Question

汉译英!急求!!!

抓住风暴过后的战略机遇

2006-4-25 下午 04:13:58 全球品牌网 鲍达民/罗伯托·纽厄尔/格雷戈里·威尔逊

1997年7月金融风暴袭击泰国之后，便以迅猛之势席卷整个亚洲，首当其冲的是马来西亚和菲律宾，当年年底之前林吉特贬值56%，比索也下挫了53%。接下来印尼和韩国也遭遇横祸，卢比和韩元分别暴跌139%和121%。

正当国内外投资者纷纷撤离这些危险市场之际，有人却意识到在这充满不确定性、金融格局与竞争格局几乎一天一变的时期，却正是公司应该寻找新的战略机遇之时，这些公司的管理者不但没有逃避，反而更加深入各自的市场，重新思考自己的战略。

可口可乐的故事

时任可口可乐亚洲业务主管的道格拉斯·达夫特便是其中一员。在亚洲金融风暴肆虐的时候，达夫特将手下的管理人员和一批学者及外部顾问召集到远离风暴的加州，他邀请这批外部人员的目的，是要使其管理团队在这个翻天覆地的巨变时期开阔思路。他希望在其管理团队关于战略和计划的讨论中加入对宏观经济、贸易、政策和社会问题的讨论，他还希望所有的管理人员在思考问题时有更为宽广的参照系。他们不仅讨论了可口可乐应该如何应对短期需求，还探讨了应该如何抓住新的增长机遇，以更强的姿态从危机中崛起。他提醒这些管理人员，公司正是第二次世界大战末期实现了在国际市场上的一个最大的突破，当时公司在满目疮痍的西欧和日本发现了新的机遇。

可口可乐如何才能在危机中相机出手收购一些本地品牌呢？监管制度有哪些变化？可口可乐的本地分公司和灌装厂应如何适应新的监管制度并推动可能降低进口壁垒和零售贸易壁垒的改革呢？公司应如何在各地区市场调整分销战略？比如，公司在韩国要打入“夫妻小店”相当困难，在中国则缺少灌装厂，而在印度尼西亚又几乎没有自动售货机，在印度尼西亚有没有一种突破性的分销战略呢？

为了回答这些问题，达夫特不仅召集他的顾问团开会，还每月与公司内部管理人员在公司以外的其他地点举行一次为期两天的讨论会，从而将上述问题推向深入并达成共识，。最终，这些战略思考使可口可乐大大增强了其在亚洲的地位。在韩国，公司购买了对斗山公司等灌装商灌装业务的控制权，在中国、日本、马来西亚和菲律宾也如法炮制，使公司体系更加优化。公司还将市场从分国别对待转变为将整个地区作为整体对待，具体体现之一是建立地区性采购业务部，统一购买铝、糖、聚酯和咖啡。

Answer 1

Holds the storm to cross after the strategic opportunity 2006-4-25 afternoon 04:13:58 whole world brand network BaoDamin/Luo Botuo Newell/格雷戈里 Wilson After in July, 1997 the financial storm attacked Thailand, thenswept across the entire Asia by the swift and violent potential, borethe brunt is Malaysia and the Philippines, same year year's end before林吉特 depreciated 56%, the peso has also lowered 53%. ReceivesIndonesia and South Korea also encounters the unexpected calamity,rupee and the Han Yuan separately falls suddenly 139% and 121%. The right domestic and foreign investors evacuate when in abundancethese dangerous markets, some people actually realize in this do notfill the determinism, the financial pattern and the competitionpattern the time which nearly one day as soon as change, actually isprecisely the company should seek when the new strategic opportunity,these companies' superintendents not only have not evaded, insteadeven more goes down to respective market, reponders own strategy. Coca-Cola story When no matter what Coca-Cola Asia service manager's DouglasDaft then is. Wreaks havoc in the Asian finance storm, Daft the underadministrative personnel and one group of scholars and exteriorconsultant will convene is far away the storm California, he willinvite this group of exterior personnel the goal, will be must causeits management team at this earth-shaking great change time openmentality. He hoped joins in its management team about strategic andin the plan discussion to the macroscopic economical, the trade, thepolicy and the social question discussion, he also hoped alladministrative personnel when ponder question has a broader referencesystem. How did they not only discuss the Coca-Cola to be supposed tobe supposed to the short-term demand, how but also discussed shouldhold the new growth opportunity, rose by a stronger posture from thecrisis. He reminded these administrative personnels, the company isprecisely Second World War last stage has realized in an internationalmarket biggest breakthrough, at that time the company has discoveredthe new opportunity in everywhere sores Western Europe and Japan. How can the Coca-Cola the camera get rid of in the crisis purchasessome local brands? Which does the supervising and managing system haveto change? How does the Coca-Cola local subsidiary company and fillinstalls the factory to be supposed to adapt the new supervising andmanaging system and the impetus possibly reduces imports the barrierand the retail sales trade barrier reform? How should the companyretail the strategy in various local market adjustment? For instance,the company must infiltrate "the husbands and wives shop" in SouthKorea to be quite difficult, lacks in China fills installs thefactory, but nearly does not have the vending machine in Indonesia,unprecedentedly has one kind in Indonesia to retail the strategy? In order to answer these questions, Daft not only convenes hisadvisory group to hold a meeting, but also each month and the companyinternal management personnel's holds outside company other placestime for two day-long symposia, thus pushes the above question topenetrates and achieves the mutual recognition. Finally, thesestrategies pondered made the Coca-Cola greatly to strengthen it inAsia's status. In South Korea, the company purchased and so on hasfilled to the well-respected person company installs business to fillinstalls the service the domination, in China, Japan, Malaysia and thePhilippines also followed a set pattern, makes the company system tooptimize. The company also transforms the market from the minutenationality treatment for the entire area took the whole treatment,specifically manifests one is establishes the area purchase servicedepartment, unification purchase aluminum, sugar, polyester andcoffee.

不是偶翻译的，是偶爸翻译的