中新社温哥华七月二十四日电(记者 吕振亚)/加拿大华人社区二十四日热议一宗商业收购案，被收购主角是华裔移民耳熟能详的“生活伴侣”——“大统华”超市。
也许是“保密工作”作得好，消息从加拿大东部多伦多传到“大统华”总部所在地温哥华时，当地不少媒体人仍大呼意外。大家或打开电视或上网查阅，从英文媒体那里获得确认的报道。
加拿大国家电视台“CBC”和《多伦多星报》等传媒报道称，本国最大的超市连锁集团“Loblaw”今天宣布，以二点二五亿加元的价格收购著名华人超市“大统华”，其中一点九一亿元是支付现金，其余用“Loblaw”集团股票支付。
“Loblaw”集团主席韦斯顿“非常满意”这次收购行动，认为“大统华”拥有极富才华的管理团队和雇员，是加拿大发展最佳的亚洲超市连锁集团，对于“Loblaw”进一步加强多元化产品服务大有益处。
尽管还未公开向华文媒体发表讲话，“大统华”超市集团首席行政官李罗昌钰已通过英文传媒发表声明说，“大统华”一向被认为是亚洲超市中的“Loblaw”，现在这个称号终于变成现实，我们深感自豪。
创立于一九九三年的“大统华”，对加拿大华裔移民来说，几乎到了“谁人不识君”的程度。其发家始于加国西岸的温哥华，至今已在加西加东几个省开设十七家连锁店，拥有四个大型配货中心。
许多华裔移民还有“大统华”情结，原因是十几年来无数新移民在这家超市打过工，积累过“加拿大经验”。如今，“大统华”及其相关企业共有员工超过四千人，是加拿大目前雇佣工人最多的亚裔企业。
此间华社人士认为，“大统华”收购案是近年来加拿大最大的涉及华人企业收购行动，交易金额和影响范围较大，其未来的经营策略值得关注，而东西文化在企业管理中的互动也将是个观察点。据悉，“Loblaw”对“大统华”的收购将于年底前完成，“大统华”现有管理团队将基本保持稳定。
Loblaw buying T&T Asian food chain
Last Updated: Friday, July 24, 2009 | 5:37 PM ET
CBC News
Grocery retailer Loblaw Companies Ltd. said Friday it is buying T&T Supermarket Inc., Canada’s largest Asian food retailer, for about $225 million.
Loblaw said the deal is for $191 million in cash, with the rest in preferred shares issued by T&T. The value of the preferred shares will be tied to the future performance of the business.
Launched in 1993, T&T operates 17 stores in British Columbia, Alberta and Ontario, and four distribution centres —three in Vancouver and one in Toronto.
“T&T’s talented management team and colleagues have developed what we believe are the best Asian stores in Canada, which will be used to help Loblaw extend its ethnic offering to better serve Canada’s largest growing customer segment,” Galen G. Weston, executive chairman of Loblaw, said in a release.
Sales at T&T hit roughly $514 million in the 12 months leading up to June 30.
“Some of our customers have a nickname for us — the Asian Loblaw. Today we are proud it has become a reality,” said Cindy Lee, CEO of T&T.
The deal is expected to be completed by the end of this year.
Loblaw’s store chains already include Zehrs, Fortinos, Real Canadian Superstore, valu-mart, Atlantic Superstore, Maxi, Maxi & Cie, no frills, Provigo and Extra Foods. The company has about 1,000 corporate-owned or franchised stores across the country.
Shortly after announcing the T&T deal, Loblaw told investors its second-quarter earnings jumped by 38 per cent.
The Toronto-based company said it made $193 million, or 70 cents a share, up from $140 million, or 51 cents a share, a year earlier.
Sales in the quarter rose by 2.8 per cent to $7.2 billion on growth in its food and drugstore operations. Same-store sales — which track sales at stores open at least a 12 months — gained 2.5 per cent, topping the one-year rise of 0.7 per cent seen in the same quarter of 2008.
Loblaw stock fell 70 cents to $35.05 in TSX trading.
