kitty12345678のプロフィール

If this were not your friend telling you the story,but some stranger sitting next to you on the bus,who couldn't make you understand that he or she had been to the dentist,you might be inclined to move to another seat. の文なのですが、仮定法を用いていたり、関係代名詞やthatの修飾等の概要はわかるのですが 文構造と訳の細かい部分がわからないのですが協力願います。 If this were not your friend telling you the story 「もし、あなたの友達があなたにその話をしていなければ」 but some stranger sitting next to you on the bus,who couldn't make you understand that he or she had been to the dentist 「（しかし？）バスであなたの隣に座っている見知らぬ人が歯医者に行ったことをあなたにわかってもらえない」 you might be inclined to move to another seat. 「あなたは、別の座席へ移動したくなるかもしれない」 と、このような部分訳をしてみたのですが、うまく文になりません あと、気になる点は、仮定法の否定形なのでbut～は順接的な繫がりになるのだろうか？など

The personal computer industry offered two categories of suppliers in early 1990s. Those products had multiple sources, like disk drives, CRT screens, keyboards, computer boards and memory chips; and those supplying microprocessors and operating system software.

Dell generally copied Compaq or lBM"s basic design assembling the products with standard components. However in 1992 Dell started to feel pressure from lower-priced clones such as ALR, Packard Bell, and Gateway. They copied Dell and offered even lower expense structure and lower prices. Dell was force to look for new strategy to differentiate its products through innovation. By 1992, Dell was introducing new PCs every three weeks; its oldest product was 11 months old.

Michael Dell started Dell Computer in Austin, Texas in 1984. The company first product was an IBM PC/XT clone that he sold through computer magazines at one-half lBM’s primes. From 1985 to 1990, Dell became the fastest-growing computer company in the world. By 1991, it was a half-billion-dollar company, offering a full line of PCs through direct mail. Dell distinctive strategy was: its unconditional money-back guarantee within 30 days, its toll-free customer service number, and a one-year contract with Xerox to provide next-day, on-site service within 100 miles of nearly 200 locations.

IBM trademark was its horizontal and vertical integration. It had the largest direct sales forces in the computer industry and sold more types of computers, software. And peripherals than any other company in the world. IBM’s R&D budget of $6.6 billion exceeded the revenues of all but a few competitors. Its market share had steadily declined in the PC business 1984. lts products lost much of differentiation as clones successfully attacked IBM with cheaper and sometimes with technically superior products; and after a dispute with Microsoft, IBM appeared to lose control over the operating system software. In order to regain the initiative, IBM launched alliances in the 1990s, with Siemens for joint development of the next generation of memory chips; with Toshiba for flat panel displays; with Apple for the next generation operating system; and with Motorola for microprocessors. Compaq started by selling the first successful IBM clone portable, and made $100 million in sales, which made it the fastest-growing company in history Compaq growth and profitability were based on offering more power or features than comparable IBM’s, at slightly higher prices. By launching the first PC with an Intel 80386 microprocessor, it became a trend­setter rather than just another clone.