特斯拉豪赌中国市场(英汉)
越南首富潘日旺
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名见经传ELITE第一家在国外上市的越南企业、第一个市值超越比亚迪的越南汽车品牌、第一位登上福布斯富豪榜的越南人……这些“第一”皆归属于潘日旺和他的温纳集团。
综合报道/本刊见习主笔 黄婉近期,被称为“越南特斯拉”的电动汽车制造商VinFast成功登陆纳斯达克。
上市首日股价暴涨254.64%,市值一跃达到860.5亿美元。
这个数字意味着,这个“名不见经传”的VinFast竟然超越了福特、通用、比亚迪等众多巨头,成为全球市值第三大上市车企。
掌舵人潘日旺的身价也因此猛增390亿美元,达到443亿美元。
从趁着苏联解体卖方便面发家,到变卖所有资产回国搞房地产造手机,再到跨界造车玩得风生水起,可以说潘日旺进阶首富之路,就是一部励志大片。
在饥饿的乌克兰卖起泡面“在一个喝惯罗宋汤的陌生国家卖方便面赚钱”,这听起来有点匪夷所思的创业点子,却让潘日旺赚到了人生的第一桶金。
学生时代的他,喜欢踢足球,更喜欢当前锋。
也许“主动出击、而非防守”的经商理念,在那时便已扎根发芽。
23岁那年,潘日旺在乌克兰发现了改变命运的商机。
彼时,在苏联留学的他亲眼目睹了苏联解体和乌克兰建国。
在经过战乱的破坏后,乌克兰这个曾经历过大灾荒的国度处处是饥饿和贫穷。
然而,就当所有人的目光还聚焦在满目疮痍的城市时,潘日旺却抓住机会,主动在乌克兰开起了越南菜餐馆。
“吃饭一定是当下民众的第一需求”,正如潘日旺所料想的那样,物美价廉的越南菜受到了乌克兰民众的欢迎。
国企管理2023.1188不过,潘日旺还是高估了当地的经济发展水平,尽管餐馆的价格低廉,但还是有不少人根本吃不起。
就在这时,潘日旺注意到国外出现了价格更加低廉的方便面。
“这种低价顶饱的食品不正好符合当下需求吗?”潘日旺产生了建方便面工厂的念头。
一番考察下来,潘日旺极度兴奋。
当时的乌克兰重工业极度发达,连航空母舰都能建造,但轻工业却极度落后,连一包方便面都生产不出来,市场一片空白。
于是,潘日旺赌上了自己全部的身家,甚至借高利贷,引入生产线,开办了乌克兰第一个方便面工厂。
国际商务英语写作模板商业计划书
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国际商务英语写作模板:商业计划书篇一:商业计划书模板---英文版精编资料商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 Main StreetAnytown, USA 10000123-4567[Your Name][DATE]TABLE OF CONTENTS...商业计划书商业计划书模板---英文版BUSINESS PLAN TEMPLATEBUSINESS PLAN[My Company]123 Main StreetAnytown, USA 10000123-45671[Your Name][DATE]2TABLE OF CONTENTSExecutive Summary ....................................................................................... (1)Management ................................................................................ (2)[Company] History ............................................................................................ . (5)[Product/Service] Description ................................................................................... .. (7)Objectives....................................................................................... . (9)Competitors ................................................................................. .. (10)Competitive Advantages ................................................................................... . (11)Innovation ..................................................................................... . (13)Pricing ............................................................................................ .. (14)Specific Markets .......................................................................................... . (15)Growth Strategy .......................................................................................... . (16)Market Size and Share ............................................................................................... . (17)Targeting New Markets .......................................................................................... .. (18)Location ......................................................................................... (19)Manufacturing Plan .................................................................................................. (20)Research &Development ............................................................................... (21)Historical Financial Data ................................................................................................. .. (22)Proforma Financial Data ................................................................................................. .. (23)Proforma Balance Sheet ............................................................................................... . (26)Cost Control ........................................................................................... (27)Effects of Loan or Investment .................................................................................... . (28)Attachments ................................................................................. . (29)3Executive Summary [My Company] was formed asa [proprietorship, partnership, corporation] in [Month, Year] in [City, State], by [John Doe] in response to the following market conditions:[Startup, growth] opportunities exist in [Product/Service].The need for use of efficient distribution (转载于: 小龙文档网:国际商务英语写作模板:商业计划书)and financial methods in these overlooked markets.[I/We] have several customers who are willing to place large [orders,contracts] within the next three months.Several other prospective [customers/clients] have expressed serious interest in doing business within six months. [I/We] previously owned a company that was active in the widget markets. Over the past few years I spent much time studying ways to improve overall performance and increase profits. This plan is a result of that study. The basic components of this plan are:1. Competitive pricing2. Expand the markets3. Increased advertising4. Lower our unit costs,5. Thereby achieving higher profits.1. Sign contracts2. Increased advertising3. Increase office staffTo this end, [I/we] need investment from private individuals and/or companies. A total of $XXX is being raised which will be used to finance working capital, plant and equipment. The company will be incorporated and common stock issued to investors. The company will be run as a [proprietorship, partnership, corporation].Financial Goals Sales Net Income Earnings pershareYear 1 $25,000 .01 Year 2 $250,000 .12 Year 3 $375,000 .141Management[Name] [Title]??