優步 (UBER) 2022 Q2 法說會逐字稿

Ladies and gentlemen, thank you for standing by. My name is Brent, and I will be your conference operator today. At this time, I'd like to welcome everyone to the Uber Second Quarter 2022 Earnings Conference Call. (Operator Instructions).

女士們，先生們，謝謝你們的支持。我的名字是布倫特，今天我將成為您的會議接線員。在這個時候，我想歡迎大家參加優步 2022 年第二季度收益電話會議。 （操作員說明）。

It's now my pleasure to turn today's call over to Mr. Balaji Krishnamurthy, Head of Investor Relations. Please go ahead.

現在，我很高興將今天的電話轉交給投資者關係主管 Balaji Krishnamurthy 先生。請繼續。

Thank you, Brad. Thank you for joining us today, and welcome to Uber's second quarter 2020 earnings presentation. On the call today, we have Uber's CEO, Dara Khosrowshahi; and CFO, Nelson Chai.

謝謝你，布拉德。感謝您今天加入我們，歡迎觀看優步 2020 年第二季度財報。在今天的電話會議上，我們有 Uber 的首席執行官 Dara Khosrowshahi；和首席財務官Nelson Chai。

During today's call, we will present both GAAP and non-GAAP financial measures. Additional disclosures regarding these non-GAAP measures, including reconciliation of GAAP to non-GAAP measures, are included in the press release, supplemental slides and our filings with the SEC, each of which is posted to investor.uber.com. As a reminder, these numbers are unaudited and may be subject to change.

在今天的電話會議中，我們將介紹 GAAP 和非 GAAP 財務指標。有關這些非 GAAP 措施的其他披露，包括 GAAP 與非 GAAP 措施的對賬，包含在新聞稿、補充幻燈片和我們提交給 SEC 的文件中，每一份文件都發佈到investor.uber.com。提醒一下，這些數字未經審計，可能會發生變化。

Certain statements in this presentation and on this call are forward-looking statements. Such statements can be identified by terms such as believe, expect, intend and may. You should not place undue reliance on forward-looking statements. Actual results may differ materially from these forward-looking statements, and we do not undertake any obligation to update any forward-looking statements we make today, except as required by law.

本演示文稿和本次電話會議中的某些陳述是前瞻性陳述。此類陳述可以通過相信、預期、打算和可能等術語來識別。您不應過分依賴前瞻性陳述。實際結果可能與這些前瞻性陳述存在重大差異，除法律要求外，我們不承擔更新我們今天做出的任何前瞻性陳述的任何義務。

For more information about factors that may cause actual results to differ materially from forward-looking statements, please refer to the press release we issued today as well as risks and uncertainties described in our most recent annual report on Form 10-K for the year ended December 31, 2021, and in other filings made with the SEC when available. We published our quarterly earnings press release, prepared remarks and supplemental slides to our Investor Relations website earlier today, and we ask you to review those documents if you haven't already. We will open the call to questions following brief opening remarks from Dara.

有關可能導致實際結果與前瞻性陳述產生重大差異的因素的更多信息，請參閱我們今天發布的新聞稿以及我們最近的 10-K 表格年度報告中描述的風險和不確定性。 2021 年 12 月 31 日，以及向 SEC 提交的其他文件（如果有）。我們今天早些時候在我們的投資者關係網站上發布了季度收益新聞稿、準備好的評論和補充幻燈片，如果您還沒有查看這些文件，我們要求您查看這些文件。我們將在 Dara 簡短的開場白之後開始提問。

With that, let me hand it over to Dara.

有了這個，讓我把它交給達拉。

Thanks, Balaji. Uber delivered another strong quarter with gross bookings and an annualized run rate of $116 billion, an all-time high; EBITDA of $364 million, another all-time high and well above our guidance range; and positive free cash flow for the first time ever of $382 million. Despite the uncertain global economic environment and considerable foreign exchange headwinds, we've issued Q3 EBITDA guidance that shows strong incremental progression, and we remain confident in our ability to deliver healthy top and bottom line growth, strong margin improvement and yes, free cash flow, all the while continuing to responsibly invest in technical innovation, earner satisfaction and durable long-term growth.

謝謝，巴拉吉。優步又一個強勁的季度實現了總預訂量和 1160 億美元的年化運營率，創歷史新高； EBITDA 為 3.64 億美元，再創歷史新高，遠高於我們的指導範圍； 3.82億美元的正自由現金流。儘管不確定的全球經濟環境和相當大的外匯逆風，我們已經發布了第三季度 EBITDA 指引，顯示出強勁的增量進展，我們仍然有信心實現健康的頂線和底線增長、強勁的利潤率提高，是的，自由現金流，同時繼續負責任地投資於技術創新、收入滿意度和持久的長期增長。

As I've said before, we continue to benefit from a secular increase in the on-demand transportation of people and things as well as a shift back from retail spend to services spend, and we continue -- and we intend to continue capitalizing on these growth tailwinds in a profitable manner.

正如我之前所說，我們將繼續受益於人員和物品按需運輸的長期增長以及從零售支出向服務支出的轉變，我們將繼續 - 我們打算繼續利用這些增長順風以有利可圖的方式。

With that, let's open the call to questions.

有了這個，讓我們打開問題的電話。

(Operator Instructions) First question is from the line of Ross Sandler with Barclays.

（操作員說明）第一個問題來自巴克萊銀行的羅斯桑德勒。

Just 2 questions. First, Dara, how would you characterize like the overall operating environment today versus pre-pandemic? You seem to be gaining category share, and a lot of the smaller competitors from private markets are retrenching, even some of your larger competitors are struggling a bit. So is life getting easier for Uber to be successful? That would be the first question.

就2個問題。首先，Dara，您如何描述今天與大流行前的整體運營環境？你似乎正在獲得品類份額，許多來自私人市場的小型競爭對手正在裁員，甚至你的一些較大的競爭對手也在苦苦掙扎。那麼，Uber 的成功是否變得越來越容易？那將是第一個問題。

And then the second question, Nelson, the 3Q guide assumes another solid incremental margin. Can you just flesh out where that's coming from? Is that just fixed cost leverage that you expect to see over time? Or are you seeing more markets kind of reach that top 20 above target margin level that you had talked about at the Analyst Day?

然後是第二個問題，尼爾森，第三季度指南假設另一個可靠的增量利潤。你能具體說明那是從哪裡來的嗎？這只是您期望隨著時間的推移看到的固定成本槓桿嗎？或者您是否看到更多的市場達到了您在分析師日談到的目標利潤率水平之上的前 20 位？

Ross, thank you for the question. So it's Nelson. I'll go first in terms of the guidance. So what we're seeing is, first of all, from a revenue margin perspective, a real uptick on the delivery side as we're just -- the cost per transaction is just improving. And so we're doing a really good job as a team in terms of creating efficiencies there. We're seeing gross profit improvement across both mobility and delivery. And then we are getting the fixed cost leverage that you referenced. So again, the business is operating really well right now. And again, we're really proud of the performance that we had in the second quarter. And so we expect to keep it up on the balance of the year regardless of the operating environment.

