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在《Smart Market研究报告：BIM对全球主要市场施工企业的应用价值》（2014）中作为设计企业BIM创造的内部商业效益排名前三的是（）。
A.缩短客户审批周期
B.拓展新客户
C.提升企业作为行业领导者的形象
D.减少法律纠纷
E.提供新服务
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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.缩短客户审批周期
B.拓展新客户
C.提升企业作为行业领导者的形象
D.减少法律纠纷
E.提供新服务
如果结果不匹配，请 联系老师 获取答案
更多“在《Smart Market研究报告：BIM对全球主要市场施…”相关的问题
"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.插入——图像——Smart Art
B.插入——插图——Smart Art
C.开始——绘图——Smart Art
D.插入——符号——Smart Art
？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."
Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.
The result？ LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.
How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."
The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."
LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.
LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.
Kwang-Ro Kim believes that the employee-motivation training program helps e
A．become financially aggressive.
B．win championship of marketing.
C．achieve success in their careers.
D．alter their way of doing business.
