单选题The CIO and Technology Leaders' Forum We live in a world of increasing technological complexity,but just what does that mean for CIOs and other IT leaders in the enterprise today? The (19) generation of employees in IT and other enterprise functions - is working in completely different ways from preceding ones-online (20) and social networking are second nature to them, as is their use of technology (21) both their work and social lives. The impact of this technology-savvy generation on how companies operate promises to be profound,but (22) what changes will come is (23) difficult Security and risk will (24) an ever-present concern for executives in this increasingly (25) environment, but the challenge will (26) in understanding how to reduce the risks without affecting the opportunities that this environment will invariably (27) .This Forum will (28) you with the tools to: ·Put in (29) the building blocks for your company's technology's future, people, solutions, strategy ·Deliver new revenue streams through technology · (30) technology to re-engineer and radically improve innovation in your organisation. To discuss these key strategic (31) , Economist Conferences is introducing its 'CIO and Technology Leaders' Forum' (32) on the number of its previous " CIO Agenda" meetings, this high-level (33) will be limited to 30-40 CIOs and IT directors of multinational companies and influential thinkers in the IT and technology space.

单选题· Read the article below about a critical concern in merger and acquisition strategies.· Choose the best word or phrase to fill each gap from A, B, C, or D on the opposite page.· For each question 19--33, mark one letter (A, B, C, or D) on your Answer Sheet. {{B}} A Critical Concern in Merger and Acquisition Strategies{{/B}} Mergers and acquisitions as growth strategies are once again in vogue. This business drama seems to be {{U}}(19) {{/U}}by recent highly visible mergers between rich and famous players. Even speculation around a low ball offered by Comcast to acquire Disney seems to excite global {{U}}(20) {{/U}} in corporate marriages. However, like all such {{U}}(21) {{/U}}, long-term success is rarely accomplished by a mere combination of cool stuff and know-how. In the midst of all the hype, a well documented fact is that most merger and acquisition activity rarely {{U}}(22) {{/U}} the highly anticipated cooperation between companies. Throughout a merger or acquisition, people in an acquired company often {{U}}(23) {{/U}} that they don't know what is happening, express fear about {{U}}(24) {{/U}} their jobs, and feel demoralized as to the future of their contributions. Failed mergers that otherwise have a {{U}}(25) {{/U}} strategic and financial fit are typically the {{U}}(26) {{/U}} of the irretrievable loss of intangible, messy-to-measure, and difficult-to-implement human {{U}}(27) {{/U}} on which the company's tangible assets ultimately {{U}}(28) {{/U}}. Traditional integration practices have been {{U}}(29) {{/U}} around consolidating key resources, financial and physical assets, {{U}}(30) {{/U}} names, and tradable endowments. The most forward-thinking integration strategies also capture key pieces of elusive core competencies, such as a/an {{U}}(31) {{/U}}'s best practices, skills, knowledge bases, and routines. {{U}}(32) {{/U}} excluded are critical root strategic assets, which can make or break a union that is otherwise "made in heaven". These root strategic assets {{U}}(33) {{/U}}collaborative leadership, cultural cohesion and talent retention.

单选题Tomaintainafavorablebalanceoftrade,Britainmustexport

单选题Latin American stocks fell for a second day on Friday in reaction to Asia's currency and stock market crash. There were fears that the Asian crisis could influence investors in other emerging markets. Argentina and Mexico (19) the highest falls, with their indexes down by 4% by the (20) of trading on Friday. Brazil's Bovespa index, which on the same day (21) by far the steepest plunge in the Americas, was down 2.9 %. "What's happening in Hong Kong has been a terrible (22) to the system," said Richard Watt, who (23) 3.5 billion dollars in emerging market investments for BEA Associates in New York. Investors in Brazil were concerned that its economic problems were dangerously (24) to those that have caused the currency and market plunges in Thailand, Malaysia and other Asian (25) . "Brazil's economy is far from (26) ," said lan Campbell, chief economist at ABN Amro Bank NV Amsterdam. "Its current account and fiscal (27) are large and its currency is overvalued." "There's no (28) in trying to catch a falling knife," said Jane Heap, Latin American stock strategist at Deutsche Morgan Grenfell. "There's no room for (29) in Brazil until the US and Asia get back to normal." There were also concerns that foreign investors who specialize in emerging markets could be (30) to sell their shares in Latin America to (31) their Asian losses. "There's a lot of nervousness about whether investors will (32) their money out of stocks, because of instability in Asia." Said German Guerrero, chief trader at the Chilean brokerage Celfin SA. Chilean markets were down only (33) in afternoon trading. The Chile selective stock index fell 0.72 % and the Chile general stock index was down 0.64 %.

