- 注释版
- 纯净版
来源:
Schumpeter
Keeping it under your hat
Keeping it under your hat：〈谚语〉保密；不要声张
[例句]You must promise to keep it under your hat.你必须保证要保守秘密。
An old management idea gets a new lease of life
lease [li:s]
n. 租约; 租契; 租赁物; 租赁权;
vt. 出租; 租借;
[例句]He took up a 10 year lease on the house at Rossie Priory.
他签了一份10年租约，租下了罗茜大宅的房子。a new lease of life：重生；新生；重获新生
[例句]Meanwhile, language of art receives a new lease of life in the release and expression of creative force in nature of materials.艺术语言也在材料自身的自然力和创造力的释放和表现中得到新生。
[1] Apple and Tesla are two of the world's most talked-about companies. They are also two of the most vertically integrated. Apple not only writes much of its own software, but designs its own chips and runs its own shops. Tesla makes 80% of its electric cars and sells them directly to its customers. It is also constructing a network of service stations and building the world's biggest battery factory, in the Nevada desert.
vertically [ˈvə:tɪkl:ɪ]
adv. 垂直地; 直立地; 陡峭地; 在顶点;
[例句]You can move the camera both vertically and horizontally
你可以上下左右移动摄像机。
integrated [ˈɪntɪɡretɪd]
adj. 完整的; 整体的; 结合的; （各组成部分） 和谐的;
v. 使一体化( integrate的过去式和过去分词 ); 使整合; 使完整; 使结合成为整体;
[例句]We believe that pupils of integrated schools will have more tolerant attitudes.
我们相信在取消种族隔离的学校就读的学生会有更宽容的态度。
Nevada [nəˈvædə, -ˈvɑdə]
n. 内华达州（美国西部内陆州）;
[例句]The film begins with an aerial view of the Great Basin of Nevada.
影片以空中鸟瞰内华达大盆地的镜头开始。
[2] A century ago this sort of vertical integration was the rule: companies integrated “backwards”, by buying sources for raw materials and suppliers, and “forwards”, by buying distributors. Standard Oil owned delivery wagons and refineries in addition to oil wells. Carnegie owned iron-ore deposits and rail carriages as well as blast furnaces. In his 1926 book “Today and Tomorrow” Henry Ford wrote that vertical integration was the key to his success: “If you want it done right, do it yourself.” He claimed he could extract ore in Minnesota from his own mines, ship it to his River Rouge facility in Detroit and have it sitting as a Model T in a Chicago driveway—in no more than 84 hours.
wagon [ˈwægən]
n. 四轮的运货马车; <英>铁路货车; <美>小手推车; 囚车;
vt. 用运货马车运输货物;
na. “waggon”的变体;
[例句]I'm on the wagon for a while. Cleaning out my system.
我这段时间正在戒酒，对体内进行大扫除。
refinery [rɪˈfaɪnəri]
n. 精炼厂; 精炼设备; 提炼厂; 冶炼厂;
[例句]They have to put up with a giant oil refinery right on their doorstep.
他们不得不忍受就在家门口的巨型炼油厂。
Iron-ore 铁矿;
[例句]But the potential market for iron-ore swaps is huge, bankers and analysts said.
但银行家和分析师表示，铁矿石掉期的潜在市场是巨大的。
carriage [ˈkærɪdʒ]
n. 运费; 运输，输送; （旧时载客的） 四轮马车; 〈英〉火车客车车厢;
[例句]The President-elect followed in an open carriage drawn by six beautiful gray horses.
新当选的总统紧随其后，乘坐一辆由6匹漂亮的灰马拉着的敞篷马车。
furnace [ˈfɜ:rnɪs]
n. 熔炉，火炉; 极热的地方; 严峻的考验或磨难;
[例句]How can we walk? It's a furnace out there.
我们怎么能走路呢？外面跟火炉似的。长难句：
He claimed he could extract ore in Minnesota from his own mines, ship it to his River Rouge facility in Detroit and have it sitting as a Model T in a Chicago driveway—in no more than 84 hours.
