Grab接近與優(yōu)步簽署合作協(xié)議

Grab, the southeast Asian ride sharing app, is close to signing a deal with Uber Technologies that would see the two combine forces in the region, with Uber conceding the market in return for a mid-20 per cent share in Grab as consolidation in the sector intensifies, two people familiar with the matter say.

兩名知情人士稱，東南亞共享出行應(yīng)用Grab接近于與優(yōu)步(Uber Technologies)簽署一份協(xié)議。在該行業(yè)整合加劇之際，這兩家公司將依據(jù)該協(xié)議在該地區(qū)聯(lián)合起來，優(yōu)步以讓出市場為代價，換得Grab 25%左右的股權(quán)。

The transaction, which has been in the works for many months, is likely to make Grab the most valuable internet firm in South East Asia with a definitive agreement expected on March 18 or 19.

這筆交易已運(yùn)作了好幾個月，它很可能會使Grab成為東南亞估值最高的互聯(lián)網(wǎng)公司。預(yù)計(jì)最終協(xié)議將在3月18日或19日簽署。

The transaction is similar to that Uber struck in China in 2016, taking a stake in Didi Chuxing rather than continue to engage in a brutal struggle for market share.

這筆交易類似于優(yōu)步2016年在中國達(dá)成的交易：入股滴滴出行(Didi Chuxing)，而不是為爭奪市場份額與之展開肉搏戰(zhàn)。

The deal underscores the way Masayoshi Son’s SoftBank is becoming the dominant player worldwide in the space. Mr Son put $5.5 bn into Didi Chuxing and is one of the largest shareholders in what is now the dominant ride sharing app in China.

該交易凸顯了孫正義(Masayoshi Son)的軟銀(SoftBank)正如何成為世界范圍內(nèi)該領(lǐng)域的主導(dǎo)玩家的。以55億美元入股滴滴的孫正義，是如今在中國市場上占主導(dǎo)地位的這款共享出行應(yīng)用的最大股東之一。

Then, last summer Softbank and Didi put a combined $2 bn in Grab, giving it a valuation of $6bn.

而后在去年夏天，軟銀和滴滴又合計(jì)對Grab投資了20億美元，那筆交易對Grab的估值為60億美元。

Subsequently, Softbank became the largest shareholder in Uber. Mr Son was given an attractive price on the stake in Uber in part because he has major stakes in Uber’s Asian rivals, which include Indian ride sharing app Ola as well as Grab, people familiar with those negotiations say.

接著，軟銀成為優(yōu)步的最大股東。了解入股談判的人士稱，孫正義能以有吸引力的價格入股優(yōu)步，部分原因是，他是優(yōu)步的亞洲競爭對手——包括印度共享出行應(yīng)用Ola以及Grab——的大股東。

Grab’s co- founder and chief executive, Anthony Tan declined to comment.

Grab聯(lián)合創(chuàng)始人、首席執(zhí)行官陳炳耀(Anthony Tan)拒絕置評。

The proposed transaction also illustrates how complicated alliances can become in Asia as the two dominant Chinese players and Softbank take their partnerships and rivalry across the region.

這筆擬議中的交易還表明，隨著兩個占主導(dǎo)地位的中國玩家和軟銀在亞洲各地展開合作與競爭，該地區(qū)的聯(lián)盟關(guān)系可以變得多么復(fù)雜。

Thus Grab’s biggest competitor in Indonesia is Go-Jek, which is backed by Tencent (as well as Sequoia Capital and international private equity firms KKR and Warburg Pincus.) Tencent’s greatest competitor both at home and abroad is Alibaba and while Alibaba is not an investor in Grab, it is so close to Softbank that the two are regarded as partners.

Grab在印尼的最大競爭對手是Go-Jek，后者得到騰訊(Tencent)——以及紅杉資本(Sequoia Capital)和國際私人股本公司KKR、華平投資(Warburg Pincus)——的支持。騰訊在國內(nèi)外的最大競爭對手都是阿里巴巴(Alibaba)，盡管阿里巴巴并未入股Grab，但它與軟銀的關(guān)系是如此密切，以至于兩者被視為合作伙伴。

The competition is a good thing for the rest of Asia. As the deep pockets of Ali, Softbank and Tencent expand across southeast Asia and India, they are becoming a positive catalyst for change, backing local players that may lack capital, creating jobs and improving the lives of both their staff and consumers generally.

這種競爭對亞洲其他地區(qū)而言是一件好事。隨著資金雄厚的阿里巴巴、軟銀和騰訊在東南亞和印度擴(kuò)張，它們正成為一種積極的、促進(jìn)變革的催化劑，資助當(dāng)?shù)乜赡苋鄙儋Y本的玩家，創(chuàng)造就業(yè)機(jī)會，并改善它們的員工和全體消費(fèi)者的生活。

Previously Southeast Asia has lacked the engineers and computer scientists that have powered the rise of tech in China. For example, Grab is based in Singapore because engineers from China are willing to move there according to Mr Tan.

東南亞以往缺少推動中國科技崛起的工程師和計(jì)算機(jī)科學(xué)家。舉例來說，陳炳耀稱，Grab把總部設(shè)在新加坡，就是因?yàn)閬碜灾袊墓こ處熢敢獍岬侥抢铩?/p>

Unlike most Chinese entrepreneurs, though Mr Tan did not start from humble origins. He is the third generation of the Tan Chong Motor family that controls the Nissan franchise in several countries in the region while his grandfather kickstarted the Japanese automobile industry in his native Malaysia. An, while he says he built his app before getting government licenses, the fact is that in Southeast Asia it is still hard for a first generation entrepreneur without connections to get the necessary permits.

不過，與多數(shù)中國創(chuàng)業(yè)家不同的是，陳炳耀并非出身卑微。他是陳唱汽車(Tan Chong Motor)家族的第三代，該家族控制著幾個東南亞國家的日產(chǎn)(Nissan)經(jīng)銷權(quán)。他的祖父在母國馬來西亞啟動了日產(chǎn)汽車業(yè)務(wù)。盡管他說他在取得政府牌照前就建好了他的應(yīng)用，但事實(shí)卻是，在東南亞，沒有關(guān)系的第一代創(chuàng)業(yè)家仍很難拿到必需的許可證。

Still, Mr Tan has built an impressive business. Today, Grab functions in six Asean countries. It also has research centers in Singapore, Beijing and Seattle.

盡管如此，陳炳耀已打造出了一家令人印象深刻的企業(yè)。如今，Grab在6個東盟國家開展運(yùn)營。它還在新加坡、北京和西雅圖設(shè)有研發(fā)中心。

The deal is likely to give rise to speculation about whether Mr Son will attempt to broker a similar arrangement between Ola and Uber in India.

這筆交易很可能會讓一些人猜測孫正義是否會嘗試撮合Ola和優(yōu)步在印度達(dá)成類似的安排。