特斯拉豪赌中国市场(英汉)
越南首富潘日旺

名见经传ELITE第一家在国外上市的越南企业、第一个市值超越比亚迪的越南汽车品牌、第一位登上福布斯富豪榜的越南人……这些“第一”皆归属于潘日旺和他的温纳集团。
综合报道/本刊见习主笔 黄婉近期,被称为“越南特斯拉”的电动汽车制造商VinFast成功登陆纳斯达克。
上市首日股价暴涨254.64%,市值一跃达到860.5亿美元。
这个数字意味着,这个“名不见经传”的VinFast竟然超越了福特、通用、比亚迪等众多巨头,成为全球市值第三大上市车企。
掌舵人潘日旺的身价也因此猛增390亿美元,达到443亿美元。
从趁着苏联解体卖方便面发家,到变卖所有资产回国搞房地产造手机,再到跨界造车玩得风生水起,可以说潘日旺进阶首富之路,就是一部励志大片。
在饥饿的乌克兰卖起泡面“在一个喝惯罗宋汤的陌生国家卖方便面赚钱”,这听起来有点匪夷所思的创业点子,却让潘日旺赚到了人生的第一桶金。
学生时代的他,喜欢踢足球,更喜欢当前锋。
也许“主动出击、而非防守”的经商理念,在那时便已扎根发芽。
23岁那年,潘日旺在乌克兰发现了改变命运的商机。
彼时,在苏联留学的他亲眼目睹了苏联解体和乌克兰建国。
在经过战乱的破坏后,乌克兰这个曾经历过大灾荒的国度处处是饥饿和贫穷。
然而,就当所有人的目光还聚焦在满目疮痍的城市时,潘日旺却抓住机会,主动在乌克兰开起了越南菜餐馆。
“吃饭一定是当下民众的第一需求”,正如潘日旺所料想的那样,物美价廉的越南菜受到了乌克兰民众的欢迎。
国企管理2023.1188不过,潘日旺还是高估了当地的经济发展水平,尽管餐馆的价格低廉,但还是有不少人根本吃不起。
就在这时,潘日旺注意到国外出现了价格更加低廉的方便面。
“这种低价顶饱的食品不正好符合当下需求吗?”潘日旺产生了建方便面工厂的念头。
一番考察下来,潘日旺极度兴奋。
当时的乌克兰重工业极度发达,连航空母舰都能建造,但轻工业却极度落后,连一包方便面都生产不出来,市场一片空白。
于是,潘日旺赌上了自己全部的身家,甚至借高利贷,引入生产线,开办了乌克兰第一个方便面工厂。
国际商务英语写作模板商业计划书

国际商务英语写作模板:商业计划书篇一:商业计划书模板---英文版精编资料商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 Main StreetAnytown, USA 10000123-4567[Your Name][DATE]TABLE OF CONTENTS...商业计划书商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 Main StreetAnytown, USA 10000123-45671[Your Name][DATE]2TABLE OF CONTENTSExecutive Summary ....................................................................................... (1)Management ................................................................................ (2)[Company] History ............................................................................................ . (5)[Product/Service] Description ................................................................................... .. (7)Objectives....................................................................................... . (9)Competitors ................................................................................. .. (10)Competitive Advantages ................................................................................... . (11)Innovation ..................................................................................... . (13)Pricing ............................................................................................ .. (14)Specific Markets .......................................................................................... . (15)Growth Strategy .......................................................................................... . (16)Market Size and Share ............................................................................................... . (17)Targeting New Markets .......................................................................................... .. (18)Location ......................................................................................... (19)Manufacturing Plan .................................................................................................. (20)Research &Development ............................................................................... (21)Historical Financial Data ................................................................................................. .. (22)Proforma Financial Data ................................................................................................. .. (23)Proforma Balance Sheet ............................................................................................... . (26)Cost Control ........................................................................................... (27)Effects of Loan or Investment .................................................................................... . (28)Attachments ................................................................................. . (29)3Executive Summary [My Company] was formed asa [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:[Startup, growth] opportunities exist in [Product/Service].The need for use of efficient distribution (转载于: 小龙文档网:国际商务英语写作模板:商业计划书)and financial methods in these overlooked markets.