Thirteen trillion dollars in wealth has evaporated over the course of the last two years. We've questioned the future of capitalism. We've questioned the financial industry. We've looked at our government oversight. We've questioned where we're going. And yet, at the same time, this very well may be a seminal moment in American history, an opportunity for the consumer to actually take control and guide us to a new trajectory in America.
Bogatstvo od 13 trilijuna dolara je isparilo tijekom zadnje dvije godine. Sumnjali smo u budućnost kapitalizma. Sumnjali smo u financijsku industriju. Promatrali smo propuste naše vlade. Sumnjali smo u smjer kojim idemo. Istovremeno, ovo bi vrlo lako mogao biti presudan trenutak u američkoj povijesti, prilika za potrošače da stvarno preuzmu nadzor i povedu nas na novi put u Americi.
I'm calling this The Great Unwind.
Ja ovo nazivam "Velikim razvojem".
(Laughter)
Ideja je jednostavna, jednostavna ideja,
And the idea is a simple, simple idea, which is the fact that the consumer has moved from a state of anxiety to action. Consumers who represent 72 percent of the GDP of America have actually started, just like banks and just like businesses, to de-leverage, to unwind their leverage in daily life, to remove themselves from the liability and risk that presents itself as they move forward.
činjenica da se potrošač pomaknuo iz stanja straha prema akciji. Potrošači koji predstavljaju 72 posto BDP-a Amerike su zapravo počeli, baš kao i banke i poduzetnici, preuzimati utjecaj, oslobađati svoj potencijal, u svakodnevnom životu, oslobađajući sebe od odgovornosti i rizika prisutnih dok smo se kretali naprijed.
So, to understand this -- and I'm going to stress this -- it's not about the consumer being in retreat. The consumer is empowered. To understand this, we'll step back and look at what's happened over the last year and a half. So if you've been gone, this is the CliffsNotes on what's happened in the economy.
Dakle, shvatite -- ja ću naglasiti ovo -- Potrošači se ne povlače. Potrošači se osnažuju. Kako bi razumijeli, vratimo se unatrag i pogledajmo dio onoga što se događalo u zadnjih godinu i pol. Ako niste pratili, ovo je podsjetnik što se dogadalo u ekonomiji. U redu?
(Laughter)
(Smijeh)
Unemployment up. Housing values down. Equity markets down. Commodity prices are like this.
Porast nezaposlenosti. Pad cijena nekretnina i dionica. Troškovi života su ovakvi.
If you're a mom trying to manage a budget, and oil was 150 dollars a barrel last summer, and it's somewhere between 50 and 70, do you plan vacations? How do you buy? What's your strategy in your household? Will the bailout work? We have national debt, Detroit, currency valuations, health care -- all these issues facing us. You put them all together, mix them up in a bouillabaisse, and you have consumer confidence that's basically a ticking time bomb.
Ako vaša majka vodi kućni proračun, i cijena nafte je bila $150 po barelu prošlo ljeto, a sada je između 50 i 70. Planirate li godišnji? Kako kupujete? Koja je strategija u vašem kućanstvu? Hoće li spašavanje funkcionirati? Imamo nacionalni dug, Detroit, promjene tečaja, zdravstveni sustav, sa svime time se suočavamo. Ako ih postavimo zajedno, pomiješamo u smjesu, dobijamo povjerenje kupaca koje je bomba koja otkucava.
In fact, let's go back and look at what caused this crisis, because the consumer, all of us, in our daily lives, actually contributed a large part to the problem. This is something I call the 50-20 paradox. It took us 50 years to reach annual savings ratings of almost 10 percent. Fifty years. Do you know what this was right here? This was World War II. Do you know why savings was so high? There was nothing to buy, unless you wanted to buy some rivets.
