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We are paying for things in new ways; that much is clear. We're paying for taxi rides using our Uber app, checking out personally tailored offers on Facebook, and downloading films to our Amazon Kindles -- without ever pulling the plastic out of our wallets. Yet Ken Chenault plans to insure that American Express (AXP) remains in the center of every transaction.
我們正在采用新的支付方式，這一點(diǎn)已經(jīng)很明顯了。我們會(huì)用打車應(yīng)用Uber支付出租車費(fèi)，在Facebook上為個(gè)人定制產(chǎn)品結(jié)賬，把電影下載到我們的亞馬遜（Amazon）Kindle平板電腦上——而不用從錢包里抽出塑料信用卡。現(xiàn)在，肯o切諾特要確保讓美國運(yùn)通（American Express）在每筆交易中都占據(jù)中心地位。
At the Mobile-First Summit in New York, I sat down with the chief executive to discuss the future of mobile payments. Below is a condensed version of our conversation, edited for clarity.
紐約Mobile-First峰會(huì)期間，我與這位首席執(zhí)行官坐在一起，討論了移動(dòng)支付的未來。以下是我們談話的內(nèi)容概要，為了表述清晰，對話經(jīng)過了一定編輯。
Fortune: What is the scope of the mobile opportunity for American？
《財(cái)富》：美國運(yùn)通在移動(dòng)領(lǐng)域的機(jī)遇有多大？
Chenault: Mobile is redefining both online and offline commerce. The penetration of m-commerce in e-commerce was around 0.09% [Meaning that less than one percent of e-commerce transactions happened on mobile devices --Ed.]. By 2017, it's projected to be at 26% and that's just penetration in e-commerce.
切諾特：移動(dòng)產(chǎn)品重新定義了線上和線下的商業(yè)活動(dòng)。移動(dòng)商務(wù)在電子商務(wù)中所占的比例大約是0.09%（編者注：即意味著電子商務(wù)只有不到1%的交易是通過移動(dòng)設(shè)備完成的）。但到2017年，這個(gè)比例預(yù)計(jì)將達(dá)到26%，這還只是它在電子商務(wù)領(lǐng)域的滲透程度。
That's just e-commerce. When will we stop breaking it out and talk simply about commerce?
這說的只是電子商務(wù)。我們什么時(shí)候才能不再區(qū)分電子或非電子商務(wù)，而簡單地把它們都視為商務(wù)呢？
What's happening is a gigantic opportunity. Mobile will redefine how commerce is done. Steve Jobs redefined the retail experience. I think commerce and mobile will do an even more transformational job in an exponential way. The opportunity for startups to redefine the power of mobile is incredible. Scale is important, but if you have the idea, you now have the ability to connect with companies that can drive that scale. Clearly there are five platforms that will play an important role and be very powerful: Amazon (AMZN), Apple (AAPL), Google (GOOG), Facebook (FB), and Alibaba. More and more, startups will be able to connect to these services to scale quickly.
一個(gè)巨大的機(jī)遇正在出現(xiàn)。移動(dòng)設(shè)備會(huì)重新定義商業(yè)方式。史蒂夫o喬布斯重新定義了零售體驗(yàn)。我認(rèn)為，商務(wù)和移動(dòng)設(shè)備將會(huì)以指數(shù)增長的形式帶來更加具有革命性的變化。初創(chuàng)公司有機(jī)會(huì)重新定義移動(dòng)設(shè)備的力量，這真是不可思議。業(yè)務(wù)規(guī)模很重要，不過如果你有點(diǎn)子，你現(xiàn)在就可以聯(lián)系那些能夠驅(qū)動(dòng)這種規(guī)模的公司。顯然，現(xiàn)在有五大平臺(tái)將會(huì)扮演舉足輕重的角色，成為強(qiáng)大的力量：亞馬遜（Amazon）、蘋果（Apple）、谷歌（Google）、Facebook和阿里巴巴（Alibaba）。越來越多的初創(chuàng)公司將會(huì)與這些服務(wù)商合作，從而迅速擴(kuò)大自己的規(guī)模。
How does the competitive landscape change?
