Video: Narrator: An event seen from one point of view gives one impression. Seen from another point of view, it gives quite a different impression. But it's only when you get the whole picture you can fully understand what's going on.
Snimak: Pripovedač: Događaj viđen sa jedne tačke gledišta daje jedan utisak. Gledan sa druge tačke, daje prilično drugačiji utisak. Ali jedino kada imate čitavu sliku možete u potpunosti razumeti šta se dešava.
Sasha Vucinic: It's a great clip, isn't it? And I found that in 29 seconds, it tells more about the power of, and importance of, independent media than I could say in an hour. So I thought that it will be good to start with it. And also start with a little bit of statistics. According to relevant researchers, 83 percent of the population of this planet lives in the societies without independent press. Think about that number: 83 percent of the population on the whole planet does not really know what is going on in their countries. The information they get gets filtered through somebody who either twists that information, or colors that information, does something with it. So they're deprived of understanding their reality. That is just to understand how big and important this problem is. Now those of you who are lucky enough to live in those societies that represent 17 percent, I think should enjoy it until it lasts. You know, Sunday morning, you flick the paper, get your cappuccino. Enjoy it while it lasts. Because as we heard yesterday, countries can lose stars from their flags, but they can also lose press freedom, as I guess Americans among us can tell us more about. But that's totally another and separate topic. So I can go back to my story.
Saša Vučinić: Sjajan snimak, zar ne? I otkrio sam da za 29 sekundi, govori više o moći i važnosti nezavisnih medija, nego što bih ja rekao za čitav sat. Pa sam mislio da bi bilo dobro početi sa njim. Kao i sa malo statistike. Prema relevantnim istraživanjima, 83 posto populacije na ovoj planeti živi u društvu bez nezavisnih medija. Razmislite o tom broju: 83 odsto čitave svetske populacije ustvari ne zna šta se dešava u njihovim zemljama. Informacije koje oni dobijaju filtrira neko ko ili preokrene informaciju ili je oboji, uradi nešto sa njom. Dakle uskraćeni su za razumevanje svoje realnosti. To je samo da bi razumeli koliko je velik i važan ovaj problem. Oni od vas koji su dovoljno srećni da žive u onim društvima koji spadaju u 17 posto, mislim da treba da uživaju dok traje. Znate, nedelja jutro, listate novine, uzmete svoj kapućino. Uživajte dok traje. Jer kako smo čuli juče, države mogu da izgube zvezde sa svojih zastava, ali isto tako mogu da izgube slobodu štampe, o čemu Amerikanci među nama, pretpostavljam, mogu više da nam kažu. Ali to je potpuno druga tema. Da se vratim mojoj priči.
My story starts -- the story I want to share -- starts in 1991. At that time I was running B92, the only independent, for that matter the only electronic media, in the country. And I guess we were sharing -- we had that regular life of the only independent media in the country, operating in hostile environment, where government really wants to make your life miserable. And there are different ways. Yeah, it was the usual cocktail: a little bit of threats, a little bit of friendly advice, a little bit of financial police, a little bit of text control, so you always have somebody who never leaves your office. But what they really do, which is very powerful, and that is what governments in the late '90s started doing if they don't like independent media companies -- you know, they threaten your advertisers. Once they threaten your advertisers, market forces are actually, you know, destroyed, and the advertisers do not want to come -- no matter how much does it make sense for them -- do not want to come and advertise. And you have a problem making ends meet.