Vratimo se i pogledajmo što je uzrokovalo krizu. Potrošači svi mi, smo našim načinom življenja, zapravo, velikim dijelom doprinijeli stvaranju ovog problema. Ovo je nešto što zovem paradoksom 50-20. Trebalo nam je 50 godina da dostignemo godišnju razinu štednje od skoro 10 posto. 50 godina. Znate li što je bilo ovdje? Bio je 2. svjetski rat. Znate li zašto je štednja bila tolika? Nije bilo ničega za kupiti, osim zakovica. Točno?
What happened, though, over the course of the last 20 years, we went from a 10 percent savings rate to a negative savings rate. Because we binged. We bought extra-large cars, supersized everything, we bought remedies for restless leg syndrome. All these things together basically created a factor where the consumer drove us headlong into the crisis that we face today. The personal debt-to-income ratio basically went from 65 to 135 percent in the span of about 15 years. So consumers got over-leveraged. And of course our banks did as well, as did our federal government.
Dakle, što se dogodilo, u zadnjih 20 godina -- pali smo iz 10% štednje u negativni postotak. jer smo tulumarili. Kupovali smo vrlo velike automobile, sve vrlo veliko, pomagala za sindrom umornih nogu, Sve to zajedno je, zapravo, stvorilo situaciju u kojoj nas je potrošnja odvela u krizu s kojom se danas suočavamo. Odnos osobnog duga i prihoda je, u osnovi, skočio sa 65% na 135% i razdoblju od 15 godina. Pa su potrošači postali prezaduženi kao i naše banke, kao i naša vlada.
This is an absolutely staggering chart. It shows leverage, trended out from 1919 to 2009. And what you end up seeing is the whole phenomenon that we are actually stepping forth and basically leveraging future education, future children in our households.
Ovaj grafikon stvarno ošamućuje. Prikazuje trend zaduženosti od 1919 do 2009. Iz njega možemo sagledati čitav fenomen činjenice da mi zapravo idemo dalje i zadužujemo budućnost nešeg obrazovanja, naše djece, naših domova.
So if you look at this in the context of visualizing the bailout, what you can see is, if you stack up dollar bills, first of all, 360,000 dollars is about the size of a five-foot-four guy. But if you stack it up, you see this amazing, staggering amount of dollars that have been put into the system to fund and bail us out. So this is the first 315 billion. But I read this fact the other day, that one trillion seconds equals 32,000 years. So if you think about that, the context, the casualness with which we talk about trillion-dollar bailout here and trillion there, we are stacking ourselves up for long-term leverage.
Ako gledate to iz konteksta spašavanja financijskih institucija vidite da gomilanjem novčanica od 1$, prvih 360.000$, je otprilike visina osobe od 163 cm. I ako nastavite gomilati, vidite ogromne, omamljujuće količine novca koji je stavljen u sustav za naše financiranje i spašavanje. Ovo je prvih 315 miilijardi. Čitao sam podatak neki dan, da je 1 bilijun sekundi jednak 32 tisuće godina, pa ako imate na umu, kontekst i povezanost s kojom mi govorimo o financiranju 1 bilijuna ovdje, 1 bilijuna ondje, mi se zadužujemo na stvarno dugo razdoblje. Kako bilo, potrošači su se pomakli
However, consumers have moved. They are taking responsibility. What we're seeing is an uptake in the savings rate. In fact, 11 straight months of savings have happened since the beginning of the crisis. We're working our way back up to that 10 percent. Also, remarkably, in the fourth quarter, spending dropped to its lowest level in 62 years -- almost a 3.7 percent decline.
Preuzimaju odgovornost. Ono što se sada događa je povećanje štednje. 11 mjeseci zaredom se štednja povećava otkad je počela kriza. Mi gradimo svoj put natrag do onih 10%. Značajno je, da je u četvrtom kvartalu potrošnja pala na najnižu razinu u 62 godine, što je pad od gotovo 3,7% Visa javlja da više ljudi koristi debitne
Visa now reports that more people are using debit cards than credit cards. So we're starting to pay for things with money that we have. And we're starting to be much more careful about how we save and invest. But that's not really the whole story, because this has also been a dramatic time of transformation. And you've got to admit, over the last year and a half, consumers have been doing some weird things. It's pretty staggering, what we've lived through. If you take into account that 80 percent of all Americans were born after World War II, this was essentially our Depression.
