体验商务英语综合教程3 中文 双语对照版

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, andoutsources 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）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，品牌的作用是至关重要的。破坏它是一种弥天大罪，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，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.

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，这就是为什么SOL的员工也要学习时间管理，编制预算和人际交往的原因。

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。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.'

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，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。

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。

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 earnings.Gains 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

连锁店税前利润的小幅下降。

Target has cultivated a more upmarket and style- conscious image than other discount retailers. It is the third-largest general retailer in the US by revenues.

塔吉特创造了比其他折扣零售商更高档、更有风格意识的形象。按收入计算，它是美国的第三大零售商。

Target yesterday said it saw continued price pressure from rival Wal-Mart.

For the fourth quarter, Target's profit rose to $832m, or 91 cents a share, compared with $6S8m, or 75 cents a share, a year ago. Analysts had expected Target to earn 87 cents a share, according to Reuters Research.

塔吉特创造了比其他折扣零售商更高档、更有风格意识的形象。按收入计算，它是美国的第三大零售商。

Revenues for the quarter rose 10.7 percent to $15.57bn from $14.06bn, while same-store sales -from stores open at least a year - rose 4.9 percent.

本季度的收入同比增长10.7％，从140.6亿美元升至155.7亿美元，而同店销售额（按开店满一年者算）上涨了4.9％。

Target said pre-tax profit soared 18.5 percent at Target Stores. At the department stores, which have been ailing, pre-tax profit jumped 15.6 percent at Marshall Field's but fell 0.3 percent at Mervyn's. Credit card operations added $168m to pre-tax profit in the recent quarter, up 11.7 percent from a year ago.

塔吉特称塔吉特商店的税前利润猛增了18.5％。就一直不景气的百货商店部分，马歇尔菲尔德税前利润跃升了15.6％，但默文下跌了0.3％。信用卡业务最近一个季度税前利润增加了1.68亿美元，与去年同期相比增长了11.7％。

For the full year, Target's profits were $1.84bn, or $2.01 a share, up 11.4 percent from $1.65bn, or $1.81 a share,the year before. Revenues rose 9.7 percent to $4S.16bn from $43.91bn, driven by new stores, a 2.9 percent rise in same-store sales and growth in credit revenues.

全年，塔吉特的利润从前一年的16.5亿美元，或每股1.81美元升至18.4亿美元，或每股2.01美元，增长了11.4％。在新设商店的推动下，收入从439.1

亿美元升至481.6亿美元，增长了9.7％。同店销售额和信贷收入增长了2.9％。

Unit 6. Advertising.

What makes Nike's advertising tick?(48th page) By Stefano Hatfield

Phil Knight, the co-founder and former Chief Executive of Nike, prefers to let his superstar athletes and advertisements do his talking for him. Named Advertiser of the Year at the 50th Cannes International Advertising Festival, he is the first person to win the award twice.

耐克的共同创始人和前首席执行官菲尔·奈特喜欢让超级运动员巨星和广告为他说话。在第50届戛纳国际广告节上，他被提名为年度最佳广告客户。他是两度赢得这一奖项的第一人。

Knight has an absolutely clear and committed strategy to use celebrity athlete endorsement. He describes it as one part of the 'three-legged stool' which lies behind Nike's phenomenal growth since the early 1980s, with theother two beingproduct design and advertising.

奈特有绝对明确和坚定的战略：用著名运动员代言产品。他将此描述为耐克公司80年代初以来显着增长背后的“三脚架”的一部分。其他两只脚分别为产品设计和广告。

He has built Nike's expansion into sport after sport from its athletics roots on the back of sporting masters; Carl Lewis on the track; tennis's Jimmy Connors and John Mdinroe; Tiger Woods, who led Nike into golf; Konaldo and the Brazilian national football team; and the basketball star, Michael Jordan, who famously rescued the company.

