中國(guó)零售業(yè)務(wù)的發(fā)展策略研究外文翻譯

中國(guó)零售業(yè)務(wù)的發(fā)展策略研究外文翻譯外文翻譯外文TheStudyofChinaRetailBusinessDevelopmentStrategyMaterialSource:InternationalJournalofMarketingStudiesAuthor:jingsun1.ForeigncapitalRetailbusiness'strendofdevelopmentandcharacteristic1.1Themanagementstrategy:TheforeigncapitalRetailbusinessconstructsthetradeintegrationmanagementsystemintheindustry,implementstheglobaltradestrategy.Theseenterpriseshavethenumeroussubsidiarycompaniesandstoresinoverseas,formsintegratedandsoontrade,sale,andinformationworldmanagementnetworks.Inworldwidescale,thevarioussubsidiarycompaniesandbranchesunderbasecompaniesunifiedcommandimplementstheunificationsupply,theunificationallocation,theunificationsale,theunificationsettlesaccounts.Facingtheworldmarket,theyconsiderthewholeworldbusinessstrategy,thuscausestheenterprisetoobtainthegreatestincome.1.2Theinvestmentseize:theexpansionorder,proceedsinanorderlyway,investsfromthedispersiontotheformalizationinvestmentmanagement.Thecentralisminvestmentandthelarge-scalemanagementistheforeigncapitalretailbusiness’sinvestmentstrategyinordertoseizetheinternationalmarket.DemonstratedaccordingtothematerialthatthetransnationalretailbusinesssuchasWal-Mart,Carrefour,andMetroandsoondirectinvestmentinBeijing,Shanghai,andShenzhenandsoon,thehighestinvestmentcostreachesashighasmorethan300,000,000USdollars,theinvestmentscaleisbiggerthanexistingcommercialfacilitiesinChina.1.3Themanagementpositionstrategy:EverysuccessfulforeigncapitalRetailbusinessinChina,majoritychoosestheglobalmostgrowingmainforceretailsalesbusinessstrategy,grabbingthemostgrowthprospectmarketdomain.Theyhasadopteddirectspanningtraditionalfoodsupermarketandthestandardfoodsupermarketpatterninthesupermarketmanagementposition,directsetuplarge-scalesynthesissupermarketandwarehousingtypesupermarket.1.4Thetechnicalstrategy:Theforeigncapitalretailbusinessmanagesenterprisemassivelyusingthepresentinformationtechnology.Wal-Mart'sinformationsystemisthemostadvancedcommercialinformationtechnologysystem,ithasmainfeatureincludingmoreinvests,thefunctionentire,thespeedtobequick,intellectualizedandglobalnetworking.Wal-Martinvestedthelargeamountfundintheinformationtechnology;therearemorethan2000engineerswhowereresponsibleforthesoftwaredesignspecialinthecompany.Atpresent,betweenWal-MartChinaCorporationandtheAmericanCorporation'srelationistransmitsthroughthesatellite,thuscausedChina'schainstoretointegrateintrulyitsworldwidescalechain-likenetwork,thecompetitiveadvantagewasobvious.MetroCorporationutilizedthecomputertechnologytoconsummateasetscienceexecutiveprogramfromthepurchasetothesales;thecomputercontrolsystemhasgraspedthecommoditypurchase,sales,storageprocess,thusitmightcontroltheinventoryinthemostreasonablelevel.Whencommodityquantityislowerthanthesecurityreserves,thecomputercanproducetheorderformautomatically,issuestheorderingnoticetothesupplier,thusithasguaranteedthecommoditycontinuallysupplyandthelowcostmanagement.Thecomputerreflectdetailedthesalessituation,notonlyhassuppliedsalesquantityandeachkindofinformation,andhasalsorecordedeachkindofcustomerpurchasefrequencyandtheshoppingstructure,thusmayreflectaccuratelythecustomerdemandtendencyandthedevelopmenttrend,enableMetroCorporationtoadjustpromptlythegoodsstructureandthemanagementstrategy.2.Foreigncapitalretailbusiness'strendofdevelopmenttoChinaretailbusiness'simpactandchallenge2.1TheforeigncapitalRetailbusinessimplementstheformalization,thechain-likemanagement,seizesChinaconsumermarketbythelowpricestrategy,andformstheabsolutecostadvantage.TheforeigncapitalRetailbusinessismostlybigenterprisethathasthevaryingdegreemonopolisticposition,themanagementscaleisbigger,andsomelarge-scaletransnationalRetailbusiness'sglobalannuallysalesvolumeevensurpassesmanynational’sgrossindustrialoutputvalueintheworld.ForexampleWal-MartCorporation‘stotalsaleswere193.2billionU.S.dollarsin2000,theprofitare6.3billionU.S.dollars.Theeconomiesofscalebringthescalebenefit,notonlycausesthedirectproductioncostofoperationtoreduce,moreoverinaspectsandsoonallocation,retailing,hastheabsolutecomparisoncostadvantage.AlthoughtheWal-Martretailpriceislowerthanothersupermarkets,whatadoptsisthelowpricesalestrategy,butthesalesratioofmarginactuallyachieves21%,afterthetax,thenetprofitachieves3.3%.itismorehigherthanChineseRetailbusinessgreatly.ButChina'sRetailbusiness,forexampleBeijing'sWang-fu-Jingdepartmentstore,theWuhandepartmentstoreandsoon,compareswiththeoverseasRetailbusiness,alsocanonlybetheSmallbusiness.2.2TheforeigncapitalRetailbusinessimplementsthemoderngoodsallocation,establishesthemanufacturer,thesupplierandtheretailmerchantcooperationpattern,forcesChinaRetailbusinesstoestablishthenewproductionandmarketingrelations.BecauseChinaRetailbusinessformstheuniquemarketsuperiorityunderthebuyers'marketcondition,forcesthesupplierhasarrogatedtooneselfthecommodityalloperationalriskwhensalesgoods.Butunderthemarketeconomycondition,theenterprisetakesaneconomicentity,itsoperationalriskcostincludestheenterpriseproductcostinevitably,andtransformstothecommodityprice,directlycausesthecommoditypricetostayatahighlevelforalongtime,dullsale.Thus,ontheonehandcausestheconsumerwelfaresurplusreduction,ontheotherhandcausestheproductionandmarketingcontradictoryprominent,causestheenterprisetomanagedifficultly.FromlookingtheforeigncapitalRetailbusinessmaydiscoverthattheforeignmerchantinthecommoditypurchaseisgenerallytakethemarketdemandasthechoicestandard,throughtheinvestment,theshare-holding,theholding,sellsoutrightandsoonmonopoly,establishesthemorefixedupstreamsupplierandthegoodssupplybase,guaranteesthesourceofgoodsqualityfineness,thepriceinexpensiveandthevarietyquantitysufficiency.Intheallocationaspect,thecorporationhastoadoptthe"one-stop"workstyle,implementstheunificationallocation.ForexampleGermanMetroCorporationinvestmentconstructshugeandthestablevegetablesSupportbaseintheShanghaisuburb.US'sWal-MartCorporationdirectorindirectthemerchandiseexportstotalamountwhichpurchasedinChinareachesashighas10billionU.S.Dollarsannuallyinrecentyears,nowthecommodityheadquartersofallocatesanddispatcheshasbeenshiftedtotheChineseShenzhen.Themodernizedsupplyofcommoditiesallocationchainpatternbringstheinternationaleconomybenefitwhichexceedsthequota.2.3TheforeigncapitalRetailbusinessimplementsthelocalizationstrategyintheinvestmentmanagementprocess,formscompetingcommercialtalentedperson'scompetitionaspectwithChinaretailbusinessAfterChinajoinsWTO,theforeigncapitalRetailbusinessdoesnothesitatethepricetoattracttheChinesecommercialdomainoutstandingtalent.However,lookedfromtheChineseretailtrade'soperatingconditionthathumanresources'qualitylevelisalsoverylow,butalsoexiststhatthetalentedpersondoesnotbetakenseriouslyandthewastephenomenon,thesehaverestrictedChinaRetailbusiness'sinnovationandthereformseriously.3.FacingtheforeigncapitalRetailbusiness'schallenge,thecountermeasurewhichChinaRetailbusinessdevelops3.1EstablishesandimprovesChinesedomestictradeprotectionpolicyandthemarketaccessmechanismChinahasalreadyjoinedWTO,mustfulfilltheWTObasicimcompletely,butthiswasnotequaltothatsaidjoinedWTO,China'sretailmarketwastheperfectcompetitivemarket,didnotneedthegovernmenttoimplementessentialinterventionandcontrol.Infact,indoesnotviolatetheWTOruleunderthepremise,somecountrywhichjoinedWTOearlyhastoformulatelawsandregulationsandthepolicythatconformedtooneselfnationalcondition,avoidsharmingoneselfcountryexcessivelyeconomicinterest,.ForexampleU.S.governmentinordertocontroltheimportedgoodsquantity,protectsthedomesticmanufacturerbenefit,implementsthecustomsimportquotatothepartialproducts.Therefore,undertheWTOcriterion,ChinashouldalsoformulatepoliciesandregulationsthatconformtotheinternationalconventiontoprotectthedomesticRetailbusiness.3.2Implementationchain-likemanagementsandimproveChinaRetailbusiness'smarketsurvivability,thecompetitionstrengthandthedeveloppowerassoonaspossible.Accordingtothecommerciallawofdevelopment,thesoleshop'ssalesgrowthhascertainlimit,iftheenterprisewantstoobtainmarketspaceinthemarketabilitydegreehighcommercialdomain,musttransformthroughorganization,implementationexpansionstrategy,andrealizesthebenefitgrowth.Settingupthechainstoreisaneffectiveway.Infact,intheoverseas,manybigRetailbusinessesdependencechain-likewayformsthescalebenefitgradually.AmericanWal-MartCorporationincreasedtheapproximately30billionU.S.dollarssalesvolumesin2000,comesfromtheannexationandthenewstartshopcompletely.IsoppositesaysintheChinesemarket,8Wal-Martretailssupermarketsalesvolumetobepossibletoreach3billionU.S.dollarsto4billionU.S.dollarsannually.Otherinternationalretailmerchants,forexampleCarrefour,Metro,thechain-likesupermarketwhichopensinChinasellswellmostly.Therefore,thechain-likemanagementismostefficientpathsonethatbreaksChinaRetailbusinesstraditionbusinessmodel,promotesChinaRetailbusiness'smarketsurvivability,thecompetitionstrengthanddeveloppower.Thechain-likecommercialessentialcharacteristicrequestsitsmanagementandoperationmustrealizestandardizationandscientific.InviewofChinesechain-likecommercialmanagementandoperationpresentsituation,theenterpriseshouldstrengthenstandardizedmanagementfromthefollowingseveralaspects中國(guó)零售業(yè)務(wù)的發(fā)展策略研究資料來(lái)源:國(guó)際期刊的市場(chǎng)研究作者:孫晶1.外資零售企業(yè)的發(fā)展趨勢(shì)和特點(diǎn)1.1經(jīng)營(yíng)戰(zhàn)略:外資零售業(yè)務(wù)集成管理系統(tǒng)構(gòu)建了貿(mào)易在行業(yè)中,實(shí)行全球貿(mào)易戰(zhàn)略。這些企業(yè)有眾多子公司和儲(chǔ)存在海外,形成綜合等貿(mào)易,銷(xiāo)售,世界管理網(wǎng)絡(luò)和信息。在世界范圍內(nèi),各分公司和分支機(jī)構(gòu)在基地公司實(shí)施統(tǒng)一供應(yīng)統(tǒng)一指揮、統(tǒng)一分配的、統(tǒng)一的銷(xiāo)售的、統(tǒng)一的澄清自己的帳戶。面對(duì)世界市場(chǎng),他們認(rèn)為整個(gè)世界的經(jīng)營(yíng)策略,如此使企業(yè)得到最大的收益。1.2投資抓住:資料片秩序,循序漸進(jìn),從分散的投資形式化的投資管理。集中投資和規(guī)模經(jīng)營(yíng)是外資零售企業(yè)的投資策略為了抓住國(guó)際市場(chǎng)。摘要根據(jù)資料,論證了跨國(guó)零售業(yè)務(wù)像沃爾瑪、家樂(lè)福、麥德龍等直接投資在北京、上海和深圳等最高的投資成本高達(dá)3億美元,投資規(guī)模較大的比在中國(guó)現(xiàn)有的商業(yè)設(shè)施。1.3管理職位的策略:每一個(gè)成功的外資對(duì)中國(guó)零售業(yè),多數(shù)選擇大多數(shù)生長(zhǎng)主力軍全球零售銷(xiāo)售的經(jīng)營(yíng)策略,吸引了大部分的增長(zhǎng)前景的市場(chǎng)領(lǐng)域。他們采用了直接跨越傳統(tǒng)食品超市、標(biāo)準(zhǔn)的食品超市模式超市管理職位,直接建立了大型超市和倉(cāng)儲(chǔ)型綜合超市。1.4技術(shù)戰(zhàn)略:外資零售企業(yè)的經(jīng)營(yíng)企業(yè)大量利用現(xiàn)有的信息技術(shù)。沃爾瑪?shù)男畔⑾到y(tǒng)是最先進(jìn)的商業(yè)信息技術(shù)系統(tǒng),它主要特征包括更多的投資、功能更全、速度快、智能化和全球聯(lián)網(wǎng)。沃爾瑪投資大量資金,以信息技術(shù)、有超過(guò)2000工程師造成的對(duì)于軟件設(shè)計(jì)特殊的公司。目前,沃爾瑪中國(guó)有限公司之間和美國(guó)公司的關(guān)系是通過(guò)衛(wèi)星傳送,從而導(dǎo)致中國(guó)的連鎖店把真正的世界范圍內(nèi)的連鎖網(wǎng)絡(luò),競(jìng)爭(zhēng)優(yōu)勢(shì)是顯而易見(jiàn)的。地鐵公司利用計(jì)算機(jī)一套科學(xué)技術(shù)完善執(zhí)行程序從購(gòu)買(mǎi)的銷(xiāo)售;計(jì)算機(jī)控制系統(tǒng)掌握了商品采購(gòu)、銷(xiāo)售、儲(chǔ)存過(guò)程中,因此,或許控制庫(kù)存在最合理的水平。當(dāng)商品數(shù)量低于安全儲(chǔ)備,計(jì)算機(jī)可以生產(chǎn)訂單自動(dòng),頒發(fā)命令通知供應(yīng)商,從而保證了商品不斷供給和以較低的成本管理。電腦的銷(xiāo)售情況反映詳細(xì),不僅提供了銷(xiāo)售數(shù)量和各種信息,并同時(shí)記錄了每一種客戶購(gòu)買(mǎi)頻率和購(gòu)物結(jié)構(gòu),從而可以準(zhǔn)確地反映客戶的需求趨勢(shì)和發(fā)展趨勢(shì),使地鐵公司及時(shí)調(diào)整商品結(jié)構(gòu)和管理策略。2.外資零售企業(yè)的發(fā)展趨勢(shì)的影響,中國(guó)的零售業(yè)務(wù),也會(huì)帶來(lái)挑戰(zhàn)2.1外資零售業(yè)務(wù)形式化描述的基礎(chǔ)上,實(shí)現(xiàn)了連鎖經(jīng)營(yíng),占領(lǐng)了中國(guó)消費(fèi)市場(chǎng)以較低的價(jià)格策略,并形成其絕對(duì)的成本優(yōu)勢(shì)。外資零售企業(yè)的主要是大企業(yè)都有不同程度的壟斷地位,管理規(guī)模越大,和一些大型跨國(guó)零售企業(yè)的全球每年銷(xiāo)量甚至超過(guò)許多國(guó)家的工業(yè)總產(chǎn)值的價(jià)值,在世界上。例如沃爾瑪公司的銷(xiāo)售總額是在2000年193.2億美元,利潤(rùn)是63億美元。帶來(lái)的規(guī)模經(jīng)濟(jì)的規(guī)模效益,不僅會(huì)導(dǎo)致直接生產(chǎn)經(jīng)營(yíng)成本降低,而且在配置等方面,零售、有絕對(duì)的比較成本優(yōu)勢(shì)。雖然沃爾瑪零售價(jià)格低于其它超市,采取的是低價(jià)格銷(xiāo)售策略,但銷(xiāo)售比率的邊緣后達(dá)到21%,實(shí)際上稅收,凈利潤(rùn)達(dá)到3.3%.it更高于中國(guó)零售業(yè)務(wù)有很大的影響。但中國(guó)的零售業(yè)務(wù)北京的Wang-fu-Jing例子百貨公司、武漢百貨商店等,對(duì)海外零售業(yè)務(wù),也只能是小型企業(yè)。2.2外資零售業(yè)務(wù)實(shí)行現(xiàn)代商品分配,建立生產(chǎn)廠家、供