印度零售業(yè),把超市請進(jìn)印度.doc

Retailing in India印度零售業(yè)Send for the supermarketers把超市請進(jìn)印度Opening up Indias chaotic, underdeveloped retailing industry to foreign supermarket chains would bring many benefits 如果混亂且不發(fā)達(dá)的印度零售業(yè)向外國連鎖超市打開大門，很多利好將會隨之而來AT first sight the Easy Day store in Gurgaon on the outskirts of Delhi seems to be a supermarket like any in the developed world. On a sunny Saturday morning housewives and couples with children push their trolleys down the long, straight aisles, choosing from well-stocked shelves that offer Western brands such as Coca-Cola and Tropicana fruit juice as well as Thums Up and Real, two Indian counterparts. At lunchtime the shop suddenly empties. It is the day of the South Africa v India match in the cricket World Cup (which India later went on to win). Outside the shop a banner wishes the India team good luck.第一眼看到位于德里近郊古爾岡的Easy Day商店，讓人感覺和發(fā)達(dá)國家的超市并無兩樣。周六陽光明媚的早晨，家庭主婦和三口之家紛紛推著手推車沿著筆直的通道逛街，挑選著商品，提供西方品牌的貨架琳瑯滿目，比方說可口可樂、純果樂果汁以及Thums Up和Real這兩家印度品牌的商品。午餐時(shí)間，商店里的人突然都走光了。今天有板球世界杯比賽：南非隊(duì)對印度隊(duì)（印度隊(duì)晚些時(shí)候贏得了比賽）。店外掛著一個(gè)祝印度隊(duì)好運(yùn)的橫幅。For the managers of the Easy Day store chain, adapting their outlets to the plethora of local rules across the Indian subcontinent, the more than 20 officially recognised languages, 14 main types of cuisine, three main religions and countless religious and ethnic festivals in this most heterogeneous of countriesin which love of cricket is one of the few constantsis a piece of cake compared with the other challenges they face. Indias “organised” retailers (ie, chains of stores, as opposed to independent, family-run shops) have to operate in the most supermarket-hostile environment among big economies in the world. The obstacles they are confronted with range from complex and sometimes nonsensical regulation to pot-holed roads, inadequate cold-storage facilities and sky-high prices for property.印度是世界上人口成分最復(fù)雜的國家，它有超過20種官方認(rèn)可語言，14種主要烹飪方式，3個(gè)大宗教以及數(shù)不清的宗教和民族節(jié)日，人們對板球的熱愛是為數(shù)不多的常態(tài)，對于Easy Day連鎖店的經(jīng)理來說，讓自己的商店適應(yīng)印度次大陸上過多的地方規(guī)矩，比起他們面對的其他挑戰(zhàn)這是小菜一碟。印度“有組織的”零售商們（比方說：連鎖店，也就是個(gè)體戶和家庭商店的對立面）不得不躋身到世界大經(jīng)濟(jì)體下最“反對超市”的環(huán)境中運(yùn)營。從復(fù)雜甚至有時(shí)無理規(guī)定到坑坑洼洼的道路，從冷藏設(shè)備缺乏到天價(jià)的物業(yè)管理費(fèi)，到處都是他們經(jīng)營商店的障礙。No wonder then that a shop like Gurgaons Easy Day is still a rarity in India. Chain stores account for only 7% of the countrys $435 billion retailing business, a far lower proportion than in other countries, including Indias BRIC peers (see chart). Most Indians do their shopping at the millions of kirana shops, small independent outfits that are often not much more than a hole in the wall, manned by the owner and maybe a relative, or from handcart hawkers and street vendors. These microbusinesses sell a limited range of goods, in tiny quantities. They are far too small to negotiate good deals with their wholesalers, who are themselves a pretty inefficient bunch. But the majority of Indians, especially in rural areas, shop with themor send their servants to shopbecause kiranas give them credit and are prepared to deliver even the smallest order to their homes. And because they often do not have any choice.難怪像古爾岡Easy Day一樣的商店在印度依然少見。