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1. 课文一 2. 课文二


Text 1

 

Cash by Computer: Automated Teller Machines

 

    Automated teller machines are now part of our life. Nationwide computer networks make it possible for a cardholder to withdraw cash in one state from a bank account in another state. An ATM can also offer several other banking services, which gives us the feeling that the bank is always next to you.

   In 1990, automated teller machines (ATM's) across the United States handled 6 billion banking transactions—a threefold increase from the early 1980's. Customers used the country's more than 80 000 banking machines primarily to withdraw cash, make deposits, check account balances, and transfer funds between savings and checking accounts.

   The popularity of ATM's has increased dramatically since the early 1970's, when Citibank of New York City and Banc One of Ohio became the first financial institutions to install ATM's on a large scale. At the time, the banks hoped simply to reduce their operating costs by replacing human tellers with machines, little suspecting that the cash machines would become so successful. But as more banks added round-the-clock automated service through ATM's, their competitors scrambled to keep pace and the machines proliferated.

   By the late 1970's, banks realized that they would save more money—and could provide service at many more locations—by electronically linking ATM's in networks. Today, nearly all large banks in the United States belong to one of 85 regional networks.

   A regional network may encompass a metropolitan area; a state; or, in a few cases, several neighboring states. Regional networks typically operate ATM's at hundreds of locations, thereby enabling customers to get cash not only at banks but also at airports, office buildings, shopping malls, supermarkets, and other sites.

   The largest regional networks include New York Cash Exchange (NYCE) in New York, Star System in California, Money Access Service in Philadelphia, and MOST in Washington, D.C. Only Banc One and a few other banks that pioneered ATM's continue to operate their own networks.

   In addition to a regional network, most large banks belong to one of the two large international networks—Cirrus System Incorporated, headquartered near Chicago, or Plus System Incorporated, based in Denver. These networks enable customers to use ATM's when traveling in the United States or in more than 20 countries abroad. Both systems convert foreign currency withdrawals to dollars at the day's exchange rate and subtract the amount from a savings or checking account back home.

   To use an ATM, all you need is a plastic cash card issued by your bank. The cardholder and the issuing bank are identified both by lettering and by embossed numbers on the card. In addition, a cash card carries the name of the regional network the bank belongs to, such as NYCE or Star System. The card works in any machine in that network. A card bearing a Cirrus or Plus System logo can be used in all machines in those networks as well.

   Your bank may also offer ATM service through a credit card, such as MasterCard or Visa. MasterCard International owns Cirrus, and Visa International owns about a third of Plus System. In addition, agreements between the American Express Company and several regional networks enable American Express cardholders to use machines in those networks.

   On the back of the cash card, a magnetic strip carries coded data, including the cardholder's personal identification number, bank account number, and a number that identifies the issuing bank. The strip is made of plastic coated with metallic particles magnetized to form a pattern that stores the card's numerical data. Magnetic strips on some cards also carry the cardholder's name, enabling ATM's to address customers by name.

   To begin a transaction, the customer inserts the card into an ATM and punches in a personal identification number on the machine's keypad. This personal ID number, which typically consists of four digits, prevents anyone else from using the card.

   The ATM next flashes instructions on its display screen for carrying out transactions. To get cash, for example, the customer presses buttons that indicate whether the money should be withdrawn from a checking or a savings account and the amount to be withdrawn. This request is then displayed on the screen. After the customer presses a button to verify that the information is correct, the ATM goes to work on the request.

   Inside the machine, an electromagnetic device called a card reader has already scanned the magnetic strip on the card and converted the data coded on it into electrical signals. These signals and electrical signals representing the cardholder's request travel together to a series of computers that check the information, route it to the next computer, and authorize the transaction. The information nearly always travels through the system by telephone lines, even though the computers that process transaction requests may be hundreds of miles apart. A few banks, which have branches in neighboring states, find it cheaper to relay requests by satellite instead.

   The request first reaches the computer that drives the ATM. This computer checks the numbers on the customer's card to determine whether the customer's bank belongs to the same regional network as the ATM. If so, the computer routes the request to the regional network's central computer, called the switch. If not, the computer routes the request to a national switch belonging to Cirrus or Plus System for identification of the regional network. The national switch then routes the request to the proper regional network switch.

   The switch lies at the hub of an ATM network. It acts as a traffic officer, directing requests from thousands of ATM's to the proper banks. The switch stores identification numbers for all the banks that share the regional network. By checking the data received from the ATM against numerical tables stored in its memory, the switch can identify the customer's bank and direct the request to it.

   The bank's computers process the request in two stages. One computer stores personal ID numbers in its memory. It identifies the customer and verifies that the personal ID number keyed in at the ATM matches the ID number on the card. If the numbers do not match, a message comes back to the ATM informing the customer that he or she has entered an invalid ID number.

   If the ID numbers do match, the computer forwards the request for cash to a computer that stores records of customers' accounts. After this computer receives the request it checks how much money is in the customer's account, and—if there are sufficient funds—subtracts the cash requested from the balance. The computer then sends a signal approving the transaction. If the account does not contain enough money, the computer sends a denial of the request.

