We are paying for things in new ways; that much is clear. Were 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.我们正在使用新的缴纳方式，这一点早已很显著了。我们不会用微信应用于Uber缴纳出租车费，在Facebook上为个人自定义产品结账，把电影iTunes到我们的亚马逊（Amazon）Kindle平板电脑上——而不必从钱包里取出塑料信用卡。现在，尼克o托诺特要保证让美国运通（American Express）在每笔交易中都占有中心地位。

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.纽约Mobile-First峰会期间，我与这位首席执行官躺在一起，辩论了移动支付的未来。以下是我们谈话的内容简要，为了阐释明晰，对话经过了一定编辑。Fortune: What is the scope of the mobile opportunity for American？《财富》：美国运通在移动领域的机遇有多大？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, its projected to be at 26% and thats just penetration in e-commerce.托诺特：移动产品新的定义了线上和线下的商业活动。移动商务在电子商务中所占到的比例约是0.09%（编者注：即意味著电子商务只有将近1%的交易是通过移动设备已完成的）。

但到2017年，这个比例预计将超过26%，这还只是它在电子商务领域的渗入程度。Thats just e-commerce. When will we stop breaking it out and talk simply about commerce?这说道的只是电子商务。我们什么时候才能仍然区分电子或非电子商务，而非常简单地把它们都视作商务呢？Whats 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.一个极大的机遇正在经常出现。

移动设备不会新的定义商业方式。史蒂夫o乔布斯新的定义了零售体验。

我指出，商务和移动设备将不会以指数快速增长的形式带给更为具备革命性的变化。初创公司有机会新的定义移动设备的力量，这感叹不可思议。业务规模很最重要，不过如果你有点子，你现在就可以联系那些需要驱动这种规模的公司。

似乎，现在有五大平台将不会扮演着举足轻重的角色，沦为强劲的力量：亚马逊（Amazon）、苹果（Apple）、谷歌（Google）、Facebook和阿里巴巴（Alibaba）。更加多的初创公司将不会与这些服务商合作，从而很快不断扩大自己的规模。How does the competitive landscape change?竞争格局将不会再次发生什么变化？I think its 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 theyre 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 thats us.我指出，要明白缴纳业和商务将要经历翻天覆地的变化，这一点十分最重要。

大家于是以亲眼目睹着商务、移动设备和缴纳的界限日益模糊不清，线上和线下也开始统合。短期内，塑料信用卡并会被出局。

大家不会看见缴纳公司之间产生分化。有些公司不会维持现状，他们不会专心于推展缴纳行业的发展。

但这是错误的。他们最后不会发育成一种商品。还不会有一些公司将不会侧重全部的商业流程，我们就是其中之一。

Ill give you one example of how payments has changed: Uber has changed payments. Infrastructure hasnt changed at all, but the experience is frictionless and seamless, and you dont even know youre consummating a payment.我来给你荐个例子，告诉他你缴纳行业早已再次发生的转变：Uber早已转变了缴纳的形式。那些基本的东西没转变，但是这种体验是流畅无缝的，你甚至都不告诉你早已已完成了缴纳。

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.我们享有仅次于的集成式全球缴纳平台。我们让用户、持卡者和商人聚在了一起，他们的数据具备无与伦比的价值。

我们告诉他们在哪里展开线上和线下消费。无论我们的持卡者期望在何时何地、用何种方式取得我们获取的实惠和服务，我们都期望能符合他们的市场需求。

Lets 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 didnt come into my line of sight. Is that a good or a bad thing for AmEx?我们谈谈Uber吧。我用过它，今天早上我用谷歌地图导航系统到这个会场，找到谷歌地图可以让我自由选择用于Uber。

作为一名消费者，我同时认识到谷歌品牌和Uber品牌。是的，我是用与Uber账户关联的美国运通卡缴的钱，但是我没看见美国运通的商标。

这对运通来说是好是怕？For us its a good thing because at the end of the day we have a well-known and trusted brand ... heres 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 were the first card in the wallet.对我们来说，这是一件好事，因为总之我们有一个广为人知的可信品牌……“我想要沦为钱包中信用卡的第一自由选择”，和“我想要让美国运通沦为我的配置文件自由选择”，这个区别并不大。关键在于我们要获取实惠、服务和创意，来确保我们沦为钱包中信用卡的选用。So youre talking about the difference between the transaction and what you call the journey. Whats involved in that journey?所以你讲的是交易和你所说的“过程”之间的区别。

