The Omidyar way of giving

　　奧米迪亞式的給予

　　The founder of eBay aims to be a moreentrepreneurial philanthropist than hispredecessors.

　　這位eBay的創(chuàng)始人想要成為比他的前輩們更成功的創(chuàng)業(yè)慈善家。

　　THE billionaire s dilemma:

　　這是一個(gè)億萬(wàn)富翁的艱難選擇：

　　spend 250m on buying the venerable Washington Post, or splash the cash on a start-upnews network to be headed by a controversial investigative journalist with no experienceof running anything?

　　花費(fèi)25, 000萬(wàn)美元買(mǎi)下可敬的《華盛頓郵報(bào)》，還是把砸在一個(gè)剛剛起步的網(wǎng)絡(luò)資訊公司上?而且這家公司的領(lǐng)頭人只是一個(gè)毫無(wú)管理經(jīng)驗(yàn)而且備受爭(zhēng)議的調(diào)查記者。

　　It is entirely in character that Pierre Omidyar chose the second option, bankrolling the newjournalism venture of Glenn Greenwald, best known for his reporting on the NationalSecurity Agency.

　　奧米迪亞當(dāng)然是選擇了后者，為以報(bào)道國(guó)家安全局而出名的Glenn Greenwald的新型資訊事業(yè)提供資金。

　　Mr Omidyar did not become a billionaire at the age of 31 by fixing an establishedinstitution, but by building eBay from scratch into a worldwide online marketplace.

　　奧米迪亞能在31歲的年齡就成為一個(gè)億萬(wàn)富翁，是通過(guò)白手起家將eBay打造為一個(gè)涵蓋全球的購(gòu)物網(wǎng)站，而非改組一個(gè)已經(jīng)建立的機(jī)構(gòu)。

　　And fostering innovative start-upswith an ambition to improve the world has been the focus of his philanthropy since hegave up his executive role at eBay while still in his 30s.

　　也正是這個(gè)原因，使得他在30多歲放棄了eBay執(zhí)行官的角色后，就把幫助那些想要促進(jìn)世界的革新創(chuàng)業(yè)者作為了自己慈善事業(yè)的核心。

　　Mr Omidyar, who is now 46, has already deployed 1 billion of his fortune to this end, whichputs his 250m media investment into perspective: a big bet, but not that big.

　　現(xiàn)年46歲的奧米迪亞已經(jīng)將自己財(cái)產(chǎn)中的10億美元用于該方面，借此我們可以正確地理解為何他會(huì)向媒體業(yè)投入這25, 000萬(wàn)美元：算是一次豪賭，卻也并不離譜。

　　His wealthstill around 8.5 billionis not the only reason why any venture by Mr Omidyarshould be taken seriously.

　　我們關(guān)注奧米迪亞的原因可不僅僅是他仍然高達(dá)85億美元的巨額財(cái)產(chǎn)。

　　Both at eBay and in his charitable schemes he has demonstrated an ability to turn apromising but vague idea into something concrete and substantial.

　　不管是在eBay還是在他的慈善事業(yè)上，奧米迪亞都展現(xiàn)出一種將有前景卻很模糊的想法轉(zhuǎn)變?yōu)榫唧w而詳實(shí)的計(jì)劃的能力。

　　And the evolution of his philanthropy is a case study with lessons for other entrepreneursseeking to become benefactors.

　　他在慈善事業(yè)上的創(chuàng)新也可以為那些需要幫助的創(chuàng)業(yè)者們提供不少經(jīng)驗(yàn)。

　　In his first few years as a big giver, Mr Omidyar went from embracing the conventionalwisdom to challenging it.

　　在開(kāi)始幾年大量投資以后，奧米迪亞對(duì)于傳統(tǒng)觀念從開(kāi)始的全盤(pán)接受轉(zhuǎn)變?yōu)榱藢徱曁魬?zhàn)。

　　From the days of Carnegie and Rockefeller a century ago to Bill Gates today, the Americantradition has been for the rich to give a large chunk of their fortune to a foundation, usuallycarrying their name, which then doles out chunks of money to charities it likes.

　　從百年前的卡耐基和洛克菲勒到如今的比爾蓋茨，富人們都習(xí)慣于將財(cái)產(chǎn)的大部分捐獻(xiàn)給基金會(huì)。然后這個(gè)通常以捐贈(zèng)者名字命名的基金會(huì)再將這些資金分配給合適的慈善機(jī)構(gòu)。

　　Mr Omidyar started out doing that, but quickly concluded that handing out grants was not themost effective use of his money.

