公司英語演講稿 模板1
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創(chuàng)業(yè)公司如何才能成功
演講者：bill gross
i"m really e_cited to share with you some findings that really surprise me about what makes companies succeed the most, what factors actually matter the most for startup success.i believe that the startup organization is one of the greatest forms to make the world a better place.
非常高興，能夠與你們分享 一些使我感到十分驚訝的發(fā)現(xiàn)。 這些發(fā)現(xiàn)是關(guān)于什么最能使公司成功以及對于創(chuàng)業(yè)公司，什么因素最要緊。 我相信，創(chuàng)業(yè)組織是使世界成為更好的地方的最偉大的形式之一。
if you take a group of people with the right equity incentives and organize them in a startup, you can unlock human potential in a way never before possible. you get them to achieve unbelievable things.but if the startup organization is so great, why do so many fail? that"s what i wanted to find out.
如果你能用合適的股權(quán)激勵來召集一幫人 并且把他們組織起來創(chuàng)業(yè)的話 你就能以前所未有的方式釋放了人類潛能。 并引領(lǐng)他們?nèi)ネ瓿刹豢芍眯诺氖虑椤?但是，如果創(chuàng)業(yè)組織那么偉大，為什么還會有很多失敗呢? 這就是我想要探究的問題。
i wanted to find out what actually matters most for startup success.and i wanted to try to be systematic about it, avoid some of my instincts and maybe misperceptions i have from so many companies i"ve seen over the years.i wanted to know this because i"ve been starting businesses since i was 12 years old when i sold candy at the bus stop in junior high school。
我想要了解，對創(chuàng)業(yè)公司的成功來說， 到底什么最為重要。 我也想要對此問題系統(tǒng)化的分析，避免一些因?yàn)槲疫@些年看到許多公司 而得來的直覺上的誤解。 我想要知道這個，因?yàn)椋覐?2歲上初中，在汽車站售賣糖果時(shí)， 便開始我自己的商業(yè)活動。
to high school, when i made solar energy devices, to college, when i made loudspeakers. and when i graduated from college, i started software companies. and 20 years ago, i started idealab, and in the last 20 years, we started more than 100 companies, many successes, and many big failures. we learned a lot from those failures.so i tried to look across what factors accounted the most for company success and failure.
在高中時(shí)，我做太陽能設(shè)備的生意， 在大學(xué)時(shí)，我做擴(kuò)音器生意。 當(dāng)我從大學(xué)畢業(yè)的時(shí)候，我成立了一家軟件公司。 20__年前，我成立了創(chuàng)意實(shí)驗(yàn)室， 在過去的20__年里，我們成立超過100家公司。 其中，很多成功了，也有很多失敗了。 我們從那些失敗中學(xué)到了很多。 所以，我嘗試去探索是什么因素導(dǎo)致公司的成敗。
so i looked at these five. first, the idea. i used to think that the idea was everything. i named my company idealab for how much i worship the "aha!" moment when you first come up with the idea. but then over time, i came to think that maybe the team, the e_ecution, adaptability, that mattered even more than the idea.
所以我關(guān)注在這5點(diǎn)。 第一，創(chuàng)意。 我過去認(rèn)為，創(chuàng)意就是全部。 我將我的公司命名為創(chuàng)意實(shí)驗(yàn)室， 是因?yàn)?，我十分推崇，?dāng)你首次想到某個想法的時(shí)候，"aha"(啊哈)開竅的時(shí)刻。 但是，隨著時(shí)間的推移， 我認(rèn)為或許團(tuán)隊(duì)、執(zhí)行力或者是適應(yīng)力， 比創(chuàng)意更要緊。
i never thought i"d be quoting bo_er mike tyson on the ted stage, but he once said, "everybody has a plan, until they get punched in the face." (laughter) and i think that"s so true about business as well. so much about a team"s e_ecution is its ability to adapt to getting punched in the face by the customer. the customer is the true reality. and that"s why i came to think that the team maybe was the most important thing.
我從沒想過，我會在ted的舞臺上，引用拳王泰森的話，但是，他曾經(jīng)說過， "每個人都有計(jì)劃，直到被人打臉為止。"(笑聲) 我認(rèn)為，對于生意也是這樣的。 對于一個團(tuán)隊(duì)的執(zhí)行力為說，最要緊的， 是它使自己能適應(yīng)被客戶打臉的能力。 客戶就是真理。 這就是為什么我認(rèn)為 團(tuán)隊(duì)是最重要的事情。
then i started looking at the business model. does the company have a very clear path generating customer revenues? that started rising to the top in my thinking about maybe what mattered most for success.then i looked at the funding. sometimes companies received intense amounts of funding. maybe that"s the most important thing?
然后，我開始關(guān)注商業(yè)模式，就是這個公司是否有一條清晰的能產(chǎn)生客戶收益的路線圖嗎? 商業(yè)模式開始成為我對什么對成功最重要 這一思考的重點(diǎn)。 然后，我關(guān)注了資金。有時(shí)候一些公司會去吸納大量的資金， 也許這是最重要的事情?
and then of course, the timing. is the idea way too early and the world"s not ready for it? is it early, as in, you"re in advance and you have to educate the world? is it just right? or is it too late, and there"s already too many competitors? so i tried to look very carefully at these five factors across many companies. and i looked across all 100 idealab companies, and 100 non-idealab companies to try and come up with something scientific about it.
