Today I wanted to -- well, this morning -- I want to talk about the future of human-driven transportation; about how we can cut congestion, pollution and parking by getting more people into fewer cars; and how we can do it with the technology that's in our pockets. And yes, I'm talking about smartphones ... not self-driving cars.
Danas, u stvari, ovog jutra, želim da pričam o budućnosti prevoza za čijim volanom je čovek; o tome kako možemo smanjiti gužve, zagađenje i rešiti pitanje parkinga tako što će više ljudi koristiti manje vozila; i kako to možemo izvesti uz pomoć tehnologije koja nam je u džepu. Da, pričam o pametnim telefonima... ne samovozećim automobilima.
But to get started we've got to go back over 100 years. Because it turns out there was an Uber way before Uber. And if it had survived, the future of transportation would probably already be here.
Da bismo počeli, moramo da se vratimo više od stotinu godina unazad. Jer ispada da je postojao jedan Uber davno pre Ubera. I da je tad preživeo, budućnost prevoza bi verovatno već bila ovde.
So let me introduce you to the jitney. In 1914 it was created or invented by a guy named LP Draper. He was a car salesman from LA, and he had an idea. Well, he was cruising around downtown Los Angeles, my hometown, and he saw trolleys with long lines of people trying to get to where they wanted to go. He said, well, why don't I just put a sign on my car that takes people wherever they want to go for a jitney -- that was slang for a nickel.
Dozvolite mi da vas upoznam sa džitnijem. Godine 1914. ga je kreirao ili izumeo momak po imenu L. P. Drejper. On je bio prodavac automobila iz Los Anđelesa i došao je na jednu ideju. Tumarao je po centru Los Anđelesa, mog rodnog grada, i video je trole i duge redove ljudi koji su pokušavali da stignu tamo gde su želeli. Rekao je, pa zašto jednostavno ne bih stavio znak na svoj auto i vozio ljude gde god žele za jedan džitni - što je bio sleng za novčić.
And so people jumped on board, and not just in Los Angeles but across the country. And within one year, by 1915, there were 50,000 rides per day in Seattle, 45,000 rides per day in Kansas and 150,000 rides per day in Los Angeles. To give you some perspective, Uber in Los Angeles is doing 157,000 rides per day, today ... 100 years later.
I tako su ljudi navalili, i to ne samo u Los Anđelesu, već širom zemlje. Za jednu godinu, do 1915, bilo je 50 000 vožnji dnevno u Sijetlu, 45 000 vožnji dnevno u Kanzasu i 150 000 vožnji dnevno u Los Anđelesu. Da bih vam to malo približio, Uber u Los Anđelesu ima 157 000 vožnji dnevno, danas... 100 godina kasnije.
And so these are the trolley guys, the existing transportation monopoly at the time. They were clearly not happy about the jitney juggernaut. And so they got to work and they went to cities across the country and got regulations put in place to slow down the growth of the jitney.
Ovo su momci sa trolama, što je bio postojeći monopol u prevozu tog vremena. Očito da nisu bili srećni zbog navale džitnija. I tako su oni prionuli na posao, krenuli u gradove širom zemlje i izborili se za propise koje će usporiti razvoj džitnija.
And there were all kinds of regulations. There were licenses -- often they were pricey. In some cities, if you were a jitney driver, you were required to be in the jitney for 16 hours a day. In other cities, they required two jitney drivers for one jitney. But there was a really interesting regulation which was they had to put a backseat light -- install it in every Jitney -- to stop a new pernicious innovation which they called spooning.
A bilo je tu svakakvih propisa. Bilo je dozvola - često su bile paprene. U nekim gradovima, ako ste bili vozač džitnija, zahtevalo se od vas da budete u džitniju 16 sati dnevno. U drugim gradovima, tražili su dva vozača džitnija za jedan džitni. Bio je tu i jedan vrlo zanimljiv propis po kome su morali da stave svetlo na zadnje sedište - da to ugrade u svaki džitni - kako bi zaustavili opaku inovaciju koju su nazivali ljubakanje.