競爭格局將會(huì)發(fā)生什么變化？
I think it's important to understand the payments industry and commerce is going through fundamental change. You are seeing a blurring of commerce, mobile, payments, and a convergence of online and offline. In the near term, plastic is not going to go away. You are going to see a demarcation between payment companies. There are going to be those that stay in the status quo, and they're going to focus on facilitating payments. That is a mistake. They will be reduced to a commodity. There will be those companies who will focus on the entire commerce journey, and that's us.
我認(rèn)為，要明白支付業(yè)和商務(wù)即將經(jīng)歷翻天覆地的變化，這一點(diǎn)十分重要。大家正目睹著商務(wù)、移動(dòng)設(shè)備和支付的界限日益模糊，線上和線下也開始整合。短期內(nèi)，塑料信用卡并不會(huì)被淘汰。大家會(huì)看到支付公司之間產(chǎn)生分化。有些公司會(huì)維持現(xiàn)狀，他們會(huì)專注于推動(dòng)支付行業(yè)的發(fā)展。但這是錯(cuò)誤的。他們最后會(huì)退化成一種商品。還會(huì)有一些公司將會(huì)注重全部的商業(yè)流程，我們就是其中之一。
I'll give you one example of how payments has changed: Uber has changed payments. Infrastructure hasn't changed at all, but the experience is frictionless and seamless, and you don't even know you're consummating a payment.
我來給你舉個(gè)例子，告訴你支付行業(yè)已經(jīng)發(fā)生的改變：Uber已經(jīng)改變了支付的形式。那些基本的東西沒有改變，但是這種體驗(yàn)是順暢無縫的，你甚至都不知道你已經(jīng)完成了支付。
We have the largest integrated global payments platform. We bring together users, card members, and merchants, and the data is incredibly valuable. We know where they spend online and offline. We want to deliver benefits and services when our card members want it, where, and how they want it.
我們擁有最大的集成式全球支付平臺(tái)。我們讓用戶、持卡者和商人聚在了一起，他們的數(shù)據(jù)具有無與倫比的價(jià)值。我們知道他們在哪里進(jìn)行線上和線下消費(fèi)。無論我們的持卡者希望在何時(shí)何地、用何種方式獲得我們提供的實(shí)惠和服務(wù)，我們都希望能滿足他們的需求。
Let's talk about Uber. I use it, and just noticed this morning that when I pulled up Google Maps to get directions to this venue, the app offered me the option to call Uber. As a consumer, I was dealing with the Google brand and the Uber brand. Yes, I made the payment on my American Express card, which is linked to my Uber account, but the AmEx brand didn't come into my line of sight. Is that a good or a bad thing for AmEx?
我們談?wù)刄ber吧。我用過它，今天早上我用谷歌地圖導(dǎo)航到這個(gè)會(huì)場，發(fā)現(xiàn)谷歌地圖可以讓我選擇使用Uber。作為一名消費(fèi)者，我同時(shí)接觸到谷歌品牌和Uber品牌。是的，我是用與Uber賬戶關(guān)聯(lián)的美國運(yùn)通卡付的錢，但是我沒有看到美國運(yùn)通的商標(biāo)。這對運(yùn)通來說是好是壞？
For us it's a good thing because at the end of the day we have a well-known and trusted brand ... here's not much of a difference between saying I want to be the first card in the wallet and saying I want to have AmEx as my default option. What is critical is the benefits, services, and innovation we provide so we're the first card in the wallet.
