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譯者: Spencer Shu
審譯者: Adrienne Lin
00:15
One of my favorite parts
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我在蓋茲基金會的工作中
00:17
of my job at the Gates Foundation
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其中一個令我最喜歡的部分
00:19
is that I get to travel to the developing world,
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就是有機會到開發中國家去
00:21
and I do that quite regularly.
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而且我也常常這樣做
00:23
And when I meet the mothers
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當我在這麼多遙遠的地方中
00:25
in so many of these remote places,
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遇到一些媽媽們
00:27
I'm really struck by the things
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我對於我們之間所存在的共同點
00:29
that we have in common.
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感到十分感動
00:31
They want what we want for our children
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我們對於孩子們的期望是一樣的
00:34
and that is for their children to grow up successful,
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就是孩子們可以順利地長大成人
00:37
to be healthy, and to have a successful life.
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要健康,並且擁有一個成功的人生
00:40
But I also see lots of poverty,
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同時,我也看到很多貧窮的景象
00:43
and it's quite jarring,
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就貧窮的規模和範圍來說
00:46
both in the scale and the scope of it.
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都是十分令人不舒服的
00:48
My first trip in India, I was in a person's home
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我第一次去印度的時候,去到一個人的家裡
00:51
where they had dirt floors, no running water,
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地板沒有鋪磚, 沒有自來水
00:53
no electricity,
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也沒有電力可用
00:55
and that's really what I see all over the world.
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就跟我在全世界各地方看到的一樣
00:58
So in short, I'm startled by all the things
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簡短的說,我對於
01:01
that they don't have.
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他們所沒有的東西感到驚訝
01:04
But I am surprised by one thing that they do have:
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但是我也對於他們有一個東西感到驚訝
01:08
Coca-Cola.
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就是可口可樂
01:10
Coke is everywhere.
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到處都有可口可樂
01:12
In fact, when I travel to the developing world,
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事實上,當我去到開發中國家
01:14
Coke feels ubiquitous.
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就感覺到可口可樂是無所不在的
01:16
And so when I come back from these trips,
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所以當我這些旅程中回來的時候
01:18
and I'm thinking about development,
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我就在思考關於開發計畫的事情
01:20
and I'm flying home and I'm thinking,
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還在飛機上的時候, 就在思考
01:22
"We're trying to deliver condoms to people or vaccinations,"
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當我們忙著發送保險套,或要他們去接種疫苗的時候
01:25
you know, Coke's success kind of stops and makes you wonder:
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可口可樂的成功案例,會讓我們想停下來思考一下
01:28
how is it that they can get Coke
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他們是如何讓可口可樂
01:30
to these far-flung places?
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廣泛地分佈到這些地方?
01:32
If they can do that,
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如果他們可以做到
01:34
why can't governments and NGOs do the same thing?
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為什麼政府和非政府組織不能做到同樣的事情?
01:37
And I'm not the first person to ask this question.
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我並非第一個提出這個問題的人
01:40
But I think, as a community,
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但是我認為, 做為一個社會群體
01:42
we still have a lot to learn.
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我們還有許多要學習的地方
01:45
It's staggering, if you think about Coca-Cola.
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如果你思考一下可口可樂的案例, 它是很驚人的
01:47
They sell 1.5 billion servings
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他們每天賣出
01:50
every single day.
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15億瓶的可樂
01:53
That's like every man, woman and child on the planet
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那就像是地球上每一個男人,女人,小孩子
01:55
having a serving of Coke every week.
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在每個星期裡都喝一瓶可樂
01:58
So why does this matter?
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為什麼這件事情重要呢?
02:01
Well, if we're going to speed up the progress
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如果想要加快我們所設定的
02:04
and go even faster
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千禧年發展目標進度
02:06
on the set of Millennium Development Goals that we're set as a world,
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並且前進的比以前更快
02:09
we need to learn from the innovators,
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我們就必須從這些創新者身上學習
02:11
and those innovators
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也包括來自於
02:13
come from every single sector.
