单选题After reading the first three paragraphs, what do you think the two studies deal with?

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单选题When communicating information, which of the following determine(s) the choice of method used? (1) Comparative cost (2) Degree of confidentiality (3) Speed of delivery For your choice:

单选题What is Promotion Promotion is one of the four elements of marketing (21) (product, price, promotion, place). It is the communication link between sellers and buyers for the purpose of influencing, informing, or persuading a potential buyer's purchasing decision. The (22) of five elements creates a promotional mix or promotional plan. These elements are personal selling, advertising, sales promotion, direct marketing, and publicity. A pro motional mix specifies how much attention to pay to each of the five subcategories, and how much money to (23) for each. A promotional plan can have (24) range of objectives, including: sales increases, new product acceptance, creation of brand equity, positioning, competitive retaliations, or creation of a corporate image. (25) however there are three basic objectives of promotion. These are: 1, to present information to consumers as well as others; 2, to in crease demand; 3, to (26) a product. There are different ways to (27) a product in different areas of media. Promoters use internet advertisement, special events, endorsements, and newspapers to advertise their product. Many times with the purchase of a product there is an (28) like discounts, free (29) or a contest. This is to increase the sales of a given product. Promotion includes several communications activities that attempt to provide added value or incentives to consumers, wholesalers, retailers, or other organizational customers to (30) immediate sales. These efforts can attempt to stimulate product interest, trial, or purchase. Examples of devices used in promotion include coupons, samples, premiums, point-of-purchase (POP) displays, contests, rebates, and sweepstakes.

单选题Themainbenefitofsuggestionsschemesisthattheyimprove______.

单选题·Read the following article about LG's success in India and the questions on the opposite page.·For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose. On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.The result? LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.

单选题·Read the article below about banking.·Choose the best word from the opposite page to fill each gap.·For each question 21-30 mark one letter (A, B, C or D) on your Answer Sheet. {{B}}A CHALLENGE TO TRADITIONAL BANKING{{/B}}Traditional methods of banking are under threat from a new type of account which is actually meant to be almost perpetually in debit. This account, to be{{U}} (21) {{/U}}in a few months' time, is in- tended to{{U}} (22) {{/U}}a range of personal banking services, such as current sc. counts, mortgages, per- sop, al loans and credit cards. Customers, who must{{U}} (23) {{/U}}that they are at least five years from retirement, will be required to{{U}} (24) {{/U}}a mortgage of at least ￡ 50,000 on their homes and have their salaries paid directly into the account. They will then have an agreed credit{{U}} (25) {{/U}}of up to three times their annual salary, to use as they wish-as well as the usual{{U}} (26) {{/U}}such as debit, credit and cash cards and a cheque book. Accounts in debit will be charged interest at a rate of 8.2 per cent. This{{U}} (27) {{/U}}favourably with the standard mortgage rate of 8.45 per cent, personal loan rates of around 13 per cent and credit card{{U}} (28) {{/U}}of about 22 per cent. When the debt is cleared- as it must be by the time the customer retires-and the account goes into credit, it will attract interest at about 5 Her cent. Some experts say that it will revolutionise personal banking in the UK. But the{{U}} (29) {{/U}}has been dismissed as a gimmick by rival banks and criticized by consumer groups, which are voicing fears that many customers on average incomes could be{{U}} (30) {{/U}}into serious debt.

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单选题On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.The result? LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.

