达美乐披萨追踪器：万物理论

本周的《等等，别告诉我》节目中，我们采访了普利策奖得主小说家阿诺恩·迪亚萨，聊了聊他三十年来一直用同一支钢笔的故事。

This week on Wait Wait Don't Tell Me, we talk with Pulitzer Prize winning novelist, Arnon Diasa, about how he's used the same fountain pen for the last thirty years.

如果你把它弄丢了会怎么样？

What would happen if you lost it?

你们知道那种四色圆珠笔吗？

Do you guys know those dick pens with four colors?

哦，知道。

Oh, yeah.

我从小就用那个。

I grew up with that.

别忘了收听我们的完整对话和其他游戏环节。

Don't miss our full conversation and the rest of our games.

在NPR应用或任何你收听播客的地方，都可以收听《等等，别告诉我》的播客。

Listen to the Wait Wait Don't Tell Me podcast on the NPR app or wherever you get your podcasts.

你好，Planet Money的听众。

Hello, Planet Money listener.

我是肯尼·马龙。

It's Kenny Malone.

最近发生了一件奇怪的事，我们希望你能，就像你本人，能帮我们解决这个问题。

So there's been this odd thing happening, and we were hoping that you, like like you personally, could help us fix this perhaps.

你可能知道我们写了一本书。

You probably know that we wrote a book.

我们做了一个游戏。

We made a game.

多亏了你，这些卖得很好，这很棒。

And thanks to you, a lot of those have been sold, and this is great.

但鉴于卖得这么好，我们书籍和游戏的合作伙伴都发现了一个谜团。

But given how well they've been selling, our partners for both the book and the game have pointed out like a mystery.

在巴诺书店或亚马逊这样的网站上，评论或评分数量远低于根据销量所预期的水平。

There simply are not that many reviews or ratings on sites like Barnes and Noble or Amazon compared to what you would expect given the sales numbers.

首先，我要感谢你陪伴我们经历这么多有趣的冒险，也感谢你花辛苦赚来的钱购买《金钱星球》的书或游戏。

So first of all, I mean, thank you for even just coming along with us on our many zany adventures and for spending your hard earned money on a Planet Money book or a Planet Money game.

真的，我们感激不尽。

Like, truly, we cannot thank you enough.

不过，第二点，我们现在回想起来，可能当时我们太骄傲了，不好意思开口。

Secondly, though, we realize now perhaps in hindsight, we were maybe too proud to ask for this.

但如果你买了书或游戏，或者打算买，无论你在哪个网站或商店买的，给我们留个评分或评论，真的对我们节目帮助很大，尤其是在这个算法时代。

But if you bought either the book or the game or if you plan to, giving us a rating or a review review on whatever site or with whatever store you bought it from really, really helps us at the show, especially in this age of algorithms.

如果你没买，那也没关系。

If you didn't buy either, that's okay too.

我们很高兴能和你一起聊聊天。

We're glad to just hang out with you.

对所有听众，真的谢谢你们。

And to everyone listening, just thank you.

谢谢你们的收听。

Thank you for listening.

这里是NPR的《Planet Money》节目。

This is Planet Money from NPR.

我讨厌等待。

I hate waiting.

我觉得大家都讨厌等待。

I think we all do.

但最近，我听到一个理论，说我们和等待的关系在过去二十年里彻底改变了。

But recently, I heard a theory about how our relationship with waiting has been totally transformed in the last twenty years.

这个故事讲的是，一家披萨店的IT部门如何彻底改变了我们等待的方式，以及等待时的心情。

It was a story about how an IT department of a pizza restaurant completely changed how we wait and how we feel when we wait.

我是从亚历克斯·马亚西那里听来的。

I heard it from none other than Alex Mayyasi.

亚历克斯，你来吧。

Take it away, Alex.

好的。

Okay.

基本上，这个故事要从大卫·霍本兹特里克尔在多米诺披萨的IT部门工作说起。

For all intents and purposes, the story starts when David Howbenztricker got a job at Domino's in IT.

当时，公司正面临某种危机。

And at the time, the company was in a kind of crisis.

要知道，达美乐长期以来只以一件事闻名。

See, for a long time, Domino's was known for one thing.

他们以快速配送著称。

They were known for their fast delivery.

就是说，如果你想快点吃到披萨，就会点达美乐。

It was like, if you wanted your pizza fast, you ordered it from Domino's.

但要是想吃好吃的披萨呢？

And want a good pizza.