   The approval or denial travels back to the ATM via the same series of computers. An approval arrives with signals that instruct the machine's cash-storage bins to extract and dispense the correct number of bills. Although various methods have been developed for delivering cash, most machines use rollers or suction devices to count and spit out the precise number of bills.

   The ATM's printer then makes out a receipt indicating the amount of the transaction and its date and time. Many receipts also note the new balance1 in the cardholder's bank account.

   Deposits and other transactions are handled by the system in much the same way as withdrawals. But deposits must be placed in an envelope and inserted into a slot in the ATM. The envelope is collected and sent to the bank by people who service2 the machine. For this reason, it can take three or four days from the time of an ATM deposit3 until the funds are available for withdrawal. To limit the delay in entering deposits, some banks allow customers to make ATM deposits only in machines at the bank.

   Machines in busy locations receive daily service visits to remove deposit envelopes and restock them with cash. Less active machines may be serviced only weekly or monthly. An ATM may be stocked with as much as $80 000 and typically handles about 5 000 transactions—including deposits and transfers of funds—before needing a refill. Cash withdrawals are the most common transactions, and the average withdrawal is $55.

   How safe is banking by ATM? The personal ID number is meant to prevent anyone from using a cash card without authorization. If someone enters the wrong identification number for a card, a message on the ATM's screen will ask the user to try again. If three attempts fail to produce the correct number, most machines keep the card. This safeguard prevents anyone who might find a card from trying to crack the identification code by trial and error. As another precaution against card theft, the bank generally limits the amount that may be withdrawn by cash card in a single day, in most cases to $200.

   The ID number and account number magnetically coded on the card are kept confidential during transmission by a process of scrambling called encryption4. A coding device inside the ATM scrambles the numbers before they are sent to the switch. The switch and the other computers along the way unscramble5 the information to read it, then scramble it again before relaying it. Finally, the computer with the bank's records unscrambles the information once more before gaining access to an account. Encryption prevents someone from electronically tapping into an ATM network and stealing money. In addition, all the information on a cash card's magnetic strip is also encrypted so that someone finding a card cannot learn the cardholder's personal ID number or bank account number.

   What happens if you make a mistake in entering information? If you deposit a check for $1 000 but press buttons indicating a deposit of only $100, the mistake will be caught once the envelope with the check arrives at the bank. The additional $900 will then be credited to your account. As another safeguard, a computer tape inside the machine records each transaction and the number and denomination of the bills dispensed.

   ATM technology has changed little since the early 1970's, though today's machines operate with much greater speed and reliability and perform a wider variety of operations. An entire transaction, from inserting the card to receiving the cash and printed receipt, now takes as little as 10 seconds, even though the request may have gone to computers in several different states.

   ATM's may perform more operations in the future. A pilot system in Philadelphia, for example, allows ATM customers to cash paychecks for exact amounts, make installment payments on loans, reorder checks, and print bank statements. Access to some ATM's can be adjusted at the touch of a button to accommodate people in wheelchairs or in automobiles.

   The U.S. government even plans to deliver welfare benefits through ATM's and has instituted pilot programs in Baltimore, Houston, and several other cities. Under these programs, welfare recipients receive cash cards, which they use to withdraw funds from a monthly deposit made by the government.

   By 1991, banks had issued more than 190 million cash cards. Holders of these cards will one day be able to use almost any machine in the United States, Canada, Mexico, or overseas, as regional networks hook up with the international networks.

   ATM's have already transformed America's banking habits. As more financial transactions are performed electronically, the role of ATM's will become even larger.

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课文一

 

用计算机取钱:自动取款机

 

 

    今天,自动取款机成了我们生活的一部分。遍布全国的计算机网络使持卡人可以在异地从银行帐户上取款。自动取款机还可以提供其它的银行服务,这使我们觉得银行就在你身边。

 

 

 

  1990年,全美的自动取款机(ATM)共处理了60亿笔银行交易——比80年代初增长了三倍。用户们用全国的8万多台机器主要来取款,存款,查询帐户余额,在储蓄账户和支票账户间转移资金。

 

 

 


    20世纪70年代初,纽约市城市银行和俄亥俄第一银行成为最早大规模地安装自动取款机的金融机构,自动取款机的普及程度自此急剧增加。当时的银行不过是想用机器代替人工出纳员,以降低操作成本,几乎没有想到自动取款机会如此成功。随着更多的银行利用自动取款机增加24小时自动服务,竞争者们都争着跟上步伐,自动取款机也随之激增。

 

 

 


   到70年代后期,银行意识到,把自动取款机通过电子连到网络上,就可以节省更多的钱,还可以在更多的地方提供服务。今天,几乎所有的美国大银行都属于85个区域网络中的某一个。

 

 

    一个区域网可以覆盖一个大城市,一个州,有时甚至覆盖临近的几个州。区域网一般可以操纵几百个地点的取款机,这样,用户就不仅可以在银行取款,还可以在机场、办公楼、商厦、超市,和其它的地方取款。

