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2019年06月26日 08:57:18 | 作者:京东活动 | 来源:新华社
Lynette Kucsma wants to sell the 21st century’s version of the microwave.The “Foodini”—an automated meal-assembly machine that creates homemade meals faster and more efficiently than human hands—is the first product by Natural Machines, Kucsma’s company.利奈特o库斯玛想要卖“21世纪版的微波炉”。作为他的自然机器公司推出的第一款产品,Foodini自动化食品加工机,能够更快、更高效地制作家常美食。Natural Machines is marketing the Foodini as a 3D food printer. That sort of futuristic branding may scare consumers from the supremely out-there concept. Kucsma’s not worried, though.自然机器公司将Foodini称为一台3D食品打印机。这种颇具未来主义色的品牌定位或许会吓跑一批消费者,不过库斯玛并不担心。“When people first heard about microwaves they didn’t understand the technology, but now 90% of households have microwaves,” she says. “We see the same thing happening with 3D food printing, but on a much faster scale because we adopt technology faster and the technology advances faster.”“当人们第一次听说微波炉时,他们也不理解微波炉的技术原理,但现在90%的家庭都有微波炉,”她说。“我们认为3D食品打印也会经历这样的发展历程,但人们接受3D食品打印的速度要快得多,因为现在我们采用科技的速度,以及科技进步的速度,都比以往更快了。”In reality, the Foodini isn’t a 3D printer, per se. 3D printers generally run at one speed and handle a single ingredient: plastic. The Foodini is programmed similarly, but offers multiple speeds and works with numerous ingredients at the same time. The box-shaped contraption is approximately 17 inches wide, 18 inches high and clocks in at 33 pounds.实际上,Foodini并不是一台严格意义上的3D打印机。3D打印机基本上是按照同一个速度运行的,处理的原材料也只有一种——塑料。Foodini的运行程序和3D打印机类似,但它提供了几种不同的运转速度,并且可以同时处理几种原材料。它的箱型机身大约有17英寸宽,18英寸高,重约33磅。Natural Machines’s first iteration of the Foodini works best for time-consuming projects like pasta, elaborately shaped bs and cookies. Users first select a recipe from the touch screen or send their own to the Internet-connected machine. They then make the individual components of the dish from scratch and put the components into Foodini’s stainless steel ingredient capsules. From there, Foodini whips up dinner.作为自然机器公司的第一代Foodini,它最擅长的就是做那些比较耗时的菜,比如意大利面和需要造型的面包及饼干等。用户首先要从触摸屏上选择一份菜谱,或者也可以把自己喜欢的菜谱发送到这台联网的机器上。用户只需要备好原料,并且将原料放进Foodini的不锈钢原料容器就行了,Foodini会完成制作过程。If the user is making a recipe for ravioli, for instance, the Foodini prints the bottom layer of dough, the filling and the top dough layer in subsequent steps. It reduces a lengthy recipe to two minutes construction time and ensures that no one has to clean a countertop caked with leftover dough and flour.打个比方,如果用户做的是意大利饺子,Foodini会相继“打印”出下层饺子皮、馅料和上层饺子皮。漫长的包饺子过程会缩短至2分钟,用户也不必在事后收拾粘乎乎的面粉案板了。Version 1.0 can’t cook or heat food, but Kucsma expects to add those features in future Foodini models. She also anticipates food companies making y-to-print items, so users can skip the ingredient prep stage entirely.Foodini的1.0版目前还不能烹饪或加热食物,但库斯玛打算在以后的机型上添加这些功能。库斯玛还预计,食品公司以后或将推出各种“打印耗材”,这样一来用户就可以完全跳过准备食材的环节。Foodini will go on sale in the mid-2015. “The demand is so high that we’re thinking about rolling out 1,000 machines for our first run,” says Kucsma. The device costs ,300 and will be available online. Kucsma is initially targeting chefs, but says she’s also been in talks with both corporate retailers and food manufacturers (non-disclosure agreements prevent her from providing company names and details). Kucsma says the food industry is embracing the technology. “They are asking us how this will impact their market and are getting involved quite early to figure out how to get engaged with it.”Foodini将于2015年年中正式上市。库斯玛表示:“市场需求非常高,我们打算首轮推出1000台机器。”每台Foodini的售价为1300美元,消费者可以从网上订购。库斯玛最初瞄准的目标客户是厨师,但她也表示,她目前也在与企业零售商和食品制造商进行接洽(由于保密协议的缘故,她无法提供合作企业的名称和细节)。库斯玛表示,食品行业非常欢迎这项新技术。“他们问我们,这项技术将对市场产生什么样的影响,而且他们都在积极参与这项技术,以便搞清楚能够如何利用它。”She adds that culinary professionals see it as a tool to unlock creativity, not as their replacement. “We’re trying to reinvent food experiences, so what [Kucsma] is doing with using technology to change foods fits right into our wheelhouse,” says New York City caterer Peter Callahan, who has thrown events for President Obama and corporate clients Ralph Lauren, Tory Burch and Kate Spade. Callahan plans to purchase a Foodini—and he feels the device’s appeal extends beyond the restaurant kitchen. “[Kucsma] is pricing her machine so it can be purchased by a home cook,” he says. “I could see it being in a lot of houses.”她补充道,很多专业厨师都把它当作一种释放创意的工具,而并不认为它会抢走自己的饭碗。纽约宴会美食家彼得o卡拉汉曾经为奥巴马以及拉夫o劳伦、托里o伯奇和凯特o斯派德等企业客户提供过宴席。他说:“我们正在致力于彻底改造食物的体验,所以库斯玛利用科技改造食物的做法,和我们的方向是一样的。”卡拉汉自己也打算购买一台Foodini,他认为这台设备的吸引力并不局限在餐厅的厨房里。“它的定价是普通家庭也能承担得起的,所以我认为它会进入很多普通家庭。”Inventor Alex Lightman has been advising Natural Machines and sees tremendous potential for the hardware to be in any space-crunched cooking space—including airplanes. “People would want to fly on the first airline that uses it because they won’t have to have airline food,” says Lightman. “And ten years from now, if you talk about airline food as a bad thing, people will look at you strange and say that airline food is fabulous.”自然机器公司的顾问,发明家艾利克斯o莱特曼认为,Foodini在一些烹饪空间狭小的场合下拥有广阔的应用前景——比如在飞机上。“人们可能会想要乘坐第一家使用Foodini的航空公司的航班,因为这样他们就不必吃飞机上的食物了。10年后,如果你再说飞机上的食物难吃,人们可能会用奇怪的眼神看着你,对你说飞机上的食物其实很好吃啊。”Other large-scale institutions like sports stadiums, transportation hubs and school cafeterias could use it to turn their plastic-tasting offerings into something more gourmet, says Lightman. “Think about someone going to Harvard. If you’re paying that much for tuition, you don’t want to eat crap food.” (Lightman would know; he attended Harvard.