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2017年10月24日 19:34:31 | 作者:凤凰微博 | 来源:新华社
The first thing you notice when hanging around technology startups is the cultural importance that Silicon Valley ascribes to snacking, with a company#39;s snack bar often standing as a rough proxy for the scope of its ambitions.光顾科技创业公司时,你注意到的第一件事就是硅谷赋予零食的文化重要性。一家公司的小吃吧通常可以粗略地体现出它的雄心壮志。Square, Jack Dorsey#39;s payments business, boasts a gleaming coffee bar with a barista who hosts classes on the best ways to brew. On one trip to Facebook, I was treated to an otherworldly bag of popcorn. And just about every company has a refrigerator or two stocked with Hint, a subtly flavored brand of bottled water that seems to flow as freely in San Francisco as the tears of the people who were evicted to make room for the incoming software engineers.杰克·多尔西(Jack Dorsey)创办的付业务公司Square拥有一间闪亮的咖啡吧,那里的咖啡师会宣讲调制咖啡的最佳手法。有一次去Facebook,迎接我的是一袋妙不可言的爆米花。而且几乎每家公司都有一两台装满Hint的冰箱。这是一种口感特殊的瓶装水,似乎在旧金山肆意流淌,就像为给将来的软件工程师腾出空间而被赶走的人们的眼泪一样。Even when a startup#39;s dreams are deferred, the snacks hang on, as I learned during a recent visit to the buses that were once owned by Leap Transit, a startup that once had aspirations of revolutionizing urban transportation.即使一家创业公司的梦想受挫,零食却会坚持下去,就像我最近去看Leap Transit曾经拥有的大巴车时了解的那样。这家创业公司一度怀揣彻底变革城市交通的梦想。Leap, which raised .5 million from some of the industry#39;s best-known investors, charged riders to get across San Francisco, nearly three times the price of a city bus. Its primary draw was luxury. Each bus had a wood-trimmed interior outfitted with black leather seats, individual USB ports and Wi-Fi. The buses also offered a steady stream of gourmet snacks, sold via app.Leap从一些赫赫有名的行业投资者那里融资250万美元,向穿越旧金山的乘客收取6美元车费。这几乎是市政公交车三倍的价格。它的主要吸引力是奢华。每辆车内部都有木质内饰,并配备黑色真皮座椅、专享的USB端口和Wi-Fi。这些车还提供大量的精美小食,通过应用程序出售。I#39;d come to the see the buses to find out what it looks like when a startup bites the dust. The luxury vehicles were up for auction; Leap filed for bankruptcy in July. The end for Leap apparently came so suddenly that its founders didn#39;t have time to remove much from the vehicles. Inside each bus sitting in an out-of-the-way parking lot near Oakland, California, was a state registration form pinned to the wall, a bundle of iPhone and HDMI cables, and a display case full of snacks. Among the choices were packages of That#39;s It — vegan, gluten-free, non-GMO fruit bars — and organic, paleo Simple Squares.我来看这些车,是想了解一家创业公司一败涂地会是什么样子。所有的豪华车都被拿出来拍卖;Leap在7月份申请破产。Leap的末日显然来得极为突然,它的创始人甚至没有时间从车上拆掉多少东西。这些车停放在加州奥克兰附近一座偏僻的停车场里,每辆车内部有钉在车上的州级注册表、一束iPhone和HDMI线,以及一个满是小吃的展示柜。其中有几包“That’s It”——素食、无麸质、非转基因的水果棒——和遵循远古饮食法的有机Simple Squares零食。Leap is one of at least several dozen tech companies that have failed this year. Their deaths are illuminating; dead startups show us which investors#39; theories are bogus, which technologies aren#39;t y for prime time, and which common ways founders overextend themselves. They also outline the frontiers of what the current market for tech products and services will bear.Leap是今年以来至少数十个失败的科技公司之一。他们的死亡颇具启发性;倒闭的创业公司告诉我们,投资者的哪些理论是泡沫的,哪种技术还没有准备就绪,以及创始人通常用哪种方法透自己。