单选题WhatisthemainreasoncausingHenryFord'sassemblylinetocollapse?

单选题New and revised products may be tested through ______ A．commercialization B．geographic sales C．product life cycle D．family brands E．marketing research

单选题Which of the following can be used by a firm to protect its investments in research and product development? A．marketing research B．patents C．demographics D．target market selection E．product mix

单选题What will happen if a new company offers a product different frgm those of the existing firm?

单选题Establishing Ethical Standards of Behavior in a Small Business Entrepreneurs and small business owners (21) great influence in determining the ethical philosophies of their business enterprises. Employees often follow the lead of the owner in (22) their duties and (23) to their responsibilities, so it is incumbent on the owner to establish a work environment that embraces moral standards of behavior. Business experts and ethicists alike point to a number of actions that owners and managers can take to help (24) their company down the path of ethical business behavior. Establishing a statement of organizational values, for example, can provide employees—and the company as a whole—with a specific framework of expected (25) Such statements offer employees, business associates, and the larger community (26) a consistent portrait of the company's operating principles—why it (27) what it believes, and how it intends to act to make sure that its activities (28) with its professed beliefs. Active reviews of strategic plans and objectives can also be undertaken to make certain that they are not in conflict with the company's basic ethical standards. In addition, business owners and managers should (29) standard operating procedures and performance measurements within the company to ensure that they are not structured in a way that encourages unethical behavior. As Ben & Jerry's Ice Cream founders Ben Cohen and Jerry Greenfield stat ed, "a values-led business seeks to maximize its impact by (30) socially beneficial actions in to as many of its day-to-day activities as possible. In order to do that, values must lead and be right up there in a company's mission statement, strategy and operating plan. /

单选题______ normally represent compensation for achieving specific sales objectives and often are part of the compensation received by people working in sales positions.

单选题·Read the following article about merge 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. A school of behavioral economists has long argued that when it comes to money, people are incapable of acting in their own best interest -- that decisions result from impulse and overconfidence as much as from reason. Smart folks, in other words, are just as likely to soon part with their money as all those fools.The truly bad news is that smart companies are just as prone to make terrible decisions for the same reason. Take one of the biggest business decisions of all— merger. Research consistently shows that most mergers fail in every sense of the word, from falling stock prices to lower profitability after the merger. Yet, even with suffering capital markets, a recent Hewitt Associates study found that more than half of the 70 senior executives and board members surveyed planned to step up merger activity during the next three years. Why? Call it executive hubris. CEOs are not different from the rest of us in that they fall prey to the self-enhancement bias: we all like to think we are intelligent and efficacious. So we overestimate our abilities. That's why studies show that significantly more than half of all people believe they are above average -- in negotiating ability, even in income, This overly optimistic view is, of course, worse for CEOs- afar all, they generally are way above average. Btu the result is the same: bad decisions. One study, by business school professors Matthew Hayward and Donald Hambrick, showed that the greater the hubris of the chief executive, the more a company tends to overpay for acquisitions.The aphorism "Pride goeth before a fall" seems to hold true in business too. When executives are confronted with the appalling statistics, their first response goes something like this: "That may happen to other companies, but not ours. This acquisition will be more successful. We have learned."The next CEO challenge is persuading a possibly recalcitrant board of directors to let you pursue your urge to merge. Hubris, again, returns to center stage. You paint a picture of doom and gloom that will result if you don't merge. Take a look at one of the rationales given for the merger of Hewlett-Packard and Compaq, two companies with poor operating track records. The argument was that PCs were becoming a commodity industry, consolidation was inevitable, and if HP didn't do the consolidating, it would soon be one of the consolidated. Here's another variant of the same rationale: If you don't buy the target company, your competitor will -- and you'll lose out. This gambit uses the influence strategy of scarcity -- we want what we can't have, and we find particularly desirable anything that we may lose to someone else.Here's how to avoid hubris-fueled merger mania. First, follow the adage from medicine: Forgive and remember. Go back and evaluate past merger decisions, admit when you were wrong, figure out why, and learn from it.Second, beware of too much agreement in the board room. When Alfred Sloan ran General Motors, if he couldn't find opposition to a decision, he'd postpone it. He interpreted a lack of dissent as a lack of analysis. Find, even encourage, people to disagree with you, so that all sides of the decision are examined. Mostly, we like those who agree with us. But as one of my colleagues likes to point out, if two people agree all the time, one of them is redundant.The urge to merge is still like an addiction in many companies: Doing deals is much more fun and interesting than fixing fundamental problems. So, as in dealing with any other addiction or temptation, maybe it is best to just say no.

单选题From the last paragraph, in summary, what is the element that also causes difference in the way people experience change?

