【分析解答题】For short distance, it uses its own\’ self airplanes. For international ...self...
flights it calls on leading airlines including the Japanese Airlines. ... .. √.. . ..
LUFTHANSE , WELCOME ON ABOARD
It\’s only normal that a service-oriented company should look to other
36. service companies as partners. The reputation for excellence of every each
37. of DHL\’s partners strongly motivated its choice. To make that sure that
38. everyone made the right choice ,they agreed to give their final answer
39. after a two-year old trial period. Faster service ,better airport
40. facilities; the benefits to the customers are clear. They will also grow up
in the near future ,allowing customers to choose from so many services.
flights it calls on leading airlines including the Japanese Airlines. ... .. √.. . ..
LUFTHANSE , WELCOME ON ABOARD
It\’s only normal that a service-oriented company should look to other
36. service companies as partners. The reputation for excellence of every each
37. of DHL\’s partners strongly motivated its choice. To make that sure that
38. everyone made the right choice ,they agreed to give their final answer
39. after a two-year old trial period. Faster service ,better airport
40. facilities; the benefits to the customers are clear. They will also grow up
in the near future ,allowing customers to choose from so many services.
【单选题】
A、sChool oF BEhAviorAl EConomists hAs long ArguED thAt whEn it ComEs to monEy, pEoplE ArE inCApABlE oF ACting in thEir own BEst intErEst -- thAt DECisions rEsult From impulsE AnD ovErConFiDEnCE As muCh As From rEAson. smArt Folks, in othEr worDs, ArE just As likEly to soon pArt with thEir monEy As All thosE Fools.
thE truly BAD nEws is thAt smArt CompAniEs ArE just As pronE to mAkE tErriBlE DECisions For thE sAmE rEAson. tAkE onE oF thE BiggEst BusinEss DECisions oF All— mErgEr. rEsEArCh ConsistEntly shows thAt most mErgErs FAil in EvEry sEnsE oF thE worD, From FAlling stoCk priCEs to lowEr proFitABility AFtEr thE mErgEr. yEt, EvEn with suFFEring CApitAl mArkEts, A rECEnt hEwittAssoCiAtEs stuDy FounD thAt morE thAn hAlF oF thE 70 sEnior ExECutivEs AnD BoArD mEmBErs survEyED plAnnED to stEp up mErgEr ACtivity During thE nExt thrEE yEArs.
whyCAll it ExECutivE huBris.CEos ArE not DiFFErEnt From thE rEst oF us in thAt thEy FAll prEy to thE sElF-EnhAnCEmEnt BiAs: wE All likE to think wE ArE intElligEnt AnD EFFiCACious. so wE ovErEstimAtE our ABilitiEs. thAt’s why stuDiEs show thAt signiFiCAntly morE thAn hAlF oF All pEoplE BEliEvE thEy ArE ABovE AvErAgE -- in nEgotiAting ABility, EvEn in inComE, this ovErly optimistiC viEw is, oF CoursE, worsE ForCEos- AFAr All, thEy gEnErAlly ArE wAy ABovE AvErAgE.Btu thE rEsult is thE sAmE: BAD DECisions. onE stuDy, By BusinEss sChool proFEssors mAtthEw hAywArD AnDDonAlD hAmBriCk, showED thAt thE grEAtEr thE huBris oF thE ChiEF ExECutivE, thE morE A CompAny tEnDs to ovErpAy For ACquisitions.
thE Aphorism "priDE goEth BEForE A FAll" sEEms to holD truE in BusinEss too. whEn ExECutivEs ArE ConFrontED with thE AppAlling stAtistiCs, thEir First rEsponsE goEs somEthing likE this: "thAt mAy hAppEn to othEr CompAniEs, But not ours. this ACquisition will BE morE suCCEssFul. wE hAvE lEArnE
D、"
thE nExtCEo ChAllEngE is pErsuADing A possiBly rECAlCitrAnt BoArD oF DirECtors to lEt you pursuE your urgE to mErgE. huBris, AgAin, rEturns to CEntEr stAgE. you pAint A piCturE oF Doom AnD gloom thAt will rEsult iF you Don’t mErgE. tAkE A look At onE oF thE rAtionAlEs givEn For thE mErgEr oF hEwlEtt-pACkArD AnDCompAq, two CompAniEs with poor opErAting trACk rECorDs. thE ArgumEnt wAs thAt pCs wErE BEComing A CommoDity inDustry, ConsoliDAtion wAs inEvitABlE, AnD iF hp DiDn’t Do thE ConsoliDAting, it woulD soon BE onE oF thE ConsoliDAtE
D、hErE’s AnothEr vAriAnt oF thE sAmE rAtionAlE: iF you Don’t Buy thE tArgEt CompAny, your CompEtitor will -- AnD you’ll losE out. this gAmBit usEs thE inFluEnCE strAtEgy oF sCArCity -- wE wAnt whAt wE CAn’t hAvE, AnD wE FinD pArtiCulArly DEsirABlE Anything thAt wE mAy losE to somEonE ElsE.
