零售国际化：发展新观点【外文翻译】

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零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献(文档含英文原文和中文翻译)译文：零售企业的营销策略Philip Kotlor今天的零售商为了招徕和挽留顾客，急欲寻找新的营销策略。

过去，他们挽留顾客的方法是销售特别的或独特的花色品种，提供比竞争对手更多更好的服务提供商店信用卡是顾客能赊购商品。

可是，现在这一切都已变得面目全非了。

现在，诸如卡尔文·克连，依佐和李维等全国性品牌，不仅在大多数百货公司及其专营店可以看到，并且也可以在大型综合商场和折扣商店可以买到。

全国性品牌的生产商为全力扩大销售量，它们将贴有品牌的商品到处销售。

结果是零售商店的面貌越来越相似。

在服务项目上的分工差异在逐渐缩小。

许多百货公司削减了服务项目，而许多折扣商店却增加了服务项目。

顾客变成了精明的采购员，对价格更加敏感。

他们看不出有什么道理要为相同的品牌付出更多的钱，特别是当服务的差别不大或微不足道时。

由于银行信用卡越来越被所有的商家接受，他们觉得不必从每个商店赊购商品。

百货商店面对着日益增加的价格的折扣店和专业商店的竞争，准备东山再起。

历史上居于市中心的许多商店在郊区购物中心开设分店，那里有宽敞的停车场，购买者来自人口增长较快并且有较高收入的地区。

其他一些则对其商店形式进行改变，有些则试用邮购盒电话订货的方法。

超级市场面对的是超级商店的竞争，它们开始扩大店面，经营大量的品种繁多的商品和提高设备等级，超级市场还增加了它们的促销预算，大量转向私人品牌，从而增加盈利。

现在，我们讨论零售商在目标市场、产品品种和采办、服务以及商店气氛、定价、促销和销售地点等方面的营销策略。

一、目标市场零售商最重要的决策时确定目标市场。

当确定目标市场并且勾勒出轮廓时，零售商才能对产品分配、商店装饰、广告词和广告媒体、价格水平等作出一致的决定。

如沃尔玛的目标市场相当明确：1962年山姆·沃顿及其兄弟在阿肯色州开办了第一家沃尔玛折扣店。

这是一家庞大的的仓库是商店，旨在以最低的价格向小城镇的美国人销售各种商品，从服饰到零件以及小型用具等。

浅析我国零售业的国际化发展

业走国际化发展中已经取得了一定的业绩，但是依旧有一些问题阻碍了零售业国际化的发展。（一）相关法律环境的制约我国目前关于零售企业国际化经营的法律法规还不健全，对于涉外入国际市场，除了当地公司争夺市场，还要与其他公司抢占国际份额。投资管理体制、涉外税收等规定还不够明确，对于在海外做投资项目或目前我国零售业的现状，大致如下：１．规模发展壮大，效益好转。者建立海外企业，需要经过的审批程序较繁琐，且效率低，时间比较近年来，在我国国民经济持续增长、对外开放不断扩大、城市化进程加长，这在一定程度上影响了零售业的国际发展速度和效率。快、居民消费升级和扩大国内外需求政策力度加大等因素的推动下，我（二）自有品牌观念比较不强国零售业的国际化发展呈现出快速发展的态势，规模快速扩大。２．业与发达国家相比，我国零售业在自有品牌这一方面还远远没有被开态多种多样，组织呈连锁化。我国的零售业主要有有商店、超市、自营发。据相关资料表明，目前国内除华联、联华等少数的商家拥有一定数店、专卖店、大型购物中心等多种零售业态，这使得我国零售业具有市量的自有品牌商品外，多数的商家对自有品牌观念淡薄，没有认识到品场范围大、商店知名度高、成本降低、便利于采购销售，为我国的零售牌价值的重要。品牌作为一种产品和服务的标志，应该首先进入市场。业开展国际化提供优势。３．国外市场的拉动。国内外市场对于国民经（三）零售企业规模小济增长的贡献率是呈逐步提高的态势势，经济增长由原来的投资驱动逐与一些已经是国际化发展零售业相比，我国零售企业还是有一定的渐转向消费驱动，生产导向逐渐转向市场导向，发展零售业国际化对国差距，尤其是规模Ｅ要小很多，从而不能实现规模经济。目前，虽然我国民经济和产业结构调整的相关作用增强。的零售业数量众多，但是多为规模和实力弱小的企业，各自为战，并且财二、我国零售业国际化发展的原因力、物力、人力分散，难以形成规模和群众优势，导致了我国的零售企业在我国零售业走向国际化从总体上看，有两方面的原因，一是外部原无论是在技术创新、市场开拓，还是在资本运营等方面都处于相对劣势。因，二是内部原因。四、我国零售业国际化发展的对策外部原因可以归结几点：１．全球经济一体化。全球经济一体化使１．建立和完善零售业相关法律体系得各国间的贸往来日益频繁，加上现代交通的便利发达，跨国采购和运首先，要建立和完善一套规范符合市场经济体制，同时是国际规则送货物便利很多。这都为零售业在国际市场的发展提供了良好的机会。相衔接的商品流通业的法律法规体系。顺应应世贸组织要求，政府主管２．国内市场本身竞争激烈。国内市场的竞争也较为激烈，国内市场有部门应加紧时间制定相应的法律法规体系。其次，要提高我国零售业法限，而又有很多零售业的企业不断进入该市场。随着进入的企业越来越律法规的透明度。这样可以保证整个市场经济在一个法治且透明的法律多，竞争也越来越激烈，利润不断降低，在此情况下，开辟新的市场尤法规和政策措施的基础上运行。为重要，一味地在国内市场竞争，不如走出去，走向国际市场，从而回２．实施自有品牌战略避国内同业的过度竞争，实现与国外竞争对手互占市场的效果。３．海所谓的自有品牌战略是指：零售企业通过进行市场调查、收集、整外市场的吸引力。海外市场首先具有有不一样的市场管理体制，其次海理数据和分析消费者对某类商品的潜在需求信息及要求，以便在价格、外市场具有较强的潜在消费力，同时海外的经济环境相对于国内市场较造型、功能等方面开发出能够突出设计要求的新产品，并且自己选择生好，这些方面都表现出极好的吸引力。在经济全球化下，能够深入到这产加工基地或者选择合适的生产企业进行加工和生产，随后零售业使用样的市场环境中，开展业务，获取收入，众多企业都是愿意的。自己的商标对该产品进行注册以后，再进行销售的一种经营战略。内部原因可以归结几点：１．追求利润最大化。企业是以盈利的经３．扩大零售企业的规模济组织，追求利润最大化或者是公司价值最大化，亦或是股东权益最大我国的零售企业要想和国外大型零售企业竞争，必须通过兼并、重化，都是企业的本质体现。通过广泛的市场调查和国内外商业平均经营组、连锁的方式扩大企业的规模，推进零售企业的集团化和连锁化，构成本和利润的比较，如果企业发现有长期的受益可以获取，则会想法设造一批大型的零售企业集团，从而实现资源的优化配置和重新组合，以法运用各种形式在国外从事零售的经营活动，以提高企业的销售额和资及我国商品流通产业向集约型方式的转变。首先，发展连锁做大企业规金的利润率。２．扩大规模，降低成本。通过实施国际化的经营能够促模。其次，通过推进企业的兼并，从而实现我国零售业的国际化发展。目前我国国有商业企业的兼并宜提倡同类企业之间的兼并和具有某种产使我国零售商扩大规模，利用规模经济进而引起自身收益的逐渐增加。大型的零售商在零售业行内具有较强的优势，凭借他们雄厚的购买力，销联系的 “ 前向兼并” 、“ 后向兼并 ”组建新型产销关系条件下的流通会使得他们在于供应商的洽谈中处于优势地位，它们常常会以较低的价企业的强强联合，做到取长补短，建立一个更强更大的大型企业。格得到供应商的较好产品；同时大型零售企业本身抵御风险的能力较再次，通过大型企业收购中型企业，扩大规模，提升国际竞争力。强，可以依靠雄厚的财力，进行其他小公司无法完成的市场调研活动，（作者单位：河北经贸大学）大力度的广告宣传活动，以及产品开发。它能够以最小的投入获得最大参考文献的产出，形成较高的投入产出比。３．投资多元化，分散经营风险。每［１］张仲芳，国际零售业发展趋势及我国零售业发展的对策，商业研个企业的投资都是有风险的，规避风险的一个办法就是投资多元化，很究，２００９，（７）：ｌ３ —１９．多零售业在海外扩张的过程中实现多元化，从而降低风险，并且还能够［２］韦漫江，关于我国零售业国际化发展的对策分析，经济师，通过与当地的合作伙伴结成战略联盟，进一步分摊部分风险，从而实现２００９，（６）：３８ —４７．零售业的平稳经营。［３］项国鹏，中国零售业的国际化挑战和对策，现代管理科学，三、零售业国际化发展中的问题２００８，（６）：６６ —７２．

