日本頂級摩爾業主也是一個大的租賃商戶
來源：
聯商網
2008-05-13 11:29
JAPAN’S TOP MALL LANDLORD IS ALSO A BIG TENANT
日本頂級摩爾業主也是一個大的租賃商戶
AEON OWNS AND OPERATES ABOUT 1,260 STORES AND ALMOST 20 PERCENT OF JAPAN’S MALLS
永旺擁有和經營約1260 個商店,摩爾幾乎占日本總數的20%.
By Joel Groover
喬爾.格路佛
永旺旗下鉆石城商業開發公司在日本廣島的Soleil 摩爾-----永旺自有的摩爾和錨店
A hypothetical merger between the likes of Simon Property Group and Wal-Mart, or perhaps Tesco and Westfield, hints at the power Aeon Corp. now wields in Japan. But even these admittedly improbable scenarios fail to convey the true heft of this Tokyo-based conglomerate. To borrow a more homegrown image, then, Aeon towers above the competition like Godzilla. Not only is Aeon the dominant mall developer in Japan, it is also one of the country’s top owners of small-format neighborhood and power centers. As of February, total revenues stood at $40.2 billion. “There are 2,700 shopping centers in Japan,and Aeon operates 518 of them, which makes our share 19.2 percent,” said Akira Inomata, general manager of leasing. “Our share of full-scale regional malls is 75 percent.”
今天永旺公司在日本的擴張能力幾近瘋狂,它的并購行動可假設為類似于西蒙地產與沃爾瑪之間或特易購與西地集團之間的合并。但即使這些固然不大可能的假設不能傳達這個總部設在東京聯合大企業真實的分量。然后，更多地借助國內形象的永旺塔尖上的競爭像哥斯拉病毒（每到10 月10 日，當電腦啟動之后，將顯示下面的消息：“Have you danced with the devil in the moonlight? ”你在月光下已與魔鬼共舞了嗎？”。）永旺在日本不僅是占支配地位的購物中心開發商，它也是一個鄉村小型鄰里中心和能力中心的頂級業主。出租總經理Akira Inomata 說：“截至2 月，總收入達402 億日元。 在日本2700 個購物中心中，永旺經營了518 個，我們占19.2 ％ 。而我們享有全部區域購物中心75 ％的份額"。
In retail, too, Aeon looms. Its Aeon Welcia drugstores, Jusco general merchandise stores, MaxValu supermarkets and Ministop convenience stores blanket the country. Its specialty store business boasts domestic names Tsuruya Shoe Store and Petcity as well as joint ventures with such foreign chains as The Body Shop, Claire’s, Laura Ashley and The Sports Authority.
永旺在零售業。其永旺welcia 藥房，吉之島百貨商場，MaxValu 超級市場和覆蓋農村的Ministop 迷你便利店。其專賣店業務擁有國內自豪的名為Tsuruya皮鞋店和與國外連鎖業如The Body Shop 、Claire’s、Laura Ashley 和The SportsAuthority 合資的如petcity。
A hypothetical merger between the likes of Simon Property Group and Wal-Mart, or perhaps Tesco and Westfield, hints at the power Aeon Corp. now wields in Japan. But even these admittedly improbable scenarios fail to convey the true heft of this Tokyo-based conglomerate. To borrow a more homegrown image, then, Aeon towers above the competition like Godzilla. Not only is Aeon the dominant mall developer in Japan, it is also one of the country’s top owners of small-format neighborhood and power centers. As of February, total revenues stood at $40.2 billion. “There are 2,700 shopping centers in Japan,and Aeon operates 518 of them, which makes our share 19.2 percent,” said Akira Inomata, general manager of leasing. “Our share of full-scale regional malls is 75 percent.”
