滚筒式输送机的设计-辊子输送机的作用【三维PROE模型】【含CAD图纸+PDF图】
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外文资料及中文译文Chinas Consumer Culture Comes of AgeHeller Josephi Could China grow into a nation of shoppers? The country is better known around the world for its factory workers and exports. But to put Chinas economic growth on a steadier glide path, especially in a global slowdown, the Chinese government wants to shift the drivers of the economy towards consumer demand at home.By the looks of the glitzy shopping malls in Beijing and Shanghai, selling everything from Louis Vuitton luggage to Lenovo laptops, China is well on its way. Certainly, with 1.3 billion potential consumers, the future is bright for Chinese retailers. “In the next five to 10 years, the retail sector will go through dramatic growth,” says Wharton marketing professor John Zhang.A quarter of a billion people have migrated from the countryside to the cities in the last 25 years, and rising incomes are spurring an expanding middle class. By 2025, that middle class is expected to number 612 million, or 76% of the population, up from 43% in 2006, according to the McKinsey Global Institute. Eventually, the bourgeoisie will be dropping an ever greater portion of their estimated $13,000 to $54,000 annual income (adjusted for purchasing power parity) in stores, says McKinsey. In a 2007 McKinsey & Co. survey of 6,000 Chinese, two-thirds of the respondents already count shopping as a favorite activity. Last year, the retail industry grew 17%, and is forecast to grow 13% to 14% this year even in the midst of a slowdown in the Chinese economy, says Matthew Moneyhon, managing partner at Ergo, a New York market research firm. Yet, for all the potential, home-grown Chinese retailers are still in the early days of building a sector that matches the efficiencies of counterparts in developed economies. Today, Chinese retail chains account for only 10% of the entire retailing sector in China, with traditional mom-and-pops comprising most of the stores patronized by Chinese across the country, says Jeff Walters, principal at the Boston Consulting Group office in Beijing. “Even supermarkets that look modern from the outside are really pseudo-modern,” says Walters. “Decisions are still made locally; they still run as independent stores,” rather than as a part of a larger integrated operation.Many of todays large retailers started with a bang, growing rapidly, but now face new challenges at their next stage of growth. “In China, everything happens in a compressed time frame,” says Edwin Keh, a Wharton School lecturer and former chief operating officer of Wal-Mart Global Procurement. “China went from informal, unorganized marketplaces into shopping mall booms without much in between. Theres a degree of challenge in that.” Retailers challenges include transforming themselves from real estate operators to retail professionals, expanding to smaller cities, and managing the onslaught of e-commerce.From Landlord to RetailerMany of Chinas largest home-grown retailers started essentially as landlords. Electronics purveyors Nanjing-based Suning Appliance Co. and Beijing-based Gome Electrical Appliances Holdings, for example, buy prime locations in major cities and rent floor space to sellers to set up their own mini-shops. The mini-shops are run by the suppliers employees, who make merchandising and pricing decisions on their products. The landlord-retailer, which has few in-store employees, takes a percentage of the suppliers sales, ranging from 5% for a strong international brand, to as high as 30% for an unknown domestic brand, says Jeongwen Chiang, chairman of the Marketing department at the China Europe International Business School (CEIBS) in Shanghai. “Its reminiscent of the concession model of 19th century retailers in the U.S., where all the margins went to concession the retailer, not concessionaire the seller,” says Wharton professor of management Marshall W. Meyer.The model is imported from other Asian countries, notes Whartons Zhang. During the early days of economic reform, Chinese state-owned department store managers went to Japan and Hong Kong to acquire know-how and brought back the store-within-a-store format, he says. According to Walters of the Boston Consulting Group: “Its an easy transition from traditional to modern retail,” since stores within a store are similar to an old-fashioned bazaar. The model facilitates go-go expansion. Because retail penetration is so low in China, “the easiest way to grow is to continue opening stores,” says Walters. “If I have five stores and I want 1,000 stores in five years, the landlord model is my first choice. Because the retailer shares the burden of running stores with the supplier, it can grow faster via new store openings.”If retailers can grow through new store openings, they dont have to worry about much else, say experts. “If you have a hot place for your store, you dont have a reason to improve