想吃好披萨的话，你会去别的地方。

If you wanted good pizza, there were other places you would go.

他们太执着于快速配送了，以至于多年来甚至为此提供保证。

They were so into their speedy delivery thing that for many years, they even guaranteed it.

如果披萨没在30分钟内送到你家门口，就免费送给你。

If they didn't get the pizza to your door in thirty minutes, you'd get it free.

但这个保证也带来了问题。

But the guarantee led to problems.

它让送餐司机变得鲁莽。

It pushed delivery drivers to be reckless.

有人因此丧命。

People died.

后来官司不断，最终达美乐不得不放弃这个保证。

There were lawsuits and eventually Domino's had to give up on the guarantee.

当时业内专家都说，达美乐这下完了。

And all the industry pundits said, Domino's is now dead.

哇。

Wow.

他们基本上是在说，没有了这个保证，谁还会点达美乐的披萨？

They were basically saying without the guarantee, who's gonna order Domino's pizza?

你说是吧？

You know?

大卫说失去这个保证是件坏事。

David says losing the guarantee was bad.

他们正在把市场份额拱手让给棒约翰和必胜客这样的竞争对手。

They were ceding market share to the likes of Papa John's and Pizza Hut.

大卫对三十分钟送达保证有一个理论，他认为这个保证之所以受欢迎，不仅仅是因为它能让人快速拿到披萨。

And David had this theory of the thirty minute guarantee, which is that it wasn't just popular because it got people their pizzas fast.

它受欢迎还有一个更微妙的原因。

It was popular for a slightly squishier reason.

它给了人们一种掌控感。

It had given people a sense of control.

这个想法有证据支持。

This idea was backed up by evidence.

大约在2000年代初，达美乐确实委托进行了一项研究，调查人们在订购披萨时的感受。

Around this time in the early two thousands, Domino's had actually commissioned a study that mapped the way people felt when they ordered a pizza.

他们发现，这就像坐过山车一样，心理上起伏不定。

And what they learned was it was a psychological roller coaster.

你饿得不行了。

You're desperately hungry.

然后你就想，我要吃披萨。

And so you're like, I want pizza.

我要吃披萨。

I want pizza.

然后你就去下单，心里想，太好了，披萨马上就到了。

And so you go and you place your order and it's like, oh, yes, I've got pizza coming.

你特别兴奋。

And you're excited.

我搞定了。

I've done it.

我点了披萨了。

I've ordered pizza.

这是过山车的最高点，之后事情就开始走下坡路了。

This was the top of the roller coaster, and things really went downhill after that.

到这个时候，你完全控制不了局面了。

It's completely out of your control at this point.

你就会想，什么情况？

You're like, what?

外卖在哪儿呢？

Where is it?

外卖在哪儿呢？

Where is it?

我饿了。

I'm hungry.

外卖在哪儿呢？

Where is it?

尤其是带着孩子的时候。

Especially with kids.

你懂吧？

You know?

妈妈，东西在哪儿？

Where is it, mom?

妈妈，东西在哪儿？

Where is it, mom?

妈妈，东西在哪儿？

Where is it, mom?

你知道吗？

You know?

马上就到了。

It's coming.

马上就到了。

It's coming.

你根本不知道它在哪儿。

You have no idea where it is.

他们是不是把我的订单弄丢了？

Have they lost my order?

你知道吗？

You know?

不管披萨实际送到要多久，顾客就是讨厌等待的过程和体验。

Regardless of how long getting a pizza actually took, customers just hated the process, the experience of waiting.

为了解决这个问题，并在竞争激烈的披萨市场中脱颖而出，大卫和他的IT同事们开发了一个工具，帮助达美乐在一个新颖的方面击败竞争对手，那就是管理顾客的情绪体验。

To solve this problem and to stand out in a crowded pizza market, David and his IT colleagues cooked up a tool that would help Domino's beat their competitors on a kinda novel front, managing their customers' emotional journeys.

这个工具让顾客可以痴迷地追踪他们披萨的进度。

This tool would allow their customers to obsessively monitor their pizza's progress.

它后来被称为“达美乐披萨追踪器”。

It would come to be called the Domino's Pizza Tracker.

这个不起眼的披萨追踪器，有人会说，我也这么说，它的影响力远超你的想象。

And this humble pizza tracker, some would argue, and I am arguing, became way more influential than you might expect.