单选题 ·Read the article below about customer loyalty on the opposite page. ·For each question 13-18, mark one letter(A, B, C or D)for the answeryou choose. The MiSmanagement of Customer Loyalty The best customers, we're told, are loyal ones. They cost less to serve, they're usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that's what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it. But that is precisely what some of the loyalty movement's early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty. The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing. The research findings echo that company's experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business. Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.

单选题WhichofthefollowingisaresultoftheAsiancrisis?

单选题The Hardships of Operating A Small Business'The organisational weaknesses that entrepreneurs have to cope with every day would cause the managers of a mature company to panic,' Bill Wilson wrote recently in Times. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both, Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true—that people, particularly those who make the important decisions, are a business's most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit.Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest 'management solution'. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with 'management solutions' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. These is an organisation called ZERO which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a 'moderator', an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This spurs a free sharing of problems and increases the possibility of solutions being unveiled.

单选题· Read the passage about the job of store assistants.· Choose the correct word A, B, C or D from below the passage to fill each gap.· For each question (19-33) , mark one letter (A, B, C or D) on your Answer Sheet. The move to self-service has meant that in many shops, fewer tasks are now performed by store assistants. Typical tasks which remain are making sure that shelves and counters are fully{{U}} (19) {{/U}}, taking the customer's payment, and{{U}} (20) {{/U}}the purchases. However, in some shops, the more traditional selling skills are still important. In larger stores, it is normal for a range of{{U}} (21) {{/U}}to be rotated among staff, giving greater work variety. Every customer has different{{U}} (22) {{/U}}. and different reasons for coming into the store. Some know{{U}} (23) {{/U}}what they want, ask for it and buy it. Many, however, are not sure, and if they are not{{U}} (24) {{/U}}correctly they may go somewhere else to boy. The store assistant must{{U}} (25) {{/U}}when and how to offer help, and gain the customer's confidence with the{{U}} (26) {{/U}}amount of questioning about what they are looking for. They can then give information and advice about the products which might{{U}} (27) {{/U}}the customer's requirements. This demands both communication skills and knowledge of the product. Finally, they have to persuade the customer to make the{{U}} (28) {{/U}}to buy, and 'close the deal'. If the customer is just{{U}} (29) {{/U}}, the store assistant needs to offer efficient and friendly service, hoping that the customer will return when he or site is ready to buy. It is worth remembering that many stores depend on their{{U}} (30) {{/U}}customers for a large part of their{{U}} (31) {{/U}} The actual tasks of a store assistant vary with the type of goods sold. In a men's outfitters these could include{{U}} (32) {{/U}}a customer for a suit. In an electronics store, it is vital to be able to{{U}} (33) {{/U}}how a computer or hi-fi unit works and to ensure that the customer bas any accessories they might need.