零售业供应链英文文献及译文毕业设计论文外文文献翻译

零售业供应链英文文献及译文20 Since the 1990s, China's rapid development of the retail impressive, but compared with developed countries, China's retail business is still an enormous gap exists. China's accession to the WTO, foreign retail giants have entered the Chinese market, China's retail industry to directly face the international market amid fierce competition. And the globalization of the economy, market conditions, Business and competition among enterprises has evolved into the supply chain and the an integrated management ideas and methods, supply chain management around the core business, through the flow of materials, funds, information flow, will be suppliers, manufacturers, distributors, retail customers until the final composition of the supply chain together into an overall management model. At present, China's large retail enterprises in the supply chain management awareness has remained only at the operational level, not to treat it as a corporate strategy to implement an important component of the it is only through the supply chain management of strategic thinking, with the types of goods used to build the supply chain to acquire strategic match, can we make our retail enterprise supply chain management to implement a qualitative leap.1.An efficient supply-chain and supply-chain reactionSupply chain there are two main functions : to the logistics function and flow function. Supply chain logistics functions refer to the minimum cost of the raw materials processed into components, semi-finished products, products and their supply chain from a node to another node; supply chain to flow function refers to the market demand to make rapid response, to ensure an appropriate product in the appropriate place and time to meet the needs of customers. Logistics functions to flow and function needs some costs, which together constitute the total supply chain costs, with the main logistics costs including transport, storage, packaging, handling, distribution processing, distribution costs, flow to the cost of including an oversupply of commodities price losses, and supply of stock losses and the resulting loss of potential income customers The general sense is the supply chain and logistics business flow between these two functions of the balance, responsiveness and efficiency cost trade-off between the level. Supply chain management is an integrated management ideas and methods, in the increasingly fierce market competition, the rapid development of information technology today, the supply chain tends to shorten the response time to meet the evolving needs of users. In this time based on the competition, supply chain operations with the needs of the market simultaneously, not only faster response speed, and a flexible response to the magic. Supply chain reaction capacity available supply chain following tasks ability to measure : Is able to demand significant changes to respond; whether it can satisfy customers in a shorter period of Availability; whether it will provide customers with more varieties of products; the possibility of providing innovative products; ability to provide a high level of customer service. Supply chain has more of the above capacity, the supply chain reaction capability will be. However reaction of the increase must also pay the cost of the price increase. For example, to meet the demand for the drastic change in, it needs higher inventory levels, leading to a declining level of efficiency. Therefore, each raising a strategic response capability will have to pay additional costs, thereby reducing efficiency levels, and vice versa.Supply chain efficiency is to achieve a supply chain logistics functions as a major objective, that is, at a minimum cost of raw materials into parts, and finished products, and eventually sent to the hands ofconsumers. Efficient supply-chain needs of the market, the characteristics of the product and related technologies are relatively stable, thus the supply chain nodes of the enterprise can focus on access to the benefits of economies of scale, improve equipment utilization, lower production, transportation, warehousing and other aspects of the associated costs, so as to minimize product costs. Supply chain reaction was achieved in the supply chain to flow function as a major objective, that the right to make changes in market demand, rapid response, such as supply chain for products, the market demand is very great uncertainty, or a shorter product life cycle, product or technology developed rapidly, products or seasonal fluctuations in demand strong. Supply Chain Reaction need to maintain a higher adaptability to the market and achieve flexible production, thereby reducing product obsolescence and the risks of failure. Supply chain strategy is in the supply chain-reaction capability and efficiency levels between the balance Once the retail enterprise supply chain strategy, stress reaction of the supply chain must be all the functions strategy designed to enhance its response capabilities, emphasizing efficiency and the level of the supply chain, it must allow all the functions of the strategies used to improve efficiency and make contribution.2. Retail enterprise sales of household items, refrigerated food, food processing temperature. Functional value of the life cycle length, needs stability can accurately forecast, so that supply and demand can achieve almost perfect balance, This makes it easy to adjust the market, the business flow costs can be omitted. Retail enterprises can concentrate almost all his energy to reduce logistics costs, with the upstream suppliers, in close cooperation accelerate inventory turnover, timely inventory and to adopt high-efficiency low-cost procurement and the right to choose suppliers on cost and quality, According to market forecasts to ensure balanced effectively meet the needs of its customers bring the whole of the supply chain to minimize inventory and maximize efficiency. Clearly, the functional efficiency of the process of commodity requirements, operators such goods retail enterprises should adopt efficient supply chain.Innovative products refers to the design or services, and so on innovative products, such as fashion, high-end appliances Fashion and luxury goods such. These commodities can bring higher profits, but because of its short life cycle and commodity diversification, demand is difficult to predict accurately, a large number of fake products and the emergence of innovative products will weaken the competitive edge, Enterprises had to undergo a series of more new innovations, so that the demand for more unpredictability. Innovative products with a high degree of market uncertainty, increased the risk of an imbalance in supply and demand, Therefore the main cost is not the cost of business flow logistics costs, Retail enterprises need to market changes fast and flexible response to customer demand. Choice of suppliers to not consider the low-cost, but access speed and flexibility; inventory and production capacity in key decision-making is not to minimize the cost, but the speed and flexibility of response. to minimize the market demand for the uncertainty caused by the loss. Clearly, innovative products to respond quickly to the request process, the operation of such goods retail enterprises should adopt reactive supply chain. If the retail business is a function of the value of goods they used reactive supply chain, Or maybe the operators are innovative products that have adopted efficient supply chain, supply chain strategy will be a fundamental error, it is necessary to redesign the supply chain. Retail enterprise supply chain management strategy implementation1. Recognition of the value of retail enterprises demand characteristics, we can commodity production cycle, demand predictability, and the market value of diversity into view with the standard of service and so on to identify the characteristics of the demand for commodities. In general, the functional value of the longer life cycle (more than two years), innovative products and the life cycle is short (3 months to 1 year);functional value less variety (10-20 kinds of deformation), innovative products more varieties (usually up to 10 million species of deformation); functional commodity demand forecast error is less (10%), innovative products forecast larger deviations (40%~100%); Functional value of the average stock lower rate (1% ~ 2%), innovative commodity stock average rate higher (10 to 40%); functional commodity market into a longer term (6 months to 1 year), innovative products into the market for a shorter period (1 day to 2 weeks); Functional commodities lower profit contribution rate (is 5% -20%), innovative products higher profit contribution rate (20% ~ 60%). Criterion use these can be effective in identifying characteristics of the demand for commodities.2. Implementation of retail merchandise categories manage retail commodity categories management refers to a retail commodity groups as a strategic business unit management, to concentrate on transmission and consumers realize the value, in order to obtain better operating performance. Specifically, the retail enterprises operating on all goods by category classification, identification and measurement of each functional category of commodities, income, growth and other indicators, and the types of goods divided into functional goods and innovative products. On this basis, consider combining various types of commodity inventory levels and display shelves, and other factors, the development of commodity varieties, the entire merchandise category management, enhance customer service levels and achieve overall commodity categories of overall revenue maximization.3. According to the types of goods respectively corresponding supply chain strategy for functional products should focus on lowering the cost of logistics. using efficient supply chain, the implementation of effective customer response (ECR) system. From the enhancement of the efficiency of the supply of goods start. and upstream suppliers and manufacturers between the use of modern information technology to establish mutual coordination modes of supply, Retailers use POS systems, the sales and distribution of synchronous operation and sharing of logistics facilities and storage resources, lower distribution costs, minimizing production and distribution processes may produce the waste. For innovative products should focus on lowering costs to flow, using reactive supply chain, the implementation of rapid response (QR) system. Raising the speed of response to customers, and supply chain parties to establish strategic partnership and cooperation mechanism EDI use of EDI technology nodes of the supply chain division of the enterprise collaboration and information sharing, reduce the volume of the design and production cycle, the implementation of JIT production, multiple varieties of small batch production and the high frequency of small batch delivery, and lower supply chain inventory levels, quickly meet customers personalized and customized demand, improve the entire supply chain response capability.20世纪90年代以来，我国零售业的迅速发展令人瞩目，然而与发达国家相比，我国零售业仍然存在着巨大差距。

零售行业国际化发展趋势分析报告

零售行业国际化发展趋势分析报告概述近年来，随着全球经济的快速发展和国际贸易的逐渐开放，零售行业也面临着日益激烈的竞争环境。

为了在全球市场中获得竞争优势，越来越多的零售企业开始着眼于国际化发展。

本报告将探讨零售行业国际化发展的趋势，分析其带来的机遇和挑战，并提出相应的应对策略。

一、全球化趋势随着全球经济一体化的加速，全球市场正在变得日益紧密相连。

零售行业也不例外，越来越多的跨国企业进入各个国家市场，并通过国际化战略来扩大其市场份额。

此外，随着互联网的普及和物流技术的进步，全球供应链变得更加便捷和高效，为零售企业提供了更多国际化发展的机会。

二、消费行为的变化消费者购物习惯的改变也推动了零售行业的国际化发展。

随着全球旅游业的繁荣和移民人口的增加，消费者对国际产品的需求也在不断增长。

此外，消费者越来越重视跨境购物的便利性和价格优势，零售企业通过跨境电商和海外仓储模式满足了这一需求。

三、品牌影响力提升国际化发展对于零售企业的品牌影响力提升起到了积极的作用。

通过进军国际市场，零售企业能够扩大其品牌知名度和影响力，提升其在全球范围内的竞争优势。

同时，国际化发展也为企业提供了更多的机会来合作与全球知名品牌，加强品牌合作，共同分享市场资源，实现共赢。

四、市场竞争的压力尽管国际化发展带来了许多机遇，但零售行业也面临着一系列挑战。

首先，国际市场竞争激烈，零售企业需要具备较强的竞争力才能在激烈的市场环境中生存。

其次，不同国家的法律法规和文化习俗存在差异，企业需要适应不同的市场环境和需求，提供符合当地消费者口味的产品和服务。

此外，国际化发展也需要投入大量资源用于市场调研、文化适应和品牌宣传等，增加了企业的运营成本和风险。

应对策略为了应对零售行业国际化发展的挑战，企业可以采取以下策略：1.深入市场调研：在进军国际市场之前，企业需要对目标市场进行深入的调研，了解当地消费者的需求和偏好，以及竞争对手的情况。

