新視野大學(xué)英語4：Unit3 TextB(課文+譯文)
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Building the dream of Starbucks
構(gòu)筑星巴克夢想
1.Howard Schultz is not a household name to most North Americans, but those living in urban or suburban communities know his company: the specialty coffee retailer Starbucks. With impressive velocity, Starbucks has grown into the largest coffee roaster and retailer of specialty coffee in North America in a span of only a decade. By 2000, its coffee house could be found in more than 3000 locations worldwide; even President Bill Clinton was seen in a snapshot with a Starbucks brew in his hand. According to the US weekly magazine, Newsweek, Schultz’s merging of the three Cs - coffee, commerce and community - surely ranks as one of the ‘90s greatest retail successes.
1 .霍華德·舒爾茨對大多數(shù)美國人來說不是一個家喻戶曉的名字,但是住在城市或郊區(qū)的人知道他的公司:專門的咖啡零售商星巴克。以令人印象深刻的速度,星巴克已經(jīng)在短短十年內(nèi)成長為北美最大的咖啡烘焙商和專業(yè)咖啡零售商。到2000年,其咖啡館可以在全世界超過3000個地點找到;就連克林頓總統(tǒng)在他的手上也看到了星巴克咖啡。根據(jù)美國周刊《新聞周刊》,舒爾茨的三個cs-咖啡、商業(yè)和社區(qū)的合并-當(dāng)然是90年代最偉大的零售成功之一。
2.Schultz was born in 1953 and grew up in an extremely poor section of the Brooklyn borough of New York City. His mother worked as a receptionist, and his father held a variety of jobs, none of which offered decent pay or medical insurance. When Schultz was seven, his father lost his job as a delivery driver when he broke his ankle in an accident. In the ensuing months, the family was literally too poor to put food on the table.
2 .舒爾茨出生于1953年,在紐約市布魯克林區(qū)一個極其貧窮的地區(qū)長大。他的母親作為接待員工作,他父親持有各種工作,沒有一個提供像樣的工資或醫(yī)療保險。當(dāng)舒爾茨7歲時,他的父親在一次事故中摔斷了腳踝,他失去了作為送貨司機的工作。在接下來的幾個月里,這個家庭簡直太窮了,不能把食物放在桌子上。
3.During his youth, Schultz was hounded by the shame of his family’s “working poor” status. He escaped the hot Brooklyn summer one year to attend camp, but would not return when he learned it was for low-income families. He was teased by boys in high school and ashamed to tell his girlfriend where he lived. The harsh memories of those early times stayed with him for the rest of his life.
3 .在他年輕的時候,舒爾茨受到家庭“工作不佳”狀態(tài)的羞辱。他逃離了布魯克林炎熱的夏天去參加夏令營,但當(dāng)他得知這是給低收入家庭時,他不會回來。他被高中男孩取笑,羞于告訴他的女朋友他住在哪里。那些早期的嚴(yán)酷記憶留在他的余生中。
4.Sports became an escape from the shame of poverty. Schultz earned an athletic scholarship to Northern Michigan University in 1975. He was the first person in his family to graduate from college as none of his predecessors had training beyond vocational school.
4 .體育成為擺脫貧窮的恥辱。舒爾茨在1975年獲得了北密歇根大學(xué)的運動獎學(xué)金。他是家中第一個從大學(xué)畢業(yè)的人,因為他的前任沒有一個是職業(yè)學(xué)校的培訓(xùn)。
5.The bud of inspiration for his phenomenal coffee business began growing in a 1983 visit to Milan, Italy. Schultz conceived of a new American way of life in the coffee bars of Milan. He sought to recreate such forums for people in the US to start their days or visit with friends. In 1987, at the age of 34,Schultz organized a group of investors and purchased the company that had formerly employed him, the Starbucks Coffee Company in Seattle, which he restructured as the Starbucks Corporation.
5 .他非凡的咖啡業(yè)務(wù)的靈感萌芽于1983年訪問意大利米蘭。舒爾茨在米蘭的咖啡館里想出了一種新的美國式生活方式。他試圖為美國人民重建這樣的論壇,以開始他們的日子或訪問與朋友。1987年,在34歲時,舒爾茨組織了一批投資者,購買了以前聘用他的公司,西雅圖的星巴克咖啡公司,他作為星巴克公司進行了改組。
6.The public verdict was overwhelmingly positive. Schultz's premium coffee bars were an instant success, acting as a stimulus of rapid growth and expansion not only for Starbucks but also for the coffee industry around the world. In 1992, Starbucks became the first specialty coffee company to go public, affirming its magnitude and prospects.
6 .公眾的判決非常積極。舒爾茨的優(yōu)質(zhì)咖啡酒吧是一種即時的.成功,它作為一種刺激,不僅為星巴克,而且為世界各地的咖啡工業(yè)迅速增長和擴張。1992年,星巴克成為第一家上市的專業(yè)咖啡公司,肯定其規(guī)模和前景。
7.Starbucks' first major venture outside of the northwestern part of the nation was Chicago, where the company's specialty sales division developed new business with department stores and established Starbucks coffee bars adjacent to the business sections in national bookstores. Starbucks also formed a partnership with PepsiCo to create and distribute a new ready-to-drink coffee -based beverage, and entered into a licensing agreement with Kraft Foods. As company seeking to develop with a multilateral approach, Starbucks even developed a relationship with the music industry to sell Starbucks-tailored CDs of classical brass and orchestral music in the coffee bars.
