题目内容
（请给出正确答案）
Family's and company's interests are equally important in Japanese company.
A．Right
B．Wrong
C．Not mentioned
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更多“Family's and company's interes…”相关的问题
With a health insurance policy, if you get sick traveling away from home,______.
A．you may get pocket money from the local hospital you are in
B．your family members may go to see you at the insurance company's expense
C．you may choose to stay in the best local hospital
D．you may get a nurse from the insurance company to take cure of you
What kind of place is Family Security Systems？
A．A police station.
B．A travel agency.
C．An insurance company.
D．An alarm installation company.
Task Two - Source of funding
&8226;For questions 18-22, match the extracts with the sources of funding, listed A-H.
&8226;For each extract, choose the source of funding described.
&8226;Write one letter (A-H) next to the number of the extract.
A. a large company
B. a gift of money from a friend
C. sale of shares as a limited company
D. money borrowed from family
E. the sale of the owner's property
F. the investment of the owner's savings
G. state funding
H. a bank loan
(17)
Many persons of wealth have contributed to charity, but Carnegie was perhaps the first to state publicly that the rich have a moral obligation to give away their fortunes. In 1889 he wrote The Gospel of Wealth, in which he asserted that all personal wealth beyond that required to supply the needs of one's family should be regarded as a trust fund to be administered for the benefit of the community. During his lifetime, Carnegie gave away over $ 350 million. He died in Lenox, Massachusetts, on August 11,1919.
What is the passage mainly about？
A．Carnegie's career.
B．Carnegie's contribution.
C．Carnegie's life.
D．Carnegie's fortune.
It was clear that at this stage the success of the Benetton business lay in the strength of the family. In 1975 Luciano married the 20-year-old Marina Salomon who worked in one of his shops. After careful research, Benetton opened his first shop in the USA, in Manhattan, New York, where it attracted some very special customers including Princess Diana and Jackie Onassis. In 1982 Luciano was introduced to Oliviero Toscani, the photographer who was to change the image (形象) of Benetton forever.
Although Benetton was growing very quickly, they needed an international image and for this reason in the early 1980s they decided to provide money for Formula 1 motor racing. This was followed by the advertising campaigns (广告攻势) for which the company became famous.
Luciano Benetton succeeded in turning the company he started in the 1950s into one of the world's most successful businesses but he paid a high personal price. He spent so much of his life working and traveling that he lost touch with his family and friends.
What did Luciano Benetton's father hope he would do？
A．Sell clothes.
B．Build a factory.
C．Learn medicine.
D．Run a bicycle business.
A
The success story started in northern Italy towards the end of the Second World War. Leone Benetton had a bicycle rental(租赁)business in the town of Treviso. He wanted his oldest son Lu- ciano to study and become a doctor. After Leone died, the family was poor and Luciano decided to leave school and get a job. He found work in a clothing store but soon had his own ideas and star-ted a family clothing company producing colourful woollen sweaters for people only used to wearing dull colours. Shops selling only Benetton sweaters opened in many Italian cities and by 1974 therewere stores in France, Gemany and Belgium.
It was clear that at this stage the success of the Benetton business lay in the strength of the family. In 1975 Luciano married the 20-year-old Marina Salomon who worked in one of his shops. Af-ter careful research, Benetton opened his first shop in the USA, in Manhattan, New York, where it attracted some very special customers including Princess Diana and Jackie Onassis. In 1982 Lucianowas introduced to Oliviero Toscani, the photographer who was to change the image(形象) of Be- netton forever.
Although Benetton was growing very quickly, they needed an international image and for thisreason in the early l980s they decided to provide money for Formula l motor-racing. This was fol-lowed by the advertising campaigns(广告攻势) for which the company became famous.
Luciano Benetton succeeded in turning the company he started in the l950s into one of the world' s most successful businesses but he paid a high personal price. He spent so much of his life working and travelling that he lost touch with his family and friends.
56. What did Luciano Benetton' s father hope he would do？
[ A] Sell clothes.
[ B ] Build a factory.
[ C ] Learn medicine.
[ D] Run a bicycle business.
The growth of the limited liability company and municipal business had important consequences. Such large, impersonal manipulation of capital and industry greatly increased the numbers and importance of shareholders as a class, an element in national life representing irresponsible wealth detached from the land and the duties of the landowners; and almost equally detached from the responsible management of business. During the nineteenth century, America, Africa, India, Australia and parts of Europe were being developed by British capital, and British shareholders were thus enriched by the world's movement towards industrialisation. Towns like Bournemouth and Eastbourne sprang up to house large "comfortable" classes who had retired on their incomes, and who had no relation to the rest of the community except that of drawing dividends and occasionally attending a shareholders' meeting to dictate their orders to the management. On the other hand "shareholding" meant leisure and freedom which was used by many of the later Victorians for the highest purpose of a great civilisation.
