《【演讲稿】钟彬娴在清华学子时代论坛上的演讲.docx》由会员分享，可在线阅读，更多相关《【演讲稿】钟彬娴在清华学子时代论坛上的演讲.docx（35页珍藏版）》请在三一文库上搜索。
1、第 1 页 钟彬娴在清华学子时代论坛上的演讲1 特征码 NPTHINUxbgemtpVxNveW Andrea Jung Tsinghua University - (Beijing) Oct. 23rd Good afternoon everyone. I cant tell you how honored I am to be here with you to talk about my thoughts on leadership and to share my experiences as one of only a handful of women today running a m
2、ajor global corporation. As I look out at all of you some at the beginning stages of your careerssome well along the road to your future wherever you are on your own personal path I can promise you a world of opportunity and excitement. Anything you choose to do is within your reach. How far you go
3、will depend on how high you set your dreams and how hard you work to achieve them. But whatever path you take, the foundation provided by a good education will make success e that much easier, I promise you. I have shared my experiences on leadership with many 第 2 页 different groups of people all ov
4、er the world. But being here in the country where my parents and grandparents were born - a country to which I continue to feel strong emotional and intellectual ties - is an enormous privilege and a dream e true. I consider myself a relatively recent member of a new generation of business leaders f
5、aced with a dizzying pace of change and a global economic and political environment that are redefined by the day in this tumultuous 21st century. I was offered the job as CEO of Avon four years ago, and it has certainly been an experience of a lifetime for me ever since. Weve had a spectacular succ
6、ess, modernizing everything about the pany from top to bottom. With sales that this year will top $6.7 billion USD and a stock price which is at an all-time high, weve certainly had some incredible results. Avon has been named one of Fortune magazines most admired panies and weve made Business Weeks
7、 list of the worlds most valuable brands for three years in a row. You may not realize this, but Avon does business in 143 第 3 页 countries and we sell our products through more than f four million independent sales representatives through our now-famous direct selling distribution model. Of all the
8、countries where Avon does business, China is without doubt our fastest growing market. Avon entered China in 1990, and we were the first international direct selling pany to open our doors here. Over the years we have adapted our selling techniques to the unique needs of the Chinese consumer. Today,
9、 we sell our products in a variety of different ways, with broad distribution through 5,000 independent Beauty Boutiques, owned and operated by entrepreneurs who are building successful Avon businesses. The majority -more than three-quarters- of these Beauty Boutique owners are women, in keeping wit
10、h Avons founding principles of providing business and financial opportunities for women. This is really the core of our business vision and it is consistent from 第 4 页 market to market all over the world. Today, Avon is proudly known as “The Company for Women“ in every country in which we do busines
11、s. And our ability to provide women with both quality products and a significant earnings opportunity has bee an important petitive advantage. It is one of the reasons our business in China has grown so rapidly right from the start. Over the past four years we have experienced robust sales growth of
12、 30% annually. In 2003, we expect to achieve total sales of $150 million to $200 million U.S. dollars. We have bee the number one brand of skin care for Chinese women, and were also one of their top three favorite makeup brands. Our facilities include 74 Branches in 27 Provinces, plus a $41 million
13、state-of-the-art global manufacturing facility in Guangzhou. Going forward, our strategy for Avon recognizes China as the number one market in the world for future expansion, reflecting our strong mitment to bring new business opportunities to entrepreneurial women in every corner of this great coun
14、try. (Pause) 第 5 页 As I look back to all that we have acplished over the past decade and particularly over the past four years, it has been a real period of breakout success for our pany breathtaking, but also exhausting. The roller coaster ride has opened my eyes to many thingsabout the increasingl
15、y plex demands of running a business today, about my own petencies and the need to constantly challenge and renew my own mitment to being a better leader. I had no idea at the moment I became CEO that I would experience such great fortune and such great challenge both at the same timeand how enormou
16、sly my life would change as a result. No idea what privilege, yet what responsibility es with being the first woman to lead the pany, to be constantly scrutinized as one of less than a handful of women CEOs today - what it would be like to balance my Chinese cultural background - 第 6 页 what the resp
