A Comparison of B2B e-Service Solutions
电子商务英语课件
Sentence patterns for e-commerce payment
04
E-commerce English Writing
E-commerce email writing style
Use a professional and friendly tone, maintain a consistent format, and ensure the email is easy to read.
The definition of e-commerce
The origins of e-commerce can be traced back to the early days of the internet in the 1990s, when online marketplaces such as eBay and Amazon emerged.
As the internet became more widespread and technology advanced, e-commerce has grown exponentially, encompassing a wide range of industries and sectors, including retail, travel, finance, and more.
E-commerce transactions are typically conducted online, using websites or mobile applications as platforms for product display, order placement, payment processing, and delivery.
单位招聘考试PBA商业分析师资格认证(试卷编号221)
单位招聘考试PBA商业分析师资格认证(试卷编号221)1.[单选题]你为涉及五个不同业务组的关键产品变更开发了一组需求。
你的解决方案建议将非常昂贵。
传达建议的最佳方式A)向五个小组一起进行正式介绍。
B)让你的项目经理和发起人向五个小组介绍该建议C)将需求包发给五个小组的成员D)与每个小组中的一位关键相关方进行非正式的面对面谈话。
答案:A解析:重要的是要获得所有五个小组的支持,因为这是一项昂贵的建议。
仅向小组发送一个需求包或进行非正式对话太过冒险了。
商业分析专业人士须习惯以正式演示和建议的形式将方案予以呈现。
你オ是需求方面的专家2.[单选题]满足商业需要的备选方案A)解决不同的能力差距B)作为同等选择呈现给相关方C)用于定义商业论证D)在产品范围说明书中都有详细说明答案:C解析:解决商业问题或能力差距的方法通常不止一种。
这些备选方案用于定义商业论证。
商业分析专业人应评估每个方案的可行性和对组织的影响,以推荐最为可行的解決方案3.[单选题]估算应该体现为以下类型A)允许更改请求。
B)表示估算中的不确定性C)保持发起人的灵活性。
D)允许范围蔓延答案:B解析:估算是在一定范围内制定的,反应对不确定性的估计,同时也是对相关方期望的管理4.[单选题]启发大量相关方需求的最有效方式是A)焦点小组B)标杆对照C)访谈D)问卷调查答案:D解析:标杆对照是一种通过比较组织的绩效与竞争对手的绩效来识别需求的方法。
与个或一小群相关方的访谈最有效。
焦点小组由 6 至 12 个相关方组成的小组最为有效。
通常,使用调查或问卷调查来了解大量相关方的需求和特征是最省时的项目经理指出项目团队需要集中完成且只需完成所有要求的工作。
这是一个( )的例子。
A)变更管理过程B)范围管理C)质量分析D)范围分解答案:B解析:团队成员建议一项超出项目章程范围的改进。
范围管理设计专注去_做且只做为了满足项目章程的目标而指定的项目管理计划中的工作。
《跨境电商基础(英)》-课程教学大纲
《跨境电商基础》(英)课程教学大纲一、课程基本信息课程代码: 16060702课程名称: 跨境电商基础(英)英文名称: Fundamentals to Cross-border Ecommerce课程类别: 专业选修课学时: 32学分: 2适用对象: 商务英语专业、英语专业(国际商务管理方向)考核方式: 考查、开卷案例分析或产品调研报告先修课程: 国际商法(英)、当代商学概论(英)二、课程简介跨境电商作为推动经济一体化, 贸易全球化的重要途径具有非常重要的战略意义。
高校担负着培养跨境电商人才的责任, 高校培养的人才不仅应当具备知识和技能, 还应当具备良好的思想, 品德和社会公德和职业道德, 应当具备与全世界交流的大国自信。
《跨境电商基础(英)》这门课程是基于互联网和电子商务背景, 涉及到外贸必须的外语和外贸技巧和能力, 同时这些专业能力和技巧采用讲述辅以典型实战案例, 采用案例分析、情景演练和互动模式, 学生在教师引导下进行网上操作和亲身体验, 力求学习课堂与工作岗位实现无缝对接。
本课程开办的目的是使即将进入外贸职业岗位的毕业生了解跨境电商的基本概念、趋势, 针对岗位的能力和素质需求, 切实掌握跨境电商找客户、让客户找上门、将客户询盘最大限度地转化为订单, 同时通过主流商务平台了解收费平台的使用, 学会在网商外贸过程中进行国际在线支付, 以及提高风险意义和风险控制能力等跨境电商方法和技巧, 缩短毕业生进入相关职业岗位的“不适期”。
As an important way to promote economic integration and trade globalization, the course of Cross-Border E-Commerce has strategic significance.Colleges and universities bear the responsibility of cultivating cross-border e-commerce talents.The talents should not only obtain knowledge and skills, but also empower themselves with morals, social ethics, professional ethics, and possess the confidence of a big country to communicate with the world.This course, Fundamentals to Cross-border Ecommerce (English) is based on the Internet and e-commerce background.It involves the foreign language and foreign trade skills and abilities necessary for foreign trade.At the same time, these professional abilities and skills are supplemented by typical practical cases and case studies.Situational exercises and interactive modes, students conduct online operations and personal experience under the guidance, and strive to achieve seamless integration between classrooms and future jobs.The purpose of this course is to enable the seniors who are about to enter foreign trade careers to understand the basic concepts and trends of cross-border e-commerce, to meet the ability and quality needs of the relative posts, to effectively grasp the concept and process of cross-border e-commerce to find customers actively, to be found by the potential business partners by some passive marketing, mainly via the mainstream cross-border electronic commercial platforms.Then to maximize the possibility to transform customers’inquiries and requirements into real orders is another vital concern.The use of toll platforms is understood through the mainstream business platform.International online payment is taught in the process of foreign trade of online merchants, and cross-border e-commerce methods and techniques such as improving risk significance and risk control capabilities are shortened.Graduates enter the “discomfort period”of relevant professional positions. Course assessment is based on the weighted average of class participation 40% and final term case analysis 60%.Marks for class participation will be determined by five parts --- students’in-class group presentation, group case discussion, and individual in-class question-answering, written assignment and class attendance.三、课程性质与教学目的《跨境电商基础(英)》是外国语学院为商务英语专业以及英语专业(国际商务管理方向)学生开设的专业选修课。
Oracle ACX Sales和B2B Service的Actionable Infolets快速
Best Practices for Quick Deployment of Actionable InfoletsOracle ACX Sales and B2B ServiceWe strongly recommend using Actionable Infolets to make your CX Sales and B2B Service home page efficient, effective and task based.Deploying Actionable Infolets is quite simple, but we’re here to guide and help you with our recommendations. Actionable Infolets were introduced back in Update 18B, so early 2018, and have been successfully used by many customers.Actionable Infolets are not currently exposed by default, and you might not realize how valuable they are, missing the opportunity to leverage them as a key component of your CX Sales and B2B Service application. The purpose of this documentation is to make you fully aware of Actionable Infolets and a Task-Based user interface, so you can take advantage of them.Below are the best practices for deploying Actionable Infolets, using a simple checklist approach to keep things organized.Please contact Oracle Support if you require technical assistance.For additional assistance, where applicable, consult with your Oracle Implementation Partner.Target audienceBusiness AdministratorApplication AdministratorBusiness ManagerProject ManagerImplementerMore kit componentsVideoDo you know about Actionable Infolets?Quick link to resourcesImplementation & Management SeriesVerify Certification BadgesRecommended Training for CustomersBest Practices Resource Center My Oracle Support (MOS)Oracle Help CenterOther Helpful LinksSystem RequirementsOracle UniversityOracle Partner FinderConnect with UsCloud Customer Connectfor SalesSend us feedback onthis guideEnable, Configure, and Promote Actionable Infolets1.Enable Actionable Infolets using the Structure tool.Detailed steps are provided in the Actionable Infolets chapter of the Implementing Sales guide.☐Include Actionable Infolets as the primary content on your first Analytics tab.☐Decide if you want your users to be able to personalize their Actionable Infolets. If so, set theZBS_ENABLE_ACTIONABLE_INFOLET_PERSONALIZATION profile option to “YES.”.o If you allow users to personalize their Actionable Infolets, make sure they know about this feature, how to use it and where they can go for help if needed.☐Actionable infolets are secured through the "View Sales Homepage pagination dot one" and the "View Sales Representative Dashboard" privileges. Ensure users have these two privileges.2.Configure your Actionable Infolets to meet role specific needs.For example:☐Switch Actionable Infolets to Use Workspace Saved Searches as FiltersNote that if choose to include Workspace Saved Searches they will automatically be considered as “Selected” filters. Move other filters to “Available” if they are not applicable to your processes.☐Create the Infolet View That Salespeople See by Default☐Create Additional Actions for Actionable Infolets. Note that new actions can update sales information but cannot open new pages or navigate to other pagesDetailed steps are provided in the Configure Infolets chapter of the Getting Started with Your Sales Implementation guide. As the Infolets are role specific, you will use Page Composer in conjunction with Application Composer tools.Actionable Infolets are most effective when used in conjunction with the Newsfeed Home Page Layout and Workspace features. Refer to the relevant Feature Kits to understand these complementary features.Newsfeed Home Page LayoutWorkspacemunicate to your user communities the availability, expected use and benefits of Actionable Infolets andpersonalization features if enabled.☐Consider providing a short recorded training video, quick reference card or other help tools4.Monitor Release Readiness and stay on top of future enhancements to Actionable Infolets.