體驗(yàn)商務(wù)英語綜合教程3 U11-U13課文雙語版

1、商英 Unit 11 Trustworthy 可靠的 law-biding 守法的 corrupt 貪污的A slush fund 行賄基金 a sweetener 賄賂 compensation 補(bǔ)償Insider trading 內(nèi)幕交易 industrial espionage 工業(yè)間諜 disclosure n.揭露，被泄露的丑聞A whistleblower 告密者 a fraudster 騙子 a con artist 騙子A bribe 賄賂 a bonus 獎(jiǎng)金 a commission 提成Fraud 詐騙 secrecy 保密 integrity 正直的A confiden

2、tiality agreement 保密協(xié)議 a cover up 隱瞞 a white wash 洗白1. Our company does nothing illegal. We are very law-abiding.2. Weve got a slush fund which is used in countries where it is difficult to do business without offering bribes.3. Their car looked so much like our new model, we suspect industrial espi

3、onage.4. They fired him because he was a whistleblower. He informed the press that the company was using under-age workers in the factory.5. He denied accepting a bribe when he gave the contract to most expensive supplier.6. I admire our chairman. Hes a man of his word and is greatly respected for h

4、is integrity.7. Many companies ask new employees to sign a confidentiality agreement to avoid future litigation problems.Controversial 有爭議的 corruption 腐敗 transparency 透明度 threats 威脅Regulation 規(guī)章制度 peer pressure 同輩壓力companies in the oil and mining sector have been taking the issue of corporate respon

5、sibility much more seriously recently. They are worried about threats to their reputations due to rumours of corruption and bribery. Gocernment regulation and peer pressure from other companies has resulted in more transparency in the industry and less secrecy. The aviation industry has also receive

6、d attention. Senior managers have been criticised for controversial decisions regarding payments to secure contracts.Unit 13Drawing board 計(jì)劃階段 prototype 雛形 brainwave 靈機(jī)一動(dòng) patent 專利證 Concept 觀念 discovery 發(fā)現(xiàn) setback 挫折阻礙 R&D（research and development）Breakthrough 突破 pioneers 開發(fā)者The idea of a lone i

7、nventor who makes a discovery or has sudden clever idea or brainwave is maybe a little our of date today. While these types of pioneers do still exist, these days companies often have large R&D departments - teams of people who are constantly innovating and perfecting designs. Perhaps they begin

8、 with a concept and then build a prototype, or working model. Sometimes during testing there is a setback when it becomes clear the design has a fault. At this point maybe it is time to start again or go back to the drawing board. More work is done and there is a breakthrough - a solution is found.

9、The product can be retested and then, hopefully, manufactured. The company will apply for a patent for the design so that others cannot copy it and steal the idea.Unit 11缺乏社會(huì)責(zé)任感的企業(yè)無處藏身食品行業(yè)因?qū)е路逝侄鴤涫苤肛?zé)。手機(jī)運(yùn)營商面臨如何保護(hù)青少年免遭網(wǎng)絡(luò)色情侵害的挑戰(zhàn)。The food industry is blamed for obesity. Mobile phone operators are challen

10、ged to protect teenagers from online pornography.唱片公司因起訴在互聯(lián)網(wǎng)上分享非法文檔的音樂愛好者而遭受抨擊。     Record companies are attacked when they sue music-lovers for sharing illegal files on the internet.大企業(yè)紛紛被要求解釋它們應(yīng)對(duì)越來越多的社會(huì)、道德和環(huán)境問題的措施。 Big business is being asked to explain its approach t

11、o a growing number of social, ethical and environmental concerns.美國的一家名為企業(yè)社會(huì)責(zé)任（BSR）的非盈利性咨詢機(jī)構(gòu)的首席執(zhí)行官鮑勃·鄧恩說，企業(yè)對(duì)于BSR所提供的幫助的需求，現(xiàn)在達(dá)到了BSR成立九年以來的最高峰。向BSR繳納年費(fèi)的會(huì)員包括許多世界頂級(jí)的跨國公司。 “were facing the greatest demand for our assistance that weve seen in our nine-year history,” says Bob Dunn, chief 微軟、朗訊和聯(lián)合

