體驗商務(wù)英語綜合教程3-U11-U13課文雙語版

商英Unit11Trustworthy牢靠的 law-biding守法的 corrupt貪污的Aslushfund行賄基金 asweetener賄賂 compensation 補償Insidertrading內(nèi)幕交易 industrialespionage工業(yè)間諜disclosuren.揭露，被泄露的丑聞Awhistleblower告密者 afraudster騙子 aconartist騙子Abribe賄賂 abonus獎金 acommission提成Fraud詐騙 secrecy保密 integrity正直的Aconfidentialityagreement保密協(xié)議 acoverup隱瞞 awhitewash洗白Ourcompanydoesnothingillegal.Weareverylaw-abiding.We’vegotaslushfundwhichisusedincountrieswhereitisdifficulttodobusinesswithoutofferingbribes.Theircarlookedsomuchlikeournewmodel,wesuspectindustrialespionage.Theyfiredhimbecausehewasawhistleblower.Heinformedthepressthatthecompanywasusingunder-ageworkersinthefactory.Hedeniedacceptingabribewhenhegavethecontracttomostexpensivesupplier.Iadmireourchairman.He’samanofhiswordandisgreatlyrespectedforhisintegrity.Manycompaniesasknewemployeestosignaconfidentialityagreementtoavoidfuturelitigationproblems.Controversial 有爭議的 corruption腐敗 transparency透亮度threats威逼Regulation規(guī)章制度 peerpressure同輩壓力companiesintheoilandminingsectorhavebeentakingtheissueofcorporatreesponsibilitymuchmoreseriouslyrecently.Theyareworriedaboutthreatstotheirreputationsduetorumoursofcorruptionandbribery.Gocernmentregulationandpeerpressurefromothercompanieshasresultedinmoretransparencyintheindustryandlesssecrecy.Theaviationindustryhasalsoreceivedattention.Seniormanagershavebeencriticisedfor controversialdecisionsregardingpaymentstosecurecontracts.Unit13Drawingboard打算階段prototype雛形 brainwave靈機一動 patent專利證Concept觀念 discovery覺察 setback挫折阻礙R&D〔researchanddevelopment〕Breakthrough突破 pioneers開發(fā)者eafaerosayrsnraesalittleourofdatetoday.Whilethesetypesofpioneersdostillexist,thesedayscompaniesoftenhavelargeR&Ddepartments-teamsofpeoplewhoareconstantlyinnovatingandperfectingdesigns.Perhapstheybeginwithaconceptandthenbuildaprototype,orworkingmodel.Sometimesduringtestingthereisasetbackwhenitbecomesclearthedesignhasafault.Atthispointmaybeitistimetostartagainorgobacktothedrawingboard.Moreworkisdoneandthereisabreakthrough-asolutionisfound.Theproductcanberetestedandthen,hopefully,manufactured.Thecompanywillapplyforapatentforthedesignsothatotherscannotcopyitandstealtheidea.Unit11缺乏社會責任感的企業(yè)無處藏身食品德業(yè)因?qū)е路逝侄鴤涫苤肛?。手機運營商面臨如何保護青少年免遭網(wǎng)絡(luò)色情侵害的挑戰(zhàn)。Thefoodindustryisblamedforobesity.Mobilephoneoperatorsarechallengedtoprotectteenagersfromonlinepornography.唱片公司因起訴在互聯(lián)網(wǎng)上共享非法文檔的音樂愛好者而患病抨擊。Recordcompaniesareattackedwhentheysuemusic-loversforsharingillegalfilesontheinternet.大企業(yè)紛紛被要求解釋它們應(yīng)對越來越多的社會、道德和環(huán)境問題的措施。Bigbusinessisbeingaskedtoexplainitsapproachtoagrowingnumberofsocial,ethicalandenvironmentalconcerns.美國的一家名為?企業(yè)社會責任〔BSR〕?的非盈利性詢問機構(gòu)的首席執(zhí)行官鮑勃·鄧恩說，?企業(yè)對于BSR所供給的幫助的需求，現(xiàn)在到達了BSR成立九年以來的最頂峰。?