单选题SHOPPERS on Black Friday, the traditional start of the holiday shopping season in America, which falls on November 27th this year, are notoriously aggressive. Some even start queuing outside stores before dawn to be the first to lay their hands on heavily discounted merchandise. Last year berserk bargain-hunters in the suburbs of New York City trampled a WalMart employee to death. Despite the frenzy at many stores, however, the recession appears to have accelerated the pace at which shoppers are abandoning bricks and mortar in favour of online retailers- e-tailers, in the jargon. So this year Black Friday (so named because it is supposed to put shops into profit for the year) also marks the start of many conventional retailers' attempts to regain the initiative. E-commerce holds particular appeal in straitened times as it enables people to compare prices across retailers quickly and easily. Buyers can sometimes avoid local sales taxes online, and shipping is often free. No wonder, then, that online shopping continues to grow even as the offline sort shrinks. In 2008 retail sales grew by a feeble 1% in America and are expected to decline by more than 3% this year, according to the National Retail Federation, a trade body. In contrast, online sales grew by 13% in 2008 to over $141 billion and are predicted to grow by 11% in 2009, according to Forrester, a consultancy. Online-only shopping sites such as Amazon and eBay, two e-commerce giants, have thrived in the downturn. Amazon's sales rose to around $ 5.5 billion in the third quarter of the year. up by almost 30% from a year before. Listings, chiefly from commercial vendors, have surged so rapidly on eBay that its website briefly crashed on November 21st. The range of items available online is also growing. Amazon has started selling groceries. Consumer-goods companies such as Procter & Gamble (P & G) are encouraging the sale of things like nappies (diapers) and laundry detergent online. At the opposite extreme, the internet is also being used to sell luxury goods. Fabergé, a defunct jewellery-maker known for its gem-encrusted eggs, relaunched in September. It will not open any shops but will instead operate only online. The shift in spending to the internet is good news for companies like P & G that lack retail outlets of their own. But it is a big concern for brick-and-mortar retailers, whose prices are often higher than those of e-tailers, since they must bear the extra expense of running stores. Happily, however, conventional retailers are in a better position to fight back than last year, when overstocking forced them to resort to ruinous discounting. Inventories are about 15% lower this year. Some big retailers, such as Saks and Target, have recently reported rising revenues and margins. The concept of " mulichannel" shopping, where people can buy the same items from the same retailer in several different ways online, via their mobile phones and in shops—is gaining ground, and retailers are trying to encourage users of one channel to try another. Growing onlinc traffic may actually increase sales in stores too. According to a spokesman for Macy's, a departmentstore chain, every dollar a consumer spends online with Macy's leads to $ 5.70 in spending at a Macy's store within ten days, because consumers learn about other products online and come into stores to look them over before buying them. Many online retailers offer tools that let people locate the nearest outlet that has a given item in stock. Retailers are also trying to make shopping seem fun and exciting to counteract the economic gloom. One common tactic is to set up " pop-up" stores, which appear for a short time before vanishing again, to foster a sense of novelty and urgency. Following the lead of many bricks-and-mortar outfits, eBay recently launched a pop-up in New York where customers could inspect items before ordering them from kiosks.

单选题A. Sales promotion accounts for greater expenditures than does advertising. Consumer-oriented sales promotions like coupons, games, rebates, samples, premiums, contests, sweepstakes, and promotional products offer an extra incentive to buy a product. Point-of-purchase advertising displays and trade shows are sales promotions directed to the trade markets, Personal selling involves face-to-face interactions between seller and buyer. B. Advertising, the most visible form of non personal promotion, is designed to inform, persuade, or remind. Product advertising promotes a good or service, while institutional advertising promotes a concept, idea, organization, or philosophy. Television, newspapers, and direct mail re present the largest advertising media categories. C. Marketers begin by focusing on their company's target market, product value, time frame, and budget. By analyzing these factors, they develop a promotional mix and allocate re sources and expenditures among personal selling, advertising, sales promotion, and public relations. D. A company's promotional mix integrates two components: personal selling and non personal selling, which includes advertising, sales promotion, and public relations, By selecting the appropriate combination of promotional mix elements, marketers attempt to achieve the firm's five major promotional objectives: provide information, differentiate a product, increase demand, stabilize sales, and accentuate the product's value. E. Many consumers believe that advertising exerts too much influence on buyers and that it deceives customers by exaggerating product claims and consciously blurring the line between promotion and entertainment. Many consumers also question the appropriateness of marketing to children and through schools.

单选题WhatkindofideadoesPaulapromoteonherwebsite?

