sachs摩托车哪里产？

一、sachs摩托车哪里产？

是德国的萨克斯(SACHS)品牌摩托车，属于国际著名摩托车，表面看上去似乎也不是很出名，但是国内的飞鹰摩托车厂曾经和萨克斯(SACHS)合作推出过一款车型，叫做X-Road。相信很多国内车友很熟悉。是国内很多摩友期待拥有的摩托车，以上仅供参考

二、sachs是什么牌子？

sachs是萨克斯牌子。

1、萨克斯（SACHS）是采埃孚股份公司（ZF Friedrichshafen AG）旗下品牌，为乘用车提供减振器、离合器、双质量飞轮以及离合器操作系统(离合器拉线、CSC)等产品。

2、萨克斯 (SACHS) ，是一家有着超过120年历史的德国老牌产品，采用高质量材料制成，具有高性能和可靠性。很多知名的汽车制造商都使用，每年超过 1000 万辆新汽车装备了萨克斯 (SACHS) 减震器和缓冲器。

三、如何评价Goldman Sachs?

经济学人文章的标题或者段落间的小标题经常改用熟知的名字，习语等，一石二鸟，既让人知道描述的对象，又说清了这个对象的情况，这个标题就是很好的例子。从高盛变成了高沉。

The humbling of Goldman Sachs

humble 让你不得不谦虚，被吊打了，知道自己确实不行，才不情愿但又无可奈何地说我确实技不如人

The struggle to reinvent a firm trapped by its own mythology 困在自我神话里的企业，要如何求变？

Jan 26th 2023

GOLDMAN SACHS has always seen itself as exceptional. When the bank floated its shares in New York in 1999 it declared: “We have an uncompromising determination to achieve excellence in everything we undertake.” Conspiracy theorists have long paid it the backhanded compliment of imagining that it secretly runs the world. Yet lately the only exceptional thing about the Wall Street icon has been its mistakes.

高盛向来自视甚高，比如1999年纽交所上市时，它就夸下海口“以钢铁般的意志，我们能出色地完成手上的每一件事情”。阴谋理论家们常常讽刺高盛，说他们秘密统治世界。然而，近来这个华尔街骄子唯一高出别人的事情却是犯错。

Since October Goldman has made a U-turn on its plan to build a big consumer bank; booked one of its worst quarterly results for a decade, measured by return on equity; and attracted a probe by the Federal Reserve. The firm is not yet in serious trouble, but it is trapped by its own mythology. Its recent struggles show how hard it will be to reform—and illuminate a new balance of power in global finance.

10月以来高盛完全扭转了大推零售业务的计划，录得了10年来最差的季度盈利（按股本回报率算），甚至遭美联储调查。目前的情况不算要命，但它死死困在自己创造的神话里。高盛近来的问题反映了其改革之艰，并指向新的全球金融权力布局。

To understand Goldman today, take a walk down Wall Street. After the financial crisis of 2007-09, two big American banks reinvented themselves. JPMorgan Chase successfully pursued vast scale across a wide range of business lines. Morgan Stanley built a thriving arm managing the assets of the wealthy, which mints reliable profits. Goldman, however, stuck to its game of trading, advising on deals and bespoke investing. Penal new capital rules made this less lucrative, but the firm staked a Darwinian bet that the resulting shakeout would kill off many competitors. Instead, it badly underperformed the stockmarket for years and got ensnared in the 1MDB scandal, in which officials in Malaysia and Abu Dhabi received $1.6bn of bribes in 2009-14. A Goldman subsidiary pleaded guilty to a criminal charge and the firm admitted “institutional failure”.

要了解如今的高盛，就得去华尔街走走。2007-09的金融危机后，2个大型美国银行对自身进行变革，摩根大通成功打通多个业务线，扩大规模，摩根士丹利打造了大客户资产管理业务，给其带来巨额利润。相较之下，高盛一成不变，还继续老一套的业务：交易，企业并购和投资咨询服务。在新的极不友好的资本规则下，这些业务不再那么挣钱。但高盛深信适者生存，认为这一轮的变动会消灭掉很多对手。然而，高盛此后多年股价不尽人意，还被卷入了IMDB丑闻（其中，马来和阿布扎比的官员在09-14年间收取了$1.6bn的贿赂）。高盛旗下子公司对一项刑事指控供认不讳，高盛承认出现了“系统性的失败”。

The firm’s boss, David Solomon, took over in 2018. A man with a short fuse, he has tried to rebrand himself and to renew the firm by expanding its core and diversifying into new areas. Goldman now offers transaction banking to multinationals, helping them move funds globally. It has bulked up its asset-and wealth-management arm. And from their Manhattan skyscraper, flush Goldmanites dreamed of growing a mass-market digital bank for ordinary consumers, including a credit-card operation.