只有充分了解市场情况，企业才能制定出准确的销售策略和营销计划。

O2O商业模式及发展策略外文翻译文献

O2O商业模式及发展策略外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：O2O Business Patterns and Developing StrategiesCasillas J C.AbstractTo most of people, O2O (Offline to Online) it is not difficult to understand. More than a decade ago, that is, a Brick and Click formulation, actually that is the prototype of the O2O.With the further development of electricity, and in recent years, mobile Internet is beyond ordinary people imagine the pace of development, make O2O business model more rich, let more O2O mentioned. However, the majority of O2O discussion often too shallow layers. Therefore, it is necessary to understand the O2O business model, and think about effective O2O strategy.Key words: O2O business pattern; Electronic commerce; Development strategy1 IntroductionO2O mainly depending on the degree of active network goods to complete the construction of the actual goods store, carry, people can choose their own goods at home at any time and complete the related transactions, then can enjoy the activities of the entity stores offer directly. The basic existing way is to use a discount, sales information andservice standard of complete online business structure transformation. This is like is the center of the network as offline trading platform, the shop which can be realized using this channel, assures the consumer also dispense with the trouble that the entity shop and the goods directly to screening, this convenient service process started by most Internet users, and promote its has been towards larger scale expansion and development.2 The background and objectives of O2OIs the background of the O2O business model, in addition to pure Offline business or community, other business or community may have Offline (Offline) and Online (Online) two pieces, need to get through. Current situation is that many businesses online and offline business/community contact closely, even fragmented, online and offline business or community to enterprises' development is adverse, it also clearly against the idea of integrated marketing communications. In fact, online and offline play a different role respectively, through each other can make offline and online resources play to their respective characteristics, respectively, the two sides form partnerships, so more conducive to the comprehensive development of the enterprise, to produce more benefits. In the end of the O2O fundamental goal is to get through offline and online. From the concrete situation, O2O is divided into the development of new customers and retaining old customers two stage, two stages have different goals. For the new customer development stage, the main target of the O2O has two kinds: one kind is drainage to offline, another kind is the drainage to online. For retaining old customers stage, O2O's main goal is to let the offline and online through each other, and form can continue to a virtuous cycle of the closed loop, let the customer constantly shuttling between online and offline.O2O combination of four different business model for the application of the O2O, one thing must first clear train of thought, namely the O2O are contain both online and offline business or community enterprise, its have four kinds of offline online portfolio model.First, there is "online + offline consumption/community".This is a must to offline consumption O2O mode, online mainly online interactions, and conduct some discount or promotional activities. This model adapted to the consumption must personally to the scene of hotel, catering and other fields.The second categor y is "+ offline/online consumer community”. This is a kind of onlinesales only O2O mode, online and online communication or promotion effect, offline mainly face-to-face interaction or live show. Under this model adapted to the wireless stores only online store of pure online electricity field.The third kind is "consumption/community + offline/online communities”. This is a kind of online and offline sales O2O mode at the same time, the demand of online and offline interactions, online and offline can discount or promotional activities, respectively. This model adapted to the online store and offline store area.The fourth class for "online + offline community”. This is a no sales O2O mode, suitable for offline and offline communication interactive social platform.If the careful analysis of online consumer/community, its may be divided into multiple positions, such as official website/online store, mobile APP/mobile online store and the official account of all kinds of social networking sites, and the drainage problem between them. Whether the above what combination of O2O business model, are need to drainage of new customers and retain old customers. Just, drainage could be launched in online or offline. From a new customer online by drainage could lead to the offline or online, the drainage from offline launch will new customers to online (from offline drainage to offline does not belong to the scope of this article).When a new customer is led to the offline or online platform, there needs to be optimized registration and service process, and force them into your real customers, and start spending or integrated into the community. Then, the focus of the target is to let the person has become a customer willing to long-term consumption or use your community, and make them willing to online and offline in the closed loop back and forth.3 Analysis of the actual effect of O2O business modelIn electronic commerce management structure, the user account's actual position is more important, the specific influence of preferential treatment and services of different businesses have a more comprehensive and scientific information, at the same time able to quickly complete a commodity consulting and reservation process, and use the price lower than entity shop to complete the scene; Involved to provide a specific service businesses, for their own marketing products provide an opportunity for you to show more often, to absorb more number of customers, the actual transaction records can query at any time, and improvethe advice given by the user requirements, the number of the old customer maintenance and marketing meaning added a significant support effect. Through the effective function of online booking, at the same time can be done to the reasonable arrangement of business activities, as far as possible to reduce the cost of waste, to ensure that the actual economic benefits rise. For own O2O system platform, user everyday to achieve a certain understanding of the standard of living, etc, it can be more reasonable to provide preferential, consumer protection, such as information, to promote the strength of complement and validation are presented, can attract a large number of merchants to join, virtually development power for their own ads.4 The development strategy of the O2O business modelO2O drainage priority is initiated by the offline, drew customers to online official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites. If it is normal by online and offline drainage to main approach usually has three types: one is online advertising stimulus, which can provide or corresponding code, at the same time for the customer to enter or take pictures, obviously the latter is more popular at present, because the former input more trouble;2 it is offline word-of-mouth, drive potential customers own way Internet search to find the corresponding online store or community; Three is to provide can use coupons in the online offline. If it is a consumer business by online and offline drainage to also need move customer eventually led to the official online store or online store.Consumer drainage, in addition to the above strategy, can also have other two kinds of method: one is through in the subway station or bus station and other public space to establish a virtual supermarket, potential customers to purchase through or code into the corresponding page; The second is through direct or code provide payment type, complete consumption directly.Initiated by online drainage is usually divided into two categories: one is online drainage to online, online drainage to offline. If it is from online drainage to online, the latter may be the same official website/online store, mobile APP/mobile site, or the official account of all kinds of social networking sites, while the former may come from other online platform. The method and the above from offline drainage to online, just advertising, website,or codes and coupons can directly provide online, operation more convenient. If it is from online drainage to offline, mainly means usually has three types: one is posted online coupons can be used for offline; The second is to pay attention to consumption or online offline can give you a discount after an account given gifts; Three is to design sweepstakes, ask some of the links need to be done offline. Have to remind again that drainage is just the first step of O2O, the corresponding web site or community, must constantly optimize service process, to attract potential customers to register and real consumption. Obviously, simple, practical or affordable, plus the aforementioned advertising, word of mouth or coupons, is to attract potential customers to register and consumption power.O2O operation strategy of retaining old customers, retaining old customers O2O operation strategy in many things like above drainage strategy, but the main goal is to let customers to become your loyal customers for a long time, can long-term consumption or use community, best can have higher single for a long time consumption and consumption frequency, or can become active community customers for a long time, and on the premise of necessary and reasonable, voluntary to wander in offline and online platform. Here let customer voluntary, reasonably necessary to offline or online, you will need to understand the following business logic.To the above the first "online and offline consumption/community" O2O business portfolio model, for example, to think seriously about, why and how to let the customer from online to offline? Why and how to let the customer from offline to online? In the first kind of O2O mode, because of your service must be offline to consumption, and faithful old customer, finally must also from online to offline, otherwise unable to realize the real consumption, even cannot be called a loyal customers. So how to make old customer from online to offline? This question is really a problem how to make the old customer repeated consumption. Mainly classic a few action: it is a new product or service, the second is integral offers or promotions, three is timed to use coupons. But, these things can be online is widely spread, and often have a virus or word of mouth effect, to stimulate customers to offline repeated consumption. On the other hand, the model of why let customer back online? Interaction between main purpose may be to let the customer, provide after-sales or additional services to the customers, allow customers to share the good experience, and thus word-of-mouth effect. So how to let the customer to return to the online, some is the onlineservice value or more than the imagination, stimulate customer share online outside surprised; Others are organized by merchants draw or game, make customer help expand enterprise brand communication range.5 ConclusionsNetwork consumer market space is more and more broad, visible O2O service activity is how has the existence value, in attracting customers and merchants main premise, complete the internal economic strength, the comprehensive function is the most direct embodiment of the current network marketing link, and also the important basis of late e-commerce reform.译文：O2O商业模式及策略摘要对于许多人而言，O2O（Offline to Online）并不难理解。

零售业的国际化发展全球市场的机遇与挑战

零售业的国际化发展全球市场的机遇与挑战零售业的国际化发展：全球市场的机遇与挑战随着全球化的推进，零售行业也在不断迎来新的机遇与挑战。

国际化发展成为当今零售企业追求增长和拓展的重要途径。

本文将探讨零售业的国际化发展所带来的全球市场机遇与挑战。

一、机遇1. 市场扩大化随着国际化发展，零售企业能够进入全球市场，获得更多的消费者。

不同国家和地区的消费者有着不同的购买习惯和需求，在这样的市场环境下，企业可以通过提供符合当地需求的产品和服务来满足消费者的多样化需求。

2. 供应链优化国际化发展可以促使零售企业对其供应链进行优化和改进。

企业可以通过与全球供应商建立合作关系，获得更具竞争力的产品和更高效的供应链管理。

同时，国际化还能帮助企业在全球范围内寻找成本更低、质量更好的原材料和产品。

3. 跨文化经营国际化发展使零售企业面对不同的文化背景和消费者需求，需要跨文化经营能力。

这对企业来说是一个机遇，通过深入了解当地文化和消费行为，企业可以更好地服务当地消费者，并开发出符合当地文化特点的产品和营销策略。

二、挑战1. 市场竞争激烈国际化发展使零售企业直面全球市场的竞争压力。

企业需要应对当地市场已有的竞争对手，以及当地的经济、政策、法律等因素带来的挑战。

在这样的竞争环境下，企业需要提供有竞争力的产品和服务，并制定适应当地市场的营销策略。

2. 文化差异不同国家和地区有着不同的文化背景和消费习惯，这对零售企业来说是一个挑战。

企业需要适应和理解不同的文化差异，以提供符合当地消费者需求的产品和服务。

同时，企业还需要遵守当地法律法规和文化习俗，确保业务的合规性和可持续发展。

3. 运营管理复杂性国际化发展给零售企业的运营管理带来了更大的复杂性。

企业需要在不同国家和地区建立分支机构或合作伙伴关系，涉及到供应链管理、物流运输、财务管理等多个方面。

同时，不同国家和地区的法律制度、政策要求等也需要企业加以充分考虑和遵循。

综上所述，零售业的国际化发展既带来了机遇，也带来了挑战。

国际贸易专业类外文翻译

国际化经营 Richard. E. Caves 工商企业日趋国际化，但他们中大多数不是出于战略上的选择，而是经历了一个缓慢的“循序渐进”的进程。

有些公司开始被吸引到国际市场上来，是因为收到了找上门来的定单，在发觉新的机遇以后，通过一系列步骤走向国外成立生产广家。

有些公司主动进行国际经营是为了对付寡头卖主垄断的要挟。

还有些公司那么是碰上了特殊机缘，通过在国外经营来开发资源供给，取得外国技术或提高生产效率。

许多公司在成为全世界性企业的某一时期，都被生动地刻画成由一种专门关系网把不同国家各类各样的公司联系在一路的投资组合。

这些初期的经营方法，很难说是完整的全世界战略的一部份。

可是由于国际范围的竞争、国家操纵方法和公司日渐意识到增效利益而产生压力时，愈来愈多的公司在制定全世界战略，采纳全世界计划程序。

全世界战略是表示企业战略的一项打算，考虑到地理来源和地理机缘及限制，从其有限资源的地理散布中，最大限度地扩大选择的目标。

全世界战略，除包括公司如何进入新的市场、要拥有些什么和如何进行全世界运作外，还包括制定计划、选择机会和确信公司的经营地址和资源。

合理地制定全世界战略，需要认真评估全世界各类可选择的方案和每一个方案涉及的风险。

制订全世界战略，决策者绝不要对任何国家充满盲目性，必需先考虑到世界市场及世界资源的散布，再考虑单独某一国家的市场和资源。

全世界战略旨在于在多国的基础上取得最大的效益，而不是把国际经营活动看成不同国家的业务组合。

需要有一个全世界战略的大体缘故，是多数产品和生产要素市场超越了国家的界限，但最终决定经营的竞争，并非局限在个别的地址和国家市场。

因此，为了维持具有竞争性，或变成具有竞争性，大多数公司的战略范围必需包括国内外市场的要挟和机缘。

若是国内竞争者的视野拓宽，规模扩大，而这家公司仍旧小规模经营，就会发觉自己不能在研究或产品开发方面与他人不相上下。

即便国内竞争没有迅速扩展到其他市场，外国公司也会采取气势逼人的战略。

中国零售业的国际化探讨

中国零售业的国际化探讨【摘要】中国零售业的国际化是一个不可逆转的趋势。

本文从中国零售业的国际化趋势、动因、主要挑战、策略以及成功案例进行探讨。

随着全球化的深入发展，中国零售企业积极拓展海外市场，以实现规模化经营和品牌国际化。

在国际化进程中也面临着诸多挑战，如市场竞争激烈、文化差异、管理困难等。

通过制定合适的国际化策略，针对不同市场情况采取相应措施，才能取得成功。

本文还列举了一些中国零售企业在国际化过程中取得的成功案例，为未来发展提供借鉴。

在指出了中国零售业国际化的重要性，未来发展趋势以及给予相应的建议，为中国零售业的国际化发展提供方向。

【关键词】中国零售业、国际化、趋势、动因、挑战、策略、成功案例、重要性、未来发展趋势、建议。

1. 引言1.1 中国零售业的国际化探讨中国零售业的国际化正处于快速发展的阶段，随着全球化的趋势不断加强，中国零售企业纷纷走出国门，寻求更广阔的市场和更多的机遇。

