2023考研英語閱讀非洲大陸掀起消費(fèi)潮
A continent goes shopping
非洲大陸掀起消費(fèi)潮
Africa s fast-growing middle class has money tospend
迅速壯大的非洲中產(chǎn)階級(jí)群體如今有錢消費(fèi)了
AFRICAN consumers are underserved andovercharged, reckons Frank Braeken, Unilever sboss in Africa.
聯(lián)合利華非洲區(qū)總裁Frank Braeken一直認(rèn)為，非洲消費(fèi)者所享受的服務(wù)水平過低且收費(fèi)高昂。
Until recently, South Africans who craved shampoo made specially for African hair,
直到最近，除了購買從美國進(jìn)口的昂貴的日用品，南非人幾乎別無選擇，而他們真正渴望的是適合非洲發(fā)質(zhì)的洗發(fā)水，
or cosmetics for black skin, had little choice besides costly American imports.
或是適合黑色皮膚的化妝品。
Unilever spotted an opportunity:
在這里，聯(lián)合利華發(fā)現(xiàn)了商機(jī)：
its Motions range of shampoos andconditioners is now a hit.
其運(yùn)動(dòng)系列的洗發(fā)水和護(hù)發(fā)素正受到追捧。
The Anglo-Dutch consumer-goods giant is making a big effort to tailor products for Africancustomers:
聯(lián)合利華這家英荷日用消費(fèi)品巨頭正在為生產(chǎn)適合非洲消費(fèi)者的產(chǎn)品做出巨大的努力：
affordable food, water-thrifty washing powders and grooming products to fit local tastes.
實(shí)惠的食品，省水的洗衣粉以及符合當(dāng)?shù)貙徝烙^的美容產(chǎn)品。
It is also helping other businesses.
這也帶動(dòng)了其他行業(yè)的發(fā)展。
Last year Unilever opened the Motions Academy in Johannesburg.
去年，聯(lián)合利華在約翰內(nèi)斯堡開設(shè)了一家Motions學(xué)院，
Each year it will train up to 5,000 hairdressers who want to open their own salons.
每年最多能培養(yǎng)5000名美發(fā)師，他們希望畢業(yè)后能夠開設(shè)自己的美發(fā)沙龍。
It is also a laboratory to test products and to try out new business models.
聯(lián)合利華能夠利用這家美發(fā)學(xué)院測(cè)試新產(chǎn)品，同時(shí)探索新的商業(yè)模式。
If it works, Unilever plans to replicate it elsewhere in Africa.
如果獲得成功，該模式將在非洲其他地區(qū)獲得推廣。
Africa already has a $1.8 trillion economy and is forecast to have a population of 1.3 billionby 2023.
非洲經(jīng)濟(jì)體規(guī)模已達(dá)到1.8萬億美元，預(yù)計(jì)到2023年人口將會(huì)達(dá)到13億。
Lion economies such as Ghana and Rwanda have grown faster than South Korea, Taiwan andother East Asian tiger economies in five of the past seven years, albeit from a low base.
在過去的七年中，像加納、盧旺達(dá)這樣的非洲獅經(jīng)濟(jì)體國家有五年發(fā)展速度超過了韓國、臺(tái)灣等亞洲虎經(jīng)濟(jì)體國家。盡管起點(diǎn)較低，這種增長速度還是很可觀的。
Unilever is not the only consumer-goods giant moving in.
聯(lián)合利華不是唯一進(jìn)軍非洲市場(chǎng)的日用消費(fèi)品巨頭。
Africa accounts for only 3% of group sales of Nestle, the world s biggest food firm,
對(duì)于世界最大的食品企業(yè)的雀巢公司來說，非洲市場(chǎng)僅占其全球銷售總額的3%，
but the Swiss behemoth is betting big there too:
但這家瑞士巨頭也在非洲市場(chǎng)下了很大的賭注：
its African investments will total SFr1 billion in 2011 and 2023 against a total capitalexpenditure of SFr4.8 billion last year.
2001和2023年的總投資額達(dá)到10億瑞士法郎，而去年雀巢在全球的總投資額也只有48億瑞士法郎。
It has 29 factories on the continent and wants to build more. SABMiller, the world ssecond-largest beermaker, is planning to invest up to $2.5 billion in Africa over the next fiveyears to build and revamp breweries.
