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桑迪來(lái)襲,Uber陷入輿論風(fēng)暴

桑迪來(lái)襲,Uber陷入輿論風(fēng)暴

Hunter Walk 2012-11-06
今年7月,北京暴雨成災(zāi)期間,部分出租車(chē)趁機(jī)抬價(jià),大發(fā)災(zāi)難財(cái),招致痛批。如今,颶風(fēng)桑迪登陸美國(guó),租車(chē)服務(wù)公司Uber的司機(jī)們同樣因?yàn)闈q價(jià)挨了批。不過(guò),他們的要價(jià)是由Uber賴(lài)以生存的算法決定的。盡管如此,這種缺乏人文關(guān)懷的機(jī)械做法還是表明Uber缺乏應(yīng)對(duì)突發(fā)事件的經(jīng)驗(yàn)。

????就在我的老家紐約正從颶風(fēng)桑迪的余波中逐漸恢復(fù)過(guò)來(lái)時(shí),硅谷卻掀起了一場(chǎng)完全不同的輿論風(fēng)暴:大家紛紛發(fā)出質(zhì)疑,電子叫車(chē)應(yīng)用Uber在紐約的“峰時(shí)價(jià)格”(surge pricing)到底是漫天要價(jià),還是在試圖平衡供需。

????Uber是靠算法立家的公司,善于用數(shù)據(jù)和事實(shí)來(lái)回應(yīng)輿情。不過(guò),尤其是在災(zāi)害肆虐的非常時(shí)期,人們更想聽(tīng)到的是同情,而不是數(shù)據(jù)。我不覺(jué)得Uber會(huì)趁著颶風(fēng)剛過(guò)就準(zhǔn)備大發(fā)利市,但我確實(shí)認(rèn)為,在以后類(lèi)似的非常情況下,它應(yīng)該考慮采取幾個(gè)舉措。

????Uber的企業(yè)文化中有些方面讓我想起了早期的谷歌公司(Google)。Uber也十分推崇數(shù)據(jù)和算法。就像其首席執(zhí)行官特拉維斯?卡蘭尼克會(huì)強(qiáng)調(diào)的那樣,Uber的秘密武器就是能把響應(yīng)時(shí)間縮短到最小值的算法。能做到這一點(diǎn),靠的是“路徑規(guī)劃”(routing,即司機(jī)應(yīng)該趕到何處)和一個(gè)定價(jià)模型。需求大增的時(shí)段,比如節(jié)假日和周末的晚上,這個(gè)模型能讓價(jià)格“迎峰上漲”(surge)。

????Uber的說(shuō)法是,司機(jī)都是自由人。這點(diǎn)我覺(jué)得說(shuō)的在理。如果他們私下接客能賺得更多,他們當(dāng)然會(huì)為這些客人服務(wù),而不會(huì)成為Uber的用戶(hù)。但Uber顯著提高了他們?cè)诟叻迤诘氖杖?,因此激?lì)司機(jī)成為Uber圈子里的一員,甚至讓這些司機(jī)延長(zhǎng)已經(jīng)夠長(zhǎng)的工作時(shí)間,多拉幾位客人(可以把這看成是加班費(fèi))。這就是供需規(guī)律怎么作用的原理,跟一個(gè)人是否讀過(guò)《阿特拉斯聳聳肩》(Atlas Shrugged,蘭德最著名的小說(shuō),是“繼《圣經(jīng)》之后對(duì)當(dāng)代美國(guó)人影響最大的一本書(shū)”—譯注)無(wú)關(guān)。

????Uber不是一種非盈利的公共服務(wù)。它是一家為愿意埋單的客戶(hù)提供增值服務(wù)的公司。因此,它需要在其運(yùn)營(yíng)的城市遵循不斷變化的各種規(guī)章制度。迄今為止,它已經(jīng)在波士頓、華盛頓特區(qū)和芝加哥惹出過(guò)一些事端。這一點(diǎn)值得另文闡述,不過(guò)我的總體感覺(jué)是,有些管理工作是合理合法的,旨在保障乘客安全,維護(hù)公平的競(jìng)爭(zhēng)環(huán)境。另外一些則純屬一些交運(yùn)公司放出的煙幕彈,它們一直無(wú)需面對(duì)競(jìng)爭(zhēng),用差勁的服務(wù)也能混得不錯(cuò)。

