美樂家年營業額超過１１.３億美金

Melaleuca $1.13 Billion Revenue In 2012

美樂家年營業額超過１１.３億美金

by Ted Nuyten on February 18, 2013

作者：Ted Nuyten　譯者：天問

  

　　天問按：很多人對於美樂家在２０１３年北美年會上宣佈其北美年營業額已經超過雅芳、安利等直傳銷巨頭，排名在組織行銷的第一名表示懷疑。

　　對此，天問想說的是，在一個誠信度遠比中國高的美國，這種話可不能亂說的，不然這種欺詐將會付出法律的代價。

　　正好，昨天，天問獲悉了這篇來自北美的直銷行業網站的新聞稿，也算是對美樂家這一說法的真實性作了一個佐證。由該文章尚無人將其翻譯成中文，天問自不量力，借助谷歌線上翻譯，稍作潤色，將它翻譯給大家了。

　　（２０１３年６月１日於廈門）

Consumer direct marketing company Melaleuca, announced annual revenues of $1.13-billion for calendar year 2012. This is a 9.2 % increase over the previous year. As one of the country’s most consistent growth companies, Melaleuca has grown in 26 of the last 27 years.

　　消費者直購公司美樂家，宣佈２０１２年營業額為１１.３億美元。比去年增長了９.２％。作為在美國最知名的持續成長型企業之一，美樂家保持過去２７年中的２６年美樂家持續增長。

 

Prior to 1985, companies that offered home-based business opportunities traditionally used a Multi-level marketing (MLM) business model. The Multi-level Marketing model has multiple levels of distribution where distributors purchase products from the company and then try to make a profit by reselling those products to other distributors or to customers. A criticism of Multi-level Marketing is that those who cannot resell inventory they purchase end up losing money and are stuck with boxes of product in their possession.

　　在１９８５年之前，傳統的人員式直銷企業，都是以多層次直銷（ＭＬＭ）的方式在提供以家庭為單位的創業機會。直傳銷以直銷商（中間商）的身份向直銷公司進貨，賺取利潤主要靠以多層次的價差方式，倒賣這些產品給其他下線直銷商或消費者。而直傳銷受到的最大批評是：大量直傳銷商在進貨後並不能將產品轉售出支造成囤貨、賠錢，造成他們被套牢。

In 1985, Melaleuca launched a new business model called “Consumer-direct marketing,” which operates substantially differently than Multi-level Marketing. In Melaleuca’s Consumer-direct marketing model, there are no distributors who purchase and resell products and there are no multiple levels of distribution. Instead, marketing executives refer customers directly to the company. Customers then purchase product directly from the company instead of from a distributor. This means no one makes any investment in inventory and there is no way for anyone to lose money, making operating a Melaleuca business essentially a risk-free venture. Prior to 1985, this concept had never been tried.

　　１９８５年，美樂家推出了一個全新的商業模式，被稱為“消費者直效行銷”（天問注：又譯消費者直購系統，英文簡稱ＣＤＭ，與多層次直傳銷的ＭＬＭ完全不同。參考維琪百科中文網詞條：消費者直購系統），這大大不同於直傳銷模式。美樂家的消費者直購模式，所有會員並非中間商也不轉售產品，也不存在直傳銷的多層次價差。其定位經營的會員，也只是介紹他們要推薦的客戶直接到公司辦理會員，然後享受購買產品所有優惠與好處。這意味著沒有一個會員需要在美樂家進貨囤貨，當然也不會有任何賠錢。這意味著美樂家成為了一個夫正的無風險創業機會。這在１９８５年之前，是歷史上從來沒有過的商業模式。

When Melaleuca first announced it was going to use a Consumer-direct marketing model rather than Multi-level Marketing, many industry experts forecasted that the company would fail. (It was assumed that unless a company sold case lots of products or large quantities in each transaction amounting to at least $100 or more per transaction no company could survive.) In the beginning, Melaleuca anticipated sales of approximately $30 per month per household – not even close to the $100 minimum threshold. Experts in the direct selling industry thought that the cost per sale would exceed the profits from such a tiny transaction and therefore, they forecasted Melaleuca’s rapid demise. But, after 27 years of success, Melaleuca claims it has proven the experts wrong. That claim may be valid as Melaleuca’s sales in the U.S. have now exceeded the annual sales of MLM companies such Amway, NuSkin, Shaklee and Herbalife.

