Contents
Chapter 1 The Global Entrepreneurial Revolution for a Flatter World (2)
Chapter 2 The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy (2)
Chapter 3 The Entrepreneurial Process (3)
Chapter 4 Clean Commerce: Seeing Opportunity through a Sustainability Lens (3)
Chapter 5 The Opportunity: Creating, Shaping, Recognizing, Seizing (4)
Chapter 6 Screening Venture Opportunities (5)
Chapter 7 Opportunities for Social Entrepreneurship (5)
Chapter 8 The Business Plan (6)
Chapter 9 The Entrepreneurial Leader and the Team (6)
Chapter 10 Ethical Decision Making and the Entrepreneur (7)
Chapter 11 Resource Requirements (7)
Chapter 12 Franchising (8)
Chapter 13 Entrepreneurial Finance (8)
Chapter 14 Obtaining Venture and Growth Capital (9)
Chapter 15 The Deal: Valuation, Structure, and Negotiation (9)
Chapter 16 Obtaining Debt Capital (10)
Chapter 17 Leading Rapid Growth, Crises, and Recovery (10)
Chapter 18 The Family as Entrepreneur (11)
Chapter 19 the Harvest and Beyond (12)
Chapter 1The Global Entrepreneurial Revolution for a Flatter World
?Entrepreneurship is a truly global phenomenon, and coupled with the Internet, is flattening and democratizing the world.
?Entrepreneurs are the creators, the innovators, and the leaders who give back to society as philanthropists, directors, and trustees, and who, more than any others, change how people live, work, learn, play, and lead.
?Entrepreneurs create new technologies, products, processes, and services that become the next wave of new industries, and these in turn drive the economy.
?Entrepreneurs create value with high-potential, high-growth companies, which are the job creation engines of the U.S. economy.
?Venture capital provides the fuel for high-potential, high-growth companies.
?America and the world are at the dawn of a new age of equity creation as evidenced by a 10- to 30-fold increase in our capital markets in just 20 years.
?Entrepreneurs are realizing the value they have created; more than 95 precent of the wealth America has today has been created since 1980.
?North America's 3.1 million millionaires are mostly self-made entrepreneurs.
?In America, the poor get richer as a result of the entrepreneurial process.
?Building an entrepreneurial society for the 21st century and beyond is the highest priority for the new and global e-generation.
Chapter 2The Entrepreneurial Mind: Crafting a Personal Entrepreneurial Strategy
?Entrepreneurs are men and women of all sizes, ages, shapes, religions, colours, and backgrounds. There is no single profile or psychological template.
?Successful entrepreneurs share seven common themes that describe their attitudes and ways of thinking and acting.
?Rather than being inborn, the behaviours inherent in these seven attributes can be nurtured, learned, and encouraged, which successful entrepreneurs model for themselves and those with whom they work.
?Entrepreneurs love competition and actually avoid risks when they can, preferring carefully calculated risks.
?Entrepreneurship can be learned; it requires an apprenticeship学徒.
?Most entrepreneurs gain the apprenticeship over 10 years or more after the age of 21 and acquire networks, skills, and the ability to recognize business patterns.
?The entrepreneurial mind-set can benefit large, established company’s today just as much as smaller firms.
?Many myths and realities about entrepreneurship provide insights for aspiring entrepreneurs.
? A word of caution: IQ tests, SATs, GMATs, LSATs, and others do not measure some of the most important entrepreneurial abilities and aptitudes.
?Most successful entrepreneurs have had a personal strategy to help them achieve their dreams and goals, both implicitly and explicitly.
?The principal task for the entrepreneur is to determine what kind of entrepreneur he or she wants to become based on his or her attitudes, behaviours, management competencies, experience, and so forth.
?Self-assessment is the hardest thing for entrepreneurs to do; but if you don't do it, you will really get into trouble. If you don't do it, who will?
Chapter 3The Entrepreneurial Process
?We began to demystify entrepreneurship by examining its classic start-up definition and a broader, holistic way of thinking, reasoning, and acting that is opportunity obsessed and leadership balanced.
?Entrepreneurship has many metaphors and poses many paradoxes.
?Getting the odds in your favour is the entrepreneur's perpetual永久challenge, and the smaller the business, the poorer are the odds of survival.
?Thinking big enough can improve the odds significantly. Higher-potential ventures are sought by successful entrepreneurs, venture capitalists, and private investors.
?The Timmons Model is at the heart of spotting and building the higher-potential venture and understanding its three driving forces: opportunity, the team, and resources. The concept of fit and balance is crucial.
?Recent research on CEOs of fast-growth ventures nationwide adds new validity to the model.
Chapter 4Clean Commerce: Seeing Opportunity through a Sustainability Lens
?Some of the most fertile丰厚opportunities lie in the areas of greatest tension. If you can see them and act on them, you will differentiate your company and set the industry standard to best suit your venture's capabilities.
?The five strategic facets of looking through a sustainability lens are weak ties, systems thinking, thinking like a molecule, value-added networks, and radical incrementalism.
?Employing green chemistry techniques can not only reduce process costs and the risk of production and product liability, but can generate new products and open new markets.
?Green chemistry places human and ecological health at the heart of profitable product design and manufacturing. It uses the creativity of nature's biological processes to create molecules, materials, and processes that are safe and high-performing.
?Consistent with the Timmons Model emphasis on opportunity and the resources a visionary entrepreneurial team brings to bear; today many entrepreneurial leaders are looking through sustainability lens and creating new competitive market spaces.
?The entrepreneur who reads these trends and gets ahead of them can be ready when the market begins to shift—and indeed can help shift the market just by offering safe alternatives.
?Because it is becoming increasingly difficult to manufacture different qualities of goods for diverse regulatory regimes制度, it is best to meet the highest global standard—not only to simplify supply chains but to avoid being caught selling "substandard" or even contaminated products in one country and "clean" products in another.
?Although old-school business leaders may be inclined to fight against sustainability measures, entrepreneurs will instead spend their time coming up with new processes and products ahead of such regulations—and by doing so will ultimately lead the market.
?Entrepreneurial opportunities exist today and are growing worldwide as creative business leaders adapt and evolve in response to more complex social, economic, and environmental pressures.
Chapter 5The Opportunity: Creating, Shaping, Recognizing, Seizing
?Ideas are a dime a dozen多如牛毛. Perhaps one out of a hundred becomes a truly great business; and one in 10 to 15 becomes a higher-potential business. The complex transformation of an idea into a true opportunity is akin to a caterpillar becoming a butterfly就像一只毛毛虫变成蝴蝶.
?High-potential opportunities invariably solve an important problem, want, or need that someone is willing to pay for now. In renowned venture capitalist Arthur Rock's words, "I look for ideas that will change the way people live and work."
?There are decided patterns in superior opportunities, and recognizing these patterns is an entrepreneurial skill aspiring entrepreneurs need to develop.
?Rapid changes and disruptions in technology, regulation, information flows, and the like cause opportunity creation. The journey from idea to high-potential opportunity requires navigating an undulating, constantly changing, three-dimensional relief map while inventing the vehicle and road map along the way.
