One of my favorite parts of my job at the Gates Foundation is that I get to travel to the developing world, and I do that quite regularly. And when I meet the mothers in so many of these remote places, I'm really struck by the things that we have in common. They want what we want for our children and that is for their children to grow up successful, to be healthy, and to have a successful life. But I also see lots of poverty, and it's quite jarring, both in the scale and the scope of it. My first trip in India, I was in a person's home where they had dirt floors, no running water, no electricity, and that's really what I see all over the world. So in short, I'm startled by all the things that they don't have. But I am surprised by one thing that they do have: Coca-Cola.
Jedna od mojih omiljenih stvari u vezi sa poslom koji obavljam u Gejts Fondaciji je to što putujem u zemlje u razvoju i to radim prilično često. Pri susretu sa majkama u mnogim od ovih udaljenih krajeva shvatam, na moje veliko iznenađenje, koliko zajedničkog zapravo imamo. I one za svoju decu žele isto što i mi - da uspešno odrastu da budu zdrava i da imaju uspešan život. Ali, s druge strane, vidim i mnogo siromaštva, i to je u priličnom neskladu, kako u razmeri, tako i u obimu. Moje prvo putovanje je bilo u Indiju, gde sam boravila u kući sa prljavim podovima, bez tekuće vode, bez struje, i to je ono što viđam svuda po svetu. Ukratko, bila sam šokirana uslovima u kojima ljudi žive i bez čega sve žive. Ali iznenađena sam i nečim što imaju - a to je Koka-kola.
Coke is everywhere. In fact, when I travel to the developing world, Coke feels ubiquitous. And so when I come back from these trips, and I'm thinking about development, and I'm flying home and I'm thinking, "We're trying to deliver condoms to people or vaccinations," you know, Coke's success kind of stops and makes you wonder: how is it that they can get Coke to these far-flung places? If they can do that, why can't governments and NGOs do the same thing? And I'm not the first person to ask this question. But I think, as a community, we still have a lot to learn. It's staggering, if you think about Coca-Cola. They sell 1.5 billion servings every single day. That's like every man, woman and child on the planet having a serving of Coke every week. So why does this matter? Well, if we're going to speed up the progress and go even faster on the set of Millennium Development Goals that we're set as a world, we need to learn from the innovators, and those innovators come from every single sector. I feel that, if we can understand what makes something like Coca-Cola ubiquitous, we can apply those lessons then for the public good.
Koka-kola je svuda. U stvari, u zemljama u razvoju stiče se utisak da je Koka-kola svuda, sveprisutna. Kada se vraćam iz ovih zemalja i razmišljam o razvoju, dok letim nazad kući, razmišljam: "Mi pokušavamo da snabdemo te ljude kondomima ili vakcinama" znate, a uspeh Koka-kole čini da zastanete i zapitate se: Kako je moguće da mogu da dođu do Koka-kole u ovim zabačenim krajevima? Ako je tako nešto moguće, zašto onda vlade i nevladine organizacije ne urade isto? Nisam ja prva osoba koja postavlja ovo pitanje. Mislim da, kao društvo, imamo još mnogo toga da naučimo. Zapanjujuće je to, ako razmislite o Koka-koli. 1,5 milijarda Koka-kole se proda svaki dan. To je kao da svaki čovek, žena i dete na planeti piju Koka-kolu svake nedelje. Zašto je ovo bitno? Pa, ako želimo da ubrzamo napredak, i krećemo se čak i brže od toga, u okviru Milenijumskijh Razvojnih Ciljeva koje smo postavili sebi kao planeta, treba da učimo od inovatora, a ti inovatori se nalaze u svakom sektoru. Mislim da, ukoliko bismo razumeli kako kompaniji poput Koka-kole polazi za rukom da plasira proizvode u bilo kom delu sveta, mogli bismo te tehnike da primenjujemo i za opšte dobro.
