Want to Succeed in Business? Find a Problem to Solve | Anthony Tan and Amane Dannouni | TED

翻译人员: Alvin Lee 校对人员: Bruce Wang

Amane Dannouni: So, Anthony, you're well-known in the tech community,

阿曼·丹农尼：安东尼， 你在科技圈很有名，

在东南亚家喻户晓，

you're well known in Southeast Asia,

但也许还有人不认识你， 你是 Grab 的 CEO 和联合创始人。

but for those who don’t know you, you’re the CEO and cofounder of Grab.

Grab is essentially the combination of an Uber plus a DoorDash

Grab 大体上相当于优步加 DoorDash，

plus a PayPal, all on the same platform.

加上贝宝，全部集中在一个平台上。

You are Malaysian-born, you're based in Singapore,

你生在马来西亚，现在住在新加坡，

you are a son, you're a husband, you're a father, you're a man of faith.

你是儿子，是丈夫，是父亲， 有宗教信仰。

Am I missing anything?

还有什么是我漏掉的吗？

Anthony Tan: Well, first of all, I'm squirming.

安东尼·谭：好吧， 首先，我有点惭愧。

You know, I grew up with Asian parents, so I'm not used to such kind words.

你看，我父母是亚洲人， 所以我不太习惯这种夸奖。

But thank you so much for that.

但我很感激你这么说。

阿曼·丹农尼：别客气。

AD: You're welcome.

安东尼，有个问题 你可能被问过无数次了，

So, Anthony, you've had this question a million times,

but I think it's the right way to start.

但我认为做为开场问题它很合适。

You cofounded Grab.

你是 Grab 的联合创始人。

Can you walk us through the initial idea that you had

你能讲讲 12 年前你是怎么产生

for the business 12 years ago?

这个商业构想的吗？

AT: Historically, you would say, at least in the Asian,

安东尼·谭：从历史上来看， 你可能会说——至少在亚洲，

which I grew up with,

我成长的地方——

methodology was really,

有可行的方法论，

hey, let's build a business, get rich when you're 50, 60,

就是你做一门生意， 到五、六十岁的时候你发家了，

then contribute back

你开始回馈社会，

and build your own philanthropy or foundation.

开始做慈善，或者建立基金会。

AD: So why not that?

阿曼·丹农尼：为什么不呢？

Because it sounds intuitive, right?

这听起来很自然，不是吗？

So make money out of a business and then take that money

通过某种商业模式挣钱，

然后用这些钱做些好事。

and do something good at some point.

为什么不选择这条路呢？

Why not choose that route?

AT: I think there could be a few scenarios when that happens.

安东尼·谭：我觉得走这条路 会出现几种情况。

One is you get tempted and don't want to give back.

一种是你被诱惑了，并不想回馈。

Two is, you actually cause

第二种是，你实际造成了

negative externalities, right?

某种负面影响，对吧？

You pollute, you, whatever.

比如环境污染或者别的。

Because if it's all you are inspired by is profit maximization,

因为如果你追求的是利润最大化，

then unfortunately, you could cause a lot of harm.

那很不幸，你很有可能带来伤害。

The argument is, yes, you could then create a foundation to sort of solve that.

对，有人可能会说， 那就建立个基金会来解决这个问题。

But we're going to talk about, you know, when I came out, I was in [my] early 30s,

但我们要讲的是， 我创业是在我 30 出头的时候，

and then that's going to be 30 years of damage, potentially,

那有可能要造成 30 年的伤害，

versus in our case, it's literally building it from day one.

但我们的情况是， 从一开始就建立了这个基金会。

In fact, when we came up with the business plan,

实际上，当我们提出商业计划时，

it was a for-profit social enterprise,

它是一个盈利的社会企业，

a FOPSE, or a double bottom line business.

简称 FORSE， 或者说双重底线企业。

And we actually didn't even submit it for the business plan track.

我们甚至没有将它提交到商业计划赛道。

We actually submitted it for the social enterprise track.

而是提交到了社会企业赛道。

That was the intent.

这是我们当时的意图。

AD: So, Anthony, out of all the social problems that you could have solved,

阿曼·丹农尼：安东尼， 在众多你可能解决的社会问题中，

you focused on safety.

你重点关注安全。

Safety for women and children in transportation

妇女和儿童在交通中的安全，

and very specifically, in Malaysia.

尤其是在马来西亚。

Why is that?

为什么呢？

AT: Safety was a very personal problem for us.

