Sales have risen every single year. The Ikea catalogue is the world’s biggest annual print run an incredible 110m copies a year. And Mr. Kamprad has grown extraordinarily rich. He is worth $13.4bn and is the 17th richest person in the world, according to Forbes, the US magazine. 宜家之所以取得了令人惊异的成功，首先是因为它那简单得令人难以置信的经营理念：向老百姓提供设计精美而又买得起的家具。其次就是坎普拉德本人，有魅力、谦逊、随和。他的思想和价值观绝对是宜家哲学的核心。

The concept behind Ikea’s amazing success is unbelievably simple: make affordable, well-designed furniture available to the masses. And then there is Mr. Kamprad himself charismatic, humble, private. It is his ideas and values that are at the core of Ikea’s philosophy. 坎普拉德先生因生活极其节俭而闻名遐迩。他清洗用过的塑料杯以便再次利用。前不久，他决定不再让那位已经为他理发多年的瑞典理发师继续为他提供服务，原因是在现居地瑞士他找到一位理发师，每次只收14瑞士法郎（6英镑）。?这数字合理，?他笑着说。

Best known for his extremely modest lifestyle, he washes plastic cups to recycle them. He has just left his long-standing Swedish barber because he found one in Switzerland, where he lives, who charges only SFr14 for a cut. ‘That’s a reasonable amount,’ he chuckles.

宜家所有的高管都十分了解成本意识的重要性。公司不鼓励他们乘坐头等舱或商务舱旅行。?最好的领导方式是以身作则?，坎普拉德先生说过，?让我坐头等舱，而让我的同事们坐旅游舱，是我绝对不能接受的。?

All Ikea executives are aware of the value of cost-consciousness. They are strongly discouraged from travelling first or business class. ‘There is no better form of leadership than setting a good example. I could never accept that I should travel first class while my colleagues sit in tourist class,’ Mr. Kamprad says.

他巡视宜家集团的店铺时，他总是要和员工们握手或拥抱，以此向员工传递一种?伙伴?的感觉，这种做法在瑞典绝不多见。?叫我英格瓦，?他对员工说。他不喜欢打领带，而是喜欢敞开衬衫的领口，这样的衣着方式也突显了他的不拘礼节和没有等级观念。

As he walks around the group’s stores, he expresses the feeling of ‘togetherness’ physically, clasping and hugging his employees. This is very uncharacteristic of Sweden. ‘call me Ingvar,’ he says to staff. The informality and lack of hierarchy are emphasized by his dress style, with an open-necked shirt preferred to a tie. 在个人生活方面和事业方面坎普拉德先生都经历过艰苦的奋斗过程。他一直与读写困难症和其他疾病抗争。

Mr. Kamprad has had both personal and business battles. He has fought against dyslexia and illness.

他性格中很突出的一点就是对细节的偏执性关注。巡视他的商店时，他不仅和经理们交谈，还要和最基层的员工以及顾客们交谈。在最近一次视察宜家的六家瑞典门店时，他说，?发现了100个需要讨论的细节性问题。?

One of Mr. Kamprad’s characteristics is his obsessive attention to detail. When he visits his stores, he talks not only to the managers but also to floor staff and customers. A recent visit to six of the group’s Swedish stores has produced ‘100 details to discuss’, he says. 在他自己看来，他最大的优点就是选择正确的人员来管理他的企业。

By his own reckoning, his greatest strength is choosing the right people to run his businesses. 他下定决心不让宜家集团上市，因为股东的短期要求和企业长期的规划会有冲突。?我讨厌急功近利的决策。如果你想实施长效的决策，上市后就很难了。进入俄罗斯市场时，我们就曾不得不决定要亏损十年。?

He is determined that the group will not go public, because short-term shareholder demands conflict with long-term planning. ‘I hate short-termist decisions. If you want to take long- lasting decisions, it’s very difficult to be on the stock exchange. When entering the Russian market, we had to decide to lose money for 10 years.’

自1986年从集团总裁位置上退下来以后，坎普拉德先生就慢慢地从业务中淡出。尽管他承认自己非常不愿意完全退出，但他仍然坚持说自己是?参与过多，过问的细节太多。? Mr. Kamprad has been slowly withdrawing from the business since 1986, when he stepped down as group president. He maintains that hi is still ‘too much involved and in too many details’ , although he admits to a distinct reluctance to withdraw altogether.

问题是：假如没有坎普拉德先生，宜家能否恒久存在？宜家是否太过于依赖其创始人？宜家控制权渐渐从坎普拉德先生转移到他的三个儿子手中以后，宜家帝国能否继续辉煌？ The question is: can there be an eternal Ikea without Mr. Kamprad？ Does the group depend too much on its founder? Will the empire continue, as control of Ikea gradually moves to Mr. Kamprad’s three sons?

Unit 13

宝洁创新机器的内情

宝洁首席执行官A.G.雷富礼给宝洁的创新过程添加了创造力和严谨。

A.G. Lafley, the CEO of Procter and Gamble, has brought a lot of creativity and rigor to P&G’s innovation process.

在过去的两年中，保洁公司把它的新产品命中率从70%提高到90%。这在宝洁所属的行业中非常了不起，据一家名为“信息资源“的市场调查公司的研究，这个行业一半的新产品的寿命还不到一年。“我关注宝洁18年了，” 德意志银行的分析员安德鲁·肖说，“它现在的业绩前所未有的好。”

During the past 2years P&G has raised its new-product hit rate from 70% to 90%. That’s terrific in an industry where half of new products fail within 12 months, according to market research firm Information Resources. ‘In the 18 years that I’ve followed Procter,’ says Deutsche Bank analyst Andrew Shore, ‘I have never seen the company this good.’

