Mars: 100+ years old, family-owned, privately held, very secretive for much of its history. What are the biggest advantages as a business leader that that provides you? 

I think it starts with that I work for real people. The Mars family are very knowledgeable about the business. They’re very interested in the business and for them it’s more than just financial performance. A lot of people think because we’re privately held you don’t have to perform financially. You do, because they have an alternative to put their funds elsewhere. shiyetoutiao

But it’s much more than that. They believe that it’s not just what we do, but how we do it. One of the five principles is how we do business. The bigger differential is the why. They really believe – and I think it’s right – that economics of mutuality, which is putting something back into the communities, the environment, the supply chain and the stakeholders. They were talking about that way back in the 40s, long before it was fashionable. I think that is a big difference. 

I think the fact that I can sit down and talk to family members. It is their business and they really care – not only about the business – they care about the brands… about our associates. That’s a big difference. How do you turn that into advantage? They take very little out. They reinvest in us. They reinvest in the consumer. They reinvest in the environment that we operate in. That’s one big difference in terms of the dividend level vs. some other companies. It’s their approach and their love for the business. 

shi-yetoutiao

我们认为玛氏可以在未来十年内翻一番。在过去的几年里，我们已经增长了数十亿。但这不仅仅是为了增长而增长。我们所做的部分工作是为了更高层次的使命。我们今天开展业务的方式将创造明天想要的世界。这就是为什么我们在可持续发展等方面如此积极。

玛氏有一个“可持续一代”计划。我们正在与非洲西部国家科特迪瓦的农民合作应对气候变化。我们相信，我们规模越大，我们就能做得越好。但这不仅因为我们是平等主义者，我们真的认为经济学有效。如果你回到米尔顿·弗里德曼时代，股东价值是第一位的；我们相信，不仅在财务业绩之间存在平衡，而且在社会、人力和自然资本之间也存在平衡。当你把这些元素放在一起时，这是一个惊人的组合。这就是为什么我们能吸引如此优秀的人才——因为我们有更高的使命。
shiye-toutiao

这不仅是关于企业的扩张，更是一种企业发展的综合方式。我们说没有使命的财务业绩是没有意义的。但是，同样地，没有业绩的使命也是不可能的。这是神奇的组合。
shi-ye-tou-tiao.cn

Mars is about a $35 billion-a-year business. What do you want that number to be and how do you get there? 

We think we can double it in the next ten years. We’ve grown several billion in the last couple of years. But it’s not just about growth for the sake of growth. Part of what we do is for higher-order purposes. The way that we do business today creates the world that we want tomorrow. That’s why you’ve seen us so active in things like sustainability. 

We have a Sustainable in a Generation Plan. We’re working with farmers in Côte d'Ivoire with climate change. We believe the bigger we are, the more good we can do. But it’s not just because we’re egalitarian. We really think the economics works. If you go back to the Milton Friedman time, where shareholder value was the number one; we believe that there’s a balance between not only the financial performance, but the social, human and natural capital as well. When you put that together, it’s an amazing package. That’s why we attract such great talent – because of the higher order purpose. 

It’s not just about being big. It’s a combination. Performance without purpose we say is meaningless. But, similarly, purpose without performance just isn’t possible. It’s that magic combination.