汽车共享研究外文文献翻译共享汽车2017

外文文献翻译原文及译文

文献出处:RoyDave.Thestudyonthecarsharingunder thesharingeconomic [J]. Journal of Business Research, 2017, 1(8):

95-106.

原文

ThestudyonthecarsharingunderthesharingeconomicRoyDave Abstract

Carsharingisakindofmeetthedemandof resident’s short-termcarinnovativetrafficpatterns.Carsharingfrequencyinthecarmusthaveprovid edmodel,aimedatresidentialcommunity,commercialofficecenter,universityand otherpublicservicevehicle.Theworld'sbiggestcarsharingoperatorZipcar,sinceit sinceptionin2000atHarvardUniversity,isto"provideahourdrivecarswith takeinservice",to achieve thedemandofalternativefamilycar,andkeepabout20%oftheaverageannualgrowt hrate.Carsharingcanbehighcostallocationtoeachuseofthecarandmaintenanceof distanceandtime,toattractuserstouseandmakeaprofit,theaveragepercaralternati ve20averagecar,atthesametimereducethe inducedbyvehiclesmarginalcostreduceinvalidtravel,hasagoodsocial,economica ndenvironmentaleffects,aswellasreducemember private cars use scale. Keywords: sharing cars, low carbon, development trend

1Introduction

According to the University of California, Berkeley,sustainabletransportationdevelopmentresearchcenterofstatistics,asof October2012,atotalof27countriesaroundtheworldtocarryoutthecarsharing,atota lof1.788millionmembers,to43500vehiclesShared,anaverageof41.1peopleshare acar.TheNorthAmericancarsharingmarket

theworld'sfirst,whichisabout38.7%ofthemarket.Zipcarhasabout9,300vehicles,i ntheUnitedStates,Canada,Britain,Spainandothercountriesofthe17majormetrop olitanareaandmorethan250universitiescampus,formorethan709,000membersp https://www.360docs.net/doc/326465364.html,eofpureelectricvehiclesasaSharedmodel ,throughtheinnovativemodeoftransportationandoperation management, personal traveldistanceofpureelectricvehiclesusersisshorterandlesschargingstationlayou tproblem.Bysharingoperation,canalsoforpureelectricvehiclesandfurtherintothe familyinformationbasedonthecharge,useandoperationofthemarketdemandfore casting.Pureelectriccarsharinghasruneverycityintheworld,includinginFrance'sl argestpublicbicyclecarriersBolloregrouplaunchedtheirtestisthemostfamous,by 2012,thetesthad3000pureelectriccarandnearly1200operatingsites,andothercitie sinFrancetocarryoutthepilot.Membersshouldpayanannualfeeof low, only can at any time through online booking, to use the vehicle.

2The social effects of car sharing

Car sharing biggest role is to replace conventional cars, and accordinglyreduceparking,congestionandotherissues,andmakestheautomobile toreducethedependenceoftravel,toencouragegreateruseofpublictransportandbi cycles,slowtransportation.On averageeverycarsharingalternative6~7ordinaryvehicles.Membersoftheaverage tripdistanceisreducedby50%~70%duetojointhesharing,resultinginthe 1, 000 Yuan to 3 000 Yuan transport costs reduced. According to thesharingofenterprisesurvey,20%ofcarsharingmemberssellcars,20%choose to delaytheirpurchases,whichchangesthe vehicle.Becauseatthe same time, reduce automobile dependence and use, can also help themembertousemorelowcarbonenergysavingmodeoftransportation,alsoaccor dingtothedataofNorthAmerica,thetransferofpublictransport,cycling,walkingrat esashighas50%.Ifthiseffectcanbepopularized in China, will provide policy to regulate the speed of carsenteringthefamilyelasticspace,alleviatethecongestionofautosociety,energy consumption, emission and safety issues.

3The case analysis of pure electric carsharing

Relatively, the use of pure electric vehicles as the main modelswillfurtherstrengthenthecarsharingof energyconservationandemissionsreduction.Atpresentpureelectriccarsharingm ainlyinEurope,France,Germany, North America andJapan.

