中国零售业务的发展策略研究外文翻译

中国零售业务的发展策略研究外文翻译外文翻译外文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中国零售业务的发展策略研究资料来源:国际期刊的市场研究作者:孙晶1.外资零售企业的发展趋势和特点1.1经营战略:外资零售业务集成管理系统构建了贸易在行业中,实行全球贸易战略。这些企业有众多子公司和储存在海外,形成综合等贸易,销售,世界管理网络和信息。在世界范围内,各分公司和分支机构在基地公司实施统一供应统一指挥、统一分配的、统一的销售的、统一的澄清自己的帐户。面对世界市场,他们认为整个世界的经营策略,如此使企业得到最大的收益。1.2投资抓住:资料片秩序,循序渐进,从分散的投资形式化的投资管理。集中投资和规模经营是外资零售企业的投资策略为了抓住国际市场。摘要根据资料,论证了跨国零售业务像沃尔玛、家乐福、麦德龙等直接投资在北京、上海和深圳等最高的投资成本高达3亿美元,投资规模较大的比在中国现有的商业设施。1.3管理职位的策略:每一个成功的外资对中国零售业,多数选择大多数生长主力军全球零售销售的经营策略,吸引了大部分的增长前景的市场领域。他们采用了直接跨越传统食品超市、标准的食品超市模式超市管理职位,直接建立了大型超市和仓储型综合超市。1.4技术战略:外资零售企业的经营企业大量利用现有的信息技术。沃尔玛的信息系统是最先进的商业信息技术系统,它主要特征包括更多的投资、功能更全、速度快、智能化和全球联网。沃尔玛投资大量资金,以信息技术、有超过2000工程师造成的对于软件设计特殊的公司。目前,沃尔玛中国有限公司之间和美国公司的关系是通过卫星传送,从而导致中国的连锁店把真正的世界范围内的连锁网络,竞争优势是显而易见的。地铁公司利用计算机一套科学技术完善执行程序从购买的销售;计算机控制系统掌握了商品采购、销售、储存过程中,因此,或许控制库存在最合理的水平。当商品数量低于安全储备,计算机可以生产订单自动,颁发命令通知供应商,从而保证了商品不断供给和以较低的成本管理。电脑的销售情况反映详细,不仅提供了销售数量和各种信息,并同时记录了每一种客户购买频率和购物结构,从而可以准确地反映客户的需求趋势和发展趋势,使地铁公司及时调整商品结构和管理策略。2.外资零售企业的发展趋势的影响,中国的零售业务,也会带来挑战2.1外资零售业务形式化描述的基础上,实现了连锁经营,占领了中国消费市场以较低的价格策略,并形成其绝对的成本优势。外资零售企业的主要是大企业都有不同程度的垄断地位,管理规模越大,和一些大型跨国零售企业的全球每年销量甚至超过许多国家的工业总产值的价值,在世界上。例如沃尔玛公司的销售总额是在2000年193.2亿美元,利润是63亿美元。带来的规模经济的规模效益,不仅会导致直接生产经营成本降低,而且在配置等方面,零售、有绝对的比较成本优势。虽然沃尔玛零售价格低于其它超市,采取的是低价格销售策略,但销售比率的边缘后达到21%,实际上税收,净利润达到3.3%.it更高于中国零售业务有很大的影响。但中国的零售业务北京的Wang-fu-Jing例子百货公司、武汉百货商店等,对海外零售业务,也只能是小型企业。2.2外资零售业务实行现代商品分配,建立生产厂家、供