互联网汽车金融外文文献翻译

智能汽车中英文对照外文翻译文献(文档含英文原文和中文翻译)翻译：基于智能汽车的智能控制研究摘要：本文使用一个叫做“智能汽车”的平台进行智能控制研究，该小车采用飞思卡尔半导体公司制造的MC9S12DG128芯片作为主要的控制单元，同时介绍了最小的智能控制系统的设计和实现智能车的自我追踪驾驶使用路径识别算法。

智能控制智能车的研究包括:提取路径信息,自我跟踪算法实现和方向和速度控制。

下文介绍了系统中不同模块的各自实现功能，最重要部分是智能车的过程智能控制：开环控制和闭环控制的应用程序包括增量式PID控制算法和鲁棒控制算法。

最后一步是基于智能控制系统的智能测试。

关键词：MC9S12DG128；智能控制;开环控制；PID；鲁棒；1.背景介绍随着控制理论的提高以及信息技术的快速发展,智能控制在我们的社会中发挥着越来越重要的作用。

由于嵌入式设备有小尺寸、低功耗、功能强大等优点，相信在这个领域将会有一个相对广泛的应用,如汽车电子、航空航天、智能家居。

如果这些技术一起工作，它将会蔓延到其他领域。

为了研究嵌入式智能控制技术，“智能汽车”被选为研究平台,并把MC9S12DG128芯片作为主控单元。

通过智能控制,智能汽车可以自主移动,同时跟踪的路径。

首先,本文给读者一个总体介绍智能车辆系统的[2、3]。

然后,根据智能车辆的智能控制:提取路径信息,自我跟踪算法实现中,舵机的方向和速度的控制。

它提供包括了上述四个方面的细节的智能车系统信息。

此外,本文强调了智能车的控制过程应用程序包括开环控制、闭环增量PID算法和鲁棒算法。

2.智能车系统的总体设计该系统采用MC9S12DG128[4]作为主芯片，以及一个CCD传感器作为交通信息收集的传感器。

速度传感器是基于无线电型光电管的原理开发。

路径可以CCD传感器后绘制收集的数据，并且系统计算出相应的处理。

在同时，用由电动马达速度测试模块测量的智能汽车的当前速度进行响应的系统。

最后，路径识别系统利用所述路径信息和当前的速度，以使智能汽车在不同的道路条件的最高速度运行。

文献出处：Moriarty P, Honnery D. The prospects for global green car mobility[J]. Journal of Cleaner Production, 2008, 16(16): 1717-1726.原文The prospects for global green car mobilityPatrick Moriarty, Damon HonneryAbstractThe quest for green car mobility faces two major challenges: air pollution from exhaust emissions and global climate change from greenhouse gas emissions. Vehicle air pollution emissions are being successfully tackled in many countries by technical solutions such as low-sulphur fuels, unleaded petrol and three-way catalytic converters. Many researchers advocate a similar approach for overcoming transport's climate change impacts. This study argues that finding a technical solution for this problem is not possible. Instead, the world will have to move to an alternative surface transport system involving far lower levels of motorised travel.Keywords：Green mobility; Fuel efficiency; Alternative fuels; Global climate change; air pollution1. IntroductionProvision of environmentally sustainable (or green) private transport throughout the world faces two main challenges. The first is urban and even regional air pollution, particularly in the rapidly growing cities of the industrialising world. The second is global climate change, caused mainly by rising concentrations of greenhouse gases (GHGs) in the atmosphere. These two barriers to green car mobility differ in several important ways. First, road traffic air pollution problems are more localised, because of the short atmospheric lifetimes of most vehicle pollutants and . Thus regional solutions are often not only possible, but also essential – Australian cities, for example, can (and must) solve their air pollution problems themselves. Matters are very different for global climate change. Except possibly for geo-engineering measuressuch as placing large quantities of sulphate aerosols in the lower stratosphere or erecting huge reflecting mirrors in space, one country cannot solve this problem alone. Climate change is a global problem. Nevertheless, it is possible for some countries to ‘freeload’ if the majority of nations that are important GHG emitter。

