单选题In 1998, 25-year old John Stewart was found redundant. He was left with a compensation (19) of ￡5,000 and a determination to be his own (20) As a supporter of his local football club, he had often helped them by maintaining and repairing their seating. He now (21) to set up his own company and make a (22) out of his hobby.His first (23) was to get 1,000 brochures printed, (24) the two main services which he could (25) repair and maintenance. He sent these brochures to amateur and professional football clubs, and other similar (26) such as hockey clubs.The week after completing the mailing was the worst of his life. He had no responses at all. Then a letter arrived from Scotland inviting him to give a (27) for a pre-season check of a football club's seating. He arrived in Scotland in three hours; by the end of the afternoon he had signed the (28) to do the work. For￡500 the club had its seating made good, and on arriving home three days later, John worked (29) that he had made a ￡250 (30) The next four weeks were extremely busy, as club after club (31) John to work for them. He priced each job in the same way as the first, working out all the direct (32) then adding 100%. Money started to flow in and John bought a van and rented a factory unit on an industrial estate near his house.Then in late August the phones stopped (33) as the pre-season work dried up. John realised that he needed longer-term work and decided to move into the manufacture of seating for new sports stadiums and the replacement market.

单选题 Service production Services are not purchased from a supplier and stored on a shelf until ordered by the customer. Instead, they are manufactured or produced after they axe requested by the customer. This in itself sets service retailing apart from goods retailing and places the retailer in the channel as the manufacturer as well as the retailer of the service being sold. The placement of the retailer as the product of the service carries with it all the problems associated with the manufacture of goods -- research and development, scheduling, raw materials acquisition, quality control and service consistency throughout various branch store operations. The improvement or upgrading of services must be done by the retailer. Constant monitoring of completion and decisions on improving aspects of the service, as well as research into the satisfaction customers are experiencing with their purchases, are part of service management. Scheduling of services retailing presents a dual problem, If the service is performed on a good owned by the customer (china repair, silver polishing, etc.), the production process can be scheduled in an orderly flow of first in, first out. The craftsperson focuses on one item and, when finished with it, moves to the next. The scheduling process is more complicated where the service involves the individual (legal services, beauty care, driving lessons, and the like). With these types of service, production and consumption take place at the same time. A scheduling of customers is required to maximize the production capabilities of the service offering. The driving instructor who has no student must sit idle. Greater attention may then be required in scheduling services, especially those involving the customer. In the retailing of men's suits, the quality control activity is left to the manufacturer, while in the retailing of services, the involvement with quality control standards rests with the retailer. Customers purchasing a shirt at the man store expect the same quality when they purchase an identical, shirt at a branch store. This consistency in quality is assumed with goods retailing. The consistency of quality in service retailing is much more in doubt. The driving instructor at one store may be very different from an instructor at another store within the same, retail chain. The involvement of the craftsperson in the production process for custom draperies may also differ within the same retail store. To ensure the consistency of a service, the store must establish procedures and policies which can be implemented throughout each branch store within that chain. Central training may be the best way to accomplish this consistency. It is of course possible that a customer may develop a preference or loyalty to one specific craftsperson, but the development of loyalty to the store with consistency of the production process is a more healthy loyalty t9 cultivate. In this area, the store may try to develop a strong brand- name recognition for its service. A faulty product may be covered under the manufacturer's liability, yet the retailer, when becoming the manufacturer’s must be aware of the sole liability associated with the service. Other than the liability of faulty mw material, there is no other recourse for the retailer to turn to. Store-liability coverage should be considered, and most likely increased, especially for those services performed on the individual (beauty services, dental treatments ).