Coke's success is relevant, because if we can analyze it, learn from it, then we can save lives. So that's why I took a bit of time to study Coke. And I think there are really three things we can take away from Coca-Cola. They take real-time data and immediately feed it back into the product. They tap into local entrepreneurial talent, and they do incredible marketing. So let's start with the data. Now Coke has a very clear bottom line -- they report to a set of shareholders, they have to turn a profit. So they take the data, and they use it to measure progress. They have this very continuous feedback loop. They learn something, they put it back into the product, they put it back into the market. They have a whole team called "Knowledge and Insight." It's a lot like other consumer companies. So if you're running Namibia for Coca-Cola, and you have a 107 constituencies, you know where every can versus bottle of Sprite, Fanta or Coke was sold, whether it was a corner store, a supermarket or a pushcart. So if sales start to drop, then the person can identify the problem and address the issue.
Uspeh Koka-kole je bitan, jer ako ga analiziramo i naučimo nešto iz toga, možemo da spašavamo živote. Zato sam izdvojila malo vremena da prostudiram Koka-kolu. I mislim da se sve svodi na tri stvari koje možemo preuzeti od njih. Oni dobijaju podatke u realnom vremenu, i odmah ih koriste za poboljšanje proizvoda. Ulažu u lokalne preduzetnike, i imaju neverovatan marketing. Pa, hajde da počnemo sa podacima. Kompanija ima veoma jasan cilj. Oni su odgovorni deoničarima. Moraju da naprave profit. Zato prikupljaju podatke i koriste ih kako bi izmerili napredak. Koriste kontinuiranu spregu podataka i povratne informacije. Informišu se o nečemu, iskoriste dobijene podatke da bi poboljšali proizvod i plasiraju ga nazad na tržište. Unutar kompanije postoji čitav tim pod nazivom "Znanje i uvid". To je slično mnogim drugim komercijalnim kompanijama. Ako vodite ogranak Koka-kole u Nambiji, i imate 107 klijenata, vi tačno znate gde je prodata svaka konzerva ili boca Sprajta, Fante ili Koka-kole, bilo da je reč o prodavnici na uglu, supermarketu ili ručnim kolicima. Tako da, ako prodaja opadne, osoba zadužena za to može odmah da prepozna gde je problem nastao i da se pozabavi njime.
Let's contrast that for a minute to development. In development, the evaluation comes at the very end of the project. I've sat in a lot of those meetings, and by then, it is way too late to use the data. I had somebody from an NGO once describe it to me as bowling in the dark. They said, "You roll the ball, you hear some pins go down. It's dark, you can't see which one goes down until the lights come on, and then you an see your impact." Real-time data turns on the lights.
Hajde da sada tu situaciju uporedimo sa načinom rada na širenju razvijenosti. U okviru rada na razvijanju nerazvijenih zemalja, evaluacija se vrši na kraju projekta. Bila sam na mnogo takvih sastanaka. Ali je već bilo suviše kasno da se dobijeni podaci tada upotrebe jer su zastarevali. Jednom mi je neko iz nevladine organizacije taj proces opisao kao kuglanje u mraku. "Zakotrljaš kuglu i čuješ zvuk obaranja čunjeva. Mrak je i ne možeš da vidiš koje si čunjeve oborio dok se ne upale svetla, i tek tada možeš da spoznaš kakav ti je rezultat." Podaci dobijeni u realnom vremenu mogu da upale to svetlo.
So what's the second thing that Coke's good at? They're good at tapping into that local entrepreneurial talent. Coke's been in Africa since 1928, but most of the time they couldn't reach the distant markets, because they had a system that was a lot like in the developed world, which was a large truck rolling down the street. And in Africa, the remote places, it's hard to find a good road. But Coke noticed something -- they noticed that local people were taking the product, buying it in bulk and then reselling it in these hard-to-reach places. And so they took a bit of time to learn about that. And they decided in 1990 that they wanted to start training the local entrepreneurs, giving them small loans. They set them up as what they called micro-distribution centers, and those local entrepreneurs then hire sales people, who go out with bicycles and pushcarts and wheelbarrows to sell the product. There are now some 3,000 of these centers employing about 15,000 people in Africa. In Tanzania and Uganda, they represent 90 percent of Coke's sales. Let's look at the development side.
