1、 外文翻译 外文 The Study of China Retail Business Development Strategy Material Source: International Journal of Marketing Studies Author: jingsun 1. Foreign capital Retail businesss trend of development and characteristic 1.1 The management strategy: The foreign capital Retail business constructs the tra
2、de integration management system in the industry, implements the global trade strategy. These enterprises have the numerous subsidiary companies and stores in overseas, forms integrated and so on trade, sale,and information world management networks. In worldwide scale, the various subsidiary compan
3、ies and branches under base companies unified command implements the unification supply, the unification allocation, the unification sale, the unification settles accounts. Facing the world market, they consider the whole world business strategy, thus causes the enterprise to obtain the greatest inc
4、ome. 1.2 The investment seize: the expansion order, proceeds in an orderly way, invests from the dispersion to the formalization investment management. The centralism investment and the large-scale management is the foreign capital retail businesss investment strategy in order to seize the internati
5、onal market. Demonstrated according to the material that the transnational retail business such as Wal-Mart, Carrefour, and Metro and so on direct investment in Beijing, Shanghai, and Shenzhen and so on, the highest investment cost reaches as high as more than 300,000,000 US dollars, the investment
6、scale is bigger than existing commercial facilities in China. 1.3 The management position strategy: Every successful foreign capital Retail business in China, majority chooses the global most growing main force retail sales business strategy, grabbing the most growth prospect market domain. They has
7、 adopted direct spanning traditional food supermarket and the standard food supermarket pattern in the supermarket management position, direct set up large-scale synthesis supermarket and warehousing type supermarket. 1.4 The technical strategy: The foreign capital retail business manages enterprise
8、 massively using the present information technology. Wal-Marts information system is the most advanced commercial information technology system, it has main feature including more invests, the function entire, the speed to be quick, intellectualized and global networking. Wal-Mart invested the large
9、 amount fund in the information technology; there are more than 2000 engineers who were responsible for the software design special in the company. At present, between Wal-Mart China Corporation and the American Corporations relation is transmits through the satellite, thus caused Chinas chain store
10、 to integrate in truly its worldwide scale chain-like network, the competitive advantage was obvious. Metro Corporation utilized the computer technology to consummate a set science executive program from the purchase to the sales; the computer control system has grasped the commodity purchase, sales
11、, storage process, thus it might control the inventory in the most reasonable level. When commodity quantity is lower than the security reserves, the computer can produce the order form automatically, issues the ordering notice to the supplier, thus it has guaranteed the commodity continually supply
12、 and the low cost management. The computer reflect detailed the sales situation, not only has supplied sales quantity and each kind of information, and has also recorded each kind of customer purchase frequency and the shopping structure,thus may reflect accurately the customer demand tendency and t
13、he development trend, enable Metro Corporation to adjust promptly the goods structure and the management strategy. 2. Foreign capital retail businesss trend of development to China retail businesss impact and challenge 2.1 The foreign capital Retail business implements the formalization, the chain-l
14、ike management, seizes China consumer market by the low price strategy, and forms the absolute cost advantage. The foreign capital Retail business is mostly big enterprise that has the varying degree monopolistic position, the management scale is bigger, and some large-scale transnational Retail bus
