题目内容
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The success of chain schools is to some extent because of the marketing and advertising.
A．True
B．Fasle
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A．Right
B．Wrong
It was one of Fleming's colleagues who identified the mould as penicillin. Fleming subsequently tested the penicillin on animals, with no ill effects, and also used it to cure a colleague's eye infection.
After his initial discovery, Fleming did little more than keep a supply of the mould and return to his routine work. It was tile scientists Howard Florey and Ernst Chain who developed penicillin further. Florey and Chain were chiefly responsible for the research which led to its success as a drug, although Fleming took most of the credit for the discovery and its subsequent development.
Fleming had discovered the first antibiotic. However, it was not until the research work of
Florey and Chain that penicillin could be produced as a drug. At first supplies of penicillin were very limited, but by World War II it was being mass-produced by American drugs industry, and given to all soldiers before active service.
When did Fleming move to London？
A．At the age of 31.
B．At the age of 13.
C．At the age of 16.
D．At the age of 17.
Company Structure
Most organisations have hierarchical or pyramidal structure, with one person or a group of people at the top, and an increasing number of people below them at each successive level. There is a clear line or chain of command running down the (21) All the people in the organisation know what decisions they are able to (22) , who their superior is.
Some people in an organisation have colleagues who help them: for example, there might be an Assistant to the Marketing Manager. This is known as a staff position: its holder has no line (23) , and is not integrated into the chain of command, unlike, for example, the Assistant Marketing Manager, who is number two in the marketing department.
Yet the activities of most companies are too complicated to be (24) in a single hierarchy. Shortly before the First World War, the French industrialist Henry Fayol organised his coal-mining business according to the (25) that it had to carry out, He is generally credited with (26) functional organisation. Today, most large manufacturing organisations have a functional structure, including production, finance, marketing, sales, and personnel or human resources department. This means, for example, that the production and marketing departments cannot make financial decisions (27) consulting the finance department.
Functional organisation is efficient, but there are two standard criticisms. Firstly, people are usually more (28) with the success of their department than that of the company, so there are permanent battles between, for example, finance and marketing, or marketing and production, which have (29) goals. Secondly, separating functions is (30) to encourage innovation.
(21)
A．group
B．structure
C．pyramid
D．employee
&8226;You will hear five short recordings. The speakers are presenting awards to companies that have excelled in different aspects of business.
&8226;For each recording, decide what the company is receiving its award for.
&8226;Write one letter (A-H) next to the number of the recording.
&8226;Do not use any letter more than once.
&8226;After you have listened once, replay the recordings.
A innovation in public relations
B staff involvement in decision-making
C after-sales policy
D product improvement
E environmental awareness
F staff training
G employee benefits
H export success
Why Seeing is Succeeding
Lee Chung of the Seattle Business Institute explains
There are some executives who get it right. They launch winning products, and have a feeling for what customers like and dislike. They do not depend on research or secondary information, and yet they know the market extremely well.
Take Steve Banks, developer of the best-selling personal finance software, Finax. He had noticed how difficult it was to use existing software products, and realised there was a gap in the market. Although 46 competing pack- ages were available when Finax was launched, it quickly succeeded in attracting the majority of customers.
Then consider the UK oil group which learnt that a new chain of hypermarket petrol stations was overtaking its own outlets. The competitor's success was due to a higher standard of service and facilities. The oil group's managers could have discovered this by going to observe these stations. for ten minutes. Instead the oil group contacted an agency to carry out more market research.
One of the Institute's most striking findings is that the best business strategists see things for themselves. They do not just analyse, but get out into the field with their customers, and gain first-hand experience of their products.
Successful executives base their strategies on reliable data about their clients' requirements.
A．Right
B．Wrong
C．Doesn't say
— Read the article below about a fast-food chain and the questions on the opposite page.