當(dāng)然還有時(shí)機(jī)，這個想法是不是太早了，我們還沒有做好迎接它的準(zhǔn)備? 它是不是太超前了以至于你不得不來教導(dǎo)世界? 它恰在時(shí)機(jī)嗎? 或者它是不是太晚，已經(jīng)有太多的公司競爭? 所以我努力去認(rèn)真考察這五個因素在公司中的影響。 我考察了100家創(chuàng)意實(shí)驗(yàn)室下的公司， 還有100家非創(chuàng)意實(shí)驗(yàn)室下的公司， 試圖提出一些科學(xué)的東西。
so first, on these idealab companies, the top five companies -- citysearch, carsdirect, goto, netzero, tickets.com -- those all became billion-dollar successes. and the five companies on the bottom -- z.com, insider pages, mylife, desktop factory, peoplelink -- we all had high hopes for, but didn"t succeed.so i tried to rank across all of those attributes how i felt those companies scored on each of those dimensions. and then for non-idealab companies, i looked at wild successes, like airbnb and instagram and uber and youtube and linkedin.
首先，在這些創(chuàng)意實(shí)驗(yàn)公司里，排在前面的五家公司 citysearch ,carsdirct, goto, netzero, tickets.com 最后都成為了十億美元以上的成功公司 而下面的五家公司 z.com, insider pages, mylife,desktop factory, peoplelink 我們曾寄以重望，但沒有成功。 所以我試圖就這些公司在每個因素中的得分，給它們排序。 然后對于非創(chuàng)意實(shí)驗(yàn)公司，我關(guān)注極度的成功者， 像airbnb，instagram, uber ,youtube ,linkedln
and some failures: webvan, kozmo, pets.com flooz and friendster. the bottom companies had intense funding, they even had business models in some cases, but they didn"t succeed. i tried to look at what factors actually accounted the most for success and failure across all of these companies, and the results really surprised me.the number one thing was timing.
還有一些失敗的案例，webvan,kozmo,pets.com flooz 和 friendster 墊底的公司都有雄厚的資金 一些案例甚至有商業(yè)模式在里面 但是，他們并沒有成功。 我嘗試考察在這些成功和失敗的案例中 到底什么因素真的最重要 結(jié)果讓我大吃一驚 最重要的是時(shí)機(jī)，
timing accounted for 42 percent of the difference between success and failure. team and e_ecution came in second, and the idea, the differentiability of the idea, the uniqueness of the idea, that actually came in third.now, this isn"t absolutely definitive, it"s not to say that the idea isn"t important, but it very much surprised me that the idea wasn"t the most important thing. sometimes it mattered more when it was actually timed.the last two, business model and funding, made sense to me actually.
在解釋成功和失敗的差異中時(shí)機(jī)占42% 團(tuán)隊(duì)和執(zhí)行力排在次位 然后是創(chuàng)意 創(chuàng)意的差異，或者說創(chuàng)意的獨(dú)特性 實(shí)際上排在第三位 它不是決定性的不是說創(chuàng)意不重要 但創(chuàng)意不是最重要的，這還是讓我驚訝 有時(shí)候更重要的是它是否恰對時(shí)機(jī) 最末尾的兩項(xiàng)，商業(yè)模式和資金，實(shí)際上對我意義深遠(yuǎn)
i think business model makes sense to be that low because you can start out without a business model and add one later if your customers are demanding what you"re creating. and funding, i think as well, if you"re underfunded at first but you"re gaining traction, especially in today"s age, it"s very, very easy to get intense funding.
我認(rèn)為商業(yè)模式 之所以不那么重要 是因?yàn)闆]有商業(yè)模式，你也可以創(chuàng)業(yè) 要是你的客戶正需要你的創(chuàng)新時(shí)，更是如此 至于資金，我認(rèn)為也一樣 如果你一開始資金不足然而卻可以不斷發(fā)展 實(shí)際上今天的時(shí)代 要想得到大量的資金真的非常非常的容易 那現(xiàn)在讓我針對每個方面舉一些具體的事例
so now let me give you some specific e_amples about each of these. so take a wild success like airbnb that everybody knows about. well, that company was famously passed on by many smart investors because people thought, "no one"s going to rent out a space in their home to a stranger." of course, people proved that wrong. but one of the reasons it succeeded, aside from a good business model, a good idea, great e_ecution, is the timing.that company came out right during the height of the recession when people really needed e_tra money, and that maybe helped people overcome their objection to renting out their own home to a stranger.same thing with uber.
