2020年翻譯資格考試（cattti）三級筆譯練習題五
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Fin-Tech(節選)
捕鯨業透視金融科技創業(節選)
By eliminating dependence on individual owners or managers, these entities became self-perpetuating. But their monopolies also embroiled them in politics and led inevitably to corruption. Both the British and Dutch versions ended up requiring government bail-outs – a habit giant firms have not yet kicked.考生如果怕自己錯過考試成績查詢的話，可以 免費預約短信提醒，屆時會以短信的方式提醒大家報名和考試時間。
The whaling industry involved a radically different approach. It was one of the first to grapple with the difficulty of aligning incentives among owners, managers and employees, according to Tom Nicholas and Jonas Peter Akins of Harvard Business School. In this model, there was no state backing. Managers held big stakes in the business, giving them every reason to attend to the interests of the handful of outside investors. Their stakes were held through carefully constructed syndicates and rarely traded; everyone was, financially at least, on board for the entire voyage. Payment for the crew came from a cut of the profits, giving them a pressing interest in the success of the voyage as well. As a consequence, decision-making could be delegated down to the point where it really mattered, to the captain and crew in the throes of the hunt, when risk and return were palpable.
At the top of the New Bedford hierarchy was an agent or firm of agents like Gideon Allen, responsible for the purchase and outfitting of the ship, the hiring of the crew and the sale of the catch. To give them an incentive to cut the best deals possible, the agents put up a big share of the investment. Those with the best reputation received better terms from the other investors. Captains, who ran the show while the ship was at sea, often put up capital as well. A similar system of incentives is used in the riskier reaches of the investment-management business today, notes Mr Nicholas.
通過消除對個別所有者或管理者的依賴，這些實體變得自我永續。但壟斷地位也將它們卷入政治，并不可避免地導致腐敗。英國和荷蘭的東印度公司最后都需要政府紓困——巨頭企業至今仍未戒除這個習慣。
捕鯨業則使用了一種完全不同的方法。根據哈佛商學院的湯姆·尼古拉斯(Tom Nicholas)和喬納斯·彼得·埃金斯(Jonas Peter Akins)的研究，它是最早解決協調激勵所有者、管理者和員工這一難題的行業之一。在這一模式中沒有任何政府支持。管理者在企業中持有大量股份，這讓他們有充分理由來照顧為數不多的幾位外部投資者的利益。其股份通過精心構筑的辛迪加持有，很少易手。至少在財務上，每個人都參與到整個捕鯨航行之中。船員的報酬來自利潤分成，這使他們的利益也與航行的成敗緊密相關。因此，決策權可以下放到真正重要的地方，即下放給辛勞追捕鯨魚的船長和船員，因為那時的風險和收益都顯而易見。
在新貝德福德等級制度的頂端是像吉迪恩·艾倫(Gideon Allen)這樣的代理人或代理公司，他們負責采購和裝備船只、雇用船員，并銷售捕獲的鯨魚。為了激勵他們盡可能達成最好的協議，代理人提供投資的很大一部分。名聲最好的代理人從其他投資者處得到更好的條件。出海后全權負責的船長往往也會出資。尼古拉斯特別指出，當今投資管理業務中風險較高的部分也運用了類似的激勵機制。
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