【单选题】1. The company has businesses in four continents of the world.
2. The company has appointed a new manager in charge of medicines.
3. New automobiles will be developed in its program centers.
4. A reform is being carried out in its organizations.
5. Goods for hair protection makes a lot of money for the company.
6. It tries to be more ready to meet the needs of the customers.
7. The company is made up of fourteen subcompanies all over the world.
A . FORD
To save up to $ 3 billion a year, Ford is merging its manufacturing, sales, and product development operations in North America and Europe-and eventually in Lation America and Asia. And in a move toward a more horizontal organization the company is setting up five program centers with worldwide responsibility in develop new cars and trucks.
B. IBM
Big Blue is reorganizing its marketing and sales operations into 14 worldwide industry groups ,such as banking ,retail ,and insurance. In moving away from an organization based on geography, IBM hopes to eliminate turf wars and make itself more responsive to customers.
C. BMS
Bristol-Meyers Squibb is revamping its consumer business by appointing a new chief responsible for its worldwide consumer medicines business such as Bufferin and Excedrin. The
11, 400 million U. S. dollars drug company also has formed a new unit with worldwide
responsibility for its Clairol and other hair-care products.
2. The company has appointed a new manager in charge of medicines.
3. New automobiles will be developed in its program centers.
4. A reform is being carried out in its organizations.
5. Goods for hair protection makes a lot of money for the company.
6. It tries to be more ready to meet the needs of the customers.
7. The company is made up of fourteen subcompanies all over the world.
A . FORD
To save up to $ 3 billion a year, Ford is merging its manufacturing, sales, and product development operations in North America and Europe-and eventually in Lation America and Asia. And in a move toward a more horizontal organization the company is setting up five program centers with worldwide responsibility in develop new cars and trucks.
B. IBM
Big Blue is reorganizing its marketing and sales operations into 14 worldwide industry groups ,such as banking ,retail ,and insurance. In moving away from an organization based on geography, IBM hopes to eliminate turf wars and make itself more responsive to customers.
C. BMS
Bristol-Meyers Squibb is revamping its consumer business by appointing a new chief responsible for its worldwide consumer medicines business such as Bufferin and Excedrin. The
11, 400 million U. S. dollars drug company also has formed a new unit with worldwide
responsibility for its Clairol and other hair-care products.
【单选题】 Evening dress necessary A. You must wear your evening dress. B. You don't have to wear evening dress, but you can if you like. C. Evening dress will make you look nice.
【单选题】thrEE miDDling mining FirmsBEt on sCAlE AnD sCArCity
in mAy priCEs For CoppEr, niCkEl AnD othEr mEtAls rosE to rECorD lEvEls, Although thEy hAvE sinCE FAllEn A Bit. now thrEE mining Firms ArE proposing thE most ExpEnsivE mErgEr in thE inDustry’s history. thE $40 Billion DEAl, in whiCh AnAmEriCAn CompAny, phElpsDoDgE, plAns to tAkE ovEr twoCAnADiAn onEs, inCo AnD FAlConBriDgE, woulD CrEAtE thE worlD’s BiggEst proDuCEr oF niCkEl, thE numBEr two in CoppEr, AnD thE FiFth-rAnkED mining Firm ovErAll. thE rECorDs mAy not stop thErE: two othEr mining Firms, xstrAtA AnD tECkCominCo, hAD prEviously BiD For FAlConBriDgE AnD inCo rEspECtivEly, AnD CoulD mAkE FurthEr oFFErs.
soAring CommoDitiEs priCEs hAvE lEFt mining Firms Flush with CAsh AnD kEEn to ExpAnD、onE wAy woulD BE to sEArCh For morE mEtAl in thE grounD, instEAD oF on thE stoCkmArkEt.But orgAniC growth is ExpEnsivE At thE momEnt: As Firms rush to inCrEAsE thEir output to tAkE ADvAntAgE oF high priCEs, EvEry ConCEivABlE input, From EnginEErs to mining truCks’ hugE tyrEs,thosE shArEs is in DEspErAtEly short supply.DEvEloping nEw minEs is Also slow. mining ExECutivEs worry, thAt projECts thAt gEt thE go-AhEAD whEn priCEs ArE high will not look so AttrACtivE whEn thE nExt rECEssion ComEs.
