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　　●Lookatthestatementsbelowandtheinformationabouttrainingcourses.　　●Whichcourse(A,B,CorD)doeseachstatement1-7referto?　　●Foreachstatement1-7,markoneletter(A,B,CorD)onyourAnswerSheet.　　●Youwillneedtousesomeoftheselettersmorethanonce.　　Example:　　0Thiscoursewillusecasestudiesofdifferentcompanies.1.Thiscourseisforpeoplewithlittleornoexperienceofthetopic.　　2.Youwilllearnwhatalendercandoifacompanydoesnotrepayaloan.　　3.Companiescandecidewheretheiremployeeswilltakethecourse.　　4.Youwilllearntoassesswhetherabusinesscanpaybackthemoneyitowes.　　5.Thiscoursewillhelpyoutodealwiththepaperworkinvolvedinprocessingloans.　　6.Youwilllookatthelegalaspectsofhiringequipment.　　7.Thiscoursewillconcentrateonthelawsthatapplywhenabusinessborrowsmoney.　　A　　Thiscourselooksattheadministrativefunctionsofabank’sloansdepartment,e.g.dealingwithcreditapplicationsandkeepingrecordsofloantransactions.Wewilluserealapplicationformsofthetypethatadministrativestaffinloansdepartmentsregularlyhandle.Itwillbeparticularlyusefulforexperiencedstaffwithday-to-dayadministrativeresponsibilityforloanportfolios.Althoughmostclientschoosetoenjoyourbeautifulpremises,thecoursecanberunattheclientcompanyorelsewhere.　　B　　Onthisadvancedcourseyouwillbuildupadatabaseofacompany’scashflowovertimeandidentifyandinterpretpatternsofchange.Youwillanalysethecashflowofafewsamplecompaniesanduseyouranalysistojudgetheirabilitytosettletheirdebts.Thiscoursewillhelpyouperformanadvancedcashflowanalysisofyourowncompany.　　C　　Opentoanyonewhocompletedourintroductorycourseonlegalcontractsinbusiness,thiscourselooksatthelegalprinciplesinvolvedwhenacompanytakesoutaloan,andoutlineshowtotakelegalactionagainstacompanythatdefaultsonitsrepayments.Youwillcomparetheinterestsandresponsibilitiesofbothpartiestoaloancontract.　　D　　Thisisacourseforthosenewtoleasing.Itwillprovideyouwithabasicunderstandingofwhycompaniesprefertoleasepropertyormachine,ratherthanbuy.Youwilllearnaboutboththeexpensesandtaxbenefitsofleasingandyouwillstudyavarietyofleaseagreementsandthelawsrelatingtothem.

　　●Readthepassageabouttrainingrecourses.　　●Inmostofthelines(34—45)thereisoneextraword.Itiseithergrammaticallyincorrectordoesnotfitinwiththemeaningofthetext.Somelines,however,arecorrect.　　●Ifalineiscorrect,writeCORRECTonyourAnswerSheet.　　●Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.　　●Theexercisebeginswithtwoexamples,(0)and(00).TrainingRecourses　　0.Itisnecessarytoidentifywhetherthecompanyhasthebudget,time,andexpertisefor　　00.training.Ifthecompanyisinstallingincomputer-basedmanufacturingequipment,

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　●Readthearticlebelowaboutairporthotels.　　●Inmostofthelines34-45thereisoneextraword.Itiseithergrammaticallyincorrectordoesnotfitinwiththemeaningofthetext.Somelines,however,arecorrect.　　●Ifalineiscorrect,writeCORRECTonyourAnswerSheet.　　●Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.　　●Theexercisebeginswithtwoexamples,(0)and(00).　　0.Smartbusinesstravelerstodayarestayingattheairporttodobusiness.Ratherthan　　00.wasteoftimeintrafficjamsastheytrytoreachcitycentrevenues,businesspeople

