经验告诉我们,按经营性质分级,比如依照业态的不同配备相应等级的商品,可以有效提高周转,降低效期。相对全国性大型连锁多采用销售额大小为标准制定门店分级管理模式而言,区域强势企业往往更多采用经营性质分级法。因为他们既有数十家门店的较大规模,又往往开展以特色服务为核心的竞争手段立足于本土,这使他们建立多种业态并存的企业格局。广东金康大药房便是较为典型的一例。分线管理在企业发展中,广东金康大药房形成了同时拥有平价卖场(15家)、店中店(25家)和社区店(35家)三种业态为一身的企业模式。三种业态所拥有的独自个性给金康创造了较强业态竞争力的同时,也为金康带来了些许麻烦,因 Experience tells us that by the nature of business classification, such as in accordance with the different formats with the corresponding level of goods, can effectively improve turnover and reduce the validity. Relatively large national chain to use more sales size as the standard formulation of store management model level, the region’s strong business tend to be more business-level classification. Because they not only dozens of large-scale stores, but also often carry out specialized services as the core of competitive measures based on the local community, which allows them to establish a variety of formats coexist corporate structure. Guangdong Jin Kang pharmacy is a more typical case. Line management In the development of the enterprise, Guangdong Jinkang Pharmacy formed a business model with three types of formats: parity store (15), shop in store (25) and community store (35). The uniqueness of the three formats has given Jinkang a strong competitive edge while bringing a bit of trouble to Jinkang