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18 India has accepted the invitation to attend the G8 meeting.
A．Right
B．Wrong
C．Not mentioned
答案
更多“18 India has accepted the invitation to attend the G8 meeting.A．Right B．Wrong C．Not mentio”相关的问题
第1题
18 India has accepted the invitation to attend the G8 meeting
A Right B Wrong C Not mentioned
第2题
？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."
Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.
The result？ LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.
How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."
The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."
LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.
LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.
Kwang-Ro Kim believes that the employee-motivation training program helps e
A．become financially aggressive.
B．win championship of marketing.
C．achieve success in their careers.
D．alter their way of doing business.
第3题
India has accepted the invitation to attend the G8 meeting.
A．Right
B．Wrong
C．Not mentioned
第4题
What is learned about the woman？
A．She has never traveled to India.
B．She often travels to India on business.
C．She traveled to India with her parents.
D．She plans to travel to India later in the year.
第5题
Healthy Returns in India
Growth in India has been racing along at an annual 30 percent rate over the last decade, compared to a global average of 20 per cent. This is at a time when the nation's gross domestic product growth averaged 6 to 8 per cent. As lifestyles change, seemingly by the day, sports and fitness have gradually entered into the Indian consciousness as businesses are discovering.
There is no need for a one-size-fits-all strategy in India's healthy sports industry, says David Huang, founder of the Hong Kong-based Asian Academy for Sports and Fitness Professionals. The diverse economic and cultural conditions across many regions ensure that all fitness enthusiasts can find their place, from traditional Indian martial arts to modem Latin dance, and from yoga(瑜珈) to extreme sports, he says.
Health clubs
The fitness segment is a key component of the sports industry, accounting for about a third of the US $15 billion spent annually. Health clubs, which poured about two-thirds of the money into fitness, are increasing at an astonishing rate; there are about 100,000 registered around the country. Most of them target to high-income earners between 18 and 50 who are eager to pursue a healthy and fashionable lifestyle.
New Delhi's first private fitness club, Nirvana, was set up in 2001, It now has five outlets throughout the capital, and two of them franchised(特许的). It plans to open another in the city and one in Bombay, a coastal city in Midwest India. Nirvana president says about 22,000 club members regularly work out. Its flagship(旗舰店) gym occupies 3,000 square meters and is located near a group of high-grade office buildings. It is usually packed to full capacity with about 800 fitness enthusiasts most evenings. Kelly Fan, 25, spends two hours three times a week at Nirvana. She pays US $679 for an annual membership. That's; equivalent to her monthly salary. It's worth it, she says, because "health is priceless."
The largest overseas-funded fitness chain is CSI-Bally Total Club, which was launched in May 2002 and currently operates 13 outlets across India. "We plan to open 10 to 15 new clubs nationwide this year," says board chairman of the gym. Sources close to the chain say membership growth is estimated at 100 to 200 percent annually.
Research on Fitness Spending
A survey by well-known market research and consulting firm Horizon indicates that spots spending in six major cities stood at US $64 per capita in 2003, with New Delhi ranked first at US $110.
The primary reason to go on a fitness regimen(养生法)is to stay healthy, said 71 percent of respondents in the survey, which covered 1,639 people aged between 18 and 60 in New Delhi, Dacca; Calcutta and Bombay. Not all health clubs are restricted to downtown areas, rich suburbs or relatively well-heeled consumers. There are many community sports clubs catering to urban neighborhoods and charging US $123 to US $185.
Rossi, 28, who worked as instructor for about seven years at foreign-funded fitness chain Bodywork-impulse, started her own fitness centre in July, in cooperation with a residential community neighboring Bombay University. "With my professional experience at Bodywork-impulse and the affordable prices for middle-income earners, running the fitness centre is not difficult," Rossi tells India Business Weekly confidently, adding that expansion to other communities is under consideration.
Research by India Sports Industry International, one of the country's pioneer sports operation and marketing consulting companies, found that annual sports spending by Indian consumers is less than US $12 per capita, in comparison with US $300-500 in the United States and advanced European nations.
Lack of Qualified Instructors
The contrast and the great potential explain why people with experience and expertise are keen to c
A．Y
B．N
C．NG
第6题
India has accepted the invitation to attend the G8 meeting
A．Right
B．Wrong
C．Not mentioned
第7题
India has accepted the invitation to attend the G8 meeting。（）
A．Right
B．Wrong
C．Not mentioned
第8题
India has accepted the invitation to attend the G8 meeting.
A．Right
B．Wrong
C．Not mentioned
第9题
According to Mr. Hinduja, India has to______to remain competitive.
A．invest more money in the industry
B．develop better technology
C．offset China
D．build more factories