hErE’s how to AvoiD huBris-FuElED mErgEr mAni
A、First, Follow thE ADAgE From mEDiCinE: ForgivE AnD rEmEmBEr. go BACk AnD EvAluAtE pAst mErgEr DECisions, ADmit whEn you wErE wrong, FigurE out why, AnD lEArn From it.
sEConD, BEwArE oF too muCh AgrEEmEnt in thE BoArD room. whEnAlFrED sloAn rAn gEnErAl motors, iF hE CoulDn’t FinD opposition to A DECision, hE’D postponE it. hE intErprEtED A lACk oF DissEnt As A lACk oF AnAlysis. FinD, EvEn EnCourAgE, pEoplE to DisAgrEE with you, so thAt All siDEs oF thE DECision ArE ExAminE
D、mostly, wE likE thosE who AgrEE with us.But As onE oF my CollEAguEs likEs to point out, iF two pEoplE AgrEE All thE timE, onE oF thEm is rEDunDAnt.
thE urgE to mErgE is still likE An ADDiCtion in mAny CompAniEs:Doing DEAls is muCh morE Fun AnD intErEsting thAn Fixing FunDAmEntAl proBlEms. so, As in DEAling with Any othEr ADDiCtion or tEmptAtion, mAyBE it is BEst to just sAy no.
whAt is thE ArgumEnt in thE First pArAgrAph ABout EArning monEy
A、pEoplE ArE likEly to mAkE DECisions rEAsonABly.
BEhAviorAl EConomists ArE likEly to ACt with ovErConFiDEnCE.
ClEvEr pEoplE ArE CApABlE to EArn A grEAt FortunE.
D、intElligEnt pEoplE tEnD to BEhAvE thE sAmE with thE Foolish on
A、sChool oF BEhAviorAl EConomists hAs long ArguED thAt whEn it ComEs to monEy, pEoplE ArE inCApABlE oF ACting in thEir own BEst intErEst -- thAt DECisions rEsult From impulsE AnD ovErConFiDEnCE As muCh As From rEAson. smArt Folks, in othEr worDs, ArE just As likEly to soon pArt with thEir monEy As All thosE Fools.
thE truly BAD nEws is thAt smArt CompAniEs ArE just As pronE to mAkE tErriBlE DECisions For thE sAmE rEAson. tAkE onE oF thE BiggEst BusinEss DECisions oF All— mErgEr. rEsEArCh ConsistEntly shows thAt most mErgErs FAil in EvEry sEnsE oF thE worD, From FAlling stoCk priCEs to lowEr proFitABility AFtEr thE mErgEr. yEt, EvEn with suFFEring CApitAl mArkEts, A rECEnt hEwittAssoCiAtEs stuDy FounD thAt morE thAn hAlF oF thE 70 sEnior ExECutivEs AnD BoArD mEmBErs survEyED plAnnED to stEp up mErgEr ACtivity During thE nExt thrEE yEArs.
whyCAll it ExECutivE huBris.CEos ArE not DiFFErEnt From thE rEst oF us in thAt thEy FAll prEy to thE sElF-EnhAnCEmEnt BiAs: wE All likE to think wE ArE intElligEnt AnD EFFiCACious. so wE ovErEstimAtE our ABilitiEs. thAt’s why stuDiEs show thAt signiFiCAntly morE thAn hAlF oF All pEoplE BEliEvE thEy ArE ABovE AvErAgE -- in nEgotiAting ABility, EvEn in inComE, this ovErly optimistiC viEw is, oF CoursE, worsE ForCEos- AFAr All, thEy gEnErAlly ArE wAy ABovE AvErAgE.Btu thE rEsult is thE sAmE: BAD DECisions. onE stuDy, By BusinEss sChool proFEssors mAtthEw hAywArD AnDDonAlD hAmBriCk, showED thAt thE grEAtEr thE huBris oF thE ChiEF ExECutivE, thE morE A CompAny tEnDs to ovErpAy For ACquisitions.
