TED演讲-从可口可乐中学生意经-中英对照翻译

1、精选优质文档-倾情为你奉上从可口可乐学生意经 One of my favorite parts of my job at the Gates Foundation is that I get to travel to the developing world, and I do that quite regularly. And when I meet the mothers in so many of these remote places, I'm really struck by the things that we have in common. They want what

2、we want for our children and that is for their children to grow up successful, to be healthy, and to have a successful life. But I also see lots of poverty, and it's quite , both in the scale and the scope of it. My first trip in India, I was in a person's home where they had dirt floors, no

3、 running water, no electricity, and that's really what I see all over the world. So in short, I'm startled by all the things that they don't have. But I am surprised by one thing that they do have: Coca-Cola.Coke is everywhere. In fact, when I travel to the developing world, Coke feels u

4、biquitous. And so when I come back from these trips, and I'm thinking about development, and I'm flying home and I'm thinking, "We're trying to deliver to people or vaccinations," you know, Coke's success kind of stops and makes you wonder: how is it that they can get C

5、oke to these far-flung places? If they can do that, why can't governments and NGOs do the same thing? And I'm not the first person to ask this question. But I think, as a community, we still have a lot to learn. It's , if you think about Coca-Cola. They sell 1.5 billion servings every si

6、ngle day. That's like every man, woman and child on the planet having a serving of Coke every week. So why does this matter? Well, if we're going to speed up the progress and go even faster on the set of Development Goals that we're set as a world, we need to learn from the innovators, a

7、nd those innovators come from every single sector. I feel that, if we can understand what makes something like Coca-Cola ubiquitous, we can apply those lessons then for the public good.Coke's success is relevant, because if we can analyze it, learn from it, then we can save lives. So that's

8、why I took a bit of time to study Coke. And I think there are really three things we can take away from Coca-Cola. They take real-time data and immediately feed it back into the product. They tap into local talent, and they do incredible marketing. So let's start with the data. Now Coke has a ve

9、ry clear bottom line - they report to a set of shareholders, they have to turn a profit. So they take the data, and they use it to measure progress. They have this very continuous feedback loop. They learn something, they put it back into the product, they put it back into the market. They have a wh

10、ole team called "Knowledge and Insight." It's a lot like other consumer companies. So if you're running Namibia for Coca-Cola, and you have a 107 constituencies, you know where every can versus bottle of Sprite, Fanta or Coke was sold, whether it was a corner store, a supermarket o

11、r a . So if sales start to drop, then the person can identify the problem and address the issue. Let's contrast that for a minute to development. In development, the evaluation comes at the very end of the project. I've sat in a lot of those meetings, and by then, it is way too late to use t

12、he data. I had somebody from an NGO once describe it to me as bowling in the dark. They said, "You roll the ball, you hear some pins go down. It's dark, you can't see which one goes down until the lights come on, and then you an see your impact." Real-time data turns on the lights.

13、 So what's the second thing that Coke's good at? They're good at tapping into that local entrepreneurial talent. Coke's been in Africa since 1928, but most of the time they couldn't reach the distant markets, because they had a system that was a lot like in the developed world, w

14、hich was a large truck rolling down the street. And in Africa, the remote places, it's hard to find a good road. But Coke noticed something - they noticed that local people were taking the product, buying it in bulk and then reselling it in these hard-to-reach places. And so they took a bit of t

15、ime to learn about that. And they decided in 1990 that they wanted to start training the local entrepreneurs, giving them small loans. They set them up as what they called micro-distribution centers, and those local entrepreneurs then hire sales people, who go out with bicycles and pushcarts and whe

16、elbarrows to sell the product. There are now some 3,000 of these centers employing about 15,000 people in Africa. In Tanzania and Uganda, they represent 90 percent of Coke's sales. Let's look at the development side. What is it that governments and NGOs can learn from Coke? Governments and N

17、GOs need to tap into that local entrepreneurial talent as well, because the locals know how to reach the very hard-to-serve places, their neighbors, and they know what motivates them to make change. I think a great example of this is Ethiopia's new health extension program. The government notice

18、d in Ethiopia that many of the people were so far away from a health clinic, they were over a day's travel away from a health clinic. So if you're in an emergency situation - or if you're a mom about to deliver a baby - forget it, to get to the health care center. They decided that wasn&

19、#39;t good enough, so they went to India and studied the Indian state of Kerala that also had a system like this, and they adapted it for Ethiopia. And in 2003, the government of Ethiopia started this new system in their own country. They trained 35,000 health extension workers to deliver care direc