????所以,作為一家私營(yíng)企業(yè),“峰時(shí)價(jià)格”主要是為了讓Uber的用戶(hù)在路上能攔到更多的車(chē)。而Uber自己則既能從中直接(因?yàn)樗麄兡軓能?chē)費(fèi)中分成)受益,又能間接獲益(提高其服務(wù)對(duì)司機(jī)和乘客的吸引力)。這是一個(gè)具有兩面性的價(jià)值主張,Uber需要好好管理:司機(jī)需要覺(jué)得付給他們的車(chē)費(fèi)夠多,而乘客則要求獲得的舒適度和速度物有所值。如果需求足夠大,Uber就能成功。否則它就算失敗了。我本人經(jīng)常使用Uber服務(wù),多數(shù)是用來(lái)在舊金山和紐約叫車(chē)從市區(qū)去機(jī)場(chǎng)。但還是先回過(guò)頭說(shuō)說(shuō)桑迪吧……

????颶風(fēng)剛過(guò),紐約的Uber就開(kāi)始執(zhí)行一套旨在增加供應(yīng)(司機(jī))以滿(mǎn)足需求(乘客)的措施??赡軐?duì)Uber來(lái)說(shuō),它就沒(méi)有一本“人類(lèi)災(zāi)情應(yīng)急措施”手冊(cè)。所以災(zāi)難當(dāng)頭之際,它還是照老一套辦。其中就包括了實(shí)行2倍的峰時(shí)價(jià)格。由于公眾對(duì)這種漫天要價(jià)的做法大為不滿(mǎn),公司只得一邊照舊付給司機(jī)2倍報(bào)酬,一邊只收乘客1倍的費(fèi)用,致使公司每天要多花10萬(wàn)美元的成本(實(shí)際上也就是補(bǔ)貼了市場(chǎng))。隨后它又恢復(fù)了峰時(shí)價(jià)格,不過(guò)表示不會(huì)拿自己那份分成——多收的錢(qián)也都?xì)w司機(jī)。

????While my hometown of New York City recovers from the aftermath of Hurricane Sandy, there's been a different verbal maelstrom here in Silicon Valley: The question of whether Uber NYC's "surge pricing" is gouging or simply an effort to balance supply and demand.

????Uber's an algorithm-driven company which responds to emotion with facts. However, especially in times of distress, people want to hear empathy, not data. I don't believe Uber set out to maximize profits in the wake of a hurricane, but I do think there are several steps they should consider in future extraordinary situations.

????There are aspects of Uber's culture which remind me of early Google (GOOG). Uber believes in data and algorithms. Its secret sauce, as CEO Travis Kalanick will note, are algorithms that attempt to minimize response time. It does this through routing (where should drivers be) and a pricing model that allows prices to "surge" during periods of intense demand such as holidays and weekend evenings.

????The company's argument, which I believe to be valid, is that its drivers are free agents. If they can get better rates with their private clients they will seek to service that market and not Uber patrons. Uber effectively increases their take-home pay during surge moments in order to encourage a driver to work within the Uber pool, or even extend their already long day to pick up a few more passengers (think of it as the price of overtime). This is how supply and demand works, regardless of whether you've ever read Atlas Shrugged.

????Uber is *not* a nonprofit public service. It is a company selling a premium service to customers who choose to pay. As such it will need to play within the evolving rules and regulations of the cities in which they operate. To date this has caused some issues in Boston, DC and Chicago. It's worthy of a separate post, but my general feeling is that some of the regulatory efforts are legitimate and aimed at passenger safety and a level playing field. Others are purely smokescreens from incumbent transport companies who have been able to get away with providing crappy services in the face of no competition.

????So being a private company, of course, surge pricing is generally about getting more cars on the road for Uber customers. And Uber benefits from this directly (since they take a cut of fare) and indirectly (strengthening the general appeal of their service for drivers and riders). It's a two-sided value proposition that Uber needs to manage: Drivers need to feel like they're getting paid enough and passengers want enough comfort and speed for their dollars. If there's enough demand, Uber succeeds. If not, Uber fails. Personally I use Uber occasionally and mostly for city-to-airport travel in SF and NYC. But back to Sandy....

????In the storm's wake, Uber NYC implemented a set of decisions meant to increase supply (drivers) to meet demand (passengers). Uber probably didn't have a "what to do in a human tragedy" playbook and instead ran its normal operating procedures. This included putting 2x surge pricing into effect. In response to public outcry over gauging, it continued to pay drivers the 2x but charge passengers 1x, costing the company $100k/day (effectively Uber was subsidizing the marketplace). Then it put the surge back in place, but said it wouldn't take their share of profits -- all money would go to the drivers.

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