It's time to retire comparisons between Apple and Tesla, once and for all_老虎社区_美港股上老虎

It's time to retire comparisons between Apple and Tesla, once and for all

Business Insider2021-03-15

Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press Tesla is often compared with Apple. Tesla CEO Elon Musk has been called ...

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Eaglewings
·2021-03-15
No comparison.
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JohnnieBeGd
·2021-03-15
Both of them should work together to make the starry flag in glittering glory...
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Al385
·2021-03-15
Both are great companies to invest for the long term
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2
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Qingsheng
·2021-03-15
Nice
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blahblah
·2021-03-15
Nice
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1
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JINGZZ
·2021-03-15
Wow
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3
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- gohomeclub:
  wow
  2021-03-15
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T7
·2021-03-15
Good
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airgotnohole
·2021-03-15
Nice
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Jooni
·2021-03-15
Come on guys
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- Myeong:
  Ok
  2021-03-15
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- TianZi81:
  Yeah!!! Come on!!!
  2021-03-15
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Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called ...\n\n<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">网页链接</a>\n\n</div>\n","source":null,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all</title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 11px; color: #7E829C; margin: 0;line-height: 11px;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all\n</h2>\n\n<h4 class=\"meta\">\n\n\n2021-03-15 16:16 GMT+8&nbsp;&nbsp;&nbsp;<a href=http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3>Business Insider</a>\n\n\n</h4>\n\n</header>\n<article>\n<div>\nElon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called ...\n\n<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">网页链接</a>\n\n</div>\n\n\n</article>\n</div>\n</body>\n</html>\n","isBrief":false,"type":0,"news_type":1,"symbol":"AAPL","symbol_name":"苹果","start_time":0,"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","article_id":"1172789560","we_media_id":null,"thumbnails":[],"rights":null,"url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","pubTimestamp":1615796196,"columns":[],"sourceInfo":null,"weMediaInfo":null,"summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","collect":0,"end_time":0,"defaultTopTitle":"businessinsider.com","property":[],"viewcount":null,"language":"en","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"translate_title":"是时候停止拿苹果和特斯拉做比较了，一劳永逸","themeId":null,"isJumpTheme":false,"ttsUrl":null,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9},"content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","kind":"news","is_publish_news":true,"is_publish_highlight":true,"is_publish_live":false,"is_publish_wemedia":null,"editions":null,"column":"","sentiment":"0","news_tag":"","news_rank":0,"symbols":[],"gpt_button":0,"need_auth":false,"code":"91000000","status":"200"},"commentList":[{"id":322595931,"gmtCreate":1615815548823,"gmtModify":1703493433088,"author":{"id":"3574484198588936","authorId":"3574484198588936","name":"Eaglewings","avatar":"https://static.tigerbbs.com/532f4e45cb093f21d9a38905184a4bb9","vip":1,"crmLevel":12,"crmLevelSwitch":0,"idStr":"3574484198588936","authorIdStr":"3574484198588936"},"htmlText":"No comparison.&nbsp;","listText":"No comparison.