Corey Hajim: Today, our guest is Dan Schulman, CEO of PayPal. When most of us think of PayPal, we think of buying something online or paying a friend back for a drink using Venmo. But PayPal has also become a major financial services player, often acting as an alternative to a traditional bank. During this pandemic, PayPal has supported small businesses around the world by providing loans, waiving fees and increasing cash back programs. It has also worked with the US government on its Paycheck Protection Program, as well as distributing stimulus checks. It has enabled an outpouring of generosity online as well. The trend towards digital payments, or what we might now want to think of as "contactless payments," has massively accelerated, and it's changing forever how we think about commerce. So I'm really excited to have Dan here with us. Thank you so much, Dan.
科里·哈吉姆:今天,我们的嘉宾 是 PayPal 首席执行官丹·舒尔曼。 当我们大多数人想到 PayPal 时, 都会想到网上购物, 或者使用 Venmo 给朋友打买饮料的钱。 但 PayPal 也是 一家重要的金融服务公司, 经常作为传统银行的 替代机构运行。 在这场流行疫情中 , PayPal 通过提供贷款,免收费用 和增加现金返还的计划, 帮助了世界各地的小型企业。 它还与美国政府一起 进行了“薪水保护计划”, 并发放经济刺激支票。 同时,PayPal 也使人们 在网上慷慨解囊成为了可能。 电子支付, 或者我们目前更习惯 称之为“非接触式付款”的趋势, 已经大大加速了, 它永远改变了 我们思考商业的方式。 很高兴丹今天能够加入我们。 非常感谢,丹。
Dan Schulman: Thanks for having me, Corey. Pleasure to be here with you.
丹:感谢你邀请我,科里。 很高兴能够参与这场对话。
CH: Glad to see you. So let's dive right in. Within a few months of this pandemic's arrival, more than 30 million people have filed for unemployment in the United States alone. These are certainly unusual circumstances, but it seems clear we were running very close to the edge, and now so many businesses and their employees are facing huge financial challenges. How worried are you?
科里:很高兴见到你。 我们开门见山好了。 在疫情到来的几个月内, 仅在美国 就有超过 3000 万人申请失业。 这显然很不寻常, 但无疑,事情随时可能进一步恶化。 现在有很多企业和员工 面临着巨大的财务困境。 你是否也感到非常担忧?
DS: Well, I think the crisis has exposed three things. Obviously, it's a health crisis for so many people. Second thing is, that health crisis has ricocheted, and the world is now in an economic crisis. And the third crisis that we don't talk so much about but I think is impacting the way that we're going to live our lives going forward is: this is a psychological crisis as well. People are reexamining their place in the world, what's happening in the world, how they're going to live their lives, both in the pandemic and postpandemic. And so I think this is something that each of those phases will need to be dealt with.
丹:我认为这场危机 暴露了三件事。 显然,对很多人来说, 这是一场健康危机。 第二件事是, 这个健康危机影响范围更大了, 世界正处于经济危机中。 第三个我们没有过多谈论的危机, 我认为是正在影响 我们未来生活方式的 一场心理危机。 人们正在重新审视 自己在世界上的位置 , 世界上正在发生的事情, 疫情期间和疫情结束后 他们将如何生活。 所以我认为这是每个阶段 都需要处理的事。
But you said this, and I completely agree with you: there was an economic crisis happening well before the pandemic exposed this. It's kind of like the water level came down and exposed what was already there. You had, for instance, in the US, 185 million adults in the US struggling to make ends meet at the end of the month. You have over 70 million adults that are really outside of the financial system, spending over 140 billion dollars on high interest rates, unnecessary fees and struggling as well. And so I think what this has really done -- because you can't ignore 20, 25 percent unemployment rates -- it's exposed this crisis and forced a lot of people into, maybe, actions that they might not have taken without this crisis happening.
既然你提出来了, 我也完全同意您的观点: 在疫情暴露这些问题之前, 我们就已经经历着一场经济危机。 就像水位下降时 暴露出了已经存在的东西。 举个例子,在美国, 有 1.85 亿成年人 在月底就已经或接近透支了。 有超过 7000 万成年人 被排斥在了金融体系之外, 在高利率, 不必要的费用 和日常支出上 花费了超过 1400 亿美元。 所以我认为, 这一切造成的后果是—— 因为我们无法忽略 20% 到 25% 的失业率—— 它暴露了这个危机, 并迫使很多人被卷入 如果没有这场危机 他们就不会采取的行动中。
CH: Yeah, I think that's right. There are so many challenges and so many opportunities, and I think you've spoken of this opportunity of digital transactions being helpful to people, and obviously the trend, as you've said, has massively accelerated and pushed us into this world even further. So I'm curious: What does the world look like without cash? Or less cash? What are the advantages and what are the challenges of making that transition?
科里:是的,我同意这一点。 如今有着太多的挑战, 同时也有着太多机遇。 你也指出了未来数字化交易 给人们提供了便利这一机遇。 而且就像你所说的 是显而易见的趋势, 极大地加速并推动了 我们迈向这个新世界。 所以我非常好奇, 一个没有,或者只有 很少现金流通的世界 会是怎样一番景象? 这种转变的好处是什么? 又面临哪些挑战?
DS: I think some of the trends that are emerging coming out of this pandemic or coming into it and as we look forward is, clearly, this has been a discontinuous change in the trend line as we move from physical to digital. I think we've accelerated many forms of digital capabilities by three to five years. And that can be from digital payments to telemedicine to really changing the face of retail and how we think about retailing, changing the face of entertainment, even changing the way governments think about managing and moving money and really thinking about digital currencies going forward. And so I think there are a tremendous number of changes that will occur during this pandemic and coming out of it. Digital payments is obviously one of the big ones that will happen. I mean, cash has been around for quite some time, thousands of years. I would not be so bold as to predict its full demise. Many people have been wrong doing that. But there is no question right now that you will see an acceleration of the demise of cash. Last year, you had over 18 trillion dollars of cash spent at retail. Eighty-five percent of the world's transactions today are done in cash still. But the really big change right now towards digital payments, and that's both the advent and the acceleration of commerce that's happening, as well as the shift to in-store contactless payments, as you said, and the real impetus for that is health reasons. People do not want to hand over money. They do not want to touch screens. They don't want to pick up a pen and sign at the point of sale. And so there is a demand for contactless payments and digital payments to keep social distancing requirements in place, to protect the health of cashiers, to protect the health of consumers. And I think we are going to see, we are already seeing in our business, a surge in digital payments across the world.
丹:我认为, 从这场疫情衍生出来的, 或是进入其中的一些趋势, 正如我们期待的, 很显然,从纸币 向电子支付过渡的过程 是一个非连续的趋势线变化。 我认为我们已经 将多种数字化功能 实现的进程加速了三到五年。 这种变化从电子支付 到远程医疗都有所体现, 真正改变了零售业的面貌 以及我们对零售的看法; 改变了我们的娱乐方式, 甚至改变了政府思考 管理和转移货币的方式, 并且开始认真思考 电子货币的未来。 所以我认为,在这场疫情 和疫情结束后的时期, 我们将会面对 翻天覆地的变化。 电子支付显然是 注定发生的大事之一。 我们使用现金 已有数千年的历史。 我不会那么大胆 预测现金会被彻底取代。 许多人那样认为, 其实是错误的。 但是现在,毫无疑问, 你会发现现金在加速消亡。 去年,全球零售业 有超过 18 万亿美元现金的流水。 当今世界 85% 的交易 依然通过现金来完成。 但是现在 电子支付的巨大变化, 以及商业的进步与加速 也正在发生, 包括如你所说, 向店內非接触式支付转型, 其背后的真正动力都是健康因素。 人们不愿意交付纸币。 他们不想触摸屏幕。 他们也不想拿起笔 在账单上签名。 所以对非接触式支付和电子支付 存在一类需求: 保持社交距离, 保护出纳员的健康, 保护消费者的健康。 在我们的业务中已经观察到了 世界范围内电子支付行为的激增。
CH: It seems like a great opportunity, but how do we make sure that this transition is inclusive? I mean, you've talked about how so many people are underserved by the traditional banking industry. How do we make sure that those people have that opportunity? And it feels like a smartphone becomes an essential item. How do we address that?
