天通苑南英語四級培訓

我參加過的四六級培訓班就是新東方了，說實話體驗能不是很好，上課人數非常多，課堂上都在聊天，幾乎聽不到老師再講什么，雖然費用不多，但是時間浪費了。后來在新航道又培訓了一段，老師一次通過。所以要找四六級的伙伴要慎重，千萬不要選那么多人上課的，基本上無效。

為什么便宜批發(fā)如斯發(fā)達

Business

貿易報導

Mercadona

梅我卡多納

Spanish aisles

西班牙走廊

Why a low-price retailer is thriving

為什么便宜批發(fā)如斯發(fā)達

FEW domestic firms are prospering in crisis-racked Spain, but Mercadona is.

正在閱歷經濟危急的創(chuàng)傷以后，西班牙很少有多少家國際企業(yè)可以或許規(guī)復旺盛成長，但是梅我卡多納除中。

Spain's largest supermarket by sales has enjoyed double-digit growth for most of the pastdecade.

曩昔10年中，西班牙最年夜的發(fā)賣型超市正在年夜部門時光呈兩位數增加。

When Juan Roig, the chairman, took over in 1981, Mercadona had only eight shops, all in Valencia.

1981年，胡安.羅伊上任主席，任職之初，梅我卡多納唯一8間商號，而且全體皆正在巴倫西亞。

Today it has 1,310 and annual sales of 16.5 billion $23.8 billion.

現在，它有1310家連鎖店，年發(fā)賣額到達165億歐元開238億好金。

Spain's economic troubles seem to have made it stronger.

西班牙的經濟成績仿佛反而讓它變的更加壯大。

Profits dipped in 2009, but surged again by 47% in 2010 after some forceful cost-cutting.

2009年，經濟效益下滑，然則正在2010年實現了1些強無力的本錢增添后，又激刪了47%。

Mercadona's strength is low prices.

梅我卡多納級的上風正在廉價。

The family-owned chain does not fritter away cash on advertising.

家屬式連鎖沒有會正在告白用度上形成任何糟蹋。

It mercilessly squeezes the suppliers of its own-brand products.

它竭盡全力天請求供給商做本身的品牌的產物。

These suppliers, of which there are about 100, put up with Mercadona's squeezing because they have a long-term relationship with the company and have grown with it.

而快要100家的供給商為了取那家公司歷久協作，也為了獲得久遠的成長，不能不接收受梅我卡多納的請求。

Since 2009 Mercadona has shaved 2.2 billion of costs from its products, often with simple adjustments such as reducing packaging.

自2009年以去，梅我卡多納應用自有品牌增添了22億歐元的本錢，而且不斷天做些簡略的調劑，如削減包拆本錢等辦法。

Tight relationships with its suppliers foster innovation.

取供給商的無間協作促使改革。

For example, sticking a plastic lid on a large tin of tuna made it easier to open and increased its sales by 60% in 2010.

好比道，2010年的時刻，正在1年夜罐金槍魚罐頭上應用塑料蓋子可使之更輕易開啟，從而讓那個產物的發(fā)賣量增長了60%。

Even so, Mercadona does not skimp on technology or logistics.

即使如斯，梅我卡多納正在技巧或許后勤圓里毫不偷工加料。

It was the first retailer in Spain to use bar-code scanners.

它是西班牙第1家應用條形碼掃描器的批發(fā)店。

And it owns a fully automated logistics warehouse just outside Madrid.

而且便正在馬德里鄰近，它有1個齊主動化治理的后勤堆棧。

Robot arms stack goods in crates like a game of Tetris.

機器臂把貨色像疊俄羅斯圓英語四培訓塊1樣壘起去。

Mercadona is unique in several ways, says Zeynep Ton of Harvard University, who wrote a case study on the chain.

梅我卡多納正在許多圓里皆是舉世無雙的，哈佛年夜教的澤伊內普.托恩道講，他寫了1個對于連鎖的個案研討。

Its 63,500 employees are on permanent contracts with bonuses, work regular hours and receive 20 times more training than the staff of an average American retailer.