一种运动，又一种运动，耐克公司的扩张源于运动，与大师同行。赛道上的卡尔·刘易斯、网球场上的吉米·康纳斯和约翰·麦克安柔、将耐克带入高尔夫球场的老虎伍兹、罗纳尔多和巴西国家足球队都是其经典形象，其中篮球明星迈克尔·乔丹甚致拯救了耐克公司。

From the beginning Nike has been prepared to take a gamble on sporting bad

boys others would not touch: Andre Agassi springs to mind. It was a strategy that began with Hie Nastase, the original tennis bad boy. The Romanian had the quality that has come to represent Nike and its advertising: attitude. 从一开始，耐克公司就已准备对体育界里别人不会碰的坏小子下赌注：闪现在他们眼前的是安德鲁·阿加西。这个战略源于希尔·纳斯塔塞，他原来也是网球界的坏小子。但这位罗马尼亚后裔身上却拥有一种品质能代表耐克公司和它的广告：那就是态度。

After extraordinary growth, Nike became number one trainer manufacturer in the US. But Knight admits the company then lost its way as it failed to cope with its success. It experimented unsuccessfully with expansion into non-athletic shoes, and lost its number one position to Reebok in 1986.

历经快速增长后，耐克公司成为美国头号软运动鞋制造商。但奈特也承认公司在成功之后迷失了方向。公司尝试将业务扩展到非运动鞋领域，结果未能成功，并在1986年将老大的位置拱手让给了锐步。

Knight bet the future of the company on a new feature; a new air technology inside the Irainer. He launched the product with a David 1'inchet-directed ad which used the Beatles track Revolution, and then marketed the Air Jordan brand on the back of Michael Jordan. Sales took off and the rest is history. 奈特将公司未来的赌注押在了一个新的功能上：在软运动鞋内部加入新的气垫技术。他推出了由一个名为大卫·芬斯塔所导演的广告，其中提及披头士乐队革命，然后公司借力迈克尔·乔丹销售飞人乔丹品牌的运动鞋。销售突飞猛进，剩下的就是我们现在所熟悉的历史。

This brings us to the subject of globalisation and the question of how American the brand can be. Nike uses a mix of global ad campaigns such as 'good v evil' and local advertising such as its famous poster campaigns in the UK.

这就给我们带来了全球化的问题以及品牌如何走出美国的问题。耐克在全球广告形式多样，如“善VS恶”系列和著名的英国本土化海报广告。

During a 21-year partnership with the agency Wieden and Kennedy, Nike has created some of the world's most attention-grabbing advertising: for

example the Nike 'good v evil' campaign and two advertisements both for World Cups and the ad 'tag', last year's Cannes grand prix winner. Other famous ads star Pete Sampras and Andre Agassi playing in the streets of Manhattan; Tiger Woods playing 'keepy-uppy' with a golf ball; and Brazil's team playing soccer at the airport terminal.

在与韦尔登和肯尼迪广告公司长达21年的伙伴关系中，耐克已经创造了一些世界上最引人注目的广告：例如：耐克的“善VS恶”广告活动、为世界杯所做的广告以及去年戛纳电影节大奖获得者——广告“标记”。其他出名的广告都由明星担任主角：在曼哈顿的街头打球的皮特·桑普拉斯和安德鲁·阿加西、用高尔夫球玩颠球的老虎伍兹以及在机场候机大厅里踢足球的巴西队。

It is a remarkable body of work, both in its variety, daring and consistent originality. At Nike there is astreamlined decision-making process that gives marketing directors real power. They do not rely on market research pre-testing which often reduces the impact of more experimental commercials. There is also the long relationship with one of the world's best ad agencies, and what Wieden describes as 'an honesty about sport'. Things only happen in Nike ads that sportsmen and women can really do.

无论是在多样性，胆量还是在其一贯的独创性方面，这是一个工作成绩卓越的公司。耐克公司有一个精简的决策过程，它赋予市场总监以实权。他们不依赖市场研究预试，因为预试通常会降低更多的实验广告的影响。他们与世界上最好的其中一家广告公司也有长期的合作关系，并具备韦尔登所描述的“对体育的忠诚”。只有在耐克公司的广告里，男女运动员才能真正做他们想做的。

'My number one advertising principle - if I have one - is to wake up the

consumer,' concludes Knight, with an absolute conviction that is unique among modern-day chief executives. 'We have a high-risk strategy on advertising. When it works, it is moreinteresting.There really is no formula.'

