雅思閱讀理解真題練習(xí)？

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雅思閱讀理解真題練習(xí)？

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)院專家給經(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。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毫無關(guān)聯(lián)的潮流，更是容易被無視。

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)新策略中無視趨勢的存在,或采取一種“觀望”的態(tài)度,讓他們的竟?fàn)帉?duì)手先行嘗試。往小了說,這種反應(yīng)會(huì)錯(cuò)失盈利良機(jī)。往大了說,他們這是在將重塑產(chǎn)業(yè)的良機(jī)拱手讓給競爭對(duì)手。本文的目的有二:開闊經(jīng)理人的思路,啟發(fā)他們思考潮流如何在核心市場中創(chuàng)造新的價(jià)值增長點(diǎn);針對(duì)市場調(diào)研組和產(chǎn)品開發(fā)部門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)能夠最大化保留現(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足主流趨勢的需求和欲望。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,Coach都是奢侈華貴的象征,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)國家都擺脫蕭條的困境。有了這樣的觀察,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,年輕又充滿趣味。Coach用創(chuàng)造全新的子品牌成功避免了全線降價(jià)。相比某些公司用打折處理來應(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?？紤]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)者可以通過一些活動(dòng)來積攢積分,如反復(fù)利用袋子、回收易拉罐和墨盒、購買居家保溫材料等。和其他普通購物所獲得的積分一樣,綠色積分也能兌換現(xiàn)金。Tesco沒有放棄自己的零售服務(wù),但通過這些創(chuàng)新擴(kuò)大了自己的業(yè)務(wù)范圍,為產(chǎn)品的價(jià)值增長注了一絲綠色環(huán)保的元素。

A more radical strategy is‘combine and transcend5.This entails combining aspects of the product’s existing value proposition with attributes addressing changes arising from a trend,to create a novel experience-one that may land the company in an entirely new market space.At first glance,spending resources to incorporate elements of a seemingly irrelevant trend into one’s core offerings sounds like it’s hardly worthwhile.But consider Nike’s move to integrate the digital revolution into its reputation for high-performance athletic footwear.In 2006，they teamed up with technology company Apple to launch Nike+,a digital sports kit comprising a sensor that attaches to the running shoe and a wireless receiver that connects to the user’s iPod.By combining Nike’s original value proposition for amateur athletes with one for digital consumers,the Nike+sports kit and web interface moved the company from a focus on athletic apparel to a new plane of engagement with its customers.

策略二更加激進(jìn),叫做“跨界合作與超越”。該策略必須結(jié)合產(chǎn)品現(xiàn)有價(jià)值定住中的某方面與適應(yīng)潮流變化的特點(diǎn),以營造全新的體驗(yàn)--一種可能會(huì)將品牌帶往全新市場空間的體驗(yàn)。乍一看,投入大量資源來融合品牌核心產(chǎn)品與似乎無關(guān)的潮流元素,這似乎不太值得。但考慮下Nike當(dāng)年將自己高性能的知名運(yùn)動(dòng)鞋帶入數(shù)碼革命的做法吧。2006年,Nike與科技公司萍果合作,發(fā)售了一款Nike+的數(shù)碼產(chǎn)品,它包含內(nèi)置傳感器的跑鞋和能連到使用者iPod的接收裝置。通過把Nike原本針對(duì)業(yè)余運(yùn)動(dòng)愛好者的價(jià)值定位與數(shù)碼消費(fèi)者的定位結(jié)合起來,Nike+運(yùn)動(dòng)裝備和網(wǎng)絡(luò)交互將這個(gè)市場局限于運(yùn)動(dòng)服飾的公司提升到了一個(gè)服務(wù)消費(fèi)者的新高度。

A third approach,known as'counteract and reaffirm’，involves developing products or services that stress the values traditionally associated with the category in ways that allow consumers to oppose-or at least temporarily escape from-the aspects of trends they view as undesirable.A product that accomplished this is the ME2,a video game created by Canada’s iToys.By reaffirming the toy category’s association with physical play,the ME2 counteracted some of the widely perceived negative impacts of digital gaming devices.Like other handheld games,the device featured a host of exciting interactive games,a full-color LCD screen,and advanced 3D graphics.What set it apart was that it incorporated the traditional physical component of children’s play:it contained a pedometer,which tracked and awarded points for physical activity(walking,running,biking,skateboarding,climbing stairs).The child could use the points to enhance various virtual skills needed for the video game.The ME2,introduced in mid2008,catered to kids’huge desire to play video games while countering the negatives,such as associations with lack of exercise and obesity.

