体验商务英语综合教程3-中文-双语对照版.docx

体验商务英语综合教程3 第二版双语对照版Unit1 Made in Europe 欧洲制造Almost every fashion label outside the top super-luxury brands is either already manufacturing in Asia or 5 thinking of it. Coach, the US leather goods maker, is a classic example. Over the past five years, it has lifted all its gross margins by manufacturing solely in low-cost markets. In March 2002 it closed its factory in Lares, Puerto Rico, its last company-owned plant, and outsources all its products. 除了顶级奢侈品牌外几乎所有的时尚品牌都已经在亚洲生产，或者正在考虑这么做。美国的皮革商品制造商蔻驰（Coach）就是一个经典的例子。在过去的五年中，它通过仅在低成本市场生产来提升毛利率。在2002年的3月，它关闭了在波多黎各拉雷斯的最后一间公司所属工厂，将所有产品全部外包。Burberry has many Asian licensing arrangements. In 2000 it decided to renew Sanyos Japanese licence for ten years. This means that almost half of Burberrys sales at retail value will continue to be produced under license in Asia. At the same time however, Japanese consumers prefer the groups European-made products. 巴宝莉（Burberry）在亚洲持有许多许可授权安排。2000年它决定给日本三洋公司的特许授权延长十年。这意味着按零售价计算巴宝莉几乎一半的销售额将是亚洲授权生产的。但是同时，日本的消费者却偏好于该集团在欧洲生产的产品。Sanyo is now reacting to this demand for a snob alternative to the Burberry products made in its factories across Asia by opening a flagship store in Tokyos Ginza, where it sells Burberry products imported from Europe.为了应对这种对巴宝莉在亚洲工厂所生产产品的需求，三洋公司在东京银座开设旗舰店，出售从欧洲进口的巴宝莉产品。In interviews with the FT, many executives say the top luxury brands will continue to be seen, particularly in Asia, as European. Domenico De Sole of Gucci says: “The Asian consumer really does believe - whether its true or not - that luxury comes from Europe and must be made there to be the best.” 在金融时报的采访中，许多企业高管表示，顶级奢侈品牌将在亚洲越来越多地出现，就像在欧洲一样。古驰（Gucci）的多米尼克德索尔说，无论是真是假，亚洲消费者只相信：奢侈品来自欧洲，而且一定是要在那儿生产的才是最好的。Serge Weinberg, Chief Executive of Pinault Printemps Redoute, which controls Gucci, says it will not move Guccis production offshore. Yet some in the industry recognize that change may be round the corner even for the super-luxury brands. Patrizio Bertelli, Chief Executive of Prada, says: The Made in Italy label is important but what we are really offering is a style, and style is an expression of culture. He therefore recognizes that quality fashion items may not always need to be produced in Italy. 古琦的控股公司（Pinault Printemps Redoute）的首席执行官塞格温伯格说，公司不会将古琦的生产线移到海外。然而一些业内人士认识到，就算对顶级奢侈品牌而言，这种变化也将来临。普拉达（Prada）的首席执行官帕特里齐奥艾特里说：“意大利制造的标签很重要，但我们真正要提供的是一种风格，而风格是一种文化的展示。因此，他认识到高品质的时尚产品并非总是要在意大利生产。Amitava Chattopadhya. Professor of Marketing at Insead, the business school. says: A brand is a set of associations in the mind of the consumer and one of these is the country of origin. For luxury goods, the role of the brand is crucial. To damage it is a cardinal sin and no brand manager will want to get the balance between manufacturing location and the brand image wrong. 欧洲工商管理学院的市场营销系的AmitavaChattopadhyay教授说：“品牌就是消费者脑海中的一系列联想，其中之一就是原产地。对于奢侈品来说，品牌的作用是至关重要的。破坏它是一种弥天大罪，没有哪个品牌经理愿意将产地和品牌形象之间的关系搞错。”