你知道它后来改变了世界吗？

Did you know that it would go on to change the world?

不知道。

No.

我到现在还是有点惊讶，它居然改变了人们的生活。

I'm still somewhat amazed that that it changed that it changed lives.

我是说，这挺奇怪的。

I mean, that's weird.

一个状态页面居然改变了人们的生活。

A status page that changed lives.

我是说，这有点疯狂。

I mean, that's kinda crazy.

你好，欢迎收听《金钱星球》。

Hello, welcome to Planet Money.

我是尼克·方丹。

I'm Nick Fountain.

我是亚历克斯·马亚西。

And I'm Alex Mayyasi.

是的。

Yes.

很多人会从一些经典的《Planet Money》节目里认出亚历克斯的声音，或者因为他是《Planet Money》这本书的作者而知道他的名字，又或者你是亚历克斯那档新的美食与经济节目的听众。

Many of you will recognize Alex's voice from some classic Planet Money episodes or his name because he wrote the Planet Money book, or maybe you're a listener to Alex's new food and economics show.

这档节目叫《美食经济学》。

It's called gastronomics.

正是在这档节目里，亚历克斯提出了一个我挺喜欢的理论。

It is there that Alex laid out this theory that I kinda love.

亚历克斯，你把它叫做“达美乐披萨追踪器万物理论”。

Alex, you call it the Domino's Pizza Tracker theory of everything.

是的。

Yes.

这个理论是这样的。

And here's the theory.

达美乐披萨追踪器后来成了所有网站和应用的典范，用来展示购买、配送或服务需要多长时间。

The Domino's Pizza Tracker would become the canonical model for every website or app that maps out how long a purchase or delivery or service is going to take.

它还创造了一个全新的标准，改变了我们购物时的预期感受。

And it created a completely new norm for how we expect to feel when we buy stuff.

我们在聊银行业、汽车维修，

We're talking banking, car repair,

报税

tax

准备，还有等优步。

prep, waiting for an Uber.

你的理论是这一切都始于披萨追踪器。

Your theory is it all started with the pizza tracker.

所以今天在节目里，我们要深入探讨这个理论，听听披萨追踪器是怎么做出来的，怎么传播开的，怎么被操纵的，以及它揭示了人性的哪些方面。

So today on the show, we're gonna drill down on this theory, hear how the pizza tracker was made, how it spread, how it's been manipulated, and what it tells us about human nature.

另外，我们还上街做了些硬核的披萨新闻调查。

Also, we hit the streets and do some hard hitting pizza journalism.

这里藏了个麦克风。

Got a hit hidden mic right here.

我们马上要去做调查性新闻了。

We're about to go do investigative journalism.

如果宇宙的诞生被谱成音乐，那会是什么声音？

If the creation of the universe was translated into music, what would it sound like?

关于如何理解那些难以理解的事物的想法。

Ideas about how to make sense of the incomprehensible.

其实，大多数科学本质上都是直观的。

Most of science in general is actually intuitive.

这是TED广播时间播客的内容。

That's on the TED Radio Hour podcast.

可以在NPR应用或任何你收听播客的地方收听。

Listen on the NPR app or wherever you get your podcasts.

嘿。

Hey.

我是迈克·丹福斯，《等等，别告诉我》的执行制片人。

It's Mike Danforth, executive producer of Wait Wait Don't Tell Me.

这里有一个好方法，可以让你享受NPR制片人的福利，而不用做任何工作。

Here's a great way to get the perks of being an NPR producer without doing any of the work.

加入NPR Plus吧。

Join NPR Plus.

有了NPR Plus，你可以获得更长的采访、你最喜欢节目的幕后花絮等等，同时还能支持NPR，而且完全不用熬夜。

With NPR Plus, you get extended interviews, inside looks at your favorite shows, and more, all while supporting NPR and never having to pull an all nighter.

或者如果你在新闻类节目工作，那就是熬整个早上。

Or if you work on one of the news shows, an all morninger.

在+.npr.org注册。

Sign up at +.npr.org.

我们回来了。

We're back.

这里是《金钱星球》。

It's Planet Money.

我们正在追溯达美乐披萨追踪器的历史，以及它如何改变了消费文化。

We're tracing the history of the Domino's Pizza Tracker and how it's changed consumer culture.

我们上次讲到，那是2000年代中期。

Where we left off, it's the mid two thousands.

达美乐知道他们有个问题，就是人们讨厌等披萨。

And Domino's knew they had this problem where people hated waiting for pizza.

