BEC中级真题第三辑阅理解读Word格式文档下载.docx
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BEC中级真题第三辑阅理解读Word格式文档下载.docx
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hardtoincreaseitsmargins.Theyneedtomoveintoamorepromisingmarket,onewheredemand
isgrowingandwherethecompanycanexploitexistingskillsandcontacts.Theycouldthinkabout
brandextension-thiswouldnotbeagiantleapandthesalesforcewouldtakeitinitsstride.Also,
theywouldn'
tneedtore-equiptheirfactoryandcouldusenon-UKsourcingiffacilitiesherearein
shortsupply.
BMesutGuzel
Theyhavethefundamentalsofasurvivalstrategyinamarketwhereoutsourcedmanufactureand
branddifferentiationholdthekeytosuccess.Ithinktheyshouldinitiallylocatesomeoftheir
productioninanothercountry,wheremanufacturingqualitytendstobebetteranditiseasierto
meetchangingcustomerdemands.ButtheyshouldalsoregularlymonitorproductioninBritain
andthinkaboutoutsourcingallthisworkabroadatsomepointiftheyneeditdonefaster.The
companyshouldcontinuetoworkoninnovativeproducts,andthoroughmarketresearchwillhelp
toensureanynewideasarewellreceived.
CGaryWilmot
Inordertobeattheirrivalsinahighlycompetitivemarket,Flacksshouldensuretheirproductsare
attractiveandbuildontheirrelationshipswiththebigstoresratherthantryingtogoitaloneand
marketdirectly.TheyshouldalsoconsiderrefocusingproductionbyusingtheirUKfactoryfor
high-specificationproducts.Theycouldeventuallybuildmoreproductionoverseasinacycleof
continuousdevelopment.
DMichalKaminski
Thedemandforfashionaccessoriesisrelativelyflatandthecompanyshouldconsiderexploiting
nichemarketstoimproveitsmargins.Butevenwithinthese,Flacksmustdistinguishitsgoods
fromthoseofitsrivalsintermsofquality,performanceanddesign.Innovativesales,marketing
andPRarevitaltoexploitthesenicheproducts.OnecompetitiveadvantagethatFlacksdoeshave
isproductiontimes.Manyretailchainsnowhavetwo-tiersupplychainsandFlackscouldfocuson
top-uporders.Theymightalsoinvestigateothersaleschannelssuchasmailorder.
Evaluatingtheperformanceoftheboard
Fewemployeesescapetheannualortwice-yearlyperformancereview.(0).....G......Theansweris
notagreatnumber.Andthesmallerthecompany,thefewerchecksthereareonhowwellthe
directorsaredoing.Someofthelargestcompaniesformallyassesstheperformanceoftheirboard,
butveryfewneworgrowingcompanieshavemanagedtogetroundtoestablishinganysuch
procedure.
Manybusinessexpertsbelieve,however,thatitisimportantforallcompaniestoreviewthe
performanceoftheboard.(8).............Anotherreasonisthattheboarditselfneedsinformationon
howwellitisdoing,justasmuchasotheremployeesdo.Forthechiefexecutive,appraisalof
somesortisabsolutelyessentialforhisorherownsakeandforthegoodofthecompany.Indeed,
manyofthosewhohavereachedthislevelremarkonhowlonelythejobofchiefexecutiveisand
howfewopportunitiestheygettodiscussissuesrelatingtoit.
Thereissomeevidencetoshowthatoncesmallercompaniesputaboardappraisalprocessin
place,theyfindthisprocessrelativelyeasytooperate.(9).............Theircounterpartsinlarger
organisations,however,areoftenafraidthatappraisalscouldbeachallengetotheirstatus.
So,howshouldcompaniesassesstheirboard?
(10).............Ataverybasiclevel,thiscouldsimply
meangettingallthedirectorstowritedownwhattheyhaveachievedandhowtheycanimprove
onit.Attheotherendofthescaleisthefull'
360-degree'
appraisal.Here,eachdirectoris
appraisedinasystematicmannerbyacombinationofthechairmanandfellowdirectors.
Inthelargestcompaniestherearemanymethodsforassessingtheboard.Anumberofsuch
companieshaveself-assessmentschemes.Thechairmanmaymeeteachboardmember
individuallytoaskhowthingsaregoing,inafairlyinformalway.Thewholeboardmightalso
meettotalkaboutitsprogressinopensession.(11).............Thesemightaskforpeople'
sopinions
ontheboard'
smaintasksoronhowwellthecommitteesareworking.
Researchindicatestherehasbeensomeimprovementinthewaytheappraisalofboardmembers
isconducted.(12).............Thechairmanwillhavebeeninvolveddirectlyorindirectlyinthe
appraisalofallmembersoftheboard.Whosejobisit,then,toappraisethechairman?