&nbsp;","text":"No comparison.","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322595931","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322620185,"gmtCreate":1615804085247,"gmtModify":1703493203701,"author":{"id":"3573641525748535","authorId":"3573641525748535","name":"JohnnieBeGd","avatar":"https://static.tigerbbs.com/d32df98cdb438296acbb2d53a4e7cffb","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3573641525748535","authorIdStr":"3573641525748535"},"htmlText":"Both of them should work together to make the starry flag in glittering glory...","listText":"Both of them should work together to make the starry flag in glittering glory...","text":"Both of them should work together to make the starry flag in glittering glory...","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322620185","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322637735,"gmtCreate":1615801298127,"gmtModify":1703493159841,"author":{"id":"3563863691814974","authorId":"3563863691814974","name":"Al385","avatar":"https://static.tigerbbs.com/51b962289811e9774fd45f1320a21259","vip":1,"crmLevel":4,"crmLevelSwitch":0,"idStr":"3563863691814974","authorIdStr":"3563863691814974"},"htmlText":"Both are great companies to invest for the long term","listText":"Both are great companies to invest for the long term","text":"Both are great companies to invest for the long term","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322637735","repostId":1172789560,"repostType":2,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322691137,"gmtCreate":1615800179629,"gmtModify":1703493135152,"author":{"id":"3564221261622027","authorId":"3564221261622027","name":"Qingsheng","avatar":"https://static.laohu8.com/default-avatar.jpg","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3564221261622027","authorIdStr":"3564221261622027"},"htmlText":"Nice","listText":"Nice","text":"Nice","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":0,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322691137","repostId":1172789560,"repostType":2,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322858281,"gmtCreate":1615797565943,"gmtModify":1703493078058,"author":{"id":"3573557044143770","authorId":"3573557044143770","name":"blahblah","avatar":"https://static.tigerbbs.com/25510c26ea6c0143951a85080bf9cf7b","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3573557044143770","authorIdStr":"3573557044143770"},"htmlText":"Nice","listText":"Nice","text":"Nice","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":1,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322858281","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322823915,"gmtCreate":1615796658737,"gmtModify":1703493059348,"author":{"id":"3574880235603500","authorId":"3574880235603500","name":"JINGZZ","avatar":"https://static.tigerbbs.com/dd41102348528586af1a94e501b6cf2d","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3574880235603500","authorIdStr":"3574880235603500"},"htmlText":"Wow","listText":"Wow","text":"Wow","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":3,"commentSize":1,"repostSize":0,"link":"https://laohu8.com/post/322823915","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"comments":[{"id":3797425,"gmtCreate":1615797333810,"gmtModify":1635754291326,"authorId":3576907051418885,"author":{"id":3576907051418885,"idStr":"3576907051418885","authorId":3576907051418885,"name":"gohomeclub","avatar":"https://static.tigerbbs.com/93a04d104a18acf8a1363e84d3a952a4","vip":1,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[]},"repliedAuthorId":0,"objectId":322823915,"type":1,"supId":0,"prevId":0,"content":"wow","text":"wow","html":"wow"}],"langContent":"EN"},{"id":322829596,"gmtCreate":1615796628215,"gmtModify":1703493058830,"author":{"id":"3577786788036892","authorId":"3577786788036892","name":"T7","avatar":"https://static.tigerbbs.com/f468c1dc664e21928a7937dcee48c838","vip":1,"crmLevel":1,"crmLevelSwitch":0,"idStr":"3577786788036892","authorIdStr":"3577786788036892"},"htmlText":"Good","listText":"Good","text":"Good","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":2,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322829596","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