滴滴上新增家政频道上了热搜。 近期，不少滴滴用户在打开APP打车的时候发现其悄然上线了家政频道，宣传的79元3小时服务远低于市场价格，颇具吸引力。和以往推出新品要经过盛 大的发布会宣发不同，这次滴滴的家政服务在悄然之间覆盖了41个城市，服务涉及衣鞋清理到全屋保洁，从收纳整理到除虫除螨各个细分领域，这家曾经 在美股上市，市值近千亿美元的出行巨头，正在放下身段将触角伸向社会最底层的琐碎领域。 有意思的是，不止滴滴这一家出行巨头放下身段杀入家政行业，美团和京东这两个巨头也进入该赛道。美团上49元的保洁秒杀以及京东69元干洗3件衣鞋 且免费收送的服务已经征服了不少消费者。 互联网大厂为什么会不约而同地卷向"辛苦钱"的市场？这或和各大平台用户增长放缓有关，这些曾经他们无暇顾及的辛苦钱市场，被寄予希望成为新的增 长点，甚至成为培养高频用户的基池。这样的业务扩张，是一场"标准化的算法"与"非标准的人性"之间的正面碰撞。 京东、滴滴、美团等互联网大厂集体杀向家政，核心是看中万亿级增量市场+高频流量入口+业务协同闭环+数字化改造空间，同时借助自身运力、流量、 供应链与技术优势，补全本地生活版图并寻找新增长点。 高频带低频 家政 ...

Core Insights - Didi is expanding into the home services sector, offering cleaning services across 41 cities in China, reflecting a shift from high-tech ambitions to practical, everyday services [1][4][14] - The home services market in China is highly fragmented, with a market size of 1.16 trillion yuan in 2023, expected to exceed 1.3 trillion yuan by 2026, indicating significant potential for platform consolidation [5][11] - Didi's entry into home services is driven by a need for defensive strategies and user retention, focusing on high-frequency services to complement its existing offerings [6][10] Market Dynamics - The home services industry is characterized by low profit margins, with traditional companies averaging a net profit margin of only 5%, contrasting sharply with the high margins typically seen in tech [10][11] - Didi's approach involves a "light asset" model, partnering with third-party service providers rather than directly employing service personnel, which presents challenges in service quality control [8][9][14] - The industry suffers from high employee turnover and a lack of quality service providers, complicating Didi's efforts to ensure reliable service delivery [8][10] Competitive Landscape - Didi's competitors, such as Meituan and JD, are also entering the home services market, employing different strategies that emphasize service control and quality assurance [14][15] - The home services market is described as a "lemon market," where information asymmetry is prevalent, making it crucial for Didi to establish a transparent and trustworthy evaluation system to gain consumer trust [14][15] Strategic Implications - Didi's move into home services is seen as a necessary step to diversify its business model and enhance cash flow through prepayment models common in the industry [13][14] - The company aims to leverage user data from home services to create more detailed consumer profiles, potentially increasing its competitive edge [13][14] - The success of Didi's home services will depend on its ability to understand and address the unique challenges of the industry, including the emotional and subjective nature of service quality [7][15]