優步 (UBER) 2021 Q3 法說會逐字稿

Hello.

你好。

My name is Brent, and I will be your conference operator today.

我的名字是布倫特，今天我將成為您的會議接線員。

At this time, I would like to welcome everyone to the Uber Q3 2021 Earnings Conference Call.

在這個時候，我想歡迎大家參加優步 2021 年第三季度收益電話會議。

(Operator Instructions)

（操作員說明）

I would now like to turn today's call over to Mr. Balaji Krishnamurthy, Head of Investor Relations.

我現在想將今天的電話轉給投資者關係主管 Balaji Krishnamurthy 先生。

Please go ahead, sir.

請繼續，先生。

Thank you for joining us today.

感謝您今天加入我們。

And I want to wish a very happy Diwali to all who celebrated.

我想祝所有慶祝的人排燈節快樂。

Welcome to Uber Technologies' Third Quarter 2021 Earnings Presentation.

歡迎來到 Uber Technologies 的 2021 年第三季度收益報告。

On the call today, we have Uber CEO, Dara Khosrowshahi; and CFO, Nelson Chai.

在今天的電話會議上，我們有 Uber 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.

在今天的電話會議中，我們將介紹 GAAP 和非 GAAP 財務指標。

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.

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、補充幻燈片和我們向 SEC 提交的文件中，每一份文件都發佈到investor.uber.com。

As a reminder, these numbers are unaudited and may be subject to change.

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.

本演示文稿和本次電話會議中的某些陳述是前瞻性陳述。

Such statements can be identified by terms such as believe, expect, intend and may.

此類陳述可以通過相信、預期、打算和可能等術語來識別。

You should not place undue reliance on forward-looking statements -- give us a second.

您不應過分依賴前瞻性陳述——請稍等。

We have a fire alarm going on.

我們有火警警報。

Sorry about that.

對於那個很抱歉。

We've all survived.

我們都活下來了。

We've survived.

我們活下來了。

Certain statements in this presentation and on this call are forward-looking statements.

本演示文稿和本次電話會議中的某些陳述是前瞻性陳述。

Such statements can be identified by terms such as believe, expect, intend and may.

此類陳述可以通過相信、預期、打算和可能等術語來識別。

You should not place undue reliance on forward-looking statements.

您不應過分依賴前瞻性陳述。

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.

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, 2020, and in other filings made with the SEC when available.

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。 2020 年 12 月 31 日，以及向 SEC 提交的其他文件（如果有）。

Following prepared remarks today, we will publish the prepared remarks on our Investor Relations website, and we will open the call to questions.

在今天準備好的評論之後，我們將在我們的投資者關係網站上發布準備好的評論，我們將打開提問電話。

For the remainder of the discussion, all third quarter growth rates reflect year-over-year growth and are on a constant currency basis unless otherwise noted.

在接下來的討論中，除非另有說明，否則所有第三季度的增長率都反映了同比增長，並且是在不變的貨幣基礎上進行的。

For October trends, we will be providing comparisons with October 2019 in addition to year-over-year trends.

對於 10 月的趨勢，除了同比趨勢外，我們還將提供與 2019 年 10 月的比較。

Lastly, we ask you to review our earnings press release for a detailed Q3 financial review and our Q3 supplemental slides deck for a number of additional disclosures that provide context on recent business performance.

最後，我們要求您查看我們的收益新聞稿，了解詳細的第三季度財務審查，以及我們的第三季度補充幻燈片，了解一些提供近期業務業績背景的額外披露。

With that, let me hand it over to Dara.

有了這個，讓我把它交給達拉。

Thanks, Balaji.

謝謝，巴拉吉。

Over the last few quarters, we focused on achieving 2 things.

在過去的幾個季度中，我們專注於實現兩件事。

First, we've worked hard to get Uber firing on all cylinders again, driving recovery from Mobility, continued growth for Delivery and scaling our momentum with Freight.

首先，我們努力讓 Uber 再次開足馬力，推動 Mobility 的複蘇，Delivery 的持續增長，並通過 Freight 擴大我們的勢頭。

Second, we've been disciplined in our execution to ensure growth is sustainably profitable and that we live up to our commitment to shareholders.

其次，我們在執行過程中一直自律，以確保增長具有可持續的盈利能力，並且我們兌現了對股東的承諾。

Our results this quarter demonstrate the incredible progress we've made against these objectives.

我們本季度的業績表明我們在實現這些目標方面取得了令人難以置信的進步。

Reaching total company adjusted EBITDA profitability is an important milestone and one that's even more impressive when you consider where we were as a company just 18 months ago.

達到公司調整後 EBITDA 的總盈利能力是一個重要的里程碑，當您考慮到 18 個月前我們作為一家公司所處的位置時，這一里程碑更加令人印象深刻。

In Q3, our Mobility business delivered margins consistent with 2019 highs.

在第三季度，我們的移動業務實現了與 2019 年高點一致的利潤率。

Meanwhile, our global Delivery business nearly reached breakeven.

與此同時，我們的全球快遞業務幾乎達到盈虧平衡。

In the U.S. and Canada, our multi-quarter investment cycle and strong execution by our Delivery team resulted in us both gaining category share and improving profitability with adjusted EBITDA growing more than $130 million quarter-on-quarter to approach breakeven.

在美國和加拿大，我們的多季度投資週期和交付團隊的強大執行力使我們獲得了類別份額並提高了盈利能力，調整後的 EBITDA 環比增長超過 1.3 億美元，接近盈虧平衡。

Today's profitability milestone is an important step, but it's just a step.

今天的盈利里程碑是重要的一步，但這只是一步。

When it comes to delivering on our mission and building a generational company, we know that profitability is a means, not an end.

當談到實現我們的使命和建立一家世代相傳的公司時，我們知道盈利是一種手段，而不是目的。

We remain focused on generating positive free cash flow, while also making disciplined investments to appropriately fund growth initiatives that will carry us into the future.

我們仍然專注於產生正的自由現金流，同時也進行有紀律的投資，以適當地資助將帶領我們走向未來的增長計劃。

Uber is at the center of multiple massive opportunities in Mobility, Delivery and logistics and our platform is stronger than ever before.

優步處於移動、交付和物流領域眾多巨大機遇的中心，我們的平台比以往任何時候都更強大。

I want to take a minute to update you on our driver and career recruitment efforts before turning to demand recovery and then a bit on our long-term growth plans.

在轉向需求復蘇和我們的長期增長計劃之前，我想花一點時間向您介紹我們的司機和職業招聘工作。

When we first saw demand beginning to outstrip supply in Q2, we made a conscious decision to invest fast and to invest aggressively in attracting drivers back to Uber with a focus on the U.S. The results are clear.

當我們第一次看到第二季度的需求開始超過供應時，我們做出了一個有意識的決定，即快速投資並積極投資以吸引司機回到優步，重點是美國。結果很明顯。

We've seen 10 consecutive weeks of active driver growth in the U.S., resulting in a far better rider experience.

我們已經看到美國連續 10 週的活躍司機增長，帶來了更好的騎手體驗。

The number of active drivers is up more than 65% since January and more than 20% since June.

自 1 月以來，活躍司機的數量增加了 65% 以上，自 6 月以來增加了 20% 以上。

As a result, the incidence of surge pricing has fallen by nearly half and wait times are now below the magic 5-minute mark on average.

結果，激增定價的發生率下降了近一半，等待時間現在平均低於神奇的 5 分鐘大關。

We did this while meaningfully reducing incentive levels, and at the same time, driver earnings remain near all-time highs due to increased utilization.

我們這樣做的同時有意義地降低了激勵水平，與此同時，由於利用率的提高，司機的收入仍然接近歷史最高水平。

We've also continued to grow the number of couriers on Eats in the U.S. with active couriers up 80% since January and 25% since June.

我們還繼續增加美國 Eats 的快遞員數量，自 1 月以來活躍的快遞員增加了 80%，自 6 月以來增加了 25%。

In other words, not only are we approaching our supply-demand balance for Mobility in the U.S., we've done so while nearly doubling our delivery courier base from its low in Q1.

換句話說，我們不僅正在接近我們在美國的 Mobility 供需平衡，而且我們已經做到了這一點，同時我們的快遞基礎從第一季度的低點幾乎翻了一番。

All in all, our monthly active driver and courier base in the U.S. has grown by nearly 640,000 since January.

總而言之，自 1 月份以來，我們在美國的月度活躍司機和快遞員人數增加了近 640,000 人。

Against the backdrop of historic labor shortages and an abundance of choice for workers, this is a strong endorsement of Uber's value and the value of independent flexible work.

在歷史性的勞動力短缺和工人選擇豐富的背景下，這是對優步價值和獨立彈性工作價值的強烈認可。

In a world where flexibility has increasingly become non-negotiable for workers across the economy, we believe Uber will be an even more attractive option going forward.

在一個靈活性對整個經濟體的工人來說越來越不可協商的世界裡，我們相信優步將是一個更具吸引力的未來選擇。

We've now shifted to hyper-targeted driver growth campaigns geared towards particular markets all the way down to specific neighborhoods and times of day.