12、技術(shù)和奧馳亞于今年都加入了BSR。作為卡夫食品和煙草巨頭菲利浦·莫里斯的母公司，奧馳亞集團(tuán)一直是壓力團(tuán)體和民事訴訟的重點(diǎn)對(duì)象。  Microsoft, Lucent and United Technologies have joined BSR this year, as well as Altria, a more obvious target for pressure groups and litigation, as the parent company of both Kraft Foods and Philip Morris.  &#

13、160;一些一直成功地躲避了聚光燈的行業(yè)現(xiàn)在也發(fā)現(xiàn)自己正成為注意的焦點(diǎn)。社會(huì)活動(dòng)人士已經(jīng)開始關(guān)注一些計(jì)算機(jī)和通訊公司在加工廠里的工作條件。 Industries that until now had avoided the spotlight are finding attention is now focusing on them. Campaigners are beginning to show interest in working conditions in factories that make equipment for computer and telecommuni

14、cations companies. 金融行業(yè)因?yàn)榻o一些國家有爭議的項(xiàng)目提供貸款而感到壓力。六月份，一些銀行，包括花旗銀行，巴克萊銀行和荷蘭銀行，紛紛承諾不為有社會(huì)和環(huán)境問題的項(xiàng)目提供貸款。The financial sector has come under pressure over lending to controversial projects in some countries. In June, a group of leading banks, including Citigroup, Barclays and ABN Amro, promised to avoid givin

15、g loans for socially or environmentally questionable projects.今年，一些石油和礦業(yè)集團(tuán)正受到來自于投資者、社會(huì)活動(dòng)分子和英國政府組成的聯(lián)盟的巨大壓力，它們被要求公開其在一些國家的付款情況，其目的在于打擊腐敗。Oil and mining groups have come under strong pressure this year from a coalition of investors, activists and the UK government to make public their payments to some

16、countries in an effort to fight corruption.與此同時(shí)，世界上一些最知名的鞋和服裝品牌，包括李維·史特勞斯、耐克和銳步等，已經(jīng)通過美國公平勞工協(xié)會(huì)主動(dòng)采取措施增加其供應(yīng)鏈的透明度。Some of the worlds biggest footwear and clothing brands, including Levi Strauss, Nike and Reebok, have meanwhile taken voluntary measures through the US Fair Labor Association to increa

17、se the transparency of their supply chain. 他們在互聯(lián)網(wǎng)上公布了第一批針對(duì)其供應(yīng)廠商的獨(dú)立審計(jì)報(bào)告，同時(shí)還公布了旨在改善低劣勞動(dòng)標(biāo)準(zhǔn)的措施。 They published on the internet the first independent audits of their supplier factories, along with the steps taken to improve often terrible labour standards.企業(yè)在其聲譽(yù)面臨現(xiàn)實(shí)的或潛在的威脅時(shí)通常會(huì)采取行動(dòng)，卡夫七月份宣布減少其食品中的脂肪和糖

18、的含量，限制每份食品的大小，停止在學(xué)校進(jìn)行營銷活動(dòng)。Companies usually take action when they face a real or potential threat to their reputation, as when Kraft announced in July it would cut fat and sugar in its food, limit portion sizes and stop marketing in schools.一場針對(duì)卡夫食品中的脂肪酸過量的訴訟，在卡夫宣布將解決這個(gè)問題后很快就撤訴了。A lawsuit against Kr

