International Cases| Social Innovation Practice of Industry Giant in Developing Countries

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发表时间：2018-08-30 17:24作者：翻译：CASVI来源：案例来源：世界经济论坛(WorldEconomic Forum)

小盟说：世界经济论坛（World Economic Forum）于2016年2月发布了《社会变革：实现企业商业和社会价值指南》（Social Innovation: A Guide to Achieving Corporateand Societal Value），旨在为企业内在嵌入社会创新基因提供行动框架。指南提出企业社会创新战略具有以下共同的特点：1) 与企业创新议程和商业策略保持一致；2) 利用企业核心营利资产比如人力资本、价值链、技术或分发系统等；3) 它们逐渐由企业核心运营或业务部门进行管理。今天小盟挑选了《指南》中来自菲律宾、秘鲁和印度的3家企业案例，一起看看他们如何将社会创新嵌入企业的战略运营当中，实现义利并举。

菲律宾案例：JFC 确保原材料稳定的供应和价格

Case A JFC Ensure stable supply and price of raw materials

Jollibee 餐厅外景图.png

Jollibee 餐厅外景图

Source: http://news.abs-cbn.com/business/06/29/18/jollibee-plans-to-open-stores-in-uk-malaysia-indonesia

图片来源：ABS-CBN News

Jollibee Foods Corporation (JFC) runs the largest chain of fastfood restaurants in the Philippines and is reliant on a steady supply of rawmaterials, such as vegetables, cereals and animal produce, at significantquantities and stable prices. However, the agricultural sector in the Philippinesis particularly vulnerable to such extreme weather events as typhoons, and whenextreme weather reduces crop yields, the price of produce inevitably spikes –exacerbated by middlemen who hike prices exorbitantly.

Jollibee 食品公司（JFC）运营管理着菲律宾最大快餐连锁餐厅。餐厅的正常运营依靠原材料稳定数量和价格的供应比如蔬菜、谷物、畜产品等。然而，菲律宾的农业部门在应对极端气候（比如台风）能力方面尤为薄弱。当极端天气减少作物产量时，作物价格不可避免激增，中间商过度抬高价格也加重了这种情况。

To mitigate this supply chain risk, in 2009 JFC began sourcingproduce directly from smallholder farmers in addition to its traditionalintermediary traders. JFC invested a significant amount into partnershipbuilding and training to organize the farmers into functioning cooperatives.Buying directly from the farmers has meant that when one area of the country isproducing lower yields, JFC can buy from a less affected region. Productquality is assured and prices are more stable as the negotiation relationshipis directly between JFC and the farmers.

为了减少供应链存在的风险，2009年JFC开始从小农户收购作物而不是经常合作的中间商。JFC巨资投入该合作关系的建立与组织农民进入合作社参与培训。从农民处直接购得作物，意味着当国家一个地区产量减少时，JFC依然能够受影响小的地区购得所需原材料。产品质量得到保证，同时价格也在JFC和农户的协商中逐渐变得稳定。

By 2015, Jollibee had helped over 900 farming families in 27cooperatives with an increase in income of 200-500%. One-fourth of allvegetable produce sourced by JFC is now purchased directly from the farmercooperatives.

截至2015年，Jollibee帮助了在27个合作社中超过900家农户实现收入200%-500%的增长。JFC目前蔬菜供应商超过1/4都是直接来自农民合作社。

秘鲁案例: Intercorp培养未来劳动力

Case B Intercorp buildstomorrow’s workforce

Source: Intercorp Website图片来源: Intercorp官网

According to the Manpower Group’s 2015 Talent ShortageSurvey, Peru is among the countries facing the most serious employmentshortages, with 68% of employers reporting difficulty filling open positions,largely due to poor-quality education opportunities. With this challenge inmind, in 2011 Intercorp invested in Innova schools, technical institutes (IDATand IPAE) and a university (UTP) to offer a world-class education at anaffordable price to children and young people from lower-middle-income households.More than 19,000 students attend Innova schools and 41,000 are enrolled in thevocational institutes and universities, with plans to triple the number by2025.

根据2015年万宝盛华人才短缺调查显示，秘鲁在受访国家中面临着最为严重的人力雇佣缺口，68%雇主反映他们面临着填补职位空缺，很大程度上是由于低质量的教育机会。为了解决这一问题，2011年Intercorp 投资Innova School（秘鲁著名的平民学校），技术型机构（IDAT和IPAE）和一所大学（UTP），为来自中低收入家庭的儿童和青年提供经济上可负担的世界一流教育。超过19,000名学生入学Innova School, 41,000名学生被高职机构和大学录取，预计在2025年这一数字会增至3倍。

By investingin Peru’s education system, Intercorp will benefit from more skilled workersready to join its workforce. As both Peru and Intercorp are experiencingparticular difficulties in filling positions that require a science orengineering background, 22 of the 32 university career paths have been designedto focus on those subjects. At present, Intercorp already benefits as ashareholder with a fully profitable educational platform. However, the mainbenefits will materialize once the first classes from the Innova schools havegraduated from Intercorp University or completed their vocational programmes.