He claimed是句子主干，后面接完整的宾语从句。
宾语从句省略了引导词that，从句的主要架构是：he could extract sth…, ship it…,and have it sitting…这里是三个谓语动词并列。
大意：他声称福特可以从自己在明尼苏达的矿井中采集出矿石，送到在底特律胭脂河的处理厂，组装成T型车并开上芝加哥的车道——而这一切都可以在84小时内完成。
[3] Today this sort of bundling is rare: for the past 30 years firms have been focusing on their core business and contracting out everything else to specialists. Steelmakers sold their mining operations and carmakers spun off their parts suppliers. Controlling it all made sense, the argument went, when markets were rudimentary: when supplies of vital materials were limited or contractors could cheat you. As markets became more sophisticated these justifications fell away. Thanks to globalization, companies could always find new resources and better suppliers.
bundle [ˈbʌndl]
n. 捆; 一批（同类事物或出售的货品）; 一大笔钱; 风趣的人;
vt. 收集，归拢，把…塞入;
vt. 额外免费提供（设备等），（尤指出售计算机时）赠送软件;
[例句]I remember Mickey as a bundle of fun, great to have around
我记得米基是个很有趣的人，和他在一起非常愉快。
rudimentary [ˌrudəˈmɛntəri, -ˈmɛntri]
adj. 退化的; 基本的，初步的; 发育不完全的，未成熟的;
[例句]They are deprived of the ability to exercise the most rudimentary workers 'rights.
他们被剥夺了行使最基本的工人权利的资格。
contractor [ˈkɑnˌtræktɚ, kənˈtræk-]
n. 订约人，承包人; 收缩物;
[例句]We told the building contractor that we wanted a garage big enough for two cars.
我们告诉建筑承包商，我们需要一个能容得下两辆车的车库。
sophisticated [səˈfɪstɪˌketɪd]
adj. 复杂的; 精致的; 富有经验的; 深奥微妙的;
v. 使变得世故; 使迷惑; 篡改(sophisticate的过去分词形式);
[例句]Honeybees use one of the most sophisticated communication systems of any insect.
蜜蜂之间所用的交流方式是昆虫中最为复杂的方式之一。长难句：
Controlling it all made sense, the argument went, when markets were rudimentary: when supplies of vital materials were limited or contractors could cheat you.
这里把两个逗号中间的插入语, the argument went,提到句子前面来，将句子恢复成the argument went that controlling it all made sense when markets were rudimentary；
所以宾语从句的内部还是一个小的复合句，主干是controlling it all made sense，when引导的是条件状语从句。
冒号后面是解释说明，解释when引导的条件状语从句的细节内容，这里使用的也是when引导的条件状语从句来进行的。when supplies of vital materials were limited or contractors could cheat you.注意这里or并列了两种可能性。
大意：按照这种说法，当市场还处于早期时，掌控一切是十分必要的：要么关键材料的供给有限，要么承包商会骗你。
[4] Yet a growing number of companies are having second thoughts. This is most visible in information technology. The industry's leaders were at the heart of the contracting-out revolution. Vertically integrated companies such as IBM outsourced as much as possible in order to lower costs. Upstarts such as Microsoft prospered by focusing on a narrow—but exceptionally valuable—slice of the pie: the operating system of personal computers. Now many startups in Silicon Valley pride themselves for being “full stack”. But re-bundling can be found everywhere, from fashion to manufacturing.
upstart [ˈʌpstɑ:rt]
n. 暴发户，新贵; 傲慢自负的人;
adj. 暴富的; 自命不凡的，傲慢无礼的;
vi. 突然跳起，突然发起;
[例句]Many prefer a familiar authority figure to a young upstart.
