2019年翻譯資格考試中級筆譯練習題：耐克公司
漢譯英
耐克的共同創(chuàng)始人和前首席執(zhí)行官菲爾·奈特喜歡讓超級運動員巨星和廣告為他說話。在第50屆戛納國際廣告節(jié)上，他被提名為年度最佳廣告客戶。他是兩度贏得這一獎項的第一人。
奈特有絕對明確和堅定的戰(zhàn)略：用著名運動員代言產品。他將此描述為耐克公司80年代初以來顯著增長背后的“三腳架”的一部分。其他兩只腳分別為產品設計和廣告。
一種運動，又一種運動，耐克公司的擴張源于運動，與大師同行。賽道上的卡爾·劉易斯、網球場上的吉米·康納斯和約翰·麥克安柔、將耐克帶入高爾夫球場的老虎伍茲、羅納爾多和巴西國家足球隊都是其經典形象，其中籃球明星邁克爾·喬丹甚致拯救了耐克公司。
從一開始，耐克公司就已準備對體育界里別人不會碰的壞小子下賭注：閃現(xiàn)在他們眼前的是安德魯·阿加西。這個戰(zhàn)略源于希爾·納斯塔塞，他原來也是網球界的壞小子。但這位羅馬尼亞后裔身上卻擁有一種品質能代表耐克公司和它的廣告：那就是態(tài)度。
歷經快速增長后，耐克公司成為美國頭號軟運動鞋制造商。但奈特也承認公司在成功之后迷失了方向。公司嘗試將業(yè)務擴展到非運動鞋領域，結果未能成功，并在1986年將老大的位置拱手讓給了銳步。
奈特將公司未來的賭注押在了一個新的功能上：在軟運動鞋內部加入新的氣墊技術。他推出了由一個名為大衛(wèi)·芬斯塔所導演的廣告，其中提及披頭士樂隊革命，然后公司借力邁克爾·喬丹銷售飛人喬丹品牌的運動鞋。銷售突飛猛進，剩下的就是我們現(xiàn)在所熟悉的歷史。
這就給我們帶來了全球化的問題以及品牌如何走出美國的問題。耐克在全球廣告形式多樣，如“善VS惡”系列和著名的英國本土化海報廣告。
在與韋爾登和肯尼迪廣告公司長達21年的伙伴關系中，耐克已經創(chuàng)造了一些世界上最引人注目的廣告：例如：耐克的“善VS惡”廣告活動、為世界杯所做的廣告以及去年戛納電影節(jié)大獎獲得者——廣告“標記”。其他出名的廣告都由明星擔任主角：在曼哈頓的街頭打球的皮特·桑普拉斯和安德魯·阿加西、用高爾夫球玩顛球的老虎伍茲以及在機場候機大廳里踢足球的巴西隊。
無論是在多樣性，膽量還是在其一貫的獨創(chuàng)性方面，這是一個工作成績卓越的公司。耐克公司有一個精簡的決策過程，它賦予市場總監(jiān)以實權。他們不依賴市場研究預試，因為預試通常會降低更多的實驗廣告的影響。他們與世界上最好的其中一家廣告公司也有長期的合作關系，并具備韋爾登所描述的“對體育的忠誠”。只有在耐克公司的廣告里，男女運動員才能真正做他們想做的。
“我的頭號廣告原則——如果我有一個原則的話——就是要喚醒消費者”奈特以斷然的口氣如是說，這在當今首席執(zhí)行官中獨一無二�！拔覀冊趶V告方面采用的是高風險策略。當它產生效果時，就更加有趣。我們真的是沒有什么套路�！�
參考譯文
Phil Knight, the co-founder and former Chief Executive of Nike, prefers to let his superstar athletes and advertisements do his talking for him. Named Advertiser of the Year at the 50th Cannes International Advertising Festival, he is the first person to win the award twice.
Knight has an absolutely clear and committed strategy to use celebrity athlete endorsement. He describes it as one part of the 'three-legged stool' which lies behind Nike's phenomenal growth since the early 1980s, with the other two being product design and advertising.
He has built Nike's expansion into sport after sport from its athletics roots on the back of sporting masters; Carl Lewis on the track; tennis's Jimmy Connors and John Mdinroe; Tiger Woods, who led Nike into golf; Konaldo and the Brazilian national football team; and the basketball star, Michael Jordan, who famously rescued the company.
From the beginning Nike has been prepared to take a gamble on sporting bad boys others would not touch: Andre Agassi springs to mind. It was a strategy that began with Hie Nastase, the original tennis bad boy. The Romanian had the quality that has come to represent Nike and its advertising: attitude.
After extraordinary growth, Nike became number one trainer manufacturer in the US. But Knight admits the company then lost its way as it failed to cope with its success. It experimented unsuccessfully with expansion into non-athletic shoes, and lost its number one position to Reebok in 1986.
Knight bet the future of the company on a new feature; a new air technology inside the Irainer. He launched the product with a David 1'inchet-directed ad which used the Beatles track Revolution, and then marketed the Air Jordan brand on the back of Michael Jordan. Sales took off and the rest is history.
This brings us to the subject of globalisation and the question of how American the brand can be. Nike uses a mix of global ad campaigns such as 'good v evil' and local advertising such as its famous poster campaigns in the UK.
During a 21-year partnership with the agency Wieden and Kennedy, Nike has created some of the world's most attention-grabbing advertising: for example the Nike 'good v evil' campaign and two advertisements both for World Cups and the ad 'tag', last year's Cannes grand prix winner. Other famous ads star Pete Sampras and Andre Agassi playing in the streets of Manhattan; Tiger Woods playing 'keepy-uppy' with a golf ball; and Brazil's team playing soccer at the airport terminal.
It is a remarkable body of work, both in its variety, daring and consistent originality. At Nike there is a streamlined decision-making process that gives marketing directors real power. They do not rely on market research pre-testing which often reduces the impact of more experimental commercials. There is also the long relationship with one of the world's best ad agencies, and what Wieden describes as 'an honesty about sport'. Things only happen in Nike ads that sportsmen and women can really do.
'My number one advertising principle - if I have one - is to wake up the consumer,' concludes Knight, with an absolute conviction that is unique among modern-day chief executives. 'We have a high-risk strategy on advertising. When it works, it is more interesting.There really is no formula.'
