The following information is used for educational purposes only.
Fighting under-nutrition
Food for thought
Jun 7th 2013, 23:29 by C. H. | NEW YORK
BRITAIN and Brazil will pay host to meeting (http://nutrition4growth.org/) on hunger on June 8th, to build support for nutrition programmes ahead of the G8 summit in Northern Ireland this month. There has been the usual flurry of supportive press releases, as well as a nutrition series (http://www.thelancet.com/series/maternal-and-child-nutrition) in the Lancet and an announcement (http://www.worldbank.org/en/news/press-release/2013/06/06/world-bank-group-scales-up-support-for-global-nutrition-programs-in-response-to-stunting-crisis-food-price-volatility) from the World Bank on June 6th that it would nearly triple its spending on maternal and childhood nutrition, to $600m in 2013 and 2014. All this is promising. But there remains much work to be done and, more troubling, squabbles over who should do it.
Fighting under-nutrition is an economic imperative as well as a moral one. Five years ago the Lancet brought new attention (http://www.thelancet.com/series/maternal-and-child-undernutrition) to the 1,000 days from conception to a child’s second birthday—poor nutrition in this period can lead to cognitive and physical problems that last for life. The accompanying drop in productivity saps a country’seconomic growth by more than 8%?
Robert Black of Johns Hopkins University now reports in the Lancet that the prevalence of stunting in young children in poor and middle-income countries dropped from 40% in 1990 to 32% in 2005 to 26% in 2011. But under-nutrition still accounts for nearly half of all deaths of children younger than five, or 3.1m deaths in 2011.
There are ways to help, for example, by providing food at schools, seeds and fertilisers for farming families and supplements for pregnant and lactating women. The Scaling Up Nutrition (http://scalingupnutrition.org/about) framework, launched in 2009, has helped propel nutrition programmes in 40 countries.
Presumably the private sector has an important role to play in all this—indeed the name of the June 8th meeting is “Nutrition for growth: beating hunger through business and science.” The World Health Organisation recommends exclusive breastfeeding for the first six months of life, followed by breastfeeding and food up to age two. The source of this complementary food, however, is still unclear. Urban mothers, in particular, might appreciate fortified food products for infants older than six months.
But the role of food companies remains hugely controversial, thanks to a decades-long fight over formula. In 1981 concern over low rates of breastfeeding prompted the World Health Assembly to adopt the International Code of Marketing of Breast-milk Substitutes (http://www.who.int/nutrition/publications/infantfeeding/9241541601/en/) . Inadequate breastfeeding continues to be a top concern. The Lancet reckons it is responsible for the death of 800,000 young children each year. In March the Access to Nutrition Index (http://www.accesstonutrition.org/index-2013) , which judges food companies on their global nutrition policies, praised Nestlé and Danone for developing fortified products but highlighted charges by the International Baby Food Action Network, an advocacy group, that the companies were improperly marketing breast-milk substitutes. Nestlé, in particular, has denied this vigourously. The more things change, unfortunately, the more they stay the same.
Source: www.economist.com
In this blog, teachers, students and all those who have some kind of interest in the English language will find useful, interesting, curious and funny things to be used in their classes or for their personal enjoyment.
Sunday, June 9, 2013
MKTG-Jonah Berger:Viral’s Secret Formula
The following information is used for educational purposes only.
Viral’s Secret Formula
by Jonah Berger, May 30, 2013
Want to know why things go viral? Why some products get more word of mouth? Let me tell you a secret. It’s not luck.
Viral has become marketing’s Holy Grail. From the Harlem Shake to the Rutgers basketball coach abusing his players, hardly a week goes by without some video or news story going viral. And word of mouth and virality have a huge impact on businesses, large and small. Blender company Blendtec’s sales shot up more than 700% a few years ago after videos of the CEO blending things like iPhones spread like wildfire. But what makes something go viral?
If you ask most social media “gurus,” they’ll tell you it’s all about getting lucky. Viral isn’t a strategy, it’s like buying a lottery ticket. Or they’ll talk about cats. Lots of people share videos of funny kitties, so cats must be the reason things go viral.
All these theories are great, except, well, they’re not really backed up by anything. No data. No analytics. Just old fashioned guesses based on looking at a couple particularly noteworthy successes. It’s like the idea that the Earth was flat. It seemed right until someone actually looked deeper and showed, well…it wasn’t.
Virality isn’t luck. It’s not magic. And it’s not random. There’s a science behind why people talk and share. A recipe. A formula, even.
My colleagues and I have analyzed thousands of news articles and hundreds of brands, all to understand why some make the most emailed list or get more word of mouth. Again and again we found the same principles at work. Six key drivers that shape what people talk about and share.Those six principles are the basis of my new book, Contagious: Why Things Catch On, and the first principle is Social Currency.
New York City is a tough place to open a bar. Competition is fierce and it’s hard to cut through the clutter. There are dozens of options around every corner.
But a few years ago Brian Shebairo launched a place that’s been packed since the day it opened. In fact, it’s one of the most sought after drink reservations in the city. Bookings are only available day-of and people frantically hit redial again and again hoping to snag a spot. Yet he’s never advertised the bar. Never spent a dollar on marketing.
How did Shebairo do it?
He hid his bar inside a hot dog restaurant.
Walk into Crif Dogs in the East Village, and you’ll find the most amazing hot dog menu you’ve ever seen. A Tsunami dog with pineapple and green onions, a Chihuahua dog with avocado and sour cream, and a Good Morning dog wrapped in bacon, smothered with cheese, and topped with a fried egg.
In one corner, off to the side, is an old-school phone booth. One of those rectangular numbers that Clark Kent used to morph into Superman. Walk inside and you’ll see a rotary dial phone on the wall. Pick up the phone, and just for fun, dial the number 1. Someone will pick-up the other line and ask you if you have a reservation. And if you do, the back of the phone booth will open and you’ll be let into a secret bar called, of all things, Please Don’t Tell.
Has Please Don’t Tell violated traditional “laws of marketing?” Sure. There is no sign on the street and no mention of it in the hot dog place. In fact, they’ve worked hard to make themselves a secret.
But there’s a funny thing about secrets. Think about the last time someone told you a secret. Told you not to tell another soul. What’s the first thing you did with that information?
You probably told someone else.
And the reason is something called Social Currency. People talk about things that make them look good. Sharp and in-the-know. Smart and funny rather than behind the times. If people go to a place like Please Don’t Tell, or even if they just hear about it, they tell others because it gives them status.
Social Currency isn’t just about hidden bars. It’s why people brag about their thousands of Twitter followers or their kids’ SAT scores. Why golfers boast about their handicaps and frequent fliers tell others when they get upgraded. McDonald’s used social currency to help the McRib sandwich take-off and RueLaLa used it to turn a struggling website into a $500M business.
Want to generate word of mouth? Get people talking about you? One way is to give them a way to look good. Make people feel special, or like insiders, and they’ll tell others—and spread word of mouth about you along the way.
Along with five other key principles (STEPPS: Social Currency, Triggers, Emotion, Public, Practical Value, and Stories), Social Currency is a sure fire way to generate buzz. Will following these six principles guarantee that 10 million people spread your message? No. But it will increase the number of people who pass it on. Encourage people to tell two friends instead of just one. It’s like a batting average in baseball. No one hits a home run every time, but by understanding the science of hitting you can boost your average.
The next time someone tells you that going viral is about luck, politely tell them that there is a better way. Science. Word of mouth isn’t random and it’s not magic. By understanding why people talk and share, we can craft contagious content. And use it to get our own products and ideas to catch on.
–
Jonah Berger is a Marketing professor at the Wharton School. Want to learn more about why things go viral? Check out his New York Times bestseller Contagious: Why Things Catch On. Follow @j1berger on Twitter to stay up-to-date with his articles and updates!
Source: www.jonahberger.com
Viral’s Secret Formula
by Jonah Berger, May 30, 2013
Want to know why things go viral? Why some products get more word of mouth? Let me tell you a secret. It’s not luck.
Viral has become marketing’s Holy Grail. From the Harlem Shake to the Rutgers basketball coach abusing his players, hardly a week goes by without some video or news story going viral. And word of mouth and virality have a huge impact on businesses, large and small. Blender company Blendtec’s sales shot up more than 700% a few years ago after videos of the CEO blending things like iPhones spread like wildfire. But what makes something go viral?
If you ask most social media “gurus,” they’ll tell you it’s all about getting lucky. Viral isn’t a strategy, it’s like buying a lottery ticket. Or they’ll talk about cats. Lots of people share videos of funny kitties, so cats must be the reason things go viral.
All these theories are great, except, well, they’re not really backed up by anything. No data. No analytics. Just old fashioned guesses based on looking at a couple particularly noteworthy successes. It’s like the idea that the Earth was flat. It seemed right until someone actually looked deeper and showed, well…it wasn’t.
Virality isn’t luck. It’s not magic. And it’s not random. There’s a science behind why people talk and share. A recipe. A formula, even.
My colleagues and I have analyzed thousands of news articles and hundreds of brands, all to understand why some make the most emailed list or get more word of mouth. Again and again we found the same principles at work. Six key drivers that shape what people talk about and share.Those six principles are the basis of my new book, Contagious: Why Things Catch On, and the first principle is Social Currency.
