優步 (UBER) 2022 Q4 法說會逐字稿

Ladies and gentlemen, thank you for standing by. My name is Angela, and I will be your conference operator today. At this time, I would like to welcome everyone to the Uber Fourth Quarter '22 Earnings Conference Call. (Operator Instructions) Thank you.

女士們，先生們，謝謝你們的支持。我叫安吉拉，今天我將擔任你們的會議接線員。此時，我想歡迎大家參加優步第四季度 22 財年電話會議。 （操作員說明）謝謝。

It is now my pleasure to turn today's conference over to Mr. Balaji Krishnamurthy. Sir, please go ahead.

現在我很高興將今天的會議轉交給 Balaji Krishnamurthy 先生。先生，請繼續。

Thank you, Angela. Thank you for joining us today, and welcome to Uber's Fourth Quarter 2022 Earnings Presentation. On the call today, we have Uber CEO, Dara Khosrowshahi; and CFO, Nelson Chai.

謝謝你，安吉拉。感謝您今天加入我們，歡迎觀看優步 2022 年第四季度收益演示。在今天的電話會議上，我們有 Uber 首席執行官達拉·科斯羅薩西 (Dara Khosrowshahi)；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 a 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 措施的額外披露，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，每份文件都發佈在 investor.uber.com 上。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, and 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 published.

有關可能導致實際結果與前瞻性陳述存在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新的 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，以及在發佈時向美國證券交易委員會提交的其他文件。

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.

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，我們會要求您查看。在 Dara 簡短的開場白之後，我們將開始提問。

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 our strongest quarter ever in Q4, with gross bookings up 26% year-on-year on a constant currency basis. Adjusted EBITDA of $665 million exceeded the high end of our guidance for the sixth quarter in a row, and we delivered strong incremental adjusted EBITDA margin of 12%.

謝謝，巴拉吉。優步在第四季度創造了有史以來最強勁的季度業績，按固定匯率計算，總預訂量同比增長 26%。調整後的 EBITDA 為 6.65 億美元，連續第六個季度超出我們指導的上限，我們實現了 12% 的強勁增量調整後 EBITDA 利潤率。

We reached several new milestones this quarter. We crossed 2 billion quarterly trips, and our Mobility consumer base exceeded 100 million for the first time in our history. At the same time, we're laser-focused on making Uber the best platform for earners, with over 5.4 million people earning on Uber around the world, another all-time high.

本季度我們達到了幾個新的里程碑。我們的季度出行次數突破 20 億次，我們的出行消費者群體歷史上首次超過 1 億。與此同時，我們專注於讓優步成為賺錢者的最佳平台，全球有超過 540 萬人在優步賺取收入，再創歷史新高。

Put simply, the Uber platform has never been stronger, and we're making great progress building on our platform advantage through advertising and membership. Despite any macroeconomic uncertainty, I'm more confident than ever in our prospects. We're entering the year with great momentum. Mobility trip growth is accelerating, and Delivery remains resilient. But we are far from complacent, and we'll continue to hold ourselves to high standards of growth and profitability to deliver yet another record year in 2023.

簡而言之，Uber 平台從未如此強大，我們正在通過廣告和會員建立我們的平台優勢，取得長足進步。儘管宏觀經濟存在任何不確定性，但我對我們的前景比以往任何時候都更有信心。我們正以強勁的勢頭進入這一年。流動性旅行增長正在加速，而交付仍然具有彈性。但我們遠未自滿，我們將繼續堅持高標準的增長和盈利能力，以在 2023 年再創新高。

With that, let's open it up to questions.

有了這個，讓我們打開它來提問。

Angela, please queue up the questions.

Angela，請排隊提問。

Your first question comes from the line of Eric Sheridan with Goldman Sachs.

你的第一個問題來自高盛的 Eric Sheridan。

Maybe 2 questions, if I could. Dara, as you think forward to 2023 and you sort of aligned an array of products between Delivery and Mobility, how should we be thinking about Uber One as a subscription product and elements of either leaning in behind growth and pushing adoption of the product to create a wider moat around the collection of assets you have versus maybe just letting virality build around the subscription product? How do we think about active versus passive approach to driving the subscription element of the business?

如果可以的話，也許有 2 個問題。 Dara，當你展望 2023 年時，你在交付和移動之間排列了一系列產品，我們應該如何將 Uber One 視為訂閱產品，以及支持增長和推動產品採用以創造的要素圍繞您擁有的資產集合建立更寬闊的護城河，而不是僅僅讓病毒式傳播圍繞訂閱產品展開？我們如何考慮主動與被動方法來推動業務的訂閱元素？

And then obviously, one of the more recurring themes during earnings season has been elements of continued efficiency and cost cutting within organizations. You guys have laid out an incremental margin strategy. But how should we be thinking about your broader views on efficiency inside the organization, especially with respect to some of the corporate costs inside the company's cost structure?

然後很明顯，財報季中反復出現的主題之一是組織內部持續提高效率和削減成本的要素。你們已經制定了增量保證金策略。但是我們應該如何考慮您對組織內部效率的更廣泛看法，尤其是關於公司成本結構中的一些公司成本？

Yes, absolutely, Eric. So in terms of Uber One, we think Uber One is a terrific membership program. It's the only one. If you think about the Uber One benefits, we think about that as content. So Uber One has the best content in terms of mobility subscriptions and movement subscriptions than any other similar subscription. We got over 12 million members up, with membership having nearly doubled for 2022, which is terrific.

是的，當然，埃里克。所以就 Uber One 而言，我們認為 Uber One 是一個很棒的會員計劃。這是唯一的。如果您考慮 Uber One 的好處，我們會將其視為內容。因此，與任何其他類似訂閱相比，Uber One 在移動訂閱和移動訂閱方面擁有最好的內容。我們擁有超過 1200 萬會員，到 2022 年會員人數幾乎翻了一番，這太棒了。

And our efforts here are quite active. I mean we are pushing Uber One. You'll see it on our Delivery services. You'll see it on our Mobility services. And we are quite actively continuing to innovate in terms of the benefits that we offer, and the results are pretty spectacular. Members spend monthly 4.1x the amount that nonmembers do on a monthly basis. So it creates great stickiness. And member retention is 15% greater than nonmember retention.

我們在這裡的努力非常積極。我的意思是我們正在推動 Uber One。您會在我們的送貨服務上看到它。您會在我們的移動服務上看到它。我們非常積極地繼續在我們提供的好處方面進行創新，結果非常驚人。會員每月的支出是非會員每月支出的 4.1 倍。所以它會產生很大的粘性。會員保留率比非會員保留率高 15%。

So in-period, in the initial months in which we acquire a member, that member is actually loss-making because the discounts that we offer are greater than the in-period value of that 4.1x. But over the lifetime of the member, the membership creates a significant moat and a significant growth opportunity for our business.

因此，在期間內，在我們獲得會員的最初幾個月裡，該會員實際上是虧損的，因為我們提供的折扣大於該 4.1 倍的期間內價值。但在會員的一生中，會員資格為我們的業務創造了重要的護城河和重要的增長機會。

You will see membership counts continue to increase, and you'll see the percentage of our bookings coming from membership continue to increase as well. Globally, about 25% of our gross bookings come from members. In the U.S., for example, 40% of our Delivery gross bookings come from members, and it's a moat we will continue to actively develop.

您會看到會員數量繼續增加，您會看到來自會員的預訂百分比也繼續增加。在全球範圍內，我們約有 25% 的總預訂量來自會員。例如，在美國，我們 40% 的交付總預訂量來自會員，這是我們將繼續積極發展的護城河。

Nelson, do you want to talk about costs?

