高級(jí)商務(wù)英語(yǔ)-白樺-漢譯英-1-2-10-11-12-單元

精選優(yōu)質(zhì)文檔-----傾情為你奉上精選優(yōu)質(zhì)文檔-----傾情為你奉上專(zhuān)心---專(zhuān)注---專(zhuān)業(yè)專(zhuān)心---專(zhuān)注---專(zhuān)業(yè)精選優(yōu)質(zhì)文檔-----傾情為你奉上專(zhuān)心---專(zhuān)注---專(zhuān)業(yè)unit1businessethicsOnMarch27ththeCaliforniaSuperiorCourtgaveEllenPaochancetotestoneofSiliconValley’smostcherishedpiecesofwisdom—thatfailureisawonderfulpedagogicopportunity.失敗乃美妙的學(xué)習(xí)契機(jī)——只是硅谷最受珍視的智慧之一。3月27日，美國(guó)加州高級(jí)法院讓鮑康如得到了驗(yàn)證這一說(shuō)法的機(jī)會(huì)。2.TwootherdiscriminationcasesagainstFacebookandTwitterwerelaunchedwhileitwasunderway.期間又出現(xiàn)了兩宗分別指控Facebook和Twitter歧視的案件.3.SiliconVallylikestothinkofitselfastheveryembodimentofmeritocracy.硅谷自視是奉行精英選拔機(jī)制的典范。4.TheventurecapitalbusinesswhereMs.PaotriedtomakehercareeristheValley’smostmachocorner.鮑康如想要一展拳腳的風(fēng)投行業(yè)是硅谷里最大男子主義的領(lǐng)域。5.Thedearthoffemaletechleadershipispartlyaquestionofsupply.科技公司領(lǐng)導(dǎo)層缺乏女性的蹤影，一部分原因是供應(yīng)不足。6.InAmericanschool,girlshavereachedroughparitywithboysinphysics,mathematicsandbiology.美國(guó)學(xué)校里，女生在物理，數(shù)學(xué)，和生物課程上的表現(xiàn)基本與男生不相伯仲。7.CriticsofSiliconVallyarguethatitisaboy’sclub—notonlydominatedbymenbutshapedbymale-bondingritual.Itmaybetruertosaythattwoboy’sclubsrolledintoone—thefrat-boyclubofmoneymenandthegeekclubofcomputerprogrammers.硅谷的批評(píng)人士認(rèn)為這是這個(gè)男子俱樂(lè)部－－不但由男性主導(dǎo)，而且處處是稱(chēng)兄道弟的男人幫文化?？赡芨鼫?zhǔn)確的說(shuō)，硅谷是兩個(gè)男子俱樂(lè)部合二為一的產(chǎn)物－－投資家兄弟會(huì)與程序員極客俱樂(lè)部。8.Butitproducedasloganthathigh-techwomencanrallybehind.然后，此案為高科技行業(yè)的女性從業(yè)人員提供了一面團(tuán)結(jié)吶喊的旗幟。9.Butthatthedifferentdisappearswhentheirnumbersincreaseandtheyreceiveformalmentoring.而當(dāng)女性員工增加并得到正式指導(dǎo)時(shí)，此前的男女績(jī)效差異會(huì)消失。10.Mr.Krzanichhaspledgedthathiscompanywillbe“fullyrepresentativeofthediversityofthecountry’savailabletalent”by2020.Ms.Sandberghasledacampaigntoencouragewomento“l(fā)eadin”atwork—thatis,nottobeshrinkingviolets.科再奇則承諾公司將在2020年前“完全體現(xiàn)國(guó)內(nèi)可用人才的多元性”。桑德伯格發(fā)起過(guò)運(yùn)動(dòng)，鼓勵(lì)女性在職場(chǎng)“提身向前”，不再羞怯畏縮。11.ThedangeristhatifthejobisleftentirelytosuchoutsiderstheywillcomeupwithabureaucraticexercisethatstiflestheVally’screativity;orapublic-relationsmakeoverthatdoeslittletoadvancewomen’schances.若完全交予外人處理，最怕他們會(huì)弄出一套官僚做法，扼殺硅谷的創(chuàng)意生機(jī)；又或者只加以公關(guān)包裝，對(duì)提升女性職場(chǎng)機(jī)會(huì)少有助益。12.WhatmakesthisagenuinelyknottyproblemintheVally—onethatneedsthefullyattentionofthetechindustry’sleaders—isthatventure-capitalpartnershipslikethetechstartupstheyback,oftenworkbestwhentheyarerunbyatight-knitgroupofpartners.