322867294,"gmtCreate":1615796508118,"gmtModify":1703493056234,"author":{"id":"3568328295115570","authorId":"3568328295115570","name":"airgotnohole","avatar":"https://static.tigerbbs.com/59cddd2747d84cc7e563b9a6be9a8925","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3568328295115570","authorIdStr":"3568328295115570"},"htmlText":"Nice","listText":"Nice","text":"Nice","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":4,"commentSize":0,"repostSize":0,"link":"https://laohu8.com/post/322867294","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"langContent":"EN"},{"id":322865002,"gmtCreate":1615796240406,"gmtModify":1703493052426,"author":{"id":"3566131610450233","authorId":"3566131610450233","name":"Jooni","avatar":"https://static.tigerbbs.com/916a1a91b3f4b3712df6160763d05827","vip":1,"crmLevel":11,"crmLevelSwitch":0,"idStr":"3566131610450233","authorIdStr":"3566131610450233"},"htmlText":"Come on guys","listText":"Come on guys","text":"Come on guys","images":[],"top":1,"highlighted":1,"essential":1,"paper":1,"likeSize":6,"commentSize":2,"repostSize":0,"link":"https://laohu8.com/post/322865002","repostId":1172789560,"repostType":4,"repost":{"id":"1172789560","kind":"news","pubTimestamp":1615796196,"share":"https://www.laohu8.com/m/news/1172789560?lang=zh_CN&edition=full","pubTime":"2021-03-15 16:16","market":"us","language":"en","title":"It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>","url":"https://stock-news.laohu8.com/highlight/detail?id=1172789560","media":"Business Insider","summary":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richa","content":"<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>","collect":0,"html":"<!DOCTYPE html>\n<html>\n<head>\n<meta http-equiv=\"Content-Type\" content=\"text/html; charset=utf-8\" />\n<meta name=\"viewport\" content=\"width=device-width,initial-scale=1.0,minimum-scale=1.0,maximum-scale=1.0,user-scalable=no\"/>\n<meta name=\"format-detection\" content=\"telephone=no,email=no,address=no\" />\n<title>It's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote></title>\n<style type=\"text/css\">\na,abbr,acronym,address,applet,article,aside,audio,b,big,blockquote,body,canvas,caption,center,cite,code,dd,del,details,dfn,div,dl,dt,\nem,embed,fieldset,figcaption,figure,footer,form,h1,h2,h3,h4,h5,h6,header,hgroup,html,i,iframe,img,ins,kbd,label,legend,li,mark,menu,nav,\nobject,ol,output,p,pre,q,ruby,s,samp,section,small,span,strike,strong,sub,summary,sup,table,tbody,td,tfoot,th,thead,time,tr,tt,u,ul,var,video{ font:inherit;margin:0;padding:0;vertical-align:baseline;border:0 }\nbody{ font-size:16px; line-height:1.5; color:#999; background:transparent; }\n.wrapper{ overflow:hidden;word-break:break-all;padding:10px; }\nh1,h2{ font-weight:normal; line-height:1.35; margin-bottom:.6em; }\nh3,h4,h5,h6{ line-height:1.35; margin-bottom:1em; }\nh1{ font-size:24px; }\nh2{ font-size:20px; }\nh3{ font-size:18px; }\nh4{ font-size:16px; }\nh5{ font-size:14px; }\nh6{ font-size:12px; }\np,ul,ol,blockquote,dl,table{ margin:1.2em 0; }\nul,ol{ margin-left:2em; }\nul{ list-style:disc; }\nol{ list-style:decimal; }\nli,li p{ margin:10px 0;}\nimg{ max-width:100%;display:block;margin:0 auto 1em; }\nblockquote{ color:#B5B2B1; border-left:3px solid #aaa; padding:1em; }\nstrong,b{font-weight:bold;}\nem,i{font-style:italic;}\ntable{ width:100%;border-collapse:collapse;border-spacing:1px;margin:1em 0;font-size:.9em; }\nth,td{ padding:5px;text-align:left;border:1px solid #aaa; }\nth{ font-weight:bold;background:#5d5d5d; }\n.symbol-link{font-weight:bold;}\n/* header{ border-bottom:1px solid #494756; } */\n.title{ margin:0 0 8px;line-height:1.3;color:#ddd; }\n.meta {color:#5e5c6d;font-size:13px;margin:0 0 .5em; }\na{text-decoration:none; color:#2a4b87;}\n.meta .head { display: inline-block; overflow: hidden}\n.head .h-thumb { width: 30px; height: 30px; margin: 0; padding: 0; border-radius: 50%; float: left;}\n.head .h-content { margin: 0; padding: 0 0 0 9px; float: left;}\n.head .h-name {font-size: 13px; color: #eee; margin: 