[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.Several other prospective [customers/clients] have expressed serious interest in doing business within six months. [I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study. The basic components of this plan are:1. Competitive pricing2. Expand the markets3. Increased advertising4. Lower our unit costs,5. Thereby achieving higher profits.1. Sign contracts2. Increased advertising3. Increase office staffTo this end, [I/we] need investment from private individuals and/or companies. A total of $XXX is being raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].Financial Goals Sales Net Income Earnings pershareYear 1 $25,000 .01 Year 2 $250,000 .12 Year 3 $375,000 .141Management[Name] [Title]??[Experience]??Sales growth from zero to $1,000,000 in five years.??Led market in market share - 30%.Formulated advertising budgets & campaigns.Pioneered new distribution channels. Established national sales force.Established national repair & service centers.Brought new and innovative products to the market.Designed point-of-purchase materials.[Education}University of BostonBoston, MA- Computer SciencesPresidentJohn Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc. He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987.篇二:商务英语写作(商业计划书写作格式)商务英语写作:商业计划书写作格式XX-03-24 13:39:08 来源:爱词霸资讯官网封面(Title page)企业的名称和地址Name and address of business负责人的姓名和地址Name(s) and address(es) of principals企业的性质Nature of business报告机密性的陈述Statement of confidentiality目录(Table of contents)1. 概述/总结(Executive summary)2. 行业及市场分析(Industry analysis)对未来的展望和发展趋势(Future outlook and trends)竞争者分析(Analysis of competitors)市场划分(Market segmentation)行业预测(Industry forecasts)3. 企业的描述(The description of the venture)企业的宗旨和目标(Mission statement and objectives)产品或服务的描述(Description of the product or service)企业的规模(Size of business)产品的进一步开发(Future potential/product development)竞争优势(Competitive advantage)办公设备和人员(Office equipment and personnel)创业者的背景(Backgrounds of entrepreneurs)4. 生产计划(Production plan)制造进程/被分包的数量(Manufacturing process / amount subcontracted)选址(Location)厂房(Physical plant)机械和设备(Machinery and equipment)原材料的供给情况(Sources of raw materials to be supplied)生产能力和提高的可能性(Output limitations,if any,and scale-up possibilities)质量控制计划(Quality control plans)5. 营销计划(The marketing plan)定价(Pricing)分销(Distribution)促销(Promotion)产品预测(Product forecasts)预见的涨价(Anticipated mark-up)竞争对手的反映(Competitors’response)市场份额预测(Market share projection)控制(Controls)6. 组织计划(Organizational plan)所有权的形式(Form of ownership)合作者或主要股权所有人的身份(Identification of partners or principal shareholders)负责人的权利(Authority of principals)管理层成员的背景(Management team background)组织成员的角色和责任(Roles and responsibilities of members of organization)7. 风险与对策分析(Assessment of risks)企业弱点的评价(Evaluate weakness if business)新技术(New technologies)应急计划(Contingency plan)8. 财务计划(Financial plan)各类业绩比率和投资回报(Summary of performance ratios, ROI etc.)销售预测(Sales forecasts)财务预测的假设(Assumptions underpinning financial forecasts)损益表(Income statement / Profit and lossstatement)预测现金流量表(Cash flow projections)资产欠债预估表(Pro forma balance sheet)量本利分析(Break-even analysis)资金来源和运用(Sources and applications of funds)9. 融资需求(Financing requirements)融资前的活动小结(Summary of operations prior to financing)此刻的股东和未付债款(Current shareholders, loans outstanding)资金需要量及时间(Funds required and timing)投资回报(The deal on offer)资本欠债比率和盈利与利息比率(Anticipated gearing and interest cover)投资者退出方式(Exit routes for investors)附录(Appendix)1. 管理人员简历(Management team biographies)2. 职业咨询人员背景(Names and details of professional advisors)3. 技术参数和图纸(Technical data and drawings)4. 专利、版权、设计等(Details of patents,copyright, designs)5. 审计的报表(Audited accounts)6. 信件(Letters)7. 市场调研数据(Market research data)8. 租约或合同(Leaser or contracts)9. 供给商的报价单(Price lists from suppliers)10. 客户的定单(Orders from customers)篇三:英文商业计划书模板英语商业计划书(Business Plan)第一讲:概述第二讲:现状分析第三讲:目标肯定第四讲:组织结构第五讲:产品分析第六讲:市场分析第七讲:市场策略第八讲:生产分析第九讲:财务分析第十讲:附件第一讲:概述(executive summary)概述是整个商业计划的第一部份,相当于整个商业计划的浓缩,使整个商业计划的精华所在。
