题目内容
（请给出正确答案）
[单选题]
Assessing the data is a vital part of creating an effective marketing strategy. {A; B
A. 数据评估就是要制定有效市场营销策略。
B. 数据评估和市场策略都非常重要。
C. 数据评估是制定有效市场营销策略的重要一环。
查看答案
如果结果不匹配，请 联系老师 获取答案
题目内容
（请给出正确答案）
如果结果不匹配，请 联系老师 获取答案
题目内容
（请给出正确答案）
A. 数据评估就是要制定有效市场营销策略。
B. 数据评估和市场策略都非常重要。
C. 数据评估是制定有效市场营销策略的重要一环。
如果结果不匹配，请 联系老师 获取答案
更多“Assessing the data is a vital …”相关的问题
A.Using the existing management and control architecture
B.Evaluating the existing perimeter and internal security
C.Analyzing, categorizing and prioritizing resources
D.Considering the business concerns
听力原文：W：Hello，Parkson college．May I help you？
M：Yes．I'm looking for information on courses in computer programming．I would need it for the fourth semester．
W：Do you want a day or evening course？
M：Well，it would have to be an evening course since I work during the day．
W：Aha．Have you taken any courses in data processing？
M：No．
W：Oh．Well，data processing is a course you have to take before you can take computer programming．
M：Oh，I see．Well，when is it given？ I hope it's not on Thursdays．
W：Well，there's a class that meets on Monday evenings at seven．
M：Just once a week？
W：Yes．But that's almost three hours from seven to nine forty-five．
M：Oh．Well，that's all right．I could manage that．How many weeks does the course last？
W：Mmmm，let me see．Twelve weeks．You start the first week in September，and finish…，oh，just before Christmas，December 21st．
M：And how much is the course？
W：That's three hundred dollars including the necessary computer time．
M：Aha．Okay．Ah，where do I go to register？
W：Registration is on the second and third of September．between 6 and 9 in Frost Hall．
M：Is that the round building behind the parking lot？
W：Yes．That's the one．
M：Oh，I know how to get there．Is there anything that I should bring with me？
W：No，just your checkbook．
M：Well，thank you so much．
W：You are very welcome. Bye!
M：Bye!
Question 19．Why does the man choose to take an evening course？
Question 20．What does the man have to do before taking the course of computer programming？
Question 21．What do we learn about the schedule of the evening course？
Question 22．What does the man want to know at the end of the conversation？
(23)
A．He prefers the smaller evening classes.
B．He has signed up for a day course.
C．He has to work during the day.
D．He finds the evening course cheaper.
阅读理解：根据上下文，补全对话内容。
A. Oh, amazing!
B. Yeah, right. Why？
C. Have you tried Yahoo？
D. you have lots of alternative search engines.
E. you can browse the Internet instead of going to the library.
MOLLY: Zhang, you are going to the library, right？
ZHANG HUA:{A; B; C; D; E}
MOLLY: Why not comfortably stay at home to log onto the Web？
ZHANG HUA: I need to look for some papers to add to my research report.
MOLLY: Well, {A; B; C; D; E}
ZHANG HUA: I tried Baidu for that, but didn't find the ones I need. I need some English papers, actually.
MOLLY: {A; B; C; D; E}
ZHANG HUA: Yahoo？ No, but in my eyes, all search engines are quite similar.
MOLLY: You are right. But Baidu is good for Chinese searches, while Yahoo is better for searching data in English.
ZHANG HUA: {A; B; C; D; E} Never thought of that.4
MOLLY: That's too bad. In fact, {A; B; C; D; E}. Bing, AOL, Ask, Lycos, Sogou and even Yandex, to name a few.
Data sharing: an open mind on open date
[ A] It is a movement building steady momentum: a call to make research data, software code and experimental methods publicly available and transparent. a spirit of openness is gaining acceptance in the science community, and is the only way, say advocates, to address a&39;crisis&39; incience whereby too few findings are successfully reproduced. furthermore, they say, it is the best way for researchers to gather the range of observations that are necessary to speed up discoveries or to identify large-scale trends.