雀巢公司在非洲擁有29家工廠，將來還會(huì)建得更多。全球第二大啤酒制造商南非米勒正計(jì)劃在未來的五年中向非洲投資25億美元用以建造、改造啤酒廠。
In the year to March 2023, the continent was SABMiller s fastest-growing region, withvolumes up by 13%.
到2023年三月為止，SABMiller在非洲地區(qū)銷售量上升13%，非洲成為SABMille業(yè)務(wù)發(fā)展最快的地區(qū)。
Africa s attractions stem from its new middle class, loosely defined by the AfricanDevelopment Bank as anyone who spends between $2 and $20 a day in purchasing-powerparity terms.
非洲市場(chǎng)之所以如此誘人，原因在于新生的中產(chǎn)階級(jí)，非洲發(fā)展銀行將其大致定義為日均消費(fèi)額在2美元到20美元之間的群體。
The bank estimates that more than 34% of Africans fit this description, up from 27% in2000.
該銀行估計(jì)，非洲符合這一描述的人口比例由2007年的27%上升到如今的34%以上。
The challenge is to make stuff such consumers can afford, says Sullivan O Carroll, the bossof Nestle South Africa.
南非雀巢總裁Sullivan O Carroll表示，最大的挑戰(zhàn)在于要生產(chǎn)非洲中產(chǎn)階級(jí)消費(fèi)得起的產(chǎn)品。
Nestle offers wares called Popularly Positioned Products.
雀巢將這類產(chǎn)品稱作大眾消費(fèi)品。
The name may not be snappy but the products are cheap and address common nutritionaldeficiencies.
也許這個(gè)名字不夠大眾化，但這類產(chǎn)品價(jià)格低廉，并且能夠決絕普遍存在的營養(yǎng)不良問題。
For instance, Nespray, an instant milk powder, contains calcium, zinc and ironallessential for children.
例如Nespray，這是一種速溶奶粉，含有鈣、鐵、鋅這些兒童必需的礦物質(zhì)。
It is sold in a 250g pouch that costs only a few rand.
這種奶粉的250克裝僅售價(jià)幾個(gè)蘭特。
Designing products that appeal to locals is only part of the challenge.
設(shè)計(jì)符合當(dāng)?shù)匦枨蟮漠a(chǎn)品僅僅是挑戰(zhàn)的一部分。
Even in South Africa, which has the best infrastructure, consumers may be eager but hard toreach.
即使在基礎(chǔ)設(shè)施狀況最好的南非，也存在市場(chǎng)需求旺盛但物流不便的問題。
Nestle delivers directly to spaza shops, that make up about 30% of the national retailmarket.
雀巢公司直接向spaza日常便利店供貨。
Many of these are in remote areas and owners often cannot afford delivery vans.
許多spaza都位于偏遠(yuǎn)地區(qū)，店主無力購買廂式貨車來運(yùn)貨。
Nestle has set up 18 distribution centres that deliver to spazas.
雀巢已經(jīng)建立了18個(gè)配送中心來為spaza店家供貨，
It charges them the same prices as bigger outlets.
收取的費(fèi)用與那些較大的品牌直銷購物中心是一樣的。
Security is a problem too.
安全也是一大問題。
Just as Nestle s milk powder is fortified with iron, so its distribution centres are fortifiedwith steel.
例如雀巢奶粉是強(qiáng)化鐵配方的，于是其配送中心中備有鋼鐵。
The boss of the one in Soweto, has been tied up and held at gunpoint by burglars andthreatened several times.
索偉托地區(qū)配送中心的老板曾被持槍的竊賊綁了起來，還被威脅過好幾次。
Delivery vehicles that collect the spaza owners payments, called cash vans, used to beadorned with branding. That was like sticking on a sign saying rob me.
以往，裝載著spaza 店主付款的廂式貨車一般都打著商標(biāo)標(biāo)識(shí)，它們被稱作運(yùn)鈔貨車，這簡直是在招呼人們來搶我吧。
Today they are nondescript white cars.
如今，這些貨車被沒有任何標(biāo)識(shí)的白色轎車所替代。
Soweto s spazas range from a hole in the wall on a dust road in a squatters camp to aproper mini-market with a bright-green fade.