　　一開(kāi)始奧米迪亞也是這么做的，但馬上就發(fā)現(xiàn)這種單純給予的方式并不能最有效地發(fā)揮資金的價(jià)值。

　　His experience at eBay led him to conclude that in the right circumstances a business can beat least as powerful a force for good as a charity.

　　他在eBay的經(jīng)歷讓他意識(shí)到，在合適的情況下，商業(yè)行為也能和慈善活動(dòng)一樣，有著造福社會(huì)的能力。

　　By creating a readily accessible global marketplace,eBay had given hundreds of thousandsof people the chance to improve their lives by becoming online entrepreneurs.

　　eBay就通過(guò)建立一個(gè)全球參與的網(wǎng)上商城使得幾十萬(wàn)人可以通過(guò)網(wǎng)上創(chuàng)業(yè)來(lái)改善生活。

　　So in 2004 Mr Omidyar replaced his foundation with a new organisation, Omidyar Network,which sees itself as an active investor, not a passive donor, and is free to put moneyequally into for-profit and non-profit ventures.

　　因此，奧米迪亞在2004年將他的基金會(huì)改組成了奧米迪亞網(wǎng)絡(luò)公司。公司的定位是一個(gè)主動(dòng)的投資公司，而不是一個(gè)被動(dòng)的捐贈(zèng)者，同時(shí)也能自由地將資金用于盈利或者非盈利的創(chuàng)業(yè)行為。

　　Almost half of the 300 or so outfits it has backed aimed to make moneythough Mr Omidyarhas said that any profits will be recycled, with none going back to him.

　　在它所資助的將近300企業(yè)中，將近一半以盈利為目的的，雖然奧米迪亞曾表示這些盈利將會(huì)重新用于投資，而不是回到他本人手中。

　　The network s early years were a mess, with the sort of frequent strategy changes andstaff turnover that are common among foundations.

　　早期，這家網(wǎng)絡(luò)公司因?yàn)轭l繁的策略調(diào)整和人事變動(dòng)而一團(tuán)糟糕。但這種情況在基金會(huì)中也相當(dāng)普遍。

　　Things have got better since 2007, when Mr Omidyar brought in Matt Bannick, a former headof eBay s international operations, to run the network.

　　2007年，奧米迪亞讓前eBay國(guó)際運(yùn)營(yíng)主管Matt Bannick接受公司，此后情況開(kāi)始好轉(zhuǎn)。

　　He has focused it on five main themes: financial inclusion, consumer internet and mobiletelecoms, education, property rights and open government.

　　Matt Bannick將公司的業(yè)務(wù)集中到了5大領(lǐng)域：金融包容，消費(fèi)互聯(lián)網(wǎng)和移動(dòng)電信，教育，財(cái)產(chǎn)權(quán)利和開(kāi)明政府。

　　With the non-profits it backs, ranging from Kiva, a microfinance website, to the SunlightFoundation, which promotes open government, Omidyar Network practises venturephilanthropydeveloping a non-profit start-up in the same way as a new business venture,except for not expecting it to make money one day.

　　奧米迪亞網(wǎng)絡(luò)公司采取了一種慈善新模式來(lái)資助從小型融資網(wǎng)站Kiva到提高政府透明度的陽(yáng)光基金會(huì)那樣的非盈利組織，即用和創(chuàng)業(yè)公司同樣的模式去建設(shè)，只是不期望它們掙錢(qián)。

　　Typically, foundations have given funds for a specific project rather than to build thecapabilities of the charity itself, which makes it hard for the charity to hire and retaintalented people.

　　傳統(tǒng)的基金會(huì)將資金給予特定的項(xiàng)目而非慈善機(jī)構(gòu)，這也就阻礙了慈善機(jī)構(gòu)吸引和雇傭人才。

　　In contrast, the network not only provides money for its charities general budget, it has ahuman-resources department that helps them find good staff.

　　與此相反，奧米迪亞網(wǎng)絡(luò)公司除了向慈善組織的整體財(cái)政提供資金支持外，還有一個(gè)為它們尋找雇員的人力資源部門(mén)。

　　This service seems to be universally appreciated by the charities Mr Omidyar backs, someof which say it is more valuable than the money they get.

