World Economic Roundup 中速听力
State all times in Eastern Time USA Accuracy of Transcript Note that closed captioning is not 100% accurate. There are occasional misspellings or other inaccuracies. This is the nature of the spontaneous way closed captioning text is transcribed. We believe these transcripts to be predominantly correct but does not guarantee their accuracy. Neither the information nor any opinion expressed constitutes a solicitation of the purchase or sale of securities or commodities
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Foreign Automakers Revving Up for China Car Boom
Falling sticker prices for passenger cars and rising incomes in China have executives of non-Chinese automakers optimistic about their short and long-term volume prospects in the world's most populous nation. At the Tokyo Motor Show, one of the world's biggest, which kicks off this week, auto industry executives from all over the world say they are keeping a close eye on China. One of them is BMW Chairman Helmut Panke. Helmut Panke "When you look at it for this year the projection is for the first time the Chinese car market, not light vehicle, will break the three million barrier," he said. "But just wait - pretty soon the Chinese market is going to be in the top three." But the foreign entrants face stiff competition -China has more than one hundred domestic automakers. Many global automakers have set up factories in China. Some of the top production plants churn out such brands as Volkswagen, Honda, Suzuki, Jeep, Hyundai, and Peugot. Jeep, owned by the German-American automaker DaimlerChrysler, set up in China in 1983 - making it pioneer in joint venture production. Dieter Zetsche, a board member of Daimler Chrysler AG introduces Mercedes' new hybrid car 'Bluetec' Thomas Hausch is DaimlerChrysler's top executive for international sales. He says the early start allowed Jeep to dominate the sport utility vehicle, or SUV, market and to be ready when it was time to diversify production. "With the opening of the market, SUV's from a percentage from a total market [perspective] went a little bit into the background," he explained. "We're always number one or number two with our production joint venture where we not only produce Jeeps today but we will also in the future, for example, produce the Chrysler 300C and our colleagues from Mercedes use that plant." Honda Motor China spokesman Masaya Nagai says the competition is getting tougher for foreign automakers because Chinese drivers are now more price conscious, sophisticated and selective. "They're also different from a couple of years ago when the customer were mostly looking for the traditional sedan type," he said. " But, right now, [Chinese are]same as the U.S. customers, Japanese customers - they started looking for the other types of vehicles, SUV's or mini-vans." Toyota Motor Corp. President Katsuaki Watanabe and Takeshi Yoshida, right, managing officer of Lexus Development Center, in front of premium division Lexus' new sedan concept car LF-Sh Toyota, the world's second largest automaker behind General Motors of the United States, has about a two percent share of the Chinese market. In comparison, it has five percent slice of the European market and a 10 percent share in the United States. Toyota spokesman Hideki Fujii says that means the dominant Japanese automaker must make Chinese buyers more aware of its brand, something it does not need to do in more mature markets. Mr. Fujii says Toyota's strategy is to produce cars in China, which will give it the ability to quickly respond to changing local tastes and introduce new models. But Mr. Panke at BMW says for luxury brands the most vital element is to make sure the Chinese driver gets exactly the same quality car and choice of options that are sold in more established markets such as Europe. "Currently out of the total mainland China car market the premium segment is something less than two percent, so it's small," he explained. " But those customers want exactly the BMW, the Porsche, the Mercedes, the Lexus, in there. So the premium market in China is going to continue because customers want to have the original." As foreign competitors move in, China's domestic manufacturers, confronting a falling market share and tighter profit margins, are looking overseas. China sold less than 50,000 cars outside the country last year. Most of those went to Iran or a few other Middle East nations. Chinese automaker Chery says it will begin exports to the United States and Europe in 2007. The domestic makers, which need to improve quality to have a shot at success in developed nations, are getting a boost from China's State Development and Reform Commission. It has initiated projects to advance the automotive electronics sector and will pay to build software platforms for auto design. But it will still be a long march abroad for China's automakers. At the current Tokyo Motor Show, of more than 600 models from over 12 countries, not a single Chinese car is on display.
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Listen The Millionaire Next Door Conversely, what is the effect of cash gifts that are knowingly ear-marked for consumption and the propping up of a certain lifestyle? We find that the giving of such gifts is the single most significant factor that explains lack of productivity among the adult children of the affluent. All too often such "temporary" gifts affect the recipient's psyche. Cash gifts earmarked for consumption dampen one's initiative and productivity. They become habit forming. These gifts then must be extended throughout most of the recipient's life.
It is important here to emphasize a point made throughout this book. Not all adult children of the affluent become UAWs. Those who do tend to have parents who heavily subsidize their children's standard of living. But many other sons and daughters of affluent parents become PAWs. The evidence suggests this happens when their parents are frugal and well disciplined and instill these values, as well as independence, in their children.
邻居是百万富翁 CONTENTS
Tables
Introduction
1: Meet the Millionaire Next Door
2: Frugal Frugal Frugal
3: Time, Energy, and Money
4: You Aren't What You Drive
5: Economic Outpatient Care
6: Affirmative action, Family style
7: Find Your Niche
8: Jobs: Millionaires versus Heirs
Acknowledgments
Appendix 1
Appendix 2
Appendix 3
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Listen Jack Welch --- Straight From the Gut
Bob showed up on time, ten minutes after I arrived. We sat together on a couch in the corner of a large empty lounge. Just the two of us. I told him the news, and his disappointment was visible. "What more could I have done?" he asked. "Bob, you've done more than I ever would have dreamt. You've done a great job. Everyone loves you, and you're going to be a great CEO. But I can't answer this question for you. I can't give you satisfaction on it. You did everything and more that was ever asked. I believe Jeff is the right guy for this company going forward. There's only one person to blame here. It's me." Bob and I had a long, probing discussion. I wasn't able to satisfy his need for more information. His great operating results made the decision hard for him to accept. Again, I tried to soften his disappointment. "Bob, you're going to be an all-star CEO. There's a big, lucky company out there waiting to get you." We shook hands and hugged.