今天永旺公司在日本的擴張能力幾近瘋狂,它的并購行動可假設為類似于西蒙地產與沃爾瑪之間或特易購與西地集團之間的合并。但即使這些固然不大可能的假設不能傳達這個總部設在東京聯合大企業真實的分量。然后，更多地借助國內形象的永旺塔尖上的競爭像哥斯拉病毒（每到10 月10 日，當電腦啟動之后，將顯示下面的消息：“Have you danced with the devil in the moonlight? ”你在月光下已與魔鬼共舞了嗎？”。）永旺在日本不僅是占支配地位的購物中心開發商，它也是一個鄉村小型鄰里中心和能力中心的頂級業主。出租總經理Akira Inomata 說：“截至2 月，總收入達402 億日元。 在日本2700 個購物中心中，永旺經營了518 個，我們占19.2 ％ 。而我們享有全部區域購物中心75 ％的份額"。
In retail, too, Aeon looms. Its Aeon Welcia drugstores, Jusco general merchandise stores, MaxValu supermarkets and Ministop convenience stores blanket the country. Its specialty store business boasts domestic names Tsuruya Shoe Store and Petcity as well as joint ventures with such foreign chains as The Body Shop, Claire’s, Laura Ashley and The Sports Authority.
永旺在零售業。其永旺welcia 藥房，吉之島百貨商場，MaxValu 超級市場和覆蓋農村的Ministop 迷你便利店。其專賣店業務擁有國內自豪的名為Tsuruya皮鞋店和與國外連鎖業如The Body Shop 、Claire’s、Laura Ashley 和The SportsAuthority 合資的如petcity。
“It has 360-plus general merchandise stores, most of which are now anchors within larger shopping centers, and it has just over 900 food-only or predominantly food stores,” said Roy Larke, a business professor at Tokyo’s Rikkyo University and editor of JapanConsuming.com, which provides analyses of Japanese consumer markets. “Aeon is now the dominant player here.”
東京Rikkyo 大學商業教授和提供日本消費市場分析JapanConsuming.com的編輯Roy Larke 說：“它有360 多家百貨店，其大多數現在是大購物中心中的錨店。還有超過900 個食品商店和食品兼營商店。目前永旺在那里是占支配地位的角色。“
The reach of its retail and development operations, however, extends well beyond Japan’s shores. Aeon bought Talbots Inc., which operates some 1,400 Talbots Inc. and J. Jill stores worldwide, in 1988. The fast-growing conglomerate also owns 21 Jusco $10 Plaza stores in Hong Kong, where it opened its first store in 1987.
可是，永旺擴張經營零售業的的范圍已遠遠超出了日本本土。1988 年永旺收購了Talbots Inc.，它在全球經營著1400 余家Talbots Inc.和J. Jill 商店。這個快速成長的企業集團在香港還擁有21 個吉之島十元廣場店，1987 年在那里開設了第一家店。
Today Aeon is laying the groundwork to bring 100 new stores to China’s burgeoning markets over the next five years, according to spokeswoman Mariko Sasaki. It will do so through yet another subsidiary, Beijing Aeon Co.Aeon also plans to ramp up its shopping center development program in China. Its first Chinese mall, a 1.6 million-square- foot, Jusco-anchored property in Beijing, opens in the summer of 2008.
按女發發言人Mariko Sasaki 說：今天，永旺瞄準萌發中的中國市場，在未來的5 年中將給它帶來 100 家新開商店。它將通過另一家子公司，北京永旺公司來執行。永旺還計劃加大其在中國購物中心的開發計劃。其第一家中國摩爾是在北京,有160 萬平方英呎，吉之島為錨店,將在2008 年夏天開業。
Though Aeon traces its roots back over a century, the company’s modern history began just after World War II, with the supermarket operation founded by Takuya Okada, who remains honorary chairman and who has a reputation for skill at strategic business relationships. Through a series of acquisitions over a 20-year period, Okada built the regional supermarket chain into the nucleus of today’s conglomerate, says Larke. “By the early 1990s, the group, which at the time was just called Jusco, was about the fourth- or fifth-largest retailer in Japan,” he said. “Then, with the economic downturn of the 1990s, they began to be more strategic and to have clearer aims and goals for the company.”
