MBA研究生英語綜合教程

前言

　　近年來，全國工商管理碩士（MBA）的招生人數(shù)逐年增長，因此教材的編寫也應(yīng)該做出相應(yīng)的調(diào)整，以適應(yīng)MBA英語課程的需求?！　BA英語課程一般采用集中授課的形式，在有限的時間內(nèi)讓學生真正學到一些實用的東西是非常必要的。所以這一階段的教學不應(yīng)是本科英語課程的簡單延續(xù)，而應(yīng)是幫助學生真正掌握一些實用的東西。一方面，根據(jù)專業(yè)的要求，教程的內(nèi)容需要圍繞著工商管理的幾個主要方面；另一方面，課文要原汁原味，讓學生接觸到最真實、最地道的英語?！　　禡BA研究生英語綜合教程》共分為15個單元，內(nèi)容涵蓋全球化、商務(wù)戰(zhàn)略、公司產(chǎn)品、企業(yè)文化、領(lǐng)導(dǎo)能力、企業(yè)責任、市場營銷、商品品牌、產(chǎn)品廣告、有效溝通、管理創(chuàng)新、商務(wù)禮儀、企業(yè)并購、特許經(jīng)營、電子商務(wù)等。　　每個單元分為六個部分。　　第一部分：Lead-in，主要為讀者提供與本單元內(nèi)容相關(guān)的背景知識及詞匯，為參與其他的學習活動做好熱身?！　〉诙糠郑海篟eading，所有文章選自近年國外期刊、商務(wù)英語出版物的原版文章。為了能讓讀者更好地理解課文內(nèi)容和掌握相關(guān)詞匯，課文之后設(shè)計了多種練習形式?！　〉谌糠郑篖istening，提供和本單元內(nèi)容相關(guān)的各種場景下的對話和獨白，設(shè)計了簡單實用的練習形式，旨在訓(xùn)練讀者的聽力?！　〉谒牟糠郑篠peaking，設(shè)計了和本單元內(nèi)容相關(guān)的口語活動，并提供了完成口語活動所需的常用表達法，供學習者學習模仿，力求幫助學生在“學中用，用中學”?！　〉谖宀糠郑篧riting，設(shè)計了和本單元內(nèi)容相關(guān)的寫作練習，文體大部分是應(yīng)用文?！　〉诹糠郑篊ase Study，提供了一篇和本單元內(nèi)容相關(guān)的案例，供讀者討論，提出自己的看法、觀點及解決辦法。體現(xiàn)用英語作為工具來解決問題的指導(dǎo)思想，從而更好地幫助學生做到“學中用，用中學”。　　為了便于使用與學習，每單元后面都列出了本單元出現(xiàn)的常用單詞和生詞，供讀者查閱?！　”M管本書的編寫力求準確、實用，但限于編者水平，書中定有許多需進一步改進和完善之處，祈請各位同行和廣大讀者批評指正?！　”緯貏e感謝美國洛杉磯加州州立大學的Jose L.Galvan教授，他對本書進行了通讀和審閱，并提供了寶貴的修改意見。

內(nèi)容概要

MBA英語課程一般采用集中授課的形式，在有限的時間內(nèi)讓學生真正學到一些實用的東西是非常必要的。所以這一階段的教學不應(yīng)是本科英語課程的簡單延續(xù)，而應(yīng)是幫助學生真正掌握一些實用的東西。一方面，根據(jù)專業(yè)的要求，教程的內(nèi)容需要圍繞著工商管理的幾個主要方面；另一方面，課文要原汁原味，讓學生接觸到最真實、最地道的英語。     《MBA研究生英語綜合教程》共分為15個單元，內(nèi)容涵蓋全球化、商務(wù)戰(zhàn)略、公司產(chǎn)品、企業(yè)文化、領(lǐng)導(dǎo)能力、企業(yè)責任、市場營銷、商品品牌、產(chǎn)品廣告、有效溝通、管理創(chuàng)新、商務(wù)禮儀、企業(yè)并購、特許經(jīng)營、電子商務(wù)等。

書籍目錄

Unit One  GlobalizationUnit Two  Business StrategyUnit Three   Company and ProductUnit Four  Corporate CultureUnit Five  LeadershipUnit Six   Corporate CitizenshipUnit Seven   MarketingUnit Eight   BrandsUnit Nine  Product and Corporate AdvertisingUnit Ten   Effective CommunicationUnit Eleven  Management CreativityUnit Twelve  International Business StylesUnit Thirteen  Mergers and AcquisitionsUnit Fourteen  FranchisingUnit Fifteen  Electronic Business

章節(jié)摘錄

　　[9] By contrast a marketing audit starts with market share analysis by customer segment andlinks this to changing trends in customer needs： wants and preferences and company positioningwith respect to these changes. In other words： it starts with customer trouble and links it to marketshare decline and changing customer trends in the marketplace.　　[ 10] Notice the difference. By the time the business audit is done： the company is thrustaway from its current core business to new core opportunities. That is a change in the businessmodel！ By contrast： by the time the marketing audit is done the company sees that it has lostmarket share and value in old target and discovers new target segments within its core industry. Itdoes not have to change its core business： only its marketing model.　　[11] Business strategy then proceeds to selecting a future core business portfolio： whilesalvaging current core businesses. Marketing strategy： on the other hand： selects attractivecustomer targets and researches their needs and wants for new product features and design： newways customers want to access and feel about these products and the price they will exchange forthese new values. The company does not have to depart from its industry or business. It just hasto become more customer focused.　　[12] Business strategy then propounds long-term strategies （3-5 years） for the new corebusiness portfolio. Marketing strategy： on the other hand： uses R&D to launch new products andrelated services： new distribution polices and improved networks and sales management： newbrand campaigns and promotion and new pricing policies. These are short-term and near-termtactics （1-2 years） that can improve profitability quickly.　　[13] Business strategy then proceeds to restructure the company for its new long-termbusiness portfolio. This is costly and irreversible. It requires a new long-term debt structure.Marketing implementation will require organizational improvement and resource investment in itsholistie marketing budget. Companies monitor their marketing success and retain the flexibilityto make adjustments in performance. Marketing implementation does not require organizationaland financial restructuring.　　[14] I have reduced the difference between the two disciplines of business strategy andmarketing strategy to a nutshell： because I want to make it easy to understand. There are manymore details that I cannot cover here. Most of the large companies that I have known in China donot really understand this difference. They tend to overdose on strategy： instead of treating theirproblem with marketing plans and implementation.　　[15] Lets look at some classic examples of this difference. Nike and Starbucks have neverchanged their business strategy from day on. Nike never manufactured a shoe： but has devoteditself consistently to marketing research for new designs and fabulous programs of promotion：distribution and pricing. Starbucks started in the coffee business and is still in the coffee businessall over the world.

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