劍橋雅思13Test2閱讀passage3真題+翻譯（1）
2024-04-03 16:40:00 來源：中國教育在線
劍橋雅思13Test2閱讀passage3真題+翻譯（1） 關(guān)于這個問題下面小編就來為各個考生解答下。
劍橋雅思13Test2閱讀passage3真題+翻譯
READING PASSAGE 3
You should spend about 20 minutes on Questions 27-40, which are based on Reading Passage 3 below.
MAKING THE MOST OF TRENDS
潮流的充分利用
Experts from Harvard Business School give advice to managers
哈佛商學(xué)院給經(jīng)理人的建議
Most managers can identify the major trends of the day. But in the course of conducting research in a number of industries and working directly with companies, we have discovered that managers often fail to recognize the less obvious but profound ways these trends are influencing consumers’ aspirations, attitudes, and behaviors. This is especially true of trends that managers view as peripheral to their core markets.
大部分經(jīng)理人能夠辨識出下最主要的流行趨勢。但在對一系列產(chǎn)業(yè)的調(diào)研及與商家的直接合作當中,我們卻發(fā)現(xiàn),對于潮流在影響消費者的追求、態(tài)度和行為方面的一些不明顯卻深選的方式,經(jīng)理人卻通常意識不到。那些在經(jīng)理人眼中與核心市場毫無關(guān)聯(lián)的潮流，更是容易被無視。
Many ignore trends in their innovation strategies or adopt a wait-and-see approach and let competitors take the lead. At a minimum, such responses mean missed profit opportunities. At the extreme, they can jeopardize a company by ceding to rivals the opportunity to transform the industry. The purpose of this article is twofold: to spur managers to think more expansively about how trends could engender new value propositions in their core markets, and to provide some high-level advice on how to make market research and product development personnel more adept at analyzing and exploiting trends.
很多人在創(chuàng)新策略中無視趨勢的存在,或采取一種“觀望”的態(tài)度,讓他們的竟爭對手先行嘗試。往小了說,這種反應(yīng)會錯失盈利良機。往大了說,他們這是在將重塑產(chǎn)業(yè)的良機拱手讓給競爭對手。本文的目的有二:開闊經(jīng)理人的思路,啟發(fā)他們思考潮流如何在核心市場中創(chuàng)造新的價值增長點;針對市場調(diào)研組和產(chǎn)品開發(fā)部門如何更熟練地分析與挖掘潮流提出一些高層的建議。
One strategy, known as 'infuse and augment’，is to design a product or service that retains most of the attributes and functions of existing products in the category but adds others that address the needs and desires unleashed by a major trend. A case in point is the Poppy range of handbags, which the firm Coach created in response to the economic downturn of 2008. The Coach brand had been a symbol of opulence and luxury for nearly 70 years, and the most obvious reaction to the downturn would have been to lower prices. However, that would have risked cheapening the brand’s image. Instead, they initiated a consumer-research project which revealed that customers were eager to lift themselves and the country out of tough times. Using these insights, Coach launched the lower-priced Poppy handbags, which were in vibrant colors, and looked more youthful and playful than conventional Coach products. Creating the sub-brand allowed Coach to avert an across-the-board price cut. In contrast to the many companies that responded to the recession by cutting prices, Coach saw the new consumer mindset as an opportunity for innovation and renewal.
策略一:“融匯與擴張”,指設(shè)計的產(chǎn)品服務(wù)能夠化保留現(xiàn)有產(chǎn)品范疇內(nèi)的屬性與功能,但也加入其他一些屬性與功能以滿足主流趨勢的需求和欲望。以2008年經(jīng)濟蕭條時期Coach公司旗下的新系列Poppy手包為例。70年來, Coach都是華貴的象征,而應(yīng)對經(jīng)濟蕭條最自然的反應(yīng)就是折價處理。但是這樣會使品牌形象廉價化。而Coach在消費者調(diào)查報告中發(fā)現(xiàn),消費者迫不及待地想讓自己和這個國家都擺脫蕭條的困境。有了這樣的觀察, Coach發(fā)布了一款價格更低的Poppy手包系列,與經(jīng)典款的Coach產(chǎn)品相比,這些手包顏色亮麗,年輕又充滿趣味。Coach用創(chuàng)造全新的子品牌成功避免了全線降價。相比某些公司用打折處理來應(yīng)對蕭條, Coach抓住了消費者的心理,以此為契機,抓住機會實現(xiàn)革新。
A further example of this strategy was supermarket Tesco’s response to consumers’ growing concerns about the environment. With that in mind, Tesco, one of the world’s top five retailers, introduced its Greener Living program, which demonstrates the company’s commitment to protecting the environment by involving consumers in ways that produce tangible results. For example, Tesco customers can accumulate points for such activities as reusing bags, recycling cans and printer cartridges, and buying home-insulation materials. Like points earned on regular purchases, these green points can be redeemed for cash. Tesco has not abandoned its traditional retail offerings but augmented its business with these innovations, thereby infusing its value proposition with a green streak.
超市品牌Tesco對消費者日益增長的環(huán)保意識的應(yīng)對是該策略另一個有力的證明?？紤]到消費者的環(huán)保意識,作為全球第五大零售商的Tesco超市發(fā)起了“綠色生活”活動,吸引消費者參與創(chuàng)造一些活動來產(chǎn)生實實在在的結(jié)果,以彰顯品牌對于環(huán)境保護的投入。比如Tesco的消費者可以通過一些活動來積攢積分,如反復(fù)利用袋子、回收易拉罐和墨盒、購買居家保溫材料等。和其他普通購物所獲得的積分一樣,綠色積分也能兌換現(xiàn)金。Tesco沒有放棄自己的零售服務(wù),但通過這些創(chuàng)新擴大了自己的業(yè)務(wù)范圍,為產(chǎn)品的價值增長注了一絲綠色環(huán)保的元素。
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