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Starbucks coffee: where things are really perking

Back in 1983, Howard Schultz hit on the idea of bringing a European-style coffee-house to American. People needed to slow down he believed-to: “smell the coffee” and enjoy life a little more. The result was Starbucks, the coffeehouse chain that started the trend of enjoying coffee to its fullest. Starbucks, doesn’t sell just coffee, it sells the “Starbucks experience” as one Starbucks executive puts it, we’re not in the business of filling bellies, we’re not in the business of filling souls.

Starbucks is now a powerhouse premium brand in a category in which only cheaper commodity products once existed. As the brand has perked, Starbuck’s sales and profits have risen substantially. Some 20 million customers visit the company’s more than 5,500 stores worldwide each week-10 percent of them drop by twice a day..

Starbucks’ success however, has drawn a full litter of copycats, ranging from direct competitors to fast-food merchants. To maintain its phenomenal growth in an increasingly over caffeinated marketplace, Starbucks has brewed up an ambitious, multipronged growth strategy. Let’s examine the key elements of this strategy.

More store growth: almost 85 percent of Starbucks’ sales come from its stores. So Starbucks is opening new stores at a breakneck pace. By 2002, it has more than 1,200 stores in 24 international markets, including more than 350 in Japan, 91 in china Taiwan, and 76 in maintain china.

Beyond opening new shops, Starbucks is expanding each store’s food offerings. By offering a beefed-up menu, the company hopes to increase the average customer sales ticket while also boosting lunch and dinner traffic.

New retail channels: the vast majority of coffee in America is bought in stores and sipped at home. To capture this demand, Starbucks is also pushing into America’s supermarket aisles. However, rather than going head-to-head with giants such as Procter & Gamble (Folgers) and Kraft (Maxwell house, Sanka), Starbucks stuck a co-branding deal with Kraft. Under this deal, Starbucks will continue to roast and package its coffee, while Kraft will market and distribute it. Both companies benefit: Starbucks gains quick entry into super-markets, supported by the marketing muscle of Kraft salespeople. Kraft tops off its coffee line with the best-known premium brand and gains quick entry into the fast-growing premium coffee segment.

Beyond supermarkets , Starbucks has forged an impressive set of new ways to bring its brand to market. Some example : several airlines serve Starbucks coffee to their passengers. Westin and Sheraton hotels offers packets of Starbucks brew in their room. And Starbucks has a deal with Borders Books to operate coffee shops within the bookshop’s superstores. Starbucks also sells gourmet coffee, tea, gifts, and related goods through business and consumer catalogs. and its Web site, Starbucks.com, has become a kind of lifestyle portal on which it sells coffee, tea, coffee making equipment, compact discs, gifts, and collectibles.

New products and store concepts: Starbucks has partnered with several firms to extend its brand in to new categories. For example, it joined with PepsiCo to stamp the Starbucks brand on bottled Frappuccino drinks. Starbucks ice cream, market in a joint venture with Breyer’s, is now the leading brand of coffee ice cream. Starbucks is also examining new store concepts. There is safe Starbucks , a European-style family bistro with a menu featuring everthing from huckleberry pancakes to oven-roasted seared sirloin and Mediterranean chicken breast on focaccia, and Circadia -a kind of bohemian coffeehouse concept with tattered rugs, high-speed internet access, and live music as well as coffee specialties.

Although Starbucks’s growth strategy so far has met with great success, some critics worry that the company may be overextending the Starbucks rand the name. “people pay up to $3.15 for a coffee latte because it’s supposed to be premium product,” asserts one such critic. “when you see the Starbucks name on that an airline is pouring, you wonder.” Other fear that, by pursuing such a broad-based growth strategy, Starbucks will stretch its resources too thin or lose its focus.

Still others, however, remain true believers. Some even see similarities between Starbucks and a young McDonald’s. “ The similar focus on one product, the overseas opportunities, the rapid emergence as the dominant player in a new niche,” says Goldman Sachs analyst Steve Kent,” this all applies to Starbucks, too” only time will tell whether Starbucks turns out to be the next McDonald’s-it all depends on how well the company manages growth.

