听力题 BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). M: Good morning everyone and thanks for coming. For those of you who don''t know me, my name is Jackson Wu, and I''m the Marketing Manager in Beijing for Notson Limited. N-O-T-S-O-N, Notson. I''m here today to present our new marketing plan, which is designed to introduce our products to the wealthy Chinese market. Our research shows that there are big profits waiting to be tapped here in China, so we''re excited at the opportunities we see for Notson. I hope that some of our excitement and enthusiasm will rub off on all of you. I''d like to start off by outlining a few facts and figures about the consumer market in China. Then, I''ll go over the standard types of advertising that have been successful for similar products in China in the past, including some recent campaigns that you may have seen. After that, I''ll introduce our analysis of the current opportunities that exist in the Chinese market as we see them. Finally, I''ll finish by explaining how we will go about entering the Chinese market, based on conclusions from our research. A booklet on the marketing plan will be handed out after the presentation, and it will give you all the details that we''ll be discussing here today. There will be time at the end of the presentation for questions and a general discussion, so please leave your questions until then. Ok, as we''re all running to a tight schedule, I''d like to get to the first point, the current state of China''s consumer market. I''ve prepared a short PowerPoint presentation, to give you a general introduction to the Chinese market as we see it. Please direct your attention to the screen behind me and I''ll dim the lights. The Beijing area, with a population of over 13 million people, is the trendsetter for the nation. As you can see from these photos of people in the business area, both men and women are very style-conscious. They have an eye for glamour and good looks, and are willing to spend money to get the look they want. But, as you will also notice, in this photo of a crowded street on a sunny day in Beijing, there are only about one fifth people out of about three hundred wearing sunglasses. And that''s the challenge right there. We have to build demand for our product and create a market. This next shows the accessories section of a typical boutique department store; lots of famous brands from Japan, Europe, and the States, plus a broad range of domestic brands, bags, belts, watches etc. This is where we would like to be. People, this is without a doubt, a challenging market. With little current demand, we have a huge task ahead of us to build a target market and successfully sell our product to this massive consumer base. Moving on to Beijing''s younger consumer market... hmm, that color text is a bit hard to read. I''m sorry for the delay; it will only take a moment to change the color so we can read it... There, that''s better. As I was saying... BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). M: Good morning everyone and thanks for coming. For those of you who don''t know me, my name is Jackson Wu, and I''m the Marketing Manager in Beijing for Notson Limited. N-O-T-S-O-N, Notson. I''m here today to present our new marketing plan, which is designed to introduce our products to the wealthy Chinese market. Our research shows that there are big profits waiting to be tapped here in China, so we''re excited at the opportunities we see for Notson. I hope that some of our excitement and enthusiasm will rub off on all of you. I''d like to start off by outlining a few facts and figures about the consumer market in China. Then, I''ll go over the standard types of advertising that have been successful for similar products in China in the past, including some recent campaigns that you may have seen. After that, I''ll introduce our analysis of the current opportunities that exist in the Chinese market as we see them. Finally, I''ll finish by explaining how we will go about entering the Chinese market, based on conclusions from our research. A booklet on the marketing plan will be handed out after the presentation, and it will give you all the details that we''ll be discussing here today. There will be time at the end of the presentation for questions and a general discussion, so please leave your questions until then. Ok, as we''re all running to a tight schedule, I''d like to get to the first point, the current state of China''s consumer market. I''ve prepared a short PowerPoint presentation, to give you a general introduction to the Chinese market as we see it. Please direct your attention to the screen behind me and I''ll dim the lights. The Beijing area, with a population of over 13 million people, is the trendsetter for the nation. As you can see from these photos of people in the business area, both men and women are very style-conscious. They have an eye for glamour and good looks, and are willing to spend money to get the look they want. But, as you will also notice, in this photo of a crowded street on a sunny day in Beijing, there are only about one fifth people out of about three hundred wearing sunglasses. And that''s the challenge right there. We have to build demand for our product and create a market. This next shows the accessories section of a typical boutique department store; lots of famous brands from Japan, Europe, and the States, plus a broad range of domestic brands, bags, belts, watches etc. This is where we would like to be. People, this is without a doubt, a challenging market. With little current demand, we have a huge task ahead of us to build a target market and successfully sell our product to this massive consumer base. Moving on to Beijing''s younger consumer market... hmm, that color text is a bit hard to read. I''m sorry for the delay; it will only take a moment to change the color so we can read it... There, that''s better. As I was saying...

