a major Internet manufacturer, has formed certain advantages in technical capabilities, service quality, and user stickiness, and can smoothly migrate to the freight industry; the key point to be tested isThe integration capabilities of truck drivers, the grasp of user needs, and how to respond to competitors in the industry.
Where does Didi Freight enter
From the point of view of the industrial chain, Didi has a high probability of not doing the whole vehicle business.Vehicle transportation is usually for 2B customers, one-to-one delivery, the industry link is more advanced, and it can not play the brand potential of Didi 2C; LTL business is more scattered, but it involves supply, warehousing and storage.of.
The core solution of Didi Taxi in the travel field is short-distance travel in the same city. Although there are cross-province and cross-city long-distance travel, it is not the mainstream.Previously, Didi’s online errands business could be regarded as a test of instant delivery in the same city.Therefore, Didi Freight is more suitable for transporting goods in the same city rather than long-distance transportation.
From the process point of view, compared with online car-hailing, delivery of takeaways and purchasing errands involves the delivery of goods from third-party merchants other than the owner and user. The actual responsibility is purchasing + transportation services, and the industry chain involved is longer and more complicated.Because users have different tolerances for time limits, platform capacity scheduling algorithms are also different.If “Didi errand” wants to be “Dada”, then “Didi Cargo” aims at the “cargo pull” mode. The actual scene that fits is the same city moving / pulling goods from point A to point B.Business.
Therefore, no matter what model Didi Cargo finally has, it may face a lot of competitors, but it is most likely to focus on the two levels of the same city freight and P2P vehicle and cargo matching platform.So from 2013 until now, who are the players in this field, who has left after entering?IT Orange has compiled a list of dozens of related companies accordingly.
Some of these start-ups are merged into large companies, such as Kuaigou Express merged into 58, and the car stewards merged into Dasou; some have received giant investment, such as Luge received hundreds of millions of investment in Ant Financial, Yun cubic obtainedBaidu invested more than 100 million US dollars; some of them have gone away, just like the No. 1 truck of the city cargo calling platform, known as the “shipping version of Didi”. In 2015, it received 100 million yuan of round B financing from Sequoia China and DCM China, but the official website(Http://yihaohuoche.com/) It will not be updated since 2018, and it will no longer be accessible after September 2019. The latest IOS version of the APP version stays in June 2017.
How is the development of the same city freight head platform
Compared with those small startups that have no resources, no money and no platforms, Didi Cargo’s real competitors are the head platforms that match the city’s freight and car freight, or the unicorns of freight platforms.According to the IT Orange Unicorn list, the Manbang Group has raised more than US $ 1.9 billion and its valuation has reached US $ 6.5 billion; the total financing of Lala is about US $ 400 million, with a valuation of US $ 1.5 billion; the total financing of Kuaigou taxis is less than 300 millionUSD, with a valuation of USD 1 billion.
The Manbang was formed by the merger of Yunmanman and the truck gang. Wang Gang served as the chairman of the board of directors. When Didi was established, he received an angel investment of 800,000 yuan from Wang Gang.Round; Manbang is mainly engaged in trunk logistics. At this stage, the probability of directly competing with Didi Freight is extremely small. In the future, they may have business synergy or even merge with Didi Group.
How have they developed?
The founder of Huolala was Zhou Shengfu, who was born in the Mainland and grew up in Hong Kong. He graduated from the Economics Department of Stanford University. He used to be a consultant at Bain and later became a professional gambler in Macau. He specializes in Texas Hold’em.In October, EasyVan entered the mainland market on time, launched cargo pullers, and received frequent financing.
At present, Lala covers 286 domestic cities and Hong Kong and Taipei, and has entered 19 overseas cities such as India, Southeast Asia and South America under the Lalamove brand. It is reported that the platform has 440,000 monthly drivers and 6 million MAUs.Due to its early entry, Lalamove also has a certain advantage in the Southeast Asian freight market.
Behind Kuaigou Taxi is the merger of two companies, the original 58 Express and Kuaigou Express of the 58 Group in August 2017.In July 2013, three Hong Kong people who returned from the United States founded GoGoVan, providing moving, pulling goods, distribution, rental, chartered services, matching users with the van and truck drivers nearby; Kuaigou Express is the GoGoVan (high passenger van)) Version in Mainland China.
Prior to this, 58 Express has been focusing on the domestic freight logistics market. After the merger, the Kuaigou taxi business has expanded to 6 countries and regions including Singapore, South Korea and Vietnam, covering 339 cities in the country, from Jinbei to refrigerated cargo and tablets.The platform has a variety of models; at the same time, an enterprise version has been launched.
As of May 20, 2020, the Huawei App Store showed that the total number of downloads of the Carola app reached 100 million times, and the total number of installations of Kuaidou taxi was 30 million.
Didi’s opportunities and disadvantages
From an internal perspective, Didi’s brand and user data accumulation is its existing advantage. According to QuestMobile data, the peak DAU of Didi travel reached 30 million in early January.From Didi Taxi to Didi Freight, it is easier for users to accept it, and the education cost of the user’s cognitive transformation is relatively low.The thing 58 wants to do is just the opposite. From 58 Express, the name was changed to Kuaigou. 58 was intended to allow users to accept “I used to pull goods, and I can still take a taxi.”Do it, because it is more difficult to increase user psychological expectations than to reduce user expectations.
Taxi to solve people’s travel needs, high requirements for comfort; and freight to solve the needs of efficient and large-scale flow of objects, a weak sense of value.
In addition, Cheng Wei said that the two major businesses of Didi Daijia and Didi Shunfeng are profitable. Zhao Hui, the general manager of Didi Daijia Business Division, is also the legal representative of Didi Freight’s main operating company, which may mean that Didi Freight does notAnxiously pursue profitability and other indicators.
Externally, the traditional freight industry has a low level of digitization, difficulty in integration, a highly fragmented market, and a small competitor. These are opportunities.
As a latecomer, Didi Cargo also faces a clear disadvantage. How to get a truck driver?Is it to use larger subsidies and benefits to snatch franchise drivers from other freight platforms or find ways to expand the driver group?Do you use subsidies to attract users or original services and technologies, such as intelligent algorithms and different price strategies to balance peak and trough capacity to precipitate users?
These are no small tests.
Finally, if the business lines and timelines of Didi and Uber’s travel giants are compared, it is not difficult to find that the development trajectory of Didi and Uber’s business line is completely different.Separate travel scenarios and needs, and Uber is committed to exploring markets in other countries and increasing the types of transportation. In 2020, Uber will start sharing aircraft travel.
But now, we see that Didi can dig deep in the vertical direction is very small, horizontally expand the new category or its only way, eventually Uber and Didi have moved to such a trajectory-from cars to bicycles, trucks.It is reported that Uber is still losing 10 billion US dollars at present, and Uber Eats and freight business are relatively rapid development, so freight will also be an important layout for Didi’s next step.