栏目主持人Zakaria(以下称为Z)专访温家宝（以下称为温）

FAREEDZAKARIA, HOST, “FAREED ZAKARIA GPS”: Do you feel that the globaleconomy is, at this point, stable and strong? Or do you worry a lot that there is a danger of the so-called doubledip, that the United States, in particular, could go back into a recession?

Z：你认为当前全球经济形势是稳定，而且充满活力的吗？你是否担心出现所谓的“二次探底”，导致美国经济再一次进入衰退？

PREMIERWEN JIABAO, CHINA (through translator): Well, objectively speaking, I think the world economy is recovering, althoughthe process of recovery is a slow and torturous one. People may not have the same view on thismatter, but I believe we will learn a lesson from the reality. I hope that there will be a quick recovery ofthe U.S. economy, because, after all, the U.S. economy is the largest in theworld.

Ihave taken note of the recent policies and measures taken by President Obama,including the program of doubling the United States exports and the massiveinvestment in infrastructural development. I think these passes and measures are the ones on the right track, movingin the right direction. Although theycame a little bit late, they still came in time.

This reminds me of the time when I tookthe big decision of advancing a massive stimulus package in China. Back then, people had different viewsconcerning this policy. But now, theprogress has shown that our stimulus package is a successful one.

温：客观的说，我认为当前全球经济正在复苏，尽管这个复苏的过程有些漫长，充满曲折。不同的人有不同的看法，但是我相信现实给我们好好上了一课。我希望美国经济能够快速的恢复，因为美国经济实力毕竟是世界上最强大的。
奥巴马总统最近的一些经济政策，包括美国出口倍增以及对基础设施大量投资的计划，是解决问题的正确之道。尽管这些政策来得稍晚了一些，但总算及时。
这让我想起了我决定四万亿投资刺激中国经济的时候。当时人们对这一政策有着各式各样的看法，但是现在的经济态势显示我们一揽子刺激计划是有效的，成功的

ZAKARIA: Yourstimulus package was 10 times larger, as a percentage of your GDP, than — thanthe U.S. one. It was an extraordinaryprogram.

Is there a worry that it has — it has produced a bubble in China,in real estate? Are there dangers of inflation because the government spent somuch money? And what happens now that that stimulus is going to wear off? Therewill be less and less government spending.

Z：你的经济刺激计划，从占GDP的百分比来说，是美国计划的十倍， 真是一个异乎寻常的举动。是否存在这样的担心，如此巨量的投资将在中国的房地产市场产生泡沫？政府投资了这么多钱，是否会带来通货膨胀呢？现在投资计划减弱了，有没有什么影响？政府的钱会不会不够？

WEN: From what yousaid, I think you have not seen our stimulus package in its full or in itsentirety. I would like to say that ourstimulus package has four key components.

The first is massive public spending, structural tax cutsand infrastructural development.

The second is the adjustment and upgrading of industrial structurein China.

The third is scientific and technological innovation and thedevelopment of emerging industries with strategic significance.

The fourth is the improvement of social safety net. The $4 trillionRMB Yuan investment does not all come from the government.

Public finance only accounts for $1.18 trillion RMB Yuan andthe rest will come from the non-public sector and fundraising from financialmarkets.

The implementation of the stimulus package has insured the continuanceof steady and relatively fast economic growth in China.

It has helped maintain the good momentum of China’s economicdevelopment in the past 30 years and it has helped us avoid major fluctuationsin the process of China’s modernization because of a severe external shock.

At the same time, it has laid a solid foundation for future developmentof the Chinese economy. We are on highalert against the challenge that you referred to in your question.

Let me make three points. First, there is a possibility of inflationin China.

That is why we have formulated the task of skillfully managethe relations between maintaining steady and relatively fast economic development,structural adjustment and managing inflation expectations. This is at the core of China’s macroeconomiccontrol.

I do have worry for the management of inflation expectationsin China. And that is something that Ihave been trying very hard to manage appropriately and well, because I believecorruption and inflation will have an adverse impact on stability of power inour country. And these two both concernthe trust and support of people in the government. And this is the perspective that I see theissue of inflation in China.

Second, with implementation of the stimulus package, thereare fiscal and financial risks at the level of local governments. We have some financing vehicles of localgovernments. They have some debts.

But this is not a new problem that took place after thebreak — outbreak of the financial crisis. Rather, this already came into being back in the 1980s.

Now, with thefinancing platforms of local governments in place, they have accumulated atotal debt about $7.6 trillion RMB Yuan.

And I can say that this debt, at the local level, is still withina range that we can manage. But it is importantthat we appropriately handle this matter to ensure that the debts at local governments’level will not bring about risks in our public finance and in the financialsector.

The ratio of budget deficit in China’s total GDP is within 3percent. The total debts in China versus GDP’s ratio is within 20 percentrange.

That is to say, it’s still in the range that we can manage.

The third point is a more important one, that is, all our investmentnow must be conducive to our economic structural adjustment, not thecontrary. This concerns our long-termdevelopment prospects and therefore is of high importance.
温：从你的问题来看，我认为你并没有对我们的刺激计划有一个全面的了解。我们的经济刺激计划有四个重要的组成部分：1.大规模的公共投资，结构性的减税以及基础设施的建设。2.调整和升级产业结构。3.科技创新以及发展有战略意义的新兴产业。4.改进社会保障体系。整个4万亿人民币的投资计划并不是都来自于公共财政，政府只提供其中1.18万亿人民币，余下的会从非公有市场以及金融市场中筹措。刺激计划的实行，保证了中国经济的持续稳定和快速发展。它帮助中国经济能够保持30年来快速发展的好势头，同时也让我们避免了中国现代化进程，由于外部条件剧烈变化而产生大的波动。同时，经济刺激计划为将来中国经济的发展打下了坚实的基础，我们对在你问题中提到的那些挑战保持着高度的警觉。
我从三个方面回答你：第一，中国确实存在通货膨胀的风险，这也是我们提出要小心调整好社会稳定、经济快速发展、经济结构调整和管理通胀预期这一重要任务的原因。这是中国宏观经济调控的核心。我对中国管理通胀预期确实存在担忧，这也是一直以来我着重要妥善管理的地方，因为我认为腐败以及通货膨胀会对我国政权的稳定造成负面的影响。这两个问题都需要广大人民群众对政府的信任和支持。这是我对中国通胀问题的看法。
第二，随着经济刺激计划的实施，地方政府会有一定财政金融上的风险。地方政府有融资工具，也有一定的债务。但这并不是一个经济危机之后才存在的新问题，其实在1980年代中国就已经存在。现在地方政府通过各种融资渠道，累计了7.6万亿人民币的债务。地方一级的这些债务，仍然在我们可以管控的范围内。但是在地方政府层面妥善的管理这些债务是很重要的，以免对公共财政和金融部门带来风险。预算赤字占中国GDP的比例为3%，而中国所有债务占GDP的比例是20%。也就是说，目前仍然在我们可控的范围之内。
第三方面，当前所有的投资必须要有利于我们经济结构的调整，而不是阻碍。这一点有关我们长期的发展前景因此显得尤为重要。

ZAKARIA: May I ask you what lesson you have drawn from the financialcrisis? Have you lost faith in American macroeconomic management?

A Chinese friend said to me, he said, “We were like thestudents in class and we would always listen to what the Americans would tellus.” And now we look up, and wethink, “Maybe the teacher actually didn’t know what he was talking about.”

Z：冒昧的问一句，你从金融危机中学习到了什么？你是否对美国宏观经济的管理失去了信心？一个中国朋友这样对我说：“我们就像课堂上的学生，听美国的教导，但是现在看看，可能这个老师也不知道他在讲什么”

WEN: In the face of the financial crisis, any person who hasa sense of responsibility towards the country, and towards the entire humanrace should learn lessons from the financial crisis. As far as I’m concerned,the biggest lesson that I have drawn from the financial crisis is that, inmanaging the affairs of a country, it’s important to pay close attention toaddressing the structural problems in the economy.

China has achieved enormous progress in its development, winningacclaim around the world. Yet, I was one of the first ones to argue that oureconomic development still lacks balance, coordination, and sustainability.This financial crisis has reinforced my view on this point. On the one hand, wemust tackle the financial crisis; on the other, we must continue to address ourown problems. And we must do these two tasks well at the same time, and this isa very difficult one.

China has a vast domestic market. And there is a great potentialin China’s domestic demand. China is at a stage of accelerated urbanization andindustrialization. We can rely on stimulating domestic demand to stabilize andfurther grow the Chinese economy. This requires us that we must seize theopportunities, speed up our development, and stabilize the Chinese economy.

And on that basis, we must take a long term perspective to addressall these structural challenges in our economy. As far as the US economy isconcerned, I always believe that the U.S. economy is solidly based, not only ina material sense, but more importantly, the United States has the strength ofscientific and technological talent, and managerial expertise.

It has accumulated a wealth of experience in its economic developmentover the past…more than 200 years. In spite of the twists and turns, theUnited States, I believe, will tide over the crisis and difficulties, and wemust have confidence in the prospects of the U.S. economy.

The recovery and further growth of the largest economy in the world-that is, the U.S. economy-is in the interest of the recovery and stabilityof the world economy.

温：在金融危机面前，任何对国家，对全体人类有责任感的人都会从中学习。我学到最重要的一课是，在管理国家事务时，关注经济结构非常重要。中国在发展过程中取得了巨大的进步，赢得了世界的赞誉。然而，包括我在内的一些人，很早就表明我们的经济发展仍然缺少平衡性、协调性和可持续性。金融危机加强了我的这一观点。一方面，我们必须要防止金融危机的影响，另一方面，我们仍然要强调我们自己的问题。这两个方面的工作要同时做好是很难的。
中国有巨大的国内市场，内需有相当大的潜力。中国仍然处于加速城市化和工业化的阶段。刺激国内需求可以巩固并进一步促进经济发展。这就要求我们必须抓住机会，提高发展速度，稳定中国经济。在这一基础上，我们必须着眼长远，清楚的意识到在经济结构中的各种挑战。至于美国的经济，我始终认为它有牢固的基础，不仅仅是在物质上，更重要的，在科技和管理人才这两方面都有着强大的力量。200年来美国在经济发展上积累了丰富的经验，尽管其中有曲折往复，但是我相信，美国会克服各种困难，度过这一次金融危机，要对美国经济的前景充满信心。美国经济的恢复和未来的增长对全球经济的恢复和稳定有重要的意义。

ZAKARIA: You — youwrote an article about your old boss, Hu Yaobang, which I was very struckby. In it, you praised him. Do you think, in retrospect, that Hu Yaobangwas a very good leader of China?

Z：你曾经撰文纪念过你曾经的领导，胡耀邦。这篇文章给我留下很深的印象，在其中你高度赞扬了他。回顾过去，你认为胡耀邦是一个杰出的中国领导人吗？

WEN: Yes. I think I have given a fair assessment of thehistory of this person. He made his owncontributions to China’s reform and opening up. I want to make the following three points.

First, he vigorously advanced the debate surrounding the criteriain judging what truth is. And throughthat, he has contributed to the effort of freeing people’s minds.

