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class=\"has-black-color has-text-color has-medium-font-size\"><br>\u4fdd\u6301\u8fd9\u6837\u7684\u8282\u594f\uff0c\u8ba9\u6211\u4eec\u6709\u786e\u5b9a\u7684\u805a\u7126\u70b9\uff0c\u8fd9\u5bf9\u52a8\u8361\u5e02\u573a\u5468\u671f\u7684\u4f01\u4e1a\u589e\u957f\u548c\u7ba1\u7406\u5c24\u4e3a\u91cd\u8981\uff0c\u56e0\u4e3a\u53ea\u6709\u63a5\u53d7\u4e0d\u786e\u5b9a\u6027\u662f\u5e02\u573a\u5e38\u6001\uff0c<strong>\u53d8\u5316\u662f\u6052\u5e38\uff0c\u5728\u4e0d\u786e\u5b9a\u6027\u4e2d\u5efa\u7acb\u786e\u5b9a\uff0c<\/strong>\u624d\u4f1a\u4e3a\u56e2\u961f\u521b\u9020\u5b89\u5168\u611f\u3002<strong>\u5f52\u6839\u7ed3\u5e95\uff0c\u786e\u5b9a\u6027\u548c\u5b89\u5168\u611f\u662f\u81ea\u5df1\u7ed9\u7684\uff0c\u4e5f\u53ea\u6709\u81ea\u5df1\u624d\u80fd\u7ed9\u3002<\/strong><\/p>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">At last year&#8217;s annual meeting in Shanghai, the theme I shared was that as we enter a new retail development cycle, from incremental market to stock market, the core winning ability of retail enterprises is also shifting from scale expansion ability to customer acquisition and retention ability. Enterprises need to adhere to long-termism and do the hard but right thing. At that time, this view was coincidentally in line with Chairman Pei&#8217;s idea of shifting from extensional expansion to concursive development.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>In July, CCFA held the China International Retail Innovation Conference in Shenzhen. At that time, I shared the theme of: In the midst of uncertainty, what we should do is to return to the essence of retail, which is to improve the commodity power, improve the overall efficiency of the supply chain, and continuously create value for customers and members. We believe that the so-called &#8220;difficult and correct road&#8221;, the reason why this road is difficult is not to think, but to do, and continue to do it every year, every month, every day, every hour, is &#8220;Qiantao million Lu is hard, blowing the crazy sand to gold&#8221;. The two verses, which were quoted at the time, collided with Bae s remarks. It also shows that everyone is sympathetic to the key thinking of the industry.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>I&#8217;ve been trying to figure out what to say today for two days. There is no need to discuss the challenges of the consumer market, the pressure of the economic cycle fluctuations and so on. In his book Bedtime Stories for Managers, the management scientist Henry Mintzberg has an interesting passage about &#8220;changing times&#8221; : &#8220;When a CEO sits down at his laptop to prepare a speech, the computer automatically types these words: We live in a time of great change, and it is so because almost every speech in the past 50 years has started with this line. That&#8217;s never changed.&#8221; So change is the only constant. Today, market uncertainty has become the consensus. It has become certainty.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\"><strong>Today is that no matter how difficult the market is, there is room and opportunity for growth.<\/strong><\/h3>\n\n\n\n<p class=\"has-medium-font-size\"><br>The first thing I want to share with you today is that no matter how difficult the market is, there is room and opportunity for growth.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>&#8220;Cyclical fluctuation&#8221;, like the four seasons of spring, summer, autumn and winter, is an inescapable law of the market economy. The cold winter is indeed a challenge, in the economic downturn cycle, some enterprises and even the leading enterprises will weaken and lose, or even escape out. The first instinct of many companies is to make sure they survive the winter, which is certainly important.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>But Chinese tradition holds that during the winter solstice, the sun rises and all things come into being. Winter has the foundation for everything, often a new beginning. In business, there is a lot of historical evidence that great companies thrive during market downturns, and that it takes several economic cycles to truly establish their place in history and validate the principles on which they were founded. One company that has been tested over and over again is Wal-Mart. Wal-mart, as you may know, started in small town America. But it&#8217;s easy to overlook the background: Walmart has survived at least eight major recessions in the United States, where it grew from a small store.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>There are two key comparisons to share with you.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\"><strong>One is average industry growth. <\/strong><\/h4>\n\n\n\n<p class=\"has-medium-font-size\">One is average industry growth. During much of the 1970s and 1980s, when the U.S. retail industry averaged 2% growth due to the recession, Wal-Mart bucked the trend with 38% growth. In 1990, Wal-Mart continued this trend and became the largest retailer in the United States.<\/p>\n\n\n\n<h4 class=\"wp-block-heading has-medium-font-size\"><strong>Another set of data is the number of new stores. <\/strong><\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Another set of data is the number of new stores. It took Wal-Mart 18 years to steadily increase the number of stores to 276. Sam Walton, the founder of Wal-Mart, once recalled that people always thought of Wal-Mart as something that was dreamed up and became an overnight success. In fact, we are like all success, just prepare for a long time. Later, in the process of growing from 276 stores to nearly 2,000 stores (1,928), Walmart roughly withstood the test of three market recessions. The number of Walmart stores increased nearly 7 times, and it only took 12 years.