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And so more and more, and again, especially with technology, organizations are thinking to themselves, well, how do I leverage technology to build that stronger relationship with customer and a stronger connection, which is great.
因此，越来越多的组织，尤其是在技术方面，都在思考，好吧，我如何利用技术来与客户建立更牢固的关系和更强的联系，这很好。
In my opinion, there’s absolutely nothing wrong with that.
在我看来，那绝对没有什么错。
The problem is that commerce is unique in the sense that at that moment, I then have to turn around and ask my customer for money.
问题在于，商业的特殊性在于，在那一刻，我必须转过身来向客户要钱。
You know that saying, you know friends and money don’t mix everybody’s set up and everybody believes completely.
你知道那句话，你知道朋友和金钱不能混为一谈，每个人都有自己坚定的立场。
In commerce, we don’t have the luxury of choosing one or the other. We kind of have to do both, right?
在商业领域，我们没有选择其一的余地。我们必须两者兼顾，对吗？
And so, on the one hand, on the front end, as I was saying before, you’re trying to build that trust with customers, which is again, it’s great, but then it’s becomes very delicate, right?
因此，一方面，在前端，正如我之前所说，你试图与客户建立信任，这再次说明，这很好，但随后它会变得非常微妙，对吧？
Because I’m telling my customer who I had previously told him or her to trust me a lot to then say, okay, now I used to give me money.
因为我在告诉我的客户，我之前告诉他或她要非常信任我，然后说，好吧，现在我过去给我钱。
So, it becomes a very, very difficult, very delicate thing to do.
所以，这就变成了一件非常、非常困难，非常微妙的事情。
And if I start using algorithms to generate those prices, so prices are not only moving than they used to be, but also they’re moving in a way that may be disconnected.
如果我开始使用算法来生成这些价格，那么价格不仅会比过去波动得更厉害，而且它们的波动方式可能会脱节。
We had done the line psychology of that relationship.
我们已经完成了那段关系的线心理学。
What can happen is that you’re driving a wedge between the front end of my customer orientation efforts and the back end, which is the more monetization element.
可能发生的情况是，你在我的客户定位工作的前端和后端之间打入了一个楔子，而后端是更多的货币化元素。
And whenever you drive that wedge going back to a comment I made before you start having the customer filling in the blanks, what’s going on?
每当你提出那个观点时，回到我之前所说的，你开始让客户填补空白，这是怎么回事？
Why did they tell me these in the one hand, but then actually the pricing me that way? Are they standing behind what they’re saying? Are they truthful? Are they giving me what they promised?
为什么他们一方面这样告诉我，但实际上却那样给我定价？他们是否支持自己所说的话？他们是否诚实？他们是否给了我他们承诺的东西？
Where does this go wrong sometimes? In your article, you gave the example of Uber at the time of a terrorist attack or the threat of a terrorist attack.
有时候是哪里出了问题？在您的文章中，您举了在发生恐怖袭击或恐怖袭击威胁时使用优步的例子。
Search pricing took the price of getting writers out of a certain area up five times what it normally is.
搜索定价使某一地区的作家离开特定地点的价格提高了五倍。
There is some benefit of course, to offering, charging more money and drawing more drivers to help take people out of a certain area and at a high demand shock event like that, but what went wrong in that case, do you think?
当然，在这种情况下，收取更多的费用并吸引更多的司机来帮助人们离开某个地区，在像这样的高需求冲击事件中是有一些好处的，但是你认为在这种情况下出了什么问题呢？
So, I think if we, put yourself in the customer’s shoes.
所以，我认为如果我们，设身处地为客户着想。
In the case of Uber, when these shocks happen, sometimes even if it is not, even if it’s not a harmful sort of situation, but more like a Christmas Eve or things, or New Year’s Eve, there is that sense, I think, from the customer perspective that it’s not as if I’ve got many options, right.
就 Uber 而言，当这些冲击发生时，有时即使不是有害的情况，而更像是平安夜或新年前夕，我想，从客户的角度来看，也会有这样的感觉，好像我没有太多选择，对吧。
I am, I’m at the mercy of the company. I am out here.I need to get out of here for whatever reason, and I literally do not have a choice.
我现在只能任公司摆布。无论出于什么原因，我都必须离开这里，我别无选择。
So, what do you think Uber should do in a situation like that?
那么，你认为优步在这种情况下应该怎么做？
Because it could still offer high reimbursement rates, right.
因为它仍然可以提供高报销率，对吧。
To drivers to drive on New Year’s Eve, for instance, is that just one of those times when Uber should just lose money for the evening? I mean that may be a solution, right?
比如，让司机在除夕夜开车，这是不是优步当晚就该赔钱的时候之一?我的意思是这可能是一个解决方案，对吧?
I don’t pretend to understand the fundamental economics of Uber, so I wouldn’t hesitate to sort of give them specific advice.
我不会假装理解优步的基本经济学原理，所以我会毫不犹豫地给他们一些具体的建议。
But from where I sit, my objective would be to sit down with them.
但是，从我的立场来看，我的目标是与他们坐下来谈。
I mean, we make an example of Uber, but it could be this there’s millions of applications of algorithms.
我的意思是，我们以优步r为例，但实际上算法有几百万种应用。
What I ideally like is for organizations to sit down and think beyond the standard economic argument of algorithms.
我理想的情况是，各组织能坐下来，思考算法的标准经济论点之外的东西。
That’s, because that, I think they’re in the best seat to judge what limits there are.
这是因为，我认为他们最有资格判断存在哪些限制。
If they’re made aware of those sort of side effects, or byproducts, I think they’re in the best seat to sit down and say, okay, oh, now that I know that these things could happen, and given what I know about the marketplace, where do I want to put those guardrails, for example.
如果他们意识到了这些副作用或副产品，我认为他们就会坐下来，说："好吧，哦，既然我知道这些事情可能会发生，鉴于我对市场的了解，比如说，我想在哪里设置这些防护栏。
Or when should I expect something to potentially go wrong, and so to be weary of that? Or who should I put the decision in the hands of?
或者我应该什么时候预料到可能会出问题，从而对此保持警惕？或者我应该把决定权交给谁？
