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更多“听力原文：Our Corporate Social Responsibility strategy concentrates on four parts: educatio”相关的问题
第1题
听力原文： In today's business news, it has been reported that Jane Parsons, president of the Star Company, will retire next year. Ms. Parsons' skill and corporate connections helped to build the Star Company into a large business employing hundreds of people in our region. Although Ms. Parsons is leaving her job as president, she will continue as a consultant for the company. Star Company executives say the search for the next president is underway.
What is Ms. Parson's current position？
A．Company president
B．Consultant
C．News announcer
D．Employment counselor
第2题
W No, I can see benefits to the plan. Repairs and improvements are stalled all the time because one company owns one part of the line and another company owns another part of the line. Maybe this'll make things easier.
M Okay, but the problem's obvious. Without competition, what's going to keep them from raising prices？
W I agree, that's a concern. You just hope the city will be able to regulate them. I think overall, it may turn out to be okay for us.
What are the speakers discussing？
A．A new company policy
B．A business competition
C．A corporate acquisition
D．A technological innovation
第3题
听力原文：G : Hello !
M : May I speak to Mr. Golden ,please？
G : Yes, I am Golden.
M : Good morning, Mr. Golden. This is Mary Thomson from Business Weekly. I want talk with you about 3M’s intrapreneurship. Could you introduce it to our viewer？
G : Ok! We took advantage of the 3M policy that allow scientist to spend up to 15% their time on project of their own choosing.
M : Could you tell me more about the policy？
G : Of course, this policy dates back to 1923, when 3M’s chief executive William Mcknight discovered Dick Drew working on the tape project that he’s been ordered to abandon. Recognizing the people do their best work on projects that interest them, McKnight didn’t stop Drew. How wise he was! The project Drew wouldn’t give up produced the transparent tape that most of us know as Scotch tape. Since then, 3M has established a corporate culture that encourages teamwork but also stresses individualism.
M : This is really a great story of 3M corporation.
You will hear a news reporter A is making phone interview with B concerning this intrapreneurship.
Name of the company: (1) ______
The policy of the company (2) ______
William Mcknight is the (3)______ of the company in 1923.
Corporate culture of 3M lay great emphasis on (4)______
第4题
听力原文：S=Sue P=Peter
S: And today on Business Sport we have this year's winner of 'South-East Company of 1999', Peter Jones, Manager of corporate travel agency Corporate Direct. Hello Peter. And congratulations on your award.
P: Thank you, Sue.
S: So. Peter, how has the award affected your company so for？
P: Well. Sue, we've been stunned by all the media attention, which might even generate me new business, you never know. But the real benefit is the boost to morale. Everyone's been working extremely hard to make the business a success and it's great to see their efforts rewarded.
S: So why did you start Corporate Direct？
P: Well, about six years ago I was made redundant. I couldn't really see myself working for any of the local travel/agencies. And I'd always wanted to do my own thing. So I decided it was now or never.
S: What did your wife think？
P: She wasn't too keen initially. She didn't want me turning her home into a travel agency. But thankfully it wasn't long before we could open a small office.
S: And business is still booming. Some of your services are expanding very rapidly.
P: Yes, they are. Core services like car rental were popular right from the word go, although what's really taken off is our monthly journal Travel Direct. Subscriptions are increasing at ten to twenty per cent a month. We're also looking at ways of promoting our currency exchange service.
S: So things are obviously going very well for you. But what exactly makes Corporate Direct so unique？
P: Well, although there are two other independent travel offices here in the area, offering people the same unbiased advice, as far as I know, we're still the only company keeping a comprehensive database of clients' travel guidelines, things like which airlines they use.
S: ... meaning you make arrangements in line with each company's policies.
P: Yes, that's right. And like the other big names, we can also provide very competitive rates too.
S: And as I understand it, you've also been developing the consultancy arm of the company as well. What services do you currently offer？
P: Well, advising companies on their trove/policies is a very popular service and one which looks set to develop even further. What really attracts companies, though, is our corporate hospitality consultancy. We advise people on all sorts of PR type things, everything from wine-tasting to car-racing. We've also seen an increase in the number of clients asking our advice on language training courses.
S: But why does a company use an agency rather than make its own arrangements？ Wouldn't it be cheaper？
P: Well, some companies do of course arrange things themselves. And in some cases it may indeed be cheaper for them to do so. But what's mast important for companies, though, is that by using a corporate travel agency, they get everything arranged far more quickly, without the hassle of dealing with numerous providers. And I suppose our clients appreciate not having to worry about quality. Quite simply, we take the stress out of organising corporate travel.
S: So, who are your biggest clients？
P: Well, there's quite a range. We've got clients in the retail industry, like fashion companies, for example, and we're seeing far more interest from hotels and catering companies. Although, in general, I'd say our customers are more often than not from accountancy firms or banks and I can't see that changing in the future.
S: Speaking of the future, what new ventures are planned for Corporate Direct？
P: Well, we're introducing a 24-hour emergency service in the next two to three months. Clients will be able to call our Hotline for help at any time.
S: I should imagine that'll be really useful.
P: Well, we hope so. But our biggest priority at the moment is updating our Internet site in time for the Travel Fair in a fortnight's time. Clients will be able to access our website arid book services directly from our home page. We
A．staff motivation.