羅斯，謝謝你的問題。所以是納爾遜。在指導方面，我將首先進行。因此，我們首先看到的是，從利潤率的角度來看，交付方面的真正上升，因為我們只是——每筆交易的成本正在提高。所以我們作為一個團隊在創造效率方面做得非常好。我們看到移動性和交付的毛利潤都有所改善。然後我們得到你提到的固定成本槓桿。再說一次，該業務現在運營得非常好。再一次，我們為第二季度的表現感到非常自豪。因此，無論運營環境如何，我們都希望保持今年的平衡。

All right. And Ross, as far as the operating environment goes, listen, no one wishes for a tough economic environment or elevated inflation that's affecting so many of us including Uber drivers. But at the same time, from a competitive standpoint, there's no question that this operating environment is stronger for us. The -- we are able to, in this environment, I think, show our capital discipline, as you've seen in terms of the margin increase and free cash flow generation as well. At the same time, because of our scale and because we've been making these investments for years, we are able to continue to invest in our new vertical business and relaunching UberX Share and investing in hailable, et cetera. So we also continue to invest in top line so that our top line growth continues to be durable.

好的。羅斯，就運營環境而言，聽著，沒有人希望嚴峻的經濟環境或高通脹影響我們這麼多人，包括優步司機。但同時，從競爭的角度來看，毫無疑問，這種運營環境對我們來說更強大。我認為，在這種環境下，我們能夠展示我們的資本紀律，正如您在利潤率增長和自由現金流產生方面所看到的那樣。同時，由於我們的規模以及我們多年來一直在進行這些投資，我們能夠繼續投資於我們的新垂直業務並重新啟動 UberX Share 並投資於 hailable 等。因此，我們還繼續投資於頂線，以使我們的頂線增長繼續持久。

And in a different environment, the platform advantages that we brought, the scale advantages, the global advantages that we brought to some extent sometimes were kind of outshouted by just higher spend by competitors. So in an environment where capital discipline becomes more important, I think the larger players, and we are the largest players, the most diversified players, and we're definitely more diversified than anyone else as far as the kinds of businesses that we are and our global footprint. And then the players who have true platform advantages, which, again, as Uber, really start coming to the floor. So when we look at the competitive environment, this is the strongest we felt competitively globally since Nelson and I have probably started here. And hopefully, the overall environment will get better and the competitive environment will continue as is.

而在不同的環境中，我們帶來的平台優勢、規模優勢、我們帶來的全球優勢，有時在某種程度上被競爭對手的更高支出所淘汰。因此，在資本紀律變得更加重要的環境中，我認為更大的參與者，我們是最大的參與者，最多元化的參與者，就我們的業務種類而言，我們肯定比其他任何人都更加多元化我們的全球足跡。然後是擁有真正平台優勢的玩家，再次，作為優步，真正開始出現。因此，當我們審視競爭環境時，這是自尼爾森和我可能從這裡開始以來，我們在全球範圍內感受到的最強競爭力。希望整體環境會變得更好，競爭環境將繼續保持原樣。

Your next question is from the line of Doug Anmuth with JPMorgan.

您的下一個問題來自摩根大通的 Doug Anmuth。

Dara, there's obviously been a lot of discussion about increased incentives in the market, but it seems like you've been able to improve the driver experience and exercise discipline on incentives. So hope you could talk more about how you're doing that.

Dara，顯然有很多關於市場上增加激勵措施的討論，但看起來你已經能夠改善駕駛員體驗並在激勵措施方面遵守紀律。所以希望你能多談談你是如何做到的。

And then, Nelson, perhaps you can just talk about some of the interplay here in driving the free cash flow above EBITDA in 2Q and just how you're thinking about the relationship of the two over the next couple of years.

然後，尼爾森，也許你可以在這裡談談在第二季度推動自由現金流超過 EBITDA 的一些相互作用，以及你如何看待未來幾年兩者的關係。

Sure. As far as incentives, et cetera, go, you're absolutely right, which is we've been able to apply discipline here. Listen, you can't spend your way to glory in any business. But we've really started to focus on our 3 things. One is, what are the overall earnings of drivers going to be. The second is what is the driver onboarding experience because we're adding drivers very, very quickly to the platform. And then what does the driver experience look like once they're on platform, can we retain them for longer, et cetera.

當然。就激勵措施等而言，你是絕對正確的，這就是我們已經能夠在這裡應用紀律。聽著，你不能用自己的方式在任何行業中獲得榮耀。但我們真的開始關注我們的三件事。一是，司機的整體收入將是多少。第二個是驅動程序的入職體驗，因為我們正在非常、非常快速地將驅動程序添加到平台中。然後，一旦他們在平台上，駕駛員體驗會是什麼樣子，我們能否將它們保留更長時間，等等。

And I think the combination of all 3, our onboarding process has improved significantly, including our being able to bring on new drivers to deliver for Eats first and then essentially move them over to driving people and working for Mobility where earnings levels are higher. So our onboarding flows are much more efficient than they have been in the past, which allows us to essentially bring on more drivers at lower cost, convert a higher percentage of drivers who have shown an interest in earning on the platform.

我認為這三者的結合，我們的入職流程得到了顯著改善，包括我們能夠首先為 Eats 帶來新的司機，然後基本上將他們轉移到為收入水平更高的移動公司工作。因此，我們的入職流程比過去更有效率，這使我們能夠以更低的成本吸引更多的司機，轉化更多有興趣在平台上賺錢的司機。

Then you've seen us invest in our driver experience chiefly with a number of new innovations, including showing your destination upfront, showing your full fare upfront, new innovations like Trip Radar. And now we're rolling out a new Uber Pro loyalty program that gets drivers up to 2% to 6% off when they use our debit card for using in buying gas. That's all about the driver experience as well.

然後您會看到我們主要通過一些新的創新來投資我們的駕駛員體驗，包括預先顯示您的目的地、預先顯示您的全額票價，以及像旅行雷達這樣的新創新。現在，我們正在推出一項新的 Uber Pro 忠誠度計劃，當司機使用我們的借記卡購買汽油時，他們可以享受高達 2% 到 6% 的折扣。這也與駕駛員體驗有關。

And then on the incentive side as a result of just onboarding experience getting better drivers, being able to earn multiple ways on Uber and overall utilization being at very, very high levels, that has resulted in high driver earnings. So drivers at the U.S. who are cross-dispatching are earning about $30 an hour, which is very attractive earnings. And drivers who are in Mobility only that tends to pay higher are making $37 per utilized hour as a result of the strong economics, this is all the while our taking driver incentives down as a percentage of overall bookings as we drive more efficiency through the system. So right now, the machine is working, and we're a very, very competitive place to earn and it's showing in the driver retention numbers.

然後在激勵方面，由於剛剛獲得更好的司機的入職經驗，能夠在優步上賺取多種方式，並且整體利用率處於非常非常高的水平，這導致了高司機收入。因此，交叉調度的美國司機每小時收入約為 30 美元，這是非常有吸引力的收入。由於經濟強勁，那些傾向於支付更高費用的司機每使用小時可賺取 37 美元，與此同時，隨著我們通過系統提高效率，我們一直在降低司機獎勵佔整體預訂的百分比.所以現在，這台機器正在工作，我們是一個非常非常有競爭力的地方，它在司機保留人數中得到了體現。

Doug, on the question on cash flow. So if you recall back on Investor Day, I made the commentary that free cash flow trails adjusted EBITDA by about $1 billion annually. So I'm not updating the number for you, but I would say that we do expect that we will outperform as you see just the EBITDA margin as a percentage of gross booking improved, so that obviously helps in terms of what flows through the bottom line. We are spending time in terms of looking a little bit more at our working capital and managing it.