很多人都更愿意跟自己熟悉的权威人物打交道，而不是一个年纪轻轻却自命不凡的家伙。
prosper [ˈprɑ:spə(r)]
vi. 繁盛，成功;
vt. 使…成功; 使…昌盛;
[例句]The high street banks continue to prosper
商业街上的银行仍旧一派繁荣景象。
stack [stæk]
n. 垛，干草堆; （一排） 烟囱; 层积; 整个的藏书架排列;
vt. 堆成堆，垛; 堆起来或覆盖住; 洗牌作弊; 秘密事先运作;
[例句]There were stacks of books on the bedside table and floor.
床头桌和地板上有几摞书。长难句：
Upstarts such as Microsoft prospered by focusing on a narrow—but exceptionally valuable—slice of the pie: the operating system of personal computers.
Upstarts是句子主语
such as Microsoft这里修饰upstarts相当于列举了一个范例。
Prospered谓语动词
by focusing on a narrow方式状语
破折号中间内容属于解释说明，删掉不影响对于句子架构的判断。
冒号后面属于解释说明，解释微软的slice of the pie，蛋糕的一小片具体是the operating system of personal computers.
大意：很多新兴企业是通过专注于某一块相对窄小但价值巨大的蛋糕而发迹，如微软便是通过专注于个人电脑操作系统而发展壮大的。
[5] Reasons for the reversal abound, but five stand out. The most important is simplicity. Consumers are willing to pay a premium for well-integrated products that do not force them to deal with different suppliers or land them with components that do not talk to each other. They want to be able simply to press a button and let the machine do the rest. This is largely why Apple opted for integration, as did Nest, a maker of wireless thermostats.
reversal [rɪˈvɜ:rsl]
n. 倒转，颠倒; 反复; 逆转，反转; [法] 撤消;
[例句]The Financial Times says the move represents a complete reversal of previous US policy
《金融时报》说此举一反美国以往的政策。
abound [əˈbaʊnd]
vi. 充满; 丰富，盛产; 非常多，大量存在;
[例句]Stories abound about when he was in charge
关于他在任时的传闻多不胜数。
simplicity [sɪmˈplɪsɪti]
n. 简单，朴素; 质朴，天真; 卑贱; 无知;
[例句]The apparent simplicity of his plot is deceptive
他的故事情节貌似简单，其实不然。
premium[ˈprimiəm]
n. 保险费; 额外费用; 附加费;
adj. 优质的; 高昂的;
[例句]It is too early to say whether insurance premiums will be affected.
现在说保险费是否会受影响还为时过早。
component [kəmˈpoʊnənt]
n. 成分; 组分; 零件; [数] 要素;
adj. 成分的; 组成的; 合成的; 构成的;
[例句]Enriched uranium is a key component of a nuclear weapon
浓缩铀是核武器的关键组成部分。
opt [ɑ:pt]
vi. 选择，挑选;
[例句]Depending on your circumstances you may wish to opt for one method or the other
依据自身情况的不同，你可能希望选择这种或那种方法。
thermostat [ˈθɜ:rməstæt]
n. 恒温（调节）器;
[例句]Always buy a heater with thermostat control to save on running costs.
始终购买可调温度的取暖器以节省使用成本。长难句：
Consumers are willing to pay a premium for well-integrated products that do not force them to deal with different suppliers or land them with components that do not talk to each other.
句子主干：Consumers are willing to pay a premium
介词短语：for well-integrated products
定语从句：that do not force them to deal with different suppliers or land them with components这个定语从句修饰名词well-integrated products
定语从句2: that do not talk to each other这个定语从句修饰名词components。这里啊零部件之间不说话其实是比喻零部件之间不合适。
大意：如果一个良好集成的产品使他们不用跟不同的供应商打交道并且免去面对一堆互相不合适的组件的烦恼，用户是愿意付高价的。
[6] A second reason is that firms operating on the technological frontier often find it more efficient to do things in-house. Companies that are inventing the future frequently have no choice but to pour money into new ventures rather than buy components off the shelf. This explains Tesla’s “gigafactory” for batteries: their availability is the biggest constraint on the firm’s growth. Boeing tried to cut its production costs by outsourcing 70% of the production of its 787 Dreamliner to hundreds of different suppliers— more than any airliner before. The result was a disaster: parts came in late; bits didn’t fit together; deadlines were missed. The firm reversed course, bringing manufacturing back in house and buying a factory.
frontier [frʌnˈtɪr]
n. 边疆，边境; 边界，边缘; 尚待开发的领域;
adj. 边疆的，边界的; 新垦地的，边地的; 开拓的;
[例句]It wasn't difficult then to cross the frontier.