15、inesss global annually sales volume even surpasses many nationals gross industrial output value in the world. For example Wal-Mart Corporations total sales were 193.2 billion U.S. dollars in 2000, the profit are 6.3 billion U.S. dollars. The economies of scale bring the scale benefit, not only cause
16、s the direct production cost of operation to reduce, moreover in aspects and so on allocation, retailing, has the absolute comparison cost advantage. Although the Wal-Mart retail price is lower than other supermarkets, what adopts is the low price sale strategy, but the sales ratio of margin actuall
17、y achieves 21%, after the tax, the net profit achieves 3.3%.it is more higher than Chinese Retail business greatly. But Chinas Retail business, for example Beijings Wang-fu-Jing department store, the Wuhan department store and so on, compares with the overseas Retail business, also can only be the S
18、mall business. 2.2 The foreign capital Retail business implements the modern goods allocation, establishes the manufacturer, the supplier and the retail merchant cooperation pattern, forces China Retail business to establish the new production and marketing relations. Because China Retail business f
19、orms the unique market superiority under the buyers market condition, forces the supplier has arrogated to oneself the commodity all operational risk when sales goods. But under the market economy condition, the enterprise takes an economic entity, its operational risk cost includes the enterprise p
20、roduct cost inevitably, and transforms to the commodity price, directly causes the commodity price to stay at a high level for a long time, dull sale. Thus, on the one hand causes the consumer welfare surplus reduction, on the other hand causes the production and marketing contradictory prominent, c
21、auses the enterprise to manage difficultly. From looking the foreign capital Retail business may discover that the foreign merchant in the commodity purchase is generally take the market demand as the choice standard, through the investment, the share-holding, the holding, sells outright and so on m
22、onopoly, establishes the more fixed upstream supplier and the goods supply base, guarantees the source of goods quality fineness, the price inexpensive and the variety quantity sufficiency. In the allocation aspect, the corporation has to adopt the “one-stop“ work style, implements the unification a
23、llocation. For example German Metro Corporation investment constructs huge and the stable vegetables Support base in the Shanghai suburb. USs Wal-Mart Corporation direct or indirect the merchandise exports total amount which purchased in China reaches as high as 10 billion U.S. Dollars annually in r
24、ecent years , now the commodity headquarters of allocates and dispatches has been shifted to the Chinese Shenzhen. The modernized supply of commodities allocation chain pattern brings the international economy benefit which exceeds the quota. 2.3 The foreign capital Retail business implements the lo
25、calization strategy in the investment management process,forms competing commercial talented persons competition aspect with China retail business After China joins WTO, the foreign capital Retail business does not hesitate the price to attract the Chinese commercial domain outstanding talent. Howev
26、er, looked from the Chinese retail trades operating condition that human resources quality level is also very low, but also exists that the talented person does not be taken seriously and the waste phenomenon, these have restricted China Retail businesss innovation and the reform seriously. 3. Facin
27、g the foreign capital Retail businesss challenge, the countermeasure which China Retail business develops 3.1 Establishes and improves Chinese domestic trade protection policy and the market access mechanism China has already joined WTO, must fulfill the WTO basic maxim completely, but this was not
