餐饮供给的问题和机会【外文翻译】.doc

1、 外文翻译 原文 Catering Supply Problems and Opportunities Material Source: British Food Journal Author: Peter backman 1.Introduction In this article, we go on to examine how appropriate this structure is for supplying the catering market. we identify how food companies are coping with the strains identifi

2、ed and the role of the intermediate distributor in the distribution chain. The catering market and, in particular, the patterns of supply of food to caterers are poorly documented. Despite this, there is a large pool of knowledge and information about this business held by individuals in catering or

3、ganisations, distributors and food manufacturing companies. In addition, since 1979, Marketpower, the London-based independent research company, has concentrated much of its efforts on establishing a database and thorough working knowledge concerning the complexities of the catering supply business.

4、 2. The catering market is small compared with the retail market The total value of food sales by profit sector caterers (i.e. excluding canteens, schools and other institutions) to the public, was 10,652 million in 1989. This is less than a third of the value of retail sales despite the much higher

5、 markups applied by caterers to pay for their higher overheads per unit of sale. The first conclusion to draw is that the catering market is small in comparison with the retail market. Second, unlike the retail sector, the catering market is highly fragmented and complex, comprising many sectors and

6、 sub-sectors. Purchases： （ 1） The small size of even the largest sector, compared with the retail market; （ 2） The large numbers of outlets more than 300,000 （ 3） Compared with fewer than 100,000 food retail outlets of which no more than 3,000 are owned by the largest multiple groups. Clearly, then,

7、 any food supplier approaching the catering market needs to recognise these fundamental differences. These are highlighted further when comparison is made between the size of food suppliers (as shown in Table II) and the size of the larger caterers. 3. With few exceptions, caterers do not have centr

8、al delivery points So how do the structures developed by food supply companies, attend to the specific requirements of the catering market? Each point is taken in turn: （ 1） Concentration of buying power. As already noted, food supply companies have responded to the centralised buying of retailers b

9、y establishing national accounts teams. Although this is possibly a successful approach for the catering market, the size of even the largest catering groups is such that they represent a much smaller opportunity for food supply companies and therefore, potentially, a less efficient use of the natio

10、nal accounts resource. （ 2） Centralisation of distribution. The large lorries which retail supply companies use to deliver to central retailer warehouses are totally inappropriate to supplying caterers. With few exceptions, most notably McDonalds and Wimpy, caterers do not have central delivery poin

11、ts; instead they require small drops to a large number of sites, access to which is often difficult. （ 3） Market and brand share requirements. The brands which food suppliers have invested in over the years stand them in good stead when promoting to the caterer. Caterers are, after all, subjected to

12、 the same promotional activities as the rest of the population, and they will accordingly pick up the appropriate message for well-known brands or products. However, while there is probably a very strong spin-off of retail brand values in the catering sectors, it is not at all certain that the produ

13、cts themselves are appropriate for the catering market. Success is not merely achieved by repacking a retail product into a larger package; other factors need to be brought into the equation. （ 5） Above and below the line promotional activities. Turning to the level of promotional activity, it is cl

14、ear that the mass media coverage used to influence the retail customer is inappropriate for products being promoted specifically to the caterer. This is because there is no mass medium for reaching caterers the widest circulation magazines can only reach two-thirds of catering outlets and, in many c

15、ases, they do not reach the real decision makers. Television and radio are, no doubt, viewed and listened to by all caterers but the cost of promoting specifically to caterers via these media are prohibitive. （ 6） Own label. The question of own label assumes a different perspective in the catering m

16、arket when compared with the retail sector. Caterers do not need products which are labelled as being unique to a particular chain, but they frequently want their suppliers to develop a bespoke product, perhaps with unique taste or functional characteristics. These products are, almost by definition

17、, short run products and therefore expensive to produce. This simplifies a complex situation, worthy of consideration in its own right, in which caterers do in fact use brand names at the point of consumption. （ 7） Growth. Unlike the retail market, the catering business is growing. Although the mark

18、et was static over the period 1981 to 1986, when measured in the value of food sales to caterers, since then the market has grown by almost 1,000 million, from 4,887 to 5,816 in 1989 at constant 1989 prices, a growth rate of 6 per cent per year. The reasons for this growth are complex, and the figur

19、es hide the fact that the profit sector has grown every year from 1981, whereas the cost sector declined up to 1985 thereby wiping out any gains made in the profit sector. In addition to these reactions by catering supply companies, a key consideration for food suppliers is the profitability of the

