Examples of using Webvan in English and their translations into Chinese
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Com and Webvan failed completely.
An example of both comes from Webvan.
一个典型的案例来自Webvan公司。A year later, Webvan ceased operations.
再几个月后，Webvan关闭了运营。He has also served as CEO of Webvan Group.
还曾担任WebvanGroup的首席执行官。Webvan was the right idea, but at the wrong time.
She also worked with an online retailer, Webvan.
她还与一家在线零售商Webvan.A few months later, Webvan shuttered operations.
再几个月后，Webvan关闭了运营。Webvan ended in Chapter 11 bankruptcy in 2001.
Webvan于2001年以破产法第11章告终。He previously was CEO of Webvan Group Inc.
他还曾担任WebvanGroupInc.的首席执行官。Com and Webvan, failed completely and shut down.
Com和Webvan，经历了完全的失败之后彻底倒闭。In 1999,Swan joined the dot-com grocery delivery company Webvan as VP of finance.
年，斯旺加入了网络食品杂货配送公司Webvan，担任财务副总裁。All told, Webvan was only in operation for three years.
总的来说，Webvan公司只运营了三年。Given the razor-thin margins of the grocery business,that inefficiency contributed to the death of Webvan.
鉴于杂货业务利润率十分微薄，这种无效率也造成Webvan的最终破产。Webvan did everything its board and investors asked.
Webvan做到了董事会和投资者要求的每一项工作。Yet in July of 2001,the stock price dropped from $30 to 6 cents and WebVan lost $700 million in a day.
然而在2001年7月，该公司的股票价格从30美元跌至6美分，WebVan在一天之内损失了7亿美元。Webvan burned through more than $1 billion dollars and went out of business 2 years after its IPO.
Webvan耗资超过10亿美元，并在首次公开募股（IPO）2年后停业。Com, none of which lasted more than three years, and Webvan that went from IPO-to-bankruptcy in only 20 months?
Com吗，它们持续的时间均没有超过三年，而Webvan只用了20个月就从IPO走向了破产。?By April 2001, Webvan CEO George Shaheen resigned, and Swan was named the new chief exec.
年4月，Webvan公司首席执行官乔治-沙欣(GeorgeShaheen)辞职，斯旺被任命为新的首席执行官。Goldman was repeatedly sued by shareholders for engaging in laddering in a variety of Internet IPOs,including Webvan and NetZero.
高盛一再被股东起诉实践这些成名的净ipo,包括Webvan和NetZero。Even Webvan, founder of Louis Borders also founded the grocery express startups, going to fight back margin.
就连Webvan的创始人LouisBorders也成立了一家日杂速递初创公司，打算重战商海。He likes to show the numbers demonstrating that Webvan was doomed from the start; a $100 order cost the company $120 to ship.
他喜欢向别人展示那些表明了Webvan从一开始就注定失败的数字：100美元的订单，却需要公司花费120美元的代价出货。Webvan attempted an aggressive expansion plan aimed at rapid growth across 26 cities which lead to massive spends.
Webvan尝试了一项激进的扩张计划，目标是在26个城市实现快速增长，这导致了大规模的支出。Unlike the fabulously funded,now departed grocery-delivery dot-coms- Webvan, Streamline, and HomeGrocer- Tesco.
与一些当时获得了惊人的资金，而现在已经无影无踪的商品订购网络公司--例如Webvan、Streamline和HomeGrocer不同，Tesco.Com, Etoys, and Webvan, which had some concept of play, had no revenue model, but their stock prices skyrocketed.
Com、Etoys和Webvan等一些玩概念的互联网公司，没有收入模式，但股价暴涨。Com, Webvan- a portfolio that helped sink SoftBank's market capitalization from $175 billion to less than $3 billion, based on current exchange rates.
Com和Webvan--这个投资组合导致软银的市值(以当前汇率计算)从1750亿美元暴跌至不到30亿美元。Before founding Kiva, Mountz worked at Webvan, an online grocery delivery company that was one of the 1990s dot-com era's most infamous flameouts.
在成立Kiva公司之前，蒙兹在Webvan公司工作，这家网上杂货快递公司的破产是20世纪90年代互联网蓬勃发展时期最声名狼藉的事件之一。Operation mode in the 90 s, Webvan depend on the number of a cost of $35 million, covers an area of 35 square feet of distribution center.
年代，Webvan的运作模式仰赖于数个造价3500万美元，占地35万平方英尺的分发中心。The online grocery firm Webvan and the urban delivery company Kozmo were two of the highest-profile flops in the late-1990s dot-com boom.
在线杂货公司Webvan和城市配送公司Kozmo是1990年代末互联网繁荣时期很受瞩目的两个失败案例。From 3DO to PointCast to Webvan, there's a long list of“game changing” advances that didn't succeed, and Perlman learned that himself at General Magic.
从3DO到PointCast再到Webvan，一长串「将改变游戏」的技术进步都没有成功，珀尔曼在GeneralMagic的时候，自己就亲身体会到这一点。
