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  • Today I wanted to -- well, this morning --

    今天早上

  • I want to talk about the future of human-driven transportation

    我想來談談人類交通工具的未來

  • about how we can cut congestion, pollution and parking

    以及我們如何透過共乘、減少車量

  • by getting more people into fewer cars

    來解決塞車、污染、和停車問題

  • and how we can do it with the technology that's in our pockets

    以及我們如何利用我們口袋裡的科技來辦到這件事

  • And yes, I'm talking about smartphones ...

    是的,我指的就是智慧型手機⋯⋯

  • not self-driving cars

    不是無人駕駛車

  • But to get started we've got to go back over 100 years.

    首先我們要先回溯到一百年前

  • Because it turns out there was an Uber way before Uber.

    因為早在 Uber 出現前就已經有 Uber 了

  • And if it had survived,

    而他當時若生存下去

  • the future of transportation would probably already be here.

    未來交通或許已經是現在進行式了

  • So let me introduce you to the jitney.

    讓我向各位介紹 jitney(過去小公共汽車)

  • In 1914 it was created or invented

    它源自於1914年

  • by a guy named LP Draper.

    ㄧ位名叫 LP Draper 的發明

  • He was a car salesman from LA, and he had an idea.

    一位來自洛杉磯的汽車業務靈機一動

  • Well, he was cruising around downtown Los Angeles, my hometown,

    他當時在洛杉磯,也就是我的家鄉,的市區徘徊

  • and he saw trolleys with long lines of people

    看到電車的乘客大排長龍

  • trying to get to where they wanted to go.

    等著要被載到目的地

  • He said, well, why don't I just put a sign on my car

    他想我何不在我的車上放個告示

  • that takes people wherever they want to go

    招攬乘客

  • for a jitney -- that was slang for a nickel.

    而且只要五塊錢,當時五塊錢的俗稱正是 jitney

  • And so people jumped on board,

    乘客就搭上我的車

  • and not just in Los Angeles but across the country.

    而且不僅限於洛杉磯而是整個國家

  • And within one year, by 1915,

    就在一年內,1915年

  • there were 50,000 rides per day in Seattle,

    西雅圖的乘載數是每日50,000

  • 45,000 rides per day in Kansas

    堪薩斯州的乘載數是每日45,000

  • and 150,000 rides per day in Los Angeles.

    而洛杉磯則是每日150,000

  • To give you some perspective,

    給大家一點概念

  • Uber in Los Angeles

    Uber 在洛杉磯

  • is doing 157,000 rides per day,

    的乘載數是每日157,000

  • today ... 100 years later

    這是今天的數字,也就是一百年後的今天

  • And so these are the trolley guys,

    他們就是電車男孩

  • the existing transportation monopoly at the time.

    電車當時壟斷交通市場

  • They were clearly not happy about the jitney juggernaut.

    因此對小公共汽車的崛起相當不滿

  • And so they got to work

    所以他們開始動作

  • and they went to cities across the country

    從一個城市到另一個城市

  • and got regulations put in place

    爭取交通條例

  • to slow down the growth of the jitney.

    阻礙小公共汽車的發展

  • And there were all kinds of regulations.

    所以就有各式各樣的規定條例

  • There were licenses -- often they were pricey.

    像是昂貴的駕照

  • In some cities, if you were a jitney driver,

    在一些城市中,如果你是小公共汽車的駕駛

  • you were required to be in the jitney for 16 hours a day.

    你會被規定要一天在車內16小時

  • In other cities, they required two jitney drivers for one jitney.

    也有其他城市會規定一台公共汽車中必須有兩位駕駛

  • But there was a really interesting regulation

    其中最有趣的條例是

  • which was they had to put a backseat light --

    必須在車內裝置後座燈

  • install it in every Jitney --

    每一輛小公共汽車都要

  • to stop a new pernicious innovation which they called spooning.

    來杜絕當時男女交歡的新風氣

  • All right. So what happened?

    沒錯。所以接下來呢?

  • Well, within a year this thing had taken off.

    一年之內這個玩意兒快速發展

  • But the jitney, by 1919,

    而小公共汽車的企劃,在1919年

  • was regulated completely out of existence.

    就被規定完全消失了

  • That's unfortunate ...

    真的很不幸

  • because, well, when you can't share a car,

    因為當你無法共享一台車時

  • then you have to own one.

