外文翻译1

Ha, ha, ha! You'd have betted a hundred pound to five, now, that you wouldn't have seen me here, wouldn't you? 张译：哈！哈！哈！你能跟我打一百镑对五镑的 赌，说你决不会在这儿看到我，是不是？ 董译：你一定敢打一个大赌，你不会在这里看见我 的，是不是？
I rose; I dressed myself with care: obliged to be plain- for I had no article of attire that was not made with extreme simplicity- I was still by nature solicitous to be neat. It was not my habit to be disregardful of appearance or careless of the impression I made: on the contrary, I ever wished to look as well as I could, and to please as much as my want of beauty would permit. I sometimes regretted that I was not handsomer; I sometimes wished to have rosy cheeks, a straight nose, and small cherry mouth; I desired to be tall, stately, and finely developed in figure; I felt it a misfortune that I was so little, so pale, and had features so irregular and so marked. And why had I these aspirations and these regrets? It would be difficult to say: I could not then distinctly say it to myself; yet I had a reason, and a logical, natural reason too. However, when I had brushed my hair very smooth, and put on my black frock- which, Quakerlike as it was, at least had the merit of fitting to a nicety- and adjusted my clean white tucker, I thought I should do respectably enough to appear before Mrs. Fairfax, and that my new pupil would not at least recoil from me with antipathy. Having opened my chamber window, and seen that I left all things straight and neat on the toilet table, I ventured forth.

毕业论文外文翻译格式毕业论文外文翻译格式在撰写毕业论文时，外文翻译是一个重要的环节。

无论是引用外文文献还是翻译相关内容，都需要遵循一定的格式和规范。

本文将介绍一些常见的外文翻译格式，并探讨其重要性和应用。

首先，对于引用外文文献的格式，最常见的是使用APA（American Psychological Association）格式。

这种格式要求在引用外文文献时，先列出作者的姓氏和名字的首字母，然后是出版年份、文章标题、期刊名称、卷号和页码。

例如：Smith, J. D. (2010). The impact of climate change on biodiversity. Environmental Science, 15(2), 145-156.在翻译外文文献时，需要注意保持原文的准确性和完整性。

尽量避免意译或添加自己的解释，以免歪曲原文的意思。

同时，还需要在翻译后的文献后面加上“译者”和“翻译日期”的信息，以便读者可以追溯翻译的来源和时间。

其次，对于翻译相关内容的格式，可以参考国际标准组织ISO（International Organization for Standardization）的格式。

这种格式要求在翻译相关内容时，先列出原文，然后是翻译后的文本。

例如：原文：The importance of effective communication in the workplace cannot be overstated.翻译：工作场所有效沟通的重要性不容忽视。

在翻译相关内容时，需要注意保持原文的意思和语气。

尽量使用准确的词汇和语法结构，以便读者能够理解和接受翻译后的内容。

同时，还需要在翻译后的文本后面加上“翻译者”和“翻译日期”的信息，以便读者可以追溯翻译的来源和时间。

此外，对于长篇外文文献的翻译，可以考虑将其分成若干章节，并在每个章节前面加上章节标题。

这样可以使读者更容易理解和阅读翻译后的内容。

毕业论文外文翻译要求
外国文献翻译是撰写毕业论文的重要环节之一，下面是一份要求700字的毕业论文外文翻译要求：
1. 翻译时间: 需在规定时间内完成翻译任务，以确保毕业论文
后续工作的顺利进行。

2. 原文准确性: 翻译必须准确无误，不得对原文进行任何删节、增补或变动。

3. 语言流畅度: 翻译应当具有良好的语言流畅度，不得过于生
硬或呆板。

4. 专业术语准确性: 翻译时要确保专业术语的准确性，避免词
义的混淆。

5. 语法错误及标点符号: 翻译应符合英文的语法规范，避免语
法错误和标点符号的错误使用。

6. 翻译风格: 翻译应当符合学术论文的要求，措辞恰当，语气
客观中立。

7. 格式要求: 翻译部分应与论文正文的格式一致，包括字体、
字号、行间距等。

8. 校对: 完成翻译后，需要进行一次仔细的校对工作，确保翻
译的正确性。

9. 原文附录: 翻译部分要同时附上原文，以便审查人员对翻译的准确性进行核对。

10. 翻译文档: 翻译文档要以电子文档的形式提交，确保方便审查人员查看。

以上要求旨在保证翻译的质量和准确性，对于撰写毕业论文非常重要。

翻译过程中，建议使用专业的翻译工具，如翻译记忆软件、专业词典等，以提高翻译的效率和准确性。

同时，积极与导师和专业领域的人进行交流和讨论，以解决翻译中的问题和困惑。

外文文献A marketer’s guide to behavioral economicsApirl.2010 • Ned Welch • McKinsey QuarterlyMarketers have been applying behavioral economics-often unknowingly for years. A more systematic approach can unlock significant value.Long before behavioral eco nomics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they worked—not because marketers had run scientific studies showing that people prefer a supposedly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketing’s inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight four practical techniques that should be part of every marketer’s tool kit.1. Make a product’s cost less painfulIn almost every purchasing decision, consumers have the option to do nothing: they can always save their money for an other day. That’s why the marketer’s task is not just to beat competitors but also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spending it.Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the present—now—are especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase.Another way to minimize the pain of payment is to understand the ways “mental a ccounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts include windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all.Technology creates new frontiers for harnessing mental accounting to benefit both consumers and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categories—green, say, for below budget, red for above budget, and so on. The budget-conscious consumer is likely to find value in such accounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only incre ase the issuer’s interchange fees andfinancing income but also improve the issuer’s view of its customers’ overall financial situation. Finally, of course, such an application would make a genuine contribution to these consumers’ desire to live within the ir means.2. Harness the power of a default optionThe evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaults—what you get if you don’t actively make a choice—work partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When we’re “given” something by default, it becomes more valued than it would have been otherwise—and we are more loath to part with it.Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 calls—how could you use those?” Many customers did not want to give up free talk time they felt they already owned.Defaults work best when decision makers are too indifferent, confused, or conflicted to consider their options. That principle is particularly relevant in a world that’s increasingly awash with choices—a default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire by breeding distrust.3. Don’t overwhelm consumers with choiceWhen a default option isn’t possible, marketers must be wary of generating “ch oice overload,” which makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were offered the chance to taste a selection of 24 jams, while others were offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher.Large in-store assortments work against marketers in at least two ways. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”—a heightened awareness that every option requires you to forgo desirable features available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice.4. Position your preferred option carefullyEconomists assume that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price we’d be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry sto re owner whose consignment of turquoise jewelry wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x½” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the items—and sold the lot.2 In this case,shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, t hey made inferences from the price about the jewelry’s quality, which generated a context-specific willingness to pay.The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Eve n if they don’t sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very popular—and so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer.Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are rarely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost.不可或缺的营销四技巧多年来，营销商一直在运用行为经济学，但往往是不自觉地运用。

XX学院毕业论文（设计）外文翻译撰写格式规范一、外文翻译形式要求1、要求本科生毕业论文（设计）外文翻译部分的外文字符不少于1.5万字, 每篇外文文献翻译的中文字数要求达到2000字以上，一般以2000~3000字左右为宜。

2、翻译的外文文献应主要选自学术期刊、学术会议的文章、有关著作及其他相关材料，应与毕业论文（设计）主题相关，并作为外文参考文献列入毕业论文（设计）的参考文献。

3、外文翻译应包括外文文献原文和译文，译文要符合外文格式规范和翻译习惯。

二、打印格式XX学院毕业论文（设计）外文翻译打印纸张统一用A4复印纸，页面设置：上：2.8；下：2.6；左：3.0；右：2.6；页眉：1.5；页脚：1.75。

段落格式为：1.5倍行距，段前、段后均为0磅。

页脚设置为：插入页码，居中。

具体格式见下页温馨提示：正式提交“XX学院毕业论文（设计）外文翻译”时请删除本文本中说明性的文字部分（红字部分）。

XX学院毕业论文（设计）外文翻译题目：系别：服装与艺术设计系专业：班级：学号：学生姓名：一、外文原文见附件（文件名：12位学号+学生姓名+3外文原文．文件扩展名）。

二、翻译文章翻译文章题目（黑体小三号，1.5倍行距，居中）作者（用原文，不需翻译，Times New Roman五号，加粗，1.5倍行距，居中）工作单位（用原文，不需翻译，Times New Roman五号，1.5倍行距，居中）摘要：由于消费者的需求和汽车市场竞争力的提高，汽车检测标准越来越高。

现在车辆生产必须长于之前的时间并允许更高的价格进行连续转售……。

(内容采用宋体五号，1.5倍行距)关键词：汽车产业纺织品，测试，控制，标准，材料的耐用性1 导言（一级标题，黑体五号，1.5倍行距，顶格）缩进两个字符，文本主体内容采用宋体（五号），1.5倍行距参考文献（一级标题，黑体五号， 1.5倍行距，顶格）略（参考文献不需翻译，可省略）资料来源：AUTEX Research Journal, Vol. 5, No3, September 2008*****译****校（另起一页）三、指导教师评语***同学是否能按时完成外文翻译工作。

五分钟搞定5000字－外文文献翻译在科研过程中阅读翻译外文文献是一个非常重要的环节，许多领域高水平的文献都是外文文献，借鉴一些外文文献翻译的经验是非常必要的。

由于特殊原因我翻译外文文献的机会比较多，慢慢地就发现了外文文献翻译过程中的三大利器：Google“翻译”频道、金山词霸（完整版本）和CNKI“翻译助手"。

具体操作过程如下：1.先打开金山词霸自动取词功能，然后阅读文献；2.遇到无法理解的长句时，可以交给Google处理，处理后的结果猛一看，不堪入目，可是经过大脑的再处理后句子的意思基本就明了了；3.如果通过Google仍然无法理解，感觉就是不同，那肯定是对其中某个“常用单词”理解有误，因为某些单词看似很简单，但是在文献中有特殊的意思，这时就可以通过CNKI的“翻译助手”来查询相关单词的意思，由于CNKI的单词意思都是来源与大量的文献，所以它的吻合率很高。

