单选题Thecustomercan'thavearefundbecause

单选题The museum will ______ three-dimensional movies about the history of the Acropolis monuments. A. cast B. exhibit C. project D. display

单选题Cards ______ and refreshments ______, we left the control and very soon we were going up-hill on the B5105. A. marking, taking B. marked, taken C. were marked, were taken D. to mark, to take

单选题A year ago, the only steel assets Tom White Jr. owned were a Chrysler Cherokee and a Mercedes-Benz. Today thanks to his enormous effort with United Steelworkers President Leo Gerard, the New York financier is emerging as one of the most important steel executives in decades. White made a fortune investing in bankrupt companies such as Texaco and Fruit of the Loom, but didn't buy his first steel property until last April, when he bought the mills of bankrupt ATM Corp. no longer in use, for $262 million. At the time the industry was in retreat. Destroyed by extremely cheap imports, nearly half the nation's mills had gone bankrupt, including three of the top five. When assessing White's chances, those in the industry were not optimistic. Yet within a month, White and his partners were rehiring the old workers of what had been the No. 4 steel producer in the U. S. , the International Steel Group. Now, the 1SG chairman is close to finalizing his biggest deal yet—a $1.5 billion bid for the assets of Bethlehem Steel Corporation, which has slowly been descending into bankruptcy since October, 2001. How has White been able to do this? Partly, it is to do with his excellent business understanding. White, 65, perfected his restructuring skills through 24 years at investment bank Rothschild Inc., and negotiated to buy the ATM mills just before President Bush set restrictions that removed foreign suppliers. White brings an outsider's approach to management. Today, ISG has just 22 executives-ATM had more layers than that. More than just salary savings, the cost cuts have shifted more responsibility to the shop floor, which, in turn, has increased productivity. White says that mill workers suggested asking for new pieces of steel ten minutes before a production run was about to end, rather than waiting until it had ended, as was normal. This clever move adds thirty minutes of extra output a day. The bottom line even with a well-paid union workforce, ISG has lifted productivity levels close to the levels of nonunion Nucor Corporation. Not had for such a new businessman.

单选题Congratulations to The Hotel Grand! The Hotel Grand in Helsinki, Fin! and has just been awarded the title Best Finnish Business Hotel of 2001' by the readers of the travel magazine 'Direct Business'. This comes only three months after being voted Helsinki's most popular hotel in a nationwide competition, beating hotels run by national and international chains.GoRing thereWhether you decide to take a bus or taxi from Helsinki's international airport, you will reach The Hotel Grand in no more than half an hour.FacilitiesThe hotel has two stylish bars. an award- winning restaurant and a health centre, with an up-to-date gym now added to the range of facilities.LocationThe hotel is ideally located in the centre of Finland's capital city, only a five- minute walk from the railway station and close to the majority of Helsinki's most popular tourist attractions.AccommodationAll 210 guestrooms have en-suite bathrooms, satellite TV and internet connections. Almost 100 of these rooms have a balcony, offering beautiful views over the city's harbour.With its traditional Finnish charm, convenient location and warm welcome from its new owner Jukka Ehlers, the family-run Hotel Grand has long been a popular choice with business visitors!

单选题Due to circumstances beyond our control, the conference will be postponed.

单选题The British work longer hours than anyone else in the European Union (EU), which may account for Britain's faster rate of economic growth in the past decade. But the European Commission wants to put a stop to it. In a recent report it notes disapprovingly that, "the UK is the only member state where weekly working time has increased over the last decade." The commission believes that British companies may be systematically violating the EU's "Working Time Directive". This demands that Europeans should work a maximum of 48 hours a week on average. Under the directive, workers can sign an "opt-out', agreeing to work more than 48 hours. Some 33% of British workers have signed such opt-outs, although only 16% are believed actually to be working more than 48 hours. Anna Diamantopoulou, the European commissioner for employment and social affairs, has a doubt about that. Firms in other European countries have not made much use of opt-outs. But, she thinks, some British bosses may be forcing workers to sign opt-outs as a condition of taking a job. (Some Americans may actually want to work more than 48 hours, but surely no European would be so silly, seems to her reasoning. ) Citing reasons ranging from "health and safety" to the need to maintain "minimum social standards" in the EU and to strike a better balance between work and family life, the commission is launching a "consultation of interested parties" on possible changes to the directive. The commissioner hopes that Britain will be able to come up with solutions on a voluntary basis. This sounds innocent enough. But, in reality, if it does not, the commission will probably devise a new directive. The commission is likely to push for tighter definitions of the conditions under which opt-outs can be used. This will inevitably reduce labour-market flexibility and may introduce yet more burdensome corporate form-filling and regulation. The British government claims to welcome the commission's review. Privately, however, it hopes that the appointment of a new commission next autumn will ensure that Mrs Diamantopoulou does not have enough time to revise the directive. She will certainly need to work long hours to get it done. Fortunately, being classified as a manager, at least she has an automatic opt-out from the Working Time Directive.

