请输入或粘贴题目内容
搜题
拍照、语音搜题，请扫码下载APP
题目内容
（请给出正确答案）
Interview data ______
A．KEEP UNCHANGED
B．REWRITE
C．REMOVE COMPLETELY
答案
更多“Interview data ______A．KEEP UNCHANGEDB．REWRITEC．REMOVE COMPLETELY”相关的问题
第1题
A．the former records data more excruciatingly than the latter does
B．the data collected by the latter are biased by perceptions and judgements
C．the former collects data from self-reports or interview surveys
D．the former reconstructs consumer behaviors directly from material reality
第2题
What is the final step of the interviews？
A．Make copies of all the data.
B．Choose the most suitable software packages.
C．Input all the data in the computer.
D．Classify and analyze all the interview responses.
第3题
Gentlemen,
I have been told by Mr．John L．Pak, Credit Manager, The Business Book Publishing, New York, with whom I believe you are acquainted, that you are expecting to make some additions to your accounting staff in June．I should like to be considered an applicant for one of these positions.
You can see from the data sheet that is enclosed with this letter that I have had five years of varied experience in the book business．The companies for which I have worked have given me permission to refer you to them for information about the quality of the work I did while in their employment.
My work was in the Credit Department and in the Accounting Department in both companies, with some experience also in inventory control．In both positions, I have been assigned with the daily office administration．The courses taken at Central Commercial and the Bronx Community College specifically prepare me for doing the accounting required in your department.
I hope that you will give me an interview at some time convenient to you．If there is further information that you wish in the meantime, please let me know．I can always be reached at the address given at the beginning of this letter.
Very truly yours,
第4题
Introduction
The following is an interview with Mick Kazinski, a senior marketing executive with Bridge Co, a Deeland-based construction company. It concerns their purchase of Custcare, a Customer Relationship Management (CRM) software package written by the Custcare Corporation, a software company based in Solland, a country some 4,000 km away from Deeland. The interview was originally published in the Management Experiences magazine.
Interviewer: Thanks for talking to us today Mick. Can you tell us how Bridge Co came to choose the Custcare software package？
Mick: Well, we didn’t choose it really. Teri Porter had just joined the company as sales and marketing director. She had recently implemented the Custcare package at her previous company and she was very enthusiastic about it. When she found out that we did not have a CRM package at Bridge Co, she suggested that we should also buy the Custcare package as she felt that our requirements were very similar to those of her previous company. We told her that any purchase would have to go through our capex (capital expenditure) system as the package cost over $20,000. Here at Bridge Co, all capex applications have to be accompanied by a formal business case and an Invitation to Tender (ITT) has to be sent out to at least three potential suppliers. However, Teri is a very clever lady. She managed to do a deal with Custcare and they agreed to supply the package at a cost of $19,995, just under the capex threshold. Teri had to cut a few things out. For example, we declined the training courses (Teri said the package was an easy one to use and she would show us how to use it) and also we opted for the lowest level of support, something we later came to regret. Overall, we were happy. We knew that Custcare was a popular and successful CRM package.
Interviewer: So, did you have a demonstration of the software before you bought it？
Mick: Oh yes, and everyone was very impressed. It seemed to do all the things we would ever want it to do and, in fact, it gave us some ideas about possibilities that we would never have thought of. Also, by then, it was clear that our internal IT department could not provide us with a bespoke solution. Teri had spoken to them informally and she was told that they could not even look at our requirements for 18 months. In contrast, we could be up and running with the Custcare package within three months. Also, IT quoted an internal transfer cost of $18,000 for just defining our requirements. This was almost as much as we were paying for the whole software solution!
Interviewer: When did things begin to go wrong？
Mick: Well, the implementation was not straightforward. We needed to migrate some data from our current established systems and we had no-one who could do it. We tried to recruit some local technical experts, but Custcare pointed out that we had signed their standard contract which only permitted Custcare consultants to work on such tasks. We had not realised this, as nobody had read the contract carefully. In the end, we had to give in and it cost us $10,000 in fees to migrate the data from some of our internal systems to the new package. Teri managed to get the money out of the operational budget, but we weren’t happy.
We then tried to share data between the Custcare software and our existing order processing system. We thought this would be easy, but apparently the file formats are incompatible. Thus we have to enter customer information into two systems and we are unable to exploit the customer order analysis facility of the Custcare CRM.
Finally, although we were happy with the functionality and reliability of the Custcare software, it works very slowly. This is really very disappointing. Some reports and queries have to be aborted because the software appears to have hung. The software worked very quickly in the demonstration, but it is painfully slow now that it is installed on our IT platform.
Interviewer: What is the current situation？
Mick: Well, we are all a bit deflated and disappointed in the package. The software seems reasonable enough, but its poor performance and our inability to interface it to the order processing system have reduced users’ confidence in the system. Because users have not been adequately trained, we have had to phone Custcare’s support desk more than we should. However, as I said before, we took the cheapest option. This is for a help line to be available from 8.00 hrs to 17.00 hrs Solland time. As you know, Solland is in a completely different time zone and so we have had to stay behind at work and contact them in the late evening. Again, nobody had closely read the terms of the contract. We have taken legal advice, but we have also found that, for dispute resolution, the contract uses the commercial contract laws of Solland. Nobody in Bridge Co knows what these are! Our solicitor said that we should have asked for this specification to be changed when the contract was drawn up. I just wish we had chosen a product produced by a company here in Deeland. It would have made it much easier to resolve issues and disputes.