科里:听起来 这是一个巨大的机会, 但我们如何确定 这一转变具有包容性? 你已经提到大多数人 未曾享受到传统银行业完善的服务。 我们怎么确保他们 也有同样的机会? 电子支付好像 已经如同智能手机一样 成为了生活中必不可少的事物。 我们该如何解决?
DS: Yeah. I do think that a mobile is really a key to unlocking this. I've often said that, really, one of the big moon shots for the financial services industry is this idea of not just financial inclusion. Most people define financial inclusion by somebody having access to a bank account, but just having access to a bank account is not nearly enough. I think what we need to aim for is how do we think about financial health? How do we make sure that people have the ability to have some wherewithal to create savings to withstand some kind of financial shock to the system? I do think that mobile phones will be the way that this occurs and will be very inclusive going forward.
丹:是的, 我确信移动设备 是解决这个问题的关键。 我经常说, 金融服务业的一大强心剂就是 不仅只有金融包容性的理念。 通常大部分人将金融包容性 定义为人们有权使用银行账户。 但事实上, 仅有使用权还远远不够。 我认为我们需要把目标定为: 我们如何看待财务健康? 我们如何确保人们有能力 储备足够的资金, 以应对经济环境带来的财务冲击? 我坚定地认为 手机会是解决方法, 并且在未来也能 拥有很好的包容性。
There are going to be something like six billion smartphones in the world over the next several years. The cost of a smartphone is plummeting. I think in India now you can buy a smartphone for under 25 dollars. So you're going to have ubiquity of smartphones across the world, and, in fact, what's very interesting is, in lower-income populations, there is a greater penetration of smartphones than in higher income because the smartphone is the only device that somebody has. Higher-income individuals may have desktops or iPads, that kind of thing, but lower income can afford one device, and they choose it to be a smartphone because they can get and live their life through that one device.
在未来的若干年内, 全世界智能手机的数量 将达到 60 亿。 智能手机的成本正在直线下降, 在印度,不到 25 美元, 就可以买到一部智能手机。 你会发现智能手机 在全世界都无处不在。 事实上很有意思的是, 在较低收入人群中, 智能手机的渗透率 要高于高收入人群。 因为手机是他们唯一的电子设备。 高收入个体也许有台式电脑 或 iPad 之类的设备, 但是低收入个体 只负担得起一个电子设备, 而他们选择的是智能手机。 因为他们可以负担得起, 并且用这一台设备生活。
And think about that one device. Really, you have all the power of a bank branch in the palm of your hands. And when you can start to create distribution of services, financial services, through a smartphone, you then are able to manage and move money in ways that we couldn't do traditionally.
想一想有这样一个设备, 可以实现一个银行支行 所提供的所有服务。 当你可以开始 通过智能手机 进行金融服务分配时, 你就可以通过 用传统途径无法实现的方式 来管理和移动资金。
In the physical world, if you get a check, you need to then go to a cash checking place to cash it. You stand in line for 30 minutes. They then charge you anywhere between two and five percent to just change the format of currency from a check to cash. And then you have cash and you want to pay a bill. You need to stand in line again at a bill pay, and then you have to pay maybe 10 dollars for an individual bill as a fee. If you do that via a smartphone, I believe that not only do you save a tremendous amount of time, because if you're outside the financial system, managing and moving money is practically a part-time job to go and do that, so not only do you save time and return time to individuals, but you can cut the cost of transactions by anywhere between 50 and 75 percent. And remember that $140 billion number that I gave you? And that's just in the US. Imagine if you could cut that in half and return that to the most vulnerable populations that need it most. So I think there's tremendous promise in the use of technology to help provide both inclusion and make sure there aren't digital haves and have-nots, but also to start on this journey towards financial health.
在现实世界, 如果你有一张支票, 你需要去特定地点进行兑换。 你需要排队 30 分钟, 他们还要收取你 2% 到 5% 的手续费—— 仅仅是改变了货币的形式, 从支票到现金。 然后你拿着现金想要支付账单, 你同样要在特定地点 排队等候服务。 之后你或许还需要为 一份单独的账单 支付 10 美元作为手续费。 如果用智能手机完成上述步骤, 我相信你不仅可以节省大量时间, 因为你在金融系统之外—— 管理和移动资金 实际上相当于一份兼职工作—— 所以这样一来, 你不仅可以为个人节省时间, 还可以省去 50% 到 75%的 交易手续费。 还记得我说过的 1400 亿美元吗? 这只是在美国的数字。 试想如果你可以省下一半, 返还给那些最需要经济支援的 弱势群体会如何。 所以我认为技术在 帮助提供包容性, 无差别对待所有人, 并最终走向财务健康这些方面 拥有相当大的潜力。
CH: Yeah, I think a lot of people don't realize that you don't need a bank account or even a credit card to open a PayPal account, which is super-interesting. I mean, do you see a time where traditional banks don't exist or at least play a much smaller role in the financial services industry?
科里:我相信大多数人 还没有意识到 开通一个 PayPal 账户, 你不需要银行账户, 甚至是信用卡。 这是很有趣的事情。 你见过什么时候 传统银行在金融服务业 不存在或是只发挥着 极小的作用吗?
DS: Well, I think the entire financial services industry is evolving right now, and so I think banks will always play a role, or as far into the future as I can see, but it will evolve. I mean, think about basic credit cards. Today, you think about a credit card, and you think about it predominantly as a form factor, something that you pull out of your pocket. Sometimes there's status associated with what you're pulling out of your pocket, depending on the color of that credit card. But really I think those form factors start to go away and become embedded in digital wallets. So credit will always be an important element.
丹:整个金融服务业 都在不停进化。 我认为在我能预见到的未来, 银行会一直发挥作用, 但它一定会进化。 想想最基本的信用卡。 今天,你想到信用卡, 你大概最先想到的 只是它的外形尺寸, 是你从口袋里拿出来的东西。 有时它使人联想到你的社会地位, 这取决于信用卡的颜色。 但我真的认为那些外在形式 正在开始消失, 并被嵌入到数字钱包之中。 信用将始终是一个重要元素。
You know, most people in the world, it isn't that their cash outlays exceed their cash intake. It's just that they're not evenly distributed. So there are times where your cash outflows exceed your cash intake, and there, you need some form of credit to make up that difference. And so I think forms of credit will always be an important element. But the way that you extend credit will change going forward, the way that you think about scoring people in terms of can they handle credit. You know, traditionally, in more developed countries, you use what's called FICO scores or bureau scores, but those ignore so many of the financial transactions that people who are outside the financial system do, like paying rent or paying their bills on time. And with the data and information and machine learning around that -- and we need to be careful that there aren't biases built into those algorithms -- we can start to do things that could never be done before.