莱特曼还表示,其他大型场所和机构也可以用它制作美食,来取代以往味同嚼蜡的产品,比如体育场馆、交通枢纽和学校食堂等等。“比如有人上了哈佛大学,既然你已经交了那么多学费,你肯定不想吃难吃的饭。”(这一点莱特曼一定深有体会,因为他上过哈佛。)Interestingly, Natural Machines is based in Spain. After a career working at several startups and as Microsoft’s public relations manager for Europe, Africa and the Middle East, Kucsma followed her husband to Barcelona when he took a new job in 2009. She formed Natural Machines—and the company now has 20 employees scattered across the globe.有意思的是,自然机器公司实际上是一家西班牙公司。库斯玛在创办该公司之前,曾经在好几家创业公司工作过,并曾担任过微软公司欧洲、非洲及中东地区公共关系经理。2009年,由于她的丈夫在巴赛罗那找到了新工作,她便随丈夫一同搬到巴赛罗那,随后创立了自然机器公司——目前该公司在全球各地已经拥有了20名员工。Some are working for little or no pay. “To date, we’ve been bootstrapping the company,” says Kucsma. The initial 0,000 in capital has come from the founders (Kucsma started the company with its CEO Emilio Sepulveda and entrepreneurs Alex Moreu and Rosa Avellaneda) and from loans. Natural Machines has secured another million in financing and is looking for an additional million from investors. Later this year, Kucsma plans to relocate to Los Angeles to establish a five-person U.S. base for the operation while keeping company offices in Barcelona and China.有些员工领的薪水很低,有些甚至是免费工作。库斯玛表示:“到目前为止,我们的发展完全是自力更生。”该公司80万美元启动资金主要来自创始人的投资(库斯玛与CEO埃米利奥o赛普尔韦达和企业家艾利克斯o墨利欧、罗萨o阿韦亚内达等人共同创办了这家公司)和贷款。现在,自然机器公司已经获得了100万美元投资,并且正在试图从投资者手中再拉来500万美元。今年晚些时候,库斯玛打算在洛杉矶开设一间5人的美国总部,同时继续在巴塞罗那和中国设置办事处。As Kucsma envisions it, one day everyone will be able to tap a button on their smartphones when they head home to tell their Foodini to get to work. By the time the user arrives home, there will be hot, fresh ravioli—or whatever else strikes a user’s fancy—waiting. “We are a food manufacturer, shrunk down for everyone’s personal taste,” she says.在库斯玛的设想中,总有一天,当我们临近下班时,只要在智能手机上轻轻一点,就可以让Foodini替你在厨房里忙活。等到用户回到家里,Foodini已经为你做好了热腾腾的饺子——或是任何能够挑逗用户味蕾的美食。库斯玛说:“我们是一家食品制造商,只不过是专门针对每个人的独特口味。” /201503/364320

Don’t tell people what you do,” Per Sundin’s wife insisted as they went to a dinner party several years ago. Sundin wasn’t a banker, used-car salesman or weapons producer, but the head of a record label in Sweden. Back then, being a music industry boss in the Nordic country was a miserable job. Sales had more than halved between 2000 and 2008 as illegal downloading took over. Sundin, who has headed a record label since 1998, was known by international colleagues as the expert on The Pirate Bay, an infamous Swedish website used to illegally download the latest music and films.几年前,佩尔#8226;松丁(Per Sundin)与妻子参加晚宴时,妻子叮嘱他:“别跟别人说你是做什么工作的。”松丁既非家、二手车销售员,也非军火商,而是瑞典一家唱片公司的主管。那时在这个北欧国家,音乐产业高管的日子可不好过。由于非法下载猖獗,销售额在2000至2008年间锐减过半。从1998年起便开始担任唱片公司主管的松丁,是各国同事们眼中的“海盗湾”(The Pirate Bay)问题专家。海盗湾是一家臭名昭著的瑞典网站,人们通过它非法下载最新的音乐和电影。Today Sundin, now head of Universal Music in Sweden, is that rarest of things: a happy music executive. No longer shunned by colleagues, he is the company expert on something more attractive: Spotify. “Sweden has gone from being worst in the class to the best in five years. We were so down the drain when Spotify came and presented their idea. Today, Spotify is the majority of the success we have,” he says.但如今,担任环球唱片(Universal Music)瑞典分公司总裁的松丁成了稀有物:一位开心的音乐公司高管。同事们不再回避他,相反,他是公司里的Spotify专家——而Spotify可比海盗湾更吸引人。松丁表示:“瑞典在五年时间里从差生变成了优等生。当Spotify来介绍他们理念的时候,我们简直是一团糟。现在,我们的成功主要归功于Spotify。”Sundin’s happiness is mirrored by much of the music industry in Sweden. Music sales have increased by more than a quarter from their nadir in 2008 and Sweden has become one of the first countries in the world where streaming services – listening to music over the internet without owning it – make more money for the industry than CDs or downloads. Almost three-quarters of the SKr990m (£86m) made last year came from streaming.瑞典音乐产业的诸多从业者也体会到松丁的这种幸福。音乐销售额比2008年谷底时高出逾四分之一,瑞典也成为世界上首批流媒体音乐务(即用户在互联网上听音乐,但无音乐所有权)收入超过CD或下载务收入的国家之一。瑞典音乐产业去年收入9.9亿瑞典克朗(合8600万英镑),其中近四分之三来自流媒体务。Launched in Stockholm in 2008, Spotify has a library of more than 20 million songs that people can choose from. They either pay for the premium service to stream music without interruption or they listen for free but with adverts between songs. Sundin insists that Spotify – in which Universal and other big record labels have minority stakes – has saved the music industry, although the company itself remains lossmaking.Spotify于2008年在斯德哥尔创办,如今拥有2000多万首歌曲供用户选择。用户可以选择付费高级务,不间断收听流媒体音乐,也可以选择免费收听,但曲目之间会插播广告。松丁坚信Spotify拯救了音乐产业,尽管它还在亏损。环球唱片等大牌唱片公司持有Spotify的少数股份。His office is strewn with memorabilia, from a picture of a “Born to Run”-era Bruce Springsteen to gold records of his latest star, the DJ Avicii. Sundin is dressed simply in a black sweater and jeans, his completely bald head glistening under the lights. “It was devastating,” he says, thinking back to those years. “People thought it was OK to steal with The Pirate Bay. It wasn’t nice going to international meetings. Was it close to killing the industry? Yes. Then Spotify came and it was better than illegal downloading. It was super-fast, almost everything was on it, and it was free.”松丁的办公室摆满了纪念物,从《Born to Run》风靡之时布鲁斯#8226;斯普林斯汀(Bruce Springsteen)的照片,到他旗下新晋明星DJ艾维奇(Avicii)的金唱片,不一而足。松丁衣着休闲,一身黑毛衣配牛仔裤,光头在灯光下闪闪发亮。回忆起难熬的那几年,他说道:“那是毁灭性的。人们觉得从海盗湾下载盗版内容没什么问题。参加国际会议的经历很狼狈。海盗湾是不是差点毁了音乐产业?是的。后来Spotify出现了,它比非法下载要好。它速度极快,几乎无所不有,而且免费。”