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At the seven-story outpost in Tokyo's hip Shibuya neighborhood, that flexibility is plain to see.
在位于东京繁华的涉谷社区那座拥有七层楼的百货商城中，这种布局上的灵活性显而易见。
During a recent visit, a shelf facing the beauty section heaved with cooling wipes, sunscreen, and multicolored deodorants.
最近一次去那里时，面向美容区的架子上摆放着清凉湿纸巾、防晒霜和多色香体露。
Until that morning, manager Yohei Hasebe says, the space had been devoted to moisturizers.
店铺经理Yohei Hasebe说，那天早上才对商品进行了重新布置，在此之前，这片区域都用来放置润肤露。
Anticipating warmer weather, staff decided to make a swap. They were also chasing a vendor to send more stock of a gadget that waxes nose hairs—a surprise hit they can barely keep on the shelves.
由于天气转暖，店员决定调换一下商品陈列。他们也在努力寻找一家卖主，给他们供应更多用来给鼻毛打蜡的小器具，这款商品出人意料地热销，总是断货。
Downstairs, the food area drew in teenagers with tapioca milk tea, a trendy beverage in the capital. Hasebe says he might soon add a section for spicy snacks, designed to appeal to Chinese tourists.
楼下的餐饮区出售珍珠奶茶，这是红遍东京的流行饮品，吸引年轻人前来光顾。Hasebe说，他可能很快会增设一个辛辣小吃区，用来吸引中国游客。
Unusual in risk-averse Japan, experimentation isn't avoided but rather encouraged. "We're just always in a trial-and-error mode," he says.
日本人通常有风险规避的倾向，但他们没有回避进行实验性的尝试，而是对这样的尝试给与鼓励的做法实属罕见。“我们总是采用试错模式，”他说。
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。
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。
Analysts estimate that half the company's gross profit comes from selling such leftover items acquired on the cheap.
分析人士估计，该公司的一半毛利来自于出售以低价购得的这些剩余商品。
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。
Last fall, Pan Pacific made its largest acquisition, a 28.2 billion-yen deal to take full control of Uny, a 182-store chain that it's now working to convert to Don Quijote-style discount emporiums.
去年秋天，泛太平洋国际控股公司进行了最大规模的收购，价值282亿日元的交易使其完全控制了生活创库超级市场集团。生活创库拥有182家连锁店，目前正在努力转型为唐吉诃德风格式的折扣店。
Analysts say that effort, which will involve indoctrinating Uny's senior management and store staff into Donki's decentralized retail philosophy, will be the company's biggest short-term challenge.
分析人士指出，在转型过程中尝试进行的工作，包括向生活创库的高级管理层和门店员工灌输唐吉诃德分散式的零售理念，将是该公司最大的短期挑战。
