零售学沃尔玛案例翻译

零售学怎么翻译成英语啊!~

Retail management

　　沃尔玛的创始人山姆•沃尔顿曾总结出其事业成功的“十大法则”：忠诚你的事业；与同仁建立合伙关系；激励你的同仁；凡事与同仁沟通；感激同仁对公司的贡献；成功要大力庆祝，失败亦保持乐观；倾听同仁的意见；超越顾客的期望；控制成本低于竞争对手；逆流而上，放弃传统观念。这“十大法则”中有七条与员工关系有关，由此可见沃尔玛把员工关系放到了多么重要的位置。


　　山姆•沃尔顿在当初为争取后来成为沃尔玛CEO的大卫•格拉斯加盟，曾以其百折不挠的精神来游说他，前后整整花了12年的时间，这个虔诚的“传道士”终于使格拉斯加盟了沃尔玛，而且格拉斯于1984年出任了沃尔玛总裁。从这里多少可以看出沃尔玛“吸纳、留住、发展”的用人原则。而现在，沃尔玛人力资源的基本战略已发生了转变，“留住、发展、吸纳”成为其用人的指导方针。这不是简单的位置调换，它意味着沃尔玛更加重视从原有员工中培养、选拔优秀人才，而不是在人才匮乏时一味地从外部聘用。沃尔玛的人力资源战略已越来越侧重于从内部挖金子。

　　留住人才的内部平台

　　经过几十年来的发展，沃尔玛已经创立了极为有价值的企业文化，这成为其吸引、留住人才的关键所在。山姆•沃尔顿曾有段名言：“对员工要像对待花园中的花草树木，需要用精神上的鼓励、职务晋升和优厚的待遇来浇灌他们，适时移植以保证最佳的搭配，必要时还细心除去园内的杂草以利于他们的成长。”这段话可谓道出了沃尔玛企业文化的精髓。

　　沃尔玛把员工作为企业的合伙人来对待，管理者与员工的关系也是真正意义上的伙伴关系。沃尔玛几乎所有的经理人员都用上了刻有“我们关心我们的员工”字样的包钮扣，他们非常注意倾听员工的意见。

　　为真正把员工当作合伙人，沃尔玛于1971年实行了“利润共享”政策。山姆•沃尔顿认为，如果公司与员工共享利润，不论是以工资、奖金还是以红利、股票折让等方式，那么流进公司的利润也就会源源不断。因为员工们会不折不扣地以管理层对待他们的态度来对待顾客。如果员工善待顾客，顾客们感到满意，就会经常光顾本店，而这正是连锁店行业利润的真正源泉。现在，沃尔玛公司已有80%以上的员工或借助利润分享计划，或通过雇员认股计划直接拥有公司的股票，这将公司和员工结成了一个利益的共同体，使员工们将公司看成是自己的，对公司的认同感也大大增强，从而更加努力地工作。

　　除了经济利益上的措施，沃尔玛公司也比较重视对员工的精神鼓励，其总部和各个商店的橱窗中都悬挂着先进员工的照片，对特别优秀的管理人员，会授予“山姆•沃尔顿企业家”的称号。

　　“沃尔玛词典”里还经常会有一个词汇叫“分享信息”。分享信息和分担责任是构成沃尔玛合伙关系的另一个重要内容。它使人产生责任感和参与感。在各个商店里，沃尔玛公布该店的利润、进货、销售和减价情况，并且不只是向经理及其助理们公布，而是向商店的每个员工、计时工和兼职雇员公布各种信息。虽然部分信息也会流传到公司以外，但他们相信与员工分享信息的好处远大于信息泄露给外人可能带来的副作用。实际上到目前为止，这样做并没有对沃尔玛构成损害。

　　不但有留住人才的良好平台，沃尔玛还有一套挽留人才的制度。门户开放政策确保无论何时何地，任何员工有关于自己或公司的意见、建议、想法、投诉等，都可以口头或书面形式报告公司管理层，而不必担心遭到打击或报复。沃尔玛有专门的人来从事员工关系工作，受理投诉，听取员工意见，为员工排忧解难，开展各种娱乐活动，让每一位同事感受到沃尔玛大家庭的温暖。离职面试制度确保每一位离职员工离职前有机会与公司管理层坦诚交流和沟通，从而能够了解到每一位同事离职的真实原因，有利于公司制订相应的人力资源策略。挽留政策一方面可以将员工流失率降低到最低程度；另一方面，即使该同事离职，也可成为公司的一名顾客。

