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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
lastcompany-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 Sanyo's Japanese licence forten
years. This means that almost half of
Burberry's sales at retail value will
continue to be produced under license in
Asia.
At
the
same
time
however
,
Japanese
consumers
prefer
the
group's
European-made products.
巴宝莉
（
Burberry
< br>）
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
< br>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 Tokyo's
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
inAsia,
as
European.
Domenico
De
Sole
of
Gucci says:
“
The
Asian consumer really does believe - whether it's
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
Gucci's
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
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
Amitava
Chattopadhyay
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<
/p>
的作用是至关重要的。
破坏它是一种弥天大罪，
< br>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 Times
Unit2 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 delayin 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
< br>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 aircraftare 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
canlead
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，
< br>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.
<
/p>
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 Guardian
Unit3 Dirty Business,
Bright Ideas
活儿脏，点子棒
By Gina Imperato
A
headquarters with a difference Walk into SOL City,
headquarters of one of
northern
Europe's most admired companies, and it feels like
you've 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. SOL's
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
doesn't
mean
cleaners can't 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 company's
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。
SOL's
logo,
a
yellow
happy
face,
is
on
everything
from
her
blazer
to
the
company's
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
< br>身份符号。
Symbols
SOL's 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.
That's
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，
< br>这就是为什么
SOL
的员工也要学习时
< br>间管理，
编制预算
和
人际交往<
/p>
的原因。
Lots of companies talk about
decentralising responsibility and
authority
. At
SOL
it's
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 she's 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 customer's 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<
/p>
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 team's 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
< br>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
there's
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<
/p>
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 Company
Unit4
US
department
stores
launch
counter-attack
美国百货进行反击
By Lauren Foster
As
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 America's Research Group.
The bottom line is that they have to
admit they are in trouble and figure
out some way toreinvent 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.
Theirsteady
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。<
/p>
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
creatingan 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.'
<
/p>
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
Macy's and Bloomingdale's, appears to be moving in
the
right direction. Forty-two stores
are being upgraded with the latest components
ofits
'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，
< br>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.
①
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。<
/p>
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
< br>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。
< br>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
in Target's credit card
business,
as well as both its Target
Stores division and Marshall Field's stores,
offset a
small drop in pre-tax profit
at the Mervyn's 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