论文部分内容阅读
当超市的供应商开始拥有双重身份时,超市管理者就只有两个选择:要么平衡,要么妥协。理论上讲,供应商接管超市是一种可以尝试的改革方式,但前提是相对充裕的资金(适应零售业投资回收周期长的特点)、合理的股权配置(避免不必要的纠纷)以及专业的管理团队。可以说,这些没有完全解决的问题,从一开始就为神州联合超市的失败埋下了隐患。难以平衡的现金流进入零售业,就得遵循零售业的发展规则。比如,在零售业中,人们通常会把店铺的选址放到最
When supermarket vendors start to have a dual identity, supermarket managers have only two choices: either balanced or compromised. Theoretically, the takeover of supermarkets by suppliers is a tried-and-true method of reform, provided the relative abundance of capital (which is tailored to the length of the retail investment recovery cycle), reasonable allocation of equity (avoiding unnecessary disputes), and professional management team. It can be said that these problems are not completely solved, from the outset for the failure of China United Mall has laid a hidden danger. Difficult to balance the cash flow into the retail industry, you have to follow the retail development rules. For example, in the retail industry, people usually put the shop’s site at its best