    你就必須擁有一台車

  • And car ownership skyrocketed

    也因此車主的人數猛然上漲

  • and it's no wonder that by 2007,

    也不意外的在2007年

  • there was a car for every man, woman and child in the United States.

    所有的美國人不論男女老幼,都擁有一台車

  • And that phenomenon had gone global.

    而且這個現象蔓延到全球

  • In China by 2011,

    2011年的中國

  • there were more car sales happening in China than in the US.

    汽車業務的人口就高於美國

  • Now, all this private ownership of course had a public cost.

    現在,這些私人擁有權當然造成公共成本

  • In the US, we spend 7 billion hours a year,

    在美國,我們一年浪費七十億小時的時間

  • wasted, sitting in traffic.

    呆坐在車陣中

  • 160 billion dollars in lost productivity,

    同樣的,一千六百億美元的生產力

  • of course also sitting in traffic,

    就這樣被塞車消磨掉了

  • and one-fifth of all of our carbon footprint

    而五分之一的二氧化碳空氣污染

  • is spewed out in the air by those cars that we're sitting in.

    更是被塞車中的汽車排放到空氣之中

  • Now, that's only four percent of our problem though.

    現在,以上只是問題的4%

  • Because if you have to own a car

    因為如果你擁有一台車

  • then that means 96 percent of the time your car is sitting idle.

    代表你的車有96%的時間都是閒置的

  • And so, up to 30 percent of our land and our space

    卻要用上我們土地的30%的平面空間

  • is used storing these hunks of steel.

    來想辦法擱置這一大塊鋼鐵

  • We even have skyscrapers built for cars.

    我們甚至蓋了高樓停車場

  • That's the world we live in today.

    這就是我們的現實世界

  • Now, cities have been dealing with this problem for decades.

    很多城市也被「大眾運輸」的問題困擾多年

  • It's called mass transit.

    很多城市也被「大眾運輸」的問題困擾多年

  • And even in a city like New York City,

    甚至是像紐約市

  • one of the most densely populated in the world

    全球人口最密集的城市之一

  • and one of the most sophisticated tremendous mass transit systems in the world,

    以及全球大眾運輸系統最完善的城市之一

  • there are still 2.5 million cars

    都還有兩百五十萬輛車

  • that go over those bridges every day.

    每天都在通勤

  • Why is that?

    這是為什麼呢?

  • Well, it's because mass transit

    因為大眾運輸

  • hasn't yet figured out how to get to everybody's doorstep.

    無法挨家挨戶的載客

  • And so back in San Francisco, where I live,

    在舊金山,也就是我的居住地

  • the situation's much worse, in fact,

    這個情況更糟,事實上

  • much worse around the world.

    舊金山的情況太糟了

  • And so the beginning of Uber in 2010 was --

    2010年 Uber 剛起步時,

  • well, we just wanted to push a button and get a ride.

    當時的構想純粹是:讓乘車只有一鍵之遙

  • We didn't have any grand ambitions.

    並非什麼雄心壯志

  • But it just turned out that lots of people

    但卻發現很多人

  • wanted to push a button and get a ride,

    都想要按一個按鈕後就可以乘車

  • and ultimately what we started to see

    也讓我們開始發現

  • was a lot of duplicate rides.

    有很多重複的路線

  • We saw a lot of people pushing the same button

    我們看到很多人同時按下按鈕

  • at the same time going essentially to the same place.

    並且有相同的目的地

  • And so we started thinking about, well,

    所以我們開始思考,

  • how do we make those two trips and turn them into one.

    該如何讓兩趟相同的路線合而為一

  • Because if we did,

    因為如果我們辦得到

  • that ride would be a lot cheaper

    那乘車將會更便宜

  • up to 50 percent cheaper

    等於是半價

  • and of course for the city you've got

    而且當然爾,你的城市

  • a lot more people and a lot fewer cars.

    會有更多的人但更少的車子

  • And so the big question for us was: would it work?

    所以關鍵的問題是:這樣行得通嗎?

  • Could you have a cheaper ride

    乘車是否可以更便宜?

  • cheap enough that people would be willing to share it?

    便宜到足以讓人願意與他人共乘?

  • And the answer, fortunately, is a resounding yes.

    幸運地,這個答案是肯定的。

  • In San Francisco, before uberPOOL, we had

    在舊金山,uberPOOL之前,

  • -- well, everybody would take their car wherever the heck they wanted.