連鎖商店只占印度零售銷售量4350億美元的7%，包括印度在內(nèi)的金磚四國（見圖表）在內(nèi)，這一比例遠(yuǎn)遜于在其他國家所占的比重。大多數(shù)印度人找遍地都是的吉拉納（kirana）購物，這是一種個(gè)人經(jīng)營的店，店面通常不會太大，由店主自己或者親戚經(jīng)營，或者是以手推車和街頭小販的方式經(jīng)營。這些小商販經(jīng)營的商品數(shù)量少，并且經(jīng)營范圍小。他們的規(guī)模實(shí)在是太小了以至于不必與效率極其低下的批發(fā)商們簽供貨協(xié)議。但是大多數(shù)的印度人，尤其是在農(nóng)村地區(qū)，都與吉拉那（kirana）們交易，或者是派自己的仆人去找吉拉那（kirana）買東西，這是因?yàn)榧牵╧irana）們信譽(yù)良好，并且再小的訂單也會送貨上門。還有一個(gè)原因就是：印度人通常沒有別的店面可選。Indian policymakers have talked about reforming the retail business for the past two decades, with little to show for it. The most obvious, but most politically sensitive, reform would be to scrap the ban on foreign direct investment (FDI) by multi-brand supermarket chains such as Americas Walmart and Frances Carrefour. (Single-brand retailers such as Nike or Reebok can own a 51% stake in their Indian outlets and multi-brand retailers can open wholesale warehouses, as long as they do not sell directly to consumers.)在過去的二十年間，印度當(dāng)局一直在討論零售業(yè)改革的問題，但是至今仍沒有任何動作。引入像美國沃瑪特（Walmart）和法國家樂福（Carrefour）一類的多品牌連鎖超市，這將廢除禁止外國直接投資（FDI）的禁令，這種改革是最明顯的，然而也是高度政治敏感的。（耐克和銳步之類的獨(dú)立品牌占有印度商品股份的51%，只要多品牌零售商不把產(chǎn)品直接賣給消費(fèi)者，他們甚至可以打開批發(fā)倉庫售貨）Ending the ban is fiercely opposed by the millions of kirana owners and their dependents, who are an important electoral constituency of the Hindu nationalist Bharatiya Janata Party. However, the party is not in power at the moment and the ruling Congress party did make encouraging noises by publishing a detailed discussion paper on the benefits of liberalisation last summer. It noted, for example, that heavy investment by big supermarket chains may be the best way to create an efficient “chill chain” in India, to keep food fresh from the farmers field to the shoppers basket, and thus cut the terrible waste of food caused by the absence of such facilities: perhaps a quarter or more of fruit and vegetables is lost, compared with a tenth or less in countries with better cold storage and transport. 數(shù)以百萬計(jì)的吉拉那（kirana）店主和他們的依賴者都強(qiáng)烈反對廢除這一禁令，而這些依賴者們又是印度人民黨（Bharatiya Janata Party）的重要選民。然而現(xiàn)在印度人民黨（Bharatiya Janata Party）并沒有執(zhí)政，去年夏天，執(zhí)政黨國大黨（Congress party）出版了關(guān)于“從自由化獲利”的詳細(xì)討論文件，以此來推動零售業(yè)的改革。例如，這個(gè)文件討論了大型連鎖超市的大量投資可能是在印度創(chuàng)造有效“冷藏連鎖”的最佳方法，這樣食物就能在從農(nóng)民土地到消費(fèi)者籃子的過程中保持新鮮，這樣一來就可以減少由于冷藏設(shè)備短缺造成的大量浪費(fèi)：這可能會節(jié)省1/4甚至更多的水果和蔬菜，而擁有更好冷庫和冷藏運(yùn)輸?shù)膰抑粫速M(fèi)1/10甚至更少。Just before the budget（預(yù)算費(fèi)n.，安排v.低廉的a.） in February, the government published its annual Economic Survey, which proposed a gradual opening, letting foreigners start by setting up multi-brand stores in big cities. Yet the finance minister shot down the proposal, refusing to include it in his budget.就在二月份預(yù)算出來之前，政府公布了年度經(jīng)濟(jì)調(diào)查，在調(diào)查中政府提出要逐步開放市場，讓外國人能在大城市里開辦多品牌商店。然而財(cái)政部長否定了這一提議，并拒絕把它放入預(yù)算之中。While the multinationals（跨國公司） continue to wait for fuller access, Walmart is expanding（擴(kuò)大） its joint venture with Bharti, an Indian conglomerate（聚集物，企業(yè)集團(tuán)）, which provides wholesaling（批發(fā)） and logisticsincluding to Bhartis Easy Day chain. Walmart may be on the verge of（接近于，將要） forming another alliance（聯(lián)盟）, with Future Group, the Mumbai-based owner of Pantaloon Retail, though the behemoth from Bentonville refuses to confirm reports that the two firms are talking.