单选题Many ______ strategies are focused on convenience. A．packaging B．economic C．partnership D．obsolescence E．finance

单选题Capital Controls and Monetary Policy in Developing Countries This paper looks at both the theoretical and empirical literature on capital controls and finds that controls can play an important role in developing countries by helping to insulate them from some of the harmful 1 of volatile and short-term capital flows. The authors look at controls on capital inflows in Malaysia (1989-1995); Colombia (1993-1998); Chile (1989-1998); and Brazil (1992-1998), and also consider the 2 of Malaysia"s controls on outflows in 1998-2001. They conclude that there is sufficient backing in both economic theory and empirical evidence to consider more widespread 3 of capital controls in order to 4 some of the macroeconomic problems 5 with short-term capital flows, to enable certain development strategies, and to allow policymakers more flexibility with regard to crucial monetary and exchange rate policies. The paper follows what appears to be a shift in the position of the International Monetary Fund (IMF) towards such controls. In a February paper, the IMF concluded that "there may be 6 in which capital controls are a legitimate 7 of the policy 8 to surges in capital inflows. " The Fund"s Global Financial Stability Report 9 in April 2010 was less sanguine about capital controls, but the net result is that the IMF appears more open to 10 capital controls than in the past.

单选题 · For each question (15-20), mark one letter (A, B, C, or D) on your Answer Sheet. {{B}} Online Ads{{/B}} After a decade of experimentation, companies have yet to find a reliable way to burnish their brands online. Research shows barely more than 1 in 1,000 people click on banner ads. What's more, they rarely hang around long enough to absorb a brand message. Former Madison Avenue hotshot Matt Freeman aims to change all that. Freeman's company, Beta-wave, is developing ways to boost visitor "engagement" and plans to charge advertisers not just by each click or view but also by people's attentiveness. The concept is untested, but it has generated excitement. Several venture capital shops in December put $22.5 million into Beta-wave. "Matt's ahead of the curve," says Sean Finnegan, chief digital officer at Starcom Media Vest, which buys ads for Coca-Cola, Procter & Gamble, Nintendo, and others. Mad Ave was shocked when Freeman quit as Tribal DDB Wordwide's boss in June to run a small company called GoFish. Tribal is widely considered to be one of the most successful creators of online ads anywhere. GoFish, on the other hand, sold ads on a handful of lesser kids' sites, such as Mini-clip, which hosts online video games, and Cartoon Doll Emporium, where kids play dress-up with avatars. Yes, GoFish, known in the industry as an ad network, had a good reputation among advertisers looking for a cheaper alternative to sites run by Disney and Nickelodeon. But it was in debt, its stock traded over the counter, and it was losing millions a year. Freeman, who has since renamed the company Beta-wave, says he took the job because he saw unrealized potential. "GoFish was a tiara in the toilet." he says, noting that the sites Beta-wave represents share a valuable audience: kids aged 6 to 17 and their morns. The 25 million people who stop by Beta-wave sites each month spend an average of 15 minutes per visit vs. nine at Facebook, according to industry tracker Comscore. That "stickiness" has prompted Dellogg, Hasbro, Nintendo, and others to buy ads. Still, Freeman knows companies want more evidence to prove that their ads are working. "Advertisers always say, 'why am I paying for reach when what I want is people's attention?'" That's why he aims to charge not only for clicks on ads but also for how long people spend on a page and for how much they interact with the brand on a deeper level. To make that happen, Freeman is borrowing from television, which has been shoring up its prospects with "band integrations"—advertisers can weave their products and messages into the shows themselves. In mid-February, Freeman launched something called Beta-wave TV. Essentially an online video player, the links of which can be found on many sites, it provides a distribution platform through which clients can integrate their messages into original shows. For the first such experiment, Freeman has enlisted Raven Symone. The Disney twin star will appear in a video and provide style tips that likely will include nods to certain products. Viewers will be directed to WeeWorld, where they will be able to conduct a makeover on a Symone avatar. Freeman plans to charge sponsors a production fee to set up sites like the Symone makeover game. Advertisers also would pay based on the number of people who log in, the number of games played, or a combination of the two. Beta-wave's success depends on whether visitors are drawn into the branded games and other content or simply watch what they want and move on. But for now, at least, Freeman has the advertising world's attention.

