TED2016
Travis Kalanick: Uber's plan to get more people into fewer cars
崔維斯．卡蘭尼克: Uber優步的下一個計劃：讓更多人搭更少的車
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Uber 優步剛創立時並沒有抱著多偉大的雄心壯志想要減少塞車及污染。但當公司開始快速起飛時，共同創辦人崔維斯．卡蘭尼克（Travis Kalanick）在想，是否有一個方式可以讓人們利用優步的同時，在沿路上，共乘同一條路線，來減少花費與碳足跡。答案是：公司的共乘服務uberPOOL，在洛杉磯前８個月的營運，減少了790萬英哩的車程，還減少了 1400 公噸的二氧化碳排放。現在，卡蘭尼克說，汽車共乘也可以在郊區為乘客服務。他說：「運用我們口袋裡的科技以及一些先進的法規，我們可以把每一輛車變成共乘車，而我們今天就可以開始拯救我們的城市。」
Travis Kalanick - Entrepreneur
As Uber's co-founder and former CEO, Travis Kalanick is disrupting an entrenched industry and reinventing urban transportation. Full bio
As Uber's co-founder and former CEO, Travis Kalanick is disrupting an entrenched industry and reinventing urban transportation. Full bio
Double-click the English transcript below to play the video.
00:12
Today I wanted to --
well, this morning --
well, this morning --
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今天早上我想——
00:15
I want to talk about the future
of human-driven transportation;
of human-driven transportation;
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我想談一談人類交通運輸的未來；
有關於我們如何通過
共乘減少車輛的方式
共乘減少車輛的方式
00:21
about how we can cut congestion,
pollution and parking
pollution and parking
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來解決塞車、汙染、及停車問題；
00:27
by getting more people into fewer cars;
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00:31
and how we can do it
with the technology that's in our pockets.
with the technology that's in our pockets.
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以及我們如何運用
我們現有的科技來達成。
我們現有的科技來達成。
沒錯，我談的是智慧型手機...
00:37
And yes, I'm talking about smartphones ...
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00:40
not self-driving cars.
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不是自動駕駛車。
00:43
But to get started we've got
to go back over 100 years.
to go back over 100 years.
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但一開始，我們要先回到 100 年前。
因為，原來在優步之前
就已經有一個優步了。
就已經有一個優步了。
00:48
Because it turns out
there was an Uber way before Uber.
there was an Uber way before Uber.
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而如果它仍然存在的話，
00:55
And if it had survived,
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00:57
the future of transportation
would probably already be here.
would probably already be here.
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那未來的交通運輸方式
現在可能已經存在了。
現在可能已經存在了。
所以，讓我向各位介紹 jitney
（以前的小公車)。
（以前的小公車)。
01:03
So let me introduce you to the jitney.
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01:06
In 1914 it was created or invented
by a guy named LP Draper.
by a guy named LP Draper.
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它是在1914年由一位叫
LP Draper 的人所創造或發明的。
LP Draper 的人所創造或發明的。
01:12
He was a car salesman from LA,
and he had an idea.
and he had an idea.
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他是一位來在洛杉磯的
汽車銷售員，他有一個點子。
汽車銷售員，他有一個點子。
01:16
Well, he was cruising around
downtown Los Angeles,
downtown Los Angeles,
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他當時在洛杉磯，
也就是我的家鄉徘徊，
也就是我的家鄉徘徊，
01:18
my hometown,
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01:20
and he saw trolleys
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他看到電車的乘客大排長龍
等著要被載到目的地。
等著要被載到目的地。
01:21
with long lines of people trying
to get to where they wanted to go.
to get to where they wanted to go.
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他說，為什麼我不放個
告示牌在我車上，
告示牌在我車上，
01:26
He said, well, why don't
I just put a sign on my car
I just put a sign on my car
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01:29
that takes people wherever
they want to go for a jitney --
they want to go for a jitney --
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告訴大家說，只要五分錢，
我就可以載他們去想去的地方——
我就可以載他們去想去的地方——
01:32
that was slang for a nickel.
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jitney 在當時
也是五分錢的俗稱。
也是五分錢的俗稱。
01:34
And so people jumped on board,
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所以，有人開始跳上車，
而且不僅限於洛杉磯而是全國。
01:37
and not just in Los Angeles
but across the country.
but across the country.
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01:40
And within one year,
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就在 1915 的那一年內，
01:41
by 1915,
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01:44
there were 50,000
rides per day in Seattle,
rides per day in Seattle,
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西雅圖當時每天就有
5 萬人次搭車，
5 萬人次搭車，
01:47
45,000 rides per day in Kansas
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堪薩斯州一天有 4.5 萬人次搭車，
01:51
and 150,000 rides per day in Los Angeles.
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而洛杉磯一天有 15 萬人次。
01:54
To give you some perspective,
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讓各位比較一下，
01:57
Uber in Los Angeles
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100 年後的今天，洛杉磯的優步
每天有 15.7 萬人次搭車。
每天有 15.7 萬人次搭車。
01:59
is doing 157,000 rides per day, today ...
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02:05
100 years later.
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02:09
And so these are the trolley guys,
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所以，當時這些電車司機
02:11
the existing transportation
monopoly at the time.
monopoly at the time.
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在那個年代，電車當時
壟斷了運輸行業。
壟斷了運輸行業。
02:14
They were clearly not happy
about the jitney juggernaut.
about the jitney juggernaut.
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因此他們對小公車的崛起相當不滿。
02:18
And so they got to work
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所以他們開始在全國
各大城市奔走游說，
各大城市奔走游說，
02:20
and they went to cities across the country
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02:23
and got regulations put in place
to slow down the growth of the jitney.
to slow down the growth of the jitney.