国际化不仅是中国零售业的趋势，也是其必然的选择。

在全球一体化的背景下，中国零售企业需要不断提升自身的国际化水平，加强与国际市场的互动与合作，才能在激烈的国际竞争中立于不败之地。

中国零售业国际化的探讨不仅涉及市场扩张和品牌影响力的提升，还需要关注如何在国际市场中有效应对各种挑战和竞争。

中国零售企业在国际化过程中也需要根据自身的特点和实际情况制定相应的国际化发展策略，为实现跨国经营提供有力支持。

中国零售业的国际化探讨，不仅对中国零售企业具有重要意义，也对整个行业的发展产生深远影响。

只有不断深化国际化探讨，加强合作交流，才能实现中国零售业真正走向国际化，持续发展壮大。

2. 正文2.1 中国零售业的国际化趋势中国零售业在全球化背景下逐渐呈现出一些明显的国际化趋势。

随着中国经济的快速发展和消费升级，中国市场已成为全球零售业的重要增长引擎，越来越多的国际零售巨头纷纷进入中国市场，加大了市场竞争的激烈程度。

随着电子商务的兴起和跨境电商的快速发展，中国零售企业通过互联网等技术手段可以更便捷地触达全球市场，实现跨国销售和国际化经营。

中国零售业务的发展策略研究【外文翻译】

外文翻译外文The Study of China Retail Business Development StrategyMaterial Source: International Journal of Marketing Studies Author: jingsun 1. Foreign capital Retail business's trend of development and characteristic1.1 The management strategy: The foreign capital Retail business constructs the trade integration management system in the industry, implements the global trade strategy.These enterprises have the numerous subsidiary companies and stores in overseas, forms integrated and so on trade, sale,and information world management networks. In worldwide scale, the various subsidiary companies and branches under base companies unified command implements the unification supply, the unification allocation, the unification sale, the unification settles accounts. Facing the world market, they consider the whole world business strategy, thus causes the enterprise to obtain the greatest income.1.2 The investment seize: the expansion order, proceeds in an orderly way, invests from the dispersion to the formalization investment management.The centralism investment and the large-scale management is the foreign capital retail business’s investment strategy in order to seize the international market. Demonstrated according to the material that the transnational retail business such as Wal-Mart, Carrefour, and Metro and so on direct investment in Beijing, Shanghai, and Shenzhen and so on, the highest investment cost reaches as high as more than 300,000,000 US dollars, the investment scale is bigger than existing commercial facilities in China.1.3 The management position strategy: Every successful foreign capital Retail business in China, majority chooses the global most growing main force retail sales business strategy, grabbing the most growth prospect market domain.They has adopted direct spanning traditional food supermarket and the standard food supermarket pattern in the supermarket management position, direct set up large-scale synthesis supermarket and warehousing type supermarket.1.4 The technical strategy: The foreign capital retail business manages enterprise massively using the present information technology.Wal-Mart's information system is the most advanced commercial information technology system, it has main feature including more invests, the function entire, the speed to be quick, intellectualized and global networking. Wal-Mart invested the large amount fund in the information technology; there are more than 2000 engineers who were responsible for the software design special in the company. At present, between Wal-Mart China Corporation and the American Corporation's relation is transmits through the satellite, thus caused China's chain store to integrate in truly its worldwide scale chain-like network, the competitive advantage was obvious. Metro Corporation utilized the computer technology to consummate a set science executive program from the purchase to the sales; the computer control system has grasped the commodity purchase, sales, storage process, thus it might control the inventory in the most reasonable level. When commodity quantity is lower than the security reserves, the computer can produce the order form automatically, issues the ordering notice to the supplier, thus it has guaranteed the commodity continually supply and the low cost management. The computer reflect detailed the sales situation, not only has supplied sales quantity and each kind of information, and has also recorded each kind of customer purchase frequency and the shopping structure,thus may reflect accurately the customer demand tendency and the development trend, enable Metro Corporation to adjust promptly the goods structure and the management strategy.2. Foreign capital retail business's trend of development to China retail business's impact and challenge2.1 The foreign capital Retail business implements the formalization, the chain-like management, seizes China consumer market by the low price strategy, and forms the absolute cost advantage.The foreign capital Retail business is mostly big enterprise that has the varying degree monopolistic position, the management scale is bigger, and some large-scale transnational Retail business's global annually sales volume even surpasses many national’s gross industrial output value in the world. For example Wal-Mart Corporat ion‘s total sales were 193.2 billion U.S. dollars in 2000, the profit are 6.3 billion U.S. dollars. The economies of scale bring the scale benefit, not only causes the direct production cost of operation to reduce, moreover in aspects and so on allocation, retailing, has the absolute comparison cost advantage. Although theWal-Mart retail price is lower than other supermarkets, what adopts is the low price sale strategy, but the sales ratio of margin actually achieves 21%, after the tax, the net profit achieves 3.3%.it is more higher than Chinese Retail business greatly. But China's Retail business, for example Beijing's Wang-fu-Jing department store, the Wuhan department store and so on, compares with the overseas Retail business, also can only be the Small business.2.2 The foreign capital Retail business implements the modern goods allocation, establishes the manufacturer, the supplier and the retail merchant cooperation pattern, forces China Retail business to establish the new production and marketing relations.Because China Retail business forms the unique market superiority under the buyers' market condition, forces the supplier has arrogated to oneself the commodity all operational risk when sales goods. But under the market economy condition, the enterprise takes an economic entity, its operational risk cost includes the enterprise product cost inevitably, and transforms to the commodity price, directly causes the commodity price to stay at a high level for a long time, dull sale. Thus, on the one hand causes the consumer welfare surplus reduction, on the other hand causes the production and marketing contradictory prominent, causes the enterprise to manage difficultly. From looking the foreign capital Retail business may discover that the foreign merchant in the commodity purchase is generally take the market demand as the choice standard, through the investment, the share-holding, the holding, sells outright and so on monopoly, establishes the more fixed upstream supplier and the goods supply base, guarantees the source of goods quality fineness, the price inexpensive and the variety quantity sufficiency. In the allocation aspect, the corporation has to adopt the "one-stop" work style, implements the unification allocation. For example German Metro Corporation investment constructs huge and the stable vegetables Support base in the Shanghai suburb. US's Wal-Mart Corporation direct or indirect the merchandise exports total amount which purchased in China reaches as high as 10 billion U.S. Dollars annually in recent years , now the commodity headquarters of allocates and dispatches has been shifted to the Chinese Shenzhen. The modernized supply of commodities allocation chain pattern brings the international economy benefit which exceeds the quota.2.3 The foreign capital Retail business implements the localization strategy in the investment management process,forms competing commercial talented person's competition aspect with China retail businessAfter China joins WTO, the foreign capital Retail business does not hesitate the price to attract the Chinese commercial domain outstanding talent. However, looked from the Chinese retail trade's operating condition that human resources' quality level is also very low, but also exists that the talented person does not be taken seriously and the waste phenomenon, these have restricted China Retail business's innovation and the reform seriously.3. Facing the foreign capital Retail business's challenge, the countermeasure which China Retail business develops3.1 Establishes and improves Chinese domestic trade protection policy and the market access mechanismChina has already joined WTO, must fulfill the WTO basic maxim completely, but this was not equal to that said joined WTO, China's retail market was the perfect competitive market, did not need the government to implement essential intervention and control. In fact, in does not violate the WTO rule under the premise, some country which joined WTO early has to formulate laws and regulations and the policy that conformed to oneself national condition, avoids harming oneself country excessively economic interest,. For example U.S. government in order to control the imported goods quantity, protects the domestic manufacturer benefit, implements the customs import quota to the partial products. Therefore, under the WTO criterion, China should also formulate policies and regulations that conform to the international convention to protect the domestic Retail business.3.2 Implementation chain-like managements and improve China Retail business's market survivability, the competition strength and the develop power as soon as possible.According to the commercial law of development, the sole shop's sales growth has certain limit, if the enterprise wants to obtain market space in the marketability degree high commercial domain, must transform through organization, implementation expansion strategy, and realizes the benefit growth. Setting up the chain store is an effective way. In fact, in the overseas, many big Retail businesses dependence chain-like way forms the scale benefit gradually.American Wal-Mart Corporation increased the approximately 30 billion U.S. dollars sales volumes in 2000, comes from the annexation and the new start shop completely. Is opposite says in the Chinese market, 8 Wal-Mart retails supermarket sales volume to be possible to reach 3 billion U.S. dollars to 4 billion U.S. dollars annually. Other international retail merchants, for example Carrefour, Metro, the chain-like supermarket whichopens in China sells well mostly. Therefore, the chain-like management is most efficient paths one that breaks China Retail business tradition business model, promotes China Retail business's market survivability, the competition strength and develop power. The chain-like commercial essential characteristic requests its management and operation must realize standardization and scientific. In view of Chinese chain-like commercial management and operation present situation,the enterprise should strengthen standardized management from the following several aspects中国零售业务的发展策略研究资料来源:国际期刊的市场研究作者：孙晶1.外资零售企业的发展趋势和特点1.1经营战略:外资零售业务集成管理系统构建了贸易在行业中,实行全球贸易战略。

中国零售业的国际化探讨论文

中国零售业的国际化探讨论文中国零售业的国际化是一个具有广阔前景和巨大机遇的发展趋势。

随着中国经济的快速发展和国内市场的饱和，中国企业开始将目光转向海外市场，以寻求新的增长点和机遇。

本篇论文将探讨中国零售业国际化的背景、特点和挑战，并提出相应的策略和建议。

一、背景中国零售业的国际化始于上世纪90年代，随着中国经济的改革开放和加入世界贸易组织，中国企业开始积极寻求国际市场机会。

特别是在后续的二十年间，中国零售业国际化取得了长足的发展，许多中国零售企业通过海外并购、品牌扩张和跨境电商等方式进入全球市场。

二、特点1. 品牌国际化：中国零售企业通过收购国际知名品牌或自主开发国际品牌，在国际市场占有一席之地。

例如，中国服装零售企业UR中国成功收购了法国知名品牌Lanvin，进一步扩大了其在全球市场的影响力。

2. 跨境电商：中国零售企业通过跨境电商平台，将中国商品出口到全球市场，推动了中国电商品牌在国际市场的传播和发展。

例如，阿里巴巴的速卖通平台成为了很多中国小微企业海外销售的重要渠道。

3. 战略布局：中国零售企业通过在国际市场建立分支机构、供应链中心和物流网络等方式，逐步构建完整的全球运营体系。

例如，华润万家在香港、新加坡和澳大利亚等地设立了分支机构，并逐步发展成为当地的知名超市品牌。

三、挑战1. 国际竞争：中国零售企业进入国际市场面临来自全球范围内的竞争，需要提升品牌知名度和竞争力，才能在激烈竞争中占据一定的市场份额。

2. 本土化适应：中国零售企业需要了解和适应不同国家和地区的消费习惯、文化背景和法律法规等，才能在当地市场取得成功。

3. 供应链管理：中国零售企业国际化面临供应链管理的挑战，需要在全球范围内建立高效的采购和物流网络，以确保产品的供应和交付。

4. 品牌形象：中国零售企业在国际市场建立品牌形象需要时间和精力的积累，需要通过持续的品牌建设和推广来提升品牌价值和认可度。

四、策略与建议1. 加强研究与洞察力：中国零售企业应加强对目标国家和地区市场的研究，了解当地消费者需求和竞争环境，以制定相应的市场进入策略。

在华国际零售业的发展与启示中英文摘要大学本科生论文

在华国际零售业的发展及启示中文摘要中国如今是世界上最大的发展中国家，在蓬勃发展的经济中，商业零售业作为一国经济的重要组成部分，对国民经济和社会发展起到推动作用，它的发展变化关乎着国家总的经济发展形势。

2004年底，随着我国取消了外资在零售领域设立形式、数量、地域、股权比例等方面的限制，跨国企业纷纷进入中国抢占市场，世界零售企业500强，己有70%在中国抢滩登陆。

国际零售业的蓬勃发展，强大的获利能力，对中国本土零售业是一个强大的冲击同时也给予本土零售业跨国发展战略启示。

本文首先引入沃尔玛这一典型的国际零售业在华成功发展案例，再加以其他案例、官方数据分析，总结出跨国零售企业在华发展的特点。

国际零售业在我国发展速度快，地区分布渐广，有灵活的经营管理方式，近年来随着经济的发展出现的本土化趋势。

其次，由于外部新兴市场巨大消费需求的吸引、持续保持竞争优势的内在需要、顺应经济全球化趋势的需要使得外资零售业在中国投资发展。

通过对外资零售业特点和动因的分析，本文获取了我国零售业跨国发展战略的启示,并主要从规模经营策略、连锁经营-供应链各环节的整合、海外投资的前期准备、跨国发展区域选择方面提出发展的意见和建议。