单选题· Read the article below about job satisfaction and employee morale.· Choose the best sentence from the opposite page to fill each of the gaps.· For each gap 8-12, mark one letter (A-G) on your Answer Sheet.· Do not use any letter more than once. {{B}} Service production{{/B}} Services are not purchased from a supplier and stored on a shelf until ordered by the customer. Instead, they are manufactured or produced after they axe requested by the customer. This in itself sets service retailing apart from goods retailing and places the retailer in the channel as the manufacturer as well as the retailer of the service being sold. The placement of the retailer as the product of the service carries with it all the problems associated with the manufacture of goods -- research and development, scheduling, raw materials acquisition, quality control and service consistency throughout various branch store operations. The improvement or upgrading of services must be done by the retailer. Constant monitoring of completion and decisions on improving aspects of the service, as well as research into the satisfaction customers are experiencing with their purchases, are part of service management. Scheduling of services retailing presents a dual problem, If the service is performed on a good owned by the customer (china repair, silver polishing, etc.), the production process can be scheduled in an orderly flow of first in, first out. The craftsperson focuses on one item and, when finished with it, moves to the next. The scheduling process is more complicated where the service involves the individual (legal services, beauty care, driving lessons, and the like). With these types of service, production and consumption take place at the same time. A scheduling of customers is required to maximize the production capabilities of the service offering. The driving instructor who has no student must sit idle. Greater attention may then be required in scheduling services, especially those involving the customer. In the retailing of men's suits, the quality control activity is left to the manufacturer, while in the retailing of services, the involvement with quality control standards rests with the retailer. Customers purchasing a shirt at the man store expect the same quality when they purchase an identical, shirt at a branch store. This consistency in quality is assumed with goods retailing. The consistency of quality in service retailing is much more in doubt. The driving instructor at one store may be very different from an instructor at another store within the same, retail chain. The involvement of the craftsperson in the production process for custom draperies may also differ within the same retail store. To ensure the consistency of a service, the store must establish procedures and policies which can be implemented throughout each branch store within that chain. Central training may be the best way to accomplish this consistency. It is of course possible that a customer may develop a preference or loyalty to one specific craftsperson, but the development of loyalty to the store with consistency of the production process is a more healthy loyalty t9 cultivate. In this area, the store may try to develop a strong brand- name recognition for its service. A faulty product may be covered under the manufacturer's liability, yet the retailer, when becoming the manufacturer’s must be aware of the sole liability associated with the service. Other than the liability of faulty mw material, there is no other recourse for the retailer to turn to. Store-liability coverage should be considered, and most likely increased, especially for those services performed on the individual (beauty services, dental treatments ).

单选题Gianni Agnelli, Chairman of Fiat, Italy's largest private industrial corporation, is known in Italy as the lawyer, because he trained in law at Turin University. Though A he has never practiced, his training may be useful. On April 17th Mr. Agnelli admitted to a group of Italian industrialists in Venice (19) Fiat had been (20) in some corruptions in Italy. On April 21st, Fiat's lawyers and Cesare Romiti, its managing director, met Milan magistrates to (21) the firm's involvement in bribery to win business from state-owned companies. Fiat is not the (22) Italian company caught up in Italy's increasing political corruption scandal. According to the latest figure, some 200 businessmen and politicians were sitting in prison (23) a result of judicial inquiries into kickbacks paid to politicians by firms. Hundreds more are still (24) influence of Fiat, (25) sales are equal to 4% of Italy's home product, the scandal at the company has (26) the industrial establishment. Though neither Mr. Agnelli (27) Mr. Romiti has been (28) of wrong doing, several other senior Fiat managers have allegedly been involved in paying kickbacks to win state-owned contracts. (29) arrested include Francesco Mattiol, Fiat's finance director, and Antonio Moscon, the (30) head of its Toro insurance branch. (31) men have been (32) about their previous roles on the board of Cogefar-Impresit, Fiat's construction subsidiary. Last May, Enzo Papi admitted paying a 1.5 million-dollar bribe for a contract (33) to Milan's underground.

单选题Mr.BristowwouldliketodealwiththematternowbecauseKeithtoldhimthecase______.

单选题20 … an English course can be an interesting experience. A. To assist B. To attend C. Attending D. Assisting

单选题 · Read the article below about exporting and the questions. · For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. {{B}}Problems Potential Exporters Are Facing{{/B}} Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, 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The advertisement emphasises the need to have a suitable approach to important people.

