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他彻底改变印度数百万人的花钱方式,他的下一个目标:美国

He revolutionized how millions of people spend money in India. His next target: America
他彻底改变印度数百万人的花钱方式,他的下一个目标:美国
2710字
2019-11-08 16:38
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火星译客

CNN商业栏目,Rishi Iyengar报道

Video by Richa Naik, Tawanda Scott Sambou and Janelle Gonzalez, CNN Business

CNN商业栏目,Richa Naik, Tawanda Scott Sambou和Janelle Gonzalez制作视频

Photo illustrations by Ken Fowler

照片插图由肯·福勒提供

Updated 0039 GMT (0839 HKT) October 24, 2019

更新于2019年10月24日格林尼治时间00:39(香港时间08:39)

Chat with us in Facebook Messenger. Find out what's happening in the world as it unfolds.

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To say that Vijay Shekhar Sharma is ambitious is an understatement. The founder of Paytm, India's largest digital payments company, has already revolutionized the way 400 million people spend money — whether it's buying dinner, paying an electric bill or sending money to a friend.

说Vijay Shekhar Sharma雄心勃勃过于轻描淡写。印度最大的数字支付公司Paytm的创始人已经彻底改变了4亿人的花钱方式——无论是买晚餐、付电费还是给朋友寄钱。

Over the course of his career, he's also ventured into online retail, banking and even gaming.

在他的职业生涯中,Vijay Shekhar Sharma还涉足在线零售、银行业甚至游戏产业。

But he's not done yet. Sharma wants to bring at least half a billion Indians into the banking system through Paytm's app. He also wants to put Paytm on the global map alongside the Googles and Facebooks of the world.

但他的勃勃雄心不止于此。Sharma希望通过Paytm的应用程序将至少10亿印度人带入银行系统。他还想把Paytm与谷歌和Facebook一起放到全球地图上。

His business philosophy is fuelled by a phrase that echoes throughout Paytm's office in Noida, an industrial hub on the outskirts of New Delhi: "Go Big or Go Home." The concept is driven home on a frosted glass wall of Paytm's main boardroom, on office stationery and on countless coffee mugs in its pantry.

他的商业理念是由一句回荡在Paytm办公室(位于新德里郊区诺伊达工业中心)里的话所推动:“要么做大,要么回家”。这句话被推到Paytm主会议室的磨砂玻璃墙上、办公文具上,以及其储藏室里无数的咖啡杯上。

It's an outlook that has helped Sharma, 41, grow Paytm into a company valued at $15 billion in less than a decade.

这一疯狂的商业理念帮助41岁的Sharma在不到10年里将Paytm成长为一家价值150亿美元的公司。

But with that growth comes the risk of doing too much too fast.

但伴随着这种增长,他们也面临着发展太快的风险。

Paytm is fighting battles with deep-pocketed rivals on several fronts, and losing those battles could mean missing a huge opportunity. India already has more than 600 million internet users, but, crucially, there are nearly 800 million Indians yet to go online for the first time.

Paytm现在正与财大气粗的竞争对手在几条战线上同时展开较量,输掉这些较量可能意味着失去一个巨大的机会。印度已经有超过6亿的互联网用户,但最关键的是,还有近8亿印度人从来没有上过一次网。

Sharma has a sizeable war chest of his own, thanks to investors like Chinese tech giant Alibaba, Japanese behemoth SoftBank and Warren Buffett. But even so, Paytm is dwarfed by the companies it is trying to fend off — Google, Facebook, Amazon and Walmart— all of which have already spent billions of dollars trying to get a piece of the action in India.

由于中国科技巨头阿里巴巴、日本巨头软银和沃伦•巴菲特等投资者的帮助,Sharma自己拥有了相当大的战争资金。但即便如此,Paytm仍跟它试图抵御的公司——谷歌、Facebook、亚马逊和沃尔玛——相形见绌。这些公司都已经花费数十亿美元试图在印度分得一杯羹。

That hasn't stopped Sharma from wanting to take the fight to them. He has started a push to take Paytm global, with all roads leading to the United States and a battle with a fresh set of competitors including Venmo, Square and Apple Pay.