另外，在翻译过程中最好以“段落”或者“长句”作为翻译的基本单位，这样才不会造成“只见树木，不见森林”的误导。

注：1、Google翻译：/language_tools google，众所周知，谷歌里面的英文文献和资料还算是比较详实的。

我利用它是这样的。

一方面可以用它查询英文论文，当然这方面的帖子很多，大家可以搜索，在此不赘述。

回到我自己说的翻译上来。

下面给大家举个例子来说明如何用吧比如说“电磁感应透明效应”这个词汇你不知道他怎么翻译，首先你可以在CNKI里查中文的，根据它们的关键词中英文对照来做，一般比较准确。

在此主要是说在google里怎么知道这个翻译意思。

大家应该都有词典吧，按中国人的办法，把一个一个词分着查出来，敲到google里，你的这种翻译一般不太准，当然你需要验证是否准确了，这下看着吧，把你的那支离破碎的翻译在google里搜索，你能看到许多相关的文献或资料，大家都不是笨蛋，看看，也就能找到最精确的翻译了，纯西式的！我就是这么用的。

外文原文(一)Savigny and his Anglo-American Disciple s*M. H. HoeflichFriedrich Carl von Savigny, nobleman, law reformer, champion of the revived German professoriate, and founder of the Historical School of jurisprudence, not only helped to revolutionize the study of law and legal institutions in Germany and in other civil law countries, but also exercised a profound influence on many of the most creative jurists and legal scholars in England and the United States. Nevertheless, tracing the influence of an individual is always a difficult task. It is especially difficult as regards Savigny and the approach to law and legal sources propounded by the Historical School. This difficulty arises, in part, because Savigny was not alone in adopting this approach. Hugo, for instance, espoused quite similar ideas in Germany; George Long echoed many of these concepts in England during the 1850s, and, of course, Sir Henry Sumner Maine also espoused many of these same concepts central to historical jurisprudence in England in the 1860s and 1870s. Thus, when one looks at the doctrinal writings of British and American jurists and legal scholars in the period before 1875, it is often impossible to say with any certainty that a particular idea which sounds very much the sort of thing that might, indeed, have been derived from Savigny's works, was, in fact, so derived. It is possible, nevertheless, to trace much of the influence of Savigny and his legal writings in the United States and in Great Britain during this period with some certainty because so great was his fame and so great was the respect accorded to his published work that explicit references to him and to his work abound in the doctrinal writing of this period, as well as in actual law cases in the courts. Thus, Max Gutzwiller, in his classic study Der einfluss Savignys auf die Entwicklung des International privatrechts, was able to show how Savigny's ideas on conflict of laws influenced such English and American scholars as Story, Phillimore, Burge, and Dicey. Similarly, Andreas Schwarz, in his "Einflusse Deutscher Zivilistik im Auslande," briefly sketched Savigny's influence upon John Austin, Frederick Pollock, and James Bryce. In this article I wish to examine Savigny's influence over a broader spectrum and to draw a picture of his general fame and reputation both in Britain and in the United States as the leading Romanist, legal historian, and German legal academic of his day. The picture of this Anglo-American respect accorded to Savigny and the historical school of jurisprudence which emerges from these sources is fascinating. It sheds light not only upon Savigny’s trans-channel, trans-Atlantic fame, but also upon the extraordinarily*M.H.Hoeflich, Savigny and his Anglo-American Disciples, American Journal of Comparative Law, vol.37, No.1, 1989.cosmopolitan outlook of many of the leading American and English jurists of the time. Of course, when one sets out to trace the influence of a particular individual and his work, it is necessary to demonstrate, if possible, precisely how knowledge of the man and his work was transmitted. In the case of Savigny and his work on Roman law and ideas of historical jurisprudence, there were three principal modes of transmission. First, there was the direct influence he exercised through his contacts with American lawyers and scholars. Second, there was the influence he exercised through his books. Third, there was the influence he exerted indirectly through intermediate scholars and their works. Let us examine each mode separately.I.INFLUENCE OF THE TRANSLATED WORKSWhile American and British interest in German legal scholarship was high in the antebellum period, the number of American and English jurists who could read German fluently was relatively low. Even those who borrowed from the Germans, for instance, Joseph Story, most often had to depend upon translations. It is thus quite important that Savigny’s works were amongst the most frequently translated into English, both in the United States and in Great Britain. His most influential early work, the Vom Beruf unserer Zeitfur Rechtsgeschichte und Gestzgebung, was translated into English by Abraham Hayward and published in London in 1831. Two years earlier the first volume of his History of Roman Law in the Middle Ages was translated by Cathcart and published in Edinburgh. In 1830, as well, a French translation was published at Paris. Sir Erskine Perry's translation of Savigny's Treatise on Possession was published in London in 1848. This was followed by Archibald Brown's epitome of the treatise on possession in 1872 and Rattigan's translation of the second volume of the System as Jural Relations or the Law of Persons in 1884. Guthrie published a translation of the seventh volume of the System as Private International Law at Edinburgh in 1869. Indeed, two English translations were even published in the far flung corners of the British Raj. A translation of the first volume of the System was published by William Holloway at Madras in 1867 and the volume on possession was translated by Kelleher and published at Calcutta in 1888. Thus, the determined English-speaking scholar had ample access to Savigny's works throughout the nineteenth century.Equally important for the dissemination of Savigny's ideas were those books and articles published in English that explained and analyzed his works. A number of these must have played an important role in this process. One of the earliest of these is John Reddie's Historical Notices of the Roman law and of the Progress of its Study in Germany, published at Edinburgh in 1826. Reddie was a noted Scots jurist and held the Gottingen J.U.D. The book, significantly, is dedicated to Gustav Hugo. It is of that genre known as an external history of Roman law-not so much a history of substantive Roman legal doctrine but rather a historyof Roman legal institutions and of the study of Roman law from antiquity through the nineteenth century. It is very much a polemic for the study of Roman law and for the Historical School. It imparts to the reader the excitement of Savigny and his followers about the study of law historically and it is clear that no reader of the work could possibly be left unmoved. It is, in short, the first work of public relations in English on behalf of Savigny and his ideas.Having mentioned Reddie's promotion of Savigny and the Historical School, it is important to understand the level of excitement with which things Roman and especially Roman law were greeted during this period. Many of the finest American jurists were attracted-to use Peter Stein's term-to Roman and Civil law, but attracted in a way that, at times, seems to have been more enthusiastic than intellectual. Similarly, Roman and Civil law excited much interest in Great Britain, as illustrated by the distinctly Roman influence to be found in the work of John Austin. The attraction of Roman and Civil law can be illustrated and best understood, perhaps, in the context of the publicity and excitement in the English-speaking world surrounding the discovery of the only complete manuscript of the classical Roman jurist Gaius' Institutes in Italy in 1816 by the ancient historian and German consul at Rome, B.G. Niebuhr. Niebuhr, the greatest ancient historian of his time, turned to Savigny for help with the Gaius manuscript (indeed, it was Savigny who recognized the manuscript for what it was) and, almost immediately, the books and journals-not just law journals by any means-were filled with accounts of the discovery, its importance to legal historical studies, and, of course, what it said. For instance, the second volume of the American Jurist contains a long article on the civil law by the scholarly Boston lawyer and classicist, John Pickering. The first quarter of the article is a gushing account of the discovery and first publication of the Gaius manuscript and a paean to Niebuhr and Savigny for their role in this. Similarly, in an article published in the London Law Magazine in 1829 on the civil law, the author contemptuously refers to a certain professor who continued to tell his students that the text of Gaius' Institutes was lost for all time. What could better show his ignorance of all things legal and literary than to be unaware of Niebuhr's great discovery?Another example of this reaction to the discovery of the Gaius palimpsest is to be found in David Irving's Introduction to the Study of the Civil Law. This volume is also more a history of Roman legal scholarship and sources than a study of substantive Roman law. Its pages are filled with references to Savigny's Geschichte and its approach clearly reflects the influence of the Historical School. Indeed, Irving speaks of Savigny's work as "one of the most remarkable productions of the age." He must have been truly impressed with German scholarship and must also have been able to convince the Faculty of Advocates, forwhom he was librarian, of the worth of German scholarship, for in 1820 the Faculty sent him to Gottingen so that he might study their law libraries. Irving devotes several pages of his elementary textbook on Roman law to the praise of the "remarkable" discovery of the Gaius palimpsest. He traces the discovery of the text by Niebuhr and Savigny in language that would have befitted an adventure tale. He elaborates on the various labors required to produce a new edition of the text and was particularly impressed by the use of a then new chemical process to make the under text of the palimpsest visible. He speaks of the reception of the new text as being greeted with "ardor and exultation" strong words for those who spend their lives amidst the "musty tomes" of the Roman law.This excitement over the Verona Gaius is really rather strange. Much of the substance of the Gaius text was already known to legal historians and civil lawyers from its incorporation into Justinian's Institutes and so, from a substantive legal perspective, the find was not crucial. The Gaius did provide new information on Roman procedural rules and it did also provide additional information for those scholars attempting to reconstruct pre-Justinianic Roman law. Nevertheless, these contributions alone seem hardly able to justify the excitement the discovery caused. Instead, I think that the Verona Gaius discovery simply hit a chord in the literary and legal community much the same as did the discovery of the Rosetta Stone or of Schliemann’s Troy. Here was a monument of a great civilization brought newly to light and able to be read for the first time in millenia. And just as the Rosetta Stone helped to establish the modern discipline of Egyptology and Schliemann's discoveries assured the development of classical archaeology as a modern academic discipline, the discovery of the Verona Gaius added to the attraction Roman law held for scholars and for lawyers, even amongst those who were not Romanists by profession. Ancillary to this, the discovery and publication of the Gaius manuscript also added to the fame of the two principals involved in the discovery, Niebuhr and Savigny. What this meant in the English-speaking world is that even those who could not or did not wish to read Savigny's technical works knew of him as one of the discoverers of the Gaius text. This fame itself may well have helped in spreading Savigny's legal and philosophical ideas, for, I would suggest, the Gaius "connection" may well have disposed people to read other of Savigny's writings, unconnected to the Gaius, because they were already familiar with his name.Another example of an English-speaking promoter of Savigny is Luther Stearns Cushing, a noted Boston lawyer who lectured on Roman law at the Harvard Law School in 1848-49 and again in 1851- 1852.Cushing published his lectures at Boston in 1854 under the title An Introduction to the Study of Roman Law. He devoted a full chapter to a description of the historical school and to the controversy betweenSavigny and Thibaut over codification. While Cushing attempted to portray fairly the arguments of both sides, he left no doubt as to his preference for Savigny's approach:The labors of the historical school have established an entirely new and distinct era in the study of the Roman jurisprudence; and though these writers cannot be said to have thrown their predecessors into the shade, it seems to be generally admitted, that almost every branch of the Roman law has received some important modification at their hands, and that a knowledge of their writings, to some extent, at least, is essentially necessary to its acquisition.译文(一)萨维尼和他的英美信徒们*M·H·豪弗里奇弗雷德里奇·卡尔·冯·萨维尼出身贵族，是一位出色的法律改革家，也是一位倡导重建德国教授协会的拥护者，还是历史法学派的创建人之一。

