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.
Bogatii de 13 trilioane de dolari s-au evaporat in cursul ultimilor doi ani. Ne-am pus intrebari in legatura cu viitorul capitalismului. Ne-am pus intrebari in legatura cu sectorul financiar. Am analizat neglijenta guvernului nostru. Ne-am pus intrebari despre directia in care mergem. Si totusi, in acelasi timp, acest lucru poate fi foarte bine un moment de inceput in istoria americana, o oportunitate pentru consumator sa preia controlul cu adevarat si sa ne ghideze pe o noua traiectorie in America.
I'm calling this The Great Unwind.
Eu numesc asta Marea Descolacire.
(Laughter)
Si ideea este una simpla, foarte simpla,
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.
si anume faptul ca consumatorul a trecut dintr-o stare de anxietate intr-una de actiune. Consumatorii care reprezinta 72% din PIB-ul Americii au inceput cu adevarat, asemeni bancilor sau afacerilor, sa-si micsoreze creditele, sa-si relaxeze creditarea, in viata de zi cu zi, sa se indeparteze de indatorarea si riscul care apar pe masura ce inaintam.
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.
Asa ca, pentru a intelege asta, subliniez, nu este vorba de consumatorul care bate in retragere. Consumatorul este imputernicit. Ca sa intelegem asta, vom face un pas inapoi si vom privi un pic la ce s-a intamplat in cursul ultimului an si jumatate. Deci, daca ati fi fost plecati, acestea sunt niste notite despre ce s-a intamplat in economie. OK?
(Laughter)
(Rasete)
Unemployment up. Housing values down. Equity markets down. Commodity prices are like this.
Somajul a crescut. Valoarea caselor a scazut. Pietele de capital au scazut. Pretul comoditatilor este in felul urmator.
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.
Daca sunteti o mama care incearca sa administreze un buget, si barilul de petrol era 150$ vara trecuta, si acum este undeva intre 50 si 70, va faceti planuri de vacanta? Cum cumparati? Care va este strategia pentru locuinta? Va functiona ajutorul financiar? Avem datoria nationala, Detroit, cursurile valutare, sistemul de sanatate, toate aceste probleme cu care ne confruntam. Puneti toate acestea la un loc, amestecati-le intr-o tocanita, si aveti increderea consumatorului care este practic o bomba cu ceas.
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.
De fapt, haideti sa ne intoarcem si sa ne uitam la ce a provocat aceasta criza, deoarece consumatorul, noi toti, in vietile noastre de zi cu zi, am contribuit, de fapt, in mare masura la aceasta problema. Este ceea ce numesc paradoxul 50-20. Ne-a luat 50 de ani sa atingem nivelul actual de economisire anuala de aproape 10%. 50 de ani. Stiti ce a contribuit la asta? A fost al Doilea Razboi Mondial. Stiti de ce economisirea a fost asa de mare? Pentru ca nu era nimic de cumparat, poate doar daca voiati nituri. Corect?
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.
Asa ca, asta s-a intamplat, in decursul ultimilor 20 de ani -- am ajuns de la o rata de economisire de 10% la una negativa. Pentru ca am chefuit. Am cumparat masini foarte mari, am exagerat in toate, am cumparat remedii pentru sindromul piciorului nelinistit. Toate aceste lucruri impreuna au creat pur si simplu un element in care consumatorul ne-a condus cu capul inainte in criza pe care o infruntam azi. Raportul datorii-venituri al persoanelor fizice a crescut de la 65% la 135% in decursul ultimilor 15 ani. Deci consumatorii s-au supraindatorat. Bineinteles ca la fel au facut si bancile noastre, la fel si guvernul federal.
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.
Aceasta evolutie este absolut socanta. Ne arata indatorarea, din 1919 pana in 2009. Si ceea ce vedeti la final este un intreg fenomen al faptului ca mergem inapoi si in fapt ne indatoram pe seama educatiei viitoare, a viitorului copiilor nostri in casele noastre.
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.
