[3分04秒] 约翰佩珀谈宝洁公司发展与全球化战略

学习英语不仅要掌握语法和词汇，更重要的是能在真实场景中自然运用。然而，课本上的句子往往过于正式，与实际生活中的表达相差甚远。想要说出一口地道、自然的英语，就需要接触真实语境中的对话。在这里，我们精选日常高频使用的英语表达，涵盖社交、工作、旅行等场景，帮你摆脱“教科书式英语”，学会老外真正在用的说法。下面是本期《第三期 第22集 约翰佩珀与宝洁公司》的内容，坚持积累，让你的英语更贴近生活！

Tied, Pampers, and Mr. Clean, they're established American products, but the consumer giant that makes them is working hard to establish them as household names outside of the US. Here's CEO John Pepper's view from the top of Procter & Gamble. When I came here 33 years ago, I certainly wasn't thinking about being a CEO of this company. I, in fact, thought I would be going out to law school within the next year and I was really doing this just to see what a business was like. John Pepper never did make it to law school and that venture into the business world turned into a lifetime career at Procter & Gamble.

The requirements for doing jobs today are changing almost at lightning speed and part of that is going to have to be handled by much better preparation for students as they come in into jobs, but even once into a company like our own, this need for continuing education to be able to anticipate and carry out the jobs with the technology is going to require more training than ever before.

Currently 55% of Procter & Gamble's business is outside of the US. Ten years from now, Pepper predicts it will be closer to 65 to 75%. Our focus in emerging markets has a number of centerpieces as you'd imagine. Asia, of all the emerging markets will certainly be the largest in terms of population and we're really delighted with the progress we're making there, particularly in China, but also in India and the rest of Southeast Asia. Our development into Eastern Europe has been a source of great pride to us. We went in there five years ago. We are now the largest consumer goods company. We believe in Eastern Europe including Russia.

John Pepper has worked for Procter & Gamble all of his professional life and while there are obvious advantages to being an insider, Pepper is aware of the dangers. We need to be sure we're reaching out that we don't become insured, that we get outside points of view coming in, that we bring in academics from time to time, a consultant that we visit other companies. I spend a lot of time visiting and talking to people from other companies to try to make sure that we're not insured and that we're not losing a cutting edge of change, but I would not give up for anything, the strengths that we get from what we call this, promote from within culture and what it brings in terms of values, identifying with them, knowing each other and I think being able to communicate without a lot of fuller all and a lot of in the formality.

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