    大家愛把車開到哪就開到哪

  • And the bright colors is where we have the most cars.

    顏色越鮮豔車子越多

  • And once we introduced uberPOOL,

    但當我們推出 uberPOOL 後,

  • well, you see there's not as many bright colors.

    我們可以看到顏色鮮豔的部分減少了

  • More people getting around the city in fewer cars,

    表示大家同樣在城市中移動但更少車流量了

  • taking cars off the road.

    車流量減少

  • It looks like uberPOOL is working.

    代表 uberPOOL 是成功的

  • And so we rolled it out in Los Angeles eight months ago.

    因此,八個月後我們在洛杉磯推出該專案

  • And since then, we've taken 7.9 million miles off the roads

    自此,我們省下七百九十萬哩路

  • and we've taken 1.4 thousand metric tons of CO2 out of the air.

    並且減少空氣中1400公噸的二氧化碳污染

  • But the part that I'm really --

    但我最喜歡的部份是

  • But my favorite statistic

    數據

  • remember, I'm from LA,

    記得,我來自洛杉磯

  • I spent years of my life

    我花了好多年

  • sitting behind the wheel,

    坐在車上思考

  • going, "How do we fix this?"

    「我們該如何解決這個問題呢?」

  • my favorite part is that eight months later,

    我最開心的是在八個月後,

  • we have added 100,000 new people that are carpooling every week.

    我們帶動100,000位新人加入

  • Now, in China everything is supersized,

    現在,在中國所有的事情都是大量的

  • and so we're doing 15 million uberPOOL trips per month,

    我們 uberPOOL 在中國已經達到每月一千五百萬乘車數

  • that's 500,000 per day.

    也就是一天五十萬

  • And of course we're seeing that exponential growth happen.

    我們見證了這樣的成長

  • In fact, we're seeing it in LA, too.

    而洛杉磯的成長抑是有目共睹

  • And when I talk to my team,

    但我和我的團隊

  • we don't talk about,

    我們不會說

  • "Hey, well, 100,000 people carpooling every week...

    「嘿,現在每週有100,000參與 uberPOOL⋯⋯

  • and we're done."

    我們完成目標了。」

  • How do we get that to a million?

    而是說「我們接下來要如何達到一百萬?」

  • And in China,

    以中國來說

  • well, that could be several million.

    這數字甚至會成長為好幾百萬

  • And so uberPOOL

    所以 uberPOOL

  • is a very great solution for urban carpooling.

    對城市共乘來說是個很好的解決方法。

  • But what about the suburbs?

    那郊區呢?

  • This is the street where I grew up in Los Angeles,

    這是我在洛杉磯長大的巷弄

  • it's actually a suburb called Northridge, California,

    這裡是郊區,是加州的北嶺

  • and, well -- look, those mailboxes,

    看看這排信箱

  • they kind of just go on forever.

    他們看起來永無止盡

  • And every morning at about the same time,

    每天早上固定的時間

  • cars roll of out their driveway,

    車子會從車庫中駛出

  • most of them, one person in the car,

    幾乎都是一人開一台車

  • and they go to work,

    大家趕著上班

  • they go to their place of work.

    開著車要去公司

  • So the question for us is:

    我們要思考的問題是:

  • well, how do we turn all of these commuter cars --

    我們要如何讓這些通勤的車

  • and literally there's tens of millions of them --

    —我這裡指的車子是成千上百萬台車 —

  • how do we turn all these commuter cars into shared cars?

    我們要如何把通勤的車變成共乘的車?

  • Well, we have something for this that

    是的,為此

  • we recently launched called uberCOMMUTE.

    我們最近推出了 uberCOMMUTE

  • You get up in the morning,

    你早上起床

  • get ready for work,

    準備上班

  • get your coffee,

    泡了杯咖啡

  • go to your car and you light up the Uber app,

    準備開車出門時點開 Uber 的應用程式

  • and all of a sudden,

    就這樣

  • you become an Uber driver.

    你就成為了 Uber 司機

  • And we'll match you up with one of your neighbors on your way to work

    而我們會替你配一位鄰居乘客一起上班

  • and it's a really great thing

    這是一件很美好的事情

  • There's just one hitch ... it's called regulation.

    但現在被法規侷限了

  • So 54 cents a mile, what is that?

    一英里54塊錢,這是什麼?

