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Upper-Intermediate - Management Localization (D1657)

A: 最后谈一下那个有关于管理的本土化的问题。
zuı̀hòu tán yı̄xià nàge yǒuguānyú guǎnlı̌ de běntǔhuà de
wèntı́.
Lastly I’ll talk a bit about the issue of management localiza-
tion.

A: 比如说很多公司到中国来以后知道中国的一些传
统习惯,比如说春节,中秋节。所以他们会在这
个时候给公司发比如说给员工发一些红包。这些
都是比较好的一些做法。它尽量地去符合就是当
地的一些风俗习惯。
bı̌rú shuō hěn duō gōngsı̄ dào Zhōngguó lái yı̌hòu zhı̄dào
Zhōngguó de yı̄xiē chuántǒng xı́guàn, bı̌rú shuō chūnjié,
zhōngqiūjié. suǒyı̌ tāmen huı̀ zài zhège shı́hòu gěi gōngsı̄
fā bı̌rú shuō gěi yuángōng fā yı̄xiē hóngbāo. zhèxiē dōu shı̀
bı̌jiào hǎo de yı̄xiē zuòfǎ. tā jı̌nliàng de qù fúhé jiùshı̀ dāngdı̀
de yı̄xiē fēngsúxı́guàn.
For example, after coming to China, many companies learn
about different Chinese traditional customs like Spring Fes-
tival and Mid-Autumn festival. So because of this, during
those times they’ll give, for example, red envelopes to their
employees. This is a pretty good way of localizing. They do
their best to conform to the habits and customs of the local
people.

A: 但是的话除了这些其实是不够的,有时候呢牵涉
到一些在商业上面的一些非常非常就是说,关键
的地方。那这些地方可能有文化冲突的问题。
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dànshı̀ dehuà chúle zhèxiē qı́shı́ shı̀ bùgòu de, yǒushı́hou
ne qiānshè dào yı̄xiē zài shāngyè shàngmian de yı̄xiē fēi-
cháng fēicháng jiùshı̀shuō, guānjiàn de dı̀fang. nà zhèxiē
dı̀fang kěnéng yǒu wénhuàchōngtū de wèntı́.
But, if this is all you do, it’s actually not enough. Sometimes
this kind of thing can get involved in the business side of
some very very, like, crucial areas. In those areas there
may be a bit of an issue of cultural differences.

A: 在很多国际性的大公司里面,你收的那个礼品
不能超过打个比方,可能25块美金。那25块美金
的话可能相当于人民币大概在200块钱不到。但
是你知道现在一盒月饼的价格,往往早就超过
了200块。
zài hěn duō guójı̀ xı̀ng de dà gōngsı̄ lı̌miàn, nı̌ shōu de nà-
ge lı̌pı̌n bùnéng chāoguò dǎgèbı̌fāng, kěnéng èrshı́wǔ kuài
měijı̄n. nà èrshı́wǔ kuài měijı̄n dehuà kěnéng xiāngdāng-
yú rénmı́nbı̀ dàgài zài liǎngbǎi kuài qián bùdào. dànshı̀ nı̌
zhı̄dào xiànzài yı̄ hé yuèbı̌ng de jiàgé, wǎngwǎng zǎo jiù
chāoguò le liǎngbǎi kuài.
In some very international companies the gifts you receive
cost more than, for example, maybe $25 U.S. Well, if $25
U.S. is to about 200 RMB or even less. However, as you
know, right now the price of a box of mooncakes is usually,
beginning a long time ago, over 200 kuai.

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A: 当时我曾经碰到过一个公司,那他们就说OK,那
按照这个规定的话也就是说我们的员工不应该接
受任何的月饼,我们也不应该赠送任何的月饼给
我们的客户啊或者其他人,否则就是贿赂。
dāngshı́ wǒ céngjı̄ng pèngdào guò yı̄ gè gōngsı̄, nà tāmen
jiù shuō OK, nà ànzhào zhè ge guı̄dı̀ng dehuà yějiùshı̀shuō
wǒmen de yuángōng bù yı̄nggāi jiēshòu rènhé de yuèbı̌ng,
wǒmen yě bù yı̄nggāi zèngsòng rènhé de yuèbı̌ng gěi wǒ-
men de kèhù a huò zhě qı́tārén, fǒuzé jiùshı̀ huı̀lù.
At one point I ran into this company and they decided, ’OK,
well according to the rules, our employees shouldn’t be re-
ceiving any kind of mooncakes, so we also shouldn’t be giv-
ing our clients or other people any. Otherwise it could be
considered a bribe.’

