A continent goes shopping

　　非洲大陸掀起消費潮

　　Africa s fast-growing middle class has money tospend

　　迅速壯大的非洲中產階級群體如今有錢消費了

　　AFRICAN consumers are underserved andovercharged, reckons Frank Braeken, Unilever sboss in Africa.

　　聯合利華非洲區總裁Frank Braeken一直認為，非洲消費者所享受的服務水平過低且收費高昂。

　　Until recently, South Africans who craved shampoo made specially for African hair,

　　直到最近，除了購買從美國進口的昂貴的日用品，南非人幾乎別無選擇，而他們真正渴望的是適合非洲發質的洗發水，

　　or cosmetics for black skin, had little choice besides costly American imports.

　　或是適合黑色皮膚的化妝品。

　　Unilever spotted an opportunity:

　　在這里，聯合利華發現了商機：

　　its Motions range of shampoos andconditioners is now a hit.

　　其運動系列的洗發水和護發素正受到追捧。

　　The Anglo-Dutch consumer-goods giant is making a big effort to tailor products for Africancustomers:

　　聯合利華這家英荷日用消費品巨頭正在為生產適合非洲消費者的產品做出巨大的努力：

　　affordable food, water-thrifty washing powders and grooming products to fit local tastes.

　　實惠的食品，省水的洗衣粉以及符合當地審美觀的美容產品。

　　It is also helping other businesses.

　　這也帶動了其他行業的發展。

　　Last year Unilever opened the Motions Academy in Johannesburg.

　　去年，聯合利華在約翰內斯堡開設了一家Motions學院，

　　Each year it will train up to 5,000 hairdressers who want to open their own salons.

　　每年最多能培養5000名美發師，他們希望畢業后能夠開設自己的美發沙龍。

　　It is also a laboratory to test products and to try out new business models.

　　聯合利華能夠利用這家美發學院測試新產品，同時探索新的商業模式。

　　If it works, Unilever plans to replicate it elsewhere in Africa.

　　如果獲得成功，該模式將在非洲其他地區獲得推廣。

　　Africa already has a $1.8 trillion economy and is forecast to have a population of 1.3 billionby 2023.

　　非洲經濟體規模已達到1.8萬億美元，預計到2023年人口將會達到13億。

　　Lion economies such as Ghana and Rwanda have grown faster than South Korea, Taiwan andother East Asian tiger economies in five of the past seven years, albeit from a low base.

　　在過去的七年中，像加納、盧旺達這樣的非洲獅經濟體國家有五年發展速度超過了韓國、臺灣等亞洲虎經濟體國家。盡管起點較低，這種增長速度還是很可觀的。

　　Unilever is not the only consumer-goods giant moving in.

　　聯合利華不是唯一進軍非洲市場的日用消費品巨頭。

　　Africa accounts for only 3% of group sales of Nestle, the world s biggest food firm,

　　對于世界最大的食品企業的雀巢公司來說，非洲市場僅占其全球銷售總額的3%，

　　but the Swiss behemoth is betting big there too:

　　但這家瑞士巨頭也在非洲市場下了很大的賭注：

　　its African investments will total SFr1 billion in 2011 and 2023 against a total capitalexpenditure of SFr4.8 billion last year.

　　2001和2023年的總投資額達到10億瑞士法郎，而去年雀巢在全球的總投資額也只有48億瑞士法郎。

　　It has 29 factories on the continent and wants to build more. SABMiller, the world ssecond-largest beermaker, is planning to invest up to $2.5 billion in Africa over the next fiveyears to build and revamp breweries.

　　雀巢公司在非洲擁有29家工廠，將來還會建得更多。全球第二大啤酒制造商南非米勒正計劃在未來的五年中向非洲投資25億美元用以建造、改造啤酒廠。

　　In the year to March 2023, the continent was SABMiller s fastest-growing region, withvolumes up by 13%.

　　到2023年三月為止，SABMiller在非洲地區銷售量上升13%，非洲成為SABMille業務發展最快的地區。

　　Africa s attractions stem from its new middle class, loosely defined by the AfricanDevelopment Bank as anyone who spends between $2 and $20 a day in purchasing-powerparity terms.

　　非洲市場之所以如此誘人，原因在于新生的中產階級，非洲發展銀行將其大致定義為日均消費額在2美元到20美元之間的群體。

　　The bank estimates that more than 34% of Africans fit this description, up from 27% in2000.

　　該銀行估計，非洲符合這一描述的人口比例由2007年的27%上升到如今的34%以上。

　　The challenge is to make stuff such consumers can afford, says Sullivan O Carroll, the bossof Nestle South Africa.