  • Well, that is what the US government

    這是美國政府

  • has determined that the cost of owning a car is per mile.

    制定一輛車開駛一英里的成本價

  • You can pick up anybody in the United States

    你可以在美國載任何人

  • and take them wherever they want to go at a moment's notice,

    到任何他們想去的地方

  • for 54 cents a mile or less.

    並收取一英里少於$54塊的費用

  • But if you charge 60 cents a mile,

    但是如果你一英里收60塊

  • you're a criminal.

    你就犯法了

  • But what if for 60 cents a mile

    但要是一英里收60塊錢

  • we could get half a million more people carpooling in Los Angeles?

    可以讓洛杉磯多五十萬人共乘

  • And what if at 60 cents a mile

    然後要是一英里收60塊錢

  • we could get 50 million people carpooling in the United States?

    可以讓美國多5千萬共乘

  • If we could, it's obviously something we should do.

    如果這是可行的,那我們當然勢在必行

  • And so it goes back to the lesson of the jitney.

    這帶我們回到過去小公共汽車的教訓

  • If by 1915 this thing was taking off,

    如果1915年這玩意兒順利發展

  • imagine without the regulations that happened,

    設想當時法規沒有局限它的發展

  • if that thing could just keep going.

    要是這個交通工具繼續發展

  • How would our cities be different today?

    我們今天的城市會有何不同?

  • Would we have parks in the place of parking lots?

    公園是否將會取代停車場?

  • Well, we lost that chance.

    雖然我們已失去一次機會

  • But technology has given us another opportunity.

    但科技再度給我們另一個機會

  • Now, I'm as excited as anybody else

    我跟所有人一樣引頸期盼

  • about self-driving cars

    無人駕駛車

  • but do we have to really wait

    但我們真的要再空等

  • five, 10 or even 20 years to make our new cities a reality?

    五年十年甚至是二十年來讓更好的城市成真嗎?

  • With the technology in our pockets today,

    今天,只要靠我們口袋裡的科技

  • and a little smart regulation,

    以及一點智慧規範

  • we can turn every car into a shared car,

    我們就能把所有的車變成共乘車

  • and we can reclaim our cities starting today.

    我們今天就能開始改變城市

  • Thank you.

    謝謝大家

  • Travis, thank you.

    崔維斯,謝謝你

  • Thank you.

    謝謝

  • You know --

    你知道嗎

  • I mean the company you've built

    你的企業

  • is absolutely astounding.

    真是太不可思議了

  • You only just talked about a small part of it here

    當然你今天只分享了 Uber 的一小部分

  • a powerful part

    很強大的一部分

  • the idea of turning cars into public transport like that,

    像是將汽車變成大眾交通工具的想法

  • it's cool.

    太酷了

  • But I've got a couple of questions

    但我有一些問題想請教

  • because I know they're out there on people's minds.

    因為我知道大家心中都很好奇

  • So first of all, last week I think it was,

    首先,上個禮拜

  • I switched on my phone and tried to book an Uber

    我用手機想使用 Uber 乘車時

  • and I couldn't find the app.

    竟然找不到應用程式

  • You had this very radical, very bold, brave redesign.

    因為你們有這前衛且大膽的重新設計

  • Sure.

    是的

  • How did it go?

    這評價如何呢?

  • Did you notice other people not finding the app that day?

    你有發現當天有其他人也找不到應用程式嗎?

  • Are you going to win people over for this redesign?

    你是否會以這新的設計擄獲眾人?

  • Well, first I should probably just say,

    首先我想先談談

  • well, what we were trying to accomplish.

    我們心目中的目標

  • And I think if you know a little bit about our history,

    如果你了解我們的成立背景

  • it makes a lot more sense.

    就比較好理解

  • Which is, when we first got started,

    那就是,我們剛起步的時候

  • it was just black cars.

    只有黑色轎車

  • It was literally you push a button and get an S-Class.

    就是只要按下按鍵就有豪華轎車接送

  • And so what we did was almost what I would call

    所以我們當時在做的比較像是

  • an immature version of a luxury brand

    尚未成熟版本的奢侈品牌

  • that looked like a badge on a luxury car.

