美樂家, INC
美樂家公司
ONE OF THE NATION’S FASTEST GROWING HOME-BASED BUSINESSES, 美樂家, INC, OFFERS ADVANCED NUTRITIONAL SUPPLEMENTS; PURE, NATURAL, SKIN-AND HAIR-CARE PRODUCTS; AND ENVIRONMENTALLY FRIENDLY CLEANING PRODUCTS.
美國發展最迅速的以家居用品為生意之壹的美樂家公司，提供的是最好的營養品，純粹天然的皮膚以及頭發護理產品，和環境清潔用品。
1770: In New South Wales, Australia, Captain Cook learns that local aborigines treat a number of their ailments with a tea brewed from the leaves of the 美樂家 tree, a shrub like tree he names the “tea tree.”
1770: 在澳洲新南威爾斯省南部，庫克船長獲悉地方土著居民用從美樂家樹的樹葉釀造的茶來治療他們的許多疾病, 這種很像樹的灌木他命名為“茶樹”。
2001: In Idaho Falls, Idaho, 美樂家, inc.——launched originally to market products based on the 美樂家 tree——conducts a $450 million per year business, with an enviable catalog of healthful and therapeutic home hygiene, nutrition, and personal care products.
2001: 在愛達荷州，愛達荷市，美樂家,inc.——最初在市場上銷售的是美樂家樹為基礎的產品，每壹年產生4.5億的營業額, 來自壹份帶有益於健康和治療的家庭衛生保健用品、營養品和個人護理產品資訊的倍受註目的目錄。
How 美樂家 oil found its way from a miniscule part of Australia into millions of American households——while inspiring a business that in 1991 was described by Inc. magazine as America’s 37th fastest growing private company and since then has been consistently ranked among the inc. top 2000——is tantamount to an incredible entrepreneurial journey.
美樂家是如何從澳洲的壹個 miniscule區域擴展到數以百萬計的美國家庭，並且在 1991，公司被企業雜誌評比為美國第 37 家成長最快速的私營公司並且從那以後壹直名列inc排行榜。2000 年之前，這真是壹次難以置信的企業家的旅程。
In 1985, current 美樂家 president and CEO, Frank L. VanderSloot——at the point content in his post as regional vice president for a Fortune 500 company——received a call from Roger Ball, an old family friend, who had teamed up with an Australian who claimed to have 80 percent of all the 美樂家 trees in the world on his ranch. Ball wanted VanderSloot to help the two partners build a company to market 美樂家 Oil, as well as various complementary products.
在 1985 年,現在的美樂家董事長和首席執行官-範德士——是壹家財富 500強公司的副總裁, 他接到了壹個叫Roger Ball老朋友的電話,想要和範德士先生二個合作建立壹家公司，在市場上銷售美樂家油 , 和各種不同的輔助產品. 因為他說已經和壹個澳洲人合作在他的大農場上種有世界上占有 80% 的美樂家茶樹.
Reluctant as first, VanderSloot finally agreed, quit his job, moved his family to ldaho, and threw himself into the business with enthusiasm. But he soon discovered seemingly insurmountable problems. After investigating the company’s literature, he determined that many of the medical claims the company had been making about 美樂家 Oil were outside the bounds set by the U.S. Food and Drug Administration. He also discovered that many of the products lacked credible research and that the company’s marketing plan was based on a multilevel marketing scheme that was probably illegal in all 50 states. Finally, VanderSloot discovered that the company’s Australian partner did not control anything near 80 percent of the world’s 美樂家 trees. In fact, he owned barely 5percent of them. Sales plummeted.
範德士先生起初不情願，但最後同意離開他的工作，移居到愛達荷, 而且全身心投入生意. 但是他很快發現了似乎難以克服的問題. 在調查公司的材料之後, 他發現公司已經生產的美樂家精油的品質標準是在美國食品和藥品管理局制定要求範圍之外的. 他也發現許多產品缺乏可行性研究，而且公司的市場營銷計劃基於壹個多層的銷售計劃，並且這樣的計劃在全部50個州中有可能是不合法的。最後, 範德士先生發現事實上公司的澳洲合夥人根本沒有世界上80% 的美樂家茶樹，他只擁有5%，致使銷售量驟然跌落。
Not surprisingly, the decision was made to close down Oil of 美樂家, Inc, which had taken off with such great promise.
不必驚訝，美樂家公司做出了倒掉已制成的荼樹精油的決定，這之前從哪還能找到幾個這樣偉大的承諾。
What happened next is the stuff of marketing history. Out of failure, VanderSloot learned the secret to 美樂家’s current success.