19、aft over fatty acids was rapidly withdrawn after it said it would address the issue. 但是，也有一些公司主動(dòng)采取這方面的行動(dòng)，他們意識(shí)到這樣做能提高其競爭力。據(jù)鄧恩說，尋求競爭優(yōu)勢是俄國、波蘭、土耳其和南非等國家的一些公司開始熱衷于企業(yè)社會(huì)責(zé)任的一個(gè)重要因素。 a few companies are, however, taking a lead because they believe it will give them a competitive edge. Mr. Dunn says

20、the search for competitive advantage is one factor creating interest in corporate responsibility among companies in countries such as Russia, Poland, Turkey and South Africa.在英國，發(fā)布社會(huì)和環(huán)境報(bào)告的企業(yè)數(shù)量在過去的兩年中大幅飚升，也折射出這個(gè)趨勢。據(jù)英國的兩個(gè)著名的咨詢機(jī)構(gòu)SalterBaxter和Context于本月發(fā)表的一份題為方向的研究報(bào)告稱，半數(shù)以上的富時(shí)250指數(shù)公司都發(fā)布這樣的年度報(bào)告。 In t

21、he UK, the trend is also reflected in the sharp rise in social and environmental reporting over the past two years. More than half the FTSE250 companies now produce annual reports , according to Directions, a study published this month by SalterBaxter and Context, two well-known UK consultancies.有些行

22、業(yè)，包括賓館業(yè)、休閑業(yè)以及軟件和計(jì)算機(jī)服務(wù)業(yè)，依然在遮遮掩掩。然而，隨著投資者的關(guān)注、政府的監(jiān)管和來自同行的壓力形成了要求披露更多信息合力，這些行業(yè)正淪為數(shù)量越來越小的少數(shù)派。 Some sectors remain secretive, including hotels and leisure, and software and computer services. But they form a decreasing minority as investor interest, regulation and peer pressure combine to force great

23、er disclosure. 十多年前，當(dāng)?shù)谝环莘秦?cái)務(wù)性企業(yè)報(bào)表發(fā)布時(shí)，它的重點(diǎn)是環(huán)境問題?，F(xiàn)在，在富時(shí)250指數(shù)公司中，有100家的報(bào)告均涉及環(huán)保、社會(huì)和道德問題。歐洲最大的50家公司中的40家也發(fā)布這樣的報(bào)告。When the first nonfinancial reports came out more than a decade ago, they focused on the environment, social and ethical issues. Forty of the fifty largest European companies also produce repor

24、ts. 然而，該研究發(fā)現(xiàn)，在美國標(biāo)準(zhǔn)普爾評(píng)級(jí)中最大的50家公司中只有22家發(fā)布這類報(bào)告。但是，僅僅依靠公司自發(fā)的行動(dòng)能取得多大成就？政府應(yīng)該承擔(dān)怎樣的角色？消費(fèi)者能否實(shí)現(xiàn)如意算盤，既對(duì)企業(yè)提出如此高的要求，又不改變自身的生活方式？ In the US, however, only 22 of the S&P top 50 reported, the study found. But how much can companies be expe4cted to achieve on their own? What is the role of government? Can c

25、onsumers have it all, demanding such high standards of companies while refusing to change their lifestyle?Unit 12宜家帝國的核心螺栓英格瓦·坎普拉德可不是一般的億萬富翁。這位宜家家具帝國的創(chuàng)始人乘坐經(jīng)濟(jì)艙旅行，開著一輛有十年歷史的沃爾沃汽車，總是下午去買水果和蔬菜，因?yàn)檫@時(shí)價(jià)格往往便宜些。如果有人問他生活中有什么奢侈的消費(fèi)時(shí)，他的回答是：我偶爾喜歡買一件高檔襯衫或一條圍巾，吃點(diǎn)瑞典魚子醬。 Ingvar Kamprad is no ordinary multi-b

26、illionaire. The founder of the Ikea furniture empire travels economy class, drives a 10-year-old Volvo and buys his fruit and vegetables in the afternoons, when prices are often cheaper. Ask him about the luxuries in his life and he says:“ From time to time, I like to buy a nice shirt and cravat and