納爾遜，你想談談成本嗎？

Sure. So Eric, for us, as you probably recall, our call-to-action moment was actually in 2020. And if you recall back then, our Mobility business was over 85% of the company's gross bookings. And as we sat here in April of 2020, that business was down 80%. So as you recall, we acted pretty decisively. During that time, we took over $1 billion of costs out of our infrastructure. We shuttered down a bunch of businesses. And unfortunately, we did have to let go over 20% of our headcount. So we've been really focused on efficiency since then.

當然。所以埃里克，對我們來說，你可能還記得，我們的號召性用語時刻實際上是在 2020 年。如果你還記得當時，我們的移動業務占公司總預訂量的 85% 以上。當我們 2020 年 4 月坐在這裡時，該業務下降了 80%。所以你還記得，我們的行動非常果斷。在那段時間裡，我們從基礎設施中扣除了超過 10 億美元的成本。我們關閉了一堆企業。不幸的是，我們不得不裁掉超過 20% 的員工。因此，從那時起，我們就真正專注於效率。

I think you've heard us lay out our plans. And I think Dara mentioned on CNBC, in 2021, we wanted to really push hard for EBITDA profitability. And again, we achieved that metric in 2021. Last year, we talked about being free cash flow positive at some point in the year. And again, we achieved that metric. And now we're talking about being GAAP operating profit at some point later in the year, and we expect to continue to achieve that metric.

我想你已經聽到我們制定了計劃。我認為 Dara 在 CNBC 上提到，在 2021 年，我們希望真正努力推動 EBITDA 盈利能力。再一次，我們在 2021 年實現了該指標。去年，我們談到在一年中的某個時候自由現金流為正。再一次，我們實現了該指標。現在我們正在談論在今年晚些時候的某個時候成為 GAAP 營業利潤，我們希望繼續實現這一指標。

Now we've done this, and you mentioned incremental margins, we've done this because we focused efficiently on cost, and we've been laser-focused on it. So our headcount will largely be relatively flat this year. And even if you go back to the build that many companies had over the past few years, we've grown our headcount about 10%, excluding the Freight business, over the period of time. And our gross bookings went from $62 billion in 2019 to $115 billion last year. So just think about that growth and efficiency.

現在我們已經做到了，你提到了增量利潤，我們這樣做是因為我們有效地關注成本，而且我們一直專注於它。因此，我們今年的員工人數將基本持平。即使你回到過去幾年許多公司的建設，我們的員工人數也增加了大約 10%，不包括貨運業務，在這段時間內。我們的總預訂量從 2019 年的 620 億美元增加到去年的 1150 億美元。所以只要想想增長和效率。

Where we've hired heads has been in some areas of tech, selectively, as well as some sales folks on the Delivery business. And you can see that it's certainly been beneficial. So our goal is really to drive the incremental margins we've laid out last year at Investor Day. I think we've overachieved against all of the metrics on the profitability side.

我們有選擇地聘請了一些技術領域的負責人，以及一些交付業務的銷售人員。你可以看到它肯定是有益的。因此，我們的目標實際上是推動我們去年在投資者日制定的增量利潤率。我認為我們在盈利能力方面的所有指標都超額完成了。

And again, as Dara mentioned, the year started off quite well, which is why you saw us raise guidance for the first quarter. And we're going to just continue to leverage our cost base, which is driving the incremental margins that you're seeing the throughput on.

再一次，正如 Dara 提到的那樣，今年開局很好，這就是為什麼你看到我們提高了第一季度的指導。我們將繼續利用我們的成本基礎，這正在推動您看到吞吐量的增量利潤。

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

你的下一個問題來自摩根士丹利的布賴恩諾瓦克。

I have 2. The first one, on frequency and engagement on the platform, you've made really good progress. Now you're, I think, 5.4 trips per month versus about 5 last year, but still below, I think, the peak levels Dara used to talk about in 2019. I guess the question on frequency is, where have you made the most progress sort of getting that frequency per rider up? And how do you think about the key drivers throughout '23 to sort of get that back to 2019 levels and beyond?

我有 2 個。第一個，在平台上的頻率和參與度方面，你們取得了非常好的進步。我認為，現在你每月出行 5.4 次，而去年約為 5 次，但我認為仍低於 Dara 曾在 2019 年談論的峰值水平。我想關於頻率的問題是，你在哪裡做得最多在提高每個騎手的頻率方面取得進展嗎？您如何看待整個 23 年的關鍵驅動因素，以便將其恢復到 2019 年及以後的水平？

And then the second one is on the incremental margins. The Delivery incremental margins continue to deliver above your Analyst Day targets. Anything we should think about that are sort of onetime-ish in nature or different competitive dynamics as to why the incremental margin in Delivery shouldn't stay at these elevated levels as we go throughout 2023?

然後第二個是增量利潤率。交付增量利潤率繼續高於您的分析師日目標。關於為什麼在整個 2023 年，交付的增量利潤率不應保持在這些較高水平，我們應該考慮的任何事情本質上都是一次性的或不同的競爭動態？

So I'll handle the first one, while Dara -- I'll handle the second part of that. So if you think about the incremental margins on the Delivery business, yes, we've been very pleased with the throughput. It's been about over 20% if you think about last year. And it's really been driven by 3 areas, right, or maybe 4. But we really did focus on efficiency in the marketplace. And we have benefited from the fact that a lot of the players are trying to follow our path to profitability, especially the private companies as external money has been harder to come by. So that benefit has certainly been there, and we believe that will continue.

所以我將處理第一個部分，而 Dara -- 我將處理第二部分。因此，如果您考慮交付業務的增量利潤，是的，我們對吞吐量非常滿意。如果你想想去年，它已經超過 20%。它實際上是由 3 個領域驅動的，對，或者可能是 4 個。但我們確實專注於市場效率。我們受益於許多參與者都在努力追隨我們的盈利之路，尤其是私營公司，因為外部資金更難獲得。所以這種好處肯定已經存在，我們相信這種情況會繼續下去。

Our own technology gains on really improving the efficiency of our cost per transaction. And I think you'll recall, we talked about it a fair amount in our third quarter call where we saw a little bit of a step-function improvement there. And so we, again, we expect that to do, and that's on batching and things like that, and we've seen the benefit on that.

我們自己的技術真正提高了每筆交易成本的效率。我想你會記得，我們在第三季度的電話會議上討論了很多，在那裡我們看到了一些階躍函數的改進。因此，我們再次希望這樣做，這是關於批處理和類似的事情，我們已經看到了這樣做的好處。

And then, frankly, we've augmented the margins on new business. And so our Ads business continues to outperform the targets that we laid out. And so the combination of all 3 of those is really driving the incremental margins that you mentioned there. And so we don't necessarily see them changing so much. The pace of the improvement will, certainly, will slow down.

然後，坦率地說，我們增加了新業務的利潤率。因此，我們的廣告業務繼續超越我們制定的目標。因此，這三者的結合確實推動了您在那裡提到的增量利潤率。因此，我們不一定會看到它們發生如此大的變化。改進的步伐肯定會放慢。

And then in terms of the frequency of trips, there are really 4 factors that I would point to. First of all, we just talked about our membership program. As we increase the number of members in our member base and the coverage of members who tend to buy more, who tend to buy more frequently, just mathematically, you're going to drive frequency up.

