当前位置:黑龙江地方站首页 > 龙江新闻 > 正文


2019年06月27日 16:22:17    日报  参与评论()人

福建省立医院金山分院无痛人流好吗福建中医学院附属人民医院泌尿外科新厝镇保胎多少钱 To fully grasp the prescience of Mihael Mikek, a co-founder of Celtra, the advertising technology company, requires an exercise of mental time travel.要完全理解广告科技公司Celtra联合创始人米哈尔#8226;米凯克(Mihael Mikek)的先见之明,就得先来场思想上的时光穿越。Return, for a moment, to 2005. The iPhone is still two years away and most of us are talking on BlackBerrys or flimsy flip phones. The biggest money to be made in mobile is in the sale of ringtones and screen wallpaper.让我们暂且回到2005年。当时iPhone还有两年才上市,我们大多数人用黑莓(BlackBerry)或者轻薄的翻盖手机打电话。移动业务中最赚钱的是销售手机铃声和壁纸。(上图为Celtra联合创始人米哈尔#8226;米凯克和马娅#8226;德罗克)But Mr Mikek, then a first-year MBA student atBabson’s Olin Graduate School of Business, sees an industry with enormous potential. Although it would be a few years before he and his co-founders — his wife, Maja Drolec, also a Babson MBA and the company’s chief financial officer, and Matevz Klanjsek, Celtra’s chief product officer — begin to focus on ways to make mobile advertisements more effective, they all saw the budding power of mobile.但当时还是巴布森学院奥林商学院(Babson Olin Graduate School of Business)一年级MBA学员的米凯克,看到了一个潜力巨大的行业。尽管他和其他合伙创始人在几年后才致力于提高移动广告的有效性,但他们全都看到了移动业务崭露头角的力量。米凯克的合伙创始人包括他的妻子马娅#8226;德罗克(Maja Drolec),她同样是巴布森的MBA学员,现在担任Celtra首席财务官;以及公司首席产品官马特兹#8226;克兰烈塞克(Matevz Klanjsek)。“We were looking for ideas and we all believed mobile was interesting,” says Mr Mikek. “But to catch a wave like this — to catch an industry that has disrupted so many things — that was big.”米凯克表示:“当时我们正在寻找创业点子,我们全都相信移动业务很有吸引力。但要抓住这样的浪潮,抓住一个颠覆如此多事物的行业,并不是一件容易的事情。”Founded in 2006, Celtra’s software AdCreator — now in its fourth iteration — helps businesses create rich media ads that use animation, audio, or other interactive elements, optimised for different devices and formats. Using data, other signals and triggers such as a mobile user’s location, Celtra’s platform also ensures marketers deliver relevant ads to their intended audience.Celtra创建于2006年,它开发的软件AdCreator(现在已是第四版)使用动画、音频和视频或者其他互动方式,帮助企业制作丰富多的媒体广告,并针对各种设备和格式进行优化。利用数据、信号、以及移动用户位置等其他触发信息,Celtra的平台还能确保营销人员向目标受众发送相关广告。Ad tech is a booming industry. According to eMarketer, the internet market research group, the global mobile advertising market is projected to surpass 0bn in 2016, of which mobile will account for more than 50 per cent. Celtra has a tiny but growing sliver of that market. This year the company, which is based in Boston, will serve more than 50bn ads and earn a projected revenue of m, nearly double what it earned in 2014.广告技术是一个蓬勃发展的行业。互联网市场研究集团eMarketer表示,预计2016年全球移动广告市场规模将超过1000亿美元,其中移动业务的比例将超过50%。Celtra在该市场只占非常小的份额,但规模却在不断增长。今年这家总部位于波士顿的公司将会为逾500亿美元的广告提供务,预计实现3700万美元收入,几乎是2014年收入的两倍。The rise of programmatic advertising, which uses automated computer systems and sophisticated algorithms to deliver ads across the internet, is another boon to Celtra.程序化广告的兴起对Celtra来说是另一个福音。程序化广告是指使用自动计算系统和复杂算法在互联网上投放广告。In some ways, the three founders make for an unlikely team. Mr Klanjsek studied architecture and design and previously worked in advertising. “I never had a desire to be an entrepreneur,” he says plainly. “I just wanted to do advertising.”