GMAT OG12阅读翻译练习一.

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　　GMAT阅读翻译1

　　A recent study has provided clues to predator-prey dynamics in the late Pleistocene era. Researchers compared the number of tooth fractures in carnivores that lived 36,000 to 10,000 years ago and that were preserved in the Rancho La Brea tar pits in Los Angeles. The breakage frequencies in the extinct species were strikingly higher than those in the present-day species.

　　In considering possible explanations for this finding, the researchers dismissed demographic bias because older individuals were not overrepresented in the fossil samples. They rejected preservational bias because a total absence of breakage in two extinct species demonstrated that the fractures were not the result of abrasion within the pits. They ruled out local bias because breakage data obtained from other Pleistocene sites were similar to the La Brea data. The explanation they consider most plausible is behavioral differences between extinct and present-day carnivores—in particular, more contact between the teeth of predators and the bones of prey due to more thorough consumption of carcasses by the extinct species. Such thorough carcass consumption implies to the researchers either that prey availability was low, at least seasonally, or that there was intense competition over kills and a high rate of carcass tht due to relatively high predator densities.

　　近期的一项研究为更新世后期食肉动物的捕食动态提供了线索。就食肉动物牙齿的磨损情况，研究者在现今食肉动物和生活在3600到10000年前的食肉动物(遗存于洛杉矶的拉布雷亚牧场沥青坑中)之间做了对比。这些已灭绝物种的牙齿破损发生率要明显高于现存物种。

　　在考虑对这一发现各种可能的解释时，研究者排除了统计偏差，因为年老个体没有过多占据化石样本总体。排除了可能因保存不当造成的偏差，因为两个完全没有破损的灭绝物种化石表明磨损不是由坑中的摩擦造成的。排除了地域性偏差，因为从其它更新世发掘地获得的数据与拉布雷亚的数据相近。而后研究者得出了他们认为最合理的解释——是因为灭绝物种和现存物种行为上的差异，尤其是由于已灭绝捕食者对猎物更彻底的啃食，使其牙齿与猎物骨头有更多的接触。研究者由这种彻底的啃食行为推断，不是猎物太少(至少是季节性的)，就是捕食者太多，以致猎杀时有激烈的竞争和频繁的猎物盗取。

　　GMAT阅读翻译2

　　Ecoficiency (measures to minimize environmental impact through the reduction or elimination of waste from production processes) has become a goal for companies worldwide, with many realizing signgficant cost savings from such innovation. Peter Senge and Ganor Carstedt see this development as laudable but suggest thatsimply adopting ecoficiency innovation could actually worsen environmental stresses in the future. Such innovations reduce production waste but do not alter the number of products manufactured nor the waste generated from their use and discord; indeed, most companies invest in ecoficiency improvements in order to increase profits and growth. Moreover, there is mo guarantee that increased economic growth from ecoficiency will come in similarlu ecoficient ways, since in today’s global matkets, gteater profits may be turned in old-style eco-inficient industries. Even a vastly more ecoficient industrial system could, were it to grow much larger, generate more total waste and destroy more habitat and apecies than would a smaller, less ecoficient economy. Senge and Carstedt argue that to preserve the global environment and sustain economic growth businesses must develop a new systemic approach that reduces total material use and total accumulated waste. Focusing exclusively on ecoficiency, which offers a compelling business case according to established thinking, may distract companies from pursuing radically different products and business models.

　　提高生态效率(通过减少或消除生产过程中产生的废物以最大限度地减小其对环境影响的措施)已成为全世界公司的目标。许多公司通过这一革新实现了明显的开销缩减。Peter Senge 和 Ganor Carstedt 认为这一发展是值得称赞的，但是仅仅采取这种技术革新实际上会加重未来的环境压力。这种革新虽然减少了生产废料，但是并没有改变产品的生产数量以及使用和丢弃产品的数量。再者，也不能保证因提高生态效率获得的经济增长会以同样的方式推行，因为在现今国际市场，更多的收益可能会转变成投资资本，很容易再次投入老式的无生态效率的产业。甚至生态效率更高的生产体系在扩大后也会产生出更多的废弃物，破坏更多的栖息地，危害更多的物种。Senge 和Carstedt 认为要想保护世界环境同时又保持经济增长，企业必须运用一种能减少材料使用总量和废料积累总量的系统性方法。现有的生态效率的理念提出了一种吸引人的商业方案，但仅关注与这一点会妨碍公司追求不同的产品和商业模式。

　　GMAT阅读翻译3

　　Tradionally, the first firm to commercialize a new technology has benited from the unique opportunity to shape product dinitions, forcing followers to adapt to a standard or invest in an unproven alternative. Today, however, the largest payoffs may go to companies that lead in developing integrated approaches for successful mass production and distribution.

