市場營銷外文翻譯--零售新策略為今天謹(jǐn)慎的消費(fèi)者提供更適合的產(chǎn)品

1、<p>　　2160單詞，11000英文字符，4880漢字</p><p>　　出處：Leonard Lodish. New Retail Strategies: Offering a Better Fit for Today’s Careful Consumers [J]. Marketing Letters, 2011, 5(4):395-411.</p><p>　　NEW

2、 RETAIL STEATEGIES: OFFERING A BETTER FIT FOR TODAYS CAREFUL CONSUMERS</p><p>　　Leonard Lodish</p><p>　　Retailers looking for growth in today's economy might pick up a lesson or two from Coc

3、a-Cola's Freestyle vending machines. First tested in 2009 and now rolling out full force nationwide, the futuristic touch-screen machines offer customers 125 different beverage choices, from flavored Dasani waters an

4、d sports drinks to Diet Cherry Coke. Customers can even create their own combinations -- Fanta Orange and vanilla cream soda, anyone? -- or try flavors unavailable elsewhere, like Raspberry Coke. Th</p><p>　

5、　Coca-Cola is dispensing more than just flavored water, says Wharton marketing professor Jerry Wind. The company is also creating excitement, tapping into social networks, giving people a chance to customize their own pr

6、oduct and empowering customers in ways that a traditional vending machine can't match. Those are important retail strategies in today's economy, where one out of five people in the United States is either unemplo

7、yed or underemployed and consumers remain reluctant to spend.</p><p>　　Since the recession began in 2008, retail in the U.S. has split into "two extremes," Wind notes. On one hand, there is the lux

8、ury market, which caters to a small segment of wealthy people unaffected by economic ups and downs. Aside from a drop-off at the beginning of the recession, when luxury spending seemed ungainly, this segment still spends

9、. On the other hand are discount brands, which have grown their market share as consumers scrimp and trade down to cheaper products. Brands that fall betw</p><p>　　In many ways, it's a retail story that

10、never changes, says Wharton marketing professor Leonard Lodish: "Retailers that really solve problems and delight consumers in ways that other retailers can't ... do very well."</p><p>　　The re

11、cession has forced many retailers to get back to basics, according to Barbara Kahn, a Wharton marketing professor and director of the Jay H. Baker Retailing Center at Wharton. In today's environment, where shoppers c

12、arefully consider each purchase, retailers can't afford to be sloppy about what they offer. "I think this has been a good lesson for retailers," she says. "You really have to deliver genuine value.&quo

13、t; That doesn't always mean offering the cheapest product, Kahn points out. Apple </p><p>　　What it does mean is that the price has to be right. To the value-conscious consumer, for example, a classic su

14、it made of cheap fabric would be no more appealing than a trendy outfit made of the finest silk: Neither would last long -- the first because of the material, the second because of style. A better fit for today's car

15、eful consumer: a classic suit made well, or a fashionable outfit made affordably.</p><p>　　"Our shopping patterns have changed," Kahn says. "That should change retailers' behavior, too.&qu

16、ot;</p><p>　　Golf Balls Online 24/7</p><p>　　Whether shopping on Amazon or finding deals through social networks, consumers have also learned to save money online, and that promises to be "

17、a permanent behavioral shift," notes Wharton marketing professor David R. Bell. "The Internet just offers so many ways to save -- both through the advice, opinions and experiences of others, and through the dir

18、ect deals from sellers. Once consumers have had great deals and great advice, it makes no sense to shift back."</p><p>　　But retailers are missing the point if they only use online media to promote in-s

19、tore sales. Finding new ways to make sales online is also a huge area for growth. Indeed, the game is no longer limited to e-commerce, notes the August issue of Chain Store Age, a trade magazine for retailers: Now there&

20、#39;s also F-Commerce, M-commerce, S-commerce and V-commerce -- that's Facebook, mobile, social media and video.</p><p>　　"I think customers respond to [social marketing] if it's a two-way dialo