　　南非雀巢總裁Sullivan O Carroll表示，最大的挑戰在于要生產非洲中產階級消費得起的產品。

　　Nestle offers wares called Popularly Positioned Products.

　　雀巢將這類產品稱作大眾消費品。

　　The name may not be snappy but the products are cheap and address common nutritionaldeficiencies.

　　也許這個名字不夠大眾化，但這類產品價格低廉，并且能夠決絕普遍存在的營養不良問題。

　　For instance, Nespray, an instant milk powder, contains calcium, zinc and ironallessential for children.

　　例如Nespray，這是一種速溶奶粉，含有鈣、鐵、鋅這些兒童必需的礦物質。

　　It is sold in a 250g pouch that costs only a few rand.

　　這種奶粉的250克裝僅售價幾個蘭特。

　　Designing products that appeal to locals is only part of the challenge.

　　設計符合當地需求的產品僅僅是挑戰的一部分。

　　Even in South Africa, which has the best infrastructure, consumers may be eager but hard toreach.

　　即使在基礎設施狀況最好的南非，也存在市場需求旺盛但物流不便的問題。

　　Nestle delivers directly to spaza shops, that make up about 30% of the national retailmarket.

　　雀巢公司直接向spaza日常便利店供貨。

　　Many of these are in remote areas and owners often cannot afford delivery vans.

　　許多spaza都位于偏遠地區，店主無力購買廂式貨車來運貨。

　　Nestle has set up 18 distribution centres that deliver to spazas.

　　雀巢已經建立了18個配送中心來為spaza店家供貨，

　　It charges them the same prices as bigger outlets.

　　收取的費用與那些較大的品牌直銷購物中心是一樣的。

　　Security is a problem too.

　　安全也是一大問題。

　　Just as Nestle s milk powder is fortified with iron, so its distribution centres are fortifiedwith steel.

　　例如雀巢奶粉是強化鐵配方的，于是其配送中心中備有鋼鐵。

　　The boss of the one in Soweto, has been tied up and held at gunpoint by burglars andthreatened several times.

　　索偉托地區配送中心的老板曾被持槍的竊賊綁了起來，還被威脅過好幾次。

　　Delivery vehicles that collect the spaza owners payments, called cash vans, used to beadorned with branding. That was like sticking on a sign saying rob me.

　　以往，裝載著spaza 店主付款的廂式貨車一般都打著商標標識，它們被稱作運鈔貨車，這簡直是在招呼人們來搶我吧。

　　Today they are nondescript white cars.

　　如今，這些貨車被沒有任何標識的白色轎車所替代。

　　Soweto s spazas range from a hole in the wall on a dust road in a squatters camp to aproper mini-market with a bright-green fade.

　　索偉托的spazas便利店規模大小不等，千差萬別有的位于非法聚居點，門前是灰塵撲撲的馬路，所謂的便利店只是在墻上掏出一個洞;有的則坐落在合法的小型市場內，建筑表面刷著鮮亮的綠漆。

　　Many of the owners are canny in dealing with customers.

　　多數店主都很精明，招呼客人很有一套。

　　But for the supplier, working with them is tricky.

　　但對于供貨商來說，他們卻很難以對付。

　　Few have much working capital5,000 rand is typical.

　　店主們幾乎都沒有太多的錢大多數人的運營資本只有5000蘭特左右。

　　Many have no ambition to grow.

　　許多店主并沒有擴大營業規模的打算。

　　Some are hard to find.

　　還有的找不到人。

　　Nestle views microdistribution as a marketing expenditure:

　　雀巢公司把微觀分銷microdistribution 視作市場營銷支出的一部分：

　　its staff can talk spaza owners into trying new products and check that its wares areprominently displayed.

　　公司職員可以說服spazas店主嘗試售賣新產品，檢查雀巢公司的產品是否擺放在顯眼的位置。

　　The goal is to make what it calls microdistribution break even.

　　之所以這樣做是為了保證微觀分銷不會賠本。

　　South Africa s roads and railways are much better than the rest of Africa s.

　　南非的公路和鐵路設施比非洲其他地區要好得多。

　　Danone, a French food firm, delivers its yogurts and other delectables twice a week to 8,500outlets in South Africa.

　　法國食品公司達能集團每周發兩次貨，把酸奶等美味食品運送到南非8500個品牌直銷店中。

　　We cannot do this in Angola, Nigeria or Gambia, says Mario Reis, its local boss.

　　南非區總裁Mario Reis表示：我們無法再安哥拉、尼日利亞或岡比亞做到這一點。

　　He adds that in most of the rest of the continent, firms need to dig their own wells andgenerate their own electricity.