策略三:“反制與強(qiáng)化”。它是指創(chuàng)造一款產(chǎn)品或服務(wù),強(qiáng)化現(xiàn)有產(chǎn)品中的傳統(tǒng)價(jià)值定位,同時(shí)使得消費(fèi)者可以來反制(或短暫逃離)潮流中他們不認(rèn)同的方面。成功做到這點(diǎn)的是一家加拿大iToys創(chuàng)造的電腦游戲ME2。通過強(qiáng)化現(xiàn)有產(chǎn)品涉及肢體運(yùn)動(dòng)的這一特點(diǎn),ME2反制了一些電子游戲產(chǎn)品中廣受關(guān)注的消極影響。與其他的手柄游戲相同,該產(chǎn)品也主打多種令人興奮的交互游戲、全彩LCD屏幕和先進(jìn)的3D圖像技術(shù)。而讓它與眾不同的是它融入了傳統(tǒng)兒童游戲中的肢體動(dòng)作:它包含一個(gè)計(jì)步器,能夠追蹤肢體動(dòng)作(走路、跑步、騎自行車、滑板、爬樓梯),并獎(jiǎng)勵(lì)積分。兒童可以用積分去增強(qiáng)各種游戲中的虛擬技能。2008年中發(fā)售的ME2滿足了孩子們玩游戲的巨大需求,同時(shí)抵消了諸如缺乏鍛煉肥胖癥等一系列游戲的負(fù)面影響。

Once you have gained perspective on how trend-related changes in consumer opinions and behaviors impact on your category,you can determine which of our three innovation strategies to pursue.When your category’s basic value proposition continues to be meaningful for consumers influenced by the trend，the infuse-and-augment strategy will allow you to reinvigorate the category.If analysis reveals an increasing disparity between your category and consumers，new focus,your innovations need to transcend the category to integrate the two worlds.Finally,if aspects of the category clash with undesired outcomes of a trend,such as associations with unhealthy lifestyles,there is an opportunity to counteract those changes by reaffirming the core values of your category.

潮流影響了消費(fèi)者,改變了他們對(duì)你的各類產(chǎn)品的看法與消費(fèi)行為,一旦你了解到這種變化以后,你可以從三種策略中挑選最恰當(dāng)?shù)囊环N。如果你的各類產(chǎn)品固有的價(jià)值定位對(duì)受到潮流影響的消費(fèi)者來說依舊有意義的話,“融匯與擴(kuò)張”策略可以幫助你重振品牌雄風(fēng),如果調(diào)查顯示你的各類產(chǎn)品與消費(fèi)者新的關(guān)注點(diǎn)漸行漸遠(yuǎn)的話,你的創(chuàng)新應(yīng)當(dāng)跨界合作實(shí)現(xiàn)兩個(gè)世界的聯(lián)結(jié)。最后,如果你的各類產(chǎn)品的某方面與當(dāng)今潮流趨勢的消極影響相違背,比如不健康的生活方式,那么就是抵消這些消極面、強(qiáng)化你的各類產(chǎn)品中最核心價(jià)值的時(shí)機(jī)了。

Trends—technological,economic,environmental,social,or political-that affect how people perceive the world around them and shape what they expect from products and services present firms with unique opportunities for growth.

潮流——無論是科技、經(jīng)濟(jì)、環(huán)境、社會(huì)或政治等種種方面的潮流—一都影響著人們?nèi)绾胃兄@個(gè)世界,塑造者他們對(duì)于產(chǎn)品與服務(wù)的期待,也為公司提供了一個(gè)獨(dú)特的成長機(jī)會(huì)。

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