New York City is a tough place to open a bar. Competition is fierce and it’s hard to cut through the clutter. There are dozens of options around every corner.
But a few years ago Brian Shebairo launched a place that’s been packed since the day it opened. In fact, it’s one of the most sought after drink reservations in the city. Bookings are only available day-of and people frantically hit redial again and again hoping to snag a spot. Yet he’s never advertised the bar. Never spent a dollar on marketing.
How did Shebairo do it?
He hid his bar inside a hot dog restaurant.
Walk into Crif Dogs in the East Village, and you’ll find the most amazing hot dog menu you’ve ever seen. A Tsunami dog with pineapple and green onions, a Chihuahua dog with avocado and sour cream, and a Good Morning dog wrapped in bacon, smothered with cheese, and topped with a fried egg.
In one corner, off to the side, is an old-school phone booth. One of those rectangular numbers that Clark Kent used to morph into Superman. Walk inside and you’ll see a rotary dial phone on the wall. Pick up the phone, and just for fun, dial the number 1. Someone will pick-up the other line and ask you if you have a reservation. And if you do, the back of the phone booth will open and you’ll be let into a secret bar called, of all things, Please Don’t Tell.
Has Please Don’t Tell violated traditional “laws of marketing?” Sure. There is no sign on the street and no mention of it in the hot dog place. In fact, they’ve worked hard to make themselves a secret.
But there’s a funny thing about secrets. Think about the last time someone told you a secret. Told you not to tell another soul. What’s the first thing you did with that information?
You probably told someone else.
And the reason is something called Social Currency. People talk about things that make them look good. Sharp and in-the-know. Smart and funny rather than behind the times. If people go to a place like Please Don’t Tell, or even if they just hear about it, they tell others because it gives them status.
Social Currency isn’t just about hidden bars. It’s why people brag about their thousands of Twitter followers or their kids’ SAT scores. Why golfers boast about their handicaps and frequent fliers tell others when they get upgraded. McDonald’s used social currency to help the McRib sandwich take-off and RueLaLa used it to turn a struggling website into a $500M business.
Want to generate word of mouth? Get people talking about you? One way is to give them a way to look good. Make people feel special, or like insiders, and they’ll tell others—and spread word of mouth about you along the way.
Along with five other key principles (STEPPS: Social Currency, Triggers, Emotion, Public, Practical Value, and Stories), Social Currency is a sure fire way to generate buzz. Will following these six principles guarantee that 10 million people spread your message? No. But it will increase the number of people who pass it on. Encourage people to tell two friends instead of just one. It’s like a batting average in baseball. No one hits a home run every time, but by understanding the science of hitting you can boost your average.
The next time someone tells you that going viral is about luck, politely tell them that there is a better way. Science. Word of mouth isn’t random and it’s not magic. By understanding why people talk and share, we can craft contagious content. And use it to get our own products and ideas to catch on.
–
Jonah Berger is a Marketing professor at the Wharton School. Want to learn more about why things go viral? Check out his New York Times bestseller Contagious: Why Things Catch On. Follow @j1berger on Twitter to stay up-to-date with his articles and updates!
Source: www.jonahberger.com
Saturday, June 8, 2013
GRALInt/Obesity-TED Talks-Jamie Oliver: Teach every child about food
The following information is used for educational purposes only.
Transcript:
Sadly,in the next 18 minutes when I do our chat,four Americans that are alivewill be deadfrom the food that they eat.
My name's Jamie Oliver. I'm 34 years old.I'm from Essex in Englandand for the last seven yearsI've worked fairly tirelesslyto save lives in my own way.I'm not a doctor;I'm a chef,I don't have expensive equipmentor medicine.I use information, education.
I profoundly believe that the power of foodhas a primal place in our homesthat binds us to the best bits of life.We have an awful,awful reality right now.America, you're at the top of your game.This is one of the most unhealthy countries in the world.
Can I please just see a raise of handsfor how many of you have children in this room today?Please put your hands up.Aunties, uncles, you can continue toput your hands up, aunties and uncles as well.Most of you. OK.We, the adults of the last four generations,have blessed our children with the destinyof a shorter lifespanthan their own parents.Your child will live a life ten years youngerthan youbecause of the landscape of food that we've built around them.Two-thirds of this room,today, in America, are statistically overweight or obese.You lot, you're all right, but we'll get you eventually, don't worry.
(Laughter)
Right?The statistics of bad health are clear,very clear.We spend our lives being paranoid about death, murder, homicide,you name it; it's on the front page of every paper, CNN.Look at homicide at the bottom, for God's sake.Right?
(Laughter)
(Applause)
Every single one of those in the redis a diet-related disease.Any doctor, any specialist will tell you that.Fact: Diet-related disease is the biggest killerin the United States, right now, here today.This is a global problem.It's a catastrophe.It's sweeping the world.England is right behind you, as usual.
(Laughter)
I know they were close, but not that close.We need a revolution.Mexico, Australia, Germany, India, China,all have massive problems of obesity and bad health.Think about smoking.It costs way less than obesity now.Obesity costs you Americans10 percent of your healthcare bills,150 billion dollars a year.In 10 years, it's set to double:300 billion dollars a year.And let's be honest, guys, you ain't got that cash.
(Laughter)
I came here to start a food revolutionthat I so profoundly believe in.We need it. The time is now.We're in a tipping-point moment.I've been doing this for seven years.I've been trying in America for seven years.Now is the time when it's ripe -- ripe for the picking.I went to the eye of the storm.I went to West Virginia, the most unhealthy state in America.Or it was last year.We've got a new one this year, but we'll work on that next season.
(Laughter)
Huntington, West Virginia.Beautiful town.I wanted to put heart and soul and people,your public,around the statistics that we've becomeso used to.I want to introduce you to some of the people that I care about:your public, your children.I want to show a picture of my friend Brittany.She's 16 years old.She's got six years to livebecause of the food that she's eaten.She's the third generation of Americansthat hasn't grown up within a food environmentwhere they've been taught to cook at home or in school,or her mom, or her mom's mom.She has six years to live.She's eating her liver to death.
Stacy, the Edwards family.This is a normal family, guys.Stacy does her best, but she's third-generation as well;she was never taught to cook at home or in school.The family's obese.Justin here, 12 years old,he's 350 pounds.He gets bullied, for God's sake.The daughter there, Katie, she's four years old.She's obese before she even gets to primary school.Marissa, she's all right, she's one of your lot.But you know what? Her father, who was obese,died in her arms,And then the second most important man in her life,her uncle, died of obesity,and now her step-dad is obese.You see, the thing isobesity and diet-related diseasedoesn't just hurt the people that have it;it's all of their friends, families,brothers, sisters.
Pastor Steve:an inspirational man, one of my early allies in Huntington, West Virginia.He's at the sharp knife-edge of this problem.He has to bury the people, OK?And he's fed up with it. He's fed up with burying his friends,his family, his community.Come winter, three times as many people die.He's sick of it.This is preventable disease. Waste of life.By the way, this is what they get buried in.We're not geared up to do this.Can't even get them out the door -- and I'm being serious --can't even get them there. Forklift.
OK, I see it as a triangle, OK?This is our landscape of food.I need you to understand it.You've probably heard all this before,but let's just go back over it.Over the last 30 years,what's happened that's ripped the heart out of this country?Let's be frank and honest:Well, modern-day life.
Let's start with the Main Street.Fast food has taken over the whole country; we know that.The big brands are some of the most important powers,powerful powers, in this country.Supermarkets as well.Big companies. Big companies.Thirty years ago, most of the foodwas largely local and largely fresh.Now it's largely processed and full of all sorts of additives,extra ingredients, and you know the rest of the story.Portion size is obviously a massive, massive problem.Labeling is a massive problem.The labeling in this country is a disgrace.They want to be self -- they want to self-police themselves.The industry wants to self-police themselves.What, in this kind of climate? They don't deserve it.How can you say something is low-fat when it's full of so much sugar?
Home.The biggest problem with the homeis that used to be the heartof passing on food, food culture,what made our society.That ain't happening anymore.And you know, as we go to work and as life changes,and as life always evolves,we kind of have to look at it holistically --step back for a moment, and re-address the balance.It ain't happening, hasn't happened for 30 years, OK?I want to show you a situationthat is very normalright now; the Edwards family.
(Video) Jamie Oliver: Let's have a talk.This stuff goes through you and your family's bodyevery week.And I need you to know that this is going to kill your children early.How are you feeling?
Stacy: Just feeling really sad and depressed right now.But, you know, I want my kids to succeed in lifeand this isn't going to get them there.But I'm killing them.
JO: Yes you are. You are.But we can stop that.Normal. Let's get on schools,something that I'm fairly much a specialist in.OK, school.What is school? Who invented it? What's the purpose of school?School was always invented to arm us with the toolsto make us creative, do wonderful things,make us earn a living, etc., etc., etc.You know, it's been kind of in this sort of tight box for a long, long time.OK?But we haven't really evolved itto deal with the health catastrophes of America, OK?School food is somethingthat most kids -- 31 million a day, actually --have twice a day, more than often,breakfast and lunch, 180 days of the year.So you could say that school food is quite important, really,judging the circumstances.