听力题 HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) M: Good afternoon everyone and welcome. Thanks for coming. My name is Keith Gloster. Today I will talk about ten high-impact viral marketing strategies. The term "viral marketing" has been tossed around the Internet for the past three years now. If you''ve been marketing online for a while, chances are that you''ve heard legendary marketers like Mark Joyner, Marlon Sanders and Yanik Silver refer to this term countless times. But do you REALLY understand what this marketing term means and how it can greatly impact the success of your online business? If not, here''s a brief definition: Viral marketing involves allowing people to give away and use your free product or service in order to multiply your marketing quickly over the Internet. The idea behind viral marketing is that you include your ad with the freebie people give away or use. Below are ten high impact viral marketing strategies: 1. Allow people to reprint your articles on their web site, in their e-zone, newsletter, magazine or e-books. Include your resource box and the option for article reprints at the bottom of each article. 2. Allow people to use any of your freebies as free bonuses for products or services they sell. Include your ad inside all of your freebies. 3. Allow people to use your online discussion board for their own web site. Some people don''t have one. Just include your banner ad at the top of the board. 4. Allow people to sign up for a free web site on your server. Since you are giving away the space, require them to include your banner ad at the top of the site. 5. Allow people to add their link to your free web site directory. Just require that they return a link back to your web site, advertising your directory. 6. Allow people to provide your free online service to their web site, visitors, or e-zine subscribers. They could be free e-mail, e-mail consulting, search engine submissions, etc. 7. Allow people to give away your free software. Just include your business advertisement inside the software program. 8. Allow people to give away your free web design graphics, fonts, templates, etc. Just include your ad on them or require people to link directly to your web site. 9. Allow people to place an advertisement in your free e-book if, in exchange, they give away the e-book to their web visitors or e-zine subscribers. 10. Allow people to give away your free e-book to their visitors. Then, their visitors will also give it away. This will just continue to spread your ad all over the Internet. Now that you have a better understanding of viral marketing and the above 10 strategies, what''s next? Start experimenting with what you''ve discovered. Use one or more of these proven strategies. Brand yourself and grow your list and income exponentially. HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) M: Good afternoon everyone and welcome. Thanks for coming. My name is Keith Gloster. Today I will talk about ten high-impact viral marketing strategies. The term "viral marketing" has been tossed around the Internet for the past three years now. If you''ve been marketing online for a while, chances are that you''ve heard legendary marketers like Mark Joyner, Marlon Sanders and Yanik Silver refer to this term countless times. But do you REALLY understand what this marketing term means and how it can greatly impact the success of your online business? If not, here''s a brief definition: Viral marketing involves allowing people to give away and use your free product or service in order to multiply your marketing quickly over the Internet. The idea behind viral marketing is that you include your ad with the freebie people give away or use. Below are ten high impact viral marketing strategies: 1. Allow people to reprint your articles on their web site, in their e-zone, newsletter, magazine or e-books. Include your resource box and the option for article reprints at the bottom of each article. 2. Allow people to use any of your freebies as free bonuses for products or services they sell. Include your ad inside all of your freebies. 3. Allow people to use your online discussion board for their own web site. Some people don''t have one. Just include your banner ad at the top of the board. 4. Allow people to sign up for a free web site on your server. Since you are giving away the space, require them to include your banner ad at the top of the site. 5. Allow people to add their link to your free web site directory. Just require that they return a link back to your web site, advertising your directory. 6. Allow people to provide your free online service to their web site, visitors, or e-zine subscribers. They could be free e-mail, e-mail consulting, search engine submissions, etc. 7. Allow people to give away your free software. Just include your business advertisement inside the software program. 8. Allow people to give away your free web design graphics, fonts, templates, etc. Just include your ad on them or require people to link directly to your web site. 9. Allow people to place an advertisement in your free e-book if, in exchange, they give away the e-book to their web visitors or e-zine subscribers. 10. Allow people to give away your free e-book to their visitors. Then, their visitors will also give it away. This will just continue to spread your ad all over the Internet. Now that you have a better understanding of viral marketing and the above 10 strategies, what''s next? Start experimenting with what you''ve discovered. Use one or more of these proven strategies. Brand yourself and grow your list and income exponentially.

