神马作文网英译中别用翻译工具,谢谢
来源：学生作业帮 编辑：神马作文网作业帮 分类：综合作业 时间：2024/11/23 18:45:42
英译中别用翻译工具,谢谢
Accepting the need for drastic change, he replaced much of the original senior staff with more experienced managers. For the first time, he delegated the management side of the business to professionals, and channeled his own energies into product development. A new version of the database program Oracle 7, released in 1992, swept the field and made Oracle the industry leader in database management software. In only two years the company's stock had regained much of its previous value.
Even as Oracle's fortunes rose again, Ellison suffered a series of personal mishaps. Long an enthusiast of strenuous outdoor activities, Ellison suffered serious injuries while body surfing and mountain biking. He recovered from major surgery, and continued to race his 78-foot yacht, Sayonara, and to practice aerobatics in a succession of private jets, including decommissioned fighter planes. In 1998, Ellison and Sayonara won the Sydney to Hobart race, overcoming near-hurricane winds that sank five other boats, drowning six participants. Ellison is a principal supporter of the BMW Oracle Racing team, which has been a significant force in America's Cup competition. His own yacht, Rising Sun, over 450 feet long, is one of the largest privately owned vessels in the world.
Oracle's fortunes continued to rise throughout the 1990s. America's banks, airlines, automobile companies and retail giants all came to depend on Oracle's database programs. Under Ellison's leadership, Oracle became a pioneer in providing business applications over the Internet. Oracle benefited hugely from the growth of electronic commerce; its net profits increased by 76 percent in a single quarter of the year 2000. As the stocks of other high tech companies fluctuated wildly, Oracle held its value, and its largest shareholder, founder and CEO Larry Ellison, came close to a long-cherished goal, surpassing Microsoft's Bill Gates to become the richest man in the world.
Beginning in 2004, Ellison set out to increase Oracle's market share through a series of strategic acquisitions. Oracle spent more than $25 billion in only three years to buy a flock of companies and large and small, makers of software for managing data, identity, retail inventory and logistics. The first major acquisition was PeopleSoft, purchased at the end of 2004 for $10.3 billion. No sooner was the ink dry on the PeopleSoft deal than Ellison trumped rival SAP to acquire retail software developer Retek. Within the following year, Oracle also acquired competitor Siebel Systems. Ellison capped his buying spree with the acquisition of business intelligence software provider Hyperion Solutions in 2007.
Today, Lawrence Ellison has his principal home in Woodside, California. He served as President of Oracle from 1978 to 1996, and undertook two stints as Chairman of the Board, from 1990 to 1992, and again from 1995 to 2004. Since its founding, he has been Oracle's only Chief Executive Officer.
Accepting the need for drastic change, he replaced much of the original senior staff with more experienced managers. For the first time, he delegated the management side of the business to professionals, and channeled his own energies into product development. A new version of the database program Oracle 7, released in 1992, swept the field and made Oracle the industry leader in database management software. In only two years the company's stock had regained much of its previous value.
Even as Oracle's fortunes rose again, Ellison suffered a series of personal mishaps. Long an enthusiast of strenuous outdoor activities, Ellison suffered serious injuries while body surfing and mountain biking. He recovered from major surgery, and continued to race his 78-foot yacht, Sayonara, and to practice aerobatics in a succession of private jets, including decommissioned fighter planes. In 1998, Ellison and Sayonara won the Sydney to Hobart race, overcoming near-hurricane winds that sank five other boats, drowning six participants. Ellison is a principal supporter of the BMW Oracle Racing team, which has been a significant force in America's Cup competition. His own yacht, Rising Sun, over 450 feet long, is one of the largest privately owned vessels in the world.
Oracle's fortunes continued to rise throughout the 1990s. America's banks, airlines, automobile companies and retail giants all came to depend on Oracle's database programs. Under Ellison's leadership, Oracle became a pioneer in providing business applications over the Internet. Oracle benefited hugely from the growth of electronic commerce; its net profits increased by 76 percent in a single quarter of the year 2000. As the stocks of other high tech companies fluctuated wildly, Oracle held its value, and its largest shareholder, founder and CEO Larry Ellison, came close to a long-cherished goal, surpassing Microsoft's Bill Gates to become the richest man in the world.
Beginning in 2004, Ellison set out to increase Oracle's market share through a series of strategic acquisitions. Oracle spent more than $25 billion in only three years to buy a flock of companies and large and small, makers of software for managing data, identity, retail inventory and logistics. The first major acquisition was PeopleSoft, purchased at the end of 2004 for $10.3 billion. No sooner was the ink dry on the PeopleSoft deal than Ellison trumped rival SAP to acquire retail software developer Retek. Within the following year, Oracle also acquired competitor Siebel Systems. Ellison capped his buying spree with the acquisition of business intelligence software provider Hyperion Solutions in 2007.
Today, Lawrence Ellison has his principal home in Woodside, California. He served as President of Oracle from 1978 to 1996, and undertook two stints as Chairman of the Board, from 1990 to 1992, and again from 1995 to 2004. Since its founding, he has been Oracle's only Chief Executive Officer.