永旺的發展軌跡可溯源到一個多世紀前。該公司的近代史開始于第二次世界大戰后，超市經營由岡田（Takuya Okada）創立，他仍然保持名譽主席，在商業戰略關系方面享有聲譽。通過過去20 年一系列的收購，岡田建成區域性連鎖超市成為今天集團的核心。Larke 說：“90 年代初，集團在當時只是叫吉之島，在日本大約是第 4 或第5 大零售商。”他說。 “然后，在90 年代經濟不景氣的年代，公司開始以更具戰略性，并有明確的宗旨和目標。”
That strategic focus sharpened further in 1997 when Okada’s son, Motoya, took the reins as president. The younger Okada, educated at Babson College, in Babson Park, Mass., no doubt immersed himself in American approaches to the retail business in general, and to Wal-Mart’s meteoric rise in particular, says Larke. Indeed, Aeon’s strategic direction since 1997 reads like a chapter out of a Sam Walton biography. Using economies of scale and operating efficiencies to drive down costs, for example, is a central focus at Aeon. So is standing up to those who stand in the way of that strategy — namely entrenched Japanese manufacturers who insist upon supplying stores themselves (and in some cases,even stocking shelves themselves), rather than allowing retailers to control their own supply chains.
1997 年當岡田的兒子Motoya 代為執掌擔任總裁時這一戰略重點進一步加強。年輕岡田在馬薩諸塞州巴布森公園的巴布森學院受過教育，無疑使自己通常以美國的方法進入零售業務，尤其沃爾瑪的飛速崛起，Larke 說，事實上，1997年以來，永旺的戰略方向，像讀一章山姆沃爾頓的傳記。如永旺的一個重點是利用規模經濟和經營效率，以降低成本。所以抵制影響這一戰略的障礙——即根深蒂固的日本制造商堅持自己供應商店（以及在某些情況下，甚至屯積自己的貨架），而不是讓零售商控制自己的供應鏈。
東京Rikkyo 大學商業教授和提供日本消費市場分析JapanConsuming.com的編輯Roy Larke 說：“它有360 多家百貨店，其大多數現在是大購物中心中的錨店。還有超過900 個食品商店和食品兼營商店。目前永旺在那里是占支配地位的角色。“
The reach of its retail and development operations, however, extends well beyond Japan’s shores. Aeon bought Talbots Inc., which operates some 1,400 Talbots Inc. and J. Jill stores worldwide, in 1988. The fast-growing conglomerate also owns 21 Jusco $10 Plaza stores in Hong Kong, where it opened its first store in 1987.
可是，永旺擴張經營零售業的的范圍已遠遠超出了日本本土。1988 年永旺收購了Talbots Inc.，它在全球經營著1400 余家Talbots Inc.和J. Jill 商店。這個快速成長的企業集團在香港還擁有21 個吉之島十元廣場店，1987 年在那里開設了第一家店。
Today Aeon is laying the groundwork to bring 100 new stores to China’s burgeoning markets over the next five years, according to spokeswoman Mariko Sasaki. It will do so through yet another subsidiary, Beijing Aeon Co.Aeon also plans to ramp up its shopping center development program in China. Its first Chinese mall, a 1.6 million-square- foot, Jusco-anchored property in Beijing, opens in the summer of 2008.
按女發發言人Mariko Sasaki 說：今天，永旺瞄準萌發中的中國市場，在未來的5 年中將給它帶來 100 家新開商店。它將通過另一家子公司，北京永旺公司來執行。永旺還計劃加大其在中國購物中心的開發計劃。其第一家中國摩爾是在北京,有160 萬平方英呎，吉之島為錨店,將在2008 年夏天開業。
Though Aeon traces its roots back over a century, the company’s modern history began just after World War II, with the supermarket operation founded by Takuya Okada, who remains honorary chairman and who has a reputation for skill at strategic business relationships. Through a series of acquisitions over a 20-year period, Okada built the regional supermarket chain into the nucleus of today’s conglomerate, says Larke. “By the early 1990s, the group, which at the time was just called Jusco, was about the fourth- or fifth-largest retailer in Japan,” he said. “Then, with the economic downturn of the 1990s, they began to be more strategic and to have clearer aims and goals for the company.”