高盛现任CEO所罗门于2018年接任，他是急脾气，他试图借扩大核心业务，并进军新的业务线，让企业焕然一新，也让自己换个形象。高盛今天的业务包括跨国企业转账交易，让他们在全球范围实现资金流动，它扩大了资产和财富管理业务。在曼哈顿总部大楼里，多金的高盛人曾想着扩大针对普通消费者的大众市场数字银行业务，包括信用卡业务。

Parts of Mr Solomon’s strategy have paid off. Goldman’s market share in mergers and bond trading has risen, helping it make a monster $21bn in profits in 2021 as markets boomed. From taxpayers’ viewpoint, it is safer, with more capital and deposits. And, importantly, its share price has recovered lost ground, rising more than the market and those of most of its peers.

所罗门的一些方法奏效了。高盛在并购和债券交易中的市场份额增加了，随着这两个市场在21年蓬勃发展，帮助高盛赚到了令人眼红的$21b。纳税人觉得高盛的资本和现金存款比较多，要保险一点。很重要的一点是，高盛的估价重新回到了高位，涨幅超市场及对手预期。

Yet look more closely and the project to remake the bank is vexingly incomplete. Diversification has been patchy: transaction-banking revenues are tiny and the asset-management arm is often dragged down by opaque proprietary bets. The dream of creating a consumer bank has soured. Goldman has 15m customers, but has also faced large losses and bad-debt charges, which is why it is now winding down part of the operation.

但是细心看，能发现让企业焕然一新的任务远未完成，让人恼火。多元化做了一星半点：转账业务收入极少，而不透明的自营交易豪赌也极大拖累了资产管理。要推的零售业务也黄了。高盛只有1500万客户，但亏损和坏账部分很多，所以现在在关闭一些零售业务。

n 高盛只有1500万客户，这个只原句读不出来，但根据后面的转折还有后文，我觉得非常有必要加上这个只字，帮助非业内人士了解情况。

As the prospects for a big new earnings machine have receded, everything still rests on the traditional business. The profitability of the trading arm has improved but remains volatile and, on average, pedestrian. Overall, Goldman has made reasonable use of its resources, generating a return on tangible equity of 14% over Mr Solomon’s tenure. But its performance is erratic, veering from 33% in early 2021 to just 5% in the latest quarter. It has lagged behind its American peers half of the time, and the two industry leaders, JPMorgan and Morgan Stanley, two-thirds of the time. Investors think that Goldman is worth only the net book—or liquidation—value of its assets, suggesting they doubt that it can generate consistently high returns or find lucrative new areas.

随着事态清晰，高盛不再指望创造新的摇钱树，继续靠起老本行。交易业务利润率上升，但仍存在较大波动，而整体利润也表现平平。总体上，高盛对其资源进行了合理利用，所罗门任内有形资产回报率达14% 。但表现极不稳定，从21年早期的33%跌到上个季度的5%。一半的时间里它都被美国的其它银行甩在后面，2/3的时间都在看摩根大通和摩根士丹利两大佼佼者的背影。投资者认为高盛目前只值旗下资产票面净值或者清算价值那么多，也就是说他们对高盛能否持续带来高回报或找到新增长点存疑。

Goldman’s struggles point to several lessons. One is that it still excels, but in a bad industry. Investment banking combines the drawbacks of a regulated activity (capital requirements and red tape) with the vices of a speculative one (volatility and capture by employees). The firm says it has become more disciplined on pay but last year forked out $15bn, its second-highest salary and bonus bill since the financial crisis, even as profits halved to $11bn and the firm barely beat its cost of capital. The real action in finance is outside regulated banking, where a new cohort of stars rules, including Blackstone in private markets, BlackRock in index funds, and Citadel, an investing and trading house that made its clients $16bn in 2022.

高盛的困境对我们有几个启示。首先，高盛仍然能够技压群芳，但是是不好的技能。投行业务兼具受国家严格监管的业务和投机性业务的缺点（前者在于资本要求和繁文缛节，后者在于不稳定性和员工攫取利益）。高盛表示严格控制了薪酬发放，但去年这块费用为$15bn，是金融危机以来发出的第二高薪酬，但当下的情况是利润减半到$11bn，甚至几乎覆盖不住资本成本。金融业最挣钱的地方在不受国家严格监管的板块上，这里有一批新秀发号施令，包括私募领域的黑石，指数基金的贝莱德，还有2022年给客户赚了$16bn的投资交易机构城堡资本。

n capture by employees 这个我不确定是指什么，了解投行的朋友可以帮忙解答一下。我这个的逻辑是参考 state capture 的用法，同时考虑到投行合伙人们等佣金高，可能挖走客户这些方面，理解为为自身谋取利益，但牺牲企业的利益。

Another lesson is that it is hard to compete in winner-takes-all digital markets. Goldman thought that brains and brand were enough. Not true. It has spent billions, but its customer base remains a fraction of that of PayPal or Amazon. JPMorgan reaches 66m American households, but maintains a vast physical network of branches. Goldman has achieved digital scale by teaming up with Apple to provide a credit card. However, given that the tech giant has almost a billion paying subscribers, Apple holds the whip hand in that relationship.