your operations,” notes Nephi Zhang, senior analyst of retail at IDC China in Beijing. As a result, “there are challenges retailers havent dealt with yet that will become more important over time,” Walters notes. They include the product management, pricing, marketing, customer service and analytical skills needed to increase traffic and basket size at each individual store to juice same-store sales.Suning and Gome are now starting to build that capability, including installing data capture and analysis of customer demand. Says a speaks person offor Gome Electronic: “Compared with leading retailers in the world, Chinese retailers right now are still operating at the stage where they manage properties, suppliers and some of the products. Gome has started a transformation to a new business model based on consumer-orientation and full-range consolidation on supply chain.”Suning is also expanding to take advantage of new opportunities, according to media reports. China Retail News noted in a report this month that the electronics and home appliances retailer opened 400 new outlets in 2011, including super flagship stores, Laox stores and boutiques. Suning plans to open another 400 outlets this year, China Retail News wrote, and quoted Jin Ming, president of Suning Appliances, who said the company would “establish five new major procurement and sales centers.” From Bricks and Mortar to CyberspaceNow, e-commerce is coming into Chinas retail scene. With 40% broadband penetration nationwide and widespread smartphone use, China is ripe for a takeoff in online shopping, which could soon exceed the level in the U.S., says Wharton Marketing professor David Bell. In addition, e-commerce has the potential to catalyze change in both the landlord model of retailing and expansion to smaller cities.E-commerce can also speed the evolving relationship between retail landlords and their store-within-a-store suppliers, where the latter are starting to balk at the terms theyre dealt. “Because e-commerce has come along as an alternative, traditional retailers may be forced to be a little kinder to tenants,” says CEIBSs Chiang. Smaller suppliers see e-commerce as a way to sell products nationwide without having to give a cut to retailers. One of Chiangs MBA students used to sell mobile handsets through traditional retailers who took a big chunk of his revenues. Now, he is selling his products through Taobao, Chinas eBay-like site.E-commerce can help retailers reach inland consumers in smaller markets. “There are a lot of people spread in the interior, who have no luxury to go to fancy supermalls,” says Chiang. “E-commerce can compensate somewhat and maybe take more and more share” from bricks and mortar shops. Gome aims to have Gome Online Mall account for 15% of the companys total sales and 20% of Chinas total online sales for home electronics in two to three years, according to companys public statement. Perhaps the biggest change e-commerce can bring to Chinese retailing is a greater orientation towards the consumer. “Consumers will not be satisfied in the same way they were before,” says IDCs Zhang. “They will require from retailers lower prices and better services.”As Chinese retailers learn how to serve customers better, and customers learn more about their prerogatives, China will start shifting into a consumer nation.中文译文中国的消费者文化日趋成熟 中国能否成长为一个购物者的国度？中国享誉全球的是中国的工厂、工人和出口。但是在全球经济放缓的背景下，为了使中国经济更稳定地发展，中国政府希望将经济增长的驱动力转向国内需求。在北京和上海，五光十色的商场随处可见，销售的商品从路易威登皮箱到联想笔记本电脑应有尽有。由此可见，中国正在沿着由内需推动经济增长的道路上前进。当然，中国零售商的未来是光明的，因为中国拥有13亿潜在的消费者。沃顿商学院市场营销学教授张忠（John Zhang）表示：“在未来的5到10年，中国的零售业将迅猛增长。”在过去的25年间，2.5亿中国人从农村迁移到城市，随着的收入增加，中国的中产阶级在不断扩大。麦肯锡全球研究院的数据显示，在2006年中产阶级占中国人口的43，而到2025年，中产阶级的人数预计为6.12亿，将占中国人口的76。麦肯锡的观点认为，中产阶级的年收入约为13,000至54,000美元（按购买力平价调整），中产阶级用于购物的收入比例将不断上升。2007年麦肯锡咨询公司对6000位中国人做了调查，三分之二的受访者已经将购物作为他们最喜爱的活动。一家位于纽约的市场研究公司Ergo的董事总经理Matthew Monehon表示，零售业去年增长了17，今年虽然中国经济放缓，但零售业预计将增长13至14。然而，虽然很有潜力，中国本土的零售商行业仍然处在初期阶段，其效率很难与发达经济体的零售商行业匹敌。波士顿咨询集团北京办事处负责人杰夫沃尔特斯（Jeff Walters）表示，目前中国零售连锁店仅占中国整个零售业的10，中国各地消费者光顾的主要还是传统的小卖部。“外表貌似现代的超市其实是伪现代的。各种决策仍然是在本地做出的，它们仍然是独立运营的门店”，而不是作为一个大的整体统一运作。今天很多大型的零售商都有一个好的开始，增长迅速，但它们目前处在增长的另一个阶段，面临着新的挑战。沃顿商学院讲师、沃尔玛全球采购前首席营运官埃德温肯（Edwin Keh）表示：“在中国，一切都发生地特别快。中国从非正式、无组织市场时代直接进入了购物商场时代，中间没有多少过渡，所以导致了一些挑战的出现。”零售商面临的挑战包括将自己的定位从房地产运营商转变为零售专业人才，去小城市发展业务，并应对电子商务的冲击。从业主到零售商许多中国本土最大的零售商最初基本都是以业主身份发家的。例如，南京的苏宁电器有限公司和北京国美电器控股公司都在主要城市的黄金地段购买商场，然后将店面出租给卖家，让卖家搭建自己的小商店。供应商的员工负责这些小店的运营、以及产品销售和定价决策。中欧国际工商学院（CEIBS）市场营销学系系主任蒋炯文（Jeongwen Chiang）表示，这些业主-零售商的店内员工往往很少，它们按照供应商销售额的一定比例向供应商收取费用，各供应商的比例不尽相同，国际著名品牌的比例可能是5，不知名的国产品牌的比例可能高达30。沃顿商学院管理学教授马歇尔梅耶（Marshall W. Meyer）指出：“这让人想起19世纪美国的零售商，当时所有的利润都归业主零售商，而不是经营者卖方。”沃顿商学院的张教授表示，这种模型是从其他亚洲国家学来的。他说，在经济改革初期，中国的国有百货公司的经理去日本和香港学习考察，并带回了店中店模式。波士顿咨询集团的沃尔特斯表示：“从传统过渡到这一模式比较容易”，因为店中店模式类似于传统的集市。沃尔特斯表示，这种模式有利于外延式扩张，“因为中国的零售渗透率非常低”，所以增长最简单的办法就是继续开新店。“如果我现在有五家店，在五年内我想有1000家店，业主模式将是我的第一选择。因为零售商可以与供应商共同承担商店运营成本，可以通过开新店取得更快的增长。”专家表示，如果零售商可以通过开新店实现增长
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