它们也勾勒出了高科技产品和务目前的市场能承受的边界。In particular, Leap#39;s death suggests one emerging cause of startup doom, a problem that also did in the anonymous social-network Secret: too-close an association with Silicon Valley#39;s tech-bro sensibilities.特别是,Leap的倒闭启示了创业公司遭受厄运的一种新兴理由,一个也出现在匿名社交网络Secret身上的问题:与硅谷的高科技兄弟氛围纠缠太深。Leap, in retrospect, was a bold idea that might have had legs. Muni, San Francisco#39;s public bus system, is overloaded and underfunded, and the success of ride-hailing apps like Uber suggests a public willingness to try new tech-enabled options. But in its design and marketing — in its full-frontal embrace of the easily pilloried paleo-snack-bar techie lifestyle — Leap exuded a kind of bourgeoisie exceptionalism that fed into the city#39;s fears of gentrification and won it few fans. As I stood inside the abandoned buses, it became obvious why the startup failed: Leap was created by and for tech bros. It was born inside the bubble, and it could never escape.现在回想起来,Leap是一个可能大获成功的大胆想法。旧金山的公交系统Muni的运载能力不足且缺乏资金,而优步(Uber)等叫车软件的成功表明公众愿意尝试新的高科技交通方式。但在设计和营销上,那种对容易被人嘲笑的返朴零食吧技术的生活方式的彻底接纳,让Leap流露出一种资产阶级卓异论,恰好触碰了旧金山担心生活成本上升的神经,没有为其赢得多少持者。当我站在废弃的车里时,Leap为什么会创业失败就变得很明显:Leap是由高科技兄弟帮创建的,目标群体也是这帮人。它诞生在泡泡里面,永远无法逃脱。Tech deaths often go unstudied. Silicon Valley stands out for the way it embraces failure, and it#39;s true that the “We Failed!” startup post-mortem note has become a staple on publishing sites like Medium. Still, there#39;s a natural disinclination among entrepreneurs and investors to discuss the deaths of their companies in much depth.科技企业的死亡往往未得到深究。硅谷以其拥抱失败的方式脱颖而出,而“我们失败了!”这类的创业事后总结也的确成为了Medium等网站中的主要内容。不过,创业者和投资者之间天然存在一种不愿深层次探讨自家企业之死的倾向。Kyle Kirchhoff, the co-founder and chief executive of Leap, was among several founders of dead companies who did not respond to my requests for interviews. Thanks to such reluctance, no one quite knows how many tech startups are dying, or why.Leap联合创始人兼首席执行官凯尔·基希霍夫(Kyle Kirchhoff),不是唯一一个没有回应我的采访请求的倒闭公司创始人。正是由于这种不情愿,没有人确切知道有多少科技初创企业正在消亡,或者其中的原因何在。“There#39;s a lot of fanfare when companies get funded or acquired, but people bury the dead pretty quietly,” said Anand Sanwal, the chief executive of CB Insights, a firm that keeps stats on the startup market. He added that the task is complicated by the fact that many failed startups don#39;t actually die — they limp along for years, underperforming.“企业在获得融资或收购要约时会大张旗鼓地宣传,但埋葬死者时却很安静,”阿南德·桑瓦尔(Anand Sanwal)说道。他是追踪创业市场数据的CB Insights公司的首席执行官。他还说,很多失败的创业公司并没有真正死去——它们表现不佳却苟延残喘多年——这一事实让任务变得更加复杂。Sanwal estimated that the number of startup failures increased in 2015, but he believed the uptick was most likely because many more companies were founded and funded a few years ago, as the tech market began heating up.桑瓦尔估计失败创业公司的数量在2015年有所增加,但他相信这种上扬很可能是因为许多企业是在几年前科技市场开始升温的时候成立并获得融资的。“There were companies that went in at the top of the funnel, so a lot more of them are meeting that fate,” he said.“有不少公司是在漏斗的顶部进入的,所以遭遇这种命运的也要多得多,”他说。