【CEO风采】安利董事长温安洛：在市场潜力方面中国区域无人能及

一、美国安利公司董事长史提夫·温安洛个人简介

美国安利公司董事长史提夫·温安洛。史提夫·温安洛先生现任美国安利公司董事长,与德·狄维士总裁共同掌管公司的日常运作。史提夫·温安洛先生是美国安利公司创始人之一杰·温安洛先生的长子。

1959年,杰·温安洛先生与其挚友兼事业良伴理查·狄维士先生在他们的家乡密歇根州亚达城创办了安利公司。

1995年,史提夫·温安洛先生接替父亲出任董事长,并把父辈们创办的企业发展成为一家更稳健、更多元化和更具竞争力的跨国公司。出任现职前,史提夫·温安洛先生曾先后担任美国安利公司负责美洲营运的副总裁和美国安利公司市场副总裁。

2013年6月,史提夫·温安洛先生当选美国商会主席。

2001-2002年,史提夫·温安洛先生曾担任过一届美国商会主席。

“我喜欢重庆,这里永远会有新建的大楼,大街上的人们都非常忙碌,而且我也看到他们脸上露出的笑容。”史提夫·温安洛微笑着说。6月5日,身兼美国商会主席和美国安利公司董事长的他到访重庆。

而在此前,他已密集拜会了多个直辖市及省会城市。在广州举行的访华媒体见面会上,史提夫·温安洛在谈及此行目的时坦言,他既是为继续推动中美两国经贸关系建言献策,也想了解一下目前中国的经济发展形势。

在接受媒体采访过程中,史提夫·温安洛表示,重庆的竞争力越来越强,将来会有更多的美国企业与重庆建设合作伙伴关系。

作为安利的第二代掌门,史提夫·温安洛对“伙伴关系”有着更为深刻的理解。安利的发展史不仅是一家企业的创业史,更是一种“伙伴关系”的传承。

二、没有任何一个市场在市场潜力方面能与中国相比

2013年6月19日,美国商会正式宣布美国安利公司董事长史提夫·温安洛为新任美国商会主席,这也是继2001年6月他首度当选美商会主席后第二次当选此职。

美国商会至今已有100多年的历史,是全球最大的商业联盟,代表全美各行各业、规模约300万家会员企业的利益。而史提夫·温安洛的父亲、安利公司联合创始人之一杰·温安洛也曾担任美国商会主席,他们是美国商会历史上罕见的“父子双主席”。

“我现在是美国商会主席,有很多机会与美国商界的企业家见面,每次我都会以我们安利公司在中国的经历来向他们介绍我们在中国的发展。”史提夫·温安洛在接受记者采访时说,中国人口众多,没有任何一个市场在市场潜力方面能与中国相比。

同时,他在向美国企业家介绍中国发展的成功经验时,也会提及在中国市场面临的独特挑战,这些都是在其他市场不曾有的。

据史提夫·温安洛的观察,很多美国的商界朋友,都非常高兴听他关于中国市场的演讲,“我想他们也认为中国富有商机,非常愿意到中国来发展业务。”

史提夫·温安洛告诉记者,此次中国之行,他得到了一个很关键的信息,那就是中国的市场化转型并未停止,未来也会沿着这个方向发展。

一向秉持乐观态度的史提夫·温安洛表示,目前在世界经济放缓的情况下,中国也受到影响,“但是我们不能只看到增长率放缓,同时还要看到中国每年的增长总量还是很大的,以安利公司为例,我认为现在在中国的商机比20年前还要大。”

在他看来,看中国是要看中国的未来,他对中国的未来非常有信心。

三、尊重你的合作伙伴

不管走到哪里,史提夫·温安洛既在介绍美国商会的同时,也会利用机会介绍安利公司。

“我想让他们知道我们是怎样一家企业。”史提夫·温安洛也希望给中国年轻的创业者一些启发。

1959年,美国密歇根州。杰·温安洛和“发小”理查·狄维士在家中的地下室创立安利公司,并凭着浓缩清洁剂打开市场。而今天,安利公司已经发展成为一家知名跨国公司。

50多年后,两位创始人所坚守和珍视的“伙伴关系”不仅已经延续至两个家族的第二代,而且也成为安利企业文化的核心要素。

作为一家家族企业,1990年代,安利公司由第一代领导人向第二代领导人的交接班完成。杰·温安洛的儿子史提夫·温安洛和理查·狄维士的儿子德·狄维士,继续共同执掌安利。

“我父亲与理查·狄维士是一生的挚友,我父亲过世几年了,而理查·狄维士先生仍然健在,我常常可以见到他。”史提夫·温安洛说,父辈的“伙伴关系”是自己学习的一个典范,而这也是他们企业的根基所在。

谈到与合作伙伴的相处,史提夫·温安洛说:“绝对不要对合作伙伴说”我之前告诉过你的”,不要指责,不要埋怨,更不要纠结于过去,而是要向前看。”

