高分悬赏！！请帮忙翻译（英翻中）这一小篇文章！！

Question

高分悬赏！！请帮忙翻译（英翻中）这一小篇文章！！

请勿使用翻译软体！！

文章如下：

The use of preannouncements to create and maintain a favorable industry bias toward a firm’s future plans and products may be particularly critical in certain situations: (1) future actions are new for the company and could be construed as risky, such as General Motor’s “Zero Percent” financing; (2) future actions affecting multiple market participants (e.g., suppliers, distributors, and investors), such as the H-P and Compaq merger; and (3) the industry is highly dynamic or emerging so future actions are stressed, as in biotechnology. However, these research questions are beyond the scope of the current study and highlight the need for further investigation regarding preannouncing outcomes and the possible effects (i.e., direct, indirect, and interactions) of factors such as industry context and preannouncement content as well.

Previous research indicates that NPD resources have a positive relationship with new product success (Cooper 1979; Cooper and Kleinschmidt 1987; Song and Parry 1996, 1997). Brown and Eisenhardt (1995) proposed that “a product that is well-planned, implemented and appropriately supported will be a success”. The study’s positive result regarding NPD resources and new product success (Hypothesis 4) lends further support to this resource-based theory of new product success. Indeed, in our model, the results indicate that NPD resources are the main driver of new product success.

Therefore, preannouncement behavior, through market anticipation, may have a highly tangible benefit: positively affecting the firm’s NPD resources. Extant literature indicates that communication fosters new product success by generating support and commitment among NPD teams (Brown and Eisenhardt 1995). This study suggests that market anticipation at the industry level, beyond the domain of the team, may also foster new product success through its positive affect on NPD resources. In other words, communication-based effects may operate at two levels: (1) operationally, at the project or team level, where communication fosters internal support and task management effectiveness, and (2) strategically, at the program or industry level, where a favorable bias and support for the firm’s new product plans is engendered across an array of market participants (e.g., investors and supply chain partners).

只要各位能够帮上我的忙，我给分绝对不会吝啬的。

切记：请勿使用翻译软体！！

那麼就麻烦各位了，万事拜托了，谢谢！！
再三叮咛：请勿使用翻译软体！！

翻译得愈通顺愈好，我必定会把分数送给你的！！

谢谢各位的合作，有劳各位了，谢谢！！

Answer 1

利用预报创造和保持一个良好的行业偏向公司的未来计划和产品可能是尤为关键在某些情况下： （ 1 ）未来的行动是新的公司，可被视为风险，如通用汽车的“零利率”的融资; （ 2 ）未来的行动影响到多个市场参与者（例如，供应商，分销商和投资者） ，如惠普和康柏合并;和第（ 3 ）该行业高度动态的或新出现的，以便今后的行动有强调，如在生物技术。然而，这些研究的问题是超出了目前的研究，并强调有必要作进一步调查有关preannouncing成果和可能造成的影响（即直接，间接，和相互作用）的因素，如行业背景和预报内容以及。

以往的研究表明， NPD的资源产生积极的关系，成功推出新产品（库珀1979年;库珀和克莱因施密特1987年;宋和帕里1996年， 1997年） 。布朗和艾森哈特（ 1995 ）提出， “一种产品，它是精心策划，实施和适当的支持一定会取得成功” 。这项研究的阳性结果就NPD的资源和新产品的成功（假设4 ）贷款进一步支持这一资源基础理论的新产品取得成功。的确，在我们的模型，结果表明， NPD的资源是主要驱动力的新产品取得成功。

因此，预报的行为，通过市场预测，可能有一个非常明显的好处：积极影响公司的NPD的资源。现存的文献表明，通信促进新产品的成功，产生的支持和承诺NPD的球队之一（布朗和艾森哈特1995年） 。这项研究表明，市场预期在行业层面，超越了网域的团队，也可以促进新产品成功通过其积极的影响NPD的资源。换句话说，通信为基础的经营效果可能在两个层面： （ 1 ）业务，在项目或团队一级，促进内部沟通支持和任务管理的有效性，以及（ 2 ）战略，在节目或行业层面，在那里一个良好的偏见和支持该公司的新产品计划是全国产生了一系列的市场参与者（例如，投资者和供应链合作伙伴） 。

Answer 2

记下了，来日！

Answer 3

自己想