Moja priča počinje - priča koju želim da podelim - počinje 1991. U to vreme upravaljao sam B92, jedinim nezavisnim, i jedinim elektronskim medijem u zemlji. I pretpostavljam da smo delili - živeli smo tim običnim životom jedinog nezavisnog medija u zemlji, radeći u neprijateljskom okruženju, gde vlada zaista želi da vam život učini jadnim. I postoje različiti načini. Da, bio je to uobičajeni kotel: malo pretnji, malo prijateljskih saveta, malo finansijske policije, malo kontorle teksta. Tako da uvek imate nekoga ko vam nikada ne izlazi iz kancelarije. Ali ono što zapravo rade, što je vrlo moćno, a to je ono što su vlade počele da primenjuju kasnih '90. ako im se ne dopadaju nezavisne medijske kompanije - znate, oni prete vašim oglašivačima. Jednom kada zaprete vašim oglašivačima, tržišne snage su, znate, uništene i oglašivači ne žele da dođu - bez obzira koliko to za njih imalo smisla - oni ne žele da dođu i da se reklamiraju. I imate problem da sastavite kraj sa krajem.
At that time at the beginning of the '90s, we had that problem, which was, you know, survival below one side, but what was really painful for me was, remember, the beginning of the '90s, Yugoslavia is falling apart. We were sitting over there with a country in a downfall, in a slow-motion downfall. And we all had all of that on tapes. We had the ability to understand what was going on. We were actually recording history. The problem was that we had to re-tape that history a week later; because if we did not, we could not afford enough tapes to keep archives of that history. So if I gave you that picture, I don't want to go too long on that. In that context a gentleman came to my office at that time. It was still 1991. He was running a media systems organization which is still in business, the gentleman is still in business. And what did I know at that time about media systems? I would think media systems were organizations, which means they should help you. So I prepared two plans for that meeting, two strategic plans: the small one and the big one. The small one was, I just wanted him to help us get those damn tapes, so we can keep that archive for the next 50 years. The big plan was to ask him for a 1,000,000-dollar loan. Because I thought, I still maintain, that serious and independent media companies are great business. And I thought that B92 will survive and be a great company once Milosevic is gone, which turned out to be true. It's now probably either the biggest or the second biggest media company in the country. And I thought that the only thing that we needed at that time was 1,000,000-dollar loan to take us through those hard times.
U to vreme, početkom '90-ih, imali smo problem, koji je, znate, preživaljavanje sa jedne strane, ali ono što je bilo zaista bolno za mene, setite se, početak '90-ih, Jugoslavija se raspada. Sedeli smo tamo sa zemljom koja je propadala, usporeno propadala. I svi smo imali sve to smiljeno. Imali smo mogućnost da razumemo šta se dešava. Mi smo ustvari beležili istoriju. Problem je bio u tome šo smo morali da presnimimo tu istoriju nedelju dana kasnije, jer da nismo, ne bismo mogli priuštiti dovoljno kaseta da pravimo arhivu te istorije. Dakle da vam dam tu sliku, ne želim da se zadržavam na tome. Dakle u tom kontekstu jedan gospodin dolazi u moju kancelariju. Još uvek je 1991. On je vodio sistemsku medijsku organizaciju koja još uvek postoji, gospodin još uvek posluje. I šta sam znao u to vreme o medijskim sitemima? Mislio sam da su medijski sistemi organizacije, što znači da bi trebalo da ti pomognu. Pa sam pripremio dva plana za sastanak, dva strateška plana. Mali i veliki. Mali je bio taj da sam hteo samo da nam on pomogne da dobijemo te proklete kasete, kako bismo održavali arhivu sledećih 50 godina. Veliki plan je podrazumevao da ga pitam za pozajmicu od milion dolara. Jer sam i dalje tvrdio da su ozbiljne i nezavisne medijske kompanije veliki posao. I mislio sam da će B92 da preživi i da bude sjajna kompanija kada Milošević ode, što se ispostavilo kao tačno. Sada je verovatno ili najveća ili druga najveća medijska kuća u zemlji. I mislio sam da je jedina stvar koja nam je bila potrebna u tom trenutku, pozajmica od milion dolara, da nas provuče kroz ta teška vremena.