The "shareholders" as such had no knowledge of the lives, thoughts or needs of employees in the company in which they held shares, and their influence on the relations of capital and labour was not good. The paid manager acting for the company was in more direct relation with the workers and their demands, but even he had seldom familiar personal knowledge of the workmen which the employers had often had under the more patriarchal system of the old family business. Indeed the mere size of operations and the number of workmen involved rendered such personal relations impossible. Fortunately, however, the increasing power and organisation of the trade unions, at least in all skilled trades, enabled the workmen to meet on equal terms the managers of the companies who employed them. The cruel discipline of the strike and lockout taught the two parties to respect each other's strength and understand the value of fair negotiation.
The author says that old family firms
A．were ruined by the younger generations.
B．failed for lack of individual initiative.
C．lacked efficiency compared with modern companies.
D．were able to supply adequate services to taxpayers.
•For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Gordon Kent is the kind of tough English northerner who runs things his own way. Contrary to what is normal in big corporations today, his company has no remuneration committee, it is short on part-time directors and it has no qualms about employing family members. Mr Kent is chairman and chief executive of the engineering fu'm William Kent, which has been a family business since the middle of the last century. Until a week ago none of this would have made the headlines. But a rival engineering company has changed this with its ~58 million hostile takeover bid, putting Kent's management style. in the spotlight. Kent is a fighter: "All my career, I've battled. I've had to battle with customers and suppliers and management."
This will certainly not be his first fight. In 1980, when borrowing money was costing more than 20 per cent, his father was in favour of closing the business. Gordon was not; he forced his father off the board of directors and saved the company. He says, "A difference of views arose. I said the company could either be run by me, or by him, but I couldn't stay there and implement his policy. There was a board meeting and he was persuaded to withdraw."
He says his toughest battle was not taking on his father, but forcing his 160-strong workforce to accept automation at the factory in 1982. "I was really in a difficult position then. The management were against me, the men were against me. The change meant they would have to work a lot harder. I got them all together, and I just said, 'We've got to make this work - it's all our livelihoods at stake.' I was determined to make this business work to save the British steel foundry industry." He won that battle too. Rationalisations, cost-cutting, and a string of 14 acquisitions followed, and the lossmaking family business became a recognised leader in the steel castings industry.
Kent makes running William Kent sound like a military operation, and there is something in his clipped language which is irresistibly reminiscent of the army. His management style. is unashamedly autocratic. "I have a very loyal team, and, yes, they have to work hard but they relish it," he says. But unusually for a publicly quoted company, his loyal staff include his wife, Alison, a lawyer who works as a consultant for the company. "I'm not frightened of having to justify this," he says. The shareholders are getting a good deal out of his wife, he reckons, as the company would probably have to pay double for the same services from any other consultant.
Kent robustly defends his own pay and the generous terms of his contract. He reckons he is worth it. "There is a ￡5 million 'key man' insurance policy on me, and some of our banking arrangements are dependent on me staying with the company. So the outside world reckons I'm fairly important - that isn't just my opinion."
He describes himself as being like the captain of a ship, and he has a firm belief in experience rather than management theory. "You've got to learn your management skills by practical experience; otherwise you confuse delegating with passing the buck and you don't know when people are talking rubbish. I have the strength to fight off this takeover bid. For me it's war. I am autocratic, because that's how you win. When you cut out all the emotion, it's down to money. William Kent is worth much more than this most inferior rival company has suggested. And I know I will be able to convince the shareholders of this."
Why is Kent's company in the news？
A．He has problems with management.
B．Another company wants to gain control of it.
C．He is looking for new advisers to help run it.
D．There have been complaints about his management style.
Group as a non-executive director, but is uncertain as to the level and nature of her contribution to the strategic
thinking of the Group.
The Marlow Fashion Group had been set up by a husband and wife team in the 1970s in an economically depressed
part of the UK. They produced a comprehensive range of women’s clothing built round the theme of traditional English
style. and elegance. The Group had the necessary skills to design, manufacture and retail its product range. The
Marlow brand was quickly established and the company built up a loyal network of suppliers, workers in the company
factory and franchised retailers spread around the world. Marlow Fashion Group’s products were able to command
premium prices in the world of fashion. Rodney and Betty Marlow ensured that their commitment to traditional values
created a strong family atmosphere in its network of partners and were reluctant to change this.
Unfortunately, changes in the market for women’s wear presented a major threat to Marlow Fashion. Firstly, women
had become a much more active part of the workforce and demanded smarter, more functional outfits to wear at work.
Marlow Fashion’s emphasis on soft, feminine styles became increasingly dated. Secondly, the tight control exercised
by Betty and Rodney Marlow and their commitment to control of design, manufacturing and retailing left them
vulnerable to competitors who focused on just one of these core activities. Thirdly, there was a reluctance by the
Marlows and their management team to acknowledge that a significant fall in sales and profits were as a result of a
fundamental shift in demand for women’s clothing. Finally, the share price of the company fell dramatically. Betty and
Rodney Marlow retained a significant minority ownership stake, but the company had had a new Chief Executive
Officer every year since 2000.
Required:
(a) Write a short report to Susan Grant identifying and explaining the strategic strengths and weaknesses in the
Marlow Fashion Group. (12 marks)
