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Typically, a business card may not include（)
A.work unit
B.giver’s name
C.giver’s salary
D.giver’s contact information
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题目内容
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A.work unit
B.giver’s name
C.giver’s salary
D.giver’s contact information
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更多“Typically, a business card may…”相关的问题
A.bureaucratic
B.strategic
C.market
D.clan
E.traditional
years his fee income was in excess of ￡100K a year and he had nearly 100 clients most of whom had been gained
through word of mouth. David recognised that these small or micro businesses, typically employing ten or fewer
people, were receiving less than satisfactory service from their current accountants. These accounting firms typically
had between five and ten partners and operated regionally and not nationally. Evidence of poor service included
limited access to their particular accountant, poor response time to clients’ enquiries and failure to identify
opportunities to save clients money. In addition bad advice, lack of interest in business development opportunities for
the client and poor internal communication between the partners and their staff contributed to client dissatisfaction.
David has deliberately kept the costs of the business down by employing three part-time accountants and relying on
his wife to run the office.
David had recently met Ian King who ran a similar sized accounting firm. The personal chemistry between the two
and complementary skills led to a partnership being proposed. Gould and King Associates, subject to securing the
necessary funding, is to be launched in September 2006. David is to focus on the business development side of the
partnership and Ian on the core services provided. Indicative of their creative thinking is David’s conviction that
accounting services are promoted very inadequately with little attempt to communicate with clients using the Internet.
He is also convinced that there are real opportunities for the partnership to move into new areas such as providing
accountancy services for property developers, both at home and abroad. Ian feels that the partnership should set up
its own subsidiary in India, enjoying the benefits of much cheaper accountancy staff and avoiding the costs and
complications of outsourcing their core accounting services. Ian sees fee income growing to ￡2 million in five years’
time.
David has been asked by his bank to provide it with a business plan setting out how the partnership intends to grow
and develop.
Required:
(a) Write a short report for David giving the key features that you consider to be important and that you would
expect to see in the business plan for the Gould and King partnership that David has to present to his bank.
(12 marks)
(1) Life can be tough for immigrants in America. As a Romanian bank clerk in Atlanta puts it, to find a good job “you have to be like a wolf in the forest – able to smell out the best meat.” And if you can’t find work, don’t expect the taxpayer to bail you out. Unlike in some European countries, it is extremely hard for an able-bodied immigrant to live off the state. A law passed in 1996 explicitly bars most immigrants, even those with legal status, from receiving almost any federal benefits. (2) That is one reason why America absorbs immigrants better than any other rich countries, according to a new study by the University of California. The researchers sought to measure the effect of immigration on the native-born in 20 rich countries, taking into account differences in skills between immigrants and natives, imperfect labor markets and the size of the welfare state in each country. (3) Their results offer ammunition for fans of more open borders. In 19 out of 20 countries, the authors calculated that shutting the doors entirely to foreign workers would make the native-born worse off. Never mind what it would do to the immigrants themselves, who benefit far more than anyone else from being allowed to cross borders to find work. (4) The study also suggests that most countries could handle more immigration than they currently allow. In America, a one-percentage point increase in the proportion of immigrants in the population made the native-born 0.05% better off. The opposite was true in some countries with generous or ill-designed welfare states, however. A one-point rise in immigration made the native-born slightly worse off in Austria, Belgium, Germany, Luxembourg, the Netherlands, Sweden and Switzerland. In Belgium, immigrants who lose jobs can receive almost two-thirds of their most recent wage in state benefits, which must make the hunt for a new job less urgent. (5) None of these effects was large, but the study undermines the claim that immigrants steal jobs from native or drag down their wages. Many immigrants take jobs that Americans do not want, the study finds. This “smooths” the labor market and ultimately creates more jobs for locals. Native-owned grocery stores do better business because there are immigrants to pick the fruit they sell. Indian computer scientists help American software firms expand. A previous study found that because immigrants typically earn less than locals with similar skills, they boost corporate profits, prompting companies to grow and hire more locals. 1. Increase in immigration in Austria fails to improve locals’ life mainly because of ________.