单选题·Read the article below about cost.·Choose the best word to fill each gap, from A, B, C or D.·For each question 19—33, mark one letter (A, B, C or D) on your Answer Sheet.·There is an example at the beginning. {{B}}Cost as a Factor in Supply{{/B}}In a purely competitive market, the supplier of goods and services has no control over the market price, because he produces too little to influence market conditions. With no difference between his product and the products{{U}} (19) {{/U}}his competitors, he will sell nothing if he charges above the market price and he will sell all if he charges at or below the market price. However, in considering the price, be must take cost of production{{U}} (20) {{/U}}. There are times when he may be willing to sell below his cost. This might happen when prices tumble for{{U}} (21) {{/U}}a short time. However, no business person can{{U}} (22) {{/U}}lose money for a prolonged (延长的) period. He must{{U}} (23) {{/U}}of his costs in relation to the market price if he is to compete successfully and earn a profit.Many people have the impression that{{U}} (24) {{/U}}production increases, costs per unit decrease. {{U}}(25) {{/U}}mass production has made this true in certain industries and at certain levels of production, {{U}}(26) {{/U}}logic and practical experience have shown that costs per unit begin to rise beyond a certain level of production. Some economists{{U}} (27) {{/U}}this principle as the law of increasing costs.The reason why{{U}} (28) {{/U}}rise as production goes up is complex. However, it is easy to recognize that as production goes up, the need for additional factors of production will also grow, resulting{{U}} (29) {{/U}}competitive bidding (出价) in the marketplace for the factors of production. If a producer needs{{U}} (30) {{/U}}skilled labour to produce more, and none of this labour is unemployed, the producer will have to get{{U}} (31) {{/U}}from other sources. This can be done by{{U}} (32) {{/U}}higher wages. Higher bidding would also apply to the other factors of production. We must also recognize that not all labour is equally productive, {{U}}(33) {{/U}}not all land is equally fertile (肥沃的) and not all ore is equally rich in the mineral wanted.

单选题Achieving a successful merger However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when' the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other. The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies .with differing management styles are the ones that need to work hardest at creating a new culture. Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

单选题We got up early this morning and 1 a long walk after breakfast. We walked through the business section of the city. I told you yesterday that the city was larger 2 I thought it would be. 3 the business section is smaller than I thought it would be. I suppose that"s 4 Washington is a special kind of city. 5 the people in Washington work for the government. A bout 9:30 we went to the White House. It"s 6 to the public from 10 till12, and there was a long line of people waiting to get in. We didn"t have to wait very long, because the line moved 7 quickly. The White House is really white. It is painted every year. And it seems very white, because it"s got beautiful lawns all around it, 8 many trees and shrubs. The grounds 9 about four square blocks. I mean, they"re about two blocks long 10 each side. Of course, we didn"t see the whole building. The part 11 the President lives and works is not open to the public. But the part we saw was beautiful. We went through five of the main rooms. One of them was the library, on the ground floor. On the next floor, there are three rooms named 12 the colors that are used in them: the Red Room, the Blue Room, and the Green Room. The walls are covered with silk 13 . There are 14 old furniture, from the time 15 the White House was first built. And everywhere there are paintings and statues of former presidents and other famous people from history.

单选题The Significance of the Division of Labour The significance of the division of labour was first found by Adam Smith in the 1770s. He explained part of its advantages. He gives as an example the process (19) which pins were made in England. "One man draws (20) the wire; another strengthens it; a third cuts it; a fourth points it; a fifth grinds it at the top to prepare it to receive the head. To make the head (21) two or three operations. To put it on is a (22) operation, to polish the pins is another. And the important business of making pins is, (23) this manner, (24) into about eighteen operations, which in some factories are all performed by different people, (25) in others the same man will sometimes perform two or three of them. " Ten men, Smith said, in this way, turned (26) twelve pounds of pins a day or about 4,800 pins per worker. But if all of them had worked separately and (27) without division of labour, none of them could have made twenty pins in a day and perhaps not even one. There can be no doubt that division of labour is a/an (28) way of (29) work. Fewer people can make more pins. Adam Smith saw this but he also took it for granted that division of labour is in itself responsible for economic (30) and development and that it (31) for the difference between (32) economies and those that (33) still but division of labour adds nothing new; it only enables people to produce more of what they already have.