[Experience]??Sales growth from zero to $1,000,000 in five years.??Led market in market share - 30%.Formulated advertising budgets & campaigns.Pioneered new distribution channels. Established national sales force.Established national repair & service centers.Brought new and innovative products to the market.Designed point-of-purchase materials.[Education}University of BostonBoston, MA- Computer SciencesPresidentJohn Q. Doe, Chief Executive Officer, and Director since February 1988 and President since January 1990. Mr. Doe was the founder and Chief Executive Officer of the original operating company known as Random Excess, Inc. He has had experience in the widget field with his own firm, John Doe Co., of Oshkosh (Wisconsin), from 1980 to 1987. This firm was sold to FatCat Widgets, Inc. in 1987.篇二:商务英语写作(商业计划书写作格式)商务英语写作:商业计划书写作格式XX-03-24 13:39:08 来源:爱词霸资讯官网封面(Title page)企业的名称和地址Name and address of business负责人的姓名和地址Name(s) and address(es) of principals企业的性质Nature of business报告机密性的陈述Statement of confidentiality目录(Table of contents)1. 概述/总结(Executive summary)2. 行业及市场分析(Industry analysis)对未来的展望和发展趋势(Future outlook and trends)竞争者分析(Analysis of competitors)市场划分(Market segmentation)行业预测(Industry forecasts)3. 企业的描述(The description of the venture)企业的宗旨和目标(Mission statement and objectives)产品或服务的描述(Description of the product or service)企业的规模(Size of business)产品的进一步开发(Future potential/product development)竞争优势(Competitive advantage)办公设备和人员(Office equipment and personnel)创业者的背景(Backgrounds of entrepreneurs)4. 生产计划(Production plan)制造进程/被分包的数量(Manufacturing process / amount subcontracted)选址(Location)厂房(Physical plant)机械和设备(Machinery and equipment)原材料的供给情况(Sources of raw materials to be supplied)生产能力和提高的可能性(Output limitations,if any,and scale-up possibilities)质量控制计划(Quality control plans)5. 营销计划(The marketing plan)定价(Pricing)分销(Distribution)促销(Promotion)产品预测(Product forecasts)预见的涨价(Anticipated mark-up)竞争对手的反映(Competitors’response)市场份额预测(Market share projection)控制(Controls)6. 组织计划(Organizational plan)所有权的形式(Form of ownership)合作者或主要股权所有人的身份(Identification of partners or principal shareholders)负责人的权利(Authority of principals)管理层成员的背景(Management team background)组织成员的角色和责任(Roles and responsibilities of members of organization)7. 风险与对策分析(Assessment of risks)企业弱点的评价(Evaluate weakness if business)新技术(New technologies)应急计划(Contingency plan)8. 财务计划(Financial plan)各类业绩比率和投资回报(Summary of performance ratios, ROI etc.)销售预测(Sales forecasts)财务预测的假设(Assumptions underpinning financial forecasts)损益表(Income statement / Profit and lossstatement)预测现金流量表(Cash flow projections)资产欠债预估表(Pro forma balance sheet)量本利分析(Break-even analysis)资金来源和运用(Sources and applications of funds)9. 融资需求(Financing requirements)融资前的活动小结(Summary of operations prior to financing)此刻的股东和未付债款(Current shareholders, loans outstanding)资金需要量及时间(Funds required and timing)投资回报(The deal on offer)资本欠债比率和盈利与利息比率(Anticipated gearing and interest cover)投资者退出方式(Exit routes for investors)附录(Appendix)1. 管理人员简历(Management team biographies)2. 职业咨询人员背景(Names and details of professional advisors)3. 技术参数和图纸(Technical data and drawings)4. 专利、版权、设计等(Details of patents,copyright, designs)5. 审计的报表(Audited accounts)6. 信件(Letters)7. 市场调研数据(Market research data)8. 租约或合同(Leaser or contracts)9. 供给商的报价单(Price lists from suppliers)10. 客户的定单(Orders from customers)篇三:英文商业计划书模板英语商业计划书(Business Plan)第一讲:概述第二讲:现状分析第三讲:目标肯定第四讲:组织结构第五讲:产品分析第六讲:市场分析第七讲:市场策略第八讲:生产分析第九讲:财务分析第十讲:附件第一讲:概述(executive summary)概述是整个商业计划的第一部份,相当于整个商业计划的浓缩,使整个商业计划的精华所在。
Conspicuous consumption in China经济学家读译 中英对照
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Conspicuous consumption in China中国炫富消费Luxury's new empire奢侈品新帝国Are the Chinese replacing the Japanese as the world's most fanatical shoppers?中国人正在取代日本人成为世界上最狂热的购物者吗?Jun 17th 2004 | HONG KONG AND SHANGHAI | from the print editionTHREE ON THE BUND is a vision of the future of Chinese consumerism. The grand, newly refurbished building, first erected on Shanghai's historic waterfront in 1916, houses a top-notch restaurant to satisfy the stomach; an ultra-chic contemporary art gallery to stimulate the mind; and a reassuringly expensive spa (with indoor canals improbably filled with Evian water) to pamper the body. At its heart is a luxury-goods store. Arrestingly lined with metal and hemp, the Armani outlet is the firm's biggest in Asia outside Japan. Georgio Armani himself, say his underlings breathlessly, flew in before the recent opening to check personally every fitting, so besotted is he with China's potential.上海外滩三号是中国消费主义的未来之光。
特斯拉进中国 电动车风云再起 产业链强心针doc
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特斯拉进中国电动车风云再起产业链强心针特斯拉一季度净利1120万美元创造奇迹,2013年落户中国,主打电动汽车ModelS5月,美国唯一一家上市电动汽车制造商特斯拉汽车(TESLA)公布财报,其第一季度营收达到5.6亿美元,主打电动汽车ModelS的发货量已达4900辆。