单选题A. SMS marketing is marketing using a mobile phone. SMS stands for short message server, otherwise known as text messaging. In short SMS marketing is done using a mobile device to transfer marketing communication to interested consumers. It's an area that is gaining a great deal of interest by businesses both small and large. B. In a perfect world, every brand would contain a variety of meanings, the better to speak to a variety of consumers. The trouble with stuffing the brand this way is that the meaning that works for one consumer can bewilder or antagonize the next. Building a brand with many meanings can sometimes fail spectacularly. Everyone creating popular culture is trying to solve this question. C. Marketing managers work with advertising and promotion managers to promote the firm's or organization's products and services. With the help of lower level managers, including product development managers and market research managers, marketing managers estimate the demand for products and services offered by the firm and its competitors and identify potential markets for the firm's products. D. Marketers should also be aware of the competition that they will face when pursuing a position at a media company. Typically, marketers must have a plethora of solid experience and a vast understanding of the media industry and the specific changes impacting the industry they are looking to work in. E. Convergence has significantly blurred the lines between print, internet, television and radio. Messaging that used to be tailored for one outlet will now have to be adjusted for a wider audience. Further, the accessibility of the internet has created a very diverse and global customer base.

单选题WhatdowelearnaboutJimReady?

单选题

单选题A. The e-commerce market has become the virtual main street of the world. Providing a quick and convenient way of exchanging goods and services both regionally and globally, e commerce has boomed. Today, e-commerce has grown into a huge industry with US online retail generating $175B in revenues in 2007. With more than 70% of Americans using the Internet on a daily basis for private and/or business use and the rest of the world also beginning to catch on, e-commerce's global growth curve is not likely to taper off anytime soon. B. Global Internet penetration rates have an enormous impact on e-commerce growth rates. Currently, more than 30.2% of the world has access to the internet, and hence, e-commerce. Reduced Internet surfing charges, Internet technology development covering expanded bandwidth, and increased speeds & reliability could make e-commerce available to a large pool of emerging market consumers. In China, the internet penetration rate is now at 29% as of June 2010. C. Many companies interested in selling products and services through the Internet choose to contract the construction and operation of their e-commerce platforms to third-party vendors. Some of these companies, such as Volusion e-commerce, GSI Commerce (GSIC), Web Cube and Digital River (DRIV) offer comprehensive, integrated packages that include software, web hosting, order fulfillment and distribution and online marketing. Other firms offer more limited services such as Ariba (ARBA) and Akamai Technologies (AKAM). D. Perhaps the clearest indication of the growing importance of e-commerce in the global economy is the rapidity with which Internet use has grown and spread during the last decade. The boom in e-commerce also includes increased use of other media for trade, such as the telephone, television, fax, and electronic payment. Because e-commerce became such an integral part of the global economy, the WTO has begun to consider how it fits into the multilateral trade framework, and what rules or regulations should apply. E. Developing countries, particularly those without strong e-commerce sectors, are in favor of classifying e-commerce as trade in services. They argue that they need the flexibility of regulating e-commerce in order to nurture their own industries, and that liberalizing too soon would give an unfair advantage to the e-commerce industries in developed countries. Developing countries such as India and China who have booming e-commerce sectors are in favor of liberalizing trade in e-commerce, but would prefer to do so under the GATS so that they can begin with industries that have a comparative advantage.

单选题An increase in the general level of prices of products and services over a specified period of time is called ______ A．inflation. B．stagflation. C．unemployment. D．disinflation. E．equilibrium.

单选题According to the first paragraph, what is the most possible and proper statement about the reason why change and stress are closely related?

