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深圳:连锁经营五年再造三个深圳市店地处改革开放前沿地带的深圳,因为经营费用比内地高出两倍,书店生存和发展非常困难,因此放弃旧的经营方式,实行连锁经营。深圳市新华书店总经理汪顺安介绍说:实行连锁经营是书店事业发展的需要,是市场竞争的需要,是摆脱经营困境的需要,是深化出版发行体制改革的需要,是加入WTO的需要。连锁经营是现代化大生产对传统小生产的较量,是先进的经营组织形式对落后的经营组织形式的较量,是规模经营对分散经营的较量。深圳市新华书店推行连锁经营的总体思路是:统一认识,技术先行,规范运作,量化管理。在量化管理方面,深圳市新华书店建立了科学的量化指标体系:①物流中心。对物流中心的考核指标按收发货总量的1％实行工资费用包干。其中分发、调退总量挂钩占0.5％,销售挂钩占0.5％,使物流工作既和工
Shenzhen: Reengineering five years in chain stores Shenzhen is located in the forefront of the reform and opening up. Because operating costs are twice as high as those in the Mainland, it is very difficult for the bookstore to survive and develop. Therefore, the old management mode is abandoned and the chain operation is implemented. Wang Shunan, general manager of Shenzhen Xinhua Bookstore, said: The implementation of chain management is the need of the development of bookstore business, the need of market competition, the need of getting out of the business predicament, the need of deepening the reform of publishing and distribution system, and the need of joining WTO. Chain management is a contest between modern large-scale production and traditional small-scale production. It is a contest between the advanced management organization form and the backward management organization form and a contest between the scale management and the decentralized management. Shenzhen Xinhua Bookstore chain to promote the overall idea is: a common understanding, technology first, standardized operation, quantitative management. In quantitative management, Shenzhen Xinhua Bookstore established a scientific quantitative indicator system: ① logistics center. The assessment of the logistics center by the receipt and delivery of 1% of the total amount of wage costs to do the package dry. Among them, the total amount of distribution and reimbursement accounts for 0.5% and the sales account for 0.5%, making logistics work both at home and abroad