单选题A. COLEMAN'S As was widely reported, we closely examined the possibility of merging with a food-distribution business during the year. However, whilst the strategic rationale for combination was sound, it became clear that it would not be in our shareholders' best interests to proceed with the deal, with its risk of increasing debt. Instead, we intend to concentrate on our core activity. Nevertheless, the market within which we operate is fiercely competitive, and the advent of new entrants is creating market conditions in which continued earnings growth will become increasingly challenging. B. SHERIFF This is a momentous period for the pharmaceutical industry. Against the background of scientific and economic change, we are seeing inevitable further consolidation of what remains one of the most fragmented of the great global industries. Sheriff will not shrink from participating in this process if circumstances necessitate such action in the interests of future success. However, today, the overwhelming preoccupation of your Board, executive management and staff is with the job at hand, which is to grow the business and deliver the promises we have made in terms of turning around our losses of recent years. C. BVL Profit before taxation was 20m, in comparison with the 32m achieved in the previous year. This disappointing result includes a provision of 26m on one project, due to costs exceeding the guaranteed maximum price quoted to the client. One result is that the Construction Division has been set targets to increase the level of partnering and fee work. Turnover, already stagnant, may decline, but profits are expected to recover. In addition, improvements will be made to the control processes relating to tendering, and to the quality of project management. D. MARTIN'S Martin's has developed a distinctive retail format based on convenient locations for the shopper. Last year's merger of Martin's and Hoyle has provided us with the opportunity to build on our leadership in this neighborhood retail market. Building awareness of the Martin's brand continues, and its visibility and familiarity will grow as we convert Hoyle stores into Martin's operations. In line with our vision, we aim to set the pace in developing new shopping services and channels such as home and office shopping. E. TAYLOR'S Despite a downturn in consumer confidence during the period, we continued to experience positive like-for-like sales growth for the financial year, unlike many others in our peer group. Encroachment by our new openings on 38 of our established restaurants had a 3c7o negative effect on like-for-like sales, but this percentage is certain to be reduced. Since the year-end, our like-for-like sales trend continues to be positive. We have changed a net debt position of ￡11.2m this time last year to net cash of ￡1.7m this year.

单选题What does the writer imply in the fourth paragraph?

单选题Monopoly is one off the peculiar (21) which can affect the sale and purchase of certain commodities. In some markets, there may be only one seller or a (22) of sellers working very closely together to control prices. The result of such monopolistic activity is to fix prices at a level (23) to the seller, a level which may bring him artificially high profits. Many governments dislike this procedure and have taken legal actions to (24) or halt such business activities. In the U. S. anti-trust laws operate to limit cartels and mergers, (25) in Britain the Monopolies Commission examines all special arrangements and mergers referred to them by the Board of Trade. This type of monopoly is not the only (26) however. There are three other forms, state, legal and natural. State monopolies are quite common nowadays, where the (27) in a particular country control industries like steel and transport or important and prestigious revises like national airlines. Legal monopolies are rather different, because the law permits certain individuals to (28) solely from their special inventions, discoveries or processes. No other person may infringe their rights in respect to (29) monopolies. Finally, natural monopoly (30) where a nation or individual possesses most of a particular mineral for reasons of geography and geology.

单选题Which of the following allows employees to set their own goals and determine the manner in which they accomplish their tasks?

单选题[此试题无题干]

单选题Social interaction and acceptance by others are examples of ______

单选题Sales of the product increase rapidly during the ______ phase of the product life cycle. A．maturity B．introduction C．saturation D．growth E．declining

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

单选题WhatdoesBobSeelertsuggestaboutleadership?A.CEOsandotherC-levelexecutiveshavedifferentwaystoworktoday．B.CEOsandotherC-levelexecutiveshavetimelesschallengestofacewith．C.CEOsandotherC-levelexecutivesshouldrealisethedirectionhesetforhimself．

单选题Whatdoesthecatalogueinclude?A.Agrochemicalsexports.B.Dyestuffandpigments.C.Insecticidesandfertilizers.

