英语翻译Doing soappears to be uncommon,however.A recent study fo

英语翻译
Doing soappears to be uncommon,however.A recent study found that managers tended torely on supply-based attributes (i.e.,what companies sell) in identifyingcompetitors,rather than demand- or customer need-based attribute (i.e.,whatcustomers need).Further,managers tend to identify too few firms as competitorsand are especially likely to omit new firms or potential competitors.Storiesof experienced managers who “know their business and are surprised by thesudden emergence of a new competitor that operates in a different way arelegion.For an example of how firms create new market space not bound by oldindustry definitions,see Exhibit 4.1
Exhibit4.1 Creating New Market Space
W.Chan Kimand Renee Mauborgne argue that one way to avoid cutthroat,head-to-headcompetition,in rapidly growing markets as well as those that are flat orgrowing slowly,is to find new “market space,” as they call it,that defiesconventional boundaries of industry competition.By looking across substituteindustries or to complementary product and service offerings that go beyongdwhat an industry has traditionally offered,companies can rethink thefunctional and emotional orientation of their industry and help shape industrytrends to their own advantage.Cisco Systems created new market space in thisway when it recognized that doubling of the number of Internet users every 100days was creating demand for high-speed data exchange that was not beingadequately served by existing industries.Today,more than 80 percent of alltraffic on the Internet flows through Cisco’s routers,switches,and othernetwork devices,on which Cisco’s earns margins in the 60 percent range.Creating new market space can be attractive,indeed!
Source:W.Chan Kimand Renee Mauborgne,Creating New Market Space,” Harvard Business Review.January-February 1999,pp.83-93
THEMARKET IS ATTRACTIVE:WHAT ABOUT THE INDUSTRY?
Asconsumers and business people t\have become hooked on cell phones,the marketfor mobile communication has grown rapidly.By most measures,this is a large,growing,and attractive market.But are sell phone manufacturing and cellularservices attractive industries?An industry’s attractiveness at a point in timecan best be judged by analyzing its driving forces,its critical successfactors and the degree to which a management team can perform on these factors,and especially the five major competitive forces:rivalry among presentcompetitors,potential competitors,the bargaining power of suppliers,thebargaining power of buyers,and the threat of substitute products.

Doing so appears to be uncommon,however.
然而,这样做显得与众不同.
A recent study found that managers tended torely on supply-based attributes (i.e.,what companies sell) in identifyingcompetitors,rather than demand- or customer need-based attribute (i.e.,whatcustomers need).
最近的研究发现,管理者倾向于根据基于供应的属性（即公司销售什么）,而不是根据需求或者消费者的需求属性（也就是消费者需要什么）来鉴别竞争者.
Further,managers tend to identify too few firms as competitors and are especially likely to omit new firms or potential competitors.
进而,管理者往往把很少的公司视为竞争者,尤其是很可能漏掉新的公司或者潜在的竞争者.
Stories of experienced managers who “know their business and are surprised by the sudden emergence of a new competitor that operates in a different way are legion.
那些洞悉本业的资深经理人,对突然出现的用不同方式运作的新竞争者大吃一惊,这类故事比比皆是.
For an example of how firms create new market space not bound by old industry definitions,see Exhibit 4.1
不拘泥于老的业界框框,公司如何创造新的市场空间的例子,请看4.1节
Exhibit4.1 Creating New Market Space
W.Chan Kimand Renee Mauborgne argue that one way to avoid cutthroat,head-to-head competition,in rapidly growing markets as well as those that are flat orgrowing slowly,is to find new “market space,”
W.Chan Kimand Renee Mauborgne 认为在急速成长的以及那些平稳或者成长缓慢的市场避免残酷的白刃化竞争的方法是发现新的“市场空间”.
as they call it,that defies conventional boundaries of industry competition.
顾名思义,那将挑战产业竞争的传统边界.
By looking across substitute industries or to complementary product and service offerings that go beyong what an industry has traditionally offered,companies can rethink the functional and emotional orientation of their industry and help shape industry trends to their own advantage.
通过寻找替代产业或者超越传统供给的互补产品和服务,公司能够重新思考产业的功能和情感（?）,并且帮助产业获取自己的优势.
Cisco Systems created new market space in this way when it recognized that doubling of the number of Internet users every 100 days was creating demand for high-speed data exchange that was not being adequately served by existing industries.
当思科公司意识到100天即翻番的英特网用户正产生对高速数据交换的需求,而现存产业却没有为其提供充分服务时,它通过这种方式创造出新的市场空间.
Today,more than 80 percent of all traffic on the Internet flows through Cisco’s routers,switches,and other network devices,on which Cisco’s earns margins in the 60 percent range.
今天,经由思科的路由器,交换机和其它网络设备的因特网数据流量超过80%.
Creating new market space can be attractive,indeed!
创造新的市场空间确实引人注目!
Source:W.Chan Kimand Renee Mauborgne,Creating New Market Space,” Harvard Business Review.January-February 1999,pp.83-93
来源：1999 1-2月《哈佛商业评论》W.Chan Kimand Renee Mauborgne《创造新的市场空间》 ,83-93页
THE MARKET IS ATTRACTIVE:WHAT ABOUT THE INDUSTRY?
市场有吸引力：其产业怎么样?
As consumers and business people have become hooked on cell phones,the market for mobile communication has grown rapidly.
消费者和商人对手机着迷,移动通信市场迅速成长.
By most measures,this is a large,growing,and attractive market.
从很多方面衡量,这都是一个巨大,成长中并且有吸引力的市场.
But are sell phone manufacturing and cellular services attractive industries?
An industry’s attractiveness at a point in time can best be judged by analyzing its driving forces,its critical success factors and the degree to which a management team can perform on these factors,and especially the five major competitive forces:
在某个时间点,一个产业是否有吸引力可以很好地判断.那就是通过分析它的驱动力、关键的成功因素以及管理团队在多大程度上能够实现这些因素,特别是分析五种主要竞争力：
rivalry among present competitors,potential competitors,the bargaining power of suppliers,the bargaining power of buyers,and the threat of substitute products.
当前竞争者之间的竞争,潜在竞争者,供应商的议价能力,买家的议价能力,来自替代品的威胁.