高級綜合商務(wù)英語-1

內(nèi)容概要

彭青龍等編著的《高級綜合商務(wù)英語》共有12個單元，內(nèi)容包括經(jīng)濟、管理、法律和文化四大模塊，涉及全球經(jīng)濟、國際市場、新興行業(yè)、信息技術(shù)、商業(yè)創(chuàng)新、法律訴訟、營銷策略、危機公關(guān)、網(wǎng)絡(luò)文化、職業(yè)規(guī)劃、金融危機、企業(yè)管理等多個主題。每單元均由Lead．in、Text
A、Text B及相關(guān)練習(xí)組成。Lead—in主題明確、內(nèi)容新穎、形式多樣，具有很強的針對性和啟發(fā)性。Text
A側(cè)重商務(wù)知識習(xí)得、語言綜合能力和邏輯思辨能力的訓(xùn)練，練習(xí)形式主要有篇章理解、完形填空、句子改寫、翻譯、聽力、寫作等。Text
B是商務(wù)案例語篇閱讀材料，注重培養(yǎng)學(xué)生分析問題和解決問題的能力，練習(xí)包括口述、會談、辯論、應(yīng)用文寫作等多種形式。各個單元都十分強調(diào)口語、寫作和商務(wù)實踐能力，因此相應(yīng)的配套練習(xí)也比較多。

書籍目錄

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

章節(jié)摘錄

　　“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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