關於企業管理的商業英語
我們在學習英語的過程中會很困難，但是英語對我們無論是工作還是生活還是很有用的，小編今天就給大家帶來了商務英語，歡迎大家閱讀
商業英語：企業
AAA
美國汽車協會
In Seattle the city's human rights department ruled in June
西雅圖市的人權部門在6月決議中稱
that the AAA club of Washington had illegally discriminated on the basis of marital status by refusing to grant associate membership to a gay man's domestic partner.
華盛頓州的美國汽車協會分部在婚姻狀況上違法歧視同性戀，因爲它拒絕發給同性戀男子的“內助”眷屬會員的資格。
In the first four days,the price of self-serve,unleaded gas rose 7.1 cents per gal,
起初四天無鉛自助式汽油每加侖漲7.1美分，
according to an American Automobile Association check of 1,400 stations.
這是美國汽車協會至1400家加油站查價的結果。
AMEX
美國運通卡
With just 37 million cards in circulation,Amex is a niche player compared with mass marketers VISA(257 million)and MasterCard(163 million).
髮卡僅3700萬張的運通卡比大規模的維薩卡(2.57億張)與萬事達卡(1.65億張)，算是利基市場導向。
Nestled in that niche,however,is a big spending consumer.
但是使用這個利基市場的顧客，可都是花大錢的。
On average,American Express customers charge $4,266 per card every year,
平均起來，運通卡顧客每人每年刷掉4266美元，
vs.$1,577 among bankcard holders.
而其他通過銀行發出的信用卡則只有1577美元。
Robinson's triumph lasted just four days,
Robinson的勝利只維持了四天，
during which Amex stock dropped 13%.
在此期間美國運通卡的股票跌了13%。
AT&T
美國電話電報公司
For the go-getters at MCI Communications,
對於MCI通訊公司那些虎視眈眈的人來說，
the contest was their big chance
這場競賽是他們的大好機會，
to prove that they could whip their nemesis,American Telephone & Telegraph,at its own game.
以證明他們可以在死敵美國電話電報公司自己所佈的棋局裏面，來將它擊敗。
What excites AT&T,however,is not NCR's market share
但令美國電話電報公司興奮的不是NCR的市場佔有率，
but the potential for linking its own long-distance telephone system to NCR's world network of cash registers and ATMs.
而是AT&T可以將本身的長途電話系統連上NCR遍佈全世界的收銀機與ATMs網絡。
Big Blue
藍色巨人
Both Intel,the world's largest supplier of computer chips,and Microsoft,the world's largest supplier of computer software,
世界最大的電腦芯片與軟件供應商“英特爾”與“微軟”
have assumed the role long played by Big Blue as the industry's pacesetters.
已經接替了藍色巨人長久以來扮演的角色，也就是電腦產業世代要替的領導者。
Some industry observers suggested that IBM may have had ulterior motives for knocking Intel's quality,
有些產業觀察家暗示IBM可能有暗藏的目的，纔會抨擊英特爾產品品質，
since Big Blue will begin selling the competing Power PC microprocessor next spring,
因爲藍色巨人自己將在明年春天開始販售競爭產品“威力芯片”。
but the computer maker insisted it was only trying to protect its customers.
但是IBM堅稱它只是想保障顧客權益。
Big Three
三巨頭
Next month the chiefs of the Big Three makers will accompany President Bush on a trip to East Asia,
下個月美國三大汽車廠的首腦將伴隨布什總統去一趟東亞，
where they are expected to urge Japan to buy more U.S.-made autos to reduce the trade deficit.
希望能夠勸日本多買些美國造汽車以降低貿易赤字。
Japan's setback provides a moment of respite for America's Big Three,
日本經濟不景氣給美國的三大帶來一絲喘息的機會，
which have problems of their own.
但他們也有自己的問題。
Exxon
艾克森石油
Says Robert Spies,chief scientist for the Exxon Valdez Oil Spill Trustee Council:
艾克森瓦第茲漏油事件管理人委員會的首席科學研究員Robert Spies指出：
"There is ample evidence that overzealous cleanup can be harmful."
