Eva Cheng Becomes Mainstay of Am…

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Eva Cheng Becomes Mainstay of Amway China
September 09,2008 Change Text Size A A A

Global Deputy Chief Executive Officer of Amway, President of Amway (China) Eva Cheng

A recent issue of Forbes unveiled the list of the world's most powerful females in 2008, and Eva Cheng, global deputy chief executive officer of Amway and president of Amway (China), was among them. Amway is a multi-level marketing company that sells personal care products, jewelry, electronics, nutrilite dietary supplements, etc. Eva Cheng, who is in charge of Amway's business in China and Southeast Asia, is the first Chinese woman to appear on the list of the authoritative magazine as the head of a transnational corporation. Entering Amway Hong Kong After graduating from Hong Kong University in 1975, Cheng became a government official in Hong Kong. If she had continued with her government career, she would have had a bright future and led a steady life. But in 1977, after seeing an Amway's wanted advertisement for a secretary with a detailed description of the company's development plan in Hong Kong, her life was changed completely. She suddenly felt that entering business might be a better choice for her personal achievement, so she resigned and joined Amway Hong Kong. The change in her career not only changed her life and fate, but also the development of Amway Hong Kong. Cheng became president of Amway Hong Kong three years after she joined them and it had a prosperous future despite its direct marketing plan, which was not popular among Hong Kong citizens. In the 1990s, Amway became the biggest direct marketing corporation in Hong Kong.
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Establishing Amway China

Eva Cheng Becomes Mainstay of Am…
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As a witness of the reform and opening up policy in mainland China, Cheng moved the head of the corporation's headquarters in America with the line, "a corporation which doesn't develop marketing in China is not a real transnational one" after she surveyed the Guangzhou development zone. "If Hong Kong is a pond, then Taiwan is a lake, and mainland China is the sea," Cheng told the American headquarters repeatedly. With her efforts, Amway China registered in Guangzhou in 1992 and founded its only overseas factory. Under the leadership of Cheng, Amway China has leaped into the Amway's biggest market in the world. Transformation in the Face of Danger A crisis originating from increasingly rampant pyramid sales, an illegal marketing pattern of swindling operators out of money, occurred in 1995 while the corporation was developing fast and well. On April 21, 1998, a piece of news banning pyramid marketing was issued on CCTV and Cheng, who was watching the news on her television, said, "I will never forget that day." She had no choice but to go before her more than 1,000 employees and announce that their company's 41-year-history of directing marketing had to be transformed. At two o'clock in the morning, Cheng reported the news to the American headquarters, and the reply of one of Amway's cofounders, Rich DeVos, was, "What can Amway do for you?" and "We'll go on." Cheng began making immediate adjustments to their marketing. She first ordered all the shops in mainland China's 30 cities to stop selling the products, but they could receive returned sold products. Then, she communicated with the government departments. In July 1998, the first corporation with its "selling products in the shop and by salesmen" pattern was authorized. The transformation was called "a revolution in the history of 41 years in Amway" by Rich DeVos. Localized Management Cheng put forward localized management with Chinese characteristics in both personnel allocation and product development. On human resources, Cheng thinks they are necessary for a modern corporation, especially a direct-selling one. She believes in the Chinese saying, "The best of friends must part too," and every employee should make a cautious choice about whether he stays at a corporation or leaves. "Such factors as the future of a corporation, its cultural atmosphere, and the room for one's growth have a great influence on an employee's future. An employee's vision and career ladder will be confined if he only considers salary," Cheng said. There is a saying in China, "A good horse doesn't graze in the same pasture twice," but Cheng doesn't think so. In fact, she has accepted many employees who had left the corporation before. In addition, she believes training as an important part for employees to make progress and it is an important factor in attracting talented employees. (Source: chinagate.com.cn- finance1.jrj.com.cn/Translated by womenofchina.cn)


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