但这并没有阻止Vijay Shekhar Sharma向他们发起挑战。目前他已经开始推动Paytm在全球范围内的发展,所有道路最终都通向美国,并与包括Venmo、Square和Apple pay在内的新一代竞争对手展开了一场殊死搏斗。

A decade of driving digital payments

推动数字支付的十年

In India, Paytm is best known as a one-stop shop for digital payments. You can use it to send money to a friend, like Venmo, or to pay for anything from bus tickets to utility bills using your smartphone.

在印度,Paytm是最有名的一站式移动支付商店。你可以用它像Venmo一样来给一个朋友寄钱,或者用你的智能手机支付从公共汽车票到水电费的任何东西。

Millions of shopkeepers across India also now accept Paytm, prominently displaying QR codes that can be scanned with the phone's camera to pay for purchases.

印度各地数以百万计的店主现在也接受Paytm,频繁地显示二维码,供顾客用手机的摄像头扫描来支付购买费用。

"What we've changed in this country is that now you don't need to actually carry a wallet, or a card, or a currency," Sharma told CNN Business.

Sharma表示:“我们让这个国家发生的显著改变是,现在的你不需要真正携带钱包、卡或者现金。

Paytm's journey began back in 2000, when Sharma founded its parent company, One97 Communications. One97 started as a mobile services platform offering horoscopes to cellular network providers before expanding into other services like voice-based gaming and customized ringtones.

Vijay Shekhar Sharma(Paytm的联合创始人)于2000年创立了其母公司One97 Communications,该公司最初是一个面向移动网络提供商星座占卜的移动服务平台,后扩展到语音游戏和定制铃/声等其他服务。

Paytm came a decade later, launched in 2010 as a platform for buying prepaid cellphone plans and paying cable bills online.

随后,Paytm于2010年推出,成为一家专注于购买预付费手机套餐和在线支付有线电视账单的平台。

"Vijay was at an interesting crossroads. He was the majority shareholder in One97... the company was growing well and very profitable," said Ravi Adusumalli, a managing partner at private equity firm SAIF Partners and One97's first institutional investor.

私人股本公司SAIF Partners的执行合伙人拉维•阿杜苏马利(ravi adusumalli)是one97的第一位机构投资者。在接受采访时,拉维表示:"Vijay Shekhar Sharma正处在一个有趣的十字路口。他是公司的大股东,现在公司发展良好,利润丰厚。"

"He could have easily sold the company and retired, or he could invest 100% of his net worth into creating a new company," added Adusumalli, who serves on One97's board of directors. "He clearly made the right choice, but it wasn't obvious at the time."

他还补充说:“他本可以轻易地卖掉公司并退休,或者可以将其100%的净资产投入到创建新公司中。他显然做出了正确的选择,虽然这在当时并不那么明显。”

The One97 board wasn't convinced Sharma should invest aggressively in a consumer business, since all of its previous endeavors had been B2B. India's smartphone boom had yet to take off, and the country had fewer than 140 million internet users. But Adusumalli said the board compromised and gave Sharma a small amount of money to invest and see how it went. Sharma also put in $2 million of his own money to get Paytm off the ground.

最初One97的董事会并不支持Vijay Shekhar Sharma冒着风险开发Paytm,以积极投资于消费者业务。因为当时智能手机在印度还没有兴起,互联网用户还不到1.4亿人次。但在Vijay Shekhar Sharma的坚持下,董事会最终妥协并提供了一小笔资金,他还自掏腰包200万美元让Paytm起步。

"When the results came back positive, my recommendation was to 'go big or go home,'" said Adusumalli. "Trying to do something incremental would lead to certain failure, so he needed to decide whether he wanted to risk One97 for Paytm."

阿杜苏马利说:“当结果显示积极时,我的建议是‘要么做大,要么回家’。Sharma说因为尝试做一些有风险的事必然存在失败的可能,所以他需要确定是否要拿One97去冒险。”

It was Sharma's first big risk. Had Paytm failed to take off in the way it did, it could have doomed the company he'd spent a decade building. Missing the boat on India's internet boom would have been difficult to recover from.

这是Sharma的第一次大冒险。如果Paytm未能如愿以偿,他花了十年时间建立的公司可能就要破产了。如果错过了印度互联网繁荣的机会,将很难从中恢复过来。

The milestones for Sharma have kept coming. In 2012, Paytm got approval from India's central bank to launch the mobile wallet that now forms the core of its business. In 2014, it partnered with Uber to become a payment option for the company's cab rides across India, and in 2015 it snagged another big partnership with the online booking portal for Indian Railways, which sells nearly 700,000 tickets a day and 25 million tickets a year.