然後就旅行頻率而言，我確實要指出 4 個因素。首先，我們剛剛談到了我們的會員計劃。隨著我們增加會員群中的會員數量以及傾向於購買更多、購買頻率更高的會員的覆蓋範圍，從數學上講，您將提高頻率。

Second for us is the power of the platform. We are constantly cross-promoting between Mobility and Delivery and essentially sending free or cheaper traffic from one platform to the other in a personalized targeted way as well. And so you should expect more opportunities for us to upsell and cross-sell in an intelligent way, driven by AI and machine learning.

其次對我們來說是平台的力量。我們不斷地在移動性和交付之間進行交叉推廣，本質上也是以個性化的有針對性的方式將免費或更便宜的流量從一個平台發送到另一個平台。因此，在人工智能和機器學習的驅動下，您應該期待我們有更多機會以智能方式追加銷售和交叉銷售。

The third is the breadth of the product that we offer. So for example, with Mobility, with Reserve and low cost, Reserve has been a huge shift for us. And we estimate that 50% of Reserve trips are actually incremental, they wouldn't have happened otherwise. The other 50% are upsell, so to speak. They're more profitable than on-demand trips. Grocery is another example of new products that we are adding on at higher selection, driving higher frequency as well.

第三是我們提供的產品的廣度。因此，例如，有了 Mobility、Reserve 和低成本，Reserve 對我們來說是一個巨大的轉變。我們估計 50% 的 Reserve 旅行實際上是增量的，否則就不會發生。可以說，其他 50% 是追加銷售。它們比按需旅行更有利可圖。雜貨是我們在更多選擇中添加的新產品的另一個例子，也推動了更高的頻率。

And then last and certainly not least is the reopening, right? The shift of spend from products to services is benefiting us. So there is a tailwind in terms of people getting out, people shopping more, people going out to dinner more, et cetera, and that is helping our business as well. So it's really membership, platform, new products and then the macro environment that's helping frequency. And we expect to see that frequency, that 5.4 continue to increase over a period of time. And there's no reason that I see why we shouldn't hit or exceed our all-time highs over a period of time.

最後也是最重要的是重新開放，對吧？支出從產品到服務的轉變使我們受益。因此，在人們外出、購物更多、外出就餐等方面存在順風，這也有助於我們的業務。所以它真的是會員、平台、新產品，然後是有助於頻率的宏觀環境。我們希望看到 5.4 的頻率在一段時間內繼續增加。而且我沒有理由不明白為什麼我們不應該在一段時間內達到或超過我們的歷史高點。

Your next question comes from Ross Sandler with Barclays.

你的下一個問題來自巴克萊銀行的羅斯桑德勒。

Just a question about the upfront fare and upfront destination technology that you shipped. So you noted in the letter that you saw about a 4% increase in conversion. So I guess just some context around that, how does this innovation compare to others that you've shipped in the past in terms of like magnitude of overall impact? And as you look forward over the next couple of years, do you see other technology updates that, in the future, that could be as impactful as what you've done with upfront?

只是關於您運送的前期票價和前期目的地技術的問題。因此，您在信中指出，您看到轉化率增加了大約 4%。所以我想只是一些背景，這個創新與你過去交付的其他創新相比，在整體影響的類似程度方面如何？當您展望未來幾年時，您是否看到其他技術更新在未來會像您在前期所做的那樣具有影響力？

Ross, it's very difficult to predict the impact. But I will tell you that the upfront destinations and upfront fares has been one of our largest releases ever. It takes a huge amount of work in the background in terms of training models, testing it out in various markets to make sure that we got it right. And it was the #1 requested feature by driver partners. They want to know what the upfront fare is going to be. They want to know what the destination is going to be. It's an important part of the information that drivers process through as to whether or not they want to accept a particular trip or not.

羅斯，很難預測影響。但我會告訴你，預付目的地和預付票價是我們有史以來最大的發布之一。在訓練模型方面需要大量的後台工作，在不同的市場進行測試以確保我們做對了。這是司機合作夥伴請求的第一功能。他們想知道前期票價是多少。他們想知道目的地是什麼。這是司機處理的關於他們是否願意接受特定行程的信息的重要組成部分。

And it's just been a home run for us in terms of the number of trips that are -- that we're able to drive through the marketplace or the improved throughput in the marketplace, reduction in cancellations because drivers now know upfront whether or not they are going to accept or not. This is a feature that we are now expanding around the world. So we've launched it in the U.K. now, outside of London. And for example, we see a much higher percentage of fulfillment rates than we did previously. And now we're carefully rolling out in London, and we will continue to roll it out market by market by market.

就旅行次數而言，這對我們來說是一個本壘打——我們能夠駕車穿越市場或提高市場吞吐量，減少取消，因為司機現在提前知道他們是否打算接受還是不接受。這是我們現在正在全球範圍內擴展的一項功能。所以我們現在在倫敦以外的英國推出了它。例如，我們看到的履約率比以前高得多。現在我們正在倫敦小心翼翼地推出，我們將繼續一個市場一個市場地推出它。

So difficult to predict what our engineers are going to come up with. We're very, very happy with this feature. But I would never underestimate the power of our engineers at Uber. So hopefully, we will have another hit like upfront fares coming up.

很難預測我們的工程師會想出什麼。我們對此功能非常非常滿意。但我永遠不會低估優步工程師的力量。因此，希望我們會再次受到打擊，例如預付費用。

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

你的下一個問題來自 Mark Mahaney 與 Evercore 的對話。

Two questions, please. You talked about the impact of these newer Mobility products. Which of those, in particular, would you single out as having the most impact, and then just talk about the timing of rolling out upfront fares and destinations globally?

請教兩個問題。您談到了這些較新的移動產品的影響。您會特別挑出其中哪一項影響最大，然後談談在全球範圍內推出預付費用和目的地的時機？

Yes, absolutely. So I'd say the biggest one for us has been Reserve. If you look overall at the portfolio of new products that we've introduced, those new products accounted for about $6 billion of EBITDA -- sorry, gross bookings, I wish it were EBITDA, but gross bookings for the quarter, and it's about 20% of our growth. And that portfolio is growing at about 100% year-on-year. So it will continue to be a larger and larger portion of our overall bookings.

是的，一點沒錯。所以我想說對我們來說最大的是 Reserve。如果您從整體上看一下我們推出的新產品組合，這些新產品約佔 EBITDA 的 60 億美元——對不起，總預訂量，我希望它是 EBITDA，但本季度的總預訂量約為 20我們增長的百分比。該投資組合的年增長率約為 100%。因此，它將繼續在我們的整體預訂中佔據越來越大的份額。

And Reserve is the biggest one. We talked about it being over $2 billion. It is a terrific product, especially as travel opens up. Typically, if you think about traveling to and from the hotel and then coming back, there are about 4 trips that are available to us. And we capture 1 to 1.5 of those trips. So we think there's still a significant runway for us to continue to grow Reserve.

Reserve 是最大的一個。我們談到它超過 20 億美元。這是一個了不起的產品，尤其是在旅行開放的時候。通常，如果您考慮往返酒店然後再回來，我們可以提供大約 4 次旅行。我們捕獲了這些旅行中的 1 到 1.5 次。因此，我們認為我們仍有一條重要的跑道可以繼續增加儲備。

I am also very, very interested personally in our low-cost product. This is UberX Share, the opportunity for 2 or 3 passengers to get into the car. It's more efficient for the marketplace, that's better for the environment. Our dream is to have all of our trips shared in an EV. That would be a beautiful thing in terms of congestion and in terms of the environment as well.