[B] the open-data shift poses a confusing problem for junior researchers. on the one hand,the drive to share is gathering official steam. since 2013, global scientific bodies have begun to back politics that support increased public access to reseach.on the other hand,scientists disagree about how much and when they should share date,and they debate whether sharing it is more likely to accelerate science and make it more robust, or to introduce vulnerabilities and problems.as more journals and make it more robust,or to introduce vulnerabilities and problems.as more journal and funders adopt data-sharing requirements, and as a growing number of enthusiasts call for more openness, junior researchers must find their place between adopters and those who continue to hold out, even as they strive to launch their own careers.
[C] one key challenge facing young scientists is how to be open without becoming scientifically vulnerable. they must determine the risk of jeopardizing a job offer or a collaboration prosal from those who are wary of-or unfamiliar with -open science. and they must learn How to capitalize on the movement&39;s benefits such as opportunities for more citations and a way to build a reputation without the need for conventional metrics, such as publication in high-impact journals.
[D] some fields have embraced open data more than others. researchers in psychology, a field rocked by findings of irreproducibility in the past few years, have been especially vocal sup-porters of the drive for more-open science.A few psychology journals have created incentives to increase interest in repar open science. a few psychology journals have created incentives porters of the drive for me lucible science -for example, by affixing an",badge to articles that clearly state where data are available. according to social psychologist brian nose executive director of the center for open science, the average data-sharing rate for the journal Psychological science, which uses the badges, increased tenfold to 38% from 2013 to 2015.
[E] funders, too, are increasingly adopting an open-data policy .several strongly ergement,and some require,a date-management plan that makes data available .The us national science foundation is among these, some philanthropic (慈善的) funders, including the bill Gates foundation in seattle, washington, and the wellcome trust in london, alopen data from their grant recipients.
[F] but many young researchers, especially those who have not been mentored in open science .are uncertain about whether to share or to stay private.Graduate students and postdoes,who often are working on their lab head&39;s grant may have no choice if their supervisor or another senior opposes sharing.
[G] some fear that the potential impact of sharing is too high, especially at the early stages of a career." Everybody has a scary story about someone getting scooped(被抢先),” says new York university astronomer david hogg. those fears may be a factor in a lingering hesitation to share data even when publishing in journals that mandate it.
[H] researchers at small labs or at institutions focused on teaching arguably have the most to lose when sharing hard-won data. ""with my institution and teaching load, i don&39;t have postdocs and grad students", says terry mcglynn, a tropical biologist at california state university,Dominguez hills. "the stakes are higher to share data because it&39;s a bigger fraction of hats happening in my lab.
[I] researchers also point to the time sink that is involved in preparing data for others to view.Once the data and associated materials appear in a repository(存储库 ), answering questions and handling complaints can take many hours.
[J] the time investment can present other problems. in some cases, says data scientist karthik Ram, it may be difficult for junior researchers to embrace openness when senior colleagues many of whom head selection and promotion teesht ridicule what they may view as misplaced energies. "i&39;ve heard this recently -that embracing the idea of open datad code makes traditional academics uncomfortable, "says ram. "the concem seems to be that open advocates don&39;t spend their time being as productive as possible."
[ K]an open-science stance can also add complexity to a collaboration. kate ratliff, who studies social attitudes at the university of florida, gainesville, says that it can seem as if there are two camps in a field-those who care about open science and those who don&39;t . " there a new area to navigate-&39;are you cool with the fact that i&39;ll want to make the data open？&39;-when talking with somebody about an interesting research idea, "she says.
[L] despite complications and concerns, the upsides of sharing can be significant. for example,when information is uploaded to a repository, a digital object identifier(DOI)is assigned.
Scientists can use a DOT to publish each step of the research life cycle, not just the final paper. In so doing, they can potentially get three citations- one each for the data and software.in addition to the paper itself. and although some say that citations for software or data have little currency in academia,they can have other benefits.