关键词：国际零售业发展特点发展动因本土零售业Transnational Retail Industry Growth andEnlightenment in ChinaABSTRACTChina is the most people of developing country in the world. Its Commercial retail industry, which, as an important component of national economy in the booming economy, plays a crucial role in the national economy and social development. Simultaneously, the development and change of Commercial retail industry is always related to the progress of national economic situation. Till the end of 2004, for the Chinese government cancelled the restriction of establishment form, quantity, district, equity proportion of foreign investment in retailing field, at the same time multinational corporations grabbed the Chinese market and there are 70 percent of the top 500 companies of retail have been landed in China hitherto. The booming development of transnational retail, which, is extremely profitable, has given not only an impact but also a multinational development strategy enlightenment for Chinese local retailing. First of all, this paper summarized characteristics of the development of cross-border retail enterprises in China through an analysis of a successfully develop case, which, Wal-Mart is, a typical transnational retail enterprise, together with other cases of course. The transnational retail industry in China grow fast and spread widely with a flexible way in management, besides it shows an localization trend in recent years. Secondly, the impulse of overseas expansion, economies of scale, economic globalization and the attraction of China’s economic development and potential consumption, which, making the foreign investment on retail industry developing. This paper achieved a cross-border strategy enlightenment on Chinese retail industry through an analysis of the characteristics and motivation of the foreign investment on retail industry, then raise opinions and suggestions mainly from the aspects of business management,supply chains integration and pre-prepared of overseas investment, etc. On base of the implementation of international business strategy, China’s retail industry will be able to seek new development opportunities in worldwide, which, is beneficial to the achievement of allocation optimization, the improvement of the competitiveness, in addition will promote its abilities of access to international excess profits, as to achieve its healthy and rapid development.Key words: Transnational retail Development features Developing factors Local retail industry。

外文2

ABSTRACT:Small and medium sized enterprises (SMEs) are playing an increasingly important role in the Chinese socialist market economy.摘要：中小型规模企业（中小企业）正发挥着越来越重要的作用，在中国社会主义市场经济。

Despite their importance to the Chinese economy, little is known about Chinese SMEs activities in internationalization markets.尽管它对于中国经济十分重要的，但中国中小企业在国际化市场活动却很少被知道。

Why and how do they internationalize? Do they behave in similar ways with SMEs from developed western economies?怎么样才能使得他们国际化？他们的行为方式与西方发达国家中小企业是否存在同样的方式？Or are they unique type of firm with different approach to internationalization?又或者是有独特类型的公司对于国际化有不同的做法吗？This thesis aims to study why and how Chinese SMEs go international and assess whether they conform to extant theories of internationalization.本文目的是研究中国中小企业为什么以及如何去国际评估它们是否符合国际化的现存理论。

It begins with an overview of the extant research in the discipline and is followed by a theoretical review of firm internationalization.它首先概述了现有的学科研究，其次是企业国际化理论述评。

外文翻译--Home government polices for outward FDI from

本科毕业论文外文翻译外文题目：Home government polices for outward FDI from emerging economies:lessons from Asia出处：International Journal of Emerging Marketing Vol.5No.3/4,2010 pp.337-357作者：Rajah Rasiah, Peter Gammeltoft, Yang Jiang译文：(来自原文第338页第二段至第342页第三段)3．新兴经济的对外直接投资的驱动因素尽管邓恩(1958)就跨国公司投资和英国经济在美国投资得到的好处这方面的探究做了最早的实质性工作，但海默(1960年)是第一个尝试系统性地解释这些公司的出现。

海默对跨国公司通过垄断性地控制市场和选择特定位置(Rasiah,2004)而出现，做了一个深刻的解释。

Lall和Streeten(1977年)详细解释了重新定位原理和其收益，以及发展中国家经济体受跨国企业活动影响正面临的障碍。

接着，邓恩(1974，1981）又用他对所有权、定位和国际化的折衷体制详细地解释了对外直接投资的驱动系统。

贝尔曼(1972)的早期作品和邓恩(1973，1981)折衷体制是获取对外直接投资的动机的原始材料,后来这些材料被纳鲁拉、邓恩(2000)、Mudambi(2001)、Rasiah(2000a,b)和Gammeltoft(2006)逐渐完善。

在考虑到这些理论和为吸收新发展作的深一步整改上，本文从新兴经济体当地政府的角度来进行解释对外直接投资的驱动因素的变化和他们运营活动中的最大限度的合并效果。

如附表II所示，对外直接投资的驱动因素已演变了三波的进程路线，而且已经逐步发展成组织和技术方面更加复杂的形式。

在下文中，我们将讨论6个战略因素：市场、劳动力、自然资源、价值链控制、财务激励和科技。

3.1 市场的寻求市场是三种影响因素中的主导驱动因素。

中小企业的国际化【外文翻译】

外文翻译原文The Internationalization of Small and Medium-Sized FirmsMaterial Source: Small Business Economics Author: Dirk De Clercq ABSTRACT: This paper contributes to the existing researchby integrating the notions of organizational learning and entrepreneurial orientation into the body of international entrepreneurship. Our primary framework combines learning theory and the new venture theory of internationalization to study the extent to which small and medium-sized companies engage in international activities. We found that the firms' international learning effort and entrepreneurial orientation are positively associated with internationalization intent whereas domestic learning effort is negatively related with internationalization intent. Overall, our results suggest (1) that intensive knowledge renewal and exploitation regarding foreign markets and the internationalization process itself may increase internationalization by affecting the perceptions ofopportunities offered by further international expansion, and(2) that firms with an entrepreneurial mindset may be more likely to develop along-term, substantial presence in the international arena, compared to firms that are more reactive or conservative.1 .IntroductionPrevious researchers have examined why firms internationalize and at what pace they engage in cross-border activities (Berra et al., 1994; Caloff and Viviers, 1995; Crick et al., 2001; Johanson and Vahlne, 1977; Johanson and Vahlne, 1990). Also, prior research has examined the impact of learning--oriented factors in explaining a firm's commitment to international activities (Ogbuehi and Longfellow, 1994; Autio et al., 2000; Burpitt and Rondinelli, 2000). For instance, Burpitt and Rondinelli (2000) found that firms may be more likely to increase their exporting activities when they consider the amount of learning resulting from international activities as being highly valuable. In this study, we partly rely on the behavioral view of the firm to further examine learning-based antecedents of a firm's internationalization intent (Cyert and March, 1963).The behavioral view of internationalization focuses on the impact of international experience on the pace and direction of subsequent internationalization (Johanson and Vahlne, 1977). An important theme in the behavioral view is the role of organizational knowledge in the internationalization process. In this study we use organizational learning theory for examining a firm's propensity to invest in future cross-border activities (Cohen and Levinthal, 1990; Autio et al., 2000). Whereas prior research has often operationalized a firm's degree of internationalization as its level of export (for example, Campbell, 1996; Crick et al., 2001), we define "internationalization intent" as a firm's propensity to expand its cross-border activities in terms of the intensity (for example, level of export) and the scope (for example, number of countries to which the firm exports) of such activides. One contribution of our study lies in our creating a measure for organizational learning effort as an antecedent of internationalization intent. We define organizational learning effort as activities aimed at exploiting existing knowledge and exploring new knowledge with regard to domestic and foreign markets.Some researchers have criticized the behavioral view for over-emphasizing the impact of organizational experience on internationalization efforts (Aharoni, 1966). That is, it has been argued that Johanson and Vahlne's framework does not explain why some firms engage in cross-border activities early on or why they proceed rapidly once first internationalization has taken place. For instance, McDougall et al. (1994) argued that firms may internationalize early because a top management team with previous international experience may be willing and able to pursue new combinations of key resources across national borders early on in the firm's existence. In short, some researchers have recognized more explicitly the role of a firm's strategic choice and entrepreneurial character in the decision to enter the international arena (Child, 1972; McDougall and Oviatt, 2000). This recent stream of research, the new venture theory of internationalization, examines how competencies influence a firm's strategic choice to engage in cross-border activities (McDougall, 1989; McDougall and Oviatt, 2000).Our primary framework combines learning theory, with its roots in the behavioral theory of the firm, and the new venture theory of internationalization (Cyert and March, 1963; Cohen and Levinthal, 1990; McDougall and Oviatt, 2000). First, we look explicitly at how knowledge development and renewal with regard to foreign and domestic activities may have an impact on perceptions about the opportunities offered by further internationalization. Second, we examine theeffect of entrepreneurial orientation on a firm's internationalization intent. We draw our analysis on small Belgian firms that have engaged in cross-border activity. As with prior research on firm internationalization in small European countries (Johanson and Vahlne, 1977; Autio et al., 2000), Belgium provides an interesting setting in which to examine internationalization in that cross-border activity is often a necessity given the limited domestic market size, yet many firms still avoid starting or expanding international activities for a significant period of time (Eriksson et al. 1997; Autio et al., 2000).As mentioned earlier, the behavioral theory of internationalization assumes that international expansion can be described as a process in which the firm goes through incremental steps that reduce the uncertainty embedded in cross-border activity (Aharoni, 1966; Prasad, 1999). Basing their arguments on the experience of Swedish companies, Johanson and Vahlne (1977, 1990) explained both the pace and direction of subsequent international activities. For instance, they argued that a firm might change gradually the nature of its activities within a foreign country, that is, from only export to fully-owned overseas production investments, as well as across countries by expanding over time to countries that are more physically and culturally distant. Similarly, Calof and Viviers (1995) found that Canadian and South African firms preferred to gradually learn about the international arena by entering first markets that are perceived to be less risky-that is, being geographically and culturally close to the domestic market-before entering "more risky" distant markets. In short, the behavioral approach towards internationalization focuses on a firm's gradually increasing international involvement through a series of incremental steps. An important driver for increasing international commitment is the development of knowledge relevant to foreign markets. In this study we argue that prior research in organizational learning theory may provide a good framework for explaining in detail how activities aimed at knowledge development and renewal may foster cross-border activity.We posit that organizational learning effort pertains to activities aimed at both building on existing knowledge and developing new knowledge (Cohen and Levinthal, 1990). This description of learning effort is consistent with prior research that argued that organizational learning includes two modes, that is, exploitation and exploration (Levinthal and March, 1993). Exploration involves the search for new knowledge, skills and processes, whereas exploitation involves the incremental improvement of existing knowledge, skills and processes. Levinthaland March (1993) indicated that exploitation by itself may not be sufficient in the long run to maintain a competitive advantage, since the environment in which an organization operates changes over time. Therefore, we conceptualize organizational learning effort as the extent of effort to both exploit existing knowledge and to explore for new knowledge. Such effort may be aimed at learning inside home country borders (that is, domestic learning effort) or outside these borders (that is, international learning effort).The sample in our study was drawn from a database maintained by the Center of Entrepreneurship at the Vlerick Leuven Gent Management School in Belgium. The sample includes firms that are independent (that is, they are not subunits of a large organization) and owner-managed. We considered only firms with fewer than 500 employees to be included in the study, a figure consistent with Seringaus (1993) and Moini (1995) for the definition of small and medium-sized enterprises. In the Spring of 2000, we collected the data based on surveys mailed to the owners or top executives of 500 firms randomly selected from the database; we received 92 completed surveys, which repre-Bents a response rate of 18070 (the survey items appear in the Appendix). In order to test for possible non-response bias, early respondents were compared with late respondents, as it has been suggested that late respondents, especially after follow-up, may be relatively similar to non-respondents (Armstrong and Overton, 1977; Churchill, 1991). We found no statistically Big-nificant differences between early and late respondents for the variables under study. In addition to the survey data, we also undertook exploratory interviews with some of the respondents in order to facilitate the interpretation of the quantitative results (see discussion section). Finally, we also collected sales data for 1999 from a database maintained by the National Bank of Belgium.The positive relationship between international learning effort and internationalization intent indiGates that efforts aimed explicitly at knowledge renewal and exploitation with regard to specific foreign markets and the internationalization process in general increase the propensity to expand cross-border activities. As mentioned earlier, the rationale for this positive relationship may lie in the role of foreign knowledge in diminfishing the uncertainty embedded in international expansion, or in increasing the willingness to leverage this knowledge in additional cross-border activities. The quantitative support for this relationship was also confirmed by the exploratory interviews with some of the sampled firms. For instance, Sarens, a firm active in renting and selling movablecranes for the construction sector, had developed deep organizational knowledge with regard to safety regulations and planning of construction projects in countries that were geographically close to the domestic market. This knowledge motivated the firm, then, in further competing for large-scale projects worldwide; that is, even for unknown distant countries, the firm's top management believed that the specific knowledge of individual workers and the organizational know一how was strong enough to bring such projects to a successful end.The results of this study may clarify the factors leading to or inhibiting additional international activity among small firms in an economy with limited domestic opportunities for growth. Our results suggest that intensive knowledge renewal and exploitation regarding foreign markets and the internationalization process itself may increase internationalization by affecting the perceptions of opportunities offered by further international expansion. Also, firms that engage in radical innovation, undertake bold, aggressive actions, or are willing to assume risks, may be more likely to develop a long-term, substantial presence in the international arena, compared to firms that are more reactive or conservative. Finally, our results suggest that international and domestic learning activities are complementary: they tend to covary, and they tend to be related in the same ways with entrepreneurial orientation; however, our results also suggest that firms that invest in domestic learning activities, as opposed to international learning activities, may be less likely to internationalize further; this may ultimately hamper firm success in the long term.译文中小企业的国际化资料来源: Small Business Economics 作者：Dirk De Clercq 摘要：本文通过整合组织学习的概念和企业进入国际市场的创业导向，有助于对现有研究的贡献。

