求助论文翻译 英译汉请英语高手朋友帮忙翻译以下下面几段话，毕业设计用，先行谢过：However, consumer be

求助论文翻译 英译汉
请英语高手朋友帮忙翻译以下下面几段话，毕业设计用，先行谢过：
However, consumer behaviour is changing. At the end of the twentieth century more people owned cars, which meant that consumers were willing to travel further to shop. Saturation ownership in mature markets had cut the rate of growth in new car sales, leading to lower profits for dealers. Declining brand loyalties, linked partly to the arrival of new marques, had reinforced the reassessment of established sales networks. And cars' greater safety and reliability had cut dealer's profits from repairs and servicing—two areas that had formerly compensated for lower margins on sales.
The expectation is that early in the twenty first century bigger dealerships will be the order of the day—with more expensive staff and premises, leading to greater economies of scale in advertising and the back office. The model for this is General Motor's Saturn subsidiary, where by the end of the 1990s showrooms were well appointed, bright staff were salaried, and every dealership sold cars at a fixed price, with no haggling or high pressure pitches.
Daewoo of South Korea, in its UK operations, eschewed conventional dealers in favour of direct sales to customers. Its approach, like that of Saturn, has been designed to take the pain out of purchasing by using trained, salaried staff to sell at fixed prices.
Saturn had the advantage of starting from scratch. Revitalizing existing networks is more difficult and consolidation is critical.
In the USA, three companies, Republic Industries, CarMax, and Auto Nation, have revolutionized used-car sales by creating nation-wide chains working to high standards. In the mid-1990s Republic bought out Auto Nation and moved into the new-car sales area by buying and merging family-owned dealerships.
In the UK it may prove to be easier to implement change, given the number of well-capitalized, professionally run dealer chains such as Reg Vardy and Evans Halshaw. These chains are likely to be more keen to entertain ideas such as swapping territories than family firms.
Ford has been the busiest of all. It has redrawn its dealership network in the UK into 112 new areas based on changing demographic and consumer patterns. About 60 per cent of sales are going through reorganized zones. This model is likely to be replicated in continental Europe and the USA. Its immediate goal is to cut costs and improve dealers' returns. Its long-term aim is to turn dealers into ‘antennae’, reporting market trends to the factory directly by computer. This should allow for better forecasting and lead to reduced waste in manufacturing.

不过，消费者的行为正在发生变化。在二十世纪末，更多的人拥有汽车，这意味着消费者愿意旅行进一步店。饱和的所有权在成熟的市场上已削减的增长率在新的汽车销售，导致利润下降经销商。下降的品牌忠诚，挂钩部分的到来，新的品牌，加强了重新评估既定的销售网络。和汽车更大的安全性和可靠性减少了经销商的利润从维修及服务-两大范畴，即以前的补偿利润率较低，对销售。期望的是，早在21世纪更大的经销商将成为议事日程-与更昂贵的工作人员和房地，导致更大的规模经济，在广告和后勤办事处。
模型，这是通用汽车的土星子公司，其中由20世纪90年代末陈列室，以及被委任的，光明的受薪工作人员，每一个经销商出售的汽车在一个固定的价格，没有任何讨价还价或高压力球场。办公室。
大宇的韩国，在其英国业务，避免常规交易商在赞成直接销售给客户。其做法一样，土星，在设计上已采取的痛苦，走出采购使用受过训练的，领薪职工出售固定价格。
土星有优势，一切从头开始。振兴现有的网络是更加困难和巩固是至关重要的。在美国，三家公司，共和国的工业， carmax ，和汽车的国家，有革命性的二手车销售创造全国各地连锁店工作的高标准。在1990年代中期，共和国购买了汽车民族和迁入新的新车销售区购买和合并，家族拥有的经销商。
在英国，它可能被证明是实施起来要容易改变，由于数目，以及资本，专业运行的经销商链，如条例vardy和商务部长埃文斯halshaw 。这些连锁店有可能会更热衷于娱乐的想法，如交换领土比家族企业。
福特汽车一直是最繁忙的一切。它已重新划定其经销商网络，在英国成为112的新领域的基础上不断变化的人口和消费模式。约60 ％的销售正经历重组区。这一模式很可能会被复制在欧洲大陆和美国。其近期目标是削减成本和提高经销商的回报。其长远目标是把经销商纳入'触角' ，报告的市场趋势，以工厂直接由电脑。这应该让更准确地预测，并导致减少了浪费在制造业。