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分析:两家沃尔沃应对危机之招 Two Volvos bear burden of uncer

更新时间:2012-09-13    来源/发布:www.en369.cn    作者/编辑:英语作文网

Two decades after their split, the two Volvos occupy very different positions.
分开20年之后的两家沃尔沃(Volvo)公司,如今所处的地位非常不同。
Volvois the world’s second-largest truckmaker and one of Sweden’s biggest companies by revenues and market capitalisation. On the other hand, Volvo Cars, sold off in 1999 to Ford, struggled for much of the period following the separation and is now owned by Chinese carmaker Geely.
沃尔沃(Volvo)是全球第二大卡车生产商和瑞典收入与市值最大的公司之一。另一方面,1999年被出售给福特(Ford)的沃尔沃汽车公司(Volvo Cars),自分离以来的大部分时间都在艰难挣扎,如今已成为中国汽车制造商吉利(Geely)旗下的公司。
But with both companies in highly cyclical industries and facing up to another period of economic uncertainty, the messages of their respective chief executives last week were remarkably similar. They were also a sign of how managers round the world are grappling with how to run their businesses in the face of a new downturn.
但因为这两家公司都处在周期性很明显的行业,又正面临着又一段经济不确定时期,所以它们的首席执行官在上周的言论惊人地相似。这也表明,在面对新的低迷期时,全球各地的企业掌舵者正如何想方设法地经营好自己的企业。
“We need to have our foot both on the accelerator and on the brake, which is of course a very difficult driving scenario,” says Olof Persson of Volvo.
沃尔沃首席执行官奥洛夫•佩尔松(Olof Persson)表示:“我们需要同时踩下加速器和刹车,这当然是一种非常困难的驾驶动作。”
His counterpart at Volvo Cars, Stefan Jacoby, says: “Instead of having a precise forecast that we rely on we need to live with scenarios that are imprecise. We need to establish skills to live in a world of unpredictability.”
沃尔沃汽车首席执行官斯蒂芬•雅各布(Stefan Jacoby)则表示:“我们不再有精确的预测可以依赖,我们需要应对不那么精确的可能状况。我们需要掌握在不可预测的世界里生存的能力。”
The answer for both companies is to be significantly more flexible than they were before the financial crisis of 2007-08. Volvo provided perhaps the most vivid illustration of the impact of the crisis on the real economy when it revealed that net new orders for its trucks in October and November 2008 were negative.
这两家公司的应对办法,就是要具备比2007-08年金融危机之前更大的灵活度。沃尔沃可能最生动地体现了那场危机对实体经济的冲击,在2008年10月和11月,该公司透露净新增订单出现了负增长。
Mr Persson says that experience has been important in establishing additional flexibility in the company. “When we get a signal now that something is happening in the market we immediately . . . cut production. That is something that we are much better prepared for,” he adds.
佩尔松表示,当时的状况对公司提高灵活度起到了重要的推动作用。他补充道:“现在,当我们看到市场上出现某种变化的迹象时,马上就会……降低产量。我们对这种状况的准备程度比以往要充分得多。”
So currently Volvo is cutting production in Brazil and the US after seeing signs of overcapacity. Conversely, in Sweden it noted that production was slightly low so Volvo increased it. Mr Persson calls the system “fine-tuning”.

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