From the Financial TimesUnit2 Road rages in the sky 空中的交通暴怒Airlines and their long-suffering customers arc reporting a steep climb in air rage incidents. Some incidents are apparently caused by problems which are familiar to many regular travelers. One case reported from America stemmed from an interminable delay in takeoff, when passengers were cooped up in their aircraft on the tarmac for four hours, without food, drink or information. 航空公司与长期遭罪的客户们都在提及急剧攀升的空中冲突事件。有些事件的发生显然是由许多常客所熟悉的问题造成的。美国报道的一个案例就是源于无休止的延迟起飞：乘客被关在飞机里，在停机坪上等了四个小时，期间没有食物、饮料和信息。Mass unrest is less common than individual misbehaviour, as in the case of the convict who recently went crazy on a flight, attacked the crew and tried to open a door in mid-flight. 大规模骚乱比起个人行为不当要少见些。一个已经宣判的案例里乘客在飞机上突发癫狂。他攻击机组人员，并试图在飞行途中打开舱门。The psychology of air rage is a new area of study, and there are almost as many explanations as examples. Most analysts of the phenomenon blame alcohol, but many people now think that the airlines are at fault. 空中暴怒的心理是一个新的研究领域，对此的解释与案例几乎同样多。大多数分析家都将此现象归咎于酒精，但现在许多人认为航空公司对此负有责任。To cut costs, they are cramming ever more passengers into their aircraft, while reducing cabin crew, training and quality of service, all of which increase passenger frustration. In addition, there is increasing concern in the US about another cost-cutting exercise, which could seriously harm passengers health: cabin ventilation. 为了削减成本，他们把更多的乘客塞进机舱，同时又减少机组人员、缩减培训时间和降低服务质量，所有这些都令乘客更加沮丧。此外，在美国人们越来越关注另一个削减成本的做法：客舱通风问题。这很可能会严重损害乘客的健康。Modern aircraft are equipped with sophisticated air conditioning devices - but running them at optimum capacity burns up valuable aviation fuel. Many airlines routinely instruct their flight crews to run the systems on minimum settings. Campaigners for improved air quality claim that this can lead to irritability and disorientation. 现代飞机都配备了完备的空调装置但要使其以最佳状态运行就会耗尽宝贵的航空燃油。许多航空公司通常指示飞行人员以最低设置来运行系统。要求改善空气质量的人士声称这就会导致烦躁不安，并令人不知所措。In the US, the soaring number of passenger complaints across a wide range of issues is reflected in a number of new Internet sites which criticise the airlines and demand better service. One of the sites is demanding an air passengers* Bill of Rights.在美国，涉及广泛问题的乘客投诉数量飙升反映在了许多新的互联网网站上。这些网站批评航空公司，要求提供更好的服务。其中一个网站还要求给予一个空乘版的“人权法案”。Cabin and flight crews, who are in the front line of the battle against disruptive and dangerous inflighti behaviour, have called for stiffer penalties against the offenders. Management have also called for legislation - while denying that its cost-cutting practices have contributed to the problem. 面对破坏和空中危险行为，战斗在一线的客舱和飞行机组人员要求给予肇事者更严厉的惩罚。也有声音呼吁管理立法，不过同时否认其削减成本的做法也是问题发生的一个诱因。But there are some signs, in the US at least, that the airlines are at last attempting to respond to customer dissatisfaction. Some major lines have announced concessions to the most frequent complaint of all, and are removing seats to make more room for their customers. 但也有迹象表明，至少在美国，航空公司终于试图回应顾客的不满。