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“充分證據顯示，過度急切的清除行動可能造成傷害。”
The chemical detergents,high-pressure sprays and brushes used to clean beaches and rocks after a spill destroy microorganisms
化學清潔劑、高壓水柱以及刷子在漏油後被拿來清洗海灘與石塊，
that are an important part of the seaside's ecology.
卻會殺死海岸生態中重要一環的微生物。
A battle is raging over how best to spend the settement money from the Exxon Valdez disaster.
對於如何最佳利用艾克森瓦第茲災難事件的補償款項，一場激烈的爭辯正在進行着。
Lloyd's of London
勞埃德
Members of Lloyd's of London,the insurer that has lost $8 billion in the past three years,
勞埃德保險集團過去3年虧損80億美元。
voted to profoundly revamp the way business is done at the 300-year-old institution.
它的會員投票決定大幅改進這家300年老店處理生意的方法。
Lloyd's of London has always been synonymous with insurance-underwriting expertise and the sober assessment of risk.
勞埃德一向是專業保險承保與精確評估風險的同義詞。
Merrill Lynch
美林證券
Soon financial giants such as Merrill Lynch and John Hancock,
很快的，像美林證券與John Hancock這類的金融巨人，
as well as smaller finance companies like Access Capital,
以及小型融資公司Access Capital等等，
went after the bank's last domain of business borrowers.
都開始進軍銀行的最後一塊領土——中小企業貸款。
Morgan Stanley
摩根斯坦利
Rising interest rates by definition mean lower bond prices.
在定義上，提高利率代表債券價格下跌。
And falling bond prices pull down stock prices too.
而下跌的債券會把股價也拉下水。
"The economy is doing well,and the market is doing terribly,"
“經濟表現好，股市就完蛋。”
sums up Byron Wein,chief et strategist for the investment firm Morgan Stanley.
Byron Wein是摩根斯坦利投資公司美國投資策略的首席分析師，他歸納說。
The Finanical Times
《金融時報》
London,the world's third largest stock market,is still lagging behind Tokyo and New York,despite a 28% gain for the year on the 100-stock Finanical Times index,better known as Footsie.
雖然包含100種股票的金融時報股價指數在今年已上漲28%，但是倫敦這個世界第三大股市仍落在東京與紐約之後。
All told,the Maxwell companies probably carry debts of $3.9 billion,
當一切明朗化後，Maxwell家庭的企業可能已欠下39億美元的債務，
according to Lodon's Finanical Times,That figure was about 50% higher than many investors had assumed.
這是倫敦《金融時報》的預測。這個數字比許多投資人推測的要高50%。
A Car?A Watch?A Swatchmobile!
車乎?表乎?斯沃琪車!
Americans think of the Swatch as a trendy timepiece
大多數美國人會將Swatch視爲一種時髦的手錶，
that was embraced by everyone from K Mart shoppers to the owners of SoHo galleries.
從K Mart平價百貨到蘇活區的美術館都受到人們的歡迎。
But in its country of origin,Switzerland,
但在它的原產地瑞士，
the Swatch represents nothing less than an amazing instrument of industrial rejuvenation.
Swatch則爲象徵產業重生的一種奇蹟產品。
Before it came along,
在Swatch問世前，
the Japanese had more or less usurped the Swiss as the heavyweight champions of the watch business by substituting their cheap and reliable digital technology for Switzerland's legendary craftsmanship.
日本以便宜可靠的數位科技取代了瑞士的傳奇手藝，而或多或少自瑞士手中搶下了鐘錶業龍頭的地位。
The question now is whether that industrial formula can work for-of all things-automobiles.
現在的問題是Swatch的產業策略是否對“汽車製造”也同樣有效?
way for the Swatchmobile,a sassy two-seater
讓路給Swatchmobile!這是一部俏麗的二人座小車，
that looks like a cross between a Volkswagen Beetle and a Rambler.