原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。

智能车外文文献翻译(原文+中文)Intelligent Vehicle Our society is awash in “machine intelligence” of various kinds.Over the last century, we have witnessed more and more of the “drudgery” of daily living being replaced by devices such as washing machinesOne remaining area of both drudgery and danger, however, is the daily act ofdriving automobiles1.2million people were killed in traffic crashes in 2002, which was 2.1% of all globaldeaths and the 11th ranked cause of deathIf this trend continues, an estimated 8.5 million people will be dying every year in road crashes by 2020. in fact, the U.S. Department of Transportation has estimated the overall societal cost of road crashes annually in the United States at greater than $230 billion when hundreds or thousands of vehicles are sharing the same roads at the same time, leading to the all too familiar experience of congested traffic. Traffic congestion undermines our quality of life in the same way air pollution undermines public health.Around 1990, road transportation professionals began to apply them to traffic and road management. Thus was born the intelligent transportation system ITS. Starting in the late 1990s, ITS systems were developed and deployed。

原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。

智能车辆研究外文文献翻译(含：英文原文及中文译文)文献出处：G Stark. The Intelligent Vehicle Initiative[J]. Traffic Technology International, 2013，3(1):31-41.英文原文The Intelligent Vehicle InitiativeG StarkIn the wake of the computer and information revolutions, motor vehicles are undergoing the most dramatic changes in their capabilities and how they interact with drivers since the early years of the century.In 1908, the emergence of the Henry Ford Model T represented a major breakthrough in car design. It not only pioneered the easy replacement of parts and mass production, but also its "user-friendly" mode of operation, so that anyone can easily drive. In the past 90 years, with fewer and fewer simple cars like the Ford Model T, the car has quickly become a sophisticated “mobile computer” that plays the role of a navigator, escort, and even a second driver. These new features not only changed our driving style, but also improved the quality of transportation services and the ability to save lives, and provided support for the competitiveness of the US industry.However, the performance of smart cars is not only that. Conversely, these components that make vehicles more intelligent, such as newinformation, safety and automation technologies, arrive on the market as spare parts, or as optional equipment, or as special accessories for after-sales services. In order to improve driver safety, these technologies have been continuously developed and put on the market. However, individual technologies have not yet been integrated and they cannot create fully intelligent vehicles that are highly collaborative with drivers.The automotive industry has realized and solved the influx of potential uncoordinated technologies. But their progress is hindered by technical and economic barriers, uncertain consumer preferences, and imperfect standards and guidelines. In addition, neither traditional car manufacturers nor government regulators (unless the security issues are obvious) can control the use of aftermarket products, especially in the use o f trucks and buses. However, there is no “people-oriented” smart vehicle that attempts to integrate and coordinate various technologies to solve problems. We may not only lose the opportunity to implement new in-vehicle technology, but may even unintentionally reduce the safety and performance of driving.Recognizing the importance of intelligent vehicles and the potential dangers of human factors in vehicle design, the Ministry of Transport launched the Intelligent Vehicles Initiative (IVI) in 1997. This initiative aims to accelerate the development and integration of automotive systems to help cars, trucks and bus drivers operate more safely and effectively.The 1980s TV series “Knight Ranger” features smart vehicles that can cross over tall buildings, seem to drive the supersonic itself, spy on bad guys, and have English words and housekeepers. This car is not only smart but smart. Although smart vehicles in the real world will not be able to fly over traffic, they will have strong capabilities. As envisioned by the International Vaccine Research Institute, smart vehicles will be able to provide route instructions, feel objects, warn drivers that collisions will occur, auto signals help drivers stay alert in emergency situations, and may eventually be able to take over driving.The computer-based technology of information and motor vehicles, however, is not a new use. A wide range of automotive computers began the 1980s with the aim of improving vehicle