我個人也對我們的低成本產品非常非常感興趣。這是 UberX Share，讓 2 或 3 名乘客有機會上車。它對市場更有效率，對環境也更好。我們的夢想是讓我們所有的旅行都在電動汽車中共享。就擁堵和環境而言，這將是一件美好的事情。

And then last and certainly not least is hailables, right? There are 2-wheelers, 3-wheelers, but especially taxis. There are over 20 million vehicles that are hailable vehicles in the world, about 4.5 million taxis. It's a huge base of drivers and vehicles that we think we should power, Uber should power, because we are the #1 kind of source of on-demand movement in the world. And ultimately, we want to wire up every single vehicle, whether it's a car or a delivery vehicle or a truck or a van or a bus, that's available to move people or things all around the world, and taxis and hailables are a big part of it.

最後也是最重要的是歡呼，對吧？有兩輪車、三輪車，但尤其是出租車。全球有超過2000萬輛可叫車，約450萬輛出租車。這是一個龐大的司機和車輛基礎，我們認為我們應該提供動力，Uber 應該提供動力，因為我們是世界上排名第一的按需移動來源。最終，我們想要連接每一輛車，無論是汽車、運貨車、卡車、貨車還是公共汽車，它們都可以在世界各地運送人或物，而出租車和招呼車是其中的重要組成部分它的。

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

你的下一個問題來自美國銀行的 Justin Post 專線。

Maybe one for Dara and one for Nelson. On the outlook for '24, I think there's been some headwinds from FX and some other things. Any updates on that and maybe some of the puts and takes as you think about that, that you gave last year? And then, Nelson, a couple of the cost issues maybe in the quarter. The New York minimum driver fee changes and insurance costs, maybe you could cover those and how you're thinking about the potential impact in '23.

也許一份給 Dara，一份給 Nelson。關於 24 年的前景，我認為 FX 和其他一些因素存在一些不利因素。關於這一點的任何更新，也許是你去年給出的一些看跌期權和看跌期權？然後，尼爾森，本季度可能會出現幾個成本問題。紐約最低司機費用變化和保險費用，也許你可以涵蓋這些以及你如何考慮 23 年的潛在影響。

Well, maybe I'll try to answer both of them. So in terms of the FX, I mean, we do give you constant currency numbers. The FX has gotten better right now. We don't necessarily put that into our '24 as we're thinking about '24. We laid out guidelines last year, as you recall. We think we've over-delivered against, particularly on the bottom line, the incremental margins and the profitability. Our focus is to make sure we continue that path. And again, we are focused on trying to deliver GAAP operating profit at some point this year. And again, we think that we will continue to do well versus the targets we laid out.

好吧，也許我會嘗試回答他們兩個。因此，就外匯而言，我的意思是，我們確實為您提供了恆定的貨幣數字。外匯現在變得更好了。我們不一定將其放入我們的 24 年，因為我們正在考慮 24 年。你還記得，我們去年制定了指導方針。我們認為我們已經超額交付，特別是在底線、增量利潤率和盈利能力方面。我們的重點是確保我們繼續這條道路。同樣，我們專注於在今年某個時候實現 GAAP 營業利潤。再一次，我們認為我們將繼續按照我們制定的目標做得很好。

In terms of some of the costs, those are things that we just have to continue to mitigate. Specifically on New York, a lot of it just has to do with transparency. A lot of it just has to do with making sure that the rule set is correct. The new 6%, again, it will get absorbed into the marketplace.

就某些成本而言，這些是我們必須繼續減輕的事情。特別是在紐約，其中很多只與透明度有關。其中很多只與確保規則集正確有關。新的 6%，它將再次被市場吸收。

And then your question on insurance. Insurance, I would tell you, is the one line item because we've worked -- we've scrubbed our whole company on every single line item, and that's the one line item that we frankly haven't made progress on in terms of reducing the cost per trip. A lot of it is just built on what's going on more broadly in the insurance industry as the market continues to be a hard market. A lot of it has to do with the fact that, I think, even the insurance companies are having the challenges now to do the actuarial work because to repair a car is much different, right? The rearview mirror that was $70 is now $700 with all the electronics.

然後是關於保險的問題。保險，我會告訴你，是一個項目，因為我們一直在努力——我們已經在每個項目上清理了整個公司，坦率地說，這是我們在以下方面沒有取得進展的一個項目降低每次旅行的成本。由於市場仍然是一個艱難的市場，其中很多只是建立在保險業更廣泛發生的事情之上。這在很大程度上與這樣一個事實有關，我認為，即使是保險公司現在也面臨著精算工作的挑戰，因為修理汽車有很大的不同，對吧？原先 70 美元的後視鏡現在加上所有的電子設備要 700 美元。

And so we, frankly, and obviously, our earners, are part of that ecosystem. We're -- as you know, we take our charges in the quarter when they come. We've done a good job managing through that. But again, I think insurance will continue to be the one item that we haven't been able to optimize. And Dara spends a lot of time working with me and our teams on how we go do that. But if you think about every other line of our P&L, we've actually done a pretty good job in terms of driving efficiencies out, and we'll continue to focus in on that.

因此，坦率地說，顯然，我們的收入者是該生態系統的一部分。我們 - 如您所知，我們會在他們到來時在本季度收取費用。我們在這方面做得很好。但同樣，我認為保險將繼續成為我們無法優化的項目。 Dara 花了很多時間與我和我們的團隊一起研究如何去做。但是，如果你考慮一下我們損益表的其他每一行，我們實際上在提高效率方面做得很好，我們將繼續關注這一點。

And just I realized that I neglected to answer Mark's second question in terms of the rollout of upfront fares and destinations. It is -- this is a very complex product that we're rolling out, and we have to make sure that our models are properly trained. So we are in the middle of a rollout in the U.K., and we'll continue to roll them out across major markets where appropriate.

我才意識到我忽略了在推出預付費用和目的地方面回答馬克的第二個問題。它是 - 這是我們正在推出的非常複雜的產品，我們必須確保我們的模型得到適當的訓練。所以我們正在英國推出，我們將繼續在適當的時候在主要市場推出它們。

I would expect that upfront fare and destination will be rolled out in all of our markets globally by the end of the year, in markets in which we can roll it out. Depending on regulatory issues, et cetera, we may not be able to roll it out in various countries. But I would expect a full rollout by the end of this year in markets where it's appropriate.

我預計，到今年年底，預付票價和目的地將在我們可以推出的所有市場推出。根據監管問題等，我們可能無法在各個國家/地區推出它。但我希望在今年年底前在合適的市場全面推出。

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

你的下一個問題來自摩根大通的 Doug Anmuth。

I just wanted to circle back on the Delivery margins. Can you just help us, Nelson, perhaps split out some of the improvement across network efficiencies, advertising and marketing incentive optimization?

我只是想回到交付利潤率上。 Nelson，你能幫我們把網絡效率、廣告和營銷激勵優化方面的一些改進拆分出來嗎？

No. So look at it, we're focused on delivering the incremental margins that we laid that out. We certainly have delivered way above what we've been talking about long term. But we expect to continue to try to deliver against the 7% total company, and we're going to continue to look for efficiencies across. And so what I try to do there is let you know that some of them were very deliberate actions that we took in terms of making sure that we are running and the marketplaces are running more efficiently regarding incentives.