Sharma带领Paytm跑过了一连串的里程碑。2012年,Paytm获印度央行的批准,推出移动钱包,并成为Paytm目前的核心业务。2014年,Paytm与优步(Uber)合作,成为该公司在印度各地打车的支付选择。2015年,它又与印度铁路在线订票门户网站达成了另一项重大合作。

But the app really exploded in November 2016, when Indian Prime Minister Narendra Modi suddenly banned the country's two biggest currency notes — around 86% of the country's cash at the time — with the aim of cracking down on tax evasion and illegal wealth.

Paytm这款应用程序真正迎来用户量的爆炸是2016年11月,当时印度总理Narendra Modi为打击逃税和非法财富,突然下令禁止发行该国两种最大的纸币,这两种纸币占印度现金总量的86%左右。

The move shocked India's economy, where vast the majority of transactions are made in cash. Millions of people spent weeks lining up at ATMs to exchange their currency notes just so they would have enough money for everyday expenses.

此举震惊了印度经济。数百万人花了数周时间在自动取款机前排队兑换钞票,这样他们就有足够的钱支付日常开支。

But those who had smartphones started switching to mobile payment apps, and Paytm was primed and ready. The app signed 10 million new users within a month of the cash ban, going from adding tens of thousands of people a day to around half a million.

同时,印度使用智能手机的人也开始转向移动支付应用。在现金禁令实施后的一个月内,Paytm才开始真正爆发,该应用新增了1000万用户,从每天新增数万人增加到约50万人。

The cash ban "made us a folklore name in this country," Sharma said. And while its rate of growth is no longer as rapid as it was back then, Paytm has more than doubled its user base in the last two and a half years to 400 million.

Sharma说:“废钞令让我们成为了这个国家的一个民俗名称。” 虽然Paytm的增长速度不再像当年那么快,但在过去两年半里,其用户数量依然翻了一番多,达到4亿。

Paytm's growth is reflected in digital payments overall as well. The average number of cashless payments per person per year in India has gone from 2.4 to 22.4 in the last five years, according to a report commissioned by the country's central bank published in May.

Paytm的增长也反映在移动支付的整体上。印度央行今年5月发布的一份委托报告显示,过去5年,印度人均每年无现金支付的数量从2.4件增加到22.4件。

But cash still rules. Despite the growth of digital payments, the value of currency in circulation increased by 17% to more than 21 trillion rupees ($296 billion) in the past financial year, according to the central bank. That's around ten times the value of mobile payment transactions over the same period.

中央银行表示尽管数字支付在增长,但现金仍然占据主导地位,在上个财政年度,流通中的货币价值增长了17%,超过21万亿卢比(2960亿美元),大约是同期移动支付交易额的10倍。

"India remains a largely cash-driven economy. Economic growth has been possible through many transactions that are done primarily in cash," the report said.

一份报告里提到:“印度在很大程度上仍然是一个由现金驱动的经济体。经济增长是通过许多现金交易实现的。”

"The biggest challenge that we face comes from customers' ability or intent to pay digitally," Sharma said. "Paytm and the mobile payment has taken off, but still there is a huge amount of resistance."

对此,Sharma坦言:“我们面临的挑战来自客户的数字化支付能力或意识,Paytm和移动支付已经起步,但仍然存在巨大的阻力。”

Driven by ambition

野心驱动

Sharma grew up in Aligarh, a small town about 100 miles south of India's capital, New Delhi. He finished high school by the time he was 14 and graduated from the Delhi College of Engineering at age 19, according to a blog post on Paytm's website.

Paytm网站上的一篇博客文章称,Sharma在印度首都新德里以南约100英里的阿里加小镇上长大,14岁时高中毕业,19岁时从德里工程学院毕业。

But Sharma didn't speak much English and struggled to understand what was being taught in class. He got through college by reading two versions of the textbooks — one in English and the other in his native Hindi. He would also spend a lot of time in the college computer lab, according to the blog post, "browsing the internet and dreaming about being in Silicon Valley."

但Sharma英语说得不多,很难理解课堂上教的东西。他读了两本教科书,一本是英语,另一本是印度语,就读完了大学。根据Paytm官网介绍,他还在大学的计算机实验室里花了很多时间,“浏览互联网,梦想在硅谷。”

By the time he graduated, Sharma had taught himself to code and already had his first startup under his belt. He cofounded a company called XS Communications that made content management systems used by several major Indian publications. The company was sold to a US entrepreneur for $1 million in 1999.