单选题Which of the following pricing strategies adds a profit markup to the per-unit cost of production? A．prestige pricing B．cost-based pricing C．defensive pricing D．profit pricing E．penetration pricing

单选题Products that are not branded by the producer or retail store are called ______ A．manufacturer brands B．national brands C．store brands D．obsolete brands E．generic brands

单选题·Read the article below about expectations in cross-cultural negotiations.·Choose the best word to fill each gap from A, B, C or D on the opposite page.·For each question 21-30, mark one letter (A, B, C or D ) on your Answer Sheet. {{B}}HOW NEGOTIATION-SPECIFIC EXPECTATIONS SHAPE THE PROCESS{{/B}}Different cultures will influence expectations as to what the specific process and outcome will look like. The expectations revolve around four key areas:Underlying View of the Process. People may view the negotiation process as cooperative (win- win) or competitive (win-lose). Some people will seek{{U}} (21) {{/U}}advantage; others won't Making assumptions about which view the other side will take can be misleading and even dangerous.Approach to Building Agreement. US negotiators often seek agreement on specifics first, building up toward an{{U}} (22) {{/U}}deal. Their Chinese counterparts often focus first on what seems to many Americans to be a very general historical and national frame for discussion. Then, as many French negotiators do, they seek agreement on general principles, later working through the details. This tendency also{{U}} (23) {{/U}}itself in thought processes: Many Chinese tend to reason about the whole while Westerners often{{U}} (24) {{/U}}by breaking the whole into parts and reasoning incrementally.Form of Agreement. In many parts of East Asia, negotiators are{{U}} (25) {{/U}}with a fairly broad agreement that focuses on general principles rather than detailed roles. By contrast, North American and European executives often{{U}} (26) {{/U}}on a detailed contract in which as many contingencies as possible are foreseen.Implementation of Agreement. Is{{U}} (27) {{/U}}to an agreement expected or contingent? US negotiators generally expect to{{U}} (28) {{/U}}with the letter of the contract; treating renegotiation as a very unusual even aberrant event. In many other cultures, an agreement is merely a starting point in what is expected to be an evolving relationship; renegotiation may occur as warranted{{U}} (29) {{/U}}that all contingencies cannot possibly be foreseen. The precise terms am expected to{{U}} (30) {{/U}}as the process does.

单选题Which one of the following is an example of an internal stakeholder?

单选题 Somewhere today, a group of staff from General Motors will meet as part of the 'Go-Fast' programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the 'big picture'. The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM's market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers' change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible. The shareholders' support of GM's strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM's numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable. In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have. The results of the scheme so far give rise to cautious optimism. No aspect of GM's work can hide from scrutiny, and initial fears of a lack of 'joined-up thinking' about the impact of one change on other areas soon dissipated, as the 'leadership panels' responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM's mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company's core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn't suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.

单选题Theory Z suggests that employees are more satisfied when ______

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

单选题Employee Selection Techniques That Are Too Good to Be True Selecting future employees is one of the most important and difficult processes for (21) human resource managers are responsible. The time-honored approach of interviewing, investigating an applicant's experience and education, and talking with references, although time-consuming, may still be the best method. (22) interviewing today is a minefield of legal do's and don'ts. You may ask an applicant about (23) convictions but not about arrests. You may ask about medical background but not about race and (24) And, (25) if you hire a person who then hurts a customer, you can be sued for not having known about his or her prior arrest record. Faced with such difficulties, many companies buy quick-and-easy solutions to the selection (26) Many of these solutions are, in fact, too good to be true. Take the 1980s, for example, Polygraph—lie detector-tests seemed at that time to be the wave of the future. Companies began relying on machines and polygraph experts to screen applicants. Disturbed by this trend and by the (27) of many of the best results, Congress severely restricted polygraph use. In the 1990s, equally questionable selection techniques are being offered as the human re source manager's best friend. Some companies borrow a technique from country fairs and try to (28) applicants on the basis of their (29) Others turn to "honesty tests" which claim to be able to uncover applicants who would be problem employees. Some pencil-and-paper tests do provide (30) managers with useful information, but many tests now being marked simply do not live up to their claims.