☐Use the Cloud Application Readiness page on Customer Connect for links to latest readiness material☐Review past Customer Connect sessions that have included news about Actionable InfoletsSales – 19D CX Sales Updates: SFA & PRMSales – 20A CX Sales Updates: SFA and PRMSales – CX Sales 20B-C Updates for SFA and PRM5.Reassess and apply enhancements to Actionable Infolets capabilities as they become available via your Quarterly Updates.This may include additional pre-built Infolets, expanded and simpler feature administration and greater integration with Workspace for more reusability of filters and consistency of user experience.6.Provide your feedbackWe’ll be listening on the Customer Connect Sales Forum. Use the “Common: Reporting and Analytics” tag if you log an idea for enhancing Actionable Infolets on Ideas Lab.ResourcesActionable Infolets chapter of the Implementing Sales guide.Infolets chapter of the Using Sales guide.Configure Infolets chapter of the Getting Started with Your Sales Implementation guide.Creating and Administering Analytics guide.Newsfeed Home Page Layout (Feature Kit)Workspace (Feature Kit)Connect with usCall +1.800.ORACLE1 or visit . Outside North America, find your local office at: /contact. /oracle /oracle /cx/resourcesCopyright © 2020, Oracle and/or its affiliates. All rights reserved. This document is provided for information purposes only, and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document, and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission.Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners.Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation. All SPARC trademarks are used under license and are trademarks or registered trademarks of SPARC International, Inc. AMD, Opteron, the AMD logo, and the AMD Opteron logo are trademarks or registered trademarks of Advanced Micro Devices. UNIX is a registered trademark of The Open Group. 0120 Disclaimer: This document is for informational purposes. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, timing, and pricing of any features or functionality described in this document may change and remains at the sole discretion of Oracle Corporation.。
电子商务专业英语Unit4 B2B E-commerce
Summary
Key Words
Key Sentences
Business-to-business marketing is emerging from under the shadow of its larger
business-to-consumer marketing. B2B marketing has long been associated with
increasingly recognizing the importance of taking
an holistic approach to how they conduct their business—not just with regard to their customers but also in terms of how they are perceived by employees and other business stakeholders, such as
intelligent features that take e-procurement to the next level.In addition ,A case study
describes a typical situation where a company is making a purchasing decision on automobile parts.Finally,the biggest challenges in building the World Bank eprocurement solution were function and technology now.
Key Sentences
Customer relationship management (CRM) has
高考英语必背作文题材分类
高考英语必背作文题材分类在高考英语作文中,学生们通常会被要求写不同类型的文章,包括议论文、说明文、记叙文等。
以下是一些常见的高考英语作文题材分类,以及每个分类可能涉及的主题和写作要点:1. 议论文 (Argumentative Essay)- 主题: 通常涉及社会问题、教育问题、科技发展等。
- 写作要点: 明确表达观点,提供有说服力的论据,使用逻辑清晰的结构。
2. 说明文 (Expository Essay)- 主题: 解释一个概念、过程或事件。
- 写作要点: 清晰地阐述信息,使用事实和例证支持说明。
3. 记叙文 (Narrative Essay)- 主题: 讲述一个故事或个人经历。
- 写作要点: 使用生动的细节和情感来吸引读者,保持时序清晰。
4. 描述文 (Descriptive Essay)- 主题: 描述一个场景、物体或人。
- 写作要点: 使用感官细节和形象的语言来描绘对象。
5. 应用文 (Application Essay)- 主题: 通常用于申请学校、奖学金或工作。
- 写作要点: 突出个人特点和成就,展示为何自己是合适的候选人。
6. 图表作文 (Graphic Essay)- 主题: 解释和分析图表信息。
- 写作要点: 准确解读数据,使用比较和对比来展示趋势。
7. 信件 (Letter Writing)- 主题: 正式或非正式的信件写作。
- 写作要点: 遵循信件格式,清晰表达目的,保持礼貌和专业。
8. 故事续写 (Story Continuation)- 主题: 基于给定的故事开头继续写作。
- 写作要点: 保持故事的连贯性,创造性地发展情节。
9. 观点对比 (Point of View Comparison)- 主题: 对比不同人或群体的观点。
- 写作要点: 展示不同视角,分析其差异和原因。
10. 问题解决 (Problem-Solution Essay)- 主题: 提出一个问题并提供解决方案。
Types of E-commerce
Types of E-commerceWhat’s B2B?“B2B”is contemporary shorthand for a longtime sales practice called business-to-business. B2B transactions primarily target companies and other wholesale buyers, while transactions targeting individuals are called B2C, or business-to-customer. Many organizations have both B2B and B2C components, but it’s not unusual for a company to specialize in B2B services or sales. In fact, the vast majority of products and services sold are considered to be B2B in nature.One major reason for the popularity of B2B sales and service is sheer volume. An individual customer may visit a clothing manufacturer’s website catalog and order two pairs of shoes or a sweater. The buyer for a national chain of clothing stores, however, may order 5000 pairs of shoes and 2000 sweaters. Without a B2B component, the manufacturer would have lost out on a very lucrative sale. This is why many companies provide B2B options alongside the B2C offerings at their websites and other outlets.B2B sales are also generated by providing a specialized product line or service not available to the general public. This form of B2B transaction is very common in the manufacturing world. A company that produces shaving cream in cans, for example, may need a specific plastic nozzle. Several plastic injection molding companies would send sales representatives to pitch their particular designs. These nozzles would be useless for individual customers, but a manufacturer may order thousands of them.With the growth in electronic communications, B2B has taken on even more importance. Instead of simply focusing on business-to-business sales, modern corporations are conducting other financial transactions online. B2B communications are now being used to promote investment, trade stocks and form financial alliances. Because the price of these transactions is far beyond the reach of most individuals, there is no equivalent business-to-customer option available. Some B2B transactions handled electronically can literally run into the billions of dollars.What is B2C?While the term E-Commerce refers to all online transactions, B2C stands for “business-to-customer”and applies to any business or organization that sells its products or services to consumers over the Internet for its own use. When most people think of B2C E-Commerce, they think of , the online bookseller that launched its site in 1995 and quickly took on the nation’s major retailers. In addition to online retailers, B2C has grown to include services such as online banking, travel services, online auctions, health information and real estate sites. Peer-to-peer sites such as Craigslist also fall under the B2C category.B2C E-Commerce went through some tough times, particularly after the technology-heavy Nasdaq crumbled in 2000. In the ensuring dotcom carnage,hundreds of E-Commerce sites shut their virtual doors and some experts predicted years of struggle for online retail ventures. Since then, however, shoppers have continued to flock to the Web in increasing numbers. In fact, North American consumers love E-Commerce so much that despite growing fears about identity theft, they spent $172 billion shopping online in 2005, up from $38.8 billion in 2000. And the future looks rosy for E-Commerce. By 2010, consumers are expected to spend $ 329 billion each year online, according to Forrester Research. What’s more, the percentage of US households shopping online is expected to grow from 39 percent this year to 48 percent in 2010.For a long time, however, companies have had a hard time making their websites dynamic and engaging enough for consumers to want to spend time on the site and actually spend their money there. That’s getting easier as more and more Americans are connecting to the Internet via broadband. With more customers using broadband, companies can take greater advantage of newer, flashier technologies that were not possible with dialup connections.In short, although online commerce still represents less than six percent of all retail sales, its growth and future prospects show that it has finally become as established and mainstream as a trip to the local mall.How B2B Differs from B2CThe most obvious difference between B2B and B2C is the customer requirement. B2C focuses on individual customer transactions, whereas B2B focuses on other businesses as the consumer. This difference creates different needs for B2B applications.One difference between B2B and B2C is the type of order. For example, when you order office supplies or parts, you usually order the same products as well as the same amount at fairly regular intervals. Repeat and standing orders are a common B2B requirement.Type of payment is also a different requirement for B2B transactions. When your company makes a purchase, you rarely use a credit card for payment. More likely, you will have varied forms of payment such as lines of credit and open orders. B2B