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並提出阻礙的交通法規
來減緩小公車的成長。
來減緩小公車的成長。
02:28
And there were all kinds of regulations.
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各式各樣的法規都有。
02:31
There were licenses --
often they were pricey.
often they were pricey.
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駕駛執照——通常都很貴。
02:33
In some cities,
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在一些城市，
02:34
if you were a jitney driver,
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如果你是小公車司機，
02:36
you were required to be
in the jitney for 16 hours a day.
in the jitney for 16 hours a day.
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你被要求必須一天有
16 小時在車內。
16 小時在車內。
02:40
In other cities,
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其它城市，
02:42
they required two jitney
drivers for one jitney.
drivers for one jitney.
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他們被要求 2 個人輪班
開一台小公車 。
開一台小公車 。
02:45
But there was a really
interesting regulation
interesting regulation
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但，有一條法規很搞笑，
02:48
which was they had to
put a backseat light --
put a backseat light --
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每一台小公車，
都得安裝一個後座位燈——
02:51
install it in every Jitney --
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02:53
to stop a new pernicious innovation
which they called spooning.
which they called spooning.
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來阻止當時男女抱在一起
親熱。
親熱。
02:57
(Laughter)
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（笑聲）
02:59
All right. So what happened?
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好的，所以後來發生了甚麼事？
03:01
Well, within a year
this thing had taken off.
this thing had taken off.
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是的，當年這件事成長地相當快，
03:04
But the jitney, by 1919, was regulated
completely out of existence.
completely out of existence.
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但在1919年，
小公車被立法完全禁止。
小公車被立法完全禁止。
真的很可惜......
03:10
That's unfortunate ...
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03:13
because, well, when you can't share a car,
then you have to own one.
then you have to own one.
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因為，當你不能共乘一台車時，
那你就必須擁有一輛車。
那你就必須擁有一輛車。
03:17
And car ownership skyrocketed
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所以，這也難怪，在 2007 年時，
03:19
and it's no wonder that by 2007,
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私家車開始蓬勃發展，
03:23
there was a car for every man,
woman and child in the United States.
woman and child in the United States.
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美國的男人、女人、小孩都有一台車。
而這個現象席捲了全球。
03:27
And that phenomenon had gone global.
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03:30
In China by 2011,
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中國在 2011 年，
03:33
there were more car sales
happening in China than in the US.
happening in China than in the US.
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汽車的銷售數量
首度超過美國。
首度超過美國。
03:37
Now, all this private ownership
of course had a public cost.
of course had a public cost.
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當然，大量的私家車
帶來了公眾的負擔。
帶來了公眾的負擔。
03:41
In the US, we spend
7 billion hours a year,
7 billion hours a year,
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在美國，我們一年要花 70 億小時，
03:46
wasted, sitting in traffic.
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浪費時間呆坐在車陣中。
03:48
160 billion dollars in lost productivity,
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1600 億美金的生產力
就這樣被塞車給消耗掉了。
就這樣被塞車給消耗掉了。
當然，當你坐在車裡，
03:52
of course also sitting in traffic,
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03:54
and one-fifth of all
of our carbon footprint
of our carbon footprint
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有五分之一的碳足跡，
03:57
is spewed out in the air
by those cars that we're sitting in.
by those cars that we're sitting in.
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是我們在塞車時排放到空氣中的。
04:02
Now, that's only four percent
of our problem though.
of our problem though.
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這也只是占我們 4% 的問題而已，
04:05
Because if you have to own a car
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因為，如果你必須擁有一台車，
04:07
then that means 96 percent of the time
your car is sitting idle.
your car is sitting idle.
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表示有 96% 的時間，
你的車是靜止不動的。
你的車是靜止不動的。
04:11
And so, up to 30 percent
of our land and our space
of our land and our space
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而有將近30%的土地及
我們居住的空間
我們居住的空間
04:15
is used storing these hunks of steel.
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要用來存放這些大鐵怪。
04:18
We even have skyscrapers built for cars.
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我們甚至蓋了高樓停車場。
04:23
That's the world we live in today.
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這是我們當今居住的世界。
04:27
Now, cities have been dealing
with this problem for decades.
with this problem for decades.
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如今，很多城市被「大眾運輸」
的問題困擾了好幾十年。
04:31
It's called mass transit.
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04:33
And even in a city like New York City,
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甚至像紐約這個城市，
全世界人口最密集的地方，
04:35
one of the most densely
populated in the world
populated in the world
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04:37
and one of the most sophisticated
mass transit systems in the world,
mass transit systems in the world,
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全世界大眾運輸
最複雜精密的地方，
最複雜精密的地方，
04:41
there are still 2.5 million cars
that go over those bridges every day.
that go over those bridges every day.
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每天仍有 250 萬台車
要經過那些橋。
要經過那些橋。
為什麼會這樣？
04:48
Why is that?
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04:50
Well, it's because mass transit
hasn't yet figured out
hasn't yet figured out
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因為大眾運輸還搞不清楚，
04:55
how to get to everybody's doorstep.
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如何把每個人載到家門口。
04:58
And so back in San Francisco,
where I live,
where I live,
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所以，回到我住的地方，舊金山
05:01
the situation's much worse,
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狀況更糟糕，
05:02
in fact, much worse around the world.
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事實上，比全世界其它地方還要糟。
05:06
And so the beginning
of Uber in 2010 was --
of Uber in 2010 was --
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所以， 2010 年優步剛開始是——
05:09
well, we just wanted
to push a button and get a ride.
to push a button and get a ride.
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沒錯，我們只是想讓
乘客按個鈕，搭個便車。
乘客按個鈕，搭個便車。
05:12
We didn't have any grand ambitions.