20、tly to the people. In just five years, their ratio went from one worker for every 30,000 people to one worker for every 2,500 people. Now, think about how this can change people's lives. Health extension workers can help with so many things, whether it's family planning, prenatal care, immun

21、izations for the children, or advising the woman to get to the facility on time for an on-time delivery. That is having real impact in a country like Ethiopia, and it's why you see their child mortality numbers coming down 25 percent from 2000 to 2008. In Ethiopia, there are hundreds of thousand

22、s of children living because of this health extension worker program. So what's the next step for Ethiopia? Well, they're already starting talk about this. They're starting to talk about, "How do you have the health community workers generate their own ideas? How do you them based o

23、n the impact that they're getting out in those remote villages?" That's how you tap into local entrepreneurial talent and you unlock people's potential. The third component of Coke's success is marketing. Ultimately, Coke's success depends on one crucial fact and that is tha

24、t people want a Coca-Cola. Now the reason these micro-entrepreneurs can sell or make a profit is they have to sell every single bottle in their pushcart or their wheelbarrow. So, they rely on Coca-Cola in terms of its marketing, and what's the secret to their marketing? Well, it's aspiration

25、al. It is associated that product with a kind of life that people want to live. So even though it's a global company, they take a very local approach. Coke's global campaign slogan is "Open Happiness." But they localize it. And they don't just guess what makes people happy; the

26、y go to places like Latin America and they realize that happiness there is associated with family life. And in South Africa, they associate happiness with seriti or community respect. Now, that played itself out in the World Cup campaign. Let's listen to this song that Coke created for it, "

27、;Wavin' Flag" by a Somali hip hop artist. (Video) K'Naan: Oh oh oh oh oh o-oh Oh oh oh oh oh oh oh oh oh oh Oh oh oh oh oh o-oh Oh oh oh oh oh oh oh oh o-oh Give you freedom, give you fire Give you reason, take you higher See the champions take the field now You define us, make us feel

28、proud In the streets our heads are lifted As we lose our inhibition Celebration, it's around us Every nation, all around us Melinda French Gates: It feels pretty good, right? Well, they didn't stop there - they localized it into 18 different languages. And it went number one on the pop chart

29、 in 17 countries. It reminds me of a song that I remember from my childhood, "I'd Like to Teach the World to Sing," that also went number one on the pop charts. Both songs have something in common: that same appeal of celebration and unity. So how does health and development market? We

30、ll, it's based on avoidance, not aspirations. I'm sure you've heard some of these messages. "Use a condom, don't get AIDS." "Wash you hands, you might not get diarrhea." It doesn't sound anything like "Waving' Flag" to me. And I think we make a f

31、undamental mistake - we make an assumption, that we think that, if people need something, we don't have to make them want that. And I think that's a mistake. And there's some indications around the world that this is starting to change. One example is . We know that a million and a half

32、children die a year from diarrhea and a lot of it is because of open defecation. But there's a solution: you build a toilet. But what we're finding around the world, over and over again, is, if you build a toilet and you leave it there, it doesn't get used. People reuse it for a slab for

33、 their home. They sometimes store grain in it. I've even seen it used for a chicken coop. (Laughter) But what does marketing really entail that would make a sanitation solution get a result in diarrhea? Well, you work with the community. You start to talk to them about why open defecation is som

34、ething that shouldn't be done in the village, and they agree to that. But then you take the toilet and you position it as a modern, trendy convenience. One state in Northern India has gone so far as to link toilets to courtship. And it works - look at these headlines. (Laughter) I'm not kidd

35、ing. Women are refusing to marry men without toilets. No loo, no "I do." (Laughter) Now, it's not just a funny headline - it's innovative. It's an innovative marketing campaign. But more importantly, it saves lives. Take a look at this - this is a room full of young men and my

36、husband, Bill. And can you guess what the young men are waiting for? They're waiting to be circumcised. Can you you believe that? We know that circumcision reduces HIV infection by 60 percent in men. And when we first heard this result inside the Foundation, I have to admit, Bill and I were scra

37、tching our heads a little bit and we were saying, "But who's going to volunteer for this procedure?" But it turns out the men do, because they're hearing from their girlfriends that they prefer it, and the men also believe it improves their sex life. So if we can start to understan

38、d what people really want in health and development, we can change communities and we can change whole nations. Well, why is all of this so important? So let's talk about what happens when this all comes together, when you tie the three things together. And polio, I think, is one of the most pow