之後在行銷記錄材料中偶然發現了問題關鍵所在. 從失敗中，範德士先生學習到了美樂家現在成功的秘密.
“I learned,” says VanderSloot, “that a lot of ordinary, hardworking people want to get ahead, but that they have no real way to do it. Though America is supposed to be the land of opportunity, with corporate mergers and buy outs, it is nearly impossible for the little guy to get in.”
“我學到了,”範德士先生說，“許多平凡而勤勞的人們想要有更好的發展, 可是他們沒有有效的途徑. 雖然美國應該是充滿機會的地方，但是由於公司的兼並和買賣的外行，對許多弱小者來說幾乎是不可能做到的。
“Little wonder that throughout the ages there has been a popular cry to redistribute wealth,” he continues. “The problem is that socialism and communism just haven’t worked, and of course, they never will. I realized that what we need is not the redistribution of money, but the distribution of opportunity.”
“在各個年代早已有呼聲希望財富重新分配的奇跡出現,”他繼續：“這個難題在社會主義和***產主義社會正好可以避免，當然，他們從沒這必要。我意識到我們需要的不是錢的再分配, 而是機會的分配。”
VanderSloot knew that 美樂家 Oil really did have great therapeutic potential. And with his newfound knowledge that significant numbers of people longed for the opportunity to secure an independent income, he developed new formulas, as well as an innovative new marketing plan.
範德士先生知道美樂家的茶樹精油確實是很棒的、有潛在性治療作用的精油. 而且他有壹些重要的新發現，有很多人壹直希望有可靠的機會和壹份穩定獨立的收入, 因此他開發了新的模式, 和壹個創新的行銷計劃.
He rearranged his deal with the original owners, became a partner in the business, invested his life savings, and set out to establish a brand new organization. He met with chemists, pharmacists, doctors, attorneys, and other experts of various stripes, then he launched 美樂家, Inc., in September 1985. With a loyal office staff of seven , he developed a mission statement that pledged to “enhance the lives of those we touch by helping people reach their goals” and vowed to “never charge more for our products than what they are worth.”
他和最初的擁有者重新組合, 變成生意的壹個合夥人, 用他的生活儲蓄作為投資, 並且宣布建立新的商標組織. 他遇到各種不同的化學家，藥劑師，醫生，代理人和其他的專家, 然後他於1985年9月建立了美樂家公司。藉由七個忠誠的公司職員，他陳述了這樣壹份保證“以幫助人們達到他們的目標來提高生命價值”而且發誓“從不為我們的產品辯護，而更多地去研究它們的價值如何。”
VanderSloot’s efforts paid off when, in 1991, he accepted the prestigious Blue Chip Enterprise Award from U.S. Chamber of Commerce. This award recognizes companies that overcome great adversity on their way to success. In 1998, VanderSloot was named “Idaho Business Leader of the Year” by Idaho State University, and in 2001, he was named “entrepreneur of the Year” for the northwest United States.
在 1991 年，範德士先生的努力見效了, 他接受了來自美國商業協會的享有聲望的績優股企業獎賞. 這個獎賞代表該公司在通往成功的途中克服了所有困難. 在 1998 年，範德士先生被命名愛達荷州大學的 "年度愛達荷商業領袖" ，而且在 2001 年，他被命名為美國西北部"年度企業家".
Today, in the 美樂家 Country Catalog, there are more than 200 top-of-the-line nutritional supplements; fast-acting natural cures for aches and pains; economically and ecologically sensible laundry and cleaning products; and luxurious, beneficial shampoos, bath gels, skin care preparations, and cosmetics for both men and women. Indeed, VanderSloot and his scientists guarantee that the products distributed by 美樂家 are of a higher quality----and are a better value----than any to be found in a grocery store.
今天, 在美樂家公司目錄, 有200多種頂尖產品。營養輔助食品；快速自然的治愈了疼痛和痛苦；專業的清潔產品，經濟又環保；優質的洗發精, 沐浴凝膠和化妝品為呵護男人和女人的皮膚而準備. 也確實,範德士先生和他的科學家保證美樂家所銷售的產品在同品質產品中,價位最底,同價位中,品質最好.
“Today, we are in the position where top scientists approach us with their inventions,” notes VanderSloot. “They sometimes spend years developing awesome products with no way to take them to market.. 美樂家 becomes that avenue to the marketplace. PROVEXCV, a revolutionary heart-protection supplement containing specific varieties of grape skin and grape seed, was developed at the University of Wisconsin; our best-selling vitamin and mineral Vitality Pak, processed with a fructose compound that allows the body to fully assimilate minerals, was developed by scientist David Mitchell; and our Access Fat-Conversion Activity Bars were developed from the research of Dr. Larry Wang into adenosine, a nucleoside involved in the body’s capacity to metabolize fat.”