(Laughter)
(Smeh)
All right. So what happened? Well, within a year this thing had taken off. But the jitney, by 1919, was regulated completely out of existence.
U redu. Pa šta se dogodilo? U roku od jedne godine, ova stvar je buknula. Međutim, džitni je, do 1919. godine, propisima skroz izbačen iz posla.
That's unfortunate ... because, well, when you can't share a car, then you have to own one. And car ownership skyrocketed and it's no wonder that by 2007, there was a car for every man, woman and child in the United States. And that phenomenon had gone global. In China by 2011, there were more car sales happening in China than in the US.
Nažalost... jer, kad ne možete da delite auto, onda morate da ga kupite. Prodaja auta je premašila sva očekivanja, pa onda nije ni čudo što je do 2007. godine postojao auto za svakog čoveka, ženu i dete u Sjedinjenim Državama. I taj fenomen se proširio globalno. U Kini je do 2011. godine bilo više prodatih automobila nego u Sjedinjenim Državama.
Now, all this private ownership of course had a public cost. In the US, we spend 7 billion hours a year, wasted, sitting in traffic. 160 billion dollars in lost productivity, of course also sitting in traffic, and one-fifth of all of our carbon footprint is spewed out in the air by those cars that we're sitting in.
Sva ova privatna vlasništva su, naravno, imala svoju cenu. U Sjedinjenim Državama provodimo 7 milijardi sati godišnje, uzalud, sedeći u saobraćaju. Izgubi se 160 milijardi dolara u pogledu produktivnosti, takođe zbog sedenja u saobraćaju, i jedna petina našeg ugljenikovog otiska se ispušta u vazduh iz ovih automobila u kojima sedimo.
Now, that's only four percent of our problem though. Because if you have to own a car then that means 96 percent of the time your car is sitting idle. And so, up to 30 percent of our land and our space is used storing these hunks of steel. We even have skyscrapers built for cars. That's the world we live in today.
No, to je samo četiri procenta našeg problema. Jer, ako morate da imate auto, to onda znači da vaš auto miruje 96 posto vremena. I tako se oko 30 procenata našeg zemljišta i našeg prostora koristi za skladištenje ovih gvožđurija. Imamo čak i nebodere građene za kola. U takvom svetu mi danas živimo.
Now, cities have been dealing with this problem for decades. It's called mass transit. And even in a city like New York City, one of the most densely populated in the world and one of the most sophisticated mass transit systems in the world, there are still 2.5 million cars that go over those bridges every day. Why is that? Well, it's because mass transit hasn't yet figured out how to get to everybody's doorstep. And so back in San Francisco, where I live, the situation's much worse, in fact, much worse around the world.
E sad, u gradovima se radilo na ovom problemu decenijama. To se zove masovni tranzit. Pa čak i u gradu poput Njujorka, jednog od najgušće naseljenih gradova na svetu i jednog od najsofisticiranijih sistema masovnog tranzita na svetu, još uvek ima 2,5 miliona automobila koji prelaze preko onih mostova svaki dan. Zašto? Pa, masovni tranzit još uvek nije došao do rešenja kako da dođe do svačijeg praga. Da se vratimo u San Francisko, gde ja živim, tu je situacija mnogo gora, zapravo, mnogo je gora širom sveta.
And so the beginning of Uber in 2010 was -- well, we just wanted to push a button and get a ride. We didn't have any grand ambitions. But it just turned out that lots of people wanted to push a button and get a ride, and ultimately what we started to see was a lot of duplicate rides. We saw a lot of people pushing the same button at the same time going essentially to the same place.
I tako je začetak Ubera 2010. godine bio - pa, samo smo želeli da pritisnemo dugme i vozimo se. Nismo imali neke ogromne ambicije. Međutim, ispalo je da je dosta ljudi želelo da pritisne dugme i vozi se, i na kraju smo uočili da je bilo dosta identičnih vožnji. Videli smo da dosta ljudi pritiska isto dugme u isto vreme u osnovi se krećući ka istom cilju.