    Uber 當時像是豪華轎車的徽章

  • And as we've gone worldwide

    向全球發展後

  • and gone from S-Classes to auto rickshaws in India,

    我們在印度一手包辦從豪華轎車至成人力車

  • it became something that was important for us to go

    我們開始更重視

  • to be more accessible,

    如何更容易取得

  • to be more hyperlocal,

    如何更加本地化

  • to be about the cities we were in

    如何和所處的城市連結

  • and that's what you see with the patterns and colors.

    這就是現在圖案和顏色的設計緣由

  • And to be more iconic,

    我們也想要更具指標性

  • because a U doesn't mean anything in Sanskrit,

    因為 U 在梵文不具任何意義

  • and a U doesn't mean anything in Mandarin.

    U 在中文也不具任何意義

  • And so that was a little bit what it was about.

    這是大致上的概念

  • Now, when you first roll out something like that,

    初試啼聲時

  • I mean, your hands are sweating, you've got --

    我們手冒冷汗

  • you know, you're a little worried.

    因為我們很擔心

  • What we saw is a lot of people --

    我們看到很多人

  • actually, at the beginning,

    實際上,一開始

  • we saw a lot more people opening the app

    我們看到很多人打開應用程式

  • because they were curious what they would find

    因為他們對此感到好奇

  • when they opened it.

    當他們打開後,

  • And our numbers were

    數據結果

  • slightly up from what we expected.

    出乎意料之外

  • OK, that's cool.

    好的,我懂了

  • Now, so you, yourself,

    恩,你現在是

  • are something of an enigma, I would say.

    一種傳奇

  • Your supporters and investors,

    你的支持者和投資者

  • who have been with you the whole way,

    一路跟隨著你

  • believe that the only chance of sort of

    堅信唯一

  • taking on the powerful, entrenched interests

    擔當計程車產業根深蒂固利益

  • of taxi industry and so forth,

    的機會

  • is to have someone who is a fierce, relentless competitor,

    就是要有一位強悍心狠的競爭對手

  • which you've certainly proved to be.

    而你當之無愧

  • Some people feel you've almost taken that culture too far,

    有些人覺得你太過頭了

  • and you know -- like a year or two ago there was

    像是一兩年前曾經發生

  • a huge controversy where a lot of women got upset.

    十分具爭議性的案件,讓 Uber 成為女人的眾矢之的(一位女性乘客被駕駛綁架、性侵)

  • How did it feel like inside the company during that period?

    請問你當時在公司的感受為何呢?

  • Did you notice a loss of business?

    公司是否因此而虧損?

  • Did you learn anything from that?

    可以從中記取什麼教訓呢?

  • Well, look, I think -- I've been an entrepreneur

    我認為,我自從念高中的時候

  • since I've been in high school and you have --

    就白手起家

  • In various different ways an entrepreneur will see hard times

    而創業家會以不同的面向去面對困境

  • and for us, it was about a year and a half ago,

    對 Uber 來說,約莫一年半前

  • and for us it was hard times, too.

    是最身陷囹圄的一段時間

  • Now, inside, we felt like --

    公司內部...

  • I guess at the end of the day we felt

    我想,到頭來我們終究是

  • like we were good people doing good work,

    一群想有所貢獻的好人

  • but on the outside that wasn't evident.

    但是這需要時間才能證實

  • And so there was a lot that we had to do to sort of --

    因此我們必須完成太多事

  • We'd gone from a very small company --

    我們從一間非常小的企業

  • I mean if you go literally two and a half years ago,

    我的意思是兩年半以前

  • our company was 400 people, and today it's 6,500.

    我們的公司只有400人,如今是6,500人

  • And so when you go through that growth,

    而在成長的過程當中

  • you have to sort of cement your cultural values

    你必須接合你的企業文化價值

  • and talk about them all of the time.

    並一而再、再而三的探討

  • And make sure that people are constantly checking to say,

    確保大家時常捫心自問:

  • "Are we good people doing good work?"

    「我們是想為世界做點什麼的好人嗎?」

  • And if you check those boxes,

    若答案為「是」,

  • the next part of that is making sure you're telling your story.

    下一步便是分享自己的故事

  • And I think we learned a lot of lessons

    我認為過程中我們學到很多

  • but I think at the end of it we came out stronger.

    這樣的磨練亦讓我們日益茁壯

  • But it was certainly a difficult period.

    當然,瓶頸、障礙在所難免

  • It seems to me, everywhere you turn,

    在我看來,好像不論你到哪裡

  • you're facing people

    你都在面對

  • who occasionally give you a hard time.