我們現在已經轉向針對特定市場的超目標驅動增長活動，一直到特定的社區和一天中的時間。

We're also focused on tech improvements that increase sign-up rates, combining our onboarding process across Mobility and Delivery so individuals can sign up for both simultaneously and can start delivering while they're waiting to be approved to drive.

我們還專注於提高註冊率的技術改進，結合我們在移動性和交付方面的入職流程，以便個人可以同時註冊兩者，並可以在等待獲准駕駛時開始交付。

This is a unique advantage available only to Uber, which has resulted in a 20% to 40% increase in courier and driver activation rates.

這是優步獨有的獨特優勢，它使快遞員和司機的激活率提高了 20% 到 40%。

We expect to roll out this feature as widely as possible in the coming months.

我們希望在未來幾個月內盡可能廣泛地推出此功能。

In some non-U.

在一些非 U.

S. markets like the U.K. and Brazil, the driver base is back to roughly the same size as it was pre-COVID, but it still hasn't kept up with very strong demand which has grown past 2019 levels.

在英國和巴西等美國市場，司機基數已恢復到與 COVID 之前大致相同的規模，但仍然沒有跟上超過 2019 年水平的非常強勁的需求。

That said, we're comfortable that the bulk of our recruitment spending is behind us and that by taking learnings from the U.S. and applying them abroad, we can be much more efficient and effective in our approach.

也就是說，我們很高興我們的大部分招聘支出都已經過去了，並且通過從美國吸取教訓並將其應用到國外，我們的方法可以更加高效和有效。

Now a bit on demand recovery.

現在有點按需恢復。

After a period of soft demand driven by the Delta variant, the Mobility recovered has reignited with Mobility gross bookings expanding 18% over September -- over the September and October period.

在 Delta 車型驅動的一段需求疲軟之後，Mobility 的複蘇已經重新點燃，Mobility 的總預訂量在 9 月和 10 月期間增長了 18%。

While several markets around the world, including U.K., Brazil, Germany, Spain, Taiwan and Hong Kong, are up against 2019 we hit another milestone last week.

雖然包括英國、巴西、德國、西班牙、台灣和香港在內的全球多個市場與 2019 年相比，我們在上周達到了另一個里程碑。

Our global Mobility business posted its first few days of growth versus 2019.

與 2019 年相比，我們的全球移動業務在前幾天實現了增長。

In fact, this year's Halloween weekend eclipsed 2019, demonstrating consumers' excitement to get out and move again.

事實上，今年的萬聖節週末比 2019 年黯然失色，這表明消費者對再次外出活動感到興奮。

We believe volumes would return to trend line outside of holiday periods, but the underlying trend line continues to get better and better.

我們認為交易量將在假期之外回到趨勢線，但基本趨勢線繼續變得越來越好。

Notably, airports are beginning to show meaningful activity, with U.S. airport trips up more than 20% and business airport trips growing nearly 60% over the past 2 months.

值得注意的是，機場開始顯示出有意義的活動，在過去的兩個月中，美國機場旅行增長了 20% 以上，商務機場旅行增長了近 60%。

We're innovating into this demand with a series of product updates geared towards airports, including the ability to book a car with Uber Reserve up to 30 days in advance, with built-in flight tracking so your ride is ready for you, whether you're early, delayed or hopefully on time.

我們正在針對這一需求進行創新，針對機場進行了一系列產品更新，包括提前 30 天通過 Uber Reserve 預訂汽車的功能，以及內置的航班跟踪功能，無論您是'提前，延遲或希望準時。

Meanwhile, we've continued to see sustained consumer engagement on delivery, lending further support to our belief that increased demand for all types of fast delivery is structural and will grow for the foreseeable future.

與此同時，我們繼續看到消費者對交付的持續參與，進一步支持了我們的信念，即對所有類型的快速交付的需求增加是結構性的，並且在可預見的未來將增長。

Over the past 2 months, Delivery gross bookings have grown 8% despite reopenings around the world.

在過去 2 個月中，儘管世界各地重新開放，但交付的總預訂量仍增長了 8%。

While Delivery saw some summer seasonality in parts of Europe, trends have stabilized and even returned to modest growth in those markets.

雖然交付在歐洲部分地區出現了一些夏季季節性，但這些市場的趨勢已經穩定，甚至恢復到適度增長。

Even as cities got moving again, Delivery gross bookings posted yet another best week ever last week.

即使城市再次開始行動，上週交付總預訂量又創下了有史以來最好的一周。

In fact, we set a new best week ever for weekly total company gross bookings in 7 of the last 8 weeks.

事實上，我們在過去 8 周中有 7 週為每周公司總預訂量設定了新的最佳週。

And October was our best month in our 12-year history, thanks to the work of all of the Uber team members.

10 月是我們 12 年曆史上最好的月份，這要感謝所有 Uber 團隊成員的努力。

Looking ahead, it's our goal to grow both our top line and our bottom line in healthy, consistent and sustainable rates.

展望未來，我們的目標是以健康、一致和可持續的速度增長我們的收入和利潤。

That means being flawless in our execution and disciplined with our capital allocation for the large opportunities in front of us across Mobility, Delivery and Freight.

這意味著我們的執行力完美無瑕，我們的資本分配也有紀律，以應對我們面前的流動性、交付和貨運方面的巨大機會。

Our Mobility team is raring to go.

我們的移動團隊正急於離開。

While the team has appropriately managed costs through the crisis, our Mobility team has been seeding growth opportunities in 5 areas: low-cost product, category expansion, hailables, enterprise and further geographic expansion.

雖然團隊在危機中適當地管理了成本，但我們的移動團隊一直在 5 個領域播種增長機會：低成本產品、品類擴展、應召車、企業和進一步的地域擴張。

We believe that the underlying growth characteristics of on-demand mobility and our growth bets can sustain double-digit growth for multiple years while creating more opportunities for drivers.

我們相信按需出行的潛在增長特徵和我們的增長賭注可以在多年內保持兩位數的增長，同時為司機創造更多機會。

On low cost, we've begun to test a reimagined shared rides product with a focus on safety.

在低成本的情況下，我們已經開始測試重新設計的以安全為重點的共享遊樂設施產品。

Uber Reserve is a great expansion of our category from on-demand to advanced booking and is now live in 68 countries and is already tracking well ahead of our expectations.

Uber Reserve 是我們類別從按需預訂到提前預訂的一次重大擴展，現已在 68 個國家/地區開展業務，並且已經遠遠超出我們的預期。

We're bringing more traditional street-hail modes like taxis and motorbikes on to Uber, allowing us to expand into new geos, offer another choice to riders and generate more demand for drivers.

我們正在將出租車和摩托車等更傳統的街頭叫車模式引入優步，使我們能夠擴展到新的地理區域，為乘客提供另一種選擇，並為司機帶來更多需求。

On enterprise, we've begun to roll out an employee shuttle product using Uber's tech that our B2B sales team can plug into our corporate discussions.

在企業方面，我們已經開始使用 Uber 的技術推出員工班車產品，我們的 B2B 銷售團隊可以將其插入我們的企業討論中。

It's a very cool product.

這是一個非常酷的產品。

It's already rolled out for Uber.

它已經為優步推出。

And our geographic expansion continues with growth markets like Germany and Spain showing real momentum and bookings already 40% larger than they were in October 2019.

我們的地域擴張仍在繼續，德國和西班牙等增長市場顯示出真正的勢頭，預訂量已經比 2019 年 10 月增加了 40%。

It's important to note that we've been investing in these growth opportunities for years in some cases.

值得注意的是，在某些情況下，我們多年來一直在投資這些增長機會。

So we are not running here from a standing start.

所以我們不是從一開始就跑到這裡來。

Our Delivery business is even less penetrated.

我們的快遞業務滲透率更低。

And although there will be some moderation in growth compared to the last 18 months, we expect continued strong growth in the years ahead from both a core restaurant delivery business and our emerging new verticals business.

儘管與過去 18 個月相比增長將有所放緩，但我們預計核心餐廳外賣業務和我們新興的新垂直業務將在未來幾年繼續強勁增長。

As cities reopen, we're seeing evidence that delivery complements dine-in as third-party food delivery has continued to grow even as seated dining trends have fully recovered to 2019 levels.

隨著城市的重新開放，我們看到有證據表明，即使就餐趨勢已完全恢復到 2019 年的水平，第三方送餐服務仍在繼續增長，因此外賣是用餐的補充。

As the largest food delivery platform outside of China with a leading position in 7 of our top countries and second position in virtually all the rest, we believe that we are best positioned to tap into this opportunity.

作為中國以外最大的外賣平台，在我們的 7 個主要國家中處於領先地位，在幾乎所有其他國家中排名第二，我們相信我們最有能力抓住這個機會。

Outside food delivery, we're increasingly tapping into consumers' growing appetite for the on-demand delivery of, well, everything.

除了送餐外，我們越來越多地利用消費者對按需送餐的需求不斷增長，嗯，一切。

Today, we're focused on addressing grocery, convenience and alcohol through our marketplace, bolstered by the addition of Cornershop and most recently, Drizly, through the Uber platform.

今天，我們專注於通過我們的市場解決雜貨、便利和酒類問題，這得益於 Cornershop 和最近通過 Uber 平台增加的 Drizly。

In addition, with Uber Direct, we're working with retailers to fulfill demand from their own channels in a white label product that uses our delivery tech.

