【作者】 陈友余；

【导师】 李树丞； 聂正安；

【作者基本信息】 湘潭大学 ， 企业管理， 2006， 硕士

【摘要】 中国从2004年12月11日开始取消了外商投资商业企业在地域、股权和数量等方面的限制,并允许设立外商独资零售企业。这标志着中国零售业对外全面开放,中国零售企业已进入了国内竞争国际化阶段。而且,从长远来看,中国零售企业参与国际竞争除了要对外商“侵入”进行“本土抵御”之外,还肩负着“走出去”的使命,即对国外市场的“跨国出击”。然而,我国零售企业的现状是:经营规模普遍偏小,业态传统单一,组织化程度低,组织体系难以适应国际竞争等。在这种形势下,如何发展中国零售业及提升零售企业的国际竞争力成为政府、企业界和学术界普遍关注的焦点问题之一。自上个世纪90年代以来,以沃尔玛、家乐福为代表的一些零售企业在包括中国在内的全球范围内进行了全面布点,大举分店扩张。它们的分店发展速度非常惊人,如电脑文档中的“复制——粘贴”一样,然而从当前情况来看,这种规模扩张不但没有形成与效率之间的两难冲突,反而大大提升了企业的竞争力。“沃尔玛现象”用事实证明了零售企业可以大量地“复制”分店,对零售企业的发展提出了不容忽视的问题:零售企业为什么可以像电脑复制文件一样进行快速扩张?这种扩张模式对我国零售企业的发展有何借鉴意义?我国零售企业应当如何进行有效的分店扩张?对这些问题的研究将具有十分重要的理论和现实意义。本文思路如下:首先在理论上,从区分零售企业与生产企业业务属性出发,探索零售企业的“类似性”业务属性以及“订购性生产”经营特征与分店扩张之间的关系,通过对比分析零售企业扩张规模的三种模式:单店扩大、垂直一体化与分店扩张,得出分店扩张是零售企业扩张规模的有效途径。然后,对我国零售企业选择分店扩张模式进行了论证和阐述;对我国零售企业的分店扩张进行了初步探讨,认为我国零售企业分店扩张应该从以下几个方面着手:1、加强零售品牌建设;2、建立科学高效的经营管理体系;3、开发利用现代信息技术;4、科学选址和优化物流配送系统;5、慎重选择零售业态。最后,通过对步步高商业连锁有限公司分店扩张的实证分析,从微观层面上进一步论证了我国零售企业选择分店扩张模式对提升零售企业竞争力的重要作用。更多还原

【Abstract】 China has cancelled the restriction in such aspects as region stock right and quantity of the foreign investments in merchandising since December 11,2004, and allowed to set up the wholly foreign-owned retailer. This indicates the opening of Chinese retailing in an all-round way to the foreign capitals and that Chinese retailers have entered the overall international competition in the native country. Moreover, from a long-term view, Chinese retailers have a mission not only to participate in international competition in“a native land”that foreign businessman entered, But also“walk out”to compete in“a foreign land”. Unfortunately, the situation of the retail business of our country at present is: small in firm scale, single in the retail format style, the organization intensity is very low and its organization system does not adapt to the international competition and so on. The problem how to develop the retailing and promote its international competitiveness became a focus issue that the government, business people and scholars concerned.Ever since 1990s, some enterprises in retailing represented by Wal-Mart and Carrefour had lay out its subsection store almost everywhere in the world including China. Development speed of their subsection-store-expansion is so surprising that it just look like "duplicate-Paste" of the computer file. According to present data, this kind of scale enlargement dose not conflict with its efficiency. Instead, it have promoted the competitiveness of the enterprises greatly. The“Wal-Mart phenomenon”proved that the retail firm can“duplicate”its store in great amount with solid fact. And it has put forward a question that can’t be ignored as to the development of retailing: Why can the retail firm expand like the computer duplicate its file? What can our country’s retailers learn from this kind of expansion mode? How should the retailers of our country effectively expand its store? The answer to these questions will be very important both in theory and reality.This article is arranged as follows: firstly, by way of distinguishing the special business attribute and management feature of retailing from the business attribute of the manufacturing enterprise, I pointed out that the“similarity”and“ordered production”attributes lead to replication and alternative intervention of a retail firm. By way of contrast retail firm’s three kind of scale expansion: single store expansion, vertical integration and branch store expansion, I concluded that the branch store expansion is the effective way to expand a retail firm’s scale. Then, this text analyzed the necessity and feasibility of the branch store expansion in our country. Next, proposition of several operational questions was put forward as to the subsection-store-expansion process: 1. Strengthen the更多还原