Job selection of chain enterprises and reasons for job selection of chain enterprises (more than 800 words)

Aldis (ALDI) is a German supermarket chain, which mainly deals in food. Its predecessor was 1948, when the Albright brothers took over the food retail store opened by their mother in the mining area on the outskirts of Essen, Germany. Until 1962, the store was reorganized, and the first food supermarket named after Aldis was born in Dortmund. Aldis is taken from the first two letters of Albrecht and discount, which means a cheap discount store run by the Albrecht family. Up to now, Aldis still belongs to Theo and Karl brothers of Albrecht family, who manage Aldis's north store in North Germany and south store in South Germany respectively. Over the years, the North Store has gradually expanded to Denmark, France, the Netherlands, Belgium and Luxembourg, and the South Store has entered Britain, Ireland, Austria, Australia and the United States. Forty years later, Aldis has expanded rapidly in domestic and foreign markets, with more than 3,600 chain stores in 65,438+06 states. There are more than 1000 foreign chain stores, including nearly 600 branches in more than 20 states in the eastern United States. Up to now, Aldis's annual revenue has exceeded $30 billion, and it is the largest food chain retail enterprise in Germany. In the list of the world's richest people published by Forbes on February 27th this year, albrecht Brothers ranked third with assets of US$ 25.6 billion and became the richest man in Germany again.

Management strategy of Aldis supermarket chain.

Aldis (ALDI) is a German supermarket chain, which mainly deals in food. Its predecessor was 1948, when the Albrecht brothers took over the food retail store opened by their mother in the mining area on the outskirts of Essen, Germany. 1962 store reorganization, the first food supermarket named after Aldis was born in Dortmund. Aldis is taken from the first two letters of A 1brecht and Discount, which means a cheap discount store run by Albrecht family. Up to now, Aldis still belongs to Teo and Karl brothers of Albrecht family, who manage Aldis's north store in North Germany and south store in South Germany respectively. Over the years, the North Store has gradually expanded to Denmark, France, the Netherlands, Belgium and Luxembourg, and the South Store has entered Britain, Ireland, Austria, Australia and the United States. After 40 years, Aldis has rapidly expanded in domestic and foreign markets, with more than 3,600 chain stores in 16 states. There are more than 1000 foreign chain stores, including nearly 600 branches in more than 20 states in the eastern United States. Up to now, Aldis's annual revenue has reached 34 billion US dollars, and it is the largest food chain retail enterprise in Germany.

Accurate positioning and reasonable layout

Aldis's customers are mainly middle-and low-income wage earners, residents with no fixed income and retired people. At present, the proportion of the elderly population in Europe has reached 20%. Germany is close to 25%. So in order to meet the needs of these people. Most of Aldis's chain outlets are located in downtown residential areas and small towns. In this way, it is very convenient for low-income people, the elderly and housewives to buy, because they mainly live in urban areas and small towns. In addition, Aldis pays special attention to the needs of college students and foreign workers. Almost every city has more than 10% foreign workers, and every city with universities has many students. On weekdays, these people mainly eat convenience food. Therefore, there are often branches near the dormitories for college students and the residential areas for foreign workers in Aldis. Up to now, Aldis chain stores are all over Germany, with an average of one branch in Aldis for every 25,000 people. Because the distribution of chain stores conforms to the principle of Aldis serving the public, and the products are correct in variety, reliable in quality and low in price, about 75% of more than 80 million Germans often shop in Aldis, of which 20 million are frequent customers.

Be careful and save money.

One of the important reasons why Aldis has maintained its competitive advantage in the same industry for a long time is that it is careful to calculate everywhere, thus keeping the operating cost low.

Although Aldis's retail business is very busy, there are often queues for shopping, but the business area of each store is mostly 500-800 square meters, generally not more than 1500 square meters. Shop decoration advocates simplicity, advertising posters are not hung inside and outside the shop, and promotional advertisements are rarely released at ordinary times.

In order to save business space and tally time, except for a small number of daily necessities and foods with shelves and freezers, other commodities are sold locally in the store according to the original packaging trays. Customers can take away empty cartons at will, but they have to pay for shopping bags. This not only saves packaging costs, but also prevents environmental pollution caused by abuse of packaging.

Yintai mostly doesn't use bar code scanners, but just ordinary cash registers. There are no price tags attached to all kinds of things, and the clerk not only knows the prices of hundreds of goods backwards, but also the keyboard input speed is comparable to that of a scanner.

Generally, there are only two or three silver counters in each chain store, with only 4-5 employees, and the per capita service area exceeds 100 square meter, so as to fully tap the potential of employees. Everyone, including the store manager, has several jobs, but there is no fixed position. It can be described as a "generalist." When the business is busy, we will check out at the cashier's desk and take turns sorting out the goods and cleaning up the waste packaging in our spare time.

There are only 600-800 kinds of goods, but each kind of goods is remarkable and impressive. More importantly, this simplified business model undoubtedly reduces the difficulty of commodity procurement, warehousing, sales and management. Thereby reduce that operation and management expenses of enterprise.

