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A、R&D department
B、marketing departmet
C、quality control department
D、training department
•For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Problems Potential Exporters Are Facing
Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise. It may not be able to take this crucial first step without qualified outside guidance.
Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.
Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed.
Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms, too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.
If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.
Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.
In the first paragraph, the writer su
A．get professional advice.
B．study international marketing.
C．identify the most profitable markets.
D．have different objectives to other exporters.
I'm Michael Bush, Managing Director of Hoogle Engineering. I am pleased to welcome you here to our website and I'd like to tell you a little about the company and its organization. Hoogle Engineering was set up in 1960. It was divided into several departments at that time, such as the sales department, marketing department, and production department. Lots of managers were employed to manage it all.
Fortunately things are different now. Sixty people are employed by Hoogle and communication between departments is considered to be one of the most important aspects of the business. The market is global so we need to make contact with customers worldwide, not just locally.
But in the old days we were all in different departments and never spoke to each other. We had a tall structure. Traditionally we had people at the first level on the shop floor, manufacturing products according to the instructions which they were given. Then you had a supervisory level of people who supervised them every day. Then you moved up to the middle management, who were doing the tasks of getting new business, and then you had the senior management team, and then you had the board, who decided the business strategy. So there were a lot of levels in the company in the old days actually.
The structure today is that we form. teams within teams to place people who can manufacture a product. Each team has members that can manufacture different products. The actual teams now are self-managing, so we don't even have team leaders. You've got the teams, and then you've got two people, only two people, who are what you think of as management. This is generally called flat structure.
21. Hoogle Engineering was set up in().
A. the nineteenth century
B. the twentieth century
C. the twenty first century
22. There are many different()of management in a tall structure.
A. kinds
B. levels
C. functions
23. People in a flat structure usually work in().
A. departments
B. families
C. teams
24. All of the following statements are true according to the passage EXCEPT that().
A. communication in the company is becoming more and more important
B. the author thinks the two structures have the same functions
C. there are more individual responsibilities in the flat structure
25. The best title for the passage is().
A. Organization Structure in Hoogle Engineering
B. History of Hoogle Engineering
C. Success in Hoogle engineering
•Choose the best word to fill each gap from A, B, C or D on the opposite page.
•For each question 19-33, mark one letter (A, B, C or D) on your Answer Sheet.
Benefits of Business Intelligence
One of the most effective uses of business intelligence is within the enterprise, disseminating key business metrics to knowledge workers and information stakeholders at every level. The benefits of business intelligence, however, (19) beyond the walls of the enterprise.
Customers can (20) from the sharing of information like how effective the company has been in meeting delivery (21) and product quality objectives. Perhaps more importantly, providing (22) to this information sends a powerful (23) to the customer base that the company will live up to its (24) .
Business intelligence can help improve the performance levels of suppliers by providing them with metrics such as competitiveness of bids, ease of (25) , timeliness of delivery, accuracy of invoicing or any other important (26) Providing suppliers these (27) typically creates for them powerful (28) to improve performance where (29) .
Effective business intelligence solutions ensure that you are able to share the data from these solutions with all of these (30) Business intelligence solutions enable you and your employees to make better, more (31) decisions that will have a (32) impact on your company. They also enable your company to (33) its partnerships with customers and suppliers, which, in return, makes your business even stronger.
(19)
A．expand
B．enlarge
C．grow
D．extend
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