道格，關於現金流的問題。因此，如果您回想一下投資者日，我曾發表評論稱，自由現金流每年調整 EBITDA 約 10 億美元。所以我不會為你更新這個數字，但我會說我們確實希望我們會跑贏大盤，因為你只看到 EBITDA 利潤率佔總預訂量的百分比有所提高，所以這顯然有助於從底部流動線。我們正在花時間更多地關注我們的營運資金並對其進行管理。

And then again, it is important to note, it's not a direct correlation from EBITDA to cash flow because there are different financial statements, but cash flow is very much more of an annual thing. So you pay out bonuses in Q1 as an example. You get the benefit of the crew bonus in the rest of the quarters. So you'll see us continue to do it. I do expect that we'll do better than the $1 billion target. Free cash flow is actually a GAAP number, as you will. So it's not like adjusted in and out. And so again, we will continue to update this over time when it makes sense, but we're really proud. And we knew we would get there because think about all the steps we took during the pandemic if you think about all the platform moves now to be asset light.

再說一遍，重要的是要注意，EBITDA 與現金流量沒有直接關聯，因為有不同的財務報表，但現金流量更多的是年度數據。以您在第一季度支付獎金為例。在剩餘的季度中，您將獲得船員獎金的好處。所以你會看到我們繼續這樣做。我確實預計我們會比 10 億美元的目標做得更好。自由現金流實際上是一個 GAAP 數字，如您所願。所以它不像調整進出。同樣，我們將在有意義的時候繼續更新它，但我們真的很自豪。而且我們知道我們會到達那裡，因為如果您考慮現在所有平台的移動都是輕資產，請考慮一下我們在大流行期間採取的所有步驟。

Additionally, the other thing is we were doing some build-out on real estate like Mission Bay and some of the years past. So most of that stuff is behind us now. And so as you think about the business and the current operating platform, this should be a really, really strong cash flow generator, which I think you probably heard from Dara and myself over the past couple of months.

此外，另一件事是我們在像 Mission Bay 和過去的一些年裡對房地產進行了一些擴建。所以大部分這些東西現在都在我們身後。因此，當您考慮業務和當前的運營平台時，這應該是一個非常非常強大的現金流生成器，我想您可能在過去幾個月裡從 Dara 和我那裡聽說過。

Your next question is from the line of Brian Nowak with Morgan Stanley.

您的下一個問題來自摩根士丹利的 Brian Nowak。

So I have a couple of questions. Dara and Nelson, I wanted -- can you just update us a little bit on sort of where are you in the U.S. when it comes to average rider wait times versus where you have been in the past versus where you targeted to be? Anything on sort of conversion rate? Your riders go on in search and actually book a trip, how are those metrics? Anything on supply as well, I'd be curious to hear? And the new update on Uber, Uber One, 10 million users helpful? What are we seeing in terms of frequency and spend per user on the Uber One user base?

所以我有幾個問題。達拉和尼爾森，我想 - 你能告訴我們你在美國的位置嗎？當涉及到平均騎手等待時間與你過去的位置和你的目標位置時？有什麼關於轉化率的嗎？您的騎手繼續搜索並實際預訂行程，這些指標如何？還有什麼供應，我很想知道嗎？優步的新更新，優步一號，1000萬用戶有用嗎？我們在 Uber One 用戶群上的頻率和每位用戶的支出方面看到了什麼？

Sure. As far as the experience, the metrics in terms of surge wait times, those experience metrics continue to move in the right direction. We're not where we want to be, but they're certainly moving in the right direction, which is now kind of surged trips in the U.S. in July. We're in the teens, about 14%. We actually have a graph in our supplementals, 14% of trips. And that's coming down from the 20s. So surge continues to move in the right direction. And then U.S. wait times are running at an average of 4.5 minutes now, and they were in the 5- to 6-minute time frame. So from that standpoint, that is a very, very nice improvement.

當然。就體驗而言，激增等待時間方面的指標，這些體驗指標繼續朝著正確的方向發展。我們不是我們想去的地方，但他們肯定在朝著正確的方向前進，這就是現在 7 月份在美國的旅行激增。我們是青少年，大約 14%。實際上，我們的補充文件中有一個圖表，14% 的旅行。這是從 20 年代開始下降的。所以浪湧繼續朝著正確的方向發展。然後美國的等待時間現在平均為 4.5 分鐘，並且在 5 到 6 分鐘的時間範圍內。所以從這個角度來看，這是一個非常非常好的改進。

Again, we have more work to do ahead of us. But all of the experienced metrics are moving in the right direction. Conversion is stable now. We're looking to increase it over a period of time. So conversion is stable. And when we look at supply, the supply situation continues to improve, where the number of new driver sign-ups in the U.S. were up 76% on a year-on-year basis. So we have a very strong flow of new drivers who are signing up, coming on to earn.

同樣，我們還有更多工作要做。但所有有經驗的指標都在朝著正確的方向發展。現在轉換很穩定。我們希望在一段時間內增加它。所以轉換是穩定的。當我們查看供應時，供應情況繼續改善，美國的新司機註冊數量同比增長 76%。因此，我們有大量新司機正在註冊並開始賺錢。

And 70% -- over 70% of them have said that inflation and what they're seeing right now in terms of the cost of groceries, the cost of living plays a part in that decision for them to come on to the platform. And as you know, Uber is an unrivaled platform in terms of flexibility, being able to earn when you want, where you want. And right now, the earnings levels are quite attractive. And as we continue to work on our experience, the driver experience, better customer service, more information, we think that driving for Uber will continue to be a really attractive alternative.

70%——超過 70% 的人表示，通貨膨脹以及他們現在所看到的雜貨成本、生活成本在他們決定使用該平台的過程中發揮了作用。如您所知，就靈活性而言，Uber 是一個無與倫比的平台，可以隨時隨地賺錢。現在，收益水平非常有吸引力。隨著我們繼續致力於我們的體驗、司機體驗、更好的客戶服務、更多信息，我們認為為 Uber 駕駛將繼續成為一個非常有吸引力的選擇。

So right now, the marketplace looks strong. September for us is a very, very big month. The summer months demand stays stable. And then September in Q4, it really takes off. So while right now, the experience metrics are moving in the right direction, the team is very, very focused on September, plus back-to-school and making sure that the experience remains the best ridesharing experience out there.

所以現在，市場看起來很強勁。九月對我們來說是一個非常非常重要的月份。夏季需求保持穩定。然後在第四季度的 9 月，它真的起飛了。因此，雖然目前體驗指標正朝著正確的方向發展，但團隊非常非常專注於 9 月，加上返校，並確保體驗仍然是最好的拼車體驗。

Membership.

會員資格。

As far as membership goes, we're very positive in terms of the trends that we're seeing. We are now at about 10 million members. Very excited about Uber One. Uber One has now been launched in 7 markets globally. And about 23% of our overall gross bookings come from members. That's 32% for delivery. Membership now is more focused on delivery at this point. Over a period of time, we're going to kind of bring in the mobility benefits as stars as well. And generally, we're seeing increased engagement as a result of being a member. Members have about 2.7x of gross bookings on Uber than nonmembers. So we think it's a pretty significant engagement lever, and it's a pretty significant LTV lever as well. So we definitely like what we're seeing with membership.

