外文翻譯---把服裝店搬上網(wǎng)

1、<p><b>　　外文原文：</b></p><p>　　Web offers a comfortable fit</p><p>　　Two days of record sales are a cause for celebration and Wu Fangfang, founder of Shanghai Qianrui Garment Compa

2、ny, is all smiles.</p><p>　　She is also frantically busy. A two-day online sales event, which was hosted by Taobao Mall, the business-to-consumer online marketplace, has brought in more than 100,000 orders a

3、nd Rmb10m ($1.5m) of sales.</p><p>　　At a desk in her offices in the Shanghai suburb of Minhang, the elegant 35-year-old chief executive is arranging for 200 garment workers at her new factory to work all ho

4、urs to fulfil the orders, while she also updates the US-based venture capital investors who have just put in second-round funding of $10m. Sales projections for 2011 for her popular children’s clothing brands Miss de Mod

5、e, MILBoy (Made in Love Boy), and Jenny Bear have risen to Rmb250m.</p><p>　　It seems that Ms Wu’s gamble of switching from bricks-and-mortar retail outlets to online-only is paying off. Taobao Mall is part

6、 of Alibaba, the Chinese e-commerce group, and Ms Wu was honoured in September as one of Alibaba’s best “netrepreneurs” at the company’s annual Alifest summit for entrepreneurs.</p><p>　　“We are now at a poi

7、nt that we’ll lose money if we do less than Rmb2.5m in sales every month,” she says.</p><p>　　Yet just two years ago, Ms Wu was fending off creditors and being pressed to sell her business at a firesale pric

8、e. But, she says, fast reactions and the courage of her convictions helped her to make the switch to online that has proved so successful.</p><p>　　In addition, she has an obstinate streak, having more or le

9、ss earned her own living since she became a fashion model at the age of 13 following her parents’ divorce.</p><p>　　When the financial crisis first hit, she says: “I didn’t panic ... I used the situation to

10、coolly evaluate my business model and decided that, over the long term, I will be fine because children’s clothes and e-commerce were both growing sectors in China.”</p><p>　　At that time, Ms Wu’s company ow

11、ned just one clothing brand, Miss de Mode for girls, which she had started in 2005. Her company designed, manufactured and promoted the clothes, which were sold through a network of Miss de Mode retailers. Sales had gro

12、wn quickly, with the number of stores increasing from 30 to 107 in just two years.</p><p>　　At the start of 2008, all the retailers asked Ms Wu to increase output. “They told me this fall/winter season is go

13、ing to be very good ... But when the [financial crisis] struck, they abandoned more than half of their order,” she says. Most of the stores reneged on their contract to buy more products.</p><p>　　Ms Wu coul

14、d not sue each retailer, but she also could not sell the clothes anywhere else as she had no other sales outlet. She had to swallow the loss, representing Rmb12m that year, while sales continued to slow.</p><p

15、>　　It was a rude awakening for Ms Wu. Creditors started calling at the company’s offices. An entrepreneur from the city of Wenzhou, where her brand was popular, offered to buy the Miss de Mode brand and her stock for

16、Rmb2m.</p><p>　　Take the deal, her mother urged – at least she could recoup some of her original investment. “But this brand is like my child. I couldn’t possibly give it up,” says Ms Wu.</p><p>

17、;　　Many of her 30 staff were supportive. One even suggested that she pay the workers shenghuofei – basic living costs – for two months, but Ms Wu felt it was vital to maintain salaries.</p><p>　　However, she

18、 did accept a loan from her office assistant, who refinanced her apartment to help Ms Wu pay outstanding bills. With that and by refinancing two of her own apartments, Ms Wu raised Rmb2.8m to stave off creditors.</p&g

19、t;<p>　　She did not bother to ask the banks. “It’s almost impossible for small, private businesses to get a loan in China, unless you have guanxi [connections],” she explains.</p><p>　　With sluggish c

20、ash flow and a pile of unsold stock, Ms Wu had to find another sales outlet fast. Luckily, Taobao.com, the Chinese e-commerce site, had just launched Taobao Mall. She was already familiar with the group: in fact, it was