nego kreditne kartice. Znači počeli smo plaćati novcem koji imamo. I počeli smo biti puno pažljiviji na to kako štedimo i kako investiramo. I to nije čitava priča. Jer ovo je i dramatično vrijeme transformacije. I priznajte da su tijekom zadnjih godinu i pol, potrošači radili čudesne stvari. I to je prilično čudno, kroz što smo prošli Ako uzmete u obzir da je 80% Amerikanaca rođeno nakon 2. svjetskog rata, to je, zapravo, naša Depresija.
And so, as a result, some crazy things have happened. I'll give you some examples. Let's talk about dentists, vasectomies, guns and shark attacks.
Pa su se kao rezultat desile neke lude stvari. Dat ću vam neke primjere. Recimo, zubari, sterilizacija muškaraca, oružje i napadi morskih pasa. U redu?
(Laughter)
(Smijeh)
Dentists report molars -- people grinding their teeth, coming in and reporting that they've had stress. So there's an increase in people having to have their fillings replaced. Gun sales, according to the FBI, who does background checks, are up almost 25 percent since January. Vasectomies are up 48 percent, according to the Cornell Institute. And lastly, but a very good point, hopefully not related to the former point I just made, which is that shark attacks are at their lowest level from 2003. Does anybody know why?
Zubari izvještavaju o kutnjacima, znate ljudi škrguću zubima, dolaze i govore o tome kako su pod stresom. I postoji povećan broj ljudi kojima treba zamijeniti plombe. Oružje, prodaja oružja, prema FBI-u, koji istražuje i provjerava, je narasla skoro 25% od siječnja. Sterilizacije su porasle 48%, prema institutu Cornell. Na kraju stvarno dobar podatak koji, nadam se, nije povezan s prošlim, da su napadi morskih pasa na najnižoj razini od 2003. Zna li itko zašto?
(Laughter)
Nema nikoga na plažama, pa postoji svijetla strana svega
No one's at the beach. So there's a bright side to everything.
No, ozbiljno, ono što vidimo da se događa
But seriously, what we see happening, and the reason I want to stress that the consumer is not in retreat, is that this is a tremendous opportunity for the consumer who drove us into this recession to lead us right back out. What I mean by that is we can move from mindless consumption to mindful consumption. Right?
i razlog zbog kojeg želim naglasiti da potrošnja nije posustala je da je ovo silna prilika da nas potrošnja koja nas je i dovela u recesiju, izvuče i iz nje. Ono što pod time mislim je da se trebamo maknuti iz besmislene u promišljenu potrošnju. Je li tako? Ako zamislite posljednja tri desetljeća,
(Applause)
If you think about the last three decades, the consumer has moved from savvy about marketing in the '90s, to gathering all these amazing social and search tools in this decade. But the one thing holding them back is the ability to discriminate. By restricting their demand, consumers can actually align their values with their spending, and drive capitalism and business to not just be about more, but to be about better.
potrošači su se pomakli od opreza s marketingom u 90-ima do korištenja svih društvenih mreža i tražilica u ovom desetljeću. i jedino što ih je sputavalo je sposobnost razlikovanja. Ograničavajući potražnju, potrošači prilagođavaju svoje vrijednosti mogućnostima trošenja i usmjeravaju kapitalizam i poslovanje da ne bude sve oko više već oko bolje.
We're going to explain that right now. Based on Y&R's BrandAsset Valuator, proprietary tool of VML and Young & Rubicam, we set out to understand what's been happening in the crisis with the consumer marketplace. We found a couple of really interesting things. We're going to go through four value shifts that we see driving new consumer behaviors, that offer new management principles.