0;}\n.head .h-time {font-size: 12.5px; color: #7E829C; margin: 0;}\n.small {font-size: 12.5px; display: inline-block; transform: scale(0.9); -webkit-transform: scale(0.9); transform-origin: left; -webkit-transform-origin: left;}\n.smaller {font-size: 12.5px; display: inline-block; transform: scale(0.8); -webkit-transform: scale(0.8); transform-origin: left; -webkit-transform-origin: left;}\n.bt-text {font-size: 12px;margin: 1.5em 0 0 0}\n.bt-text p {margin: 0}\n</style>\n</head>\n<body>\n<div class=\"wrapper\">\n<header>\n<h2 class=\"title\">\nIt's time to retire comparisons between Apple and Tesla, once and for all<blockquote>是时候一劳永逸地停止苹果和特斯拉之间的比较了</blockquote>\n</h2>\n<h4 class=\"meta\">\n\nBusiness Insider2021-03-15 16:16\n\n</h4>\n</header>\n<article>\n<img src=\"https://static.tigerbbs.com/c74d37d3e997373fc7f930732b0c554c\" tg-width=\"1300\" tg-height=\"974\">Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press<blockquote>Elon Musk不是新的Steve Jobs，苹果CEO Tim Cook也不是。布伦丹·斯米洛夫斯基/法新社、理查德·德鲁/美联社</blockquote> <ul> <li>Tesla is often compared with Apple.</li> <li>Tesla CEO Elon Musk has been called the new Steve Jobs.</li> <li>But the comparisons make no sense — Tesla is nothing like Apple.</li> </ul> For years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.<blockquote><ul><li>人们常把特斯拉与苹果相提并论。</li><li>特斯拉CEO Elon Musk被称为新的Steve Jobs。</li><li>但是这种比较毫无意义——特斯拉一点也不像苹果。</li></ul>多年来，苹果和特斯拉之间的比较不仅司空见惯，而且是意料之中的。</blockquote> Some of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.<blockquote>其中一些可以归因于时机。苹果联合创始人兼首席执行官史蒂夫·乔布斯于2011年去世，给科技界留下了一个充满远见的真空。特斯拉即将推出其第一款原创汽车Model S轿车，让Elon Musk接替乔布斯的角色，成为美国在位的商业未来学家。</blockquote> Tesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.<blockquote>特斯拉也是硅谷的产物。美国本土汽车工业的代表是三巨头——通用汽车、福特和克莱斯勒——它们在一个世纪前出现在底特律，当时加州以蓬勃发展的电影业和农业强国而闻名。</blockquote> Tesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.<blockquote>因此，特斯拉是新的苹果，马斯克是下一个乔布斯，而创造一款将地球从全球变暖中拯救出来的全电动汽车的目标是苹果在20世纪80年代领导的个人电脑革命的21世纪版本。</blockquote> It sounded great, but there was a problem: Musk wasn't playing along.<blockquote>这听起来很棒，但有一个问题：马斯克没有配合。</blockquote> Instead, he was to emulate a much, much older American visionary: Henry Ford.<blockquote>相反，他要效仿一位年长得多的美国梦想家：亨利·福特。</blockquote> Elon wants to be more like Henry — Henry Ford<blockquote>埃隆希望更像亨利-亨利·福特</blockquote> Ford pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.<blockquote>福特率先采用移动装配线制造T型车，将生产时间缩短至90分钟，使其成为同时代最成功的汽车。后来，福特为我们现在看涨期权的制造业“垂直整合”创造了范例：密歇根的River Rouge工厂，该工厂于1928年竣工，一度让装满铁矿石的火车车厢滚动到工厂的一端，成品汽车滚动到另一端。</blockquote> Musk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.<blockquote>马斯克痴迷于这家著名工厂的遗产，部分原因是全球汽车业务在20世纪80年代完全放弃了垂直整合。丰田开发了一种新的生产系统，强调大幅减少库存，并使汽车制造商能够根据消费者需求增加或减少制造。结合广泛的全球供应链，一种称为“精益”制造的新流程取代了垂直整合。</blockquote> ButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.<blockquote>但马斯克希望特斯拉将制造业推向新的、高度自动化的21世纪迭代，为此，他需要控制每辆特斯拉汽车的更多内容，从电池到座椅、软件到挡风玻璃、自动驾驶传感器到底盘组件。</blockquote> This back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.<blockquote>这种回到未来的方法意味着特斯拉实际上正在做与苹果相反的事情。库比蒂诺当然投资于拥有用户体验，建立通常被称为“围墙花园”的生态系统，苹果人生活在一个全苹果的世界中。</blockquote> However, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.<blockquote>然而，苹果本质上是一家设计、软件和营销公司，除了知识产权和惊人的利润率之外，它实际上什么也不生产。亚洲的合作伙伴已经组装了数百万部iPhone，苹果在后乔布斯时代蓬勃发展证明了首席执行官蒂姆·库克的天才和供应链管理。</blockquote> Tesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.<blockquote>与此同时，特斯拉的趋势是制造其汽车中使用的几乎所有产品。事实上，马斯克经常抱怨汽车制造商的进步受到一个障碍的限制：该公司最慢的供应商。</blockquote> Elon sticks to his gameplan<blockquote>埃隆坚持他的游戏计划</blockquote> Musk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)<blockquote>马斯克坚持自己的游戏计划，令人钦佩，甚至公开批评所谓的丰田生产系统，这一举动令人瞠目结舌但可以理解。他认为特斯拉可以做得更好，快速建成的工厂充满了机器人而不是人类工人。他梦想在嗡嗡作响的自动化装配线上制造出像可口可乐目前瓶装的汽车，特斯拉已经开始在制造新型、更大的锂离子电池时探索这种创新。（2017年，特斯拉试图实现Model 3轿车装配线自动化，不得不在停车场的帐篷下修建一条合法的亨利·福特时代的临时生产线时，也看到了这个梦想变成了噩梦。）</blockquote> That doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.<blockquote>这并不意味着竞争对手不想效仿苹果模式并生产汽车iPhone。苹果本身可能正在寻求遵循自己的模式，其令人担忧的泰坦项目努力。连续创业者亨里克·菲斯克(Henrik Fisker)强调，他的新公司菲斯克公司(Fisker Inc.)正在追求“轻资产”方式，与加拿大麦格纳国际(Magna International)合作，到2022年生产首款汽车Ocean SUV，并与著名的iPhone制造商富士康(Foxconn)合作，到2023年生产另一款名为“梨计划”(Project PEAR)。