operation and driver comfort. These technologies include the electronic control of the performance of fuel injection engines, especially the reduction of vehicle emissions, improved fuel economy, anti-lock braking systems to help drivers maintain control over slippery roads, and cruise control systems to reduce driver's driving for a long period of time. tedious. And these technologies are mainly to strengthen the vehicle, the latest wave in vehicle technology, of which the most interested is the purpose of the IVI's capabilities, and is intelligent transportation systems designed to strengthen the capabilities of the driver. These systems include early warning and information, driving assistance and automation technology.Research Plan The original research plan for the Mack IVI FOT included requirements to install the LDWS, TSA, and ACN systems on a test fleet of 36 tanker trucks operated by McKenzie Tank Lines in normal revenue service over a 19-month period. The final research plan was a revision of the original plan, because several technical problems with the data-acquisition and transmission systems delayed the start of the FOT. This in turn created logistical problems with the installation of systems and deployment of trucks in the test fleet. Consequently, the FOT was performed over a 12-month period, with a primary focus on the safety benefits of the LDWS, which was installed on 22 trucks. Since the Eaton VORAD (EVT-300) collision warning system (CWS) was standard equipment on the McKenzie Tank Lines tractors used in the FOT, this system was active throughout the FOT. The CWS was not disabled during the FOT, because driving with the CWS was considered to be valid baseline driving for McKenzie Tank Lines drivers, and it would be difficult to separate the effects of removing the CWS and adding the LDWS. All trucks were also equipped with data acquisition and communications equipment. LDWS Evaluation. Use of the LDWS was expected to affect driving performance in two ways. First, there is the immediate effect of warning the driver of a potential lane excursion, which gives the driver an opportunity to change his or her driving behavior before making a large lane excursion. Second, after gainingexperience using the LDWS, the driver’s overall driving performance may improve even without the use of the system. Another possibility is that a driver’s driving performance may decline when the system is disabled, because the driver may become dependent on the system. Three conditions were compared in the experimental design: ♦Phase I –Baseline Period: Data collected during this period would characterize the driving behavior of drivers who were not receiving LDWS feedback.♦ Phase II – Active Period: Data collected during this period would characterize the driving behavior of drivers receiving LDWS feedback.♦ Phase III – Post-Active Period: Data collected during this period would characterize the driving behavior of drivers after the LDWS feedback had been deactivated.Just as people have different professional capabilities, different types and levels of vehicle-mounted smart vehicle technology give “intelligence” to complement this driver. The driver information system expands the knowledge of the driver's route and location. Early warning systems, such as collision avoidance techniques, improve the driver's perception of what is happening in the surrounding environment. Automate and drive technical assistance and simulate the driver's thoughts and actions to actual operations or in case of emergency, long-term vehicles are temporary. However, in smart vehicles will expand the driver's ability, it may also increase the driver's traditional role. Inparticular, within the technology of the new car, the role of the person is expanded from sensory motor skills, writes Thomas Sheridan, professor who is responsible for the Human Machine Systems Laboratory at the Massachusetts Institute of Technology (MIT), "this plan, Programmers, ITS studies in automation, diagnosticians, monitoring learners and managers show the feasibility of the benefits of many technologies that will be applied in smart vehicles.The route guidance system will help drivers to better drive in unfamiliar streets or Finding the fastest route to their destination In 1992 and 1993, field trials conducted by the Department of Transportation at Orlando TravTek showed that a tourist-guided vehicle equipped with a route guidance system reduced the problem of 30% of vehicles turning the wrong corner. Compared with tourists with paper maps, it saves 20% of the time.The collision avoidance system can strengthen traffic safety regulations and completely prevent traffic accidents. According to studies, if drivers can respond for more than half a second, they can avoid 60% of the time. Road traffic