【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.
【分析解答题】· Your company has recently experienced a drop in sales, and your ManagingDirector has asked you to write a short proposal about improving the advertising of your company’s products or services.· Write your proposal for the ManagingDirector: · commenting on the effectiveness of the advertising you are currently using · recommending one or two changes to your advertising · explaining how these changes would affect sales.
【单选题】 What did McNamara's wife do to help him
A．Paid money for the meal.
B．Brought him a credit card.
C．Came to release him.
D．Helped him finish the meal.
A．Paid money for the meal.
B．Brought him a credit card.
C．Came to release him.
D．Helped him finish the meal.
【单选题】 ForEstry univErsity stuDEnts By CitizEnship
whiCh Country hAs thE FEwEst stuDEnts At ForEstry univErsity
A．mAlAysiA
B．korEA
C．jApAn
whiCh Country hAs thE FEwEst stuDEnts At ForEstry univErsity
A．mAlAysiA
B．korEA
C．jApAn
【单选题】Caught in the spotlight of hostile scrutiny, global companies from the Gap to McDonald’s to Wal-Mart have launched so-called social-compliance programs to fend off critics of their supply chain practices. These new programs frequently require company suppliers to meet basic labor-practice standards. That compliance is all excellent first step, but it requires strategic thinking, not just-in-time tactical responses.
Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility.But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks’s critics, company executives reasoned, but it could build the brand and even drive the company’s growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy.
With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth.But they knew their supply chain’s future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.
To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing deman
D、Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.
To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.
Starbucks’s idea is innovative and refreshingly proactive.But it’s clearly a gamble. It’s uncertain whether sourcing this way will pay off, either by satisfying the company’s critics or by assuring adequate supplies. While the jury’s still out, brand-driven companies may want to try this experiment: Put your brand managers and supply chain people in a room together and have them jointly develop a sourcing strategy that’s directly tied to growth. You might just hit on your next big ideA、
Who can become Starbuck’s preferred suppliersA．Farmers produ
Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility.But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks’s critics, company executives reasoned, but it could build the brand and even drive the company’s growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy.
With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth.But they knew their supply chain’s future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.
To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing deman
D、Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.
To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.
Starbucks’s idea is innovative and refreshingly proactive.But it’s clearly a gamble. It’s uncertain whether sourcing this way will pay off, either by satisfying the company’s critics or by assuring adequate supplies. While the jury’s still out, brand-driven companies may want to try this experiment: Put your brand managers and supply chain people in a room together and have them jointly develop a sourcing strategy that’s directly tied to growth. You might just hit on your next big ideA、
Who can become Starbuck’s preferred suppliersA．Farmers produ
发布评论 查看全部评论