外賣公司DoorDash周四宣布通過Coatue Management、DST Global和其它幾家現(xiàn)有投資者獲得2.5億美元融資。本次融資后，這家舊金山公司的估值達(dá)到40億美元。

不久前，DoorDash才進行了D輪融資，獲得了軟銀、紅杉、新加坡GIC5.35億美元的巨額投資，這么快又再次融資，讓人不免覺得奇怪。

公司CEO托尼·許（Tony Xu）今天下午在電話中告訴我，本次融資原來不在計劃中。

“我們D輪融到的錢確實大部分還在銀行”，他承認(rèn)?！斑@次屬于抓住機會。有多家公司主動詢價。我們沒有主動?！?

而且生意確實很好。DoorDash稱6月的外賣量同比增長了250%，比今年1月年度150%的增長還要高?！半m然我們現(xiàn)在業(yè)務(wù)體量比以前大多了，發(fā)展速度卻在加快”，Xu說。

為什么這么有吸引力？Xu認(rèn)為DoorDash的發(fā)展得益于它的合作餐廳。Xu說，公司提供外送的餐廳包括多家大型連鎖餐廳，如小Chipotle、芝士工廠（Cheesecake Factory）、國際餅干屋（IHOP）、紅龍蝦（Red Lobster）等，比競爭對手Postmates（據(jù)說正在評估和競爭對手合并的可行性）、Caviar和Munchery等的覆蓋范圍要廣。公司的DoorDash訂閱項目也有力促進了公司發(fā)展，但Xu未進一步透露更多細(xì)節(jié)。而旨在服務(wù)零售商而非顧客的DoorDash駕駛項目也在“加速”發(fā)展，部分原因是公司和沃爾瑪?shù)暮献魍卣沟搅?0個州的300家門店。

Xu說，換句話說，公司擁有合理健全的商業(yè)模型是主要原因?！爸挥凶C明了某種模式可行后，我們才會融資”，他說?！肮镜亩囗椑锍瘫匠删吞崆皩崿F(xiàn)，而且規(guī)模超過以前。我們希望這種情況可以持續(xù)?！惫救氯谫Y的時候，宣布要將業(yè)務(wù)從當(dāng)時的600個城市拓展到1600家城市；現(xiàn)在已經(jīng)實現(xiàn)了1000個。

“我們的邊際貢獻是正值時，才去尋求D輪融資”，Xu告訴我?！爱?dāng)時我們連續(xù)六個季度邊際貢獻都是正數(shù)。”

他還說：“只要我們想，或者需要，隨時都可以盈利?！?

Xu上個月去阿斯彭參加了財富頭腦風(fēng)暴科技論壇，他坐在臺上時，我問他，現(xiàn)在公司保險箱里有這么多錢，有沒有考慮過跳出食品行業(yè)，進軍業(yè)務(wù)范圍更廣的物流業(yè)，和優(yōu)步、亞馬遜、Grubhub外賣網(wǎng)競爭。而現(xiàn)在DoorDash又籌了一筆錢，我又問了他這個問題：“如果遇上了好機會，我們愿意這么做”，他回答道?！暗F(xiàn)在游戲才剛開局?！?

那他怎么知道什么時候公司該采取行動呢？當(dāng)公司“有合適的人能成為這些新領(lǐng)域的創(chuàng)業(yè)者”時，Xu說。這家創(chuàng)業(yè)公司本年度新招聘250人，包括首席財務(wù)總監(jiān)和首席人力總監(jiān)，總員工數(shù)超過700。

Xu似乎在暗示擴展業(yè)務(wù)范圍已經(jīng)不再遙遙無期了。“Coatue和DST擁有出色的投資記錄：臉書、愛彼迎、美團”，他這樣評價公司的新投資者?！八麄兪亲钕劝l(fā)現(xiàn)我們在規(guī)模增大的同時實現(xiàn)加速發(fā)展的外部投資者?！?

他還說；“我們的投資者都有國際視野，投資范圍涵蓋世界各國的外送行業(yè)?！保ㄘ敻恢形木W(wǎng)）

譯者：Agatha

DoorDash, the food delivery company, announced on Thursday that it has raised $250 million from Coatue Management, DST Global, and several existing investors. The funding values the San Francisco company at $4 billion.

It wasn’t so long ago that DoorDash raised a tidy sum—$535 million from SoftBank, Sequoia Capital, and Singapore’s GIC—in a Series D financing round, so it’s rather surprising that the company is back at it.

That wasn’t part of the plan, CEO Tony Xu told me in a call this afternoon.

“We do have the majority of our Series D money in the bank,” he acknowledged. “This was an opportunistic financing. We’ve had multiple inbound [inquiries]. We were not looking.”

Besides, business is good. The company says its delivery volume is up 250% in June compared to the same time last year, an increase over the 150% year-over-year growth it observed in January. “We’re accelerating our growth, even through we’re a much bigger business now,” Xu said.

Why so much traction? Xu believes DoorDash benefits from the portfolio of restaurants it supports. With Chipotle, Cheesecake Factory, IHOP, and Red Lobster, the executive said, it’s a broader array of major chains than competitors Postmates (which reportedly evaluated a merger with its rival), Caviar, and Munchery. The company’s DashPass subscription program has served DoorDash well, though Xu didn’t share specifics. And its DoorDash Drive program, which caters to the needs of retailers rather than consumers, is “accelerating,” in part due to a partnership with Walmart that’s expanded to 300 stores in 20 states.

In other words, Xu said, it’s because the business model is sound. “We never raised money until we had a proven model,” he said. “We’re seeing success in our milestones earlier and at greater magnitude than ever before. We want that to continue.” When the company raised money in March, it announced a plan to grow from 600 to 1,600 cities; it’s now serving 1,000.

“We didn’t go out for Series D until we were contribution margin-positive,” Xu told me. “We’ve been for six straight quarters.”

He added: “We can turn on profitability whenever we want or need to.”

When Xu appeared onstage at?Fortune’s?Brainstorm Tech conference in Aspen last month, I asked him if he—given all the coin in his company’s coffers—had designs on expanding beyond food to become a broader logistics company that competes with Uber, Amazon, and GrubHub. In light of the new money raised, I asked him again. “If we have an opportunity to do that, we’d love to,” he replied. “It’s still early innings.”

And how might he know when DoorDash is ready to take that step? When the company has “the right people who can be entrepreneurs in these new business lines,” Xu said. The startup added 250 people this year, including chief financial and people officers, bringing its total headcount to more than 700.

Xu seemed to hint that a broader mandate wasn’t far down the road. “Coatue and DST have a great track record: Facebook, Airbnb, Meituan,” he said of his new investors. “They were the first external investors who noticed we were growing faster as we got bigger.”

“And,” he added, “these are investors who have a global perspective and have invested in deliveries across the world.”