 


    最大的区域网有纽约的纽约现金交易网(NYCE),加州的星星网络,费城的货币服务网,和华盛顿的莫斯特网(MOST)。只有第一银行和几家最早使用自动取款机的银行仍在通过自己的网络操作。

 

 


    除了区域网,大多数大银行都属于两家大的国际网络
——总部设在芝加哥附近的Cirrus System公司或丹佛的Plus System有限公司。这些网络的用户可以在全美和20多个国家旅行时使用自动取款机。两大系统都可以按当日的汇率把支取的外币转成美元,并从国内的储蓄或支票帐户中扣除。

 

 

 

 

    你只需要一张你的银行发行的塑料储蓄卡,就可以使用自动取款机。通过卡上刻印的字母和浮凸的数字可以识别持卡人和发卡银行。此外,储蓄卡上还有银行所属区域网的名称,例如NYCE或星星网络。储蓄卡在网络内的任何一台机器上都可以使用。有Cirrus System或Plus System字样的卡,可以在这些网络的所有取款机上使用。

 

 

 

   银行还可能通过信用卡提供自动取款机服务,例如万事达信用卡和维萨信用卡。万事达跨国公司拥有Cirrus System,而维萨跨国公司拥有Plus System的三分之一。此外,美国运通公司和几家区域网络达成协议,使美国运通卡的用户能在这些网络使用自动取款机。

 

 

    信用卡背面的磁条有编成密码的数据,包括持卡人的个人识别码,银行帐户号码和发卡银行代码。磁条是塑料制成,外加一层磁化的金属粒子,排列组合后用来存储卡上的数字信息。一些卡上的磁条还带有持卡人的姓名,使取款机可以称呼用户的名字。

 

 

 

 

    交易时,用户先把卡插进取款机里,然后在取款机上的键盘上键入密码。个人密码通常是四位数,可以防止任何其他人使用这张卡。

 

 

 

    之后,取款机的屏幕上就会闪现出执行交易的指令。比如,要提取现金,用户就按按钮确定,是从支票帐户还是储蓄帐户中取钱,以及支取的数额。然后,用户的要求就会出现在屏幕上。在用户按下按钮确认信息正确后,取款机就会根据用户的要求工作。

 

 


    在机器内部,一种叫作读卡器的电磁装置已经扫描了卡上的磁条,并将上面编成密码的数据转换为电子信号。这些信号和代表了持卡人要求的电子信号汇集到一系列核对信息的计算机那里,然后传送到下一计算机,授权交易。几乎所有的信息都通过电话线在系统内传送,即使处理交易的计算机相隔几百英里。一些在邻近州有分支机构的银行发现,使用卫星传达用户请求会更便宜。

 

 

 

 

 

 

 

    用户的要求首先到达驱动自动取款机的计算机。它会核对用户卡上的数字,确定用户的银行是否和本机属于同一区域网。如果是,计算机就会把用户的要求传送到区域网络的中央计算机,叫作服务器。如果不是,计算机就会把用户的要求传送到属于Cirrus System或Plus System公司的全国服务器,来确定所属的区域网。然后,全国服务器就会把用户的要求,传送到正确的区域网的服务器那里。

 

 

 

    服务器位于自动取款机网络的中枢。它的工作类似交警,把来自于成千上万个取款机的用户要求传送到正确的银行。服务器存储了网内所有银行的代码。把取款机输送的数据同记忆库中存储的数据表相核对,中央计算机就会识别出用户所属的银行并将其要求输送到那里。

 

 

 

    银行的计算机分两步来处理用户的要求。一台计算机的记忆库中存储了用户的个人密码。它能够识别用户,并确定用户键入的密码是否同卡上的密码相符。如果不符,它会发出一条信息,告知用户所键入的密码无效。

 

    如果密码相符,这一计算机就会将支取现金的信息传递给存储有用户帐户的计算机。这台计算机接到信息后,会查对用户帐户的存款。如果有足够的余额,就会从中扣除所要取的数目。然后,计算机就会发出一条同意交易的信号。如果帐户上没有足够的钱的话,计算机就会发出拒绝支付的信号。

 

 

 

 

    这些同意或拒绝的信号,通过同样的计算机系列发回到自动取款机中。同意支付的信息,会指示取款机的现金箱取出并支付正确数额的现金。尽管人们发明了各种办法来支付现金,但大多数的取款机用滚轴或吸入装置来点数并吐出正确的数额。

 

 

 

    然后,取款机的的打印机会打出一张收据,列有交易的数额、日期以及时间。许多收据上会显示出用户帐户的现有余额。

 

 

    自动取款机系统处理存款和其它的交易的方法同取款类似。但存款必须放在一个信封里并插入取款机的孔中。信封会由负责维护检修机器的人送到银行。因此,从存款的时刻到资金可以支取大约需要三到四天。为了减少延搁,一些银行只允许用户在银行内的机器上存款。

 

 

 

 


