宜家學(xué)中國品牌搞網(wǎng)購,結(jié)果賠錢厲害

Ikea’s profits have fallen by more than a third as theworld’s biggest furnishing retailer invests inimproving its online business and tests smaller city-centre stores.

宜家作為全球最大的家具零售商，投資改善了自己的網(wǎng)購生意，并且開始測試在市中心開一些小型的店面;而在這么做之后，它的利潤跌了1/3。

Ingka, the holding company that runs the vastmajority of Ikea stores, said pre-tax profits for itsmain operations were down 36% to Euro2.1bn andsales rose 2% to Euro37bn as to 31 August, 2018.

宜家的絕大部分門店都?xì)w一家叫Ingka的控股公司運營，而Ingka說：截至2018年8月31日，他們的總銷售額上升了2%，達(dá)到了370億歐元;但他們經(jīng)營活動的稅前總利潤卻下降了36%，跌至了21億歐元。

During the year, the group invested Euro2.8bn, the majority of which funded 14 newdistribution centres to cater for online business.

在這一年當(dāng)中，整個集團(tuán)總共投資了28億歐元，其中的大部分都被用來資助網(wǎng)購系統(tǒng)的14個分揀中心了。

It also bought windfarms in Finland and Portugal and forests in Latvia and the US, as part of itssustainability efforts, and acquired the odd-job gig economy app TaskRabbit.

他們還在芬蘭和葡萄牙買了風(fēng)力電廠、在拉脫維亞和美國買了森林，這都是他們在可持續(xù)發(fā)展上做的努力。此外他們還收購了零工平臺app TaskRabbit。

The fall in profits came after Ikea said it was cutting 7,500 office jobs worldwide to focus onimproving its online operation and city-centre format.

在這次利潤下降之前，宜家剛宣布要在全球范圍內(nèi)裁減7500個辦公室職位，以圖集中注意力來優(yōu)化他們的在線運營以及城市中心店業(yè)態(tài)。

The Swedish group, which employs 160,000 people, said the jobs would go over the nextcouple of years, and would mainly affect administrative staff in central support functions acrossthe 30 countries where it operates.

這家瑞典集團(tuán)總共有160000名員工，公司說要裁撤的那些職位會在接下來的幾年內(nèi)陸續(xù)裁掉，主要是裁掉他們經(jīng)營范圍內(nèi)30個國家里的那些中央支持部門的行政管理崗位。

The CFO of Ingka, said: “During the year we have increased our efforts and investments tostart to transform our business. While this has had an impact on our results, it is aconscious decision for us to start a three-year period to transform our business and bebetter equipped for the next 75 years. Our financial strength enables us to invest over the longterm, and with purpose, in our own future.”

Ingka的CFO說：“這些年，我們?yōu)榱宿D(zhuǎn)型投入了越來越多的人力和財力。雖然這樣做對我們的財務(wù)狀況造成了一些影響，但這是個比較理性的做法：用3年的時間來轉(zhuǎn)型，好讓我們能更好地應(yīng)對后面的75年。我們的財務(wù)實力讓我們可以有意識地為自己的未來做一些長遠(yuǎn)的投資。”