　　當美樂家首次宣佈它打算用一個消費者直購模式而不是傳統的人員式直傳銷模式經營時，不少業內專家預測，該公司將失敗。

　　（這裡有一個市場假設，直傳銷公司必須要能夠銷售出大量的產品，尤其是除非直銷商報單買貨１００美金以上，否則沒有一家直傳銷企業能夠生存下去。）最初，美樂家卻分析認為每個家庭每月大概生活必需要品消費在３０美金以上，所以它甚至規定了不允許消費者購買超過１００美金的門檻。

　　這在直銷行業的專家們看來，美樂家的運營成本將會超過其想獲得的利潤。因此，他們預測美樂家將會很快失敗倒閉。但是，經過27年的成功經驗，美樂家用實踐證明了這些專家們的錯誤。

　　因為，美樂家在美國的年營業額真的已經超過了最著名的傳統的傳直銷企業如安利（Amway）、如新(NuSkin)、嘉康利(Shaklee)和康寶萊(Herbalife)。

In spite of an economy that has caused competitors to slide backwards or maintain the status quo, Melaleuca continues to flourish. The majority of the company’s growth in 2012 came from the U.S. and Canada, and the balance came from 14 other countries.

　　儘管北美的直傳銷競爭對手面臨營業額下滑與勉強維持原來的營業額，但美樂家卻持續蓬勃發展。有意思的是，２０１２年美樂家公司的增長，年營業額大部分來自美國和加拿大本土的成長，小部分營業額則來自其他１４個國家。

　　(天問注：很多質疑美樂家在北美排名第一的原因是——安利以其全球近１１３億美金的年營業額依然雄據全球直銷企業第一名。但各位不要忘了，安利最大的市場早已經不在本土，單年安利（中國）就占了２７１億人民幣（４４億美金），這還不包括印度、東歐等這樣同樣是市場潛力巨大、增長超快的市場，而安利在全球有超過８０多個國家和地區的分公司！

　　舉例：美樂家在北美超越安利的，相當於這一樣個類比——美樂家在上海的營業額超過安利，而在內陸鄭州沒有超過，在全國市場量多沒超過。請問在上海的競爭激烈還是在鄭州？不要忘記，美樂家全球僅僅才１５家，而且直銷市場沒有１５年以上的區域市場，它不會考慮進入。一個在競爭更激烈，市場更發達的地區呈現正成長的公司，與一個在第三世界正成長卻在本土倒退的公司，哪個更強？各位思考！）

Melaleuca CEO Frank VanderSloot stated, “Melaleuca’s growth is a tribute to our unique marketing strategy. When we decided to dump the Multi-level Marketing model and switch to Consumer-direct marketing in 1985, we were told the Consumer-direct model would not work and we would go broke trying to make it work. I think our 27-year history of consistent growth proves that theory wrong. The Consumer-direct marketing model has proven to be far superior to Multi-level Marketing.”

　　美樂家創辦人兼首席執行官范德士先生說：“美樂家持續成長是一個驗證了我們獨特的商業模式的成功。１９８５年，當我們決定以反直傳銷方式切換到消費者直購系統時，我們被告知消費者直購是根本是行不通的，而我們做到了。我覺得我們27年持續增長的歷史，已經驗證了專家們的這一理論是錯誤的。消費者直購系統已被驗證它已經是遠遠優於直傳銷模式。”

There continues to be strong consumer demand for Melaleuca’s health and wellness products. Melaleuca touts its high-quality natural ingredients which make up over 350 proprietary and patented formulas.

　　目前美樂家的營養健康食品系列的市場潛力巨大，消費需求強勁。這主要緣于美樂家產品不但擁有著高品質的天然成分，而且擁有超過350個獨家產品和專利配方。

It was just last December when VanderSloot announced plans for a new headquarters for the company to be located south of Idaho Falls.   The new 40-plus acre campus will cost an estimated $50-million dollars and will consolidate all of the companies departments bringing them all under one roof.   Construction on that facility is set to begin sometime later this Spring.

　　在剛剛過去的１２月，范德士總裁宣佈了美樂家公司位於愛達荷市南部的建立一個新總部的計畫。占地４０英畝的新總部基地將耗資估計為５０００萬美元，它可以將美樂家過去相對分散的各個部門全部整合到一起。而總部的建設將計畫２０１３年春季之後開始破土動工。