一些主要航线已宣布向最常见的投诉做出让步：拆除一些座位，给乘客留出更多的空间。From The GuardianUnit3 Dirty Business, Bright Ideas 活儿脏，点子棒By Gina ImperatoA headquarters with a difference Walk into SOL City, headquarters of one of northern Europes most admired companies, and it feels like youve entered a business playground. Located in a renovated film studio in the heart of Helsinki, the office explodes with colour, creativity and chaos. SOL清洁公司是欧洲北部最令人向往的公司之一，走进它的总部SOL城，你会感觉到就像走进了一个商业广场。它坐落在赫尔辛基市（芬兰首都）中心一家翻新过的电影制片厂里，里面色彩绚烂，气氛喧闹，彰显着非凡的创造力。The walls are bright red, white and yellow; the employees wander the halls talking on yellow portable phones. Liisa Joronen developed SOL Cleaning Service 11 years ago, out of a 150-year-old industrial empire owned by her family. SOLs competitive formula has five key ingredients. 墙壁刷上了明亮的色彩，白色和黄色；员工在大厅里来去行走，不时用黄色的手提电话交谈。丽莎乔洛南11年前在家族拥有的150年工业帝国的基础上开发了SOL清洁服务。SOL的竞争公式有五个关键成分。Few people dream about becoming a cleaner. But that doesnt mean cleaners cant find satisfaction in their work. The keys to satisfaction, Joronen believes, are fun and individual freedom. Its cleaners wear red-and yellow jumpsuits that reinforce the companys upbeat image. 很少人会梦想成为一个清洁工。但是，这并不意味着清洁工不能在工作中找到满足。乔洛南认为，满足的关键是乐趣和个人自由。SOL的清洁工穿着红色和黄色的连身衣裤，强化了公司的乐观形象。SOLs logo, a yellow happy face, is on everything from her blazer to the companys budget reports. Freedom means abolishing all the rules and regulations of conventional corporate life, (here are no titles or secretaries at SOL, no individual offices or set hours of work. The company has eliminated all perks and status. SOL的标志是一张黄色快乐的脸，它出现在所有的东西上，从鲜艳的外套到公司的预算报告。自由意味着废除所有企业传统文化中所拥有的条条框框：在SOL没有头衔或秘书，没有个人办公室或工作时间表。公司取消了所有的特权和身份符号。Symbols SOLs training programme consists of seven modules each of which lasts four months and ends with a rigorous exam. Of course, there are a limited number of ways to polish a table or shampoo a carpet. Thats why SOL employees also study time management, budgeting and people skills. SOL的培训计划包括七个模板，每个历时四个月，最后是严格的考试。当然，擦桌子或洗地毯的方法毕竟是有限的几种，这就是为什么SOL的员工也要学习时间管理，编制预算和人际交往的原因。Lots of companies talk about decentralising responsibility and authority. At SOL its a way of life. The real power players of the company are its 135 supervisors, each of whom leads a team of up to 50 cleaners. These supervisors work with their teams to create their own budgets, do their own hiring and negotiate their own deals with customers. 许多公司都谈论下放责任和权力。而在SOL，它是一种生活方式。公司有实权的员工是135名管理员，每个管理员带领一个不超过50名清洁工的团队。这些管理员与自己的团队一起工作，制定团队的预算，安排招聘，与客户碳交易。Liisa Joronen believes in autonomy, but shes also keen on accountability. SOL is fanatical about measuring performance. It does so frequently and visibly, and focuses on customer satisfaction. Every time SOL lands a contract, for example, the salesperson works at the new customers site alongside the team that will do the cleaning in the future. 丽莎乔洛南相信自主性，但她也关注责任感。SOL时分注重业绩评估。并频繁地、大张旗鼓地进行评估，其中重点关注客户满意度。例如，每次SOL签订合同前，销售人员与团队人员一起到要进行清洁工作的新顾客的现场。