20、catering supply business. We do not have any firm data, but discussions with many food companies indicate that their catering supply activities are more profitable than the retail sector by a factor of two, three or even more. The reasons for this are complex, but one of the most important is the ac

21、counting conventions adopted for allocating overheads. It is likely that catering products do not bear their full cost of new product development, promotional spending and similar factors. This is an area where facts are hard to come by and could benefit from some detailed research. 4. The catering

22、market is growing and is more profitable than retail supply The overall considerations for catering supply companies are therefore: （ 1） The catering market is growing and is more profitable than retail supply; （ 2） Key accounts are fewer and smaller than in the retail sector and, in view of the imb

23、alance in size between suppliers and caterers, food suppliers are in a position to use their size to their advantage. However, despite these positive aspects, several negative considerations assume a crucial importance: （ 3） The catering market is fragmented; （ 4） It demands individual selling and d

24、istribution to a large number of outlets placing small orders and requiring small deliveries; （ 5） There are fewer opportunities for food suppliers to use their highly developed branding and marketing skills for the development of catering sales 5 A number of major retail companies have developed a

25、successful catering supply business This entrepreneurial approach is often the antithesis of the heavily standardised marketing efforts developed by companies that have successfully penetrated the retail sector. There are, however, a number of companies which have a major retail presence and which h

26、ave developed a successful catering supply business. Perhaps most notable among these are companies such as Nestle, CPC Caterplan, McDougalls Catering Foods, General Foods (now part of Kraft General Foods) and Premier Brands. What unites these companies is the clear distinction they make between the

27、ir retail and catering (or food service) activities expressed either in autonomous divisions or in the form of individual companies separate from the parent (as in the case of McDougalls Catering Foods and its RHM parent). Other major companies would also claim to have separate catering divisions bu

28、t, in many cases, the divisions lack autonomy and suffer interference or domination by thelarger retail division. There are also many instances where catering divisions have had short lives before being closed and the sales and marketing activities being transferred to he retail sector. Another char

29、acteristic which unites the companies listed above is that they are suppliers of “dry“ goods; frozen food suppliers and chilled food companies (with some notable exceptions such as Ross Youngs and Dairy Crest), while having a catering activity, are still struggling to find a settled and satisfactory

30、 way of supplying the foodservice sector. The final significant characteristics of all the listed companies are their extensive ranges, and the presence of a variety of well-known brands, normally heavily promoted to the retail sector. Summarising all the strands discussed above, we find that: （ 1）

31、Food suppliers want to develop the catering market because it is growing and profitable. （ 2） They have a monolithic corporate infrastructure and ethos which militates against the individualistic requirements of caterers. （ 3） Despite some successes, in the main they find it difficult to use their s

32、kills particularly in terms of promotion and branding when selling to the caterer. （ 4） They are unable to deliver the small quantities required by caterers. This describes a picture of some instability and it indicates the need for some lubricant to resolve the conflict between the requirements of

33、caterers and the abilities of food suppliers to satisfy those requirements. 6. Wholesalers perform at the difficult interface between caterer and food supplier The whole sector, especially the delivered wholesaler asopposed to the cash and carry, has found that during the last two decades its histor

34、ical role of acting as the link between food supplier and retailer has diminished to a large degree. The delivered wholesaler has no meaningful role for the major retailer although wholesalers, including cash and carries, have substantial business in supplying the independent grocery trade. The skil

35、ls which have been developed by wholesalers over the years are those which are required by the larger food manufacturer in its dealings with the much smaller caterer. These include a personal selling approach and the ability to provide small quantities of products. Wholesalers are also experienced i

36、n dealing with food suppliers and consequently they perform a natural role in the difficult interface between caterer and food supplier. However, this natural role is not fully appreciated either by wholesalers or food suppliers who have not recognized that they have a convergence of interest in sup

37、plying the caterer. Unfortunately, wholesalers: （ 1） Tend to be smaller than food processors even the largest only has a turnover of about 350 million; （ 2） Tend to view their business as buying cheaply and selling as expensively as possible. This is essentially a traders philosophy which takes no a

38、ccount of the possibility of adding value by skilful marketing. Despite this, there are strong indications that the need for some form of symbiosis is becoming apparent to those active in the catering supply chain. 译文 餐饮供给的问题和机会 资料来源 ： British Food Journal 作者： Peter backman 1. 简介 本文将就这种公司结构是否合适餐饮市场的

