彭博社：安利利用哈佛大学成就与中国的关系(12)

　　政府关系
 
　　“我们有一个优秀的团队处理政府关系，它起源于我们走出危机的时候。”黄德荫---安利中国主席说，“我们解决了一个又一个危机”。
 
　　黄德荫，61岁，于1981年加入安利香港公司，在此之前他是一名天主教学校的英语老师，他在学校工作了三年。
 
　　黄德荫指的这场危机是1998年。安利类似于在合肥的会议让中国当局感到紧张，因为他们担心集会可能是宗教或其他集会的一个幌子。Herbert Ho---安利中国前高管，也是美中商会2004年报告有关中国直销法规的作者，他说，“销售欺诈的无良企业也招致审查。广东省的一个臭名昭著的例子，一家台湾公司诱惑农民花费3900元购买足部按摩仪，超过正常价格的8倍，另付800元加入它的销售队伍”。

　　Government Relations

　　“We have a fabulous government relations team, and the origin of that is that we were really born out of a crisis,” says Audie Wong, president of Amway’s business in China. “We had to solve crises over and over again.”

　　Wong, 61, joined Amway in Hong Kong in 1981 after spending three years as an English teacher at a Catholic school there.

　　The crisis Wong is referring to came in 1998. Amway meetings like the one in Hefei made the Chinese authorities nervous because they feared the gatherings might be a cover for religious or other rallies, says Herbert Ho, a former Amway China executive and the author of a 2004 U.S.-China Business Council report about regulation of direct selling in China.

　　Unscrupulous entrepreneurs with fraudulent sales schemes also brought scrutiny, Ho’s report says. In one notorious case in a town in Guangdong province, a Taiwanese company convinced farmers to buy a foot massager for 3,900 yuan — about eight times the regular price — and pay 800 yuan to join its sales force, the report says.