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[原文]江出西陵,始得平地；其流奔放肆大,南合沅湘,北合汉沔,其势益张；至于赤壁之下,波流浸灌,与海相若.清河张君梦得,谪居齐安,即其庐之西南为亭,以览观江流之胜；而余兄子瞻名之曰“快哉”.盖亭之所见,南北百里,东西一合,涛澜汹涌,风云开阖；昼则舟楫出没于其前,夜则鱼龙悲啸于其下；变化倏忽,动心骇目,不可久视,——今乃得玩之几席之上,举目而足；西望武昌诸山,冈陵起伏,草木行列,烟消日出,渔夫樵夫之舍,皆可指数：此其所以为“快哉”者也.至于长州之滨,故城之墟,曹孟德、孙仲谋之所睥睨,周瑜、陆逊之所驰骛,其流风遗迹,亦足以称快世俗.昔楚襄王从宋玉、景差于兰台之宫,有风飒然至者,王披襟当之曰：“快哉此风!寡人所与庶人共者耶?”宋玉曰：“此独大王之雄风耳,庶人安得共之?”玉之言,盖有讽焉.夫风无雄雌之异,而人有遇不遇之变；楚王之所以为乐,与庶人之所以为忧,此则人之变也,而风何与焉?士生于世,使其中不自得,将何往而非病；使其中坦然,不以物伤性,将何适而非快?今张君不以谪为患,穷会计之余功,而自放山水之间,此其中宜有以过人者：将蓬户瓮牖,无所不快；而况乎濯长江之清流,揖西山之白云,穷耳目之胜以自适哉?不然,连山绝壑,长林古木,振之以清风,照之以明月,此皆骚人思士之所以悲伤憔悴而不能胜者,鸟睹其为快也哉!元丰六年十一月朔日赵郡苏辙记.[译文]长江流出西陵峡,才得到平坦的地势,它的水势就变得一泻千里,滚滚滔滔.等到它和南边来的沅水、湘水,北边来的汉水、沔水合流的时候,它的水势更加强大了.到了赤壁下面,江水浩荡,和大海相象.清河县的张梦得先生贬官到黄州,就着他的住宅的西南面做了一个亭子,来欣赏长江上的风景,我哥哥子瞻给它取了一个名字叫“快哉”.站在亭子里望到的很宽,从南到北可以望到上百里,从东到西可以望到三十里左右.波涛汹涌,风云变化.白天有来往的船舶在它的前面时隐时现,晚上有鱼类和龙在它的下面悲壮地呼啸.从前没有亭子时,江面变化迅速,惊心骇目,游客不能在这里看个畅快.现在却可以在亭子里的茶几旁坐位上欣赏这些景色,张开眼睛就看个饱.向西眺望武昌一带山脉,丘陵高低不等,草木成行成列,烟雾消失,太阳出来,渔翁和樵夫的房屋,都可以用手指点得清楚：这就是取名“快哉”的缘故啊!至于长江的岸边,古城的遗址,曹操、孙权蔑视对方的地方,周瑜、陆逊纵横驰骋的所在,他们遗留下来的影响和古迹,也很能使世界上一般人称为快事.从前,宋玉、景差陪伴楚襄王到兰台宫游玩,有一阵凉风呼呼地吹来,襄王敞开衣襟让风吹,说：“凉快呀这阵风!这是我和老百姓共同享受的吧?”宋玉说：“这只是大王您的高级的风罢了,老百姓怎么能享受它!”宋玉的话大概含有讽刺的意味.风是没有低级、高级的分别的,而人却有走运和倒运的不同.楚襄王快乐的原因,和老百姓痛苦的原因,这是由于人们的处境不同,和风有什么关系呢?读书人生活在世上,如果他的内心不能自得其乐,那么,他到什么地方去会不忧愁呢?如果他心情开朗,不因为环境的影响而伤害自己的情绪,那么,他到什么地方去会不整天愉快呢?现在,张先生不因为贬官而烦恼,利用办公以外的空闲时间,自己在山水之中纵情游览,这说明他的内心应该是有一种自得之乐远远超过一般人.象他这种人,即使处在最穷困的环境里,也没有什么不愉快,何况是在长江的清水里洗脚,和西山的白云交朋友,耳朵和眼睛充分欣赏长江的美好景物,从而使自己得到最大的满足呢!要不是这样,那么,长江上群山绵延,山谷深幽,森林高大,古树奇倔,清风吹着它们,明月照着它们,这种景色都是满腹牢骚的诗人和有家难归的士子触景伤情、痛苦难堪的,哪里看得到它是快乐的呢!