那时穿越边境并不困难。
gigafactory
网络 千兆工厂; 超级工厂;
constraint [kənˈstrent]
n. 约束; 限制; 强制;
[例句]Their decision to abandon the trip was made because of financial constraints
他们决定放弃这次出游是因为财力有限。
Dreamliner
网络 梦想; 梦幻客机; 梦想客机; 梦幻班机; 客机;
[7] A third reason is choice: the more the market has to offer, the more important it is to build a relationship with customers. Netflix and Amazon now create their own television shows in order to keep their viewers from buying more generic content elsewhere. Harry’s, an American company that sends its subscribers a regular supply of razors and shaving cream, spent $100m to buy a German razor-blade factory.
generic [dʒəˈnɛrɪk]
adj. 一般的; 类的，属性的; 不受商标保护的; [生] 属的，类的;
n. 同“a generic drug;
[例句]Parmesan is a generic term used to describe a family of hard Italian cheeses.
帕尔玛干酪是意大利硬奶酪的通称。
subscriber [səbˈskraɪbər]
n. 用户，订户; <英>（慈善机关等的）定期捐款者; 预约者; 签署者;
[例句]I have been a subscriber to Railway Magazine for many years.
我订阅《铁路杂志》已有很多年了。
razor [ˈrezɚ]
n. 剃刀，刮面刀;
vt. 剃; 用剃刀刮;
[例句]Cannibal killer Jeffrey Dahmer has been caught trying to hide a razor blade in his cell.
食人杀手杰弗里·达默被抓到试图将一片剃须刀片藏在牢房里。
razor-blade 英['reɪzərbl'eɪd]
美['reɪzərbl'eɪd]
n. 剃刀刀片;
[例句]His face had been slashed with a razor-blade.
他的脸被刀片割伤了。
[8] Choice is reinforced by speed: fashion brands such as Spain’s Zara have resisted contracting out everything. Instead, they operate their own clothes factories, employ their own designers and run their own shops. This gives them a big advantage: they can turn the latest trend into new product, often in small batches, and have it in stores in a couple of weeks. Less vertically integrated brands such as Gap and American Apparel find they are stuck with yesterday’s creations because they cannot get supply chains to produce new wares quickly.
reinforce [ˌri:ɪnˈfɔ:rs]
vt. 加固; 强化; 增援;
vi. 求援; 得到增援; 给予更多的支持;
n. 加强; 加固物; 加固材料;
[例句]A stronger European Parliament would, they fear, only reinforce the power of the larger countries
他们担心一个更加强大的欧洲议会只会增强大国的力量。
batch [bætʃ]
n. 一批; 一炉; （食物、药物等的） 一批生产的量; 成批作业;
[例句]She brought a large batch of newspaper cuttings
她带来了一大堆剪报。长难句：
Less vertically integrated brands such as Gap and American Apparel find they are stuck with yesterday’s creations because they cannot get supply chains to produce new wares quickly.
主语：Less vertically integrated brands
修饰语：such as Gap and American Apparel列举两个主语中提到的brands
谓语：find，find后面接了宾语从句，宾语从句省略了引导词that
宾语从句主干：they are stuck with yesterday’s creations
宾语从句内部的原因状语从句：because they cannot get supply chains to produce new wares quickly
大意：而Gap或American Apparel这些整合度没有那么高的牌子就经常苦于供应链生产不够及时以至于只能售卖过时的作品。
[9] And then there is a combination of old worries about geopolitical uncertainty and new worries about the environment. In 2014 Ferrero, an Italian confectionary-maker, bought OltanGida, which produces one-third of Turkey’s hazelnuts, the vital ingredient in Nutella. In 2015 IKEA, a Swedish furniture company, bought nearly 100,000 acres of forests in Romania and the Baltic region. Earlier this year ChemChina, a state-owned company, purchased Syngenta, a Swiss seeds and pesticides group, for $43 billion, driven by the government’s quest for food security. Cruise companies such as Costa Cruises and Disney have bought islands in the Caribbean and the Bahamas so that they can guarantee that their passengers will have somewhere empty and unspoiled to visit when they sail past.