听力题? You will hear part of a business negotiation between Mr. Mitchell and Madam Li. ? 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) F: We are honoured that you have come to see us, Mr. Mitchell. M: Thank you, Madam Li. We''re pleased to be here and appreciate your willingness to arrange this meeting on such a short notice. F: You have indicated that you would like to explore the possibility of an agency relationship with Sinochem with the intent of developing a market for some of our products in your country and perhaps in Canada as well. M: Yes, that is certainly our current thinking. F: Perhaps before we begin any detailed discussions, I should give you some idea of the scope of activities of Sinochem. M: The name "Sinochem" is well known to us, but we would like a little more information about your company. I should tell you that your branch in the U.S. has already informed us that Export Division No. 4 is responsible for dyes tuffs and pigments. F: Sinochem was established in 1950 and since that time has grown to become one of the largest companies in China, specializing in imports and exports of chemical products. As a result, it has gained a great deal of experience (in foreign trade) and has many foreign clients. The primary products we handle are crude oil and oil products, plastic, rubber, fertilizer and pesticides, as well as dyestuffs and pigments. You expressed a particular interest in our various dyestuffs as well as our pigments. M: I glanced through these catalogues and noted the wide variety of products Sinochem offers. F: You mentioned earlier that you would like to concentrate on dyes for cotton, silk, and linen materials. M: Yes, that is what we intend to do. F: In that case, you may wish to take a look at our sulfur and reactive dyes. Sulfur dyes have been around for a very long time and have been used for dying sturdy work clothing from early history. You will note that the variety of colours in which this sulfur dye is available is somewhat limited, particularly in the bright hues. They are also cheaper than the reactive dyes. M: I gather then that the reactive dyes are used primarily for fine cottons, silk, and linen. F: That is correct. M: I particularly like the wide variety of bright colours available in reactive dyes. Is there any difference in price from one colour to another? F: Yes, there certainly is. The most expensive is the colour, identified as Brilliant Blue KNR, under Sinochem Code No. 9607. A cheaper colour dye would be, for example, Brilliant Red K-2BPi the most economical of course is Black. M: I assume of course that not much expertise is needed in producing black. You now have 10 minutes to transfer your answers to the answer sheet. (10 seconds pause) ? You will hear part of a business negotiation between Mr. Mitchell and Madam Li. ? 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) F: We are honoured that you have come to see us, Mr. Mitchell. M: Thank you, Madam Li. We''re pleased to be here and appreciate your willingness to arrange this meeting on such a short notice. F: You have indicated that you would like to explore the possibility of an agency relationship with Sinochem with the intent of developing a market for some of our products in your country and perhaps in Canada as well. M: Yes, that is certainly our current thinking. F: Perhaps before we begin any detailed discussions, I should give you some idea of the scope of activities of Sinochem. M: The name "Sinochem" is well known to us, but we would like a little more information about your company. I should tell you that your branch in the U.S. has already informed us that Export Division No. 4 is responsible for dyes tuffs and pigments. F: Sinochem was established in 1950 and since that time has grown to become one of the largest companies in China, specializing in imports and exports of chemical products. As a result, it has gained a great deal of experience (in foreign trade) and has many foreign clients. The primary products we handle are crude oil and oil products, plastic, rubber, fertilizer and pesticides, as well as dyestuffs and pigments. You expressed a particular interest in our various dyestuffs as well as our pigments. M: I glanced through these catalogues and noted the wide variety of products Sinochem offers. F: You mentioned earlier that you would like to concentrate on dyes for cotton, silk, and linen materials. M: Yes, that is what we intend to do. F: In that case, you may wish to take a look at our sulfur and reactive dyes. Sulfur dyes have been around for a very long time and have been used for dying sturdy work clothing from early history. You will note that the variety of colours in which this sulfur dye is available is somewhat limited, particularly in the bright hues. They are also cheaper than the reactive dyes. M: I gather then that the reactive dyes are used primarily for fine cottons, silk, and linen. F: That is correct. M: I particularly like the wide variety of bright colours available in reactive dyes. Is there any difference in price from one colour to another? F: Yes, there certainly is. The most expensive is the colour, identified as Brilliant Blue KNR, under Sinochem Code No. 9607. A cheaper colour dye would be, for example, Brilliant Red K-2BPi the most economical of course is Black. M: I assume of course that not much expertise is needed in producing black. You now have 10 minutes to transfer your answers to the answer sheet. (10 seconds pause)