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我們並沒有多大的野心。
05:14
But it just turned out
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但後來才發現...
05:15
that lots of people wanted
to push a button and get a ride,
to push a button and get a ride,
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原來，很多人都想按個鈕一起共乘，
05:18
and ultimately what we started to see
was a lot of duplicate rides.
was a lot of duplicate rides.
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最後，我們開始看到了
很多人都搭同一台車。
很多人都搭同一台車。
我們看到很多人，
05:24
We saw a lot of people
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05:26
pushing the same button at the same time
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同時一起按了那個鈕，
05:29
going essentially to the same place.
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基本上，就是要去同一個地方。
05:31
And so we started thinking about,
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所以，我們開始想，
05:33
well, how do we make those two trips
and turn them into one.
and turn them into one.
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好吧！我們要如何把
兩條路線併成一條？
兩條路線併成一條？
05:37
Because if we did,
that ride would be a lot cheaper --
that ride would be a lot cheaper --
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因為，如果我們這樣做，
那車資會變很便宜
那車資會變很便宜
05:41
up to 50 percent cheaper --
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——幾乎是半價——
當然，這樣一來，
05:43
and of course for the city
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05:44
you've got a lot more people
and a lot fewer cars.
and a lot fewer cars.
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城市裡就會有更少的車，
搭載更多的人。
搭載更多的人。
05:47
And so the big question for us was:
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所以，我們的大問題是：
05:49
would it work?
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這行得的通嗎？
05:51
Could you have a cheaper ride
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可以有更便宜的車資，
05:54
cheap enough that people
would be willing to share it?
would be willing to share it?
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足夠便宜到讓人們想共乘嗎？
05:58
And the answer, fortunately,
is a resounding yes.
is a resounding yes.
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很幸運，這個答案是肯定的。
06:02
In San Francisco,
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在舊金山，
06:03
before uberPOOL, we had --
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還沒有 uberPOOL 之前
06:06
well, everybody would take their car
wherever the heck they wanted.
wherever the heck they wanted.
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我們過去不管想去甚麼地方，
每個人都想開自己的車。
每個人都想開自己的車。
06:09
And the bright colors
is where we have the most cars.
is where we have the most cars.
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圖上顏色越鮮豔的地方，車子越多。
06:12
And once we introduced uberPOOL,
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而就在我們推出
uberPOOL 共乘制度後，
uberPOOL 共乘制度後，
06:15
well, you see there's not
as many bright colors.
as many bright colors.
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你可以看到，顏色鮮豔的地方減少了
06:18
More people getting around
the city in fewer cars,
the city in fewer cars,
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這表示大家同樣在城市中移動，
06:22
taking cars off the road.
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但更少車流量了，
06:24
It looks like uberPOOL is working.
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這代表 uberPOOL 的
共乘制度是有效的。
共乘制度是有效的。
06:27
And so we rolled it out in Los Angeles
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所以，我們 8 個月前
在洛杉磯開始推行共乘，
06:30
eight months ago.
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06:32
And since then, we've taken
7.9 million miles off the roads
7.9 million miles off the roads
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從那之後，我們已經減少了
790 萬英哩的車程，
790 萬英哩的車程，
06:38
and we've taken 1.4 thousand
metric tons of CO2 out of the air.
metric tons of CO2 out of the air.
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以及減少了 1400 公噸的
二氧化碳排放。
二氧化碳排放。
06:45
But the part that I'm really --
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但，我最開心的是——
06:47
(Applause)
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（掌聲）
但我最開心的數據——
06:51
But my favorite statistic --
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06:54
remember, I'm from LA,
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記得，我來自洛杉磯，
06:55
I spent years of my life
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我一生中花了不少時間，
06:56
sitting behind the wheel,
going, "How do we fix this?" --
going, "How do we fix this?" --
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坐在擁擠的車潮中思考，
「我要如何解決這個問題呢？」——
「我要如何解決這個問題呢？」——
06:59
my favorite part
is that eight months later,
is that eight months later,
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我最開心的部分是，八個月後，
07:03
we have added 100,000 new people
that are carpooling every week.
that are carpooling every week.
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我們每周有 10 萬個新人
參加共乘制度，
參加共乘制度，
07:10
Now, in China everything is supersized,
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現在，在中國，每個數字都很龐大，
07:13
and so we're doing 15 million
uberPOOL trips per month,
uberPOOL trips per month,
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我們每個月有 1500 萬人次
使用 uberPOOL，
使用 uberPOOL，
07:18
that's 500,000 per day.
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也就是每天有 50 萬人次。
07:20
And of course we're seeing
that exponential growth happen.
that exponential growth happen.
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當然，我們見證了這樣的成長，
07:23
In fact, we're seeing it in LA, too.
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事實上，洛杉磯的成長
也是有目共睹。
也是有目共睹。
07:25
And when I talk to my team,
we don't talk about,
we don't talk about,
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而當我與團隊討論時，
我們從來不會說，
我們從來不會說，
07:27
"Hey, well, 100,000 people
carpooling every week and we're done."
carpooling every week and we're done."
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「嘿，每周 10 萬人次的共乘數字，
我們達成目標了。」
我們達成目標了。」
而是討論，要如何達成
100 萬這個數字？
100 萬這個數字？
07:34
How do we get that to a million?
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07:36
And in China, well,
that could be several million.
that could be several million.
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而在中國，可能會有好幾百萬。
07:39
And so uberPOOL is a very great
solution for urban carpooling.
solution for urban carpooling.
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所以，uberPOOL是市區共乘的
一個很好的解決方案，
一個很好的解決方案，
07:45
But what about the suburbs?