而且没有了三十分钟保证，他们在披萨竞争中的优势就没了。

And without their thirty minute guarantee, they were losing their edge in the pizza game.

所以达美乐的声誉就是披萨一般般，现在连送餐时间优势也没了。

So Domino's reputation was a rather mediocre pizza, and now we've lost our delivery time.

我们开始有点吃力了。

We're starting to struggle.

公司倒不是在缩水，但跟整个行业比，我们表现不太好。

It's not like the company was shrinking, but compared to the overall industry, we're not doing that great.

大卫说，一旦达美乐了解了顾客等披萨时的情绪起伏，公司里很多人就觉得应该做个像披萨追踪器这样的东西。

David says once Domino's learned about the emotional pizza roller coaster, lots of people at the company had a sense that they should build something like a pizza tracker.

但他们也知道，公司高层不会同意，因为要追踪每一家达美乐的每一份披萨，实在太费时间了。

But they also knew that corporate would never go for it because it would be really time consuming to build something that would track literally every pizza at every single Domino's.

而且，花这么多精力去做一个基本上算噱头的东西，就为了让顾客稍微不那么焦虑，真的值得吗？

Plus, was it really worth it spending so much effort on basically a gimmick to maybe make some customers a wee bit less anxious?

所以当时，公司总部还是专注于达美乐的老一套，靠速度打败竞争对手。

So instead, at the time, corporate was focused on the tried and true Domino's way, beating their competitors on speed.

即使没有那个保证，他们也开始痴迷于一个指标，叫做“出门时间”，就是披萨出门的时间。

Even without the guarantee, they became obsessed with the metric they called out the door time, as in pizza out the door.

然后消息传开了，说英国加盟商找到了缩短出门时间的方法。

And word gets out that The UK franchisee has figured out how to improve these out the door times.

哦。

Oh.

说他居然找到了突破口。

That he somehow cracked the nut.

于是达美乐派大卫的老板飞到英国，去看看那边的门店到底是怎么做的。

So Domino's dispatches David's boss to go across the pond to figure out what The UK stores are doing.

他一回来，就把大卫和整个技术团队叫了过来。

When he's back, he summons David and the rest of the technology team.

然后说，我跟你们讲讲我看到了什么。

And said, let me tell you about what I saw.

你走进一家店，会看到一台专门的显示器，上面只显示那家店的出店时间，还有另外五到十家店的。

You would go into a store and they would have a dedicated monitor that would show nothing but that store's out the door times along with five to 10 other stores.

哦。

Oh.

这个加盟商做的，就是让这些店互相竞争。

And what this franchisee did was is he had them compete against each other.

比出店时间？

On out the door time?

比出店时间。

On out the door time.

然后他会给排名靠前的店发现金奖金之类的。

And then he would pay cash bonuses to, you know, the store that was at the top, stuff like that.

大卫的老板说，我们美国也得这么做。

David's boss said, we need to do this here in The US.

那他有没有……

And did he

他看着你说，大卫，这事你负责？

look at you and say, David, you're on this?

基本上就是我来负责把它落实的。

I was basically the guy who had to make it happen.

大卫知道该怎么搭建这个系统。

David knew how he'd build it.

每家达美乐都有电脑，员工会记录订单进来、披萨进烤箱和出门配送的时间。

Every Domino's had computers where workers would register when an order came in, when a pizza went in the oven, and when it went out for delivery.

所以大卫把这些信息整合到一个中央系统里，把每家店的出门时间广播给附近的其他竞争门店。

So David took that information and connected it to a centralized system that broadcast out the door times from each Domino's to the other competitor stores nearby.

出门时间实时显示在仪表盘上，每个打工的青少年都能看到。

The out the door times were on live dashboards for every teenage worker to see.

系统上线后不久，大概一两周吧，CEO走到我的工位前说，你知道，那个是你做的？

Shortly after it's rolling out, maybe a week or two, the CEO comes to my cube and says, you know, you worked on that?

他说，我任职期间，没有任何东西像这个一样效果这么显著。

He goes, there has been nothing in my tenure that has moved the needle as much as that.

哇。

Wow.

干得好，各位。

Good job, guys.

这是你的奖金，大卫。

And here's your bonus, David.

没有。

No.

我是搞IT的。

I'm in IT.

最好的情况也就是得到一句谢谢。

The best you do is you get a thank you.

