听力题? You will hear part of an interview between a Human Resources Manager of a company and a candidate. ? For each question 23—30, mark one letter A, B or C for the correct answer. ? You will hear the recording twice. (10 seconds pause) Interviewer (I): Yes, well, your CV seems pretty well up to scratch. Now, I wonder, can you tell me about yourself? Candidate (C): Um well, I ... I: Yes C: I think I''m serious-minded. I am calm. I: You''re calm? C: Yes, well, yes, I like a joke, though, good sense of humor. I don''t panic in a crisis and I enjoy working with all kinds of people. I even like, um, people who are, you know, bad-tempered or something like that. I: Yes, but where do you see yourself, in, let''s say, five years'' time? C: Well, I am sort of a long-range thing. I see myself in the public relations and er one day I must admit I would rather like to open up my own consultancy in my hometown. I: What is it specifically about Sino-European that attracted you? C: Er well. First of all, I want to leave my present employers because they''re a small company and er I know about Sino-European. I mean, they''re a good company, larger. I think I''ll have more scope er the work will be more challenging, I mean, quite a lot of what I do at present is quite boring, it''s routine secretarial work. I: And you''d like to move on? C: Yes, if I could, you know, hopefully to a job that gives me more opportunity, so I can use my initiative. I: Mhm. C: Can I just ask you this question? (cough) excuse me. I''d like to know if I get this job with Sino-European, would I be able to um work abroad in one of your overseas branches? I: Oh yes, certainly. Um our staff regularly do six-month placements in other branches. So I''m sure you might. C: Six. Oh well, that''s good um that''s what I''m interested in. I: Mhm. Can I know we''re all human beings here and I''d like to know what you consider your strengths and your weaknesses. C: Um strengths and weaknesses? Haha Well, I mentioned before, I think my sense of humour err and my ability to work with all types of people is a particular strength. I: Yes. C: My weakness? I don''t know, I suppose I''m a bit of a perfectionist I''m quite often dissatisfied with what I''ve done. I always think I can do it better or, you know, in a different way. I: I wouldn''t call that a weakness, I''d call that a strength. C: Well ah well. That''s good, I mean, apart from that I suppose I get a little bit sort of gull of the Wanderlust and that''s why I want to travel. I''m easily bored with repetition and err and procedure. I: Do you have a lack of commitment? C: No, not at all. No err once my goals are set and I''ve got the right sort of initiative then err I''m as committed as anybody. I: Not one of these people who wanders off? C: No, not at all. I: Now (um) is there anything else you''d like to ask me? C: Aha yes, if I can just get down to the nitty-gritty: would the salary be reviewed every six months? And after half a year you''d also be eligible to share in the company''s bonus scheme. I: Right, well um time is pressing on, I''m afraid, so thank you very much for coming to see me and we''ll be in touch with you before the end of the week. C: Good. Well, thank you for seeing me. I: Goodbye. C: Bye. ? You will hear part of an interview between a Human Resources Manager of a company and a candidate. ? For each question 23—30, mark one letter A, B or C for the correct answer. ? You will hear the recording twice. (10 seconds pause) Interviewer (I): Yes, well, your CV seems pretty well up to scratch. Now, I wonder, can you tell me about yourself? Candidate (C): Um well, I ... I: Yes C: I think I''m serious-minded. I am calm. I: You''re calm? C: Yes, well, yes, I like a joke, though, good sense of humor. I don''t panic in a crisis and I enjoy working with all kinds of people. I even like, um, people who are, you know, bad-tempered or something like that. I: Yes, but where do you see yourself, in, let''s say, five years'' time? C: Well, I am sort of a long-range thing. I see myself in the public relations and er one day I must admit I would rather like to open up my own consultancy in my hometown. I: What is it specifically about Sino-European that attracted you? C: Er well. First of all, I want to leave my present employers because they''re a small company and er I know about Sino-European. I mean, they''re a good company, larger. I think I''ll have more scope er the work will be more challenging, I mean, quite a lot of what I do at present is quite boring, it''s routine secretarial work. I: And you''d like to move on? C: Yes, if I could, you know, hopefully to a job that gives me more opportunity, so I can use my initiative. I: Mhm. C: Can I just ask you this question? (cough) excuse me. I''d like to know if I get this job with Sino-European, would I be able to um work abroad in one of your overseas branches? I: Oh yes, certainly. Um our staff regularly do six-month placements in other branches. So I''m sure you might. C: Six. Oh well, that''s good um that''s what I''m interested in. I: Mhm. Can I know we''re all human beings here and I''d like to know what you consider your strengths and your weaknesses. C: Um strengths and weaknesses? Haha Well, I mentioned before, I think my sense of humour err and my ability to work with all types of people is a particular strength. I: Yes. C: My weakness? I don''t know, I suppose I''m a bit of a perfectionist I''m quite often dissatisfied with what I''ve done. I always think I can do it better or, you know, in a different way. I: I wouldn''t call that a weakness, I''d call that a strength. C: Well ah well. That''s good, I mean, apart from that I suppose I get a little bit sort of gull of the Wanderlust and that''s why I want to travel. I''m easily bored with repetition and err and procedure. I: Do you have a lack of commitment? C: No, not at all. No err once my goals are set and I''ve got the right sort of initiative then err I''m as committed as anybody. I: Not one of these people who wanders off? C: No, not at all. I: Now (um) is there anything else you''d like to ask me? C: Aha yes, if I can just get down to the nitty-gritty: would the salary be reviewed every six months? And after half a year you''d also be eligible to share in the company''s bonus scheme. I: Right, well um time is pressing on, I''m afraid, so thank you very much for coming to see me and we''ll be in touch with you before the end of the week. C: Good. Well, thank you for seeing me. I: Goodbye. C: Bye.

