Melinda French Gates: What nonprofits can learn from Coca-Cola

翻译人员: Lili Liang 校对人员: Xu Jiang

One of my favorite parts

在盖茨基金会工作，

of my job at the Gates Foundation

我最喜欢的部分

is that I get to travel to the developing world,

就是有机会去到发展中国家。

and I do that quite regularly.

我经常去那些国家。

And when I meet the mothers

当我去到那些偏远的地方

in so many of these remote places,

见到那里做了母亲的妇女们，

I'm really struck by the things

我着实被我们的共同之处

that we have in common.

所深深感动。

They want what we want for our children

对待孩子，她们和我们一样

and that is for their children to grow up successful,

望子成龙，望女成风，

to be healthy, and to have a successful life.

希望他们健健康康，顺顺利利。

But I also see lots of poverty,

我还看到了许多贫困的地方，

and it's quite jarring,

不管是贫困的程度或范围，

both in the scale and the scope of it.

都让人触目惊心。

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

第一次去印度时，我去到一个人家里，

where they had dirt floors, no running water,

他家里的地面就是黄土地，没有自来水，

no electricity,

没有通电，

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

这样的情况我在世界各地都见到过。

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

简单点说，看到他们连这些基本的生活条件都没有

that they don't have.

我感到非常吃惊。

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

但是，让我纳闷的是他们居然都拥有：

Coca-Cola.

可口可乐。

Coke is everywhere.

可口可乐无处不在。

In fact, when I travel to the developing world,

我在发展中国家的时候，

Coke feels ubiquitous.

随处都能看到可口可乐。

And so when I come back from these trips,

于是，我从这些旅行回来之后，

and I'm thinking about development,

我就在思考发展的问题，

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

坐在回家的飞机上，我就一边在思考，

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

“我们在想方设法普及安全套和各种疫苗，”

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

可口可乐的成功让你不得不停下来思考：

how is it that they can get Coke

他们是怎么把可乐

to these far-flung places?

送到这些穷乡僻壤的？

If they can do that,

如果他们能做到，

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

政府以及非政府组织岂不是也能做到吗？

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

这个问题不是我首先提出的。

But I think, as a community,

但是我想，作为一个协同合作的团体，

we still have a lot to learn.

有许多事情是值得我们学习的。

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

谈到可口可乐，他们可真是不得了。

They sell 1.5 billion servings

他们每天能售出

every single day.

十五亿瓶可乐。

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

这就相当于，地球上的每一个男人，女人，和孩子，

having a serving of Coke every week.

每周都喝掉一瓶可乐。

So why does this matter?

这当中有什么启示呢？

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

如果我们想加快

and go even faster

甚至缩短

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

我们千年发展目标的进程，

we need to learn from the innovators,

那么我们就要向实业家们学习了，

and those innovators

这些实业家们

come from every single sector.

来自各行各业。

I feel that, if we can understand

我觉得，如果我们能悟出

what makes something like Coca-Cola ubiquitous,

可口可乐之所以无处不在的原因，

we can apply those lessons then for the public good.

我们就能够把其中奥妙运用在公共服务上。

Coke's success is relevant,

可口可乐的成功是值得借鉴的，

because if we can analyze it, learn from it,

因为我们可以分析它，从中得到启发，

then we can save lives.

然后用它来拯救生命。

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

就这样，我花了一点时间来研究可口可乐。

And I think there are really three things

我认为我们能从可口可乐身上

we can take away from Coca-Cola.

学到三样东西。

They take real-time data

他们对销售数据进行实时监控

and immediately feed it back into the product.

并立即汇报产品的销售情况。

They tap into local entrepreneurial talent,

他们扶持地方企业人才，

and they do incredible marketing.

他们的市场营销做得天衣无缝。

So let's start with the data.

我们先看一下他们的数据管理。

Now Coke has a very clear bottom line --

可口可乐有一条非常明确的底线。

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

他们向一群股东汇报情况。他们必须保证利润。

So they take the data,

那么他们就要实时监控数据，

and they use it to measure progress.

他们根据时实数据测量进度，

They have this very continuous feedback loop.