[M] many advocates think that transparent data procedures with a date and time stamp will protect scientists from being scooped. "this is the sweet spot between sharing and getting credit for it. while discouraging plagiarism(剽窃). " says ivo grigorov, a project coordinator at the naional institute of aquatic resot
Research secreta - in charlottenlund, denmark. hogg says that scooping is less of a problem than many think. "the two cases i&39;m familiar with didn&39;t involve open data or code, "he says.
[N] Open science also offers junior researchers the chance to level the palying field by gaining better access to crucial date. ross mounce, a postdoc studying evolutionary biology at the university of cambrige,UK, is a vocal champion of open science, partly because his fossil others&39; data. he says that more openness in science could help to discourage what some perceive as a commom practice of shutting out early-career scientists&39; requests for data.
[O] communication also helps for those who worry about jeopardizing a collaboration, he says,Concems about open should be discussed at the outset of a study. "whenever you start a project with someone, you have to establish a clear understanding of expectations for who owns the data, at what point they go public and who can do what with them, he says.
[p] in the end, sharing data, software and materials with colleagues can help an early -career researcher to gain recognition--a crucial component of success. "the thing you are searching for reputation" says titus brown,a genomics(基因组学) researcher at the university of Califomia, davis,."to get grants and jobs you have to be relevant and achieve some level of public recognition. anything you do that advances your presence- especially in a larger
phere, outside the communities you know- is a net win."
36. astronomer david hogg doesn&39;t think scooping is as serious a problem as generally thought.
37. some researchers are hesitant to make their data public for fear that others might publish something similar before them
38. some psychology joumals have offered incentives to encourage authors to share their data.
39. there is a growing demand in the science community that research data be open to the public.40. sharing data offers early-career researchers the chance to build a certain level of reputation
41. data sharing enables scientists to publish each step of their research work, thus leading to more citations
42. scientists hold different opinions about the extent and timing of data sharing
43. potential problems related to data sharing should be made known to and discussed by all participants at the beginning of a joint research project
44. sharing data and handling data-related issues can be time-consuming
45. junior researehers may have no say when it comes to sharing data.
You’ve probably had that feeling. And you undoubtedly have heard the warning “Back up your data or else.” For Ms. Grove, the director of the Legacy Counseling Center, a nonprofit support organization in Dallas for people with AIDS, the story had a happy ending because she had backed up her data on a remote computer—what is commonly called “in the cloud.” With copies of everything, she could restore all her files.
A growing number of companies now offer these cloud-based backup services. Two of the best-known, Carbonite and Mozy, offer similar services with different prices, while Backblaze combines many of the services of Carbonite and Mozy. It offers unlimited backup for $5 a month per computer, and also backs up attached hard drives. If your computer’s drive crashes, you can either download the data or receive a DVD for $99 or hard drive by overnight mail for $189. Backblaze’s backup tool is one of the easiest to use: it just backs up all data files and once completed, backs up new files on a continual basis backups of deleted files, as with most services, are erased after 30 days.
6. Meliss Grove may lost her 7,000 Word documents, 600 spreadsheets and other files, because（）.
A. She isn’t careful about the files when she reads them
B. She doesn’t like these files
C. She didn’t know how to use a computer
D. Something wrong with the computer happened
7. What does the word “that feeling” in the second paragraph mean？（）
A.Melissa Grove is not happy because she lost her computer
B.She made a call to her friend and told them that she had lost her files
C.The experience that the PC is dead and the files may get lost
D.She doesn’t like her PC, because the PC
8. What do we know about the cloud-based backup services in America？（）
A.Only two companies, Carbonite and Mozy offer the services
B.Carbonite has better service than Mozy does
C.Backblaze combines many of the services of Carbonite and Mozy
D.Both A and B
9. What’s result of Ms. Grove’s files？（）
A.She lost all her files in the PC, because it’s dead
B.We have no idea about her files
C.She could restore all her files for the cloud backup
D.They were lost and couldn’t get restored
10. What does“in the cloud”mean？（）
A.It means that we can see a cloud when we use computers
B.It means distant devices that can backup the files
C.A kind of service that help people use PC
D.It’s going to rain if you see a cloud
A scientist who wants to predict the way in which consumers (消费者) will spend their money must study consumer behavior. He must obtain data both on the resources of consumers and on the motives that tend to encourage or discourage money spending.
