题目内容
（请给出正确答案）
What has Volvo developed？
A．The same detection system mentioned in the previous paragraph.
B．A breathalyzer attached to a car's seat belt.
C．A smart car seat belt.
D．An intelligent engine.
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更多“What has Volvo developed？A．The…”相关的问题
What has Volvo developed？
A. The same detection system mentioned in the previous paragraph．
B. A breathalyzer attached to a car’S seat belt．
C. A smart car seat belt．
D. An intelligent engine．
From the second paragraph, we can know that______.
A．Ford has no intention to acquire Sweden's Volvo
B．Ford is actively preparing for the merger with Volvo
C．Ford is negotiating detailed terms of the merger with Volvo
D．Ford has made economic preparation for possible acquisitions
All the following statements are TRUE except that______.
A．stronger materials will be developed to withstand serious earthquakes.
B．seismic engineering has been greatly improved in the past years.
C．it won't be long before earthquakes can be predicted accurately.
D．something unpredictable may still happen beyond the expectations of the seismologist.
From the second paragraph, we can know that ______.
A．Ford has no intention to acquire Sweden's Volvo
B．Ford is actively preparing for the merger with Volvo
C．Ford is negotiating detailed terms of the merger with Volvo
D．Ford has made economic preparation for possible acquisitions
What does Girsky think about Ford's possible merger with Volvo？
A．Practical at an appropriate cost.
B．Impossible due to the high price.
C．Necessary at all cost.
D．Unwise regardless of the cost.
Ford's board meeting was to be held in Dearborn, the Detroit suburb where Ford is headquartered. Chief spokesman Vaughn Koshkarian declined to comment on the agenda or the Volvo rumors. President Jac Nasser, speaking at an industry conference Tuesday night, also declined to say where Ford was negotiating with Volvo. But Nasser again said Ford was open to using its more than $ 20 billion cash reserve to expand the company's global reach.
Last year's acquisition of Chrysler by Daimler-Benz led to a panic of talks among automakers looking to strengthen their position in an industry beset (困扰) with too much production capacity worldwide. The conventional wisdom is that smaller automakers will be ill-equipped to compete in the 21st century as the industry becomes dominated by several international automakers.
Volvo, one of the world's smaller automakers, produces less than 500,000 vehicles annually. Last year it sold 100,227 cars in the United States, one of its largest markets. Ford reportedly has been courting Nissan Motor which is in debt as well, and turned down an offer last month for a 20% share in the Japanese automaker. Ford also lost in bidding late last year for financially troubled Kia Motors of Korea.
Analysts (分析家) say Ford and Volvo are a better fit. "The Volvo thing is more practical than anything else," said analyst David Healy of Burnham Securities. "Ford, which is becoming good at cost-effectively developing a variety of very different cars with the same basic chassis (底盘) and major parts, could help Volvo expand its product line," Girsky said. "If you could bring a premium price," he said, "Ford has similarly expanded Jaguar's vehicle line since it bought the British Luxury automaker in 1989."
Girsky, however, does not expect Ford to overbid for Volvo. "They had every opportunity in the world to buy Kia Motors and they walked away from it because the price got too high," he said. "I don't think Ford needs Volvo; it would be nice to have Volvo, but only at the right price."
The widespread concern over the possible merger is caused by______.
A．the Thursday board meeting of Ford Motor
B．a report about Volvo's exploration of a sale
C．the unfriendly relationship between Ford and Volvo
D．the stock changes in Wall Street investment bank
M: Thanks.
W: First question: is building a brand any different today than it was 20 or 50 years ago because advertising media have changed？
M: In many ways, I don't think it is. (19)You've got to represent what that brand really is, and that doesn't change because the media changes.
W: You always tell the advertising managers not to forget that the consumer is the boss. Why is that？
M: When new chief marketing officers come in, they want to put their own stamp on things. (19)They'll make changes that might not necessarily be the essence of the brand. That is wrong.
W: Give an example, please.
M: Take an example from brands of ears. Volvo is safety. Every once in a while the Volvo officers want their cars to be known as beautiful or sporty. But that's not what people think. People think, "No, Volvo is safety. "
W: What is your suggestion to this？
M: (20)You have to be consistent in your brand building through all the media that you use, whether it's the Internet, traditional advertising, word of mouth, conferences or product placements.
W: The brand competition is now on the fire, what's your suggestion？
M: (21)The best way is to position your brands to be different from another. You need to avoid having brands represent the same thing, and consumers are not able to figure out which brand is which.
(20)
A．Advertising media.
B．Advertising.
C．Essence of branding.
D．Essence of the product.
Japanese Car Keeps Watch for Drunk Drivers
A concept car developed by Japanese Company Nissan has a breathalyzer-like detection system and other instruments that could help keep drunk or over-tired drivers off the road.
