外文翻譯--市場分化

1、<p><b>　　中英文翻譯</b></p><p>　　Market Fragmentation</p><p>　　(1) Markets of all kinds are fragmenting at what seems like an accelerating pace. Magazines, beer, soft drinks, and sna

2、ck foods; radio stations and cable TV channels; audio and Video equipment; cameras, fax machines and copiers, printers, and scanners; appliances, clothing, and financial, shopping, and business services all come in a bew

3、ildering array.</p><p>　　The sane banking, credit, and investment services may be priced differently depending on age, credit, history, number of accounts, level of account activity, or size of balance.</

4、p><p>　　(2)Companies are “sneakerizing” their products, transforming them from relatively low-priced commodities to relatively high-priced specialty items. Sneakers used to be general-purpose, inexpensive mass-

5、market commodities. But sneakers are, as they say, history—and thus candidates for resurrection as higher-priced, nostalgia products in a niche market</p><p>　　! Sneakers have been replaced by “sport shoes”

6、–special-purpose, expensive, occupying niche markets and yet produced in large volume.</p><p>　　Supported by aggressive and bole advertising appealing to the emotions, what had been an inexpensive, practical

7、, low-margin commodity has been transformed into a specialty product, associated with “image” and produced in large volume for numerous niche markets, the selling price determined by the extent to which the individual cu

8、stomer feels enriched by the purchase.</p><p>　　Because manufacturing and information technologies are making it possible to diversify both products and services at little additional cost over mass productio

9、n, the profitability of customer-enrichment pricing strategies can be very high—for a while. At the same time, however, and for the same reasons, imitation of highly successful products and services is inevitable, becaus

10、e the technologies for designing, producing, and delivering goods and services are almost universally available, And with</p><p>　　The lesson is clear. In the emerging agile competitive environment, sustaine

11、d success goes to companies that are capable of continually adding new value to existing products and services, as well as creating a steady stream of mew ones.</p><p>　　(3)Companies are segmenting markets a

12、ccording to function, exploiting economies of scope made possible primarily by the generalizability of microelectronics technologies. In a sense, the extraordinary range of computer chip-based consumer, commercial, and i

13、ndustrial products is an expression of the packagability of this technology.</p><p>　　Increasingly, workstations, desktop computers, portables, laptops, and notebook and subnotebook even “palm” computers uti

14、lize not only the same underlying technology but the very same processing chips, for example, the Intel 386, 486 and Pentium CPUs, and the power PC chips created yointly by IBM, Motorola, and Apple.</p><p>　

15、　Pagers and beepers have evolved into a broad range of lightweight, wireless personal communication devices with constantly expanding computing and information exchange and display capabilities, ranging from sending and

16、receiving faxes to uploading and downloading data remotely to and from on-line data services that literally span the globe.</p><p>　　Production to Order in Arbitrary Lot Sizes</p><p>　　It is alr

17、eady possible for each of the many products made on a </p><p>　　high-volume production line to be made differently from each of the others with little or no increase in production costs. This capability, whi

18、ch resulted from the collapse of traditional information costs, has revolutionary marketing consequences. Individualized production increases competition in existing markets, opens new markets and creates competitive as

19、close to mass-production prices as a company chooses to price them. </p><p>　　In addition, more and more companies are discovering that they can produce customer-configured products to order instead of to fo

20、recast. Doing so generates benefits far beyond savings from the elimination of inventories. The knowledge, as every product is made, that it has already been sole to ,and thus is being made for, a particular customer can

21、 have a dramatic impact on company operations. It certainly transforms the nature of sales, from pushing inventory to pulling production.</p><p>　　Finally, production equipment innovations continue to provid

22、e greater and greater functionality at smaller scales and at significantly lower costs. For large and medium-size businesses, this development makes it easier and more cost-effective to target niche markets, producing go

23、ods and services efficiently for smaller clusters of customers. At the same time, it is also causing a “democratization” of production opportunities by making entry into niche markets for low-volume, individualized produ

24、</p><p>　　Traditionally, economic order quantity (EOQ) calculations determined the smallest lot size that could be profitably produced. These calculations involve a mix of technology-dependent variables and

25、accounting and financial metrics in which assignment of labor, materials, and setup costs plays a major role. In a competitive environment characterized by pricing based on customer enrichment, and driven by a demand for

26、 customizable products that increasing numbers of companies are already capable of </p><p>　　The ability to produce to order in arbitrary lot sizes may or may not be a function of the use of advanced technol

27、ogies. At its St. Louis aircraft manufacturing facility, McDonnell-Douglas reduced its EOQ by linking its 100 individual computer numerical control (CNC) machine tool cells to a single production---scheduling computer in