By the time of its bankruptcy auction earlier this month, which attracted only a handful of bidders, Leap was all but forgotten. In its bankruptcy filing, Leap reported that it made nearly ,000 in the two months during which it offered service. That turned out to be less than two of its buses — which officials told me could no longer start — fetched at auction: One sold for ,100, and another for ,100. The buyers were anonymous.到了本月早些时候Leap进行破产拍卖时,只有极少数竞标人参加。它那时基本上已被人们遗忘了。在破产申请文件中,Leap报告说,在它提供务的两个月期间取得了近2.1万美元的收入。这竟然还不到它两台大巴车的拍卖会成交价格:一台1.11万美元,另一台1.21万美元。买主是匿名的。据说这两台车已经无法启动。Could Leap have fared better if it had a taken a less outwardly oppositional stance in its conduct and its branding? It seems likely that would have helped. The company had entered the thicket of San Francisco regulatory and civic debate without spending much time to win over fans in the community. Its onboard aesthetics and services lit up every gentrification warning sign, such that, from the start, Leap seemed designed only for those people — the tech people who give everyone else a bad name.如果Leap在其行为和品牌上采取了较不明显的对立立场,它是否能有更好的表现?这看似会有所帮助。破产前,公司已经卷入了旧金山的监管和公民辩论的纠缠中,却没有花太多的时间来在社区中赢得持者。其车辆内部的设计和务触动了所有高档化预警信号。它们从一开始就表明,Leap似乎只是为那些人设计的,那些给所有从业人员都带来了坏名声的科技业人士。Some companies can escape their image. Uber, a company whose endless run-ins with authorities have covered its brand in an ethical haze, is still experiencing growth because the product remains truly useful to riders and drivers. But the winners are the exceptions. Most companies can#39;t repeat unlikely success.一些公司可以逃避自己的形象问题。例如优步,它与有关当局无休止的争执与对抗已让其品牌蒙上一层道德阴霾,但却仍在不断发展,因为它的产品对乘客和司机确实有用。但赢家是例外。大多数公司无法重复这种不太可能的成功。Leap tried. Despite the snacks, it failed.Leap尝试了。尽管提供了零食,它还是失败了。 /201510/404160The most impressive physical feat you are likely to witness today didn#39;t happen on the field of play. It occured in an innovative medical facility, where a 26 year-old American paralyzed from the waist down became the first person with paraplegia to walk without relying on robotic limbs that are controlled manually:当今最令人印象深刻的物理学装具并没有发生在竞技领域,而是创新医疗设备领域。26岁的美国腰下截瘫病人成为了首名无人工机械腿控制下独立行走的截瘫患者。As the photo shows, the man, who lost the use of his legs following a spinal injury 5 years ago, just completed a 3.5 meter course with the help of technology and some ambitious physicians.就像展示的一样,这位在五年前揭髓损伤以后失去双腿的青年,在科技和雄心勃勃的物理学家的帮助下,刚刚走完了3.5米的路程。That technology, as one might expect for a breakthrough like this, is quite sophisticated. But roughly speaking, the process begins when an electrode cap on the man#39;s head is able to recognize the brain waves that tell the body what to do. A computer receives this information wirelessly and transmits the appropriate command (i.e. stand still or walk) to a microcontroller pack on the man#39;s waist. Stemming from this microcontroller are electrodes connected to the man#39;s knees, which stimulate the appropriate nerves to trigger the right muscle movement required for walking.作为一项取得重大突破的技术,这项技术十分复杂。但是粗略地说,这一过程始于头部一个可以辨别身体该做些什么的脑电波电极帽。一台电脑可以无限接受信息并且传达适当的向男子腰部的单机片包传达指令(比如继续站着或者走)。从这个微控制器中发出的电流和男子的膝盖相连,可以刺激步行所需要的肌肉运动的神经。