　　用终身培训机制来发展人才

　　沃尔玛的成功是基于这样一种坚强的信念：“让每一位同事实现个人的价值，我们的同事不仅是被视为用双手干活的工具，而更应该被视为一种丰富智慧的源泉，我们的同事确实创造非凡。”为此，沃尔玛建立了一套行

　　之有效的培训机制，并投入大量的资金予以保证实施，位于全球各国的公司必须在每年9月份与总公司国际部共同制定并审核年度培训计划。

　　沃尔玛为员工安排的一系列培训有：入职培训(入职后第1天及30-60-90天跟踪培训)技术培训、工作岗位培训、海外培训等，所有的管理人员还要接受领导艺术培训。

　　对于每一位员工的工作表现，沃尔玛均会定期做出书面评估，并进行面谈，存入个人档案，评估分为试用期评估、周年评估、升职评估。评估内容涉及到该员工的工作态度、积极性、主动性、工作效率、专业知识、有何长处、待改进之处等。沃尔玛中国有限公司的人力资源部就设有专门的培训机构，人员包括培训协调员和区域培训员，负责培训需求的确认、培训计划的制定和组织实施。

　　在美国沃尔玛总部设有沃尔顿零售学院，不定期地从世界各地沃尔玛公司选拔工作表现优秀、有发展潜力的管理人员前往接受培训。培训内容涉及到零售学、商场运作及管理、高级领导技术培养等。培训时间从数周至数月不等。另外，一年一度的股东大会更为全世界的沃尔玛人提供了相互沟通、交流、学习的机会。

　　另外，沃尔玛还实行轮岗制，经常要求各级主管轮换工作，通过担任不同的工作，接触公司内部的各个层面，相互形成某种竞争，最终能把握公司的总体业务，并掌握各种技能。

　　在沃尔玛，管理层又被称为“教练”，从普通职员晋升为教练队成员的记录中，公仆式领导原则是一项重要的依据，大约60%的成员是从普通职员开始起步的。沃尔玛鼓励为他们创造必要的条件，进行纵向、横向培训，让他们不断接受新的挑战，获得全方位发展。经过6个月的训练后，如果表现良好，具有管理好员工、管理好商品销售的潜力，公司就会给他们一试身手的机会，先做助理经理，或去协助开设新店，然后如果干得不错，就会有机会单独管理一个分店。

　　沃尔玛员工的每次升职，都需要由其所在部门负责人完成注明升职原因的工作表现评估，并且与升职同事进行面谈，谈话内容包括为什么要升职、同事工作表现如何、有何特长、教练对他的期望、同事信心程度以及他需要何种支持帮助。

沃尔－马特（Wal-Mart）由山姆.沃顿（Sam Walton）创办于1945年，最初是一个家族企业。1962年，模仿当时美国最大的折扣零售商凯马特，开办了自己的第一家折扣商店。1970年组建成公众持股公司，并于同年在纽约证券交易所挂牌上市。进入八十年代， 沃尔－马特飞速发展，于九十年代初超越凯马特和西尔斯，成为世界上最大的零售商。数据显示，1995年底，沃尔－马特在全球共有商店2833个，其中2176个折扣商店，154个超级购物中心，453个山姆俱乐部（仓储式商店）和30个配送中心；1996年，沃尔－马特的年销售额高达106亿美元，税后利润3亿多美元，名列全球零售商之首，且比处于第二位的西尔斯公司销售额高出1.7倍，税后利润高出1.4倍；在1996年美国<<财富>>杂志公布的全美前50家大公司收入排行榜上，沃尔－马特仅次于通用汽车公司、福特汽车公司和埃克森公司荣居第四。时至今日，沃尔－马特的发展势头仍然不减。1996年，沃尔－马特在深圳开办了第一家中国分店，给中国的零售业带来了一股巨大的冲击波。
Wal-Mart was established by Sam Walton in 1945; originally, it was a family business. In 1962, Walton founded his first own store copying the style of KMart, the largest discount store in America then. In 1970, the company was incorporated as a publicly held company and was listed on the New York Stock Exchange shortly thereafter ( 注：挂牌上市应该是在1972年 ). Wal-Mart continued to grow rapidly during the 1980s, and in the early 1990s, it surpassed KMart and Sears to become the largest retailer in the world. According to the figures, there were 2833 Wal-Mart stores all over the globe at the end of 1995; of which 2176 were discount stores, 154 were super centers, 453 were Sam’s Clubs (warehouse stores) and 30 were distribution centers. The annual sales of Wal-Mart reached 10.6 billion U.S. Dollars in 1996, profit after tax was more than 300 million U.S. Dollars. Not only was it top of all retailers globally, but when compared with the second placed Sears, its sales figure was 1.7 times and the after tax profit was 1.4 times as that of Sears. On the Fortune Top 50 U.S. companies’ sales revenue, Wal-Mart was listed fourth after General Motors, Ford and Exxon. Until now, Wal-Mart’s impetus of development is still strong as ever. In 1996, Wal-Mart opened its first China store in Shenzhen, it brought along with it a great shock wave to the local retail industry.