向BSR繳納年費的會員包括很多世界頂級的跨國公司。“we’refacingthegreatestdemandforourassistancethatwe’veseeninournine-yearhistory,”saysBobDunn,chiefBSR·莫里斯的母公司，奧馳亞集團始終是壓力團體和民事訴訟的重點對象。Microsoft,LucentandUnitedTechnologieshavejoinedBSRthisyear,aswellasAltria,amoreobvioustargetforpressuregroupsandlitigation,astheparentcompanyofbothKraftFoodsandPhilipMorris.一些始終成功地躲避了聚光燈的行業(yè)現(xiàn)在也覺察自己正成為留意的焦點。社會活動人士已經(jīng)開頭關(guān)注一些計算機和通訊公司在加工廠里的工作條件。Industriesthatuntilnowhadavoidedthespotlightarefindingattentionisnowfocusingonthem.Campaignersarebeginningtoshowinterestinworkingconditionsinfactoriesthatmakeequipmentforcomputerandtelecommunicationscompanies.旗銀行，巴克萊銀行和荷蘭銀行，紛紛承諾不為有社會和環(huán)境問題的工程供給貸款。Thefinancialsectorhascomeunderpressureoverlendingtocontroversialprojectsinsomecountries.InJune,agroupofleadingbanks,includingCitigroup,BarclaysandABNAmro,promisedtoavoidgivingloansforsociallyorenvironmentallyquestionableprojects.巨大壓力，它們被要求公開其在一些國家的付款狀況，其目的在于打擊腐敗。Oilandmininggroupshavecomeunderstrongpressurethisyearfromacoalitionofinvestors,activistsandtheUKgovernmenttomakepublictheirpaymentstosomecountriesinanefforttofightcorruption.·過美國公正勞工協(xié)會主動實行措施增加其供給鏈的透亮度。Someoftheworld’sbiggestfootwearandclothingbrands,includingLeviStrauss,NikeandReebok,havemeanwhiletakenvoluntarymeasuresthroughtheUSFairLaborAssociationtoincreasethetransparencyoftheirsupplychain.他們在互聯(lián)網(wǎng)上公布了第一批針對其供給廠商的獨立審計報告勞動標準的措施。Theypublishedontheinternetthefirstindependentauditsoftheirsupplierfactories,alongwiththestepstakentoimproveoftenterriblelabourstandards.企業(yè)在其聲譽面臨現(xiàn)實的或潛在的威逼時通常會實行行動脂肪和糖的含量，限制每份食品的大小，停頓在學校進展營銷活動。Companiesusuallytakeactionwhentheyfacearealorpotentialthreattotheirreputation,aswhenKraftannouncedinJulyitwouldcutfatandsugarinitsfood,limitportionsizesandstopmarketinginschools.一場針對卡夫食品中的脂肪酸過量的訴訟，在卡夫宣布將解決這個問題后很快就撤訴了。AlawsuitagainstKraftoverfattyacidswasrapidlywithdrawnafteritsaiditwouldaddresstheissue.但是，也有一些公司主動實行這方面的行動，他們意識到這樣做能提高其競爭力。據(jù)鄧恩的一個重要因素。afewcompaniesare,however,takingaleadbecausetheybelieveitwillgivethemacompetitiveedge.Mr.DunnsaysthesearchforcompetitiveadvantageisonefactorcreatinginterestincorporateresponsibilityamongcompaniesincountriessuchasRussia,Poland,TurkeyandSouthAfrica.英國的兩個著名的詢問機構(gòu)SalterBaxter和Context于本月發(fā)表的一份題為?方向?的爭論報告250指數(shù)公司都公布這樣的年度報告。IntheUK,thetrendisalsoreflectedinthesharpriseinsocialandenvironmentalreportingoverthepasttwoyears.MorethanhalftheFTSE250companiesnowproduceannualreports,accordingtoDirections,astudypublishedthismonthbySalterBaxterandContext,twowell-knownUKconsultancies.有些行業(yè)，包括賓館業(yè)、休閑業(yè)以及軟件和計算機效勞業(yè)，照舊在遮遮掩掩。然而，隨著投數(shù)量越來越小的少數(shù)派。Somesectorsremainsecretive,includinghotelsandleisure,andsoftwareandcomputerservices.Buttheyformadecreasingminorityasinvestorinterest,regulationandpeerpressurecombinetoforcegreaterdisclosure.250指10050家公司中的40家也公布這樣的報告。