A、low wages for locals
B、imperfect labor markets
C、the design of the welfare system
D、inadequate skills of immigrants
carbon “footprint”.That footprint reflects the amount of carbon dioxide that is emitted(排放)into the atmosphere as a result of someone’s daily activities.Carbon footprints tend to be low for city dwellers(城镇居民).Living in a suburb outside a city, however, can turn that footprint into a bootprint.
Energy researchers Christopher Jones and Daniel Kammen calculated carbon footprints for people in every zip code across the United States.People living in city centers had small footprints, the researchers found.“It is much easier to have a low carbon impact if your home is close to where you work, shop and play,” explains Jones.Living within walking or biking distance cuts back on the amount of carbon dioxide associated with moving people by cars.And cities with extensive bus and subway networks allow people to travel great distances while keeping releases of climate-altering greenhouse gases low.
Not everyone can afford to live in the city, however.And not everyone wants to.Rings of suburbs have popped up around major cities across the world.Suburbs offer more space, allowing people to build larger homes.Suburbs may offer better schools for a family’s kids.But those homes are typically well beyond walking distance from where their owners work, play or learn.So people who live in suburbs often drive long distances.
The new findings are an important contribution to climate research, says Matthew Kahn, an environmental economist at the University of California, who was not involved with the study.Kahn would like to see the analysis applied to other parts of the world — Europe, India and China, for instance.That would give scientists a better feel for how culture might mix with location to influence our carbon footprints.
21.“Footprint” refers to the amount of carbon dioxide released by ______.
A.an industry
B.an individual
C.a region
D.a country
22.What is the new finding concerning the footprints of people living in cities and those living in suburbs？()
A.The two are not at all comparable
B.The former are higher than the latter
C.The latter are higher than the former
D.The former are similar to the latter
23.What is the key factor mentioned to explain the new findings？()
A.Distance travelled by cars
B.Spending habits
C.Size of families
D.Attitude towards energy saving
24.What does Matthew Kahn think of the new findings？()
A.He is confused by the mixed messages
B.He thinks highly of them
C.He can easily understand them
D.He doubts their validity
25.What is the purpose of the author in writing the passage？()
A.To call on people to reduce carbon footprints
B.To offer tips on how to live a low-carbon life
C.To clear up misunderstandings about carbon emission
D.To introduce the research on carbon footprints
Europeans looking to buy new homes and apartments in the coastal regions of Mediterranean Spain. His frequent
contact with property buyers has made him aware of their need for low cost hotel accommodation during the lengthy
period between finding a property to buy and when they actually move into their new home. These would-be property
owners are looking for inexpensive hotels in the same locations as tourists looking for cheap holiday accommodation.
Closer investigation of the market for inexpensive or budget hotel accommodation has convinced Ramon of the
opportunity to offer something really different to his potential customers. He has the advantage of having no
preconceived idea of what his chain of hotels might look like. The overall picture for the budget hotel industry is not
encouraging with the industry suffering from low growth and consequent overcapacity. There are two distinct market
segments in the budget hotel industry; firstly, no-star and one-star hotels, whose average price per room is between
30 and 45 euros. Customers are simply attracted by the low price. The second segment is the service provided by
two-star hotels with an average price of 100 euros a night. These more expensive hotels attract customers by offering
a better sleeping environment than the no-star and one-star hotels. Customers therefore have to choose between low
prices and getting a poor night’s sleep owing to noise and inferior beds or paying more for an untroubled night’s sleep.
Ramon quickly deduced that a hotel chain that can offer a better price/quality combination could be a winner.