他们持续进行情况汇报。

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

当他们得到有用信息，他们立即对产品进行调整，

they put it back into the market.

进而调整市场策略。

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

他们有一支团队，叫做“知识与远见”。

It's a lot like other consumer companies.

它很像其它以顾客为导向的公司。

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

假设你是可口可乐在纳米比亚的负责人，

and you have a 107 constituencies,

你在当地有107个选区，

you know where every can versus bottle

每售出一瓶或一罐雪碧，芬达或可乐，

of Sprite, Fanta or Coke was sold,

你都知道是从哪里出售的，

whether it was a corner store,

不管是在街角的杂货店，

a supermarket or a pushcart.

某家超市或者某个手推车上。

So if sales start to drop,

如果销售量下降，

then the person can identify the problem

那么负责人就会查出问题

and address the issue.

并解决问题。

Let's contrast that for a minute to development.

我们看一下这和发展有什么异同。

In development, the evaluation comes

发展过程中所取得的价值

at the very end of the project.

要到最后才能看出高低。

I've sat in a lot of those meetings,

我参加过很多相关的会议，

and by then,

当时，

it is way too late to use the data.

使用数据的时效早已过期。

I had somebody from an NGO

我曾碰到一位非政府组织的工作人员，

once describe it to me as bowling in the dark.

他对我说，这就像是在黑暗里打保龄球，

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

有人说：“把球滚出去，接着球瓶应声倒下。

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

四周很暗，只有开灯以后，你才能看见哪支瓶子倒下，

and then you an see your impact."

然后你才知道自己的成绩。”

Real-time data

实时数据

turns on the lights.

就能把“灯”打开。

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

那么可口可乐第二个成功的秘诀是什么呢？

They're good at tapping into

他们善于扶植

that local entrepreneurial talent.

当地企业人才。

Coke's been in Africa since 1928,

可口可乐1928年开始在非洲发展，

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

但是，长期以来，他们都没有成功进入偏远地区的市场，

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

原因是他们的运营体系基本上还是很像他们在发达国家所采用的体系，

which was a large truck rolling down the street.

就是把大卡车开到大街上成批地运送。

And in Africa, the remote places,

而在非洲的偏远地区，

it's hard to find a good road.

连一条像样点的路都很难找到。

But Coke noticed something --

但是，可口可乐注意到了一点。

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

他们发现当地人会成批购买某种商品，

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

然后把这些商品分销到偏远地区。

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

他们花了一点时间来研究这个情况。

And they decided in 1990

于是他们在1990年决定

that they wanted to start training the local entrepreneurs,

开始栽培当地的创业者，

giving them small loans.

给他们提供小额贷款。

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

他们把这些人分组，称之为微型分销中心。

and those local entrepreneurs then hire sales people,

这些当地创业者接着自主聘请销售人员，

who go out with bicycles and pushcarts and wheelbarrows

让他们骑着自行车，推着贩卖车

to sell the product.

到处叫卖。

There are now some 3,000 of these centers

目前这样的分销中心数量已经达到3000多个

employing about 15,000 people in Africa.

在非洲的雇员人数在15000人左右。

In Tanzania and Uganda,

可口可乐在坦桑尼亚和乌干达的销量

they represent 90 percent

占他们在非洲总销量的

of Coke's sales.

百分之九十。

Let's look at the development side.

我们现在从发展的角度来看看。

What is it that governments and NGOs

政府和非政府组织

can learn from Coke?

能够从可口可乐哪里学到什么？

Governments and NGOs

政府和非政府组织

need to tap into that local entrepreneurial talent as well,

也需要扶植地方上的企业人才，

because the locals know how to reach

因为当地人知道如何打入

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

那些偏远地区的市场，接近他们的邻居，

and they know what motivates them to make change.

他们知道如何有效解决问题。

I think a great example of this

这里有一个很好的例子，

is Ethiopia's new health extension program.

埃塞俄比亚的医疗普及计划。

The government noticed in Ethiopia

埃塞俄比亚政府注意到

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

该国许多人的住所离健康诊所很远，

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

他们必须走一天的路才能找到一间诊所。

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

如果你发生了什么意外，或者你是个临产的孕妇，

forget it, to get to the health care center.