Spotify’s reach goes beyond its home base. It has more than 10 million paying subscribers and a total of 40 million active users in 58 countries. Many executives hope that streaming – including other services such as Deezer or Pandora’s internet radio – can demonstrate that record labels can still make money in the digital age. Apple seems to be making the same bet with its bn acquisition in May of Beats, a smaller streaming service and maker of headphones.Spotify走出了国门。它拥有1000多万名付费用户,而活跃用户总计达4000万,分布在58个国家。许多高管希望流媒体务——包括Deezer和Pandora互联网电台等其他务——可以明,唱片公司在数字时代仍能赚钱。苹果(Apple)似乎也在下同样的赌注,它在5月份斥资30亿美元收购了较小的流媒体务商Beats。Jonathan Forster, Spotify’s managing director for the Nordics, argues: “We find ourselves being in this position where Sweden is a crystal ball for the new music industry. And that’s as relevant for what might happen next in the UK or US as it is here in Sweden.” But could this country of just 10 million inhabitants really offer a blueprint for the future of music?Spotify北欧区执行董事乔纳森#8226;福斯特(Jonathan Forster)表示:“我们所处的情况是,瑞典成为了预知新音乐产业趋势的水晶球。瑞典即将发生的事情,对于英国或美国同样相关。”但这个只有1000万居民的国家,是否真能呈现音乐产业的未来蓝图?If it does, people like Ash Pournouri will be the winners. The 32-year-old is manager and producer of Avicii, whose track “Wake Me Up” is the most streamed song yet on Spotify, with more than 200 million listens. His At Night Management company is based at one of Stockholm’s most prestigious waterfront addresses. The first-floor office is home to four recording studios of various sizes and a cinema room with an enormous screen. At its heart is a boardroom pimped out by Ralph Lauren almost entirely in black, from the wallpaper to the mixing bar. “I want to show people how successful we are. There is still life in the business, and still a lot of potential for people to make it,” says Pournouri, clad in a black jacket, denim shirt and skinny tie.如果真是如此,那么像阿什#8226;普尔努里(Ash Pournouri)这样的人将成为赢家。32岁的普尔努里是艾维奇的经纪人兼制作人,艾维奇的曲目《Wake Me Up》已是Spotify上迄今播放次数最多的歌曲,收听量达200多万次。普尔努里的At Night Management公司总部坐落于斯德哥尔最有名的海滨地带,办公楼一层设有四个不同大小的录音棚,以及一间配有巨屏的放映室。该层的中心是一间会议室,它由拉尔夫#8226;劳伦(Ralph Lauren)设计,从墙纸到调音台几乎完全采用黑色色调。“我希望向人们展示我们有多成功。音乐产业仍有活力,对于投身这一产业的人们仍充满潜力,”身穿黑夹克和牛仔衬衫、打着细领带的普尔努里表示。Pournouri is a fervent believer in Spotify. “I always thought it was the next thing,” he says while sipping a latte. “How do consumers want to consume music? If you mimic the behaviour as much as possible of illegal downloading and make it even easier and for a small payment, then you have the solution.”普尔努里是Spotify的狂热信徒。“我一直觉得它是下一个大热门,”他边啜着拿铁边说,“消费者希望如何消费音乐?如果你尽可能模仿非法下载的模式,让整个体验变得更轻松,收取一小笔费用,那你就有了解决问题的出路。”Perhaps most appealing for him is what he calls Spotify’s “democratic” side. The more a song is streamed, the more an artist is paid. “Not only do you have a platform where you can reach the whole world but you have a way that you can be listened to a lot. It hasn’t been democratic before in any sense. People buy a CD even if they only like three songs. With iTunes you might like it this week but not next week. Spotify is more democratic – people listen to a good song over and over again,” he says.或许最吸引普尔努里的,是他所称的Spotify“民主”的一面。一首歌播放的次数越多,艺人的报酬就越高。他表示:“艺人不仅获得了接触全世界的平台,还有办法让自己的作品得到大量收听。以往的音乐产业从来没有这么民主过。人们就算只喜欢一张专辑中的两三首歌,也得买下整张专辑。至于iTunes,你或许这周还喜欢一首歌,但下周就不喜欢了。Spotify更民主——人们会反复听一首好歌。”Some artists, however, are less glowing. Thom Yorke, the singer of Radiohead, told a Mexican website that Spotify was “the last desperate fart of a dying corpse”. He added: “I feel like as musicians we need to fight the Spotify thing. I feel that in some ways what’s happening in the mainstream is the last gasp of the old industry.”但有些艺人的反响没有这么热烈。电台司令(Radiohead)主唱汤姆#8226;约克(Thom Yorke)向墨西哥一家网站表示,Spotify是“濒死之人放的最后一个绝望的屁”。他补充道:“我认为作为音乐人,我们需要反抗Spotify这类东西。我觉得从某种程度上,主流世界发生的事情是旧音乐产业的垂死挣扎。”Spotify has responded to growing criticism by detailing how artists get paid. It pays out about 70 per cent of its revenues to record labels, who share the pot depending on how often their artists’ songs have been played. On average, that works out to between If all proceeds as planned, the world’s biggest animal cloning center will open next year in the northeastern Chinese port city of Tianjin, taking factory farming to a new level.如果一切按计划进行,世界上最大的动物克隆中心将于明年在中国北方的港口城市天津开业,将工厂化农业提升到一个新水平。The center, being built by Boyalife Group, a Chinese biotechnology company, and Sooam Biotech, a South Korean company that specializes in animal cloning, will eventually churn out up to a million beef cattle embryos a year, as well as sniffer dogs, racehorses and other animals, its backers say. When completed, at a projected cost of 0 million, it will include a research laboratory, a gene bank and a museum.该中心是由中国生物技术公司雅控股集团(Boyalife Group)和专门从事动物克隆的韩国秀岩生命工学研究院(Sooam Biotech)兴建。它的投资者说,该中心最终能一年大量生产出上百万个肉牛胚胎,以及嗅探犬、赛马和其他动物。这个预计花费5亿美元(约32亿元人民币)兴建的中心落成后,内部的设施将包括研究实验室、基因库和物馆各一个。Public education appeared to be a concern of Xu Xiaochun, Boyalife’s chief executive, during a conference call with journalists on Thursday, in which he sought to quell anxieties over the technology.在周四与记者的电话会议中,雅控股首席执行官许晓椿似乎对公众教育相当重视。他试图平息公众对这项技术的各种焦虑。“Clone technology is aly around us,” Mr. Xu said. “It’s just that not everyone knows about it.” He added that many strawberries and bananas sold in Chinese supermarkets were the products of this technology.“克隆技术已经在我们日常生活当中,”许晓椿说。 “只是不是每个人都知道这件事。”