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英語を日本語に翻訳してください。（翻訳ソフトNG）

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).

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1992年、顧客の多くはIBMと無名のPCブランドを容易に区別をすることができなくなっていた。そのことが、競争のおかげもあって、価格を押し下げる要因となった。例えば、1992年2月の同じ日に、アップルとデルは40%近く価格を値下げした。1週間かそこらで、他のメーカーも同じことをした。しかし、アップは依然として、主だった競争相手として、世界トップのIBM、MSDos/インテル（互換機）分野で高級機路線のCompaq、互換機メーカーのデルを抱えていた。 1990年代、IBMは、自社の高収益・専有技術を結びついた巨大な固定客層を持っていた。しかし、多くのミニコン、メインフレームメーカーと同様に、IBMもまた自社で独自の地位を築こうとする比較的高コストのPCメーカーであった。IBMは1991年初めて赤字に転落したが、コンピューターでは世界のトップであり、640億ドルの売上と、PC、ミニコン、メインフレームでナンバーワンのシェアを有していた。（別紙4参照）

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  3. 語学
  4. 英語

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