should adapt to the local practices wherever you are. ? ? ? ?
ÎÒÃDz»ÈÏΪÊÀ½çµÄÎÄ»¯»áÇ÷ÓÚÒ»Ö¡£ÎÒÈÏΪÎÞÂÛÄãÔÚÄÄÀ¶¼±ØÐ룬ҲӦµ±ÊÊÓ¦µ±µØµ÷Õû×ö·¨¡£
I¡¯ve worked in six different countries at HSBC. The underlying values have been the same, but the way we¡¯ve gone about business has been totally different.
ÎÒÔÚ6¸ö²»Í¬¹ú¼ÒµÄ»ã·áÒøÐй¤×÷¹ý¡£¸÷µØµÄ¼ÛÖµ¹ÛÊÇÒ»Öµģ¬µ«ÊÇÎÒÃÇÔÚ¸÷µØµÄ¾Óª·½Ê½È´ÓÐןù±¾²î±ð¡£
¼ÇÕߣº»ã·á¼¯ÍŵÄÔ±¹¤À´×ÔÊÀ½ç¸÷µØ£¬ÓÐן÷²»ÏàͬµÄÎÄ»¯£¬¶øÇÒÄãÃÇÔÚ¸÷µØµÄ¾Óª·½Ê½Ò²ÓÐןù±¾²»Í¬¡£ÄúÊÇ·ñÄܼòҪ̸̸ÔÚÄú¹ÜÀíÕâÑùÒ»¸ö¶àÔªÆóÒµµÄÈËÁ¦×ÊԴʱÄúÓöµ½ÁËÄÄЩÌôÕ½£¿
Journalist: As HSBC has employees from many different cultures around the world working in some fundamentally different businesses, could you briefly talk about the challenges you face in managing the human resources of an organization with such diversity?
Bond: It¡¯s a fantastic question because all business is about people. What we try to do is to make sure the fixed core values that we have are understood universally. But after that, we believe in the diversity of cultures. For example, we have interesting systems in the Middle East. I¡¯ve come back from a trip to the Middle East.
Bond: ÕâÊǸöºÜ°ôµÄÎÊÌ⣬ÒòΪһÇÐÉÌÒµ»î¶¯¶¼Àë²»¿ªÈË¡£ÎÒÃÇҪȷ±£ÔÚÊÀ½ç¸÷µØµÄÔ±¹¤¶¼ÄÜÀí½âÎÒÃǹ̶¨µÄºËÐļÛÖµ¹Û¡£µ«Êdzý´ËÖ®Í⣬ÎÒÃÇÏàÐÅÎÄ»¯µÄ¶àÑùÐÔ¡£±ÈÈç˵£¬ÎÒÃÇÔÚÖж«µÄÌåÖÆ¾ÍºÜÓÐȤ¡£
Our colleagues there are different, they work different days, they have different food and they have time for prayer. I think the whole basis you have to have is respect for other peoples¡¯ cultures and other peoples¡¯ points of views, as long as it doesn¡¯t infringe on what we think the essential characteristics of running a successful financial services company are, such as integrity and teamwork.
ÄÇÀïµÄÔ±¹¤¡¢¹¤×÷ʱ¼äÒÔ¼°Òûʳ¶¼Óë±ð´¦²»Í¬£¬Ô±¹¤»¹ÓÐÆíµ»Ê±¼ä¡£ÎÒÈÏΪ£¬×îÖØÒªµÄÊÇÒª×ðÖØ±ðÈ˵ÄÎÄ»¯ºÍ±ðÈ˵Ĺ۵㣬ֻҪËü²»Î¥±³½ðÈÚ·þÎñ¹«Ë¾³É¹¦ÔË×÷µÄ¹Ø¼üÒòËØ£¬ÀýÈç³ÏʵºÍÍŶӾ«Éñ¡£
Journalist: What would you say is the secret of your success? ¼ÇÕߣºÄã¾õµÃ³É¹¦µÄÃØ¾÷ÊÇʲô£¿
Bond: ˵ʵ»°£¬ÊÇÔËÆø¡£Èç¹ûÎÒ²»ÊdzöÉúÔÚ1941Ä꣬ÎÒҪô̫ÀÏ£¬ÒªÃ´Ì«ÄêÇᣬµ±²»Á˶ʳ¤¡£ÎÒÔÚÖ°ÒµÉúÑÄÖÐÓöµ½¹ýÀ§ÄÑʱ¿Ì¡£
Bond: Luck, if you want an honest answer. If I hadn¡¯t been born in 1941, I¡¯d have been too old to be chairman or too young to be chairman. I¡¯ve had difficult times in my career.