Loblaw to tap Asian market
Company to purchase T&T Supermarket chain to tap into growing market in Canada
Jul 24, 2009 12:13 PM
Dana Flavelle
Business reporter
Loblaw Cos. Ltd. today announced a major push into Canada’s fast-growing Asian market with a $225 million offer to purchase the T&T Supermarket chain.
The move comes as Canada’s largest supermarket chain reported a strong second quarter but warned that rising unemployment and falling inflation has begun to hurt food sales across the country.
“We’ve got half a million people unemployed who were working a year ago and that has an impact. We’re beginning to see people are buying less,” said Loblaw president and deputy chairman Allan Leighton.
In the quarter ended June 20, the company said profit rose 37.9 per cent to $193 million, or 70 cents a share, while sales grew 2.8 per cent to $7.2 billion.
Going forward, in addition to softer sales, the company said its costs would rise as it ramps up spending on store renovations and computer systems.
Loblaw plans to spend $70 million in the second half on computer systems, and $1 billion this year on store renovations, including upgrades to 200 stores, mainly in western Canada and Quebec. That represents about 20 per cent of its roughly 1,000 stores across the country.
The recent softening in sales has been generally widespread across the country and across all food categories, the company said.
“What we saw is the consumer is basically buying less products,” Leighton told analysts on a conference call today. The company is seeing more “trading down” to its “hard discount” stores, namely its No Frills chain, and to cheaper private label brands, such as its No Name products.
As well, consumers are buying fewer premium priced convenience foods and buying more basic ingredients, Leighton said. “The only place you don’t see it is in pet food,” he said.
Leighton said the company had amassed a “war chest” in the first half of the year to help it compete in what’s expected to be a difficult second half.
While the T&T acquisition is relatively small in financial terms for Loblaw, it has enormous potential, the company said.
The British Columbia-based chain is considered one of the finest examples of an Asian grocery store as it combines authentic Asian foods with modern western retailing methods. The stores are large, clean and well run.
“Some of our customers have a nickname for us – The Asian Loblaw. Today, we are proud it has become a reality,” T&T chief executive officer Cindy Lee said in a statement.
Loblaw executive chairman Galen G. Weston called the acquisition “strategic” and noted T&T could leverage Loblaw’s access to capital and exertise in real estate to help it grow.
Loblaw said it stood to gain a lot from the relationship with T&T, which would continue to run as a separate operation, as it helps the chain expand and also brings some of its product categories into its mainstream stores.
The company also said it could be the first of more such forays into new markets.
“The ethnic market is vast. Today, we have a relatively small share. Our objective is to be the No. 1 player,” Leighton said.
T&T shareholders have entered into an agreement to be bought by Loblaw subsidiary Loblaws Inc., the companies said in a joint statement.
The purchase price will be funded by $191 million in cash with the remaining through preferred shares issued by T&T, the value of which will be tied to the future performance of the business. T&T Supermarket began operations in 1993 and now operates stores in British Columbia, Alberta and Ontario, and four distribution centres, including three in Vancouver and the other in Toronto.
“With the strong backing of Loblaw and the commitment of our employees, we look forward to continued growth and effectively serving Asian food to even more families across Canada,” Lee said in a statement.
The transaction is expected to close before year end subject to consents and regulatory approval andadd to Loblaw’s earnings in the first year following colosing.
T&T sales were approximately $514 million for the 12 months ended June 30.
The news came as Loblaw turned in another strong quarterly performance after several years of disappointing investors.
In addition to higher profit and sales, Loblaw said sales at stores open more than a year, considered a key retail measure, rose 2.5 per cent in the quarter.
Sales growth in food and drugstore were strong, while apparel sales were modest and sales of other general merchandise declined, Loblaw said. The company has been cutting back on the amount of non-food merchandise carried in all but its largest Real Canadian Superstores.
Gas bar sales declined due to lower prices, despite slightly higher volumes, the company said.
Internal retail food price inflation was lower than the Consumer Price Index for food, which was 7.4 per cent, and lower than in the first quarter, the company said.
