问答题You have to change the date of a marketing meeting that was scheduled for next Friday.Write an email to all members of the marketing team: giving the new date of the meeting explaining why the date of the meeting has been changed providing details of an additional point for the agenda. Write 40-50 words.To…Marketing TeamCc…Subject: New date for Friday's meeting

问答题For two candidates No-Smoking PolicyYour company is considering introducing a No-Smoking policy. You have been asked to give your opinions on this policy.Discuss the situation together, and decide:·What are the advantages and disadvantages ot having a Non-Smoking policy in a company·How the company could deal with any objections from staff who are smokersFor three candidates No-Smoking PolicyYour company is considering introducing a No-Smoking policy. You have been asked to give your opinions on this policy.Discuss the situation together, and decide:·What are the advantages and disadvantages ot having a Non-Smoking policy in a company·How the company could deal with any objections from staff who are smokers·What would be the main staff's reaction

问答题Practise answering these questions. What types of business are most successful in your home town? Which aspects of business interest you most? What training would you most like to have in the future? Do you think companies should provide training for all staff?, Is it better to attend a full-time or a part-time training course?

问答题Do you have to work overtime?

问答题海外投资 What is important when...? Doing international business ●Cultural differences ●Preferential policy ● ●

问答题Price is not as important as quality, as far as our customers are concerned. Quality ______

问答题You put the wrong date on the invoice you sent to a client. Explain why you are sending a new invoice. ______

问答题Complete these columns by forming the negatives of each of the words in this list. The first ones are done for you: accurate agree capable certain connect convenient desirable employed experienced foreseen formal fortunately honest known payment profit-making readable satisfied stop sufficient used valid un- dis- in- non- uncertain disagree inaccurate

问答题{{B}} Part one{{/B}} You are going to spend holidays in Hawaii in June. Suddenly you received a letter from an important customer, Mr. Elton Deland, who will arrive on 25th June and discuss the claim. You have to delay the trip till July. {{B}} ·Write a message of 40-50 words to Ms. Anne Folster, your secretary: ·Explain why you postpone your trip. ·Mention the date when Mr. Elton Deland will arrive. ·Ask her to arrange your meeting. ·Write on your answer sheet.{{/B}}

问答题Do you have any plans to try another job?

问答题The thing ______ impressed her most is his personality.

问答题福利待遇 What is important when...? Providing employee benefits ● Purposes ● Needs of the employees ● ●

问答题Before operating the machine, you must ______ the screws. tight

问答题A British firm's name may be followed by the abbreviation plc or PLC (short for ______), Ltd (______) or & Co. (______).

问答题if you want to add a further point to your explanation? ______

问答题·YouarethesecretaryofMr.WhiteandhehasaskedyoutoreplytotheletterbelowapologizingtoMr.Rightfortheerrorhementionedintheletter.·Lookattheinformationbelow,onwhichyourbosshasalreadymadesomehandwrittennotes.·Then,usingallyourhandwrittennotes,writeyourletter.·Write120-140words.

问答题A. WHAT IS IMPORTANT WHEN...? MAINTAINING CUSTOMER INTEREST IN A COMPANY'S PRODUCTS ·QUALITY GOODS AND AFTER-SALES SERVICE ·FEEDBACK B. WHAT IS IMPORTANT WHEN...? CONSIDERING TRANSPORT MANAGEMENT ·TIMING ·COST C. WHAT IS IMPORTANT WHEN...? HAVING A SUCCESSFUL INTERVIEW ·CONFIDENCE ·ABILITY

问答题The customers complain when we send John instead of Margaret to the sales conference. always

问答题 About time For the manager of the 1990s, time is apparently of the essence. Consumers, the argument runs, want to get their hands on the products - be they burgers or Buicks - faster than ever. The fashionable will buy from your firm only if you have the latest designs before your rivals. Better still, they will invariably pay more for the privilege of speed. The key is to look at the entire manufacturing operation and then restructure that, systematically. Traditionally, manufacturing is a carefully ordered affair: tasks usually have a sequence that can be changed only in small ways. Most firms will have employed specialists to determine the best scheduling logic for manufacturing. But "prece- dence constraints" (eg task A must be carried out before task B) can cause queues and bottlenecks in even the most logical manufacturing process. This not only results in delay, it also introduces an unpredictable variability into a company's operations. There is a cheaper route. By breaking down tasks into ever smaller, faster bits, companies can increase their manufacturing flexi- bility. This, in turn, will tend to increase the number of tasks that can be performed in parallel rather than in sequence. For instance, several smaller machines can be used to perform one task, rather than a single large machine. Parallel tasks have no precedence constraints and can reduce bottlenecks. That helps speed a company's manufacturing process closer to the theoretical ideal - which reduces queues and bottle- necks elsewhere in the factory. Perhaps the single most effective answer to the problem is to invest in lots of excess capacity. It eliminates queuing and bottlenecks, sharply reducing unpredictable variations in the time needed to complete each part of the manufacturing process. As a consequence, production times tend to fall while manufacturing reliability (and hence the reliability of products) soars. It also introduces much greater flexibility into the factory - which helps companies respond more rapidly to customers' whims. All told, experts reckon that cutting production times by a quarter can reduce overall costs by about a fifth. If it sounds too costly and risky, concentrate on the margin. Benetton, an Italian clothes company, does just that, as does Nissan. For the core products bought by the bulk of their customers, a prompt response to new trends is not a priority. But for their growing number of faddish, innovation-loving customers, these companies have developed fast- response marketing, manufacturing and distribution. Benetton has undyed stocks of clothes waiting to be coloured according to the latest trends. Nissan will quickly assemble from standardised components a limited run of vehicles for micro- niches in the market - including speciality versions of its snail-like S-Cargo delivery vans suitably tailored for customers such as bakeries, flower shops or boutiques.