    總是找你麻煩的人

  • Some Uber drivers in New York

    聽說紐約以及其他地方一些 Uber 司機

  • and elsewhere are mad as hell now

    對你感到不滿

  • because you changed the fees

    因為你改變收費金額了

  • and they can barely -- they claim --

    他們表示這讓他們

  • barely afford the deal anymore.

    幾乎入不敷出

  • How

    要如何

  • You know, you said that you started this originally

    你說你的初衷是

  • just the coolness of pressing a button

    按下按鍵

  • and summoning a ride.

    就能乘車

  • This thing's taken off,

    而今天你辦到了

  • you're affecting the whole global economy,

    並且正在影響全球經濟

  • basically, at this point.

    基本上,這個時候

  • You're being forced to be,

    不論你是否願意

  • whether you want it or not,

    你已經被迫成為

  • a kind of global visionary who's changing the world.

    一個正在改變世界的全球夢想家

  • I mean -- who are you?

    我說,你是誰?

  • Do you want that?

    這是你心之所嚮嗎?

  • Are you ready to go with that and be what that takes?

    你是否已經準備承受這些結果了呢?

  • Well, there's a few things packed in that question, so --

    是的,這個問題包含了很多小問題,所以⋯⋯

  • First is on the pricing side --

    首先是定價的問題

  • I mean, keep in mind, right?

    大家請記得,

  • UberX, when we first started,

    UberX 剛起步的時候

  • was literally 10 or 15 percent cheaper

    整整比我們的黑色轎車

  • than our black car product.

    便宜了10%或15%

  • It's now in many cities, half the price of a taxi.

    而且這個價格在許多城市是計程車收費的一半

  • And we have all the data to show that

    而且許多數據顯示

  • the divers are making more per hour

    Uber 司機每小時所賺取的錢

  • than they would as taxi drivers.

    比計程車司機來得多

  • What happens is when the price goes down,

    事實上當價格下降後

  • people are more likely to take Uber

    更多人會更願意

  • at different times of the day,

    在不同的時間搭乘 Uber

  • than they otherwise would have

    相較於其他情況

  • and they're more likely to use it in places

    且他們會比過去

  • they wouldn't have before.

    在更多不同的地方用 Uber

  • And what that means for a driver is

    對 Uber 司機而言

  • wherever he or she drops somebody off,

    他或她不管載乘客到任何目的地

  • they're much more likely to get a pickup and get back in.

    他們在現場再接到新乘客的機率更高

  • And so what that means is more trips per hour,

    而這也代表了一小時有更多趟車程

  • more minutes of the hour where they're productive

    他們每小時有生產力的時間就更多了

  • and actually, earnings come up.

    所以實際上,他們的收入是增加的

  • And we have cities where

    我們在一些城市

  • we've done literally five or six price cuts

    實施五到六次的減價

  • and have seen those price cuts go up over time.

    並且看到這些減價隨著時間上升

  • So even in New York

    所以在紐約

  • We have a blog post we call "4 Septembers"

    我們有篇部落格文章叫「四個九月」

  • compare the earnings September after September after September.

    比較每年九月的收入

  • Same month every year.

    每年的同一個月

  • And we see the earnings going up over time

    我們看到的是收入逐年上升

  • as the price comes down.

    而價錢遞減

  • And there's a perfect price point --

    並且達到一個完美的定價

  • you can't go down forever.

    因為減價的程度有其底線在

  • And in those places where we bring the price down

    在我們降價的那些地方

  • but we don't see those earnings pop,

    如果我們沒有看到收入的上升

  • we bring the prices back up.

    我們會再主動提高定價

  • So that addresses that first part.

    這解釋了你提問的第一部分

  • And then the enigma and all of this -- I mean,

    然後是你說的傳奇和這些⋯⋯

  • the kind of entrepreneur I am

    我是屬於

  • is one that gets really excited about solving hard problems.

    樂於接受挑戰並且解決難題的創業家

  • And the way I like to describe it

    我喜歡

  • is it's kind of like a math professor.

    把自己比喻成數學教授

  • You know?

    你懂嗎?

  • If a math professor doesn't have hard problems to solve,

    如果一位數學教授沒有碰到艱澀的數學題目

  • that's a really sad math professor.

    那他勢必不會開心

  • And so at Uber we like the hard problems

    所以 Uber 對挑戰毫無畏懼

  • and we like getting excited about those and solving them.

