题目内容
（请给出正确答案）
The two thieves fled the town separately, ______ a bag.
A. each carrying
B. whose that watch is
C. whose watch is that
D. whose watch is
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更多“The two thieves fled the town separately, ______ a bag.A. each carrying B. whose that watc”相关的问题
[A] each carrying
[B] whose that watch is
[C] whose watch is that
[D] whose watch is
A、manufacture
B、fake
C、corrupt
D、illuminate
PART TWO LANGUAGE KNOWLEDGE Section A Directions:Beneath each of the following sentences there are four choices marked A, B, C and D. Choose the one answer that best completes the sentence. 21. I support any move to get young people into theatre, and especially _____ that aims to do it all over England, not just in London. A. one B. the one C. that D. Those |
A、realista
B、romántico
C、mítico-religioso
D、fantástico
•For each question 13-18, mark one letter(A, B, C or D)on your Answer Sheet, for the answer you choose.
The Difficulties Of Managing A Small Business
Ronald Meets asks who chief executives of entrepreneurial or small businesses can turn to for advice.
The organisational weaknesses that entrepreneurs have to deal with every day would cause 'the managers of a mature company to panic, ' Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.
Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.
The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true--that people, particularly those who make the important decisions, are business' most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting tile team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest 'management solution'. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with 'management solutions' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.
The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organisation called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a 'moderator', an independently selected businessman or woman who has been specially tranined to head the group. Each member takes it in turn to host a meeting at his or her business premises and most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of
A．It is wrong to assume that they are different from other managers.
B．The problems they have to cope with are specific to small businesses.
C．They find it difficult to attract staff with sufficient expertise.
D．They could learn from the organisational skills of managers in large companies.
Chinese must have the largest number of speakers, ________ ？
|
•Read the Chairman's Statement below.
•For questions (23-28), choose the correct answer.
•Mark one letter (A, B or C) on your Answer Sheet.
Chairman's Statement
Despite the appearance of a new competitor on the market, the company continued to grow and increase its market share throughout 2000. Partly in response to this new threat, but more importantly, as part of a strategy for growth, several key decisions were taken this year. The most significant new developments included a range of vitamin-rich drinks for children and low calorie diet drinks, which both proved very popular.
The company is still best known for its range of refreshing fruit drinks and, not surprisingly, these were our biggest sellers once more. There were two new additions to the range last year, Squish! and Liquid Sunshine, both of which have a distinctive Caribbean flavour. The first sales figures suggest that our expensive TV advertising campaign was very successful and that these products will soon be as popular as the rest of the fruit drink range.
Growth in the keep-fit and health markets meant our energy drinks did well in 2000. Sales of one brand, Booster were second only to fruit drinks in April. The strength of this particular market also explains the success of our new diet drinks.
There were, however, big differences in the performance of our older products. The company's oldest product, mineral water, continued to enjoy a healthy share of a very profitable mass market. It seems our customers are still happy to stay with the brand despite the increasing number of competitors' products. Unfortunately, the same cannot be said of our Ice-T and Chocomania drinks. Sales showed an initial increase in the summer after we re-launched both products but customers soon bought other brands and total annual sales for both product ranges were disappointing.
The company also said goodbye to its own brand of cola, launched in 1998. After two unsuccessful years of trying to break into the huge cola market, 2000 looked like being another poor year. The company finally accepted that it had made a wrong decision and stopped production in September of that year.
What was the main reason the company decided to launch its new product ranges？
A．It faced increased competition.
B．It wanted to enter new markets.
C．It initiated a policy of expansion.
A、comparison
B、comparision
C、comparition
D、comparative
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