此外，通過 Uber Direct，我們正在與零售商合作，通過使用我們的交付技術的白標產品滿足他們自己渠道的需求。

All of our consumer initiatives will be underpinned by our membership program.

我們所有的消費者倡議都將以我們的會員計劃為基礎。

We built a good foundation with Uber Pass and Eats Pass and recently announced a strong partnership with Hulu and Aeroplan, while further deepening our engagement with American Express.

我們與 Uber Pass 和 Eats Pass 建立了良好的基礎，最近宣布與 Hulu 和 Aeroplan 建立強有力的合作夥伴關係，同時進一步加深了我們與美國運通的合作。

Our team has been hard at work on the next evolution of our membership plan, and stay tune for more news on that in the coming months.

我們的團隊一直在努力製定會員計劃的下一步發展，並在未來幾個月內繼續關注更多新聞。

Lastly, with freight, we see a massive opportunity to disrupt the freight brokerage industry with our technology, which now connects more than 1 million carriers to shippers.

最後，在貨運方面，我們看到了利用我們的技術顛覆貨運經紀行業的巨大機會，該技術現在將超過 100 萬家承運人與托運人聯繫起來。

This year, we've seen a record number of newly authorized carriers entering the market, up 3x versus the end of 2020 as more drivers are choosing to become owner operators.

今年，我們看到新授權的運營商進入市場的數量創歷史新高，與 2020 年底相比增長了 3 倍，因為越來越多的司機選擇成為業主運營商。

As one of the leading choices for these new carriers, Freight's total carrier base has grown almost 50% over last year.

作為這些新承運人的主要選擇之一，Freight 的承運人總數比去年增長了近 50%。

We're also looking forward to closing our acquisition of Transplace in Q4 as we move towards our vision of connecting first, mid- and last-mile logistics across the Uber platform.

我們也期待在第四季度完成對 Transplace 的收購，因為我們正在朝著連接優步平台的第一英里、中間和最後一英里物流的願景邁進。

It was a great quarter and one that should put to rest the many questions we've gotten, not always unfairly, about whether the unit economics of this business work.

這是一個很棒的季度，應該可以解決我們所遇到的許多問題，但並不總是不公平的，即關於這項業務的單位經濟學是否有效。

The answer is a resounding yes.

答案是肯定的。

But as I've said to the team, now the real work begins.

但正如我對團隊所說，現在真正的工作開始了。

Looking ahead, as we've done in the past, we'll continue to make investments that will set us up to succeed in the next frontiers of opportunity and deliver exceptional value to all of our stakeholders.

展望未來，正如我們過去所做的那樣，我們將繼續進行投資，這將使我們能夠在下一個機遇前沿取得成功，並為我們所有的利益相關者帶來非凡的價值。

Now over to Nelson.

現在轉到尼爾森。

Thanks, Dara.

謝謝，達拉。

We've consistently noted throughout the year that H1 would be a period of investing for recovery and growth.

我們全年都在指出，上半年將是一個為複蘇和增長而投資的時期。

After which, we would demonstrate strong operating leverage in H2.

之後，我們將在下半年展示強大的經營槓桿。

In Q3, we delivered on our commitment to turn adjusted EBITDA profitable before the end of 2021.

在第三季度，我們兌現了在 2021 年底前實現調整後 EBITDA 盈利的承諾。

Our Mobility business returned to healthy adjusted EBITDA margins despite the significant ongoing headwinds of the pandemic, while Delivery approached breakeven.

儘管大流行持續存在重大不利因素，我們的移動業務仍恢復到健康的調整後 EBITDA 利潤率，而交付接近盈虧平衡。

Across our markets, we continue to see very healthy profitability trends that bolster our confidence in the long-term earnings potential for our business.

在我們的市場中，我們繼續看到非常健康的盈利趨勢，這增強了我們對業務長期盈利潛力的信心。

For Mobility, 18 of our top 20 markets were adjusted EBITDA profitable.

對於 Mobility，我們排名前 20 的市場中有 18 個在調整後的 EBITDA 中實現盈利。

In the U.S. and Canada, our adjusted EBITDA margins expanded to more than 6% of gross bookings, and importantly, in 4 of our top 10 markets, we're operating above 10% EBITDA margin.

在美國和加拿大，我們調整後的 EBITDA 利潤率擴大到總預訂量的 6% 以上，重要的是，在我們的前 10 個市場中的 4 個，我們的 EBITDA 利潤率超過 10%。

For Delivery, our international and U.S. and Canada businesses were both operating near breakeven in Q3.

在交付方面，我們的國際業務以及美國和加拿大業務在第三季度均接近盈虧平衡。

In addition, the core Uber Eats restaurant delivery business was adjusted EBITDA profitable during the quarter, and we reinvested all of that profitability and more to build a foundation for our new verticals business.

此外，核心 Uber Eats 餐廳外賣業務在本季度調整後的 EBITDA 盈利，我們將所有這些盈利能力再投資，為我們的新垂直業務奠定基礎。

We expect to continue to reinvest the vast majority of Uber Eats profits into new verticals expansion in Q4 as well.

我們預計在第四季度也將繼續將 Uber Eats 的絕大部分利潤再投資於新的垂直擴張。

We are confident that we will see strong returns on these investments over time.

我們相信，隨著時間的推移，我們將看到這些投資的強勁回報。

It is important to emphasize the strong execution that underpins these results as several transitory headwinds continue to impact our business, including food delivery commission caps in the U.S. and Canada, incremental cost of worker classification in the U.K. and higher-than-normal driver incentive spend in some markets.

重要的是要強調支撐這些結果的強大執行力，因為一些暫時的逆風繼續影響我們的業務，包括美國和加拿大的食品配送佣金上限、英國工人分類的增量成本以及高於正常的司機獎勵支出在一些市場。

For context, food delivery commission caps and U.K. worker costs together represented a $150 million to $200 million drag to Q3 EBITDA.

就上下文而言，食品配送佣金上限和英國工人成本合計對第三季度 EBITDA 造成了 1.5 億至 2 億美元的拖累。

Turning to our balance sheet and liquidity position, we continue to maintain a strong liquidity position, ending the quarter with $6.5 billion in cash and cash equivalents, and our equity stakes were marked at $13.1 billion.

談到我們的資產負債表和流動性狀況，我們繼續保持強勁的流動性狀況，本季度末現金和現金等價物為 65 億美元，我們的股權為 131 億美元。

Given the significant movement of DiDi's stock from June 30 to September 30, we marked down the value of our DiDi stake by $3.2 billion.

鑑於滴滴股票在 6 月 30 日至 9 月 30 日期間大幅波動，我們將滴滴股份的價值下調了 32 億美元。

Conversely, we benefited from the monetization of our Yandex Taxi stake, and we marked up the value of our stakes in Zomato, Aurora and Joby as these companies reached liquidity milestones.

相反，我們從 Yandex Taxi 股份的貨幣化中受益，並且隨著 Zomato、Aurora 和 Joby 公司達到流動性里程碑，我們提高了我們在 Zomato、Aurora 和 Joby 股份的價值。

The net effect of these moves was a $2 billion headwind to our GAAP net income.

這些舉措的淨效應是對我們的 GAAP 淨收入造成 20 億美元的不利影響。

It's the nature of holding large equity stakes on our balance sheet that our GAAP net income may continue to see swings from quarter-to-quarter.

在我們的資產負債表上持有大量股權的性質是，我們的 GAAP 淨收入可能會繼續逐季波動。

As we have said previously, we are not a fund manager and we will monetize the stakes we view as purely financial at the appropriate time while continuing to hold more strategic stakes for the long run.

正如我們之前所說，我們不是基金經理，我們將在適當的時候將我們認為純粹是財務的股份貨幣化，同時繼續長期持有更多的戰略性股份。

We have sufficient liquidity to give us the flexibility to maintain these positions with the aim of maximizing value for Uber and our shareholders.

我們有足夠的流動性讓我們能夠靈活地維持這些頭寸，從而為優步和我們的股東實現價值最大化。

I'll conclude my remarks with an update on recent business trends and Q4 outlook.

我將以最近的業務趨勢和第四季度前景的更新來結束我的發言。

After a relatively soft summer, we began to make strong progress in the fall as markets around the world began to open again.

在經歷了一個相對疲軟的夏季之後，隨著全球市場重新開始開放，我們在秋季開始取得強勁進展。

Mobility gross bookings crossed the $44 billion annual run rate in October, with gross bookings up 14% month-over-month and over 85% recovered versus October of 2019.

10 月份，移動出行總預訂量超過 440 億美元的年運行率，總預訂量環比增長 14%，與 2019 年 10 月相比恢復了 85% 以上。

EMEA and LatAm remain near full recovery on a gross bookings basis versus October 2019, while U.S., Canada and APAC posted solid improvements through the month.

與 2019 年 10 月相比，歐洲、中東和非洲地區和拉美地區的總預訂量仍接近全面復甦，而美國、加拿大和亞太地區在本月實現了穩健的改善。

Delivery gross bookings crossed the $53 billion annual run rate in October, with gross bookings up 9% month-over-month, up 44% year-over-year and up over 220% versus October of 2019.

