Question

英语翻译

the goodyear tire & rubber company
by the end of 1992 the goodyear tire & rubber company, the largest tire manufacturer in the u.s,posted a profit of over $340 million on record sales of over $11 billion.this was a far cry from the situation in 1991,when the company had a record loss.for a while it looked as if the compang,languishing under a debt of over $3.7billion, might go bankrupt.what alered its fortunes was a combination of a new CEO,who restored the company's competitive advantage,and a change in the nature of industry commpetition.

throughout the 1980s goodyear sales had fallen as the company lost market share to its two main competitors,michenlin of france and bridgestone of japan. these two companies had expanded rapidly into the u.s,launching an aggressive strategy to build market share and penetrate the market.their entry started a price war in the u.s tire market,which especially hurt goodyear because of th company's high costs.goodyear also had a poor record in product innovation and had been slow to bring out new products that would attract its customers back.after the company's huge losses in 1991,its board of directors forced out the CEO,tom barrett,and replaced him with stanley gault,who had been the CEO of bubbermaid gault immediately began to change the way goodbye operated to restore its competitive advantage.
first,he embarked on a strtegy of massively reducing operating costs.gault's predecessor,barrtett,had started this process by investing over $4billion in the 1980s in new,more efficient plant and equipment and by decreasing the size of the work force by over 20 percent.by 1991 output per manhour had climbed 51 percent.however,gault took this process much futher and began to slash costs everywhere. by example, he showed managers how to reduce costs. he began by eliminating company limousines for top executives and replacing them with family sedans.he sold off three of the five corporate jets and eliminated the goodyear blimp,based in houston,texas.he even removed most of the light bulbs from his office to demonstrate his commitment to lower costs.the other goodyear managers followed hid lead and systematically began their cost-cutting efforts,with the spetacular results noted above.
后面还有一点在我百度空间里面，http://hi.baidu.com/%D6%ED%D6%ED%C9%BD%D0%A1%D7%EA%B7%E7/blog/item/1f3fff11de3b8ef6c3ce798d.html跪求翻译，翻出来的我给200++分
我不要在线翻译脱出来的那种垃圾答案哦 回答太多我看不清楚了，你们发我邮箱吧，我好看qzvz2612@sina.com谢谢大家了

Answer 1

固特异轮胎橡胶公司
到1992年底，固特异轮胎橡胶公司，最大的轮胎制造商，我们张贴了340美元以上超过11美元的销售记录billion.this万元的利润是从1991年的情况，当时该公司已相距甚远记录loss.for一段时间看起来好像compang，下苟延残喘超过$ 3.7billion债务，可能会去bankrupt.what阿利雷德的命运是结合新的首席执行官，谁恢复了公司的竞争优势，一
在整个80年代固特异的销售额下降，该公司失去了市场份额，它的两个主要竞争对手，法国和日本普利司通michenlin。这两家公司已迅速扩大到我们，开展了积极的战略拓展市场占有率和渗透market.their进入我们开始了价格战轮胎市场，特别是伤害，因为次公司的高costs.goodyear固特异也有一个不良记录在产品创新和缓慢带出一些新公关
first,he embarked on a strtegy of massively reducing operating costs.gault's predecessor,barrtett,had started this process by investing over $4billion in the 1980s in new,more efficient plant and equipment and by decreasing the size of the work force by over 20 percent.by 1991 output per manhour had climbed 51 percent.however,gault took this process much futher and began to slash costs everywhere. by example, he showed managers how to reduce costs. he began by eliminating company limousines for top executives and replacing them with family sedans.he sold off three of the five corporate jets and eliminated the goodyear blimp,based in houston,texas.he even removed most of the light bulbs from his office to demonstrate his commitment to lower costs.the other goodyear managers followed hid lead and systematically began their cost-cutting efforts,with the spetacular results noted above.
to [tu:, tu, tə, t][tu,tə] 翻译: 至
to prep.(表示时间)到, 直到, 在…到来之前, 离…; (表示方向)朝, 往, 通向; (表示状态)紧贴着, 紧靠着, 对着; (表示对象)对, 对于, 对…来说; (表示比较)比, 相对于; (表示方位)在…方向[方位], 处于…顺序; (表示距离)离, 距离; (表示目标)到达, 直到; (表示结果)转换为, 转变为, 趋于;
TO abbr.Technical Observer 技术观察员