就以家耳熟能詳?shù)腶irbnb為例吧 這家公司一開始曾被很多投資者pass掉了 因?yàn)榇蠹矣X得 "沒人會騰出家里的一塊地方出租給陌生人" 當(dāng)然，后來證明大家是錯的 但是它成功的一個原因 除了好的商業(yè)模式，好創(chuàng)意，強(qiáng)大的執(zhí)行力之外 就是時(shí)機(jī) 就在經(jīng)濟(jì)危機(jī)的最高潮時(shí)，該公司出現(xiàn)了.這時(shí)人們真的很需要掙點(diǎn)外快 這或許幫助人們克服了要把自己的 房間出租給一個陌生人的障礙 對于uber，情況相同
uber came out, incredible company, incredible business model, great e_ecution, too. but the timing was so perfect for their need to get drivers into the system. drivers were looking for e_tra money; it was very, very important.some of our early successes, citysearch, came out when people needed web pages. goto.com, which we announced actually at ted in 1998, was when companies were looking for cost-effective ways to get traffic.
uber的誕生 難以置信的公司，難以置信的商業(yè)模式 也有強(qiáng)大的執(zhí)行力 但當(dāng)它們需要拉司機(jī)進(jìn)入到這個體系時(shí) 時(shí)機(jī)恰好是那么完美 司機(jī)們正需要掙外快，這點(diǎn)至關(guān)重要 我們早期的一些成功范例，像citysearch城市搜索，就在大家需要網(wǎng)頁的時(shí)候誕生了goto.com，這個我們早在1998年就在ted上說過 是在公司尋找劃算的獲得流量的方法時(shí)誕生的
we thought the idea was so great, but actually, the timing was probably maybe more important. and then some of our failures. we started a company called z.com, it was an online entertainment company. we were so e_cited about it -- we raised enough money, we had a great business model, we even signed incredibly great hollywood talent to join the company. but broadband penetration was too low in 1999-20__. it was too hard to watch video content online, you had to put codecs in your browser and do all this stuff, and the company eventually went out of business in 20__.
我們曾經(jīng)認(rèn)為創(chuàng)意是那么重要 然而實(shí)際上，時(shí)機(jī)或許更重要些 然后是一些失敗的例子 我們曾創(chuàng)立過一個叫z.com的線上娛樂公司 我們對此滿懷期待 我們籌集了大量的資金，我們有一個很棒的商業(yè)模式 甚至我們還將偉大的好萊塢天才們簽進(jìn)公司 但1999到20__年的寬帶普及程度實(shí)在太低 要想在網(wǎng)上看視頻太困難了 你不得不向?yàn)g覽器加入多媒體數(shù)字信號編解碼器，要加入所有編解碼器， 最后這家公司最終在20__年退出了市場
just two years later, when the codec problem was solved by adobe flash and when broadband penetration crossed 50 percent in america, youtube was perfectly timed. great idea, but unbelievable timing. in fact, youtube didn"t even have a business model when it first started. it wasn"t even certain that that would work out. but that was beautifully, beautifully timed.
僅僅在兩年之后,當(dāng)adobe flash 解決了編解碼問題 并且全美的寬帶普及度達(dá)到50%后 youtube正中時(shí)機(jī) 好的創(chuàng)意，不可思議的時(shí)機(jī) 事實(shí)上，youtube 一開始都沒有一個商業(yè)模式 也不確定它是否會成功 但它是如此漂亮地正中時(shí)機(jī) 所以總結(jié)來說，我要說的就是執(zhí)行力真的很重要 創(chuàng)意很重要
so what i would say, in summary, is e_ecution definitely matters a lot. the idea matters a lot. but timing might matter even more. and the best way to really assess timing is to really look at whether consumers are really ready for what you have to offer them. and to be really, really honest about it, not be in denial about any results that you see, because if you have something you love, you want to push it forward, but you have to be very, very honest about that factor on timing.
是，時(shí)機(jī)更重要 而真正要去評估時(shí)機(jī)的最佳方法 就是真的去考察消費(fèi)者是否真的做好準(zhǔn)備 為你所提供的服務(wù)做好準(zhǔn)備 對此，一定要實(shí)事求是 不要否認(rèn)你所看到的任何結(jié)果 因?yàn)槿绻阌邢矏鄣臇|西，你會想推動它 但你不得不對時(shí)機(jī)這個因素非常非常的誠實(shí)
as i said earlier, i think startups can change the world and make the world a better place. i hope some of these insights can maybe help you have a slightly higher success ratio, and thus make something great come to the world that wouldn"t have happened otherwise.thank you very much, you"ve been a great audience.
正如我之前所說,我認(rèn)為創(chuàng)業(yè)公司可以改變世界，讓世界更加美好 我希望這些見解 可以幫助你們提高一點(diǎn)點(diǎn)成功的幾率 這樣就可以給世界帶來一點(diǎn) 本不會發(fā)生的好的改變 十分感謝，你已經(jīng)是一名偉大的聽眾。
公司英語演講稿 模板2
閱讀小貼士：模板2共計(jì)6784個字，預(yù)計(jì)閱讀時(shí)長17分鐘。朗讀需要34分鐘，中速朗讀46分鐘，在莊重嚴(yán)肅場合朗讀需要62分鐘，有244位用戶喜歡。
the president: hello, everybody! (applause.) oh, it is good to be in l.a.! (applause.)it is colder in d.c.at the moment, colder in chicago, and 70-degree weather is something tobethankful for.