?
?
?
?
?
? ? ? ?
? ? ?
? ? ?
? ?
ËùÒÔ̹ÂʵØËµÎÒÈÏΪ£¬ÎÒµÄÃØÃܾÍÊÇÔËÆø£¬»òÕß˵¸£Æø£¬Ôõô˵¶¼ÐС£
So I would have to say truthfully that luck or serendipity, call it what you will, is the secret.
Journalist: Let me put it in another way. Do you believe that some of your characteristics also contribute to you success? Do you believe that successful people have at least some characteristics in common?
¼ÇÕߣºÈÃÎÒ»»Ò»¸ö·½Ê½±í´ï£¬ÄúÈÏΪÄú³É¹¦µÄÔÒòÀïÓÐûÓÐÐÔ¸ñ·½ÃæµÄÒòËØ£¿ÄúÊÇ·ñÈÏΪ³É¹¦ÈËÊ¿ÓÐһЩ¹²Í¬µÄÐÔ¸ñÌØÕ÷£¿
Bond: ÎÒÏë´ó²¿·Ö½øÈëÏñ»ã·á¹«Ë¾µÄÈ˶¼¾«Á¦³äÅæ£¬³äÂúºÃÆæ¡£ÎÒ×ܰ®²»Í£µØÌáÎÊ£¬ÒÔÖÁÓÚ»áÈÇÅÎÒµÄÉÏ˾¡£ÕâЩÈ˵ÄÇéÉÌÒ²ºÜ¸ß¡£µ±½ñÊÀ½çÒªÏë³É¹¦Àë²»¿ªÇéÉÌ¡£ Bond: I think most of the people who will get on an organization like HSBC have a high energy level, a lot curiosity. I never stopped asking questions, to the irritation of many of mu senior people. I think they have emotional intelligence. In today¡¯s world you need emotional intelligence to be successful.
ËùÒÔÎÒÈÏΪ£¬ºÃÆæÐÄ£¬³äÅæµÄ¾«Á¦ÒÔ¼°ÇéÉÌÊǴ󲿷ÖÁìµ¼È˵ÄÐÔ¸ñÌØµã¡£ÕâÊÇÎҵĸöÈ˹۵㣬µ±È»²»Í¬µÄ¹«Ë¾»áÓв»Í¬µÄ¹Ûµã¡£
So curiosity, high energy, emotional intelligence would be some of the characteristics that I think you¡¯ll find in most people who get to the top. I think that¡¯s what my view would be, but different companies would have different views, I¡¯m sure.
Journalist: For students who will soon graduate from university, what advice do you have for them in terms of their career decision-making? What sort of things should they be thinking upon graduation?
¼ÇÕߣº¶ÔÓÚ¼°½±ÀøÐ¦µÄ´óѧ±ÏÒµÉú£¬Äú¶ÔËûÃǵÄÖ°Òµ¾ö²ßÓкν¨Ò飿ÄúÈÏÎªÌØÃÆÔÚ±ÏÒµÊÀ¼ÍÓ¦µ±¿¼ÂÇʲô£¿
Bond: Èç¹ûÎÒ¿ÉÒÔ´ÓÍ·¿ªÊ¼£¬ÎÒ»áÑ¡Ôñ×Ô¼º´´Òµ¡£ÎÒ²»»á˵ÎÒҪѡÔñ½øÈë´ó¹«Ë¾¡£Èç¹ûÎҾ߱¸ÆóÒµ¼ÒµÄÌ츳£¬ÎҾͻáŬÁ¦ÕùȡʵÏÖ¡£²»¹ýÈç¹ûÄãÑ¡Ôñ¼ÓÈ빫˾£¬
Bond: I think if I were starting over, I¡¯d try to do something on my own. I don¡¯t think I can stand here and say that I¡¯d go for a big corporate life. I think if I had the talent to be an entrepreneur, that¡¯s what I¡¯d have to go at. But if you¡¯re going to join a company, ¾ÍҪʮ·Ö×¢ÒâËüÊÇ·ñÊÇÑÔÐÐÒ»ÖÂµÄ¸ßÆ·Öʹ«Ë¾¡£ËùÓеĹ«Ë¾¶¼ÔÚÄ¿±êÐûÑÔÀïÉù³Æ¹Ë¿ÍÖÁÉÏ£¬ÕâÑùµÄ¹«Ë¾µ½´¦¶¼ÊÇ¡£
then you need to pay huge attention to joining a quality company that really does do what it says it does. They all have mission statements saying we put our clients first, and you can see them littered all over corporate worlds.