accidents and 30% of head-on collisions, and 75% of vehicle accidents are caused by driver's devastation.The National Highway Traffic Safety Administration (NHTSA) estimates that each year The country’s use of these three types of collision avoidance system can avoid 1.1 million traffic accidents and account for 17% of the total number of traffic accidents, which can save 17,500 lives (belt and airbags save about10,500 people) and restore 26 billion US dollars. The other safety facilities are under test, including the automatic collision notification system. When the airbag of a car pops up, the system will automatically send a distress signal, and the drowsy driver warning system can prevent the driver from getting drowsy while the car is driving. To sleep.The in-vehicle automation system can take over driving in case of an emergency or autopilot if it allows long periods of driving. In 1996, the National Highway Traffic Safety Administration began field testing an intelligent cruise control system that can automatically adjust the vehicle's speed to maintain a safe distance from the vehicle in front of it to assess the safety impact of this technology. The more dramatic scene appeared in the drive called "Let's open your hands and let your feet go." Last summer, the National Association of Autonomous Highway Systems (NAHSC), jointly organized by the Ministry of Transport and nine other public and private organizations, demonstrated a prototype of a future fully-automated vehicle on a 12-km section of the I-15 road in Santiago. In the future, the automatic road management system will increase the supervision of traffic managers by 2-3 times at higher speeds and shorter distances. The system may also eliminate the occurrence of human-induced traffic accidents and improve road safety.In addition to providing passengers with safe and efficient transportation, the federal government expects that the inherentdevelopment trend of smart cars may also increase the economic competitiveness of the United States.In order for smart cars to reach their maximum potential, they must be able to communicate with intelligent transportation infrastructure systems and other smart cars. For example, communicating with intelligent infrastructure systems can enable smart cars to understand the occurrence of accidents and then actively choose routes in real time. . The smart car can also act as a probe and send information about the road conditions to the intelligent infrastructure system to create richer road conditions basic information. In addition, fully automated vehicles should also be able to rely, to some extent, on the guidance provided by intelligent infrastructure systems and other smart cars. For example, not long ago, the American Helicopter Association (AHS) in San Diego showed that an automatic car equipped with a magnetic sensor under a bumper was successfully guided by a 1.2 m magnet implanted under the surface of the road.In the next 5 to 10 years, we should be able to see the first generation of products with special drive information and alarm system capabilities. With the development of information these systems will be increasingly perfect. Although the anti-collision system will provide some automatic assistance, drivers still have full control of the car. In addition, because of the initial communication capabilities with the intelligentinfrastructure system, the car will be more intelligent in terms of real-time detection of road conditions.In about 10 to 15 years, the application of some improvement measures will bring us better and smarter second-generation products. Although the driver still has full control of the car, the collision avoidance system will be able to take temporary control in emergency situations. In addition, more sophisticated voice recognition systems will be incorporated into the driver's interaction with the car. Vehicles can communicate with each other to improve their anti-collision ability. Of course, communication with intelligent infrastructure systems will also be more active and effective.In about 20 years, in the third generation of products, we will be able to see fully automated road systems, integrated systems for vehicles and infrastructure, and closer interaction between drivers and cars, such as the use of visual enhancements and visual displays.Looking back at a century of flooding technology, cars stand out as a particularly dynamic invention. In the next century, this vitality will promote the development of information and computer technology. Our next challenge is to integrate new information, security and automation technologies to create people-oriented smart vehicles that improve safety, ground drive efficiency and economic competitiveness.中文译文智能车辆研究G Stark本世纪初期,在计算机和信息革命的影响下,汽车经历了性能和与驾驶者之间的互动方面最富戏剧性的变革。

