伊宁微创丰胸的价格
时间:2019年09月16日 04:04:24

Renault will piggyback on partner Nissan’s product and strategy in its overdue entry to the Chinese carmaking market as it seeks rapid catch-up with competitors.雷诺(Renault)将借助合作伙伴日产(Nissan)的产品和战略,姗姗来迟地进入中国汽车制造市场,争取快速赶上竞争对手。The French carmaker this month received approval for a .3bn joint venture to build cars in China, the biggest car market, with Dongfeng, which has built cars with Nissan in the country for the past 10 years.这家法国汽车制造商本月争取到中国政府批准其与东风汽车(Dongfeng)组建13亿美元合资企业,在全球最大汽车市场制造汽车。东风与日产合资在华制造汽车已有10年。Renault would use the same product platforms built and sold by Nissan in China under different model names, and share market segments, engines, parts and supply chains, three people with knowledge of the company’s strategy told the Financial Times.了解雷诺战略的3名人士告诉英国《金融时报》,该公司将利用日产以不同的型号名称在华制造和销售的产品的平台,并共享市场细分、发动机、零部件和供应链。Renault would position itself as an affordable luxury brand in China, the people said, as it looked to snatch share in the country, where sales growth has for years offset a shrinking market in Europe for carmakers such as Volkswagen and General Motors.上述人士表示,雷诺在中国将定位于一个价格适中的豪华品牌。该公司将寻求争夺中国市场的份额;对大众(Volkswagen)和通用汽车(General Motors)等汽车制造商来说,中国的销售增长多年来一直在抵消不断收缩的欧洲市场的影响。The Japanese company builds a suite of cars including its midsized Teana sedan in China, a model that uses a product platform that can support Renault models such as the Laguna sedan.日产在中国生产一系列汽车,包括中型的天籁(Teana)轿车,这款车型所用的产品平台也能持雷诺的一些车型,如拉古那(Laguna)轿车。Renault’s venture with Dongfeng will build cars and engines for both companies and start with an annual production capacity of 150,000 vehicles.雷诺与东风的合资企业将为两家公司制造汽车和发动机,首期年产能将达到15万辆。The French carmaker will officially announce the details of its strategy for China today.这家法国汽车制造商将在今日正式宣布其中国战略的细节。Renault, which owns 43.4 per cent of Nissan, has operated in alliance with the Japanese carmaker since 1999, leveraging joint products, purchasing and production to save billions of euros every year.持有日产43.4%股份的雷诺,从1999年起与这家日本汽车制造商携手运营,充分利用产品、采购和生产方面的联合,每年节省数十亿欧元的成本。Nissan and Renault’s individual joint ventures in China with Dongfeng are legally required to remain separate entities, unlike its operations in India, where the two operate as one business.日产和雷诺分别在华与东风组建的合资企业,依法必须是相互独立的实体,这与它们在印度运营一家合资企业的情况不同。But the original agreement signed between Nissan and Dongfeng in 2003 includes a provision to integrate Renault into what officials in the three companies refer to as a “prosperous triangle” in China.但是,日产和东风在2003年达成的最初协议,包含了一条拟在中国整合雷诺的条款,目的是形成三家公司高管所称的“金三角”。“I would expect China to be the area where the synergies and the alliances will be the best,” said Jérémie Papin, finance director of the Renault Nissan alliance.“我期望中国成为协同效应和联盟达到极致的地方,”雷诺-日产联盟(Renault Nissan alliance)财务总监杰瑞米#8226;帕潘(Jérémie Papin)表示。Renault’s lack of manufacturing capacity in China has made it an outlier among global car brands that have flocked to the country over the past couple of decades in search of growth.缺乏在中国的制造能力使雷诺在全球汽车品牌中成为一个局外者。过去20年来,全球汽车品牌纷纷到中国寻求增长。The French carmaker has sought to join its Japanese partner in sping its reach over the past decade in order to lessen its dependence on Europe, where the market has slumped to a 20-year low.