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2019年10月18日 03:28:13 | 作者:58信息 | 来源:新华社
德国作曲家巴赫“旧貌换新颜”Experts have digitally rebuilt the face of 18th century German composer Johann Sebastian Bach -- and say the results may surprise his fans.Using his bones and computer modeling, they have come up with an image of athick-setman with closely-shorn white hair.The new Bach face, the creation of Scottish forensic anthropologist Caroline Wilkinson, will go on display at the Bachhaus museum in the eastern German town of Eisenach, Bach's birthplace, next month.Eighteenth century portraits show him very differently. "For most people, Bach is an old man in a wig, it is a stylized image, we have no realistic portrait of him," Joerg Hansen, managing director of the museum said."We know he was a physical man, that he danced, that he stamped his feet when he played, that he sang. He was a very dynamic man -- with this reconstruction you can see it."Bach's bones were excavated in 1894 and sculptors first used them to help create a bust in 1908.But it was mainly based on a portrait of the composer and contemporary critics said it was so inaccurate that it might as well have been the composer Handel."It's not really that important to know what he looked like, we love Bach through his music, that is why people come to the museum, but they are also interested in the man," Hansen said. 近日,有关专家利用数字技术还原出18世纪德国著名作曲家约翰·塞巴斯蒂安·巴赫的容貌,并称这个新形象可能会让他的乐迷们大吃一惊。专家们利用巴赫的颅骨和计算机建模技术合成出了他的新形象。从新形象可以看出,巴赫体格健壮,留着一头短短的白发。巴赫的“新颜”出自苏格兰法医人类学家凯罗琳·威尔金森之手,并将于下月在巴赫出生地——东德小镇埃森纳赫的巴赫故居物馆展出。这个新形象与18世纪的巴赫画像差别很大。巴赫故居物馆馆长乔格·汉森说:“在多数人心目中,巴赫是一个戴着假发的老人,这是一个程式化的形象,其实我们并没有他的真实画像。”“我们知道,巴赫体格健壮,能唱能跳,演奏的时候还会跺着脚。他活力四射——这从他的新形象可以看出来。”巴赫的遗骨于1894年被掘出。1908年,雕塑家们首次利用这些遗骨塑造出了巴赫的半身雕像。但这尊塑像主要还是以巴赫的一副画像为样本,现代批评家们认为这尊塑像不够逼真,看上去倒是更像作曲家亨德尔。汉森说:“其实知道巴赫长什么样并不是那么重要,我们热爱巴赫主要是因为他的音乐,这也是人们来物馆参观的原因,不过人们对巴赫本人还是很感兴趣的。” /200803/30365HONG KONG — In China, cheap smartphones made by relatively obscure companies aping branded designs are ubiquitous.香港——在中国,相对不知名的公司模仿名牌设计生产的廉价智能手机随处可见。Usually it is the major brands that go after the smaller companies for patent infringement. But one of China’s low-cost phone makers recently filed a patent complaint against Apple in the city of Beijing — and for now, it has won.通常是大品牌追究小公司侵犯专利的责任。但最近,中国一家低价手机生产商在北京对苹果(Apple)提起专利申诉——目前暂时取得了胜利。With an appeals process ahead, the ruling is unlikely to have a major impact on Apple. Still, the action spotlights the growing number of cases of municipal patent offices in China backing local companies against larger, international brands.由于接下来将进入诉讼程序,这项裁决不太可能给苹果带来大的影响。但这起案件突显出在和更大的国际品牌的对抗中,本土公司得到中国地方专利局持的案例越来越多。According to a statement from the Beijing Intellectual Property Office, Apple infringed on a design patent used in a phone called the 100C, made by the Chinese phone maker Baili. The statement ordered Apple to stop selling certain older versions of the iPhone within Beijing, though an appeal of such a ruling to the courts in China usually forestalls any sales injunctions. 北京市知识产权局发布的一则通告称,苹果侵犯了中国手机生产商佰利生产的100C手机使用的一项设计专利。通告下令苹果在北京停售iPhone的某些较老的型号,不过在中国,这类裁决被告上法庭后通常会先停止销售禁令。