Druga stvar u kojoj je Koka-kola uspešna jeste njihovo prepoznavanje i pomaganje lokalnih preduzimača. Koka-kola je prisutna u Africi od 1928. godine, ali većinu tog vremena nije uspela da dopre do udaljenih tržišta, jer je korišćen sistem transporta tipičan za razvijene zemlje, a to su ogromni kamioni koji mogu da se kreću samo po dobro napravljenim putevima. A u Africi, u udaljenim krajevima, retko gde postoji dobar put. Ali kompanija je uvidela jednu stvar - a to je da su pojedini lokalci kupovali Koka-kolu na veliko i onda je preprodavali u udaljenim i teško dostupnim krajevima. Kompanija je analizirala ovakve situacije, i 1990. godine odlučila da uloži u obuku ovih lokalnih preduzetnika, dajući im male zajmove. Organizovali su ih u mikro-distribucione centre, a onda su lokalni preduzetnici angažovali svoje prodavce koji su biciklima, sa ručnim kolicima ili kolicima odlazili u udaljene krajeve i prodavali Koka-kolu. Sada postoji oko 3.000 ovakvih centara koji zapošljavaju oko 15.000 ljudi u Africi. U Tanzaniji i Ugandi, oni predstavljaju 90% prodaje Koka-kole. A sada pogledajmo sa strane razvoja.
What is it that governments and NGOs can learn from Coke? Governments and NGOs need to tap into that local entrepreneurial talent as well, because the locals know how to reach the very hard-to-serve places, their neighbors, and they know what motivates them to make change. I think a great example of this is Ethiopia's new health extension program. The government noticed in Ethiopia that many of the people were so far away from a health clinic, they were over a day's travel away from a health clinic. So if you're in an emergency situation -- or if you're a mom about to deliver a baby -- forget it, to get to the health care center. They decided that wasn't good enough, so they went to India and studied the Indian state of Kerala that also had a system like this, and they adapted it for Ethiopia. And in 2003, the government of Ethiopia started this new system in their own country. They trained 35,000 health extension workers to deliver care directly to the people. In just five years, their ratio went from one worker for every 30,000 people to one worker for every 2,500 people.
Šta vladine i nevladine organizacije mogu da nauče od Koka-kole? Trebalo bi da se ove organizacije takođe pozabave pomaganjem lokalnog preduzetništva, jer lokalno stanovništvo zna kako da dopre do sunarodnika u udaljenim krajevima i da ih motiviše da naprave promenu. Sjajan primer za ovo je novi program pružanja zdravstvenih usluga u Etiopiji. Vlada je primetila da mnogo Etiopljana živi jako daleko od zdravstvenih centara, i da im treba čitav dan da bi došli do klinike. Ako bi se desio neki hitan slučaj, kao što je na primer porođaj, nije postojala nikakva šansa da se do klinike dođe na vreme. To nije bio zadovoljavajući sistem, i zato je država poslala svoje stručnjake u Keralu, u Indiju, da prouči njihov sistem i primeni ga, u modifikovanom obliku i u Etiopiji. Tako je 2003. godine vlada Etiopije pokrenula ovaj novi sistem i u svojoj državi. Obučeno je 35.000 dodatnih zdravstvenih radnika čiji je zadatak da pruže negu direkno pacijentima. Za samo pet godina, odnos se promenio od jednog zdravstvenog radnika na 30.000 stanovnika, do jednog zdravstvenog radnika na 2.500 stanovnika.
Now, think about how this can change people's lives. Health extension workers can help with so many things, whether it's family planning, prenatal care, immunizations for the children, or advising the woman to get to the facility on time for an on-time delivery. That is having real impact in a country like Ethiopia, and it's why you see their child mortality numbers coming down 25 percent from 2000 to 2008. In Ethiopia, there are hundreds of thousands of children living because of this health extension worker program. So what's the next step for Ethiopia? Well, they're already starting talk about this. They're starting to talk about, "How do you have the health community workers generate their own ideas? How do you incent them based on the impact that they're getting out in those remote villages?" That's how you tap into local entrepreneurial talent and you unlock people's potential.