對我們來說，這是一件好事，因?yàn)榭傊覀冇幸粋€(gè)廣為人知的可靠品牌……“我想成為錢包中信用卡的第一選擇”，和“我想讓美國運(yùn)通成為我的默認(rèn)選擇”，這個(gè)區(qū)別并不大。關(guān)鍵在于我們要提供實(shí)惠、服務(wù)和創(chuàng)新，來保證我們成為錢包中信用卡的首選。
So you're talking about the difference between the transaction and what you call "the journey." What's involved in that journey?
所以你談的是交易和你所說的“過程”之間的區(qū)別。那個(gè)過程中包含什么？
Here's what's key. If we look at how mobile devices are used, people who use mobile devices in the shoppers' journey are 40% more likely to convert to sales. Think about how people use information, how they leverage recommendations they get from social media sites. The key is to understand the different elements of the commerce journey. We want to be where our customers are. We want to deliver them benefits in the way they want to have those benefits presented to them. It goes back to a key message I give in my organization: This is an environment where you innovate or die. We want to be the company that will put us out of business.
這就是關(guān)鍵點(diǎn)。我們可以注意一下移動(dòng)設(shè)備的使用情況，在購物過程中使用移動(dòng)設(shè)備的顧客購買東西的可能性會(huì)提高40%。想想人們會(huì)如何利用信息，如何參考他們從社交媒體網(wǎng)站上獲得的推薦。關(guān)鍵在于了解商務(wù)過程中不同的元素。我們希望與我們的顧客同在。我們想要以顧客希望的方式為他們提供便利和實(shí)惠。這其實(shí)就是我在公司內(nèi)部的一個(gè)關(guān)鍵理念：在這個(gè)環(huán)境中，要么創(chuàng)新，要么等死。我們要做不僅僅是盈利。
Part of that is looking beyond the trends to understand systematic change. Were digital wallets a fad? In 2011, companies like Google and Square launched them. In 2014, many of those efforts haven't worked and are being retried. Are digital wallets dead?
訣竅之一是看看潮流的方向，從而理解系統(tǒng)性的變化。數(shù)碼錢包風(fēng)靡過嗎？2011年，谷歌和Square等公司發(fā)布了這項(xiàng)功能。到2014年，在這方面的許多努力都沒有奏效，人們還在不斷嘗試。數(shù)碼錢包是不是已經(jīng)宣告死亡了？
I don't think they're dead, but if you go back to what I said publicly in 2011, I didn't think these wallets met a value proposition. I'm going to tap to pay? What's the friction that it's really solving? What are the benefits that I'm getting? How is that helping me in my shopping journey? At the end of the day, the failure of wallets was not being focused enough on customer needs.
我沒覺得它們消亡了，不過你可以回顧我在2011年公開說過的話，我覺得這種錢包沒有找到合適的價(jià)值定位。通過輕觸屏幕來付款？這能真正解決什么難題呢？我能得到什么好處呢？在購物過程中，它幫到了我什么？總而言之，數(shù)碼錢包的失敗，在于它們沒有專注于解決消費(fèi)者的需求。
But you think some efforts have worked?
但你認(rèn)為有些努力已經(jīng)奏效了？
We acquired a platform called Revolution Money in 2009 at the height of the financial crisis. It is a very flexible alternative payments platform. We said, There's a large population of folks not being served -- there are 70 million people in this country who don't have a checking account or don't believe they're being served well. NerdWallet has said with prepaid cards, you're paying $300 a year to use your own money. With checking accounts, people are paying several hundred dollars a year if they don't have a minimum balance. So we came out with an online payment platform that works offline and online. In early 2014, once we got the platform stabilized, we brought on 2.4 million customers. In the month of April alone, we brought on 1 million customers. They're transacting volumes on our platform. Wallets, if they are done right, can work. Mobile apps will play an important role going forward.
