摘要
在经历了30年(1960-1990)的历练后,连锁超市已成为占主导地位的零售业态。通过坚持不懈地推广连锁经营,零售商不断冲破地域限制形成了规模经济,从而可越过批发商直接从供应商进货,原来的产销矛盾开始演化为供应商-零售商矛盾。在市场大供应链终端的零售业本身渠道运行效率提高的同时,供应商-零售商矛盾的出现对营销带来了新的挑战。本案例选择由法国人M.富安尼先生创立的于1995年进入北京市场的家乐福连锁零售公司(Carrefour,以下简称家乐福)为零售业的代表,深入研究家乐福对供应商的分类、选择、建立业务关系和奖罚等行为。在布局上,首先,简要介绍案例企业背景和家乐福的概况及其货物采购;其次,深入研究家乐福与供应商业务的建立、维护和发展;最后,详细分析家乐福对供应商的管理行为(包括奖罚等),以便进一步实例论述渠道运作中零售商与供应商的关系管理。
Through the last three decades, chain supermarket as a business model has taken a dominating status in retailing. Growing and more powerful retailers have continuously surmounted geographic strains through their unremitting effort and created scale economy. Gradually, retailers are able to surpass wholesalers and purchase goods directly from suppliers. The previous conflicts between manufacturers and middlemen have transformed into the one between suppliers and retailers. Closer to ultimate customers gives retailers the advantage to improve their efficiency significantly. Meanwhile, the conflicts between suppliers and retailers bring challenges to marketing. Using Carrefour China Co （came to China market via its Beijing branch in 1995） as an example, this paper focuses on its behaviors in classifying and selecting suppliers, building relationship and implementing evaluation and corresponding rewards and penalties. Firstly, the authors introduce the firm＇s background and its purchasing mechanism. Then, the study analyzes the building,maintaining and further developing of the business relationship. At last, it discusses Carrefour＇s behaviors towards suppliers for demonstrating its relationship management between retailers and suppliers in channel operations.
出处
《管理案例研究与评论》
2009年第3期153-163,共11页
Journal of Management Case Studies
关键词
渠道运行
零售商
供应商
关系管理
家乐福
channel operations
retailers
suppliers
relationship management
Carrefour