    处于繁忙地带的取款机,每天都有人来取走存款信封并在取款机内放入现金。不大繁忙的取款机可能每周或每月才开启一次。一台取款机可存放8万美元,在需要重新放入现金前,一般可进行5000笔交易
——包括存款和转帐。支取现金是最普遍的交易,平均取款额为55美元。

 

 



    使用自动取款机的安全程度怎么样?个人密码可以用来防止任何人未经本人同意使用储蓄卡。如果有人键入了错误的密码,取款机上的屏幕会显示让用户再试一次。如果试过三次仍然是错误的,大多数机器会将卡吞掉。这一保险措施可以防止有人用试错法解开密码。作为防止信用卡盗窃的另外一种措施,银行一般限定一天内能支取现金的最高金额,一般是200美元。

 

 

 

 

 


    通过叫作密码术的一系列干扰活动,卡上磁化的个人密码和银行帐户在传输过程中就会保密。取款机内部的一种编码装置在密码输往服务器前会打乱数字。而服务器和处理过程中的其它计算机会将信息解扰,阅读其内容,然后再将其打乱,传送到下一计算机。最后,存储有银行记录的计算机在进入一个帐户前再一次将信息解码。密码术可防止有人闯入自动取款机的网络系统侵吞金钱。此外,储蓄卡磁条上的所有信息都加了密,这样,即使有人得到卡,也不知道持卡人的密码和帐户号码。

 

 

 

 

 

 

 

    如果你在键入信息时出了错怎么办?如果你存了1000元,却按了100元的按钮,那么,当装有支票的信封到达银行时,这个错误就会查出。另外的900元将会加入你的帐户。另外一项安全措施是机器内部的一个计算机软盘,它记录下每一笔交易,以及所吐出的每一张钞票的面额和号码。

 

 


    自从70年代以来,自动取款机的技术没有多少变化,尽管现在的机器操作速度更快,更安全,服务更多样化。整个交易过程,从插入卡到收到现金和收据,只需十秒钟,即使用户的要求也许要传输到好几个州的计算机。

 

 

 

 

    自动取款机也许在将来会进行更多的操作。例如,费城一种导航系统允许自动取款机的用户用付薪支票精确地兑换现金,支付贷款的分期付款,重新打理支票,打印银行对帐单。某些自动取款机上,只需按一下按钮便可以进行调整,以方便那些坐在轮椅或汽车中的用户。

 


    美国政府甚至计划通过自动取款机发放福利金,而且已经在巴尔的摩、休斯顿和其它几个城市建立了导航程序。使用这种程序,领取福利金的人就可以用储蓄卡取出政府每月存入的福利金。

 

 

 

    到1991年,银行已经发放了一亿九千多万张储蓄卡。总有一天,持卡人可以使用全美、加拿大、墨西哥和海外的几乎任何一台取款机,因为那时,区域网已经同国际网相连。

 

    自动取款机已经改变了美国人的银行习惯。随着更多的金融交易由电子操作,自动取款机的作用将会更大。

 





  
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Text 2

 

E-Business Is Still Business

by Michael Bronner

 

    I am pleased to join you today and wish to thank the Graduate Marketing Club and the Graduate MIS Club for inviting me. Whenever I am asked about my business and how I got started, I tell the story about recognizing a need and how I went about filling it. I was naive in many ways. Fortunately, this worked to my advantage because I didn't feel there were any limitations on what I could or couldn't accomplish.

   I would not have been able to succeed —the company would not have been able to succeed—if it hadn't been for BU7 professor Ernest Wiggins.

   He took me under his wing and became my mentor8. He advised me... encouraged me... and helped me connect with valuable resources.

   I am grateful for Professor Wiggins' help, and I am deeply appreciative of the kind of support I received from the University.

   It has been an honor for me to continue my association with BU's School of Management and, in turn, show my appreciation by being involved in some of its programs.

   I want to begin my talk today by making a disclaimer—I am not a prophet or a visionary. In fact, when I am sometimes asked to look into the future and comment on e-commerce and what's ahead for businesses, I think of baseball manager Casey Stengel. When a reporter asked him how his team would do in the final week of the season, he responded, "I don't make predictions —especially about the future."

   But I have been fortunate in being able to build a successful company over the past 19 years. My colleagues and I have done this together by focusing not on the future but on the present. By focusing intensely on the present and serving the needs of customers, we have enabled them to stay ahead of the curve—to stay well ahead of competitors.

   We have done this because of our obsession—an obsession with serving customers... not with owning them...an obsession with understanding and anticipating their needs... an obsession with being leaders in the use of new technologies that enable customers to meet their needs.

   In 1980, I was a student like you. I recognized a business need that I believed could be met more effectively than the way it was being handled. What happened soon after was the beginning—not just of a company—but of a journey.

   In the next 15 minutes, I want to talk about the journey... about some of the things I have learned along the way. I want to talk about the evolution of Digitas and some of the challenges its customers face in today's e-commerce environment. Those customers include General Motors, AT & T, American Express, Dell Computer, and FedEx. I also want to talk about today's e-commerce environment and make some suggestions you might want to consider in entering this environment.

