单选题Are you spending time marketing your product, but still not selling as much as you would like? The truth is consumers have needs and steps that they go through and that persuades them to buy. If your marketing is not meeting those requirements it is probably the reasons your product is not selling. As consumers we are not just persuaded by the "price" of a product, we are moved by the benefits of the product and what it can do for us; that's our reason for purchasing. If you are finding that you are having difficulty in selling your product you may want to consider the following reasons why consumers don't buy and evaluate how you can do better at marketing your products in a way that converts consumers into your customers. They are not aware of your product. Consumers cannot purchase products they are not aware of. If you are marketing, but consumers still don't know about your product it may be time to evaluate why it's not working. Are you targeting the right market with your message? Is your message reaching those that would have an interest in your product? It's important to remember that the solution is not always more marketing, because the problem may lie with where you are marketing at, and what marketing vehicles you are using. They don't understand the benefits of your product. Consumers don't buy products solely based on price. Now, this does not mean that they don't factor in price, they do. Consumers buy based on the benefits your product brings them. If you asked your customers what the benefits of your product are, would they know? This is important. Your marketing must be centered on the benefits for your product in order for consumers to take an interest in purchasing your product. Create a list of the top three benefits of your product and use those in your marketing message. They don't feel your product has perceived value. Consumers will not buy products that they perceive as having no value. Why should customers value your product? You can use the benefits of your product to create a perceived value and it is that perceived value that helps in the sales of your product. If a customer cannot see value they will simply pass your product by. You must create that perceived value in your marketing message. They don't see how your product meets their needs. We've talked about benefits and perceived value, now let's talk about needs. Do consumers know how your product meets their needs? Does it make their life easier, save them time, and make them feel better? What need does your product satisfy? You have to tell consumers that, don't make them guess or come up with the answer on their own, tell them and help educate them on why they need your product.

单选题When a firm attempts to fill job openings with persons it already employs, it is engaging in: ______

单选题John Tiernan has spent five years trouble-shooting as an interim manager, hired on short-term assignments by a variety of companies to sort out their problems. He has no desire to return to the certainties of a permanent position, because now, whichever company he is working for, he is perpetually involved in a meaningful task that's critical to the business at that time. Though he admits that sorting out the aftermath of other people's misjudgments can be frustrating. At first he found the gaps between jobs traumatic, but now he has got used to them, so when a job ends he simply books a holiday. Mr Tiernan is part of a relatively small pool of managers used by agency BIE. Whereas most suppliers of interim managers have large databases, which they tap into in order to match a manager's qualifications and experience with a client company's requirements, BIE tries to develop a good understanding of its managers' personalities and of hew they are likely to fit into a company through interviews and from feedback on their previous assignments. He is very happy with the way the agency treats him, though he admits that he has no idea how this compares with other agencies. One advantage he finds of being one of a small number of managers is that they can get to know each other well, through the agency's social and professional development activities. Interim jobs are frequently highly pressured and can be uncomfortable. John Tiernan was recently brought in to improve customer service at a division of Jarvis Porter Group, a printing and packaging company. Initial resistance from staff fairly soon melted away, but then Mr Tiernan realised that the division's trading position was unsustainable, and it soon became clear that what was needed was a shutdown, not a rescue. Mr Tiernan managed the closure, in which about 250 jobs were lost. The secret is always to keep channels of communication open. Making oneself known to the whole range of employees is useful, although it may net be enough to prove one's value to the company. Keeping the company's Chief Executive informed is essential for the interim manager's actions to be understood and accepted. Agencies, too, often like to keep track of what their managers are doing for their clients, though few have gone as far as W&S. This Dutch agency arranges .for its interims to be assisted by expert 'shadow managers' back at base, who act as a sounding board for their ideas and actions. Client companies hire interim managers to deal with temporary situations, such as mergers or delays in filling senior posts. Although interim managers don't come cheap, inaction may be even more costly, and if the company has established a good relationship with an agency, it can trust in the latter's ability to supply someone suitable. The interim manager arrives without corporate baggage or vested interests, which may be an advantage in the effect they have on staff, but the potential downside, which deters some companies from using them, is a fear that having only a short-term commitment to the company, they might net have its long-term interests at heart. Interim management providers' defence is that the success of the system is precisely due to the reputation of managers such as Mr Tiernan. But there are fears that the growing demand for interim managers is encouraging too many new agencies to be set up, and the absence of uniform practices is endangering quality and leading to an overall fall in standards. Whatever happens, though, it looks as though interim managers are here to stay.