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Group Assignment One Case Study I
SATURN Things are about to change at Saturn. The General Motors brand had only three iterations of the same compact car for the entire decade of the 1990s. But Saturn will soon introduce an all-new lineup of vehicles that includes a midsized sport sedan, an eight-passenger crossover vehicle, atwo-seat roadster, a new compact, and a hybrid SUV. Having anticipated the brand's renaissance for years, Saturn executives, employees, and customers are beside themselves with glee.But with all this change, industry observers are wondering whether Saturn will be able to maintain the very characteristics that have distinguished the "brand since its inception. Given that Saturnestablished itself based on a very narrow line of compact vehicles, many believe that the move from targeting one segment of customers to targeting multiple segments will be challenging. Will Saturn still meet the needs of one of the most loyal cadres of customers in the automotiveworld?A NEW KIND OF CAR COMPANYIn 1980, GM recognized its inferiority to the Japanese big three (Honda, Toyota, and Dotson) with respect to compact vehicles. The Japanese had a lower cost structure, yet built better cars. In an effort to offer a more competitive economy cat, GM actually turned to the enemy. It entered into a joint venture with Toyota to build small cars. Soon, a Toyota plant in Northern California was turning out Corollas on one assembly line while making very similar Chevy Novas on a second.Meanwhile, in a long-term effort to make better small cars, GM gave the green light to Group 99, a secretive task force that resulted in formation of the Saturn Corporation in 1985.From the beginning, Saturn set out to break through t GM bureaucracy and become" A different kind of car. ”A different kind of company." As the single-most defining characteristic of the new company, Saturn proclaimed that sole focus would be people: customers, employees, communities. Saturn put significant resources into Customer research and product development. The first Saturn cars were made "from scratch," without any allegiance the GM parts bin or suppliers. The goal was to produce n only a high-quality vehicle, but one known for safety al innovative featuresthat would "wow" the customer.Saturn's focus on employees began with an unprecedented contract with United Auto Workers (UAW). The co " tract was so simple, it fit in a shirt pocket. It established progressive work rules, with special emphasis given benefits. work teams, and the concept of empowerment the retail end.Saturn selected dealers based on careful crafted criteria. It paid service personnel and sales associates a salary rather than commission. This would help create an environment that would reverse the common customer perception of the dealer as a nemesis.Finally, in addition to customer and employee relation Saturn focused on social responsibility. Human resource policies gave equal opportunities to women, ethnic minor ties, and people with disabilities. Saturn designed environmentally responsible manufacturing processes, even going
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Saturn earned that honor for an astounding four consecutive years, and it was the only non-luxury brand to be at OJ near the top of J.D. Power's scores for the better part of 1 decade.THE HONEYMOON ENDSDespite the initially strong sales levels, overall Saturn revenues tapered off quickly (sales peaked in 1994 at 286, OOC settling in at an average of about 250,000 units per year). This may have been due partly to the fact that Saturn released n new models in the 1990s. Finally, in the 2000 model yea: Saturn introduced its long-awaited mid-sized L-series wit an optional V6 engine. But unlike the S-series, the L-series was reviewed as a generally bland and forgettable car.In 2002, Saturn broadened the lineup with the Vue, compact SUV model. In January of 2003, it replaced the S-series with the lon, a totally new compact that offered more options than before. But although these new vehicle addressed the issue of a lack of model options, they broughtwith them a new concern. Saturn's history of high quality and its long-cherished J.D. Power ratings began to slide. : the early part of the new millennium, not only was Saturn J.D. Power initial-quality rating not near the top, it fell below the industry average.Even with the new models, Saturn's sales didn’t improve. In fact, they declined. Thi industry-wide downturn in sales wrought by a recession Still, L-series production ended in 2004, only five weeks after it began. In 2005, Saturn sales fell to a low of 213,0 units, only about 1 percent of the overall market. It seem that sales of the L-series and Vue were coming almost Entirely from loyal Saturn customers who were trading to something different, something bigger,and, unfortunately, something not as good.Looking back, Saturn unquestionably defied the odds launch an all-new automotive company in such a fierce competitive and barrier-entrenched industry is one thing To achieve the level of sales, the customer base and awards that Saturn achieved in such a short