[COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3__________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry. While the nuclear industry 6__________ still hold out some hope for a nuclear-powered future – this time in the form of nuclear fusion – it now looks like it 7__________ be some time before the necessary technologies are in place for it to succeed. Indeed some sceptics 8 ___________ even go as far as to say that 9 ___________ never be the case! So from a world of confidence we now face the uncomfortable facts: fossil fuels are finite resources and while they 10 __________ be sufficient to carry our economies through the next few decades, there is no doubt that beyond that horizon new sources of energy 11 ___________ have to be developed in order to sustain our current economic model.The right answer for gap (9) is
may
might
will
would
CDs and Videos are particularly ______ to piracy.
easy
suspect
valuable
vulnerable
Choose the best answer for question.Our sales executive will _____ you next week to show you our new range of products.
call off
call on
look after
step down
Choose the best answer for question.The shareholder feels that he should really _____ because of the mess the finances are in.
call off
call on
look after
step down
Choose the best answer for question.We had to _____ the meeting because the export manager missed his plane.
call off
call on
look after
step down
Choose the best option to replace the underlined word Information is being produced faster than managers can process it.
check_box deal with
define
miss out
understand
Choose the best option to replace the underlined word Messages are transmitted to your PC throughout the say
check_box dispatched
adopted
received
transformed
Choose the best option to replace the underlined word‘It has become completely overwhelming’, say Sheryl Battles.
check_box overpowering
disrespected
overlooking
wonderful
Choose the best option to replace the underlined wordBill Gates reportedly spends many hours a day reading and sending email.
check_box is said to spend
enjoys spending
pretends to spend
spending
Choose the best option to replace the underlined wordEmail is a new and convenient way of running a business.
check_box practical
fast
furious
instant
Choose the best option to replace the underlined wordEmail is seen as less instructive than other forms of communication.
check_box disturbing
formal
personal
refused
Choose the best option to replace the underlined wordThe average white-collar worker at a Fortune 1000 company sends and receives an average of 190 messages a day.
check_box office worker
manager
professional
software technician
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you 1 will already be familiar with the complex nature of this subject and I hope you 2 forgive me for trying to deal with it in only 40 minutes.The right answer for gap (2) is
could
might
will
would
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you 1 will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3_________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry.The right answer for gap (4) is
could
might
will
would
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you 1 will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3_________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry.The right answer for gap (5) is
could
might
will
would
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you 1 will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3__________ provide the ultimate energy source.The right answer for gap (3) is
could
might
will
would
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3__________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry. While the nuclear industry 6__________ still hold out some hope for a nuclear-powered future – this time in the form of nuclear fusion – it now looks like it 7__________ be some time before the necessary technologies are in place for it to succeed. Indeed some sceptics 8 ___________ even go as far as to say that 9 ___________ never be the case! So from a world of confidence we now face the uncomfortable facts: fossil fuels are finite resources and while they 10 __________ be sufficient to carry our economies through the next few decades, there is no doubt that beyond that horizon new sources of energy 11 ___________ have to be developed in order to sustain our current economic model.The right answer for gap (6) is
All is wrong
may
May and might
might
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3__________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry. While the nuclear industry 6__________ still hold out some hope for a nuclear-powered future – this time in the form of nuclear fusion – it now looks like it 7__________ be some time before the necessary technologies are in place for it to succeed. Indeed some sceptics 8 ___________ even go as far as to say that 9 ___________ never be the case! So from a world of confidence we now face the uncomfortable facts: fossil fuels are finite resources and while they 10 __________ be sufficient to carry our economies through the next few decades, there is no doubt that beyond that horizon new sources of energy 11 ___________ have to be developed in order to sustain our current economic model.The right answer for gap (7) is
All is right
could
might
will
COMPLETE THE GAPS BELOW WITH THE FOLLOWING MODAL VERBS. GAP (1) IS ALREADY FULFILLED FOR YOU. Thank you for inviting me here today to make this presentation about the future of our natural energy reserves. I know some of you will already be familiar with the complex nature of this subject and I hope you 2__________ forgive me for trying to deal with it in only 45 minutes.If we look back to twenty years ago I can recall how confident people were that nuclear energy 3__________ provide the ultimate energy source and I don’t think that anyone at that time 4__________ possibly imagine the impact that the accident at Chernobyl 5 __________ have on our confidence in that industry. While the nuclear industry 6__________ still hold out some hope for a nuclear-powered future – this time in the form of nuclear fusion – it now looks like it 7__________ be some time before the necessary technologies are in place for it to succeed. Indeed some sceptics 8 ___________ even go as far as to say that 9 ___________ never be the case! So from a world of confidence we now face the uncomfortable facts: fossil fuels are finite resources and while they 10 __________ be sufficient to carry our economies through the next few decades, there is no doubt that beyond that horizon new sources of energy 11 ___________ have to be developed in order to sustain our current economic model.The right answer for gap (8) is
All is right
may
might
would
Complete the text below with the appropriate form of the present simple or continuous. The correct answer for gap (1) is:Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
low
lower
lowers
lowest
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (1) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box transport
export
impose
travel
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (2) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box raw
basic
component
ignite
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (3) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box internet
email
software
yahoo
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (4) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box information
media
news
stories
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (5) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box markets
methods
products
ways
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (6) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box entrepreneurs
businessmen
engineers
teachers
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (7) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box launch
begin
commence
end
COMPLETE THE TEXT WITH THE CORRECT OPTIONThe correct answer for gap (8) isLogistics on the MoveA new breed of logistics operator takes advantageof new technology to create new marketsLogistics is a word most often seen on the side of trucks and is therefore mostly associated with the 1_____ of goods from one place to another. But it has a bigger meaning, the management of the flow of material through an organization from 2_____ materials to finished goods. It might sound a simple enough business moving things around but it is growing more complex as new technology and greater use of the 3_____ open new ways of passing around 4_____ and selling products. This has opened up many new 5_____ for the logistics industry.E-commerce has encouraged a new generation of logistics 6_____ to set up new companies. When you first 7_____ a new e-business it is cheaper and more efficient to outsource the packing and delivery of products. It also reduces the initial investment and 8_____ factor in setting up a new business.Good logistics also plays an important role in reducing the costly inventory problems of over 9_____ and guaranteeing that there are no interruptions in the supply 10_____.
check_box inventory
materials
matters
warehouse
Expensive ______ fashion items are commonly copied products.
designer
excluded
invented
prototype
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (1) isTo most people, counterfeiting means forged currency first and foremost. But counterfeiters are copying an ever-widening range of products. For some time they have been churning out imitation designer fashion, software and CDs. Now they are copying medicines, mobile phones, food and drink, car parts and even tobacco 1…………
As long as there is a market for a product the copycats will imitate it.
However, brand owners often willingly hand over production masters to counterfeiters without realising it.
In recent years the counterfeiters have gone from strength to strength.
Peter Lowe, head of the CIB, reckons that some $25bn worth of counterfeit goods are traded each year over the internet.
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (2) is2…………. New technology has broadened the range of goods that are vulnerable to copying. It has dramatically improved their quality, as well as lowering their cost of production. Where once counterfeits were cheap and shoddy imitations of the real thing, today their packaging and contents (especially for digital products such as software, music CDs and film DVDs) often render them almost indistinguishable from the genuine article.
As long as there is a market for a product the copycats will imitate it.
However, brand owners often willingly hand over production masters to counterfeiters without realising it.
In recent years the counterfeiters have gone from strength to strength.
Peter Lowe, head of the CIB, reckons that some $25bn worth of counterfeit goods are traded each year over the internet.
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (3) isCounterfeiting is as diverse as any legal business, ranging from back-street sweatshops to full-scale factories. Counterfeiters often get their goods by bribing employees in a company with a valuable brand to hand over manufacturing moulds or master discs for them to copy. 3……….One of the most infuriating problems for brand owners is when their licensed suppliers and manufacturers “over-run” production lines without permission and then sell the extra goods on the side.
check_box However, brand owners often willingly hand over production masters to counterfeiters without realising it.
As long as there is a market for a product the copycats will imitate it.
In recent years the counterfeiters have gone from strength to strength.
Peter Lowe, head of the CIB, reckons that some $25bn worth of counterfeit goods are traded each year over the internet.
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (4) isDistribution networks can be as simple as a stall in the street, or a shop on the other side of the world. The internet has been a boon to counterfeiters, giving them detailed information about which goods to copy and allowing them to link consumers and suppliers with case 4………..
check_box Peter Lowe, head of the CIB, reckons that some $25bn worth of counterfeit goods are traded each year over the internet.
As long as there is a market for a product the copycats will imitate it.
However, brand owners often willingly hand over production masters to counterfeiters without realising it.
In recent years the counterfeiters have gone from strength to strength.
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (5) isCounterfeiting is not a victimless crime. For a start, legitimate businesses lose sales because of competition from counterfeiters. If their brand loses value (because it is seen as less exclusive or is confused with shoddy imitations), there is a long-term threat to profitability. In addition, firms have to bear the cost of anti-counterfeiting measures. 5………….. One strategy that companies increasingly take is to load their vulnerable products with anti-counterfeiting features.
As long as there is a market for a product the copycats will imitate it.
In recent years the counterfeiters have gone from strength to strength.
Peter Lowe, head of the CIB, reckons that some $25bn worth of counterfeit goods are traded each year over the internet.
Procter & Gamble reckons it spends $3m a year fighting the copycats.
FILL THE GAPS WITH THE SUITABLE SENTENCES The right answer for gap (6) is6 ……… Companies also use the features, primarily to help them trace their products through the supply chain and to distinguish genuine articles from fakes, especially should they need to take the copycats to court. But no amount of effort will ever completely eradicate the copycats. For as long as there is consumer demand, companies will find that imitation is the severest form of flattery.
As long as there is a market for a product the copycats will imitate it.
In recent years the counterfeiters have gone from strength to strength.
Procter & Gamble reckons it spends $3m a year fighting the copycats.
Some of these, borrowed from security devices developed for use on dollar bills, are clearly visible and are intended to help consumers distinguish fakes from genuine goods.
FILL THE GAPS
The right
answer for gap (6) is:
The internet has proved an essential tool in organising various
groups of
1 campaigners. It has
given them, once organised, a powerful and very effective new weapon. Email
makes it easy to gather activists and bombard the target with 2 ………
petitions from around the world.
The internet has also played an important role in highlighting
issues such as labour and environmental conditions in trade, and 3 ……
for the poorest countries. It has also helped to increase the influence
of 4 like Oxfam who criticise 5 ……. , which restricts north-south trade.
Many economists and governments agree that it would be beneficial
to the north to do business with the south rather than just 6 ………... They would also like to see the
tearing down of some of the high 7 designed to make the 8 ……………from poor countries more expensive.