And so we started thinking about, well, how do we make those two trips and turn them into one. Because if we did, that ride would be a lot cheaper -- up to 50 percent cheaper -- and of course for the city you've got a lot more people and a lot fewer cars.
Počeli smo da razmišljamo o tome kako da od ove dve vožnje napravimo jednu. Jer ako bismo to uspeli, ta vožnja bi bila dosta jeftinija - i do 50 posto jeftinija - a opet što se grada tiče, imate mnogo više ljudi koji koriste mnogo manje kola.
And so the big question for us was: would it work? Could you have a cheaper ride cheap enough that people would be willing to share it? And the answer, fortunately, is a resounding yes.
Veliko pitanje za nas je bilo: da li bi to funkcionisalo? Da li je moguća jeftinija vožnja, dovoljno jeftina da ljudi žele da je podele? Odgovor je, srećom, glasno „da“.
In San Francisco, before uberPOOL, we had -- well, everybody would take their car wherever the heck they wanted. And the bright colors is where we have the most cars. And once we introduced uberPOOL, well, you see there's not as many bright colors. More people getting around the city in fewer cars, taking cars off the road. It looks like uberPOOL is working.
U San Francisku, pre Uber Pula, svi bi išli svojim kolima kuda god su želeli. Jasne boje su tamo gde imamo najviše automobila. Kad smo uveli Uber Pul, vidite da nema toliko jarkih boja. Više ljudi se kreće po gradu u manjem broju automobila, čime uklanjaju automobile sa puta. Izgleda da Uber Pul funkcioniše.
And so we rolled it out in Los Angeles eight months ago. And since then, we've taken 7.9 million miles off the roads and we've taken 1.4 thousand metric tons of CO2 out of the air. But the part that I'm really --
Onda smo prešli na Los Anđeles pre osam meseci. Od tada smo oslobodili puteve 7,9 miliona pređenih milja i uklonili smo 1,4 hiljada tona ugljen-dioksida iz vazduha. Ipak, deo na koji sam -
(Applause)
(Aplauz)
But my favorite statistic -- remember, I'm from LA, I spent years of my life sitting behind the wheel, going, "How do we fix this?" -- my favorite part is that eight months later, we have added 100,000 new people that are carpooling every week.
Moj omiljeni statistički podatak - setite se, ja sam iz Los Anđelesa, proveo sam mnoge godine sedeći za volanom, razmišljajući: „Kako ovo možemo da poboljšamo?“ - moj omiljeni deo je da smo, posle osam meseci, dodali 100 000 novih ljudi koji učestvuju u grupnim vožnjama svake sedmice.
Now, in China everything is supersized, and so we're doing 15 million uberPOOL trips per month, that's 500,000 per day. And of course we're seeing that exponential growth happen. In fact, we're seeing it in LA, too. And when I talk to my team, we don't talk about, "Hey, well, 100,000 people carpooling every week and we're done." How do we get that to a million? And in China, well, that could be several million.
E, sad, u Kini je sve megalomanski, i tako obavljamo 15 miliona vožnji Uber Pula mesečno, što je 500 000 dnevno. Naravno, gledamo kako taj broj eksponencijalno raste. Zapravo, to takođe vidimo i u Los Anđelesu. Kada razgovaram sa svojim timom, mi ne pričamo: „E, 100 000 novih korisnika svake nedelje, super je to.“ Kako da dođemo do milion? A u Kini, pa, moglo bi da bude nekoliko miliona.
And so uberPOOL is a very great solution for urban carpooling. But what about the suburbs?
I tako je Uber Pul sjajno rešenje za gradske grupne vožnje. Međutim, šta ćemo sa predgrađima?
