英語歷考研真題閱讀翻譯

/62011PartAText1ThedecisionoftheNewYorkPhilharmonictohireAlanGilbertasitsnextmusicdirectorhasbeenthetalkoftheclassical-musicworldeversincethesuddenannouncementofhisappointmentin2009.Forthemostpart,theresponsehasbeenfavorable,tosaytheleast.“Hooray!Atlast!”wroteAnthonyTommasini,asober-sidedclassical-musiccritic.Oneofthereasonswhytheappointmentcameassuchasurprise,however,isthatGilbertiscomparativelylittleknown.EvenTommasini,whohadadvocatedGilbert’sappointmentintheTimes,callshim“anunpretentiousmusicianwithnoairoftheformidableconductorabouthim.”AsadescriptionofthenextmusicdirectorofanorchestrathathashithertobeenledbymusicianslikeGustavMahlerandPierreBoulez,thatseemslikelytohavestruckatleastsomeTimesreadersasfaintpraise.Formypart,IhavenoideawhetherGilbertisagreatconductororevenagoodone.Tobesure,heperformsanimpressivevarietyofinterestingcompositions,butitisnotnecessaryformetovisitAveryFisherHall,oranywhereelse,tohearinterestingorchestralmusic.AllIhavetodoistogotomyCDshelf,orbootupmycomputeranddownloadstillmorerecordedmusicfromiTunes.Devotedconcertgoerswhoreplythatrecordingsarenosubstituteforliveperformancearemissingthepoint.Forthetime,attention,andmoneyoftheart-lovingpublic,classicalinstrumentalistsmustcompetenotonlywithoperahouses,dancetroupes,theatercompanies,andmuseums,butalsowiththerecordedperformancesofthegreatclassicalmusiciansofthe20thcentury.Thererecordingsarecheap,availableeverywhere,andveryoftenmuchhigherinartisticqualitythantoday'sliveperformancesmoreover,theycanbe “consumed''eaitiapikaceofthelistenerc’hososing.Thewidespreadavailabilityofsuchrecordingshasthusbroughtaboutacrisisintheinstitutionofthetraditionalclassicalconcert.Onepossibleresponseisforclassicalperformerstoprogramattractivenewmusicthatisnotyetavailableonrecord.Gilbert ’sowninterestinnewmusichasbeenwidelynoted:AlexRoss,aclassical-musiccritic,hasdescribedhimasamanwhoiscapableofturningthePhilharmonicinto“amarkedlydifferent,morevibrantorganization.”Butwhatwillbethenatureofthatdifference?Merelyexpandingtheorchestra’srepertoirewillnotbeenough.IfGilbertandthePhilharmonicaretosucceed,theymustfirstchangetherelationshipbetweenAmerica’osldestorchestraandthenewaudienceithopstoattract.譯文：紐約愛樂樂團(tuán)決定聘請AlanGilbert作為下一任的音樂總監(jiān)，這從 2009年任命被宣布之日起就在古典音樂界引起了熱議 .別的不說，大部分人的反應(yīng)是積極的.好啊，終于好了！"AnthonyTommasin!1道，他可是一個(gè)以嚴(yán)肅著稱的古典音樂評論家 .但是，這個(gè)任命之所以一起人們驚訝的原因卻是 Gilbert相對而言并不是很有名.甚至在時(shí)代雜志上發(fā)文支持 Gilbert任命的Tommasini都稱其為：低調(diào)的音樂家，在他身上找不到那種飛揚(yáng)跋扈的指揮家的氣質(zhì) .紐約愛樂樂團(tuán)迄今為止都是由像GustavMahler（古斯塔夫？