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長得有點像福斯金龜車與Rambler的混血兒。
In fact,it is the product of an odd corporate marriage sealed last week
其實，它是上星期定案的一樁不尋常企業合作的產品。
between Mercedes-Benz,the maker of luxury cars,and Nicolas Hayek,
一方是豪華製造車廠奔馳;另一方是Nicolas Hayek，
the man who put almost 150 million Swatches on wrists all over the world.
那個在全世界賣掉幾乎1.5億隻Swatch表的人。
So far,the two companies have worked on separate prototypes,
目前兩家公司分別在發展原形車，
which they plan to merge into a single model produced by a joint company(Hayek's stake is 49%,Mercedes'51%)for the 1997 market.
然後在一家合資企業融合成單一的模型，準備在1997年上市。
car still exists mostly in the minds of several dozen young engineers
這輛車大部分還只是在數十名年輕工程師的構想之中。
in jeans and sweatshirts who have spent three years working around the clock inside a secret garage in the Jura Mountain town of Biel.
這些穿着運動衫、牛仔褲的年輕人已經花了三年時間，不眠不休地在Jura山的山城Biel中一個祕密的車廠裏工作。
f the team realizes its vision,
如果他們能實現這個夢想，
the Swatchmobile will combine the crash resistance of a Mercedes with the spunkiness of the famous wristwatch.
Swatchmobile將混合奔馳車的耐衝撞性與這著名手錶的衝勁。
Plans call for the Swatchmobile to be 20% smaller than a typical subcompact,
計劃中Swatchmobile比標準的超小型汽車還要小20%，
able to wheel into a parking space sideways,
能橫向駛入停車位，
cost about $10,000 and reach 90 miles an hour.
價格約在1萬美元上下，並能跑到每小時90英里。
The car's designers hope it will travel at least 80 miles on a gallon of fuel,
設計得希望它每加侖燃燒至少可跑80英里，
thanks to an engine one-tenth the weight of any existing engine with equal power.
這得歸功於一個只有任何現存引擎1/10重量的小引擎，但卻擁有同樣的動力。
Models will run on gasoline,electric power or a combination of both.
不同的車型可使用汽油、電力或混合使用。
Mercedes and Hayek's company,the Swiss Microelectronics and Watchmaking Industries(SMH),
對奔馳及Hayek的“瑞士微電子製表工業公司”來說，
the project is not just a technological challenge but also a huge marketing risk.
此計劃不僅是科技的挑戰，也冒了極大的行銷風險。
After all,business-school casebooks are full of stories about fashionable companies that,in search of diversification,stretched their brand names past the breaking point.
畢竟在商學院的個案蒐集資料中，有諸多的案例證明時髦的企業在尋求多角化的過程中，把自己的品牌延伸過了頭。
Swatch tried to extend its name to telephones,pager watches and sunglasses
Swatch曾嘗試延伸品牌至電話、呼叫器手錶和太陽眼鏡，
without great success.
卻不甚成功。
But Mercedes,whose sales have fallen 11% in the past three years,
但奔馳在過去三年銷售滑落11%的情況下，
is eager to reach out to buyers who cannnot afford its traditional cars.
極須去接觸那些買不起它傳統車型的消費者。
Already the company has unveiled plans to produce in 1997 the compact four-seat Vision A with a sale price of about $18,000.
奔馳已經公佈了在1997年製造的小型、四人座Vision A車種，只賣1.8萬美元。
k may overestimate his reach-"I am the creator of products,kingdoms and empires,"he says-
“我製造產品、王國、甚至帝國”，口出狂言的Hayek也許高估了自己的能力範圍，
but he does have expertise at taking a luxury product downscale while preserving its cachet.
但他的確有其專業本領，將昂貴的商品變便宜但仍保存其高貴血統。
It was he who came up with the strategy that saved the prestigious Swiss watchmaking industry
他想出來的策略，拯救了瑞士名震遐邇的製表業，
from succumbing to the Japanese hegemony in the quartz-watch business.
