美版美团DoorDash上市，华裔创始人专访
在新冠疫情的影响下，DoorDash过去一年出人意料地迎来了强劲增长。周三，DoorDash在华尔街完成了备受期待的首次公开募股。
据媒体报道，该送餐公司将IPO发行价从90至95美元区间提高到了102美元，共募资34亿美元。
周三中午，DoorDash的股票正式登陆纽约证券交易所（New York Stock Exchange），交易代码为DASH。
在开始交易之前，徐迅表示：“我感觉好极了。我非常感谢过去七年公司所有人的努力工作，我对未来充满了期待。”
今年还有几家科技公司上市，包括视频会议科技公司Zoom、云存储公司Snowflake和数据分析公司Palantir。民宿租赁服务Airbnb预计将在本周晚些时候上市。
DoorDash的IPO恰逢疫情期间，越来越多消费者和餐厅依赖送餐服务。在这种趋势的推动下，DoorDash今年前九个月的收入同比增长了两倍。
徐迅在周三接受了《财富》杂志采访。因篇幅和清晰度起见对访谈内容进行了编辑。
《财富》：在路演过程中，您了解到投资者的兴趣如何？
徐迅：我们发现我们实际发行和分配的股票，远不足以满足投资者的需求。这真正体现了我们的业务所具备的实力。我们在S-1文件中披露了一些基本面信息，尤其是同行业类似的经济信息让人们有机会了解整个行业的情况，这或许让他们大吃一惊。这与以前有关送餐行业的一些文章中的观点截然不同。
另一方面，这也表明投资者对于公司的未来感到兴奋。DoorDash的大部分受众是订餐用户，但现在它有机会扩展其他业务，而且我们已经在这样做，比如推出了便利店和食品杂货配送等服务。我们建立了规模最大的本地物流网络，服务的餐厅数量达到39万家，我认为投资者对公司的未来前景充满期待。
对于上市募得的资金，您有什么计划？
正如我在公司内部说过，你没有必要把每一次融资的资金一次性花光，而且这只是一轮融资而已。事实上，我们现在仅有的投资是“Main Street Strong”项目。
我们在一个半月前承诺在五年内投入2亿美元，用于商户和我们的外卖送餐员Dasher[为公司提供外卖送餐服务的承包商]。其中1,200万美元作为奖励，发放给完成超过5,000次配送的外卖送餐员，奖励金额500美元到20,000美元不等。我们将划拨1,000万美元，帮助商户度过今年冬天的难关，这是新冠疫情最有挑战性的一段时间。
一方面我们在增加新的用例，同时我们正在开发更多产品，例如店内自提和服务办公用户的DoorDash for Work等。我认为在疫情结束之后，企业会恢复正常办公。我们正在平台上开发更多产品，作为DoorDash Storefront[帮助餐厅创建在线商店的软件]和DoorDash Drive[公司的白标配送软件，公司向开展配送业务的其他公司提供软件许可]等现有服务的补充。我们正在寻找进军其他地区的机会。
在疫情期间进行IPO有什么感想？
这是一个反反复复的过程。我们在一年半以前就开始计划上市。显然，没有人会预想到会爆发疫情。
2月末/3月初疫情爆发时，我们搁置了IPO计划。我们迅速采取措施，帮助用户解决问题，配送了数以千万计的个人防护装备，将餐厅的佣金降低了50%，并进行社区投资，为成千上万的医护人员提供免费配送。
今年夏天，公司的状况略有好转后，我们又重新启动了IPO进程。
上市的过程如同一段喧嚣不断的旅程。
未来您的首要任务是什么？
我们有许多计划。我们必须专注于打造更好的产品体验。我们必须改善餐厅的筛选。我们必须提高配送质量。我们必须提供更经济实惠的服务。我们必须提高系统的效率。这是我们的主要任务。
我们较早抓住了送餐行业的机会。目前，只有10%的餐厅提供送餐服务。90%的餐厅依旧采用了电话订餐、路边自提、“得来速”式订单等方式。越来越多实体体验正在通过数字化变成电子商务体验，因此我们将帮助[餐厅]进行转型。这个过程有巨大的机遇。
我们正在拓展其他领域的配送服务，我们相信，用户的任何同城订单不需要等待几个小时或几天时间，我们可以在几分钟内送达。我们正在评估进军新市场的机会。（财富中文网）
翻译：刘进龙
审校：汪皓
在新冠疫情的影响下，DoorDash过去一年出人意料地迎来了强劲增长。周三，DoorDash在华尔街完成了备受期待的首次公开募股。