与此同时,特斯拉预计今年将在全球范围内发售2.1万辆ModelS,预计未来ModelS电动车全球年均需求量将超3万。
消息一出,第二天特斯拉股价盘前便大涨17%,市场哗然。
更有人预言它将是下一个苹果。
近来,特斯拉的负责人公布,公司将在2013年新开25家专卖店,比2012年的13家提升一倍。
其中,会有一家专卖店开在中国。
这也让特斯拉的一举一动更加令人关注。
目前,中国的电动车市场还尚不明朗。
特斯拉的出现,将会是一匹黑马?还是一只飞蛾?一切都有待市场的检验。
业绩暴涨,定位高端在几近狼藉的美国电动车市场,定位豪华市场的电动汽车制造商特斯拉一季度已实现净利润1120万美元,市值达到88.7亿美元。
这几乎是个奇迹。
资料显示,2012年同期,特斯拉每股亏损86美分,直至此财报之前,亏损态势一直未改。
而特斯拉终在今年第一季度实现净利润1120万美元,这不仅大大超出市场预期,其市值也已超过72.4亿美元的三菱汽车和51.6亿美元的福特汽车工业,达到88.7亿美元。
这是特斯拉汽车自2010年上市以来首次实现季度盈利,过去1年的时间里,特斯拉股价累计上涨150%。
在这样的市场刺激下,A股市场也兴起了一波“特斯拉概念潮”。
对于业绩的暴涨,特斯拉公司CEO马斯克自己的解释是,我们将生产一台汽车所需要的时间下降了40%,大幅提高了生产效率,这是特斯拉能够盈利的部分原因。
而东北证券分析师刘立喜则认为:“这是因为它的定位比较特殊,把产品定位在豪华车市场以及高净值人群。
这部分人对汽车的价格不敏感,性能和时尚的外形又能满足他们的需求,而且一些数字显示TeslaModelS的纯电动豪华轿车续航里程能达到480公里,再加上车内配置的高豪华,其他电动车无法做到这些,所以这是一个有空间的市场。
黔驴技穷,特斯拉难服中国水土
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黔驴技穷,特斯拉难服中国水土作者:杨艳来源:《家用汽车》2016年第02期特斯拉一直在谋求推出价格更便宜的电动车,不过日前,特斯拉却在售后服务上推出了一个“反其道而行之”的举措,对电动车售后维护保养的价格进行上调,此外还规定车主转让特斯拉电动车时,不允许随车转让剩余的服务包。
总体而言,特斯拉电动车的购买成本在下降,以适应更多大众消费者的购买能力。
但却在此时上调售后价格,对此美国媒体指出,对于新购买特斯拉电动车的消费者而言,上述这些变化基本上是利空消息。
另外由于不能随着转让售后服务内容,未来二手特斯拉电动车的转让价格和车辆剩余价值也将受到影响。
相必特斯拉不会仅仅因为销量越大亏损越多就上调售后服务价格,不然损失销量,就得不偿失了。
新国标的挑战入华两年的特斯拉始终面临着水土不服的难题。
日前,国家质检总局、国家标准委联合国家能源局、工信部、科技部等部门正式对外发布新修订的电动汽车充电接口及通信协议5项国家标准(以下简称“新国标”)并开始实施。
针对新国标发布的问题,特斯拉在中国市场已经开始妥协。
特斯拉在官方回应中称,“我们已多次公开承诺在中国充电新国标发布之后,会用最短的时间确保所有在中国销售的特斯拉产品完全遵守该标准。
对于现有的特斯拉车主,我们会有完善的过渡措施和售后服务,保证所有特斯拉在中国的电动汽车能够在符合新国标的设备上充电”。
这也是特斯拉的首次官方表态。
然而,在业内看来,适应新国标需要对产品进行的整体改动较大,甚至涉及充电桩功率与电池匹配等一系列问题,因此特斯拉面临的改造难度不亚于新车改款,这势必将成为特斯拉推广的最大障碍。
汽车行业专家张志勇认为,车型的改造或许容易,但充电设施的改造则更为迫切。
特斯拉的充电端口标准与其他品牌并不兼容,因此并不利于社会资源的优化配置。
截至目前,特斯拉仍没有将已经建好的充电网络对外开放,其自身建设的充电设施与新国标的对接改造也未启动。
中国充电市场统一和规范的管理,意味着坚持独立建设充电立场的特斯拉被排除在外。
用英语讲中国故事 新能源汽车作文
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The Rise of China's New Energy Vehicles: A Story of Innovation and SustainabilityIn the heart of China, a remarkable story is unfolding. It's a tale of innovation, sustainability, and the future of mobility. It's the story of new energy vehicles (NEVs), a revolution that's transforming the way people travel and reshaping the country's automotive landscape.The journey began with a vision. As the world grappled with the challenges of climate change and air pollution, China saw an opportunity. It saw a path forward that would not only reduce emissions and dependence on fossil fuels but also create new industries and jobs, drive economic growth, and enhance national security.The government made a commitment. Massive investments were poured into research and development, infrastructure, and incentives for consumers. This bold initiative birthed a wave of innovation, attracting global talent and sparking a competitive spirit among Chinese companies.The results are nothing short of transformative. China has emerged as a global leader in NEV technology, with arange of innovative models that are setting new standards for performance, efficiency, and design. These vehicles are powered by electricity, hybrid systems, and even hydrogen fuel cells, offering clean, quiet, and efficient transportation solutions.But the story is not just about technology. It's about the impact these vehicles are having on society. They are improving air quality, reducing noise pollution, and creating jobs in the supply chain, manufacturing, and service sectors. They are enabling cities to plan for more efficient transportation systems, reducing congestion and carbon emissions.And the story is not over yet. China continues to push the boundaries of NEV technology, investing in battery research, autonomous driving, and connected vehicle technology. The future looks bright for China's NEV industry, and the country is poised to play a pivotal role in shaping the global transportation landscape.In this story of China's NEV revolution, we see a nation determined to lead the way in sustainable development. We see the power of vision, innovation, andcollective action. And we see a future where clean, efficient, and connected transportation is not just a dream, but a reality that's shaping our world.**中国新能源汽车的崛起:创新与可持续性的故事** 在中国的心脏地带,一个非凡的故事正在上演。
特斯拉危机事件 英语作文
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特斯拉危机事件英语作文Title: The Tesla Crisis Event。
Tesla, a prominent figure in the electric vehicle industry, has recently found itself amidst a crisis event that has captured global attention. This crisis stems from a series of incidents and controversies that have raised concerns about the company's practices, leadership, and future trajectory. In this essay, we will delve into the various aspects of the Tesla crisis, examining its causes, implications, and potential resolutions.One of the primary issues contributing to the Tesla crisis is related to product safety and quality control. Several high-profile incidents involving Tesla vehicles, including accidents and fires, have raised questions about the reliability and safety of its automobiles. These incidents have not only resulted in public scrutiny but have also led to regulatory investigations and lawsuits against the company. As a result, Tesla's reputation