Governments and economists are willing to listen to the so-called
‘respectable’ face of protest, like Oxfam, rather than to large groups of
protesters who have sometimes used aggressive and even violent tactics to draw
attention to their cause.
aid
charities
petitions
protectionism
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (2) is
Effective
Marketers
Markets
Pitches
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (3) is
Effective
Marketers
Markets
Pitches
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (4) is
Effective
Marketers
Markets
Pitches
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (5) is
Effective
Marketers
Markets
Pitches
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (6) is
Consumers
Marketers
Markets
Pitches
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (7) is
Consumers
Customers
Marketers
Markets
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (8) is
Consumers
Customers
Cynical
Impressed
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOU.Saying ‘I Do’ to the MarketersWhen young couples get married in the USA they also receive a gift bag marked ‘newly-wed kit’.In a world of ever increasing 1 competition, many companies are happy to use this new way to reach 2………….. . Corporate 3…………. stay that certain points in life make people especially vulnerable to sales 4…………. . Companies such as Procter & Gamble have found this to be a very 5…………… way to target extremely profitable 6……………. such as young couples. US newly-weds spend an average of $70bn in the first year of marriage. One study shows that 67 percent of women wear the same perfume they wore when they got married and a Bride’s magazine study showed that after three years of marriage, women were still 7……………. of the same stores they had shopped in before the wedding. While the gift bags do appeal to a lot of young couples, others are a little less 8………… . As one rather 9…………… young man said when he found a sample of deodorant and an offer for a new checkbook in his gift bag, ‘does this mean that marriage stands for body odor and financial worries? This stuff seems better suited for a divorce kit!’The right answer for gap (9) is
Consumers
Customers
Cynical
Impressed
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (2) is
which
who
whom
whose
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (3) is
that
were
when
where
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (4) is
not
that
where
which
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (5) is
not
that
where
which
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (6) is
not
that
where
which
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (7) is
check_box whose
which
who
whom
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (8) is
not
that
where
which
FILL THE GAPS. GAP (1) IS ALREADY FULFILLED FOR YOUSammy Moreno has been appointed Human Resource Director for Europe and takes over from Rose Wasserman 1 who retires at the end of April. Sammy, 2_______career has included key strategic assignments in both Latin America and Asia, doesn’t underestimate the challenges 3________ lie ahead. ‘This is a difficult time for organizations like ours ______ are working to consolidate positions on the European market. ’he says.’ The new regulations and legislation 5_______ have been introduced recently; will complicate6______ the group can apply in individual countries on the continent. ‘Sammy, 7_______ responsibilities will include providing policies, assistance and guidelines to regional HR directors is nonetheless optimistic: ‘I’m hoping that with the new guidelines 8_______ we will shortly be introducing, HR will be better positioned to do the job9 ______ it’s supposed to do –looking after the interests of the group as a whole and also of all our staff 10 ________ dedication and professionalism have put us in the leading position 11________we are in today’The right answer for gap (9) is
not
that
where
which
FILL THE GAPS. THE FIRST GAP IS ALREADY FULFILLED FOR YOU.The correct answer for gap (2) isDuring one of the last stages of production, tag readers 1 are inserted into the packaging of certain items destined for a well-known supermarket chain.They are then 2 ………….. onto truck and 3 ….. to the supermarket. A young woman 4 ……….. one of these items and 5 ……… her credit card to pay for it. Information about her, such as her name, address and a list of all the items in her shopping trolley 6 ……….. into the shop’s computer system.
check_box loaded
be loaded
load
loading
FILL THE GAPS. THE FIRST GAP IS ALREADY FULFILLED FOR YOU.The correct answer for gap (3) isDuring one of the last stages of production, tag readers 1 are inserted into the packaging of certain items destined for a well-known supermarket chain.They are then 2 ………….. onto truck and 3 ….. to the supermarket. A young woman 4 ……….. one of these items and 5 ……… her credit card to pay for it. Information about her, such as her name, address and a list of all the items in her shopping trolley 6 ……….. into the shop’s computer system.
check_box are transported
has transported
transport
transported
FILL THE GAPS. THE FIRST GAP IS ALREADY FULFILLED FOR YOU.The correct answer for gap (4) isDuring one of the last stages of production, tag readers 1 are inserted into the packaging of certain items destined for a well-known supermarket chain.They are then 2 ………….. onto truck and 3 ….. to the supermarket. A young woman 4 ……….. one of these items and 5 ……… her credit card to pay for it. Information about her, such as her name, address and a list of all the items in her shopping trolley 6 ……….. into the shop’s computer system.
check_box buys
bought
buy
buying
FILL THE GAPSThe right answer for gap (1) is:The new networked lobbiesThe internet has proved an essential tool in organising various groups of 1 ……
campaigners
headmasters
teachers
TV shows
FILL THE GAPSThe right answer for gap (2) is:The new networked lobbiesThe internet has proved an essential tool in organising various groups of 1…….. It has given them, once organised, a powerful and very effective new weapon. Email makes it easy to gather activists and bombard the target with signed 2…….from around the world.
check_box petitions
charities
debt relief
protectionism
FILL THE GAPSThe right answer for gap (3) is:The new networked lobbies The internet has also played an important role in highlighting issues such as labour and environmental conditions in trade, and 3 ……..for the poorest countries.
charities
debt relief
Petitions
protectionism
FILL THE GAPSThe right answer for gap (4) is:The new networked lobbies The internet has also played an important role in highlighting issues such as labour and environmental conditions in trade, and 3 ……..for the poorest countries. It has also helped to increase the influence of 4……..like Oxfam
check_box charities
debt relief
petitions
protectionism
FILL THE GAPSThe right answer for gap (5) is:The new networked lobbies The internet has also played an important role in highlighting issues such as labour and environmental conditions in trade, and 3 ……..for the poorest countries. It has also helped to increase the influence of 4……..like Oxfam who criticise 5…….., which restricts north-south trade.
check_box protectionism
charities
debt relief
petitions
FILL THE GAPSThe right answer for gap (7) is:Many economists and governments agree that it would be beneficial to the north to do business with the south rather than just giving 6……... They would also like to see the tearing down of some of the high 7…….. barriers designed to make the 8……. from poor countries more expensive.
check_box tariff barriers
aid
petitions
protectionism
FILL THE GAPSThe right answer for gap (8) is:Many economists and governments agree that it would be beneficial to the north to do business with the south rather than just giving 6……... They would also like to see the tearing down of some of the high 7…….. barriers designed to make the 8……. from poor countries more expensive.
aid
imports
petitions
tariff barriers
FULFILL THE GAPS IN THE TEXT BELOWMany managers believe that getting work done through others requires a free flow of relationships with _____ (1). Rather than creating a climate of _____ (2) they give clear instructions and realistic deadlines and take care so give only constructive criticism and not _____ (3) employees. They work towards creating a positive working environment where ____ (4) feel valued and trusted. Some specialists say that it is essential not to criticize, as this rarely _____ (5) and often causes stress and loss of confidence among the workers.The correct answer for gap (1) is
All is right
employees
staff
workers
FULFILL THE GAPS IN THE TEXT BELOWMany managers believe that getting work done through others requires a free flow of relationships with _____ (1). Rather than creating a climate of _____ (2) they give clear instructions and realistic deadlines and take care so give only constructive criticism and not _____ (3) employees. They work towards creating a positive working environment where ____ (4) feel valued and trusted. Some specialists say that it is essential not to criticize, as this rarely _____ (5) and often causes stress and loss of confidence among the workers.The correct answer for gap (2) is
cancel
excitement
fear
happiness
FULFILL THE GAPS IN THE TEXT BELOWMany managers believe that getting work done through others requires a free flow of relationships with _____ (1). Rather than creating a climate of _____ (2) they give clear instructions and realistic deadlines and take care so give only constructive criticism and not _____ (3) employees. They work towards creating a positive working environment where ____ (4) feel valued and trusted. Some specialists say that it is essential not to criticize, as this rarely _____ (5) and often causes stress and loss of confidence among the workers.The correct answer for gap (3) is
brothers
entrance
set
upset
FULFILL THE GAPS IN THE TEXT BELOWMany managers believe that getting work done through others requires a free flow of relationships with _____ (1). Rather than creating a climate of _____ (2) they give clear instructions and realistic deadlines and take care so give only constructive criticism and not _____ (3) employees. They work towards creating a positive working environment where ____ (4) feel valued and trusted. Some specialists say that it is essential not to criticize, as this rarely _____ (5) and often causes stress and loss of confidence among the workers.The correct answer for gap (4) is
All is right
employees
staff
workers
Match the dialogues with the right topic. [audio]6FAC97363DAF5ABCCB67562565984949[/audio]
A job interview
Being late for work
Choosing a venue
Performance
Match the dialogues with the right topic. [audio]8D94FD0E1E91C217093376BD02B323C1[/audio]
A job interview
Being late for work
Performance
Work scheduling
MATCH THE HEADINGS WITH THE PARAGRAPHSThe suitable heading of paragraph (1) is1. ……………If it isn't announced by a ring, beep, or flash, or your telephone it's delivered to your front desk by a person in a uniform. If it isn’t spat out by a machine that looks like a printer, but takes phone calls; it’s transmitted to your PC, announced perhaps by a little toot of arrival. Welcome to the Age of Infoglut. Every day, managers are deluged by E-mails, faxes, post, voicemail. Just sorting everything out adds hours and extra stress to a working week. One British psychologist claims to have identified a new mental disorder caused by too much information; he calls it Information Fatigue Syndrome.
check_box The causes of information overload
A day in the life of an information junkie
Making matters worse
When in doubt, ask the boss
MATCH THE HEADINGS WITH THE PARAGRAPHSThe suitable heading of paragraph (2) is2…………….Of course, companies have a huge appetite for information, and have encouraged the development of systems to produce, store, and analyze it. A recent study by Pitney Bowes, in Stamford, Connecticut, found that the average white – collar worker at a Fortune 1000 company sends and receives an average of 190 messages a day, in a variety of electronic and paper formats. "It has become completely overwhelming," says Sheryl Battles, executive director of external affairs at Pitney Bowes. She reported that trying to manage the volume of information was redefining productivity in the workplace. In a knowledge economy, the real goal is to get through all the messages." The infoglut has especially affected senior-level executives», adds Battles. More than ever, managers need strategies for identifying and prioritizing.
check_box The scale of the problem
A day in the life of an information junkie
The causes of information overload
When in doubt, ask the boss
MATCH THE HEADINGS WITH THE PARAGRAPHSThe suitable heading of paragraph (3) is3…………..Email is a primary culprit. In the past, lower-level workers would never have dreamed of interrupting the Chief Finance Officer with simple questions, such as whether hotel movies can be expensed. Today, however, those workers have no problem asking such questions via email, which is seen as less intrusive. It should be noted, however, that some executives have turned email to their advantage, finding in the medium a new and convenient way of running a business. Microsoft CEO Bill Gates, for instance, reportedly spends hours a day reading and sending email.
check_box When in doubt, ask the boss
A day in the life of an information junkie
The causes of information overload
The scale of the problem
MATCH THE HEADINGS WITH THE PARAGRAPHSThe suitable heading of paragraph (4) is4 ……The study also identified something Pitney Bowes calls messaging meltdown. That's when people try to reinforce their messages with other messages. For example, they might leave you a voicemail message that they are faxing a report. In addition, they might also send the report via email. Then, they might make a follow-up phone call to make sure you received the fax and the email.
check_box The causes of information overload
A day in the life of an information junkie
The scale of the problem
When in doubt, ask the boss
MATCH THE PARAGRAPH WITH ITS
RIGHT HEADING.