10 月份交付總預訂量超過了 530 億美元的年度運行率，總預訂量環比增長 9%，同比增長 44%，與 2019 年 10 月相比增長超過 220%。

We continue to expect moderation in Delivery year-over-year growth rates from the reopening, although Delivery continues to demonstrate healthy trend lines across most markets and retention for our consumer cohorts remain strong.

儘管交付繼續在大多數市場中顯示出健康的趨勢線，並且我們的消費者群體的保留率保持強勁，但我們繼續預計重新開放後交付的同比增長率將放緩。

With that context for Q4, we expect total company gross bookings to be between $25 billion and $26 billion, representing a year-over-year growth of 46% to 52%.

在第四季度的這種背景下，我們預計公司總預訂額將在 250 億美元至 260 億美元之間，同比增長 46% 至 52%。

And we expect total company adjusted EBITDA to be a profit of between $25 million and $75 million.

我們預計公司調整後的 EBITDA 總額將在 2500 萬美元至 7500 萬美元之間。

Note that this guidance includes contributions from Drizly and projected contributions from Transplace, which we expect to close in Q4, and headwinds from FX and the net effect of a relatively immaterial impact to total company gross bookings and adjusted EBITDA.

請注意，該指南包括 Drizly 的貢獻和預計將在第四季度結束的 Transplace 的貢獻，以及來自外彙的不利因素以及對公司總預訂量和調整後 EBITDA 的相對非實質性影響的淨影響。

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

有了這個，讓我們打開它來提問。

(Operator Instructions) Your first question comes from Brian Nowak from Morgan Stanley.

（操作員說明）您的第一個問題來自摩根士丹利的 Brian Nowak。

I have 2. The first one, Dara, I'd be curious to hear about what you learned about pricing elasticity on rideshare sort of throughout the pandemic and the recovery and pricing?

我有 2 個。第一個，達拉，我很想知道你在整個大流行期間對拼車的定價彈性以及復蘇和定價方面學到了什麼？

And how should we think about the ride's incremental margin potential as we sort of go forward and you sort of balance profitability with those 5 key areas of investment?

在我們前進的過程中，我們應該如何考慮乘車的增量利潤潛力，而你在這 5 個關鍵投資領域平衡盈利能力？

Then the second one, it sounds like there's an update to Uber Pass coming.

然後是第二個，聽起來 Uber Pass 即將更新。

Just any numbers at all you can help us sort of understand where you are now within size?

任何數字都可以幫助我們了解您現在的規模？

What type of uptick do you see in volume or frequency or stickiness?

您在交易量、頻率或粘性方面看到哪種類型的上升？

Any stats on Uber Pass right now?

現在有關於 Uber Pass 的統計數據嗎？

Yes, absolutely, Brian.

是的，絕對是，布賴恩。

So I think as far as pricing goes, listen, this has been, to some extent, a giant pricing experiment that no one wanted to get into, but we're seeing the value of our products show through.

所以我認為就定價而言，聽著，這在某種程度上是一個沒有人願意參與的巨大定價實驗，但我們看到我們產品的價值已經顯現出來。

And even with prices being on average in the U.S., for example, 20% up year-on-year, we're seeing that as cities reopen, people start using the product, and they use the product a lot.

即使美國的平均價格同比上漲 20%，我們也看到隨著城市重新開放，人們開始使用該產品，並且他們大量使用該產品。

In terms of use cases, weekend is actually now greater than what it was pre-pandemic.

就用例而言，週末實際上比大流行前更大。

And airports, obviously, because of travel, it's coming back fast.

而機場，顯然，因為旅行，它很快就回來了。

But like every single use case is coming back as expected.

但是就像每個用例都按預期返回一樣。

There are no surprises.

沒有驚喜。

And I think it shows the pricing power of our service and the fact that it's an everyday need and just part of both now urban and suburban life as well.

而且我認為它顯示了我們服務的定價能力以及它是日常需求並且只是現在城市和郊區生活的一部分的事實。

We do think that based on the supply trends that we've seen, and supply trends are definitely getting better, we do think that pricing will ease a bit from the up 20% in Q4.

我們確實認為，基於我們所看到的供應趨勢，而且供應趨勢肯定會變得更好，我們確實認為定價將從第四季度的 20% 下降一點。

But I think that will result in even healthier trip volume as well.

但我認為這也會帶來更健康的旅行量。

And Brian, the only thing I want to jump in there is that, as you know, because we get a commission on that as pricing increases, it's been beneficial.

布賴恩，我唯一想說的是，正如你所知，因為隨著價格的上漲，我們會從中獲得佣金，這是有益的。

But I think Dara's right, over time, the long-term thing is just making sure we have health in our marketplace.

但我認為 Dara 是對的，隨著時間的推移，長期的事情就是確保我們的市場健康。

Yes.

是的。

And I think as far as Uber Pass goes, I don't want to take the thunder away from the team who's done a bunch of work.

而且我認為就 Uber Pass 而言，我不想從已經完成大量工作的團隊中搶走風頭。

Membership now, we got over 6 million members globally.

現在成為會員，我們在全球擁有超過 600 萬會員。

It accounts for more than 20% of our gross bookings.

它占我們總預訂量的 20% 以上。

We think all of those numbers can increase pretty significantly.

我們認為所有這些數字都可以顯著增加。

We continue to see really good engagement from members.

我們繼續看到會員的積極參與。

On the Eats side, Eats members, their trips per month increased by over 50%, members versus nonmembers.

在 Eats 方面，Eats 會員的每月旅行增加了 50% 以上，會員與非會員相比。

Even basket sizes are higher.

甚至籃子的尺寸也更高。

Basket sizes are up versus nonmembers in average of 10%.

與非會員相比，籃子規模平均增加了 10%。

When you look at kind of the potential of membership, because we are launching it in a ton of markets all over, I would point to 1 market, Taiwan, where members account for greater than 50% of gross bookings.

當你看到會員的潛力時，因為我們在大量市場推出它，我會指出一個市場，台灣，會員佔總預訂量的 50% 以上。

So we absolutely believe we can get there.

所以我們絕對相信我們可以到達那裡。

And members now in Taiwan are eating with us 15x per month, which is 3x nonmember.

現在台灣的會員每月和我們一起吃飯 15 倍，是非會員的 3 倍。

So that's the kind of engagement that you can start getting with a service that becomes an everyday part of your use case.

因此，您可以開始使用成為您用例日常組成部分的服務來獲得這種參與。

And I think we're just scratching the surface here.

我認為我們只是在這裡觸及表面。

We're very, very early in our development here.

我們在這裡的發展非常非常早期。

And remember that we have the best membership content, so to speak, than anyone has because our membership will offer not only food, not only grocery and alcohol but is also going to offer mobility as well.

請記住，我們擁有最好的會員內容，可以這麼說，比任何人都好，因為我們的會員資格不僅提供食物、食品雜貨和酒水，還提供流動性。

It's a structural advantage that others just don't have access to.

這是其他人無法獲得的結構性優勢。

And I think one that we're going to press.

我認為我們要按的。

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

您的下一個問題來自高盛的 Eric Sheridan。

Maybe following up on the point you made answering Brian's question.

也許跟進你回答布賴恩問題的觀點。

Could we just get a better sense of what you're seeing early days in terms of the opportunity set versus the addressable market in nonfood delivery in the U.S. and how we should be thinking about the sizing and cadence of those investments going forward when you measure them against the opportunity?

我們能否更好地了解您在早期看到的機會集與美國非食品配送的潛在市場，以及在您衡量時我們應該如何考慮這些投資的規模和節奏他們反對的機會？

Yes, absolutely.

是的，一點沒錯。

So I think as far as nonfood goes, grocery is -- online grocery delivery clearly has been a very, very growth area in the industry, and certainly, with the pandemic, took a very, very big jump.

因此，我認為就非食品而言，雜貨店是-在線雜貨店送貨顯然是該行業非常非常增長的領域，當然，隨著大流行，實現了非常非常大的飛躍。

But when you look at online grocery penetration, it's still less than 5% of the overall grocery market versus food, which often is more than 10% penetrated.

但是，當您查看在線雜貨市場的滲透率時，與食品相比，它仍然不到整個雜貨市場的 5%，而食品市場的滲透率通常超過 10%。

So the penetration of grocery is very, very low as it relates to food.

所以雜貨店的滲透率非常非常低，因為它與食品有關。

I'd say our opportunity is actually -- we have a big incumbent in the U.S., who is a tough competitor, and we are adding content in the U.S. at a really strong pace in terms of partnerships.

我想說我們的機會實際上是——我們在美國有一個大的現任者，他是一個強硬的競爭對手，我們正在以非常強勁的合作夥伴關係在美國增加內容。

But outside of the U.S., there certainly is an incumbent out there.

但在美國以外，肯定有現任者。

We think that we have a very, very good chance of being the nonfood leader outside of the U.S. And in the U.S. because of the power of the platform, we can, over a long period of time, flip over, especially our members from delivering -- from eating with us, from moving with us and then getting grocery delivered with us as well.

