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.
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Answer 1

哇，都好历害呀，学习了

Answer 2

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Answer 3

哇好长

Answer 4

在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。
他就大降低了经营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。