To make a long story short, the gentleman comes into the office, great suit and tie. I gave him what I thought was a brilliant explanation of the political situation and explained how hard and difficult the war will be. Actually, I underestimated the atrocities, I have to admit. Anyway, after that whole, big, long explanation, the only question he had for me -- and this is not a joke -- is, are we paying royalties after we broadcast music of Michael Jackson? That was really the only question he had. He left, and I remember being actually very angry at myself because I thought there must be an institution in the world that is providing loans to media companies. It's so obvious, straight in your face, and somebody must have thought of it. Somebody must have started something like that. And I thought, I'm just dumb and I cannot find it. You know, in my defense, there was no Google at that time; you could not just Google in '91. So I thought that that's actually my problem. Now we go from here, fast forward to 1995.
Da skratim priču, gospodin je došao u kancelariju, odlično odelo i kravata. Dao sam mu ono što sam mislio da je izvanredno objašnjenje političke situacije i objasnio sam koliko će težak biti rat. Zapravo, podcenio sam zločin, moram priznati. Svejedno, posle tog čitavog, dugačkog objašnjenja, jedino pitanje koje je imao za mene - i to nije šala - je, da li plaćamo naknadu Majkl Džeksonu nakon puštanja njegove muzike? To je stvarno bilo jedino pitanje koje je imao. Otišao je i sećam se da sam bio vrlo ljut na sebe jer sam mislio da mora da postoji institucija na svetu koja daje pozajmice medijskim kućama. Očigledno je, i neko je morao da se doseti toga. Neko je morao da pokrene nešto slično tome. I mislio sam, glup sam i ne mogu to da nađem. Znate, u moju odbranu, nije bilo Googla u to vreme; niste mogli da guglujete u '91. I mislio sam da je to ustvari moj problem. Sada se brzo prebacujemo na 1995.
I have -- I left the country, I have a meeting with George Soros, trying for the third time to convince him that his foundation should invest in something that should operate like a media bank. And basically what I was saying is very simple. You know, forget about charity; it doesn't work. Forget about handouts; 20,000 dollars do not help anybody. What you should do is you should treat media companies as a business. It's business anywhere. Media business, or any other business, it needs to be capitalized. And what these guys need, actually, is access to capital. So third meeting, arguments are pretty well exercised. At the end of the meeting he says, look, it is not going to work; you will never see your money back; but my foundations will put 500,000 dollars so you can test the idea. See that it will not work. He said, I'll give you a rope to hang yourself. (Laughter) I knew two things after that meeting. First, under no circumstances I want to hang myself. And second, that I have no idea how to make it work. You see, at the level of a concept, it was a great concept. But it's one thing to have a concept; it's a totally separate thing to actually make it work.
Napustio sam zemlju, imam sastanak sa Džordžom Sorosom, pokušvam da ga po treći put ubedim da bi on trebalo - njegova fondacija bi trebalo da uloži u nešto što bi funkcionisalo poput medijske banke. I u osnovi ono što sam govorio bilo je vrlo jednostavno. Znate, zaboravite na humanitarnu pomoć, ne radi; zaboravite na priručnike, 20000 dolara nikome ne pomaže. Ono što bi trebalo da uradite, jeste da tretirate medijske kompanije kao biznis. To je biznis svuda. Medijski biznis ili bilo koji drugi biznis, mora biti kapitalizovan. I ono što ovi momci nude, zapravo je pristup kapitalu. Treći sastanak, argumenti su dobro provežbani. I na kraju sastanka on kaže, vidi, neće uspeti, nikad nećeš dobiti novac nazad. Ali moj fond će ti dati 500 000 dolara da možeš da testiraš ideju. Vidi i - vidi da neće uspeti. Rekao je, daću ti konopac da se obesiš. (smeh) Znao sam dve stvari posle ovog sastanka. Prva, ni pod kojim uslovima se neću obesiti. I druga, nemam ideju kako da stvar uspe. Vidite, na nivou koncepta, to je bila odlična ideja. Ali jedna je stvar imati koncept, a potpuno druga učiniti da ona uspe.