(Laughter)
Before I crack into my rant,which I'm sure you're waiting for ...
(Laughter)
I need to say one thing, and it's so importantin hopefully the magic that happens and unfoldsin the next three months.The lunch ladies, the lunch cooks of America --I offer myself as their ambassador.I'm not slagging them off.They're doing the best they can do.They're doing their best.But they're doing what they're told,and what they're being told to do is wrong.The system is highly run by accountants;there's not enough, or any,food-knowledgeable people in the business.There's a problem:If you're not a food expert, and you've got tight budgetsand it's getting tighter, then you can't be creative,you can't duck and dive and write different things around things.If you're an accountant, and a box-ticker,the only thing you can do in these circumstancesis buy cheaper shit.
Now, the reality is,the food that your kids get every day is fast food,it's highly processed,there's not enough fresh food in there at all.You know, the amount of additives, E numbers, ingredients you wouldn't believe --there's not enough veggies at all. French fries are considered a vegetable.Pizza for breakfast. They don't even get given crockery.Knives and forks? No, they're too dangerous.They have scissors in the classroom,but knives and forks? No.And the way I look at it is: If you don't have knives and forks in your school,you're purely endorsing,from a state level, fast food, because it's handheld.And yes, by the way, it is fast food: It's sloppy joes,it's burgers, it's wieners,it's pizzas, it's all of that stuff.Ten percent of what we spend on healthcare, as I said earlier,is on obesity, and it's going to double.We're not teaching our kids.There's no statutory right to teach kids about food,elementary or secondary school. OK?We don't teach kids about food. Right?And this is a little clip from an elementary school,which is very common in England.
Video: Who knows what this is?
Child: Potatoes. Jamie Oliver: Potato? So, you think these are potatoes?Do you know what that is?Do you know what that is? Child: Broccoli?
JO: What about this? Our good old friend.Do you know what this is, honey? Child: Celery.
JO: No. What do you think this is? Child: Onion. JO: Onion? No.
Jamie Oliver: Immediately you get a really clear senseof: Do the kids know anything about where food comes from?
Video: JO: Who knows what that is? Child: Uh, pear?JO: What do you think this is? Child: I don't know.JO: If the kids don't know what stuff is,then they will never eat it.
(Laughter)
JO: Normal. England and America,England and America.Guess what fixed that. Guess what fixed that:Two one-hour sessions.We've got to start teaching our kidsabout food in schools, period.
(Applause)
I want to tell you about something,I want to tell you about something that kind ofepitomizes the trouble that we're in, guys. OK?I want to talk about something so basic as milk.Every kid has the right to milk at school.Your kids will be having milk at school, breakfast and lunch. Right?They'll be having two bottles. OK?And most kids do.But milk ain't good enough anymore.Because someone at the milk board, right -- and don't get me wrong,I support milk -- but someone at the milk boardprobably paid a lot of money for some geezerto work out that if you put loads of flavorings and coloringsand sugar in milk, right,more kids will drink it. Yeah.
(Claps)
And obviously now that's going to catch on.The apple board is going to work outthat if they make toffee apples they'll eat more apples as well.Do you know what I mean?For me, there ain't no need to flavor the milk.Okay? There's sugar in everything.I know the ins and outs of those ingredients.It's in everything. Even the milk hasn't escapedthe kind of modern-day problems.There's our milk. There's our carton.In that is nearly as much sugaras one of your favorite cans of fizzy pop,and they are having two a day.So, let me just show you.We've got one kid, here,having, you know, eight tablespoons of sugar a day.You know, there's your week.There's your month.And I've taken the liberty of putting injust the five years of elementary school sugar,just from milk.Now, I don't know about you guys,but judging the circumstances, right,any judge in the whole world,would look at the statistics and the evidence,and they would find any government of oldguilty of child abuse. That's my belief.
(Applause)
Now, if I came up here, and I wish I could come up here todayand hang a cure for AIDS or cancer,you'd be fighting and scrambling to get to me.This, all this bad news, is preventable.That's the good news.It's very, very preventable.So, let's just think about, we got a problem here,we need to reboot.Okay so, in my world, what do we need to do?Here is the thing, right,it cannot just come from one source.To reboot and make real tangible change,real change, so that I could look you in the white of the eyesand say, "In 10 years time,the history of your children's lives,happiness -- and let's not forget, you're clever if you eat well,you know you're going to live longer --all of that stuff, it will look different. OK?"
So, supermarkets.Where else do you shop so religiously?Week in, week out.How much money do you spend, in your life, in a supermarket?Love them. They just sell us what we want. All right.They owe us, to put a food ambassadorin every major supermarket.They need to help us shop. They need to show us how to cookquick, tasty, seasonal mealsfor people that are busy.This is not expensive.It is done in some, and it needs to be done across the boardin America soon, and quick.The big brands, you know, the food brands,need to put food educationat the heart of their businesses.I know, easier said than done.It's the future. It's the only way.
Fast food. With the fast-food industryyou know, it's very competitive.I've had loads of secret papers and dealingswith fast food restaurants.I know how they do it.I mean basically they've weaned us onto these hits of sugar, salt and fat, and x, y, and z,and everyone loves them. Right?So, these guys are going to be part of the solution.But we need to get the government to workwith all of the fast food purveyors and the restaurant industry,and over a five, six, seven year periodwean of us off the extreme amountsof fat, sugar, fat and all the other non-food ingredients.
Now, also, back to the sort of big brands: Labeling,I said earlier, is an absolute farceand has got to be sorted.OK, school.Obviously in schools we owe it to themto make sure those 180 days of the year,from that little precious age of four,til 18, 20, 24, whatever,they need to be cookedproper, fresh foodfrom local growers on site. OK?There needs to be a new standard of fresh, proper foodfor your children. Yeah?
(Applause)
Under the circumstances, it's profoundly importantthat every single American child leaves schoolknowing how to cook 10 recipesthat will save their life.Life skills.
(Applause)
That means that they can be students, young parents,and be able to sort of duck and divearound the basics of cooking,no matter what recession hits them next time. If you can cook,recession money doesn't matter.If you can cook, time doesn't matter.The workplace, we haven't really talked about it.You know, it's now time for corporate responsibilityto really look at what they feedor make available to their staff.The staff are the moms and dads of America's children.Marissa, her father died in her hand,I think she'd be quite happyif corporate America could start feeding their staff properly.Definitely they shouldn't be left out.Let's go back to the home.
Now, look, if we do all this stuff, and we can,it's so achievable. You can care and be commercial.Absolutely.But the home needs to start passing oncooking again, for sure.For sure, pass it on as a philosophy.And for me it's quite romantic,but it's about if one person teaches three peoplehow to cook something,and they teach three of their mates,that only has to repeat itself 25 times,and that's the whole population of America.Romantic, yes, butmost importantly,it's about trying to get people to realizethat every one of your individual effortsmakes a difference.We've got to put back what's been lost.Huntington's Kitchen. Huntington, where I made this program,you know, we've got this prime-time program that hopefullywill inspire people to really get on this change.I truly believe that change will happen.Huntington's Kitchen. I work with a community.I worked in the schools. I found local sustainable fundingto get every single school in the area,from the junk, onto the fresh food:six-and-a-half grand per school.
(Applause)
That's all it takes, six-and-a-half grand per school.The Kitchen is 25 grand a month. Okay?This can do 5,000 people a year,which is 10 percent of their population,and it's people on people.You know, it's local cooks teaching local people.It's free cooking lessons, guys, free cooking lessons in the Main Street.This is real, tangible change, real, tangible change.Around America, if we just look back now,there is plenty of wonderful things going on.There is plenty of beautiful things going on. There are angelsaround America doing great thingsin schools -- farm-to-school set-ups,garden set-ups, education --there are amazing people doing this already.The problem is they all want to roll out what they're doingto the next school, and the next,but there's no cash.We need to recognize the experts and the angels quickly,identify them, and allow them to easily find the resourceto keep rolling out what they're already doing,and doing well.Businesses of America need to supportMrs. Obama to do the things that she wants to do.
(Applause)
And look, I know it's weirdhaving an English person standing here before youtalking about all this.All I can say is: I care. I'm a father,and I love this country,and I believe truly, actually,that if change can be made in this country,beautiful things will happen around the world. If America does it,I believe other people will follow.It's incredibly important.
(Applause)
When I was in Huntington, trying to get a few things to workwhen they weren't, I thought "If I had a magic wand,what would I do?" And I thought, "You know what?I'd just love to be put in front of some of the most amazingmovers and shakers in America."And a month later, TED phoned me up and gave me this award.I'm here.So, my wish.Dyslexic, so I'm a bit slow.My wishis for you to help a strong,sustainable movementto educate every childabout food,to inspire families to cook again,and to empower people everywhereto fight obesity.
(Applause)
Thank you.
(Applause)
Transcript:
Sadly,in the next 18 minutes when I do our chat,four Americans that are alivewill be deadfrom the food that they eat.