馬勒）和PierreBoulez布列茲那樣的音樂家領(lǐng)導(dǎo)的.這樣去描述這個(gè)樂團(tuán)的下一位指揮，至少對于時(shí)代的讀者而言，這是一種蒼白的表揚(yáng).就我看來，我不知道Gilbert是否是一個(gè)偉大的指揮家或者是一個(gè)好的指揮 .但是我能確定的是，他能表現(xiàn)出很多有趣的樂章，但是我卻應(yīng)該不會去 AveryFisherHall或者其他地方去聽一場有趣的交響樂演出.我要做的事情就是去我的CD架上，或者打開的我的電腦從 ITUNES上下載更多的唱片.那些忠實(shí)的音樂會觀眾會講唱片并不能代替現(xiàn)場的演出，但是他們忽略了一些事情.當(dāng)下為了獲得藝術(shù)愛好者的錢，時(shí)間，關(guān)注度，古典音樂的演奏家們（其實(shí)就是指交響樂團(tuán)，同意復(fù)述 ）不僅要和劇院，舞蹈隊(duì)，演出公司和博物館競爭，而且還需要和那些記錄了 20世紀(jì)的偉大的古典音樂演奏者表演的唱片競爭 .唱片很便宜，那里都能買到，并且比現(xiàn)在很多現(xiàn)場音樂會的藝術(shù)質(zhì)量要高.進(jìn)一步的講，聽眾能選擇聽唱片的時(shí)間和地點(diǎn) .這些到處可以獲得的唱片給傳統(tǒng)的演出機(jī)構(gòu)帶來了危機(jī).對于古典音樂演奏者而言，他們可能的一個(gè)回應(yīng)就是排練出唱片上沒有的曲目.Gilbert對新音樂興趣已經(jīng)被廣泛的關(guān)注了： AlexRoss,一名古典音樂的批評家，就這樣描述道：他能夠把愛樂樂團(tuán)變成一個(gè)完全不同，更加有活力的組織.但是那種不同的性質(zhì)也是什么呢？可能僅僅增加樂團(tuán)演出的曲目是不夠的，如果Gilbert和他的樂團(tuán)要進(jìn)步的話，他們就必須首先改變美國最古老的樂團(tuán)（就是紐約愛樂樂團(tuán) ）同他們想吸引的新觀眾間的關(guān)系 .Text2WhenLiamMcGeedepartedaspresidentofBankofAmericainAugust,hisexplanationwassurprisinglystraightup.Ratherthancloakinghisexitintheusualvagueexcuses,hecamerightoutandsaidhewasleaving“topursuemygoalofrunningacompany.”Broadcastinghisambitionwas“verymuchmydecision,”McGeesays.Withintwoweeks,hewastalkingforthefirsttimewiththeboardofHartfordFinancialServicesGroup,whichnamedhimCEOandchairmanonSeptember29.McGeesaysleavingwithoutapositionlinedupgavehimtimetoreflectonwhatkindofcompanyhewantedtorun.Italsosentaclearmessagetotheoutsideworldabouthisaspirations.AndMcGeeisn’talone.InrecentweekstheNo.2executivesatAvonandAmericanExpressquitwiththeexplanationthattheywerelookingforaCEOpost.Asboardsscrutinizesuccessionplansinresponsetoshareholderpressure,executiveswhodon’gtetthenodalsomaywishtomoveon.Aturbulentbusinessenvironmentalsohasseniormanagerscautiousoflettingvaguepronouncementscloudtheirreputations.Asthefirstsignsofrecoverybegintotakehold,deputychiefsmaybemorewillingtomakethejumpwithoutanet.Inthethirdquarter,CEOturnoverwasdown23%fromayearagoasnervousboardsstuckwiththeleaderstheyhad,accordingtoLiberumResearch.Astheeconomypicksup,opportunitieswillaboundforaspiringleaders.Thedecisiontoquitaseniorpositiontolookforabetteroneisunconventional.ForyearsexecutivesandheadhuntershaveadheredtotherulethatthemostattractiveCEOcandidatesaretheoneswhomustbepoached.SaysKornFe，rryseniorpartnerDennisCarey:“Ican’tthinkofasinglesearchI’vedonewhereaboardhasnotinstructedmetolookatsittingCEOsfirst. ”Thosewhojumpedwithoutajobhaven’talwayslandedintoppositionsquickly.EllenMarramquitaschiefofTropicanawhenthebusinessbecamepartofPepsiCo（PEP）adecadeago,sayingshewantedtobeaCEO.ItwasayearbeforeshebecameheadofatinyInternet-basedcommoditiesexchange.RobertWillumstadleftCitigroupin2005withambitionstobeaCEO.Hefinallytookthatpostatamajorfinancialinstitutionthreeyearslater.Manyrecruiterssaytheolddisgraceisfadingfortopperformers.Thefinancialcrisishasmadeitmoreacceptabletobebetweenjobsortoleaveabandeo.