单选题Which of the following are responsibilities of a department supervisor? (1) Planning the work (2) Allocating work to staff (3) Maintaining discipline in the department (4) Maintaining staff morale

单选题Which of the following statement is not true about account executives?

单选题Which of the following terms is not mentioned in the passage?

单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions. Try to get an idea of what the text will be about Then read the text for general understanding.· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article on the opposite page about a food group's event for its managers and the following questions,· Each question has four suggested answers or ways of finishing the sentence (A - D).· Mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. Chadwick's, the struggling high street food retailer, has been having a horrible time. Not only did its recent takeover of cash-and-carry chain DeeDee create more problems than it solved, but its risky move into organic-only, own-label frozen vegetables nudged prices up and alienated traditional customers. Sales fell sharply, with dire effects on suppliers who had geared up to meet Chadwick's much larger orders – not to mention the group's profits. As a result investors lost their initial confidence in the plan and the share price tumbled. The architect of this policy, the former Chief Executive, abruptly departed last January, and Carl Hammond was brought in to pick up the pieces. Mr Hammond sees the corporate culture as a major barrier to a revival in the group's fortunes, and is making strenuous efforts to change it. Today's event is one part of the process: the delegates - over a thousand of them - are all managers, whose attitude to company policy is crucial to its implementation. By setting out his recovery strategy face to face, he hopes to get the managers on board, and equip them to carry the right messages back to the group's 20,000 employees. He believes this is essential if the group is to turn around its declining sales. The format he has chosen is one that Mr Hammond has no experience of. 'Normally I use traditional conference-style presentations with speeches, or television studio arrangements with well-known TV journalists to tease out the issues, ' he says. These are quite easy to organise but they are net participatory. Today's event is much less predictable, but ironically it's been a nightmare to choreograph everything in such a way as to encourage spontaneity.' First, delegates are sent to booths around the hall to learn from senior managers about the effects of the takeover on each part of the business, and why some functions, such as finance and logistics, are being integrated at group level. The senior managers then fire questions at the delegates to reinforce the learning process. Done at breakneck speed, it keeps everyone on their toes, and there's a definite buzz in the hall. Several other activities follow, and after lunch comes the main event, a 2g-minute session in which Mr Hammond answers questions from delegates, covering pay scales, investors' attitudes, to the recovery strategy, possible job losses, and so on. The reaction of one store manager, Carol Brinkley, sums it up: 'It was quite demanding, with lots of people eager to ask questions, so he didn't always go into as much depth as perhaps he should have done. But at least everything that I was hoping to find out was touched on, and he came across as being quite approachable and willing to accept criticism.' Mr Hammond believes the event was effective in getting important messages across to a large number of people, and in raising their morale, which had been appallingly low. The questions that he was asked confirmed his belief that many managers were unhappy with what had been going on in the group and were optimistic about the new strategy - though few of the suggestions which they made took the broader picture into account. He admits that the novel format pushed him outside his comfort zone. 'I'm a control freak, like most chief executives,' he says. 'But now I realise that the group depends on the managers to keep it going: my role is to provide them with the tools.' For a control freak it is a remarkably 'hands-off' message.

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单选题Two statements follow about an e-mail system ______ (1) Its purpose is to send and receive data a computer can work with (2) Its purpose is to send and receive massages quickly and cheaply Which of the following applies with regard to the above statements?

单选题[此试题无题干]

单选题· For each question 23-30, mark one letter A, B or C for the correct answer.

单选题WhatisthemomentumforOliviatoachievesomuchatsuchayoungage?