?Some of the best opportunities actually require some of the least amounts of capital, especially via the Internet.
?The best opportunities often don't start out that way. They are crafted, shaped, molded, and reinvented in real time and market space. Fit with the entrepreneur and resources, the timing, and the balance of risk and reward govern the ultimate potential.
?The highest-potential ventures are found in high growth markets, with high gross margins, and robust free cash flow characteristics, because their underlying products or services add significantly greater value to the customer, compared with the next best alternatives.
?Trial and error, or learning by doing alone, is not enough for developing breakthrough ventures, which require experience, creativity, and conceptualizing.
Chapter 6Screening Venture Opportunities
Chapter 7Opportunities for Social Entrepreneurship
?The primary difference between traditional entrepreneurship and social entrepreneurship is the intended mission.
?There are two types of enterprising non-profits. The first type utilizes earned-income activities, while the second has a focus on growth and economic sustainability.
?The primary mission of both social ventures and enterprising non-profits is social regardless of market impact. The hybrid model equally emphasizes social and economic goals.
?Social opportunities are driven not only by markets but also by mission and social need.
?With social entrepreneurship, the team in the Timmons Model is expanded to include stakeholders external to the venture.
?As more social ventures emerge, access to capital becomes a greater challenge.
?Social venture capitalists seek to invest in for-profit ventures for financial return as well as for social and environmental return.
Chapter 8The Business Plan
?The business plan is more of a process and work in progress than an end in itself.
?Given today's pace of change in all areas affecting an enterprise, the plan is obsolete the moment it emerges from the printer.
?The business plan is a blueprint and flight plan for a journey that converts ideas into opportunities, articulates and manages risks and rewards, and articulates the likely flight and timing for a venture.
?The numbers in a business plan don't matter, but the economics of the business model and value proposition matter enormously.
?The plan is not the business; some of the most successful ventures were launched without a formal business plan or with one that would be considered weak or flawed.
?Preparing and presenting the plan to prospective investors is one of the best ways for the team to have a trial marriage, to learn about the venture strategy, and to determine who can add the greatest value.
?The dehydrated business plan can be a valuable shortcut in the process of creating, shaping, and molding an idea into a business.
Chapter 9The Entrepreneurial Leader and the Team
?The growing enterprise requires that the founder and team develop competencies as entrepreneurial leaders.
?Founders who succeed in growing their firms beyond $10 million in sales learn to adapt and grow quickly themselves as leaders, or they do not survive.
?Founders of rapidly growing firms defy the conventional wisdom that entrepreneurs cannot manage growing beyond the start-up.
? A strong team is usually the difference between a great success and a marginal or failed company.
?Ventures go through stages of growth from start-up, through rapid growth, to maturity, to decline and renewal.
?Core philosophies, values, and attitudes—particularly sharing the wealth and ownership with those who create it—are key to team building.
?The fit concept is central to anticipating management gaps and building the team.
?The faster the rate of growth, the more difficult and challenging are the issues, and the more flexible, adaptive, and quick-learning the organization must be.
?Numerous pitfalls await the entrepreneur in team building and need to be avoided.
?Entrepreneurs create and invent new and unique approaches to organizing and leading teams.
?As ventures grow, the core competencies need to be covered by the team. Chapter 10 Ethical Decision Making and the Entrepreneur
?The vast majority of CEOs, investors, and entrepreneurs believe that a high ethical standard is the single most important factor in long-term success.
?Historically, ethical stereotypes of businesspeople ranged widely, and today the old perceptions have given way to a more aware and accepting notion of the messy work of ethical decisions.
?Ethical issues and discussion are now a part of curricula at many of the top business school programs in the United States and abroad.
?Entrepreneurs can rarely, if ever, finish a day without facing at least one or two ethical issues.
?To make effective and ethical decisions you must understand yourself and be able to identify the scope and effects of your self-interest.
?Numerous ethical dilemmas challenge entrepreneur’s at the most crucial moments of survival, like a precarious walk on a tightrope.
Chapter 11 Resource Requirements
?Successful entrepreneurs use ingenious bootstrapping approaches to marshal and minimize resources.
?Control of resources rather than ownership of resources is the key to a "less is more"
resource strategy.
?Entrepreneurs are also creative in identifying other people's money and resources, thereby spreading and sharing the risks.
?Selecting outside advisors, directors, and other professionals boils down to one key criterion: Do they add value through their know-how and networks?
?Today access to financial and nonfinancial resources is greater than ever before and is increasing because of the Internet.
?Building a brain trust of the right mentors, advisors, and coaches is one of the entrepreneur's most valuable "secret weapons."
Chapter 12 Franchising
Franchising is an inherently entrepreneurial endeavour. In this chapter we argue that opportunity, scale, and growth are at the heart of the franchise experience. The success of franchising is demonstrated by the fact that it accounts for more than one-third of all U.S. retailing. Equally important is the demonstrated performance of the top franchise companies, which consistently outperform the Standard & Poor's 500. Franchising shares profits, risk, and strategic implementation between the franchisor and the franchisee. Unique aspects of franchising as entrepreneurship are the wide spectrum of opportunity that exists and the matching of scale to appetite for a broad spectrum of entrepreneurs. Two tools have been provided in this chapter to help the entrepreneur. For those interested in creating a franchise, the franchise relationship model articulates the dynamic construction of the franchisor franchisee alliance. For the prospective franchisee, the franchise risk profile helps the budding entrepreneur assess the risk–return scenario for any given franchise opportunity.
Chapter 13Entrepreneurial Finance
?Cash is king and queen. Happiness is a positive cash flow. More cash is preferred to less cash. Cash sooner is preferred to cash later. Less risky cash is preferred to more risky cash.
?Financial know-how, issues, and analysis are often the entrepreneurs' Achilles' heels.
?Entrepreneurial finance is the art and science of quantifying value creation, slicing the value pie, and managing and covering financial risk.
?Determining capital requirements, crafting financial and fund-raising strategies, and managing and orchestrating the financial process are critical to new venture success.
?Harvest strategies are as important to the entrepreneurial process as value creation itself. Value that is unrealized may have no value.
Chapter 14 Obtaining Venture and Growth Capital
?Appreciating the capital markets as a food chain looking for companies to invest in is key to understanding motivations and requirements.
?Entrepreneurs have to determine the need for outside investors, whether they want outside investors, and if so whom.
?America's unique capital markets include a wide array of private investors, from "angels" to venture capitalists.
?The search for capital can be very time-consuming, and whom you obtain money from is more important than how much.
?It is said that the only thing that is harder to get from a venture capitalist than a "yes"
is a "no."
?Fortunately for entrepreneurs, the modest revival of the venture capital industry has raised the valuations and the sources available. Entrepreneurs who know what and whom to look for—and look out for—increase their odds for success.
Chapter 15 The Deal: Valuation, Structure, and Negotiation
?There is rarely a "fair fight" between users (entrepreneurs) and suppliers of capital (investors). Entrepreneurs need to be prepared by learning how the capital markets determine valuation risk.
?Several valuation methods are used to arrive at value for a company, the venture capital method being the most common.
?Investors prefer to stage their capital commitments, thereby managing and containing the risk and preserving their options to invest further or cease.