Objasnit ću vam to sada. Temeljem Y&R procjene vrijednosti marke, alatom u vlasništvu VML i Young & Rubicam, možemo razumijeti što se tijekom krize događa s tržištem potrošača. I pronašli smo par interesantnih stvari. Proći ćemo kroz četiri promjene vrijednosti koje upravljaju ponašanjem potrošača i nude nova načela upravljanja.
The first cultural value shift we see is this tendency toward something we call "liquid life." This is the movement from Americans defining their success on having things to having liquidity, because the less excess that you have around you, the more nimble and fleet of foot you are. As a result, déclassé consumption is in. Déclassé consumption is the whole idea that spending money frivolously makes you look a little bit anti-fashion. The management principle is dollars and cents.
Promjena kulturnih vrijednosti je tendencija prema nečemu što nazivamo "likvidni život". To je pokret Amerikanaca koji svoj uspjeh definiraju sposobnošću održavanjem likvidnosti jer što je manje viška novca oko vas, pokretniji ste i okretniji. Kao rezultat nastupa skromna potrošnja. Skromna potrošnja zapravo govori da trošenje novca bez razmišljanja više nije moderno. Načelo upravljanja su dolari i centi. Pogledajmo neke primjere skromnog
So let's look at some examples of this déclassé consumption that falls out of this value. The first thing is, something must be happening when P. Diddy vows to tone down his bling.
trošenja koji su izvan te kategorije. Mi vidimo da se nešto događa kad P. Diddy namjerava smanjiti svoje račune. (Smijeh)
(Laughter)
Ozbiljno, mi taj fenomen imamo i na
But seriously, we also have this phenomenon on Madison Avenue and in other places, where people are actually walking out of luxury boutiques with ordinary, generic paper bags to hide the brand purchases. We see high-end haggling in fashion today, high-end haggling for luxury and real estate. We also see just a relaxing of ego, and sort of a dismantling of artifice.
Aveniji Madison i drugim mjestima, gdje ljudi iz luksuznih trgovina izlaze s običnim, čak i neoznačenim vrećicama i kriju kupljene marke. Svjedoci smo cjenkanja u modi, cjenkanja za luksuznu robu i nekretnine. Također smo svjedoci opuštanja ega, i povratka pravim vrijednostima.
This is a story on the yacht club that's all basically blue collar. Blue-collar yacht club -- where you can join, but you've got to work in the boatyard as condition of membership. We also see the trend toward tourism that's a little bit more low-key: agritourism -- going to vineyards and going to farms.
Ovo je priča o jedriličarskom klubu čiji su članovi radnici. Jedriličarski klub kome se možete pridružiti i morate raditi u brodskoj radionici ako želite dobiti pristupnicu. Također vidimo i trend prema turizmu koji je na malo nižim granama, zar ne?
And then we also see this movement forward from dollars and cents.
Seoski turizam, odlasci u vinograde i na gazdinstva.
What businesses can do to connect with these new mindsets is really interesting. A couple things that are kind of cool. One is that Frito-Lay figured out this liquidity thing with their consumer. They found their consumer had more money at the beginning of the month, less at the end of the month. So they started to change their packaging: larger packs at the beginning of the month, smaller packaging at the end of the month.
I vidimo također taj odmak od novca. Što poslovanje može uraditi za spajanje s takvim razmišljanjem je zaista zanimljivo. Par stvari koje su zaista kul. Frito-Lay je shvatio ovaj dio s likvidnošću svojih klijenata. Njihovi kupci imaju više novca početkom mjeseca, a manje na kraju, pa su počeli zamjenjivati pakiranja. Veća pakiranja na početku, manja pakiranja na kraju mjeseca.
Really interestingly, too, was the San Francisco Giants. They've just instituted dynamic pricing. It takes into account everything from the pitcher match-ups, to the weather, to the team records, in setting prices for the consumer. Another quick example of these types of movements is the rise of Zynga. Zynga has risen on the consumer's desire to not want to be locked in to fixed cost. Again, this theme is about variable cost, variable living. So micro-payments have become huge. And lastly, some people are using Hulu as a device to get rid of their cable bill. So, really clever ideas there that are being taken ahold of and that marketers are starting to understand.
