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单选题{{B}}PART ONE{{/B}}·Look at the statements below and the book reviews on the opposite page. ·Which section (A, B, C or D) does each statement 1-7 refer to? ·For each statement 1-7, mark one letter (A, B, C or D). ·You will need to use some of these letters more than once Business Consulting A This book explores the new shape of consulting. It examines why organisations use consultants,how consulting firms compete and what consultants do. Based on hundreds of interviews with the managers who hire consultants and the people who run consulting firms;it offers an autthorita-tive analysis of this most shadowy of professions.It also provides invaluable practical advice on what organisations need to do to get the best out of the consultants they use and what consulting firms need to do to achieve the best results for those they work for. B Brands and Branding This book argues that because of the power of not-for-profit brands like the Red Cross or Oxfam, all organisations should make the brand their central organising principle, guiding every decision and every action. As well as making the case for brands and examining the argument of the anti globalisation movement that big brands are bullies which do harm, this book review of best practice in branding, covering everything from brand positioning to brand protection, visual and verbal identity to brand communications. C Emerging Markets Using the real experiences of companies wherever possible to illustrate the points it makes, this extensively updated and revised second edition of this book is aimed at both managers who are involved in entering emerging markets for the first time and managers who are already operating in them It will serve as a guide on how to avoid mistakes other companies have made and how to detect weaknesses in current emerging market strategies. D Essential Director Managers may run a company but it is the job of directors to make sure it is well run and run in the direction. This lively and accessible guide to the important subject of corporate governance shows what needs to be done to ensure high standards and how to do it. It is aimed not only at directors, but also at managers and stakeholders in every kind of business and organisation.

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单选题·Read the article about the cash basic of accounting.·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. Under the cash basis of accounting, a firm recognizes revenues from selling goods and providing Services in the period when it receives cash from customers. It reports{{U}} (19) {{/U}}in the period when it makes cash expenditures for merchandise, salaries, insurance, taxes, and{{U}} (20) {{/U}}items. To illustrate the measurement of performance under the cash basis of accounting, consider the following example.Donald and Joanne Allens open a hardware store on January 1, Year 1. The firm receives $20,000{{U}} (21) {{/U}}cash from the Aliens and borrows $12,000 from a local bank. It must repay the loan on June 30, Year 1, with interest charged{{U}} (22) {{/U}}the rate of 12 percent per year. The firm rents a store building on January 1, and pays 2 months' rent of $4,000{{U}} (23) {{/U}}. On January 1, it also pays the premium of $ 2,400 for property and liability insurance coverage for the year{{U}} (24) {{/U}}December 31, Year 1. During January it acquires merchandise costing $40,000, {{U}}(25) {{/U}}it purchases $26,000 for cash and $ 14,000 on account. Sales to customers during January total $50,000, of which $34,000 is for{{U}} (26) {{/U}}and $16,000 is on account. The acquisition cost of the merchandise{{U}} (27) {{/U}}during January is $32,000,and various employees receive $5,000 in salaries.Lawyers, accountants, and{{U}} (28) {{/U}}professionals are the principal entities that use the cash basis of ac counting. These professionals have{{U}} (29) {{/U}}small investments in multiperiod assets, {{U}}(30) {{/U}}buildings and equipment, and usually collect cash from clients soon after they{{U}} (31) {{/U}}services. Most of these firms actually use a modified cash basis of accounting, under which they{{U}} (32) {{/U}}the costs of buildings, equipment, and similar items as assets{{U}} (33) {{/U}}. Most individuals use the cash basis of accounting for the purpose of computing personal income and person al income taxes.

单选题Morning, Noon and Night The long-hours culture at work Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have a kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, averagely do not wish to identify themselves. "I can quite easily achieve my work within a normal day, but I don"t like to draw attention to it," says one sales manager. "People looked at me when I left at 5 o"clock. Now, I put paperwork in my bag. People assume I"m doing extra hours at home." But more typical is Mark, who works as an account manager. He says, "My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part- time. The idea of an eight-hour day makes me laugh!" He says he has thought about going freelance but realizes that this doesn"t guarantee better working hours. Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect for their health, relationships and productivity. Professor Cooper is critical of the long-hour culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence support this. "In fact, the evidence shows that long hours make you ill." There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. "There are always things to do. You just have to make the rule that on certain days you go home early. Prioritizing work and doing essential tasks first helps," he says. He also thinks it"s time to criticize bad employers and unreasonable terms of employment. By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work. Personal development coach Mo Shapiro agrees that communication is important. Staff needs to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognizes, however, that in many organizations the response might well be, "If you want interests outside work, then find another job". She believes that senior staff has a duty to set an example. "I recently worked for a firm of solicitors where the partners started at 7:30 am. What kind of message is that to send to the staff?" She believes there is no shame in working sensible hours — in fact quite the reverse. "Some people might be in at 7:30 but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.