索偉托的spazas便利店規(guī)模大小不等，千差萬別有的位于非法聚居點(diǎn)，門前是灰塵撲撲的馬路，所謂的便利店只是在墻上掏出一個(gè)洞;有的則坐落在合法的小型市場(chǎng)內(nèi)，建筑表面刷著鮮亮的綠漆。
Many of the owners are canny in dealing with customers.
多數(shù)店主都很精明，招呼客人很有一套。
But for the supplier, working with them is tricky.
但對(duì)于供貨商來說，他們卻很難以對(duì)付。
Few have much working capital5,000 rand is typical.
店主們幾乎都沒有太多的錢大多數(shù)人的運(yùn)營資本只有5000蘭特左右。
Many have no ambition to grow.
許多店主并沒有擴(kuò)大營業(yè)規(guī)模的打算。
Some are hard to find.
還有的找不到人。
Nestle views microdistribution as a marketing expenditure:
雀巢公司把微觀分銷microdistribution 視作市場(chǎng)營銷支出的一部分：
its staff can talk spaza owners into trying new products and check that its wares areprominently displayed.
公司職員可以說服spazas店主嘗試售賣新產(chǎn)品，檢查雀巢公司的產(chǎn)品是否擺放在顯眼的位置。
The goal is to make what it calls microdistribution break even.
之所以這樣做是為了保證微觀分銷不會(huì)賠本。
South Africa s roads and railways are much better than the rest of Africa s.
南非的公路和鐵路設(shè)施比非洲其他地區(qū)要好得多。
Danone, a French food firm, delivers its yogurts and other delectables twice a week to 8,500outlets in South Africa.
法國食品公司達(dá)能集團(tuán)每周發(fā)兩次貨，把酸奶等美味食品運(yùn)送到南非8500個(gè)品牌直銷店中。
We cannot do this in Angola, Nigeria or Gambia, says Mario Reis, its local boss.
南非區(qū)總裁Mario Reis表示：我們無法再安哥拉、尼日利亞或?qū)葋喿龅竭@一點(diǎn)。
He adds that in most of the rest of the continent, firms need to dig their own wells andgenerate their own electricity.
他補(bǔ)充道，在非洲其他大部分地區(qū)，公司需要自己挖井取水、自己發(fā)電。
A continent goes shopping
非洲大陸掀起消費(fèi)潮
Africa s fast-growing middle class has money tospend
迅速壯大的非洲中產(chǎn)階級(jí)群體如今有錢消費(fèi)了
AFRICAN consumers are underserved andovercharged, reckons Frank Braeken, Unilever sboss in Africa.
聯(lián)合利華非洲區(qū)總裁Frank Braeken一直認(rèn)為，非洲消費(fèi)者所享受的服務(wù)水平過低且收費(fèi)高昂。
Until recently, South Africans who craved shampoo made specially for African hair,
直到最近，除了購買從美國進(jìn)口的昂貴的日用品，南非人幾乎別無選擇，而他們真正渴望的是適合非洲發(fā)質(zhì)的洗發(fā)水，
or cosmetics for black skin, had little choice besides costly American imports.
或是適合黑色皮膚的化妝品。
Unilever spotted an opportunity:
在這里，聯(lián)合利華發(fā)現(xiàn)了商機(jī)：
its Motions range of shampoos andconditioners is now a hit.
其運(yùn)動(dòng)系列的洗發(fā)水和護(hù)發(fā)素正受到追捧。
The Anglo-Dutch consumer-goods giant is making a big effort to tailor products for Africancustomers:
聯(lián)合利華這家英荷日用消費(fèi)品巨頭正在為生產(chǎn)適合非洲消費(fèi)者的產(chǎn)品做出巨大的努力：
affordable food, water-thrifty washing powders and grooming products to fit local tastes.
實(shí)惠的食品，省水的洗衣粉以及符合當(dāng)?shù)貙徝烙^的美容產(chǎn)品。
It is also helping other businesses.
這也帶動(dòng)了其他行業(yè)的發(fā)展。
Last year Unilever opened the Motions Academy in Johannesburg.
去年，聯(lián)合利華在約翰內(nèi)斯堡開設(shè)了一家Motions學(xué)院，
Each year it will train up to 5,000 hairdressers who want to open their own salons.
每年最多能培養(yǎng)5000名美發(fā)師，他們希望畢業(yè)后能夠開設(shè)自己的美發(fā)沙龍。
It is also a laboratory to test products and to try out new business models.
