天通苑南英语四级培训

　　为什么便宜批发如斯发达

　　Business

　　贸易报导

　　Mercadona

　　梅我卡多纳

　　Spanish aisles

　　西班牙走廊

　　Why a low-price retailer is thriving

　　为什么便宜批发如斯发达

　　FEW domestic firms are prospering in crisis-racked Spain, but Mercadona is.

　　正在阅历经济危急的创伤以后，西班牙很少有多少家国际企业可以或许规复旺盛成长，但是梅我卡多纳除中。

　　Spain's largest supermarket by sales has enjoyed double-digit growth for most of the pastdecade.

　　曩昔10年中，西班牙最年夜的发卖型超市正在年夜部门时光呈两位数增加。

　　When Juan Roig, the chairman, took over in 1981, Mercadona had only eight shops, all in Valencia.

　　1981年，胡安.罗伊上任主席，任职之初，梅我卡多纳唯一8间商号，而且全体皆正在巴伦西亚。

　　Today it has 1,310 and annual sales of 16.5 billion $23.8 billion.

　　现在，它有1310家连锁店，年发卖额到达165亿欧元开238亿好金。

　　Spain's economic troubles seem to have made it stronger.

　　西班牙的经济成绩仿佛反而让它变的更加壮大。

　　Profits dipped in 2009, but surged again by 47% in 2010 after some forceful cost-cutting.

　　2009年，经济效益下滑，然则正在2010年实现了1些强无力的本钱增添后，又激删了47%。

　　Mercadona's strength is low prices.

　　梅我卡多纳级的上风正在廉价。

　　The family-owned chain does not fritter away cash on advertising.

　　家属式连锁没有会正在告白用度上形成任何糟蹋。

　　It mercilessly squeezes the suppliers of its own-brand products.

　　它竭尽全力天请求供给商做本身的品牌的产物。

　　These suppliers, of which there are about 100, put up with Mercadona's squeezing because they have a long-term relationship with the company and have grown with it.

　　而快要100家的供给商为了取那家公司历久协作，也为了获得久远的成长，不能不接收受梅我卡多纳的请求。

　　Since 2009 Mercadona has shaved 2.2 billion of costs from its products, often with simple adjustments such as reducing packaging.

　　自2009年以去，梅我卡多纳应用自有品牌增添了22亿欧元的本钱，而且不断天做些简略的调剂，如削减包拆本钱等办法。

　　Tight relationships with its suppliers foster innovation.

　　取供给商的无间协作促使改革。

　　For example, sticking a plastic lid on a large tin of tuna made it easier to open and increased its sales by 60% in 2010.

　　好比道，2010年的时刻，正在1年夜罐金枪鱼罐头上应用塑料盖子可使之更轻易开启，从而让那个产物的发卖量增长了60%。

　　Even so, Mercadona does not skimp on technology or logistics.

　　即使如斯，梅我卡多纳正在技巧或许后勤圆里毫不偷工加料。

　　It was the first retailer in Spain to use bar-code scanners.

　　它是西班牙第1家应用条形码扫描器的批发店。

　　And it owns a fully automated logistics warehouse just outside Madrid.

　　而且便正在马德里邻近，它有1个齐主动化治理的后勤堆栈。

　　Robot arms stack goods in crates like a game of Tetris.

　　机器臂把货色像叠俄罗斯圆英语四培训块1样垒起去。

　　Mercadona is unique in several ways, says Zeynep Ton of Harvard University, who wrote a case study on the chain.

　　梅我卡多纳正在许多圆里皆是举世无双的，哈佛年夜教的泽伊内普.托恩道讲，他写了1个对于连锁的个案研讨。

　　Its 63,500 employees are on permanent contracts with bonuses, work regular hours and receive 20 times more training than the staff of an average American retailer.

　　它有63,500名员工皆是毕生签约包含奖金，按纪律时光下班并接收培训，而培训次数可比普通的好国批发商英天通苑南英语四级培训语四的员工接收的培训要多20次。

　　This makes them more productive: sales per Mercadona employee were 18% higher in 2008 than at other Spanish supermarkets. Staff turnover is only 4%.

　　那使得他们临盆效力更下：2008年，均匀每一个梅我卡多纳员工的发卖额比西班牙其余超市的发卖额凌驾18%。而员工活动率1年唯一4%。

　　Employees constantly gather feedback from shoppers, whom they refer to, accuratelyenough, as bosses.

　　员工们常常会搜集购物者的反应，而他们，精确的道，是指老板们。

　　Shops are designed to make shopping quick and easy.

　　市肆便被计划成让人们更快更便利天购物。

　　The selection is smaller than in other supermarkets, especially after Mercadona took theunpopular decision of eliminating 1,000 products from the shelves in 2009.

　　梅我卡多纳的抉择区比其余超市的要小，特殊是2009年今后，由于梅我卡多纳把1000种没有受迎接的产物下架了。

　　Own-label items such as Deliplus a line of cosmetics account for 38 % of sales.

　　像Deliplus化装品牌系列如许的自定商标货色占发卖额的38%。

　　Mercadona products were ranked number one, in terms of value for money, in a recent survey of 5,200 households by TNS, a market researcher.

　　特恩斯的1名市场天培训通苑南查询拜访员对5200户家庭停止查询拜访，正在比来的1次查询拜访中，梅我卡多纳的产物依据经济代价位列第1。

　　There is still plenty of room to grow at home.

　　然则那个超市仍然有许多成长空间。

　　Mercadona accounts for 13.1 % of the floor space in Spanish supermarkets, which makes it the third-largest chain in the country, after France's Carrefour and the co-operative Eroski.

　　梅我卡多纳占西班牙超市情积达13.1%，它到达了天下年夜型连锁的第3名，仅次于法国度乐祸跟结合以罗斯基。

　　It aims to enter the Italian or French market next year, probably through a small acquisition.

　　来岁，梅我卡天级通苑南多纳筹划进驻意年夜利或许法国市场，极可能经由过程小型收买那个渠讲。

　　Mr Roig doubts that the Mercadona model can simply be copied abroad. We must learn everything from everyone, he says.

　　罗伊师长教师对梅我卡多纳运营形式正在外洋市场的简略套用表现没有肯定。咱们必需从每一个人身上进修一切的器械，他如许道讲。

　　Unlike most Spanish bosses, Mr Roig doesn't mince his words.

　　取西班牙年夜多半的老板分歧，罗伊师长教师没有会矫揉造作。

　　Earlier this year he said the only good thing about 2011 for Spain was that it would be better than 2012.

　　本年岁首年月，他道及有闭2011年对西班牙有利益的独一1面是，会比2012更好。

　　It will be worse if the Spanish people do not take up the challenge of transforming Spain, he says, by which he means bringing its colossal welfare state under control.

　　假如西班牙国民没有往挑衅转变西班牙，那末情形会变的更糟，他道讲，而他的意义是把它的痴肥的祸利系统带进正轨。

　　Mr Roig believes that Spain has great human capital.

　　罗伊师长教师信任西班牙有极好的人力资本。

　　That is true, but Spain's youth unemployment rate-a staggering 45%-suggests that much of this talent is being squandered.

　　确切如斯，然则西班牙的青年没有正在业率达使人惊奇的45%，那注解年夜部门的资本皆被糟蹋了。

　　The protesters in the plazas complain that Spain's politicians have lost touch with how ordinary people live.

　　广场抗议的人群控告道，西班牙当局跟通俗人的生涯有所隔阂。

　　That is not a mistake a supermarket can afford to make.

　　而那个掉误则没有是超市能够处理的。

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