单选题 · Read the following article about career development 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． {{B}} How to get to the top{{/B}} Marketing used to be the route to the chief executive's chair，but the world has changed．Now，says Monika Hamori．professor of human resources at Instituto de Empresa in Madrid，it is finance chiefs who are most likely to get the top job，though experience in opera-tions-running parts of the companyis also essential．CFO Magazine found in 2005 that onefifth of chief ex-ecutives in America were former chief financiaI officers，almost double the share of a decade earlier．The importance of quarterly financial reporting，and closer scrutiny since the imposition of the Sarbanesoxley corporategovernance act，have put CFOs in the limelightand given them the chance to shine． Another factor in reaching the top is whether you stay with the company you joined as a youngster．Ms．Hamori's research looked at companies in the SP 500 and the FTSEurofirst 300．She finds that‘lifers’get to the top in 22 years in America and 24 years in Europe：‘Hoppers’who jump between four or more companies，by contrast，take at least 26 years on average to become chief executives．Insiders get promotions that reflect their potential，because their bosses have enough information to be reasonably confident about their ability．When executives switch from one company to another，however，they tend to move less far up the hierarchy，the researchers found． The time taken to reach the top is falling．The average time from first job to chief executive fell from 28 years in 1980 to 24 in 2001．Successful executives are spending less time than they used to in each intermediate joban average of four yearsand they fill five posts on the way up．down from six．One reason for this acceleration is that company hierarchies are flatter than they used to be．Another important shift is the advent of female chief executives． 1n 2001 women accounted for 11%of bosses at leading American companies．ac-cording to the Hamori/Cappelli survey；in the early 1980s there were none． America is usually regarded as the home of raw capitalism．with youthful managers hopping from firm to firm and pushing their way to the top．But the HamorL/Cappelli study and another by Booz Company，a consultancy，show that Europe is a more dynamic and harsher environ-menl than America or Japan for chief executives．For a start，European chief executives are younger，with an average age of 54．compared with over 56 in America．The Hamor/Cappelli study shows that 26%of American bos-ses were lifers，compared with only 18%in Europe． The Europeans also have a harder time once they get to the top.Booz ＆ Company's annual survey of chiefexecutive succession shows that 17.6%of European bosses moved on last year．compared with 15%of Americans and 10%of Japanese．Chief executives．the survey found，last longer in America：the average tenure over the past decade was just over nine years．But in Europe the average tenure over the same period was less than seven years． Moreover．a whopping 37%of changes at the top in Europe were more or less firings，according to Booz，compared with only 27%in America and 12%in Japan．Booz puts this down to the more recent tightening of corporate governance in Europe,Another Booz finding is common to both sides of the Atlantic：looking back over recent years，board disputes and power struggles lie behind a third of chiefexecutive firings．In short，shareholder activism is making its presence felt，putting pressure on bosses to perform．

单选题 Task One-Job ·For questions 13-17, match the extracts with the people, listed A-H. ·For each extract, decide which job each speaker was interviewed for. ·Write one letter (A-H) next to the number of the extract. A marketing manager B computer programmer C secretary D personnel management assistant E engineering manager F maintenance supervisor G finance director H quality control manager

单选题Haier is well on the way towards achieving its goal of being a mainstream brand in the US. Haier has successfully penetrated the Top Ten chain groups in the US. Whenever Haier enters the global procurement system of big chain, this makes Haier one step closer to entering the mainstream US market. Haier has also won awards such as "best supplier" and "exam-free supplier" by several retailer chains. Haier has international service centers in more than 50 states of the US and has opened a toll-free hotline. According to Zhang Ruimin, CEO Haier Group, Haier knew that its entry into the US would be very difficult at first, but would get easier as the company learned from its mistakes. The company adopted a "market first and then factory" approach. Haier invested in a global brand strategy with the objective of letting products, capital and brands go global. From the single and niche products at the early days of entering the US market, to the current differentiated product family, with products such as the independent cocktail cabinet and Haier 37T88, Haier' mainstream products are now very competitive. Haier has obtained the praise and trust of its channel partners, and has successfully transformed itself from a niche to a mainstream brand provider. In the internationalisation process, Haier has been focusing on developing its corporate culture and ensuring culture compatibility. To ensure rapid localisation, Haier implemented an innovative mode of "financing, pooling-in-wisdom, compatibility with local culture and forging a noted local brand" . All designing and marketing personnel are employed locally. In addition, 95% of Haier's North American management team are locals. In April 2006, Haier became a strategic partner of NBA and the first global appliance brand to sponsor the NBA. Haier believes this partnership has accelerated its step towards becoming a mainstream brand in the US. NBA sponsorship is a key initiative for Haier as it attempts to implement its global brand strategy. Since becoming the global strategic partner of NBA, Haier has utilized NBA's market assets, media platform and programs in the US and China to display the innovative technology of Haier's refrigerator and TV products. Through its broad media assets, including NBA TV's HD program, the eye-catching NBA matches and extensive NBA thematic retail and publicity activities, Haier can display its most advanced products. Under the guise of its consumer-oriented brand marketing strategy, Haier will continue to integrate its culture with local mainstream culture. Haier has nine products which are "in the front half of the market" and three products which are among top 3 in the industry in terms of market presence. In addition, the company is a world leader in advanced technological fields such as intelligent house integration, network appliance, digitalisation, large-scale integrated circuits and new materials. The "innovation-boosted" Haier Group is devoted to providing solutions for global consumers. By late 2006, Haier has applied for over 7,000 patents(of which 1, 234 are invention patents). Haier also presided over or participated in the formulation and amendment of nearly 100 State standards. Of which, Haier water heater firewall technology and Haier double-driver washing machine are included in IEC international standard draft, testifying that Haier's innovation ability is world-class. In the future, Haier's approach will cooperate with channel partners and dealers that share the same strategy of customer-focus to forge a win-win situation.

