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Blackberry Season ブラックベリー(リサーチ・イン・モーション)の苦境 本日英文、明日和訳掲載

 本日は、2/13号の誌面に掲載されているサロウィッキー氏のコラムの英文を掲載します。明日和訳掲載します。サクっと読んだ感じでは非常に訳しやすく簡単でした。中学生でも読めるんじゃないかと思います。また、内容も中学生でも興味が持てるものではないかと思います。

 題名は以下のとおり。

The Financial Page

Blackberry Season

by

February 13, 2012


 ブラックベリーというのは、今が実の取れるシーズンですので、コラムの題名がブラックベリー・シーズンとなっています。コラムは、ブラックベリーの苦しんでいる現況について触れるところから始まっています。ブラックベリーという端末がリサーチ・イン・モーション(R.I.M)から発売されたのは2006年のこと。今のスマホよりちょっとぐらい短くて、スライドさせて、キーボードを使う携帯端末でした。当時としては、とても斬新で(アイデアとしても、製品デザイン)、画期的で売れに売れました。ブラックベリー=カッコいい、という感じでした。日本でもそれなりに売れたんじゃないでしょうか。しかし、2012年の現在、すっかり、iPhoneやAndroidに取って代わられました。


 ブラックベリーは、独自のシステムでしたので(たしか、私の記憶では、米では独自の回線を使い、他のキャリアには繋がらなかった?)、他社との互換性はありませんでした。そのことは、発売当時2006年には弱点ではありませんでした。むしろ、セキュリティーが固くなるわけで強みでした。それで、最初、企業のIT部門の人が自ら持ったり、自社の従業員に持たせたりする形で売れ始めました。かつて、電報や、電話や、コンピューターといった新技術は先ず企業に浸透し、後に家計に浸透していきました。ですので、ブラックベリー端末も企業に入り込んだ後、個人が買うようになるだろうと想定されました。まあ、確かに売れたのですが、その人たちが、次にまたブラックベリーの後継機種を買うかと言うとたぶん買わないでしょう。


 一体、R.I.M.の何がいけなかったんでしょうか?サロウィッキーによれば、2006年から2012年の間で、世の中が変わってしまったとのこと。ITのconsumerizationが起こったと述べています。consumerizationとは、適切な訳語が無く、どう訳すか悩むところです。まあ、ITのconsumerization化で、ITが大衆化したこと、誰もが端末を持っていうような世の中になったということのようです。誰もが携帯端末を持つ時代になっているのに、前述のとおりブラックベリーは企業のIT部門の方に喜んでもらうように意図して作られていたので、一般大衆からすると使うには不便極まりないものでした。それで、使い勝手の良い、iPhone等に取って代わられたとのこと。


 詳細は、明日掲載予定の和訳をご覧ください。

 では、以下に英文全文を掲載します。「続きを読む」をクリックしてください。

The Financial Page

Blackberry Season

by

February 13, 2012

ive years ago, Research in Motion, maker of the BlackBerry, was one of the most acclaimed technology companies in the world. The BlackBerry dominated the smartphone market, was a staple of the business world, and had helped make texting a mainstream practice. Terrifically profitable, the phone became a cultural touchstone—in 2006, a Webster’s dictionary made “CrackBerry” its word of the year.

These days, it seems more like the SlackBerry. Thanks to the iPhone and Android devices, R.I.M.’s smartphone market share has plummeted; in the U.S., according to one estimate, it fell from forty-four per cent in 2009 to just ten per cent last year. The BlackBerry’s reputed addictiveness now looks like a myth; a recent study found that only a third of users planned to stick with it the next time they upgraded. R.I.M.’s stock price is down seventy-five per cent in the past year, and two weeks ago the company was forced to bring in a new C.E.O. The Times wondered recently whether the BlackBerry will go the way of technological dodoes like the pager.

The easy explanation for what happened to R.I.M. is that, like so many other companies, it got run over by Apple. But the real problem is that the technology world changed, and R.I.M. didn’t. The BlackBerry was designed for businesses. Its true customers weren’t its users but the people who run corporate information-technology departments. The BlackBerry gave them what they wanted most: reliability and security. It was a closed system, running on its own network. The phone’s settings couldn’t easily be tinkered with by ordinary users. So businesses loved it, and R.I.M.’s assumption was that, once companies embraced the technology, consumers would, too.

This pattern—of winning over business and government markets and then reaching consumers—is a time-honored one. The telegraph was initially taken up mainly by railroads, financial institutions, and big companies. The telephone, though it became popular with consumers relatively quickly, was first used principally as a business tool. The typewriter’s biggest users were offices. The Internet originated in the military-industrial complex, and first found an audience among academics and scientists. The personal computer, though popular with hobbyists early on, came to market dominance only once I.B.M. introduced models targeted squarely at businesses. Historically, new technologies have been very expensive—when phone service was introduced in New York, it cost the equivalent of two thousand dollars a month—and so early adopters have generally been companies that could make (or save) money by using them. (It’s telling that the biggest exception to the business-first pattern was television, where the business applications were less obvious.) In 2006, it looked to R.I.M. as if the story of the smartphone market would echo the story of the telegraph.

It didn’t. In fact, even as the BlackBerry was at the height of its popularity, we were entering the age of what’s inelegantly called the consumerization of I.T., or simply Bring Your Own Device. In this new era, technological diffusion started to flow the other way—from consumers to businesses. Social media went from being an annoying fad to an unavoidable part of the way many businesses work. Tablets, which many initially thought were just underpowered laptops, soon became common among salesmen, hospital staffs, and retailers. So, too, with the iPhone and Androids. They’ve always been targeted at consumers, and tend to come with stuff that I.T. departments hate, like all those extraneous apps. Yet, because employees love them, businesses have adapted (and the iPhone and Androids have upgraded security to make themselves more business-friendly). As a result, the iPhone and Androids now control more than half the corporate mobile market.

Consumerization has been disastrous for R.I.M., because the company has seemed clueless about what consumers want. R.I.M. didn’t bring out a touch-screen phone until long after Apple, and the device that it eventually launched was a pale imitation of the iPhone. Although the BlackBerry brand name was once seen as a revolutionary success, over time R.I.M.’s product line became bewilderingly large, with inscrutable model names. If you’re a consumer, do you want the 8300 or the seemingly identical 8330? And the BlackBerry’s closed system has left R.I.M. ill equipped for a world in which phones and tablets are platforms for the whole app ecosystem.

The consumerization of I.T. has deep economic and social roots and is unlikely to go away. Technological innovation has dramatically lowered the cost of computing, making it possible for large numbers of consumers to own powerful new technologies at reasonably low prices. (Apple’s products seem pricey, but despite the weak economy it has sold more than a hundred million iPhones and more than forty million iPads.) The workplace is changing, too. The barrier between work and home has been eroded, and if people are going to have to be constantly connected they want at least to use their own phones. Companies have quickly come to love consumerization, too: a recent study by the consulting firm Avanade found that executives like the way it keeps workers plugged in all day long. And since workers often end up paying for their own devices, it can also help businesses cut costs. One way or another, consumers are going to have more and more say over what technologies businesses adopt. It’s a brave new world. It’s just not the one that the BlackBerry was built for. 

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[ 2012/02/07 23:54 ] FINANCIAL PAGE | TB(0) | CM(0)
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