Conspicuous consumption in China经济学家读译 中英对照

Conspicuous consumption in China中国炫富消费Luxury's new empire奢侈品新帝国Are the Chinese replacing the Japanese as the world's most fanatical shoppers?中国人正在取代日本人成为世界上最狂热的购物者吗?Jun 17th 2004 | HONG KONG AND SHANGHAI | from the print editionTHREE ON THE BUND is a vision of the future of Chinese consumerism. The grand, newly refurbished building, first erected on Shanghai's historic waterfront in 1916, houses a top-notch restaurant to satisfy the stomach; an ultra-chic contemporary art gallery to stimulate the mind; and a reassuringly expensive spa (with indoor canals improbably filled with Evian water) to pamper the body. At its heart is a luxury-goods store. Arrestingly lined with metal and hemp, the Armani outlet is the firm's biggest in Asia outside Japan. Georgio Armani himself, say his underlings breathlessly, flew in before the recent opening to check personally every fitting, so besotted is he with China's potential.上海外滩三号是中国消费主义的未来之光。
特斯拉进中国 电动车风云再起 产业链强心针doc

特斯拉进中国电动车风云再起产业链强心针特斯拉一季度净利1120万美元创造奇迹,2013年落户中国,主打电动汽车ModelS5月,美国唯一一家上市电动汽车制造商特斯拉汽车(TESLA)公布财报,其第一季度营收达到5.6亿美元,主打电动汽车ModelS的发货量已达4900辆。
与此同时,特斯拉预计今年将在全球范围内发售2.1万辆ModelS,预计未来ModelS电动车全球年均需求量将超3万。
消息一出,第二天特斯拉股价盘前便大涨17%,市场哗然。
更有人预言它将是下一个苹果。
近来,特斯拉的负责人公布,公司将在2013年新开25家专卖店,比2012年的13家提升一倍。
其中,会有一家专卖店开在中国。
这也让特斯拉的一举一动更加令人关注。
目前,中国的电动车市场还尚不明朗。
特斯拉的出现,将会是一匹黑马?还是一只飞蛾?一切都有待市场的检验。
业绩暴涨,定位高端在几近狼藉的美国电动车市场,定位豪华市场的电动汽车制造商特斯拉一季度已实现净利润1120万美元,市值达到88.7亿美元。
这几乎是个奇迹。
资料显示,2012年同期,特斯拉每股亏损86美分,直至此财报之前,亏损态势一直未改。
而特斯拉终在今年第一季度实现净利润1120万美元,这不仅大大超出市场预期,其市值也已超过72.4亿美元的三菱汽车和51.6亿美元的福特汽车工业,达到88.7亿美元。
这是特斯拉汽车自2010年上市以来首次实现季度盈利,过去1年的时间里,特斯拉股价累计上涨150%。
在这样的市场刺激下,A股市场也兴起了一波“特斯拉概念潮”。
对于业绩的暴涨,特斯拉公司CEO马斯克自己的解释是,我们将生产一台汽车所需要的时间下降了40%,大幅提高了生产效率,这是特斯拉能够盈利的部分原因。
而东北证券分析师刘立喜则认为:“这是因为它的定位比较特殊,把产品定位在豪华车市场以及高净值人群。
这部分人对汽车的价格不敏感,性能和时尚的外形又能满足他们的需求,而且一些数字显示TeslaModelS的纯电动豪华轿车续航里程能达到480公里,再加上车内配置的高豪华,其他电动车无法做到这些,所以这是一个有空间的市场。
黔驴技穷,特斯拉难服中国水土

黔驴技穷,特斯拉难服中国水土作者:杨艳来源:《家用汽车》2016年第02期特斯拉一直在谋求推出价格更便宜的电动车,不过日前,特斯拉却在售后服务上推出了一个“反其道而行之”的举措,对电动车售后维护保养的价格进行上调,此外还规定车主转让特斯拉电动车时,不允许随车转让剩余的服务包。
总体而言,特斯拉电动车的购买成本在下降,以适应更多大众消费者的购买能力。
但却在此时上调售后价格,对此美国媒体指出,对于新购买特斯拉电动车的消费者而言,上述这些变化基本上是利空消息。
另外由于不能随着转让售后服务内容,未来二手特斯拉电动车的转让价格和车辆剩余价值也将受到影响。
相必特斯拉不会仅仅因为销量越大亏损越多就上调售后服务价格,不然损失销量,就得不偿失了。
新国标的挑战入华两年的特斯拉始终面临着水土不服的难题。
日前,国家质检总局、国家标准委联合国家能源局、工信部、科技部等部门正式对外发布新修订的电动汽车充电接口及通信协议5项国家标准(以下简称“新国标”)并开始实施。
针对新国标发布的问题,特斯拉在中国市场已经开始妥协。
特斯拉在官方回应中称,“我们已多次公开承诺在中国充电新国标发布之后,会用最短的时间确保所有在中国销售的特斯拉产品完全遵守该标准。
对于现有的特斯拉车主,我们会有完善的过渡措施和售后服务,保证所有特斯拉在中国的电动汽车能够在符合新国标的设备上充电”。
这也是特斯拉的首次官方表态。
然而,在业内看来,适应新国标需要对产品进行的整体改动较大,甚至涉及充电桩功率与电池匹配等一系列问题,因此特斯拉面临的改造难度不亚于新车改款,这势必将成为特斯拉推广的最大障碍。
汽车行业专家张志勇认为,车型的改造或许容易,但充电设施的改造则更为迫切。
特斯拉的充电端口标准与其他品牌并不兼容,因此并不利于社会资源的优化配置。
截至目前,特斯拉仍没有将已经建好的充电网络对外开放,其自身建设的充电设施与新国标的对接改造也未启动。
中国充电市场统一和规范的管理,意味着坚持独立建设充电立场的特斯拉被排除在外。
用英语讲中国故事 新能源汽车作文

The Rise of China's New Energy Vehicles: A Story of Innovation and SustainabilityIn the heart of China, a remarkable story is unfolding. It's a tale of innovation, sustainability, and the future of mobility. It's the story of new energy vehicles (NEVs), a revolution that's transforming the way people travel and reshaping the country's automotive landscape.The journey began with a vision. As the world grappled with the challenges of climate change and air pollution, China saw an opportunity. It saw a path forward that would not only reduce emissions and dependence on fossil fuels but also create new industries and jobs, drive economic growth, and enhance national security.The government made a commitment. Massive investments were poured into research and development, infrastructure, and incentives for