Apple said it had appealed, and a sales clerk at the Apple Store in the Sanlitun area of Beijing said on Friday evening that the store had received no instructions to stop selling the iPhone models and that “it is business as usual.” At the store, a handful of iPhone 6 models stood mostly unused as shoppers tapped on the newer 6s models at a nearby table.苹果称已提起诉讼。周五傍晚,北京市三里屯苹果店的一名销售人员称该店未收到停售相关iPhone产品的指示,表示“照常营业”。店内,几部iPhone 6基本上都闲置着,顾客在体验旁边一张桌子上的新款iPhone 6s。“IPhone 6 and iPhone 6 Plus, as well as iPhone 6s, iPhone 6s Plus and iPhone SE models, are all available for sale today in China,” Apple said in a statement. “We appealed an administrative order from a regional patent tribunal in Beijing last month, and as a result the order has been stayed pending review by the Beijing I.P. Court.”“IPhone 6和iPhone 6 Plus,以及iPhone 6s、iPhone 6s Plus和iPhone SE今日在华均有售,”苹果在一则声明中称。“我们对北京一个地区性专利机构上月发布的行政命令提起了诉讼,因此该命令还需接受北京知识产权法院的审查。”The new headache for Apple comes after increased regulatory pressure and problems in China. Recently, a Chinese company won the right to sell leather goods under the iPhone trademark after years of legal back and forth. And Apple’s movie and book services were shut down in the country shortly after they were introduced, a sign of more serious scrutiny from China’s media regulator. 在这件令人头疼的事情发生之前,苹果在中国面临的监管压力和问题正在加剧。前不久,一家中国公司赢得了使用iPhone商标销售皮具制品的权利。在这之前,双方的法律纠纷持续了数年。苹果的电影和图书务也在引入后不久被关闭。这个迹象表明,中国媒体监管机构的审查变得更加严厉。The Baili patent case pales in comparison to those troubles, though it underscores the day-to-day annoyances that can come with running a tech business in China.和那些问题相比,佰利专利案微不足道,但它突显了在中国经营一家科技企业可能会频频遇到的麻烦。The country has had its fair share of cases in which low-level manufacturers take on global brands. In perhaps the most famous, Apple paid million to use the iPad trademark. 在中国,低端生产商挑战国际品牌的案件相当多。在其中一起或许最为人所知的案件中,苹果为使用iPad商标付了6000万美元。Patent issues like the one Apple has with Baili are common enough that a recent paper in the Vanderbilt Journal of Entertainment amp; Technology Law examined the topic. While the paper found that China’s patent system was not structured to benefit Chinese companies, it said there had been a number of recent “high-profile patent suits filed by relatively unknown Chinese firms against high-profile foreign tech companies like Apple, Samsung and Dell.” 像苹果和佰利之间的这种专利问题非常普遍。最近发表在《范德堡大学科技法期刊》(Vanderbilt Journal of Entertainment amp; Technology Law)上的一篇论文对此进行了研究。尽管文章认为中国专利制度并非朝向有利于中国公司的方向进行构建,但它表示最近“相对不知名的中国公司对苹果、三星(Samsung)和戴尔(Dell)等著名外国科技公司提起了大量广受关注的专利诉讼”。Once a local intellectual property office in China finds an issue of infringement, companies can decide whether to appeal the matter. At that point, the issue typically is litigated or resolved via a settlement of some kind.在中国,被地方性的知识产权局认定侵权后,公司可决定是否申诉。如果申诉,往往会将问题诉至法院或是达成某种和解。 /201606/450368

