CHIH CHUN 發問時間: 社會與文化語言 · 1 0 年前

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The Day of Reckoning

Despite the strength of its consumer franchise and the clarity of the trademark'simage, the mid-1980s proved tough for TheRover Group.

The company's hold on key Third World markets loosened as lil crises, constrained parts supplies, and scant repair services took their toll.

In what came to be known internally as "The Japanese Invasino," a run of reliable, high quality sport-utility vehicles(SUVs) took control in Land Rover's core markets.

The company lost one-third of base model sales from 1983 to 1985, a drop for which steady Range Rover Sales did not compensate.

Company profits plummeted as the firm sought new markets to offset Third World sales declines.

Ironically, Rover Group market research had identified the Japanese development strategy as early

as 1983 but considered it "just a hulahoop trend."

The crisis triggered a worldwide market review. Research confirmed that the Japanese had indeed identified an opportunity in the emerging 4*4leisure sector.

The data suggested that the 4*4 leisure sector was actually comprised of two distinct user segments.

The first, a group of young, affluent, childless adults, sought products that made visible

statements about their owners' images and accomplishments.

These consumers wanted vehicles that were unique and different, and that set them apart from the masses.

They viewed 4WD as a rather exciting product option, even if they never actually got off the road to use it.

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The second segment was comprised of conservative buyers who were more interested in vehicles that were smart and functional than those that made image statements.

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Family buyers who needed versatile and prectical transportation solutions were included in this segment; also included were older traditionalists who turned to SUVs as stylish alternafives to Traditional luxury cars.

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Family buyers valued the 4WD feature for the safety benefits it afforded; older conservatives linked the feature to desired benefits of increased road holding and handling.

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The recommendation emerging from the worldwide market review was to introduce a new vehicle that could regain both segments of the leisure sector from the Japanese.

The savior was to be named Discovery.

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1 個解答

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  • 1 0 年前
    最佳解答

    末日決戰

    儘管有高度的消費者認同和清晰的品牌形象,1980年代中期對路寶集團而言,是個黯淡的年代。

    由於能源危機、零件供應吃緊和維修服務不足等沈痾,該公司在主要第三世界世場的地盤逐漸鬆動。

    而因可靠度高且品質精緻的運動休旅車(SUV)另闢奚徑,這股在該公司內部被稱為「倭禍」的風潮襲捲了路寶公司的核心市場。

    1983年至1985年間,路寶公司基本款產品的銷售量萎縮了三分之一,即使該公司向來穩固堅強的銷售實力也無法力挽狂瀾。

    當路寶公司試著開發新的市場以取代其在第三世界國家日漸凋零的業績時,獲益也呈直線滑落。

    諷刺的是,路寶公司的市場調查早在1983年時就已經洞悉日本汽車公司的發展策略,但卻將其稱為「一窩蜂現象」而不以為意。

    這次危機迫使該公司展開對全世界市場的大規模研究,調查顯示出日本汽車公司確實獨具慧眼地在市場上區隔出一個新興的4*4休旅車區塊。

    研究資料更顯示,這個新興的4*4休旅車區塊事實包含兩個截然不同的消費族群。

    其一是年輕、富裕而無子女的族群,他們亟需一種能炫示車主形象與成就的產品。

    這些消費者需要的是獨一無二、能顯示他們與眾不同的車子。

    這個族群事實上可能永遠不會把車子開到路外越野,毋寧說他們只是將四輪驅動汽車看作是一種高度刺激的產品選項。

    第二個消費族群是保守的買主,他們著眼在車子的性能與多功能性,而非自我標榜。

    這個族群除了看重車輛多功能性與實用性的家用車輛買主外,也包含了若干傳統派的買主,他們把SUV當作是傳統豪華房車的時尚替代品。

    家用車輛買主在意的是四輪驅動車輛提供的安全性保障;年長的保守車主則對其路面掌控與駕馭性能青眼有加。

    這份全球市場調查最後提出的建議是,推出一部新型產品以從日本人手中奪回屬於休閒車市場的這兩個區塊。

    這個問題的解答就稱為:「Discovery」。

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