Sources :Quotes from Nelson D. Schwartz, ” Still Peking After All These Years,” fortune, may 24,1999,pp. 203-210: Janice Matsumoto,” More than Mocha-coffee Starbucks,” restaurants and Institutions, October1,1998,p.21: Kelly Barron,” The Cappuccino Conundrum,” Forbes, February22,1999,pp.54-55: and Stephane Fitch,” Latte Grande, Extra Froth,” Forbes, March19,2001,p.58. Other information form Richard Papiernik,” Starbucks Still Taking Bows in Long-Running Coffeehouse Show, ”Nation’s Restaurant News, February12,2001,pp.11,78”Jacueline Doherty,” Make It Decaf,” Barrons, May 20,2002,pp.20-21: and information accessed online at www.starbucks.com ,JULY2002.

Second, Starbucks management might consider possibilities for market development-identifying and developing new markets for its current products. For instance, managers could review new demographic markets. Perhaps new groups-such as senior consumers or ethnic groups-could be encouraged to visit Starbucks coffee shops for the first time or to buy more form them. Managers also could review new geographical market. Starbucks is now expanding swiftly into new markets in Asia.

Third, management could consider product development-offering modified or new products to current markets. For example, Starbucks has increased its food offerings in an effort to bring customers into its stores during the lunch and dinner hours and to increase the amount of the average customer’s sales ticket. The company has also partnered with other firms to sell coffee in supermarkets and to extend its brand to new products, such as coffee ice cream (with Dreyer’s) and bottled coffee drinks (with PepsiCo).

Fourth, Starbucks might consider diversification. It could star up or buy businesses outside of its current products and markets. Foe example, Starbucks is testing two new restaurant concepts-café Starbucks and Circadia- in an effort to offer new formats to related but new markets. It has also introduced a Hear Music brand of compilation CDs. In a more extreme diversification, Starbucks might consider leveraging its strong brand name by making and marketing a line of branded casual clothing consistent with the “Starbucks experience”. However, this would probably be unwise. Companies that diversify too broadly into unfamiliar products or industries can lose their market focus , something that some critics are already concerned about with Starbucks.

Companies must not only develop strategies for growing their business portfolios but also strategies for downsizing them. There are many reasons that a firm might want to abandon products or markets. The market environment might change, making some of the company’s products or markets less profitable. This might happen during an economic recession or when a strong competitor opens next door. The firm may have grown too fast or entered areas where it lacks experience. This can occur when a firm enters too many foreign markets with the proper research or when a company introduces new products that do not offer superior customer value. Finally, some products or business units just age and die.

When a firm finds products or businesses that no longer fit its overall strategy, it must carefully prune, harvest or divest them. Weak businesses usually require a disproportionate amount of management attention. Managers should focus on promising growth opportunities, not fritter away energy trying to salvage fading ones.

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...... 6级
2010-01-25 回答
如果事情真的大举裁员 


最新回答 (6条回答)

2010-01-20 回答

把,要翻译的东西,发上来啊

补充:

分两次补充

或者+我qq 510859210

□雪妖 7级
2010-01-20 回答
翻译什么?
追问:
一篇课文
2010-01-20 回答
星巴克咖啡:如果事情真的大举裁员 

早在1983年,霍华德舒尔茨想到的是把欧洲风格的咖啡馆对美国的想法。人们需要放慢,他相信到:“闻到咖啡”,享受生活多一点。其结果是星巴克的咖啡馆连锁开始享受咖啡最充分的趋势。星巴克,不只是卖咖啡,其销售的“星巴克体验星巴克作为一个行政机关”所说的那样,我们在填补肚子业务不,我们不是在填补灵魂的业务。 

星巴克现在是一个类别,其中只有一次更便宜的商品,优质品牌存在的强国。由于品牌已经为之一振,星巴克的销售收入和利润已大幅度增加。大约有20万用户访问该公司超过5500家全球每星期百分之十,其中下降幅度每天两次.. 