</blockquote> The traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.<blockquote>传统汽车行业正在瓜分这一差异。通用汽车将投资270亿美元，到2025年推出30款电动汽车，这家汽车制造巨头正在将现有工厂转变为电动汽车生产，同时与电池供应商LG化学合作在俄亥俄州建造一家新工厂。如果你想细分一下，你可以说通用汽车的目标是中资产，而菲斯克的轻资产和特斯拉的重资产。</blockquote> Each system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.<blockquote>每个系统都有合理的获胜机会。通用汽车知道自己在做什么。特斯拉可以缩短工厂投产和汽车下线所需的时间。菲斯克可以迅速建立一个新的运输品牌，在两年内完成特斯拉需要二十年才能实现的目标。</blockquote> But one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.<blockquote>但有一点是肯定的：特斯拉绝对、肯定不是汽车的苹果。是时候一劳永逸地停止这种比较了。</blockquote>\n<div class=\"bt-text\">\n\n\n 来源：<a href=\"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3\">Business Insider</a>\n为提升您的阅读体验，我们对本页面进行了排版优化\n\n\n</div>\n</article>\n</div>\n</body>\n</html>\n","type":0,"thumbnail":"","relate_stocks":{"AAPL":"苹果","TSLA":"特斯拉"},"source_url":"http://businessinsider.com/its-time-to-retire-comparisons-between-apple-and-tesla-2021-3","is_english":true,"share_image_url":"https://static.laohu8.com/e9f99090a1c2ed51c021029395664489","article_id":"1172789560","content_text":"Elon Musk isn't the new Steve Jobs, and neither is Apple CEO Tim Cook. Brendan Smialowski/AFP, Richard Drew/Associated Press\n\nTesla is often compared with Apple.\nTesla CEO Elon Musk has been called the new Steve Jobs.\nBut the comparisons make no sense — Tesla is nothing like Apple.\n\nFor years, comparisons between Apple and Tesla haven't merely been commonplace — they've been expected.\nSome of this could be chalked up to timing. Apple co-founder and CEO Steve Jobs died in 2011, leaving the tech world with a visionary vacuum. Tesla was on the verge of launching its first original vehicle, the Model S sedan, positioning Elon Musk to assume Jobs' role as America's reigning business futurist.\nTesla was also a creation of Silicon Valley. The indigenous US auto industry was represented by the Big Three — General Motors, Ford, and Chrysler — which had emerged in Detroit a century before, when California was better known for a burgeoning film industry and as an agricultural powerhouse.\nTesla was, therefore, the new Apple, Musk the next Jobs, and the goal of creating an all-electric automobile that would rescue the planet from global warming was the 21st-century version of the personal computer revolution that Apple had led in the 1980s.\nIt sounded great, but there was a problem: Musk wasn't playing along.\nInstead, he was to emulate a much, much older American visionary: Henry Ford.\nElon wants to be more like Henry — Henry Ford\nFord pioneered the moving assembly line to build the Model T, cutting production time to 90 minutes and making it the most successful vehicle of its age. Later, Ford created the paradigm for what we now call \"vertical integration\" in manufacturing: the River Rouge plant in Michigan, which was completed in 1928 and at one point literally had train cars filled with iron ore rolling up to one end of the facility, finished cars rolling out the other.\nMusk is obsessed with this famous factory's legacy, in part because the global car business completely abandoned vertical integration in the 1980s. Toyota developed a new production system that emphasized greatly reduced inventories and enabled automakers to dial-up or dial-down manufacturing depending on consumer demand. In combination with far-flung global supply chains, a new process called \"lean\" manufacturing displaced vertical integration.\nButMusk wants Tesla to push manufacturing into a new, highly automated, 21st-century iteration, and for that, he needs to control far more of what goes into every Tesla vehicle, from batteries to seats, software to windshield glass, self-driving sensors to chassis components.\nThis back-to-the-future approach means that Tesla is, in fact, doing the opposite of what Apple has done. Cupertino is certainly invested in owning the user experience, establishing what's often termed a \"walled garden\" ecosystem where an Apple person lives in an all-Apple world.