主题：【原创】笨蛋，我们要听重点：我的失败经历 -- wqnsihs
家园 库存管理水平高低决定零售业的生死和利润率
家园 零售业太难 应该还有卖场的布置、货品定价策略、营销规划等吧
家园 真材实料 不得不花！
家园 零售这个东西不好做 要从角角落落去把钱找出来。以前跟过一个零售的项目，台湾人做的。那个管理大陆人还有很多要学的东西，有些可能是大陆人做不出来的。
家园 零售业确实难做，但台湾人似乎更在行 以前接触过一个客人，在香港上市。业务板块里面有在江苏的零售业。他聊起台湾人特别擅长零售业管理。
家园 这篇一定要留名 惊喜：所有你加的好友，在本帖先送花者得【通宝】一枚
鲜花已经成功送出。
此次送花为【有效送花赞扬，涨乐善、声望】
家园 好文多宝 恭喜：你意外获得【通宝】一枚
鲜花已经成功送出。
此次送花为【有效送花赞扬，涨乐善、声望】
家园 这一篇是真功夫，花之 家园 花一个 写得很好啊.拜读
家园 在报告会上，如何吸引大家的注意是关键 知易行难啊 ！！！
家园 精辟的文，老铁也同意你 谢谢：作者意外获得【通宝】一枚
鲜花已经成功送出。
此次送花为【有效送花赞扬，涨乐善、声望】
家园 以一个从准外企出来，空降民营企业 半年就被扫地出门的职业人身份，花顶前辈好文！
有时间我也想就空降这个话题谈谈，希望到时候wxmang前辈及各位河友多多指教！
家园 支持，欢迎，期待 希望您成为wxmang第二。
家园 on 企业基础管理水平太差，尤其在商品能力、行销能力和现 企业基础管理水平太差，尤其在商品能力、行销能力和现场管理能力方面存在巨大的提升空间
---that's a common problem in China's retailing industry.
The pay is too low and it is very hard to attract talents. Smart college graduates never want to work there.
1、税前利润必须在6%--7%才能实现税后5%。
2、实际行业标杆企业成本结构（家乐福）为：人事费用占销售收入小于3.5%，税费小于3%，房租小于3%，水电气费用及设备维护小于2.5%，损耗小于0.5%，办公、行政、公关、宣传、广告等小于1%，总计小于14%。（我设定我们为14%）
3、所以运营效率必须达到：综合毛利大于20%（经营毛利大于10%，赞返毛利大于10%），才有可能实现税前6%--7%的目标。
--Your data just show that the purchasing power of Chinese is very weak. The industry/firm could not be profitable without a huge 10% supplier rebates.
The gross margin is too low for a large-scale chain store. While, it is the true indicator of how poor Chinese truly are.
To be frank, 5% after tax margin is already very high. Your boss was too greedy. In States, most supermarket chain can only generate 2-3%.
家园 BTW, on growth expectation China's nominal economic growth is 8% (highly dubious), and the consumer spending grew at around 12%.
Your boss set totally unreasonable revenue growth target at 50%--which means the organic growth can only satisfy 12% of the 50%. The 38% gap must be satisfied through merger and acquisition.
But the current family-owned firm has very very weak mid-level management: purchase, finance, accounting, store managers, human resources...
It is like a man without a solid backbone and then you ask him to run at a break-neck speed.
Your mistake: you should not accept that target at the beginning given the extremely poor infrastructure (esp., the mid-management). You should have a team with you so that you can take over the whole operation.
Parachuted CEO without a core team always die quickly. Look at Jamie Dimon of JPMorgan. Whenever he jumped the ship, he always bring several proteges with him. That guarantee that the smooth EXECUTION of his strategy.
Both you and the board underestimated the time needed for the infrastruture consolidation.