21、Taobao that had inadvertently prompted her to start the Miss de Mode brand.</p><p>　　When the Chinese site took on Ebay China in 2005, Ms Wu was running a small wholesale garment and design business that sol

22、d its products on Ebay China. Friends in the business would call her when extras left over from an export clothing shipment were available. She and her small design team would collect the items, add extra flourishes and

23、sell them.</p><p>　　When Ebay China closed the following year, Ms Wu developed Miss de Mode into a brand that sold through bricks and mortar retail outlets only. “At the time Ebay users like me looked down o

24、n Taobao. It was known for selling cheap things,” she says.</p><p>　　Nonetheless, her loyalty to Ebay was waning. She felt it had made mistakes in China: it was too slow; PayPal did not work in the country;

25、and it had hired a lot of foreigners who did not understand the Chinese market. By contrast, “Taobao had Alipay [Alibaba’s online payment system], it offered instant messaging and it was free”.</p><p>　　So,

26、when the financial crisis struck, Ms Wu decided to use Taobao.</p><p>　　New ventures rarely run smoothly, but one of her problems came from an unexpected quarter: some of the original Miss de Mode retailers.

27、 Sales had yet to pick up on Miss de Mode’s online shop on Taobao Mall, when Ms Wu was shocked to receive a demand from 70 of the stores, including some that had reneged on their contracts, for her to close her online ou

28、tlet because it was affecting sales of the remaining stock.</p><p>　　Again, Ms Wu turned to her staff for their opinions. Many said to close the Taobao store down: online sales were still a small proportion

29、of overall revenue and they had spent three years building the store network. But Ms Wu saw it differently: “I told them we held the key of e-commerce in our hands now and we should use it.”</p><p>　　She dec

30、ided the Miss de Mode brand would be sold online-only as soon as possible. In 2009, when the last of the “franchisee” contracts expired, Ms Wu halved the online prices, which had formerly matched those in-store. By the e

31、nd of May, Miss de Mode had Rmb500,000 of sales. Ms Wu launched two more children’s lines – MilBoy, which is now outselling Miss de Mode, and Jenny Bear.</p><p>　　Ashort car journey from her offices, Ms Wu s

32、hows off the three floors of the new 4,000 sq m factory and warehouse in Songjiang District. She believes it is important for the company to have its own factory: “We can respond to the market and needs very quickly. Le

33、ss than 6 per cent of our stock remains unsold.”</p><p>　　However, fast growth has brought new challenges. Overall costs have gone up. Ms Wu has had to hire staff very quickly: the design team now has 60 peo

34、ple; the fulfilment and e-commerce centre has another 120; and the new factory has hired nearly 200 garment workers – the ones racing to fulfil the extra orders.</p><p>　　“It’s getting harder and harder to f

35、ind people ... but the fact that we have a venture capital partner and that we’ll eventually have an initial public offering will make our company more attractive,” says Ms Wu. The intention is to list in 2014, either in

36、 Hong Kong or the US.</p><p>　　“We faced the worst hardship in 2008 so from now on, I feel that we can face anything,” says Ms Wu.</p><p>　　From：British 《Financial Times 》By Mina Hanbury-Te

37、nison</p><p><b>　　翻譯</b></p><p><b>　　把服裝店搬上網(wǎng)</b></p><p>　　一連兩天的創(chuàng)紀(jì)錄銷售額值得慶祝，上海乾瑞服飾有限公司(Shanghai Qianrui Garment Company)的創(chuàng)始人吳芳芳(Wu Fangfang)笑容滿面。</p>&l

38、t;p>　　這也讓她非常忙碌。在B2C電子商務(wù)網(wǎng)站淘寶商城(Taobao Mall)上舉辦的兩天在線促銷活動，帶來了超過10萬份訂單，銷售額達(dá)1千萬元人民幣（合150萬美元）。</p><p>　　在位于上海市郊的閔行區(qū)的辦公室里，這位舉止優(yōu)雅、現(xiàn)年35歲的CEO正在安排新工廠中200名制衣工人輪班工作執(zhí)行訂單，她同時還向位于美國的風(fēng)險投資人匯報了最新情況。這些風(fēng)險投資人剛投入1000萬美元的第二輪融資。她