据媒体报道，该送餐公司将IPO发行价从90至95美元区间提高到了102美元，共募资34亿美元。
周三中午，DoorDash的股票正式登陆纽约证券交易所（New York Stock Exchange），交易代码为DASH。
在开始交易之前，徐迅表示：“我感觉好极了。我非常感谢过去七年公司所有人的努力工作，我对未来充满了期待。”
今年还有几家科技公司上市，包括视频会议科技公司Zoom、云存储公司Snowflake和数据分析公司Palantir。民宿租赁服务Airbnb预计将在本周晚些时候上市。
DoorDash的IPO恰逢疫情期间，越来越多消费者和餐厅依赖送餐服务。在这种趋势的推动下，DoorDash今年前九个月的收入同比增长了两倍。
徐迅在周三接受了《财富》杂志采访。因篇幅和清晰度起见对访谈内容进行了编辑。
《财富》：在路演过程中，您了解到投资者的兴趣如何？
徐迅：我们发现我们实际发行和分配的股票，远不足以满足投资者的需求。这真正体现了我们的业务所具备的实力。我们在S-1文件中披露了一些基本面信息，尤其是同行业类似的经济信息让人们有机会了解整个行业的情况，这或许让他们大吃一惊。这与以前有关送餐行业的一些文章中的观点截然不同。
另一方面，这也表明投资者对于公司的未来感到兴奋。DoorDash的大部分受众是订餐用户，但现在它有机会扩展其他业务，而且我们已经在这样做，比如推出了便利店和食品杂货配送等服务。我们建立了规模最大的本地物流网络，服务的餐厅数量达到39万家，我认为投资者对公司的未来前景充满期待。
对于上市募得的资金，您有什么计划？
正如我在公司内部说过，你没有必要把每一次融资的资金一次性花光，而且这只是一轮融资而已。事实上，我们现在仅有的投资是“Main Street Strong”项目。
我们在一个半月前承诺在五年内投入2亿美元，用于商户和我们的外卖送餐员Dasher[为公司提供外卖送餐服务的承包商]。其中1,200万美元作为奖励，发放给完成超过5,000次配送的外卖送餐员，奖励金额500美元到20,000美元不等。我们将划拨1,000万美元，帮助商户度过今年冬天的难关，这是新冠疫情最有挑战性的一段时间。
一方面我们在增加新的用例，同时我们正在开发更多产品，例如店内自提和服务办公用户的DoorDash for Work等。我认为在疫情结束之后，企业会恢复正常办公。我们正在平台上开发更多产品，作为DoorDash Storefront[帮助餐厅创建在线商店的软件]和DoorDash Drive[公司的白标配送软件，公司向开展配送业务的其他公司提供软件许可]等现有服务的补充。我们正在寻找进军其他地区的机会。
在疫情期间进行IPO有什么感想？
这是一个反反复复的过程。我们在一年半以前就开始计划上市。显然，没有人会预想到会爆发疫情。
2月末/3月初疫情爆发时，我们搁置了IPO计划。我们迅速采取措施，帮助用户解决问题，配送了数以千万计的个人防护装备，将餐厅的佣金降低了50%，并进行社区投资，为成千上万的医护人员提供免费配送。
今年夏天，公司的状况略有好转后，我们又重新启动了IPO进程。
上市的过程如同一段喧嚣不断的旅程。
未来您的首要任务是什么？
我们有许多计划。我们必须专注于打造更好的产品体验。我们必须改善餐厅的筛选。我们必须提高配送质量。我们必须提供更经济实惠的服务。我们必须提高系统的效率。这是我们的主要任务。
我们较早抓住了送餐行业的机会。目前，只有10%的餐厅提供送餐服务。90%的餐厅依旧采用了电话订餐、路边自提、“得来速”式订单等方式。越来越多实体体验正在通过数字化变成电子商务体验，因此我们将帮助[餐厅]进行转型。这个过程有巨大的机遇。
我们正在拓展其他领域的配送服务，我们相信，用户的任何同城订单不需要等待几个小时或几天时间，我们可以在几分钟内送达。我们正在评估进军新市场的机会。（财富中文网）
翻译：刘进龙
审校：汪皓
DoorDash made a highly anticipated debut on Wall Street Wednesday, following a year of unexpectedly strong growth fueled by the coronavirus pandemic.