applications are designed with these requirements in mind.Another difference is the type of search function in B2B applications. A catalog to browse through is not necessarily a requirement, depending on the type of B2B purchase you want to make. When shopping for specific items, your company may benefit from a configurator and bid function rather than browsing and searching an online catalog.Lastly, the type of connection between B2B and B2C differs. When you are connecting to a B2B application to make a purchase, you are normally connecting to one partner (a buy-side or sell side application) or several trusted partners (an e-marketplace or Trading partner agreement application). Because you are dealing with a relatively static list of trading partners, virtual private network (VPN) technology may be used to provide secure access to selected applications inside yourfirewall, thus avoiding the need to replicate data and applications outside your firewall.In summary, B2B applications have these unique characteristics that set them apart from B2C applications:●Different types of purchases and authorizations●Unique contracts, terms, and conditions for different business customers●Participation in customer’s supply chain●Variety of customer sizes, demands, and requirementsB2B and Its CustomersOrganizations that sell to consumers spend millions of pounds every year finding out what consumers think of their products and services and identifying what will motivate consumers to buy more. B2B organizations, on the other hand, rarely take as much trouble to find out what their customers think of them, even though B2B contracts are often of high value. It seems that B2B suppliers often believe they have an innate and reliable knowledge of what their customers think of them. The evidence, however, suggests that in many cases they don’t.So what positive steps can you take to develop lasting relationships that will create business opportunities for you and your customers?Never forget that you are the supplier. Corporate arrogance is one of the biggest failings to which suppliers are prone. Big brand suppliers too often forget that they are just that, suppliers. The value of the contract may be high, but that doesn’t automatically turn the supplier relationship into a partnership. Imposing your processes on your customers, changing the account team without telling them, withdrawing agreed services with no negotiation, canceling meeting at short or no notice, are all examples of common ways in which suppliers disappoint customers and ultimately let them down.Make sure your customers feel valued. Remember they bought from you because they liked what you had to offer. They liked the people they met, so make sure the top teams stay in touch. Block out time in your diary, sit down and make contact. You may be the most important person in your company – but you are not more important than your customers. Deliver what you promised and keep on delivering it, B2B relationships are normally based around service agreements, so there’s really no excuse for failing to deliver the standard you committed to. If operational problems crop up, don’t keep quiet and hope they won’t notice, inform your customers in good time – then they have chance to manage the impact of the problem on their reputation and business.Get to know your customer’s people. Even though your B2B relationship may be focused around only a small number of people at your customer’s organization, get to know as many people there as you can. There may be other business opportunities around, so ask for introductions. Take the time to meet frontline people, very often they have the best ideas about how service can be improved.。
学术英语管理类单词
学术英语单词第一单元free enterprise自由企业制度adversity不幸,逆境capitalistic 资本主义的compelling 令人信服的array 大群,大量stockholder 股东work force 劳动力prospective 可能的underestimate 低估dedication 奉献perseverance 坚忍mailable 可邮寄的cooperative 合作完成的on-demand 按要求的billionaire 亿万富翁undercapitalization 资本不足convertible 敞篷汽车sander 打磨机vendor 卖家stockbroker 股票经纪人personality 名人facet 一个方面mutual fund 共同基金oceanic evaporation 海洋蒸发business plan 经营策划customer service 顾客服务fraud 欺骗road map 指南transaction 交易price-targeting strategy 区别定价战略pricing 定价hassle 困难,麻烦self-targeting 使自己成为目标prise 撬开insensitive 不敏感的,反应迟钝的recipe 菜谱make sth. of sb/sth. 利用机遇illuminating 使清楚易懂的turn sth on its head使……与之前相反的premium 溢价profitable 有利可图的chili 小红辣椒triple 使成三倍markup 涨价whopping 巨大的crisp 薯片snack 吃零食admittedly 确实,无可否认的irritated 生气的outwit 以智取胜close substitutes 功能接近的替代品business landscape 商业格局,商业环境competitive dynamics 竞争的态势social web 社交网站sicial networking siteSNS社交网站Facebook Wall 脸谱的涂鸦墙call center 呼叫中心support staff 向客户提供支持的员工competitive advantage 竞争优势adoption of new technology 新技术的采用log in 登陆news feed 即使新闻,动态消息target audience 目标受众text message 短信overestimate 高估relevance 重要性mainframe 主机underway 在进行中portal 门户网站order of magnitude 数量级traffic 受到访问cohort 一批人feat 事迹technophobic 畏惧技术的overly 太unnavigable 无法导航的anonymous 匿名的blur 变模糊recipient 接受者rep 代表instantaneous瞬间的gospel 信念responsive 敏感的collaborative 协作的smartphone 智能axis 参考轴线leap-frog 革命性的产品enterpreneur 企业家price sensitive/insenstive 对价格敏感sale force 销售队伍第二单元4 Ps of marketing:营销4P理论,包括产品,渠道,价格和促销marketing manager 营销经理target market 目标市场discount store 折扣商品exclusive distribution 独家经销pbulic relations 公共关系sales promotion 促销event marketing 事件营销marketer 营销人员stakeholder 股东commonality 共同特性manIpulation 操纵charged 引起强烈感情的maximize 使……最大化entice 诱惑nutritious 有营养的sociological 社会学的scent 气味tangible 可触知的intangible 触摸不到的boutique 精品店lifeblood 命脉capitalism 资本主义profitability 利润the act of sales 销售行为manage customer relationships管理客户关系business philosophy 经营理念satisfy consumer requirements 满足客户需求manIpulate the tools of marketing 实用营销工具,操纵市场营销的工具entice consumers to buy products 吸引消费者购买产品effective marketing 有效营销ideal target market 理想目标市场promote products 促销产品利益最大化 maximize interest产品包装 the packaging of the product产品设计与生产 the design and manufacturing of the product知名品牌 established brand消费产品 consumer a product减少生产成本 cut the cost of manufacturing stupidity 愚蠢robust 强健的icon 偶像senseless 无道理的accessory 配饰,配件hindsight 事后聪明in/with hindsight 事后认识excrement 粪便detergent 洗涤剂powerhouse 强大的组织acument 敏锐superiority 优势iconic 偶像的shampoo 洗发剂retailer 零售商disposable 用后即丢弃的diaper 尿布offshore 国外的to say the least 最起码stunningly 极好的tampon 月经棉布taboo 禁忌normalization 正常化billboard 广告牌over-brand 品牌建设过度venture capital firm 风险投资公司paid listing 付费列表give sth a whirl try sth that you are not sure you are going to like or able to do 尝试cull 挑选algorithm 算法experientially 基于经验的phenomenally 非凡地bog sth down make sth delayed so that no progress is made 使停顿extraneous 非必要的show of hands 举手示意accountancy 会计工作protfolio 业务或投资组合momentum 动量photon 光子advertising 广告business philosophy 经营理念personal selling 个人销售第三单元merchandising strategy 铺货策略,产品陈列策略logistics 物流,后勤inventory 存货,库存overstocking 存货过剩understocking 库存不足fiscal 财年slowdowm 减速,衰退joint venture 合资企业supercenter大型超市merchandise 商品,货物headwind 逆风tortilla 墨西哥玉米饼gravitate 被吸引customization 定制persistence 坚持不懈centerpiece 核心mesh 相配Styrofoam 聚苯乙烯泡沫塑料Cellophane 玻璃纸turn one’s nose up at sth 瞧不起antagonism 对抗hypermarket 大型超市operations strategy 运营策略growth strategy 发展策略consumer preference 消费者偏好international expansion 国际扩展shopping behavior 购物行为strategy of everyday Iow price 每天低价策略keep inventory to a minimum 库存最小化stock option 认股权licensing agreement 特许权协议foreign direct investment FDI外国直接投资premium 优质的roast 烘焙enchant 迷住brew 泡茶,煮咖啡beverage 饮料pastry 糕点obscurity 无名franchise 给予特许经营权licensee 执照持有人replicate 复制adhere 坚持parameter 特点skeptic 怀疑者brisk 轻快的,兴旺的embark on sth 着手royalty 特许权使用费specification 规格disenchanted 不抱幻想的subsidiary 分公司wholly-owned subsidiary 全资子公司majority stake 多数股权an order of magnitude 数量级RSVPreply please or please respond请回复niche 利基市场magnitude 大小domain 域名authentication 证明initiate 开始outnumber 数量上超过privacy 隐私categorize 使……分类cachet 声望ironic 有讽刺意味的instrumental 对……有重要作用的longevity 持续时间beget 引起hierarchy 等级entail 导致know-how 诀窍accumulate 积累第四单元strategic planning 战略规划business ethics 商业道德personal integrity 个人诚信knowledge worker 知识工作者cost of labor 劳动力成本added value 附加价值customer segment 客户细分市场equivocate 含糊其辞ambivalent 有矛盾心里的reiterate 重申resonance 共鸣baffle 使困惑flock 聚集charismatic 有号召力的endeavor 尝试,努力intuitively 直觉地doctoral 博士的give sth. prominence 重视right-minded 有正义感的archivist 档案保管员distillation 观点,摘要ethics 伦理baseline 基线motivation 动力admonish 告诫wanting 有欠缺的admonition 告诫millennium 一千年casualty 受害者dexterity 灵巧paradigm 范式restate 重申relate to sb/sth feel that you understand sb’s problem,situation认同profound 深邃的effective leadership 有效领导management practice 管理实践strategic planning 战略规划mission 使命vision statement 愿景宣言objective 