美国西尔斯百货公司的变革图新

中国百货公司在市场竞争中处境、步履维艰确定是不争的事实,事实上,作为成熟业态的百货业走下坡路早已在西方发达国家经历过,一些百货公司就此一蹶不振、破产倒闭,而另一些百货公司则积极进取,不断创新,依旧在零售业叱咤风云。这里,介绍一下世界最大百货公司－－西尔斯公司的振兴之路,或许可以给陷入困境的国内百货公司以诸多启示。     

西尔斯公司多元化经营困境分析及思考

上个世纪90年代,美国零售业巨头商西尔斯公司出现经营危机,全年亏损39亿美元,为此西尔斯公司实行重组计划,公司停止其目录商店业务,关闭了亏损商店,实行职工提前退休。西尔斯公司衰败的更深层更致命的原因何在?本文正是从分析其深层原因为起点,希望通过西尔斯公司在多元化经营中曾经面临的困惑很好的警示当今企业。     

美国凯玛特和西尔斯合并

美国的凯玛特（Kmart）宣布完成123亿美元同西尔斯（Sears）的合并交易，组成美国第三大零售业集团合并后的新公司将拥有2300多家店铺，销售额将达550亿美元，排在沃尔玛（Wal-Mart）和Home Depot之后。     

成都王府井百货的鸡蛋战略

百货与鸡蛋有什么关系呢?笔者在成都生活几十年,也没有想到百货与鸡蛋的内在联系,更没有想到还可以成为战略,可成都王府井人却想出来了.从而使"王府井"三个字在成都老百姓中提高了知名度,打造了它的光亮度.     

美国著名连锁百货店西尔斯百年历史

西尔斯罗巴克公司是美国领先的服饰、家用和汽车产品及服务的零售商,年销售超过400亿美元。西尔斯百货从1886年创始至今,已经历了100多年的风风雨雨。百年沧桑成就了这个世界零售业界的巨头。2002年开始,西尔斯评估并准备进入中国市场。联商网和商场现代化杂志社推出这篇编译材料,使国内零售业人士更多地了解西尔斯。     

“开开”经营战略初探

“开开”经营战略初探齐晓斋，何娣“开开”实业股份有限公司的前身是上海开开百货公司。８０年代后，这家“老字号”又创新奇迹：从１９８７年至１９９４年，开开公司资产净增６００倍；年销售额从２０００多万元增长到３．２亿元，增长了１５倍；年利润从２００万元增至...     

美国百货业:再起风云

<正> 美国零售行业在经过多次流通领域革命之后出现了新旧交替、推陈出新的进化演变,新兴零售商店不断涌现,激烈的竞争已使这些零售商店在管理方式、商品种类、定价机制、店堂布置、服务态度等方面的传统标准变得越来越模糊,百货商场也找准机会再次崛起。     

中国百货商店的前景和对策

百货商店从19世纪50年代在法国诞生以来已有150多年的历史了,主要以规模宏大、商品丰富、服务周到、购物舒适为特征,长期占据零售业的龙头地位.但是,由于市场由卖方转向了买方,且消费者个性化程度越来越强,消费日趋多样化,对价格、质量、品种、方便、服务等各种流通要素的重视程度不断增加,从而引起原有业态的不断推陈出新,使百货店的领先地位开始动摇.像八佰伴、8090等世界著名百货公司相继倒闭.而作为零售业最发达的美国,百货业近十多年来在零售额中所占比重一直在7%～10%左右,进入20世纪90年代以来,比重在不断下降.可以说西方的百货商店业态已经进入了衰退期.     

日本三越百货的CS战略模式

日本三越百货公司是日本最高档的大型百货商场,以高档消费、优质服务闻名于世界,是莅临日本的各国要人、富翁的购物之处,也是国际上著名的连锁百货集团之一.     