拼写错误的单词没法翻译：
接受需要剧变,他的大部分取代原来的高级工作人员与更有经验的管理人员.第一次,他委托管理方面的业务专业人员,并引导自己的精力到产品的开发.新版本的甲骨文数据库程序7 ,发布于1992年,席卷了外地和甲骨文业界领先的数据库管理软件.仅在两年该公司的股票又重新取得了很多以前的值.
即使甲骨文的命运再次上升,埃里森遭受了一系列的个人灾难.元朗一个发烧友的艰苦的户外活动,埃里森严重受伤而身体冲浪和山地车.他从大手术,并继续比赛他78英尺的游艇,Sayonara ,并在实践特技继承的私人飞机,其中包括退役战斗机.1998年,埃利森和Sayonara赢得了悉尼至霍巴特的比赛,克服近飓风沉没其他5艘,溺死6人.埃里森是一个主要支持者,宝马甲骨文车队,这一直是重要力量,在美洲杯的竞争.他自己的游艇,旭日,超过450英尺长,是最大的私人拥有的船只在世界上.
甲骨文公司的财富继续增加整个90年代.美国的银行,航空公司,汽车公司和零售巨头都是依赖于甲骨文的数据库程序.在埃里森的领导下,成为甲骨文公司的先驱,提供商业应用软件在因特网上.甲骨文公司受益巨大从电子商务的增长,其纯利润增加了百分之七十六在一个季度到2000年.随着股市的其他高科技公司波动,甲骨文举行了其价值,其最大股东,创始人兼首席执行官拉里埃利森,接近长期珍视的目标,超过了微软的比尔盖茨成为首富的世界.
从2004年开始,埃里森规定,增加甲骨文的市场份额通过一系列的战略收购.甲骨文公司花费超过250亿美元,仅在三年购买羊群的公司和大型和小型,决策者的软件,用于管理数据,身份,零售库存和物流.第一次重大收购仁科,购买了在2004年底为103亿美元.没有更早的油墨干燥处理仁科埃里森捏造比竞争对手SAP收购零售软件开发商Retek公司.在一年后,甲骨文还收购竞争对手Siebel系统.埃利森阻力他疯狂购买与收购的商务智能软件供应商Hyperion解决方案在2007年.
今天,劳伦斯埃里森其主要伍德赛德家中,加利福尼亚州.他担任甲骨文公司78年至96年,并进行了两次效力为董事会主席,1990年至1992年,再次1995年至2004年.自成立以来,他一直甲骨文的唯一的行政首长.
接受需要剧变,他的大部分取代原来的高级工作人员与更有经验的管理人员.第一次,他委托管理方面的业务专业人员,并引导自己的精力到产品的开发.新版本的甲骨文数据库程序7 ,发布于1992年,席卷了外地和甲骨文业界领先的数据库管理软件.仅在两年该公司的股票又重新取得了很多以前的值.
即使甲骨文的命运再次上升,埃里森遭受了一系列的个人灾难.元朗一个发烧友的艰苦的户外活动,埃里森严重受伤而身体冲浪和山地车.他从大手术,并继续比赛他78英尺的游艇,Sayonara ,并在实践特技继承的私人飞机,其中包括退役战斗机.1998年,埃利森和Sayonara赢得了悉尼至霍巴特的比赛,克服近飓风沉没其他5艘,溺死6人.埃里森是一个主要支持者,宝马甲骨文车队,这一直是重要力量,在美洲杯的竞争.他自己的游艇,旭日,超过450英尺长,是最大的私人拥有的船只在世界上.
甲骨文公司的财富继续增加整个90年代.美国的银行,航空公司,汽车公司和零售巨头都是依赖于甲骨文的数据库程序.在埃里森的领导下,成为甲骨文公司的先驱,提供商业应用软件在因特网上.甲骨文公司受益巨大从电子商务的增长,其纯利润增加了百分之七十六在一个季度到2000年.随着股市的其他高科技公司波动,甲骨文举行了其价值,其最大股东,创始人兼首席执行官拉里埃利森,接近长期珍视的目标,超过了微软的比尔盖茨成为首富的世界.
从2004年开始,埃里森规定,增加甲骨文的市场份额通过一系列的战略收购.甲骨文公司花费超过250亿美元,仅在三年购买羊群的公司和大型和小型,决策者的软件,用于管理数据,身份,零售库存和物流.第一次重大收购仁科,购买了在2004年底为103亿美元.没有更早的油墨干燥处理仁科埃里森捏造比竞争对手SAP收购零售软件开发商Retek公司.在一年后,甲骨文还收购竞争对手Siebel系统.埃利森阻力他疯狂购买与收购的商务智能软件供应商Hyperion解决方案在2007年.
今天,劳伦斯埃里森其主要伍德赛德家中,加利福尼亚州.他担任甲骨文公司78年至96年,并进行了两次效力为董事会主席,1990年至1992年,再次1995年至2004年.自成立以来,他一直甲骨文的唯一的行政首长.