单选题Hiring Non-U.S. Citizens Although the majority of firms in the United States hire U.S. citizens, the (19) for the world's best talent may require crossing the U.S. borders. This is increasingly (20) in industries such as software development, engineering, pharmaceuticals, and aerospace, where high-ability, low-cost talent can be found in Russia, India, Taiwan Singapore, China, and Korea. However, hiring foreign nationals for U.S. firms is not as easy as you might think. There are a number of (21) to overcome when hiring non-U.S. citizens. For example, documenting and (22) the credentials of foreign nationals is difficult. For example, if the applicant has attended a non-U.S. university, how do the institution and the degree (23) compare to what would be found in the United States? To get around overseas educational idiosyncrasies, some companies like Mobil Corporation (24) their own screening tests for basic skills in reading and math. Other companies, such as the Knowledge Company in Fairfax, Virginia, employ work-sample tests, where, for example, an (25) for an engineering job would be asked to submit drawings and plans for a certain product, which would be (26) by experts. Also, the typical criminal background (27) is difficult because, except the most serious crimes, there is little information within the United States regarding crimes (28) in other countries. Beyond this, the American Foreign (29) Practices Act even (30) U.S. entry of foreign businesspeople who might have bribed government officials in their home countries—even if that is not against the law in those countries. Finally, even if one is able to obtain the necessary data for making an informed hiring decision with (31) to a foreign national, the U.S. Department of Labor (32) the employer to show that the employ of this person will not adversely affect wages and working conditions of U.S. citizens who work in (33) occupations and no U.S. citizens are willing and able to do the work at that specific time.

单选题Thespeakersaysthatthepercentageofbusinessesthatarefamilyrunis

单选题Personal Branding One of the issues people are concerned about as they start to define their personal brand is being (19) to one subject or area. They ask "Can I be an expert in more than one field or should I (20) one? " You have the freedom to brand yourself as you choose, and you can always expand your offerings, (21) the knowledge you gain and your new interests. When you have an assortment of interests, you need to make sure that you manage them properly, both in (22) of the time you (23) to each and how they are interwined in your lifestyle, online and off. If you have multiple interests and they are (24) , then your hand brand will be much more powerful because those interests can complement each other. (25) , if you are a financial analyst working at a bank during the day and a stock-trading blogger by night, you can (26) both, without drifting (27) from your current brand (28) of course that you don't violate any confidentiality rules or insider trading laws. If your interests aren't related in any (29) , then they should be completely detached, such as having two (30) websites catering exclusively to each. If you're an accountant for a Forture 500 company and a male model, you definitely want to separate those (31) and career paths from each other because (32) you're perceived as a male model may impact how seriously you're (33) as an accountant.

单选题·Read the text below about brokers.·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. {{B}}Brokers{{/B}}Brokers neither physically handle products being distributed nor work on a continuing{{U}} (19) {{/U}}with their principals{{U}} (20) {{/U}}, a broker is an independent wholesaling middleman that brings buyers and sellers together and provides market information to either party. M0st brokers work for sellers, {{U}}(21) {{/U}}a small percentage represent buyers.Brokers have no authority to set prices. They simply negotiate a sale and leave it up to the seller to accept or{{U}} (22) {{/U}}the buyer's offer. They also furnish considerable market information{{U}} (23) {{/U}}prices, products, and general market conditions.Because of the limited services provided, brokers receive relatively small commissions—5 percent or less. {{U}}(24) {{/U}}, brokers need to operate on a low-cost basis.Food brokers{{U}} (25) {{/U}}buyers and sellers of food and{{U}} (26) {{/U}}general-merchandise items to one another and bring them together to complete a sale. They are well{{U}} (27) {{/U}}about market conditions, terms of sale, sources of credit, price setting, potential{{U}} (28) {{/U}}, and the art of negotiating. They do not actually provide credit but sometimes store and deliver goods. Brokers also do not{{U}} (29) {{/U}}goods and usually are not allowed to complete a transaction{{U}} (30) {{/U}}formal approval. Like other brokers, food brokers generally represent the seller, who pays their commission.Food brokers, {{U}}(31) {{/U}}manufacturers' agents, operate in specific geographic locations and work for a limited{{U}} (32) {{/U}}of food producers within these areas. Their sales force calls on chain-store buyers, store managers, and institutional purchasing agents. Brokers work{{U}} (33) {{/U}}with advertising agencies. The aver age commission for food brokers is 5 per cent of sales.