安东尼·谭：对我们而言， 安全是很个人的问题。

My cofounder and I, Ling,

对我和我的联创，玲来说，

she used to finish work late at night,

她以前下班很晚，

her consulting hours, at 11pm, for example.

做咨询工作， 比如到晚上 11 点。

She would then have to jump in a taxi

她只能上一辆出租车，

and pretend that she's on a call with her mom

假装跟妈妈打电话，

just so that a driver would know she's with somebody else.

这样司机以为她不是独自一人。

And if anything was to happen to her, she could call for help.

如果有事发生，她就可以立刻求救。

That was how she had to go through life,

这就是她生活的常态，

as a consultant, when she finished late hours.

做咨询工作，她经常加班很晚。

So that's one, personal.

所以这是第一点，个人原因。

Second is, we wanted to go for a problem that was,

第二点就是我们想解决一个问题，

even yourself, if you lived in a States, you just crossed over Mexico City,

即便是你，假设你生活在美国， 你某天来到某个墨西哥城市，

you know, 12 years ago, you probably were worried to take a taxi,

比如 12 年前， 你可能会有点怕打车，

a random taxi as well.

哪怕是随机的一辆出租车。

So it was sort of a global problem.

这是个全球性的问题。

The third, what we felt was when you could solve the safety problem,

第三点就是，我们觉得 如果能解决安全问题，

you actually unlock a lot of possibilities.

那就解锁了很多可能性。

So children could go to schools without being worried.

你可以安心地让孩子们去上学。

Because it wasn't a affordability issue,

因为这不是能否负担得起的问题，

they were scared to take taxis

而是害怕打车的问题，

or women would be scared to take a taxi to work,

女性不敢打车去上班，

and then they would choose not to go to work.

她们就干脆选择不上班。

And that leads to all kinds of second-order effects.

这就会导致一系列连锁反应。

So we wanted to create or enable

所以我们想在社会中 创建或者赋能一个团体，

a group of people in society to whatever they can achieve

尽他们所能，

and allow those opportunities to take place.

让这些可能性发生。

So now drivers have a lot more income.

因此现在司机们的收入高了很多。

They then became susceptible to crime because they had a lot of cash,

他们又成为了犯罪的目标 因为他们通常有很多现金，

because they were now earning a lot of money,

因为现在他们赚得多了，

and they basically became a mobile ATM machine.

就让他们成为了移动的自动提款机。

And what we did then was we said, look, let's invent,

于是在那个时间点，

at that point in time, Grabpay,

我们开发了 Grabpay,

which would take out cash from the driver's hands

让司机们手里没有现金，

and keep them safe.

保证他们的安全。

And it was literally in the driver wallet,

钱相当于在他们的钱包里，

and it had ways of managing their safety.

这样就有多种方法保证他们的安全。

AD: So Anthony, I do get the transition from solving the safety in transportation

阿曼·丹农尼：安东尼， 我理解从解决交通安全

to ride hailing.

到叫车服务的转变。

But then you went into payment,

但之后你又进入了支付行业，

broader financial services and even a full-fledged bank.

提供更广泛的金融服务， 甚至还有一家成熟的银行。

Why don't you walk us through that story,

给我们讲讲这个故事呗，

how you went through one to the other?

你是怎么一步一步走过来的？

AT: Sure.

安东尼·谭：没问题。

So we said, take cash out of the system by creating Grabpay.

我们刚刚讲到了，通过打造 Grabpay 我们不再使用现金。

Now, the benefit of that was safety for the drivers,

好处就是司机更安全了，

but also our customers could walk in and out

同时我们的用户也更方便了，

even in a high-cash society like Southeast Asia.

即便在东南亚 这种强依赖现金的社会。

Then we said, our drivers and including our merchants actually needed more.

然后我们认为， 我们的司机和商家需要更多。

They needed financing to expand their businesses.

他们需要金融支持来扩张生意。

And that's when we created Grab lending

于是我们打造了 Grab lending，

so that they can move from not just being a driver,

这样司机们可以不再局限于开车，

but they started being able to borrow, to own two or three bikes,

他们可以租借， 或者拥有 2-3 辆摩托车，

and then they could then rent those bikes out.

这样他们就可以把车租出去。

Then we created the digital banks

然后我们建立了数字银行，

because we realized, again, for them,

因为我们意识到，对他们而言，

their problem was if they were to save money in a traditional bank,

如果把钱存到传统银行，

they were to save at least 30 days to earn the interest for that month.