However, the company cautioned it may be unable to maintain the momentum into the second half of the year
“This quarter’s improvement in earnings was largely cost and gross margin driven,” Weston said. “This is a trend that we do not expect to continue.”
The company said it is facing a combination of waning inflation, more intense competition and higher investments in store renovations and computer systems .
“We expect sales and (profit) margins to be significantly challenged,” Weston said.
大统华掌门人：从家庭主妇到超市总裁
2007-01-26 10:14 环球华报
【环球华报记者 萧元恺报道】在加拿大，在温哥华，对华裔移民来说，“大统华”是一个耳熟能详的称谓，说“大温谁人不识君”并不言过其实。移居加国甭管来头多大，摆什么谱儿，也得居家过日子，绕不开柴米油盐，也就不期然地和大统华打交道了。
在列治文临近9号路的大统华总部，南北两座建筑对峙，这里既是行政管理中心，也是物流仓储中心，虽然偏居一隅，但行使着有条不紊的调度功能。在这里访谈大统华总裁李罗昌钰女士，却超乎预想的轻松和亲切，因此一开始她就拒绝总裁的称谓，说她还是习惯Cindy的称呼，而且毫不避讳移民及其创业之初的种种窘境，这种坦承与真挚其实更令人肃然起敬。
雨雪中的徘徊
入冬的温哥华雨雪交加，夹杂着丝丝缕缕的风，行走在街上感觉到有些阴冷。
冬季的日光十分短暂，下午4点多钟就斜阳西下，天色暗淡了。
一位显得有些瘦弱的年轻女子，伫立在街头一角，来回捣动着已经发木的双脚，整个身子不免瑟瑟发抖。
姐妹三个共用一辆汽车，她在等姐姐开车过来接她，可是一辆一辆在眼面前疾驶而过，还是不见姐姐的影子。
天已经大黑了，她有些孤独无助的样子，空寂的周围也使她有点紧张，心里渐渐涌起一股失落的情绪。她想起台北的车水马龙，想起西门町夜市的热闹与温馨，很有些不解为何来到万里之遥的温哥华，就业无着的她感到一片茫然，真想马上回到做梦也思念的台湾……
这个年轻的女子就是李罗昌钰，如今的大统华总裁，时间定格在70年代初，距今已经30几载了。
移民的“同一首歌”
对于李罗昌钰来说，1972年是她人生变化的一个转捩点，那时她从台湾政治大学财税系毕业刚刚两年，一切都还在待定之中，就随着家人移居加拿大来了。
温哥华虽然比起加东气候要舒适一些，但较之亚热带的台湾，尤其在冬季，就显得湿冷得很多。刚来此地的李罗昌钰颇感到不适，加上工作没有着落，将近一年的时间无所适从，和许多新移民一样，情绪未免就有些低落。当时经济上只出不进，处处精打细算，姐妹仨合用一辆车，等候的时候她心里就有些波动，都想回台湾一走了之算了。
那时李罗昌钰英语口语也不够用，就自费上课补习。另外她的两个耳朵有中耳炎的病疾，影响到生理上的听力，还需要开刀做手术。
后来经过不断的寻找，李罗昌钰终于在一家地产公司找到一份记账的工作，虽然时薪只5元，但已好开心，因为在异国他乡总算有了着落，否则就真要打道回府了。她很珍惜这份得来不易的工作，一干就是数年，直到独自创业。