智能车外文文献翻译(原文+中文)Intelligent Vehicle Our society is awash in “machine intelligence” of various kinds.Over the last century, we have witnessed more and more of the “drudgery” of daily living being replaced by devices such as washing machinesOne remaining area of both drudgery and danger, however, is the daily act ofdriving automobiles1.2million people were killed in traffic crashes in 2002, which was 2.1% of all globaldeaths and the 11th ranked cause of deathIf this trend continues, an estimated 8.5 million people will be dying every year in road crashes by 2020. in fact, the U.S. Department of Transportation has estimated the overall societal cost of road crashes annually in the United States at greater than $230 billion when hundreds or thousands of vehicles are sharing the same roads at the same time, leading to the all too familiar experience of congested traffic. Traffic congestion undermines our quality of life in the same way air pollution undermines public health.Around 1990, road transportation professionals began to apply them to traffic and road management. Thus was born the intelligent transportation system ITS. Starting in the late 1990s, ITS systems were developed and deployed。

新能源汽车外文翻译文献(文档含英文原文和中文翻译)电动车：正在进行的绿色交通革命？随着世界上持续的能源危机，战争和石油消费以及汽车数量的增加，能源日益减少，有一天它会消失得无影无踪。

石油并不是可再生资源。

在石油消耗枯竭之前必须找到一种能源与之替代。

随着科技的发展和社会进步，电动车的发明将会有效的缓解这一燃眉之急。

电动汽车将成为理想的交通工具。

面临能源成本居高不下、消费者和政府更加重视环境保护的情况下，世界汽车制造商正加大对可替代能源性混合动力汽车技术的开发投资。

该技术能极大削减燃料消费，减少温室气体排放。

许多人把目光投向了日本和美国的汽车制造商，关心他们开发混合动力和电池电动车的进展情况。

丰田普锐斯一跃成为世界上销量最好的混合动力车。

美国的新兴汽车制造商，Tesla Motors，推出了该公司首部电池电力车，名为Tesla Roadster。

截至2010年底，通用汽车公司计划推出备受赞誉的V olt混合动力汽车，而克莱斯勒公司最近已经宣布同样的计划正在进行之中。

目前，中国在新能源汽车的自主创新过程中，坚持了政府支持，以核心技术、关键部件和系统集成为重点的原则，确立了以混合电动汽车、纯电动汽车、燃料电池汽车为“三纵”，以整车控制系统、电机驱动系统、动力蓄电池/燃料电池为“三横”的研发布局，通过产学研紧密合作，中国混合动力汽车的自主创新取得了重大进展。

形成了具有完全自主知识产权的动力系统技术平台，建立了混合动力汽车技术开发体系。

混合动力汽车的核心是电池（包括电池管理系统）技术。

除此之外，还包括发动机技术、电机控制技术、整车控制技术等，发动机和电机之间动力的转换和衔接也是重点。

从目前情况来看，中国已经建立起了混合动力汽车动力系统技术平台和产学研合作研发体系，取得了一系列突破性成果，为整车开发奠定了坚实的基础。

截止到2009年1月31日，在混合动力车辆技术领域，中国知识产权局受理并公开的中国专利申请为1116件。

学校代码： 10128学号： 200920302070英文参考文献及译文题目：T h e U s e d C a r I n d u s t r y姓名：马威学院：能源与动力工程系别：交通运输系专业：交通运输班级：交通运输09-2指导教师：高志鹰副教授二〇一三年六月The Used Car IndustryWith annual sales of nearly ＄370 billion，the used vehicle industry represents almost half of the U。

S. auto retail market and is the largest retail segment of the economy.In 2005，about 44 million used cars were sold in the U.S., which is more than double that of the nearly 17 million new cars sold。

In 1898，the Empire State Motor Wagon Company is one of the very first used car companies。

The used vehicle market is substantially larger than other large retail sectors，such as the school and office products market （＄206 billion in estimated annual sales) and the home improvement market （＄291 billion in Estimated annual sales）。

The Federal Trade Commission recommends that consumers consider a car retailer’s reputation when deciding where to purchase a used car。