The heading of
paragraph (B) is
Recruiting
the entire staff for the Bellagio hotel in Las Vegas in record time and at
minimum cost may sound like mission impossible. But Arte Nathan came up trumps.
Talk
about long odds. Arte Nathan was Vice President of Human Resources for the
launch of the Bellagio in Las Vegas. Everything about Bellagio was larger than
life. So too was the challenge that confronted Nathan: hire 9,600 workers in 24
weeks. Nathan and his HR team would have to screen 84,000 applicants in 12
weeks, interview 27,000 finalists in 10 weeks, and process 9,600 hires in 11
days. In the end, they nailed the deadline and here's how they did it.
(A)This
started out as an experiment. But in the end, the guinea pig survived. We saved
Bellagio $1.9 million. Most HR people are afraid to let go of their
hire-and-fire authority. But if you really want to sit at the big table, you've
got to start thinking strategically and globally. And the only way to do that
is to eliminate HR transactions from your life. You have to be willing to
say,'I am in the wrong place in this process:You have to take yourself out of
the system.
(B) If a manager wanted to hire you, he would
click on CONDUCT BACKGROUND CHECK. Law-enforcement officials would then receive
your application online and check your employment and education history. We
rejected about eight per cent of our candidates at this stage for various
reasons, such as lying on their applications. If you passed this and a drug
test, the manager would then make the final decision. When you appoint
somebody, you create three files: a personnel file, an equal employment
opportunity commission file and a medical file. Why not have an electronic
personnel file? In the process, we could eliminate the files that managers
usually keep at their desks. So we developed one and transmitted everything
from the application database to the new-hire database. Using the same
technology for all of our personnel and payroll forms meant that we no longer
had to collect, input, and file thousands of paper forms.
Click to file
Empower your managers
Making yourself redundant
Speed interviewing
MATCH THE PARAGRAPH WITH ITS
RIGHT HEADING.
The heading of
paragraph (C) is
(C) The only way to hire so many so fast
was to move everything online. That meant we had to build an online job
application and HR system. 1 told our managers that this technology would give
them hire-and-fire responsibility, which they say they want, and complete
authority, which they rarely get. And it would make them 100 per cent
accountable for their decisions. Going online would take human resources out of
the process.
(D)
Next came the interviews. Every day, 180 hiring managers, who we had specially
trained, conducted 740 interviews of 30 minutes each. Applicants were asked a
set of behavioral questions that we had developed, like (Tell me about a time
when you were at the front desk, and a you couldn't guest was late. What did
you do when you couldn't find the reservation?' Using a PC embedded in their
desktop the managers evaluated the answers on a rating sheet and the scores
were fed into the database.
(E)
In 14 months we had designed, built, and implemented the system. This is how it
worked: to apply for a position, you set up an appointment. When you arrived,
an HR staff person wearing a microphone confirmed your identity and notified
staff, who greeted you by name and assigned you to a computer terminal. Once
you completed the application, the computer would ask you to proceed to a
checkout desk where a staff member would review it. In fact what our people
were really doing was assessing your communication skills and your overall
demeanor. At that point, we weeded out about 20 per cent of the applicants.
Click to file
Empower your managers
Making yourself redundant
Speed interviewing
MATCH THE PARAGRAPH WITH ITS
RIGHT HEADING.
The heading of
paragraph (D) is
C)
The only way to hire so many so fast was to move everything online. That meant
we had to build an online job application and HR system. 1 told our managers
that this technology would give them hire-and-fire responsibility, which they
say they want, and complete authority, which they rarely get. And it would make
them 100 per cent accountable for their decisions. Going online would take
human resources out of the process.
(D)
Next came the interviews. Every day, 180 hiring managers, who we had specially
trained, conducted 740 interviews of 30 minutes each. Applicants were asked a
set of behavioral questions that we had developed, like (Tell me about a time
when you were at the front desk, and a you couldn't guest was late. What did
you do when you couldn't find the reservation?' Using a PC embedded in their
desktop the managers evaluated the answers on a rating sheet and the scores
were fed into the database.
(E)
In 14 months we had designed, built, and implemented the system. This is how it
worked: to apply for a position, you set up an appointment. When you arrived,
an HR staff person wearing a microphone confirmed your identity and notified
staff, who greeted you by name and assigned you to a computer terminal. Once
you completed the application, the computer would ask you to proceed to a
checkout desk where a staff member would review it. In fact what our people
were really doing was assessing your communication skills and your overall
demeanor. At that point, we weeded out about 20 per cent of the applicants.
check_box Speed interviewing
Click to file
Empower your managers
Making yourself redundant
MATCH THE PARAGRAPH WITH ITS
RIGHT HEADING.
The
heading of paragraph (A) is
Recruiting
the entire staff for the Bellagio hotel in Las Vegas in record time and at
minimum cost may sound like mission impossible. But Arte Nathan came up trumps.
Talk
about long odds. Arte Nathan was Vice President of Human Resources for the
launch of the Bellagio in Las Vegas. Everything about Bellagio was larger than
life. So too was the challenge that confronted Nathan: hire 9,600 workers in 24
weeks. Nathan and his HR team would have to screen 84,000 applicants in 12
weeks, interview 27,000 finalists in 10 weeks, and process 9,600 hires in 11
days. In the end, they nailed the deadline and here's how they did it.
(A)This
started out as an experiment. But in the end, the guinea pig survived. We saved
Bellagio $1.9 million. Most HR people are afraid to let go of their
hire-and-fire authority. But if you really want to sit at the big table, you've
got to start thinking strategically and globally. And the only way to do that
is to eliminate HR transactions from your life. You have to be willing to
say,'I am in the wrong place in this process:You have to take yourself out of
the system.
(B) If a
manager wanted to hire you, he would click on CONDUCT BACKGROUND CHECK.
Law-enforcement officials would then receive your application online and check
your employment and education history. We rejected about eight per cent of our
candidates at this stage for various reasons, such as lying on their
applications. If you passed this and a drug test, the manager would then make
the final decision. When you appoint somebody, you create three files: a
personnel file, an equal employment opportunity commission file and a medical
file. Why not have an electronic personnel file? In the process, we could
eliminate the files that managers usually keep at their desks. So we developed
one and transmitted everything from the application database to the new-hire
database. Using the same technology for all of our personnel and payroll forms
meant that we no longer had to collect, input, and file thousands of paper
forms.
check_box Making yourself redundant
Checking in and checking out
Empower your managers
Speed interviewing
READ TEXT BELOW AND ANSWER THE QUESTIONWho did design the look and feel first Nike Goddess store?In its 30-year history, Nike had become the undisputed leader in sports marketing. But beneath the success was an Achilles’ heel. Nike is named after a woman – the Greek goddess of victory – but for most of its history, the company had been perceived as being mostly about men.Could Nike do more to realize the full potential of female customers? And how could it afford not to, given the threats to its future with Air Jordan running out of air and brands like Skechers digging into the teen market with shoes inspired by skateboarding, not basketball? That was the hug question at Nike HQ. The launch of Nike Goddess was the makings of an answer.Just doing it DifferentlyFor much of its history. Nike’s destiny was controlled by its founders. Phi Knight and his running buddies, who signed up athletes in locker rooms and made the executive decisions. But by throwing together a diverse team of people with different backgrounds and different levels of seniority, Nike has found that it can keep many of its core attributes while adding new sources of inspiration.Take the combination of star designer John Hoke and newcomer Mindy Grossman, vice president of global apparel. Hoke designed the look and feel the first Nike Goddess store. The Grossman, whose career has included helping make Ralph Lauren into a retail icon, pitched the design ideas to Nike’s to retailers as stores within stores. Now it looks like Nike has a chance to reach a crucial objective: double its sales to women by the end of the decade.How to Sell to WomenNike Goddess began as a concept for a women-only store, and there’s a reason why. Many of the retail settings in which the company’s products were found were a turnoff to female customers: dark, loud, and harsh – in a world, male. In sharp contrast, the Nike Goddess stores have the comforting feel of a woman’s own home.How to Design for WomenDesigning a new approach to retail was only one element in Nike’s campaign. Another was redesigning the shoes and clothes themselves. Nike’s footwear designers worked on 18-month production cycles – which made it hard to say in step with the new styles and colours for women. The apparel group, which worked around 12-month cycles, was better at keeping up with fashion trends. But that meant that the clothes weren’t coordinated with the shoes – a big turnoff for women.How to Talk to WomenWhen Jackie Thomas, Nike’s US brand marketing director for women, first heard the phrase ‘Nike goddess’, she wasn’t impressed. “I don’t like talking to women through gender’, she says. Nike Goddess had to mean something to women, and it was her job to make that happen. ‘Women don’t need anybody’s permission. We are at our best when we are showing women a place where they didn’t think they could be.’ For John Hoke, the real power of Nike Goddess is not about traffic at stories. It’s about changing opportunity to redefine and re-energize out entire brand around a market that was taking off.’
Jackie Thomas
John Hoke
Phil Knight
Skechers
READ TEXT BELOW AND ANSWER THE QUESTIONWho was responsible for communicating more effectively with women?In its 30-year history, Nike had become the undisputed leader in sports marketing. But beneath the success was an Achilles’ heel. Nike is named after a woman – the Greek goddess of victory – but for most of its history, the company had been perceived as being mostly about men.Could Nike do more to realize the full potential of female customers? And how could it afford not to, given the threats to its future with Air Jordan running out of air and brands like Skechers digging into the teen market with shoes inspired by skateboarding, not basketball? That was the hug question at Nike HQ. The launch of Nike Goddess was the makings of an answer.Just doing it DifferentlyFor much of its history. Nike’s destiny was controlled by its founders. Phi Knight and his running buddies, who signed up athletes in locker rooms and made the executive decisions. But by throwing together a diverse team of people with different backgrounds and different levels of seniority, Nike has found that it can keep many of its core attributes while adding new sources of inspiration.Take the combination of star designer John Hoke and newcomer Mindy Grossman, vice president of global apparel. Hoke designed the look and feel the first Nike Goddess store. The Grossman, whose career has included helping make Ralph Lauren into a retail icon, pitched the design ideas to Nike’s to retailers as stores within stores. Now it looks like Nike has a chance to reach a crucial objective: double its sales to women by the end of the decade.How to Sell to WomenNike Goddess began as a concept for a women-only store, and there’s a reason why. Many of the retail settings in which the company’s products were found were a turnoff to female customers: dark, loud, and harsh – in a world, male. In sharp contrast, the Nike Goddess stores have the comforting feel of a woman’s own home.How to Design for WomenDesigning a new approach to retail was only one element in Nike’s campaign. Another was redesigning the shoes and clothes themselves. Nike’s footwear designers worked on 18-month production cycles – which made it hard to say in step with the new styles and colors for women. The apparel group, which worked around 12-month cycles, was better at keeping up with fashion trends. But that meant that the clothes weren’t coordinated with the shoes – a big turnoff for women.How to Talk to WomenWhen Jackie Thomas, Nike’s US brand marketing director for women, first heard the phrase ‘Nike goddess’, she wasn’t impressed. “I don’t like talking to women through gender’, she says. Nike Goddess had to mean something to women, and it was her job to make that happen. ‘Women don’t need anybody’s permission. We are at our best when we are showing women a place where they didn’t think they could be.’ For John Hoke, the real power of Nike Goddess is not about traffic at stories. It’s about changing opportunity to redefine and re-energize out entire brand around a market that was taking off.’
