2019年catti二級(jí)筆譯模擬試題：寶潔創(chuàng)新機(jī)器的內(nèi)情

　　漢譯英

　　寶潔創(chuàng)新機(jī)器的內(nèi)情

　　寶潔首席執(zhí)行官A.G.雷富禮給寶潔的創(chuàng)新過程添加了創(chuàng)造力和嚴(yán)謹(jǐn)。

　　在過去的兩年中，保潔公司把它的新產(chǎn)品命中率從70%提高到90%。這在寶潔所屬的行業(yè)中非常了不起，據(jù)一家名為“信息資源“的市場調(diào)查公司的研究，這個(gè)行業(yè)一半的新產(chǎn)品的壽命還不到一年�！拔谊P(guān)注寶潔18年了，” 德意志銀行的分析員安德魯·肖說，“它現(xiàn)在的業(yè)績前所未有的好。”

　　內(nèi)生增長，即企業(yè)不依靠并購，而是靠自身核心業(yè)務(wù)的擴(kuò)大而獲得的增長，是寶潔轉(zhuǎn)變的根基。根據(jù)雷富禮的觀點(diǎn)，內(nèi)生增長加強(qiáng)了企業(yè)的創(chuàng)新能力。

　　大型企業(yè)普遍致力于創(chuàng)新，不斷發(fā)展其品牌，可口可樂，卡夫和聯(lián)合利華就是個(gè)例子。據(jù)波士頓咨詢公司最近對若干公司高管進(jìn)行的一項(xiàng)調(diào)查，超過三分之二的企業(yè)高管優(yōu)先考慮創(chuàng)新，但57%的高管對創(chuàng)新的投資回報(bào)感到不滿意。

　　拉夫雷有一個(gè)大公司創(chuàng)新模型：

　　1. 保潔公司首席營銷官吉姆斯坦格爾已經(jīng)不像過去那樣一來焦點(diǎn)小組訪談這樣的傳統(tǒng)消費(fèi)者調(diào)查手段了。

　　他說：“你無法從中得到任何有真實(shí)見解的意見�！彼�還說，寶潔和它的對手們已經(jīng)滿足了消費(fèi)者較為明顯的需求，現(xiàn)在的機(jī)會(huì)僅在于滿足消費(fèi)者們尚無法表述清楚的需求。

　　所以，他要求營銷人員多花些時(shí)間在消費(fèi)者家里，看看他們?nèi)绾未┮拢�如何清潔地板，了解他們的�?xí)慣和令他們沮喪的事情。

　　2. 保潔公司共有7500名研發(fā)人員，分布在9個(gè)國家。為了從如此廣大的地域手機(jī)反饋信息，公司鼓勵(lì)員工把自己想到的問題貼到公司內(nèi)部網(wǎng)站上。

　　拉夫雷對員工們在網(wǎng)站上分享的意見上進(jìn)行評(píng)估，并在每個(gè)業(yè)務(wù)單位的為期半天的年度“創(chuàng)新回顧”會(huì)議上公開他自己的研究結(jié)果。

　　3. 拉夫雷說，他的目標(biāo)是讓寶潔一半的創(chuàng)新來自公司外部，現(xiàn)在的比例已從四年前的20%上升到今天的35%。他解釋說：“發(fā)明家在人口中是平均分布的，因此不僅可以在我們的實(shí)驗(yàn)室里得到發(fā)明，在車庫里也同樣可以得到。

　　4. 寶潔從不未經(jīng)市場測試就推出新產(chǎn)品。但消費(fèi)者試用非常耗時(shí)，這種時(shí)間上的奢侈，對于寶潔高管們來說是越來越少了。

　　寶潔選美皇后蘇珊·阿諾德說：“我們沒有時(shí)間做到事無巨細(xì)。這個(gè)行業(yè)的根基是潮流和時(shí)尚，必須靠直覺�！�

　　通過削減市場測試時(shí)間，寶潔把從實(shí)驗(yàn)室研發(fā)到大批量投放市場的新品開發(fā)周期從原先的3年縮短到18個(gè)月。

　　5. 拉夫雷認(rèn)為寶潔需要推銷的不僅是產(chǎn)品本身，而且是消費(fèi)者對產(chǎn)品的體驗(yàn)，包括產(chǎn)品的外形，氣味和使用時(shí)的感受。