21、gue," according to Erin Armendinger, managing director of the Baker Center. "People want to be heard. People want to talk. This gives them an outlet." Companies that are very responsive to their online com

22、munity -- retailers like Nordstrom and Victoria's Secret -- get more out of the interaction than just online sales. Like Coke's vending machine, which sends data back to the Atlanta headquarters about taste prefe

23、rences and </p><p>　　"It's a way to link everything," David Jaffe, president and CEO of Suffern, N.Y.-based Ascena Retail Group, says of the company's multi-channeled online strategy. Ascen

24、a is the parent company of dressbarn, maurices and the Justice brands. The company uses online formats to reach out to existing customers about store promotions, but also uses online forums to do surveys and promote even

25、ts that build up the brand.</p><p>　　Recent examples include maurices' "Small Town Sound" and "Main Street Model" contests, online campaigns that tapped the store's customers to f

26、ind girl-fronted bands and models from small towns across the country. "It's not so much about the product; it's about the brand," Jaffe notes. "If we get people engaged in the brand, it's much

27、 easier to get them from thinking about the brand to thinking about the products."</p><p>　　The online world also opens up sales opportunities that stores can't match, says Edward W. Stack, chairman

28、 and CEO of Dick's Sporting Goods, a specialty sporting goods retailer based in Pittsburgh. For example, the store's online site offers customers the entire line of FootJoy Golf Shoes, a selection impossible to s

29、tock in a bricks-and-mortar store. Customers can order customized athletic shoes or golf balls online. Dick's is marketing its online business aggressively and adding new products li</p><p>　　Not every r

30、etailer is following suit. According to Chain Store Age, 87% of consumers say they expect retailers to be able to track an order via any channel, but only 46% of retailers offer this ability. Nevertheless, online retail

31、sales are up almost $21 billion from last year, according to Forrester Research, an independent research firm in Cambridge, Mass. Forrester also forecasts mobile commerce sales to have a compound annual growth rate of 39

32、% every year until 2016, increasing to $31 billio</p><p>　　Copying the Mannequins</p><p>　　The increasing competition and tighter spending in the U.S. has sent a rising number of retailers looki

33、ng abroad for greener pastures, hoping to grow by moving into markets where shoppers still spend freely. "There aren't many new markets in the U.S., so internationally, where do you go?" Armendinger asks. &

34、quot;You go to emerging economies where there are pockets of wealth and places that have an affinity for brands."</p><p>　　Wharton marketing professor Stephen Hochagrees. In the U.S., "everybody

35、9;s trying to figure out how to make their dollars go farther." U.S. retailers are looking at the market "and saying, 'I can't grow here, I have to grow, so I have to grow somewhere else.'"<

36、/p><p>　　"Somewhere else" often includes China, where conspicuous consumption is now the norm. For apparel retailers, China has become the most attractive emerging economy in the world, according to a

37、 recent study by Chicago-based consulting firm A. T. Kearney, primarily due to rapid economic growth and increasing incomes. Gap opened stores in Beijing and Shanghai in 2010, for example, and PVH Apparel Group hopes to

38、splash its Izod brand across 3,000 stores in China over the next five years. Luxury brand</p><p>　　The Chinese "have a thirst for brands, [which] they see as signifying wealth," says Armendinger. A

39、nd their sights are not only set on luxury brands. In general, there are not a lot of strong domestic Chinese brands, so it's an open field, she notes. Nike, for example, is a common brand in the U.S., but it carries

40、 high status in China. Chinese shoppers are still excited by brands, labels and logos, Armendinger adds -- even if they haven't quite yet figured out how to mix and match and make them t</p><p>　　"C

41、hina is the big place for all the foreign retailers," says Hoch -- and that's not just because Chinese consumers are eager to sample new foreign goods. China's government is also rolling out the welcome mat.