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免於在石英錶業中向日本的霸權屈服。
In 1983,when he was approached for advice by a group of Swiss banks,
1983年，一羣瑞士銀行家來找他諮詢。
the country had seen its share of the global watch market drop from 43% in 1974 to less than 15%.
當時瑞士在世界手錶市場佔有率已自1974年的43%跌落至15%以下。
More than half the Swiss manufacturers had gone under,
超過一半的錶廠已倒閉，
and creditor banks had taken over the country's two largest watchmaking groups.
而握有債權的銀行接收了國內最大的兩個製表集團。
"They were ready to colse them down and sell the brand names off to the Japanese,"Hayek recalls.
Hayek回憶說：“它們準備把廠關了，然後將品牌賣給日本。
"I proved to the banks that we could revive the industry,
我向銀行證明我們可以讓產業起死回生，
then I went on national television and told to Swiss people,
然後我上全國電視網向瑞士民衆說
‘We can be No.1 again,’Nobody dared believe it."
我們可以重拾第一。沒有人敢相信我。”
k put up $102 million-mostly his own money-
Hayek籌足1.02億美元，
and led a group of investors in buying the two companies from the banks.
然後帶領一羣投資人自銀行手中買下那兩家公司。
He then merged them,effetively taking control of one-third of the Swiss watch industry,
接着他將兩者合併，有效控制了瑞士1/3的製表工業，
including such famous brands as Omega,Longines,Blancpain,Tissot,Rado and Hamilton.
包括如歐米茄、浪琴、Blancpain、天梭、雷達與漢密爾敦等名牌。
But his big coup was figuring out that a product invented before his arrival could be the high-quality,low-price,plastic quartz watch
但是他最大的收穫，在於看出來他收購公司前發展出來的某一型手錶，可以成爲高品質、低單價的塑料質石英錶，
that would challenge the Japanese at the lower end of the market.
在低價市場挑戰日本。
The $35-to-$40 Swatch,which reduced by half the usual number of parts by building them directly into the casing on automated assembly lines,was an instant success,
在自動化的裝配線上把一半的零件直接植入錶殼中、一支只賣35-40美元的Swatch一夕成名。
enabling the Swiss watchmaking industry to command 53% of the world market.
它使得瑞士製表業重新斬獲53%的世界市場。
The company has kept demand for the watches high by staying on the cutting edge of new designs,turning out some 140 new models each year plus limited-edition designer collections.
Swatch每年出品140種新款式及限量製造的設計師收藏表，以新設計保持競爭優勢與高市場需求。
the neatest trick is the company's ability to keep labor costs low in one of the world's most high-priced countries-
但是最厲害的一招，是該公司躋身全球最高生活水準國家之中，卻能保持低人工成本的本領。
proving that moving the factory to cheap markets abroad is not always the best cost-saving solution.
這證明將工廠外移到人工低廉的市場並非絕對的節流妙方。
Thanks to an extremely high degree of automation,
歸功於極高度的自動化，
SMH keeps direct labor charges under 10% of total manufacturing expenses,
SMH讓直接人工成本保持低於生產總成本的10%，
in contrast to about 30% for most watchmaking operations.
而一般製表業的比例在30%左右。
far,SMH has sunk about $18.9 million into the project,
到目前爲止，SMH對此合作案已投下了1890萬美元，
betting that advanced microtechnologies developed in the watch industry can be translated into innovative designs for a car's propulsion and electrical systems.
並看好製表業發展的先進微科技可以轉換應用在汽車的推進與電子系統的創新設計中。
"We're not trying to build some little gadget here,"Hayek said on a private tour of the garage last December.
Hayek在去年12月的一次私人蔘觀車廠活動中說明：“我們可不是在這裏弄一些小發明。
"We want to have a consumer product that you can produce and use in the millions."
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我們要製造一種消費性產品，可以大量製造並擁有大量的顧客。”
ough Hayek has landed a blue-chip partner,
雖然Hayek找到了一流的合作伙伴，
he continues to inspire skepticism.
但他仍引起許多人懷疑。
A short-lived joint venture with Volkswagen broke down last year.