就會員資格而言，我們對所看到的趨勢非常積極。我們現在有大約 1000 萬會員。對優步一號感到非常興奮。優步一號現已在全球 7 個市場推出。我們的總預訂量中約有 23% 來自會員。這是交付的32％。現在，會員資格更側重於交付。在一段時間內，我們也會像明星一樣帶來移動優勢。一般來說，我們看到成為會員後參與度有所提高。會員在優步上的總預訂量約為非會員的 2.7 倍。所以我們認為這是一個非常重要的參與槓桿，也是一個非常重要的 LTV 槓桿。所以我們絕對喜歡我們所看到的會員資格。

I would add to that, for us, what we have with Uber is we first bring in customers, and of course, we've got the greatest front end in terms of both rides and Eats. So we can bring on more new customers than other monoline platforms. We then cross-sell customers. And then once we cross-sell customers, we move them into membership as well. So the strategic ability to cross-sell, the strategic ability for us to drive gross bookings per audience is just structurally advantaged for us, and membership is a piece of that strategy.

我要補充一點，對我們來說，我們與優步的合作是我們首先吸引客戶，當然，我們在乘車和餐飲方面擁有最好的前端。所以我們可以帶來比其他單線平台更多的新客戶。然後我們交叉銷售客戶。然後，一旦我們交叉銷售客戶，我們也會讓他們成為會員。因此，交叉銷售的戰略能力，我們推動每個觀眾的總預訂量的戰略能力對我們來說只是結構上的優勢，而會員資格是該戰略的一部分。

Your next question comes from the line of Mark Mahaney with Evercore ISI.

您的下一個問題來自與 Evercore ISI 的 Mark Mahaney。

Two questions, please. First, can you talk about the markets that are still lagging, that are still in recovery phase and if there's anything you can do to get those markets back up? And that's on the mobility side?

請教兩個問題。首先，您能否談談仍然落後、仍處於復蘇階段的市場，您是否可以採取任何措施讓這些市場恢復活力？那是在移動性方面嗎？

And then secondly, just because we've talked to so much about recession risk during this earnings season, are there any signs that you see in your businesses that -- of your segments, particularly in delivery segment of economic sensitivity? Lower ordering, smaller basket size is something that indicates that part of the business is being impacted by macro.

其次，僅僅因為我們在這個財報季就經濟衰退風險進行了很多討論，您是否在您的業務中看到了任何跡象，即您的細分市場，特別是在經濟敏感性的交付細分市場？較低的訂購量，較小的籃子尺寸表明部分業務正在受到宏觀影響。

I'll do the first one, and Nelson will do the second one. In terms of mobility markets that are still lagging, really the only ones that I would point out are in the U.S. San Francisco, Los Angeles, Seattle are lagging nationwide recovery. Mark, if you can get more people in San Francisco, that would help. I think it's got -- it has to do with some of these cities opened up, people going to work, et cetera. But otherwise, the recovery for us has been pretty broad, and we've been very pleased in terms of the recovery on a global basis.

我會做第一個，納爾遜會做第二個。就仍然滯後的移動市場而言，我要指出的只有美國舊金山、洛杉磯和西雅圖在全國范圍內的複蘇滯後。馬克，如果你能在舊金山吸引更多人，那會有所幫助。我認為這與一些開放的城市、人們去工作等有關。但除此之外，我們的複蘇範圍相當廣泛，我們對全球範圍內的複蘇感到非常高興。

When we look at use cases now, the travel use case is back very, very strongly. Uber for Business, our managed business has doubled on a year-on-year basis as well. So companies are starting to travel as well, so the recovery is pretty broad. But there are a couple of cities, especially West Coast cities in the U.S. where the recovery is still trailing. But when we look overall, everything is getting better, Mark, and we expect trends to continue to improve as we go back into the second half.

當我們現在查看用例時，旅行用例非常非常強烈地回歸。 Uber for Business，我們管理的業務也同比翻了一番。所以公司也開始旅行，所以復蘇是相當廣泛的。但是有幾個城市，尤其是美國的西海岸城市，復甦仍在滯後。但是，當我們整體看時，一切都在變好，馬克，我們預計隨著我們回到下半年，趨勢會繼續改善。

Nelson, you want to talk to inflation?

尼爾森，你想談談通貨膨脹嗎？

Yes. So Mark, in terms of your second question, we actually haven't seen it, right? So we obviously look at trade down across major countries. We actually look at cohorts depending on income levels. And we haven't seen any discernible trends is what I would tell you. And we've seen more spikes and peaks more based on still COVID activity. So recently in Japan, COVID spiked and you saw demand spike for delivery. But so it's been a little bit more about still the COVID trade recovery and things that happen there than we've seen impact on inflation, at least so far.

是的。所以馬克，就你的第二個問題而言，我們實際上還沒有看到，對吧？因此，我們顯然會關注主要國家之間的貿易下降。實際上，我們會根據收入水平來查看群組。我們還沒有看到任何明顯的趨勢是我要告訴你的。我們已經看到更多基於靜止 COVID 活動的峰值和峰值。所以最近在日本，COVID 飆升，你看到交付需求飆升。但是，至少到目前為止，與我們所看到的對通脹的影響相比，COVID 貿易復甦和那裡發生的事情更多的是。

And to some extent, we could be seeing evidence where it's helping us and that it's a very significant consideration base for drivers coming on to the system. Over 70% of drivers say inflation has played a part in their decision to come on to the platform.

在某種程度上，我們可以看到證據表明它在哪些方面對我們有幫助，並且對於進入該系統的駕駛員來說，這是一個非常重要的考慮基礎。超過 70% 的司機表示，通貨膨脹在他們決定使用該平台的過程中發揮了作用。

Your next question is from the line of Justin Post with Bank of America.

您的下一個問題來自美國銀行的 Justin Post。

A couple maybe just for Nelson. First, on the margin improvement, obviously, a big focus in the quarter. We're just wondering if you've pulled forward some of your margin improvement, or are there really changes versus your $5 billion outlook? Are you trending above that in some areas?

一對可能只是為了納爾遜。首先，關於利潤率的改善，顯然是本季度的一大焦點。我們只是想知道您是否已經提前提高了一些利潤率，或者與您的 50 億美元前景相比是否真的發生了變化？您在某些領域的趨勢是否高於此？

And then the second question on delivery, I think we were looking for acceleration in the second half. Has that changed? And is that something that behavior is changing just because of the economy?

然後是關於交付的第二個問題，我認為我們在下半場尋求加速。那改變了嗎？僅僅是因為經濟，這種行為正在改變嗎？

Sure. So the first question regarding the '24 targets. So when we laid them out there, we had a lot of confidence in terms of our ability to hit them. And so obviously, the performance helped you to give you guys the confidence that we're going to at least hit them.

當然。所以關於'24 目標的第一個問題。因此，當我們將它們放在那裡時，我們對擊中它們的能力充滿信心。很明顯，表現幫助你們給了你們信心，我們至少會打擊他們。

Yes, we've been working -- we've been operating really well, and Dara started on it across the company in terms of managing both growth, future investment and importantly, margin and cash flow and EBITDA. And so the company is operating really well right now.

是的，我們一直在努力——我們的運營非常好，Dara 開始在整個公司管理增長、未來投資，以及重要的是，利潤率和現金流以及 EBITDA。因此，該公司目前的運營狀況非常好。

And so I would tell you that we do expect that you'll continue to see us improve both the gross margins as well as the bottom line. You'll see us continue to refocus and invest in businesses for the future and continue to improve the bottom line. And you should expect that, that ramp will continue. And so we have a high degree of confidence in terms of our ability to go do that.