单选题 ·Read the following article and the questions． ·For each question(15-20)，mark one letter(A，B，C or D)on your Answer Sheet． " Harmonization" is a process of increasing the compatibility of accounting practices by setting limits on how much they vary．Harmonized standards are free of logical conflicts，and should improve the comparability of financial information from different countries． Efforts to harmonize accounting standards began even before the creation of the International Accounting Standards Committee(IASC)in 1973．International accounting harmonization now is one of the most important issues facing securities regulators，stock exchanges，and those who prepare or use financial statements． Harmonization and standardization are sometimes used interchangeably．But there is still a difference between them．Standardization normally means the imposition of a rigid and narrow set of rules，and may even apply a single standard or rule to a11 situations． Besides，standardization does not accommodate national differences and，therefore，is more difficult to implement internationally．Whereas harmonization is much more flexible and open．It does not take a one-size-fits-all approach，but accommodates national differences and has made a great of progress internationally in recent years．However，within accounting!these two words have almost become technical terms，and one cannot depend on the normal difference in their meanings．" Harmonization" is a word that tends to be associated with the transnational legislation originating from the European Union while" standardization" is a word that is often associated with the International Accounting Standard Committee． The reasons that make national accounting standards desirable also apply internationally．Generally speaking，the reasons for harmonization are as follows： (1)It is important and necessary for investors and financial analysts to understand the financial statements of foreign companies whose shares they might wish to buy．They hope to make it quite sure that statements from different countries are reliable and comparable，or at least to be clear about the nature and magnitude of the differences．Besides，they also need confidence in the soundness of the auditing． (2)The advantages of harmonization are very important for MNEs．because the great effort of financial accountants to prepare and consolidate financial statements would be much simplified if statements from all over the globe were prepared according to the same standards．Besides，it would be much easier to prepare comparable internal information for the appraisal of the performance of subsidiaries in different countries．What's more，many aspects of investment appraisal，performance evaluation，and other decision-making uses of management accounting information would benefit from harmonization．Above all，the cOSt of capital should be reduced by reducing the risk for investors if accounting can be made more comparable and reliable． (3)International accountancy firms can benefit from harmonization．They are in favour of harmonization because it is good for their lots of clients． (4)Governments in developing countries might find it easier to comprehend and control the operations of MNEs if financial reporting were harmonized． The most fundamental of obstacles to harmonization is the size of the present differences between the accounting practices of different countries．In previous Section 8.5some main differences concerned with international accounting are discussed．Besides，there are several significant differences within the equity class，let alone between that class and the other．These differences go to the root of the reasons for the preparation of accounting information．Further，the differences between shareholder/fair view presentation and creditor/tax/conservative presentation is an obstacle that is very hard to be overcome without major changes in attitudes and laws． There is another obstacle：in some countries there are no strong professional accountancy bodies．This means any body such as IASC，which seeks to operate through the private sector。will not be effective in all countries．Besides，a worldwide enforcement agency is also lacking there．Another problem is nationalism．Some countries are not willing to accept compromises that involve changing their accounting practices towards those of other countries．Still another difficulty is the effect of " economic consequences" on accounting standards．To the extent that economic consequences of standards vary by country and to the extent that they are taken into account by those who set standards，this could be a force for deharmonization． The International Accounting Standards Board(IASB)，formerly the International Accounting Standards Committee(IASC)，is an independent private sector standards-setting body founded in 1973 by professional accounting organizations in nine countries and restructured in 2001．Before the restructuring，the IASC issued 41 International Accounting Standards(IAS)and a Framework for the Preparation and Presentation of Financial Statements． The International Accounting Standards Board has been working for the last 30 years to develop a comprehensive set of high-quality accounting standards that can be used to bring uniformity in financial reporting around the world．These standards are already officially accepted in many countries，and are used by an increasing number of major global corporations．The European Commission has proposed that by 2005，all EU companies listed on a regulated market should be required to prepare consolidated accounts in accordance with IAS．Furthermore，other international organizations such as the Basle Committee，the G7，the World Bank，the World Trade Organization，and the International Monetary Fund have expressed support for international accounting harmonization．and for the work of the IASB．

单选题 Task Two-Feeling ·For questions 18-22, match the extracts with what people say, listed A-H. ·For each extract, decide which feeling each person expressed. ·Write one letter (A-H) next to the number of the extract. A welcomes the opportunity to travel in the new job B is unhappy in his/her present job C considers the new job a promotion D was not happy about their interview E thinks the interview was successful F is undecided about accepting the new job G did not like the new company H would like to live in this area

单选题A (n) ______ is an assignment to a higher-level job with more responsibility and greater pay.

