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[主观题]

The key to most businesses' success is customer satisfaction. There are two rules

for customer satisfaction. Rule 1 is that the customer is always right. Rule 2 is if the customer is ever wrong, reread Rule 1.

The best way to satisfy your customer is to provide quality products, friendly service, accurate information and keep adding value as much as possible to your products and services. Giving your customers what they need and more than they expect will lead customers to return to you.

In order to improve your service, you need to make market surveys so as to know what your customers are thinking and demanding. Then you can take actions to satisfy your customers. In this way you will stay competitive in these changing times.

1.What is the key to business success？

A.Investment

B.Good advertising

C.Customer satisfaction

2.What type of information needs to be provided？

A.Accurate information

B.Interesting information

C.Simple information

3.How to make customers return to you？

A.Making market surveys

B.Taking actions to sell more

C.Providing quality products and service

4.Why do we make market surveys？

A.To lead customers to return to us

B.To know what customers are demanding

C.To keep customers happy and satisfied

5.What happens when you keep your clients happy？

A.Your clients go to competition

B.Your business grows and improves

C.Your business stays at the same level

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更多“The key to most businesses' su…”相关的问题

第1题

（d) There is considerable evidence to suggest that as a result of implementation problems

(d) There is considerable evidence to suggest that as a result of implementation problems less than 50% of all

acquisitions achieve their objectives and actually end up reducing shareholder value.

Required:

Provide Ken with a brief report on the most likely sources of integration problems and describe the key

performance indicators he should use to measure progress towards acquisition objectives. (15 marks)

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第2题

4 At an academic conference, a debate took place on the implementation of corporate govern

ance practices in

developing countries. Professor James West from North America argued that one of the key needs for developing

countries was to implement rigorous systems of corporate governance to underpin investor confidence in businesses

in those countries. If they did not, he warned, there would be no lasting economic growth as potential foreign inward

investors would be discouraged from investing.

In reply, Professor Amy Leroi, herself from a developing country, reported that many developing countries are

discussing these issues at governmental level. One issue, she said, was about whether to adopt a rules-based or a

principles-based approach. She pointed to evidence highlighting a reduced number of small and medium sized initial

public offerings in New York compared to significant growth in London. She suggested that this change could be

attributed to the costs of complying with Sarbanes-Oxley in the United States and that over-regulation would be the

last thing that a developing country would need. She concluded that a principles-based approach, such as in the

United Kingdom, was preferable for developing countries.

Professor Leroi drew attention to an important section of the Sarbanes-Oxley Act to illustrate her point. The key

requirement of that section was to externally report on – and have attested (verified) – internal controls. This was, she

argued, far too ambitious for small and medium companies that tended to dominate the economies of developing

countries.

Professor West countered by saying that whilst Sarbanes-Oxley may have had some problems, it remained the case

that it regulated corporate governance in the ‘largest and most successful economy in the world’. He said that rules

will sometimes be hard to follow but that is no reason to abandon them in favour of what he referred to as ‘softer’

approaches.

(a) There are arguments for both rules and principles-based approaches to corporate governance.

Required:

(i) Describe the essential features of a rules-based approach to corporate governance; (3 marks)

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第3题

Last year, my classmate Jane and I graduated from an ordinary normal university. Like most

of the students who had just stepped out of university, we had to【21】. The first tough test——job hunting to【22】a passport to society. And the most【23】part was the job interview. The【24】was very fierce. Dozens of my classmates, Jane【25】, sent our resumes(简历) to a key middle school for a teaching post, making the chance of success as low as 1 to 20.

Before the job interview, I【26】through preparations, including a formal suit, a new ly-done hair, a few【27】on job interviews, and even some ancient Chinese poems【28】I encountered a learned interviewer. On that day everything went off【29】. I answered all the questions fluently. I felt very【30】. Jane was still there waiting for her turn. I made a "V"【31】to her. She smiled at me, looking a little worried. I【32】she was not as eloquent(雄辩的) as, I a week later, all of us received letters of【33】. Another week later, guess what happened! She got the job!【34】congratulating her, I asked her how she got it. She said, "I did【35】, I just wrote them a note of thanks after receiving the letter of refusal." Only then【36】I realize why all the applicants(应有者) has received the same letters and that was also a part of the【37】.