The BlackBerry phone, whose tactile keyboard once made it the ultimate business gadget no self-respecting chief executive could be without, has been consigned to history by its maker.黑莓(BlackBerry)手机制造者让黑莓手机成为了历史。它的触感键盘一度让所有自视甚高的首席执行官把黑莓作为必不可少的终极商业设备。Devotees - from the fictional Martin Lukes to the ultimate power user President Obama - have assumed the prayer position and risked thumb strains to bang out emails on its coveted keyboard over the years, but on Wednesday, its Canadian maker finally hung up on its hardware division, after failing to rekindle the wild success of its early days.从虚构的小说人物马丁#8226;卢克斯(Martin Lukes)到终极权力用户奥巴马总统等的拥趸曾经对黑莓顶礼膜拜,多年来冒着拇指痉挛的风险在梦寐以求的键盘上赶写着邮件,但在本周三,这家加拿大制造商在未能再创早年的火爆之后,最终关停了硬件部门。Although phones with a BlackBerry badge will continue to be sold in markets like Indonesia, and possibly China and India, they will not be made or designed by the company that bears its name.尽管带有黑莓标识的手机将继续在印尼(可能还有中国和印度)市场销售,但不会由黑莓公司制造或设计。In effect, the BlackBerry era is over. 实际上,黑莓时代已经结束。The days when legions of CrackBerry addicts wandered through offices with their phone jutting out of a holster on their hip while complaining about ‘BlackBerry Thumb’ from the frenetic typing of emails, are long gone. 曾几何时,许多瘾莓们后腰上挎着手机套别着黑莓手机在办公室里走来走去,同时抱怨疯狂赶写邮件造成的黑莓拇指。这个时代早已一去不复返了。The phone, which at the turn of the century was as much of a corporate status symbol as a shiny new Rolex or a Mont Blanc pen, lost its grip on the office as more iPhones and iPads started appearing on desks five years ago, and only the diehards have persevered.黑莓手机在本世纪初曾和崭新的劳力士(Rolex)手表或万宝龙(Montblanc)钢笔一样是企业地位的象征,但随着5年前更多的iPhone和iPad出现在了办公桌上,如今它在办公室里已经失势了,只有铁杆用户还在坚持用黑莓。It has been death by a thousand cuts for the phone business under chief executive John Chen, who has slowly unwound the company’s attempts to stay relevant in the handset market.在首席执行官程守宗(John Chen)的领导下,黑莓手机业务被凌迟处死——程逐渐地让黑莓公司离开手机硬件市场。Waterloo, Ontario is now a hotbed of start-ups and a thriving technology industry, but that was far from the case in 1984, when Research In Motion was founded by two engineering students, Mike Lazaridis and Douglas Fregin. 安大略省滑铁卢市如今是初创企业的温床,有着蓬勃发展的科技产业,但1984年的时候绝非如此,当时两位工程专业学生迈克#8226;拉扎里迪斯(Mike Lazaridis)和道格拉斯#8226;弗雷金(Douglas Fregin)创立了RIM公司(Research in Motion)。The tiny company started as a wireless data transmission business. 这家小公司一开始从事无线数据传输业务。By the 1990s it was making point-of-sale terminals and in 1996, launched the Inter@ctive Pager, which took it into competition with Motorola, then the giant of the mobile phone sector. 到上世纪90年代,它转而制造销售终端机,并在1996年推出了Inter@ctive Pager,从而与当时的移动电话巨头托罗拉(Motorola)展开了竞争。The move into pagers, an unloved technology of yesteryear, paved the way for a sidestep into the growing handset market and RIM’s success anticipated the data-hungry habits of the modern smartphone user.进军曾遭受冷落的传呼机领域为公司横跨一步迈进蒸蒸日上的手持设备市场铺平了道路,在现代智能手机用户形成渴求数据的习惯之前,RIM就已取得了成功。In 1998, RIM had developed a handheld device ideal for emailing, which embedded a tiny Qwerty keyboard. 1998年,RIM开发了一款非常适合写电子邮件的手持设备,嵌入了小巧的Qwerty键盘。It was set to be called the PocketLink or MegaMail, but the technology sector’s love of fruit-based branding claimed another hit when Lexicon Branding struck on the idea that the tiny keys felt like drupelets, the pockmarks on the skin of berry fruit. 该公司本来准备将它称为PocketLink或者MegaMail,但科技行业喜欢用水果给品牌命名,当时品牌推广公司Lexicon Branding想到这些按键就像莓类水果表面密布的细小颗粒。Strawberry was deemed too slow sounding for a technology brand and the name BlackBerry was born.