?Numerous potential conflicts exist between users and suppliers of capital, and these require appreciation and managing. The economic consequences can be worth millions to founders.
?Successful deals are characterized by careful thought and sensitive balance among a range of important issues.
?Deal structure can make or break an otherwise sound venture, and the devil is always in the details.
?Negotiating the deal is both art and science, and also can make or break the relationship.
?The entrepreneur encounters numerous strategic, legal, and other "sand traps" during the fund-raising cycle and needs awareness and skill in coping with them.
Chapter 16 Obtaining Debt Capital
?Business cycles impact lending cycles, with more or less restrictive behaviour.
?Start-ups are generally not candidates for bank credit, but numerous sources of debt capital are available once profitability and a decent balance sheet are established.
?Managing and orchestrating the banking relationship before and after the loan decision is key task is for entrepreneurs.
?Knowing the key steps in obtaining a loan and selecting a banker—not a bank—who can add value can improve your odds.
?Loan covenants can have a profound impact on how you can and cannot run the business. The devil is in the details of the loan agreement.
?For the vast majority of small companies, leverage works only during the most favourable economic booms of credit availability. Leverage is a disaster if business turns sour.
?The IRS also places a time bomb for personal disaster with every entrepreneur who borrows money: If your bank debt is forgiven in a restructuring, it becomes taxable income to the borrower!
?When the bank says no to a loan request, several key questions need to be addressed in an effort to reverse the decision; or you need to seek sources of credit other than banks.
Chapter 17 Leading Rapid Growth, Crises, and Recovery
?The demands of rapid growth have led to the invention of new organizational and leadership paradigms by entrepreneurs.
?The entrepreneurial organization today is flatter, faster, and more flexible and responsive, and copes readily with ambiguity and change. It is the opposite of the hierarchy, layers of management, and more-is-better syndrome prevalent in brontosaurus capitalism.
?Entrepreneurs in high-growth firms distinguish themselves with leading entrepreneurial practices in marketing, finance, management, and planning.
?As high-potential firms "grow up big" they experience stages (Wonder, Blunder, Thunder, Plunder, and Asunder), each with its own special challenges and crises, which are compounded the faster the growth.
?Numerous signals of impending trouble—strategic issues, poor planning and financial controls, and running out of cash—invariably point to a core cause: top management.
?Crises don't develop overnight. Both quantitative and qualitative signals can predict patterns and actions that could lead to trouble. Often it takes 18 months to five years before a company is sick enough to trigger a turnaround intervention.
?Turnaround specialists begin with a diagnosis of the numbers—cash, strategic market issues, and management—and develop a turnaround plan.
?Establishing a culture and climate conducive to entrepreneurship is a core task for the venture.
? A chain of greatness characterizes some breakthrough approaches to entrepreneurial leadership.
Chapter 18 The Family as Entrepreneur
?We began by demonstrating the significant contributions families make to the economy and entrepreneurial process. It is often overlooked that the majority of the businesses worldwide are controlled and managed by families, including many of the very largest businesses that we normally do not associate with family.
?Families play a diverse number of formal and informal roles in the entrepreneurial process. We described them as (a) the family-influenced start-up, (b) family corporate venturing, (c) family corporate renewal, (d) family private cash, and (e) family investment funds.