Together they establish performance benchmarks. Then, every month, the customer rates the teams performance based on those benchmarks. The more we free our people from rules, Joronen says, the more we need good measurements.他们共同设定清洁的标准。然后，每个月客户根据这些标准来评价团队的表现。乔洛南说：“我们越是要让员工摆脱规则，就越需要良好的衡量标准。”Laptops and cell-phones are standard equipment for all supervisors at SOL, freeing them to work where they want, how they want. Inside the offices theres almost no room for paper. So the company stores all critical budget documents and performance reports on its Intranet, along with training schedules, upcoming events and company news. 在SOL，笔记本电脑和手机是所有管理员的标准装备。这些设备可以让他们到任何地点做他们想做的工作。在办公室内，几乎没有存放纸张的地方。因此，公司是在内联网上储存所有重要的预算文件和业绩报告以及培训计划、活动安排和公司新闻。From Fast CompanyUnit4 US department stores launch counter-attack 美国百货进行反击By Lauren FosterAs consumers demand better value and a more interesting and stimulating experience while shopping, department stores face a clear choice: adapt or die. 由于消费者要求购物更划算，购物经历更有趣和更刺激，百货公司面临着一个明确的选择：要么主动适应，要么关门大吉。 My concern is that they will become retail museums/ says Britt Breemer, chairman of Americas Research Group. The bottom line is that they have to admit they are in trouble and figure out some way to reinvent themselves. “我担心他们将成为零售业的博物馆。”美国调研集团主席布里特布里莫说。“解决问题的底线是他们必须承认自己有麻烦了，并找到方法来改造自己。”This may help to explain why four times as many households visit discount stores as department stores. 这可能有助于解释为什么去折扣商店的家庭数目是去百货公司的家庭数目的四倍。 Department stores face mounting competition from speciality retailers and discounters, such as Wal-Mart and Target. Their steady loss of market share may be partly because the concept was born in a different era, a time when, for families, a trip to the stores combined shopping with entertainment. 百货公司面对的是来自专业零售商和折扣店如沃尔玛和塔吉特的激烈竞争。他们市场份额持续下跌的部分原因可能是因为“百货”这个概念诞生在一个不同的时代，在当时对一个家庭来说，去商店购物就是将采购和娱乐相结合。 What is needed, say retail experts, is a new approach. A typical example of this approach working is seen at Selfridges. This UK group hat racast itself from a sleepy 1970-styte department store Into a retailing experience fit for the 21st century, says Wendy Liebmann, President of WSL Strategic Retail. 零售专家说现在需要的是一种新的方法。这种方法成功的典型案例就是赛尔福里奇百货公司。这家英国集团把自己从一个“暮气沉沉留有上世纪七十年代遗风的百货公司”改造成了一个适合21世纪的零售体验式公司，WSL战略零售主席温迪里布曼说。 One of the main changes is that more floor space is rented to vendors, in what is sometimes referred to as the showcase business model: vendors design their own so booths and are encouraged to be creative. 其中一个主要的变化是将更大的空间出租给零售商。这有时也被称为展示商业模式：零售商设计他们自己的摊位，并鼓励创意。The Selfridges model, says Peter Williams, CEO of .Selfridges, is about creating an experience that is new, interesting and different where it is not just the product that is different He says the problem with US department stores is that they all the same.赛尔福里奇百货公司的首席执行官彼得威廉姆斯说，赛尔福里奇百货公司模式就是要带给人们一种“新的、有趣的和不同的”的经历，而不仅仅是提供不同的产品。他说美国百货公司的问题是他们看起来都一样。