   But first things first.

   With the media's attention on young dot-com zillionaires and the excitement surrounding e-commerce, it's easy to forget some of the fundamentals of business. Last August, in an editorial about the Internet published by CNN.com, Thomas Davenport, who is professor of management information systems in the School of Management, reminded us of this.
   He was commenting on "The Fourth Channel," a term he uses to describe the Internet as a new medium of communication and how it has affected information and the emergence of an online company. He wrote, "Ultimately, e-information is still information. And e-business is still business."

   Despite the dramatic rise of so many new businesses today, some things remain the same. A successful e-business, for example, begun in the year 2000 must follow some of the same principles that a successful business in the 1920s had to follow—namely it must identify a need, bring the right resources together, and then execute flawlessly. This means doing whatever it takes and using the best available technology to meet customer needs.

   Establishing your own business is exciting but difficult. And there have always been opportunities to do this. If that is what you want to do today, there are more opportunities open to you than at any time in recent history.

   I am curious. How many of you would like one day to start and own your own business? How many of you are interested in working an early-stage venture—an e-business start-up, for instance? How many of you are interested in working with a 5-year-old plus enterprise?

   Whatever your interests are, it is important to know the e-commerce environment that you will be working in. And as you know, that environment is undergoing constant change.

   One of the leading causes of this change is the Internet. I believe you probably understand this even better than I do. Not long ago, Eric Schmidt, the CEO of Novell, commented, "If you want to understand the Internet, rent, buy or borrow a teenager. Their view of technology is radically different from the rest of the culture."

   Put simply, the combination of de-regulation... the impact of new Internet technologies... and the emergence of a global economy is radically transforming the business and social landscape.

   Make no mistakes about it. The convergence of technologies personified through the Internet and the World Wide Web is a driving force behind the transformation of business in particular... and society in general.

   If we think we have seen great changes in the past decades, we are in a state of denial. The truth is we ain't seen nothin' yet. We're at the beginning of this transformation: in baseball terms, we're in the early innings of the game.

   What the Internet represents is one of the most profound changes ever to impact society—greater than the Industrial Revolution, the automobile, electricity, the telephone, radio and television. I'm not talking about the exciting—but ultimately pedestrian—things millions of people have been enabled to do as a result of the Internet: buy books and CDs easily, buy and sell stocks at lower commissions, buy airline tickets cheaply, and communicate with others via e-mail.

   I'm using the word "Internet" in its broadest sense. It refers to the convergence of technologies and applications across the globe.

   I use the word "Internet" guardedly because I believe in another 18 months or so, we won't be using it at all. We use the phrase "Internet economy" but sixty or seventy years ago did we ever use the phrase "telephone economy" or "radio economy"?

   The word "Internet" is just too restrictive.

   Whereas the reality behind the Internet is all encompassing. It includes a wide range of emerging technologies, wired and wireless devices, and many other products that make up an IT infrastructure. And, equally important, it includes a wide variety of applications that facilitate an emerging interactive network with the potential to transform people's lives.

   In the very near future, the` subject of public discourse will shift from the Internet and its components to what it will be enabling us to do.

   Recently, when Zoe Baird, the head of a foundation which studies the future of the Internet, was interviewed by The New York Times, she echoed similar sentiments. She commented that "The Internet's capacity to have a ‘global impact in transforming culture and politics and social interaction can create a world we've never seen before in its thrilling potential...'"

   To reach this potential, I believe we need to bring the Internet to the next level. I believe it has the kind of power and potential to more deeply affect people's lives —

    to bring communities of people together... to bring nations together...

    to promote understanding and tolerance;

    to foster safety and security in virtually all areas of life;

    to enable more scientific research on the scale, for example, of the Human Genome project;

    to entertain in ways as yet undreamed of;

    to truly educate people from early childhood to their waning years;

    to share and distribute resources —health care, food, technology, knowledge —across the globe in times of crisis;

    to bridge the gap between the franchised and the disenfranchised;

    to support a global IT or e-infrastructure where business and commercial enterprises contribute to an environment that promote the common good.

   Talking about the potential of the "Internet" this way may sound Utopian, but I believe it has that kind of potential.

   As Dean Lataif mentioned, I am in the process of launching a Web start-up, which is the most ambitious and exciting venture in my career.

   We want to take the Internet to the next level and work at fulfilling its promise of transforming lives. It is named Upromise for the moment.

   We believe it will be the most significant network of the new millennium bringing together companies, information resources, products, services, educational institutions and consumers to insure the prosperity of the next generation and beyond.

   Right now, I want to talk about the Internet and how it is impacting business and the career decisions you will be making as you complete your studies.

   Even though the Internet now is realizing only a fraction of its potential, it is still deeply impacting all companies large and small.

   CEOs and their management teams are scrambling to understand this new business environment. In a recent survey of 600 CEOs in 24 countries by The Economist, 9 out of 10 acknowledged that the Internet will reshape the global marketplace by the year 2001. Despite this acknowledgement, 6 out of 10 CEOs said their companies had not already implemented an e-business plan.