period time is truly remarkable. But as GM and Saturn executives faced the reality of declining quality, plummeting sales, 1 annual losses of up to $1 billion, they knew they had to do something dramatic. In 2006, Saturngeneral manager Lajdziak said, "Saturn's initial image as a smart innovation small-car company was blurred by bumps in quality slow model turnover. We didn't grow the portfolio enough, and this year we're growing in a huge way."A NEW KIND OF SATURNWith all that Saturn has done wrong, the fact that def still moved 213,000 vehicles in 2005 against competition with better reputations and better cars testifies to the things it has done right. With itsrock-solid dealer network, high purchase process satisfaction ratings, and loyal customer base, Saturn has valuable assets to build upon. And GM plans to do just that as it addresses product quality and model selection problems. GM is currently investing heavily in a Saturn turnaround. Showering $3 billion on S it hopes to perform a makeover between 2006 and 2008 that is similar to the one achieved with Cadillac earlier this decade. GM, the world's biggest carmaker, lost $10.6 billion in 2005. It's clearly putting some faith in one of its smallest brands to help turn the tide. GM wants to raise Saturn's sales to 400,000 units by the end of 2007. If all goes as planned, sales could reach 500,000 not long after that. With higher prices and margins, this would represent an even greater growth in revenues and profits.
Key to the Saturn makeover will be an infusion of European styling from GM's German division, Opel. In fact, some of the new cars already hitting showrooms are largely rebadged Opels. In the future, new-product development will be carried out in a joint-venture fashion between thetwo divisions. For a company that in the past has been known as making the "car for people who hate cars," this is a 180-degree turnaround. Saturn clearly hopes to change its humdrum image to boost profits with higher-priced vehicles.If the first of four new Saturn models is any indication, Saturn is moving in the right direction. The Sky two-seat roadster hit showroom floors in early 2006 with long waiting lists. Based on the Opel GT, the Sky is a head-turning performance vehicle, dubbed by one observer as the"cubVette." For dealer John Bergstrom, this new model presented an unexpected but welcome dilemma. "Sky is just a flat-out home run," said "Bergstrom, referring to the waiting lists that he has started at all six of his dealerships. "I've never had that before," he says, noting that those on the waiting lists are people who have never even considered a Saturn before.In the fall of 2006, Saturn launched 2007 models of the mid-sized Aura sport sedan (based on the Opel Vectra) and the eight-passenger Outlook crossover vehicle (based on G***ambda platform being sold by Chevrolet, Buick, and GMC). For 2008, after a year without a compactcar, Saturn will replace the Ion with a mildly changed Opel Astra, already a European hit in its fifth generation. The new lineup will also include the Green Line, which will add hybrid technology to multiple models, starting with the 2007 Vue. The Green Line promises to make full-hybrid technology available at a price much lower than any other hybrid offering."The biggest advantage to re-branding Opel vehicles as Saturn is it doesn't mean additional costs to GM," said Guido Vildozo, a senior market analyst and industry fore caster at Global Insight Inc. "And since Opel is a kind of sporty European brand, Saturn will adopt this image too, or at least that is what they hope to happen." Some industry analysts suggest that because Saturn is such a new company, it can reposition itself more easily than other brands.GM makes it clear that with Saturn, it's not trying to make another Chevrolet. Chevrolet will remain the only GM brand positioned as "all things to all people." Along with the other GM brands, Saturn will playa niche role and target a specific segment of the market. In fact, GM says I that it's just trying to help Saturn do more of what it has been doing all along-reach the type of import-buying customer it can't reach with any of its other brands. Indeed, top executives at GM acknowledge that many Saturn owners already believe their car is an Asian brand, not a domestic one. "Saturn has always been the one brand in the GM lineup suitable for attracting import-intenders," says a GM executive.However, some questions remain as to what segment Saturn will actually target. After seeing the new Saturn lineup at the New York auto show, Tom Libby of Power Information Network says he's confused about what the brand is trying to do. He's worried that Saturn will stop focusing onthe retail experience and shift to emphasizing styling. "What's the message they're trying to get out?" he asks. "I'm just puzzled by the whole thing." Is Saturn losing focus, or is it simply adding style to its current image of providing a good value and an honest dealer experience? Many analysts believe that because Saturn's current image is only loosely based on the actual car, the company has plenty of room to add style to the formula. Questions for Discussion 1.