17、onsibilities of the office would entail in this unparalleled environment. And what it would mean to be a business leader that could distinguish him or herself in todays world where the game is changing by the minute. As I reflect on my rapid rise to the top as one of the few women running a major gl
18、obal corporation, I have found myself thinking a great deal about my Chinese heritage and how enormously fortunate I am to have been given this very precious gift. I was raised in a traditional Chinese family where achievement was not demanded, but expected. My father, born in Hong Kong, was a succe
19、ssful architect. My mother, born in Shanghai, was the first female chemical engineer in her graduating class at the University of Toronto in Canada. They arrived in America not speaking a word of English but through hard work, both were able to fulfill their full potential, and their success has set
20、 a wonderful example for me. My parents were always, and continue to be today, the single biggest influence in my life. They raised my brother and I with a respect for the values and 第 7 页 traditions of our Chinese heritage, yet also with an unwavering mitment to bring us up with all the opportuniti
21、es for higher education and a desire to prepare us to adapt to American society and to succeed in this world of great change. My brother and I were given all the opportunities of our American friends - the same schools, the same tennis lessons, the same piano teachersbut we had the wonderful advanta
22、ge in my mind of a cultural heritage that we were always taught to be proud of. Mom and Dad always wanted us to be proud of being Chinese - my brother and I smile today when we reminisce on growing up in our house. We grew up believing that being Chinese was the greatest advantage in life; in our ho
23、use, everything important in life came from China, was invented in China, owed all to the Chinese. We went on elementary school field trips to pulp plants, where they taught us how paper was made. Paper was 第 8 页 invented in China, Mom said, after we relayed the process in awe. Our favorite neighbor
24、s were Italian and invited us over for spaghetti. When we came home and raved, Dad would remind us that Marco Polo brought pasta home from China. Not ItalianChineseand so it went. And how wonderful they were to instill in us the sense of pride in our heritage that we have never forgotten. When I fir
25、st became CEO, a famous American television journalist interviewed my dad and asked him if he always knew I would be successful in business. No, he said, quite to the contrary, he worried for years that raising me to be a respectful Chinese daughter would hinder my ability to pete in a world with wh
26、at he considered the aggressive, cut throat traits of typical America CEOs. In fact, he passed on a letter to me that I keep, translated from Chinese to English, in my desk drawer. The letter reads: “Remember, there are distinctive qualities that set apart the successful Chinesestrive to excel in al
27、l you do; be a superb parent willing to curtail 第 9 页 your own pleasure for the sake of better nurturing your children; be generous, fair, tolerant, eager to learn from other cultures while sharing your own. But beyond these attributes, remember to have an absence of arrogance and boastfulness; have
28、 unfailing courtesy, forbearance, sensitivity of others feelings and above all, the ability to diffuse your anger and grievance, not by surppressing them but by transforming them into helpful, positive emotions. In an age and environment of pretension, you have a precious Chinese cultural heritage w
29、hich we are proud to pass down to you.“ (Pause) And so, with my parents definition of distinguished leadership in my drawer at all times, I have pushed forward to redefine aggressive as assertive, yet hopefully never abrasive, to insure that Im tough enough to make the hard decisions, but never unfa
30、irly, always treating people well.reminding myself at all times to have the humility and sensitivity which is 第 10 页 expected in the Chinese culture, adapted to the needs of the pressing business environment which requires a healthy dose of outwardly expressed confidence and courage. In a way, my ow
31、n experiences reflect those of many women in the business arena who struggle to retain the best of who they are while carving out a successful management career. During my visit here, I have met and talked with so many women, and I am truly heartened that the doors of opportunity are beginning to op
32、en for women in every field. But I also know that real change is a slow process, so I am hopeful that my own experiences as a woman and as a leader will provide a valuable perspective. As the pany for women, Avons mitment to providing developmental opportunities for women is second to none. As you m
33、ight expect, Avon has a solid representation of women in senior management. In fact, this was one of the reasons I joined the pany a decade ago, working my way up the ranks through areas of increasing responsibility.But interestingly, it has only been in recent years that “the pany for women“ has al