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每一個領域中的創新者
02:16
I feel that, if we can understand
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我覺得,如果我們可以了解
02:18
what makes something like Coca-Cola ubiquitous,
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讓可口可樂無所不在的原因
02:21
we can apply those lessons then for the public good.
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我們就可以接著把那些經驗應用在公眾利益上
02:26
Coke's success is relevant,
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可口可樂的成功具有重大的意義
02:28
because if we can analyze it, learn from it,
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因為如果我們可以分析,且從中學習
02:31
then we can save lives.
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我們就可以拯救生命
02:33
So that's why I took a bit of time to study Coke.
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這就是為什麼我花了些時間去研究可口可樂
02:37
And I think there are really three things
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我認為, 可口可樂有三件事情
02:39
we can take away from Coca-Cola.
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是我們可以學習的
02:41
They take real-time data
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第一: 他們採用即時性的資料
02:43
and immediately feed it back into the product.
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而且會立即地把資料回饋到產品上
02:46
They tap into local entrepreneurial talent,
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第二: 他們結合當地的創業人才
02:49
and they do incredible marketing.
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第三: 他們從事很棒的行銷
02:52
So let's start with the data.
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讓我們先從資料談起
02:55
Now Coke has a very clear bottom line --
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可口可樂的底線很清楚
02:57
they report to a set of shareholders, they have to turn a profit.
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他們必須向股東們負責、賺取利潤
03:00
So they take the data,
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所以他們使用資料
03:02
and they use it to measure progress.
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並且運用資料來衡量進度
03:04
They have this very continuous feedback loop.
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他們有一個持續性的回饋機制
03:06
They learn something, they put it back into the product,
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把從資料中學到的,再回饋到產品上
03:08
they put it back into the market.
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然後回饋到市場上
03:10
They have a whole team called "Knowledge and Insight."
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他們有一個健全的團隊叫做"知識與洞悉"
03:12
It's a lot like other consumer companies.
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它很像其他消費品公司一樣
03:14
So if you're running Namibia for Coca-Cola,
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所以如果你為可口可樂經營納米比亞市場
03:16
and you have a 107 constituencies,
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你的通路遍及全國107個選區
03:18
you know where every can versus bottle
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你知道哪裡是罐裝和瓶裝的
03:21
of Sprite, Fanta or Coke was sold,
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雪碧,芬達或可樂的銷售地點
03:23
whether it was a corner store,
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不管是街頭的小店
03:25
a supermarket or a pushcart.
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超級市場或是推車小販
03:27
So if sales start to drop,
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如果銷售額開始往下掉
03:29
then the person can identify the problem
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人員就會確認出問題
03:31
and address the issue.
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並且反映這個問題
03:34
Let's contrast that for a minute to development.
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我們把它和開發計畫間,作個一分鐘的比較
03:38
In development, the evaluation comes
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在開發計畫中,評估會是在
03:41
at the very end of the project.
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整個專案結束後才開始的
03:44
I've sat in a lot of those meetings,
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我常常參與這樣子的會議
03:46
and by then,
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等到要評估時
03:48
it is way too late to use the data.
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才要運用所蒐集的資料就太慢了
03:51
I had somebody from an NGO
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有一個來自非政府組織的人
03:53
once describe it to me as bowling in the dark.
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曾經向我描述這像是在黑暗中打保齡球
03:55
They said, "You roll the ball, you hear some pins go down.
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他們說, "你把球滾出去, 你聽到某些瓶子倒下的聲音
03:58
It's dark, you can't see which one goes down until the lights come on,
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在黑暗中,你無法看到哪些瓶子倒了,除非有了燈光
04:01
and then you an see your impact."
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你才可以看到你所帶來的影響
04:04
Real-time data
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即時性的資料
04:06
turns on the lights.
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可以把燈光打開
04:10
So what's the second thing that Coke's good at?