从某些方面来说,这3位创始人不太可能组成一团队。克兰烈塞克学的是建筑和设计专业,早先从事广告设计工作。他坦率地说:“我从未想过当一名企业家。我只想做广告。”Ms Drolec also admits to being a reluctant entrepreneur and still talks enthusiastically about one day pursuing a career in social work. She also had reservations about starting a company with her husband. “To be frank, I didn’t think that us working together would be [for] the best,” she says.德罗克也坦承不想创业,仍然充满热情地说起总有一天会投身社会工作。她对与丈夫一起开公司也持保留态度。她说道:“坦率地说,我不认为我们合作将会得到最好结果。”However, Mr Mikek, the unabashed visionary of the group, insists: “We complement each other. Maya was always really good with numbers, Matevz wanted to change advertising for the better and I wanted to build a big business. When you put those things together, it becomes pretty powerful.”然而,作为团队中毫无疑问的远见者,米凯克坚称:“我们彼此互补。马娅一向精于数字,马特兹希望把广告变得更好,而我想创办一家大企业。当你把这些事情综合起来的时候,它就变得非常强大。”The founders all grew up in Slovenia and came of age when the country gained independence. “After [that] the world started to open up a little bit more,” says Mr Mikek. “Many people in our generation started to go out and study abroad.”几位创始人从小在斯洛文尼亚长大,在该国赢得独立之际成年。米凯克说:“那之后世界开始开放了一点点。我们这一代人有许多开始走出去,并去海外留学。”Mr Mikek was the first to enrol at US-based Babson, where he won a place in the school’s signature class — the Entrepreneurship Intensity Track — a specialised elective for those who plan to launch a venture shortly after they graduate. His class project was a mobile payments company, which Bill Bygrave, professor emeritus at Babson, admits he was dubious about. “It wasn’t obvious to me that there was a great market for it. But along came the smartphone and that changed the world,” he says.米凯克是首批进入美国巴布森学院学习的学生,并赢得了进入该校“特色班”——“创业强度追踪项目”(Entrepreneurship Intensity Track)——的一个名额,这是为那些计划在毕业后不久就创业的学员准备的专业选修班。他的班级项目是一个移动付公司,巴布森学院荣誉教授比尔#8226;贝格雷夫(Bill Bygrave)承认,他曾对此感到怀疑。他说:“我看不清这是否是一个大市场。但后来出现了智能手机,改变了世界。”After they graduated, Mr Mikek and Ms Drolec toyed with a range of mobile-related business ideas. They later met Mr Klanjsek on a trip to London and began to hatch the company that would eventually become Celtra.米凯克和德罗克在毕业后尝试过一系列移动业务的点子。他们后来在去伦敦的旅途中遇到了克兰烈塞克,并开始筹办后来的Celtra。Their initial idea was to create a web-based marketing platform for entertainment clients, mainly Hollywood studios, to publicise their films via social channels. “Quite honestly, we knew nothing,” recalls Mr Klanjsek. “In the early stage we had the freedom to explore. It was tough but it was magical in a way.”他们最初的想法是,为业客户(主要是好莱坞电影公司)创建一个基于网络的市场营销平台,通过社交渠道宣传他们的影片。克兰烈塞克回忆道:“说实在的,当时我们什么也不知道。一开始我们随便摸索。这很艰难,但在某种程度上来说也很神奇。”Having raised a modest round of seed money from their families, Ms Drolec and Mr Mikek worked from their flat in Cambridge and Mr Klanjsek worked from his in London and later San Francisco. They also commissioned a small group of developers in Slovenia to write code and hustled for every scrap of business. “We probably did 15 campaigns but we pitched hundreds,” says Mr Mikek. “We went to literally every company in Hollywood.”在从家里筹得一小笔种子资金之后,米凯克和德罗克在剑桥的公寓、克兰烈塞克在伦敦(后来在旧金山)的公寓开始了工作。他们还委托斯洛文尼亚的一个小开发团队写代码,并努力争取每一笔业务。米凯克表示:“我们大概做了15笔生意,但我们向数公司推销了自己。我们真的去了好莱坞的每一家公司。”