梅琳达盖茨TED英语演讲从可口可乐学生意经.docx

1、梅琳达盖茨TED英语演讲从可口可乐学生意经梅琳达.盖茨TED英语演讲：从可口可乐学生意经 这篇关于梅琳达.盖茨TED英语演讲：从可口可乐学生意经，是笔者特地为大家整理的，希望对大家有所帮助！ 在TEDxChange系列中，梅琳达.盖茨果敢地倡议非盈利性组织向可口可乐这样的大公司学习。可口可乐公司遍布全球的网络能够保证世界上任何一个偏远的村庄 - 都能得到 - 一瓶可乐。为什么不对安全套，卫生设施，以及疾病疫苗也采取这样的推广手段呢？ Melinda French Gates: What nonprofits can learn from Coca-Cola 英语演讲稿： One of my f

2、avorite 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, Im really struck by the things that we have in common. They want what we want for our children and that is fo

3、r their children to grow up successful, to be healthy, and to have a successful life. But I also see lots of poverty, and its quite jarring, both in the scale and the scope of it. My first trip in India, I was in a persons home where they had dirt floors, no running water, no electricity, and thats

4、really what I see all over the world. So in short, Im startled by all the things that they dont 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 ubiquitous. And so when I come back from these trips, and

5、 Im thinking about development, and Im flying home and Im thinking, “Were trying to deliver condoms to people or vaccinations,” you know, Cokes success kind of stops and makes you wonder: how is it that they can get Coke to these far-flung places? If they can do that, why cant governments and NGOs d

6、o the same thing? And Im not the first person to ask this question. But I think, as a community, we still have a lot to learn. Its staggering, if you think about Coca-Cola. They sell 1.5 billion servings every single day. Thats like every man, woman and child on the planet having a serving of Coke e

7、very week. So why does this matter? Well, if were going to speed up the progress and go even faster on the set of Millennium Development Goals that were set as a world, we need to learn from the innovators, and those innovators come from every single sector. I feel that, if we can understand what ma

8、kes something like Coca-Cola ubiquitous, we can apply those lessons then for the public good. Cokes success is relevant, because if we can analyze it, learn from it, then we can save lives. So thats why I took a bit of time to study Coke. And I think there are really three things we can take away fr

9、om Coca-Cola. They take real-time data and immediately feed it back into the product. They tap into local entrepreneurial talent, and they do incredible marketing. So lets start with the data. Now Coke has a very clear bottom line - they report to a set of shareholders, they have to turn a profit. S

10、o 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 whole team called “Knowledge and Insight.” Its a lot like other consumer companies. So if yo

11、ure 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 or a pushcart. So if sales start to drop, then the person can identify the problem and address the issue. Lets

12、contrast that for a minute to development. In development, the evaluation comes at the very end of the project. Ive sat in a lot of those meetings, and by then, it is way too late to use the data. I had somebody from an NGO once describe it to me as bowling in the dark. They said, “You roll the ball

13、, you hear some pins go down. Its dark, you cant see which one goes down until the lights come on, and then you an see your impact.” Real-time data turns on the lights. So whats the second thing that Cokes good at? Theyre good at tapping into that local entrepreneurial talent. Cokes been in Africa s

14、ince 1928, but most of the time they couldnt reach the distant markets, because they had a system that was a lot like in the developed world, which was a large truck rolling down the street. And in Africa, the remote places, its hard to find a good road. But Coke noticed something - they noticed tha

15、t 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 time 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 th

16、ey called micro-distribution centers, and those local entrepreneurs then hire sales people, who go out with bicycles and pushcarts and wheelbarrows 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 percen

17、t of Cokes sales. Lets look at the development side. What is it that governments and NGOs can learn from Coke? Governments and NGOs 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 moti

18、vates them to make change. I think a great example of this is Ethiopias new health extension program. The government noticed in Ethiopia that many of the people were so far away from a health clinic, they were over a days travel away from a health clinic. So if youre in an emergency situation - or i

19、f youre a mom about to deliver a baby - forget it, to get to the health care center. They decided that wasnt 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 t

20、his new system in their own country. They trained 35,000 health extension workers to deliver care directly 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 peoples lives. Health exte

21、nsion workers can help with so many things, whether its family planning, prenatal care, immunizations 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 its why you see their child mortality numbe

22、rs coming down 25 percent from 2000 to 2008. In Ethiopia, there are hundreds of thousands of children living because of this health extension worker program. So whats the next step for Ethiopia? Well, theyre already starting talk about this. Theyre starting to talk about, “How do you have the health

23、 community workers generate their own ideas? How do you incent them based on the impact that theyre getting out in those remote villages?” Thats how you tap into local entrepreneurial talent and you unlock peoples potential. The third component of Cokes success is marketing. Ultimately, Cokes succes

24、s depends on one crucial fact and that is that 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 whats the secret to th

25、eir marketing? Well, its aspirational. It is associated that product with a kind of life that people want to live. So even though its a global company, they take a very local approach. Cokes global campaign slogan is “Open Happiness.” But they localize it. And they dont just guess what makes people

26、happy; they 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. Lets listen to this song that Coke created for it,

27、“Wavin Flag” by a Somali hip hop artist. (Video) KNaan: 伀栀 oh oh oh oh o-oh 欀伀栀 oh oh oh oh oh oh oh oh oh 欀伀栀 oh oh oh oh o-oh 欀伀栀 oh oh oh oh oh oh oh o-oh 欀Give you freedom, give you fire欀Give you reason, take you higher 欀匀攀攀 the champions take the field now 欀夀漀甀 define us, make us feel proud 欀In

28、 the streets our heads are lifted 欀As we lose our inhibition 欀Celebration, its around us 欀Every nation, all around us Melinda French Gates: It feels pretty good, right? Well, they didnt stop there - they localized it into 18 different languages. And it went number one on the pop chart in 17 countrie

29、s. It reminds me of a song that I remember from my childhood, “Id 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? Well, its based on avoidance, no

30、t aspirations. Im sure youve heard some of these messages. “Use a condom, dont get AIDS.” “Wash you hands, you might not get diarrhea.” It doesnt sound anything like “Wavin Flag” to me. And I think we make a fundamental mistake - we make an assumption, that we think that, if people need something, w

31、e dont have to make them want that. And I think thats a mistake. And theres some indications around the world that this is starting to change. One example is sanitation. We know that a million and a half children die a year from diarrhea and a lot of it is because of open defecation. But theres a so

32、lution: you build a toilet. But what were finding around the world, over and over again, is, if you build a toilet and you leave it there, it doesnt get used. People reuse it for a slab for their home. They sometimes store grain in it. Ive 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 something that shouldnt be done in the village, and they agree to that. But the