听力题? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. M: Spearhead an event, party or conference for a cause you care about. That puts you in the position of getting to know lots of people, and shows off your leadership skills. I host an annual baseball game where I take hundreds of clients to a Cubs game at Wrigley Field Last year, I took 300 people and we raised ＄10,000 for a local children''s hospital. Few people turn down a game and it'' s a great networking opportunity for guests. It lets me reconnect with current clients and impress potential clients. F: Bookstore chain Barnes & Noble has its coffee bars. Furnishings giant Ikea offers child-care centers and cafeterias. Why? So customers gravitate to the stores to enjoy an experience, to hang out for a while. Sunday morning at Barnes & Noble becomes a pleasant weekend routine, rather than a shopping errand. Steal this idea. This tip isn''t limited to offline destinations, either. Using pay-per-click advertising, you can cheaply drive traffic to a one-time news event or specialty offerings, points out Jay Lipe, a small-business marketing consultant based in Minneapolis. Lipe recently set up a Web site for Games by James (www.gamesbyjames.biz), a retailer of board games, and quickly attracted customers via pay-per-click ads. The effect was overnight. M: This is the "free sample" approach to bringing in business. Research active e-mail discussion lists and online bulletin boards that are relevant to your business and audience. Join several and start posting expert advice to solve problems or answer questions You may need to keep this up for a bit. But the rewards come back in paying clients and referrals. E-mail discussion lists have been my single largest source of clients over the last eight years. F: Editorial features convey more credibility with prospective clients than paid advertising does. To get coverage from the local media, whether from the town newspaper, from TV or radio stations, or from trade journals, you need a fresh, timely story. It''s usually worthwhile to hire an experienced publicist to position the stories, target appropriate media representative and write and send press releases. Usually, you can work on a short-term or contingency basis. M: Make an effort to reel them back in. It costs a lot less to retain a disgruntled or inactive customer than to acquire a new one. If you haven''t heard from a customer in a while, send a personalized e-mail (you can automate this process), inquiring whether all is well. For a customer who suffered a bad experience, pick up the phone, acknowledging the unpleasantness and ask if there''s anything you can do. A discount can''t hurt either. Being kind to customers is the smartest low-cost marketing you can do. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. M: Spearhead an event, party or conference for a cause you care about. That puts you in the position of getting to know lots of people, and shows off your leadership skills. I host an annual baseball game where I take hundreds of clients to a Cubs game at Wrigley Field Last year, I took 300 people and we raised ＄10,000 for a local children''s hospital. Few people turn down a game and it'' s a great networking opportunity for guests. It lets me reconnect with current clients and impress potential clients. F: Bookstore chain Barnes & Noble has its coffee bars. Furnishings giant Ikea offers child-care centers and cafeterias. Why? So customers gravitate to the stores to enjoy an experience, to hang out for a while. Sunday morning at Barnes & Noble becomes a pleasant weekend routine, rather than a shopping errand. Steal this idea. This tip isn''t limited to offline destinations, either. Using pay-per-click advertising, you can cheaply drive traffic to a one-time news event or specialty offerings, points out Jay Lipe, a small-business marketing consultant based in Minneapolis. Lipe recently set up a Web site for Games by James (www.gamesbyjames.biz), a retailer of board games, and quickly attracted customers via pay-per-click ads. The effect was overnight. M: This is the "free sample" approach to bringing in business. Research active e-mail discussion lists and online bulletin boards that are relevant to your business and audience. Join several and start posting expert advice to solve problems or answer questions You may need to keep this up for a bit. But the rewards come back in paying clients and referrals. E-mail discussion lists have been my single largest source of clients over the last eight years. F: Editorial features convey more credibility with prospective clients than paid advertising does. To get coverage from the local media, whether from the town newspaper, from TV or radio stations, or from trade journals, you need a fresh, timely story. It''s usually worthwhile to hire an experienced publicist to position the stories, target appropriate media representative and write and send press releases. Usually, you can work on a short-term or contingency basis. M: Make an effort to reel them back in. It costs a lot less to retain a disgruntled or inactive customer than to acquire a new one. If you haven''t heard from a customer in a while, send a personalized e-mail (you can automate this process), inquiring whether all is well. For a customer who suffered a bad experience, pick up the phone, acknowledging the unpleasantness and ask if there''s anything you can do. A discount can''t hurt either. Being kind to customers is the smartest low-cost marketing you can do.

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.