所以我會告訴你，我們確實希望你會繼續看到我們提高毛利率和底線。您會看到我們繼續重新關注和投資未來的業務，並繼續提高底線。你應該預料到，這種坡道將繼續下去。因此，我們對我們能夠做到這一點有高度的信心。

In terms of specifically what's going on right now, I mean, yes, we're just -- we're operating better. We don't see any on the delivery side in the back half. I would tell you that if you ask me, and this is just Nelson talking, you could see trends on the top on the delivery, but the margins will be there and the EBITDA will be there. So we have a high degree of confidence. You've heard us talk in the past about leverage that we have. And so again, we'll pull the levers. So we're going to -- definitely, we will make the guidance that we put out there, at least that's our full intention.

就目前正在發生的具體情況而言，我的意思是，是的，我們只是 - 我們的運營情況更好。我們在後半部分的交付側看不到任何東西。我會告訴你，如果你問我，這只是 Nelson 的談話，你可以看到交付頂部的趨勢，但利潤會在那裡，EBITDA 也會在那裡。所以我們有很高的信心。您過去曾聽我們談論過我們擁有的槓桿作用。同樣，我們將拉動槓桿。所以我們要——當然，我們會制定我們在那裡發布的指導，至少這是我們的全部意圖。

I think just one other factor for delivery in the second half is obviously foreign exchange. That has moved against us since their last guidance. And when you look at the delivery business in the U.S., for example, Uber Eats grew 25%. Overall, in the U.S., we grew 21%. So some of the slowdown in terms of delivery growth comes from foreign exchange, and it's in a number of those European markets where we do see some of our competitors pulling back as well. But when we look overall our delivery business, that team is really executing and especially executing on the bottom line improvement.

我認為下半年交付的另一個因素顯然是外匯。自他們上次指導以來，這對我們不利。例如，當你看看美國的外賣業務時，Uber Eats 增長了 25%。總體而言，在美國，我們增長了 21%。因此，交付增長方面的一些放緩來自外匯，而且在一些歐洲市場，我們確實看到我們的一些競爭對手也在撤退。但是，當我們從整體上看我們的交付業務時，該團隊確實在執行，尤其是在執行底線改進方面。

Your next question is from the line of Eric Sheridan with Goldman Sachs.

您的下一個問題來自高盛的 Eric Sheridan。

Maybe 2 topics. On Uber for Business, nice growth there. Any sense you can give us on some of the funnel of activity you're seeing broadly around Uber for Business and how that might be able to capitalize on either a return to work or return to business travel as you look out over the next 12 to 18 months?

也許2個主題。在 Uber for Business 上，那裡的增長不錯。您可以向我們介紹您在 Uber for Business 周圍廣泛看到的一些活動渠道，以及在您展望未來 12 至18個月？

And then second, with Eats, you've invested a lot in diversification of the platform into new categories around convenience and grocery and alcohol. Can you talk about how that wider diversification of categories has maybe changed some of the velocity you've seen of shopping or changed some of the LTV of the users of Uber Eats?

其次，通過 Eats，您在平台多樣化方面投入了大量資金，進入了便利、雜貨和酒類等新類別。您能否談談更廣泛的類別多樣化可能如何改變了您所看到的購物速度或改變了 Uber Eats 用戶的一些 LTV？

Eric, so as far as U4B goes, we're hugely optimistic and actually, we continue to invest in U4B sales force, et cetera. The LTV to CAC ratios are very, very attractive in terms of bringing on new sales teams. And we're really selling to significant enterprise customers out there, both in the tech space and the nontech space. A lot of these enterprises, some of them are going back to returning to office, some of them are not. But they are getting on growth.

埃里克，就 U4B 而言，我們非常樂觀，實際上，我們繼續投資於 U4B 銷售隊伍等。就引入新的銷售團隊而言，LTV 與 CAC 的比率非常非常有吸引力。我們真的在向技術領域和非技術領域的重要企業客戶銷售產品。很多這樣的企業，有的正在復工，有的沒有。但他們正在成長。

So the champion use case that we're seeing with U4B is essentially the business traveler getting out on the road again. And obviously, a sales call over Zoom is one thing, but if the salesperson comes in to see you in person, it gives a different impression, and we're seeing our U4B clients invest in getting their teams on the road. Because as you can imagine, especially in this kind of an environment, revenue growth is becoming more dear. And so a lot of salespeople are hitting the road, and that's definitely, definitely helping the U4B business.

因此，我們在 U4B 中看到的冠軍用例本質上是商務旅行者再次踏上旅途。顯然，通過 Zoom 進行銷售電話是一回事，但如果銷售人員親自來見您，就會給人不同的印象，我們看到我們的 U4B 客戶投資於讓他們的團隊上路。因為正如你可以想像的那樣，尤其是在這種環境下，收入增長變得越來越昂貴。所以很多銷售人員都在上路，這絕對是在幫助 U4B 業務。

We are also actively upselling our Eats product into U4B. So we're seeing some customers, for example, buy our vouchers product. What it may look like is you get a free lunch if you sit in this particular session to learn about, call it, some new enterprise software capabilities. And each voucher becomes a way for customer acquisition. We're seeing similar kinds of deals with online gambling, et cetera. So lots of partnerships with us as it relates to U4B and, to some extent, on the advertising side as well.

我們還積極向 U4B 銷售我們的 Eats 產品。因此，我們看到一些客戶，例如，購買我們的代金券產品。如果您參加這個特定的會議來了解（稱之為）一些新的企業軟件功能，您可能會得到免費午餐。而每張代金券都成為一種獲取客戶的方式。我們看到了與在線賭博等類似的交易。與我們建立了很多與 U4B 相關的合作夥伴關係，在某種程度上，也與我們在廣告方面建立了合作關係。

As far as new verticals go, we're quite satisfied in terms of the growth of that team. It's at about a $4.5 billion run rate in terms of gross bookings. We are investing in this business. And despite investing in this business and it's in the hundreds of millions of dollars, you can see the profitability that we've been able to drive with the delivery business overall. It's really because of the scale and efficiency that we're bringing to bear. And what we're seeing with new verticals customers is that Uber Eats customers who also order from new verticals tend to stay with us, tend to have higher frequency. And it's really a part of the power of the platform that we're having. If you ride with us, if you eat with us, if you drink with us, if you order groceries with us, we just become an everyday part of your life. You top that off with the membership program. And we think we have a relationship with customers that really can't be duplicated in industry on a global basis. That's what the strategy is all about, and we're quite optimistic about our progress to date.

就新的垂直領域而言，我們對該團隊的成長非常滿意。就總預訂量而言，它的運行速度約為 45 億美元。我們正在投資這項業務。儘管對這項業務進行了數億美元的投資，但您可以看到我們能夠通過整體交付業務推動的盈利能力。這真的是因為我們要承擔的規模和效率。我們從新垂直客戶那裡看到的是，同樣從新垂直客戶訂購的 Uber Eats 客戶往往會留在我們身邊，而且頻率更高。這確實是我們所擁有的平台力量的一部分。如果你和我們一起騎車，如果你和我們一起吃飯，如果你和我們一起喝酒，如果你和我們一起訂購雜貨，我們就會成為你日常生活的一部分。您可以通過會員計劃來實現這一目標。我們認為我們與客戶的關係在全球範圍內的行業中確實無法複製。這就是戰略的全部內容，我們對迄今為止的進展非常樂觀。

Your next question is from the line of Lloyd Walmsley with UBS.

您的下一個問題來自 UBS 的 Lloyd Walmsley。

A couple, if I can. First, in the prepared remarks, you talked about feeling good on the 2024 guidance. I guess in the interim, do you still feel good about Mobility bookings growth in '23 that's higher than '19? Or is the tenor kind of macro and the increased focus on profitability kind of take that off the table as something you want to commit to?