他们要至少过 30 天 才能拿到当月利息。

What we'd created was a digital bank

而我们的数字银行，

that allows any of our gig workers to earn interest on a daily basis.

可以让这些司机们按天领取利息。

So even if they can afford to save money for 10 days,

所以即使他们只能把钱存 10 天，

they would accrue interest for those 10 days.

也能拿到 10 天的利息。

So it was very catered for a segment of people which are our drivers

所以这很符合我们的司机、

and our long-tail merchants,

我们的长尾商家的需求，

whether they sell, you know,

无论他们是做什么生意的，

bobo ayam or chicken porridge at the sides of the street in Jakarta.

是在雅加达街头卖鸡肉串 还是鸡肉粥。

And that was a common thread, was serving this segment.

所以服务这一特定群体， 是核心思路。

That's how we went across services.

我们就是这样扩展到多种服务的。

AD: Got it.

阿曼·丹农尼：明白了。 你扩大平台的第二种方法，

A second way you scaled the platform,

so we talked about different services building on top of each other.

我们刚刚讨论的是 纵向叠加起来的服务。

You also went for a geographic scale.

你同时也在横向扩张。

You are now present in eight different countries.

你的业务目前进入了 8 个不同的国家。

For those who don't know Southeast Asia,

可能有些人还不了解东南亚，

it's a very diverse place.

那是个非常多元的地区。

Singapore is not Malaysia is not Philippines.

新加坡不是马来西亚，不是菲律宾。

And the GDP per capita is not the same,

人均国内生产总值是不同的，

the languages are different.

所用的语言也不同。

That also was a conscious decision.

这也是一个有意识的决定。

Why did you choose to scale across countries in the region?

你为什么选择 在这个区域进行扩张呢？

Because you could have stuck to “I’m solving the safety issue in Malaysia,

因为你原本有可能坚持 “我在马来西亚解决安全问题，

and I'm solving the other issues, why don't I solve them in Malaysia?"

我也解决其他问题，那我为什么 不在马来西亚解决它们呢？”

You deliberately wanted to have such a broad scope

你经过深思熟虑后， 想把业务扩张到……

that covers I think, if I'm not mistaken,

如果我没记错的话，

something like 650 million people across the eight countries.

覆盖 8 个国家，6.5 亿人口。

Why is that?

为什么呢？

AT: So first of all, again, focus on what was a problem

安东尼·谭：首先， 还是一样，专注于一个问题，

that could be solved.

一个有解的问题。

That's one.

这是第一。 第二，我们已经有了解决方案，

Two, we already had a solution,

it was a proven solution that can scale across countries.

而且这个方案经过验证 是可以跨国家进行规模化的。

Third was, when we built this business

第三，当我们以双重底线模式

as a double bottom line business model,

来创业的时候，

we knew that we needed scale and velocity by design.

我们就知道，我们需要 从设计上确保规模和速度。

Scale and velocity allow for a few things.

规模和速度能带来一些好处。

One, when you have scale, it allows for a lot of supply.

第一，当你规模够大时， 意味着你的供应量就大。

Because customers don't want to wait two hours for a car.

因为客户不会想 等一辆车需要 2 个小时。

They want it in five minutes.

他们希望 5 分钟就能上车。

Scale allows that.

有规模才能做到。

Velocity allows for very high density of bookings,

速度可以应付高频下单，

or, say, in our case, for food business,

或者换句话说，在我们食品业务中，

it allowed for batching.

它允许批量处理。

And batching is very important

批量处理非常重要，

because one, as a double bottom line business,

因为第一，做为双重底线商业，

you can drive to lower cost

你可以在利润率较低的业务中

in a lower-margin business to serve the bottom of the pyramid.

降低成本，从而 为金字塔底层的人群提供服务。

Sustainably.

持续性地。

AD: I remember initially for you, you didn't approach, you know,

阿曼·丹农尼：我记得最开始的时候，

random people who then can drive cars.

你招募的不是会开车的普通人，

You approach the taxi drivers.

而是出租车司机。

That's a very important design choice.

这是一个经过设计的重要选择。

Can you talk us through why you made that choice?

你能详细讲讲这么选的原因吗？

AT: You're right.

安东尼·谭：没错。我们选择 出租车司机确实是经过设计的，

The design choice we chose was to go with taxi drivers

and then even go even lower than that.

之后甚至更低端。

To go to tuk tuks, to go to two-wheels, right?