My name's Jamie Oliver. I'm 34 years old.I'm from Essex in Englandand for the last seven yearsI've worked fairly tirelesslyto save lives in my own way.I'm not a doctor;I'm a chef,I don't have expensive equipmentor medicine.I use information, education.
I profoundly believe that the power of foodhas a primal place in our homesthat binds us to the best bits of life.We have an awful,awful reality right now.America, you're at the top of your game.This is one of the most unhealthy countries in the world.
Can I please just see a raise of handsfor how many of you have children in this room today?Please put your hands up.Aunties, uncles, you can continue toput your hands up, aunties and uncles as well.Most of you. OK.We, the adults of the last four generations,have blessed our children with the destinyof a shorter lifespanthan their own parents.Your child will live a life ten years youngerthan youbecause of the landscape of food that we've built around them.Two-thirds of this room,today, in America, are statistically overweight or obese.You lot, you're all right, but we'll get you eventually, don't worry.
(Laughter)
Right?The statistics of bad health are clear,very clear.We spend our lives being paranoid about death, murder, homicide,you name it; it's on the front page of every paper, CNN.Look at homicide at the bottom, for God's sake.Right?
(Laughter)
(Applause)
Every single one of those in the redis a diet-related disease.Any doctor, any specialist will tell you that.Fact: Diet-related disease is the biggest killerin the United States, right now, here today.This is a global problem.It's a catastrophe.It's sweeping the world.England is right behind you, as usual.
(Laughter)
I know they were close, but not that close.We need a revolution.Mexico, Australia, Germany, India, China,all have massive problems of obesity and bad health.Think about smoking.It costs way less than obesity now.Obesity costs you Americans10 percent of your healthcare bills,150 billion dollars a year.In 10 years, it's set to double:300 billion dollars a year.And let's be honest, guys, you ain't got that cash.
(Laughter)
I came here to start a food revolutionthat I so profoundly believe in.We need it. The time is now.We're in a tipping-point moment.I've been doing this for seven years.I've been trying in America for seven years.Now is the time when it's ripe -- ripe for the picking.I went to the eye of the storm.I went to West Virginia, the most unhealthy state in America.Or it was last year.We've got a new one this year, but we'll work on that next season.
(Laughter)
Huntington, West Virginia.Beautiful town.I wanted to put heart and soul and people,your public,around the statistics that we've becomeso used to.I want to introduce you to some of the people that I care about:your public, your children.I want to show a picture of my friend Brittany.She's 16 years old.She's got six years to livebecause of the food that she's eaten.She's the third generation of Americansthat hasn't grown up within a food environmentwhere they've been taught to cook at home or in school,or her mom, or her mom's mom.She has six years to live.She's eating her liver to death.
Stacy, the Edwards family.This is a normal family, guys.Stacy does her best, but she's third-generation as well;she was never taught to cook at home or in school.The family's obese.Justin here, 12 years old,he's 350 pounds.He gets bullied, for God's sake.The daughter there, Katie, she's four years old.She's obese before she even gets to primary school.Marissa, she's all right, she's one of your lot.But you know what? Her father, who was obese,died in her arms,And then the second most important man in her life,her uncle, died of obesity,and now her step-dad is obese.You see, the thing isobesity and diet-related diseasedoesn't just hurt the people that have it;it's all of their friends, families,brothers, sisters.
Pastor Steve:an inspirational man, one of my early allies in Huntington, West Virginia.He's at the sharp knife-edge of this problem.He has to bury the people, OK?And he's fed up with it. He's fed up with burying his friends,his family, his community.Come winter, three times as many people die.He's sick of it.This is preventable disease. Waste of life.By the way, this is what they get buried in.We're not geared up to do this.Can't even get them out the door -- and I'm being serious --can't even get them there. Forklift.
OK, I see it as a triangle, OK?This is our landscape of food.I need you to understand it.You've probably heard all this before,but let's just go back over it.Over the last 30 years,what's happened that's ripped the heart out of this country?Let's be frank and honest:Well, modern-day life.
Let's start with the Main Street.Fast food has taken over the whole country; we know that.The big brands are some of the most important powers,powerful powers, in this country.Supermarkets as well.Big companies. Big companies.Thirty years ago, most of the foodwas largely local and largely fresh.Now it's largely processed and full of all sorts of additives,extra ingredients, and you know the rest of the story.Portion size is obviously a massive, massive problem.Labeling is a massive problem.The labeling in this country is a disgrace.They want to be self -- they want to self-police themselves.The industry wants to self-police themselves.What, in this kind of climate? They don't deserve it.How can you say something is low-fat when it's full of so much sugar?
Home.The biggest problem with the homeis that used to be the heartof passing on food, food culture,what made our society.That ain't happening anymore.And you know, as we go to work and as life changes,and as life always evolves,we kind of have to look at it holistically --step back for a moment, and re-address the balance.It ain't happening, hasn't happened for 30 years, OK?I want to show you a situationthat is very normalright now; the Edwards family.
(Video) Jamie Oliver: Let's have a talk.This stuff goes through you and your family's bodyevery week.And I need you to know that this is going to kill your children early.How are you feeling?
Stacy: Just feeling really sad and depressed right now.But, you know, I want my kids to succeed in lifeand this isn't going to get them there.But I'm killing them.
JO: Yes you are. You are.But we can stop that.Normal. Let's get on schools,something that I'm fairly much a specialist in.OK, school.What is school? Who invented it? What's the purpose of school?School was always invented to arm us with the toolsto make us creative, do wonderful things,make us earn a living, etc., etc., etc.You know, it's been kind of in this sort of tight box for a long, long time.OK?But we haven't really evolved itto deal with the health catastrophes of America, OK?School food is somethingthat most kids -- 31 million a day, actually --have twice a day, more than often,breakfast and lunch, 180 days of the year.So you could say that school food is quite important, really,judging the circumstances.
(Laughter)
Before I crack into my rant,which I'm sure you're waiting for ...
(Laughter)
I need to say one thing, and it's so importantin hopefully the magic that happens and unfoldsin the next three months.The lunch ladies, the lunch cooks of America --I offer myself as their ambassador.I'm not slagging them off.They're doing the best they can do.They're doing their best.But they're doing what they're told,and what they're being told to do is wrong.The system is highly run by accountants;there's not enough, or any,food-knowledgeable people in the business.There's a problem:If you're not a food expert, and you've got tight budgetsand it's getting tighter, then you can't be creative,you can't duck and dive and write different things around things.If you're an accountant, and a box-ticker,the only thing you can do in these circumstancesis buy cheaper shit.
Now, the reality is,the food that your kids get every day is fast food,it's highly processed,there's not enough fresh food in there at all.You know, the amount of additives, E numbers, ingredients you wouldn't believe --there's not enough veggies at all. French fries are considered a vegetable.Pizza for breakfast. They don't even get given crockery.Knives and forks? No, they're too dangerous.They have scissors in the classroom,but knives and forks? No.And the way I look at it is: If you don't have knives and forks in your school,you're purely endorsing,from a state level, fast food, because it's handheld.And yes, by the way, it is fast food: It's sloppy joes,it's burgers, it's wieners,it's pizzas, it's all of that stuff.Ten percent of what we spend on healthcare, as I said earlier,is on obesity, and it's going to double.We're not teaching our kids.There's no statutory right to teach kids about food,elementary or secondary school. OK?We don't teach kids about food. Right?And this is a little clip from an elementary school,which is very common in England.
Video: Who knows what this is?
Child: Potatoes. Jamie Oliver: Potato? So, you think these are potatoes?Do you know what that is?Do you know what that is? Child: Broccoli?
JO: What about this? Our good old friend.Do you know what this is, honey? Child: Celery.
JO: No. What do you think this is? Child: Onion. JO: Onion? No.
Jamie Oliver: Immediately you get a really clear senseof: Do the kids know anything about where food comes from?
Video: JO: Who knows what that is? Child: Uh, pear?JO: What do you think this is? Child: I don't know.JO: If the kids don't know what stuff is,then they will never eat it.
(Laughter)
JO: Normal. England and America,England and America.Guess what fixed that. Guess what fixed that:Two one-hour sessions.We've got to start teaching our kidsabout food in schools, period.
(Applause)
I want to tell you about something,I want to tell you about something that kind ofepitomizes the trouble that we're in, guys. OK?I want to talk about something so basic as milk.Every kid has the right to milk at school.Your kids will be having milk at school, breakfast and lunch. Right?They'll be having two bottles. OK?And most kids do.But milk ain't good enough anymore.Because someone at the milk board, right -- and don't get me wrong,I support milk -- but someone at the milk boardprobably paid a lot of money for some geezerto work out that if you put loads of flavorings and coloringsand sugar in milk, right,more kids will drink it. Yeah.
(Claps)
And obviously now that's going to catch on.The apple board is going to work outthat if they make toffee apples they'll eat more apples as well.Do you know what I mean?For me, there ain't no need to flavor the milk.Okay? There's sugar in everything.I know the ins and outs of those ingredients.It's in everything. Even the milk hasn't escapedthe kind of modern-day problems.There's our milk. There's our carton.In that is nearly as much sugaras one of your favorite cans of fizzy pop,and they are having two a day.So, let me just show you.We've got one kid, here,having, you know, eight tablespoons of sugar a day.You know, there's your week.There's your month.And I've taken the liberty of putting injust the five years of elementary school sugar,just from milk.Now, I don't know about you guys,but judging the circumstances, right,any judge in the whole world,would look at the statistics and the evidence,and they would find any government of oldguilty of child abuse. That's my belief.