众所周知，零售业属于进入障碍不高、竞争比较激烈、非高速成长、很难获得高额利润的“零碎性行业”。然而，就是在这样的行业里，沃尔－马特却获得了如此巨大的成功，秘密何在呢？
 大多数人认为，沃尔－马特成功的秘密在于：（1）有一个善于鼓舞士气、善于把握商机的领导山姆.沃顿； （2）形成了一种人人都提供优质服务的企业文化；（3）鼓励员工持股，使员工成为公司的“合伙人”；（4）“天天都是低价格”的竞争策略。当然，还有人提到沃尔－马特对顾客的迎来送往，以及沃尔－马特的大商店和大规模经营带来的规模效益。然而，进一步的研究发现：沃尔－马特成功的真正秘密，在于它采取的基于实力的竞争战略。
It is well known that the retail industry is an easily access, keen competitiveness, non-rapid growth, and a low profit “bits and pieces industry”. However, Wal-Mart has achieved such a huge success in this industry; what is the secret?
Most people feel that the secrets of Wal-Mart’s success are: (1) Sam Walton, a leader good at morale inspiring and good at grasping business opportunity; (2) a corporate culture of quality service to everyone; (3) encourages employees to buy shares and become “partners” of the company; and (4) competitive strategy of “Low prices, always”. Of course, other people have mentioned the Wal-Mart customers shuttle service and the benefits from the big store, big scale operations. However, further study revealed the real secret of Wal-Mart success, a competitive strategy based on strong resources.
首先看沃尔－马特的经营目标。沃尔－马特的经营目标与其它零售企业相比并没有什么太大的区别，它们是：第一，向顾客提供优质产品，这些产品在顾客想要的时间和地点能够马上送至他们手中；第二，加强成本管理，保证产品价格有竞争力；第三，创造和保持一个绝对可信赖的公司形象。为了实现这些目标，沃尔－马特把公司补充存货的方式作为竞争战略的核心和竞争实力之所在，创建了独具特色的“跨码头（cross-docking）”存货和运输系统。此系统不但使沃尔－马特的经营目标得到了充分的贯彻，更为企业带来了其它企业难以匹敌的竞争实力。
Firstly, let us look at the Wal-Mart operation objectives; they are not much different from other retailers, (1) Quality products for customers, where and when they want; (2) Enhance cost management to ensure competitiveness of prices; (3) Establish and maintain an absolute trustworthy image. In order to achieve these objectives, Wal-Mart treats the methodology of inventory replenishment as the core of its competing strategy and strength, and builds a unique cross-docking inventory and transportation system. This system not only completely fulfills Wal-Mart’s operation objectives, but establishes an invincible competitiveness as well.