环境管理会计（EMA）是管理会计发展的趋势Christine Jasch摘要：组织机构和会计师们为什么应该关心环境问题？来自供应链、资金提供商、监管机构以及其他利益相关者对于环境绩效及其信息披露的压力，导致组织机构的与环境相关的成本不断增加。

但同时提高环境绩效能够带来潜在的货币利益这一观点也逐渐得到人们的认同，传统的会计实务不能充分提供对于环境管理和与之相关的战略决策所需要的信息。

由于联合国可持续发展事务署下的环境管理会计工作组的成立，以及由它主办的出版物的发行，环境管理会计得到了促进和提升。

最近，国际会计师联合会发行了一份关于环境管理会计的指导性文件，这将进一步推动环境管理会计在会计师中的应用。

这期《清洁生产》杂志的关于环境管理会计的这个特别问题，侧重于它的方法论背景，以及来自澳大利亚、奥地利、阿根廷、加拿大、日本和立陶宛的案例研究经验。

正文：环境问题伴随者相关费用,收入和利益,正被世界上大多数国家的公民,政府组织,合作型领导人给予越来越多的关注.但是,有一个越来越广泛的共识,那就是,传统的会计不能为合理的支持在环境管理责任方面的决策制定提供准确的信息.为了填补这个差距,目前,EMA的新兴领域已经受到持续增加的关注.在19世纪九十年代早期,美国环保署是第一个成立了正式的项目去促进EMA的采纳的国家机构.从那时起,在30个国家的组织已经开始推动和落实EMA的许多不同类型的与环保相关的管理措施. 对于EMA的广泛关注是由于联合国可持续发展事务司对EMA的提倡以及其对EMA书籍的委托出版。

国际会计师联合会决定授权在由联合国科学发展司EMA工作组发表的最早的关于EMA 两本出版物的基础上发展一个关于EMA的指导性文件以整合关于EMA的最好的信息并与此同时进行必要的更新和添加.这个文件既不是有规定的要求的标准,也不是个描述性研究报告.它意在成为一个提供指导性信息的文件,作为监管要求,标准和纯粹信息的中间地带.这样, 它的目标是提供了一个总体框架和EMA的定义是相当全面，这是一致的可能与其他现有的，广泛应用于环境会计框架与EMA必须通力合作，以减少一些就这一重要议题的国际混乱功能。

外文翻译格式
外语翻译通常需要遵循一定的格式，以确保翻译内容的准确性和易读性。

以下是一个700字外文翻译的通用格式示例：
1. 标题：翻译的内容的标题，通常与原文标题保持一致，居中显示。

2. 原文：原文内容，可将原文段落编号，并保留原文格式，如段落缩进或列表。

3. 译文：相关段落的翻译内容，与原文一一对应，并保持相同的段落编号和格式。

4. 术语翻译：将翻译中使用的特定术语或固定表达进行解释和翻译，避免出现歧义。

5. 校对与审校：对翻译内容进行校对和审校，确保翻译准确无误。

6. 结论：对整个翻译内容进行总结和评价，提出自己的观点和见解。

7. 参考文献：如有需要，列出翻译过程中所参考的文献或资料。

8. 附录：如有需要，可在翻译后添加附录，补充相关资料或说明。

注意事项：
- 翻译应遵循专业的术语和语法规范，尽量保持翻译内容的准确性。

- 可根据需要调整段落的分配和序号，以符合原文和翻译内容的逻辑结构。

- 保持翻译格式的统一和美观，使用合适的字体和字号，并注意标点符号的使用。

- 翻译结束后，应进行校对和审校，以确保翻译质量的准确性和流畅性。

总之，一个700字外文翻译的格式应该清晰明了，结构合理，准确无误，并能为读者提供一个清晰且易于理解的翻译内容。

1-2015届本科毕业论文外文翻译模板(说明版)
本科生毕业设计 (论文)
外 文 翻 译
原 文 标 题 Our Country Commercial Bank Financial
Control’s Reform Innovates 译 文 标 题 我国商业银行的财务管理的改革创新
作者所在系别 会计系 作者所在专业 财务管理 作者所在班级 B11622 作 者 姓 名 张昊 作 者 学 号 20114062235 指导教师姓名 李娅捷 指导教师职称 教授 完 成 时 间
2014
年
12
月
30日
北华航天工业学院教务处制
整篇文档通用的页面设置参数为：A4打印纸（29.7厘米×21厘米）。

英文及阿拉伯数
本页空白单元格格式均为：宋体（
汉
字），小
注：1. 指导教师对译文进行评阅时应注意以下几个方面：①翻译的外文文献与毕业设计（论文）的主题是否高度相关，并作为外文参考文献列入毕业设计（论文）的参考文献；②翻译的
外文文献字数是否达到规定数量（3 000字以上）；③译文语言是否准确、通顺、具有参考价值。

2. 外文原文应以附件的方式置于译文之后。

毕业设计(论文)外文资料翻译学院：艺术学院专业：环境设计姓名：学号：外文出处: The Swedish Country House附件： 1.外文资料翻译译文；2.外文原文附件1：外文资料翻译译文室内装饰简述一室内装饰设计要素1 空间要素空间的合理化并给人们以美的感受是设计基本的任务。

要勇于探索时代、技术赋于空间的新形象，不要拘泥于过去形成的空间形象。

2 色彩要求室内色彩除对视觉环境产生影响外，还直接影响人们的情绪、心理。

科学的用色有利于工作，有助于健康。

色彩处理得当既能符合功能要求又能取得美的效果。

室内色彩除了必须遵守一般的色彩规律外，还随着时代审美观的变化而有所不同。

3 光影要求人类喜爱大自然的美景，常常把阳光直接引入室内，以消除室内的黑暗感和封闭感，特别是顶光和柔和的散射光，使室内空间更为亲切自然。

光影的变换，使室内更加丰富多彩，给人以多种感受。

4 装饰要素室内整体空间中不可缺少的建筑构件、如柱子、墙面等，结合功能需要加以装饰，可共同构成完美的室内环境。

充分利用不同装饰材料的质地特征，可以获得千变完化和不同风格的室内艺术效果，同时还能体现地区的历史文化特征。

5 陈设要素室内家具、地毯、窗帘等，均为生活必需品，其造型往往具有陈设特征，大多数起着装饰作用。

实用和装饰二者应互相协调，求的功能和形式统一而有变化，使室内空间舒适得体，富有个性。

6 绿化要素室内设计中绿化以成为改善室内环境的重要手段。

室内移花栽木，利用绿化和小品以沟通室内外环境、扩大室内空间感及美化空间均起着积极作用。

二室内装饰设计的基本原则1 室内装饰设计要满足使用功能要求室内设计是以创造良好的室内空间环境为宗旨，使室内环境合理化、舒适化、科学化；要考虑人们的活动规律处理好空间关系，空间尺寸，空间比例；合理配置陈设与家具，妥善解决室内通风，采光与照明，注意室内色调的总体效果。

2 室内装饰设计要满足精神功能要求室内设计的精神就是要影响人们的情感，乃至影响人们的意志和行动，所以要研究人们的认识特征和规律；研究人的情感与意志；研究人和环境的相互作用。

