单选题Stages of Advertising Strategy As a business begins, one of the major goals of advertising must be to develop awareness of the business and its products. Once the business' reputation is established and its products are positioned within the market, the (19) of resources used for advertising will decrease as the consumer develops a kind of (20) to the product. Ideally, this established and ever-growing consumer base will eventually aid the company in its efforts to carry their advertising message out into the market, both through its purchasing actions and its testimonials on (21) of the product or service. Essential to this rather abstract process is the development of a positioning statement. A positioning statement explains how a company's product (or service) is (22) from those of key competitors. With this statement, the business owner (23) intellectual objectives into concrete plans. In addition, this statement acts as the (24) for the development of a selling proposal, which is (25) of the elements that will (26) up the advertising message's "copy platform". This platform delineates the image, copy, and art work that the business owner believes will sell the product. With these concrete objectives, the following elements of the advertising strategy need to be considered. (27) audience, product concept, communication media, and advertising message. These elements are at the core of an advertising strategy, and are often (28) to as the "creative mix." Again, what most advertisers (29) from the beginning is clear planning and flexibility. And (30) to these aims is creativity and the ability to adapt to new market trends. A (31) advertising strategy often leads to a loss of market share. Therefore, the core elements of the advertising strategy need to mix in a way that allows the message to envelope the target consumer, providing (32) opportunities for this consumer to become (33) with the advertising message.

单选题Their product more imaginatively this season. A. is being marketed B. is marketing C. is been marketed D. is marketed

单选题The expert refers to one area of application which ... a. cannot minimize the noise of aircraft engines and helicopter vibrations. b. would be able to reduce noise in the cabin of an aircraft to more acceptable levels. c. has resulted in new aircraft engines that are noisier than earlier ones.

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单选题Gianni Agnelli, Chairman of Fiat, Italy's largest private industrial corporation, is known in Italy as the Lawyer, because he was trained in law at Turin University. That he has never practiced, his training may soon be useful. On April l7th Mr. Agnelli admitted to a group of Italian industrialists in Venice (19) Fiat had been (20) in some corruptions in Italy. On April 2lst, 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 40% 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 wrongdoing, 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The economic incidence of a tax partly depends on______.

单选题·Read the article below about general managers and the questions.·For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. General Managers (GMs) are a part of middle management and play a key role in organisations. Depending on the size of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link or a less senior manager in charge of a department or section. They are a link between top management, who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very important for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans that suit their particular divisions or departments.In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these departmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work hard to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills.First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts-within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills, it is essential for a GM to be skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company.In terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers Working on many simultaneous projects, which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect this information, they must learn to work in uncertain and changing environments. As a result, both the approach and style of a GM change to adapt to the setting in which they are operating. They must be flexible to succeed.

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单选题{{B}}PART ONE{{/B}}·Look at the statements below and the book reviews on the opposite page. ·Which section (A, B, C or D) does each statement 1-7 refer to? ·For each statement 1-7, mark one letter (A, B, C or D). ·You will need to use some of these letters more than once Business Consulting A This book explores the new shape of consulting. It examines why organisations use consultants,how consulting firms compete and what consultants do. Based on hundreds of interviews with the managers who hire consultants and the people who run consulting firms;it offers an autthorita-tive analysis of this most shadowy of professions.It also provides invaluable practical advice on what organisations need to do to get the best out of the consultants they use and what consulting firms need to do to achieve the best results for those they work for. B Brands and Branding This book argues that because of the power of not-for-profit brands like the Red Cross or Oxfam, all organisations should make the brand their central organising principle, guiding every decision and every action. As well as making the case for brands and examining the argument of the anti globalisation movement that big brands are bullies which do harm, this book review of best practice in branding, covering everything from brand positioning to brand protection, visual and verbal identity to brand communications. C Emerging Markets Using the real experiences of companies wherever possible to illustrate the points it makes, this extensively updated and revised second edition of this book is aimed at both managers who are involved in entering emerging markets for the first time and managers who are already operating in them It will serve as a guide on how to avoid mistakes other companies have made and how to detect weaknesses in current emerging market strategies. D Essential Director Managers may run a company but it is the job of directors to make sure it is well run and run in the direction. This lively and accessible guide to the important subject of corporate governance shows what needs to be done to ensure high standards and how to do it. It is aimed not only at directors, but also at managers and stakeholders in every kind of business and organisation.

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单选题·Read the article about the cash basic of accounting.·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. Under the cash basis of accounting, a firm recognizes revenues from selling goods and providing Services in the period when it receives cash from customers. It reports{{U}} (19) {{/U}}in the period when it makes cash expenditures for merchandise, salaries, insurance, taxes, and{{U}} (20) {{/U}}items. To illustrate the measurement of performance under the cash basis of accounting, consider the following example.Donald and Joanne Allens open a hardware store on January 1, Year 1. The firm receives $20,000{{U}} (21) {{/U}}cash from the Aliens and borrows $12,000 from a local bank. It must repay the loan on June 30, Year 1, with interest charged{{U}} (22) {{/U}}the rate of 12 percent per year. The firm rents a store building on January 1, and pays 2 months' rent of $4,000{{U}} (23) {{/U}}. On January 1, it also pays the premium of $ 2,400 for property and liability insurance coverage for the year{{U}} (24) {{/U}}December 31, Year 1. During January it acquires merchandise costing $40,000, {{U}}(25) {{/U}}it purchases $26,000 for cash and $ 14,000 on account. Sales to customers during January total $50,000, of which $34,000 is for{{U}} (26) {{/U}}and $16,000 is on account. The acquisition cost of the merchandise{{U}} (27) {{/U}}during January is $32,000,and various employees receive $5,000 in salaries.Lawyers, accountants, and{{U}} (28) {{/U}}professionals are the principal entities that use the cash basis of ac counting. These professionals have{{U}} (29) {{/U}}small investments in multiperiod assets, {{U}}(30) {{/U}}buildings and equipment, and usually collect cash from clients soon after they{{U}} (31) {{/U}}services. Most of these firms actually use a modified cash basis of accounting, under which they{{U}} (32) {{/U}}the costs of buildings, equipment, and similar items as assets{{U}} (33) {{/U}}. Most individuals use the cash basis of accounting for the purpose of computing personal income and person al income taxes.