This is the street where I grew up in Los Angeles, it's actually a suburb called Northridge, California, and, well -- look, those mailboxes, they kind of just go on forever. And every morning at about the same time, cars roll of out their driveway, most of them, one person in the car, and they go to work, they go to their place of work. So the question for us is: well, how do we turn all of these commuter cars -- and literally there's tens of millions of them -- how do we turn all these commuter cars into shared cars?
Ovo je ulica gde sam odrastao u Los Anđelesu, to je zapravo predgrađe koje se zove Nortridž u Kaliforniji, i, pa - pogledajte, ovi poštanski sandučići prosto se nižu u nedogled. I svako jutro, u otprilike isto vreme, automobili izlaze sa parkinga, u većini njih je samo po jedna osoba, i idu na posao, idu do mesta gde rade. Pitanje za nas je kako da pretvorimo sve ove putničke automobile - a bukvalno ih je na desetine miliona - kako da pretvorimo sva ova putnička auta
Well, we have something for this that we recently launched called uberCOMMUTE.
u ona koja se dele?
You get up in the morning, get ready for work, get your coffee, go to your car and you light up the Uber app, and all of a sudden, you become an Uber driver. And we'll match you up with one of your neighbors on your way to work and it's a really great thing.
Pa, imamo nešto za taj problem što smo nedavno pokrenuli i zove se Uber Komjut. Ustanete ujutru, spremite se za posao, popijete kafu, odete do svog auta i uključite Uber aplikaciju, i gle, odjednom, postali ste vozač Ubera. Povezaćemo vas sa nekim vašim susedom dok idete na posao i to je stvarno nešto sjajno.
There's just one hitch ... it's called regulation. So 54 cents a mile, what is that? Well, that is what the US government has determined that the cost of owning a car is per mile. You can pick up anybody in the United States and take them wherever they want to go at a moment's notice, for 54 cents a mile or less. But if you charge 60 cents a mile, you're a criminal. But what if for 60 cents a mile we could get half a million more people carpooling in Los Angeles? And what if at 60 cents a mile we could get 50 million people carpooling in the United States? If we could, it's obviously something we should do.
Ima samo jedna caka... zove se zakonska regulativa. Šta je to 54 centa za milju? Tu je cenu vlada SAD-a odredila za posedovanje auta po milji. U Sjedinjenim Državama možete pokupiti bilo koga i momentalno ga odvoziti gde god on poželi, za 54 centa po milji ili manje. Međutim, ako naplatite 60 centi za milju, vi ste kriminalci. Šta ako za 60 centi za jednu milju možemo da dobijemo pola miliona ljudi više u grupnim vožnjama u Los Anđelesu? I šta ako bismo za 60 centi po milji mogli da dobijemo 50 miliona ljudi u grupnim vožnjama u Sjedinjenim Državama? Kad bismo mogli, to je očigledno nešto što bi trebalo da uradimo.
And so it goes back to the lesson of the jitney. If by 1915 this thing was taking off, imagine without the regulations that happened, if that thing could just keep going. How would our cities be different today? Would we have parks in the place of parking lots? Well, we lost that chance. But technology has given us another opportunity.
I tako se vraćamo na lekciju o džitniju. Ako je do 1915. godine ova stvar bila u usponu, zamislite bez regulativa koje su usledile, da je to samo moglo da se nastavi, kako bi naši gradovi bili drugačiji danas? Da li bismo imali parkove umesto parking mesta? Pa, tu šansu smo propustili. Međutim, tehnologija nam je pružila još jednu priliku.
Now, I'm as excited as anybody else about self-driving cars but do we have to really wait five, 10 or even 20 years to make our new cities a reality? With the technology in our pockets today, and a little smart regulation, we can turn every car into a shared car, and we can reclaim our cities starting today.
Uzbuđen sam koliko i svi drugi u vezi sa samovozećim automobilima, ali da li zaista moramo da čekamo još pet, 10, ili čak 20 godina da bi te novine u našim gradovima postale stvarnost? Danas, sa tehnologijom u našim džepovima, i samo malo pametnijim regulativama, možemo svaki auto pretvoriti u deljeni, i možemo sebi vratiti naše gradove počev već od danas.