(Applause)
Now, if I came up here, and I wish I could come up here todayand hang a cure for AIDS or cancer,you'd be fighting and scrambling to get to me.This, all this bad news, is preventable.That's the good news.It's very, very preventable.So, let's just think about, we got a problem here,we need to reboot.Okay so, in my world, what do we need to do?Here is the thing, right,it cannot just come from one source.To reboot and make real tangible change,real change, so that I could look you in the white of the eyesand say, "In 10 years time,the history of your children's lives,happiness -- and let's not forget, you're clever if you eat well,you know you're going to live longer --all of that stuff, it will look different. OK?"
So, supermarkets.Where else do you shop so religiously?Week in, week out.How much money do you spend, in your life, in a supermarket?Love them. They just sell us what we want. All right.They owe us, to put a food ambassadorin every major supermarket.They need to help us shop. They need to show us how to cookquick, tasty, seasonal mealsfor people that are busy.This is not expensive.It is done in some, and it needs to be done across the boardin America soon, and quick.The big brands, you know, the food brands,need to put food educationat the heart of their businesses.I know, easier said than done.It's the future. It's the only way.
Fast food. With the fast-food industryyou know, it's very competitive.I've had loads of secret papers and dealingswith fast food restaurants.I know how they do it.I mean basically they've weaned us onto these hits of sugar, salt and fat, and x, y, and z,and everyone loves them. Right?So, these guys are going to be part of the solution.But we need to get the government to workwith all of the fast food purveyors and the restaurant industry,and over a five, six, seven year periodwean of us off the extreme amountsof fat, sugar, fat and all the other non-food ingredients.
Now, also, back to the sort of big brands: Labeling,I said earlier, is an absolute farceand has got to be sorted.OK, school.Obviously in schools we owe it to themto make sure those 180 days of the year,from that little precious age of four,til 18, 20, 24, whatever,they need to be cookedproper, fresh foodfrom local growers on site. OK?There needs to be a new standard of fresh, proper foodfor your children. Yeah?
(Applause)
Under the circumstances, it's profoundly importantthat every single American child leaves schoolknowing how to cook 10 recipesthat will save their life.Life skills.
(Applause)
That means that they can be students, young parents,and be able to sort of duck and divearound the basics of cooking,no matter what recession hits them next time. If you can cook,recession money doesn't matter.If you can cook, time doesn't matter.The workplace, we haven't really talked about it.You know, it's now time for corporate responsibilityto really look at what they feedor make available to their staff.The staff are the moms and dads of America's children.Marissa, her father died in her hand,I think she'd be quite happyif corporate America could start feeding their staff properly.Definitely they shouldn't be left out.Let's go back to the home.
Now, look, if we do all this stuff, and we can,it's so achievable. You can care and be commercial.Absolutely.But the home needs to start passing oncooking again, for sure.For sure, pass it on as a philosophy.And for me it's quite romantic,but it's about if one person teaches three peoplehow to cook something,and they teach three of their mates,that only has to repeat itself 25 times,and that's the whole population of America.Romantic, yes, butmost importantly,it's about trying to get people to realizethat every one of your individual effortsmakes a difference.We've got to put back what's been lost.Huntington's Kitchen. Huntington, where I made this program,you know, we've got this prime-time program that hopefullywill inspire people to really get on this change.I truly believe that change will happen.Huntington's Kitchen. I work with a community.I worked in the schools. I found local sustainable fundingto get every single school in the area,from the junk, onto the fresh food:six-and-a-half grand per school.
(Applause)
That's all it takes, six-and-a-half grand per school.The Kitchen is 25 grand a month. Okay?This can do 5,000 people a year,which is 10 percent of their population,and it's people on people.You know, it's local cooks teaching local people.It's free cooking lessons, guys, free cooking lessons in the Main Street.This is real, tangible change, real, tangible change.Around America, if we just look back now,there is plenty of wonderful things going on.There is plenty of beautiful things going on. There are angelsaround America doing great thingsin schools -- farm-to-school set-ups,garden set-ups, education --there are amazing people doing this already.The problem is they all want to roll out what they're doingto the next school, and the next,but there's no cash.We need to recognize the experts and the angels quickly,identify them, and allow them to easily find the resourceto keep rolling out what they're already doing,and doing well.Businesses of America need to supportMrs. Obama to do the things that she wants to do.
(Applause)
And look, I know it's weirdhaving an English person standing here before youtalking about all this.All I can say is: I care. I'm a father,and I love this country,and I believe truly, actually,that if change can be made in this country,beautiful things will happen around the world. If America does it,I believe other people will follow.It's incredibly important.
(Applause)
When I was in Huntington, trying to get a few things to workwhen they weren't, I thought "If I had a magic wand,what would I do?" And I thought, "You know what?I'd just love to be put in front of some of the most amazingmovers and shakers in America."And a month later, TED phoned me up and gave me this award.I'm here.So, my wish.Dyslexic, so I'm a bit slow.My wishis for you to help a strong,sustainable movementto educate every childabout food,to inspire families to cook again,and to empower people everywhereto fight obesity.
(Applause)
Thank you.
(Applause)
MKTG/ADV/GralINt-TED Talks-Morgan Spurlock: The greatest TED Talk ever sold
The following information is used for educational purposes only.
Transcript:
I have spent the past few years putting myself into situations that are usually very difficult and at the same time somewhat dangerous.I went to prison --difficult.I worked in a coal mine --dangerous.I filmed in war zones --difficult and dangerous.And I spent 30 days eating nothing but this --fun in the beginning,little difficult in the middle, very dangerous in the end.In fact, most of my career,I've been immersing myself into seemingly horrible situations for the whole goal of trying to examine societal issues in a way that make them engaging, that make them interesting,that hopefully break them down in a way that make them entertaining and accessible to an audience.So when I knew I was coming here to do a TED Talk that was going to look at the world of branding and sponsorship,I knew I would want to do something a little different.
So as some of you may or may not have heard,a couple weeks ago, I took out an ad on eBay.I sent out some Facebook messages,some Twitter messages,and I gave people the opportunity to buy the naming rights to my 2011 TED Talk.That's right, some lucky individual, corporation,for-profit or non-profit,was going to get the once-in-a-lifetime opportunity --because I'm sure Chris Anderson will never let it happen again --to buy the naming rights to the talk you're watching right now,that at the time didn't have a title, didn't really have a lot of content and didn't really give much hint as to what the subject matter would actually be.So what you were getting was this:Your name here presents:My TED Talk that you have no idea what the subject is and, depending on the content, could ultimately blow up in your face,especially if I make you or your company look stupid for doing it.But that being said,it's a very good media opportunity.You know how many people watch these TED Talks?It's a lot.That's just a working title, by the way.So even with that caveat,I knew that someone would buy the naming rights.
Now if you'd have asked me that a year ago,I wouldn't have been able to tell you that with any certainty.But in the new project that I'm working on, my new film,we examine the world of marketing, advertising.And as I said earlier,I put myself in some pretty horrible situations over the years,but nothing could prepare me, nothing could ready me,for anything as difficult or as dangerous as going into the rooms with these guys.You see, I had this idea for a movie.
(Video) Morgan Spurlock: What I want to do is make a film all about product placement, marketing and advertising,where the entire film is funded by product placement, marketing and advertising.So the movie will be called "The Greatest Movie Ever Sold."So what happens in "The Greatest Movie Ever Sold,"is that everything from top to bottom, from start to finish,is branded from beginning to end --from the above-the-title sponsor that you'll see in the movie,which is brand X.Now this brand, the Qualcomm Stadium,the Staples Center ...these people will be married to the film in perpetuity -- forever.And so the film explores this whole idea -- (Michael Kassan: It's redundant.)It's what? (MK: It's redundant.) In perpetuity, forever?I'm a redundant person. (MK: I'm just saying.)That was more for emphasis.It was, "In perpetuity. Forever."But not only are we going to have the brand X title sponsor,but we're going to make sure we sell out every category we can in the film.So maybe we sell a shoe and it becomes the greatest shoe you ever wore ...the greatest car you ever drove from "The Greatest Movie Ever Sold,"the greatest drink you've ever had, courtesy of "The Greatest Movie Ever Sold."
Xavier Kochhar: So the idea is,beyond just showing that brands are a part of your life,but actually get them to finance the film? (MS: Get them to finance the film.)
MS: And actually we show the whole process of how does it work.The goal of this whole film is transparency.You're going to see the whole thing take place in this movie.So that's the whole concept,the whole film, start to finish.And I would love for CEG to help make it happen.
Robert Friedman: You know it's funny,because when I first hear it,it is the ultimate respect for an audience.
Guy: I don't know how receptive people are going to be to it, though.
XK: Do you have a perspective --I don't want to use "angle" because that has a negative connotation --but do you know how this is going to play out? (MS: No idea.)