单选题Morning, Noon and Night The long-hours culture at work Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have a kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, averagely do not wish to identify themselves. "I can quite easily achieve my work within a normal day, but I don"t like to draw attention to it," says one sales manager. "People looked at me when I left at 5 o"clock. Now, I put paperwork in my bag. People assume I"m doing extra hours at home." But more typical is Mark, who works as an account manager. He says, "My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part- time. The idea of an eight-hour day makes me laugh!" He says he has thought about going freelance but realizes that this doesn"t guarantee better working hours. Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect for their health, relationships and productivity. Professor Cooper is critical of the long-hour culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence support this. "In fact, the evidence shows that long hours make you ill." There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. "There are always things to do. You just have to make the rule that on certain days you go home early. Prioritizing work and doing essential tasks first helps," he says. He also thinks it"s time to criticize bad employers and unreasonable terms of employment. By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work. Personal development coach Mo Shapiro agrees that communication is important. Staff needs to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognizes, however, that in many organizations the response might well be, "If you want interests outside work, then find another job". She believes that senior staff has a duty to set an example. "I recently worked for a firm of solicitors where the partners started at 7:30 am. What kind of message is that to send to the staff?" She believes there is no shame in working sensible hours — in fact quite the reverse. "Some people might be in at 7:30 but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.

单选题The MiSmanagement of Customer Loyalty The best customers, we're told, are loyal ones. They cost less to serve, they're usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that's what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it. But that is precisely what some of the loyalty movement's early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty. The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing. The research findings echo that company's experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business. Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.

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单选题It appears that there may have been some confusion between your quotations ER889 and ER887 and that the quantities of the former may have been inadvertently entered in the latter. We would be grateful if you could check this and inform us if an error appears to have arisen They want us to let them know if there is an error in our ... a. quotation ER889 b. quotation ER887 c. quotations ER889 and 887

单选题Employee Benefits As the bill for U.S. health care mounts, companies struggle to reconcile their need to off-set the rising cost of employee benefits with the desire to attract and retain the best talent. Some engage in an arms race of sorts, blindly matching or beating the benefits offered by competitors and spending billions of dollars in the process. Yet these benefits often fail to reflect either the preferences of employees or corporate objectives. A few companies, however, are changing the game. Emerging best practices are reducing the cost of benefits by 10 percent to 20 percent a year, keeping employee satisfaction steady or better and linking these expenditures more tightly to corporate objectives, particularly investments in talent to gain competitive advantage. Such investments are increasingly important to the profitable growth of the world's most successful companies, from 1995 to 2005 profits per employee jumped to $83,000, from $35,000, and the number of employees more than doubled. Benefits represent a major part of that outlay: U.S. companies spend more than $2 trillion on them each year, but though the cost of health care in particular is on the rise, companies aren't scrutinizing benefits as closely as they do with other investments. Benefits are much more than just a cost of doing business, even though many executives don't understand that. In many companies, the chief financial officer hands down a cost goal for benefits each year, and then the HR Department works to meet it. In the end, business unit leaders get stuck with increasingly expensive benefits without understanding what they get in return. We advocate a much more active approach: employers should tailor their investment in benefits to the preferences of their employees, as some leading companies have done already. The same sophisticated market research tools companies now use to launch products and services ought to be used to define employee "customer" segments. Benefits packages should then be tailored and marketed to them accordingly. This approach, balanced with return-on-investment (ROI) objectives and rolled out over several years, will help companies meet their increasingly vital need to offer knowledge workers higher rewards while minimizing the cost of employing a large frontline workforce. When buzz about a potential change in benefits makes its way through employee networks, they often respond with anxiety and consternation. Companies should approach them with the same caution that consumers get, using market research to understand the workforce, segment it, and gauge its responses to potential changes. When a company tinkers with benefits, it should "brand" the adjustments with themes that research shows are important to employees. Then it should aim those themes at relevant employee segments and actively address the concerns of people who will dislike the changes, while also emphasizing the positive ones that other segments will applaud. These efforts should take the form of a marketing campaign, similar to what the company would use to launch a new product that emphasizes aspects of change employees will value. E-mail, the Web, mailers, and company newsletters ought to explain, in simple language, the nature of the changes, their rationale, and the improvements they will bring. Such communications should also directly address things that certain segments of the workforce may dislike, balancing these changes with the positive ones dictated by the preferences of the majority. A benefit "hotline" (on the telephone, the Web, or both) lets employees ask questions and voice concerns. This important tool helps the company to get real-time reactions and to identify and lubricate squeaky wheels.

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