全球化.docx
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全球化
Globalization
Afundamentalshiftisoccurringintheworldeconomy.Wearemovingrapidlyawayfromaworldinwhichnationaleconomieswererelativelyself-containedentities,isolatedfromeachotherbybarrierstocross-bordertradeandinvestment;bydistance,timezones,andlanguage;andbynationaldifferencesingovernmentregulation,culture,andbusinesssystems.Andwearemovingtowardaworldinwhichbarrierstocross-bordertradeandinvestmentaretumbling;perceiveddistanceisshrinkingduetoadvancesintransportationandtelecommunicationstechnology;materialcultureisstartingtolooksimilartheworldover;andnationaleconomiesaremergingintoaninterdependentglobaleconomicsystem.Theprocessbywhichthisisoccurringiscommonlyreferredtoasglobalization.
Correspondent:
Globalizationhasbeenoneofthemostimportantfactorstoaffectbusinessoverthelasttwentyyears.Howisitdifferentfromwhatexistedbefore?
Companiesusedtoexporttootherpartsoftheworldfromabaseintheirhomecountry.Manyoftheconnectionsbetweenexportingandimportingcountrieshadahistoricalbasis.Today,tobecompetitive,companiesarelookingforbiggermarketsandwanttoexporttoeverycountry.Theywanttomoveintotheglobalmarket.Todothismanycompanieshavesetuplocalbasesindifferentcountries.Twochiefexecutiveswilltalkabouthowtheircompaniesdealtwithgoingglobal.PercyBarnevik,oneoftheworld’smostadmiredbusinessleaderswhenhewasChairmanoftheinternationalengineeringgroupABBandDickBrownoftelecommunicationsproviderCable&Wireless.
Cable&Wirelessalreadyoperatesinmanycountriesandiswell-placedtotakeadvantageoftheincreasinglyglobalmarketfortelecommunications.ForDickBrownglobalizationinvolvestheeconomiesofcountriesbeingconnectedtoeachotherandcompaniesdoingbusinessinmanycountriesandthereforehavingmultinationalaccounts.
DickBrown:
Theworldisglobalizingandthetelecommunicationsindustryisbecomingmoreandmoreglobal,andsowefeelwe’rewell-positionedinthatmarketplace.Youseecurrencymarketsaremoreglobaltied,economiesaregloballyconnected,moresonowadayswithexpandedtrade,moreandmoremultinationalaccountsaredoingbusinessinmany,manymorecountries.We’reacompanyatCable&Wirelessnow,well-positionedtocarrythetrafficandtoprovidetheservicestomoreandmorecompaniesthatnowneedtogettofivecountriesortwelvecountries,we’reoftenthere.
Correspondent:
WhenPercyBarnevikbecameheadoftheinternationalengineeringgroupABB,histaskwastomakeglobalizationwork.Hedecidedtodividethebusinessintooverathousandsmallercompanies.Inthiswayhebelievedthecompanycouldbebothglobalandlocal.Inansweringthequestion“Howdoyoumakeglobalizationwork?
”,PercyBarnevikdescribesthe“globalglue”thatkeepsthemanydifferentpeopleinABBtogether.Hethenlooksattheneedtomanagethethreecontradictionsofcompany:
itisdecentralizedbutcentrallycontrolled,itisbigandsmallatthesametimeanditisbothglobalandlocal.
PercyBarnevik:
Wehavenowfortenyearsafterourbigmergercreateda“globalglue”wherepeoplearetiedtogether,wheretheydon’tinternallycompete,butsupporteachother,andyouhavegloballeaderswithglobalresponsibilityandyourlocalmanagersworkingwiththeirprofitcenters,andifyouhavetheright,sotosay,agendaforthesepeopleandtherightstructure,youcanuseascaleofeconomyandyouradvantagesofbignessbutbeingsmall.Weusedtosayyouhavethreecontradictions:
decentralizedandstillcentrallycontrolled,bigandsmall,globalandlocal,and,ofcourse,totrytomakethesecontradictionsworktogethereffectively,thenIthinkyouhaveabigorganizationalcompetitiveedge.
Correspondent:
Globalizationscanbringadvantagetoabusiness,buthowdoesacompanygoglobal?
DickBrownmentionsthreewayscompaniescanachieve“globalness”.Firstly,companiescanworktogetherinalliances.Secondly,theycanacquireorbuyothercompanies,andthirdlytheycangroworganicallybyexpandingfromtheirexistingbase.