就别动去健康中心的念头了，

They decided that wasn't good enough,

该国政府决定改善这种情况，

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

他们派人去印度喀拉拉邦（印度西南部）

that also had a system like this,

学习那里的医疗体系，

and they adapted it for Ethiopia.

他们改良并在埃塞俄比亚推行这种体系。

And in 2003, the government of Ethiopia

2003年，埃塞俄比亚政府

started this new system in their own country.

开始推行这套新医疗体系。

They trained 35,000 health extension workers

他们对35000位医务人员进行培训，

to deliver care directly to the people.

让他们直接给人们提供医疗服务。

In just five years,

在短短五年里，

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

原本每30000人仅有一位医务人员的情况，

to one worker for every 2,500 people.

变为每2500人有一位医务人员。

Now, think about

想想吧，

how this can change people's lives.

这对人们的生活是多大的改变啊。

Health extension workers can help with so many things,

这些医务人员的贡献巨大，

whether it's family planning, prenatal care,

计划生育，产前护理，

immunizations for the children,

儿童疾病防疫，

or advising the woman to get to the facility on time

劝告产妇及时到医院

for an on-time delivery.

以免耽误生产。

That is having real impact

对埃塞俄比亚这样的国家而言，

in a country like Ethiopia,

这具有极其深远的影响。

and it's why you see their child mortality numbers

它使得2000年到2008年

coming down 25 percent

该国婴儿死亡率

from 2000 to 2008.

降低了百分之二十五。

In Ethiopia, there are hundreds of thousands of children living

在埃塞俄比亚，全靠这些医务人员

because of this health extension worker program.

才使得成百上千的儿童得以存活。

So what's the next step for Ethiopia?

那么埃塞俄比亚接下来的工作是什么呢？

Well, they're already starting talk about this.

他们现在已经开始商量这事了。

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

他们在商量：“如何才能让社区卫生工作人员

generate their own ideas?

更有主见呢？

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

如何让他们了解他们为那些偏远村庄所做出的贡献，

out in those remote villages?"

进而激励他们呢？”

That's how you tap into local entrepreneurial talent

你就该这样培养地方创业人才，

and you unlock people's potential.

发掘人们的潜力。

The third component of Coke's success

可口可乐获得成功的第三个秘诀

is marketing.

是市场营销战略。

Ultimately, Coke's success

可口可乐的成功

depends on one crucial fact

最终取决于一个不争的事实，

and that is that people want

那就是，人人都想喝

a Coca-Cola.

可口可乐。

Now the reason these micro-entrepreneurs

而这些个体企业家

can sell or make a profit

如果想赚到钱

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

他们就必须卖出手推贩卖车中的每一瓶可乐。

So, they rely on Coca-Cola

他们的市场营销战略

in terms of its marketing,

紧紧围绕着可口可乐这个产品。

and what's the secret to their marketing?

那么他们市场营销战略的成功秘诀何在呢？

Well, it's aspirational.

这个秘诀就是主动出击。

It is associated that product

它把产品

with a kind of life that people want to live.

与人们所追求的生活联系起来。

So even though it's a global company,

尽管它是个跨国公司，

they take a very local approach.

可口可乐采取的是因地制宜的策略。

Coke's global campaign slogan

他们在全球的宣传标语是

is "Open Happiness."

“畅爽开怀”。

But they localize it.

他们让它更具地方色彩。

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

他们不是凭空猜测什么能让人幸福开怀，

they go to places like Latin America

而是亲身去到拉丁美洲等地，

and they realize that happiness there

他们了解到，在那里，

is associated with family life.

幸福来自家庭生活。

And in South Africa,

在南非，

they associate happiness

幸福

with seriti or community respect.