Eventually big name studios, including 20th Century Fox, New Line Cinema, and Warner Bros, signed on to use Celtra’s service for movie release campaigns such asSex and the City and What Happens in Vegas.最终,包括20世纪福克斯电影公司(20th century Fox)、新线电影公司(New Line Cinema)以及华纳兄弟(Warner Bros)在内的大型电影公司,在《欲望都市》(Sex and the City)和《情迷》(What Happens in Vegas)等电影的发行活动中签约使用Celtra的务。In 2009, RSG Capital, a Slovenia-based venture capital fund, invested .2m in Celtra. Two years later, as Celtra expanded its client roster to include other companies such as Viacom, Pandora, and Shazam, it raised m from GrandBanks Capital and Fairhaven Capital, both Boston-based VC firms.2009年,总部位于斯洛维尼亚的风投基金RSG Capital向Celtra投资了120万美元。两年后,随着Celtra将其客户名单扩大至维亚康姆(Viacom)、潘多拉(Pandora)和音乐雷达(Shazam)等其他公司, 它从GrandBanks Capital和Fairhaven Capital这两家波士顿风投公司那里筹集了500万美元。It was “really tough to get the first believers”, says Ms Drolec, but their Babson roots helped pave the way for investment. “Business school gives you a passport to US business,” she says. “We’re immigrants, so venture capitalists and institutional investors can’t just call up three of their friends to check on us. [Babson] gave them a reference point. It made us legit.”德罗克表示,“说最初这批人真的非常难”,但他们的巴布森学院出身为获得投资铺平了道路。她说:“商学院为你进入美国商界提供了敲门砖。我们是移民,因此风险资本家和机构投资者不能只是叫上几个朋友来调查我们。(巴布森学院)给了他们一个参考标准。它让我们变得有资格。”The investment meant the business became much more real. “Everything needed to be done by the book: we needed structure and employment contracts,” says Ms Drolec, who found the financial skills she learnt at Babson useful. “Up until three years ago, I put together our consolidated financials. I needed to understand every line.”获得投资意味着公司更加接近现实。德罗克表示:“所有事情都得照章办事:我们需要架构和雇佣合同。”德罗克发现在巴布森学到的财务技能非常有用。“直至3年前我才完成了我们的合并会计报表。我需要理解每一行的意思”。In 2013, Celtra received another m in venture funding led by SoftBank Capital, and today Celtra has 140 employees and more than 400 clients.2013年,Celtra收到了软银资本(SoftBank Capital)领投的400万美元风投资金,现在Celtra有140名员工,以及逾400个客户。For now, the company is focused on “maximising shareholder value” and “constantly delivering” on its plans, says Mr Mikek.米凯克表示,就目前而言,Celtra致力于“股东价值最大化”和“不断实现”计划。 /201506/382731福清痔疮

福清无痛人流去哪个医院好福清三山镇哪家医院治疗龟头炎最好 福清东瀚镇医院割包皮费用

东瀚镇做产前检查哪家医院最好的In 1998, as Russia’s Mir space station travelled hundreds of miles above the earth, Jonney Shih was monitoring its progress with particular interest down on the ground in Taiwan. The chairman of Asus was keen to know how the company’s laptops were faring in the stressful conditions on a 637-day trip into space.1998年,当俄罗斯的和平号(Mir)空间站在地球上空数百英里处运行时,施崇棠(Jonney Shih)在台湾密切关注着进展。这位华硕(ASUS)董事长渴望得知,在637天的太空之旅中,该公司的笔记本电脑在压力环境下表现如何。By 1997, Asus had been making motherboards for PC manufacturers for eight years, and Mr Shih decided the Taiwanese company needed to make its own computers in order “to make Asus a real brand”. To help establish its reputation, Asus “put reliability as the number-one criterion — we needed to beat all the other machines”, says the 63-year-old, wearing his usual dark suit and open-necked shirt, in a grey armchair at Asus’s Taipei headquarters.截至1997年,华硕为个人电脑(PC)厂商制造主板已经8年,施崇棠做出决定,这家台湾公司需要制造自己的电脑,以“让华硕成为一个真正的品牌”。为了建立声望,华硕“把可靠性作为头号准则——我们需要打败其他所有的机器,”在华硕台北总部,现年63岁的施崇棠穿着惯常的黑西装和开领衬衫,坐在灰色的扶手椅上说道。So it was a milestone when Asus’s early laptops survived the trip to Mir, unlike those of more established rivals.