Thank you.
Hvala.
(Applause)
(Aplauz)
Chris Anderson: Travis, thank you.
Kris Anderson: Hvala ti, Travise.
Travis Kalanick: Thank you.
Travis Kalanik: Hvala tebi.
CA: You know -- I mean the company you've built is absolutely astounding. You only just talked about a small part of it here -- a powerful part -- the idea of turning cars into public transport like that, it's cool. But I've got a couple other questions because I know they're out there on people's minds.
KA: Znaš - mislim da je kompanija koju si osnovao prosto zapanjujuća. Ovde si pričao samo o malom delu - moćnom delu - ideji o pretvaranju automobila u javni prevoz kao takav, to je kul. Ali ja imam još neka pitanja zato što znam da se ovi ljudi isto to pitaju.
So first of all, last week I think it was, I switched on my phone and tried to book an Uber and I couldn't find the app. You had this very radical, very bold, brave redesign.
Kao prvo, mislim da je bilo prošle nedelje, uključio sam telefon i pokušao da rezervišem Uber i nisam mogao da nađem aplikaciju. Vi ste sproveli veoma radikalan, veoma hrabar izmenjen dizajn.
TK: Sure.
TK: Naravno.
CA: How did it go? Did you notice other people not finding the app that day? Are you going to win people over for this redesign?
KA: Kako je prošao? Da li i drugi ljudi nisu mogli tog dana da pronađu aplikaciju? Da li ćete pridobiti ljude ovim novim dizajnom?
TK: Well, first I should probably just say, well, what we were trying to accomplish. And I think if you know a little bit about our history, it makes a lot more sense. Which is, when we first got started, it was just black cars. It was literally you push a button and get an S-Class. And so what we did was almost what I would call an immature version of a luxury brand that looked like a badge on a luxury car.
TK: Pa, prvo bih želeo da istaknem ono što smo hteli da postignemo. A mislim da ako znate nešto malo o našoj istoriji, imaće više smisla. To jest, kada smo započeli, bila su to samo crna kola. Bilo je, bukvalno pritisnete dugme i dobijete S klasu. I ono što smo uradili bila je skoro, što bih ja rekao, nezrela verzija nekog luksuznog brenda koji je izgledao kao bedž na luksuznim kolima.
And as we've gone worldwide and gone from S-Classes to auto rickshaws in India, it became something that was important for us to be more accessible, to be more hyperlocal, to be about the cities we were in and that's what you see with the patterns and colors. And to be more iconic, because a U doesn't mean anything in Sanskrit, and a U doesn't mean anything in Mandarin. And so that was a little bit what it was about.
I kako smo se širili po svetu i išli od S klase do motorizovanih rikši u Indiji, desilo se nešto što je nama bilo važno - da budemo dostupniji, da budemo više usko lokalni, da budemo u skladu sa gradovima u kojima smo, i to je ono što vidite sa šarama i bojama. A zbog upečatljivosti, jer „U“ ne znači ništa u sanskritu, i „U“ ne znači ništa na mandarinskom, to je bilo nešto na čemu smo radili.
Now, when you first roll out something like that, I mean, your hands are sweating, you've got -- you know, you're a little worried. What we saw is a lot of people -- actually, at the beginning, we saw a lot more people opening the app because they were curious what they would find when they opened it. And our numbers were slightly up from what we expected.
E, sad, kad prvi put pokrenete nešto takvo, mislim, ruke vam se znoje, imate - znate, malo ste zabrinuti. Videli smo da je puno ljudi - zapravo, u početku, primetno je više ljudi koristilo aplikaciju jer su bili radoznali šta će pronaći kada je otvore. I brojevi su bili malo veći nego što smo očekivali.
CA: OK, that's cool.
KA: Okej, to je kul.