转而面向了三蹦子、摩托车，对吧？

To go to, in Philippines, they've got habal habal, right?

在菲律宾， 他们有摩托出租车，对吧？

Really low-cost ways of mobility.

真正低成本的出行方式。

Versus, if you look at what our other peers did

而我们的竞争对手，

in more developed countries,

在那些更发达的国家，

they took black cars as their first wave of attack.

他们的第一波攻击方式是专车。

Now two different design choices.

这是设计出来的两种不同的选择。

Number one was we wanted to be

第一种，是我们为大众出行

a real mobility solution for the masses.

提供了真正的解决方案。

Again, why?

再问一次，为什么呢？ 因为我们的出发点永远是

Because the beginnings was always about how might we serve

如何为金字塔底端的人群提供服务。

the bottom of the pyramid.

So it was, if we can serve a ride for 20 cents,

也就是说，如果我们可以 提供 20 美分一次的出行服务，

we'll try and get that

那我们就会努力达成，

versus a 200-dollar airport ride.

去跟 200 美元一趟的 机场专车竞争。

So that was a difference.

这是不同之处。

By design, it was built to serve the bottom of the pyramid.

从设计上来说，它是为了 服务金字塔底层的人群而建立的。

Yet you had to be profitable, yet you had to be sustainable.

当然你还必须盈利， 你还必须可持续经营。

The second design choice then was

第二个经过设计的选择是

we said how do we then scale very quickly?

我们如何能迅速扩张？

And that's when we designed ways of getting driver, get driver.

于是我们开始设计招募司机的方法。

We designed ways of building it.

设计搭建体系的方法。

So in the early days, it wasn't built on an iPhone.

早期我们的应用 并不是部署在 iPhone 上的。

Our peers built it on iPhone.

我们的竞争对手 部署在 iPhone 上。

We went for a 2.25 inch screen Samsung

当时我们瞄准的是 2.25 寸屏幕的三星，

at that time, Samsung was the earliest in Android,

三星是最早入局安卓系统的，

and we bet on Android

我们看好安卓，

because it was the lowest-cost smartphone at that point in time.

因为在当时它是最低价的智能手机。

Again, design choice so that we could serve the bottom of the pyramid

再一次，我们设计的选择 是服务金字塔的底端，

and be sustainable at the same time.

同时保持可持续发展。

AD: Did you ever think in hindsight that if I have done it differently,

安曼·丹农尼：事后你有没有想过， 如果你换种方式，

it might have scaled faster

会不会增长得更快，

更快说服那些出租车司机？

than the time it took you to convince the taxi drivers?

AT: I think that's a fair question, because the traditional sort of, you know,

安东尼·谭：这是个好问题， 因为传统的方式，

let's call it "Valley-based" start-up way is, look, I step on toes,

我们称之为“硅谷式”的创业方式是， 看，我为了成功可以不择手段，

I do whatever it takes.

可以不顾他人的利益。

Just move, hustle, hustle and move as fast as you can, right?

只管全力以赴、拼命努力， 尽可能快速前进，对吗？

Even if you break things, it's OK.

即使你破坏了一些东西，也无所谓。

We took a different approach again,

我们再次采取了不同的方式，

because we chose mobility as our first design choice,

因为我们将出行服务 做为首要的设计选择，

we knew it was regulated in the region.

我们知道它在当地是受监管的。

And because we chose taxis as our first vehicle type

因为我们选择 将出租车做为首选车型，

or mobility type,

或者说首选出行方式，

we knew that was regulated.

我们知道它是受监管的。

So we knew we had to work with the regulators.

因此我们知道 必须同监管部门打交道。

And yes, we were running fast.

是的，我们发展很快。

So maybe it's less of stepping on feet but more pulling them along.

但并没有损害多少人的利益， 而是拉着他们一起发展。

We said, let’s cocreate this new vision of mobility

我们提出，让我们跟政府一起，

together with governments.

共同创造新的出行方式。

And when we became part of their developmental agenda,

当我们成为 政府发展计划的一部分时，

it actually supported us

就会得到支持，

because they said, maybe the counterfactual could have been,

他们说，有可能事实正好相反，

"Hey, you could have moved so much faster in the beginning."

“也许你在开始会发展得更快。”

Maybe.

也许是的。

但我会说，也许我也会被限制住，

But I would say I would have been jammed then,

because it's a highly regulated industry.