他补充说,许多在中国超市出售的草莓和香蕉都是这项技术的产品。The process, he said, is just like “pouring a glass of orange juice into another empty glass,” meaning the cloned entity will be identical to the original.他说,克隆过程就像“将一杯橙汁倒到另一个空杯子里”,也就是说克隆体将与原体毫无区别。“And I call tell you all that cloned beef is the tastiest beef I have ever had,” he said.他说:“我想告诉你们的是,克隆牛肉是我吃过最美味的牛肉”But Mr. Xu must contend with skeptical consumers in China, where food safety is a near obsession after scandals like melamine-tainted baby formula and recycled industrial “gutter oil.” Online reaction to the project has been overwhelmingly negative.但是,许晓椿必须努力说持怀疑态度的中国消费者。当婴儿配方奶粉被三聚氰胺污染、“地沟油”被回收使用等丑闻传出后,他们对食品安全异常关注。网上对项目的反应一直是非常负面的态度。“Crazily evil!!!” commented the user No-Music-No-Life on Weibo.微用户No-Music-No-Life说:“邪恶到疯狂!!!”。A person with the handle Xingchen Miaoyu wrote, “Please serve cloned beef to leaders first!”微网名为“星尘喵语”的用户写道,“请先让领袖尝尝克隆牛肉!”A commenter with the user name Zhenwei Shusheng added, “China has become a major biotech research lab and Chinese are the experimental subjects.”微用户“真伪书生”补充道:“你国就是一个全球大型生物实验基地。你国人就是实验品。”Others questioned the decision to build such a plant in Tianjin, the site of a deadly chemical explosion in August that killed 173, fearing lax law enforcement could compound an aly complicated issue.其他人质疑将这样一个工厂建立在天津的决定。天津在8月发生了一场致命的化学爆炸,导致173人死亡。他们担心执法不严可能加剧本已复杂的问题。“The real-life version of ‘Resident Evil’?” asked the Weibo user Li Li, referring to the science-fiction film series that features a bioengineering company that produces bioweapons.微用户“李理64025”问道:“现实版‘生化危机’吗?”他指的是一个科幻电影系列,情节涉及一家生产生化武器的生物工程公司。The undertaking has also been clouded by a scandal that embroiled the head of the South Korean partner, Hwang Woo-suk. In 2005, Dr. Hwang was found to have fabricated research that he had claimed used cloning to produce human embryos and extract stem cells from them.该项目也因另一个原因而蒙上了阴影,因为韩国合作伙伴的负责人黄禹锡(Hwang Woo-suk)有丑闻缠身。2005年,黄禹锡被揭捏造研究,他声称利用了克隆技术制造人类胚胎并从中提取干细胞。But he has since focused his attention on animal cloning. His company worked with Boyalife to develop a rare Tibetan mastiff last year with a hefty price.但他从那时开始,他就专注于动物克隆。去年,其公司与雅合作,投入巨资培养了一种罕见的纯种藏獒。Beijing has watched with both envy and caution since the first cloned mammal, Dolly, a sheep, was born in Scotland in 1996. Since then, Chinese scientists have cloned cows and pigs, but they have largely limited such activities to experimental purposes.北京对此既羡慕又谨慎,因为在1996年,首只克隆哺乳动物,绵羊多莉(Dolly),在苏格兰出生。从那时起,中国科学家克隆了牛和猪,但这种活动很大程度只限于实验目的。Cloning is used in some farm animal breeding programs in the ed States, but in September, the European Parliament voted in favor of a ban on cloned animals and their products, arguing that current techniques inflict greater suffering on animals than conventional breeding.在美国,克隆技术用于一些农场动物的育种计划。但在9月,欧洲议会投票赞成了一项针对克隆动物及销售克隆动物产品的禁令,因为目前的技术,会比常规育种对动物造成更大的痛苦。Zhu Yi, an associate professor at China Agricultural University, said that cloning technology could help China reduce its reliance on cattle imports to meet its people’s rising demand for beef. “But long term, this is not a solution,” she warned, emphasizing the need to assess the risks of using such technology and to overhaul China’s livestock industry.中国农业大学副教授朱毅说,克隆技术可以帮助中国减少对牛进口的依赖,满足人们对牛肉日益上升的需求。她警告说,“但长期来看,这不是一个解决方法。”她还强调,需要评估使用这种技术的风险,也需要改革中国的畜牧业。The high costs of grain for feed and other items have squeezed profits for many Chinese cattle breeders and have depressed production, forcing a number of meat processors to turn to imports.饲料及其他项目成本高昂,挤压了许多中国养牛者的利润,也减少了产物,迫使一些肉类加工商转而使用进口牛肉。That situation presented an opportunity for Mr. Xu, who said he hoped cloning would help improve livestock production within China.这种情况对许晓椿来说是个机会,他说希望克隆技术将有助提高中国国内畜牧业产量。“One reason we have so much low-quality beef is because we haven’t applied clone technology,” Mr. Xu said. “This is the only way to allow Chinese and many other people in the world to enjoy high-quality beef in an efficient manner.”“我们有这么多的低质量牛肉的原因之一是还没有应用克隆技术,”许晓椿说。“这是让中国人和世界上的其他其他的人,能够以高效地享用高品质牛肉的唯一途径。”Before bringing cloned beef to the market, Mr. Xu said, his company must receive the approval of the Ministry of Agriculture and other government agencies. He did not elaborate. The ministry did not immediately reply to a faxed request for comment.许晓椿说,把克隆牛肉带进市场前,该公司必须先获得农业部及其他政府机构的批准。他没有详细说明。该部门并没有对传真过去的置评请求立即作出回复。Ma Wenfeng, an analyst at Beijing Orient Agribusiness Consultant, raised doubts over this approach for mass-producing beef. “I think clone technology can be used for endangered species, but it’s not very necessary for animal husbandry,” he said. “I don’t think this will be very economical, and I doubt this model will take off any time soon”.北京东方艾格农业咨询公司分析师马文峰,对于以此种方式大量生产牛肉表示怀疑。“我认为克隆技术可用于濒危物种,但对于畜牧业则不是非常必要的,”他说。“我不认为这样做很经济,而且我怀疑这种模式在可预见的未来能否推广开来。”On Thursday, Mr. Xu said the venture had aims beyond just profits. “Our priority is to do a good job,” he said, “so we’ll achieve greater social influence.”周四,许晓椿表示,合资公司的目的不仅仅是利润。 “我们的首要任务是要把这做好,”他说,“这样我们会获得更大的社会影响力。” /201511/412697.006 and Leisure travelers have become used to controlling every step of a trip, from booking a flight or a car to making dinner reservations. Business travelers, less so; there has always been some corporate bean counter looking over their shoulders.休闲旅行者已经习惯于控制旅行的每一步,从订机票、租车到预订晚餐。而商务旅行者不太会这样。公司总会安排财务人员监督他们。