?Family enterprising was defined as the proactive and continuous search for opportunistic growth when expansion is neither pressing nor particularly obvious. The outcome of family enterprising is transgenerational entrepreneurship and wealth creation through balance in the Timmons Model.
?The mind-set continuum assesses the family's risk profile, and those interested in enterprising move from an operational to a financial investor strategy. The methods
continuum assesses the organizational behaviour of leaders and organizations and requires a move from managerial to entrepreneurial strategies for enterprising.
?There are six dimensions for family enterprising that were described as antecedents from the entrepreneurship literature: leadership, relationship, vision, strategy, governance, and performance. The chapter presented key questions for each dimension to assist families in becoming more enterprising
?We defined the familiness of an organization as the unique bundle of resources and capabilities that result from the interaction of the family and individual family members with the business entities. Families can have positive and negative family influence, which we described as an f+ or f?.
Chapter 19 the Harvest and Beyond
?Entrepreneurs thrive on the challenges and satisfactions of the game: It is a journey, not a destination.
?First and foremost, successful entrepreneurs strive to build a great company: wealth follows that process.
?Harvest options mean more than simply selling the company, and these options are an important part of the entrepreneur's know-how.
?Entrepreneurs know that to perpetuate the system for future generations, they must give back to their communities and invest time and capital in the next entrepreneurial generation.
1) With the rapid improvement in.../growing awareness of..., more and more.../sth.... 1 随着…的飞速发展/越来越多的关注，越来越… (e.g. With the considerable improvement in building industry, more and more structures are being erected to set the people's minds at ease.) 例：随着建筑业的大力推进，人们对建立越来越多的房屋建筑感到宽心。 2) Recently, sth./the problem of...has been brought to popular attention/ has become the focus of public concern. 2 近来，某事/某问题引起了人们的普遍关注/成了公众关注的焦点。 (e.g. Recently, the problem of unemployment has been brought to such popular attention that governments at all levels place it on the agenda as the first matter.) 例：近来失业问题引起了人们的普遍关注，各级政府已把它列为首要议程。 3) One of the universal issues we are faced with/that cause increasing concern is that... 3 我们面临的一个普遍问题是… /一个越来越引人关注的普遍问题 是… (e.g. One of the universal issues that draw (cause) growing concern is whether it is wise of man to have invented the automobile.) 例：一个越来越引人关注的普遍问题是，发明汽车是否为人 4) In the past few years, there has been a boom/sharp growth/decline in.. . 4 在过去的几年里，…经历了突飞猛进/迅猛增长/下降。 (e.g. In the past ten years, there has been a sharp decline in the number of species.) 例：在过去的几年里，物种数量骤然下降。 5) Nowadays, more/most important/dangerous for our society is... 5 如今对我们社会更（最）为重要的（危险的）事情是… (e.g. Nowadays, most dangerous for our society is the tendency to take advantage of each other in political circles.) 例：对我们社会最为危险的事情是政界倾向于互相利用。 6) According to the information given in the table/graph, we can find that... 6 根据图表资料，我们可以发现… 7) As can be seen from the table/graph/figure, there is a marked increase /decline/favorable (an unfavorable) change in... 7 根据图表（数字）显示，…明显增长（下降）/发生了有利（不利）变化。 8) As we can see from the table/graph/figure above, drastic/considerable/ great changes have taken place in...over the period of time from...(年份)to...( 年份) 8 据上面图表（数字）所示，从某年到某年某方面发生了剧烈的（相当大的；巨大的）变化。
中矿资源确立海外发展战略 中矿资源是我国商业性固体矿产勘查技术服务领域的优势企业，自2003年以来，中矿资源积极响应党中央、国务院提出的充分利用国内外两个市场、两种资源，矿产资源勘查开发工作“走出去”的政策号召积极走出国门，中矿资源自承担了中国有色金属行业第一个走出去项目——中国有色集团赞比亚谦比希铜矿的勘查技术服务业务起，先后承接了包括巴基斯坦杜达铅锌矿项目、巴布亚新几内亚的瑞木镍钴矿项目、阿富汗艾娜克铜矿项目、津巴布韦大岩墙霍普韦尔铂钯矿项目的勘查技术服务,这些项目均是我国有色金属行业“走出去”的代表性的项目。2006年，中矿资源确立以海外业务为的主发展战略，凭借在海外固体矿产勘查技术服务领域丰富的经验，以及人才、技术上的优势，承接的海外工程规模不断扩大，长期稳定的客户群体逐年增加，2011年，伴随公司签署了几内亚某区铝土矿勘探项目、刚果金加丹加省卢本巴希某矿权区铜钴矿勘查项目等多个大型勘查 项目，公司固体矿产勘查技术服务业务已经在包括赞比亚、津巴布韦、巴布亚新几内亚、老挝、马来西亚、巴基斯坦、阿富汗、蒙古、几内亚、刚果金等10国家的几十个项目同时开展，公司的海外市场规模逐年扩大，长期合作客户稳步增加。目前中矿资源已经在其海外业务比较集中的赞比亚、津巴布韦、马来西亚等国家建立了分支机构，2011年下半年，中矿资源又在天津滨海新区设立中矿（天津）海外矿业服务有限公司，作为其海外业务的物流配送和后勤保障基地。目前，中矿资源已经具备同时在海外十几个国家同时开展业务的能力，公司已