毕业时,他自学编程并合作创办了一家名为XS Communications的公司,为印度几家主要出版物提供内容管理系统。1999年,该公司以100万美元的价格卖给了一位美国企业家。

He spent the next year trying to set up One97, taking on significant debt that he paid off by doing odd jobs like setting up internet connections for paying customers. It would take nearly two decades for him to become one of India's youngest billionaires and a household name in the country. To many Indians, he is the recognizable face of the digital payments company he founded. (Forbes has his net worth at $2.4 billion.)

在接下来的一年里,他开始建立One97,通过做一些零工(比如为付费客户建立互联网连接)来偿还巨额债务,花了将近20年的时间才成为印度年轻的亿万富翁之一,成为印度家喻户晓的人物。(福布斯称他的净资产为24亿美元。)

"Vijay is the heart and soul of Paytm. He honestly never stops with new ideas," said Adusumalli.

第一个投资One97公司的拉维•阿杜苏马利这样评价他:“Sharma就是Paytm的核心和灵魂,他真的从不停止新的想法。”

Big battles at home

国内的移动支付大混战

Paytm will need every ounce of Sharma's ambition in the coming months in order to hold on to its dominant position in India, as the biggest names in tech and retail use their deep pockets to eat into business on his home turf.

目前,全球科技和零售业的巨头们都在利用其雄厚的财力蚕食Paytm的地盘。因此未来几个月,Paytm需要Sharma的每一分雄心才能保住在印度的主导地位。

Google launched its digital payment service, Google Pay, in India two years ago, and has signed up more than 67 million users. PhonePe, owned by Walmart, has 150 million users. Amazon also has its own digital payment platform, Amazon Pay, and added person-to-person digital payments earlier this year.

两年前,谷歌在印度推出了数字支付服务Google Pay,注册用户超过6700万。沃尔玛旗下的PhonePe拥有1.5亿印度用户。亚马逊也在印度布局其数字支付平台Amazon Pay,并在今年早些时候增加个人对个人的数字支付。

And an even bigger rival is waiting in the wings. WhatsApp, the mobile messaging app owned by Facebook, which has more than 400 million users in India, is gearing up to launch its own payments service.

与此同时,有一个更大的竞争对手正在伺机而动,Facebook旗下的移动通讯应用WhatsApp在印度拥有逾4亿用户,该公司正准备推出自己的支付服务。

These companies already have large user bases for their core services, which gives them a running start when trying to add users to their payment platforms.

这些公司的核心服务都拥有了庞大的用户基础,这让它们在尝试将用户添加到其支付平台时有了一个良好的开端。

"The biggest challenge [for Paytm] will be from the competition point of view — to make sure people stay on their platform," says Tarun Pathak, an analyst at Counterpoint Research.

“Paytm面临的最大挑战将是从竞争的角度——确保人们留在自己的平台上,”Cometerpoint Research的分析师塔伦•帕萨克表示。

Paytm wants to offer more services to its millions of users, starting with an e-commerce portal called Paytm Mall, backed by Alibaba. Launched in 2017, it's aimed at cashing in on India's online retail market, which Morgan Stanley forecasts will be worth $200 billion by 2027.

Paytm希望为数百万用户提供更多的服务,首先是一家名为Paytm Mall的电子商务门户网站,由中国的阿里巴巴支持。该公司成立于2017年,旨在利用印度在线零售市场赚钱。摩根士丹利预测,到2027年,印度在线零售市场的价值将达到2000亿美元。

But while Amazon and Walmart-owned Flipkart have taken over the market and disrupted India's millions of smaller retailers, Paytm Mall has failed to make much of an inroad. The platform has a little over 3% of the Indian market, compared to more than 30% each for Amazon and Flipkart.

然而亚马逊和沃尔玛旗下的Flipkart占领了印度市场,并扰乱了印度数以百万计的小型零售商,Paytm Mall未能取得太大进展。该平台在印度市场的占有率略高于3%,而亚马逊和Flipkart的市场占有率均超过30%。

There are other potential hurdles as well: New Indian regulations requiring digital payment firms to do more background checks on their consumers could drastically increase costs. Heavy regulations govern Paytm's other businesses, including banking, loans and insurance. One97 is also racking up losses — its total loss in the financial year that ended in March 2019 was nearly 40 billion rupees ($560 million), a 165% increase from the previous year, according to multiple media reports. It also reportedly has around $96 million in debt.