如果可以的話，一對夫婦。首先，在準備好的評論中，您談到了對 2024 年指導方針感覺良好。我想在此期間，您是否仍然對 23 年高於 19 年的移動預訂增長感到滿意？或者是宏觀的男高音和對盈利能力的日益關注，是否會讓你不想要承諾？

And then secondly, can you help us understand some of the sources of the big upside to delivery incremental margins, like how much was that, it reduced investment in new verticals or the ad business scaling on the competitive environment? Any further color you can give us to help understand that and kind of how that trends looking ahead?

其次，您能否幫助我們了解實現增量利潤率的巨大優勢的一些來源，例如，它減少了對新垂直領域的投資或競爭環境下的廣告業務擴展？您可以給我們任何進一步的顏色來幫助我們理解這一點以及未來的趨勢如何？

So Lloyd, yes, we did add the statement in there about 2024. Yes, we feel really good about how the business is operating today. Yes, we can't control the macro world. And so I don't really want to give you a GB guidance for delivery for next year. But the business continues to grow well, and we are making investments. And again, we're not through the close recovery, number one. Number two, the business continues to grow well, and so we have a lot of ramp left. And so Mac and the team feel really confident in terms of our ability to grow next year. And so again, we feel really good about our competitive position and how the business is operating today and the trends down the road because the platform is operating quite well.

所以勞埃德，是的，我們確實在其中添加了關於 2024 年的聲明。是的，我們對今天的業務運營方式感覺非常好。是的，我們無法控制宏觀世界。因此，我真的不想為您提供明年的 GB 交付指南。但業務繼續保持良好增長，我們正在進行投資。再說一次，我們還沒有經歷過密切的複蘇，第一。第二，業務繼續增長良好，所以我們還有很多坡道。因此，Mac 和團隊對我們明年的增長能力充滿信心。同樣，我們對我們的競爭地位以及今天的業務運營方式以及未來的趨勢感覺非常好，因為該平台運行良好。

But what I would say in terms of delivery, it's really all of the above. So I would say that we're working really hard, and that you heard in my earlier comment about the fact that our revenue margins are improving because the team, and we've worked through a lot in terms of improving just our courier efficiency or the cost per transaction, we've worked on all the different lines to try to find more efficiency, and we are doing a better job, if you will, about capital allocation in terms of promotion.

但就交付而言，我想說的是，實際上就是以上所有內容。所以我想說我們工作非常努力，你在我之前的評論中聽到了這樣一個事實，即我們的收入利潤率正在提高，因為團隊，我們在提高快遞效率或每筆交易的成本，我們已經在所有不同的線路上工作，試圖找到更高的效率，如果你願意的話，我們在促銷方面的資金分配方面做得更好。

And yes, you do get the benefit of the fact that some of the private competitors have gone away and some of the public competitors are getting the joke, and I understand now that a durable company has to make money. And so I think that is all positive if you think about it in terms of the margin structure and the profitability of our delivery business down the road. And so -- and yes, we continue to ramp up our ads business, and that's going quite well. So it's all of the above. And so I think we talked about it a lot on Investor Day, and we'll continue to execute our plan or over execute our plan, if you will.

是的，您確實受益於一些私人競爭對手已經消失而一些公共競爭對手正在開玩笑，我現在明白一家經久耐用的公司必須賺錢。因此，如果您從利潤率結構和我們未來交付業務的盈利能力的角度來考慮，我認為這都是積極的。所以 - 是的，我們繼續擴大我們的廣告業務，而且進展順利。所以以上都是。所以我認為我們在投資者日討論了很多，如果你願意的話，我們將繼續執行我們的計劃或過度執行我們的計劃。

And Lloyd, just to go into the covers a little bit in terms of how we do this stuff. Usually, when you're driving profitability, there's a trade-off with top line, but there's actually a lot of work going on algorithmically in terms of, for example, how do we price trips on the delivery side per transaction, what percentage of trips do we batch, how quickly do our algorithms recalculate the most efficient route or the most efficient price to offer to a particular courier on a particular route.

還有勞埃德，就我們如何做這些事情來說，只是稍微深入一點。通常，當您提高盈利能力時，會與頂線進行權衡，但實際上在算法方面有很多工作正在進行，例如，我們如何為每筆交易的交付方的行程定價，佔多少百分比我們是否批量處理旅行，我們的算法重新計算最有效路線或最有效價格以提供給特定路線上的特定快遞員的速度有多快。

All of those technical investments are able to drive cost per transaction down while keeping career utilization at high levels and career earnings at a high level. So there literally is no trade-off other than the time of the engineer kind of working on the algorithm. It's the same thing when we talk about upfront pricing and upfront destination for drivers, which is all things being equal, it is the #1 kind of feature that they've been asking for. There's a lot of algorithmic work that has to go into pricing that trip properly, not only taking into account time and destination, but where you're going, what the probability of getting a trip back to the center of town where you can get another trip, et cetera.

所有這些技術投資都能夠降低每筆交易的成本，同時保持高水平的職業利用率和高水平的職業收入。因此，除了工程師在算法上工作的時間之外，實際上沒有任何權衡。當我們談論司機的預付定價和預付目的地時，這是同樣的事情，在所有條件相同的情況下，這是他們一直要求的第一類功能。有很多算法工作需要正確地為這次旅行定價，不僅要考慮時間和目的地，還要考慮你要去的地方，回到市中心的旅行的可能性，在那裡你可以得到另一個旅行等。

It's a bunch of that work on the technical side that allows us to improve profitability and/or experience without a trade-off in terms of top line growth. That's where the magic happens, and that's what a lot of effort is going into. And that kind of effort is pretty hard to duplicate from competitors who kind of look at the service and say, well, they're doing X plus, let's do X as well.

技術方面的大量工作使我們能夠提高盈利能力和/或體驗，而無需在頂線增長方面進行權衡。這就是奇蹟發生的地方，這就是很多努力的方向。這種努力很難從競爭對手那裡複製，他們看著服務說，好吧，他們正在做 X 加，讓我們也做 X。

It seems to be working.

它似乎正在工作。

Yes, it really is. The teams are working hard, and I think that kind of under the covers work is underappreciated. And it's also very, very, very difficult to duplicate. So we love that kind of work.

是的，確實如此。團隊正在努力工作，我認為這種幕後工作被低估了。而且它也非常、非常、非常難以復制。所以我們喜歡這種工作。

Your next question is from Deepak Mathivanan with Wolfe Research.

您的下一個問題來自 Wolfe Research 的 Deepak Mathivanan。

Dara, just wanted to ask about Uber Reserve. It seems like it's at a $2 billion run rate already. What is the penetration in markets where it currently is available?

Dara，只是想問一下 Uber Reserve 的情況。看起來它已經達到了 20 億美元的運行速度。目前可用的市場滲透率如何？

And then how should we think about the scaling? You know that kind of the margins are higher on this. Can you also talk a little bit about that?

然後我們應該如何考慮縮放？你知道這種利潤率更高。你也能談談嗎？

And then maybe one question for Nelson. It seems like Mobility take rates, if you're calculating this correctly, was down a bit quarter-to-quarter, excluding the U.K. accounting and accrual change. I know there's a lot of moving pieces from fuel pass-throughs, et cetera, but can you pass that out a little bit? And how should we think about the underlying kind of comparable take rates and then also flow through into the EBITDA margins as a percent of bookings on the rights business?