永旺的發展軌跡可溯源到一個多世紀前。該公司的近代史開始于第二次世界大戰后，超市經營由岡田（Takuya Okada）創立，他仍然保持名譽主席，在商業戰略關系方面享有聲譽。通過過去20 年一系列的收購，岡田建成區域性連鎖超市成為今天集團的核心。Larke 說：“90 年代初，集團在當時只是叫吉之島，在日本大約是第 4 或第5 大零售商。”他說。 “然后，在90 年代經濟不景氣的年代，公司開始以更具戰略性，并有明確的宗旨和目標。”
That strategic focus sharpened further in 1997 when Okada’s son, Motoya, took the reins as president. The younger Okada, educated at Babson College, in Babson Park, Mass., no doubt immersed himself in American approaches to the retail business in general, and to Wal-Mart’s meteoric rise in particular, says Larke. Indeed, Aeon’s strategic direction since 1997 reads like a chapter out of a Sam Walton biography. Using economies of scale and operating efficiencies to drive down costs, for example, is a central focus at Aeon. So is standing up to those who stand in the way of that strategy — namely entrenched Japanese manufacturers who insist upon supplying stores themselves (and in some cases,even stocking shelves themselves), rather than allowing retailers to control their own supply chains.
1997 年當岡田的兒子Motoya 代為執掌擔任總裁時這一戰略重點進一步加強。年輕岡田在馬薩諸塞州巴布森公園的巴布森學院受過教育，無疑使自己通常以美國的方法進入零售業務，尤其沃爾瑪的飛速崛起，Larke 說，事實上，1997年以來，永旺的戰略方向，像讀一章山姆沃爾頓的傳記。如永旺的一個重點是利用規模經濟和經營效率，以降低成本。所以抵制影響這一戰略的障礙——即根深蒂固的日本制造商堅持自己供應商店（以及在某些情況下，甚至屯積自己的貨架），而不是讓零售商控制自己的供應鏈。
“Aeon is trying to move away from that so that they’ll have control of everything within their own business,” Larke said. “They’ve spent billions and built hundreds of thousands of square meters of logistics platforms. … This has been going on for 10 years now, and it has probably been the most difficult part of their whole project.”
“永旺正試圖擺脫在自己的業務中控制一切”Larke 說。“他們已經花費了數十億日元興建了數十萬平方米的物流平臺……至今，這已經持續了10 年，它可能一直是整個項目中最困難的一部分。”
And that may be one reason Aeon has started to buck a longstanding tradition in Japanese retail. Not long after it gobbled up rival retail conglomerate Daiei,last December, Aeon began overtly trumpeting its market share. It was an unheard-of thing to do in a business climate where being demure about such matters is the norm, says Larke. “They consider it almost ‘game over,’ if you like,” he said. “The message they are now strongly putting across is, ‘We are now so big that it is advantageous for manufacturers to deal with Aeon in the way Aeon wants to be dealt with.” Forcing manufacturers to play ball is, of course, Wal-Mart 101.
這可能原因之一是永旺不得不開始對抗長期以來日本零售的傳統。沒多久之后，去年12 月它吞噬了競爭對手零售巨頭大榮公司。永旺開始公然鼓吹其市場份額。在這個常態的商業氛圍中這樣做是空前的，Larke 說：“如果你喜歡，他們認為這幾乎是'競賽'。”他說。“他們正極力接受這信息，我們現在這么大，是有利于廠商與永旺間的交易以永旺希望的發方式進行，迫使廠商按沃爾瑪101 培訓課程‘玩球’。”
“永旺正試圖擺脫在自己的業務中控制一切”Larke 說。“他們已經花費了數十億日元興建了數十萬平方米的物流平臺……至今，這已經持續了10 年，它可能一直是整個項目中最困難的一部分。”
And that may be one reason Aeon has started to buck a longstanding tradition in Japanese retail. Not long after it gobbled up rival retail conglomerate Daiei,last December, Aeon began overtly trumpeting its market share. It was an unheard-of thing to do in a business climate where being demure about such matters is the norm, says Larke. “They consider it almost ‘game over,’ if you like,” he said. “The message they are now strongly putting across is, ‘We are now so big that it is advantageous for manufacturers to deal with Aeon in the way Aeon wants to be dealt with.” Forcing manufacturers to play ball is, of course, Wal-Mart 101.