因为这就是个高度受监管的行业。

Instead, I may have moved slow in the beginning,

反之，我一开始可能走得慢些，

but in the long run,

但长期来看，

we actually outpaced and, as you know,

我们的增速是更快的，如你所知，

we actually fought Uber head-on, for many years,

我们领先了 Uber 好几年，

and we won.

我们赢了。

AD: So Anthony, we talked about the double bottom line business,

安曼·丹农尼：安东尼， 我们谈论了双底线商业模式，

and it makes a lot of sense.

它说明了很多问题。

Now there is economic, there is social.

一边是经济，一边是社会。

But we're increasingly talking about the third bottom line

但我们越来越多地 开始讨论第三条底线，

which is environment.

那就是环境。

In your business model,

在你的商业模式中，

is there space for that third bottom line to take as much space as the second?

有没有空间留给第三条底线呢？ 就像第二条一样。

AT: Absolutely.

安东尼·谭：当然。 你讲到点子上了，

You are absolutely on point,

because we moved from a double bottom line to a triple bottom line.

因为我们已经 从双底线模式转向三底线了。

Again, it wasn't altruistic.

再次重申，这并不是出于利他主义。

I'll be up-front.

我会坦白地说。

It was because when we saw that climate conditions

因为我们看到气候状况

actually impact economic conditions of the business,

对经济状况产生了实实在在的冲击，

when there's a flood in Manila or in Jakarta,

当马尼拉或者雅加达发洪水时，

our drivers can't move.

我们的司机根本动不了。

And when they can't move, there's no business.

他们动不了，就没有生意。

Our business is all about flow.

我们的生意就是流动嘛。

And if there’s no throughput, and we’re not delivering food

当生产停止，我们就无法送外卖，

无法把客人从 A 点 送到 B 点， 就没有生意可做。

or not getting customers from A to B, there's no business.

Drivers don't earn their income.

司机赚不到收入。

It goes against our mission.

这跟我们的使命是相违背的。

So very well,

所以好吧，

we had to protect the environment

我们不得不保护环境，

so that the economic conditions continue

这样经济才能持续发展，

so that we can serve our mission

我们才能达成我们的使命，

of empowering everyday entrepreneurs.

就是赋能日常小企业家。

Now, how do we do it?

那我们要怎么做呢？

I think number one, we first set a goal.

我想第一，我们要设定一个目标。

So by 2040 we're committed to net carbon neutral.

我们承诺到 2040 年 实现碳中和。

Second, we identify what is creating the most carbon

第二，我们确定是什么 造成最大的碳排放，

that you might say is a proxy to deterioration of environment

你可以说这是 环境恶化的一个代理指标，

is our fleets

那就是我们的车队，

because we are in the business of moving things or people.

因为我们的业务 就是运送物品和人员。

So the third was then how do we bring our fleets

所以第三点就是如何让我们的车队

to reduce a big chunk of their carbon?

大幅降低碳排放？

It's by moving them into some form of electrification or zero emission.

方法就是对车队 进行某种电气化或者零排放改造。

So some progress there.

已经有一些进展了。

Number one is, we've invested over 200 million US dollars

首先，我们投资了 2 亿美元

in low-emission vehicles and electric vehicles.

到低排放和电动车领域。

Two, in Singapore, for example,

第二，比如在新加坡，

something like 50 percent of all our deliveries are done zero emissions.

差不多有 50% 的 配送服务是零排放的。

That means by walkers,

也就是说靠步行，

by personal mobility devices that are electric-powered,

或者是由电力驱动的 个人移动设备，

these are very efficient.

它们效率很高。

Third is, in Indonesia,

第三，在印度尼西亚，

we actually have racked up the most number of electrified miles

我们实际上已在 我们所有的出行和外卖服务中，

across all our mobility and deliveries

使用两轮交通工具

across our two-wheel mode of transport.

累积了最多的电动里程。

But the honest truth is, we're not there yet.

但实话实说，我们还未达到目标。

We are very much a work in progress.

我们还在路上。

So today we're working closely with governments.

所以目前我们跟政府合作紧密。

I was just with another potential partner about charging point operators

我刚刚见完一位潜在合作者， 就充电站运营商

and making sure that EV infrastructure is working out

和如何确保电动车基础设施 运转良好进行了交谈，

and incentives on how to get the initial cost of investment --

并讨论了如何通过激励措施 来降低最初的投资成本——

because EVs, the total cost of ownership may be good,

因为尽管电动车的 总体拥有成本可能不错，

but the initial investment tends to be higher.