thAt CoulD BE truE oF thE proposED mErgEr too. phElpsDoDgE oFFErED A prEmium oF 23% ovEr thE priCE oF inCo’s shArEs AnD 12% ovEr FAlConBriDgE’s. thosE shArEs, in turn, hAvE BEEn rising For sEvErAl yEArs Along with thE Firms’ wArEs—niCkEl, For thE most pArt, At inCo, AnD niCkEl AnD CoppEr At FAlConBriDgE.
thE BossEs oF thE Firms insist thAt thE mArk-up is justiFiED, For sEvErAl rEAsons. For onE thing, thEy rECkon thEy CAn squEEzE sAvings oF $900m A yEAr out oF thE ComBinED Entity By 2008, By shAring EquipmEnt AnD pErsonnEl Among ADjACEnt minEs. For ExAmplE, AnD pooling thEir mArkEting stAFF. morE importAntly, thEy ArguE thAt thE sizE AnD DivErsity oF thE nEw CompArty will mAkE it lEss vulnErABlE to mining’s pAinFul CyClEs, AnD so morE ArtrACtivE to invEstors.
thE BiggEst AnD most DivErsiFiED mining CompAniEs, suCh AsBhpBilliton AnD rio tinto, Do BoAst highEr shArE vAluAtions. thEy proDuCE EvErything From Aluminium to zirCon. AnD so ArE lEss susCEptiBlE to FluCtuAtions in thE priCE oF Any pArtiCulAr mEtAl.By thE sAmE logiC, thE morE minEs A Firm is running or DEvEloping, AnD thE morE CountriEs it opErAtEs in. thE lEss risk EACh inDiviDuAl projECt posEs to proFits. thE mErgED trio will CErtAinly hAvE A BroADEr gEogrAphiCAl sprEAD, with minEs in FivE ContinEnts.But its mAin projECts, in stABlE plACEs likE thE unitED stAtEs.CAnADA AnDChilE, nEvEr sEEmED thAt risky in thE First plACE. FurthErmorE, DEspitE hAving siDElinEs in CoBAlt AnD molyBDEnum, thE nEw Firm’s FortunEs will DEpEnD ChiEFly on thE priCE oF CoppEr AnD niCkEl—two oF most volAtilE mEtAls in rECEnt yEArs.
somE AnAlysts muttEr thAt phElpsDoDgE EmBArkED on thE mErgEr ChiEFly to sAvE itsElF From BEing tAkEn ovEr. invEstors sEEm to shArE thEir DouBts: phElpsDoDgE’s shArEs FEll By 8% AFtEr it AnnounCED thE DEAl, DEspitE A simultAnEous plEDgE to spEnD $5 Billion on A shArE Buy-BACk sChEmE onCE thE mErgEr is ConCluDED、
on thE othEr hAnD, thE priCE oF niCkEl AnD CoppEr jumpED on thE nEws. trADErs sEEm to hAvE AssumED thAt thE CompAniEs woulD hAvE ContEmplAtED suCh An ExpEnsivE DEAl only iF thEy thought thAt mEtAls woulD rEmAin in short supply For somE timE. thE morE monEy thAt mining Firms spEnD Buying onE AnothEr, rAthEr thAn Exploring AnD DEvEloping nEw minEs, thE likEliEr thAt is.
ACCorDing to thE Author, thrEE mining FirmsA．ArE Cutting thE priCE oF mEtAls.
B．hAvE proBlEms in thEir opErAtion.
C．ArE sEEking nEw ACquisition tArgEts.