“我的头号广告原则——如果我有一个原则的话——就是要唤醒消费者”奈特以断然的口气如是说，这在当今首席执行官中独一无二。“我们在广告方面采用的是高风险策略。当它产生效果时，就更加有趣。我们真的是没有什么套路。”

Unit7 意大利

交谈

生动有趣的谈话在意大利很常见。在意大利受欢迎的话题包括意大利建筑、艺术、电影、体育（尤其是足球）、歌剧以及赞扬该国人民热情好客！即使你的意大利同行都在批评意大利的文化，你仍应该尽量避免这种行为。 送礼

只有收到了商务礼品才需要回礼。你的礼物应该是一个非常出名的品牌。酒或者自己国家的工艺品往往是不错的选择。其他不错的礼物可以是好钢笔，带镜框的复制品或画作，钥匙圈或计算器。应该避免赠送带公司标识的礼物。 娱乐

热情好客在意大利的商业文化中起着关键的作用。不管你怎么想，拒绝邀请将会使对方不悦。商务早餐在意大利几乎是闻所未闻。偶尔只有在大城市才会有这种可能。商务晚宴通常只宴请少数一部分特定人员。如果你做东，请先与你的意大利朋友确认后再发出邀请。午餐在意大利大部分地区仍是一天中的主餐。人们经常在12:30后才用餐。午餐通常有很多道菜

Hospitality in the UAE is very important but should not be interpreted as future commercial success.

Unit 8. Employment.激励优质员工

Motivating high-calibre staff

An organisation's capacity to identify, attract and retain high-quality,

high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.

企业是否能够发掘、吸引、并留住高素质、高效率、能为企业建言献策的人才，已经成为企业确保竞争力的决定性因素。

High performers are easier to define than to find. They are people with

apparently limitless energy and enthusiasm, qualities that shine through even on their bad days.They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer

force of their example. Such people can push their organisations to greater and greater heights.

与发掘相比，我们更容易对优质的员工下定义。他们具有无限的精力与热情，这些素质即使在糟糕的日子里也能闪闪发光。他们富有创意，行动敏捷，富有成效。他们不仅以振奋人心的言辞鼓舞着别人，而且身体力行，发挥表率作用。像这样的员工能够推动企业攀登一个又一个高度。

The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.

问题在于具备这些品质的员工对于企业的竞争对手而言也具有巨大的吸引力，所以很有可能被猎头挖走。这样的人才一旦流失，给企业带来的经济损失是十分巨大的，这其中不仅包括高昂的培训成本，还包括生产能力的衰减和士气的衰退。

However, not all high performers are stolen, some are lost. High performers

generally leave because organisations do not know-how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.

然而，流失的高效员工并不都是被挖走的，有些人才是企业自己丢失的。高效员工离开，通常是因为企业不懂得如何留住他们。很多老板对于潜在的高效员工，尤其是年轻员工的追求一无所知或是漠不关心。

Organisations should consider how such people are likely to

regard important motivating factors.

企业应当思考这样的员工是可能如何看待一些重要的激励因素的。

Money remains an important motivator but organisations should not

magine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.

金钱仍然是一种重要的激励因素，但老板不应当把钱看成是唯一起重要作用的激励因素。事实上，高效员工认为他们获得丰厚的薪酬是理所当然的。他们还寻求

其他方面的动力。

Empowerment is a particularlyimportant motivating force for new talent. A

high performer will seek to feel that he or she 'owns' a project in a creative sense. Wise employers offer this opportunity.

对于新人来说，放权是一种尤其重要的激励机制。高效员工渴望感到自己“拥有”能发挥自己创造力的项目。聪明的老板会提供这样的机会。

The challenge of the job is another essential motivator forhigh performers.

Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is going.