　　這項(xiàng)服務(wù)受到奧米迪亞資助的那些慈善機(jī)構(gòu)的廣泛推崇，其中一些機(jī)構(gòu)甚至認(rèn)為這比資金援助有價(jià)值的多。

　　Although there are several other successful venture-philanthropy organisations, such asNew Profit Inc, none comes close to the scale of Omidyar Network, which makes it thecrucial test case for the idea.

　　雖然此外還有一些成功的創(chuàng)業(yè)慈善機(jī)構(gòu)，比如New Profit Inc，但它們都沒(méi)有達(dá)到奧米迪亞網(wǎng)絡(luò)公司的規(guī)模，也因此該公司是這種模式最重要的試金石。

　　The moneymaking counterpart to venture philanthropy is impact investing: aiming toturn a profit while doing some social or environmental good.

　　還有一種和創(chuàng)業(yè)慈善極其類(lèi)似的盈利行為稱(chēng)為影響力投資：以創(chuàng)造利潤(rùn)的同時(shí)努力使社會(huì)和環(huán)境收益為目標(biāo)。

　　But Mr Omidyar thinks most so-called impact investors are being too risk-averse.

　　但是奧米迪亞認(rèn)為大多數(shù)的所謂影響力投資不愿承受風(fēng)險(xiǎn)。

　　He has concentrated on trying to build viable businesses that sell to the very poorestconsumers, where costs must be pared to the bone.

　　他一直致力于為極端貧困地區(qū)提供交易渠道，在那些地區(qū)費(fèi)用要消減到最低程度。

　　Some of these already look promising.

　　他的一些努力已經(jīng)得到了回報(bào)。

　　D.light, a provider of cheap lamps that absorb solar energy during the day and dispense lightat night, in place of dangerous and toxic kerosene lamps, is now shipping 500,000 units amonth, in India and Africa.

　　燈泡供應(yīng)商D.light希望用一種在白天吸收太陽(yáng)能而在晚間釋放燈光的廉價(jià)燈泡替代危險(xiǎn)且有毒的煤油燈。如今它在印度和非洲的銷(xiāo)售額已經(jīng)達(dá)到了每月50萬(wàn)支。

　　Bridge International Academies now has 200 schools providing poor children in Kenya with adecent education for 5 a month.

　　公司Bridge International Academies現(xiàn)在在肯迪亞有著200所學(xué)校以每月5美元的收費(fèi)為貧困兒童提供初等教育。

　　MicroEnsure, a firm that gets mobile-phone companies to provide free life-assurance as anincentive for loyal subscribers, now serves over 4.5m people in Africa and Asia, up from600,000 in 2010.

　　一家推動(dòng)手機(jī)公司以免費(fèi)安全保險(xiǎn)來(lái)刺激訂閱服務(wù)的公司MicroEnsure正為亞洲和非洲超過(guò)450萬(wàn)人口提供服務(wù)，而在2010年時(shí)這個(gè)數(shù)字只有60萬(wàn)。

　　Big enough to make a difference

　　足夠影響世界

　　To be judged a success, Omidyar Network will need some of these promising start-ups togrow far bigger.

　　想要獲得公眾的認(rèn)可，奧米迪亞網(wǎng)絡(luò)公司還需要這些前景美好的新公司們的規(guī)模進(jìn)一步擴(kuò)大。

　　To encourage this, it is seeking ways to co-ordinate its investments in for-profits andnon-profits so as to accelerate the growth of an entire sector.

　　為了達(dá)到這個(gè)目標(biāo)，該公司正積極努力地平衡在盈利和非盈利組織的投資以加速整個(gè)行業(yè)得到發(fā)展。

　　So far it has succeeded only, to some extent, in microfinance, where it has invested infor-profit lenders and in non-profits that provide the ecosystem for the market, such ascredit bureaus and consumer-information services, for which there was no viablecommercial model.

　　目前，它只在小型融資業(yè)上獲得了一定程度的成功。在這一領(lǐng)域，它同時(shí)投資了盈利性的借貸方和非盈利性的供貸方，如征信所和消費(fèi)信息服務(wù)機(jī)構(gòu)，為市場(chǎng)營(yíng)造了一種前所未有的生態(tài)系統(tǒng)。

　　Can Mr Omidyar do the same in education? Or health? Or indeed journalism?

　　奧米迪亞能在教育業(yè)也做的同樣出色嗎?那么醫(yī)療業(yè)呢?當(dāng)然還有資訊業(yè)呢?