Facing the public and winning with sincerity.

Aldis's sales principle is high quality and low price, and all goods should be brought to the market at the lowest price. In order to resist the competition in the same industry and stabilize the customers, some commodities have to compete at low prices even if they are not profitable. In addition, the commodity prices of Aldis are relatively stable, generally unchanged for many years. Aldis's low-price sales are supported by its large-scale procurement. Compared with other retailers, it has fewer suppliers, but the average purchase amount of each commodity is as high as 50 million marks, thus obtaining extremely low purchase prices and then having the capital for profit-making sales. Therefore, Aldis's products are well-known for their high quality and low price. The goods it operates are generally cheaper than other supermarkets 10%-20%, and some are even 50% cheaper. Another important feature of Aldis operation is that even if it is sold very cheaply, it should be people-oriented and pay attention to the vital interests of all consumers. Different from other stores, Aldis has never been keen on "tying" or "mass sales" and other promotional activities, such as buy one get one free, buy more and get more free, socks by the dozen, beer by the box and so on. Because this seemingly affordable promotion may just ignore the needs of many elderly consumers and single families. Therefore, Aldis tries to sell goods in small packages, but does not raise prices, taking care of all consumers.

Choose the best delivery to ensure quality.

In people's minds, cheap things are not good. So how does Aldis ensure that it is good and cheap, so as to win the trust of customers? One is global procurement. Where the products are competitive, they will be purchased from where, and from the place of origin. For many years, a large number of purchases will ensure low prices; Secondly, quality assurance is provided by importers or foreign manufacturers. Aldis entrusts importers from time to time or directly buys some competitive non-fixed goods from manufacturers, such as Korean sneakers, common brands of French perfume, Swiss watches, American computer peripherals and films. These goods come from regular manufacturers. The importer or manufacturer is responsible for the after-sales service of the goods, which solves the worries of consumers. In addition, the price is cheaper than that of franchise stores. Chain stores promote this kind of goods and attract a large number of customers every week. Third, control the stable supply of goods. Many small and medium-sized enterprises in Germany rely on Aldis, and their products are produced according to Aldis standards, which buy all or most of their products. If there are quality problems, Aldis will cancel the purchase contract. For enterprises that rely on Aldis for survival, losing big buyers means losing their foothold in the market. Therefore, the products provided by these enterprises are not only guaranteed in quality, but also very reasonable in price; Fourth, produce and sell some commodities. In order to ensure the stability of supply and quality, Aldis has invested in some factories, such as a chicken farm in Aldis. In addition, in order to maintain its goodwill, Aldis also strictly checks the quality of goods in its stores, especially the food, and even does not display the slightly inferior appearance and appearance. Customers choose the rest of fruits, flowers, vegetables, bread, etc., and throw them away as garbage after pretending.

Differentiated management keeps the advantage.

In Germany, most chain retail enterprises like Aldis implement the strategy of differentiated operation or dislocation operation, which are different in store location, store scale, store layout, service content, brand management and so on. In particular, the brands they operate are different, and they can provide differentiated products in the market. Take cola drinks as an example. Generally, Coca-Cola and Pepsi are only operated in underground supermarkets or restaurants in department stores. Fair-price supermarkets have their own brands. Even if they are engaged in brand-name products, the packaging is obviously different from that on the market. Try to choose different manufacturers or different hot-selling goods for foreign imports. For example, Aldis imported canned salted mushrooms from China, and its main competitor, Li Di, chose canned salted peanuts from China, thus avoiding intuitive price competition and easily forming a win-win outcome. In order to ensure the differentiation of commodity management, Aldis has also established alliances with a number of manufacturers by virtue of its own strength, and the latter will produce them on OEM basis. Many manufacturers took a fancy to Aldis's strong purchasing power and sold their own brand products to Aldis at low prices under other trademarks. In contrast, the original brand products sold by manufacturers in the market are much more expensive. In Aldis, there are dozens of similar brand goods.

Attach importance to talents and encourage enterprising.

Aldis attaches great importance to the development of human resources. At the end of each semester, Aldis will go to various universities to recruit graduates. After strict examination and screening, most of the hired personnel can be reused. The principle of employing people in Aldis is ability plus high salary, so it attaches great importance to the vocational training of employees. After a period of business training, even ordinary salespeople can specialize in many things. In Germany, employees of enterprises can enjoy more than one month's paid vacation every year, and Aldis generally does not recruit temporary workers during job rotation. Sales staff should not only complete their own work, but also undertake the work assigned by colleagues during vacation. It can be seen that these employees are incompetent without strong professional quality. The company also attaches great importance to the lean young staff. Therefore, compared with other retail enterprises, as long as young employees work hard at Aldis, they not only have more promotion opportunities, but also have higher salary 10%-20%. Excellent work, promoted to district manager, that is, rationing buses; If promoted to department head, the annual salary can reach 200,000 marks. This has attracted a large number of outstanding professionals, thus enhancing the cohesion of enterprises and maintaining the stability of the workforce.