听力题 ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) M: Good morning everyone and welcome. Thanks for coming. My name is Dave Kahle. Today I will talk about accepting responsibility for your sales success. That we live in a time of relentless and pervasive change is no longer news to anyone. There is one important implication of this situation that continues to be a challenge. That is that our employees need to continually change their behavior to adapt to the world around them. My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some of the employees must make significant changes in the ways that they think about and do their jobs. This is particularly true of the sales people, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work of every executive, manager, consultant and trainer. Which brings us to the heart of this article? What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to successfully implement change? It is something that is becoming increasingly rare — a motivating sense of personal responsibility. That is, a deep belief that one is responsible for one''s own behavior as well as the consequences of that behavior. It''s far more popular to be a victim. We have all shaken our heads sadly over some newspaper account of someone who commits some act of irresponsibility, and then successfully sues someone else. In our litigious world, being a victim often pays. That is an unfortunate consequence of an unhealthy belief. As long as we view ourselves as victims, we''re unable to change ourselves or our circumstances and achieve better results. It is not our fault that we''re not doing better, we tell ourselves. Someone else caused it. And because it''s someone else''s doing, the power to fix it and make it better is with someone else. We''re powerless to fix it. While few people admit it, or even realize it consciously, this "victim attitude", the direct opposite of personal responsibility, is very common, and embraced to some degree by most of us. My wife is a crises counselor. One of the biggest eye-openers for her occurred when she realized that she was counseling the same people over and over again. You''d think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don''t make the changes in their behavior and character that got them into the crises in the first place. At some deep level, they see themselves as victims, not personally responsible for their own character, their own behavior, and the consequences that behavior brings. Where there is no sense of personal responsibility, there is little hope for positive change. ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) M: Good morning everyone and welcome. Thanks for coming. My name is Dave Kahle. Today I will talk about accepting responsibility for your sales success. That we live in a time of relentless and pervasive change is no longer news to anyone. There is one important implication of this situation that continues to be a challenge. That is that our employees need to continually change their behavior to adapt to the world around them. My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some of the employees must make significant changes in the ways that they think about and do their jobs. This is particularly true of the sales people, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work of every executive, manager, consultant and trainer. Which brings us to the heart of this article? What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to successfully implement change? It is something that is becoming increasingly rare — a motivating sense of personal responsibility. That is, a deep belief that one is responsible for one''s own behavior as well as the consequences of that behavior. It''s far more popular to be a victim. We have all shaken our heads sadly over some newspaper account of someone who commits some act of irresponsibility, and then successfully sues someone else. In our litigious world, being a victim often pays. That is an unfortunate consequence of an unhealthy belief. As long as we view ourselves as victims, we''re unable to change ourselves or our circumstances and achieve better results. It is not our fault that we''re not doing better, we tell ourselves. Someone else caused it. And because it''s someone else''s doing, the power to fix it and make it better is with someone else. We''re powerless to fix it. While few people admit it, or even realize it consciously, this "victim attitude", the direct opposite of personal responsibility, is very common, and embraced to some degree by most of us. My wife is a crises counselor. One of the biggest eye-openers for her occurred when she realized that she was counseling the same people over and over again. You''d think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don''t make the changes in their behavior and character that got them into the crises in the first place. At some deep level, they see themselves as victims, not personally responsible for their own character, their own behavior, and the consequences that behavior brings. Where there is no sense of personal responsibility, there is little hope for positive change.

