资源目录
压缩包内文档预览：(预览前20页/共22页)
编号：550021
类型：共享资源
大小：37.53KB
格式：ZIP
上传时间：2015-12-06
上传人：QQ28****1120
认证信息
个人认证
孙**（实名认证）
辽宁
IP属地：辽宁
6
积分
- 关 键 词：
-
机械毕业设计英文翻译
- 资源描述：
-
机械毕业设计英文外文翻译434市场分化,机械毕业设计英文翻译
- 内容简介：
-
中英文翻译 1. Market Fragmentation (1) Markets of all kinds are fragmenting at what seems like an accelerating pace. Magazines, beer, soft drinks, and snack 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 bewildering array. 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. (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-market commodities. But sneakers are, as they say, history and thus candidates for resurrection as higher-priced, nostalgia products in a niche market ! Sneakers have been replaced by “ sport shoes” special-purpose, expensive, occupying niche markets and yet produced in large volume. Supported by aggressive and bole advertising appealing to the emotions, what had been an inexpensive, practical, 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 customer feels enriched by the purchase. Because manufacturing and information technologies are making it possible to diversify both products and services at little additional cost ntsover mass production, 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, because the technologies for designing, producing, and delivering goods and services are almost universally available, And with the imitation comes great downward pressure on prices and profits precisely because of the wide gap between production costs and selling price. When Motorola s MicroTac cellular telephone was introduced in 1989, it carried a retail priced of $2500. In mid-1994 it was readily available for little more than $100, and cellular telephone companies frequently offered it free to mew subscribers, reflecting a shift value from physical products to services. The lesson is clear. In the emerging agile competitive environment, sustained 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. (3)Companies are segmenting markets according 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 industrial products is an expression of the packagability of this technology. Increasingly, workstations, desktop computers, portables, laptops, and notebook and subnotebook even “ palm” computers utilize 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. Pagers and beepers have evolved into a broad range of lightweight, wireless personal communication devices with constantly expanding ntscomputing and information exchange and display capabilities, ranging from sending and receiving faxes to uploading and downloading data remotely to and from on-line data services that literally span the globe. 2. Production to Order in Arbitrary Lot Sizes It is already possible for each of the many products made on a high-volume production line to be made differently from each of the others with little or no increase in production costs. This capability, which 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 close to mass-production prices as a company chooses to price them. In addition, more and more companies are discovering that they can produce customer-configured products to order instead of to forecast. 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 have a dramatic impact on company operations. It certainly transforms the nature of sales, from pushing inventory to pulling production. Finally, production equipment innovations continue to provide 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 goods 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 products accessible to businesses of all sizes. Just a few illustrations of this democratization are desktop publishing hardware and software; digital video, audio, and audio-video studio-quality ntsproduction; equipment; print copying, graphics, and digital image reproduction and manipulation services, information searching and packaging services, electronic music playing and recording with increasingly sophisticated synthesizer, ovens that make minibakery and minirestaurant operations practical as both stand-alone businesses and within larger enterprise, for example, department stores and supermarkets. 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 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 customizable products that increasing numbers of companies are already capable of satisfying, the concept of EOQ needs to be reexamined. With the spread of individualizable production equipment, the EOQ should be whatever the customer wants the important figure becomes the ratio of production lead time to customer tolerance time. If the ratio is less than 1, a company can produce to order; if it is greater than 1, a company can only build to forecast while reducing its production lead time to below its customers tolerance time if it wants to keep its customers! The ability to produce to order in arbitrary lot sizes may or may not be a function of the use of advanced technologies. 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 productionscheduling computer in order to activate direct numerical control (DNC) of machining operations. Motorola s Boynton Beach, Florida, plant serves as an evolving test-bed (recently converted to a second generation of production ntstechnologies) 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. 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 its 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, Matsushita s Shah Alam, Malaysia, TV plant has been designed so that any of 60 different color television models can be assembled simultaneously. Universal Instruments of Binghamton, New York, a manufacturer of capital goods for the electronics industry, discovered 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 that 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 transition to this new system was made, the company discovered that product development tine become much shorter as a result of the active customer involvement that building to order encouraged. Interacting mort intensively with customers, in turn, revealed new, cost-free ways of adding value for the customer. For example, installation and changeover tine for new equipment was significantly was significantly reduced through an improved understanding by both parties of the requirements for installation upon delivery. What is most impressive about Deere s transformation in 1993 of an older plant, is that it involved almost no new technology at allno robot ntsassembly machines, no next century computer network, no artificially intelligent process controllers. Plant management 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 eliminate inventory and improved product quality. 