µ«ÊÇÄãÒªÕÒµ½ÕæÕýÑÔÐÐÒ»ÖµĹ«Ë¾£¬ÎªÖ®·þÎñ¡£ÕâÑùÄã¾Í²»»áÎþÉü×Ô¼ºµÄ¼ÛÖµºÍÐÅÄҲ²»»á±»ÒªÇó×öÄ㲻ϲ»¶µÄÊÂÇé¡£ÁíÍ⣬ҪѡÔñÓÐȤµÄ¹¤×÷¡£
But find one that really does, and work for a quality organization. I think that will never comprise your values or comprise what you believe in or ask you to do anything that you feel uncomfortable with. And have fun, choose something that¡¯s going to be fun Dialogue Two
A TV interview between a Chinese news anchor and Howard Schultz, chairman of Starbucks.
?
? ? ?
? ?
? ?
? ?
?
? ?
?
? ? ?
? ?
?
? ?
? ? ? ? ?
?
Anchor: If you love office, you can¡¯t be strange to Starbucks, a leading global coffee retailer that originates from Seattle, the United States , with some 9000 coffee houses around the globe.
Ö÷³ÖÈË£ºÏ²»¶ºÈ¿§·ÈµÄÅóÓѶÔÐǰͿ˹«Ë¾Ò»¶¨²»»áİÉú¡£Õâ¼ÒÆðÔ´ÓÚÃÀ¹úÎ÷ÑÅͼµÄ¹«Ë¾ÊÇÈ«ÇòÖøÃûµÄÌØÊ½¿§·ÈÁãÊÛÉÌ¡£ËûÃÇÓнü9000¼ä·Öµê±é²¼ÊÀ½ç
It came to China in 2000, and now its stores can be found in corners of many Chinese cities. Today we have Howard Schultz, the Chairman of Starbuck with us as he is on the trip to China. Nice to have you here Mr. Schultz.
2000ÄêÐǰͿËÀ´µ½ÁËÖйú£¬Èç½ñËüÒѾ³öÏÖÔÚÖйúºÜ¶à³ÇÊеĽÖÍ·ÏïβÁË¡£½ñÌìÎÒÃÇÇëµ½ÁËÐǰͿ˹«Ë¾µÄ¶Ê³¤Howard SchultzÏÈÉú£¬ËûÕýºÃµ½ÖйúÀ´³ö²î¡£ºÜ¸ßÐËÄúÄÜÀ´²Î¼ÓÎÒÃǵĽÚÄ¿£¬SchultzÏÈÉú¡£ Howard Schultz: ÄãºÃ£¡ºÜ¸ßÐËÀ´µ½ÕâÀï¡£
Howard Schultz£ºNice to meet you and I¡¯m glad to be here.
Anchor: I was very impressed when I heard about your ambitious expansion plans: you are opening up to 1800 new stores next year, 1300 in the United States and 500 abroad. Are they too many? Is the speed too fast?
