丰田面临的机遇与挑战【英文论文】

Toyota is the world's six major car brands, beginning from 2008 to gradually replace General Motors as the world ranked number one car manufacturer. TOYOTA in car sales, sales, visibility areas are world-class companies, its advanced technology and excellent quality of its much respected people around the world. Brands including Lexus, Toyota and other series such as high low-end models.

Recently, due to the reasons for the accelerator pedal and mats, Toyota recalled 1.09 million vehicles in the United States, China will recall about 75,000 RAV4, about 200 million cars in Europe are also considering the recall process. Within two weeks, Toyota recall exceeded 3.46 million, which will be encountered in the past two decades Toyota biggest crisis of confidence! Today Toyota is already no longer the former glory. Toyota's lean production failure it? Straying farther and farther Toyota, can seize the opportunity to get rid of disadvantages, to achieve return it?

Japanese media pointed out that in recent years, the South Korean car market in the world, the rise of the price advantage to promote Korean cars Japanese cars, especially Toyota, have been sought to cut costs. The result is rapid overseas expansion in overseas factories, but also a large number of parts procured locally. It is difficult to guarantee the quality of the most direct cause. Toyota insiders many years ago started to have concerns on this issue. In fact, overseas production, quality management for the product can be difficult. As has been among the world's first Toyota car sales, such a "big company disease" has long been a chronic illness. Most Japanese media have commented that Toyota's quality management system should be re-built. In particular, more and more growth in overseas markets, the global consistent product quality is Toyota is currently the most difficult problem is urgent. My opinion, Toyota's weaknesses are the following:

One problem: emphasize global expansion, product development process weakened.

Although Toyota achieved global expansion, but were not able to control the expansion of products and markets after the situation. The emphasis on global expansion, product development process is being undermined. Has become the industry consensus on a recession and deflation, Toyota Crazy to cut costs, leading to surge in complaints is an important reason.

Second problem: Toyota supplier management system show a disadvantage.

Toyota lean production-based supplier management system in close to a certain extreme, exposing some have disadvantages, it would hinder the procurement process optimization. Particular supplier to force 2009 Toyota slashed prices, hope the next three years 30% reduction in component costs, but the supplier is difficult to meet this requirement can only be achieved by weakening the quality, which results in quality problems.

Question three: Toyota exposure inherent design flaws.

Toyota vehicle plant in a variety of environments without adequate road test

early detection of defects, it would be bad for a chain reaction throughout the recall bear the primary responsibility. Toyota and other auto giants to reduce costs, extensive use of common parts, this mode of production if the inherent design flaws or quality inspection and road test of strict, very easy to trigger large-scale worldwide recall.

Question four: Toyota to recall the door of the six injured.

1, hurt Toyota's own brand value.

2 hurt sales of existing models and the market.

3, hurt the stock market capitalization. (Toyota's stock market value evaporated $ 25 billion)

4, hurt market allies.

5, hurt the Japanese brands.

6, hurt market position and share, the other car brands take the opportunity to seize the market.

These are the writer for the disadvantages faced by Toyota today some of the views put forward, in fact, through the door of the Toyota recall Toyota's global strategy now put forward some interesting things to think Toyota, this Toyota and the automotive industry and is also an opportunity:

Toyota large-scale expansion in recent years, it no longer as before, carved on their products; major overseas expansion, so Toyota has not enough manpower to monitor the quality of overseas production. Moreover, Toyota corporate structure and management, but also are far to mature to the point. But in fact Toyota is a re-take the old American auto industry, through the massive expansion of scale drive down costs. In the 1970s, rapid expansion of the U.S. automobile industry, while the subsequent decline in the quality is. Toyota is to seize such an opportunity, only to become the world's auto giants. Today, the global economic recession in context, the use of Toyota's recall problems in the U.S. market, Toyota's quality system to do the world a comprehensive examination, the equivalent of a full physical examination, making the Toyota quality assurance capabilities to a new level able to provide higher quality cars, is a good inspiration. Toyota to take this opportunity to recharge your batteries, over 1 to 2 years until the economy improves comeback. Until then, it may be splendor. I believe that, due to current economic conditions, global customers nowadays are controlled cars, these customers may be together in the economic situation improves to buy a new car, Toyota will sell quality products can be one of more customers.