Whenthefirstnonfinancialreportscameoutmorethanadecadeago,theyfocusedontheenvironment,socialandethicalissues.FortyofthefiftylargestEuropeancompaniesalsoproducereports.?最好的領(lǐng)導方式是以身作則?，坎普拉德先生說過，?讓我坐頭等艙，而讓我的同事們坐旅游艙，是我確定不能承受的。?AllIkeaexecutivesareawareofthevalueofcost-consciousness.Theyarestronglydiscouragedfromtravellingfirstorbusinessclass.‘Thereisnobetterformofleadershipthansettingagoodexample.IcouldneveracceptthatIshouldtravelfirstclasswhilemycolleaguessitintouristclass,’Mr.Kampradsays.他巡察宜家集團的店鋪時，他總是要和員工們握手或擁抱，以此向員工傳遞一種?伙伴?的感覺，這種做法在瑞典絕不多見。?叫我英格瓦，?他對員工說。他不寵愛打領(lǐng)帶，而是寵愛放開襯衫的領(lǐng)口，這樣的衣著方式也突顯了他的不拘禮節(jié)和沒有等級觀念。Ashewalksaroundthegroup’sstores,heexpressesthefeelingof‘togetherness’physically,claspingandhugginghisemployees.ThisisveryuncharacteristicofSweden.‘callmeIngvar,’hesaystostaff.Theinformalityandlackofhierarchyareemphasizedbyhisdressstyle,withanopen-neckedshirtpreferredtoatie.在個人生活方面和事業(yè)方面坎普拉德先生都經(jīng)受過困難的奮斗過程其他疾病抗爭。Mr.Kampradhashadbothpersonalandbusinessbattles.Hehasfoughtagainstdyslexiaandillness.他性格中很突出的一點就是對細節(jié)的偏執(zhí)性關(guān)注。巡察他的商店時，他不僅和經(jīng)理們交談，?覺察了100個需要爭論的細節(jié)性問題。?OneofMr.Kamprad’scharacteristicsishisobsessiveattentiontodetail.Whenhevisitshisstores,hetalksnotonlytothemanagersbutalsotofloorstaffandcustomers.Arecentvisittosixofthegroup’sSwedishstoreshasproduced‘100detailstodiscuss’,hesays.在他自己看來，他最大的優(yōu)點就是選擇正確的人員來治理他的企業(yè)。Byhisownreckoning,hisgreateststrengthischoosingtherightpeopletorunhisbusinesses.他下定決心不讓宜家集團上市，由于股東的短期要求和企業(yè)長期的規(guī)劃會有沖突。?我厭煩曾不得不打算要虧損十年。?Heisdeterminedthatthegroupwillnotgopublic,becauseshort-termshareholderdemandsconflictwithlong-termplanning.‘Ihateshort-termistdecisions.Ifyouwanttotakelong-lastingdecisions,it’sverydifficulttobeonthestockexchange.WhenenteringtheRussianmarket,wehadtodecidetolosemoneyfor10years.’自1986年從集團總裁位置上退下來以后，坎普拉德先生就漸漸地從業(yè)務(wù)中淡出。盡管他承認自己格外不情愿完全退出，但他仍舊堅持說自己是?參與過多，過問的細節(jié)太多。?Mr.Kampradhasbeenslowlywithdrawingfromthebusinesssince1986,whenhesteppeddownasgrouppresident.Hemaintainsthathiisstill‘toomuchinvolvedandintoomanydetails’,althoughheadmitstoadistinctreluctancetowithdrawaltogether.問題是：假設(shè)沒有坎普拉德先生，宜家能否恒久存在？宜家是否太過于依靠其創(chuàng)始人？宜家掌握權(quán)漸漸從坎普拉德先生轉(zhuǎn)移到他的三個兒子手中以后，宜家帝國能否連續(xù)輝煌？Thequestionis:cantherebeaneternalIkeawithoutMr.Kamprad？Doesthegroupdependtoomuchonitsfounder?Willtheempirecontinue,ascontrolofIkeagraduallymovestoMr.Kamprad’sthreesons?Unit13寶潔創(chuàng)機器的內(nèi)情寶潔首席執(zhí)行官A.G.雷富禮給寶潔的創(chuàng)過程添加了制造力和嚴謹。A.G.Lafley,theCEOofProcterandGamble,hasbroughtalotofcreativityandrigortoP&G’sinnovationprocess.70%提高到90%“信息資源“還不到一年?！拔谊P(guān)注寶潔18年了，”德意志銀行的分析員安德魯·肖說，“它現(xiàn)在的業(yè)績前所未有的好。”