這一問(wèn)題之所以在硅谷成為棘手難題（需要高科技行業(yè)領(lǐng)袖充分重視），是因?yàn)轱L(fēng)投合伙人公司正如他們投資的科技創(chuàng)業(yè)公司一樣，需要由關(guān)系緊密的一群合伙人運(yùn)管才有最佳表現(xiàn)。而目前，這樣的小圈子大多全由男性構(gòu)成。13.TheValley’stestosterone-infusedcultureneedstochangesoastoaddressthis,withoutlosingtheespritdecorpsthatseemsessentialtosuccess.硅谷的雄性文化必須做出改變以應(yīng)對(duì)這一問(wèn)題，但又不能失去要取得成功必不可少的“團(tuán)體精神”。UNIT2culturalandcreativeindustryTheCultureandCreativeIndustriesarenowrecognizedasoneofthemainspringsoftheBritisheconomyandtheirfuturesustainabilityandgrowthneedtobecomeapriorityforthenation.如今，文化創(chuàng)意產(chǎn)業(yè)已被公認(rèn)為英國(guó)經(jīng)濟(jì)發(fā)展的主要?jiǎng)恿σ院?，其未?lái)可持續(xù)發(fā)展理應(yīng)成為該國(guó)的優(yōu)先之舉。2.TheEcosystemdescribestheinterconnectednessoftheCultureandCreativeIndustriesintermsoftheflowofideas,talentsandinvestmentfrompublicandprivatesourcesthatcharacterizesthem.生態(tài)系統(tǒng)描述的是以創(chuàng)意，人才和公眾及私人投資的流動(dòng)為特征的文化創(chuàng)意產(chǎn)業(yè)之間的關(guān)聯(lián)性。3.ItisalsoimportanttonotethatBritain’scultureandcreativeecosystemnurturesrelationshipswithotherecosystemonaglobalscaleviainterchangewithothercountries’culturalandcreativesectors,frominternationalfilmco-productionstotheblossomingBiennalesacrosstheworld.通過(guò)與其他國(guó)家的文化和創(chuàng)意部門(mén)相互交流——從國(guó)際電影的聯(lián)合拍攝到全世界的蓬勃發(fā)展的雙年展的舉辦，英國(guó)的文化和創(chuàng)意產(chǎn)業(yè)生態(tài)系統(tǒng)鼓勵(lì)其與全球的其他生態(tài)系進(jìn)行關(guān)系合作，注意到這一點(diǎn)也很重要。4.Bycombingsuccesswithblockbusterhitswithculturallysignificantbutlessprofitableindependentcinema,theindustryispositionedonacreative-culturecontinuumandrecognizesthatbreadthanddepthofchoicemakeBritishfilmattractivetoaudiences.通過(guò)將賣(mài)座影片的的成功與文化方面重要而不太賺錢(qián)的獨(dú)立電影相結(jié)合，該產(chǎn)業(yè)定位于創(chuàng)意－文化的連續(xù)統(tǒng)一體上，并承認(rèn)選擇的寬度和深度使得英國(guó)電影能夠吸引觀眾。5.Thefilmsectordrawsoncreative,artisticandtechnicalskillsfromacrosstheCultureandCreativeIndustries(performingarts,design,drafts,gamingtechnologies,publishing,directors,etc.).encouragingtheflowoftalent,skills,andfinancialresourcesacrosstheecosystem.電影行業(yè)利用來(lái)自于整個(gè)文化和創(chuàng)意產(chǎn)業(yè)的創(chuàng)造技法，藝術(shù)技巧和專(zhuān)業(yè)技術(shù)能力（表演藝術(shù)，設(shè)計(jì)，手工工藝，游戲技術(shù)，出版，導(dǎo)演等），從而鼓勵(lì)了人才，技藝和財(cái)政資源在整個(gè)生態(tài)系統(tǒng)內(nèi)的流動(dòng)。6.Asaresult,atatimeofausterityandsignificantcutsinpublicfunding,theirfutureviabilityintermsoftalentdevelopmentandaudience/consumergenerationisdisproportionatelynegativelyinfluenced.因此，正值緊縮和公共資金大幅縮減之際，在開(kāi)發(fā)人才和產(chǎn)生觀眾／消費(fèi)者方面，其未來(lái)的生存能力受到影響，這種影響是不成比例的，負(fù)面的。