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海未歸
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[个人文集]
游客
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作者：游客 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
匆匆上歸網掃瞄一下，算是補一下前一陣拉下的課。發現網上主題，風格都變了不少，縂算雨霽天晴。我建議大伙還是囘歸主題如何？這學期選了一門中國商務的課，感觸有加。自然這門課是為老美設計的，視角也是西方的，但從中更能了解洋人的思維。
1。中國正熱。教授是哈佛背景，娶了個中囯太太，有邀請東亞係的教授（住台灣六年）來講中國文化，哲學。有Dell Computer procurement director of DRAM Division, (annual purchase 5.0 billion)講全球，尤其是東亞的物流操作。同學來自英法意葡，以色列，黎巴嫩，埃及，沙特，智利，巴西，烏拉圭，委囯，日韓泰等。一句話，全球関注中國。看者各囯妹妹圍者你問東問西，想泡洋妞的哥們樂壞了！
2。MBA還是有價值的。那個Dell的是個黑人，原是机械工程師，在New Port造航空母艦的，商學院拿個MBA再跳到Dell，在馬來西亞混了一年，現在已是個不小的頭目，講課那天上午還与Bill Gates開會。
3。洋人對中國的了解多半還是有限而膚淺的。
4。本土化迅速。Dell的講98%海外員工已本土化，初級員工极易找，中級到資深官理還是難尋，且跳槽嚴重。海龜机會：）
5。這門課要求作一個中國項目，三月份海未歸及全班几什號人要去中國耍耍。
6。不知其他Top商學院如何，我那學校，中國女同學比男生還多，看來未來商界是女強人的！大家看”Apprentice”嗎？
附一篇課外閱讀，看看洋人已殺入低端市場了。網上眾兄弟們，加油乾！看看人家安校，銀子大把撈，“腐敗”打沖鋒，風流倜儻万人迷，直把網上綠歸一網打。弟兄們，榜樣的力量是無窮的！銀子要緊，NND,乾！
***Lessons of a China Pizza Chain***
Frenchman Shuns Premium Market,
Slashing Prices and Adding Choices
By LESLIE CHANG
Staff Reporter of THE WALL STREET JOURNAL
SHANGHAI -- In 1997, Anthony Le Corre opened a restaurant in the southwestern Chinese city of Kunming, selling pizzas for between $2.50 and $5. He got distracted by other projects and sold it. In 1999, he began selling pizzas for the same price in Chongqing, in China's heartland. His pizzeria closed after one year.
In 2001, he opened a restaurant in Shanghai, one of China's wealthiest cities. This time he is selling pizzas for as low as 10 yuan -- the equivalent of $1.20 -- undercutting an army of rivals whose cheapest pies sell for triple that price. Mr. Le Corre has three pizza restaurants, three pizza-delivery centers, and offshoots in the bakery and catering businesses. He says his company, Picolo Foodstuffs (Shanghai) Co. Ltd., is breaking even.
"The value of this company is that three years later, it is still existing, it still has customers," says Mr. Le Corre, an effusive 31-year-old Frenchman in black jeans and a crew cut who zips around town on a dark-green Italian scooter.
It's too early to say whether Picolo's "Hello Pizza" small chain will be successful. But its unusual business plan -- undercut everyone in town, pare costs to the bone, and forsake the premium market loved by most multinationals -- carries lessons for all those seeking to win the hearts, and hard-earned money, of China's consumers.
There is little room for error anymore. The fight to sell everything from hamburgers to hair-care products to consumers, particularly 400 million urban residents, makes China the most competitive market in the world, many say. Huge multinational companies are here, with sales forces and advertising budgets to match. Domestic players have achieved tremendous marketing and distribution reach at lower cost. Companies are increasingly finding themselves sandwiched between the rising costs of promotion, ads and staff salaries on one side, and razor-thin profit margins on the other amid continuing price wars.
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"The competition has intensified, and this situation will continue," says Sherry Ding, a principal at consultancy A.T. Kearney in Shanghai who focuses on the consumer goods and retail sectors. She says the China market has a bewildering number of players, yet enough space for many to get a start. "The market is very big, everyone starts from different areas, so they have room to grow in the beginning" before encountering fierce competition later on, she says.
Foreign companies are also questioning the wisdom of sticking to the premium segments that lured them in the early days. In the 1980s and 1990s, many investors entering China focused on the high-end market, selling everything from alcohol to cosmetics at double or more the prices of domestic brands. Many found themselves competing against each other in a market that proved to be tinier than advertised -- most prominently in beer, which led many breweries to make high-profile exits from China. Companies that stuck it out faced a choice: continue in the high-end market, which has fatter profit margins but may be untenably small, or go for the middle -- and tough it out fighting domestic players whose costs will always be lower.
