外文翻譯--中國的消費者文化日趨成熟

1、<p>　　1290單詞，6900英文字符，2518漢字</p><p><b>　　外文資料及中文譯文</b></p><p>　　China’s Consumer Culture Comes of Age</p><p>　　Heller Josephi </p><p>　　Could China

2、grow into a nation of shoppers? The country is better known around the world for its factory workers and exports. But to put China’s economic growth on a steadier glide path, especially in a global slowdown, the Chinese

3、government wants to shift the drivers of the economy towards consumer demand at home.</p><p>　　By the looks of the glitzy shopping malls in Beijing and Shanghai, selling everything from Louis Vuitton luggage

4、 to Lenovo laptops, China is well on its way. Certainly, with 1.3 billion potential consumers, the future is bright for Chinese retailers. “In the next five to 10 years, the retail sector will go through dramatic growth,

5、” says Wharton marketing professor John Zhang.</p><p>　　A quarter of a billion people have migrated from the countryside to the cities in the last 25 years, and rising incomes are spurring an expanding middl

6、e class. By 2025, that middle class is expected to number 612 million, or 76% of the population, up from 43% in 2006, according to the McKinsey Global Institute. Eventually, the bourgeoisie will be dropping an ever great

7、er portion of their estimated $13,000 to $54,000 annual income (adjusted for purchasing power parity) in stores, says McKinsey. I</p><p>　　Yet, for all the potential, home-grown Chinese retailers are still i

8、n the early days of building a sector that matches the efficiencies of counterparts in developed economies. Today, Chinese retail chains account for only 10% of the entire retailing sector in China, with traditional mom-

9、and-pops comprising most of the stores patronized by Chinese across the country, says Jeff Walters, principal at the Boston Consulting Group office in Beijing. “Even supermarkets that look modern from the outside</p&g

10、t;<p>　　Many of today’s large retailers started with a bang, growing rapidly, but now face new challenges at their next stage of growth. “In China, everything happens in a compressed time frame,” says Edwin Keh, a

11、 Wharton School lecturer and former chief operating officer of Wal-Mart Global Procurement. “China went from informal, unorganized marketplaces into shopping mall booms without much in between. There’s a degree of challe

12、nge in that.” Retailers’ challenges include transforming themselves from re</p><p>　　From Landlord to Retailer</p><p>　　Many of China’s largest home-grown retailers started essentially as landlo

13、rds. Electronics purveyors Nanjing-based Suning Appliance Co. and Beijing-based Gome Electrical Appliances Holdings, for example, buy prime locations in major cities and rent floor space to sellers to set up their own mi

14、ni-shops. The mini-shops are run by the suppliers’ employees, who make merchandising and pricing decisions on their products. The landlord-retailer, which has few in-store employees, takes a percentage of t</p>&l

15、t;p>　　The model is imported from other Asian countries, notes Wharton’s Zhang. During the early days of economic reform, Chinese state-owned department store managers went to Japan and Hong Kong to acquire know-how an

16、d brought back the store-within-a-store format, he says. According to Walters of the Boston Consulting Group: “It’s an easy transition from traditional to modern retail,” since stores within a store are similar to an old

17、-fashioned bazaar. </p><p>　　The model facilitates go-go expansion. Because retail penetration is so low in China, “the easiest way to grow is to continue opening stores,” says Walters. “If I have five sto

18、res and I want 1,000 stores in five years, the landlord model is my first choice. Because the retailer shares the burden of running stores with the supplier, it can grow faster via new store openings.”</p><p&g

19、t;　　If retailers can grow through new store openings, they don’t have to worry about much else, say experts. “If you have a hot place for your store, you don’t have a reason to improve your operations,” notes Nephi Zhang

20、, senior analyst of retail at IDC China in Beijing. As a result, “there are challenges retailers haven’t dealt with yet that will become more important over time,” Walters notes. They include the product management, pric

21、ing, marketing, customer service and analytical skills needed to</p><p>　　Suning and Gome are now starting to build that capability, including installing data capture and analysis of customer demand. Says a

22、speaks person offor Gome Electronic: “Compared with leading retailers in the world, Chinese retailers right now are still operating at the stage where they manage properties, suppliers and some of the products…. Gome has

23、 started a transformation to a new business model based on consumer-orientation and full-range consolidation on supply chain.”</p><p>　　Suning is also expanding to take advantage of new opportunities, accord

24、ing to media reports. China Retail News noted in a report this month that the electronics and home appliances retailer opened 400 new outlets in 2011, including super flagship stores, Laox stores and boutiques. Suning pl

25、ans to open another 400 outlets this year, China Retail News wrote, and quoted Jin Ming, president of Suning Appliances, who said the company would “establish five new major procurement and sales centers.” </p>&l