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那可口可樂第二件擅長的事情是什麼?
04:12
They're good at tapping into
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他們擅長於結合
04:14
that local entrepreneurial talent.
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當地的創業人才
04:16
Coke's been in Africa since 1928,
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可口可樂從1928年起就已經在非洲出現了
04:18
but most of the time they couldn't reach the distant markets,
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但在大部分的時間裡他們無法觸及遙遠的市場
04:21
because they had a system that was a lot like in the developed world,
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因為他們原本的系統,跟已開發國家中的很相像
04:24
which was a large truck rolling down the street.
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是透過大卡車來過街道來進行配送
04:27
And in Africa, the remote places,
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然而在非洲, 這個遙遠的地方
04:29
it's hard to find a good road.
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很難找到一條狀況良好的道路
04:31
But Coke noticed something --
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但是可口可樂注意到一件事情
04:33
they noticed that local people were taking the product, buying it in bulk
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他們注意到當地的人們,都是先大量採購
04:36
and then reselling it in these hard-to-reach places.
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然後再去這些難以到達的地方做轉售
04:40
And so they took a bit of time to learn about that.
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所以他們花了一點時間來研究這件事情
04:42
And they decided in 1990
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在1990年時他們決定
04:44
that they wanted to start training the local entrepreneurs,
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要開始針對當地的創業人才進行訓練
04:46
giving them small loans.
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給予他們小額貸款
04:48
They set them up as what they called micro-distribution centers,
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他們把這些人設定為所謂的小型通路中心
04:51
and those local entrepreneurs then hire sales people,
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而這些當地創業人才會再去雇用銷售人員
04:54
who go out with bicycles and pushcarts and wheelbarrows
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其再騎腳踏車及手推車外出
04:57
to sell the product.
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進行商品的銷售
04:59
There are now some 3,000 of these centers
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現在有3000多家這種銷售中心
05:01
employing about 15,000 people in Africa.
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在非洲雇用大約15,000人
05:05
In Tanzania and Uganda,
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在坦尚尼亞及烏干達
05:07
they represent 90 percent
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他們佔可口可樂
05:09
of Coke's sales.
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銷售額的90%
05:13
Let's look at the development side.
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我們再來看看發展計畫這邊
05:15
What is it that governments and NGOs
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政府單位和非政府組織
05:17
can learn from Coke?
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可以從可口可樂這裡學到什麼呢?
05:19
Governments and NGOs
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政府單位和非政府組織
05:21
need to tap into that local entrepreneurial talent as well,
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也必須結合當地的創業人才
05:24
because the locals know how to reach
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因為當地的人知道如何
05:26
the very hard-to-serve places, their neighbors,
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到達那些難以觸及的地方和他們的鄰居
05:29
and they know what motivates them to make change.
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他們也知道什麼東西可以激勵人們做出改變
05:33
I think a great example of this
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我認為以下是一個很好的例子
05:35
is Ethiopia's new health extension program.
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就是伊索比亞的擴大健康計畫
05:38
The government noticed in Ethiopia
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政府單位發現在伊索比亞
05:40
that many of the people were so far away from a health clinic,
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許多人距離診所非常遙遠
05:43
they were over a day's travel away from a health clinic.
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離診所超過一天旅程的距離
05:46
So if you're in an emergency situation -- or if you're a mom about to deliver a baby --
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所以如果你有緊急的狀況, 或者你是一位即將臨盆的媽媽
05:49
forget it, to get to the health care center.
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算了吧,根本別想要到健康中心去
05:52
They decided that wasn't good enough,
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他們覺得這樣不好
05:54
so they went to India and studied the Indian state of Kerala
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所以他們去印度, 去研究印度喀拉拉省
05:56
that also had a system like this,
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因為那邊也有一個類似的系統
05:58
and they adapted it for Ethiopia.
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然後他們針對伊索比亞而加以修改
06:00
And in 2003, the government of Ethiopia
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在2003年,伊索比亞政府
06:02
started this new system in their own country.
