服裝零售
2023復(fù)習(xí)正是強(qiáng)化復(fù)習(xí)階段，在考研英語中占了40分，所以考研英語閱讀是英語科目中重要的一項(xiàng)。名師老師曾建議過考研生需要堅(jiān)持每天泛讀10-15分鐘的英文原刊。強(qiáng)烈推薦了雜志《經(jīng)濟(jì)學(xué)人》.雜志中的文章也是考研英語的主要材料來源.希望考研考生認(rèn)真閱讀，快速提高考研英語閱讀水平。 Clothes retailing 服裝零售 The dedicated followers of fast fashion 專注追隨快時(shí)尚的他們 Spain s most successful fashion retailer, Inditex,has two ambitious local rivals snapping at its heels 西班牙最成功的時(shí)尚零售商Inditex正被兩位野心勃勃的對手追趕 ON HIGH streets and in shopping centres across the globe, Spain s most successful clothingretailer, Inditexbest known for its Zara outletsdoes battle daily against such othermultinational fast-fashion giants as Hennes Mauritz of Sweden, Uniqlo of Japan andGap of the United States. But it also faces rising competition, at home and abroad, from twoSpanish rivals, Mango and Desigual. 在全球各地的主要街道和商場內(nèi)，西班牙最負(fù)盛名的服裝零售商Zara的擁有者Inditex集團(tuán)，每時(shí)每刻都在和其他跨國快時(shí)尚巨頭角逐，其中包括瑞典的H M,日本的優(yōu)衣庫，以及美國的Gap。與此同時(shí)，隨著兩家西班牙對手，Mango和Desigual的登場，海內(nèi)外的競爭愈演愈烈。 The larger of the two contenders, Mango is still fairly small: its turnover of 1.9 billion last yearwas less than one-fifth that of Inditex s Zara branches. But Mango already has more outletsthan Zara, and is in more countries than Inditex as a whole. Mango plans to open lots morebranches and increase its turnover to 5 billion by 2023. 雖然比Desigual略大，Mango的規(guī)模依舊較小:其去年19億歐元的營業(yè)額還不到Inditex旗下分支Zara的五分之一。然而，Mango的店鋪數(shù)量已經(jīng)超過了Zara，分布在107個(gè)國家，這遠(yuǎn)遠(yuǎn)廣于整個(gè)Inditex的地理分布。Mango還計(jì)劃開設(shè)更多的分支品牌，并在2023年之前達(dá)到50億的營業(yè)額。 Desigual is smaller still. It had sales of 828m last year, four-fifths of them outside Spain, andhas outlets in 109 countries. It has expanded tenfold since 2007. Its heady growth hasattracted the attention of Eurazeo, a French private-equity firm, which in March bought a10% stake. This valued Desigual at 2.9 billion; Inditex s current stockmarket valuation is 70billion. Desigual比Mango還要小。去年它的銷售額為8.28億歐元，其中五分之四的銷售額來自西班牙境外。Desigual在109個(gè)國家都有店鋪，規(guī)模自從2007年以來增加了十倍。如此迅速的增長引人注目，一家法國的私募公司Eurazeo于三月購買了10%的股權(quán)。此交易使得Desigual的估價(jià)達(dá)到了29億歐元;與之相比，Inditex目前的股價(jià)為700億歐元。 Besides all being from Spain, the three retailers each have media-shy founders who havebrought in outside managers to help them expand, explains Marcel Planellas of EsadeBusiness School in Barcelona. Amancio Ortega of InditexForbes reckons he is now theworld s fourth-richest manbegan by making bathrobes before opening the first Zara in 1975in Galicia. His success blazed a trail for the other two. Isak Andic, Mango s Istanbul-bornfounder, started by selling imported goods at a market stall in Barcelona, and Desigual sSwiss-born Thomas Meyer made denim jackets in Ibiza. Mr Andic and Mr Meyer both openedtheir first shops in the mid-1980s, though Desigual was a late bloomer until its recent growthspurt. 