雷诺在过去10年里寻求与日本合作伙伴一起扩张海外地盘,以减轻其对欧洲的依赖。目前欧洲市场已跌至20年低位。Nissan sold 1.25m vehicles in China last year in conjunction with Dongfeng and accounted for almost 60 per cent of the Chinese company’s net profit in the first six months of this year, according to Citi.花旗(Citi)数据显示,日产与东风的合资企业去年在中国销量达到125万辆,该合资企业在今年上半年占东风净利润的近60%。Dongfeng, based in Wuhan, eastern central China, has become China’s best-known carmarker outside the country thanks to joint ventures with Honda, Nissan, PSA Peugeot Citro#235;n and Renault, and its ongoing talks with Peugeot to take a stake in the French carmaker.总部位于华中城市武汉的东风,已成为海外最知名的中国汽车制造商,与本田(Honda)、日产、标致雪铁龙(PSA Peugeot Citro#235;n)和雷诺分别建立了合资企业,并且正与标致谈判,拟入股这家法国汽车制造商。 /201312/268914

Dear house: When I wake up, please turn on the lights, crank up the heat, play some tunes and brew my coffee.亲爱的房子:当我起床的时候,请打开电灯,调高室温,放点音乐,把我的咖啡煮好。Who hasn#39;t dreamt of a house that can take orders? Austin Powers#39;s bed rotates and plays bossa nova at his command. Wallace and Gromit, the animated Englishman and his dog, live in a house that can wake you, drop you into pants and sp jam on your toast -- though it never quite works as designed.谁不曾梦想拥有一座能够言听计从的房子?《王牌大贱谍》(Austin Powers)主角奥斯汀#12539;鲍尔斯的床就能在他的指令下旋转起来,播放巴萨诺瓦音乐。动画片《超级无敌掌门》(Wallace and Gromit)当中的英国人华力士和他的爱犬格罗米特就生活在一座可以叫你起床、给你穿裤子、给吐司抹上果酱的房子――只不过它总是不完全按照设计初衷来运转。While I#39;m still looking for the perfect Internet-connected toaster, I feel a little like Wallace. My #39;smart#39; house has a Nest thermostat, app-controlled Philips Hue light bulbs, Dropcam streaming security camera, Sonos wireless speakers and a few other automated thingamabobs. Yet for all that, my devices don#39;t know how to work together.虽然我还没有找到完美的联网烤面包机,但我感觉自己已经有点像华力士那样了。我的“智能”房屋有Nest温控器、靠应用程序控制的飞利浦(Philips) Hue灯泡、Dropcam的串流安监摄像头、Sonos无线扬声器和其他几样自动化的东西。然而,这些设备并不知道怎样协同工作。That#39;s because I need more devices! A few companies have begun selling hardware and apps that orchestrate different devices in your home so they talk to each other and to your phone. I#39;ve been testing three of these controllers, none of which charge a monthly fee: the 9 Revolv, Staples Connect and SmartThings.这是因为我还需要更多的设备!有几家公司已经开始出售协调住宅内不同设备、使之能相互沟通并与你的电话沟通的硬件和设备。我这段时间在测试三款这样的控制器。它们都不收取月费,分别是299美元的Revolv、99美元的Staples Connect和99美元的SmartThings。When I began playing around with these systems several weeks ago, I had the feeling we were on the cusp of solving the smart-home puzzle. So many startups are focusing on home automation and security, while big guns like Google (which just bought Nest) are quietly preparing their moves as well. But bringing any of the current options home will make your life unnecessarily complex. Hobbyists will enjoy tinkering with these systems, but for anybody else who cares about their marriages, children and sanity, my recommendation is to wait.几个星期前开始摆弄这些系统的时候,我感觉我们已经位于解答智能家居谜题的边缘。许许多多的初创企业都在专攻住宅自动化和住宅安全,同时谷歌(刚刚收购了Nest)等大牌企业也在悄悄地布局。但把目前这些解决方案中的任何一项拿回家去都会使你的生活变得不必要地复杂。玩家会喜欢鼓捣这些系统,但对于关心婚姻、孩子和心智健康的其他人来说,我的建议是再等等。