Second, irrespective of various resistance, he took steps tofree a large number of officials and cadres who were wronged in the CulturalRevolution.

And, third, he himself took actions to advance China’sreform and opening up.

温：是的。我想我给他的历史做出了一个公允的评价。他为中国的改革开放做出了贡献。第一，他大力推动了有关真理标准的大讨论，通过这一讨论，他为中国解放思想工作做出了重要的贡献。第二，面对众多阻力，他毫不畏惧，为在文革中遭受迫害的广大党政干部平反冤假错案。第三，他采取行动，切实推进了中国的改革开放事业。

ZAKARIA: You – youspeak, in your speeches, about how Chinais not yet a strong and creative nation in terms of its economy.

Can you be a strong and creative nation with so many restrictionson freedom of expression, with the Internet being censored? Don’t you need to open all that up if youwant true creativity?

Z：在你的演讲中，你提到从经济上看，中国依然不是一个强大的创新型国家。有着如此多的言论自由限制以及互联网管制怎么可以成为一个强大的创新型国家呢？难道不应该取消这些限制吗？

WEN: I believefreedom of speech is indispensable for any country, a country in the course of development and acountry that has become strong. Freedomof speech has been incorporated into the Chinese constitution.
I don’t think you know all about China on this point. In China, there are about 400 millionInternet users and 800 million mobile phone subscribers.

They can access the Internet to express their views,including critical views. I often logonto the Internet and I have read sharp critical comments on the work of thegovernment, on the Internet and also there are commendable words about the workof the government.

I often say that we should not only let people have the freedomof speech. We, more importantly, must create conditions to let them criticizethe work of the government. And it isonly when there is the supervision and critical oversight from the people that thegovernment will be in a position to do an even better job and employees ofgovernment departments will be the true public servants of the people.

All these must be conducted within the range allowed by the constitutionand the laws.

So that the country will have a normal order. And that is all the more necessary for such alarge country as China, with 1.3 billion people.

温：我认为言论自由对每一个国家，不论是发展中国家还是发达国家，都是必不可少的。中国宪法保障言论自由。我认为在这一点上你并不了解中国。在中国，有4亿左右的互联网用户和8亿左右的移动电话用户。他们可以接入网络，表达他们的观点，包括批评意见。我在网上经常能看到对政府工作的尖锐批评和建设性意见。我经常说，不但要让人们享有言论自由，更重要的是，要创造条件让他们能够对政府的工作提出批评。只有人民能够监督和批评，政府才会做得更好，公务员才是真正的为人民服务。当然，监督和批评必须在宪法和法律允许的范围内。这样国家才会有秩序，秩序对于一个有13亿人口的国家来说是更为重要的。

ZAKARIA: PremierWen – since we are being honest, when Icome to China and I try to use the Internet, there are many sites that areblocked. It is difficult to getinformation. Any opinion that seems tochallenge the political primacy of the, of the party is not allowed.

HuYaobang, for example, was not somebody who could be mentioned in the – in”The China Daily” until your own article appeared. It just feels to me like all theserestrictions — this — the vast apparatus that monitors the Internet are –are going to make it difficult for your people to truly be creative and totruly do what it seems you wish them to do.

Z：温总理，说实话，我去中国的时候，发现很多我要上的网站都被屏蔽掉了，非常难以获得资讯，似乎任何挑战共产党政治地位的言论都是不允许的。比如胡耀邦，直到您写的文章出版，在《人民日报》上从未被提起。给我的感觉就是这些限制——对互联网监控的这些设备，让你的人民很难真正有创造性，去做那些你想让他们做的事。

WEN: I believe I and all the Chinese people havesuch a conviction that China will make continuous progress and the people’s wishesfor and needs for democracy and freedom are irresistible. I hope that you will be able to gradually seethe continuous progress of China.

温：我相信，我和所有的中国人民都有这样的信念，那就是中国会有持续的进步，人民对民主和自由的向往和需求是无法阻挡的。我希望你能慢慢看到中国正在持续的进步。

ZAKARIA: You havegiven a – a series of very interesting speeches in the last few weeks — thelast few months. I was particularlystruck by one you gave in Shenzhen, where you said, “Along with economicreform, we must keep doing political reform.” This is a point you made inour last interview. But a lot of peopleI know in China — Chinese people say there has been economic reform over thelast six or seven years, but there has not been much political reform.

What do you say to people who listen to your speeches andthey say, “We love everything Wen Jiabao says, but we don’t see theactions of political reform?”

Z：在过去几周，你做了一些非常有意思的演讲，在深圳的讲话真的把我震住了，你说“不仅要经济体制改革，还要推进政治体制改革”。这也是在我们上一次专访中你的观点。但是很多中国人说过去六七年间，经济体制倒是在不断改革，但是政治体制改革并没有多少。那些听你的演讲的人，他们说“我喜欢温总理的讲话，但是我们并没有看到政治体制改革的行动啊”，你对此有什么看法？

WEN: Actually, thisis a viewpoint that was put forward by Mr. Deng Xiaoping a long time ago.

And I think anyone who has a sense of responsibility for hiscountry should have deep thinking about this topic and put what he believesinto action.

I have done some deeper thinking about this topic since we lastmet. My view is that a political party,after it becomes a ruling party, shouldbe somewhat different from the one when it was struggling for power.

The biggest difference should be that this political party shouldact in accordance with the constitution and the law.

The policies and propositions of a political party can be translatedinto parts of the constitution and the laws through appropriate legalprocedures. All political parties,organizations and all people should abide by the constitution and laws withoutany exception. They must all act inaccordance with the constitution and laws.

I see that as a defining feature of modern political systemdevelopment.

I have summed up my political ideals into the following foursentences.

To let everyone lead a happy life with dignity. To let everyone feel safe and secure. To let the society be one with equity andjustice and to let everyone have confidence in the future.

In spite of the various discussions and views in the societyand in spite of some resistance, I will act in accordance with these idealsunswervingly and advance, within the realm of my capabilities, politicalrestructuring.

I would like to tell you the following two sentences to reinforcemy case on this or my view on this point, that is, I will not fall in spite ofa strong wind and harsh rain and I will not yield till the last day of my life.

温：其实，政治体制改革是在多年以前由邓小平提出并推动的，我想任何一个对国家有责任感的人都应该对这一点深入思考并投诸行动。上次见面之后我对这一问题展开了更深入的思考，我的想法是，一个政党在取得政权之后，应该要和在取得政权的过程中不一样才对。最大的区别就是，政党的活动应该要符合宪法和法律的规定。政党的政策和主张可以通过合法途径上升到宪法和法律
的高度。任何党派、组织和个人都不得有超过宪法和法律的特权，必须以宪法为根本的活动准则。我认为这是现代政治体系中的重要特征。我将我的政治理念归纳为四句话：让人有尊严的幸福生活，让人感到安全可靠，让社会充满公正，让人对未来充满信心。
尽管社会上存在各种各样的议论，尽管存在各种各样的阻挠，我仍然要坚定不移在我能力范围内，贯彻我的理念，加快政治改革的步伐。
我想用两个词来表达我的决心“风雨无阻，至死方休”。

ZAKARIA:The currency issue is a difficult one, the renminbi. Let me put it to you thisway: despite assurances from China, the renminbi has only appreciated 1.8% inthe last two years. Is it not in China’s interest to allow for more significantappreciation?

Becauseright now, you are subsidizing exporters at the cost of the wages of theordinary Chinese workers. You’re risking some inflation. And it creates thevery lack of balance that you talk about. So, wouldn’t it be good for China toallow a more substantial appreciation of the renminbi?

Z：货币问题最近又成为了热点，让我这样提这个问题：在得到中国的保证后，人民币在过去两年只升值了1.8%。中国对人民币再多升值一些难道不感兴趣吗？
最近，中国通过压榨普通工人，对出口进行了隐形的补贴。这样就会有通胀的风险，造成了你刚刚提到的缺乏平衡性。因此，人民币汇率要再提高难道不是一件好事情吗？

WEN JIABAO, PREMIER OF CHINA: Allow me to make a comment on whatyou just said. I think your view still represents the view of the UnitedStates. Or, to be more specific, the view of a small number of members ofCongress of the United States.

The Chinese economy and the US economy are closelyinterconnected.

Our bilateral trade has already reached 300 billion U.S. dollars.US investment in China has exceeded 60 billion US dollars. China has purchasedUS T-Bonds worth about 900 billion US dollars.

No one will believe that the Chinese leadership does not followclosely the development of the US economy. Yet, some people in the UnitedStates, in particular some in the US Congress, do not know fully about China.They are politicizing the problems in China-US relations-in particular, thetrade imbalance between our two countries.

I don’t think this is the right thing to do.

I highly appreciate you giving me this opportunity of the interview,because you gave me the opportunity to further explain what the real situationis. There are three points which are not widely known with regard to exchangerate of RMB and China’s trade surplus.

First, China does not pursue a trade surplus.

Our objective in having foreign trade is to have balance andsustainable trade with other countries, and we want to have a basic equilibriumin our balance of payments. This is what we have been saying and doing.

In 2008, China’s surplus and current accounts ratio in GDP stoodat 9.9 percent. On 2009, that figure dropped to 5.8 percent. And in the firsthalf of 2010, that figure further declined to 2.2 percent.

Second, the increase of a trade surplus of a country is not necessarilylinked with the exchange policy of that country. We started the reform of RMB exchange rateregime back in the 1994. And since then,the Chinese currency has appreciated by 55 percent against the U.S. dollar.

And over the same time frame, the currencies of major economiesand currencies of China’s neighboring countries have all depreciated by a largemargin.

China’s trade has been growing fast over the same timeframe. Actually, there is a period like that in the history of the United States,too. In the almost 100 years between the1870s and 1970s, the United States was a surplus country.

And this is actually what would happen for a country in a certainstage of development.

The third point, which is a more important one and one that youare aware of, that is, the trade imbalance between our two countries is mainlystructural in nature. China runs a tradesurplus in processing trade but a deficit in general trade. China has a trade surplus in trade in goods,but a deficit in trade in services — in services.

We have a trade surplus with the United States and the EuropeanUnion, but a deficit with Japan, the ROK and ASEAN countries. Many of theChinese exports to the United States are no longer produced in the U.S. and Idon’t believe that the United States will restart the production of thoseproducts — products which are at the low end of the value added chain. Even if you don’t buy those products fromChina, you still have to buy them from India, Sri Lanka or Bangladesh. And that will not help resolve the tradeimbalance between our two countries.

I remember that you gave the example of iPod player in the UnitedStates. An iPod player is sold at $299 in the States. But the Chinese producer only gets $4 inprocessing fee.

There is another point that I think you may notbe aware of, a point that many of the members of the U.S. Congress are not awareof. That is, out of the 50,000 U.S. companies registered in China, 22,000 ofthem are export companies and to impose sanctions on export companies in Chinais tantamount to imposing sanctions on U.S. companies.