這三家零售商的創(chuàng)始人不僅都來自西班牙，對媒體也避之不及。巴塞羅那ESADE商學(xué)院的Marcel稱，他們都請來了職業(yè)經(jīng)理人來幫忙擴(kuò)大業(yè)務(wù)。據(jù)福布斯猜測，Indidex集團(tuán)的阿曼西奧奧爾特加已經(jīng)成為了世界第四首富。他遠(yuǎn)在1975年在加利西亞第一家Zara開張之前，就開始制作浴袍。這為其他兩位創(chuàng)始人開辟了一條道路。伊斯坦布爾出生的Mango創(chuàng)始人伊薩克安蒂奇，靠著在巴塞羅那擺攤賣進(jìn)口貨起家;Desigual的托馬斯梅耶來自瑞士，在伊比薩靠制作牛仔夾克起家;安蒂奇先生和梅爾先生都在80年代中期開張了第一家店鋪;不過Desigual倒是大器晚成，最近幾年才開始突飛猛進(jìn)。 Whereas its two younger rivals follow a more conventional fashion-retail model of changingtheir collections two to four times a year, Inditex constantly churns out new designs, toencourage consumers to return to its shops frequently. Inditex has about half of its clothesstitched together in Spain or nearby countries, so it can react fast to changing trends. Thiscosts more but helps avoid fashion misses and markdowns. The other two, again followingthe industry s conventions, have largely outsourced production to Asia, though Desigual isalso starting to stitch more clothes in Europe to get them into the shops faster. Mango和Desigual雖然資歷尚淺，但走的還是較為傳統(tǒng)的時(shí)尚零售模式，平均一年更換兩到四次服裝系列。相比之下，Inditex則不斷更新設(shè)計(jì)，以吸引回頭客頻繁光顧。Inditex大約一半的衣服都在西班牙或臨近國家縫合，以便及時(shí)應(yīng)對千變?nèi)f化的潮流。盡管這樣做的費(fèi)用較高，卻能有效避免過季過時(shí)、降價(jià)促銷。在這點(diǎn)上，另外兩家則依舊緊隨行業(yè)慣例，把生產(chǎn)基本上都外包到亞洲。不過Desigual也開始在歐洲縫合衣服，以期能夠更快把服裝引入店鋪。 Inditex has been able to do without advertising, relying on good store locations in big cities toattract custom. Desigual, in its rush to catch up, has created a buzz with controversialadvertisements and quirky promotions such as offering free clothesto shoppers who arrive in their underwear. Desigual promotes itself as a lifestyle brand,more like Nike than Zara. Its bold prints and carefree, Mediterranean vibe are almost aspopular in France as they are in Spain, says its chief executive, Manel Jadraque, who isaiming to make France the company s biggest market by the end of this year. If we canmake it in Paris, the birthplace of fashion, we are doing well. Inditex依托在大型城市良好的店址做到了零廣告。Desigual急于趕上，創(chuàng)造了不少頗具爭議的廣告和古怪的促銷活動(dòng)，如只穿內(nèi)衣的上門顧客就能免費(fèi)獲贈(zèng)服裝。Desigual的公關(guān)形象是生活方式品牌，和Zara相比，倒是更像耐克。Desigual用圖大膽，無拘無束，地中海風(fēng)味濃郁，在法國和西班牙一樣大受歡迎。首席執(zhí)行官馬內(nèi)爾哈德拉克立志要將今年年底前使法國成為該公司最大的市場。巴黎是時(shí)尚的發(fā)源地，如果我們能在這兒成功，那就說明我們干得不錯(cuò)。 Though Desigual has outlets all over the world, around nine-tenths of its sales are still inEurope, so it is unclear how far its vibe can travel. It has closed its shops in China toconcentrate on other Asian markets, such as Japan. Inditex, in contrast, has more than450 shops in China. 雖然Desigual的店址遍布世界各地，但有十分之九的銷售額都來自歐洲，所以目前其前景不明。為了關(guān)注其他亞洲市場，它已經(jīng)關(guān)閉了中國的店鋪。與之相比，Inditex在中國的門店超過450家。 