When you automate your home with a hub today, physical controls, whether a light switch or coffeepot buttons, suddenly become unusable or screw up an automated program. You and your family will have to think in terms of programming your lives. And no single hub can yet talk to all smart devices.今天当你用某个控制中心实现住宅的自动化之后,实体操控装置(不管是电灯开关还是咖啡壶按钮)会在突然之间变得无法使用,或者与自动化程序不兼容。你和家人将不得不考虑怎样给生活编程。而且目前还没有哪一个控制中心可以跟所有智能设备对话。My house can now do some nifty tricks, like alerting my phone whenever a door opens, and turning on my porch light when I get a few blocks from home. But figuring it all out was time-consuming, expensive and occasionally screwball.现在我的房子可以耍一些巧妙的戏法,比如在家中某个房门打开的时候提醒我的手机,在我离家仅几个街区的时候打开门廊灯。但要全部搞懂,既费时又费钱,有时候还显得很奇怪。Smartening up a home begins with installing a hub. All three are about the size of a big sandwich, designed to be plugged into a home network and hidden away. The problems begin when they connect. SmartThings doesn#39;t have Wi-Fi, so it has to be plugged into a router. That#39;s fine if your router sits in the middle of your house, but my house is long and narrow, with the router at one end.住宅智能化首先是安装一个控制中心。我试用的这三款控制中心都是大号三明治大小,都是要接入住宅网络并且很隐蔽。联网的时候就开始出问题。SmartThings没有Wi-Fi,所以必须插入一台路由器。如果路由器位于房子的中央位置那还好说,但我的房子又长又窄,路由器放在了房子的一头。Revolv, wirelessly communicating from the middle of my house, seemed to do the best job sensing everything. But it couldn#39;t even reach wireless Insteon light bulbs on both ends of my house. I had to move them closer to make my hub happy.Revolv从房子中央通过无线方式交流,在感应所有东西方面似乎是最出色的。但它连房子两头的Insteon无线灯泡都接触不到。为了让这个控制中心满意,我不得不把灯泡移得更近一些。Sadly, that was just the beginning. When it comes to my morning routine, ideally a hub would know I was awake because my activity tracker would tell it I#39;m stirring. But none of the hubs yet talk to wearables like the Fitbit and the Jawbone Up. I installed three motion sensors outside my bedroom to alert my hubs.可叹的是,这仅仅是开始。处理晨间任务的时候,理想的情况是控制中心能够知道我已经醒了,因为我的活动跟踪器会告诉它我在忙乎。但还没有哪一款控制中心能跟Fitbit、Jawbone Up之类的可穿戴设备沟通。我在卧室外安装了三台动作感应器来提醒控制中心。Once I triggered a motion sensor, Revolv was the only one smart enough to complete all the tasks I asked it to do: Turn on lights, crank up my Nest thermostat, activate my Sonos speakers and turn on the power to my coffee maker. Revolv can do this in part because it has more radio transmitters than the competition.当我触发了动作感应器之后,只有Revolv的智能化程度能够完成我下达的所有任务:开灯、上调Nest温控器温度、激活Sonos扬声器、给咖啡机通电。Revolv之所以能够完成这些任务,一个原因是它的无线电发射器比竞争对手更多。Though Revolv tapped into my Nest unlike the others, a representative for Nest warned me that it isn#39;t an authorized use, and any software updates could disrupt the thermostat#39;s compatibility. For that reason, I can#39;t recommend these hubs for Nest owners. The three hubs do work with other thermostat makers.虽然Revolv实现了对Nest温控器的控制,有别于其他控制中心,但Nest公司的一名代表提醒我,这不是授权用途,如果软件升级,则有可能干扰温控器与控制中心的兼容性。因此我无法向Nest用户推荐这几款控制中心。这三款控制中心与其他温控器倒是兼容的。This brings up a core issue. Many device makers haven#39;t opened up their systems to home controllers because of concerns over security and technology standards. Without more cooperation, hub makers are unable to fulfill the dream of a fully automated home. The Staples hub maker says it doesn#39;t want to support unencrypted devices, and forges partnerships to ensure stability.这就带来了一个核心问题。