ales and therefore the profit.
正如本篇Business Assignment所述，我们之前曾与多家供应商合作，每家供应商都专门生产一系列产品。我们将重点关注的产品之一是预包装水果，一罐100克新鲜水果，切开后即可食用。这是一种非常受欢迎的食物，因为它意味着一种快速美味的小吃。为我们提供该产品的公司采用了我们尊重和重视的环保方法，这也是我们选择与他们合作的原因之一。然而，最近关于包装的一些技术变化正在成为的一个问题。该公司已决定在供应链的可持续性方面进一步实现两个目标。第一个也是最重要的是减少碳足迹。为了做到这一点，他们决定减少用于包装他们供应的所有产品的塑料量。第二个目标是降低价格，以增加销售额，从而增加利润。
Even though we at Green Fingers try to have high control of the supply chain, the quality aspect of the final product cannot be assessed until it is delivered to our outlet, and given the fact that we deal with short shelf-life items [D13]having to reject a whole batch of fresh food items means a tie up in the financial capital.
尽管我们在Green Fingers试图对供应链进行高度控制，但在最终产品交付到我们的门店之前，无法对其质量进行评估，而且鉴于我们处理的是保质期短的产品，不得不拒绝一整批新鲜食品，这意味着财政资金的占用。
This issue has been happening repeatedly with this particular supplier. To understand it we need to bear in mind that they decided to reduce the amount of plastic in the whole process of the supply chain, including the packaging of the final product[D14]. The negative implications have been a poor quality in said packaging: lids not closing properly and bottoms being squashed and/or broken when they arrive in store. This has resulted in several batches of pre-packed fruit wasted because the quality of the product was very poor, which meant empty shelves where those products should have been and customers not being satisfied. All that translated into a loss in our profit.
这个问题在这个特定的供应商身上反复发生。为了理解这一点，我们需要记住，他们决定在整个供应链过程中减少塑料的数量，包括最终产品的包装。负面影响是上述包装质量差：盖子没有正确关闭，底部在到达商店时被压扁和/或打碎。这导致了几批预包装水果被浪费，因为产品质量很差，这意味着货架上本应摆放这些产品的地方空空如也，顾客也不满意。所有这些都转化为我们的利润损失。
Even though we contacted the supplier [D15]as soon as the first batch of ‘eco-friendlier’ fruit was spotted, and so we did every time that the issue was repeated, the supplier did not provide us with the right service. Not only did they not compensate us with a refund of the product in any of all the times that we encountered the issue, they suddenly decided to stop supplying us. We therefore decided to look for another supplier that offered a similar product since feedback from customers reflected a high demand of the ready to eat fruit.
尽管我们在发现第一批“环保型”水果后立即联系了供应商，而且每次问题重复时我们都会这样做，但供应商没有为我们提供正确的服务。他们不仅在我们遇到问题的任何时候都没有向我们退款，还突然决定停止向我们供货。因此，我们决定寻找另一家提供类似产品的供应商，因为客户的反馈反映了对即食水果的高需求。
In times like this is when, as a retailer, value the most service, reliability and commitment from your suppliers[D16].
在这样的时代，作为零售商，最重视供应商的服务、可靠性和承诺。
OPPORTUNITIES 机会
After [D17]we had the issue with the before mentioned supplier we started searching for a suitable supplier who provided us with the same product (or as similar as possible) that we were selling before. We found what we were looking for and more: the same supplier offered us a ‘new buying situation’, in this case vegetarian and vegan ready meals. [D18]The product range includes pasta, rice, quinoa and a large variety of vegetables cooked as fresh as possible.
在我们与之前提到的供应商发生问题后，我们开始寻找一家合适的供应商，该供应商为我们提供了与我们之前销售的产品相同（或尽可能相似）的产品。我们找到了我们想要的东西，还有更多：同一家供应商为我们提供了“新的购买情况”，在这种情况下是素食和纯素食即食餐。产品范围包括意大利面、米饭、藜麦和各种尽可能新鲜烹制的蔬菜。
As retailers we must determine our customer’s requirements in order to develop this new buy. There has been a change on the consumers’ behaviours regarding what they eat and where it comes from. Consumers are now more aware of the implications of food on their health and they try to go for the healthy option when possible[D19], and the number of declared vegetarians and vegans is increasing every year. However, XXI century modern life is marked by a constant rush. There is less time available to eat during the work break and less time devoted to the weekly/daily shopping. Our target market would therefore be the vegan/vegetarian professional who despite not having time for shopping and cooking still cares about what they eat.
作为零售商，我们必须确定客户的要求，以便开发这种新的购买方式。消费者关于他们吃什么以及从哪里来的行为发生了变化。消费者现在更加意识到食物对他们健康的影响，他们尽可能选择健康的食物，而且宣布的素食主义者和纯素食者的数量每年都在增加。然而，二十一世纪的现代生活却充满了奔忙。工作间隙可供就餐的时间更少，每周/每天购物的时间也更少。因此，我们的目标市场将是纯素食/素食专