因此,不像其他更老牌的竞争对手,华硕早期的笔记本电脑在和平号空间站的太空之旅中幸存下来,那是一个里程碑。Asus flourished as a consumer-focused business, and alongside Taiwan rival Acer became one of the world’s top-five PC producers. By 2008, with HTC spearheading Google’s launch of the Android smartphone operating system, the island’s consumer electronics industry was a pillar of the economy, with a global heft disproportionate to Taiwan’s population of less than 25m.作为一个以消费者为中心的企业,华硕繁荣发展,和其台湾竞争对手宏碁(Acer)一起跻身于世界五大个人电脑制造商之列。到2008年,随着宏达电(HTC)率先采用谷歌(Google)发布的Android智能手机操作系统,台湾消费电子产业成为岛内经济柱,在全球举足轻重,远远超出台湾人口规模(不到2500万)所代表的比例。Today, however, the outlook looks less bright. Global PC sales last year came in at about 289m units, according to research company Gartner — nearly a fifth below the high point of 2010, as smartphone-focused consumers spurn bulky computers. Since the start of 2011 Acer has racked up cumulative losses of NTbn (6m), with the shrinking overall market compounded by loss of market share to the likes of China’s Lenovo. Acer’s shares have fallen 90 per cent during that period, as have those of HTC, which has been marginalised in the Android smartphone market by South Korea’s Samsung and Chinese rivals.然而,今天的前景看起来黯淡了一些。根据研究机构高德纳(Gartner)的数据,去年全球PC销售量约为2.89亿台——比2010年的高位低了近五分之一,紧盯智能手机的消费者摒弃了笨重的电脑。自2011年初以来,宏碁遭遇270亿台币(合8.36亿美元)的累计亏损,在整体市场萎缩的同时,还被中国联想(Lenovo)这样的厂商夺走了一部分市场份额。在这段时间里,宏碁的股价下跌了90%,宏达电的股价表现也同样悲催,该公司在Android智能手机市场上不敌韩国三星(Samsung)和中国竞争对手。Asus, however, has weathered the PC decline with small rises in market share and a shift towards more expensive devices, as well as a belated but modestly successful move into smartphones. At about bn, its market capitalisation is roughly where it was five years ago, and analysts expect it to report net profit for last year of about 0m. This is slightly higher than the 2010 figure, but nearly a quarter below its record earnings of 2012.然而,华硕经受住了PC的衰退,市场份额小幅提升,并转向更昂贵的设备,其进军智能手机市场虽然较晚,但也小有成功。华硕现在的市值大约为60亿美元,和5年前基本相当。分析师们预计,华硕将报告2015年实现净利润约5.3亿美元,这略微高于其2010年的业绩数据,但比其2012年的创纪录利润低了近四分之一。The contrast with Acer is bittersweet for Mr Shih, who spent his formative years there, culminating in leading its research and development work. When four of his engineers in 1989 started their own “small but beautiful company”, they asked Mr Shih to lead them.华硕和宏碁的对比让施崇棠喜忧参半,他在宏碁度过了职业生涯中的关键成长期,最终领导宏碁的研发工作。当他手下的4名工程师在1989年自创“小而美的公司”时,他们强烈要求施崇棠来领导他们。He asked Acer’s founder, Stanley Shih — no relation — for permission. “Acer was in difficulty … finally Stan convinced me to stay,” he says. But he provided financing to the fledgling company, and four years later he joined Asus as chief executive.施崇棠征求了宏碁创始人施振荣(Stanley Shih,两人并无亲戚关系)的许可。“当时宏碁很困难……最后施振荣说了我留下来,”施崇棠说。但他为羽翼未丰的华硕提供了资金,并在4年后以首席执行官的身份加入了华硕。Mr Shih recalls instilling a culture of hard work after finding an engineering lab almost empty early one evening: “That’s a crisis, frankly speaking,” he says. He overhauled the hiring policy too, by picking promising graduates en masse from the elite National Taiwan University. Then came the decision to move into consumer electronics, which still makes up the overwhelming majority of Asus’s sales.