34、so emerged 第 11 页 as the pany for women in senior leadership positions. Until the last decade, women were not well represented in the executive suite. With few exceptions, middle management was about as far as they could go. Here was a pany with virtually 100% women customers and sales representativ
35、es, yet capable women simply could not get to the top. This not only proved unfair, it also proved to be a poor business decision. The lack of women in management came to hurt Avon. Between 1975 and 1985, more than twelve and a half million women entered the United States work force. These working w
36、omen had to be served in new ways. But, at that time, Avons leadership team was still made up entirely of men. Womens voices werent heard as we planned our marketing strategy and as a result, sales in our largest market suffered. Fortunately, Avon learned to change. Men and women now work together a
37、s equal business partners. They learn from each other and respect each other. We still offer our male executives an outstanding career opportunity, but now women have an equal chance to succeed. Today, six out of eleven of Avons board of directors 第 12 页 are women. My number two executive is a woman
38、. Almost half of our management staff around the world are women. And importantly, we have put in place special programs to develop the next generation of women who are being trained and prepared to bee General Managers in markets all over the world. I am equally excited about our progress with the
39、development of the next generation of Avons women leaders in China. Women now account for 78% of our total workforce here. Even more impressive, 75% of our managers and supervisors are women, and 30% of our most senior executive are women. (Pause) With Avons reputation for promoting women and my own
40、 career success, I am often asked for advice on how people can prepare t hemselves to be the leaders of tomorrow. In fact, over 第 13 页 my career, I have e to believe that there are indeed some very special qualities that distinguish all leaders - and help them stand out in todays petitive arena. Fir
41、st is Passion. You have to love the work you do. You have to be excited to e to work every day. They taught us the four principles of marketing when I went to school: product, price, place, promotion. But they didnt teach us the fifth, most critical principle which as far as Im concerned is Passion,
42、 the key to being truly successful as a leader over the long run. No matter what career path you choose, I believe you have to love what you do. My own personal experience proves this point. There was a time in my Avon career when I was passed over for a promotion to be the CEO. I had a job offer to
43、 be the head of another pany, but a woman I respected gave me some good advice. She told me always to follow my heart, not my head. So I followed my heart and stayed at Avon. In the end, I got the promotion, but most important, I have always loved my work, and that has made all the difference. The n
44、ext distinguishing quality of leadership is 第 14 页 Compassion - caring about people. In my four years as CEO at Avon, Ive had to make some tough decisions and difficult calls -eliminating jobs and closing factories. Actions that affect good people. The horrible part of the job. But I believe we demo
45、nstrate passion and treat people fairly, with respect and dignity during those tough decisions. And it is the responsibility for those of us wanting the privilege of being tomorrows corporate leaders to honor the mitment to passion and the protection of the human spirit, in spite of the pressures an
46、d demands of business today. Along with passion es Humility. Many people are surprised to learn this is one of Avons core values. None of us has all the answers. And all of us must listen to each other, because listening makes us stronger. One of the things Ive learned about myself is that I tend to
47、 be impatient in solving problems. Instead of listening to the opinions of others, I try 第 15 页 right away to find solutions. I have had to learn that other people can give me valuable input and that listening makes me a better leader. To be a better listener, I now bring employees from all over the
48、 world - including China - to New York City four times a year to hear their suggestions for how to improve our business. I meet with them for a full day and spend most of my time listening. This is one of the most important things I do. Balance is another essential leadership quality in todays plex
49、world, and its a quality that is especially critical for women who are juggling many and sometimes peting roles. As a working mother with two children - my daughter Lauren is 14 and my some Jamie is 6 - I constantly struggle with the issue of balance. People always ask me how I do it, and my answer isits never easy to balance work and family. Ill give you an example. I belong to an executive mittee of CEOs from the business world. Recently we were invited to Washington for a meeting with the President of the United States. This was very exciting to me. Wha