Ö÷³ÖÈË£ºSchultzÏÈÉú£¬ÎÒÖªµÀ£¬ÄúÓÐ×ŷdz£ÐÛÐIJª²ªµÄ·¢Õ¹¼Æ»®£¬Äú½«»áÔÚÃ÷Ä꿪ÕÅ1800¼Òе꣬ÃÀ¹úÓÐ1300¼Ò£¬ÆäËû¹ú¼ÒÓÐ500¼Ò¡£Õâ»á²»»áÌ«¶àÁË£¬Ì«¿ìÁË£¿ Howard Schultz: Ò»µãÒ²²»»á¡£¿´¿´ÎÒÃǹ«Ë¾µÄ·¢Õ¹ÀúÊ·¾Í»á·¢ÏÖ£¬¹ýÈ¥20 ÄêÀ´ÎÒÃÇÒ»Ö±ÔÚÔö³¤£¬ÎÒÃÇÔö³¤µÄÌØµãÊÇÎÒÃÇÒ»Ö±ÏÈÓÚÔö³¤ÇúÏß½øÐÐͶ×Ê¡£ÎÒÃÇÿÌ쿪ÕÅÎå¼Òеꡣ
Howard Schultz: Well, not at all. I mean, if you go back to the history of the company, you will see that we have been a growth company for the last 20 years and the hallmark of that growth has been our ability to invest ahead of the growth curve. That¡¯s exactly what we¡¯ve been doing. We¡¯re opening 5 new stores a day. ÎÒÃÇÿÖÜΪ4000Íò¹Ë¿Í·þÎñ£¬È¥Äê¹ú¼Ê²¿·ÖµÄÓªÒµÊÕÈëÔö³¤ÁË79%¡£ÎÒÃÇÏÖÔÚÕýÔÚÏíÊܹýÈ¥¼¸ÄêÀ´µÄͶ×ÊÊÜÒæ¡£
We are serving 40 million customers a week, and our international business had a 79% increase in operating income last year. We are in a position right now to really capitalize on the investments we¡¯ve made over the last couple of years.
ÎÒÃǶԽñÄêµÄÊÕÒæ·Ç³£ÀÖ¹Û£¬¶Ô¹ú¼ÊÒÔ¼°ÖйúµÄÊг¡µÄÇé¿öÓÈÆäÀÖ¹Û¡£
We are very optimistic about the balance of the year, and specifically what is going on internationally and in China.
Anchor: Are you satisfied with Starbucks¡¯ development in China? What are the differences between your stores in China and their counterparts in the United States?
Ö÷³ÖÈË£ºÄú¶ÔÐǰͿËÔÚÖйúµÄ·¢Õ¹ÂúÒâÂð£¿ÔÚÖйúµÄÐǰͿ˺ÍÃÀ¹úµÄÐǰͿËÓÐʲô²»Í¬Ö®´¦£¿
Howard Schultz: ÎÒÃǰÑÖйúÊÓ×÷ÊÇ·¢Õ¹×î¿ìµÄº£ÍâÊг¡¡£ÎÒÃÇÒѾÔÚÖйú¿ªÁË140¼Ò¿§·Èµê£¬ºÍÃÀ¹úµêµÄÉè¼Æ·Ç³£ÏàËÆ¡£ÎÒÃÇÔ¼80%µÄÃÀ¹ú¹Ë¿ÍÊǽ«¿§·È´ò°ü´ø×ߣ¬¶ø³¬¹ý80%µÄÖйú¹Ë¿ÍÔòÔÚµêÄÚÏíÓ㬲¢ÇÒ»á´ýºÜ³¤µÄʱ¼ä£¬ÏíÊܵêÄÚ»·¾³¡£ Howard Schultz£ºWe view China as the fastest growing market for our product outside the United States. We already have 140 Chinese stores designed much like their American counterparts. About 80%of the Chinese customers have our coffee in the store and stay very long enjoying the environment.
? ? ? ? ? ? ? ? ?
?
? ? ? ? ?
?
? ?
ÕâÀïµÄµêÃæºÜ´ó£¬Òò¶øÑÓÉìÁËÈËÃǵÄÉú»î£¬Ê¹ËûÃÇÔÚ¼ÒÍ¥ºÍ°ì¹«ÊÒÖ®ÍâÓÐÁ˵ÚÈý¸ö¿Õ¼ä¡£
The store that that we¡¯ve opened here are large in size, so Starbucks has become the third place between home and work, an extension of people¡¯s lives.
Anchor: Chinese citizens have much lower levels of income and consumption than American people.
Ö÷³ÖÈË£ººÍÃÀ¹úÈËÏà±È£¬Öйú¾ÓÃñµÄÊÕÈëˮƽºÍÏû·Ñˮƽ¶¼ÒªµÍµÃ¶à£¬
Even in big cities, the average wage is no higher than $100 a week. How do you get people that are making $100 a week to spend $5 on a cup of coffee?
¼´±ãÊÇÔÚ´ó³ÇÊУ¬¹¤×ÊÆ½¾ùˮƽÿÖÜÒ²²»µ½100ÃÀÔª¡£ÄãÔõôÄÜÈÃÈËÃÇÔ¸Ò⻨ÉÏ5ÃÀÔªÀ´ÂòÒ»±¿§·È£¿
Howard Schultz: ÕâЩÀ´ÐǰͿËÏû·ÑµÄ¹Ë¿ÍÊÕÈë¿É²»Ö¹Õâô¶à¡£ÎÒ´ÓÒ»¸öÓÐȤµÄ½Ç¶ÈÀ´Ì¸Ì¸°É¡£
Howard Schultz£ºWell, the customers who are coming to Starbucks are making more than that. But let me put it in perspective for you that I think is interesting.