7 .星巴克在美國西北部的第一個主要風(fēng)險企業(yè)是芝加哥,該公司的專業(yè)銷售部門與百貨商店發(fā)展了新業(yè)務(wù),并在國家書店的業(yè)務(wù)部門附近建立了星巴克咖啡店。星巴克還與百事可樂建立了伙伴關(guān)系,以創(chuàng)建和分發(fā)一種新的現(xiàn)成的咖啡飲料,并與卡夫食品達成一項許可協(xié)議。作為尋求發(fā)展多邊途徑的公司,星巴克甚至發(fā)展了與音樂行業(yè)的關(guān)系,在咖啡吧出售量身定制的經(jīng)典黃銅和管弦樂唱片。
8.When Starbucks opened its first store in New York City, it was a homecoming for Schultz, but he did not act like the head of the reigning royalty of coffee he had became. The New York Times commented, "The soft-spoken Mr.Schultz has barely a trace of a New York accent and a timid, almost apologetic manner."
8 .當(dāng)星巴克在紐約開了第一家商店時,它是舒爾茨的回家之旅,但他不像以前的咖啡版稅頭頭那樣行事�！都~約時報》評論道,“這位軟說話的先生。”。舒爾茨幾乎沒有一絲紐約口音和一種膽怯的,幾乎是歉意的態(tài)度。
9.Schultz has also attracted considerable attention with his unconventional employment policies. He wanted to give Starbucks' employees both a philosophical and a financial stake in the business. He decreed that employees who worked the quota of 20 hours a week or more were eligible for medical, dental, and optical coverage as well as for stock options. At a time when other companies were trimming benefits as a cost-cutting measure, Schultz, who grew up in a family without any medical coverage, was vocal in his belief that genuinely caring about your employees is critical to building a sturdy workforce. "Service is a lost art in America," he told The New York Times. "I think people want to do a good job, but if they are treated poorly they get beaten down. We want to provide our people with dignity and self-esteem, and we can't do that with lip service." Starbucks stipulates that every employee with at least half-time hours can receive health-care benefits. Schultz credits the utilization of such a benefits policy as the key to the company's growth because it has given Starbucks a more dedicated workforce and an extremely high level of customer service. The chain also achieved a dramatically low turnover rate, half that of the average fast food business. This creates a significant numerical payoff for Starbucks, since new employee represents an expenditure of $3000 in recruiting and training costs and productivity losses.
9 .舒爾茨的非傳統(tǒng)的就業(yè)政策也引起了人們的注意。他想給星巴克的員工一個哲學(xué)和財務(wù)上的利益。他規(guī)定,每周工作20小時或以上的員工有資格獲得醫(yī)療、牙科和光學(xué)覆蓋以及股票期權(quán)。在其他公司削減成本作為削減成本的措施時,在沒有任何醫(yī)療保險的家庭中長大的舒爾茨,堅信真正關(guān)心員工對于建設(shè)一支強健的員工隊伍至關(guān)重要。“服務(wù)是美國失去的藝術(shù),”他對《紐約時報》說。“我認(rèn)為人們想做一個好工作,但是如果他們被待遇很差,他們就會被打敗。”。我們要為我們的人民提供尊嚴(yán)和自尊,我們不能用嘴唇來做。"星巴克規(guī)定,每個至少有半小時的員工可以享受醫(yī)療保健福利.舒爾茨把利用這種福利政策作為公司增長的關(guān)鍵,因為它賦予了星巴克一個更專門的員工隊伍和一個極高的客戶服務(wù)水平。該連鎖店還實現(xiàn)了一個極低的周轉(zhuǎn)率,平均快速食品業(yè)務(wù)的一半。這為星巴克創(chuàng)造了可觀的數(shù)字回報,因為新員工在招聘和培訓(xùn)成本和生產(chǎn)力損失方面的支出為3000美元。
10.Schultz has remained firmly committed to employee and community enrichment, a philosophy which is embedded in the very core of Starbucks' business culture. He has never grown accustomed to success enough to forget his working-class roots. He dedicated his book to the memory of his father, whom he had once spoken harshly to and accused of a lack of ambition. They were words Schultz would regret the rest of his life, a reminiscence he wished he could scrub from his memory. His father received the diagnosis of lung cancer and died before his son became a millionaire. Schultz once told his audience that his crowning success was that “I got to build the kind of company that my father never got to work for.”
10 .舒爾茨仍然堅定地致力于員工和社區(qū)的豐富,一種根植于星巴克商業(yè)文化核心的哲學(xué)。他從未習(xí)慣于成功地忘記自己的階級出身.他把書獻給了他父親的記憶,他曾經(jīng)嚴(yán)厲地對他說過,并指責(zé)他缺乏野心。他們是舒爾茨會后悔他的余生,他希望他能從記憶中擦洗的回憶。他的父親接受了肺癌的診斷,在他兒子成為百萬富翁之前去世了。舒爾茨曾經(jīng)告訴他的聽眾,他最大的成功是“我必須建立一種公司,這是我父親從未為的。”
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