Interviewer: What does Teri think？
Mick: Not a lot! She has left us to rejoin her old company in a more senior position. The board did ask her to justify her purchase of the Custcare CRM package, but I don’t think she ever did. I am not sure that she could!
Required:
(a) Suggest a process for evaluating, selecting and implementing a software package solution and explain how this process would have prevented the problems experienced at Bridge Co in the Custcare CRM application. (15 marks)
(b) The CEO of Bridge Co now questions whether buying a software package was the wrong approach to meeting the CRM requirements at Bridge Co. He wonders whether they should have commissioned a bespoke software system instead.
Explain, with reference to the CRM project at Bridge Co, the advantages of adopting a software package approach to fulfilling business system requirements compared with a bespoke software solution. (10 marks)
第5题
If an economist were asked which of the three groups borrow most -- people with rising incomes, stable incomes, or declining incomes -- he would probably answer: those with declining incomes. Actually, in the years 1947 to 1950,the answer was: people with rising incomes. People with declining incomes were next and people with stable incomes borrowed the least. This shows us that traditional assumption is that if people who have money expect prices to go up, they will hasten to buy. if they expect prices to go down, they will postpone buying. But research surveys have shown that this is not always true. The expectations of price increases may not stimulate buying. One typical attitude was expressed by the wife of a mechanic in an interview at a time of rising prices. "In a few months," she said," we'll have to pay more for meat and milk; we'll have less to spend on other things. ' Her family had been planning to buy a new car but they postponed this purchase. Furthermore, the rise in prices that has already taken place may be resented and buyer's resistance may be evoked. This is shown by the following typical comment: "I just don't pay these prices; they are too high."
Traditional assumptions should be investigated carefully, and factors of time and place should be considered. The investigations mentioned above were carried out in America. Investigations conducted at the same time in Great Britain, however, yielded results that were more in agreement with traditional assumptions about saving and spending patterns. The condition most conductive to spending appears to be price stability. If prices have been stable and people have become accustomed, to consider them" right" and expect them to remain stable, they are likely to buy. Thus, it appears that the common business policy of maintaining stable prices with occasional sales or discounts is based on a correct understanding of consumer psychology.
The author thinks that the traditional views about consumer behavior. are ______.
A．not always true
B．reliable
C．in consistent with the findings in investigation
D．not at all wrong
第6题
Mr Sutor, the thought of Web services seems to make a lot of managers anxious. Why is that？
There is a lot of pressure and confusion about Web services. Many business people don't really understand what they are, but they sense there is an IT revolution going on, and they are worried they'll get left behind. Actually, we are in an evolution, not a revolution.
If you think about the ways that business have connected their distinct software in the past — say, placing orders at one end and invoicing and shipping at the other — the problem has been that there have been so many different ways of doing it. A Web service application is simply a piece of software that sits between my partners and me and allows all these different systems to communicate more easily.
What's the real-world example of Web services changing the way a company does business？
Berkins is a major shipping company. One of its units specializes in delivering high-value consumer goods from retailers to homes and goods, like large-screen TVs. To do this, Berkins uses a network of 16,000 agents, who own the trucks. It built a Web-services-based system that essentially created a kind of real marketplace in which agents could select jobs. When Berkins gets a shipping order, the company would pay via Web services simultaneously to all the agents signed for the system. The result has been increased efficiency, faster response time, less idle time for trucks and more satisfied retailers. The system is expected to increase shipping volumes and deliver increased revenue to Berkins by as much as $ 75 million annually.
Many companies are developing Web services software — Microsoft, IBM, and the Sun, among others. If I'm a company considering using Web services, should I wait to see who will become the dominant player？
I don't believe there will be a dominant player in the long mn. Web services are like plumbing. Houses have standardized pipes; they are all designed to connect, and there are rules about how you connect them. Web services are like these standardized pipes. There isn't one single pipe supplier — there are many, and their pipes are all compatible. However, the fixture — the software that Web services technology connects — is where the value is going to be.
With so many quite different systems being connected through Web services, shouldn't companies be concerned about security？
Security is a major area of Web services development, and it needs a lot more complicated work than the security you use to send credit card data over the Web. For example, imagine I have a business that keeps all employees' information in-house in an ERP system. My employees can sit down at our intranet system, enter their series numbers and passwords, and get full access to their job and salary data. Security is provided in some way so that only the appropriate people can view and update HR data.
Are we past the point of early adoption？
Web services are about three years old, so we are past the time when the earliest adopters decided to take a risk on an unproven technology. It's not at all a wild frontier out there now. I'd say we are in the early mainstream period. There will be continued standardization of components that make up Web services, and that process should be complete around the end of 2005.
