英语翻译To move up to the top rung of the ladder,Albertsons has

英语翻译
To move up to the top rung of the ladder,Albertsons has borrowed a page from Wal-Mart’s book and written a few new pages of its own.The author of these efforts is CEO and president Larry Johnston.Johnston came to Albertsons from a highly successful corporate environment,having worked under Jack Welch during the peak of his tenure at General Electric.Johnston wants to use information technology to keep prices competitive while making the shopping experience more compelling.He also wants to bolster the company’s leadership with the best minds available and use motivational techniques to invigorate his employees.By approaching business strategy on these two fronts,Johnston hopes to distance Albertsons from competitors such as Kroger and Safeway and catch up to industry leader Wal-Mart.
Albertsons earmarked half a billion dollars for technology advancements in 2004.One goal of this investment is to improve the company’s profit margin.Profit margins are razor-thin in the supermarket business,averaging around one cent per dollar of sales.Currently,Albertsons earns 1.4 cents for every dollar of merchandise that sells.Wal-Mart is famous for keeping the prices of its merchandise low,but still manages to earn more than 3 cents for every dollar of sales.Albertsons must close that margin if it is to become the number one grocer in the United States.Working against Albertsons is the fact that its merchandise sells for 20 to 25 percent more on average than Wal-Mart’s product offerings.Albertsons has a wide gap to overcome.
The technology strategies put forth by Larry Johnston cover a wide range of the company’s operations.Albertsons has begun to install self-service checkout stations in some of its stores.These stations enable customers to scan the items they are buying to create a sales bill and pay for the items by swiping a credit or debit card,all without the intervention of a cashier.Using a handheld scanner,customers may scan their purchases as they place them in their shopping cart,resulting in a checkout process that may take only a few seconds.Not having to wait in line to pay at the supermarket can be a major draw for customers.Albertsons views this improvement to the shopping experience as exactly the type of change it wants to implement to keep its current customers happy,bring in new customers,and thereby increase sales revenue.

要移动到的阶梯上方,Albertsons公司借鉴了沃尔玛页面沃尔玛的书,写了一些自己的新页.这些努力的作者是首席执行官兼总裁拉里约翰斯顿.约翰斯顿来到阿尔伯森从一个非常成功的企业环境,有工作在杰克韦尔奇在他任职期间,通用电气高峰.约翰斯顿希望利用信息技术,以保持价格竞争力的同时使购物体验更具吸引力.他还希望加强公司与现有最优秀的人才使用激励的领导和技术来振兴自己的雇员.通过接近这两个方面的经营策略,希望约翰斯顿从竞争对手的距离,如阿尔伯森Kroger和Safeway和赶上行业的领导者沃尔玛.
艾伯森专项技术进步的一半,2004年10亿美元.这方面的一个投资目标是提高公司的利润率.利润率剃刀在超市业薄,平均约每美元销售额的百分之.目前,Albertsons公司每赚取美元的商品销售1.4美分.沃尔玛是著名保持其商品的价格偏低,但仍然能赚取每销售1美元超过3美分.艾伯森必须关闭,它的利润率,如果它要成为头号美国杂货店.对艾伯森工作的事实是,它的商品百分之20至25比平均水平高出沃尔玛沃尔玛的产品销售.艾伯森有很大的差距,以克服.
该技术战略提出拉里约翰斯顿提出覆盖了公司的经营范围广泛.艾伯森公司已开始安装自我的一些商店服务检测站.这些电视台让客户扫描他们所购买的项目建立一个销售法案,并通过刷卡支付没有一个出纳干预,信用卡或借记卡,所有项目.使用手持扫描器,扫描的客户可能会购买,因为它们发生在他们自己的购物车,结帐过程中产生的,可能只需要几秒钟.不必排队支付在超市可以为客户大抽奖.艾伯森认为这个改善如实变化要落实保持其现有的客户满意,吸引新的客户,从而增加销售收入类型的购物体验.