39、erful examples. We've seen a 99 percent reduction in polio in 20 years. So if you look back to 1988, there are about 350,000 cases of polio on the planet that year. In 2009, we're down to 1,600 cases. Well how did that happen? Let's look at a country like India. They have over a billion

40、people in this country, but they have 35,000 local doctors who report paralysis, and clinicians, a huge reporting system in chemists. They have two and a half million vaccinators. But let me make the story a little bit more concrete for you. Let me tell you the story of Shriram, an 18 month boy in B

41、ihar, a northern state in India. This year on August 8th, he felt paralysis and on the 13th, his parents took him to the doctor. On August 14th and 15th, they took a stool sample, and by the 25th of August, it was confirmed he had Type 1 polio. By August 30th, a genetic test was done, and we knew wh

42、at strain of polio Shriram had. Now it could have come from one of two places. It could have come from Nepal, just to the north, across the border, or from Jharkhand, a state just to the south. Luckily, the genetic testing proved that, in fact, this strand came north, because, had it come from the s

43、outh, it would have had a much wider impact in terms of transmission. So many more people would have been affected. So what's the endgame? Well on September 4th, there was a huge mop-up campaign, which is what you do in polio. They went out and where Shriram lives, they vaccinated two million pe

44、ople. So in less than a month, we went from one case of paralysis to a targeted vaccination program. And I'm happy to say only one other person in that area got polio. That's how you keep a huge outbreak from spreading, and it shows what can happen when local people have the data in their ha

45、nds; they can save lives. Now one of the challenges in polio, still, is marketing, but it might not be what you think. It's not the marketing on the ground. It's not telling the parents, "If you see paralysis, take your child to the doctor or get your child vaccinated." We have a p

46、roblem with marketing in the donor community. The G8 nations have been incredibly generous on polio over the last 20 years, but we're starting to have something called polio fatigue and that is that the donor nations aren't willing to fund polio any longer. So by next summer, we're sight

47、ed to run out of money on polio. So we are 99 percent of the way there on this goal and we're about to run short of money. And I think that if the marketing were more aspirational, if we could focus as a community on how far we've come and how amazing it would be to eradicate this disease, w

48、e could put polio fatigue and polio behind us. And if we could do that, we could stop vaccinating everybody, worldwide, in all of our countries for polio. And it would only be the second disease ever wiped off the face of the planet. And we are so close. And this victory is so possible. So if Coke&#

49、39;s marketers came to me and asked me to define happiness, I'd say my vision of happiness is a mother holding healthy baby in her arms. To me, that is deep happiness. And so if we can learn lessons from the innovators in every sector, then in the future we make together, that happiness can be j

50、ust as ubiquitous as Coca-Cola. Thank you.译文我最喜欢的一个部分在盖茨基金会是我的工作,我前往发展中国家,经常和我这样做。当我满足这些远程的母亲在很多地方,我真的很震惊的事情我们有共同之处。他们想要什么是我们想要我们的孩子,为孩子成长成功,健康,成功的人生。但我也看到很多贫困,很刺耳,在它的规模和范围。我第一次在印度,我在一个人的家,他们有泥土地板,没有自来水,没有电,这真的是我所看到的世界各地。所以简而言之,我吓的他们没有的东西。但我感到惊讶,他们做的一件事:可口可乐。可口可乐无处不在。事实上,当我前往发展中国家,可口可乐的感觉无处不在。从这些旅行,

51、所以当我回来,我想发展,和我飞回家,我在想,“我们试图给人们提供避孕套或接种疫苗,”你知道,可口可乐成功的停止,让你疑惑:为什么他们可以让可口可乐这遥远的地方?如果他们能做到这一点,政府和非政府组织为什么不能做同样的事情吗?我不是第一个问这个问题的人。但我认为,作为一个社区,我们还有很多东西要学。这是惊人的,如果你觉得可口可乐。他们每一天卖出15亿份。这就像每一个男人、女人和儿童在这个星球上每星期吃一份可口可乐的。那么为什么这件事呢?好吧,如果我们要加快进度,更快的千禧年发展目标,我们设置为一个世界,我们需要学习的创新者,这些创新者来自每一个部门。我觉得,如果我们能理解是什么让类似可口可乐无处

