Vendor Alliance Strategy for Retail Terminals
Any retail terminal must deal with the relationship with the supplier in its daily operations. The supply may be directly from the manufacturer, or it may be an agent or a distributor. In short, the terminal is required to supply goods to them. Therefore, the retail terminal must handle this relationship. The author believes that no matter what supplier the retail terminal faces, it should strive to establish a strategic alliance with it. This paper also discusses the handling of the relationship between terminals and suppliers from the perspective of strategic alliance construction. The foundation of the strategic alliance theory is the concept of "win-win". The parties to the strategic alliance must be the community of interests. The retail terminal and supply are such a relationship that should become a community of interests. However, in the actual market operation, the relationship between the retailer and the supplier is often a state of sorrow. Both sides often damage the interests of the other party due to short-sighted behavior, and eventually lead to the breakdown of the relationship, but must re-find the collaborators. In this way, both parties must inevitably spend unnecessary costs. First of all, the relationship between retail terminals and suppliers discussed in this paper is the cooperative relationship between upstream and downstream enterprises. In the strategic alliance theory, it is called a vertical alliance. In essence, it is a strategic alliance of enterprises in the same value chain. It is a grasshopper on a rope. Retail companies and strategic alliances with upstream suppliers can share information, suppliers obtain information from the retail sector, speed up product improvement, accelerate the commercialization of new products, reduce costs, and obtain support for information, technology, materials, time, etc. The action serves the end customer; the retail terminal can of course also obtain industry information from the supplier and learn from the experience of retailers in other regions. Second, strategic alliances between retail terminals and suppliers can also reduce the cost of both parties. This is more prominent in reducing logistics costs. The two parties through the institutionalization of goods, goods, pick-up process, settlement, to a greater extent reduce the loss of goods in the logistics process, reduce logistics time, reduce logistics risks. Similarly, as mentioned earlier, sharing information can also reduce the cost of obtaining information. Today, when market opportunities are fleeting, no one in the alliance can fully foresee all the changes in the future. It is necessary to define the responsibilities and obligations of the parties in the form of contracts or contracts. However, due to the special nature of strategic alliances, the details of many alliances cannot be clearly defined in the law. In this case, honesty and cooperation are the key to the effective operation of the alliance. Since the reform and opening up, it has been affected by various factors, which has led to the lack of integrity and cooperation in corporate strategic alliances. The decline of trust in the whole society, counterfeiting and sales, and commercial fraud have occurred frequently, which has largely hindered the establishment of normal cooperative relations between retail terminals and suppliers. Choosing the right supplier partner is the key to building a strategic alliance, and the so-called good start is half the battle. The choice of alliance partners is the foundation of the establishment of a strategic alliance of enterprises, and the appropriate alliance objects must be able to help retail terminals achieve their strategic goals. The strength of upstream suppliers is strong and weak, the reputation is good or bad, and the development potential is not the same. Therefore, retail enterprises should proceed from the perspective of complementary advantages and advantages, based on their own strategic goals, development status and external conditions. To choose a supplier that is suitable for its own development as an alliance partner. First consider whether its reputation is good, and secondly choose the strength, the service is better than the quality of the supplier. Moreover, according to the changes in the market, suppliers with good development potential can be selected for training. When choosing a partner, although it emphasizes its qualifications and services, it must also avoid being overly dependent on suppliers and become passive. The strategic alliance between most retail terminals and suppliers is not dependent on equity, but is voluntarily combined by the common goals of the partners. Therefore, the strategic alliance between them has a natural vulnerability. Therefore, from the beginning of the establishment of the alliance, the responsibilities, obligations, rights, etc. of the supply of goods should be clear, and the carefully arranged alliance agreement can greatly reduce the potential conflicts that may exist. At the same time, mutual trust between alliance partners is essential. Trust can reduce perceived losses, weaken or eliminate opportunistic behavior, so that member companies can better share the advantages of integration. Therefore, it is necessary to strengthen mutual trust within the alliance and cultivate a culture of integrity. Strengthening mutual trust between retail terminals and supplier alliances can reduce market complexity and uncertainty faster and more economically than prior prediction, relying on authority or negotiating, and can improve the performance of cooperation. The retail terminal realizes the alliance with the supplier and needs to change itself from itself. In order to cooperate with suppliers with low cost and high efficiency. Create a culture of cooperation Promoting the integration of corporate culture among alliance partners and creating a harmonious cultural atmosphere in the process of cooperation is of great significance to promoting the development of alliance relations. A supplier is generally a cultural whole. It may not be a region with a retail terminal and does not belong to the same cultural system. First of all, retail terminals must overcome obstacles in language, habits, values, ways of thinking, etc., encourage extensive communication and information communication among personnel, learn more about the organizational culture of other alliance partners, and promote the formation of cultural integration among alliance partners. The situation, and the more suppliers it faces, the more diverse the culture it faces. Second, seek cultural innovation in alliance companies. After the establishment of the alliance, the cultural differences and cultural conflicts between the alliance partners cannot be completely eliminated. Therefore, based on the original corporate culture, a new, more diverse and more tolerant corporate culture is gradually formed, with an innovative value. Concentrate all employees to adapt to the needs of establishing strategic alliances, and promote a more stable development of alliances with suppliers. Establish an organizational structure that is compatible with strategic alliances The forms of alliances are diverse, and the form of strategic alliances can be flexibly applied according to the different purposes of the enterprise and the actual situation of different enterprises. To achieve this, the organizational structure of the retail enterprise itself must be changed accordingly to adapt to the strategic alliance network form of organizational resources. Traditional retail enterprises are mostly the management system of bureaucratic organizations. The bureaucratic organizations can implement complete control in the enterprise, but in cooperation with suppliers, it may hinder the communication of information, and only partial control can be implemented. In practice, retail terminal enterprises should adopt the following two measures: First, to make the organization develop toward a flat organizational structure, so that information communication between enterprises and alliance partners is timely and accurate; second, more use of the network Information technology, the establishment of an organizational structure based on network technology, so that communication is simple and efficient, to ensure that the alliance can respond quickly and accurately to market changes. Enhance learning ability in competitive cooperation Corporate strategic alliances are a means to achieve a win-win situation and enhance their competitiveness. Retail enterprises should clarify that strategic alliances are "competition and cooperation". Although they should be equal and trust each other, they cannot be reconciled to each other without principle. In the process of alliance and cooperation, enterprises should also have more self-protection awareness and minimize or avoid the loss of their core expertise and intangible assets. At the same time, after the establishment of the strategic alliance, it provided a window for the parties to understand each other. Through this window, companies can go deep into the alliance partners, continue to communicate with alliance partners, learn their advanced technology and advanced management within the scope of alliance contract regulations and corporate ethics. In the strategic alliance mode, the enterprise learns from the alliance partner enterprise in a relatively semi-internal state, and can improve the knowledge level of the enterprise in a short time. Microfiber rectangular hair towel. Perfect size and material for all hair types, big enough for curly, long and thick hair. 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