3.1The test in Paris,France

Size and influence of the world's biggest electric car sharing for the Frenchtestproject,theprojectbythesuccessfuloperationinParisbicyclesharingV ELIBBolloregroupinvestmentoftheproject,Parisandatowngovernmentsupport andhelptheconstructionofsharingsite.Bollore group and Paris government signed the "public service" of theagencycontract,andshallassumethe corresponding

managementrisk,totalfinancialinvestmentriskisexpectedtoreach0millionEuros .AlthoughthestreetsintheFrenchwillbeagreatsuccess,butalsocausedsuchasparki ngSpacestoreduceexcessivecompetitionandtaxi.Francebefore testing also run some test items, such as Liselec company in LaRochellerunelectriccarsharingproject,using130kmrangeofelectriccars, are still funded by the local government.

3.2The university of California, riverside, Intellishareproject

As early as 2001, the university of California, riverside, conductedaaimedatdevelopmentof pureelectricvehiclesandhybridelectricvehiclesasthemainmodelsofsharingresea rchprojects,andatthetrainstationandriversideuniversitycampusesaroundthesite. Thewholeprojectof100vehiclesdailysharingtime,thevehicle'srangeof160km.Int ellishareprojectthroughoptimizingconfigurationmethod,makesthevehicletosha reonlyforelectricvehicleseffectively,thisisfortherangeof160kmthatmeetmostoft hetraveldemand,butIntellishareprojectisgiven priority to with study, and no consideration of profit.

3.3Japan's electric car sharing program

Toyota as early as the beginning of 1990, the company has beentestedaSharedproject,calledCrayonsystem,atotalof50cars,13sites,700mem bers,andintelligenttransportationsystemandGPSsystemstomonitorvehicle movements.In yokohama,1997electriccars sharetheproject,andfurtherfrom30vehicleswereextendedto400vehicles,membe rshipto8,000,andbecamefamouscoveredinyokohama,kawasaki,andTokyoCrix carsharingprogram.Japan'selectriccarssharetheprojectisnotverysuccessful,in19 99theSecondCarSystem(SCS)projectistousethe160kmoftheelectricCar,stoppe dtheprojectafterthreeyears,notbecausethechargingproblem,butduetothehighop erating costs.

4The challenges of electric car sharing

At present most of pure electric vehicles Shared by the companyasthemainbody,runbyparkingsupplyandconstructionof localgovernment,subsidiesandothermeansofsupport,butthereallarge-scaleoperationoftheelectric carsharingprojectis stillinprofitas amainpurpose. However, pure electric car sharing still faces the challenge:

4.1The financing constraints of pure electric car sharingproject

Because the first generation of pure electric vehicles cost ishigher,especiallyintheearlyperiodofthevehiclecost,laterbatteryreplacementco st, and the corresponding maintenance and insurance costs is the main

factor restricting the pure electric vehicle market share. Because thecar sharingitselfpopularityisnothigh,consumergroupsstillisgivenprioritytowithlowi ncomeandfamilycarfree,itssensitivitytothepriceishigher,thehigherrateofpureele ctricvehicles,itisdifficulttoguarantee continuous userrequirements.

4.2The constraints of the first generation of pure electricvehicles

The first generation of pure electric vehiclestravel distanceofbetween100~160km,tomaintainthedrivingrangeofeachcar,youmust ensurethevehicle'sbatterycapacity. Tomaximizethesharingofvehicleutilizationanduseofthetime,youneedtoveryco mplexoperationdispatchingsystem,however,duetothetimeoftheinformationlev elandthedistributionofthechargingstationcan'tmeetthedemandofthe city travel, operating as a bottleneck. Coupled with the first generationofpureelectricvehiclesisnotstable, lowservicelevel cannotsustainuserrequirements.

4.3The constraints of government continuesupport

Pure electric car sharing Settings need government support, buttheoperationeffectanduserdemandisstilldecidingwhetherornotthekeytoprofi t.Butduetosomeperformanceproblemsofpureelectricvehiclesandcost issues,thereisnoguaranteethattheuserrequirements,andbecausethereisnoclearsu pportoflocal governmentpolicy, coupledwith the economic crisis and other issues, often losing support dynamics

of the project, to support economy stronger hybrid cars or other Shared project.

