HND2013经济学outcome1 Case

Case study

WJE is an independent British manufacturer of quality sports cars based in Dumfries.

WJE是位于邓弗里斯的一个独立的英国生产优质跑车的制造商。

The company manufactures lightweight sports cars with powerful engines and has become the only specialized sports car manufacturer in Scotland, offering a select range of performance cars, built to a high standard. Most vehicles use the WJE engine which is highly regarded for speed and reliability. WJE performance sports cars are constructed from tubular steel frames, cloaked in fiberglass or carbon fibred bodywork.

该公司生产带有强有力的发动机轻量级跑车，并在苏格兰已成为唯一的专业运动汽车制造商，提供大量的选择范围内的性能车，建成了高标准。大多数车辆使用Wje引擎是对速度和可靠性的高度重视。Wje性能跑车是由管状钢架，玻璃纤维或碳纤维的车身。

The company began its life in 1960 in the old Rubber factory, in Dumfries. The factory though old was of a suitable size to allow for the production of several cars at any one time. In 1962 the company launched their highly successful WJE Tiger which quickly gained a strong reputation for power and reliability. Sales for the Tiger quickly reached 100 units per year, and in 1967 WJE were selling 145 units per year. By 1970 sales were beginning to drop and the second model to be known as the Panther was introduced. The Panther saw the company progress well outside its Scottish roots with around 60% of the sales being exports to Europe and the US. This strong reliance on foreign exports has stayed with the company throughout its existence.

该公司1960在邓弗里斯的旧橡胶厂开始它的生活，。这个工厂虽然旧，但是有一个合适的大小，允许几个汽车在任何时间生产。该公司在1962推广的wje虎非常成功，很快它的动力性和可靠性得到良好的声誉。对虎的销售很快达到每年100个单位，并在1967年Wje卖出145单位每年。1970销售开始下降，并且介绍了被称为第二个模型黑豹。豹看到公司进步的苏格兰血统以外在的销售被出口60%到欧洲和美国。这对外国出口的过分依赖一直存在其公司。

The 80’s saw the introduction of harsher safety regulations, which meant major re-engineering to the Panther and the rushed introduction of the Lynx.

在80年代看见了严厉的安全法规的出台，这意味着重大的重新设计和黑豹冲引进lynx。

The Lynx unlike the previous two cars was not an instant success and performance for the company dropped by 40% in year one and a further in subsequent years. In this period the company was running at a loss, redundancies and a freeze on investment.

lynx不像前两辆车，公司不是急功近利和销售业绩下降了40%在第一年，并且在随后的几年中又有20%下降。在这期间，公司一直在亏损，随着裁员和投资的冻结。

In 1990 the company launched the Tiger2; this was an attempt to get back to their core customers with a nostalgic harking back to the original Tiger. This strategy proved to be a great success and sales figures rose well beyond expectations with sales demand for 300 units per year.

在1990公司推出Tiger2；这是一个试图挽回到他们的核心客户对原来的tiger的怀旧感情。这种策略被证明是一个巨大的成功，销售数字的增加，远远超出了预测每年销售需求的300单位。

Throughout the early part of the millennium sales continued to grow and the company remained profitable.

在千年销售初期，销售持续增长，公司仍然有利可图。

Today the company is producing 500 Tiger2s and profits are strong, but the company is concerned that this will be sustained in the long term. 今天，公司生产的500 tiger2s和利润都很强，但对公司而言，这将是在长期持续。

One option available would be to introduce a new model — the Puma — which will take five years to develop, or alternatively the Tiger2 could be upgraded at a modest cost. The company recognizes that they do not have the managerial resources, physical resources or enough money to pursue both options.

一个有效的选择是引进一个新的模型-彪马-这将需要五年的发展，或者将Tiger2作为一种二选一的升级在一个适度的成本内。该公司承认，他们没有管理资源，物质资源或足够的钱去追求这两个选项。

Management is also concerned about the impact the present economic climate might have on their sales, given that the car is a luxury item. 管理也是担心目前的经济气候可能对他们的销售有影响，因为车是奢侈品。

Research carried out into sport car sales shows that the sector is going through difficult times. Figures show that sales of rival producer company A’s car — the 370R — are down 34% from the previous year. WJE’s other competitor company B’s GX7 has not fared much better with sales down 25%.

进行的研究表明，运动汽车销售业正是经历困难的时候。数字表明，竞争公司A的汽车生产商-—370r -—销售与前一年相比下降34%。Wje的其他竞争对手B公司的GX7的销售下降25%也不好过。

WJE have commissioned consultants to look into the potential market for their proposed new car the Puma. The outcome of this research can be seen in the following demand and supply schedule in Table 1.

Wje委托顾问为他们的新汽车彪马来调查潜在的市场。本研究的结果可见下面的需求和供应计划见表1。

Table 1 — Potential demand and supply figures for the Puma

Price Demand (Sales per Supply (Sales per year)

year)

£20000 800 0

£25000 700 200

£30000 500 500

£35000 400 600

£40000 300 700

£45000 200 800

£50000 100 900

Looking ahead the company is keen to retain their strong export base; however they are highly aware of factors which might impact on this, such as exchange rates and political stability.

展望未来，公司热衷于保持它们强劲的出口基地；然而，他们是高度意识到这可能会影响这些因素，例如汇率和政治稳定。