所以披萨出炉的时间确实变快了，但他们还没解决另一个问题，那就是要在披萨炼狱里等上整整三十分钟的那种存在性焦虑。

So pizza out the door times were getting faster, but they still hadn't solved that other issue, the existential dread of having to wait a whole thirty minutes in pizza purgatory.

不过后来某个时候，大卫和他的同事们退后一步，环顾四周，然后想，等等。

Except then at some point, David and his colleagues stepped back, looked around, and we're like, wait.

你知道吗？

You know what?

我们已经有一个系统在追踪每一家达美乐的每一张披萨。

We already have a system tracking every single pizza in every single Domino's.

我们当时就想，啊，我们可以利用这个系统来做披萨追踪器。

We went, ah, we can piggyback on that and do Pizza Tracker.

披萨追踪器。

Pizza Tracker.

披萨追踪器的工作原理是，人们打电话下单，然后上网，可能是拨号上网。

The way the Pizza Tracker would work was people would call in their orders, then go online, maybe dial up.

那可不是个好印象。

That's not a great impression.

然后看到一个小动画，实时显示他们自己的披萨的进度。

And see a little animation of their very own pizza's progress in real time.

那是2006年。

Now this was 2006.

那时候大多数人还没有智能手机。

Most people didn't have smartphones yet.

他们也不用应用程序。

They were not using apps.

当时，联邦快递、UPS和亚马逊都在追踪包裹，但那些通常是以天为单位，而不是分钟。

At the time, FedEx, UPS, and Amazon were tracking packages, but those were generally on the timeline of days, not minutes.

一个能实时追踪披萨进度的工具，那绝对是前所未有的。

A tool to track real time pizza progress would be completely novel.

大卫开始着手做后端，一些设计师则想出了追踪器的样子，有点像横着的温度计，一根两端圆润的长管子。

David set out to work on the back end, and some designers figured out what the tracker would look like, kind of like a thermometer on its side, a long tube with rounded ends.

随着披萨从下单、准备、烘烤、装盒到配送的每一步进展，温度计上相应的部分就会变成亮红色。

As the pizza went through each step of the process from order placed to prep to bake to box to delivery, the next chunk of the thermometer turned bright red.

大卫第一次看到这个设计图时，并不觉得惊艳。

When David saw the mock up for the first time, he was not impressed.

我说，这看起来像个热狗。

I go, it's a hot dog.

那看起来就像个热狗。

That's gotta look like a hot dog.

就是个热狗。

It's a hot dog.

我们是做披萨的。

We're a pizza company.

为什么在披萨追踪器上放个热狗？

Why have you put a hot dog on on the pizza tracker?

我当时就想，这真是最蠢的东西了。

So I'm there kinda going, well, this is this is the dumbest thing ever.

但公司的大佬们很喜欢。

But the big dogs at the company liked it.

实际上，他们想在披萨最疯狂的那天，也就是披萨界的超级碗，推出这个披萨追踪器。

In fact, they wanted to roll out the pizza tracker right before the craziest day in pizza, The Super Bowl of pizza, one might say.

真正的超级碗。

The actual Super Bowl.

因为超级碗不一定是绝对最忙的一天，但达美乐的四个时区会同步。

Because the Super Bowl is not necessarily the absolute busiest day, but all four time zones for Domino's synchronize.

每个人都在比赛开始前下单。

Everybody's ordering right before the game.

对。

Sure.

每个人都在中场休息时下单。

Everybody's ordering at halftime.

超级

The Super

碗在普通年份就已经够紧张的了。

Bowl was stressful enough in a normal year.

他们会设立一个作战室，屏幕上显示网站流量、服务器容量，还有超级碗的直播。

They'd set up a war room with screens showing website traffic, server capacity, and, you you know, also the Super Bowl broadcast.

我们大概会有50个人。

We'd have, like, 50 people.

哇。

Wow.

我们会监控网络。

We'd be we'd be monitoring networks.

我们会盯着竞争对手。

We'd be looking at our competitors.

嘿。

Hey.

棒约翰他们慢下来了。

Papa John's, they're slowing down.

你知道吗？

You know?

然后我们说我们还好。

And we're saying we're still good.

我们还好。

We're still good.

所以也许不是推出全新披萨技术的最佳时机，但高层们说，你在开玩笑吗？

So maybe not the best time to roll out a totally new piece of pizza technology, but the brass are like, are you kidding?

这肯定会很棒的。

This is gonna be awesome.

