高手帮忙翻译论文Ⅲ 但请勿用金山等翻译工具 谢谢

高手帮忙翻译论文Ⅲ 但请勿用金山等翻译工具 谢谢
回答的好我还会追加的!谢谢各位!
Next, Disney offended French sensibilities and created a wellspring of ill will when it used lawyers rather than its executives to negotiate construction and other contract for Euro Disney. It was simply not a French thing to do. In France, lawyers are considered a negotiating tool of absolute last resort. The use of lawyers early on in the process was a sigh of mistrust and backhand rejection of French ways. In terms of operations, Disney’s ignorance of European culture and French working norms caused more problems. The company, which prides itself on the clean All-American look of its employees, instituted a strict dress code for its local employees, barring facial hair, dictating a maximum length for fingernails and limiting the size of earring. The staff and its union rebelled at this perceived attack on everyday French fashion. Morale plunged.
“It was so unlike Disney to get so many details so wrong,” says one US-based securities analyst who follows the company. “Maybe it’s not such a small world after all. The company’s cultural insensibilities cost it a lot of money and goodwill. I think it is a good reminder to any company or individual doing business in another country, the devil is often in the cultural details. They can make or break you.” But for Disney at least, all is well that ends well. After making some significant cultural adjustment, Euro Disney is no longer the economic drain it once was on company coffers.
Regarding cultural differences as a challenge rather than a problem may mean a little more investment of time and funds, but it is more likely to produce international workable teams, systems and products. This general approach albeit with variances on each case, has helped Japanese, Germans and Scandinavians adapt successfully to international markets. It has also helped cultivated the deep awareness of quality and consumer-friendliness, which characterizes the products of these successful countries, and pervades business thinking and aspirations.

随后/最后/紧接着,迪斯尼公司通过律师而不是其经理人员作为代表就欧洲迪斯尼乐园的建设及其他合同进行谈判,这在情感上冒犯了法国民众并造成了法国人对其痛恨的根源.这不是法国人做事的方式.在法国,律师只是进行谈判时最后的手段.在事情的初级阶段就使用律师,在法国人看来是缺乏信任和敌对的表现.在谈判过程中,迪斯尼公司对欧洲文化及法国习俗的忽视导致了更多的问题.公司以其员工纯美国化的风格而自豪,因此为其在本地的员工建立了严格的着装规范,包括不得留胡须、规定指甲的长度限制及耳环大小的限制.员工和工会对这些明显违背法国日常习俗的行为进行抵制,从而造成公司士气低落.
“在如此多的细节上犯错实在不是迪斯尼公司的风格”,一位关注迪斯尼公司的美国证券分析师如是说道,“或许世界并不是那么小（意思是存在着巨大的文化差异）.公司在文化上的不敏感导致了其在资金和良好意愿方面更多的付出.我想这对任何在其他国家从事商业活动的企业和个人来说,都是一个很好的借鉴,文化方面的细节很重要,可以说是成也萧何、败也萧何.”不过至少对迪斯尼公司而言,结果很不错那么一切都还好.在进行了一系列显著的文化方面的调整后,欧洲迪斯尼分公司不再是总公司薄弱的一环了.
把文化差异当作一种挑战而不是问题来对待可能会更多地耗费时间和金钱,但是这样更易于建立一支国际化的团队、系统和产品.虽然这一原则性的方法在具体个案中会出现一些偏差,但是它已经帮助过日本、德国和斯堪的纳维亚半岛诸国的民众很好地适应了国际市场,它也有助于加深质量意识和为顾客着想的意识,这些意识正是上述成功国家的产品的特点,同时也体现了商业思维与商业激情的精髓.