《商务翻译》第1次翻译练习及参考译文
（一）句子翻译练习
1.Nippon Steel Corp. and Shanghai Baoshan Iron & Steel Co., China’s largest steelmaker,
signed an agreement to set up a joint venture to manufacture sheet steel for automobiles.
2.Buyers have to bear all risks of the goods from the time when they shall have effectively
passed the ship’s rail at the port of shipment.
3.The two airlines plan to use the loans mainly to finance their planned capital investment and
bond redemptions for the first half of fiscal 2009.
4.The Bank of Japan decided to implement special loans to the bank to enable it to maintain
sufficient cash flow.
5.Currently, cell phone users are required to change the phone numbers if they switch their cell
phone service provider.
6.We all understand that Chinese slippers are very popular in your market on account of their
superior quality and competitive price.
7.Customer value is the unique combination of benefits received by target buyers, such as
quality, price, convenience, on-time delivery, and both before-sale and after-sale service.
8.The European Union and other seven nations were determined to impose retaliatory tariffs on
U.S. imports if Washington refused to abide by the WTO decision.
9.Executives of the two companies repeatedly held talks to consider tie-ups limited to product
development and sales activities.
10.The critical issue is how to expand the sale of cultivation in order to streamline the farming
management and enhance its international competitiveness.
（二）篇章翻译练习
These are tough times for Wal-Mart, America’s biggest retailer. Long accused of wrecking small-town America and condemned for the stinginess of its pay, the company has lately come under fire for its meanness over employees’ health-care benefits.The charge is arguably unfair: the firm’s health cover age, while admittedly less extensive than the average for big companies, is on a par with other retailers’. But bad publicity, coupled with rising costs, has stirred the Bentonville giant to action. Wal-Mart is making changes that should shift the ground i n America’s health-care debate.
One strategy is to slash the prices of many generic, or out-of-patent, prescription drugs. Wal-Mart recently announced that its Florida stores would sell a list of some 300 generic drugs at $4 for a month’s supply; other st ates will follow. That is above cost but far less than the prices charged by many pharmacy chains, which get profits from fat margins on generics.
Wal-Mart’s critics dismiss the move as a publicity stunt. The list of drugs includes only 143 different medicines and excludes many popular generics. True, but short-sighted. Wal-Mart has transformed retailing by using its size to squeeze suppliers and passing the gains on to consumers. It could do the same with drugs. Target, another big retailer, has already announced that it will match the new pricing. A “Wal-Mart effect” in drugs will not solve America’s health-costs problem: generics account for only a small share of drug costs, which in turn make up only 10% of overall health spending.But it would help. (High risk, high reward (excerpt), The Economist, Oct 12th 2006)。