A、Prepareaninformationmemotodescribethebusiness(准备一份信息备忘录来描述业务)
B、Hireaninvestmentbanktomarketthebusiness(聘请投资银行营销业务)
C、Contactcompetitorstoseeiftheyareinterested(联系竞争对手，看看他们是否感兴趣)
D、Obtainavaluationofthebusinessfromafinanceexpert(从财务专家那里获得业务估值)
E、Lookatpersonnelissuesfromapossiblesale(从可能的销售中查看人事问题)
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更多“A family-owned business is pla…”相关的问题
第1题
A.in
B. on
C. with
D. of
第2题
A and I think it definitely has a bright future ;
B but it may be time to consider some major changes ;
C but the company faces tough competition
第3题
A.and I think it definitely has a bright future
B.but it may be time to consider some major changes
C.but the company faces tough competition
第4题
电子政务的应用模式主要包括3种，它们是【 】的应用模式、政府与企业间(G to B，Government to Business)的应用模式和政府与公民间(G to C，Government to Citi zen)的应用模式。
第5题
ess.One key difference is.“杠杆收购(杠杆收购)”和“杠杆资本重组”都对企业产生了可观的债务。 一个关键的区别是：()。
A、Arecaptypicallyinvolvesalowerdebtpercentage杠杆资本重组通常涉及较低的债务比率
B、TheLBOoftenhasmoresynergies杠杆收购通常具有更多的协同效应
C、Therecapwilltypicallygeneratemoretaxdeductions,andthuscashflow杠杆资本重组通常会产生更多的税收减免，从而产生现金流
D、Therecaptypicallyleavestheseller’sstockholderswithahigherlevelofequityownershipthananLBO杠杆资本重组通常使卖方的股东拥有比杠杆收购更高的股权水平
第6题
Ltd, manufacturing a range of concrete based products used in making roads, pavements and walkways. The
production technology is very low tech and uses simple wooden moulds into which the concrete is poured. As a
consequence he is able to use low skilled and low cost labour, which would find it difficult to find alternative
employment in a region with high unemployment levels. The company has employed many of its workforce since its
creation in 1996. The company’s products are heavy, bulky and costly to transport. This means its market is limited
to a 30-mile area around the small rural town where the manufacturing facility is located. Its customers are a mix of
private sector building firms and public sector local councils responsible for maintaining roads and pavements. By its
nature much of the demand is seasonal and very price sensitive.
A large international civil engineering company has recently approached Clyde with an opportunity to become a
supplier of concrete blocks used in a sophisticated system for preventing coast and riverbank erosion. The process
involves interlocking blocks being placed on a durable textile base. Recent trends in global warming and pressure in
many countries to build in areas liable to flooding have created a growing international market for the patented erosion
prevention system. Clyde has the opportunity to become the sole UK supplier of the blocks and to be one of a small
number of suppliers able to export the blocks to Europe. To do it he will need to invest a significant amount in CAM
(computer aided manufacturing) technology with a linked investment in the workforce skills needed to operate the
new technology. The net result will be a small increase in the size of the labour force but redundancy for a significant
number of its existing workers either unwilling or unable to adapt to the demands of the new technology. Successful
entry into this new market will reduce his reliance on the seasonal low margin concrete products he currently produces
and significantly improve profitability.
One further complication exists. Concrete Solutions is located in a quiet residential area of its home town. Clyde is
under constant pressure from the local residents and their council representatives to reduce the amount of noise and
dust created in the production process. Any move into making the new blocks will increase the pollution problems
the residents face. There is a possibility of moving the whole manufacturing process to a site on a new industrial estate
being built by the council in a rival town. However closure of the existing site would lead to a loss of jobs in the current
location. Clyde has asked for your help in resolving his dilemma.
Required:
(a) Using models where appropriate, advise Clyde on whether he should choose to take advantage of the
opportunity offered by the international company. (12 marks)
第7题
Seven Ways to Save the World
Forget the old idea that conserving energy is a form. of self-denial -- riding bicycles, dimming the lights, and taking fewer showers. These days conservation is all about efficiency: getting the same -- or better -- results from just a fraction of the energy. When a slump in business travel forced Ulrich Romer to cut costs at his family-owned hotel in Germany, he replaced hundreds of the hotel's wasteful light bulbs, getting the same light for 80 percent less power. He bought a new water boiler with a digitally controlled pump, and wrapped insulation around the pipes. Spending about ？100,000 on these and other improvements, he slashed his ？90,000 fuel and power bill by ？60,000 As a bonus, the hotel's lower energy needs have reduced its annual carbon emissions by more than 200 metric tons. "For us, saving energy has been very, very profitable," he says. "And most importantly, we're not giving up a single comfort for our guests."
Efficiency is also a great way to lower carbon emissions and help slow global warming. But the best argument for efficiency is its cost -- or, more precisely, its profitability. That's because quickly growing energy demand requires immense investment in new supply, not to mention the drain of rising energy prices.
No wonder efficiency has moved to the top of the political agenda. On Jan. 10, the European Union unveiled a plan to cut energy use across the continent by 20 percent by 2020. Last March, China imposed a 20 percent increase in energy efficiency by 2020. Even George W. Bush, the Texas oilman, is expected to talk about energy conservation in his State of the Union speech this week.
