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Many people invested in the stock market ___________ (希望能发财).
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更多“Many people invested in the stock market ___________ （希望能发财).”相关的问题
第1题
【M1】
第2题
How many survey participants invested in gold this year？
A．600
B．625
C．900
D．875
第3题
A．Y
B．N
C．NG
第4题
Keiko Waldman believes that at first people invested in Fast Hamburger because they
A．were attracted by what the company offered.
B．saw that the shares were performing well.
C．thought food companies were a safe investment.
第5题
Operating a major airline in the 1980s is essentially a matter of finding the right mix of passengers. The airlines need to fill up the back end of their wide-bodied jets with low fare passengers, without forgetting that the front end should be filled with people who pay substantially more for their tickets.
It is no coincidence that the two major airline bankruptcies in 1982 were among the companies specializing in cheap flights. But low fares require consistently full aircraft to make flights economically viable, and in the recent recession the volume of traffic has not grown. Equally the large number of airlines jostling for the available passengers has created a huge excess of capacity. The net result of excess capacity and cut-throat competition driving down fare's has been to push some airlines into collapse and leave many others hovering on the brink.
Against this grim background, it is no surprise that airlines are turning increasingly towards the business travelers to improve their rates of return. They have invested much time and effort to establish exactly what the executive demands for sitting apart from the tourists.
High on the list of priorities is punctuality; an executive's time is money. In-flight service is another area where the airlines are jostling for the executive's attention. The free drinks and headsets and better food are all part of the lure.
One criticism against many international airlines is that they have, in the recent past, ______.
A．catered for the more wealthy people
B．given preferential treatment to executive clients
C．only met the needs of the regular travelers
D．marketed their service with the masses in mind
第6题
Operating a major airline in the 1980s is essentially a matter of finding the right mix of passengers.
The airlines need to fill up the back end of their wide-bodied jets with low 【C5】______ passengers, without forgetting that the front end should be filled with people who pay substantially more for their tickets.
It is no coincidence that the two major airline bankruptcies in 1989. were among the companies specializing 【C6】______ cheap flights. But low fares require 【C7】______ full aircraft to make flights economically viable, and in the recent recession the volume of traffic has not grown. Equally the large number of airlines jostling for the available passengers has created a huge excess of capacity. The 【C8】______ result of excess capacity and cut- throat competition driving down fares has been to push some airlines into collapse and leave many others 【C9】______ on the brink.
Against this 【C10】______ background, it is no surprise that airlines are turning increasingly towards the business travelers to improve their rates of return. They have invested much time and effort to establish exactly what the executive demands for sitting apart from the tourists.
High on the list of priorities is punctuality; an executive% time is money. In-flight service is another area where the airlines are jostling for the executive's attention. The free drinks and headsets and better food are all part of the lure.
【C1】______
A．will rediscover
B．have rediscovered
C．rediscover
D．rediscovered
第7题
Over the past decade, many companies had perfected the art of creating automatic behaviors-habits-among consumers. These habits have helped companies earn billions of dollars when customers eat snacks or wipe counters almost without thinking, often in response to a carefully designed set of daily cues.
"There are fundamental public health problems, like dirty hands instead of a soap habit, that remain killers only because we can't figure out how to change people's habit," said Dr. Curtis, the director the Hygiene Center at the London School of Hygiene & Tropical Medicine. " We wanted to learn from private industry how to create new behaviors that happen automatically. "
The companies that Dr. Curtis turned to-Procter & Gamble, Colgate-Palmolive and Unilever-had invested hundreds of millions of dollars finding the subtle cues in consumers' lives that corporations could use to introduce new routines.
If you look hard enough, you'll find that many of the products we use every day-chewing gums, skin moisturizers, disinfecting wipes, air fresheners, water purifiers, health snacks, teeth whiteners, fabric softeners, vitamins are results of manufactured habits. A century ago, few people regularly brushed their teeth multiple times a day. Today, because of shrewd advertising and public health campaigns, many Americans habitually give their pearly whites a cavity- preventing scrub twice a day, often with Colgate, Crest or one of the other brands.
A few decades ago, many people didn't drink water outside of a meal. Then beverage companies started bottling the production of far-off springs, and now office workers unthinkingly sip bottled water all day long. Chewing gum, once bought primarily by adolescent boys, is now featured in commercials as a breath freshener and teeth cleanser for use after a meal. Skin moisturizers are advertised as part of morning beauty rituals, slipped in between hair brushing and putting on makeup.
