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Please answer, fill in the blanks or make choice of the following questions.
Exchange for GBP5, 000. 00 London, 1 April, 200×
At 60 days after sight pay to the order of Bank of Australia the sum of pounds five thousand only
To The Importing Co., For The Exporting Co.,
Melbourne London
signature
A、consumers in both countries would have more varieties and lower prices.
B、consumers in both countries would have higher prices and fewer varieties.
C、consumers in the exporting country only would have higher prices and fewer varieties.
D、consumers in both countries would have fewer varieties at lower prices.
A．Their revenue increased because the demand for oil was income inelastiC
B．Their revenue increased because the demand for oil was price inelasti
C．Their revenue would have increased regardless of income elasticity or price elasticity because oil is an imported product for most nations．
D．Their revenue only increased because oil was already very expensiv
E．
A．Their revenue increased because the demand for oil was income inelastiC
B．Their revenue increased because the demand for oil was price inelasti
C．Their revenue would have increased regardless of income elasticity or price elasticity because oil is an imported product for most nations．
D．Their revenue only increased because oil was already very expensiv
E．
•Read the article below about exporting and the questions.
•For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Problems Potential Exporters Are Facing
Many firms fail to succeed, because when they begin exporting they have not researched the target markets or developed an international marketing plum. To be successful, a firm must clearly define its goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objectives, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise. It may not be able to take this crucial first step without qualified outside guidance.
Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.
Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed.
Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms, too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.
If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.
Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.
In the first paragraph, the writer su
A．get professional advice.
B．study international marketing.
C．identify the most profitable markets.
D．have different objectives to other exporters.
？Read the article below about exporting and the questions on the opposite page.
？For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.
PROBLEMS FACING POTENTIAL EXPORTERS
Many firms fail because when they begin exporting they have not researched the target markets or developed an international marketing plan. To be successful, a firm must clearly define goals, objectives and potential problems. Secondly, it must develop a definitive plan to accomplish its objective, regardless of the problems involved. Unless the firm is fortunate enough to possess a staff with considerable expertise, it may not be able to take this crucial first step without qualified outside guidance.
Often top management is not committed enough to overcome the initial difficulties and financial requirements of exporting. It can often take more time and effort to establish a firm in a foreign market than in the domestic one. Although the early delays and costs involved in exporting may seem difficult to justify when compared to established domestic trade, the exporter should take a more objective view of this process and carefully monitor international marketing efforts through these early difficulties. If a good foundation is laid for export business, the benefits derived should eventually outweigh the investment.
Another problem area is in the selection of the foreign distributor. The complications involved in overseas communications and transportation require international distributors to act with greater independence than their domestic counterparts. Also, since a new exporter's trademarks and reputation are usually unknown in the foreign market, foreign customers may buy on the strength of the distributing agent's reputation. A firm should therefore conduct a thorough evaluation of the distributor's facilities, the personnel handling its account, and the management methods employed.
Another common difficulty for the new exporter is the neglect of the export market once the domestic one booms: too many companies only concentrate on exporting when there is a recession. Others may refuse to modify products to meet the regulations or cultural preferences of other countries. Local safety regulations cannot be ignored by exporters. If necessary modifications are not made at the factory, the distributor must make them, usually at a greater cost and probably not as satisfactorily. It should also be noted that the resulting smaller profit margin makes the account less attractive.
If exporters expect distributing agents to actively promote their accounts, they must be trained, and their performance continually monitored. This requires a company marketing executive to be located permanently in the distributor's geographical region. It is therefore advisable for new exporters to concentrate their efforts in a few geographical areas until there is sufficient business to support a company representative. The distributor should also be treated on an equal basis with domestic counterparts. For example, special discount offers, sales incentive programmes and special credit terms should be available.
Considering a joint-venture or licensing agreement is another option for new exporters. However, many companies still dismiss international marketing as unviable. There are a number of reasons for this. There may be import restrictions in the target market, the company may lack sufficient financial resources, or its product line may be too limited. Yet, many products that can compete on a national basis can be successful in the majority of world markets. In general, all that is needed for success is flexibility in using the proper combinations of marketing techniques.
SXB##13
A．get professional advice.
B．study international marketing.
C．identify the most profitable markets.
D．have different objectives to other exporters.
(82) The agreement was conceived as part of a continuing process with the long-term objective of securing substantial progressive reductions in support and protection in agriculture. It calls for further negotiations to be initiated before the end of the fifth year of implementation.
(83) The Agreement on the Application of Sanitary and phytosanitary(植物检疫的)Measures concerns the application of food safety and animal and plant health regulations.
It recognizes governments' rights to take sanitary and phytosanitary measures but stipulates that they must be based on science, should be applied only to the extent necessary to protect human, animal or plant life or health and should not arbitrarily or unjustifiably discriminate between members where identical or similar conditions prevail.
Members are encouraged to base their measures on international standards, guidelines and recommendations where they exist. (84)However, members may maintain or introduce measures which result in higher standards if there is scientific justification or as a consequence of consistent risk decisions based on an appropriate risk assessment.
(85) It is expected that members will accept the sanitary and phytosanitary measures of others as equivalent if the exporting country demonstrates to the importing country that its measures achieve the importing country's appropriate level of health protection.
(81)
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