Lest you think this breakthrough was simply the product of advanced technology, doctors leading the study at UC Irvine were sure to note the patient#39;s intensive training required throughout the process. Not only did the patient need to rebuild a significant amount of muscle that he#39;d lost over 5 years while in a wheelchair, but he needed to learn how to produce the right brain signals -- a function of the central nervous system that is so easy to take for granted.如果你认为这一突破仅仅是先进技术的产物,那在UC Irvine领导该项研究的医生却强调,整个过程需要病患高强度的训练。病患不仅需要重建他在五年轮椅生涯中丢失的大量肌肉,还需要学习怎么发射正确的脑部信号---这是中枢神经系统必须承担的一项功能。 /201509/401583

It seems that even Apple is frustrated with the iPhone#39;s abbreviated battery life.苹果公司自己似乎也对iPhone异常短的电池寿命感到挫败。The Cupertino company on Tuesday joined a cadre of accessory makers and released a new battery case for its smartphone. The 0 case, designed for the iPhone 6s, the smaller of the two current iPhone models, promises to boost the device#39;s talk time to 25 hours and its Internet time over the cell phone networks to 18 hours. Without the battery pack, Apple promises the phone will give 14 hours of talk time and 10 hours of Internet usage. But many owners find that they often get less than that.当地时间12月8日,一家位于库比蒂诺的公司效仿一众配件制造商,发布了针对苹果手机的新款电池盒。这个售价100美元的电池盒专为iPhone 6s设计,据称能将设备通话时间提升到25小时,将手机上网时间延长到18小时。而没有这个电池盒,苹果手机通话时间为14小时,网络使用时间为10小时。不过很多用户发现他们的电池使用时间远低于这个数值。The case#39;s design seems a bit out of step with Apple#39;s typical aesthetic. It only comes in two colors — white and black. And rather then mimicking the slick, thin design of the phone and other Apple products, it packs the battery in a bulge on the back.该电池盒的设计似乎与苹果典型的美学主义格格不入。它只有两种颜色——黑与白,也没有如iPhone及其它苹果产品那般光滑轻薄的外形,而只是将电池贴在背部,凸出一块。The case does offer some advantages over its competitors. An iPhone can recognize when it is attached to the case, and when it displays its remaining battery power, it will reflect the boost the case provides. To ensure that it doesn#39;t degrade a users#39; cell phone signal, the case includes a built-in antenna. And unlike many cases, it can be charged with the same Lightning cable that is used to power the iPhone itself.相比其它竞争者,这款电池盒的确有一些优势。当贴在这款电池盒上,iPhone即可识别它。当手机显示剩余电量时,它还会显示电池盒提供的额外电量。为了确保它不会减弱用户手机信号,电池盒包含一个内置天线。与很多电池盒不同,它能使用iPhone充电线。But other battery cases and battery backups provide far more power for the same or less money. While Apple#39;s battery case has a 1877 mAh battery, Mophie#39;s Juice Pack Reserve has one that#39;s nearly as big - 1840 mAh - but costs just . For 0, users can get Mophie#39;s Juice Pack Air, which has about 50 percent more battery power than Apple#39;s case. Oh, and Mophie and other manufacturers also offer battery cases for iPhone 6s Plus; Apple isn#39;t making one for it#39;s jumbo-sized phone.然而,其它品牌的电池盒、备用电池可以提供更多储备电量,有的价钱也更便宜。苹果电池盒容量为1877毫安,而提供几乎相同容量(1840毫安)的Mophie的Juice Pack Reserve只需要60美元,而用户花100美元可以购买到Mophie的Juice Pack Air,后者提供的电量比苹果电池盒多50%。此外,Mophie和其它制造商还为iPhone 6s Plus提供电池盒,而苹果目前尚未有此类产品。And that#39;s not to mention that some other phones offer much longer battery life without needing an extra case. Motorola#39;s Droid Maxx 2 has a built-in 3630 mAh battery - which is more than double the reported capacity of the iPhone 6s#39;s battery. Maybe Apple could think about making more room for a battery inside of its phones, instead of making them ever thinner.更不用提无需电池盒即可提供更长电池寿命的其他手机。托罗拉Droid Maxx 2拥有3630毫安的内置电池——这大约是iPhone 6s电池容量的两倍多。也许苹果可以考虑在手机内部为电池多留出一些空间,而不是一味的将手机做薄。 /201512/414761