有件事让她感念至今，刚来时英语不好，在百老汇街停车被一位西人撞到，车后边有损。双方交换地址，晚上对方就打电话过来，问有无人证。李罗昌钰起初并没有当回事，就说没人证，当时正赶上保险公司罢工。对方随即咬定是李罗昌钰倒车撞到他的，欺负她人生地不熟又不谙法律。感到气愤的李罗昌钰于是说有证人，对方害怕了，退一步要私了扯平。最后按他的意思办了，还是让对方检了个便宜。
多少年过去了，如今坐在宽敞明亮的大统华总部办公室里，李罗昌钰十分感慨地说，她和成千上万的移民有着相同或相似的经历，都有过草创阶段的艰难困苦，都遭受过过在不同文化夹缝中的冲击与碰撞，但不要轻言放弃，要勇于突破自己，持之以恒就会进入新的境界。
逼出来的超市
李罗昌钰是在温哥华结识她的先生，先生是从美国完成学业后来到加拿大。成家之初小日子过得也很拮据，李罗昌钰回忆说，当时简单的家具都是二手货。
后来先生投入房地产界，渐有起色，就考虑在Mall里应该有经营日用百货的商店，提供所在地的便民服务。当时参考美国大华超市的模式，与大华集团和台湾统一集团合作，开始着手在温哥华建超市。
为新超市起名字的时候， 当时正流行三个字的名称，如家乐福等，结果就将统一与大华合二为一，取名为“大统华”，时至今日已成为响当当的一个名牌。
在加拿大的第一家大统华超市，1993年落户在本拿比的煤气镇。李罗昌钰透露，当初最早商谈的是列治文那家，但进展很慢；而由于煤气镇商谈的那家公司，突然宣布破产，4万平方英尺的办公面积，要不就全租，要不就退租。本来初谈是2万英尺，起步阶段不想一下就搞得太大，可是事情逼到这个份儿上，无异于将了李罗昌钰一军。兵临城下，只好应战，煤气镇的大统华超市先行开业，表面看一开始就铺排很大，实际上这里面也有隐衷。
他山攻错
从1982年创业初始，一路风雨泥泞，李罗昌钰坦言并不一帆风顺。在此之前她并没有任何经商的实际经验，本来就是一介家庭主妇，在夫君的羽翼荫庇下过着“与世隔绝”的生活。当她需要走向社会承担重责时，一切要从零开始。
刚开始有大华方面的人从美国过来帮忙,但很快就撤回去了,结果还要自己来做，边干边学。李罗昌钰戏称，当初从唐人街请来一些帮手，不讲规矩，下班后把发票揣回家，结果连账都无法结。员工凑在一起，鸡一嘴鸭一嘴，连个会议都不会开，员工士气也很低落。当时犹如百废待举，不断有客人投诉，说有的工作人员态度不好，例如卖肉往外一丢了事，让买方很不舒服。
由于刚上轨道，各种规章制度尚不健全，李罗昌钰说那个时候刚上岗的员工还谈不上什么系统的培训，只能不断地在实践中调整。她本人则到图书馆借阅企业管理方面的书籍，找有关的教学录象带，与员工们一同学习，规定遇到投诉先处理情绪，然后再处理事情。
由于缺乏经验，对市场也了解得不够，头一年生意亏损2/3。李罗昌钰坦承有一种挫折感，晚上都睡不着觉，当时也打过退堂鼓,是父亲给予她积极的鼓励,并提出不少具有建设性的建议。父亲说，解决问题要对症下药，要像中学生读大学学位一样，缺什么补什么，当下最需要的是有得力助手。
于是李罗昌钰从用人上着力，启用合适的管理人员，使整个经营渐有起色，能够转入良性的运营轨道，一年之后终于扭亏为盈。
据行家分析，像大统华这么大规模的企业，能够在一年之内走上赢利之路，应算是很不容易的了。
在“骂声”中成长
凡是去过大统华购物的人都会感觉到，尤其是超市的熟食部分，从细节上为客人设想得十分周到，品种也越来越丰富。
李罗昌钰介绍道，超市厨房经历了从无到有、从小到大的发展过程，起初经营内容远没有现在这么多，质量上也不稳定。有时她到朋友家走动，或赶上一些聚会，熟人就口无遮拦地提一堆不满的意见，说这个味道不对，说那个口感不好。李罗昌钰是个有心的人，每逢这时她都洗耳恭听并记录下来，回去后对症下药，或添或减逐一改进。
