2021考研英语阅读素材积累(2)
【导语】有很多考生都说考研英语阅读好难,其实只是你看的不够多。经济学人的文章是考研英语中阅读的来源之一,浙江考研的考生们平时可以多看里面的文章,为考研英语阅读打基础。
今天给大家带来的内容是:安踏,离耐克阿迪还有多远? (本文选自《经济学人》20200516期) 背景介绍: 从一家小小的家庭式制鞋作坊,到如今的中国第一、世界第三,创立于1991年的中国运动服装品牌安踏用了不到30年的时间创造了一个奇迹。安踏究竟是如何取得如今的成就的,未来能够顺利走出国门,成为享誉世界的运动鞋服行业的王者吗? Upping the Anta 安踏,正在崛起 Anta, an ambitious Chinese sportswear firm, does some fancy footwork 雄心勃勃的中国运动鞋服品牌安踏所采取的奇妙策略 Ding Shizhong, the founder and boss of Anta, the world’s third-biggest sportswear firm by market capitalisation, refused to let the covid-19 pandemic interfere with sales. 安踏(全球市值第三的运动鞋服品牌)创始人兼总裁丁世忠不愿让新冠肺炎影响到公司业绩。 In early February, as the virus forced shops to close, Mr Ding gave each of his 30,000 employees a new assignment: hawk Anta’s apparel and shoes to personal contacts on WeChat, a messaging platform. Such resolve to protect revenues is admirable. Yet it reflects insecurity. 今年2月,随着新冠肺炎疫情的爆发,安踏多家门店被迫歇业,丁世忠给他的3万名员工安排了一项新的任务:在即时通讯平台微信朋友圈里卖衣服和鞋子。这种保住业绩的决心令人钦佩,但也反映出了他的不安。 Anta, established in 1991, has long been runner-up on its home turf to Nike and Adidas. The Western sportswear powerhouses together accounted for over two-fifths of China’s market in 2019, according to Euromonitor, a market-research firm. Anta has a sixth of the market but it is moving fast. 安踏创立于1991年,其在本土市场长期落后于耐克和阿迪达斯。据市场调研公司欧睿国际的数据显示,2019年,这两家西方运动品牌在中国市场占据了超过40%的市场份额,而安踏仅为16.7%,但其增速很快。 Revenues grew by over 40% in each of the past two years, double the rate of the industry. Operating profit hit 8.7bn yuan ($1.2bn) in 2019. But that is still only half the sum made in China by Nike. 在过去两年间,安踏的年营收增长率超过了40%,是全行业增长率的两倍。2019年,安踏的营收额达87亿元(约合12亿美元)。但这仍然只是耐克在中国地区营收额的一半。 Anta’s aim is to become “a Chinese brand that stands out in the world”. It is perhaps best known in the West as the shoe sponsor for Klay Thompson, a star player with the Golden State Warriors basketball team, and Manny Pacquiao, a Filipino boxer. But the brand generates few foreign sales. 安踏的目标是打造成为“一个享誉世界的中国品牌”。在西方,它最为人所知的可能是作为NBA金州勇士队球星克莱·汤普森以及菲律宾拳击手曼尼·帕奎奥的球鞋赞助商。但安踏在海外的销量很低。 Even in China, many urban youngsters think Anta “lacks the cool factor”, says Lu Ge of the Beijing Institute of Fashion Technology—despite being the official kit supplier for China’s Olympic athletes. 北京服装学院的卢戈表示,即便在中国,尽管安踏作为中国奥运选手的官方服装供应商,但许多城市里的年轻人还是认为它不够酷。 That perception stems in part from Anta’s customer base. Its shops are concentrated in medium-sized cities, to cater to consumers that are less well off than those in Beijing or Shanghai, the preferred haunts of Nike and Adidas. 这种观念的形成在一定程度上源于安踏的目标客户。安踏的门店大多集中在中等城市,其目标人群不如北京或上海的消费者富裕,而耐克和阿迪达斯则主攻北京和上海市场。 A pair of Anta shoes typically costs a third less than a similar pair of Nikes, observes Dallas Cai of Oriental Patron, a broker. Pricier and associated with more global superstars, Nike and Adidas have far more brand appeal. 据经纪公司东英金融的达拉斯·蔡发现,一双安踏鞋的价格通常比款式类似的耐克鞋便宜三分之一。耐克和阿迪达斯的价格更贵、签约的球星更多,同时品牌吸引力也更大。 Mr Ding’s all-hands-on-deck strategy and Anta’s clientele may have insulated the firm from the worst of covid-19’s ravages. Ms Cai observes that, as China began to re-open in late February, residents of cities where Anta is strong may have been less fastidious about social distancing than counterparts in richer locales. 丁世忠的全员出动策略以及安踏的目标客户群能够保证公司免于在新冠肺炎疫情中遭受最严重的打击。随着中国在2月下旬重新开放,安踏主攻城市的居民可能不像更富裕地区的居民那么在意保持社交距离。 Revenues at Anta fell by 20-25% in the first quarter year-on-year, according to the firm’s latest financial update. That looks rosy compared with Adidas. It saw sales in China drop by 58% in the same period. 据安踏最 新的财报显示,该公司第一季度营收额同比下降20-25%。但与阿迪达斯相比,这已经是一个不错的成绩了。阿迪达斯同期在中国地区的销售额下降了58%。 Relying on rivals’ bad luck is not a long-term plan. Mr Ding recently wrote that Anta aspires to make the leap from an “affordable brand” to a “desirable” one. He has some more upmarket trademarks at his disposal. In 2009 Anta acquired the Chinese operation of Fila, a sportswear firm with Italian roots. (责任编辑:北京您早) |
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