　　他補充道，在非洲其他大部分地區，公司需要自己挖井取水、自己發電。

　　A continent goes shopping

　　非洲大陸掀起消費潮

　　Africa s fast-growing middle class has money tospend

　　迅速壯大的非洲中產階級群體如今有錢消費了

　　AFRICAN consumers are underserved andovercharged, reckons Frank Braeken, Unilever sboss in Africa.

　　聯合利華非洲區總裁Frank Braeken一直認為，非洲消費者所享受的服務水平過低且收費高昂。

　　Until recently, South Africans who craved shampoo made specially for African hair,

　　直到最近，除了購買從美國進口的昂貴的日用品，南非人幾乎別無選擇，而他們真正渴望的是適合非洲發質的洗發水，

　　or cosmetics for black skin, had little choice besides costly American imports.

　　或是適合黑色皮膚的化妝品。

　　Unilever spotted an opportunity:

　　在這里，聯合利華發現了商機：

　　its Motions range of shampoos andconditioners is now a hit.

　　其運動系列的洗發水和護發素正受到追捧。

　　The Anglo-Dutch consumer-goods giant is making a big effort to tailor products for Africancustomers:

　　聯合利華這家英荷日用消費品巨頭正在為生產適合非洲消費者的產品做出巨大的努力：

　　affordable food, water-thrifty washing powders and grooming products to fit local tastes.

　　實惠的食品，省水的洗衣粉以及符合當地審美觀的美容產品。

　　It is also helping other businesses.

　　這也帶動了其他行業的發展。

　　Last year Unilever opened the Motions Academy in Johannesburg.

　　去年，聯合利華在約翰內斯堡開設了一家Motions學院，

　　Each year it will train up to 5,000 hairdressers who want to open their own salons.

　　每年最多能培養5000名美發師，他們希望畢業后能夠開設自己的美發沙龍。

　　It is also a laboratory to test products and to try out new business models.

　　聯合利華能夠利用這家美發學院測試新產品，同時探索新的商業模式。

　　If it works, Unilever plans to replicate it elsewhere in Africa.

　　如果獲得成功，該模式將在非洲其他地區獲得推廣。

　　Africa already has a $1.8 trillion economy and is forecast to have a population of 1.3 billionby 2023.

　　非洲經濟體規模已達到1.8萬億美元，預計到2023年人口將會達到13億。

　　Lion economies such as Ghana and Rwanda have grown faster than South Korea, Taiwan andother East Asian tiger economies in five of the past seven years, albeit from a low base.

　　在過去的七年中，像加納、盧旺達這樣的非洲獅經濟體國家有五年發展速度超過了韓國、臺灣等亞洲虎經濟體國家。盡管起點較低，這種增長速度還是很可觀的。

　　Unilever is not the only consumer-goods giant moving in.

　　聯合利華不是唯一進軍非洲市場的日用消費品巨頭。

　　Africa accounts for only 3% of group sales of Nestle, the world s biggest food firm,

　　對于世界最大的食品企業的雀巢公司來說，非洲市場僅占其全球銷售總額的3%，

　　but the Swiss behemoth is betting big there too:

　　但這家瑞士巨頭也在非洲市場下了很大的賭注：

　　its African investments will total SFr1 billion in 2011 and 2023 against a total capitalexpenditure of SFr4.8 billion last year.

　　2001和2023年的總投資額達到10億瑞士法郎，而去年雀巢在全球的總投資額也只有48億瑞士法郎。

　　It has 29 factories on the continent and wants to build more. SABMiller, the world ssecond-largest beermaker, is planning to invest up to $2.5 billion in Africa over the next fiveyears to build and revamp breweries.

　　雀巢公司在非洲擁有29家工廠，將來還會建得更多。全球第二大啤酒制造商南非米勒正計劃在未來的五年中向非洲投資25億美元用以建造、改造啤酒廠。

　　In the year to March 2023, the continent was SABMiller s fastest-growing region, withvolumes up by 13%.

　　到2023年三月為止，SABMiller在非洲地區銷售量上升13%，非洲成為SABMille業務發展最快的地區。

　　Africa s attractions stem from its new middle class, loosely defined by the AfricanDevelopment Bank as anyone who spends between $2 and $20 a day in purchasing-powerparity terms.

　　非洲市場之所以如此誘人，原因在于新生的中產階級，非洲發展銀行將其大致定義為日均消費額在2美元到20美元之間的群體。

　　The bank estimates that more than 34% of Africans fit this description, up from 27% in2000.

　　該銀行估計，非洲符合這一描述的人口比例由2007年的27%上升到如今的34%以上。

　　The challenge is to make stuff such consumers can afford, says Sullivan O Carroll, the bossof Nestle South Africa.