温：我想你的观点仍然是美国的观点，或者说，美国国会中一小撮人的观点。中美两国经济联系紧密，双边贸易已经超过3000亿美元，美国在中国的投资已经超过600亿美元，中国已经购买了超过9000亿美元的美国国债。
没有人会相信中国的领导人没有紧跟美国经济的发展。然而，一些美国人，特别是美国国会里面的一些人，对中国缺乏全面的了解。他们将中美关系中的问题政治化，特别是两国贸易不平衡这一问题。我认为这不是一件好事。
我感谢你给我这个专访的机会，因为你让我能够更进一步解释实际的情况。有关汇率和中国贸易顺差，有三个要点往往是大家都不了解的：1.中国并没有主动追求顺差。我们外贸的目标是在各国交易中维持平衡和可持续贸易，我们希望在我们的支付科目中能够达到基本的平衡。这是我们一直在强调和行动的。在2008年，中国的贸易顺差占GDP的比重是9.9%，2009年这一比例下降到5.8%。2010年的上半年的数字是2.2%。2.一个国家贸易顺差的增长和它的货币政策并没有直接的联系。从1994年开始，人民币启动了改革汇率的进程，从那时算起，人民币兑美元汇率上升了55个百分点，同时，主要经济体和中国周边国家的货币大幅度的贬值。中国对外贸易的急速提高也是在这一时段。实际上，在美国历史上也有这么一段时间，19世纪70年代到20世纪70年代，美国是一个贸易顺差的国家。这一现象，是国家发展的必经阶段。第三点是更为重要的一点，你恐怕也知道，中美两国贸易不平衡的问题主要是结构性的。中国在加工贸易上有顺差但是在一般贸易上存在逆差。交易物品上中国有顺差，但是在交易服务，在交易服务上有逆差。中国在和美国以及欧盟的国际贸易中有顺差，但是在和日本，韩国以及东盟国家的交易中存在逆差。很多出口到美国的商品在美国已经是不生产我想也不可能再重新生产了的——那些附加值比较低的产品。即便美国人不从中国买这些产品，你们也会从印度、斯利兰卡或者孟买购买。这并不能解决两国之间贸易不平衡的问题。
我回忆起你曾经举过有关ipod的例子。在美国一个ipod售价是299美元，但是加工ipod的中国工厂只能从中获得4美元的加工费。
还有一点可能你和国会中诸君都不太了解，在华的5万美国公司中，2万2千家是出口公司，制裁中国的出口公司无异于制裁美国的公司。

ZAKARIA:You know, the last time we talked, I, we, we, I asked you what books you werereading and what books you – you found interesting. Is there some thing, some book you’ve read inthe last few months that you .that has impressed you?

Z：上次我们谈话的时候，我问你当时你在读什么书以及什么书比较有趣。那在过去几个月有没有什么事，有没有什么书让你印象深刻呢？

WEN: Well the books that are always on my shelves are books abouthistory because I believe history is like a mirror and I like to read bothChinese history and history of foreign countries.

There are two books that I often travel with. One is the Theoryon Moral Sentiments by Adam Smith. Theother is The Meditations.

It’s not that I agree with all the viewsexpressed in the books. But I believeideas and thoughts of older generation can offer food for thought for the currentgeneration. There are too many memoirs selling one-self nowadays. I don’t like reading those books. I believewhat a person should leave behind to the world is truth – something true. Andwe must recognize that even truthful will things will dissipate one day.”

温：我的书架上经常摆着的是有关历史的书因为我相信“以史为鉴，可以知兴替”。中外的历史书我都很爱读。在我出差的时候，我一般会随身携带两本书，一本是亚当斯密的道德情操论，另一本是沉思录。我并不是同意这两本书中的所有观点，但是我相信古人的理想和思考会为今人提供思考的食粮。现在有太多自夸自卖的回忆录，我并不喜欢读。我相信一个人应该留给世界的是真相——那些真实的东西，但即使是真实的东西也终将消散。

ZAKARIA: Let me askyou, as our final question, Premier Wen. This has struck me as a — as anexample of your frankness. You have spokenof your determination to continue political reform despite obstructions within thecountry and within the party – despite opposition within the party. You’ve spoken of your fear that corruptionand inflation will erode social stability. You’ve praised Hu Yaobang and talked about the wise leadership heprovided, even though he was regarded by many as a — as a dangerously liberal leader.

Do you believe that the next generation ofChinese leaders, who will take power in – in two years, will share your outlookand keep trying to press the vision you are pressing forward?

Z：最后一个问题，温总理，你的坦诚让我感动。你刚才提到你不管国内党内的阻碍有多大你都要继续推动政治体制改革的决心，你对于腐败和通胀会动摇社会稳定的忧虑，以及对胡耀邦领导能力的赞扬，即使他是一个危险的“自由化”领袖。
你相信中国即将上台的新一代领导人，会和你有共同的远景吗？他们会不断努力深化你正在力推的事业吗？

WEN: You may thinkthat have you asked the toughest question today, but I think it is actually theeasiest question to answer. Let me maketwo points with regard to that future you referred to.
First, I would like to say that, as the Chinese saying goes,as the Yangtze River forges ahead waves upon waves, the new generation willinvariably surpass the old. I haveconfidence that future Chinese leadership will excel the previous one.

Second, it is the people and the strength of the people who determinethe future of the country and history. The wish and will of the people are not stoppable. Those who go along with the trend will thriveand those who go against the trend will fail.

Thank you for the interview.

温：你可能认为这是今天最难回答的问题，但在我看来这很容易。我从两点回答你有关未来的问题。1.正如中国老话说的“长江后浪推前浪，一代新人换旧人”，对中国未来领导人超过他们的前任我深有信心。2.是人民以及人民的力量决定了国家的前途和历史。人民的希望和意愿不可阻挡，顺之者昌，逆之者亡。谢谢你的专访

ZAKARIA: It’s an honor and a pleasure. Thank you,Premier.

Z：这是我的荣幸，谢谢你温总理。

No related posts.

以上关联文章由 Yet Another Related Posts Plugin 提供支持。

Acquired Rights Directive
First introduced in Europe in 1977. The original Directive was intended to safeguard the rights of workers by ensuring that workers were entitled to continue working for the transferee employer on the same terms and conditions as those agreed with the transferor employer. Whenever a transfer is within the Directive, contracts of employment run with the undertaking; the transferee cannot take the business without the employees and must take those employees subject to existing employment rights and obligations. Further, a transfer cannot constitute grounds for dismissal, whether carried out by the transferor or transferee, unless there is an economic, technical or organizational reason entailing changes in the workforce. ARD has been modified through the years to address specific circumstances.

Activity-based accounting

A form of cost accounting that focuses on the costs of performing specific functions (processes, activities, tasks, etc.) rather than on the costs of organizational units. ABC generates more accurate cost and performance information related to specific products and services than is available to managers through traditional cost accounting approaches.

Activity-based pricing

Clients agree to pay a flat fee to cover the service provider’s fixed and variable costs — including hardware and software, labor, infrastructure and administration and maintenance. Activity-based costing is often used when establishing an offshore development center (ODC) or putting together a build-operate-transfer model.

Amendments

An aspect of the outsourcing contract’s Terms and Conditions. Specifies how any subsequent changes to the deliverables as requested by either party will be handled.

Application service provider model

The rental of software.

Approvals

An aspect of an SLA that shows which business groups and IT groups share ownership of the service and their representatives.

ARD

Acquired Rights Directive. First introduced in Europe in 1977. The original Directive was intended to safeguard the rights of workers by ensuring that workers were entitled to continue working for the transferee employer on the same terms and conditions as those agreed with the transferor employer. Whenever a transfer is within the Directive, contracts of employment run with the undertaking; the transferee cannot take the business without the employees and must take those employees subject to existing employment rights and obligations. Further, a transfer cannot constitute grounds for dismissal, whether carried out by the transferor or transferee, unless there is an economic, technical or organizational reason entailing changes in the workforce. ARD has been modified through the years to address specific circumstances.

Audit

An evaluation of an organization, system, process or product. Outsourcing audits take three forms: security, billing and performance.

B

Back office functions

Those business processes such as finance & accounting, human resources, administration, procurement, payroll, legal accounting, benefits management, information technology, marketing, legal, logistics, payroll and procurement.

Backlash

The term used to describe the effect of public outcry that sometimes takes place when an organization announces its decision to outsource a function and transfer workers to the service provider taking over that function or lay them off.

Balanced scorecard

A method for conceptualizing the strategic alignment between business goals and specific tactics. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results.

Basel II

Financial regulations and privacy regulations in Europe.

Baseline

A snapshot of the state of inputs/outputs frozen at a point in time for a particular process.?A baseline should be recorded to establish a starting point to measure the changes achieved with any process improvement.

Baseline period

The period during which a client’s current services are documented. These results become the yardstick that determines what services the service provider is obligated to provide to the client. Typically, the service provider will charge a premium for services above and beyond the baseline — unless otherwise negotiated.

Benchmarking

A study in which components of a company’s contracted services, such as price, service levels and terms & conditions are compared to those of peer companies. Frequently, an independent entity with experience in peer organizations is called in to perform the study. For example, to assess IT performance, a research firm or advisor may collect the client’s data and create reports to plot client performance against a selected reference group. This provides a somewhat objective assessment of the performance of the services. Benchmarking is a continuous process whereby an enterprise measures and compares all its functions, systems and practices against strong competitors, identifying quality gaps in the organization, and striving to achieve competitive advantage locally and globally.

Best Practice

A way or method of accomplishing a business function or process that is considered to be superior to all other known methods. A lesson learned from one area of a business that can be passed on to another area of the business or between businesses.

Best shore

A term used by some service providers to describe their strategy of having work done at the optimal location, whether domestically or offshore.

Best-of-breed

Best in class. A philosophy of outsourcing to service providers that have proven their expertise in a specific area.

Billing audit

Regular scrutiny of the bills presented by the service provider to its client. The client should examine potential overbilling (which could be a sign of service level expectations, scope of work or related pricing provisions in the contract).

Body shop

A company that provides temporary workers on a contract basis.

BOT

Build-Operate-Transfer. A firm contracts with an offshore partner to build a shared services or offshore development center and operate it for a fixed interim period. Organizations try this with the expectation that the offshore partner can initiate operations and reach operating stability much faster than it can with an in-house effort.

BPM

Business process management. The orchestration of the interactions between the people, applications, and technologies that comprise a business process and in concert create customer value.

BPMS

Business process management system, a nine-step model that enables companies to model, deploy and manage mission-critical business processes, that span multiple enterprise applications and departments. BPMS is usually used for lesser mature processes to make them repeatable and reliable.

BPO

Business process outsourcing. The transfer of internal business processes, such as customer relationship management, finance & accounting, human resources and procurement, to an external service provider that improves these processes and administers these functions to an agreed service standard and, typically, at a reduced cost.

Build-Operate-Transfer model

A firm contracts with an offshore partner to build a shared services or offshore development center and operate it for a fixed interim period. Organizations try this with the expectation that the offshore partner can initiate operations and reach operating stability much faster than it can with an in-house effort.