客观的/中短期目标performance 绩效insight 洞察力Investor training schemes 人力投资奖HR director 人力资源总监CSRcorporate social responsibility企业社会责任MDmanaging director常务董事,董事总经理grill 在烤架上炙烤formative 对某人或某事发展有重大影响的from……onward 从……起一直multinational 跨国的unfold 开展portfolio 业务或投资组合franchise 特许经营权,加盟店accreditation 鉴定合格prestigious 享有声望的buddy 伙伴,好朋友induction 入职培训coaching 培训funky 时尚的eclectic 兼收并蓄的junction 连接点roll out 逐步推广ethos 风气contingency 意外事件procurement 采购recruitment 招聘hygiene 卫生progression 进步enabler 促成因素diversity 多元化competency 能力occurrence 发生的事physiological 生理的self-actualization 自我实现hierarchical 等级制度的esteem 尊敬nourishment 营养esthetics 美学profound 感情强烈的lever 方法intuItIve 直觉的contradict 与……矛盾leading indicator领先指标income statement 损益表balance sheet 资产负债平衡表lagging indicator 滞后指标hierarchy of needs 需求金字塔第五单元B2Bbusiness-to-business企业对企业的电子商务B2C:企业对消费者的电子商务carrying cost 置存成本维持成本General Motors 通用汽车公司computer industry almanac 计算机产业年鉴公司wholesaler 批发商supplier供应商bid 出价navigate 浏览网站individualized 有个性的formidable 了不起的shakeout 重大改革optimism 乐观主义analyst 分析家broadband 宽带allocate 分配project 预测cost-effective 合算的originate 起源于demographic 人口统计的societal 社会的e-business models 电子商务模式reduce expenses 减少开销corporate clients 企业客户unsold inventory 未售存货wholesalers and retailers 批发商和零售商comparison shopping 比较购物buying perferences 购物偏好individualized service 个性化服务创造销售收入 generate sales revenues简化交易程序facilitate sales transactions标价合理,高品质的产品 fairlypriced,high-quality computer products.大量的原材料large quantities of raw materials增加购买量increase the volume of purchases与消费者建立长期的关系build long-term relationships with the customers互联网的宽带连接broadband access to the Internetconduct business 开展业务growth opportunity 增长时机Chief Marketing OfficerCMO市场总监companion ticket 同伴优惠票gift certificate 购物礼券bookmark 把……添加到收藏夹lucrative 利润丰厚的roam 漫游,闲逛gnome 故事地精the spotlight 媒体的关注rock-bottom 最低价usability 可用性mourn 为……哀痛outfit 全套服装fashionista 时尚达人wunderkind 神童pretax 纳税前的chic 时髦的showcase 展示glossy 服装杂志decode 解密码exponentially 成倍地purveyor 供应商tidal 潮水似的hover 徘徊fabulous 极好的upheaval 激变fray 使烦恼coverage 新闻报道runway 时装表演台avant-garde 先锋的time-starved 时间紧张的honor system 诚信制度encryption 加密unencrypt 不加密installment 部分defer 推迟entirety 全面infrastructure 公共建设alternate 可供替代的cap 对规定限额untrustworthy 不能信赖的viable 切实可行的serialization 连载tweak 稍稍调整in conjunction 与……协力tight-lipped 闭口不谈的flippant 轻率的flip 按动开关distribution channel 分销渠道e-commerce infrastructure 电子商务基础设施enhance reputation 提高声誉sales transaction 销售事务vacation package 旅行套餐计划。
英文写作:客户投诉处理
03
Use "please" and "thank you" to convey gratitude and respect.
Provide clear and specific solutions
Listen carefully to the customer's complaint and identify the root cause.
02
Common reasons for customer complaints
Product or service quality issues
Faulty products or services
Products may be defective or services may not meet the promised standards.
Repeat what the customer has said to ensure you have captured the essence of their complaint.
Apologize and acknowledge the issue
Expressing regret
Use phrases like "I'm sorry" or "I apologize" to convey your empathy and regret for any inconvenience caused.
Handling
Use polite and professional language
01
Greet the customer politely and professionally, addressing them by name or title.
Oracle iStore 企业电子商务套件说明书
Oracle iStoreOracle® iStore is the Enterprise E-Business Suite eCommerce application that provides a personalized, comprehensive and cost-effective Internet sales channel. iStore is a key component of the Oracle Customer Relationship Management solution, an integrated suite that drives profitable customer interactions.K E Y B U S I N E S S B E N E F I T SOracle iStore is a market leading solution for B2B and B2C eCommerce, providing a cost-effective and comprehensive Internet sales channel. •Drive Profitable Sales•Deliver a personalized customerexperience•Analyze and optimize your onlineinitiatives with Oracle MarketingK E Y F E A T U R E S•Multi-organization, multi-lingual,multi-currency•Procurement System integration •Scalable, extensible catalog•Rules based configurator•Rich content management •Extensible, pre-seeded templates,configurable layout•Multiple payment support for creditcards, invoices, purchase orders •Real-time cross sell, up-sell •Customizable Product Comparisonuser interface•Featured products, promotionalgoods, discounts and specials •Dynamic Terms and Conditions •Online sales assistance, negotiationcapability•Cart sharing, messaging•Track orders, invoices, payments and returns Deliver Intelligent, Personalized Customer ExperiencesIn a world where every competitor has eCommerce capability, the advantage rests with those who deploy the most evolved and sophisticated tools. Oracle iStore is a market-leading eCommerce product that has been built over a decade, and allows you to deploy a comprehensive web presence from pre-sales and lead-generation to sales to post sales support.Figure 1. Leading companies use iStore to create powerful web stores.Oracle iStore’s powerful and scalable eCommerce system easily lets you create, track and evolve B2B and B2C sites for different customers, locations, languages and more while reducing order-to-fulfillment costs. Cross-sell and up-sell capabilities use unified, enterprise-wide customer data to personalize customer experience and maximize per-customer purchase. Self-service order tracking and returns improve customer satisfaction while driving down customer service costs. And because it is a component of Oracle’s E-Business suite, iStore integrates eCommerce with related enterprise business processes such as campaign planning and execution, order to cash, call toresolution.Such a level of integration allows you to effectively deploy and execute a multi-channel strategy, where product information, pricing, availability information, order inquiries, etc. are consistent across any customer touch point, including the online channel.Drive Profitable SalesOracle iStore delivers profitability by supporting horizontal and vertical selling processes, delivering customer retention and delight, and ensuring the lowest possible costs from order to fulfillment. The key business benefits enable iStore customer to:∙Deliver a personalized customer experience∙Analyze and optimize your online initiatives with Oracle MarketingDrive Conversions and Revenue with Robust Storefronts Oracle iStore puts your entire sales process online—providing an Internet sales channel that is always open when your customers are ready to buy. Moreover, it enables you to open your existing iStore sites to users of Procurement Systems operated by your business partners, allowing you to easily target new customer segments. Oracle iStore supports online ordering of products and services for the Telecommunication industry.Unlike basic “web stores”, iStore’s advanced cart features enable an interactive, intuitive sales process, allowing customers to seek live sales assistance, apply promotion codes, or perform availability checks during their visit. iStore provides users with the ability to select items from the product catalog and display a product comparison page showing the products selected and their attributes, as well as score the product features of most importance. Cross-sell and up-sell opportunities are created dynamically on a compelling and easy-to-use user-interface. Checkout processes are short and efficient, reducing cart abandonment. For example the B2C checkout can be completed on as ingle page. You can also allow users to specify the ‘end-customer’ to support reseller / partner and indirect business sales scenarios.Reduce Transaction Costs with Sophisticated Order CaptureIncomplete or incorrectly entered order information causes expensive manual rework for you and fulfillment problems for your customers. Oracle iStore reduces your operational costs and increases customer satisfaction by making sure that orders are placed correctly the first time. Customers can even check inventory stock to ensure availability. Multiple payment options are supported, and credit card CVV codes and statement addresses can be validated to reduce transaction fraud.Terms and conditions displayed during the checkout process can be derived from the shopping cart content ensuring that your complex contracts requirements are met. Store and customer-specific pricing is automatically applied, along with the correct shipping and handling charges.For power users such as your large business customers and partners, iStore provides spreadsheet upload for large or repetitive orders. Flexible checkout options such as saved carts and shopping lists make it easy for customers to replenish frequently needed items and become more loyal through repeat