他與福斯集團短命的合資計劃在去年泡湯。
"I have trouble believing in this project,"says Paris-based market analyst Antoine Nodet.
巴黎的市場分析家Antoine Nodet說：“我無法信任這個計劃，
"Jumping from watches to cars lacks credibility."
從手錶跳到汽車業實在欠缺可靠性。”
Jean-Marc Buchet,who follows the auto industry for the French brokerage firm Leven,
Jean-Marc Buchet是法國Leven證券公司的汽車產業分析師，
says that:"there is clearly a market for a small city car,"
他說：“小型城市車的市場的確存在”，
but wonders if people will pay $10,000 for "a two-seater with no trunk space."
但是他懷疑人們會願意花1萬美元來買“一輛二人座且沒有行李廂的車”。
rs are more sanguine.
其他人則比較樂觀。
General Motors president Jack Smith,
通用汽車總裁Jack Smith
who had lunch with Hayek in Biel in December,calls the Swatchmobile "interesting" and says of Hayek:
在12月與Hayek在Biel吃過午飯，他稱Swatchmobile“有意思”，而且以此形容Hayek：
"He's for real."
“他是來真的。”
Roland Leutenegger,an analyst at the Zurich-based Bank Julius Maer,argues that Mercedes' automaking know-how and Hayek's marketing genius will make a winning combination.
蘇黎世Julius Maer銀行的分析師Roland Leutenegger說奔馳的造車技術與Hayek的行銷天才是夢幻組合。
The right partners have found each other,"he says.
他說：“最恰當的夥伴終於結合了。”
For Hayek,predictably,the future of the Swatchmobile is assured.
可預料的是Hayek對Swatchmobile的未來充滿自信。
"I'm not a dreamer.
“我不是夢想家。
I've proved all my life that I'm a down-to-earth guy.
我的一生就證明了我是個務實的人。
We can make this eve me."
我們可以做出這部車。相信我。”
Some people apparently do:he has already received 35,000 orders.
某些人很明顯相信他：他已經得到3.5萬份的訂單了。
商業英語：企業管理
]CEO
總裁
Alexander Trotman,a Briton who had been head of worldwide auto operations,
英國籍的Alexander Trotman曾經主掌全球的汽車業務。
was named the new chairman and CEO of the Ford Motor Co.,replacing Harold Poling,who is retiring.
他被任命爲福特汽車公司新的董事長兼總裁，取代即將退休的Harold Poling。
A typical CEO of a FORTUNE 500 company
一位典型的《財星》500大企業總裁，
will have two to three gut-wrenching decisions a week to make.
一個星期中大概要作二至三個令人極度爲難的決策。
downsizing
縮減開支
Joseph Jannota,chairman of Jannota,Bray,a Chicago-based outplacement firm,
芝加哥一家就業輔導機構Jannota，Bray的董事長Joseph Jannot估計，
estimates that fewer than 25% of anies have completed the task of downsizing their work forces.
已經完成裁判人員工作的美國公司，尚不到訂有訂有裁員計劃公司總數的25%。
In an era of massive and painful corporate downsizing,
在企業大規模且痛苦的縮減開支時代，
richly paid executives are out of step with the times.
坐擁高薪的經理人是不合時代的產物。
Then buyouts and corporate downsizing in the 1980s created a huge exodus of workers from high-paying manufacturing jobs to less lucrative serivce-sector work.
然後，80年代的公司購併與企業縮減開支行動，促使大規模的勞動人口自高薪的製造業轉到較低薪的服務業。
entrepreneur
企業家
To the north in Beijing,every block has its own office tower and luxury hotel under construction,
在北京城北，每條街道上都正在興建摩天辦公大樓與豪華飯店，
and everybody is an entrepreneur.
而每個人都成了企業家。
golden parachute
金降落傘
Robert Morgado,former chairman of Warner Music Group,made $7 million to $8 million annually,
華納音樂集團的前任董事長Robert Morgado，一年薪水就在700-800萬美元左右。
and when he was fired last May he was given a platinum parachute that by some estimates was worth $60 million.