Jackie Thomas
John Hoke
Mindy Grossman
Phil Knight
READ TEXT BELOW AND ANSWERS THE QUESTIONSWho was responsible for persuading Nike retailers to accept the Nike Goddess concept?In its 30-year history, Nike had become the undisputed leader in sports marketing. But beneath the success was an Achilles’ heel. Nike is named after a woman – the Greek goddess of victory – but for most of its history, the company had been perceived as being mostly about men.Could Nike do more to realize the full potential of female customers? And how could it afford not to, given the threats to its future with Air Jordan running out of air and brands like Skechers digging into the teen market with shoes inspired by skateboarding, not basketball? That was the hug question at Nike HQ. The launch of Nike Goddess was the makings of an answer.Just doing it DifferentlyFor much of its history. Nike’s destiny was controlled by its founders. Phi Knight and his running buddies, who signed up athletes in locker rooms and made the executive decisions. But by throwing together a diverse team of people with different backgrounds and different levels of seniority, Nike has found that it can keep many of its core attributes while adding new sources of inspiration.Take the combination of star designer John Hoke and newcomer Mindy Grossman, vice president of global apparel. Hoke designed the look and feel the first Nike Goddess store. The Grossman, whose career has included helping make Ralph Lauren into a retail icon, pitched the design ideas to Nike’s to retailers as stores within stores. Now it looks like Nike has a chance to reach a crucial objective: double its sales to women by the end of the decade.How to Sell to WomenNike Goddess began as a concept for a women-only store, and there’s a reason why. Many of the retail settings in which the company’s products were found were a turnoff to female customers: dark, loud, and harsh – in a world, male. In sharp contrast, the Nike Goddess stores have the comforting feel of a woman’s own home.How to Design for WomenDesigning a new approach to retail was only one element in Nike’s campaign. Another was redesigning the shoes and clothes themselves. Nike’s footwear designers worked on 18-month production cycles – which made it hard to say in step with the new styles and colors for women. The apparel group, which worked around 12-month cycles, was better at keeping up with fashion trends. But that meant that the clothes weren’t coordinated with the shoes – a big turnoff for women.How to Talk to WomenWhen Jackie Thomas, Nike’s US brand marketing director for women, first heard the phrase ‘Nike goddess’, she wasn’t impressed. “I don’t like talking to women through gender’, she says. Nike Goddess had to mean something to women, and it was her job to make that happen. ‘Women don’t need anybody’s permission. We are at our best when we are showing women a place where they didn’t think they could be.’ For John Hoke, the real power of Nike Goddess is not about traffic at stories. It’s about changing opportunity to redefine and re-energize out entire brand around a market that was taking off.’
Jackie Thomas
John Hoke
Mindy Grossman
Phil Knight
READ THE TEXT AND CHOOSE THE
BEST ANSWER FOR EACH QUESTION.
Badly
performing executives are sometimes paid large sums to____________
The
rewards of failure
The
trouble with the GlaxoSmithKline pay package was its reward for failure
When
the public mood changes, the realisation can take time to sink in. Behaviour
that was once acceptable can overnight come to be seen as outrageous. The board
of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp
end of such a mood change. Its shareholders voted to reject the company's
remuneration committee reptrt, which would have paid Jean Pierre Garnier, its
Chief Executive, $35m if he lost his job and treated him and his wife as three
years older than they actually are for the purpose of increasing their
pensions.
The
vote is purely advisory, with no binding force. But it leaves the company in a
sort of legal limbo. More importantly, it leaves boardrooms everywhere in a
difficult position. The message of shareholder discontent with large executive
pay packages and poor corporate performance has never been so clear.
Company
bosses have been slow to understand the new mood of outrage among shareholders.
Shareholders have for years accepted that "fat cat" bosses paid
themselves more or less whatever they liked. So it is uncomfortable to face
criticism. But behind the criticism is a strong feeling that many chief
executives are living according to quite a different set of rules from everyone
else.
Although
the value of most large companies has fallen considerably over the last few
years, bosses have continued to pay themselves more. The value of their
pensions has increased and they have struck lavish deals in the form of
"golden parachute" sebverance deals to cushion their fall if they
leave. Some of the aspects of Mr Garnier's package that most irritaed the
shareholders were ones that appeared to reward not superior performance but
simply being there. Lots of bosses have such components in their pay.
Of
course, companies may set up deals with bosses they no longer want in order to
encourage them to go quickly and without a legal fight. But a generous advance
promise to reward failure is no way to encourage success. Like the
"guaranteed bonus" and the lifetime free dental treatment, it offers
chief executives a one-way bet.
If the GSK vote makes companies cautious about
such deals, that is welcome. The market for chief executives is far from
perfect. There is no rate for the job, positions are often quietly filled
rather than openly advertised and boardroom search committees rarely ask,
"could we get someone equally good even if we paid a bit less?" If
the board now has to defend its compensation decisions publicly, it may be
easier to say "We'd love to give you a golden parachute but the
shareholders would make a fuss." More fuss, please, from shareholders.
It's their company, after all.
All is right
Encourage them to perform better
Persuade them to leave the company
Stop them from going to competitors
READ THE TEXT AND CHOOSE THE
BEST ANSWER FOR EACH QUESTION.
The
change in public mood will mean that in future __________
The
rewards of failure
The
trouble with the GlaxoSmithKline pay package was its reward for failure
When
the public mood changes, the realisation can take time to sink in. Behaviour
that was once acceptable can overnight come to be seen as outrageous. The board
of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp
end of such a mood change. Its shareholders voted to reject the company's
remuneration committee reptrt, which would have paid Jean Pierre Garnier, its
Chief Executive, $35m if he lost his job and treated him and his wife as three
years older than they actually are for the purpose of increasing their
pensions.
The
vote is purely advisory, with no binding force. But it leaves the company in a
sort of legal limbo. More importantly, it leaves boardrooms everywhere in a
difficult position. The message of shareholder discontent with large executive
pay packages and poor corporate performance has never been so clear.
Company
bosses have been slow to understand the new mood of outrage among shareholders.
Shareholders have for years accepted that "fat cat" bosses paid
themselves more or less whatever they liked. So it is uncomfortable to face
criticism. But behind the criticism is a strong feeling that many chief
executives are living according to quite a different set of rules from everyone
else.
Although
the value of most large companies has fallen considerably over the last few
years, bosses have continued to pay themselves more. The value of their pensions
has increased and they have struck lavish deals in the form of "golden
parachute" sebverance deals to cushion their fall if they leave. Some of
the aspects of Mr Garnier's package that most irritaed the shareholders were
ones that appeared to reward not superior performance but simply being there.
Lots of bosses have such components in their pay.
Of
course, companies may set up deals with bosses they no longer want in order to
encourage them to go quickly and without a legal fight. But a generous advance
promise to reward failure is no way to encourage success. Like the
"guaranteed bonus" and the lifetime free dental treatment, it offers
chief executives a one-way bet.
If the GSK vote makes companies cautious about
such deals, that is welcome. The market for chief executives is far from
perfect. There is no rate for the job, positions are often quietly filled
rather than openly advertised and boardroom search committees rarely ask,
"could we get someone equally good even if we paid a bit less?" If
the board now has to defend its compensation decisions publicly, it may be
easier to say "We'd love to give you a golden parachute but the
shareholders would make a fuss." More fuss, please, from shareholders.
It's their company, after all.
All executive pay will be linked to performance
It will be harder to recruit chief executives
Salaries for chief executives will be lower
The board needs to reconsider their decisions
READ THE TEXT AND CHOOSE THE
BEST ANSWER FOR EACH QUESTION.
The
company is now in a difficult position because___________
The
rewards of failure
The
trouble with the GlaxoSmithKline pay package was its reward for failure
When
the public mood changes, the realisation can take time to sink in. Behaviour
that was once acceptable can overnight come to be seen as outrageous. The board
of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp
end of such a mood change. Its shareholders voted to reject the company's
remuneration committee reptrt, which would have paid Jean Pierre Garnier, its
Chief Executive, $35m if he lost his job and treated him and his wife as three
years older than they actually are for the purpose of increasing their
pensions.
The
vote is purely advisory, with no binding force. But it leaves the company in a
sort of legal limbo. More importantly, it leaves boardrooms everywhere in a
difficult position. The message of shareholder discontent with large executive
pay packages and poor corporate performance has never been so clear.
Company
bosses have been slow to understand the new mood of outrage among shareholders.
Shareholders have for years accepted that "fat cat" bosses paid
themselves more or less whatever they liked. So it is uncomfortable to face
criticism. But behind the criticism is a strong feeling that many chief
executives are living according to quite a different set of rules from everyone
else.
Although
the value of most large companies has fallen considerably over the last few
years, bosses have continued to pay themselves more. The value of their
pensions has increased and they have struck lavish deals in the form of
"golden parachute" sebverance deals to cushion their fall if they
leave. Some of the aspects of Mr Garnier's package that most irritaed the
shareholders were ones that appeared to reward not superior performance but
simply being there. Lots of bosses have such components in their pay.
Of
course, companies may set up deals with bosses they no longer want in order to
encourage them to go quickly and without a legal fight. But a generous advance
promise to reward failure is no way to encourage success. Like the
"guaranteed bonus" and the lifetime free dental treatment, it offers
chief executives a one-way bet.
If the GSK vote makes companies cautious about
such deals, that is welcome. The market for chief executives is far from
perfect. There is no rate for the job, positions are often quietly filled
rather than openly advertised and boardroom search committees rarely ask,
"could we get someone equally good even if we paid a bit less?" If
the board now has to defend its compensation decisions publicly, it may be
easier to say "We'd love to give you a golden parachute but the
shareholders would make a fuss." More fuss, please, from shareholders.
It's their company, after all
GSK’s remuneration committee’s report is refused
It had already agreed to the new pay packages.
It has to decide whether to approve the report or not.
Jean-Pierre Garnier will take legal action.
READ THE TEXT AND CHOOSE THE
BEST ANSWER FOR EACH QUESTION.
What
annoyed shareholders most about Garnier’s pay package?
The
rewards of failure
The
trouble with the GlaxoSmithKline pay package was its reward for failure
When
the public mood changes, the realisation can take time to sink in. Behaviour
that was once acceptable can overnight come to be seen as outrageous. The board
of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp
end of such a mood change. Its shareholders voted to reject the company's
remuneration committee reptrt, which would have paid Jean Pierre Garnier, its
Chief Executive, $35m if he lost his job and treated him and his wife as three
years older than they actually are for the purpose of increasing their
pensions.
The
vote is purely advisory, with no binding force. But it leaves the company in a
sort of legal limbo. More importantly, it leaves boardrooms everywhere in a
difficult position. The message of shareholder discontent with large executive
pay packages and poor corporate performance has never been so clear.
Company
bosses have been slow to understand the new mood of outrage among shareholders.
Shareholders have for years accepted that "fat cat" bosses paid
themselves more or less whatever they liked. So it is uncomfortable to face
criticism. But behind the criticism is a strong feeling that many chief
executives are living according to quite a different set of rules from everyone
else.
