Sunday, April 03, 2005
Alticor Business Good News 2
恭喜 恭喜﹗﹗﹗ 大馬安利業績又再突破﹐領先 ﹗﹗﹗
The Edge Daily 報導。
Amway 有4個分叉的計劃來提高業績成長。
大馬安利今年會實施一個四個有叉的戰略計劃提高它的市場位置在直銷業。安利董事经理刘汉棋在该公司举行了股东常年大会后向传媒披露。
他說大馬安利會保衛它的市場份額和開發更好的基礎設施讓生意更加成長, 增加新特點在Amway2.u.com, 創造更高的可見性在關鍵品牌和建立更大的有形财产。
大馬安利在 2004 年11月30 第一季度成長了25.5%﹐ 淨盈利是 RM17.93 百萬比去年的 RM14.29 百萬還要好。
他披露 "這是我們最佳業績表現根據銷售收入在公司的29 年歷史上," 他慎重地樂觀關於公司的表現本財政年度。
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Amway’s 4-pronged plan to enhance growth
By Tamimi Omar
Amway Holdings Bhd is implementing a four-pronged strategy this year to enhance its market position in the direct selling industry, says its managing director Low Han Kee.
He said Amway would defend its market share and grow its business by developing better infrastructure, adding new features to Amway2u.com, creating higher visibility for key brands and establishing a larger physical presence.
“Amway would open a new regional distribution centre in Alor Star in March this year as both our regional offices in Sibu and Melaka, which were opened last year, received very good response from the public,” Low said after Amway’s AGM in Kuala Lumpur on Jan 31.
He said Amway would introduce 16 new products this year as part of its branding promotion exercise; and also engage in an aggressive marketing programme to generate bigger sales among its distributors. “The number of our distributors would probably see minimal increase this year, but we plan to have an aggressive marketing programme that would get our distributors to perform better,” he said.
In 2004, Amway purchased two pieces of land near its existing headquarters in Petaling Jaya to expand its facilities and offer a higher level of service to its distributors.
Low said work on the proposed expansion had been hampered by problems involving squatters on part of the land. “However, we envisage that the problems would be resolved by year-end and expect to begin construction of the building by early next year.”
Amway posted a 25.5% jump in net profit to RM17.93 million for the first quarter ended Nov 30, 2004 from RM14.29 million a year earlier, on the back of a 26.4% rise in revenue to RM144.58 million from RM114.37 million. It had posted a RM53.59 million net profit on a revenue of RM456.4 million for the year ended Aug 31, 2004.
“This is the best-performing quarter in terms of sales revenue in the 29-year history of the direct selling company,” Low said. He was cautiously optimistic about the company’s performance for the current financial year.
Amway has declared an interim dividend of 7.5 sen per share less tax for FY05.
中國安利是2004年中国最具影响二十家跨国企业之一
安利：另类生存
黄德荫对《第一财经日报》记者表示：“安利是一个很年轻的公司，进入中国刚刚9年的时间，不敢当老大。”在黄德荫的谦虚背后，一组数据反映出来的安利中国的发展速度却是十分可观：2003年的销售额超过100亿元人民币；2004年的销售额还要有一个50%的增长。
这就是一个在中国仅仅9岁的跨国公司取得的成功业绩。正如黄德荫所说：每个公司都拥有自己的文化，而安利中国所迈出的每一步都和中国文化息息相关。在经历了1998年4月的几近灭顶之灾后，安利中国的营业额由当年的3.2亿元人民币上升到2001年的48亿元人民币。安利中国的另类生存，在整个中国经济融入全球化的背景中，显得相当醒目。
“安利有一个独特的文化：在企业内部，每一名员工都有精益求精的工作态度，永远都希望前进。这种态度被整个团队分享，也算得上是安利的企业文化；在对外界的影响方面，从进入中国以来，安利始终非常努力地把讯息不断地传递给消费者，对消费者介绍安利是一个怎样的公司，从而为消费者提供不间歇的品牌体验。”虽然黄德荫表示，他也不知道如何对外解释安利的企业文化，但是深处其中，黄德荫谙知在“摸着石头过河”的9年时间里，安利如何不断地完善自身。
一个非常简单明了的例证就是安利中国的广告策略。黄德荫对《第一财经日报》记者介绍说：安利中国年销量中有1.5%的比例用于宣传广告。用安利中国的销售量一比，每年安利有1个亿用来宣传品牌。
“这就是安利进入中国后，和国外有所不同的策略之一。在国外，安利并不是完全不做广告，但是在传统的直销市场，销售人员的介绍和产品的口碑对一个直销企业更为重要。但是中国有所不同，消费者相信‘广告’，愿意购买通过公众展示的产品。在这种情况下，安利在中国广告宣传相对较多。”
安利所带来的“品牌体验”体现在不同的方面：赞助奥运；用跳水冠军做产品代言；连续3年的健康跑活动等等。这种与海外安利其他公司大相径庭的广告宣传，不仅成功接近了安利与中国公众的距离，也大大提升了安利在中国市场的影响力和知名度。
从1998年安利中国采取雇佣销售代表和店铺销售的经营模式来销售产品开始，到后来逐步形成具有安利中国风格的宣传模式。安利无论是作为一家跨国企业进入中国，还是以一种独特的营销文化进入中国，都附着了相当丰富的文化冲突的内涵。而其在策略上的善变和内心的把持不变，又使其成为直销企业的一面镜子。
稿源： 北方网—时代财经 编辑： 张晋
2004中国最具影响二十家跨国企业(名单与评价)
http://chinese.cari.com.my/myforum/viewthread.php?tid=155703&highlight=&page=4
The Edge Daily 報導。
Amway 有4個分叉的計劃來提高業績成長。
大馬安利今年會實施一個四個有叉的戰略計劃提高它的市場位置在直銷業。安利董事经理刘汉棋在该公司举行了股东常年大会后向传媒披露。
他說大馬安利會保衛它的市場份額和開發更好的基礎設施讓生意更加成長, 增加新特點在Amway2.u.com, 創造更高的可見性在關鍵品牌和建立更大的有形财产。
大馬安利在 2004 年11月30 第一季度成長了25.5%﹐ 淨盈利是 RM17.93 百萬比去年的 RM14.29 百萬還要好。
他披露 "這是我們最佳業績表現根據銷售收入在公司的29 年歷史上," 他慎重地樂觀關於公司的表現本財政年度。
screen.width*0.7) {this.resized=true; this.width=screen.width*0.7; this.alt='Click here to open new window';}" border=0>
Amway’s 4-pronged plan to enhance growth
By Tamimi Omar
Amway Holdings Bhd is implementing a four-pronged strategy this year to enhance its market position in the direct selling industry, says its managing director Low Han Kee.