42、 The global recession made it clear to China that its economy was far too dependent on exports. The Chinese government is "very interested in encouraging foreign investment by retailers [in order to] to jack up cons

43、umer spending, so the government doesn't have to [continue to] spend to get </p><p>　　China's rapid economic growth is a double-edged sword for retailers who source goods from China but don't sel

44、l there. "Inflation that's coming out of China is something virtually all retailers are concerned about," says Stack of Dick's Sporting Goods, which has sourcing offices in Hong Kong and mainland China,

45、 but sells virtually all of its products in the U.S. market. Costs of those goods are going up, he says, and will probably lead to price increases for U.S. consumers beginning next year.</p><p>　　India is an

46、other market that companies are revisiting. In the past, India was a difficult market for foreign retailers because it placed restrictions on multi-brand retail, according to Hoch. Walmart, for example, had to partner wi

47、th a local entity to open its first cash-and-carry stores. "Recently, India has changed and decided that foreign multi-brand retailers can operate in India and have more than 50% ownership," Hoch says. "It

48、's not as easy as China, but it's still a big market."</p><p>　　Latin America is also hot, according to another A.T. Kearney study, which ranked Brazil as the top developing country overall for

49、retailers in 2011. South American countries fared well during the recession, the study noted, with overall 6% growth in 2010. Brazil's attraction: expected GDP growth of 5% year over year for the next five years, &qu

50、ot;substantial" government infrastructure projects in the works and a large urban population that is increasingly eager to spend.</p><p>　　"In Internet retailing, Brazil is about 10 years behind th

51、e U.S.," according to Lodish, "but it is growing faster.... You're going to see a lot of growth in places like Brazil." Uruguay, Chile and Peru also made A.T.Kearney's top 10 list because of their

52、growing economies. Uruguay's GDP grew 8.5% in 2010. Chile's GDP grew 5.2% in 2010 and is expected to grow 6.1% in 2011, in part due to government incentives to increase retail consumption. Retailers are also push

53、ing into parts of the Middle East</p><p>　　Other retailers are expanding closer to home: Clothier J. Crew Group this month opened its first Canadian store in Toronto, and reportedly plans another 20 or so in

54、 Canada over the next few years. And after spreading stores throughout the U.S. and Canada, Williams Sonoma plans to open its first upscale kitchen store in London in 2012 to kick off its international expansion. Ascena

55、picked up stores in Canada when it acquired 905 Justice stores in November 2009 from Tween Brands. "We see Canada </p><p>　　Some retailers that haven't yet made the global leap are finding that th

56、eir online presence can become a bridge to overseas markets, says Baker's Armendinger. "Facebook is global. It's all over the world," she points out. "People are 'liking' brands and talking

57、 to them. [Retailers] have global consumers now because of Facebook." The social media interaction can give retailers valuable data on where their foreign fans are, and where their new markets may be. "The firs

58、t way [retailers] dip their t</p><p>　　零售新策略：為今天謹(jǐn)慎的消費(fèi)者提供更適合的產(chǎn)品 </p><p><b>　　倫納德·羅迪士</b></p><p>　　在今天的經(jīng)濟(jì)形勢中尋求增長的零售商，或許可以從可口可樂公司的Freestyle售賣機(jī)中得到一些啟發(fā)。經(jīng)過2009年的初步測試之后，F(xiàn)r

59、eestyle售賣機(jī)現(xiàn)已在全國遍地開花，從加味瓶裝水達(dá)沙尼（Dasani）和運(yùn)動飲料，到無糖櫻桃可樂（Diet Cherry Coke），這款新潮的觸摸屏機(jī)器能為消費(fèi)者提供125種不同的飲料。消費(fèi)者甚至可以自行制作混合飲料——比如說，芬達(dá)橙味汽水（Fanta Orange）和香草冰激凌蘇打，有人喜歡嗎？也可以嘗試在其他地方?jīng)]有的口味，比如Raspberry Coke。本月，公司在Facebook和智能手機(jī)上推出了應(yīng)用軟件，消費(fèi)者可以據(jù)此