Although
the value of most large companies has fallen considerably over the last few
years, bosses have continued to pay themselves more. The value of their
pensions has increased and they have struck lavish deals in the form of
"golden parachute" sebverance deals to cushion their fall if they
leave. Some of the aspects of Mr Garnier's package that most irritaed the
shareholders were ones that appeared to reward not superior performance but
simply being there. Lots of bosses have such components in their pay.
Of
course, companies may set up deals with bosses they no longer want in order to
encourage them to go quickly and without a legal fight. But a generous advance
promise to reward failure is no way to encourage success. Like the
"guaranteed bonus" and the lifetime free dental treatment, it offers
chief executives a one-way bet.
If the GSK vote makes companies cautious about
such deals, that is welcome. The market for chief executives is far from
perfect. There is no rate for the job, positions are often quietly filled
rather than openly advertised and boardroom search committees rarely ask,
"could we get someone equally good even if we paid a bit less?" If
the board now has to defend its compensation decisions publicly, it may be
easier to say "We'd love to give you a golden parachute but the
shareholders would make a fuss." More fuss, please, from shareholders.
It's their company, after all.
His annual salary was too high
It didn’t reward his performance.
It has to decide when to be approved
There was no link to performance
READ THE TEXT AND CHOOSE THE
BEST ANSWER FOR EACH QUESTION.
Who refused to approve
GSK’s remuneration committee’s report?
The
rewards of failure
The
trouble with the GlaxoSmithKline pay package was its reward for failure
When
the public mood changes, the realisation can take time to sink in. Behaviour
that was once acceptable can overnight come to be seen as outrageous. The board
of GlaxoSmithKline, a big pharmaceutical company, has found itself at the sharp
end of such a mood change. Its shareholders voted to reject the company's
remuneration committee reptrt, which would have paid Jean Pierre Garnier, its
Chief Executive, $35m if he lost his job and treated him and his wife as three
years older than they actually are for the purpose of increasing their
pensions.
The
vote is purely advisory, with no binding force. But it leaves the company in a
sort of legal limbo. More importantly, it leaves boardrooms everywhere in a
difficult position. The message of shareholder discontent with large executive
pay packages and poor corporate performance has never been so clear.
Company
bosses have been slow to understand the new mood of outrage among shareholders.
Shareholders have for years accepted that "fat cat" bosses paid
themselves more or less whatever they liked. So it is uncomfortable to face
criticism. But behind the criticism is a strong feeling that many chief executives
are living according to quite a different set of rules from everyone else.
Although
the value of most large companies has fallen considerably over the last few
years, bosses have continued to pay themselves more. The value of their
pensions has increased and they have struck lavish deals in the form of
"golden parachute" sebverance deals to cushion their fall if they
leave. Some of the aspects of Mr Garnier's package that most irritaed the
shareholders were ones that appeared to reward not superior performance but
simply being there. Lots of bosses have such components in their pay.
Of
course, companies may set up deals with bosses they no longer want in order to
encourage them to go quickly and without a legal fight. But a generous advance
promise to reward failure is no way to encourage success. Like the
"guaranteed bonus" and the lifetime free dental treatment, it offers
chief executives a one-way bet.
If the GSK vote makes companies cautious about
such deals, that is welcome. The market for chief executives is far from
perfect. There is no rate for the job, positions are often quietly filled
rather than openly advertised and boardroom search committees rarely ask,
"could we get someone equally good even if we paid a bit less?" If
the board now has to defend its compensation decisions publicly, it may be
easier to say "We'd love to give you a golden parachute but the
shareholders would make a fuss." More fuss, please, from shareholders.
It's their company, after all
Not Given
The board of directors
The chief executive
The shareholders
Read the text and decide if each of the following statement is true or false or not given A photographer witnessed the manager kicking David Beckham.Fear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.
False
Not Given
True
READ THE TEXT AND DECIDE IF EACH OF THE FOLLOWING STATEMENTS IS TRUE OR FALSE OR NOT GIVEN At Microsoft, employees worry all year at the prospect of their annual meetings because of being shouted at by their boss.Fear and management. Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
READ THE TEXT AND DECIDE IF EACH OF THE FOLLOWING STATEMENTS IS TRUE OR FALSE OR NOT GIVEN Both company employees and artists share the same fear of failureFear and management. Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
READ THE TEXT AND DECIDE IF EACH OF THE FOLLOWING STATEMENTS IS TRUE OR FALSE OR NOT GIVEN Fear may help some people to reach their targets.Fear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
Read the text and decide if each of the following statements is true or false or not given Management tactics are easier to identify in business than in sportFear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a head hunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
READ THE TEXT AND DECIDE IF EACH OF THE FOLLOWING STATEMENTS IS TRUE OR FALSE OR NOT GIVEN Patterson encouraged his employees to make themselves indispensable.Fear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
Read the text and decide if each of the following statements is true or false or not given The manager lost his temper because the team lost the match.Fear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.
False
Not Given
True
READ THE TEXT AND DECIDE IF EACH OF THE FOLLOWING STATEMENTS IS TRUE OR FALSE OR NOT GIVEN When business is good, fear is used less as a management tactic.Fear and management. When to terrorise talent The football dressing room remains the last refuge of old-style management techniques.The nation was in shock. David Beckham, Britain's most beautiful (and skillful) footballer emerged from his house on Monday morning to allow the world to photograph a wound above his left eye. Sir Alex Ferguson, manager of his then team Manchester United, had lost his temper after a defeat and kicked a football boot, which hit Beckham's eyebrow.In sports, more than in most businesses, the management tactics are out in the open for all to see. Not many managers try to strangle their subordinates - as Bobby Knight, a former basketball coach at Indiana University, once did. But the ability to inspire fear has always been an essential tool of management.Lots of successful chief executives ruled by terror. None, it must be said, reaches the standard set by John Patterson, who built NCR early in the 20th century. “When a man gets indispensable, let's fire him,” he would apparently say. One NCR executive discovered he had been fired when he found his desk and chair in flames on the company lawn. Modern laws on constructive dismissal and employee harassment have put an end to such fun.However, terror in the workplace is making a comeback these days. In an economic upswing, fear goes underground. Workers are scarce, and therefore powerful; bosses must handle the talent with care. When times turn tough, the balance of power swings. As Hank Paulson, chairman of Goldman Sachs, put it, in a speech that upset his staff, “In almost every one of our businesses, there are 15-20% of the people that really add 80% of the value.” In other words, 80-85% are largely redundant - and had better shape up fast.Motivating talent.Does fear really motivate? In sports says Scott Snook, who teaches organizational behaviour at Harvard Business School, “fear can become a barrier to taking risks, yet can provide the essential emotional kick needed to meet a challenge.” Coaches need to strike the right balance (and the right player?) in order to develop talent.Yet used in the boardroom, fear can be disastrous. Tony Couchman, a headhunter at Egon Zehnder in London, recalls the board of a large firm with a chief executive who so dominated his directors that they rarely questioned or challenged him. “Success in such a company depends on having a great leader and a steady market,” he argues.Jim Collins, author of a book that explains why some firms succeed in making the jump “from good to great” and others fail, found that the approach to fear was a key distinction among firms that he surveyed. He found that in truly successful firms people were “productively neurotic”. At Microsoft, for example, employees worry all year at the prospect of their annual meetings with Bill Gates, where even being shouted at would not hurt as much as seeming to be an idiot. The driving fear of failure, points out Mr. Collins, is not unique to corporate life. “I'm self-employed, and I live with constant fear,” he says. “But I'm self-afraid.” That kind of fear is common among creative artists and also in professional services where the person is the product and lots of fragile egos have to be managed.
False
Not Given
True
Read the text below and answer the questionAccording to the text which of the following is going to happen?AT A Tesco's supermarket in Cambridge, England, the shelves have begun to talk to their contents, and the contents are talking back. Soon, razors at a Wal-Mart store in Brockton, Massachusetts will begin to let staff know when they suspect theft. This spring, a group of firms will attempt to track, in real-time, many thousands of goods as they travel from factory to supermarket shelf. Consultants tout cost savings and extra sales that could run into tens of billions of dollars a year.The reason for the sudden buzz of excitement is a new, super cheap version of an old tracking technology called Radio Frequency Identification (RFID). RFID systems are made up of readers and “smart tags”- microchips attached to antennas. When the tag nears a reader, it broadcasts the information contained in its chip. In the past four years, the cost of the cheapest tags has plunged, from $2 to 20 cents. In the next two to three years, prices are likely to fall to five cents or less. Already, RFID tags are made in their millions and used to track pets and livestock, parts in car factories and luggage at airports. Last month, Gillette announced that it had put in an order for half a billion smart tags, signalling the start of their adoption by the consumer-goods industry. If they catch on, smart tags will soon be made in their trillions and will replace the barcode on the packaging of almost everything that consumer-goods giants such as Procter & Gamble and Unilever make.Gillette is piloting two uses for its tags. The first combines smart tags with “smart shelves”, which are fitted with tag readers. Gillette says that retailers and consumer-goods firms in America lose around $30 billion a year in sales because shop shelves run out of products and stand empty. On Gillette's smart shelves, the tagged razors let the shelf know when they are coming and going, and the shelf keeps count. If it gets too empty, the shelf sends a message to store staff to say it needs to be filled. Gillette is also piloting the use of smart tags to track products as they move from factory to supermarket. Using barcodes can be a labor-intensive, error-prone task. Smart tags can be scanned automatically as pallets of products pass along conveyor belts and through loading bays. As a result, shipment errors and theft will be reduced, argues Gillette. Because manufacturers can be certain that they are shipping the right quantity of goods to the right place at the right time, they can also afford to shrink the inventories they maintain in case of error.The biggest worry is that consumers might reject smart tags because they seem too invasive of their privacy. If firms link products to customers at the checkout, ordinary objects could become traceable to their purchasers (imagine a stray Coke can at the scene of a crime).Here too the Auto-ID Centre seems ahead of the game. Its chip specifications include a “kill command” that can permanently disable the tag. The centre is working on a privacy policy, a draft of which gives the customer the option to kill tags at the checkout. The customer would forgo after-sales benefits, such as better warranty and returned goods services, for instance, or chickens that could tell ovens how to cook them. But the kill command is just the thing for those who suspect that their fridge has begun to spy on them.
check_box Supermarket staff will be alerted when goods are stolen.
All of them are right
Smart tags will reduce sales of consumer goods.
The cost of smart tags will run into tens of billions of dollars.
