2017考研英語拓展閱讀：中國制造業(yè)需要邁向全球

• 2025考研復(fù)試伴學(xué)班
• 2025考研復(fù)試標(biāo)準(zhǔn)班
• 2026考研英語全程班
• 26考研全科上岸規(guī)劃營「擇校▪規(guī)劃▪備考」
• 2025考研專業(yè)課復(fù)習(xí)資料「真題▪筆記▪講義▪題庫」

在過去的三十年里，中國一直是世界工廠。在制造業(yè)領(lǐng)域的增長使得中國成為了全球第二大經(jīng)濟(jì)體。

But now this growth model is stagnating, and China knows it needs to change to keep its economy growing.

但是，現(xiàn)在這種增長模式已經(jīng)停滯不前了，而中國知道必須要做出改變，以求能夠保持經(jīng)濟(jì)發(fā)展。

China has always been a country that copies its way to success, not a place where creativity thrives. So are China’s plans to turn into an innovation superpower realistic?

中國歷來慣于復(fù)制別人的道路來取得成功，并不是一個創(chuàng)新特別繁榮的國家。那么，中國希望轉(zhuǎn)變成為一個創(chuàng)新超級大國的計(jì)劃現(xiàn)實(shí)嗎?

The answer may lie in China’s tech capital, Shenzhen. It’s a city that was built on the back of achieving the Chinese dream.

這個答案也許能夠在中國的科技之都--深圳--找到，這是一個建設(shè)在實(shí)現(xiàn)中國夢基礎(chǔ)之上的城市。

And at a busy traffic junction in the city, you can see a tribute to the man who started the Chinese miracle: Deng Xiaoping, who is credited with the economic success of modern China.

在深圳一個繁忙的交通路口，你能夠看見一座雕像，這是為了致敬那個開始“中國奇跡”的人：鄧小平，現(xiàn)代中國的經(jīng)濟(jì)奇跡都要?dú)w功于他。

In the 1980s, he began experimenting with special economic zones as a way to create economic growth, and Shenzhen was the first place he tested this theory out. Dozens more were created across the mainland, all to emulate Shenzhen’s success.

在20世紀(jì)80年代，鄧小平開始嘗試設(shè)立經(jīng)濟(jì)特區(qū)，以求創(chuàng)造經(jīng)濟(jì)增長，而深圳成為了他實(shí)試驗(yàn)這一理論的第一個地方。后來在大陸又設(shè)立了幾十個地區(qū)，它們都效仿了深圳的成功經(jīng)驗(yàn)。

Manufacturing firms cropped up all over Shenzhen, producing goods for customers all over the world. Consumerism became king in communist China - on the government’s orders.

制造業(yè)企業(yè)在深圳遍地開花，為全世界的客戶生產(chǎn)商品。在中國政府的命令下，消費(fèi)主義在共產(chǎn)主義中國成為了最重要的東西。

And in the frenzied pursuit of profits, it didn’t matter whether what was produced was shoddy or a knock-off.

在瘋狂追求利潤的過程中，無論制造出的是劣質(zhì)品還是仿冒品都沒有關(guān)系。

There’s no shortage of funding for a good idea here. But can top-down innovation work?

在這里，一個好點(diǎn)子從來不缺資金的支持。但是組織管理嚴(yán)密的創(chuàng)新能行嗎?

I travelled to Beijing to find out, and there I got a chance to see one of China’s newest companies emerging on the global innovation stage: Cheetah Mobile.

我來到北京，希望能夠找到這個問題的答案。在這里我有機(jī)會參觀一家中國最新的公司：獵豹移動公司(原名金山網(wǎng)絡(luò))，該公司在全球創(chuàng)新舞臺上混得風(fēng)生水起。

Cheetah used to make mobile security software and created a 650-million-strong community of users. That’s just behind Facebook and Tencent. But Cheetah’s boss, Fu Sheng, didn’t want to stop there. He had bigger dreams.

獵豹移動曾經(jīng)開發(fā)了一款手機(jī)安全軟件，用戶群的數(shù)量超過了6億5千萬，僅僅略遜于Facebook和騰訊。但是獵豹的老板傅盛不想止步于此，他有更大的野心。

"Chinese mobile internet products are actually pretty good," he told me as we walked around his Silicon Valley style office. "So I was convinced that my idea was sound. But every time I brought it up to my colleagues the response was, ’OK, good.’ And then went back to their own work."

傅盛的辦公室有一種硅谷的風(fēng)格，在我們參觀的時候，他告訴我說：“中國的移動互聯(lián)網(wǎng)產(chǎn)品實(shí)際上是非常好的。所以我很確信我的想法是明智的。但是當(dāng)我每次和同事們提及我的想法時，他們的回答都是‘對，很好’，然后就忙他們自己的事去了。”

Mr Fu pauses for effect and smiles. "Until one day, I brought them all to the US for a meeting. That night, we stayed in a very cheap hotel and bought some wine.

傅盛停頓了一下，微笑著說道：“直到有一天，我把同事們都帶去美國去參加了一個會議。那天晚上我們住在一間廉價旅館里，買了些酒。”

"After a few glasses, I said to them, ’Let’s not just target the Chinese market. Let’s go for the overseas market - especially the US.’ They must have all been drunk, because they all agreed. And so we embarked on this path to go global."

“酒過三巡之后，我對他們說‘我們的目光不要僅僅局限于中國市場，我們要走出去發(fā)展海外市場--尤其是美國。’他們當(dāng)時一定都喝醉了，因?yàn)樗麄兌纪�意了我的觀點(diǎn)。所以我們就走上了這條面向全球的道路。”

Cheetah now makes mobile games and applications. Some 60% of its revenues now come from its overseas markets. Cheetah is also developing a live broadcasting tool called Live.me to take on the likes of Periscope and Facebook Live. Mr Fu says Chinese firms must aim higher and compete with US firms.

獵豹移動現(xiàn)在的業(yè)務(wù)是開發(fā)手機(jī)游戲和應(yīng)用軟件。公司60%的利潤來自于海外市場。獵豹目前正在開發(fā)一款名為“live.me”的直播工具，有點(diǎn)類似于Periscope和Facebook Live. 傅盛表示，中國企業(yè)必須把目標(biāo)放得更長遠(yuǎn)一點(diǎn)，并且和美國企業(yè)相競爭。

"American companies are leading globally without working as hard as us," Mr Fu told me. "It’s not because they have the leading technologies, it is because of the way they think.

傅盛告訴我說：“美國企業(yè)不像我們這樣拼命工作就能夠成為全球領(lǐng)先者，其原因不是因?yàn)樗麄儞碛蓄I(lǐng)先的科技，而是因?yàn)樗麄兯伎嫉姆绞健?rdquo;

"Chinese companies value knowledge and hard work, American companies value direction and vision. That was when I realised we needed a bigger goal: to go global."

“中國企業(yè)看重知識和努力工作，而美國企業(yè)則更看重發(fā)展方向和愿景。那時我就意識到我們需要一個更大的目標(biāo)：邁向全球。”