60、自行制作混合飲料并為其命名。公司的目標(biāo)是，有朝一日，利用這些應(yīng)用可以為消費(fèi)者“吐出”一個條形碼，在Freestyle售賣機(jī)上掃描一下，機(jī)器就能自動為他們配制個性化的混合飲料。</p><p>　　沃頓商學(xué)院市場營銷學(xué)教授杰瑞·溫德（Jerry Wind）談到，可口可樂公司推出的不僅僅是加味瓶裝水。該公司還創(chuàng)造了令人激動的體驗(yàn)，挺進(jìn)了社會性網(wǎng)絡(luò)，給人們提供了自行定制產(chǎn)品的機(jī)會，并以傳統(tǒng)售賣機(jī)無法匹敵的方式

61、為消費(fèi)者賦予了自主權(quán)。在今天的經(jīng)濟(jì)形勢下——每5個美國人就有一人要么失業(yè)，要么就業(yè)不足，消費(fèi)者很不愿意花錢——因此，這些都是重要的零售戰(zhàn)略。</p><p>　　自2008年爆發(fā)經(jīng)濟(jì)衰退以來，美國的零售商走向了“兩個極端”，溫德談到。一方面是奢侈品市場，該市場迎合的是不受經(jīng)濟(jì)繁榮和衰退影響的小規(guī)模富裕群體。在這場經(jīng)濟(jì)衰退之初，他們在奢侈品上的消費(fèi)似乎很吝嗇，其后，這個細(xì)分群體便開始一如既往地大把花錢。另一方面是折

62、扣品牌市場，隨著消費(fèi)者日益精打細(xì)算以及轉(zhuǎn)而購買便宜的產(chǎn)品，這個市場的份額得以不斷增長。而身處兩類市場中間地帶的品牌則持續(xù)遭受擠壓，溫德談到，要想讓自己的產(chǎn)品引人注目，它們必須創(chuàng)造出令人激動的體驗(yàn)。</p><p>　　從很多方面來說，這都是一個亙古未變的零售故事，沃頓商學(xué)院市場營銷學(xué)教授倫納德·羅迪士（Leonard Lodish）談到：“那些能切實(shí)解決問題，并能以其他零售商無力采用的方式取悅消費(fèi)者的零

63、售商……表現(xiàn)良好?！?lt;/p><p>　　沃頓商學(xué)院市場營銷學(xué)教授、沃頓商學(xué)院“杰伊·貝克零售業(yè)研究中心”（Jay H. Baker Retailing Center）主任巴巴拉·卡恩（Barbara Kahn）認(rèn)為，這場經(jīng)濟(jì)衰退迫使很多零售商回到了零售的根本原則。在今天這個消費(fèi)者謹(jǐn)慎考慮每次購物的環(huán)境中，零售商可承擔(dān)不起草率提供商品的損失。“我認(rèn)為，對零售商來說，這是個很好的教訓(xùn)?！彼劦?。

64、“你必須提供真正的價(jià)值?！辈贿^卡恩還談到，這并不意味著你提供最便宜的產(chǎn)品。蘋果公司（Apple）就是企業(yè)的一個典范，盡管爆發(fā)了經(jīng)濟(jì)衰退，可它依然能銷售定價(jià)不菲的精巧電子產(chǎn)品。</p><p>　　提供真正的價(jià)值意味著商品的價(jià)格必須要恰當(dāng)。舉例來說，對有價(jià)值意識（value-conscious）的消費(fèi)者來說，比起用最好的絲綢制作的時髦外套來，一套用便宜的布料制作的正統(tǒng)套裝沒有更大的吸引力，但兩款服裝都不能穿用很久—