施崇棠回忆,有一天华灯初上的时候,他发现一间工程实验室几乎已空无一人,于是他在公司内着力打造一种勤奋工作的文化:“坦率地说,那是一场危机,”他表示。他还整改了招聘政策,从精英的国立台湾大学(NTU)成批挑选有才华的毕业生。接着他作出向消费电子业进军的决策,现在消费电子依然在华硕的销售中占绝大部分。One factor behind Asus’s resilience in this field, say analysts, has been its pursuit of fresh sizes and configurations of its devices, helping it to secure a strong position in new and relatively high-demand product segments as PC sales languish.分析师们表示,华硕在该领域的应变能力背后的一个因素是,该公司对产品不断尝试新规格和新配置,从而在个人电脑销售衰退之际在需求相对强劲的新产品领域取得强势地位。In 2007 Asus unveiled the Eee PC — the first netbook, or miniature laptop. The innovation was widely copied by rivals, launching a new product category that enjoyed strong demand until Apple’s iPad kick-started the tablet market three years later.2007年,华硕推出了首款上网本(迷你笔记本电脑)Eee PC。这一创新被竞争对手广为效仿,开创了一个需求强劲的新产品类别,直到3年后苹果(Apple)的iPad开创了平板市场。Such innovation was the result of a shift in Asus’s culture away from a simple focus on technical performance, says Mr Shih. “To have a complete kind of innovation you need to start from the user desirability.” In 2011, Asus rolled out the Transformer, which can be adjusted for use as either tablet or laptop — another idea soon emulated by companies including Microsoft. In a colourful advertisement for Asus’s latest version, a talking cartoon bird chides a smartphone user: “You’re just making life difficult for yourself!” it says. “Glued to your tiny screens, giving yourself a migraine while you try to write a novel with your thumbs?”施崇棠表示,这样的创新是华硕的文化发生转变,不再只专注于技术性能的结果。“要进行那种彻底的创新,你需要从使用者好感度出发。”2011年,华硕推出了Transformer Book变形笔记本电脑,该产品可以调整,变形为平板或者笔记本电脑——这个想法很快也被其他公司模仿,包括微软(Microsoft)。在最新款Transformer Book色缤纷的广告中,一只会说话的卡通小鸟嘲讽一名智能手机用户:“是在爽什么,”小鸟说,“荧幕小不拉几,失败。你那又肥又短的手指是要按到啥时。”Mr Shih similarly defends the PC. “People say the PC is declining, but it only makes the desirability more clear. The PC is for professional, productivity computing,” he says.施崇棠也为个人电脑做出了类似的辩护。“人们说个人电脑正在衰退,但这只是使其可取之处更加清晰。个人电脑的用处是专业、高效的运算,”施崇棠说。However, both the PC and tablet sectors are clearly being cannibalised by larger-screen smartphones. So last year Asus made a jump into smartphones with the ZenFone, whose development team was subject to Mr Shih’s demanding standards. At one point he held a crisis meeting to figure out a way to fit the battery and speaker into the space. “Around midnight or 2 o’clock in the morning, one of the engineers work it out,” Mr Shih says. “If it’s a normal business meeting, I don’t think you can have a breakthrough... if it’s not painful, normally it’s not a hero product.”然而,个人电脑和平板领域明显都正在被大屏智能手机侵蚀。因此,去年华硕推出ZenFone智能手机,挤入这个市场。施崇棠用严苛的标准要求ZenFone的开发团队。有一次,施崇棠举行了一个危机工作会议,以找出将电池和扬声器放入设计空间的办法。“大概是在午夜或者凌晨两点钟前后,其中一位工程师找到了方法,”施崇棠表示,“如果这只是一场平常的工作会议,我不认为你能够取得突破……如果不痛苦,通常它也不会是一款英雄产品。”The cash resources and business networks created by its PC operation have helped Asus’s smartphone division to modest success in some developing countries: it had 12 per cent of Indonesia’s smartphone market and 7 per cent of Russia’s in the third quarter of 2015, according to Canalys. But Asus is a late entrant, arriving seven years after the iPhone. More , margins have been narrowed by competition from Chinese producers.华硕PC业务产生的现金资源和商业网络帮助华硕的智能手机业务在一些发展中国家取得了一定的成功:根据Canalys的数据,2015年第3季度,华硕手机在印尼占智能手机市场的12%,在俄罗斯占7%。