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 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 jarring, 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 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 ubiquitous. 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 condoms to people or vaccinations," you know, Coke's 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 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 staggering, if you think about Coca-Cola. They sell

1.5 billion servings every single 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 Millennium Development Goals that we're 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 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 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 entrepreneurial talent, and they do incredible marketing. So let's 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. 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 whole 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 or a pushcart. 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 the 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.

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, which 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 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 they 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 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 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 motivates them to make change. I think a great example of this

is Ethiopia's 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 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'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 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 people's lives. Health extension workers can help with so many things, whether it's 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 it's why you see their child mortality numbers 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 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 incent them based on 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 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 what's the secret to their marketing? Well, it's aspirational. 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; 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. Let's listen to this song that Coke created for it, "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 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 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? Well, 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 fundamental 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 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 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 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 something 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 kidding. 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 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 scratching 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 understand 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 powerful 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 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 Bihar, 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 what 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 south, 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 people. 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 hands; 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 problem 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 sighted 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, we 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'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 just 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,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19xx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,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19xx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-serve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。20xx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20xx年到20xx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,他们本地化成18种不同的语言。它就在17个国家流行的图表。这让我想起一首歌,我记得从我的童年,“我想世界教唱歌,”,也在流行音乐排行榜第一。这两首歌有一些共同点:同样的庆祝活动的吸引力和团结。所以健康和发展市场如何?嗯,这是基于避免,不是愿望。我相信你听说过其中的一些消息。“使用安全套,不要得了艾滋病。”“洗你的手,你可能不会腹泻。“这听起来不像向我挥舞的旗帜”。

我认为我们一个基本的错误,我们做一个假设,我们认为,如果人们需要什么,我们不需要让他们希望这样。我认为这是一个错误。和世界各地的有一些迹象表明,这是开始改变。一个例子是卫生设施。我们知道每年一百万零一儿童死于腹泻和很多因为排便。但是有一个解决方案:构建一个厕所。但是我们发现在世界各地,一遍又一遍,,如果你建立一个厕所,你离开那里,它不习惯。人们重用为一块他们的家。他们有时存储粮食。我甚至看到它用于一个鸡笼。(笑声)但是营销的真正需要,使卫生解决方案会导致腹泻吗?嗯,你工作与社区。你开始跟他们说为什么排便村里是不应该做的,他们同意。然后你把厕所和你位置它作为一个现代的、

时尚的方便。在印度北部一个州已经就将厕所求爱。和它的工作原理,看看这些标题。(笑声)我不是在开玩笑。女人拒绝结婚的男人没有厕所。没有厕所,没有“我”。

(笑声)

现在,它不仅是一个有趣的标题——它的创新。这是一个创新的营销活动。但更重要的是,它可以拯救生命。看看这个,这是一屋子的年轻男人和我的丈夫,比尔。你能猜猜年轻人正在等待什么?他们等着受割礼。你能相信吗?我们知道,包皮环切可以降低男性感染艾滋病毒的60%。里,当我们第一次听到这个结果基础上,我不得不承认,比尔和我是抓我们的头一点,我们说,“但志愿参加这个过程是谁?“但事实证明男人,因为他们听到他们的女朋友,他们喜欢它,和男人还认为它能改善性生活。所以如果我们可以开始了解人们真正想要的健康和发展,我们可以改变社区,我们可以改变整个国家。

所有这一切为何如此重要?让我们谈论当这一切在一起时,会发生什么当你三件事联系起来。和小儿麻痹症,我认为,是最强大的一个例子。我们看到脊髓灰质炎在20年内减少了99%。所以如果你回顾19xx年,地球上大约有350000例脊髓灰质炎。20xx年,我们到1600例。这是怎么发生的?让我们看看一个像印度这样的国家。他们有超过十亿人在这个国家,但他们有35000当地医生报告瘫痪,化学家和临床医生,一个庞大的报告系统。他们有两个半万员。但让我使这个故事更具体一点。让我告诉你的故事Shriram,比哈尔邦的18个月的男孩,在印度北部的国家。今年8月8日,他感到麻痹和13日,他的父母带他去看医生。8月14日和15日,他们把粪便样本,8月25日,这是他确认1型脊髓灰质炎。在8月30日,一个基因测试完成,我们知道的脊髓灰质炎Shriram。

现在,它可能来自两个地方之一。它可能来自尼泊尔,北方边境,或者从恰尔肯德邦,韩国。幸运的是,基因检测证明,事实上,这一股北方,因为,如果它来自南方,这将影响更广泛的传播。所以更多的人会受到影响。所以结局是什么?9月4日,有一个大扫荡行动,这正是你在小儿麻痹症。他们出去,Shriram住在哪里,他们二百万人接种疫苗。所以在不到一个月的时间,我们就从一个瘫痪的情况下有针对性的疫苗接种计划。和我很高兴地说只有一个人在那个地区有小儿麻痹症。这

是你如何保持巨大的疫情的蔓延,会发生什么,它显示了当地人民的数据在他们手中;他们可以拯救生命。

现在在小儿麻痹症的一个挑战,不过,是营销,但它可能不是你的想法。这不是营销在地上。不告诉父母,“如果你看到瘫痪,带你的孩子去看医生或者你的孩子接种疫苗。“我们有一个问题在捐助社会营销。八国集团国家非常慷慨的脊髓灰质炎在过去的20年,但我们开始有所谓的疲劳,是脊髓灰质炎捐助国再也不愿意资助脊髓灰质炎。明年夏天,我们看到钱用光了小儿麻痹症。所以我们99%的方式在这一目标,我们缺钱。而且我认为,如果营销更有抱负的,如果我们能作为一个社区,关注我们已经走了多远,这是多么惊人的根除这一疾病,我们可以使脊髓灰质炎疲劳和小儿麻痹症。如果我们能做到这一点,我们可以停止给每个人接种疫苗,在世界范围内,在我们所有的脊髓灰质炎的国家。也只会是第二个疾病的擦过地球。我们如此接近。这很可能胜利。

所以如果可口可乐的营销人员来找我,让我来定义幸福,我想说我的幸福就是一位母亲抱着健康的孩子在怀里。对我来说,这是幸福深。所以如果我们能从中吸取教训创新者在每一个部门,那么将来我们在一起,幸福可以和可口可乐一样无处不在。