聯(lián)合利華能夠利用這家美發(fā)學(xué)院測(cè)試新產(chǎn)品，同時(shí)探索新的商業(yè)模式。
If it works, Unilever plans to replicate it elsewhere in Africa.
如果獲得成功，該模式將在非洲其他地區(qū)獲得推廣。
Africa already has a $1.8 trillion economy and is forecast to have a population of 1.3 billionby 2023.
非洲經(jīng)濟(jì)體規(guī)模已達(dá)到1.8萬億美元，預(yù)計(jì)到2023年人口將會(huì)達(dá)到13億。
Lion economies such as Ghana and Rwanda have grown faster than South Korea, Taiwan andother East Asian tiger economies in five of the past seven years, albeit from a low base.
在過去的七年中，像加納、盧旺達(dá)這樣的非洲獅經(jīng)濟(jì)體國家有五年發(fā)展速度超過了韓國、臺(tái)灣等亞洲虎經(jīng)濟(jì)體國家。盡管起點(diǎn)較低，這種增長速度還是很可觀的。
Unilever is not the only consumer-goods giant moving in.
聯(lián)合利華不是唯一進(jìn)軍非洲市場(chǎng)的日用消費(fèi)品巨頭。
Africa accounts for only 3% of group sales of Nestle, the world s biggest food firm,
對(duì)于世界最大的食品企業(yè)的雀巢公司來說，非洲市場(chǎng)僅占其全球銷售總額的3%，
but the Swiss behemoth is betting big there too:
但這家瑞士巨頭也在非洲市場(chǎng)下了很大的賭注：
its African investments will total SFr1 billion in 2011 and 2023 against a total capitalexpenditure of SFr4.8 billion last year.
2001和2023年的總投資額達(dá)到10億瑞士法郎，而去年雀巢在全球的總投資額也只有48億瑞士法郎。
It has 29 factories on the continent and wants to build more. SABMiller, the world ssecond-largest beermaker, is planning to invest up to $2.5 billion in Africa over the next fiveyears to build and revamp breweries.
雀巢公司在非洲擁有29家工廠，將來還會(huì)建得更多。全球第二大啤酒制造商南非米勒正計(jì)劃在未來的五年中向非洲投資25億美元用以建造、改造啤酒廠。
In the year to March 2023, the continent was SABMiller s fastest-growing region, withvolumes up by 13%.
到2023年三月為止，SABMiller在非洲地區(qū)銷售量上升13%，非洲成為SABMille業(yè)務(wù)發(fā)展最快的地區(qū)。
Africa s attractions stem from its new middle class, loosely defined by the AfricanDevelopment Bank as anyone who spends between $2 and $20 a day in purchasing-powerparity terms.
非洲市場(chǎng)之所以如此誘人，原因在于新生的中產(chǎn)階級(jí)，非洲發(fā)展銀行將其大致定義為日均消費(fèi)額在2美元到20美元之間的群體。
The bank estimates that more than 34% of Africans fit this description, up from 27% in2000.
該銀行估計(jì)，非洲符合這一描述的人口比例由2007年的27%上升到如今的34%以上。
The challenge is to make stuff such consumers can afford, says Sullivan O Carroll, the bossof Nestle South Africa.
南非雀巢總裁Sullivan O Carroll表示，最大的挑戰(zhàn)在于要生產(chǎn)非洲中產(chǎn)階級(jí)消費(fèi)得起的產(chǎn)品。
Nestle offers wares called Popularly Positioned Products.
雀巢將這類產(chǎn)品稱作大眾消費(fèi)品。
The name may not be snappy but the products are cheap and address common nutritionaldeficiencies.
也許這個(gè)名字不夠大眾化，但這類產(chǎn)品價(jià)格低廉，并且能夠決絕普遍存在的營養(yǎng)不良問題。
For instance, Nespray, an instant milk powder, contains calcium, zinc and ironallessential for children.
例如Nespray，這是一種速溶奶粉，含有鈣、鐵、鋅這些兒童必需的礦物質(zhì)。
It is sold in a 250g pouch that costs only a few rand.
這種奶粉的250克裝僅售價(jià)幾個(gè)蘭特。
Designing products that appeal to locals is only part of the challenge.
