wal-mart you don't know 英语听力的全篇翻译

wal-mart you don't know 英语听力的全篇翻译
wal-mart you don't know 英语听力的全篇翻译

wal-mart you don't know 英语听力的全篇翻译
The Wal-Mart You Don’t Know
Wal-Mart is not just the world's largest retailer. It's the world's largest company--bigger than Exxon Mobil, General Motors, and General Electric. The scale is hard to absorb. Wal-Mart sells in three months what number-two retailer Home Depot sells in a year. Wal-Mart wields its power for just one purpose: to bring the lowest possible prices to its customers. At Wal-Mart, that goal is never reached. The retailer has a clear policy for suppliers: On basic products that don't change, the price Wal-Mart will pay, and will charge shoppers, must drop year after year. But what almost no one outside the world of Wal-Mart and its 21,000 suppliers knows is the high cost of those low prices. Wal-Mart has the power to squeeze profit-killing concessions from vendors. To survive in the face of its pricing demands, makers of everything from bras to bicycles to blue jeans have had to lay off employees and close U.S. plants in favor of outsourcing products from overseas.
Indeed, the real story of Wal-Mart, the story that never gets told, is the story of the pressure the biggest retailer relentlessly applies to its suppliers in the name of bringing us "every day low prices." It's the story of what that pressure does to the companies Wal-Mart does business with, to U.S. manufacturing, and to the economy as a whole.
The giant retailer's low prices often come with a high cost. Wal-Mart's relentless pressure can crush the companies it does business with and force them to send jobs overseas. Are we shopping our way straight to the unemployment line?
Of course, U.S. companies have been moving jobs offshore for decades, long before Wal-Mart was a retailing power. But there is no question that the chain is helping accelerate the loss of American jobs to low-wage countries such as China.
One way to think of Wal-Mart is as a vast pipeline that gives non-U.S. companies direct access to the American market. “People ask, 'How can it be bad for things to come into the U.S. cheaply? How can it be bad to have a bargain at Wal-Mart?' Sure, it's held inflation down, and it's great to have bargains, but you can't buy anything if you're not employed. We are shopping ourselves out of jobs."
There is no question that Wal-Mart's relentless drive to squeeze out costs has benefited consumers. The giant retailer is at least partly responsible for the low rate of U.S. inflation, and a study concluded that about 12% of the economy's productivity gains in the second half of the 1990s could be traced to Wal-Mart alone.
By now, it is accepted wisdom that Wal-Mart makes the companies it does business with more efficient and focused, leaner and faster. Wal-Mart itself is known for continuous improvement in its ability to handle, move, and track merchandise. It expects the same of its suppliers. But the ability to operate at peak efficiency only gets you in the door at Wal-Mart. Then the real demands start. Wal-Mart is legendary for forcing its suppliers to redesign everything from their packaging to their computer systems. It is also legendary for quite straightforwardly telling them what it will pay for their goods.
你不知道的沃尔玛
沃尔玛不仅是世界上最大的零售商.这是世界上最大的公司 - 埃克森美孚,通用汽车公司和通用电气大.规模是难以吸收.沃尔玛卖什么排名第二的零售商Home Depot的销售在一年中的3个月.沃尔玛挥动其目的只有一个权力：它的客户带来最低的价格.在沃尔玛,这个目标是从来没有达到过.零售商供应商一个明确的政策：在基本不改变的产品,沃尔玛将支付的价格,将收取的购物者,必须放弃年复一年.但几乎没有人知道以外的沃尔玛和它的21000供应商的世界的是那些低价格的成本高.沃尔玛的权力,挤压供应商的利润杀害优惠.在面对其定价的要求,一切从胸衣到自行车,蓝色的牛仔裤制造商生存不得不从海外员工,并关闭美国工厂裁员赞成外包产品.
事实上,沃尔玛,永远不会告诉的故事,真实的故事是压力最大的零售商无情地适用于它的供应商在给我们带来的名字的故事“天天低价”.它的的压力,沃尔玛,美国的制造业,并作为一个整体的经济业务的公司的故事.
零售业巨头的低价格往往带有很高的成本.沃尔玛的无情的压力,可以粉碎业务的公司,并迫使他们在海外发送作业.我们购物的方式直接失业?
当然,美国公司已经几十年来为移动作业离岸,很久以前沃尔玛是零售电源.但是,毫无疑问,链有助于加快美国的就业机会流失到低工资的国家,如中国.
认为沃尔玛的方法之一,是一个巨大的管道,让非美国公司直接进入美国市场. “有人问,”怎么可以是坏的东西,到美国来便宜?怎样才可以不好,有一个在沃尔玛讨价还价吗?“当然,它的举行通胀下来,它的伟大有讨价还价,但如果你不雇用,你可以不买任何东西.我们在购物时自己的职位.“
没有问题,沃尔玛的无情排挤成本消费者获益.零售业巨头至少部分是负责美国的通货膨胀率较低率的一项研究得出的结论是可以追溯到沃尔玛单独约12％,下半年在20世纪90年代的经济生产率的提高.
到现在,它被接受的智慧,沃尔玛使得它更有效率,重点突出,精简和更快的业务的公司.沃尔玛本身是在其处理能力,移动,不断改进和跟踪商品.该公司预计其供应商相同.但峰值效率运行的能力,只有你在沃尔玛的大门.那么真正的需求开始.沃尔玛迫使其供应商重新设计一切从包装到自己的计算机系统的传奇.这也是传说中相当直截了当地告诉他们,该公司将支付其商品.