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Ê©Ì©ÄɺͿËÀ­¿ËÒ²¿ªÊ¼¿´Ê³Æ·Ö®ÍâµÄÁìÓò£¬Ñ°ÕÒÀûÈó·áºñµÄÒµÎñ¡£OcadoÔÚÎïÁ÷¡¢È˹¤ÖÇÄÜ¡¢»úÆ÷È˼¼ÊõºÍ·ÂÕæ·½ÃæµÄר³¤¿ÉÓ¦ÓÃÓÚ×Ô¶¯Í£³µ³¡¡¢°ü¹ü·Ö¼ð¡¢ÐÐÀî°áÔË¡¢Ìú·»õÔË¡¢¼¯×°Ïä¸Û¿ÚºÍÄ£¿é»¯¡¢¿ÉÅäÖý¨ÖþµÈ¡£¿ËÀ­¿Ë˵£¬¹«Ë¾ÒѾ­ÔÚÏà¹ØÁìÓòÉêÇëÁ˶àÏîרÀû¡£¿ËÀ­¿Ë±íʾ£¬OcadoÑз¢ÁËÄ£ÄâÍ£³µÏµÍ³£¬¶øÇÒ¿ªÊ¼Ì½Ë÷À©´ó°æ»úÆ÷ÈË£¬ÒÔ´¦Àí±ÈÒ»ÏäÏ㽶ÖصöàµÄ»õÎï¡£

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Such doubts haven¡¯t stopped Ocado from raising capital. It issued a $187 million share offering in 2018. In February 2019, it sold 50% of its British e-commerce operation to U.K. retailer Marks & Spencer. The sale simplified Ocado¡¯s proposition to investors, positioning it as more of a pure-play tech platform, while raising $982 million. (Marks & Spencer will also become Ocado¡¯s new wholesale food partner; Ocado¡¯s long-term supply contract with Waitrose comes to an end in late 2020.) Ocado also sold $655 million of convertible bonds in December.

Ͷ×ÊÕßËƺõÏàÐÅOcadoÄÜץסµ±Ç°µÄ»ú»á¡£2ÔÂ28ÈÕÒÔÀ´£¬¾¡¹ÜÈ«ÇòÊг¡±©µø£¬Ocado¹É¼Û»¹ÊÇÉÏÕÇÁË28%¡£È»¶ø£¬Î´À´¿´ÆðÀ´Óеã»Ò°µ¡£ÓÉÓÚOcado²ÉÈ¡Ðí¿É¾­Óª£¬Ç°ÆÚÒª»¨¾Þ×ʽ¨ÉèÊýÊ®¸ö¶©µ¥·Ö¼ðÖÐÐÄ¡£Ïà¹ØÕ®Îñµ¼ÖÂһЩ·ÖÎöʦ»³ÒÉ£¬Ä¿Ç°±³¸ºÓâ7.5ÒÚÃÀÔªÕ®ÎñµÄOcado³Ðµ£µÄ·çÏÕÊDz»ÊÇÌ«´ó¡£¶øÇÒ£¬¼´Ê¹´óÁ÷ÐйýÈ¥£¬ÓиöÎÊÌâÒ²²»ÈݺöÊÓ£¬²»¹ÜÊÇÄļÒÔÓ»õÉÌ£¬¼´±ãÒý½øOcadoµÄ»úÆ÷ÈË°ïÖú£¬ÄÜ·ñµ²×¡Ê²Ã´¶¼ÂôµÄÑÇÂíÑ·£¬»¹ÓÐ×ܲ¿Î»ÓÚ±¾¶Ùά¶ûµÄÎÖ¶ûÂêµÄ³å»÷¡£

±¾ÎÄÁíÒ»°æ±¾µÇÔØÓÚ¡¶²Æ¸»¡·ÔÓÖ¾2020Äê5Ô¿¯£¬±êÌâΪ¡¶Ð¹ÚÒßÇéÇ°ÏßÉϵÄÔÓ»õ»úÆ÷ÈË¡·¡£

ƽÈÕÀOcadoµÄ»úÆ÷ÈË·Ö¼ð²Ö¿âÒÑÒµÎñ·±Ã¦£¬Ð¹ÚΣ»ú±¬·¢ÒÔÀ´¼òֱæµÃ²»¿É¿ª½»¡£ÒßÇéÂûÑÓÒ²Ö¤Ã÷£¬¼´±ãÈËÀàÀͶ¯Á¦ÃæÁÙÇ°ËùδÓеÄѹÁ¦£¬ÔÓ»õµçÉÌÒµÎñÒ²Äܱ£³ÖÅ·¢Õ¹¡£È»¶øÓë´Ëͬʱ£¬Î£»úÒ²µß¸²ÁËÈÕ³£Éú»î£¬ÔÚOcadoÓÐÍûÔÚÈ«ÇòÍØÕ¹ÒµÎñÖ®¼Ê¿ÉÄÜÓ°ÏìÒµÎñÔö³¤¡£

It¡¯s a common refrain among Ocado¡¯s customers: They lack the resources to replicate Ocado¡¯s technology. ¡°We are a big company, but we are not a technology company,¡± says Anders Svensson, the CEO of ICA Sweden. Ocado, in contrast, employs more than 1,800 software engineers and 600 hardware specialists. That¡¯s far less than Amazon or Google, but it¡¯s a lot for a grocer.

Still, like its peers, Ocado has sometimes stumbled as it races to keep up. To try to slow the overwhelming order volume, Ocado shut down its mobile app and implemented a queuing system on its website. But demand was simply too great, and with all its delivery slots booked for a week out, Ocado was forced to temporarily shut down its website in mid-March. When it came back online, almost a week later, the company restricted orders to existing customers; even so, delivery slots remain difficult to find. And, like many grocers, Ocado temporarily limited customers to two or three of any individual item to deter hoarding.

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