incentive market provides suggestion for customers for making purchases from associat

A.market

B.clan

C.traditional

D.bureaucratic

E.strategic

•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.

Two economists at the Federal Reserve Bank in Dallas, W. Michael Cox and Richard Alin, reported on the 10 largest downsizers of the 1990—1995 period, which include Digital Equipment, McDonnell Douglas, General Electric, and Kmart. Collective output (sales adjusted for inflation) declined by almost 10 percent. On the other hand, productivity per worker rose nearly 28 percent, compared with a gain of 1.5 percent in the rest of the economy. Says Cox, "Most of the companies emerged from the downsizing more competitive than before and thus were able to provide greater security to their workers. " The cost？ 850,000 workers.

Yet negative outcomes prevailed at many firms. Devastatingly low morale, increased disability claims and suits for wrongful discharge (解雇), and general mistrust of management plague many companies. A study done at the Wharton School examined data on several thousand firms and found that downsizing had little or no effect on earnings or stock market performance. Far more effective were leveraged buyouts (举债全额收购) and portfolio (投资组合) restructuring.

There is some evidence that consistent focus on creating value for share holders, which includes paring unneeded workers, actually increases jobs in the long run, "Stronger, leaner companies are able to compete in the world market more effectively, and that ultimately draws jobs back to those companies." That's the opinion of Thomas Copland, a director of McKinsey and Co., a management consulting firm that studied 20 years of data or 1,000 companies in the United States, Canada, Germany, Holland, Belgium, and France. The study revealed that, unlike those in the United States and Canada, the European firms lost jobs in the long term because their returns to shareholders fell between 1970 and 1990.

Although long-run growth is a pleasant prospect for shareholders, the short-term loss of jobs and income has left many employees and their families struggling in the aftermath of downsizing.

The term "downsizing" in this passage means ______.

A．just cutting down to size

B．producing smaller models or styles

C．cutting jobs and positions for higher performance and profits

D．cutting down on incentive programs

成本加奖金CPIF(Cost Plus Incentive Fee)合同具有激励机制。()

激励(incentive)

A.promotion

B.advantage

C.incentive

D.reaction

69 Non-conformance penalties are a form. of _____.

A. quality incentive

B. risk sharing

C. contract negotiations

D. quality assurance programs

E. None of the above

A simple way to_______funds would be to offer an incentive program for the donors.

A．generate

B．manufacture

C．deliver

D．contract