Only a note of thanks, but that was what made all the difference. This experience【38】me a good lesson, that, is【39】excellent you are, you should never forget the【40】manners of saying "thank you".

(41)

A．look through

B．live through

C．go through

D．go on

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第4题

AlphaGo’s victory over Go（围棋 )champion Lee Se-dol reportedly shocked artificial intelli

AlphaGo’s victory over Go(围棋 )champion Lee Se-dol reportedly shocked artificial intelligence experts, who thought such an event was 10 to 15 years away. But if the timing was a surprise, the outcome was not. On the contrary, it was inevitable and entirely foreseeable.

Playing complex games is precisely what computers do supremely well. Just as they beat the world champions at checkers(跳棋)and then chess, they were destined to beat the champion at Go. Yet I don’t believe, as some do, that human defeats like this one presage an era of mass unemployment in which awesomely able computers leave most of us with nothing to do. Advancing technology will profoundly change the nature of high-value human skills and that is threatening, but we aren’t doomed.

The skills of deep human interaction, the abilities to manage the exchanges that occur only between people, will only become more valuable. Three of these skills stand out: The first, the foundation of the rest, is empathy, which is more than just feeling someone else’s pain. It’s the ability to perceive what another person is thinking or feeling, and to respond in an appropriate way.

The second is creative problem-solving in groups. Research on group effectiveness shows that the key isn’t team cohesion or motivation or even the smartest member’s IQ; rather, it’s the social sensitivity of the members, their ability to read one another and keep anyone from dominating.

The third critical ability, somewhat surprisingly, is storytelling, which has not traditionally been valued by organizations. Charts, graphs and data analysis will continue to be important, but that’s exactly what technology does so well. To change people’s minds or inspire them to act, tell them a story.

These skills, though basic to our humanity, are fundamentally different from the skills that have been the basis of economic progress for most of human history, logic, knowledge and analysis, which we learned from textbooks and in classrooms. By contrast, the skills of deep human interaction address the often irrational reality of how human beings behave, and we find them not in textbooks but inside ourselves. As computers master ever more complexity, that’s where we’ll find the source of our continued value.

According to the author, AlphaGo’s victory_____.

A.could have happened earlier

B.came as a pleasant surprise

C.was an expected result

D.was more a matter of luck

The word “presage”(Para. 2) is closest in meaning to“ _____”.A.survive

B.suffer

C.invent

D.predict

Which of the following is the most fundamental to human interaction？A.Social sensitivity of group members to understand each other.

B.Strong ability to share people’s feelings and respond.

C.Team spirit to make sure that everyone is involved.

D.Inspirational storytelling to motivate people to act.

According to the author, the skills of deep human interaction .A.are the source of true human values in the future

B.can work with knowledge to make the world better

C.are similar to the skills of human logic and analysis

D.can be learned from textbooks and in classrooms

What is the author’s attitude towards the human future in the face of technology？A.Unclear

B.Confused

C.Worried

D.Optimistic

请帮忙给出每个问题的正确答案和分析，谢谢！

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第5题

How can a company improve its sales？ One of the keys to more effective selling is for a co

mpany to first decide on its "sales strategy." In other words, what is the role of the sales person？ Is the salesperson's job narrative, suggestive, or consultative？

The "narrative" sales strategy depends on the salesperson moving quickly into a standard sales presentation. His or her pitch highlights the benefits for the customer of a particular product or service. This approach is most effective for customers whose buying motives are basically the same and is also well suited to companies who have a large number of prospects (可能的主顾) on which to call.

The "suggestive" approach is tailored more for the individual customer. The salesperson must be in a position to offer alternative recommendations that meet a particular customer's needs. One key aspect of the suggestive approach is the need for the salesperson to engage the buyer in some sort of discussion. The salesperson can then use the information gleaned from the customer to suggest an appropriate product or service.

"We tell our salespeople to be like wine stewards," says Mindy Sahlawannee, a corporate sales trainer, "the wine steward first checks to see what food the customer has ordered and then opens by suggesting the wine that best complements the dish. Most companies who use a narrative strategy should be using a suggestive strategy. Just like you can't drink red wine with every dish, you can't have one sales recommendation to suit all customers."

The final strategy demands that a company's sales staff act as "consultants" for the buyer. In this role, the salesperson must acquire a great deal of information about the customer. They do this through market research, surveys, and face-to-face discussions. Using this information, the salesperson makes a detailed presentation tailored specifically to a customer's needs.