If an economist were asked which of three groups borrow most — people with rising incomes, stable incomes, or decreasing incomes—he would probably answer, those with decreasing incomes. Actually in the years 1947 ~ 1950, the answer was: people with rising incomes. People with decreasing incomes were next and people with stable incomes borrowed the least. This shows us that traditional assumptions (假设) about earning and spending are not always reliable. Another traditional assumption is that if people who have money expect prices to go up they will hasten to buy. If they expect prices to go down, they will postpone buying. But research surveys have shown that this is not always true.
The expectations of price increases may not stimulate buying. One typical attitude was expressed by the wife of a mechanic in an interview at a time of rising prices. "In a few months, "she said, "we' 11 have pay more for meat and milk; we' 11 have less to spend on other things. "Her family had been planning to buy a new car but they postponed this purchase. Furthermore, the rise in prices that has already taken place may be disliked and buyer's resistance may be produced. This is shown by the following typical comment; "I just don't pay these prices; they are too high. " The investigations mentioned above were carried out in America; The condition most helpful to spending appears to be price stability. If prices have been stable and people consider that they are reasonable, they are likely to buy. Thus, it appears that the common business policy of maintaining stable prices is based on a correct understanding of consumer psychology (心理学) .
According to the passage, if one wants to predict the way spend their money, he should
A．rely on traditional assumptions about earning and spending
B．try to encourage or discourage consumers to spend money
C．carry out investigations on consumer behavior. and get data on consumers incomes and money spending motives
D．do researches in consumer psychology in a laboratory
"There were so many misperceptions out there about education and marriage that I decided to sort out the facts," said economist Betsey Stevenson, an assistant professor at the Wharton School at the University of Pennsylvania. So along with Wharton colleague Adam Isen, Stevenson calculated national marriage data from 1950 to 2008 and found that the marriage penalty women once paid for being well educated has largely disappeared.
"In other words, the difference in marriage rates between those with college degrees and those without is very small," said Stephanie Coontz, a family historian at Evergreen State College. The new analysis also found that while high-school dropouts(辍学学生) had the highest marriage rates in the 1950s, today college-educated women are much more likely to marry than those who don't finish high school.
Of course, expectations have changed dramatically in the last half century. "In the 1950s, a lot of women thought they needed to marry right away," Coontz said. "Real wages were rising so quickly that men in their 20s could afford to marry early. But they didn't want a woman who was their equal. Men needed and wanted someone who knew less." In fact, she said, research published in 1946 documented that 40 percent of college women admitted to playing dumb on dates. "These days, few women feel the need to play down their intelligence or achievements," Coontz said.
The new research has more good news for college grads. Stevenson said the data indicate that modern college-educated women are more likely to be married before age 40, are less likely to divorce, and are more likely to describe their marriages as "happy". The marriages of well-educated women tend to be more stable because the brides are usually older as well as wiser, Stevenson said.
Not long ago, it was believed that women went to college in order to ______.
A．find a husband
B．get smart in the marriage market
C．learn to be a good wife
D．marry someone with a bachelor's degree
A.pg_ctl-Zdatanode-D/data/pgxz/data/pgxz/dn01status
B.pg_ctl-Zcoordinator-D/data/tbase/data/pgxz/cn01start
C.pg_ctl-Zdatanode-D/data/tbase/data/pgxz/dn01start
Introduction
The following is an interview with Mick Kazinski, a senior marketing executive with Bridge Co, a Deeland-based construction company. It concerns their purchase of Custcare, a Customer Relationship Management (CRM) software package written by the Custcare Corporation, a software company based in Solland, a country some 4,000 km away from Deeland. The interview was originally published in the Management Experiences magazine.