我們認為我們有非常非常好的機會成為美國以外的非食品領導者。在美國，由於平台的強大功能，我們可以在很長一段時間內翻身，尤其是我們的會員從交付- 從和我們一起吃飯，從和我們一起搬家，然後也和我們一起送貨。

So we think it's a huge opportunity.

所以我們認為這是一個巨大的機會。

The grocery market is -- these are multibillion/trillion TAMs.

雜貨市場是——這些是數十億/萬億的 TAM。

And because of our brand, because of our ubiquitous presence around the globe, and our membership product, we think we can penetrate into this opportunity with much, much less capital than anyone else.

由於我們的品牌，因為我們在全球無處不在的存在，以及我們的會員產品，我們認為我們可以用比其他任何人少得多的資本來抓住這個機會。

Your next question comes from the line of Ross Sandler with Barclays.

你的下一個問題來自巴克萊銀行的羅斯桑德勒。

The Halloween comment is pretty interesting.

萬聖節的評論很有趣。

That's historically one of the biggest, if not the biggest ride-hail days of the year -- or weekend.

從歷史上看，這是一年中或週末最大的，如果不是最大的騎行天數之一。

So I guess, where do we stand on Rides MAPCs versus 2019?

所以我想，與 2019 年相比，我們在 Rides MAPC 上的立場如何？

And is it just that frequency's lower for some of these work and commute day parts?

只是這些工作和通勤日部分的頻率較低嗎？

Could you talk about how far off those day parts or those trips are, those categories from 2019 peak levels?

你能談談那些日子部分或那些旅行有多遠，這些類別與 2019 年的峰值水平相比？

And then second question is, if we step back and kind of look at the original bull case for ride hail, it was that prices would come down to a low enough level where consumers would start to shift trips over to ride hail and away from public transportation or car ownership.

然後第二個問題是，如果我們退後一步，看看最初牛市的冰雹案例，價格會下降到足夠低的水平，消費者將開始將行程轉移到冰雹上，遠離公眾交通或汽車所有權。

And right now with these prices, it's pretty hard to see that playing out.

現在以這些價格，很難看到這種情況發生。

So how do we get back to that?

那麼我們如何回到那個狀態呢？

And if we do see much lower prices a few years out, how confident are you that you can maintain the strong level of unit economics that you're seeing right now?

如果我們確實看到幾年後價格要低得多，那麼您有多大信心能夠保持您現在看到的強勁的單位經濟水平？

Yes, absolutely.

是的，一點沒錯。

So I think generally, MAPCs now in the U.S. are up about 60% -- over 60% on a year-on-year basis.

所以我認為一般來說，現在美國的 MAPC 增長了大約 60%——同比增長超過 60%。

So MAPCs are definitely coming back, frequencies coming back and volume is coming back year-on-year.

因此，MAPC 肯定會回歸，頻率回歸，數量也在逐年回歸。

You are correct that if you look at our trends versus, call it, pre-pandemic, GBs are recovered at a higher level than trips.

你是對的，如果你看看我們的趨勢與大流行前的趨勢相比，GB 的恢復水平高於旅行。

And I'd say that the MAPC trends mirror more trip trends than our GB trends.

我想說的是，MAPC 趨勢反映的旅行趨勢比我們的 GB 趨勢更多。

I think in terms of kind of pricing and the shift over from other forms of transportation, one point I will make is that we have come back from the pandemic faster than almost any other mode of transportation, despite higher pricing, which goes to the earlier comment that I made about the utility of our product and the pricing power that we've had.

我認為就定價方式和從其他交通方式的轉變而言，我要指出的一點是，儘管定價更高，但我們從大流行中恢復的速度幾乎比任何其他交通方式都快我對我們產品的實用性和我們擁有的定價能力發表的評論。

Now we don't necessarily want that to be a permanent fixture, but I do think with the increased cost of labor and, frankly, inflation and the increased cost of everything, I do think that prices are going to be up on a year-on-year basis.

現在我們不一定希望它成為永久性的固定裝置，但我確實認為隨著勞動力成本的增加，坦率地說，通貨膨脹和一切成本的增加，我確實認為價格會在一年內上漲——按年計算。

And as a marketplace, we get a take of that.

作為一個市場，我們得到了這一點。

So our unit economics, you could argue, will be improved.

所以我們的單位經濟，你可以說，將會得到改善。

We are then actively investing in other products that are structurally lower cost.

然後，我們積極投資其他結構成本較低的產品。

So we will -- we are launching an Uber Share pool product.

所以我們會——我們正在推出一個優步共享池產品。

We have been investing for years in a high-capacity product, which is looking more and more attractive as it relates on a unit economic basis, where that can bring the price significantly lower.

多年來，我們一直在投資高容量產品，這種產品在單位經濟基礎上看起來越來越有吸引力，這可以顯著降低價格。

We think that's a product that we can sell to enterprise, which is pretty cool as well.

我們認為這是我們可以出售給企業的產品，這也很酷。

And then on a global basis, we're making investments in 2-wheelers and 3-wheelers, for example.

然後在全球範圍內，例如，我們正在投資 2 輪車和 3 輪車。

So for example, in Brazil, 2-wheelers are just a home-run hit because, again, they provide an alternative at a lower cost.

例如，在巴西，兩輪車只是一個本壘打，因為它們再次以較低的成本提供了替代方案。

It's a great opportunity for drivers, and they don't have to buy a car.

這對司機來說是一個很好的機會，他們不必買車。

They have to have a motor bike.

他們必須有一輛摩托車。

So I think the push to lower cost is going to be more of a structural product push, including, for example, our offering transit on our app.

因此，我認為推動降低成本將更多地是結構性產品推動，例如，包括我們在應用程序上的產品傳輸。

And I think as it relates to pricing, inflation is hitting in every single product and transportation is one of those products.

而且我認為，由於它與定價有關，通貨膨脹正在打擊每一種產品，而運輸就是其中之一。

The only other thing I want to add is because you did ask about the times of day.

我要補充的唯一另一件事是因為您確實詢問了一天中的時間。

So on a global basis, I think you heard in our comments that we're about 85% recovered in October.

因此，在全球範圍內，我想你在我們的評論中聽說我們在 10 月份恢復了大約 85%。

And so we're -- during workday, which is defined as you can figure out, we're over 95% recovered.

所以我們 - 在工作日期間，你可以弄清楚，我們已經恢復了 95% 以上。

On commute, we're over 90% recovered.

在通勤途中，我們已經恢復了 90% 以上。

And where we really haven't seen it come back still is airports continue to lag at about 67% recovered.

而我們真正沒有看到它回來的地方仍然是機場繼續滯後，恢復率約為 67%。

So we are seeing the recovery, but there are certain times of day, and what we call party and fun times as well is under 80% recovered as well.

所以我們看到了復甦，但一天中的某些時候，我們所謂的聚會和娛樂時間也恢復了 80% 以下。

Your next question comes 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。

This is Mike on for Justin.

這是賈斯汀的邁克。

We wanted to ask about the category share trends that you're seeing in Delivery, especially in the U.S., maybe in October and your willingness to potentially invest in gaining category share.

我們想詢問您在 Delivery 中看到的類別份額趨勢，尤其是在美國，可能在 10 月份，以及您是否願意潛在地投資以獲得類別份額。

And then a quick second question.

然後是一個快速的第二個問題。

We wanted to ask about the advertising business and the impact that, that's had on the delivery take rate.

我們想詢問廣告業務及其對交付率的影響。

I think you called out a 400 basis point benefit in certain delivery markets for the take rate.

我認為您在某些交割市場中為收取率提出了 400 個基點的收益。

So I was wondering, does that include advertising or could you dig into that metric a little bit?

所以我想知道，這是否包括廣告，或者你能深入研究一下這個指標嗎？

Yes.

是的。

I'll talk category trends, and then Nelson can talk about ads.

我會談談類別趨勢，然後 Nelson 可以談談廣告。

Listen, as far as category trends go, we're much more focused internally on building our business in the U.S. So I think it's a great output that we're able to improve profitability significantly in the U.S. and globally.

聽著，就類別趨勢而言，我們內部更專注於在美國建立我們的業務。所以我認為這是一個很好的產出，我們能夠顯著提高美國和全球的盈利能力。

And we gained CPE in the U.S. It's a terrific app.

我們在美國獲得了 CPE。這是一個了不起的應用程序。

Like we're seeing great signal in New York, for example, where we're actually calling in from.

就像我們在紐約看到了很好的信號，例如，我們實際上是從那裡打電話的。

And I'd say the Q4 opportunity for us is, now that we have much, much better supply, both on mobility and delivery as it relates to drivers and couriers, I think on the delivery side, we may lean in a little bit to build up a bit of demand in Q4.

我想說的是，第四季度對我們來說的機會是，現在我們有更好的供應，無論是在機動性和交付方面，因為它與司機和快遞員有關，我認為在交付方面，我們可能會稍微傾向於在第四季度建立了一些需求。

So that's contemplated in the guidance that we gave already.

因此，我們已經在提供的指導中考慮了這一點。

We'll be opportunistic.

我們會投機取巧。

But this is a big category.

但這是一個很大的類別。

There are going to be multiple winners, and we're happy about our share progress.

將會有多個獲勝者，我們對我們的分享進展感到高興。

It's pretty constructive.

這是相當有建設性的。

And hopefully, it will continue into Q4.