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但，郊區呢？
07:47
This is the street
where I grew up in Los Angeles,
where I grew up in Los Angeles,
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這條街，是我在洛杉磯長大的街道，
07:50
it's actually a suburb
called Northridge, California,
called Northridge, California,
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它實際上是坐落在加州郊區的 Northridge ，
07:52
and, well --
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而...
07:54
look, those mailboxes,
they kind of just go on forever.
they kind of just go on forever.
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看看這些信箱，順著街道延綿不絕。
07:58
And every morning at about the same time,
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而每天同一時間的早晨，
08:01
cars roll of out their driveway,
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車子從他們的車道開出來，
08:03
most of them, one person in the car,
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他們大部分車子裡只有一個人，
08:07
and they go to work,
they go to their place of work.
they go to their place of work.
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他們去上班，去他們的公司上班。
08:11
So the question for us is:
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所以，我們的問題是：
08:12
well, how do we turn
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我們要如何把這些通勤車——
08:15
all of these commuter cars --
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幾乎有好幾千萬台——
08:17
and literally there's
tens of millions of them --
tens of millions of them --
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08:21
how do we turn all these
commuter cars into shared cars?
commuter cars into shared cars?
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我們要如何把這些通勤車轉換成共乘車？
08:25
Well, we have something for this that we
recently launched called uberCOMMUTE.
recently launched called uberCOMMUTE.
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我們最近發表了一個
叫做 uberCOMMUTE 的 app 應用程式。
叫做 uberCOMMUTE 的 app 應用程式。
你早上起來，準備上班，
08:29
You get up in the morning,
get ready for work, get your coffee,
get ready for work, get your coffee,
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拿了咖啡往你的車走去，
08:32
go to your car
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08:33
and you light up the Uber app,
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然後打開 Uber 的 app
08:35
and all of a sudden,
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一瞬間，
08:37
you become an Uber driver.
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你就成為優步的駕駛員了。
08:40
And we'll match you up
with one of your neighbors
with one of your neighbors
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然後，在你去工作的路上，
08:42
on your way to work
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我們會為你自動配對和
你有同樣上班路徑的鄰居們。
你有同樣上班路徑的鄰居們。
08:44
and it's a really great thing.
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而這真的是一件很棒的事。
08:47
There's just one hitch ...
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只有一個障礙要克服......
08:50
it's called regulation.
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它叫做法規。
08:52
So 54 cents a mile, what is that?
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每英哩 54 美分，這是甚麼？
08:54
Well, that is what the US government
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這是美國政府
08:56
has determined that the cost
of owning a car is per mile.
of owning a car is per mile.
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制定車輛駕駛每英哩的成本價。
09:01
You can pick up anybody
in the United States
in the United States
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在美國，你可以載任何人
09:04
and take them wherever they want to go
at a moment's notice,
at a moment's notice,
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到任何他們想去的地方，
09:08
for 54 cents a mile or less.
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但你只能收取每英哩
54 美分或更少的車資。
54 美分或更少的車資。
09:10
But if you charge 60 cents a mile,
you're a criminal.
you're a criminal.
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但，如果你每英哩收取
超過 60 美分，你就犯法了。
超過 60 美分，你就犯法了。
09:14
But what if for 60 cents a mile
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但如果每英哩 60 美分，
09:17
we could get half a million more people
carpooling in Los Angeles?
carpooling in Los Angeles?
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我們可以吸引超過 50 萬人
在洛杉磯加入共乘制度？
在洛杉磯加入共乘制度？
09:21
And what if at 60 cents a mile
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或如果每英哩 60 美分，
09:24
we could get 50 million people
carpooling in the United States?
carpooling in the United States?
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我們可以吸引超過 5000 萬人
在美國加入共乘制度呢？
在美國加入共乘制度呢？
09:28
If we could,
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如果我們可以做到，
09:30
it's obviously something we should do.
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這當然就要馬上做。
09:33
And so it goes back
to the lesson of the jitney.
to the lesson of the jitney.
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所以，這帶我們回到小公車的教訓。
09:36
If by 1915 this thing was taking off,
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如果在 1915 年，
共乘制剛開始起飛時，
共乘制剛開始起飛時，
09:40
imagine without
the regulations that happened,
the regulations that happened,
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想像一下，沒有這些規定的束縛，
會發生甚麼事？
會發生甚麼事？
09:43
if that thing could just keep going.
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如果這件事一直發展下去，
09:46
How would our cities be different today?
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今日，我們的城市會有
甚麼不一樣的地方？
甚麼不一樣的地方？
09:49
Would we have parks
in the place of parking lots?
in the place of parking lots?
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我們會不會有更多的
綠地公園來代替停車場？
綠地公園來代替停車場？
09:52
Well, we lost that chance.
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是的，我們已失去一次機會。
09:54
But technology has given us
another opportunity.
another opportunity.
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但科技給我們另一個機會。
09:57
Now, I'm as excited as anybody else
about self-driving cars
about self-driving cars
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我現在跟任何人都一樣，
非常期待自動駕駛的到來，
非常期待自動駕駛的到來，
但我們真的必須再等
5年、10年甚至20年
5年、10年甚至20年
10:02
but do we have to really wait
five, 10 or even 20 years
five, 10 or even 20 years
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10:07
to make our new cities a reality?
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才能讓我們的城市變好嗎？
10:11
With the technology in our pockets today,
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今天，只要靠我們口袋裡的科技，
10:14
and a little smart regulation,
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以及一點先進的法規，
10:16
we can turn every car into a shared car,
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我們可以把每台車變成共乘車，
10:21
and we can reclaim our cities
starting today.
starting today.
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而我們今天就可以開始
拯救我們的城市。
拯救我們的城市。
謝謝各位！
10:25
Thank you.