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在他們自己的國家裡開始實行這個新系統
06:05
They trained 35,000 health extension workers
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他們為此訓練了35,000位工作人員
06:08
to deliver care directly to the people.
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以便可以直接地照護人們
06:11
In just five years,
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在僅僅5年內
06:13
their ratio went from one worker for every 30,000 people
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他們就把1位工作人員對3萬人的比例
06:17
to one worker for every 2,500 people.
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降低到1位工作人員照顧2,500人
06:22
Now, think about
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現在,請思考
06:24
how this can change people's lives.
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這將會如何地改變人們的生活
06:27
Health extension workers can help with so many things,
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擴大健康的工作人員可以協助處理很多事情
06:30
whether it's family planning, prenatal care,
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不論是家庭計畫,產前照護
06:33
immunizations for the children,
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小孩子的免疫工作
06:35
or advising the woman to get to the facility on time
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或者是建議婦女按時去就診
06:38
for an on-time delivery.
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以求順利生產
06:41
That is having real impact
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在伊索比亞
06:43
in a country like Ethiopia,
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這產生很大的影響
06:45
and it's why you see their child mortality numbers
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這就是為什麼你看到孩童死亡率數字
06:48
coming down 25 percent
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從2000年到2008年之間
06:50
from 2000 to 2008.
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可以降低25%的原因
06:53
In Ethiopia, there are hundreds of thousands of children living
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在伊索比亞, 有數十萬的孩童
06:56
because of this health extension worker program.
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因為這個擴大健康工作者計畫而存活下來
07:00
So what's the next step for Ethiopia?
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那伊索比亞的下一步該怎麼走呢?
07:02
Well, they're already starting talk about this.
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他們已經開始在討論這個議題了
07:04
They're starting to talk about, "How do you have the health community workers
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他們談論著"該怎麼讓健康社群的工作者
07:07
generate their own ideas?
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可以有他們自己的意見
07:09
How do you incent them based on the impact that they're getting
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該怎麼以他們在偏遠村落裡
07:11
out in those remote villages?"
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所得到的影響為基礎來激勵他們?"
07:14
That's how you tap into local entrepreneurial talent
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那些就是如何結合當地創業人才
07:17
and you unlock people's potential.
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以及開啟他們的潛力的方式
07:22
The third component of Coke's success
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可口可樂第三個成功的元素
07:24
is marketing.
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就是行銷
07:26
Ultimately, Coke's success
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最終來說,可口可樂的成功
07:28
depends on one crucial fact
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取決於一個關鍵的因素
07:30
and that is that people want
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那就是人們
07:32
a Coca-Cola.
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想要可口可樂
07:34
Now the reason these micro-entrepreneurs
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而這些小型創業者
07:36
can sell or make a profit
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可以販售或賺取利潤的原因
07:38
is they have to sell every single bottle in their pushcart or their wheelbarrow.
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就是他們必須賣掉在他們手推車裡的每一瓶飲料
07:41
So, they rely on Coca-Cola
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所以,就行銷層面而言,
07:44
in terms of its marketing,
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他們依賴著可口可樂
07:46
and what's the secret to their marketing?
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而什麼是他們行銷的秘密呢?
07:49
Well, it's aspirational.
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它具有高度的渴望性
07:51
It is associated that product
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它將產品與人們所企盼的
07:53
with a kind of life that people want to live.
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生活方式做出結合
07:56
So even though it's a global company,
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所以即便它是一家全球性的公司
07:58
they take a very local approach.
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他們還是採取非常當地化的作法
08:01
Coke's global campaign slogan
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可口可樂全球活動的口號
08:03
is "Open Happiness."
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是"打開快樂"
08:05
But they localize it.
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但是他們把它在地化
08:07
And they don't just guess what makes people happy;
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而非僅去猜測什麼東西讓人們快樂
08:09
they go to places like Latin America
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他們去到像是拉丁美洲這樣的地方
08:11
and they realize that happiness there
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他們了解到那裡的快樂
08:13
is associated with family life.