零售企业营销策略中英文对照外文翻译文献

零售企业营销策略中英文对照外文翻译文献随着全球化的不断深入，零售企业的营销策略已经成为企业成功的关键因素之一。

在国内外，许多学者和实践者都在探讨零售企业的营销策略，并取得了一定的研究成果。

本文将介绍零售企业营销策略的中英文对照，并对外文翻译文献进行探讨。

一、零售企业营销策略的概念及重要性零售企业营销策略是指通过制定和实施一系列营销策略，来满足消费者需求，实现企业目标的过程。

这些策略包括产品定位、价格策略、促销活动、渠道策略等。

在日益竞争激烈的市场环境中，零售企业的营销策略对于企业的生存和发展至关重要。

二、零售企业营销策略的中英文对照1、产品定位（Product Positioning）：产品定位是指企业在目标消费者心中为产品建立独特形象的过程。

在英文中，产品定位通常被称为Product Positioning。

2、价格策略（Pricing Strategy）：价格策略是指企业根据市场需求和竞争状况制定价格的过程。

在英文中，价格策略通常被称为Pricing Strategy。

3、促销活动（Promotion）：促销活动是指企业通过各种手段刺激消费者购买的过程。

在英文中，促销活动通常被称为Promotion。

4、渠道策略（Channel Strategy）：渠道策略是指企业选择合适的销售渠道，以实现产品的销售目标的过程。

在英文中，渠道策略通常被称为Channel Strategy。

三、外文翻译文献探讨在研究零售企业营销策略的过程中，许多学者和实践者都进行了深入的研究和探讨。

其中，最具代表性的外文翻译文献包括《零售管理》、《营销管理》等。

这些文献提供了对零售企业营销策略的全面分析和实践经验的总结，对于指导企业制定和实施有效的营销策略具有重要意义。

《零售管理》一书主要介绍了零售企业的组织结构、运营管理、营销策略等方面的内容。

其中，在营销策略方面，作者提出了产品定位、价格策略、促销活动、渠道策略等关键因素，并详细阐述了这些因素对于企业成功的重要性。

商品国际化英语作文

商品国际化英语作文"英文，"Globalization of goods has become an increasingly important topic in today's world. As a result, many companies are seeking to expand their reach and tap into new markets across the globe. This process involves a number of different strategies, including localization, translation, and cultural adaptation.One of the key aspects of internationalizing goods is localization. This involves customizing products and services to meet the specific needs and preferences of customers in different regions. For example, when Coca-Cola entered the Chinese market, they had to adjust the sweetness level of their drinks to cater to the local taste preferences. This kind of adaptation is crucial for success in international markets.Translation is another important aspect of globalizinggoods. This involves not only translating product labels and packaging, but also marketing materials, user manuals, and customer support documentation. For example, when Apple launched its products in Japan, they had to ensure that all the technical information and user interfaces were accurately translated into Japanese to ensure a smooth user experience.Cultural adaptation is also crucial when internationalizing goods. This involves understanding and respecting the cultural norms, values, and traditions of the target market. For example, when KFC expanded into India, they had to introduce vegetarian options to cater to the local dietary preferences. This kind of cultural sensitivity is essential for building trust and rapport with customers in new markets.In conclusion, internationalizing goods involves a range of strategies, including localization, translation, and cultural adaptation. Companies that are able to effectively navigate these challenges are well-positioned to succeed in the global marketplace."中文，"商品国际化已成为当今世界上越来越重要的话题。