ÈËÃǸæËßÎÒ£¬ÓÐ3ÒÚÖйúÈËÿÌìʹÓÃÊÖ»ú¡£ÖйúµÄ·¢Õ¹Ìø¹ýÁËÐí¶à´«Í³¼¼Êõ£¬ËûÃǺܶàÈ˼ÒÀïÉõÖÁ´Óû½Óͨ¹ý¹Ì¶¨µç»°¡£Õâ˵Ã÷ÖйúÈË¿ÉÒÔ°ÑÎÕм¼ÊõÒÔ¼°Î÷·½µÄ»úÓö£¬
I am told that over 300 million Chinese people are using a cell phone every day. And when you think about the fact that they have leapfrogged traditional technology, and many of those people never had access to a telephone at home. It demonstrates the adoption that they have to new technology and Western type opportunities. Ðí¶àÈ˵ĿÉÖ§ÅäÊÕÈëºÍ¹ºÂòÁ¦¶¼ÒªÔ¶Ô¶³¬¹ýƽ¾ùˮƽ¡£
There are a large, large group of people with disposable income and purchasing power much greater than the average level.
Anchor: Starbucks is a company that prides itself on the image of being environmentally friendly. Do you find your values and guiding principles being understood here in China? Ö÷³ÖÈË£ºÐǰͿËÒýÒÔΪºÀµÄÆóÒµÐÎÏóÊÇ×¢ÖØ»·±££¬ÉÆ´ýÔ±¹¤¡£Äú¾õµÃÄúµÄ¼ÛÖµ¹ÛºÍÖ¸µ¼ÔÔòÔÚÖйúÄܱ»Àí½â£¬Äܱ»½ÓÊÜÂð£¿
Howard Schultz: ÕâÊǸöºÜÖØÒªÒ²ÎʵúܺõÄÎÊÌâ¡£ÎÒÓëÕþ¸®¹ÙÔ±¼ûÃæÊ±Ëù¸ÐÊܵ½µÄÊǷdz£¿ª·ÅºÍÀí½âµÄ̬¶È¡£Öйú¹ÙԱϣÍû¿´µ½ÏñÐǰͿËÕâÑù¼æ¹ËÓ¯ÀûºÍÉÈÐεĹ«Ë¾ÔÚÖйúÈ¡µÃ³É¹¦¡£ Howard Schultz£ºI think that is a very important and right question. What I saw during the meeting I had with government officials was a very strong level of openness and understanding that a business like Starbucks which has built itself on its balance between profitability and benevolence is the kind of business they would like to see succeed in China.
ÎÒÊÇ˵£¬ÎÒÈÏΪÖйúÕþ¸®·Ç³£Ô¸ÒâÏòÎ÷·½¹«Ë¾ºÍÆ·ÅÆ¿ª·Å£¬ÌرðÊÇÄÇЩ·Ç³£×ðÖØÖйúµÄ´«Í³ºÍ·çË׵Ĺ«Ë¾¡£ÎÒÃǷdz£Ô¸ÒâÀí½âÖйúÈ˵Ä˼ά·½Ê½ºÍÉú»î·½Ê½¡£
What I mean by that specifically is that the Chinese government is very interest, I think, in opening up the doors to Western companies and Western brands, especially those companies that are very respectful of the heritage and tradition of how this country was built. We¡¯ve demonstrated a willingness to understand your way of thinking and your way of life.
? ?
?
?