　　His media venture is in a similar spirit to his other projects, seeking a new business modelfor the investigative journalism that he sees as a crucial underpinning of democracy.

　　他涉足資訊業(yè)的初衷和開(kāi)展其他計(jì)劃相同，都是為了給投資資訊業(yè)尋找到新的商業(yè)模式。他也把資訊業(yè)看做民主的基石。

　　Years more of work will be needed before it is clear whether his mix of impact investing andventure philanthropy can deliver social change on the scale Mr Omidyar dreams of.

　　奧米迪亞這種影響力投資和創(chuàng)業(yè)慈善相結(jié)合的模式想要給社會(huì)帶來(lái)如他預(yù)想的那么大規(guī)模的變化還需要很長(zhǎng)時(shí)間的努力。

　　詞語(yǔ)解釋

　　1.start-up 啟動(dòng)

　　Start-up capital is scarcer than it is elsewhere.

　　這里的啟動(dòng)資金比別的地方要稀缺得多。

　　Indeed, a software start-up to implement the ideafolded in 2004.

　　事實(shí)上，一個(gè)打算實(shí)現(xiàn)這個(gè)想法的啟動(dòng)軟件在2004年徹底失敗了。

　　2.give up 放棄;投降;把讓給

　　But some mountaineers do not give up.

　　但是一些登山家并沒(méi)有放棄。

　　It seemed that there was a message for him not to give up.

　　這仿佛給他捎來(lái)飛鴻，讓他不要放棄這一切。

　　3.seek to 設(shè)法;企圖，試圖

　　Yet some expect him to seek to remove term limits.

　　可是，部分人士期望他設(shè)法廢除任期限制。

　　And they seek to benefit from tiny operational changes.

　　他們也自生產(chǎn)流程的細(xì)微變更中尋求收益。

　　4.free to 免費(fèi)

　　A gyroscope is just a spinning wheel that is free to rotate.

　　陀螺就是一個(gè)可以自由旋轉(zhuǎn)的轉(zhuǎn)動(dòng)著的輪子。

　　The upgrades are all free to users.

　　所有的升級(jí)都是免費(fèi)的。

　　The Omidyar way of giving

　　奧米迪亞式的給予

　　The founder of eBay aims to be a moreentrepreneurial philanthropist than hispredecessors.

　　這位eBay的創(chuàng)始人想要成為比他的前輩們更成功的創(chuàng)業(yè)慈善家。

　　THE billionaire s dilemma:

　　這是一個(gè)億萬(wàn)富翁的艱難選擇：

　　spend 250m on buying the venerable Washington Post, or splash the cash on a start-upnews network to be headed by a controversial investigative journalist with no experienceof running anything?

　　花費(fèi)25, 000萬(wàn)美元買(mǎi)下可敬的《華盛頓郵報(bào)》，還是把砸在一個(gè)剛剛起步的網(wǎng)絡(luò)資訊公司上?而且這家公司的領(lǐng)頭人只是一個(gè)毫無(wú)管理經(jīng)驗(yàn)而且備受爭(zhēng)議的調(diào)查記者。

　　It is entirely in character that Pierre Omidyar chose the second option, bankrolling the newjournalism venture of Glenn Greenwald, best known for his reporting on the NationalSecurity Agency.

　　奧米迪亞當(dāng)然是選擇了后者，為以報(bào)道國(guó)家安全局而出名的Glenn Greenwald的新型資訊事業(yè)提供資金。

　　Mr Omidyar did not become a billionaire at the age of 31 by fixing an establishedinstitution, but by building eBay from scratch into a worldwide online marketplace.

　　奧米迪亞能在31歲的年齡就成為一個(gè)億萬(wàn)富翁，是通過(guò)白手起家將eBay打造為一個(gè)涵蓋全球的購(gòu)物網(wǎng)站，而非改組一個(gè)已經(jīng)建立的機(jī)構(gòu)。

　　And fostering innovative start-upswith an ambition to improve the world has been the focus of his philanthropy since hegave up his executive role at eBay while still in his 30s.

　　也正是這個(gè)原因，使得他在30多歲放棄了eBay執(zhí)行官的角色后，就把幫助那些想要促進(jìn)世界的革新創(chuàng)業(yè)者作為了自己慈善事業(yè)的核心。

　　Mr Omidyar, who is now 46, has already deployed 1 billion of his fortune to this end, whichputs his 250m media investment into perspective: a big bet, but not that big.