出于安全和技术标准方面的考虑,许多设备生产商还没有向住宅控制装置开放系统。在没有更多合作的情况下,控制中心生产商就无法实现住宅全自动化的梦想。Staples控制中心生产商说,它不想持未加密设备,并通过与设备制造商结成合作关系来确保稳定。Getting the software right is another challenge. All three hubs let you turn on and off devices via your smartphone. But programming automatic routines requires solving logic puzzles the likes of which you see on the LSAT: If the hub senses A during B time of day, then it will do C, but only if D isn#39;t around.设置软件又是一重挑战。三款控制中心都允许你通过智能手机打开、关闭设备。但编写自动化的日常事务需要解决一些类似于法学院入学考试的逻辑题:如果控制中心在一天的A时刻感知到B事件,那么它将执行C任务,但前提是D事件没有发生。The best software of the lot, by far, was SmartThings. With it, you build commands around specific needs and moments. I used its #39;rise and shine#39; template to tell it to look for action on a sensor between 6:45 a.m. and 8 a.m., and then turn on lights, speakers and my coffeepot. Another program turns off all of those things when I -- or at least my phone -- leaves the house. But sometimes those programs would inexplicably fail -- and I couldn#39;t tell if it was my bad programming, or something wrong with the system.目前为止软件做得最好的是SmartThings。它是围绕具体的需求和时刻来建立指令。我用它“起床晒太阳”的模板让它在早上6点45分至早上八点的时间段内留意一个传感器上的动作,然后打开灯光、扬声器和咖啡壶。另一个程序在我(至手是我的手机)离开房子的时候把这一切都关掉。但有时候这些程序不知何故失灵了,我也不知道是我编程不对,还是系统出了问题。Staples Connect offered some of the same capabilities, but in an interface that was much more difficult to use and often more buggy.Staples Connect也有一部分相同的功能,但它的界面用起来难了很多,而且常常显得更加神经兮兮的。Revolv may have been the hero at connecting to the most devices, but it software lacks the ability to understand conditions, like time of day. I could create a #39;good morning#39; routine to be activated by the motion sensor, but if I got up in the middle of the night, the program would kick off then, too. One Sunday night, it kicked off my morning routine over and over, with lights blazing and heater blasting. I#39;m sorry, Revolv, but I just unplugged you. The company, says it is working on adding conditions to the app.在连接设备最多这一点上,Revolv可能算是最佳的,但它的软件缺乏理解条件(比如时刻)的能力。我可以设置一串“早上好”的指令,由动作感应器来激活,但如果我在半夜起床,程序也会激活。一个星期天的晚上,它一遍又一遍地启动我早上要做的那些事情,灯光刺眼、温控器热浪袭人。对不起Revolv,但我只能拔掉你的电源了。Revolv公司说,它正在为应用程序增加条件。My experience speaks to a broader problem. Our lives often have a rhythm, but it will require a much more sophisticated artificial intelligence to program a house around the way we live. Sometimes I want the lights off at 11; other times, people come home late. I#39;d like to be alerted if there#39;s unexpected motion at home, but not if it#39;s a cat.我的体验揭示了一个更大的问题。我们的生活常常是有节奏的,但要围绕我们的生活方式来给住宅编程,目前人工智能的复杂程度还远远不够。有时候我想在11点钟熄灯,还有些时候大家回家较晚。如果屋内有意外动作,我希望获得提醒,但如果是一只猫那就算了。It#39;s easy to see how home automation will advance -- all of the hub makers say they#39;re regularly rolling out updates to make their software more intuitive and compatible with more devices. But my life needs more flexibility than what today#39;s hubs can handle.住宅自动化的进步可以很容易看得到――所有控制中心生产商都说,它们正在不断地推出更新,让软件更加直观、与更多的设备兼容。但我的生活需要的灵活机动性,超出了今天的控制中心能够应付的水平。 /201402/277285