通过投资秘鲁的教育系统，Intercorp将从即将加入他们劳动力的技术工人中获益。由于秘鲁和Intercorp一样都经历着填补科学工程领域职位空缺的困难， 32所大学中的22所已关注该领域的职业发展路径。目前，Intercorp作为参与者已从全部可盈利教育平台获益。然而，一旦从InnovaSchools毕业的第一批学生从Intercorp大学毕业或完成了他们职业技能项目，主要效益将得以显现。

印度案例：寻找新机遇去创造价值

Case C Find new opportunities to create business value

图片来源：ITC官网 Source- ITC Website.png 图片来源：ITC官网 Source: ITC Website

Since 1999,the diversified conglomerate ITC in India has continuouslyfound ways to create business value through social innovation. Initially ITCwas looking to expand its agricultural exports business, which wasuncompetitive due to downstream costs in the supply chain. After a thoroughevaluation of how to most effectively intervene in the supply chain, ITCdiscovered that the mandi (physical auction platforms) wherefarmers brought their produce and sold to intermediaries were in need ofdisruption. In 2000, ITC implemented e-Choupal, a technology-enabled portalthat discloses ITC’s purchase price right alongside mandi prices. Farmers cancheck these prices at any of e-Choupal’s 6,500 rural internet kiosks, and thosewho choose to sell to ITC get their produce quality checked by the kiosk managerand deliver the produce directly to ITC’s nearest warehouse.

自1999年起，印度的多元化业务集团公司ITC持续寻找通过社会创新创造商业价值的方法。起初ITC寻找其由于供应链下游成本过高而导致不具备竞争力的农贸出口业务的商机。经过对如何最有效干预供应链的全面评估，ITC发现农民将他们的农作物带到mandi(实体拍卖平台)并出售给中间商这一环节需要进行干预。2000年，ITC开始使用e-Choupal,一个依托技术公布ITC和Mandi购买价格的门户网站。农民可以在任意e-Choupal的6500个互联网服务亭中查看价格。那些决定将他们产品卖给ITC的农民，可以将农产品带来服务亭，由服务亭经理进行验收并直接运往ITC最近的仓库。

ITC落地e-CHOUPAL前的交易系统流程.png

ITC落地e-CHOUPAL前的交易系统流程

Source: https://www.slideshare.net/abhijeetyewale_10/itc-e-choupal

图片来源：领英Slideshare

Higher pricetransparency and lower handling and commission fees increase the farmers’margins by over 25% on average and, in the 15 years since its implementation,ITC has directly reached 4 million farmers across 40,000 villages and has grownits export sales by more than 600% to $600 million annually.

更透明的价格和更低的处理费和手续费增加了农民超过25%的边际利润。自e-Choupal推行15年来，ITC已经可以直接触达到40,000乡村的400,0000农民并且它的出口销售增长了超过600%，达到每年6亿美金的营收。

ITC的e-CHOUPAL系统.png

ITC的e-CHOUPAL系统

Source:https://www.slideshare.net/abhijeetyewale_10/itc-e-choupal

图片来源：领英Slideshare

As exportsgrew, ITC started exploring new businesses that build on e-Choupal’s strengths.In 2002, the company launched its packaged foods business, which grew to $1billion in revenues by 2015. Despite being a late entrant in the market, itsflagship brand of wheat flour, Aashirvaad, became a market leader within 18months of its launch. e-Choupal was key to Aashirvaad’s success, as it allowsITC to aggregate produce by crop variety and quality to create customized flourmixtures – a valuable feature in the Indian market where consumer preferencesfor taste vary significantly across regions. Farmer incomes increasedsignificantly as a result – both because those who grew superior-quality wheatfor the first time were receiving a price premium, and because e-Choupal sentdirect market signals to farmers about which varieties to start planting to geta better harvest price. In addition, the e-Choupal ecosystem trained farmersand installed large watershed projects, raising farm productivity andincomes.

随着出口的增长，ITC开始探索基于e-Choupal优势的新业务。2002年，ITC开始落地它的包装食品业务，截止到2015年该业务实现了10亿美金的收入。尽管在这个市场上是一个后来者，它的旗舰品牌Aashiryaad在推出18个月内成为市场领先者。得到这样的成绩，e-Choupal功不可没。因为e-Choupal实现了将不同种类和质量的农作物聚集起来生产出为客户定制的面粉混合物。定制化面粉是印度市场的特点，来自不同地区人们的口味差异化很大。由于种植高质量小麦的农户第一次将获得更高的价格，e-Choupal向农民发送哪种作物能够在市场上卖出更好价格的信号，因此农民的收入开始显著增加。除此之外，e-Choupal生态系统为农民提供技能培训，并推出大型集水区项目，提高了农业生产力以及农民的收入。