1、外文文献及其译稿题 目 国美经营模式的分析 姓 名 陈锦真 学 号 2006938035 专业班级 工商管理（双）0696 班 所在学院 集美大学诚毅学院 指导教师（职称） 黄彩云 二壹年五月十日外文文献Winning the battle for the Chinese Consumer Electronics MarketBy Ingo Beyer von Morgenstern and Chris ShuSeptember 1, 2006Competing in mainland Chinas consumer electronics market has never been easy
2、: rampant price wars caused by overcapacity have squeezed profit margins to some of the lowest levels in the world. And, as if things werent bad enough for manufacturers, a new wave of consolidation among electronics retailers is turning up the heat.We recently saw the acquisition of China Paradise
3、Electronics Retail by Gome Electrical Appliances Holding, Chinas leading electronics speciality chain. That came fresh on the heels of an alliance struckthen put on holdbetween China Paradise and Dazhong Electrical Appliance. In April, US-based Best Buy acquired Jiangsu Five Star. All this has happe
4、ned within the space of a few months.Retail chains dominate the consumer electronics landscape: a handful of these players control as much as 40 per cent of sales in first-tier cities like Shanghai and Beijing.They dominate even more in some product categories: the new giant forged from the imminent
5、 merger of Gome and China Paradise will control 60 to 70 per cent of TV sales in Shanghai.Unless consumer electronics players-whether Chinese or foreignrethink their strategy, they risk losing the battle for the wallets of millions of mainland consumers.A lot is at stake: the mainlands consumer elec
6、tronics market has been growing at a compound rate of 12 per cent a year, and is expected to reach about 1 trillion yuan by 2010, up from 590 billion yuan this year.This market will account for 25 per cent of the global market by 2010. Carving out a share of it has ranked high on the agendas of many
7、 of the worlds consumer electronics companies for some time. Many of the worlds best-known brands already have a sizeable presence in China.But price warstriggered in part by the rise of the electronics retail chains and overcapacityhave pushed profit margins on TVs and other white goods to below 3
8、per centamong the lowest in the world.Amid the proliferation of brands, many manufacturers are having a harder time competing for shelf space in the major electronics retail chains. A growing number of second-tier brands, both foreign and domestic, are being pushed off the shelves in favor of better
9、-known and faster-selling ones.Moreover, the US and European trend to sell products under retailers own labels will catch on in mainland China. Gome already has its own brand, Idell, while China Paradise recently introduced a line under the brand name Yole. These private-label brands will compete he
10、ad-on with established brands.So how should consumer electronics players compete on the mainland? First, manufacturers need to form win-win partnerships with the large retail chains, helping them build capabilities in marketing strategy, in-store promotions, and supply chain and inventory management
11、. These are critical capabilities that retailers in more developed markets may take for granted, but which many mainland retailers still lack. Firms that help retailers build these skills will secure their position as “strategic vendors“ to the major retail chains.Surprisingly, not all consumer elec
12、tronics companies on the mainland are equipped to serve the needs of the large retail chains. Many lack dedicated teams to focus on serving the major retail chains that comprise the bulk of their sales.Others have individual sales teams for each of their product categories: in one case we observed,