　　現(xiàn)年46歲的奧米迪亞已經(jīng)將自己財(cái)產(chǎn)中的10億美元用于該方面，借此我們可以正確地理解為何他會(huì)向媒體業(yè)投入這25, 000萬(wàn)美元：算是一次豪賭，卻也并不離譜。

　　His wealthstill around 8.5 billionis not the only reason why any venture by Mr Omidyarshould be taken seriously.

　　我們關(guān)注奧米迪亞的原因可不僅僅是他仍然高達(dá)85億美元的巨額財(cái)產(chǎn)。

　　Both at eBay and in his charitable schemes he has demonstrated an ability to turn apromising but vague idea into something concrete and substantial.

　　不管是在eBay還是在他的慈善事業(yè)上，奧米迪亞都展現(xiàn)出一種將有前景卻很模糊的想法轉(zhuǎn)變?yōu)榫唧w而詳實(shí)的計(jì)劃的能力。

　　And the evolution of his philanthropy is a case study with lessons for other entrepreneursseeking to become benefactors.

　　他在慈善事業(yè)上的創(chuàng)新也可以為那些需要幫助的創(chuàng)業(yè)者們提供不少經(jīng)驗(yàn)。

　　In his first few years as a big giver, Mr Omidyar went from embracing the conventionalwisdom to challenging it.

　　在開(kāi)始幾年大量投資以后，奧米迪亞對(duì)于傳統(tǒng)觀念從開(kāi)始的全盤(pán)接受轉(zhuǎn)變?yōu)榱藢徱曁魬?zhàn)。

　　From the days of Carnegie and Rockefeller a century ago to Bill Gates today, the Americantradition has been for the rich to give a large chunk of their fortune to a foundation, usuallycarrying their name, which then doles out chunks of money to charities it likes.

　　從百年前的卡耐基和洛克菲勒到如今的比爾蓋茨，富人們都習(xí)慣于將財(cái)產(chǎn)的大部分捐獻(xiàn)給基金會(huì)。然后這個(gè)通常以捐贈(zèng)者名字命名的基金會(huì)再將這些資金分配給合適的慈善機(jī)構(gòu)。

　　Mr Omidyar started out doing that, but quickly concluded that handing out grants was not themost effective use of his money.

　　一開(kāi)始奧米迪亞也是這么做的，但馬上就發(fā)現(xiàn)這種單純給予的方式并不能最有效地發(fā)揮資金的價(jià)值。

　　His experience at eBay led him to conclude that in the right circumstances a business can beat least as powerful a force for good as a charity.

　　他在eBay的經(jīng)歷讓他意識(shí)到，在合適的情況下，商業(yè)行為也能和慈善活動(dòng)一樣，有著造福社會(huì)的能力。

　　By creating a readily accessible global marketplace,eBay had given hundreds of thousandsof people the chance to improve their lives by becoming online entrepreneurs.

　　eBay就通過(guò)建立一個(gè)全球參與的網(wǎng)上商城使得幾十萬(wàn)人可以通過(guò)網(wǎng)上創(chuàng)業(yè)來(lái)改善生活。

　　So in 2004 Mr Omidyar replaced his foundation with a new organisation, Omidyar Network,which sees itself as an active investor, not a passive donor, and is free to put moneyequally into for-profit and non-profit ventures.

　　因此，奧米迪亞在2004年將他的基金會(huì)改組成了奧米迪亞網(wǎng)絡(luò)公司。公司的定位是一個(gè)主動(dòng)的投資公司，而不是一個(gè)被動(dòng)的捐贈(zèng)者，同時(shí)也能自由地將資金用于盈利或者非盈利的創(chuàng)業(yè)行為。

　　Almost half of the 300 or so outfits it has backed aimed to make moneythough Mr Omidyarhas said that any profits will be recycled, with none going back to him.

　　在它所資助的將近300企業(yè)中，將近一半以盈利為目的的，雖然奧米迪亞曾表示這些盈利將會(huì)重新用于投資，而不是回到他本人手中。

　　The network s early years were a mess, with the sort of frequent strategy changes andstaff turnover that are common among foundations.