purchases.Complete Self-Service Streamlines Fulfillment and Customer ServiceWhether a customer needs a product question answered or needs to download documentation at 3 A.M., web support is the most direct path for customers and the lowest-cost service option for your organ ization. iStore’s enhanced order tracker lets customers easily search their orders and view fulfillment status details. Even complex transactions such as initiating returns across multiple orders can be handled without costly human intervention.Deliver A Personalized Customer ExperienceOracle iStore simplifies the maze of products and promotions for the end-user by enabling you deliver personalized offers and interactions that make it easy for customers to buy what they need.Target Customer Segments with Specialty StoresDifferent types of customers have different needs. With iStore, you can create individual, unique stores for particular B2B and B2C customers and partners. Each store can have its own “personalized” product selection, UI and process flows—while all stores leverage a unified central repository for products, content, and administration.Figure 2. Create specialty stores for different customer segments and interestsCustom Configuration Simplifies Complex BuyingSelling complex configured products such as wireless or wire-line plans with rules-based options can be expensive regardless of whether they are sold directly by agents or through your call center. These expenses can increase when customers reconfigure plans and options.Oracle iStore makes configuring products easy. Leveraging the Oracle Configurator rules engine, the guided configuration process provides a simple wizard interface for novices and a professional interface for experts. Collaborative buying and secure cart sharing let customers to seek live online assistance, or work with colleagues on shared purchases.For indirect sales scenarios, you can capture the information pertaining to final users of your products or services during check out, enabling you to better market and service your end-users.The specialty store pricing qualifier lets you offer discounts and promotions specific to particular stores. You can create multiple segment-specific sites with a unique look and feel, all sharing global catalog data. iStore’s full multi-language and multi-currency support ensures that you are able to covert global revenue opportunities.Tailor Site To Each Customer SegmentWhy overload customers with promotions, when you can provide targeted offers that are just right for them? Oracle iStore’s rich product catalogs provide dynamic content that can be personalized for each customer—including up-sell and cross-sell recommendations.iStore leverages Oracle’s unified Customer Master to target each customer with the right combination of products, prices, and promotions. This advanced customer model allows you to segment customers and analyze buying patterns to further personalize interactions and content. Through seamless integration with Oracle Marketing, iStore can provide even more sophisticated personalization. This combination enables marketers to cross-sell and up-sell related products and make additional offers based on predictive models of an iStore customer’s propensity to buy.Figure 3. Showcase products and offerings to meet unique branding needs “Powered by Oracle iStore”In today's competitive and dynamic eCommerce market, creating powerful Internet store fronts is the key to attracting and retaining web based shoppers, and lowering transactions costs is the goal of every sales organization. Oracle iStore enables companies to bring products to market faster and to provide a unique customer experience. With seamless integration to Oracle’s CRM and ERP applications, iStore assists companies execute a profitable sales process through increased top-line growth and reduced transaction costs, while providing tracking and metrics to help predict, refine and fine-tune product offerings and promotions based on customer behavior and trends. Oracle iStore offers a compelling solution, which is built on the perspective resulting from the experience of customers worldwide.O R A C L E I S T O R EOracle iStore is a market leading solution for B2B and B2C eCommerce, providing a comprehensive and cost-effective Internet sales channel.R E L A T E D P R O D U C T SThe following related products are fully integrated with Oracle iStore:•Oracle iStore Information Discovery •Oracle Advanced Pricing•Oracle Configurator•Oracle Contracts•Oracle Inventory•Oracle Marketing•Oracle Order Management •Oracle Quoting•Oracle Sales•Oracle Advanced Supply Chain Planning•Oracle Content Management •Oracle Payments•Oracle ReceivablesR E L A T E D S E R V I C E SThe following services support Oracle iStore:•Update Subscription Services •Product Support Services •Professional Services•Oracle UniversityFigure 4. Name brand customers choose iStore to drive their salesOracle E-Business Suite -- The Complete SolutionOracle E-Business Suite enables companies to efficiently manage customer processes, manufacture products, ship orders, collect payments, and more—all from applications that are built on unified information architecture. This information architecture providesa single definition of your customers, suppliers, employees, products—all aspects ofyour business. Whether you implement one module or the entire Suite, Oracle E-Business Suite enables you to share unified information across the enterprise so you can make smarter decisions with better information.C O N T A CFor more information about Oracle iStore, visit or call +1.800.ORACLE1 to speak to anOracle representative.C O N N E C T W I T H U S/oracle /oracle /oracle Copyright © 2015, Oracle and/or its affiliates. All rights reserved. This document is provided for information purposes only, and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document, and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission.Oracle and Java are registered trademarks of Oracle and/or its affiliates. Other names may be trademarks of their respective owners. Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation. All SPARC trademarks are used under license and。
培美曲赛二钠英国药典
Pemetrexed Disodium HeptahydrateGeneral Notices(Ph. Eur. monograph 2637)C20H19N5Na2O6,7H2O 597.5 357166-29-1Action and useThymidylate synthetase inhibitor; cytostatic.Ph EurDEFINITIONDisodium(2S)-2-[[4-[2-(2-amino-4-oxo-4,7-dihydro-1H-pyrrolo[2,3-d]pyrimidin-5-yl)ethyl]benzoyl]amino]pentanedio ate heptahydrate.Content97.5 per cent to 102.0 per cent (anhydrous substance).CHARACTERSAppearanceWhite or almost white powder.SolubilityFreely soluble in water, very slightly soluble in anhydrous ethanol, practically insoluble in methylene chloride.IDENTIFICATIONCarry out either tests A, C, D, E or tests B, C, D, E.Results The 1H NMR spectrum obtained is qualitatively similar to the 1H NMR spectrum obtainedwith pemetrexed disodium heptahydrate CRS; disregard the peak located at approximately 5.0 ppm for the comparison.C. It gives reaction (a) of sodium (2.3.1).D. Enantiomeric purity (see Tests).E. Water (see Tests).TESTSSolution SDissolve 0.56 g in carbon dioxide-free water R and dilute to 10.0 mL with the same solvent.Appearance of solutionSolution S is not more opalescent than reference suspension II (2.2.1) and not more intensely coloured than reference solution GY4 or Y4(2.2.2, Method II).pH (2.2.3)7.5 to 8.4 for solution S.Enantiomeric purityLiquid chromatography (2.2.29). Prepare the solutions immediately before use or store them at 2-8 °C for not more than 24 h.Solution A Dissolve 8 g of β-cyclodextrin R in 900 mL of water for chromatography R. Add 15 mLof triethylamine R then 6 mL of phosphoric acid R and adjust to pH 6.0 with phosphoric acid R. Dilute to 1000 mL with water for chromatography R.Test solution Dissolve 12 mg of the substance to be examined in water for chromatography R and dilute to 50.0 mL with the same solvent.Reference solution (a) Dissolve 6 mg of pemetrexed for system suitability CRS (containing impurity E) in water for chromatography R and dilute to 25.0 mL with the same solvent.Reference solution (b) Dilute 1.0 mL of the test solution to 100.0 mL with water for chromatography R.Dilute 3.0 mL of this solution to 10.0 mL with water for chromatography R.Column:∙—size: l = 0.25 m, Ø = 4.6 mm;∙—stationary phase: octadecylsilyl silica gel for chromatography R (5 µm) with a pore size of 12 nm; ∙—temperature: 40 °C.Mobile phase acetonitrile R, solution A (5:95 V/V).Flow rate 1.0 mL/min.Detection Spectrophotometer at 230 nm.Injection 50 µL.Run time 