Didi financing joke

The concept of "online car ride" has been popular in China for many years. From the initial "burning money" to seize the market, to today's "Didi" monopoly, the capital in it is not dangerous. Recently, Liu Qing, president of Didi, said in an interview: Didi is officially profitable! Believe it or not, I don't believe it anyway. Why? Because Didi has been unprofitable for 7 consecutive years, and even lost 50 billion!

To this end, I decided to take Didi as the "goal" and talk in detail about whether "network car" is foam or cotton!

The first is the "burning money" war that sensationalized the business community.

As for Didi, the most famous is the once "money-burning war", which still makes me shudder, because it is so famous that it can almost be said to be the most famous resource battle in the history of business for a hundred years. Let's briefly review that when 20 12 Didi was established, there were two other online car companies, namely Kuai and Uber. In order to seize the online car market, these three companies launched an unprecedented subsidy war.

In this war, the fast priority was defeated. After the successful acquisition by Didi headed by Ma, the online car market has become a competition between "double horses". Behind Didi is Tencent headed by Ma, and behind Uber is Alibaba headed by Ma Yun.

Second, 1 day "burned" 1 billion, continuously "burned" 10 day.

In the capital market, two big bosses and two enterprises compete with each other, and both want to seize the market by subsidizing the consumer market. According to Wu Xiaobo's book "Thirty Years of Agitation", when the competition for resources was the fiercest, the two companies subsidized 100 million yuan a day. What is the concept of 100 million yuan? In the words of teacher Wu Xiaobo, it means "even if it is completely burned, it will take several days and nights".

Money has been burned for more than ten days, benefiting the consumer market, but the capital market has not changed at all. At this time, the two bosses realized that this could no longer be the case, so in a less friendly peace talks, Didi bought Uber, which eventually led to the cooperation of the four "capital predators", namely: Liu Chuanzhi, Ma, Ma Yun and behind them.

Third, after the merger, Didi lost nearly 50 billion in seven years.

In February of 20 19, the founder of Didi, Cheng Wei, said in an internal letter that from 20 12 to 20 18, Didi never made a profit and lost 39 billion in six years. Relevant data show that as of 20 19, Didi's accumulated losses in these seven years exceeded 50 billion yuan, including 2065433.

Everyone wants to know: what's going on? Isn't it said that a good network ride is a "big cake"? Why did you lose 50 billion in seven years? What does Didi want to do? Don't worry, let's analyze them one by one.

Fourth, where does Didi's money come from?

Answer the first question first. Where does Didi's money come from? Because it is not listed, according to incomplete statistics, Didi has received 18 rounds of financing since its establishment, with a cumulative amount of 2 1 billion US dollars. If it weren't for the constant "blood transfusion" of the external "gold master", Didi would have closed down long ago.

Fifth, what does Didi make money from?

Secondly, answer the second question. What does Didi make money from? For Didi, which has suffered huge losses all the year round, there is only one way to realize the profit of online car rental, that is, to greatly increase revenue, but I know with my toes that if it is so easy to increase revenue, Didi will not have to lose so much money in seven years. In fact, Didi's biggest profit point is hitchhiking and carpooling. As a result, you know, so this is the main reason for Didi's perennial losses and "depression". Then the question before consumers at this time is very simple: Does Didi have a future?

Sixth, where is Didi's future?

Answer the last question, does Didi have a future? Where is the future? In fact, for Didi, the most important thing to solve at present is not the problem of funds, but whether it can find the core sustainable profit model (don't think about hitchhiking). Although Didi's financial and insurance businesses are accelerating their layout at present, as the old saying goes, "Far from hydrolysis, near thirst", in order to truly "counterattack", in addition to relying on the four "financial owners" behind them, we still have to find our own core.

finally

To some extent, Didi is facing the same dilemma as LeTV and Ruixing, and can't jump out of the endless cycle of "financing, subsidy, refinancing and subsidy". I even wonder: Is this seemingly "burning money" subsidy policy really not suitable for China? What about you? Do you think it's appropriate?