希望它會持續到第四季度。

But it's about building a big business.

但它是關於建立一個大企業。

It's not about stealing share from another player.

這不是從其他玩家那裡竊取份額。

In terms of ads, in Q2, we talked about the fact that our original goal was to exit this year at about $100 million growth rate.

在廣告方面，在第二季度，我們談到了我們最初的目標是在今年以 1 億美元左右的增長率退出。

And be, in '22, at $300 million.

並在 22 年達到 3 億美元。

And so what I would say is our run rate in Q3 is well over that.

所以我要說的是我們在第三季度的運行率遠遠超過了這個。

So what I would -- so we are very, very confident that we'll exceed both of those targets.

所以我會 - 所以我們非常非常有信心我們將超過這兩個目標。

The business continues to grow.

業務繼續增長。

I think your specific comment had to do with take rates.

我認為您的具體評論與收取率有關。

And so the only other thing, it's actually in our release, and it just talks about a change in some fees that now come out and become part of cost of revenue versus below the line.

所以唯一的另一件事，它實際上是在我們的版本中，它只是談到了一些費用的變化，這些費用現在出現並成為收入成本的一部分，而不是低於線下。

And so that does have some impact, and it is actually spelled out in our release.

所以這確實會產生一些影響，並且實際上在我們的版本中已經說明了這一點。

I think just the other really cool thing about our ad platform is that, we're also building an ad product in our Mobility app.

我認為關於我們的廣告平台的另一件非常酷的事情是，我們還在 Mobility 應用程序中構建了一個廣告產品。

So obviously, it's a very, very big audience.

所以很明顯，這是一個非常非常大的觀眾。

As you know, our Mobility MAPCs are actually bigger than our Delivery MAPCs.

如您所知，我們的 Mobility MAPC 實際上比我們的 Delivery MAPC 更大。

And it's -- really, it's a differentiated offering that we can offer to our partners who, as you know, obviously, they're very happy about home delivery of food, but they want people coming to their restaurants.

這是 - 真的，這是我們可以為我們的合作夥伴提供的差異化產品，正如你所知，他們顯然對送貨上門感到非常高興，但他們希望人們來他們的餐廳。

They want people coming to their stores.

他們希望人們來他們的商店。

And we have an audience that is a premium audience and can be quite a targeted audience that we can offer to these advertisers in a very differentiated product from any other player out there.

我們的受眾是優質受眾，並且可以成為非常有針對性的受眾，我們可以通過與任何其他玩家非常不同的產品向這些廣告商提供這些受眾。

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。

Okay.

好的。

Two things.

兩件事情。

One, comment on the synergies between the 2 business, Delivery and Mobility, both on the driver side and on the consumer side.

一，評論兩個業務，交付和移動之間的協同作用，無論是在司機端還是在消費者端。

Any update there?

那裡有更新嗎？

And then just on the driver incentives, I think that peak quarter was Q2.

然後就司機激勵而言，我認為高峰季度是第二季度。

Just talk about where -- and maybe you mentioned this already, but just an update on where those driver incentives, what happened to them in Q2 to Q3?

只是談談在哪裡 - 也許你已經提到了這一點，但只是關於這些驅動程序激勵措施的更新，他們在第二季度到第三季度發生了什麼？

And is the outlook that you're at a point now where those will steadily continue to decline under most market circumstances?

在大多數市場情況下，您現在的前景是否會繼續穩步下降？

So let me take the second one -- the second question first, right?

那麼讓我來回答第二個問題——首先是第二個問題，對吧？

And so this is really about take rate.

所以這真的是關於採取率。

And so as you think about it in the U.S., we did lean in, which was actually very evident in Q2.

因此，當您在美國考慮時，我們確實傾斜了，這在第二季度實際上非常明顯。

What we're going to do -- you'll see in Q4 is that you should actually see take rate improve in the U.S. because we are going to be able to continue to taper in terms of some driver incentives.

我們將要做的——你會在第四季度看到，你應該看到美國的錄取率實際上有所提高，因為我們將能夠繼續減少一些司機激勵措施。

That being said, Mark, outside the U.S. on the Mobility side, international take rates are seasonally lower in Q4 due to weather.

話雖如此，馬克，在美國以外的流動性方面，由於天氣原因，第四季度的國際收取率季節性較低。

And we actually are leaning in a little bit more in driver supply, particularly as some places like India and Australia recover.

實際上，我們在司機供應方面的投入更多一些，尤其是在印度和澳大利亞等一些地方正在復甦的情況下。

And I think the net of all that will be a mix shift.

我認為所有這一切都將是一個混合轉變。

And so you might see some degradation at the total company level on the top line.

因此，您可能會在頂線上看到整個公司層面的一些退化。

But again, in the U.S., you will see improvement in terms of our U.S. take rates.

但同樣，在美國，你會看到我們在美國的錄取率有所改善。

Yes, Mark, in terms of synergy, it's -- obviously, we have user side synergy, and call it, earner side synergy.

是的，馬克，就協同效應而言，它是——顯然，我們有用戶側協同效應，稱之為收益側協同效應。

And the synergy, it continues to improve.

和協同作用，它繼續改善。

It's not a onetime thing like we're constantly optimizing.

這不是我們不斷優化的一次性事情。

So about 50% of, for example, U.S. and U.K. gross bookings come from cross-platform users.

因此，例如，美國和英國的總預訂量中約有 50% 來自跨平台用戶。

That number is closer to 45% globally and generally increasing.

這個數字在全球範圍內接近 45%，並且普遍增加。

In the U.S. now, mobility continues to be a very significant customer acquisition tool for Eats.

現在在美國，流動性仍然是 Eats 非常重要的客戶獲取工具。

So now 1/4 of U.S. first-time eaters are coming from our Rides business, which is pretty extraordinary.

因此，現在 1/4 的美國首次食客來自我們的遊樂設施業務，這非常了不起。

For perspective, that's more new users than we get from Google, Apple, Facebook, Instagram, from all of these paid entities combined.

從角度來看，這比我們從谷歌、蘋果、Facebook、Instagram 和所有這些付費實體獲得的新用戶加起來還要多。

So it's free.

所以它是免費的。

We have tested that because consumers actually like this super apps that we're building and the numbers are significant and increasing.

我們已經對此進行了測試，因為消費者實際上喜歡我們正在構建的這個超級應用程序，而且數量巨大且不斷增加。

And then on the other side, what's interesting is that 20% of U.S. mobility first trips are coming from eaters.

另一方面，有趣的是，美國 20% 的出行首次出行來自食客。

So now that we have a very, very big delivery business, we're able to now cross platform into whether it's offers or on the app or off app, we're able to promote into our Mobility business.

所以現在我們有一個非常非常大的交付業務，我們現在能夠跨平台進入無論是優惠還是應用程序或應用程序外，我們都能夠推廣到我們的移動業務。

That number for the U.K., for example, is 40%.

例如，英國的這個數字是 40%。

I'll repeat it.

我會重複一遍。

40% of U.K. first trip mobility users actually came from Eats -- were Eats users, which is pretty extraordinary.

英國 40% 的首次出行出行用戶實際上來自於 Eats——是 Eats 用戶，這非常了不起。

So we just have this cross kind of pollenization of users that's pretty extraordinary.

因此，我們只是對用戶進行了這種交叉授粉，這非常了不起。

And listen, in any 1 year, it's not going to make a giant difference in the business, but it's a compounding of this advantage of essentially free traffic for both our Mobility and Delivery business, that over a period of 5 to 7 years, becomes very, very significant.

聽著，在任何一年內，這不會對業務產生巨大影響，但它是我們的移動和交付業務基本上免費流量的優勢的複合，在 5 到 7 年的時間裡，變成非常非常重要。

And it can either show up in margin or it can show up on share or it can show up in the size of the business.

它可以顯示在利潤中，也可以顯示在份額中，也可以顯示在業務規模中。

On the driver side, one thing that's pretty cool is that about 1/3 of our new driver sign-ups now are driving both people and food, so to speak.

在司機方面，一件很酷的事情是，我們現在註冊的新司機中約有 1/3 是同時駕駛人和食物，可以這麼說。

And that is a higher number than our overall number.

這比我們的總數要高。

So about 25% of our drivers in the U.S. drive both people and food.

因此，我們在美國約有 25% 的司機既開車又開車。

That number was in the teens pre-pandemic.

這個數字是大流行前的青少年。

So it's going up from the teens to 25% overall.

所以總體上它從十幾歲上升到 25%。

And new drivers, 1/3 of them are electing to do both.

而新司機中，有 1/3 的人選擇兩者兼而有之。

So that, again, is like the iteration of our product getting better and better in terms of kind of pushing both services or offering both services, both on the demand and supply side.

因此，這就像我們產品的迭代在推動兩種服務或提供兩種服務方面變得越來越好，無論是在需求方面還是在供應方面。

So we're not done.

所以我們還沒有完成。

I think you will see improved results compounding on top of improved results, which is definitely going to differentiate us over a period of time.

我認為您會看到在改進結果之上複合的改進結果，這肯定會在一段時間內使我們與眾不同。

Your next question comes from the line of Brent Thill with Jefferies.