geopolitical [ˌdʒi:oʊpə'lɪtɪkl]
adj. 地理政治学的;
[例句]Hungary and Poland have suffered before because of their unfortunate geopolitical position on the European map.
匈牙利和波兰因其在欧洲地图上的极为不利的地缘政治位置而备受磨难。
confectionary [kən'fekʃənˌerɪ]
adj. 像糖果的，糖果商的;
n. 糖食，糖果店;
[例句]It has set up a holding company in China for its food and confectionary business.
该公司已经在中国成立了一家控股公司，专营食品和糖果点心业务。
Hazelnut [ˈhezəlˌnʌt]
n. 榛实;
[例句]With raspberries and hazelnut macaroon.
里面有覆盆子和榛子杏仁饼干。
ingredient [ɪnˈgri:diənt]
n. 因素; （混合物的） 组成部分; （烹调的） 原料; （构成） 要素;
[例句]Mix in the remaining ingredients.
混入其余的原料。
Core complexities
[10] The renewed fashion for vertical integration will not sweep all before it. For the most mundane products the logic of contracting out still reigns supreme. And today’s bundling is less ambitious than Henry Ford’s: Apple, for instance, contracts out a lot of production to contract manufacturers such as Foxconn (though it keeps them on a tight leash). Integration is also hard to pull off: Tesla lost some of its shine on April 11th when it recalled 2,700 of its sport-utility vehicles because of a glitch. That said, striking the right balance between doing things in-house and contracting things out is clearly much more complicated than it was in the days when Tom Peters and his fellow gurus told companies to focus on what they do best and outsource the rest.
sweep [swip]
vt. 扫除; 打扫，清理; 彻底搜索; 掠过;
vi. 打扫; 扫过; 蜿蜒; 大范围伸展;
n. 打扫; 延伸; 挥动; 全胜;
[例句]The owner of the store was sweeping his floor when I walked in
我进去的时候这家商店的店主正在扫地。
mundane [mʌnˈden, ˈmʌnˌden]
adj. 世俗的; 平凡的; 宇宙的; 寻常的;
[例句]Be willing to do even mundane tasks.
即使平凡的工作也乐意承担。
guru [ˈɡʊru, ɡʊˈru]
n. 专家; 领袖; 权威; 个人的宗教教师[指导];
[例句]Fashion gurus dictate crazy ideas such as squeezing oversized bodies into tight trousers.
时装大师们常表达一些离奇的想法，诸如让身材肥胖的人穿上紧身裤。
来源:
Schumpeter
Keeping it under your hat
An old management idea gets a new lease of life
[1] Apple and Tesla are two of the world's most talked-about companies. They are also two of the most vertically integrated. Apple not only writes much of its own software, but designs its own chips and runs its own shops. Tesla makes 80% of its electric cars and sells them directly to its customers. It is also constructing a network of service stations and building the world's biggest battery factory, in the Nevada desert.
[2] A century ago this sort of vertical integration was the rule: companies integrated “backwards”, by buying sources for raw materials and suppliers, and “forwards”, by buying distributors. Standard Oil owned delivery wagons and refineries in addition to oil wells. Carnegie owned iron-ore deposits and rail carriages as well as blast furnaces. In his 1926 book “Today and Tomorrow” Henry Ford wrote that vertical integration was the key to his success: “If you want it done right, do it yourself.” He claimed he could extract ore in Minnesota from his own mines, ship it to his River Rouge facility in Detroit and have it sitting as a Model T in a Chicago driveway—in no more than 84 hours.