1.5 times the retention time of pemetrexed.Relative retention With reference to pemetrexed (retention time = about 30 min):impurity E = about 0.94.System suitability:∙—symmetry factor: maximum 2.0 for the principal peak in the chromatogram obtained with reference solution (b);∙—peak-to-valley ratio: minimum 5.0, where H p = height above the baseline of the peak due to impurity E and H v = height above the baseline of the lowest point of the curve separating this peak from the peak due to pemetrexed in the chromatogram obtained with reference solution (a).Calculation of percentage contents:∙— for impurity E, use the concentration of pemetrexed disodium heptahydrate in reference solution (b).Limit:∙—impurity E: maximum 0.3 per cent.Column rinse The following program is given for information only.Use a gradient column rinse before column storage or after 30 sample injections to avoid build-up on the column. If a drifting baseline is observed, allow additional time for equilibration with the mobile phase. If a blank chromatogram exhibits broad humps, perform a gradient column rinse.Rinsing solution A water for chromatography R.Rinsing solution B acetonitrile R1.Related substancesLiquid chromatography (2.2.29). Prepare the solutions immediately before use or store them at 2-8 °C for not more than 24 h.Solution A 1.45 g/L solution of ammonium formate R in water for chromatography R, adjusted to pH 3.5 with anhydrous formic acid R.Test solution Dissolve 20 mg of the substance to be examined in water for chromatography R and dilute to 100.0 mL with the same solvent.Reference solution (a) Dilute 1.0 mL of the test solution to 100.0 mL with water for chromatography R.Dilute 1.0 mL of this solution to 10.0 mL with water for chromatography R.Reference solution (b) In order to prepare impurities B and C in situ, dissolve 30 mg of the substance to be examined in 10.0 mL of a 4.0 g/L solution of sodium hydroxide R, heat at 70 °C for 40 minutes and allow to cool. Dilute 1.0 mL of the solution to 10.0 mL with water for chromatography R.Reference solution (c) Dissolve the contents of a vial of pemetrexed impurity mixture CRS (impurities A and D) in 1.0 mL of water for chromatography R.Column:∙—size: l = 0.15 m, Ø = 4.6 mm;∙—stationary phase: base-deactivated octylsilyl silica gel for chromatography R (3.5 µm).Mobile phase:∙—mobile phase A: acetonitrile R, solution A (5:95 V/V);∙—mobile phase B: acetonitrile R, solution A (30:70 V/V);Flow rate 1.0 mL/min.Detection Spectrophotometer at 250 nm.Injection 20 µL.Identification of impurities Use the chromatogram supplied with pemetrexed impurity mixture CRS and the chromatogram obtained with reference solution (c) to identify the peaks due to impurities A and D;use the chromatogram obtained with reference solution (b) to identify the peaks due to impurities B andC.Relative retention With reference to pemetrexed (retention time = about 26 min): impurity A = about 0.82;impurity B = about 0.87; impurity C = about 0.88; impurity D = about 0.90.System suitability Reference solution (b):∙—peak-to-valley ratio: minimum 1.5, where H p = height above the baseline of the peak due to impurity B and H v = height above the baseline of the lowest point of the curve separating this peak from the peak due to impurity C.Calculation of percentage contents:∙— for each impurity, use the concentration of pemetrexed disodium heptahydrate in reference solution(a).Limits:∙—impurities A, D: for each impurity, maximum 0.15 per cent;∙—unspecified impurities: for each impurity, maximum 0.10 per cent;∙—total: maximum 0.6 per cent;∙—reporting threshold: 0.05 per cent.Heavy metals (2.4.8)Maximum 20 ppm.Solvent mixture acetone R, water R (40:60 V/V).0.250 g complies with test H. Prepare the reference solution using 0.5 mL of lead standard solution (10ppm Pb) R.Water (2.5.12)19.5 per cent to 22.1 per cent, determined on 0.050 g.Bacterial endotoxins (2.6.14)Less than 0.17 IU/mg.ASSAYLiquid chromatography (2.2.29). Prepare the solutions immediately before use or store them at 2-8 °C for not more than 24 h.Acetate buffer Mix 1.7 mL of glacial acetic acid R and 900 mL of water for chromatography R, adjust to pH 5.3 with a 760 g/L solution of sodium hydroxide R in water for chromatography R and dilute to 1000 mL with water for chromatography R.Test solution Dissolve 30.0 mg of the substance to be examined in water for chromatography R and dilute to 200.0 mL with the same solvent.Reference solution Dissolve 30.0 mg of pemetrexed disodium heptahydrate CRS in water forchromatography R and dilute to 200.0 mL with the same solvent.Column:∙—size: l = 0.15 m, Ø = 4.6 mm;∙—stationary phase: base-deactivated octylsilyl silica gel for chromatography R (3.5 µm); ∙—temperature: 30 °C.Mobile phase acetonitrile R, acetate buffer (11:89 V/V).Flow rate 2.0 mL/min.Detection Spectrophotometer at 285 nm.Injection 20 µL.Run time Twice the retention time of pemetrexed (retention time = about 3 min).Calculate the percentage content of C20H19N5Na2O6 taking into account the assigned contentof pemetrexed disodium heptahydrate CRS.IMPURITIESSpecified impurities A, D, E.Other detectable impurities (the following substances would, if present at a sufficient level, be detected by one or other of the tests in the monograph. They are limited by the general acceptance criterion for other/unspecified impurities and/or by the general monograph Substances for pharmaceutical use (2034).It is therefore not necessary to identify these impurities for demonstration of compliance. See also 5.10.Control of impurities in substances for pharmaceutical use): B, C.A.(2S)-2-[[4-[2-(2-amino-1-methyl-4-oxo-4,7-dihydro-1H-pyrrolo[2,3-d]pyrimidin-5-yl)ethyl]benzoyl]amino ]-pentanedioic acid,B.(2S,2′S)-2,2′-[[(5R)-2,2′-diamino-4,4′,6-trioxo-1,4,4′,6,7,7′-hexahydro-1′H,5H-5,6′-bipyrrolo[2,3-d]pyrimi dine-5,5′-diyl]bis(ethylenebenzene-4,1-diylcarbonylimino)]dipentanedioic acid,C.(2S,2′S)-2,2′-[[(5S)-2,2′-diamino-4,4′,6-trioxo-1,4,4′,6,7,7′-hexahydro-1′H,5H-5,6′-bipyrrolo[2,3-d]pyrimi dine-5,5′-diyl]bis(ethylenebenzene-4,1-diylcarbonylimino)]dipentanedioic acid,D.(2S)-2-[[(4S)-4-[[4-[2-(2-amino-4-oxo-4,7-dihydro-1H-pyrrolo[2,3-d]pyrimidin-5-yl)ethyl]benzoyl]amino]-4-carboxybutanoyl]amino]pentanedioic acid,E.(2R)-2-[[4-[2-(2-amino-4-oxo-4,7-dihydro-1H-pyrrolo[2,3-d]pyrimidin-5-yl)ethyl]benzoyl]amino]pentane dioic acid.Ph Eur。
Bambrew 绿色塑料棒替代品说明书
Turn over*P70676A* P70676A©2022 Pearson Education Ltd.L:1/1/1/2P70676AIndian based Bambrew is helping to put an end to single-use plastic straws For Vaibhav Anant to see a tortoise struggling in pain because it was caught up in plastic waste, was a difficult sight to witness. Plastic waste, including plastic straws, is accumulating in lakes and oceans, becoming a global crisis. Anant used product innovation to help tackle this problem and formed his business Bambrew .After researching for over a year and a half for materials that do not harm theenvironment, Vaibhav Anant found that bamboo was the best alternative material to plastic to make straws. Bamboo is available in high quantities in India. Bambrew developed a technology for making straws from bamboo fibres and bamboo waste. These materials are natural and biodegradable which means the products can decay naturally and do not have a negative impact on the environment.Secondary research helped him to collect quantitative data. He found that there are about 137 bamboo species, but not all of them are suitable for making straws. Heresearched the best areas in India to source the bamboo and identified communities in India who could manufacture the straws.Bambrew is now developing disposable bamboo food containers and packaging as well as straws and exporting these to the US, UK, and Canada. The marketing strategy used by Bambrew is business to business (B2B). Customers include Zomato , a food delivery business, and Lalit Hotels , a luxury hotel chain.According to reports, the global biodegradable packaging market, which was valued at $3.92bn in 2018, will be worth $21bn by 2025.Extract BBambrew : Our productsAt Bambrew we believe the Earth has the right to live without pollution. All our products are 100% handmade, reusable and the perfect natural substitute for plastic. They are lightweight and fully biodegradable. No chemicals or pesticides are used in the production of our products. Our aim is not just to protect the environment, but to help and support local communities who produce our products. We act ethically to ensure the communities are supported and are paid a fair price for the straws.5 10152053Turn over P70676AAbout AldiAldi was founded