不，所以看看它，我們專注於提供我們制定的增量利潤率。我們當然已經超越了我們一直在談論的長期目標。但我們希望繼續努力實現 7% 的公司總數，我們將繼續尋求整體效率。因此，我試圖在那裡做的是讓你知道，其中一些是我們採取的非常慎重的行動，以確保我們正在運行，並且市場在激勵方面更有效地運行。

Some of it is just tech that we deployed. And we deployed the tech in the first half of last year, and we really saw those benefits on the cost per trip. And then again, we've talked about some new business things. And so Ads is the easiest example, where you've seen that continue to grow. So the Ads business, we continue to -- expect to continue to grow and accelerate the growth, and so we'll see the benefits in the margins. I think we'll continue to run an efficient marketplace.

其中一些只是我們部署的技術。我們在去年上半年部署了這項技術，我們真的看到了每次旅行成本的這些好處。然後，我們又談到了一些新的商業事物。所以廣告是最簡單的例子，你已經看到它在繼續增長。因此，廣告業務，我們繼續 - 期望繼續增長並加速增長，因此我們將看到利潤率的好處。我認為我們將繼續經營一個高效的市場。

And so yes, I think you should expect that we'll continue to drive margins in those businesses. But remember, we also spend time trying to invest back in. So we've invested and we've talked about it. There's some growth markets like Japan that we've invested in. And again, we now are #1 in Japan from a category position perspective. So we try to manage -- we're going to balance both the growth as well as the margin and the profitability. And I don't want to be too prescriptive in terms of exactly how -- what we're doing.

所以是的，我認為你應該期待我們將繼續推動這些業務的利潤率。但請記住，我們也花時間嘗試重新投資。所以我們已經投資並討論過它。我們已經投資了一些像日本這樣的增長市場。再一次，從類別位置的角度來看，我們現在在日本排名第一。所以我們試圖管理 - 我們將平衡增長以及利潤率和盈利能力。而且我不想在我們正在做的事情方面過於規範。

And I think just on Ads, for folks out there, we passed $500 million in annual run rate, and that's based on increasing the number of active advertisers that we have, like 80% on a year-on-year basis. But if you look at the merchant penetration, the percentage of merchants on our Delivery side who are advertising, only 25% of our merchants are active in the auctions that we have going on. So we think there's substantial upside to our Advertising business.

我認為僅在廣告方面，對於那裡的人們來說，我們的年運行率就超過了 5 億美元，這是基於我們擁有的活躍廣告商數量的增加，比如同比增長 80%。但如果你看一下商家滲透率，即我們交付方投放廣告的商家所佔的百分比，我們只有 25% 的商家活躍在我們正在進行的拍賣中。因此，我們認為我們的廣告業務有很大的上升空間。

We committed to $1 billion in revenue by 2024, and we are progressing very, very well against that target. So you should expect to see more upside. Both, by the way, in our Delivery business, but also in our Mobility business, we've seen some really encouraging signal as it relates to Journey Ads on Mobility, which you see on the app, put through rates over 3%, CPMs of $45, which is pretty amazing.

我們承諾到 2024 年實現 10 億美元的收入，並且我們在實現該目標方面取得了非常非常好的進展。所以你應該期待看到更多的好處。順便說一句，在我們的交付業務以及我們的移動業務中，我們都看到了一些非常令人鼓舞的信號，因為它與移動旅程廣告有關，您在應用程序上看到，通過率超過 3%，每千次展示費用45 美元，這是相當驚人的。

And then a new class of ads that we're actually pretty excited about, our car tops and tablets, where the goal of those advertisings is really to put more dollars in drivers' pockets. We'll run the advertising networks, we'll sell the products, et cetera. But the goal of those products essentially is to get drivers greater earnings on a monthly basis, which then will translate into more drivers on the platform and a more dependable Uber for everyone. And that works out for the marketplace and it works out for us as well.

然後是一類我們實際上非常興奮的新廣告，我們的車頂和平板電腦，這些廣告的目標實際上是讓司機的口袋裡有更多的錢。我們將運營廣告網絡，我們將銷售產品，等等。但這些產品的目標本質上是讓司機每月獲得更高的收入，然後這將轉化為平台上更多的司機，並為每個人提供更可靠的優步。這對市場很有效，對我們也很有效。

Your next question comes from the line of Deepak Mathivanan with Wolfe Research.

您的下一個問題來自 Deepak Mathivanan 與 Wolfe Research 的合作。

So first, on the weekly active user penetration, it seems like in some markets like U.K., you're already about kind of the pre-COVID levels, but it's still below in large markets like U.S. Is there any broad reason for this lag on the user side? And how should we kind of think about this in 2023?

因此，首先，在每週活躍用戶滲透率方面，似乎在英國等一些市場，你已經達到了 COVID 之前的水平，但在美國等大型市場中仍低於這種水平。是否有任何廣泛的原因導致這種滯後用戶端？我們應該如何在 2023 年考慮這個問題？

And then for Nelson, as we go into the kind of annual comp cycle, I hate to be the guy that asked the SBC question, but how should we think about the target compensation levels in 2023? Any high-level color you can share on your thoughts there would be helpful.

然後對於尼爾森，當我們進入那種年度薪酬週期時，我討厭成為問 SBC 問題的人，但我們應該如何考慮 2023 年的目標薪酬水平？您可以分享您的想法的任何高級顏色都會有所幫助。

Yes. I'll start on the user trends and then Nelson can talk SBC. The reason for the U.S. trailing is really the West Coast. So if you look at the U.S., it's really a tale of 2 coasts. If you look at a Miami or a New York or an Atlanta or off the coast, in Austin, Houston, et cetera, most of the U.S. is at pre-COVID levels. Canada, for example, our neighbors in the North, are above 2019 levels as well. But it really is the San Franciscos, Seattles, Portlands, Los Angeleses of our country on the West Coast that are trailing and are off the pace that we see pretty much everywhere else in the world.

是的。我將從用戶趨勢開始，然後 Nelson 可以談談 SBC。美國落後的原因實際上是西海岸。所以如果你看看美國，它真的是兩個海岸的故事。如果你看看邁阿密、紐約、亞特蘭大或沿海地區、奧斯汀、休斯頓等地，美國大部分地區都處於 COVID 之前的水平。例如，我們在北方的鄰國加拿大也高於 2019 年的水平。但我們國家西海岸的舊金山、西雅圖、波特蘭、洛杉磯確實落後於我們在世界其他地方看到的步伐。

So I wouldn't generalize the U.S. Kind of non-West Coast looks great. The West Coast is recovering. And we talked about in January, we are having, on a daily basis in Mobility in the U.S., trips approach pre-COVID levels as well. So all the trends are moving in the right direction, but the West Coast is definitely leaving the U.S. behind the recoveries on a global basis.

所以我不會概括美國非西海岸的那種看起來很棒。西海岸正在復蘇。我們在 1 月份談到，我們每天在美國的流動性中，旅行也接近 COVID 之前的水平。因此，所有趨勢都在朝著正確的方向發展，但西海岸肯定讓美國落後於全球復甦。

So regarding stock-based comp, so we are looking at all parts of our cost structure, including employee compensation. We recognize, and there is a fair amount of noise, particularly on the West Coast, regarding stock-based compensation. What I would say is that we expect our employment levels to be -- our headcount to be relatively stable this year.

因此，關於基於股票的薪酬，我們正在研究成本結構的所有部分，包括員工薪酬。我們承認，並且有相當多的噪音，特別是在西海岸，關於股票薪酬。我要說的是，我們預計我們的就業水平將是——今年我們的員工人數將相對穩定。

We will continue to focus on performance management across all of our businesses. And so you saw that we took some action in our Freight business in January and now specific to the Freight in the marketplace. And there'll be some other pockets of that, that will happen during the course of the year. I think you won't see any demonstrable change in stock-based comp because it takes a long time for that to build out. But we are certainly going to manage our headcount very judiciously.