— For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Turning around a fast-food chain
Sparrow is a well-established fast-food chain, with 200 restaurants run by franchisees, and almost as many company-owned ones. Some years ago, the group to which Sparrow belonged was taken over by another company, which owned a variety of retail businesses. Although demand for a Sparrow franchise showed no sign of declining, overall the chain was in an unhealthy state. Its properties, the majority of them in small towns, needed refurbishment to stand comparison with its competitors. With more and more fast-food concepts reaching the marker, the distinctive Sparrow menu had to struggle for attention. And to make matters worse, its new owners had bought it as one of a number of companies, and had no plans to give it the investment it required.
Sparrow stagnated for another two years, until a new chief executive, Carl Pearson, decided to build up its market share. He commissioned a survey, which showed that consumers who already used Sparrow restaurants were overwhelmingly positive about the chain, while customers of other fast-food chains, particularly those selling pizzas or hamburgers, were reluctant to be tempted away from them. Sparrow had to develop a new promotional campaign - one that would enhance-the public's perceptions of the chain and set it apart from its competitors.
Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favoured taking Sparrow's outlets upmarket and rebranding them as Marcy's restaurants, one of its other, better known brands. Pearson resisted, arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers' spending power. His arguments won the day.
The campaign itself broke some of the fast-food industry's advertising conventions. The television commercials played down traditional product shots - most of its competitors' advertisements had mouth- watering shots of food - and focused instead on entertainment and humour. The usual jingles gave way to spots featuring original songs performed by a variety of stars. Instead of trying to show the superiority of a specific product, the intention was to position Sparrow in the hearts of potential customers.
Pearson hired two advertising agencies to handle this campaign, and spent a considerable time with them, discussing and developing the brief he had outlined. Once that had been agreed in detail, he left them m get on with their work. Instead of dividing responsibilities, as would normally happen when two agencies collaborate, they decided to develop a team concept, with both having equal opportunities for creative input.
Pearson also made other decisions which he believed would contribute to the new Sparrow image. He laid off 400 employees in the headquarters and company field offices, and reduced the management hierarchy. He insisted on uniformity of standards in all restaurants, and warned franchisees that if they ran untidy, unprofitable restaurants, Sparrow would dose them, or if necessary, buy them. In addition Sparrow offered to lower the rent of any franchisees who achieved a certain increase in their turnover.
These efforts paid off, and Sparrow soon became one of the most successful fast-food chains in the regions where it operates.
According to the first paragraph, what problem did Sparrow face when it was taken over？
A．Its new owners were uninterested in spending money on it.
B．Its products were too similar to those of its competitors.
C．It received few applications from potential franchisees.
D．It had a number of restaurants which were poorly situated.
M: Thank you.
F: Now, did you do lots of market research before you set up your hamburger delivery service？
M: Well, not really. But I did do some basic research to get the product itself right by giving some away to teenagers in the neighbourhood. I kept experimenting with the key ingredients until they all thought the hamburgers were great.
F: But surely German isn't traditionally a fast food market, so why did you think a hamburger home delivery service would be successful？
M: Well, I just thought that the same trends which had caused the fast-food revolution in the US were at work in German. For example, more and more women were joining the labour market, leaving them less time to shop and cook, so families were beginning to think of fast food as an attractive alternative to home cooking. The sector grew incredibly quickly in the first few years. It's a little steadier now -- still very healthy though.
F: Great ! So you must need an increasing number of staff -- but what do you look for in your managers？
M: I try to follow the American system and make sure my pe6ple get experience at all levels of the business. I don't want managers to come straight from university to the office without doing the basic jobs in the company first.
F: Fast Hamburger was floated on the Stock Exchange in 1998. Was that a success, too？
M: Yes, it was amazing!
F: Why do you think Fast Hamburger attracted so much investment？
M : I think initially it was largely because the basic theory of home delivery hamburgers was new, easy for the general public to understand, and fun. Once we were established, the shares started to take oil'. And I'm happy to say that we've been the best performer on the stock market ibr two years and profits were up again by 45% last year.
