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THX QINSONG83 PROVIDE 第十三篇：心理距离(psychic distance) 这篇由于到了后面我pace乱了来不及做，记不全了。大概是说大家一直认为心理距离这个概念不错。但是最近的一个关于加拿大公司的survey表明，其实加拿大公司在美国经营不好，而原因在于高官认为美国离加拿大很近，应用本国经验没有问题，而其实不是。还有一段，记不起来了…… 以下是有关psychic distance的阅读材料 english: How to survive in U.S. retail markets. COPYRIGHT 1990 University of Western Ontario How to Survive in U.S. Retail Markets
Expansion of Canadian retailing into the U.S. is difficult, requiring substantial resources and a strong competitive focus. To succeed, U.S. expansion has to be viewed as a strategic move that is of great importance to the Canadian retailer. It cannot be seen as a small, unimportant aspect of business or as another branch office, because the intense competitive environment in the U.S. will not allow this attitude. Canadian retailers have to be prepared to compete, and if they are not, as has happened to many of them, they will be pushed out of the market.
Because the Canadian companies that tried to crack the U.S. market were all successful in Canada, we do not believe that unsatisfactory results can be simply attributed to poor management. Nor can they be blamed on the U.S. retail environment, because retailers from Italy, France, Sweden and West Germany have been successful in crossing national borders, including those of the U.S. Our conclusion is that there may be significant cultural and market differences between the United States and Canada that have tended to be ignored or downplayed because of the many similarities between the cultures of the two countries.
A Study of Four Canadian Retailers
In our research, we uncovered 23 attempts by Canadian retailers, not including supermarket chains, to enter the U.S. market; we were able to get financial information on 18 of them. Of these, 15 have either withdrawn from the market or are struggling with sustained losses. Of the three retailers that have been able to produce long term profits from their U.S. operations, one of them suffered initial losses before implementing a successful turnaround strategy.
In an effort to learn why so few companies succeed in such an enticing endeavor, we examined in some detail two of the three successful retailers that have remained in the U.S. market, Peoples Jewellers and the Grafton Group, and two that withdrew, Canadian Tire and Mark's Work Wearhouse. Here we descibe our findings.
We learned about some interesting differences between Canadian and American consumers and the competitive environments. We found that U.S. consumers:
1. Are more price sensitive than Canadians,
2. Demand more service, quality and convenience,
3. Have different buying patterns. For example, they prefer to shop at stores that provide specialized, deep product offerings rather than a generalized product mix,
4. Are sophisticated comparative shoppers. Intense competition allows consumers to be demanding and provides them with a wide selection of products.
5. Have... 中文资料： 北美自由贸易区协议的签定刺激了美国零售商向加拿大的扩张。该协议导致了美国零售商对邻近市场的注意，进入加拿大市场的美国零售商迅速增加，并且许多美国零售商以新的零售业态进入加拿大市场。玩具反斗城（Toys ‘R’Us）、温纳斯（Winners）、伦斯克拉夫特茨（Lenscrafters）、Value Village 以及会员制的零售商如普莱斯俱乐部（Price Club）与考斯科（Costco）都在加拿大市场有着举足轻重的地位[5]。这些来自美国的新业态的发展成为领导加拿大零售商业的先导。 但是，当美国零售商成功地向加拿大进行扩张的时候，加拿大的零售商向美国的扩张却不太成功。Mark’s Work Wearhouse是加拿大一家以蓝领工人为目标群体的服装零售商，在加拿大的经营非常成功，但是1987年，在美国经营6年之后，却以破产而告终[6]。Mark’s Work Wearhouse发现美国市场的经营条件与他们的经营方式不相容。正如Burns and Rayman（1995）
中阐述的那样，在百货店及连锁商店的发展方面，加拿大的零售商业都落后于美国的零售商业。这种失败可能是因为美国消费者对价格有着更强的敏感性，对服务与质量的要求更高，对消费方式的多样化以及独特的品味有着更高的要求等等[7]。这些问题实质是因为邻国具有动态的零售结构这一市场特征。尽管加拿大市场在许多方面是比较发达的，但是面对一个比它更大更发达，并且具有动态商业结构特征的邻国市场(美国市场)，却使得在母国成功的经营模式很难在这一市场里发挥功效。也就是说母国零售商很难满足比母国更发达的市场的需求。这也说明了单一的地理邻近性并不能保证零售商海外经营的绩效。 希望有人再考到这篇文章时候有用
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发表于 2007-10-25 14:45:00