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10:26
(Applause)
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（掌聲）
10:35
Chris Anderson: Travis, thank you.
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克里斯．安德森：崔維斯，謝謝你。
10:37
Travis Kalanick: Thank you.
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崔維斯．卡蘭尼克：謝謝你。
10:38
CA: You know -- I mean the company
you've built is absolutely astounding.
you've built is absolutely astounding.
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克里斯．安德森：你知道嗎，
你建立的公司真的很出色。
你建立的公司真的很出色。
10:43
You only just talked
about a small part of it here --
about a small part of it here --
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你只談論了一小部分——
10:46
a powerful part --
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很激勵人心的部分——
10:47
the idea of turning cars
into public transport like that,
into public transport like that,
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把大家的車變成
大眾運輸工具的這個想法
大眾運輸工具的這個想法
10:50
it's cool.
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真的很酷！
10:51
But I've got a couple other questions
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但我有幾個問題，
10:53
because I know they're
out there on people's minds.
out there on people's minds.
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因為我知道大家心中都很好奇。
10:55
So first of all, last week I think it was,
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首先，上禮拜，我認為這是.....
10:58
I switched on my phone
and tried to book an Uber
and tried to book an Uber
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我打開手機，試著要從優步叫車，
11:01
and I couldn't find the app.
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但我發現，找不到app程式。
11:03
You had this very radical,
very bold, brave redesign.
very bold, brave redesign.
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你準備大膽激進的重新設計。
11:07
TK: Sure.
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崔維斯．卡蘭尼克：沒錯！
11:08
CA: How did it go?
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克里斯．安德森：進行的如何？
11:10
Did you notice other people
not finding the app that day?
not finding the app that day?
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你有注意到，那天其他人
也找不到 app 程式嗎？
也找不到 app 程式嗎？
11:12
Are you going to win people over
for this redesign?
for this redesign?
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這次的重新設計，
會獲得大家的喜愛嗎？
會獲得大家的喜愛嗎？
11:15
TK: Well, first I should
probably just say,
probably just say,
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崔維斯．卡蘭尼克：首先，
首先我想先談談，
首先我想先談談，
11:17
well, what we were trying to accomplish.
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我們心目中的目標。
11:19
And I think if you know
a little bit about our history,
a little bit about our history,
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如果你了解我們過去的歷史，
11:22
it makes a lot more sense.
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1936
就會比較好理解。
11:24
Which is, when we first got started,
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我們一開始，
11:27
it was just black cars.
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是使用黑色車。
11:28
It was literally you push a button
and get an S-Class.
and get an S-Class.
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你只要按下按鍵
就有豪華轎車接送。
就有豪華轎車接送。
11:31
And so what we did
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而我們當時要做的就是
11:32
was almost what I would call
an immature version of a luxury brand
an immature version of a luxury brand
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在客戶面前建立一種
11:38
that looked like a badge on a luxury car.
219
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豪華轎車的品牌形象。
11:41
And as we've gone worldwide
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向全球發展後，
11:42
and gone from S-Classes
to auto rickshaws in India,
to auto rickshaws in India,
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我們從豪華轎車到
印度的黃包車，
印度的黃包車，
11:47
it became something
that was important for us
that was important for us
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我們開始更重視
11:49
to be more accessible,
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如何更平易近人，
11:51
to be more hyperlocal,
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更加在地化，
11:53
to be about the cities we were in
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更加地在乎我們居住的城市，
11:55
and that's what you see
with the patterns and colors.
with the patterns and colors.
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這就是現在公司
圖案和顏色的設計緣由，
圖案和顏色的設計緣由，
11:58
And to be more iconic,
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11:59
because a U doesn't mean
anything in Sanskrit,
anything in Sanskrit,
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因為單單一個「U」字
在古印度文是沒有意義的，
在古印度文是沒有意義的，
12:02
and a U doesn't mean anything in Mandarin.
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在中文，「U」也是沒有任何意義。
12:04
And so that was
a little bit what it was about.
a little bit what it was about.
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所以會這樣做是有一點這樣的原因的。
12:06
Now, when you first
roll out something like that,
roll out something like that,
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當你第一次推出這樣的服務，
12:09
I mean, your hands are sweating,
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我的意思是，你會緊張到手心冒汗，
12:11
you've got --
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你會——
12:12
you know, you're a little worried.
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有一點擔心。
12:14
What we saw is a lot of people --
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我們看到的是很大一群人——
12:15
actually, at the beginning,
we saw a lot more people opening the app
we saw a lot more people opening the app
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實際上，剛開始，我們看到
很多人打開 app 應用程式，
很多人打開 app 應用程式，
12:19
because they were curious
what they would find when they opened it.
what they would find when they opened it.
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因為他們很好奇
打開時會有甚麼發現。
打開時會有甚麼發現。
12:23
And our numbers were slightly up
from what we expected.
from what we expected.
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而我們的數字比預期的
稍為高一點。
稍為高一點。
克里斯．安德森：這很酷。
12:28
CA: OK, that's cool.
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12:29
Now, so you, yourself,
are something of an enigma, I would say.
are something of an enigma, I would say.
240
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現在，我可以這麼說，
你像是個傳奇人物。
你像是個傳奇人物。
12:34
Your supporters and investors,
who have been with you the whole way,
who have been with you the whole way,
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你的支持者與投資者
這一路來一直跟隨著你，
這一路來一直跟隨著你，
12:39
believe that the only chance
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他們相信只有
12:40
of sort of taking on
the powerful, entrenched interests
the powerful, entrenched interests
243
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殘忍無情的競爭者
才能擔負起這重責大任的機會，
12:44
of taxi industry and so forth,
244
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12:46
is to have someone who is
a fierce, relentless competitor,
a fierce, relentless competitor,
245
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挑戰根深蒂固的計程車行業利益等等，
12:49
which you've certainly proved to be.