Razmislite o tome koliko ovo menja živote ljudi. Ovi zdravstveni radnici mogu da pomognu u vezi sa mnogo stvari, kao što su planiranje porodice, prenatalna nega, vakcinacija dece, ili savetovanje majki kako da dođu do klinike na vreme i da se porode tamo. Ovakve inicijative postižu pravi cilj u zemlji kao što je Etiopija i zbog ovakve akcije smrtnost dece je smanjena za 25% u periodu od 2000. do 2008. godine. U Etiopiji stotine hiljada dece je živo zahvaljujući ovom programu. Šta je sledeći korak? Oni već razmatraju sledeća pitanja: "Kako da ovi zdravstveni radnici stvaraju svoje sopstvene ideje? Kako ih podstaći u odnosu na uticaj koji imaju u tim udaljenim selima?" Eto kako se daje podrška lokalnom preduzetništvu, i ljudima pruža prostor da iskoriste svoj potencijal.
The third component of Coke's success is marketing. Ultimately, Coke's success depends on one crucial fact and that is that people want a Coca-Cola. Now the reason these micro-entrepreneurs can sell or make a profit is they have to sell every single bottle in their pushcart or their wheelbarrow. So, they rely on Coca-Cola in terms of its marketing, and what's the secret to their marketing? Well, it's aspirational. It is associated that product with a kind of life that people want to live. So even though it's a global company, they take a very local approach. Coke's global campaign slogan is "Open Happiness." But they localize it. And they don't just guess what makes people happy; they go to places like Latin America and they realize that happiness there is associated with family life. And in South Africa, they associate happiness with seriti or community respect. Now, that played itself out in the World Cup campaign. Let's listen to this song that Coke created for it, "Wavin' Flag" by a Somali hip hop artist.
Treća komponenta uspeha Koka-kole je marketing. Konačno, uspeh Koka-kole zavisi od jedne presudne činjenice, a to je da ljudi žele Koka-kolu. Razlog što ovi mini-preduzetnici mogu da vrše prodaju i ostvare profit je taj što moraju da prodaju sve boce koje se nalaze u njihovim kolicima. Dakle, oni se oslanjaju na Koka-kolu što se marketinga tiče. A u čemu je tajna njihovog marketinga? U tome što nadahnjuje, povezuje proizvod sa načinom života koji bi ljudi želeli da žive. Tako da, iako je globalnog karaktera, kompanija ima lokalni pristup. Njihov slogan na globalnom nivou je: "Otvorena sreća". Ali oni tome pristupaju lokalno. Oni ne nagađaju šta je to što ljude čini srećnima, već odlaze na lice mesta, npr. u Latinsku Ameriku, i tamo otkrivaju da je sreća povezana sa porodičnim životom. A u Južnoj Africi, sa poštovanjem unutar zajednice. Ova otkrića kasnije su iskorišćena i u kampanji za Svetsko prvenstvo. Hajde da poslušamo pesmu "Wavin' Flag", somalijskog hip-hop izvođača, koju je Koka-kola napravila za ovaj događaj.
(Video) K'Naan: ♫ Oh oh oh oh oh o-oh ♫ ♫ Oh oh oh oh oh oh oh oh oh oh ♫ ♫ Oh oh oh oh oh o-oh ♫ ♫ Oh oh oh oh oh oh oh oh o-oh ♫ ♫Give you freedom, give you fire♫ ♫ Give you reason, take you higher ♫ ♫ See the champions take the field now ♫ ♫ You define us, make us feel proud ♫ ♫ In the streets our heads are lifted ♫ ♫ As we lose our inhibition ♫ ♫ Celebration, it's around us ♫ ♫ Every nation, all around us ♫
(Video) K'Naan: ♫ Oh oh oh oh oh o-oh ♫ ♫ Oh oh oh oh oh oh oh oh oh oh ♫ ♫ Oh oh oh oh oh o-oh ♫ ♫ Oh oh oh oh oh o-oh ♫ ♫ Daje ti slobodu, daje ti vatru ♫ ♫ Daje ti razlog, podiže te visoko ♫ ♫ Pogledaj šampione, preuzimaju teren ♫ ♫ Vi nas definišete, ponosni smo na vas ♫ ♫ Dok hodamo ulicama, glave su nam visoko podignute ♫ ♫ Jer smo oslobođeni svih inhibicija ♫ ♫ Slavlje je svuda oko nas ♫ ♫ Sve nacije, svuda oko nas ♫
Melinda French Gates: It feels pretty good, right? Well, they didn't stop there -- they localized it into 18 different languages. And it went number one on the pop chart in 17 countries. It reminds me of a song that I remember from my childhood, "I'd Like to Teach the World to Sing," that also went number one on the pop charts. Both songs have something in common: that same appeal of celebration and unity. So how does health and development market? Well, it's based on avoidance, not aspirations. I'm sure you've heard some of these messages. "Use a condom, don't get AIDS." "Wash you hands, you might not get diarrhea." It doesn't sound anything like "Wavin' Flag" to me.