Business benefit contracting

A contractual agreement that defines the service provider’s contribution to the client in terms of specific benefits to the business and defines the payment the client will make based upon the service provider’s ability to deliver those benefits. The goal is to match costs with benefits and to share the risks.

Business outcome achievement

Framework in which the provider doesn’t receive any payment unless specified business outcomes are achieved. High risk for the provider, medium risk for the client. Only appropriate for transformation deals.

Business process outsourcing

BPO. The transfer of internal business processes, such as customer relationship management, finance & accounting, human resources and procurement, to an external service provider that improves these processes and administers these functions to an agreed service standard and, typically, at a reduced cost.

C

Call centers

A batch of operators who handle phone calls. Computer telephony integration has enabled automated resolution of calls and more efficiencies in human calls.

Captive Centers

Offshore companies set up by organizations to provide internal services and in some cases to sell those same services to clients. Often U.S. and European organizations set up captive centers for their outsourced work.

Cash penalty

Penalties paid by the service provider to the client in cases of severe service degradation. For example, a service provider might incur a penalty for failing to meet user response times or customer deadlines. In some situations, the penalties escalate as the degradation becomes more frequent.

Change management

A systematic approach to dealing with organizational change. It encompasses planning, initiating, realizing, controlling and stabilizing change processes on both, corporate and personal level. Change may cover such diverse problems as strategic direction or personal development programs for staff.

Change of character clause

A clause in an outsourcing contract (frequently introduced by the service provider) that stipulates that any changes in functionality are subject to excess fees.

Chargeback system

The opposite of “General allocation systems.” An accounting system used in organizations to apply the expense for services where they’re actually used. For example, an IT department may implement a chargeback system to give visibility to excessive demands from a particular business unit or department.

Chief sourcing officer

Executive level person who oversees sourcing governance elements in an organization. Typically, the CSO and his or her team is responsible for overseeing every sourcing decision made.

Comanagement process

Business strategies change during the course of a sourcing relationship. A comanagement process is the mechanism for communicating changes, by ensuring that the parties in the relationship understand and agree on the current business strategy, sourcing maxims, sourcing strategy and delivery strategy.

Competency center

Mechanism for implementing the functions of a sourcing management office. It provides centralized services in advising and coaching other divisions in the organization. It collects and disseminates best practices and recommends standards.

Confidentiality

An aspect of the outsourcing contract’s Terms and Conditions. Requires the parties to keep confidential, information they acquire with respect to each other.

Continuous performance reporting

The ongoing responsibility of communication, monitoring and reporting of service level agreement metrics. You need to address how performance is monitored and reported; how targets are established; who is responsible for reporting; what the schedule is for client reviews; what the timeframe, content and format will be for standard reports; and when and how exceptions are to be reported.

Contract

The legal document that lays out the terms and conditions of an outsourcing arrangement.

Cooperate sourcing option

Acquisition of services through joint ventures, consortia and models in which two or more organizations pool resources to deploy a solution, for a services company or develop a shared service offering.

Core competencies

Those aspects of an organization that drive its success. A manufacturing firm may consider its product engineering, marketing and brand management a core competency, but not the actual manufacturing of the products it sells. During the 1990s, many large companies abandoned their ambitious diversification strategies — pursued to mediate risk — to focus on their sustainable competitive advantages.

Cosourcing

The term used to describe organizations that execute a shared services center with an external vendor. Also known as joint venture.

Cost and value discovery

The ongoing effort to capture the full value and expenses of outsourcing, as it moves through its various phases. In other words, once the business case is made, it continues to be changed, refined and revised to reflect ongoing discovery.

Cost/benefit model

Quantifiable costs plus quantifiable benefits adjusted for the risks equals value. An attempt to quantify every benefit and cost for inclusion in the financial analysis, even the so-called intangible or “soft” costs and benefits. The reason it is important to quantify everything possible is this: If no financial value is assigned to an agreed cost or benefit, that impact contributes exactly nothing to the financial analysis.

Cost-benefit analysis

Process of weighing the total expected costs vs. the total expected benefits of one or more activities in order to choose the best or most profitable option.

Cost-plus pricing

Also known as “open-book” pricing. In this model, the client pays the service provider for the actual cost of the service plus a markup or profit margin. Popular with offshore development center (ODC) or build-operate-transfer models. Frequently used as an interim contractual measure. Only appropriate for efficiency deals.

Customer satisfaction benchmarking

A measurement of how users feel about the services being delivered to them. Frequently, the benchmarking or survey work is done by a third-party firm.

D

Dashboards

A mechanism to collect, track and communicate the results of various key services and to link these results to business outcomes.

Data center operations

Information technology work encompasses: computer operator training, disaster recovery/power backups, equipment leases, floor/space management, hardware and network operations, HVAC/Halon, job scheduling, monitoring mainframe/server performance, operations/end user support, security, server uptime, storage management/tape backup, trouble/help desk.

Definitions

An aspect of the outsourcing contract’s Terms and Conditions. A precise definition of the terms used within the agreement.

Delivery

An aspect of the outsourcing contract’s Terms and Conditions. Specification of the dates, locations, responsibilities and any conditions relating to delivery of products and services to the site. Sets out the responsibility for any site preparation work required prior to delivery.

Description

An aspect of an SLA, in which the internal and external service suppliers and services are described.

Direct foreign investment

The practice of opening up a plant, office or other operation in a foreign country and closing or not opening one domestically. A redeployment of capital in foreign lands.

Disaster recovery

Services that encompass getting the organization back to a running state when disaster — small or large — has struck. In the context of outsourcing, this includes security, backup, power management and data recovery. One aspect of disaster recovery that’s important in an outsourcing arrangement is whether the service provider has an alternative facility in the event of a disaster — and in how many hours or days a client will be able to recover.

Disposal of assets

A discussion point for organizations outsourcing a function, to determine whether the winning service provider will purchase the firm’s pertinent assets, whether they’ll pay book value or market value and whether they’ll pay cash or adjust their pricing to reflect the value of the assets.

Dispute resolution process

Mechanisms and procedures to attempt to resolve differences amicably and avoid costly litigation. A dispute resolution framework might include provisions that spell out the first point of contact either side would reach out to in initially raising a point of dispute. It might also include the path of escalation, as well as timetables for milestones along the problem escalation path.

Downsizing

A term that describes a reduction in staff headcount.

Dragnet clause

A contractual clause that provides that the service provider perform services and functions performed by in-house staff during the one-year period preceding the contract, even if they抮e not described in the statement of work.

E

Economies of scale

A term used to describe the efficiencies a service provider or internal department can achieve through standardization, commodity negotiation and adherence to process management.

Efficiency sourcing deal

A sourcing relationship in which the focus is on efficiency of operations — primarily in the form of cost reduction or cost control. According to Gartner, these are the most prevalent type of sourcing engagement.

Employee self-service

Giving employees the ability to manage their personnel matters online, just as they manage bill paying and banking online. Typically, the organization installs software or licenses access to a portal.

Enhancement sourcing deal

A sourcing relationship in which the focus is on improving the current state of an IT service or business process. The goal is to improve upon the current state and introduce enhanced operational performance or outcome.

Escalation procedure

The process set up to define the steps taken when service levels don’t meet upon standards. This may involve determining fault for missed measures, reporting, problem resolution within a specified time and — when the problem still isn’t resolved — executive intervention on both the client and service provider sides.

Exit plan

The plan developed for coping with the end of the contract — whether because the term is up or because termination clauses have been invoked. It’s best to assume you’ll be moving to a new service provider rather than simply renewing the contract. Think about what the organization will require to maintain service levels and to make a smooth transition to the next provider.

F

Farmshore sourcing

Comparable to rural sourcing. The placement of jobs in low-cost regions of the service recipient’s home country.

Fast track process to selection

A Gartner-defined method for speeding up the traditional RFP process. It moves much of the detailed work about expectations, baselines and service levels typically done during negotiation into the preparation phase, before a given service provider is engaged. The process recommends pre-qualifying providers to limit the number being evaluated.

Fee-for-service pricing

Variable pricing framework based on the amount or quality (or both) of the service delivered. The provider’s costs aren’t covered unless the service levels are reached. The client organization bears some risk, since costs aren’t entirely predictable and service levels may not be achieved. An appropriate structure for efficiency and enhancement deals.A100

Feeny-Lacity-Willcocks model

A method for identifying service provider capabilities by examining competency in three critical areas: delivery, transformation and relationship, each of which overlaps the others. Delivery competency encompasses governance, leadership, program management, behavior management, domain expertise and business management. Relationship competency encompasses planning and contracting, organizational design, governance, leadership, program management and customer development. Transformation competency encompasses technology exploitation, process re-engineering, customer development, leadership, program management, sourcing and behavior management.

Fixed pricing

A model of pricing in which a project is undertaken by the service provider for a pre-agreed-upon price. One advantage is that it’s easy for the client to budget for the project. Two disadvantages are that the service provider may overestimate costs beforehand for possible unforeseen conditions or cut corners during the project to compensate for expenses that are higher than anticipated. The service provider will charge a premium for a fixed price relative to the risks involved. Appropriate for efficiency deals.

Follow the sun

24×7 service, in which work is handled onshore, then passed off to an offshore service provider that is in a completely opposite time zone.

Force Majeure

An aspect of the outsourcing contract’s Terms and Conditions. Allows the agreement to be suspended or terminated without liability in the event of circumstances arising that are outside of the control of either party.

Foreign Commerce Clause

Part of Article 1, Section 8, Clauses 3 of the US constitution, which empowers the US Congress “To regulate Commerce with foreign Nations, and among the several States, and with the Indian Tribes” states. This prohibits states from making their own trade policies.

FRAG 21

Financial Reporting & Auditing Group Guidelines

Full-service provider

Service providers that offer several business processes, such as IT and HR. They take full responsibility for the complete processes they manage and typically offer to re-engineer the process to make it more efficient. Contracts may run $50 million to $100 million per year and involve hundreds or thousands of employees. The average contract length is typically seven to 10 years.

Functional redundancy

Duplication of services, which are often only discovered when an analysis across business units is performed by an outside entity. When an organization outsources a major function, such as IT or finance & accounting, the service provider squeezes costs out of the processes by uncovering and eliminating or consolidating redundant functions.

G

Gainsharing

The service provider has some form of incentive for constantly improving the business process. When the client benefits (through reduced expenses, greater revenues or improved efficiencies), so does the service provider.

General allocation systems

The opposite of “Chargeback systems.” An accounting system that allocates the expense for a given service by factors other than actual usage — such as business unit revenue.

Geopolitical risk management

Consideration of the risks inherent in sourcing services from a variety of locations around the globe. Processes in place to monitor potential threats to the delivery of the service, including monitoring elections, changes in executive and legislative power, labor union activities, internal politics and regulatory stances, as well international relations of those countries.

Global delivery model

Using personnel from all over the world to provide maximally efficient service delivery.

Global shared services model

Also known as captive centers or offshore insourcing, where the objective is to consolidate the scattered, autonomous internal service operations of a multinational organization into multiple service centers, serving a specific region of the world.

Governance

Authority: how decisions are made, who makes them and who’s accountable for the decisions.