　　早期，這家網(wǎng)絡(luò)公司因?yàn)轭l繁的策略調(diào)整和人事變動(dòng)而一團(tuán)糟糕。但這種情況在基金會(huì)中也相當(dāng)普遍。

　　Things have got better since 2007, when Mr Omidyar brought in Matt Bannick, a former headof eBay s international operations, to run the network.

　　2007年，奧米迪亞讓前eBay國(guó)際運(yùn)營(yíng)主管Matt Bannick接受公司，此后情況開(kāi)始好轉(zhuǎn)。

　　He has focused it on five main themes: financial inclusion, consumer internet and mobiletelecoms, education, property rights and open government.

　　Matt Bannick將公司的業(yè)務(wù)集中到了5大領(lǐng)域：金融包容，消費(fèi)互聯(lián)網(wǎng)和移動(dòng)電信，教育，財(cái)產(chǎn)權(quán)利和開(kāi)明政府。

　　With the non-profits it backs, ranging from Kiva, a microfinance website, to the SunlightFoundation, which promotes open government, Omidyar Network practises venturephilanthropydeveloping a non-profit start-up in the same way as a new business venture,except for not expecting it to make money one day.

　　奧米迪亞網(wǎng)絡(luò)公司采取了一種慈善新模式來(lái)資助從小型融資網(wǎng)站Kiva到提高政府透明度的陽(yáng)光基金會(huì)那樣的非盈利組織，即用和創(chuàng)業(yè)公司同樣的模式去建設(shè)，只是不期望它們掙錢(qián)。

　　Typically, foundations have given funds for a specific project rather than to build thecapabilities of the charity itself, which makes it hard for the charity to hire and retaintalented people.

　　傳統(tǒng)的基金會(huì)將資金給予特定的項(xiàng)目而非慈善機(jī)構(gòu)，這也就阻礙了慈善機(jī)構(gòu)吸引和雇傭人才。

　　In contrast, the network not only provides money for its charities general budget, it has ahuman-resources department that helps them find good staff.

　　與此相反，奧米迪亞網(wǎng)絡(luò)公司除了向慈善組織的整體財(cái)政提供資金支持外，還有一個(gè)為它們尋找雇員的人力資源部門(mén)。

　　This service seems to be universally appreciated by the charities Mr Omidyar backs, someof which say it is more valuable than the money they get.

　　這項(xiàng)服務(wù)受到奧米迪亞資助的那些慈善機(jī)構(gòu)的廣泛推崇，其中一些機(jī)構(gòu)甚至認(rèn)為這比資金援助有價(jià)值的多。

　　Although there are several other successful venture-philanthropy organisations, such asNew Profit Inc, none comes close to the scale of Omidyar Network, which makes it thecrucial test case for the idea.

　　雖然此外還有一些成功的創(chuàng)業(yè)慈善機(jī)構(gòu)，比如New Profit Inc，但它們都沒(méi)有達(dá)到奧米迪亞網(wǎng)絡(luò)公司的規(guī)模，也因此該公司是這種模式最重要的試金石。

　　The moneymaking counterpart to venture philanthropy is impact investing: aiming toturn a profit while doing some social or environmental good.

　　還有一種和創(chuàng)業(yè)慈善極其類(lèi)似的盈利行為稱(chēng)為影響力投資：以創(chuàng)造利潤(rùn)的同時(shí)努力使社會(huì)和環(huán)境收益為目標(biāo)。

　　But Mr Omidyar thinks most so-called impact investors are being too risk-averse.

　　但是奧米迪亞認(rèn)為大多數(shù)的所謂影響力投資不愿承受風(fēng)險(xiǎn)。

　　He has concentrated on trying to build viable businesses that sell to the very poorestconsumers, where costs must be pared to the bone.

　　他一直致力于為極端貧困地區(qū)提供交易渠道，在那些地區(qū)費(fèi)用要消減到最低程度。

　　Some of these already look promising.

　　他的一些努力已經(jīng)得到了回報(bào)。

　　D.light, a provider of cheap lamps that absorb solar energy during the day and dispense lightat night, in place of dangerous and toxic kerosene lamps, is now shipping 500,000 units amonth, in India and Africa.

　　燈泡供應(yīng)商D.light希望用一種在白天吸收太陽(yáng)能而在晚間釋放燈光的廉價(jià)燈泡替代危險(xiǎn)且有毒的煤油燈。如今它在印度和非洲的銷(xiāo)售額已經(jīng)達(dá)到了每月50萬(wàn)支。

　　Bridge International Academies now has 200 schools providing poor children in Kenya with adecent education for 5 a month.