"Our products succeed when they become part of daily or weekly patterns", said Carol Berning, a consumer psychologist who recently retired from Procter & Gamble, the company that sold $76 billion of Tide, Crest and other products last year. "Creating positive habit is a huge part of improving our consumers' lives, and it's essential to making new products commercially viable. "
Through experiments and observation, social scientists like Dr. Berning have learned that there is power in tying certain behaviors to habitual cues through ruthless advertising. As this new science of habit has emerged, controversies have erupted when the tactics have been used to sell questionable beauty creams or unhealthy foods.
According to Dr. Curtis, habits like hand washing with soap______.
A．should be further cultivated
B．should be changed gradually
C．are deeply rooted in history
D．arc basically private concern
第8题
But many consumers are feeling【77】now that the company has been disclosed for failing to tell the public that its bottles were not【78】from BPA, at least not the ones that were manufactured before August 2008. While there's no【79】showing the first-generation SIGGs did in fact contain BPA, there's still plenty of complaining at the company's lack of【80】. The news is【81】troubling since the company internally acknowledged the chemical's safety problem as early【82】2006, when it quietly decided to formulate a new, BPA- free liner.
To placate the masses, SIGG has【83】to exchange those older, BPA-laden bottles【84】new ones through Oct. 31, but people are still feeling betrayed. Like many parents, I know, a couple years ago I tossed all the baby bottles I had-and any【85】sippers(虹吸瓶) too—and invested in SIGGs, which cost about $20 each【86】to find out we were going in the wrong direction.
(68)
A．trendy
B．about
C．fashionable
D．around
第9题
听力原文：M: Hello. (22) Today on Business Focus I am talking about Knowledge Management with Ms. Twomey, who is the Human Resource Manager for a big company. Ms. Twomey, has Knowledge Management changed the way your company works？
W: Oh yes, since adopting Knowledge Management strategies, we have had to make many changes to the way we work, from changing the technology we use and the way we use it, to changing people's ideas about the best way to work.
M: And what has been the biggest challenge？
W: (23) Without a doubt it has been trying to get our staff to accept knowledge management practices. This was a tough challenge because our company had a culture which was not particularly open to the idea of knowledge management. So, I would say definitely the people side required the biggest change.
M: How were you able to overcome these problems？
W: Well, first we had to make sure that our people understood the competitive advantage the company stood to gain if we changed our way of working. We organized staff meetings in each of our offices to introduce the aims of the KM strategies we were going to adopt. As well as the personnel aspect of KM, (24) we also invested in new technology which made having online conferences easier to organize.
M: It sounds like it was a lot of work.
W: Indeed it was and in the beginning there were some problems, but we are really seeing (25) the benefits of implementing Knowledge Management now, as there is greater communication between the offices and people are realizing that if we all work together, we can achieve much better results.
M: Well, thank you, Ms. Twomey.
22．What are the speakers talking about？
23.What has been the biggest challenge for the woman？
24.What did the woman's company do to push KM besides personnel aspect？
25.What is one benefit of implementing KM in the woman's company？
(23)
A．The best ways to work.
B．Human resources.
C．Knowledge management.
D．Changing the technology.
第10题
Nowadays it's my job to know what's happening in the market so every day at work I have financial reports to read. I only get the chance to look at other things - for example business magazines - when I travel abroad.
We invest customers' money in many areas of the market. Traditionally we've invested in property and in manufacturing. However, an industry that is doing very well at the moment is high-tech companies so we plan to increase investment in that area.
Some of our competitors concentrate on achieving a friendly service. This is important but I think that, on the whole, our customers prefer lower charges which is what we guarantee.
Although we encourage our staff to achieve a maximum return on investments, we have strict procedures to make sure that risks are avoided where possible. Some companies may put profits first but it's important that our customers see us as a safe investment.
Next month The Thorpe Group will merge with Chart well Associates which means our company will be relocating to new offices. Most things, however, won't change - for example we won't lose any staff and there are no plans to invest in different areas of the market.
We are a market leader because of our experienced staff. When we take on staff we look for people who will perform. well in a team. Since we train staff in many of the skills they need, a financial background is not essential.
？Look at the notes below.
？Some information is missing.
？You will hear Peter Dudley, Chief Executive of the Thorpe Group, giving a talk about his work to a group of business students.
？For each question 16-22, fill in the missing information in the numbered space using one or two words.
？After you have listened once, replay the recording.
Peter Dudley
Chief Executive of the Thorpe Group
Peter Dudley's first job: (16) ______
At the office Peter Dudley reads: (17) ______
The Thorpe Group will invest more in (18) ______ industry.
The Thorpe Group promise to customers: (19) ______
The Thorpe Group staff follow rules to reduce (20) ______ for its customers.
Result of merger: company will move to (21) ______
The Thorpe Group recruits staff who work well in (22) ______
(16)
