北美直销业新闻：美乐家2012年营业额11.3亿，北美超越安利雅芳排第一

Melaleuca$1.13 Billion Revenue In 2012

美乐家年营业额超过１１.３亿美金

by TedNuyten on February 18, 2013

很多人对于美乐家在２０１３年北美年会上宣布其北美年营业额已经超过雅芳、安利等直传销巨头，排名在组织行销的第一名表示怀疑。

　　对此，想说的是，在一个诚信度远比中国高的美国，这种话可不能乱说的，不然这种欺诈将会付出法律的代价。

　　正好，昨天，获悉了这篇来自北美的直销行业网站的新闻稿，也算是对美乐家这一说法的真实性作了一个佐证。由该文章尚无人将其翻译成中文，借助谷歌在线翻译，稍作润色，将它翻译给大家了。

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

　　消费者直购公司美乐家，宣布２０１２年营业额为１１.３亿美元。比去年增长了９.２％。作为在美国最知名的持续成长型企业之一，美乐家保持过去２７年中的２６年美乐家持续增长。

Prior to1985, companies that offered home-based business opportunitiestraditionally used a Multi-level marketing (MLM) business model.The Multi-level Marketing model has multiple levels of distributionwhere distributors purchase products from the company and then tryto make a profit by reselling those products to other distributorsor to customers. A criticism of Multi-level Marketing is that thosewho cannot resell inventory they purchase end up losing money andare stuck with boxes of product in their possession.

　　在１９８５年之前，传统的人员式直销企业，都是以多层次直销（ＭＬＭ）的方式在提供以家庭为单位的创业机会。直传销以直销商（中间商）的身份向直销公司进货，赚取利润主要靠以多层次的价差方式，倒卖这些产品给其他下线直销商或消费者。而直传销受到的最大批评是：大量直传销商在进货后并不能将产品转售出支造成囤货、赔钱，造成他们被套牢。

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

　　１９８５年，美乐家推出了一个全新的商业模式，被称为“消费者直效行销”（又译消费者直购系统，英文简称ＣＤＭ，与多层次直传销的ＭＬＭ完全不同。参考维基百科中文网词条：消费者直购系统），这大大不同于直传销模式。美乐家的消费者直购模式，所有会员并非中间商也不转售产品，也不存在直传销的多层次价差。其定位经营的会员，也只是介绍他们要推荐的客户直接到公司办理会员，然后享受购买产品所有优惠与好处。这意味着没有一个会员需要在美乐家进货囤货，当然也不会有任何赔钱。这意味着美乐家成为了一个夫正的无风险创业机会。这在１９８５年之前，是历史上从来没有过的商业模式。

WhenMelaleuca first announced it was going to use a Consumer-directmarketing model rather than Multi-level Marketing, many industryexperts forecasted that the company would fail. (It was assumedthat unless a company sold case lots of products or largequantities in each transaction amounting to at least $100 or moreper transaction no company could survive.) In the beginning,Melaleuca anticipated sales of approximately $30 per month perhousehold – not even close to the $100 minimum threshold. Expertsin the direct selling industry thought that the cost per sale wouldexceed the profits from such a tiny transaction and therefore, theyforecasted Melaleuca’s rapid demise. But, after 27 years ofsuccess, Melaleuca claims it has proven the experts wrong. Thatclaim may be valid as Melaleuca’s sales in the U.S. have nowexceeded the annual sales of MLM companies such Amway, NuSkin,Shaklee and Herbalife.

　　当美乐家首次宣布它打算用一个消费者直购模式而不是传统的人员式直传销模式经营时，不少业内专家预测，该公司将失败。

　　（这里有一个市场假设，直传销公司必须要能够销售出大量的产品，尤其是除非直销商报单买货１００美金以上，否则没有一家直传销企业能够生存下去。）最初，美乐家却分析认为每个家庭每月大概生活必需要品消费在３０美金以上，所以它甚至规定了不允许消费者购买超过１００美金的门槛。

　　这在直销行业的专家们看来，美乐家的运营成本将会超过其想获得的利润。因此，他们预测美乐家将会很快失败倒闭。但是，经过27年的成功经验，美乐家用实践证明了这些专家们的错误。

　　因为，美乐家在美国的年营业额真的已经超过了最著名的传统的传直销企业如安利（Amway）、如新(NuSkin)、嘉康利(Shaklee)和康宝莱(Herbalife)。

In spiteof an economy that has caused competitors to slide backwards ormaintain the status quo, Melaleuca continues to flourish. Themajority of the company’s growth in 2012 came from the U.S. andCanada, and the balance came from 14 other countries.

　　尽管北美的直传销竞争对手面临营业额下滑与勉强维持原来的营业额，但美乐家却持续蓬勃发展。有意思的是，２０１２年美乐家公司的增长，年营业额大部分来自美国和加拿大本土的成长，小部分营业额则来自其他１４个国家。

(很多质疑美乐家在北美排名第一的原因是——安利以其全球近１１３亿美金的年营业额依然雄据全球直销企业第一名。但各位不要忘了，安利最大的市场早已经不在本土，单年安利（中国）就占了２７１亿人民币（４４亿美金），这还不包括印度、东欧等这样同样是市场潜力巨大、增长超快的市场，而安利在全球有超过８０多个国家和地区的分公司！

　　举例：美乐家在北美超越安利的，相当于这一样个类比——美乐家在上海的营业额超过安利，而在内陆郑州没有超过，在全国市场量多没超过。请问在上海的竞争激烈还是在郑州？不要忘记，美乐家全球仅仅才１５家，而且直销市场没有１５年以上的区域市场，它不会考虑进入。一个在竞争更激烈，市场更发达的地区呈现正成长的公司，与一个在第三世界正成长却在本土倒退的公司，哪个更强？各位思考！）

Melaleuca CEO Frank VanderSloot stated, “Melaleuca’s growth is atribute to our unique marketing strategy. When we decided to dumpthe Multi-level Marketing model and switch to Consumer-directmarketing in 1985, we were told the Consumer-direct model would notwork and we would go broke trying to make it work. I think our27-year history of consistent growth proves that theory wrong. TheConsumer-direct marketing model has proven to be far superior toMulti-level Marketing.”

　　美乐家创办人兼首席执行官范德士先生说：“美乐家持续成长是一个验证了我们独特的商业模式的成功。１９８５年，当我们决定以反直传销方式切换到消费者直购系统时，我们被告知消费者直购是根本是行不通的，而我们做到了。我觉得我们27年持续增长的历史，已经验证了专家们的这一理论是错误的。消费者直购系统已被验证它已经是远远优于直传销模式。”

Therecontinues to be strong consumer demand for Melaleuca’s health andwellness products. Melaleuca touts its high-quality naturalingredients which make up over 350 proprietary and patentedformulas.

　　目前美乐家的营养健康食品系列的市场潜力巨大，消费需求强劲。这主要缘于美乐家产品不但拥有着高品质的天然成分，而且拥有超过350个独家产品和专利配方。

It was just last Decemberwhen VanderSloot announced plans for a new headquarters for thecompany to be located south of Idaho Falls.   Thenew 40-plus acre campus will cost an estimated $50-million dollarsand will consolidate all of the companies departments bringing themall under one roof.   Construction on thatfacility is set to begin sometime later this Spring.

　　在刚刚过去的１２月，范德士总裁宣布了美乐家公司位于爱达荷市南部的建立一个新总部的计划。占地４０英亩的新总部基地将耗资估计为５０００万美元，它可以将美乐家过去相对分散的各个部门全部整合到一起。而总部的建设将计划２０１３年春季之后开始破土动工。