But that is changing as business travel picks up and the overseers of company budgets permit the digital empowerment of traveling employees and tentatively embrace the sharing economy.但是情况在改变,因为商务旅行越来越多,公司成本的监督者们开始允许商旅员工使用数字工具,并尝试接受分享经济。Travel managers are calling this the age of traveler centricity, and apps from Uber, the ride-hailing service, and similar innovations are increasingly part of it. In the next few years, if company policies can keep up, the new era of personalized travel could lead to a host of new so-called intelligent services, delivered through apps and smartphones, that will automatically assist business travelers based on their profiles and preferences, potentially making what is typically a grind through traffic, airports and tight itineraries less stressful and more productive.旅行经理们说,如今是以旅行者为中心的时代,叫车务Uber等应用程序及类似的创新正越来越多地参与其中。在未来几年里,如果公司政策相应改变,那么个性化旅行的新时代将催生很多所谓的新型智能务,它们通过应用程序和智能手机,根据商务旅行者的档案和偏好自动提供帮助,届时,交通、机场和紧张行程等一系列苦差事也许会变得不那么沉重,而且会更成效。“There is a shift away from the command-and-control perspectives of the past,” said Greeley Koch, executive director of the Association of Corporate Travel Executives. “The focus now is more on the traveler and the productivity of each trip, so that travelers can have the greatest return on investment on each trip.”“现在情况发生了转变,不再是过去那种命令与控制的模式,”公司旅行管理协会(Association of Corporate Travel Executives)的执行主任格里利·科克(Greeley Koch)说,“目前人们更关注旅行者本身,以及每次旅行的效率,让旅行者能在每次旅行中获得最大的投资回报。”The environment is much changed from that of a few years ago, after the Great Recession froze much of business travel. Since then, a revolution in mobile technology has taken firm hold. The business travel market seems ripe for the kind of disruption that has transformed retailing, entertainment and other areas, offering technological solutions to make cumbersome transactions more intuitive and seamless.几年前,经济衰退导致商务旅行大为减少,如今环境改变了很多。自那时起,移动技术革新已牢固生根。商务旅行市场似乎已经成熟,能够经受移动技术的冲击,这种技术已经改变了零售和等行业。它提供技术解决方案,让繁琐的交易变得更易于理解和使用,而且更严密周到。But while most business travelers have a smartphone and, according to a study by Expedia, 78 percent of them have used it in some travel-planning capacity, corporations still make it hard for their traveling employees to use current technology and integrate their own travel management tools with company programs. In part, this is a result of travel managers’ reluctance to give employees too much control over purchasing decisions, fearing that doing so will erode cost controls.根据便利旅游公司(Expedia)的研究,虽然大部分商务旅行者拥有智能手机,但是只有78%的人用手机规划旅行,公司政策仍让商旅员工很难使用当今技术,很难把自己的旅行管理手段与公司的程序结合起来。其中一个原因是,旅行经理们不愿给予员工太多购买决定权,担心这样做会影响成本控制。“There is a general dissatisfaction with the corporate travel technology,” said Mark Hollyhead, the senior vice president for Egencia Americas, a travel management company owned by Expedia. “In the 10 to 15 years the Internet has grown, travel management has been driven by corporations. Compliance and reporting have been the bedrock of these policies.”“人们普遍对公司的旅行技术感到不满,”旅行管理公司易信达(Egencia Americas)的高级副总裁马克·霍利海德(Mark Hollyhead)说。该公司隶属于便利旅游公司。“在互联网发展的10至15年里,旅行管理由公司驱动。从和汇报一直是公司旅行政策的基础。”Only one in four companies had a policy governing mobile devices as they related to employee travel, according to research by the travel distribution service Travelport and the Association of Corporate Travel Executives. But some are beginning to recognize the need for greater flexibility. They are acknowledging that their employees who travel on business are behaving the way they do on their leisure trips — looking for information online and gaining insights from a variety of sources.据旅行务公司Travelport和公司旅行管理协会调查,只有四分之一的公司设立了关于员工旅行中利用移动设备的管理规定。但是有些公司开始意识到,有必要给予员工更多灵活性。它们认可员工在进行商务旅行时也采用休闲旅行的方式——在网上寻找信息,通过各种渠道获得深入了解。They also recognize that a new generation of young employees and managers who grew up in a digital age are moving up the ranks, and they are used to dealing with technology more directly on handsets.这些公司也意识到,在数字时代成长起来的新一代年轻员工和经理们的职位在不断上升,他们习惯于更直接地在手机上运用技术。Travel policies traditionally focus on rules, enforcement and compliance. They typically run 50 or 60 pages and are written to deter a minority of travelers from doing the wrong thing rather than to encourage the majority who are doing the right thing, Mr. Koch said.科克说,过去的旅行政策注重规则、执行和从。政策文件一般长达五六十页,目的在于阻止一小部分商旅员工做错事,而不是为了鼓励大部分正确行事的员工。“These policies were all-encompassing, from how you travel to who took care of your dog in your absence,” he said. “But people realized that when you have 60-page documents, no one knows what the policy contains anymore.”“这些政策无所不包,从如何旅行到离家后小的看护,”他说,“但是人们发现,如果文件长达60页,那么谁也不知道里面到底有哪些规定。”Now, with the emphasis shifting toward flexibility, policies are getting shorter. At the same time, companies are also loosening travel budgets after the relative austerity that accompanied the recession. With the economy growing and fuel prices low, the Global Business Travel Association expects total ed States business travel spending to grow by 3 percent this year to about 0 billion, and by 6 percent in 2016.如今,旅行政策变得越来越灵活,政策文件也越来越短。与此同时,在经济衰退时期的相对紧缩之后,公司也放松了对旅行成本的控制。随着经济发展,油价降低,全球商务旅行协会(Global Business Travel Association)预计,今年美国的总商旅费可能会增长3%,达3000亿美元,2016年会增长6%。