星巴克的成功然而,吸引了模仿充满垃圾,从直接竞争对手快餐商人不等。为了保持对咖啡因的日益显着的增长市场,其在,星巴克已经酝酿了一个雄心勃勃的,多管齐下的发展战略。让我们来看看这一战略的关键要素。 

更多店增长:近85星巴克的销售收入来自它的商店。所以,星巴克是在开新店的速度飞快。到2002年,它在24个国际市场,其中包括350多名在中国,日本,91台1200多个商店和维护中国76。 

除了开设新的商店,星巴克是扩大每家商店的食品产品。通过提供带有增强的菜单,该公司希望提高平均客户销售机票,同时提高午餐和晚餐交通。 

新的零售渠道:在美国的咖啡绝大多数是在商店购买,并在家里喝着。为了捕捉这一需求,星巴克也进入美国的超市过道推动。然而,而不是去头对头,如宝洁(福杰仕)和卡夫巨头(麦斯威尔,灿可),星巴克坚持共同品牌与卡夫处理。根据这项协议,星巴克将继续烤和包装的咖啡,而卡夫将市场和分发。两家公司的好处:星巴克收益迅速进入超市,由卡夫销售人员的市场营销力量的支持。卡夫毛条了与最知名的顶级品牌并获得进入快速增长的优质咖啡市场快速进入其咖啡线。 

除了超市,星巴克已经结成了新的途径,将其品牌的市场令人印象深刻。一些例子:几家航空公司为星巴克咖啡乘客。威斯汀和喜来登酒店在房间里提供的星巴克酿造包。星巴克也与Borders书店达成协议,在书店经营的超市咖啡店。星巴克还通过销售企业和消费者目录美味咖啡,茶,礼品,以及相关商品。并在网站上,Starbucks.com,已成为一种生活方式的门户网站上出售咖啡,茶,咖啡设备,光盘,礼品和收藏品。 

新产品和存储概念:星巴克已与几家公司建立合作关系,扩大其品牌在新的类别。例如,它加入了百事公司的印章的瓶装星冰乐饮料的星巴克品牌。星巴克冰淇淋,市场在与布赖尔的,现在是冰淇淋咖啡领导品牌的合资企业。星巴克也正在研究新的存储概念。星巴克目前是安全的,欧洲风格与特色,从哈克贝利煎饼everthing的烤箱烤烙牛腩及地中海福卡恰鸡胸肉菜单家庭小酒馆,和Circadia - 1与,破旧地毯波希米亚咖啡馆的概念,这样高速互联网接入,和现场音乐以及特色咖啡。 

虽然星巴克的发展战略,至今取得了巨大成功会晤,一些批评人士担心,该公司可能把战线拉的星巴克兰特的名称。 “人民付出了一个咖啡拿铁至3.15美元,因为它应该是高端产品”,称这样一个批评者。 “当你看到一个航空公司浇注星巴克的名称,你想。”其他担心,追求这样一个基础广泛的增长战略,星巴克将舒展资源过于分散,或失去重点。 

还有一些人,但是,仍然忠实信徒。有些人甚至看不出星巴克和相似之处一个年轻的麦当劳。 “关于一个产品,海外机会,作为重新定位的主导者迅速出现类似的焦点,说:”高盛分析师史蒂夫肯特,“这一切适用的星巴克,也”只有时间才能证明是否属实星巴克成为下一个麦当劳,这一切都取决于如何管理好公司的增长。 

