Uber has bulldozed over its competition in the U.S. through a potent mix of aggressive fundraising and playing dirty against rivals.

Now Uber is crying foul because ride-hailing competitors abroad may be using the Uber playbook against it.

This week, Uber filed a lawsuit alleging that its main competitor in India, Olacabs, created thousands of fake user accounts to order and cancel rides with the goal of disrupting Uber's service in the country.

In total, Uber says Olacabs created nearly 90,000 fake accounts, which then made more than 400,000 fake ride requests, potentially creating a roadblock for Uber as it tries to gain a foothold in India's massive market.

In a statement provided to Mashable, Olacabs denied Uber's allegations "in their entirety" before turning the tables on Uber.

"It is not beyond our imagination that this is an effort to divert attention from the current realities of the market where Uber has faced major setbacks including the recent incidents of Uber vehicles being seized by the Government authorities," the company said in its statement.

Reps for Uber did not immediately respond to our request for comment.

If Uber's accusation sounds oddly familiar, it's probably because Uber has admitted to ordering and cancelling numerous rides from Gett, a smaller rival in the U.S., to find the phone numbers for Gett's drivers and poach them.

Or maybe you're thinking of that time Uber was accused of — but later denied — ordering and cancelling thousands of rides from its main U.S. competitor, Lyft, over a 10-month period.

The difference: all of that happened in the U.S., where Uber was first to market and has been the clear frontrunner ever since. Its controversial tactics in the U.S. have mainly been intended to maintain its lead.

In Asia, Uber isn't the established juggernaut Americans know well, but rather the latecomer trying to chip away at the market leader.

Uber, in other words, is the Lyft of Asia — and it's tired of being pushed around by Uber.

At stake for Uber: two markets with hundreds of millions of potential customers who could supercharge business and justify Uber's lofty $62.5 billion private market valuation.

Last month, Uber CEO Travis Kalanick lamented the fact that its chief competitor in China, Didi Kuaidi, is "raising billions of dollars, but is unprofitable in every city they exist in." (Didi Kuaidi says it's profitable in "more than half" of its cities.)

"The question for us is do we want to exist in China or not," Kalanick said at a Vancouver startup event last month. "And can we contain the irrational long enough to get to the point where the world does get rational."

Never mind that Uber is known in the U.S. for its ceaseless fundraising, taking in nearly $10 billion in private capital to date — more than many businesses raise when going public.

The subtext of both complaints in India and China: Uber is facing an uphill battle, to say the least.

In India, Uber has fought to keep pace with Olacab's features — rickshaw rides, the option to pay in cash — while dealing with the headwinds from its high-profile security concerns and the reality of facing a well-liked homegrown business.

In China, Uber faces a fierce competitor that delivered more than 1 billion rides in the country just in 2015. By comparison, it took Uber five years to deliver one billion rides in total, globally.

If that's not enough, Uber's chief competitors in Asia's markets — Didi Kuaidi, Olacabs and GrabTaxi, in Singapore — have joined with Lyft in a strategic partnership to take on Uber.

Kalanick, Uber's CEO, has previously said he relishes the fight in challenging markets like China because he enjoys being the dark horse competitor.

"We get to be the little guy," he said at the TechCrunch Disrupt conference in 2014. “For me that’s like homecoming.”

If that's true, he and Uber must be having a heck of a time now.

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