Melinda Frenč Gejts: Prilično dobro, zar ne? E pa, nisu se zaustavili ovde. Lokalizovali su ovu priču na 18 različitih jezika. Pesma je postala hit broj jedan na pop listama u 17 država. Podseća me na pesmu koje se sećam iz detinjstva "I'd Like to Teach the World to Sing," koja je takođe bila broj jedan na pop listama. Obe pesme imaju nešto zajedničko - poziv na slavlje i ujedinjenje. A kako se vrši marketing za zdravlje i razvoj? On se zasniva na izbegavanju, ne težnji ka nečemu. Sigurna sam da ste čuli neke od ovih poruka. "Koristite kondom, da ne dobijete AIDS". "Perite ruke, da ne dobijete dijareju." Ni malo ne podsećaju na "Wavin' Flag".
And I think we make a fundamental mistake -- we make an assumption, that we think that, if people need something, we don't have to make them want that. And I think that's a mistake. And there's some indications around the world that this is starting to change. One example is sanitation. We know that a million and a half children die a year from diarrhea and a lot of it is because of open defecation. But there's a solution: you build a toilet. But what we're finding around the world, over and over again, is, if you build a toilet and you leave it there, it doesn't get used. People reuse it for a slab for their home. They sometimes store grain in it. I've even seen it used for a chicken coop. (Laughter) But what does marketing really entail that would make a sanitation solution get a result in diarrhea? Well, you work with the community. You start to talk to them about why open defecation is something that shouldn't be done in the village, and they agree to that. But then you take the toilet and you position it as a modern, trendy convenience. One state in Northern India has gone so far as to link toilets to courtship. And it works -- look at these headlines. (Laughter) I'm not kidding. Women are refusing to marry men without toilets. No loo, no "I do."
Mislim da pravimo fundamentalnu grešku time što pretpostavljamo da, ako je ljudima nešto potrebno, mi ne treba da se potrudimo da oni tu stvar i žele. Mislim da u tome grešimo. Postoje, ipak, neki pokazatelji da se ta situacija menja. Jedan od primera je održavanje higijene. Znamo da milion i po dece umire godišnje od dijareje, i mnogo njih strada zbog otvorenih mesta za vršenje nužde. Za to postoji rešenje: napravi se toalet. Ali ono što se iznova i iznova dešava je da se na mestima gde je to potrebno, naprave toaleti, koje, međutim, niko ne koristi. Ljudi ih iskoriste kao ploču za kuću. Ponekad skladište žito u njima. Videla sam čak i da su jedan toalet pretvorili u kokošinjac. (Smeh) Pa, kako možemo da iskoristimo marketing da se borimo protiv dijareje sanitarnim rešenjima? Prvo, potrebno je raditi unutar zajednice, razgovarati sa ljudima o tome da otvorena mesta za vršenje nužde ne bi trebalo da postoje unutar sela, i oni će se složiti sa tim. Zatim im predstavite toalet kao modernu i trendi pogodnost. Jedna država u Severnoj Indiji je otišla tako daleko da su napravili vezu između toaleta i udvaranja. I funkcioniše. Pogledajte naslove. (Smeh) Ne šalim se. Žene odbijaju da se udaju za ljude koji nemaju toalet. Prvo toalet pokaži, pa ćeš spoznati svadbene draži.