65、—前者是因?yàn)榭钍剑笳邉t是因?yàn)椴剂?。所以，對今天挑剔的消費(fèi)者更適合的產(chǎn)品是：一套制作精良的正統(tǒng)套裝，或者是人們買得起的時髦外套。</p><p>　　“我們的購物方式已經(jīng)發(fā)生了改變。”卡恩談到。“零售商的行為方式同樣也需要改變。”</p><p>　　高爾夫球在線，每天24小時，每周7天</p><p>　　此外，無論是在亞馬遜（Amazon）上買東西，還是通過社會

66、性網(wǎng)絡(luò)購物，消費(fèi)者還學(xué)會了通過在線購物的方式省錢，而且有望成為“永久性的行為轉(zhuǎn)變”，沃頓商學(xué)院市場營銷學(xué)教授大衛(wèi)·貝爾（David R. Bell）談到。“互聯(lián)網(wǎng)為人們提供了如此之多的省錢途徑——他人的建議、評論和經(jīng)驗(yàn)，以及直接從零售商那里購買都能讓人們省錢。一旦消費(fèi)者完成了理想的交易、獲得了良好的建議，就不會再回到以前的購物方式了。</p><p>　　但是，如果零售商只是利用在線媒體為實(shí)體店促銷，它

67、們就沒有抓住要領(lǐng)。發(fā)現(xiàn)新途徑實(shí)施在線銷售同樣也是取得增長的一個重要領(lǐng)域。的確，這場游戲已經(jīng)不僅限于電子商務(wù)（e-commerce）了，零售商的行業(yè)性雜志《連鎖店時代》（Chain Store Age）在8月號的一篇文章中指出：現(xiàn)在，還出現(xiàn)了F商務(wù)（F-Commerce）、M商務(wù)（M-commerce）、S商務(wù)（S-commerce）和V商務(wù)（V-commerce）——它們分別指Facebook、移動電話（Mobile）、社交網(wǎng)絡(luò)（soc

68、ial media）和視頻（video）。</p><p>　　“我想，消費(fèi)者對社會行銷（social marketing）的反應(yīng)就好像是在進(jìn)行一次雙向?qū)υ??！苯芤?#183;貝克零售業(yè)研究中心執(zhí)行董事埃林·亞蒙丁澤（Erin Armendinger）談到?！叭藗兿Ｍ约旱穆曇舯宦犚?，人們渴望交流。而這些渠道則給了他們一個出口。”比起只是在線銷售來，那些對在線社區(qū)做出積極反應(yīng)的公司——比如，諾斯特羅姆（

69、Nordstrom）（全球頂級高端百貨公司之一——譯者注）和維多利亞的秘密（Victoria's Secret）（全球最著名的內(nèi)衣品牌之一——譯者注）等零售商——在與消費(fèi)者的互動中獲得了更多的收益。就像可口可樂公司的售賣機(jī)——可以將人們的口味偏好和購物行為等數(shù)據(jù)傳回亞特拉大的公司總部——一樣，一個人氣旺盛的在線社區(qū)同樣可以給零售商提供大量的市場數(shù)據(jù)，而這些數(shù)據(jù)就是了解消費(fèi)者需求的窗口。</p><p>　

70、　“這是聯(lián)通一切的途徑?！笨偛吭O(shè)在新澤西州西沙芬（Suffern）的Ascena零售集團(tuán)（Ascena Retail Group）董事長和首席執(zhí)行官戴維·賈菲（David Jaffe）在談到公司多渠道在線戰(zhàn)略時說。Ascena零售集團(tuán)是dressbarn、maurices 和Justice等品牌的母公司，公司不但利用在線手段將商店的促銷信息傳達(dá)給現(xiàn)有的消費(fèi)者，而且還利用在線論壇進(jìn)行調(diào)查以及宣傳品牌的促銷活動。</p>