\nHowever, Apple in essence is a design, software, and marketing company that manufactures effectively nothing except intellectual property and staggering profit margins. Millions of iPhones have been assembled by partners in Asia, and it's a testament to CEO Tim Cook's genius and supply-chain management that Apple has thrived in the post-Job era.\nTesla, meanwhile, is trending toward manufacturing just about everything that goes into its vehicles. In fact, Musk has frequently complained that the carmaker's progress has a speed limit set by exactly one obstacle: the company's slowest supplier.\nElon sticks to his gameplan\nMusk has been admirably stubborn in sticking to his gameplan, going so far as to openly criticize the so-called Toyota Production System, a jaw-dropping but understandable move.He thinks Tesla can do better, with quickly built factories that are filled with robots rather than human workers. He dreams of cars being built like Coca-Cola is currently bottled, on whirring automated assembly lines, and Tesla has started to explore this innovation in the fabrication of its new, larger lithium-ion battery cells. (Tesla has also seen the dream turn nightmarish when it attempted to automate the assembly line for its Model 3 sedan in 2017 and had to resort to throwing up a legitimately Henry Ford-era temporary line under a tent in its parking lot.)\nThat doesn't mean competitors aren't looking to emulate the Apple model and produce the iPhone of cars. Apple itself is probably looking to follow its own model,with its fraught Project Titan effort. Serial entrepreneur Henrik Fisker has stressed that his new company, Fisker Inc.,is pursuing an \"asset-light\" approach, partnering with Canada's Magna International to build a debut vehicle, the Ocean SUV, by 2022, and joining with noted iPhone-maker Foxconn to produce another, dubbed \"Project PEAR,\" by 2023.\nThe traditional auto industry is splitting the difference.General Motors is investing $27 billion to roll out 30 EVs by 2025— and the automaking giant is both converting existing factories to EV production whilepartnering with battery supplier LG Chem to build a new factory in Ohio. If you wanted to break it down, you could say that GM is aiming to be asset-medium, versus Fisker's asset-light and Tesla's asset-heavy.\nEach system has a reasonable shot at winning. GM knows what it's doing. Tesla could slash the amount of time it takes to get factories up and running and cars rolling off the lines. Fisker could rapidly establish a fresh transportation brand, accomplishing in two years what Tesla needed two decades to achieve.\nBut one thing is for sure: Tesla is absolutely, positively not the Apple of cars. It's about time to retire that comparison, once and for all.","news_type":1,"symbols_score_info":{"TSLA":0.9,"AAPL":0.9}},"isVote":1,"likeStatus":false,"favoriteStatus":false,"reportStatus":false,"tweetType":1,"comments":[{"id":3797392,"gmtCreate":1615797066000,"gmtModify":1635754293313,"authorId":3570577068416629,"author":{"id":3570577068416629,"idStr":"3570577068416629","authorId":3570577068416629,"name":"Myeong","avatar":"https://static.tigerbbs.com/3feaf98c076fedff09d233c42bc2257a","vip":1,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[]},"repliedAuthorId":0,"objectId":322865002,"type":1,"supId":0,"prevId":0,"content":"Ok","text":"Ok","html":"Ok"},{"id":3797404,"gmtCreate":1615797168435,"gmtModify":1635754292568,"authorId":3572441449814859,"author":{"id":3572441449814859,"idStr":"3572441449814859","authorId":3572441449814859,"name":"TianZi81","avatar":"https://static.tigerbbs.com/01d94807144591ff999444e12f4024ed","vip":1,"crmLevel":11,"crmLevelSwitch":0,"individualDisplayBadges":[]},"repliedAuthorId":0,"objectId":322865002,"type":1,"supId":0,"prevId":0,"content":"Yeah!!! Come on!!!","text":"Yeah!!! Come on!!!","html":"Yeah!!! Come on!!!"}],"langContent":"EN"}],"hasMoreComments":true,"newsSizeData":{"likeSize":29,"commentSize":9,"repostSize":0,"favoriteSize":0,"likeStatus":false,"favoriteStatus":false},"isCrawlerRequest":true}