零售国际化：发展新观点【外文翻译】

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。

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(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【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。

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。