Governance statement of work

Defines where the service provider fits with others and how those relationships will be governed.

H

H1-B visa

A federal visa program that allows American companies and universities to employ foreign scientists, engineers, programmers, and other professionals in the US.

HIPAA

Health Insurance Portability and Accountability Act, enacted in 1996. The Act seeks to establish standardized mechanisms for electronic data interchange, security, and confidentiality of all healthcare-related data.

Hub and spoke model

An organization’s practice of having offshore operations of its own, as well as three or four partners with whom it collaborates. This mitigates the risk of having all services provided by a single service provider.

Human capital assets

The availability and capabilities of the people required to deliver a given service.

Human resources management systems

Software that digitizes tasks in HR, such as payroll or employee record management.

Hybrid delivery model

Combining onsite and offshore services to deliver results at a reduced cost. Also known as the dual-shore model.

I

Import quotas

Legislation that protects a given category of domestic product or service by imposing restrictions or levying taxes on them when they come from foreign sources.

Incentives

A reward provided to the service provider when service levels are exceeded or some other achievement is reached. These terms are laid out in the outsourcing contract.

Indirect Cost

A cost incurred which cannot be directly allocated in full to a single product, service, customer, cost center or business activity; incurred on behalf of a number of cost units or centers to which the cost may be apportioned.

Innovation capture

How an organization will be able to exploit new technologies that may drive improved business process. In some cases, the service provider may be unwilling to invest unless the client pays — unless the new technology can be amortized across multiple clients. Contracts need to be structured in a way that rewards the service provider with a portion of savings won.

Insourcing

A decision by an organization to retain functions internally rather than outsource. The decision is often made after the organization has performed independent benchmarking to determine that its costs and efficiencies are in line or better than those achieved by comparable organizations. The term is also used in cases where services are being brought back in house after a period of outsourcing them.

Intellectual guidance

Intellectual guidance means evaluating a performance index to progress and suggesting new structures as guiding bodies.

Interactive voice response

Automated phone systems that eliminate the need for a person on the other end of the line. In some situations, organizations discover that taking call center activities offshore means they can put humans back on the phone, since the cost of the labor is less expensive than the IVR systems they have been using.

IP

Intellectual property. An intangible entity that includes some degree of creative effort, such as software design. An outsourcing contract’s Terms and Conditions section should include a clause that sets out an indemnity that the service provider will give to the client, to protect the client against claims of infringement with respect to any products supplied.

IP protection

Efforts made by a client and service provider to protect the ideas — intellectual property — in a product or process owned by the client.

ISO 9000 Series of Standards

Series of standards established in the 1980s by countries of Western Europe as a basis for judging the adequacy of the quality control systems of companies.

ISO 9001

A quality assurance model from the International Organization for Standardization made up of 20 sets of quality system requirements. This model applies to organizations that design, develop, produce, install and service products.

ITIL

Information Technology Infrastructure Library. A British government service management standard/model that documents best practices for support and delivery of IT services.

ITO

Information technology outsourcing. The transfer of internal non-core IT processes, such as infrastructure, applications development and maintenance, end-user computing, help desk, network support and data center operations, to an external service provider that improves these processes and administers these functions to an agreed service standard and, typically, at a reduced cost.

IVR

Interactive voice response. Automated phone systems that eliminate the need for a person on the other end of the line. In some situations, organizations discover that taking call center activities offshore means they can put humans back on the phone, since the cost of the labor is less expensive than the IVR systems they have been using.

J

Joint ventures

Also known as an alliance or partnership. A creation by two or more partners to leverage their unique capabilities to get to market and achieve change in a short time. Often the venture requires vertical or industry expertise and reach on the part of one partner and technical capabilities on the part of the other partner.

K

Key performance indicator

Financial or non-financial metrics used to reflect the critical success factors of an organization. KPIs should include delivery dates, quality measurements and financial measures. It is important to review the KPIs on a regular basis and have mechanisms in place to resolve performance issues when they抮e not met.

Knowledge transfer

The task of bringing the service provider staff up to speed on internal procedures and processes. Part of the process is establishing what knowledge remains in-house and what should be transferred.

KPI

Key performance indicators. Financial or non-financial metrics used to reflect the critical success factors of an organization. KPIs should include delivery dates, quality measurements and financial measures. It is important to review the KPIs on a regular basis and have mechanisms in place to resolve performance issues when they are not met.

KPO – Knowledge Processing Outsourcing

Knowledge Processing Outsourcing (popularly known as a KPO) is the combination of Business Processing Outsourcing (BPO), Research Process Outsourcing (RPO) and Analysis Proves Outsourcing (APO). KPO business entities provide typical domain-based processes, advanced analytical skills and business expertise, rather than just process expertise.

L

L-1 visa

Visas issued to foreign employees of a corporation.

Labor arbitrage

The financial benefit of buying a comparable service elsewhere to exploit the difference in pricing. In outsourcing, the term is often used to describe the savings an organization will enjoy when it hires work to be done in labor markets offshore, where salaries are less than they are domestically.

Limitation of Liability

An aspect of the outsourcing contract’s Terms and Conditions. Sets out the extent to which the service provider’s liability may be limited.

Location theory

A body of thinking that addresses the questions of which economic activities are located where and why.

Logistics

The study of the flow of goods and services from their point of origin to their point of consumption or use. Also known as “supply chain.”

Long-term capacity planning

Evaluating organizational needs for a given function or service, based on historic use, staff growth or reduction and business intentions. Five-year or 10-year planning was once viewed as crucial; now three-year planning is much more common, since organizations adapt so rapidly to changing business conditions.

M

MNC

Service providers with offices in many countries, which enable them to serve a global market of clients and tap the labor arbitrage available by offshoring certain types of work. Among this category are IBM, EDS, CSC, HP, ACS, Accenture and Keane.

Multinational corporations

MNC. Service providers with offices in many countries, which enable them to serve a global market of clients and tap the labor arbitrage available by offshoring certain types of work. Among this category are IBM, EDS, CSC, HP, ACS, Accenture and Keane.

Multisourcing

A strategy that treats a given function — such as IT — as a portfolio of activities, some of which should be outsourced and others of which should be performed by internal staff. This approach moves away from the idea that all of a function should be viewed as a commodity, easily handed over to a service provider. Also known as “selective sourcing.”

N

Nearshore outsourcing

The transfer of business or IT processes to companies in a nearby country, often sharing a border with your own country. In the US, nearshoring describes work sent to Canada and Mexico. Nearshoring is a popular model for companies that don’t want to deal with the cultural, language or time zone differences involved in offshoring.

Nearshoring

The transfer of business or IT processes to companies in a nearby country, often sharing a border with your own country. In the US, nearshoring describes work sent to Canada and Mexico. Nearshoring is a popular model for companies that don’t want to deal with the cultural, language or time zone differences involved in offshoring.

Net present value

A baseline against which a future determination of value from the initiative is made.

NIH syndrome

Not invented here syndrome. A culture whereby organizations are loathe to execute on something that wasn’t thought up internally or that can’t be implemented internally.

Non-performance penalties

The fines incurred by service providers when they breach service levels. The idea of including penalties in a contract are typically there to gain service provider executive attention in the case of non-performance.

Not invented here syndrome

A culture whereby organizations are loathe to execute on something that wasn’t thought up internally or that can’t be implemented internally.

NPV

Net present value. A baseline against which a future determination of value from the initiative is made.

O

ODC

Offshore development center. An operation set up for a specific organization by a service provider, which dedicates assets and resources specifically to that single client, in exchange for guarantees of steady work.

Offshore development center

An operation set up for a specific organization by a service provider, which dedicates assets and resources specifically to that single client, in exchange for guarantees of steady work.

Offshore outsourcing

The transfer of business or IT processes to other countries. Dominant offshoring locations include India, China and the Philippines.

Offshoring

The transfer of business or IT processes to other countries. Dominant offshoring locations include India, China and the Philippines.

Onshore outsourcing

The process of engaging another company within your own country for BPO or ITO services. For the US, it means hiring a US-based company to provide services.

Outsourcing

The process of transferring the operation of business processes to an external service provider, which then becomes accountable for those services.

Ownership

An aspect of the outsourcing contract’s Terms and Conditions. Specifies when any change of title to products occurs. It also specifies intellectual property rights. “Intellectual property” is intangible and involves some degree of creative effort, such as software design. This clause protects both parties’ rights to retain control over their intellectual property, including the rights to their use, publication and copying.

P

Payment schedule

The payments as agreed upon between the client and service provider for the major milestones, including contract signature, installation and acceptance as set out in a Payment Schedule.

Peer comparisons

The practice of going out and benchmarking service levels, staffing size, transaction costs and other details against other comparably-sized organizations that are non-competitive.

Penalty clause

That part of an outsourcing contract that specifies the penalties imposed by the client on the service provider in the case where the client experiences service degradation.

Performance audit

Confirmation that service levels are being met consistently. This may require access to transaction data within the vendor’s IT platform used in managing the client’s business processes. Contractual terms may spell out timetables, frequency and support offered by the provider.

Performance monitoring

A continual check of service levels to ensure they’re being met. One decision organizations must make in outsourcing is how tightly the monitoring must be. Too tight and transaction costs rise. Too loose and risk increases. Another decision: who should do it — client or service provider.

Pilot project

A risk mitigation tool in which the client tests a potential service provider candidate with a small endeavor or a limited engagement. The idea is to reveal potential problems that may or may not be resolved before a larger scale outsourcing initiative is undertaken.

PMO

Project management office. The group that handles the day-to-day management of offshore projects to ensure that processes are running smoothly. As part of the governance of an outsourcing engagement, the PMO may do weekly check-ins, review quarterly operations, do biannual site visits, handle SLA monitoring and document internal processes for further improvement.

Preamble

An aspect of the outsourcing contract’s Terms and Conditions. A full description of the involved parties and processes.

Prime contractor

Sourcing scenario in which a single provider manages service delivery but accesses multiple providers to deliver the services.

Process mapping

Comprehensive understanding of how a business process is organized and executed. Essential to laying out an outsourcing or offshoring analysis.

Process owner

The individual responsible for process design and performance. The process owner is accountable for sustaining the gain and identifying future improvement opportunities on the process.

Process reengineering

Evaluating a given function to figure out how it can be done more efficiently, more cost-effectively or with greater quality.

Program office

Typically, present in complex organizations. The job of this team is to make tactical decisions on program costs; project priorities and milestones; expected ROI; and risk management.

Project management office

The group that handles the day-to-day management of offshore projects to ensure that processes are running smoothly. As part of the governance of an outsourcing engagement, the PMO may do weekly check-ins, review quarterly operations, do biannual site visits, handle SLA monitoring and document internal processes for further improvement.

Project Management Office – PMO

The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management, within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practice of project management and execution.

Q

Quality assurance

A planned and systematic set of activities to ensure that variances in processes are clearly identified, assessed and improved to fulfill the requirements of customers and product or service providers. It includes all actions necessary to provide adequate confidence that the service optimally fulfils customer expectations.

Monitoring or checking of the condition of output, whether program code, customer service call or something else.