单选题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.

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单选题It appears that there may have been some confusion between your quotations ER889 and ER887 and that the quantities of the former may have been inadvertently entered in the latter. We would be grateful if you could check this and inform us if an error appears to have arisen They want us to let them know if there is an error in our ... a. quotation ER889 b. quotation ER887 c. quotations ER889 and 887

单选题Employee Benefits As the bill for U.S. health care mounts, companies struggle to reconcile their need to off-set the rising cost of employee benefits with the desire to attract and retain the best talent. Some engage in an arms race of sorts, blindly matching or beating the benefits offered by competitors and spending billions of dollars in the process. Yet these benefits often fail to reflect either the preferences of employees or corporate objectives. A few companies, however, are changing the game. Emerging best practices are reducing the cost of benefits by 10 percent to 20 percent a year, keeping employee satisfaction steady or better and linking these expenditures more tightly to corporate objectives, particularly investments in talent to gain competitive advantage. Such investments are increasingly important to the profitable growth of the world's most successful companies, from 1995 to 2005 profits per employee jumped to $83,000, from $35,000, and the number of employees more than doubled. Benefits represent a major part of that outlay: U.S. companies spend more than $2 trillion on them each year, but though the cost of health care in particular is on the rise, companies aren't scrutinizing benefits as closely as they do with other investments. Benefits are much more than just a cost of doing business, even though many executives don't understand that. In many companies, the chief financial officer hands down a cost goal for benefits each year, and then the HR Department works to meet it. In the end, business unit leaders get stuck with increasingly expensive benefits without understanding what they get in return. We advocate a much more active approach: employers should tailor their investment in benefits to the preferences of their employees, as some leading companies have done already. The same sophisticated market research tools companies now use to launch products and services ought to be used to define employee "customer" segments. Benefits packages should then be tailored and marketed to them accordingly. This approach, balanced with return-on-investment (ROI) objectives and rolled out over several years, will help companies meet their increasingly vital need to offer knowledge workers higher rewards while minimizing the cost of employing a large frontline workforce. When buzz about a potential change in benefits makes its way through employee networks, they often respond with anxiety and consternation. Companies should approach them with the same caution that consumers get, using market research to understand the workforce, segment it, and gauge its responses to potential changes. When a company tinkers with benefits, it should "brand" the adjustments with themes that research shows are important to employees. Then it should aim those themes at relevant employee segments and actively address the concerns of people who will dislike the changes, while also emphasizing the positive ones that other segments will applaud. These efforts should take the form of a marketing campaign, similar to what the company would use to launch a new product that emphasizes aspects of change employees will value. E-mail, the Web, mailers, and company newsletters ought to explain, in simple language, the nature of the changes, their rationale, and the improvements they will bring. Such communications should also directly address things that certain segments of the workforce may dislike, balancing these changes with the positive ones dictated by the preferences of the majority. A benefit "hotline" (on the telephone, the Web, or both) lets employees ask questions and voice concerns. This important tool helps the company to get real-time reactions and to identify and lubricate squeaky wheels.

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单选题Sales Strategies .Vary with Product Life Cycles One of the most important concepts in sales management and marketing is that of tile product life cycle. This is a historical record of the life of a product, showing the stage in its life the product has reached at a particular time. By identifying the stage that a product is in or may be heading towards, companies can formulate better marketing plans. All products have 'lives' in as much as they are created, sell with varying profitability over a period of time, and then become obsolete and are replaced or simply no longer produced. A product's sales position and profitability can be expected to fluctuate over time and so, at each successive stage in the product's cycle, it is necessary to adopt different tactics. The two main features of the product life cycle are unit sales and unit profit. The unit sales figures usually jump on introduction, as a response to heavy advertising and promotion, as customers buy the product experimentally. This is generally followed by a leveling off while it is evaluated -- the length of this period depending on the use to which the product is put. Then, unit sales rise steadily through the growth phase to the maturity phase, when the product is widely accepted, and so on to saturation level. By this time, competitors will have entered the market with their own version and, from this point, the sales team will have to work even harder to win all additional sales. Eventually, the product's sales decline as better versions enter the market and competition becomes too strong. In retrospect, most firms know what happened to their products from launch to withdrawal. They can compile this information from the records of unit sales. Unfortunately, unit sales are not the complete story as it is unit profit that is the decisive factor, although this is not always recorded accurately. It is this figure that sales management has to monitor, though, to ensure an effective marketing strategy and to produce effective profits. At launch, the product is costed accurately on the basis of production costs plus selling costs. Initially these remain fairly stable, but, when the product is proving successful, competitors will bring out their own 'copy-cat' products. With a competitor in the field, the original firm has to respond in order to maintain its market position. It can run special sales promotions, improve deliveries, make more frequent sales calls and so on. Often the extra expenditure is not accurately charged to the product and the result is that, long before unit sales are noticeably falling, the unit profit has already fallen. The product life cycle, then, presents a picture of what happened in the product's 'lifetime', so how can this be used as all ongoing aid to management decision- making? Every sales manager has a chart on which the progress of sales is plotted and this can be used as a guide to the stage of development each product is currently in. An essential management skill is being able to interpret sales results and draw in the stages as they occur. Deciding where each stage begins and ends can be a random exercise, though usually the stages are based on where the rate of sales growth or decline becomes pronounced.