Now, so you, yourself, are something of an enigma, I would say. Your supporters and investors, who have been with you the whole way, believe that the only chance of sort of taking on the powerful, entrenched interests of taxi industry and so forth, is to have someone who is a fierce, relentless competitor, which you've certainly proved to be.
Ti sam si, rekao bih, neka vrsta enigme. Oni koji te podržavaju i investitori koji su uz tebe sve vreme, veruju da je jedina šansa da se upuste u neke takve snažne, stabilne interese taksi industrije i tako to, da imaju nekog ko je žestok, nemilosrdan igrač, što si ti zasigurno pokazao da jesi.
Some people feel you've almost taken that culture too far, and you know -- like a year or two ago there was a huge controversy where a lot of women got upset. How did it feel like inside the company during that period? Did you notice a loss of business? Did you learn anything from that?
Neki čak gotovo veruju da si preterao sa tom kulturom, i znaš - negde pre godinu ili dve postojala je ogromna kontroverza kad su se mnoge žene pobunile. Kakav je bio osećaj u kompaniji tokom tog perioda? Da li si primetio manjak posla? Da li si naučio nešto iz toga?
TK: Well, look, I think -- I've been an entrepreneur since I've been in high school and you have -- In various different ways an entrepreneur will see hard times and for us, it was about a year and a half ago, and for us it was hard times, too.
TK: Pa, vidi, smatram - preduzetnik sam još od srednje škole i imaš - na mnogo različitih načina preduzetnik prolazi kroz teške periode i za nas, bilo je to pre oko godinu i po, došao je težak period i za nas.
Now, inside, we felt like -- I guess at the end of the day we felt like we were good people doing good work, but on the outside that wasn't evident. And so there was a lot that we had to do to sort of -- We'd gone from a very small company -- I mean if you go literally two and a half years ago, our company was 400 people, and today it's 6,500. And so when you go through that growth, you have to sort of cement your cultural values and talk about them all of the time. And make sure that people are constantly checking to say, "Are we good people doing good work?" And if you check those boxes, the next part of that is making sure you're telling your story. And I think we learned a lot of lessons but I think at the end of it we came out stronger. But it was certainly a difficult period.
E, sad, u firmi nam je bilo - pretpostavljam na kraju dana smo se osećali kao dobri ljudi koji rade nešto dobro, ali spolja to nije bilo očigledno. Bilo je puno toga što smo morali da uradimo, kao... Počeli smo od vrlo male kompanije - mislim, ako se vratimo bukvalno pre dve i po godine, naša kompanija je imala 400 ljudi, a danas 6 500. Kada prolazite kroz tako nešto, morate imati čvrste kulturne vrednosti i pričati o njima sve vreme, i biti sigurni da ljudi stalno ispituju da bi rekli da li smo mi dobri ljudi koji dobro rade. Ako štriklirate ova polja, sledeće je da budete sigurni da pričate svoju priču. A mislim da smo naučili dosta lekcija, ali mislim da posle njih postanemo jači. Ipak, to je definitivno bio težak period.
CA: It seems to me, everywhere you turn, you're facing people who occasionally give you a hard time. Some Uber drivers in New York and elsewhere are mad as hell now because you changed the fees and they can barely -- they claim -- barely afford the deal anymore.
KA: Čini mi se da gde god se okreneš, naiđeš na ljude koji ti stvaraju neprilike. Neki vozači Ubera u Njujorku i u drugim mestima su sada ljuti kao risevi jer ste promenili cene, pa jedva mogu - tvrde oni - jedva mogu da ispoštuju ugoovor.
How -- You know, you said that you started this originally -- just the coolness of pressing a button and summoning a ride. This thing's taken off, you're affecting the whole global economy, basically, at this point. You're being forced to be, whether you want it or not, a kind of global visionary who's changing the world. I mean -- who are you? Do you want that? Are you ready to go with that and be what that takes?