经发展成为我国有色金属行业首家成规模“走出去”商业性综合地质勘查技术服务公司。 2012年，中矿资源勘探股份有限公司业绩将会更加辉煌，公司领导带领全体职工秉持“工作第一、信誉至上”的企业理念，形成了以“诚信卓越、和谐共进”为核心价值观的企业文化，发扬“团结、创新、求实”的企业精神，用实力来说话，向质量要效益，并使企业品牌深入人心，展望未来，中矿资源将坚定不移的执行“走出去”的发展战略，立志成为国际一流的固体勘查技术服务型矿业公司。
北语14秋《高级英语I》导学资料一 Unit1, Unit2& Unit3 一、本阶段学习内容概述 各位同学，大家好，本课程第一阶段学习的主要内容为Unit1：Party Politics, Unit2：The New Singles, Unit3：教材课文：Doctor’s Dilemma: Treat or Let Die? 网络课件课文：Computer Violence中包括课前练习（Warm-up）、单词和词组（New words and phrases）、课文（Text）、课后练习（Exercises）及补充阅读（Supplementary readings）中的指定内容。 课前练习：大家应先了解课前练习的要求，根据已有的知识思考其中问题，或者利用网络与同学开展一些讨论，争取在阅读课文前了解文章主要论述的问题，有利于更好的了解作者的思想观点和思维过程，从而了解文章所反映的思想文化，这样既能提高阅读理解能力又能获取知识和信息。 单词和词组:名词、动词和形容词是词汇练习和记忆中的重要部分。Unit 1、2、3中所列出的新单词绝大部分都是这三类，因此，大家一定要掌握好新单词。要开发利用多种方法记单词，如联想法、音节法、构词法等。单词和词组基本上给出了英语直接释义，可以培养大家英语思维的习惯。如果在阅读释义后还有疑问，一定要查阅英语词典，寻找一些相关的解释来加深对单词的理解和记忆。许多词的释义中给出了若干同义词或近义词，能帮助大家迅速扩大词汇量，同时，课后练习的词汇（Vocabulary Study）部分又给出了一些相关的练习，大家可以在学习完单词和词组后，乘热打铁，立即做词汇练习的第一小题（选择填空）和第二小题（找出意义相近的替代词）这样可以及时巩固所学单词，大概了解这些词的用法，为正确阅读课文打下基础，也能使得练习题做起来不是那么难。 （特别说明：高级英语阶段的学习，提高词汇量和词汇运用能力是一个很大，并且很重要，同时又是比较难的问题，这是我们必须面对的问题，所以，请大家务必花时间多熟悉单词。所谓的磨刀不误砍材功，先熟悉单词和短语，才能流畅的阅读文章。更关键的是，单词和短语在考试中所占比例不少！） 课文：每单元有一篇课文（Unit1：Party Politics, Unit2：The New Singles, Unit3：教材课文：Doctor’s Dilemma: Treat or Let Die? 网络课件课文：Computer Violence）。在掌握单词和词组之后，阅读课后注释，学习课文的背景资料、作者介绍和相关内容，如人物、事件、地点等的解释，这能帮助大家准确快速的理解文章的内容。在课件资源的帮助下，认真学习课文，包括课文中常用词语和句型的用法。文章比较长，大家一定要有耐心和毅力，坚持就是胜利。在学习完整篇文章后，及时完成课文理解（Comprehension Check）的练习。其中第一小题是根据课文内容选择最佳答案，第二小题是将部分文中的句子用英语注释。只要认真学习了课件资料，相信能很快准确地完成。同时也考察大家对课文理解的程度，督促大家很好的阅读课文。 课后练习：共有四个大题。 1.课文理解（Comprehension Check）：有两个题型。在借助课件学习完课文之后，大家可以先自己做这一部分的练习，然后再看课件，对正答案的同时，再重温课文的大意。 2.词汇（Vocabulary Study）：有两个题型。在学完课文和单词后，大家可以自己先做这一部分的词汇练习，不会做得可以看课件，并牢固掌握，对于补充的单词也要掌握。这样有利于快速扩充词汇量。 3.翻译（Translation）：有的单元是汉译英，有的单元是英译汉。都是一段与课文内容相近的短文。先认真思考，仔细看文章，如果有一定的难度，可以参考课件的解说，然后再组织语言完成翻译练习。
海尔集团的跨国发展战略 1．产品出口与海外投资状况 可以说，即使在企业发展的初期阶段，作为十分具有超前意识的企业家，张瑞敏就在为企业向国际市场发展，进行准备工作。在他到青岛电冰箱总厂仅4年后，当产品在国内小有名气之时，他便将企业发展的视野扩大到海外。出口创汇是必要的，但只是目的之一，另一目的就是要在国际上创造驰名品牌。 （l）出口经营状况 从1986年青岛电冰箱总厂第一次出口产品并取得3O0万美元出口额这一不俗战绩算起，海尔集团的出口额逐年增加。尽管从1997年起爆发了东南亚金融危机，中国企业出口受阻，但真正类似海尔产品这样的高附加值的产品受影响并不大，而且由于海尔集团出口的重点是在欧美，因此，它的出口继续保持增长势头。1998年，海尔出口创汇达到7675万美元，比1997年增长了36%。 出口的主要品种为冰箱、洗衣机、冷柜等。 在出口地区的分布上，基本上，欧美国家占6O％，日本占20％，东南亚占16％，其他地区占4％，共计87个国家（地区）。出口到欧美国家的以冰箱、空调为主，其中在美国18O升以下冰箱市场份额中，海尔冰箱占到2O％。 截止到1998年年底，海尔集团的海外经销商共有49家，经销网点11004多个。 （2）海外投资状况 海尔集团从1995年起，就着手在海外投资建厂。经过洽淡和协商，终于在1996年2月6日，在印尼雅加达建立了海尔在海外的第一家以生产电冰箱为主的合资生产企业—一海尔莎保罗（印度尼西亚）有限公司（PT．Haier Sapporo Indonesia）。它标志着海尔集团的国际化迈出了重
要的一步。之后，1997年6月，菲律宾海尔LKG电器有限公司成立；1997年8月，马来西亚海尔工业（亚细亚）有限公司成立；1997年11月，南斯拉夫海尔空调生产厂成立；1999年2月，海尔中东有限公司成立。 以上这些不过是海尔集团海外投资事业的“牛刀小试”，而其企业国际化的真正重心则是在美国，在美国进行投资建厂。这一计划1999年将进人战略性的实施与发展阶段，即在波士顿建设设计中心，在纽约建设营销中心，在南卡罗莱那州建设制造中心。 2．跨国发展战略的成因 促成海尔集团积极向海外发展跨国经营的原因是多方面的，既有国际因素，也有国内因素。 在国内市场中，由于家电行业的迅速发展，国内市场竞争日益白热化。价格战在各种家电领域中，此起彼伏，俞演愈烈。海尔集团尽管作为国内家电知名品牌的生产厂家，在国内市场上占据明显优势，但它认为，正是由于有了较高市场份额，才是积极向外扩张发展跨国经营的最好时机与充要条件，内在动力已经具备。 在国际市场中，随着世界经济全球化的发展趋势，每个国家国内企业都受到了来自以跨国公司为代表的外部经济力量的竞争与冲击。发达国家及其跨国公司主宰着国际市场的发展，发展中国的企业能否在国际市场的激烈竞争中“幸分一怀羹”，是它们努力拓展生存空间的重要出路。海尔集团不甘心自己仅仅是中国的名牌生产企业，还希望主动打入国际市场，将海尔产品在国外 叫响，从国外同类产品的著名品牌中，抢得一块国际市场份额。而且，张瑞敏还认为，打人国际市场，不能仅仅依靠发展出口，还必须发展海外直接投资，在国外，特别是在发达国家，建立自己的产品的设计、生产和营销三位一体化网络，从而回避国际市场波动造成的影响和风险。1991年，海尔在首次在国外（阿联酋）注册商标，紧接着，1992年4月，海尔获得IRO9001质量体系认证，成为中国家电行业第一个通过此项认证的企业，这些都为张瑞敏实现其在国际市场中创造驰名商标的设想打下了重要基础。
高级英语写作1-10课翻译
