行走边缘
Retailing Management
W 发表于 2012-01-25 20:16:42
作者: Barton Weitz / Michael Levy
出版社: Irwin/McGraw-Hill
出版年: 2011-1-19
页数: 704
定价: USD 154.00
ISBN: 9780073530024
A本书结构清晰，对零售管理的三个方面：零售战略，商品管理，门店管理 进行了详尽的论述。
B最新更新的版本紧密结合当下的零售发展趋势，譬如互联网在零售行业中所起到的作用，因此，你可以在本书中看到亚马逊，Facebook,twitter的身影。
C两个附录：如何在零售行业中从零开启自己的事业；以及如何进行特许经营，通过加盟开展事业进行了思路性的梳理。相信对创业的朋友会有所帮助。
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零售企业中货品管理涉及的两个职务
W 发表于 2011-12-20 16:19:42
节选自Retailing Management,8e
在实际操作中，这个buyer和planner很多时候是同一个人。
那天在微博中笑称，Retail merchandise buyer简称为RMB,其实也反映了这个职位的重要性。
Merchandise management attracts people with strong analytical capabilities, an ability to predict what merchandise will appeal to their target markets, and a skill for negotiating with vendors as well as store management to get things done. Many retailers have broken the merchandising management activities into two different yet parallel career paths: buying and merchandise planning.
Retail merchandise buyers are similar to financial portfolio managers. They invest in a portfolio of merchandise monitor the performance (sales) of the merchandise, and on the basis of the sales, either decide to buy more merchandise that is selling well or get rid of (discount) merchandise that is selling poorly. Buyers are responsible for selecting the type and amount of merchandise to buy, negotiating the wholesale price and payment terms with suppliers, setting the initial retail price for the merchandise, monitoring merchandise sales, and making appropriate retail price adjustments. Thus buyers need to have good financial planning skills, knowledge of their customers’ needs and wants and competitive activities, and the ability to develop good working relationships with vendors. To develop a better understanding of their customers, buyers typically stay in contact with their stores by visiting them, talking to sales associates and managers, and monitoring the sales data available through their merchandise management systems.
Planners have an even more analytical role than buyers. Their primary responsibility is to determine the assortment of merchandise sent to each store—how many styles, colors, sizes, and individual items. Once the merchandise is in the stores, planners closely monitor sales and work with buyers on decisions such as how much additional merchandise to purchase if the merchandise is doing well or when to mark down the merchandise if sales are below expectations.
在实际操作中，这个buyer和planner很多时候是同一个人。
那天在微博中笑称，Retail merchandise buyer简称为RMB,其实也反映了这个职位的重要性。
Merchandise management attracts people with strong analytical capabilities, an ability to predict what merchandise will appeal to their target markets, and a skill for negotiating with vendors as well as store management to get things done. Many retailers have broken the merchandising management activities into two different yet parallel career paths: buying and merchandise planning.
Retail merchandise buyers are similar to financial portfolio managers. They invest in a portfolio of merchandise monitor the performance (sales) of the merchandise, and on the basis of the sales, either decide to buy more merchandise that is selling well or get rid of (discount) merchandise that is selling poorly. Buyers are responsible for selecting the type and amount of merchandise to buy, negotiating the wholesale price and payment terms with suppliers, setting the initial retail price for the merchandise, monitoring merchandise sales, and making appropriate retail price adjustments. Thus buyers need to have good financial planning skills, knowledge of their customers’ needs and wants and competitive activities, and the ability to develop good working relationships with vendors. To develop a better understanding of their customers, buyers typically stay in contact with their stores by visiting them, talking to sales associates and managers, and monitoring the sales data available through their merchandise management systems.
Planners have an even more analytical role than buyers. Their primary responsibility is to determine the assortment of merchandise sent to each store—how many styles, colors, sizes, and individual items. Once the merchandise is in the stores, planners closely monitor sales and work with buyers on decisions such as how much additional merchandise to purchase if the merchandise is doing well or when to mark down the merchandise if sales are below expectations.
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《光环效应》
W 发表于 2011-12-10 18:05:53
何以追求卓越，基业如何长青？
没有标准答案。
批判性思考，案例丰富。
读了本书后发现，很多商业类书籍可以绕开，不用读了。
副标题: 何以追求卓越，基业如何长青
原作名: The Halo Effect
作者: [美] 罗森维 (Phil Rosenzweig)
译者: 张湛
出版社: 北京师范大学出版社
出版年: 2007-9-1
页数: 202
定价: 32.00元
ISBN: 9787303086672
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许知远：祖国的陌生人
W 发表于 2011-12-05 20:35:20
一个周末加一段在公交车上的时光，把这本书看完了。
只能说：三星
么有思想深度，只是在打酱油。
比较多的冗余的话，比方描写西安的一篇，乘飞机从上海到西安延误这个过程费了90%的篇幅。结果终于到了西安，期待点什么，戛然而止。
描写陕北暴发户一篇，温州商人在意大利一篇比较能引起共鸣。
没有其他了。
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Switch-How to Change Things When Change Is Hard
W 发表于 2011-12-03 21:38:21
很棒的关于“改变”的书。
案例丰富，逻辑清楚，可操作性较强
1.DIRECT the Rider
FOLLOW THE BRIGHT SPOTS.
SCRIPT THE CRITICAL MOVES.
POINT TO THE DESTINATION.
2.MOTIVATE the Elephant
FIND THE FEELING.
SHRINK THE CHANGE.
GROW YOUR PEOPLE.
3.SHAPE the Path
TWEAK THE ENVIRONMENT.
BUILD HABITS.
RALLY THE HERD.
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商业的常识
W 发表于 2011-11-27 18:05:15
副标题: 为何普世商业价值在中国行不通
作者: 申音
出版社: 山西经济出版社
出版年: 2011-7-1
页数: 262
定价: 35.00元
装帧: 平装
ISBN: 9787807674030
三星
看5年'想3年'认真做好1、2年
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The Matrix
W 发表于 2011-11-26 19:42:21
又看了一遍The Matrix,1999年的片子，今天看来依然震撼。
忘记是哪个同学说的，人是自己意识的囚徒。
FREE YOUR MIND.
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