The language barrier presents itself entirely to firms who wish to market their products in other countries. British industry, in particular, has in recent decades often been criticized for its assumption (设想) that foreign buyers will be happy to communicate in English, and that awareness of other languages is not therefore a matter to be considered first. In the 1960s, over two-thirds of British firms dealing with non-English-speaking customers were using English for outgoing letters; many had their sales language only in English; and as many as 40 percent employed no one who was able to communicate in the customer's languages. A similar problem was identified in other English-speaking countries, especially the USA, Australia and New Zealand. And non-English speaking countries were by no means free from the same problem--although the widespread use of English as an alternative (可替换的) language made them a bit more able to communicate with other countries.

　　The criticism and publicity given to this problem since the 1960s seems to have greatly improved the situation. Industrial training projects have promoted an increase in language and cultural awareness. Many firms now have their own translation services. Some firms run part-time language courses in the languages of the countries with which they are most involved; some produce their own technical glossaries (词汇表), to ensure consistency (一致性) when material is being translated. It is now much more readily accepted that marketing efforts can be delayed, damaged or ruined by a failure to take the language needs of the customer into consideration.

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