来自对社区的尊重。

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

这点在世界杯宣传期间得到了充分证明。

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

我们来听一听这首由可口可乐公司创作的歌曲，

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

这首歌叫《旗帜飞扬》，由来自索马里的嘻哈歌手演唱。

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

（音乐录影带）K'Naan演唱：♫噢，噢，噢，噢，噢，噢♫

♫ Oh oh oh oh oh oh oh oh oh oh ♫

♫噢，噢，噢，噢，噢，噢♫

♫ Oh oh oh oh oh o-oh ♫

♫噢，噢，噢，噢，噢，噢♫

♫ Oh oh oh oh oh oh oh oh o-oh ♫

♫噢，噢，噢，噢，噢，噢，噢，噢♫

♫Give you freedom, give you fire♫

♫给你自由，热情似火♫

♫ Give you reason, take you higher ♫

♫给你理由，激情飞扬♫

♫ See the champions take the field now ♫

♫看冠军们激战球场♫

♫ You define us, make us feel proud ♫

♫你赋予我们意义, 让我们倍感自豪♫

♫ In the streets our heads are lifted ♫

♫大街小巷，我们抬头仰望♫

♫ As we lose our inhibition ♫

♫不再压抑♫

♫ Celebration, it's around us ♫

♫普天同庆♫

♫ Every nation, all around us ♫

♫天下一家，普天同庆♫

Melinda French Gates: It feels pretty good, right?

美琳达. 法兰奇. 盖茨：感觉不错，对吧？

Well, they didn't stop there --

他们不仅灌录了这一个版本，

they localized it into 18 different languages.

他们这首歌翻译成了18种语言。

And it went number one on the pop chart

它在十七个国家的流行歌曲排行榜上

in 17 countries.

取得冠军。

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

它让我想起了小时候听到的一首歌

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

《我想教全世界唱歌》。

that also went number one on the pop charts.

这首歌也曾是冠军单曲。

Both songs have something in common:

这两首歌有个共同点：

that same appeal

它们都提倡

of celebration and unity.

欢庆与团结。

So how does health and development market?

那么，卫生与发展是如何进行市场营销呢？

Well, it's based on avoidance,

它们总是被动地躲避，

not aspirations.

而不是主动出击。

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

我肯定你们都听过这些口号：

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

“使用安全套，远离艾滋病”。

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

“勤洗手，防痢疾”。

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

这些口号听起来一点也不像《旗帜飞扬》。

And I think we make a fundamental mistake --

我认为我们犯了一个根本性错误，

we make an assumption,

我们一厢情愿地认为

that we think that, if people need something,

人们用不着别人告诉他们，

we don't have to make them want that.

什么才是他们需要的。

And I think that's a mistake.

我觉得这个想法不正确。

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

现在在全球范围内，这个情况似乎有所改变。

One example is sanitation.

公共卫生就是一个例子。

We know that a million and a half children

我们知道每年全球大约有150万儿童

die a year from diarrhea

死于痢疾，

and a lot of it is because of open defecation.

而造成这种情况的原因主要是人们随地大小便。

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

解决方法很简单：建个厕所。

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

但是我们在世界各地总是看到：

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

人们建好一个厕所，放在那里，

it doesn't get used.

却没有人来使用。

People reuse it for a slab for their home.

一些人用它来做杂物房。

They sometimes store grain in it.

他们有时候用它来储藏粮食。

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

我还见过有人用它来做鸡笼呢。

(Laughter)

（众人笑）

But what does marketing really entail

那么我们如何利用市场营销

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

让人们学会注重公共卫生，进而消灭痢疾呢？

Well, you work with the community.

你必须发挥社区的力量。

You start to talk to them about why open defecation

你要跟他们讲，他们不应该

is something that shouldn't be done in the village,

在村子里随地大小便。

and they agree to that.

他们也同意这一点。

But then you take the toilet and you position it

但是你接着就要研究怎么把厕所

as a modern, trendy convenience.

建成时下流行的便利设施。

One state in Northern India has gone so far

印度北部的一个州工作非常到位，

as to link toilets to courtship.

他们把厕所和婚姻联系在一起，

And it works -- look at these headlines.

取得了非常好的效果。请看这些标题。

(Laughter)

（众人笑）

I'm not kidding.

我可没开玩笑。

Women are refusing to marry men without toilets.

妇女们不嫁家里没安厕所的男人。

No loo, no "I do."

“没厕所，不过门。“

(Laughter)

（众人笑）

Now, it's not just a funny headline --

这可不是一条搞恶搞标题啊。

it's innovative. It's an innovative marketing campaign.