　　三年前，他在公司設(shè)了一個(gè)設(shè)計(jì)主管崗位，由資深女員工克勞迪婭·考奇卡擔(dān)任，直接接受他的領(lǐng)導(dǎo)。原先，她手下的設(shè)計(jì)師僅僅設(shè)計(jì)標(biāo)識(shí)和包裝，工作辛苦但默默無聞。

　　而現(xiàn)在，他們參與產(chǎn)品開發(fā)的各個(gè)方面。公司開發(fā)玉蘭油新生護(hù)膚系列產(chǎn)品時(shí)，他們就協(xié)助研制了配方和香型。

　　6. 為激勵(lì)增長，有些公司為創(chuàng)新者提供豐厚的獎(jiǎng)金或從公司聘請明星。雷富禮從沒做過這樣的事。他說，他沒必要改變薪酬體系，無法和別人分享觀點(diǎn)的管理人員根本得不到提升。

　　他也采用適度的獎(jiǎng)勵(lì)手段激勵(lì)基層員工，比如他會(huì)給提出創(chuàng)造性的想法的員工50股的股票期權(quán)，并且在寶潔內(nèi)部的網(wǎng)站上為創(chuàng)新者慶祝。

　　參考譯文

　　A.G. Lafley, the CEO of Procter and Gamble, has brought a lot of creativity and rigor to P&G’s innovation process.

　　During the past 2years P&G has raised its new-product hit rate from 70% to 90%. That’s terrific in an industry where half of new products fail within 12 months, according to market research firm Information Resources. ‘In the 18 years that I’ve followed Procter,’ says Deutsche Bank analyst Andrew Shore, ‘I have never seen the company this good.’

　　Organic growth – meaning growth from core businesses, excluding gains from acquisitions – is at the root of P&G’s transformation. According to Lafley, organic growth strengthens a company’s ability to innovate.

　　Coke, Kraft and Unilever are just a few of the giants that are struggling to innovate and build the brands they already have. According to a recent Boston Consulting Group survey of senior executives, more than two-thirds say innovation is a priority, but 57% are dissatisfied with the returns on their innovation investments.

　　Lafley has a model for innovating in a big company:

　　Jim Stengel, Procter’s Chief Marketing Officer, has cut his reliance on focus groups – the conventional method for studying consumers.

　　‘You don’t really learn anything insightful,’ he says, contending that P&G and its rivals have already met consumers’ obvious needs and that today’s opportunities lie in meeting needs that consumers may not articulate.

　　So he has urged the marketers to spend lots of time with consumers in their homes, watching the ways they wear their clothes, clean their floors, and asking them about their habits and frustrations.

　　Procter and Gamble has 7500 R&D people located in nine countries. In order to collect feedback over this vast area, the company encourages employees to post problems on an internal website.

　　Lafley evaluates the ideas that have been shared between employees. Each year he presents his finding in half-day innovation reviews’ for each business unit.

　　Lafley says that his goal is to get half of P&G’s invention from external sources, up from 20% four years ago and about 35% today. ‘Inventors are evenly distributed in the population, and we’re as likely to find invention in a garage as in our labs,’ he explains.

　　It’s not the P&G way to put out a product without test-marketing it. But consumer testing takes time – a luxury that P&G executives increasingly don’t have.

　　Says Susan Arnold, P&G’s beauty queen: ‘We don’t have time to cross all the T’s and dot all the I’s. This business is trend-based and fashion-based. You have to be intuitive.’

　　By cutting down on test marketing, P&G has reduced product launch time from laboratory to roll-out from three years to eighteen months company-wide.

　　Lafley believes that P&G needs to market not just the product itself but the consumer’s experience of the product- how it looks, smells and feels.

　　Three years ago he added a head of design at P&G, a company veteran named Claudia Kotchka, who reports directly to him. Her designers used to labour in anonymity on logos and packaging.

　　But they are now deeply involved in all aspects of product development. For Olay Regenerist, they helped with the formulation and the fragrance too.

　　In an attempt to encourage growth, some companies offer fat bonuses for innovation or hire stars from outside. Lafley hasn’t done either of those things. He doesn’t need to revamp pay schemes, he says, noting that managers who fail to share ideas simply do not get promoted.

　　He does motivate the rank and file by giving out modest rewards, such as giving 50 stock options, for creative ideas and by celebrating innovators on P&G’s internal website.