F: What background did you have, or training, to lead to this amazing success？
M: Sales basically. I started my working life as a salesman for a soap company in America. After the initial three month training period, I managed to exceed the annual target they had given me, but I was so disgusted by the tiny bonus I was offered that I resigned and joined a competitor. Ten years later, they sent me to German to run their sales and marketing operation.
F: Does any aspect of the German lifestyle. help you to promote your products？
M: Well, Germans are very keen on football, as you know, and I think you have to be constantly aware of all possible opportunities. So now, when top teams are playing, I hire extra staff to deliver hamburgers for the fans to eat while they watch .the match on television.
F: That sounds like a real winner! And what's next？
M: Well, one option I was looking at was franchising the operation but I decided I didn't want to lose control, so what I'm seriously considering now is producing frozen hamburgers and other food to sell to supermarket and restaurant chains.
F: Well, I wish you every success with that and many thanks.
？You will hear a radio interview with Keiko Waldman, the Director of Fast Hamburger, a hamburger delivery chain in Germany.
？For each question
A．taking over a well-known competitor.
B．establishing an innovative retail business.
C．gaining a reputation for high quality.
The company's name came from TTC'S vision of employees working happily and efficiently, like bees in a hive. Friendliness pervaded the organization and became one of the “Five Fs” that summed up Honeybee's philosophy. The others were flavorful food, a fun atmosphere, flexibility in catering to customer needs, and a focus on families (children flocked to the company's bee mascot whenever it appeared in public). The company's value proposition offered all of these to customers at an affordable price. The recipe of the local Filipino flavor and sound operation and management enabled the corporation to grow rapidly. Up to 1985, Honeybee had 28 chains in the Philippines.
The domestic business success of the corporation made President TTC get greatly interested in international expansion. Since 1985, Honeybee started seven chain stores respectively in Singapore, Taiwan, Brunei, and Indonesia. However, except for the four extremely successful chains in Brunei, the other three all failed in the end. The major causes for the business failure included lack of full exchange and communication among different divisions, some problems in the organizational structure, and too fast development of international business.
Honeybee had opened a large number of chains in a short period of time, but owing to limited management ability, many of these chains were unprofitable. The corporation should take the development step by step and make sure that each new chain was profitable. Only in this way could the corporation guarantee sustainable development.
&8226;Look at the notes about an enterprise.
&8226;Some information is missing.
&8226;You will hear part of a presentation by the International Manager of the company.
&8226;For each question, fill in the missing information in the numbered space, using one or two words.
&8226;You will hear the presentation twice.
Honeybee Foods Corporation
Honeybee started originally as (16) an ______ parlor
The company's name came from (17) TTC' s vision of employees working
like ______
Honeybee's philosophy (18) “______”
Up to 1985, Honeybee had (19) ______ chains in the Philippines
In its international expansion, the successful chains were in (20) ______
The chain store of Honeybee in Singapore was (21) ______
In the future Honeybee should (22) ______ step by step.
(16)
•Read the following passage about successful business executives.
•Are the sentences 16-22 "Right" or "Wrong"？ If there isn't enough information to answer "Right" or "Wrong", choose "Doesn't say".
•For each sentence (16-22), mark one letter (A, B or C) on your Answer Sheet.
Why Seeing Is Succeeding
Robert Celik of the New York Business Institute tells
There are some executives who get it right. They launch winning products, and have a feeling for what customers like and dislike. They do not depend on research or secondary information, and yet they know the market extremely well.
Take Steve Banks, developer of the best-selling personal finance software, Nicat. He had noticed how difficult it was to use existing software products, and realized there was a gap in the market. Although 51 competing packages were available when Nicat was launched, it quickly succeeded in attracting the majority of customers.
Then consider the JR oil group who learnt that a new chain of hypermarket petrol stations was overtaking its own outlets. The competitor's success was due to a higher standard of service and facilities. The oil group's managers could have discovered this by going to observe these stations for ten minutes. Instead the oil group contacted an agency to carry out more market research.