到了那天，所有人的目光都集中在戴维和他的追踪器上。

The day comes, all eyes are on David and his tracker.

它能行吗？

Would it work?

人们会看它吗？

Would people look at it?

他们会喜欢吗？

Would they like it?

我们成了焦点，基本上就在那里盯着披萨追踪器。

The spotlight is on us, and we're basically in there watching the Pizza Tracker.

如果这个崩溃了，那我们就要推出这个，然后做这个。

And if this crashes, then we're gonna launch this and we're gonna do this.

所以我们当时准备了很多方案。

And so we have all these plans.

结果很幸运，整个过程非常顺利，一点问题都没有。

And it basically, fortunately went off without a hitch.

不只是顺利，简直是火得一塌糊涂。

Not only did it go off without a hitch, it actually blew up.

在接下来的几个月甚至几年里，它成了一种文化现象。

Over the next months and years, it became a cultural phenomenon.

追踪你的披萨不再只是一个工具，而成了一种仪式感。

Tracking your pizza became not just a tool, but an event.

人们纷纷在博客上讨论它。

People blogged about it.

CNN的一个晨间节目还在直播中测试了它。

A CNN morning show tested it out on live TV.

我们正在等那份披萨送过来。

And we are awaiting that pizza delivery.

达美乐的外卖小哥能准时送到吗？

Will the Domino's man make it in time?

顾客们纷纷在达美乐的留言板上留言。

Customers flooded the Domino's comment box with comments.

哦，这真是太棒了。

Oh, this is the best thing ever.

主要留言的人都是妈妈们。

It was mainly from, like, the main commenters were moms.

基本上，这让我孩子们不再烦我了。

Basically, this has gotten my kids off my back.

我订了披萨，然后让孩子们坐在电脑前，太神奇了。

I ordered the pizza, and then I have my kids sit in front of the computer Amazing.

看着那些闪烁的小灯。

Watching the little flashing lights.

孩子们会转过身来喊，妈妈，妈妈，妈妈，披萨进烤箱了。

And the kids would, like, would turn around and go, mom, mom, mom, it's in the oven.

你知道吗？

You know?

嘿，妈妈，妈妈，妈妈。

Hey, mom, mom, mom.

正在准备中。

It's being prepared.

已经送出来了。

It's out for delivery.

你得准备好。

You gotta get ready.

已经送出来了。

It's out for delivery.

披萨追踪器其实让等披萨的过程变得挺有趣的。

The Pizza Tracker actually made the pizza waiting experience kind of fun.

我记得当时其实对追踪器更着迷，而不是对披萨本身感兴趣。

I remember actually being more fascinated with the tracker than actually interested in the pizza.

就像那种，我会不停地刷新，想着，现在会是什么样子呢？

Like, a thing where I was, like, refreshing constantly to be like, what is it going to look like now?

这位是徐雅功。

This is Xuya Gong.

她在哈佛教设计，之前是IDEO的设计总监，IDEO这家设计公司以很多产品闻名，其中就包括最初的苹果鼠标。

She teaches design at Harvard, and she was previously a design director at IDEO, the design firm famous for, among other things, the original Apple Mouse.

我们联系了徐雅，想聊聊为什么披萨追踪器这么有效，以及它后来怎么变得比披萨本身还火。

We called Xuya to talk about why the Pizza Tracker works and how it ended up getting way bigger than pizza.

徐雅是在2010年代中期成为设计师的，那是在披萨追踪器推出后的好几年。

Shuya came up as a designer in the mid twenty tens, so several important years after the pizza tracker was launched.

那几年很重要，因为越来越多的人有了智能手机，每家公司都需要一个应用程序。

Important because more and more people had smartphones, and every company needed an app.

这些公司中有很多都是徐雅的客户。

Many of these companies were Xue's clients.

在会议上，他们会围坐在一起问，我们的应用程序应该是什么样的？

And in meetings where they'd be sitting around saying, what is our app?

薛发现她总是会提到同一个出色的范例。

Xue found that she kept referencing the same excellent model.

我开过最有效的一次会议，其实就是点个披萨，然后把追踪器投到大屏幕上，然后说，你们现在感觉怎么样？

One of the most effective meetings I had was actually, like, ordering pizza and just putting the tracker on the big screen in the room and being like, so how are you feeling right now?

