单选题Guidelines for Writing Your CV A well-produced CV can make all the difference when applying for a job.It can take a reader just 30 seconds to reach a decision about a CV. So when writing a CV, you should remember you have just half a minute to (19) the reader's interest, leave a clear (20) of professionalism and indicate the likely (21) to an employer of hiring you. To prepare a CV which is (22) will take time and possibly several drafts. Layout, presentation and a choice of words which demonstrate both responsibility and achievement are vital (23) of any CV. No matter how well your career background and skills (24) the needs of an employer, your efforts could (25) if you make it difficult for the reader to take in the relevant information. As your message must register quickly, make the reader's task an easy one. (26) that the print is well spaced and that the key information is displayed clearly. The (27) of the CV is to generate interviews. Visually, you want your CV to have a positive effect, but it is also necessary for it to (28) the reader that you are worth meeting. The style in which you present your CV is a (29) of personal choice, but it is important that you use words which (30) an active and successful career. People sometimes make the mistake of (31) a CV as a rewrite of their job description, which results in unnecessary jargon and detail. In addition, issues such as salary and (32) for leaving previous employers should not be (33) ; they are best discussed at the first interview stage.

单选题·Read the article below about exporting 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}}PROBLEMS FACING POTENTIAL EXPORTERS{{/B}} Many firms fail because when they begin exporting they have not researched the target markets or developed an international marketing plan. To be successful, a firm must clearly define goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objective, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise, it may not be able to take this crucial first step without qualified outside guidance. Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment. Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed. Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms: too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive. If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available. Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.

单选题WhatisMr.Scottinhiscompany?

单选题Theproposalsbeingmadeaffect______.

单选题I can't find my glasses them anywhere in the office this morning? A. Are you seeing B. Saw you C. Have you seen D. Did you have

单选题 Flea Market Shopping Can Be Satisfying Whether in London, Paris or at a rural antique fair, an addictive adrenaline surge is triggered when I discover an architectural fragment I know can be converted into a headboard, or when I come across an old sea chest that, with some paint and polish, can be made to work as a coffee table. In truth it took quite a while, but I finally learned to practice self-discipline when browsing at flea markets. It's that time again, sunny days are upon us, and flea market and antiques sales wait. Old pieces with great potential abound--all you have to do is to spot them. But wait a moment, I just got something to tell you before you plunge into it. That will help make your hunt more fruitful. Believe it or not, you'll definitely be inspired. Keep an open mind. You may not come away with the things that were on your list, but that's the beauty of the hunt. you never know what you'll find. If you didn't find a particular item this week, don't despair--chances are you'll find it next time. Know when to walk away. Sometimes playing the cool, uninterested browser will get you a better deal on an item, but don't be too coy. If you see something you like, buy it--there may not be a second chance on a one-of-a-kind find. Know how to negotiate. Although haggling over a price is part of the experience, an offer that's too low is insulting. Vendors will often lower the marked price by about 10 percent. Buying several items from one vendor and giving them regular business will get you a better deal. Know who to buy from. This is a well-kept secret among flea-market gurus. You're more likely to get a deal on items that aren't part of a vendor's regular supply. Vendors sometimes pick up odd items to add to the mix and may be more willing to part with them for less money. Have cash on hand. Cash is always the most powerful negotiating tool and best method of payment. Most vendors won't accept checks or credit cards. Small bills make it easier when you're haggling a sale. Markets in rural areas have ATM machines nearby, but field markets usually don't. Be aware that prices often prove more negotiable when vendors learn you'll be paying with cash rather than with a credit card. Anyway, a flea market is an interesting place to visit if you want to buy something or if you want to buy nothing. It consists of an open space filled with individual vendors selling used or almost new merchandise, as well as produce, paintings and crafts. Approach your acquaintances or public library for the location of the nearest flea market and for the days and hours it is open. Don't be surprised if you find the very thing you have been looking for] You may wish to set up your own table at the flea market if you would like to sell toys, books and items that you no longer use. It will be another kind of pleasure. Now it's your turn to go and find out.

单选题[此试题无题干]