by the Albrecht family in Germany. The family had owned grocery stores since 1914 when Anna Albrecht opened a small store. Aldi remains a family business and is now run by brothers Theo and Karl Albrecht.Aldi believes that great quality should not come at a high price, rather that great quality should come with everyday low prices. Aldi focuses on giving customers quality food, good customer service, low prices and a quick and easy efficient shopping experience with only four to five store aisles but with all grocery essentials.Aldi sources much of its produce from local suppliers. The stores partner with localgrowers and farmers to offer a wide variety of fresh produce, including organic fruits and vegetables.There are thousands of Aldi stores throughout Europe and it has expanded into the US. Aldi is one of the UK’s fastest growing supermarket chains and plans to have 1,200 stores in the UK by 2025. Aldi has won numerous awards for offering competitive rates of pay and excellent working environments for all its employees.In the UK Aldi is known for promoting its ‘Super 6 fruit and vegetables’. Each week there are six types of fruits or vegetables offered at a reduced price. Aldi sponsors the UK Olympic team to promote a healthier lifestyle and advertises its Super 6 products using TV and other media.Extract DWhat does the future hold for the UK grocery industry?In response to changing social trends in the UK, supermarkets are having to adapt. The rise of the German-based stores, Aldi and Lidl , which both sell at low prices, have forced the UK’s largest supermarkets (Tesco , Asda , Sainsbury’s and Morrisons ) into changing how they operate.The way that people in the UK shop for groceries is changing. People are shopping more frequently for fresh groceries and using online services. Tesco is planning to offer a one-hour delivery service. Fewer shoppers are loyal to a specific supermarket as more are using price comparison websites to compare supermarkets.5101554P70676AExtract EMarket share (by sales revenue) of the top 10 UK SupermarketsUK Supermarket % share January 2019% share January 2020Tesco 26.7%26.5% Sainsbury’s 14.9%14.8%Asda 13.9%13.6%Morrisons 9.9%9.6%Aldi 8.5%9.0%Lidl 6.0% 6.6%Co-operative 4.6% 4.6% Waitrose4.3% 4.2%Marks and Spencer 3.5% 3.5%Iceland2.4%2.4%5 P70676ASource for use with Section CExtract FNike’s new consumer experience distribution strategyNike is currently the largest global sports footwear and clothing brand. It has a plan forgrowth called the Triple Double Strategy. Through this, Nike plans to double its speed of innovation, double its speed to market and double its connections with consumers.This is based on changes to its distribution strategy by reducing the number ofwholesalers and retailers. At present Nike sells its products through a variety of large andsmall businesses. It now plans to reduce the number of businesses it sells through and concentrate on those larger businesses that offer quality service and superior customer experiences.While the company has not yet revealed the full list of these larger businesses, thereare reports that Foot Locker, JD Sports, Amazon, Zalando, Tmall, and Asos, are amongthe chosen businesses. These businesses are expected to offer exclusive service for Nike products and employ Nike experts to give personal advice to customers. Currently over60% of its North American sales are from smaller retailers that may no longer be able tosell Nike products.The strategy aims to increase the number of online sales. A new app has been developedby Nike that improves the shopper experience and gives access to the NikePlus rewards programme. This loyalty programme offers members exclusive products, access to Nike advisers, personalised workouts and free delivery.Nike continues to open new stores in major cities. In 2020 it opened flagship stores inNew York, Los Angeles and Shanghai.51015206P70676ABLANK PAGE7 P70676ABLANK PAGE8P70676ABLANK PAGEAcknowledgementsExtract A adapted from: https:///2019/06/startup-bambrew-bamboo-plastic-straws-zomato Extract B adapted from: https://www.bambrew.in/get-to-know-usExtract C adapted from: https:///en/aldi-history/ and https:///about-us/Extract D adapted from: /whitepaper/what-does-the-future-hold-for-the-uk-grocery-sector/ and https:///aldi/how-aldi-keeps-getting-things-right/576426.articleExtract E adapted from: https:///blog/2020/02/muted-uk-grocery-sales-despite-surge-in-veganuary-dry-january/*P70676A0116*Turn over P70676A©2022 Pearson Education Ltd.L:1/1/1/Instructions• Useblack ink or ball-point pen.• Fill in the boxesat the top of this page with your name, centre number and candidate number.• Answerall questions in Sections A, B and C.• Answer the questions in the spaces provided – there may be more space than you need .Information• The total mark for this paper is 80.• The marks foreach question are shown in brackets – use this as a guide as to how much time to spend on each question .• Calculators may be used.Advice• Read each question carefully before you start to answer it.• Try to answer every question.• Check your answers if you have time at the end.*P70676A0216*2SECTION ARead Extracts A and B in the Source Booklet before answering Question 1.Write your answers in the spaces provided.1 (a) Define the term ‘quantitative data’. (Extract A, line 12)(2).........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................There is increasing publicity about animals suffering from waste plastic and other non-biodegradable waste in the oceans of the world.(b) Construct a supply and demand diagram to show the impact of increasingpublicity on the biodegradable packaging market.(4)(c) Analyse two entrepreneurial characteristics shown by Vaibhav Anant that mayhave helped Bambrew to succeed.(6) .................................................................................................................................................................................................................................................................................... .................................................................................................................................................................................................................................................................................... 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........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................(d) Discuss the benefits for Vaibhav Anant of using secondary market research whenstarting his business.(8) .................................................................................................................................................................................................................................................................................... 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.................................................................................................................................................................................................................................................................................... ....................................................................................................................................................................................................................................................................................(e) Assess if there is likely to be a trade-off between an ethical stance and profit forBambrew.(10) .................................................................................................................................................................................................................................................................................... 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黑龙江省哈尔滨市2022-2023学年高三下学期三模英语试题含答案
Britain's most popular and recognizable artists, painted the words “Love Life” on the final wall of the show.
Explaining his actions, he said, “I love my work. And I think the work has love. Actually... I love life.”
whose money is going to be feeding their children and making sure they have a roof over their head,” Starks said.
“I wasn't expecting a big reaction. I thought Id maybe get five kids or so, but I didn't realize how huge the need
Starks says once the back to school rush is over, she plans to keep up the effort once a month for children all
over Nashville. “Doing this makes me happy,” she said. “The smile on the children's faces are priceless. It brings
35,” Starks said.