Using the full spectrum of segmentation variables, describe how GM has segmented the automobile market.2.
What segment(s) is Saturn now targeting? How is GM now positioning Saturn? How do these strategies differ from those employed with the original Saturn S-series?3.
Describe the role that social responsibility plays in Saturn’s targeting strategy. 4.
Do you think that GM will accomplish its goals with the “new Saturn”? Why or why not? 5.
What segmentation, targeting, and positioning recommendations would you make to GM for future Saturn models?Requirement: You are required to read the case carefully and discuss it in your group, and you (or your group representatives) have five minutes to present your understanding in class. Please read the text book carefully from Chapter 1 to 7, but focus on Chapter 7. You will analyze the case and answer the questions I give you, but not only the answer.
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我对室内空间设计的认识和体会 室内环境艺术设计是以创造满足人们物质和精神生活在室内环境中的需要为目的，它是建筑设计的继续和深化，是人类美化自己生存环境的活动之一，是物质文明与精神文明有机结合的具体体现。怎样合理而充分的利用空间，创造平静惬意的整体室内环境气氛才是对室内空间进行创造的重要内容。室内空间设计所涉及范围很广，根据物质需求和精神需求进行创作构思，使室内组织达到经济性、艺术性、理性和感性的完美结合，做出有特色、有个性的空间。并合理巧妙的利用空间，在功能和美学上达到和谐统一。 在室内环境空间中，不同的形状，或方或圆，或是多边形，给人的感觉是不同的。空间感觉是高而狭小，还是低而宽敞，用专业术语来说，就是空间的形状、比例、和尺度的问题。 一般室内空间的形状有两种：一种是规整的几何形体，另一种是不规整形式。根据不同空间所处的环境特点、功能要求等，再加上特定的艺术构思来选择室内空间的形式。如日内瓦机场酒店大堂需要突出宾馆亲切、舒适、温馨的环境氛围，圆形的透光天顶正好满足了这些要求。 室内空间尺度的处理是表达空间效果的重要手段。在高大的建筑空间中，如果缺乏必要的细部处理，就会使空间尺度感产生变小的错觉，甚至使人感到简陋和粗笨。梵蒂冈圣彼德大教堂回廊巨大的尺度感给人造成强烈的视觉冲击，相应的引起心理的变化。空间尺度的处理是和一定的创作意图分不开的，也可以说尺度是环境艺术创作的手段，它服务于一定的空间环境意境构思。包豪斯学校展厅，同时运用尺度感不同的砖石和现代大板材材料，厚重与轻快的结合产生了特殊的效果。 以上可以看出空间的形状大小和与之相适应的比例、尺度处理是分不开的，我们不能孤立的把它们拿出来研究，只能从它们之间的相互联系中深入分析，反复推敲。而室内空间组织与界面处理也是室内空间设计的重要方面。 室内空间组合首先应该根据物质需求和精神需求进行创造性构思。一个好的方案总是根据当地的环境，结合功能要求进行筹划设计。兼顾内外，从单个空间的设计到群体空间的组织，使室内空间组织达到经济性、艺术性、理性和感性的完美结合，做出有特色、有个性的空间组合。
