You know, you go home and you try on a new mascara, and I guess a male CEO can't do that.

It has given me a global vantage point, being the daughter of immigrants from China, who had nothing when they came here. And now I am leading a company. It speaks to something deep in me, the concept that you don't have to start with anything.

I think there is a big and significant difference between being a leader and being a manager-leaders lead from the heart. You have to be analytical and flexible. Flexibility is one of the key ingredients to being successful. If you feel like it's difficult to change, you will probably have a harder time succeeding.

Avon is a unique place to work; we've got family-friendly policies. We have more senior women in high-level management than any other company; 46 percent of our officers are women.

We also never undercut representatives' prices. A representative will always be able to sell the discounts in our core business, which are not offered at retail. So it's never more advantageous to buy there.

I became CEO at the beginning of the hit on old economy stocks. When something like that occurs in your first six months as a CEO of a more traditional branded firm, it makes for a fast learning curve.

The game in beauty is changing so much, if your product isn't high tech or can't make a unique performance claim - plump your lips, reduce your lines, look glossy, and stay on for 24 hours - you can't go to market today. I'm not just talking about a $20 lipstick, but a $5 lipstick!