新视野大学英语(第三版)读写教程第四册课文翻译(全册)

尽管史密斯回避媒体采访和公众生活的荣耀，

但他却被称为是一位友善而 平易近

人的雇主。

他重视自己的雇员，

从不认为他们理所应当该为自己工作。

有报道称，

他会时不时在 晚上造访联邦快递位于孟菲斯的基地，

并且称名道姓地与包裹分拣

人员打招呼。

他会主动发邀请给任何一位已在公司服务十年的快递员，

请他们到

孟菲斯出席

“周年庆典早餐”

，

这已经持续了很多年。

而这其中包含了弗雷德·

史

密斯自己的哲学：人员，服务，利润（

P -S-P

）。史密斯说，“

P-S-P

的哲学理念

就好像一个不可分割的循环，

没有清晰可辨的入口或 出口，

每一个环节都支持着

其他环节，

同时也反过来受其他环节支撑。

”

通过明确表达并亲身践行这一 理念，

弗雷德里克·史密斯已成为未来成功所必需的新领导领域的开拓者。

TextB

Building the dream of Starbucks

霍华德·舒尔茨创造“星巴克”之梦

1 Howard Schultz is not a household name to most North Americans, but those living

in urban

or

suburban

communities

know

his

company:

the

specialty

coffee retailer

Starbucks.

With

impressive

velocity,

Starbucks

has

grown

into

the

largest

coffee

roaster and retailer of specialty coffee in North America in a span of only a decade.

By 2000, its coffee houses could be found in more than 3,000 locations worldwide;

even President Bill Clinton was seen in a snapshot with a Starbucks brew in his hand.

According to the US weekly magazine, Newsweek, Schultz's merging of the three Cs

—

coffee,

commerce

and

community

—

surely

ranks

as

one

of

the

'90s

greatest

retail successes.

霍华德·

舒尔茨这个名字在北美并非家喻户晓，

不过居住在城市或市郊社区的人

都知道他的公司：

特色咖啡零售商星巴克。

区 区十年间，

星巴克已凭借惊人的速

度成长为北美最大的咖啡豆烤 制商和特色咖啡零售商。截至

2000

年，它旗下的

就连美国前总统比尔·

克林顿也被人拍到手

捧星巴克咖啡。根据美国杂志《新闻周刊》的报道，舒尔茨 将“

3C

”概念——咖

啡、

这已然使星巴克名列

2 0

世纪

90

年代最成功的零

2 Schultz was born in 1953 and grew up in an extremely poor Text of the Brooklyn

borough of New York City. His mother worked as a receptionist, and his father held a

variety of jobs, none of which offered decent pay or medical insurance. When Schultz

was seven, his father lost his job as a delivery driver when he broke his ankle in an

accident. In the ensuing months, the family was literally too poor to put food on the

table.

舒尔茨出生于

1953

年，在纽约市布鲁克林区一个极其贫困的街区长大。他母亲

是一 位前台接待员，

父亲则从事过很多不同的工作，

但其中没有哪一 份工作给他

支付过体面的酬劳或购买过医疗保险。

舒尔茨七岁时 ，

他父亲在一次事故中扭断

了脚踝，

失 去了他当时做送货司机的工作。

在接下来的几个月中，

他们家真 的是

穷到了揭不开锅的地步。

3 During his youth, Schultz was hounded by the shame of his family's

status. He escaped the hot Brooklyn summer one year to attend camp, but would not

return when he learned it was for low-income families. He was teased by boys in high

school

and

ashamed

to

tell

his

girlfriend

where

he

lived.

The

harsh

memories

of

those early times stayed with him for the rest of his life.

青年时代的舒尔茨一直由于其家庭

“穷困工人阶层”

地位所蒙受的耻辱而备受精

神折磨。

有一年他逃离布鲁克林炎热的夏天去参加夏令营，

但 当他得知这个夏令

营是专门为低收入家庭的学生开办的时候，

就 再也不愿意去参加了。

中学时他遭

受到了男孩子们的奚落，

也羞于告诉女朋友自己住在哪里。

这些早年痛苦的记忆

一直伴随着他一生。

4

Sports

became

an

escape

from

the

shame

of

poverty.

Schultz

earned

an

athletic

scholarship to Northern Michigan University in 1975. He was the first person in his

family

to

graduate

from

college

as

none

of

his

predecessors

had

training

beyond

vocational school.

体育运动成了他逃避 穷困这一耻辱的方式。

1975

年，舒尔茨获得了北密歇根大< /p>

学体育奖学金。他也是他家族中第一个从大学毕业的人

,

因为他的前辈中没有一

个人接受过比职业学校培训更高的教育。

5 The bud of inspiration for his phenomenal coffee business began growing in a 1983

visit to Milan, Italy. Schultz conceived of a new American way of life in the coffee bars

of Milan. He sought to recreate such forums for people in the US to start their days

or visit with friends. In 1987, at the age of 34, Schultz organized a group of investors

and purchased the company that had formerly employed him, the Starbucks Coffee

Company in Seattle, which he restructured as the Starbucks Corporation.

舒尔茨令人瞩目的咖啡生意的最初灵感源于

1983

年他对意大利米兰的造访。在

米兰的咖啡馆里 ，

舒尔茨设想了一种新型的美国式生活方式。

他寻求在美国重现

那种米兰式的交往平台，

使人们能以那种方式开始新的一天或与 朋友小聚。

1987

年，当舒尔茨

34

岁时，他组织了投资团队并购买下了他原先工作的公司，即西

雅 图的“星巴克咖啡公司”，将其重组为“星巴克集团”。

6

The

public

verdict

was

overwhelmingly

positive.

Schultz's

premium

coffee

bars

were an instant success, acting as a stimulus of rapid growth and expansion not only

for Starbucks but also for the coffee industry around the world. In 1992, Starbucks

became the first specialty coffee company to go public, affirming its magnitude and

prospects.

公众的反映出奇地好。

舒尔茨创建的高端咖啡厅立即获得了成功 ，

这刺激了星巴

克乃至全球整个咖啡产业的迅速成长和发展。< /p>

1992

年，星巴克成为第一家公开

上市 的特色咖啡经营公司，确证了公司的发展规模和前景。

7 Starbucks' first major venture outside of the northwestern part of the nation was

Chicago, where the company's specialty sales division developed new business with

department

stores

and

established

Starbucks

coffee

bars

adjacent

to

the

business

Texts

in

national

bookstores.

Starbucks

also

formed

a

partnership

with

PepsiCo

to

create and distribute a new ready-to-drink coffee-based beverage, and entered into a

licensing

agreement

with

Kraft

Foods.

As

a

company

seeking

to

develop

with

a

multilateral

approach,

Starbucks

even

developed

a

relationship

with

the

music

industry to sell Starbucks-tailored CDs of classical brass and orchestral music in the

coffee bars.

星巴克迈出美国西北部进行投资的 第一站是在芝加哥。

在那里，

公司分管特色销

< br>售的部门开创了与百货商店联手以及在国家书店毗邻营业区的地方开设星巴克

咖啡 吧的经营新渠道。

同时，

星巴克还和百事可乐公司建立了伙伴关 系，

研发并

销售一款即开即饮的新型咖啡饮品，他们与卡夫食品 公司也签订了一份许可协

议。作为一家寻求与多方进行合作而发展的企业，星巴克甚至与 音乐产业合作，

在咖啡吧里销售为星巴克量身定做的古典铜管乐及管弦乐激光唱片。

8 When Starbucks opened its first store in New York City, it was a homecoming for

Schultz,

but

he

did

not

act

like

the

head

of

the

reigning

royalty

of

coffee

he

had

become. The New York Times commented,

trace of a New York accent and a timid, almost apologetic manner.

但他并没有摆出一 副咖

啡行业王者的姿态。

《纽约时报》评论说：

“舒尔茨先生说话温和，几乎没有一

丝纽约口音的痕迹，而且他举止腼腆，甚至 谦卑。”

9

Schultz

has

also

attracted

considerable

attention

with

his

unconventional

employment policies. He wanted to give Starbucks' employees both a philosophical

and

a

financial

stake

in

the

business.

He

decreed

that

employees

who

worked

the

quota

of

20

hours

a

week

or

more

were

eligible

for

medical,

dental,

and

optical

coverage

as

well

as

for

stock

options.

At

a

time

when

other

companies

were

trimming

benefits

as

a

cost-cutting

measure,

Schultz,

who

grew

up

in

a

family

without

any

medical

coverage,

was

vocal

in

his

belief

that

genuinely

caring

about

your

employees

is

critical

to

building

a

sturdy

workforce.

is

a

lost

art

in

America,

they are treated poorly they get beaten down. We want to provide our people with

dignity and self-esteem, and we can't do that with lip service.

that every employee with at least half-time hours can receive health-care benefits.

Schultz credits the utilization of such a benefits policy as the key to the company's

growth because it has given Starbucks a more dedicated workforce and an extremely

high level of customer service. The chain also achieved a dramatically low turnover

rate, half that of the average fast food business. This creates a significant numerical

payoff for Starbucks, since each new employee represents an expenditure of $$3,000

in recruiting and training costs and productivity losses.

舒尔茨与众不同的员工政策也引起了人们的广泛关注。

他希望给星巴克的员工提

供不仅是经营理念上的而且也是经济上的参与公司成败的机会。

他规定 ，

员工完

成每周

20

< br>小时的工作定额或超过这一定额，就有资格享受医疗、牙齿及眼部保

健方面的福利 ，

也能享受股票优先认购权。

就在其他企业通过削减福利来节省 成

本之时，

舒尔茨，

虽然生长在一个没 有任何医疗福利保障的家庭，

却仍然坦言自

己的信仰，

即真诚地关心员工对建立一个坚实的员工队伍是至关重要的。

“服务

在美国是一门缺失的艺术，”他对《纽约时报》如此说道，

“我相信 人们愿意把

工作做好，

但如果遭受的待遇很差，

他们就会受到打击。

我们希望给予员工尊严

与自尊，而 这一点光靠动动嘴皮子是做不到的。”星巴克规定，每一位工时超过

半工制的员工都能享 受医疗保障福利。

舒尔茨相信这一福利政策的切实施行是企

业成 长的关键，

因为此举已使星巴克拥有了更加尽心尽力的工作团队以及至高水

准的客户服务。

这一连锁反应也使员工的流动率极低，

几乎只有快餐行业平均流

动率的一半。

在经营数字上，

这一政策则给星巴克带来了显著回报，

因为每招募

和培训一位新员工及其生产率损失所产生的费用就高达三千美元。

10 Schultz has remained firmly committed to employee and community enrichment,

a philosophy which is embedded in the very core of Starbucks' business culture. He

has never grown accustomed to success enough to forget his working-class roots. He

dedicated his book to the memory of his father, whom he had once spoken harshly to

and accused of a lack of ambition. They were words Schultz would regret the rest of

his

life,

a

reminiscence

he

wished

he

could

scrub

from

his

memory.

His

father

received the diagnosis of lung cancer and died before his son became a millionaire.

Schultz once told his audience that his crowning success was that

kind of company that my father never got to work for.

舒尔茨一直坚定地致力于员工及社区发展，