consumers. This bold initiative birthed a wave of innovation, attracting global talent and sparking a competitive spirit among Chinese companies.The results are nothing short of transformative. China has emerged as a global leader in NEV technology, with arange of innovative models that are setting new standards for performance, efficiency, and design. These vehicles are powered by electricity, hybrid systems, and even hydrogen fuel cells, offering clean, quiet, and efficient transportation solutions.But the story is not just about technology. It's about the impact these vehicles are having on society. They are improving air quality, reducing noise pollution, and creating jobs in the supply chain, manufacturing, and service sectors. They are enabling cities to plan for more efficient transportation systems, reducing congestion and carbon emissions.And the story is not over yet. China continues to push the boundaries of NEV technology, investing in battery research, autonomous driving, and connected vehicle technology. The future looks bright for China's NEV industry, and the country is poised to play a pivotal role in shaping the global transportation landscape.In this story of China's NEV revolution, we see a nation determined to lead the way in sustainable development. We see the power of vision, innovation, andcollective action. And we see a future where clean, efficient, and connected transportation is not just a dream, but a reality that's shaping our world.**中国新能源汽车的崛起:创新与可持续性的故事** 在中国的心脏地带,一个非凡的故事正在上演。
特斯拉危机事件 英语作文

特斯拉危机事件英语作文Title: The Tesla Crisis Event。
Tesla, a prominent figure in the electric vehicle industry, has recently found itself amidst a crisis event that has captured global attention. This crisis stems from a series of incidents and controversies that have raised concerns about the company's practices, leadership, and future trajectory. In this essay, we will delve into the various aspects of the Tesla crisis, examining its causes, implications, and potential resolutions.One of the primary issues contributing to the Tesla crisis is related to product safety and quality control. Several high-profile incidents involving Tesla vehicles, including accidents and fires, have raised questions about the reliability and safety of its automobiles. These incidents have not only resulted in public scrutiny but have also led to regulatory investigations and lawsuits against the company. As a result, Tesla's reputation forproducing cutting-edge, safe vehicles has been tarnished, impacting consumer trust and investor confidence.Furthermore, Tesla's corporate governance practiceshave come under scrutiny, particularly regarding the roleof its CEO, Elon Musk. Musk's erratic behavior on social media platforms, including Twitter, has raised concerns among investors and regulators about his ability to leadthe company effectively. His controversial statements and public disputes with regulators have added fuel to the fire, exacerbating the perception of instability within Tesla's leadership ranks. Consequently, there have been calls for greater oversight and accountability within the company's management structure.In addition to product safety and corporate governance issues, Tesla faces challenges related to its productionand supply chain management. The company has struggled to meet production targets for its vehicles, leading to delays and production bottlenecks. Moreover, Tesla's heavyreliance on a limited number of suppliers has made its supply chain vulnerable to disruptions, such as componentshortages and logistical issues. These challenges have hampered Tesla's ability to scale its operationsefficiently and deliver vehicles to customers in a timely manner.The Tesla crisis has broader implications for the electric vehicle industry and the transition to sustainable transportation. As a