Mr Jadraque, seeing how crowded the budget end of fast fashion is getting, is targeting aslightly fancier segment of the market: in Spain Desigual s T-shirts start at 29 comparedwith around 13 at Zara and 10 at Mango. It sells its clothes through a variety of channels,such as wholesalers and department stores, and it has extended its brand into shoes,sportswear and cosmetics. So far, Desigual s focus on fun and profit is paying off. Last yearits margin was 29%, higher than Inditex s and double that of Mango. 目睹日漸擁擠的平價(jià)快時(shí)尚市場，哈德拉克先生把目光投向了一個(gè)稍微花哨的市場：在西班牙，Desigual的T恤起價(jià)29歐元，而Zara和Mango的T恤只有13歐元和10歐元。Desigual的服裝銷售渠道多樣，包括批發(fā)商和百貨公司，而其品牌也已延伸至鞋類、運(yùn)動(dòng)服和化妝品。到目前為止，Desigual樂趣與利潤并舉的策略已經(jīng)初見成效。去年利潤率為29%，高出Inditex, 更是Mango的兩倍。 Europe s recession hit Mango harder than its rivals. In 2011 it had to cut its prices andreinvent itself, ditching glitzier clothes to focus more on casual basics, says its chiefexecutive, Enric Casi. Last year sales grew 9%, outpacing Inditex s. So far, Mango s shopshave been relatively small, and aimed at young women. Emulating Inditex, it is now openingbigger ones that stock men s and children s clothes, sportswear and underwear, as well as aseparate chain called Violeta by Mango, for women with fuller figures. All this means heavyspending on logistics, says Mr Casi, and less reliance on franchised outlets for growth. 歐洲的經(jīng)濟(jì)衰退給Mango帶來的打擊比其他對手都更嚴(yán)重。首席執(zhí)行官安瑞可卡西稱，2011年時(shí)它不得不削減價(jià)格，重整旗鼓，摒棄華而不實(shí)的服裝，轉(zhuǎn)而專注于休閑風(fēng)。去年銷售額增長了9%，超越了Inditex。目前，Mango的店鋪規(guī)模較小，主要針對年輕女性。不過，它也開始效仿Inditex,開放了更大的店鋪，一并出售男裝、童裝、運(yùn)動(dòng)衣和內(nèi)衣，同時(shí)開設(shè)了另一家名為Violeta的連鎖店，主要服務(wù)體型比較豐滿的女性。可卡西稱，這一切都意味著更為沉重的物流開支，以及減少對特許經(jīng)營店依賴的增長策略。 Such change is akin to altering Mango s DNA says Joan Enric Ricart of IESE, another businessschool in Barcelonaa formidable challenge. Even if all goes to plan, it will take almost adecade to get to where Zara s sales are now. Nevertheless, having two such ambitiousrivals on its doorstep will surely keep Inditex on its toes. 瓊安瑞科李卡特來自巴塞羅那的另一家商學(xué)院IESE，聲稱這樣的改變無異于對Mango進(jìn)行基因重組，可謂困難重重。即使一切都能按照計(jì)劃進(jìn)行，要想取得Zara目前的銷售量也需要差不多十年功夫。不過，有這么兩位競爭對手緊緊相隨，足以叫Inditex時(shí)刻保持警醒。 詞語解釋 1.plan to 打算,計(jì)劃 Of those surveyed, 23% plan to hire more than lastyear. 受訪公司中有23%計(jì)劃在去年的基礎(chǔ)上增加招聘人數(shù)。 Pickard didn t plan to pave the way for earning adirt-cheap business education. 一開始，皮卡德并未打算花很少的錢去接受商學(xué)教育。 2.return to 返回 Now we might have to return to the old standbys. 不過，現(xiàn)在我們恐怕不得不回到前面老二樣上去了。 For one small group of investors, this return to normal places them in a new, confoundingposition. 對一小部分投資者來說，情況恢復(fù)正常讓他們陷入了另一種惶恐狀態(tài)。 3.rely on 依賴;依靠;信任 Scientists studying combustion must rely on guesswork. 研究燃燒的科學(xué)家必須依靠猜測。 The government cannot continue to rely on pdvsa to pay its bills. 政府無法繼續(xù)依靠委內(nèi)瑞拉石油公司償還債務(wù)。