設(shè)計(jì)符合當(dāng)?shù)匦枨蟮漠a(chǎn)品僅僅是挑戰(zhàn)的一部分。
Even in South Africa, which has the best infrastructure, consumers may be eager but hard toreach.
即使在基礎(chǔ)設(shè)施狀況最好的南非，也存在市場(chǎng)需求旺盛但物流不便的問題。
Nestle delivers directly to spaza shops, that make up about 30% of the national retailmarket.
雀巢公司直接向spaza日常便利店供貨。
Many of these are in remote areas and owners often cannot afford delivery vans.
許多spaza都位于偏遠(yuǎn)地區(qū)，店主無力購買廂式貨車來運(yùn)貨。
Nestle has set up 18 distribution centres that deliver to spazas.
雀巢已經(jīng)建立了18個(gè)配送中心來為spaza店家供貨，
It charges them the same prices as bigger outlets.
收取的費(fèi)用與那些較大的品牌直銷購物中心是一樣的。
Security is a problem too.
安全也是一大問題。
Just as Nestle s milk powder is fortified with iron, so its distribution centres are fortifiedwith steel.
例如雀巢奶粉是強(qiáng)化鐵配方的，于是其配送中心中備有鋼鐵。
The boss of the one in Soweto, has been tied up and held at gunpoint by burglars andthreatened several times.
索偉托地區(qū)配送中心的老板曾被持槍的竊賊綁了起來，還被威脅過好幾次。
Delivery vehicles that collect the spaza owners payments, called cash vans, used to beadorned with branding. That was like sticking on a sign saying rob me.
以往，裝載著spaza 店主付款的廂式貨車一般都打著商標(biāo)標(biāo)識(shí)，它們被稱作運(yùn)鈔貨車，這簡直是在招呼人們來搶我吧。
Today they are nondescript white cars.
如今，這些貨車被沒有任何標(biāo)識(shí)的白色轎車所替代。
Soweto s spazas range from a hole in the wall on a dust road in a squatters camp to aproper mini-market with a bright-green fade.
索偉托的spazas便利店規(guī)模大小不等，千差萬別有的位于非法聚居點(diǎn)，門前是灰塵撲撲的馬路，所謂的便利店只是在墻上掏出一個(gè)洞;有的則坐落在合法的小型市場(chǎng)內(nèi)，建筑表面刷著鮮亮的綠漆。
Many of the owners are canny in dealing with customers.
多數(shù)店主都很精明，招呼客人很有一套。
But for the supplier, working with them is tricky.
但對(duì)于供貨商來說，他們卻很難以對(duì)付。
Few have much working capital5,000 rand is typical.
店主們幾乎都沒有太多的錢大多數(shù)人的運(yùn)營資本只有5000蘭特左右。
Many have no ambition to grow.
許多店主并沒有擴(kuò)大營業(yè)規(guī)模的打算。
Some are hard to find.
還有的找不到人。
Nestle views microdistribution as a marketing expenditure:
雀巢公司把微觀分銷microdistribution 視作市場(chǎng)營銷支出的一部分：
its staff can talk spaza owners into trying new products and check that its wares areprominently displayed.
公司職員可以說服spazas店主嘗試售賣新產(chǎn)品，檢查雀巢公司的產(chǎn)品是否擺放在顯眼的位置。
The goal is to make what it calls microdistribution break even.
之所以這樣做是為了保證微觀分銷不會(huì)賠本。
South Africa s roads and railways are much better than the rest of Africa s.
南非的公路和鐵路設(shè)施比非洲其他地區(qū)要好得多。
Danone, a French food firm, delivers its yogurts and other delectables twice a week to 8,500outlets in South Africa.
法國食品公司達(dá)能集團(tuán)每周發(fā)兩次貨，把酸奶等美味食品運(yùn)送到南非8500個(gè)品牌直銷店中。
We cannot do this in Angola, Nigeria or Gambia, says Mario Reis, its local boss.
南非區(qū)總裁Mario Reis表示：我們無法再安哥拉、尼日利亞或?qū)葋喿龅竭@一點(diǎn)。
He adds that in most of the rest of the continent, firms need to dig their own wells andgenerate their own electricity.
他補(bǔ)充道，在非洲其他大部分地區(qū)，公司需要自己挖井取水、自己發(fā)電。