You’ve heard of the sharing economy? How about the subscription economy?你一定听说过共享经济吧?那么你知道订阅式经济吗?It’s actually not that new: Businesses have been selling monthly subscriptions for all sorts of goods and services for years—magazines like Fortune come to mind. But more recently, all sorts of unexpected industries have started dabbling in subscription-based business models, offering anything from online software to toothbrushes to genome sequencing for a flat monthly fee.实际上,这种模式并不新鲜:多年以来,许多公司一直在销售按月订阅的各种商品和务,比如《财富》杂志(Fortune)。但最近,各种令人意想不到的行业纷纷开始采用订阅式商业模式,按每月固定费率提供从在线软件到牙刷,再到基因组测序等各种商品和务。One of the companies leading this charge is Zuora, a Foster City, Calif.-based startup founded by former WebEx and Salesforce.com CRM 0.84% executives. The company sells software that helps other firms move towards a subscription-based revenue business model, including tools for billing, accounting and analytics. This week, Zuora unveiled the latest version of what it calls “relationship business management” software—a suite that lets companies transition and maintain a shift from a traditional to a subscription-based revenue model. (And yes, Zuora sells its product on a subscription basis.)而这方面的领军者之一是来自加州福斯特市的初创公司祖睿科技(Zuora)。这家公司由原网讯公司(WebEx)和客户关系管理务公司Salesforce.com的高管们组建而成。它销售的软件帮助其他公司进一步推行订阅式商业模式,包括计费、会计和分析工具。本周,祖睿科技推出了最新版的“业务关系管理”软件——这套软件帮助公司完成从传统收入模式向订阅式收入模式的转变。(没错,祖睿科技也是采用订阅的方式销售自己产品。)“[Relationship business management solutions] are an emerging class of software focused on building, managing and optimizing the ongoing customer relationships that are the lifeblood of a subscription businesses,” the company says in a recent press release.这家公司在最近的新闻发布会中表示:“(业务关系管理解决方案)是一种聚焦于建立、管理和优化订阅式企业生命线,也就是动态客户关系的新兴系列软件。”But the real news is that more and more industries are dipping their toes—a rare few even jumping in head-first—to a subscription-based, recurring revenue model. At an event hosted by Zuora this week, several of these companies came together to discuss the shifting landscape and its opportunities and challenges. At the obvious top of the subscription-based model list are cloud software companies like Salesforce.com and Box, which have always charged a monthly per-user fee for their online enterprise products. But this week’s event was also attended by a telecom firm, an online toothbrush seller and a biotechnology company, among others. Their reasoning? People today would rather subscribe to services than pony up the cash to own products.但真正的新闻在于,越来越多的行业正在涉足订阅式经常性收入模式,虽然很少有公司会不计后果地跳进来。在本周祖睿科技举办的一次活动上,几家进行这类尝试的公司共同讨论了模式转变的趋势,以及所面临的机遇与挑战。订阅式商业模式处于领先的是云务公司Salesforce.com和Box,他们从最开始便采取对用户按月收费的方式。但在本周的活动上,还出现了一家电信公司,一家在线牙刷经销商,以及一家生物科技公司。他们为什么也来参加此次活动呢?如今,人们宁愿订阅务,也不愿意付现金来购买产品。Innovators like Netflix NFLX 0.42% , Zipcar CAR 2.28% and Spotify have certainly proven that subscriptions can work for more than just software. Should all industries make the switch?奈飞(Netflix)、网上租车公司Zipcar和流媒体务公司Spotify等创新型公司,已经明了订阅不仅仅适用于软件行业。那么,是不是所有行业都应该转变商业模式?The answer is complicated. Subscriptions should certainly be an option for consumers, regardless of the product type. Consumer behavior, especially among younger people, is changing, and the need to own and house goods—from music to cars to physical documents—is waning. While Wall Street grapples with how to evaluate some of the subscription-only companies (à la Box), it has clearly worked up an appetite for a recurring revenue model that gives companies all sorts of new ways to engage with old and new customers. But transitioning isn’t easy, and each company needs to evaluate the needs of its customer base—and how subscriptions could potentially open the door to new users.