求助高手帮忙翻译英文文章，急！ 谢谢
不要用软件翻译的哦，寻找真才实学的高手
International joint ventures are people intensive. It is the people relationships that are the glue that holds them together. Good people relationships between partners are the rudders which steer joint ventures through troubled waters.
Ideally, these relationships require continuity of the people involved in the development of joint ventures, certainly for a significant period of time during their creation and when they are getting the ground, but ideally for some time thereafter. Joint ventures are basically partnerships and when the representatives of the partners change too frequently, matters often get off course, sometimes resulting in the forced dissolution of the joint venture. There is much “water over the dam” now in terms of joint ventures and one lesson that can be drawn from the experience is that “people” changes should be made with great care in the naming of company representatives responsible for working with foreign partners on international joint ventures. The fact of change in itself in these representatives frequently is just not a plus in the development of the joint venture relationship.
Joint ventures, in a number of cases don’t work out because the “people” relationships become unglued and / or the business can’t be made profitable. With this in mind, international joint ventures should be structured to anticipate the worst contingencies. If this is done even though the contingencies don’t occur, you can feel that your company’s interests have been protected. Here, I would add an additional observation, namely, that a joint venture that did not work out may be profitable for the partners when broken up if the right decisions were made on the purchase of real estate or the acquisition of the right equipment. These assets may well be worth more when sold than when they were purchased by the joint venture when formed. This has been particularly true in Japan. If the breakup is profitable, then you’ll want to make sure that you get your share of these profits.
理想状态下，这样的和谐的人际关系，要求参与合资企业发展的人员具有一贯性，至少在企业创建期间以及经营初期的相当一段时间里需要如此。但理想的情况是，在此之后的一段时间里也如此。合资企业基本上都属于伙伴关系。如果伙伴的代表变换得太过频繁，就会经常出乱子，有时还导致合资企业被迫解散。就合资企业而言，目前有很多“木已成舟的事情”。从过往经验中能够吸取的教训是：在任命国际合资企业中负责与外国伙伴一起工作的企业代表时，“人员”变动应该慎之又慎。对企业代表进行频繁更换这一事实本身，对于合资企业关系的发展，就不是一个有利因素。
合资企业，在很多情况下会以失败告终，因为其中的“人员”关系松散，或者所经营的业务不能带来利润，或者两者兼而有之。有鉴于此，组建国际合资企业时应预见到最坏的意外情况。如果做到了这一点，即使没有出现意外，你依然会觉得，企业的利益得到了保护。在此，我想补充一点看法，即当初以失败告终的合资企业在解散时，如果在购买不动产或购置恰当的设备方面作出了正确决定，合伙人也是有可能盈利的。这些资产在售出时很有可能比合资企业组建时卖出的价值更高。这种情况在日本尤其突出。如果连解散都有利可图，那么，你就要想方设法得到属于你的那部分利润了。
太多了吧 大姐