具有挑战性的工作对于高效员工来说，是另一个关键性的激励因素。高效员工觉得自己服务的企业对于未来的发展方向缺乏明确的认识，他们就会丧失积极性。

A platform for self-development should be provided. High performers are

very keen to develop their skills and their curriculum vitae. Offering time for regeneration к another crucial way for organisations to retain high performers. Work needs to be varied and time-should be available for creative thinking and mastering new skills. The provision of a coach or montor signals that the organisation has a commitment to fast-tracking an individuals development.

企业应该为高效员工提供自我发展的平台。高效员工极度渴望发展技能，丰富履历。提供“充电”的机遇是企业留住高效员工的另一个必要措施。他们的工作要多样化，需要给他们时间进行创造性思考，让他们掌握新的技能。为高效员工配备师傅或导师，是企业决心推动他们快速成长的信号。

Individuals do well in an environment where they can depend on good

administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.

在能够获得良好的行政支持的环境下工作，员工能够做出不俗的表现。员工都不愿意看到自己为企业获得的成功仅仅因为他人的低效和支撑部门的无能而付诸东流。

Above all, high performers - especially if they are young - want to feel that

the organisation they work for regards them as special. If they find that it is not interested in them as people but only as highperforming commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.

最重要的是，高效员工，尤其是年轻的员工，希望感到他们服务的企业将其视为特殊的人才。一旦他们觉得企业将自己仅仅作为高效商品来看待，而不是作为人来加以重视，他们的忠诚度一落千丈也就不足为奇了。相反，如果企业为员工的发展进行投资，就很可能赢得他们的忠诚，就能培育出高效创新的团队，这会让竞争对手感到惶惶不安。 Unit9 英国开始青睐互惠贸易 ---良心食品销售额每年增长100%

和向风群岛成千上万的香蕉种植户一样，丹尼斯·萨瑟兰正面临着破产。世界贸易组织已经迫使欧盟废除了曾经确保西印度群岛农场主进入欧洲市场的传统配额制度。在香蕉这种全世界最受欢迎的水果的市场上，美国的一些商业巨头占据着绝对的主导地位，其价格优势是丹尼斯根本无法抗衡的。

胡安·沃尔韦德·奥切斯是哥斯达黎加的甘蔗种植户，他的甘蔗卖给当地的农民协会。如今他和他的同事们的生意明年是否可以为继，还是未知数。由于欧洲和美国征收高额进口关税，加之西方国家农民享受优厚的政府补贴，世界上绝大多数蔗糖制造商都无法进入欧美市场。

然而，丹尼斯和胡安现在却有了希望——他们可以将部分或全部农产品销往日渐增长的“互惠贸易”市场。“互惠贸易”市场保护了他们，使他们不受到全球大宗商品市场不景气的影响和跨国巨头之间价格战带来的伤害。

在其支持者看来，互惠贸易以一种实例证明了世界贸易能够消除贫困，而且也应该如此。种植户的规模很小，他们必须加入合作性的或者以民主方式运营的协会，这些协会成员遵守严格的社会与环境标准。

协会与发达国家的企业进行直接贸易，这些企业给他们的价格远远高于国际市场价。此外，还有一笔直接向协会组织支付的附加手续费，由协会在成员之间自主

分配。

种植户获得的价差可能高达100%。它可以让农民免于破产，还意味着他们的家庭有钱送子女去上学。

在产业链的另一端，发达国家的消费者需要为每一杯咖啡或每一匙糖多付一便士，而为每只香蕉，他们可能得多付几个便士。

互惠贸易食品日前发展迅猛，它起源于上个世纪60年代，当时荷兰的消费者以互惠贸易的方式资助尼加瓜拉农民，现如今这一贸易方式已经发展成为年销售额5亿美元的全球利基市场，北半球的400家公司参与其中，它们进口的食品有水果、咖啡、茶叶、香蕉、坚果、番茄汁等。

据估算，互惠贸易食品正在使世界上36个最贫困的国家的大约50万小种植户及其家庭受益。最新数字表明，它给种植户创造了高达四千万美元的额外收入。同时，其他一些“互惠贸易”但尚未贴上这个标签的非食品类商品的市场需求也在不断上升，这其中包括手工艺品与纺织品。

