Figures reported in the SGB Retail Top 100 are for retail volume in the U.S. and come from a variety of Sources inside and outside the respective companies. Some figures represent estimates. In certain instances, we chose to report market estimates over figures reported by the company itself, believing those estimates to be more accurate. Unless otherwise noted, figures include sales generated from  brick-and-mortar, CATalog and Internet operations.

　　SGB的零售100强，数字统计为美国市场的体育用品销售，来自于各种渠道，包括所报道公司的内部和外部，当然也有些数字是估计。更多情况，我们是采用更个公司本身报到的市场数字，以便更加精确。

　　Like the advanced levels of a video game, the sporting goods retail landscape is becoming ever more chAllenging. In both the old-school Pac-Man game and in todays realm of mergers and acquisitions, victory is contingent on a series of logical maneuvers.

　　象电子游戏的科技水平的高端发展, 体育用品零售蓝图也变得更加富挑战性。无论是过去校园中的Pac-MAN  电子游戏竞技，还是今天商业战场的兼并和收购, 胜利总是难以预料的完成在一系列的必然策略实施上。

　　Of course, the longer one plays, the more skilled one becomes-and the faster and smarter the competition gets. The ultimate goal, of course, is to grow and thrive by feasting on those that are smaller and slower, while avoiding being eaten by monsters.
　　At present, however, it is extremely difficult for small players to run and hide. Monsters, created by ongoing consolidation, are lurking everywhere. For example, the first 15 players on this years Retail Top 100 list all scored big, having racked up sales ranging from $1 billion to $17.1 billion. (In contrast, Johnny Macs Sporting Goods, ranked number 100 on the list, had sales of $23.5 million.)

　　当然，玩的越久，技术就越高明-就会诞生更快，更智慧的竞争优势。最终的目的，就是尽快成长，并吃掉那些更小更慢的游戏参与者，同时避免被行业中的巨人吃掉。目前的状况，对于那些实力很小的玩家，很难再巨人面前躲藏，或者逃脱，这种危险诞生于持续的合并，潜伏在各处。举个例子，2004年，排名前15位的零售公司，销售数字都很巨大，从10亿美元到171亿美元。（对比而言，Johnny Mac的运动用品公司，排名100，销售额为2350万美元。）

　　While Retail Top 100 lists from years past boasted many small,regional chains and a few multi-regional powerhouses, most of the top spots today are occupied by mega-retailers that rake in huge sales via catalog operations, Internet sites, as well as hundreds, if not  thousands, of brick-and-mortar stores. Back in the day, sporting goods retailers competed primarily against each other, but in the current, accelerated game, they must match wits with mass merchants, as well.To survive this Darw inian madness and to make it to the next  level of play, retailers of all sizes would be well advised to work on  their agility and strategy, and to build on their strengths. Going  forward, the sporting goods game will no longer be just about

　　1．WAL-MART  沃尔玛
　　2004 Sales: $17.1 billion (sporting goods and toys)
　　2004年的销售额：171亿美元（运动用品和玩具）

　　Stores: 1,343 stores; 1,730 Supercenters in U.S.
　　店铺：1，343家店铺，1，730购物中心在美国

　　Stores Opened/Closed in 2004: opened 285
　　2004年店铺开设：新开285家

　　Contact: 702 Southwest 8th St., Bentonville, AR
　　72716; 479-273-4000; walmart.com

　　The Score: Apparel, which has been a weak spot,is getting a renewed focus. Also, sporting goods departments are being remarketed and expanded. One aim: differentiation from the likes of Hibbett Sporting Goods, The Sports Authority and Dicks Sporting Goods that goes well beyond lower price points.

　　8．L.L. BEAN
　　2004 Sales: $1.4 billion
　　Stores: four traditional stores (including 160,000-square-foot flagship in Freeport, ME); 14 outlet stores, and nine stores in Japan.
　　店铺：4家传统的店铺（包括一家160，000平方英尺的旗舰店）
　　14家outlet店铺，以及在日本的9家店铺。

　　Stores Opened/Closed in 2004: none

　　Contact: 15 Casco Street, Freeport, ME 04033-
　　0001; 207-865-4761; llbean.com
　　The Score: The company will open a fourth call  center in Bangor, ME, after abandoning a plan for one on the West Coast, and is also considering opening a new warehouse along the Eastern seaboard this year to better service brick-andmortar
　　doors in VA, MD and NJ. Bean intends to convert a factory store in West Lebanon, NH, to a full-price door and open two additional stores in 2005. The retailer mailed out a record 290 million catalogs in 2004.

　　15．Nike  耐克
　　2004 Sales: $1 billion (retail only)
　　2004年销售：10亿美元（仅仅零售）
　　Stores: 108
　　店铺数量：108家

　　Stores Opened/Closed in 2004:
　　opened 12, closed one
　　店铺开关：新开12家，关掉1家

　　Contact: One Bowerman Dr.,
　　Portland, OR 97005; 503-
　　6716453; nike.com
　　The Score: The Swoosh ended 2004 with five NikeWoman  shops, and plans to open five to  10 more in 2005. One NikeTown, in Costa Mesa, was closed in 2004.

　　19. REI
　　2004 Sales: $887.8 million
　　2004年销售：887，800，000，000美元

　　Stores: 76
　　店铺数量：76家

　　Stores Opened/Closed in 2004: opened seven,
　　re-located two
　　2004年店铺开关：新开店铺7家，从新换位置2家

　　Contact: 6750 South 228th Street, Kent, WA
　　98032-4840; 253-395-3780; rei.com
　　The Score: Longtime CEO Dennis Madsen
　　retired to lead The Youth Outdoors Legacy Fund, which will target a number of programs serving young people and focus on helping youth develop a lifelong appreciation for the natural world and outdoor recreation. The co-op is now headed by Sally Jewell, who previously served as COO. FY05 expansion plans call for six new doors, including opening in Huntington Beach, CA, in August; Pittsburgh in September; and Raleigh,  NC, in October.

　　记录：长久的CEO执行总裁 Dennis Madsen
　　退休后领导青年户外运动遗产资金，致力于开发一定数量的项目，服务青年人并帮助青年人能够终身领略自然界和户外休闲的无限魅力。