27、 eat Swedish caviar.”坎普拉德先生是戰(zhàn)后歐洲最杰出企業(yè)家之一。宜家創(chuàng)建于1943，當(dāng)時(shí)僅僅從事郵購業(yè)務(wù)，現(xiàn)如今已經(jīng)發(fā)展成為在全球31個(gè)國家經(jīng)營，員工總數(shù)超過7萬的國際化零售業(yè)巨頭。Mr. Kamprad is one of Europes greatest post-war entrepreneurs. What began as a mail-order bu8siness in 1943 has grown into an international retailing phenomenon across 31 countries with 70,000 employe

28、es. 宜家的銷售額逐年上漲。宜家的產(chǎn)品目錄是全世界印數(shù)最多的印刷品，每年達(dá)到不可思議的1.1億冊?？财绽孪壬沧兊卯惓８挥?。根據(jù)美國福布斯雜志，他的身價(jià)達(dá)到134億美元（87億英鎊），位列全球第17位。Sales have risen every single year. The Ikea catalogue is the worlds biggest annual print run an incredible 110m copies a year. And Mr. Kamprad has grown extraordinarily rich. He is worth $13.

29、4bn and is the 17th richest person in the world, according to Forbes, the US magazine. 宜家之所以取得了令人驚異的成功，首先是因?yàn)樗呛唵蔚昧钊穗y以置信的經(jīng)營理念：向老百姓提供設(shè)計(jì)精美而又買得起的家具。其次就是坎普拉德本人，有魅力、謙遜、隨和。他的思想和價(jià)值觀絕對(duì)是宜家哲學(xué)的核心。 The concept behind Ikeas amazing success is unbelievably simple: make affordable, well-designed furniture

30、 available to the masses. And then there is Mr. Kamprad himself charismatic, humble, private. It is his ideas and values that are at the core of Ikeas philosophy.坎普拉德先生因生活極其節(jié)儉而聞名遐邇。他清洗用過的塑料杯以便再次利用。前不久，他決定不再讓那位已經(jīng)為他理發(fā)多年的瑞典理發(fā)師繼續(xù)為他提供服務(wù)，原因是在現(xiàn)居地瑞士他找到一位理發(fā)師，每次只收14瑞士法郎（6英鎊）。這數(shù)字合理，他笑著說。 Best known for hi

31、s extremely modest lifestyle, he washes plastic cups to recycle them. He has just left his long-standing Swedish barber because he found one in Switzerland, where he lives, who charges only SFr14 for a cut. Thats a reasonable amount, he chuckles.宜家所有的高管都十分了解成本意識(shí)的重要性。公司不鼓勵(lì)他們乘坐頭等艙或商務(wù)艙旅行。最好的領(lǐng)導(dǎo)方式是以身作則，坎

32、普拉德先生說過，讓我坐頭等艙，而讓我的同事們坐旅游艙，是我絕對(duì)不能接受的。 All Ikea executives are aware of the value of cost-consciousness. They are strongly discouraged from travelling first or business class. There is no better form of leadership than setting a good example. I could never accept that I should travel first class

33、 while my colleagues sit in tourist class, Mr. Kamprad says.他巡視宜家集團(tuán)的店鋪時(shí)，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(duì)員工說。他不喜歡打領(lǐng)帶，而是喜歡敞開襯衫的領(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(jí)觀念。 As he walks around the groups stores, he expresses the feeling of togetherness physically, clasping and hugging his employee

34、s. This is very uncharacteristic of Sweden. call me Ingvar, he says to staff. The informality and lack of hierarchy are emphasized by his dress style, with an open-necked shirt preferred to a tie.在個(gè)人生活方面和事業(yè)方面坎普拉德先生都經(jīng)歷過艱苦的奮斗過程。他一直與讀寫困難癥和其他疾病抗?fàn)帯?#160;Mr. Kamprad has had both personal and business batt

