點點... asked in 社會與文化語言 · 1 decade ago

(英文翻譯)麻煩幫忙翻譯 很急馬上要 不要用翻譯軟體直接照翻

The process for integrating acquired stores into Wal-Mart operations involves changing names, renovating facilities, bringing in American store managers, and altering product mixes.

Wal-Mart is still learning how to deal effectively with international differences in culture and business practices, however. An initial problem was the relatively small size of the acquired stores, most of which had only one-third the floor space of a typical U.S. Wal-Mart’s “one-stop” strategy depends, in part, on size—having everything under one roof—but European customers don’t like the impersonal feel of very large stores. In additions, because they typically shop more frequently than Americans and buy less at each visit, they see no reason to be pushing large carts around. Thus, the dilemma for Wal-Mart management: Although smaller carts would allow it to cram more products into limited store space, small carts don’t encourage large purchases. Finally, Europeans don’t care for greeters or other superfluous employees. ”Germans are skeptical,” explains an analyst at Deutsche Bank. “They don’t want to be paying the salary of that guy at the door.”

Regulation creates yet another set of hurdles. In England and Germany, 24-hour stores are banned. A German court upheld employees’ rights to wear earnings and sport facial hair, and when the company tried to forbid English employees from drinking beer during lunch breaks, English labor unions threatened to go to court. European laws are also quite strict about the sale of “loss leaders”—popular products that are sold below cist in order to bring customers into the store. Negotiations with suppliers are also heavily regulated. In Mexico, for example, Wal-Mart ran afoul of local authorities when it demanded deep discounts from many suppliers, a common practice in the United States.

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  • 1 decade ago
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    為因應整合已併購的商店進入Wal-Mart運作流程,它牽涉了改名,設備修繕,導入美國店的經營者及產品組合的改變.

    Wal-Mart 仍持續學習如何去有效率地處理國際化在文化及商業實務的差異.一開始的問題是併購店的規模相對的小,大部份僅有典型美國店的三分之一的樓板空間.Wal-Mart一次購足的策略某種程度上仰賴的是於規模大小;---即任何東西都在這裏---但歐洲的顧客並不喜歡這種超大的店,沒有人情味的感覺.此外, 因為歐洲消費者通常購物的頻率多於美國,但每次買的少,他們找不到什麼理由去推大購物車四處跑.因此,Wal-Mart管理上的困局為:雖然較小的購物車可讓空間有限的店塞滿更多的產品,但是小的購物車無法鼓勵大量的購買.最後,歐洲人並不管店員或其他多餘的員工.一個在德意志銀行的分析員說德國人是多疑的,他們不要支付那個在門邊那個人的薪水.(這句話,我也不太清楚他的文化背景,文章指的那個人應是店員或員工等等)

    規定創造更多其它的障礙,在英格蘭和德國是不允許24小時的商店.一個德國的法院支持員工穿戴他們所有(物品)及騷弄頭髮等權利...還有當公司試圖禁止英國員工在午修時飲啤酒,英國勞工工會揚言法院見.歐洲的法律對於loss leader(我翻為犠牲打)銷售手法有者相當嚴格限制---指大眾化的產品販售低於成本,為的是帶來更多顧客上門.和供應商談判也是限制重重,例如在墨西哥,Wal-Mart 衝撞地方當局當它需要從眾多供應商得到大的折扣,在美國這是司空見慣的(指折扣這件事).

    這可能是文章的某一小段,而用字上像是loss leader,用中文可能不太能直翻,依維基百科百loss leader 的定義是:它是行銷策略4p其中的1p(即價格策略),用低於成本價的定價來滲透市場.供參考

    Source(s): 自己
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