5Suggestions for the development of pure electric carsharing5.1

The government leading, public transportoperations

Government unified planning and layout of pure electricvehiclesSharedproject,rebuildingorsharenewcarparking,andequippedw ithparkingchargingpile,arrangementofsharingcarsandtake thestationpoint.Suchastesting,Parisand45aroundtownisresponsibleforinvestme ntcarrentalpointconstruction,foreachstationfor50000Euros,atotalinvestmentof Paris,https://www.360docs.net/doc/326465364.html,ernmentthrough the establishment of pure electriccarsharingoperationmanagement,unifiedoperation,andoperationandve hiclemanagementforthecompanytoprovidesubsidieseveryyear.Thisoperationm odehastheadvantageofcomprehensivesystemforsharingdevelopmentplanning, construction,supportingpolicies,anduseitasamodelfordevelopmentofpublictra nsport,cooperatewithotherkindsoftransportationcohesion,theroleofcompleme ntaryandmutualassistance.5.2 Government in charge of the business and subsidies

By the overseas successful car sharing operator or moresuccessfuldomesticcarrentalcompaniessetupspecialoperationsManageme https://www.360docs.net/doc/326465364.html,panytoassistthegovernmentdrewupthepolicyandplanning of pure electric vehicles, and to reduce traffic, parking and

optimize the structure of travel demand as the goal, and take the risk of loss.Suchastestingthe maincompanyBolloregroupbeforeoperationandsignedanagreementofapublics ervicegovernment,theenterprisesmustbetake3000Eurosayearforeachcarmainte nanceandinsuranceexpenses,andthegovernmentpublicserviceasthe mainpurpose,onlyforapriceandprofitfromthebusinessperformance.Thisoperati onmodehastheadvantageofabsorbingforeignadvancedoperatingmode,andcarre ntalenterprisesfromtheAngleofthemarkettoseepureelectriccarsharing,andthrou ghsubsidiesandpolicymeasuresto encourageenterprisestoenterthemarket,atthesametimerequirecompaniestoperf orm certain social servicefunction.

5.3 Government in charge of stakes, enterprise in charge of

operationGovernment joint venture with pure electric car

manufacturer, to establishpureelectriccarsharingdevelopmentco.,LTD.,thegovernmentisrespon siblefortheplanningand layoutSharedvehicleparkingandchargingfacilities,theautomakerstoprovideveh icles,

operatingcompaniestoprovidetechnicalservices.Asthemaintestmodelisdevelop ed

forBolloregroup,withtheItaliancardesignmanufacturersthansouthFarley,coope rativemanufacturingBluecar(blue),usinganewgenerationofpolymermetallithiu mbatteryasapower,cantravel250km.Testingmethodtopromoteitselfasabluecar,a

dvertisingeffect.Theadvantage of this operating mode can constantly absorbingachievements

of the development of pure electric vehicles, work closely withcar manufacturers,throughthetransferofthegovernmentmanagementexperiencean dabilityoftheenterpriseproductiontolong-termoperationof pure electric vehicles Shared business.

译文

分享经济背景下的汽车共享研究

RoyDave

摘要

汽车共享是一种满足居民短时用车需求的创新型交通模式。汽车共享所提供的中频度汽车准拥有模式,旨在居住社区、商业办公中心、大

学等周边开展公用车辆服务。全球最大的汽车共享运营商Zipcar,自2000年在哈佛大学成立以来,即以“提供一种小时随取随用的自驾汽

车服务”,来实现替代家庭购车的需求,并保持约20%的年平均增长率。汽车共享可以将高昂的购车和养护成本分摊至每次使用的距离和时间,从而吸引用户使用并实现盈利,每辆车平均可替代20辆普通汽车,同