The so-called "crisis into opportunity," it refers to this situation. However, easy to say, if the business has not been tempered, so it is only a revival of self-comfort. Toyota not only "had a full training to prepare for the current situation", and "everyone" who make plans to improve the measures' ", I

believe that no matter how the economic situation, should be like the Toyota Production System, as a careful and no deviation, while learning practical methods, regular training. It is precisely because it can have a "self-confidence."

The current situation is not optimistic. Toyota is also responsible for property director, said, "the situation is indeed critical. Currently we are facing unprecedented tough environment." However, I always thought that, in fact, on the other hand, this is a company's internal mobilization. Different with the money bubble, customers and the market did not disappear with the bubble, but due to the current in the storm, it is not apparent. To the fine weather after the rain, the car will come out in his car. Customers must have this idea in the world everywhere.

In short, the economic situation is not always good. After all, we should believe that downturn is an opportunity to build business strength. However, without the appropriate strategy, then not only the lack of effective corporate training, but also a waste of time and money.

I believe that, from a global point of view, Japan's manufacturing sector is very strong. Not only in Japanese factories, but also in overseas factories to implement the Toyota Production System, Japanese factories in 80% only in the "normal the following" level, there is still much room for improving the strength.

Whatever the reason, no matter how to cover up, in any case justify the fact that Toyota is the global brand of car, of course, including China, faced with the reality of the market share continued to shrink.

Recently, Toyota announced: the company in October 2010 worldwide vehicle production fell consecutive month, declining production in the main areas of North America, Europe and Japan.

Toyota Motor Corporation published data indicate that the company in October 2010 worldwide vehicle production to 61.3 million, compared with 14% a year earlier. Among them, the Toyota production in Japan fell 22%, overseas production fell 7%. In addition, Toyota's vehicle exports from Japan was 14.3 million, down 8% year on year.

At the same time, Japanese car prices in the three Honda and Nissan also announced 10 per month in 2010, Honda Motor Company of the month in which global production growth from 14,000 to 305,000, while Nissan's global production of 36.3 in October million, an increase of up to 12%.

Misfortunes never come singly, in other global markets have declined at the same time, the world's largest auto market is the most dynamic Chinese market, Toyota also showed weakness. Earlier, Toyota Motor Corporation announced that October sales in China fell by 6% and total sales of 61,600, which is nearly a year and a half years, the first time in China, Toyota sales fell

year on year. Correspondingly, Toyota's rivals are still triumph.

According to "Nikkei News" report, despite a price-cutting strategy, Toyota Corolla car sales still fell 16% to 33,700, while the Camry's sales are down 3 percent, to 20,300.

"Nikkei News" reported that Toyota cars and in recognition of decreased tension impact on Toyota's sales in China. The report also said that strong demand in China has been the global automotive manufacturers one of the few bright spots, if the continuing weakness of sales in China may further affect the profitability of Toyota's recovery.

This news release the day before, Toyota's rival Nissan Motor Company announced a joint venture in China to increase the sales target in 2012, Nissan plans to target annual sales increased from 1.2 million to 1.5 million. Nissan intends to increase production to meet consumer preferences for its small cars. Meanwhile, South Korea's Hyundai Motor Company is building a third Chinese assembly plant, the company in two-thirds of China's annual production capacity to 100 million.

A downward trend in overseas markets at the same time, Toyota will be targeting the yen exchange rate. It is reported that Toyota Motor Corporation has requested the Japanese government, expect the Government to intervene in currency exchange rates to prevent the yen continued to appreciate. If the continued strength of the yen, Toyota or car production lines to areas outside of Japan.

According to the logic of Toyota, Toyota is now in trouble because of yen appreciation, but also the world's major regional auto market downturn, I am afraid this is not the only currency that simple. In other words, Toyota does not solve the problem now is just so easy to transfer production line.