Quality Assurance – QA

Quality assurance (QA) is the activity(process, standards,techniques, etc) of providing evidence needed to establish confidence among all concerned, that quality-related activities are being performed effectively. All those planned or systematic actions necessary to provide adequate confidence that a product or service will satisfy given requirements for quality.

For products, quality assurance is a part and consistent pair of quality management proving fact-based external confidence to customers and other stakeholders that a product meets needs, expectations, and other requirements. QA assures the existence and effectiveness of procedures that attempt to make sure – in advance – that the expected levels of quality will be reached.

R

Rebadge

To transfer an employee from the client company to the service provider: “We’ll rebadge the IT organization as part of the agreement.”

Reference group

A group of companies that are similar in size, revenue and, possibly, industry to the client organization.

Relationship management

The art and practice of developing solid communication between client and service provider as a form of customer support. This may also be a function within an internal group — to act as a liaison between users and implementers.

Relationship performance assessment

The effort made to quantify the qualitative nature of the relationship the client has with its service providers. According to Gartner a good place to start to develop the measurements is to look back at the prioritized evaluation criteria used in the service provider selection and evaluation process. Criteria to be evaluated may include contract and relationship, alignment and vision, as well as customer service.

Request for information

RFI. The process of collecting written information about the capabilities of service providers. Typically, it’s structured in a way that will allow for comparison among providers.

Request for proposal

RFP. A description of work to be done that is used to solicit bids from potential service providers. An RFP usually includes a description of the organization and its plans, details about the service under consideration for outsourcing and specific requirements expected of the service provider. There’s a deadline attached to it to ensure that interested service providers respond in a timely manner. The structure of the document is intended to aid in comparison of responses across providers.

Requirements

An aspect of the outsourcing contract’s schedules section. The functional specifications or the user requirements of the software to be delivered.

Return on investment model

A method for gaining visibility into the costs and value-creating propositions of an outsourcing or offshoring initiative.

Reverse Salient

The weak link in any system that impedes progress.

Review date

An aspect of an SLA that typically shows the date of the last SLA review as well as the scheduled date for the next SLA review.

RFI

Request for information. The process of collecting written information about the capabilities of service providers. Typically, it’s structured in a way that will allow for comparison among providers.

RFP

Request for proposal. A description of work to be done that is used to solicit bids from potential service providers. An RFP usually includes a description of the organization and its plans, details about the service under consideration for outsourcing and specific requirements expected of the service provider. There’s a deadline attached to it to ensure that interested service providers respond in a timely manner. The structure of the document is intended to aid in comparison of responses across providers.

Risk

Negative outcome that has a known or estimated probability of occurrence based on experience or some theory. The likelihood of loss as a consequence of uncertainty.

Risk factors

In outsourcing, these encompass such items as: treating IT or some other function as an undifferentiated commodity, when in fact, there’s some strategic component to it; lack of attention to developing the contract or service level agreements; lack of management oversight in contractual and relationship matters; failure to retain requisite in-house capabilities, knowledge and skills; incomplete due diligence in service provider selection; difficulties in constructing and adapting deals in the face of rapid business change; lack of maturity and experience in contracting, negotiating and managing the outsourcing endeavor; outsourcing for unrealized cost savings; and setting unrealistic expectations for the outsourcing outcomes.

Risk management

Assessing risk and developing strategies to mitigate it as much as possible, given business circumstances.

Risk tolerance

How an organization perceives the risk of outsourcing.

Rural sourcing

Sending work to service providers in domestic locations where salaries and operating expenses are lower (such as the Midwest for the United States). An alternative for companies that want to avoid the negative aspects of offshoring.

S

SAAS

Software as a service. A model of delivering software through a network rather than as a stand-alone application on the computer. The activities behind the software — including data management — are handled from another location.

Sarbanes-Oxley Act

SOX. Legislation enacted in 2002 that defines how digital information is to be maintained by public companies and who is responsible for ensuring that compliance has been met.

SAS 70

Statement on Auditing Standards 70. An internationally recognized auditing standard developed by the American Institute of Certified Public Accountants (AICPA). It is authoritative guidance that allows service organizations to disclose their control activities and processes to their customers and their customers’ auditors in a uniform reporting format. A SAS 70 examination signifies that a service organization has had its control objectives and control activities examined by an independent accounting and auditing firm. A formal report including the auditor’s opinion is issued to the service organization at the conclusion of a SAS 70 examination. A SAS 70 audit ensures that a service provider has adequate financial reporting controls in their operations when working with a client’s information.

Scope

An aspect of the outsourcing contract’s Terms and Conditions. General description of what is to be supplied (the deliverables), any additional services to be provided and any options.

Security audit

An audit that examines the service provider’s ongoing security and privacy practices. The terms of this type of audit should spell out timetables, frequency, reporting results and what action should be taken in the event that problems surface.

Selective sourcing

A strategy that treats a given function — such as IT — as a portfolio of activities, some of which should be outsourced and others of which should be performed by internal staff. This approach moves away from the idea that all of a function should be viewed as a commodity, easily handed over to a service provider. Also known as “multisourcing.”

Service accountability

The extent to which the client will hold a service provider responsible for meeting designated service levels. Experts recommend specifying 100% service accountability in contracts, though this can have multiple tiers. For example, a client may specify that a service provider process 90% of all requests within three days. What needs to be added is an additional specification that addresses the remaining 10% — for example, that those be processed within five days.

Service level agreement

SLA. The document that spells out the characteristics of the service required by the organization. The purpose of the SLA is to ensure that the proper elements and commitment are in place to provide optimal services for the business function.

Service level measurement

The level of required service. The capture of resource usage data to benchmark the efficiencies, costs and results of a function. The measurement is usually done by an automated monitoring system.

Service level reports

The reports provided by the service provider to the client, specifying how performance measured against service level requirements. Clients should make sure that reports provide useful detail — service level agreed upon, service performance for the current period, exception reporting for missed measures, and trend analysis of the performance from previous reporting periods. Reports do have a price.

Service oriented architecture

SOA. An architectural concept for delivering software to users as a Web-based service. Unlike typical stand-alone applications, these services can be quite modular, platform-independent, and highly interoperable with other services.

Service outcome statements

Declarations that spell out the outcome expected in a transaction vs. how the transaction is to transpire. For example, a statement for accounts payable might consist of, “Process invoices within 120 hours of receipt.”

Service provider

An external vendor that provides services. For example, a service provider might provide services in areas such as human resources, information technology or finance & accounting.

Shared risk/reward pricing

Flat rate pricing structure with additional payments based on achieving specified outcomes. Appropriate for enhancement and transformational sourcing.

Shared services

The consolidation of service functions, such as accounting, benefits, HR, IT, marketing, legal, logistics, payroll and procurement, within an organization through the merging of separate activities into one function that crosses business units.

Single supplier

An outsourcing model in which the client organization contracts with a single service provider to provide all of a given function, such as information technology outsourcing or human resources outsourcing. Sometimes referred to as sole supplier.

Site selection

The process of determining which is the optimal city, region or country for taking work to. One methodology — espoused by Mercer Human Resources Consulting, suggests examining such factors as labor availability, labor quality, labor costs, risks, infrastructure, community, openness, regulatory environment and economy.

Site visit

The process of spending time in the offices of a prospective service provider. One objective is to spend as much time as possible with as many people as possible: team leaders, project managers, customer service agents, technical professionals and upper management. Another objective is to evaluate whether the vendor has reliable voice, data and power systems; the ability to scale up; and experience with the exact process or task being considered for outsourcing.

Six Sigma

A rigorous and disciplined methodology that uses data and statistical analysis to measure and improve a company’s operational performance by identifying and eliminating “defects” in manufacturing and service-related processes. Commonly defined as 3.4 defects per million opportunities.

SLA

Service level agreement. The document that spells out the characteristics of the service required by the organization. The purpose of the SLA is to ensure that the proper elements and commitment are in place to provide optimal services for the business function.

SOA

Service oriented architecture. An architectural concept for delivering software to users as a Web-based service. Unlike typical stand-alone applications, these services can be quite modular, platform-independent, and highly interoperable with other services.

Software as a Service

SAAS. A model of delivering software through a network rather than as a stand-alone application on the computer. The activities behind the software — including data management — are handled from another location.

Software licensing agreements

The contracted terms organizations have with software publishers for the use of the software. Frequently, the terms should be negotiated with the publisher to encompass a transfer of the license to the service provider if outsourcing is a possibility.

Sole supplier

An outsourcing model in which the client organization contracts with a single service provider to provide all of a given function, such as information technology outsourcing or human resources outsourcing.

Sourcing

The process of contracting with a third party for products or services rather than providing those products or services internally.

SOX

Sarbanes-Oxley Act. Legislation enacted in 2002 that defines how digital information is to be maintained by public companies and who is responsible for ensuring that compliance has been met.

Staff augmentation

Contract workers brought in by an organization to supplement efforts of the internal staff in order to contain costs and handle overflow work.

Stakeholders

Those who have a vested interest in a given decision. Each will posses unique perceptions and expectations of the outcome.

Statement of Intent

An aspect of an SLA. It spells out the characteristics of a service required by the organization.

Statement of Work

The document provided by the service provider to a prospective client spelling out the work to be undertaken and agreed pricing. Details might include the scope of work, where it is to be performed, when deliverables are due, what standards are to be followed, how the results will be evaluated and other requirements.

Statement on Auditing Standards 70

SAS 70. An internationally recognized auditing standard developed by the American Institute of Certified Public Accountants (AICPA). It is authoritative guidance that allows service organizations to disclose their control activities and processes to their customers and their customers’ auditors in a uniform reporting format. A SAS 70 examination signifies that a service organization has had its control objectives and control activities examined by an independent accounting and auditing firm. A formal report including the auditor’s opinion is issued to the service organization at the conclusion of a SAS 70 examination. A SAS 70 audit ensures that a service provider has adequate financial reporting controls in their operations when working with a client’s information.

Steady state

That point at which a transition, such as to a service provider, has been completed and the ongoing effort of management and governance is beginning.

Steering committee

A group consisting typically of executives that aligns processes, projects and goals with business requirements. It also directs the client and vendor relationship. In governance matters, it defines the overall strategy; establishes IT, business, HR, legal, audit and compliance support; provides funding; implements the program management office; and reports to the board.

Supply chain management

Managing the movement of goods from raw materials to the finished product delivered to customers. Supply chain management aims to reduce operating costs, lead times, and inventory and increase the speed of delivery, product availability and customer satisfaction.

SWOT analysis

A scan of the internal and external environment is an important part of the strategic planning process. Environmental factors internal to the firm usually can be classified as strengths (S) or weaknesses (W), and those external to the firm can be classified as opportunities (O) or threats (T). The SWOT analysis provides information that is helpful in matching the firm’s resources and a capability to the competitive environment in which it operates. As such, it is instrumental in strategy formulation and selection.

T

Termination

An aspect of the outsourcing contract’s Terms and Conditions. The parties must agree and set out the basis for any termination of the agreement. This will usually only be for situations where one or other is in breach or default of its obligations as specified in the agreement. This clause will set out what notice is required to be given to the other party and will generally allow a period for the default or breach to be remedied before the other party is entitled to exercise remedies under the agreement.