26、t;p>　　From Bricks and Mortar to Cyberspace</p><p>　　Now, e-commerce is coming into China’s retail scene. With 40% broadband penetration nationwide and widespread smartphone use, China is ripe for a takeof

27、f in online shopping, which could soon exceed the level in the U.S., says Wharton Marketing professor David Bell. In addition, e-commerce has the potential to catalyze change in both the landlord model of retailing and e

28、xpansion to smaller cities.</p><p>　　E-commerce can also speed the evolving relationship between retail landlords and their store-within-a-store suppliers, where the latter are starting to balk at the terms

29、they’re dealt. “Because e-commerce has come along as an alternative, traditional retailers may be forced to be a little kinder to tenants,” says CEIBS’s Chiang. Smaller suppliers see e-commerce as a way to sell products

30、nationwide without having to give a cut to retailers. One of Chiang’s MBA students used to sell mobile handset</p><p>　　E-commerce can help retailers reach inland consumers in smaller markets. “There are a l

31、ot of people spread in the interior, who have no luxury to go to fancy supermalls,” says Chiang. “E-commerce can compensate somewhat and maybe take more and more share” from bricks and mortar shops. Gome aims to have Gom

32、e Online Mall account for 15% of the company’s total sales and 20% of China’s total online sales for home electronics in two to three years, according to company’s public statement. </p><p>　　Perhaps the big

33、gest change e-commerce can bring to Chinese retailing is a greater orientation towards the consumer. “Consumers will not be satisfied in the same way they were before,” says IDC’s Zhang. “They will require from retailers

34、 lower prices and better services.”</p><p>　　As Chinese retailers learn how to serve customers better, and customers learn more about their prerogatives, China will start shifting into a consumer nation.<

35、/p><p><b>　　中文譯文</b></p><p>　　中國的消費者文化日趨成熟</p><p>　　中國能否成長為一個購物者的國度？中國享譽全球的是中國的工廠、工人和出口。但是在全球經濟放緩的背景下，為了使中國經濟更穩(wěn)定地發(fā)展，中國政府希望將經濟增長的驅動力轉向國內需求。</p><p>　　在北京和上海，五光十色

36、的商場隨處可見，銷售的商品從路易·威登皮箱到聯想筆記本電腦應有盡有。由此可見，中國正在沿著由內需推動經濟增長的道路上前進。當然，中國零售商的未來是光明的，因為中國擁有13億潛在的消費者。沃頓商學院市場營銷學教授張忠（John Zhang）表示：“在未來的5到10年，中國的零售業(yè)將迅猛增長。”</p><p>　　在過去的25年間，2.5億中國人從農村遷移到城市，隨著的收入增加，中國的中產階級在不斷擴大。

37、麥肯錫全球研究院的數據顯示，在2006年中產階級占中國人口的43％，而到2025年，中產階級的人數預計為6.12億，將占中國人口的76％。麥肯錫的觀點認為，中產階級的年收入約為13,000至54,000美元（按購買力平價調整），中產階級用于購物的收入比例將不斷上升。2007年麥肯錫咨詢公司對6000位中國人做了調查，三分之二的受訪者已經將購物作為他們最喜愛的活動。一家位于紐約的市場研究公司Ergo的董事總經理Matthew Moneho

38、n表示，零售業(yè)去年增長了17％，今年雖然中國經濟放緩，但零售業(yè)預計將增長13％至14％。</p><p>　　然而，雖然很有潛力，中國本土的零售商行業(yè)仍然處在初期階段，其效率很難與發(fā)達經濟體的零售商行業(yè)匹敵。波士頓咨詢集團北京辦事處負責人杰夫·沃爾特斯（Jeff Walters）表示，目前中國零售連鎖店僅占中國整個零售業(yè)的10％，中國各地消費者光顧的主要還是傳統(tǒng)的小賣部。“外表貌似現代的超市其實是偽現代

39、的。各種決策仍然是在本地做出的，它們仍然是獨立運營的門店”，而不是作為一個大的整體統(tǒng)一運作。</p><p>　　今天很多大型的零售商都有一個好的開始，增長迅速，但它們目前處在增長的另一個階段，面臨著新的挑戰(zhàn)。沃頓商學院講師、沃爾瑪全球采購前首席營運官埃德溫·肯（Edwin Keh）表示：“在中國，一切都發(fā)生地特別快。中國從非正式、無組織市場時代直接進入了購物商場時代，中間沒有多少過渡，所以導致了一些挑

40、戰(zhàn)的出現。”零售商面臨的挑戰(zhàn)包括將自己的定位從房地產運營商轉變?yōu)榱闶蹖I(yè)人才，去小城市發(fā)展業(yè)務，并應對電子商務的沖擊。</p><p><b>　　從業(yè)主到零售商</b></p><p>　　許多中國本土最大的零售商最初基本都是以業(yè)主身份發(fā)家的。例如，南京的蘇寧電器有限公司和北京國美電器控股公司都在主要城市的黃金地段購買商場，然后將店面出租給賣家，讓賣家搭建自己的小商