单选题A It''s the space where commodities traders turn into couch potatoes and kids spend every waking moment from the terrible twos to the terrifying teens. Whatever you want to call it—the living room, the family room, the playroom—it''s now the most wired room in the house, even more so, surprisingly, than the home office. So it''s about time you got some R&R (Rest and Relaxation) payback from all that technology. B Despite many changes in the past few decades, we''re essentially doing the same things in the family room we''ve always done. These include watching TV and movies, listening to music, and communicating with friends. But now we''ve gone hi-tech. The capabilities and quality of the devices we use today have improved dramatically, and there''s much more to come. Parts of your future living room are currently well-defined and developed, but hooking them all up into a cohesive whole is still like piecing together a jigsaw puzzle. C In recent years, TVs have become bigger and more beautiful. But we''re still paying a high price for the size and beauty. Take, for example, Toshiba''s 65-inch Theater Wide HD Projection TV, which is big enough to make you feel like you''re really in a movie theater. As it costs almost $ 8, 500, you could practically hire some actors to perform in your living room for less. But you''re paying for the size and picture quality of a projection TV, as well as future-proofing support for digital High-Definition TV. D The great thing about life in the 21" century is how much easier when you get home. In Tokyo the folds at Panasonic have built a mockup of what they call "the house of the future". In the future, it''s gonna be video mail and starts when you do a fingerprint analysis to let the computer know you''re home. Sensors then note your presence, turn on the lights and set each room''s temperature to your preference, or fire up the 500-channel, 50-inch plasma TV, which can store a hundred hours of TV programs in the main home computer. 0. Rooms temperature will be set at your preferred level when you come home. (D)

单选题·Read the article below about credit in business.·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. {{B}}Catching out the Dishonest Candidate{{/B}}Most personnel managers agree that job interviews are one of the least objective recruitment methods. But the advantages of testing are not going to change the attraction of the interview to employers. The appeal of the interview has everything to do with the{{U}} (19) {{/U}}factor. Most people believe they are a{{U}} (20) {{/U}}judge of character and trust their instinctive feelings. We might use some kind of test to aid the{{U}} (21) {{/U}}process, but we usually pick a candidate who interviews will, has good{{U}} (22) {{/U}}and an impressive work record.But{{U}} (23) {{/U}}the candidate lies or is less than completely honest 'This can be a serious problem for employers',{{U}} (24) {{/U}}Alan Conrad, Chief Executive at Optimus Recruitment. 'The most difficult liars to find out those who{{U}} (25) {{/U}}half-truths rather than complete lies.' Research{{U}} (26) {{/U}}that up to 75 per cent of curriculum vitaes are deliberately inaccurate. The most common practice is{{U}} (27) {{/U}}Interviewers should therefore concentrate on areas of{{U}} (28) {{/U}}such as gaps between periods of employment and job{{U}} (29) {{/U}}that seem strange. 'Focusing on these areas will force candidates to tell the truth or become increasingly{{U}} (30) {{/U}}This is usually when people signal their{{U}} (31) {{/U}}by their body language. Sweat on the upper lip, false smiles and nervous hand movements all{{U}} (32) {{/U}}discomfort.'Conrad does not suggest an aggressive police-style interview technique, but insists that{{U}} (33) {{/U}}inspection of a curriculum vitae is absolutely essential. Only by asking the right questions can you confirm the suitability of the candidate or put pressure on those who are being less than completely honest.