零售业的国际化战略和海外扩张

零售业的国际化战略和海外扩张近年来，随着全球化进程的加速，零售业的国际化越来越成为业界关注的热点话题。

为了抓住市场机遇，并获得更多的业绩增长点，越来越多的零售企业开始制定和实施国际化战略，积极进行海外扩张。

一、零售业国际化的背景经济全球化的发展，使得不同国家之间的市场环境、消费观念和文化习惯越来越趋向一致。

全球范围内，消费者的需求越来越趋向多元化和个性化，传统的零售业面临越来越大的市场竞争压力。

同时，新兴市场的快速崛起，也给传统的零售业带来了丰富的商机。

在这样的背景下，零售企业的国际化已经成为了企业战略和未来发展的重要方向。

通过海外扩张，企业可以获取更大的市场份额和营收增长，同时也可以满足不同国家和地区消费者的需求差异，更好的深耕各自的市场。

二、零售业如何进行国际化扩张对于国际化扩张的零售企业来说，最重要的是选择适合自己的海外市场。

在选择市场时，需要考虑国家和地区文化、消费习惯、政策法规、市场竞争等因素。

此外，还需要考虑运营成本、税收政策和人才招聘等问题。

另外，企业还需要根据不同的市场特点，灵活调整自己的产品种类、售价和营销策略。

例如，在发达国家的市场中，消费者更加注重产品的品质和服务，因此企业需要强调产品质量和特色服务。

而在发展中国家，消费者则更加注重价格因素，企业需要根据当地市场需求，调整自己的售价和产品种类。

此外，在进行国际化扩张时，还需要建立良好的渠道体系，包括销售渠道和供应链。

企业可以通过收购当地企业、合作或直接进入当地市场等形式建立自己的渠道体系，以提高市场占有率和获得更好的经济效益。

三、零售业国际化的风险与挑战虽然国际化扩张可以为零售企业带来更多的机会和收益，但也需要企业投入大量的资金和资源。

同时，企业还需要面临各种各样的风险和挑战。

首先，企业需要改变自己的经营模式和运营策略，适应新环境。

此外，企业还需要面对不同国家和地区的法规和政策，必须遵守当地的法律法规。

其次，由于不同国家和地区的文化、历史和习俗不同，企业需要考虑到这些差异，并尽量适应当地的文化环境，以获得更好的市场反应。

中国零售业的国际化发展与投资前景

中国零售业的国际化发展与投资前景近年来，中国零售业呈现出快速发展的势头，逐渐成为全球零售业的重要一员。

随着中国经济的崛起和消费升级的趋势，中国零售业不仅在国内市场上蓬勃发展，也积极迈向国际市场，寻求更大的发展空间和投资机会。

一、中国零售业的国际化发展中国零售业的国际化发展可以追溯到改革开放初期。

当时，中国吸引了一大批国际知名零售企业入驻，引进了西方的管理经验和先进的营销理念。

从那时起，中国零售业开始了自己的国际化之路。

随着中国市场规模的不断扩大和开放程度的提高，越来越多的国际零售企业将目光投向了中国市场。

来自世界各地的品牌纷纷进驻中国，通过与当地合作伙伴合作、直接投资或者并购等多种途径，加速了中国零售业的国际化进程。

二、中国零售业国际化的原因1. 市场潜力巨大：中国拥有庞大的人口基数和日益增长的中等收入群体，巨大的市场需求为国际零售企业提供了广阔的发展空间。

2. 消费升级趋势：随着人们生活水平的提高和消费观念的转变，消费者的需求逐渐多样化和个性化。

国际零售企业在质量、品牌和体验方面具有一定优势，能够满足中国消费者的需求。

3. 优质供应链：中国的制造业发展迅猛，形成了完善的供应链体系。

国际零售企业可以通过与中国的制造商建立合作关系，获得更具竞争力的产品和供应链支持。

4. 政策支持：中国政府一直鼓励外资进入零售业领域，提供了一系列的政策支持和优惠措施，为国际零售企业提供了良好的投资环境。

三、中国零售业国际化的投资前景中国零售业的国际化发展给国际投资者带来了丰厚的回报。

中国市场规模巨大，消费能力增强，不仅为国际零售企业本身带来了利润，也为投资者带来了丰厚的回报。

1. 品牌溢价：国际知名品牌进入中国市场后，凭借其在国际上的声誉和知名度，往往能够获得更高的销售额和溢价能力。

2. 市场竞争优势：国际零售企业在产品质量、品牌知名度、供应链以及市场营销等方面具有先进的经验和技术优势，能够在激烈的市场竞争中脱颖而出。

新零售下的实体店发展研究外文文献翻译2021

新零售下的实体店发展研究外文文献翻译2021 外文文献翻译原文及译文文献出处:RoyP.Theresearchofstoresunderthenewretail[J].InternationalJournalofRetail&D istributionManagement,2021,3(5):434-445. 原文TheresearchofstoresunderthenewretailRoyParkAbstractIn early June, 2021, united business network in the industry forthefirsttimeputforwardtheconceptof\sions,meetings,openWeChatpublicwiththesamenumberandupdatetheAPP.The\developmentin2021.Allpartiesareonthe\lsomakestheofflinesto resallmanagersmoreprofoundlyunderstandthedevelopmenttrendoftheretailindustry.Forourretailstores,fromthetraditionalretailmodeltothe\mustrevolvearoundthe ofinnovation.Keywords:retailinnovation,newretail,e-business1 The overview of newretailFor the \some expressed doubt or don't understand. The new retail can reallyfollowingthreeaspectstorealizethechangepromote the development of industry, which may becontroversialproblem.Whosenewretailwillbehowtoreduceinventory,reduceinventory,offlinebusine ssentitiesandonlinecantrulyintegration,howtoreconstructtherelationshipbetweenp roducersandconsumersonissuessuchasleft.Thishascausedalotofreadinganddoubts.Yearsearlier,thebusinessmanunderstandingoflineisthatifyouwant moregoodsales,youmustputabettermarketingfromthetraditionalwaytoInternet.AndnowtheInternethasfarmorethan justasales,marketingchannels,butcanhelpmerchantsbuildbrand,forusersoflifecycle management,toacquirenewusers,maintenanceofoldcustomers,arousethesleeping,thewa yoftheconstructionofthechannelischanging.Andchannels,sales,andchangeofthewhole logisticssystem,especiallythetransformationofthesupplychainsystem,willeventual lygobigdatadriven product design, product manufacturing,isthe\retail products now, it is not department stores, shopping center or achainofconveniencestores,shoppingmalls,supermarkets,butanewgenerationofretail products,isthroughthechangeofretailproducts.Retailproductinnovation,avarietyofflowersinthefuturewillbebasedon the reconstruction of the commercial elements. 2 The innovation of retailtechnologyEnterprisematerialcultureiscreatedbyemployee’sproductsandimplementation of various substances constitute the surface layer oftheenterpriseculture.Retailerssellproductsandservicesaretheprimarycontentofthemat erialculture,followedbythemarketenvironment,corporatelogo,employeeidentity,and degreeoftechnology andequipment modernization and civilization, theyarethemaincontentofenterprisematerialculture.Retailtechnologyinnovationisfromtheaspectssuchaspr oduct,service,andmarketenvironmentimpactonthematerial culture. The popularizationandapplicationofnewtechnology,POS,EDIandotherbusinessinformationsystemdevelopmentandapplication,w ill improvetheretail sales enterprise business flow,logistics, cash flow and information flow of the degree of modernization,improve process control ability of retail enterprises.The behavior of enterprise culture, is refers to the enterprise staffinthe production and business operation, learning, entertainment activitiesofculture.Retailstoremanagement,stafftraining,education,propaganda,h umanrelationsactivity,recreationalsportsactivitiesofculturalphenomenon,isthemaincontentoftheenterprisebehaviorculture.Retailtechno logyinnovationrequirescompaniestobuildencouraginginnovationinternalenvironment,andasthestaffcodeofconduct,stimulatet hestaff'sintelligence,centripetalforceandcreativity.Retailenterpriseintroducti onofnewtechnology,innovationmodeofoperation,is bound to the employees a comprehensive range of skills training andguidance, this to a certain extent, can improve the comprehensive qualityofemployees,soastoimproveenterpriseservicelevel.Ontheotherhand,theuseofthenewt echnologyattachesgreat importance to therelationship between the employeesandthecompany,makeemployeeshavesenseofresponsibilityandengagement,cultivatinginnovativeconscious ness and competitive consciousness, the enterprise to formthemodeleffect,promotesthechangeenterprisebehaviorculture.Retailenterprises belong to the service industry, service is the eternal theme, thequality ofservice quality and employee has great relationship, it is to alargeextentinfluencetherelationshipbetweenthestaffandcustomers.So,theinnovation opportunities for staff employee satisfaction shouldbearetailchainenterprisebehaviorculture,onlytoemployeesatisfaction,tobe able to provide high quality, customer satisfaction services.The system of the enterprise culture is the mediation ofspiritandmatter,whichincludesretailsalesenterpriseleadingsystem,organizationan d daily management system, salary system, appraisal system,trainingsystem,businessincentivesystem,etc.Retailtechnologyinnovationrequiresc ompaniestotransformtraditionalbusinesswithgoodculturalmechanism,givefullplaytotheenterpriseculturetoformagoodmechanismtoprom oteandsafeguardfunction,theenhancemententerprise'scohesiveforceandfightingcapa city.Relyontheinnovationof the supply chain procurement mode, such as Wal-Mart to minimize thecost of supply, sticking to the lowest price, small profits forcustomers,treat customers at the same time, will satisfy the customer, respect forcustomers,servicecustomersinthefirstplace,wonthecustomertrustforWal-Mart, and bring huge returns. The spirit of the enterprise culture isthe enterprisecultureof highlyconcentrated,it is the core ofenterpriseculture,theretailenterprisesinthelong-termoperationandmanagementintheprocessofgraduallyformeditsownunique businessphilosophyandmanagementstylecultureideaputforwardneedtechnologyassuppo rt,retailtechnologyinnovationwillcausethechangeofthespiritofenterprisecultureaspect,itis retail enterprise spirit, concept,management philosophy. 3 New retail industry and the realstore3.1 StrategicthinkingFrom China merchantscentered \\thinking.Retailmarketinthe\normal\hasforcedentityshoptoreviewwiththesupplier,the relationshipbetweenthethinking to rethink the retail strategy. Once upon a time the\rs.Thestoresearnbigprofits,butallowmanysuppliershavetochangechannels,turnedto\els,thusfurtherlackofofflinestorebr and,leadtotheoperationstateofphysicalstores all the more worrying. In the new retail environment, the operator感谢您的阅读，祝您生活愉快。

新零售模式外文文献翻译最新译文

外文文献翻译原文及译文标题：The Research of the Growth of New Retail Formats 作者：Piyush Kumar Sinha, Sanjay Kumar Ka期刊：Research and Publications年份：2017原文The Research of the Growth of New Retail FormatsPiyush Kumar Sinha, Sanjay Kumar KarAbstractThe Indian retail sector is going through a transformation and this emerging market is witnessing a significant change in its growth and investment pattern. Both existing and new players are experimenting with new retail formats. Currently two popular formats -hypermarkets and supermarkets are growing very fast. Apart from the brick -mortar formats, brick -click and click-click formats are also increasingly visible on the Indian retail landscape. Consumer dynamics in India is changing and the retailers need to take note of this and formulate their strategies and tactics to deliver value to the consumer. This paper investigates modern retail developments and growth of modern formats in this country. We also discuss the challenges and opportunities available to the retailers to succeed in this country.Keywords: New Retail, Formats, Development Strategy IntroductionRetailing in India is receiving global recognition and attention and this emerging market is witnessing a significant change in its growth and investment pattern. It is not just the global players likeWal-Mart, Tesco and Metro group are eying to capture a pie of this market but also the domestic corporate behemoths like Reliance, KK Modi , Aditya Birla group, and Bharti group too are at some stage of retail development. Reliance, announced that it will invest $3.4 billion to become the country's largest modern retailer by establishing a chain of 1,575 stores by March 2007. The last couple of years have been rosy for real estate developers and the retailers are finding suitable retail space in prominent locations. The industry is buoyant about growth and the early starters are in expansion mood. There is increased sophistication in the shopping pattern of consumers, which has resulted in big retail chains coming up in most metros; mini metros and towns being the next target. Consumer taste and preferences are changing leading to radical alteration in lifesty les and spending patterns which in turn is giving rise to new business opportunities. Companies need to be dynamic and proactive while responding to the ever- changing trends in consumer lifesty le and behavior.Retailing in India is currently estimated to be a USD 200 billion industry, of which organised retailing makes up 3 percent or USD 6.4 billion. By 2010, organised retail is projected to reach USD 23 billion1 and in terms of market share it is expected to rise by 20 to 25 per cent2. The report also predicts a stronger retailer growth thanthat of GDP in the coming five years.The generic growth is likely to be driven by changing lifestyles and by strong surge in income, which in turn will be supported by favorable demographic patterns. Rapid growth in international quality retail space brings joy to shoppers and shopping malls are becoming increasingly common in large cities, and announced development plans project at least 150 new shopping malls by 2008. The number of department stores is growing at a much faster pace than overall retail, at 24 per cent annually. Supermarkets have been taking an increasing share of general food and grocery trade over the last two decades.Development of mega malls in India is adding new dimensions to the booming retail sector. Shopping experience in the nation of shopkeepers is changing and changing very fast. There is significant development in retail landscape not only in the metros but also in the smaller cities. Even ITC went one step ahead to revolutionize rural retail by developing ‘Choupal Sagar’a rural mall. On one hand there are groups of visionary corporate working constantly to improve upon urban shopping experience and on the other hand some companies are try ing to infuse innovative retail experience into the rural set up.The Larger PictureIndian economy has shown an impressive growth of over 6 per cent for last five years and continues to surge ahead. GDP growth rate in 2003-04 recorded a fifteen year high of 8.5% and subsequently maintained a steady growth for the next two years. Real GDP growth accelerated from 7.5 per cent during 2004-05 to 8.4per cent during 2005-06 on the back of buoyant manufacturing and services activity supported by a recovery in the agricultural sector.3 The central bank forecasts similar growth of 7.5-8 percent during 2006-07. With strong economic growth consumerism is increasing in the country and India is the fourth largest economy as far as purchasing power parity is concerned, just behind USA, Japan and China.Consumer TrendIndia is currently having the largest young population in the world and 54 per cent of India’s population is below 25 years of age and 80 per cent are below 45 years. As per India’s Marketing Whitebook (2006) by Businessworld, India has around 192 million households. Of these only a little over six million are ‘affluent’–that is, with household income in excess of INR215, 000. Another 75 million households are in the category of ‘w ell off’immediately below the affluent, earning between INR45,000 and INR215,000.This is a sizable proportion which offers excellent opportunity for organized retailers to serve.AC Nielsen’s Retail and Shopper Trends 2004 Report made the following observations on shopper’s behaviour in India:(1)Indian shoppers spend an average of INR2500 on food, groceries and personal care items every month and (2) convenience stores are booming in most markets, as the number of such stores exceeds 80,000.According to the report, 48 per cent of shoppers in India admit that they ‘love to try new things’,making them the most novelty seeking shoppers around the region and total average monthly expenditure is only $50, of this, $21 is spent on fresh food, comprising 42 per cent of the entire monthly spend. Indians also appear to spend more on groceries and personal care items.Business communities believe that sizable disposable income in India is concentrated in the urban areas and well off and affluent classes; income distribution is unequal compared to other Asian economies. In fact, the 20 million middle class home in rural India equal the number in urban India4 and thus have the same purchasing power. Therefore, there is significant and considerable opportunity for organized retailers in the rural areas. There is no denying that the rural market holds immense promise for the organized retail butcompanies ponder over how to serve that market profitably.Unlike the urban market, it is less developed in terms of infrastructure and facilities. More than any thing else, the larger issue is to find out a suitable business model and retail format to fit local taste and preference. Of course cost of doing business in rural market would be lesser compared to urban market but reaching out to the mass is a concern. It is not impossible but a bit more difficult. For example the most successful and the largest incorporation Wal-Mart started in the rural market where as competition started in the urban market. This retailer has proved that it is important to understand how do you operate your business model rather than where you do it.Given the increasing urban exposure of rural India, the urban and the rural upper-income groups can form an interesting continuum market, giving it a scale of 23 million households, or 115 million consumers. In 2006-07, the consuming class would be about 60 million households, or 300 million consumers.NCAER data shows that for 1998-99, for a basket of 22 FMCG products it tracks, a total of over Rs 91,500 crore was spent. Of this, 37% was spent by the two lowest-income groups in rural India, and only about 20% by the top two income groups in urban areas. This is, perhaps, the best and only statement of the structure and potential ofthe Indian market. Hence, marketers have to worry about purchasing power of consumer not where he is living. For example there are nearly 42,000 rural haats, average number of sales outlets per haat is 300 and average sales per outlet is INR 900 and average foot fall in a haat is about 4,500. In rural India there are 50 million Kisan Credit Card (KCC) holders and in 2002-03, LIC sold 50 percent of its policies in rural India.6 These are some of the indicators how rural India is performing.Drivers of RetailOn one hand favorable demographic and psychographic changes in the Indian consumer class, rising income, international exposure, availability of quality retail space, wider brand choice and better marketing communication are some of the factors driving Indian retail. On the other side a lot depends on the preparedness of Indian retailers in terms of having suitable formats, scalable business model, appropriate technology and relevant organization capability for the success.Currently the country has a population of over one billion, 60% of which is under 30 years of age. This means majority of the population is young and working class with higher purchasing power. The low median age of population means a higher current consumption rate which augurs well for the retail sector. Consumerspending in India has grown at over 12 percent since mid-1990s and 64 per cent of Indian GDP is accounted for by private consumption.7 Over the last decade, the average Indian spending has gone up from INR 5,745 in 1992-93 to INR 16,457 in 2003-04 and is expected to grow around its trend rate of 12 per centDrivers of RetailOn one hand favorable demographic and psychographic changes in the Indian consumer class, rising income, international exposure, availability of quality retail space, wider brand choice and better marketing communication are some of the factors driving Indian retail. On the other side a lot depends on the preparedness of Indian retailers in terms of having suitable formats, scalable business model, appropriate technology and relevant organization capability for the success.Development of Retail FormatsIt is difficult to fit a successful international format directly and expect a similar performance in India. The lessons from multinationals expanding to new geographies too point to this. For example, Wal-Mart is highly successful in USA but the story is different in Asian countries like China. Therefore, it is important for retailer to look at local conditions and insights into the local buying behaviour before shaping the format choice. Considering thediversity in terms of taste and preferences existing in India the retailers may go for experimentation to identify the winning format suited to different geographies and segments. For example, the taste in south is different from that in north and this brings challenges to the retailers. Therefore, most of grocery retailers are region- centric at this point in time. Now a number of retailers are in a mode of experimentation and try ing several formats which are essentially representation of retailing concepts to fit into the consumer mind space. Apart from geography even rural and urban divide poses different kind of challenge to the retailer. Pantaloon Retail India is experimenting with several retail formats to cater to a wide segment of consumers in the market. Some of the new formats are Fashion Station (popular fashion), Blue Sky (fashion accessories), aLL (fashion apparel for plus-size individuals), Collection i (home furnishings), Depot (books & music) and E-Zone (Consumer electronics). The retailer is try ing to segment the market with the help of format. The retailer developed another new format in the form of Wholesale Club to sell a segment of consumer who purchase on bulk and look out for discounts and offers. The new format is going to be kind of wholesale club which is likely to be located close to Food Bazaar. Consumers who are interested to purchase on bulk can take benefit from this format. Similarly the Land mark groupalso operates multiple formats such as hypermarket (Max), departmental store (Lifestyle), Shoemart and Funcity 12 etc.. Such experimentation and identification of an appropriate format for the local conditions would separate winners from losers in India, possibly implying multiple formats could be the reality in the long run.译文新零售模式发展研究Piy ush K um a r S inha ， S a nja y K um a r K a r摘要印度零售业正在经历转型，可以看到这个新兴市场的增长和投资格局的重大变化。