Također zaista zanimljivi su i San Francisco Giants. Upravo su uveli dinamične cijene. One u obzir uzimaju usporedbe bacača lopti, vrijeme, podatke o timu, kako bi odredili cijene za kupce. Još jedan kratki primjer ovakvih promjena je rast Zynge. Zynga je narasla na potrošačevoj želji da ne bude ograničen fiksnim troškovima. Važni su prilagodljivi troškovi i život. Mikro plaćanja su postala zaista važna. Neki ljudi koriste Hulu kao sredstvo bijega računa za kabelsku. Sve su to pametne ideje koje su počele hvatati maha, a marketingaši ih počinju razumijevati.
The second of the four values is this movement toward ethics and fair play. We see that play itself out with empathy and respect. The consumer is demanding it. And, as a result, businesses must provide not only value, but values. Increasingly, consumers are looking at the culture of the company, at their conduct in the marketplace. So we see with empathy and respect lots of really hopeful things come out of this recession. I'll give you a few examples.
Druga od naše četiri vrijednosti je pomak prema etici i fer ponašanju. Vidimo da se to obično završi s empatijom i poštovanjem. Klijenti to žele. Rezultat je da poduzeća moraju pružiti ne vrijednost, već više njih. Klijenti traže i organizacijsku kulturu, prateći ponašanje poduzeća na tržištu. Ono što vidimo su ohrabrujući događaji koji su izašli iz ove recesije. Dat ću vam još nekoliko primjera.
One is the rise toward communities and neighborhoods, and increased emphasis on your neighbors as your support system. Also, a wonderful by-product of a really lousy thing, which has been unemployment, is a rise in volunteerism that's been noted in our country. We also see the phenomenon -- some of you may have "boomerang kids" -- these are "boomerang alumni," where universities are actually reconnecting with alumni and helping them with jobs, sharing skills and retraining. We also talked about character and professionalism. We had this miracle on the Hudson in New York City in January, and suddenly Sully has become a key name on BabyCenter.
Jedan je stvaranje zajednica i susjedstava, s povećanim naglaskom na susjede kao sustav podrške. Jako lijep, sporedan proizvod inače vrlo ružne nezaposlenosti, je porast volonterskog rada u našoj zemlji. Vidimo i fenomen -- neki od vas možda imaju "bumerang djecu" -- to su "bumerang alumni", gdje se sveučilišta ponovno povezuju sa diplomantima i pomažu im da pronađu posao, dijeleći vještine i vježbajući ih. Govorili smo o karakteru i profesionalizmu. Dogodilo se čudo na rijeci Hudson u New Yorku u siječnju i Sully je postalo najvažnije ime na Babycenter portalu.
(Laughter)
(Smijeh)
So, from a value and values standpoint, what companies can do is connect in lots of different ways. Microsoft is doing something wonderful. They are actually vowing to retrain two million Americans with IT training, using their existing infrastructure to do something good.
Dakle ono što poduzeća mogu učiniti sa stanovišta vrijednosti je povezati se na mnogo različitih načina. Microsoft radi nešto zaista čudesno. Privlače na školovanje iz informatike gotovo 2 milijuna Amerikanaca koristeći postojeću infrastrukturu da naprave nešto dobro.
Also, a really interesting company is GORE-TEX. GORE-TEX is all about personal accountability of their management and their employees, to the point where they really kind of shun the idea of bosses. But they also talk about the fact that their executives -- all of their expense reports are put onto their company intranet for everyone to see. Complete transparency. Think twice before you have that bottle of wine.
Vrlo zanimljivo poduzeeće je Gore-Tex U Gore-Tex-u se sve vrti oko osobne odgovornosti, njihovih menadžera i radnika, čak dotle da izbjegavaju pojam šef. I govore o činjenici da njihovi izvršni direktori stavljaju izvještaje o svojim troškovima na intranet poduzeća kako bih svatko mogao vidjeti. Potpuna transparentnost. Promislite još jednom prije nego kupite tu bocu vina.