7.TheCreativeandCulturalIndustriesneedamorerigorousandsystematicanalysisofthereturnsfromthecriticalflowofinvestmentfrompublicandprivatesources,themigrationoftalentandIntellectualPropertyandtheimpactofR&DacrosstheEcosystemtounderpinthesignificanceofpublicinvestmentingeneral,andthecontributionofthepublicityfundedarts,cultureandheritageinparticular.創(chuàng)意文化產(chǎn)業(yè)需要整個(gè)生態(tài)系統(tǒng)中公眾和私人渠道投資的臨界流，人才和知識(shí)產(chǎn)權(quán)的遷移以及研發(fā)的效果三個(gè)方面帶來(lái)的回報(bào)進(jìn)行更加嚴(yán)格且系統(tǒng)的分析，以此來(lái)強(qiáng)化整體公共投資的重要性，尤其是公共資助的藝術(shù)，文化和遺產(chǎn)的貢獻(xiàn)。8.Aparticularchallengeforthepubliclyfundedarts,cultureandheritagesectorishowtodeterminemetricsforevaluatingtheimpactoftheirartistic,cultureandsocialvaluecreationinordertobemoreaccountabletopublicinvestorsandtoattractprivateinvestorsinparticular.公共資助的藝術(shù)，文化和遺產(chǎn)部門(mén)所面臨的一個(gè)特別挑戰(zhàn)就是如何確定一種衡量標(biāo)準(zhǔn)，以此來(lái)評(píng)估它們?cè)谒囆g(shù)，文化和社會(huì)價(jià)值的創(chuàng)造方面所產(chǎn)生的影響，這樣做是為了對(duì)公共投資者負(fù)責(zé)，尤其是為了吸引私人投資者。9.ThisiscomplexandpioneeringterritoryparticularlyforcreativeSmallandMediumEnterprises(SMEs)andmanyarts,cultureandheritageorganizationsthatwillneedtoupskillorworkinnewpartnershipswithlargerbusinessesandorganizationstotakeadvantageofthenewinvestmentlandscape.尤其對(duì)創(chuàng)意型的中小企業(yè)和許多藝術(shù)，文化，及遺產(chǎn)組織而言，這是一個(gè)復(fù)雜的開(kāi)拓性領(lǐng)域，他們將需要進(jìn)行技能提升，或者與更大的企業(yè)和組織結(jié)成新的伙伴，以此來(lái)利用這一新的投資格局。10.Thereareconcernsthatthefragmentationofgovernmentpolicyandstrategymeansthatpublicspendingisnotbeingmaximizedandusedtoleverageadditionalsourcesofinvestment.人們的擔(dān)憂是：政府政策和策略的分裂意味著公共開(kāi)支未達(dá)到最大化，也未被用來(lái)為額外的投資項(xiàng)目融資。11.Thenationalplanmustfocusonaholisticecosystemapproachto:securingtheinvestmentneededforsustainablecreativeandeconomicsuccess;diversifyingtheworkforceatalllevelssustainedbyaneffectivepipelineoftalentandskills;andbuildingdemandforfullparticipationinaculturallifethatcelebratestheUK’sdiversityandartisticrichness.國(guó)家計(jì)劃必須集中于一個(gè)整體的生態(tài)系統(tǒng)的方法，以此來(lái)；保護(hù)可持續(xù)的創(chuàng)造性成就和經(jīng)濟(jì)成功所必須的投資；實(shí)現(xiàn)由有效的人才和技能的傳遞途經(jīng)維持的各個(gè)層次的勞動(dòng)者的多樣化；并為充分參與英國(guó)的繽紛多樣的，豐富的藝術(shù)文化生活建立一種需要。12.Thismustberectifiedbyindustries,fundingbodies,academicsandrelevantgovernmentdepartmentsinorderthatarobustsetofdataandrigorousanalysiscancontributetoachievingthegoalofarepresentativeworkforceandidentifytheobstaclesthatcurrentlystandinthewayofthisgoal.這一點(diǎn)必須由行業(yè)，資助機(jī)構(gòu)，專(zhuān)業(yè)學(xué)者以及相關(guān)政府部門(mén)進(jìn)行矯正，確保健康的數(shù)據(jù)和嚴(yán)謹(jǐn)分析能夠有助于實(shí)現(xiàn)具有代表性的廣大勞動(dòng)者的目標(biāo)并識(shí)別當(dāng)前妨礙這一目標(biāo)實(shí)現(xiàn)的障礙。