英文原文The Basics of a Good RoadWe have known how to build good roads for a long time. Archaeologists have found ancient Egyptian roadsthat carried blocks to the pyramids in 4600 BCE. Later,the Romans built an extensive road system, using the same principles we use today. Some of these roads are still in service.If you follow the basic concepts of road building, you will create a road that will last. The ten commandments of a good road are:（1）Get water away from the road（2）Build on a firm foundation（3）Use the best materials（4）Compact all layers properly（5）Design for traffic loads and volumes（6）Design for maintenance（7）Pave only when ready（8）Build from the bottom up（9）Protect your investment（10）Keep good records1．Get water away from the roadWe ca n’t overemphasize the importance of good drainage.Engineers estimate that at least 90% of a road’s problems can be related to excess water or to poor waterdrainage. Too much water in any layer of a road’sstructure can weaken that layer, leading to failure.In the surface layer, water can cause cracks and potholes. In lower layers it undermines support, causing cracks and potholes. A common sign of water in an asphalt road surface is alligator cracking — an interconnected pattern of cracks forming small irregular shaped pieces that look like alligator skin. Edge cracking, frost heaves, and spring breakup of pavements also point to moisture problems.To prevent these problems remember that water:• flows downhill• needs to flow someplace• is a problem if it is not flowingEffective drainage systems divert, drain and dispose of water. To do this they use interceptor ditches and slopes,road crowns, and ditch and culvert systems.Divert —Interceptor ditches, located between the road and higher ground along the road, keep the water from reaching the roadway. These ditches must slope so they carry water away from the road.Drain —Creating a crown in the road so it is higher along the centerline than at the edges encourages water to flow off the road. Typically a paved crown should be 1⁄4" higher than the shoulder for each foot of width from the centerline to the edge. For gravel surfaces the crown should be 1⁄2" higher per foot of width. For this flow path to work, the road surface must be relatively water tight. Road shoulders also must be sloped away from the road to continue carrying the flow away. Superelevations (banking) at the outside of curves will also help drainthe road surface.Dispose —A ditch and culvert system carries water away from the road structure. Ditches should be at least one foot lower than the bottom of the gravel road layer that drains the roadway. They must be kept clean and must be sloped to move water into natural drainage. If water stays in the ditches it can seep back into the road structure and undermine its strength. Ditches should also be protected from erosion by planting grass, or installing rock and other erosion control measures. Erosion can damage shoulders and ditches, clog culverts, undermine roadbeds, and contaminate nearby streams and lakes. Evaluate your ditch and culvert system twice a year to ensure that it works. In the fall, clean out leaves and branches that can block flow. In spring, check for and remove silts from plowing and any dead plant material left from the fall.2．Build on a firm foundationA road is only as good as its foundation. A highway wears out from the top down but falls apart from the bottom. The road base must carry the entire structure and the traffic that uses it.To make a firm foundation you may need to stabilize the roadbed with chemical stabilizers, large stone called breaker run, or geotextile fabric. When you run into conditions where you suspect that the native soil is unstable, work with an engineer to investigate the situation and design an appropriate solution.3．Use the best materialsWith all road materials you “pay now or pay later.” Inferior materials may require extensive maintenance throughout the road’s life. They may also force you to replace the road prematurely.Crushed aggregate is the best material for the base course. The sharp angles of thecrushed material interlock when they are compacted. This supports the pavement and traffic by transmitting the load from particle to particle. By contrast, rounded particles act like ballbearings, moving under loads.Angular particles are more stable than rounded particles.Asphalt and concrete pavement materials must be of the highest quality, designed for the conditions, obtained from established firms, and tested to ensure it meets specifications. 4．Compact all layersIn general, the more densely a material is compacted, the stronger it is. Compaction also shrinks or eliminates open spaces (voids) between particles. This means that less water can enter the structure. Water in soil can weaken the structure or lead to frost heaves. This is especially important for unsurfaced (gravel) roads. Use gravel which has a mix of sizes (well-graded aggregate) so smaller particles can fill the voids between larger ones. Goodcompaction of asphalt pavement lengthens its life.5．Design for traffic loads and volumesDesign for the highest anticipated load the road will carry. A road that has been designed only for cars will not stand up to trucks. One truck with 9 tons on a single rear axle does as much damage to a road as nearly 10,000 cars.Rural roads may carry log trucks, milk trucks, fire department pumper trucks, or construction equipment. If you don’t know what specific loads the road will carry, a good rule of thumb is to design for the largest piece of highway maintenance equipment that will be used on the road.A well-constructed and maintained asphalt road should last 20 years without major repairs or reconstruction. In designing a road, use traffic counts that project numbers and sizes of vehicles 20 years into the future. These are only projections, at best, but they will allow you to plan for trafficloadings through a road’s life.6．Design for maintenanceWithout maintenance a road will rapidly deteriorate and fail. Design your roads so they can be easily maintained. This means:• adequate ditches that can be cleaned regularly• culverts that are marked for easy locating in the spring• enough space for snow after it is plowed off the road• proper cross slopes for safety, maintenance and to avoid snow drifts• roadsi des that are planted or treated to prevent erosion• roadsides that can be mowed safelyA rule of thumb for adequate road width is to make it wide enough for a snowplow to pass another vehicle without leaving the travelled way.Mark culverts with a post so they can be located easily.7．Pave only when readyIt is not necessary to pave all your roads immediately. There is nothing wrong with a well-built and wellmaintained gravel road if traffic loads and volume do not require a paved surface. Three hundred vehicles per day is the recommended minimum to justify paving.Don’t assume that laying down asphalt will fix a gravel road that is failing. Before you pave, make sure you have an adequate crushed stone base that drains well and is properly compacted. The recommended minimum depth of crushed stone base is 10" depending on subgrade soils. A road paved only when it is ready will far outperform one that is constructed too quickly.8．Ê Build from the bottom upThis commandment may seem obvious, but it means that you shouldn’t top dress or resurface a road if the problem is in an underlying layer. Before you do any road improvement, locate the cause of any surface problems. Choose an improvement technique that will address the problem. This may mean recycling or removing all road materials down to the native soil and rebuilding everything. Doing any work that doesn’t solve the problem is a waste of money and effort.9．Ê Protect your investmentThe road system can be your municipality’s biggest investment. Just as a home needs painting or a new roof, a road must be maintained. Wisconsin’s severe climate requires more road maintenance than in milder places. Do these important maintenance activities: Surface —grade, shape, patch, seal cracks, control dust, remove snow and iceDrainage —clean and repair ditches and culverts; remove all excess materialRoadside —cut brush, trim trees and roadside plantings, control erosionTraffic service —clean and repair or replace signsDesign roads with adequate ditches so they can be maintained with a motor grader. Clean and grade ditches to maintain proper pitch and peak efficiency. After grading, remove all excess material from the shoulder.10．Keep good recordsYour maintenance will be more efficient with good records. Knowing the road’s construction, life, and repair history makes it much easier to plan and budget its future repairs. Records can also help you evaluate the effectiveness of the repair methods and materials you used.Good record keeping starts with an inventory of the system. It should include the history and surface condition of the roadway, identify and evaluate culverts and bridges, note ditch conditions,shoulders, signs, and such structures as retaining walls and guardrails.Update your inventory each year or when you repair or change a road section. A formal pavement management system can help use these records and plan and budget road improvements.ResourcesThe Basics of a Good Road#17649, UW-Madison, 15 min. videotape. Presents the Ten Commandments of a Good Road. Videotapes are loaned free through County Extension offices.Asphalt PASER Manual(39 pp), Concrete PASER Manual (48 pp), Gravel PASER Manual (32 pp). These booklets contain extensive photos and descriptions of road surfacesto help you understand types of distress conditions and their causes. A simple procedure for rating the condition helps you manage your pavements and plan repairs.Roadware, a computer program which stores and reports pavement condition information. Developed by the Transportation Information Center and enhanced by the Wisconsin Department of Transportation, it uses the PASER rating system to provide five-year cost budgets and roadway repair/reconstruction priority lists.Wisconsin Transportation Bulletin factsheets, available from the Transportation Information Center (T.I.C.).Road Drainage, No. 4. Describes drainage for roadways, shoulders, ditches, and culverts.Gravel Roads, No. 5. Discusses the characteristics of a gravel road and how to maintain one.Using Salt and Sand for Winter Road Maintenance,No. 6. Basic information and practical tips on how to use de-icing chemicals and sand.Culverts—Proper Use and Installation, No. 15. Selecting and sizing culverts, designing, installing and maintaining them.Geotextiles in Road Construction/Maintenance andErosion Control, No. 16. Definitions and common applications of geotextiles on roadways and for erosion control.T.I.C. workshops are offered at locations around the state.Crossroads,an 8-page quarterly newsletter published by the T.I.C. carries helpful articles, workshop information, and resource lists. For more information on any of these materials, contact the T.I.C. at 800/442-4615.中文译文一个良好的公路的基础长久以来我们已经掌握了如何铺设好一条道路的方法，考古学家发现在4600年古埃及使用建造金字塔的石块铺设道路，后来，罗马人使用同样的方法建立了一个庞大的道路系统，这种方法一直沿用到今天。

毕业设计（论文)外文资料翻译系别：专业：班级:姓名：学号:外文出处:附件： 1. 原文; 2。

译文2013年03月附件一：A Rapidly Deployable Manipulator SystemChristiaan J。

J。

Paredis, H. Benjamin Brown，Pradeep K. KhoslaAbstract:A rapidly deployable manipulator system combines the flexibility of reconfigurable modular hardware with modular programming tools，allowing the user to rapidly create a manipulator which is custom-tailored for a given task. This article describes two main aspects of such a system，namely，the Reconfigurable Modular Manipulator System （RMMS)hardware and the corresponding control software。

1 IntroductionRobot manipulators can be easily reprogrammed to perform different tasks, yet the range of tasks that can be performed by a manipulator is limited by mechanicalstructure。

Forexample，a manipulator well-suited for precise movement across the top of a table would probably no be capable of lifting heavy objects in the vertical direction. Therefore，to perform a given task,one needs to choose a manipulator with an appropriate mechanical structure.We propose the concept of a rapidly deployable manipulator system to address the above mentioned shortcomings of fixed configuration manipulators。