71、;<p>　　最近的活動包括maurices品牌發(fā)起的“小鎮(zhèn)之聲”（Small Town Sound）和“主街模特”（Main Street Model）競賽，這場在線行銷活動發(fā)動商店的消費(fèi)者在全國的小鎮(zhèn)尋找面向女孩的樂隊(duì)和模特。“活動的訴求點(diǎn)并不是產(chǎn)品，而是品牌?！?賈菲談到。“如果我們讓人們參與到品牌建設(shè)中來，那么，我們就能讓他們更容易地想到品牌，而不是想到產(chǎn)品?！?lt;/p><p>　　此外，在

72、線世界還為企業(yè)提供了實(shí)體商店無法匹敵的機(jī)會，總部設(shè)在匹茲堡的專業(yè)體育用品零售商迪克體育用品公司（Dick's Sporting Goods）的董事長和首席執(zhí)行官愛德華·斯塔克（Edward W. Stack）談到。舉例來說，這家商店的網(wǎng)站為消費(fèi)者提供FootJoy高爾夫鞋的全線產(chǎn)品，而一家實(shí)體商店是不可能提供這么多產(chǎn)品的。迪克體育用品公司正在大力推廣其在線業(yè)務(wù)，而且增加了手機(jī)應(yīng)用等新產(chǎn)品，以期將在線機(jī)會轉(zhuǎn)化為收入?！拔?/p>

73、們想讓人們一天24小時都可以在我們這里購物?！彼顾苏劦健！拔覀兿胱屓藗?nèi)魏螘r候都能從我們這里購物?！?lt;/p><p>　　當(dāng)然，并不是每家零售商都在跟進(jìn)?！哆B鎖店時代》雜志提供的數(shù)據(jù)顯示，87%的消費(fèi)者稱，希望零售商能利用各種途徑讓他們跟蹤訂單的狀態(tài)，但是，只有46%的零售商提供了這樣的服務(wù)。然而，總部設(shè)在馬薩諸塞州劍橋（Cambridge）的獨(dú)立研究機(jī)構(gòu)弗雷斯特研究公司（Forrester Research）

74、的數(shù)據(jù)顯示，在線零售額依然比去年增加了近210億美元。弗雷斯特研究公司還預(yù)測說，截止到2016年，手機(jī)商務(wù)的銷售額每年將以39%的復(fù)合增長率增長，2016年將會增長到310億美元。零售商面臨的危險(xiǎn)是：手機(jī)用戶可能會利用手機(jī)在其他地方購物。在線購物比價(jià)網(wǎng)站PriceGrabber在3月進(jìn)行的一項(xiàng)對8，000位消費(fèi)者的調(diào)查中發(fā)現(xiàn)，29%的智能手機(jī)用戶下載了至少一款購物應(yīng)用軟件。其中有三分之一的消費(fèi)者會利用這些手機(jī)購物應(yīng)用軟件比較價(jià)格，或者用

75、于尋找附近的產(chǎn)品以便購買。</p><p><b>　　復(fù)制人體模特</b></p><p>　　在美國，不斷加劇的競爭以及人們?nèi)找婢o縮開支的消費(fèi)行為，促使越來越多的零售商在海外尋找更好的市場，希望通過進(jìn)入購物者仍然在自如花錢的市場來得到增長?！懊绹呀?jīng)沒有多少新市場了，那么，從國際市場來看，你會去哪兒呢？”亞蒙丁澤問道?！笆堑?，你會去新興經(jīng)濟(jì)體，那里有大量的富人，人

76、們對品牌也寵愛有加?！?lt;/p><p>　　沃頓商學(xué)院市場營銷學(xué)教授斯蒂芬·霍奇（Stephen Hoch）也同意這一觀點(diǎn)。在美國，“每個人都在想怎么把錢花得更值?！泵绹牧闶凵炭粗就潦袌觥白匝宰哉Z：‘我在這兒已經(jīng)無法增長了，可我必須得增長，所以，我只能到其他地方去增長了。’”</p><p>　　這里所說的“其他地方”往往包括中國，在中國，炫耀性消費(fèi)現(xiàn)在已經(jīng)成了常態(tài)。對服裝零