单选题The Role of Leadership In an organisation where there is faith in the abilities of formal leaders, employees will look towards the leaders for a number of things. During drastic change times, employees will expect effective and sensible planning, confident and effective decision-making, and regular, complete communication that are timely. The best way to summarize is that there is a climate of trust between leader and the rest of the team. The existence of this trust brings hope for better times in the future, and that makes coping with drastic change much easier. In organisations characterized by poor leadership, employees expect nothing positive. In a climate of distrust, employees learn that leaders will act in indecipherable ways and in ways that do not seem to be in anyone's best interests. The organisation must deal with the practical impact of unpleasant change, but more importantly, must labor under the weight of employees who have given up, have no faith in the system or in the ability of leaders to turn the organisation around. When we talk about preparing for the change journey, we are talking about leading in a way that lays the foundation or groundwork for any changes that may occur in the future. Preparing is about building resources, by building healthy organizations in the first place. Much like healthy people, who are better able to cope with infection or disease than unhealthy people, organizations that are healthy in the first place are better able to deal with change. As a leader, you need to establish credibility and a track record of effective decision-making, so that there is trust in your ability to figure out what is necessary to bring the organisation through. Leaders play a critical role during change implementation. During this period, effective leaders need to focus on two things. First, the feelings and confusion of employees must be acknowledged and validated. Second, the leader must work with employees to begin creating a new vision of the altered workplace, and helping employees to understand the direction of the future. Focusing only on feelings may result in wallowing. That is why it is necessary to begin the movement into the new ways or situations. Focusing only on the new vision may result in the perception that the leader is out of touch, cold and uncaring. A key part of leadership in this phase knows when to focus on the pain, and when to focus on building and moving into the future. In a sense you never completely arrive, but here we are talking about the period where the initial instability of massive change has been reduced. The critical thing here is that leaders must now offer hope that the organization is working towards being better, by solving problems and improving the quality of work life. While the new vision of the organization may have begun while people were slogging through the swamp, this is the time to complete the process, and make sure that people buy into it, and understand their roles in this new organization. Playing a leadership role in the three phases is not easy. Not only do you have a responsibility to lead, but as an employee yourself, you have to deal with your own reactions to the change, and your role in it. However, if you are ineffective in leading change, you will bear a very heavy personal load. Since you are accountable for the performance of your unit, you will have to deal with the ongoing loss of productivity that can result from poorly managed change, not to mention the potential impact on your own enjoyment of your job.

单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions. Try to get an idea of what the text will be about. Then read the text quickly for general understanding.· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article below about report writing and the questions on the opposite page.· For each question 13 - 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}Report writing: a growing demand{{/B}} Writing reports is an essential business skill, one which is often thought to be quite distinct from those required for letter writing and speech making, for instance, yet in each case success comes from taking a common basic approach. Nowadays, the availability of computers makes it tempting to devote much of the planning stage of writing a report to experimenting with graphics and layout - which may well benefit the reader - but we risk focusing on presentation at the expense of substance. After all, the absence of visible corrections may not mean an absence of errors. Skill at report writing is needed for anything from a short magazine article to a lengthy submission to a public enquiry. In business, it is nor only required for more and more jobs; it can also make a difference to your chances of promotion. When you speak, people know that you don't have the time to organise your ideas, or choose the fight words. But when you write, they assume you've got the time, and expect better organisarion, more careful expression. And - worryingly, perhaps, for many - they may read your words several times. The increasing importance of reports reflects changes in the workplace. Gone are the days when businesses or departments were small enough for decisions to be taken after a discussion between the manager and a specialist on the shop floor. Companies and organisations have expanded and are now increasingly dependent on documentation. This provides a record of decisions taken, and evidence that the issues have been analysed, Effective reports can enable management to retain the confidence of shareholders, directors and binkers. Some reports, like the minutes of a meeting, record the main points of discussions, any decisions made and advice given. They also have one eye on the future. Lawyers and other professionals file reports as a record of their contact with clients. These are then available for future reference and for consukation by colleagues if necessary. A report filed at the time is considered an accurate account of events should the facts be challenged subsequently. It provides evidence that you took appropriate steps, which may be valuable if things go wrong Later. It is always important to be clear about who your readers are. The report may be written for a particular senior executive, but, unless it is confidential, a number of other people are likely to see it. Make sure your report is relevant to their needs too. If you are set a deadline, you will give a poor impression if you miss it. Busy managers can only cope with all the documents they receive by being selective, perhaps turning just to the introduction and summary. If they are really harassed, your report may not even leave the pending tray! To be successful, a report must be read without undue delay, understood without undue effort, accepted and, where appropriate, acted upon. But reading a report can be a daunting experience, in which case the recipient will resist the idea of spending time wading through it. This natural resistance is known as the 'cognitive cost'. A technical, closely typed report, written in a ponderous style, without illustrations, will have a high cognitive cost. It is clearly going to be hard work absorbing the contents.