但华硕在智能手机市场上是个后来者,比iPhone晚了7年。此外,利润率也因为来自中国手机厂商的竞争而收窄。“The final winner sometimes is not the first runner,” Mr Shih insists. Asus predicts its revenue from mobile dev will overtake that from PCs in 2018, and it expects to sell 30m smartphones in 2016, from about 21m last year. This has drawn scepticism from some analysts: Nomura, for example, predicts sales of 22m units in 2016.“最后的赢家有时并非第一个起跑的人,”施崇棠坚称。华硕预测其移动设备业务的收入将在2018年超过PC业务,预计将在2016年卖出3000万部智能手机,而2015年这个数字约为2100万部。一些分析师对此表示怀疑:比如,野村(Nomura)预测华硕在2016年的智能手机销量将达到2200万部。Smartphones are only one of the growth areas Mr Shih is targeting, however. Since handing over the chief executive role to Jerry Shen in 2008, he has remained the main public face of the company. But he also has more time to foster product areas aimed at compensating for the slowdown in Asus’s declining main business.然而,智能手机只是施崇棠瞄准的增长领域之一。自2008年将首席执行官之位交给沈振来(Jerry Shen)以来,施崇棠依然是华硕主要的公开形象。但他也有了更多时间发展旨在补偿华硕主营业务下滑的产品领域。In vocabulary peppered with business school jargon, one of Mr Shih’s favourite words is “megatrend”: in this case, the shift towards the “internet of things”, in which consumers rely on a constellation of networked devices.施崇棠在讲话时经常蹦出商学院术语,他最喜欢的一个词是“megatrend”(大趋势):目前,他指的是朝着“物联网”转变的趋势。在物联网中,消费者依赖一系列联网的设备。Asus is expanding its range of such pr , from smartwatches to a smart television device made for Google, and Mr Shih is overseeing secret projects in robotics and augmented reality technology — a view of the real world embellished with computer-generated effects.华硕正在扩大此类产品系列,从智能手表到基于谷歌Google TV平台的智能电视设备,施崇棠还在监督机器人和增强现实技术方面的秘密项目。后者是指将计算机产生的效果叠加到人的真实世界视觉。“In the PC era, the box was the centre. Now we have to agree the cloud is the centre,” he says. “I do care a lot about the megatrend. Otherwise you may become irrelevant.”“在PC时代,机体是中心。现在我们不得不认同,云端是中心,”他说,“我的确非常关心这一megatrend。否则你可能会变得无关紧要。” /201602/426173 In a bustling exhibition hall crowded with scale-model aircraft carriers, full-sized naval cannons and displays bearing industrial euphemisms for war, Japan on Thursday celebrated its coming-out as an international weapons exporter.喧哗的展示大厅里,充满了按比例制作的航空母舰模型、全尺寸海军炮、以及各种显示着业内对“战争”委婉说法的显示屏。周四,日本以这样的方式,宣示着自己正在跻身进入国际军火出口国之列。The three-day Maritime Systems and Technology arms fair being staged in Yokohama is Japan’s first military trade show since the second world war and comes as defence budgets and tensions rise across the region. The event represented a moment in Japanese history “ded by some, but welcomed by others”, one participant noted.为期三天的横滨海事系统及技术(Maritime Systems and Technology)军火交易会,是二战以来日本首次军火贸易展。在日本推出这一军火交易展之际,亚洲的防务预算及紧张态势正日益增强。一名参会者指出,这次活动代表着日本历史中“一些人恐惧而另外一些人欢迎”的时刻。Since coming to power in 2012, Shinzo Abe, Japan’s nationalist prime minister, has pushed relentlessly to expand both the role and capabilities of the country’s Self Defence Force. As well as offering greater opportunities for international companies to sell arms to Japan, Mr Abe has engineered rule changes that reduce historical limitations on weapons exports in place since 1945.自2012年掌权以来,日本持民族主义立场的首相安倍晋三(Shinzo Abe)一直在不遗余力地提升日本自卫队(Self Defence Force)的作用及战斗力。除了为跨国公司创造更多向日本出售武器的机会,安倍还策划了一系列法规上的改革,降低了自1945年以来长期存在的对日本武器出口的限制。