就在跨國公司們繼續(xù)等待更寬裕的準(zhǔn)入準(zhǔn)則時(shí)，沃爾瑪（Walmart）通過與印度集團(tuán)企業(yè)巴迪（Bharti）成為合作伙伴來進(jìn)行擴(kuò)張，巴迪（Bharti）向包括Easy Day連鎖店在內(nèi)的商店提供批發(fā)和后期服務(wù)。雖然這個(gè)來自本頓維爾（Bentonville）的龐然大物1拒絕承認(rèn)兩個(gè)公司正在談判，但是沃爾瑪很可坑可能即將與未來集團(tuán)（Future Group）結(jié)成另一同盟，未來集團(tuán)（Future Group）是孟買公司Pantaloon Retail旗下的集團(tuán)。Doug McMillon, the chief executive of Walmarts international division, is tireless in arguing the case for opening Indian retailing to foreign supermarket firms. He says that Walmart would invest heavily in shops, create jobs, plough profits back into food-supply and cold-storage infrastructure（基礎(chǔ)設(shè)施） and help to tame food inflation（通貨膨脹） by keeping prices for staple foods low. He cites the example of Mexico, which allowed FDI in multi-brand retail（眾多零售品牌） in 1991 after a heated debate on whether the move would bankrupt（破產(chǎn)的，使破產(chǎn)） small mom-and-pop shops. Twenty years and many giant superstores later, such small outlets still have about half of the countrys retail market. 沃爾瑪（Walmart）國際業(yè)務(wù)主管道格麥克米蘭（Doug McMillon）為向外國超市公司打開印度市場的案例做著不遺余力的解釋。他說：沃爾瑪（Walmart）會大量注資，開商店、創(chuàng)造就業(yè)機(jī)會，所獲利潤回饋食物供給和冷藏基礎(chǔ)設(shè)施，還會通過保持主食低價(jià)格來遏止食品價(jià)格上漲。他舉出了墨西哥的例子，經(jīng)歷了關(guān)于開放投資會不會導(dǎo)致小型夫妻商店關(guān)門的激烈討論后，墨西哥在1991年向外國直接投資（FDI）開放了多品牌零售業(yè)。經(jīng)過20年和許多大超市的入駐，這些小店仍然占有國家零售市場的20%。Given Indias strong growth prospects, the chances are that the kirana shops would be able to hold on to an even higher share（高占有率）. Technopak, a consultancy, reckons（認(rèn)為，判斷） that Indias retail market will nearly double to an annual turnover of $850 billion by 2020. Assuming a gradual liberalization（自由化）, about 20% of the market then will be controlled by organized retail, predicts Technopak, leaving 80% still in the hands of the micro businesses. 考慮到印度強(qiáng)勁的發(fā)展前景，吉拉那（kirana）甚至可能占有更高的市場份額。據(jù)咨詢公司Technopak估計(jì)：印度的零售市場的年利潤可能在2020年翻一番，達(dá)到8500億美元。假設(shè)印度市場逐漸的自由化，Technopak預(yù)測，大約20%的市場將被有組織的零售商掌握，而余下的80%仍然被小經(jīng)濟(jì)體占據(jù)。Foreign supermarkets will not have an easy ride if India does lift the restrictions（限制） on their entry（進(jìn)入權(quán)）. Besides such things as the dreadful roads and expensive land, they will have to cope with the requirement in some states to buy from a central market rather than directly from farmers. Then there are the complexities（錯(cuò)綜復(fù)雜的事物） of state taxation（聯(lián)邦稅收）: often there are levies（征稅） on moving goods out of, as well as into, a state, or even ones on moving them within a state. 如果印度不取消市場準(zhǔn)入限制，那么外國超市就不能輕松入場。除了道路泥濘和土地昂貴的問題，在某些邦2他們還要應(yīng)付從中心市場而不是直接從農(nóng)民手里購買土地。之后是復(fù)雜的邦稅：運(yùn)貨進(jìn)出邦要求的稅率不同，甚至同一個(gè)邦內(nèi)運(yùn)貨稅率也會有不同。A history of failure, and a success一部失敗史，一件成功事Given these challenges it is not surprising that Indian entrepreneurs have had so little success in opening supermarket chains so far. Maybe the most spectacular failure was that of Subhiksha, a discount retailer（折扣零售店）. It began operations in 1997 and expanded to 1,600 stores thanks to the exuberance of its founder, who took on heaps （堆積）of debt（負(fù)債）. It was closed in 2009 amid accusations（指控） of mismanagement and fraud.考量到困難重重，無怪乎印度企業(yè)家在開拓連鎖超市路上成功者寥寥可數(shù)。最壯觀的失敗可能是折扣零售商Subhiksha的失敗了。這家零售商在1997年開始運(yùn)營，雖然創(chuàng)始人負(fù)債累累，但是由于他們豐厚的家底還是把商店拓展到了1600家。2009年，Sub