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Crossing the divide

机译:跨越鸿沟

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In the 1990s Walmart decided to advance into German territory. It was the biggest retailer in the world, with 3,800 stores in America alone and a huge pile of cash to spend. And Germany's retail sector was in a lamentable state. The Arkansas giant bought two German chains-Wert-kauf (with 21 stores) and Interspar (with 74)-and immediately began Americanising them. There were greeters at the door to wish shoppers a good day and strict instructions to smile at customers. The result was a disaster. The have-a-nice-day stuff went down like a lead Zeppelin with employees and shoppers alike. And Walmart compounded its mistakes by putting an American expat in charge of the German operations (he insisted on everybody speaking English). The company lost $150m a year and soon decided to sell out to a German rival, Metro.
机译:在1990年代,沃尔玛决定进军德国。它是世界上最大的零售商,仅在美国就有3,800家商店,还有大量现金可用于消费。德国的零售业处于悲哀状态。阿肯色州的巨人购买了两家德国连锁店-Wert-kauf(拥有21家商店)和Interspar(拥有74家商店),并立即开始对它们进行美国化。门口有欢迎者,祝购物者有个美好的一天,并有严格的指示对顾客微笑。结果是一场灾难。一天下来的事情就像领导齐柏林飞艇的员工和购物者一样下跌。沃尔玛则派一名美国移民来负责德国的行动,从而加剧了自己的错误(他坚持每个人都说英语)。该公司每年亏损1.5亿美元,并很快决定将其出售给德国竞争对手Metro。

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    《The economist》 |2013年第8857期|91-92|共2页
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