"Good sales 'consultants'," says Alan Goldfarb, president of Ad Pro, Inc., "are the people who use a wide range of skills including probing, listening, analysis, and persuasiveness. The best sales 'consultants', however, are the ones who can 'think outside the box' and use their creativity to present a product and close the sale. The other skills you can teach. Creativity is innate. It's something we look for in every employee we hire."

More and more sales teams are switching from a narrative or suggestive approach to a more consultative strategy. As a result, corporations are looking more at intangibles such as creativity and analytical skills and less at educational background and technical skills.

"The next century will be about meeting individual customer needs," says Goldfarb, "the days of one size fits all are over."

The major difference between narrative sales and suggestive sales is that

A．the former highlights the benefits while the latter emphasize the function of the product

B．the former uses more prepared information, the latter has to get ready for unexpected information

C．the former involves no discussion while the latter involves discussion a lot

D．the former is effective in creating demand, the latter is effective in satisfying existing demand

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第6题

2 David Gould set up his accounting firm, providing accounting services to small businesse

s, in 2001. Within three

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)

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第7题

An article in Scientific America has pointed out that empirical research says that, actual

ly, you think you’re more beautiful than you are. We have a deep-seated need to feel good about ourselves and we naturally employ a number of self-enhancing strategies to research into what the call the “above average effect”, or “illusory superiority”, and shown that, for example, 70% of us rate ourselves as above average in leadership, 93% in driving and 85% at getting on well with others—all obviously statistical impossibilities.

We rose tint our memories and put ourselves into self-affirming situations. We become defensive when criticized, and apply negative stereotypes to others to boost our own esteem, we stalk around thinking we’re hot stuff.

Psychologist and behavioral scientist Nicholas Epley oversaw a key studying into self-enhancement and attractiveness. Rather that have people simply rate their beauty compress with others, he asked them to identify an original photogragh of themselves’ from a lineup including versions that had been altered to appear more and less attractive. Visual recognition, reads the study, is “an automatic psychological process occurring rapidly and intuitively with little or no apparent conscious deliberation”. If the subjects quickly chose a falsely flattering image- which must did- they genuinely believed it was really how they looked. Epley found no significant gender difference in responses. Nor was there any evidence that, those who self-enhance the must (that is, the participants who thought the most positively doctored picture were real) were doing so to make up for profound insecurities. In fact those who thought that the images higher up the attractiveness scale were real directly corresponded with those who showed other makers for having higher self-esteem. “I don’t think the findings that we having have are any evidence of personal delusion”, says Epley. “It’s a reflection simply of people generally thinking well of themselves’. If you are depressed, you won’t be self-enhancing. Knowing the results of Epley ‘s study,it makes sense that why people heat photographs of themselves Viscerally-on one level, they don’t even recognise the person in the picture as themselves, Facebook therefore ,is a self-enhancer’s paradise,where people can share only the most flattering photos, the cream of their wit ,style. ,beauty, intellect and lifestyle. it’s not that people’s profiles are dishonest,says catalina toma of Wiscon—Madison university ,”but they portray an idealized version of themselves.

According to the first paragraph, social psychologist have found that ______ .

A.our self-ratings are unrealistically high

B.illusory superiority is baseless effect

C.our need for leadership is unnatural

D.self-enhancing strategies are ineffective

Visual recognition is believed to be people’s______ .A.rapid watching

B.conscious choice

C.intuitive response

D.automatic self-defence

Epley found that people with higher self-esteem tended to______ .A.underestimate their insecurities

B.believe in their attractiveness

C.cover up their depressions

D.oversimplify their illusions

The word “Viscerally”(Line 2,para.5) is closest in meaning to_____.A.instinctively

B.occasionally

C.particularly

D.aggressively

It can be inferred that Facebook is self-enhancer’s paradise because people can _____.A.present their dishonest profiles

B.define their traditional life styles

C.share their intellectual pursuits

D.withhold their unflattering sides

请帮忙给出每个问题的正确答案和分析，谢谢！

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第8题

根据下列文章，回答36～40题。 It never rains but it pours. Just as bosses andboards have fina

lly sorted out their worst accounting and compliance troubles，and improved their feeble corporation governance， a new problem threatens toearn them- especially in America-the sort of nasty headlines that inevitablylead to heads rolling in the executive suite： data insecurity. Left， until now，to odd， low-level IT staff to put right， and seen as a concern only of data-richindustries such as banking， telecoms and air travel， information protection isnow high on the boss's agenda in businesses of every variety.