forproducing cutting-edge, safe vehicles has been tarnished, impacting consumer trust and investor confidence.Furthermore, Tesla's corporate governance practiceshave come under scrutiny, particularly regarding the roleof its CEO, Elon Musk. Musk's erratic behavior on social media platforms, including Twitter, has raised concerns among investors and regulators about his ability to leadthe company effectively. His controversial statements and public disputes with regulators have added fuel to the fire, exacerbating the perception of instability within Tesla's leadership ranks. Consequently, there have been calls for greater oversight and accountability within the company's management structure.In addition to product safety and corporate governance issues, Tesla faces challenges related to its productionand supply chain management. The company has struggled to meet production targets for its vehicles, leading to delays and production bottlenecks. Moreover, Tesla's heavyreliance on a limited number of suppliers has made its supply chain vulnerable to disruptions, such as componentshortages and logistical issues. These challenges have hampered Tesla's ability to scale its operationsefficiently and deliver vehicles to customers in a timely manner.The Tesla crisis has broader implications for the electric vehicle industry and the transition to sustainable transportation. As a pioneer in the field, Tesla plays a crucial role in shaping the future of mobility and reducing carbon emissions. However, the negative publicity surrounding the company could undermine public confidencein electric vehicles as a viable alternative to traditional combustion engine vehicles. Moreover, it could slow down investment in the sector and hinder efforts to accelerate the adoption of clean transportation technologies.To address the Tesla crisis effectively, several key actions need to be taken. Firstly, the company must prioritize product safety and quality control measures to regain consumer trust and ensure the reliability of its vehicles. This may involve implementing stricter testing protocols, enhancing vehicle design and manufacturingprocesses, and fostering a culture of accountability within the organization.Secondly, Tesla should improve its corporate governance practices to enhance transparency, accountability, and investor confidence. This may require appointing independent board members, strengthening internal controls and oversight mechanisms, and establishing clear communication channels between management, shareholders, and regulators.Thirdly, Tesla needs to optimize its production and supply chain operations to overcome existing challenges and meet growing demand for its vehicles. This may involve diversifying its supplier base, investing in automation and robotics technology, and streamlining production processes to improve efficiency and scalability.Finally, Tesla should focus on innovation and differentiation to maintain its competitive edge in the electric vehicle market. This may involve developing new products and services, expanding into new markets, andinvesting in research and development to drive technological advancements in battery technology, autonomous driving, and renewable energy integration.In conclusion, the Tesla crisis represents asignificant challenge for the company, but it also presents an opportunity for growth and transformation. By addressing the underlying issues and implementing strategic reforms, Tesla can emerge stronger and more resilient, reaffirming its position as a leader in the electric vehicle industry and advancing the transition to sustainable transportation on a global scale.。
经济学人双语阅读:电动汽车 充电进入美国
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【经济学人】双语阅读:电动汽车充电进入美国Business商业报道Electric cars电动汽车Charging into America充电进入美国Chinese firms are keen on America's battery-vehicle market中国公司致力于美国电动车公司市场TESLA, an American electric-car manufacturer, is the darling of investors and the most visible success in a business more notable for its failures.美国电动车制造商TESLA是投资者们的宠儿,相比较该行业的失败之处,它也是最显著的成功。
The praise it has attracted is encouraging Chinese firms to try to enter the American market. 它所赢得的赞赏激励中国公司试图进入美国市场。
A Hong Kong company and a mainland firm are battling for control of Fisker, a failed maker of hybrid-electric cars based in California; a court hearing due on January 10th will consider creditors' calls for an open auction.一家香港公司和大陆公司正在为Fisker的管理控制权而争夺不休。
Fisker是加利福尼亚一家倒闭的混合动力汽车制造商。
1月10日的庭审将考虑债权人所要求的公开拍卖。
And BYD, another Chinese mainland firm, said this week it would start selling its own electric cars in America next year.另一家中国公司BYD本周表示明年起将在美国出售自己的电动车。
特斯拉汽车营销策略—以中国市场为例
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特斯拉汽车营销策略—以中国市场为例2特斯拉汽车在中国市场营销环境分析2.1内部营销环境分析2.1.1特斯拉汽车的历史尼古拉·特斯拉(Nikola Tesla),作为十九世纪末二十世纪初最伟大的物理学家和电气工程师之一,他在电磁场领域有着许多革命性的发明,其中最为突出的贡献就是主持并设计了现代交流电系统。
而生产出以交流感应电机为汽车动力系统的特斯拉汽车的名称正是出于对这位伟人的致敬。
特斯拉汽车公司是一家致力于设计、生产和销售高端电动车、电动车动力总成部件以及电池产品的纳斯达克上市公司。
其生产的第一辆车是以英国莲花跑车Elise为蓝本的纯电动汽车Tesla Roadster,该车是第一台使用锂离子电池为能量驱动的汽车,也是第一辆实现超过200英里(约320公里)续航里程的电动汽车。