原文Changing Channels In The Automotive Industry: The Future of Automotive Marketing and DistributionWho will be the winners and losers in the revolution that is radically reshaping the marketing, distribution and selling of automobiles? Will the vehicle manufacturers and their franchised-dealer networks be able to overcome years of inertia and complacency to pioneer and execute new concepts that will strengthen and extend the value of their brands? Or will nimbler, more imaginative retailers or software companies get there first?The transformation of the business of selling cars and trucks is happening before our eyes at an incredible pace -- promising to change forever an industry that has long been noted for its high costs, poor service and extremely unpleasant selling process. Auto manufacturers have competed fiercely among themselves to drive out cost and meet consumer needs for cheaper and better cars and trucks. Now the survivors face new threats from outside the industry that might thwart their renewed interest in building strong, lasting relationships with their customers.Entrepreneurs have dissected the cost-value equation and come up with new retail concepts. Their stories have been persuasive enough to attract hundreds of millions of dollars in public equity investment and persuade dozens of fiercely independent car dealers to sell out. Internet technology has lowered entry barriers for other entrepreneurs with new ideas about helping customers find, evaluate and buy new vehicles. These patterns are consistent with revolutions in other consumer durables markets that effectively transferred market power from manufacturers to retailers.Consumers are the only clear winners in this battle. While we are not sure which vehicle manufacturers will survive, we are confident that winning will require a better understanding of the life-cycle value equations of both cars and buyers, and the development of innovative strategies to capture that value.FORCES OF CHANGEFrom the days of Henry Ford's production line, the automobile industry has been based on a "supply-push" philosophy -- a strong bias toward "filling the factories" to cover high fixed costs.Dealer networks were created as logical extensions of the "supply-push" model. The networks were designed to hold inventory, leverage private capital (without threatening the manufacturers' control) and service and support what was then a less reliable and more maintenance-intensive product. Those networks generally were built around entrepreneurs focused on a defined geographic area, selling one or at most two brands.Despite its longevity, the traditional dealer channel leaves many people unhappy.High customer acquisition costs motivate dealers to convert store traffic to sales using aggressive tactics that extract differential margins based on customers' willingness to pay. Frequent well-publicized rebates have taught buyers to mistrust sticker prices and negotiate from cost up, rather than sticker down. As a result, dealers often find themselves competing not against another brand, but against a same-make dealer across town. This acute competition has almost bid away dealer profit on the sale of new passenger cars in the United States (with some profits still available on sales of trucks, sport utility vehicles and luxury cars).Shrinking dealer margins do not translate into happy customers: Most customers (approximately four out of five) dislike the purchase process, and many still come away feeling cheated and mistreated. This strong antipathy is largely responsible for the rapid growth of Internet-based services that offer alternative means of gathering information on cars, soliciting price quotes and, in some cases, conducting transactions.SURFING THE NET FOR PROFITSObviously the Internet is a major enabler of change in auto distribution. Many of the most important auto industry innovators today are developing Web-based services, leading some to predict that the most important automotive company of the next century will be a software-based company. Republic Industries, for instance, expects sales to reach $1 billion on the World Wide Web by the year 2000. Estimates vary, but some studies have shown that with some cars, as many as 40 percent of customers gather information from the Internet. A smaller but growing percentage of customers demonstrate what is called shopping behavior, or soliciting price quotations and availability information prior to the actual purchase.The dramatic growth and power of Internet technology have greatly reduced the cost of obtaining information on features, price and availability. Consequently, customers are better equipped to extract what they want from dealerships. One of the pioneers of Internet marketing, Inc., is working to speed response time from its participating dealers because it has learned that a staggeringly high proportion of its customers -- 64 percent -- buy within 24 hours of using its service to get price and availability quotes. The Internet offers new and better ways to perform many sales and marketing functions and makes it possible for manufacturers to have more and richer two-way communications directly with consumers. It has also provided, for the rest time, the capability for channel marketing on a national or even international scale, attacking further the value of the traditional, geographically depend channel.DEALERS STILL PART OF EQUATIONNo one is suggesting, though, that auto dealers will disappear. Ironically, changes in cars and trucks themselves are making dealers more important. Consumers have more choices of brands and models than ever before. Improved durability and reliability and faster design cycles have narrowed the differences among competing products in the same category. Brand loyalty increasingly derives not from the product itself but from the total purchase and ownership experience. Numerous studies show that customer satisfaction has become a much more critical competitivedifferentiator and a greater influence on repurchase loyalty than the car itself. And it is the dealer that controls these levers today. (See Exhibit II.) This explains the intense efforts many vehicle manufacturers have made to set standards for, measure and even base some dealer