and it is great to be atdreamworks animation. i would like towork here. (laughter.) i haveasked jeffrey. the only concern i had was the lights werekind of dim in the offices and -- (laughter) -- i’m pretty sure i’d fallasleep. but there’s a natural connectionbetween me anddreamworks. i don’t knowif you know this, but my ears were one of the inspirations for “shrek.” (laughter.) that’s true. true story.
mellody was being very modestwhen she said she had a front-row seat. mellody was one ofmy earliest supporters back when nobody couldpronounce my name. and her and johnrogers atarial capital helped to co-chair some of my first fundraisers. andthey’d have to drag somestraggly group in, kicking and screaming, and write acheck and listen to this young senatorwho had a lot of ideas but notnecessarily any realistic prospects to win. and she went througha lot of ups and downs with me and my career and isjust a great, great friend. so i wanttothank her publicly for all the support that she’s given us. (applause.)
we’ve got some folks here who arefighting for the people of southern california every singleday and i just wantto acknowledge them. we’ve got the mayorof glendale, dave weaver. (applause.) we’vegot three of your outstanding members of congress -- brad sherman, adamschiff,karen bass. they are all doing a greatjob. (applause.)
i want to thank all of you forbeing here. and i want to thank yourceo, jeffrey katzenberg,for inviting me. (applause.) jeffrey, like mellody, has been a friend and a supporterthroughthick and thin. and i think hisplace in the entertainment industry is legendary -- i don’t needto puff him uptoo much. (laughter.) he has a healthy sense of self. (laughter.) but he is agreat friend and somebody whose counsel and advice i value.and i’m incredibly grateful to behere at this wonderful institution that hehelped to build
and i’ve come here today becausethis is one of america’s economic engines. not justdreamworks, but this whole cluster of companies thatgenerations have grown up knowing --disney and warner and universal andothers. when you think about it, whatfinance is to newyork, what the auto industry is to the midwest, what technologyis to northern california,entertainment is to this part of the country.
and most of us have spent a lotof time thinking about our favorite movies or tv shows, butwe don’t oftenthink about the entire infrastructure and industry behind the scenes. hundreds ofthousands of middle-class jobs --they’re not always on the marquee -- jobs for electricians, andcarpenters, andsound mi_ers, and makeup artists, and designers, and animators depend onthisincredible industry here in southern california.
entertainment is one of america’sbiggest e_ports. and every day, you sella product that’smade in america to the rest of the world. every time somebody buys movie tickets, ordvds, ordistribution rights to a film, some of that money goes back to thelocal economy right here.
and believe it or not,entertainment is part of our american diplomacy. it’s part of whatmakes us e_ceptional, partof what makes us such a world power. youcan go anywhere on theplanet and you’ll see a kid wearing a “madagascar”t-shirt. (laughter.) you can say, “maytheforce be with you” -- they know what you’re talking about. (laughter.)
hundreds of millions of peoplemay never set foot in the united states, but thanks to you,they’ve e_perienceda small part of what makes our country special. they’ve learned somethingabout our values. we have shaped a world culture through you.
and the stories that we telltransmit values and ideals about tolerance and diversity andovercomingadversity, and creativity that are part of our dna. and as a consequence of whatyou’ve done, youhelped shape the world’s culture in a way that has made the world better.
they might not know thegettysburg address, but if they’re watching some old movie,maybe “guess who’scoming to dinner,” or “the mary tyler moore show,” or “will and grace”and“modern family,” they’ve had a front-row seat to our march towards progress,even if theirown nations haven’t made that progress yet. and young people in countries all around theworldsuddenly make a connection and have an affinity to people who don’t looklike them and maybeoriginally they might have been fearful of, and nowsuddenly they say, oh, this person is likeme -- which is one of the powers ofart, but that’s what you transmit.
and that is a remarkablelegacy. now, it’s also a bigresponsibility. when it comes toissueslike gun violence, we’ve got to make sure that we’re not glorifying it, becausethe storiesyou tell shape our children’s outlook and their lives. earlier this year, leaders from this townsatdown with vice president biden to talk about what hollywood could do to helpkeep our kidssafe. this was in the wakeof sandy hook. and those conversationsneed to continue. the storieswe tellmatter. and you tell stories morepowerfully than anybody else on the earth.
but i want to make clear, even aswe think long and hard about the messages we send, weshould never waver fromour commitment to the freedom that allows us to tell those storiessowell. protecting our first amendmentrights are vital to who we are. and it’salso goodbusiness, because in the global race for jobs and industries, thething we do better thananybody else is creativity. that’s something that can’t be copied. it’s one of the reasons whyeven with newmarkets and new technologies, there’s still no better place to make moviesandtelevision and music than right here in the united states.
entertainment is one of thebright spots of our economy. the gapbetween what we can doand what other countries can do is enormous.
audience member: woo!
the president: yes, that’s worth cheering for. (applause.) and that means that we’vegot todo what it takes to make sure that this industry, and every great americanindustry, keepsthat competitive edge so that more folks can find career pathslike many of you have, and getgood middle-class jobs that allow you to supporta family and get ahead.
nothing is more important thanthat right now. and as mellodymentioned, when i came intooffice, we were going through a severe crisis. five years later, america has largely foughtourway back. we’ve made the toughchoices required not just to help the economy recover, but torebuild it on anew foundation for stronger, more durable economic growth.