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而你絕對是當之無愧的人選。
12:52
Some people feel you've almost
taken that culture too far,
taken that culture too far,
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3336
有些人感覺你幾乎完全
背離了傳統文化，
背離了傳統文化，
12:55
and you know --
like a year or two ago
like a year or two ago
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1976
像是1、2年前，
12:57
there was a huge controversy
where a lot of women got upset.
where a lot of women got upset.
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有很大的爭議，
很多的女士感覺相當失望。
很多的女士感覺相當失望。
13:01
How did it feel like
inside the company during that period?
inside the company during that period?
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公司在那段時間，
內部是甚麼感覺？
內部是甚麼感覺？
13:06
Did you notice a loss of business?
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你有注意到生意上的損失嗎？
13:08
Did you learn anything from that?
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從這件事上，
你有學到甚麼教訓嗎？
你有學到甚麼教訓嗎？
13:10
TK: Well, look, I think --
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崔維斯．卡蘭尼克：我認為——
13:12
I've been an entrepreneur
since I've been in high school
since I've been in high school
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我在高中就已經是個企業家，
13:14
and you have --
255
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你在艱困時期，
13:17
In various different ways
an entrepreneur will see hard times
an entrepreneur will see hard times
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一定會遇到各種不同的挑戰，
13:21
and for us,
257
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1256
對我們而言，
13:22
it was about a year and a half ago,
258
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一年半前的事件，
13:24
and for us it was hard times, too.
259
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1720
也是我們的艱困時期。
13:27
Now, inside, we felt like --
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公司內部，我們覺得——
我想，總有一天外面的人
會了解我們是一群
會了解我們是一群
13:30
I guess at the end of the day
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13:31
we felt like we were
good people doing good work,
good people doing good work,
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4256
想有所貢獻的好人，
13:35
but on the outside that wasn't evident.
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但這需要時間去證明。
13:38
And so there was a lot that we had to do
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所以，可以這麼說——
13:41
to sort of --
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我們還有很多方面要努力。
13:43
We'd gone from a very small company --
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我們是從一個很小的企業開始的——
我的意思是，兩年半前，
13:44
I mean if you go literally
two and a half years ago,
two and a half years ago,
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13:48
our company was 400 people,
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我們公司只有 400 人，
13:50
and today it's 6,500.
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如今已經有 6500 人。
所以，當你經歷了整個成長的過程，
13:52
And so when you go through that growth,
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13:54
you have to sort of cement
your cultural values
your cultural values
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你就必須融合凝聚公司的文化價值，
13:57
and talk about them all of the time.
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並隨時談論它們。
14:00
And make sure that people
are constantly checking
are constantly checking
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確保大家時常捫心自問：
14:03
to say, "Are we good people
doing good work?"
doing good work?"
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「我們是好人在做好事嗎？」
14:05
And if you check those boxes,
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如果確認後，
14:07
the next part of that
is making sure you're telling your story.
is making sure you're telling your story.
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下一步便是分享自己的故事。
而我認為過程我們學到了很多，
14:11
And I think we learned a lot of lessons
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14:13
but I think at the end of it
we came out stronger.
we came out stronger.
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但這樣的磨練亦讓我們日益茁壯。
14:16
But it was certainly a difficult period.
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當然，有陣痛期是難免的。
克里斯．安德森：
在我看來，不管你到哪，
在我看來，不管你到哪，
14:20
CA: It seems to me, everywhere you turn,
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14:22
you're facing people
who occasionally give you a hard time.
who occasionally give you a hard time.
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你不時都要面對人們給你的挑戰。
14:25
Some Uber drivers
in New York and elsewhere
in New York and elsewhere
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一些在紐約或其它地方的優步駕駛人，
14:28
are mad as hell now
because you changed the fees
because you changed the fees
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現在都快氣瘋了，因為你改變費率，
14:30
and they can barely -- they claim --
barely afford the deal anymore.
barely afford the deal anymore.
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他們抗議他們幾乎無法接受合約了。
你要如何——
14:35
How --
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14:37
You know, you said
that you started this originally --
that you started this originally --
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就如你說的，你創辦公司的初衷——
14:40
just the coolness of pressing a button
and summoning a ride.
and summoning a ride.
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僅是想簡單地按下按鈕
叫台車來搭而已。
叫台車來搭而已。
但公司的成長卻快速起飛，
14:43
This thing's taken off,
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14:45
you're affecting the whole global
economy, basically, at this point.
economy, basically, at this point.
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基本上，目前這個時間點上，
你正在影響全球經濟。
你正在影響全球經濟。
14:48
You're being forced to be,
whether you want it or not,
whether you want it or not,
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不論你是否願意，
你已經被迫成為
你已經被迫成為
14:51
a kind of global visionary
who's changing the world.
who's changing the world.
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一個正在改變世界的全球夢想家。
14:54
I mean -- who are you?
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我的意思是——你是誰？
14:55
Do you want that?
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你真的有想過會這樣嗎？
14:57
Are you ready to go with that
and be what that takes?
and be what that takes?
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你有準備好並承擔這一切嗎？
15:00
TK: Well, there's a few things
packed in that question, so --
packed in that question, so --
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崔維斯．卡蘭尼克：你一時間
問了好幾個問題，所以--
問了好幾個問題，所以--
15:04
(Laughter)
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（笑聲）
15:06
First is on the pricing side --
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首先是定價的問題——
15:09
I mean, keep in mind, right?