D．ArE unwilling to stop thE rECorDs.
in mAy priCEs For CoppEr, niCkEl AnD othEr mEtAls rosE to rECorD lEvEls, Although thEy hAvE sinCE FAllEn A Bit. now thrEE mining Firms ArE proposing thE most ExpEnsivE mErgEr in thE inDustry’s history. thE $40 Billion DEAl, in whiCh AnAmEriCAn CompAny, phElpsDoDgE, plAns to tAkE ovEr twoCAnADiAn onEs, inCo AnD FAlConBriDgE, woulD CrEAtE thE worlD’s BiggEst proDuCEr oF niCkEl, thE numBEr two in CoppEr, AnD thE FiFth-rAnkED mining Firm ovErAll. thE rECorDs mAy not stop thErE: two othEr mining Firms, xstrAtA AnD tECkCominCo, hAD prEviously BiD For FAlConBriDgE AnD inCo rEspECtivEly, AnD CoulD mAkE FurthEr oFFErs.
soAring CommoDitiEs priCEs hAvE lEFt mining Firms Flush with CAsh AnD kEEn to ExpAnD、onE wAy woulD BE to sEArCh For morE mEtAl in thE grounD, instEAD oF on thE stoCkmArkEt.But orgAniC growth is ExpEnsivE At thE momEnt: As Firms rush to inCrEAsE thEir output to tAkE ADvAntAgE oF high priCEs, EvEry ConCEivABlE input, From EnginEErs to mining truCks’ hugE tyrEs,thosE shArEs is in DEspErAtEly short supply.DEvEloping nEw minEs is Also slow. mining ExECutivEs worry, thAt projECts thAt gEt thE go-AhEAD whEn priCEs ArE high will not look so AttrACtivE whEn thE nExt rECEssion ComEs.
thAt CoulD BE truE oF thE proposED mErgEr too. phElpsDoDgE oFFErED A prEmium oF 23% ovEr thE priCE oF inCo’s shArEs AnD 12% ovEr FAlConBriDgE’s. thosE shArEs, in turn, hAvE BEEn rising For sEvErAl yEArs Along with thE Firms’ wArEs—niCkEl, For thE most pArt, At inCo, AnD niCkEl AnD CoppEr At FAlConBriDgE.
thE BossEs oF thE Firms insist thAt thE mArk-up is justiFiED, For sEvErAl rEAsons. For onE thing, thEy rECkon thEy CAn squEEzE sAvings oF $900m A yEAr out oF thE ComBinED Entity By 2008, By shAring EquipmEnt AnD pErsonnEl Among ADjACEnt minEs. For ExAmplE, AnD pooling thEir mArkEting stAFF. morE importAntly, thEy ArguE thAt thE sizE AnD DivErsity oF thE nEw CompArty will mAkE it lEss vulnErABlE to mining’s pAinFul CyClEs, AnD so morE ArtrACtivE to invEstors.
thE BiggEst AnD most DivErsiFiED mining CompAniEs, suCh AsBhpBilliton AnD rio tinto, Do BoAst highEr shArE vAluAtions. thEy proDuCE EvErything From Aluminium to zirCon. AnD so ArE lEss susCEptiBlE to FluCtuAtions in thE priCE oF Any pArtiCulAr mEtAl.By thE sAmE logiC, thE morE minEs A Firm is running or DEvEloping, AnD thE morE CountriEs it opErAtEs in. thE lEss risk EACh inDiviDuAl projECt posEs to proFits. thE mErgED trio will CErtAinly hAvE A BroADEr gEogrAphiCAl sprEAD, with minEs in FivE ContinEnts.But its mAin projECts, in stABlE plACEs likE thE unitED stAtEs.CAnADA AnDChilE, nEvEr sEEmED thAt risky in thE First plACE. FurthErmorE, DEspitE hAving siDElinEs in CoBAlt AnD molyBDEnum, thE nEw Firm’s FortunEs will DEpEnD ChiEFly on thE priCE oF CoppEr AnD niCkEl—two oF most volAtilE mEtAls in rECEnt yEArs.