we refocused on manufacturing ande_ports, and today, our businesses sell more goods andservices made in thiscountry to the rest of the world than ever before. our manufacturers areadding jobs for thefirst time since the 1990s, led by an american auto industry that’scomeroaring back. american cars are reallygood now. (laughter.)
we decided to reverse ourdependence on foreign oil. so today, wegenerate more renewableenergy than ever -- doubled our renewable energy --more natural gas than anybody. for thefirsttime in nearly 20 years, america now produces more of our own oil than webuy from othercountries. it’s goodnews. (applause.)
when i took office, americainvested far less than countries like china did in wirelessinfrastructure andwe’ve now narrowed that gap, and we have helped companies unleash jobsandinnovation and become a booming app economy that’s created hundreds ofthousands ofjobs. si_ years ago, only 5percent of the world’s smartphones ran on american operatingsystems. today, more than 80 percent do. (applause.)
and, yes, we decided to fi_ abroken health care system. (applause.) and it’s interesting-- iwas talking to some of the studio e_ecs here, and i said, look, therollout of the new health caremarketplace was rough and nobody was morefrustrated about the problems with our websitethan i am. and yet, here in southern california and hereacross this state, there are thousandsof people every single day who are gettinghealth care for the first time -- for the first time --because of this. (applause.) and, by the way, the website is continually working better, socheck itout. (laughter.)
but as a country, we’re nowpoised to gain health coverage for millions of americans,starting on january1st, and that includes more than 350,000 here in california who havealreadysigned up. and thanks in part to theaffordable care act, health care costs are growing atthe slowest rate in 50years. employer-based health care costsare growing at about one-third therate of a decade ago. and that means that if the studios here oryour employers aren’t havingto spend as much on health care, they can hiremore folks and reinvest more in the business,and come up with those cooltechnologies that -- i don’t e_actly understand how they work, but--(laughter) -- were really neat to look at. (laughter.)
and, by the way, we’ve done allthis while bringing down our deficits. (applause.) after yearsoftrillion-dollar deficits, we reined in spending. you would think sometimes listening to folksinwashington that we haven’t made any progress on that front. we wound down two wars. wechanged a ta_ code that was too skewedtowards the wealthiest americans at the e_pense of themiddle class. you add it all up, we’ve cut our deficits bymore than half, and they continue to godown faster than any time since worldwar ii. (applause.)
so all told, our businessescreated 7.8 million new jobs over the past 44 months. americahas gone farther, recovered fasterthan most other industrialized nations. but, as mellody said,we’ve got more work to do. the stock market is doing great, corporateprofits soaring, but toomany americans aren’t sharing in that success. and everybody here who works at dreamworks--a really good place to work. i’m goingto ask jeff if maybe i can work here. (applause.) but allof you havefriends and family and neighbors who aren’t as lucky. and you know there are still alot of folkswho are struggling out there. and my top priority is making sure that thiscountryremains a country where everybody who is willing to work hard can getahead.
and we’d be a lot further alongwithout some of the dysfunction and obstruction we’veseen in washington. (applause.) we would be a lot further along if we could just get folks to actwithsome sense -- (laughter) -- if we didn’t have one wing of one party that was alittle lessobsessed with repealing health care for 40 million people, moreconcerned with making surethe law works. if they hadn’t spent 40 votes trying to repeal the affordable care act,theymight have actually taken some votes on rebuilding our infrastructure, orinstituting earlychildhood education for young people across this country, orinvesting more money in basicresearch that helps to create the amazingtechnologies that many of you utilize. any of theserious proposals i’ve put forward that would be creatingjobs right now, they could have beentaking votes on that.
instead of rooting for failure,or refighting old battles, republicans in congress need to workwith us toimprove those things about the affordable care act that aren’t working as wellas theyshould, and implement policies to strengthen the middle class andcreate jobs. (applause.)
a couple of weeks ago, houserepublican leaders handed out a piece of paper to theirmembers and on the topit said, “agenda 2024.” i’m not makingthis up. below that, it wasblank. (laughter.) it was a blank sheet of paper -- nothing to create jobs or grow theeconomyor strengthen the middle class.
and i’ve put forward my plans tocreate new jobs and even the odds for the middle class.and i’ve put forward plans that gives somerepublicans some of the things that they want ine_change for ideas that willcreate good jobs right now. and so far,they won’t consider them.
some people have heard me say mylist of top five movies -- “the godfather,” one and two,have to be on it. but it turns out marlon brando had it easy,because when it comes to congress,there’s no such thing as an “offer they can’trefuse.” (laughter.) i mean, i just keep on comingback. (laughter.) i’m going to keep on trying, though. (laughter.) i am, because we’vegot nochoice. (applause.)
the american people agree with usthat jobs, growing the economy should be our number-one priority. and we’ve got to make some investments tomake that happen. and we’ve got togivea better bargain to the middle class and everybody who is working to join themiddle class.and that means building onthose cornerstones of what makes for a strong middle class -- goodjobs, a goodeducation, a home of your own, health care when you get sick, a secureretirementeven if you’re not rich. sowe can help manufacturers bring more jobs back to america byinvesting inamerican clean-energy technology, and putting people to work building roadsandbridges and schools and high-speed broadband networks that attract businessesfrom aroundthe world.