    破解這些難題十分振奮人心

  • But we don't want just any math problem,

    但期望遇到的並非一般的難題

  • we want the hardest ones that we can possibly find,

    而是最艱澀困難的

  • and we want the one that if you solve it,

    而且是一但解決了之後

  • there's a little bit of a wow factor.

    會讓人嘖嘖稱奇的那種

  • In a couple years' time -- say five years' time,

    再過幾年以後,或許是五年吧

  • I don't know when

    我不知道何時

  • you roll out your incredible self-driving cars,

    你乘坐著那不可思議的無人駕駛車

  • at probably a lower cost than

    成本可能甚至比

  • you currently pay for an Uber ride.

    一趟 Uber 的錢更低

  • What do you say to your army of a million drivers plus at that time?

    到時候你要怎麼向你上百萬位司機交代呢?

  • Explain that again -- at which time?

    請再解釋一次,什麼時間點呢?

  • At the time when self-driving cars are coming --

    當無人駕駛車來臨的時候

  • Sure, sure, sure. Sorry, I missed that.

    是,是,是。不好意思,我沒聽到

  • What do you say to a driver?

    你會對 Uber 司機怎麼說呢?

  • Well, look, I think the first part is it's going to take --

    我想首先這會花費

  • it's likely going to take a lot longer

    這將會花費比

  • than I think some of the hype or media might expect.

    風聲和媒體預期的更長久的時間

  • That's part one.

    這是第一點

  • Part two is it's going to also take --

    第二點是這也會需要

  • there's going to be a long transition.

    一段很長的過渡期

  • These cars will work in certain places and not in others.

    這些無人駕駛車會先在特定地點運作,而世界各地

  • For us it's an interesting challenge, right?

    這對我們來說是個有趣的挑戰,對吧?

  • Because, well -- Google's been investing in this since 2007,

    因為 Google 自從2007年就開始投資

  • Tesla's going to be doing it,

    Tesla 即將要做這件事

  • Apple's going to be doing it,

    Apple 也是

  • the manufacturers are going to be doing it.

    所有的製造業者都將投入於此

  • This is a world that's going to exist, and for good reason.

    無人駕駛車未來勢在必行,而且這絕對是有益的。

  • A million people die a year in cars.

    每年共有一百萬人死於車禍

  • And we already looked at the billions or even trillions of hours worldwide

    而且我們也看到全球

  • that people are spending sitting in them, driving frustrated, anxious.

    耗費數百萬個小時呆坐在車陣中,緊張煩躁地開車

  • And think about the quality of life that improves

    試著想想當你把這些時間還給人們後

  • when you give people their time back

    人們的生活品質會有多大的提升

  • and it's not so anxiety-ridden.

    而開車再也沒有壓力

  • So I think there's a lot of good.

    所以我認為這其中有很多好處

  • And so the way we think about it is that it's a challenge,

    所以我們會視其為挑戰

  • but one for optimistic leadership,

    但是個正向領導力的挑戰

  • Where instead of resisting -- resisting technology,

    所以比起抗拒科技,

  • maybe like the taxi industry,

    像計程車產業抗拒科技

  • or the trolley industry --

    或是電車產業

  • we have to embrace it or be a part of the future.

    我們 Uber 選擇擁抱科技並且當未來的一部分

  • But how do we optimistically lead through it?

    但我們要如何樂觀地引領 Uber 呢?

  • Are there ways to partner with cities?

    是否有辦法與城市合作?

  • Are there ways to have education systems,

    是否有方法建立教育系統

  • vocational training, etc., for that transition period.

    或是職業訓練等,來熬過過渡期?

  • It will take a lot longer than I think we all expect,

    因為我認為這會花費比我們想像中更久的時間

  • especially that transition period.

    尤其是那過渡期

  • But it is a world that's going to exist,

    但這是未來一定會發生的事

  • and it is going to be a better world.

    而且一定是個更美好的世界

  • Travis, what you're building is absolutely incredible

    崔維斯,你的企業非常不可思議

  • and I'm hugely grateful to you for coming to TED and sharing so openly.

    並且我很感謝你今天蒞臨 TED 精彩演說

  • Thank you so much.

    非常謝謝你

  • Thank you very much.

    謝謝你

Today I wanted to -- well, this morning --

今天早上

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