所以李罗昌钰不无诙谐地说，大统华之所以能有今天，某种程度上说是在“骂声”中成长起来的。从企业改良和发展的角度讲，那些“骂声”可算是无价之宝呢。
正是这种从善如流的气度，成就了大统华在加国华人超市领域的“霸业”，也由此明白为什么大统华能够成功了。要想把事业搞大，就要有海纳百川有容乃大的气魄。
培养高级主管
那些初来乍到的技术移民，口袋里揣着硕士博士学位证书，许多也免不了到大统华打工，这里成了他们积累“本地经验”的“黄埔军校”。
特别是大陆来的技术移民，在大统华打过工的不在少数。
俗话说“铁打的营盘流水的兵”，在当今自由经济的时代，人员流动是正常现象，不少人在大统华成为“匆匆过客”，但也沉淀出一些企业持续发展的可塑之才。对此李罗昌钰表示，由于大陆移民越来越多，影响到加拿大华人社区的人口构成，也必然影响到本地的消费趋向，要有长远的发展眼光，就需要注意提拔背景是大陆移民的业务骨干，从他们那里培养高级主管，为公司积蓄后劲儿。
李罗昌钰强调，人才培养需要一个过程，要由下而上循序渐进。从最底层干起，才能有扎实的业务能力。
李罗昌钰表示，对于大陆背景的管理人才的需要，还与大陆货源的不断增加有关。现在来自大陆的商品质量不断提高，种类也越来越丰富，但也需要不断扩大进货渠道，所以需要熟悉当地情况的人来统筹。李罗昌钰介绍说，现在部分大陆商品通过批发商提供，还有一部分是直接采购。
进军主流市场
沿着列治文3号路曾经有过“华联”等超市，当时的规模和声势不可谓不大，但是曾几何时，说倒闭就倒闭了。
在加拿大的华人超市中，大统华可以说气贯如虹，势不可挡，风头正劲。在加国华人超市中大统华之所以能够一枝独秀，也在于它能审时度势，知己知彼。李罗昌钰就此分析说，有些华人超市之所以虎头蛇尾，或半途夭折，主要失败于不熟悉当地的法律及其市场状况，盲目投资。她认为有些人经商多年过于自信，一上来就把“战线”铺得过长，殊不知过去的经验代替不了本地经验，况且这里还有跨地域的种种差异，如对家用电器的规定等，所以还是需要踏踏实实地做一些知己知彼的功课。
毫无疑问眼下大统华的消费对象以华裔及其亚裔为主，李罗昌钰明确表示有瞄准主流客户衝出亚裔市场的规划，今年夏末秋初，将在加东湖滨再设新店，就是这样一种尝试。
湖滨分店将是大统华第5家分店，这裡曾是俗称“牛头市场”（Knob Hill Farms）超市的所在地，消费群并不以华人为主。但大统华恰恰有意染指西人市场，正是希望在西人社区慢慢推广亚洲的饮食文化，而从以往的发展过程来看，大统华无论在哪裡都会担任一个领军的角色，都会慢慢带旺周围的商业。
现在大统华全国有2千多员工，下设8个部门。在卑诗省有8家分店，在阿尔伯塔省有3家，在安大略省有4家。其中5家是在最近两年开设的，显示出迅猛的发展速度。今后大统华计划在安省开到10家，并向其他省份扩张。
女性的优势
在整个加拿大，大统华连锁经营店开15家，总裁的忙碌程度可想而知，但李罗昌钰经营起来显得游刃有余。
对于女性经商，尤其是经营生活日用品的销售，李罗昌钰直言说有一定的优势，方向拿捏比较准。因为居家过日子是女人的“长项”，有一种与生俱来的敏感，心比较细，比较有生活品味，清楚消费者的需求和趋向，能够随之不断调整货物与服务的结构，使之更为合理。
李罗昌钰现身说法，平日她就和一些太太们聚会，探讨对生活消费的心得，再比照所经营的内容，加以调整。虽然是聊家常，有时要比特意为之的所谓市场调查还要有益，因为都是从生活底层有感而发的“真知烁见”，往往能说到点子上。
就这样，“有心人”李罗昌钰集思广益，点石成金。