77、售商來說，中國已經(jīng)成了全球最具吸引力的新興經(jīng)濟(jì)體，設(shè)在芝加哥的咨詢顧問機(jī)構(gòu)科爾尼管理咨詢公司（A. T. Kearney）最近進(jìn)行的一項(xiàng)研究表明，這主要是因?yàn)橹袊?jīng)濟(jì)的快速增長和人們收入的不斷增加。舉例來說，2010年，蓋普公司（Gap）就在北京和上海開設(shè)了商店，PVH服裝集團(tuán)（PVH Apparel Group）希望在未來5年的時間里，在中國為其著名休閑品牌Izod開設(shè)3，000家商店。奢侈品品牌在中國尤其受歡迎，人們將這類品牌視為身

78、份的象征。</p><p>　　中國人“對品牌產(chǎn)品如饑似渴，他們認(rèn)為品牌就意味著財(cái)富?！眮喢啥烧劦?。他們的著眼點(diǎn)并不僅限于奢侈品品牌?？傮w而言，中國還沒有多少強(qiáng)勢本土品牌，所以說，這里有很多機(jī)會，她談到。舉例來說，在美國，耐克（Nike）只是一個大眾品牌，但在中國，這個品牌卻有很高的地位。亞蒙丁澤還補(bǔ)充談到，中國消費(fèi)者依然在為品牌、標(biāo)簽和標(biāo)識而興奮——即便他們還沒弄清應(yīng)該如何搭配和如何適合自己?！霸谥袊?，人們走

79、進(jìn)商店看到一個人體模特穿著多種品牌的衣服，他們會說：‘我想要這套?！m然經(jīng)濟(jì)已經(jīng)興盛了，可他們依然還是個新興經(jīng)濟(jì)體?！?lt;/p><p>　　“對所有外國零售商來說，中國都是個絕好的地方?！被艨苏劦剑@不只是因?yàn)橹袊M(fèi)者渴望得到新潮的外國產(chǎn)品。中國政府也在與外國零售商熱情相擁。這場全球經(jīng)濟(jì)衰退讓中國清醒地認(rèn)識到，自己的經(jīng)濟(jì)嚴(yán)重依賴出口?！盀榱舜碳はM(fèi)者的支出，中國政府對鼓勵外國零售商的投資非常感興趣，這樣，政府就

80、不必為了促進(jìn)全國經(jīng)濟(jì)的增長而持續(xù)投資了?！被艨苏劦健?lt;/p><p>　　對將產(chǎn)品制造外包給中國但在本土銷售的零售商來說，中國快速增長的經(jīng)濟(jì)是“一把雙刃劍”?！爸袊l(fā)的通貨膨脹讓幾乎所有的零售商都深表關(guān)切?！?迪克體育用品公司的斯塔克談到，該公司在香港和中國大陸設(shè)有采購辦事處，但幾乎所有產(chǎn)品都在美國銷售。這些產(chǎn)品的制造成本在不斷增長，他談到，對美國的消費(fèi)者而言，從明年年初開始，商品的價(jià)格很可能會上漲。</

81、p><p>　　印度是各家零售商反復(fù)考察的另一個市場?；艨苏劦?，過去，對外國零售商來說，印度是個很難進(jìn)入的市場，因?yàn)樵搰鴮Χ嗥放屏闶郏╩ulti-brand retail）企業(yè)有嚴(yán)格的限制。舉例來說，為了開設(shè)首家現(xiàn)付自提貨商店（cash-and-carry store），沃爾瑪（Walmart）必須與一家當(dāng)?shù)仄髽I(yè)合資運(yùn)營。“最近，印度進(jìn)行了改革，外國多品牌零售商可以在印度運(yùn)營，并可持有50%以上的股份?！被艨苏劦健！?/p>

