2018年翻譯資格考試英語筆譯高級(jí)模擬題：小企業(yè)的成功

　　英譯漢

　　At last count, there were 29.6 million businesses in the U.S.--and 99.9% of them can be filed under "small." But small is significant. Small businesses (with 500 or fewer employees) have generated 64% of new jobs in the past 15 years and are responsible for 50% of the GDP and 44% of the country's private payroll.

　　Now a study by the Guardian Life Small Business Research Institute, comparing key traits of small-business owners, provides an insider's view of what qualities set the success-oriented ones apart from their less ambitious peers.

　　"The Guardian Life Index: What Matters Most to America's Small Business Owners," surveyed more than 1,100 small businesses. Those that projected an annual growth of 10% between 2008 and 2009 and/or intended to expand their business between 2009 and 2010 were identified as "success-oriented." Nearly half the businesses fell into this study group.

　　Six Signs Of A Doomed Entrepreneur

　　"We wondered if the people who said that they were going to be successful held different ideas and passions to be more important than business owners simply looking to maintain their businesses in coming years," says Mark Wolf, director of the research institute.

　　Six personality traits emerged. "It really emphasizes that there isn't simply one type of entrepreneurial person," says Patricia Greene, Ph.D., the special academic advisor to the institute and a cofounder of the Diana Project, a multi-university research series on women and business ownership. "These are behaviors, but more importantly, they are behaviors that can be learned."

　　Collaborative

　　Success-oriented small-business owners understand how to delegate effectively to others within their business, as well as how to build strong personal relationships with their management team, employees, consultants, vendors and customers.

　　Collaboration, in the context of this survey, is not only about building the team from within--"giving employees reason to feel better about being a part of the team," says Wolf--but also developing connections outside of the operation. "It's all about networks," says Greene, "because through networking a small-business owner can create opportunities for others and to be able to rely on others to create opportunities for her."

　　Self-Fulfilled

　　Success-oriented small-business owners are more desirous of "doing something for a living that I love to do"; "being able to decide how much money I make"; and "being able to have the satisfaction of creating something of value."

　　Wolf and Greene agree that the takeaway is that entrepreneurism is personal, and that the feeling of being personally fulfilled and in control of one's own career can help drive an individual toward success.

　　Future-Focused

　　Planning for both the short- and long-term future are key traits that characterize success-oriented small-business owners. They are more focused on cash flow and more likely to have "a well-thought-out plan to run our business for years into the future" as well as "a well-thought-out plan to run our business day-to-day."

　　"For entrepreneurs, it's just as important to have long-term vision as it is to have short-term goals," says Greene. "The success-oriented respondents tended to have more directed visions of success."

　　Curious

　　Success-oriented small-business owners are more open to learning how others run their businesses. They actively seek best-practice insights regarding management, business innovation and prospecting, as well as finding, motivating and retaining employees.

　　"We had a number of questions on the interest in learning," says Wolf. For small-business owners, the study shows curiosity isn't just about learning from the trenches, it's about looking for answers outside of yourself and your business.

　　Tech-Savvy

　　Technology is a key point of leverage for success-oriented small-business owners. They more intensely value their companies' websites and are significantly more likely to "rely a great deal on technology to help make our business more effective and more efficient."

　　Wolf notes that the "tech-savvy" dimension doesn't mean blindly going the way of any new technology that comes along. "It's being aware of new technology, and then making choices based on what technology fits within the company's industry and mission," he says. Sometimes the best technology decision is not high-tech at all--think Rich Miller's highly sought "Capitol Fax" newsletter.

　　Action-Oriented

　　Success-oriented small-business owners are more committed to "taking the business to the next level"; "differentiating ourselves from our competitors"; and "having something to sell when I'm ready to retire." They also see adversity as a "kick in the rear to help move you forward." Not surprisingly, they are less concerned than other small-business owners about the overall state of the economy.

　　"When you hear these traits or see them, they make such perfect sense for the small-business owner who is passionate about what they are doing," says Greene. "These successful people are lifelong learners, and the most valuable point of the six dimensions is that they can all be learned."

　　"The Guardian Life Index: What Matters Most to America's Small Business Owners" was conducted by the Guardian Life Small Business Research Institute, a subsidiary of the Guardian Life Insurance Company of America.

　　參考譯文

　　小企業(yè)是指員工總數(shù)少于500人的企業(yè)。美國有2960萬個(gè)小企業(yè)，占企業(yè)總數(shù)的99%。但在過去15年間，他們創(chuàng)造了美國66%的新崗位，GDP 的50%和全國薪資總額的44%。

　　成功的小企業(yè)主是否有著不同于常人的特質(zhì)?有關(guān)機(jī)構(gòu)對(duì)1100家成功的的小企業(yè)進(jìn)行了調(diào)查。結(jié)果顯示， 企業(yè)主的六大個(gè)性特征決定了小企業(yè)的成功。

　　合作

　　成功的小企業(yè)主懂得如何有效地在企業(yè) 內(nèi)部授權(quán)，與管理層、咨詢機(jī)構(gòu)、供應(yīng)商和客戶建立強(qiáng)大的個(gè)人關(guān)系。不論在公司內(nèi)部還是外部，建立人脈都是發(fā)展的基礎(chǔ)，同時(shí)也為他人提供機(jī)會(huì)，使彼此互相依 賴，創(chuàng)造新的商機(jī)。

　　自我實(shí)現(xiàn)

　　成功的小企業(yè)主更傾向于“做自己喜歡做的事情”，“自己 決定要賺多少錢”，“從創(chuàng)造價(jià)值中獲得滿足�！闭f到底，企業(yè)家精神是私人的事情，個(gè)人實(shí)現(xiàn)的感覺和對(duì)自我職業(yè)生涯的掌控，能夠幫助個(gè)人邁向成功。

　　著眼于未來

　　成功的小企業(yè)主對(duì)短期和長期的未來都有規(guī)劃，他們更關(guān)注資金流，既有長期發(fā)展的年 度整體規(guī)劃，也有詳實(shí)的每日計(jì)劃。把愿景化為切實(shí)的行動(dòng)，才能獲得成功的回報(bào)。

　　好奇

　　成功的小企業(yè)主通常愿意借鑒同行的成功經(jīng)驗(yàn)。他們主動(dòng)追蹤管理、創(chuàng)新、行業(yè)前景的最新發(fā)展成果，也注重發(fā)現(xiàn)、激勵(lì)和保留員工。不僅在工作中學(xué)習(xí)，也從自身和 業(yè)務(wù)之外獲得靈感。

　　科技的敏銳性

　　科技是小企業(yè)成功的主要因素。他們花力氣制作公司的 網(wǎng)站，依靠科技使業(yè)務(wù)效果更好，效率更高。對(duì)科技的敏感性并不意味著盲目地運(yùn)用最先進(jìn)科技，而是按照自身的業(yè)務(wù)特點(diǎn)和發(fā)展需要，有選擇地使用科技產(chǎn)品。有 時(shí)候，最好的科技決定未必需要最新的高科技的支持。

　　以行動(dòng)為導(dǎo)向

　　成功的小企業(yè)主更多 地致力于將業(yè)務(wù)提升到新的階段，重視產(chǎn)品的差異化，希望在退休時(shí)仍有產(chǎn)品可供銷售。他們視競(jìng)爭(zhēng)對(duì)手為發(fā)展動(dòng)力，而鮮少關(guān)系整個(gè)宏觀經(jīng)濟(jì)局勢(shì)。 他們對(duì)工作充滿熱情，終生學(xué)習(xí)是最重要的成功因素。