As a side benefit in this environment, corporations now have the opportunity to use travel policies to attract new employees — for example, by offering them the ability to travel in business class during longer trips or on international flights. “The talent war is back,” said Caroline Strachan, a vice president at American Express Global Business Travel. “If companies are starting to be challenged in finding new talent, then a shift in policy is a good thing.”这种经济环境的一个附带益处是,现在公司有机会用旅行政策来吸引新雇员——比如,允许他们在长途旅行时或在国际航班上乘坐公务舱。“人才争夺战又开始了,”美国运通全球商务旅行部(American Express Global Business Travel)副总裁卡罗琳·斯特拉汉(Caroline Strachan)说,“如果公司在寻找新人才方面出现困难,那么改变政策是个好办法。”“What has been really interesting, in the past couple of months, is seeing a shift where clients are understanding that their business travel policies are also an acquisition tool for talent,” she said, particularly for younger employees and among tech firms. In the changed economic climate, many companies are moving their travel departments away from finance or procurement and into human resources.她说,“非常有趣的是,在过去几个月里,我们看到了这种变化,客户们发现,商务旅行政策也是吸引人才的一种手段”,特别是对年轻雇员和技术公司来说。在经济环境改变的情况下,很多公司把旅行部从财务部或采购部分离出来,挪到人力资源部。Norm Rose, the president of Travel Tech Consulting, said travelers were the big winners as technology moved faster than corporate policies.旅行技术咨询公司(Travel Tech Consulting)总裁诺姆·罗斯(Norm Rose)说,技术发展快于公司政策改变这种局势让商旅者成为。“When you talk about mobile technology, what you’re really talking about is empowerment,” Mr. Rose said. “We are in an environment where the very fact that mobile technology is holding so strongly has shifted the balance of power toward travelers. For managed business, that’s a growing challenge.”“我们在讨论移动技术时,其实是在讨论权力分配问题,”罗斯说,“在我们所处的环境中,移动技术十分强大,这改变了公司与商旅者之间的力量平衡。对商务管理来说,这个挑战越来越大。”Continuing innovation in mobile technology offers the prospect of a future in which interactive software will automatically be able to guide travelers through their journey, helping schedule and coordinate flights, hotels and rental cars.随着移动技术不断创新,未来的互动软件将能够自动引导旅行者完成旅程,帮助规划和协调机票、酒店预订和车辆租赁。“The more intelligence there is, the more behind-the-scenes activity can happen if there is a disruption or a change in flight,” Mr. Rose said. “This should make it easier for travelers. By 2020, we should begin to see the impact of this.”“未来的技术会更加智能,在航班中断或更改时,会有更多幕后活动得以实现,”罗斯说,“这会给旅行者带来便利。到2020年,我们应该就会开始看到它的影响。”Airlines and airports are aly relying on sensors in airports to track the flow of passengers and identify bottlenecks in traffic between the curb and the gate. And they alert passengers either through text messages or emails if a flight is delayed.航空公司和机场已经在依靠机场感应器追踪乘客流量,找出乘客入口和登机口之间的交通瓶颈。如果航班延误,他们通过短信或邮件告知乘客。But technology in the future will allow them to see travelers’ positions — through the GPS device on their phones — to track their movements. If a passenger is late for a flight, for instance, an airline might decide to rebook the passenger on the next flight automatically. The car rental service or taxi service would know of the delay, and the hotel might be notified of a late arrival — all seamlessly.不过,未来的技术能通过旅行者手机上的GPS看到他们的位置,追踪他们的行动。如果乘客没赶上飞机,航空公司可以决定自动为他改签下一个航班。租车公司或出租车公司以及酒店也会得到消息——一切都能实现无缝衔接。“Today, this stuff is very manual and only happens primarily with the top executives of a company, who have someone who monitors their travel and takes care of them,” Mr. Koch said. “But in the future, that will all be linked together. All these things will trickle down and happen.”“如今,这些事务还得人工操作,通常只有公司高层能享受这样的待遇,有人照看他们的行程,处理这些事务,”科克说,“但是将来,所有这些都被联系起来。所有这些事情会自动关联,自动进行。”What is missing, however, is for a tech innovator like Apple or Google to come up with software and technology that integrate all the disparate flows of information that are collected and make them work together.不过,现在需要的是苹果(Apple)或谷歌(Google)这样的技术创新公司设计出软件和技术,把所有分散的信息整合起来,使之协同运作。“This is kind of the holy grail,” Mr. Koch said. “We have all this power in our smartphones, but all the individual apps are not talking to each other yet.”“这是最高目标,”科克说,“这些功能我们的智能手机都有,但是所有这些独立的应用程序还没有相互联系起来。”For now, there are more prosaic apps. Airlines have long sought to develop more direct relationships with business travelers. Through their mobile travel apps, they can aly offer more personal service and provide easy check-in options and electronic boarding passes to passengers.目前,大多数应用程序较为平庸。长期以来,航空公司一直想与商务旅行者建立更直接的关系。通过他们自己的旅行应用程序,航空公司已经能够为乘客提供更个性化的务、更便捷的登机手续办理方式,以及电子登机牌。Going one step further, these apps also let passengers quickly find new options if their flights are canceled or delayed. And they also serve as a retail platform for airlines to offer other services, upgrades, car rentals or hotels.再进一步,如果航班取消或延误,这些应用程序还能让乘客很快找到新选择。它们也是零售平台,航空公司可以通过它们提供其他务、发布最新消息、租车或订酒店。One of the consequences of this new technological ecosystem is a fragmentation of the travel market. In practical terms this means travelers need dozens of different apps to manage their trips — airlines, hotels, rental cars and travel groups all have their own apps for smartphones, and all seek to create unique relationships with travelers that are generally invisible to corporate travel managers.这种新技术生态系统的一个结果是旅行市场碎片化。通俗地讲就是,旅行者需要几十个不同的应用程序来管理行程——航空公司、酒店、租车公司和旅行社都有自己的智能手机应用程序,都在努力与旅行者建立独一无二的关系,而公司旅行经理们往往看不到这些。Dealing with this growing complexity is fast turning into a major concern facing travel managers, according to Ms. Strachan of American Express.据美国运通的斯特拉汉说,处理这些越来越复杂的应用程序正迅速成为旅行经理们最主要的担忧。