在管理企业的过程中,史提夫·温安洛与他的伙伴德·狄维士也会有分歧,也会有争论,“但我们都不会回避问题,会坐下来讨论,直到找到解决问题的方案。

“而这正是因为我们有共同的价值观,不论有什么分歧,最终我们都会找到解决方案。”史提夫·温安洛说,对于中国的年轻创业者,我也祝他们好运,如果要说什么建议的话,我想就是要尊重你的合作伙伴,要由你们这个团队来解决分歧。

四、重庆对其他城市而言很有竞争力，要在重庆进行深耕细作

1995年,安利正式进入中国大陆。此后,美国安利不断对中国进行增资。史提夫·温安洛说,数次增资的原因是对安利中国在过去20年的发展感到非常满意。

“不管是我们的办公室还是生产基地都在逐步扩大,就拿产品来说,安利最初只有家居清洁和个人护理品,后来又有了营养补充食品、美容护肤品、家居科技产品,这一切都反映出我们对中国市场有信心。”

但是在中国的发展过程中,安利并不是没有碰到挑战。

“实际上我们也是遇到了很多挑战,最显著的挑战是来自于法规方面,我们刚进入市场的时候,很多人并不知道直销是什么,直销法规也不健全。

1998年,中国政府在规范直销行业过程中,对所有直销企业“一刀切”,曾让安利面临是否撤出中国的挑战。

史提夫·温安洛回忆说,当时经过讨论,集团董事会一致认为,安利可以试着寻找解决方案,既能发展直销行业又能保护消费者。

为适应中国的法律法规,安利设立店铺,开创了“店铺销售+直销员”的销售模式;此外,安利还设立培训中心,系统化培育营销人才;并先后在中国建成两个产品研发中心,目前正在无锡筹建专门针对中草药有机种植和保健食品开发的植物研发中心。

“现在在中国已经有了直销的法规,使这个行业更规范。”史提夫·温安洛说,有了法规的约束,对于企业在中国未来的发展非常乐观。

而对于重庆,史提夫·温安洛认为,这里的市场吸引力非常强大,这座城市已由一个制造型向消费型城市转变。随着基础设施的改善,发展潜力将得到更大提升。

“重庆对其他城市而言很有竞争力。过去20多年,我们的总部是一直设在广州,随着西部的发展,我们的目光也会延伸。”史提夫·温安洛说,安利将继续在重庆进行深耕细作。

正如安利董事长温安洛所讲的“中国的市场化转型并未停止,未来也会沿着这个方向发展”，而对于数字化转型这个领域也是一样，中国的企业也在这个过程中不断的学习和调整企业经营方式。而世界500强、中国500强等企业CXO高管在CXOUNIONCXO联盟里面交流的过程当中，也是希望能够通过对自己经营经验的总结，来带给更多企业家一些思想上的碰撞。CXOUNIONCXO联盟也希望基于数字化的角度来给大家提供一些管理创新的视角。

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

翻译：

Personal profile of Steve Wenanlo, chairman of Amway Corporation

Steve Winanlo, chairman of Amway. Steve Winanlo is currently Chairman of the Board of Directors of Amway Inc., where he oversees the day-to-day operations of the company with President De Divis. Steve Wenanlo is the eldest son of Jay Wenanlo, one of the founders of Amway Corporation.

In 1959, Mr. Jay Wenanlo and his best friend and business partner, Mr. Richard Devese, founded Amway in their hometown of Ada, Michigan.

In 1995, Steve Winanlo succeeded his father as chairman and developed the business into a more robust, diversified and competitive multinational company. Prior to his current position, Steve Winanlo served as Vice President, Americas Operations, and Vice President, Marketing, Amway.

Steve Winanlo was elected President of the U.S. Chamber of Commerce in June 2013.

Steve Winanlo served one term as chairman of the U.S. Chamber of Commerce from 2001 to 2002.

“I love Chongqing. There are always new buildings, people on the streets are very busy, and I see the smiles on their faces.” Steve Winanlo said with a smile. On June 5, he visited Chongqing as chairman of the American Chamber of Commerce and Amway.

Before that, he has been intensively visited a number of municipalities and provincial capitals. When talking about the purpose of his visit to China at a press conference held in Guangzhou, Steve Wen Anlo said that he not only offered suggestions to further promote the economic and trade relations between China and the United States, but also wanted to know about China’s current economic development situation.

In an interview with the media, Steve Winanlo said that Chongqing is becoming more and more competitive, and more American companies will build partnerships with Chongqing in the future.

As the second-generation head of Amway, Steve Winanlo has a deeper understanding of “partnership”. The history of Amway is not only the history of an enterprise, but also the inheritance of a “partnership”.

No other market can match China in terms of market potential

On June 19, 2013, the U.S. Chamber of Commerce announced Steve Winanlo, Chairman of Amway Corporation, as the new Chairman of the U.S. Chamber of Commerce, the second time since he was first elected Chairman in June 2001.

With a history of more than 100 years, the U.S. Chamber of Commerce is the world’s largest business alliance, representing the interests of approximately 3 million member companies across the United States. Steve Wenanlo’s father, Jay Wenanlo, a co-founder of Amway, also served as chairman of the chamber, making them a rare father-son chairman in the chamber’s history.