這可能原因之一是永旺不得不開始對抗長期以來日本零售的傳統。沒多久之后，去年12 月它吞噬了競爭對手零售巨頭大榮公司。永旺開始公然鼓吹其市場份額。在這個常態的商業氛圍中這樣做是空前的，Larke 說：“如果你喜歡，他們認為這幾乎是'競賽'。”他說。“他們正極力接受這信息，我們現在這么大，是有利于廠商與永旺間的交易以永旺希望的發方式進行，迫使廠商按沃爾瑪101 培訓課程‘玩球’。”
一個永旺吉之島百貨店
On the development front, Aeon has a robust pipeline. It opened eight regional malls and nine small-format centers last year, Inomata said, and has plans to build a total of 15 centers by year-end. The company aims to open 10 regional malls next year and the year after. Dainichi Shopping Center, which opened last September, typifies Aeon’s approach to regional malls, says Inomata. Located three miles from Osaka’s central business district, the 1.6 million-square-foot,Jusco-anchored mall is projected to rack up $1.1 billion in sales its first year of operation. The property is connected to a monorail and a subway station, but it also contains a 2,300-space parking structure. Its 169 tenants include an eight-screen multiplex and such draws as Cheesecake Forest, a themed eatery that Aeon created in partnership with the Namco amusement company and which sells 200 types of cheesecake.
關于發展方面，永旺擁有強大的管道。去年它經營了8 個區域摩爾和 9 個小型購物中心。Inomata 說:已規劃至今年年底建設15 個購區物中心。明年和后年公司目標開10 個區域購物中心。開去年9 月開業的大日(Dainichi)購物中心是永旺區域摩爾的代表作。離大阪中央商務區3 英里160 萬平方英呎，以吉之島為錨店的摩爾預計開業當年銷售高達11 億美元。該物業連接到一個單軌電車和地鐵站，它也包含了2300 停車車位。有169 個租賃商戶，包括8 個多重屏幕等，還有諸如“乳酪森林”那樣的主題餐館，永旺與Namco 娛樂公司結成伙伴銷售200 種乳酪產品。
As of February, Aeon’s portfolio totaled some 20.8 million square feet of gross leasable area, with 11,450 tenants. “Our future challenge is discovering more new tenants and developing new formats with business partners inside and outside of the country,” Inomata said. But though Aeon is sending out invitations to foreign retailers interested in coming to Japan, it is not doing so as a result of any vacancy problems, Larke says.
截至二月，永旺投資組合了總計約2080 萬平方英呎（GLA）面積，11450個租賃商戶。“我們未來的挑戰是發掘更多新的租賃商戶，并與國內外發展新的業務合作模式。”Inomata 說。“既然永旺正在對有興趣的外國零售商發出邀請去日本，它這么做絕非‘竹籃打水’。”Larke 說。
In recent years, Japan’s retail economy, long dominated by large general merchandise operations, has seen an explosion of new specialty stores. “There are a lot of new companies that are very good at what they do — well-branded, well-marketed — that operate small-format stores that fit ideally into these new malls,” Larke said. “It has come together at just the right time for Aeon, which is producing more and more space for these brands even as the brands themselves are getting better and better.”
近年來，日本的零售經濟長期由大型的綜合性商品經營所主導，呈現出爆炸性增長的新專賣店。“有很多新的公司是非常好的事情，他們以合適的理念經營小型商店進入這些新的摩爾，做好的品牌，好的市場。”Larke 說，“這已經在適當的時機與永旺走到一起，為這些品牌產生越來越多的空間，甚至作為自己的品牌變得越來越好。”
Meanwhile, as noted by Deloitte in its Global Powers in Retailing report for 2007,Japan’s economic recovery is well under way. “Japan is poised to experience consumer-driven growth rather than relying almost solely on exports,” says the report. “Japan’s outlook seems better today than at anytime in the last two decades.”
與此同時，正如德勤在其《2007 年全球零售業能力報告》注意到的，2007 年日本的經濟復蘇正順利進行。“日本保持體驗消費帶動增長，而不是單純依賴。”報告說。 “日本的前景看起來今天比過去二十年任何時候更好。”
The same might be said of Aeon itself. One knock against the company, often repeated by competitors, is that its stores have shown far less profitability than its development business. But Larke is betting that Aeon’s decade long campaign to bulk up, boost efficiency and be more innovative with its retail brands will eventually bear fruit. “They are seriously big,” he said, “and they’regetting better at what they do.”