Green International Wine MarketingGreen International Wine MarketingMary Pugh & Richard FletcherAbstract The Banrock Station brand, owned by wine producer BRL Hardy, has been highly successful in the UK and USA, and in the Australian premium wine market. In part, success has arisen from the positive attributes of being a ‘new world’ wine, but the case study shows that it is branding as a ‘green’ wine that supports conservation activities that has given Banrock Station a distinctive edge. The experience of BRL Hardy points to a number of key lessons in international marketing that may help other companies break free from the competitive pack. Keywords: Wine marketing, green brands, international marketingIntroduction One of the major challenges facing Australian firms in the international marketplace is how to differentiate their products from those of competitors. This case explores the challenges facing BRL Hardy Ltd. of Australia and how they met the challenge in a global wine market that is highly competitive and characterised by multiple players, labels and products. Although Australia has captured only 5% of the world’s wine market, Australian wines are the fastest growing import category in key markets such as the UK and USA, stealing market share from traditional ‘old world’ wine producers such as France, Italy, Germany and Spain. Australia’s success to date stems not only from its comparative advantage of producing quality wines at reasonable prices, but the ability of Australian wine companies to build brands to compete internationally. This case study demonstrates BRL Hardy has identified a unique global market segment of a wine targeted at the environmentally conscious. The case covers the initial stages of the implementation of the strategy to position its BRL Hardy’s Banrock Station brand of wines in the environmentally conscious segment, through to a promotional program of ‘green’ international wine marketing. Background BRL Hardy Ltd. was formed after a 1992 merger ofSouth Australian-based wineries, Berri Renmano Ltd. and Thomas Hardy and Sons Pty Ltd. It is now one of the top four wine producers in Australia and one of the top 10 largest wine groups in the world. Its Banrock Station brand, produced from grapes mostly grown in the Riverland region of South Australia, is the rising star of the company’s wine portfolio. The first wine stock was produced as recently as 1995, and now production is 2.4 million cases a year. In 1994 BRL Hardy acquired Banrock Station with 250 hectares of good soil for producing premium grape varieties. The rest of the property is made up of 900 hectares of wetland and 600 hectares of protected Mallee Woodland eco system. The property was suffering from the impact of prolonged farming and grazing. BRL Hardy, together with Wetland Care Australia undertook a huge revegetation program to remove stock, install fish barriers and reintroduce natural wetting and drying cycles in the wetland. This has resulted in the native birds and fish, water plants, frogs, and insects returning to restore the health of the River Murray. The 250 hectares of new vineyard is used to produce five major wine varieties. As Figure 1 shows, red wines are more favoured than white wine varieties. The vineyard’s total yield per year is 5,000 tonnes which converts to 3,500,000 litres of wine or 380,000 cases. The additional tonnage required to meet domestic and export76Australasian Marketing Journal 10 (3), 2002Green International Wine MarketingWine Variety 20 33 43 48 59 0 20 No of Hectares 40 60Merlot Chardonnay Semillon Cabernet Sauvignon ShirazFigure 1: Banrock Station Major Wine Varieties (Source: BRL’s Banrock Station)demand of over two million cases comes from purchasing other grapes from local producers in the Riverland. Australia and the Global Wine Market Market conditions are ripe for Australian wine producers to increase exports. The ‘old world’ wine producers such as France and Italy, which have historically held a large market share of the global export market, are in decline. In 1997, France held 26% of export volume, Italy 23% and Spain 14%. In total these ‘old world’ producers represented 67% of the export wine market. However, it is the ‘new world’ wine producers such as Australia, New Zealand, Chile and South Africa who are experiencing growth. While only holding a relatively small market share of export volume, they are stealing share from the ‘old world’ producers. Following centuries of quality wine being associated with ‘old world’ wine producers, Australian wines are now at the forefront of a new consumer trend led by ‘new world’ producers – the supply of good quality, good value, ready to drink now, good tasting, fruity wines. As Table 1 shows, Australia is ranked Number 4 on exportvalue and is the market leader in ‘new world’ wines. Australia’s remarkable success in the UK market is being demonstrated by delivering wine products that are relevant to everyday living and enjoyed by all. The wine brand ‘Australia’ is leveraging the effect of country of origin image (Abmed & D’Astous 1996) in transferring favourable perceptions of quality fruit and a relaxed lifestyle to its food and wine. This positioning in the UK and USA markets has stimulated demand for ‘premium’ category wines (i.e., those that are categorised above basic ‘good quality/good value’ wines). Australian wine exports have grown substantially since the mid 1980s. At the end of the 2000/01 financial year, Australia exported 339 million litres which was a 17% increase on the previous year. The export market volume for Australian wine is projected to double in size over the next ten years to 676 million litres accounting for 61% of production compared to 47% at present. This is illustrated in Figure 2. There are five key quality/price segments in the wine industry. The principal driving force behind increasedAustralasian Marketing Journal 10 (3), 200277Green International Wine MarketingTable 1: 1997 World Wine Export Value (Source: Berger, Spahini and Anderson 1999) Country Export Value as a % of world wine exports 41.7 17.2 9.2 4.8 4.3 3.8 3.6 3.3 3.2 1.5 Old or New World Wines1. France 2. Italy 3. Spain 4. Australia 5. Portugal 6. Germany 7. Chile 8. USA 9. Fomer Soviet Union 10. South AfricaOld Old Old New Old Old New New Old Newexport sales is considered to be in the branded premium wine segment estimated to account for 34% of world wine sales. Australian brands in relation to these segments are shown in Figure 3. As the graph shows, Banrock Station falls into the premium category (above ‘basic’, and below ‘super-premium’). Developing an International Strategy The challenge for BRL Hardy is how to secure additional export sales in an increasingly competitive market. Application of Porter’s ‘Five Forces Model’ (1990) to the global marketplace for Australian wines indicates: New Entrants: There is a likely threat from new entrants, especially from large global liquor giants such as Diageo and Allied Domecq of the UK and LVMH and Pernod Ricard of France, who see the wine sector as a faster growing business compared to other liquor categories such as spirits, beer and champagne with which they were historically associated. They are aggressively embarking on acquisitions and are interested in Australian wineries. Suppliers: There is a low threat from suppliers of grapesas these have little bargaining power apart from those supplying Merlot and Verdelho who have more clout due to some shortage of these varieties. Over-planting of red wine grapes has given Australian wineries scope to obtain higher quality product at a competitive price. Buyers: The threat from buyers is high as securing distribution in a crowded market is difficult, especially when the distribution channels in major overseas markets are largely dominated by supermarket and major liquor chains. There is some evidence that distributors are becoming more favourably disposed towards Australian wines due to their consistent quality and availability. Substitutes: Although there are other alcoholic products that compete with wine, wine is the fastest growing alcoholic beverage on a global basis. Australia has a comparative advantage in producing innovative, high quality wines which, because they can be consumed without aging, attract new wine consumers and young drinkers in ‘old world’ countries. As illustrated in Figure 4, BRL countered the reaction of industry competitors to overseas market entry. BRL differentiated themselves by pursuing a niche market78Australasian Marketing Journal 10 (3), 2002Green International Wine Marketingstrategy in their target overseas markets. This was achieved by positioning the Banrock Station brand initially in the two major markets of the UK and USA as a ‘green’ wine that supports conservation activities. This involved looking at the market from a different perspective and looking at areas to create value to differentiate the selected brand from the competitive pack. The key to discovering new value was asking four basic questions, as outlined in the Kim and Mauborgne Model (1999) shown in Table 2. Addressing these key questions has allowed BRL to create Banrock Station - a wine that can be simply positioned as “good wine, good earth, good living”. Kim and Mauborgne (1999) suggest ‘The Value Curve’ – a graphic depiction of the way a company or industry configures its offering to customers – is a powerful tool for creating new market space. It is drawn by plotting the performance of the offering relative to other alternatives along the key success factors that define competition inthe industry. Identified in Figure 4, the creation of a new value curve would appear to be possible for Banrock Station wine, by adopting a marketing positioning strategy based on a ‘green’ wine that supports conservation activities. Creating a ‘Green’ Brand Creating a ‘green brand’ meant tapping into the values and beliefs of wine buyers. As a starting point, BRL Hardy recognised that their investment in and achievement of restoring the magnificent Banrock Station wetlands might be shared with their customers. This strategy has proven to be successful in Australia. With every bottle of Banrock Station wine sold, a portion of the sale proceeds is donated to conservation projects to ensure environmental havens are restored and preserved for future generations. All proceeds in Australia go to Wetland Care Australia and Landcare Australia. An analysis of the demographics of wine consumption inYear 676 437 Forecast20102001 Current339 3691990 Historical 042 301200400 Million Litres600800International Markets Australian DomesticFigure 2: Australian Domestic Market vs International Market Growth (Data Source: Wine Federation of Australia & Australian Wine and Brandy Corporation, 2000)Australasian Marketing Journal 10 (3), 200279Green International Wine MarketingPrice Price range ICON USD 50 AU 50 UK 20 Indicative brandsPenfolds Grange Henschke Hill of Grace Leeuwin Chardonnay Petaluma Coonawarravolume market share: 1%Price range ULTRAPREMIUMUSD 14-49.99 Indicative brands AU 15-49.99 Wolf Blass Grey Label Orlando St Hugo UK 7-19.99 BrokenwoodDe Bortoli Yarra Valley Pipers Brookvolume market share: 5%Price rangeUSD 8-13.99 Indicative brands AU 10-14.99 Penfolds Koonunga Hill Jamieson's Run UK 5-6.99 Rosemount Diamond LabelLeasingham Bin Rangevolume market share: 10%SUPER PREMIUMPrice rangeUSD 5-7.99 AU 5-9.99 UK 3-4.99Indicative brandsBarramundi Banrock Station Jacobs Creek Lindeman's Bin Range Oxford Landing Hardy's Nottage Hillvolume market share: 34%PREMIUM Price range < USD 5volume market share: 50%BASICVolumeFigure 3: Quality Segments in the Wine Industry (Source: Wine Federation of Australia & Australian Wine and Brandy Corporation, 2000) developed country markets such as Australia indicates that the bulk of wine consumers typically fall into the age group 40 and 60 years with a skew towards women. This generation is often referred to as ‘Baby Boomers’ and represents about 24% of the Australian population and around 33% of the US population. It is a group that is sensitive to environmental concerns. They were the original activists and are pro environmentalists. They created the first Earth Day back in 1970. However, the values of this group have not previously been tapped as far as wine marketing is concerned. For this strategy to be implemented, it must be conveyed to the customer via the brand. The brand is a bond with the customer. Keegan, Moriarty and Duncan (1992, p. 448) defines it as a “perception in the mind of consumers who ascribe beliefs, values and personalities to products” and Kotler (2000, p. 404) as a “seller’s promise to deliver a specific set of features, benefits and services consistently to buyers”. Strategically, it has been brands that have made Australian wine producers successful over other market competitors - not the name of the wine producer. Successful wine, the brand and the attitude it engenders, must relate to the wine consumer’s own sense of individuality and unique style. For a ‘green’ wine, the brand image should appeal to consumer’s who are seek-80Australasian Marketing Journal 10 (3), 2002Green International Wine MarketingSource: Banrock Station Wine postcarding a product that fits with their values of good living, being healthy and their desire to act in an environmentally friendly way. Wine buyers are thinking about the quality connection with where the product comes from and what they are purchasing. Ottman (1992) claimed that while quality, price and convenience are still uppermost in consumers’ purchasing decisions, a fourth attribute, environmental compatibility, that is a product’s greenness, is fast becoming a tie-breaker at the shelf.By linking Banrock Station’s brand