单选题· Read the following extract from an article about a British businessman 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. Gordon Kent is the kind of tough English northerner who runs things his own way. Contrary to what is normal in big corporations today, his company has no remuneration committee, it is short on part-time directors and it has no qualms about employing family members. Mr Kent is chairman and chief executive of the engineering fu'm William Kent, which has been a family business since the middle of the last century. Until a week ago none of this would have made the headlines. But a rival engineering company has changed this with its ~58 million hostile takeover bid, putting Kent's management style in the spotlight. Kent is a fighter: "All my career, I've battled. I've had to battle with customers and suppliers and management."This will certainly not be his first fight. In 1980, when borrowing money was costing more than 20 per cent, his father was in favour of closing the business. Gordon was not; he forced his father off the board of directors and saved the company. He says, "A difference of views arose. I said the company could either be run by me, or by him, but I couldn't stay there and implement his policy. There was a board meeting and he was persuaded to withdraw."He says his toughest battle was not taking on his father, but forcing his 160-strong workforce to accept automation at the factory in 1982. "I was really in a difficult position then. The management were against me, the men were against me. The change meant they would have to work a lot harder. I got them all together, and I just said, 'We've got to make this work - it's all our livelihoods at stake.' I was determined to make this business work to save the British steel foundry industry." He won that battle too. Rationalisations, cost-cutting, and a string of 14 acquisitions followed, and the lossmaking family business became a recognised leader in the steel castings industry.Kent makes running William Kent sound like a military operation, and there is something in his clipped language which is irresistibly reminiscent of the army. His management style is unashamedly autocratic. "I have a very loyal team, and, yes, they have to work hard but they relish it," he says. But unusually for a publicly quoted company, his loyal staff include his wife, Alison, a lawyer who works as a consultant for the company. "I'm not frightened of having to justify this," he says. The shareholders are getting a good deal out of his wife, he reckons, as the company would probably have to pay double for the same services from any other consultant.Kent robustly defends his own pay and the generous terms of his contract. He reckons he is worth it. "There is a ￡5 million 'key man' insurance policy on me, and some of our banking arrangements are dependent on me staying with the company. So the outside world reckons I'm fairly important - that isn't just my opinion."He describes himself as being like the captain of a ship, and he has a firm belief in experience rather than management theory. "You've got to learn your management skills by practical experience; otherwise you confuse delegating with passing the buck and you don't know when people are talking rubbish. I have the strength to fight off this takeover bid. For me it's war. I am autocratic, because that's how you win. When you cut out all the emotion, it's down to money. William Kent is worth much more than this most inferior rival company has suggested. And I know I will be able to convince the shareholders of this."

单选题Which one of the following departments is NOT a service cost center in a manufacturing company?

单选题Why should job-seekers care about a potential employer"s corporate culture? Aren"t there more important factors to consider, 1 as the job itself, salary and bonuses, and fringe benefits? These factors are indeed important, 2 increasingly career experts are talking about the importance of employee-employer fit in 3 of culture, with the idea that how well the employee "fits" the culture can make the difference 4 job-search success and failure. What is corporate culture? At its most basic, it"s described as the 5 of an organisation, or simply as "how things are done around here." It guides how employees think, act, and feel. Corporate culture is a broad term used to define the unique personality or character of a particular company or organisation, and includes such elements as 6 values and beliefs, corporate ethics, and rules of behavior. Corporate culture can be expressed in the company"s mission statement and other communications, in the architectural style or 7 decor of offices, by what people wear to work, by how people address each other, and in the titles given to various employees. How does a company"s culture 8 you? In many, many ways, for instance, the work environment, including how employees interact, the degree of competition, and whether it"s a fun or hostile environment—or something 9 between. How do you uncover the corporate culture of a potential employer? The truth is that you will never really know the corporate culture until you have worked at the company for a number of months, but you can get close to it through research and observation. Understanding culture is a two-step process, starting with research before the interview and 10 with observation at the interview.

单选题Inventory in Logistics Inventory typically represents the second largest component of logistics cost to transportation. The risks associated with (21) inventory increase as products move down the supply chain closer to the customer because the potential of having the product in the wrong place or form increases and costs have been (22) to distribute the product. In addition to the risk of lost sales due to (23) because adequate inventory is not available, other risks include obsolescence, pilferage, and damage. Further, the cost of carrying inventory is significantly influenced by the cost of the capital (24) up in the inventory. Geographic specialization, decoupling, supply/demand balancing, and buffering uncertainty provide the basic rationale for maintaining inventory. While there is (25) interest in reducing overall supply chain inventory, inventory does add value and can result in lower overall supply chain costs with appropriate trade-offs. From a supply chain logistics perspective, the major (26) inventory elements are replenishment cycle stock, safety stock, and in-transit stock. The appropriate replenishment cycle stock can be determined using an EOQ formula to reflect the trade-off between storage and ordering cost. Safety stock depends on the mean and variance of demand and the replenishment cycle. In transit stock depends on the transport (27) Inventory management uses a combination of reactive and planning logics. Reactive logic is most appropriate for items with low volume, high demand, and high performance cycle uncertainty because it (28) the risk of inventory speculation. Inventory planning logic is appropriate for high-volume items with relatively (29) demand. Inventory planning methods offer the potential for effective inventory management because they take (30) of improved information and economies of scale.