"If the poor sales of Toyota's recent performance and interpretation of the financial crisis after crisis, Toyota recalled a large market reaction can also accept continuity, then the Toyota as the representative of Japanese cars in competition gradually into a mature stage of the Chinese market on the localization will be low because of the conservative policy may lead to real Stupidity, repeat the previous Japanese home appliance brand in the disastrous defeat of the Chinese market, this is the Japanese car firms will face serious challenges. "Some experts If so warned.

Toyota also tried to save the Chinese market, its recently announced Changshu City, Jiangsu Province Economic Development Zone, southeast of R & D centers, the total investment is expected to reach $ 689 million. The company will strive to carry out in the spring of 2011, part of the business.

It is reported that the R & D center is designed to be closer to customer demand, Toyota will work with the existing joint venture with R & D center within, and further enrich the China market research and R & D work.

In addition, the face of pressure in the market, the Toyota models stocked in the Chinese market for the import of new models also are significantly accelerated. Recently, Guangzhou Toyota dealer was finally ushered in a new

car - Toyota MPV Alpha.

I hope everything still time.

Toyota could have been in steady development, but the "occupation of 15% of the global automotive market," this strategic objective for the development of Toyota stopped due to quality problems.

Enterprises in the rapid development over time, the need to be adjusted, to consolidate the existing achievements, saving power, strive for new achievements. Which should be stable strategy. This strategy does not need to change the enterprise resource allocation model, to keep the business scale and operational capacity of the balance. After several years of Toyota in the rapid development, Hu, and no adjustment to the development strategy was stable strategy, to adapt as their own scale, complex organizational structure and corporate cure such issues in an increasingly competitive external changes, emphasizing the development and design, procurement , manufacturing and other aspects of management, the development of enterprises senses.

For the current Toyota, by the "car scene a man" again after the summit the world, "King recalled," the use of growth-oriented strategy is unlikely, the use of stable strategic and not realistic. Toyota currently placed in front of the only viable strategy for the road is tight-type strategy. The field of implementation of existing markets shrink adjustment retreat, reduced product market side, to give up automobile products, reduce production and marketing scale, lower market share, reduce the level of economic indicators. Purpose is to change the corporate cash flow, for greater benefits and value for money.

Toyota should understand that the use of tight-strategy is only a transition. Focus on a company's resources to address the current economic and political challenges, through the crisis period. In the future to make a comeback, this is the correct strategy of the road.

Business strategy must be integrated with internal and external changes in the environment adjusted to conform to the corporate stage of development. When this strategy development, be sure to strategic management by objectives, affect the development of each process is strictly controlled. Way for companies to long-term sustainable development.

论文外文文献翻译3000字左右

南京航空航天大学金城学院 毕业设计（论文）外文文献翻译 系部经济系 专业国际经济与贸易 学生姓名陈雅琼学号2011051115 指导教师邓晶职称副教授 2015年5月

Economic policy,tourism trade and productive diversification （Excerpt） Iza Lejárraga,Peter Walkenhorst The broad lesson that can be inferred from the analysis is that promoting tourism linkages with the productive capabilities of a host country is a multi-faceted approach influenced by a variety of country conditions.Among these,fixed or semi-fixed factors of production,such as land,labor,or capital,seem to have a relatively minor influence.Within the domain of natural endowments,only agricultural capital emerged as significant.This is a result that corresponds to expectations,given that foods and beverages are the primary source of demand in the tourism economy.Hence,investments in agricultural technology may foment linkages with the tourism market.It is also worth mentioning that for significant backward linkages to emerge with local agriculture,a larger scale of tourism may be important. According to the regression results,a strong tourism–agriculture nexus will not necessarily develop at a small scale of tourism demand. It appears that variables related to the entrepreneurial capital of the host economy are of notable explanatory significance.The human development index(HDI), which is used to measure a country's general level of development,is significantly and positively associated with tourism linkages.One plausible explanation for this is that international tourists,who often originate in high-income countries,may feel more comfortable and thus be inclined to consume more in a host country that has a life-style to which they can relate easily.Moreover,it is important to remember that the HDI also captures the relative achievements of countries in the level of health and education of the population.Therefore,a higher HDI reflects a healthier and more educated workforce,and thus,the quality of local entrepreneurship.Related to this point,it is important to underscore that the level of participation of women in the host economy also has a significantly positive effect on linkages.In sum, enhancing local entrepreneurial capital may expand the linkages between tourism and other sectors of the host country.