我們將繼續關注所有業務的績效管理。所以你看到我們在 1 月份對我們的貨運業務採取了一些行動，現在專門針對市場上的貨運。而且還會有一些其他的口袋，這將在這一年中發生。我認為你不會看到基於股票的補償有任何明顯的變化，因為它需要很長時間才能建立起來。但我們肯定會非常明智地管理我們的員工人數。

And then the only thing I would add is that because we are trying to start focusing in on GAAP operating profit, it obviously is part of the calculation. And so we recognize that as well. And so as you think about the progress we've made on EBITDA and free cash flow, and now with our focus there, you can envision the amount of focus that, that line will have as we move forward.

然後我唯一要補充的是，因為我們正試圖開始關注 GAAP 營業利潤，這顯然是計算的一部分。所以我們也認識到這一點。因此，當您考慮我們在 EBITDA 和自由現金流方面取得的進展時，現在我們的重點放在了那裡，您可以想像隨著我們前進，這條線將擁有多少重點。

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

你的下一個問題來自瑞銀集團的 Lloyd Walmsley。

Two, if I can. First, just on Uber One, you talked about a strong pickup in spend and clearly like a nice LTV that covers CAC pretty quickly. But once you're through that kind of start-up cost, what would contributions look like for Uber One members versus like a nonmember? And how much of a trade-off is the margin for the profit dollars in that plan?

兩個，如果可以的話。首先，就在 Uber One 上，你談到了支出的強勁增長，並且很明顯就像一個很好的 LTV，可以很快覆蓋 CAC。但是一旦你通過了那種啟動成本，與非會員相比，Uber One 會員的貢獻會是什麼樣子？該計劃中利潤美元的保證金有多少權衡？

And then secondly, do you think that driver supply is benefiting at all yet from slower economic growth? And to the extent we're seeing some of that or eventually see that, how do you think about pricing and take rate on the Mobility side, if you get better and better supply?

其次，您認為司機供應是否從經濟增長放緩中受益？在某種程度上，我們看到了其中的一些或最終看到了這一點，如果你的供應越來越好，你如何看待移動方面的定價和採用率？

Yes. Look, Lloyd, I don't want to get into too much of the particulars of Uber One because, as you can imagine, a bunch of information. The data there is proprietary. But if we get an Uber One member who sticks around for a year, that Uber One member generally will be unprofitable. It's really in the second year where that Uber One member will be profitable. And that's just a trade-off between frequency, order -- average order value and margin. And we're actively making that trade-off and driving Uber One penetration.

是的。聽著，勞埃德，我不想過多地了解 Uber One 的細節，因為正如你可以想像的那樣，有一堆信息。那裡的數據是專有的。但是，如果我們讓 Uber One 會員堅持一年，那麼該 Uber One 會員通常將無利可圖。 Uber One 會員真正在第二年實現盈利。這只是頻率、訂單——平均訂單價值和利潤之間的權衡。我們正在積極做出權衡並推動 Uber One 的普及。

Another side benefit of Uber One is that our merchant base, an increasing percentage of our merchant base in our Delivery business is willing to pay to have, let's say, advantage exposure to the most valuable members that we have as it relates to the Uber audience. And as you can imagine, the Uber audience is a high-demo audience that moves, that spends on services, that gets out of the house. And it's a very, very attractive demographic, both for our merchants and for advertisers as well.

Uber One 的另一個好處是我們的商家基礎，我們交付業務中越來越多的商家願意支付費用，比方說，我們擁有的與 Uber 受眾相關的最有價值會員的優勢曝光.正如你可以想像的那樣，Uber 的受眾是一個高度演示的受眾，他們會移動，會在服務上花錢，會走出家門。對於我們的商家和廣告商來說，這是一個非常非常有吸引力的人群。

In terms of driver supply, driver supply levels are very, very healthy, right? Drivers are up 35% on a year-on-year basis. New driver count is up 34% on a year-on-year basis. And we have heard from our drivers that inflation is a factor that they consider. About 70% of them that are coming on to the platform are coming on to make more money so that they can afford to live in what has been an inflationary world. So we certainly think that the economic environment could be a tailwind there.

在驅動器供應方面，驅動器供應水平非常非常健康，對吧？司機人數同比增長 35%。新司機人數同比增長 34%。我們從我們的司機那裡聽說通貨膨脹是他們考慮的一個因素。大約 70% 的進入該平台的人是為了賺更多的錢，以便他們能夠負擔得起生活在通貨膨脹的世界中。所以我們當然認為經濟環境可能是那裡的順風。

And in markets where we have seen economies get weak in the past, and Mexico has been through some recessions, Brazil has been through some recessions, we definitely see weaker economic environment helping out in terms of our driver supply that is a tailwind in terms of trip volumes. It's difficult to tell if that's what we're seeing. You'll remember that for 24 months now, we have been very, very focused on improving Uber as a platform for our earners.

在我們過去看到經濟疲軟的市場中，墨西哥經歷過一些衰退，巴西經歷過一些衰退，我們肯定看到較弱的經濟環境有助於我們的司機供應，這是順風行程量。很難說這是否就是我們所看到的。你會記得，24 個月以來，我們一直非常、非常專注於改進優步作為我們收入者的平台。

Come on in quickly, make a lot of money delivering quickly, then once we have -- then we'll upsell you to driving. Driver earnings are $35 per utilized hour. So they're at very, very high levels. Driver earnings increased by 37% on a year-on-year basis in terms of constant currency. So I think just the earnings levels and the service that we are providing our drivers is a tailwind, in addition to the economic environment out there.

快點進來，通過快速交付賺很多錢，然後一旦我們有了 - 然後我們會加價銷售給你開車。司機的收入是每小時 35 美元。所以他們處於非常非常高的水平。按固定匯率計算，司機收入同比增長 37%。因此，我認為除了外部經濟環境之外，我們為司機提供的收入水平和服務也是有利因素。

And we put it all together, it results in a service where surge levels are coming down. So surge levels in January, for example, in the U.S. are under 20%. ETAs are coming down. ETAs in the U.S. are about 4.5 minutes in January as well. So the marketplace itself is getting a lot more healthy, and drivers are earning well at the same time, which is exactly what we want.

我們把它們放在一起，它導致了浪湧水平下降的服務。因此，例如，美國 1 月份的激增水平低於 20%。 ETA正在下降。美國的預計到達時間在 1 月份也約為 4.5 分鐘。因此，市場本身變得更加健康，同時司機的收入也很高，這正是我們想要的。

Next question comes from the line of Ron Josey with Citi.

下一個問題來自花旗銀行的 Ron Josey。

Dara, on Delivery, we're constantly talking about or getting questions on the demand side here, just given macro challenges. And from what we're hearing on growth in January for Delivery, and accelerating expected growth, I guess, in February and March, you mentioned habitual in the letter. How much do you think of this growth here in Delivery is category adoption, better convenience, et cetera? Or Uber-specific, as you mentioned, maybe competition isn't as great and things along those lines?

