【正文】 會不利于銷售和盈利，因此此店鋪取消了此類商品。（3）消費者年齡分布統(tǒng)計好鄰居便利店定位時，服務對象就主要是 15 歲到 40 歲之間的客層，這部分人收入基本在平均水平之上，他們對價格比較不敏感，而缺少的是時間，希望購物能夠便利并且及時，而這正是好鄰居便利店能夠提供和滿足的。因為便利店商品價格普遍偏高，比一般超市高出 15％至 20％，例如伊利老酸奶在綜合超市價格為大概 元，在此間便利店為 元，一直于許多人難以接受，尤其是老年人，他們時間充分，不必去上學或工作，所以會優(yōu)先選擇去附近的歐尚、樂天瑪特或者家樂福進行購買相對價格便宜的商品。一是顧客要的商品“隨到隨有” ，并且具有一定的便利性，不需要浪費多余的時間用于尋找和挑選商品。三是形式更靈活，比如說，對熟悉的且守信譽的客戶可賒賬，可半個月或一個月結(jié)一次賬。以上所述正符合附近的上班族和一些早上趕著上班、晚上回家的附近年輕居民的需求，他們沒有時間為了買少量的商品而選擇路程稍遠的綜合超市，再進行尋找、挑選商品、排隊結(jié)賬，所以便利店恰好能夠給滿足他們對于購物的需求。總的來說，北京地區(qū)便利店目前發(fā)展遭遇挫折，在此，我提出一些對策，希望能對北京便利店的未來經(jīng)營提供參考。便利店作為一種滿足便利性和應急性需求的零售業(yè)態(tài)，其目標顧客主要是有便捷、及時和快速消費需要的人群。目前，7ELEVEN 在北京的定位就是白領(lǐng)階層等，所以在北京的選址就是集中在海淀和朝陽，并且商業(yè)地帶、辦公樓等附近居多，所銷售的商品也都是時尚美觀、價格稍貴的商品。（二）針對顧客需要，擴大服務范圍便利店業(yè)態(tài)之所以能滿足便利性需求，很大程度上是由于其提供等候時間短、營業(yè)時間長、種類豐富的服務，精細化的服務配置是便利店區(qū)別于其他業(yè)態(tài)的最顯著的特征，也是便利店利用門店資源發(fā)展的關(guān)鍵。7ELEVEN,羅森較早提供復印、傳真等設(shè)備增值服務，代收付干洗衣物、速遞業(yè)務等代理服務，車船旅館預訂等預約服務，取款服務，寄件和收取包裹等郵政服務，網(wǎng)上購物取件服務等；Family Mart，Circle K Japan，Sunkusamp。便利店的 ATM 機還增加為顧客提供信貸的服務內(nèi)容，便利店公司也發(fā)放自己公司創(chuàng)辦的銀行信用卡。服務項目的增加和服務方式的改變，是日本便利店在激烈的競爭中發(fā)展的重要手段之一。北京便利店還應加強對服務項目的開發(fā)，服務性商品還是具有很大開發(fā)空間的，如提供復印、傳真等傳統(tǒng)便民服務，公交卡充值等票務卡類服務，沖洗相片服務，禮品、書籍訂購服務，電話費、水電費、煤氣費的代收繳服務，網(wǎng)上購物取件服務等。在提供服務時，要培養(yǎng)門店人員的熟練操作和確保設(shè)備器材的正常運作，以建立顧客對便利店服務性商品的信賴。（三）進行商品開發(fā)，提供獨創(chuàng)產(chǎn)品擁有一定比例的獨創(chuàng)商品，會使得商店具有獨特個性，吸引顧客光顧和購買，只經(jīng)營常規(guī)品牌商品的便利店，會受到上游批發(fā)商定價的限制。商品的創(chuàng)新獨賣，使得顧客在其他零售商那里買不到，就會經(jīng)常到此便利店光顧。北京便利店目前的問題之一就是所經(jīng)營的商品缺乏特色，不能激起顧客購買商品的興趣，如果北京的便利店能夠多進行商品開發(fā)，增加自己的商品特色，并不是單單引進供應商的商品，而是盡量開發(fā)所獨創(chuàng)獨賣的商品，并且受到眾多消費者的歡迎，對于北京便利店突破現(xiàn)在的經(jīng)營狀況、獲得發(fā)展具有重要意義。1986 年，臺灣 7ELEVEN 就已經(jīng)成立了“人力發(fā)展課” ，下設(shè)教材組與教育訓練組，并完成了正式的“店長工作手冊” ，將店長平日的工作予以標準化；還依據(jù)美國南方公司所提供的 Knowhow 完成各項課程的教材。臺灣 7ELEVEN 很注重對儲備干部的培育，所有干部都經(jīng)歷了門市業(yè)務，受過最基層的訓練，一旦其擔任各部門主管，做規(guī)劃時比較能與門市的實際狀況相結(jié)合。這些便利店員工培訓教材的編制、培訓體系的建立經(jīng)驗值得北京便利店借鑒。但總體來說，目前北京地區(qū)便利店還處于導入期，在發(fā)展過程中，還存在一系列的問題。本文運用零售業(yè)態(tài)發(fā)展等相關(guān)理論，并結(jié)合北京便利店發(fā)展的現(xiàn)實狀況，對北京地區(qū)便利店的發(fā)展對策進行了研究，具體結(jié)論如下：第一，在分析國內(nèi)外便利店發(fā)展歷史，并借鑒零售業(yè)態(tài)發(fā)展變革理論，總結(jié)出部分影響便利店發(fā)展的因素：包括社會經(jīng)濟發(fā)展水平和消費者收入水平、相關(guān)政策。在對消費者狀況的分析中可以看出，目前北京地區(qū)便利店的消費者來自特定的群體，規(guī)模有限，但隨著經(jīng)濟的進一步發(fā)展，居民生活方式和消費方式進一步的改變，便利性消費需求會增加。另選擇一家具體的便利店店鋪進行實地調(diào)查和分析，尋找北京地區(qū)便利店發(fā)展中存在的問題第四，針對目前北京地區(qū)便利店發(fā)展提出對策建議：確定目標顧客，提供需求商品、針對顧客需要，擴大服務范圍、進行商品開發(fā)，提供獨創(chuàng)產(chǎn)品、加北京物資學院 2022 屆畢業(yè)論文20強員工培訓，培養(yǎng)專業(yè)人才。Tote39。 1931:Great Depression plunges Southland into bankruptcy. 1933:Following the repeal of Prohibition, ice and beer sales surge. 1936:Vertical integration begins with construction of Oak Farms Dairies. 1939:Company is operating 60 Tote39。7Eleven39。 Joseph Thompson names son John as the pany39。 son Jere is elected vicepresident of sales. 1963:Company begins franchising after being introduced to the concept through its acquisition of 100 SpeeDee Marts in California this same year. 1965:The Slurpee makes its debut in 7Eleven stores, which now number 1,159. 1969:Company expands to the East Coast and into Canada。s original ice dock. 