Wal-Mart Stores CFO，Brett Biggs

Last year， the retail giant said it would spend about $2.7 billion on higher wages for hundreds of thousands of workers at its U.S. stores in 2015 and 2016. The move was part of an effort to improve customer service and keep good workers in a tightening job market. Walmart has now reported six straight quarters of comparable sales growth， and five straight quarters of shopper traffic increases. “I can feel the difference， I can see the difference，” Wal-Mart Stores CFO Brett Biggs told analysts at an investor conference in New York this week. “It pays off in a number of areas： clean， fast， friendly store scores go up.” He added： “The stores are cleaner.” Biggs also praised the quicker checkout.

2015年，沃爾瑪公司計(jì)劃在2015年和2016年將大約27億美元預(yù)算用于提高美國門店員工收入上。CFO Brett Biggs解釋說，制定這一決策的目的是為了改善客戶服務(wù)，同時能在緊縮的就業(yè)市場環(huán)境下留住好員工。迄今為止，沃爾瑪已連續(xù)六個季度同店銷售保持增長，客流量連續(xù)五個季度保持增加。對此，Biggs表示，“這樣的激勵措施已經(jīng)取得了顯著的效果，我們已經(jīng)在多方面看到了變化：門店的清潔度、工作效率、服務(wù)態(tài)度以及結(jié)賬速度上都得到了提升。”

UPS CFO，Richard Peretz

Richard Peretz， CFO of UPS， notes， “You have growth， but its slower and its sending mixed signals， both within a country or a region， as well as across the globe.” These conditions require using a different yardstick to measure success， says Peretz. “A few years back， if you were to expect growth to be 2% to 3%， everybody would look at you and say， ‘Well， thats not very good，” he explains. “But thats the new reality post-recession， so we have to be thinking about how you can take advantage of that.”

談到對2016年的整體預(yù)期，UPS快遞 CFO Richard Peretz認(rèn)為，“無論對于一個國家、地區(qū)或是全球范圍而言，增長預(yù)期都將是肯定的，但同時釋放出更加緩慢、復(fù)雜的增長信號。這些復(fù)雜性決定了我們應(yīng)該用不同的標(biāo)準(zhǔn)來衡量成功?！盤eretz解釋說，“如果在幾年前，2%至3%的增長預(yù)期是不被看好的，但在經(jīng)濟(jì)衰退后的新形勢下，我們要思考的是如何更好地適應(yīng)新形勢?！?/p>

Dufry CFO，Andreas Schneiter

Andreas Schneiter， CFO of Dufry， a Switzerland-based global travel retailer， extols the advantages of geographical flexibility. “Geographic diversification helps us to mitigate or manage the risks that can come from any single location or from any single market where performance may be a bit weaker for whatever reason，” says Schneiter. This ability to refocus resources underlies the companys core management philosophy： “We are looking always at the business on a long-term basis. We are not there just for the short term.”

面對如此復(fù)雜的商業(yè)環(huán)境，瑞士旅游零售商DUFRY集團(tuán)CFO Andreas Schneiter認(rèn)為，最重要的是保持靈活性，把資源用在預(yù)期收益明確的業(yè)務(wù)上?！暗赜蚨嘣刮覀兡軌蚋玫販p輕風(fēng)險(xiǎn)或?qū)︼L(fēng)險(xiǎn)的管理更有效，這些風(fēng)險(xiǎn)可能來自任何方向或任何增長不夠強(qiáng)勁的單一市場?！?Schneiter強(qiáng)調(diào)，對資源的重新調(diào)整能力是企業(yè)核心管理理念的基礎(chǔ)，“要以長期發(fā)展的眼光看待業(yè)務(wù)，而不僅僅關(guān)注短期利益?！?