“Thetraditionalrulewasit’ssafertostaywhereyouare,butthat ’sbeenfundamentallyinverted,oneheadhunter.“Thepeoplewho’vebeenhurttheworstarethosewho’vestayedlong.”譯文：當(dāng)八月份，LiamMcGee以總裁的身份從美國銀行離職的時(shí)候，他的解釋出人意料的直白 .他沒有忸怩的用平常的模糊的理由來遮掩他的離開，他很坦誠的講他離開就是為了去追求他經(jīng)營一家公司的目標(biāo) .McGee說宣揚(yáng)自己的目標(biāo)就是自己的決定 .兩周后，他第一次和 HartfordFinancialServicesGroup的董事會第一次會談，這家公司在 9月29日提名他為董事會主席和CEO.他說在離開的時(shí)候并沒有找好后面的職位 （下家），使他有時(shí)間去反思他到底想去經(jīng)營一家什么樣的公司.這同時(shí)也就他的激情和決心，給了外界一個(gè)清晰的信號.這樣做的并不只是McGee一個(gè)人.最近幾周，AvonandAmericanExpress的一些高級經(jīng)理離職并解釋說想需找一個(gè) CEO的職位.當(dāng)董事會迫于股東的壓力對一系列的計(jì)劃進(jìn)行審查的時(shí)候，那些計(jì)劃被否定掉的經(jīng)理們也會想離開 .激烈的商業(yè)環(huán)境同樣使得高級經(jīng)理很小心，模糊的表態(tài)可能會破壞他們的聲譽(yù) .當(dāng)經(jīng)濟(jì)復(fù)蘇的標(biāo)志開始確定的時(shí)候，二把手們可能更愿意在沒有網(wǎng) （新的工作 ）情況下?lián)Q工作 .第三季度，根據(jù) Liberum的調(diào)查，CEO的更迭和一年前相比減少了23%，這是由于緊張的董事會緊盯著他們的CEO們.隨著經(jīng)濟(jì)的復(fù)蘇和好轉(zhuǎn)，對有理想的頭兒們，機(jī)會是很多的.離開高管的職位去尋找一個(gè)更好的職位，并不是傳統(tǒng)的做法 .多年以來，經(jīng)理們和獵頭們都認(rèn)同這樣一個(gè)原則：最有吸引力的CEO的競爭是那些需要去挖來的人.KornFerry,seniorpartnerDennisCarey說道：我所做的每一次的招聘中，董事會都要求我從那些在任的CEO中尋找人選.那些沒有找到工作就離開的人并不是很快就能找到頂級的職位 .10年前，Tropicana被PepsiCo（PEP>|攵購了，她以經(jīng)理的身份離職了，她說他想當(dāng) CEO.但是花了一年的時(shí)間她才成為一家小型互聯(lián)網(wǎng)交換公司的頭.2005年RobertWillumstad帶著想成為CEO的夢想離開了Citigroup.可是三年后他才成為了一家主要的金融機(jī)構(gòu)的CEO.很多招聘的人都說對于高管而言，過去認(rèn)為的丟臉的感覺 （沒有工作 ）已經(jīng)慢慢消失了 .金融危機(jī)已經(jīng)使得跳槽，離開一個(gè)不好的工作變得更加可以接受了 .一個(gè)獵頭就說到：“傳統(tǒng)的規(guī)則是待在你原來的地方會更加安全，但是現(xiàn)在已經(jīng)徹底改變了.那些受傷最厲害的就是那里在一個(gè)地方待太久的人 .”Text3Theroughguidetomarketingsuccessusedtobethatyougotwhatyoupaidfor.Nolonger.Whiletraditional“paidmedia-suchastelevisioncommercialsandprintadvertisements—stillplayamajorrole,companiestodaycanexploitmanyalternativeformsofmedia.Consumerspassionateaboutaproductmaycreate"earned"mediabywillinglypromotingittofriends,andacompanymayleverage“owned”mediabysendinge-mailalertsaboutproductsandsalestocustomersregisteredwithitsWebsite.Infact，thewayconsumersnowapproachtheprocessofmakingpurchasedecisionsmeansthatmarketing'simpactstemsfromabroadrangeoffactorsbeyondconventionalpaidmedia.Paidandownedmediaarecontrolledbymarketerspromotingtheirownproducts.Forearnedmedia,suchmarketersactastheinitiatorforusers’resBpoutnsiness.omecases,onemarketer'ownedmediabecomeanothermarketer'paidmedia-forinstance,whenane-commerceretailersellsadspaceonitsWebsite.Wedefinesuchsoldmediaasownedmediawhosetrafficissostrongthatotherorganizationsplacetheircontentore-commerceengineswithinthatenvironment.Thistrend,whichwebelieveisstillinitsinfancy,effectivelybeganwithretailersandtravelproviderssuchasairlinesandhotelsandwillnodoubtgofurther.Johnson&Johnson,forexample,hascreatedBabyCenter,astand-alonemediapropertythatpromotescomplementaryandevencompetitiveproducts.Besidesgeneratingincome,thepresenceofothermarketersmakesthesiteseemobjective,givescompaniesopportunitiestolearnvaluableinformationabouttheappealofothercompanies ’marketing,andmayhelpexpandusertrafficforallcompaniesconcerned.Thesamedramatictechnologicalchangesthathaveprovidedmarketerswithmore(andmorediverse)communicationschoiceshavealsoincreasedtheriskthatpassionateconsumerswillvoicetheiropinionsinquicker,morevisible,andmuchmoredamagingways.Suchhijackedmediaaretheoppositeofearnedmedia:anassetorcampaignbecomeshostagetoconsumers,otherstakeholders,oractivistswhomakenegativeallegationsaboutabrandorproduct.Membersofsocialnetworks,forinstance,arelearningthattheycanhijackmediatoapplypressureonthebusinessesthatoriginallycreatedthem.Ifthathappens,passionateconsumerswouldtrytopersuadeotherstoboycottproducts,puttingthereputationofthetargetcompanyatrisk.Insuchacase,thecompany’sresponsemaynotbesufficientlyquickorthoughtful,andthelearningcurvehasbeensteep.ToyotaMotor,forexample,alleviatedsomeofthedamagefromitsrecallcrisisearlierthisyearwitharelativelyquickandwell-orchestratedsocial-mediaresponsecampaign,whichincludedeffortstoengagewithconsumersdirectlyonsitessuchasTwitterandthesocial-newssiteDigg.譯文：過去，市場營銷的成功訣竅簡而言之就是一分錢一分貨 .然而時(shí)過境遷 .雖然傳統(tǒng)的付費(fèi)”(pai覘介，比如電視和廣播廣告、平面廣告和路邊廣告牌等，仍然扮演著重要角色，但企業(yè)如今還可以利用許多其他形式的媒介 .比如，癡迷于某種產(chǎn)品的消費(fèi)者，可能會樂意將之推薦給朋友，從而為企業(yè)創(chuàng)造因產(chǎn)品的優(yōu)良品質(zhì)帶來的無償"(earned)介.企業(yè)還可以利用自有"(owne覘介，通過郵件向其網(wǎng)站的注冊用戶發(fā)送產(chǎn)品和銷售提示 .事實(shí)上，如今消費(fèi)者作出購買決定的方式，意味著市場營銷的影響力來自于傳統(tǒng)付費(fèi)媒介之外的廣泛因素.營銷人員通過付費(fèi)和自有媒介推銷其產(chǎn)品，而在“無償”媒介方面，營銷人員就像是觸發(fā)用戶響應(yīng)的初始催化劑 .在某些情況下，某營銷者的自有媒介會成為另一個(gè)營銷者的付費(fèi)媒介 .比如，當(dāng)某電子商務(wù)零售商出售其網(wǎng)站的廣告空間時(shí)，我們就將這種“售出”媒介定義為擁有巨大流量、以致其他機(jī)構(gòu)紛紛前來投放內(nèi)容或電子商務(wù)引擎的自有媒介 .我們認(rèn)為，這種趨勢已蓬勃發(fā)端于零售商和航空、酒店等旅游供應(yīng)商，雖然還處于初始階段，但無疑可以走得更遠(yuǎn) .比如，強(qiáng)生公司創(chuàng)建了著名網(wǎng)站 BabyCenter，借以推廣互補(bǔ)性乃至競爭性產(chǎn)品，而其他營銷者的出現(xiàn)不僅帶來了收入，還令該網(wǎng)站看起來公正客觀，并且使企業(yè)有機(jī)會從其他公司的營銷活動中獲得可貴的信息，最后還有助于擴(kuò)大所有相關(guān)企業(yè)的用戶流量 .