Wokai is a non-profit organization
operating in China under a similar model to Kiva’s (May, 2009, para. 3). It was
founded by two Americans Casey Wilson and Courtney McColgan after they met at
Tsinghua University in China (Flanagan, 2009, para. 3). Wokai has been devoted
to poverty reduction since its birth. Over the years, Wokai has drawn
increasing attention and funds to its cause, and has helped fund a number of
income families in China. In this blog, I seek to match Wokai’s success to the
criteria given out by Jennifer Aaker and Andy Smith in the book the Dragonfly’s Effect (2010) because
the book provides a comprehensive and compelling guideline for harnessing
social media technology in promoting a worthy project.
According to the book, four wings of the
dragonfly need to operate well and in harmony before the bug can take off. Wing
1 is Focus. Wing 2 is Grab Attention. Wing 3 is Engage. Wing 4 is Take Action.
Let’s examine two aspects Wokai is extremely good at.
Wing 1: Focus. What Wokai’s goal is? It is
clear on its website’s homepage: “Ending Poverty in China, One Loan at a Time”.
Wokai has never changed its goal of poverty reduction in China and has always
strived hard to achieve it. Obviously, the goal to alleviate poverty in China
sounds intimidating given China is such a huge country with not a small
percentage of its rural population under the poverty line (Flanagan, 2009,
para. 2). How can we achieve this goal? Wokai divides this “impossible” project
into numerous small actions: “one loan at a time”. This strategy is extremely
important in attracting people to and keeping people around Wokai’s long term
project. According to the Dragonfly’s
Effect, “goals that are too easy to reach will not satisfy participants and
will underdeliver for your cause. Goals that feel out of reach can discourage
people, leading them to quit easily or not to try at all” (Aaker & Smith,
2010, p. 26). Wokai has done a good job to set its “macro goal” (Aaker&
Smith, 2010, p. 26) of poverty reduction along with achievable “micro goals” (Aaker&
Smith, 2010, p. 26) of making small loans.
Moreover, Wokai further divides its
project into making loan contributions as small as 20 dollars to a group loan
typically no bigger than 800 dollars. Hence, only 40 people are required to
fill a group loan and a 20 bucks contribution is manageable for many people.
Wing 3: Engage. One principle used to
engage people is to tell them a story, because we have a basic human need for
stories (Aaker & Smith, 2010, p. 82). Wokai follows this guideline well and
its website features numerous different stories.
In this loan request, the borrower Tunumula shares
her story that last year she was not able to restock her clothes business
before the Chinese New Year and failed to make money from the opportunity. As a
result, she wants to pledge a loan to restock her clothes shop this year. This
story is short but has achieved several goals. First of all, it’s
straightforward and authentic. You probably get it the first time. Second, the
background information about a five year old daughter might hook a lot of
audience members who love children. Moreover, this women described in the story
is confident and ambitious, trying to “expand my business” and “make more
money”. Instead of showing lenders how miserable the borrowers are, Wokai
typically use stories like this to confirm borrowers’ status as grassroots
entrepreneurs and try to earn them lenders’ respect (Aaker& Smith, 2010, p.
94). In the end, the picture next to the story enables lenders to see the
borrower as a fellow human being instead of another set of computer data, which
increases empathy greatly and enhances her chance of getting the loan.
The story about how Wokai was founded is
another one that enjoys a great amount of attention. Wokai’s founders, Casey
Wilson and Courtney McColgan met in a language program in China and both were
inspired to empower poor Chinese people to liberate themselves from the poverty
cycle. Anecdotes went that, one of the founders had a migrant worker friend in
Beijing, whom the founder wanted to help by teaching her migrant worker friend
English for free. However, after several classes, the founder’s friend told her
that she could not take her classes any longer because the migrant worker had
to go back home to get married as a result of her parents pressure. Making a
living in the capital is too hard especially because the migrant worker did not
have any start money. Although she appreciated the Wokai founder’ efforts in
teaching her English, learning English did not really improve her life. The
founder was shocked and since then has been inspired to help low-income people
in China. Although this story is only an anecdote, it is highly memorable and
sticky (Aaker & Smith, 2010, p. 50). It resonates with many people’s
experience especially when more and more college students get a chance to study
abroad. Its plot is unexpected but authentic and compelling. Most of all, this
story is so personal that many of us only share its kind with good friends;
thus, a feeling of closeness is established as the story unfolds.
Another important aspect of engagement
is facilitation (Aaker & Smith, 2010, p. 80). Companies or NGOs need to
“act[…] as a caretaker of brand development rather than attempting to control
it” (Aaker & Smith, 2010, p. 80). Wokai allows anyone to set up a team on
its website and team members have great flexibility with regards to the design
of their team’s webpage. Teams have their own front page, their location, and
their own team descriptions. New Wokai supporters can request to join existing
teams or start their own teams as they wish.
And this is my chapter. My friend Kaiyan
started it last semester and we only have two members right now. I did not
choose to use my photo for privacy reasons. But it’s weird that our impact
point is still zero because I have made two loans and received at least 130
point.
Besides these could-be-random teams,
Wokai have a bunch of formal chapters featuring the orthodox hierarchy of presidents
and VPs. In some very active chapters, members hold a variety of different
events. In addition to these teams and chapters, Wokai also utilizes Facebook,
Twitter, and owns a Youtube channel as means of engaging a larger audience. Theoretically,
according to the Dragonfly Effect,
matching different media to different people will draw a broader audience and
encourage a greater number of people to act (Aaker & Smith, 2010, p. 97). However,
Wokai is kind of lame with these social websites. It has only a little short of
2000 friends on Facebook, around 1500 followers on Twitter, and its Youtube
channel only has 15,000 views in total. The strategy Wokai seems to use is more
about fostering community-based teams and chapters (although they can be as
small as two people) than to build a huge Facebook and Twitter follower group.
In conclusion, Wokai demonstrates its mastery
of the techniques illustrated in Jennifer Aaker
and Andy Smith’s book the Dragonfly
Effect and has successfully attracted considerable support
for its project of poverty reduction in China. If you are interested in Wokai,
you might want to check out its website http://en.wokai.org/—and you are more than welcome to join
our Wokai Berkeley Team!
References
Aaker,
J., & Smith, A. (2010). The Dragonfly
Effect. San Francisco, CA: A Wiley Imprint.
Flanagan,
E. (2009, July 28). Role-reversal: Americans provide loans to Chinese. In NBC News. Retrieved April 9, 2012, from http://goo.gl/4aBqy
May, M.
(2009, April 13). Tiny loans, big difference at Bay Area Web site. In SFGate. Retrieved April 9, 2012, from http://goo.gl/QWxNn