If this were not your friend telling you the story,but some stranger sitting next to you on the bus,who couldn't make you understand that he or she had been to the dentist,you might be inclined to move to another seat.
の文なのですが、仮定法を用いていたり、関係代名詞やthatの修飾等の概要はわかるのですが
文構造と訳の細かい部分がわからないのですが協力願います。
If this were not your friend telling you the story
「もし、あなたの友達があなたにその話をしていなければ」
but some stranger sitting next to you on the bus,who couldn't make you understand that he or she had been to the dentist
「（しかし？）バスであなたの隣に座っている見知らぬ人が歯医者に行ったことをあなたにわかってもらえない」
you might be inclined to move to another seat.
「あなたは、別の座席へ移動したくなるかもしれない」
と、このような部分訳をしてみたのですが、うまく文になりません
あと、気になる点は、仮定法の否定形なのでbut～は順接的な繫がりになるのだろうか？など
The personal computer industry offered two categories of suppliers in early 1990s.
Those products had multiple sources, like disk drives, CRT screens, keyboards, computer boards and memory chips; and those supplying microprocessors and operating system software.
Dell generally copied Compaq or lBM"s basic design assembling the products with standard components. However in 1992 Dell started to feel pressure from lower-priced clones such as ALR, Packard Bell, and Gateway. They copied Dell and offered even lower expense structure and lower prices. Dell was force to look for new strategy to differentiate its products through innovation. By 1992, Dell was introducing new PCs every three weeks; its oldest product was 11 months old.
Michael Dell started Dell Computer in Austin, Texas in 1984. The company first product was an IBM PC/XT clone that he sold through computer magazines at one-half lBM’s primes. From 1985 to 1990, Dell became the fastest-growing computer company in the world. By 1991, it was a half-billion-dollar company, offering a full line of PCs through direct mail. Dell distinctive strategy was: its unconditional money-back guarantee within 30 days, its toll-free customer service number, and a one-year contract with Xerox to provide next-day, on-site service within 100 miles of nearly 200 locations.
IBM trademark was its horizontal and vertical integration. It had the largest direct sales forces in the computer industry and sold more types of computers, software. And peripherals than any other company in the world. IBM’s R&D budget of $6.6 billion exceeded the revenues of all but a few competitors. Its market share had steadily declined in the PC business 1984. lts products lost much of differentiation as clones successfully attacked IBM with cheaper and sometimes with technically superior products; and after a dispute with Microsoft, IBM appeared to lose control over the operating system software. In order to regain the initiative, IBM launched alliances in the 1990s, with Siemens for joint development of the next generation of memory chips; with Toshiba for flat panel displays; with Apple for the next generation operating system; and with Motorola for microprocessors.
Compaq started by selling the first successful IBM clone portable, and made $100
million in sales, which made it the fastest-growing company in history Compaq growth and profitability were based on offering more power or features than comparable IBM’s, at slightly higher prices. By launching the first PC with an Intel 80386 microprocessor, it became a trendsetter rather than just another clone.
In 1992, many buyers could not easily make the difference between IBM and no-name PC brands, which allowed prices to drop, thanks to competition. For example, on the same day of February of 1992, Apple and Dell Computer both cut prices by nearly 40 percent. Within a week other competitors did the same. However, Apple still had as main competitors, IBM, the worldwide leader; Compaq, the premium-priced leader in the MSDos/Intel segment and Dell, a clone.
In the 1990s, IBM had a large installed base of customers that was tied to the company's highly profitable, proprietary technology But like most mini and mainframe companies, IBM was also a relatively high-cost producer of PCs that was struggling to create a unique position for itself. IBM did suffer it first loss in history in 1991, but still was the world leader in computers, with $64 billion in revenues and the number one market share in PCS, minicomputers and mainframes. (See Exhibit 4).
The education market accounted for 9 percent of units and 7 percent of revenues.
Most school had limited budgets for computers, what most educators were interested the most in was the availability of suitable software. As for the individual/home market, it accounted for 31 percent of units and 23 percent revenues.
In 1991, the four largest PC manufacturers are said to have been IBM, Apple, NEC, and Compaq. They accounted nearly 37 percent of the world market. (See Exhibit 3.) More than 200 companies were from a dozen countries.” U.S, firms had over 60 percent of global revenues, Taiwanese small companies, like Acer, were gaining share in the very low end, and Japanese firms were the biggest manufacturers in portable computers. Tbshiba, a huge Japanese conglomerate, dominated laptops with (26 percent share in 1990), followed by NEC (15 percent).