So I had absolutely no idea how that could actually work. Had the wrong idea; I thought that we can be a bank. You see banks -- I don't know if there are any bankers over here; I apologize in advance -- but it's the best job in the world. You know, you find somebody who is respectable and has a lot of money. You give them more money; they repay you that over a time. You collect interest and do nothing in between. So I thought, why don't we get into that business? (Laughter) So here we are having our first client, brilliant. First independent newspaper in Slovakia. The government cutting them off from all the printing facilities in Bratislava. So here's the daily newspaper that has to be printed 400 kilometers away from the capital. It's a daily newspaper with a deadline of 4 p.m. That means that they have no sports; they have no latest news; circulation goes down. It's a kind of very nice, sophisticated way how to economically strangle a daily newspaper. They come to us with a request for a loan. They want to -- the only way for them to survive is to get a printing press. And we said, that's fine; let's meet; you'll bring us your business plan, which eventually they did.
Tako da nisam imao nikakvu ideju kako to može da uspe. Imati pogrešnu ideju, posmislio sam da možemo da budemo banka. Vidite, banke, ne znam da li ovde ima bankara, izvinjavam se unapred, ali to je najbolji posao na svetu. Znate, pronađete nekoga koga poštuju i ko ima mnogo novca. Date im više novca; oni vam vrate više tokom vremena. Sakupljate kamate i ne radite ništa između. Pa sam pomislio, zašto se ne bismo upustili u taj biznis? (smeh) I evo nas s prvim klijentom, sjajno. Prve nezavisne novine u Slovačkoj. Vlada im je uskraćivala korišćenje svih štamparija u Bratislavi. Dakle, evo dnevnih novina, koje moraju da se štampaju 400 kilometara od glavnog grada. To su dnevne novine sa rokom u 4 sata popodne. To znači da nemaju sportsku stranu, nemaju najnovije vesti, promet ide dole. To je vrlo lep, sofisticiran način da se ekonomski uguši dnevna novina. Oni dolaze kod nas sa zahtevom za pozajmicu. Oni žele - jedini način da prežive je da nabave štamparsku presu. I rekli smo - to je u redu, hajde da se nađemo, vi ćete doneti svoj biznis plan, što na kraju i jesu.
We start the meeting. I get these two pieces of paper, not like this, A4 format, so it's much bigger. A lot of numbers there. A lot of numbers. But however you put it, you know, the numbers do not make any sense. And that's the best they could do. We were the best that they could do. So that is how we understood what our method is. It's not a bank. We had to actually go into these companies and earn our return by fixing them -- by establishing management systems, by providing all that knowledge, how do you run a business on one side -- while they all know how to run, how to create content.
Počeli smo sastanak. Dobio sam dva papira, ne poput ovih, A4 formata, dakle mnogo većih. Mnogo brojeva na njima. Mnogo. Ali kako god da ih postavite, brojevi nemaju smisla. I to je najbolje što su mogli da urade. Mi smo bili najbolje što su mogli da urade. Tako smo razumeli šta je naš metod. Nije banka. Ustvari smo morali da idemo u ove kompanije i da zaslužimo svoj povrat novca popravaljajući ih - uspostavaljajući menadžment sisteme, obezbeđujući svo znanje, kako voditi biznis, sa jedne strane - dok svi oni znaju kako da rade, kako da stvore sadržaj.
Just quickly on the results. Over these 10 years, 40 million dollars in affordable financing, average interest rate five percent to six percent. Lately we are going wild, charging seven percent from time to time. We do it in 17 countries of the developing world. And here is the most stunning number. Return rate -- the one that Soros was so worried about -- 97 percent. 97 percent of all the scheduled repayments came back to us on time. What do we typically finance? We finance anything that a media company would need, from printing presses to transmitters. What is most important is we do it either in form of loans, equities, lease -- whatever is appropriate for, you know, supporting anybody. But what is most important here is, who do we finance? We believe that in the last 10 years companies that we've financed are actually the best media companies in the developing world. That is a "Who is Who" list. And I could spend hours talking about them, because they're all kind of heroes. And I can, but I'll give you just, maybe one, and depending on time I may give you two examples who we work with.