Asa ca daca va uitati la asta in contextul vizualizarii ajutorului financiar, ce puteti vedea este ca daca stivuiti bancnote de un dolar, in primul rand, 360.000$ sunt aproape de inaltimea unui om de 163 cm. Dar daca stivuiti, veti vedea aceasta uimitoare, socanta, suma de dolari care au fost introdusi in sistem ca sa finanteze ajutorul financiar. Deci acestia sunt primii 315 miliarde de dolari. Dar am citit asta, intr-o zi, ca un miliard de secunde reprezinta 32.000 de ani, asa ca daca va ganditi la asta, contextul, nepasarea cu care discutam despre ajutoare de miliarde de dolari, ici si colo, ne angajam in indatorare pe termen lung. Totusi, consumatorii s-au miscat.
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.
Isi asuma responsabilitatea. Ce vedem este un aflux al ratei economisirii. In fapt, 11 luni de economisire neintrerupta s-au intamplat de la inceputul crizei. Suntem pe drumul inapoi catre rata de 10%. De asemenea, remarcabil, in trimestrul 4 consumul a scazut la cel mai mic nivel din ultimii 62 de ani un declin de aproape 3,7%. Visa declara ca acum mai multi oameni folosesc carduri de debit
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.
decat folosesc carduri de credit. Deci incepem sa platim pentru lucruri cu banii pe care ii avem. Si incepem sa fim mai atenti la cum economisim si cum investim. Dar asta nu este intr-adevar toata povestea. Pentru ca aceasta a fost o perioada de timp de transformari dramatice. Si trebuie sa admiteti ca, in cursul ultimului an si jumatate, consumatorii au facut cateva lucruri ciudate. A fost foarte socanta perioada prin care am trecut. Daca luati in considerare ca 80% din americani s-au nascut dupa al Doilea Razboi Mondial asta este in esenta Criza noastra.
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.
Si astfel, ca rezultat, cateva lucruri ciudate s-au intamplat. O sa va dau cateva exemple. Sa discutam despre dentisti, vasectomii, arme si atacuri ale rechinilor. OK?
(Laughter)
(Rasete)
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?
Dentistii raporteaza molari stiti, oameni care scrasnesc din dinti, vin la cabinet si povestesc cat sunt de stresati. Si asa creste numarul oamenilor care trebuie sa-si schimbe plombele. Armele, vanzarile de arme, in conformitate cu FBI care face verificari, sunt cu 25% mai mari din ianuarie. Vasectomiile au crescut cu 48%, conform Institutului Cornell. Si in sfarsit, dar un punct de vedere interesant, sper ca nu are legatura cu cele afirmate de mine mai devreme, atacurile rechinilor sunt la cel mai scazut nivel din 2003. Stie cineva de ce?
(Laughter)
Nimeni nu este pe plaja. Iata ca exista si o parte frumoasa a lucrurilor.
No one's at the beach. So there's a bright side to everything.
Serios vorbind, ce vedem ca se intampla,
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?
si motivul pentru care vreau sa subliniez ca consumatorul nu este in retragere, este acela ca este o oportunitate imensa ca acest consumator, care ne-a impins in aceasta recesiune, sa ne conduca iar inapoi. Si ceea ce vreau sa spun este ca putem trece de la consum irational la consum rational. Corect? Daca va ganditi la ultimele 3 decenii,
(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.
consumatorul a trecut de la intelegerea marketingului in anii '90, la adunarea tuturor acestor uimitoare instrumente sociale si de cautare in acest deceniu, dar ce l-a retinut a fost abilitatea de a discerne. Prin restrangerea cererii, consumatorii pot de fapt sa-si alinieze valorile cu ce cheltuie, si sa conduca capitalismul si afacerile, nu numai catre a fi mai mult, ci catre a fi mai bine.
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.
Voi explica asta chiar acum. Bazandu-ne pe Y&R's BrandAsset Valuator, instrument proprietate a VML si Young & Rubicam, vom incerca sa intelegem ce s-a intamplat in criza cu piata consumatorilor. Am descoperit cateva lucruri interesante. Vom trece prin 4 schimbari de valoare pe care le vedem ca directioneaza comportamentele noilor consumatori, care ofera noi principii de management.
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.