就像，让我们一起体验一下，因为你能非常直观地感受到焦虑在上升还是下降，你感受到多少安心，多少踏实，然后就能说，好的。

Like, let's experience this together because you are able to, in your body very viscerally understand how much anxiety is going up or down, how much you feel reassurance, how much you feel groundedness, and then be able to say, like, okay.

你希望你的客户在使用你的产品时，感受到其中的哪些部分？

What parts of that do you want people do you want your customers to feel when they are using your product?

这听起来像是个很厉害的操作，你会用这个来开始和重要客户的会议，然后说，好的。

This seems like a boss move that you would, like, start your meeting with your important clients and be like, okay.

我稍后会解释为什么，但咱们先一起点些披萨吧。

I'll explain why later, but, like, let's all order some pizza.

喜欢芝士的举手，喜欢意大利辣香肠的举手。

Like, hands up for cheese, hands up for pepperoni.

实际上，披萨追踪器的想法在楚雅的设计圈里成了一种代名词。

In fact, the idea of the Pizza Tracker became kind of a shorthand in Chuya's design world.

客户来了，描述他们的业务，如果涉及顾客需要等待的情况，她和同事们就会互相看一眼，说，哦，简单。

A client would come in, describe what their business did, and if it at all involved a customer doing any kind of waiting, she and her colleagues would look at each other and say, oh, easy.

他们需要披萨追踪器。

They need the pizza tracker.

舒娅说，披萨追踪器之所以这么受欢迎，一个原因是随着越来越多的购物体验变得数字化，追踪器重现了在现实世界中付款时一个非常重要的部分——看着别人为你工作。

Shuya says one reason pizza trackers were so popular was because as more and more shopping experiences became digital, a tracker replicated a really important part of paying for something in the real world, watching people do the work.

当你在网上购物时，你看不到这些。

When you are having an online experience, you don't have that kind of visibility.

正因为你看不到这些，有时候就更容易变得不耐烦。

And and because you don't have that kind of visibility, it sometimes gets easier to be impatient.

研究人员已经证明，这种提醒人们产品或服务背后付出的努力，会让顾客更看重它。

Researchers have documented that this reminder of the work that goes into product or service makes customers value it more.

他们称之为“劳动幻觉”。

They call it the labor illusion.

她还说了另一个关于披萨追踪器为什么这么有效的原因。

And she said something else about why pizza trackers are so effective.

这有点让人晕乎乎的。

It's a little bit trippy.

她说这些追踪器改变了我们对时间的感知。

She says they change our perception of time.

哇。

Woah.

比如，我们都有过这样的经历，心理学上有个已知现象：当人们走路去某个地方时，会觉得回来的路比去的时候短。

Like, there's something that we have literally all experienced, which is a known phenomenon in psychology where when people walk somewhere, they feel like the walk on the way back is shorter than the way there.

即使实际上时间完全一样，分秒不差，但感觉上就是更短。

Even though it might be this exact same minute by minute, second by second amount of time, it feels shorter.

徐说，对走路这种现象的一个解释是，回来的路更熟悉。

Xu says one explanation for the walk thing is that the way back is familiar.

披萨追踪器其实也是类似的道理。

And that's actually kind of what happens with the Pizza Tracker too.

它给我们一条熟悉的路线，并沿途展示地标。

It gives us a familiar route and shows us landmarks along the way.

它是在给我们指路。

It's giving us wayfinding.

它给我们提供了那些熟悉的东西，让旅程感觉更短。

It's giving us those familiar things to look out for that makes a journey feel shorter.

而那些熟悉的东西就是披萨正在制作中。

And those familiar things are pizza's being made.

现在它已经在路上了。

It's on its way now.

披萨正在配送中。

Pizza's being delivered.

所以这就是为什么现在很多应用和网站都有类似披萨追踪器的功能。

So all this is why many apps and websites now have pizza tracker like trackers.

最明显的就是优步和来福车，但我发现现在到处都有这种功能。

The most obvious ones are Uber and Lyft, but I've started seeing them everywhere.

比如前几天，我把车送到修车店，等了好一会儿。

Like the other day, I'd dropped my car off at the mechanic and it was taking a while.

我开始紧张了。

I started getting nervous.

他们是不是把我忘了？

Had they forgotten me?

我该打个电话吗？

Should I call?

然后我收到一条短信，里面有个追踪链接，是一个小时间线，显示我的车在维修过程中的进度。

Then I got a text with a link to a tracker, a little timeline that showed where my car was in its repair process.