The car's sensors check odors inside the car and monitor a driver's sweat for traces of alcohol. An in-car computer system can issue an alert or even leek up the ignition system if the driver seems over-the-limit. The air odor sensors are fixed firmly and deeply in the driver and passenger seats, while a detector in the gear-shift knob measures perspiration from the driver's palm.
Other carmakers have developed similar detection systems. For example, Sweden's Volvo has developed a breathalyzer attached to a car's seat belt that drivers must blow into before the engine will start.
Nissan's new concept vehicle also includes a dashboard-mounted camera that tracks a drivers alertness by monitoring theft eyes. It will sound an alarm and issue a spoken warning in Japanese or English if it judges that the driver needs to pull over and rest.
The car technology is still in development, but general manager Kazuhiro Doi says the combination of different detection systems should improve the overall effectiveness of the technology. "For example, if the gear-shift sensor was bypassed by a passenger using it instead of the driver, the facial recognition system would still be used," Doi says. Nissan has no specific timetable for marketing the system, but aims to use technology to cut the number of fatalities involving its vehicles to half 1995 levels by 2015.
The car's seat belt can also tighten if drowsiness is detected, while an external camera checks that the car is keeping to its lane properly. However, Doi admits that some of the technology, such as the alcohol odor sensor, should be improved. "If you drink one beer, it's going to register, so we need to study what's the appropriate level for the system to activate," he says.
In the UK, some research groups are using similar advanced techniques to understand driver behavior. and the effectiveness of different road designs.
Which of the following statements is NOT true of the Japanese concept car？
A．It has a sensor system that could issue a warning if the driver is drank.
B．It has sensors that detect traces of alcohol inside the car.
C．It has sensors locked up in the ignition system.
D．It has a breathalyzer-like detection system.
A.consider
B.conceive
C.make
D.control
？Read the following extract from an article about Over-Capacity in the Car Business.
？For each question 15—20, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.
Since the days of Henry Ford's dominance of the car market in the 1920s up to the present day, the car industry has continued to grow. Some companies, such as British Leyland, failed to survive the turbulent business world of the 1970s despite being government-owned. During the 1960s and 1970s, as growth in profit became more difficult to achieve due to increased competition, mainly from the Japanese, the industry turned to efficient production methods in order to create a competitive advantage. However, once all the major players in the industry had become as efficient as possible, developing a cost advantage was more difficult to achieve. In addition, car companies from Asia, such as Daewoo, Samsung and Kia, have developed cheaper, more affordable alternatives for the discerning western buyers. Such car companies are part-funded by their respective governments but enjoy considerably lower labor costs.
Increasing productive capacity has led to car companies aiming to use economies of scale as the main way of reducing cost, although this has unfortunately led to businesses having surplus capacity. This spare capacity occurs when the industry as a whole expands ahead of, or in anticipation of, a growth in customer demand. Such growth in capacity has meant that supply outstrips demand by some 30%, i.e., car companies could cut back on their capacity levels by 30%, and still meet all customer demands.
The result has been a series of joint agreements and mergers between car companies, with a view to either using capacity, or losing capacity altogether by selling off parts of a business. The other problem is the high cost of developing new vehicles: the standard response to the high cost is to either rejuvenate or re-launch old vehicles with new technology. But there are enough companies developing new models that any business, which does not, stands to lose out. The main fear in the car industry is over-capacity—experts predict that by 2001, the industry may produce 23 million cars more than it can sell!
In 1998 there was a spate of company mergers—e.g. In January 1999, Ford paid ￡4 billion for Volvo's car division; Volvo claimed that it needed economies of scale, allowing it to focus on buses, engines and aerospace and to acquire shares in two major truck-making businesses. Ford intended to distribute Volvos with its own cars and hoped to use Volvo's reputation for technological excellence to develop new cars, using common research platforms to save money.
Renault, on the other hand, announced a joint agreement with Nissan, the debt-ridden Japanese company, to purchase a 37% stake. For Renault, the problem was not over-capacity, but rather the lack of product range. Renault was 44% owned by the French government, which obviously wanted to protect one of its major companies and wealth creators. However, Renault had concentrated its major marketing effort on domestic demand in France; as the domestic market fell, profit tumbled. The expiry in 1999 of the "gentlemen's agreement" which limited car sales from Japan was probably the main reason for teaming up with Nissan. Nissan, however, had borrowed approximately ￡15 billion in order to expand its productive capacity and had lost money in six of the last seven years. One estimate put 1998's losses at nearly ￡1 billion. The cost savings for both companies are not likely to occur until 2002, resulting mainly from purchasing economies of scale. Renault seems to have got caught between the large manufacturers who achieve economies of scale and the smaller specialist manufacturers.
During the 1960s and 1970s, in order to create a competitive advantage, the car industry turned to
A．economies of scale.
B．efficient production methods.
C．surplus capacity.
D．joint agreement and mergers.
