2014.05.17 【英译中】案例研究:DE BEERS AND BEYOND 节选

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发表于:2014-05-17 22:00 [只看楼主] [划词开启]

第一篇作业,是从coursera一门课的阅读材料中节选的,希望月底能完成16篇转正,与大家共勉。


The Need for Change

变革的需要

“[The radical and far reaching changes represent] De Beers’ response to the challenges of a competitive environment and a change from a supply to a demand-driven business” – Nicky Oppenheimer
“戴比尔斯公司对来自竞争环境挑战的反应和由供应驱动到需求驱动的商业变化(反映了深刻而深远的变革)。--尼吉•奥本海默”

De Beers’ traditional role in the diamond market has been to take on the position of the custodian of the entire industry, protecting producers, dealers and cutters through its cartel from the vices of free  markets. De Beers’ self-implied obligation to the stakeholders has been to shield the industry from  volatility in prices and demand, to the consumers to secure diamonds as a prestigious and exclusive  luxury item. In the last century, De Beers managed to do so, by safeguarding its cartel from  competitors, by buying off excess supply, storing it in vast stockpiles to protect the prices, and by launching advertisement campaigns on behalf of the entire industry (e.g. A Diamond is Forever).  
戴比尔斯公司的在钻石市场的传统角色是整个产业的监护者,通过遏制自由竞争的卡特尔组织以保护生产商、交易商、切割公司。戴比尔斯对的利益关系人的天职一直是防止产业价格和需求的波动,为消费者获取钻石,一种尊贵的排他性物品。在上个世纪,戴比尔斯通过保护其卡特尔,超量买断供给,大量囤货以保护价格,以及通过代表整个产业发起广告活动(例如:钻石恒久远),实现了成功。


In the late 1990s, however, De Beers realized that the diamond market was getting increasingly competitive, especially with the opening of new diamond mines in Canada, resulting in a decline in  market share of DeBeers from nearly 80 per cent in the old days to 65 per cent in 1999 and a general  underperformance of its stock. The diamond market at that time was characterized by flat demand  and excess supply, which caused De Beers to increase its diamond stockpiles from US$2.5 billions in  1990 to US$5 billions in 1998. It became obvious that in an industry where De Beers was no longer  the sole supplier of diamonds, the traditional custodian role that De Beers had adopted over the past,  could not be sustained as such.  

但在20时间90年代后期,戴比尔斯认识到钻石市场竞争性在增强,特别是加拿大新钻石矿的投产,导致戴比尔斯的市场份额从以前的近80%下降到1999年的65%,库存表现整体走弱。当时钻石市场的特点是需求低迷、供应过度,导致戴比尔斯的钻石库存从1990年的25亿美元上升到1998年的50亿美元。显然,在非唯一供应商的市场中,戴比尔斯传统采用的监护人角色已无法维持。


Formal Strategic Review
正式战略复审

De Beers decided that it had to change its conventional strategy of an all-embracing stronghold of the diamond industry to one of a highly aggressive competitor. With the announcement of its new  chairman, Nicky Oppenheimer, and its new managing director, Gary Ralfe, De Beers seriously  considered changing its overall strategy and decided to launch a formal strategic review of the  industry, its operations and their future outlook in an increasingly competitive market. With the help  of the Strategic Review Report, De Beers identified three main areas that had to be transformed, in  order to assure De Beers’ success in the years to come.  
戴比尔斯决定改变包含钻石市场一切的堡垒式传统战略,成为具有高度进攻性的竞争者。在新主席尼吉•奥本海默和新董事总经理盖里•拉尔夫的声明中,戴比尔斯认真考虑了改变整体战略,并决定针对竞争日渐增长的市场中的产业、运营和未来前景,启动正式战略复审。在战略复审报告的帮助下,戴比尔斯明确了三个必须改变了主要领域,以确保戴比尔斯未来的成功。

· Firstly, current operations had to be optimized. This included increasing efficiency and cutting costs by 15 per cent in its operations (As is plus strategy), as well as the restructuring of the organization into transparent, customer-orientated business units.
第一,必须优化当前的运营。包括提升效率和降低成本,改善运营15%,以及机构重组成为透明、以客户为中心的商业单位。

· Secondly, De Beers realized the protection of its market leader position demanded long-term measures. However, through it being a publicly listed company on the JSE and LSE, De Beers felt that it had to endure the quick-fix profit demand of its shareholders, instead of focussing on necessary long-term projects. It thus decided to go private in 2001 after its stock had been listed for over 100 years.
第二,戴比尔斯发现保护市场领导者地位需要长期措施。但是,通过约翰内斯堡和伦敦的上市公司,戴比尔斯感到必须承受股东快速改善利润的要求,而非聚焦于必要的长期项目。因此,公司决定在上市100多年后,于2001年退市。

· Lastly, De Beers alleged that there is unrealized potential in decreasing advertisement costs and increasing customer demand by promoting a more competitive environment at the downstream portion of the industry pipeline while binding them closer to their own upstream business (Supplier of Choice strategy).
最后,戴比尔斯宣称降低广告成本、增加客户需求方面存在潜力,办法是促进下游产业的形成更具竞争性环境,并将它们与其上游的业务更紧密捆绑(供应商选择战略)。

The implementation of the first measure, to decrease costs and to restructure the company, was a fairly standard procedure in the light of the new competitive nature of the global economy. The other two aims, however, express a fundamental change within De Beers as a corporation and the diamond industry as a whole, intended to enable “De Beers [to enter] the new century, fitter, leaner and streamlined for success”.

履行第一项措施(降低成本重组公司)是依照全球经济新竞争特点采用的标准步骤。但另外两项目标反映了戴比尔斯公司和整体钻石产业的根本变化,目的是“(进入)新世纪的戴比尔斯将更健康、更精简、更高效以取得成功”。


最后编辑于:2014-05-17 22:04
分类: 英语

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