(Laughter)
Treće od četiri načela post-kriznog potrošačkog društva
The third of the four laws of post-crisis consumerism is about durable living. We're seeing in our data that consumers are realizing this is a marathon, not a sprint. They're digging in and looking for ways to extract value out of every purchase they make. Witness the fact that Americans are holding on to their cars longer than ever before: 9.4 years on average, in March. A record. We also see the fact that libraries have become a huge resource for America. Did you know that 68 percent of Americans now carry a library card? The highest percentage ever in our nation's history.
govori o dugotrajnosti života. Naši podaci pokazuju da potrošači shvaćaju da trčimo maraton, a ne sprint. Oni istražuju, pronalaze načine kako izvući vrijednost iz svake narudžbe koju su napravili. Svjedočimo da Amerikanci svoje automobile zadržavaju dulje nego prije, 9,4 godine u prosjeku, u ožujku. Rekord. Također vidimo podatak da su knjižnice postale ogroman izvor za Ameriku. Jeste li znali da 68% Amerikanaca sada ima člansku iskaznicu? Najviši postotak u povijesti našeg naroda.
So what you see in this trend is also the accumulation of knowledge. Continuing education is up. Everything is focused on betterment, training, development and moving forward. We also see a big DIY movement. I was fascinated to learn that 30 percent of all homes in America are actually built by owners. That includes cottages and the like, but 30 percent. People are getting their hands dirty, rolling up their sleeves. They want these skills.
Ono što vidite u ovom trendu je i akumulacija znanja. Nastavak obrazovanja je u porastu. Sve je fokusirano na poboljšanje i vježbu, razvoj i napredak. Također vidimo velik sam-svoj-majstor pokret. Bio sam očaran kad su mi rekli da su 30% svih kuća u Americi sagradili njihovi vlasnici. Uključene su kolibe i nastambe. Ali 30%. Dakle, ljudi su se primili posla. Zasukali rukave. Žele biti vješti. Sličan fenomen vidimo u dvorištima
We see it with the phenomenon of raising backyard hens, chickens and ducks. And when you work out the math, they say it doesn't work, but the principle is there; it's about being sustainable and taking care of yourself. Then we look at the High Line in New York City, an excellent use of reimagining existing infrastructure for something good, which is a brand-new park in New York City.
uzgajanjem kokoši, pilića i pataka. I kada izračunate kažu da se ne isplati, no poštuje se načelo o održivosti i brizi za samog sebe. Pogledajte park High Line u New Yorku. odlično korištenje prenamjene postojeće infrastrukture za nešto dobro, pa imamo novi park u New Yorku.
So what brands can do, and companies, is pay dividends to consumers, be a brand that lasts, offer transparency, promise you're going to be there beyond today's sale. Perfect example of that is Patagonia. Patagonia's "Footprint Chronicles" basically goes through and tracks every product they make, and gives you social responsibility, and helps you understand the ethics behind the product they make.
Marke i poduzeća mogu isplatiti dividendu klijentima. i biti marke koje traju, nude transparentnost, obećanje da će trajati dulje od današnje rasprodaje. Odličan primjer takve marke je Patagonije. Njihov Footprint Chronicles zapravo prati i prolazi kroz svaki proizvod koji su napravili daje vam društvenu odgovornost i pomaže razumijeti etiku koja je iza proizvoda koji su napravili.
Another great example is Fidelity. Rather than instant cash-back rewards on your credit or debit purchases, this is about 529 rewards for your student education. Or the interesting company Sunrun. I love this company. They've created a consumer collective where they put solar panels on households and create a consumer-based utility, where the electricity they generate is basically pumped back out into the marketplace. So it's a consumer-driven co-op.