对一个科技品牌来说,草莓(Strawberry)念起来不太顺口,于是黑莓(BlackBerry)之名诞生了。The ability to email on the move caught fire and transformed RIM into a major player in the electronics market. 外出也能发邮件这项功能让黑莓火了起来,并使得RIM成为电子产品市场上的一个主要参与者。Thumb-wheels for scrolling were added, the screens got bigger and soon a phone was added to the device, initially one that could only be used with an external headset. 黑莓设备又增加了拇指轮滚动功能,屏幕越来越大,很快又加了电话功能——最初只能利用外部耳机。By the time the BlackBerry 6210 was issued in 2002, the device had become a must-have tool not only for business people but also consumers that loved the keyboard. 到2002年推出黑莓6210的时候,它已经不仅仅是商务人士的必备工具,而且还是喜爱全键盘的消费者的必备工具。A legion of Crackberry addicts emerged.成群的瘾莓出现了。Nokia and Microsoft both tried to match BlackBerry’s dominance in the enterprise market, but the Canadian company was also able to trade off its speed, reliability and security as it ran its own software and servers. 诺基亚(Nokia)和微软(Microsoft)都曾试图争夺黑莓在企业市场的主导地位,但这家加拿大公司在运行自己的软件和务器时还能利用其速度、可靠性和安全性这些优势。By the time that the BlackBerry Pearl, Curve and Bold models started selling by the millions, the company found itself as an unlikely star in the teenage market, with young users flocking to use its secure messaging product in a pre-WhatsApp and Snapchat era. 到黑莓的Pearl、Curve和Bold等机型开始以百万计的数量热卖时,该公司发现自己已成为十几岁年轻人市场上一颗不可思议的明星,在WhatsApp和Snapchat时代来临之前,年轻用户纷纷使用黑莓的安全短信产品。Many bought those models and never bothered tapping in a phone number.很多人购买了这些机型,但从不拨打电话号码。Mr Lazaridis and his co-chief executive Jim Balsillie believed the hype and would enter the stage at trade shows to the blaring tunes of the Black Eyed Peas, something unthinkable when it was solely focused on its core market of business users. 拉扎里迪斯及其联席首席执行官吉姆#8226;贝尔斯利(Jim Balsillie)相信宣传,他们会在黑眼豆豆乐队(Black Eyed Peas)喧闹的音乐声中走进商业展会的舞台——在黑莓专注于核心的企业用户市场的时候,这种事是不可想象的。A botched launch into the tablet market followed, as sales started to stutter and the longstanding management team moved aside in 2012.后来黑莓在进军平板市场时告败,销售额开始萎缩,长期管理团队在2012年经历变动。Too much had been riding on the 2012 launch of BlackBerry 10, a new software platform and phone series, that was meant to go head-to-head with the latest iPhones and Android handsets. 黑莓把太多的赌注押在2012年黑莓10的推出,这是一个新的软件平台和手机系列,本意是要与最新款的iPhone和安卓手机一决雌雄的。Hubris was evident as senior executives boasted that it had 80m subscribers and nothing to worry about. 骄傲自满的情绪显露无遗,黑莓高管们夸耀称,自己拥有8000万用户,什么都不用担心。The software flopped, the phones flopped and BlackBerry — which dropped the RIM name during this period — never recovered, as its subscriber base rapidly eroded.结果软件失败了,手机也失败了,黑莓(在此期间放弃了RIM的名字)再也没有恢复过来,其用户基础迅速萎缩。Mr Chen has thrown a huge amount of effort into reviving its fortunes in the corporate market with the giant square Passport phone — designed for architects and spsheet lovers — at least capturing the attention. 程守宗采取大量措施以求重振黑莓在企业市场的雄风,至少也要吸引目光。他推出了方屏大尺寸手机Passport,这款手机专为建筑师和制表爱好者设计。He also released Android-based handsets to broaden its appeal and added a nostalgic tinge to the product line with the Classic model that recreated the Bold design.他还发布了搭载安卓系统(Android)的手机以求增强其产品吸引力,并给产品增加了一丝怀旧色,Classic机型再现了Bold机型的设计。It proved too little, too late and BlackBerry now joins the likes of Palm and Psion in the legacy brand lounge for tech hardware. 事实明,这些努力作用太小了,也太迟了,黑莓现在已加入Palm和Psion之列,成为科技硬件领域的历史老品牌。Yet like Nokia, the name BlackBerry will continue to resonate.然而,与诺基亚一样,黑莓这个名字仍将继续回响。 /201610/469317