attributes of good value, quality wines, that are ready to drink now, with a conservationist personality it is intended to create a new source of competitive advantage for BRL Hardy’s Banrock Station brand. The brand slogan “good earth, fine wine” easily identifies Banrock Station with supporting the environment. Additional in-store promotional material highlights Banrock Station Wines conservation initiatives – for example, a bottle flyer with a pelican. This saves the consumer time in evaluating otherTable 2: Creating a New Value Curve Key Questions 1. Reduce – What factors should be reduced well below the industry standard? Areas for innovation – Price – Length of time to markets from the vine to the table – Alcohol content – A representation of healthy living – An environment friendly wine – A relationship with the brand – Flavour and wine quality – Innovative wine styles – Interesting brands – Standard labels/packaging – Snob Factor – Wine speak2. Create – What factors should be created that the industry has never offered?3. Raise – What factors should be raised well above industry standards?4. Eliminate – What factors should be eliminated that the industry takes for granted?Australasian Marketing Journal 10 (3), 200281Green International Wine MarketingHighRelative valueNealu wVeCLow Price Quality Taste Ready to drink Environment friendlyKey elements of the wine industry product, service and deliveryTraditional bottled wine value curve Banrock Station wine's new value curveFigure 4: The New Value Curve for Banrock Station Winebrands and helps them to easily distinguish the point of difference in retail outlets. In addition, Banrock Station’s green brand image is reflected in the advertising, good news stories about conservation projects, packaging, point of purchase promotions, wine shows and on the website where consumers can take a virtual tour of Banrock Station (see: .au). Application of ‘Green’ Brand Equity to International Markets As the ‘green’ marketing approach was successful in Australia, BRL Hardy decided to apply it to selected overseas markets which were considered to offer longterm growth potential. The eight selected international wine markets were the USA, Netherlands, Canada, Sweden, New Zealand, UK, Finland and Denmark. All are developed markets with environmentally sensitive ‘Baby Boomers’. In these markets, BRL aimed to build strategic alliances with local conservation groups, as they did in Australia. A key to the market entry strategywas establishing strategic alliances with ‘green’ groups so as to increase consumer’s confidence in and credibility of the brand’s environmental claims. In each case, a certain percentage of profit from sales of each bottle of wine would go to the alliance partner to fund environmental projects. Implementation of this international approach was facilitated by hiring an environmental scientist, Tony Sharley, who manages the Banrock Station Wine and Wetland Centre in Australia. In this role, he manages conservation projects with organisations in key international markets and can verify Banrock Station’s ‘green’ credentials. High on the agenda was Australia’s number one wine market, the UK, where BRL sells a number of successful brands. In the UK, Banrock Station wines and the Wildfowl and Wetlands Trust (WWT) are working together to save wetlands and wildlife. Funds from Banrock Station wines are being used to support the continual monitoring and maintenance of 4,000 acres of WWT’s wetland reserves and their wildlife.82Australasian Marketing Journal 10 (3), 2002urveGreen International Wine MarketingIn Canada, BRL established their own organisation to coordinate environmental projects to help conserve and protect endangered birds and wetlands (the Banrock Station Wine Wetland Foundation, Canada). In the USA, Banrock Station has partnered with the Arthur R Marshall Foundation to champion restoration and preservation of America’s Greater Everglades ecosystem and sponsored Cypress Tree Planting Day in an effort to restore the Everglades ancient forest. In Europe, Banrock Station wines are working with the Swedish Wetland Fund, with proceeds supporting OsterMalma, Lida and other wetlands in the area; in Finland, with Liminganlahti Bay, a high profile and highly regarded wetland region in the north of Finland; and in Netherlands Banrock Station wines, Staatsbosbeheer and Wetlands International are working together to save wetlands. Recently, Banrock Station commenced a partnership with Danish Nature who will use the funds to restore wetland in the Langelands region. Closer to home, Banrock Station wines have combined with the environment group, Wetland Care New Zealand to sponsor wetland restoration projects throughout New Zealand. The first year’s proceeds under the sponsorshiphelped to develop a wetland within the widely acclaimed Karori Sanctuary in Wellington and this year a wetland has been created at Masterton in the Wairarapa region. International Sales Growth Figure 3 shows that Banrock Station is in the premium wine category offering good value for money. A similar price positioning has been adopted in selected overseas markets. As such, it is priced below some of its major Australian competitors. In the UK, BRL Hardy has had to contend with a distribution system where the retailers are gate-keepers and ten accounts can represent 70% of the market. Here, buyer label wines account for a considerable share of the market. To counter this it is necessary for Banrock Station to create an awareness of their own brand. This is being achieved via the use of cinema and outdoor advertising, including the London Underground. By contrast, in the USA the distribution of wines approximates that of fast moving consumer goods (FMCG) and there is little wine sold under the labels of buyers. The value for money claim is being augmented in all markets with the “support conservation theme” and point-of-sale support that reinforces the conservation image. It is this support that provides the brand with its unique selling proposition (USP).Table 3: UK Brands Top Wines 2000 Listing (Source: Macquarie Bank Research 2001) Brand Ernest & Julio Gallo Jacobs Creek Hardys Stowells of Chelsea Rosemount Lindemans Penfolds Blossom Hill Le Piat D’or Banrock Station Company E&J Gallo Winery Orlando Wyndham BRL Hardy Wine Matthew Clark Rosemount Wine Estates Southcorp Wines Southcorp Wines UDV Piat Pere Et Fils BRL Hardy Wine Off Trade % Growth 22% 24% 33% 28% 69% 53% 2% 143% (-15%) 165%Australasian Marketing Journal 10 (3), 200283Green International Wine MarketingThis approach has proved to be a deciding factor at the point-of-purchase amongst the growing number of environmentally conscious consumers in the US and the UK. Banrock Station wines are proving to be a stand out performer for BRL Hardy in international markets. They are ranked Number 7 in the Top 10 selling Australian wine brands in the US Market and 3rd in volume of the premium Australian brands exported to the US. In the 13-week period ending 17 May 2001, Banrock Station’s overall ranked position in the US market was 189th and it is the fastest growing brand in the BRL portfolio. Banrock Station is the number one fastest growing brand in the UK as shown in Table 3. There is no doubt that much of this success has been due to the ‘green’ international wine marketing of Banrock Station wines. Future growth is dependent upon maintaining and building the brand through continued investment in conservation projects and the development of new markets with significant segments of environmentally friendly wine buyers. Key Lessons The success of BRL’s Banrock station brand in the UK and US markets to date can be explained in part by its being a ‘new world’ wine, priced in the attractive ‘premium’ wine category with a country of origin image associated with sunshine, health and wide open spaces – an attractive image consistent with wine production. However, of themselves these ‘new world’ wine characteristics do not explain the rapid rise in overseas sales, nor its major market share amongst the Australian premium wine segment. Success is also due to the niche marketing strategy pursued by the firm of positioning the brand as a ‘green’ wine that supports conservation activities. This strategy has positioned the brand in a new marketspace that includes environmentally conscious consumers. This strategy appeals to a different set of values, and values not targeted by other wine producers. Although the magnitude of this segment may differ between countries, environmentally conscious consumers are a global segment that offers considerable potential for the future marketing of the Banrock Station brand. The experience of BRL Hardy points to a number of other key lessons in international marketing that may help other companies also break free from the competitive pack. The first of these is that innovative marketing approaches are a useful vehicle for companies to create new overseas markets and/or reposition themselves in existing markets. BRL’s approach was to look at their market from a new perspective and create new value forstakeholders in those markets. This was achieved by tapping into the values and beliefs of their customers and creating new product attributes to influence the purchasing decisions of customers. In this case it was by creating a brand associated with caring for the environment as illustrated by investing sales receipts back into conservation projects. The second lesson relates to the need to pursue a strategy in depth rather than superficially if it is to be effective in overseas markets. In this case a company embarking on a ‘green’ brand strategy needs to realise it has to be more than just a gimmick. The company has to excel in delivering not just the product benefits, but also the green benefits that customers truly desire. BRL’s experience shows their ‘green’ brand has to stay relevant and credible. This was achieved by ongoing restoration of its own wetland, employing an environmental scientist, and consistently communicating the brand’s environmental initiatives and project involvement via publication of ‘good news’ stories, distinctive product packaging and labelling, and through the focus of its sales team. Only in this way can a company continue to grow the market in its chosen segment. Finally, the application of brand management to overseas markets often requires the building of strategic alliances with local groups if brand equity is to be sustained or further developed in these overseas markets. In the case of BRL Hardy, the strategic alliances were with local conservation groups similar to those with whom alliances had been forged in Australia. The lesson from Australia was in this case applied in overseas markets – that the brand must associate itself with the projects of its alliance partner and should do this by the firm’s management maintaining an active interest in the quality of those environmental projects. Banrock Station’s environmental scientist developed quality controls to ensure that funds directed to those conservation groups from Banrock Station sales were invested in technically sound and rewarding conservation projects. If ‘green’ projects are important, well supported and understood by the consumer, the brand will build and increase its ‘green’ brand equity. In summary, BRL have shown how important a ‘green’ brand is to increasing market share and how innovation in marketing can help a company create a point of difference that redefines the attributes on which buyers base their purchasing decision. References Ahmed, S.A., D’Astous, A., 1996. Country of Origin and Brand Effects: A Multi-Dimensional and Multi-Attribute84Australasian Marketing Journal 10 (3), 2002Green International Wine MarketingStudy. Journal of International Consumer Marketing 9(2), 93-115. Berger, N., Saphini, P., Anderson, K., 1999. Bilateral Trade Patterns in the World Wine Market 1988 to 1997: A Statistical Compendium. University of Adelaide: Centre for International Economic Studies. Keegan, W., Moriarty, S., Duncan, T., 1992. Marketing. New Jersey: Prentice Hall. Kim, C., Mauborgne, R, 1999. Creating New Market Space. Harvard Business Review, January-February, 83-93. Kotler, P., 2000. Marketing Management: The Millenium Edition. New Jersey: Prentice Hall. Macquarie Bank Research, 2001. Essentials, March 2001. Ottman, J A, 1992. Green Marketing: Challenges and Opportunities for the New Marketing Age. Chicago: NTC Business Books. Porter, M., 1990. The Competitive Advantage of Nations. London: Macmillan. Wine Federation of Australia & Australian Wine and Brandy Corporation, 2000. The Marketing Decade 20002010, November (.au).Acknowledgements The authors of this case are grateful to Mr Stephen Millar (Managing Director, BRL Hardy Ltd); Mr David Woods (International Trading Director, BRL Hardy Ltd) and Mr Tony Sharley (Manager, Banrock Station Wine and Wetland Centre) for agreeing to be interviewed and for their valuable insights. Biographies Mary Pugh is a Marketing Project Manager at the NSW Police. She has recently graduated from the Masters of Business (International Marketing) program. Richard Fletcher, PhD, is an Associate Professor and Director of Post Graduate Programs in the School of Marketing, University of Technology, Sydney. Correspondence Addresses Mary Pugh, C/o School of Marketing, University of Technology, City Campus, Quay St, Haymarket, PO Box 123 Broadway, Sydney NSW 2007. Email: marygabrielle @, Richard Fletcher, School of Marketing, University of Technology, City Campus, Quay St, Haymarket, PO Box 123 Broadway, Sydney NSW 2007. Telephone: +61 (2) 9514 3537, Facsimile: +61 (2) 9514 3535, e-mail: Richard.Fletcher@.auAustralasian Marketing Journal 10 (3), 200285。