单选题We would like you to provide us with a detailed specification of the machine so that we may consult our production managers regarding the suitability of the equipment fo installation in our assembly plants. Please bear in mind that the power requirements of each unit are of particular importance. They want us to let them know ... a. if our machines are suitable for their requirements b. if we have consulted their managers about this c. as much as possible about the machine

单选题The Principles of Selling The principles of selling are useful for all people, whether they work in business, in not-for-profit organisations, or at home. Influencing people is an important aspect of all interpersonal relationships. Thus, hermits may be the only people in our society who do not need to (19) the principles of selling. Four-year-old children soon (20) the most effective way to sell their parents on a trip to the circus. As college students, they use more (21) techniques to convince their parents that they need a car at school. As young graduates, they are confronted with more important sales, job-selling themselves to an employer. To do this effectively, they will (22) the same essential steps used in marketing a sale. They (23) potential employers. They analyse the needs of the potential employer and the (24) points in their background. Then they develop a presentation to demonstrate how their capabilities are (25) with the employer's needs. During the interviews, they answer questions and provide additional information. This is selling at a personal level. An increasing number of people are studying selling (26) they do not plan on selling as a (27) They recognise that almost everyone in business uses certain principles of selling in everyday work. (28) executives are eager to sell themselves to associates, superiors, and (29) .The accountant uses selling to present a research budget for (30) .The industrial relations or personnel executive uses sales techniques to handle negotiations with a union. People in non-business situations also practice the art of selling. (31) encourage people to come at services. Political candidates ask (32) votes. People who are skilled at influencing the (33) of others are usually the leaders in our society.

单选题· Read the article below about meeting.· 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) on your Answer Sheet. {{B}} {{U}}Make Meetings Work for You{{/U}}{{/B}} Only call a meeting if you (and your colleagues) are quite clear about its purpose. Once you are certain of your objective, ask yourself whether it could be better achieved through {{U}}(19) {{/U}} means, such as a memo. Meetings called on a routine basis tend to {{U}}(20) {{/U}} their point. It's better to wait until a situation or problem requires a meeting. If in doubt, don't waste time having one. If you're sure a meeting is the solution, circulate a memo several days in advance {{U}}(21) {{/U}} the time and place, objectives, issues to be discussed, other participants and preparation {{U}}(22) {{/U}} Meetings should be held in the morning, if possible, when people are usually more {{U}}(23) {{/U}}, and should last no more than an hour. Six is the {{U}}(24) {{/U}} number of participants for a good working meeting. Inviting the whole department (more than 10) increases emotional undercurrents such as, "Will my {{U}}(25) {{/U}} be taken seriously ?" Larger meetings can be productive as brainstorming {{U}}(26) {{/U}} for ideas, provided participants can speak freely without feeling they will be judged. A successful meeting always leads to action. Decision should take up the {{U}}(27) {{/U}} of the meeting minutes, including the name of the person delegated to each task, and a(n) {{U}}(28) {{/U}} for its completion. Circulate the minutes after the meeting and again just before the next one. Draw out quieter members of the group. {{U}}(29) {{/U}} helps create a relaxed and productive atmosphere. Do not {{U}}(30) {{/U}} out any individual for personal criticism -- they will either silently {{U}}(31) {{/U}}, upset and humiliated, or try to come up with excuses rather than focusing on the problems in {{U}}(32) {{/U}} Save critical comments for a private occasion. If you're talking for more than 50 per cent of the time, you're {{U}}(33) {{/U}} the meeting.

单选题WhatthewomanhastodoatfirstisA.tohavesomeofficialpapers.B.todosomepaperwork.C.todosomepopularwork.

单选题Debunking Negotiation Myths Before developing a more effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people's ability to learn effective negotiation skills and in some cases reinforce poor negotiation skills. A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by their car-dealership experience. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which your negotiation skills can be judged. The most important negotiations are those that we engage in every day with our colleagues, supervisors, coworkers and business associates. These relationships provide a much better index of one's effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of us do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient. We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how he or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, native experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally, experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and more confident, but the accuracy of their judgment and the effectiveness of their behaviour do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like "this is my final offer" or "take it or leave it" or using threats and bluffs. This is what we call a "tough" style of negotiation, Although these negotiators are rarely effective, we tend to be impressed by the tough negotiator. An interesting exercise is to ask mangers and anyone else who negotiates to describe their approach to negotiating. Many seasoned negotiators believe that their negotiation style involves a lot of "gut feeling", intuition, and "in-the-moment" responses. We believe that this type of intuition does not serve people well. Effective negotiation involves deliberate thought and preparation, and it is quite systematic.

单选题Bearing in mind the difficulties you are having with obtaining components, we were wondering whether we might expect delivery of the goods during the next two weeks or whether there is likely to be still further delay. They want us to let them know ... a. what difficulties we are having b. what components we are obtaining c. when the goods will be delivered