about my job at the Gates Foundation

其中一個令我最喜歡的部分

is that I get to travel to the developing world,

就是有機會到開發中國家去

and I do that quite regularly.

而且我也常常這樣做

And when I meet the mothers

當我在這麼多遙遠的地方中

in so many of these remote places,

遇到一些媽媽們

I'm really struck by the things

我對於我們之間所存在的共同點

that we have in common.

感到十分感動

They want what we want for our children

我們對於孩子們的期望是一樣的

and that is for their children to grow up successful,

就是孩子們可以順利地長大成人

to be healthy, and to have a successful life.

要健康,並且擁有一個成功的人生

But I also see lots of poverty,

同時，我也看到很多貧窮的景象

and it's quite jarring,

就貧窮的規模和範圍來說

both in the scale and the scope of it.

都是十分令人不舒服的

My first trip in India, I was in a person's home

我第一次去印度的時候,去到一個人的家裡

where they had dirt floors, no running water,

地板沒有鋪磚, 沒有自來水

no electricity,

也沒有電力可用

and that's really what I see all over the world.

就跟我在全世界各地方看到的一樣

So in short, I'm startled by all the things

簡短的說,我對於

that they don't have.

他們所沒有的東西感到驚訝

But I am surprised by one thing that they do have:

但是我也對於他們有一個東西感到驚訝

Coca-Cola.

就是可口可樂

Coke is everywhere.

到處都有可口可樂

In fact, when I travel to the developing world,

事實上,當我去到開發中國家

Coke feels ubiquitous.

就感覺到可口可樂是無所不在的

And so when I come back from these trips,

所以當我這些旅程中回來的時候

and I'm thinking about development,

我就在思考關於開發計畫的事情

and I'm flying home and I'm thinking,

還在飛機上的時候, 就在思考

"We're trying to deliver condoms to people or vaccinations,"

當我們忙著發送保險套，或要他們去接種疫苗的時候

you know, Coke's success kind of stops and makes you wonder:

可口可樂的成功案例，會讓我們想停下來思考一下

how is it that they can get Coke

他們是如何讓可口可樂

to these far-flung places?

廣泛地分佈到這些地方？

If they can do that,

如果他們可以做到

why can't governments and NGOs do the same thing?

為什麼政府和非政府組織不能做到同樣的事情？

And I'm not the first person to ask this question.

我並非第一個提出這個問題的人

But I think, as a community,

但是我認為, 做為一個社會群體

we still have a lot to learn.

我們還有許多要學習的地方

It's staggering, if you think about Coca-Cola.

如果你思考一下可口可樂的案例, 它是很驚人的

They sell 1.5 billion servings

他們每天賣出

every single day.

15億瓶的可樂

That's like every man, woman and child on the planet

那就像是地球上每一個男人,女人,小孩子

having a serving of Coke every week.

在每個星期裡都喝一瓶可樂

So why does this matter?

為什麼這件事情重要呢？

Well, if we're going to speed up the progress

如果想要加快我們所設定的

and go even faster

千禧年發展目標進度

on the set of Millennium Development Goals that we're set as a world,

並且前進的比以前更快

we need to learn from the innovators,

我們就必須從這些創新者身上學習

and those innovators

也包括來自於

come from every single sector.

每一個領域中的創新者

I feel that, if we can understand

我覺得,如果我們可以了解

what makes something like Coca-Cola ubiquitous,

讓可口可樂無所不在的原因

we can apply those lessons then for the public good.

我們就可以接著把那些經驗應用在公眾利益上

Coke's success is relevant,

可口可樂的成功具有重大的意義

because if we can analyze it, learn from it,

因為如果我們可以分析,且從中學習

then we can save lives.

我們就可以拯救生命

So that's why I took a bit of time to study Coke.

這就是為什麼我花了些時間去研究可口可樂

And I think there are really three things

我認為, 可口可樂有三件事情

we can take away from Coca-Cola.

是我們可以學習的

They take real-time data

第一: 他們採用即時性的資料

and immediately feed it back into the product.

而且會立即地把資料回饋到產品上

They tap into local entrepreneurial talent,

第二: 他們結合當地的創業人才

and they do incredible marketing.

第三: 他們從事很棒的行銷

So let's start with the data.

讓我們先從資料談起

Now Coke has a very clear bottom line --

可口可樂有非常清楚的底線(利潤)

they report to a set of shareholders, they have to turn a profit.