somE AnAlysts muttEr thAt phElpsDoDgE EmBArkED on thE mErgEr ChiEFly to sAvE itsElF From BEing tAkEn ovEr. invEstors sEEm to shArE thEir DouBts: phElpsDoDgE’s shArEs FEll By 8% AFtEr it AnnounCED thE DEAl, DEspitE A simultAnEous plEDgE to spEnD $5 Billion on A shArE Buy-BACk sChEmE onCE thE mErgEr is ConCluDED、
on thE othEr hAnD, thE priCE oF niCkEl AnD CoppEr jumpED on thE nEws. trADErs sEEm to hAvE AssumED thAt thE CompAniEs woulD hAvE ContEmplAtED suCh An ExpEnsivE DEAl only iF thEy thought thAt mEtAls woulD rEmAin in short supply For somE timE. thE morE monEy thAt mining Firms spEnD Buying onE AnothEr, rAthEr thAn Exploring AnD DEvEloping nEw minEs, thE likEliEr thAt is.
ACCorDing to thE Author, thrEE mining FirmsA．ArE Cutting thE priCE oF mEtAls.
B．hAvE proBlEms in thEir opErAtion.
C．ArE sEEking nEw ACquisition tArgEts.
D．ArE unwilling to stop thE rECorDs.
【单选题】The man suggested that by answering the five key questions, companies will
A、beat against their opponents.
B．guide their future plan.
C．evaluate advantages and disadvantages of itself as well as its opponents.
A、beat against their opponents.
B．guide their future plan.
C．evaluate advantages and disadvantages of itself as well as its opponents.
【单选题】What if You’re on the ReceivingEnd
For most employers, the principal concern is the employee who takes trade secrets to a new job -- but what about the employer who unwittingly hires someone who has stolen trade secrets
An employer is going to be liable if he knew or he should have known that this employee was (21) with trade secrets. Thus, it’s important to do an entrance interview (22) on trade secrets, ask him outright if he signed a nondisclosure agreement. If so, review it. Show the employee the (23) provisions of theEconomicEspionageAct and have him sign a statement (24) that he understand what the potential liability is and he’s not bringing any trade secrets with him.
There’s a "very fine line" between hiring an employee for "general knowledge, skills and experience" and hiring an employee to gain (25) to a competitor’s trade secrets.But, if the (26) employer has not specified to the worker what information is secret and what information is not, you will be well insulated if you have the worker sign a one-page form in which he or she agrees not to (27) company policy against disclosing or using the trade secret of former employer.
But once an employer is on (28) that an employee is using someone else’s trade secrets, the employer must (29) action: even then, the employer may not be able to avoid liability entirely.
Firing an offending employee as soon as the misappropriation is discovered may not (30) the employer of liability, but it goes a long way toward showing a judge or jury that the company limited the damage to the extent that they coulD、
A．presented
B．dealing
C．entrusted
D．coming
For most employers, the principal concern is the employee who takes trade secrets to a new job -- but what about the employer who unwittingly hires someone who has stolen trade secrets
An employer is going to be liable if he knew or he should have known that this employee was (21) with trade secrets. Thus, it’s important to do an entrance interview (22) on trade secrets, ask him outright if he signed a nondisclosure agreement. If so, review it. Show the employee the (23) provisions of theEconomicEspionageAct and have him sign a statement (24) that he understand what the potential liability is and he’s not bringing any trade secrets with him.
There’s a "very fine line" between hiring an employee for "general knowledge, skills and experience" and hiring an employee to gain (25) to a competitor’s trade secrets.But, if the (26) employer has not specified to the worker what information is secret and what information is not, you will be well insulated if you have the worker sign a one-page form in which he or she agrees not to (27) company policy against disclosing or using the trade secret of former employer.
But once an employer is on (28) that an employee is using someone else’s trade secrets, the employer must (29) action: even then, the employer may not be able to avoid liability entirely.
Firing an offending employee as soon as the misappropriation is discovered may not (30) the employer of liability, but it goes a long way toward showing a judge or jury that the company limited the damage to the extent that they coulD、
A．presented
B．dealing
C．entrusted
D．coming
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