其百公里加速时间只需要3.7秒,综合能量效率更是达到丰田普锐斯的两倍。
截止到2011年其停止接受新订单,在2008到2012年间,该公司在31个国家地区销售了超过2250辆Tesla Roadster,获得了全球对纯电动汽车的广泛关注。
特斯拉汽车随后在2012年生产了其第二款车Tesla Model S,该车型创新地将电池组铺设在乘客座椅的底盘之上,这种设计除了可以留出更多乘坐空间外还能使车身的重心降低,令车辆在过弯时能最大限度的降低侧倾提高操控。
也由于其电池组的容量提高和大量使用铝合金部件降低车身重量,其续航里程达到了265英里(约430公里)以上。
而作为世界首款全电动豪华轿车,在2015年12月为止也即其堆出三年半后便达到了10万辆的销售里程碑,成为世界上最畅销的插电式纯电动汽车。
之后为了进一步丰富产品线,采用双电动机的高性能电动SUV Tesla Model X也开始对买家实现交付,并一举成为世界上加速性能最强SUV车型。
而对标各类B级豪华运动轿车(如凯迪拉克A TS、宝马3系等)更为廉价的Tesla Model 3也已在规划之中,特斯拉汽车CEO马斯克表示将尽力在中国实现该车型的国产化并同步发售。
科学技术与互联网发展
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科学技术与互联网发展Tesla入华的婴儿心态:荒蛮时期如何博弈Tesla(特斯拉)真的来了。
4月22日下午,在北京望京特斯拉的办公地点,访华的特斯拉全球CEO ELON MUSK(埃隆·马斯克)在中国区负责人吴碧瑄陪同下,亲自把钥匙交到了8名中国车主手上,他们订购的Tesla Model S汽车当天可以开回家。
伴随着埃隆·马斯克的访华旋风,Tesla正式完成野蛮入华.荒蛮时期:博弈充电系统相比一家成熟的汽车企业来说,Tesla相关的基础设施在全球市场还不够成熟,但在中国,基础设施的欠缺显得尤为突出。
Tesla的中国首秀之所以给予“野蛮”一词,正是因为基础设施的缺乏、公司运营青涩以及供货能力和需求之间的落差。
相比于外界对特斯拉的赞誉,ELON MUSK(埃隆.马斯克)很是谦虚,他在接受网易科技的专访时表示,特斯拉在中国还处于“婴儿阶段”。
就像一个孩子,得先学会走路,走稳了,再学会奔跑。
特斯拉面临的是首先解决充电等基础设备问题的建设问题。
如果没有充电系统,如同手枪没有子弹,再好的手枪也无法射击。
在北京交车仪式现场,和新车一起亮相的是,是两座特斯拉的超级充电站。
目前在北京和上海嘉定各有一处有超级充电站。
这个40平左右大的平台是一个天然的太阳能电池,该充电站通过太阳能发电,然后做足储存,最后一劳永逸地放在路边为Tesla车主提供电源。
用超级充电站充电,20分钟可以充满40%左右(能跑200公里左右),40分钟能充80%。
要充满得需要1个小时(能跑500公里)。
目前北京和上海嘉定的两处超级充电站的合作方是汉能控股集团。
据特斯拉超级充电站项目汉能方的项目经理陈征介绍,双方在3月21日开始接触,4月初签订合同,北京超级充电站搭建只花了10多天,上海的花了20天左右。
发电系统、储电器等核心设备由特斯拉提供,汉能方提供太阳能等光伏系统。
超级充电站绕开了国家电网,是太阳能充电,不需要接入电网系统。
新能源汽车在中国快速发展的原因英文作文
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新能源汽车在中国快速发展的原因英文作文The Rise of New Energy Cars in ChinaHave you ever seen a car driving down the street that makes almost no noise? Or a car that doesn't puff out any smelly exhaust fumes? Those are new energy vehicles, and they are becoming more and more popular in China!New energy vehicles are cars that run on electricity or other new technologies instead of gasoline or diesel like regular cars. The two main types are all-electric cars that have big batteries you charge up, and plug-in hybrid cars that combine a gasoline engine with an electric motor.Over the last few years, the number of new energy vehicles on the roads in China has grown super quickly. Back in 2015, only around 300,000 new energy cars were sold in the whole country. But by 2022, over 6.8 million new energy vehicles found homes with drivers in China! That's more than 20 times as many in just 7 years. Wow!So why have new energy cars taken off so fast in China? There are a few key reasons:The Government Gives Big IncentivesThe leaders in China's government have made it a huge priority to boost new energy vehicles. They offer big discounts and tax rebates to people who buy electric or hybrid cars. Some cities even give license plates for free to new energy car owners, which normally cost a lot of money.The government has also set targets for automakers to produce more and more new energy models every year. If companies don't meet those targets, they have to pay penalties. This pushes them to make more electric and hybrid vehicles to avoid the fines.There Are Lots of Charging StationsOne of the biggest concerns people have about electric cars is how far they can travel before running out of battery. In China, the government and companies have built tons of public charging stations to make it easy to recharge anywhere you go.Just in 2022, over 1.8 million new public charging piles were installed across the country. That means almost every major city has charging stations available at places like shopping malls, parks, office buildings, and along highways. This makes electric cars way more convenient for Chinese drivers.Chinese Companies Lead the WaySome of the top companies making new energy vehicles are based right in China, like BYD, Nio, Xpeng and Li Auto. These Chinese automakers design and build really advanced electric and hybrid models with the latest technology.Because these are domestic companies, their cars tend to be more affordable for Chinese consumers compared to imports from companies like Tesla. Their vehicles are also a big point of pride for many people to buy a cutting-edge Chinese brand.Bad Air PollutionUnfortunately, many cities in China have suffered from terrible air pollution in recent decades due to rapid industrialization. Smog from coal power plants, factories, and exhaust from millions of gasoline cars has made the air very unhealthy to breathe in some areas.Because new energy vehicles produce little or no direct emissions, they are seen as a way to start cleaning up the air, especially in crowded cities. Lots of families want to do their part for the environment by going electric or hybrid with their next car purchase.Battery Technology AdvancesA few years ago, electric cars couldn't go as far on a single charge and the batteries were very expensive. But thanks to new designs and chemistry, lithium-ion batteries now last a lot longer and cost way less than before.Many of the latest electric models from Chinese automakers can now travel over 600 kilometers (370 miles) on