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He has a foreign friend who lives in the United States.
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Visiting the Bank
Last week Tom Walker arrived in London where his company has a new office. His company started up six months ago in Hong Kong. Now they are expanding their business in Europe. He had to open a new bank account for his company at ABHK Bank. When he arrived at the bank, he couldn't find where to open an account. He asked at the customer service desk. They told him to go up to the Foreign Department on the fourth floor. The bank which has a branch in Hong Kong arranged everything for him. They transferred the funds, and completed everything electronically. He thought thanking was very efficient Then the bank manager Introduced him to their accountants who advise companies about international taxation.
21. Where is Tom Walker's company？
A. Hong Kong
B. Beijing
C. London
22. When did his company start？
A. One year ago.
B. One year before
C. About hail a year ago
23. Where did he open a new account？
A. At the customer service desk
B. in the Foreign Department
C. In the Accounting Department
24. What did the Hong Kong branch send to London？
A. Money
B. Papers
C. Books
25. What do the accountants help with？
A. Keeping books
B. Directors' reports
C.Tax laws
In 274 pages Sagan deals with everything from the formation of the Earth to the puzzling possibilities of contact with extra-terrestrial life. This is the moment in history when man's stepping into the universe has suddenly become conceivable. To Sagan this is more exciting and important than was the exploration of the New World in the sixteenth century. So expenditure on the space programme, pruned of recent excesses, ought to continue--it is, according to Sagan, no larger a part of America's gross national income than was the relative cost to England in the sixteenth century of exploration in sailing ships.
The book is not for scientific illiterates, nor is Sagan a pedestrian scientist. Although he makes short work of the unidentified foreign objects (UFO) spotters, he is unafraid to take us on a speculative journey to a black hole which, for all he knows, might be the quick route to somewhere else, not necessarily our universe.
Sagan exhibits a passionate interest in life in the cosmos in which there are .almost certainly civilizations much more advanced than our own. We are the result of a number of relatively recent cosmic accidents, but for all that, Sagan is no less excited about our future,
From the passage we understand that Carl Sagan writes ______.
A．forcefully and complexly
B．elaborately and literally
C．simply and humorously
D．snobbishly and cleverly
Section B – TWO questions ONLY to be attempted
Ambion is the third largest industrial country in the world. It is densely populated with a high standard of living. Joe Swift Transport (known as Swift) is the largest logistics company in Ambion, owning 1500 trucks. It is a private limited company with all shares held by the Swift family. It has signifi cant haulage and storage contracts with retail and supermarket chains in Ambion. The logistics market-place is mature and extremely competitive and Swift has become market leader through a combination of economies of scale, cost effi ciencies, innovative IT solutions and clever branding. However, the profi tability of the sector is under increased pressure from a recently elected government that is committed to heavily taxing fuel and reducing expenditure on roads in favour of alternative forms of transport. It has also announced a number of taxes on vehicles which have high carbon emission levels as well as reducing the maximum working hours and increasing the national minimum wage for employees. The company is perceived as a good performer in its sector. The 2009 fi nancial results reported a Return on Capital Employed of 18%, a gross profi t margin of 17% and a net profi t margin of 9？15%. The accounts also showed a current liquidity ratio of 1？55 and an acid test ratio of 1？15. The gearing ratio is currently 60% with an interest cover ratio of 8.
10 years ago the northern political bloc split up and nine new independent states were formed. One of these states was Ecuria. The people of Ecuria (known as Ecurians) traditionally have a strong work ethic and a passion for precision and promptness. Since the formation of the state, their hard work has been rewarded by strong economic growth, a higher standard of living and an increased demand for goods which were once perceived as unobtainable luxuries. Since the formation of the state, the government of Ecuria has pursued a policy of privatisation. It has also invested heavily in infrastructure, particularly the road transport system, required to support the increased economic activity in the country.
The state haulage operator (EVM) was sold off to two Ecurian investors who raised the fi nance to buy it from a foreign bank. The capital markets in Ecuria are still immature and the government has not wished to interfere with or bolster them. EVM now has 700 modern trucks and holds all the major logistics contracts in the country. It is praised for its prompt delivery of goods. Problems in raising fi nance have made it diffi cult for signifi cant competitors to emerge. Most are family fi rms, each of which operates about 20 trucks making local deliveries within one of Ecuria’s 20 regions.