　　Producers of the Beta format for videocassette recorders(VCRs),for example, were first to develop the VCR commercially in 1975, but producers of the rival VHS (Video Home System) format proved to be more successful at forming strategic alliances with other producers were reluctant to form such alliances and eventually lost ground to VHS in the competition for the global VCR market.

　　Despite Beta’s substantial technological head start and the fact that VHS was neither technically better nor cheaper than Beta, developers of VHS quickly turned a slight early lead in sales into a dominant position. Strategic alignments with producers of prerecorded tapes reinforced the VHS format further expanded VHS’s share of the market. By the end of the 1980s, beta was no longer in production.

　　按照惯例，第一个把新技术商业化的公司会从中获益，因为只有这一公司有机会给新产品下定义。这将迫使其仿效者适应这一规范产品或投资另一种未经检验的替代品。但是今天，只有那些以批量生产经销为目的，领先发展综合方法的公司才可能获得最大的收益。

　　例如，1975年，Bata录影带的生产商首次将他们的产品商业化，结果获得更大成功的却是其对手VHS录影带的生产商，因为他们与其他生产商和经销商建立战略性联盟来生产和销售他们的产品。然而，Bata录影带生产商为了继续独霸录影带的销售，对这种联盟的建立犹豫不决，最终在全球录影带市场的竞争下失去了一席之地。

　　Bata以价值巨大的技术占领先机，VHS在技术上不比Bata强，在价格上也不便宜，然而 VHS很快在重要领域的销售上略有领先。与磁带生产商的战略性联盟加强了VHS的优势。消费者认为VHS格式的磁带更容易买到，这也使得VHS获得了更大的市场份额。到80年代末，Bata已经停产了。

　　GMAT阅读翻译4

　　During the 1960s and 1970s, the primary economic development strategy of local governments in the United States was to attract manufacturing industries. Unfortunately, this strategy was usually implemented at another community’s expense: many manufacturing facilities were lured away from their moorings elsewhere through tax incentives and slick promotional forts. Through the transfer of jobs and related revenues that resulted from this practice, one town’s triumph could become another town’s tragedy.

　　On the 1980s the strategy shifted from this zero-sum game to one called “high-technology development,” in which local governments competed to attract newly formed high-technology manufacturing firms. Although this approach was prerable to victimizing other geographical areas by taking their jobs, it also had its shortcomings: high-tech manufacturing firms employ only a specially trained fraction of the manufacturing workforce, and there simply are not enough high-tech firms to satisfy all geographic areas.

　　Recently, local governments have increasingly come to recognize the advantages of yet a third strategy; the promotion of homegrown small businesses. Small indigenous businesses are created by a nearly ubiquitous resource, local entrepreneurs. With roots in their communities, these individuals are less likely to be enticed away by incentives offered by another community. Indigenous industry and talent are kept at home, creating an environment that both provides jobs and fosters further entrepreneurship.

　　二十世纪六七十年代，美国地方政府主要的经济发展策略是吸引制造业。而这一策略的实施使其它地区付出代价。由于税收刺激和促销努力许多生产设备被转移到了其他地方。由此带来的职业转变和相关财政收益使得一个市镇的成功可能成为另一个城镇的不幸。

　　在八十年代，政府战略从以前的零和对策变成所谓的“高科技发展”策略——当地政府争相吸引新成立的高科技生产公司。虽然这种方法比夺取其它地域工作使其利益受到损害的方法更可取，它还是有缺点的。高科技生产公司只雇佣那些经过特殊培训的生产工人，并且没有足够多的高科技生产公司来满足所有地域的需求。

　　最近，地方政府日渐意识到第三种策略——推广本地小型企业——的优势。小型当地企业由当地企业家建立，拥有近乎无所不在的资源。这些企业家植根于自己所在的地区中不太可能被其它地区吸引走。当地的产业和人才都被留住了，这为工作岗位的提供以及未来企业家的培养创建了环境。

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