UNIT10changemanagementManygurusurgethemtodiscovera“blueocean”wheretheycanswimwithoutcompetition.Otherarguethatthisisapipedream—ablueoceanwillimmediatelybeturnedredbycompetitors—andadvisethemtofocusonflexibility.許多大師催促他們發(fā)掘“藍(lán)?！保綄?duì)手罕至的領(lǐng)域暢游。另一些則說(shuō)這是白日夢(mèng)——藍(lán)海馬上會(huì)被競(jìng)爭(zhēng)對(duì)手變成一片紅海，他們建議公司注重靈活變通。2.Bossesendupconfusedandcynical,withsomelurchingfromonestrategytoanotherandothersconcludingthattheyneverwanttoheartheword‘strategy“again.最后，老板們昏頭轉(zhuǎn)向，疑竇叢生。有些在各種戰(zhàn)略之間游移不定，另一些則撂下話來(lái)，說(shuō)再也不愿意聽(tīng)到“戰(zhàn)略’一詞。3.TheBostonConsultingGroup(BCG)madeitsnamewithcleverideasaboutstrategy,mostnotablythatgrowth-sharematrix,whichhelpsfirmsdividetheirlinesofbusinessintostars,cash-cows,dogsandquestion-market.波士頓咨詢集團(tuán)（BCG)以戰(zhàn)略妙想揚(yáng)名立萬(wàn)，最為人熟知的是它的“增長(zhǎng)份額矩陣”幫助企業(yè)把企業(yè)劃分為“明星”，“現(xiàn)金牛”，“瘦狗”及“問(wèn)號(hào)”四類(lèi)。4.TheBBCtrioarguesthatbusinesssofast-movinganddiversethesedaythatasingle,overarchingstrategywillnolongerdo.Thecompetitivelandscapeisconstantlychanginginmanyindustries;businessspeedthroughthelife-cyclefromstarstodogs.So.theysay,wisebossesshouldchoosefroma“strategicpalette”inmuchthesamewaythatartistschoosefromapaletteofcolors.波士頓的這三位顧問(wèn)認(rèn)為，今時(shí)今日，商業(yè)世界瞬息萬(wàn)變，業(yè)務(wù)內(nèi)容多元多樣，統(tǒng)領(lǐng)一切的單一戰(zhàn)略已不再適用。在許多行業(yè)里，競(jìng)爭(zhēng)格局不斷變化；業(yè)務(wù)瞬間走完從”明星“到”瘦狗“的生命周期。所以，他們說(shuō)，明智的老板應(yīng)像藝術(shù)家從調(diào)色板里取色那樣，從”戰(zhàn)略調(diào)色板“中選取戰(zhàn)略。5.Itstartswiththe“classical”strategythatbusinessschoolhavetaughtsincethe1950s:findagoodniche,developaplantodominateit,thenmuscleup.Mars,aconfectionerygiant,maintainsitsdominancethroughcloserelationshipswithsuppliers,relentlesscostcontrolandtimelessproducts.該書(shū)首先提到的是各大商學(xué)院自20世紀(jì)50年代以來(lái)一直教導(dǎo)的”經(jīng)典“戰(zhàn)略：找到優(yōu)質(zhì)的利基市場(chǎng)，制定計(jì)劃占領(lǐng)市場(chǎng)，然后極力上位。糖果制造巨頭瑪氏與供應(yīng)商緊密合作，嚴(yán)格控制成本，推出永遠(yuǎn)不過(guò)時(shí)的產(chǎn)品，從而保持著市場(chǎng)主導(dǎo)地位。6.TataConsultancyServicestalksaboutits4Emodel—explore,enable,evangelizeandexploit—whichinEnglishmeanstryinglotsofsmallthingsandthenbackingwhicheveroneswork.塔塔咨詢公司提出4E模型——探索，開(kāi)啟。宣講，利用——解釋起來(lái)就是嘗試眾多小項(xiàng)目，可行的便全力支持。7.AnnaWojcicki,afamousof23andMe,cameupwithanewhealthproduct—akitthatallowsyoutoanalyzeyoursusceptibilitytovariousdisease—andthenfocusedonsellinghernewideatobothinvestorsandthegeneralpublic.23andMe.公司創(chuàng)始人之一安娜沃西基先是設(shè)計(jì)出了一款保值新產(chǎn)品——讓人分析自己患各種疾病的可能性的工具包——然后再專(zhuān)注于向投資者和大眾推銷(xiāo)這一創(chuàng)意。