These two investors now wish to realise their investment in EVM and have announced that it is for sale. In principle, Swift are keen to buy the company and are currently evaluating its possible acquisition. Swift’s management perceive that their capabilities in logistics will greatly enhance the profi tability of EVM. The fi nancial results for EVM are shown in Figure 1. Swift has acquired a number of smaller Ambion companies in the last decade, but has no experience of acquiring foreign companies, or indeed, working in Ecuria.
Joe Swift is also contemplating a more radical change. He is becoming progressively disillusioned with Ambion. In a recent interview he said that ‘trading here is becoming impossible. The government is more interested in over regulating enterprise than stimulating growth’. He is considering moving large parts of his logistics operation to another country and Ecuria is one of the possibilities he is considering.
Required:
(a) Assess, using both fi nancial and non-fi nancial measures, the attractiveness, from Swift’s perspective, of EVM as an acquisition target. (15 marks)
(b) Porter’s Diamond can be used to explore the competitive advantage of nations and could be a useful model for Joe Swift to use in his analysis of countries that he might move his company to.
Examine using Porter’s Diamond (or an appropriate alternative model/framework) the factors which could infl uence Swift’s decision to move a large part of its logistics business to Ecuria. (10 marks)
In the future there is no such thing as being an American manager. Even someone who spends an entire management career in Kansas City is in international management. He or she will compete with foreign firms, buy from foreign firms, sell to foreign films, or acquire financing from foreign banks.
The globalization of the world's capital markets that has occurred in the past 10 years will be replicated right across the economy in the next decade. An international perspective has become central to management. Without it managers are operating in ignorance and cannot understand what is happening to them and their firms.
Partly because of globalization and partly because of demography, the work forces of the next century are going to be very different from those of the last century. Most firms will be employing more foreign nationals. More likely than not, you and your boss will not be of the same nationality. Demography and changing social mores mean that white males will become a smaller fraction of the work force as women and minorities grow in importance. All of these factors will require changes in the traditional methods of managing the work force.
In addition, the need to produce goods and services at quality levels previously thought impossible to obtain in mass production and the spreading use of participatory management techniques will require a work force with much higher levels of education and skills. Production workers must be able to do statistical quality control; production workers must be able to do just in-time inventories. Managers are increasingly shifting from a "don't think, do what you are told" to a "think, I am not going to tell you what to do" style. of management.
This shift is occurring not because today's managers are more enlightened than yesterday's managers but because the evidence is rapidly mounting that the second style. of management is more productive than the first style. of management. But this means that problems of training and motivating the work force both become more central and require different modes of behavior.
In the world of tomorrow managers cannot be technologically illiterate regardless of their functional tasks within the firm. They don't have to be scientists or engineers inventing new technologies, but they have to be managers who understand when to bet and when not to bet on new technologies. If they don' t understand what is going on and technology effectively becomes a black box, they will fail to make the changes that those who do understand what is going on inside the black box make. They will be losers, not winners.
Today's CEOs are those who solved the central problems facing their companies 20 years ago. Tomorrow's CEOs will be those who solve central problems facing their companies today. Sloan hopes to produce a generation of managers who will be solving today's and tomorrow's problems and because they are successful in doing so they will become tomorrow's captains of business.
The author suggests that a manager should hold a (an) ______ view on management.
A．economical
B．geographical
C．international
D．financial
The first European stock exchange was established in Antwerp, Belgium(比利时) , in 1531. There were no stock exchanges in England until the 1700' s. A man wishing to buy or sell shares of stock had to find a broker(agents) to transact his business for him. In London, he usually went to a coffee house, because brokers often gathered there. In 1773, the brokers of London formed a stock exchange.
In New York City, brokers met under an old button-wood tree on Wall Street. They organized the New York Stock Exchange in 1792. The American Stock Exchange, second largest in the United States, was formerly called the Curb Exchange because of its origin on the streets of New York City.
A stock exchange is a market place where member brokers buy and sell stocks and bonds (债券) of American and foreign businesses on behalf of the public. A stock exchange provides a market place for stocks and bonds in the same way a board of trade does for commodities. The stockbrokers receive a small commission on each transaction they make.
The stockholder may sell his stock wherever he wants to unless the corporation has some special rule to prevent it. Prices of stock change according to general business conditions and the earnings and future prospects(前景) of the company. If the business is doing well, the stockholder may be able to sell his stock for a profit. If it is not, he may have to take a loss.