北京物資學院 2022 屆畢業(yè)論文231983:Citgo Petroleum Corporation is acquired for $780 million. 1986:Company sells 50 percent interest in Citgo to the Venezuelan stateowned oil pany. 1987:The Thompson brothers plete an LBO of Southland. 1988:Company pletes series of divestitures to streamline operations and reduce debt. 1990:After defaulting on $ billion in publicly traded debt, Southland files for bankruptcy. 1991:Company emerges from bankruptcy with debt restructured and with IYG Holding Company of Japan owning 70 percent of its mon stock. 1992:To focus on core 7Eleven business, pany exits from the distribution and food processing businesses. 1996:Most extensive store remodeling program in pany history is pleted. 1999:Company changes its name to 7Eleven, Inc. Southland reached $1 billion in sales by 1971 and became a member of the New York Stock Exchange the following year. The first regional distribution center was opened in Florida in 1971。s American retail store expansion. Southland began to use microwaves for fastfood sales and introduced selfservice gasoline through its newly acquired PakaSak stores. In 1974, the 5,000th 7Eleven store opened in Dallas at the site of John Jefferson39。s purchase of a 50 percent interest in Cavenham Ltd., a manufacturing corporation controlling 840 retail outlets in Great Britain. By early 1974, Southland39。s largest retailers, an area license. Like the franchise concept in the United States, area licensing worked well in Japan because of its emphasis on the individual businessperson operating a store but able to take advantage of 7Eleven39。s most significant acquisition by far was the Citgo Petroleum Corporation, purchased in August 1983. Southland hoped that the $780 million acquisition would provide a smooth supply of gasoline for its convenience stores. But because of a decrease in demand and a glut in capacity throughout the oil refining industry, the Citgo purchase resulted in a pretax loss of $50 million for Southland. Profits in 1985 exceeded the previous year39。s petroleum production in half, expecting Citgo39。 Southland also signed a 20year product purchase agreement with Citgo through which Southland agreed to purchase a certain minimum amount of gasoline from Citgo at market prices. From LBO to Bankruptcy: 198791 In mid1987 the Thompson brothers, spurred in part by the threat of a hostile takeover bid by Canadian raider Samuel Belzburg, initiated a leveraged buyout. The buyout, which involved the formation of a temporary holding pany called JT Acquisitions, was pleted on July 6,1987. By the end of 1988 Southland had pleted a series of divestitures to streamline operations. Southland sold Chief Auto Parts, the snack foods division, the dairies group, Reddy Ice, Chemical/Food Labs, Tidel Systems, 1,000 convenience stores, and related real estate properties. Proceeds from the divestitures, as well as the transfer of royalties from licensees in Japan, went to repay a portion of the $4 billion debt Southland had incurred through the leveraged buyout. Southland may well have rebounded by the early 1990s were it not for petition from convenienc