Read the text below and answer the questionBy using the ‘kill command’ consumers will_________AT A Tesco's supermarket in Cambridge, England, the shelves have begun to talk to their contents, and the contents are talking back. Soon, razors at a Wal-Mart store in Brockton, Massachusetts will begin to let staff know when they suspect theft. This spring, a group of firms will attempt to track, in real-time, many thousands of goods as they travel from factory to supermarket shelf. Consultants tout cost savings and extra sales that could run into tens of billions of dollars a year.The reason for the sudden buzz of excitement is a new, super cheap version of an old tracking technology called Radio Frequency Identification (RFID). RFID systems are made up of readers and “smart tags”- microchips attached to antennas. When the tag nears a reader, it broadcasts the information contained in its chip. In the past four years, the cost of the cheapest tags has plunged, from $2 to 20 cents. In the next two to three years, prices are likely to fall to five cents or less. Already, RFID tags are made in their millions and used to track pets and livestock, parts in car factories and luggage at airports. Last month, Gillette announced that it had put in an order for half a billion smart tags, signalling the start of their adoption by the consumer-goods industry. If they catch on, smart tags will soon be made in their trillions and will replace the barcode on the packaging of almost everything that consumer-goods giants such as Procter & Gamble and Unilever make.Gillette is piloting two uses for its tags. The first combines smart tags with “smart shelves”, which are fitted with tag readers. Gillette says that retailers and consumer-goods firms in America lose around $30 billion a year in sales because shop shelves run out of products and stand empty. On Gillette's smart shelves, the tagged razors let the shelf know when they are coming and going, and the shelf keeps count. If it gets too empty, the shelf sends a message to store staff to say it needs to be filled. Gillette is also piloting the use of smart tags to track products as they move from factory to supermarket. Using barcodes can be a labor-intensive, error-prone task. Smart tags can be scanned automatically as pallets of products pass along conveyor belts and through loading bays. As a result, shipment errors and theft will be reduced, argues Gillette. Because manufacturers can be certain that they are shipping the right quantity of goods to the right place at the right time, they can also afford to shrink the inventories they maintain in case of error.The biggest worry is that consumers might reject smart tags because they seem too invasive of their privacy. If firms link products to customers at the checkout, ordinary objects could become traceable to their purchasers (imagine a stray Coke can at the scene of a crime).Here too the Auto-ID Centre seems ahead of the game. Its chip specifications include a “kill command” that can permanently disable the tag. The centre is working on a privacy policy, a draft of which gives the customer the option to kill tags at the checkout. The customer would forgo after-sales benefits, such as better warranty and returned goods services, for instance, or chickens that could tell ovens how to cook them. But the kill command is just the thing for those who suspect that their fridge has begun to spy on them.
check_box Receive after-sales benefits
Lose after-sales services
Lose customers’ trust
Lose their privacy
Read the text below and answer the questionGillette’s experiment will____________AT A Tesco's supermarket in Cambridge, England, the shelves have begun to talk to their contents, and the contents are talking back. Soon, razors at a Wal-Mart store in Brockton, Massachusetts will begin to let staff know when they suspect theft. This spring, a group of firms will attempt to track, in real-time, many thousands of goods as they travel from factory to supermarket shelf. Consultants tout cost savings and extra sales that could run into tens of billions of dollars a year.The reason for the sudden buzz of excitement is a new, super cheap version of an old tracking technology called Radio Frequency Identification (RFID). RFID systems are made up of readers and “smart tags”- microchips attached to antennas. When the tag nears a reader, it broadcasts the information contained in its chip. In the past four years, the cost of the cheapest tags has plunged, from $2 to 20 cents. In the next two to three years, prices are likely to fall to five cents or less. Already, RFID tags are made in their millions and used to track pets and livestock, parts in car factories and luggage at airports. Last month, Gillette announced that it had put in an order for half a billion smart tags, signalling the start of their adoption by the consumer-goods industry. If they catch on, smart tags will soon be made in their trillions and will replace the barcode on the packaging of almost everything that consumer-goods giants such as Procter & Gamble and Unilever make.Gillette is piloting two uses for its tags. The first combines smart tags with “smart shelves”, which are fitted with tag readers. Gillette says that retailers and consumer-goods firms in America lose around $30 billion a year in sales because shop shelves run out of products and stand empty. On Gillette's smart shelves, the tagged razors let the shelf know when they are coming and going, and the shelf keeps count. If it gets too empty, the shelf sends a message to store staff to say it needs to be filled. Gillette is also piloting the use of smart tags to track products as they move from factory to supermarket. Using barcodes can be a labor-intensive, error-prone task. Smart tags can be scanned automatically as pallets of products pass along conveyor belts and through loading bays. As a result, shipment errors and theft will be reduced, argues Gillette. Because manufacturers can be certain that they are shipping the right quantity of goods to the right place at the right time, they can also afford to shrink the inventories they maintain in case of error.The biggest worry is that consumers might reject smart tags because they seem too invasive of their privacy. If firms link products to customers at the checkout, ordinary objects could become traceable to their purchasers (imagine a stray Coke can at the scene of a crime).Here too the Auto-ID Centre seems ahead of the game. Its chip specifications include a “kill command” that can permanently disable the tag. The centre is working on a privacy policy, a draft of which gives the customer the option to kill tags at the checkout. The customer would forgo after-sales benefits, such as better warranty and returned goods services, for instance, or chickens that could tell ovens how to cook them. But the kill command is just the thing for those who suspect that their fridge has begun to spy on them.
check_box Tag selves as well as goods
Cost $30 billion
Reduce the number of mistakes usually made
Use barcodes to track goods
Read the text below and answer the questionTraditional Radio Frequency Identification was_____________AT A Tesco's supermarket in Cambridge, England, the shelves have begun to talk to their contents, and the contents are talking back. Soon, razors at a Wal-Mart store in Brockton, Massachusetts will begin to let staff know when they suspect theft. This spring, a group of firms will attempt to track, in real-time, many thousands of goods as they travel from factory to supermarket shelf. Consultants tout cost savings and extra sales that could run into tens of billions of dollars a year.The reason for the sudden buzz of excitement is a new, super cheap version of an old tracking technology called Radio Frequency Identification (RFID). RFID systems are made up of readers and “smart tags”- microchips attached to antennas. When the tag nears a reader, it broadcasts the information contained in its chip. In the past four years, the cost of the cheapest tags has plunged, from $2 to 20 cents. In the next two to three years, prices are likely to fall to five cents or less. Already, RFID tags are made in their millions and used to track pets and livestock, parts in car factories and luggage at airports. Last month, Gillette announced that it had put in an order for half a billion smart tags, signalling the start of their adoption by the consumer-goods industry. If they catch on, smart tags will soon be made in their trillions and will replace the barcode on the packaging of almost everything that consumer-goods giants such as Procter & Gamble and Unilever make.Gillette is piloting two uses for its tags. The first combines smart tags with “smart shelves”, which are fitted with tag readers. Gillette says that retailers and consumer-goods firms in America lose around $30 billion a year in sales because shop shelves run out of products and stand empty. On Gillette's smart shelves, the tagged razors let the shelf know when they are coming and going, and the shelf keeps count. If it gets too empty, the shelf sends a message to store staff to say it needs to be filled. Gillette is also piloting the use of smart tags to track products as they move from factory to supermarket. Using barcodes can be a labor-intensive, error-prone task. Smart tags can be scanned automatically as pallets of products pass along conveyor belts and through loading bays. As a result, shipment errors and theft will be reduced, argues Gillette. Because manufacturers can be certain that they are shipping the right quantity of goods to the right place at the right time, they can also afford to shrink the inventories they maintain in case of error.The biggest worry is that consumers might reject smart tags because they seem too invasive of their privacy. If firms link products to customers at the checkout, ordinary objects could become traceable to their purchasers (imagine a stray Coke can at the scene of a crime).Here too the Auto-ID Centre seems ahead of the game. Its chip specifications include a “kill command” that can permanently disable the tag. The centre is working on a privacy policy, a draft of which gives the customer the option to kill tags at the checkout. The customer would forgo after-sales benefits, such as better warranty and returned goods services, for instance, or chickens that could tell ovens how to cook them. But the kill command is just the thing for those who suspect that their fridge has begun to spy on them.
check_box Less efficient than the new smart tags
Harder to produce than the new smart tags
More expensive than the new smart tags
None of them is right
Read the text below and answer the questionUsing smart tags to monitor products will_______AT A Tesco's supermarket in Cambridge, England, the shelves have begun to talk to their contents, and the contents are talking back. Soon, razors at a Wal-Mart store in Brockton, Massachusetts will begin to let staff know when they suspect theft. This spring, a group of firms will attempt to track, in real-time, many thousands of goods as they travel from factory to supermarket shelf. Consultants tout cost savings and extra sales that could run into tens of billions of dollars a year.The reason for the sudden buzz of excitement is a new, super cheap version of an old tracking technology called Radio Frequency Identification (RFID). RFID systems are made up of readers and “smart tags”- microchips attached to antennas. When the tag nears a reader, it broadcasts the information contained in its chip. In the past four years, the cost of the cheapest tags has plunged, from $2 to 20 cents. In the next two to three years, prices are likely to fall to five cents or less. Already, RFID tags are made in their millions and used to track pets and livestock, parts in car factories and luggage at airports. Last month, Gillette announced that it had put in an order for half a billion smart tags, signalling the start of their adoption by the consumer-goods industry. If they catch on, smart tags will soon be made in their trillions and will replace the barcode on the packaging of almost everything that consumer-goods giants such as Procter & Gamble and Unilever make.Gillette is piloting two uses for its tags. The first combines smart tags with “smart shelves”, which are fitted with tag readers. Gillette says that retailers and consumer-goods firms in America lose around $30 billion a year in sales because shop shelves run out of products and stand empty. On Gillette's smart shelves, the tagged razors let the shelf know when they are coming and going, and the shelf keeps count. If it gets too empty, the shelf sends a message to store staff to say it needs to be filled. Gillette is also piloting the use of smart tags to track products as they move from factory to supermarket. Using barcodes can be a labor-intensive, error-prone task. Smart tags can be scanned automatically as pallets of products pass along conveyor belts and through loading bays. As a result, shipment errors and theft will be reduced, argues Gillette. Because manufacturers can be certain that they are shipping the right quantity of goods to the right place at the right time, they can also afford to shrink the inventories they maintain in case of error.The biggest worry is that consumers might reject smart tags because they seem too invasive of their privacy. If firms link products to customers at the checkout, ordinary objects could become traceable to their purchasers (imagine a stray Coke can at the scene of a crime).Here too the Auto-ID Centre seems ahead of the game. Its chip specifications include a “kill command” that can permanently disable the tag. The centre is working on a privacy policy, a draft of which gives the customer the option to kill tags at the checkout. The customer would forgo after-sales benefits, such as better warranty and returned goods services, for instance, or chickens that could tell ovens how to cook them. But the kill command is just the thing for those who suspect that their fridge has begun to spy on them.
check_box Reduce the number of mistakes usually made
Increase the number of inventories
Increase the quantities of goods shipped
Lose their privacy
READ THE TEXT BELOW AND ANSWER THE QUESTIONWho was responsible for taking market share away from Nike?In its 30-year history, Nike had become the undisputed leader in sports marketing. But beneath the success was an Achilles’ heel. Nike is named after a woman – the Greek goddess of victory – but for most of its history, the company had been perceived as being mostly about men.Could Nike do more to realize the full potential of female customers? And how could it afford not to, given the threats to its future with Air Jordan running out of air and brands like Skechers digging into the teen market with shoes inspired by skateboarding, not basketball? That was the hug question at Nike HQ. The launch of Nike Goddess was the makings of an answer.Just doing it DifferentlyFor much of its history. Nike’s destiny was controlled by its founders. Phi Knight and his running buddies, who signed up athletes in locker rooms and made the executive decisions. But by throwing together a diverse team of people with different backgrounds and different levels of seniority, Nike has found that it can keep many of its core attributes while adding new sources of inspiration.Take the combination of star designer John Hoke and newcomer Mindy Grossman, vice president of global apparel. Hoke designed the look and feel the first Nike Goddess store. The Grossman, whose career has included helping make Ralph Lauren into a retail icon, pitched the design ideas to Nike’s to retailers as stores within stores. Now it looks like Nike has a chance to reach a crucial objective: double its sales to women by the end of the decade.How to Sell to WomenNike Goddess began as a concept for a women-only store, and there’s a reason why. Many of the retail settings in which the company’s products were found were a turnoff to female customers: dark, loud, and harsh – in a world, male. In sharp contrast, the Nike Goddess stores have the comforting feel of a woman’s own home.How to Design for WomenDesigning a new approach to retail was only one element in Nike’s campaign. Another was redesigning the shoes and clothes themselves. Nike’s footwear designers worked on 18-month production cycles – which made it hard to say in step with the new styles and colors for women. The apparel group, which worked around 12-month cycles, was better at keeping up with fashion trends. But that meant that the clothes weren’t coordinated with the shoes – a big turnoff for women.How to Talk to WomenWhen Jackie Thomas, Nike’s US brand marketing director for women, first heard the phrase ‘Nike goddess’, she wasn’t impressed. “I don’t like talking to women through gender’, she says. Nike Goddess had to mean something to women, and it was her job to make that happen. ‘Women don’t need anybody’s permission. We are at our best when we are showing women a place where they didn’t think they could be.’ For John Hoke, the real power of Nike Goddess is not about traffic at stories. It’s about changing opportunity to redefine and re-energize out entire brand around a market that was taking off.
