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s advice to take sales of 163。300 a week. Nobody talks of entrepreneurship as survival, but that39。s exactly what it is and what nurtures creative thinking. Running that first shop taught me business is not financial science, it’s about trading: buying and selling. It’s about creating a product or service so good that people will pay for it. Now 30 years on The Body Shop is a multi local business with over stores serving over 77 million customers in 51 different markets in 25 different languages and across 12 time zones. And I haven’t a clue how we got here!It wasn’t only economic necessity that inspired the birth of The Body Shop. My early travels had given me a wealth of experience. I had spent time in farming and fishing munities with preindustrial peoples, and been exposed to body rituals of women from all over the world. Also the frugality that my mother exercised during the war years made me question retail conventions. Why waste a container when you can refill it? And why buy more of something than you can use? We behaved as she did in the Second World War, we reused everything, we refilled everything and we recycled all we could. The foundation of The Body Shop39。s environmental activism was born out of ideas like theseI am aware that success is more than a good idea. It is timing too. The Body Shop arrived just as Europe was going 39。green’. The Body Shop has always been recognisable by its green colour, the only colour that we could find to cover the damp, mouldy walls of my first shop. I opened a second shop within six months, by which time Gordon was back in England. He came up with the idea for 39。selffinancing39。 more new stores, which sparked the growth of the franchise network through which The Body Shop spread across the world. The pany went public in 1984. Since then, I have been given a whole host of awards, some I understand, some I don’t and a couple I think I deserve. Businesses have the power to do good. That’s why The Body Shop’s Mission Statement opens with the overriding mitment, ‘To dedicate our business to the pursuit of social and environmental change.’ We use our stores and our products to help municate human rights and environmental issues.In 1993 I met a delegation of Ogoni people from Nigeria. They were seeking justice and reparations against the giant oil multinational Shell that was ravaging their lands through oil exploration and production. Working with other NGOs, we turned their campaign into an international cause celebre. Tragically, the Ogoni’s key spokesperson, Ken SaroWiwa and 8 other Ogoni, were executed in 1995 by the Nigerian Government. But our campaign continued and eventually 19 other imprisoned Ogoni were released. In 1997, after 4 years of unrelenting pressure, Shell issued a revised operating charter mitting the pany to human rights and sustainable development. A year later, they launched their ‘Profits and Principles’ advertising campaign declaring their reco