just one charge! That's plenty of range for most people's daily driving needs without having to worry about running out of juice. Cheaper and longer-lasting batteries have been a big boost for electric car sales.Those are some of the major reasons why new energy vehicles have taken China's automotive market by storm in recent years. Chinese automakers are pioneering the latest technologies, government incentives make electric cars more affordable, and people want alternatives to gas-guzzlers that pollute the air.While gasoline and diesel vehicles still make up the majority right now, it seems clear that the future is electric and hybrid. Some people predict that by 2035, half of all new cars sold across China could be new energy models. That would make China a world leader in transitioning away from fossil fuels for transportation.New energy cars are really awesome because they don't spew out stinky exhaust that makes the air gross. They are so quiet and smooth to drive too! I hope I can own a slick electric car myself when I'm older. Maybe by then, charging stations will be as common as gas stations, and we can all cruise around emissions-free. Vroom vroom, take that pollution!。
特斯拉进入中国市场的SWOT分析及启示
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MarketDOI:10.19699/ki.issn2096-0298.2020.21.012特斯拉进入中国市场的SWOT分析及启示河北经贸大学 赵红霞 田萌摘 要:特斯拉独一无二的企业定位和营销模式为特斯拉进入中国市场提供了强有力竞争优势,也使得特斯拉在短短几年中在中国市场中打下了坚实基础,成为新能源汽车市场上的后起之秀。
本文采用SWOT分析法,分析特斯拉在中国市场的发展现状,探索其成功的营销经验及对中国新能源汽车企业的启示。
关键词:新能源汽车;特斯拉;SWOT分析中图分类号:F274 文献标识码:A 文章编号:2096-0298(2020)11(a)-012-03特斯拉成立于2003年,致力于生产、销售高端电动汽车,打造了世界上首辆使用锂离子电池为驱动能量的纯电动汽车。
经过五年的研发,2008年2月,特斯拉第一个纯电动汽车车型Tesla Roadster下线交付,之后又陆续推出了Model S、Model X 和Model 3等车型,均在全球新能源汽车市场上收获了不错的反响。
目前,特斯拉的主要销售地区包括北美、欧洲和亚太地区。
1 特斯拉进入中国市场2013年,中国正处于对新能源汽车积极推广的时期,新能源汽车在中国是具有极大潜力的朝阳产业,特斯拉汽车抓住这个优越的市场机遇进军中国,以扩大特斯拉的海外销售市场。
在2013年年底,特斯拉在北京开设了第一家4S店,以Model S为主要车型进行销售。
2014年4月,特斯拉将Model S交到了中国第一批客户的手中,其中包括8位企业领袖,从此开启了特斯拉进军中国的路程。
1.1 门店分布范围广泛从2013年开设第一家门店开始,截至2019年,特斯拉在中国一共设立了63家体验店和服务中心,基本遍布全国。
由图1可以看出,特斯拉在中国的体验店和服务中心主要分布在东南地区和华北地区。
特拉斯以中国发达城市为中心目标,门店位置主要分布在消费水平高、人流量大的城市中心区域,针对具有高收入和先进意识理念的消费者群体。
《二十年博弈:工程机械市场的巨变》笔记
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《二十年博弈:工程机械市场的巨变》阅读记录目录一、内容概览 (2)1.1 背景介绍 (2)1.2 研究意义 (3)二、第一阶段 (4)2.1 国际市场的发展 (5)2.1.1 欧美市场的成熟 (6)2.1.2 亚洲市场的崛起 (7)2.2 国内市场的发展 (8)2.2.1 技术引进与国产化 (9)2.2.2 市场规模的扩大 (11)三、第二阶段 (12)3.1 全球化趋势 (13)3.1.1 跨国并购与资源整合 (14)3.1.2 全球供应链的形成 (14)3.2 竞争格局的变化 (15)3.2.1 国际品牌的市场份额 (17)3.2.2 国内品牌的崛起 (17)四、第三阶段 (18)4.1 智能化发展 (20)4.1.1 人工智能与大数据的应用 (21)4.1.2 新型施工方式的兴起 (22)4.2 绿色化转型 (23)4.2.1 环保政策的推动 (24)4.2.2 可持续发展理念的实践 (25)五、结论 (27)5.1 市场巨变的总结 (28)5.2 对未来的展望 (29)一、内容概览市场背景和发展趋势:简要介绍了中国工程机械市场的起源、发展过程以及当前的市场规模和竞争格局。
政策影响:分析了政府在工程机械市场发展过程中所扮演的角色,包括产业政策、税收政策等对市场的影响。
市场竞争格局:梳理了中国工程机械市场的竞争主体,包括国内外知名企业及其在中国市场的表现。
产品创新与技术进步:重点关注了工程机械行业的技术创新和产品升级,以及这些创新如何推动市场的发展。
行业风险与挑战:分析了工程机械市场面临的主要风险因素,如市场需求波动、原材料价格波动等,以及应对这些风险的策略。
未来发展趋势与展望:基于对过去20年市场数据的回顾,对未来工程机械市场的发展趋势进行了预测,并提出了一些建议。
1.1 背景介绍在过去的二十年中,全球工程机械市场经历了前所未有的变革和发展。
随着科技进步、经济全球化的推动以及行业内部竞争的加剧,这个行业经历了从简单的工具和设备向高度智能化的现代化设备的巨大转变。
考研英语阅读外刊原文(英国卫报)
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Elon Musk reveals Tesla will not accept Bitcoin citing fossil fuel use埃隆·马斯克表示,由于对化石燃料的消耗,特斯拉将不再接受比特币付款Tesla CEO, Elon Musk has announced that the company has suspended customers’ use of Bitcoin to purchase its vehicles, citing concerns about the use of fossil fuel for bitcoin mining.特斯拉首席执行官埃隆·马斯克宣布,特斯拉将不再接受客户使用比特币买车,理由是担心挖矿过多消耗化石燃料。
In a statement, Musk noted that Tesla was concerned about rapidly increasing use of fossil fuels for Bitcoin mining and transactions, especially coal, which has the worst emissions of any fuel.马斯克在一份声明中指出,特斯拉对比特币开采和交易中所消耗化石燃料的迅速增加感到担忧,尤其是对碳排放影响最大的煤。
“Cryptocurrency is a good idea on many levels and we believe it has a promising future, but this cannot come at great cost to the environment,” Musk says.马斯克称:“从很多层面上来说,加密货币是个好点子,我们相信它会有一个光明的未来,但这绝不能以牺牲环境为代价。
”The Tesla and SpaceX chief is an ardent supporter of cryptocurrencies and has inspired big market swings in the prices of digital coins this year, including Bitcoin and Dogecoin.身为特斯拉和SpaceX首席执行官的马斯克也是加密货币的狂热支持者,他今年推动了比特币和狗狗币等数字货币价格的大幅波动。
英语作文-便利店零售行业,门槛之争愈演愈烈
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英语作文-便利店零售行业,门槛之争愈演愈烈The Convenience Store Retail Industry: The Escalating Debate over Entry Barriers。