28、equal to that said joined WTO, Chinas retail market was the perfect competitive market, did not need the government to implement essential intervention and control. In fact, in does not violate the WTO rule under the premise, some country which joined WTO early has to formulate laws and regulations
29、and the policy that conformed to oneself national condition, avoids harming oneself country excessively economic interest,. For example U.S. government in order to control the imported goods quantity, protects the domestic manufacturer benefit, implements the customs import quota to the partial prod
30、ucts. Therefore, under the WTO criterion, China should also formulate policies and regulations that conform to the international convention to protect the domestic Retail business. 3.2 Implementation chain-like managements and improve China Retail businesss market survivability, the competition stre
31、ngth and the develop power as soon as possible. According to the commercial law of development, the sole shops sales growth has certain limit, if the enterprise wants to obtain market space in the marketability degree high commercial domain, must transform through organization, implementation expans
32、ion strategy, and realizes the benefit growth. Setting up the chain store is an effective way. In fact, in the overseas, many big Retail businesses dependence chain-like way forms the scale benefit gradually.American Wal-Mart Corporation increased the approximately 30 billion U.S. dollars sales volu
33、mes in 2000, comes from the annexation and the new start shop completely. Is opposite says in the Chinese market, 8 Wal-Mart retails supermarket sales volume to be possible to reach 3 billion U.S. dollars to 4 billion U.S. dollars annually. Other international retail merchants, for example Carrefour
34、, Metro, the chain-like supermarket which opens in China sells well mostly. Therefore, the chain-like management is most efficient paths one that breaks China Retail business tradition business model, promotes China Retail businesss market survivability, the competition strength and develop power. T
35、he chain-like commercial essential characteristic requests its management and operation must realize standardization and scientific. In view of Chinese chain-like commercial management and operation present situation,the enterprise should strengthen standardized management from the following several
36、 aspects 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
37、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
38、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
39、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
40、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、供应商与零售商的合作模式 ,迫使中国零售企业建立新的生产营销关系。 因为中国零售业态独特的市场优势买方市场条件下 ,部队供应商已经arrogated 商品都给自己当销售货物操作风险。但在这样的市场经济条件下 ,企业需要一种经济实体 ,其营运风险成本包括
41、企业产品成本不可避免的是 , 对商品价格和变换 ,直接导致了商品价格维持在一个高水平的很长一段时间以来 ,就没意思了出售。因此 ,一方面使消 费者福利顺差减少 ,另一方面使生产和营销矛盾突出 ,使企业经营困难。从寻找外国资本零售业务的人们可能会发现 ,外商在商品的购买是通常站在市场的需求像选择标准 ,通过投资、股份制、控股、销售彻底等垄断 ,上游供应商建立更固定 ,货物供应基地 ,保证了产品质量的来源复杂价格便宜 ,品种数量效能。在配置方面 ,公司采用“一站式”的工作作风 ,实行统一分配。例如德国地铁公司的投资构建了巨大支持和稳定的蔬菜基地在上海郊区。美国的沃尔玛公司直接或间接商品出口 ,在中
42、国购买总额高达 10亿美元近年来 ,现在每年分配及商品的总部谕旨已被转移到中国深 圳。现代化的供应的商品配置连锁模式所带来的国际经济效益这超过限额。 2.3外资零售业务实行本土化策略在投资管理过程中 ,形式竞争的商业人才的竞争与中国的零售业务方面 中国加入 WTO 后 ,外资零售业务不犹豫的价格来吸引中国的商业领域的优秀人才。然而 ,看起来从中国零售业的操作条件下 ,人力资源的质量水平也很低 ,但还存在着的人才不会受到重视和浪费中国的现象 ,这些已成为制约我国零售银行业务的创新和改革伤势严重。 3.面对外资零售企业的挑战 ,这对中国零售业的对策发展 3.1建立和完善中国国内的贸易保护政策和市场
43、准入 机制 中国已经加入世贸组织 ,必须履行世贸组织基本准则完全 ,但这不等于说连在一起了，加入 WTO,中国零售市场是完美的市场竞争 ,不需要政府如何实施必要的干预和控制。事实上 ,在不违反 WTO 规则的前提之下 ,一些国家加入 WTO(世界贸易组织 )早已经制定法律和法规和方针 ,符合自己国情的 ,以避免损害过度的经济利益 ,自己的国家。例如 ,美国政府为了控制进口商品数量 ,保护国内厂家效益 ,实现海关进口配额 ,部分产品。因此 ,在 WTO 背景下的标准 ,中国也应该制定政策和法规符合国际公约来保护国内零售业务。制定反倾销和反垄断法 . 3.2实 施中国零售业务的市场生存能力 ,在竞
44、争中立于不败之地力量和发展能力的尽快。 根据商业的发展规律 ,其唯一的商店的销售增长有一定的限制 ,如果企业想要去的地方获得市场空间的市场化程度高的商业领域 ,必须转变通过组织 ,实施扩张战略 ,实现效益的增长。建立的连锁店是其有效途径。在事实上 ,在国外 ,许多大型零售企业依赖形成规模效益连锁方式逐渐增加。美国的沃尔玛公司增加了约 30 亿美元的销量在 2000 年的时候 ,来了从兼并和新开始店完全。相对说在中国市场 ,8 沃尔玛零售吗超市销售量可以达到 30 亿美元到 4 亿美元每年。其他国际零售 商人 ,比如家乐福、麦德龙、连锁超市将在中国出售好主要。因此 ,连锁经营是最有效的途径之一 ,是打破中国零售业务传统的经营模式 ,促进中国的零售业务的市场 ,竞争实力和生存能力的发展权力。连锁商业本质特性要求其管理和操作必须实现的规范化、科学化。