　　公司Bridge International Academies現(xiàn)在在肯迪亞有著200所學(xué)校以每月5美元的收費(fèi)為貧困兒童提供初等教育。

　　MicroEnsure, a firm that gets mobile-phone companies to provide free life-assurance as anincentive for loyal subscribers, now serves over 4.5m people in Africa and Asia, up from600,000 in 2010.

　　一家推動(dòng)手機(jī)公司以免費(fèi)安全保險(xiǎn)來(lái)刺激訂閱服務(wù)的公司MicroEnsure正為亞洲和非洲超過(guò)450萬(wàn)人口提供服務(wù)，而在2010年時(shí)這個(gè)數(shù)字只有60萬(wàn)。

　　Big enough to make a difference

　　足夠影響世界

　　To be judged a success, Omidyar Network will need some of these promising start-ups togrow far bigger.

　　想要獲得公眾的認(rèn)可，奧米迪亞網(wǎng)絡(luò)公司還需要這些前景美好的新公司們的規(guī)模進(jìn)一步擴(kuò)大。

　　To encourage this, it is seeking ways to co-ordinate its investments in for-profits andnon-profits so as to accelerate the growth of an entire sector.

　　為了達(dá)到這個(gè)目標(biāo)，該公司正積極努力地平衡在盈利和非盈利組織的投資以加速整個(gè)行業(yè)得到發(fā)展。

　　So far it has succeeded only, to some extent, in microfinance, where it has invested infor-profit lenders and in non-profits that provide the ecosystem for the market, such ascredit bureaus and consumer-information services, for which there was no viablecommercial model.

　　目前，它只在小型融資業(yè)上獲得了一定程度的成功。在這一領(lǐng)域，它同時(shí)投資了盈利性的借貸方和非盈利性的供貸方，如征信所和消費(fèi)信息服務(wù)機(jī)構(gòu)，為市場(chǎng)營(yíng)造了一種前所未有的生態(tài)系統(tǒng)。

　　Can Mr Omidyar do the same in education? Or health? Or indeed journalism?

　　奧米迪亞能在教育業(yè)也做的同樣出色嗎?那么醫(yī)療業(yè)呢?當(dāng)然還有資訊業(yè)呢?

　　His media venture is in a similar spirit to his other projects, seeking a new business modelfor the investigative journalism that he sees as a crucial underpinning of democracy.

　　他涉足資訊業(yè)的初衷和開(kāi)展其他計(jì)劃相同，都是為了給投資資訊業(yè)尋找到新的商業(yè)模式。他也把資訊業(yè)看做民主的基石。

　　Years more of work will be needed before it is clear whether his mix of impact investing andventure philanthropy can deliver social change on the scale Mr Omidyar dreams of.

　　奧米迪亞這種影響力投資和創(chuàng)業(yè)慈善相結(jié)合的模式想要給社會(huì)帶來(lái)如他預(yù)想的那么大規(guī)模的變化還需要很長(zhǎng)時(shí)間的努力。

　　詞語(yǔ)解釋

　　1.start-up 啟動(dòng)

　　Start-up capital is scarcer than it is elsewhere.

　　這里的啟動(dòng)資金比別的地方要稀缺得多。

　　Indeed, a software start-up to implement the ideafolded in 2004.

　　事實(shí)上，一個(gè)打算實(shí)現(xiàn)這個(gè)想法的啟動(dòng)軟件在2004年徹底失敗了。

　　2.give up 放棄;投降;把讓給

　　But some mountaineers do not give up.

　　但是一些登山家并沒(méi)有放棄。

　　It seemed that there was a message for him not to give up.

　　這仿佛給他捎來(lái)飛鴻，讓他不要放棄這一切。

　　3.seek to 設(shè)法;企圖，試圖

　　Yet some expect him to seek to remove term limits.

　　可是，部分人士期望他設(shè)法廢除任期限制。

　　And they seek to benefit from tiny operational changes.

　　他們也自生產(chǎn)流程的細(xì)微變更中尋求收益。

　　4.free to 免費(fèi)

　　A gyroscope is just a spinning wheel that is free to rotate.

　　陀螺就是一個(gè)可以自由旋轉(zhuǎn)的轉(zhuǎn)動(dòng)著的輪子。

　　The upgrades are all free to users.

　　所有的升級(jí)都是免費(fèi)的。