现在，如果你真的关注你就会知道这是科尼赛克的过这整个萨博购买说大话拳打脚踢。
Now, if you're really paying attention you'll know it was Koenigsegg that kicked off th is whole Saab buying malarkey.
为取得成功，科尼赛克必须为萨博找到有利可图的位置，每年将比2008年93000的销售量多出50000销量。
To succeed, Koenigsegg must find a profitable niche for Saab that will generate around 50,000 more sales each year than the 93,000 cars sold in 2008.
通用汽车公司甚至为科尼赛克汽车公司(瑞典小型手工打造超级跑车制造厂)的小型绅宝和中国的北京汽车制造厂找到了买家。
GM even found buyers for tiny Saab in Koenigsegg, a boutique Swedish sports-car firm, and China's Beijing Automotive.
撇开这个不说，萨博与科尼赛克几乎没有共同点，科尼赛克一年生产不到20辆跑车，平均价格超过120万美元，员工只有45人——大约为萨博的1%。
That apart, Saab has little in common with a firm that makes fewer than 20 cars a year, at a price of more than $1.2m apiece, and has a workforce of 45—about 1% of Saab’s.
撇开这个不说，萨博与科尼赛克几乎没有共同点，科尼赛克一年生产不到20辆跑车，平均价格超过120万美元，员工只有45人——大约为萨博的1%。
That apart, Saab has little in common with a firm that makes fewer than 20 cars a year, at a price of more than $1.2m apiece, and has a workforce of 45—about 1% of Saab’s.
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