Prima schimbare de valori culturale pe care o vedem este tendinta catre ceea ce numim viata lichida. Aceasta este o trecere de la americanii care-si definesc succesul prin a detine lucruri la a avea lichiditati, deoarece cu cat ai mai putin exces in preajma, cu atat esti mai agil si rapid. Ca rezultat, apare consumul declasat. Consumul declasat spune ca aruncarea banilor pe fereastra nu te face sa fii la moda. Principiul managementului sunt dolarii si centii. Deci hai sa ne uitam putin la exemple de acest consum
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.
declasat care decurg de aici. In primul rand ceva trebuie sa se intample cand P. Diddy jura sa-si tempereze vestimentatia. (Rasete)
(Laughter)
Serios vorbind, avem de asemenea acest fenomen
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.
pe Bulevardul Madison, si in alte locuri unde persoane ies din magazinele de lux cu pungi obisnuite de hartie ca sa-si ascunda achizitiile de firma. Vedem dispute sofisticate in moda de astazi. Dispute sofisticate pentru lux si imobiliare. Vedem si o relaxare a ego-ului, si un fel de dezagregare a ingenuitatii.
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.
Este o poveste despre un iaht club care este, de fapt, format din clasa muncitoare. Clubul de iaht al muncitorilor unde poti intra, dar trebuie sa fi lucrat in santierul naval, ca o conditie a intrarii in club. Cu totii vedem tendinta catre turism care este un pic mai cumpatat. Corect?
And then we also see this movement forward from dollars and cents.
Agroturism, calatorind la podgorii si ferme.
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.
Si apoi vedem o inaintare, de la dolari si centi. Ce pot afacerile face ca sa se conecteze cu aceste noi modele de gandire este chiar interesant. Cateva lucruri care sunt interesante. Unul ar fi ca Frito-Lay a intrevazut acest aspect al lichiditatii la consumatorul lor. Au descoperit ca consumatorul lor are mai multi bani la inceputul lunii, mai putini la sfarsitul lunii. Asa ca ce au facut a fost sa schimbe ambalajele. Pachete mai mari la inceputul lunii, ambalaje mai mici la sfarsitul lunii.
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.
Foarte interesant, de asemenea, este clubul San Franciscio Giants. Ei au instituit preturile dinamice. Asa ca iau in considerare orice, de la reusitele aruncatorului pana la vreme, la recordurile echipei, in setarea pretului pentru consumator. Alt exemplu al acestor tipuri miscari este ascensiunea companiei Zynga. Zynga a crescut pe seama dorintei consumatorului de a nu fi blocat in costuri fixe. Din nou, asta este despre costuri variabile, standarde de viata variabile. Asa ca microplatile au devenit uriase. Si, in sfarsit, unii oameni folosesc Hulu de fapt ca un dispozitiv de a scapa de facturile de televiziune prin cablu. Asa ca, ideile cu adevarat inteligente sunt luate in considerare si marketeerii incepe sa inteleaga.
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.
A doua din cele 4 valori este miscarea catre etica si fairplay. Observam ca se desfasoara cu empatie si respect. Consumatorul o cere. Si, ca rezultat, afacerile trebuie sa furnizeze nu doar valoare, ci valori. Din ce in ce mai mult, consumatorii se uita la cultura companiei, se uita la comportamentul ei in piata. Deci, ceea ce vedem cu empatie si respect, multe lucruri incurajatoare care au rezultat din aceasta recesiune. O sa va dau cateva exemple.
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.
Unul este accentul catre comunitati si vecinatati, un accent crescut catre vecinii vostri ca sistem de suport. De asemenea, un rezultat minunat al unui lucru groaznic, care a fost somajul, este o crestere a voluntariatului in tara noastra. De asemenea, vedem acest fenomen -- unii dintre voi poate aveti "copii bumerang" -- acestia sunt "absolventi bumerang" care presupune ca universitatile reiau legatura cu absolventii ajutandu-i in cautarea de job-uri, impartasind abilitati si reinstruindu-i. Am vorbit, de asemenea, despre caracter si profesionalism. Am avut miracolul de pe raul Hudson in New York, stiti, in ianuarie. Si, dintr-o data, Sully a devenit un nume important pe Babycenter.
(Laughter)
(Rasete)
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.