世界上大多数人 不是现金支出超过收入, 只是它们分布不均。 所以有时你会入不敷出。 因此你需要通过某种形式的信贷 来弥补这种差异。 信贷的形式始终是重要的要素。 但是,今后你扩大信贷的方式 将会不断改变, 即根据人们是否能处理信用信息 来给他们评分的方式也会变。 从传统意义上来说, 在更多发达国家, 人们使用 FICO 信用评分 或政府当局的信用评分。 但它们都忽略了 金融体系之外的大量人群 进行的金融交易, 像是准时支付租金或还清账单。 有了相关的数据、信息 和机器学习技术—— 我们要小心保证 这些算法不带有偏见—— 我们就可以做出 以前根本无法做到的事。
I'll just give you one quick example. We're one of the largest providers of working capital to small businesses in the world. We're probably one of the top five in the United States. So we've done over 14, 15 billion dollars of lending of working capital to small businesses. Seventy percent of that goes to the 30 percent of counties where 10 or more banks have closed branches. And where do banks close branches? Banks close branches in neighborhoods where the median income is below the national average, which makes sense because for a branch to be profitable, they need a certain amount of deposits for that branch to actually be profitable. And so, in lower income neighborhoods, branches are starting to close. So why are 70 percent of our loans in those lower income neighborhoods? It's because we do machine learning. We don't even look at FICO scores or bureau scores. We look at a number of different data elements. And so we can lend into those lower income neighborhoods where nobody else can, and when we do that, the average sale of a small business goes up by 22 percent. And imagine the impact that has on communities and neighborhoods where they can finally get the working capital to expand those small businesses. And I think that's a perfect example of the promise of what technology and financial services married together can do.
举一个简单的例子。 我们是世界上 最大的小企业 运营资金提供商之一, 也许在美国业内能排到前五。 我们向小企业提供的运营资金 超过了 140 - 150 亿美元, 其中 70% 的贷款流向了 有 10 家或更多银行分行 关闭的县中的 30%。 银行在哪里关闭分行? 它们关闭的分行所在的街区, 都是那些收入中位数 低于全国平均水平的。 这说得通, 因为银行分行想要盈利, 他们需要一定量的存款 才能保证分行盈利。 因此,在那些低收入的街区 分行开始陆续关闭。 那么,为什么我们 70% 的贷款 流向了那些低收入的社区? 这是因为我们用 机器学习进行了分析。 我们甚至不看 FICO 信用评分 或政府当局信用评分。 我们看了许多不同数据因素。 于是便可以把资金借给 那些低收入社区, 而别人都做不到, 而且当我们这么做时, 小企业的平均销售额 上升了 22%。 想象一下由此给 社区、街道带来的影响, 它们终于能够得到运营资金 来扩大小企业的规模。 我认为这个例子完美的证明了 技术和金融服务相结合 所发挥的巨大作用。
CH: I think it's so interesting. I'm curious. The tech industry has been criticized for amassing power over society, not that the banking industry isn't criticized. But what do you say about people who might be worried about tech companies taking on even more influence and control over what's happening in their lives?
科里:我认为这非常有趣。 我很好奇, 科技产业长期 因积累社会力量而受到批评—— 倒不是说银行业没有被批评—— 你怎么看人们有可能 会担心科技公司 会对他们生活中正在发生的事情 施加更大的影响力和控制力?
DS: Yeah. Well, I think what's so important for any company and tech companies is to respect the boundaries in terms of what consumers expect from a company that serves them. I think the most important brand attribute that a company can have is trust, and trust comes from the understanding that a company respects your privacy and will not sell your data or information, that it can perform transactions in a secure manner so that your transactions are protected. And I think those are kind of foundational, and I think any company needs to respect that. They need to assure that consumers have the privacy that they desire and the safety and security that is required to serve them the right way.
丹:没错。 我认为对于任何公司, 包括科技公司, 就消费者对提供服务的 公司的期望而言, 最重要的都是尊重界限。 我认为公司最重要的 品牌属性是信任。 信任来自于 公司尊重个人隐私, 不会贩卖你的数据和信息, 以及对公司能 以安全的方式进行交易, 让你的交易得到保障的理解。 我认为这些都是基础的, 任何公司都需要尊重这一点。 他们需要确保消费者 拥有他们渴望的隐私权 以及所必需的安全性和安全感, 才能正确地服务客户。
CH: And obviously, you've gained a lot of trust with the US government. Maybe we could talk a little bit about how you've been working with them to distribute some money through the Paycheck Protection Program. And I was curious, I've been reading about it, and it sounds like 30 million-ish small businesses in the United States are able to get those funds, but only six million have received the loans. What do you think's happened?
科里:很显然,你们已经 取得了美国政府相当程度的信任。 或许我们可以稍微谈谈 你们是如何与他们进行合作, 通过工资支票保护计划分配资金。 我也想知道, 我曾经了解过一些相关信息, 大概意思就是, 美国约 3000 万家小企业 有资格得到那些资金, 但是只有 600 万企业收到了贷款。 你对此怎么看?
DS: Yep. Well, I think initially, the government -- and I give them a lot of credit -- they responded quite quickly with a 3 trillion dollar stimulus package. These are massive numbers that were happening in very condensed time frames. We were working with various agencies, very closely with the Treasury Department, in terms of distribution of the stimulus. And they were working literally night and day on this. The Small Business Administration was working night and day. But these are volumes that have never been seen before running through these systems, and the first tranche of those loans was very difficult. There were a lot of technical difficulties in getting those out to small businesses. And that first tranche was not enough, and it was quickly used, and there are still a host of small businesses that needed money.
丹:没错。 我想,在最初,政府—— 我觉得政府在这件事上做得不错—— 他们对 3 万亿美元的 经济刺激方案 做出了迅速的回应。 这些都是在极短的时间内 被决定的巨大数字。 就刺激资金的分配来说, 我们在同许多不同的机构共事, 与财政部关系非常密切。 他们的确在 夜以继日地为此努力。 小微企业管理部门 也在日夜工作着。 这个规模 是这一运行体系下从未有过的, 首批贷款的分配 遇到了很多困难。 在分配资金给小企业时 遇到了许多技术难题。 首批贷款数额不足, 而且很快就用光了。 同时仍然有大批小企业 需要钱。
The second tranche that came out is still actually in effect. It has not been used up, and we are continuing to lend on that. We've been able to lend to some 50,000 small businesses. We've lent out about 1.7 billion dollars, and our loan size, which really I'm proud of, is about 31,000 dollars. The average that a bank does is between 100 and 125,000 dollars. So we are lending to these true small businesses on Main Street, and I'm proud that we've been able to go do that, and I think we should give credit to the US government and governments around the world that are taking this quite seriously and putting a tremendous amount, a percentage of their GDP, towards the rescue of small businesses and towards trying to take care of consumers that find themselves in really difficult straits right now.
