高级综合商务英语-1

作者简介

《高级商务英语系列教程:高级综合商务英语1》为商务英语专业高年级教材，选用经济、管理、法律、文化等领域的语篇材料，注重语言基本功的训练和各项语言技能的平衡发展，处理好语言技能训练和商务专业知识学习之间的关系，涵盖国际商务活动涉及的各个行业与领域，满足学习者将来的实际工作需要。

书籍目录

Unit 1 Globalization
Text A The Empire Strikes Back
Text B Disney Theme Park
Unit 2 Film Industry
Text A The Harry Potter Economy
Text B China's Investment in Silver Screen
Unit 3 Property Boom
Text A Between a Rock and a Living Space
Text B Building Excitement
Unit 4 Information Technology
Text A Silicon Valley Visionary Who Put Apple on Top
Text B Nokia at the Crossroads: Blazing Platforms
Unit 5 Creativity and Innovation
Text A The Postmodern Craving for Creativity
Text B Design Thinking
Unit 6 Commercial Litigation
TextA Reducing the Risk of Commercial Litigation in the
United States
Text B The McDonald's Coffee Lawsuit and Now, the Rest of the
Story
Unit 7 Mass Customization
Text A BMW Drives Germany
Text B How Mass Customization Is Changing Our World
Unit 8 Crisis Management
Text A A Crisis Made in Japan
Text B Crisis Management in Belgium: the Case of
Coca-Cola
Unit 9 Internet and Our Life
Text A How Long Will Google's Magic Last?
Text B Has the Internet Brought Us Together or Pulled Us
Apart?
Unit 30 Career Planning
Text A How to Change the World
Text B How Will You Measure Your life?
Unit 13 Financial Crisis
Text A Cinderella's Moment
Text B Fixing Europe's Single Currency
Unit 32 Entrepreneuhip
Text A Can Red Wine Help You Live Forever?
Text B An Interview with Tim Ferriss--Author of The 4-Hour
Workweek

章节摘录

　　“You get very different thinking if you sit in Shanghai or Sao Pauloor Dubai than if you sit in New York，”says Michael Cannon-Brookes， just off the plane from Bangalorel to Shanghai.“When you want to create a climate and culture of hyper-growth， you really need to live and breathe emerging markets.” Mr. Cannon-Brookes is the head of strategy in IBM's newly created “growth markets” organization， which brings together all of Big Blue，s3operations outside North America and Western Europe. “This is the first line business in 97 years of our history to be run outside the U.S.，” he says excitedly， noting that “Latin America now reports to Shanghai.”IBM's thinking about emerging markets， and indeed about what it means to be a truly global company， has changed radically in the past few years. In 2006 Sam Palmisano， the company's chiefexecutive， gave a speech at INSEAD， a business school in France，describing his vision for the “globally integrated enterprise”.The modern multinational company， he said， had passed through three phases. First came the 19th-century “international model”，with firms based in their home country and selling good sthrough overseas sales offices. This was followed by the classicmultinational firm in which the parent company created smallerversions of itself in countries around the world. IBM worked likethat when he joined it in 1973. The IBM he is now building aimsto replace that model with a single integrated global entity inwhich the firm will move people and jobs anywhere in the world，“based on the right cost， the right skills and the right business environment. And it integrates those operations horizontally and globally.” This way， “work flows to the places where it will be done best.” The forces behind this had become irresistible， said Mr.Palmisano.This ambitious strategy was a response to fierce competition from the emerging markets. In the end， selling the personal-computer business to Lenovo was relatively painless： The business had become commoditized4. But the assault on its services businessled by a trio of Indian outsourcings upstarts6， Tata Consultancy Services， Infosys and Wipro， threatened to do serious damage to what Mr. Palmisano expected to be one of his main sources of growth. So in 2004 IBM bought Daksh， an Indian firm that was a smaller version of the big three， and has built it into a largebusiness able to compete on cost and quality with its Indian rivals.Indeed， IBM believes that all in all it now has a significant edgeover its Indian competitors.Being willing to match India's low-cost model was essential， but Mr. Cannon-Brookes insists that IBM's enthusiasm for emerging markets is no longer mainly about cheap labor. Perhaps a big gerattraction now， according to IBM， is the highly skilled people it can find in emerging markets. “Ten years， even five years ago， we sawemerging markets as pools of low-priced， low-value labor. Nowwe see them as high-skills， high-value，” says Mr. Cannon-Brookes.As for every big multinational， winning the “war for talent” isone of the most pressing issues， especially as hot labor markets inemerging markets are causing extremely high turnover rates. InBangalore， for example， even the biggest firms may lose 25 percentof their staff each year.　　……

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