它是非常有创意的。一次有创意的营销宣传。

But more importantly,

但更重要的是，

it saves lives.

它拯救了生命。

Take a look at this --

看看这里。

this is a room full of young men

这间屋里做满了年轻小伙子，

and my husband, Bill.

还有我先生比尔（比尔. 盖茨）。

And can you guess what the young men are waiting for?

大家猜猜这些小伙子在等候什么？

They're waiting to be circumcised.

他们正等候着做包皮切除手术。

Can you you believe that?

你们能相信吗？

We know that circumcision reduces HIV infection

我们知道包皮切除手术能够降低男性艾滋病病毒的感染率，

by 60 percent in men.

降幅可达百分之六十。

And when we first heard this result inside the Foundation,

当我们第一次在基金会听到这个结果时，

I have to admit, Bill and I were scratching our heads a little bit

我必须承认，我和比尔都有点摸不着头脑，

and we were saying, "But who's going to volunteer for this procedure?"

我们问：“但是，谁会主动提出做这个手术呢？”

But it turns out the men do,

结果我们发现，男人们是愿意做手术的，

because they're hearing from their girlfriends

因为他们的女友

that they prefer it,

希望他们做这个手术。

and the men also believe it improves their sex life.

他们也相信这可以提高性生活的质量。

So if we can start to understand

由此可见，如果我们开始了解

what people really want

在卫生和发展方面

in health and development,

什么才是人们真正想要的，

we can change communities

那么我们就能改变一个社区，

and we can change whole nations.

甚至改变一个国家。

Well, why is all of this so important?

那为什么这一切那么重要呢？

So let's talk about what happens when this all comes together,

我们想想, 要是把三者成功地结合起来，

when you tie the three things together.

会出现什么情况？

And polio, I think, is one of the most powerful examples.

我想，小儿麻痹症是最有力的例子之一。

We've seen a 99 percent reduction in polio in 20 years.

在二十年间，小儿麻痹症病例总数下降了99％。

So if you look back to 1988,

1988年，

there are about 350,000 cases of polio

全球的小儿麻痹症病例

on the planet that year.

约有三十五万例。

In 2009, we're down to 1,600 cases.

而到了2009年，这个数字将到了1600例。

Well how did that happen?

是什么导致了这样的变化呢？

Let's look at a country like India.

我们以印度为例。

They have over a billion people in this country,

这个国家的人口超过十亿，

but they have 35,000 local doctors

但是他们在各地有三万五千名医生

who report paralysis,

他们会报告瘫痪情况，

and clinicians, a huge reporting system in chemists.

和临床医师，一个由药剂师组成的庞大病情通报体系。

They have two and a half million vaccinators.

另外他们还有二百五十万名疫苗接种人员。

But let me make the story a little bit more concrete for you.

我再给大家讲一个更具体的例子。

Let me tell you the story of Shriram,

我跟大家讲史里拉姆的故事。

an 18 month boy in Bihar,

他是出生在印度北部的比哈尔省的

a northern state in India.

一个十八个月大的小男孩。

This year on August 8th, he felt paralysis

今年8月18号，他开始感到身体出现麻痹，

and on the 13th, his parents took him to the doctor.

13号的时候，他的父母带他去看医生。

On August 14th and 15th, they took a stool sample,

8月14号和15号，他们采集了他的大便样本，

and by the 25th of August,

到了8月25号，

it was confirmed he had Type 1 polio.

他被确诊为第一型小儿麻痹症。

By August 30th, a genetic test was done,

到了8月30号，医生为他做了基因测试，

and we knew what strain of polio Shriram had.

现在我们知道了他得的是哪种小儿麻痹病毒株。

Now it could have come from one of two places.

这种病毒株可能来自一下两个地方。

It could have come from Nepal, just to the north, across the border,

一个是印度国界以北的尼泊尔，

or from Jharkhand, a state just to the south.

一个是印度南部的恰尔肯德邦。

Luckily, the genetic testing proved

所幸的是，基因测试证明了

that, in fact, this strand came north,

这个病毒株是从北部来的，

because, had it come from the south,

因为如果是从南方来的，

it would have had a much wider impact in terms of transmission.