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>Speaking of the recession, Mr Walton said in 1991: &#8220;I was asked what I thought about it. I thought about it and decided not to get involved.&#8221; Wal-mart bucked a deep recession in the United States from 1991 to 1994, investing heavily in technology and its supply chain at roughly the same time that its market value nearly tripled.<br>That&#8217;s the first lesson: there are great opportunities in declining and slowing markets.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\"><strong>This huge opportunity comes precisely from huge changes in the market.<\/strong><\/h3>\n\n\n\n<p class=\"has-medium-font-size\">The second thought I&#8217;d like to share is this: this huge opportunity comes precisely from huge changes in the market. In the economic downturn cycle, consumer behavior change, psychological change, it is such a large turbulence and change, create the space for innovation, create the opportunity for enterprises to overtake the curve to accelerate development.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>Wal-mart also faced a big change when it started. Small-town businesses began to decline when many Americans who had grown up in small towns returned from World War II to cities where jobs were more plentiful. But small-town customers, like their friends who have moved to big cities, want good goods and good prices. This demand was ignored by the retail mainstream, which had a mindset that a town of less than 50,000 people could not support a large one-stop shop.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>But Mr Walton, who founded the first Walmart in 1962, was the first to advertise &#8220;Everyday low prices&#8221;. Why &#8220;everyday low prices&#8221;? Mr Walton&#8217;s answer is simple: save money for the customers, the townspeople. To help customers Save money is not to let them buy cheaper and inferior goods, but to have the opportunity to enjoy the same goods and services as the rich, that is, the same quality, lower prices, and this later became the mission of Walmart &#8212; Save money, live better.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">For Walmart, &#8220;Everyday low price&#8221; is not just a slogan of promotion, but a promise of value to consumers. When customers think of Walmart, they can be pretty sure that they won&#8217;t find a lower price anywhere else and that they can return it if they don&#8217;t like it.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>Back to the current Chinese market. After 30 years of development of modern commerce, China&#8217;s retail market has become the largest in the world. China is arguably a big retail market, but not a strong one. Whether it is in commodity power, category management, private brand power, or in the layer of circulation link loss, there is a lot of potential space. In terms of channels, China&#8217;s digitalization, e-commerce and other fields lead the world, but the real offline, online integration, integration of omni-channel, has not yet produced a truly mature model.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>All of the above are huge opportunities.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\"><strong>The root of success in achieving continuous growth across the cycle often comes from internal rather than external factors. <\/strong><\/h3>\n\n\n\n<p class=\"has-medium-font-size\">But when we look at the history of the modern enterprise, we see that the root of success in achieving continuous growth across the cycle often comes from internal rather than external factors. This is the third thought I want to share. At this time, we need to focus more on the construction of enterprise internal capabilities, that is, talent, organization, corporate culture and values.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>There is a choice of business model, a choice of corporate culture and values, and a choice of organizational structure. But the key is corporate culture and values, talent organization and other elements, must be fully and deeply matched with business positioning and business model, and firmly and faithfully implemented, drive the team&#8217;s thinking, working mode, performance assessment, organizational culture update and iteration, and ensure that this is an organic and holistic change. Among them, the most important factor to build internal performance is the self-discipline of enterprise managers and teams, which is also known as the heart of the Chinese people.<\/p>\n\n\n\n<h3 class=\"wp-block-heading has-medium-font-size\"><strong>I&#8217;d like to share a &#8220;20 miles a day&#8221; story.<\/strong><\/h3>\n\n\n\n<p class=\"has-medium-font-size\">From San Diego on the West Coast of the United States to Maine on the northeastern border of the United States, this is essentially the longest distance in the continental United States, at about 3,000 miles. The terrain is complex and often subject to weather changes. So what&#8217;s the best way to cover the distance on foot?<br>Jim Collins, an American business writer, conducted the experiment with three groups of people one spring, with the requirement that reaching the finish line was victory.