[外语类试卷]笔译三级实务(综合)模拟试卷10及答案与解析.doc
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1、笔译三级实务(综合)模拟试卷 10及答案与解析 一、 PART 1 English-Chinese Translation (60 points) Translate the following passage into Chinese. The time for this part is 120 minutes. 1 Every enterprise relies upon the unique skill sets and talents each individual can offer. However, there is a need to direct these individu
2、als efforts in a single direction in order to bring success to the enterprise. 2 Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart. 3 Amazons big name and reach makes it an immediate force in the 3D printing sector. 4 Bu
3、siness incubation is a business support process that accelerates the successful development of start-up and fledgling companies by providing entrepreneurs with an array of necessary resources and services. 5 Critical to the definition of an incubator is the provision of management guidance, technica
4、l assistance and consulting tailored to young growing companies. 6 This means that you cant outsource tech support; the technicians have to be right there at the same street address as the developers, with a way to get things fixed. 7 A Threat to the Starbucks Brand Starbucks founder and Chairman Ho
5、ward Schultz has a challenge for his ever-expanding coffee empire. Schultz sees a threat to his brand, a problem that could impact on everything that has made Starbucks the great American success and growth story it is, and tonight we are taking an in-depth look at this amazing turn of events. The l
6、etter by Schultz came in the form of a memo to Starbucks gossip blogger Jim Romeneskos email box on Wednesday. Thats a week after Schultz wrote notes to top executives. Romenesko said he read it yesterday, believed the note was real and posted it on his website. The Wall Street Journal confirmed thi
7、s afternoon that it was in fact genuine. In the memo, Schultz says he worries about what he calls the commoditization of the brand as a result of the companys massive expansion over the past decade, as well as the decisions company officials have made that have watered down the ideal coffee experien
8、ce. Many of these decisions were probably right at the time, Schultz writes, and on their own merit would not have created the dilution of the Starbucks coffee experience, but in this case, the sum is much greater and unfortunately much more damaging than the individual pieces. Schultz was more spec
9、ifically pointing out the effect of rapid growth on store architecture and ambiance. One of the results has been stores that no longer have the soul of the past and reflect a chain of stores vs. the warm feeling of an independent neighborhood store. All these, Schultz concludes, could lead to loss o
10、f market share for the worlds largest multinational chain of coffee stores. While the current state of affairs is for the most part self-induced, it has led to competitors of all kinds, small and large coffee companies, fast food operators and mom-and-pop stores to position themselves in a way that
11、creates awareness, trial and a test of loyalty of those people who previously have been Starbucks customers. This must be stopped. Despite the release of the memo, the stock hardly moved on the day. The story was broadcast at 1:23 pm eastern time, shares dropping a mere 17 cents from that point, clo
12、sing at $32. 75. Perhaps that was an admission of the fact that most of what Schultz was saying was already obvious. Many customers we talked to today already knew this. It has lost a little of its romance. Its not the way it was in the beginning. Its not an experience at all; its like McDonalds. So
13、me close watchers of the Starbucks brand think the memos reaching the public is a good thing for investors and customers. Now there is a debate as to whether Starbucks wanted to leak this memo. Some people believe that the release of the memo makes Starbucks look more human and original; still there
14、 are others that say that the memo would have been more convincing if it were meant to be released. 8 Who Puts a Spoke in Mitsubishis Wheel With American sales of Mitsubishi, once one of the hottest car brands, in a free fall, the companys executives are trying to engineer a turnaround. Sales starte
15、d picking up this month, but even so, Ms. Prendergast-Lunn expects her dealership to sell only half the number of vehicles it did a year earlier. “Im hoping to end July with 35 or 40 sales,“ she said. In other words, circumstances in the car market have forced her to lower substantially her expectat
16、ions. She is in effect being made to pay for mistakes Mitsubishi management has made over the past decade. Other dealers are struggling as well. The market share of Mitsubishi Motors North America, the United States unit of the Japanese automaker, has been halved in just a year, to 0. 8 percent last
17、 month from 1.5 percent last June, according to the Autodata Corporation. In June, the companys sales dropped 45. 7 percent, to 12, 301. Shrinking sales resulted in diminished production. In 2008 production fell by 23 percent in Asia, 30 percent in Europe and a staggering 41 percent in North America
18、. Mitsubishi announced last week that it would lay off 1, 200 employees, or about a third of its work force. Mitsubishi has also decreased its advertising. For years it pitched the brand to young consumers with cheap financing and emotional eye-catching ads set to pop music. That strategy created so
19、me of its trouble because it suffered a high default rate on the loans. Analysts say that Mitsubishi needs to write off about $ 1 billion in bad loans. The American sales slump has been a big factor in the struggles of the Japanese parent company, but not the only factor. Mitsubishi has also suffere
20、d from a cover-up of defects in its cars and trucks for decades. It was hoped a new CEO would solve many of these problems. Finbarr ONeill, who had recently rescued Korean carmaker Hyundai, was brought in. He promptly shifted the marketing focus from the unreliable youth sector to the older middle c
21、lass, emphasizing quality and durability in new family cars. ONeills innovations failed to revive sales, and he abruptly left Mitsubishi. (He would later complain that the advertising agency had not explained those attractions adequately to potential buyers. ) In April, Mitsubishis minority owner, D
22、aimlerChrysler, decided not to invest any more money in the troubled carmaker, and Mitsubishi had to scramble for money to cover its debts. The Phoenix Capital Company, a Tokyo-based investment firm, bought a third of the company, replacing DaimlerChrysler as the controlling partner. So what is Mits
23、ubishis reason for existence? The answer is to cast Mitsubishis vehicles as performance-driven alternatives to some of the countrys most respected brands. Advertising for the redesigned Galant midsize sedan introduced earlier this year, pits the car against the Toyota Camry in a high-speed crash avo
24、idance test. The cars follow two trucks from which two men are throwing everything from bowling balls to iron bars in front of the two fast-moving cars. Each car swerves to miss the obstacles. Finally, two old cars fall out of the back of the trucks and the Galant and the Camry swerve to miss them.
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