单选题Creative Teams and Management When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpaste's six-country rollout, the product's market share reached a meager 1%)— one-fifth of the company's projections. What went wrong? A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn't buy the product's broad claims. Up to this point, Colgate's president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly with global business vice president Kathleen Thornhill and CEO Reuben Mark to follow the team's progress. Shanahan and others at the very top sifted through the research and took part in the advertising development meetings, working elbow to elbow with the marketing team renamed colgate Total, and promoted with a retooled ad campaign that stressed the toothpaste's 12- hour protection, the product was a hit in most of the 103 counties outside the United States. Shanahan continued to lavish personal attention on the product, putting Colgate Total under the direct supervision of Jack Haber, the worldwide director of consumer oral care products, and committing $35 million and a team of 200 employees to the project. With that kind of senior-level backing, Harber pulled out the stops, spending $ 20 million to promote Colgate Total to U. S. dentists alone. Within two months of its domestic launch in 1997, the product captured 10.5% of the U. S. toothpaste market and within six months muscled perennial champ, Procter &Gamble's Crest, out of first place. Colgate Total has remained number one ever since. What transforms a good product idea like Colgate Total into a blockbuster? We spent ten years studying more than 700 new product development teams and interviewed over 400 project leaders, team members, senior executives, and CEOs intimately involved in product development and launch. Of the hundreds of teams we studied, just 7% of them - 49 in all - created products that scored a perfect ten on our measure of blockbuster success. To achieve that score, products had to reach or exceed company goals, customer expectations, profit and sales targets, garner company and industry awards, and attract national attention. Products don't become blockbusters without the intense, personal involvement of senior management - usually a CEO or division head. In every case studied, top management played an intimate, active, often daily role. This approach has been out of favor for decades, creative teams, as the thinking goes, should be empowered by management and then left alone. Too much attention stifles innovation. To that we say " Baloney" . Our work shows that, in the best case, management involvement should start on day one. Ideally, senior managers work closely with product team to establish must-have features and then help clear a path for the team. Top managers control resources, rules and cut through red tape. And, crucially, senior managers serve as cheerleaders and visionaries, broadcasting a message of organizational commitment that attracts buy-in at all levels of the company.

单选题· Read the fax below.· 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.· There is an example at the beginning, (0). 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{{U}} (19) {{/U}} to read it. I apologize for the consequent delay in {{U}}(20) {{/U}} to you. It appears that you were not completely {{U}}(21) {{/U}} with the training videos that we sent you. However, there seems to be some confusion, and I would just like to {{U}}(22) {{/U}} a couple of points. First of all, I would like to {{U}}(23) {{/U}} what I said in my original letter: if you {{U}}(24) {{/U}} the videos unusable we will be quite prepared to {{U}}(25) {{/U}} all your money. However, it was not clear from your fax whether you had {{U}}(26) {{/U}} all the videos, or just one or two. We have received favorable {{U}}(27) {{/U}} about the videos from a number of our customers. In particular, the "Safety at Work" and First Aid "videos are extremely" {{U}}(28) {{/U}} I would be grateful, therefore, if you could {{U}}(29) {{/U}} that all ten videos are checked. Please {{U}}(30) {{/U}} out the ones that you find most {{U}}(31) {{/U}} or your needs, and return the {{U}}(32) {{/U}} cassettes. I will then be able to {{U}}(33) {{/U}} the amount payable to you.I look forward to hearing from you.Yours sincerely, (Signature )John Peters(Customer Services)

单选题A News ReportThree men who ran a cross-channel smuggling group, selling cheap French beer, wine and champagne in Britain, were (19) yesterday. The men were leaders of an 11-man group which made at least 42 (20) on the Dover-Calais ferry in three months.Trucks of (21) drink were brought into the country and sold illegally at Sunday market, and corner shops in South Wales. Two secret teams of (22) officers (23) vehicles between Kent and Cardiff in an operation called "chancer". Eleven men admitted their (24) in a conspiracy to avoid (25) duty on beer and spirits.Mr. Roger Thomas said it was (26) that 70, 000 pounds of unpaid duty was (27) between January and April last year when the gang was organizing the smuggling group. Cases of beer, wine and champagne were brought to a rented warehouse in Cardiff before being (28) to traders. Mr. Richard Nichols, a former market (29) Mr. Qichard Spencer, a shop owner, and Mr. Raymond Tout, were put in prison for terms of nine, four and three months respectively. Judge Michael Burr said the group had used a(n) (30) of helpers in an organized conspiracy to make easy money. He ordered six other men to carry out community service and conditionally (31) two others who had played a lesser role.After the case customs investigators said that the group made as many as four cross-channel trips a day mainly to a hypermarket near Calais. They went into (32) only three weeks after the new customs laws came into force on New Year's day last year. The investigators added: We hope these jail sentences will be a big help to tackle this widespread crime which is causing concern to the (33) industry.