When strategy pales: Lessons from the department store industry

The traditional department store was clearly the center of retail activity in cities and small towns in the United States during the first half of the 20^th century. However, by the late 1970s and beyond, the department store industry began experiencing financial problems, and serious questions were being raised as to whether their demise was eminent. This article traces the evolution of the industry, and explores some of the underlying dynamics for the changes in the retail trade sector, including the emergence of new alternative retail formats, such as discount stores and category killers. This study further explores the major strategies used by the leading traditional stores with reference to new industry life cycle models and a strategic positioning framework. Of particular interest is the discussion regarding: Were the traditional department stores “locked in” to a declining trajectory? How effective were their strategies to counter the decline of the industry? And what were and are the repositioning options available to the traditional department stores?     

兴旺发达的百货业起始于广货店

上个世纪30年代,上海工商各业中要数百货业最兴旺发达。1934年3月1日出版的《工商半月刊》六卷、五期刊载《上海之百货商店业》一文中记述:“本埠之百货商店,满布各处,任何马路,触目皆见,其集中地点,在英租界为南京路及广东路,法租界为公馆马路(即今金陵东路),华界则在小东门及     

Organizational differences in recruiting older department store workers in the US

Department store retailers need a reliable and stable labour resource, particularly for entry-level positions. Older workers may be an alternative labour pool for these positions. The goal of this study is to learn whether department store attributes and recruitment representative characteristics affect the use of formal and informal recruiting strategies in developing an older applicant pool. The findings indicate that small sales volume stores used both formal and informal recruiting practices significantly less than medium or large stores. Further, younger respondents and human resource support staff relied upon informal methods more than formal ones. Finally, highly educated recruiting representatives used formal recruiting methods more than those with less education.     

常熟华联商厦电子商务的实践

21世纪,世界已经进入飞速发展的信息时代,随着互联网的发展,经济全球化已经成为世界经济发展的必然趋势,电子商务已成为最热门的经济话题,它不仅改变着传统的社会生产方式,而且对经济结构的调整产生了极为深刻的影响,成为世界经济新的增长点.     

面对入世 连锁超市不能再“穿新鞋走老路”

以美国的沃尔玛、德国的麦德龙、法国的家乐福三大商业巨贾为首的外资纷纷抢滩中国的大中城市的时候,联华、华联、农工商、苏果等一批中资超市如雨后春笋,连锁店遍及城乡,发展势头迅猛,有的超市年增长速度在150%以上,联华超市的门店已经突破1000家.截止2000年底的统计,中国连锁超市店铺总数已达7685家.连锁超市的零售额直线上升,连锁百强的销售额近1000亿元.中国本土超市在一片叫好声中"自鸣得意".     

Creating a compelling brand meaning by orchestrating stories: The case of Scandinavia's largest department store

The aim of this paper is to explore how a company can create a compelling brand meaning by orchestrating what is said in different points of contact with the brand. A case study of Scandinavia's largest store suggests that, in order to create a compelling brand meaning, a retailer need to manage oral and written stories, as well as stories told by facilities, goods, and services. It is argued that all stories need to be coherent in the sense that they all fit the brand meaning, and that it sometimes may require expansion of the retailer's control boundary. The case study also suggests that reality shows can be important points of contact, very much due to their ability to tell credible stories that can humanize the brand, and that individual employees can constitute important assets in these stories.     

Competition,contested retail space and the rise of the department store in Imperial Germany

This paper explores the highly contested evolution of the department store in Imperial Germany from an open systems theory perspective. Existing approaches advocating an open systems interpretation highlight the importance of environmental conditions and their feedbacks to the organization and performance of the retail institution. In general, this framework lends itself well to an interpretation of German department store history as many of the critical demand-side and supply-side conditions are also present. However, one set of conditions remains understated in the previously published literature: to understand German department store evolution, it is vital to appreciate the importance of the changing nature of competition, social relations among retailers and regulation on the performance and internal organization of the retail institution.