David Cohn: How much money does it take to do this?
MS: 1.5 million. (DC: Okay.)
John Kamen: I think that you're going to have a hard time meeting with them,but I think it's certainly worth pursuing a couple big, really obvious brands.
XK: Who knows, maybe by the time your film comes out,we look like a bunch of blithering idiots.
MS: What do you think the response is going to be?
Stuart Ruderfer: The responses mostly will be "no."
MS: But is it a tough sell because of the film or a tough sell because of me?
JK: Both.
MS: ... Meaning not so optimistic.So, sir, can you help me? I need help.
MK: I can help you.
MS: Okay. (MK: Good.)Awesome.
MK: We've gotta figure out which brands.
MS: Yeah. (MK: That's the challenge.)When you look at the people you deal with ..
MK: We've got some places we can go. (MS: Okay.)Turn the camera off.
MS: I thought "Turn the camera off"meant, "Let's have an off-the-record conversation."Turns out it really means,"We want nothing to do with your movie."
MS: And just like that, one by one,all of these companies suddenly disappeared.None of them wanted anything to do with this movie.I was amazed.They wanted absolutely nothing to do with this project.And I was blown away, because I thought the whole concept, the idea of advertising,was to get your product out in front of as many people as possible,to get as many people to see it as possible.Especially in today's world,this intersection of new media and old media and the fractured media landscape,isn't the idea to get that new buzz-worthy delivery vehicle that's going to get that message to the masses?No, that's what I thought.
But the problem was, you see,my idea had one fatal flaw,and that flaw was this.Actually no, that was not the flaw whatsoever.That wouldn't have been a problem at all.This would have been fine.But what this image represents was the problem.See, when you do a Google image search for transparency,this is ---This is one of the first images that comes up.So I like the way you roll, Sergey Brin. No.(Laughter)This is was the problem: transparency --free from pretense or deceit;easily detected or seen through;readily understood;characterized by visibility or accessibility of information,especially concerning business practices --that last line being probably the biggest problem.You see, we hear a lot about transparency these days.Our politicians say it, our president says it,even our CEO's say it.But suddenly when it comes down to becoming a reality,something suddenly changes.But why? Well, transparency is scary --(Roar)like that odd, still-screaming bear.It's unpredictable --like this odd country road.And it's also very risky.What else is risky?Eating an entire bowl of Cool Whip.That's very risky.
Now when I started talking to companies and telling them that we wanted to tell this story,and they said, "No, we want you to tell a story.We want you to tell a story,but we just want to tell our story."See, when I was a kid and my father would catch me in some sort of a lie --and there he is giving me the look he often gave me --he would say, "Son, there's three sides to every story.There's your story,there's my storyand there's the real story."Now you see, with this film, we wanted to tell the real story.But with only one company, one agency willing to help me --and that's only because I knew John Bond and Richard Kirshenbaum for years --I realized that I would have to go on my own,I'd have to cut out the middleman and go to the companies myself with all of my team.So what you suddenly started to realize --or what I started to realize --is that when you started having conversations with these companies,the idea of understanding your brand is a universal problem.
(Video) MS: I have friends who make great big, giant Hollywood films,and I have friends who make little independent films like I make.And the friends of mine who make big, giant Hollywood movies say the reason their films are so successful is because of the brand partners that they have.And then my friends who make small independent films say, "Well, how are we supposed to compete with these big, giant Hollywood movies?"And the movie is called"The Greatest Movie Ever Sold."So how specifically will we see Ban in the film?Any time I'm ready to go, any time I open up my medicine cabinet,you will see Ban deodorant.While anytime I do an interview with someone,I can say, "Are you fresh enough for this interview?Are you ready? You look a little nervous.I want to help you calm down.So maybe you should put some one before the interview."So we'll offer one of these fabulous scents.Whether it's a "Floral Fusion" or a "Paradise Winds,"they'll have their chance.We will have them geared for both male or female --solid, roll-on or stick, whatever it may be.That's the two-cent tour.So now I can answer any of your questions and give you the five-cent tour.
Karen Frank: We are a smaller brand.Much like you talked about being a smaller movie,we're very much a challenger brand.So we don't have the budgets that other brands have.So doing things like this -- you know,remind people about Ban --is kind of why were interested in it.
MS: What are the words that you would use to describe Ban?Ban is blank.
KF: That's a great question.
Woman: Superior technology.
MS: Technology's not the way you want to describe somethingsomebody's putting in their armpit.
Man: We talk about bold, fresh.I think "fresh" is a great word that really spins this category into the positive,versus "fights odor and wetness."It keeps you fresh.How do we keep you fresher longer -- better freshness,more freshness, three times fresher.Things like that that are more of that positive benefit.
MS: And that's a multi-million dollar corporation.What about me? What about a regular guy?I need to go talk to the man on the street,the people who are like me, the regular Joes.They need to tell me about my brand.
(Video) MS: How would you guys describe your brand?
Man: Um, my brand?I don't know.I like really nice clothes.
Woman: 80's revival meets skater-punk,unless it's laundry day.
MS: All right, what is brand Gerry?
Gerry: Unique. (MS: Unique.)
Man: I guess what kind of genre, style I am would be like dark glamor.I like a lot of black colors,a lot of grays and stuff like that.But usually I have an accessory,like sunglasses,or I like crystal and things like that too.
Woman: If Dan were a brand,he might be a classic convertible Mercedes Benz.
Man 2: The brand that I am is, I would call it casual fly.
Woman 2: Part hippie, part yogi,part Brooklyn girl -- I don't know.
Man 3: I'm the pet guy.I sell pet toys all over the country, all over the world.So I guess that's my brand.In my warped little industry, that's my brand.
Man 4: My brand is FedEx because I deliver the goods.
Man 5: Failed writer-alcoholic brand.Is that something?
Lawyer: I'm a lawyer brand.
Tom: I'm Tom.
MS: Well we can't all be brand Tom, but I do often find myself at the intersection of dark glamor and casual fly.
And what I realized is I needed an expert.I needed somebody who could get inside my head,somebody who could really help me understand what they call your "brand personality."And so I found a company called Olson Zaltman in Pittsburg.They've helped companies like Nestle, Febreze, Hallmark discover that brand personality.If they could do it for them, surely they could do it for me.
(Video) Abigail: You brought your pictures, right?
MS: I did. The very first picture is a picture of my family.
A: So tell me a little bit how it relates to your thoughts and feelings about who you are.
MS: These are the people who shape the way I look at the world.
A: Tell me about this world.
MS: This world? I think your world is the world that you live in --like people who are around you, your friends, your family,the way you live your life, the job you do.All those things stemmed and started from one place,and for me they stemmed and started with my family in West Virginia.
A: What's the next one you want to talk about?
MS: The next one: This was the best day ever.
A: How does this relate to your thoughts and feelings about who you are?
MS: It's like, who do I want to be?I like things that are different.I like things that are weird. I like weird things.
A: Tell me about the "why" phase -- what does that do for us?What is the machete? What pupa stage are you in now?Why is it important to reboot? What does the red represent?Tell me a little bit about that part.... A little more about you that is not who you are.What are some other metamorphoses that you've had?... Doesn't have to be fear. What kind of roller coaster are you on?
MS: EEEEEE! (A: Thank you.) No, thank you.
A: Thanks for you patience. (MS: Great job.)
A: Yeah. (MS: Thanks a lot.) All right.
MS: Yeah, I don't know what's going to come of this.There was a whole lot of crazy going on in there.
Lindsay Zaltman: The first thing we saw was this idea that you had two distinct, but complementary sides to your brand personality --the Morgan Spurlock brand is a mindful/play brand.Those are juxtaposed very nicely together.And I think there's almost a paradox with those.And I think some companies will just focus on one of their strengths or the other instead of focusing on both.Most companies tend to -- and it's human nature --to avoid things that they're not sure of,avoid fear, those elements,and you really embrace those,and you actually turn them into positives for you, and it's a neat thing to see.What other brands are like that?The first on here is the classic, Apple.And you can see here too, Target, Wii,Mini from the Mini Coopers, and JetBlue.Now there's playful brands and mindful brands,those things that have come and gone,but a playful, mindful brand is a pretty powerful thing.
MS: A playful, mindful brand. What is your brand?If somebody asked you to describe your brand identity, your brand personality,what would you be?Are you an up attribute? Are you something that gets the blood flowing?Or are you more of a down attribute?Are you something that's a little more calm, reserved, conservative?Up attributes are things like being playful,being fresh like the Fresh Prince,contemporary, adventurous,edgy or daring like Errol Flynn,nimble or agile, profane, domineering,magical or mystical like Gandalf.Or are you more of a down attribute?Are you mindful, sophisticated like 007?Are you established, traditional, nurturing, protective,empathetic like the Oprah?Are you reliable, stable, familiar,safe, secure, sacred,contemplative or wiselike the Dalai Lama or Yoda?
Over the course of this film,we had 500-plus companies who were up and down companies saying, "no," they didn't want any part of this project.They wanted nothing to do with this film, mainly because they would have no control,they would have no control over the final product.But we did get 17 brand partners who were willing to relinquish that control,who wanted to be in business with someone as mindful and as playful as myself and who ultimately empowered us to tell stories that normally we wouldn't be able to tell --stories that an advertiser would normally never get behind.