单选题The process used to determine the tasks and the necessary credentials for a particular position is referred to as ______

单选题Britons are working longer hours than they did a decade ago, but are less productive than their counterparts in the United States and continental Europe, according to a survey released today. The research, conducted by the Economic and Social Research Council, a government-financed agency, discloses several work-force myths, including the notion that gold-watch employees who spend their entire careers with one company are a dying breed, and that the new economy has created a transient work force made up of professional freelancers who jump from job to job. Policy makers in Britain have promoted the idea of a more flexible work force, in which people held more part-time or temporary jobs and often worked from home, as one benefit of the new economy. The new type of employee even got a new name—the portfolio worker—and was supposed to benefit from a more flexible schedule and shorter hours. But like so much of the new economy that appears to be more wishful thinking than fact. A vast majority of the 2,500 people surveyed, 92 percent, held permanent jobs in 2,000, up from 88 percent in 1992, the last time comparable research was conducted. People are also staying in their jobs longer and working more hours than they did a decade ago. One of three British men and one of 10 women work more than 50 hours a week, said Prof. Peter Nolan. That is on average about 10 hours more than people work in most other European countries; Americans still work longer hours. Yet Britain is two-thirds less productive than the United States and one-third less productive than Europe when it comes to manufacturing output, Professor Nolan continued. The long hours are beginning to take a toll, it seems. Only 16 percent of those questioned said they would work longer hours than they do to help their organization, compared with 21 percent who said they would in 1992. Despite the government's effort to encourage investments in technology and breathe life into the digital economy, the fastest-growing jobs over the past decade were often trivial, low-wage positions. The number of hairdressers grew the fastest, Professor Nolan said. Stockers in stores ranked No. 8, behind nurses, housekeepers, call-center operators, welfare workers, education assistants and software engineers.

单选题· Read the article below about the importance of communication in business.· Choose the best word to fill each gap from A, B, C or D on the opposite page.· For each question 21-30, mark one letter (A, B, C or D) on your Answer Sheet. {{B}} Business communication{{/B}}One of the most important features in any business is communication. Good communications are required at all stages of the business process. Businesses employ, and are owned and run by, various groups of people. Workers, directors and shareholders are three important groups closely{{U}} (21) {{/U}}with a business. Other influential groups include customers, suppliers and the government.Communication{{U}} (22) {{/U}}between these groups and the individuals who make up the groups. Within{{U}} (23) {{/U}}companies internal communications occur at, and between the various levels. Directors communicate with one another concerning the company's overall strategy. They{{U}} (24) {{/U}}managers of their plans, and the managers then communicate with the other employees{{U}} (25) {{/U}}are conducted concerning pay and working conditions. Managers communicate decisions and orders and try to{{U}} (26) {{/U}}morale and motivation through good communication. Employees{{U}} (27) {{/U}}communicate with each other, for example over production and wages.External communication occurs when a company's directors or employees communicate with those individuals and groups who{{U}} (28) {{/U}}with the company. Shareholders receive copies of the company's annual accounts, together with the{{U}} (29) {{/U}}of the Chairman and Directors. Government departments require statistical and financial information from the company. An advertising agency is{{U}} (30) {{/U}}about the company's advertising policies. Customers need to know if goods have not been despatched and suppliers contacted if their goods have not been delivered. Reliable and effective communication is one of the key elements which leads to efficient management of a company.

单选题Copyright Reproduction, the oldest and most common of the copyright rights, is consistently defined in the market countries of the West. For example, the German statute defines it as the "right to make copies of a work, irrespective of the method of number"; the British Copyright Act refers to "reproducing the work in any material form"; the French Copyright Law defines a work re production as "the material fixation of a work by any method that (21) ... indirect communication to the public"; and the U. S Copyright Act refers merely to the making of "copies". In socialist countries, although a copyright does (22) ... the fight of reproduction, the fight can be exercised effectively only by state (23) ... As a consequence, (24) ... holders have to assign their rights to an agency—commonly their employer—and hope that the agency will (25) ... their copyrighted work. Of course, the development of the Internet and the World Wide Web in the past 15 years has totally changed the ease with which copyrighted works may be (26) ... It is now possible— though not necessarily (27) ... —to instantly send a perfect copy of a work of art, music, literature, or software to millions of people around the world with the click of a (28) ... The rapid developments in (29) ... have made enforcement of copyrights law much more (30) and business firms have been struggling to protect their intellectual property in this new age.

单选题When employees evaluate their supervisors, the results are likely to be more meaningful if the appraisal is done ______

单选题ClintonthoughtthathisexperienceinChina