您的下一個問題來自 Jefferies 的 Brent Thill。

This is John Byun on for Brent Thill.

這是 Brent Thill 的 John Byun。

I had 2 questions.

我有 2 個問題。

One, if you could maybe give an update on the operational integration of Drizly, Postmates, Cornershop, just in general, the acquisitions and the partnerships and the geographic availability, how far long you are?

第一，如果您能提供有關 Drizly、Postmates、Cornershop 的運營整合的最新信息，就一般而言，收購和合作夥伴關係以及地理可用性，您多久了？

And then second, on the Delivery bookings were flat to down a little bit quarter-to-quarter.

其次，在交付方面，預訂量每季度持平到一點點下降。

I know there was some commentary in the release.

我知道發布中有一些評論。

But is there anything else you could share as to what it might be?

但是你還有什麼可以分享的嗎？

Is it seasonal?

是季節性的嗎？

Is it quarterly reopening?

是每季度重新開放嗎？

Yes.

是的。

I think I'll start with Delivery.

我想我將從交付開始。

It's a combination of seasonality and reopening.

這是季節性和重新開放的結合。

So for example, in France, we did see delivery bookings coming down as summer months came and summer months, people eat out more and the reopening happened.

因此，例如，在法國，我們確實看到隨著夏季的到來和夏季月份的到來，外賣預訂量有所下降，人們外出就餐的次數增加，重新開放發生了。

We're seeing in October, delivery bookings up month-on-month, and then we think that the momentum that we're seeing in October is going to continue into Q4 as well.

我們在 10 月份看到，交付預訂量環比上升，然後我們認為我們在 10 月份看到的勢頭也將持續到第四季度。

So it's a combination of seasonality and reopening and Q4 is on a very, very strong track.

所以這是季節性和重新開放的結合，第四季度處於非常非常強勁的軌道上。

As far as the integration goes, every integration is different.

就集成而言，每個集成都是不同的。

Postmates is now fully integrated into the Uber stack.

Postmates 現在已完全集成到 Uber 堆棧中。

So on the front end, it's a product that is distinctive, fun, different in terms of the brand.

所以在前端，它是一個獨特的、有趣的、在品牌方面與眾不同的產品。

On the back end, it's running on all of the same machinery, which has allowed us to get some great synergies.

在後端，它在所有相同的機器上運行，這使我們能夠獲得一些很好的協同作用。

And Postmates, for example, for the quarter was EBITDA positive as a result of the product synergy that we drove.

例如，由於我們推動的產品協同效應，Postmates 在本季度的 EBITDA 為正。

As it relates to Cornershop.

因為它與街角商店有關。

Cornershop has a huge presence in Latin America.

Cornershop 在拉丁美洲擁有巨大的影響力。

So Cornershop is like the Instacart of LatAm.

所以 Cornershop 就像 LatAm 的 Instacart。

And so we're going to keep pushing in terms of innovating on the Cornershop app itself.

因此，我們將繼續推動 Cornershop 應用程序本身的創新。

And we are essentially continuing to build a bunch of the grocery features on -- in the Eats app and in the Delivery ecosystem and over a period of time, going to bring essentially our Eats and Cornershop business together.

我們基本上會繼續在 Eats 應用程序和 Delivery 生態系統中構建一系列雜貨功能，並在一段時間內將我們的 Eats 和 Cornershop 業務結合在一起。

But the Cornershop business on stand-alone is a really, really great business, and we want to make sure that we keep growing that business.

但是獨立的 Cornershop 業務是一項非常非常棒的業務，我們希望確保我們繼續發展該業務。

And then with Drizly, we're going to keep Drizly relatively stand-alone.

然後通過 Drizly，我們將保持 Drizly 相對獨立。

I think, listen, integration and innovation, I think, to some extent, cut against each other.

我認為，傾聽，整合和創新，我認為，在某種程度上，是相互對立的。

Drizly is in the very, very, very early stages of development.

Drizly 處於非常、非常、非常早期的開發階段。

There's a ton of growth ahead of Drizly coming out.

在 Drizly 出來之前有大量的增長。

And as a result, that team is going to be operating largely stand-alone, but will benefit from front-end, cross-promotion from our -- definitely our Eats business.

因此，該團隊將在很大程度上獨立運營，但將受益於我們的前端交叉推廣——絕對是我們的 Eats 業務。

You see more of a presence in the Eats app as it relates to the liquor vertical.

您會在 Eats 應用程序中看到更多與酒類垂直相關的存在。

And the only thing I would add is that when we made the Postmates acquisition, we talked about synergies, and so we've actually realized the synergies that we mentioned at the time of the acquisition.

我唯一要補充的是，當我們收購 Postmates 時，我們談到了協同效應，所以我們實際上已經實現了我們在收購時提到的協同效應。

Yes.

是的。

Great job to the team on the integration side.

集成方面的團隊做得很好。

Your next question comes from the line of Edward Yruma with KeyBanc Capital.

您的下一個問題來自 KeyBanc Capital 的 Edward Yruma。

You indicated -- gave some context behind the headwinds due to the PCAPs and the U.K. worker rules.

您指出 - 由於 PCAP 和英國工人規則，提供了一些不利因素背後的背景。

I'm just trying to understand in the medium term, do you need to seek regulatory relief to improve those?

我只是想在中期了解一下，您是否需要尋求監管救濟來改善這些情況？

Or do you think that there are pricing mechanisms or other ways for you to alleviate some of the pressure from some of these gains?

或者您是否認為有定價機製或其他方式可以減輕部分收益帶來的壓力？

So I think on the regulatory front, listen, there's -- we're certainly not counting as it relates to our go-forward numbers in Q4 or next year on the regulatory environment changing.

所以我認為在監管方面，聽著，我們當然沒有計算，因為它與我們在第四季度或明年監管環境變化的前進數字有關。

It's -- we're kind of predicting the environment that we operate in.

這是 - 我們有點預測我們經營的環境。

We think that from a regulatory standpoint, fee caps are poor regulation.

我們認為，從監管的角度來看，費用上限是監管不力。

And essentially, they force us to increase costs to eaters, and they don't make sense from a regulatory standpoint.

從本質上講，它們迫使我們增加食客的成本，從監管的角度來看，它們沒有意義。

They're, we think, illegal, and we will challenge them appropriately.

我們認為，它們是非法的，我們將適當地挑戰它們。

But I do think that as far as our plans go, we're not counting on regulatory relief there.

但我確實認為，就我們的計劃而言，我們並不指望那裡的監管放鬆。

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

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

So the first one, I think you noted that EMEA and LatAm have almost fully recovered on Mobility business in October.

所以第一個，我想你注意到 EMEA 和 LatAm 在 10 月份的移動業務幾乎完全恢復。

Can you give some color on the marketplace dynamics in these regions between pricing and volumes?

您能否就定價和銷量之間的這些地區的市場動態提供一些顏色？

Also, I mean, clearly, not all the use cases in these regions have probably fully recovered, but wondering where you see that incremental usage in these regions?

另外，我的意思是，很明顯，並非這些地區的所有用例都可能完全恢復，但想知道您在哪裡看到這些地區的增量使用？

And then second question, can you give some additional color on what we should expect on EBITDA trends between the 2 businesses separately right the need for 4Q?

然後是第二個問題，您能否就我們對這兩家企業之間的 EBITDA 趨勢的預期提供一些額外的顏色，以應對第四季度的需求？

I know there is some seasonality in 4Q right take rates.

我知道第 4 季度的正確率存在一定的季節性。

But how should we think about EBITDA?

但是我們應該如何看待 EBITDA？

So I'll handle the second question first, and Dara will do the other one.

所以我會先處理第二個問題，然後 Dara 會做另一個。

So in terms of the EBITDA, as you know, the Mobility business continued and had a really great quarter from a bottom line perspective.

因此，就 EBITDA 而言，如您所知，移動業務繼續發展，從底線的角度來看，該季度的表現非常出色。

And I think you heard in my prepared remarks that in places like the U.S. and Canada, where we achieved 6% of EBITDA as a percent of gross bookings and the fact that 4 of our top 10 marketplaces are actually above 10%.

我想你在我準備好的評論中聽到了，在美國和加拿大等地，我們的 EBITDA 佔總預訂量的百分比為 6%，而且我們的前 10 個市場中有 4 個實際上超過 10%。

And so I think what you'll see is you'll see to continue -- that business continuing to improve.

所以我認為你會看到你會看到繼續 - 業務繼續改善。

As I said in my remarks around delivery, we went from a significant loss in Q2 to almost close to breakeven in Q3.

正如我在關於交付的評論中所說，我們從第二季度的大幅虧損到第三季度幾乎接近盈虧平衡。

And I did point out the fact that our base Uber Eats restaurant delivery business was actually profitable in Q3, and we've reinvested that profitability into our new verticals, which will continue.

我確實指出了這樣一個事實，即我們的基礎 Uber Eats 餐廳外賣業務在第三季度實際上是盈利的，我們已經將這種盈利能力再投資到我們的新垂直領域，這將繼續下去。

So I think you should expect that in Q4, that would be the case.

因此，我認為您應該期望在第四季度會出現這種情況。

And so that's what I would tell you.

這就是我要告訴你的。

And again, we try to put out the bottom line guidance to help.