单选题·Readtheletterbelowaboutthecompany.·ChoosethebestwordtofilleachgapfromA,B,CorDontheoppositepage.·Foreachquestion19-33,markoneletter(A,B,CorD)onyourAnswerSheet.DearShareholders,2001wasachallengingbutsuccessfulyearforourcompany.Wewere{{U}}(19){{/U}}byoneofthemostbrutalglobaleconomiesindecades,aswellasbythe{{U}}(20){{/U}}ofthetragedyofSeptember11.Butourpeople{{U}}(21){{/U}}remarkablytothesechallenges.Thankstothecontinuousupgrading,{{U}}(22){{/U}}andexpansionofourmodelrange,wewereabletoincreaseourshareofagenerallydecliningworldautomotivemarketfrom13.1%to13.5%.Sales{{U}}(23){{/U}}increasedby6.5%to88.5billion.Theprofitbeforetaxof4.4billionincreasedbyadisproportionatelyhighamount,{{U}}(24){{/U}}thepreviousyear'sfigureby18.6%.In2001we{{U}}(25){{/U}}eightnewmodelsandintroducednumerousnewengine{{U}}(26){{/U}}andequipmentdetails.Wewillcontinuetoexpandglobalmarket{{U}}(27){{/U}}inthecomingmonthsandaddtoourmodelrangewithproducts.Inorderto{{U}}(28){{/U}}thecompetitivenessofourcompany,inthenextfiveyears,weplantoInvest31.2billionin{{U}}(29){{/U}}assetsintheAutomotiveDivision.Theaverageinvestmentratiooverthenextfiveyearswillbereducedfrom8.1%to6.7%,whichisatthelevelsofoarcompetitors.Withour{{U}}(30){{/U}}brandandproductportfolio,ourskilledand{{U}}(31){{/U}}workforce,ourcommercialstrengthandourfocuson{{U}}(32){{/U}}business,weexpecttomakefurthermarketshamgainsforthecomingyear,whilekeepingoarcompetitivepositionstrong.Wethereforeaskyouonceagaintoplaceyour{{U}}(33){{/U}}inusasyouhaveinthepast.Yourssincerely,J.O'NeilJ.O'NeilChairman

单选题Theinterviewee'scurrentjobis

单选题What does the writer say about the expansion of small businesses?

单选题Thejobvacancyisfor______.

单选题How well do you communicate? In today's fast-paced work environment, communication can come low down on your list of priorities. If you can't remember the last time you spoke to some of your friends, how do you find time to brief thousands of employees on a regular basis? That said, internal communication plays an integral part in any healthy business strategy. If done well it ensures that staff are kept abreast of the visions and values of the company they work for; if done badly it can lead to speculation and rumour. Jenny Davenport, a director of the change management and communications consultancy, People in Business, says ongoing dialogue with staff is a necessity. 'You must educate employees to understand your business if you want them to perform,' she says. 'Unless you do, people will not trust you when times are bad.' Communication is also about discussion rather than rhetoric. Flat communication devices- email, intranets, employee publications - have a part to play but must be mixed with more interactive methods involving face-to- face contact to encourage response. Remember that individuals are different and like to receive information in different ways,' adds Davenport. 'As well as written communication via intranets or traditional employee magazines, team managers must talk to staff about how what they de affects the business. Twice a year, ensure employees come face to face with senior management- a conference is ideal.' Khalid Aziz, chairman of communications consultancy The Aziz Corporatior), feels that company-wide conferences are an ideal way to interact with large numbers of staff. 'It is important to organise and plan correctly,' he says. 'Have a clear aim before you start and be careful not to pack too much in - facts that can be communicated via email, for example, are a waste of conference space. Ask for response but don't ask for questions - it always sounds like a threat,' he adds. 'Get people to raise their hands if they agree with a certain statement about the company and then ask one person to elaborate.' The intranet plays a big part in the communications strategy at One 2 One, says Nell Lovell, the company's director of communications. 'Our intranet touches everybody,' he says. 'We have set up cybercafes for staff who don't have PC access.' One 2 One's intranet carries news and general information and is supported by a monthly magazine mailed to homes, a weekly email update on matters of fact and webchats which staff are invited to join. Getting feedback from employees is the key to hi- fi company Richer Sounds' communications policy. 'Like other businesses, we run a suggestions scheme. The difference with ours is the way it works,' says John Clayton, training and recruitment director. 'Our chairman Julian Richer reads every suggestion and we answer them all. Each proposal is rewarded with up to f25 cash - we find this is more motivational than a big prize to one employee once a year.'

单选题LTC AUSTRALIA 618 823777 25 Apr. 1999 P. 02Dear Mr. Lin Thank you for your fax, which we received on 21 April. However, I have been away at a conference for a few days and I have only just had the (19) to read it. I apologize for the consequent delay in (20) to you. It appears that you were not completely (21) with the training videos that we sent you. However, there seems to be some confusion, and I would just like to (22) a couple of points. First of all, I would like to (23) what I said in my original letter: if you (24) the videos unusable we will be quite prepared to (25) all your money. However, it was not clear from your fax whether you had (26) all the videos, or just one or two. We have received favorable (27) about the videos from a number of our customers. In particular, the "Safety at Work" and First Aid "videos are extremely" (28) I would be grateful, therefore, if you could (29) that all ten videos are checked. Please (30) out the ones that you find most (31) or your needs, and return the (32) cassettes. I will then be able to (33) the amount payable to you.I look forward to hearing from you.Yours sincerely, (Signature )John Peters(Customer Services)