单选题______, Geithner had no intention of announcing to the US Senate that he had been surprised by the crisis. A. Much as would he have liked B. As much he would have liked C. Much as he would have liked D. Would he have liked as much

单选题 The Bosses Speak Adam Rogers is an executive recruitment specialist who has turned to writing. The result is this book, based on interviews with twenty Chief' Executives. Each top manager -- none of them famous names, surprisingly -- is .given a short chapter, and there is some introductory material and a conclusion. This means you can jump from one person to another, in any order, which is good for people who are too busy to read a book from cover to cover. For a management book it isn't expensive, although whether it's good value for money is doubtful. Some of the twenty interviewees started their own businesses, while others joined a company and worked their way up. Some are fairly new in their position, and others have had years of experience, though, strangely, Rogers doesn't seem interested in these differences. The interviewees work in everything, from retailing to airlines to software, and it is this variety that forms the main theme of Rogers's book. I have to say that Rogers's approach annoys me. He rarely stays at a distance from his interviewees, who are mostly presented in their own, positive words. If this were always the case, at least you would know where you were. But he seems to dislike certain interviewees. As a result, I don't know whether to accept any of his opinions. It also means that the book gives no clear lessons. At the very least, I expected to learn what makes a successful Chief Executive. But these people seem to share two types of qualities. Some of them are very common, suggesting that anyone can be equally successful, which is definitely not the ease. And the other qualities are ones which most successful bosses I've seen definitely do not have. So in the end I'm no wiser about what really goes on. Perhaps I'm being unfair. As long as you don't think about whether you'd like them as friends, and pay no attention to most of the advice they give, the most readable parts are where the bosses describe their route to their present position. Rogers seems to think that his book would be useful for people aiming for the top, and that it might even make a few want to start their own company; but, in fact, what they could learn here is very limited. Seen as light business reading for a doctor or teacher, though, this book would provide some good entertainment.

单选题Macy Stationery Store Free office file worth $15 on all orders over $80 Offer ends 28 February 2009 A. The store will stop selling office files on 28 February 2009. B. The store offers free gifts to purchases over $80. C. If you buy office files worth more than $80, the store will return you $15.

单选题Although the situation at the negotiation table is always changeable, it is necessary to make out a detailed plan for the forthcoming negotiation. "Top line" and "bottom line" should be decided. For many negotiations in which more complex issues exist than the single factor of price it is more useful to identify a "best achievable" top line. The negotiators of course hope for the best, but the fact is that their "best" is hardly satisfied. The limitation of the top line is affected by many factors. The negotiators should be "considerate" of the other party. They should not be too aggressive even when they are in a favourable position. They can not be too optimistic. If one party demands too much, the negotiation often results in a failure. The bottom line, on the other hand, is the last "line of defence" which the negotiators will not give up. When setting the bottom line, over-optimism about probable outcome is often linked to a failure to give the bottom line adequate consideration. Identifying the bottom line is perhaps more important than setting the original target. Flexibility in setting the best achievable target is essential.

单选题A Recipe for Success Not many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president and CEO of Kikkoman Corp. the world's leading manufacture of soy sauce is well aware however that the company can't rest on its laurels if it's to successfully meet the challenge posed by its thousands of competitors globally. But Mogi the first Japanese person to ever become an MBA from the Columbia Business School in 1961 loves a challenge. He learned American management methods through his studies at Columbia, as well as practical marketing know-how thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies at Columbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, Inc. in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes for American style dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books. Kikkoman's strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman's products as the leading locally made products in its field. "We have seen our soy sauce becoming more and more a part of the American lifestyle," Mogi says. Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market. Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produced. Kikkoman's commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural food. "That is why our soy sauce has established itself as all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogi says.

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单选题Beginning in the Elizabethan Era, ______ poor was a label placed on able bodied people that appeared to choose not to work. A. worthless B. invaluable C. unworthy D. priceless

单选题She offered me a ring in exchange but it wasn't worth a ______ cent. A. black B. gold C. red D. green

单选题Which hotel is the woman staying?

单选题Sales were not good because distribution problems led to a slight drop in profits. The company had problems with

单选题Gallagher took a taste, and then I heard her ______ her lips, and saw a hungry gleam in her sunken eyes. A. smacked B. whacked C. parted D. slapped

单选题Everything ______ into consideration, it seemed like all the cards were in our favor to seize the victory. A. to take B. taking C. taken D. took