Duringthepast2yearsP&Ghasraiseditsnew-producthitratefrom70%to90%.That’sterrificinanindustrywherehalfofnewproductsfailwithin12months,accordingtomarketresearchfirmInformationResources.‘Inthe18yearsthatI’vefollowedProcter,’saysDeutscheBankanalystAndrewShore,‘Ihaveneverseenthecompanythisgood.’內(nèi)生增長基。依據(jù)雷富禮的觀點，內(nèi)生增長加強了企業(yè)的創(chuàng)力量。Organicgrowth–meaninggrowthfromcorebusinesses,excludinggainsfromacquisitions–isattherootofP&G’stransformation.AccordingtoLafley,organicgrowthstrengthensacompany’sabilitytoinnovate.士頓詢問公司最近對假設(shè)干公司高管進展的一項調(diào)查，超過三分之二的企業(yè)高管優(yōu)先考慮創(chuàng)57%的高管對創(chuàng)的投資回報感到不滿足。Coke,KraftandUnileverarejustafewofthegiantsthatarestrugglingtoinnovateandbuildthebrandstheyalreadyhave.AccordingtoarecentBostonConsultingGroupsurveyofseniorexecutives,morethantwo-thirdssayinnovationisapriority,but57%aredissatisfiedwiththereturnsontheirinnovationinvestments.拉夫雷有一個大公司創(chuàng)模型：Lafleyhasamodelforinnovatinginabigcompany:保潔公司首席營銷官吉姆斯坦格爾已經(jīng)不像過去那樣一來焦點小組訪談這樣的傳統(tǒng)消費者調(diào)查手段了。JimStengel,Procter’sChiefMarketingOfficer,hascuthisrelianceonfocusgroups–theconventionalmethodforstudyingconsumers.他說：“你無法從中得到任何有真實見解的意見?！彼€說，寶潔和它的對手們已經(jīng)滿足了消費者較為明顯的需求，現(xiàn)在的時機僅在于滿足消費者們尚無法表述清楚的需求?！甕oudon’treallylearnanythinginsightful,’hesays,contendingthatP&Ganditsrivalshavealreadymetconsumers’obviousneedsandthattoday’sopportunitieslieinmeetingneedsthatconsumersmaynotarticulate.所以，他要求營銷人員多花些時間在消費者家里，看看他們?nèi)绾未┮?，如何清潔地板，了解他們的習慣和令他們懊喪的事情。Sohehasurgedthemarketerstospendlotsoftimewithconsumersintheirhomes,watchingthewaystheyweartheirclothes,cleantheirfloors,andaskingthemabouttheirhabitsandfrustrations.保潔公司共有7500名研發(fā)人員，分布在9個國家。為了從如此寬闊的地域手機反響信息，公司鼓舞員工把自己想到的問題貼到公司內(nèi)部網(wǎng)站上。ProcterandGamblehas7500R&Dpeoplelocatedinninecountries.Inordertocollectfeedbackoverthisvastarea,thecompanyencouragesemployeestopostproblemsonaninternalwebsite.“創(chuàng)回憶”會議上公開他自己的爭論結(jié)果。Lafleyevaluatestheideasthathavebeensharedbetweenemployees.Eachyearhepresentshisfindinginhalf-dayinnovationreviews’foreachbusinessunit.拉夫雷說，他的目標是讓寶潔一半的創(chuàng)來自公司外部，現(xiàn)在的比例已從四年前的20%上升到今日的35%“試驗室里得到制造，在車庫里也同樣可以得到。LafleysaysthathisgoalistogethalfofP&G’sinventionfromexternalsources,upfrom20%fouryearsagoandabout35%today.‘Inventorsareevenlydistributedinthepopulation,andwe’reaslikelytofindinventioninagarageasinourlabs,’heexplains.寶潔從不未經(jīng)市場測試就推出產(chǎn)品。但消費者試用格外耗時，這種時間上的白費，對于寶潔高管們來說是越來越少了。It’snottheP&Gwaytoputoutaproductwithouttest-marketingit.Butconsumertestingtakestime–aluxurythatP&Gexecutivesincreasinglydon’thave.寶潔選美皇后蘇珊·阿諾德說：“我們沒有時間做到事無巨細。這個行業(yè)的根基是潮流和時尚，必需靠直覺?！盨aysSusanArnold,P&G’sbeautyqueen:‘Wedon’thavetimetocrossalltheT’sanddotalltheI’s.Thisbusinessistrend-basedandfashion-based.Youhavetobeintuitive.’的318個月。Bycuttingdownontest