35、les. He has fought against dyslexia and illness.他性格中很突出的一點(diǎn)就是對(duì)細(xì)節(jié)的偏執(zhí)性關(guān)注。巡視他的商店時(shí)，他不僅和經(jīng)理們交談，還要和最基層的員工以及顧客們交談。在最近一次視察宜家的六家瑞典門店時(shí)，他說，發(fā)現(xiàn)了100個(gè)需要討論的細(xì)節(jié)性問題。 One of Mr. Kamprads characteristics is his obsessive attention to detail. When he visits his stores, he talks not only to the managers but also to flo

36、or staff and customers. A recent visit to six of the groups Swedish stores has produced 100 details to discuss, he says.在他自己看來，他最大的優(yōu)點(diǎn)就是選擇正確的人員來管理他的企業(yè)。 By his own reckoning, his greatest strength is choosing the right people to run his businesses.他下定決心不讓宜家集團(tuán)上市，因?yàn)楣蓶|的短期要求和企業(yè)長期的規(guī)劃會(huì)有沖突。我討厭急功近利的決策。如果

37、你想實(shí)施長效的決策，上市后就很難了。進(jìn)入俄羅斯市場時(shí)，我們就曾不得不決定要虧損十年。 He is determined that the group will not go public, because short-term shareholder demands conflict with long-term planning. I hate short-termist decisions. If you want to take long- lasting decisions, its very difficult to be on the stock exchange. Wh

38、en entering the Russian market, we had to decide to lose money for 10 years.自1986年從集團(tuán)總裁位置上退下來以后，坎普拉德先生就慢慢地從業(yè)務(wù)中淡出。盡管他承認(rèn)自己非常不愿意完全退出，但他仍然堅(jiān)持說自己是參與過多，過問的細(xì)節(jié)太多。Mr. Kamprad has been slowly withdrawing from the business since 1986, when he stepped down as group president. He maintains that hi is still too mu

39、ch involved and in too many details , although he admits to a distinct reluctance to withdraw altogether. 問題是：假如沒有坎普拉德先生，宜家能否恒久存在？宜家是否太過于依賴其創(chuàng)始人？宜家控制權(quán)漸漸從坎普拉德先生轉(zhuǎn)移到他的三個(gè)兒子手中以后，宜家帝國能否繼續(xù)輝煌？ The question is: can there be an eternal Ikea without Mr. Kamprad？ Does the group depend too much on its f

40、ounder? Will the empire continue, as control of Ikea gradually moves to Mr. Kamprads three sons? Unit 13寶潔創(chuàng)新機(jī)器的內(nèi)情寶潔首席執(zhí)行官A.G.雷富禮給寶潔的創(chuàng)新過程添加了創(chuàng)造力和嚴(yán)謹(jǐn)。A. G. Lafley, the CEO of Procter and Gamble, has brought a lot of creativity and rigor to P&Gs innovation process. 在過去的兩年中，保潔公司把它的新產(chǎn)品命中率從70%提高到90%。這在寶潔

41、所屬的行業(yè)中非常了不起，據(jù)一家名為“信息資源“的市場調(diào)查公司的研究，這個(gè)行業(yè)一半的新產(chǎn)品的壽命還不到一年?！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。”During the past 2years P&G has raised its new-product hit rate from 70% to 90%. Thats terrific in an industry where half of new products fail within 12 months, according to market research firm

42、Information Resources. In the 18 years that Ive followed Procter, says Deutsche Bank analyst Andrew Shore, I have never seen the company this good.內(nèi)生增長，即企業(yè)不依靠并購，而是靠自身核心業(yè)務(wù)的擴(kuò)大而獲得的增長，是寶潔轉(zhuǎn)變的根基。根據(jù)雷富禮的觀點(diǎn)，內(nèi)生增長加強(qiáng)了企業(yè)的創(chuàng)新能力。Organic growth meaning growth from core businesses, excluding gains from acquisitions i