Kako - znaš, rekao si da ste ovo prvobitno pokrenuli jer je kul da samo pritisneš dugme i time pozoveš auto. Onda je sve uhvatilo maha, utičete na celokupnu svetsku ekonomiju, praktično, u ovom trenutku. Primoran si da budeš, želeo ti to ili ne, neka vrsta globalnog vizionara koji menja svet. Mislim - ko si ti? Da li želiš ovo? Da li si spreman da nastaviš i prihvatiš sve što ide uz to?
TK: Well, there's a few things packed in that question, so --
TK: Čekaj malo, jedno po jedno -
(Laughter)
(Smeh)
First is on the pricing side -- I mean, keep in mind, right? UberX, when we first started, was literally 10 or 15 percent cheaper than our black car product. It's now in many cities, half the price of a taxi. And we have all the data to show that the divers are making more per hour than they would as taxi drivers.
Prvo, što se cene tiče - mislim, imajte u vidu da je UberX, kada smo tek započeli, bio bukvalno 10 do 15 posto jeftiniji od našeg proizvoda sa crnim kolima. Sada je to, u mnogim gradovima, upola cene taksija, i imamo sve podatke koji pokazuju da vozači zarađuju više na sat nego što bi to mogli kao taksisti.
What happens is when the price goes down, people are more likely to take Uber at different times of the day than they otherwise would have, and they're more likely to use it in places they wouldn't have before. And what that means for a driver is wherever he or she drops somebody off, they're much more likely to get a pickup and get back in. And so what that means is more trips per hour, more minutes of the hour where they're productive and actually, earnings come up.
Ono što se dešava je da kada cene padaju, ljudi će pre uzeti Uber u različito doba dana nego što bi to inače radili, i pre će ga uzeti na mestima gde to ne bi ranije. A to za vozača znači da čim on ili ona nekog odbaci, veća je verovatnoća da će odmah pokupiti nekog u povratku. To znači više vožnji po satu, više minuta u satu kada su produktivni, a zapravo se i zarada povećava.
And we have cities where we've done literally five or six price cuts and have seen those price cuts go up over time. So even in New York -- We have a blog post we call "4 Septembers" -- compare the earnings September after September after September. Same month every year. And we see the earnings going up over time as the price comes down. And there's a perfect price point -- you can't go down forever. And in those places where we bring the price down but we don't see those earnings pop, we bring the prices back up.
Imamo gradove gde smo bukvalno postigli pet ili šest smanjenja cena i videli da se ovo smanjenje umnožava vremenom. Čak i u Njujorku - Imamo blog po imenu „4 septembra“ - poredimo zarade septembar za septembrom za septembrom. Istog meseca svake godine. I vidimo da se vremenom zarada povećava kako cene padaju. A tu imamo i savršenu cenovnu pravu - ne možete zauvek da smanjujete. A u onim mestima gde smanjujemo cene ali ne vidimo da zarade rastu, vraćamo na stare cene.
So that addresses that first part. And then the enigma and all of this -- I mean, the kind of entrepreneur I am is one that gets really excited about solving hard problems. And the way I like to describe it is it's kind of like a math professor. You know? If a math professor doesn't have hard problems to solve, that's a really sad math professor. And so at Uber we like the hard problems and we like getting excited about those and solving them. But we don't want just any math problem, we want the hardest ones that we can possibly find, and we want the one that if you solve it, there's a little bit of a wow factor.
To bi bio odgovor na prvo pitanje. A onda enigma i tako to - mislim, vrsti preduzetnika kakav sam ja je veoma uzbudljivo da rešava teške probleme. I onako kako ja to volim da opišem je da smo kao neki profesor matematike, Shvatate? Ako profesor matematike nema teških zadataka za rešavanje, to je jedan tužan profesor matematike. I zato mi u Uberu volimo teške zadatke, uzbudljivi su nam i volimo da ih rešavamo. Ali ne želimo bilo kakve zadatke, želimo one najteže koji se mogu naći i želimo one koje kad rešite, možete sebi da kažete „vau“.