8.NovoNordisk,aDanishdrug-maker,hascaptured60%oftheChinesemarketforinsulinbyworkingcloselywithChinesedoctorsandhealthauthoritiestoraiseawarenessofdiabeteswhichhadpreviouslybeenunder-dragonsed.丹麥制藥商諾和諾德公司與中國(guó)的醫(yī)生及醫(yī)療衛(wèi)生部門(mén)緊密合作，提高了人們對(duì)糖尿病的認(rèn)識(shí)（之前一直漏診較多），目前已在中國(guó)的胰島素市場(chǎng)占據(jù)了60%的份額。9.Afourthstrategy—forcompaniesonthebrink—isrenewal:refocusonthebusinessdecisively,preservecapital,freeresourcestoapplytoareasofgrowth.第四個(gè)策略則面向身陷危局的企業(yè)——更新重振：果斷調(diào)整業(yè)務(wù)，保全資本，釋放資源與增長(zhǎng)領(lǐng)域。10.Overlyingalltheseoptionsisthestrategyofbeing“ambidextrous”,thatis,beingabletoskipnimblyfromonestrategytoanotherortopursueseveralofthemsimultaneously.位于所有這些策略之上的統(tǒng)領(lǐng)戰(zhàn)略是要“兩手俱利”，也就是能靈活的轉(zhuǎn)換策略，或同時(shí)并用幾個(gè)策略。11.Theclassical,niche-dominationstrategyoftenentailsminimizingvariationtosqueezeoutcosts;theadaptivestrategyinvolvesmaximizingvariationastofindoutwhichvariantworksbest.Theshapingstrategyisallaboutsharingbetweencompaniesandothers;theclassicalstrategyistypicallyallaboutbeingclosedanddefensive.搶占利基市場(chǎng)這一經(jīng)典戰(zhàn)略往往需要最大限度地減少多樣性，從而降低成本；調(diào)適策略則涉及多元發(fā)展的最大化，從而找到最佳之選。塑造市場(chǎng)策略講求的是公司和其他機(jī)構(gòu)之間的信息分享；而經(jīng)典戰(zhàn)略一般要求信息保密，封閉防守。12.Itissimplyassumedthattheexecutivesrunningthe“businessasusual”strategywillgetalonghappilywiththosepursuingthe‘disrupteverything“approach.他們只是簡(jiǎn)單假設(shè)負(fù)責(zé)”一切照?！安呗缘母吖芎头钚小鳖嵏惨磺小安呗缘母吖苣芎推焦蔡?。13.Itishardenoughforbusinesstoswitchwholesaletoanewstrategywithoutencounteringresistancefrommanagerswhohavetiedtheirreputationstotheoldone;maintainingdifferentteamsworkingsimultaneouslyonopposingstrategyisarecipeforinternecinewarfare,andforwastingresourcesasthefirmispulledinopposingdirections.企業(yè)要在戰(zhàn)略上改弦更張，難免會(huì)遭遇以舊手段打天下的管理者阻撓；讓不同的團(tuán)隊(duì)按時(shí)按對(duì)立的策略行事，容易造成內(nèi)訌，公司被兩極拉扯也導(dǎo)致資源浪費(fèi)。Unit11ChineseinnovationandcreativityMsFiorina'sprovocationfuelledaglobaldebateoveroneofthebigbusinessquestionsoftheage:canChinainnovate?菲奧莉娜的挑釁言辭讓這個(gè)時(shí)代一大商業(yè)議題的辯論愈演愈烈，那就是:中國(guó)能創(chuàng)新嗎？Theypointtothelaxprotectionofintellectual-property(IP)rightsandimitationbusinessmodelsinchinaasevidencethatChinesecompaniescannotcreateforthemselves.他們直指中國(guó)疏于保護(hù)知識(shí)產(chǎn)權(quán)，模仿他人的商業(yè)模式，并以此證明中國(guó)公司沒(méi)有自主創(chuàng)新能力。Twonewpublicationsbangthedrumfortheoppositesiteofdebate.兩份新的出版物為這場(chǎng)辯論的另一方擂鼓助威。