AItisoftenthecasethatthedirectorsofsuchcompaniesareevenhappytoreceivecriticism,as
thiscanpreventthemfrommakingbasicmistakes.
BTherestoftheworkforceseesitasunfairifthedirectorsaretheonlymembersofthecompany
toescapeappraisal.
CTheseareencouragingastheyputalimitonthepowerofthechairmantoassessfellow
directors.
DAlternatively,questionnairesmightbedistributedtodirectors,formingthebasisforfuture
discussion.
EOneissueremains,however,whenalltheothershavebeendealtwith.
FItisgenerallyagreedthatitisthechairman'
sresponsibilitytoensuretheregularappraisalof
eachmemberoftheboard.
GHowever,onewondershowmanycompanieshaveinplaceaformalappraisalprocessfortheir
boardofdirectors.
BRITISHCOMPANIESCROSSTHEATLANTIC
NextmonthalargegroupofBritishbusinesspeoplearegoingtoAmericaonaventurewhichmay
generateexportearningsfortheircompanies'
shareholdersinyearstocome.Alonglistof
sponsorswillsupporttheinitiative,whichwillinvolvea£3-millionmediacampaignanda
fortnightofeventsandexhibitions.TheultimategoalistopersuademoreAmericansthatBritish
companieshavesomethingtointerestthem.
Whiletherehavebeenplentyoftradeinitiativesinthepast,thedifferencethistimeroundisthat
considerablethinkingandplanninghavegoneintotryingtoworkoutjustwhatitisthat
AmericanslookforinBritishproducts.Insteadofexclusivelypromotingthemajorcorporations,
thistimethereismoreemphasisonsupportingthesmaller,moreunusual,nichebusinesses.
FreshinthememoriesofallthoseconcernedistheknowledgethatAmericahasbeentheendof
manyalargeandapparentlysuccessfulbusiness.ForCarringtons,aretailgroupmuchrespected
byEuropeancustomersandinvestors,Americaturnedouttobeacommercialdisasterandthe
beliefthattheycouldevenshowsomeofthegreatAmericanstoresaretailingtrickortwowas
hopelesslyover-optimistic.
PollyBrown,anotherveryBritishbrandthatrodehighforyearsongoodprofitsandhugecity
confidence,alsofoundthatconqueringAmerica,incommercialandretailingterms,wasnotas
easyasithadimagined.WhenitpositioneditselfintheUSasaniche,luxurybrand,sellingshirts
thatwerepricedat$40intheUKfor$125intheStates,thestrategyseemedtowork.Butonceits
managementdecideditshouldtakeonthemiddlemarket,thissuccessrapidlydrainedaway.It
wasadisastrousmistakeandthehighcostofthefailedAmericanexpansionplansplayedalarge
roleinitsdecliningfortunesinthemid-nineties.
SarahScott,managingdirectorofSmythson,theupmarketstationer,hashadtothinklongand
hardaboutwhatittakestosucceedinAmericaandshetakesitveryseriouslyindeed.'
Many
BritishfirmsarequitepatronisingabouttheUS,'
shesays.Theythinkthatwe'
resomuchmore
sophisticatedthantheAmericans.Theyobviouslyhaven'
tnoticedRalphLauren,anAmericanwho
hasbeenmuchmoreskilledattappingintoanidealisedEnglishnessthananyEnglishcompany.
Also,manycompaniesdon'
tbothertostudythemarketproperlyandthinkthatbecause
something'
ssuccessfulintheUK,it'
sboundtobesuccessfuloverthere.Youhavetolookatwhat
youcanbringthemthattheyhaven'
talreadygot.Onthewhole,Americancompaniesarebrilliant
atthemass,middlemarketandpeoplewho'
vetriedtotakethemonatthislevelhavefounditvery
difficult.'
ThistimerounditisjustpossiblethatchangingtastesarerunninginBritain'
sfavour.The
enthusiasmformassive,centralisedretailchainshasdecreased.Peoplewantthingswithsomesort
ofindividuality;
theyarefedupwiththebanal,middle-of-the-roadtastethatAmericadoessowell.
Theyarenowlookingforthesmall,theprecious,the'
realthing'
andthisispreciselywhatmany
ofthecompaniesparticipatingintheinitiativedobest.
13ThemainreasonthattheBritishbusinesspeoplearegoingtoAmericaisto
AencourageAmericanconsumerstobuytheirproducts.
BanalysehowAmericancompaniesattractmediacoverage.
ClookforfinancialbackingfromAmericaninvestorsandbanks.
DinvestigatehowBritishandAmericancompaniescouldformpartnerships.
14Inthewriter'
sopinion,theproposedventurewillbedifferenttopreviousonesbecause
AfewerBritishbusinessleaderswillbemakingthetrip.
Blesswell-knowncompanieswillbebetterrepresented.
Cthelargercompanie
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