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【篇一】小米遞交上市申請 擬IPO募集100億美元
Xiaomi kicked off what is set to be one of the world's biggest initial public offerings to raise up to $10bn, filing a prospectus that gives investors their first look at the Chinese handset maker's financials. It is due to list in early July.
Xiaomi made an operating profit of Rmb12.2bn ($1.9bn) last calendar year, triple the previous year. After deducting the cost of redeeming convertible preference shares held by investors that became a pre-tax net loss of Rmb41.83bn.
The numbers also show that, Xiaomi's phoenix-like rise from its nadir notwithstanding, the company continues to burn through cash, to the tune of Rmb995.67m last year.
Proceeds from the IPO, which analysts and bankers expect to value the company short of the $100bn originally touted, will be split in roughly equal parts between research and development, investments in the internet of things and other areas designed to boost its software platform, and global expansion.
It has already invested in over 90 IoT and lifestyle companies and has become the top smartphone seller in India, with a 31 per cent market share according to Canalys.
The flotation would be one of the first to take advantage of changes to HKEX's listing regime, made last month, which allow for companies to list with weighted voting rights for the first time.
Another banker working on the deal recently told the FT that HKEX wanted Xiaomi to "be the poster child of its new regime".
While the company began life as a cheaper iPhone it has since expanded into home products, like rice cookers and air conditioners, and developing a mini-platform offering entertainment and other apps – aping the model adopted by the likes of Apple and, in China, Tencent and Alibaba.
Lei Jun, co-founder and chairman, never one to shrink from hyperbole, introduced the company in the prospectus by saying "We have changed how hundreds of millions of people live, and we will become a part of the lives of billions of people globally in the future."
【篇二】譯文
日前，小米發(fā)起了全世界規(guī)模之一的首次公開募股，計(jì)劃募集高達(dá)100億美元資金。該公司提交的招股說明書，讓投資者搶先看到了這家中國手機(jī)制造商的財(cái)務(wù)狀況。小米預(yù)計(jì)將于7月初上市。
小米去年的營業(yè)利潤為122億元人民幣（合19億美元），相比前年增長了兩倍?？鄢顿Y者持有的可轉(zhuǎn)換優(yōu)先股的贖回成本，小米去年稅前凈虧損418.3億元人民幣。
數(shù)據(jù)還顯示，雖然小米經(jīng)歷了鳳凰涅槃般的東山再起，但該公司仍在繼續(xù)燒錢，去年燒錢規(guī)模達(dá)到9.9567億元人民幣。
此次IPO募集的資金--分析師和投資者預(yù)計(jì)募資規(guī)模將低于最初所吹噓的1000億美元--將大致平均地用于研發(fā)、旨在提升其軟件平臺(tái)的物聯(lián)網(wǎng)及其他領(lǐng)域的投資以及全球擴(kuò)張。
小米已經(jīng)投資了90多家物聯(lián)網(wǎng)和改善生活品質(zhì)類公司，并已成為印度的智能手機(jī)銷售商。Canalys稱小米在印度占據(jù)了31%的市場份額。
此次小米上市將成為首批利用港交所上市機(jī)制變革的公司之一。上個(gè)月港交所公布了新的上市制度，首次允許企業(yè)以加權(quán)投票權(quán)結(jié)構(gòu)上市。
另一位參與該交易的銀行人士最近向英國《金融時(shí)報(bào)》表示，港交所希望小米“成為新制度的典范”。
雖然該公司最初以生產(chǎn)便宜版iPhone起家，但自那之后已經(jīng)擴(kuò)張至家用產(chǎn)品（如電飯煲和空調(diào)）領(lǐng)域，并開發(fā)了一個(gè)提供娛樂和其他應(yīng)用程序的迷你平臺(tái)--效仿的是蘋果以及中國的騰訊和阿里巴巴等公司所采用的模式。
小米聯(lián)合創(chuàng)始人兼董事長雷軍從來不畏于夸大其詞，他在招股說明書中介紹該公司時(shí)稱：“我們已經(jīng)改變了幾億人的生活，未來我們將成為全球幾十億人生活中的一部分?！?BR> 【篇三】中國科技巨頭日漸崛起 跨國公司敗北人才大戰(zhàn)
In the competitive Chinese market, Western companies are losing the war for talent.
According to a 2017 report by Bain & Co and LinkedIn China, about a third of executives in Chinese companies moved from multinationals in the past five years. Only 10% of leaders of multinationals moved from local companies over the same period.
In 2012, Apple topped the list of the most attractive employers in China, according to global executive search firm Heidrick & Struggles. But by 2017, Chinese companies had taken the top position in five out of six business sectors.
There are multiple reasons for the shift. Given the rise of Chinese tech companies like Baidu, Alibaba and Tencent, Chinese executives fear missing out on one of the world's most compelling growth stories as domestic companies become global players.
These executives can expect to move up the corporate ladder faster than if they remained at established multinationals.
There is a cultural dimension too: working in China for a Chinese company means not having to explain the Chinese market to Western business leaders in order to get ahead.
To change this condition, Western companies must change the way they do business, starting with developing a culture of agility and innovation in their Chinese operations.
Multinationals need to be less rigid and controlling from headquarters to allow local Chinese talent to experiment.
【篇四】譯文
現(xiàn)如今，在競爭激烈的中國市場，西方企業(yè)正在人才爭奪戰(zhàn)中節(jié)節(jié)敗退。
貝恩公司和領(lǐng)英中國2017年發(fā)布的報(bào)告顯示，過去5年中，中國約1/3的企業(yè)高管來自跨國公司，而跨國公司領(lǐng)導(dǎo)層中僅有10%的人來自中國本土企業(yè)。
全球高管獵頭公司海德思哲稱，2012年，蘋果冠居中國吸引力雇主，但到了2017年，中國企業(yè)已在6個(gè)商業(yè)行業(yè)中的5個(gè)獨(dú)占鰲頭。
多重原因造就了這一轉(zhuǎn)變：鑒于百度、阿里巴巴、騰訊等中國科技企業(yè)的崛起，大型跨國集團(tuán)的中國高管擔(dān)心會(huì)錯(cuò)過這些令全球矚目的增長故事。
這些高管還期望在中企能比繼續(xù)留在那些老牌的跨國公司更快地得到晉升。
另外文化方面的因素影響也比較大，在中國公司工作，意味著不必向外國老板解釋中國市場來獲得成功。
要改變這種狀況，西方企業(yè)必須改變它們的運(yùn)營模式，從發(fā)展中國業(yè)務(wù)的靈活性和文化創(chuàng)新開始。
跨國公司需要不那么死板，允許中國本土人才進(jìn)行試驗(yàn)，以應(yīng)對中國市場的迅捷變化。