Still, travel managers see many benefits to this new technological environment. The ubiquity of smartphones, for example, is improving a company’s duty of care, a term that refers to its legal obligation to ensure the well-being of its traveling employees. It is now easier to track people on the road and ensure their safety.不过,旅行经理们也看到了这种新技术环境的很多好处。例如,智能手机的普遍存在有利于公司履行关照义务(duty of care),它指的是公司确保商旅员工安全的法律义务。现在,追踪旅途中的员工、确保他们的安全变得更容易了。“It’s gone beyond efficiency. It’s really about effectiveness,” said Eric Bailey, the corporate travel manager at Microsoft, who oversees about 5,000 traveling employees. “It’s not just about cost. It’s also about risk and liability reduction.”“它不仅有效率,而且确实有效果,”微软公司(Microsoft)的旅行经理埃里克·贝利(Eric Bailey)说。他负责监管约5000名商旅员工。“它不仅能降低成本,还能减少风险和责任。”Travel managers and business experts all acknowledge that these trends raise concerns about traveler privacy.旅行经理和商务专家们都承认,这些趋势增加了人们对旅行者隐私的担忧。“If you’re a business traveler, are you entirely comfortable giving up some privacy in return for better convenience and ease of travel?” said Michael W. McCormick, the executive director of the Global Business Travel Association.“如果你是商务旅行者,你是否非常乐意放弃部分隐私,以获得旅行的便利和舒适?”全球商务旅行协会的执行主任迈克尔·W·麦考密克(Michael W. McCormick)说。“If you are provided with a company device, the expectation is that you will leave it turned on,” Mr. Koch said. “But the concern is, what if you are going out for dinner or on a date or whatever? Where is the limit? That is being debated currently.”“如果公司给了你一个设备,公司是期待你一直开启它的,”科克说,“但问题是,如果你是外出用餐或约会呢?也要开着它吗?界线在哪里?这是目前讨论的重点。”“People have no problem posting pictures of themselves on Facebook,” he said. “But there is always a level of concern that they don’t want their companies to know where they are.”“人们不介意在Facebook上发布自己的照片,”他说,“但他们多少还是不想让公司知道自己身在何处。”About 75 percent of travel and expense budgets, including airfare and hotels, fall under some kind of managed budget. The rest, such as ground transportation, food, fuel and other incidentals, is generally outside what corporations can control. That’s a sector ripe for technological change, said Mr. Bailey of Microsoft.约有75%的旅行和出预算,包括机票和酒店,是受到成本控制约束的。其他的,比如地面交通、食物、燃料和其他杂费,通常是公司控制不了的。微软公司的贝利说,针对后面这一部分进行技术改造的时机已成熟。The best example of this is Uber, the ride-hailing service that has fast become the choice for business travelers, in the ed States and abroad. Uber’s ease of use and technology have changed expectations about ground transportation during business trips, which had long been a major challenge for travelers.最好的例子是叫车软件Uber,它已经很快成为商务旅行者的首选,不管是在美国还是其他国家。Uber的使用便捷性和技术已经改变了人们在商旅中对地面交通的期待。长期以来,地面交通一直是旅行者的主要难题之一。The transformation has been swift. According to one estimate by Certify, an expense management company, Uber has nearly overtaken taxis in major American cities in terms of expensed business travel. Uber rides accounted for 47 percent of all expensed rides as of this March, up from just 14 percent in January 2014.这种转变非常迅速。据出管理公司Certify估计,在美国的主要城市中,Uber在商务旅行消费方面几乎已经超过出租车。今年3月,使用Uber乘车的消费占全部乘车消费的47%,2014年1月,这个比例仅为14%。The share spent on taxis, limousines and hotel shuttles dropped to 52 percent, from 86 percent, in the same period. Lyft, a rival service, accounted for 1 percent of ground transportation expenses.出租车、豪华轿车和酒店班车的消费从2014年1月的86%降至今年3月的52%。Uber的竞争对手Lyft在地面交通消费中所占的份额为1%。“It’s exciting — and somewhat shocking — to see their growth and how they’ve captured corporate spend,” said Bob Neveu, chief executive of Certify, of services like Uber and Lyft. “They have solved the whole ground transportation piece.”“它们的增长以及它们所占的公司出份额令人兴奋,也有点令人震惊,”Certify的首席执行官鲍勃·内沃(Bob Neveu)在提到Uber和Lyft等叫车软件时说,“它们解决了整个地面交通问题。”The rise of the sharing economy presents a new challenge to corporate managers. It raises new questions about liability — Uber cars, for instance, do not always meet all local licensing and insurance requirements. Similar questions, too, are being raised by other services like Airbnb, the online home rental service.分享经济的崛起给公司经理们提出了新的挑战。它带来了新的责任问题。例如,Uber的车辆并非都符合所有的当地许可和保险要求。其他务也存在类似问题,例如在线租房务Airbnb。“This is one of the big battles in the industry around these services, and what insurance or liability questions arise,” Mr. McCormick said. “Who is liable if something goes wrong?”“这类务的一个大问题是,它们会产生哪些保险或责任问题?”麦考密克说,“如果出了问题,谁来负责?”“We talk about this like this is new, but the fundamentals are still the same,” he added. “Everybody wants to be effective, everyone wants to get business done, and everybody wants to get home safely.”“我们说的好像都是新问题,但是基本的东西没变,”他补充说,“大家都想提高效率,都想完成业务,都想平安回家。” /201505/376856.0084 per stream. Or to put it another way: one million streams would give a label ,000-,400.面对着越来越多的指责,Spotify的对策是详细说明其补偿艺人的方式。它将自己约70%的收入付给唱片公司,而唱片公司能分到多少,取决于旗下艺人曲目的播放频度。平均而言,每次播放可以带来0.006至0.0084美元的报酬。换句话说,100万次播放可以为唱片公司带来6000至8400美元。But Spotify argues that to concentrate on the “per stream” maths is the wrong way of looking at things. In total, it has paid out bn in royalties to labels including 0m alone last year. It has also persuaded 10 million people to pay 0 a year for music. And it contrasts its fees with others: a “-streaming service” (presumably YouTube) would pay out just ,000 for one million listens while US terrestrial radio would hand over . Spotify has had some success – notable holdouts such as Led Zeppelin, Pink Floyd and Metallica have all signed up recently, leaving The Beatles as the main exception. But other bands, such as the Black Keys, refuse to release new music on to Spotify straightaway.但Spotify辩称,专注于每次播放的酬金是错误的解读方式。