数学没答完，感觉题不难，另外求教各位大神数学怎么答快点？作者: seleneli 时间: 2018-3-20 06:09
感谢分享！ 作者: fffff77777 时间: 2018-3-21 04:13
楼主看一下 大小商铺原文是这个吗n recent decades, retailers have sounded a consistent theme: “Bigger is better.” Superstores and category killers have proliferated, elbowing out the small mom-and-pop stores that were once retailing’s mainstays. Today, the average grocery store is more than 50% larger than it was in the 1980s. And the average Wal-Mart is more than 30% larger.
Suddenly, though, the pendulum seems to be swinging back. In the past year, many of the largest U.S. retailers, including Wal-Mart, Home Depot, Service Merchandise, Sears, and OfficeMax, have begun experimenting with small-store formats. Rather than operating the small stores as individual outlets, though, the companies are managing all the stores in an area as a closely knit network.
Dollar General, a Wal-Mart competitor, exemplifies the network strategy. It matches Wal-Mart’s prices but competes against the average 92,000-square-foot Wal-Mart with a swarm of conveniently located, 6,000-square-foot stores. The company, which has 4,200 stores from Pennsylvania to Texas, is highly profitable and growing fast. Six hundred new stores are opening every year. Its success has even spawned a copycat competitor, Family Dollar, with more than 3,000 stores of its own.
Less Is More
Small stores have always offered some important advantages. By distributing small outlets throughout an area, a retailer can guarantee that one of them will almost always be closer to a given shopper than a behemoth store at the edge of town. In addition, small stores make it easier for customers to get from their cars to the stores, and, once inside, to find the products they’re looking for. Until recently, though, those advantages were overwhelmed by the two key advantages held by big stores: broader product selection and lower operating costs. Now, retailers are finding that tightly linked networks of small stores can enjoy the same scale advantages.
A network of small mom-and-pop stores can actually enjoy the same scale advantages as those of superstores.
When it comes to product selection, for example, retailers are finding that what customers really value is a broad choice of product categories, not an endless array of products within a category. In fact, research indicates many big retailers are now being penalized for carrying too many different brands of the same product. A study done in the early 1990s by Kurt Salmon Associates found that more than half of the dry-goods items in grocery stores sell less than one unit per week, and studies by the Food Marketing Institute indicate that most grocers have too much variety: once a threshold of variety is reached, total category sales barely budge by including more. By offering many categories but just one or two 作者: fffff77777 时间: 2018-3-21 04:16
Technology can also play a role in reducing personnel requirements. Mellon Bank, for example, uses interactive video screens to enable many different branches to share a single employee. The representative that a customer “sees” to open a new account is in a centralized facility hundreds of miles away.
Operating small-store networks is very different from running large stores. To keep total personnel costs down, for example, small-store employees typically have to be trained to perform many different tasks. A store manager at Dollar General runs the cash register, stocks the shelves, and makes decisions about personnel and inventory. In contrast, big-store employees tend to have much more specialized jobs. Because of such differences, a retailer can’t simply graft a chain of little stores onto an infrastructure designed to support big ones. It has to rethink its system from the ground up. But as bricks-and-mortar retailers struggle to meet the threat posed by stores on the Internet, such rethinking may be just what’s needed.作者: fffff77777 时间: 2018-3-21 04:17
With regard to costs, retailers are finding that once small stores are managed as networks, they become as cheap to operate as big stores. Take logistics costs: by consolidating orders, a network of small stores located near one another can take advantage of full-truckload deliveries rather than incur the higher cost of partial-truckload deliveries.
Networked stores can also reduce their personnel and inventory costs. It was assumed that big stores needed less inventory and fewer workers to adjust to surges in demand. One large store, it was thought, may need 30 workers, but 20 small stores serving the same market may need two workers each. But, again, the big store’s advantage diminishes once the little stores are managed centrally and served by a single warehouse and personnel pool. It costs little to shift products or workers between stores that are only a few miles apart.作者: Waltek 时间: 2018-3-21 14:07
fffff77777 发表于 2018-3-21 04:17
With regard to costs, retailers are finding that once small stores are managed as networks, they bec ...