Deci, din punctul de vedere al valorii si valorilor, ce pot face companiile este sa se conecteze in diferite feluri. Microsoft face ceva minunat. S-au angajat sa re-instruiasca in IT 2 milioane de americani: folosind infrastructura existenta sa faca ceva bun.
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.
O alta compatie interesanta este Gore-Tex. In Gore-Tex totul este despre responsabilitate personala a managementului si angajatilor, pana in punctul in care evita ideea de sefi. Dar ei, de asemenea, vorbesc despre faptul ca executivii lor, toate rapoartele lor de cheltuieli, sunt puse in reteaua intranet a companiei pentru ca oricine sa le poata vedea. Transparenta completa. Gandeste-te de doua ori inainte de a bea o sticla de vin.
(Laughter)
A treia din cele patru legi ale consumerismului post-criza
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.
este despre un stil de viata durabil. Vedem in datele noastre ca consumatorii realizeaza ca este un maraton, nu o cursa de viteza. Ei fac sapaturi. Si cauta moduri de a extrage valori din fiecare achizitie pe care o fac. Dovada sta faptul ca americanii isi pastreaza masinile mai mult decat pana acum 9,4 ani, in medie, in martie. Un record. De asemenea, vedem ca bibliotecile au devenit o resursa uriasa pentru America. Stiati ca 68% din americani au acum un permis de intrare la biblioteca? Cel mai mare procent in istoria natiunii noastre.
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.
Deci ceea ce vedeti in acest trend este si acumularea de cunostinte. Educatia continua este in crestere. Totul este concentrat pe imbunatatire si instruire. si dezvoltare si inaintare. De asemenea, vedem o mare miscare DIY. (Do-It-Yourself = fa-o singur) Am fost fascinat sa aflu ca 30% din toate locuintele din America sunt, de fapt, construite de proprietari. Asta include casute de vacanta si asemanatoare. Dar este 30%. Deci oamenii isi murdaresc mainile. Isi sufleca manecile. Isi doresc aceste calificari. Vedem asta in fenomenul cresterii in curte
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.
a gainilor si ratelor. Si cand faceti socotelilele, se spune ca nu renteaza, dar principiul este acolo este vorba despre sustenabilitate si a avea grija de tine. Si apoi ne uitam la High Line in New York, o excelenta folosire a regandirii infrastructurii existente pentru ceva bun, adica un parc nou-nout in New York.
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.
Deci, ceea ce brandurile pot face, la fel si companiile, este sa plateasca dividende consumatorilor, sa fie branduri care dureaza, sa ofere transparenta, sa-ti promita ca vei exista dincolo de vanzarile de azi. Un exemplu perfect este Patagonia. Patagonia's Footprint Chronicles in principiu tine evidenta fiecarui produs pe care-l fabrica, si va ofera responsabilitate sociala, si va ajuta sa intelegeti etica ce sta in spatele fiecarui produs fabricat.
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.
Alt mare exemplu este Fidelity. In loc de recompense imediate in bani pentru cumparaturile pe credit sau debit, este vorba de 529 recompense pentru educatia universitara. Sau interesanta companie SunRun. Iubesc aceasta companie. Ei au creat o cooperativa de consumatori care pun panouri solare pe casele lor si au creat utilitati bazate pe consumator unde electricitatea generata este pompata inapoi in piata de energie. Deci, este o cooperativa condusa de consumatori. Asa ca, al patrulea fel de consum post criza identificat
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.
este intoarcerea catre comunitate, oameni. Este incredibil de important in acest moment. Increderea nu este parcelata, asa cum stim cu totii. Acum este vorba despre conectarea la comunitatile voastre, despre conectarea la retelele voastre sociale. In cartea mea am vorbit despre faptul ca 72% din oameni au incredere in ce spun alti oameni despre un brand sau o companie, in comparatie cu 15% - increderea in reclame. Deci, in aceasta privinta, consumerismul colectiv si-a luat cu adevarat zborul. Este vorba despre consumatori lucrand impreuna sa obtina ceea ce vor din piata. Sa ne uitam la cateva exemple rapide.
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.