第二批贷款 目前实际上仍然有效。 资金还有剩余, 我们还在继续提供贷款。 我们已经能够贷款给 大约 5 万家小企业。 我们已经借出 17 亿美元, 而我们的贷款规模—— 也让我觉得非常自豪—— 大约是 31000 美元。 银行提供的额度平均在 100 到 12.5 万美元之间。 所以我们在贷款给 属于经济主体的真正的小企业。 我也为我们已经 能够做到这一点而骄傲。 我们应该把功劳归功于美国政府, 还有世界上其他政府, 那些认真对待此事, 投入相当于 1% GDP 的资金, 来拯救小微企业 并且试图惠及 身处艰难境地的小企业的政府。
And we've been trying to, instead of people mailing out checks, which is ridiculous in today's world -- people aren't living where they think they're going to be living, they're with their parents or with friends or in a different location, and mailing a check and then having to take a check and go somewhere, which you can't even go if you're sheltered in place, to cash it, doing that electronically just makes a ton more sense -- and we've been working with the IRS and Treasury and other government agencies to distribute that electronically.
我们也一直尝试着, 不再给人们邮寄支票这一在今天看来 已经有些可笑的行为—— 人们很可能已经搬家了, 或者和父母、朋友住在一起。 或是住在其它地点。 如果给他们邮寄支票, 然后他们在疫情期间不让外出时, 又不得不去某个地方 兑现支票, 而电子支付的方式则更符合常理—— 我们已经在和美国税务局和财政部, 以及其他政府机构合作 来分配电子支票。
CH: Yeah, that makes a lot of sense. It's a massive, massive project for all of us. Whitney is here with some questions from our community.
科里:没错,这的确更合理。 这是一个对我们所有人来说 规模都相当庞大的项目。 我想惠特妮带来了 一些观众的问题。
DS: Hello, Whitney.
丹:你好,惠特妮。
Whitney Pennington Rodgers: Hello Dan. How are you? So the community has some interesting questions following up on what you were talking about earlier about security. We have a question from Marc -- and I apologize in advance if I mispronounce your name, Marc -- Marc Vanlerberghe: "The move to digital cash could be one more step towards creating the perfect surveillance state. How do we avoid this from happening?"
惠特妮: 你好,丹,最近怎么样? TED 社区的观众刚刚 提出了一些有趣的问题, 涉及到了你之前谈到的 关于安全的话题。 我们有一个来自马克的问题: 如果我念错了你的名字, 我很抱歉,马克。 马克·凡勒伯格问: “向数字现金的转型可能导致 我们向被 ‘完美监控’ 更近了一步。 我们如何避免发生这种情况?”
DS: Yeah, well, this is what I was talking about, Marc, before. I mean, I think this idea of trust is incredibly important. I think the only companies that will be successful -- and I think we hold a lot of this in our own hands as consumers, by the way; we need to be aware of data and information that we're giving and to what companies we're doing that with -- but I think the companies that will be successful are those that have a high degree of trust, and trust happens by protecting your privacy but also very much assuring that your transactions in a digital world are safe and secure. I mean, the idea of cybersecurity has always been important, but is ever more important as we move from physical to digital, and that's where large data sets are important, because a consumer's identity is stolen every two seconds. Every two seconds, some consumer has their identity stolen. And so we have to be, for instance, we have to be sure that even when you sign in with your credentials, they're actually real credentials. We have to look at 30 to 100 different elements of that transaction to make sure it's really you before we let that money out of your account. And so there is a combination of making sure you have enough data to protect somebody but also assure that your privacy is held sacrosanct, and I think that is a balancing act and one that needs to happen in order for us to do this successfully.
丹:好的,这正是 我之前提到的,马克。 我认为信任这一概念 是极其重要的。 我认为唯一会成功的公司—— 顺带一提,我认为我们作为消费者 面对着大量这样的公司—— 我们需要知晓 我们提供了哪些数据和信息, 以及我们在把它们提供给哪家公司。 我认为最有可能成功的公司, 都有着很高的信任度, 不仅体现在保护你的隐私, 也体现在保证你的数字交易 是安全且可靠的。 我是说,网络安全的想法 自始至终都非常重要, 尤其是在我们从实体到 数字化的转变过程中, 这也体现了大量数据的重要性。 因为每两秒就有一个 消费者身份信息被盗。 每两秒,某个消费者的 个人身份信息就会被盗。 因此,我们需要确认 即使当你使用密码 登录你的账号时, 它们是实际上真正的凭据。 我们必须查看交易中的 30 到 100 个不同的要素, 确保确实是你本人操作, 然后才会让钱 从你的账户里被转出去。 因此,这一系列的操作 既可以确保你有足够的数据 来保护某个客户, 也可以保证你的隐私权 是神圣不可侵犯的, 我认为这是一个亟待执行的 平衡的做法, 让我们可以成功地保证账户安全。
WPR: Great, and actually sort of going from digital cash to digital currency, we have another question from Simone Ross in our community about the opportunity that exists for digital currency. She mentioned that PayPal pulled out of Libra. What would it take for a truly inclusive digital currency to take hold here?
惠特妮:太好了,实际上也是 从数字现金到数字货币的转变。 下一个问题来自 西蒙妮·罗斯, 关于数字货币可能存在的机遇。 她提到 PayPal 退出了Libra (Facebook 旗下全球数字加密货币平台)。 真正包容性的数字货币 需要如何站稳脚跟?
DS: Yeah. I think there is a tremendous amount of promise as we think about digital currencies. Our pulling out of Libra had nothing to do with our firm conviction that blockchain and other forms of maybe stable coin currencies are extremely important and can be very, very helpful, especially in different parts of the world. As we think about stability in different parts of the world where currencies can fluctuate up and down, to have a more stable currency where somebody can know, if they have that, that it's going to be worth x amount, and that they can transact, either with other individuals around the world or, importantly, at merchants around the world. And we are looking at all forms of digital currencies right now, working hand in hand with a number of different governments, and I think we should all think about how technology is going to evolve and how currencies will evolve as a result of that. And I think this crisis has really opened the eyes of many governments around the world as to the need for different tool sets to create stimulus and to efficiently and quickly and effectively distribute funds to their citizens.
丹:好的。 我认为当我们想到数字货币时, 前景是无限的。 我们退出 Libra 和我们坚定的信念无关, 我们坚信区块链和 其他形式的稳定货币 是极其重要的, 并且可能非常非常有益, 尤其是在世界不同地区。 当我们想到世界上 不同地区的金融稳定性, 那些汇率上下波动的地区 能有更加稳定的货币, 而他们会知道, 如果他们拥有了这样的货币, 它的价值将不可估量, 同时他们可以进行交易, 不论是和世界各地的其他个体, 或者,更重要的, 和世界各地的商人。 我们现在正在观察所有 不同形式的数字货币, 与许多不同的政府携手合作, 我认为我们应该考虑 科技将会如何进化升级; 作为科技进步的结果, 货币又会如何演变。 我认为这场危机切实地拓宽了 世界上许多政府的视野, 就像他们需要使用各种工具集 来刺激经济, 并迅速有效地向其公民 分配资金。
WPR: Great. Well, I'll be back shortly with more questions, and I'd just love to remind the community that you can ask questions on the "Ask question" feature. Be sure to use the pull-down tab to select Episode 2, so those questions come. Thank you.
惠特妮:说得太好了。 我待会儿会带着更多问题回来。 我想要提醒各位观众, 你们可以在“提问”特色版块 提出问题。 请务必使用下拉选项卡 选择第二期对话, 然后我们就能看到你的问题了。 谢谢。
DS: Thanks, Whitney.
丹:谢谢,惠特妮。
CH: Thanks, Whitney. Dan, I want to go back to something we touched on in the beginning about financial wellness. PayPal has done something unique in terms of calculating how much to pay people and how much you should spend on benefits. Traditionally, wages are set by the market, but you've found that paying as much or even more than other companies wasn't always enough. Can you tell us about that moment?
科里:谢谢,惠特妮。 丹,我想回到我们开始时聊到的 关于财务健康的问题。 PayPal 在计算要 给大家付多少钱 以及应该在福利上的支出方面, 做出了独一无二的举动。 传统意义上,工资是由市场设定的, 但你们已经发现,支付 与其他公司一样多,或者更多的薪水 有时还不够。 能跟我们谈谈这个话题吗?
DS: Yeah. So I said, kind of, in our opening, in one of my opening statements, that two-thirds of Americans struggle to make ends meet at the end of the month. They are financially stressed, and it kind of wreaks havoc in their life. I did a study to look at PayPal employees. We did a research study, and I did it because I thought I was going to get back this great information that I was going to talk about at an employee meeting about how well we pay, because we pay, to your point, at or above market in every single location around the world. And what I found is, unfortunately, like the rest of the world, even though we paid at market or above market, 60 percent of our operations personnel, our entry-level employees, our hourly workers, face the same thing. They struggle to make ends meet. And that was simply unacceptable for me.
丹:好的。 我在对话刚开始的时候提到了, 三分之二的美国人 在月末会面临入不敷出的窘境。 他们面临的经济压力 严重破坏了他们的生活。 我们曾经做过 一项针对 PayPal 员工的 调查研究, 我以为我会得到这方面的重要信息, 然后在员工会议上谈论 我们的工资水平多么好, 因为我们提供的薪资 在世界范围内 都是处于或超出市场水平。 然而遗憾的是,我发现, 就像世界其他地方一样, 尽管我们按照或者 超出市场价支付薪水, 我们 60% 的运营人员、 基层员工、小时工, 面对的依然是同样的情况, 月底的财务状况都会捉襟见肘。 这对我来说简直是无法接受的。
I think the world is changing in terms of the responsibility of corporations, the responsibility of CEOs. We have a lot of different stakeholders that we try to satisfy, from regulators to shareholders to customers to employees. But I think the number one responsibility that we have is the health -- financial health -- of our employees, because nothing could be more important to a company than to have financially secure, passionate employees working for you, because nobody is going to serve customers better than employees who feel a part of something and feel financially secure and glad to be a part of that company.
我认为就企业承担的责任, 尤其是首席执行官们的责任来说, 世界一直在不断改变, 我们有很多不同的 需要尽力满足的利益相关者, 从监管机构到股东、客户、员工。 但我认为我们的首要责任 是健康——员工的财务健康, 因为对于一个公司,没有什么是比 拥有有财务保障, 干劲十足的员工更重要的了。 因为没有人比 拥有归属感,财务有保障, 并且愿意作为公司一份子的员工们 能更好的为服务客户了。
And so then the real question becomes: How do you measure that? Because a lot of people think about living wages or a minimum wage. And we thought that was insufficient, and we came up with a measurement we called "net disposable income," which is, basically: After you pay taxes and your basically essential living expenses, how much money do you have left over for discretionary things or to save? And here's the really unfortunate thing -- and I'm not proud of this, but remember, we were paying at market or above, so I thought the market would take care of this, right, by doing that -- we found that for that population, they had four to six percent NDI, net disposable income, after paying taxes and essential living expenses. That is not enough. You are going to struggle to make ends meet. And by the way, NDI changes location to location to location around the globe, right? There's a different NDI in Manila, a different NDI in Omaha, Nebraska, than there is in New York City, etc. And so we basically said to ourselves, we need to take NDI to 20 percent. Because at 20 percent -- and that's a huge shift, from four to six to 20 percent -- but at 20 percent, you actually have the ability to save and to put money away and to take care of discretionary expenses.
那么,真正的问题就变成了: 你如何衡量员工财务健康, 因为很多人考虑的是 生活工资或最低工资。 我们觉得那还不够, 于是我们想出了一个衡量标准, 称之为“净可支配收入”。 大概的意思就是, 除去纳税和必需的 基本生活开支后, 还剩下多少钱可以自由支配 或是储蓄? 非常令人遗憾的是—— 而我也丝毫不为之自豪, 但是记住,我们支付的薪水标准 是等于或者高于市场水平的, 所以我认为市场会 解决好这个问题—— 我们发现对于这一群体, 在除开纳税和基本生活开支后, 他们还有 4%~6% 的 净可支配收入。 这是不够的, 到了月底还是会入不敷出。 另外,全世界的净可支配收入 都是因地而异的, 对吧? 马尼拉和内布拉斯加州奥马哈市 各自有不同的净可支配收入, 更不用说纽约市了。 于是我们对自己说, 我们需要把净可支配收入 占比提高到 20%。 因为 20% 的占比 是个巨大的转变, 从 4% 到 6%,增加到 20%。 但是只有达到 20%, 你才真正有储蓄的能力, 把钱存起来,处理 其它要自由支配的花销。
And so we did a pretty massive reorientation of our compensation systems. We lowered the cost of benefits by 58 percent, because benefits are like a regressive tax, you pay the same amount no matter what your salary is. And so we had a lot of employees who weren't taking health care benefits, because it cost too much to be able to do that. So we lowered it by 58 percent. We made every single employee of PayPal a shareholder and an owner of the business, and we gave them pretty big grants so that they could be a part of the success of PayPal going forward. We raised salaries where we needed to go and do that. And then we wrapped all of that into a financial education program, because people had never gotten equity before, they were trying to think through, "How do I save now that I've got incremental dollars to go and do that?" And that cost us quite a bit of money to go and do that, but I really feel, just like how we spend a lot of money to take care of customers, as you mentioned up front, in COVID-19, that companies need to stand for more than just making money, for more than just maximizing our profits next quarter. I firmly, firmly believe that the costs associated with taking care of our employees, taking care of our customers, will benefit us in the long run multiplefold over the costs associated with doing that. And we're already beginning to see some of the impact of that.
因此,我们对我们的薪酬体系 做了很大的调整。 我们降低了 58% 的福利开销, 因为福利就像累退税一样, 不论你的薪资水平如何, 你花费的钱是同样的。 因此,我们有很多员工 没有享受医疗保健福利。 因为这样做的成本太高了。 所以我们将这方面的福利 减少了 58%。 我们让每位员工 都成为了公司的股东, 业务上的老板。 我们给了他们相当多的股票份额, 这样他们就可以成为 帮助 PayPal 未来成功的一部分。 我们在需要的地方提高了薪水 , 然后把这一切都融入进 一个金融教育计划, 因为之前人们从来没有 获得过股权。 他们会开始思考, “既然我已经有更多资金, 我该怎么存钱呢?” 这花了我们相当多的钱, 但是我真切的感受到, 就好像我们投入大量资金 去迎合客户需求, 正如你前面提到的, 在新冠肺炎疫情中, 公司要承担更多的责任, 而绝非只是赚钱, 不仅仅是着眼于如何最大化 我们下个季度的利润。 我坚信 投资于关心员工, 关心客户的成本, 从长远来看,我们会得到 相当于几倍成本的回报。 我们已经开始看到这种影响。
And so, I think every CEO, every company, needs to really now start to think about, especially maybe as a result of this crisis, but as I mentioned, we had a crisis before this, how do we put our employees first, take care of them? Because if you do that, you'll take care of customers, and if you take care of customers, you'll take care of shareholders, inevitably. And so this has been a huge part of it about for the last year or so.