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我的意思是，大家記得嗎？
15:11
UberX, when we first started,
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UberX 剛起步的時候，
15:13
was literally 10 or 15 percent cheaper
than our black car product.
than our black car product.
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比我們的黑色車產品
差不多便宜10~15%。
差不多便宜10~15%。
15:17
It's now
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現在，
15:19
in many cities, half the price of a taxi.
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這個價格在許多城市
是計程車收費的一半。
是計程車收費的一半。
15:23
And we have all the data to show
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我們許多數據顯示，
15:25
that the divers are making more per hour
than they would as taxi drivers.
than they would as taxi drivers.
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所有的駕駛員每小時的收入
比他們當計程車司機時還要多。
比他們當計程車司機時還要多。
15:29
What happens is when the price goes down,
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當價格下降後，
15:32
people are more likely to take Uber
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人們就更喜歡搭優步了，
15:35
at different times of the day
than they otherwise would have,
than they otherwise would have,
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同一天不同的時間，搭的次數比之前還多，
15:38
and they're more likely to use it
in places they wouldn't have before.
in places they wouldn't have before.
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他們似乎比之前更喜歡使用它。
15:41
And what that means for a driver
is wherever he or she drops somebody off,
is wherever he or she drops somebody off,
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而對一個駕駛而言，就是無論
他們把客戶載到那裡放下來，
他們把客戶載到那裡放下來，
15:45
they're much more likely
to get a pickup and get back in.
to get a pickup and get back in.
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他們幾乎是馬上又載一個，
又放一個。
又放一個。
15:48
And so what that means
is more trips per hour,
is more trips per hour,
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意思就是，
每個小時的載客趟數變多了，
每個小時的載客趟數變多了，
15:51
more minutes of the hour
where they're productive
where they're productive
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每小時的服務分鐘也變多了，
15:53
and actually, earnings come up.
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且實際上，收入也增加了。
15:55
And we have cities where we've done
literally five or six price cuts
literally five or six price cuts
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我們有一些城市，
已經降價 5~6 次，
已經降價 5~6 次，
15:59
and have seen those price cuts
go up over time.
go up over time.
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而且隨著時間越久，
價格就降越多。
價格就降越多。
16:02
So even in New York --
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所以，即使是紐約--
16:04
We have a blog post
we call "4 Septembers" --
we call "4 Septembers" --
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我們有一個部落格文章，
叫做「四個九月」——
叫做「四個九月」——
16:07
compare the earnings
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內容就是在九月時，
16:08
September after September after September.
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比較每年的收入狀況，
16:10
Same month every year.
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每年的同一個月。
16:12
And we see the earnings going up over time
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而我們可以看到，
當價格下降後，
當價格下降後，
16:15
as the price comes down.
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司機反而赚的越多。
16:18
And there's a perfect price point --
you can't go down forever.
you can't go down forever.
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到時會有一個完美的定價——
你不能永遠降下去。
你不能永遠降下去。
16:21
And in those places
where we bring the price down
where we bring the price down
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在有些地方，我們降價後，
16:23
but we don't see those earnings pop,
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但看不到收入增加，
16:25
we bring the prices back up.
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我們就會再調整回來。
16:27
So that addresses that first part.
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所以，這解釋了你提問的第一部分。
16:29
And then the enigma and all of this --
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至於你說的傳奇和這些——
16:32
I mean, the kind of entrepreneur I am
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我的意思是，我是屬於那一種
16:35
is one that gets really excited
about solving hard problems.
about solving hard problems.
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解決困難問題會很興奮的企業家。
16:39
And the way I like to describe it
is it's kind of like a math professor.
is it's kind of like a math professor.
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我喜歡這樣形容這件事，
就是有點像數學教授。
就是有點像數學教授。
你懂嗎？如果一個數學教授
沒有困難的問題可以解決，
沒有困難的問題可以解決，
16:44
You know? If a math professor
doesn't have hard problems to solve,
doesn't have hard problems to solve,
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16:47
that's a really sad math professor.
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那他真是一個可悲的教授。
16:50
And so at Uber we like the hard problems
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所以在優步，我們喜歡困難的問題，
16:54
and we like getting excited
about those and solving them.
about those and solving them.
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而且我們對解決問題相當興奮。
16:59
But we don't want just any math problem,
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1936
但我們要的不是只有數學問題，
17:01
we want the hardest ones
that we can possibly find,
that we can possibly find,
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我們要的是我們
可以找到最難的問題，
可以找到最難的問題，
17:03
and we want the one that if you solve it,
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並找出那個可以
解決問題的關鍵因子，
解決問題的關鍵因子，
17:05
there's a little bit of a wow factor.
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那才是我們最想要的。
17:08
CA: In a couple years' time --
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克里斯．安德森：再幾年時間——
17:09
say five years' time, I don't know when --
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大約五年時間吧，我不知道何時——
17:11
you roll out your incredible
self-driving cars,
self-driving cars,
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你會推出驚人的無人駕駛車，
17:14
at probably a lower cost
than you currently pay for an Uber ride.
than you currently pay for an Uber ride.
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可能比你現在的優步車資還更便宜。
17:19
What do you say to your army
of a million drivers plus at that time?
of a million drivers plus at that time?
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到時候，面對你的百萬
駕駛人軍隊時，你要怎麼說？
駕駛人軍隊時，你要怎麼說？
17:24
TK: Explain that again --
at which time?
at which time?
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崔維斯．卡蘭尼克：
可以再解釋一下，甚麼時間點？
可以再解釋一下，甚麼時間點？
17:26
CA: At the time when
self-driving cars are coming --
self-driving cars are coming --
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克里斯．安德森：
當自動駕駛車時代來臨時——
當自動駕駛車時代來臨時——
17:28
TK: Sure, sure, sure.