Unit 5
Dialogue One
˾ÒÇ£ºÍíÑçÒѾ׼±¸ºÃÁË£¬Çë´ó¼ÒÈë×ù£¬Ã¿ ¸öÈ˶¼×ùλÉ϶¼ÓÐ×ùλ¿¨£¬ÉÏÃæÓи÷È˵ÄÃû×Ö¡££¨Ö÷±öÇëÈë×ù£©
Master of ceremony: The banquet is ready, shall we go into the dinning hall and sit at table? You will find your name card on the table in front of you. (Hosts and guests take their seats) »ÆÊ¡³¤£ºÊ·ÃÜ˹ʡ³¤£¬Ê·ÃÜ˹·òÈË£¬»¶ÓÄúÃÇ·ÃÎʹãÖÝ£¬¹óÊ¡Óë¹ã¶«Ê¡Ò»Ö±ÓÐ×ÅÃÜÇеÄÁªÏµ£¬È¥ÄêÁ½Ê¡¸üÊǽ¨Á¢Á˽ãÃÃÊ¡µÄ¹ØÏµ£¬ÈÃÎÒÃÇΪÁ½Ê¡¼äµÄÓÑÒê¸É±£¡
Governor Huang: Governor Smith, Mrs. Smith, welcome to Guangzhou. Your province and Guangzhou has always enjoyed a close relationship. Last year, we became Sister Provinces. Here I propose, let¡¯s drink to the friendship between our two provinces!
Governor Smith: Governor Huang, thank you very much for inviting us to this beautiful dinner, I feel much honored. This is my second visit to Guangdong and I feel that we are old friends already. I want to propose a toast to our host! Thank you for your hospitality. Let¡¯s drink to the great province¡ª¡ª Guangdong! Cheers!
Ê·ÃÜ˹ʡ³¤£º»ÆÊ¡³¤£¬Ð»Ð»ÄúÑûÇëÎÒÃÇÀ´²Î¼ÓÕâôÃÀºÃµÄÍíÑ磬ÎÒÃǸе½Ê®·ÖµÄÈÙÐÒ¡£ÕâÒѾÊÇÎÒµÚ¶þ´Î·ÃÎʹ㶫ʡ£¬ÎҸоõÎÒÃÇÒѾÊÇÀÏÅóÓÑÁË¡£ÈÃÎÒÃÇΪÖ÷È˸ÉÒ»±£¡Ð»Ð»ÄúÃǵÄÈÈÇé¿î´ý£»ÈÃÎÒÃÇΪΰ´óµÄ¹ã¶«Ê¡¸É±£¡¸É±£¡
»ÆÊ¡³¤£º×Ô´ÓÎÒÃǽ¨Á¢½ãÃÃÊ¡¹ØÏµÒÔÀ´£¬Á½Ê¡ÈËÃñÒ»Ö±ÓÐ×ÅÓѺõÄÍùÀ´£¬Ë«±ßµÄóÒ×¶îÒ²Óдó·ù¶ÈµÄÉÏÉý¡£ÏàÐÅÊ·ÃÜ˹ʡ³¤´Ë´ÎµÄ·ÃÎÊÄܽøÒ»²½´Ù½øÁ½Ê¡Ö®¼äµÄÓѺùØÏµ¡£Ï£ÍûÄú´Ë´ÎÔڹ㶫·ÃÎÊÓä¿ì¡£
Governor Huang: Since the establishment of the relationship of sister provinces, people of the two provinces have enjoyed friendly relations and the bilateral trade has increased greatly. I believe your visit this time will further promote our friendship. Wish you a very pleasant visit. Governor Smith: Thank you! It¡¯s a very precious trip to me. I am very impressed with the rapid growth of Guangdong since my last visit here. I visited the New Baiyun International Airport and the Metro Station yesterday, which are among the best in the world. It¡¯s very amazing.
Ê·ÃÜ˹ʡ³¤£ºÐ»Ð»£¡¶ÔÎÒÀ´ËµÕâÊÇÒ»´Î·Ç³£Õä¹óµÄ·ÃÎÊ¡£×ÔÎÒÉϴηÃÎÊÒÔÀ´£¬¹ãÖݵĿì
ÎÒÌØ±ð×ÔºÀµÄÊÇÎÒÃÇÔÚÖйú´òϵĻù´¡·Ç³£Àι̣¬ÒòΪÎÒÃÇÔÚÕâÀïµÄ¼ÛÖµ¹ÛÓëÖ¸µ¼ÔÔòºÍÃÀ¹úÊÇÒ»ÑùµÄ¡£
What we would be most proud of is the foundation that we¡¯ve built in here is very, very strong because the values and guiding principles of our company are the same as they are in America.
Anchor: all right. This will conclude our interview today. Thank you very much, Mr. Schultz.
Howard Schultz: ÎÒºÜÀÖÒ⣡Ҳ¸ÐлÄúÈÃÎҲμÓÕâ¸ö½ÚÄ¿¡£