The two-star hotels typically offer a full range of services including restaurants, bars and lounges, all of which are
costly to operate. The low price budget hotels offer simple overnight accommodation with cheaply furnished rooms
and staffed by part-time receptionists. Ramon is convinced that considerable cost savings are available through better
room design, construction and furniture and a more effective use of hotel staff. He feels that through offering hotel
franchises under the ‘La Familia Amable’ (‘The Friendly Family’) group name, he could recruit husband and wife teams
to own and operate them. The couples, with suitable training, could offer most of the services provided in a two-star
hotel, and create a friendly, family atmosphere – hence the company name. He is sure he can offer the customer twostar
hotel value at budget prices. He is confident that the value-for-money option he offers would need little marketing
promotion to launch it and achieve rapid growth.
Required:
(a) Provide Ramon with a brief report, using strategic models where appropriate, showing where his proposed
hotel service can add value to the customer’s experience. (12 marks)
Conventional computer models of the atmosphere have limited value in predicting short lived local storms like the Edmonton tornado, because the available weather data are generally not detailed enough to allow computers to study carefully the subtle atmospheric changes that come before these storms.In most nations, for example, weather – balloon observations are taken just once every twelve hours at locations typically separated by hundreds of miles.With such limited data, conventional forecasting models do a much better job predicting general weather conditions over large regions than they do forecasting specific local events.
Until recently, the observation intensive approach needed for accurate, very short – range forecasts, or “Nowcasts,” was not feasible.The cost of equipping and operating many thousands of conventional weather stations was extremely high, and the difficulties involved in rapidly collecting and processing the raw weather data from such a network were hard to overcome.Fortunately, scientific and technological advances have overcome most of these problems.Radar systems, automated weather instruments, and satellites are all capable of making detailed, nearly continuous observation over large regions at a relatively low cost.Communications satellites can transmit data around the world cheaply and instantaneously, and modern computers can quickly compile and analyze this large volume of weather information.Meteorologists and computer scientists now work together to design computer programs and video equipment capable of transforming raw weather data into words, symbols, and vivid graphic displays that forecasters can interpret easily and quickly.As meteorologists have begun using these new technologies in weather forecasting offices, Nowcasting is becoming a reality.
11.The word “exceeded” in paragraph I most probably means ____________.
A.added up toB.were more than
C.were about D.were less than
12.Conventional computer models of the atmosphere fails to predict such a short – lived tornado because ______________.
A.the computer is not used to forecast specific local events
B.the computers are not advanced enough to predict it
C.the weather data people collect are often wrong
D.weather conditions in some small regions are not available
13.According to the passage, the word “Nowcast” (paragraph 3) means _______________.
A.a way of collecting raw weather data
B.a forecast which can predict the weather conditions in the small area in an accurate way
C.a network to collect instant weather data
D.a more advanced system of weather observation
14.According to the passage, ___________ is the key factor to making “Nowcasts” a reality.
A.scientific and technological advances such as radar, or satellites
B.computer scientist
C.meteorologists
D.advanced computer programs
15.According to the author, the passage mainly deals with ________________.
A.a tornado in Edmonton, Alberta
B.what’s a “Nowcast”
C.the disadvantage of conventional computer models of the weather forecast
D.a breakthrough in weather forecast
ago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the group
and achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases branded
goods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed to
serve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehouses
should be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopper
places orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements are
still in place. Perfect Shopper has no branded goods of its own.
Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirements
of the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,
sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialist
haulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts with
suppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed that
franchisees saved an average of 10% on the prices they would have paid if they had purchased the products directly
from the manufacturer or from an intermediary – such as cash and carry wholesalers.
As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:
(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either using
specialist leaflet distributors or loosely inserted into local free papers or magazines.
(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopper
slogan ‘the nation’s local’.
(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.
Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not an
exclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, such
as vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks to
franchisees using a standing order for products agreed between the franchisee and their Perfect Shopper sales
representative at a meeting they hold every three months. Variations to this order can be made by telephone, but only
if the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing order
requirements until the next meeting with their representative.
Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report that
showed increasing discontent amongst franchisees. The following issues were documented.
(i) The need to continually review prices to compete with supermarkets
(ii) Low brand recognition of Perfect Shopper
(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)
As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexamine
the supply chain, to see if there are opportunities for addressing some of its problems.
Required:
(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)