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单选题WhathappenedinAmericaduringtheperiodofSamWalton'sgrowingup?

单选题ThepriceofinternationalcallsintoAmericais______.

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单选题The writer says that KITE groups are likely to succeed because ______.

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单选题Canada's Most Cost-Effective City In today's business climate, every corporate decision is measured by one standard--how it influences bottom line. So for businesses in Saint John, New Brunswick, important decisions usually comes easier. The reason? Saint John is the country's most cost-effective city. Many companies, including major telemarketing operations, are moving in to take advantage of substantially more competitive operating costs for human resources, workers' compensation, telecommunications and business convenience. 1. In Saint John, city center rents run approximately one-third less than the national average. Downtown Class A office space ranges in price from the low to mid teens. Class B rents for much lower fees. Salaries cost an average of 23 percent less when compared to other major centers. These reduced costs and lower household expenses make for a winning combination where employers and employees both benefit. 2. From superhighways to future highways. Saint John has it all. Leading-edge technology supplied by companies like NBTel will link your firm to the world. Combine this technology with low-cost telecommunications rates and round-the-clock service, and you have three good reasons why national firms like Northern Telecom, Canada Trust and Meditrust now call Saint John home. 3. NBTel's Competitive telecommunications rates can help an employer realize annual savings of 25 percent and more. Lower property and commercial taxes, Canada's second lowest electric power rates, and no business of salary taxes make Saint John an ideal cost-saving location. In recent comparative studies to determine the least expensive city center, Saint John ranked number one compared to 27 U. S. cities. 4. Saint John means profitability and good business sense. To help companies considering business expansion or relocation, the newly created Greater Saint John Economic Development Commission is ready to take an active role in your evaluation process. General manager Steve Carson says the Commission's role is simple: "We're here to make it easier to set up or expand a business in Saint John./

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单选题A Risky Business As everyone in business knows, working life can be difficult. At times, it seems impossible to reach a position, where everything is running smoothly. Computer failure, client indecision and even mistakes by staff can quickly send a company into crisis. Many disasters are completely unforeseen, and it is becoming increasingly important for managers to learn how to live with the unexpected. After several major disasters in the City of London, a group of managers have got together to form an organization, called Survive. Their objective is to advise companies of the steps they should take in order to maintain business continuity in the event of disaster. So far they have worked with 600 companies in the UK and they are rapidly branching out to locations around the world. Survive Singapore, which offers its services to companies in the Pacific Rim, is the latest branch of the organization to be established. The advice they offer can be broken down into three areas. Whatever size your company is, the basic lessons are the same. Firstly, if you listen to employees and customers, then you are more likely to discover the risks you may be running which you hadn't thought of. Maybe safety procedures have got a little out of date; it is your employees who can tell you which working practices are dangerous or inadequately supervised. Wider issues, such as polluting a local river, may be discovered through the public. If you have systems to keep in touch with what people are saying about you, then you will have a chance of preventing problems before they arrive. Secondly, many companies don't have adequate insurance. In fact, many small companies have very little insurance at all and only discover that they are underinsured when it is too late. A fire may break out in the office and damage to not only the office furniture but also invaluable customer recorder and legal documents. The effect of the damage to the company can often make recovery impossible. Survive will assist companies in assessing their risk of unexpected events, and point them in the direction of suitable insurance companies. The third area to look at is what to do if your office did burn down and all your records were lost. What you need is a business continuity plan. Professional assistance in drawing up a plan can be provided by Survive, who will give you access to publications, conferences, databases and workshops where you can discuss problems with people in similar situations to yours.