然後也許是尼爾森的一個問題。如果您計算正確的話，Mobility take rate 似乎每季度都有點下降，不包括英國的會計和應計變化。我知道有很多來自燃料通道等的移動部件，但你能把它傳出去一點嗎？我們應該如何考慮潛在的可比收取率，然後作為權利業務預訂的百分比流入 EBITDA 利潤率？

Sure. So I'll answer the first one -- the second question first on the take rate. So yes, it was down in the quarter. As you know, we don't really focus on take rate. We give it to you because you guys focus on it, and it's more of an annual thing.

當然。所以我會回答第一個問題——第二個問題首先是關於錄取率的。所以是的，它在本季度有所下降。如您所知，我們並不真正關注獲取率。我們把它給你是因為你們專注於它，而且它更像是一年一度的事情。

The 2 big things was the surcharge definitely had an impact, and so that was probably 100 basis points. And then the other one is really just less surge. So you've heard us talk about the fact that we've invested in our marketplace. The health of our marketplace is better now. And so when there's less surge, it actually impacts the take rate. And so the combination of both was really what happened in the quarter. I don't know -- I don't think that you should think about a big shift in terms of take rates going forward. I think where we are historically make sense. But again, that's really just what happened in the quarter.

兩件大事是附加費肯定會產生影響，所以這可能是 100 個基點。然後另一個真的只是少了一點激增。因此，您已經聽到我們談論我們已經投資於我們的市場這一事實。我們市場的健康狀況現在更好了。因此，當激增較少時，它實際上會影響採取率。因此，兩者的結合確實是本季度發生的事情。我不知道——我認為你不應該考慮未來利率方面的重大轉變。我認為我們在歷史上所處的位置是有道理的。但同樣，這正是本季度發生的事情。

And then as far as reserve goes, we're super excited about the product. It's one of our fastest growing products. And yes, margins on reserve on average are higher. It's more of a premium product. And part of our strategy here is to segment our customer base. We've got the largest customer base, looking for mobility services generally. And our ability to take segments of that customer base and then build products for those segments is really another scale advantage that we have that we bring to bear.

然後就儲備而言，我們對該產品感到非常興奮。它是我們增長最快的產品之一。是的，平均準備金利潤率更高。它更像是一種優質產品。我們的戰略的一部分是細分我們的客戶群。我們擁有最大的客戶群，一般都在尋找移動服務。我們擁有細分客戶群然後為這些細分市場構建產品的能力實際上是我們擁有的另一個規模優勢。

In terms of reservations, it's single-digit percentage of our total trips in the markets in which it has launched. We are continuing to launch Reserve in many, many markets. And it's a combination of reserving premium cars, but also we are offering Reserve for X as well. And it's just a great experience. Like, usually, when I go to dinner with my wife and instead of us hustling down to meet the car, you know that the driver can wait for 15 minutes and it's not a problem as well. So we're seeing real consumer device as it relates to Reserve. Drivers make more money. Drivers can anchor their day, if that first morning drive and they know they're going to get to the airport and they'll get to the airport, drive back, et cetera.

就預訂而言，它占我們在其推出市場的總行程的個位數百分比。我們將繼續在許多市場推出 Reserve。這是預訂高檔汽車的組合，但我們也提供 X 預訂。這只是一次很棒的經歷。就像，通常情況下，當我和妻子去吃飯時，而不是我們匆忙下車去接車，你知道司機可以等 15 分鐘，這也不是問題。因此，我們看到了與 Reserve 相關的真正的消費設備。司機賺更多的錢。司機可以安排他們的一天，如果第一個早上開車，他們知道他們會去機場，他們會去機場，開車回來，等等。

So it's working as a business in terms of margins. It's absolutely driving consumer delight, and it's our fastest-growing product right now and it's growing at scale. And drivers love it as well because their earnings are higher and, again, it's an anchor for them during their day that they can preplan. So our team's doing a great job, and we'll keep rolling it out globally.

因此，就利潤率而言，它是一項業務。它絕對是在推動消費者的愉悅，它是我們目前增長最快的產品，並且正在大規模增長。司機也喜歡它，因為他們的收入更高，而且，這也是他們在一天中可以預先計劃的錨點。所以我們的團隊做得很好，我們將繼續在全球推廣。

Your next question comes from the line of James Lee with Mizuho.

您的下一個問題來自 James Lee 與 Mizuho 的對話。

I wanted to get some update maybe on regulation. For example, in Massachusetts, can you talk about maybe the conversation you're having with regulators, what key issues you guys are working, can you reach a settlement since ballot is no longer available? And also in the U.K., when do you expect your peers starting to adopting the worker class, so the regulation is more equally implemented in the industry?

我想獲得一些關於監管的更新。例如，在馬薩諸塞州，您能否談談您與監管機構的對話，你們正在解決哪些關鍵問題，由於選票不再可用，您能否達成和解？同樣在英國，您預計您的同行何時開始採用工人階級，因此該法規在行業中的實施更加平等？

Sure, absolutely. So as far as Massachusetts goes, listen, we're constantly in dialogue with legislature, with labor representatives often in the U.S. in many states as well. The polling as it related to ballot showed us clearly winning. And the reason for that is that voters know what drivers want, and drivers want the flexibility of independent contractor status along with benefits as well. And that's what we call this IC+ model, which is independent plus benefits, whether those benefits include minimum earnings or some kind of health care or accident insurance, et cetera.

當然，絕對。因此，就馬薩諸塞州而言，聽著，我們一直在與立法機關進行對話，在美國許多州也經常與勞工代表進行對話。與投票有關的民意調查顯示我們明顯獲勝。這樣做的原因是選民知道司機想要什麼，司機也想要獨立承包商身份的靈活性以及福利。這就是我們所說的 IC+ 模型，它是獨立的加福利，無論這些福利包括最低收入還是某種醫療保健或意外保險等等。

Those benefits are benefits that we then negotiate on a local basis, on a state-to-state basis. And we are absolutely happy and open to get to a negotiated settlement if we get there. If we don't get there, we're confident we'll take our next shot at the ballot, and we're confident in our chances. But the most important thing is that this new model, this IC+ model, is overwhelmingly what drivers want. In California, drivers are very, very happy about the outcomes there. In Washington, we got through a good negotiated outcome as well. And we continue to have dialogue all across the U.S.

這些好處是我們在當地、州與州之間協商的好處。如果我們到達那裡，我們絕對很高興並願意通過談判達成解決方案。如果我們沒有到達那裡，我們有信心我們會在投票中進行下一次投票，我們對我們的機會充滿信心。但最重要的是，這種新模式，這種IC+模式，壓倒性地滿足了司機們的需求。在加利福尼亞，司機們對那裡的結果非常非常滿意。在華盛頓，我們也取得了良好的談判結果。我們繼續在美國各地進行對話。

In terms of the U.K., we are having -- at this point, I believe that our competitors are properly charging VAT as we have been as it pertains to the model. So we're on a level playing field there. But we think as far as worker designation, there's still more work to do, worker designation again. It looks like the IC+ model that we talked about, we stepped up. And designated drivers in the U.K. as workers, we think it's the right thing to do. It's also good for business because it makes driving for Uber more attractive. And we need more drivers in the U.K. So it makes a heck of a lot of sense. We think it is inevitable that our competitors will have to do the same. This is a ruling that came straight from the Supreme Court, and we think it's the law of the land. And it's a matter of time before our competitors come into play.

