2023年英語六級外刊閱讀：為何廉價零售如此蓬勃
就在馬德里附近，它有一個全自動化管理的后勤倉庫。
Robot arms stack goods in crates like a game of Tetris.
機械臂把貨物像疊俄羅斯方塊一樣壘起來。
Mercadona is unique in several ways， says Zeynep Ton of Harvard University， who wrote a case study on the chain.
梅爾卡多納在很多方面都是獨一無二的，哈佛大學的澤伊內普。托恩說道，他寫了一個關于連鎖的個案研究。
Its 63，500 employees are on permanent contracts with bonuses， work regular hours and receive 20 times more training than the staff of an average American retailer.
它有63，500名員工都是終身簽約包括獎金，按規律時間上班并接受培訓，而培訓次數可比一般的美國零售商的員工接受的培訓要多20次。
This makes them more productive： sales per Mercadona employee were 18% higher in 2008 than at other Spanish supermarkets. Staff turnover is only 4%.
這使得他們生產效率更高：2008年，平均每個梅爾卡多納員工的銷售額比西班牙其他超市的銷售額高出18%.而員工流動率一年僅有4%.
Employees constantly gather feedback from shoppers， whom they refer to， accuratelyenough， as bosses.
員工們經常會收集購物者的反饋，而他們，準確的說，是指老板們。
Shops are designed to make shopping quick and easy.
商店就被設計成讓人們更快更便捷地購物。
The selection is smaller than in other supermarkets， especially after Mercadona took theunpopular decision of eliminating 1，000 products from the shelves in 2009.
梅爾卡多納的選擇區比其他超市的要小，特別是2009年以后，因為梅爾卡多納把1000種不受歡迎的產品下架了。
Own-label items such as Deliplus a line of cosmetics account for 38 % of sales.
像Deliplus化妝品牌系列這樣的自定商標貨物占銷售額的38%.
Mercadona products were ranked number one， in terms of value for money， in a recent survey of 5，200 households by TNS， a market researcher.
特恩斯的一名市場調查員對5200戶家庭進行調查，在最近的一次調查中，梅爾卡多納的產品根據經濟價值位列第一。
There is still plenty of room to grow at home.
但是這個超市依然有很多發展空間。
Mercadona accounts for 13.1 % of the floor space in Spanish supermarkets， which makes it the third-largest chain in the country， after Frances Carrefour and the co-operative Eroski.
梅爾卡多納占西班牙超市面積達13.1%，它達到了全國大型連鎖的第三名，僅次于法國家樂福和聯合以羅斯基。
It aims to enter the Italian or French market next year， probably through a small acquisition.
明年，梅爾卡多納計劃進駐意大利或者法國市場，很可能通過小型收購這個渠道。
Mr Roig doubts that the Mercadona model can simply be copied abroad. We must learn everything from everyone， he says.
羅伊先生對梅爾卡多納經營模式在國外市場的簡單套用表示不確定。我們必須從每個人身上學習所有的東西，他這樣說道。
Unlike most Spanish bosses， Mr Roig doesnt mince his words.
與西班牙大多數的老板不同，羅伊先生不會裝腔作勢。
Earlier this year he said the only good thing about 2011 for Spain was that it would be better than 2023.
今年年初，他談及有關2011年對西班牙有好處的唯一一點是，會比2023更好。
It will be worse if the Spanish people do not take up the challenge of transforming Spain， he says， by which he means bringing its colossal welfare state under control.
如果西班牙人民不去挑戰改變西班牙，那么情況會變的更糟，他說道，而他的意思是把它的臃腫的福利體系帶入正軌。
Mr Roig believes that Spain has great human capital.
羅伊先生相信西班牙有極好的人力資源。
That is true， but Spains youth unemployment rate-a staggering 45%-suggests that much of this talent is being squandered.