One of the institute's most striking findings is that the best business strategists see things for themselves. They do not just analyze, but get out into the field with their customers, and gain first-hand experience of their products.
Successful executives base their strategies on reliable data about their clients' requirements.
A．Right
B．Wrong
C．Doesn't say
Wal-Mart Tries to Find Its Customer
For all its success in the United States--and there is plenty of it--Wal-Mart Stores is still struggling to figure out its performance at home, where sales growth at individual stores has dropped, its customers routinely flirt with rivals like Target for clothing and its advertising has often failed to inspire.
The retailer's plans to fix the problems became clearer yesterday, when Wal-Mart executives pledged to remodel (装饰) nearly half of its United States stores over the next 18 months, beef up its marketing division and expand a bold line of clothing across much of the chain.
The changes, explained in Wal-Mart's fourth-quarter earnings announcement yesterday, threw a spotlight on the increasingly important role of one man: Eduardo Castro-Wright, the new chief of Wal-Mart's United States stores. Mr. Castro-Wright is a popular figure in the company because of his success in transforming the retailer's Mexican division into one of its most profitable units.
Mr. Castro-Wright, 51, has proved to be an aggressive innovator, overseeing a change in regional store management that will put more supervisors in the field rather than in the company's hometown of Bentonville, Ark., and encouraging experimentation, like a new pharmacy station that brings customers closer to pharmacists.
"Clearly, Wal-Mart's fortunes over the next 12 to 18 months counts on the quality of the job that Eduardo Castro-Wright does," said Robert F. Buchanan, a retail analyst at A. G. Edwards ＆ Sons. "He is the man on the hot seat."
Bill Dreher, a retail analyst at Deutsche Bank Securities, called Mr. Castro-Wright a rising star and a very strong candidate to succeed the chief executive, H. Lee Scott Jr., providing that he can fix what analysts say is broken in the United States--namely a shopping experience that Wal-Mart executives concede has become inconsistent and, at times, unpleasant because of cluttered aisles and outdated decoration.
Sales at Wal-Mart stores open for at least a year grew, on average, 3.6 percent a month in fiscal(财政的)year 2005, compared with a 5.8 percent gain for Target, according to the International Council of Shopping Centers, a trade group.
And as yesterday's earnings--or perhaps more accurately, investors' reactions--showed, managing Wal-Mart is no simple task. Profit rose 13 percent in the quarter, but Wal-Mart, the nation's largest retailer, predicted that full-year earnings would fall below Wall Street's expectations.
As a result, Wal-Mart's shares fell as much as 1.5 percent in morning trading. Shares closed down 36 cents, or less than 1 percent, at ＄45.74.
Wal-Mart said it was optimistic about 2006 despite' the financial burdens--among them higher energy prices--facing its predominantly working-class shoppers.
The company forecast full-year earnings yesterday of ＄2.88 to ＄2.95 a share, compared with analysts' estimates of ＄2.98. Wal-Mart pointed out that the Wall Street estimates did not reflect higher interest costs and share repurchases.
Mr. Scott said the retailer finished strong in its fourth quarter, which ended Jan. 31. Net income rose to ＄3.6 billion, or 86 cents a share, for the quarter, from ＄3.2 billion, or 75 cents a share, a year ago. Sales increased 8.6 percent, to ＄89 billion from ＄82 billion, but overall revenue of ＄90.1 billion was below analysts' estimates.
In a conference call this morning, Mr. Castro-Wright outlined his plan to improve the uneven shopping experience at Wal-Mart's American stores, which accounted for 67 percent of the company's ＄312 billion in annual sales last year.
Perhaps the most ambitious part of the plan is the proposed renovation of 1,800 stores over the next 18 months. The remodeling is intended to bring the chain's oldest outlets in line wi
A．Y
B．N
C．NG
