Don Quijote has successfully taken the pulse of Japanese consumers for four decades, but as it expands it also must grapple with its newfound size.

40年来，唐吉诃德成功地摸清了日本消费者的喜好。不过，随着店铺不断扩张，它也必须努力应对新的销售规模带来的挑战。

Don Quijote devotes as much as 80 percent of the Singapore stores to food, betting on the popularity of Japanese classics such as sushi and donburi.

唐吉诃德在新加坡开设的店铺中，80%的商品都投入到食品上，押注于消费者对于寿司和盖饭等日本经典食品的喜爱。

Most Japanese retailers ship unsold items back to producers with minimal payment, so manufacturers will eagerly resell them for next to nothing-which is where Don Quijote steps in.

大多数日本零售商以最低的额款将未售出的商品运回给生产商，因此生产商会急切地将其转售，几乎不求利润，这正是唐吉诃德涉足的领域。

That ability to change tack is largely a function of Don Quijote's sourcing strategy. Almost half of its products are leftover goods that manufacturers couldn't otherwise sell.

这种改变策略的能力，在很大程度上取决于唐吉诃德连锁店的采购战略。该公司几乎有一半商品都是制造商无法售出的剩余产品。

In the past year, Don Quijote has closed branch offices and cut the number of regional-level managers to ensure store staff answer to fewer people and make decisions themselves.

去年，唐吉诃德关闭了分支机构，减少了区域级经理的数量，以确保门店员工向更少的管理人员上报情况，并可以自己做出决定。

It's also tweaking offerings. Don Quijote devotes as much as 80 percent of the Singapore stores to food, betting on the popularity of Japanese classics such as sushi and donburi.

同时，公司也在调整销售的商品。唐吉诃德在新加坡开设的店铺中，80%的商品都投入到食品上，押注于消费者对于寿司和盖饭等日本经典食品的喜爱。