達拉，在交付方面，我們經常在這裡討論需求方面的問題或提出問題，只是考慮到宏觀挑戰。從我們聽到的關於 1 月份交付增長以及加速預期增長的消息來看，我猜，在 2 月和 3 月，你在信中提到了習慣性的。您認為交付的這種增長在多大程度上是類別採用、更好的便利性等？或者像你提到的那樣，是 Uber 特有的，也許競爭沒有那麼激烈，沿著這些路線的事情？

Well, I think that overall in the category, the Delivery category has been pretty resilient post-pandemic, certainly more so than a lot of other categories that benefited from the pandemic. That said, we are growing faster than the category, generally, if you look at us globally. Certainly, in Europe, we are seeing many of our competitors pull back significantly from what were unhealthy spend levels in the past that didn't make any sense. Maybe they made sense in terms of top line, but they certainly didn't make sense in terms of bottom line.

好吧，我認為總體而言，在該類別中，交付類別在大流行後一直非常有彈性，肯定比許多其他從大流行中受益的類別更有彈性。也就是說，如果你在全球範圍內看我們，我們的增長速度通常比同類產品快。當然，在歐洲，我們看到我們的許多競爭對手從過去沒有任何意義的不健康支出水平大幅縮減。也許它們在頂線方面是有意義的，但在底線方面它們肯定沒有意義。

And for us in Delivery, we're benefiting from the power of the platform, very cheap audience from our rides business. Remember, we get more new leaders from our rides app than we do from Google and Facebook and Instagram combined at about 1/4 of the cost. So that is a very significant structural advantage that is assisting our Delivery business. You've got our membership business that, again, is adding higher frequency, higher spend, more retention as well. We're the only player out there that has membership both on mobility, with mobility and delivery benefits as well.

對於我們在 Delivery 方面，我們受益於平台的力量，我們的乘車業務非常便宜的觀眾。請記住，我們從我們的乘車應用程序中獲得的新領導者比我們從谷歌、Facebook 和 Instagram 獲得的新領導者的總和還要多，成本只有後者的 1/4。因此，這是一個非常重要的結構優勢，有助於我們的交付業務。您擁有我們的會員業務，它再次增加了更高的頻率、更高的支出和更多的保留率。我們是唯一一家既有流動性會員資格，又有流動性和交付優勢的參與者。

And then you've seen our tech, which is optimization around cost per transaction. And then an Ad business that we're building, that has started to scale. So the combination of all of those 4 factors, I think, is allowing us to outgrow the category, which generally has been more resilient than other categories as well. And I wouldn't expect anything to change going forward. We do think that we should continue to outgrow the category in Delivery going forward based on the environment that we're seeing.

然後你看到了我們的技術，它是圍繞每筆交易的成本進行優化的。然後我們正在建立的廣告業務已經開始擴展。因此，我認為所有這 4 個因素的結合使我們能夠超越該類別，該類別通常也比其他類別更具彈性。而且我不希望未來有任何改變。我們確實認為，根據我們所看到的環境，我們應該繼續超越 Delivery 中的類別。

Next question comes from the line of John Colantuoni with Jefferies.

下一個問題來自 Jefferies 的 John Colantuoni。

So Mobility continues to deliver impressive bookings growth. Maybe you could just help give us a sense for how share gains are playing into that versus broader recovery and category usage as we move further past the pandemic? And assuming you are seeing some share shifts, are you starting to see evidence that the investments you've made in driver supply technology and Uber One are allowing you to leverage your network effect in driving sort of a permanent competitive advantage that could drive ongoing share shifts in certain markets?

因此，Mobility 繼續帶來令人印象深刻的預訂量增長。也許您可以幫助我們了解隨著我們進一步超越大流行病，與更廣泛的複蘇和類別使用相比，份額收益如何發揮作用？假設您看到了一些份額變化，您是否開始看到證據表明您在司機供應技術和 Uber One 上所做的投資允許您利用網絡效應來推動某種永久性競爭優勢，從而推動持續的份額某些市場的轉變？

And then second question about Freight. Bookings and EBITDA for Freight were a bit behind our expectations. Maybe you could just discuss how it compared to your own expectations in the fourth quarter and some puts and takes of what drove -- could have driven that delta relative to your own expectations.

然後是關於運費的第二個問題。運費的預訂量和 EBITDA 略低於我們的預期。也許你可以討論一下它與你自己在第四季度的預期相比如何，以及一些推動的因素 - 可能會推動這個增量相對於你自己的預期。

Yes. The first thing I'd say, John, is that I've never seen a permanent competitive advantage in my life, and we don't expect to, right? It's -- so the advantages that we have in terms of our business and in Mobility, we are gaining category position. And we're getting category positions certainly in the U.S. We are in Europe and in the U.K. and Australia, et cetera. We're seeing one of our competitors in France spend a ton of money, which doesn't seem to make any sense whatsoever, but they've done it before and we pushed them back.

是的。約翰，我要說的第一件事是，我一生中從未見過永久的競爭優勢，我們也不希望看到，對吧？它是 - 所以我們在業務和移動方面擁有的優勢，我們正在獲得類別地位。我們在美國肯定會獲得類別職位。我們在歐洲、英國和澳大利亞等地。我們看到我們在法國的一個競爭對手花了一大筆錢，這似乎沒有任何意義，但他們以前做過，我們把他們推了回去。

And we don't consider spending more money on strategy, right? It's just like that's -- maybe that's a strategy when the only thing that counted was how much money you could raise. And while we see some of our competitors kind of trapped in the spend more money strategy, if you want to call it, we are driving, we're using efficiency. We're using technology, like upfront fares and destinations, and we're using the power of our platform with membership to win category position the right way. And the right way for us is grow strong top line faster than the category and leverage the bottom line so that you're profitable and you continue to increase profit margins as well.

而且我們不考慮在戰略上花更多的錢，對吧？就像那樣——也許這是一種策略，當唯一重要的是你能籌集到多少錢時。雖然我們看到我們的一些競爭對手有點陷入花更多錢的戰略，但如果你想稱之為，我們正在開車，我們正在使用效率。我們正在使用技術，比如預付票價和目的地，我們正在利用我們的平台和會員資格的力量以正確的方式贏得類別位置。對我們來說正確的方法是比類別更快地增長強大的頂線並利用底線，這樣您就可以盈利，並且您也可以繼續提高利潤率。

So right now, we are seeing kind of the positive feedback loop of more driver supply leading to more demand, leading to more data so that we can target the demand, so that we can match the right driver to the right rider, whether it's Reserve or on-demand. That feedback loop is happening, but we are going to have to stay on our toes to continue to gain category position while improving margins, and we don't take a minute of that for granted.

所以現在，我們看到更多司機供應導致更多需求的正反饋循環，導致更多數據，以便我們可以針對需求，以便我們可以將合適的司機與合適的乘客匹配，無論是 Reserve或按需。這種反饋循環正在發生，但我們將不得不保持警惕，以在提高利潤率的同時繼續獲得類別地位，我們不會認為這是理所當然的。

We'll continue to do our best. The results in the last 1 year, 1.5 years have been really, really good. And the trends that we're seeing for now are really good. But the minute we take our foot off the gas is the first minute that a competitor starts to get an advantage over us. So we don't take any of it for granted.

我們會繼續努力。過去 1 年、1.5 年的結果真的非常非常好。我們現在看到的趨勢非常好。但是，當我們鬆開油門的那一刻，競爭對手就開始獲得對我們的優勢。所以我們不會想當然。

Nelson, do you want to go?

納爾遜，你想去嗎？

Sure. Regarding Uber Freight, so yes, we're watching the same trends you are. Yes, we wish the Freight numbers were better in the fourth quarter. But as you know, there's a little bit of a cyclical nature to what's going on more broadly in the industry. The business continues to do well. And so as you know, we bought the Transplace business in December of 2021. We spent a fair amount of last year integrating the business in. The Transplace 4PL business continues to be resilient with everything going on.