Arnold Aronson, a management consultant, believes Selfridges could be a prototype for failing US department stores: It has brought back excitement and novelty and is really seducing customers by developing the right merchandise, in the right quantities at the right time. 管理顾问阿诺德阿伦森认为赛尔福里奇百货公司可能就是不断衰亡的美国百货公司的救命稻草典型案例：“它重新让人们感到兴奋和新奇，并通过在恰当的时间里以合适的数量开发适销对路的商品来真正吸引顾客。” Federated, which owns Macys and Bloomingdales, appears to be moving in the right direction. Forty-two stores are being upgraded with the latest components of its reinvent strategy, including enhanced fitting rooms, convenient price check devices, comfortable lounge areas, computer kiosks and shopping carts. 拥有梅西百货和布卢明代尔百货公司的联合百货似乎正在朝着正确的方向发展。四十二家店面正在运用其“重塑”策略的最新理念进行升级改造，包括优化试衣间，提供方便的价格查验设备、舒适的休息区、公用电脑亭和购物车。 The challenge department stores face is how to develop in a sector that is, essentially, not growing. But if they adapt, many industry observers believe they will survive. The department store is not dead, it will live on, said Robert Tamilia, Professor of Marketing at the University of Quebec. But it will not be the same animal it was before. 百货公司面对的挑战是如何让一个基本上没有增长的部门发展。但是，许多产业观察家相信如果他们去主动适应，他们就能生存下去。魁北克大学市场营销学教授罗伯特塔米利亚说：“百货公司不会就此了结。它将继续生存下去。但它不会是从前的那个它了。”Unit 5. Money.昨天，沃尔玛向公众传递了的大量乐观信息，着实令投资者惊喜一番。这种乐观情绪是三个月以来市场发生转机的标志。三个月前沃尔玛对美国消费力的复苏并不看好。首席执行官李斯科特说：“比起前几年，我对今年更加乐观。我不仅对经济和房地产市场持续走强表示乐观，也受到沃尔玛市场定位的鼓舞。”斯科特先生也受到市场消费能力的鼓舞。他说这是有高额退税和“就业前景最终改善”所带动的。这个按营业收入计算世界上最大的零售商表示，与一年多前25亿美元，或每股56美分相比，第四季度利润增长了11%，达27亿美元，或每股63美分。本季度营业收入增长12.2%，达745亿美元。就全年而言，沃尔玛的利润增长了13.3%。从78亿美元增至89亿美元，每股2.03美元。收入增长了11.6%，从2296亿美元增至2563亿美元。国际销售强劲，在近270亿美元整体销售额的利润中，国际销售贡献了约70亿美元。斯科特先生说，沃尔玛去年干得不错，国际部成绩尤佳。斯科特强调，由于靠商品多样化而不是高价格，毛利率比原来的预测要好。他说：“我们并没有提高价格，也不打算这么做。”Unit5 Target Stores塔吉特商店Target yesterday beat Wall Street expectations when it delivered a 21.1 percent rise in quarterly earnings.Gains in Targets credit card business, as well as both its Target Stores division and Marshall Fields stores, offset a small drop in pre-tax profit at the Mervyns department store chain. 昨天，出乎华尔街的预期，塔吉特公司季度收益增长了21.1。塔吉特的信用卡业务，以及塔吉特公司分店和马歇尔菲尔德商店的收益抵销了默文百货连锁店税前利润的小幅下降。Target has cultivated a more upmarket and style- conscious image than other discount retailers. It is the third-largest general retailer in the US by revenues. 塔吉特创造了比其他折扣零售商更高档、更有风格意识的形象。按收入计算，它是美国的第三大零售商。Target yesterday said it saw continued price pressure from rival Wal-Mart. For the fourth quarter, Targets profit rose to $832m, or 91 cents a share, compared with $6S8m, or 75 cents a share, a year ago. Analysts had expected Target to earn 87 cents a share, according to Reuters Research.塔吉特创造了比其他折扣零售商更高档、更有风格意识的形象。按收入计算，它是美国的第三大零售商。 Revenues for the quarter rose 10.7 percent to $15.57bn from $14.06bn, while same-store sales -from stores open at least a year - rose 4.9 percent. 本季度的收入同比增长10.7，从140.6亿美元升至155.7亿美元，而同店销售额（按开店满一年者算）上涨了4.9。