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Listen Execution--The Discipline of Getting Things Done LEADERS GET THE BEHAVIOR
THEY EXHIBIT AND TOLERATE WHY THE RIGHT PEOPLE AREN'T IN THE RIGHT JOBS THE UNVARNISHED TRUTH People who are not accustomed to giving candid appraisals will struggle with the process at first. "They'll resist," says Redlinger. "How do you get them to understand it? When we started, it was contentious and difficult. Sometimes you'd take an extreme position to get people's attention. Somebody would say, 'Old Harry's done wonderful things,' and the reaction might be, 'You're crazy. He's a bum. He's never delivered results. He's full of hot air.' We'd get into arguments about these people, but in the end everyone knew more about the person being appraised. "The candid appraisals taught general managers to focus on the quality of their talent as a fundamental, competitive advantage. As they upgraded their organizations over time, it occurred to them that the businesses worked much better, they competed much more effectively with supertalent. And the character of the conversations changed. Instead of debating the quality and performance of individuals, they became more focused on how we can help so-and-so overcome this gap in knowledge or experience or capability, or where should we move him."
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Listen The Buffettology 巴菲特原则 THE DYNAMICS OF SHARE REPURCHASES If H&R Block had not implemented a share repurchase pro-gram, it would still have had as many shares outstanding in 2000 as it did in 1990, which was 106 million, which would equate to per share earnings of $3.49 ($370 million + 106 million = $3.49). Multiply $3.49 by a P/E ratio of 15 and you get a stock price of $52.35. The bottom line here is that H&R Block's stock repurchase program increased per share earnings by $.32 a share ($3.81 - $3.49 = $.32), which caused a corresponding increase in its stock price from $52.35 a share to $57.15. H&R Block shareholders who didn't sell their stock during this period ended up the beneficiaries of the decrease of shares outstanding; their slices of H&R Block net earnings just got bigger.
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Listen Take on the street (较量华尔街) Well, new SEC rules require all market centers and brokers to report on Web sites how well they execute customer orders. This information will be most useful to individual investors who want to know how their orders are filled and at what cost.Each market center must provide this information on a monthly basis. These figures can help you decide which market center is best for you. The data are just now being produced. Brokers and market centers are now figuring out how they rank against one another, looking for competitive advantages in the data. You can also compare the market center reports to see which ones fill orders the fastest and which ones delay executing orders to make a quick buck or
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Listen Anatomy of greed (解剖贪婪--安然内幕) If the water was muddy and/or the flood a raging destructive force, you can expect to have to hoe a long hard row. If you were swept away in the Flood, it is a warning that someone of the opposite sex whom you trust is actually trying to use you. If you escaped from the flood, you will be helped to overcome your obstacles.
So my flood was clear and gentle, and I escaped form it. Great! The unemployment thing was going to be a breeze.
What a load of crap.
Back in the real world, the blame game was heating up.
Congressional leaders were starting to chime in. In mid-December, the House Financial Services Committee opened its investigation. Ken Lay declined an invitation to appear before the committee, claiming he had Enron bankruptcy is 点击播报
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Introduction to Finance (以下斜体字部分为测试题及答案) ”To meet our projected sales volume, we’ll need additional capacity. We’ll have to have a new production line operating by midyear.”
”A new production line will mean we need additional warehouse capacity. That raises the issue of whether to add temporary capacity or build the new automated facility we’ve been planning.”
”Our Caracas office has outgrown the leased space it’s in. We’ve either got to break ground on the new facility we’ve planned there or take on the new lease.”
Assume you want to get an advance picture of how your company’s budgets are shaping up for next year. Match each forecasting tool in the left column with the need you would use it to identify in the right column. Drag the letter in the left column to the corresponding item in the right column. You may use the letters from the left column more than once.
A sales forecast
B operating expense forecast
C cash flow forecast
D capital expenditure forecast
timed requirements for cash to meet expenditures
overhead expenses
funds needed to expand capacity
direct labor and materials
funds for major facility and equipment purchases
(key: C B D A D )
In this topic, you learned the importance of using forecasting as a tool to anticipate revenues and expenses so that cash will be available to pay the bills. This is important for maintaining the good credit of your company and reducing the cost of funds. Companies that don’t pay their bills on time will find credit terms becoming tighter and the cost of money increasing. Among the key forecasts used by most companies are:
forecasts of sales and related direct expenses
forecasts of indirect operating expenses
forecasts of overall cash flow
forecasts of capital expenditures.
Business Skills Course Library --Moving from Product Selling to Solution Selling
--Understanding Conflict
--Planning Effective Business Meetings
--Financial Statements and Analysis
--The Negotiation Process
--Delegation Basics
--Communicate for Results
--Professional Assertiveness
--Introduction to Finance 本章节内容目录(黑体字为本次听力内容) Introduction to Finance --Course Overview
Overview --The Purpose of Financial Management Systems
Lesson Overview
Preassessment
Forecasting Cash and Capital Needs
Allocating Scarce Resources
Reporting Financial Condition
Mastery --Risk and Return
Lesson Overview
Preassessment
What is Risk
Sources of Risk
Risk and Return Trade-offs
Mastery --The Time Value of Money
Lesson Overview
Preassessment
Future Value and Inflation
Present Value
Discounting
Mastery --Tax Laws and Business Finance
Lesson Overview
Preassessment
How Corporations Are Taxed
Depreciation
Lease vs. Buy
Mastery
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