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java毕业论文外文文献翻译

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参考文献 一、翻译理论与实践相关书目 谢天振主编. 《当代国外翻译理论导读》. 天津：南开大学出版社，2008. Jeremy Munday. 《翻译学导论——理论与实践》Introducing Translation Studies---Theories and Applications. 李德凤等译. 北京：商务印书馆，2007. 包惠南、包昂. 《中国文化与汉英翻译》. 北京：外文出版社, 2004. 包惠南. 《文化语境与语言翻译》. 北京：中国对外翻译出版公司. 2001. 毕继万. 《世界文化史故事大系——英国卷》. 上海：上海外语教育出版社, 2003. 蔡基刚. 《英汉汉英段落翻译与实践》. 上海：复旦大学出版社, 2001. 蔡基刚. 《英汉写作对比研究》. 上海：复旦大学出版社, 2001. 蔡基刚. 《英语写作与抽象名词表达》. 上海：复旦大学出版社, 2003. 曹雪芹、高鄂. 《红楼梦》. 陈定安. 《英汉比较与翻译》. 北京：中国对外翻译出版公司, 1991. 陈福康. 《中国译学理论史稿》（修订本）. 上海：上海外语教育出版社. 2000. 陈生保. 《英汉翻译津指》. 北京：中国对外翻译出版公司. 1998. 陈廷祐. 《英文汉译技巧》. 北京：外语教学与研究出版社. 2001. 陈望道. 《修辞学发凡》. 上海：上海教育出版社, 1979. 陈文伯. 《英汉翻译技法与练习》. 北京：世界知识出版社. 1998. 陈中绳、吴娟. 《英汉新词新义佳译》. 上海：上海翻译出版公司. 1990. 陈忠诚. 《词语翻译丛谈》. 北京：中国对外翻译出版公司, 1983. 程希岚. 《修辞学新编》. 吉林：吉林人民出版社, 1984. 程镇球. 《翻译论文集》. 北京：外语教学与研究出版社. 2002. 程镇球. 《翻译问题探索》. 北京：商务印书馆, 1980. 崔刚. 《广告英语》. 北京：北京理工大学出版社, 1993. 单其昌. 《汉英翻译技巧》. 北京：外语教学与研究出版社. 1990. 单其昌. 《汉英翻译讲评》. 北京：对外贸易教育出版社. 1989. 邓炎昌、刘润清. 《语言与文化——英汉语言文化对比》. 北京：外语教学与研究出版社, 1989. 丁树德. 《英汉汉英翻译教学综合指导》. 天津：天津大学出版社, 1996. 杜承南等，《中国当代翻译百论》. 重庆：重庆大学出版社, 1994. 《翻译通讯》编辑部. 《翻译研究论文集（1894-1948）》. 北京：外语教学与研究出版社. 1984. 《翻译通讯》编辑部. 《翻译研究论文集（1949-1983）》. 北京：外语教学与研究出版社. 1984. . 范勇主编. 《新编汉英翻译教程》. 天津：南开大学出版社. 2006. 方梦之、马秉义（编选）. 《汉译英实践与技巧》. 北京：旅游教育出版社. 1996. 方梦之. 《英语汉译实践与技巧》. 天津：天津科技翻译出版公司. 1994. 方梦之主编. 《译学辞典》. 上海：上海外语教育出版社. 2004. 冯翠华. 《英语修辞大全》，北京：外语教学与研究出版社, 1995. 冯庆华. 《文体与翻译》. 上海：上海外语教育出版社, 2002. 冯庆华主编. 《文体翻译论》. 上海：上海外语教育出版社. 2002. 冯胜利. 《汉语的韵律、词法与句法》. 北京：北京大学出版社, 1997. 冯志杰. 《汉英科技翻译指要》. 北京：中国对外翻译出版公司. 1998. 耿占春. 《隐喻》. 北京：东方出版社, 1993.