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　　●Readthearticlebelowaboutprojectmanagement.　　●Choosethebestsentencefromtheoppositepagetofilleachofthegaps.　　●Foreachgap(8-12),markoneletter(A-G)onyourAnswerSheet.　　●Donotuseanylettermorethanonce.　　●Thereisanexampleatthebeginning(0).　　CanYourMarketingBeEffectiveWithoutProjectManagement?　　Areyourprojectsflowingsmoothly?　　Areyouassigningresponsibilities,deadlinesandtasks,butitisjustaheadachetokeepup?Alikelyproblemisthattasksarenotgeeinghandedoffwellorattherighttimetoothers.(0)______.Aprojectmanagementsystemisnotacure-all,butitcertainlyisastart.　　Inmarketing,I’malwaysamazedatthelackofformalizedprojectmanagementsystems.(8)______.Theyassumethatthepurposeofadetailedplanisthesameasitwouldbeforotherrepetitiveactivitieslikemanufacturing.Thepurposeofaprojectplaninmarketingistocoordinatemanyoftheuncertainactivitiesthathappen.Andpossiblymoreimportantly,agoodprojectplanwillcoordinatetheactivitiesofyourresourcerequirements.Noteverythingwillbepredictable,butifwecanmakeevensomeoftheunpredictablepredictable,wewillincreasethelikelihoodofsuccess.　　Withinaprojectplan,wecanestablishoverallandindividualprocessmetrics.(9)______.　　Thevalueofthesetypesofmetricsisthattheywillallowyoutotakeactionduringaprojectwhereandwhenyoucanstillinfluenceitssuccess.Measurabilityisperhapsthemostimportantfeatureoftheprojectplan.　　Projectmanagementcoversallaspectsofplanning:coordinatingactivitiesandresourcesandformingabaselinefromwhichtomanagetheproject.(10)______Onceascheduleiscompleted,itshouldbepostedormadeavailabletoallstakeholdersoftheproject.Constantupdatingshouldappearandbevisibletoallparties.Aprojectplanisanactivedocument,andshouldbeusedtomanagetheprocess.Ascheduleisthetranslationoftheprojectplanintoindividualtasks,identifyingdurations,responsibilities,startandfinishdates,resources,flowandmilestones.　　Everyoneknowswecannotdoenoughplanning,butit’sthetimefactorthatpreventsus,right?Howmuchtimedoesitreallytaketoplan?Frommyexperienceyoushoulduseabaselineofaround5％ofyourproject’stimeinplanning.Now,whathappensifplanningtakeslonger?Youneedtotreatyourplanningprocesslikeanyotherprocess.Usingastandardmethodology,suchasLeanSixSigmaandthetoolsetthatitemploys,willallowyoutheopportunitytogetthemostoutofyourplanningcycle.(11)______Ihavefoundmostcompaniesactuallyenjoyplanning,thecollaborationanddecision-makingthattakeplaceduringit.Whateveryonedoesn’tlikeisthewasteinplanning,sogetridofit!　　Thefirstthingyoucandoisplantheplanningprocess.Take5％ofyourplanningtimetoimproveyourplanning.Setobjectives,milestones,createkeyperformanceindicatorsand,mostofall,createastandardworkplan.(12)______Considerthatifyousignificantlyimproveyourplanningprocess,youwillstopfightingsuchanuphillbattleandcreateconsiderabledown-flowopportunitiesofgreatersavings.Tryit!　　Example:A.Thisgiveseveryoneinvolvedthesamereferencepoint.　　B.Wewillneedmetricstoproduceinformationquickly.　　C.Itwillimproveyourplanningprocess,removingthewastethatyouhaveaccumulatedinit.　　D.Afterdoingthisafewtimes,planningwillbecomeveryeasy,intuitiveandmoreproductive.　　E.Thereismoretoprojectplanningthanthis.　　F.Mostmarketersresisttheidea,misunderstandingtheroleofdetailedplanningformarketingprojects.　　G.Anotherproblemmaybethateveryone’sprioritiesseemallmixedup,andoneortwopeopleordepartmentsseemtobeanenormousbottleneck.

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单选题 Another successful year The UK-based agricultural and garden equipment group PLT has had another successful year and is looking forward to the future with (0) confidence The group, which also has distribution and fuel 1 , has enjoyed record profits for the fifth year in a 2 . Pre-tax profits for the year 3 March 31 rose by 24 per cent to ～4.2 million. Total group sales 4 by five per cent to ～155 million, with the agricultural business delivering yet another record 5 , despite the somewhat difficult trading 6 in the industry. Sales in the garden equipment 7 were slow in the early months of the year, but increased dramatically in the final quarter. Chairman Suresh Kumar said, It is my 8 that we have continued to grow by 9 our customers well. I am delighted to 10 the continued development of our customer 11 and I would like to thank all our customers for their 12 As well as an increase in customers, our staff numbers also continue to grow. During the year, we have taken 13 58 new employees, so that our total workforce now numbers in excess of 700. All of the staff deserve my praise for their dedication and continued efforts in 14 these excellent results. The group has proposed a final 15 of 9.4p per share, bringing the total to 13p for the year. 1.

单选题 According to John Sergeant

单选题 The Secret of Success for Online Businesses The secret of success in electronic commerce lies in placing a new emphasis on a well-established area. That area is customer service, which is now the only point of 1 between a business and the buying public. There are a number of factors in a real-world shop that 2 peoples perceptions of a business: these 3 the location and the appearance of the premises, the quality and the pricing of the merchandise or services, and the behaviour of the staff. However, if a company is trying to make a good impression with online customers, most of these factors do not 4 a part. In the 5 of these factors, the way customers are 6 when they have a reason to call has a fundamental effect on a companys ability to retain them as customers. Even more than regular telephone or in-person customers, web customers are impatient, easily frustrated and always conscious that they have other places where they can 7 their business. Preventing them from doing that means meeting them on their own 8 and providing them with what they want. This necessity, in 9 , means that companies that sell over the net must get back-end functions right. Imposing 10 requirements on customers will not work; a business that 11 on customers emailing for assistance instead of using the phone, for example, will lose repeat custom. If the phone is used, it must be answered 12 , and the staff should look for ways of helping even the most awkward customers 13 , as is more usual, trying to find some 14 to blame the customer for any problem. An important, final point is that it is vital that all addresses, web links and phone numbers work properly and efficiently. This ought to 15 without saying. Experience, however, shows that it does not. 1.

单选题.1. The Chief Executive is in a difficult position because Healthway plc is ______

单选题. Critical Path When David Hayden realised his company was heading for trouble, he took drastic measures to get it back on track David Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents. Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. 'Those guys didn't understand the product or the sector,' says Hayden. 'The heads of department didn't communicate and they didn't lead.' But what was worse, Critical Path had lost the goodwill of its investors. Hayden knew that bringing the figures under control would be a vital step in the company's turnaround. 'You've got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn't have bad feelings about me. I told them that I knew I could get the company on its feet again.' He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge. The next thing Hayden had to tackle was morale. 'Everyone left the office at five on the dot-they couldn't get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.' In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility. But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. 'A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,' is his message. 'Or if you often have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.' By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. 'One thing that helped save us was that our technology worked,' says Hayden. 'With 20 million email accounts, we never lost a single major client because the product kept on working.' With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. 'It was time to go,' he says. 'I'm not a turnaround specialist. I prefer start-ups.'1. What event coincided with Critical Path becoming a public company? ______

单选题1. Gareth says that Trident's problem with selling the product is caused by the ______

单选题.Online exchanges