MGIdoesnotfallintothecommontrapofconflatinginnovationwithinvention:“Theproofofsuccessfulinnovationistheabilityofcompaniestoexpandrevenuesandraiseprofits,”asopposedtofilinglotsofpatentsthatnevergetused,orreleasinga,streamofnoveltyproductsthatfailtogenerateareturn.MGI不落俗套，沒(méi)有將創(chuàng)新與發(fā)明混為一談:“成功創(chuàng)新的證據(jù)是公司能夠擴(kuò)大收入，提升利潤(rùn)”，而不是申請(qǐng)很多永遠(yuǎn)不會(huì)應(yīng)用的專(zhuān)利，或者發(fā)布一連串無(wú)法帶來(lái)回報(bào)的新奇產(chǎn)品。5Itweigheduptheextendtowhichtheydosothroughsuchthingsasbasicresearch，bythrowinglargenumbersofengineersatproblems（asfirmslikehuawei，atelecoms－equipmentmakeraregoodatdoing），byimprovingmanufacturingprocessesandsoon。他們衡量了這些公司通過(guò)基礎(chǔ)研究、投入大量工程師解決問(wèn)題(如電信設(shè)備制造商華為等公司就擅長(zhǎng)此道)，以及改進(jìn)生產(chǎn)流程等環(huán)節(jié)創(chuàng)造價(jià)值的程度。6However，itfindsthatinmanyothersectorschinaisnowtakingagloballeadintwoareasofinnovationinimprovingconsumerproductsandthebusinessmodelsusedtosellthem，andinmakingmanufacturingprocesscheaper。但報(bào)告發(fā)現(xiàn)，在許多其他行業(yè)中，中國(guó)目前正在兩個(gè)創(chuàng)新領(lǐng)域引領(lǐng)全球：一是改進(jìn)消費(fèi)品自己銷(xiāo)售這類(lèi)產(chǎn)品的商業(yè)模式；二是讓制造工藝更便益、更快、更好。7Chinesefirmsnowoutsellforeignrivalsinsuchthingsashouseholdapplianceinternetsoftwareandconsumerelectronics。中國(guó)公司如今在銷(xiāo)售如家用電器、互聯(lián)網(wǎng)軟件和消費(fèi)電子產(chǎn)品等方面超越外國(guó)選手。8.Chineseconsumersarereadyadoptersofsmartphones,socialmediaande-commerces,aswellasbeingvalve-conscious.ifconsumerfirmscanmakeitinchina,theycanmakeitanywhere.中國(guó)的消費(fèi)者已經(jīng)成為智能手機(jī)的擁躉，他們注重價(jià)值，如果消費(fèi)品公司能夠在中國(guó)立足，就能無(wú)往而不利9．so,Chinesedigitalfirmshavehadtofindnewwaystomonetizetheirusers’seyeball數(shù)字公司若要把用戶的關(guān)注轉(zhuǎn)化為金錢(qián)就不得不另辟蹊徑10.HisbookchroniclesincompellingdetailtheriseofChina’saloneentrepreneurialeconomy.Andyetthisarch-capitalistinsistthat,”Companiesalonecannotmakethemassivelong-termcontinentofresourcesneededtodiverinnovatinginmanycrucialareas.他的書(shū)以引勝的細(xì)節(jié)記錄中國(guó)創(chuàng)業(yè)經(jīng)濟(jì)的崛起。他堅(jiān)稱(chēng)，“在諸多關(guān)鍵領(lǐng)域，僅靠公司本身無(wú)法實(shí)現(xiàn)推動(dòng)創(chuàng)新所需的大量、長(zhǎng)期的資源投?！盪NIT12onebeltoneroad1.ThecelebratedrevivaloftheSkillRoadwouldseemtoheraldthereturnofChins’scharmoffensive,winningoverneighborsandothercountriesintheregionthroughincreasetradeincentiveandtransportconnectivity.著名的絲綢之路復(fù)興似乎預(yù)示了中國(guó)魅力攻勢(shì)的回歸，以貿(mào)易刺激和交通連接為契機(jī)，贏得了鄰國(guó)和這一地區(qū)的其他國(guó)家的青睞。2.Itenhancesthecountry’senergyandeconomicsecurityandmitigatestheriskattendanttotransportfuelandgoodsthroughunstable,unsecuredorunfriendlychannels.它增強(qiáng)了國(guó)家的能源和經(jīng)濟(jì)安全，減輕了通過(guò)不穩(wěn)定的，不安全，不友好的渠道運(yùn)輸燃料和商品所帶來(lái)的風(fēng)險(xiǎn)。3.However,SREB/MSRalsoushersinal