39、的摩登小姐(Miss de Mode)、愛制造(MILBoy)和珍妮貝爾(Jenny Bear)等兒童服飾品牌廣受歡迎，預(yù)計2011年銷售額將達(dá)2.5億元人民幣。</p><p>　　吳芳芳當(dāng)初從實體零售店完全轉(zhuǎn)移到在線商店的賭博，似乎帶來了回報。淘寶商城是中國電子商務(wù)企業(yè)阿里巴巴(Alibaba)的一部分，而吳女士在9月份舉行的年度網(wǎng)商大會(Alifest)上，被授予了阿里巴巴十佳“網(wǎng)商”的稱號。</p&

40、gt;<p>　　她說：“我們現(xiàn)在每月銷售額少于250萬元就等于虧錢?！?lt;/p><p>　　然而僅僅兩年前，吳女士還在疲于應(yīng)付逼迫她以跳樓價賣掉公司的債主們。但她說，在機(jī)敏反應(yīng)和信念的幫助下，她轉(zhuǎn)而投入互聯(lián)網(wǎng)的懷抱，而事實證明這一轉(zhuǎn)變是成功的。</p><p>　　除此之外，她還有一股倔犟的性格，父母離婚后，她從13歲時起就成為時裝模特，自食其力。</p>&

41、lt;p>　　金融危機(jī)剛剛襲來時，她說：“我沒有恐慌……我利用這個時機(jī)冷靜地評估自己的商業(yè)模式，最后確定，從長遠(yuǎn)來看，不會有問題，因為兒童服飾和電子商務(wù)在中國都是處在上升期的產(chǎn)業(yè)?！?lt;/p><p>　　當(dāng)時，吳女士的公司只擁有一個品牌，那就是她創(chuàng)立于2005年的女童服飾品牌“摩登小姐”。她的公司負(fù)責(zé)服裝的設(shè)計、制造和推廣，隨后通過“摩登小姐”零售商網(wǎng)絡(luò)銷售。銷量增長很快，門店數(shù)量在兩年內(nèi)從30家增長到10

42、7家。</p><p>　　2008年初，所有的零售商都要求吳女士提高產(chǎn)量。她說：“他們告訴我今年秋/冬季生意會很好……但受到（金融危機(jī)）沖擊后，他們?nèi)∠顺^一半的訂單。”多數(shù)門店撕毀了購進(jìn)更多產(chǎn)品的合同。</p><p>　　吳女士沒有辦法起訴每一家零售商，同時由于沒有其他銷售渠道，庫存的服飾也無處銷售。那年她必須自己承擔(dān)1200萬元人民幣損失，而當(dāng)時銷售額仍在繼續(xù)下滑。</p&

43、gt;<p>　　這對吳女士而言是一個慘痛的覺醒。債主們開始找上公司辦公室催債。一位溫州企業(yè)家提出以200萬元人民幣購買摩登小姐的品牌和存貨。她的品牌在溫州很有名。</p><p>　　母親催促她接受，畢竟還能收回一部分初始投資?！暗@個品牌就像我的孩子，我不可能放棄它的，”吳芳芳說。</p><p>　　她的30名員工中有許多表示支持。其中一位甚至建議她在兩個月期間只向員工

44、支付生活費，但吳芳芳覺得維持工資水平至關(guān)重要。</p><p>　　不過她的確接受了一筆“貸款”，她的辦公助理將自己的公寓抵押給銀行，籌資幫助吳女士支付拖欠的賬單。同時吳女士也抵押了自己的兩套公寓，總共籌得280萬元人民幣暫且把債主們擋在門外。</p><p>　　她并沒有求助于銀行?！霸谥袊駹I小企業(yè)幾乎不可能得到貸款，除非你有關(guān)系，”她解釋說。</p><p>

