听力题A. visit possible new premises B. observe working practices C. hold job interviews D. deal with a complaint E. meet a new manager F. introduce new policies G. supervise staff training H. sign a new contract

听力题Anchor: Big news today

听力题Anchor: Tonight''s news: locating the 100

听力题Interviews conducted by members of the ECE

听力题 Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year. Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year.

听力题Anchor: "What''s your domain name

听力题Anchor: "What''s your domain name

听力题Anchor: Big news today

听力题A on the plane B at the bank C at the airport D at the office E at the theatre F at the hotel G at the customs H on the bus

听力题Host: Welcome to our program

听力题A. an undergraduate B. a parent C. a personnel executive D. a sociologist E. a consultant for job-seekers F. a radio journalist G. a psychologist H. a general manager

听力题A. a finance director B. an office clerk C. a personnel manager D. a production manager E. a salesman F. a worker G. a machine operator H. a marketing assistant

听力题Anchor: Imagine the U.S. economy blasting forward

听力题Interviews conducted by members of the ECE

听力题Anchor: Imagine the U.S. economy blasting forward

听力题A. an electrician B. a waiter C. a bank clerk D. a typist E. a taxi driver F. a postman G. a babysitter H. a bookbinder

听力题Anchor: Tonight''s news: locating the 100

单选题·Read the text below about different kinds of consumer goods. ·Choose the best word 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). In the field of marketing, consumer goods are classed according to the way in which they are {{U}} (19) {{/U}}The two main categories are convenience goods and shopping goods. Two lesser types are specialty and unsought goods. It must be{{U}} (20) {{/U}}that all of these types are based on the way shoppers think about products, not on the{{U}} (21) {{/U}}of the products themselves. What is regarded as a convenience {{U}}(22) {{/U}}in France (wine, for example) may be a specialty in the United States. People do not{{U}} (23) {{/U}}a great deal of time shopping for such convenience items as groceries, newspapers,toothpaste, and candy. The buying of convenience goods may be done{{U}} (24) {{/U}}, as some families buy groceries once a week. Sometimes convenience products are bought on{{U}} (25) {{/U}}: someone has a sudden desire for a sundae on a hot day. Or they may be purchased as emergency items. Shopping goods are items for which customers search.They{{U}} (26) {{/U}}prices, quality, and styles, and may visit a number of stores{{U}} (27) {{/U}}making a decision.Buying an automobile is often done this way. Specialty goods have characteristics that impel customers to make special efforts to find them. Price may be no consideration{{U}} (28) {{/U}}Specialty goods can{{U}} (29) {{/U}}almost any kind of products. Normally, specialty goods have a brand name or other distinguishing characteristics. Unsought goods are items a consumer does not {{U}} (30) {{/U}}want or need or may not even know about. {{U}} (31) {{/U}}or advertising brings such goods to the consumer's attention. The product could be something new on the market as the Sony Walkman once was or it may be{{U}} (32) {{/U}}standard services, such as life insurance, for which most people will usually not{{U}} (33) {{/U}}shopping.

单选题Fromtherecordingwecanlearnthatthecrashof1929happenedona______.

单选题A Brief History of CokeNowadays, Coca-Cola's trademark is well known around the world and its products average a staggering 400 million servings per day in more than 155 countries. According to legend, it began in a three-legged kettle in the back yard of Atlanta pharmacist Dr. John Styth Permberton who carried a jug of his concoction down the street to Jacob's Pharmacyy where it was sold at the soda fountain for 5 cents a glass. Frank Robinson, Pemberton's partner and bookkeeper thought two "C"s would look good in advertising and wrote "Coca-Cola" in the flowering script so famous today.It is significant that Permberton spent almost twice as much money on advertising during the first years of operation as he made in profits, for the growth of Coke's popularity is as much due to the advertising and marketing strategy as it is to the quality of its product. By continually monitoring changes in consumer attitudes and behaviour, the Coca-Cola Co. has become a widely recognized leader in advertising.Pemberton could not foresee the greatest future awaiting his soft drink and sold out. Asa Griggs Candler bought the business and organized the Coca-Cola Co. into a Georgia corporation. In 1893, he registered Co ca-Cola as a trademark.Under Candler's leadership, the company began to grow quickly. In order to instigate a demand for the product, he spent heavily on advertising. Signs were put up from coast and appeared on calendars, serving trays and other merchandising items, urging people to drink Coke. Candler's campaign paid off.Candler was a creative talent at advertising, but showed little imagination in understanding Coke's marketing potential. In 1899, he sold the right to bottle Coke throughout most of the United State for $1, which he never bothered to collect. Candler saw Coke primarily as a soda-fountain drink. But two far-sighted businessmen from Chattanooga, Tennessee, Benjamin Franklin Thomas and Joseph Brown Whitehead, understood the potential, and, for the unpaid dollar, bought a franchise that became worth millions.Their agreement with Candler began the franchising bottling system that still remains the foundation of the Co ca-Cola Co.'s soft drink operations. Thomas and Whitehead sold the rights to bottle Coke to franchisers in every part of the country in return for the bottler's agreement to invest in the necessary resources and effort to make the franchise a success. During the following decade, 779 bottling plants went into operation.In the early 20th century, Coke blazed the advertising trail, developing innovative concepts that became accepted practices in the filed. One of the most effective was the distribution and redemption of complimentary tickets, entitling the holder to a glass of free Coke at the soda fountain of a dispenser.