B．media publicity.
C．new business.
第5题
Why has the speaker given this talk？
A．To alert staff to a problem with network security
B．To announce a new policy related to network security
C．To recommend a method for improving network security
D．To inform. new employees about the company's network security policies
第6题
B: Good Evening! Everybody!
A: Eric! We knew you are working in a very successful, multi-million dollar company, could you tell us why this company becomes so successful？
B: Well, I think its success down to corporate culture. This culture is something that's been in place for some time. We're involved in basically every major decision within the company — from setting client expectations to implementing a new dust protection system. As production coordinator, I get to know our customers well, so it was a natural for me to volunteer to call past clients. I loved it and got immediate results.
A：Could you tell us more？
B: We also organize anti-bureaucrat weeks, where all the managers have to work in the store showrooms, warehouses or restaurants for at least one week a year.
A: So, that really makes SilverMark Inc. Design & Build a fascinating place to work for.
You will hear two people talking about corporate culture of company.
Name of programme: (5)______
Eric Finucane works as (6)______ in the company.
The company organizes (7)______ in the company
All the managers have to work (8)______ a year in warehouses or restaurants.
第7题
听力原文：(Man) Who's in charge of making the director's travel arrangements？
(Woman) (A) That's handled by his secretary.
(B) Use the corporate credit card to pay.
(C) The travel department called about the charges.
(31)
A．
B．
C．
第8题
听力原文：When does the new brand launch？
(A) It's a new type of toothpaste.
(B) The last week of August,
(C) At a ceremony at corporate headquarters.
(6)
A．
B．
C．
第9题
听力原文： Welcome, all service staff members. Recognition. That word means a lot of things to a lot of people. A note of thanks to someone for going out of their way for a customer, a spontaneous lunch for a group that demonstrated exceptional teamwork, or a special acknowledgement for finding new ways to build our business. Recognition is possibly our most powerful expression of gratitude and can be used to recognize employees who have personally contributed to the corporate or groups' goals. In our business, we need to focus on applauding, recognizing, and awarding others for doing all the right things that make our company a success. To be truly successful, several elements are essential to any recognition program.
Who is the potential audience for the speech？
A．The Customer Service Department.
B．Department managers.
C．New employees.
D．Stockholders.
第10题
听力原文：How would you define your client base？
We think of ourselves as having three important client segments: First is the everyday investors with the resources on hand to invest with Vanguard, who might be just starting out with an IRA, for example. The second type of client is the affluent individual who owns multiple funds and may seek advice services from us. And the third, a very important client segment is corporations, winch range from small to large, domestic and international companies. We provide corporations with investment-management services, while also serving as the manager of their employee-retirement plans.
So, when you look at Vanguard's overall client base, we are, in a very real sense, Americans from recent college graduates starting their first day on the job to people with large amounts of accumulated wealth to sophisticated pension-fund managers.
How have your services evolved over the years, and will they remain relatively consistent？
They've evolved quite a bit. In fact, one of the core principles we live by internally is that we have to adapt, evolve, and continuously improve. That's something we believe innately and preach to our new "crew members", our term for employees. Our largest asset, of course, is our extremely loyal client base. So, while we never stray from our core mission of increasing our clients' wealth and meeting their objectives, we continuously adapt and evolve by enhancing our services.
Speaking of moving forward, how has the economic downturn affected Vanguard's business？ And what's your prediction for the near future？
Our business is so dependent on market psychology that, in some ways, we don't directly correlate with the economy. But what we've seen over the past six months is confidence, and it's confidence at the corporate level. When we meet with corporate clients, they feel better about their ability to invest and their prospects moving forward. That impacts both the market and our business. On the retail side of the house, we believe that there's a great deal more confidence in the economy, the worst of the recession is behind us, and that the future looks bright.
Financial products often look similar from company to company. How do you differentiate Vanguard？
That's always difficult because we have a lot of great competition, but Vanguard has a few compelling attributes, which we feel set us apart. For one, we're owned by our clients. We have a single master: the clients. We don't have public shareholders; there's no parent company. So, 100 percent of our energy and attention is devoted to the clients.
The second key attribute is value. We live to a simple mission statement: to be the world's highest-value provider of investment services. So, every judgment we make about a service or product is geared toward making it the best one available. Also, value is a combination of performance which is critically important in the investment business -- service duality, and cost. We emphasize these three elements of value continually.
And third, we're disciplined. There are a lot of things we just won't do, such as compete outside our sphere of expertise. Other companies, recognizing that this is a highly competitive marketplace, will try to co-opt your space with marketing, as opposed to substance. Our view is that we'll let substance define our position in the market, instead of spending a lot of our clients' money to do that.
Do you focus primarily on North America？
Investment management is an increasingly global business for us. We've been in the global marketplace for about seven years, and a growing share of our cash flow is coming from international investors. Growth opportunities in the United States remain considerable for us, but we're also fully committed to enlarging our footprint in the Pacific, South America, and Europe in particular.
There's no doubt that corporate governance scandals have affected the public's view of the corpo
A．Most of them are recent college graduates.
B．They are investors of different levels and ranges.
C．The majority are affluent and sophisticated pension-fund managers.