CA: In a couple years' time -- say five years' time, I don't know when -- you roll out your incredible self-driving cars, at probably a lower cost than you currently pay for an Uber ride. What do you say to your army of a million drivers plus at that time?
KA; Za par godina - recimo pet, ne znam kad - izađete sa neverovatnim samovozećim automobilima, verovatno po nižoj ceni od one koja se trenutno plaća za Uber. Šta ćete tada reći svojoj armiji sa više od milion vaših vozača?
TK: Explain that again -- at which time?
TK: Reci ponovo - kad?
CA: At the time when self-driving cars are coming --
KA: Onda kada izađu samovozeći automobili-
TK: Sure, sure, sure. Sorry, I missed that.
TK: Dobro, dobro, dobro. Shvatio sam sad.
CA: What do you say to a driver? TK: Well, look, I think the first part is it's going to take -- it's likely going to take a lot longer than I think some of the hype or media might expect. That's part one.
KA: Šta ćete tad reći vozaču? TK: Pa, vidi, smatram da je prvi korak da se to uopšte desi - verovatno će trebati više vremena za to nego što mislim da neki dizači buke ili mediji očekuju. To je prvi deo toga.
Part two is it's going to also take -- there's going to be a long transition. These cars will work in certain places and not in others.
Drugo, za to će biti potreban dug prelaz. Automobili će raditi u nekim mestima, u nekima ne.
For us it's an interesting challenge, right? Because, well -- Google's been investing in this since 2007, Tesla's going to be doing it, Apple's going to be doing it, the manufacturers are going to be doing it. This is a world that's going to exist, and for good reason. A million people die a year in cars. And we already looked at the billions or even trillions of hours worldwide that people are spending sitting in them, driving frustrated, anxious. And think about the quality of life that improves when you give people their time back and it's not so anxiety-ridden. So I think there's a lot of good.
Za nas je to zanimljiv izazov, zar ne? Jer, pa - Gugl ulaže u ovo od 2007. godine. Tesla će raditi na tome, Epl će raditi na tome, proizvođači će raditi na tome. Ovo je svet koji će postojati, i to iz dobrog razloga. Milion ljudi godišnje strada u udesima. A već smo pričali o milijardama ili čak bilionima sati širom sveta koje ljudi provedu u kolima, voze isfrustrirani, nervozni. Zamislite kako će se poboljšati kvalitet života kada im vratite vreme, a kojem ne upravlja toliko nervoza. Tako da mislim da je to dosta dobro.
And so the way we think about it is that it's a challenge, but one for optimistic leadership, Where instead of resisting -- resisting technology, maybe like the taxi industry, or the trolley industry -- we have to embrace it or be a part of the future.
Mi razmišljamo o tome kao o izazovu, ali o onom za optimistične lidere, gde umesto opiranja - opiranja tehnologiji, kao što radi taksi industrija ili industrija trola - moramo to prihvatiti ili biti deo njene budućnosti.
But how do we optimistically lead through it? Are there ways to partner with cities? Are there ways to have education systems, vocational training, etc., for that transition period. It will take a lot longer than I think we all expect, especially that transition period. But it is a world that's going to exist, and it is going to be a better world.
No, kako da optimistično vodimo kroz to? Postoji li način udruživanja sa gradovima? Postoji li način za obrazovne sisteme, stručno osposobljavanje, itd. za taj prelazni period. Potrajaće dosta duže nego što svi očekujemo, posebno taj prelazni period. Međutim, to je svet koji će postojati, i biće to bolji svet.
CA: Travis, what you're building is absolutely incredible and I'm hugely grateful to you for coming to TED and sharing so openly.
KA: Travise, ono što pravite je apsolutno neverovatno i veoma sam zahvalan što si došao na TED i otvoreno to podelio.
Thank you so much. TK: Thank you very much.
Hvala ti mnogo. TK: Hvala vama mnogo.
(Applause)
(Aplauz)