82、雖然運(yùn)營環(huán)境還不如中國那么寬松，不過，印度依然是個龐大的市場?！?lt;/p><p>　　拉丁美洲市場同樣也很熱絡(luò)，科爾尼管理咨詢公司在另一項(xiàng)研究中，將巴西評為2011年零售商第一優(yōu)選的發(fā)展中國家。南美國家在這場經(jīng)濟(jì)衰退中表現(xiàn)出色，這項(xiàng)研究指出，2010年，這一地區(qū)的總體經(jīng)濟(jì)增長率為6%。巴西的吸引力在于：在未來5年中，這個國家每年的國內(nèi)生產(chǎn)總值增長率有望達(dá)到5%，政府正在規(guī)劃“大量”的基礎(chǔ)設(shè)施項(xiàng)目，數(shù)量龐大的城市人

83、口消費(fèi)熱情也在日益增長。</p><p>　　“巴西的互聯(lián)網(wǎng)零售業(yè)比美國落后大約10年?！?羅迪士談到?！暗?，巴西的這一行業(yè)增長迅速……你在巴西這樣的國家會看到大量的增長?！?得益于不斷增長的經(jīng)濟(jì)，烏拉圭、智利和秘魯同樣位列科爾尼管理咨詢公司的“頂級10國”名單。2010年，烏拉圭的國內(nèi)生產(chǎn)總值增長率高達(dá)8.5%。智利2010年的國內(nèi)生產(chǎn)總值增長率達(dá)到了5.2%，2011年有望達(dá)到6.1%，智利的高增長部分得益

84、于政府為增加零售消費(fèi)而采取的刺激措施。此外，零售商也在向中東和南非的部分地區(qū)挺進(jìn)。</p><p>　　有些零售商則在近鄰擴(kuò)張：本月，服裝零售商J. Crew Group在多倫多開設(shè)了加拿大的第一家商店，有報(bào)道稱，公司準(zhǔn)備在未來的幾年內(nèi)，在加拿大開設(shè)另外20家左右的商店。完成在美國和加拿大的擴(kuò)張之后，為拓展國際市場，高品質(zhì)家居用品專業(yè)零售商威廉姆斯·索諾瑪公司（Williams Sonoma）計(jì)劃于20

85、12年在倫敦開設(shè)首家高品質(zhì)廚具商店。自2009年11月從服裝零售商Tween Brands收購了905家Justic品牌的商店之后，Ascena零售集團(tuán)在加拿大也獲得了零售賣場。“我們將加拿大視為一個巨大的市場?！辟Z菲對沃頓知識在線談到，她還補(bǔ)充說，公司還將繼續(xù)為所有三個品牌在美國開設(shè)更多的商店。</p><p>　　有些沒有在全球擴(kuò)張的零售商發(fā)現(xiàn)，它們的在線業(yè)務(wù)已經(jīng)成了聯(lián)通海外市場的橋梁，杰伊·貝克零

86、售業(yè)研究中心的亞蒙丁澤談到。“Facebook是全球性的網(wǎng)絡(luò)，這個網(wǎng)絡(luò)覆蓋了整個世界?！彼赋觥！叭藗儯ㄔ贔acebook上）表達(dá)對品牌的喜愛，并討論品牌?！痹谏鐣跃W(wǎng)絡(luò)上的互動為零售商提供了他們的外國粉絲在什么地方，以及他們的新市場在什么地方的寶貴數(shù)據(jù)。“零售商海外業(yè)務(wù)試水的第一步，就是通過網(wǎng)站向國外發(fā)送產(chǎn)品……之后，它們就能逐步建立自己的數(shù)據(jù)庫，并查看消費(fèi)者都來自何處了?！彼劦?。越來越多的品牌專賣店走上了這條道路，亞蒙丁澤補(bǔ)充談到