他們必須向股東們負責、賺取利潤

So they take the data,

所以他們使用資料

and they use it to measure progress.

並且運用資料來衡量進度

They have this very continuous feedback loop.

他們有一個持續性的回饋機制

They learn something, they put it back into the product,

把從資料中學到的，再回饋到產品上

they put it back into the market.

然後回饋到市場上

They have a whole team called "Knowledge and Insight."

他們有一個健全的團隊叫做"知識與洞悉"

It's a lot like other consumer companies.

它很像其他消費品公司一樣

So if you're running Namibia for Coca-Cola,

所以如果你為可口可樂經營納米比亞市場

and you have a 107 constituencies,

你的通路遍及全國107個選區

you know where every can versus bottle

你知道哪裡是罐裝和瓶裝的

of Sprite, Fanta or Coke was sold,

雪碧,芬達或可樂的銷售地點

whether it was a corner store,

不管是街頭的小店

a supermarket or a pushcart.

超級市場或是推車小販

So if sales start to drop,

如果銷售額開始往下掉

then the person can identify the problem

人員就會確認出問題

and address the issue.

並且反映這個問題

Let's contrast that for a minute to development.

我們把它和開發計畫間，作個一分鐘的比較

In development, the evaluation comes

在開發計畫中，評估會是在

at the very end of the project.

整個專案結束後才開始的

I've sat in a lot of those meetings,

我常常參與這樣子的會議

and by then,

等到要評估時

it is way too late to use the data.

才要運用所蒐集的資料就太慢了

I had somebody from an NGO

有一個來自非政府組織的人

once describe it to me as bowling in the dark.

曾經向我描述這像是在黑暗中打保齡球

They said, "You roll the ball, you hear some pins go down.

他們說, "你把球滾出去, 你聽到某些瓶子倒下的聲音

It's dark, you can't see which one goes down until the lights come on,

在黑暗中,你無法看到哪些瓶子倒了,除非有了燈光

and then you an see your impact."

你才可以看到你所帶來的影響

Real-time data

即時性的資料

turns on the lights.

可以把燈光打開

So what's the second thing that Coke's good at?

那可口可樂第二件擅長的事情是什麼？

They're good at tapping into

他們擅長於結合

that local entrepreneurial talent.

當地的創業人才

Coke's been in Africa since 1928,

可口可樂從1928年起就已經在非洲出現了

but most of the time they couldn't reach the distant markets,

但在大部分的時間裡他們無法觸及遙遠的市場

because they had a system that was a lot like in the developed world,

因為他們原本的系統，跟已開發國家中的很相像

which was a large truck rolling down the street.

是透過大卡車來過街道來進行配送

And in Africa, the remote places,

然而在非洲, 這個遙遠的地方

it's hard to find a good road.

很難找到一條狀況良好的道路

But Coke noticed something --

但是可口可樂注意到一件事情

they noticed that local people were taking the product, buying it in bulk

他們注意到當地的人們，都是先大量採購

and then reselling it in these hard-to-reach places.

然後再去這些難以到達的地方做轉售

And so they took a bit of time to learn about that.

所以他們花了一點時間來研究這件事情

And they decided in 1990

在1990年時他們決定

that they wanted to start training the local entrepreneurs,

要開始針對當地的創業人才進行訓練

giving them small loans.

給予他們小額貸款

They set them up as what they called micro-distribution centers,

他們把這些人設定為所謂的小型通路中心

and those local entrepreneurs then hire sales people,

而這些當地創業人才會再去雇用銷售人員

who go out with bicycles and pushcarts and wheelbarrows

其再騎腳踏車及手推車外出

to sell the product.

進行商品的銷售

There are now some 3,000 of these centers

現在有3000多家這種銷售中心

employing about 15,000 people in Africa.

在非洲雇用大約15,000人

In Tanzania and Uganda,

在坦尚尼亞及烏干達

they represent 90 percent

他們佔可口可樂

of Coke's sales.

銷售額的90％

Let's look at the development side.

我們再來看看發展計畫這邊

What is it that governments and NGOs

政府單位和非政府組織

can learn from Coke?

可以從可口可樂這裡學到什麼呢？

Governments and NGOs

政府單位和非政府組織

need to tap into that local entrepreneurial talent as well,

也必須結合當地的創業人才

because the locals know how to reach

因為當地的人知道如何

the very hard-to-serve places, their neighbors,

到達那些難以觸及的地方和他們的鄰居

and they know what motivates them to make change.