39、供应做出论述。本文将对食品公司是如何和其他行业公司进行合作以及其作为在分销链中作为中介分销商的角色进行分析。食品供应市场，特别是当原材料 供给商的模式是不常见的。尽管如此，相关 个人化的食品供应机构、分销商以及食品制造商的知识和信息是很多的。除此之外，其中一个典型的例子就是，自从 1979年以来，来自伦敦的独立研究公司 市场力量公司在建立与餐饮供给有关的数据库和周密的工作知识库上投入了相当大的努力。 2. 餐饮市场相对零售市场来说还是比较弱小的。 餐饮市场的发展带来 了 来自 很多方面的机会，但是相对于零售行业来说这些机会还是远远不够的。 1989年，来自零售行业最大的零售巨头的食品销售总量

40、数据 ，就边际利润来说，就超过了整个餐饮市场的总食品采购量 （ 即 58.16亿英镑 ） 。 1989年，餐饮公司对外公布的食品销售的总利润是 106.52亿英镑（不包括食堂、学校和其他的类似机构）。尽管餐饮公司花在每一 笔 销售量的花销很大，而其利润比其花销也大很多，但其只占零售量的三分之一。 首先得出的一个结论就是餐饮市场相对于零售市场来说还比较弱小。其次，不像零售业，餐饮市场相对来说更加零散，更加复杂，其中 包括许多的附属行业以及子行业。 相对采购而言： （ 1） 相对于零售市场来说，餐饮服务市场比较小。 （ 2） 批发点很多，有超过 30000个。 （ 3） 在不到 10000个食品销

41、 售批发店中，有 300多 个是不属于其行业内部最大的几个餐饮巨头的。 显然，任何想要进军餐饮服务行业的食品供给商都需要首先认识到这些基本的不同点。这些不同点在比较食品供给商和比较大的餐饮供给商的时候会更加地需要进一步强调。 3. 除少数 餐饮公司 例外，大部分餐饮企业没有中央性的配送点 因此，食品供应公司是怎样按照餐饮服务行业发展的需求来调整其内部结构的 呢 ？ 以下就是几个驱动其发展的原因： （ 1）集中购买力。正如本文已经论述过，食品供应商 通过建立其公司独有的国家财会团队来应对相对集中的零售商点所产生的问题。尽管这对于餐饮服务公司来说可能是个好方法，但是就公司规模上来说，这种方式也提供

42、给食品供应商越来越少的机会，并且有可能使其对国家财会资源的使用效率降低。 （ 2）配送的中央集权。零售供应商 的大型卡车使用送至中央零售商并不能完全供应到餐饮企业。即使餐饮行业的巨头，如麦当劳和威匹来说，他们也是没有主要的中央性配送点，他们更需要是更多的加盟商而已，从而解决问题。 （ 3） 市场和品牌 有许多要求。食品供应商向餐饮服务公司宣传和介绍的食品供应商一直以来没什么变化。餐饮服务商 的目的在于对食品供应商们所提供的相差无几的宣传活动进行筛选，然后他 们可以有针对性地挑选一些合适的著名 品牌或者商品信息。然而，在餐饮服务行业中许多零售品牌的品牌 价值可能并不一定像这些商品品牌的名气那样突

43、出，许多产品可能并不 十分符合餐饮服务商们的要求。这方面来说，要成功打入餐饮行业，并不仅仅把大量的零售商品重新包装就能实现的；同时还有其他许多方面会对其产生影响。 （ 4） 超出或者低于规定的宣传促销活动力度。提到宣传促 销活动的标准，很明显大多数的媒体覆盖面过去常常对零售消费者的意图影响对于产品有针对性地被介绍给餐饮商们来说是不合理的。这是因为没有大批的中介媒介商可以直接联系到餐饮服务商们 即使是世界上流通量最大的杂志也只能直接影响到大约三分之二的餐饮服务销售点并且在许多类似的事件中，这类杂志并不会直接影响或者联系到实际的决策者。当然，电视和广播会影响到几乎所有的餐饮服务商们，但是如果要通过

44、这种途径来向餐饮服务商们进行宣传，其代价是昂贵的。 （ 5） 自己特有的商标。当提到自己特有的商 标时，相对于零售行业来说，人们对餐饮服务行业是有着不同的期盼的。在某个特别的环节，餐饮服务商们并不一定需要所谓的自己特有的商品来吸引人们，但是大多数情况下他们还是希望那些供应商们能够为他们发展专门针对 性的产品，这些产品可以是拥有独一无二味道、功能特性 等等。若要为这些产品定义一番，它们就是专门短期制作的商品然而它们制作起来比较昂贵。拥有自己特有的商标，这就能够给帮助厂商们简化一些复杂的情形特别是当考虑到自己切身利益的时候，在这些情况下，许多复杂的过程可以被简化，并且厂商们可以考虑到自己的权利，而

