發(fā)布時(shí)間: 2025年01月11日 01:14
我參加過(guò)的四六級(jí)培訓(xùn)班就是新東方了，說(shuō)實(shí)話(huà)體驗(yàn)?zāi)懿皇呛芎茫险n人數(shù)非常多，課堂上都在聊天，幾乎聽(tīng)不到老師再講什么，雖然費(fèi)用不多，但是時(shí)間浪費(fèi)了。后來(lái)在新航道又培訓(xùn)了一段，老師一次通過(guò)。所以要找四六級(jí)的伙伴要慎重，千萬(wàn)不要選那么多人上課的，基本上無(wú)效。
為什么便宜批發(fā)如斯發(fā)達(dá)
Business
貿(mào)易報(bào)導(dǎo)
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(dá)
FEW domestic firms are prospering in crisis-racked Spain, but Mercadona is.
正在閱歷經(jīng)濟(jì)危急的創(chuàng)傷以后，西班牙很少有多少家國(guó)際企業(yè)可以或許規(guī)復(fù)旺盛成長(zhǎng)，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(mài)型超市正在年夜部門(mén)時(shí)光呈兩位數(shù)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(hào)，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(xiàn)在，它有1310家連鎖店，年發(fā)賣(mài)額到達(dá)165億歐元開(kāi)238億好金。
Spain's economic troubles seem to have made it stronger.
西班牙的經(jīng)濟(jì)成績(jī)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(jīng)濟(jì)效益下滑，然則正在2010年實(shí)現(xiàn)了1些強(qiáng)無(wú)力的本錢(qián)增添后，又激刪了47%。
Mercadona's strength is low prices.
梅我卡多納級(jí)的上風(fēng)正在廉價(jià)。
The family-owned chain does not fritter away cash on advertising.
家屬式連鎖沒(méi)有會(huì)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(qǐng)求供給商做本身的品牌的產(chǎn)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(xié)作，也為了獲得久遠(yuǎn)的成長(zhǎng)，不能不接收受梅我卡多納的請(qǐng)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(yīng)用自有品牌增添了22億歐元的本錢(qián)，而且不斷天做些簡(jiǎn)略的調(diào)劑，如削減包拆本錢(qián)等辦法。
Tight relationships with its suppliers foster innovation.
取供給商的無(wú)間協(xié)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(shí)刻，正在1年夜罐金槍魚(yú)罐頭上應(yīng)用塑料蓋子可使之更輕易開(kāi)啟，從而讓那個(gè)產(chǎn)物的發(fā)賣(mài)量增長(zhǎng)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(yīng)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(gè)齊主動(dòng)化治理的后勤堆棧。
Robot arms stack goods in crates like a game of Tetris.
機(jī)器臂把貨色像疊俄羅斯圓英語(yǔ)四培訓(xùn)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(wú)雙的，哈佛年夜教的澤伊內(nèi)普.托恩道講，他寫(xiě)了1個(gè)對(duì)于連鎖的個(gè)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(jiǎng)金，按紀(jì)律時(shí)光下班并接收培訓(xùn)，而培訓(xùn)次數(shù)可比普通的好國(guó)批發(fā)商英天通苑南英語(yǔ)四級(jí)培訓(xùn)語(yǔ)四的員工接收的培訓(xùn)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(gè)梅我卡多納員工的發(fā)賣(mài)額比西班牙其余超市的發(fā)賣(mài)額凌駕18%。而員工活動(dòng)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(huì)搜集購(gòu)物者的反應(yīng)，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(jì)劃成讓人們更快更便利天購(gòu)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(méi)有受迎接的產(chǎn)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(biāo)貨色占發(fā)賣(mài)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(chǎng)天培訓(xùn)通苑南查詢(xún)拜訪員對(duì)5200戶(hù)家庭停止查詢(xún)拜訪，正在比來(lái)的1次查詢(xún)拜訪中，梅我卡多納的產(chǎn)物依據(jù)經(jīng)濟(jì)代價(jià)位列第1。
There is still plenty of room to grow at home.
然則那個(gè)超市仍然有許多成長(zhǎng)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(dá)13.1%，它到達(dá)了天下年夜型連鎖的第3名，僅次于法國(guó)度樂(lè)禍跟結(jié)合以羅斯基。
It aims to enter the Italian or French market next year, probably through a small acquisition.
來(lái)歲，梅我卡天級(jí)通苑南多納籌劃進(jìn)駐意年夜利或許法國(guó)市場(chǎng)，極可能經(jīng)由過(guò)程小型收買(mǎi)那個(gè)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(zhǎng)教師對(duì)梅我卡多納運(yùn)營(yíng)形式正在外洋市場(chǎng)的簡(jiǎn)略套用表現(xiàn)沒(méi)有肯定。咱們必需從每一個(gè)人身上進(jìn)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(zhǎng)教師沒(méi)有會(huì)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(duì)西班牙有利益的獨(dú)一1面是，會(huì)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(guó)民沒(méi)有往挑釁轉(zhuǎn)變西班牙，那末情形會(huì)變的更糟，他道講，而他的意義是把它的癡肥的禍利系統(tǒng)帶進(jìn)正軌。
Mr Roig believes that Spain has great human capital.
羅伊師長(zhǎng)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(méi)有正在業(yè)率達(dá)使人驚奇的45%，那注解年夜部門(mén)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(chǎng)抗議的人群控告道，西班牙當(dāng)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(gè)掉誤則沒(méi)有是超市能夠處理的。
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