The convenience store retail industry has long been a hot topic of discussion, especially when it comes to the debate over entry barriers. With the increasing competition and the emergence of new players in the market, the issue of entry barriers has become even more contentious. In this article, we will delve into the various aspects of this debate and explore the reasons behind the escalating tensions.First and foremost, it is essential to understand what entry barriers are and why they are significant in the convenience store retail industry. Entry barriers refer to the obstacles that prevent new businesses from entering a particular market. These barriers can come in various forms, such as high initial investment costs, stringent government regulations, limited access to distribution channels, and strong brand loyalty among consumers. In the context of the convenience store retail industry, entry barriers play a crucial role in shaping the competitive landscape and determining the market dynamics.One of the primary reasons behind the escalating debate over entry barriers in the convenience store retail industry is the increasing dominance of established players. Large chain convenience stores have already established a strong presence in the market, making it challenging for new entrants to compete effectively. These established players have significant economies of scale, brand recognition, and extensive distribution networks, which act as formidable entry barriers for potential competitors. As a result, smaller and independent convenience stores often find it difficult to survive and thrive in this highly competitive environment.Moreover, the rapid pace of technological advancements has further intensified the debate over entry barriers in the convenience store retail industry. The rise of e-commerce, mobile payment systems, and digital marketing has transformed the wayconsumers shop and interact with retail businesses. This has led to a shift in consumer preferences and shopping behaviors, posing new challenges for both existing and potential players in the industry. As a result, the traditional brick-and-mortar convenience stores face the pressure of adapting to these technological changes, which can be a daunting task for new entrants with limited resources and capabilities.Another crucial factor contributing to the escalating debate over entry barriers is the regulatory environment governing the convenience store retail industry. Government regulations and policies can significantly impact the ease of entry for new businesses, particularly in terms of obtaining licenses, permits, and complying with various legal requirements. The complex and often ambiguous regulatory framework can create additional hurdles for aspiring entrepreneurs, thereby raising concerns about the fairness and openness of the market.Furthermore, the issue of entry barriers in the convenience store retail industry has also sparked discussions about market concentration and competition. The dominance of a few major players in the market raises questions about monopolistic practices, pricing strategies, and the overall welfare of consumers. The debate over entry barriers is closely linked to the broader discourse on market competition and the need for a level playing field for all participants.In conclusion, the debate over entry barriers in the convenience store retail industry is a complex and multifaceted issue that has far-reaching implications for market dynamics, competition, and consumer welfare. The escalating tensions surrounding this debate reflect the challenges and opportunities facing both existing and potential players in the industry. As the industry continues to evolve and adapt to changing market conditions, it is essential to address the concerns related to entry barriers and strive for a more open, competitive, and inclusive market environment. Only through thoughtful analysis and constructive dialogue can the industry stakeholders work towards a sustainable and vibrant convenience store retail landscape.。
特斯拉“上海速度”彰显中国清朗开明的投资环境
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财经脉搏特斯拉“上海速度”彰显中国清朗开明的投资环境文/蔡恩泽1月7日,适逢美国汽车企业特 斯拉在中国上海建厂“安家” 一周年 纪念日。
从建厂到投产到量产,特斯拉上海超级工厂只用了不到一年时 间,创造了特斯拉“上海速度”,可圈 可点。
21世纪以来,中国逐渐成长为世界第二大经济体,庞大的市场和惊人 的消费能力无不让国外企业垂涎三 尺。
特斯拉是一家美国电动车及能源公司,在全球久负盛名。
它来到中国投资,并非心血来潮的一时冲动。
特斯拉“上海速度”表明,在中国这方热土上,中国完全能给外资企 业搭建大显身手的舞台,给其施展拳 脚功夫的机会。
现代化工业体系分为39大类,525个小类,中国是世界上唯——个联合国认证、具备完善39 大类工业体系的国家,可为外资企业 提供产业体系内最完善的配套服务。
中国拥有高效务实的政府工作机制, 执行力强,对建厂征地及前期“三平一通”工程有强大的行政干预力量, 促成外资建厂速度加快。
中国有丰富 的人才储备,可为外资企业本土化达成人才和劳动力的最优选择。
特斯拉创始人埃隆•马斯克在与团队沟通时 就曾表示,未来特斯拉的全球总部应该在中国,而且CEO 也应该是中国人。
这充分显示马斯克对中国人才资 源的认可。
此外,中国还有强大的资源整合能力、特别流畅且便宜的物流服务,许多地方筑巢引凤,还有税收 等方面的“超国民待遇”。
特斯拉落 脚上海,也是因为上海是国际化大都市,是中国对外开放的前沿,而且上海的汽车产业集群在全球享有盛誉, 有举足轻重的市场地位,完全能为特 斯拉高质量发展提供优质的配套服 务。
除了上海,奔驰新能源汽车项目落户的北京,戴姆勒投奔的吉利,其总部所在地杭州,也是实力超群的汽68华人时刊2020-4经济BUSINESS车产业中心城市。
在全球汽车销量下降的情势下,仍有外资投资中国市场,充分证明中国确实是一片神奇的土地,在这里能把“奢望”变成“现实”,外资企业前景可期。
特斯拉“上海速度”也表明,中国市场的吸引力不可小觑,这是个有着14亿人口的超级市场,到中国来投资是最为明智之举。
新能源汽车在中国快速发展的原因英文作文
![新能源汽车在中国快速发展的原因英文作文](https://img.taocdn.com/s3/m/6bbffdd582d049649b6648d7c1c708a1284a0aaf.png)
新能源汽车在中国快速发展的原因英文作文English: The rapid development of new energy vehicles in China can be attributed to several key factors. Firstly, the Chinese government has been offering generous subsidies and incentives to both manufacturers and consumers to promote the adoption of clean energy vehicles. These subsidies help reduce the cost of purchasing new energy vehicles, making them more affordable for the general public. Secondly, the increasing awareness of environmental issues and the need to reduce air pollution in major cities has driven the demand for eco-friendly transportation options. New energy vehicles, such as electric cars and hybrids, produce lower emissions compared to traditional gasoline-powered vehicles, making them a popular choice among environmentally conscious consumers. Additionally, advancements in technology have improved the performance and range of new energy vehicles, addressing concerns about limited driving range and lack of charging infrastructure. As a result, more and more consumers are opting for new energy vehicles as a sustainable and efficient mode of transportation in China.中文翻译: 中国新能源汽车的快速发展可以归因于几个关键因素。