Sljedeći dobar primjer je Fidelity. Umjesto trenutačnog povrata novca na vaš bankovni račun oni uvode nagrađivanje 529 za obrazovanje studenata. Ili zanimljivo poduzeće SunRun. Volim to poduzeće. Stvorili su zajednicu potrošača koji postavljaju solarne panele na krov pa potrošači stvaraju komunalnu uslugu pri čemu se struja koju stvaraju uključuje u tržište. To je zadruga potrošača. Četvrto načelo s kojim se susrećemo
The fourth post-crisis consumerism that we see is this movement about "return to the fold." It's incredibly important right now. Trust is not parceled out, as we all know. It's now about connecting to your communities, connecting to your social networks. In my book, I talked about the fact that 72 percent of people trust what other people say about a brand or a company, versus 15 percent on advertising. So in that respect, cooperative consumerism has really taken off. This is about consumers working together to get what they want out of the marketplace. Let's look at a couple of quick examples.
je pokret povratka paketu. I jako je važan upravo sad. Povjerenje, kao što svi znamo, ne možemo razdijeliti. Radi se o povezivanju sa vašim zajednicama, povezivanju s vašim društvenim mrežama. U svojoj knjizi govorim o tome da 72% vjeruje ono što drugi ljudi govore o marki ili poduzeću, nasuprot 15% vjerovanja reklamama. U tom smislu zadružna potrošnja je uzela maha. I potrošači rade zajedno kako bi dobili ono što žele od tržišta. Pogledajmo par kratkih primjera.
The artisanal movement is huge: everything about locally derived products and services, supporting your local neighborhoods, whether it's cheeses, wines and other products. Also this rise of local currencies. Realizing that it's difficult to get loans in this environment, you're doing business with people you trust in your local markets. So this rise of local currency is another really interesting phenomenon. And then they did a recent report I thought was fascinating. They actually started, in certain communities in the United States, to publish people's electricity usage. And what they found out is when that was available for public record, the people's electricity usage in those communities dropped.
Zanatlijski pokret je ogroman. Lokalno napravljeni proizvodi i usluge podržavaju okolno susjedstvo bez obzira radi li se o sirevima, vinima ili drugim proizvodima. Stvaranje lokalnih valuta. Shvaćajući da je teško dobiti kredit u ovakvom okruženju poslujete s ljudima kojima vjerujete na vašem lokalnom tržištu. Stvaranje lokalnih valuta je još jedan zanimljiv fenomen. U nedavnom izvještaju koji je očaravajuć. Zapravo su, u pojedinim zajednicama u SAD-u, počeli objavljivati potrošnju struje pojedinaca. I primijetili su da od objavljivanja tih podataka potrošnja struje u tim zajednicama pada.
Then we also look at the idea of cow-pooling, which is the whole phenomenon of consumers organizing together to buy meat from organic farms, that they know is safe and controlled in the way that they want it to be controlled. And then there's this other really interesting movement in California, which is about carrot mobs. The traditional thing would be to boycott, right? Have a stick. Well, why not have a carrot? So these are consumers organizing, pooling their resources to incentify companies to do good.
Imamo i ideju zajedničke krave koja je fenomen pri kojem se potrošači zajedno organiziraju i kupuju meso iz organskog uzgoja za koje znaju da je sigurno i kontrolirano na način na koji oni to žele. I još jedan zanimljiv pokret pohvalne gomile koji je započeo u Kaliforniji. Tradicionalni način bi bio bojkot određenih poduzeća. Kaznite štapom. Pohvalite ga, dajte mu mrkvu. Ovi potrošači su organizirani, ujedinjuju svoje resurse kako bi nagradili poduzeća koja su dobra.
And then we look at what companies can do. This is all the opportunity about being a community organizer. You have to realize that you can't fight and control this. You actually need to organize it. You need to harness it. You need to give it meaning. And there's lots of really interesting examples here. First is just the rise of the fact that Zagat's has actually moved out of and diversified from rating restaurants, into actually rating health care. So what credentials does Zagat's have? Well, they have a lot, because it's their network of people. So that becomes a very powerful force for them to make their brand more elastic.