那么它的传播范围会更广。

So many more people would have been affected.

更多人会受到感染。

So what's the endgame?

事情发展到最后，出现了什么情况呢？

Well on September 4th, there was a huge mop-up campaign,

到了9月14号，一场大扫荡开始了。

which is what you do in polio.

这是对付小儿麻痹症的常规手段。

They went out and where Shriram lives,

他们去到史里拉姆住的地方，

they vaccinated two million people.

给两百万人注射了疫苗。

So in less than a month,

就这样，在短短不到一个月的时间里，

we went from one case of paralysis

一例麻痹病例

to a targeted vaccination program.

发展成了一整套针对性疫苗注射行动。

And I'm happy to say only one other person in that area got polio.

我很开心地告诉大家，在那个地区，只有一人患上了小儿麻痹。

That's how you keep

只有这样

a huge outbreak from spreading,

你才能阻止疾病的大规模传播，

and it shows what can happen

这也表明了

when local people have the data in their hands;

当人们及时掌握了确切数据，

they can save lives.

他们就能够拯救生命。

Now one of the challenges in polio, still, is marketing,

对付小儿麻痹症的挑战之一，仍然是市场，

but it might not be what you think.

但是，它跟你想像的可能不一样。

It's not the marketing on the ground.

它跟通常意义上的市场营销有区别。

It's not telling the parents,

它并不是在告诫家长们：

"If you see paralysis, take your child to the doctor

“如果你们发现麻痹症状，马上带孩子看医生

or get your child vaccinated."

或者给孩子注射疫苗。”

We have a problem with marketing in the donor community.

我们的问题在于如何在捐助者中做市场。

The G8 nations have been incredibly generous on polio

八国集团在过去20年内，慷慨地捐出了巨资，

over the last 20 years,

用于治疗小儿麻痹症。

but we're starting to have something called polio fatigue

然而现在，人们开始对小儿麻痹症的捐助捐助工作感到疲乏，

and that is that the donor nations

也就是说，那些捐助国

aren't willing to fund polio any longer.

不再热衷于出钱资助小儿麻痹症的治疗。

So by next summer, we're sighted to run out of money on polio.

这样，到了明年夏天，治疗这个病的经费就所剩无几了。

So we are 99 percent

现在地球上患小儿麻痹症的人数

of the way there on this goal

已经降低了百分之九十九，

and we're about to run short of money.

但是到了这一步，我们的钱也快花完了。

And I think that if the marketing were more aspirational,

我认为如果这个市场情况更加理想，

if we could focus as a community

如果我们联手把重点

on how far we've come

放在我们的成果

and how amazing it would be

以及根除这个疾病将会

to eradicate this disease,

多么大快人心，

we could put polio fatigue

这样，我们就能摆脱麻痹疲乏，

and polio behind us.

彻底消灭小儿麻痹症。

And if we could do that,

如果我们成功了，

we could stop vaccinating everybody, worldwide,

我们就不用再给世界各国的每一个人

in all of our countries for polio.

注射疫苗了。

And it would only be the second disease ever

小儿麻痹症也就成为了第二个

wiped off the face of the planet.

从地球上彻底消失的疾病。

And we are so close.

我们就差这么一步了。

And this victory is so possible.

成功指日可待。

So if Coke's marketers came to me

如果可口可乐的营销人员来问我，

and asked me to define happiness,

幸福是什么，

I'd say my vision of happiness

我会说，在我看来，

is a mother holding healthy baby

幸福就是母亲把自己健康的孩子

in her arms.

紧紧抱在怀里的那一刻。

To me, that is deep happiness.

对于我而言，这是种由衷的幸福。

And so if we can learn lessons from the innovators in every sector,

如果我们能够向各行各业的实业家们学习，

then in the future we make together,

那么将来我们就能共同创造出

that happiness

这样一种

can be just as ubiquitous

无处不在的幸福，

as Coca-Cola.

就像可口可乐一样。

Thank you.

谢谢大家。

(Applause)

（众人鼓掌）