其次，在赢者通吃的数字市场，想要博得头彩困难重重。高盛曾以为凭借公司的天才们和名号，就够了。现实是，高盛斥资数十亿，但客户数量仍不过是PayPal 或Amazon的一小部分。摩根大通有6600万美国用户，但维持着大范围的实体分行网络。通过与APPLE联手，高盛在电子信用卡市场上实现了一定规模。但是，APPLE手下有数十亿的付费用户，主动权都掌握在这个科技巨头手上。

A final lesson is that the stagnation of globalisation has shrunk Wall Street’s horizons. In the decade after Goldman listed, international revenues provided half of its growth, as its bankers conquered Europe and then broke into Asia. Today they supply a third of growth, as local competitors have emerged and some countries have become wary of foreign financiers. The number-one arranger of shares and bonds last year in China was CITIC Securities; in India Kotak Mahindra and Axis led the pack. These are names that many on Wall Street may not know.

最后一点，全球化的停滞缩小了华尔街的视野。高盛上市的十年间，逐步拿下了欧洲市场，进入了亚洲市场，其国际业务收入占到营收一半。今天，随着外国市场本土银行的出现，以及一些国家对外国金融企业的不信任，高盛国际业务收入只占到营收的1/3。去年，中国最大的交易平台是中信证券；印度的同类佼佼者则是 Kotak Mahindra和Axis，华尔街的人可能都没听说过这些名字。

Raging bulls 向前冲的群牛

Can Goldman recover its swagger? Mr Solomon is wisely laying off staff and shrinking the bank’s proprietary investments. Over time he may be vindicated by prosaic changes—running its asset-management arm better, say, or pioneering new tech to cut exorbitant labour costs—or even by orchestrating a merger.

高盛能否东山再起？所罗门裁员，缩减自营投资，都是明智之举。不管是通过优化资产管理或引入新技术减少高昂的人工成本这种稀松平常的办法，还是通过并购，时间可能会验证他的措施。

Yet there is something uniquely hard about reforming elite firms whose unwritten code is that they are smarter than everyone else. Just ask McKinsey, a scandal-magnet once known as the world’s most-admired consultancy. Goldman’s culture of self-regard remains at odds with the facts. Instead it now needs to be self-critical. For yesterday’s masters of the universe, that may be the hardest leap of all. ■

但是改革自诩不凡的头部企业是出奇地难，比如曾经声名在外的麦肯锡咨询变成了丑闻吸铁石。高盛心比天高的企业文化与事实严重不符，它得学会批评自己。对于昔日的天之骄子而言，这无疑是最难的。

四、sachs是什么牌子离合器？

萨克斯（SACHS）是采埃孚股份公司（ZF Friedrichshafen AG）旗下品牌。

为乘用车提供减振器、离合器、双质量飞轮以及离合器操作系统(离合器拉线、CSC)等产品。

五、sachs是什么牌子减震器？

萨克斯（SACHS）是采埃孚股份公司（ZF Friedrichshafen AG）旗下品牌，为乘用车提供减振器、离合器、双质量飞轮以及离合器操作系统(离合器拉线、CSC)等产品。

六、sachs离合器质量咋样？

SACHS竞技离合器压盘片（MQ250变速箱），可以承受420牛米的扭矩（官方数据）。需要根据不同MQ250变速箱配合飞轮。SACHS通过使用强化弹簧结构的离合器片，能够更好的吸收发动机的震动。此外，SACHS离合器片专有的有机涂层，具有更高的摩擦系数，可以承受更大的扭矩。。。这个好是好，就是有点儿贵

七、Goldman Sachs vs Twitter: The Ongoing Finance Battle

The Background

In the world of finance and technology, Goldman Sachs and Twitter have recently become key players in a heated battle. Both companies are vying for dominance in the competitive arena of online finance, and each has its own unique approach to gaining an edge.