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是和家庭生活結合在一起的
08:15
And in South Africa,
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而在南非
08:17
they associate happiness
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他們將快樂
08:19
with seriti or community respect.
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與社會群體的尊重結合
08:23
Now, that played itself out in the World Cup campaign.
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現階段, 他們在世足賽裡玩得不亦樂乎
08:26
Let's listen to this song that Coke created for it,
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現在我們來聽聽可口可樂為世足賽創作的歌曲
08:28
"Wavin' Flag" by a Somali hip hop artist.
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來自索馬利的嘻哈歌手所唱的 "揮動旗幟"
08:32
(Video) K'Naan: ♫ Oh oh oh oh oh o-oh ♫
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影片 K'Naan: ♫ 喔~ ♫
08:35
♫ Oh oh oh oh oh oh oh oh oh oh ♫
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♫ 喔~ ♫
08:39
♫ Oh oh oh oh oh o-oh ♫
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♫ 喔~ ♫
08:41
♫ Oh oh oh oh oh oh oh oh o-oh ♫
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♫ 喔~ ♫
08:45
♫Give you freedom, give you fire♫
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♫給你自由, 給你火花♫
08:48
♫ Give you reason, take you higher ♫
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♫給你理由, 讓你更興奮♫
08:51
♫ See the champions take the field now ♫
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♫看看冠軍們現在正在球場上♫
08:54
♫ You define us, make us feel proud ♫
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♫是你讓我們明確, 讓我們感到驕傲♫
08:58
♫ In the streets our heads are lifted ♫
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♫在街道上我們抬起頭來♫
09:01
♫ As we lose our inhibition ♫
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♫就像我們丟掉壓抑一般♫
09:04
♫ Celebration, it's around us ♫
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♫歡慶正環繞這我們♫
09:07
♫ Every nation, all around us ♫
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♫每一個國家都環繞著我們♪
09:11
Melinda French Gates: It feels pretty good, right?
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Melinda French Gates: 感覺很棒, 對嗎?
09:13
Well, they didn't stop there --
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他們並未停止過
09:15
they localized it into 18 different languages.
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他們將它在地化,翻譯成18種不同的語言
09:17
And it went number one on the pop chart
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它在17個國家的流行樂榜上
09:19
in 17 countries.
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排名第一名
09:22
It reminds me of a song that I remember from my childhood,
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它讓我想起我自孩提時代起就記得的一首歌
09:25
"I'd Like to Teach the World to Sing,"
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"我想要教這個世界唱歌"
09:28
that also went number one on the pop charts.
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那也是一首排行榜第一名的歌曲
09:31
Both songs have something in common:
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這兩首歌之間有一樣的地方
09:34
that same appeal
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就是對於慶祝和團結
09:36
of celebration and unity.
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有著相同的訴求
09:40
So how does health and development market?
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而健康和開發的市場狀況呢?
09:43
Well, it's based on avoidance,
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它是以避免為基礎
09:46
not aspirations.
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沒有渴望性
09:48
I'm sure you've heard some of these messages.
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我確信你一定聽過一些這樣的訊息
09:50
"Use a condom, don't get AIDS."
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"使用保險套,就不會的愛滋病"
09:53
"Wash you hands, you might not get diarrhea."
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"要洗手,不然有可能會腹瀉"
09:56
It doesn't sound anything like "Wavin' Flag" to me.
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對我而言,聽起來一點都不像"揮動旗幟"
10:01
And I think we make a fundamental mistake --
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而且我認為我們犯了一個本質上的錯誤
10:03
we make an assumption,
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我們作了一個假設
10:05
that we think that, if people need something,
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就是我們認為如果人們需要某種東西的話
10:07
we don't have to make them want that.
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那我們並不需要去讓他們想要那個東西
10:10
And I think that's a mistake.