Target said pre-tax profit soared 18.5 percent at Target Stores. At the department stores, which have been ailing, pre-tax profit jumped 15.6 percent at Marshall Fields but fell 0.3 percent at Mervyns. Credit card operations added $168m to pre-tax profit in the recent quarter, up 11.7 percent from a year ago.塔吉特称塔吉特商店的税前利润猛增了18.5。就一直不景气的百货商店部分，马歇尔菲尔德税前利润跃升了15.6，但默文下跌了0.3。信用卡业务最近一个季度税前利润增加了1.68亿美元，与去年同期相比增长了11.7。For the full year, Targets profits were $1.84bn, or $2.01 a share, up 11.4 percent from $1.65bn, or $1.81 a share,the year before. Revenues rose 9.7 percent to $4S.16bn from $43.91bn, driven by new stores, a 2.9 percent rise in same-store sales and growth in credit revenues. 全年，塔吉特的利润从前一年的16.5亿美元，或每股1.81美元升至18.4亿美元，或每股2.01美元，增长了11.4。在新设商店的推动下，收入从439.1亿美元升至481.6亿美元，增长了9.7。同店销售额和信贷收入增长了2.9。Unit 6. Advertising.What makes Nikes advertising tick?(48th page)By Stefano HatfieldPhil Knight, the co-founder and former Chief Executive of Nike, prefers to let his superstar athletes and advertisements do his talking for him. Named Advertiser of the Year at the 50th Cannes International Advertising Festival, he is the first person to win the award twice. 耐克的共同创始人和前首席执行官菲尔奈特喜欢让超级运动员巨星和广告为他说话。在第50届戛纳国际广告节上，他被提名为年度最佳广告客户。他是两度赢得这一奖项的第一人。Knight has an absolutely clear and committed strategy to use celebrity athlete endorsement. He describes it as one part of the three-legged stool which lies behind Nikes phenomenal growth since the early 1980s, with the other two being product design and advertising.奈特有绝对明确和坚定的战略：用著名运动员代言产品。他将此描述为耐克公司80年代初以来显着增长背后的“三脚架”的一部分。其他两只脚分别为产品设计和广告。He has built Nikes expansion into sport after sport from its athletics roots on the back of sporting masters; Carl Lewis on the track; tenniss Jimmy Connors and John Mdinroe; Tiger Woods, who led Nike into golf; Konaldo and the Brazilian national football team; and the basketball star, Michael Jordan, who famously rescued the company.一种运动，又一种运动，耐克公司的扩张源于运动，与大师同行。赛道上的卡尔刘易斯、网球场上的吉米康纳斯和约翰麦克安柔、将耐克带入高尔夫球场的老虎伍兹、罗纳尔多和巴西国家足球队都是其经典形象，其中篮球明星迈克尔乔丹甚致拯救了耐克公司。From the beginning Nike has been prepared to take a gamble on sporting bad boys others would not touch: Andre Agassi springs to mind. It was a strategy that began with Hie Nastase, the original tennis bad boy. The Romanian had the quality that has come to represent Nike and its advertising: attitude. 从一开始，耐克公司就已准备对体育界里别人不会碰的坏小子下赌注：闪现在他们眼前的是安德鲁阿加西。这个战略源于希尔纳斯塔塞，他原来也是网球界的坏小子。但这位罗马尼亚后裔身上却拥有一种品质能代表耐克公司和它的广告：那就是态度。After extraordinary growth, Nike became number one trainer manufacturer in the US. But Knight admits the company then lost its way as it failed to cope with its success. It experimented unsuccessfully with expansion into non-athletic shoes, and lost its number one position to Reebok in 1986. 历经快速增长后，耐克公司成为美国头号软运动鞋制造商。但奈特也承认公司在成功之后迷失了方向。公司尝试将业务扩展到非运动鞋领域，结果未能成功，并在1986年将老大的位置拱手让给了锐步。Knight bet the future of the company on a new feature; a new air technology inside the Irainer. He launched the product with a David 1inchet-directed ad which used the Beatles track Revolution, and then marketed