They enabled us to tell the story about neuromarketing,as we got into telling the story in this film about how now they're using MRI'sto target the desire centers of your brain for both commercials as well as movie marketing.We went to San Paulo where they have banned outdoor advertising.In the entire city for the past five years,there's no billboards, there's no posters, there's no fliers, nothing.(Applause)And we went to school districts where now companies are making their way into cash-strapped schools all across America.What's incredible for me is the projects that I've gotten the most feedback out of,or I've had the most success in,are ones where I've interacted with things directly.
And that's what these brands did.They cut out the middleman, they cut out their agencies and said, "Maybe these agencies don't have my best interest in mind.I'm going to deal directly with the artist.I'm going to work with him to create something different,something that's going to get people thinking,that's going to challenge the way we look at the world."
And how has that been for them? Has it been successful?Well, since the film premiered at the Sundance Film Festival, let's take a look.According to Burrelles, the movie premiered in January,and since then -- and this isn't even the whole thing --we've had 900 million media impressions for this film.That's literally covering just like a two and a half-week period.That's only online -- no print, no TV.The film hasn't even been distributed yet.It's not even online. It's not even streaming.It's not even been out into other foreign countries yet.So ultimately,this film has already started to gain a lot of momentum.And not bad for a project that almost every ad agency we talked to advised their clients not to take part.
What I always believe is that if you take chances, if you take risks,that in those risks will come opportunity.I believe that when you push people away from that,you're pushing them more towards failure.I believe that when you train your employees to be risk averse,then you're preparing your whole company to be reward challenged.I feel like that what has to happen moving forward is we need to encourage people to take risks.We need to encourage people to not be afraidof opportunities that may scare them.Ultimately, moving forward,I think we have to embrace fear.We've got to put that bear in a cage.Embrace fear. Embrace risk.One big spoonful at a time, we have to embrace risk.
And ultimately, we have to embrace transparency.Today, more than ever,a little honesty is going to go a long way.And that being said, through honesty and transparency,my entire talk, "Embrace Transparency,"has been brought to you by my good friends at EMC,who for $7,100 bought the naming rights on eBay.(Applause)EMC: Turning big data into big opportunity for organizations all over the world.EMC presents: "Embrace Transparency."
Thank you very much, guys.
June Cohen: So, Morgan,in the name of transparency,what exactly happened to that $7,100?MS: That is a fantastic question.I have in my pocket a check made out to the parent organization to the TED organization,the Sapling Foundation --a check for $7,100 to be applied toward my attendance for next year's TED.
Transcript:
I have spent the past few years putting myself into situations that are usually very difficult and at the same time somewhat dangerous.I went to prison --difficult.I worked in a coal mine --dangerous.I filmed in war zones --difficult and dangerous.And I spent 30 days eating nothing but this --fun in the beginning,little difficult in the middle, very dangerous in the end.In fact, most of my career,I've been immersing myself into seemingly horrible situations for the whole goal of trying to examine societal issues in a way that make them engaging, that make them interesting,that hopefully break them down in a way that make them entertaining and accessible to an audience.So when I knew I was coming here to do a TED Talk that was going to look at the world of branding and sponsorship,I knew I would want to do something a little different.
So as some of you may or may not have heard,a couple weeks ago, I took out an ad on eBay.I sent out some Facebook messages,some Twitter messages,and I gave people the opportunity to buy the naming rights to my 2011 TED Talk.That's right, some lucky individual, corporation,for-profit or non-profit,was going to get the once-in-a-lifetime opportunity --because I'm sure Chris Anderson will never let it happen again --to buy the naming rights to the talk you're watching right now,that at the time didn't have a title, didn't really have a lot of content and didn't really give much hint as to what the subject matter would actually be.So what you were getting was this:Your name here presents:My TED Talk that you have no idea what the subject is and, depending on the content, could ultimately blow up in your face,especially if I make you or your company look stupid for doing it.But that being said,it's a very good media opportunity.You know how many people watch these TED Talks?It's a lot.That's just a working title, by the way.So even with that caveat,I knew that someone would buy the naming rights.
Now if you'd have asked me that a year ago,I wouldn't have been able to tell you that with any certainty.But in the new project that I'm working on, my new film,we examine the world of marketing, advertising.And as I said earlier,I put myself in some pretty horrible situations over the years,but nothing could prepare me, nothing could ready me,for anything as difficult or as dangerous as going into the rooms with these guys.You see, I had this idea for a movie.
(Video) Morgan Spurlock: What I want to do is make a film all about product placement, marketing and advertising,where the entire film is funded by product placement, marketing and advertising.So the movie will be called "The Greatest Movie Ever Sold."So what happens in "The Greatest Movie Ever Sold,"is that everything from top to bottom, from start to finish,is branded from beginning to end --from the above-the-title sponsor that you'll see in the movie,which is brand X.Now this brand, the Qualcomm Stadium,the Staples Center ...these people will be married to the film in perpetuity -- forever.And so the film explores this whole idea -- (Michael Kassan: It's redundant.)It's what? (MK: It's redundant.) In perpetuity, forever?I'm a redundant person. (MK: I'm just saying.)That was more for emphasis.It was, "In perpetuity. Forever."But not only are we going to have the brand X title sponsor,but we're going to make sure we sell out every category we can in the film.So maybe we sell a shoe and it becomes the greatest shoe you ever wore ...the greatest car you ever drove from "The Greatest Movie Ever Sold,"the greatest drink you've ever had, courtesy of "The Greatest Movie Ever Sold."
Xavier Kochhar: So the idea is,beyond just showing that brands are a part of your life,but actually get them to finance the film? (MS: Get them to finance the film.)
MS: And actually we show the whole process of how does it work.The goal of this whole film is transparency.You're going to see the whole thing take place in this movie.So that's the whole concept,the whole film, start to finish.And I would love for CEG to help make it happen.
Robert Friedman: You know it's funny,because when I first hear it,it is the ultimate respect for an audience.
Guy: I don't know how receptive people are going to be to it, though.
XK: Do you have a perspective --I don't want to use "angle" because that has a negative connotation --but do you know how this is going to play out? (MS: No idea.)
David Cohn: How much money does it take to do this?
MS: 1.5 million. (DC: Okay.)
John Kamen: I think that you're going to have a hard time meeting with them,but I think it's certainly worth pursuing a couple big, really obvious brands.
XK: Who knows, maybe by the time your film comes out,we look like a bunch of blithering idiots.
MS: What do you think the response is going to be?
Stuart Ruderfer: The responses mostly will be "no."
MS: But is it a tough sell because of the film or a tough sell because of me?
JK: Both.
MS: ... Meaning not so optimistic.So, sir, can you help me? I need help.
MK: I can help you.
MS: Okay. (MK: Good.)Awesome.
MK: We've gotta figure out which brands.
MS: Yeah. (MK: That's the challenge.)When you look at the people you deal with ..
MK: We've got some places we can go. (MS: Okay.)Turn the camera off.
MS: I thought "Turn the camera off"meant, "Let's have an off-the-record conversation."Turns out it really means,"We want nothing to do with your movie."
MS: And just like that, one by one,all of these companies suddenly disappeared.None of them wanted anything to do with this movie.I was amazed.They wanted absolutely nothing to do with this project.And I was blown away, because I thought the whole concept, the idea of advertising,was to get your product out in front of as many people as possible,to get as many people to see it as possible.Especially in today's world,this intersection of new media and old media and the fractured media landscape,isn't the idea to get that new buzz-worthy delivery vehicle that's going to get that message to the masses?No, that's what I thought.
But the problem was, you see,my idea had one fatal flaw,and that flaw was this.Actually no, that was not the flaw whatsoever.That wouldn't have been a problem at all.This would have been fine.But what this image represents was the problem.See, when you do a Google image search for transparency,this is ---This is one of the first images that comes up.So I like the way you roll, Sergey Brin. No.(Laughter)This is was the problem: transparency --free from pretense or deceit;easily detected or seen through;readily understood;characterized by visibility or accessibility of information,especially concerning business practices --that last line being probably the biggest problem.You see, we hear a lot about transparency these days.Our politicians say it, our president says it,even our CEO's say it.But suddenly when it comes down to becoming a reality,something suddenly changes.But why? Well, transparency is scary --(Roar)like that odd, still-screaming bear.It's unpredictable --like this odd country road.And it's also very risky.What else is risky?Eating an entire bowl of Cool Whip.That's very risky.
Now when I started talking to companies and telling them that we wanted to tell this story,and they said, "No, we want you to tell a story.We want you to tell a story,but we just want to tell our story."See, when I was a kid and my father would catch me in some sort of a lie --and there he is giving me the look he often gave me --he would say, "Son, there's three sides to every story.There's your story,there's my storyand there's the real story."Now you see, with this film, we wanted to tell the real story.But with only one company, one agency willing to help me --and that's only because I knew John Bond and Richard Kirshenbaum for years --I realized that I would have to go on my own,I'd have to cut out the middleman and go to the companies myself with all of my team.So what you suddenly started to realize --or what I started to realize --is that when you started having conversations with these companies,the idea of understanding your brand is a universal problem.