41、店。供應商的員工負責這些小店的運營、以及產品銷售和定價決策。中歐國際工商學院（CEIBS）市場營銷學系系主任蔣炯文（Jeongwen Chiang）表示，這些‘業(yè)主-零售商’的店內員工往往很少，它們按照供應商銷售額的一定比例向供應商收取費用，各供應商的比例不盡相同，國際著名品牌的比例可能是5％，不知名的國產品牌的比例可能高達30％。沃頓商學院管理學教授馬歇爾?梅耶（Marshall W. Meyer）指出：“這讓人想起19世紀美國的零售

42、商，當時所有的利潤都歸業(yè)主[零售商]，而不是經營者[賣方]。”</p><p>　　沃頓商學院的張教授表示，這種模型是從其他亞洲國家學來的。他說，在經濟改革初期，中國的國有百貨公司的經理去日本和香港學習考察，并帶回了‘店中店’模式。波士頓咨詢集團的沃爾特斯表示：“從傳統(tǒng)過渡到這一模式比較容易”，因為店中店模式類似于傳統(tǒng)的集市。</p><p>　　沃爾特斯表示，這種模式有利于外延式擴張，“

43、因為中國的零售滲透率非常低”，所以增長最簡單的辦法就是繼續(xù)開新店?！叭绻椰F在有五家店，在五年內我想有1000家店，業(yè)主模式將是我的第一選擇。因為零售商可以與供應商共同承擔商店運營成本，可以通過開新店取得更快的增長?！?lt;/p><p>　　專家表示，如果零售商可以通過開新店實現增長，他們就不必擔心別的事情。位于北京的IDC中國公司高級零售分析師張先生（Nephi Zhang）指出：“如果你商店的地段好，你便沒有必

44、要去提升運營。”沃爾特斯表示，所以，“有些挑戰(zhàn)零售商目前尚未應對，隨著時間的推移它們將變得更加重要?！边@些挑戰(zhàn)包括產品管理、定價、市場營銷、客戶服務、以及增加客戶流量、人均銷量及同店銷售額所需的分析能力。</p><p>　　蘇寧和國美正在開始這方面的能力建設，包括進行數據采集和客戶需求分析。國美電器相關人士表示：“與世界上領先的零售商相比，中國的零售商目前還處在管理物業(yè)、供應商和部分產品的經營階段......國

45、美電器已開始轉向基于消費者導向和供應鏈全面整合的新商業(yè)模式?！?lt;/p><p>　　媒體報道顯示，蘇寧電器也在抓住新機遇不斷擴張?！袊闶坌侣劇驹略谝环輬蟾嬷兄赋?，電子和家電零售商蘇寧在2011年開設了400家門店，其中包括超級旗艦店、LAOX門店和精品店。蘇寧計劃今年再開設400家門店。‘中國零售新聞’引述蘇寧電器總裁金明表示，蘇寧將“建立五個新的大型采購和銷售中心?！?lt;/p><p&g

46、t;　　從實體商店到網絡空間</p><p>　　現在，電子商務進入了中國零售業(yè)市場。沃頓商學院營銷學教授大衛(wèi)·貝爾(David Bell)表示，中國的寬帶普及率為40％，智能手機的普及率很高，這為中國網上購物的迅猛發(fā)展創(chuàng)造了成熟的條件，它可能很快就會超過美國的水平。此外，電子商務有可能成為零售‘業(yè)主模式’改變以及向小城市擴張的催化劑。</p><p>　　電子商務還可能加快‘零

47、售業(yè)主’和‘店中店’供應商兩者關系的轉變。目前，后者已經?開始對前者開出的條件感到難以接受。中歐國際工商學院的蔣教授表示：“作為一種替代方式，電子商務的出現，可能會迫使傳統(tǒng)零售商改善對租戶的待遇”。通過電子商務，小型供應商不必將部分利益讓渡給零售商，也可以在全國范圍內銷售產品。蔣教授的一位MBA學員以前通過傳統(tǒng)零售商銷售手機，其收入的一大塊必須給零售商。但現在，他通過淘寶銷售產品，淘寶網類似于美國的eBay（易趣）網站。</p&g

48、t;<p>　　電子商務可以幫助零售商向內地小市場的消費者進行銷售。蔣教授指出：“內地人口眾多，去豪華的超市購物對他們來說是一種奢侈。電子商務可以填補空白，可能會搶走實體店越來越多的業(yè)務”。比如，國美電器希望在未來的兩到三年間，國美網上商城的銷售額能占到國美銷售總額的15％、占到中國網上家用電子產品銷售總額的20％。</p><p>　　也許電子商務給中國零售業(yè)帶來的最大變化是更加以消費者為導向。I