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Tescopoly no more

机译:不再垄断

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During his three-year tenure as Tesco's boss, Philip Clarke cast himself as a visionary. He delivered weighty speeches urging retailers to "lead the revolution" or risk becoming "victims of evolution". As head of Britain's biggest retailer, and the world's second-largest by sales, he seemed to be doing just that. Tesco had built its business on sprawling supermarkets, but Mr Clarke knew their time was passing and devised new uses for them. He ramped up sales online and through convenience stores, the channels of the future. With a movie-streaming service, Blinkbox, and a tablet, Hudl, Mr Clarke started to create an Amazon-like "ecosystem" that would bind shoppers to Tesco. Few retailers seemed to be more in tune with what he called the "informed, demanding, restless 21st-century consumer".
机译:菲利普·克拉克(Philip Clarke)在担任乐购(Tesco)老板的三年期间,自cast为有远见的人。他发表重要讲话,敦促零售商“领导革命”或冒着成为“进化的受害者”的风险。作为英国最大的零售商和全球第二大零售商,他似乎就是这样做的。特易购在庞大的超市上建立了业务,但克拉克先生知道他们的时光已经过去,并为他们设计了新的用途。他通过在线渠道和便利店增加了未来的销售渠道。借助电影流媒体服务,Blinkbox和平板电脑Hudl,克拉克先生开始创建类似于亚马逊的“生态系统”,将购物者绑定到乐购。很少有零售商似乎更喜欢他所说的“知识丰富,要求苛刻,躁动不安的21世纪消费者”。

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    《The economist》 |2014年第8897期|45-46|共2页
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