国际社创案例| 如何将社会创新嵌入企业的战略运营？

Jollibee 餐厅外景图

Jollibee Foods Corporation (JFC) runs the largest chain of fast food restaurants in the Philippines and is reliant on a steady supply of raw materials, such  as vegetables, cereals and animal produce, at significant quantities and stable prices.

However, the agricultural sector in the Philippines is particularly vulnerable to such  extreme weather events as typhoons, and when extreme 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 sourcing produce directly from  smallholder farmers in addition to its traditional intermediary traders. JFC  invested a significant amount into partnership building and training to organize the  farmers into functioning cooperatives.

Buying directly from the farmers has meant that when one area of the country is  producing lower yields, JFC can buy from a less affected region. Product quality is  assured and prices are more stable as the negotiation relationship is 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 27 cooperatives with an  increase in income of 200-500%. One-fourth of all vegetable produce sourced by JFC  is now purchased directly from the farmer cooperatives.

截至2015年7，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。

According to the Manpower Group’s 2015 Talent Shortage Survey, Peru is among the  countries facing the most serious employment shortages, with 68% of employers  reporting difficulty filling open positions, largely due to poor-quality education  opportunities.

With this challenge in mind, in 2011 Intercorp invested in Innova schools, technical  institutes (IDAT and IPAE) and a university (UTP)  to offer a world-class education at an affordable 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 the vocational institutes and universities, with plans to triple the number by 2025.

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 investing in Peru’s education system, Intercorp will benefit from more skilled workers ready to join its workforce. As both Peru and Intercorp are experiencing  particular difficulties in filling positions that require a science or engineering background, 22 of the 32 university career paths have been designed to focus on those subjects.

At present, Intercorp already benefits as a shareholder with a fully profitable educational platform. However, the main benefits will materialize once the first  classes from the Innova schools have graduated 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Innova Schools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。

Since 1999, the diversified conglomerate ITC in India has continuously found ways to create business value through social innovation. Initially ITC was looking to expand its agricultural exports business, which was uncompetitive due to do wnstream costs  in the supply chain. After a thorough evaluation of how to most effectively intervene  in the supply chain, ITC discovered that the mandi (physical auction platforms) where farmers brought their produce and sold to intermediaries were in need of disruption.

In 2000, ITC implemented e-Choupal,a technology-enabled portal that discloses ITC’s  purchase price right alongside mandi prices. Farmers can check these prices at any of e-Choupal’s 6,500 rural internet kiosks, and those who choose to sell to ITC get their produce quality checked by the kiosk manager and 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

Higher price transparency 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 grown its 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。

As exports grew, ITC started exploring new businesses that build on e-Choupal’s strengths. In 2002, the company launched its packaged foods business, which grew to $1 billion in revenues by 2015. Despite being a late entrant in the market, its flagship brand of wheat flour, Aashirvaad, became a market leader within 18 months of its launch. e-Choupal was key to Aashirvaad’s success, as it allows ITC  to aggregate produce by crop variety and quality to create customized flour mixtures – a valuable feature in the Indian market where consumer preferences for taste vary  significantly across regions.

Farmer incomes increased significantly as a result – both because those who grew  superior-quality wheat for the first time were receiving a price premium, and because e-Choupal sent direct market signals to farmers about which varieties to  start planting to get a better harvest price. In addition, the e-Choupal ecosystem trained farmers and installed large watershed projects, raising farm productivity  and incomes.

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。

案例来源丨世界经济论坛(World EconomicForum)

翻译丨CASVI

案例链接