国美经营模式的分析 外文文献译文.doc

外文文献及其译稿题 目 国美经营模式的分析 姓 名 陈锦真 学 号 2006938035 专业班级 工商管理（双）0696班 所在学院 集美大学诚毅学院 指导教师（职称） 黄彩云 二壹年五月十日外文文献Winning the battle for the Chinese Consumer Electronics MarketBy Ingo Beyer von Morgenstern and Chris ShuSeptember 1, 2006Competing in mainland Chinas consumer electronics market has never been easy: rampant price wars caused by overcapacity have squeezed profit margins to some of the lowest levels in the world. And, as if things werent bad enough for manufacturers, a new wave of consolidation among electronics retailers is turning up the heat.We recently saw the acquisition of China Paradise Electronics Retail by Gome Electrical Appliances Holding, Chinas leading electronics speciality chain. That came fresh on the heels of an alliance struckthen put on holdbetween China Paradise and Dazhong Electrical Appliance. In April, US-based Best Buy acquired Jiangsu Five Star. All this has happened within the space of a few months.Retail chains dominate the consumer electronics landscape: a handful of these players control as much as 40 per cent of sales in first-tier cities like Shanghai and Beijing.They dominate even more in some product categories: the new giant forged from the imminent merger of Gome and China Paradise will control 60 to 70 per cent of TV sales in Shanghai.Unless consumer electronics players-whether Chinese or foreignrethink their strategy, they risk losing the battle for the wallets of millions of mainland consumers.A lot is at stake: the mainlands consumer electronics market has been growing at a compound rate of 12 per cent a year, and is expected to reach about 1 trillion yuan by 2010, up from 590 billion yuan this year.This market will account for 25 per cent of the global market by 2010. Carving out a share of it has ranked high on the agendas of many of the worlds consumer electronics companies for some time. Many of the worlds best-known brands already have a sizeable presence in China.But price warstriggered in part by the rise of the electronics retail chains and overcapacityhave pushed profit margins on TVs and other white goods to below 3 per centamong the lowest in the world.Amid the proliferation of brands, many manufacturers are having a harder time competing for shelf space in the major electronics retail chains. A growing number of second-tier brands, both foreign and domestic, are being pushed off the shelves in favor of better-known and faster-selling ones.Moreover, the US and European trend to sell products under retailers own labels will catch on in mainland China. Gome already has its own brand, Idell, while China Paradise recently introduced a line under the brand name Yole. These private-label brands will compete head-on with established brands.So how should consumer electronics players compete on the mainland? First, manufacturers need to form win-win partnerships with the large retail chains, helping them build capabilities in marketing strategy, in-store promotions, and supply chain and inventory management. These are critical capabilities that retailers in more developed markets may take for granted, but which many mainland retailers still lack. Firms that help retailers build these skills will secure their position as strategic vendors to the major retail chains.Surprisingly, not all consumer electronics companies on the mainland are equipped to serve the needs of the large retail chains. Many lack dedicated teams to focus on serving the major retail chains that comprise the bulk of their sales.Others have individual sales teams for each of their product categories: in one case we observed, a manufacturer had five different sales teams calling on the same retail-chain account.For most consumer electronics players, working more closely with these new retail giants will be an essential part of staying in the game.Some, however, may want to fight fire with fire, and consider opening their own branded stores. Sony and Zhuhai-based Gree have already opened hundreds of branded stores throughout the mainland, selling directly to the consumer and playing an important role in shaping the buyers experience with their brand.The trick, however, will lie in co-investing with dealers at the city levelto share the investment riskwhile exercising direct management control over these stores, to maximize sales and manage their brand properly.For example, Sony co-invests with local dealers to build Sony shops. But it directly manages the in-store sales teams, to ensure that sales targets are met, inventory is tracked, and valuable information on customer buying behavior is collected. Finally, two trends may play to the advantage of foreign players in the consumer electronics sector. They are the opening of mainland Chinas distribution sector in line with its World Trade Organization commitments, and the growing presence of large, sophisticated foreign electronics distributors like Ingram Micro and Trend Micro.Through their existing global relationships with these large distributors, foreign manufacturers can gain access to hard-to-reach geographic markets and distribution channels. These include regional department stores and small, independent specialty stores.Competing in the mainlands consumer electronics market may be tougher these days due to the wave of consolidation reshaping the landscape. But the players that figure out a strategy for collaborating with these new electronics retail giantswithout becoming too dependent on themwill have a better chance at succeeding in this dynamic marketplace.打赢中国消费电子市场之战行业整合浪潮正改变着中外消费电子企业在中国的竞争方式。在中国竞逐消费电子市场始终不是一件轻松的事：产能过剩导致的激烈价格战令利润空间降到了全球前所未有的最低水平。对生产厂家来说，雪上加霜的是，电器零售商中新一轮的整合浪潮导致竞争态势白热化。我们最近注意到国美电器(中国最大的家电连锁企业)对永乐电器的收购。这一事件就发生在永乐电器和大众电器达成联盟意向之后(该计划随即被搁置)。2006年4月，美国百思买（best buy）控股江苏五星电器。所有这些都发生在短短几个月内。家电零售连锁企业主导了消费类电子市场：为数不多的家电连锁企业控制了上海和北京等一级城市40%的销售额。在部分品类中，它们甚至占据了更多的市场份额：国美和永乐合并后形成的“巨无霸”将控制上海电视机销售的60-70%。除非中外消费电子企业反思其业务策略，否则，将可能在这场争夺数千万大陆消费者购买力的战争中铩羽而归。它们将丢失很多：中国消费类电子产品市场的年复合增长率将达到12%。至2010年，总体规模有望从2006年的5900亿元达到1万亿元人民币左右(约1250亿美元)。至2010年，中国市场将占全球消费电子产品市场的25%。从中分得一杯羹一直是全球许多消费电子企业的重中之重。全球许多知名品牌都已进驻中国。但价格战(部分由于家电连锁企业的崛起和产能过剩引起)令电视机和其他白色家电的利润率降到了3%以下。在品牌多元化的环境下，许多消费类电子制造企业发现，争夺主要家电零售企业货架变得越发艰难。越来越多的中外二线品牌被挤下了货架，取代它们的是更加知名和畅销的产品。此外，欧美家电零售企业中以自有品牌销售家电的潮流也将波及中国。国美已经拥有自己的品牌 Idell，而永乐最近也以 Yole 品牌推出了产品系列。这些自有品牌将与成熟品牌短兵相接，直接竞争。消费类电子行业应对策略。首先，消费类电子产品制造商应该与大型家电连锁企业建立双赢的战略合作关系，帮助它们建立在营销战略、店内促销以及供应链和存货管理方面的能力。发达国家的零售企业可能认为具备这些能力天经地义，但中国许多家电零售企业依然付之阙如。帮助家电零售企业建立这些技能的企业将把自己定位成