国籍：中国
公司：珠海格力电器股份有限公司
行业：家电
住址：中国
三年股东总回报：38.7%
董明珠是格力电器(Gree Electric)的掌门人。格力电器是中国最大的空调制造商，在全球市场堪与LG电子(LG Electronics)抗衡。董明珠不仅是中国不断壮大的核心企业领袖阵营的典范，也是一位广受欢迎的商界精英。她的《行棋无悔》(Regretless Pursuit)一书在中国非常畅销，讲述了她如何从一名销售员成长为企业领袖的经历。她出名还有另一个原因：20年没有休过一次假。
董明珠——在中国被称作董姐——常常被援引的一句总挂在嘴边的话是：“我从不犯错，我永远是对的。”这句话显露出了这位被称为“商界铁娘子”女性的特质。
格力电器的成长与中国中产阶级的激增同步——该公司为许多新城市家庭提供空调。1990年，董明珠加盟格力时，中国的300户城市家庭中，仅有一户拥有空调；而现在，一半家庭拥有至少一台空调，且数字还在不断增长。格力（这个名字被有意写成了西方的发音方式Gree，是“glee”与“green”的双关语）在中国的四个省份设有工厂，另外在巴西、越南和巴基斯坦也有工厂。它拥有中国空调市场约36%的份额，其用于出口的空调中，有三分之二用的是另一个品牌。这正是董明珠试图推动的变革——在全球推广格力品牌。
董明珠30岁丧夫，她将自己三岁大的儿子留给了她妈妈照顾，南下去了珠海工作。她以销售经理的身份加盟格力，公司将最没有前景、经济落后的安徽地区分给她管理。不到18个月，安徽地区的销售额就突破了280万美元，将近公司销售总额的十分之一。董明珠由此确立了自己杰出营销人员的声誉。
1994年，她被任命为销售总监。她系统地打破了经销商对供应商的压制——拒绝按照通常的“先发货再付款”条件供货。在书中，她朴素地说道：“想要货？先付钱。”到1997年，格力公司报表上没有一分钱的应收账款。
1996年，格力挂牌上市；2001年，董明珠出任格力首席执行官。格力2009年的年报显示，该公司实现营收426.4亿元人民币（合64亿美元），较2008年增长1%；实现利润33.8亿元，较上年增长40%。格力表示，经济低迷影响了出口，公司希望能够从政府“家电下乡”的新政策中受益。
译者/董琴
http://www.ftchinese.com/story/001035806
Nationality: Chinese Company: Gree Electric Appliances International Development Sector: Household goods Location: China Three-year TSR: 38.7%
Dong Mingzhu presides over Gree Electric, China's largest manufacturer of air conditioners, rivalling LG Electronics globally. She is not only an example of her country's growing cadre of corporate leaders, but also a popular business pundit. Her book, Regretless Pursuit, charting her route from saleswoman to the corporate throne, is a bestseller in China. She is famous, too, for not having had a holiday in 20 years. Dong – or Sister Dong as she is known across China – is often quoted as saying she never misses: "I never admit mistakes and I am always correct." The words give a flavour of the woman who is also dubbed "the iron lady of business". Gree Electric has grown with the explosion of China's middle class, providing air-conditioning units for the many new urban homes. In 1990, when Dong joined the company, just one in 300 urban households had air conditioning; now half have at least one unit, and numbers continue to rise. Gree (which is intentionally western-sounding and a play on "glee" and "green") has plants in four provinces in China as well as Brazil, Vietnam and Pakistan. It has roughly 36 per cent of China's market share in air conditioners, and two-thirds of units it ships for export are made under a different brand name. This is something Dong aims to change, developing the Gree brand globally. She was in her early 30s when, having lost her husband, she left her three-year-old son in the care of his grandmother and went south to Zhuhai in pursuit of employment. She joined Gree as a sales manager and was given the least-promising, economically poor region of Anhui to look after. Within 18 months, sales had broken $2.8m, or just shy of a 10th of the company's revenues. Dong's reputation as a marketer extraordinaire was sealed. In 1994, she was appointed sales director. She systematically broke the stranglehold that sales agents then had on suppliers by refusing to supply on normal "deferred payment terms". In her book, she puts it simply: "Want goods? Money comes first." By 1997, there was not a cent in the company's accounts receivable. In 1996, the company went public; in 2001, Dong became its chief executive. Gree's annual report for 2009 shows revenues of RMB42.64bn ($6.4bn) – 1 per cent up on the previous year – and profit of 3.38bn yuan, up 40 per cent on 2008. The company said exports had been hit by the economic downturn and that it hoped to benefit from a new government policy to increase the provision of domestic appliances to rural communities.
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