Jackie Thomas
John Hoke
Phil Knight
Skechers
READ THE TEXT BELOW AND FILL THE GAPS WITH THE SUITABLE SENTENCESThe right answer for gap (1) isOf celebrities, charities and tradeCharities are not yet free traders, but some are halfway thereIN THE energy-sapping heat of Uganda, women bend double to grow flowers for export to Europe. According to Bono, singer of the Irish rock band U2, this scene represents ‘globalization at its best”.He is right, of course. Growing flowers is hard work, but no more so than subsistence farming, which is the alternative; and it pays better. Everyone benefits; Europeans get roses in winter and Ugandan rose-growers eat better and put their children through school. A number of organizations now recognize that trade between developed and less developed economies allows poorer countries to improve their economies. A number of charities have also noticed that north-southtrade is not always exploitative 1…………. . Another leading charity has condemned northern protectionism.
Africa’s share of world trade is a tiny two per cent, but the continent’s exports are still ten times what it receives in aid.
Europeans pay twice as much for a basket of groceries as do more liberal New Zealanders.
Oxfam has just released a fat report on trade, in which it denounces rich countries’ tariff barriers against imports from poor countries, and their subsidies for farmers.
Similar tactics helped to persuade the Bush administration to take a fresh look at foreign aid.
READ THE TEXT BELOW AND FILL THE GAPS WITH THE SUITABLE SENTENCESThe right answer for gap (2) is2 ……. It was an odd spectacle: US finance ministers do not often spend time in African slums and rock stars rarely take part in high-level discussions about development economics. But the trip revealed a few things about the changing relationships between government, charities and celebrities. Even if politicians in democracies don’t have to do what voters want, they generally do take their opinions seriously. So, if charities want them to be nice to Africa, they must persuade voters to demand this. And to attract voters’ attention, it helps to have a few celebrities.
check_box Bono spent two weeks touring Africa with Paul O’Neill, the US Treasury Secretary.
Africa’s share of world trade is a tiny two per cent, but the continent’s exports are still ten times what it receives in aid.
Europeans pay twice as much for a basket of groceries as do more liberal New Zealanders.
Similar tactics helped to persuade the Bush administration to take a fresh look at foreign aid.
Read the text below and fill the gaps with the suitable sentencesThe right answer for gap (3) isThis tactic succeeded spectacularly during the “jubilee 2000” campaign for debt relief. by using bono and another glittery folk as loudhailers, campaigners persuaded a record 25m people to sign their petition, which then nudged rich-country governments into canceling a hefty whack of poor-country debt. 3 … mr. O'neill used to argue that aid was wasteful and created dependence; now he says that rich countries should give grants, not loans.
check_box Similar tactics helped to persuade the Bush administration to take a fresh look at foreign aid.
Africa’s share of world trade is a tiny two per cent, but the continent’s exports are still ten times what it receives in aid.
Bono spent two weeks touring Africa with Paul O’Neill, the US Treasury Secretary.
Europeans pay twice as much for a basket of groceries as do more liberal New Zealanders.
Read the text below and fill the gaps with the suitable sentencesThe right answer for gap (4) is4 ………A small increase in trade would make far more difference than a proportionately similar rise in aid. Bono is hazy about how this could be done, but DATA, the lobbying group he fronts, insists the rich world must lift quotas and duties on African exports, and cut subsidies harmful to African growers.
check_box Africa’s share of world trade is a tiny two per cent, but the continent’s exports are still ten times what it receives in aid.
Bono spent two weeks touring Africa with Paul O’Neill, the US Treasury Secretary.
Europeans pay twice as much for a basket of groceries as do more liberal New Zealanders.
Similar tactics helped to persuade the Bush administration to take a fresh look at foreign aid.
READ THE TEXT BELOW AND MATCH THE HEADING WITH THE RIGHT PARAGRAPHS 4Consumers are now bombarded with choices. They are also harder to reach. They are busier, more distracted, and have more media to choose from. They are “commercials veterans” experiencing up to 1,500 pitches a day. They are more cynical than ever about marketing and less responsive to messages to buy. Jonathan Bond and Richard Kirshenbaum, authors of Under The Radar – Talking To Today's Cynical Consumers, say “Some of the most cynical consumers are the young.” Nearly half of all US students have taken marketing courses and “know the enemy”. For them, “shooting down advertising has become a kind of sport.”The heading of paragraph (4) is
Advertising brands
Brands past
The case against brands
The new consumers
READ THE TEXT BELOW AND MATCH THE HEADING WITH THE RIGHT PARAGRAPHS Are we being manipulated into buying brands? 1 BRANDS are accused of all sorts of evils, from threatening our health and destroying our environment to corrupting our children. Brands are so powerful, it is said, that they force us to look alike, eat alike, and be alike. The heading of paragraph (1) is
Advertising brands
Brands past
The case against brands
The importance of brands
READ THE TEXT BELOW AND MATCH THE HEADING WITH THE RIGHT PARAGRAPHS Are we being manipulated into buying brands?1 BRANDS are accused of all sorts of evils, from threatening our health and destroying our environment to corrupting our children. Brands are so powerful, it is said, that they force us to look alike, eat alike, and be alike. 2This grim picture has been made by many recent anti-branding books. The argument has been most forcefully stated in Naomi Klein's book No Logo: Taking Aim at the Brand Bullies. Its argument runs something like this. In the new global economy, brands represent a huge portion of the value of a company and, increasingly, its biggest source of profits. So companies are switching from showcasing product features to marketing aspirations and the dream of a more exciting lifestyle.The heading of paragraph (2) is
Advertising brands
Brands past
The case against brands
The importance of brands
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?All his designers are company employees.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box False
Not Given
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?He always talks about products that have failed.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box Not Given
False
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?He designed the famous Bird Kettle.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box FALSE
NOT GIVEN
TRUE
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?He is expected to supervise the planning of new projects.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box Not Given
False
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?He is the only member of his family to work.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box Not Given
False
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?He wants his firm to design only household objects.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box False
Not Given
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?More than half of his new products fail.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box False
Not Given
True
READ THE TEXT. ARE THE FOLLOWING STATEMENTS TRUE, FALSE, OR NOT GIVEN IN THE TEXT?The company has always been owned by the Alessi family.Alberto Alessi transformed his family’s housewares business into a trendsetting design giant. His secret: walking the borderline between genius and failure.Have the past six months been a fast journey down a blind alley? There’s only one thing for you to do, says Alberto Alessi, manufacturing maestro and the godfather of Italian product design: Revel in your glorious failures. Dance on the borderline between success and disaster. Because that’s where your next big breakthrough will come from.Alessi, 54, has followed that very advice ever since he took the reins of the eponymous family business in 1970. His partnerships with some of the world’s best designers have transformed this 80-year-old company from a housewares-trade supplier to a design leader. You might not know them as Alessi offerings, but even a design philistine can recognize Philippe Starck’s Juicy Salif lemon squeezer, Alessandro Mendini’s Anna G. corkscrew, and Michael Graves’s Bird Kettle.But Alessi is just as proud of his flops. It’s the duds that enjoy center stage in the company’s private museum, where Alessi summons his designers weekly to discuss new projects. He has even published a book of prototypes that never made it to production. In a market that’s crowded with the mundane and generic, Alessi says, the lemons reassure him that he is not veering toward safety.Fortunately, most of the products created by Alessi’s impressive stable of 200 free-agent designers are winners. The Alessi ‘dream factory’ of 500 workers, which Alberto runs with brothers Michele and Alessio, has over the past decade raised sales by around 15 per cent a year, to $100 million today.Now, having conquered our kitchens, Alessi is looking at our cell phones, watches and maybe even our cars. How will he do it? By walking along the border between the ‘possible and the not possible’. In an interview at the Alessi factory, he explained how to fail in style.Where is this borderline?The area of the ‘possible’ is the area in which we develop products that the customer will love and buy. The area of the ‘not possible' is represented by the new projects that people are not yet ready to understand or accept. At Alessi, we work as close as we can to the borderline. Because when we succeed, we give birth to a new product that surprises people and because it is completely unknown, it doesn’t have any competition – which means we can enjoy big margins.How do you explain your success?Our industrial organization is very flexible. We have a few bestsellers that sell more than 100,000 pieces a year, while others sell in much smaller than numbers. In any case, Alessi is not a mass-production company. It’s a research lab for the applied arts. And that means we have to experiment a lot. But doing experiments doesn't just mean doing research and making a prototype. It means putting a finished product into the marketplace.What is your favorite fiasco? Our most beautiful fiasco was the Philippe Starck Hot Bertaa kettle. I didn’t realise that we had gone too far. Inside the kettle was some complicated but very intelligent engineering. On the prototypes, it worked well, but when we produced thousands and thousands, it didn’t work so well.How do you view your customers?Our customers seem happy to take risks with us. Customers are much more progressive than marketing people or retailers think. Social is much more exciting than just a target market. A target market is a cage where people try to put society. It bears no relation to what people feel and want.
check_box True
False
Not Given
RÉGIS SULTAN IS A FRENCH COMPUTER ENGINEER WORKING IN INDIA. LISTEN TO HIM TALK ABOUT HIS JOB AND CHOOSE THE BEST OPTION How many hours a day does he work?