   In a Business Week interview about CEOs, Thornton A. May of Cambridge Technology Partners Inc. said, "We're living in a brand new economy and some of these guys are still in the Middle Ages bleeding patients."

   What we have learned over the past two decades is that the emergence of the Internet and the proliferation of technologies have caused traditional boundaries to be blurred. New rules and players have emerged, and old tried-and-true paradigms for doing business no longer work.

   Just as all this is happening, you as students are faced with many choices —namely, choices centered on whether or not to work in some area within e-commerce.

   You may be asking yourself many questions about how to make sense of the new e-commerce environment and succeed in it. And if old tried-and-true paradigms really aren't working, what does work?

   And right about this time, you also may be thinking, "Okay, enough! We get your point: the environment is changing dramatically. But what does it all mean for me?"

   I don't have the answers to these questions.

   But I do have some things I want to share with you that may point to the answers —things I've learned that continue to guide me.

   In preparing my remarks today, I tried to put myself in your place. I wondered about the choices you have to make as you decide which direction your career will take you. I asked myself what insights I could share with you that might be of help. I came up with five thoughts.

   First, recognize that starting a business or joining a new venture can be daunting. Whatever you decide to do, do it boldly. Don't be afraid of anything, and don't let fear hold you back.

   I have 20 years experience in building a large company. So do you think I'm scared?

   Yes, I am scared. But I am not letting this get in the way of the venture.

   I would be concerned if I weren't scared. I believe strongly in the venture I am about to launch. I have done my homework, and I am bringing in the most talented people in the country to work with me.

   I have evaluated the risks and am comfortable with my decision.

   The fear I experience keeps me honest, and makes me work even harder. Fear only exists in the shadows, because I keep it in its place.

   The second thought I want to share with you is to trust your instincts.

   But don't confuse instincts with raw emotions like fear. Your instincts are the integration of thinking ... feeling ... and acting.

   Consider for a moment what goes into the decision to join a new e-commerce venture. Trusting your instincts means asking tough questions and doing research. It means thinking things through, and integrating your thoughts with your feelings and actions.

   The third thought I want to share with you is to surround yourself with great people—people you work for—people who work for you ... people who work with you.

   If you are considering joining a new e-commerce enterprise, make sure the people you will be working for are solid —intelligent, open to ideas, and willing to help you grow.

   Let me add one more thought here about the experience of the people you work with or for. If someone applies for a position at Digitas, we often think it's a plus if he or she has experience working at a company that has failed.

   The chances are good that this person has learned more from a failed experience than someone who has been with a company that's known nothing but success. Failure can be very important if you are open to learning from it.

   My final thought is this. Please don't be stressed out thinking what you need to do to find out your true career or vocation. You've got plenty of time.

   Choose good companies and good people to work for, and do the best possible job you can. Opportunities will follow.

   I think it can free you up to explore all kinds of exciting opportunities—from starting your own business ... to working for a new e-commerce enterprise ... to working for an established corporation or organization.

   Finally, keep in mind that we are all on a journey of exploration. Along the way, we will take many roads and have any obstacles to overcome to get to where we want to go.

(2 317 words)  TOP

 


课文二

 

电子商务仍然是商务

  米歇尔.布郎纳

 

    今天,我很高兴能和你们在一起,非常感谢市场学研究生俱乐部和管理信息系统研究生俱乐部的邀请。每当有人问起我的事业,以及我是如何开创它的时候,我就会告诉他我是如何发现了一种需求,并着手满足它。我在很多方面很天真。幸运的是,这对我很有益,因为我从不认为自己能做或不能做的事情有什么限制。

 

 

    如果没有波士顿大学的欧内斯特·维金斯教授,我就不能会成功,我的公司也不会成功。

 

    他把我置于他的庇护之下,成为我的导师。他指导我……鼓励我……帮助我获得有价值的资源。

 

    我很感谢维金斯教授的帮助,也非常感激我在波士顿大学获得的帮助。

 

 

    我很荣幸能够继续和波士顿大学管理学院保持联系,同时,也通过参加其中的几个项目来表示我的感谢。

 


    首先,我想声明我不是预言家,也不是空想家。事实上,当有人要我谈一谈未来,并对电子商务和商业的前景做一番评价,我就会想到一支棒球队的经理凯西·斯坦格尔。一名记者曾经问他,他的球队在赛季的最后一个星期会有怎样的表现,他回答:“我从不预测——尤其是对于未来。”

 

 

 

    但是,在过去的19年中,我幸运地成立了一家成功的公司。我和我的同事们能够做到这一点,靠的不是着眼于将来,而是现在。通过密切地关注现在,为顾客的需要服务,我们使他们处于曲线的最顶端——遥遥领先竞争者。

 

 

    我们能够做到这一点,因为我们执著于一个信念——执著于为顾客服务,而不是拥有顾客……执著于理解并预想到顾客的需要…执著使用新技术的领导者,使顾客能满足他们的要求。

 

