劍橋雅思13Test2閱讀passage3真題+翻譯（1）

劍橋雅思13Test2閱讀passage3真題+翻譯（1） 關(guān)于這個(gè)問(wèn)題下面小編就來(lái)為各個(gè)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(shí)出下最主要的流行趨勢(shì)。但在對(duì)一系列產(chǎn)業(yè)的調(diào)研及與商家的直接合作當(dāng)中,我們卻發(fā)現(xiàn),對(duì)于潮流在影響消費(fèi)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(shí)不到。那些在經(jīng)理人眼中與核心市場(chǎng)毫無(wú)關(guān)聯(lián)的潮流，更是容易被無(wú)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(wú)視趨勢(shì)的存在,或采取一種“觀(guān)望”的態(tài)度,讓他們的竟?fàn)帉?duì)手先行嘗試。往小了說(shuō),這種反應(yīng)會(huì)錯(cuò)失盈利良機(jī)。往大了說(shuō),他們這是在將重塑產(chǎn)業(yè)的良機(jī)拱手讓給競(jìng)爭(zhēng)對(duì)手。本文的目的有二:開(kāi)闊經(jīng)理人的思路,啟發(fā)他們思考潮流如何在核心市場(chǎng)中創(chuàng)造新的價(jià)值增長(zhǎng)點(diǎn);針對(duì)市場(chǎng)調(diào)研組和產(chǎn)品開(kāi)發(fā)部門(mén)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(kuò)張”,指設(shè)計(jì)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(mǎn)足主流趨勢(shì)的需求和欲望。以2008年經(jīng)濟(jì)蕭條時(shí)期Coach公司旗下的新系列Poppy手包為例。70年來(lái), Coach都是華貴的象征,而應(yīng)對(duì)經(jīng)濟(jì)蕭條最自然的反應(yīng)就是折價(jià)處理。但是這樣會(huì)使品牌形象廉價(jià)化。而Coach在消費(fèi)者調(diào)查報(bào)告中發(fā)現(xiàn),消費(fèi)者迫不及待地想讓自己和這個(gè)國(guó)家都擺脫蕭條的困境。有了這樣的觀(guān)察, Coach發(fā)布了一款價(jià)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(mǎn)趣味。Coach用創(chuàng)造全新的子品牌成功避免了全線(xiàn)降價(jià)。相比某些公司用打折處理來(lái)應(yīng)對(duì)蕭條, Coach抓住了消費(fèi)者的心理,以此為契機(jī),抓住機(jī)會(huì)實(shí)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(duì)消費(fèi)者日益增長(zhǎng)的環(huán)保意識(shí)的應(yīng)對(duì)是該策略另一個(gè)有力的證明。考慮到消費(fèi)者的環(huán)保意識(shí),作為全球第五大零售商的Tesco超市發(fā)起了“綠色生活”活動(dòng),吸引消費(fèi)者參與創(chuàng)造一些活動(dòng)來(lái)產(chǎn)生實(shí)實(shí)在在的結(jié)果,以彰顯品牌對(duì)于環(huán)境保護(hù)的投入。比如Tesco的消費(fèi)者可以通過(guò)一些活動(dòng)來(lái)積攢積分,如反復(fù)利用袋子、回收易拉罐和墨盒、購(gòu)買(mǎi)居家保溫材料等。和其他普通購(gòu)物所獲得的積分一樣,綠色積分也能兌換現(xiàn)金。Tesco沒(méi)有放棄自己的零售服務(wù),但通過(guò)這些創(chuàng)新擴(kuò)大了自己的業(yè)務(wù)范圍,為產(chǎn)品的價(jià)值增長(zhǎng)注了一絲綠色環(huán)保的元素。

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