Samo kratko rezultati. Tokom ovih 10 godina, 40 miliona dolara u pristupačnim finansijama, prosečna kamata 5 do 6 posto. U poslednje vreme ludimo, naplaćujemo 7 odsto s vremena na vreme. Radimo u 17 zemalja u razvoju. I evo najneverovatnije cifre. Povratna stopa - ono zbog koje je Soroš bio toliko zabrinut - 97 odsto. 97 posto svih otplata, vratilo nam se po utvrđenom rasposredu. Šta obično finansiramo? Mi finansiramo sve što je medijskoj kući potrebno od štamparskih mašina do predajnika. Ono što je najvažnije jste što mi to činimo u formi kredita, akcije ili zakupa - šta god je odgovarajuće za podršku nekoga. Ali ono što je najvažnije ovde je koga finansiramo? Verujemo da su u poslednjih 10 godina kompanije koje smo finansirali ustvari najbolje medijske kompanije u zemljama u razvoju. Ovo je "Ko je ko" lista. I mogao bih da provedem sate govoreći o njima, jer su svi na neki način heroji. Ali daću vam samo možda jedan, i u zavisnosti od vremena možda i dva primera toga sa kim radimo.
You see we started working in Eastern and Central Europe, and moved to Russia. Our first loan in Russia was in Chelyabinsk. I'll bet half of you have never heard of that place. In the south of Russia there's a guy called Boris Nikolayevich Kirshin, who is running an independent newspaper there. The city was closed until early '90s because, of all things, they were producing glass for Tupolev planes. Anyway, he's running independent newspaper there. After two years working with us, he becomes the most respected newspaper in that small place. Governor comes to him one day, actually invites him to come to his office. He goes and sees the governor. The governor says, Boris Nikolayevich, I understand you are doing a great job, and you are the most respected newspaper in our district. And I want to offer you a deal. Can you please give me your newspaper for the next nine months, because I have elections -- there are elections coming up in nine months. I will not run, but it's very important for me who is going to succeed me. So give me the paper for nine months. I'll give it back to you. I have no interest in being in media business. How much would that cost? Boris Nikolayevich says, "It's not for sale." The governor says, "We will close you." Boris Nikolayevich says, "No, you cannot do it." Six months later the newspaper was closed. Luckily, we had enough time to help Boris Nikolayevich take all the assets out of that company and bring him into a new one, to get all the subscription lists, rehire staff. So what the governor got was an empty shell. But that is what happens if you're in business of independent media, and if you are a banker for independent media. So it sounds like a great story.
Vidite, počeli smo da radimo u istočnoj i centralnoj Evropi, i prešli na Rusiju. Naša prva pozajmica u Rusiji bila je u Čelijabinksu. Kladim se da polovina vas nikada nije čula za ovo mesto. Na jugu Rusije postoji čovek koji se zove Boris Nikolajevič Kiršin, koji tamo vodi jedne nezavisne novine. Grad je bio zatvoren do ranih '90-ih zbog mnogo stvari, oni su proizvodili staklo za Tupoljev avione. Dakle, on tamo vodi jedne nezavisne novine. Nakon dve godine rada sa nama, one postaju najuglednije novine u tom malom mestu. Guverner dolazi do njega jednog dana, ustvari zove ga da dođe u njegovu kancelariju. On odlazi da vidi guvernera. Guverner kaže, Borise Nikolajeviču, čujem da radite odličan posao, i vi ste najuglednije novine u našem okrugu. I nudim vam dogovor. Možete li molim vas da mi date vaše novine sledećih devet meseci, jer imam izbore - za devet meseci su izbori. Neću se kandidovati, ali je vrlo važno za mene da znam ko će me naslediti. Dakle, dajte mi novine na devet meseci, ja ću vam ih vratiti. Nemam interesovanja da budem u medijskom biznisu. Koliko bi to koštalo? Boris Nikolajevič kaže, "Nije na prodaju." Guverner kaže, "Zatvorićemo vas." Boris Nikolajevič kaže, "Ne, ne možete to da uradite." Šest meseci kasnije, novine su zatvorene. Srećom imali smo dovoljno vremena da pomognemo Borisu Nikolajeviču da uzme svu imovinu i da je uloži u novu kompaniju, da uzme sve pretplatne liste, ponovo unajmi ljude. Dakle, guverner je dobio praznu školjku. Ali to je ono što se dešava ukoliko ste u poslu sa nezavisnim medijima, i ako ste bankar za nezavisne medije. Dakle zvuči kao sjajna priča.