2023復(fù)習(xí)正是強(qiáng)化復(fù)習(xí)階段，在考研英語中占了40分，所以考研英語閱讀是英語科目中重要的一項(xiàng)。名師老師曾建議過考研生需要堅(jiān)持每天泛讀10-15分鐘的英文原刊。強(qiáng)烈推薦了雜志《經(jīng)濟(jì)學(xué)人》.雜志中的文章也是考研英語的主要材料來源.希望考研考生認(rèn)真閱讀，快速提高考研英語閱讀水平。 Clothes retailing 服裝零售 The dedicated followers of fast fashion 專注追隨快時(shí)尚的他們 Spain s most successful fashion retailer, Inditex,has two ambitious local rivals snapping at its heels 西班牙最成功的時(shí)尚零售商Inditex正被兩位野心勃勃的對手追趕 ON HIGH streets and in shopping centres across the globe, Spain s most successful clothingretailer, Inditexbest known for its Zara outletsdoes battle daily against such othermultinational fast-fashion giants as Hennes Mauritz of Sweden, Uniqlo of Japan andGap of the United States. But it also faces rising competition, at home and abroad, from twoSpanish rivals, Mango and Desigual. 在全球各地的主要街道和商場內(nèi)，西班牙最負(fù)盛名的服裝零售商Zara的擁有者Inditex集團(tuán)，每時(shí)每刻都在和其他跨國快時(shí)尚巨頭角逐，其中包括瑞典的H M,日本的優(yōu)衣庫，以及美國的Gap。與此同時(shí)，隨著兩家西班牙對手，Mango和Desigual的登場，海內(nèi)外的競爭愈演愈烈。 The larger of the two contenders, Mango is still fairly small: its turnover of 1.9 billion last yearwas less than one-fifth that of Inditex s Zara branches. But Mango already has more outletsthan Zara, and is in more countries than Inditex as a whole. Mango plans to open lots morebranches and increase its turnover to 5 billion by 2023. 雖然比Desigual略大，Mango的規(guī)模依舊較小:其去年19億歐元的營業(yè)額還不到Inditex旗下分支Zara的五分之一。然而，Mango的店鋪數(shù)量已經(jīng)超過了Zara，分布在107個(gè)國家，這遠(yuǎn)遠(yuǎn)廣于整個(gè)Inditex的地理分布。Mango還計(jì)劃開設(shè)更多的分支品牌，并在2023年之前達(dá)到50億的營業(yè)額。 Desigual is smaller still. It had sales of 828m last year, four-fifths of them outside Spain, andhas outlets in 109 countries. It has expanded tenfold since 2007. Its heady growth hasattracted the attention of Eurazeo, a French private-equity firm, which in March bought a10% stake. This valued Desigual at 2.9 billion; Inditex s current stockmarket valuation is 70billion. Desigual比Mango還要小。去年它的銷售額為8.28億歐元，其中五分之四的銷售額來自西班牙境外。Desigual在109個(gè)國家都有店鋪，規(guī)模自從2007年以來增加了十倍。如此迅速的增長引人注目，一家法國的私募公司Eurazeo于三月購買了10%的股權(quán)。此交易使得Desigual的估價(jià)達(dá)到了29億歐元;與之相比，Inditex目前的股價(jià)為700億歐元。 Besides all being from Spain, the three retailers each have media-shy founders who havebrought in outside managers to help them expand, explains Marcel Planellas of EsadeBusiness School in Barcelona. Amancio Ortega of InditexForbes reckons he is now theworld s fourth-richest manbegan by making bathrobes before opening the first Zara in 1975in Galicia. His success blazed a trail for the other two. Isak Andic, Mango s Istanbul-bornfounder, started by selling imported goods at a market stall in Barcelona, and Desigual sSwiss-born Thomas Meyer made denim jackets in Ibiza. Mr Andic and Mr Meyer both openedtheir first shops in the mid-1980s, though Desigual was a late bloomer until its recent growthspurt. 