(Laughter)
(Smeh)
Now, it's not just a funny headline -- it's innovative. It's an innovative marketing campaign. But more importantly, it saves lives. Take a look at this -- this is a room full of young men and my husband, Bill. And can you guess what the young men are waiting for? They're waiting to be circumcised. Can you you believe that? We know that circumcision reduces HIV infection by 60 percent in men. And when we first heard this result inside the Foundation, I have to admit, Bill and I were scratching our heads a little bit and we were saying, "But who's going to volunteer for this procedure?" But it turns out the men do, because they're hearing from their girlfriends that they prefer it, and the men also believe it improves their sex life. So if we can start to understand what people really want in health and development, we can change communities and we can change whole nations.
Nije to samo još jedan zabavan naslov u novinama. To je inovacija. Inovativna marketinška kampanja. I što je još bitnije, spašava živote. Pogledajte ovo. Ovo je prostorija puna mladih ljudi i sa njima moj suprug, Bil. Možete li da pogodite šta ovi mladići čekaju? Čekaju da budu obrezani. Možete li da poverujete? Znamo da obrezivanje smanjuje HIV infekciju za 60% kod muškaraca. Kada smo prvi put dobili ove rezultate u Fondaciji, moram da priznam, Bil i ja smo se češkali po glavi, pitajući se: "Ko će da se prijavi za ovako nešto?" Ali ispostavilo se da su se mnogi muškarci podvrgli obrezivanju jer su čuli da devojke više vole obrezane muškarce, a veruju i da to utiče na bolji seksualni život. Dakle, ako se potrudimo da razumemo šta ljudi zaista žele u zdravlju i razvoju, možemo zajednice, pa čak i čitave nacije, promeniti na bolje.
Well, why is all of this so important? So let's talk about what happens when this all comes together, when you tie the three things together. And polio, I think, is one of the most powerful examples. We've seen a 99 percent reduction in polio in 20 years. So if you look back to 1988, there are about 350,000 cases of polio on the planet that year. In 2009, we're down to 1,600 cases. Well how did that happen? Let's look at a country like India. They have over a billion people in this country, but they have 35,000 local doctors who report paralysis, and clinicians, a huge reporting system in chemists. They have two and a half million vaccinators. But let me make the story a little bit more concrete for you. Let me tell you the story of Shriram, an 18 month boy in Bihar, a northern state in India. This year on August 8th, he felt paralysis and on the 13th, his parents took him to the doctor. On August 14th and 15th, they took a stool sample, and by the 25th of August, it was confirmed he had Type 1 polio. By August 30th, a genetic test was done, and we knew what strain of polio Shriram had.
Zašto je sve ovo toliko važno? Da pogledamo šta dobijamo kada ove tri pomenute stvari primenimo zajedno. Mislim da je primer poliomielitisa jedan od upečatljivijih. U proteklih 20 godina postignuto je smanjenje od 99%. 1988., zabeleženo je oko 350.000 slučajeva dečije paralize na svetu. 2009., ta cifra je smanjena na 1.600. Šta se dogodilo? Uzmimo Indiju za primer. Tamo živi preko milijardu ljudi, ali imaju 35.000 lokalnih doktora koji beleže slučajeve paralize, i kliničare, ogroman sistem izveštavanja kod hemičara. Imaju dva i po miliona osoblja koje se bavi vakcinacijom. Ali, učiniću ovu priču malo konkretnijom. Ispričaću vam priču o Šriramu, osamnaestomesečnom dečaku iz Bihara, severne indijske države. Osmog avgusta ove godine, osetio je simptome paralize, a trinaestog su ga roditelji odveli kod doktora. Četrnaestog i petnaestog mu je uzet uzorak stolice, i do dvadesetpetog je potvrđeno da ima polio tipa 1. Do 30. avgusta je urađen test porekla, i znali smo koje su karakteristike paralize koju je Šriram imao.
Now it could have come from one of two places. It could have come from Nepal, just to the north, across the border, or from Jharkhand, a state just to the south. Luckily, the genetic testing proved that, in fact, this strand came north, because, had it come from the south, it would have had a much wider impact in terms of transmission. So many more people would have been affected. So what's the endgame? Well on September 4th, there was a huge mop-up campaign, which is what you do in polio. They went out and where Shriram lives, they vaccinated two million people. So in less than a month, we went from one case of paralysis to a targeted vaccination program. And I'm happy to say only one other person in that area got polio. That's how you keep a huge outbreak from spreading, and it shows what can happen when local people have the data in their hands; they can save lives.
