Turkish White Goods: Cleaning Up
土耳其白色家电：清洁
Arcelik is a rare bight spot incorporate Turkey.
阿奇利克是土耳其少见的商业亮点。
Forgive a maker of washing machines a fondnessfor spin.
原谅洗衣机的制造商会喜欢旋转。
Hakan Bulgurlu, who manages Arcelik, the biggest producer and seller of white goods inTurkey, claims a “strong mood” has returned to his domestic market.
哈坎·保格鲁管理的阿奇立克是土耳其白色家电最大的生产商和销售商。他声称“强烈情绪”已经回到国内市场。
Sales there leapt by 35% in the first quarter compared with the same time last year.
第一季度的销售额比去年同期增长了35%。
His forecast is upbeat.
他的预测是乐观的。
“Turkey is more resilient than it looks from the outside,” he says, citing cheery reports fromdealers who run his 3,000 own-brand shops.
他引用了一个经营着3000家自有品牌店铺的经销商的乐观报告，并说：“土耳其实际比它看起来更有弹性”。
Reality is less whiter than white.
现实比白色更惨淡。
Many investors and traders remain spooked by political dramas, a coup plot last year and byan authoritarian president, Recep Tayyip Erdogan.
由于去年独裁总统，雷杰普·塔伊普·埃尔多安的政变阴谋，许多投资者和交易员仍然很担忧。
The IMF gave warning in February that low business profits, a lack of credit and politicaluncertainty all bode ill for Turkey's economy.
二月份，国际货币基金组织指出，低的商业利润、缺乏信用和政治不确定性都预示着土耳其经济的衰退。
A splurge of public spending and stimulus measures—a special tax on appliances has beensuspended for a few months—have brought forward sales of appliances to before the usual, summer, shopping season.
挥霍公共支出和一种特别税暂停的刺激措施，已使家电销售暂停好几个月，平时这个夏季就是购物季。
Firms cannot trust in a domestic recovery just yet.
各个公司并不相信国内的复苏。
Arcelik's prospects, however, depend more on tapping distant markets than on reboundinglocal ones.
然而，阿奇立克的发展，更多的是依赖于开发遥远的市场而不是当地市场的反弹。
It wisely branched out after the mid-1990s (when Turkey joined Europe's customs union) andtoday has 18 factories, with nearly 30,000 staff, in seven countries.
它在20世纪90年代中期(土耳其加入欧洲关税同盟)后明智地打开了市场，今天在七个国家有18家工厂，员工近3万人。
Last year it generated global sales of 4.8bn euro ($5.4bn) , 60% outside of Turkey, and adecent 11% pre-tax profit.
去年，它产生的全球销售是54亿美元，60%是来自土耳其之外，有一个十分不错的11%税前利润。
Much came from western Europe.
大部分利润来自欧洲西部。
It counts as a rare bright light for corporateTurkey.
这对于土耳其公司来说是一次极为珍贵的机会。
Its Beko brand of kitchen and other appliances isamong the most popular in Britain as shoppersswitched to lowish-priced goods after the financial crisis.
金融危机之后，消费者都倾向购买价格低廉的物品，土耳其公司旗下销售厨房用具的BEKO品牌以及别的各种电气用具因此广受消费者的欢迎并且立即成为了英国最热门的品牌。
The firm aims to be among the top three in every European market as it expands in the face ofbigger rivals, notably Electrolux of Sweden and Germany's BSH.
该公司的目标是跻身于欧洲市场的前三名，并且继续扩展增强自身竞争力，力争与瑞典的伊莱克斯和德国的BSH旗鼓相当。
Size is important.
规模是非常重要的。
Industry consolidation leaves smallish firms at risk of being swallowed, though Arcelik lookssecure because it is mostly owned by Koc Holding, one of two hefty, family-run conglomeratesin Turkey.
工业合并的潮流给了许多小型企业被吞并的风险。尽管像阿奇力克这样的公司仍然在行业兼并浪潮中屹立不倒，那是因为公司背后有KOC集团(一个位于土耳其庞大的家族企业)撑腰。
What is more, firms' success depends on their devoting resources to research, such as forfinding uses once appliances are digitally connected via the “internet of things”.
更为重要的是，企业的成功依赖于其投入的研究资源，比如一旦通过“物联网”设备进行数字化连接，就能物尽其用。
Arcelik brags of securing lots of patents.
阿奇力克公司吹嘘其已经获得了大量专利。
It touts an oven that chills food by day before cooking it in the evening.
诸如一项专利是一款特制烤箱，将冷藏的食物在食用的前一天晚上放入烤箱即可。
Another innovation is a fridge that tests gases released by food such as meat when it is goingoff.
另一个创新发明则是能通过冰箱内事物的气体来判断类似肉类的食物是否变质。
A bigger growth spurt, however, depends on the firm breaking into Asia's fast-growing markets.
然而，公司更大的增长速度取决于打入亚洲快速增长的市场。
That means competing with global giants, notably Haier Group of China.
这意味着与全球巨头的竞争，尤其是中国的海尔集团。
Arcelik is trying.
阿奇立克正在努力。
It has a factory and sells in China.
它有一个工厂并在中国销售。
Last year it bought a Pakistani producer of white goods for $243m, and opened a fridge factoryin Thailand.
去年它花2.43亿美元买了一个巴基斯坦的白色家电生产商，并在泰国开了一家冰箱生产厂。
Last month Mr Bulgurlu trumpeted a $100m joint venture with Tata, one of India's largestcompanies, to make and sell fridges under a local brand, Voltas. (It will import other goodsfrom Turkey. )
上个月，保格鲁先生鼓吹拿出1亿美元与印度最大企业之一塔塔合资，用来生产和销售本地品牌Voltas的冰箱。(它将从土耳其进口其他商品。)
He talks, optimistically, of annual sales in India reaching $1bn within a decade.
保格鲁先生乐观地谈到，印度在十年内每年销售额会达到10亿美元。
Doing business in such spots can be tough, but with experience in Iraq and Syria, Arcelik clearlyexpects all to come out in the wash.
在这样的地方做生意可能会很难，但通过在伊拉克和叙利亚的经验，阿奇立克显然希望一切所有水落石出。
重点词组：
1.washing machines 洗衣机
例句:The office was crowded with people complainingabout the washing machines.
办公室里挤满了抱怨洗衣机的人。
2.branch out 扩展范围
例句:ASEAN has branched out tentatively into the security business.
东盟已经尝试将合作范围拓展到安全领域。
3.public spending 公共支出
例句:The social services account for a substantial part of public spending.
社会福利事业占了一大部分的公共支出。
4.a lack of 缺乏
例句:I was hampered by a lack of information.
我受到了信息不足的牵累。
5.come out 出来;出版
例句:The truth is beginning to come out about whathappened.
真相开始逐渐浮出水面。
6.depends on 依赖
例句:The development of the food industry depends on that of agriculture.
食品工业的发展有赖于农业的发展。
7.the financial crisis 财政危机
例句:We must pull our company out of the financial crisis as soon as possible.
我们必须使公司尽早摆脱财政危机的困境。
8.at risk of 处于...风险
例句:He saved three children alive at risk of his life.
他拼命救出了三个孩子。
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