他們也知道什麼東西可以激勵人們做出改變

I think a great example of this

我認為以下是一個很好的例子

is Ethiopia's new health extension program.

就是伊索比亞的擴大健康計畫

The government noticed in Ethiopia

政府單位發現在伊索比亞

that many of the people were so far away from a health clinic,

許多人距離診所非常遙遠

they were over a day's travel away from a health clinic.

離診所超過一天旅程的距離

So if you're in an emergency situation -- or if you're a mom about to deliver a baby --

所以如果你有緊急的狀況, 或者你是一位即將臨盆的媽媽

forget it, to get to the health care center.

算了吧,根本別想要到健康中心去

They decided that wasn't good enough,

他們覺得這樣不好

so they went to India and studied the Indian state of Kerala

所以他們去印度, 去研究印度喀拉拉省

that also had a system like this,

因為那邊也有一個類似的系統

and they adapted it for Ethiopia.

然後他們針對伊索比亞而加以修改

And in 2003, the government of Ethiopia

在2003年,伊索比亞政府

started this new system in their own country.

在他們自己的國家裡開始實行這個新系統

They trained 35,000 health extension workers

他們為此訓練了35,000位工作人員

to deliver care directly to the people.

以便可以直接地照護人們

In just five years,

在僅僅5年內

their ratio went from one worker for every 30,000 people

他們就把1位工作人員對3萬人的比例

to one worker for every 2,500 people.

降低到1位工作人員照顧2,500人

Now, think about

現在,請思考

how this can change people's lives.

這將會如何地改變人們的生活

Health extension workers can help with so many things,

擴大健康的工作人員可以協助處理很多事情

whether it's family planning, prenatal care,

不論是家庭計畫,產前照護

immunizations for the children,

小孩子的免疫工作

or advising the woman to get to the facility on time

或者是建議婦女按時去就診

for an on-time delivery.

以求順利生產

That is having real impact

在伊索比亞

in a country like Ethiopia,

這產生很大的影響

and it's why you see their child mortality numbers

這就是為什麼你看到孩童死亡率數字

coming down 25 percent

從2000年到2008年之間

from 2000 to 2008.

可以降低25%的原因

In Ethiopia, there are hundreds of thousands of children living

在伊索比亞, 有數十萬的孩童

because of this health extension worker program.

因為這個擴大健康工作者計畫而存活下來

So what's the next step for Ethiopia?

那伊索比亞的下一步該怎麼走呢？

Well, they're already starting talk about this.

他們已經開始在討論這個議題了

They're starting to talk about, "How do you have the health community workers

他們談論著"該怎麼讓健康社群的工作者

generate their own ideas?

可以有他們自己的意見

How do you incent them based on the impact that they're getting

該怎麼以他們在偏遠村落裡

out in those remote villages?"

所得到的影響為基礎來激勵他們？"

That's how you tap into local entrepreneurial talent

那些就是如何結合當地創業人才

and you unlock people's potential.

以及開啟他們的潛力的方式

The third component of Coke's success

可口可樂第三個成功的元素

is marketing.

就是行銷

Ultimately, Coke's success

最終來說,可口可樂的成功

depends on one crucial fact

取決於一個關鍵的因素

and that is that people want

那就是人們

a Coca-Cola.

想要可口可樂

Now the reason these micro-entrepreneurs

而這些小型創業者

can sell or make a profit

可以販售或賺取利潤的原因

is they have to sell every single bottle in their pushcart or their wheelbarrow.

就是他們必須賣掉在他們手推車裡的每一瓶飲料

So, they rely on Coca-Cola

所以,就行銷層面而言,

in terms of its marketing,

他們依賴著可口可樂

and what's the secret to their marketing?

而什麼是他們行銷的秘密呢？

Well, it's aspirational.

它具有高度的渴望性

It is associated that product

它將產品與人們所企盼的

with a kind of life that people want to live.

生活方式做出結合

So even though it's a global company,

所以即便它是一家全球性的公司

they take a very local approach.

他們還是採取非常當地化的作法

Coke's global campaign slogan

可口可樂全球活動的口號

is "Open Happiness."

是"打開快樂"

But they localize it.

但是他們把它在地化

And they don't just guess what makes people happy;

而非僅去猜測什麼東西讓人們快樂

they go to places like Latin America

他們去到像是拉丁美洲這樣的地方

and they realize that happiness there

他們了解到那裡的快樂

is associated with family life.

是和家庭生活結合在一起的

And in South Africa,

而在南非

they associate happiness

他們將快樂

with serenity or community respect.

與和平和社會群體的尊重結合

Now, that played itself out in the World Cup campaign.

現階段, 他們在世足賽裡玩得不亦樂乎

Let's listen to this song that Coke created for it,

現在我們來聽聽可口可樂為世足賽創作的歌曲

"Wavin' Flag" by a Somali hip hop artist.

來自索馬利的嘻哈歌手所唱的 "揮動旗幟"

(Video) K'Naan: ♫ Oh oh oh oh oh o-oh ♫

影片 K'Naan: ♫ 喔～ ♫

♫ Oh oh oh oh oh oh oh oh oh oh ♫

♫ 喔～ ♫

♫ Oh oh oh oh oh o-oh ♫

♫ 喔～ ♫

♫ Oh oh oh oh oh oh oh oh o-oh ♫

♫ 喔～ ♫

♫Give you freedom, give you fire♫

♫給你自由, 給你火花♫

♫ Give you reason, take you higher ♫

♫給你理由, 讓你更興奮♫

♫ See the champions take the field now ♫

♫看看冠軍們現在正在球場上♫

♫ You define us, make us feel proud ♫

♫是你讓我們明確, 讓我們感到驕傲♫

♫ In the streets our heads are lifted ♫

♫在街道上我們抬起頭來♫

♫ As we lose our inhibition ♫

♫就像我們丟掉壓抑一般♫

♫ Celebration, it's around us ♫

♫歡慶正環繞這我們♫

♫ Every nation, all around us ♫

♫每一個國家都環繞著我們♪

Melinda French Gates: It feels pretty good, right?

Melinda French Gates: 感覺很棒, 對嗎?

Well, they didn't stop there --

他們並未停止過

they localized it into 18 different languages.

他們將它在地化，翻譯成18種不同的語言

And it went number one on the pop chart

它在17個國家的流行樂榜上

in 17 countries.

排名第一名

It reminds me of a song that I remember from my childhood,

它讓我想起我自孩提時代起就記得的一首歌

"I'd Like to Teach the World to Sing,"

"我想要教這個世界唱歌"

that also went number one on the pop charts.

那也是一首排行榜第一名的歌曲

Both songs have something in common:

這兩首歌之間有一樣的地方

that same appeal

就是對於慶祝和團結

of celebration and unity.

有著相同的訴求

So how does health and development market?

而健康和開發的市場狀況呢？

Well, it's based on avoidance,

它是以避免為基礎

not aspirations.

沒有渴望性

I'm sure you've heard some of these messages.

我確信你一定聽過一些這樣的訊息

"Use a condom, don't get AIDS."

"使用保險套,就不會的愛滋病"

"Wash you hands, you might not get diarrhea."

"要洗手,不然有可能會腹瀉"

It doesn't sound anything like "Wavin' Flag" to me.

對我而言，聽起來一點都不像"揮動旗幟"

And I think we make a fundamental mistake --

而且我認為我們犯了一個本質上的錯誤

we make an assumption,

我們作了一個假設

that we think that, if people need something,

就是我們認為如果人們需要某種東西的話

we don't have to make them want that.

那我們並不需要去讓他們想要那個東西

And I think that's a mistake.

我認為這是一個錯誤

And there's some indications around the world that this is starting to change.

不過世界上有一些跡象顯示這個情況正在改變

One example is sanitation.

衛生設備就是一個例子

We know that a million and a half children

我們知道每一年

die a year from diarrhea

有150萬個孩童死於痢疾

and a lot of it is because of open defecation.

而且很多是因為隨地大小便

But there's a solution: you build a toilet.

但是有一個解決方式: 建造廁所

But what we're finding around the world, over and over again,

但是我們在全世界一再地發現

is, if you build a toilet and you leave it there,

如果你建造一個廁所然後把它放在那裡

it doesn't get used.

沒有人會去使用它

People reuse it for a slab for their home.

人們會把它重新使用當作自己家裡的木板

They sometimes store grain in it.

有時候他們會在裡面儲藏穀物

I've even seen it used for a chicken coop.

我曾經看過裡面放雞籠

(Laughter)

(笑聲)

But what does marketing really entail

但是需要什麼行銷活動

that would make a sanitation solution get a result in diarrhea?

才能讓公共衛生真正地去解決腹瀉問題？