(Video) MS: I have friends who make great big, giant Hollywood films,and I have friends who make little independent films like I make.And the friends of mine who make big, giant Hollywood movies say the reason their films are so successful is because of the brand partners that they have.And then my friends who make small independent films say, "Well, how are we supposed to compete with these big, giant Hollywood movies?"And the movie is called"The Greatest Movie Ever Sold."So how specifically will we see Ban in the film?Any time I'm ready to go, any time I open up my medicine cabinet,you will see Ban deodorant.While anytime I do an interview with someone,I can say, "Are you fresh enough for this interview?Are you ready? You look a little nervous.I want to help you calm down.So maybe you should put some one before the interview."So we'll offer one of these fabulous scents.Whether it's a "Floral Fusion" or a "Paradise Winds,"they'll have their chance.We will have them geared for both male or female --solid, roll-on or stick, whatever it may be.That's the two-cent tour.So now I can answer any of your questions and give you the five-cent tour.
Karen Frank: We are a smaller brand.Much like you talked about being a smaller movie,we're very much a challenger brand.So we don't have the budgets that other brands have.So doing things like this -- you know,remind people about Ban --is kind of why were interested in it.
MS: What are the words that you would use to describe Ban?Ban is blank.
KF: That's a great question.
Woman: Superior technology.
MS: Technology's not the way you want to describe somethingsomebody's putting in their armpit.
Man: We talk about bold, fresh.I think "fresh" is a great word that really spins this category into the positive,versus "fights odor and wetness."It keeps you fresh.How do we keep you fresher longer -- better freshness,more freshness, three times fresher.Things like that that are more of that positive benefit.
MS: And that's a multi-million dollar corporation.What about me? What about a regular guy?I need to go talk to the man on the street,the people who are like me, the regular Joes.They need to tell me about my brand.
(Video) MS: How would you guys describe your brand?
Man: Um, my brand?I don't know.I like really nice clothes.
Woman: 80's revival meets skater-punk,unless it's laundry day.
MS: All right, what is brand Gerry?
Gerry: Unique. (MS: Unique.)
Man: I guess what kind of genre, style I am would be like dark glamor.I like a lot of black colors,a lot of grays and stuff like that.But usually I have an accessory,like sunglasses,or I like crystal and things like that too.
Woman: If Dan were a brand,he might be a classic convertible Mercedes Benz.
Man 2: The brand that I am is, I would call it casual fly.
Woman 2: Part hippie, part yogi,part Brooklyn girl -- I don't know.
Man 3: I'm the pet guy.I sell pet toys all over the country, all over the world.So I guess that's my brand.In my warped little industry, that's my brand.
Man 4: My brand is FedEx because I deliver the goods.
Man 5: Failed writer-alcoholic brand.Is that something?
Lawyer: I'm a lawyer brand.
Tom: I'm Tom.
MS: Well we can't all be brand Tom, but I do often find myself at the intersection of dark glamor and casual fly.
And what I realized is I needed an expert.I needed somebody who could get inside my head,somebody who could really help me understand what they call your "brand personality."And so I found a company called Olson Zaltman in Pittsburg.They've helped companies like Nestle, Febreze, Hallmark discover that brand personality.If they could do it for them, surely they could do it for me.
(Video) Abigail: You brought your pictures, right?
MS: I did. The very first picture is a picture of my family.
A: So tell me a little bit how it relates to your thoughts and feelings about who you are.
MS: These are the people who shape the way I look at the world.
A: Tell me about this world.
MS: This world? I think your world is the world that you live in --like people who are around you, your friends, your family,the way you live your life, the job you do.All those things stemmed and started from one place,and for me they stemmed and started with my family in West Virginia.
A: What's the next one you want to talk about?
MS: The next one: This was the best day ever.
A: How does this relate to your thoughts and feelings about who you are?
MS: It's like, who do I want to be?I like things that are different.I like things that are weird. I like weird things.
A: Tell me about the "why" phase -- what does that do for us?What is the machete? What pupa stage are you in now?Why is it important to reboot? What does the red represent?Tell me a little bit about that part.... A little more about you that is not who you are.What are some other metamorphoses that you've had?... Doesn't have to be fear. What kind of roller coaster are you on?
MS: EEEEEE! (A: Thank you.) No, thank you.
A: Thanks for you patience. (MS: Great job.)
A: Yeah. (MS: Thanks a lot.) All right.
MS: Yeah, I don't know what's going to come of this.There was a whole lot of crazy going on in there.
Lindsay Zaltman: The first thing we saw was this idea that you had two distinct, but complementary sides to your brand personality --the Morgan Spurlock brand is a mindful/play brand.Those are juxtaposed very nicely together.And I think there's almost a paradox with those.And I think some companies will just focus on one of their strengths or the other instead of focusing on both.Most companies tend to -- and it's human nature --to avoid things that they're not sure of,avoid fear, those elements,and you really embrace those,and you actually turn them into positives for you, and it's a neat thing to see.What other brands are like that?The first on here is the classic, Apple.And you can see here too, Target, Wii,Mini from the Mini Coopers, and JetBlue.Now there's playful brands and mindful brands,those things that have come and gone,but a playful, mindful brand is a pretty powerful thing.
MS: A playful, mindful brand. What is your brand?If somebody asked you to describe your brand identity, your brand personality,what would you be?Are you an up attribute? Are you something that gets the blood flowing?Or are you more of a down attribute?Are you something that's a little more calm, reserved, conservative?Up attributes are things like being playful,being fresh like the Fresh Prince,contemporary, adventurous,edgy or daring like Errol Flynn,nimble or agile, profane, domineering,magical or mystical like Gandalf.Or are you more of a down attribute?Are you mindful, sophisticated like 007?Are you established, traditional, nurturing, protective,empathetic like the Oprah?Are you reliable, stable, familiar,safe, secure, sacred,contemplative or wiselike the Dalai Lama or Yoda?
Over the course of this film,we had 500-plus companies who were up and down companies saying, "no," they didn't want any part of this project.They wanted nothing to do with this film, mainly because they would have no control,they would have no control over the final product.But we did get 17 brand partners who were willing to relinquish that control,who wanted to be in business with someone as mindful and as playful as myself and who ultimately empowered us to tell stories that normally we wouldn't be able to tell --stories that an advertiser would normally never get behind.
They enabled us to tell the story about neuromarketing,as we got into telling the story in this film about how now they're using MRI'sto target the desire centers of your brain for both commercials as well as movie marketing.We went to San Paulo where they have banned outdoor advertising.In the entire city for the past five years,there's no billboards, there's no posters, there's no fliers, nothing.(Applause)And we went to school districts where now companies are making their way into cash-strapped schools all across America.What's incredible for me is the projects that I've gotten the most feedback out of,or I've had the most success in,are ones where I've interacted with things directly.
And that's what these brands did.They cut out the middleman, they cut out their agencies and said, "Maybe these agencies don't have my best interest in mind.I'm going to deal directly with the artist.I'm going to work with him to create something different,something that's going to get people thinking,that's going to challenge the way we look at the world."
And how has that been for them? Has it been successful?Well, since the film premiered at the Sundance Film Festival, let's take a look.According to Burrelles, the movie premiered in January,and since then -- and this isn't even the whole thing --we've had 900 million media impressions for this film.That's literally covering just like a two and a half-week period.That's only online -- no print, no TV.The film hasn't even been distributed yet.It's not even online. It's not even streaming.It's not even been out into other foreign countries yet.So ultimately,this film has already started to gain a lot of momentum.And not bad for a project that almost every ad agency we talked to advised their clients not to take part.
What I always believe is that if you take chances, if you take risks,that in those risks will come opportunity.I believe that when you push people away from that,you're pushing them more towards failure.I believe that when you train your employees to be risk averse,then you're preparing your whole company to be reward challenged.I feel like that what has to happen moving forward is we need to encourage people to take risks.We need to encourage people to not be afraidof opportunities that may scare them.Ultimately, moving forward,I think we have to embrace fear.We've got to put that bear in a cage.Embrace fear. Embrace risk.One big spoonful at a time, we have to embrace risk.
And ultimately, we have to embrace transparency.Today, more than ever,a little honesty is going to go a long way.And that being said, through honesty and transparency,my entire talk, "Embrace Transparency,"has been brought to you by my good friends at EMC,who for $7,100 bought the naming rights on eBay.(Applause)EMC: Turning big data into big opportunity for organizations all over the world.EMC presents: "Embrace Transparency."
Thank you very much, guys.
June Cohen: So, Morgan,in the name of transparency,what exactly happened to that $7,100?MS: That is a fantastic question.I have in my pocket a check made out to the parent organization to the TED organization,the Sapling Foundation --a check for $7,100 to be applied toward my attendance for next year's TED.
EDUC/GralInt-Sir Ken Robinson: Educating the Heart and Mind & other topics
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Classical Music (Part 1) : Four Seasons (Vivaldi) & others
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Ballet-Tchaikovsky: Swan Lake-The Kirov Ballet
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