哪位英语高手能帮忙翻译一下关于Apple的两段话？不要翻译器，万分感谢！急！！！
Appleforecastingisfurthercomplicatedbythecompany’spenchantfortellinganalystsandthepub...
Apple
forecasting is further complicated by the company’s penchant for telling
analysts and the public little about its plans. While Chief Executive Officer
Tim Cook has pledged to “double down on secrecy,” leaks have increased, and
some analysts say his tenure has begun to produce more data. “The level of
transparency has gone up,” says Piper Jaffray’s (PJC) Gene Munster, citing Apple’s disclosure of how many TV
boxes it sells. “It’s been a very clear shift since Cook took over.”
Since
September, Apple’s decline has been so precipitous that it, too, has confounded
the professionals. At $532, it was trading below the target price of all but
two of the 51 analysts tracked by Bloomberg. One reason Apple’s moves are so
difficult to anticipate is that its success has come from conjuring
unprecedented consumer demand for entirely new product categories—complicating efforts
to capture the company in conventional metrics. Apple entered the entertainment
business in 2003 with the iTunes store; then it became a handset manufacturer
with the 2007 launch of the iPhone. Now competitors such as Samsung
Electronics, Google, and Amazon.com (AMZN) threaten to eat into the profits of markets Apple
created. 展开
forecasting is further complicated by the company’s penchant for telling
analysts and the public little about its plans. While Chief Executive Officer
Tim Cook has pledged to “double down on secrecy,” leaks have increased, and
some analysts say his tenure has begun to produce more data. “The level of
transparency has gone up,” says Piper Jaffray’s (PJC) Gene Munster, citing Apple’s disclosure of how many TV
boxes it sells. “It’s been a very clear shift since Cook took over.”
Since
September, Apple’s decline has been so precipitous that it, too, has confounded
the professionals. At $532, it was trading below the target price of all but
two of the 51 analysts tracked by Bloomberg. One reason Apple’s moves are so
difficult to anticipate is that its success has come from conjuring
unprecedented consumer demand for entirely new product categories—complicating efforts
to capture the company in conventional metrics. Apple entered the entertainment
business in 2003 with the iTunes store; then it became a handset manufacturer
with the 2007 launch of the iPhone. Now competitors such as Samsung
Electronics, Google, and Amazon.com (AMZN) threaten to eat into the profits of markets Apple
created. 展开
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