听力题? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. M: I''ve just moved to a fast-growing software company and it''s been hard coming to terms with the changes. I mean, I enjoy my new job a lot more. I have a lot more responsibility now and everything''s done in project teams and managed by objectives. The only thing I do miss, however, is that now, once a project''s running, the team''s pretty much on its own and left to solve any problem by itself. Before, there was always a superior I could turn to for help, and to be honest, I''d be much happier if that were still the case. Especially when you''re starting a new job having someone to talk to can make things a lot easier. F: My work is to produce technical document, you know, user''s manuals and that sort of thing-nothing creative. Our team''s responsible for its own work schedules. And as long as everything''s finished before the machine''s shipped, it''s up to us when we do it. So you''d think with e-mail and everything, we''d all be able to work from home or come and go as we please-but that''s not the case. Unfortunately, it''s a very conservative company so everyone''s still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can''t imagine anything else being possible. F: I''m an IT consultant and I''m working for a small leisure group on a one-year contract. So I''m traveling around Europe a lot, which I know sounds very glamorous, but it''s just a case of jetting in, fixing a hotel''s computer and then jetting out again. It also means I''m on call and have flexible working hours. I''m also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it''s definitely the social side of my job I''d like to improve. M: Well, I''m a temp and I''m working as a PA for a law firm in Los Angeles now. It''s a medium-sized firm that''s grown quickly so its organization is very much like that of a smaller company. OK, I know it''s unreasonable to expect a definite job description. I mean, if something needs doing, then I think whoever''s available should do it. But I''m already responsible for managing the diaries and correspondence of two senior managers, so when the telephone''s ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done. F: I work for the UK subsidiary of a Japanese company and it''s very Japanese in terms of the way it''s run. I''ve just got a new boss, who''s come over from Japan. We seem to be getting on pretty well with each other at the moment—he always has time for me and gives me lots of support. The only thing is, I don''t really have a huge say in what I do—which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don''t mind. It''s just that I always have to consult him before I can make even the smallest alteration to any job of any sort. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. M: I''ve just moved to a fast-growing software company and it''s been hard coming to terms with the changes. I mean, I enjoy my new job a lot more. I have a lot more responsibility now and everything''s done in project teams and managed by objectives. The only thing I do miss, however, is that now, once a project''s running, the team''s pretty much on its own and left to solve any problem by itself. Before, there was always a superior I could turn to for help, and to be honest, I''d be much happier if that were still the case. Especially when you''re starting a new job having someone to talk to can make things a lot easier. F: My work is to produce technical document, you know, user''s manuals and that sort of thing-nothing creative. Our team''s responsible for its own work schedules. And as long as everything''s finished before the machine''s shipped, it''s up to us when we do it. So you''d think with e-mail and everything, we''d all be able to work from home or come and go as we please-but that''s not the case. Unfortunately, it''s a very conservative company so everyone''s still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can''t imagine anything else being possible. F: I''m an IT consultant and I''m working for a small leisure group on a one-year contract. So I''m traveling around Europe a lot, which I know sounds very glamorous, but it''s just a case of jetting in, fixing a hotel''s computer and then jetting out again. It also means I''m on call and have flexible working hours. I''m also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it''s definitely the social side of my job I''d like to improve. M: Well, I''m a temp and I''m working as a PA for a law firm in Los Angeles now. It''s a medium-sized firm that''s grown quickly so its organization is very much like that of a smaller company. OK, I know it''s unreasonable to expect a definite job description. I mean, if something needs doing, then I think whoever''s available should do it. But I''m already responsible for managing the diaries and correspondence of two senior managers, so when the telephone''s ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done. F: I work for the UK subsidiary of a Japanese company and it''s very Japanese in terms of the way it''s run. I''ve just got a new boss, who''s come over from Japan. We seem to be getting on pretty well with each other at the moment—he always has time for me and gives me lots of support. The only thing is, I don''t really have a huge say in what I do—which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don''t mind. It''s just that I always have to consult him before I can make even the smallest alteration to any job of any sort.