Termination of contract

The cancellation of an outsourcing agreement. Usually, the terms for cancellation are spelled out in the contract as part of a termination clause. This clause protects both parties, since the desire to terminate by one party will severely affect the other. Most contracts require either party to notify the other within a specified period, such as three months. Failure to give adequate notice can result in severe financial penalties. Another aspect of the termination clause should be assurance of service provider assistance in transferring systems and data to an alternative site.

Terms and conditions

The clauses that make up a contract.

Time and materials

A pricing model in which the client pays set rates and related expenses for each worker provided by the service provider. Paying this way, while allowing more flexibility, may lead to a less disciplined approach to the project.

Time and percent conventions

An aspect of an SLA that spells out how times and dates will be used throughout the SLA. It may express how time will be shown, what is meant by “business hours,” and what is meant by “business days.”

Total cost strategy

Integrating global sourcing into the overall business strategy to obtain a low-cost advantage.

Total quality management

A label for the list of prerequisites for achieving world-class quality. Use began in the last half of the twentieth century. Although there is no agreement on what were the essential elements of TQM, many use the criteria of the Malcolm Baldridge National Quality Award. A conceptual and a philosophical context which requires management and human resources commitment to adopt a perpetual improvement philosophy, through succinct management of all processes, practices and systems throughout the organization to achieve effectiveness in the organizational performance and fulfilling or exceeding the community expectations.

TQM

Total quality management. A label for the list of prerequisites for achieving world-class quality. Use began in the last half of the twentieth century. Although there is no agreement on what were the essential elements of TQM, many use the criteria of the Malcolm Baldridge National Quality Award. A conceptual and a philosophical context which requires management and human resources commitment to adopt a perpetual improvement philosophy, through succinct management of all processes, practices and systems throughout the organization to achieve effectiveness in the organizational performance and fulfilling or exceeding the community expectations.

Transaction cost theory

Developed by Ronald Coase in 1932 as part of a lecture given to students at the School of Economics and Commerce in Dundee, Scotland, then turned into a paper titled, “The Nature of the Firm.” At its core is this notion: When a company tries to determine whether to outsource or to produce goods or services on its own, market prices aren’t the sole factor. There are also significant transaction costs, search costs, contracting costs and coordination costs. Those costs frequently determine whether a company uses internal or external resources for products or services. This is the essence of the make-vs.-buy decision.

Transaction costs

The management costs associated with coordinating, monitoring and controlling the delivery of products or services.

Transactional pricing

Also known as “unit pricing.” The client pays the service provider a flat fee per unit of work (order taken, application processed, sales call made).

Transfer of Undertakings (Protection of Employment) Regulations 1981

TUPE. Applicable in the UK. The normal position when an employee stops working for one employer, and starts work for another, is that a completely new contract of employment comes into being. The effect of TUPE is to change this position where there is a “transfer of an undertaking”. In those circumstances, the effect of the TUPE Regulations is that the employee is — for most purposes — treated as if the contract with his old employer continued with the new employer. This is important for a number of reasons. For example, certain employment law rights (e.g., against unfair dismissal or rights to redundancy payments) normally only apply if an employee has worked for an employer for a certain period of time. If TUPE applies, the time with the old employer counts when calculating for how long the employee has been employed. TUPE cannot be excluded by contract.

Transformational outsourcing

The process of effecting continuous strategic change and tying the results of the outsourcing initiative to strategic business outcomes. It is a collaborative, risk- and gain-sharing relationship among the organization and its service providers to drive enterprise transformation and achieve significant business process improvements.

Transition management

The detailed, desk-level knowledge transfer and documentation of all relevant tasks, technologies, workflows and functions.

Transitional outsourcing

Outsourcing that involves the migration from one platform or mode of operation to another. It consists of three phases: management of the legacy system; transition to the new platform or system; and stabilization and management of the new platform.

TUPE

Transfer of Undertakings (Protection of Employment) Regulations 1981. Applicable in the UK. The normal position when an employee stops working for one employer, and starts work for another, is that a completely new contract of employment comes into being. The effect of TUPE is to change this position where there is a “transfer of an undertaking”. In those circumstances, the effect of the TUPE Regulations is that the employee is — for most purposes — treated as if the contract with his old employer continued with the new employer. This is important for a number of reasons. For example, certain employment law rights (e.g., against unfair dismissal or rights to redundancy payments) normally only apply if an employee has worked for an employer for a certain period of time. If TUPE applies, the time with the old employer counts when calculating for how long the employee has been employed. TUPE cannot be excluded by contract.

U

Unbundled pricing strategy

The decision to impose the expense of going beyond uniform service delivery on the business unit that is requesting it.

Unrepatriated earnings

A US policy set during the establishment of the corporate tax structure in the early 1900s, in which earnings of an overseas subsidiary is claimed to be invested overseas, thereby reducing the parent company’s US tax liability on those earnings.

User environment

An aspect of an SLA, in which the number of users, geographic location of users and computing platforms are described..

Utility computing

The idea that IT services are a commodity — akin to electricity — rather than an aspect of the organization that can provide strategic differentiation.

V

Value audit

The process in which an organization investigates whether the cost reductions and/or revenue enhancements suggested in an outsourcing business case have actually been captured.

Value-added outsourcing

An aspect of strategic sourcing or multisourcing, in which some functional area is turned over to a service provider. The presumption is that the service provider can add value to the activity that wouldn’t be cost-effective if provided by internal staff.

W

Waiver

An aspect of the outsourcing contract’s Terms and Conditions. Allows the parties to retain any rights under the agreement that they may not elect to enforce in the first instance.

Warranties

An aspect of the outsourcing contract’s Terms and Conditions. Specifies what either party is required to warrant with respect to the agreement. This can include: quality of services; personnel; fitness for purpose; performance against specification; conformance to standards; warranty maintenance period and service levels.

Y

Your mess for less

First probably coined by an analyst at Gartner, to describe the attitude taken by those organizations that view outsourcing as a way to hand over a muddied business process that needs cleaning up, along with the expectation that it should cost less to do when performed by a service provider.

Z

Zero Defects

“Zero Defects” is a notional quality standard developed by Phil Crosby. Although applicable to any type of enterprise, it has been primarily adopted within industry supply chains wherever large volumes of components are being purchased (common items such as nuts and bolts are good examples).

The principles of the methodology are four-fold:

1. Quality is conformance to requirements.
2. Defect prevention is preferable to quality inspection and correction.
3. Zero Defects is the quality standard.
4. Quality is measured in monetary terms? the Price of Nonconformance (PONC)

No related posts.

以上关联文章由 Yet Another Related Posts Plugin 提供支持。

我第一次雅思听力6分，没有做完，很多是猜的，第二次，全部听准了，而且感觉CD里面放的是慢镜头回放。

因为细节没有注意，所以只有7分。功劳要感谢Jack Huang 的秘密武器 这个软件是目前同传必备的秘密武器，

可以完全不失真的快放和慢放，慢放可以清晰的掌握发音，快放最多到4.0倍，人类的极限是2.5倍，

我用 1.4倍和1.8倍速听了10多天，听力就提高了1分。用这个软件1.4-1.8倍数反复听卢峭梅听力机经小册子上面的答案，

听到后来听真题和考试就和听慢动作回放一样，特神奇。 特别说明：软件是同传翻译提高听力的秘密武器，是小日本写的，

安装好之后在选项里面选择英文 这个软件只有不到2M,要的朋友回帖留MSN，qq吧。免得说我做广告。呵呵

有人说我是广告，请看我的二战雅思实录 http://www.douban.com/note/59965070/ 雅思过了，发出我的经验方便大家而已。

有ＱＱ的请加：ＱＱ：4008885941 工作QQ，非诚勿扰

No related posts.

以上关联文章由 Yet Another Related Posts Plugin 提供支持。

 在中国有两次考试可以改变一个人的命运，一个是高考，一次是雅思。有人可能不同意我的观点，说是公务员考试，摸摸你的肥肥的肚脐眼想想：公务员算是改变命运么？

 关于雅思虫虫有太多想说的了。

 环球雅思2009年9月11日

第一次没过完全是轻敌造成的，基本是裸考，只复习了一个星期。第一次写英文作文居然是在雅思的写作考试。居然得了6分，奇迹。先去淮海路的环球雅思了解了一下情况，因为要2个HIGH,所以只能报G类7分班，在超小的测试室里面做完了阅读测试，对了26个，接待小M冷冷的说：你就5分，5.5分的样子，可以报名7分班的。让和中敲章推荐打折省了800元，一共3000多元就报了周末G类7分班。中山公园。每个周末就骑着我的小单车上课去了。口语老师很幽默，听力老师讲课很投入，阅读老师很帅，作文老师很执着。每次上课我就坐在进门第一排第二个中间的位置，教室超级小，老师的口水可以喷在我脸上。中午通常我们会在然与纯自助快餐吃饭，各自付账，各自挑选。我们也去大娘水饺，环境一般。一茶一坐，环境还不错，在二楼一帮人说说笑笑一下子就过了下午上课的时间。班花是在澳洲读书回来考鸭的86年眼睛超漂亮的可爱上海女生，XYZ是美国攻读生物的胖硕士，红花是美国电脑公司的超级销售，Lily是娴熟智慧型年轻硕士妈妈，还有我们的中医哥哥，人家可是岳阳医院的挂牌中医师，在班上为我们搭脉义诊。同学的职业最多的是财务，其次是IT经理。一半去加拿大一半去澳洲。

 一战雅思2009年11月7日

头天下午和中医约好去华东师范看场地，走到路上要打车的时候收到中医的短信：身体不舒服不去了。得，这么冷的天，我也不去了。第二天一早在闹钟响前1分钟自动醒了，带上证件和考试确认函（两次烤鸭经历告诉我这个确认函不用带），打上车直奔华东师大。文史楼前面已经等了很多人了。考号贴在门边地上的白板上，每个人要在照片上写上名字和考号（这个也是方便老师考试前贴照片，在松江没写也没事）。抄好考号，排好队就拿出2本小册子能看多少看多少。《十天突破雅思口语》《十天突破雅思写作》在文史楼门口排队的时候遇到中医，脸上不太好，告诉他要去抄考号，队伍就慢慢进去了，进门的一瞬间我看见中医正在蹲着找考号。中午考好笔试出来给他打电话关机的，以为是他笔试之前关了忘记开，后来才知道，他抄考号的时候突然感觉不舒服吐了！！没有参加考试，难怪我边上有一个空缺位···我还在想谁那么有钱，交了钱不来考的，原来是他。呵呵 