在跨码头系统中，货物被源源不断地从供应者运送到沃尔－马特设在各地的货仓，在那里经过挑选、再包装，然后被分送到各个零售网点，其间往往不形成存货。货物很少在仓库里滞留，总是在流动之中。货物从配送中心到零售网点的时间自零售网点下单算起不超过48小时。这一高效率的运作系统，带来了一系列明显的优势：（1）使沃尔－马特既充分地利用了运力，又在保证仓库较高存货水平的前提下避免了通常会发生的存货滞留现象和由此而引发的成本，仅此一项就使沃尔－马特的销售成本比行业平均水平节约2％到3％。销售成本的节约，使沃尔－马特可以实行“ 天天都是低价格 ”的竞争策略。 （2）低价格反过来降低了促销活动的必要性，使沃尔－马特通过减少促销费用更有效地降低销售成本。（3）由于“天天都是低价格”，价格相对稳定，使销售更容易预测，由此缺货和货物积压的可能性被大大降低。（4）低价格把消费者吸引过来，并最终导致了商店单位营业面积销售收入的提高。
In the cross-docking system, stocks are constantly delivered by suppliers to Wal-Mart’s warehouses everywhere; after selection and packing, they will be sent to various retail outlets, and zero inventories are normally the case, because the stocks are always on the move, little is detained in the warehouse. The distribution centers never take more than 48 hours between the time an order was issued and the goods received by a retail outlet. A series of advantages derive from this highly efficient operation system; (1) It enables Wal-Mart to fully exploit the transportation capability, ensuring a high level of inventory and avoiding the extra cost usually accompanied by over stocking. On this alone, Wal-Mart saves about two to three percent of selling cost compared to the average standard; and this saving enables Wal-Mart to implement the competitive strategy of “Low prices, always”. (2) Low prices reduce the necessity of promotions, and the reduction of promotional costs in turn lower the selling costs effectively. (3) The “Low prices, always” strategy results in relatively stable pricings, making sales forecast much easier and the possibilities of under or over stocked are greatly reduced. (4) The low prices attract the consumers; consequently, the size of the store and the sales revenue are greatly improved.

哇~好多机器~

应该是英语吧

沃尔 - motor (Wal-Mart) by sam Worton (Sam Walton) organized in
1945, at first  was a family firm. In 1962, the imitation US
biggest discount retail merchant triumphant motor,  has set up own
first discount store at that time. In 1970 the group completed public
holding company,  and to in the same year licenses in the New York
Stock Exchange to go on the market. Enters for the 80's, 沃尔 - the
motor rapid development,  surmounted the triumphant motor and Sears
to the beginning of the 90's, becomes in the world the biggest retail
merchant. The data display, 1995 year's end, the  沃尔 - motor
altogether had store 2,833 in the whole world, 2,176 discounts store,
154 super shopping centers, the 453 sam club (stored in a storehouse
type store) and 30 matches delivers the center; In 1996, the  沃尔
- motor year sales volume reached as high as 10.6 billion US dollars,
after the tax profit more than 300 million US dollars, was head of the
global retail merchant,  also the ratio is in the second Sears
company sales volume to outdo 1.7 times, after the tax the profit
outdoes 1.4 times; The American magazine announcement entire American
first 50 big companies received in the order list in 1996, the 
沃尔 - motor was only inferior to the General Motors, the Ford Motor
Company and the Exxon corporation glory occupies fourth. At this
point, the  沃尔 - motor development tendency still did not reduce.
In 1996, 沃尔 - the motor set up the first Chinese branch store in
Shenzhen,  has brought a giant shock wave for China's retail trade.

 well known, the retail trade belongs enters the barrier not not
high, the competition quite intense, the non- high speed growth,  is
very difficult to obtain the high quota profit "fragmentariness
profession". However, is in such profession, the  沃尔 - motor has
actually obtained the so huge success, the secret what in?

The  majority person believed, 沃尔 - the motor succeeds the
secret lies in: (1) has to be good at raising morale,  is good at
grasping the opportunity the leadership sam Worton; (2) formed one
kind of everybody all to provide the high-quality service the
enterprise culture; (3) encourages the staff to hold the stock, causes
the staff to become the company "the partner"; (4)"all is daily the
low price" competition strategy. Certainly, but also some people
mentioned 沃尔 - the motor welcomes to the customer escorts to,  as
well as 沃尔 - the motor big store and the large-scale management
bring scale benefit. However, the  further research discovered that,
沃尔 - the motor succeeds the true secret, lies in it to adopt based
on the strength competition strategy.

 first looks at 沃尔 - the motor management goal. The  沃尔 -
motor management goal compares and the  nothing too big difference
with other retail sales enterprises, they are: First, provides the
quality product to the customer,  these products the time and the
place which wants in the customer can deliver immediately to their
hand in; Second, strengthens the cost management,  guaranteed the
product price is competitive; Third, creates and maintains the
corporate image which absolutely may trust. In order to achieve these
goals, the  沃尔 - motor the company supplemented stores goods the
way took the competition strategy the core and the competition
strength are at,  founded 独具特色 "the cross wharf
(cross-docking)" the goods in stock

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