单选题According to certain beer commercials, the contemporary version of success consists in moving up to a premium brand that costs a dime or so more per bottle. Credit-card companies would have you (21) success inheres in owning their particular piece of plastic. Under the flag of success, modern-style, liberal arts colleges are withering (22) business schools are burgeoning... and yet even business schools are having an increasingly hard time finding faculty members, because teaching isn't (23) "successful" enough. Amid a broad consensus that there is a glut of lawyers and an epidemic of strangling litigation, record numbers of young people continue to flock to law school (24) , for the individual practitioner, a law degree is still considered a safe ticket. Many, by external standards, will be "successes". Yet there is a deadening and dangerous flaw in their philosophy: It has little room, little sympathy and less respect for the noble failure, for the person who (25) past the limits, who aims gloriously high and falls unashamedly (26) . That sort of ambition doesn't have much place in a world where success is proved by worldly reward (27) by accomplishment itself. That sort of ambition is increasingly thought of as the domain of irredeemable eccentrics, of people who haven't quite caught on—and there is great social pressure not to be one of them. The irony is that today's success-chasers seem obsessed with the idea of not settling. Yet in doggedly (28) the rather brittle species of success now in fashion, they are restricting themselves to a chokingly narrow swath of turf along the entire (29) of human possibilities. Does it ever (30) to them that, frequently, success is what people settle for when they can't think of something noble enough to be worth tailing at?

单选题The Five W's of Marketing You've heard of the Five W's: who, what, when, where, and why. They're the elements of information needed to get the full story, whether it's a journalist (21) a scandal, a detective investigating a crime, or a customer service representative trying to resolve a (22) There's even an old PR formula that uses the Five W's as a template for how to write a news release. Most of the time it doesn't matter in what order the (23) is gathered, as long as all five W's are ultimately (24) The customer service rep's story may begin with who was offended, while the journalist may follow a lead based on what happened. The detective may start with where a crime was committed while details of who and what (not to mention when and why) are still (25) The Five W's are helpful in marketing planning as well. But unlike in other (26) the development of an effective marketing program requires that they be answered in a specific order: why, who, what, where, and when. The reasons may not be obvious, but by following this pathway you can avoid a great deal of confusion, trial and error, and blind (27) preserving your company's precious time and (28) Many marketers instinctively begin with questions about what and where, as in "what" their advertising should say or "where" it should appear. That's what gets them into (29) To (30) their marketing efforts, think why, who, what, where, and when. The order makes all the difference.

单选题 The Internet can make the news more democratic, giving the public a chance to ask questions and seek out facts behind stories and candidates, according to the head of the largest U.S. online services. "But the greatest {{U}} {{U}} 1 {{/U}} {{/U}}for public participation is still in the future, " Steven Case, Chairman of American Online, told a recent meeting on Journalism and. the Internet sponsored by the Freedom Forum. {{U}} {{U}} 2 {{/U}} {{/U}}, some other experts often say the new technology of computers is changing the face of journalism, giving reporters {{U}} {{U}} 3 {{/U}} {{/U}}to more information and their readers a chance to ask questions and turn to {{U}} {{U}} 4 {{/U}} {{/U}}sources. "You don't have to buy a newspaper and be confined to the four corners of that paper any more, " Sam Meddis, online technology editor at USA Today, {{U}} {{U}} 5 {{/U}} {{/U}}about the variety of information available to computer users. But the experts noted the easy access to the Internet also {{U}} {{U}} 6 {{/U}} {{/U}}anyone can post information for others to see. "Anyone can say anything they want, {{U}} {{U}} 7 {{/U}} {{/U}}it's right or wrong, " said Case. Readers have to determine for themselves whom to trust. "ln a world of almost infinite voices, respected journalists and respected brand names will probably become more important, not {{U}} {{U}} 8 {{/U}} {{/U}}, " Case said. The Internet today is about {{U}} {{U}} 9 {{/U}} {{/U}}radio was 80 years ago, or television 50 years ago, or cable 25 years ago, he said. But it is {{U}} {{U}} 10 {{/U}} {{/U}}rapidly because it provides people fast access to news and a chance to comment on it.

单选题Lawsuits against firms by fired employees ______

单选题______ are additional privileges, such as paid vocation time and health and dental insurance, given to most or all employees.