 

 

    1980年,我和你们一样是个学生。我发现一种商业上的需求,觉得能够比当时处理方式更有效地满足这一需求。不久所发生的,不仅仅是一个公司的开始——而且是一个旅程的开始。

 

    在下面的15分钟,我想谈谈这个旅程…谈谈我在途中学到的一些东西。我想谈谈迪吉特斯公司(Digitas)的发展,以及在今天电子商务的环境下它的用户所面对的一些挑战。这些用户包括通用汽车公司,美国电话电报公司,美国万国宝通银行,戴尔公司,和联邦快递公司。我还想谈谈今天的电子商务环境,并为大家提供在加入这个大环境时你也许想考虑的一些建议。

 


    不过,重要的事情先来。
    随着媒体对年轻的网络亿万富翁的关注,以及大家对电子商务所怀的兴奋心情,人们很容易忘记商业的某些基本东西。去年八月,在美国有线新闻网发表的一篇关于国际互联网的社论中,管理学院管理信息系统教授托马斯·戴文波特已经提醒了我们这一点。

 

 

    戴文波特谈论的是“第四渠道”,他用这个词把国际互联网描述成一种新的通讯媒体,以及它如何影响了信息和一家在线公司的出现。他写道,“归根到底,电子信息仍然是信息,而电子商务仍然是商务。”

 

 

 

    尽管现在很多新的商业形式异军突起,某些东西仍然没有变。例如,一个创建于2000年的成功电子商业,也必须遵循一个20世纪20年代的成功商业所遵守的基本原则——也就是说,它必须找出一种需要,集中正确的资源,然后完美地操作。这意味着要竭尽全力,使用可能得到的最好技术,来满足用户的需要。

 

 

 

    创业既令人兴奋又艰苦。然而创业机会总是有的。如果这是你今天想做的事情,你拥有的机会比近来历史上任何时期都要多。

 

 

 

    我很好奇,你们当中有多少人想在某一天开创并拥有自己的公司?有多少人对一个处于早期阶段的公司——比如,一个刚启动的电子商务公司感兴趣?多少人想为一个已有了5年以上历史的公司工作?

 


    不管你的兴趣如何,重要的是要了解你将置身其中的电子商务环境。并且,你知道,这个环境是在不断变化的。

 

    这一变化的主要原因之一是国际互联网。我相信,这一点你们比我知道得更清楚。前不久,美国诺威尔公司的执行总裁艾利克·斯密特说,“如果你想了解国际互联网,你可以租借或买下一个十几岁的青少年。他们对技术的观点同其它人截然不同。”

 

 

    简单地说,反调节…新的网络技术的冲击…和全球经济的出现,正剧烈地改变着商业和社会的面貌。

 

    对此不要有什么误解。通过互联网和万维网而人格化的各种技术的汇集,是具体的商业和总体的社会变化后面的推动力量。

 

 

 

    如果我们认为,我们在过去的几十年里看到了巨大的变化,我们是处于否定的状态。真实的情况是,我们还什么也没有看到。我们正处于变化的开始:用网球的术语,我们正处于开场的几个回合。

 

   国际互联网所代表的,是冲击社会的最深刻的变化之一,超过了工业革命、汽车、电、电话、收音机和电视。我指的不是令人激动的事情,而是普通的事情:有了互联网上百万的人能做的事情:轻松地购买书籍和CD,付较低的佣金买卖股票,购买便宜的机票,用电子邮件通讯。

 

 

 

 


    我所说的“国际互联网”是取其最广义的涵义,它指全球各种技术和应用的汇集。
 

 

    我谨慎地使用“国际互联网”这个词,因为我相信在大约18个月后,就根本不会再使用这个词了。我们会用“网络经济”这个词,但是在60或70年前我们使用过“电话经济”或“收音机经济”这些词吗?

 

    “国际互联网”这个词太有局限性了。

 

    而互联网背后的现实却极为广阔。它包括范围广阔的新兴技术,有线和无线装置,以及许多其它构成了信息技术基础结构的产品。同样重要的是,它还包括多种多样的应用技术,它们具有改变人们生活的潜力,促进形成中的互动网络,

 

 


    在不久的将来,公众谈论的话题将从互联网和它的组成部分,转向它使人们能够做的事情。

 

    最近纽约《时代周刊》采访了一家研究未来互联网的基金会主管苏·拜尔德,她表达了同样的感受。她评论说,“国际互联网的能力,即在‘改变文化、政治和社会相互作用方面具有全球影响,能创造一个我们从未看到过的,极具潜力的世界——’”

 

 

 

    要挖掘这一潜力,我相信我们需要把互联网推进到另一层次。我相信它有力量,有潜力来更深刻地影响人们的生活——

 

    把人们的社区连接在一起,把国家联系在一起——

    促进理解和忍让;

    在生活的所有领域培育安全;

    促进更多的科学研究处于如人类基因工程的范围;

    用从未想过的方式提供娱乐;

    给人们以真正的教育,从婴幼时期直到老年;