听力题 Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Good morning ladies and gentlemen. When I was a very small boy just a few years old in the 50''s, we used to have a race called Cross Harbour Swimming Contest and at that time whoever jumped off on Kowloon side and swam to Hong Kong side, and whoever finished crossing the harbour won the race. It was cancelled about two decades ago simply because the harbour was getting so dirty. Maybe not quite to the extent that Victor has so grimly and so vividly described just a few minutes ago, but it was cancelled because the water was simply so unsafe that anybody who jumped into the water might not emerge on the other side. The people actually put in very intense efforts about a decade ago because we wanted to clean up our harbour. So, for many of you visitors to Hong Kong, I hope you have a chance to enjoy one of the bargain tourist attractions of the world, which is to take a ride on the Star ferry going from Hong Kong to Kowloon and back, and you will find that the meaning of Hong Kong is a fragrant harbour and it doesn''t stink any more. I do urge you to try that most popular and best bargain tourism destination in the world. The strong business participation in today''s conference has demonstrated that sustainability is not a threat to business. It is also clear, from the track records of many businesses, that sustainability is not a gimmick nor is it a fad. To take the Hong Kong experience as an example: for at least a decade now, some of Hong Kong''s most prominent and successful companies have been progressively taking on the idea of sustainability in their business plans and practices. It is also the private sector that has been behind—and has funded—two important initiatives: the Business Environment Council; and the Association for Sustainable and Responsible Development in Asia. They promote sustainable development and responsible investment practices in this region. A number of well-established advocacy groups and think tanks have also successfully brought issues of environmentalism and sustainability into our public''s minds. Sustainable business involves using resources in a responsible manner. It is being aware of long-term viability and not just short-term balance sheet profits; and, above all, transparency. In a market-driven economy, such as Hong Kong''s, it is absolutely right that the private sector should play a leading role in promoting and adopting all these objectives. The progress so far shows that there is vision, and consensus in our private sector, that go well beyond the bottom line. Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Good morning ladies and gentlemen. When I was a very small boy just a few years old in the 50''s, we used to have a race called Cross Harbour Swimming Contest and at that time whoever jumped off on Kowloon side and swam to Hong Kong side, and whoever finished crossing the harbour won the race. It was cancelled about two decades ago simply because the harbour was getting so dirty. Maybe not quite to the extent that Victor has so grimly and so vividly described just a few minutes ago, but it was cancelled because the water was simply so unsafe that anybody who jumped into the water might not emerge on the other side. The people actually put in very intense efforts about a decade ago because we wanted to clean up our harbour. So, for many of you visitors to Hong Kong, I hope you have a chance to enjoy one of the bargain tourist attractions of the world, which is to take a ride on the Star ferry going from Hong Kong to Kowloon and back, and you will find that the meaning of Hong Kong is a fragrant harbour and it doesn''t stink any more. I do urge you to try that most popular and best bargain tourism destination in the world. The strong business participation in today''s conference has demonstrated that sustainability is not a threat to business. It is also clear, from the track records of many businesses, that sustainability is not a gimmick nor is it a fad. To take the Hong Kong experience as an example: for at least a decade now, some of Hong Kong''s most prominent and successful companies have been progressively taking on the idea of sustainability in their business plans and practices. It is also the private sector that has been behind—and has funded—two important initiatives: the Business Environment Council; and the Association for Sustainable and Responsible Development in Asia. They promote sustainable development and responsible investment practices in this region. A number of well-established advocacy groups and think tanks have also successfully brought issues of environmentalism and sustainability into our public''s minds. Sustainable business involves using resources in a responsible manner. It is being aware of long-term viability and not just short-term balance sheet profits; and, above all, transparency. In a market-driven economy, such as Hong Kong''s, it is absolutely right that the private sector should play a leading role in promoting and adopting all these objectives. The progress so far shows that there is vision, and consensus in our private sector, that go well beyond the bottom line.