它总共向唱片公司付了10亿美元的版税,去年一年就付了5亿美元。它还说1000万人每年为听音乐付120美元。这与其他务商的费用形成了对比:某一家“视频流媒体务”(想必是指YouTube)只为每100万次收听付3000美元,而美国的地面无线电台只付41美元。Spotify取得了一些成功——齐柏林飞船(Led Zeppelin)、平克#8226;弗洛伊德(Pink Floyd)和金属乐队(Metallica)等知名的不合作者最近均与它签署了协议,使得主要的“钉子户”只剩下披头士乐队(The Beatles)。但Black Keys等乐队仍拒绝直接在Spotify上发布新曲。Per Herrey has known the heights of pop success, winning the Eurovision Song Contest in 1984 with “Diggi-Loo, Diggi-Ley”. He is now a lawyer for the Swedish musicians’ union and is preparing to sue several record labels over the royalties they pay from Spotify. He says the labels, not Spotify, are the villains. “They have stolen the rights of artists. It is betrayal from the record companies. They have snatched the rights and paid nothing to the artists. It’s ridiculous,” he says.佩尔#8226;赫雷(Per Herrey)经历过流行音乐成功的巅峰,他在1984年凭借一首《Diggi-Loo, Diggi-Ley》赢得欧洲歌唱大赛(Eurovision Song Contest)冠军。他如今是瑞典音乐人联盟的律师,正准备起诉数家唱片公司,称它们拖欠向音乐人付来自Spotify的版税。他表示,Spotify不是坏蛋,唱片公司才是。“它们窃取了艺人的权利。这是唱片公司的背叛。它们拿走了版权,却不分一点给艺人。这很荒唐,”他说。Herrey says the problem is that the artists do not even get the <牛人_句子>.006-<牛人_句子>.0084 per stream; instead they get between 6 and 10 per cent of that small sum. The rest goes to the record label in what he calls a hangover of the days when the label had to recoup the costs of distribution and pressing. Now those costs no longer exist, Herrey argues that labels should give artists a similar deal to radio, where royalties are split 50-50.赫雷表示,问题是艺人连每次播放0.006至0.0084美元的酬金都拿不到,只能获得这一小笔钱的6%至10%,其余都被唱片公司收入囊中。赫雷称这种分配方式是旧时代的遗留物——以前,唱片公司要收回发行和压制唱片的成本。如今这些成本已经不复存在,赫雷主张,唱片公司应当像电台那样对待艺人,与他们平分版税。Herrey says artists are afraid of speaking out. “I can’t even begin to tell you how many artists I’ve talked to. They are too scared. Sweden is a small market and they are afraid of burning their bridges. Artists are also extremely sensitive to not show their fans they are interested only in money. The winners therefore are the big companies.” He adds that he believes the major record labels offered their back catalogue to Spotify at a reduced rate in return for their shareholdings in the company. Spotify refuses to say how much the labels own but people close to the company say it is less than the 17 per cent or so they were reported to have five years ago.赫雷称,艺人不敢大声抗议。“我都没法跟你说我同多少艺人谈过。他们太害怕了。瑞典市场小,他们不敢断了自己的后路。艺人也极为敏感,不想向歌迷们表现出自己只对钱感兴趣。结果,大公司成了赢家。”他补充称,据他所知,大型唱片公司以折价向Spotify提供旧曲目,以换取Spotify的股份。Spotify拒绝公布唱片公司持有的股份,但接近该公司的人表示,这部分持股不到五年前报道的17%上下。What is certain is that Spotify is changing the economics of music. Ludvig Werner, the head in Sweden of IFPI, an organisation representing the record industry globally, says: “The music industry has never been so different from one country to another. For instance, 10,000 CD sales in Poland can make more money than being number one in Sweden.” He adds: “Under the old business model, you pre-paid for eternal listening. The downside was if you didn’t like it, if you damaged it. For 90 years, we didn’t know as a business how you listened to a song: was it 10 times or 10,000?”可以肯定的是,Spotify正在改变音乐的商业模式。国际唱片业协会(IFPI)是代表全球唱片行业的机构,其瑞典分会主席路德维希#8226;维尔纳(Ludwig Werner)表示:“各国音乐行业从未有过如此大的差异。例如在波兰卖出1万张CD,可能比瑞典的排行榜第一名赚得还多。”他补充道:“在旧有的商业模式下,你预付一笔钱,获得永久的收听权。坏处是你可能不喜欢,你可能把CD损坏。在整整90年期间,音乐行业不知道你怎么听某一首歌:听了10次还是1万次?”Per Sundin now has the answer in his hands. He flips open his MacBook Air and logs on to a website, Spotify Analytics. Within seconds, he has dialled up information on Avicii. The 24-year-old DJ has been played 129,694,407 times in the past 59 days. That works out at 2.2 million streams a day by 1.16 million different listeners. Sundin calls up some more statistics. A fifth of Avicii’s listeners were in the US, with 17 per cent in Sweden. Males accounted for 60 per cent and Sundin can also see a breakdown by age. “When I wake up every morning I log into this and see what happened yesterday. This is addictive. And this is money,” he says.如今,佩尔#8226;松丁随时能够掌握。他麻利地打开自己的MacBook Air,登录一个名叫Spotify Analytics的网站。区区数秒间,他便已经查到关于艾维奇的信息。这位24岁DJ的曲目在过去59天内被播放129,694,407次,日均播放220万次,听众数量达到116万。松丁调出一些更具体的数据。艾维奇五分之一的听众位于美国,17%的听众位于瑞典。男性占60%。松丁还能看到用户的年龄构成。“我每天早晨醒来都会登录这个网站,看看昨天发生了什么。这让人上瘾,这也是实实在在的业务。”The power of the data has other effects as well. “The industry gets excited when you talk to them about this. We have an incredible amount of data about what is being played by whom and when,” says Spotify’s Jonathan Forster. Artists can plan tours by targeting cities where they have fans or see where they need to boost marketing. The company is aly adding other services such as allowing artists to sell merchandise or concert tickets via Spotify or even send an email when a new song is out.数据的力量还有其他影响。“跟行业人士谈到这些数据时,他们就会兴奋起来。我们拥有令人难以置信的海量数据,能够展示谁在何时收听了什么曲目,”Spotify的乔纳森#8226;福斯特表示。艺人在策划巡演时可以选择那些他们拥有大量歌迷的城市,他们也可以看出自己在哪些市场需要加强市场宣传。Spotify已经加入了其他务,如允许艺人通过Spotify出售商品或演唱会门票,甚至是在新歌发布时发送一封邮件。. . .. . .The company that is supposedly the future of the music industry is housed in a nondescript tower block north of Stockholm’s city centre. Get past Spotify’s reception and the offices finally begin to look like a typical start-up. Fridges stocked high with soft drinks, milk and even beer are dotted around, as are big comfortable chairs.这家被视为音乐产业未来的公司,坐落于斯德哥尔市中心以北一座不起眼的高楼里。走过Spotify的前台,办公室终于开始有了典型创业公司的模样。散布各处的冰箱堆满了软饮料、牛奶乃至啤酒,舒适的大椅子随处可见。 /201412/348076

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