单选题Which one of the following is a disadvantage of a computerized accounting system over a manual accounting system?

单选题If the market price of a good is below the equilibrium price ______ A．quantity demanded Hill exceed quantity supplied, resulting in a shortage. B．quantity demanded Hill exceed quantity supplied, resulting in a surplus. C．quantity supplied will exceed quantity demanded, resulting in a shortage. D．quantity supplied will exceed quantity demanded, resulting in a surplus. E．the supply curve will shift to the left and the demand curve will shift to the right.

单选题 · You will hear part of an interview on cross-cultural management with Steve Denison，an internal business consultant with ABD，a multinational car manufacturer． · For each question 23-30，mark one letter A，B or C for the correct answer． · You will hear the recording twice．

单选题Which of the following pricing strategies would likely be used in a market where no other competitive products are available? A．cost-based pricing B．penetration pricing C．predatory pricing D．price skimming E．defensive pricing

单选题Customer Relationship Management In today's fast-moving market, it is a simple fact that products are constantly being replaced by something new. For companies large and small, the most important real(21)with measurable, long-term value is loyal, one-to-one customer relationships. However, despite their importance, they do not(22)On any company's balance sheet. If a company lost 10% of its inventory to theft, it would react swiftly, but if the company loses 10% of its customers, this may not be (23) In this age of product (24) in which the market fails to perceive any profound difference between products or companies, effective management of customer relationships is critical in achieving a competitive (25) Delivering quality service and achieving high customer satisfaction have been closely (26) to profits, and consequently the (27) all companies are trying to make is to provide more internal and external customer relationship focus. By (28) available information technology, leading companies have already shortened process and response times, increasing customer satisfaction. But companies must make a profit to survive, so telling a chief executive to focus more on customers, through the use of expensive information technology, may fall on deaf ears unless it can be demonstrated that such investments will be (29) In terms of revenue, market share and profits. Certain companies are responding to this new customer focus by completely (30) their traditional financial-only measurements of corporate performance, and seeking new ways of measuring customers' perceptions and expectations.

单选题continuously B. continually C. incessantly D. unceasingly

单选题Finding and keeping tomorrow's high-fliers To gain competitive advantage, organisations need to attract and retain potential high-performers who can develop and implement winning strategies. They need people with a genius for (21) things done quickly and effectively, which includes completing projects on time, and inspiring and leading colleagues. In (22) they need the ability to ensure a company's success. Such people can (23) their organisations to great heights. However, many of those who stand (24) because of their talent leave because their employers are (25) to their agendas. In fact, many organisations need a clearer idea of what motivates such people. Money is not particularly effective as a motivator, because high - performers tend to (26) a good financial package for granted. Empowerment is particularly significant for new talent, however, and wise employers (27) high - performers the opportunity to feel that they 'own' a project. The challenge of the work is another essential motivator for high-fliers, who need to feel that their employer has a strong (28) of how the job contributes to their career development. High - performers should also have a platform for self- development, to enable them to (29) their skills. Above all, high - performers want to feel that the organisation they work for (30) them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will be hardly surprising if their loyalty is minimal. An organisation which bears ail this in mind is in a better position to keep its high-fliers, both present and future.

单选题 Leadership Leadership is the heart of the managerial process, because it involves initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to (21) into effect the decisions, plans, and programs that have previously been worked (22) for achieving the goals of the group. Leadership concerns the overall (23) in which a manager influences the actions of subordinates. First, it includes the (24) of orders that are clear, comprehensive, and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are given instructions to enable them to (25) the particular assignment in the existing situation. Third, it necessarily involves the motivation of workers to try to (26) the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who (27) properly. In short, leading is the final action of a manager in getting others to act after all preparations have been made.The manager's style of direction depends upon his or her own personal traits and the situation in (28) In leadership, more than any other function, the manager must determine an approach alone, after surveying the (29) that are available. In any event, each manager will (30) well to act as an individual, and not to try to act as others act or to proceed according to the textbook.