這三家零售商的創(chuàng)始人不僅都來自西班牙，對媒體也避之不及。巴塞羅那ESADE商學(xué)院的Marcel稱，他們都請來了職業(yè)經(jīng)理人來幫忙擴(kuò)大業(yè)務(wù)。據(jù)福布斯猜測，Indidex集團(tuán)的阿曼西奧奧爾特加已經(jīng)成為了世界第四首富。他遠(yuǎn)在1975年在加利西亞第一家Zara開張之前，就開始制作浴袍。這為其他兩位創(chuàng)始人開辟了一條道路。伊斯坦布爾出生的Mango創(chuàng)始人伊薩克安蒂奇，靠著在巴塞羅那擺攤賣進(jìn)口貨起家;Desigual的托馬斯梅耶來自瑞士，在伊比薩靠制作牛仔夾克起家;安蒂奇先生和梅爾先生都在80年代中期開張了第一家店鋪;不過Desigual倒是大器晚成，最近幾年才開始突飛猛進(jìn)。 Whereas its two younger rivals follow a more conventional fashion-retail model of changingtheir collections two to four times a year, Inditex constantly churns out new designs, toencourage consumers to return to its shops frequently. Inditex has about half of its clothesstitched together in Spain or nearby countries, so it can react fast to changing trends. Thiscosts more but helps avoid fashion misses and markdowns. The other two, again followingthe industry s conventions, have largely outsourced production to Asia, though Desigual isalso starting to stitch more clothes in Europe to get them into the shops faster. Mango和Desigual雖然資歷尚淺，但走的還是較為傳統(tǒng)的時(shí)尚零售模式，平均一年更換兩到四次服裝系列。相比之下，Inditex則不斷更新設(shè)計(jì)，以吸引回頭客頻繁光顧。Inditex大約一半的衣服都在西班牙或臨近國家縫合，以便及時(shí)應(yīng)對千變?nèi)f化的潮流。盡管這樣做的費(fèi)用較高，卻能有效避免過季過時(shí)、降價(jià)促銷。在這點(diǎn)上，另外兩家則依舊緊隨行業(yè)慣例，把生產(chǎn)基本上都外包到亞洲。不過Desigual也開始在歐洲縫合衣服，以期能夠更快把服裝引入店鋪。 Inditex has been able to do without advertising, relying on good store locations in big cities toattract custom. Desigual, in its rush to catch up, has created a buzz with controversialadvertisements and quirky promotions such as offering free clothesto shoppers who arrive in their underwear. Desigual promotes itself as a lifestyle brand,more like Nike than Zara. Its bold prints and carefree, Mediterranean vibe are almost aspopular in France as they are in Spain, says its chief executive, Manel Jadraque, who isaiming to make France the company s biggest market by the end of this year. If we canmake it in Paris, the birthplace of fashion, we are doing well. Inditex依托在大型城市良好的店址做到了零廣告。Desigual急于趕上，創(chuàng)造了不少頗具爭議的廣告和古怪的促銷活動(dòng)，如只穿內(nèi)衣的上門顧客就能免費(fèi)獲贈(zèng)服裝。Desigual的公關(guān)形象是生活方式品牌，和Zara相比，倒是更像耐克。Desigual用圖大膽，無拘無束，地中海風(fēng)味濃郁，在法國和西班牙一樣大受歡迎。首席執(zhí)行官馬內(nèi)爾哈德拉克立志要將今年年底前使法國成為該公司最大的市場。巴黎是時(shí)尚的發(fā)源地，如果我們能在這兒成功，那就說明我們干得不錯(cuò)。 Though Desigual has outlets all over the world, around nine-tenths of its sales are still inEurope, so it is unclear how far its vibe can travel. It has closed its shops in China toconcentrate on other Asian markets, such as Japan. Inditex, in contrast, has more than450 shops in China. 雖然Desigual的店址遍布世界各地，但有十分之九的銷售額都來自歐洲，所以目前其前景不明。為了關(guān)注其他亞洲市場，它已經(jīng)關(guān)閉了中國的店鋪。與之相比，Inditex在中國的門店超過450家。 