안녕하세요 여기 무료번역을 검색하다가 들어오게 됬습니다.
정말 급하지만 번역해줄 사람이 없고 저의 능력으로는 한계가 있어서 이렇게 들어오게 되었습니다. 혹시 번역해주실 수 있으신가요 ? ㅠㅠ 처음이지만 부탁드립니다.
그리고 사이트 활용버이나 그런것좀 알 수 있을까요 ?
Artwork: Rachel Perry Welty, Lost in My Life (price tags), 2009, pigment print
Photography: Rachel Perry Welty and Yancey Richardson Gallery, NY
When Ron Johnson left Target in 2000 to join Apple as senior VP for retail, conventional wisdom held that a computer maker couldn’t sell computers. Johnson tossed out the retailing rule book and, working alongside Steve Jobs, built the Apple Store from scratch. In November 2011 Johnson took the reins as CEO of the venerable J.C. Penney department store where investors and the board hope he’ll work some of his magic. In this edited interview, HBR senior editor Gardiner Morse talked with Johnson about innovation, leadership, and when to trust your gut.
Photography: Getty Images
HBR: Brick-and-mortar retailers are struggling, in part because of the growth of e-commerce. Is the traditional retail model broken?
Johnson: I don’t think the model is broken at all. Many stores are executing it very well. Look at the Apple Stores, which have annual sales averaging $40 million per store in a category that in 2000 everyone said would move entirely to the internet. Today the Apple Stores are the highest performing stores in the history of retailing. Physical stores are still the primary way people acquire merchandise, and I think that will be true 50 years from now.
Aren’t consumers dramatically shifting their buying to the internet?
It varies a lot by category, but only about 9% of U.S. retail sales are online today, and that rate is growing at only about 10% a year. And a lot of that buying is from the online businesses of physical retailers like J.C. Penney and Apple. In reality, what’s growing is physical retailers’ extension into a multichannel world. It’s not as though there’s a physical retail world and an online retail world, and as one grows, the other declines. They’re increasingly integrated. But physical stores will remain the main point of contact with customers, at least for the stores that take the lead in this integrated environment.
How do you take the lead?
A store has got to be much more than a place to acquire merchandise. It’s got to help people enrich their lives. If the store just fulfills a specific product need, it’s not creating new types of value for the consumer. It’s transacting. Any website can do that. But if a store can help shoppers find outfits that make them feel better about themselves, for instance, or introduce them to a new device that can change the way they communicate, the store is adding value beyond simply providing merchandise. The stores that can do that will take the lead.
So how does a traditional retailer figure out how to create value?
For most stores, moving from a transaction mind-set—“how do we sell more stuff?”—to a value-creation mind-set will require a complete overhaul. The Apple Store succeeded not because we tweaked the traditional model. We reimagined everything. We completely rethought the concept of “try before you buy”: You can test-drive any product, loaded with the applications and types of content you’re actually going to use, and get someone to show you how to use it. If you buy it, we’ll set it up for you before you leave the store. If you need help after that, you can come back for personal training. If there’s a problem, you can usually get it fixed faster than a dry cleaner can launder your shirt. We also reinvented the sales associates’ job. Until the Apple Store launched, customers went to a technology store to acquire a product, and it was often an awful experience driven by a salesperson on commission whose main interest was in emptying your wallet. Apple Store associates are not on commission, and they don’t try to sell you anything. They have one job: to help you find the product that’s right for you, even if it’s not an Apple product. All those things create value beyond the transaction.
You’ve just taken the helm at J.C. Penney. Isn’t it a pretty risky proposition to completely reinvent a department store?
The opposite is what’s risky. Over the past 30 years the department store has become a less relevant part of the retail infrastructure, largely because of decisions the stores have made. As America exploded with big box and specialty stores and new shopping formats, department stores abdicated their unique role instead of engaging the competition. They retreated from categories and assortments that made them distinctive. They didn’t think about the future so much as try to protect the past.
There’s no reason department stores can’t flourish. They can be people’s favorite place to shop. They’ve got all these strategic advantages—the lowest cost of real estate, exceptional access to merchandise, scale to create enormous marketing power, colocation with specialty stores. And people like stores with huge assortments and one-stop shopping. They love Walmart. They love Target. So it’s not department stores’ size or location or physical capabilities that are their problem. It’s their lack of imagination—about the products they carry, their store environments, the way they engage customers, how they embrace the digital future. There’s nothing wrong with the capability. There’s a problem with the execution.
So you foresee the resurgence of the department store?
Every decade there are one or two retailers that change the game and profoundly influence the entire industry. The 1980s were the Walmart decade, with its new use of IT, supply chain innovation, and pricing. And the Gap reinvented the specialty store in the 1990s with a narrow assortment of private-label goods and a novel presentation and store experience. It’s the model that every specialty store has followed since. You could argue that Amazon on the e-commerce front and the Apple Store with the customer experience are the major influences in the industry from 2000 to the present. It remains to be seen what’s going to happen in the next decade. I think there will be one leader in the retail space. The question is who. There are good reasons to think it could be a department store.
Maybe it will be the retailer that best integrates the virtual and physical experience.
That will be a very big part of it, I would say. Certainly it will be about the integration of the mobile internet and the in-store experience. But more broadly I think the leaders will be the ones that figure out how to do integration in ways that create value. Think about the online experience today. What online does best is compete on price and, depending on your circumstances, convenience. That doesn’t create new value. It’s a race to the bottom—the lowest cost and fastest fulfillment.
.gif)
조회 : 1,666