Interviewer: Thanks for talking to us today Mick. Can you tell us how Bridge Co came to choose the Custcare software package？
Mick: Well, we didn’t choose it really. Teri Porter had just joined the company as sales and marketing director. She had recently implemented the Custcare package at her previous company and she was very enthusiastic about it. When she found out that we did not have a CRM package at Bridge Co, she suggested that we should also buy the Custcare package as she felt that our requirements were very similar to those of her previous company. We told her that any purchase would have to go through our capex (capital expenditure) system as the package cost over $20,000. Here at Bridge Co, all capex applications have to be accompanied by a formal business case and an Invitation to Tender (ITT) has to be sent out to at least three potential suppliers. However, Teri is a very clever lady. She managed to do a deal with Custcare and they agreed to supply the package at a cost of $19,995, just under the capex threshold. Teri had to cut a few things out. For example, we declined the training courses (Teri said the package was an easy one to use and she would show us how to use it) and also we opted for the lowest level of support, something we later came to regret. Overall, we were happy. We knew that Custcare was a popular and successful CRM package.
Interviewer: So, did you have a demonstration of the software before you bought it？
Mick: Oh yes, and everyone was very impressed. It seemed to do all the things we would ever want it to do and, in fact, it gave us some ideas about possibilities that we would never have thought of. Also, by then, it was clear that our internal IT department could not provide us with a bespoke solution. Teri had spoken to them informally and she was told that they could not even look at our requirements for 18 months. In contrast, we could be up and running with the Custcare package within three months. Also, IT quoted an internal transfer cost of $18,000 for just defining our requirements. This was almost as much as we were paying for the whole software solution!
Interviewer: When did things begin to go wrong？
Mick: Well, the implementation was not straightforward. We needed to migrate some data from our current established systems and we had no-one who could do it. We tried to recruit some local technical experts, but Custcare pointed out that we had signed their standard contract which only permitted Custcare consultants to work on such tasks. We had not realised this, as nobody had read the contract carefully. In the end, we had to give in and it cost us $10,000 in fees to migrate the data from some of our internal systems to the new package. Teri managed to get the money out of the operational budget, but we weren’t happy.
We then tried to share data between the Custcare software and our existing order processing system. We thought this would be easy, but apparently the file formats are incompatible. Thus we have to enter customer information into two systems and we are unable to exploit the customer order analysis facility of the Custcare CRM.
Finally, although we were happy with the functionality and reliability of the Custcare software, it works very slowly. This is really very disappointing. Some reports and queries have to be aborted because the software appears to have hung. The software worked very quickly in the demonstration, but it is painfully slow now that it is installed on our IT platform.
Interviewer: What is the current situation？
Mick: Well, we are all a bit deflated and disappointed in the package. The software seems reasonable enough, but its poor performance and our inability to interface it to the order processing system have reduced users’ confidence in the system. Because users have not been adequately trained, we have had to phone Custcare’s support desk more than we should. However, as I said before, we took the cheapest option. This is for a help line to be available from 8.00 hrs to 17.00 hrs Solland time. As you know, Solland is in a completely different time zone and so we have had to stay behind at work and contact them in the late evening. Again, nobody had closely read the terms of the contract. We have taken legal advice, but we have also found that, for dispute resolution, the contract uses the commercial contract laws of Solland. Nobody in Bridge Co knows what these are! Our solicitor said that we should have asked for this specification to be changed when the contract was drawn up. I just wish we had chosen a product produced by a company here in Deeland. It would have made it much easier to resolve issues and disputes.
Interviewer: What does Teri think？
Mick: Not a lot! She has left us to rejoin her old company in a more senior position. The board did ask her to justify her purchase of the Custcare CRM package, but I don’t think she ever did. I am not sure that she could!
Required:
(a) Suggest a process for evaluating, selecting and implementing a software package solution and explain how this process would have prevented the problems experienced at Bridge Co in the Custcare CRM application. (15 marks)
(b) The CEO of Bridge Co now questions whether buying a software package was the wrong approach to meeting the CRM requirements at Bridge Co. He wonders whether they should have commissioned a bespoke software system instead.
Explain, with reference to the CRM project at Bridge Co, the advantages of adopting a software package approach to fulfilling business system requirements compared with a bespoke software solution. (10 marks)