单选题The Significance of the Division of Labour The significance of the division of labour was first found by Adam Smith in the 1770s. He explained part of its advantages. He gives as an example the process (19) which pins were made in England. "One man draws (20) the wire; another strengthens it; a third cuts it; a fourth points it; a fifth grinds it at the top to prepare it to receive the head. To make the head (21) two or three operations. To put it on is a (22) operation, to polish the pins is another. And the important business of making pins is, (23) this manner, (24) into about eighteen operations, which in some factories are all performed by different people, (25) in others the same man will sometimes perform two or three of them. " Ten men, Smith said, in this way, turned (26) twelve pounds of pins a day or about 4,800 pins per worker. But if all of them had worked separately and (27) without division of labour, none of them could have made twenty pins in a day and perhaps not even one. There can be no doubt that division of labour is a/an (28) way of (29) work. Fewer people can make more pins. Adam Smith saw this but he also took it for granted that division of labour is in itself responsible for economic (30) and development and that it (31) for the difference between (32) economies and those that (33) still but division of labour adds nothing new; it only enables people to produce more of what they already have.

单选题 Chairman's ReportI am pleased to report that, although we had been expecting poor results for this half year because of slow growth in the world economy, the company has performed very satisfactorily. Operating profits for this first half are in fact very much (19) with those for the corresponding (20) last year. Profits reached ￡115 million before tax, compared with￡116.3 million last year. Much of our success in the last six months can be (21) to the fact. that all our major construction projects remained on schedule. Particularly pleasing was the early (22) of a major building contract in Canada.The company has made good progress with the initiatives announced at the Annual General Meeting. The majority of shareholders (23) the Board's decision to sell the company's loss-making engineering (24) It was the Board's belief that the company would (25) most benefit by (26) its resources on the expansion of its construction activities. Negotiations with a potential buyer began in February and are now at a critical (27) However, we feel that we are not as yet in a (28) to comment on what the outcome is likely to be.In June, we made a successful (29) for the Renishaw Construction Company of Hong Kong SAR, in order to give us greater (30) to markets in South East Asia. We still have sufficient resources to pursue our growth (31) and are at present (32) several other business opportunities which, like Renishaw Construction, would (33) new markets to us.

单选题Getting Along with the Boss You know that a positive relationship with your work superiors is essential to your success. But how do you ensure you stay on their right side? Your boss holds 2 our future prospects in his or her hands. Expect very few favors from a boss who does not like you, Bad relationship with the boss also means missed advancement opportunities: it is one of the major reasons for high staff turnover. If you resign because of the boss. you may also expect a dent in your professional reputation, Imagine having to provide such an "ex" boss as the contact referral person at your next interview ! The relationship you have with your boss can be a major factor in determining your rise up the ladder. Your boss isn't only your supervisor. He or she is also the person best equipped (or should be I to help you do the job you are paid to do. He/she is privy to the company's goals and knows what the company is looking for in future executives. He/she can inform you of company direction that may affect your future aspirations, He/she can put in a good word for you in the right eats. He/she is also your ally when you need back up, support or cooperation from other departments. But how does this help you establish a meaningful working relationship with your boss? The key is communication. Know your boss' priorities and try to anticipate his/her needs before he/she asks. Don't think narrowly in terms of your own immediate position. Try to understand where what you do ties in with the bigger picture. What other things can you discover about your boss? Is he/she conservative or informal? Does he/she prefer to be greeted as Mr. Ms. Miss or Mrs. or prefer first names? Is his/hers an "open door" policy or does he/she prefers you setting appointments with them? Respect your boss' time. Never barge into their office expecting or demanding an hearing immediately. Does he/she prefer to be kept informed with progress reports, or prefer you show initiative and get on with the job? Don't be a "yes man" and don't offer false flattery in the hope of' getting somewhere. It won't work! And don't aim for "closeness" in the working relationship because this can also backfire. If your boss depends upon you too much. he/she won't recommend you for promotions because you are needed too much where you are. Another possibility is that if he/ she is not a good manager, he/she may be given their marching orders. If you are seen to be a part of his/her management mishaps, you may be marching out the door with him/her! Do what you can to stay in his/her good books. Don't take "sickies" unless you are sick! Be an effective, cooperative, responsible and courteous employee and team player. It is possible that you are already these things, and you are working for somebody whose management style disagrees with your needs or expectations. Maybe friction cannot be avoided. Then, you may be better off looking for a new job in a new department or company. In short, getting along with your boss entails getting to know his/her likes and dislikes and learning to work with his/her personality and management style. And the upside about mastering communication and people skills with your own boss is that one day, those skills will pay off in your own management role with your own team.