还有其他一些潜在的障碍:印度新的法规要求数字支付公司对其消费者进行更多的背景调查,这可能会大幅增加成本。Paytm的其他业务,包括银行、贷款和保险,都受到严格的监管。One97也在不断亏损——据多家媒体报道,截至2019年3月的财年,其总亏损近400亿卢比(约合5.6亿美元),较上年增长165%。据报道,它还有大约9600万美元的债务。

"We have invested more in consumer and merchant growth," a company spokesperson said, adding that it aims to reduce losses by "more than 25%" this year.

“我们在消费者和商家的增长上投入了更多,” Paytm的一位发言人说,“公司今年的目标是减少25%以上的损失。”

But Sharma is confident he can make it all work. He's practically evangelical about helping bring millions of Indians into the mainstream banking system.

但Sharma相信自己能成功。他对数百万想进入主流银行体系的印度人而言,简直是福音派。

"I say to my team that our mission is so pious that God will give us a way to do what we want to do," he said. "I believe that God above will take care of us, giants will give way and stumbling blocks will disappear on our way."

Sharma说:“我对我的团队说,我们的使命是如此虔诚,上帝会给我们一个方法,让我们做我们想做的事。我相信上帝会照顾我们,巨人会让步,绊脚石会消失。”

In fact, he wants to start preparing for an initial public offering by the end of next year.

事实上,他希望在明年年底前开始首次公开募股。

Going global

走向全球

Sharma's latest bet is not a new business but a new country. Last year, he teamed up with Yahoo! Japan and one of Paytm's biggest investors, SoftBank, to launch a mobile payment app called PayPay in Japan. The app signed up 10 million users and brought a million stores onto its platform in its first 10 months, and Sharma wants to cash in on a huge influx of tourists for the 2020 Tokyo Olympics.

Paytm的赌注不是一项新业务,而是一个新国家。2018年,Paytm与雅虎日本合作以及其投资者之一软银合作在日本推出一款名为PayPay的移动支付应用。这款应用在推出的头10个月就吸引了1000万用户,并在其平台上开设了100万家商店。Sharma希望在2020年东京奥运会上,从大量涌入的海外游客中获利。

But it's a big leap for a cash-obsessed country: 80% of transactions in Japan still use cash, and even the digital payment pie is split between big players like Samsung (SSNLF), Apple and popular messaging app Line (LN). While the early signs for Paytm have been encouraging, it's a long road ahead.

但对一个痴迷于现金的国家来说,这是一个巨大的飞跃,因为日本80%的交易仍使用现金,甚至数字支付这块蛋糕也被三星、苹果和流行的消息应用程序Line等大公司瓜分。尽管Paytm的早期发展势头令人鼓舞,但未来的路还很长。

"It is tough to convince a Japanese business unless they are totally convinced. And there is not a 'let me try' attitude there; it has to work perfectly well," Sharma told CNN Business in early August.

Sharma在8月初在CNN商业栏目上说:“除非这套软件足够令人信服,否则很难说服日本企业。这里不允许“让我试试”的态度;它必须非常出色地运行下去。”

He makes no secret of his global ambitions. Every meeting room on Paytm's main floor is named after a major global city: New York, London, Seoul, Barcelona, Dubai.

Paytm毫不掩饰自己的全球抱负。据悉,其主楼的每一间会议室都以全球主要城市命名:纽约、伦敦、首尔、巴塞罗那、迪拜。

There's also Hangzhou, the headquarters of Paytm's biggest investor Alibaba. "That's for Jack Ma," he said, referring to Alibaba's billionaire co-founder. "And we have Tokyo for Masa Son," the CEO of SoftBank.

还有杭州,Paytm最大投资者阿里巴巴的总部。他说:”这是为马云(阿里巴巴的创始人,亿万富翁)准备的,我们还为软银的孙正义(软银CEO)准备了东京。”

There's also an Omaha room, he added, where legendary investor Warren Buffett is based. Paytm last year became the first Indian company that Buffett's Berkshire Hathaway (BRKA) invested in.