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本科毕业论文外文翻译
外文题目：Internationalization of retailing:developing new perspectives 出处：European Journal of Marketing
作者：Maureen B. Whitehead
译文：
零售国际化:发展新观点
本文的目的是为了突出在国际零售活动中发展新的研究方向的需要。

现有的大部分文献都集中在主要的几个对象的地理扩展以及他们选择的市场进入战略，即零售商如何以及为何要进入国际市场[1-6]，或者集中在外商直接投资的跨国行为上[7,8,9]。

这些研究只提供了国际化的一部分解释，注意力集中在从战略手段方面国际性扩张战略的实施结果上，而没有解释过程的组织规模大小，如在国外经营的公司决策制定的过程性质；国际运营商的组织设计；能维持国际化扩张的组织结构变化。

在描述战略转移方面，我们理解了零售商如何选择国际化的扩展，这个转移是市场进入战略被接受的一种方法和潜在的基本原理，如合资，自然增长，特许经营或收购。

但是，仍然有需要知道原因：那是自然的决策过程以及组织行为和进入战略之间的关系。

通过在这些关键领域的进一步研究，我们将增增加明显存在的不同研究集合和接近发展概念模型和结构，这将增强我们理解零售国际化和支持线性的方法，这刚好与现有的许多学科的方法相反。

国际研究方向：部门途径对功能途径
在做国际水平的零售研究之前，有必要定义零售活动自身的参数。

这里有一个重要的问题，即零售活动是否应该被视为一种从制造商到消费者传递的供应链效应（一种广泛的方法），或者是否应采取行业分类方式，如餐饮界，服装业（一种狭隘的方法）。

这是研究人员的的意义所在，作为一个常见的我们所说的零售，在真个欧洲的任何一个产业水平或学术研究领域是不存在的。

部门途径
部门的方法不是没有问题的，如把一个部门从另一个分出去的界限在哪？是相同的区别造成了资料汇编的跨国家性？部门界限的清楚划分并不能在已出版的欧洲统计资料中找到，因为分类的贸易。

欧盟产业[10]中的欧盟出版界概论强调已有的数据和争论小心的用作：“他们没有提供可靠的依据作为国内的对照，因为附属机构之间的区别很难界定”——这是真实的零售和零售形式活动，如现付和邮购。

因此重大的问题存在于比较和对比跨国部门之间的不同。

部门合作提供了一个狭隘的框架，可以发展我们对国际零售活动的理解，这是基于产品范围和差别或相似的可能跨部门存在的，也有可能是产品特定的而不是强调了零售经营的异同点。

再者，许多欧洲的一流零售组织不止在一个部门内操作，例如Marks & Spencer 和Au Printemps，都超过一个分类。

功能途径
部门合作的另一种选择是渠道或功能途径，提供了研究者“比部门视角一个更广阔的视野，包括了生产者和最终消费者之间的水平和关系[11]。

在采用机能主义的视角时，更多与组织行为相关的研究成为潜在的研究领域：特别是，来自不同渠道成员之间的权利关系、力量和国际供应链的冲突。

在一定程度上对供应商和零售商之间的权利关系理解对国际扩张至今仍停留在不发达地区作为一种催化剂。

这种由少数垄断的：英国食品零售商的权利结构已经导致了他们不远离离开国内市场，进行国际化扩张。

与法国食品零售组织形成鲜明对比，后者在国内渠道的权利较弱，并取得了从欧洲到中东的有意扩张。

初使的定向转变是注意力从部门研究到渠道研究的一个自然而然的转变。

(没有必要暗示这两个方法是相互排斥的)。

国际化进程
大部分现有的文献都是关于国际化零售行为，在战略方面集中在扩展手段，以纵向的追踪研究为基础。

Hollander[12]的早期作品强调了政治和经济环境对国际化经营的发展的影响，突出了减少国内机遇作为零售经营扩展行为一个因素的重要性。

Treadgold[1] 和Treadgold 及Davies[2]试图确定导致国际化扩张的因素，概述了零售经营机制中的“推”和“拉”因素。

这些变量和国际化扩张之间的因果关系
停留在进一步发展的领域。

Alexander[4]也从国内市场情况方面对地理方面的扩张进行研究，例如，国内市场的饱和度和追求填充国外市场。

Clarke-Hill和Robinson[5]在欧洲零售群增长模式基础上开发了一个方向增长的模型，证明了主要的欧洲零售组织都选择邻近伙伴作为扩张进入的国家。

其他的学者，特别是Salmon 、Tordjman[6] 和Ford[13]概述了零售扩张的未来方向。

Ford强调了零售商的经济角色的变化和基于提高的增长力量，在社会流动性和消费者的消费能力方面。

外商直接投资活动也成为一个研究开发的方面，Kacker[8]在他研究在美国市场的对内投资和Pelligrini[9]研究的欧洲外商直接投资模式。

许多这样的研究集中在宏观的市场因素上，如市场饱和度，未饱和海外市场的吸引力，都是国际化进程中的重要元素。

宏观市场因素是重要的，在组织化水平的微观因素也是。

组织设计指的是战略实施[14]和公司可能缺乏组织结构所需来支持他们的战略目标。

零售业态的转移界限可能需要很重要的组织性变化来适当地发展管理结构，以达到持续的国际性增长，如远离中心的经营单位在个别市场权利下放，离开集中国家控制更加灵活,在国际间的反应结构。

国际零售行为的增长程度被失败的发展适当的组织结构所约束，停留在了几乎没有研究存在，除了与策略和结构有关的管理文献的本质(15、16日17]。

虽然大部分现有的研究国际性零售行为是战略范畴的，很少强调“结构-战略”关系，有些则更多地依附于经营水平的研究。

Burt[18]突出了管理控制这个问题，强有力的管理手段是许多零售组织的特色，为了将潜在的经济规模最大化。

Williams[19]发展一个框架理论，用于分析企业在海外市场的细微差别优势，识别经营因素以保持国际化扩张。

成功的关键因素是力量和管理入侵，产品/商品生产线和零售商知识/技能。

Kacker[20]也强调了通过零售知识和管理技巧的转换来学习的重要性。

在国际水平上进一步实证研究组织性和可操作性问题，为了取得一个在内容上更为均衡的文献，基于管理问题和地理扩展以及市场进入战略。

目前存在这种少数研究。

Treadgold[1]按照他们的集中程度调查了劳拉艾希利&迪克森公司的结构。

Martenson[21]把注意力集中在宜家的国际化发展中全球扩张的组织规模上。

研究必须集中在零售分销的结构，经营和管理上。

零售国际化/拓展概念性的基础知识
进一步的研究方向包括拓展我们对国际化进程本身的理解。

依照现有的国际化营销的文献，有用的假设是可以提出的。

尽管这些文献不是专门研究零售的，但许多被提出的问题都与零售活动的国际化有关。

这个过程是特别又随意还是有计划又连续的呢？Johanson and Vahlne[22]认为国际化是一个渐进的过程，它的速度由管理者对国外市场的经验决定，并连接组织因素的过程。

其他的学者[23-26]则支持这个假设，突出了进程中的连续步骤。

第一步是完成一个扩张，从国内市场到那些与认知匹配和在语言或金融系统的公司资源特征。

进一步扩张并不会发生，除非组织能克服那些市场里的壁垒；“心理距离”在那里是最小的—心理距离在国外市场经营的不确定。

这个实验性的学习是一个未来扩张的基石。

其他的学者支持另一个观点，即国际化从心理上邻近的国家开始，尤其是Denis 和Depelteau[27]，Cavusgil[25]进一步证明了这个假说在美国实行的研究。

在此基础上，英国零售商有希望扩张到北欧和南爱尔兰；澳大利亚零售商可以扩张到新西兰；日本则有希望进入台湾和新加坡。

英国零售商扩张的历史证据表明上架经常把他们的注意力转向北美，而不是欧洲市场。

例如，马克思斯班塞，森宝利，迪克森，史密斯&罗特那—这些市场被认为有更大的增长潜力并分享共同语言。

这个历史证据可能支持国际化进程是一个产业特定的，与广义的进程相反，或者因为英国零售商国际化的第一步是特别且有机会的。

这个早期的发展是计划并有顺序的增长的。

Millington和Bayliss[28]从他们的研究中发现，一旦公司的经验知识增长了，特殊的增长就会被证实的计划和系统的调查所替代。

Cavusgil[25]表明，国际化扩张有两种截然不同的模式：一种是正式的结构计划模式，需要寻找新的市场时经过深思熟虑和计划的；另一种是脱节自动适应模式，在这里管理者可以以“渐进的循序方式”来工作。

零售活动领域的进一步研究决定了这个国际化进程的本质是必须的。

可分配部门的证据支持Johanson 和Vahlne[22]的研究吗？零售活动国际化决策进程的本质是怎样的，杂乱无序的还是有计划的？这个阶段模型对进一步实证研究来说是一个有用的开始，除了某些必然的薄弱环节，如这个进程被认为是连续的，且不考虑紧缩问题。

结论
国际化远不止是一个战略前进的外放的过程，也可以被定义为一个改变的渐
进或根本过程，由该组织通过聚焦于外部的运作和内部的性质,其管理决策、价值体系和认知框架，来变成一个更加国际响应结构。

我们需要更多的集中研究，通过深入公司案件学习，来增加现有的知识内容。

进一步研究国际化本身的关键问题是：过程中的步骤能否被认同？此外，我们需要获取更多来了解组织结构和设计适合步骤来维持这个进程。

今后在这些领域存在扩大知识面的研究，从而在这个国际化零售活动领范围内，写出一本内容更为均衡的文献。