就英國而言，我們正在 - 在這一點上，我相信我們的競爭對手正在適當地收取增值稅，因為它與模型有關。所以我們在那里處於一個公平的競爭環境中。但我們認為，就工人指定而言，還有更多工作要做，再次指定工人。看起來像我們談到的IC+模式，我們加強了。在英國指定司機為工人，我們認為這是正確的做法。這對企業也有好處，因為它使 Uber 的駕駛更具吸引力。而且我們在英國需要更多的司機。所以這很有意義。我們認為我們的競爭對手也不可避免地不得不這樣做。這是直接來自最高法院的裁決，我們認為這是國家法律。我們的競爭對手開始發揮作用只是時間問題。

I will also say that the U.K. business remains healthy. U.K. margins are solidly profitable. Our competitive share in the U.K. is as strong as it's been. So the U.K. business continues to operate well. And at the U.K., it's really actually more about the rider experience. We need more drivers out there, and that's really the focus. It's about making sure that the marketplace is balanced. And I think the regulatory situation and the competitive situation are definitely headed in the right direction.

我還要說，英國的業務仍然健康。英國的利潤可觀。我們在英國的競爭份額與以往一樣強大。因此，英國業務繼續運作良好。在英國，實際上更多的是關於騎手的體驗。我們需要更多的司機，這才是真正的重點。這是為了確保市場是平衡的。我認為監管形勢和競爭形勢肯定朝著正確的方向發展。

Your final question comes from the line of Brad Erickson with RBC Capital Markets.

您的最後一個問題來自 RBC Capital Markets 的 Brad Erickson。

Just a follow-up on the mobility side. You mentioned the driver incentives continuing to come down, certainly it seems like the labor environment flipped and what is starting to be a tailwind for you. So I guess, first, do you see those incentives continuing to fall? And then secondarily, what effect, if any, do you see any of that having on pricing here going forward? Are there any other levers you're looking to pull on pricing given any recent tendencies riders are showing elasticity-wise?

只是移動方面的後續行動。你提到司機的激勵措施繼續下降，當然看起來勞動力環境發生了變化，什麼對你來說開始是順風。所以我想，首先，您是否看到這些激勵措施繼續下降？其次，如果有的話，你認為這對未來的定價有什麼影響？鑑於最近有任何騎手錶現出彈性的趨勢，您是否希望通過其他任何手段來拉動定價？

Yes. So as you know, we're in 70 countries, which means we're in 10,000 marketplaces. So to make that macro statement is hard. Certainly, in the U.S., in the second quarter, that's what we saw. But again, we do operate our markets on a market-by-market basis. And we've done a really, really great job, and Dara highlighted earlier about bringing more supply on in drivers. We also continue to work to make the driver experience better, and you probably saw some of the product enhancements that we rolled out last week. And so that all helps.

是的。如您所知，我們在 70 個國家/地區，這意味著我們在 10,000 個市場中。所以做出這樣的宏聲明是困難的。當然，在美國，在第二季度，這就是我們所看到的。但同樣，我們確實在逐個市場的基礎上運營我們的市場。而且我們做得非常非常出色，Dara 早些時候強調了為司機帶來更多供應。我們還繼續努力改善駕駛員體驗，您可能已經看到我們上週推出的一些產品增強功能。所以這一切都有幫助。

And so, yes, when we lower incentives, but either through surge or just because we planned, pricing does improve for the end user, which is great. And so we like that marketplace. But again, I would tell you that there are certain marketplaces as markets start up and come at COVID that you should expect there to be some incentives. So as of San Francisco or Boston, which are 2 markets that are lagging, if you will, on the COVID recovery, you should assume that there's going to be some incentives to help drive the supply in the marketplace there and then vice versa, as markets get overheated.

因此，是的，當我們降低激勵措施時，無論是通過激增還是僅僅因為我們計劃，最終用戶的定價確實會提高，這很棒。所以我們喜歡那個市場。但是，我要再次告訴您，隨著市場的啟動和 COVID 出現，您應該期望某些市場會有一些激勵措施。因此，對於舊金山或波士頓這兩個落後的市場，如果你願意的話，在 COVID 復甦方面，你應該假設會有一些激勵措施來幫助推動那裡的市場供應，反之亦然，因為市場過熱。

And so we continue to manage that supply. We do a really good job. The team does a great job. And we do think, over time, pricing will continue to improve because our marketplace continues to improve in terms of how it's operating. But again, it's too hard to make the blanket statement.

因此，我們繼續管理該供應。我們做得很好。團隊做得很好。而且我們確實認為，隨著時間的推移，定價將繼續改善，因為我們的市場在其運作方式方面繼續改善。但同樣，做出籠統的聲明太難了。

And Brad, the other thing that I would remind you of is that we don't manage incentives and our revenue margins as an output metric. We're really managing for gross bookings growth, the marketplace experience, ETA surge and then ultimately, EBITDA margins, of course. And the EBITDA margin guidance that we gave you for Q3 shows very, very healthy margins going forward. And the revenue margin number that we get to, it's almost like it's an output, it's an accidental output because we're managing to a bunch of other metrics. And a lot of what happens in revenue margin is algorithmic by nature, and it's designed to balance the marketplace while delivering strong incremental profitability for shareholders as well.

布拉德，我要提醒你的另一件事是，我們不管理激勵措施和我們的收入利潤率作為產出指標。當然，我們確實在管理總預訂量增長、市場體驗、ETA 激增以及最終的 EBITDA 利潤率。我們為您提供的第三季度 EBITDA 利潤率指導顯示了非常非常健康的利潤率。我們得到的利潤率數字，幾乎就像它是一個輸出，它是一個意外輸出，因為我們正在管理一系列其他指標。收入利潤率中發生的很多事情本質上都是算法性的，它旨在平衡市場，同時為股東提供強大的增量盈利能力。

So we consider incentives and revenue margins a tool. But right now, the trend as it relates to that tool continue to be positive. We are looking forward to Q4 in September, back to school. We're going to have a lot of demand, so we are preparing ourselves for that increase in demand. And so we are going to continue being in the marketplace to make sure that drivers come on to the platform, stay on the platform because Q4 is going to be a great quarter for us, and it's going to be a great quarter for them as well.

因此，我們將激勵措施和收入利潤率視為一種工具。但是現在，與該工具相關的趨勢仍然是積極的。我們期待著 9 月的第四季度，回到學校。我們將有很多需求，因此我們正在為需求的增加做好準備。因此，我們將繼續進入市場，以確保司機進入平台，留在平台上，因為第四季度對我們來說將是一個很棒的季度，對他們來說也將是一個很棒的季度.

All right. With that, thank you for joining the call, and a big thank you to the Uber teams. Nelson and I get to talk about this stuff, but it's as a result of a lot of hard work from our teams globally. So a big thank you from Nelson and I to the Uber teams, lots of work ahead of us.

好的。藉此，感謝您加入電話會議，並非常感謝 Uber 團隊。尼爾森和我可以談論這些東西，但這是我們全球團隊大量辛勤工作的結果。尼爾森和我非常感謝優步團隊，我們還有很多工作要做。

I appreciate you joining the call, and we'll talk to you next quarter.

感謝您加入電話會議，我們將在下個季度與您交談。

Ladies and gentlemen, thank you for participating. This concludes today's call. You may now disconnect.

女士們，先生們，感謝您的參與。今天的電話會議到此結束。您現在可以斷開連接。