[3] Today this sort of bundling is rare: for the past 30 years firms have been focusing on their core business and contracting out everything else to specialists. Steelmakers sold their mining operations and carmakers spun off their parts suppliers. Controlling it all made sense, the argument went, when markets were rudimentary: when supplies of vital materials were limited or contractors could cheat you. As markets became more sophisticated these justifications fell away. Thanks to globalization, companies could always find new resources and better suppliers.
[4] Yet a growing number of companies are having second thoughts. This is most visible in information technology. The industry's leaders were at the heart of the contracting-out revolution. Vertically integrated companies such as IBM outsourced as much as possible in order to lower costs. Upstarts such as Microsoft prospered by focusing on a narrow—but exceptionally valuable—slice of the pie: the operating system of personal computers. Now many startups in Silicon Valley pride themselves for being “full stack”. But re-bundling can be found everywhere, from fashion to manufacturing.
[5] Reasons for the reversal abound, but five stand out. The most important is simplicity. Consumers are willing to pay a premium for well-integrated products that do not force them to deal with different suppliers or land them with components that do not talk to each other. They want to be able simply to press a button and let the machine do the rest. This is largely why Apple opted for integration, as did Nest, a maker of wireless thermostats.
[6] A second reason is that firms operating on the technological frontier often find it more efficient to do things in-house. Companies that are inventing the future frequently have no choice but to pour money into new ventures rather than buy components off the shelf. This explains Tesla’s “gigafactory” for batteries: their availability is the biggest constraint on the firm’s growth. Boeing tried to cut its production costs by outsourcing 70% of the production of its 787 Dreamliner to hundreds of different suppliers— more than any airliner before. The result was a disaster: parts came in late; bits didn’t fit together; deadlines were missed. The firm reversed course, bringing manufacturing back in house and buying a factory.
[7] A third reason is choice: the more the market has to offer, the more important it is to build a relationship with customers. Netflix and Amazon now create their own television shows in order to keep their viewers from buying more generic content elsewhere. Harry’s, an American company that sends its subscribers a regular supply of razors and shaving cream, spent $100m to buy a German razor-blade factory.
[8] Choice is reinforced by speed: fashion brands such as Spain’s Zara have resisted contracting out everything. Instead, they operate their own clothes factories, employ their own designers and run their own shops. This gives them a big advantage: they can turn the latest trend into new product, often in small batches, and have it in stores in a couple of weeks. Less vertically integrated brands such as Gap and American Apparel find they are stuck with yesterday’s creations because they cannot get supply chains to produce new wares quickly.
[9] And then there is a combination of old worries about geopolitical uncertainty and new worries about the environment. In 2014 Ferrero, an Italian confectionary-maker, bought OltanGida, which produces one-third of Turkey’s hazelnuts, the vital ingredient in Nutella. In 2015 IKEA, a Swedish furniture company, bought nearly 100,000 acres of forests in Romania and the Baltic region. Earlier this year ChemChina, a state-owned company, purchased Syngenta, a Swiss seeds and pesticides group, for $43 billion, driven by the government’s quest for food security. Cruise companies such as Costa Cruises and Disney have bought islands in the Caribbean and the Bahamas so that they can guarantee that their passengers will have somewhere empty and unspoiled to visit when they sail past.
Core complexities
[10] The renewed fashion for vertical integration will not sweep all before it. For the most mundane products the logic of contracting out still reigns supreme. And today’s bundling is less ambitious than Henry Ford’s: Apple, for instance, contracts out a lot of production to contract manufacturers such as Foxconn (though it keeps them on a tight leash). Integration is also hard to pull off: Tesla lost some of its shine on April 11th when it recalled 2,700 of its sport-utility vehicles because of a glitch. That said, striking the right balance between doing things in-house and contracting things out is clearly much more complicated than it was in the days when Tom Peters and his fellow gurus told companies to focus on what they do best and outsource the rest.