10
12
6
8
RÉGIS SULTAN IS A FRENCH COMPUTER ENGINEER WORKING IN INDIA. LISTEN TO HIM TALK ABOUT HIS JOB AND CHOOSE THE BEST OPTION It is difficult to recruit locally because there are_____
Adequate leaders require adequate employees
Few candidates with good language skills
Not enough technically-qualified people
Too many similar companies in the area
RÉGIS SULTAN IS A FRENCH COMPUTER ENGINEER WORKING IN INDIA. LISTEN TO HIM TALK ABOUT HIS JOB AND CHOOSE THE BEST OPTION.Régis is working in a _______
Advertising brands
Customer support service
Production department
Research centre
RÉGIS SULTAN IS A FRENCH COMPUTER ENGINEER WORKING IN INDIA. LISTEN TO HIM TALK ABOUT HIS JOB AND CHOOSE THE BEST OPTION.When did he attend training courses?
At weekends
Every evening
Every morning
Every year
Rewrite the sentence using the verbs in brackets He’s just arrived but we expected him ages ago.=> (should) _________________________________.
check_box He should have arrived ages ago
He should have arrived ages
He should have had arrived ages ago
He should not have arrived ages ago
Rewrite the sentence using the verbs in brackets I went to Spain and regretted not going for longer.=> (could) _________________________________.
check_box I could have gone to Spain for longer
Could I have gone to Spain for longer
I could go to Spain for longer
I could have not gone to Spain for longer
Rewrite the sentence using the verbs in brackets She came at ten, but we open at nine o’clock.=> (should) _________________________________.
check_box She should have come at nine
She should come at nine
She should have not come at nine
Should she have come at nine
Rewrite the sentence using the verbs in brackets. They launched the product but I’m not sure the market was ready for it.=> (might) _________________________________.
check_box The market might not have been ready for the product
The market might have not have been ready for the product
The market might not have been launched for the product
The product might not have been ready for the market
Sales are a good way for ______ to get rid of surplus stock
dealers
retailers
sellers
wholesalers
Shareholders lost money when the company declared itself ______.
bankrupt
broken down
redundant
sold out
Some companies ______ their earnings to drive up share prices.
overdo
overflow
oversee
overstate
The company was in fact seriously ______ even though they claimed to be making a profit.
at a loss
broken
in debt
in the black
The correct answer for gap (2) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
had
had have
have
have had
The correct answer for gap (3) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
are eliminating
eliminate
is eliminating
was eliminating
The correct answer for gap (4) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
becomes
is becoming
were becoming
will become
The correct answer for gap (5) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
is shifting
shifting
was shifting
were shifting
The correct answer for gap (6) isSince the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
did it mean
does it mean
it does mean
it means
The correct answer for gap (7) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
diversification changes
diversification is changing
is diversification changing
was diversification changing
The correct answer for gap (8) is Since the corporation was invented, it has been widely accepted that bringing activities together into one large company (1lower) "transactional" and communication costs and that suppliers and manufacturers (2 have) market power due to their knowledge of markets. However, nowadays the internet (3eliminate) the physical costs of communication. As a result, it (4become) more profitable to outsource many activities. Power (5shift) to the customer who could be either another business or the end-user.All this raises two burning questions. Firstly, (6it/mean) that the supplier will no longer be the seller but become the buyer for the customer. Secondly, (7diversification/change) the structure of companies. The answer to both questions at the moment is yes for many business sectors. Some of the US's largest pharmaceutical companies (8not/manufacture) drugs themselves anymore. During this transition period, they (9wholesale) every other kind of pharmacy product as well. At the annual conference for managers in the pharmaceutical sector, which (10take) place next month, the main topic will surely be what to outsource to smaller companies next.
do manufacture
do not manufacture
manufacture
not manufacture
The Financial Services Authority was set up in the UK to deal with ______ such as fraud and insider trading.
ideas
issues
purposes
reasons
The right answer for gap (1) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
check_box trading
auction
characteristics
inventory
The right answer for gap (2) is Mario Moretti Polegato is the 1 founder of Geox footwear. In the early 1990s, he created a new footwear 2 concept: a special member that could be used in shoes to prevent perspiration. He approached Nike, Adidas, and Timberland, the 3leaders of the footwear market. But nobody was interested. So he decided to go it alone and set up his company with five employees. Today the company has 2,800 employees and sales of $350m. Mario thinks the company's next 4opportunity will come from the clothing market and he plans to produce a range of clothes incorporating the same patented material. The only 5threat that Geox faces is the same for all fashion businesses: a sudden shift in consumer 6 .
concept
founder
opportunity
trends
The right answer for gap (2) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
auction
characteristics
inventory
trading
The right answer for gap (3) is Mario Moretti Polegato is the 1 founder of Geox footwear. In the early 1990s, he created a new footwear 2 concept: a special member that could be used in shoes to prevent perspiration. He approached Nike, Adidas, and Timberland, the 3leaders of the footwear market. But nobody was interested. So he decided to go it alone and set up his company with five employees. Today the company has 2,800 employees and sales of $350m. Mario thinks the company's next 4opportunity will come from the clothing market and he plans to produce a range of clothes incorporating the same patented material. The only 5threat that Geox faces is the same for all fashion businesses: a sudden shift in consumer 6 .
founder
leaders
opportunity
trends
The right answer for gap (3) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
check_box business
characteristics
inventory
trading
The right answer for gap (4) is Mario Moretti Polegato is the 1 founder of Geox footwear. In the early 1990s, he created a new footwear 2 concept: a special member that could be used in shoes to prevent perspiration. He approached Nike, Adidas, and Timberland, the 3leaders of the footwear market. But nobody was interested. So he decided to go it alone and set up his company with five employees. Today the company has 2,800 employees and sales of $350m. Mario thinks the company's next 4opportunity will come from the clothing market and he plans to produce a range of clothes incorporating the same patented material. The only 5threat that Geox faces is the same for all fashion businesses: a sudden shift in consumer 6 .
founder
leaders
opportunity
trends
The right answer for gap (4) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
check_box characteristics
business
inventory
trading
The right answer for gap (5) is Mario Moretti Polegato is the 1 founder of Geox footwear. In the early 1990s, he created a new footwear 2 concept: a special member that could be used in shoes to prevent perspiration. He approached Nike, Adidas, and Timberland, the 3leaders of the footwear market. But nobody was interested. So he decided to go it alone and set up his company with five employees. Today the company has 2,800 employees and sales of $350m. Mario thinks the company's next 4opportunity will come from the clothing market and he plans to produce a range of clothes incorporating the same patented material. The only 5threat that Geox faces is the same for all fashion businesses: a sudden shift in consumer 6 .
founder
opportunity
threat
trends
The right answer for gap (5) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
business
characteristics
inventory
trading
The right answer for gap (6) is Mario Moretti Polegato is the 1 founder of Geox footwear. In the early 1990s, he created a new footwear 2 concept: a special member that could be used in shoes to prevent perspiration. He approached Nike, Adidas, and Timberland, the 3leaders of the footwear market. But nobody was interested. So he decided to go it alone and set up his company with five employees. Today the company has 2,800 employees and sales of $350m. Mario thinks the company's next 4opportunity will come from the clothing market and he plans to produce a range of clothes incorporating the same patented material. The only 5threat that Geox faces is the same for all fashion businesses: a sudden shift in consumer 6 .
founder
leaders
opportunity
trends
The right answer for gap (6) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
clients
equal
leave
rewards
The right answer for gap (7) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
benefits
leave
rate
rewards
The right answer for gap (8) is:If you are thinking of 1 trading on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2…….. a few personal items from time to time but actually running your own online 3 ……. Is a different thing altogether. •What sort of product should you sell?•What special 4 …… does your product have that make it unique?•How much 5 ….. will you need to stock to keep you 6 …. Supplied?•How will customers 7 …. Transaction after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book Online Business – The Easy Way. Kathleen shares her secrets in this new book that could set you off on the road to becoming a successful online 8 ……Order now!
contracts
leave
permit
retailer
They get discounts from ……….if they meet sales targets
deliveries
orders
service
suppliers
When the CEO should have been cost-cutting, he was spending huge sums on ______ that turned out to be unprofitable.
acquisitions
growth
increases
investors
When you buy in bulk you can obtain ______ or rebates.
decreases
discounts
interest
sales
Which future forms are used to describe a timetabled event?
I’ll forward the report to you by email.
The marketing department is launching the new campaign this spring.
There is no doubt in my mind. We will succeed.
We start the visit with a tour of the Indonesian factory.
Which future forms are used to make a prediction?.
I’ll forward the report to you by email.
The marketing department is launching the new campaign this spring.
There is no doubt in my mind. We will succeed.
We start the visit with a tour of the Indonesian factory.
Which future forms are used to talk about a personal intention?
The marketing department is launching the new campaign this spring.
There is no doubt in my mind. We will succeed.
We start the visit with a tour of the Indonesian factory.
We’re going to target a new customer profile.
Write complete sentences using the appropriate verb forms.If I / have / bigger salary / be / more motivated
If I had a bigger salary, I did more motivated
If I had a bigger salary, I’d be more motivated
If I has a bigger salary, I did more motivated
If I have had a bigger salary, I did more motivated
Write complete sentences using the appropriate verb forms.If I / have enough money / retire now
If I had enough money, I’d retire now
If I had had enough money, I’d retire now
If I have enough money, I’d retire now
If I will have enough money, I’d retire now
Write complete sentences using the appropriate verb forms.If I / meet / objectives / get / bonus
If I meet the objectives, I would get a bonus
If I meet the objectives, I’ll get a bonus
If I meets the objectives, I’ll get a bonus
If I will meet the objectives, I have gotten a bonus
Write complete sentences using the appropriate verb forms.If I / speak Chinese / need / translator
If I had spoken Chinese, I wouldn’t need a translator
If I speak Chinese, I wouldn’t need a translator
If I spoke Chinese, I won’t need a translator
If I spoke Chinese, I wouldn’t need a translator
Write complete sentences using the appropriate verb forms.If I / work / this weekend / get / overtime
If I didn’t work this weekend, I’ll get overtime
If I work this weekend, I would get overtime
If I work this weekend, I’ll get overtime
If I worked this weekend, I’ll get overtime
Write complete sentences using the appropriate verb forms.If we / reduce / labour costs / be / more efficient
If we had reduced labour costs, we’ll be more efficient.
If we have reduced labour costs, we’ll be more efficient.
If we reduce labour costs, we’ll be more efficient.
If we reduced labour costs, we’ll be more efficient.
Write the following sentences in the passiveManufacturers will install smart tags on all sorts of products.
check_box Smart tags will be installed on all sorts of products
Smart tags have been installed on all sorts of products
Smart tags installed on all sorts of products
Smart tags would be installed on all sorts of products.
Môn học xem nhiều nhất
- list KNTATC2 Khẩu ngữ Tiếng Anh Trung cấp 2
- list KNTATC1 Khẩu ngữ tiếng Anh trung cấp 1
- list TAGTKD Tiếng Anh giao tiếp kinh doanh
- list QTHCVP Quản trị hành chính văn phòng
- list T Thuế
- list KTTMDV Kế toán thương mại dịch vụ
- list KNTATC3 Khẩu ngữ Tiếng Anh trung cấp 3
- list TACB2 Tiếng Anh cơ bản 2
- list ANM An ninh mạng
- list QTKD Quản trị Kinh doanh
- list QTM Quản trị Marketing
- list TATM Tiếng Anh thương mại
- list NPTA Ngữ pháp tiếng anh
- list CHQTCHD Các hệ quản trị CSDL hiện đại
- list KTQT Kế toán quản trị
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