    在危机时刻全球范围内分享各种资源——医疗卫生,食品,技术和知识;

    消除拥有特权者和没有特权者之间的差距;

    支持全球的信息和电子基础结构,使商业企业为一种促进共同利益的环境做贡献。
   

 

 

 

 

 

    这样来讨论“国际互联网”的潜力,听起来有点乌托邦,但我相信它有这样的潜力。
    如同拉提夫院长提到的,我正在发起建立一个网,它是我事业中最有雄心,最令人激动的冒险。

 

    我们想把国际互联网推进到下一阶段,努力实现它改变人们生活的诺言。现在我姑且把它叫作休普罗米斯网(Upromise)。

 

    我们相信它将是新千年最重要的网络,会把公司、信息资源、产品、服务、教育机构和消费者连接在一起,来保证下一时代及将来的繁荣。

 

 


    现在,我想谈谈国际互联网,它如何影响着商业,影响你们完成学业时将要做出的职业选择。

 

    即使现在的互联网只不过实现了它的潜能极小一部分,它仍然在深刻地影响着大大小小的公司企业。

 

   执行总裁们(CEOs)和他们的管理层正在力图理解这一新的商务环境。最近,《经济学家》在24个国家的600名执行总裁中所作的调查表明,90%的人认为到2001年互联网将会改变世界市场。尽管如此,60%的总裁称他们的公司还没有实施电子商务的计划。

 

 

    在《商业周刊》对执行总裁们的一次采访中,剑桥技术合股公司的桑恩顿A.梅说,“我们生活在一个全新的经济中,而有些家伙仍然处于中世纪,还在给病人放血。”

 

    我们在过去的二十年中所学到的是,互联网的出现和技术爆炸使传统的界限模糊了。新的规则和游戏者出现,旧的经商的试错样式已不再起作用。

 

 


    当所有这些发生时,作为学生,你们面对许多选择——选择是否在电子商务某个领域工作。

 

    你也许会问自己许多问题:如何理解新的电子商务环境并经商成功?而如果旧的试错样式真的已经过时,什么有用?

 


    此时此刻,你也许还在想,“OK,够了!我们明白你的意思了:环境正在发生急剧的变化。但这对我意味着什么?”

 


    我对这些问题没有答案。


    但我可与你们讨论一些东西,也许有助于找到答案,那是些我学到的东西,现在仍在指引着我。

 


    在准备今天的发言的时候,我试着将自己置于你们的位置。我想知道,在决定职业方向时,你们不得不作出的选择。我自忖有哪些有用的见解能与你们共享,或许对你们有益。我想到了五点。

 

    第一,要认识到创立一项事业或加入一个新的商业冒险是需要勇气的,不管决定了要做什么,都要勇敢地去做,不要畏惧任何东西,也不要让畏惧阻挡自己前进。


    我在建立大公司方面有二十年的经验,你们认为我害怕吗?

    是的,我害怕,但我并不让这一点影响我的商业冒险。

    我会注意自己不要害怕。我对自己要开始的冒险充满信心。我已做了充分准备工作,而且我还招聘了全国最优秀的人才同我一起工作。

 

    我已经估算过自己所面临的风险,并对自己的决定感到满意。

    我体验的畏惧使我诚实,且更加努力。畏惧只存在在阴影里,因为我将它放在它应该呆的地方。

 

    我打算与你们共享的第二个想法是,相信自己的直觉。

    不过,不要将直觉与那些脆弱的感情,比如畏惧,混为一谈。你们的直觉是思考……感觉……和行动的结合体。

 

    考虑一下,加入一个新的电子商务冒险的决定需要什么?相信自己的直觉意味着提出一些严肃的问题然后进行研究,意味着对所有的事情做彻底的思考。然后将你的想法和自己的感情与行为有机地结合起来。

 

 

    我想与你们共享的第三个想法是,和了不起的人在一起——你为之工作的人……为你工作的人。

 

    如果你在考虑参与一个新的电子商务冒险,那就要确保自己将为之工作的人坚实可靠——聪明、乐于接受意见、并愿意助你成长。

 

    我要加的一点是关于那些你与之工作或为之工作的人的经验。如果有人想在迪吉特斯公司(Digitas)申请一个职务,如果他或她曾在一家失败的公司做过,我们通常把这看作是他或她的一个优势。

 

    这是因为一个人在一家失败的公司学到的东西,会比在一家只有成功、从无失败的公司里学到的东西可能要多。如果你乐意从中学习,失败可以非常重要。

 

    这是我的最后一点想法。请不要殚精竭虑地想自己该做什么,以找到自己真正的职业或事业。你们有的是时间。

 

    选择为好的公司和好的老板工作,最大可能地做好自己的工作。机会就会出现。

 

    我想这会使你尝试各种各样令人激动的机会——从创立自己的事业……到为一家新的电子商务企业工作……到为一个历史悠久的公司或组织工作。

 

 

    最后,要记住我们都在探索的征途上。一路上,我们会走多条道路,克服任何困难,以到达我们想去的地方。

 

      返回

 

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