因此,我认为每个 CEO, 每家公司, 需要真的开始思考一下, 特别是以它作为 这场危机带来的结果, 但是正如我提到的, 我们在这之前就有一场危机, 我们如何把员工放在第一位, 以他们为中心? 因为如果你这么做了, 你也会顾及到客户。 如果你顾及了客户, 你也就不可避免的顾及了股东。 这会是整个计划的 一大组成部分, 大概会持续一年。
CH: It's so interesting, and it brings up so many questions, I think, for me and probably our community as well. I mean, PayPal is a hugely profitable tech business, huge free cash flow and big margins. Do you think this model is something that every company can do, whether it's a tech company, a manufacture, a meatpacking business? I mean, is this what everyone should be focused on?
科里:这真的很有趣, 我相信很多人都对 这个想法感到好奇, 不论是我个人, 还是整个 TED 社区。 我是说,PayPal 是 一家利润丰厚的科技公司, 有巨大的自由现金流 和巨大的利润。 您认为这种模式 是所有公司都可以借鉴的吗? 无论是科技公司、制造公司, 还是一家肉类包装公司? 我是说,每个人 都应该专注于此吗?
DS: Well, I think that -- and I don't want to moralize or tell other companies what they should do -- but to me, I think everyone should understand the financial health of their employees. That's a baseline thing to go do. What you do post-that is up to maybe your financial strength as a company or where you put your order of priorities. But what I've found is, I thought the market could tell you that, and this is why I say, in many ways -- you know, I'm a big believer in capitalism. I think it's, in many ways, the best economic system that I know of. But, like everything, it needs an upgrade. It needs tuning, and at least for these vulnerable populations, just because you pay at market doesn't mean that they have financial health or financial wellness. And I think everyone should know whether or not their employees have the wherewithal to be able to save to withstand financial shocks, and then really understand, like, what can you do about it? I think this NDI measure is a really interesting one. It takes some time to go do it, because you have to be quite thorough and you have to really understand living expenses by location and what tax jurisdictions there are. But you need to create an NDI that's to a certain level where people aren't struggling to make ends meet. Because if people are struggling to make ends meet, they are not as productive at work. They're worried about, like, what am I going to do with my kids? My kid just got sick. I don't have health insurance. I think there's a spiral that occurs. You think you're actually saving money by paying less, but the reality is, at least in my belief system, you take care of your employees, and other things naturally flow from that. They are more productive. They love being a part of that company. They take care of customers better. And all of those things inevitably accrue to the benefit of a company in terms of how it's trying to serve its ultimate end market. But it starts with your employees.
丹:我不想上升到道德层面, 或是告诉其他公司 他们应该怎么做, 但是于我而言, 我认为每个人都应该理解 他们员工的财务健康。 那是最基本的要求。 之后的计划 就取决于公司的财务实力, 或是优先计划。 但是我发现, 我认为市场会告诉你该怎么做, 这也是为什么我说在许多方面, 我坚定地相信资本主义。 在很多方面, 资本主义都是我知道的 最好的经济体系。 但是,就像所有事物一样, 它也需要升级。 也需要调整优化, 至少对于这类弱势群体来说, 仅因为你按照市场标准 来支付薪水, 并不意味着他们拥有财务健康。 我认为每个人都应该知道, 他们的员工是否有 能够用来储蓄的财力 去面对金融震荡, 并且切实了解 你能够对此做些什么? 我认为净可支配收入衡量法 非常有意思。 它需要时间去执行, 因为你必须非常深入, 你需要详细的了解 当地的生活成本 以及当地的税务管辖区。 你要制定一个 适应当地情况的 净可支配收入衡量等级, 在这个标准下,人们不必 只为了维持生计而辛苦努力。 因为如果人们的工作收入 很难维持生计, 那么他们在工作上 也不会太有效率, 他们会担心,例如, 我该拿我的孩子们怎么办? 我的孩子病了, 我却没有医疗保险。 我认为反转正在发生, 你认为你是在削减薪水 来省钱, 但事实却是, 至少在我的信仰体系中, 你关心你的员工, 其他的自然而然 便会水到渠成。 员工的工作会更高效, 更热衷于做公司的一份子, 也更加在意客户。 所有这一切 都可以水到渠成的 累计成为公司的利益, 并在如何试图服务 最终端市场方面得到体现。 但是这开始于你的员工。
CH: So obviously you believe in this "capitalism needs an upgrade," and I think NDI is something so many companies should adopt. But do you think this happens through benevolent corporate activity? I'm channeling my inner Bernie Bro here, but I think a lot of people would be skeptical that we should trust companies to do better at this point. Should the government step in to raise minimum wages, do other things to protect workers in a more structured way?
科里:那么很明显,你相信 “资本主义需要升级”的说法, 我认为所有公司 都应该采用“净可支配收入”的理念。 但是,你认为这一切 要通过慈善企业活动进行吗? 这也是我自己的心声, 但我认为很多人也会怀疑, 是否应该相信公司 在这个时间点会做得更好。 政府应该介入 并提高最低薪资标准吗? 应该实施其他举措, 以更结构化的方式保护劳动者吗?
DS: Look, I think the government clearly has a role to play, and I think the private and public sectors need to work closer together to address so many of the issues that we face in our societies across the world, whether that be income inequality, environmental issues, health, protections, that kind of thing, privacy. But the way that I think about this is, it's very difficult for governments to regulate around this, because there are so many different ways of thinking about it.
丹:我认为政府显然 需要发挥它的作用, 我认为私营和公共部门 需要紧密的合作, 解决诸多我们遇到的 世界各地的社会问题。 不论是收入不平等、 环境问题、 健康问题、 还是安全保障 和隐私这一类的问题。 但我是这样想的, 对于政府来说, 围绕这些进行管理很难, 因为思考它的方式有很多。
If I were another CEO, and this is like, it's actually in your best interest to go and do this because it's a competitive advantage. Like, we attract, I think, some of the best talent in the world to PayPal, because we have a mission that people believe in, that we actually are trying to make some sort of positive difference. I'm not saying we're the be-all and end-all, but I don't think people should shirk their responsibilities of at least making a small difference going forward. If enough companies did that, if enough governments did that, it would make a real difference in the world. And then the second thing is, you have to have values that support that. And those values are incredibly important. Those values should be all about inclusion. They should be about having a diverse workforce. They should be about financial wellness. And when you do that, and you attract the very best talent, then by definition, I think the single biggest competitive advantage for any company is their workforce. Strategies are great. A whole number of things are great. You have a great workforce that's passionate about what they're doing and is financially secure, and they will do amazing things. And I think it's that kind of competitive advantage that will spur companies. So there needs to be a set of CEOs and companies that start to move in this direction, and I believe you're beginning to see more do this. And once that happens, it starts to tip everything, and I think more and more need to do it to maintain their competitive positioning. And that may seem like a self-serving way why people are doing it, but honestly, I don't care whether they're doing it out of the goodness of their heart or they're doing it because it's competitively a disadvantage if they don't. Creating financial health for our employees is the goal, and we've got to get that done.