When I ran software companies in the late 1990s, my peers and I both hoped for, and ded, meetings with Microsoft.上世纪90年代末,当我掌管软件企业的时候,我的同行和我一方面希望与微软(Microsoft)会面,另一方面又害怕与它会面。The prospect of being acquired and making real money — that was tempting. But little fame and glory would follow. Chances were high that the technology would be bought in order to kill it; partnering and collaboration were decidedly and pointedly not the name of the game.被收购,挣到真金白银——这样的前景十分诱人。然而,接下来不会有什么名誉和荣耀。很可能发生的情况是,微软收购该技术的目的,就是为了将其扼杀;合伙与合作明摆着是不存在的。How things have changed.今非昔比了。Since chief executive Satya Nadella was appointed in February 2014, Microsoft has become a far more open place. Many in the tech world thought the sky had fallen in when Kirk Koenigsbauer, vice-president of Microsoft’s Office 365, appeared on stage at an Apple product launch. But that was indicative of a whole new mindset: instead of trying to eliminate every other tech company on the planet, these days Microsoft wants friends. Partnerships abound: Dropbox hosts billions of Office 365 documents, while Skype and Salesforce are integrated into Office productivity apps.自2014年2月萨蒂亚#8226;纳德拉(Satya Nadella)被任命为首席执行官以来,微软已变得开放多了。当微软Office 365的副总裁柯克#8226;柯尼希斯鲍尔(Kirk Koenigsbauer)出现在苹果(Apple)产品推介会的舞台上时,技术圈的很多人都感觉太阳打西边出来了。不过,这显示了一种全新的思维:如今,微软不再试图消灭地球上其他每一个高科技企业,它也想结交朋友了。微软与许多企业达成了合作:Dropbox上存有大量Office 365的文档,而Skype和Salesforce也被集成进了Office的效率应用。Acquisitions are done differently too. Where acquired businesses were once shut down, now they are tapped for wisdom and insight. Founders of acquired companies are taken seriously as entrepreneurs, their views canvassed not just about Microsoft’s products but about its culture too. Where once founders were deemed a threat, now their position as entrepreneurial outsiders is seen as an asset, an opportunity to learn and to refresh both culture and know-how.完成收购的方式也不同了。微软曾经把收购来的企业关闭,如今却会利用这些企业的智慧和洞察力。微软把被收购企业的创始人当做创业家认真对待,不仅征询他们对微软产品的看法,还征询他们对微软企业文化的看法。微软曾经将这些企业创始人视为威胁,如今将他们作为外部创业者的立场视为一份财富,认为有机会从中学到东西、更新企业文化和相关专业技术。Anyone who has been part of an acquisition knows that, however strategic such moves may be, what makes them succeed or fail is how well the two cultures fit. So most companies insist that the newcomer conforms to the ways of its acquirer. Microsoft’s approach is both harder and potentially richer: recognising in its acquisitions the opportunity to reinvigorate itself and its place in the world.任何参与过收购的人都知道,不论这种举动有怎样的战略意义,结果成功与否都取决于两者的企业文化是否匹配。因此,多数企业坚持让被并购的新来者遵从收购方的行为方式。微软的处理方法则更困难一些,可能也会带来更多回报:它在其收购交易中发现为自身重注活力和提振自己全球地位的机会。You could say that the cultural transformation at Microsoft has replaced fortress walls with a porous membrane: a dynamic relationship between the company and the markets it serves, because that is the only way companies stay young and relevant.可以说,微软的文化转型是用透气的薄膜代替了城墙,这个透气的薄膜就是微软与其所务市场间的动态关系。