“As the chairman of the American Chamber of Commerce, I have many opportunities to meet with American business leaders, and each time I introduce them to Amway’s experience in China.” ‘No other market comes close to China in terms of market potential because of its large population,’ Steve Winanlo told reporters.

At the same time, when introducing the successful experience of China’s development to American entrepreneurs, he will also mention the unique challenges faced in the Chinese market, which are not available in other markets.

According to Steve Winanlo’s observation

According to Steve Winanlo’s observation, many American business friends were very happy to hear his speech about the Chinese market, “I think they also think China is rich in business opportunities, and they are very willing to come to China to develop their business.”

Steve Winanlo told reporters that a key message from his trip to China is that China’s market-oriented transformation has not stopped and will continue in this direction in the future.

Steve Winanlo, an optimist, says that China is also affected by the slowing world economy. “But we can’t just see the growth rate slowing down. We also see that the total amount of growth in China every year is still huge.

In his view, to see China is to see China’s future, and he is very confident about China’s future.

Respect your partners

Wherever he goes, Steve Winanlo takes the opportunity to talk about Amway as well as the Chamber.

“I want them to know what kind of company we are.” Steve Winanlo also hopes to inspire young Chinese entrepreneurs.

1959, Michigan, USA. Jay Wenanlo and Richard Devese, who grew up in the basement of their home, started Amway and marketed it as a concentrated detergent. Today, Amway has grown into a well-known multinational company.

More than 50 years later, the “partnership” cherished by the two founders has not only lasted into the second generation of the two families, but has also become a core element of Amway’s corporate culture.

As a family-owned company, Amway passed from the first generation of leaders to the second generation in the 1990s.

Steve Wenanlo, son of Jay Wenanlo, and De Devis, son of Richard Devis, continue to run Amway together.

“My father and Richard Devis were friends all their lives. My father died some years ago, but Mr. Richard Devis is still alive, and I see him often.” Steve Winanlo says his parents’ “partnership” is a model for him to learn from, and it is the foundation of his business.

When it comes to dealing with partners, Steve Winanlo says, “Never tell your partner, ‘I told you so.’ Don’t point fingers, don’t blame, don’t dwell on the past. Move on.”

In managing the business, Steve Winanlo and his partner, De Devis, have their disagreements and arguments, “but we don’t shy away from problems. We sit down and talk until we find a solution.

“And that is precisely because we share the same values and whatever differences we may have, eventually we will find a solution.” ‘To young entrepreneurs in China, I also wish them good luck,’ says Steve Winanlo. ‘If I have any advice, I think it’s to respect your partners and work out your differences as a team.’

Chongqing is very competitive with other cities, so it is necessary to cultivate deeply and carefully in Chongqing

In 1995, Amway officially entered the Chinese mainland. Since then, Amway has been increasing its capital in China. Steve Winanlo said the reason for several capital increases is that he is very satisfied with the development of Amway China in the past 20 years.

“Both our offices and our manufacturing base are expanding. In terms of products, we started with household cleaning and personal care products, and then we have nutritional supplements, beauty products and home technology products, all of which reflect our confidence in the Chinese market.”

But Amway has not been without challenges in China’s development.

“We actually had a lot of challenges. The most significant challenge was regulatory. When we first entered the market, a lot of people didn’t know what direct selling was.

In 1998, Amway faced the challenge of pulling out of China when the Chinese government imposed a blanket ban on all direct-selling companies as part of its efforts to regulate the industry.

After discussions, the group’s board agreed that Amway could try to find solutions that would both grow the direct sales industry and protect consumers, Steve Winanlo recalled.

In order to adapt to Chinese laws and regulations, Amway has established stores and created a sales model of “store sales + direct sellers”. In addition, Amway also set up a training center to systematically cultivate marketing talents; And has built two product research and development centers in China, and is currently preparing to build a plant research and development center in Wuxi, which is specialized for organic cultivation of Chinese herbal medicine and development of health food.

“Now there are regulations on direct selling in China, which make the industry more regulated.” Steve Winanlo says he is optimistic about the future of his business in China now that regulations are in place.

As for Chongqing, Steve Winanlo says the market pull is so strong that the city has changed from a manufacturing city to a consumer city. With the improvement of infrastructure, the development potential will be even greater.

“Chongqing is very competitive with other cities. Our headquarters have been in Guangzhou for the past 20 years, and as the west grows, so will our vision.” Steve Winanlo says Amway will continue to plow deeper into Chongqing.

As Wen Anlo, chairman of Amway, said, “China’s market-oriented transformation has not stopped and will develop in this direction in the future”. As for the field of digital transformation, Chinese enterprises are also constantly learning and adjusting their business modes in this process. In the process of communicating in the CXOUNIONCXO alliance, the CXO executives of the World Top 500 and China Top 500 companies also hope to bring more entrepreneurs some ideological collision by summarizing their own business experience. The CXOUNIONCXO Alliance also hopes to provide some perspective on management innovation from a digital perspective.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于网络；编辑/翻译：CXO UNIONCXO联盟小X。

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