我們在2009年金融危機(jī)高峰期收購了一個(gè)叫做Revolution Money的平臺(tái)。這是一個(gè)非常靈活、有多樣化選擇的支付平臺(tái)。我們說，還有許多人沒有享受到我們的服務(wù)——這個(gè)國家有7,000萬人口還沒有存款戶頭，或者不認(rèn)為他們得到了很好的金融服務(wù)。金融網(wǎng)站NerdWallet表示，使用借記卡就等于你每年要花300美元來用你自己的錢。如果人們存款賬戶中的錢沒有達(dá)到最低存款額度，每年就要支付幾百美元。所以我們研發(fā)了一個(gè)線下線上都能使用的在線支付平臺(tái)。2014年初，這個(gè)平臺(tái)開始平穩(wěn)運(yùn)營，隨即就擁有了240萬用戶。僅僅4月一個(gè)月，用戶數(shù)量就增加了100萬。他們在我們的平臺(tái)上進(jìn)行交易。如果數(shù)碼錢包供應(yīng)商能夠做出正確的決策，那么錢包就還是可行的。移動(dòng)應(yīng)用在它們發(fā)展的過程中會(huì)起到很重要的作用。
We made further changes to the functionality of the platform so you can do anything you want -- pay bills, do peer-to-peer-payments, write checks. The term we coined in our company is that it is expensive to be poor. But we can develop a model where we have attractive economics, so instead of paying $14.95 a month for a prepaid card, you pay $1 a month with us for a far better service.
我們進(jìn)一步改進(jìn)了平臺(tái)的功能，這樣大家就可以做自己想做的任何事了——支付賬單、完成點(diǎn)對點(diǎn)付款、開支票。在公司中，我們總結(jié)出了一條規(guī)律：當(dāng)窮人的代價(jià)是很大的。但是我們可以開發(fā)一個(gè)模式來吸引資金，于是大家就不必每個(gè)月為預(yù)付卡花上14.95美元了。你可以與我們合作，每個(gè)月只付1美元，就能享受好得多的服務(wù)。
Peer-to-peer payments: How important is the capability?
點(diǎn)對點(diǎn)支付：這項(xiàng)功能有多重要？
It's very important, but what's critical is that you have got to connect peer-to-peer payments with a range of services that meet a variety of needs. As a standalone, it's difficult to generate the economics you need. But there's a very high demand. We looked at where spending takes place. Outside of credit cards and charge cards, there's $25 trillion out there. That's a tremendous opportunity.
它很重要，不過關(guān)鍵在于你需要將點(diǎn)對點(diǎn)支付與滿足各種需求的多項(xiàng)服務(wù)關(guān)聯(lián)起來。作為單一的服務(wù)項(xiàng)目，它很難為你帶來可觀的利潤。不過它有著很大的需求。我們了解了一下消費(fèi)者把錢都花在哪里了。在信用卡和簽帳卡之外，還有25萬億美元的市場。這是一個(gè)巨大的機(jī)遇。
You've done creative things with the AmEx loyalty program like recently making it possible for people to pay for a New York City cab ride with points. Are people actually using this service?
你在運(yùn)通的忠誠度項(xiàng)目上有許多創(chuàng)新點(diǎn)，比如最近人們可以在紐約用積分搭計(jì)程車。人們真的在用這個(gè)服務(wù)嗎？
Yes! It is frictionless, and once people use it, 80% of the them return.
對！這項(xiàng)服務(wù)用起來很方便，人們一旦用過一次，80%都會(huì)再次使用。
(Audience member: "I'm worried it's a bad deal, that the points can be used better elsewhere.")
（一位聽眾表示：“我很害怕這項(xiàng)交易不合算，或許積分可以被用到更好的地方呢。”）
Here's what you're missing. Do you want to only use those points for airlines? People have said, "I want choice and convenience." If you just say for every dollar there's one point, people want a wide variety of choices.
那你就想錯(cuò)了。你只想把那些積分用來坐飛機(jī)嗎？人們說：“我想要很多選擇，還想要省心。”如果你只是說，每一美元的消費(fèi)會(huì)帶來一點(diǎn)積分，那么人們會(huì)想要多種多樣的選擇。