　　南非雀巢總裁Sullivan O Carroll表示，最大的挑戰在于要生產非洲中產階級消費得起的產品。

　　Nestle offers wares called Popularly Positioned Products.

　　雀巢將這類產品稱作大眾消費品。

　　The name may not be snappy but the products are cheap and address common nutritionaldeficiencies.

　　也許這個名字不夠大眾化，但這類產品價格低廉，并且能夠決絕普遍存在的營養不良問題。

　　For instance, Nespray, an instant milk powder, contains calcium, zinc and ironallessential for children.

　　例如Nespray，這是一種速溶奶粉，含有鈣、鐵、鋅這些兒童必需的礦物質。

　　It is sold in a 250g pouch that costs only a few rand.

　　這種奶粉的250克裝僅售價幾個蘭特。

　　Designing products that appeal to locals is only part of the challenge.

　　設計符合當地需求的產品僅僅是挑戰的一部分。

　　Even in South Africa, which has the best infrastructure, consumers may be eager but hard toreach.

　　即使在基礎設施狀況最好的南非，也存在市場需求旺盛但物流不便的問題。

　　Nestle delivers directly to spaza shops, that make up about 30% of the national retailmarket.

　　雀巢公司直接向spaza日常便利店供貨。

　　Many of these are in remote areas and owners often cannot afford delivery vans.

　　許多spaza都位于偏遠地區，店主無力購買廂式貨車來運貨。

　　Nestle has set up 18 distribution centres that deliver to spazas.

　　雀巢已經建立了18個配送中心來為spaza店家供貨，

　　It charges them the same prices as bigger outlets.

　　收取的費用與那些較大的品牌直銷購物中心是一樣的。

　　Security is a problem too.

　　安全也是一大問題。

　　Just as Nestle s milk powder is fortified with iron, so its distribution centres are fortifiedwith steel.

　　例如雀巢奶粉是強化鐵配方的，于是其配送中心中備有鋼鐵。

　　The boss of the one in Soweto, has been tied up and held at gunpoint by burglars andthreatened several times.

　　索偉托地區配送中心的老板曾被持槍的竊賊綁了起來，還被威脅過好幾次。

　　Delivery vehicles that collect the spaza owners payments, called cash vans, used to beadorned with branding. That was like sticking on a sign saying rob me.

　　以往，裝載著spaza 店主付款的廂式貨車一般都打著商標標識，它們被稱作運鈔貨車，這簡直是在招呼人們來搶我吧。

　　Today they are nondescript white cars.

　　如今，這些貨車被沒有任何標識的白色轎車所替代。

　　Soweto s spazas range from a hole in the wall on a dust road in a squatters camp to aproper mini-market with a bright-green fade.

　　索偉托的spazas便利店規模大小不等，千差萬別有的位于非法聚居點，門前是灰塵撲撲的馬路，所謂的便利店只是在墻上掏出一個洞;有的則坐落在合法的小型市場內，建筑表面刷著鮮亮的綠漆。

　　Many of the owners are canny in dealing with customers.

　　多數店主都很精明，招呼客人很有一套。

　　But for the supplier, working with them is tricky.

　　但對于供貨商來說，他們卻很難以對付。

　　Few have much working capital5,000 rand is typical.

　　店主們幾乎都沒有太多的錢大多數人的運營資本只有5000蘭特左右。

　　Many have no ambition to grow.

　　許多店主并沒有擴大營業規模的打算。

　　Some are hard to find.

　　還有的找不到人。

　　Nestle views microdistribution as a marketing expenditure:

　　雀巢公司把微觀分銷microdistribution 視作市場營銷支出的一部分：

　　its staff can talk spaza owners into trying new products and check that its wares areprominently displayed.

　　公司職員可以說服spazas店主嘗試售賣新產品，檢查雀巢公司的產品是否擺放在顯眼的位置。

　　The goal is to make what it calls microdistribution break even.

　　之所以這樣做是為了保證微觀分銷不會賠本。

　　South Africa s roads and railways are much better than the rest of Africa s.

　　南非的公路和鐵路設施比非洲其他地區要好得多。

　　Danone, a French food firm, delivers its yogurts and other delectables twice a week to 8,500outlets in South Africa.

　　法國食品公司達能集團每周發兩次貨，把酸奶等美味食品運送到南非8500個品牌直銷店中。

　　We cannot do this in Angola, Nigeria or Gambia, says Mario Reis, its local boss.

　　南非區總裁Mario Reis表示：我們無法再安哥拉、尼日利亞或岡比亞做到這一點。

　　He adds that in most of the rest of the continent, firms need to dig their own wells andgenerate their own electricity.

　　他補充道，在非洲其他大部分地區，公司需要自己挖井取水、自己發電。