？ You will hear an interview with Sutor about Web services.
？ For each question 23-30, mark one letter (A, B or C) for the correct answer.
？ You will hear the interview twice.
A lot of managers are anxious about Web services because
A．they think there is an IT revolution.
B．they feel they'll get left behind.
C．they know nothing about Web services.
第7题
If an economist were asked which one of the three groups borrow most — people with rising incomes, stable incomes, or declining incomes--he would probably answer: those with declining incomes. Actually, in the years 1947 to 1950, the answer was: people with rising incomes. People with declining incomes were next and people with stable incomes borrowed the least. This shows us that traditional assumption is that if people who have money expect prices to go up, they will hasten to buy. If they expect prices to go down, they will postpone buying. But research surveys have shown that this is not always true. The expectations of income increases may not stimulate buying. One typical attitude was expressed by the wife of a mechanic in an interview at a time of rising prices. "In a few months," she said, "we'll have to pay more for meat anal milk, we'll have less to spend on other things." Furthermore, the rise in prices that has already taken place may be resented and buyer' s resistance may be evoked. This is shown by the following typical comment: "I just don't pay these prices, they are too high."
Traditional assumptions should be investigated carefully, and factors of time and place should be considered. The investigations mentioned above were carded out in America.
Investigations conducted at the same time in Great Britain, however, yielded results that were more in agreement with traditional assumptions about saying and spending patterns. The conditionmost conductive to spending appears to be price stability, ff prices here been stable and people have become accustomed, to consider them "right" and expect them to remain stable, they are likely to buy. Thus, it appears that the common business policy of maintaining stable prices with occasional sales or discounts is based on a correct understanding of consumer psychology.
The example of the mechanic's wife is intend to show film in times of rising prices, ______.
A．people with declining income tend to buy less
B．people with stable income tend to borrow less
C．people with increasing income tend to buy more
D．people with money also tend to buy less
第8题
听力原文：W: Hi, Larry, are you waiting to see Professor Jamason, too？
M: Yah, since I got one of the five highest grades in her managerial economics class, she asked me if I'd be interested in working as her assistant next semester. I'm here now for my interview.
W: Oh, yes, I know all about that job. I did it two years ago.
M: Really？ Did you like it？
W: I think it was file best job I've had at school. It paid eight dollars an hour, which was three dollars an hour more than I got working at the school post office the year before.
M: Wow! That is good salary. What did you do？
W: I was in charge of grading all the problem set that were assigned as homework. I never had trouble doing it, and of course, Prof. Jamason was always available to help me if I had any questions.
M: I think I'd enjoy doing that sort of work. It would be very good experience for anyone thinking about becoming a teacher.
W: Absolutely. You also learn how to use the computer data base, because the records are kept on it, and building up your computer skills is a good preparation for lots of jobs.
M: The job sounds great, but I'm a little worried about how much time it might take？
W: It's pretty reasonable. It never took me more than five hours a week to do the grading and then anoth cr thirty to forty minutes to record the grades on the computer.
M: That sounds managable. I guess you can do the work when it fits into your own schedule, too, can't you？
W: Oh, yah, you can do the grading in your room or in the library. You just need to get each set back for the next class, but that means you always have at least two days and sometimes four.
M: It sounds great.
W: Good luck with your interview.
(23)
A．She is protessor Jamason's daughter
B．She works part-time as Professor Jamason's secretary.
C．She used to do the job herseff.
D．She just came out of an interview for the job.
第9题
听力原文：W: Hi, Larry, are you waiting to see Professor Jamison, too？
M: Yah, since I got one of the five highest grades in her managerial economies class, she asked me if I'd be interested in working as her assistant next semester. I'm here now for my interview.
W: Oh, yes. I know all about that job. I did it two years ago.
M: Really？ Did you like it？
W: I think it was the best I've had at school. It paid eight dollars an hour, which was three dollars an hour more than I got working at the school post office the year before.
M: That is a good salary. What did you do？
W: I was in charge of grading all the problem sets that were assigned as homework. I never had trouble doing it, and of course, Prof. Jamison was always available to help me if I had any questions.
M: I think I'd enjoy doing that sort of work. It would be very good experience for anyone thinking about becoming a teacher.
W: Absolutely. You also learn how to use the computer data base, because the records are kept on it. And building up your computer skills is a good preparation for lots of jobs.
M: The job sounds great, but I'm a little worried about how much time it might take？
W: It's pretty reasonable. It never took me more than five hours a week to do all the grading and then another thirty to forty minutes to record the grades on the computer.
M: That sounds manageable. I guess you can do the work when it fits into your own schedule, too, can't you？
W: Oh, yeh, you can do the grading in your room or in the library. You just need to get each set back for the next class, but that means you always have at least two days and sometimes four.
M: It sounds great.
W: Good luck with your interview.
Why could the woman give Larry detailed information about the job？
(23)
A．She is Professor Jamison's nephew.
B．She used to do the job herself.
C．She is working for Professor Jamison.
D．She just finished interview for the job.