Somewhere down the road we opened a media management center. We started our media lab, sounds like a real great story. But there is a second angle to that. The second angle, like in this clip. If you take the camera above, you start thinking about these numbers again. 40 million dollars over 10 years spread over 17 countries. That is not too much, is it? It's actually just a drop in the sea. Because when you think about the importance, some of the issues that we were talking about last night -- this last session we had about Africa and his hypothetical 50 billion dollars destined for Africa. All of those, not all, half of those problems mentioned last night -- government accountability, corruption, how do you fight corruption, giving voice to unheard, to poor -- it's why independent media is in business. And it's why it was invented. So from that perspective, what we did is just really one drop in the sea of that need that we can identify. Now ours is just one story.
Negde usput smo otvorili medijski menadžment centar. Pokrenuli smo našu medijsku laboratoriju, zvuči kao zaista sjajna priča. Ali postoji i drugi ugao. Drugi ugao, poput ovog na snimku. Ako podignete kameru, počinjete ponovo da razmišljate o ovim brojkama. 40 miliona dolara za više od 10 godina rašireno na više od 17 zemalja. Ovo nije previše, je li? Ustvari je samo kap u moru. Jer kada razmišljate o važnosti, neki od problema o kojima smo razgovarali prošle noći - poslednja sesija o Africi i njoj namenjenih hipotetičkih 50 milijardi dolara. Sve to, ne sve, ali polovina problema spomenutih prošle noći - odgovornost vlade, korupcija, kako se boriti protiv nje, davanje glasa nečujnima, siromašnima - je zašto nezavisni mediji postoje. I zato su oni i izmišljeni. Tako da iz te perspektive, ono što smo uradili je zapravo jedna kap u moru potreba koje možemo da prepoznamo. Sada, naša priča je samo jedna.
I'm sure that in this room there are, like, 15 other wonderful stories of nonprofits doing spectacular work. Here is where the problem is, and I'll explain to you as well as I can what the problem is. And it's called fundraising. Imagine that this third of this room is filled with people who represent different foundations. Imagine two thirds over here running excellent organizations, doing very important work. Now imagine that every second person over here is deaf, does not hear, and switch the lights off. Now that is how difficult it is to match people from this side of the room with people of that side of the room. So we thought that some kind of a big idea is needed to reform, to totally rethink fundraising. You know, instead of people running in this dark, trying to find their own match, who will be willing, who has the same goals. Instead of all of that we thought there is -- something new needs to be invented. And we came up with this idea of issuing bonds, press freedom bonds. If there are investors willing to finance U.S. government budget deficit, why wouldn't we find investors willing to finance press freedom deficit? We've decided to do it this fall; we will issue them, probably in denominations of 1,000 dollars. I don't want to advertise them too much; that's not the point. But the point is, if we ever survive to actually issue them, find enough investors that this can be considered a success, there's nothing stopping the next organization to start to issue bonds next spring. And those can be environmental bonds. And then two weeks later, Iqbal Quadir can issue his electricity in Bangladesh bonds. And before you know it, any social cause can be actually financed in this way.