我感到安心和放心了。

I felt calmed and reassured.

这就是为什么现在到处都是披萨追踪器，因为我们作为消费者喜欢它们。

Yet this is why pizza trackers are everywhere now, because we, as consumers, love them.

但随着整个经济变得更加数字化，更像点披萨一样，一些奇怪的事情开始发生了。

But as the whole economy has become more digital, more like ordering a pizza, something weird has started happening.

披萨追踪器变得不那么诚实了。

Pizza trackers have become less honest.

Shuya给我举了一个

Shuya gave me

很好的例子。

a good example.

在2010年代中期，她与银行和金融科技公司合作，这些公司的客户正从面对面的、缓慢的现金和支票交易转向数字存款和支付。

In the mid twenty tens, she was working with banks and fintech companies whose customers were transitioning from in person slow cash and check transactions to digital deposits and payments.

而这些公司实际上遇到了与Domino's相反的问题。

And the companies were actually kind of having the opposite problem that Domino's had had.

因为随着客户适应网上银行，他们对交易速度之快感到不安。

Because as their customers adapted to online banking, they were uncomfortable with just how fast transactions were happening.

两台电脑之间沟通并确认转账金额，其实并不需要花太多时间。

It doesn't actually take that much time for two computers to talk to each other and say, like, is this the amount of money that we're sending over?

是的。

Yes.

这就是我们要转账的金额。

This is the amount of money we're sending over.

你收到那笔钱了吗？

You've got that amount of money?

太好了。

Amazing.

现在我这边的钱到账了。

Now I've got this amount of money.

电脑之间互相通信，就像没有道路需要穿越一样。

Computers talking to each other, like, there are no roads that they are crossing.

也没有奶酪在融化。

There is no cheese that is melting.

只是电子表格上的数字在来回移动。

It is have it's numbers on a spreadsheet moving back and forth.

但对于习惯了转账需要时间的人来说，钱瞬间到账反而让人觉得可疑。

But for people who are used to money taking a while to transfer, money moving instantly, it feels sus.

所以在这种情况下，我们实际上会放慢披萨追踪器，也就是资金追踪器的速度。

And so what we would do in that instance is actually slow down the pizza tracker, the money tracker.

我们不会给你实时的反馈，反而会稍微缓冲一下，让你等一等。

And instead of giving you a real time reflection, we might actually give it a little bit of a buffer and make you wait.

所以在金融应用的世界里，她帮公司添加了披萨追踪器，实际上制造了一个虚假的等待时间，尽管背后的操作是瞬间完成的。

So in the world of money apps, she helped companies add pizza trackers that actually manufactured a fake waiting period, even though the work that was happening was instantaneous.

在这样的情境下，放慢时间，利用追踪器的概念来展示当前正在进行的步骤。

In a context like that, slowing down the time and using that concept of a tracker to say, this is the step that's happening right now.

钱正在转给对方。

It's getting sent to the other party.

我们正在验证。

We're verifying it.

放慢时间，有意地加入一些有意义的摩擦，这样等待的体验反而会是你真正想要的。

Slowing down that time and intentionally and adding some meaningful friction in there means that the experience of waiting is something that you actually want to have.

在等待的过程中，你会感受到转账几百美元的那种庄重和严肃，仿佛钱被送到了另一个神奇的空间。

And in that experience of waiting, you're feeling the gravitas and the seriousness of sending over hundreds of dollars to this, like, other magical space in the that now has your money.

这听起来挺合理的，不过还有另一种思考方式。

Which seems reasonable enough, though there is another way of thinking about that.

你觉得推荐那种状态栏怎么样？就是那种不太准确的。

How do you feel about recommending, like, oh, you should do a status bar, but one that's, like, not accurate?

就是不是实时准确的。

Like, it's not real time accurate.

我们到底在多大程度上是在建议对客户撒谎，尤其是

How much are we recommending lying to to your customers, especially

当我们

when we're

直白地说。

bluntly.

所以我更愿意把它看作不是对正在经历这个过程的人撒谎，而是精心设计这种体验，加入这些体验中传统上就有的那种节奏感，让人们感到舒适。

So I would think about it less as lying to someone who's going through this experience and more about curating the experience to put in the physics that have traditionally existed in these experiences to make people feel comfortable.

当然。

Sure.

但在某种程度上，这一切就变得有点阴暗了，比如像TurboTax那样。

But at a certain point, this all gets more sinister, like TurboTax.