但是最初的投资成本往往会高一些。

So how do we facilitate that with governments?

我们如何加快同政府的合作？

And then how do we continuously build our financial services

如何持续打造我们的金融服务

so that we can help mitigate that high initial cost of investment?

以此来帮助降低投资初期的高成本？

So all in all, I would say we are still on this journey.

因此整体来看， 我会说我们还在路上。

We haven't cracked the code,

还没有掌握通关密码，

but we have clear progress on it, and we’re going to hit our final goal.

但我们有很清晰的规划， 我们会实现最终的目标。

AD: It's completely fair.

阿曼·丹农尼：非常合理。 我想，这段旅程，

This is, I think, a journey where many,

many of us are still trying to figure out.

我们中的很多人还在试图弄明白。

And it's slightly different from the social question

它跟社会问题还有一点点不同

because it's by definition global.

因为它是个全球性的问题。

And it's very hard to fight it only in certain corners.

如果仅仅在特定的区域 来解决它会非常难。

AT: But we all have to do our part.

安东尼·谭：但我们都应该出一份力。

安曼·丹农尼：绝对应该。

AD: Absolutely.

Let me ask you a final question, Anthony, to end this,

那我问你最后一个问题， 安东尼，来做为结尾。

if you have a message for entrepreneurs out there, what would it be?

如果请你送一句话给企业家们， 你会说什么？

AT: Amane, if you're an entrepreneur,

安东尼·谭：阿曼， 如果你是一名企业家，

我会说要建立一家双重底线 或者三重底线的公司。

I would say start a double bottom line or triple bottom line business.

And why is that?

为什么呢？

Number one is,

第一，

I really believe that there are real social problems out there.

我真心认为社会问题是真实存在的。

One of [those] social problems, for example,

比如，其中一个就是

that we are really looking at is this rich and poor divide.

我们正在面临的，贫富分化问题。

And if you look at, say, in Southeast Asia,

举个例子，在东南亚，

according to World Bank,

根据世界银行的数据，

this rich-poor divide is actually getting worse in each country,

每个国家的贫富分化都在加大，

in Southeast Asia especially.

尤其是在东南亚区域。

And for us, we had that calling, that calling to address this divide.

对我们而言，我们感受到那种 要解决这种分化的召唤。

And why?

为什么？

Because we saw that if the rich-poor divide gets worse,

因为我们看到 如果贫富分化继续恶化下去，

we can see massive social disruption take place.

我们会面临大规模的社会动荡。

So for us, we don't want to wait for that to happen

因此，对我们而言， 我们不想等到那一天，

in this part of the world.

不想它发生在我们这里。

We want to address that up front.

我们希望提前主动地解决它。

And the best way to address that up front is to say:

而最好的方法就是，

How can we uplift the bottom of the pyramid

如何能抬起金字塔的底端，

and help them rise?

帮助他们往上走？

And we felt that this calling is so deep.

我们感到这种召唤非常深刻。

And frankly,

老实讲，

as an entrepreneur,

做为一名企业家，

you need to know that the hours you're going to be putting in

你需要明白，你投入的时间

[are] going to be so significant,

将会非常有意义，

and the borders between your private life

而你的私人生活

and your public life is completely going to merge.

和你的公共生活 将会完全融合在一起。

So you better do something that you love,

因此你最好去做你喜欢的事，

that you are absolutely convicted on.

做你有绝对信念的事。

In my case, I felt that this was literally a calling from up above.

对我而言， 我感觉这就是上天的召唤。

And when you feel that it's a calling from up above,

当你感觉这是上天的召唤的时候，

you have a competitive advantage

你就有了竞争优势，

because you're willing to put in hours that are many more than anybody else.

因为你愿意比其他人 投入更多的时间在里面。

You're going to feel that you're going to be so proud,

你会觉得无比自豪，

even whether you succeed or you fail.

无论你成功或是失败。

You can say to your children's children

你可以对你孩子的孩子说，

that: “I did this because the intent was to solve a real societal problem.”

我做这个是想解决 一个真正的社会问题。

And that is something

这就是

that I would really encourage all entrepreneurs to fight for,

我想鼓励所有企业家为之奋斗的事，

their own calling.

他们自己的召唤。

AD: Anthony, on that note of passion that I love, thank you very much.

阿曼·丹农尼：安东尼，很欣赏你 对于所爱之事的热情，非常感谢你。

AT: Thank you.

安东尼·谭：谢谢你。