Onda gledamo što poduzeće radi. Sve su to mogućnosti jedne organizirane zajednice. Morate shvatiti, protiv toga se ne možete boriti i kontrolirati. U stvari trebate tako nešto organizirati. Morate to upregnuti, dati mu značenje. Ima još zanimljivih primjera koje vidimo. Prvi je činjenica da je Zagat's, zapravo, prestao procjenjivati restorane i postao prepoznatiljiv po procjeni brige za zdravlje. Kakve preporuke Zagat's ima Ima prilične, jer je on mreža ljudi, zar ne? I to je njihova vrlo velika snaga koja njihovu marku čini elastičnijom. Tu je i fenomen Kogi-ja.
Then you look at the phenomenon of Kogi. This Kogi doesn't exist. It's a moving truck. It's a moving truck through L.A., and the only way you can find it is through Twitter.
Kogi ne postoji. To je pokretni kamion. To je kamion koji se kreće kroz L. A. i jedini način da ga pronađete je pomoću Twittera.
(Laughter)
Pogledajte Johnson & Johnson Momversations.
Or you look at Johnson & Johnson's "Momversations," a phenomenal blog that's been built up, where J&J basically is tapping into the power of mommy bloggers, allowing them to create a forum where they can communicate and connect. And it's also become a very valuable advertising revenue for J&J as well. This, plus the fact that you've got phenomenal work from CEOs, from Ford to Zappos, connecting on Twitter, creating an open environment, allowing their employees to be part of the process, rather than hidden behind walls.
Fenomenalno napravljeni blog. S njim J&J zapravo koristi snagu mama blogerica dozvoljavajući im da kreiraju forum na kojem mogu komunicirati i povezati se. Istovremeno je to vrlo, vrlo vrijedan način zarade od reklama za J%J. To i činjenica da imate i fenomenalan rad CEO-a od Forda do Zapposa koji komuniciraju Twitterom stvarajući otvorenu okolinu dozvoljavajući radnicima da budu dio procesa umjesto da ih skrivaju iza zidova.
You see this rising force in total transparency and openness that companies are starting to adopt, all because the consumer is demanding it. So when we look at this and step back, what I believe is that the crisis that exists today is definitely real. It's been tremendously powerful for consumers. But at the same time, this is also a tremendous opportunity. The Chinese character for crisis is actually the same side of the same coin. Crisis equals opportunity. What we're seeing with consumers right now is the ability for them to actually lead us forward out of this recession.
Vidite, to je neka rastuća snaga potpune transparentnosti i otvorenosti koju poduzeća počinju prihvaćati jer ju potrošači zahtijevaju. Pa kad pogledamo sve to i odmaknemo se vjerujem da kriza koja danas postoji je zaista stvarna. I nevjerojatno je snažna za potrošače. I istovremeno je nevjerojatna prilika. Znak u kineskom pismu za krizu je zapravo ista strana istog novčića Kriza je prilika. Ono što vidimo kod potrošača je njihova sposobnost da nas povedu iz recesije.
So we believe that values-driven spending will force capitalism to be better: it will drive innovation; it will make longer-lasting products; it will create better, more intuitive customer service; and it will give us the opportunity to connect with companies that share the values that we share. So when we look back and step out at this and see the beginning of these trends that we're seeing in our data, we see a very hopeful picture for the future of America.
Stoga vjerujemo da potrošnja temeljena na vrijednostima će prisliti kapitalizam da bude bolji. Pokrenut će inovacije. Proizvoditi dugotrajne proizvode. Stvorit će bolje, intuitivnije usluge potrošačima. Dat će nam mogućnost da se povežemo s poduzećima koja dijele vrijednosti koje i mi dijelimo. Pa kad pogledamo unatrag i odmaknemo se i vidimo početak tih trendova koje vidimo u našim podacima vidimo sliku punu nade za budućnost Amerike.
Thank you very much.
Hvala vam najljepša.
(Applause)
(Pljesak)