单选题·Read the article below about advertisement.·Choose the best word or phrase to fill each gap from A, B, C, or D on the opposite page.·For each question 19--33, mark one letter (A, B, C, or D) on your Answer Sheet. {{B}}Advertisement{{/B}}The dynamic developing economies of the world are {{U}}(19) {{/U}} with potential. Not only have they demonstrated {{U}}(20) {{/U}} levels of growth, but we believe this looks set, {{U}}(21) {{/U}} by {{U}}(22) {{/U}} inflows of foreign investment. Fidelity Emerging Markets Fund is supposed to help you {{U}}(23) {{/U}} on this promising {{U}}(24) {{/U}}.The key to real success in Emerging Markets is {{U}}(25) {{/U}} and resources, of Fidelities foremost strengths. As the world's largest {{U}}(26) {{/U}} investment management organization, we can draw upon a(n) {{U}}(27) {{/U}} network of offices covering developing {{U}}(28) {{/U}} across Asia, Latin America and Europe.This local presence means we can apply a hands-on {{U}}(29) {{/U}}, searching out a capitalizing on investment opportunities as soon as they come to {{U}}(30) {{/U}}. As a result, Fidelity becomes one of the world's leading names in {{U}}(31) {{/U}} stock markets, where we currently manage 5 billion pounds?So {{U}}(32) {{/U}} now to find out more about the Fidelity Emerging Markets Fund-- and get the potential of these dynamic markets teamed with the strength of the Fidelity organization. For more information, calls us, free of {{U}}(33) {{/U}} from any of the countries below. If you live elsewhere, please use the UK number or post or fax the coupon.

单选题·Read the following article about job interviews and the questions below the passage.·For each question (13—18), mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}Making the Right Impression{{/B}} The first thing to remember when you go for a job interview is that this is not a one-sided affair. Treat it as you would do in a negotiation. After all, both you and the prospective employer are selling something. If you approach an interview with the attitude of "any job will do", the interviewer will realize that immediately. If the job is worth anything, you won't get it. You should prepare yourself for an interview just as you would do for a negotiation. Find out as much as you can about the company and the person who is to interview you. Don't be caught unawares. Go to the Internet and look at the company's website. Compare it with that of its competitors. Alternatively, look at the Yellow Pages or trade magazines to see how they advertise themselves. Make enquiries at the Chamber of Commerce and other relevant organizations. Find out at least a little about the sector se that you can ask interesting questions. Think of and note down your strengths and the opportunities that lie ahead. No matter how high unemployment is, regardless of how miserable you are in your current job, it's always an advantage to see things in a positive light. If you have little or no experience m a particular area, consider your capabilities in a similar area. Spend some time trying to imagine what type of employee the company is looking for and what makes you suitable for the job being advertised. First impressions count, so look good and feel good before you go. Choose clothes that make you feel confident, Find out what clothes may put the interviewer off. Ensure you arrive at the interview with time to spare. According to more than one recruitment agency we spoke to. interviewees must understand the importance not only of their personal appearance but also of their body language. During the interview, breathe calmly and try not to appear too nervous. Look the interviewer in the eye and adopt similar body language to theirs. Smile and feel relaxed, enthusiastic and assertive. Remember one thing, though: assertive does net mean aggressive. Don't just answer "yes" or "no" to questions. Treat every question as an opportunity to demonstrate that you are suitable for the job, but remember to stick to the point. When asked about your interests, include group as well as individual activities/hobbies. Be on the lookout for tricky questions about your personal life. You don't need to lie; just sell yourself in the best light. This is something the interviewee needs to be able to do as well. You have the right to find out whether or not you want to work for the company. Furthermore, your interest in the nature of the Comply and how it is nm may well end up being your big selling point.