52、不在,我们可以运用这些经验教训然后为公益。可口可乐的成功是相关的,因为如果我们可以分析它,学习它,然后我们可以拯救生命。所以这就是为什么我花了一些时间来研究可口可乐。我认为有三件事我们可以从可口可乐带走。他们立即采取实时数据和充入的产品。他们利用当地的创业人才,做难以置信的营销。所以让我们从数据开始。现在可口可乐公司有一个很清晰的底线他们报告一组股东,他们必须盈利。所以他们的数据,他们用它来衡量进展。这一持续的反馈回路。他们学习一些东西,他们把它回产品,他们把它回市场。他们有整个团队称为“知识和洞察力。“这是一个很多像其他消费品公司。所以如果你运行纳米比亚可口可乐,你有107个选区,你知道每一

53、个可以与一瓶雪碧,芬达,可口可乐被出售,是否一个角落商店,超市或手推车。所以如果销售开始下降,那么人可以识别问题和解决这个问题。让我们对比一下发展。在发展中,评价是在项目的最后阶段。我坐在了很多的会议,到那时,来不及使用数据的方式。我已经有人从一个非政府组织曾经对我描述它在黑暗中打保龄球。他们说,“你滚球,你听到一些针下去。黑暗,你看不见哪一个下降直到灯都亮了,然后你看你的影响。“实时数据打开灯。所以可口可乐的擅长的第二件事是什么吗?他们擅长利用当地的创业人才。可口可乐1928年在非洲,但大多数时候他们不能到达遥远的市场,因为他们有一个系统,很像在发达国家,这是一辆大卡车奔驰在大街上。在非洲,

54、遥远的地方,很难找到一个好的道路。但是可口可乐发现了一些他们发现当地人们采取产品,批量购买它,然后转售它在这些更难以达到的地区。于是他们花了一些时间去了解。在1990年,他们决定,他们想要开始训练当地的企业家,提供小额贷款。他们设立所谓micro-distribution中心,和那些当地的企业家雇佣销售人员,和自行车、手推车和手推车卖出去的产品。现在有大约3000名在非洲这些中心雇佣大约15000人。在坦桑尼亚和乌干达,他们代表可口可乐的销量的90%。让我们看看发展的一面。这是什么,政府和非政府组织可以从可口可乐吗?政府和非政府组织需要利用当地创业人才,因为当地人知道如何达到hard-to-s

55、erve的地方,他们的邻居,他们知道是什么激励着他们改变。我认为一个伟大的例子是埃塞俄比亚的新健康扩展计划。在埃塞俄比亚政府注意到,许多人因此远离健康诊所,他们在一天的旅行从一个健康诊所。所以如果你在紧急情况下,或者如果你是一个妈妈接生,忘记它,去医疗中心。他们认为不够好,所以他们去了印度,研究了印度喀拉拉邦的,也有一个这样的系统,他们搬到埃塞俄比亚。2003年,埃塞俄比亚政府在自己的国家开始这个新的系统。他们培训了35000名健康推广人员提供直接护理的人。在短短五年内,他们的比例从每30000人一名工人为每2500人一名工人。现在,思考如何改变人们的生活。健康推广人员可以帮助解决很多事情,无

56、论是计划生育、产前保健、儿童免疫接种,或建议女人去工厂准时准时交货。在埃塞俄比亚这样的国家产生真正的影响,这就是为什么你看到他们的儿童死亡率从2000年到2000年数字下降25%。在埃塞俄比亚,有成千上万的儿童健康生活因为这个扩展工计划。那么埃塞俄比亚的下一步是什么呢?嗯,他们已经开始谈论这个。他们开始谈论,“你有健康社区工作者产生自己的想法?你如何激励他们基于影响在那些偏远村庄里走出来?“这是你如何利用当地创业人才和你解开人们的潜力。可口可乐的成功营销的第三个组成部分。最终,可口可乐的成功取决于一个关键事实,那就是,人们想要一个可口可乐。现在,这些企业家们可以出售或盈利的原因是他们必须在他们的手推车和手推车销售每一个瓶子。所以,他们依靠可口可乐的营销,和他们的营销的秘诀是什么?嗯,这是梦寐以求的。是相关联的产品,人们想要一种生活。所以即使它是一家全球性公司,他们非常局部的方法。可口可乐的全球运动的口号是“开放的幸福。“但他们本地化。,他们不只是想让人们高兴,他们去拉丁美洲等地,他们意识到,幸福与家庭生活。在南非,他们将幸福与seriti或社区的尊重。现在,在世界杯。让我们听这首歌,可口可乐,创建“Wavin国旗”索马里嘻哈歌手。梅林达法国盖茨:感觉很好,对吗?嗯,他们没有停止,他