28、 order to activate direct numerical control (DNC) of machining operations.</p><p>　　Motorola’s Boynton Beach, Florida, plant serves as an evolving test-bed (recently converted to a second generation of produ

29、ction technologies) for manufacturing customer-configured products to order. Cellular pagers are assembled, tested, packaged, and shipped, all by computer-controlled machinery, within hours of remotely entered orders. &l

30、t;/p><p>　　At its newly constructed Kyushu assembly plant, Nissan has invested in very flexible, high-technology production equipment in its pursuit of the corporate goal of manufacturing any model of any of it

31、s automobiles, in any configuration, in any sequence, on any of its (new) production lines. The objective is very rapid assembly to customer order; Profitability is achieve at 10,000 units of any given model. Similarly,

32、Matsushita’s Shah Alam, Malaysia, TV plant has been designed so that any of 60 di</p><p>　　Universal Instruments of Binghamton, New York, a manufacturer of capital goods for the electronics industry, discove

33、red that building to order rather than to forecast was for it more a matter of mind-set than of technology. Setting aside the ole practices and analyzing its operations without tradition-bound prejudices, it discovered t

34、hat its production lead times and costs would be very nearly the same if it built to order and that inventory costs and customer lead time would go down. Once the t</p><p>　　What is most impressive about Dee

35、re’s transformation in 1993 of an older plant, is that it involved almost no new technology at all---no robot assembly machines, no next century computer network, no artificially intelligent process controllers. Plant ma

36、nagement rethought the production process controllers. Plant management rethought the production process, the flow of work, and the utilization of the worker force, giving operational production goals. These changes have

37、 eliminate inventory and im</p><p>　　3. Information Capacity to Treat Masses of Customers as Individuals</p><p>　　Agile competition goes beyond the Japanese marketing strategies known as lean ma

38、nufacturing by permitting the customer, jointly with the vendor or provider, to determine what the product will be. The Japanese utilized the efficiency and flexibility created by their product process innovations to exp

39、and model variety. The proliferation of types of motorcycles, cameras, audio equipment, watches, color TVs, and VCRs (Video Cassette Recorder) reached avalanche proportions. Initially, this astonishin</p><p>

40、;　　Previously, the problem lay in choice being driven by producers. With agility however, choice is driven by consumers. Choice moves from being the producer’s responsibility to being the customer’s responsibility. The p

41、roducer initiates the interactive relationship through which the product to be produced is jointly defined. Of course, there are constraints, but the center of gravity of the transaction process shifts. It becomes the pr

42、oducer’s job go help customers express their needs and their re</p><p>　　Focusing on the individual customer has evolved from the unilateral producer-centered customer-responsive companies inspired by the le

43、an manufacturing refinement of agile competition.</p><p>　　4. Shrinking Product Lifetimes</p><p>　　The decreasing lifetimes of products, increasing proliferation of models, and accelerating pace

44、 of the introduction of new or improved models are among the most brutal facts of contemporary competition. Sony’s Walkman line seems to change models daily. On a recent visit to one store in Tokyo’s Akihabara electronic

45、s district, more than 400 Walkman-size products, offering some combination of AM, FM, cassette tape playback and /or recording capabilities, were on display/</p><p>　　Today, Panasonic’s consumer electronics

46、product cycle tine is three months. That is, the lifetime of any given model of CD player, TV, VCR, cassette deck, or stereo receiver is just 90 days. During that time, its successor is being designed, tested, and put in

47、to production. The design, development, production, distribution, and marketing processes are continuous and overlapping.</p><p>　　Intel works on three generations of chips at a time; one in volume productio

48、n and facing declining unit profits, one in beta testing being readied for limited production, and one being designed. Since the autumn of 19814, when the IBM PC was introduced, Intel has moved from the 8086 to the 8088

49、to the mostly ignored 80186 to the 80286(which launched the IBM AT class of PCs), the 80386, the current desktop standard 80486, and the state-of-the-Intel-art Pentium/80586, with the next generation 8068</p><

50、p>　　Automobile model changes used to take place every five or six years, with only styling changes and subsystem improvements occurring in between. Today, the leading Japanese manufacturers can introduce a mew model i

51、n three years, and Toyota, at least, aims to be able to do this in under 30montys by 1995. Chrysler’s award-winning new large sedans(the Concorde, Vision, Intrepid line) and Neon subcompact were each developed in approxi

52、mately 40 months, and Ford’s redesign of the Mustang (not a complet</p><p>　　By integrating business functions, creating interactive relationships with customers and suppliers, and rethinking company operati

53、ons and processes, companies can often reduce their product cycle time dramatically. The barriers to shortening the concept-to-cash time are, in the main, structural, a reflection of the mind-set of mass-production compe