thE Aphorism "priDE goEth BEForE A FAll" sEEms to holD truE in BusinEss too. whEn ExECutivEs ArE ConFrontED with thE AppAlling stAtistiCs, thEir First rEsponsE goEs somEthing likE this: "thAt mAy hAppEn to othEr CompAniEs, But not ours. this ACquisition will BE morE suCCEssFul. wE hAvE lEArnE
D、"
thE nExtCEo ChAllEngE is pErsuADing A possiBly rECAlCitrAnt BoArD oF DirECtors to lEt you pursuE your urgE to mErgE. huBris, AgAin, rEturns to CEntEr stAgE. you pAint A piCturE oF Doom AnD gloom thAt will rEsult iF you Don’t mErgE. tAkE A look At onE oF thE rAtionAlEs givEn For thE mErgEr oF hEwlEtt-pACkArD AnDCompAq, two CompAniEs with poor opErAting trACk rECorDs. thE ArgumEnt wAs thAt pCs wErE BEComing A CommoDity inDustry, ConsoliDAtion wAs inEvitABlE, AnD iF hp DiDn’t Do thE ConsoliDAting, it woulD soon BE onE oF thE ConsoliDAtE
D、hErE’s AnothEr vAriAnt oF thE sAmE rAtionAlE: iF you Don’t Buy thE tArgEt CompAny, your CompEtitor will -- AnD you’ll losE out. this gAmBit usEs thE inFluEnCE strAtEgy oF sCArCity -- wE wAnt whAt wE CAn’t hAvE, AnD wE FinD pArtiCulArly DEsirABlE Anything thAt wE mAy losE to somEonE ElsE.
hErE’s how to AvoiD huBris-FuElED mErgEr mAni
A、First, Follow thE ADAgE From mEDiCinE: ForgivE AnD rEmEmBEr. go BACk AnD EvAluAtE pAst mErgEr DECisions, ADmit whEn you wErE wrong, FigurE out why, AnD lEArn From it.
sEConD, BEwArE oF too muCh AgrEEmEnt in thE BoArD room. whEnAlFrED sloAn rAn gEnErAl motors, iF hE CoulDn’t FinD opposition to A DECision, hE’D postponE it. hE intErprEtED A lACk oF DissEnt As A lACk oF AnAlysis. FinD, EvEn EnCourAgE, pEoplE to DisAgrEE with you, so thAt All siDEs oF thE DECision ArE ExAminE
D、mostly, wE likE thosE who AgrEE with us.But As onE oF my CollEAguEs likEs to point out, iF two pEoplE AgrEE All thE timE, onE oF thEm is rEDunDAnt.
thE urgE to mErgE is still likE An ADDiCtion in mAny CompAniEs:Doing DEAls is muCh morE Fun AnD intErEsting thAn Fixing FunDAmEntAl proBlEms. so, As in DEAling with Any othEr ADDiCtion or tEmptAtion, mAyBE it is BEst to just sAy no.
whAt is thE ArgumEnt in thE First pArAgrAph ABout EArning monEy
A、pEoplE ArE likEly to mAkE DECisions rEAsonABly.
BEhAviorAl EConomists ArE likEly to ACt with ovErConFiDEnCE.
ClEvEr pEoplE ArE CApABlE to EArn A grEAt FortunE.
D、intElligEnt pEoplE tEnD to BEhAvE thE sAmE with thE Foolish on
【单选题】
A．cancelling
B．taking
C．abolishing
D．getting
A．cancelling
B．taking
C．abolishing
D．getting
【单选题】
A．showing
B．Doing
C．ExpECting
D．lEArning
A．showing
B．Doing
C．ExpECting
D．lEArning
【单选题】thE ipoD hAs turnEDApplE into A supErBrAnD
no singlE BrAnD CoulD BE CompArED toApplE’s ipoD, whiCh is ExpECtED to BE thE hottEst giFt ovEr thE holiDAy sEAson. in thE thrEE months toDECEmBEr 31st,ApplE solD 14m DigitAl musiC plAyErs, CompArED with 4.5m in thE sAmE pErioD in 2004. thE ipoD (19) A proDuCt CAtEgory, As sony’s wAlkmAn onCE DiD whEn musiC wAs DElivErED on CAssEttE instEAD oF ovEr thE intErnEt.AnD (20) ApplE’s itunEs musiC storE ACCounting For 80% oF lEgAl musiC DownloADs, thECAliForniAn CompAny now hAs A BrAnD thAt mArkEtErs holD in AwE.But CAnApplE Also usE its nEw BrAnD powEr to sEll (21) ComputErs
AtApplE’s AnnuAl mACworlD EvEnt on jAnuAry 10th, stEvE joBs, thE CompAny’s ChiEF ExECutivE, unvEilED whAt mAny FAns hAD BEEn (22) : thE First mACintosh ComputErs BAsED on Chips mADE By intEl, whiCh Also powEr thE vAst (23) oF pErsonAl ComputErs thAt run miCrosoFt’s winDows opErAting systEm.ApplE hopEs thE high pErFormAnCE oF its nEw intEl-BAsED mACs will hElp it (24) mArkEt shArE From mAkErs oF winDows-BAsED pCs.