再一次，我們試圖提供幫助的底線指導。

As you know, we had a terrific October, and you heard the numbers around Halloween and what's going on there.

如您所知，我們度過了一個非常棒的 10 月，您聽到了萬聖節前後的數字以及那裡發生的事情。

But as you also know that the pandemic has been hard to predict at times.

但正如你也知道，這種流行病有時很難預測。

And so you should assume that we're going to be a little bit prudent as we're thinking about that.

所以你應該假設我們在考慮這個問題時會有點謹慎。

So hopefully, that answers your question.

所以希望這能回答你的問題。

Yes.

是的。

And as far as the difference, let's say, between Europe and the LatAm markets and the U.S., if we think about Europe first, obviously, the reopening pace very much depends on vaccinations, whether markets are open or whether markets are not open.

至於歐洲與拉丁美洲市場和美國之間的差異，如果我們首先考慮歐洲，顯然，重新開放的速度很大程度上取決於疫苗接種，市場是否開放或市場是否開放。

I'd say generally, Europe has opened up faster than the U.S. Another factor in Europe that's a bit different than the U.S. is that the driver supply is more inelastic in that a higher percentage of drivers in Europe tend to drive more than 30 hours, say, or more than 40 hours.

我一般來說，歐洲的開放速度比美國快。歐洲另一個與美國有點不同的因素是，司機供應更缺乏彈性，因為歐洲更高比例的司機往往開車超過 30 小時，說，或超過40小時。

So during the pandemic, supply didn't go down as much, so that when demand came back, you already had, let's say, excess supply in the market to take up the slack.

所以在大流行期間，供應並沒有下降那麼多，所以當需求恢復時，你已經有了，比方說，市場供應過剩來填補空缺。

What we're seeing now in a lot of the European markets is that demand is like higher than pre-pandemic.

我們現在在許多歐洲市場看到的是需求高於大流行前。

And so we think that the ability for us to grow supply beyond pre-pandemic in Europe is going to take a little bit more time because the markets tend to be a bit more regulated and the shift just doesn't happen quite as quickly.

因此，我們認為，我們在歐洲擴大供應量超出大流行前的能力將需要更多時間，因為市場往往受到更多監管，而且這種轉變不會很快發生。

And part of Q4 is leaning a little bit into those markets based on the results that we've seen in the U.S. and, frankly, kind of the learnings in the U.S., which have been really, really significant and really great work by the teams.

根據我們在美國看到的結果，以及坦率地說，在美國學到的一些經驗，第四季度的部分時間正在向這些市場傾斜一點，這對團隊來說是非常非常重要和非常出色的工作.

Other factors that I'll point to in Europe that's different from the U.S. as far as the use cases go, not that different, but airports haven't come back quite as fast in Europe as the U.S. airport trips.

我將指出的其他因素在歐洲與美國不同，就用例而言，差別不大，但歐洲機場的恢復速度不如美國機場旅行那麼快。

We don't see any reason why that won't normalize, but it's just a factor in there.

我們看不出有什麼理由不能正常化，但這只是其中的一個因素。

I think if you look at the LatAm markets, super strong markets.

我想如果你看看拉丁美洲市場，超級強勁的市場。

Generally, the LatAm markets, the -- we haven't seen, let's say, the kind of closedowns that you've seen in some of the Western markets.

一般來說，拉美市場——我們沒有看到，比如說，你在一些西方市場看到的那種關閉。

So those markets have been -- the lows haven't been as low, the highs haven't been as high, et cetera.

所以這些市場一直是——低點沒有那麼低，高點沒有那麼高，等等。

They've been a bit more fluid.

他們變得更流暢了。

Generally, I'd say Mexico, the reopening is a bit slower than we see in the rest of the world, and we're hoping that the reopening kind of happens in a safe and healthy way.

一般來說，我會說墨西哥，重新開放比我們在世界其他地方看到的要慢一些，我們希望重新開放能夠以安全和健康的方式進行。

Airport trips in LatAm have been coming back at decent rates.

拉美的機場旅行以可觀的價格返回。

And we are seeing now demand in the LatAm markets be very, very strong.

我們現在看到拉丁美洲市場的需求非常非常強勁。

And again, we will look to grow kind of supply, driver activations, et cetera, in a constructive way.

同樣，我們將尋求以建設性的方式增加供應、驅動程序激活等。

Your final question comes from John Blackledge from Cowen.

您的最後一個問題來自 Cowen 的 John Blackledge。

Two questions.

兩個問題。

First, just given the improvements in driver supply in the quarter, when do you think Uber will be at kind of appropriate driver supply to meet the rising mobility demand?

首先，鑑於本季度司機供應的改善，您認為優步何時能夠提供合適的司機供應來滿足不斷增長的出行需求？

And with the driver utilization gains that you kind of discussed earlier, Dara, as things return to normal, would you expect to hold on to those driver -- those high driver utilization levels?

隨著您之前討論過的驅動程序利用率的提高，Dara，隨著事情恢復正常，您是否希望保留那些驅動程序 - 那些高驅動程序利用率水平？

And then just a quick one.

然後只是一個快速的。

The new delivery verticals as a percent of delivery GBs in 3Q and how should that mix trend over time?

新的交付垂直領域佔第三季度交付 GB 的百分比，隨著時間的推移，這種混合趨勢應該如何？

Yes, sure.

是的，當然。

I think, listen, on the driver supply side, I don't think we're ever going to have enough drivers.

我想，聽著，在司機供應方面，我認為我們永遠不會有足夠的司機。

I think we're going to want to keep growing our driver supply base.

我認為我們將希望繼續擴大我們的司機供應基礎。

I remember in Q4 my saying that our growing our driver supply base and building our relationship with drivers who use the platform and making this a truly, truly great platform to earn on, flexibly earn on is it's a strategic imperative for the company.

我記得在第四季度我說過，我們擴大我們的司機供應基礎並與使用該平台的司機建立關係，並使其成為一個真正、真正偉大的賺錢平台，靈活地賺錢是公司的戰略要務。

And as we grow the use cases, the Mobility use cases with the new product that I talked about with the pool product and the high-capacity vehicle products, then the enterprise high-capacity vehicle products and 2-wheelers and 3-wheelers, we just think we're going to attract a broader segment of earners onto the platform, along with Delivery.

隨著我們用例的增長，我談到的新產品的移動用例、池產品和大容量車輛產品，然後是企業大容量車輛產品和兩輪車和三輪車，我們只是認為我們將與交付一起吸引更廣泛的收入群體進入平台。

And we are now learning more and through experimentation and data, understanding what the situations are where we can incur drivers to deliver food and what are the occasions where we can have couriers move people around as well.

我們現在正在通過實驗和數據了解更多信息，了解在哪些情況下我們可以讓司機送餐，以及在哪些情況下我們可以讓快遞員運送人們。

So I think we're going to see more earners on our platform for years and years to come.

因此，我認為在未來的歲月裡，我們將在我們的平台上看到更多的收入者。

And we are finally getting the right muscle in terms of promoting cross-platform usage, which is going to lead to higher utilization on our platform in terms of time of day and in terms of driver utilization.

我們終於在促進跨平台使用方面獲得了適當的力量，這將導致我們平台在一天中的時間和驅動程序利用率方面的利用率更高。

Structurally, it will be an advantage over the other players.

從結構上講，這將比其他玩家更具優勢。

So we want to be that platform that is kind of the one-stop shop for earners that they keep coming back to for a long period of time.

因此，我們希望成為那種為收入者提供一站式服務的平台，他們會在很長一段時間內不斷回歸。

As far as new verticals as a percentage of delivery bookings, it's in the 6% to 7% range at this point.

至於新的垂直行業佔交付預訂的百分比，目前在 6% 到 7% 的範圍內。

And obviously, we want to break into double digits next year and the years beyond.

顯然，我們希望在明年和以後的幾年裡突破兩位數。

We are very, very early in the growth curve.

我們處於增長曲線的非常非常早期。

We are in investment mode.

我們處於投資模式。

But I'd say we're in prudent investment mode.

但我想說我們處於審慎的投資模式。

And again, we have the advantage of having audience and it's about cross-promoting to our audience.

再一次，我們有觀眾的優勢，這是關於向我們的觀眾進行交叉推廣。

We got it right from ride to Eats.

我們從騎車到吃東西都是正確的。

We're getting it right from Eats to rides, and we're going to get it right in terms of Eats to new verticals.

我們正在從 Eats 到遊樂設施，我們將在 Eats 到新的垂直領域做到正確。

I think that is it.

我想就是這樣。

Thank you, everyone, for joining us on the call.

謝謝大家加入我們的電話會議。

A huge thank you to Team Uber in getting to EBITDA profitability.

非常感謝優步團隊實現 EBITDA 盈利。

And I'm addressing the team.

我正在向團隊發表講話。

You've heard it from me many, many times, this is just 1 step in the growth and development of our company, but a big thank you to the team.

你已經聽過我很多很多次了，這只是我們公司成長和發展的第一步，但非常感謝團隊。

Ladies and gentlemen, this concludes today's conference call.

女士們，先生們，今天的電話會議到此結束。

You may now disconnect.

您現在可以斷開連接。