Answer 2

固特异轮胎橡胶公司
到1992年底，固特异轮胎橡胶公司，最大的轮胎制造商，我们张贴了340美元以上超过11美元的销售记录billion.this万元的利润是从1991年的情况，当时该公司已相距甚远记录loss.for一段时间看起来好像compang，下苟延残喘超过$ 3.7billion债务，可能会去bankrupt.what阿利雷德的命运是结合新的首席执行官，谁恢复了公司的竞争优势，并在改变工业commpetition性质。

在整个80年代固特异的销售额下降，该公司失去了市场份额，它的两个主要竞争对手，法国和日本普利司通michenlin。这两家公司已迅速扩大到我们，开展了积极的战略拓展市场占有率和渗透market.their进入我们开始了价格战轮胎市场，特别是伤害，因为次公司的高costs.goodyear固特异也有一个不良记录在产品创新和缓慢带出一些新的产品来吸引客户back.after在1991年该公司的巨额亏损，其董事会对出总裁，董事汤姆巴雷特强迫，而代之以斯坦利高尔特，谁就把他一直是bubbermaid高尔特总裁立即开始改变告别经营，恢复其竞争优势的方法。
首先，他就大大降低了经营costs.gault'strtegy开始其前身，barrtett，已经开始4billion美元以上投资于20世纪80年代这一过程中新的，更有效的厂房和设备，并通过降低超过20的工作人口percent.by 1991年每manhour产量已增至51 percent.however，高尔特了这一进程，并开始进一步大幅削减成本无处不在。以身作则，他显示出管理者如何降低成本。他首先取消对公司高层豪华轿车，代之以过五公务机3家sedans.he卖给他们，消除了固特异飞艇，在休斯顿，texas.he甚至免去其职务的灯泡最证明他承诺降低costs.the其他固特异经理后藏匿铅和系统地开始了削减成本的努力与spetacular结果，如上所述。

Answer 3

其实不难，就是比较花时间。我来试试。今天先翻译两段，明天再继续。
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固特异轮胎橡胶公司

1992年底美国最大的轮胎制造商固特异轮胎橡胶公司发布的销售额创纪录地达到了110亿美元，利润超过了3.4亿美元，这跟1991年该公司亏损创纪录的情形真是天壤之别。那一段时间固特异在37亿美元债务的煎熬下面临破产。有两个因素的结合改变了它的命运-一个重建该公司竞争优势的新的CEO，以及行业竞争本质的改变。

在整个80年代固特异的市场份额在到它的两个主要竞争对手-法国的米其林和日本的普利斯通侵蚀下销售额不断地下降。这两个公司采取了极具野心的发展战略，迅速地拓展在美国的市场份额和渗透美国市场。它们的闯入在美国的轮胎市场上掀起了一场价格战，固特异由于生产成本高昂而深受其害。固特异在产品创新上的记录也很糟糕，迟迟不能推出新的产品来留住客户。1991年该公司巨额亏损后董事会罢免了CEO汤姆巴雷特，让橡胶管家公司的CEO斯坦利高尔特取而代之。高尔特立即着手改变固特异的营运方式，以便重新恢复其竞争优势。

Answer 4

古德伊尔（他是发明硬橡胶制造法的美国人，所以我觉得公司名字应该是这个）轮胎橡胶公司

Answer 5

如果要人工翻译的话，这么长你得给点时间 ，你最快什么时候需要