Sorry, I missed that.
Sorry, I missed that.
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克里斯．安德森：好的、好的、好的，
抱歉，我沒聽清楚。
抱歉，我沒聽清楚。
17:31
CA: What do you say to a driver?
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克里斯．安德森：面對他們你要怎麼說？
17:32
TK: Well, look, I think
the first part is it's going to take --
the first part is it's going to take --
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崔維斯．卡蘭尼克：
我認為第一部分是，
我認為第一部分是，
17:35
it's likely going to take a lot longer
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無人駕駛車還有一段
17:37
than I think some of the hype
or media might expect.
or media might expect.
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比風聲或媒體預測
還要長的時間要走。
還要長的時間要走。
17:41
That's part one.
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這是第一部分。
17:42
Part two is it's going to also take --
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第二部分，會有一段過度時期，
17:44
there's going to be a long transition.
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這段時間也會很長。
17:46
These cars will work
in certain places and not in others.
in certain places and not in others.
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這些車只能在某些地方運作，
不能在其它地方運作。
不能在其它地方運作。
17:50
For us it's an interesting
challenge, right?
challenge, right?
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對我們而言，
這是很有趣的挑戰，對吧？
這是很有趣的挑戰，對吧？
17:53
Because, well --
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因為......
谷歌從 2007 年就開始投資，
17:56
Google's been investing
in this since 2007,
in this since 2007,
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17:59
Tesla's going to be doing it,
Apple's going to be doing it,
Apple's going to be doing it,
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特斯拉也開始投資，
蘋果電腦也開始投資，
蘋果電腦也開始投資，
18:02
the manufacturers
are going to be doing it.
are going to be doing it.
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1070360
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所有的製造商都開始投資了。
18:04
This is a world that's going to exist,
and for good reason.
and for good reason.
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3160
這是一個讓世界永續生存的好理由。
每年有100萬人死於車禍。
18:08
A million people die a year in cars.
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18:10
And we already looked at the billions
or even trillions of hours worldwide
or even trillions of hours worldwide
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而且我們已經看到人類
每年要花幾十億甚至幾兆個小時
每年要花幾十億甚至幾兆個小時
18:14
that people are spending sitting in them,
driving frustrated, anxious.
driving frustrated, anxious.
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浪費在車子裡面，憂慮沮喪地開車。
18:18
And think about the quality
of life that improves
of life that improves
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想像一下，
當你把時間還給人們後，
讓他們不用再憂心忡忡，
讓他們不用再憂心忡忡，
18:22
when you give people their time back
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生活品質會改善多少。
18:25
and it's not so anxiety-ridden.
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18:27
So I think there's a lot of good.
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所以，我認為會有很多好處。
18:29
And so the way we think about it
is that it's a challenge,
is that it's a challenge,
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所以，我們認為這件事，是一個挑戰，
18:32
but one for optimistic leadership,
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但，是個正向領導力的挑戰。
18:35
Where instead of resisting --
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2816
而不是對抗——
拒絕科技，
18:37
resisting technology,
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18:39
maybe like the taxi industry,
or the trolley industry --
or the trolley industry --
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像計程車業，
或電車業他們那樣抗拒——
或電車業他們那樣抗拒——
18:43
we have to embrace it
or be a part of the future.
or be a part of the future.
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我們必須擁抱它或把它成為
我們未來的一部分。
我們未來的一部分。
18:47
But how do we optimistically
lead through it?
lead through it?
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但我們要如何樂觀地
領導度過這件事呢？
領導度過這件事呢？
18:49
Are there ways to partner with cities?
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1117440
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有沒有與城市
成為夥伴關係的方式？
成為夥伴關係的方式？
18:51
Are there ways to have education systems,
vocational training, etc.,
vocational training, etc.,
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在過渡期間，有沒有教育系統或
職業訓練的方式......等等？
職業訓練的方式......等等？
18:55
for that transition period.
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18:56
It will take a lot longer
than I think we all expect,
than I think we all expect,
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這會比我認為大家期待
的時間還要長，
的時間還要長，
18:59
especially that transition period.
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特別是過度時期。
19:00
But it is a world that's going to exist,
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但這才是我們要的世界，
19:03
and it is going to be a better world.
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而且是一個更美好的世界。
19:06
CA: Travis, what you're building
is absolutely incredible
is absolutely incredible
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克里斯．安德森：
你的貢獻真的很了不起，
你的貢獻真的很了不起，
19:08
and I'm hugely grateful to you
for coming to TED and sharing so openly.
for coming to TED and sharing so openly.
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我非常榮幸能邀請你來 TED，
並這麼地敞開心胸地與我們分享。
並這麼地敞開心胸地與我們分享。
19:12
Thank you so much.
TK: Thank you very much.
TK: Thank you very much.
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非常謝謝你。
崔維斯．卡蘭尼克：非常謝謝你。
崔維斯．卡蘭尼克：非常謝謝你。
（掌聲)
19:14
(Applause)
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ABOUT THE SPEAKER
Travis Kalanick - EntrepreneurAs Uber's co-founder and former CEO, Travis Kalanick is disrupting an entrenched industry and reinventing urban transportation.
Why you should listen
In 2010, entrepreneur and angel investor Travis Kalanick, with his co-founder Garrett Camp, took a niche product -- Uber -- and turned it into a global platform that has transformed the way we move around the world.
In 68 countries and 360 cities, riders can push a button and get a ride, and drivers have a flexible, independent way to make money. With big investments in China, India, carpooling, self-driving cars and logistics, Uber's future promises to be as headline-grabbing as its past, continuing to reinvent urban transportation as we know it.
Travis Kalanick | Speaker | TED.com