时减少了因购车后边际成本降低而诱增的无效出行,具有较好的社会、经济、环境效应,同时减少会员私家车使用规模。关键词:共享汽车,低碳,发展趋势

1 引言

根据美国加州大学伯克利分校可持续交通发展研究中心的统计,

截至2012 年10 月,全球共有27 个国家开展了汽车共享,会员数共

01-文献综述范文-翻译-当前零翻译研究问题与对策

外国语学院2018届毕业论文文献综述(示范) 一、研究背景 近来多篇论文中出现零翻译的提法(杜争鸣,2000;邱懋如,2001;刘明东,2002;袁斌业,2002a,2002b,2002c,2002d;石琳,2003;余清萍,2003;余清萍,秦傲松,2004;肖耀田,2004),但国内学者所编三本译学词典(林煌天,1997;孙迎春,1999;方梦之,2004)均未出现零翻译这一词条,国外三本词典/术语著作(Shuttleworth & Cowie,1997;Baker,1998;Delisle,2004)亦未收入这一条目,只有国内孙迎春(2001)编著的《汉英双向翻译学语林》收进了“零翻译(音译、形译之一种)zero translation”(58页)及“zero translation零翻译(音译、形译之一种)”(268页)两个条目,同时又有贾影(2002)反对零翻译提法,并认为承认不可译有“积极作用”。但零翻译现象确实存在,如DIY(自己动手),IQ(智商),EQ(情商),这些零翻译词汇经常在汉语中出现。英语中也有类似情况,如美国《时代》周刊中报道中国特色事物时经常使用拼音,如aizi(矮子),pizi(痞子),shiganjia(实干家),yuan(缘)(王祥兵,2002),shuangying(双赢),guanxi(关系)(顾静,2005)。 这些研究成果揭示了零翻译现象的存在,引进了零翻译的概念,促进了翻译理论概念的扩大,但是从发表的论文及孙迎春(2001)的这两个条目来看,各自运用的名称虽同(也有不同,如杜争鸣称为不译),但概念的内涵及外延均有出入,因此有必要探讨当前零翻译研究的问题并提出相应研究对策。 二、研究现状及不足 1. 定义不统一、模糊不清 传统翻译理论多把零翻译归结为“音译法”、“移译法”,只看到技巧层面的意义,如秦建栋(1999)讨论“英汉词汇空缺现象刍议”列举“音译法”、“移译法”,袁斌业(2001)论及“英语本族人音译汉语词汇的语用分析”,虽然看到“音译在我国只能用来翻译名词,而在国外则可以用来翻译包括名词在内的各种词语”,但未能从中提炼出零翻译的概念,实际上这里已包含有零翻译与音译的某些区别。 国内最早使用zero translation这一术语的是杜争鸣(2000),但他称之为“不译”,并分析了直译、意译与不译三种翻译策略。他不停留于策略本身,从跨文化交际的视角分析了三种策略的社会语言学与跨文化交际涵义,并看到了不译的三层文化含义。不译背后体现译者对于翻译目的的认识,“而翻译的目的必然直接或间接地反映反映译者本人对翻译的文化含义的意识与潜意识,反映他翻译时所采取的文化姿态与立场。”即翻译观的问题。但从术语的精确性来说

汽车后市场 外文文献翻译

The Competitive Dynamics in the Automotive Aftermarket: Branded Products and Private Label Products THE BUSINESS CASE Throughout the automotive aftermarket industry,senior executives are facing the reality of private brands. Similar dynamics exist outside of the automotive aftermarket and are intensifying in other sectors, such as traditional consumer goods. Also known as ―private label‖ and referred to across many consumer-oriented industries as ―store brands,‖ ―control brands‖ or ―own brands,‖ their risin g prominence has led top executives to ask: ? What issues and risks do U.S.-branded manufacturers face with respect to private brands? ? How are market forces different today than in years past? How will this landscape evolve? ? How can I better understand my operational blind spots in an increasingly competitive landscape? ? What can my management team focus on to protect and grow my brands? Where do we start? ?What are the similarities and differences between the private brand trends in the automotive aftermarket and the consumer products sector? ? What can be learned by automotive aftermarket executives from the private brand experiences in other sectors? Although answers to these questions are not simple and some market dynamics are not yet fully clear, the availability of private brands and other competitive trends are growing in the automotive aftermarket community, just as they are in many consumer product segments. One out of every three consumer products sold by one of the nation’s largest retailers is now private brand – up from one out of every five just a few years ago. With U.S. private brand sales in the grocery market surpassing well over $80 billion, for example, private brands can no longer be ignored by consumer product manufacturers. The U.S. market share of private brands in food, drug and mass merchant channels is more than 20 percent, according to industry data research firms. More than 80 percent of consumers shopping in big box, warehouse clubs and superstores frequently buy store brands and, depending on the specific product category, multiple store brands at a time. Retailers are focusing more resources on private branding to enhance margins, increase shelf velocity and expand store