The Delicate Art of the Forest 库珀的创造天分并不怎么样；但是他似乎热衷于此并沾沾自喜。确实，他做了一些令人感到愉快的事情。在小小的道具箱内，他为笔下的森林猎人和土人准备了七八种诡计或圈套，这些人以此诱骗对方。利用这些幼稚的技巧达到了预期的效果，没有什么更让他高兴得了。其中一个就是他最喜欢的，就是让一个穿着鹿皮靴的人踩着穿着鹿皮靴敌人的脚印，借以隐藏了自己行踪。这么做使库珀磨烂不知多少桶鹿皮靴。他常用的另一个道具是断树枝。他认为断树枝效果最好，因此不遗余力地使用。在他的小说中，如果哪章中没有人踩到断树枝惊着两百码外的印第安人和白人，那么这一节则非常平静/那就谢天谢地了。每次库珀笔下的人物陷入危险，每分钟绝对安静的价格是4美元/一分静一分金，这个人肯定会踩到断树枝。尽管附近有上百种东西可以踩，但这都不足以使库珀称心。他会让这个人找一根干树枝；如果找不到，就去借一根。事实上，《皮袜子故事系列丛书》应该叫做《断树枝故事集》。 很遗憾，我没有足够的篇幅，写上几十个例子，看看奈迪·班波和其他库伯专家们是怎样运用他的森林中的高招。大概我们可以试着斗胆举它两三个例子。库伯曾经航过海—当过海军军官。但是他却一本正经/煞有介事地告诉我们，一条被风刮向海岸遇险的船，被船长驶向一个有离岸暗流的地点而得救。因为暗流顶着风，把船冲了回来。看看这森林术，这行船术，或者叫别的什么术，很高明吧？库珀在炮兵部队里待过几年，他应该注意到炮弹落到地上时，要么爆炸，要么弹起来，跳起百英尺，再弹再跳，直到跳不动了滚几下。现在某个地方他让几个女性—他总是这么称呼女的—在一个迷雾重重的夜晚，迷失在平原附近一片树林边上—目的是让班波有机会向读者展示他在森林中的本事。这些迷路的人正在寻找一个城堡。他们听到一声炮响，接着一发炮弹就滚进树林，停在他们脚下。对女性，这毫无价值。但对可敬的班波就完全不同了。我想，如果班波要是不马上冲出来，跟着弹痕，穿过浓雾，跨过平原，找到要塞，我就再也不知道什么是“和平”了。是不是非常聪明？如果库伯不是对自然规律一无所知，他就是故意隐瞒事实。比方说，他的精明的印地安专家之一，名叫芝稼哥（我想，该读作芝加哥）的，跟踪一个人，在穿过树林的时候，脚印就找不到了。很明显，脚印是再也没法找到了。无论你还是我，都猜不出，怎么会
英语专业(高级翻译)简介 ·日期：2007-06-07 ·点击次数： 1446 培养目标：本专业培养具有扎实的英语语言基础，较强的语言交际能力和跨文化交际能力，掌握多方面的翻译知识和技巧，能熟练地运用英、汉语在外事、外交、经贸、文化、科技等部门从事口译、笔译的专门人才。 知识能力 要求：1．语音、语调准确，清楚自然。 2．词法、句法、章法(包括遣词造句与谋篇布局)规范、表达得体。 3．认知词汇10000~12000，且能正确而熟练地使用其中的5000~6000个单词及其最常用的搭配。 4．听、说、读、写、译技能熟练，具有较强的英语综合运用能力。毕业时达到英语专业八级水平。 听的能力：听懂真实交际场合中各种英语会话；听懂英 语国家广播电台以及电视台(如VOA, BBC, CNN)有关政治、经济、文化、教育、科技 等方面的新闻、现场报道、专题报道、综合 评述以及与此类题材相关的演讲和演讲后 的问答；听懂电视时事报道和电视短剧中的 对话。语速为每分钟150~180个单词，理解 准确率不低于60%。 说的能力：能就国内外重大问题与外宾进行流利而得体 的交流；能系统、深入、连贯地发表自己的 见解。 读的能力：能读懂一般英美报刊杂志上的社论和书评、 英语国家出版的有一定难度的历史传记和 文学作品；能分析上述题材文章的思想观 点、语篇结构、语言特点和修辞手法。能在
5分钟内速读1600词左右的文章，掌握文章 的主旨和大意，理解事实和细节。 写的能力：能写各类体裁的文章，做到内容充实，语言 通顺，用词恰当，表达得体。写作速度为30 分钟300~400个单词。能撰写长度为 5000~6000个单词的毕业论文，要求思路清 晰、内容充实、语言通顺。 译的能力：1)笔译：能运用翻译的理论和技巧，将英美报 刊上的文章、文学、科技、文化、经贸方面 的原文译成汉语，或将我国报刊、杂志上的 文章、一般文学作品、科技、文化、经贸方 面的原文译成英语，速度为每小时250~300 个单词。译文要求忠实原意，语言流畅。 2)口译：掌握连续或同步口译所需的技巧及基 本要求，能担任外经外贸、外事、外交、国 际文化、科技交流活动的口译和国际会议的 同声传译任务。 5．具有宽广的英语专业知识和相关学科知识。英语专业知识包括文学、语言学和对象国社会与文化的知识。相关学科的知识涉及教育学、教育心理学、语言习得理论、英语教学法、英语测试理论与实践、课程设置等领域。6．具有获取知识的能力、运用知识的能力、分析问题的能力、独立提出见解的能力和创新的能力。 7．熟悉中、英两种文字计算机基本技术并能实际应用。 主干课程：基础英语、高级英语、散文选读、英语泛读、英语口语、基础英语写作、高级英语写作、英汉/汉英口译、英汉笔译、英语视听说、英语报刊选读、英美文学，同声传译、连续传译、经贸法律翻译等。 修业年4年
汇丰银行的海外发展战略 李刚 作者简介：李刚，中国社会科学院数量经济与技术经济系博士研究生。 一、汇丰海外战略形成与发展机制 （一）汇丰“本土”与“海外”地区的界定 2012年末，汇丰控股在全球81个国家和地区拥有6600家左右的子机构，覆盖欧洲、亚太、美洲、中东与非洲等地区。不过，与其他银行不同的是，如何界定汇丰“本土”与“海外”地区一直存在争议。在2012年报中，汇丰明确将伦敦与香港作为总部，并选出了20个国家和地区（亚洲8个，欧洲4个，中东与非洲3个，北美2个，拉美3个）作为优先发展的成长型市场，这22个地区在集团的税前收入占比合计超过90%，也是汇丰的主要资本聚集地。因此，我们将英国和香港界定为该行的“本土”经营地，其他地区为“海外”经营地。 （二）汇丰组织结构的发展历程 2000年至今，汇丰控股（下称“集团”）保持矩阵制组织架构。十几年间，集团不断调整、完善组织结构，力争实现经营效率最大化。 图1：2011年以来的集团组织结构 资料来源：汇丰控股年报。 汇丰早期的组织结构是以业务线为主、地区管理为辅的二维矩阵制，后期是以集团、子公司（业务条线、经营区域）和职能构成的三维矩阵制。在演变过程中，汇丰着重于三方面工作：一是明确集团的主要职能；二是整合子公司下属业务条线，业务部门划分从以产品为基础转变为以客户群为基础；三是完善和推广
集团统一的技术平台。 （三）战略决策与调整机制 1、集团层面。 2000年后，集团的战略规划职能更加鲜明，并开展了大量并购活动以支持总体战略。一方面，不断调整总体战略，引导集团发展；另一方面，监督各部门与子公司严格落实。 表1：1999—2013年集团的三个五年规划 资料来源：汇丰控股年报。 从流程层面看，汇丰海外战略由董事会审核，管理委员会拟定，战略规划团队负责执行有关全球资本配置的职能战略。董事会辖下共7个委员会，包括审计、风控、金融系统脆弱性、薪酬与考核、提名、可持续发展和管理委员会。集团海外发展战略由管理委员会负责拟定。管理委员会共15人，包括3名执行董事和12名董事总经理，负责日常经营与投融资决策。值得注意的是，这15名管理委员会成员涵盖了主要业务、地区和职能条线的负责人。战略规划职能团队负责海外发展策略的具体执行，其前身为集团投资银行部，主要开展收购、兼并、转让和子公司的股权结构变动等活动（如项目开拓、价值评估、内部汇报等），协调各种资源形成合力，以及开展新领域投资。 2、子公司层面。 汇丰子公司经营多种金融业务，但实际管理被纳入矩阵结构中。矩阵管理以业务条线为主，并结合地区/功能的辅助条线。 （1）业务线 2011年，汇丰对业务部门进行整合，将全球资产管理从全球银行和市场中划出，并入个人金融服务，形成了新的四大业务条线：一是零售银行和财富管理（RBWM），主营资产管理、经纪和人寿保险业务，主要针对一般个人客户；二是
北京理工大学翻硕(MTI)考研应用文写 作复习方法及指导 有无目标是成功者与平庸者的根本差别。凯程北京理工大学翻译硕士老师给大家详细讲解所遇到的问题。特别申明，以下信息绝对准确，凯程就是王牌的北京理工大学翻译硕士考研机构！ 一、北京理工大学翻译硕士考研复习指导 1．基础英语： 基础英语选择题考的特别细致，没有专门的教材，还是重在平时积累，凯程老师在讲课过程中特别重视对于考生基础知识的积累。凯程老师会对考生的阅读理解进行系统的训练。阅读理解也是偏政治，凯程老师会重点训练同学的答题速度，培养同学们阅读答题技巧，针对作文这方面，凯程老师也会对考生进行一系列的训练，让同学们勤加练习，多做模拟作文。 2．翻译英语： 翻译硕士基础这门课是需要下功夫的，英汉词条互译的部分完全需要你的积累，主要是词汇量和分析抓取能力。凯程老师会对学生的这两个方面进行很完善的训练。 凯程老师总结了以下提升翻译技巧的方法，供考研学子参考。 词组互译：大多考的都很常见，所以多看看中英文的报纸还是有好处的。 英汉：对文章的背景有一定的了解是最好的，如果没有，就需要体现出自身的翻译素养。翻译也要注意文风，语气之类的，要符合原文的风格。 凯程老师也很重视答题技巧，在此凯程名师友情提示大家，最好在开头就能让老师看到你的亮点，不管怎样至少留下个好印象。不管风格怎么变，翻译功底扎实，成绩都不会太差。所以还是提高自己翻译水平，才能以不变应万变。 3．百科： 先说说名词解释。这道题考得知识面很全，可能涉及到天文、地理、历史、法律、政治、中外文学、中外文化、音乐、翻译专有名词等，准备起来比较棘手，但是凯程老师会给学生准备好知识库，方便学生复习。百科的准备，一要广泛，二要抓重点，尤其要重视学校的参考书目，同时凯程也会提供凯程自己的教材及讲义来帮助大家。 接下来是应用文写作。其实这个根本不用担心，常出的无非是那几个：倡议书、广告、感谢信、求职信、计划书、说明书等，到12月份再看也不晚。但要注意一点，防止眼高手低，貌似很简单，真到写的时候却写不出来，所以还是需要练习的，凯程老师会在学生复习过程中对应用文的写作进行系统的训练。另外，考试的时候也要注意格式、合理性，如果再加上点文采，无异于锦上添花。 最后说说大作文。这个让很多同学担心，害怕到考场上无素材可写，或者语言生硬，拼凑一篇，毕竟大学四年，写作文的机会很少，早没有手感了。所以，凯程老师会针对这种情况，让考生从复习开始时，就进行写作训练，同时也会为考生准备好素材。 最后，注意考场上字体工整，不要乱涂乱画，最好打上横线，因为答题纸一般是白纸。 二、北京理工大学翻译硕士考研的复习方法解读 （一）、参考书的阅读方法 （1）目录法：先通读各本参考书的目录，对于知识体系有着初步了解，了解书的内在逻辑结构，然后再去深入研读书的内容。 （2）体系法：为自己所学的知识建立起框架，否则知识内容浩繁，容易遗忘，最好能