资料来源:尼尔森D.施瓦茨行情,“但是经过这些年北京”财富,可二十四日,页。 203-210:贾尼丝松本“,更比摩卡咖啡星巴克,”餐厅和机构,October1,1998年,第21页:凯利巴伦说:“咖啡之谜,”福布斯,二月二十二日,1999,pp.54 - 55:和斯特凡惠誉,“拿铁大,课外泡沫,”福布斯,March19,2001年,第58页。其他资料的形式理查德帕皮耶尼克,“星巴克仍然在长琴弓,运行咖啡屋显示,”全国餐厅新闻,February12,2001,pp.11,78“Jacueline多尔蒂,”使咖啡因,“巴隆周刊5月20,2002,第.20-21:信息浏览网上www.starbucks.com,JULY2002。

第二,星巴克管理层可能会考虑市场的发展确定,可能性和开发现有产品新的市场。例如,管理人员可以总结新的人口的市场。也许新的群体,如高级消费者或族裔群体,可以鼓励参观首次星巴克咖啡店,或购买更多的形式。管理人员还可以审查新的地域市场。星巴克目前正在扩大在亚洲的迅速进入新市场。 

第三,管理层可考虑产品开发提供修改或当前市场的新产品。例如,星巴克已增加,努力使在其店面午餐和晚餐时间,并提高平均客户的销售机票数量的客户的粮食产品。该公司还与其他公司在超市销售咖啡和扩大,如咖啡(有牌子)和瓶装(与百事可乐)冰淇淋咖啡饮料的品牌,新产品。 

第四,星巴克可以考虑多样化。它可以向上或购买明星超出其目前的产品和市场业务。敌人比如,星巴克正在测试,努力提供新的格式,新的市场关系,但两个新的酒店理念,星巴克咖啡馆和Circadia。它还推出了精选CD听音乐品牌。在更极端的多样化,可以考虑利用星巴克通过生产和销售的休闲服装品牌的“星巴克体验一贯的路线其强大的品牌”。然而,这很可能是不明智的。公司多样化的产品或不熟悉的行业太广,会丧失其市场焦点,一些批评的东西已经对与星巴克关注。 

公司不仅要为发展中发展自己的业务组合,而且对他们的战略策略,缩小规模。原因是多方面的,一个公司可能要放弃的产品或市场。市场环境可能发生变化,使得一些公司的产品或市场的利润减少。这可能发生在经济衰退或者当一个强有力的竞争者打开隔壁。该公司可能会增长过快,或输入领域缺乏经验。这可能发生在一家公司进入与适当的研究太多的外国市场或当公司推出新产品,不提供卓越的客户价值。最后,一些产品或经营单位只是年龄和死亡。 

当一个企业发现产品或企业,不再适合公司的整体战略,必须认真修剪,收获或放弃他们。弱的企业通常需要的管理注意程度不成比例。管理者应该侧重于有前途的发展机遇,而不是消磨精力去挽救衰落的。 
Welectron 7级
2010-01-20 回答
Starbucks咖啡:地方东西真是用过滤法煮 回溯到1983年,霍华德Schultz想到给一欧洲-款式咖啡屋-向带来美国人的主意.需要人们让生活松弛些他相信-向:“smellcoffee”和多一点欣赏生活.结果是Starbucks,咖啡馆链条其开始欣赏咖啡向的倾向它的最完整的.当Starbucks经理表达它,不是在填充的腹的生意中we’re,不是在填充的精神的生意中we’re的个时,Starbucks,doesn’t推销公正咖啡,它出售“Starbucksexperience”. Starbucks是在其件仅仅更便宜商品中产品一次存在的现在一发电厂溢价品牌在朝派一范畴.当品牌已经用过滤法煮时,Starbuck’s销售和盈利已经本质上高涨.每百分之10他们下降的星期-大约二千万个客户经过每day.两次在全世界访问company’s超过5,500个商店. Starbucks’成功但是已经吸引一模仿者的完整废弃物从直接竞争者到快餐-商人不等.保持它的罕见成长在朝派一越来越在caffeinated市场的上方,Starbucks已经冲好一有抱负多尖头的成长对策.Let’s检查这对策的重要原理. 更多商店成长:几乎百分之85的Starbucks’销售来自它的商店.So Starbucks正在一会折断脖子的步方面打开新商店.到2002年,它在24个国际市场中有超过1,200个商店,在日本包含超过350,91在朝派瓷器台湾和76在朝派维修瓷器. 除去开新店,Starbucks正膨胀每个store’s食物所提供的.通过给予一养-向上的移动菜单,同时也增强午饭和正餐交通,公司希望增加平均客户价签. 新零售在某种路线上移动:在美洲存在中咖啡的大多数购进商店和小口喝家.捕获这需求,Starbucks正进入America’s超级市场座席间的纵直通道也推.但是,而不是面对面地和例如宝洁(Folgers)和Kraft((麦克斯韦尔房子,Sanka)巨人打交道,Starbucks忍受共同给从打上烙印
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匿名用户 4级
2010-01-21 回答
  星巴克咖啡:那里的东西真是味
  