汽车专业毕业设计外文翻译

On the vehicle sideslip angle estimation through neural networks: Numerical and experimental results. S. Melzi,E. Sabbioni Mechanical Systems and Signal Processing 25 (2011):14~28 电脑估计车辆侧滑角的数值和实验结果 S.梅尔兹,E.赛博毕宁 机械系统和信号处理2011年第25期:14~28

摘要 将稳定控制系统应用于差动制动内/外轮胎是现在对客车车辆的标准(电子稳定系统ESP、直接偏航力矩控制DYC)。这些系统假设将两个偏航率(通常是衡量板)和侧滑角作为控制变量。不幸的是后者的具体数值只有通过非常昂贵却不适合用于普通车辆的设备才可以实现直接被测量,因此只能估计其数值。几个州的观察家最终将适应参数的参考车辆模型作为开发的目的。然而侧滑角的估计还是一个悬而未决的问题。为了避免有关参考模型参数识别/适应的问题,本文提出了分层神经网络方法估算侧滑角。横向加速度、偏航角速率、速度和引导角,都可以作为普通传感器的输入值。人脑中的神经网络的设计和定义的策略构成训练集通过数值模拟与七分布式光纤传感器的车辆模型都已经获得了。在各种路面上神经网络性能和稳定已经通过处理实验数据获得和相应的车辆和提到几个处理演习(一步引导、电源、双车道变化等)得以证实。结果通常显示估计和测量的侧滑角之间有良好的一致性。 1 介绍 稳定控制系统可以防止车辆的旋转和漂移。实际上,在轮胎和道路之间的物理极限的附着力下驾驶汽车是一个极其困难的任务。通常大部分司机不能处理这种情况和失去控制的车辆。最近,为了提高车辆安全,稳定控制系统(ESP[1,2]; DYC[3,4])介绍了通过将差动制动/驱动扭矩应用到内/外轮胎来试图控制偏航力矩的方法。 横摆力矩控制系统(DYC)是基于偏航角速率反馈进行控制的。在这种情况下,控制系统使车辆处于由司机转向输入和车辆速度控制的期望的偏航率[3,4]。然而为了确保稳定,防止特别是在低摩擦路面上的车辆侧滑角变得太大是必要的[1,2]。事实上由于非线性回旋力和轮胎滑移角之间的关系,转向角的变化几乎不改变偏航力矩。因此两个偏航率和侧滑角的实现需要一个有效的稳定控制系统[1,2]。不幸的是,能直接测量的侧滑角只能用特殊设备(光学传感器或GPS惯性传感器的组合),现在这种设备非常昂贵,不适合在普通汽车上实现。因此, 必须在实时测量的基础上进行侧滑角估计,具体是测量横向/纵向加速度、角速度、引导角度和车轮角速度来估计车辆速度。 在主要是基于状态观测器/卡尔曼滤波器(5、6)的文学资料里, 提出了几个侧滑角估计策略。因为国家观察员都基于一个参考车辆模型,他们只有准确已知模型参数的情况下,才可以提供一个令人满意的估计。根据这种观点,轮胎特性尤其关键取决于附着条件、温度、磨损等特点。 轮胎转弯刚度的提出就是为了克服这些困难,适应观察员能够提供一个同步估计的侧滑角和附着条件[7,8]。这种方法的弊端是一个更复杂的布局的估计量导致需要很高的计算工作量。 另一种方法可由代表神经网络由于其承受能力模型非线性系统,这样不需要一个参

文献综述 英文

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