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At the seven-story outpost in Tokyo's hip Shibuya neighborhood, that flexibility is plain to see.
在位于東京繁華的涉谷社區那座擁有七層樓的百貨商城中，這種布局上的靈活性顯而易見。
During a recent visit, a shelf facing the beauty section heaved with cooling wipes, sunscreen, and multicolored deodorants.
最近一次去那里時，面向美容區的架子上擺放著清涼濕紙巾、防曬霜和多色香體露。
Until that morning, manager Yohei Hasebe says, the space had been devoted to moisturizers.
店鋪經理Yohei Hasebe說，那天早上才對商品進行了重新布置，在此之前，這片區域都用來放置潤膚露。
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.
由于天氣轉暖，店員決定調換一下商品陳列。他們也在努力尋找一家賣主，給他們供應更多用來給鼻毛打蠟的小器具，這款商品出人意料地熱銷，總是斷貨。
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.
樓下的餐飲區出售珍珠奶茶，這是紅遍東京的流行飲品，吸引年輕人前來光顧。Hasebe說，他可能很快會增設一個辛辣小吃區，用來吸引中國游客。
Unusual in risk-averse Japan, experimentation isn't avoided but rather encouraged. "We're just always in a trial-and-error mode," he says.
日本人通常有風險規避的傾向，但他們沒有回避進行實驗性的嘗試，而是對這樣的嘗試給與鼓勵的做法實屬罕見。“我們總是采用試錯模式，”他說。
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.
這種改變策略的能力，在很大程度上取決于唐吉訶德連鎖店的采購戰略。該公司幾乎有一半商品都是制造商無法售出的剩余產品。
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.
大多數日本零售商以最低的額款將未售出的商品運回給生產商，因此生產商會急切地將其轉售，幾乎不求利潤，這正是唐吉訶德涉足的領域。
Analysts estimate that half the company's gross profit comes from selling such leftover items acquired on the cheap.
分析人士估計，該公司的一半毛利來自于出售以低價購得的這些剩余商品。
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年來，唐吉訶德成功地摸清了日本消費者的喜好。不過，隨著店鋪不斷擴張，它也必須努力應對新的銷售規模帶來的挑戰。
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，泛太平洋國際控股公司進行了最大規模的收購，價值282億日元的交易使其完全控制了生活創庫超級市場集團。生活創庫擁有182家連鎖店，目前正在努力轉型為唐吉訶德風格式的折扣店。
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，在轉型過程中嘗試進行的工作，包括向生活創庫的高級管理層和門店員工灌輸唐吉訶德分散式的零售理念，將是該公司最大的短期挑戰。