當他去年5月被開除時，還拿到據估計有6000萬美元的遣散費。
Kravis landed the company for $7.4 billion more than Johnson had initially offered,
Kravis拿到公司，但是比Johnson自己出的價多付了74億美元，
and Johnson got to open a $53 million golden parachute and take a hike.
而Johnson則張開了價值5300萬美元的金降落傘捲鋪蓋走路。
holding company
控股公司
They acted when nervous depositors withdrew $800 million from the holding company's three major banks,including the flagship Bank of New England,
緊張的投資者自這家控股公司的三間主要銀行——包括旗艦機構新英格蘭銀行——中提走8億美元，而主管機關開始展開搶救行動，
after the firm predicted a loss of up to $450 million for the fourth quarter of 1990.
這家公司預測1990年第四季將虧損4.5億美元之後。
hostile takeover
惡意接收
To celebrate his victory in the hostile takeover battle for Trans World Airlines in August 1985,
爲了慶祝在1985年8月惡意接收環球航空的戰爭中獲得勝利，
corporate raider Carl Icahn donned a pilot's cap and uniform jacket
企業突擊者Carl Icahn穿戴上飛行員的帽子與制服外套，
and paraded triumphantly around his Manhattan office.
在他的曼哈頓辦公室外得意洋洋地遊行。
joint venture
合資企業
The four Russians were interested in a joint venture with their guest of honor,a foreign businessman,
這四個俄國人很有興趣與他們的貴賓——一名外國商人——組一個合資企業，
but had little desire to meet anywhere they could be seen by KGB types.
可是不想在任何克格勃之類的特務會看到他們的地方談生意。
leveraged buyout
槓桿收購
Many firms were driven out by the 1990 collapse of the proposed leveraged buyout of United Airlines,
1990年，當計劃中的槓桿收購聯合航空公司的行動瓦解之後，
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which left arbitragers with more than $150 million in overpriced stock and no buyers.
很多套利者被套牢的高價股票達到1.5億美元，很多公司因此倒閉。
The drivers took a 22% pay cut in 1987 when Greyhound officers acquired the company in a leveraged buyout and slashed costs to restore profits.
1987年，當灰狗現在的老闆以槓桿收購公司時，對司機減薪22%，並且撙節開支，以求恢復獲利。
reorganization
重組
Macy is in bankruptcy,
梅西百貨公司已經破產，
and Federated hopes to convert the debt holdings into control of Macy by crafting a yet undisclosed reorganization plan.
而Federated希望藉由正在策劃但尚未公佈的重組計劃，將負債的持股轉變成對梅西的控制權。
As part of a reorganization plan that should enable the battered carrier to emerge from Chapter 11 bankruptcy protection early next year,Icahn agreed to provide $615 million in cash,loans and pension-fund guarantees.
Icahn同意提供6.15億美元現金、貸款及退休保證金，作爲重組這家飽受打擊的航空公司的計劃中的一部分，讓它能自明年起脫離第11章的破產保護。
stock option
認股權
To hear Silicon Graphics president Edward McCracken tell it,taking away the executive's most prized form of compensation-stock option-
依照硅圖公司總經理Edward McCracken的說法，取消高級主管最豐厚的俸祿——認股權——
would be nothing less than a disaster for American business.
對美國企業而言將會是一場大災難。
Pepsi offers a special stock option plan to all its 100,000 full-time employees,
百事可樂公司目前對它10萬名全職員工提供一個特別的認股權計劃。
from senior managers to Frito-Lay truck drivers and Taco Bell chefs.
從資深經理到Frito-Lay土豆片的卡車司機，和Taco Bell墨西哥速食的大廚師，都可以享有認股權。
tender offer
投標報價
Within three hours of the decision,Time carried out its tender offer to pay $70 a share for 100 million of the more than 180 million Warner shares outstanding.
在決策完成後3小時之內，時代就執行它的投標報價工作，買下華納超過1.8億在外流通股票中的1億股，每股價格70美元。