we can prepare our children andour workers for the global competition that they’ll face --e_pandinghigh-quality preschool education, redesigning our high schools, investingincommunity colleges and job training, and tackling rising college costs, so thatyoung peoplecan afford it. we can helpresponsible homeowners afford a mortgage or refinancing at today’slow rates,help build a rock-solid housing system for decades to come, instead of boom andbust.
we can bring the promise of asecure retirement back to reach for middle-class families,finding new ways tomake it easier for workers to save, and strengthening social security,andgetting immigration reform done so that undocumented workers are paying theirfair shareof ta_es, but they’re not living in the shadows -- (applause) -- andwe’re attracting the best andthe brightest from all around the world.
as i was getting a tour ofdreamworks, i didn’t ask, but just looking at faces, i could tellthere weresome folks who are here not because they were born here, but because they wanttobe here and they bring e_traordinary talents to the united states. and that’s part of whatmakes americaspecial. and that’s part of what, by theway, makes california special, because it’salways been this magnet of dreamersand strivers. and people coming fromevery directionsaying to themselves, you know, if i work hard there i can havemy piece of the americandream.
we’re going to continue to makeprogress on all those fronts. and, yes,we are going tocontinue to implement the health care law. the product is good. people want it. and we shouldnot live in a country wherepeople are going bankrupt just because they get sick. and anybodywho is going to keep on pushingagainst that, they will meet my resistance, because i amwilling to fi_ anyproblems that there are, but i’m not going to abandon people to make surethatthey’ve got health insurance in this country. that is not something we’re going to do. (applause.) and the good news is,as i said, thousands of californians are already signing up.
i read a really powerful storyover the weekend i just want to mention about uninsured folksin kentucky whoare signing up in droves in one of the poorest counties in the country. some ofthem can’t imagine what having healthinsurance would be like. and you read thesestories andyou realize how important it is for folks in kentucky -- a state,by the way, that did not vote forme -- (laughter) -- and if kentucky can doit, than every state should be able to do it.
we should be able to e_pandmedicaid all across the country. there are millions of peoplewho, right now,even under the law, may not get health care that they deserve becausetheirgovernors have refused to do it just for political reasons -- e_pandingmedicaid. fortunately,california,obviously, is not one of them. but thisis a fight that we’re going to keep fighting,because it’s worth fighting. and that’s what mellody referred to.
it’s true. i’m not an ideological guy, but there aresome things i really believe in. andpart ofwhat i believe in is that the essence of this country, what makes thisplace special, is this ideathat hollywood is glorified and held up, but iactually think it’s true that here, more thananyplace else, no matter what youlook like, where you come from, what your last name is, whoyou love, youshould be able to make it if you’re willing to work hard. that’s what i believe. (applause.)
and there’s certain values thatmake that a reality. i have my critics,obviously, but sincewere here in hollywood, i want to think about somethingthat the late, great chicago film critic,robert [roger] ebert said -- and iwas fortunate to get to know roger ebert and was alwaysinspired by how hehandled some really tough stuff. “kindness,” he wrote, “covers all of mypolitical beliefs.” kindness covers all of my political beliefs.
and when i think about what i’mfighting for, what gets me up every single day, thatcaptures it just about asmuch as anything. kindness; empathy --that sense that i have astake in your success; that i’m going to make sure,just because malia and sasha are doingwell, that’s not enough -- i want yourkids to do well also. and i’m willing tohelp to build goodschools so that they get a great education, even if mine arealready getting a great education.
and i’m going to invest ininfrastructure and building things like the golden gate bridgeand the hooverdam and the internet -- (laughter) -- because i’m investing for thene_tgeneration, not just this one. and that’swhat binds us together, and that’s how we’vealways moved forward, based on theidea that we have a stake in each other’s success. andthat’s what drives me. and that’s what will continue to drive me.
i believe that every kid shouldhave opportunity. i believe ourdaughters should have thesame opportunities as our sons. i believe that jeffrey’s kids should be ableto aspire to whateverthey can dream of, but i also want to make sure that theperson who’s cleaning up jeffrey’soffice, that their kid has that samepossibility.
and we may have different ideasand different policies on how to do things, but thatshouldn’t negate that thatcore vision is what we’re fighting for, and we should be able to sitdowntogether and to keep dreaming and keep working, and to make sure that theamericandream that’s been described here in southern california is sustainedfor generations to come.
and what’s stopping us is notpolicy details; it’s not technical issues. it’s to summon thecourage to put politics aside once in a while and rememberthat we’ve got more in common thanour politics would suggest. and as long as i’ve got the privilege ofserving as your president,that’s what i’m going to keep on making sure that ido -- to put politics aside once in a whileand work on your behalf. (applause.)
so, thank you, dreamworks, forwhat you do. (applause.) thank you, jeffrey, foryourhospitality. god bless you. god bless america. (applause.) can’t wait to see your ne_tmovie. (applause.)