He said Amway would defend its market share and grow its business by developing better infrastructure, adding new features to Amway2u.com, creating higher visibility for key brands and establishing a larger physical presence.
“Amway would open a new regional distribution centre in Alor Star in March this year as both our regional offices in Sibu and Melaka, which were opened last year, received very good response from the public,” Low said after Amway’s AGM in Kuala Lumpur on Jan 31.
He said Amway would introduce 16 new products this year as part of its branding promotion exercise; and also engage in an aggressive marketing programme to generate bigger sales among its distributors. “The number of our distributors would probably see minimal increase this year, but we plan to have an aggressive marketing programme that would get our distributors to perform better,” he said.
In 2004, Amway purchased two pieces of land near its existing headquarters in Petaling Jaya to expand its facilities and offer a higher level of service to its distributors.
Low said work on the proposed expansion had been hampered by problems involving squatters on part of the land. “However, we envisage that the problems would be resolved by year-end and expect to begin construction of the building by early next year.”
Amway posted a 25.5% jump in net profit to RM17.93 million for the first quarter ended Nov 30, 2004 from RM14.29 million a year earlier, on the back of a 26.4% rise in revenue to RM144.58 million from RM114.37 million. It had posted a RM53.59 million net profit on a revenue of RM456.4 million for the year ended Aug 31, 2004.
“This is the best-performing quarter in terms of sales revenue in the 29-year history of the direct selling company,” Low said. He was cautiously optimistic about the company’s performance for the current financial year.
Amway has declared an interim dividend of 7.5 sen per share less tax for FY05.
中國安利是2004年中国最具影响二十家跨国企业之一
安利：另类生存
黄德荫对《第一财经日报》记者表示：“安利是一个很年轻的公司，进入中国刚刚9年的时间，不敢当老大。”在黄德荫的谦虚背后，一组数据反映出来的安利中国的发展速度却是十分可观：2003年的销售额超过100亿元人民币；2004年的销售额还要有一个50%的增长。
这就是一个在中国仅仅9岁的跨国公司取得的成功业绩。正如黄德荫所说：每个公司都拥有自己的文化，而安利中国所迈出的每一步都和中国文化息息相关。在经历了1998年4月的几近灭顶之灾后，安利中国的营业额由当年的3.2亿元人民币上升到2001年的48亿元人民币。安利中国的另类生存，在整个中国经济融入全球化的背景中，显得相当醒目。
“安利有一个独特的文化：在企业内部，每一名员工都有精益求精的工作态度，永远都希望前进。这种态度被整个团队分享，也算得上是安利的企业文化；在对外界的影响方面，从进入中国以来，安利始终非常努力地把讯息不断地传递给消费者，对消费者介绍安利是一个怎样的公司，从而为消费者提供不间歇的品牌体验。”虽然黄德荫表示，他也不知道如何对外解释安利的企业文化，但是深处其中，黄德荫谙知在“摸着石头过河”的9年时间里，安利如何不断地完善自身。
一个非常简单明了的例证就是安利中国的广告策略。黄德荫对《第一财经日报》记者介绍说：安利中国年销量中有1.5%的比例用于宣传广告。用安利中国的销售量一比，每年安利有1个亿用来宣传品牌。
“这就是安利进入中国后，和国外有所不同的策略之一。在国外，安利并不是完全不做广告，但是在传统的直销市场，销售人员的介绍和产品的口碑对一个直销企业更为重要。但是中国有所不同，消费者相信‘广告’，愿意购买通过公众展示的产品。在这种情况下，安利在中国广告宣传相对较多。”
安利所带来的“品牌体验”体现在不同的方面：赞助奥运；用跳水冠军做产品代言；连续3年的健康跑活动等等。这种与海外安利其他公司大相径庭的广告宣传，不仅成功接近了安利与中国公众的距离，也大大提升了安利在中国市场的影响力和知名度。
从1998年安利中国采取雇佣销售代表和店铺销售的经营模式来销售产品开始，到后来逐步形成具有安利中国风格的宣传模式。安利无论是作为一家跨国企业进入中国，还是以一种独特的营销文化进入中国，都附着了相当丰富的文化冲突的内涵。而其在策略上的善变和内心的把持不变，又使其成为直销企业的一面镜子。
稿源： 北方网—时代财经 编辑： 张晋
2004中国最具影响二十家跨国企业(名单与评价)
http://chinese.cari.com.my/myforum/viewthread.php?tid=155703&highlight=&page=4
# posted by ourlovestory : 6:07 PM