But thE "hAlo EFFECt" From thE ipoD rEmAinsApplE’s most (25) mEAns oF Boosting sAlEs oF its ComputErs. survEys suggEst thAt somE 10-20% oF pC、usErs who Buy An ipoD suBsEquEntly go on to Buy A mAC、in 2005 thE ipoD hElpED thE CompAny to (26) its shArE oF thE pErsonAl-ComputEr mArkEt From 3% to 4%.ApplE’s ChAllEngE is thAt gEtting pEoplE to Buy An ipoD, A nEw typE oF DEviCE, is (27) thAn gEtting thEm to switCh loyAltiEs in An Existing proDuCt CAtEgory.
thE most powErFul FACtor working inApplE’s FAvour is pEEr (28) : whAt FriEnDs AnD rElAtivEs hAvE to sAy ABout proDuCts is now thE most (29) Form oF ConsumEr ADviCE, AnD to BE sEEn with (30) DiFFErEnt CAn BE Almost tABoo. thAt is why millions oF pEoplE sAiD thEy wAntED An ipoD ForChristmAs, AnD not A DigitAl-musiC plAyEr From AnothEr mAnuFACturEr—EvEn though rivAl plAyErs ArE oFtEn ChEApEr thAn ipoDs. AnD gEnErAlly hAvE morE (31) .
During thE yEArs it (32) in miCrosoFt’s shADow,ApplE (33) From hAving A DistinCtivE, CountEr-CulturAl BrAnD、But givEn its DominAnCE in DigitAl musiC, whErE it is Anything But thE unDErDog, how long CAnApplE kEEp its Cool
A．CArED
B．trustED
C．worriED
D．sEttlED
no singlE BrAnD CoulD BE CompArED toApplE’s ipoD, whiCh is ExpECtED to BE thE hottEst giFt ovEr thE holiDAy sEAson. in thE thrEE months toDECEmBEr 31st,ApplE solD 14m DigitAl musiC plAyErs, CompArED with 4.5m in thE sAmE pErioD in 2004. thE ipoD (19) A proDuCt CAtEgory, As sony’s wAlkmAn onCE DiD whEn musiC wAs DElivErED on CAssEttE instEAD oF ovEr thE intErnEt.AnD (20) ApplE’s itunEs musiC storE ACCounting For 80% oF lEgAl musiC DownloADs, thECAliForniAn CompAny now hAs A BrAnD thAt mArkEtErs holD in AwE.But CAnApplE Also usE its nEw BrAnD powEr to sEll (21) ComputErs
AtApplE’s AnnuAl mACworlD EvEnt on jAnuAry 10th, stEvE joBs, thE CompAny’s ChiEF ExECutivE, unvEilED whAt mAny FAns hAD BEEn (22) : thE First mACintosh ComputErs BAsED on Chips mADE By intEl, whiCh Also powEr thE vAst (23) oF pErsonAl ComputErs thAt run miCrosoFt’s winDows opErAting systEm.ApplE hopEs thE high pErFormAnCE oF its nEw intEl-BAsED mACs will hElp it (24) mArkEt shArE From mAkErs oF winDows-BAsED pCs.
But thE "hAlo EFFECt" From thE ipoD rEmAinsApplE’s most (25) mEAns oF Boosting sAlEs oF its ComputErs. survEys suggEst thAt somE 10-20% oF pC、usErs who Buy An ipoD suBsEquEntly go on to Buy A mAC、in 2005 thE ipoD hElpED thE CompAny to (26) its shArE oF thE pErsonAl-ComputEr mArkEt From 3% to 4%.ApplE’s ChAllEngE is thAt gEtting pEoplE to Buy An ipoD, A nEw typE oF DEviCE, is (27) thAn gEtting thEm to switCh loyAltiEs in An Existing proDuCt CAtEgory.
thE most powErFul FACtor working inApplE’s FAvour is pEEr (28) : whAt FriEnDs AnD rElAtivEs hAvE to sAy ABout proDuCts is now thE most (29) Form oF ConsumEr ADviCE, AnD to BE sEEn with (30) DiFFErEnt CAn BE Almost tABoo. thAt is why millions oF pEoplE sAiD thEy wAntED An ipoD ForChristmAs, AnD not A DigitAl-musiC plAyEr From AnothEr mAnuFACturEr—EvEn though rivAl plAyErs ArE oFtEn ChEApEr thAn ipoDs. AnD gEnErAlly hAvE morE (31) .
During thE yEArs it (32) in miCrosoFt’s shADow,ApplE (33) From hAving A DistinCtivE, CountEr-CulturAl BrAnD、But givEn its DominAnCE in DigitAl musiC, whErE it is Anything But thE unDErDog, how long CAnApplE kEEp its Cool
A．CArED
B．trustED
C．worriED
D．sEttlED
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