Apple and Samsung are in advanced talks to join the rest of the telecoms industry to launch electronic Sim cards, in a move could fundamentally change how consumers sign up to mobile operators.苹果(Apple)、三星(Samsung)已就与电信业其他同行一道推出电子SIM卡进入深入谈判阶段。此举可能会从根本上改变消费者与移动运营商签约的方式。The GSMA, the industry association which represents mobile operators worldwide, is close to announcing an agreement to produce a standardised embedded Sim for consumer devices that would include the smartphone makers.代表全世界移动运营商的行业协会——全球移动通信系统协会(GSMA)已接近公布一项协议,协议涉及的是生产一种面向消费者设备的标准化嵌入式SIM卡,智能手机生产商将参与其中。The traditional Sim card locks in the user to a network but an embedded Sim would enable a smartphone, tablet or wearable user to avoid locking themselves into a plan with a single operator or sign up to switch instantly.传统SIM卡将用户绑定在某个网络上,而嵌入式SIM卡将让智能手机、平板电脑或可穿戴设备的用户能够不再绑定在某一运营商的合约上,或者能够迅速切换运营商。Networks expected to support the plans include ATamp;T, Deutsche Telekom, Etisalat, Hutchison Whampoa, Orange, Telefónica and Vodafone.预计将持电子SIM卡计划的网络包括ATamp;T、德国电信(Deutsche Telekom)、Etisalat、和记黄埔(Hutchison Whampoa)、Orange、西班牙电信(Telefónica)和沃达丰(Vodafone)。Anne Bouverot, chief executive of the GSMA, said all parties were heading towards an agreement for the “common architecture”.GSMA总干事安妮布弗罗(Anne Bouverot)表示,各方正努力就“共同架构”达成协议。However, with any deal still contingent on finalising the technical specifications it will be at least a year before any devices supporting the electronic Sim reach the market.然而,考虑到达成协议还要取决于敲定技术规格,起码要等到一年之后才会有持电子SIM卡的设备上市。The GSMA said: “With the majority of operators on board, the plan is to finalise the technical architecture that will be used in the development of an end-to-end remote SIM solution for consumer devices, with delivery anticipated by 2016.”GSMA表示:“随着大多数运营商加入进来,现在的计划是敲定将用于消费者设备端对端远程SIM解决方案开发的技术架构,预计将在2016年交付。”Last year, Apple revealed its own Sim card for its latest iPads. However, it was supported by only a handful of operators such as T-Mobile and ATamp;T in the US, and just EE in the UK. Those familiar with its UK rollout said that it had not been widely adopted.去年,苹果披露了用于其最新iPad的自家SIM卡。然而,该卡只得到少数几家运营商的持,比如美国的T-Mobile和ATamp;T,以及英国的EE(仅此一家)。那些了解苹果SIM卡在英国推出情况的人士表示,该卡没有得到广泛采用。The electronic Sim is not expected to replace the Apple Sim, a piece of plastic that fits into a device and could be included in the next generation of iPhones.电子SIM卡预计不会取代苹果SIM卡。苹果SIM卡是一块能设备里的塑料片,可能会在下一代iPhone上使用。The GSMA said it was “continuing to work with Apple to secure their support for the initiative. While we are optimistic, a formal agreement with them is still in progress.”GSMA表示,它正“继续与苹果合作,以确保他们持这项倡议。尽管我们感到乐观,但与他们的正式协议仍在商谈当中。”Apple declined to comment.苹果拒绝置评。“We have got everyone back on one point, with Apple and Samsung agreeing to be part of that specification,” said Ms Bouverot. “We have been working with them and others to create an industry solution for machines and will agree a solution for consumer electronics.”“我们已把所有人都拉回到一点上,苹果和三星同意参与制定技术规格。”布弗罗表示,“我们一直在与他们以及其他人合作,以求创建一个针对机器的行业解决方案,我们还将就一项针对消费电子产品的解决方案达成一致。” /201507/386338