附录C：外文翻译资料Article Source：Business & Commercial Aviation, Nov 20, 2000. 5-87-88 Interactive Electronic Technical Manuals Electronic publications can increase the efficiency of your digital aircraft and analogtechnicians.Benoff, DaveComputerized technical manuals are silently revolutionizing the aircraft maintenance industry by helping the technician isolate problems quickly, and in the process reduce downtime and costs by more than 10 percent.These electronic publications can reduce the numerous volumes of maintenance manuals, microfiche and work cards that are used to maintain engines, airframes, avionics and their associated components."As compared with the paper manuals, electronic publications give us greater detail and reduced research times," said Chuck Fredrickson, general manager of Mercury Air Center in Fort Wayne, Ind.With all the advances in computer hardware and software technologies, such as high quality digital multimedia, hypertext and the capability to store and transmit digital multimedia via CD-ROMs/ networks, technical publication companies have found an effective, cost-efficient method to disseminate data to technicians.The solution for many operators and OEMs is to take advantage of today's technology in the form of Electronic Technical Manuals (ETM) or Interactive Technical Manuals (IETM). An ETM is any technical manual prepared in digital format that has the ability to be displayed using any electronic hardware media. The difference between the types of ETM/IETMs is the embedded functionality and implementation of the data."The only drawback we had to using ETMs was getting enough computers to meet our technicians' demand," said Walter Berchtold, vice president of maintenance at Jet Aviation's West Palm Beach, Fla., facility.A growing concern is the cost to print paper publications. In an effort to reduce costs, some aircraft manufacturers are offering incentives for owners to switch from paper to electronic publications. With an average printing cost of around 10 cents per page, a typical volume of a paper technical manual can cost the manufacturer over $800 for each copy. When producing a publication electronically, average production costs for a complete set of aircraft manuals are approximately $20 per copy. It is not hard to see the cost advantages of electronic publications.Another advantage of ETMs is the ease of updating information. With a paper copy, the manufacturer has to reprint the revised pages and mail copies to all the owners. When updates are necessary for an electronic manual, changes can either be e-mailed to theowners or downloaded from the manufacturer's Web site.So why haven't more flight departments converted their publications to ETM/IETMs? The answer lies in convincing technicians that electronic publications can increase their efficiency."We had an initial learning curve when the technicians switched over, but now that they are familiar with the software they never want to go back to paper," said Fredrickson.A large majority of corporate technicians also said that while they like the concept of having a tool that aids the troubleshooting process, they are fearful to give up all of their marked-up paper manuals.In 1987, a human factors study was conducted by the U.S. government to compare technician troubleshooting effectiveness, between paper and electronic methodology, and included expert troubleshooting procedures with guidance through the events. Results of the project indicated that technicians using electronic media took less than half the time to complete their tasks than those using the paper method, and technicians using the electronic method accomplished 65 percent more in that reduced time.The report also noted that new technicians using the electronic technical manuals were 12-percent more efficient than the older, more experienced technicians. (Novices using paper took 15 percent longer than the experts.)It is interesting that 90 percent of the technicians who used the electronic manuals said they preferred them to the paper versions. This proved to the industry that with proper training, the older technicians could easily transition from paper to electronic media.Electronic publications are not a new concept, although how they are applied today is. "Research over the last 20 years has provided a solid foundation for today's IETM implementation," said Joseph Fuller of the U.S. Naval Surface Warfare Center. "IETMs such as those for the Apache, Comanche, F-22, JSTAR and V-22 have progressed from concept to military and commercial implementation."In the late 1970s, the U.S. military investigated the feasibility of converting existing paper and microfilm. The Navy Technical Information Presentation System (NTIPS) and the Air Force Computer- based Maintenance Aid System (CMAS) were implemented with significant cost savings.The report stated that transition to electronic publications resulted in reductions in corrective maintenance time, fewer false removals of good components, more accurate and complete maintenance data collection reports, reduction in training requirements and reduced system downtime.The problem that the military encountered was ETMs were created in multiple levels of complexity with little to no standardization. Options for publications range from simple page-turning programs to full-functioning automated databases.This resulted in the classification of ETMs so that the best type of electronic publication could be selected for the proper application.Choosing a LevelWith all of the OEM and second- and third-party electronic publications that are available it is important that you choose the application level that is appropriate for your operation.John J. Miller, BAE Systems' manager of electronic publications, told B/CAthat "When choosing the level of an ETM/IETM, things like complexity of the aircraft and its systems, ease of use, currency of data and commonality of data should be the deciding factors; and, of course, price. If operational and support costs are reduced when you purchase a full-functioning IETM, then you should purchase the better system."Miller is an expert on the production, sustainment and emerging technologies associated with electronic publications, and was the manager of publications for Boeing in Philadelphia.Electronic publications are classified in one of five categories. A Class 1 publication is a basic electronic "page turner" that allows you to view the maintenance manual as it was printed. With a Class 2 publication all the original text of the manual is viewed as one continuous page with no page breaks. In Class 3, 4 and 5 publications the maintenance manual is viewed on a computer in a frame-based environment with increasing options as the class changes. (See sidebar.)Choosing the appropriate ETM for your operation is typically limited to whatever is being offered on the market, but since 1991 human factors reports state the demand has increased and, therefore, options are expected to follow.ETM/IETM ProvidersCompanies that create ETM/IETMs are classified as either OEM or second party provider. Class 1, 3 and 4 ETM/IETMs are the most commonly used electronic publications for business and commercial operators and costs can range anywhere from $100 to $3,000 for each ETM/ IETM. The following are just a few examples ofETM/IETMs that are available on the market.Dassault Falcon Jet offers operatorsof the Falcon 50/50EX, 900/900EX and 2000 a Class 4 IETM called the Falcon Integrated Electronic Library by Dassault (FIELD). Produced in conjunction with Sogitec Industries in Suresnes Cedex, France, the electronic publication contains service documentation, basic wiring, recommended maintenance and TBO schedules, maintenance manual, tools manual, service bulletins, maintenance and repair manual, and avionics manual.The FIELD software allows the user to view the procedures and hot- link directly to the Illustrated parts catalog. The software also enables the user to generate discrepancy forms, quotation sheets, annotations in the manual and specific preferences for each user.BAE's Miller said most of the IETM presentation systems have features called "Technical Notes." If a user of the electronic publication notices a discrepancy or needs to annotate the manual for future troubleshooting, the user can add a Tech Note (an electronic mark-up) to the step or procedure and save it to the base document. The next time that or another user is in the procedure, clicking on the tech note icon launches a pop-up screen displaying the previous technician's comments. The same electronic transfer of tech notes can be sent to other devices by using either a docking station or through a network server. In addition, systems also can use "personal notes" similar to technical notes that are assigned ID codes that only the authoring technician can access.Requirements for the FIELD software include the minimum of a 16X CD-ROM drive,Pentium II 200 MHz computer, Windows 95, Internet Explorer 4 SP 1 and Database Access V3.5 or higher.Raytheon offers owners of Beech and Hawker aircraft a Class 4 IETM called Raytheon Electronic Publication Systems (REPS). The REPS software links the frame-based procedures with the parts catalog using a single CD-ROM.Raytheon Aircraft Technical Publications said other in- production Raytheon aircraft manual sets will be converted to the REPS format, with the goal of having all of them available by 2001. In addition Raytheon offers select Component Maintenance Manuals (CMM). The Class 1 ETM is a stand-alone "page-turner" electronic manual that utilizes the PDF format of Adobe Acrobat.Other manufacturers including Bombardier, Cessna and Gulfstream offer operators similar online and PDF documentation using a customer- accessed Web account.Boeing is one manufacturer that has developed an onboard Class 5 IETM. Called the Computerized Fault Reporting System (CFRS), it has replaced the F-15 U.S. Air Force Fault Reporting Manuals. Technologies that are currently being applied to Boeing's military system are expected to eventually become a part of the corporate environment.The CFRS system determines re-portable faults by analyzing information entered during a comprehensive aircrew debrief along with electronically recovered maintenance data from the Data Transfer Module (DTM). After debrief the technicians can review aircraft faults and schedule maintenance work to be performed. The maintenance task is assigned a Job Control Number (JCN) and is forwarded electronically to the correct work center or shop. Appropriate information is provided to the Air Force's Core Automated Maintenance System (CAMS).When a fault is reported by pilot debrief, certain aircraft systems have the fault isolation procedural data on a Portable Maintenance Aid (PMA). The JCN is selected on a hardened laptop with a wireless Local Area Network (LAN) connection to the CFRS LAN infrastructure. The Digital Wiring Data System (DWDS) displays aircraft wiring diagrams to the maintenance technician for wiring fault isolation. On completion of maintenance, the data collected is provided to the Air Force, Boeing and vendors for system analysis.Third party IETM developers such as BAE Systems and Dayton T. Brown offer OEMs the ability to subcontract out the development of Class 1 through 5 ETM/IETMs. For example, Advantext, Inc. offers PDF and IPDF Class 1 ETMs for manufacturers such as Piper and Bell Helicopters. Technical publications that are available include maintenance manuals, parts catalogs, service bulletins, wiring diagrams, service letters and interactive parts ordering forms.The difference between the PDF and IPDF version is that the IPDF version has the ability to search for text and include hyperlinks. A Class 1 ETM, when printed, is an exact reproduction of the OEM manuals, including any misspellings or errors. Minimum requirements for the Advantext technical publications is a 486 processor, 16 MB RAM with 14 MB of free hard disk space and a 4X CD-ROM or better.Aircraft Technical Publishers (ATP) offers Class 1, 2 and 3 ETM/ IETMsfor the Beechjet 400/400A; King Air 300/ 350, 200 and 90; Learjet 23/24/25/28/29/35/36/55; Socata TB9/10/20/21 and TBM 700A; Sabreliner 265-65, -70 and -80; andBeech 1900. The libraries can include maintenance manuals, Illustrated parts bulletins, wiring manuals, Airworthiness Directives, Service Bulletins, component maintenance manuals and structural maintenance manuals. System minimum requirements are Pentium 133 MHz, Windows 95 with 16 MB RAM, 25 MB free hard disk space and a 4X CD-ROM or better.Additional providers such as Galaxy Scientific are providing ETM/ IETMs to the FAA. This Class 2, 3 and 4 publication browser is used to store, display and edit documentation for the Human Factors Section of the administration."Clearly IETMs have moved from research to reality," said Fuller, and the future looks to hold more promise.The Future of Tech PubsThe use of ETM/IETMs on laptop and desktop computers has led research and development corporations to investigate the human interface options to the computer. Elements that affect how a technician can interface with a computer are the work environment, economics and ease of use. Organizations such as the Office of Naval Research have focused their efforts on the following needs of technicians: -- Adaptability to the environment.-- Ease of use.-- Improved presentation of complex system relationship.-- Maximum reuse and distribution of engineering data.-- Intelligent data access.With these factors in mind, exploratory development has begun in the areas of computer vision, augmented reality display and speech recognition.Computer vision can be created using visual feedback from a head- mounted camera. The camera identifies the relative position and orientation of an object in an observed scene, and the object is used to correlate the object with a three-dimensional model. In order for a computer vision scenario to work, engineering data has to be provided through visually compatible software.When systems such as Sogitech's View Tech electronic publication browser and Dassault Systemes SA's Enovia are combined, a virtual 3D model is generated.The digital mockup allows the engineering information to directly update the technical publication information. If a system such as CATIA could be integrated into a Video Reference System (VRS), then it could be possible that a technician would point the camera to the aircraft component, the digital model identifies the component and the IETM automatically displays the appropriate information.This example of artificial intelligence is already under development at companies like Boeing and Dassault. An augmented reality display is a concept where visual cues are presented to users on a head-mounted, see-through display system.The cues are presented to the technician based on the identification of components on a 3D model and correlation with the observed screen. The cues are then presented as stereoscopic images projected onto the object in the observed scene.In addition a "Private Eye" system could provide a miniature display of the maintenance procedure that is provided from a palm- size computer. Limited success hascurrently been seen in similar systems for the disabled. The user of a Private Eye system can look at the object selected and navigate without ever having to touch the computer. Drawbacks from this type of system are mental and eye fatigue, and spatial disorientation.Out of all the technologies, speech recognition has developed into an almost usable and effective system. The progression through maintenance procedures is driven by speaker-independent recognition. A state engine controls navigation, and launches audio responses and visual cues to the user. Voice recognition software is available, although set up and use has not been extremely successful.Looking at other industries, industrial manufacturing has already started using "Palm Pilot" personal digital assistants (PDAs) to aid technicians in troubleshooting. These devices allow the technician to have the complete publication beside them when they are in tight spaces. "It would be nice to take the electronic publications into the aircraft, so we are not constantly going back to the work station to print out additional information," said Jet Aviation's Berchtold.With all the advantages that a ETM/ IETM offers it should be noted that electronic publications are not the right solution all of the time, just as CBT is not the right solution for training in every situation. Only you can determine if electronic publications meet your needs, and most technical publication providers offer demo copies for your review. B/CA IllustrationPhoto: Photograph: BAE Systems' Christine Gill prepares a maintenance manual for SGML conversion BAE Systems; Photograph: Galaxy Scientific provides the FAA's human factors group with online IETM support.; Photograph: Raytheon's Class 4 IETM "REPS" allows a user to see text and diagrams simultaneously with hotlinks to illustrated parts catalogs.外文翻译资料译文部分文章出处:民航商业杂志，2000-11-20,5-87-88交互式电子技术手册的电子出版物可以提高数字飞机和模拟技术的效率。