A: 但是在中国怎么办?你不送给客户月饼就意味着
客户觉得你不尊重他们,那你不接受人家送的,
经销商送的月饼人家又觉得你看不起他。
dànshı̀ zài Zhōngguó zěnme bàn? nı̌ bù sònggěi kèhù yuè-
bı̌ng jiù yı̀wèi zhe kèhù juéde nı̌ bù zūnzhòng tāmen, nà nı̌
bù jiēshòu rénjiā sòng de, jı̄ngxiāoshāng sòng de yuèbı̌ng
rénjiā yòu juéde nı̌ kàn bu qı̌ tā.
But in China, how is that possible? If you don’t give your
clients mooncakes it implies that you don’t respect them.
And then if you don’t accept other people’s mooncakes, the
mooncakes your dealers give you, they’ll think you think little
of them.

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A: 但是其实这么一个简单的问题就牵涉到一个本土
化的问题。就是说去做好但同时又不违反法律不
违反道德准则。
dànshı̀ qı́shı́ zhème yı̄ gè jiǎndān de wèntı́ jiù qiānshè dào
yı̄ gè běntǔhuà de wèntı́. jiùshı̀shuō qù zuò hǎo dàn tóngshı́
yòu bù wéifǎn fǎlü
ù bù wéifǎn dàodé zhǔnzé.
Actually such a simple problem gets dragged into the issue
of localization. So like to do it well, but not to break any laws
or violate any ethical standards.

A: 我想说如果一家跨国公司,一家国际性的大企
业,它想要在中国发展经营,它如果能够很好地
处理了本土化这个问题,能够很好地就说跨过这
道门槛的话,它在中国的发展应该是说非常非常
大有前景。
wǒ xiǎng shuō rúguǒ yı̄ jiā kuàguó gōngsı̄, yı̄ jiā guójı̀ xı̀ng
de dàqı̌yè, tā xiǎngyào zài Zhōngguó fāzhǎn jı̄ngyı́ng, tā rú-
guǒ nénggòu hěnhǎo de chǔlı̌ le běntǔhuà zhè ge wèntı́,
nénggòu hěnhǎo de jiù shuō kuà guo zhè dào ménkǎn de-
huà, tā zài Zhōngguó de fāzhǎn yı̄nggāi shı̀ shuō fēicháng
fēicháng dà yǒu qiánjı̌ng.
What I would say is that if a transnational company, an in-
ternational enterprise, wants to develop its management in
China, if it’s capable of handling the localization issues well,
and capable of stepping over this threshold, then it will have
very, very good prospects for developing in China.

Key Vocabulary

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管理 guǎnlı̌ management

风俗习惯 fēngsúxı́guàn social habits and cus-


toms

牵涉 qiānshè to involve in

文化冲突 wénhuàchōngtū cultural conflict

国际性 guójı̀ xı̀ng international

相当于 xiāngdāngyú to be equivalent to

规定 guı̄dı̀ng rule, regulation

接受 jiēshòu to accept

赠送 zèngsòng to give as a gift

贿赂 huı̀lù bribe

意味着 yı̀wèi zhe to imply

尊重 zūnzhòng to respect

经销商 jı̄ngxiāoshāng dealer

看不起 kàn bu qı̌ to look down on

违反 wéifǎn to violate

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道德 dàodé morals, ethics

准则 zhǔnzé standards

跨国公司 kuàguó gōngsı̄ transnational corpora-


tion

跨过 kuà guo to step over

门槛 ménkǎn threshold

前景 qiánjı̌ng good prospects

打比方 dǎ bı̌fāng as an analogy

Supplementary Vocabulary

嗦 luōsuo talkative

等于 děngyú to be equal to

采取 cǎiqǔ to adopt

措施 cuòshı̄ measure

原则 yuánzé principle

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