DickBrown:
Well,asyougoglobal,andahandfulormoreofcompaniesaregoingtoreallypushout,inmyview,tobetrulyglobalcompanies,andsomeofthem,maybeallofthem,willalsoworktobelocal.They’llbelocalinchosenmarketsandglobalintheirabilitytocarrytheircustomers’needsfromcontinentAtocontinentB.Wewanttobeoneofthecompaniesthat’sbothglobalandlocal.Alliancesareonewaytobeglobal,it’snottheonlywaytobeglobal;youcanacquireyourwayto“globalness”,youcanorganicallygrowyourwayto“globalness”,youcanhaveallianceswhichhelpyougetglobalquicker,soyoutakeyourpick.
PercyBarnevik:
Youhavetostartfromthetopwithlocalpeoplewhounderstandlanguage,cultureandsoon,andIthinkinthisglobalworldwheretheEastiscomingupnow,that’sawinningrecipe.
Correspondent:
ABBalreadyfoundthewinningrecipe.Itstheoryofglobalizationhasbecomethecompany’sworkingpractice.Sohowdoyoumaketheoryworkinpractice?
PercyBarnevikbelievesthatsuccessfulglobalizationinvolvesgettingpeopletoworktogether,overcomingnational,culturalbarriersandmakingtheorganizationcustomer-driven.
PercyBarnevik:
Youseetheeasythingistohavethetheory,butthentomakethesystemswork,tomakepeoplereallyworktogether,totrusteachother—Americans,Europeans,Asians,togetoverthesenationalculturalbarriersandcreateacommonglue,ABB,andthenmakethemcustomer-driven.Ifyoucanachievethat,andcreatethatculturedeepdownthenIthinkyouhaveanimportantcompetitiveedge.
Correspondent:
WhatDickBrownandPercyBarnevikhaveshownisthattherearedifferentroutestoglobalizationandthatcompanieshavetoworkhardtosucceedingoingglobal.ActuallyoneofthedisadvantagesoftheGlobalStrategyisthatintegratedcompetitivemovescanleadtothesacrificingofrevenues,profits,orcompetitivepositionsinindividualcountries—especiallywhenthesubsidiaryinonecountryistoldtoattackaglobalcompetitorinordertoconveyasignalordivertthatcompetitor’sresourcesfromanothernation.Thechallengesmanagersoftransnationalcorporationsfacearetoidentifyandexploitcross-bordersynergiesandtobalancelocaldemandswiththeglobalvisionforthecorporation.Buildinganeffectivetransnationalorganizationrequiresacorporateculturethatvaluesglobaldissimilaritiesacrossculturesandmarkets.
汉译英竞赛原文：
传统百货会否成为“消失的行业”
数据显示，2011年中国电子商务市场整体交易规模达到7万亿元，同比增长46.4％。
电商营销取得的成绩，对传统百货行业的市场占有率是极大的挑战。
越来越多的人去网购，在需求短期之内没有大幅变化的情况下也就意味着相应的百货商场客源流失。
业内人士表示，近年来百货业销售下滑较大的品类也正是方便网络购买的品类，比如家电、IT产品和纺织品，甚至是奢侈品。
同时，一些传统百货商场还面临沦为电商“试衣间”的尴尬。
不少人去实体店确定了衣服等物品的款式、尺寸之后到网上支付购买，由此诞生了“抄号族”、“偷拍党”。
随着网购市场的日益庞大，服装、化妆品和家居用品等都已经纳入涉猎范围，消费者线下选货线上购买。
电商侵占市场之外，行业之内的激烈竞争也不容小觑。
传统百货商场之间同质化较严重，造成同业之间竞争激烈，近年来全国多个城市都在大力建设购物中心等大型商场，使本来就竞争激烈的百货商场经营更加困难。
走在城市的商业街区，几乎所有的百货商场在销售内容、店面设计和产品布局等方面大同小异。
一博士生说，从北京走到福州，看到各个城市的商场几乎是一样的。