Mr. Le Corre came to China in 1995, working as an accountant at a Swiss water company to complete his military service. Two years later, he opened the Kunming pizza restaurant. But Mr. Le Corre says he was juggling too many jobs, from representing French companies to working at the World Horticultural Expo held in Kunming, and decided to sell the restaurant. The Frenchman's second restaurant, in Chongqing, didn't stand out from the crowd because it sold standard pizzas at the standard prices. Business was bad, so he read a lot. One book he read was a history of McDonald's Corp., which bested rival burger chains by cutting prices while offering consistent quality and service. It was a revelation. "I had a vision," says Mr. Le Corre. "God came to me and said, 'Anthony, you will make 10 [yuan] pizzas.' "
With $500,000 in seed capital from private European investors, he set up a company in Shanghai to sell pizza that was super-cheap but of consistent quality. The idea was to turn pizza, seen as a fancy Western product, into something inexpensive enough to enjoy in daily life. "In China, quality is the opposite of cheap," says Mr. Le Corre. "The secret of my business is not what I put in the pizza. The secret is consistency, providing the same thing from Monday to Sunday." That effort begins in a warren of fluorescent-lit rooms, redolent of yeast, on the ground floor of an apartment building in Shanghai's Gubei district. At 9 p.m. on a recent night, a woman wearing a gauze cap and a surgical mask stands at a big metal table, chopping green peppers and scooping portions into tiny Ziploc bags. Each bag is weighed to make sure it contains exactly 30 grams of green peppers. Next to her are bags with single-pizza portions of chopped eggplant, onions, sausage and bacon. She begins packing cardboard boxes with lettuce, carrots and a small bag of salad dressing each. In the next room, another woman rolls out pizza crusts -- one after another, each resembling a giant cookie, each exactly the same. The goods are delivered to the restaurants in the morning, after the night shift gets off work.
By turning pizza making into a business of interchangeable parts, Hello Pizza has managed to minimize costs. During a weekday lunch hour at one of its restaurants, the narrow, 40-square-meter space with orange-tile floors and about a dozen light wood tables is full. An office worker typing on his laptop computer sits in front; a father and son, heads bent, eat pizzas without speaking; two women in floral-print tops eat together, and a young couple sit in back.
A staff of only four workers can handle the space that seats up to 25 customers. In a tiny kitchen in back, a young woman assembles salads and other side dishes onto serving plates. At a glassed-in cubicle in the middle of the restaurant, another woman takes out a pre-made pizza crust, spreads one Ziploc bag's worth of tomato sauce on it, another of shredded cheese, sprinkles a mix of toppings from separate bags, then pops the finished product into an oven behind her. A third woman works the cash register and another serves. In a small room behind the kitchen, a team of young men sits waiting to deliver goods on bright-yellow electric bicycles; deliveries account for more than half of sales.
The setup eliminates the guesswork, inconsistency and waste associated with preparing dishes on-premises as most restaurants do. It also allows the company to have a small staff with only limited skills that are easily taught -- key in a market where job-hopping is common. The company hires workers from neighboring provinces -- like Anhui, Zhejiang and Jiangsu -- rather than Shanghai. "They are hungry for life," Mr. Le Corre says of the migrants. "They have to go back home with something, so they work very hard." Workers make between $140 and $180 a month. Of 50 employees at the restaurants and the factory, there's only one expatriate, a French baker.
Even for cost-conscious Chinese consumers, price alone isn't enough of a draw. Initially, Hello Pizza offered only five types of pizza, each for $1.20. In 2002, Mr. Le Corre closed and then reopened the restaurants with a new design and a new menu featuring 20 different types of pizza, at prices ranging from $1.20 to $4.20 apiece. "People want not only low price, they also want choice," he says. The menu offers a variety of flavors to cater to Chinese tastes. One new offering is curry chicken pizza; other toppings include cherries and Thousand Island salad dressing, which might turn the stomachs of many Westerners but are well liked by most Chinese. Items change often to entice fickle urbanites hungry for new things. "Don't be afraid to kill off old products," Mr. Le Corre says. "Even if a product sells well, people will get sick of it."
In theory, Hello Pizza's business model lends itself to economies of scale: Once the factory is set up, it's not much harder to chop green peppers and shred cheese for 30 restaurants than just three. In reality, the business is still small; the company's sales in December were $72,000, giving it annual revenue, on that basis, of less than $1 million. About half of company revenue comes from the pizza restaurants, one-third from supplying bread and pastry products to hotels and caterers, and the rest from a bakery and occasional catering events. Mr. Le Corre is looking to double the total number of units -- encompassing restaurants, delivery centers and bakeries -- to 14 by September.
作者：游客 在 海归商务 发贴, 来自【海归网】 http://www.haiguinet.com
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 一點建議 -- 海未歸 - (19814 Byte) 2004-2-05 周四, 22:17 (1751 reads) - 有意思 -- 悍马 - (0 Byte) 2004-2-06 周五, 06:54 (217 reads)
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