  在1983年,霍华德舒尔茨想到了一个主意,把欧式风格的作品来美国。人们需要慢下来,他believed-to:“闻”,享受生活,喝咖啡的人多一点。结果是星巴克咖啡馆链,开始享受咖啡的趋势的全部。星巴克,不卖咖啡就行了,它卖“星巴克体验”作为一个星巴克执行官指出的那样,我们不是在商业中,我们不会肚子灌装充填的灵魂。
  
  星巴克现在是一个强国在一个范畴的高档品牌中只有便宜的商品曾经存在。作为品牌已重新振作起来,星巴克的销售额和利润大幅上涨。大约20万用户访问公司超过5500全球百分之week-10每一滴一天两次…
  
  然而,星巴克的成功吸引了全部的基金,从直接的竞争者以快餐商人。保持在一个日益增长的现象,对含咖啡因的市场已经酝酿了星巴克雄心勃勃,项多元化发展的策略。让我们来看这一策略的关键要素。
  
  更多的商店增长:几乎百分之八十五的星巴克咖啡的销售来自它的商店。所以星巴克就打开新商店在高速增长步伐。到2002年,它已经超过1200个商店,包括24国际市场上超过350在日本,中国,台湾,91年在维护中国的76。
  
  打开新商店,星巴克以外扩展每个商店的食物献供物。通过提供一个加强菜单,公司希望增加客户销售的罚单平均也推动午餐和晚餐的交通。
  
  新的零售渠道:绝大多数的咖啡在美国是在商店和吸在家。占领这个需求、星巴克还敦促进入美国的超市。然而,而不是去一个豪门如宝洁公司(Folgers)、牛皮纸麦斯威尔、山咖咖啡)、星巴克卡一品牌处理克拉。本协议下,星巴克将继续烤、包装牛皮纸的咖啡,而将市场和分发。两家公司的利益:快速进入super-markets星巴克所得的支持下,这个市场的销售肌肉。卡夫顶部它符合最著名的咖啡和收获快高档品牌进入快速优质的咖啡。
  
  超越超市、星巴克也建立了一个令人印象深刻的新途径,其品牌推向市场。一些例子:一些航空公司为乘客的星巴克咖啡给他们。威斯汀和喜来登酒店提供包的星巴克酿造在他们的房间。与星巴克有处理边界的书籍来操作咖啡厅在书店的超市。星巴克还销售极品咖啡、茶、礼品、及相关产品通过商业和消费者catalogs.和它的网站,Starbucks.com,已成为了一种生活方式的门户,它卖咖啡、茶、咖啡、设备制造、光盘、礼品、收藏。
  
  新产品和储存的概念:星巴克与几家公司的品牌延伸到新类别。例如,它加入百事到邮票的星巴克喝瓶装星冰乐品牌。星巴克咖啡冰淇淋、市场在一家合资企业,是目前与事实的领导品牌咖啡冰淇淋。星巴克还检查新商店的概念。有安全的星巴克、欧式家餐馆以一个展示所有哈克煎饼到oven-roasted烧灼腩、地中海鸡胸肉在focaccia,Circadia -种放荡不羁的咖啡馆概念与破烂的地毯、高速互联网接入、音乐以及咖啡的特色菜。
  