“内忧外患”之下，传统百货是否会成为下一个“消失的行业”？
多位受访专家表示，传统百货行业面临较大的竞争压力，但并非没有机会。
依靠线上线下一体，差异化竞争，商业模式创新等方式，百货行业或可成功“逆袭”。
据了解，目前“触电”的百货商场并不在少数。
2012年以来，北京的大型百货都相继上线了自己的电子商务平台。
天津百货大楼的电子商务正在筹划实施中。
同时，百货商场应该针对目标客户群体走错位经营、差异化营销的路子。
一博士生导师强调，尽管最近几年百货商场面临的商业环境更加严峻，来自电商和大型商业综合体的竞争更加激烈，但对百货商场的客户群体只是分流了一部分。
百货商场应该深耕目前所占有的客户群体，完善售后服务，探索针对客户的个性化服务。
另外，传统百货应该借助购物中心的发展势头趁机转型。
据了解，零售业的业态构成与人均GDP水平存在一定的对应规律。
人均GDP处于3000美元至5000美元，以大型综合超市为主，在5000美元至1万美元则以购物中心、专卖店、专业店、便利店为主。
而2011年我国人均GDP已经超过5000美元，传统百货业可以趁机向购物中心等方向转变。
It’sTimetoRethink‘Temporary’
现在该反思“临时性”了
Wetendtoviewarchitectureaspermanent,asaspiringtothestatusofmonuments.Andthatkindofarchitecturehasitsplace.Butsodoesarchitectureofadifferentsort.人们倾向于视建筑为永恒，期望它具有丰碑似的地位。
这类建筑确当其位，但是其他类别的建筑也同样占有一席之地。
Formostofthefirstdecadeofthe2000s,architecturewasaboutthestatementbuilding.Whetheritwasacontroversialmemorialoranimpossiblyluxuriouscondotower,architecture’sraisond’êtrewastomakealastingimpression.Architecturehasalwaysbeensynonymouswithpermanence,butshoulditbe?
21世纪最初十年的大部分时间里，宣言式建筑大行其道。
无论是一座颇有争议的纪念碑，抑或是一栋极尽奢华的公寓塔楼，建筑存在的理由就是让人永远铭记。
建筑一直以来就是永恒的代名词，然而理当如此吗？
Inthelastfewyears,theoppositemaybetrue.Architecturalbillingsareatanall-timelow.Majorcommissionsarefewandfarbetween.Thearchitecturethat’sbeenmakingnewsisfastandfleeting:
pop-upshops,foodcarts,marketplaces,performancespaces.Andwhilemanymanifestationsofthegenrehavejumpedtheshark（i.e.,aToysRUspop-upshop）,thereisundeniableopportunityinthetemporary:
itisanaptresponsetoacivilizationinflux.Andlikemanyprevailingtrends—collaborativeconsumption（a.k.a.,“sharing”）,communitygardens,barterandtrade—“temporary”issoretrothatit’sbecomeradical.
在最近几年里，情况或许正好相反。
建筑投资空前低迷，重要的委托项目少之又少。
引人注意的总是那些进展快、寿命短的建筑：
品牌游击店、食品车、集贸市场、表演场所。
尽管这类建筑许多已风光不再（玩具反斗城即是一例），但临时性建筑仍有其不可否认的机遇：
它灵敏地应对不断变化的文明。
恰如诸多流行趋势——协作消费（亦称“共享”）、社区花园、易货和贸易——“临时性”重新盛行以致变得重要起来。
InNovember,IhadthepleasureofmoderatingMotopia,apanelatUniversityofSouthernCalifornia’sSchoolofArchitecture,withRobertKronenburg,anarchitect,professoratUniversityofLiverpoolandportable/temporary/mobileguru.Authorofashelffullofbooksonthetopic,including“Flexible:
ArchitecturethatRespondstoChange,”“PortableArchitecture:
DesignandTechnology”and“HousesinMotion:
TheGenesis,”Kronenburgisamanobsessed.
11月，鄙人有幸与罗伯特·克罗嫩伯格一起组织了南加州大学建筑学院的一个名为“理想都市环境”的专家小组，克罗嫩伯格是一位建筑师，同时也是利物浦大学的教授和便携式、临时性、可移动建筑领域的权威。
他对这个领域着迷不已，在这方面著述颇丰，其中包括《灵活性：
应对变化的建筑》、《便携式建筑：
设计与技术》以及《移动式房屋：
创世纪》等。
Mobilityhasaninnatepotency,Kronenburgbelieves.Movableenvironmentsaremoredynamicthanstaticones,sowhyshouldarchitecturebesostatic?
Thei
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