54、tition. With a change of mind-set, what had never been attempted before suddenly becomes very doable and, indeed, a necessity for being competitive.</p><p>　　5. Convergence of Physical Products and Services&

55、lt;/p><p>　　The traditional distinction between goods and services---reflected, for example, in the different rates at which the revenues generated by their creation and consumption are taxed---and between the

56、kinds of companies and personnel that produce them is vanishing. This distinction is being replaced by markets for “fusion products”---physical products, the value of which lies overwhelmingly, if not exclusively, in the

57、 information and/or services to which the physical product provides access. A dire</p><p>　　Sega and Nintendo game machines, for example, are sold at cost---at best. The machines are merely platforms for sel

58、ling games, which have generated all the profits these companies have earned. The machines are therefore developed in collaboration with game developers and the technologies driven by the requirements of games that will

59、excite buyers. Sega management has chosen to rely primarily on external developers, from whom it may buy games or to whom it may pay royalties. Nintendo attempts to </p><p>　　Similarly, however high their te

60、chnology, CD and CD ROM players, cameras, and personal computers, like so many other modern consumer products, become low-margin commodities soon after they redefine the state of the art. (See the earlier discussion of t

61、he paradox of sneakerization.) The real value of these items lies in the sales of CDs, film developing and printing services, and software, respectively. CDs, software, and so forth typically have retail prices that are

62、one to two orders of magnitu</p><p>　　There are three important consequences of this convergence of physical products, information, and services:</p><p>　　(1) The dynamics of competition shifts

63、from advantages deriving from manufacturing techniques, technologies, and processes to advantages deriving from people---from their knowledge, initiative, and creativity. During the mass-production era, the knowledge it

64、took to create and produce products was invisible. It was buried in management, marketing ,and production processes, and there was no sign of it in the product.</p><p>　　In the era of agile competition, the

65、fulcrum of value-adding commercial activity shifts from manufacturing to innovative, knowledge-based information and service applications of manufactured products. The success of more and more products is a direct functi

66、on of the customer-perceived value of the knowledge, information (including entertainment), and services this is just as true for commercial products as it is for consumer products, entertainment aside.</p><p&

67、gt;　　Manufacturing companies must therefore take the initiative in making their contributions to the total end –user product as valuable as possible. The unique value added to CD players and VCRs by the manufacturers of

68、the tapes, motors, switches, laser devices, and playback/recording heads is invisible to the customer. The rewards for these manufactures are determined by the extent to which they (the manufacturers) maximize the value

69、of their contributions to those who will benefit the most from th</p><p>　　Today, manufacturing excellence is taken for granted, a situation created by modern production technologies that are so capable and

70、so robust that very sophisticated physical products, such as magnetic recording tape, videocassettes and audiocassettes, compact discs, lasers, hard discs and CPUs, can be manufactured in high volume at low cost almost a

71、nywhere in the world.</p><p>　　At the same time, this shift in the dynamics of competition threatens the foundation of the Japanese postwar economic “miracle.” The Japanese have prospered primarily as a resu

72、lt of the excellence of their manufacturing operations. Over and over again during the past 15 years we have been told of the Japanese skill in taking foreign innovations and commercializing them, of the superior yield o

73、f Japanese semiconductor manufacturing, of the superior efficiency of their automotive assembly operatio</p><p>　　(2) Instead of a discrete sale at a single point in time, the asle of knowledge based product

74、s holds the potential for a continuing relationship over time between producers and consumers. What the customer is really buying is information and services. If producers enhance these commodities over time in step with

75、 changing customer interests or requirements, customers will continue to be customers, buying new information and service products. They will also buy hardware enhancements that provide d</p><p>　　Agile-ear

76、products are thus open-ended. If designed appropriately, they can evolve indefinitely. Consider the families of releases of computer programs such as word processors or spreadsheets, together with coordinated utility pro

77、grams, or computer hardware that is user-upgradable and reconfigurable. Indeed, a symbiotic relationship has existed for more than a decade between computer hardware and software at all levels, from PCs to mainframes.<

78、;/p><p>　　(3) Information has emerged as a product in its own right. With such vast quantities of data being collected and stored, companies are being guilt on a foundation of managing other companies’ informat

79、ion products created by packaging data. Sometimes the data are freely available in the public domain, collected for some other purpose, or the data may have been specifically collected to be repackaged in a particular wa

80、y.</p><p>　　Under CEO James Unruh, Unisys is shifting the foundation of its business from selling computer hardware to selling computer-based information, information management, and information services. He

81、wlett-Packard and IBM management are being reorganized to exploit the same market. IBM has abandoned its geography-based organization in favor of one based on the industry being served, the better to provide comprehensiv