“今天，我們頂級的科學家用他們的發明與我們合作,”範德士先生強調“他們有時花多年的時間開發具有權威性的產品卻沒辦法推向市場，美樂家成為它們市場通道。葡萄籽CV,包含葡萄皮和葡萄種子豐富的、革命性的心臟保護補充物, 這是由威斯康辛州的大學發現的；我們最暢銷的維他命和礦物活力 Pak產品, 用能讓身體完全吸收礦物質的壹種fructose 化合物處理，被科學家大衛·米切爾開發；我們的活力棒是由Dr. Larry Wang醫生發現的，它能夠有效地積極參與在身體中脂肪物質的轉換。”
And how does 美樂家 market its products? For a $29 investment, marketing executives can buy comprehensive information on every product and a 12-month subscription to the company’s monthly magazine. Then, using the catalog, along with knowledge of the real science behind every product, they can market the line to their friends, neighbors, and relatives. Their customers order from the catalog each month, and 美樂家 pays commissions to whoever gave the customer the catalog. Moreover, since 美樂家 ships every order directly to the customer, executives don’t have to contend with stocking products or managing inventory.
那美樂家是如何銷售他的產品的呢？是以 $29 投資，讓行銷主管每月從公司所贈送12個月的豐富的產品目錄中購買任意產品。然後使用目錄，真正科學地了解每種產品的知識後，將產品銷售給他們的朋友，鄰居和親戚。接著，他們的客戶每月從目錄上訂購產品，由美樂家來支付介紹人的傭金。而且，美樂家負責將產品發送給顧客的每個環節，行銷主管無須為產品運送和管理存貨清單而操心。
In April 2001, the 美樂家 head office sent out 162,000 commission checks, ranging from $2.03 to more than $185,000. In 2000, two independent marketing executives made more than $a million, while more than a few executives took home hundreds of thousands of dollars.
在2001年四月份傭金檢算，美樂家總公司發放出 162,000 傭金, 範圍從 $2.03 到$185,000以上. 在 2000 年，兩個獨立行銷主管賺了超過壹百萬美金的傭金, 而有更多的主管拿到了成百上千的傭金。
“Our business is actually tailored to supplement people’s existing incomes,” VanderSloot says. “Many marketing executives sell 美樂家 products part-time.” For those starting out, the average income is $1,500 per month. And while this alone can make a significant impact on the average family budget, the potential for growth is substantially greater.
“我們的事業實際上是為了補貼人們現有的收入,”範德士先生說. “許多行銷主管是兼職做美樂家的。剛開始的時候, 平均的收入每月是 $1,500. 這已能對壹個普通家庭的預算產生明顯影響，其發展潛力是很大的。”
Also, with its loyal customer base, the company has been able to negotiate good rates on a number of services on behalf of its customers. For example, 美樂家’s Preferred Customers----those who have a minimum standing order for $35 worth of products each month ----can now enjoy substantially reduced rates for Internet access, airline ticket, and long-distance telephone service.
也就是由於它有許多忠實的客戶基礎，使公司能夠在許多的服務上代表它的客戶獲得好的折扣。舉例來說，美樂家的忠實客戶——那些每個月持續訂購最少$35 價值產品的人，現在可以享受因特網訪問，飛機票和長途電話的大的折扣。
Currently, 美樂家 signs somewhere between 17,000 and 20,000 new house holds every month. It is already in one out of every 200 households in the United States and Canada, and it recently opened branches in Hong Kong, Taiwan, Japan, and Australia.
現在，美樂家每月新簽約客戶已達到17,000 和 20,000 戶之間. 它已經深入美國和加拿大每平均200個家庭中，而且它最近在香港，臺灣，日本,澳洲新加坡,荷蘭,中國也開設了分支機構.
Finally, on the key to leadership, VanderSloot offers, “I have learned that people want to have a dream. They want to have hope. It is an awesome responsibility that we have as leader, that people are following us. It is important that we live worthy of their trust in us. We must provide them substance, with superior products, and financial reward in proportion to their contribution. We really are redistributing opportunity.
最後，在領導這壹關鍵點上，範德士先生說明, “我了解人們想要有壹個夢想. 他們想要有希望. 這是我們作為領導者的壹項神聖的職責，人們正跟隨著我們，最重要的壹點是因為我們是值得他們信任的。我們壹定要為他們提供物質，包括優良的產品，並且對他們的貢獻給予相應的經濟報酬。我們真的正在重新分配機會給每個人。
And the result is only fun, it’s incredible!
而且結果只會令人愉快,這是不可思議的!