Miscarea artizanala este imensa. Toate produsele si serviciile locale, in sprijinul comunitatilor locale, indiferent ca e vorba de branzeturi, vinuri sau alte produse. De asemenea, cresterea valutelor locale. Realizand ca este dificil de obtinut imprumuturi in aceste imprejurari, faceti afaceri doar cu oameni in care aveti incredere, in pietele locale. Deci, aceasta crestere a acestui fel de valute locale este un alt fenomen interesant. Apoi au intocmit acest raport recent eu am fost fascinat. Au inceput, in anumite comunitati din USA, sa publice consumul de electricitate al oamenilor. Si ceea ce au descoperit este ca atunci cand acest consum a fost facut public, consumul de electricitate al comunitatilor a scazut.
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.
Apoi ne uitam la ideea de adunare a vacilor, care reprezinta fenomenul consumatorilor care se organizeaza impreuna ca sa cumpere carne din ferme organice despre care stiu ca sunt sigure si controlate in felul in care voiau ei sa fie controlate. Si mai exista alta interesanta tendinta care a aparut in California, care este despre "mafia morcovilor". Reactia traditionala ar fi boicotul, corect? Sa arati un bat? De ce sa nu arati un morcov? Deci acestia sunt consumatorii care se organizeaza, adunandu-si resursele, sa stimuleze companiile sa faca bine.
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.
Si apoi ne uitam la ce pot face companiile. Aceasta este toata oportunitea in calitatea de organizator de comunitati. Trebuie sa realizezi ca nu poti lupta sau controla asta. De fapt e nevoie sa o organizezi. Trebuie sa o pui in valoare. Trebuie sa-i dati o semnificatie. Sunt o multime de exemple interesante pe care le vedem. Primul este faptul ca compania Zagat s-a indepartat si diversificat, de la clasificarea restaurantelor, la clasificarea serviciilor de sanatate. Deci ce certificari are Zagat? Ei bine, multe. Pentru ca este reteaua lor de oameni. Corect? Deci asta devine o forta puternica pentru ei sa-si faca brandul mai elastic. Apoi va uitati la fenomenul Kogi.
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.
Acest Kogi nu exista. Este un camion in miscare. Corect? Este un camion in miscare prin Los Angeles. Si singurul fel in care-l poti descoperi este prin intermediul Twitter.
(Laughter)
Sau daca va uitati la Johnson & Johnson's 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.
Un blog fenomenal care a fost construit. In care J&J foloseste puterea bloggeritelor mamici, permitandu-le sa creeze un forum unde pot comunica si se pot conecta. Si asta a devenit un foarte, foarte valoros fel de venit din reclama pentru J&J. Asta plus faptul ca aveti o munca extraordinara din partea CEO de la Ford la Zappos, conectati prin Twitter creand un mediu deschis, permitand angajatilor sa fie o parte a procesului, decat sa se ascunda in spatele zidurilor.
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.
Vedeti in aceasta forta in ascensiune un fel de transparenta si deschidere totala pe care companiile au inceput sa o adopte. Totul pentru ca consumatorul o cere. Asa ca, atunci cand ne uitam la asta si ne dam putin inapoi, ce cred eu este ca criza care exista astazi este in totalitate reala. A fost coplesitor de puternica pentru consumatori. Dar in acelasi timp, asta a fost o oportunitate impresionanta. Si caracterul chinez pentru criza este de fapt aceeasi fata a aceleiasi monezi. Criza inseamna oportunitate. Ceea ce vedem la consumatorii de azi este abilitatea lor sa ne scoata din aceasta recesiune.
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.
Asa ca, noi credem ca consumul condus de valori va forta capitalismul sa fie mai bun. Va conduce inovarea. Va face produse mai durabile. Va crea servicii mai bune si mai intuitive pentru consumator. Ne va da oportunitatea sa ne conectam cu companiile care impartasesc aceleasi valori ca si noi. Asa ca, atunci cand ne dam inapoi si ne uitam la asta si vedem inceputul acestor tendinte pe care le vedem in informatiile noastre vedem un foarte promitator tablou al viitorului Americii.
Thank you very much.
Va multumesc foarte mult.
(Applause)
(Aplauze)