公司英語演講稿 模板3
閱讀小貼士：模板3共計(jì)2753個字，預(yù)計(jì)閱讀時(shí)長7分鐘。朗讀需要14分鐘，中速朗讀19分鐘，在莊重嚴(yán)肅場合朗讀需要26分鐘，有226位用戶喜歡。
remarks by the president on general motors restructuring
grand foyer
june 1, 2024
just over two months ago, i spoke with you in this same spot about the challenges facing our auto industry, and i laid out what needed to be done to save two of america"s most storied automakers ——general motors and chrysler. these companies were facing a crisis decades in the making, and having relied on loans from the previous administration, were asking for more。
from the beginning, i made it clear that i would not put any more ta_ dollars on the line if it meant perpetuating the bad business decisions that had led these companies to seek help in the first place. i refused to let these companies become permanent wards of the state, kept afloat on an endless supply of ta_payer money. in other words, i refused to kick the can down the road。
but i also recognized the importance of a viable auto industry to the well-being of families and communities across our industrial midwest and across the united states. in the midst of a deep recession and financial crisis, the collapse of these companies would have been devastating for countless americans, and done enormous damage to our economy —— beyond the auto industry. it was also clear that if gm and chrysler remade and retooled themselves for the 21st century, it would be good for american workers, good for american manufacturing, and good for america"s economy。
i decided, then, that if gm and chrysler and their stakeholders were willing to sacrifice for their companies survival and success; if they were willing to take the difficult, but necessary steps to restructure, and make themselves stronger, leaner, and more competitive, then the united states government would stand behind them。
the original restructuring plans submitted by gm and chrysler earlier this year did not call for the sweeping changes these companies needed to survive —— and i couldn"t in good conscience proceed on that basis. so we gave them a chance to develop a stronger plan that would put them on a path toward long-term viability. the 60 days gm had to submit its revised plans have now elapsed, and i want to say a few words about where we are and what steps will be taken going forward. but before i do, i want to give you an update on where things stand with chrysler。
when my administration took office and began going over chrysler"s books, the future of this great american car company was uncertain. in fact, it was not clear whether it had any future at all. but after consulting with my auto task force, industry e_perts, and financial advisors, and after asking many tough questions, i became convinced that if chrysler were willing to undergo a restructuring and if it were able to form a partnership with a viable global car company, then chrysler could get a new lease on life。
well, that more promising scenario has now come to pass. today, after taking a number of painful steps, and moving through a quick, efficient, and fair bankruptcy process, a new, stronger chrysler is poised to complete its alliance with fiat. just 31 days after chrysler"s chapter 11 bankruptcy filing, a court has approved the chrysler-fiat alliance, paving the way for a new chrysler to emerge from bankruptcy in the ne_t few days。
what happens ne_t is in the hands of their e_ecutives, managers, and workers ——as it is for any private company. but what the completion of this alliance means is that tens of thousands of jobs that would have been lost if chrysler had liquidated will now be saved, and that consumers have no reason at all to worry about a restructuring—— even one as painful as what chrysler underwent。
and keep in mind —— many e_perts said that a quick, surgical bankruptcy was impossible. they were wrong. others predicted that chrysler"s decision to enter bankruptcy would lead to an immediate collapse in consumer confidence that would send car sales over a cliff. they were wrong, as well. in fact, chrysler sold more cars in may than it did in april, in part because consumers were comforted by our e_traordinary commitment to stand behind a quick bankruptcy process. all in all, it"s a dramatic —— an outcome dramatically better than what appeared likely when this process began。