pioneer in the field, Tesla plays a crucial role in shaping the future of mobility and reducing carbon emissions. However, the negative publicity surrounding the company could undermine public confidencein electric vehicles as a viable alternative to traditional combustion engine vehicles. Moreover, it could slow down investment in the sector and hinder efforts to accelerate the adoption of clean transportation technologies.To address the Tesla crisis effectively, several key actions need to be taken. Firstly, the company must prioritize product safety and quality control measures to regain consumer trust and ensure the reliability of its vehicles. This may involve implementing stricter testing protocols, enhancing vehicle design and manufacturingprocesses, and fostering a culture of accountability within the organization.Secondly, Tesla should improve its corporate governance practices to enhance transparency, accountability, and investor confidence. This may require appointing independent board members, strengthening internal controls and oversight mechanisms, and establishing clear communication channels between management, shareholders, and regulators.Thirdly, Tesla needs to optimize its production and supply chain operations to overcome existing challenges and meet growing demand for its vehicles. This may involve diversifying its supplier base, investing in automation and robotics technology, and streamlining production processes to improve efficiency and scalability.Finally, Tesla should focus on innovation and differentiation to maintain its competitive edge in the electric vehicle market. This may involve developing new products and services, expanding into new markets, andinvesting in research and development to drive technological advancements in battery technology, autonomous driving, and renewable energy integration.In conclusion, the Tesla crisis represents asignificant challenge for the company, but it also presents an opportunity for growth and transformation. By addressing the underlying issues and implementing strategic reforms, Tesla can emerge stronger and more resilient, reaffirming its position as a leader in the electric vehicle industry and advancing the transition to sustainable transportation on a global scale.。
经济学人双语阅读:电动汽车 充电进入美国

【经济学人】双语阅读:电动汽车充电进入美国Business商业报道Electric cars电动汽车Charging into America充电进入美国Chinese firms are keen on America's battery-vehicle market中国公司致力于美国电动车公司市场TESLA, an American electric-car manufacturer, is the darling of investors and the most visible success in a business more notable for its failures.美国电动车制造商TESLA是投资者们的宠儿,相比较该行业的失败之处,它也是最显著的成功。
The praise it has attracted is encouraging Chinese firms to try to enter the American market. 它所赢得的赞赏激励中国公司试图进入美国市场。
A Hong Kong company and a mainland firm are battling for control of Fisker, a failed maker of hybrid-electric cars based in California; a court hearing due on January 10th will consider creditors' calls for an open auction.一家香港公司和大陆公司正在为Fisker的管理控制权而争夺不休。
Fisker是加利福尼亚一家倒闭的混合动力汽车制造商。
1月10日的庭审将考虑债权人所要求的公开拍卖。
And BYD, another Chinese mainland firm, said this week it would start selling its own electric cars in America next year.另一家中国公司BYD本周表示明年起将在美国出售自己的电动车。
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Tesla's big gamble in China特斯拉豪赌中国市场The salesman in Tesla's only showroom in Chinese mainland (or what the company likes to call "experience center") says the rich people who travel from all over the country to see the gleaming Model S react the same way when they hear the $118,000 price tag: "Wow."特斯拉(Tesla)位于中国大陆的唯一一个展厅(公司喜欢将其称为“体验中心”)里的销售人员称,全国各地的富人都到这里来参观光芒四射的Model S。
当他们听到118,000美元的价格时,几乎都是同样的反应:“哇!”As in: Wow! That's cheap.潜台词是:哇!真便宜。