The food delivery company reportedly raised $3.4 billion after boosting the price of the shares sold in the IPO to $102, up from a range of $90 to $95.
The company's shares began trading midday Wednesday on the New York Stock Exchange under the symbol DASH.
“I'm feeling great,” Tony Xu said before trading began. “I’m super grateful for all the hard work by everybody over the past seven years inside our walls…and very excited about the future.”
The company joins other tech companies that made their public debuts this year, including video conferencing tech company Zoom, cloud-storage firm Snowflake, and data analytics business Palantir. Home rental service Airbnb is expected to IPO later this week.
DoorDash's IPO comes as consumers and restaurants have increasingly depended on food delivery during the pandemic, which has tripled DoorDash's year-over-year revenue during the first nine months of the year.
Xu spoke to Fortune on Wednesday. His answers have been edited for length and clarity.
Fortune: What did you learn about investor appetite during the roadshow?
Xu: We saw there was significantly more demand than the stock that we can actually issue and allocate. It was really a reflection of the strength of the underlying business. Those fundamentals that we outline are revealed in our S-1, and especially similar cohort economic information gave people the look under the hood and may have surprised them. It’s contrary to some of the narrative that I think has been written about this industry before.
On the other hand, it was a reflection of their excitement for the future. DoorDash, having built the largest on-demand audience for food, certainly has the opportunity now to go beyond food, and we are with our launches into categories like convenience and grocery. Having built the largest local logistics network that serves 390,000 restaurants, I think people get really excited by what that could become in the future.
What are your plans for the funds raised?
As I’ve said internally to the company about all financings—and this is just a financing—is that you don't have to spend it all at once. In fact, the only investments that we're making today are distributions from our Main Street Strong initiative.
It's a $200 million pledge we made about a month and a half ago, over five years investing in our merchants and in our Dashers [the company's term for the contractors who deliver for the company]. Twelve million dollars are rewards, from $500 up to $20,000, for Dashers who've been with us and have completed over 5,000 deliveries. We're distributing $10 million to the merchants to make sure that they can survive winter, one of the most challenging parts of the pandemic.
While we were adding new use cases, we're building more products like in-store pickup and DoorDash for Work serving offices, which I think will come back once we come out of the pandemic. We're building more products on our platform to supplement what we already have like DoorDash Storefront [software that gives restaurants the ability to create their own online stores] and DoorDash Drive [the company’s white-label delivery software that it licenses to other businesses with delivery operations]. And we're looking at opportunities to grow geographically.
What has it been like holding an IPO during the pandemic?
Well, it’s a lot of starts and stops. We started our planning process to being a public business a year and a half ago. Obviously nobody was contemplating a pandemic.
When the pandemic struck in late February/early March, we put the plans for the IPO on the shelf. We sprinted into action, solving problems for our audiences, distributing tens of millions of units of PPE, cutting commissions by 50% for restaurants, and investing in the community by giving hundreds of thousands of health care workers free deliveries.
Once we kind of got a little bit more wind underneath us in the summer, we brought the plans for the IPO back off the shelf.
The process has certainly been a journey. It's been tumultuous.
What are the biggest priorities ahead?
We have a lot on our plate. We have to keep focusing on just building a better product experience. We have to improve our selection of restaurants. We have to improve the delivery quality itself. We have to make our service more affordable. We have to make our system more efficient. That’s the main thing.
We're so early in the opportunity just in food. Only 10% of the restaurant industry is doing delivery today. Ninety percent is still happening through a phone call, a curbside pickup, a drive-thru order. Increasingly those physical experiences are becoming digitized into e-commerce experiences, and we're helping [restaurants] make that transition. That's just a massive opportunity.
We're entering other categories we believe that we can bring everything in your city to you in minutes, not hours or days. And we're evaluating opportunities to launch in new geographies.
