HP seems to have ignored both currents, at least inthe past decade. Carly Fiorina, its boss from 1999to 2005, merged with Compaq, another computer-maker, in a deal worth $25 billion. Mark Hurd, hersuccessor, cut costs but was ousted in 2010 after adust-up over sex and expenses before he could fixthe firms strategy.
惠普对两种趋势均重视不够,至少过去10年是这样。卡莉?菲奥利那在1999-2005年间担任惠普总裁,她曾以250亿美元的价格合并了另一家电脑制造商康柏。她的继任者马克?赫德对成本进行了削减,但他在2010年因性丑闻和虚报费用等事被免职,也未能对公司战略进行及时调整。
That job now falls to Mr Apotheker. The firms PC business is the worlds biggest, but is not asprofitable as HPs other units. What is more, most buyers of HPs machines are consumers,whose demands shift faster and more whimsically than those of corporate customers. So HPintends to turn its PC business into a separate unit and then spin it off.
这项重任现在落在了阿普赛克先生的肩上。惠普公司的个人电脑销售业务全球第一,但营利却不如其他业务高。另外,大多数惠普产品的购买者是个人消费者,与公司客户相比,他们对产品的需求变化多端,难以把握。因此,惠普希望把他们的个人电脑业务先独立出来,然后再从惠普公司逐步分离出去。
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