確實如此，但是西班牙的青年不在業率達令人驚訝的45%，這表明大部分的資源都被浪費了。
就在馬德里附近，它有一個全自動化管理的后勤倉庫。
Robot arms stack goods in crates like a game of Tetris.
機械臂把貨物像疊俄羅斯方塊一樣壘起來。
Mercadona is unique in several ways， says Zeynep Ton of Harvard University， who wrote a case study on the chain.
梅爾卡多納在很多方面都是獨一無二的，哈佛大學的澤伊內普。托恩說道，他寫了一個關于連鎖的個案研究。
Its 63，500 employees are on permanent contracts with bonuses， work regular hours and receive 20 times more training than the staff of an average American retailer.
它有63，500名員工都是終身簽約包括獎金，按規律時間上班并接受培訓，而培訓次數可比一般的美國零售商的員工接受的培訓要多20次。
This makes them more productive： sales per Mercadona employee were 18% higher in 2008 than at other Spanish supermarkets. Staff turnover is only 4%.
這使得他們生產效率更高：2008年，平均每個梅爾卡多納員工的銷售額比西班牙其他超市的銷售額高出18%.而員工流動率一年僅有4%.
Employees constantly gather feedback from shoppers， whom they refer to， accuratelyenough， as bosses.
員工們經常會收集購物者的反饋，而他們，準確的說，是指老板們。
Shops are designed to make shopping quick and easy.
商店就被設計成讓人們更快更便捷地購物。
The selection is smaller than in other supermarkets， especially after Mercadona took theunpopular decision of eliminating 1，000 products from the shelves in 2009.
梅爾卡多納的選擇區比其他超市的要小，特別是2009年以后，因為梅爾卡多納把1000種不受歡迎的產品下架了。
Own-label items such as Deliplus a line of cosmetics account for 38 % of sales.
像Deliplus化妝品牌系列這樣的自定商標貨物占銷售額的38%.
Mercadona products were ranked number one， in terms of value for money， in a recent survey of 5，200 households by TNS， a market researcher.
特恩斯的一名市場調查員對5200戶家庭進行調查，在最近的一次調查中，梅爾卡多納的產品根據經濟價值位列第一。
There is still plenty of room to grow at home.
但是這個超市依然有很多發展空間。
Mercadona accounts for 13.1 % of the floor space in Spanish supermarkets， which makes it the third-largest chain in the country， after Frances Carrefour and the co-operative Eroski.
梅爾卡多納占西班牙超市面積達13.1%，它達到了全國大型連鎖的第三名，僅次于法國家樂福和聯合以羅斯基。
It aims to enter the Italian or French market next year， probably through a small acquisition.
明年，梅爾卡多納計劃進駐意大利或者法國市場，很可能通過小型收購這個渠道。
Mr Roig doubts that the Mercadona model can simply be copied abroad. We must learn everything from everyone， he says.
羅伊先生對梅爾卡多納經營模式在國外市場的簡單套用表示不確定。我們必須從每個人身上學習所有的東西，他這樣說道。
Unlike most Spanish bosses， Mr Roig doesnt mince his words.
與西班牙大多數的老板不同，羅伊先生不會裝腔作勢。
Earlier this year he said the only good thing about 2011 for Spain was that it would be better than 2023.
今年年初，他談及有關2011年對西班牙有好處的唯一一點是，會比2023更好。
It will be worse if the Spanish people do not take up the challenge of transforming Spain， he says， by which he means bringing its colossal welfare state under control.
如果西班牙人民不去挑戰改變西班牙，那么情況會變的更糟，他說道，而他的意思是把它的臃腫的福利體系帶入正軌。
Mr Roig believes that Spain has great human capital.
羅伊先生相信西班牙有極好的人力資源。
That is true， but Spains youth unemployment rate-a staggering 45%-suggests that much of this talent is being squandered.
確實如此，但是西班牙的青年不在業率達令人驚訝的45%，這表明大部分的資源都被浪費了。