Can a US consumer internet company ever make it big in China? That question, which has long dogged Silicon Valley, is starting to take on the urgency of a strategic imperative.美国的消费互联网公司能否在中国做大?这个长期困扰硅谷的问题正开始变成一项紧迫的战略任务。It isn’t just that China is a juicy target in its own right. There is a risk to ceding ground to emerging Chinese rivals in their booming home market at a time when those companies are taking their first, tentative steps towards going global. US companies, themselves accustomed to using dominance of a massive domestic market as a launch pad to take on the world, should understand what’s at stake.中国市场本身并非一个诱人的目标。风险在于,美国公司的市场份额可能被中国蓬勃发展的国内市场上的新兴本土竞争对手夺走,后者刚开始迈出走向全球的尝试性步伐。美国公司本身习惯于利用巨大国内市场的主导地位作为走向世界的跳板,他们应理解其中的利害。Uber and Airbnb, the yin and yang of the sharing economy, are the latest to try their luck. The ride-hailing app that likes to batter down doors is in a pitched battle with a Chinese local competitor backed by two of those aspiring global players, Tencent and Alibaba. Airbnb, which prefers a less confrontational approach, this week lined upsome influential allies as it seeks its own way in.打车应用优步(Uber)和空中食宿(Airbnb)是共享经济的“阴阳”两面,它们是最新两家想碰碰运气的公司。喜欢直接破门而入的Uber正与中国一家本土竞争对手较劲,后者得到中国两家志向远大的全球竞争者腾讯(Tencent)和阿里巴巴(Alibaba)的持。而喜欢采用对抗性不那么强的策略的Airbnb最近拉到一些颇具影响力的盟友,希望用自己的方式进军中国。“Localisation” figures prominently in both companies’ game plans. Having the right management and local backers and supporters certainly helps. Knowing when to adapt a successful global formula will also be key. The failure in China of eBay, which was outflanked by Alibaba’s free listings for buyers and its introduction of a payment service to reduce fraud risks, is still a case study in how an adaptable local rival can come out on top.这两家公司的通盘计划都把“本地化”放在突出位置。具备合适的管理层和本地后台及持者,肯定会有所帮助。知道何时修改全球成功方程式也很关键。eBay在中国的失利,仍是说明适应性强的本地竞争对手能够胜出的典型案例。阿里巴巴让买家免费展示商品,并引入付务以降低欺诈风险,这些都比eBay高明一些。Uber and Airbnb at least have one advantage over companies like Google and Yahoo, which failed before them: they aren’t directly involved in the online media and communications businesses, making them less obviously targets of an authoritarian state.Uber和Airbnb至少具备一个相对于谷歌(Google)和雅虎(Yahoo)等公司的优势,后两者已在中国折戟:Uber和Airbnb不直接涉足在线媒体和通信业务,这让它们不那么容易成为威权政府瞄准的目标。But any successful internet business is to some extent a challenge to the status quo. China’s latest gesture towards online control — to station police officers physically inside internet companies — is an indication of the outsized influence that the successful internet companies can have, whatever corner of the market they are in.然而,任何成功的互联网公司在一定程度上都是对现状的挑战。中国控制网络的最新姿态(警察进驻互联网公司办公地点)表明,成功的互联网公司可能会具备过大的影响力,无论它们处于哪个市场缝隙。One reason is the amount and range of the data they hold. Amassing a giant database about the movements of a nation’s citizens is a key asset. And that is likely to be only a starting point, as the winning platforms reach into more areas of online (and, increasingly, offline) life.