单选题Robots at Work The newspaper production process has come a long way from the old days when the paper was written, edited, typeset and ultimately printed in one building with the journalists working on the upper floors and the printing (19) going on the ground floor. These days the editors, sub-editors and journalists who put the paper together are (20) to find themselves in a totally different building or maybe even in a different city. This is the (21) which now prevails in Sydney. The daily paper is complied at the editorial headquarters, known as the pre-press centre, in the heart of the city but printed far away in the suburbs at the printing centre. Her human beings are in the (22) as much of the work is done by automated machines controlled by computers. (23) the finished newspaper has been created for the next morning's edition, all the pages are (24) electronically from pre-press centre to the printing centre. The system of transmission is an update on the sophisticated page facsimile system already in use on many (25) newspapers. An image-setter at the printing centre delivers the pages as films. Each page (26) less than one minute to produce, although for color pages four versions are used, one each for black, cyan, magenta and yellow. The pages are then processed into photographic negatives and the film is used to produce aluminum printing plates (27) for the presses. A procession of automated vehicles is busy at the new printing centre where the Sydney morning Herald is printed each day. With (28) flashing and warning horns honking, the robots look for all the world like enthusiastic machines from a science-fiction movie, as they follow their random paths around the (29) busily getting on with their jobs. Automation of this kind is now (30) in all modern newspaper plants. The robots can (31) unauthorized personnel and alert (32) staff immediately if they find an intruder and not surprisingly, tall tales are already being told about the machines starting to take on (33) of their own.

单选题Dear Client, Future Offices is advising businesses to plan as far ahead as possible to ensure guaranteed staff cover during holiday periods. There is now a (19) shortage of skilled secretarial and administrative stall' and this is (20) to get worse over the next twelve months. Businesses which require staff with experience of specialist computer applications are the most at (21) . You are advised to (22) our agency well before the staff are actually needed to be certain of filling gaps with adequately (23) personnel. If you don't, it's almost (24) that you will be left without the skills needed to (25) your office running smoothly. Tile (26) for the shortage of secretarial staff appears to be a combination of two (27) . There has been an (28) in demand for secretarial services over the last few years, and at the same time there has been a (29) of students deciding to choose secretarial studies. Office Angels Agency would (30) to emphasize that business should not underestimate the difficulty of (31) experienced temporary staff. It is also necessary to make the (32) that businesses should be prepared for the tact that they may have to pay mere for this kind of (33) in the future.

单选题1stApril 20—Dear Mr. Jones, I am pleased to confirm our ability to meet your requirements for the HDC Graphics Workstation. Considering your special needs, I suggest that you place your order for the agreed equipment as soon as possible. The (19) time for hardware for example is 6 weeks from receipt of order to (20) . Thus, an order placed with us tomorrow will (21) delivery to your site by the week commencing Monday, May 15th. All orders must be accompanied by a (22) of 20% of the total amount shown on the attached (23) . The (24) amount should be paid no later than one week following delivery. Please note that (25) charges have not been included, and a separate invoice covering these charges will be (26) at the time of delivery. As I (27) you on the phone, this particular hardware runs the (28) version of EUCLID-IS, 2.2b. However, it is not expected that this software will be (29) in this country until next month. We have every (30) in the suitability of our hardware for such software. Moreover, you can be assured of our (31) to solve any minor difficulties through our experienced customer service team. As I informed you, the equipment carries a one-year (32) . During this period, we undertake to send one of our staff to carry out repairs on site within a period of 12 hours. For your future (33) , however, we also operate an insurance scheme, covering the equipment against breakdowns for a small additional cost.SincerelyJackie Lee

单选题A Everybody in the US seems to be thinking about Halloween just now. For most people, it centers around their children and the annual trick-or-treat festivities. However, for a growing number of Americans, Halloween is also celebrated at the office. That''s a good thing for the business as well as the employees. Here is a plan that you can start today that will let you and your employees reap the benefits of Halloween at the Office. B You can use Halloween at the Office to build morale and teamwork. At the same time it can help you spot creative and participative talents among your employees. Your people have a little fun in the office, which builds morale. Groups of employees work together on fun projects, which helps build teamwork. Employees from different departments share a common activity, which improves communication and inter-departmental cooperation. You get to identify the people in your organization with hidden talents, skills like creativity, team leadership, and cooperation, in a non-hierarchical setting. C Even if you haven''t yet started, it''s not too late. Find, or appoint, a volunteer to coordinate the activities. Human Resources and Communications are good places to find this type of individual, but it can be anyone. Decide what the event will include, when and where it will take place, and set a budget for the event. Then get the word out. Use whatever employee communications methods you have to announce the Halloween at the Office event. D Halloween Party: Usually this works best at lunch time. Set it up in the company cafeteria or lunch room if you have one. Get facilities to put up decorations, which you can purchase. Make sure everything is fireproof. The party can be as simple or as extensive as time and your budget allow, from a buffet lunch to punch and cookies. Having a party increases the time that employees from different departments will interact and provides a venue for judging a costume contest if you have one. 0. A Halloween party is a good method to make employees together. (D)