45、　　手頭現(xiàn)金拮據(jù)，又有成堆的存貨賣不出去，吳女士必須盡快找到其他銷售渠道。幸運(yùn)的是，中國電子商務(wù)網(wǎng)站淘寶網(wǎng)(Taobao.com)剛剛啟動“淘寶商城”。她對這家企業(yè)已經(jīng)頗為熟悉：實際上是淘寶網(wǎng)無意間激發(fā)她創(chuàng)立了“摩登小姐”品牌。</p><p>　　這家中國網(wǎng)站2005年與Ebay易趣展開競爭時，吳女士正在經(jīng)營一家小型的服裝批發(fā)和設(shè)計企業(yè)，在Ebay易趣上銷售產(chǎn)品。如果出口服裝發(fā)貨時留下尾貨，業(yè)內(nèi)的朋友就會打電話

46、通知她。她和她的小設(shè)計團(tuán)隊會接下尾貨，加上額外的裝飾之后再銷售。</p><p>　　Ebay易趣第二年關(guān)閉時，吳女士已將“摩登小姐”發(fā)展成了一個僅通過實體零售渠道銷售的品牌?！爱?dāng)時像我這樣的Ebay用戶都鄙視淘寶網(wǎng)，因為淘寶以賣便宜貨出名，”她說。</p><p>　　然而，她對Ebay易趣的忠誠度還是消退了。她感覺Ebay在中國犯了幾個錯誤，它反應(yīng)太慢，PayPal在中國不能使用，還雇

47、傭了許多不了解中國市場的外國人。與此形成反差的是，“淘寶有支付寶（阿里巴巴的在線支付系統(tǒng)），提供即時通訊功能，而且還是免費的。”</p><p>　　所以金融危機(jī)來襲時，吳女士決定改用淘寶。</p><p>　　新業(yè)務(wù)很少能順利推進(jìn)，但吳女士遇到一個出乎意料的問題：摩登小姐原有的一些零售商。摩登小姐在淘寶商城的網(wǎng)上商店銷售額尚未起飛，包括當(dāng)初毀約的店鋪在內(nèi)的70家零售店，就要求吳女士關(guān)掉網(wǎng)

48、上商店，因為網(wǎng)上業(yè)務(wù)影響了存貨的銷售。這讓吳女士驚訝。</p><p>　　吳女士再一次征求員工的意見。許多人說應(yīng)該關(guān)掉淘寶網(wǎng)店：當(dāng)時在線銷售仍只占總收入的一小部分，而公司已投入三年時間打造零售商網(wǎng)絡(luò)。但吳女士有不同看法：“我告訴他們，電子商務(wù)的鑰匙現(xiàn)在掌握在我們手中，我們應(yīng)該好好利用?！?lt;/p><p>　　她決定，摩登小姐品牌應(yīng)當(dāng)盡快僅在網(wǎng)上銷售。2009年，最后一份“加盟”合同到期后

49、，吳女士把之前與零售店一致的線上銷售價格削減了一半。5月底，摩登小姐已經(jīng)有了50萬元的銷量。吳女士又創(chuàng)立了另外兩個兒童服飾產(chǎn)品線——愛制造和珍妮貝爾，現(xiàn)在愛制造品牌的銷量已經(jīng)超過了摩登小姐。</p><p>　　吳女士展示了距離她的辦公室車程很近、位于松江區(qū)的三層高的新工廠和倉庫，面積達(dá)4000平方米。她相信公司擁有自己的工廠很重要：“我們能很快應(yīng)對市場和需求。未售出的庫存不到6%?！?lt;/p>&l

50、t;p>　　然而高速的增長也帶來了新的挑戰(zhàn)?？偝杀旧仙耍瑓桥坎坏貌桓斓毓蛡騿T工：設(shè)計團(tuán)隊現(xiàn)在有60名員工；訂單執(zhí)行和電子商務(wù)中心有120名員工；新工廠已雇傭了近200名制衣工人，這些人爭分奪秒地工作，執(zhí)行新增的訂單。</p><p>　　吳女士說：“招人越來越難……但我們有風(fēng)投合作伙伴，最終將上市這個事實，讓我們公司更有吸引力了?！彼拇蛩闶?014年在香港或美國上市。</p><