听力题 F: Our guru on management is a 63 years old Hungarian immigrate who arrived in the U.S. in 1956 with neither a word of English, nor a dime in his pocket. Today he runs the company that makes the semiconductor chips that power 90% of the world''s personal computers. He is Andrew Grove, chairman, CEO and cofounder of Intel, the San Jose based giant in semiconductor chip manufacturing. Obviously, Intel has managed change dramatically well. That''s what Intel is about. Yet change really intimidates people and it''s very frightening. What do you think people can do, managers, just regular folks, can do to alleviate some of the scariness of change? M: I''m not sure you want to eliminate scariness. I really wonder if the tight-rope-walkers can do their job because they are not afraid of heights or whether they can do their jobs because they are afraid of heights and they''ve just learned how to do their task that much better because they know what it''s like, or they have a pretty good idea what it''s like to fall. I think fear is your "ally in here, because it is fear that gets you out of comfortable equilibrium, gets you to do difficult tasks". You know, managing in general is not an easy job, so I don''t think I wanna eliminate fear. I don''t eliminate fear of change, I don''t wanna eliminate fear of what''s gonna happen if you don''t move. It''s healthy, it''s kind of like, you know, pain is healthy, physical pain, it warns your body that something is wrong and just extinguishing pain doesn''t make the problem going away. It just makes your sense that there is a problem going away. So it makes it worse. F: One of the biggest contributions that you''ve made down to making the public aware of what''s inside a computer is the Intel Inside campaign, which is a very big marketing campaign designed to make the consumer, the end user, allow them to make their choice based on Intel being inside the box. When did you first think that this was important? There are obviously risks to this strategy, there are obviously rewards. How did you analyze the risk-reward in this? M: Well, you know, it was kind of obvious in a way, if you listened to the language people used to describe their computer at the time—you''re talking late 80s. Most of the time, people would refer to their computer by the number, the number of the microprocessor that they had in it. I''m gonna take my trusty old 386 and look it up, or do something on it. They didn''t use the name of the manufacturer. They used the model number of the microprocessor, which actually is kind of right, because the fundamental characteristic of that computer is the microprocessor. That defines what software it''s gonna run, it''s gonna define how fast it runs it, and if it defines how fast it runs it, it defines what you can do with it. So the user experience, what the user can do and how well he can do it, more than anything else depends on the microprocessor, the chip. So we kind of sensed that we really had that identity but we didn''t know exactly how to go about it. We wanted to market the product name, but the problem with the product name was we couldn''t copyright it, I mean, couldn''t trademark the numbers. We had a legal battle on it and we lost. So how do you tell our story, given that the microprocessor gives the characteristic of their computer to, not completely, but more than anything else, to the user. And we started merchandising Intel, the Computer Inside. Not on the devices but in our own commercials. And that kind of worked, we had good results, good focus group results, people understood, yeah, the Intel stuff is the computer F: So how much now do you think of your success is marketing, and how much of it is technology? M: Andrew Grove: You know, for a long time I''ve thought about this and had to answer the questions internally a lot. And the best I can say is describing Intel as a three legged stool, and the three legs are design, technology and manufacturing, and marketing and sales. And if one of those legs is shorter than the other, the stool is gonna tip over. F: Our guru on management is a 63 years old Hungarian immigrate who arrived in the U.S. in 1956 with neither a word of English, nor a dime in his pocket. Today he runs the company that makes the semiconductor chips that power 90% of the world''s personal computers. He is Andrew Grove, chairman, CEO and cofounder of Intel, the San Jose based giant in semiconductor chip manufacturing. Obviously, Intel has managed change dramatically well. That''s what Intel is about. Yet change really intimidates people and it''s very frightening. What do you think people can do, managers, just regular folks, can do to alleviate some of the scariness of change? M: I''m not sure you want to eliminate scariness. I really wonder if the tight-rope-walkers can do their job because they are not afraid of heights or whether they can do their jobs because they are afraid of heights and they''ve just learned how to do their task that much better because they know what it''s like, or they have a