In the 1600's, if a man wanted to buy or sell shares of stock, he had to do it through ______.
A．the government
B．himself
C．a broker
D．the stock exchange
For example, in France, business meetings begin promptly at the designated time and everyone is expected to be there. Foreign business people who are tardy are often left outside to cool their heels as a means of letting them know the importance of promptness. Unless one is aware of such expected behaviors he may end up insulting the people with whom he hopes to establish trade relations.
A second traditional problem is that of monetary conversions. For example, if a transaction is conducted with Russia, payment may be made in rubles. Of course, this currency is of little value to the American firm. It is, therefore, necessary to convert the foreign currency to American dollars. How much are these Russian rubles worth in terms of dollars？ This conversion rate is determined by every market, where the currencies of countries are bought and sold. Thus there is an established rate, although it will often fluctuate from day to day. For example, the ruble may be worth '0.75 on Monday and '0.72 on Tuesday because of an announced wheat shortage in Russia. In addition, there is the dilemma associated with converting at '0.72. Some financial institutions may be unwilling to pay this price, feeling that the ruble will sink much lower over the next week. As a result, conversion may finally come at '0.69. These "losses" must be accepted by the company as one of the costs of doing business overseas.
A third unique problem is trade barriers. For one reason or another, all countries impose trade barriers on certain goods crossing their borders. Some trade barriers are directly related to exports. For example, the United States permits strategic military material to be shipped abroad only after government permission has been obtained. Most trade barriers, however, are designed to restrict import. Two of the most common import barriers are quotas and tariffs.
The best title for the passage would be ______.
A．How to Succeed in International Trade
B．Monetary Conversion
C．Trade Barriers
D．Unique Problems in International Trade
Credit customers of ZXC Co take an average of 51 days to settle invoices. Approximately 0·5% of the company’s credit sales have historically become bad debts each year and written off as irrecoverable. The finance director has been advised that offering an early settlement discount of 0·5% for payment within 30 days would increase administration costs by $35,000 per year, while 75% of credit customers would be likely to take the discount. The credit controller believes that bad debts would fall to 0·375% of credit sales if the early settlement discount were introduced.
ZXC Co has an average short-term cost of finance of 4% per year. Assume that there are 360 days in each year.
Required:
(a) Evaluate whether ZXC Co should introduce the early settlement discount. (6 marks)
(b) Discuss TWO ways in which a company could reduce the risk associated with foreign accounts receivable. (4 marks)
He personally__________ the nation’s foreign polity．
A.instructed
B.guided
C.conducted
D.directed
Schlesinger addresses the questions: What holds a nation together？ And what does it mean to be an American？ Describing the emerging cult of ethnicity, Schlesinger praises its healthy effect on a nation long shamed by a history of prejudice and narrow-mindedness. But he warns against the campaign of multicultural advocates to divide the nation into separate ethnic and racial communities. From the start, he observes, the United States has been a multicultural nation, rich in its diversity but held together by a shared commitment to the democratic process and by the freedom of intermarriage. It was this national talent for assimilation that impressed foreign visitors like Alexis de Tocqueyille and James Bryce, and it is this historic goal that Schlesinger champions as the best hope for the future. Schlesinger analyzes what he sees as grim consequences of identity politics: the widening of differences. Attacks on the First Amendment, he argues, threaten intellectual freedom and, ultimately, the future of the ethnic groups. His criticisms are not limited to the left. As a former target of McCarthyism, be understands that the radical right is even more willing than the radical left to re strict and weaken the Bill of Rights.
The author does not minimize the injustices concealed by the "melting pot" dream. The Disuniting of America is both academic and personal, forceful in argument, balanced in judgment. It is a book that will no doubt anger some readers, but it will surely make all of them think again. The winner of Pulitzer Prizes for history and for biography, an authoritative voice of American liberalism, Schlesinger is uniquely positioned to bring bold answers and healing wisdom to this passionate debate over who we are and what we should become.
According to Schlesinger, the United States is ______.
A．a melting pot
B．a nation with diverse cultures held together by the democratic process
C．a federation of ethnic and racial communities
D．a nation with various ethnic and racial groups
？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.
A.Not to know
B.Not to have known
C.Not knowing
D.Not having knowing
