题目内容
（请给出正确答案）
(1) The vendor started the day with 120 hotdogs.
(2) The vendor sold twice as many hotdogs at dinnertime as he sold at lunchtime.
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听力原文：Would you care to join us for lunch？
(A) A hotdog and a coke.
(B) Sure, if it's ok.
(C) Lily wants to join our team.
(40)
A．
B．
C．
Bargaining Lessons
Bargaining skills are most important when negotiating for more expensive goods -- most typically handicrafts -- but you can practice many of them on vendors in the local marketplace, where a fiasco(大失败) is just a good laugh. Some of the most challenging, complex, and instructive bargaining you will do is in the public produce market.
The produce is usually sold by the kilo, and these prices are sometimes displayed. But don't expect to start bargaining after they have already weighed it and told you the standard price. Many of the scales just collect dust, because the buyers offer a price for exactly the pieces they want, after guessing the weight, If you think in pounds, instead of kilos, you are already at a disadvantage. In the beginning, you should have a few items weighed, and maybe pay the kilo price -- this is a long learning experience. At some point you will get a feeling for what a good price is for a medium avocado(锷梨), a small papaya(番木瓜果), or a large pineapple. Then you go to a new country, or just down to the coast, and the prices all change! Don't forget to factor in quality, too!
In more underdeveloped areas, weight may be ignored altogether, and various measurements are used. The single piece is basic, but many goods may be sold by the "pile", the bundle, the handful, the cupful, the hatful and several other strange ones. Then you can also bargain about whose pile, hand, hat, or cup is used. Cloth material and rope is often sold by lengths that you have never heard of before.
As with other bargaining, you should be able to get the price down if you buy more things from the same vendor. Now it starts to get really complicated. You want two tomatoes, two avocados, and a papaya) The vendor offers you a smaller papaya and only one avocado for your price. You accept the papaya but put back another avocado. Then she adds some to your price and throws in two limes, which you never even asked for! Now you are completely at sea, and she has only started warming up. Limes at 20 cents a kilo, tomatoes at 45, (how much would those tomatoes weigh？), avocados at ... how much was that？ Let's see ... Then you are interrupted, "Hey, Randy, get two extra avocados will you, and a couple of red onions." Oh, my God, here, just take all my money, and give me some food!
The good news is that a major miscalculation in the marketplace (like a factor of ten) may only cost two dollars, and will be about what you would pay at home. If you go to the vegetable market every morning, even if only for lunch supplies and some fruit, you will not only have great fun, but you will quickly pick up some sharp bargaining skills, and from some of the nicest experts you will ever come across!
Team Bargaining
Go shopping with a friend. The best reason is that they can talk you out of an unwise purchase, or out of a shop that you find difficult to escape. They can also offer a second opinion on the usefulness, value, or beauty of the merchandise you are considering. It is best if only one of you is actually buying in any particular shop, and the other is assigned to be on guard against ploys(策略) that draw you away from rational bargaining.
Use your palmer as a foil in the negotiations. You can say things to each other which would be more confrontational if said directly to the vendor. Your partner can point out flaws in the merchandise, tell you there is better stuff down the road, that you cannot afford it, and that you already spent too much money. She' can say things like "The German guys got some yesterday that were better than this for the same price. Come on, let's go take a look at them." Most vendors selling to tourists will understand enough of this to get the message loud and clear.
You can seem genuinely interested in the merchandise and friendly to the vendor', while your partner points out all the dis
A．Y
B．N
C．NG
5 (a) Carver Ltd was incorporated and began trading in August 2002. It is a close company with no associated
companies. It has always prepared accounts to 31 December and will continue to do so in the future.
It has been decided that Carver Ltd will sell its business as a going concern to Blade Ltd, an unconnected
company, on 31 July 2007. Its premises and goodwill will be sold for ￡2,135,000 and ￡290,000 respectively
and its machinery and equipment for ￡187,000. The premises, which do not constitute an industrial building,
were acquired on 1 August 2002 for ￡1,808,000 and the goodwill has been generated internally by the
company. The machinery and equipment cost ￡294,000; no one item will be sold for more than its original cost.
The tax adjusted trading profit of Carver Ltd in 2007, before taking account of both capital allowances and the
sale of the business assets, is expected to be ￡81,000. The balance on the plant and machinery pool for the
purposes of capital allowances as at 31 December 2006 was ￡231,500. Machinery costing ￡38,000 was
purchased on 1 March 2007. Carver Ltd is classified as a small company for the purposes of capital allowances.
On 1 August 2007, the proceeds from the sale of the business will be invested in either an office building or a
portfolio of UK quoted company shares, as follows:
Office building
The office building would be acquired for ￡3,100,000; the vendor is not registered for value added tax (VAT).
Carver Ltd would borrow the additional funds required from a UK bank. The building is let to a number of
commercial tenants who are not connected with Carver Ltd and will pay rent, in total, of ￡54,000 per calendar
quarter, in advance, commencing on 1 August 2007. The company’s expenditure for the period from 1 August
2007 to 31 December 2007 is expected to be:
￡
Loan interest payable to UK bank 16,000
Building maintenance costs 7,500
Share portfolio
Shares would be purchased for the amount of the proceeds from the sale of the business with no need for further
loan finance. It is estimated that the share portfolio would generate dividends of ￡36,000 and capital gains, after
indexation allowance, of ￡10,000 in the period from 1 August 2007 to 31 December 2007.
All figures are stated exclusive of value added tax (VAT).
Required:
(i) Taking account of the proposed sale of the business on 31 July 2007, state with reasons the date(s) on
which Carver Ltd must submit its corporation tax return(s) for the year ending 31 December 2007.
(2 marks)
A．What are you doing with that hotdog
B．What are you doing with that hot dog
Critical Successful Factors of CRM Implementations
Project Planning
Project planning involves of setting project goals, identifying 【S1】______
high level business requirements, with establishing project teams 【S2】______
and high level project estimates.
Architectural Design
While high level architectural decision is made as
part of the process of choosing a CRM vendor, it remains as a
critical successful factor when integrating CRM with particular
existing information system. Make sure if your CRM plans include 【S3】______
a scalable architecture framework.
Phased Approach
It is important to break your CRM project down into 【S4】______
manageable pieces by setting up pilot programs and
short-term milestones. If dependent on the IT experience, some 【S5】______
organizations choose the easiest application as the pilot project, while
others implement of a mission-critical application first. The pilot 【S6】______
project can demonstrate the benefits of CRM to motivate with 【S7】______
all the necessary departments and groups to fully commit to 【S8】______
the project.
Data Gathering
The start point of data gathering is to focus on the
data that necessary for your business decision making and to 【S9】______
logically derive other data requirement. Lack of sufficient data will
lead to the failure in one way, while gathering and storing excessive
and necessary data will result from cost overrun and delay of 【S10】______
system deliver.
Organization Commitment
The implementation of a CRM project
involves everyone in the customer relationship chain. The commitment
from all parties is the key to the success of CRM implementation.
The commitment comes from the understanding of the benefits 【S11】______
of CMR, particularly the specific benefits to related departments. For
example, if the sales force isn't completely sold on the system's
benefits, which they may not input the kind of demographic data 【S12】______
that is essential to the program's success.
【S1】______
A、A. What are you doing with that hotdog？
B、B. What are you doing with that hot dog？
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