  虽然星巴克的增长战略,迄今为止遇到的巨大成功,一些评论家担心公司可能盖茨星巴克兰特的名字。"的人,拿了咖啡3.15美元,因为它本来是优质产品”,声称这样的评论家。”当你看到星巴克的名字时,一个航空公司,你知道。“其他担心,在这样一个广泛的发展战略,星巴克将弹性资源太瘦或失去焦点。
  
  然而,还有一些真正的信徒。有些甚至看不到之间的相似性和一个年轻的星巴克咖啡。”类似麦当劳专注于一个产品,国外的机会,迅速崛起为主导的玩家在一个新的定位,高盛分析师说,“这一切史蒂夫·肯特郡,也适用于星巴克咖啡”,只有时间能证明是否星巴克原来是未来麦当劳朋友一会儿就到了完全取决于公司的经营的增长。
  
  资料来源:引用纳尔逊博士”,还是舒北京多年后,《财富》,1999年5月24日。203-210页,”贾妮斯已有超过Mocha-coffee星巴克,”餐厅和机构,1998年10页:凯莉·巴伦、“卡布奇诺难题”,《福布斯》,February22》,1999,pp.54-55:和史蒂芬。菲奇德,额外的泡沫咖啡”,“《福布斯》,2001,p.58,March19。其它信息表,“星巴克Papiernik理查德还带着弓箭,在长期的咖啡屋演出,餐厅的消息,February12文,2001年,第78 Jacueline”,“让它多,”Barrons咖啡因,5月20日,2002,pp.20-21:与信息存取,JULY2002在线上www.starbucks.com。
  
  第二,星巴克可能会考虑市场管理和开发新市场development-identifying现有的产品。例如,管理者可以审查新的人口的市场。新groups-such作为高级用户可能会鼓励或种族groups-could星巴克咖啡店访问第一次或买更多的形式。管理者也可以审查新地理的市场。星巴克现在扩展到新的市场迅速在亚洲。
  
  第三,管理可以考虑产品development-offering修改或新产品,目前市场上。例如,星巴克也增加了它的食物献为了给客户带来进商店在午餐和晚餐时间,增加的数量平均客户的销售机票。公司还与其他公司卖咖啡在超市和延长其品牌的新产品,比如咖啡冰淇淋(的),Dreyer瓶装的咖啡饮品(与百事公司)。
  
  第四,星巴克可能会考虑多样化。它可以明星还是买企业的当前的产品和市场。敌人的例子,星巴克测试两个新餐馆concepts-cafe星巴克、Circadia -在努力提供新的格式有关,但新的市场。它同时也出现了一个听音乐品牌的cd。在更极端的多样化,星巴克可能会考虑通过强大的品牌在制造和营销的休闲服装品牌的符合“星巴克体验”。然而,这可能是不明智的。公司产品多样化过分广泛进入陌生或产业可以失去市场的焦点,一些批评家已经关注与星巴克。
  
  公司不仅要发展战略,为日益增长的业务组合战略,为缩小他们也是。有许多原因,一个公司可能会想要放弃的产品或市场。市场环境的变化,可以做一些公司的产品和市场的利润。这可能会发生在经济衰退或当一个强大的竞争对手开放的隔壁。公司可以长得太快或进入地区,缺乏经验。这发生在当一个公司进入太多的国外市场,以适当的研究或者当一个公司介绍新产品,并不能提供优越的顾客价值。最后,有些产品或业务单位就衰老和死亡。
  
  当一个公司发现产品或企业整体战略不再适合它,它必须仔细修剪、收获或抛弃他们。弱企业通常需要或多或少的管理的注意。经理人应该集中有前途的成长机会,而不是消磨精力试图抢救衰落的。