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Tesla's big gamble in China特斯拉豪赌中国市场The salesman in Tesla's only showroom in Chinese mainland (or what the company likes to call "experience center") says the rich people who travel from all over the country to see the gleaming Model S react the same way when they hear the $118,000 price tag: "Wow."特斯拉(Tesla)位于中国大陆的唯一一个展厅(公司喜欢将其称为“体验中心”)里的销售人员称,全国各地的富人都到这里来参观光芒四射的Model S。
当他们听到118,000美元的价格时,几乎都是同样的反应:“哇!”As in: Wow! That's cheap.潜台词是:哇!真便宜。
This is the opportunity Tesla Motors (TSLA) hopes to capitalize on when its executives say China will become its largest market in just a couple years. It's why the company plans to open stores in a dozen other cities by the end of 2014 and invest hundreds of millions of dollars in the country. In fact, China is the driving force behind Tesla's goal of boosting Model S sales by 56% this year.特斯拉公司高管表示,在未来几年内,中国将成为它最大的市场,特斯拉汽车公司应该抓住这个机遇。
所以,特斯拉计划在2014年底在中国另外十多个城市开店,还计划在中国投资数千万美元。
事实上,特斯拉要想实现今年Model S销量增长56%的目标,中国将是主要的推动力。
Even with a 25% import fee and value-added taxes pushing the cost to about $118,000 in China, from $71,000 in the U.S., the car isn't consideredsuper-expensive. That's in part because other car brands are subject to the same levies. And so BMW's X5 SUV, for example, costs much more than a Tesla in China despite selling for less than one in the U.S.虽然25%的进口关税和增值税将Model S的价格从在美国的71,000美元推高到了118,000美元,但中国消费者却认为这款汽车算不上超级昂贵。
很大程度上,这是因为其他汽车品牌也要接受同样的课税。
例如,在中国,宝马(BMW)X5 SUV的价格要高于特斯拉汽车;而在美国,前者的价格却更低。
The real promise for Tesla in China is if it can build cars here. Not only would it bypass the hefty import duty, but its customers would become eligible for local governments' electric vehicle tax credits, an incentive not offered for foreign-built autos. In a visit to Beijing last month, Tesla's founder Elon Musk laid out both the promise and potential pitfalls for Tesla when he said the company would seek to manufacture cars in China in three to four years.在中国,特斯拉真正的出路在于能否实现国产化。
如果可行,特斯拉不仅可以避开沉重的进口关税,而且客户还可以享受地方政府的机动车税收减免优惠,因为这项优惠政策不面向进口汽车。
特斯拉创始人埃隆•穆斯克上个月访问北京期间列举了特斯拉的希望和潜在风险。
他表示,在三至四年时间内,公司会努力在中国实现特斯拉汽车国产化。
The dream scenario is that Tesla builds cars, everybody buys them, the central government is happy that more people are driving electric, and Tesla is championed for decades.最梦幻的情形是,特斯拉在中国生产汽车,所有人都来购买他们的汽车,而中央政府也很满意,因为更多人在使用电动车,然后,特斯拉在几十年内占据中国汽车销量榜首。
But in reality, Musk's ambition will face many hurdles. Foreign companies typically find that building their own stuff in China is never easy. They're forced to partner with a local Chinese company, which often wants to get itshands on the outsider's technology. In a joint venture, political power often trumps controlling stakes. Furthermore, China is a country with deep-seated suspicions of foreigners.但在现实中,穆斯克的野心将面临重重障碍。
外国公司往往会发现,在中国本土生产自己的产品并不容易。
他们必须与一家当地中国公司合作,而后者通常想要染指“老外”的技术。
在合资公司中,政治权力往往要压过控股权。
此外,中国对于外国人有着根深蒂固的不信任。
"Time after time, when foreign companies have come here with huge ambitions and a short timeline in obtaining them, it doesn't work out," says James McGregor, an expert on foreign businesses in China and author of One Billion Customers: Lessons from the Front Lines of Doing Business in China. 中国外企专家、《十亿消费者:博弈中国市场的第一手经验》(One BillionCustomers: Lessons from the Front Lines of Doing Business in China)一书的作者麦健陆说:“外国公司雄心勃勃地乘兴而来,期待在短期内就能实现自己的抱负,结果却一次次地铩羽而归。
”Tesla faces two gigantic hurdles in China. The first is setting up a joint venture with a domestic company to build cars. Tesla's goals will likely be very different from its Chinese partner's. China released a long report in 2006 called "The National Medium- and Long-Term Program for the Development of Science and Technology 2006-2020" that outlines the country's plan to develop "indigenous innovation" and make China a technological powerhouse by 2020. One key way it plans to match Western technology: absorbing and tweaking that same foreign technology.特斯拉在中国将面临两个巨大的障碍。
首先是与中国国内公司成立合资公司生产汽车。
特斯拉的目标很可能会跟它中国合作伙伴相差甚远。
2006年,中国发布了一份冗长的报告,名为《国家中长期科学和技术发展规划纲要(2006━2020年)》(The National Medium- and Long-Term Program for theDevelopment of Science and Technology 2006-2020)”。
报告中提出了发展“自主创新”的计划纲要,以及至2020年将中国建设成科技强国的目标。
而要与西方科技相匹敌,关键的一条途径是:吸收和再创新外国的科技。
As McGregor wrote in a 2010 paper on the report, "The plan is considered by many international technology companies to be a blueprint for technology theft on a scale the world has never seen before."2010年,麦健陆在针对这份报告的文章中写道:“许多跨国科技公司都认为,这个规划是制定了技术抄袭的蓝图,规模之大前所未见。