3. Information Capacity to Treat Masses of Customers as Individuals Agile competition goes beyond the Japanese marketing strategies known as lean manufacturing 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 expand model variety. The proliferation of types of motorcycles, cameras, audio equipment, watches, color TVs, and VCRs (Video Cassette Recorder) reached avalanche proportions. Initially, this astonishing variety attracted many new customers, created new markets and won major shares in existing markets. Eventually, however, as the variety and options increased, a burden was placed on customers, who typically lack the expertise, the time, or the motivation to study the cascading numbers of choices suddenly made available to them. 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 producer 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 producer s job go help customers express their needs and their requirements. This includes “ growing” customersknowing enough abort what customers do, what they want to do, and what they should want ntsto do, being able to show them how they can benefit from a product customized to their needs. Focusing on the individual customer has evolved from the unilateral producer-centered customer-responsive companies inspired by the lean manufacturing refinement of agile competition. 4. Shrinking Product Lifetimes The decreasing lifetimes of products, increasing proliferation of models, and accelerating pace 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 electronics district, more than 400 Walkman-size products, offering some combination of AM, FM, cassette tape playback and /or recording capabilities, were on display/ Today, Panasonic s consumer electronics 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 into production. The design, development, production, distribution, and marketing processes are continuous and overlapping. Intel works on three generations of chips at a time; one in volume production 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 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 80686(Pentium- ) being hurried into pre-production testing. Perhaps ntseven more astonishing, the lifetime of mainframe computers has recently been halved, with significantly higher-performance models being introduced every two years rather than every four. In 1994 the rapidity of mainframe innovation and IBM s technology advantage led Hitachi, a major mainframe competitor, to sign an agreement under which it would cease competing and buy its mainframe technology from IBM, including whole systems that it would resell with the Hitachi logo. 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 in 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 approximately 40 months, and Ford s redesign of the Mustang (not a completely mew vehicle but much more than a styling change) was accomplished in three years, whereas four years had been the norm for such projects at Ford. By integrating business functions, creating interactive relationships with customers and suppliers, and rethinking company operations 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 competition. With a change of mind-set, what had never been attempted before suddenly becomes very doable and, indeed, a necessity for being competitive. 5. Convergence of Physical Products and Services The traditional distinction between goods and servicesreflected, ntsfor example, in the different rates at which the revenues generated by their creation and consumption are taxedand between the 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 information and/or services to which the physical product provides access. A direct result of this convergence is that hardware companies are acquiring the capability to create both information and services or they are working increasingly closely with information and service companies in order to create fusion products. Sega and Nintendo game machines, for example, are sold at costat best. The machines are merely platforms for selling 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 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 collect a large portion of software profits by employing its own programmers and developing new games in house. Similarly, however high their technology, 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 the 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 one to two orders of magnitude greater than their physical production costs, whereas the CD players and computers generate smaller and smaller unit profits. ntsThere are three important consequences of this convergence of physical products, information, and services: (1) The dynamics of competition shifts from advantages deriving from manufacturing techniques, technologies, and processes to advantages deriving from peoplefrom their knowledge, initiative, and creativity. During the mass-production era, the knowledge it 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. In the era of agile competition, the 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 function 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. 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 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
- 温馨提示:
1: 本站所有资源如无特殊说明，都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
2: 本站的文档不包含任何第三方提供的附件图纸等，如果需要附件，请联系上传者。文件的所有权益归上传用户所有。
3.本站RAR压缩包中若带图纸，网页内容里面会有图纸预览，若没有图纸预览就没有图纸。
4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
5. 人人文库网仅提供信息存储空间，仅对用户上传内容的表现方式做保护处理，对用户上传分享的文档内容本身不做任何修改或编辑，并不能对任何下载内容负责。
6. 下载文件中如有侵权或不适当内容，请与我们联系，我们立即纠正。
7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
人人文库网所有资源均是用户自行上传分享，仅供网友学习交流，未经上传用户书面授权，请勿作他用。
川公网安备: 51019002004831号