华师大的教室比较破，很小，前后排考生之间不想松江考点隔了一排空座位，有人把椅子搞得吱吱响，老师就在眼前晃···，听力最后S3有好几个都漏了，基本是蒙的。阅读理解最后一篇说非洲蚂蚁的因为太紧张，找不到原文里面的答案···，出来Jack说阅读很简单，答案很多是原文里面现成的。写作小作文是参加聚会把朋友的一个东西弄坏了写一封道歉信，大作文是有些人认为孩子的闲暇时间应该更有教育性，你的观点是什么。小作文我说聚会的时候借朋友的MP3听歌结果连人带机掉到泳池里面了，大作文用的《十天》第一个标准模板，都说用模板会得低分，因为实在不知道怎么写，不用模板根本不够字数的，大家都不敢用第一个模板，我用了反倒感觉新鲜。

 排队的时候认识了Ada,只要一个高分的硕士做咨询的女孩，她过了。笔试的时候我做在第二排，做在我后面是一个美国知名电脑公司做工程师的帅哥Jack，中午和他在校外马路对面吃了个桂林米粉。下午2点去文科楼6楼考口语。

口语考试是一个胖胖的老英国绅士，PART1的时候我说自己很喜欢运动，他竖起食指略作思考状，帮我找了一个PART2的CUE CARD:一个极限运动。太棒了，我告诉他我在澳洲跳伞的经历，和第一个把poweriser从美国带回来，并且组织了一个城市探险俱乐部。PART3他又问了我一些深入的问题，政府是否会鼓励危险的极限运动之类，我也不知道自己怎么回答完的，完全记不住了，只是记得最大的失误就是说了一句：HOW TO SAY! 这句话是《十天口语》里面单独列在中国人十大致命语病里面。后来参加Toastmasters发现一些C8的speaker也说HOW TO SAY! 看来真的是个通病。

 就这样一天时间考完了四门，真的有点累。到家直接登录DODS胜利之日狂杀了1个小时····。

 特写镜头：【2个月前】虫虫收到听力老师电话：“分数出来了！” 登陆雅思官网，输入NAAE号和密码，网页刷新的一瞬间，时间似乎凝固了。有一个5.5，其余全是6….心脏狂跳！再次仔细看LRWS,我靠，居然一个HIGH都没有！我靠·····，我靠·······！！！！！他NND，又要交1456元，又要买史上最贵铅笔和铅笔擦。如何和同学们交代呀！就说四个6吧。。。哎。。。。

 

一战雅思书目：

《十天突破雅思口语》

《十天突破雅思写作》

《剑3-剑7》同学一起淘宝团购的30元，MP3网上下的。

《环球雅思全套教材》没怎么看。 

特写镜头：【2个月前】红花收到虫虫的短信：“分数出来了”，登陆雅思官网，输入NAAE号和密码，网页刷新的一瞬间，时间似乎凝固了。有一个7分，一个6.5，2个6, 心脏狂跳…. 再次仔细看LRWS，我靠雅思！差半分，差半分我就是两个HIGH了！！！我靠·····，我靠·······！！！！！红花盯着分数，听力7分，没用，要7.5才是高分，阅读，阅读7分，1个HIGH, 写作和口语都是6，他NND，看来写作老师说的“猛药”没有起作用，连cardiovascular这样的大词都用上了，没用！又要交1456元，又要卖史上最贵铅笔和铅笔擦。

 二战雅思2010年1月23日

玩了1个月没有摸雅思书，12月10日决定在春节之前再考一次，2月份没有G类考试，（后来红花告诉我有2.11财大的一次）只能报名1.23松江的考试。1.23好日子，123一个新的开始。仔细分析一战的弱点，发现大家普遍认为拿高分的阅读我居然是最低分5.5，打算恶补阅读。听力拿高分的可能性不大，但还是要加强，用同传朋友提供的变速软件提高。写作更加注重通篇的结构和小作文，避免用不能准确使用的大词和难句。上当当购买了祁连山的《无词阅读法》， 卢峭梅的《雅思听力机经》 还有一本是刘洪波的《雅思真经4》， 这本书要特别说明，因为它的排版和雅思考试试卷的字体很像，雅思考试字体很大，以前做盗版的剑3-剑7，字体很小，拿到试卷不太习惯。大家尽量不要扫读，要摄读，和照相机一样阅读，一大片一大片的读。这一点真的很重要，配合无词阅读法，找主题词，定位词，方向，特别是各种题型的解法，仔细体会真题的解法，多做几篇就会领悟到其中的精髓，二战的时候才可以知道哪些对了哪些是蒙的，效果非常明显，只错了4个，得了8分。听力的效果也非常明显，用nvplay1.4-1.8倍数反复听卢峭梅听力机经小册子上面的答案，听到后来听真题和考试就和听慢动作回放一样，特神奇。

 松江是我的福地

和老婆在四川小馆子吃了践行午餐，回锅肉还是那样好吃， 

米饭特别好，吃了3碗，和LP告别，坐7号线转13号线，

 1个多小时第一次到了松江，松江建设得不错，

上了去对外贸易大学的公车，一卡通居然没有扣钱，

估计是传说中的地铁转乘公车的优惠，毕竟地铁坐了16元大钞。在学生宿舍门口下来，

在公告栏里面撕了三张日租房的小广告，

立刻拨打比较，选择了紫东新苑。穿过对外贸易大学，看了看明天的考场，

抄了考号，校园很大，很荒，印象最深的就是大拱门，

到了紫东新苑联系日租房东，一个带2岁小孩的安徽女人把我带到二楼一个毛坯房，没有台灯，没有空调，30元一晚，呵呵。看书哪能没有带灯，换地方。第二个有空调但是满楼的油漆味，估计是哪家在装修，撤。最后定下来一个7楼什么都有的小房间，50元，台灯是房东现修好了，太冷，开空调加收10元。好在床还不错，有电热毯。想想住一晚上就这样凑合过吧。

和lily通了电话，看到她的名字也在考号单上，她住490元的宾馆，有钱人，呵呵。第二天才知道是他老公开车全程陪同来的，我也搭了她的顺风车回家。晚上6点到9点居然看着书睡着了，好在有电热毯和空调，不然一准感冒。起来看书到11点，接到LP问候和祝福的电话。早上6点半自己就自动起来了，看书，吃早饭：昨天买的旺旺仙贝和光明早餐奶，没敢喝太多水，有一战憋尿的经历，不敢喝。7点35接到LP叫醒电话，本来说好是6：50的，挺难为她的，她喜欢睡懒觉的。花15分钟到了考场，存包，进教室，最后一排，哈哈，这么大的教室，前后之间都隔了一排。右手边一个澳洲呆了五年的女孩。我让她把答案写大一点，呵呵，心理安慰而已，根本看不到。两个中国老师用英文宣布纪律，教会填表，然后开始听力，我就开始运转我的小太阳了，这可是童子功，小的时候一直练的，具体功法参见这里。保持功态一直到笔试结束。阅读做完我就知道自己一定过了。小作文是电话账单的地址寄错了，请写文章说明你是怎么发现账单寄错了，对你有什么影响，你希望他们怎么补偿。我说我的账单被寄到动物园了，动物园的熟人发现的，对我的个人信用有影响，希望他们给我机会见高层领导以便对他们的CMS系统提供改进意见。虽然是胡编乱造的，但是我始终紧扣题目。大作文是很多人现在移居到大城市，你怎么看这个现象。我套用自己已经写好的模板，这个模板不是书上现成的，是我自己加工的，从好和不好两个方面论述了，最后还提出了自己的观点和解决方案。我自己都感觉自己很厉害，最后一个标点正好写在答题纸最后一行的最后一个适当的位置。

写好了还有3分钟检查，居然没有检查出来metropolise 多了一个e. 中午和lily及她老公开车去一个西餐简餐厅吃了个18元的海鲜炒饭。吃好了，就在餐厅和lily连起了口语。她准备得很充分，一个大本子，后来他考的是newspaper，她说她居然没有准备到。我的口语考官是个和蔼可亲的外国老阿姨，难道是传说中的5分笑面杀手？整个过程她都一直不断微笑鼓励我，话题是最近一件让你高兴的事情。happiness. 什么事情让你高兴？我说我澳洲跳伞的事情。PART3是不是有钱就幸福？为什么大多数人都认为有钱才能幸福？古代人和现代人的幸福观有什么不同？！！！！！汗！！！！我只记得我说自己的功夫师傅住在深山的破庙里面，没有钱但是很幸福，因为他知道三个问题的答案，1.人从哪里来？2.人活着为什么？3.人死了去哪里？他知道这个三个问题的正确答案，所以他是最幸福的人，幸福和钱无关。我一口气说完，也不知道有没有语病，也没有用十天里面的好词，口语真的是基本功，需要长期的积累。考出来，走下楼梯，一帮80，90后蹲点的考生蜂拥过来，我突然有点明星的感觉。他们是那么年轻，有去澳洲，去英国的，羡慕中···等lily出来，他稳重大度的老公开车送我们回家。

特写镜头：【2个月后】虫虫习惯性的登录雅思官网，这是每天必做的事情，虽然知道要十个工作日才出成绩。

现在是第九个工作日的中午11点45分···估计分数还没有出来····突然一个闪眼的8跳进虫虫的眼睛，一个7，一个6.5···· 心脏狂跳···· 一个6，2个HIGH!!!! 虫虫一下子弹簧一样跳了起来，高呼：啊~~~~~~~~~~~~~~~~~~~~~~~ 过了~~~~~~~~~过了~~~两个HIGH,两个HIGH,两个HIGH~~~~~~~~~~,厨房里面的父母跑出来：怎么了？怎么了？？虫虫一把抱住他们：我过了！！雅思考过了！！！

 

这次雅思总分7， 口语失败：6， 听力OK:7， 写作奇迹：6.5， 阅读爆发：8

我知道这篇文章一定会火，烤熟鸭子，正在烤鸭，将要烤鸭，已经在国外，正在国外，将要在国外的全部有兴趣的朋友可以加QQ 群:2362758  对单词魔咒有兴趣的朋友可以加QQ群：21962385 对英文演讲有兴趣的朋友可以加QQ群：2362894

分享魔法虫虫的资源

单词魔咒 史上最牛单词速记法 www.wordsmagic.com

单词魔咒 豆瓣小组 www.douban.com/group/wordsmagic

口译同传 豆瓣小组 www.douban.com/group/kouyi

单词魔咒www.wordsmagic.com

淘宝购买 http://justican.taobao.com

魔店购买www.wordsmagic.com/shop

选择单词魔咒的五大理由：

1.        从已知到未知，充分开发学习者自身三大记忆系统。

2.        精确记忆单词，一句咒语攻克一个单词，精确到字母。

3.        紧扣教学大纲，国内唯一每个单词都有记忆方法的速记法。

4.        方法先进科学，完全符合单词构词法，英文单词的《说文解字》

5.        咒语形象生动，朗朗上口，易记好用，终生不忘。

同声传译快速搞听力的软件在这里：这个软件是目前同传必备的秘密武器，可以完全不失真的快放和慢放，慢放可以清晰的掌握发音，快放最多到4.0倍，人类的极限是2.5倍，我用1.4倍和1.8倍速听了10多天，听力就提高了1分。 下载地址：www.1to1b.com 大家点击资源中心
用户名和密码加群要。搜索：秘密武器

No related posts.

以上关联文章由 Yet Another Related Posts Plugin 提供支持。