The good news is that the world is full of proven, cheap ways to save energy. Here are the seven that could have the biggest impact:
Insulate
Space heating and cooling eats up 36 percent of all the world's energy. There's virtually no limit to how much of that can be saved, as prototype "zero-energy homes" in Switzerland and Germany have shown. There's been a surge in new ways of keeping heat in and cold out (or vice versa). The most advanced insulation follows the law of increasing returns: if you add enough, you can scale down or even eliminate heating and air-conditioning equipment, lowering costs even before you start saving on utility bills. Studies have shown that green workplaces (ones that don't constantly need to have the heat or air-conditioner running) have higher worker productivity and lower sick rates.
Change Bulbs
Lighting eats up 20 percent of the world's electricity, or the equivalent of roughly 600,000 tons of coal a day. Forty percent of that powers old-fashioned incandescent light bulbs -- a 19th-century technology that wastes most of the power it consumes on unwanted heat.
Compact fluorescent lamps, or CFLs, not only use 75 to 80 percent leas electricity than incandescent bulbs to generate the same amount of light, but they also last 10 times longer, Phasing old bulbs out by 2030 would save the output of 650 power plants and avoid the release of 700 million tons of carbon into the atmosphere each year.
Comfort Zone
Water boilers, space heaters and air conditioners have been notoriously inefficient. The heat pump has altered that equation. It removes heat from the air outside or the ground below and uses it to supply heat to a building or its water supply. In the summer, the system can be reversed to cool buildings as well.
Most new residential buildings in Sweden are already heated with ground-source heat pumps. Such systems consume almost no conventional fuel at all. Several countries have used subsidies to jumpstart the market, including Japan, where almost 1 million heat pumps have been installed in the past two years to heat water for showers and hot tubs.
Remake Factories
From steel mills to paper f
A．Raising efficiency.
B．Cutting unnecessary costs.
C．Finding alternative resources.
D．Sacrificing some personal comforts.
第8题
Without question, manufacturing has taken a significant hit during recent decades, and further tradedeals raise questions about whether new shocks could hit manufacturing.
But there is also a different way to look at the data.
Across the country, factory owners are now grappling with a new challenge: instead of having toomany workers, they may end up with too few. Despite trade competition and outsourcing, Americanmanufacturing still needs to replace tens of thousands of retiring boomers every years. Millennialsmay not be that interested in taking their place, other industries are recruiting them with similar orbetter pay.
For factory owners, it all adds up to stiff competition for workers－and upward pressure on wages. "They&39;re harder to find and they have job offers," says Jay Dunwell, president of Wolverine CoilSpring, a family-owned firm, "They may be coming [into the workforce], but they&39;ve been pluckedby other industries that are also doing an well as manufacturing," Mr. Dunwell has begun bringinghigh school juniors to the factory so they can get exposed to its culture.
At RoMan Manufacturing, a maker of electrical transformers and welding equipment that his fathercofounded in 1980, Robert Roth keep a close eye on the age of his nearly 200 workers, five areretiring this year. Mr. Roth has three community-college students enrolled in a work-placementprogram, with a starting wage of $13 an hour that rises to $17 after two years.
At a worktable inside the transformer plant, young Jason Stenquist looks flustered by the coppercoils he&39;s trying to assemble and the arrival of two visitors. It&39;s his first week on the job. Askedabout his choice of career, he says at high school he considered medical school before switching toelectrical engineering. "I love working with tools. I love creating." he says.
But to win over these young workers, manufacturers have to clear another major hurdle: parents,who lived through the worst US economic downturn since the Great Depression, telling them toavoid the factory. Millennials "remember their father and mother both were laid off. They blame iton the manufacturing recession," says Birgit Klohs, chief executive of The Right Place, a businessdevelopment agency for western Michigan.
These concerns aren&39;t misplaced: Employment in manufacturing has fallen from 17 million in 1970to 12 million in 2013. When the recovery began, worker shortages first appeared in the high-skilledtrades. Now shortages are appearing at the mid-skill levels. "
The gap is between the jobs that take to skills and those that require a lot of skill," says Rob Spohr,a business professor at Montcalm Community College. "There&39;re enough people to fill the jobs atMcDonalds and other places where you don&39;t need to have much skill. It&39;s that gap in between, andthat&39;s where the problem is."
Julie Parks of Grand Rapids Community points to another key to luring Millennials intomanufacturing: a work/life balance. While their parents were content to work long hours, youngpeople value flexibility. "Overtime is not attractive to this generation. They really want to live theirlives," she says.
A、says that he switched to electrical engineering because he loves working with tools。
B、 points out that there are enough people to fill thejobs that don ’t need much skill 。
C、points out that the US doesn’t manu facture anything anymore。
D、believes that it is important to keep a close eye on the age of his workers。
[E] says that for factory owners，workers are harder to find because of stiff competition。
[F] points out that a work/life balance can attract young people into manufacturing。
[G] says that the manufacturing recession is to15 blame for the lay-off the young people’s parents 。
41.Jay Deuwell______________
42.Jason Stenquist______________
43.Birgit Klohs______________
44.Rob Spohr______________
45.Julie Parks______________
41__________
42
43
44
45
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