45、在这些权利背后 的事实是，许多餐饮服务商们实际上是在利用品牌来吸引消费者的。 （ 6）增长趋势。不像零售业，餐饮服务业现在正处于 繁荣发展的势头上。尽管在 1981年到 1986年这段时间，就食品销售量来说，餐饮服务业的发展一直停滞不前，从那之后，餐饮服务业已经增长了差不多有 100亿英镑之多，单就 1989年一年，其单价就从 4.887英镑增长到到 5.816英镑，大概每年都会以 6%的增长幅度增长。造成这种增长的原因是多种多样的，而自从 1981年以来隐藏在事实背后的利润数字也是十分可观的，然而从 1985年开始其成本却逐年上升，因此几乎把 利润给抵消了。 除了这些措施以外，对于食品供应商

46、来说，另一个关键的要素是餐饮服务行业的 赢利性。虽然并没有公开的公司数据，但是通过与许多食品公司的对话可以看出他们在餐饮服务行业所得的赢利是远比其在零售业所得的赢利高的。导致这种差异的原因是错综复杂的，但其中最重要的一点是日常开支。餐饮服务商们似乎不会 完全自己来承担由新产品开发、宣传以及类似行为所带来的所有的花费 。 4. 餐饮行业是个欣欣向荣的市场，并且其带来的利益远比零售业 多 基于以下几点我们可以看出餐饮服务行业的优势性： （ 1） 餐饮服务行业是个欣欣向荣的市 场，并且其带来的利益远比零售业 多。 （ 2）一些关键账目比零售行业少得多，就食品供应商和餐饮服务商的规模不对称性来说，食品

47、供应商们更注重扩大其厂商的规格，尽管他们拥有一些无可厚非的优势，但是它们的缺点也是很多的。 （ 3） 餐饮服务行业比较分散。 （ 4） 个体销售是其主要的销售手段 并且对于许多销售商点来说分销对它们的小批量受货和小批量传送来说也是个不错的选择。 （ 5） 对于食品供应商们来说，那些能够被利用的成熟的品牌以及对餐饮销售的研发所能利用的市场技能的机会变少了。 5. 许多主要的零售上已经建立起一系列成功的餐 饮供应系统 许多公司战略都是和已经成功打入零售行业的食品供应公司的高标准的市场效能目标不一致的。许多公司都拥有主要的零售系统同时也成功衍生出了餐饮服务系统。其中像雀巢、麦当劳、通用食品（现在已被

48、卡夫通用食品公司收购）等都是典型的例子。它们把自己的零售系统和餐饮服务系统很明显地区分，这使得它们在各自的领域 不管是自主经营还是跨国公司的子公司都取得了巨大声誉。 其他的一些主要的食品行业的公司也是有单独的餐饮分支的，但是大多数情况下，这些分支部门缺少自主性，并且受到来自上一级零售级的侵扰，许多公司的餐饮服务部门就 是因为 这些原因十分“短命”，并且在其结束营业之后，它们的营销和市场 就会转移到零售部门去。 把这些公司集合起来的另外一个特征就是它们是干货食品供应商；当一些冷冻食品供应商们（其中一些比较著名的如罗斯杨思、大瑞克莱斯特）进行餐饮供应时，他们仍然希望寻找到一个固定的令人满意的方式对

49、食品服务商们进行供货。 最后一个重要特征就是这些公司有 广阔市场，他们本身就是一些著名的品牌公司，一般来说，这些著名的品牌公司都是零售商们最乐意接受宣传的。 总结了以上的特征，我们可以发现： （ 1）食品供应商们也想发展餐饮服务市场，因为这 是一个发展中的大利润市场。 （ 2） 他们有较好的公司基础设施建设和公司文化建设，而这些特性与餐饮服务商的个体需求也是格格不入的。 （ 3） 尽管取得了一定成就，但总体来说，它们也发现了当他们要向餐饮服务商们出售商品时，合理使用相关技术，特别是在宣传和品牌建立方面来说是很难的。 （ 4） 他们不能为餐饮服务上们提供小批量的配送服务。这点正体现了其不稳定性，也体现了他们在解决餐饮供应商的需求以及食品供应商们对这些需求的满足性还需要一定的柔软度。 6. 批发商是在餐饮服务商和食品供应商之间进行困难协调的协调者。 在整个食品 行业，特别是需要用现金支付的配送批发商们，他们已经发现在过去的二十年间，它们是作为食品供应商和零售商之间的传输纽带的历史角色作用已经减小了不少。配送批发商们对于那些零售巨