Postojala su dva potencijalna mesta iz kojih se širila infekcija. Iz Nepala, severno, preko granice, ili Džarkhanda, države na jugu Indije. Srećom, test porekla je pokazao da se infekcija širila sa severa, jer, da je dolazila sa juga, zaraza bi se mnogo brže raširila i ugrozila više ljudi. Dakle, kakav je zaključak? Četvrtog septembra, organizovana je masovna akcija "čišćenja", tipična za slučajeve pojave poliomielitisa. Dva miliona ljudi koji žive u oblasti u kojoj živi i Šriram je vakcinisano. Tako je, za manje od mesec dana, postignuta prevencija u vidu ciljanog programa vakcinacije na osnovu samo jednog slučaja poliomielitisa. Srećna sam što mogu da kažem da je zabeležen samo još jedan slučaj ovog oboljenja u toj oblasti. To je način da se spreči širenje opasne infekcije i pokazuje šta može da se postigne kada lokalno stanovništvo raspolaže relevantim podacima - oni tako mogu da spasu mnoge živote.
Now one of the challenges in polio, still, is marketing, but it might not be what you think. It's not the marketing on the ground. It's not telling the parents, "If you see paralysis, take your child to the doctor or get your child vaccinated." We have a problem with marketing in the donor community. The G8 nations have been incredibly generous on polio over the last 20 years, but we're starting to have something called polio fatigue and that is that the donor nations aren't willing to fund polio any longer. So by next summer, we're sighted to run out of money on polio. So we are 99 percent of the way there on this goal and we're about to run short of money. And I think that if the marketing were more aspirational, if we could focus as a community on how far we've come and how amazing it would be to eradicate this disease, we could put polio fatigue and polio behind us. And if we could do that, we could stop vaccinating everybody, worldwide, in all of our countries for polio. And it would only be the second disease ever wiped off the face of the planet. And we are so close. And this victory is so possible.
Jedan od izazova kod dečije paralize je još uvek marketing, ali to možda nije baš ono na šta mislite. To nije direktni marketing. Nije to davanje saveta roditeljima: "Ako primetite simptome paralize, odvedite dete kod doktora ili ga vodite na vakcinaciju." Imamo problem sa marketingom u zajednici donatora. G8 nacije su bile veoma darežljive kada je reč o poliu u proteklih 20 godina, ali u poslednje vreme se oseća "zasićenost" ovim problemom, a to znači da nacije donatori nisu više rade da pružaju pomoć. Do sledećeg leta ćemo ostati bez sredstava za borbu protiv dečije paralize. Prevalili smo put od 99% na putu ka ostvarenju cilja, a doći ćemo u situaciju da ostajemo bez novca. Ako bi marketing bio malo inspirativniji, ako bismo se, kao zajednica, fokusirali na to koliko toga je urađeno, i kako bi sjajno bilo iskoreniti ovu zarazu, rešili bismo problem "zasićenosti" kao i problem same dečije paralize. A ako bismo postigli tako nešto, mogli bismo da prekinemo vakcinaciju protiv dečije paralize širom sveta. I bila bi to druga zaraza ikada, koja je potpuno zbrisana sa lica Zemlje. Tako smo blizu. I ova pobeda je moguća.
So if Coke's marketers came to me and asked me to define happiness, I'd say my vision of happiness is a mother holding healthy baby in her arms. To me, that is deep happiness. And so if we can learn lessons from the innovators in every sector, then in the future we make together, that happiness can be just as ubiquitous as Coca-Cola.
Ako bi me marketinški tim Koka-kole pitao koja je moja definicija sreće, rekla bih da je moja vizija sreće majka koja u naručju drži zdravu bebu. Za mene, to je suštinska sreća. Dakle, ako možemo da učimo od inovatora iz svih sektora, onda u budućnosti koju gradimo zajedno, ta sreća, može biti sveprisutna kao i Koka-kola.
Thank you.
Hvala.
(Applause)
(Aplauz)