看不见的狮子更可怕
格伦·弗格尔
Priceline集团首席执行官兼总裁
Glenn D. Fogel
CEO&President of The Priceline Group
中国市场：合作联姻与本地化是必须的
中国旅游市场是一块大蛋糕，让全球垂涎。但任何境外企业想要在中国取得成功，联姻必不可少，强强联手比单打独斗要强得多。
就像Priceline，并未选择侵略性地、直接地进入中国市场，而是采取一种更务实的策略，如与携程建立合作关系。再比如，万豪联姻飞猪，形成网络效应。还有中国的BAT，国外的Facebook，苹果，谷歌等，利用自身的生态系统、数据及网络效应，在在线旅游领域形成了强大的影响力。当然，OTA、酒店也有自己的旅客、供应商网络。
这样的结合，能确保境外公司在中国，有和本土公司一样的体验。但知易行难，必须促成友谊，一起塑造长期愿景。目前Priceline也正在和中国互联网领域的大公司合作，实现支付宝、微信支付的选择，达到本地化效果。
对于Priceline及旗下品牌而言，进入中国市场与本土品牌竞争，或在一个细分市场立足，探索海外品牌在中国市场的发展战略，都具有重大意义。然而，中国市场对于很多海外品牌，甚至对于很多美国科技巨头来说，都充满了未知与挑战。
Expedia曾经收购艺龙网，后又将其出售给携程的经历，就是最好的例证。到中国做生意，挑战性不言而喻，早期阶段本地化也非常重要，了解中国的文化和法律才有成功的可能。
发展策略：注重品牌独立发展与深耕细分领域
Priceline自身业务的发展，离不开过去10年当中收购的不少品牌，包括Rentalcars、Booking.com、Agoda、Kayak、Opentable等。
Priceline的并购策略并非大包大揽，而是让每个品牌保持原来的管理团队及运营，同时建立良好的激励机制。无论被收购的公司是大是小，这样做，短期内可能花了更贵的钱，但从长远看，能使创始人有一个足够好的利益机制，并保持公司士气，同时用户服务也不会打折。这是一种哲思，也是最有效的方法。
面对细分领域的挑战者以及市场大整合带来的压力，Priceline做了很多投入，提高服务品质，深耕各细分领域。
诚然，随着非标住宿成为未来行业重要的一部分，Airbnb是一家优秀的企业，但Priceline不断探索，使该领域和传统酒店领域做得一样出色。如Booking.com和Agoda，可通过一次搜索看到不同类型的住宿，且在前者上的每个产品，能够很快进行实时确认等。相比酒店直销，无论是酒店丰富度、比价搜索服务、点评分享体验等，OTA的体验往往更好，依然有强大的优势。至于全球B2B批发商大整合，批发商攫取了整个酒店分销链当中比较大的利润，这样的模式未来将会消失。目前Booking.com和Agoda对批发商等资源方的态度就是，在资源一样的情况下，谁低价和谁合作，希望为游客提供最低的价格。
未来竞争：不断注入创新的血液
未来是个技术创新的时代，总会不断有新鲜的事物出现。在这个过程当中，新鲜血液非常令人振奋，也将会推动行业的技术创新和发展。Priceline内部也有很多创新，同时会继续投资市场上的创新公司。这实际上像一只鲨鱼在汪洋大海驰骋时，有新鲜的血液补充，才能确保向前的势头。但是，目前大多数初创公司不会成为巨大的公司，只是闪亮的“新星”登场历史舞台，难以打破现有的行业格局。
的确，随着Priceline的体量越来越大，增速越来越平缓，这就是大公司的困扰，从0到1很难，从1到1000相对容易。未来不可预测，Priceline的发展也是摸着石头过河，每一步扩张都是希望服务新时代下用户的新需求。
至于OTA竞争与一家独大，无需担忧。10年前和妻子去非洲旅游，当时看见200米开外的地方有一只狮子，心里非常担心。但导游却让我们不要担心眼前的狮子，他转了一下镜头——那里有更多的狮子。你看，看不到的狮子比看得见的狮子更加恐怖。
Worry More About Lions You Do Not See
Cooperation and Localization
A Must in Exploration of China’s Market There is no doubt, with China being such an important market, there’s enough business for everyone in China. But it is necessary to cooperate with partners and to be localized, if any international enterprises want to be successful in China. For example, Priceline has adopted a more pragmatic strategy, like cooperating with Ctrip, instead of choosing an aggressive and direct way.
One of the things we recognized at a very early stage is the importance of localization. If non-Chinese companies try to do business in China, but they don’t understand the culture and regulations, then they aren’t going to be successful. We have to combine services to the Chinese customers that are no different than what a local company does. Meanwhile, we have to develop great relationships with these giant companies. It's hard to put into practice what is known. You have to develop a friendship, an understanding, and a long-term vision, together.
Focus on Brand Independence and Products Subdivision
Priceline's M & A strategy is not taking on all things, but to keep the original management team and operations of each brand, which not only enables the founders to have a good enough interest mechanism, and keep the morale of the company, but also make sure that the services provided won’t be discounted. This is a philosophy as well as a most effective way.
Airbnb is a very good company and is growing nicely. But more kinds of accommodations can be searched, and single product can be instantly booked on booking.com. And Priceline is spending a lot of time, energy, and effort to make sure we are as good in that area as in traditional hotel booking.
In tourism industry, the wholesalers were taking a lot of value in that chain, but it has been declined over the years. We try hard to provide the traveling customer the lowest price.
Constant Innovation Needed in Future Competition
There is always going to be new things coming down the road-things that people find exciting and interesting. Most of them will not become giant successes. But it is important to always be developing new things. That is the whole idea of technology advancement.
Future is unpredictable, for Priceline, every step of moving forward is to serve the new needs of users in new era. We are service oriented. That is how someone wins-by making sure the customer has the best experience.
I was on a foot safari in Botswana, Africa with my wife ten years ago. There was a guide who had a very large rifle on his shoulder to protect us. But later, there were some lions around 200 meters in the front of us. I was scared and said to the guide, “Do we have to worry about the lions up ahead?” He took the rifle off his shoulder and pointed and turned around in 360 degrees, answered, “Worry a great deal about the lions you do not see.” So that is what I’m worried about — what do I not see?
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