互惠贸易食品在全球的年销售额增长率为25%，而在英国这一数字几乎高达100%，英国目前是仅次于瑞士的全球第二大互惠贸易市场。经过一段平静的培育期，英国的互惠食品市场已经成为过去十年中最引人关注的消费成功案例之一，而今它吸引着诸如塞恩斯伯里、星巴克和家乐福这样的跨国公司参与。 然而，颇具讽刺意味的是，原本旨在减少全球贸易体系内种种不公平现象的互惠贸易竟然也曾经成为世界贸易组织的牺牲品。从技术上讲，WTO有权封杀互惠贸易，因为WTO的公则禁止根据生产方式给予商品差异化待遇。

同时，互惠贸易证明，帮助脱贫无需借助怜悯，社会标准与环境标准可以融入贸易活动。

Unit10 美诺：专注刻板的质量标准

眼下，正当发达国家的制造商面临着几乎是前所未有的困境之际，美诺的生存之道则是打破几乎所有的行规。这家德国公司是全球高质量家用电器制造商中的领头羊，产品范围广泛，包括洗衣机与真空吸尘器等，素以秉承高端制造标准，绝不染指低端市场，拒绝低价竞争而闻名遐迩。

美诺的制造基地几乎全部设在成本高昂的德国，元器件自足程度颇高。美诺没有将其发动机生产外包给低成本的供应商，而是在设在科隆附近的自有工厂里每年

生产四百万台发动机（完全满足其产品的需要）。美诺认为，若要恪守质量标准，就必须将制造基地放在公司自己的工厂。美诺上一年度的销售额高达22亿欧元（约合15亿英镑）

美诺的做法赢得了同行的敬意。意大利白色家电制造商洛尼的首席执行官Andrea Guerra将美诺视为行业内的质量偶像——称赞其“在高端市场占有无与伦比的地位”。

美诺产品，从洗碗机到咖啡机，销售价格均高出竞争对手70%。它用于产品研发的费用占营业收入的12%，这也远远超过了行业标准。美诺对于细节的关注为人们津津乐道。为了模拟烤箱在用户厨房的使用情况，美诺通常采用仪器反复开关烤箱门达60000多次。

公司还相信，改变工作惯例就可以增强其德国工厂的竞争力。公司业主之一马库斯美诺先生曾经说过，“在美诺需要的塑料配件中，50%都是由美诺位于加特斯洛（Gutersloh）的工厂加工的。但是，美诺让自己的加工厂与外部承包商进行竞标，决定给予谁具体的加工任务。我们确保美诺工厂的竞标价格不高于其他投标方。通过这一做法，美诺鼓励自己的工厂对生产工艺进行改革与创新。” 虽然美诺的制造成本高于竞争对手，但是公司认为这样做完全正确，因为它能制造出人们想要购买的产品，尽管其价格昂贵。美诺大约50%的制造成本来自自行生产的元器件，相比之下同行的原器件只占制造成本的30%。然而公司宣称大多数美诺电器的使用寿命长达20年，这使同类产品相形见绌。在美诺看来，这与每一个零部件的可靠性是分不开的。

据美诺先生宣称，这个政策是行之有效的。他说过，“我父亲（他在2002年以前一直全面负责美诺）曾经收到过一封信，它来自东德一位年迈的妇人。在信中老人说自己没有多少钱，但愿意多花50%的钱买美诺洗衣机，因为她知道美诺洗衣机能伴她度过余生。”GfK市场研究公司的家电专家尼克普莱特认为这种情结并不鲜见。“美诺公司已经建立了难以撼动的消费者忠诚度，消费者知道，美诺品牌就代表着?质量?。”

在未来几年里，美诺将面临严峻的形势。一方面它要在白色家电的高端市场上领先于竞争对手，另一方面它又需要吸引对价格越来越敏感的新生代家电消费者。就厨房电器而言，美诺产品的奢侈程度不亚于瑞士名表。

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