如果我是其他 CEO, 这就像, 这样做实际上 符合你的最大利益, 因为这是一种竞争优势, 像是,我认为我们吸引了 世界上最好的人才 为 PayPal 工作。 因为我们有提升信任度的使命, 我们确实在尝试做出积极的改变。 我不是说我们这样是最棒的, 但是我认为人们不应该推卸责任, 至少要在未来 有所改进。 如果足够的公司做到这一点, 如果足够的政府做到这一点, 世界将会发生 真正的改变。 第二件事是, 你需要有支撑它的社会价值观, 这种价值观是最为重要的。 它应该关于社会包容性, 它应该关于多元化的员工团队, 它应该关于财务健康。 并且你这么做时, 你会吸引最好的人才, 定义上来说, 我认为对于任何公司来说, 最大的竞争优势 都是他们的员工。 发展策略很不错, 其他许多计划也很令人满意。 你有最好的劳动力, 他们面对自己的工作干劲十足, 而且在财务方面没有顾虑, 这样他们就将会 成就令人惊叹的事业。 我认为这些都是 能够鞭策公司的 巨大竞争优势。 所以我们需要 朝着这个方向前进的 CEO 和公司, 我相信你们会 看到更多人加入进来。 这种局面一旦出现, 它就会起到锦上添花的作用。 我认为越来越多的人 需要采取类似的策略 来保持他们的竞争地位。 或许看起来, 人们这么做为的是一己私利, 但实话实说, 我不在乎他们这么做 是发自内心的善, 还是因为他们不这样做 就无法占据竞争优势。 为我们的员工创造 财务健康就是目标, 我们必须完成。
CH: Yeah. I mean, it sounds like you think of this as a win-win, but it also sounds like you're willing to maybe think about your employees first and sell it to your shareholders later. Whitney is -- oh sorry, go ahead.
科里:我的意思是,这听起来 你认为这是双赢局面, 同时它也听起来像是 你愿意首先考虑自己员工, 之后才考虑你的股东。 惠特妮 —— 抱歉,你继续。
DS: No, no, no -- I was just going to say, I actually do believe that, and I think the idea of a multistakeholder capitalism, that is a time for today, and we cannot just think that we have one stakeholder that we need to satisfy. We live in our communities, we live in this world. To have people struggling day in and day out is not good for any company, and ... We can only do x amount, but we can actually create financial health for our employees, and we should.
丹:不不不,我正打算说, 我确实相信, 我确实认为, “多方利益相关者资本主义”的想法 属于当前的形势 是个非常好的时机, 我们不能只是认为 需要我们满足的只是一个股东。 我们居住在自己的社区里, 我们住在这个世界上, 让人们终日疲于维持生计 对任何公司都不是好事,而且… 我们只能做到 一个特定的数额, 但是我们确实能为员工 创造财务健康, 而且我们也应该这么做。
WPR: Great. So we have so many questions coming in from the community. One here is from Lara Pearson, basically about whether PayPal would consider become a B Corporation. "Are you familiar with the B Corp movement, environmentally and socially responsible, multiple-bottom-line for profits? Presuming so, has PayPal considered or would it consider becoming a certified B Corporation?"
惠特妮:没错,我们还有 很多来自观众的问题。 这个来自拉拉·皮尔森, 大概意思是,PayPal 会考虑成为共益企业吗? “你了解共益企业运动吗?, 对环境和社会负责, 基于多重底线来获取利润。 假设是这样,PayPal 是否考虑过 或未来会成为认证共益企业吗?”
DS: Yep. I'm familiar with B Corp. We have no intention to move to becoming a B Corporation. I think the values and what we are trying to do are very aligned with assuring a multistakeholder point of view, but what I really want is for this to be a movement across major corporations across the world. And you're not going to have major corporations around the world moving into B Corp. There's a lot of other side issues involved with being a B Corporation as opposed to just a publicly listed company, and so that's going to be a long way before that happens. And so what I'm really trying to do is encourage and demonstrate that being multistakeholder, that putting employees first, creates competitive advantage. And I think I'm not the only CEO who's feeling that, by the way. I think people like Satya Nadella from Microsoft are doing a great job, Marc Benioff from Salesforce. I could go through quite a list of names. But the list is not long enough yet, but I think there's some quite important names and individuals around the world who are now talking about multistakeholder capitalism, and I think that's an important element as we think about our economies and way of life looking forward.
丹:嗯,我了解共益企业, 我们没有打算 成为一家共益企业。 我认为它的价值观和我们正在做的 与确保多方利益相关者的观点 非常一致。 但是我真正希望的, 是让这一理念转变为 一场世界范围内, 覆盖各大公司的运动。 而不是让这些大公司 成为共益企业。 相比于一个上市公司来说, 成为一家共益企业 还要面临很多衍生问题, 这就意味着在它出现之前 还有很长的路要走。 我真的想要尝试 鼓励和示范 成为多方利益相关者, 把员工放在第一位, 可以创造竞争优势, 我认为我不是 唯一这样认为的 CEO。 我认为像微软的萨蒂亚·纳德拉, Salesforce 的马克·贝尼奥夫, 他们都做得很棒。 我可以列出一份相当长的名单, 但这份名单还不够长, 全世界类似这样出色的领导者 还有很多。 在讨论“多方利益相关者资本主义”, 我认为这是 当我们在讨论我们的经济 以及未来的生活方式时, 非常重要的一部分。
WPR: And there was so much interest also in your net disposable income program and a lot of questions around that, and one which I think is along these same lines from Juan Enriquez asking about a rational way to address extreme income disparities. And perhaps you could expand beyond this program, just sort of ways that we might think about this in a smarter way moving forward.
惠特妮: 大家对你的 净可支配收入计划也很有兴趣, 同时也有很多问题, 其中一个提问 来自胡安·恩里克斯。 他问是否有理性的方式 来应对极端的收入悬殊问题。 或许你可以跳脱这个计划, 仅仅谈一些我们能想到的, 关于未来更为便捷的方式。
DS: Yeah. Well, there's no easy solution, or it would have been done. So I think there are a couple things that I think about that may not fully address extreme income disparities. Again, I try to think pragmatically about these things, and, like, what can we really do to start to address this? And again, I think about, if we could take one step and then another step, then you're starting your journey, and without getting overwhelmed by how far away the end state is. So one, I think companies need to take care of their employees, and I think that will immediately help to address some of these income disparities. Number two, I do think that, ironically, if you have less money, it costs you more to manage and move it, which, think about that: the less money you have, if you're outside the financial system, the more you spend to manage and move your money.
丹:好。 从来就不存在容易的解决方法, 否则问题早已经被解决了。 我认为那些我能想到的 也许不能完全解决极端的 收入差距问题, 我依然试图务实地 思考这些问题, 例如,我们究竟能采取什么措施 来开始解决收入悬殊问题。 我又想到, 如果我们能一步接着一步前进, 我们就踏上了正确的道路, 并且不会因为觉得 终点遥不可及而不知所措。 所以第一,我认为 公司应该关心自己的员工, 那将会帮助我们很快解决 一部分收入差距问题。 第二,我确实认为, 讽刺的是,你拥有的钱越少, 管理它的难度反而越大。 思考一下, 你拥有的钱越少, 如果你在金融体系之外 你在管理和 转移财富方面的成本就越高。
And I think that technology is at least a foundational way for us to think about how do we cut the basic costs of managing and moving money by 50 to 70 percent, like [check-cashing], sending remittances, which are such a huge, important part of the world's economy. You know, you do it a traditional way, you go into a store and send the remittance to another store and somebody goes and picks it up. First of all, incredibly time-consuming, and it can cost between eight and 12 percent of that remittance amount that you're sending. So if you're sending a hundred dollars, the recipient who so desperately needs it is getting 88 to 90 dollars. If you do that electronically, digital wallet to digital wallet, that can be like three percent, so you can get 97 dollars from that. And so I think there are ways of addressing the costs. As I mentioned, there is so much money spent on unnecessary fees and high interest rates, and if we can drop that by 20 percent, 30 percent, the amount of money we can return to vulnerable populations is quite large and will start to make a difference.