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>The first group chose to go fast in good weather, hiking 40 to 50 miles a day, but not in bad weather. The second group was full of confidence and started out with enthusiasm, covering 50 to 60 miles a day and seemingly reaching the finish line in three months. The third group chose to walk 20 miles a day, 20 miles in bad weather and 20 miles in fine weather.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>Five months later, a third group unexpectedly reached the finish line first. The reason is simple. The first group is easily tempted by good weather, disturbed by bad weather and unable to carry out the plan firmly. The second group was confident, but eager to succeed, then gradually slackened and lost morale. And the third kind of travelers, regardless of the weather or the muddy road, always maintain good inner self-discipline, they have a clear plan and strict execution, not be disturbed and temptation, insist on 20 miles a day, and finally walk the whole journey to the destination.<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><br>Jim Collins came to the conclusion that if you carry out a task, plan it out, execute it rigorously, and have the discipline not to be tempted, you will succeed.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">The twenty mile Rule is the law of self-discipline: always adhere to the upper and lower limits, and always maintain a rhythm in good times and bad. Grit your teeth when times get tough and stick to 20 miles a day instead of hunkering down because of the weather. It&#8217;s about getting the basics done. We will not get carried away during the downwind period, and we will not go through many miles because of the favorable weather, that is, we will not pursue excessive and overdrawn data growth.<br>Maintaining this rhythm allows us to have a certain focus, which is particularly important for the growth and management of enterprises in turbulent market cycles, because only by accepting that uncertainty is normal in the market, change is constant, and establishing certainty in uncertainty, can we create a sense of security for the team. In the final analysis, certainty and security is what you give, and only you can give.<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u7f51\u7edc\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fC\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165CXO UNION\uff08CXO\u8054\u76df\uff09\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img fetchpriority=\"high\" decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxounion\u52a0\u7fa4\u4e8c\u7ef4\u78012.png\" alt=\"CXOUNIONCXO\u8054\u76df-cxounion.cn\" class=\"wp-image-28\" width=\"627\" height=\"348\"\/><figcaption class=\"wp-element-caption\">CXOUNIONCXO\u8054\u76df-cxounion.cn<\/figcaption><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(http:\/\/www.cxounion.cn\/)\u5185\u5bb9\u4e3b\u8981\u6765\u81ea\u539f\u521b\u3001\u5408\u4f5c\u5a92\u4f53\u4f9b\u7a3f\u548c\u7b2c\u4e09\u65b9\u6295\u7a3f\uff0c\u51e1\u5728\u672c\u7f51\u7ad9\u51fa\u73b0\u7684\u4fe1\u606f\uff0c\u5747\u4ec5\u4f9b\u53c2\u8003\u3002\u672c\u7f51\u7ad9\u5c06\u5c3d\u529b\u786e\u4fdd\u6240\u63d0\u4f9b\u4fe1\u606f\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u4f46\u4e0d\u4fdd\u8bc1\u6709\u5173\u8d44\u6599\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u8bfb\u8005\u5728\u4f7f\u7528\u524d\u8bf7\u8fdb\u4e00\u6b65\u6838\u5b9e\uff0c\u5e76\u5bf9\u4efb\u4f55\u81ea\u4e3b\u51b3\u5b9a\u7684\u884c\u4e3a\u8d1f\u8d23\u3002\u672c\u7f51\u7ad9\u5bf9\u6709\u5173\u8d44\u6599\u6240\u5f15\u81f4\u7684\u9519\u8bef\u3001\u4e0d\u786e\u6216\u9057\u6f0f\uff0c\u6982\u4e0d\u8d1f\u4efb\u4f55\u6cd5\u5f8b\u8d23\u4efb\u3002<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u7f51\u7ad9\u520a\u8f7d\u7684\u6240\u6709\u5185\u5bb9(\u5305\u62ec\u4f46\u4e0d\u4ec5\u9650\u6587\u5b57\u3001\u56fe\u7247\u3001LOGO\u3001\u97f3\u9891\u3001\u89c6\u9891\u3001\u8f6f\u4ef6\u3001\u7a0b\u5e8f\u7b49) \u7248\u6743\u5f52\u539f\u4f5c\u8005\u6240\u6709\u3002\u4efb\u4f55\u5355\u4f4d\u6216\u4e2a\u4eba\u8ba4\u4e3a\u672c\u7f51\u7ad9\u4e2d\u7684\u5185\u5bb9\u53ef\u80fd\u6d89\u5acc\u4fb5\u72af\u5176\u77e5\u8bc6\u4ea7\u6743\u6216\u5b58\u5728\u4e0d\u5b9e\u5185\u5bb9\u65f6\uff0c\u8bf7\u53ca\u65f6\u901a\u77e5\u672c\u7ad9\uff0c\u4e88\u4ee5\u5220\u9664\u3002<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u6240\u4ee5\uff0c\u53d8\u5316\u662f\u552f\u4e00\u7684\u6c38\u6052\u3002\u800c\u5728\u4eca\u5929\uff0c\u5e02\u573a\u7684\u4e0d\u786e\u5b9a\u6027\u5df2\u7ecf\u6210\u4e3a\u4e86\u5171\u8bc6\uff0c\u5b83\u5df2\u7ecf\u6210\u4e3a\u4e86\u786e\u5b9a\u6027\u3002So change is the only constant. <\/p>\n","protected":false},"author":1,"featured_media":216,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3,13],"tags":[33],"class_list":["post-215","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ceo","category-viewpoint","tag-walmart"],"_links":{"self":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/215","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/comments?post=215"}],"version-history":[{"count":1,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/215\/revisions"}],"predecessor-version":[{"id":220,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/215\/revisions\/220"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media\/216"}],"wp:attachment":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media?parent=215"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/categories?post=215"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/tags?post=215"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}