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应聘译者测试译文评价

有关关键客户经理研究成果测试译文评价

注:2015年5月份我们试用了几名新译者,现在陆续发布几篇试译稿和我们的评语,供大家把握我们的新译者启用翻译质量标准。以下是一名女译员的测试译文,她很努力,非常感谢她的参与,但是可惜没有通过我们的测试:

评价:不合格,但是有一定潜力,如果再认真点是可以做好的,可惜这个测试没有通过。语言表达不到位,专业词汇不准确,知识面窄,且不会有效利用网络资源进行查询。

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RESEARCH FINDINGS
研究成果
In recent years researchers have investigated the requirements for successful key account managers. An early 1990s study categorized these requirements into personal traits, skill requirements and areas of knowledge and experience (Figure 4.2)
近年来,研究人员对成功的关键客户经理所应具备的条件进行了调查。20世纪90年代早期的一项研究将这些必备条件分为三类,即个人特质,技能要求以及行业知识与经验(见图4.2)。
Insert Figure 4.2 about here
此处插入图标4.2
A more recent study of national account managers and their superiors identified five critical success factors for key account managers:
最近,一项关于全国客户经理及其上司的研究为大客户经理指明了五项关键的成功要素:
? managing key account relationships,
? understanding the account’s business,
? ensuring action and responsiveness to customers,
? involving others with the account, and
? ensuring commitment to the key account program.
    ? 管理关键客户关系
    ? 熟悉客户的业务
    ? 确保对客户的行动和响应能力
    ? 增强他人与客户的关系
    ? 确保对关键客户计划的承诺
This research showed that in general key account managers spent appropriate effort in two areas -- managing key account relationships and ensuring action and responsiveness to customers. They did less well in understanding the account’s business, involving others with the account, and ensuring commitment to the key account program.
研究表明,一般来说,关键客户经理会在管理关键客户关系与确保对客户的行动和响应能力这两方面付出了适当的努力。而在熟悉客户的业务、增强他人与客户的关系、确保对关键客户计划的承诺方面做的则有所欠缺。
A further study identified a set of competencies whose frequency of use discriminated statistically between more and less effective account managers:
近一步的研究明确了以下一系列能力,其使用频率区分了客户经理的有效卓越程度。
? aligning account and supplier strategic objectives
? listening beyond product needs
? understanding the financial impact of decisions
? consultative problem solving
? orchestrating organizational resources
? establishing a vision of the customer/supplier relationship
? engaging in self-appraisal and continuous learning
? building strategic plans
? utilizing basic selling skills
    ? 协调统一客户与供应商的战略目标
    ? 关注点不仅仅局限于产品的需求
    ? 了解决策所造成的财务影响
    ? 协商解决问题
    ? 统筹规划组织资源
    ? 构建客户-供应商关系的美好前愿景
    ? 实施自我评估和持续学习的策略
    ? 制定战略计划
? 利用基本的销售技巧

RECRUITING AND SELECTING
招聘
The shift from a traditional sales force system to key account management represents a major organizational change. Hence, the recruitment and selection process for key account managers is often most difficult when key account management is first being introduced. At that time, the supplier faces the very real danger of appointing personnel without the appropriate knowledge, skills, abilities, experience, and/or organizational influence.
Essentially, there are two sources of key account manager candidates -- internal and external.
从传统的销售队伍体系到关键客户管理的转变代表了一项重大的组织变革。因此,在最初引进大客户管理的时候,大客户经理的招聘过程是最困难的。那时,供应商面临着真正的风险,即聘用无相关知识、技能、能力、经验及/或组织影响的人员。本质上来说,大客户经理招聘有两种途径—内部招聘和对外招聘。
INTERNAL CANDIDATES
内部招聘
Perhaps the most obvious candidate for a new key account manager position is a salesperson who has been selling to a division or single location of the newly designated key account. Such a salesperson may have been extremely successful in what was perhaps a fairly straightforward situation (perhaps spending most time with purchasing agents). But the shift to broader responsibility and key account management may be too large a transition. The capability profile of successful key account managers is quite different from a successful salesperson. Many successful salespeople are unable to make the transition.
也许,对于大客户经理这个职位来说,最具优势的候选人就是一直在将新指认定的关键客户的区域或单一地点场所作为开展销售工作对象的销售人员。这样的销售人员在相当简单明了的情境下,会做得极其成功(也许是长时间和采购代理接触的缘故)。然而,向更艰巨的责任和关键客户管理的转变是相当困难的。成功的销售人员与成功的关键客户经理在能力方面有很大的差距。许多成功的销售人员没有能力做出这种转变。
Regardless, the key account manager position may play an important role in career planning for individual salespeople. It is not unusual for companies to promote their best salespeople to sales managers, only to see them fail – they are unable to manage a group of salespeople in a formal structure. The key account manager position may provide an alternative career track for \ superior salespeople who can make the difficult transition to key account manager, without saddling them with the day-to-day responsibilities of managing a sales district or region.
尽管关键客户经理的职位在个体销售人员的职业生涯规划中起着重要的作用。但是,企业提拔它们最优秀的销售人员做销售经理,却看到他们因没有能力管理一个组织结构有序的销售团队而以已失败告终,这种情况是不足为奇的。关键客户经理这个职位为能够做出向关键客户经理这个艰难转变的优秀的销售人员提供别样的职业展望。
Of course, the sales force is not the only internal source for key account managers. The most attractive sources of candidates depend on the specific set of key account manager roles and responsibilities. As a result, candidates may emerge from many different functional areas; for example, one of 3M’s successful key account managers formerly ran an R&D laboratory.
当然,销售队伍不是关键客户经理的唯一内部来源。候选人最合适的来源是由关键客户经理这个角色和职责的特殊性决定的。因此,候选人可能来自许多不同的功能领域,例如,3M公司的一个成功的关键客户经理之前管理过一个研发实验室。
Key account management may be a terminal position for those organizational personnel a few years from retirement. Such employees may be especially effective because of their extensive experience and relationships with the key account. A second source of internal candidates is rising stars in the organization; such personnel may originate from one of several functional areas. Both they and senior corporate personnel may view the key account manager role as an important experience builder; indeed the firm may even build in several years’ key account manager experience as a necessary condition for higher-level appointments. After all, key account managers have responsibility for managing some of the firm’s most valuable assets. Such experience may equip them well for general management responsibility.
关键客户管理对于那些已退休几年的组织人员来说是一个最终的职务。由于具备丰富的经验以及且与关键客户的友好关系,这些员工在此方面尤其得心应手。内部招聘的第二个来源就是组织里的后起之秀,这类人员可能来自某一功职能领域。他们和资深的人员都会把关键客户经理这个角色视为积累经验的重要方式。甚至企业可能会将若干年的关键客户经理的经验作为任命高层的必备条件。毕竟,关键客户经理有管理企业某些最宝贵的资产的责任。这些经验可能会使他们更好地胜任综合管理的职责。
Regardless of the fast-track potential of individual key account managers, the supplier should be careful to ensure that key account managers do not turn over too frequently. Since relationship building is such a critical factor in key account management, the firm must carefully weigh the need for high caliber managers in other positions against both the key account manager’s personal development goals, and the requirements of the supplier /key account relationship.
尽管关键客户经理具有相当快的发展潜力,供应商还是应该慎重考虑认真确保关键客户经理的更换频率,使之不会太快。由于建立关系是关键客户管理的一个重要因素,因此企业必须仔细权衡关键客户经理的个人发展目标和供应商-关键客户关系的需求与对优秀管理者需求。