第一篇：Speaking Your Customers’ Language

　　Modern international trading practices are highlighting the growing importance of language training

　　Modern-day business really does transcend national barriers. Thanks to sophisticated IT and communications systems, businesses can now market their products on a truly global scale. The world is indisputably becoming a smaller place, as service and manufacturing companies search the international marketplace for new suppliers and clients. Businesses must, however, be aware that once they expand the area in which they operate, they face increased competition. The standard and quality of their goods become increasingly important in keeping up with competitors. But most of all, it is the service element accompanying the goods which is crucial to a company’s success in a particular market. This new philosophy has led to many companies, some of which have even offered products of a lesser quality, gaining success overseas.

　　Although globalisation may, in some senses, have brought national economies closer together, societies around the world still have radically different expectations, processes and standards. These are not a function of economic change, but are more deep-rooted and difficult to alter. They can be a major problem for businesses expanding abroad, with the greatest obstacle of all being the language barrier. If you have to deal with clients, suppliers and distributors in a range of countries, you will not only need the skills to communicate with them, you will also need to reconcile any national biases you have with the diverse ways of doing business that exist around the globe.

　　The value of effective communication is not to be underestimated. New technology such as videoconferencing and email has played a part in making the communication process easier, and it may also be possible that the introduction of language interpretation software will help with some global communications problems. But, of course, it is the human element of the communication process that is so vital in business, especially in negotiations, presentations and team-building. It is essential for managers to meet regularly with staff, customers and partners, so that issues can be discussed, messages communicated and feedback obtained.

　　The value of well-organised language training is immense, and can bring benefits to all levels and departments within a multinational organisation. Unfortunately, however, many organisations have a very narrow view when it comes to training of any kind. Often, an urgent requirement has to be identified before training is authorised. Then, a training company is employed or a programme is developed in-house, the team is trained, and that is seen as the end of the matter. However, the fact remains that training programmes are effective only if they are relevant to a company’s broader, long-term needs. They should be regarded as an investment rather than a cost.

　　Changes in expectations and attitudes are certain to continue for companies that trade globally. Although such companies are not yet faced with their international partners and clients demanding that business be conducted in their mother tongue, they realise that overseas competition is increasing fast. If these companies want to continue to achieve success on the international trading circuit, they must be prepared to adapt to situations and speak the local language. If not, someone else will.

　　13 According to the first paragraph, improved communications have enabled companies to

　　A offer a wider variety of products and services.

　　B expand beyond their domestic markets.

　　C perform better than their international competitors.

　　D open more manufacturing facilities abroad.

　　14 Some companies have succeeded at an international level even though they have

　　A produced inferior goods.

　　B failed to adapt products for local markets.

　　C ignored the standards set by their competitors.

　　D reduced the standard of the service they offer.

　　15 Approaches to doing business vary between countries because of

　　A local economic considerations.

　　B the existence of cultural differences.

　　C strong wishes to remain independent.

　　D regulations about business practices.

　　16 The writer thinks that the use of modern technology will

　　A speed up the process of language interpretation.

　　B never replace the need for face-to-face interaction.

　　C help solve the problems involved in maintaining strong teams.

　　D not lead to greater communication between companies and clients.

　　17 A common weakness of training courses is that they

　　A are developed by the wrong team.

　　B do not give good value for money.

　　C are provided only if there is an immediate need.

　　D do not deal with a company’s specific requirements.

　　18 Why should companies do business in the language of the countries they are operating in?

　　A to prevent other companies taking their business

　　B to help them find new international partners

　　C to meet clients’ current expectations

　　D to become more aware of their competitors’ activities

　　第二篇：Japanese McDonald’s

　　If you always thought of McDonald’s as an all-American company it, may surprise you to learn that the king of McDonald’s franchises is named Fujita and that he doesn’t eat hamburgers. ____1____ By ignoring many of the customs of both his native and his parent company, Fujita has made McDonald’s the top fast-food business in Japan and has changed the face of franchising.

　　McDonald’s came to Japan in 1970 searching for a Japanese partner with whom to create a Japanese McDonald’s. Fujita was far from the richest potential candidate interviewed, but he was an eager entrepreneur who seemed willing to devote his energies to the new venture. ____2____

　　Almost immediately, however, Fujita began going his own way. The parent company recommended opening the first Japanese McDonald’s in the suburbs, where most American fast-food stores are located. Fujita had his own ideas. ____3____ He got his way, opened the first Japanese McDonald’s in a department store in Tokyo, didn’t spend anything on advertising. ____4____

　　McDonald’s learned its lesson from Fujita and has since opened inner-city restaurant around the world. ____5____ While the Japanese seem fascinated with western styles and tastes, they often don’t think of themselves as consumers of American products. So Fujita’s McDonald’s franchises play down their American origins, to the point where, according to Fujita, some Japanese who visit the United States are surprised to find that we have ‘Makudonarudo’, as the Japanese say it, in America too.

　　A. In fact, Fujita is unusual in many respects, and his uniqueness has made him very rich.

　　B. McDonald’s took a chance and chose him.

　　C. Fujita and McDonald’s continue to benefit from each other.

　　D. Other companies might learn from the way Fujita marketed McDonald’s in Japan.

　　E. Fujita likes to take credit for a rise in the average weight of his people.

　　F. And within a year he had broken McDonald’s world record for one-day sales: $14,000.

　　G. He thought the young pedestrians of Japan’s cities were more likely to give up Japan fish-and –rice diet for a hamburger than were the more traditional suburban dwellers.

　　H. But Fujita himself prefers noodles to Big Macs.

　　I. And the Tokyo McDonald’s that once caused an argument is now one of 500 that Fujita owns in Japan.