那个过程中包括什么？Heres whats 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.这就是关键点。我们可以留意一下移动设备的用于情况，在购物过程中用于移动设备的顾客出售东西的可能性不会提升40%。

看看人们不会如何利用信息，如何参照他们从社交媒体网站上取得的引荐。关键在于理解商务过程中有所不同的元素。

我们期望与我们的顾客同在。我们想以顾客期望的方式为他们获取便捷和实惠。这只不过就是我在公司内部的一个关键理念：在这个环境中，要么创意，要么等杀。我们要做到某种程度是盈利。

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 havent worked and are being retried. Are digital wallets dead?诀窍之一是想到潮流的方向，从而解读系统性的变化。数码钱包风行过吗？2011年，谷歌和Square等公司公布了这项功能。到2014年，在这方面的许多希望都没奏效，人们还在大大尝试。

数码钱包是不是早已宣告丧生了？I dont think theyre dead, but if you go back to what I said publicly in 2011, I didnt think these wallets met a value proposition. Im going to tap to pay? Whats the friction that its really solving? What are the benefits that Im 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.我没有实在它们消失了，不过你可以总结我在2011年公开发表说道过的话，我实在这种钱包没寻找适合的价值定位。通过触摸屏屏幕来缴付？这能确实解决问题什么难题呢？我能获得什么益处呢？在购物过程中，它帮到了我什么？总而言之，数码钱包的告终，在于它们没专心于解决问题消费者的市场需求。

But you think some efforts have worked?但你指出有些希望早已奏效了？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, Theres a large population of folks not being served -- there are 70 million people in this country who dont have a checking account or dont believe theyre being served well. NerdWallet has said with prepaid cards, youre paying $300 a year to use your own money. With checking accounts, people are paying several hundred dollars a year if they dont 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. Theyre transacting volumes on our platform. Wallets, if they are done right, can work. Mobile apps will play an important role going forward.我们在2009年金融危机高峰期并购了一个叫作Revolution Money的平台。这是一个非常灵活、有多样化自由选择的缴纳平台。我们说道，还有许多人没享用到我们的服务——这个国家有7,000万人口还没存款户头，或者不指出他们获得了很好的金融服务。

金融网车站NerdWallet回应，用于借记卡就相等你每年要花上300美元当作你自己的钱。如果人们存款账户中的钱没超过低于存款额度，每年就要缴纳几百美元。所以我们研发了一个线下线上都能用于的在线缴纳平台。

2014年初，这个平台开始稳定运营，旋即就享有了240万用户。意味着4月一个月，用户数量就减少了100万。

他们在我们的平台上展开交易。如果数码钱包供应商需要作出准确的决策，那么钱包就还是不切实际的。移动应用于在它们发展的过程中不会起着很最重要的起到。

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.我们更进一步改良了平台的功能，这样大家就可以做到自己想要做到的任何事了——缴纳账单、已完成点对点缴付、开支票。在公司中，我们总结出有了一条规律：当穷人的代价是相当大的。

但是我们可以研发一个模式来更有资金，于是大家就不用每个月为预付卡花上上14.95美元了。你可以与我们合作，每个月只付1美元，就能享用好得多的服务。

Peer-to-peer payments: How important is the capability?点对点缴纳：这项功能有多最重要？Its very important, but whats 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, its difficult to generate the economics you need. But theres a very high demand. We looked at where spending takes place. Outside of credit cards and charge cards, theres $25 trillion out there. Thats a tremendous opportunity.它很最重要，不过关键在于你必须将点对点缴纳与符合各种市场需求的多项服务关联一起。作为单一的服务项目，它很难为你带给相当可观的利润。不过它具有相当大的市场需求。

我们理解了一下消费者把钱都花上在哪里了。在信用卡和投帐卡之外，还有25万亿美元的市场。这是一个极大的机遇。

Youve 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?你在运通的忠诚度项目上有许多创意点，比如最近人们可以在纽约用分数搭乘计程车。人们知道在用这个服务吗？Yes! It is frictionless, and once people use it, 80% of the them return.对！这项服务用一起很便利，人们一旦用过一次，80%都会再度用于。(Audience member: Im worried its a bad deal, that the points can be used better elsewhere.)（一位听众回应：“我很惧怕这项交易不合算，也许分数可以被中用更佳的地方呢。”）Heres what youre 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 theres one point, people want a wide variety of choices.那你就想要拢了。

你只想把那些分数用来坐飞机吗？人们说道：“我想很多自由选择，还想省心。”如果你只是说道，每一美元的消费不会带给一点分数，那么人们不会想多种多样的自由选择。

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