国际公司发展战略 1、发展定位 紧紧围绕集团公司建设综合性国际能源公司的战略目标，在保障集团公司海外工程建设项目的同时，大力开拓外部市场，提升公司核心竞争力，发展海外工程建设EPC总承包业务和工程项目管理（PMC）业务，成为具有专业管理水平和技术实力的国际工程承包商。 2、发展思路 大力实施“走出去”战略，建立高效有序的海外业务体系，加快打造国际化人才队伍，积极发展海外工程建设EPC总承包业务，稳定海外工程施工总承包和专业承包业务，降低施工清包比例，以现有海外市场为平台，立足非洲，逐渐开拓中亚和中东市场，以工程建设带动装备制造和检维修业务开拓海外市场，实现公司海外业务规模的可持续发展。 3、发展目标 （1）收入、利润目标，海外业务要占到企业总收入的百分比 到“十二五”末期，东北炼化营业额目标达到100亿元人民币，利润目标达到3.5%。其中海外业务营业额目标达到30亿元，占企业总收入的30%，海外项目利润目标达到5%。 （2）市场目标 高端业务，包括小型EPC承包、PC总承包和施工总承包，比例力争达到95%以上，同时降低低端业务比例，控制施工清包的比例在5%以内。 集团公司内部市场比例保持在40%左右，集团外部市场比例保持在60%左右。
3、业务部署 重点发展以设计为龙头的EPC工程总承包和以工程监理为基础的PMC项目管理业务，充分发挥现有设计、监理资源，优化资源配置，提升项目管理水平；以EPC工程总承包为平台，推进装备制造向研发、设计、制造一体化方向发展；稳步发展施工总承包（P或者PC），扩展海外市场分额；逐渐退出竞争激烈的劳务性低端业务。 加大国际市场开发力度，全面提升国际市场的覆盖面 公司要继续加大国际市场开发力度，不断拓展新的合作伙伴，特别是与欧美公司的合作。目前公司与意大利SAIPEM、法国TECHNIP 均有投标合作关系，与韩国的三星、GS、大禹等公司的合作也在逐步展开。下一步还要继续确定一些重点的合作伙伴进行市场开发，力争每年都有新的合作伙伴的突破。 在市场地域上，公司在中东市场和非洲市场上要扩大突破，力争在中东市场建立区域总部，市场范围覆盖整个中东地区。在非洲市场方面，除继续加大阿尔及利亚市场开发力度外，要拓宽尼日利亚、尼日尔、安哥拉等国市场。公司下一步还要设法在独联体国家市场有进一步的突破，力争建立公司第三个区域市场。 公司还要加大在国际工程承包过程中，拓展国际贸易业务，把中国高质量的设备、材料等推向国际市场，努力拓展公司的国际事业空间。
T h e D e l i c a t e A r t o f t h e F o r e s t 库珀的创造天分并不怎么样；但是他似乎热衷于此并沾沾自喜。确实，他做了一些令人感到愉快的事情。在小小的道具箱内，他为笔下的森林猎人和土人准备了七八种诡计或圈套，这些人以此诱骗对方。利用这些幼稚的技巧达到了预期的效果，没有什么更让他高兴得了。其中一个就是他最喜欢的，就是让一个穿着鹿皮靴的人踩着穿着鹿皮靴敌人的脚印，借以隐藏了自己行踪。这么做使库珀磨烂不知多少桶鹿皮靴。他常用的另一个道具是断树枝。他认为断树枝效果最好，因此不遗余力地使用。在他的小说中，如果哪章中没有人踩到断树枝惊着两百码外的印第安人和白人，那么这一节则非常平静/那就谢天谢地了。每次库珀笔下的人物陷入危险，每分钟绝对安静的价格是4美元/一分静一分金，这个人肯定会踩到断树枝。尽管附近有上百种东西可以踩，但这都不足以使库珀称心。他会让这个人找一根干树枝；如果找不到，就去借一根。事实上，《皮袜子故事系列丛书》应该叫做《断树枝故事集》。 很遗憾，我没有足够的篇幅，写上几十个例子，看看奈迪·班波和其他库伯专家们是怎样运用他的森林中的高招。大概我们可以试着斗胆举它两三个例子。库伯曾经航过海—当过海军军官。但是他却一本正经/煞有介事地告诉我们，一条被风刮向海岸遇险的船，被船长驶向一个有离岸暗流的地点而得救。因为暗流顶着风，把船冲了回来。看看这森林术，这行船术，或者叫别的什么术，很高明吧？库珀在炮兵部队里待过几年，他应该注意到炮弹落到地上时，要么爆炸，要么弹起来，跳起百英尺，再弹再跳，直到跳不动了滚几下。现在某个地方他让几个女性—他总是这么称呼女的—在一个迷雾重重的夜晚，迷失在平原附近一片树林边上—目的是让班波有机会向读者展示他在森林中的本事。这些迷路的人正在寻找一个城堡。他们听到一声炮响，接着一发炮弹就滚进树林，停在他们脚下。对女性，这毫无价值。但对可敬的班波就完全不同了。我想，如果班波要是不马上冲出来，跟着弹痕，穿过浓雾，跨过平原，找到要塞，我就再也不知道什么是“和平”了。是不是非常聪明？如果库伯不是对自然规律一无所知，他就是故意隐瞒事实。比方说，他的精明的印地安专家之一，名叫芝稼哥（我想，该读作芝加哥）的，跟踪一个人，在穿过树林的时候，脚印就找不到了。很明显，脚
中国银行业海外发展战略的思考 经济全球化与金融一体化已成为不可逆转的时代潮流,银行的国际化也成为银行业发展的必然趋势。随着中国经济的进一步对外开放和金融体制改革的深入,中国银行业面临参与国际竞争的外在压力和实现全球化的内在要求。同时，国内外经济金融面临的形势又十分复杂，国际金融危机影响仍然存在，中国银行业在海外经营发展面临的困难和全球性挑战压力明显加大。 在当前新形势下，如何审时度势，科学地、积极稳妥地制定适合自身的海外发展战略，是摆在我国银行高管层的重要课题。 一、海外机构 （一）海外机构的概念 从经营管理方式来看，海外机构是泛指我国香港、澳门和国外或地区所有的分支机构的整体概念。只有对海外机构的概念界定清晰，才能制定相应的整体海外发展战略。 （二）我国银行业的海外发展 由于历史和业务发展的原因，中国银行是目前国内银行中最国际化的商业银行。 1929年，中国银行在伦敦设立中国金融业第一家海外分行。此后在世界各大金融中心相继开设分支机构，截至2008年底，中国银行已在全球29个国家和地区建立800多家分支机构，并与1500家国外代理行及47,000家分支机构保持了代理业务关系。2009年上半年，充分依托集团整体优势，进一步加强海内外业务联动，全力满足国内“走
出去”企业的金融服务需求，积极开展跨境贸易人民币结算业务试点。加快推进以亚太地区为重点的机构延伸和中后台集中工作。投行、基金、保险、投资、租赁等业务条线充分发挥各自优势，积极寻找市场机会，大力拓展优质业务，市场竞争力不断增强。上半年，海外机构实现税后利润15.02亿美元，同比增长28%。 除中国银行外，我国其他国有商业银行近十多年来也纷纷跨出国门，在国外设立分文机构，发展国际化经营。截至2008年末，工商银行已在境外15个国家和地区设有21家营业性机构，分支机构134家，与122个国家和地区的1358家境外银行建立了代理行关系，境外网络已具规模；中国建设银行开展国际业务已经十余年，目前，建设银行已在海外设有香港、法兰克福、新加坡三个分行和四个代表处。建设银行已与世界上600家银行建立了代理行关系,其业务往来遍及五大洲的近80个国家。但是与中国银行不同的是，工行、建行等业务发展方向重点都放在国内。 二、中国银行业海外机构战略发展情况与分析 （一）认清国内外经济金融形势，准确把握海外发展机遇期 2007年受金融危机的影响全球主要经济体陷入困境，国际银行业盈利水平出现明显下降。进入２００８年第四季度以后，世界经济形势险象环生，国际金融危机持续扩散蔓延，世界经济严重衰退。直到2009年3月以来，世界经济开始了缓慢、曲折的复苏，银行的盈利能力、融资能力逐步改善，全球银行业渡过了生存危机，但银行业危机何时结束仍将取决于经济基本面的走势。