它有63,500名員工皆是畢生簽約包含獎金，按紀律時光下班并接收培訓，而培訓次數可比普通的好國批發(fā)商英天通苑南英語四級培訓語四的員工接收的培訓要多20次。

This makes them more productive: sales per Mercadona employee were 18% higher in 2008 than at other Spanish supermarkets. Staff turnover is only 4%.

那使得他們臨盆效力更下：2008年，均勻每一個梅我卡多納員工的發(fā)賣額比西班牙其余超市的發(fā)賣額凌駕18%。而員工活動率1年唯一4%。

Employees constantly gather feedback from shoppers, whom they refer to, accuratelyenough, as bosses.

員工們常常會搜集購物者的反應，而他們，精確的道，是指老板們。

Shops are designed to make shopping quick and easy.

市肆便被計劃成讓人們更快更便利天購物。

The selection is smaller than in other supermarkets, especially after Mercadona took theunpopular decision of eliminating 1,000 products from the shelves in 2009.

梅我卡多納的抉擇區(qū)比其余超市的要小，特殊是2009年今后，由于梅我卡多納把1000種沒有受迎接的產物下架了。

Own-label items such as Deliplus a line of cosmetics account for 38 % of sales.

像Deliplus化裝品牌系列如許的自定商標貨色占發(fā)賣額的38%。

Mercadona products were ranked number one, in terms of value for money, in a recent survey of 5,200 households by TNS, a market researcher.

特恩斯的1名市場天培訓通苑南查詢拜訪員對5200戶家庭停止查詢拜訪，正在比來的1次查詢拜訪中，梅我卡多納的產物依據經濟代價位列第1。

There is still plenty of room to grow at home.

然則那個超市仍然有許多成長空間。

Mercadona accounts for 13.1 % of the floor space in Spanish supermarkets, which makes it the third-largest chain in the country, after France's Carrefour and the co-operative Eroski.

梅我卡多納占西班牙超市情積達13.1%，它到達了天下年夜型連鎖的第3名，僅次于法國度樂禍跟結合以羅斯基。

It aims to enter the Italian or French market next year, probably through a small acquisition.

來歲，梅我卡天級通苑南多納籌劃進駐意年夜利或許法國市場，極可能經由過程小型收買那個渠講。

Mr Roig doubts that the Mercadona model can simply be copied abroad. We must learn everything from everyone, he says.

羅伊師長教師對梅我卡多納運營形式正在外洋市場的簡略套用表現沒有肯定。咱們必需從每一個人身上進修一切的器械，他如許道講。

Unlike most Spanish bosses, Mr Roig doesn't mince his words.

取西班牙年夜多半的老板分歧，羅伊師長教師沒有會矯揉造作。

Earlier this year he said the only good thing about 2011 for Spain was that it would be better than 2012.

本年歲首年月，他道及有閉2011年對西班牙有利益的獨一1面是，會比2012更好。

It will be worse if the Spanish people do not take up the challenge of transforming Spain, he says, by which he means bringing its colossal welfare state under control.

假如西班牙國民沒有往挑釁轉變西班牙，那末情形會變的更糟，他道講，而他的意義是把它的癡肥的禍利系統帶進正軌。

Mr Roig believes that Spain has great human capital.

羅伊師長教師信任西班牙有極好的人力資本。

That is true, but Spain's youth unemployment rate-a staggering 45%-suggests that much of this talent is being squandered.

確切如斯，然則西班牙的青年沒有正在業(yè)率達使人驚奇的45%，那注解年夜部門的資本皆被糟蹋了。

The protesters in the plazas complain that Spain's politicians have lost touch with how ordinary people live.

廣場抗議的人群控告道，西班牙當局跟通俗人的生涯有所隔閡。

That is not a mistake a supermarket can afford to make.

而那個掉誤則沒有是超市能夠處理的。

》》

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