Siguran sam da u ovoj sobi ovde, ima 15 drugih sjajnih priča neprofitnih organizacija koje rade izvanredan posao. Evo šta je problem, i objasniću vam to. Zove se sakupljanje sredstava. Zamislite da je trećina ove sobe ispunjena ljudima koji predstavljaju različite fondacije. Zamislite ovde dve trećine koji vode sjajne organizacije, rade veoma važan posao. Sad zamislite da je svaka druga osoba ovde gluva, ne čuje i ugasite svetla. Toliko je teško spojiti ljude sa ove strane sobe sa ljudima sa druge strane. Pomislili smo da je potrebna neka vrsta velike ideje da reformiše, potpuno promeni ideju sakupljanja sredstava. Znate, umesto da ljudi trče u mraku, pokušavajući da nađu svog para, koji će biti voljan, koji ima iste ciljeve. Umesto svega toga pomislili smo da mora nešto novo da se izmisli. I došli smo do te ideje izdavanja obveznica, obveznica za slobodnu štampu. Ako postoje investitori spremni da finasiraju deficit u budžetu Sjedinjenih država, zašto ne bismo pronašli investitore spremne da finasiraju deficit u budžetu slobodne štampe? Odlučili smo da to uradimo ove jeseni, izdaćemo ih, verovatno u apoenima od 1000 doalra. Ne želim mnogo da ih reklamiram, to nije poenta. Suština je, ako uopšte preživimo da ih zaista izdamo, nađemo dovoljno investitora da to smatramo uspehom, ne postoji ništa što sprečava sledeću organizaciju da počne da izdaje obveznice sledećeg proleća. A to mogu da budu ekološke obveznice. I za dve nedelje, Ikubal Kvadir može da izda svoje obveznice za struju u Bangladešu. I vrlo brzo, bilo koji socijalni problem ustvari može da bude finansiran na ovaj način.
Now we do daydreaming in 11:30 with 55 seconds left. But let's take the idea further. You do it, you start it in the States, because it's, you know, concepts are very, very close to American minds. But you can actually bring it to Europe, too. You can bring it to Asia. You can, once you have all of those different points, you can make it easy for investors. Put all of those bonds at one place and they sit down and click. Once you have more than 10 of them you have to develop some kind of a matrix. What do investors get? On one side financial, on the other side social. So that brings the idea of some kind of rating agency, Morningstar type. It says, you know, social impact over here is spectacular, five stars. Financial, they give you one percent, only one star. Now take it to the last step. Once you have all of that put together, there's not one reason why you couldn't actually have a marketplace for all of that, where you cannot dispose of all of those bonds in a pretty quick way. And in that way you organize the financing so there are no dark rooms, no blind people running around to find each other.
Sada sanjarimo u 11:30 pre podne i imamo još 55 sekundi. Ali hajde da razvijemo ideju još malo. Uradite to, započnite to u Sjedinjenim Državama, jer je to, znate, koncept vrlo vrlo blizak američkom načinu razmišljanja. Ali to može da se prenese i u Evropu. I u Aziju. Možete, kada imate sve te različite tačke, možete olakšati investitorima. Stavite sve te obveznice na jedno mesto a oni sede i biraju. Kada sakupite više od 10 morate da razvijete neku vrstu matrice. Šta investitori dobijaju? Sa jedne strane finasije, sa druge strane društvo. To donosi ideju o nekoj vrsti rejting agencije. Tipa "Morningstar". Ona kaže, socijalni uticaj ovde je sjajan, pet zvezdica. Finansijski je jedan posto, samo jedna zvezdica. Idemo sada na poslednji korak. Jednom kada ste sve to sastavili, ne postoji razlog zašto ne biste imali tržište za sve to gde možete da se otarasite svih tih obveznica na prilično brz način. I na taj način možete da organizujete finansiranje tako da nema tamnih soba, nema slepih ljudi koji trče okolo u potrazi jedni za drugima.
Thank you.
Hvala vam.