82、e information-based solutions to customer problems instead of the hardware and softwa</p><p>　　The astonishing rate of growth of data accessible via the Internet has resulted in the development of several ge

83、nerations of increasingly sophisticated programs for automation data-search and data-collection operations: Gopher, Archie, WAIS, World Wide Web, Mosaic. These will become the prototypes for commercial data-packaging pro

84、grams that will be the tools for “mining” data in much the same way that mineral ores are mined.</p><p>　　1 、市場分化（ 1 ）所有的市場的分散在加快。雜志，啤酒，軟飲料，小吃;電臺和有線電視頻道;音頻和視頻設(shè)備;相機，傳真機和復印機，打印機和掃描儀;電器，服裝，金融，購物，及商用服務(wù)業(yè)等所有都很起伏。

85、理智的銀行，信貸和投資服務(wù)的價格可能會有所不同，表現(xiàn)于年齡，信貸，歷史，帳戶的數(shù)量平衡活動，或大小的平衡。 （ 2 ） “ sneakerizing ” 是他們公司的產(chǎn)品，他們從相對低價商品轉(zhuǎn)化為相對高價位的專業(yè)項目。運動鞋使用便是低廉的大眾市場的商品。但運動鞋是在一個利基市場作為價格較高的，懷舊的產(chǎn)品！正如他們所說，歷史是候選人復活的原因。運動鞋，已改為“運動鞋”特殊用途，昂貴，占領(lǐng)利基市場，生產(chǎn)量很大。 支持侵略和博樂廣告呼吁的情

86、緒，一些一直廉價，實用，低利潤的商品已轉(zhuǎn)化為眾多的利基市場相關(guān)的“形象”和生產(chǎn)的大容量特色產(chǎn)品，售價確定也在某種程度上豐富了個別客戶銷售。 因為制造業(yè)和信息技術(shù)盡可能使多樣化的產(chǎn)品和服務(wù)在小的額外成本超過大規(guī)模生產(chǎn)，也使有盈利能力的客戶的定價策略增高了一段時間。不過，在同一時間內(nèi)，出于同樣的原因，仿制的非常成功的產(chǎn)品和服務(wù)是不可避免的，因為技術(shù)設(shè)</p><p>　　激烈競爭超越了日本的營銷策略被稱為精

87、益生產(chǎn)允許的客戶，聯(lián)同供應(yīng)商或供應(yīng)商，用來確定哪些產(chǎn)品。日本的利用效率和靈活性，在于在創(chuàng)造他們的產(chǎn)品創(chuàng)新過程中擴大示范品種。增加類型的摩托車，照相機，音響設(shè)備，手表，彩電，和VCR （錄像機）成很大的比例增長。最初，這個驚人的品種，吸引了不少新客戶，創(chuàng)造新的市場和韓元的主要股票在現(xiàn)有的市場。最終，由于品種及期權(quán)增加，負擔放在了那些通常缺乏專業(yè)知識，時間，或動機研究的級聯(lián)數(shù)目的選擇的客戶身上。此前，問題在于在選擇催促生產(chǎn)者。與敏捷性相比，

88、選擇是吸引消費者。選擇從作為生產(chǎn)者的責任，作為客戶的責任。生產(chǎn)者發(fā)起的互動關(guān)系，通過這些產(chǎn)品產(chǎn)生的慶到共同的界定。當然，有限制，在于中心的嚴重性、交易過程的變化。成為生產(chǎn)者的責任去幫助客戶表達他們的需要和他們的要求。這包括“成長”的顧客，他們想做的事，和他們應(yīng)想做的事，能夠向他們展示他們?nèi)绾文軌蚴芤嬗诋a(chǎn)品定制，以便他們的需要。著眼于個別客戶已演變從單方面的生產(chǎn)者為本，客戶反應(yīng)公司的靈感，由精益生產(chǎn)的細化激烈競爭。 4 、產(chǎn)品壽命萎縮

89、 產(chǎn)品的壽命降低，越來越多的擴散模式，隨著步伐的加快，引入新的或改進的模式是當</p><p>　　根據(jù)行政總裁詹姆斯unruh ， Unisys是轉(zhuǎn)移的基礎(chǔ)，其業(yè)務(wù)從銷售電腦硬體變?yōu)殇N售計算機為基礎(chǔ)的信息、信息管理和信息服務(wù)?；萜展竞虸BM公司的管理當局現(xiàn)正重組，利用同樣的市場。 IBM公司已放棄其地理為基礎(chǔ)的組織，在有利于一的基礎(chǔ)上，更好地提供全面的資料為基礎(chǔ)的解決方案給客戶問題，而不是硬件和軟件的要