As the multinational crowds of arms salesmen and uniformed military personnel gathered in Yokohama on Thursday, the Japanese cabinet approved draft legislation that would bolster the military and permit Japan to fight abroad for the first time since the end of the second world war. Speaking at a press conference afterwards, Mr Abe said the changes would enhance deterrence and “decrease the risk of war”.周四,就在各国军火销售人员及穿着制的各国军方人员齐聚横滨的同时,日本内阁通过了加强军事力量的立法草案,该草案将在二战以来首次允许自卫队在海外作战。在随后的记者招待会上,安倍表示这些改革会加强日本威慑能力,“降低战争风险”。The move — and Japan’s decision to host a fair where the focus is on maritime defence — come against a background of a more assertive China, whose 0bn defence budget and territorial claims in the East and South China Seas have rattled neighbouring countries.日本的上述举措及决定主办聚焦于海上防御的军火交易会,背景是中国愈发强硬的立场,中国1000亿美元的国防预算、以及在东中国海(East China Sea)和南中国海(South China Sea)的领土诉求,已让其邻国感到害怕。Nonetheless, the new laws are unpopular in Japan — a recent poll for JNN showed only 36 per cent of the public in favour — and in Yokohama, Japanese delegates better known for consumer electronics and civilian vehicles, including Hitachi, NEC and Mitsubishi, appeared awkward in their role as the public face of military hardware sales.不过,日本内阁的新法律在日本并不受欢迎。最近,日本新闻网(JNN)一项调查显示,只有36%的公众持这些新法律。而在横滨,日本更为知名的是他们作为消费点在和民用汽车的一面,包括日立、NEC及三菱(Mitsubishi)等,而作为销售军事装备的公众面孔似乎有点尴尬。Some sought to soften the blow with displays mixing images of their “security and safety solutions” with pictures of sleeping children and toy animals. Others were at pains to play down the prospects for significant military exports over the next half decade.会展上一些人试图软化这种形象转变带来的冲击,他们在显示屏上把他们的“防务与安全解决方案”和熟睡的儿童及动物玩具的照片放在一起。其他人则费尽心思地淡化今后五年日本大量军事出口的前景。The decades-long embargo has forced Japanese manufacturers to produce their military hardware in isolation and with the tough economics of having their own military as sole customer.持续数十年的军售禁令迫使日本制造商始终在一种孤立的环境下生产军事装备。它们还面临一种经济上的严苛环境——日本军方是它们的唯一客户。Takayuki Saito, a senior manager at Japan Marine ed, which produces cruise ships, oil tankers and Aegis destroyers, said that at this stage, the purpose of exhibiting at the fair was merely to gauge international interest in what Japan had to offer. “There will be small steps. Then more small steps,” he added.日本海事联合公司(Japan Marine ed)是一家生产游轮、油轮及宙斯盾驱逐舰的企业。该公司高管Takayuki Saito表示,在目前这个阶段,参与此次交易会展览的目的,仅仅是为了考察国际社会对日本所提供产品的兴趣。他补充说:“事情会一步一步慢慢来。”International companies attempting to promote their products to Japan, with its bn defence budget, face different challenges. Salesmen at BAE Systems, hoping to convince Japan’s coastguard to buy a Mk4 automated 40mm cannon, noted the country has historically been a conservative customer and would be unlikely to buy any new weapon not aly in use elsewhere. The cannon was duly emblazoned with the phrase “Selected by the Brazilian navy” in Japanese.那些企图向400亿防务预算的日本推销产品的跨国公司,则面临不同挑战。BAE系统公司(BAE Systems)销售人员指出,长期以来日本一直是一个十分保守的客户,不太可能购买任何未在其他地方使用过的新型武器。这些销售人员希望能说日本海岸警卫队购买一款40毫米口径的Mk4自动火炮。在这款火炮上,厂商用日语恰如其分地标注了“曾被巴西海军选购”的字样。 /201505/375332福清治疗男性不育要多少钱福清东瀚镇男性细菌性尿道炎




福清市中山妇科医院能做孕检吗? 福清海口镇腋臭治疗多少钱普及中文 [详细]
福清比较好的痔疮医院 福清医院泌尿外科 [详细]
福州儿童医院腋臭 知道指南福清江阴镇做狐臭手术哪家医院好管诊疗 [详细]
健资讯福清海口镇哪里看软下疳好 福清专业治疗男科医院知道资讯在福清平潭县中医院治疗子宫肌瘤好吗 [详细]