Several massive leakages of customer and employee data this year- fromorganizations as diverse as Time Warner， the American defense contractor ScienceApplications International Corp and even the University of California.Berkeley-have left managers hurriedly peering into their intricate 11 systemsand business processes in search of potential vulnerabilities.

“Data is becoming an asset which needs no be guarded as much as any otherasset.” says I am Mendelson of Stanford University's business school “Theability guard customer data is the key to market value， which the board isresponsible for on behalf of shareholders” Indeed， just as there is the conceptof Generally Accepted Accounting Principles （GAAP）. perhaps it is time for GASP.Generally Accepted Security Practices， suggested Eli Noam of New York's ColumbiaBusiness School. “Setting the proper investment level for security， redundancy，and recovery is a management issue， not a technical one.” he says.

The mystery is that this should come as a surprise to any boss. Surely itshould be obvious to the dimmest exccutive that trust， that most valuable ofeconomic assets， is easily destroyed and hugely expensive to restore-and thatfew things are more likely to destroy trust than a company letting sensitivepersonal data get into the wrong hands.

The current state of affairs may have been encouraged-though notjustified-by the lack of legal penalty （in America， but not Europe） for dataleakage. Until California recently passed a law. American firms did not have totell anyone， even the victim， when data went astray， I hat may change fast lotsof proposed data-security legislation now doing the rounds in Washington. D．C．Meanwhile. the theft of information about some 40 million credit-card accountsin America， disclosed on June 17th. overshadowed a hugely important decision aday earlier by America's Federal Trade Commission （FTC） that puts corporateAmerica on notice that regulators will act if firms fail to provide adequatedata security.

第36题：The statement： “It never rainsbut it pours” is used to introduce

A．the fierce businesscompetition.

B．the feeble boss-board relations

C．the threat fromnews reports.

D．the severity of data leakage.

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第9题

S/KEY协议的优缺点有哪些？

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第10题

2 Good Sports Limited is an independent sports goods retailer owned and operated by two pa

rtners, Alan and Bob. The

sports retailing business in the UK has undergone a major change over the past ten years. First of all the supply side

has been transformed by the emergence of a few global manufacturers of the core sports products, such as training

shoes and football shirts. This consolidation has made them increasingly unwilling to provide good service to the

independent sportswear retailers too small to buy in sufficiently large quantities. These independent retailers can stock

popular global brands, but have to order using the Internet and have no opportunity to meet the manufacturer’s sales

representatives. Secondly, UK’s sportswear retailing has undergone significant structural change with the rapid growth

of a small number of national retail chains with the buying power to offset the power of the global manufacturers.

These retail chains stock a limited range of high volume branded products and charge low prices the independent

retailer cannot hope to match.

Good Sports has survived by becoming a specialist niche retailer catering for less popular sports such as cricket,

hockey and rugby. They are able to offer the specialist advice and stock the goods that their customers want.

Increasingly since 2000 Good Sports has become aware of the growing impact of e-business in general and e-retailing

in particular. They employed a specialist website designer and created an online purchasing facility for their

customers. The results were less than impressive, with the Internet search engines not picking up the company

website. The seasonal nature of Good Sports’ business, together with the variations in sizes and colours needed to

meet an individual customer’s needs, meant that the sales volumes were insufficient to justify the costs of running

the site.

Bob, however, is convinced that developing an e-business strategy suited to the needs of the independent sports

retailer such as Good Sports will be key to business survival. He has been encouraged by the growing interest of

customers in other countries to the service and product range they offer. He is also aware of the need to integrate an

e-business strategy with their current marketing, which to date has been limited to the sponsorship of local sports

teams and advertisements taken in specialist sports magazines. Above all, he wants to avoid head-on competition

with the national retailers and their emphasis on popular branded sportswear sold at retail prices that are below the

cost price at which Good Sports can buy the goods.

Required:

(a) Provide the partners with a short report on the advantages and disadvantages to Good Sports of developing

an e-business strategy and the processes most likely to be affected by such a strategy. (12 marks)

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