In return作为（对某物）的付款或回报What do we give them in return. Conceive of 想像、认为 I laughed to myself at the men and the ladies. Who never conceived of us billion-dollar Babies（俚语：人）。 对于那些认为我们从不会成为腰缠万贯的巨富的先生和女士们，我们总是暗自嘲笑他们。 Scores of很多 Scores of young people. Strike sb. as … 给某人留下印象 These conclusion strike me as reasonable. 我认为他们的话是合情合理的 Drop out 脱离传统社会 Ever since自从 In hopes of 怀着…希望 Every since civilization began，certain individuals（人）have tried to run away from it in hopes of finding a simpler，more pastoral，and more peaceful life Support oneself自食其力 Run out of没有，用完，耗尽 Our planet is running out of noble savages and unsullied landscapes. 我们地球上高尚的野蛮人和未玷污的地方越来越少 the other way （round）相反 come off 成功 These are the ones whose revolutions did not come off. In need of 需要 It dawns on a familiar，workaday place，still in need of groceries and sewage disposal. 它洒在一个司空见惯，平凡庸碌的地方，一个仍然无法摆脱食品杂货，污水处理的地方。 In short supply供应不足，短缺 Break down瓦解，崩溃 Broke down our resolve. 丧失了我们的决心 Out of work失业 dawn on sb. 逐渐明白 It dawned on us rather suddenly that the number of passengers on the small spaceship we inhabit is doubling about every forty years. Come down （from…）（to…）从一处来到另一处 Eat sth. up 吃光 In profusion 大量地 She had magnificent blonde hair，in profusion. Take a shot猜测 As a point of departure 起点 As doctors often do I take a trial shot at it as a point of departure. 作为医生我经常根据猜测可能出现的总是进行提问 as yet到现在为止 As yet,no man has set foot on Mars. 到目前为止还没有人登上火星。 Get somewhere 有进展，取得一些成就 If only 只要 If only they wouldn‘t use the word “hurt” I might be able to get somewhere. Up to sb.取决于某人
兰州商学院长青学院 本科生毕业论文（设计） 论文（设计）题目：中国银行业海外发展战略的思考 系别：财政金融系 专业 (方向)：金融学 年级班：2006级金融(二)班 学生姓名：马鑫 指导教师：马润平 2010年5月18日 中国银行业海外发展战略的思考 摘要 经济全球化与金融一体化已成为不可逆转的时代潮流,银行的国际化也成为银行业发展的必然趋势。随着中国经济的进一步对外开放和金融体制改革的深入,中国银行业面临参与国际竞争的外在压力和实现全球化的内在要求。但中国的银行业在制度环境、人员素质、资金技术实力等方面与发达国家的着名银行相比差距甚远,实现国际化不可能一蹴而就,而是一个渐进式的过程。 当前，我国四大国有商业银行股份制改革已取得了重大突破，中行、建行、工行都成功地引进了境外战略投资者，深化完善法人治理结构，建立现代金融企业制度，中行、建行成功地在香港率先上市，中行又成功地在上海上市，接着，工行在上海和香港同时成功上市。农行已完成
了内部财务重组和不良资产剥离等提前准备工作，预计也会在今年第三季度上市。从我国国有商业银行的资本、资产、盈利规模来看，有的已跻身于国际大银行二十强之列，一些股份制商业银行国际业务也有长足的发展。工行、建行甚至在全球名列前茅。但从国际化程度看，无论从业务品种、跨境服务，海外直接投资 (海外设置分支机构、投资海外企业)以及集团的管理水平，都大大落后于世界级的跨国银行，有的还处在起步阶段。同时，国内外经济金融面临的形势又十分复杂，国际金融危机影响仍然存在，中国银行业在海外经营发展面临的困难和全球性挑战压力明显加大。 [关键词]海外发展战略海外并购本土化 ABSTRACT Economic globalization and financial integration has become an irreversible trend of the times, international banks have become an inevitable trend in the banking sector development. With the further opening up of China's economy and the deepening of financial reform, China's banking sector is facing external pressure to participate in international competition and globalization of the inherent requirements. But China's banking system, the environment, quality of personnel, capital and technology strength, with the developed countries, a far cry compared to well-known banks, internationalization can not be achieved, but a gradual process. At present, China's four major state-owned joint-stock reform of commercial banks have made a major breakthrough, Bank of China, Construction Bank, working row Chenggong to introduce strategic investors outside the country, deepening and perfecting corporate governance structure, establish modern financial enterprise system, Bank of China, Construction Bank successfully listed in Hong Kong in the first, Bank of China successfully listed in Shanghai and then, ICBC successfully listed in Shanghai and Hong Kong simultaneously. Agricultural Bank of China has completed the internal financial restructuring and other bad assets in advance preparations are also expected in the third quarter. China's state-owned commercial banks from the capital, assets, profitability scale of view, some international banks have been among the 20 strong list, the number of joint-stock commercial banks have significant international business development. ICBC, CCB and even among the best. But look at the international level, in terms of business lines, cross-border services, foreign direct investment (to establish a branch abroad, overseas investment enterprises) and the Group's management, have lagged far behind the world-class multinational banks, some still in early stage. Meanwhile, the domestic and international economic and financial situation and the complexity facing the international financial crisis continues, China's banking sector in the development of overseas business difficulties and the challenges of global pressures significantly increased. [Key words] Overseas Development Overseas M & A Localization