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我認為這是一個錯誤
10:12
And there's some indications around the world that this is starting to change.
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不過世界上有一些跡象顯示這個情況正在改變
10:15
One example is sanitation.
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衛生設備就是一個例子
10:18
We know that a million and a half children
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我們知道每一年
10:20
die a year from diarrhea
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有150萬個孩童死於痢疾
10:22
and a lot of it is because of open defecation.
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而且很多是因為隨地大小便
10:25
But there's a solution: you build a toilet.
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但是有一個解決方式: 建造廁所
10:28
But what we're finding around the world, over and over again,
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但是我們在全世界一再地發現
10:31
is, if you build a toilet and you leave it there,
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如果你建造一個廁所然後把它放在那裡
10:34
it doesn't get used.
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沒有人會去使用它
10:36
People reuse it for a slab for their home.
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人們會把它重新使用當作自己家裡的木板
10:38
They sometimes store grain in it.
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有時候他們會在裡面儲藏穀物
10:40
I've even seen it used for a chicken coop.
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我曾經看過裡面放雞籠
10:42
(Laughter)
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(笑聲)
10:44
But what does marketing really entail
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但是需要什麼行銷活動
10:46
that would make a sanitation solution get a result in diarrhea?
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才能讓公共衛生真正地去解決腹瀉問題?
10:49
Well, you work with the community.
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你在社群裡工作
10:51
You start to talk to them about why open defecation
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你開始跟他們談論為什麼隨地大小便
10:53
is something that shouldn't be done in the village,
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是一件不應該在村莊裡做的事情
10:55
and they agree to that.
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然後他們會同意
10:57
But then you take the toilet and you position it
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然後你帶來廁所並且把它定位為
11:00
as a modern, trendy convenience.
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一個現代且流行的方便設施
11:03
One state in Northern India has gone so far
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在北印度的一個省份目前已經開始
11:05
as to link toilets to courtship.
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把廁所和求婚連結在一起
11:08
And it works -- look at these headlines.
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還蠻有效的, 看看這個標題
11:11
(Laughter)
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(笑聲)
11:15
I'm not kidding.
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我不是開玩笑的
11:17
Women are refusing to marry men without toilets.
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女性拒絕和沒有廁所的男性結婚
11:19
No loo, no "I do."
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沒有廁所, 沒有"我願意"
11:22
(Laughter)
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(笑聲)
11:24
Now, it's not just a funny headline --
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它不只是好笑而已
11:27
it's innovative. It's an innovative marketing campaign.
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還很創新,它是個創新的行銷活動
11:30
But more importantly,
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但是更重要的是
11:32
it saves lives.
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它拯救了生命
11:35
Take a look at this --
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看看這個
11:37
this is a room full of young men
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這是一個擠滿年輕人的房間
11:39
and my husband, Bill.
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和我的先生, 比爾
11:41
And can you guess what the young men are waiting for?
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你們猜得到這群年輕人在等待什麼嗎?
11:45
They're waiting to be circumcised.
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他們等著要割包皮
11:48
Can you you believe that?
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你相信嗎?
11:50
We know that circumcision reduces HIV infection
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我們知道割包皮可以降低
11:53
by 60 percent in men.
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男性感染愛滋病的機會達60%
11:55
And when we first heard this result inside the Foundation,
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當我們第一次在基金會內部聽到這個結果
11:58
I have to admit, Bill and I were scratching our heads a little bit
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我必須承認, 當時比爾跟我都抓了抓頭
12:00
and we were saying, "But who's going to volunteer for this procedure?"
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我們說'但是誰會志願參與這個程序呢?'
12:03
But it turns out the men do,
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結果是男人願意來
12:05
because they're hearing from their girlfriends
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因為他們從女朋友那邊得知
12:07
that they prefer it,
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這是她們偏好的方式
12:09
and the men also believe it improves their sex life.