微软这么做的原因是,这是企业保持青春和市场地位的唯一方式。Most companies I know today are attempting something similar. Daunted by the pace of change, they are trying to become more adaptive: less obsessed with planning, more concerned with flexibility. At Microsoft, this is framed as a shift from a fixed mindset — one that depends on a few superstars — to a growth mindset, in which everyone must be open to learning from everything and from each other.如今,我了解的多数企业都在试图采取类似做法。变革的节奏之快令他们害怕,他们试图提高适应能力:不再那么执着于规划,而是更关心灵活性。在微软,这种做法被表述为从固定式理念转向增长式理念。固定式理念依赖于少数几位超级巨星,而在增长式理念下,每个人都必须愿意从任何事物和彼此身上学习。This shift is in line with Mr Nadella’s overall strategy: one in which all technology moves to the cloud and works seamlessly with any and every kind of software. To be a company that can do this requires people who can work effectively with all kinds of technology and all kinds of people. So the company has to be inclusive — both technologically and culturally. And because the technology environment changes at a furious pace, people must be able to do likewise.这一转变符合纳德拉的总体战略:按照该战略,所有技术都要转向云端,与任何一种软件都能无缝协作。要成为能做到这一点的企业,需要能够与各种各样的技术和人有效协作的人才。因此,微软必须具有包容性——不论是在技术上还是在企业文化上。而且,由于整个科技大环境正在急速转变,人也必须能够迅速地改变自己。“Transformation has to start with you,” says Michel Van der Bel, chief executive of Microsoft UK, argues.微软英国首席执行官米海尔#8226;范德贝尔(Michel Van der Bel)声称:“转型必须从自身开始。”In the past, Mr Van der Bel told me, performance was all about numbers. If the numbers were great, only at the end of a good third quarter might you start thinking about corporate culture.过去,范德贝尔曾告诉我,业绩只与数字有关。如果数字表现优异,只有在业绩良好的第三季度末,人们可能才会开始考虑企业文化的问题。But not now. “Now,” he says, “you have to perform and transform at the same time, all the time. Sitting in your office looking at spsheets won’t help you meet your numbers. You have to get out, talk to partners, to customers — directly. You have to think about: what have you done differently in your behaviour that makes the company better? What are you learning?”不过,如今的情况并非如此。他说:“如今,任何时候都必须在保业绩的同时进行转型。坐在办公室盯着电子表格不会有助于完成业绩目标。你必须走出去,与合作伙伴、与客户——面对面地——对话。你必须思考这样的问题:你对自己的行为方式做出的什么改变让公司变得更好了?你正在学到什么?”Mr Van der Bel carries an iPhone. It is OK to be curious and informed about other companies’ products. He is learning, he says, that for everyone else to change, they have to see change in their leaders immediately. “It starts with you. You must always show up energised and open. Annual surveys are a thing of the past; you have to get a sense of pulse on a weekly basis. I’m much more thoughtful about which meetings I attend, how I add value. You have to get out more and listen more.”范德贝尔带着一部iPhone手机。对其他公司的产品保持好奇和了解是完全没有问题的。他说,他正在学到的是,要想让其他人改变,必须让他们一眼看到领导身上的变化。“改变从自身开始。你必须始终显得精力充沛并且思想开放。那种一年一度的调查已经是过去式了。你必须每周都去了解。对于我要开什么会,如何贡献价值,我的想法更多了。你必须更多地走出去,更多地听取他人的意见。”No one at Microsoft believes they have got it all right and, given the task they have set themselves, change never ends. With acquisitions such as its bn deal for LinkedIn, no doubt the company is due another dose of honest feedback. But at least this time, Reid Hoffman, LinkedIn’s chief executive, is less likely to fear being relegated to the broom cupboard — and a lot more likely to be talking to the board.在微软,没有人认为自己全做对了。而且,考虑到他们为自己制定的任务,改变是永远不会结束的。像260亿美元收购领英(LinkedIn)这样的交易,无疑又会让微软得到一剂真诚的反馈。不过,至少现在领英首席执行官杰夫#8226;韦纳(Jeff Weiner)不太可能担心被打入冷宫,更可能出现的,是他会与微软的董事会对话。 /201608/458767