13、a manufacturer had five different sales teams calling on the same retail-chain account.For most consumer electronics players, working more closely with these new retail giants will be an essential part of staying in the game.Some, however, may want to fight fire with fire, and consider opening their
14、 own branded stores. Sony and Zhuhai-based Gree have already opened hundreds of branded stores throughout the mainland, selling directly to the consumer and playing an important role in shaping the buyers experience with their brand.The trick, however, will lie in co-investing with dealers at the ci
15、ty levelto share the investment riskwhile exercising direct management control over these stores, to maximize sales and manage their brand properly.For example, Sony co-invests with local dealers to build Sony shops. But it directly manages the in-store sales teams, to ensure that sales targets are
16、met, inventory is tracked, and valuable information on customer buying behavior is collected. Finally, two trends may play to the advantage of foreign players in the consumer electronics sector. They are the opening of mainland Chinas distribution sector in line with its World Trade Organization com
17、mitments, and the growing presence of large, sophisticated foreign electronics distributors like Ingram Micro and Trend Micro.Through their existing global relationships with these large distributors, foreign manufacturers can gain access to hard-to-reach geographic markets and distribution channels
18、. These include regional department stores and small, independent specialty stores.Competing in the mainlands consumer electronics market may be tougher these days due to the wave of consolidation reshaping the landscape. But the players that figure out a strategy for collaborating with these new el
19、ectronics retail giantswithout becoming too dependent on themwill have a better chance at succeeding in this dynamic marketplace.打赢中国消费电子市场之战行业整合浪潮正改变着中外消费电子企业在中国的竞争方式。在中国竞逐消费电子市场始终不是一件轻松的事：产能过剩导致的激烈价格战令利润空间降到了全球前所未有的最低水平。对生产厂家来说，雪上加霜的是，电器零售商中新一轮的整合浪潮导致竞争态势白热化。我们最近注意到国美电器(中国最大的家电连锁企业)对永乐电器的收购。这一事件就发
20、生在永乐电器和大众电器达成联盟意向之后(该计划随即被搁置)。2006 年 4 月，美国百思买（best buy）控股江苏五星电器。所有这些都发生在短短几个月内。家电零售连锁企业主导了消费类电子市场：为数不多的家电连锁企业控制了上海和北京等一级城市 40%的销售额。在部分品类中，它们甚至占据了更多的市场份额：国美和永乐合并后形成的“巨无霸”将控制上海电视机销售的 60-70%。除非中外消费电子企业反思其业务策略，否则，将可能在这场争夺数千万大陆消费者购买力的战争中铩羽而归。它们将丢失很多：中国消费类电子产品市场的年复合增长率将达到 12%。至 2010 年，总体规模有望从 2006 年的5900
21、 亿元达到 1 万亿元人民币左右(约 1250 亿美元)。至 2010 年，中国市场将占全球消费电子产品市场的 25%。从中分得一杯羹一直是全球许多消费电子企业的重中之重。全球许多知名品牌都已进驻中国。但价格战( 部分由于家电连锁企业的崛起和产能过剩引起)令电视机和其他白色家电的利润率降到了 3%以下。在品牌多元化的环境下，许多消费类电子制造企业发现，争夺主要家电零售企业货架变得越发艰难。越来越多的中外二线品牌被挤下了货架，取代它们的是更加知名和畅销的产品。此外，欧美家电零售企业中以自有品牌销售家电的潮流也将波及中国。国美已经拥有自己的品牌 Idell，而永乐最近也以 Yole 品牌推出了产品
22、系列。这些自有品牌将与成熟品牌短兵相接，直接竞争。消费类电子行业应对策略。首先，消费类电子产品制造商应该与大型家电连锁企业建立双赢的战略合作关系，帮助它们建立在营销战略、店内促销以及供应链和存货管理方面的能力。发达国家的零售企业可能认为具备这些能力天经地义，但中国许多家电零售企业依然付之阙如。帮助家电零售企业建立这些技能的企业将把自己定位成主要家电连锁企业的“战略供应商”。令人奇怪的是，并非所有中国消费类电子生产企业都拥有服务大型家电零售连锁企业所必需的能力。许多企业缺乏专门的团队来重点为占其销售额很大部分的主要家电连锁零售商服务。有些企业则针对自己的每个产品品类来部署了各自为政的销售团队：在
23、我们观察到的一个案例中，一家制造商有五支不同的销售团队，分别去拜访同一个家电连锁零售商。对于多数消费类电子生产企业来说，与这些新崛起的家电零售巨头合作是保持其市场地位的重要部分。但有些则可能希望以其人之道还治其人之身的策略，考虑开设自有品牌专卖店。以索尼和格力为例，它们都在全国开设了几百家品牌专卖店，直接向客户销售产品，并以自己的品牌发挥着决定顾客购物体验的重要作用。但此处的诀窍在于，如何与经销商在同一个城市共同投资(分担投资风险)，同时直接管理这些专卖店，以实现销售额的最大化并实行对品牌的恰当管理。例如，索尼虽然是与当地经销商共同投资建设的专卖店，但它却直接管理其店内销售团队以确保目标能够实现、库存能够及时跟踪，以及有关客户购买行为等宝贵信息能够收集得到。最后，有两大趋势可能对消费类电子行业中的国外生产企业有利：中国加入世界贸易组织时对开放国内分销行业的承诺，以及 Ingram Micro 和 Trend Micro 等大型老牌国外电子分销商势力的扩大。通过与这些大型分销商的现有全球业务关系，国外制造商能够进入难以到达的地域市场和分销渠道。这些包括地区百货商店和小型独立家电专卖商店。由于行业洗牌浪潮，在中国消费电子市场的竞争如今可能更加艰难。但如果能够想出既与这些新兴家电零售巨头合作，同时又不过于依赖它们的战略，消费类电子制造企业在这一充满活力市场的胜算将更大。