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而男人們也相信這樣會改善他們的性生活
12:13
So if we can start to understand
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所以如果我們可以開始了解
12:16
what people really want
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在健康和發展上
12:18
in health and development,
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人們真正想要的是什麼
12:20
we can change communities
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我們就可以改變社群
12:22
and we can change whole nations.
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進而可以改變整個國家
12:26
Well, why is all of this so important?
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為什麼這一切如此重要呢?
12:29
So let's talk about what happens when this all comes together,
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讓我們來談談當這些集合在一起的時候會發生什麼事情
12:32
when you tie the three things together.
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當你把這三件事情連結在一起
12:34
And polio, I think, is one of the most powerful examples.
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我認為小兒麻痺症是最強而有力的範例
12:38
We've seen a 99 percent reduction in polio in 20 years.
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我們目睹了小兒麻痺症在20年之內減少了99%
12:42
So if you look back to 1988,
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如果你往回看到1988年
12:44
there are about 350,000 cases of polio
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那一年地球上大概有
12:47
on the planet that year.
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35萬個小兒麻痺症的病例
12:49
In 2009, we're down to 1,600 cases.
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在2009年,降低到只有1600個病例
12:52
Well how did that happen?
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這是如何發生的呢?
12:55
Let's look at a country like India.
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讓我們來看看印度
12:57
They have over a billion people in this country,
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這個國家有超過10億的人口
13:00
but they have 35,000 local doctors
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但是有3萬5千位當地的醫生
13:03
who report paralysis,
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回報麻痺症
13:05
and clinicians, a huge reporting system in chemists.
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還有臨床醫生, 和一個龐大的藥劑師回報系統
13:08
They have two and a half million vaccinators.
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他們有250萬個牛痘接種員
13:12
But let me make the story a little bit more concrete for you.
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讓我把故事說得更具體一點
13:14
Let me tell you the story of Shriram,
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讓我來說Shriram的故事
13:16
an 18 month boy in Bihar,
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他是一個在Bihar的18個月男童
13:18
a northern state in India.
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那是在印度的一個北邊省分
13:20
This year on August 8th, he felt paralysis
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今年8月8日,他感覺到麻痺
13:23
and on the 13th, his parents took him to the doctor.
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當月的13日,他的父母帶他去看醫生
13:27
On August 14th and 15th, they took a stool sample,
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8月14日、15日,他們採集糞便樣本
13:29
and by the 25th of August,
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到了8月25日
13:31
it was confirmed he had Type 1 polio.
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確認是第一類型的小兒麻痺症
13:34
By August 30th, a genetic test was done,
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8月30日,完成基因測試
13:37
and we knew what strain of polio Shriram had.
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然後我們知道Shriam得到的是哪一種血緣的小兒麻痺症
13:40
Now it could have come from one of two places.
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它可能是來自兩個地方的其中一個
13:42
It could have come from Nepal, just to the north, across the border,
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可能是來自北邊的尼泊爾越過邊境
13:45
or from Jharkhand, a state just to the south.
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或是南邊的Jharkhand省
13:48
Luckily, the genetic testing proved
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幸運的是,基因測試證實
13:51
that, in fact, this strand came north,
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事實上這是來自北邊
13:53
because, had it come from the south,
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因為如果它是來自南邊的話
13:55
it would have had a much wider impact in terms of transmission.
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那麼在病情散佈上來說,將會有更廣泛的影響
13:57
So many more people would have been affected.
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會有很多人感染
13:59
So what's the endgame?
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那結局是怎樣呢?
14:01
Well on September 4th, there was a huge mop-up campaign,
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9月4日的時候,有一個大型的
14:04
which is what you do in polio.
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小兒麻痺症掃蕩活動
14:06
They went out and where Shriram lives,
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他們來到Shriam居住的地方
14:08
they vaccinated two million people.
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他們為2百萬人接種牛痘疫苗
14:10
So in less than a month,
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所以不到一個月的時間
14:12
we went from one case of paralysis
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我們從一個麻痺病例
14:14
to a targeted vaccination program.