外文文献翻译（附原文）外文译文一：产业集群的竞争优势——以中国大连软件工业园为例Weilin Zhao,Chihiro Watanabe，Charla-Griffy-Brown[J]. Marketing Science,2009(2):123-125.摘要：本文本着为促进工业的发展的初衷探讨了中国软件公园的竞争优势。

产业集群深植于当地的制度系统，因此拥有特殊的竞争优势。

根据波特的“钻石”模型、SWOT模型的测试结果对中国大连软件园的案例进行了定性的分析。

产业集群是包括一系列在指定地理上集聚的公司，它扎根于当地政府、行业和学术的当地制度系统，以此获得大量的资源，从而获得产业经济发展的竞争优势。

为了成功驾驭中国经济范式从批量生产到开发新产品的转换，持续加强产业集群的竞争优势,促进工业和区域的经济发展是非常有必要的。

关键词：竞争优势；产业集群；当地制度系统；大连软件工业园；中国；科技园区；创新；区域发展产业集群产业集群是波特[1]也推而广之的一个经济发展的前沿概念。

作为一个在全球经济战略公认的专家,他指出了产业集群在促进区域经济发展中的作用。

他写道：集群的概念,“或出现在特定的地理位置与产业相关联的公司、供应商和机构，已成为了公司和政府思考和评估当地竞争优势和制定公共决策的一种新的要素。

但是，他至今也没有对产业集群做出准确的定义。

最近根据德瑞克、泰克拉[2]和李维[3]检查的关于产业集群和识别为“地理浓度的行业优势的文献取得了进展”。

“地理集中”定义了产业集群的一个关键而鲜明的基本性质。

产业由地区上特定的众多公司集聚而成,他们通常有共同市场、,有着共同的供应商,交易对象,教育机构和其它像知识及信息一样无形的东西，同样地,他们也面临相似的机会和威胁。

在全球产业集群有许多种发展模式。

比如美国加州的硅谷和马萨诸塞州的128鲁特都是知名的产业集群。

前者以微电子、生物技术、和风险资本市场而闻名,而后者则是以软件、计算机和通讯硬件享誉天下[4]。

(完整版)外文翻译外文文件原稿和译文原稿logistics distribution center location factors:(1)the goods distribution and quantity. This is the distribution center and distribution of the object, such as goods source and the future of distribution, history and current and future forecast and development, etc. Distribution center should as far as possible and producer form in the area and distribution short optimization. The quantity of goods is along with the growth of the size distribution and constant growth. Goods higher growth rate, the more demand distribution center location is reasonable and reducing conveying process unnecessary waste.(2)transportation conditions. The location of logistics distribution center should be close to the transportation hub, and to form the logistics distribution center in the process of a proper nodes. In the conditional, distribution center should be as close to the railway station, port and highway.(3)land conditions. Logistics distribution center covers an area of land in increasingly expensive problem today is more and more important. Is the use of the existing land or land again? Land price? Whether to conform to the requirements of the plan for the government, and so on, in the construction distribution center have considered.(4)commodities flow. Enterprise production of consumer goods as the population shift and change, should according to enterprise's better distribution system positioning. Meanwhile, industrial products market will transfer change, in order to determine the raw materials and semi-finished products of commodities such as change of flow in the location of logistics distribution center should be considered when the flow of the specific conditions of the relevant goods.(5)other factors. Such as labor, transportation and service convenience degree, investment restrictions, etc.(完整版)外文翻译How to reduce logistics cost，enhance the adaptive capacity and strain capacityof distribution center is a key research question of agricultural product logisticsdistribution center．At present，most of the research on logistics cost concentrates offtheoretical analysis of direct factors of logistics cost, and solves the problem ofover-high logistics Cost mainly by direct channel solution ． This research stresseson the view of how to loeate distribution center, analyzes the influence of locatingdistribution center on logistics cost ．and finds one kind of simple and easy locationmethod by carrying on the location analysis of distribution center through computermodeling and the application of Exeel．So the location of agricultural productlogistics distribution center can be achieved scientifically and reasonably, which willattain the goal of reducing logistics cost, and have a decision．making supportfunction to the logisties facilities and planning of agricultural product．The agricultural product logistics distribution center deals with dozens andeven hundreds of clients every day, and transactions are made in high-frequency. Ifthe distribution center is far away from other distribution points，the moving andtransporting of materials and the collecting of operational data is inconvenient andcostly. costly．The modernization of agricultural product logistics s distribution center is acomplex engineering system， not only involves logistics technology, informationtechnology, but also logistics management ideas and its methods，in particular thespecifying of strategic location and business model is essential for the constructing ofdistribution center. How to reduce logistics cost ，enhance the adaptive capacity andstrain capacity of distribution center is a key research question of agricultural productlogistics distribution center. The so— called logistics costs refers to the expendituresummation of manpower, material and financial resources in the moving process of thegoods．such as loading and unloading，conveying，transport，storage，circulating，processing, information processing and other segments. In a word。