同樣可以說，永旺本身。一個被競爭對手反復敲打的公司，其商店盈利表現遠不如比其業務的發展。但Larke 打賭，永旺經過十年長期戰斗將膨脹起來，推進效率，更多的創新，其零售品牌終將開花結果。“他們是大得厲害”他說，“而且他們做得更好。”
（譯者：俞稚玉）
關于發展方面，永旺擁有強大的管道。去年它經營了8 個區域摩爾和 9 個小型購物中心。Inomata 說:已規劃至今年年底建設15 個購區物中心。明年和后年公司目標開10 個區域購物中心。開去年9 月開業的大日(Dainichi)購物中心是永旺區域摩爾的代表作。離大阪中央商務區3 英里160 萬平方英呎，以吉之島為錨店的摩爾預計開業當年銷售高達11 億美元。該物業連接到一個單軌電車和地鐵站，它也包含了2300 停車車位。有169 個租賃商戶，包括8 個多重屏幕等，還有諸如“乳酪森林”那樣的主題餐館，永旺與Namco 娛樂公司結成伙伴銷售200 種乳酪產品。
As of February, Aeon’s portfolio totaled some 20.8 million square feet of gross leasable area, with 11,450 tenants. “Our future challenge is discovering more new tenants and developing new formats with business partners inside and outside of the country,” Inomata said. But though Aeon is sending out invitations to foreign retailers interested in coming to Japan, it is not doing so as a result of any vacancy problems, Larke says.
截至二月，永旺投資組合了總計約2080 萬平方英呎（GLA）面積，11450個租賃商戶。“我們未來的挑戰是發掘更多新的租賃商戶，并與國內外發展新的業務合作模式。”Inomata 說。“既然永旺正在對有興趣的外國零售商發出邀請去日本，它這么做絕非‘竹籃打水’。”Larke 說。
In recent years, Japan’s retail economy, long dominated by large general merchandise operations, has seen an explosion of new specialty stores. “There are a lot of new companies that are very good at what they do — well-branded, well-marketed — that operate small-format stores that fit ideally into these new malls,” Larke said. “It has come together at just the right time for Aeon, which is producing more and more space for these brands even as the brands themselves are getting better and better.”
近年來，日本的零售經濟長期由大型的綜合性商品經營所主導，呈現出爆炸性增長的新專賣店。“有很多新的公司是非常好的事情，他們以合適的理念經營小型商店進入這些新的摩爾，做好的品牌，好的市場。”Larke 說，“這已經在適當的時機與永旺走到一起，為這些品牌產生越來越多的空間，甚至作為自己的品牌變得越來越好。”
Meanwhile, as noted by Deloitte in its Global Powers in Retailing report for 2007,Japan’s economic recovery is well under way. “Japan is poised to experience consumer-driven growth rather than relying almost solely on exports,” says the report. “Japan’s outlook seems better today than at anytime in the last two decades.”
與此同時，正如德勤在其《2007 年全球零售業能力報告》注意到的，2007 年日本的經濟復蘇正順利進行。“日本保持體驗消費帶動增長，而不是單純依賴。”報告說。 “日本的前景看起來今天比過去二十年任何時候更好。”
The same might be said of Aeon itself. One knock against the company, often repeated by competitors, is that its stores have shown far less profitability than its development business. But Larke is betting that Aeon’s decade long campaign to bulk up, boost efficiency and be more innovative with its retail brands will eventually bear fruit. “They are seriously big,” he said, “and they’regetting better at what they do.”
同樣可以說，永旺本身。一個被競爭對手反復敲打的公司，其商店盈利表現遠不如比其業務的發展。但Larke 打賭，永旺經過十年長期戰斗將膨脹起來，推進效率，更多的創新，其零售品牌終將開花結果。“他們是大得厲害”他說，“而且他們做得更好。”
（譯者：俞稚玉）
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