pretty good idea what it''s like to fall. I think fear is your "ally in here, because it is fear that gets you out of comfortable equilibrium, gets you to do difficult tasks". You know, managing in general is not an easy job, so I don''t think I wanna eliminate fear. I don''t eliminate fear of change, I don''t wanna eliminate fear of what''s gonna happen if you don''t move. It''s healthy, it''s kind of like, you know, pain is healthy, physical pain, it warns your body that something is wrong and just extinguishing pain doesn''t make the problem going away. It just makes your sense that there is a problem going away. So it makes it worse. F: One of the biggest contributions that you''ve made down to making the public aware of what''s inside a computer is the Intel Inside campaign, which is a very big marketing campaign designed to make the consumer, the end user, allow them to make their choice based on Intel being inside the box. When did you first think that this was important? There are obviously risks to this strategy, there are obviously rewards. How did you analyze the risk-reward in this? M: Well, you know, it was kind of obvious in a way, if you listened to the language people used to describe their computer at the time—you''re talking late 80s. Most of the time, people would refer to their computer by the number, the number of the microprocessor that they had in it. I''m gonna take my trusty old 386 and look it up, or do something on it. They didn''t use the name of the manufacturer. They used the model number of the microprocessor, which actually is kind of right, because the fundamental characteristic of that computer is the microprocessor. That defines what software it''s gonna run, it''s gonna define how fast it runs it, and if it defines how fast it runs it, it defines what you can do with it. So the user experience, what the user can do and how well he can do it, more than anything else depends on the microprocessor, the chip. So we kind of sensed that we really had that identity but we didn''t know exactly how to go about it. We wanted to market the product name, but the problem with the product name was we couldn''t copyright it, I mean, couldn''t trademark the numbers. We had a legal battle on it and we lost. So how do you tell our story, given that the microprocessor gives the characteristic of their computer to, not completely, but more than anything else, to the user. And we started merchandising Intel, the Computer Inside. Not on the devices but in our own commercials. And that kind of worked, we had good results, good focus group results, people understood, yeah, the Intel stuff is the computer F: So how much now do you think of your success is marketing, and how much of it is technology? M: Andrew Grove: You know, for a long time I''ve thought about this and had to answer the questions internally a lot. And the best I can say is describing Intel as a three legged stool, and the three legs are design, technology and manufacturing, and marketing and sales. And if one of those legs is shorter than the other, the stool is gonna tip over.

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

单选题The following are objective criteria in performance evaluation except for ______

单选题Impact of Electronic Commerce Today's forward thinking CEO recognizes the (21) of e-commerce as a strategic business issue, not just one more technical issue to be (22) to the IS department, perhaps the existing EDI group. Although a company may have reengineered its (23) business process and perhaps painfully installed an ERP system to bring inefficiencies to the back office, e-commerce is about reengineering outward-facing processes-industry process reengineering. (24) electronic commerce is not just a technology, it is a way of (25) business that has the potential to impact every aspect of the firm's value chain. Implementing full-scale, innovative applications of electronic commerce requires management teams to view the marketplace beyond the typical physical boundaries. The biggest problem that electronic commerce pioneers encounter is the limited set of mental models that (26) our thinking. We tend to think of the web in our "industrial age" (27)— where everything must be described and related to the physical world. If electronic commerce applications are not placed in the proper business context and the strategy (28) with the business' overall business strategy, then the electronic commerce application is likely to fail. Thus, new business models are necessary that (29) electronic commerce initiatives with overall business goals. So first of all, we should discuss the need to align a firm's on-line strategy with its overall business strategy. (30) that discussion, emerging business paradigms that fully embrace the electronic commerce philosophy are going to be discussed, including a new view of the value chain.

单选题According to the second paragraph, why does the differentiated marketing provide a better chance of repeat purchasing?

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?