Goldman Sachs: The Giant's Strategy

Goldman Sachs, a renowned investment bank, has long been a powerhouse in traditional finance. However, as the world has become increasingly digital, the company has recognized the need to adapt. One of their main strategies has been to invest heavily in technology and innovation. By leveraging their vast resources and expertise, Goldman Sachs aims to create cutting-edge digital platforms that offer a wide range of financial services, such as investment advice, asset management, and trading tools.

Twitter: The Social Media Challenger

On the other hand, Twitter, the popular social media platform, sees an opportunity to tap into the vast user base it already possesses and expand its offerings into the financial realm. Twitter aims to provide its users with a seamless experience by integrating finance-related features directly into its platform. This includes real-time financial news, market data, and even the option to execute trades directly through the Twitter app. By combining its existing social media infrastructure with financial services, Twitter hopes to attract a new generation of investors who value convenience and simplicity.

The Clash of Titans

As Goldman Sachs and Twitter go head-to-head in the finance industry, the clash of titans has sparked intense competition and innovation. Both companies are aggressively expanding their teams of engineers, data scientists, and finance experts in a bid to outpace one another. They are also actively developing partnerships with key players in the industry to further strengthen their positions.

Goldman Sachs has been forging alliances with established financial institutions, such as JPMorgan Chase and Fidelity Investments, in order to leverage their networks and expertise. This has allowed Goldman Sachs to expand its user base and reach a wider audience of potential clients.

On the other hand, Twitter has been collaborating with fintech startups and disruptors to enhance its platform with innovative features. By partnering with companies like Square and Stripe, Twitter is able to offer users a seamless and secure way to manage and invest their finances.

The Future of Finance

The ongoing battle between Goldman Sachs and Twitter highlights the increasing convergence of finance and technology. As these giants continue to innovate and push boundaries, the landscape of finance is poised for significant transformation. The competition between these two forces is not only beneficial for investors but also for consumers, as it fosters innovation and drives down costs.

Ultimately, the winner of this battle will be the company that can effectively combine the trust and experience of traditional finance with the convenience and accessibility of digital platforms. Whoever emerges victorious will undoubtedly shape the future of finance and redefine the way we interact with money.

Thank You

Thank you for taking the time to read this article. We hope that it provided valuable insights into the ongoing finance battle between Goldman Sachs and Twitter. As these two giants continue to vie for dominance, we can expect exciting developments that will reshape the finance industry and benefit both investors and consumers.

八、golden sachs是公司名字么？

golden sachs是新和成股份有限公司的名字，是一家生产维生素的高新技术企业，成立于1999年4月5日，总部位于浙江省新昌县城关镇。 公司主要经营，药品、保健品、医药原料药、香精香料等系列产品的生产及销售等业务。

2016年，新和成实现营业收入人民币263.96亿元。净利率从9.48%提高到11.38%。实现归属母公司净利润为人民币30.03亿元，同比上升5.39%；实现基本每股收益为1.08元，同比增长3.03%。

九、sachs减震器怎么样？

您好，Sachs减震器是一种质量较好的减震器，它能够有效地减少车辆行驶时的震动和颠簸，提高行驶的舒适性和稳定性。Sachs减震器采用高品质的材料和先进的制造技术，具有良好的耐久性和可靠性，能够长期稳定地工作。同时，Sachs减震器还具有较高的安全性能，能够帮助车辆更好地应对各种复杂路况，提高行驶的安全性。因此，Sachs减震器是一种值得推荐的减震器品牌。

十、sachs离合器是哪个厂家？

sachs离合器中文译做萨克斯离合器，是德国ZF Friedrichshafen AG（弗里德里西港ZF股份公司）的产品，德国采埃孚(ZF)集团，简称ZF公司，是当今世界上最重要的传动系统产品专业制造厂家之一。采埃孚股份公司开发并生产轿车、商用车、工程机械完整的传动系统及底盘系统。同时也是轮船、叉车、铁路机车及直升飞机特殊变速箱的主要供应商。

早在八十年代初，当装配有采埃孚变速箱的几千台梅赛德斯奔驰卡车被引进到中国新疆自治区的油田时，采埃孚集团就开始悄然进入中国。采埃孚集团在中国的代表处于1988年在北京成立。今天，在中国大陆地区，采埃孚集团取得了长足的发展，拥有17家生产装配企业，1家贸易公司，1个地区总部（含研发中心）和2家拥有完整售后服务网络的销售服务公司（7家分公司，34售后服务网点及代表处）。拥有员工约2300人。采埃孚集团在中国拥有优良的客户群体，包括上海大众、上海通用、一汽集团、沈阳宝马、重汽集团、奇瑞公司、金龙公司、东风集团、东南汽车等等。产品广泛应用于轿车、客车、卡车、轮船和工程机械类车辆。

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