43、s at the root of P&Gs transformation. According to Lafley, organic growth strengthens a companys ability to innovate.大型企業(yè)普遍致力于創(chuàng)新，不斷發(fā)展其品牌，可口可樂，卡夫和聯(lián)合利華就是個(gè)例子。據(jù)波士頓咨詢公司最近對(duì)若干公司高管進(jìn)行的一項(xiàng)調(diào)查，超過三分之二的企業(yè)高管優(yōu)先考慮創(chuàng)新，但57%的高管對(duì)創(chuàng)新的投資回報(bào)感到不滿意。Coke, Kraft and Unilever are just a few of the giants that are struggling to

44、innovate and build the brands they already have. According to a recent Boston Consulting Group survey of senior executives, more than two-thirds say innovation is a priority, but 57% are dissatisfied with the returns on their innovation investments.拉夫雷有一個(gè)大公司創(chuàng)新模型：Lafley has a model for innovating in

45、a big company:1. 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(diǎn)小組訪談這樣的傳統(tǒng)消費(fèi)者調(diào)查手段了。Jim Stengel, Procters Chief Marketing Officer, has cut his reliance on focus groups the conventional method for studying consumers. 他說：“你無法從中得到任何有真實(shí)見解的意見?！彼€說，寶潔和它的對(duì)手們已經(jīng)滿足了消費(fèi)者較為明顯的需求，現(xiàn)在的機(jī)會(huì)僅在于滿足消費(fèi)者們尚無法表述清楚的需求。You dont really learn anything

46、 insightful, he says, contending that P&G and its rivals have already met consumers obvious needs and that todays opportunities lie in meeting needs that consumers may not articulate. 所以，他要求營銷人員多花些時(shí)間在消費(fèi)者家里，看看他們?nèi)绾未┮拢绾吻鍧嵉匕澹私馑麄兊牧?xí)慣和令他們沮喪的事情。So he has urged the marketers to spend lots of time with

47、consumers in their homes, watching the ways they wear their clothes, clean their floors, and asking them about their habits and frustrations.2. 保潔公司共有7500名研發(fā)人員，分布在9個(gè)國家。為了從如此廣大的地域手機(jī)反饋信息，公司鼓勵(lì)員工把自己想到的問題貼到公司內(nèi)部網(wǎng)站上。Procter and Gamble has 7500 R&D people located in nine countries. In order to collect f

48、eedback over this vast area, the company encourages employees to post problems on an internal website.拉夫雷對(duì)員工們在網(wǎng)站上分享的意見上進(jìn)行評(píng)估，并在每個(gè)業(yè)務(wù)單位的為期半天的年度“創(chuàng)新回顧”會(huì)議上公開他自己的研究結(jié)果。Lafley evaluates the ideas that have been shared between employees. Each year he presents his finding in half-day innovation reviews for eac

49、h business unit.3. 拉夫雷說，他的目標(biāo)是讓寶潔一半的創(chuàng)新來自公司外部，現(xiàn)在的比例已從四年前的20%上升到今天的35%。他解釋說：“發(fā)明家在人口中是平均分布的，因此不僅可以在我們的實(shí)驗(yàn)室里得到發(fā)明，在車庫里也同樣可以得到。Lafley says that his goal is to get half of P&Gs invention from external sources, up from 20% four years ago and about 35% today. Inventors are evenly distributed in the populat

50、ion, and were as likely to find invention in a garage as in our labs, he explains.4. 寶潔從不未經(jīng)市場測試就推出新產(chǎn)品。但消費(fèi)者試用非常耗時(shí)，這種時(shí)間上的奢侈，對(duì)于寶潔高管們來說是越來越少了。Its not the P&G way to put out a product without test-marketing it. But consumer testing takes time a luxury that P&G executives increasingly dont have. 寶潔選美皇后蘇珊·阿諾德說：“我