内生增长，即企业不依靠并购，而是靠自身核心业务的扩大而获得的增长，是宝洁转变的根基。根据雷富礼的观点，内生增长加强了企业的创新能力。

Organic growth– meaning growth from core businesses, excluding gains from acquisitions – is at the root of P&G’s transformation. According to Lafley, organic growth strengthens a company’s ability to innovate.

大型企业普遍致力于创新，不断发展其品牌，可口可乐，卡夫和联合利华就是个例子。据波士顿咨询公司最近对若干公司高管进行的一项调查，超过三分之二的企业高管优先考虑创新，但57%的高管对创新的投资回报感到不满意。

Coke, Kraft and Unilever are just a few of the giants that are struggling to innovate and build the brands they already have. According to a recent Boston Consulting Group survey of senior executives, more than two-thirds say innovation is a priority, but 57% are dissatisfied with the returns on their innovation investments. 拉夫雷有一个大公司创新模型：

Lafley has a model for innovating in a big company:

1. 保洁公司首席营销官吉姆斯坦格尔已经不像过去那样一来焦点小组访谈这样的传统消

费者调查手段了。

Jim Stengel, Procter’s Chief Marketing Officer, has cut his reliance on focus groups – the conventional method for studying consumers.

他说：“你无法从中得到任何有真实见解的意见。”他还说，宝洁和它的对手们已经满足了消费者较为明显的需求，现在的机会仅在于满足消费者们尚无法表述清楚的需求。 ‘You don’t really learn anything insightful,’ he says, contending that P&G and its rivals have already met consumers’ obvious needs and that today’s opportunities lie in meeting needs that consumers may not articulate.

所以，他要求营销人员多花些时间在消费者家里，看看他们如何穿衣，如何清洁地板，了解他们的习惯和令他们沮丧的事情。

So he has urged the marketers to spend lots of time with consumers in their homes, watching the ways they wear their clothes, clean their floors, and asking them about their habits and frustrations.

2. 保洁公司共有7500名研发人员，分布在9个国家。为了从如此广大的地域手机反馈信

息，公司鼓励员工把自己想到的问题贴到公司内部网站上。

Procter and Gamble has 7500 R&D people located in nine countries. In order to collect feedback over this vast area, the company encourages employees to post problems on an internal website. 拉夫雷对员工们在网站上分享的意见上进行评估，并在每个业务单位的为期半天的年度“创新回顾”会议上公开他自己的研究结果。

Lafley evaluates the ideas that have been shared between employees. Each year he presents his finding in half-day innovation reviews’ for each business unit.

3. 拉夫雷说，他的目标是让宝洁一半的创新来自公司外部，现在的比例已从四年前的20%

上升到今天的35%。他解释说：“发明家在人口中是平均分布的，因此不仅可以在我们的实验室里得到发明，在车库里也同样可以得到。

Lafley says that his goal is to get half of P&G’s invention from external sources, up from 20% four years ago and about 35% today. ‘Inventors are evenly distributed in the population, and we’re as likely to find invention in a garage as in our labs,’ he explains.

4. 宝洁从不未经市场测试就推出新产品。但消费者试用非常耗时，这种时间上的奢侈，对

于宝洁高管们来说是越来越少了。

It’s not the P&G way to put out a product without test-marketing it. But consumer testing takes time – a luxury that P&G executives increasingly don’t have.

宝洁选美皇后苏珊·阿诺德说：“我们没有时间做到事无巨细。这个行业的根基是潮流和时尚，必须靠直觉。”

Says Susan Arnold, P&G’s beauty queen: ‘We don’t have time to cross all the T’s and dot all the I’s. This business is trend-based and fashion-based. You have to be intuitive.’

通过削减市场测试时间，宝洁把从实验室研发到大批量投放市场的新品开发周期从原先的3年缩短到18个月。

By cutting down on test marketing, P&G has reduced product launch time from laboratory to roll-out from three years to eighteen months company-wide.

5. 拉夫雷认为宝洁需要推销的不仅是产品本身，而且是消费者对产品的体验，包括产品的

外形，气味和使用时的感受。

Lafley believes that P&G needs to market not just the product itself but the consumer’s experience of the product- how it looks, smells and feels.

三年前，他在公司设了一个设计主管岗位，由资深女员工克劳迪娅·考奇卡担任，直接接受他的领导。原先，她手下的设计师仅仅设计标识和包装，工作辛苦但默默无闻。 Three years ago he added a head of design at P&G, a company veteran named Claudia Kotchka, who reports directly to him. Her designers used to labour in anonymity on logos and packaging.

而现在，他们参与产品开发的各个方面。公司开发玉兰油新生护肤系列产品时，他们就协助研制了配方和香型。

But they are now deeply involved in all aspects of product development. For Olay Regenerist, they helped with the formulation and the fragrance too.

6. 为激励增长，有些公司为创新者提供丰厚的奖金或从公司聘请明星。雷富礼从没做过这

样的事。他说，他没必要改变薪酬体系，无法和别人分享观点的管理人员根本得不到提升。

In an attempt to encourage growth, some companies offer fat bonuses for innovation or hire stars from outside. Lafley hasn’t done either of those things. He doesn’t need to revamp pay schemes, he says, noting that managers who fail to share ideas simply do not get promoted. 他也采用适度的奖励手段激励基层员工，比如他会给提出创造性的想法的员工50股的