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來到一個有針對性的疫苗接種計劃
14:17
And I'm happy to say only one other person in that area got polio.
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我很高興地說,那個區域只有一個人得到小兒麻痺症
14:20
That's how you keep
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這是他們如何阻止
14:22
a huge outbreak from spreading,
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疾病蔓延的方式
14:24
and it shows what can happen
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而且展現出,當人們
14:26
when local people have the data in their hands;
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手上有了資料之後,會發生什麼事
14:29
they can save lives.
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就是能拯救生命
14:32
Now one of the challenges in polio, still, is marketing,
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現在小兒麻痺症的其中一個挑戰還是行銷
14:35
but it might not be what you think.
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但是可能不是像你所想的那樣
14:37
It's not the marketing on the ground.
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那不是指表面上的行銷
14:39
It's not telling the parents,
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這不是告訴父母親
14:41
"If you see paralysis, take your child to the doctor
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如果你看到麻痺症狀,就帶你的孩子到醫生那裡
14:43
or get your child vaccinated."
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或者讓你的孩子接種疫苗
14:45
We have a problem with marketing in the donor community.
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在捐贈者的社群裡 我們有一個行銷的問題
14:48
The G8 nations have been incredibly generous on polio
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過去20年以來 G8各國
14:50
over the last 20 years,
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對於小兒麻痺症出乎意料的慷慨
14:52
but we're starting to have something called polio fatigue
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但是我們開始遇到所謂的小兒麻痺症倦怠
14:55
and that is that the donor nations
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這是指捐贈的那些國家
14:57
aren't willing to fund polio any longer.
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不願意再繼續資助小兒麻痺症
14:59
So by next summer, we're sighted to run out of money on polio.
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所以下個夏天,我們就會把小兒麻痺基金用完
15:02
So we are 99 percent
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在通往這個目標的路上
15:05
of the way there on this goal
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我們已經完成了99%
15:07
and we're about to run short of money.
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而我們就快把錢花完了
15:10
And I think that if the marketing were more aspirational,
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而我認為如果行銷可以更具有渴望性
15:13
if we could focus as a community
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如果我們可把社會焦點集中在
15:15
on how far we've come
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我們做了些什麼
15:17
and how amazing it would be
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以及可以消除這個疾病
15:19
to eradicate this disease,
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是多麼令人感到驚訝的
15:21
we could put polio fatigue
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我們就可以把
15:23
and polio behind us.
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小兒麻痺症倦怠和小兒麻痺症拋在腦後
15:25
And if we could do that,
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如果我們可以做到那樣
15:27
we could stop vaccinating everybody, worldwide,
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我們就可以在全世界每一個國家
15:29
in all of our countries for polio.
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停止注射小兒麻痺症的疫苗
15:32
And it would only be the second disease ever
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那它就可以變成有史以來第二個
15:34
wiped off the face of the planet.
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在地球上被消除的疾病
15:37
And we are so close.
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而我們是如此的接近
15:39
And this victory is so possible.
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這個勝利是非常可能達到的
15:43
So if Coke's marketers came to me
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所以如果可口可樂的行銷人員來找我
15:46
and asked me to define happiness,
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要我定義快樂
15:50
I'd say my vision of happiness
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我會說我對於快樂的願景
15:52
is a mother holding healthy baby
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是一個母親在她的懷裡
15:55
in her arms.
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抱著健康的嬰兒
15:57
To me, that is deep happiness.
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對我來說,那是一種深切的快樂
16:02
And so if we can learn lessons from the innovators in every sector,
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如果我們能從每個行業的創新者中學到一些東西
16:05
then in the future we make together,
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在未來,我們就可以一起
16:08
that happiness
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來創造那種快樂
16:10
can be just as ubiquitous
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而且那會是全世界普遍存在的
16:12
as Coca-Cola.
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就像可口可樂一樣
16:14
Thank you.
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謝謝
16:16
(Applause)
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(掌聲)
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