合理地利用空间，在空间的大小、形状的变化，整体和布局之间的有机联系，能在功能和美学上达到协调统一。
求翻译合同，江湖救急，谢谢啦……——……本合同于 2016 年
1 日由以上双方签订：一、 甲、乙双方本着公平、平等、自愿、互惠互利的原则，现就甲、乙双方意愿在指定区域经营深圳跬步电子有限公司授权的“狼途”产品，乙方代理销售甲方狼途品牌系列产品事宜，签定如下协议，以资双方信守执行。二、 代理授权1、甲方授权乙方作为甲方“狼途”品牌键鼠产品在
级代理商。2、乙方在本协议有效期内，有权以甲方“狼途”品牌键鼠产品区域代理商的名义从事销售“狼途”品牌键鼠产品的合法商业活动。三、回款目标1、乙方在本协议约定期限内承诺完成甲方的年销售任务即回款额为：RMB
240贰佰肆拾
万 元。年销售任务将分解为12个月考核周期，具体如图：2016年 第一季度 第二季度 第三季度 第四季度 回款额 1月
万 4月 10万 7月 30万 10月 30万 2月 万 5月 20万 8月 30万 11月 30万 3月 万 6月 30万 9月 30万 12月 30万 2、销售任务及回款额是指经销商的实际回款额。3、特价机型计入销量（特价机型的确定由甲方根据市场情况另行正式书面通知）。4、乙方单月提货量10万元以下，本合同终止，并取消《补充协议》所列的支持。5、乙方累积两个月回款总额在10万以下，甲方可将乙方并入其他代理，或在指定区域增加新代理将不予通知；
6、OEM产品销售额不计算在此合同任务量之内；四、货款及运费1、货款支付：先款后货，出厂报价不含税，含运费；2、运费：甲方承担中国境内（广西平详）运费。因货运延误造成的损失，甲方不承担责任。五、双方责任1、乙方销售经销产品须严格执行甲方制定的网络限价、最低零售价及网吧限价，甲方有权根据市场变化调整对乙方的供货价及乙方对外销售网络价格、最低零售价；甲方也应该保证乙方的合理利润。乙方对甲方的价格及销售政策及相关的商业机密负有保密的义务与责任；
2、甲乙双方有责任共同维护产品的市场秩序，乙方在销售经销产品时，若违反甲方的价格政策、扰乱市场、损坏甲方或其他经销商的利益，甲方视情节轻重对乙方进行警告、经济处罚、取消相关奖励或返利、停止合作等处罚。六、售后服务1、甲方为乙方提供电性15(12+3)个月售后服务支持，（其中三个月为产品周转期，即物流仓储期），以甲方生产日期为准。普通键盘鼠标直接返修减帐或换新机；机械键盘工厂不做售后，可提供适当配件；2、以下情况不属于质量问题：出厂超过15个月或人为损坏的产品；无机身条码或条码模糊不清；自拆、焊零件或修改的；缺少配件或配件损坏的；产品工艺部分；产品进水造成短路的。3、乙方收到客户返修时，应检查是否过保或人为损坏产品，并在返修产品上贴上售后问题标签，如无售后问题标签的产品，甲方一概不予处理。
4、机械键盘售后工厂只提供一定比例的轴、灯等配件5、普通薄膜返修运费由甲方承担，物流方式仅限货运。机械键盘只接受快递来回运费由乙方承担；
6、详细售后条款将依据狼途产品售后服务条例执行；七、合同期限及争议解决1、本合同有效期为
2016 年 4 月 6日至 2016 年 12月 31日。2、合同期内，若一方未执行本合同的其它条款，其他方有权终止合作关系。3、凡与本合同有关的或因本合同而引起的任何争端，首先由甲乙共同协商解决；若协商不成，则任何一方均可就有关争端向深圳市人民中级法院提起仲裁。4、本合同自各方签字盖章起正式生效。5、本合同一式二份，甲乙双方各执一份，具有同等法律效力。 签字栏：甲方：
乙方： 盖章：
盖章授权代表签字：
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