當然。關於 Uber Freight，是的，我們正在觀察與您相同的趨勢。是的，我們希望第四季度的貨運數據更好。但正如您所知，該行業正在發生的更廣泛的事情具有一點週期性。業務繼續表現良好。如您所知，我們在 2021 年 12 月收購了 Transplace 業務。去年我們花了相當多的時間整合該業務。Transplace 4PL 業務在所有事情發生的情況下繼續保持彈性。

And what we've seen is our Uber Freight, the historical Uber Freight business has done a very good job using the brand and our tech, our Share tech, to really drive out and build out its presence, particularly with what I'd call national brands. Where we need to spend some more time is really focused on the small and midsized shippers. And so we're doing that right now, and we've made some organizational tweaks.

我們看到的是我們的 Uber Freight，歷史悠久的 Uber Freight 業務利用品牌和我們的技術，我們的 Share 技術做得非常好，真正推動並建立了它的存在，特別是我所說的民族品牌。我們需要花更多時間的地方是真正關注中小型托運人。所以我們現在正在這樣做，我們已經做了一些組織上的調整。

We do expect that you'll see us getting some traction there, but the overwhelming cycle that's going on right now more broadly on the freight industry is going to continue to impact our business. And so that business will continue to lag likely versus where we would have hoped and, certainly, versus a year ago where it was a much different dynamic more broadly in Freight in this country.

我們確實希望您會看到我們在那裡獲得一些牽引力，但目前在貨運行業更廣泛地發生的壓倒性週期將繼續影響我們的業務。因此，與我們希望的情況相比，該業務可能會繼續落後，當然，與一年前相比，該業務在這個國家的貨運領域更廣泛地呈現出截然不同的動態。

Your last question comes from the line of Nikhil Devnani with Bernstein.

你的最後一個問題來自 Nikhil Devnani 與 Bernstein 的對話。

Just a couple, please. It looks like the leverage on promotional spending has been quite good. I think it's the third quarter in a row of sales and marketing dollars stepping down. How much more efficient can that line get? And as a follow-on to that, when you think about your ambitions on gross bookings growth, I mean, do you expect to ramp promotional spending down the road? Or do you feel comfortable about growing the business while continuing to get leverage against that item?

就幾個，請。看起來促銷支出的槓桿作用相當不錯。我認為這是銷售和營銷資金連續第三個季度減少。該生產線的效率能提高多少？作為後續行動，當你考慮你對總預訂量增長的雄心時，我的意思是，你是否希望在未來增加促銷支出？或者您是否對在繼續利用該項目的同時發展業務感到自在？

So I'll start on the first one and then Dara can handle the second half of it. So again, we're focused on really delivering and balancing our growth and our efficiency. So that's been our path, and I talked about it when we took our big call to action in 2020. So as a company, we've been focused on growth and efficiency. We recognize that we put out targets last year. And our goal is to make sure we achieve or overachieve against them, which I believe we have if you think about the last 6 quarters.

所以我將從第一個開始，然後 Dara 可以處理後半部分。因此，我們再次專注於真正實現和平衡我們的增長和效率。這就是我們的道路，我在 2020 年發出重大行動呼籲時談到了這一點。因此，作為一家公司，我們一直專注於增長和效率。我們認識到我們去年制定了目標。我們的目標是確保我們實現或超越他們，如果你想想過去 6 個季度，我相信我們已經做到了。

And so there are times when we might take some incremental dollars and spend back in a specific marketplace. And that would -- there would be strategic reasons why we would do it. There might be some situations where we pull back. And so we have a capital allocation framework that we've had now for the past few years, and it's working well is what I would say.

因此，有時我們可能會增加一些美元並在特定市場上進行投資。那將 - 我們會這樣做的戰略原因。在某些情況下，我們可能會退縮。因此，我們擁有過去幾年的資本配置框架，我想說的是，它運行良好。

And so I don't want to say, oh, could we actually get very super efficient in the quarter? Maybe. Would we? Likely not. We still think there's a lot of growth. And so our goal is to really think about, as Dara said, kind of where the puck is going and making sure that we are investing behind those growth levers so we can deliver the kind of top line growth we're doing and delivering -- over-delivering against the bottom line, which we have been doing.

所以我不想說，哦，我們真的可以在這個季度變得非常高效嗎？或許。我們會嗎？可能不會。我們仍然認為有很大的增長。因此，正如達拉所說，我們的目標是真正考慮冰球的發展方向，並確保我們在這些增長槓桿背後進行投資，以便我們能夠實現我們正在做和正在實現的那種頂線增長——超額交付我們一直在做的底線。

And Nikhil, in terms of ramping S&M to drive top line, the way I'd describe our activity is that it's exactly like Nelson said. Generally, we want to leverage all of our cost lines, the cost of sales, marketing costs. Certainly, we want to leverage our operating costs and make sure that we stay lean as a company. It's just much more fun to win as a small team versus big teams. And that allows us then to lean into different segments of the business that we want to specifically grow, whether that's a specific geo or that's a specific product.

而 Nikhil，在提高 S&M 以推動收入方面，我描述我們活動的方式就像 Nelson 所說的那樣。一般來說，我們想利用我們所有的成本線，銷售成本，營銷成本。當然，我們希望利用我們的運營成本並確保我們作為一家公司保持精益。作為一個小團隊戰勝大團隊，贏得比賽要有趣得多。這使我們能夠深入到我們想要具體發展的業務的不同部分，無論是特定的地理區域還是特定的產品。

You see us with a Super Bowl ad with Uber One, that's an expensive ad. That is leading into Uber One to drive growth in a very, very strategic product of ours. So strategically, overall, our efficiency or drive to efficiency across the business then allows us to strategically invest in various geos or various areas. And yes, that will include investments in marketing, it will include investments in tech as well so that we can strategically grow where we can build an advantage over our competitors.

你看到我們用 Uber One 做超級碗廣告，那是一個昂貴的廣告。這導致 Uber One 推動我們非常非常具有戰略意義的產品的增長。因此，從戰略上講，總體而言，我們的效率或提高整個企業效率的動力使我們能夠戰略性地投資於不同的地理區域或不同的領域。是的，這將包括對營銷的投資，也將包括對技術的投資，這樣我們就可以在戰略上發展，從而在競爭中建立優勢。

And as long as we keep kind of driving this efficiency every single day, every single week, every single month, every single year, that opens up avenues for us to invest and deliver the bottom line that investors are looking for in the long term. All right, I think that's it.

只要我們每一天、每一周、每一個月、每一年都保持這種效率，就會為我們開闢投資途徑，並實現投資者長期尋求的底線。好吧，我想就是這樣。

I appreciate the color.

我很欣賞這種顏色。

Yes, you bet. Thank you, everyone, for joining us. A huge thank you for the Uber team delivering another great quarter. And a big thank you to our earners who, without them, none of this would be possible. 2022 was a really, really good year for the company, and we're looking for 2023 to be an even better year. Thank you, everyone.

是的，你打賭。謝謝大家加入我們。非常感謝 Uber 團隊帶來了又一個出色的季度。非常感謝我們的收入者，沒有他們，這一切都不可能實現。 2022 年對公司來說是非常非常好的一年，我們期待 2023 年成為更好的一年。謝謝大家。

Ladies and gentlemen, this concludes today's conference call. You may now disconnect.

女士們，先生們，今天的電話會議到此結束。您現在可以斷開連接。