compensation on customer satisfaction scores.As a result of the high-cost, low-satisfaction proposition provided by the traditional dealer channel in general, many players have recently moved to capitalize on opportunities afforded by improving the channel-value equation. Entrepreneurs with access to public capital have strategic designs to modernize auto distribution. Six dealer groups in the United States went public in 1996-7. Collectively they soared past the $4 billion mark in revenue in 1997, up by more than 30 percent from 1996, with most of the growth coming from additional acquisitions of existing dealers.The most prominent new automotive industry entrepreneur in the United States is H. Wayne Huizenga, chairman of Republic Industries. Mr. Huizenga has a proven track record as an innovator who has revolutionized the waste disposal and video rental industries. Republic owns the nation's largest group of franchised automotive dealerships, operates the AutoNation USA used-vehicle megastore chain and owns and operates several car rental businesses. Republic is currently on an extraordinary acquisition campaign for new-car business dealerships. Even though Republic has almost single-handedly doubled the market price for dealerships, it does not appear to be slowing down.Nonetheless, manufacturers seem to be following, not leading, the revolution. Many are still being pushed or kicked along the path of change. There are real questions whether their late -- and in some cases half-hearted -- responses will be enough to protect the traditional position of the vehicle manufacturer as the caller of shots in the auto industry.VISION FOR THE FUTURENow that we see serious cracks in the walls protecting the traditional automotive distribution model, what will the future bring? Both the underlying drivers of change in automotive retailing and the trends already under way help answer that question. In addition, it is helpful to compare the automobile industry with other industries that have experienced distribution-channel evolution and look at the lessons they learned.Most consumer-durable industries have undergone substantial distribution-channel evolution resulting from changes in economics, regulations or technologies. Each one has unique circumstances, but we can see three relatively common, distinct stages in these channel restructurings:Stage One: This is marked by major improvements in value delivered, mostly reductions in cost. Usually the cost reductions stem from consolidation and rationalization in the channel as better concepts or bigger players drive out marginal or small players. The bigger players use their cost advantage to reduce prices and often to improve service, variety and convenience.Stage Two: Here channel evolution is focused on meeting the needs of specific customer segments. Channel functions are unbundled and restructured into more efficient or more appealing formats for defined groups of customers. Customer value is further enhanced through lower prices, better service or greater variety.Stage Three: This brings dramatic new paradigms not just for distribution but for the entire value chain. Full-service leasing ("power by the hour") in the heavy-duty-truck market is an example of this type of game-changing concept.We anticipate five major changes in future automobile distribution patterns and practices:FORMING A STRATEGIC RESPONSEGiven this view of the future, what should a manufacturer or major channel player do? Appropriate responses are to some extent situation-dependent, of course, but we believe the three stages of channel evolution observed in other industries provide valuable insight into what is and will be required to prevail in the automotive industry.Accordingly, we recommend the following strategic responses consistent with the three stages of channel evolution and the future automotive distribution vision described above:Aggressively and systematically pursue functional improvement beyond the factory gate. The most prominent opportunity is cost.Develop a vision of a desired end-game distribution channel strategy and begin making progress toward that vision, taking care to achieve consistency between the long-term vision and short-term functional improvement agendas.Build the means to create and capture much more of the "downstream" value associated with the automobile -- and, in so doing, strive to innovate "game-changing" approaches to the business.FUNCTIONAL IMPROVEMENTSIn the conventional dealer networks, tremendous improvement opportunities exist along two basic functional paths: reducing costs and raising customer satisfaction. Most manufacturers and many large channel players are jumping at these opportunities, given their magnitude. However, these players tend to select a limited number of programs, and they typically concentrate on single functional improvements independently or on a single functional path.A better approach is to address systematically the whole realm of possibilities with an integrated view of benefits within and across specific functions. This is not easy. Even programs with moderate scope and ambition typically require reforming entrenched business philosophies; coordinating several organizational groups with disparate incentives; managing complex and imposing legalities, and facing up to dealers resistant to change. But manufacturers must recognize that new players unencumbered by these constraints are raising the bar and traditional players must reach higher or fall behind.To date, Republic has focused primarily on pursuing the benefits of consolidation typical in the first stage of retail channel evolution. But some of its actions suggest the potential for truly game-changing retail evolution. When channel players, as opposed to manufacturers, are the winners in retail evolution, most often the one that leads in the first stage is the one that leads in other stages and reaps substantial benefits. Republic could be the first in the automotive industry to create an independent retail brand that actually "owns the customer."译文：汽车行业渠道的转变：未来的汽车销售和流通谁将成为赢家？谁能彻底重塑销售、分销和销售为一体的汽车?他们的汽车制造商网络能够克服惯性和骄傲自满的先驱和执行新观念，加强和扩大品牌价值的吗?或者，更富于想象力的零售商将nimbler或软件公司先到那儿?变革的商业销售轿车和卡车在我们眼前发生在一个令人难以置信的速度——承诺永远改变，长期以来一直使这个行业中付出很高的代价，可怜的服务和令人不快的销售过程。