我认为科技 至少是一个让我们思考 如何把管理和转移财富的 初级成本降低 50% 到 70%的 一种基本途径, 就像支票取现、 汇款, 都是世界经济中 庞大且重要的组成部分。 传统上, 你走进一家商店, 汇款给另一家商店, 然后某人将它取走。 首先,这是非常耗时的, 也会消耗掉你汇款数额的 8% 到12% 。 所以如果你汇出去 100 美元, 迫切需要这笔钱的收款人 得到的是 88 到 90 美元。 如果通过电子方式汇款 只会消耗 3%。 你就可以得到 97 美元。 所以我认为 有很多方法解决成本问题, 正如我提到的, 太多的钱被耗费在不必要的费用 和过高的利息上。 如果我们可以 把它降低 20%,30%, 我们能返还给那些 弱势群体的将会是一大笔钱, 同时我们也能开始有所作为。
WPR: That's great. We have a ton of questions from the audience, just one more before we turn things back over to Corey with her final questions. This one is from Anna Tunkel, which is just, I think, as we are rounding to the end of the interview here, "What are you most optimistic about, and what do you see as the biggest opportunities for 'Building Back Better' after COVID?"
惠特妮:太好了。 我们还有很多 来自观众的提问, 在我们把话题交回科里, 让她提出最后的问题前, 再来看看最后一个问题。 这一个是来自安娜·唐克尔的, 非常适合结束今天的对话。 “最让你感到乐观的是什么? 另外,你认为在疫情过后, ‘更好的重建’所面临的 最大的机会是什么?"
DS: Well, I mean, one thing I'm actually optimistic about -- and I've always been a believer in the human spirit and the power of an individual to make a difference. I know that sounds very cliché, but I truly believe it, and I think every one of us can make a difference. But here's what I'm seeing. I'm beginning to see that at a much larger scale than I've ever seen before. You know, we have different platforms, either the PayPal platform or the Venmo platform, Venmo here in the US, PayPal across the world. The amount of giving that's happening through those platforms, whether it be to local businesses, to artists, to musicians, to bartenders, to places of worship, to schools, to NGOs, to charities has exploded on the platform, exploded. We have helped to raise on the PayPal platform since COVID-19 struck 2.8 billion dollars for NGOs and charities -- 2.8 billion. That's incredible, the amount of generosity that is pouring out from the global community around this. And we're just seeing people randomly pay it forward. Somebody gives 20 dollars to a bartender, and that bartender takes 10 dollars of that and gives it to somebody else. And we're watching that over our platform, and that gives me a sense of optimism.
丹:我想说, 让我感到比较乐观的是, 我一直相信人类的精神, 能够产生深远影响的个人力量。 我知道这听起来很像陈词滥调, 但我真的相信它。 我想我们每一个人 都可以有所作为。 而我正在看到的是, 我开始看到我前所未见的 一个更大规模的平台。 我们有很多不同的平台, PayPal 平台和 Venmo 平台。 Venmo 的使用范围在美国国内, PayPal 在世界范围内都可以使用。 通过这些平台流动的资金, 不论是给了本地企业、 艺术家、音乐家、 调酒师, 还是礼拜场所、学校、 非政府组织、慈善机构, 都在 PayPal 平台上呈现了 爆发式的快速增长。 新冠疫情发生后, 我们通过 PayPal 平台已经为 非政府组织和慈善机构 募集了28 亿美元—— 28 亿。 多么惊人的数字。 围绕这一危机的 来自国际社会的支持 非常令人不可思议, 而且据我们的观察,这是 通过人们零星的支付实现的。 有人给了酒保 20 美元, 那个调酒师留了 10 美元, 把剩下的 10 美元又给了其他人。 而我们看着这个过程 发生在平台上, 让我感到乐观。
I also feel like this period of time has exposed a number of things that were happening but were invisible, and I think when things become visible, that's when you can start to address them, and I think there's a lot of attention on some issues that should have had attention before, but vulnerable populations don't have as loud a voice as others, and now that voice is being heard, because you can't ignore it. And hopefully, that will create progress against some of these structural inequalities that have been there for a long time.
我也感到这段时间, 暴露了很多正在发生的, 但我们不曾看到的事。 我认为当事情变得清晰可见时, 那就是时候可以开始解决它们了, 而且我认为有大量的注意力 被转移到了这些 早应该被关注的问题, 因为弱势人群的声音 远不如其他人容易被听到, 而我们现在听到了, 因为你根本无法忽视它。 但愿,那会让我们的工作有所进步, 去对抗存在了很长时间的 结构化的不平等问题。
WPR: That's wonderful. And there's so much interest online. You have some other questions to ask as well.
惠特妮:说得太好了, 线上观众的反响也非常积极。 我们还有其他的问题。
CH: So I think we have one more from our community from Jacqueline Ashby. Anna sort of stole my last question, which was to restore our faith in humanity. But, there's so much interest coming in about NDI. Is there a way for people to learn more, for you to share your study and your methodology?
科里:还有最后一个 来自观众的问题, 来自杰奎琳·阿什比。 其实安娜刚好问了 我想问的最后一个问题, 关于重建我们对人性的信念。 但是大家普遍对 “净可支配收入”非常感兴趣。 有没有什么方式 可以让大家更多的了解 你的研究和方法论?
DS: Happy to do so. There is nothing proprietary about it. We would love for this to be -- look, and this may not be the be-all and end-all measurement. It's the best one we could come up with, but if working within the community, we can evolve it and think about maybe things that it missed or maybe things that could be done better, that would be fantastic. I don't know the best way of doing that. I'll leave that to Corey and Whitney to help me think that through, but of course we'd be willing to share it. There is nothing about that that I don't want to share.
丹:我很乐意这么做, 这并不是什么不能公开的内容。 我们很高兴这是—— 这也许不是最好的解决方案, 但它是目前我们 能想出来的最佳方案。 如果在社群范围内工作, 我们可以不断改进, 考虑那些被忽略, 或者可以被更好的解决的问题。 那就再好不过了。 我不知道最优的策略是什么, 我会让科里和惠特妮帮我想一下。 当然我们也很愿意分享想法, 没有什么是我不想分享的。
CH: Sounds like a good TED Talk. Thank you so much, Dan. This has been a super-interesting conversation. I think we could talk for another hour, but thank you so much for being here.
科里:听起来可以是个 不错的 TED 演讲话题。 非常感谢,丹。 这是一次非常有趣的对话。 我们甚至可以再聊一个小时, 再次感谢你能参与。
DS: Thank you, Corey. Thank you, Whitney. Thank you, everybody.
丹:也谢谢你,科里, 谢谢,惠特妮。感谢大家。
WPR: Thank you, Dan. Thank you.
惠特妮:谢谢,丹,谢谢你。