Ctrip International, the Chinese online travel service provider, has agreed to buy Skyscanner, the airfare comparison web site, for approximately £1.4bn.中国在线旅游务供应商携程旅行网(Ctrip)已同意斥资近14亿英镑,收购飞机票比价网站Skyscanner。The deal adds to the 1bn worth of Chinese overseas acquisitions that were announced during the first nine months of this year, with a number of those deals taking place in the travel and entertainment industries.今年头九个月宣布的中国海外并购交易规模达1910亿美元,这些交易中有多宗交易都发生在旅游和产业。携程此次并购为上述交易又增添了一笔。But some deals in tourism are heading in the other direction, with Airbnb in talks to buy China’s second-largest home accommodation service, Xiaozhu.不过,旅游业中部分交易正在走向另一个方向,Airbnb正在开展磋商,准备收购中国第二大民宿务公司小猪短租(Xiaozhu)。Ctrip, which is listed on the Nasdaq, said in a statement it has signed a definitive agreement with the majority shareholders of Edinburgh-based Skyscanner Holdings, with the purchase consideration consisting mainly of cash.携程目前已在纳斯达克(Nasdaq)上市,该公司在一份声明中表示,已经和总部位于爱丁堡的Skyscanner Holdings多数股股东签署了一份最终协议,买入价格以现金为主。Skyscanner’s board of directors have approved the transaction, subject to the usual approvals, and the deal is expected to be completed by the end of the calendar year. The company’s management team will continue to manage Skyscanner’s operations independently as part of the Ctrip group.Skyscanner董事会已遵照通常的核准程序批准了该交易,交易预计在今年年底完成。交易完成后,该公司管理团队将作为携程集团的一部分继续独立管理Skyscanner的运营。James Jianzhang Liang, co-founder and executive chairman of Ctrip, said:“We are excited to welcome Skyscanner into the Ctrip group. Ctrip and Skyscanner share the same passion and dedication in providing travelers around the world with better services. This acquisition will strengthen long-term growth drivers for both companies. Skyscanner will complement our positioning at a global scale, and we will leverage our experience, technology and booking capabilities to help Skyscanner.”携程联合创始人兼执行董事会主席梁建章表示:“我们热烈欢迎Skyscanner加入携程集团。携程和Skyscanner对于为全球旅行者提供更好的务怀有同样的热情和奉献精神。这次收购将同时加强两家企业的长期增长驱动力。Skyscanner将为我们在全球尺度下的定位做出补充,我们也会利用我们的经验、技术和订票能力帮助Skyscanner。”Gareth Williams, Skyscanner’s co-founder and chief executive said there was a “huge amount” the company could learn from Ctrip, which is the market leader in China.Skyscanner联合创始人兼首席执行官加雷思.威廉斯(Gareth Williams)表示,携程是中国市场的领袖,该公司可以从携程学到的东西“极多”。“Today’s news takes Skyscanner one step closer to our goal of making travel search as simple as possible for travelers around the world. Ctrip and Skyscanner share a common view – that organizing travel has a long way to go to being solved. To do so requires powerful technology and a traveler-first approach.”“今天的新闻让Skyscanner距离我们的目标更近了一步,这个目标就是:让全球旅行者的旅游搜索尽可能简单。携程和Skyscanner有一个共同的看法:对旅游的组织还要走很长的路才能得到解决。做到这一点需要有强大的技术和把旅行者摆在首位的处理方式。”Ctrip shares ended 2.1 per cent lower on Wednesday, but were up 7 per cent in after-hours trading on the Nasdaq.周三,携程股价收跌2.1%。不过在纳斯达克的盘后交易中,携程股价上涨了7%。 /201611/480008

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