他补充说,还有一个奥马哈会议室,传奇投资者沃伦•巴菲特就在这里。去年,Paytm成为巴菲特旗下伯克希尔·哈撒韦投资的第一家印度公司。

Sharma told CNN Business last year that he wants to get all three men in the same room for a board meeting. But he has an even bigger dream.

Sharma表示:“我想让马云、孙正义以及巴菲特在同一个房间开会。”但他有一个更大的梦想。

"Look, the ultimate dreamland for tech entrepreneurs is if America becomes a market," he said. "For us, it's an ambition, very outspokenly stated, that we would love to be a part of the American economy where we can serve American citizens."

他说:“看,科技企业家的终极梦想是让美国成为其中的一个市场。对我们来说,这是一个雄心壮志,我们愿意成为美国经济的一部分,在那里我们可以为美国公民服务。”

Sharma is already fighting several battles at home and abroad, but he's confident that he can make it happen.

Sharma已经和国内外公司火拼了好几次,但他仍旧相信自己可以做到。

"The success of Japan tells us that our technology is up to that mark ... just like where we got Masa Son as a partner in Japan, if we get some partner like that, we're headed to the US soon," he said. "We would love to start the journey ASAP, but we would have to build our finances well for [the] US market... inshallah if it happens soon, then we are going to do it soon."

“日本市场的成功告诉我们,我们的技术已经达到了所要求的标准……正如我们在日本和孙正义(Masa Son)结为合作伙伴一样,如果我们在美国也能结识这样的合作伙伴,那么离我们打入美国市场也就不远了。”“我们希望下一步的计划尽快提上日程,但在开始之前我们必须为进入(美国)市场做好准备,管理好财务问题(首轮公开募股)……愿真/主保佑,如果资金在短时间内到位的话,我们很快就会实施计划。”

Adusumalli, who says his founder-investor relationship with Sharma has evolved into a "strong friendship with a great deal of mutual trust," says the United States is still far behind countries like China when it comes to online payments, creating a potential opportunity for Paytm.

阿杜苏马利说,他和Sharma之间的创始人与投资者关系已经发展为“建立在互信的深厚友谊”。他说,在网上支付方面,美国仍然远远落后于中国等国家,这为Paytm创造了潜在的机会。

Only 55 million people in the United States used mobile payments last year, according to research firm eMarketer — about 20% of the population. That's just a fraction of China's 525 million users. Even India, where less than half the population uses smartphones, had around 74 million people making mobile payments, eMarketer said.

研究公司eMarketer的数据显示,去年美国只有5500万人使用移动支付,约占总人口的20%。这只占中国5.25亿用户的一小部分。eMarketer表示,即便是在智能手机用户不到一半的印度,也有约7,400万人使用移动支付。

"While India is a large and growing market, it requires a great deal of patience. The U.S. is appealing because it is a massive market and payments are antiquated relative to what is happening in China," he said. "Vijay sees an opportunity to being a disruptor in a market that is very profitable for incumbents."

“尽管印度市场巨大且增长潜能良好,但需要投入极大的耐心。美国因其市场巨大对海内外企业有极大的吸引力,但与中国相比,美国的支付方式早已过时了。”Vijay Shekhar Sharma称其看到了美国市场蕴藏的商机,并希望扮演一个颠覆者的角色从中获利。

It would be a huge bet — but Sharma is used to seeing those pay off.

这无疑是场豪赌,但Sharma自诩其辉煌的战绩而并不担心会血本无归。

"I think I've been lucky that in my life I had to take risks without even thinking of downfalls because I did not start with a lot of things that I could have lost," he said.

他说:“我觉得我很幸运,在我的生活中,我不得不冒险,甚至没有考虑到失败,因为我不需要在失去的基础上从头再来。”

Clues about how he approaches risk are all over the walls of Paytm's offices. "Just because they say it's impossible doesn't mean you can't do it," reads one poster. "No bird soars in a calm," reads another.

Paytm办公室的墙上布满了他思考应对风险举措时留下的痕迹。“只是因为他们说不可能,并不意味着你不能做,”一张海报上写道。“没有鸟在平静中飞翔,”另一张写道。

"If you don't give yourself a chance, who will? If you don't take a chance, who will?" Sharma says. "And I think you should take a chance on you."

“如果你都不给自己机会,谁会给呢?”如果你不冒这个险,谁会冒这个险呢?”Sharma说。“我觉得你应该给自己一个机会。”

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