《領(lǐng)先商務英語專業(yè)系列教材：領(lǐng)先商務英語閱讀（4）》以最新頒布的《高等學校商務英語專業(yè)教學要求（試行）》為指導，在編寫過程中本著“突出跨文化商務交際能力的培養(yǎng)”的原則，在課文素材上進行了認真的遴選。課文全部來自國外原版專業(yè)著作、報刊及網(wǎng)絡(luò)等。通過“商務文化熱門話題”、“著名商務企業(yè)介紹”、“經(jīng)、管、法基本知識”和“名人軼事”等內(nèi)容給學生在學習語言的同時提供更多的機會了解商務方面的相關(guān)知識。
Unit 1 Economic Evolution
Text A Economic Evolution
Text B Why Has China Grown So Much Faster than the Other Parts of
Developing Asia?
Unit 2 Trade
Text A Treasure Island： The Power of Trade
How Trade Transforms Our Standard of Living
Text B Does Cutting Trade Barriers Cause More Rapid Economic Growth?
Unit 3 Trade Remedies
Text A Trade Remedies What Business Needs to Know
Text B Japan Emerges from Its Trade Shell
Unit 4 Banking
Text A The Banking Crisis： Thinking the Unthinkable
Text B Could German State Banks Collapse?
Unit 5 Cross-cultural Dilemmas
Text A Reconciling Cultural Dilemmas
Text B Dilemma Mapping in South Africa
Unit 6 Does the Internet Change Us a Lot?
Text A Is Music Piracy Stealing?
Text B Google'sAntitrust Trouble
Unit 7 Brand Building
Text A Learning from the Olympics
Text B Who's Got the Power?
Unit 8 Green Powers
Text A Wind： The Power， the Promise， the Business
Text B Green Investing： Clever Plays in Clean Tech
Unit 9 Leadership Culture
Text A The Cultural Business Leader and His Task
Text B The Last Rajah
Unit 10 Emerging Markets
Text A The New Champions： Emerging Markets
Text B Banking in India
Unit 11 Brand
Text A Best Global Brands
Text B How Does a Brand Promise Drives Change in a Multinational
Organization?
Unit 12 Globalization
Text A China's Accounting Switch Holds Perils as well as Promise
Text B The Beast Goes on Safari-Can WaI-Mart Make It in Africa?
Unit 13 Corporate Social Responsibility
Text A What Really Went Wrong with Enron? A Culture of Evil?
Text B Johnson & Johnson's Corporate Social Responsibility
Unit 14 Sub-prime Crisis
Text A Sub-prime Crisis， What Is It About?
Text B Mortgage Woes Could Be Tip of the Iceberg
There's also a nascent industry taking shape around aconcept called demand response， under which residential andbusiness customers agree to be connected to equipment thatreduces their energy consumption at times of peak usage orbecause of market prices. Companies such as EnerNOC （ENOC）and Comverge （COMV） provide electricity monitoring systems."The cleanest， most affordable type of energy efficiency isnever using energy in the first place， and that's exactly whatthese companies help utilities to achieve， and consumers，" saysUldrich.
"As sensors get more effective and drop in price as a resultof advances in the semiconductor business， they will find moreopportunities and be able to go into more people's homes withthese smart networks，" he says. "There's a lot of efficiency stillto be squeezed out of the system and both those companies areclose to figuring out how to do it."
Multiyear Contracts Make Revenue Predictable
Rob Stone， an analyst at Cowen （COWN） in Boston， advisesinvestors to look at companies such as Comverge as bets thatwill pay off over the long term， once they have put the up-frontexpenses of building out an intelligent network for reducingusage in homes and businesses behind them. （Cowen and/or itsaffiliates received compensation for investment banking servicesfrom Comverge in the past 12 months and makes a market in itssecurities.）
"What [they're] doing is building up a base of assets thatwill produce long-term recurring revenue and very good cashflow， particularly in the case where they can sign a new contracton an existing fully depreciated network，" Stone says.
Even though he doesn't expect Comverge to be profitableuntil 2009， Stone has an outperform rating on the stock. As thecompany continues to sign up new customers， it will add onlayers of recurring revenue from utilities， which pay according tothe number of megawatts under management， he says. And themultiyear contracts it has with utilities ensures that revenue will befairly predictable year by year.
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