Mr Jadraque, seeing how crowded the budget end of fast fashion is getting, is targeting aslightly fancier segment of the market: in Spain Desigual s T-shirts start at 29 comparedwith around 13 at Zara and 10 at Mango. It sells its clothes through a variety of channels,such as wholesalers and department stores, and it has extended its brand into shoes,sportswear and cosmetics. So far, Desigual s focus on fun and profit is paying off. Last yearits margin was 29%, higher than Inditex s and double that of Mango. 目睹日漸擁擠的平價(jià)快時(shí)尚市場，哈德拉克先生把目光投向了一個(gè)稍微花哨的市場：在西班牙，Desigual的T恤起價(jià)29歐元，而Zara和Mango的T恤只有13歐元和10歐元。Desigual的服裝銷售渠道多樣，包括批發(fā)商和百貨公司，而其品牌也已延伸至鞋類、運(yùn)動(dòng)服和化妝品。到目前為止，Desigual樂趣與利潤并舉的策略已經(jīng)初見成效。去年利潤率為29%，高出Inditex, 更是Mango的兩倍。 Europe s recession hit Mango harder than its rivals. In 2011 it had to cut its prices andreinvent itself, ditching glitzier clothes to focus more on casual basics, says its chiefexecutive, Enric Casi. Last year sales grew 9%, outpacing Inditex s. So far, Mango s shopshave been relatively small, and aimed at young women. Emulating Inditex, it is now openingbigger ones that stock men s and children s clothes, sportswear and underwear, as well as aseparate chain called Violeta by Mango, for women with fuller figures. All this means heavyspending on logistics, says Mr Casi, and less reliance on franchised outlets for growth. 歐洲的經(jīng)濟(jì)衰退給Mango帶來的打擊比其他對手都更嚴(yán)重。首席執(zhí)行官安瑞可卡西稱，2011年時(shí)它不得不削減價(jià)格，重整旗鼓，摒棄華而不實(shí)的服裝，轉(zhuǎn)而專注于休閑風(fēng)。去年銷售額增長了9%，超越了Inditex。目前，Mango的店鋪規(guī)模較小，主要針對年輕女性。不過，它也開始效仿Inditex,開放了更大的店鋪，一并出售男裝、童裝、運(yùn)動(dòng)衣和內(nèi)衣，同時(shí)開設(shè)了另一家名為Violeta的連鎖店，主要服務(wù)體型比較豐滿的女性。可卡西稱，這一切都意味著更為沉重的物流開支，以及減少對特許經(jīng)營店依賴的增長策略。 Such change is akin to altering Mango s DNA says Joan Enric Ricart of IESE, another businessschool in Barcelonaa formidable challenge. Even if all goes to plan, it will take almost adecade to get to where Zara s sales are now. Nevertheless, having two such ambitiousrivals on its doorstep will surely keep Inditex on its toes. 瓊安瑞科李卡特來自巴塞羅那的另一家商學(xué)院IESE，聲稱這樣的改變無異于對Mango進(jìn)行基因重組，可謂困難重重。即使一切都能按照計(jì)劃進(jìn)行，要想取得Zara目前的銷售量也需要差不多十年功夫。不過，有這么兩位競爭對手緊緊相隨，足以叫Inditex時(shí)刻保持警醒。 詞語解釋 1.plan to 打算,計(jì)劃 Of those surveyed, 23% plan to hire more than lastyear. 受訪公司中有23%計(jì)劃在去年的基礎(chǔ)上增加招聘人數(shù)。 Pickard didn t plan to pave the way for earning adirt-cheap business education. 一開始，皮卡德并未打算花很少的錢去接受商學(xué)教育。 2.return to 返回 Now we might have to return to the old standbys. 不過，現(xiàn)在我們恐怕不得不回到前面老二樣上去了。 For one small group of investors, this return to normal places them in a new, confoundingposition. 對一小部分投資者來說，情況恢復(fù)正常讓他們陷入了另一種惶恐狀態(tài)。 3.rely on 依賴;依靠;信任 Scientists studying combustion must rely on guesswork. 研究燃燒的科學(xué)家必須依靠猜測。 The government cannot continue to rely on pdvsa to pay its bills. 政府無法繼續(xù)依靠委內(nèi)瑞拉石油公司償還債務(wù)。