这个问题比较复杂。不论哪种产品,订阅都只是消费者的一种选择。消费者的行为在不断变化,尤其是年轻一代消费者。不论是音乐、汽车还是物理文档,对消费者来说,拥有和储存商品的必要性正在减弱。华尔街对于如何评估以订阅为唯一收入来源的公司一直存在争议,但它作为一种经常性收入模式却引起了人们浓厚的兴趣,因为这种收入模式可以给所有类型的公司提供一种新的方式,吸引新老客户。要完成转变却并不容易,每家公司必须评估各自客户群体的需求,以及如何通过订阅来吸引新用户。Case in point: Last year, Adobe Systems ADBE 2.20% decided to transition its software suite for creatives to the cloud. The move was far from flawless—a recent hours-long outage irked users—but the results have mostly been positive. The company says 20% of customers that are purchasing the updated online tools weren’t Adobe customers before the switch. And now that the software is cloud-based, Adobe can better track how customers are using it and constantly push updates to individual users.这方面有一个很好的例子:去年,Adobe系统公司(Adobe Systems)决定将创意软件套件向云软件转型。这次转型谈不上完美——最近一次长达数小时的务中断令用户大为恼火——但结果总体令人满意。这家公司表示,购买升级版在线工具的消费者有20%是转型之后的新客户。通过转型云软件业务,Adobe可以更好地跟踪用户对产品的使用,向用户持续推送软件更新。“We were really trapped inside the box that we shipped—both literally and figuratively,” David Wadhwani, SVP and GM of Adobe’s digital media division, said at this week’s event. (Adobe is not a Zuora customer.)在本周的活动上,Adobe系统公司高级副总裁兼数字媒体部门总经理戴维o瓦德瓦尼说:“过去,我们真的是被我们自己的包装盒给困住了,无论是盒子本身,还是象征意义上的盒子来说,都是如此。”(Adobe不是祖睿科技的客户。)Other companies who have made the switch have found they’re able to attract a broader customer base by offering a subscription-based model, which has a much lower upfront cost to consumers. But the transition is sometimes easier on the customer than on the company, where the transformation to a new business model can be incredibly disruptive to the way sales and marketing is run. (Incentivizing and commissioning salespeople with this model is particularly challenging).其他完成转型的公司发现,通过提供订阅模式可以吸引更多客户,因为在该模式中,消费者的预付成本更低。但有时候,消费者的转变要比公司转型容易得多。公司采用新业务模式对销售和市场营销的运营模式带来的颠覆性干煸超乎人们的想象。(在这种模式下,对销售人员进行物质激励和任命,尤其具有挑战性。)“It is an organizational issue,” says Mark Field, CTO and VP of software services at LifeTech, a biotech company owned by Thermo Fisher Scientific TMO 0.68% . “Our processes were set up to support selling instruments.”商务科技公司LifeTech首席技术官兼软件务副总裁马克o菲尔德认为:“这是一个组织结构问题。我们流程的最终目的是要为仪器销售提供持。”LifeTech公司的母公司是赛默飞世尔科技公司(Thermo Fisher Scientific)。Zuora and its investors are, of course, extremely bullish on the growth of the subscription economy, and believe there are lots of untapped industries that will also jump on the bandwagon, from manufacturing to legal services to education. And even if you’re not buying your toothbrush via a monthly subscription service, chances are you’re aly part of the subscription economy yourself. The way we consume movies, listen to music, or even drive around in cars, is changing. Zuora hopes the trend will continue.当然,祖睿科技及其投资者非常看好订阅式经济的发展前景。他们相信,不论是制造业、法律务业还是教育行业,这些未经开发的行业也将跟随潮流。即便你没有通过按月订阅务购买牙刷,但你可能早已成为订阅式经济的一份子。我们看电影、听音乐或驾车出行的方式正在发生变化。祖睿科技希望,这个趋势能够持续下去。 /201406/305477


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