单选题When firms develop products, they access the markets of their competitors to determine their ______ A．financial plans B．marketing strategies C．industrial strategies D．geographic segmentation E．business segmentation

单选题What is the primary responsibility of the external auditor?

单选题According to the first paragraph, what does the study about tariff-jumping motive show?

单选题A company gives employees the right to purchase its stock at a specific price when it provides them with ______

单选题Which of the following is NOT an attribute of effective communication?

单选题A. Intellectual property rights can be enforced through civil remedies, and may involve criminal sanctions. As a final remedy, the right holder can obtain financial compensation for losses caused by infringement by choosing between damages or an account of profits which the defendant made from the infringement. Other final remedies may include delivery up and destruction of infringing documents, a court order to reveal relevant information, or an injunction. B. Intellectual property is, in essence, useful information or knowledge. It is divided, for the purposes of study (and for establishing legal rights), into two principal branches: artistic property and industrial property. Artistic property encompasses artistic, literary, and musical works. These are protected, in most countries, by copyrights and neighboring rights. Industrial property is itself divided into two categories: inventions and trademarks. Inventions include both useful products and useful manufacturing processes. They are protected in a variety of ways, the most common protection being in the form of patents, petty patents and inventors' certificates. Trademarks include "true" trademarks, trade names, service marks, collective marks, and certification marks. All of these are markings that identify the ownership rights of manufacturers, merchants, and service establishments. They are protected by trademark laws. C. Intellectual property is a type of personal property, but it is intangible. As such, it is difficult, not only to protect, since it cannot be easily held or contained, but to define and to design laws that will govern and control it. The increasing globalization and technological development of our world often make the laws of just a few years ago obsolete in this field of study. However, the issues surrounding the acquisition, protection, and transfer of knowledge across international borders will continue to be debated intensely in the near future. Anyone involved in business internationally must, therefore, have some basic, working knowledge of the national and international laws relating to intellectual property. D. Regardless of its form, intellectual property is a creature of national law. International law does not create it. International law does, however, set down guidelines for its uniform definition and protection, and it sets up ways that make it easier for owners to acquire rights in different countries. National law—and sometimes regional law—is also important in establishing the rules for assigning and licensing intellectual property. Recently, the international community has worked to establish international norms for the transfer of intellectual property, but so far the effort has not been fully successful. E. Rapid technological development throughout the world has made the protection and use of innovation an important issue in the economic success of nations. Owners of intellectual property want to enjoy the exclusive rights to their innovations as long as possible. A reasonably long period of time in which the innovator can enjoy the benefits of his innovation can be a powerful means of protecting the commercial benefits of creativity as well as an incentive for more innovations, thus leading to greater benefits both economically and socially from technological advancements. Consumers, competitors, and some developing nations, however, want innovations to be made available publicly as soon as possible, to reduce prices and provide greater availability of the innovations with fewer costs to them. Thus, intellectual property law tries :o balance these competing concerns and desires.

单选题Personal computers are subject to ______ because of the rapid changes in the development of computer hardware components. A．product feasibility B．penetration price C．planned obsolescence D．the development of generic brands E．technological obsolescence

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单选题Not long ago innovation was The Big Idea in marketing circles. Now, however, it's hard to see the benefits of this rush to innovate. Indeed if anything, companies seem to be drawing back from innovation, not charging ahead. But just a few years ago many companies were combining a commitment to create entirely new product categories through innovative technologies working to hugely ambitious growth targets with a root-and-branch organisational overhaul designed to free up creativity and speed new product roll-outs. The result was that as resources were shifted away from core businesses, sales and profits faltered, share prices slumped and CEOs were ousted. Now the mantra is a more conservative focus on the top brands, the top retail customers and the top markets. It's being rewarded in many cases by healthier share prices. This sustained effort to cut long tails of smaller brands and focus marketing resource on existing leaders seems to be paying off. So were we wrong to pinpoint innovation as key to long-term market success? Surely not. But we might have underestimated the enormous complexity of this beast. The term "innovation" may be simple enough but it spans a vast landscape, including the type and degree of innovation, marketing purpose, management process and market circumstance, not all of which are well understood. Take "type" of innovation. Are we talking about new products only? Or new processes, new channels, underlying technologies, organisational structures and business models? When should the innovation involve a new brand? Or take "degree". Are we aiming for blue-sky inventions that will transform markets and create new categories? Or marginal tweaks in, say, formulation or packaging that give us an excuse to advertise something "New! Improved!"? Likewise, is the marketing purpose of the project to steal a march on competitors and drive incremental growth, or to update an obsolete product line and play catch-up to competitors? As one business news editorial complained, "innovation" is often just "simple proliferation of similar products". Then there's process. What is the best way to manage this particular innovation? Is it to employ creative revolutionaries and set them free, or is disciplined risk management, requiring the careful testing and sifting of options to pick winners a better approach? In larger organisations, has senior management really made time spent in cross-functional teams a recognised element of successful career paths? What time frames (eg. payback periods) and degrees of risk is senior management comfortable with? And does the organisation have a culture that fits the chosen approach? Does it "celebrate failure", for example, or is it actually a risk-averse blame culture (despite what the CEO says in the annual report) ? Successful innovation requires clearing two hurdles. First, it needs the right project with the right degree of innovation to fit with the right marketing purpose, the right innovation process, corporate culture and market circumstance. Second, it needs senior managers that understand the interplay between these different factors, so that rather than coming together simply by chance, they are deliberately brought together in different ways to meet different circumstances. Clearing Hurdle Two can happen "by accident". Clearing Hurdle One requires real skill. We can all point to admirable, inspiring innovations. But how many companies can we point to and say "these people have mastered the art of innovation"? Brilliant innovation is a wonderful thing. Expert innovation management is even better and much rarer.

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

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

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

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

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

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

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

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

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