This is the opportunity Tesla Motors (TSLA) hopes to capitalize on when its executives say China will become its largest market in just a couple years. It's why the company plans to open stores in a dozen other cities by the end of 2014 and invest hundreds of millions of dollars in the country. In fact, China is the driving force behind Tesla's goal of boosting Model S sales by 56% this year.特斯拉公司高管表示,在未来几年内,中国将成为它最大的市场,特斯拉汽车公司应该抓住这个机遇。
所以,特斯拉计划在2014年底在中国另外十多个城市开店,还计划在中国投资数千万美元。
事实上,特斯拉要想实现今年Model S销量增长56%的目标,中国将是主要的推动力。
Even with a 25% import fee and value-added taxes pushing the cost to about $118,000 in China, from $71,000 in the U.S., the car isn't consideredsuper-expensive. That's in part because other car brands are subject to the same levies. And so BMW's X5 SUV, for example, costs much more than a Tesla in China despite selling for less than one in the U.S.虽然25%的进口关税和增值税将Model S的价格从在美国的71,000美元推高到了118,000美元,但中国消费者却认为这款汽车算不上超级昂贵。
很大程度上,这是因为其他汽车品牌也要接受同样的课税。
例如,在中国,宝马(BMW)X5 SUV的价格要高于特斯拉汽车;而在美国,前者的价格却更低。
The real promise for Tesla in China is if it can build cars here. Not only would it bypass the hefty import duty, but its customers would become eligible for local governments' electric vehicle tax credits, an incentive not offered for foreign-built autos. In a visit to Beijing last month, Tesla's founder Elon Musk laid out both the promise and potential pitfalls for Tesla when he said the company would seek to manufacture cars in China in three to four years.在中国,特斯拉真正的出路在于能否实现国产化。
如果可行,特斯拉不仅可以避开沉重的进口关税,而且客户还可以享受地方政府的机动车税收减免优惠,因为这项优惠政策不面向进口汽车。
特斯拉创始人埃隆•穆斯克上个月访问北京期间列举了特斯拉的希望和潜在风险。
他表示,在三至四年时间内,公司会努力在中国实现特斯拉汽车国产化。
The dream scenario is that Tesla builds cars, everybody buys them, the central government is happy that more people are driving electric, and Tesla is championed for decades.最梦幻的情形是,特斯拉在中国生产汽车,所有人都来购买他们的汽车,而中央政府也很满意,因为更多人在使用电动车,然后,特斯拉在几十年内占据中国汽车销量榜首。
But in reality, Musk's ambition will face many hurdles. Foreign companies typically find that building their own stuff in China is never easy. They're forced to partner with a local Chinese company, which often wants to get itshands on the outsider's technology. In a joint venture, political power often trumps controlling stakes. Furthermore, China is a country with deep-seated suspicions of foreigners.但在现实中,穆斯克的野心将面临重重障碍。
外国公司往往会发现,在中国本土生产自己的产品并不容易。
他们必须与一家当地中国公司合作,而后者通常想要染指“老外”的技术。
在合资公司中,政治权力往往要压过控股权。
此外,中国对于外国人有着根深蒂固的不信任。
"Time after time, when foreign companies have come here with huge ambitions and a short timeline in obtaining them, it doesn't work out," says James McGregor, an expert on foreign businesses in China and author of One Billion Customers: Lessons from the Front Lines of Doing Business in China. 中国外企专家、《十亿消费者:博弈中国市场的第一手经验》(One BillionCustomers: Lessons from the Front Lines of Doing Business in China)一书的作者麦健陆说:“外国公司雄心勃勃地乘兴而来,期待在短期内就能实现自己的抱负,结果却一次次地铩羽而归。
”Tesla faces two gigantic hurdles in China. The first is setting up a joint venture with a domestic company to build cars. Tesla's goals will likely be very different from its Chinese partner's. China released a long report in 2006 called "The National Medium- and Long-Term Program for the Development of Science and Technology 2006-2020" that outlines the country's plan to develop "indigenous innovation" and make China a technological powerhouse by 2020. One key way it plans to match Western technology: absorbing and tweaking that same foreign technology.特斯拉在中国将面临两个巨大的障碍。
首先是与中国国内公司成立合资公司生产汽车。
特斯拉的目标很可能会跟它中国合作伙伴相差甚远。
2006年,中国发布了一份冗长的报告,名为《国家中长期科学和技术发展规划纲要(2006━2020年)》(The National Medium- and Long-Term Program for theDevelopment of Science and Technology 2006-2020)”。
报告中提出了发展“自主创新”的计划纲要,以及至2020年将中国建设成科技强国的目标。
而要与西方科技相匹敌,关键的一条途径是:吸收和再创新外国的科技。
As McGregor wrote in a 2010 paper on the report, "The plan is considered by many international technology companies to be a blueprint for technology theft on a scale the world has never seen before."2010年,麦健陆在针对这份报告的文章中写道:“许多跨国科技公司都认为,这个规划是制定了技术抄袭的蓝图,规模之大前所未见。