一个原因是它们持有的数据的规模和范围。有关一国公民活动的巨大数据库是一项关键资产。随着各个胜出的平台把触角伸入更多在线(以及越来越多的线下)生活领域,这可能还只是一个开始。Holding the data locally might give authorities greater confidence that they can tap into it when they need: Uber has data centres for its operations inside China. But there is still a question about whether a foreign company could ever be trusted to be as compliant as a local competitor.在本土保管这些数据,可能会让当局更有信心认为,他们能够在需要时利用这些数据:Uber在华业务设有境内数据中心。但仍有一个问题:能否相信一家外国公司像本土竞争对手那样依从?Another factor that weighs on foreign players is the way that competition tends to evolve in internet markets. Many turn into winner-takes-all affairs, with the companies that come out on top ending up as centres of power in their own right.另一个不利于外国公司的因素是互联网市场的竞争演变方式。很多竞争搞到最后成了“赢者通吃”,拔得头筹的公司变成实力中心。The immodest ambitions of a company like Uber highlight what is at stake. It aspires to become an essential part of the infrastructure of any big city, not only supplying personal transport but also handling logistics. Local governments in China may resist foreign control of something so essential, even if Uber promises to help solve some of the problems caused by swelling personal car ownership for China’s polluted and traffic-clogged cities.Uber这种怀有巨大雄心的公司突显了其中的风险。它渴望成为所有大城市不可或缺的基础设施的一部分,不仅提供个人交通,还要染指物流。中国地方政府可能反对外国公司控制如此关键的基础设施,即便Uber承诺帮助中国污染严重且交通拥堵的城市解决私人汽车保有量增加所带来的一些问题。A key question now will be how far the latest US aspirants are prepared to go to become truly “local” to overcome reservations like these. Uber’s funding arrangements for China are the most intriguing. It aly has Chinese investors and is now trying to close a funding round for a separate Chinese unit, bringing outside investors directly into the business.现在的一个关键问题在于,最新一批有志进军中国市场的美国公司,准备在多大程度上变得真正“本地化”,以消除中国方面的疑虑。Uber在中国的融资安排最耐人寻味。该公司已拥有中方投资者,现在正试图为另一家在华公司搞定一轮融资,让外部投资者直接投资Uber的这块在华业务。An Uber spokesperson says the company is also contemplating a local initial public offering, some time in the future, for its Chinese arm, though there are no plans for a one at the moment.Uber发言人表示,该公司还在考虑未来将其在华业务在中国国内上市,尽管目前还没有这方面的计划。Given its huge need for capital and the particularly cut-throat nature of the Chinese taxi app wars, local investors will be useful. A structure like this would also give Uber more flexibility to adapt later — for instance by bringing in local partners or even, if forced, to reduce its stake in the Chinese venture.鉴于巨大的资本需求以及中国打车应用大战尤为激烈,引入本土投资者将是有帮助的。这种结构还将赋予Uber更大灵活性,便于以后调整,例如引入本土合作伙伴,或者甚至(在被迫的情况下)减持在华业务的股权。But for any US internet company, staying in the driving seat will be a priority. Yahoo’s decision to fold its struggling Chinese business into Alibaba a decade ago turned into one of the most successful internet investments ever made. But now, as it gets y to spin out what’s left of that minority stake, Yahoo’s diminished role is all too obvious. That is a fate its successors will be working hard to avoid.但对于任何一家美国互联网公司而言,保持控制权将是优先任务。雅虎10年前决定将其步履维艰的中国业务并入阿里巴巴,而那个决定结果成为史上最成功的互联网投资之一。但如今,在雅虎准备脱手这部分少数股权的剩余股权之际,雅虎的地位下降表露无遗。这是后来者要努力避免的命运。 /201508/395288

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