劇烈的技術(shù)變革使?fàn)I銷人員獲得了數(shù)量更多、種類更廣的溝通選擇，但同時(shí)也帶來了更高的風(fēng)險(xiǎn)，因?yàn)榧拥南M(fèi)者能夠以更迅速、更明顯、更有害的方式來表達(dá)他們的意見 .這就是與 “無償”媒介相對的“劫持”媒介：某項(xiàng)資產(chǎn)或活動變成了對某個(gè)品牌或產(chǎn)品不滿的消費(fèi)者、其他股東或積極分子的劫持物.比如，社交網(wǎng)絡(luò)用戶正領(lǐng)悟到，他們可以通過“劫持”媒介來對最初創(chuàng)建該媒介的企業(yè)施加壓力.如果那種事情發(fā)生，激動的消費(fèi)者試圖勸服其他人共同抵制兩家公司的產(chǎn)品，從而危及企業(yè)聲譽(yù) .當(dāng)這種事情發(fā)生的時(shí)候，如果企業(yè)的回應(yīng)不夠快或不夠好，那么就可能釀成悲劇.比如，在今年較早前發(fā)生的召回危機(jī)中，豐田汽車公司采取了較快且較有序的社交媒體回應(yīng)行動，包括在Twitter和社會新聞網(wǎng)站Digg等網(wǎng)站上與客戶進(jìn)行直接交流，從而挽回了部分損失 .Text4It’snosurprisethatJenniferSenior ’sinsightful,provocativemagazinecoverstory,loveMyChildren,IHateMyLife, “isarousingmuchchattenggetspeopletalkinglikethesuggestionthatchildrearingisanythinglessthanacompletelyfulfilling,life-enrichingexperience.Ratherthanconcludingthatchildrenmakeparentseitherhappyormiserable,Seniorsuggestsweneedtoredefinehappiness:insteadofthinkingofitassomethingthatcanbemeasuredbymoment-to-momentjoy,weshouldconsiderbeinghappyasapast-tensecondition.Eventhoughtheday-to-dayexperienceofraisingkidscanbesoul-crushinglyhard,Seniorwritesthat “theverythingsthatinthemomentdampenourmoodscanlaterbesourcesofintensegratificationanddelight. ”ThemagazinecovershowinganattractivemotherholdingacutebabyishardlytheonlyMadonna-and-childimageonnewsstandsthisweek.Therearealsostoriesaboutnewlyadoptive-andnewlysingle-momSandraBullock,aswellastheusual“JenniferAnistonispregnant”news.Practicallyeveryweekfeaturesatleastonecelebritymom,ormom-to-be,smilingonthenewsstands.Inasocietythatsopersistentlycelebratesprocreation,isitanywonderthatadmittingyouregrethavingchildrenisequivalenttoadmittingyousupportkitten-killing?Itdoesn’tseemquitefair,then,tocomparetheregretsofparentstotheregretsofthechildren.Unhappyparentsrarelyareprovokedtowonderiftheyshouldn ’thavehakids,butunhappychildlessfolksarebotheredwiththemessagethatchildrenarethesinglemostimportantthingintheworld:obviouslytheirmiserymustbeadirectresultofthegapingbaby-sizeholesintheirlives.Ofcourse,theimageofparenthoodthatcelebritymagazineslikeUsWeeklyandPeoplepresentishugelyunrealistic,especiallywhentheparentsaresinglemotherslikeBullock.Accordingtoseveralstudiesconcludingthatparentsarelesshappythanchildlesscouples,singleparentsaretheleasthappyofall.Noshockthere,consideringhowmuchworkitistoraiseakidwithoutapartnertoleanon。yettohearSandraandBritneytellit,raisingakidontheir “own”-th（ree-acdlo:cwkithherlpo）unisdapieceofcake.It’shardtoimaginethatmanypeoplearedumbenoughtowantchildrenjustbecauseReeseandAngelin