美國總統(tǒng)就通用汽車公司重組一事發(fā)表演講
大會堂前廳
2024年6月1日
就在兩個多月前，就在此處，我與諸位探討了美國汽車業(yè)所面臨的挑戰(zhàn)，我列出了拯救美國兩大著名汽車制造商——通用汽車公司和克萊斯勒公司所應(yīng)采取的措施。這兩家公司面臨著過去幾十年中孕育已久的危機(jī)，他們依賴往屆政府的貸款，現(xiàn)在又要求政府提供更多幫助。
從一開始我就明確表示，我將不會投入更多的稅收，否則就意味著將失敗的經(jīng)營決策繼續(xù)下去，而這種經(jīng)營決策已經(jīng)導(dǎo)致上述兩家公司首先提出援助要求。我不會任憑這些公司成為國家永久的負(fù)擔(dān)，靠納稅人的源源不斷提供血汗錢而生存。換言之，我不會再采用權(quán)宜之計(jì)了。
但我也承認(rèn)，在以工業(yè)為主的中西部地區(qū)乃至全美，一個能獨(dú)立生存的汽車企業(yè)關(guān)乎家庭及社會的福祉。在經(jīng)濟(jì)嚴(yán)重衰退和金融危機(jī)時(shí)期，這些公司的倒閉對無數(shù)美國人來說無疑是一種災(zāi)難，會對全國經(jīng)濟(jì)造成巨大影響——且遠(yuǎn)不止是汽車工業(yè)。如果通用汽車公司和克萊斯勒公司能在21世紀(jì)自行重組再造，毫無疑問，這將有益于美國的工人、制造業(yè)以及美國的整體經(jīng)濟(jì)。
因此，我決定，如果通用汽車公司和克萊斯勒公司及其利益相關(guān)者愿意為公司的生存和成功作出犧牲，愿意直面困難，通過采取必要的重組措施使公司變得更為強(qiáng)大、精悍、更富競爭力，那么，美國政府就會支持它們。
今年初，通用汽車公司和克萊斯勒公司最初提交的重組計(jì)劃中并未提出企業(yè)生存必需的全面改革計(jì)劃，因此我不能愧對良心在這種條件下給予支持，我給了它們一個機(jī)會——制定一項(xiàng)更強(qiáng)有力的計(jì)劃，并走上長期保持生存能力的道路。然而，通用汽車公司提交修改計(jì)劃的60天期限已經(jīng)過去，我要對我們的現(xiàn)狀和未來采取的措施發(fā)表看法。但是在這之前，我想講一下克萊斯勒的最新進(jìn)展。
本屆政府執(zhí)政后就開始徹查克萊斯勒的賬目，發(fā)現(xiàn)這個美國汽車業(yè)的巨頭前途未卜。事實(shí)上，它是否還有前途都不得而知。但是經(jīng)過咨詢白宮汽車行動小組、行業(yè)專家和財(cái)政顧問，并就諸多難題進(jìn)行探討后，我開始相信如果克萊斯勒愿意重組，能與一家具備生存能力的全球化汽車企業(yè)建立伙伴關(guān)系，那么它將會重獲新生。
更多充滿希望的劇情正在上演。今天，在經(jīng)歷了一系列痛苦的環(huán)節(jié)以及快速、高效和公平的破產(chǎn)程序后，一個全新且更具實(shí)力的克萊斯勒完成了與菲亞特的結(jié)盟。僅在克萊斯勒依據(jù)《破產(chǎn)法》第11章規(guī)定申請破產(chǎn)的31天后，法院批準(zhǔn)了克萊斯勒-菲亞特的結(jié)盟，為克萊斯勒在未來幾年中重塑自我并從破產(chǎn)中崛起鋪平了道路。
接下來，公司的命運(yùn)就掌控在公司的高層、經(jīng)理和員工的手中了，這和任何其他私營企業(yè)并無二致。但結(jié)盟的完成意味著因克萊斯勒公司清償債務(wù)會失去的數(shù)萬個工作崗位，將得以保留，消費(fèi)者也無須對重組有絲毫擔(dān)憂，即使這種重組和克萊斯勒所經(jīng)歷的一切同樣令人痛苦。
值得關(guān)注的是，許多專家曾認(rèn)為外科手術(shù)式的快速破產(chǎn)方式不可行，然而，他們錯了。另一些人預(yù)計(jì)克萊斯勒公司的破產(chǎn)決定將會導(dǎo)致消費(fèi)者信心會頃刻瓦解，使汽車銷量一落千丈，他們也錯了。事實(shí)上，克萊斯勒公司5月的銷售業(yè)績要好于4月，部分原因是由于我們對快速破產(chǎn)程序做出了特別承諾，安撫了消費(fèi)者?？偠灾?，與程序啟動時(shí)相比，效果極為明顯。
公司英語演講稿 模板4
閱讀小貼士：模板4共計(jì)307個字，預(yù)計(jì)閱讀時(shí)長1分鐘。朗讀需要2分鐘，中速朗讀3分鐘，在莊重嚴(yán)肅場合朗讀需要3分鐘，有288位用戶喜歡。
英語演講短文——公司簡報(bào)
it is a great pleasure to have you visit us today. i am very happy to have an opportunity to introduce our company to you.
our company was established in 1980 by mr. bruce huang the founder and first president of our company. we have been specializing in manufacturing electric appliances and e_porting them to as many as twenty different countries around the world. as of 1999, our annual business gross comes up to about us$100 million, and our business is growing steadily. we have offices in shanghai, hongkong and beijing where about 1,100 hard-working employees are working diligently to serve the needs of our customers.
in order to further develop our overseas market, we need reliable agents to effectively market our products. i hope you will seriously consider doing business with us. thank you.
notes:
the annual business gross: 年度總營業(yè)額
working diligently:努力工作
公司英語演講稿 模板5
閱讀小貼士：模板5共計(jì)315個字，預(yù)計(jì)閱讀時(shí)長1分鐘。朗讀需要2分鐘，中速朗讀3分鐘，在莊重嚴(yán)肅場合朗讀需要3分鐘，有190位用戶喜歡。
3分鐘英語演講稿：公司介紹
i believe the employer should serve employees not only by giving salaries, but also by providing opportunities for them to enjoy their life. in that respect, our company has a great deal to offer. we have more than thirty activity groups organized by workers for athletic and recreational purposes.
among these groups are the tennis club, basketball club, popular music club, company orchestra, aerobics club, and so on. our tennis team is one of the best in the shanghai area, and currently maintains a winning streak in the east of china district tournament. also, our company orchestra was established two years ago, and the members practice twice a week under the instructions by one of shanghai"s best conductors. and for those of you who want to have a good sweat and slim down, we have an aerobics club. the club welcomes any body who wants to have a good work-out and slim down, male or female.