Her inbox was quickly flooded with requests for appointments and Starks found herself working every night
B2B E-Commerce
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
5-5
– Many-to-Many: Exchanges
• exchanges (trading communities or trading exchanges) Many-to-many e-marketplaces, usually owned and run by a third party or a consortium, in which many buyers and many sellers meet electronically to trade with each other • public e-marketplaces Third-party exchanges open to all interested parties (sellers and buyers)
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
5-15
• USING AUCTIONS ON THE SELL SIDE
– Forward auctions offer the following benefits to B2B sellers:
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
5-4
• THE BASIC TYPES OF B2B E-MARKETPLACES AND SERVICES
– One-to-Many and Many-to-One: Private EMarketplaces
湖北省宜昌市协作体2024-2025学年高一上学期期中考试英语试题(含答案,无听力音频无听力原文)
宜昌市协作体高一期中考试英语考生注意:1. 本试卷分选择题和非选择题两部分。
满分150分,考试时间120分钟。
2. 答题前,考生务必用直径0.5毫米黑色墨水签字笔将密封线内项目填写清楚。
3. 考生作答时,请将答案答在答题卡上。
选择题每小题选出答案后,用2B铅笔把答题卡上对应题目的答案标号涂黑;非选择题请用直径0.5毫米黑色墨水签字笔在答题卡上各题的答题区域内作答,超出答题区域书写的答案无效,在试题卷、草稿纸上作答无效。
4. 本卷命题范围:人教版必修第一册Welcome Unit至Unit 2。
第一部分听力(共两节,满分30分)第一节(共5小题;每小题1.5分,满分7.5分)听下面5段对话。
每段对话后有一个小题,从题中所给的A、B、C三个选项中选出最佳选项。
听完每段对话后,你都有10秒钟的时间来回答有关小题和阅读下一小题。
每段对话仅读一遍。
1. Where is the man going this weekend?A. The hospital.B. The bank.C. The beach.2. What are the speakers mainly talking about?A. A game.B. A play.C. A student.3. When will the man probably take a vacation?A. In July.B. In August.C. In September.4. How did the man go to school today?A. By car.B. By bike.C. By bus.5. What can we know about the man?A. He wants to buy a house.B. He might miss the town.C. He dislikes the new offer.第二节(共15小题;每小题1.5分,满分22.5分)听下面5段对话或独白。
E-COMMERCE AND CUSTOMER SERVICE
E-COMMERCE AND CUSTOMER SERVICEPratik Shrestha, Cameron UniversitySamuel Lane, Lane ImportRoscoe Dandy, Nova Southeastern UniversityChad Marcum, Cameron UniversityABSTRACTCommerce in its simplest form is defined as the "exchange or buying and selling of goods or services in a large scale requiring transportation from one place to another." When this exchange or buying and selling of goods and services takes place over electronic systems like internet, email or other computer networks, then it is known as e-commerce. With the advancement of the digital world and its strong presence in our everyday life, it is only natural for the businesses to move in this direction. E-commerce consists of everything from online shopping to electronic transfer of funds or online travel reservation to online banking as well as online auctions and online information sharing. With a business transaction only a few key strokes or mouse clicks away, e-commerce has not only simplified the business process but has also brought together buyers, sellers and producers from all over the world. Thanks to e-commerce, businesses can reach a large market of consumers and similarly, consumers can choose and shop from a large number of businesses online.E-commerce also provides a great leverage to the producers or manufacturers of goods. Now, the producers can set up their own online stores in the form of web sites and sell directly to the consumer without relying on the wholesalers or retailers. If they lack the technical expertise to set up their own site, they can set up their online store in one of the many online retail stores like EBay and Amazon, for a small fee.However, e-commerce is more than just online shopping. It also includes business to business (B2B) transactions where big companies and financial organizations use the internet to exchange financial data to facilitate domestic and international business. A form of B2B e-commerce is practiced by computer retail giant, Dell. The company doesn't manufacture its own computer parts but buys them from other manufacturers. It assembles the parts and then sells them to consumers. When Dell purchases computer parts from its manufacturers electronically, it is engaging in B2B e-commerce. In the current paper we examine on-line customer service in B2B and B2C situations.INTRODUCTION/CONCLUSIONSFuture research is suggested based upon prior research and theory (Buckley and associates, 1992- present; Carland and associates 1984-present).Proceedings of the Academy of Information and Management Sciences, Volume 14, Number 1New Orleans, 2010REFERENCESBuckley, M., Fedor, D., Veres, J., Wiese, D., & Carraher, S.M. (1998). Investigating newcomer expectations and job-related outcomes. Journal of Applied Psychology, 83, 452-461.Buckley, M., Mobbs, T., Mendoza, J., Novicevic, M., Carraher, S.M., & Beu, D. (2002). Implementing realistic job previews and expectation lowering procedures: A field experiment. Journal of Vocational Behavior, 61 (2), 263-278.Carland, J. & Carland, J. (1993). The role of personality in new venture creation. Entrepreneurship, Innovation and Change, 2(2), 129-141.Carland, J & Carland, J. (1995). The case of the reluctant client. Journal of the International Academy for Case Studies, 1(2), 76-79.Carland, J. & Carland, J. (1997). A model of potential entrepreneurship: Profiles and educational implications. Journal of Small Business Strategy, 8 (1), 1-13.Carland, J. & Carland, J. (2003). Pawn takes queen: The strategic gameboard in entrepreneurial firms. Academy of Strategic Management Journal, 2, 93-104.Carland, J. & Carland, J. (2004). Economic development: Changing the policy to support entrepreneurship. Academy of Entrepreneurship Journal, 10(2), 104-114.Carland, J. & Carland, J. (2006). Eminent domain: What happens when the state takes part of your land? The Entrepreneurial Executive, 11, 95-113.Carland, J.A.C., & Carland, J.W. (1991). An empirical investigation into the distinctions between male and female entrepreneurs managers. International Small Business Journal, 9 (3), 62-72.Carland, J.A., Carland, J.W., & Stewart, W.H. (1996). Seeing what's not there: The enigma of entrepreneurship.Journal of Small Business Strategy 7 (1), 1-20.Carland, J., Carland, J.A., & Abhy, C. (1989). An assessment of the psychological determinants of planning in small businesses. International Small Business Journal, 23-34.Carland, J., Carland, J., & Carland, J. (1995). Self-actualization: The zenith of entrepreneurship. Journal of Small Business Strategy, 30-39.Carland, J.W., Carland, J.A., & Hoy, F. (1992). An entrepreneurship index: An empirical validation. Babson Entrepreneurship Conference, Fontainebleau, France.Carland, J.W., Carland, J.A., Hoy, F., & Boulton, W.R. (1988). Distinctions between entrepreneurial and small business ventures. International Journal of Management, 5 (1), 98-103.Carland, J.W. III, Carland, J.W., Carland, J.A., & Pearce, J.W. (1995). Risk taking propensity among entrepreneurs, small business owners and managers. Journal of Business and Entrepreneurship, 7 (1), 12-23.Carland, J.W., Carland, J.C., & Koiranen M. (1997b). The exportation of the American model of entrepreneurship: Reality or illusion? A comparative trait study of American and Finnish entrepreneurs. Paper presented at the International Council of Small Business World Conference, San Francisco, CA. June 1997.New Orleans, 2010Proceedings of the Academy of Information and Management Sciences, Volume 14, Number 1Carland, J.W., Hoy, F., Boulton, W.R., & Carland, J.A.C. (1984). Differentiating entrepreneurs from small business owners: A conceptualization. Academy of Management Review, 9 (2), 354-359.Carland, J.W., Hoy, F., & Carland, J.A.C. (1988). Who is an entrepreneur? is the wrong question. American Journal of Small Business 12 (4), 33-39.Carraher, S.M. (1991). A validity study of the pay satisfaction questionnaire (PSQ). Educational and Psychological Measurement, 51, 491-495.Carraher, S.M. (1991). On the dimensionality of the pay satisfaction questionnaire. Psychological Reports, 69, 887-890.Carraher, S.M. (2005). An Examination of entrepreneurial orientation: A validation study in 68 countries in Africa, Asia, Europe, and North America. International Journal of Family Business, 2 (1), 95-100.Carraher, S.M. & Buckley, M. R. (1996). Cognitive complexity and the perceived dimensionality of pay satisfaction.Journal of Applied Psychology, 81 (1), 102-109.Carraher, S.M. & Buckley, M.R. (2008). Attitudes towards benefits and behavioral intentions and their relationship to Absenteeism, Performance, and Turnover among nurses. Academy of Health Care Management Journal, 4 (2), 89-109.Carraher, S.M., Buckley, M.R., & Carraher, C. (2002). Cognitive complexity with employees from entrepreneurial financial information service organizations and educational institutions: An extension & replication looking at pay, benefits, and leadership. Academy of Strategic Management Journal, 1, 43-56.Carraher, S.M., Buckley, M. & Cote, J. (1999). Multitrait-multimethod information management: Global strategic analysis issues. Global Business & Finance Review, 4 (2), 29-36.Carraher, S.M., Buckley, M., & Cote, J. (2000). Strategic entrepreneurialism in analysis: Global problems in research.Global Business & Finance Review, 5 (2), 77-86.Carraher, S.M., Buckley, M., Scott., C., Parnell, J., & Carraher, C. (2002). Customer service selection in a global entrepreneurial information services organization. Journal of Applied Management and Entrepreneurship, 7(2), 45-55.Carraher, S.M. & Carraher, S.C. (2006). Human resource issues among SME's in Eastern Europe: A 30 month study in Belarus, Poland, and Ukraine. International Journal of Entrepreneurship. 10, 97-108.Carraher, S.M., Carraher, S.C., & Mintu-Wimsatt, A. (2005). Customer service management in Western and Central Europe: A concurrent validation strategy in entrepreneurial financial information services organizations.Journal of Business Strategies, 22, 41-54.Carraher, S.M., Carraher, S.C., & Whitely, W. (2003). Global entrepreneurship, income, and work norms: A seven country study. Academy of Entrepreneurship Journal, 9, 31-42.Carraher, S.M., Gibson, J. W., & Buckley, M.R. (2006). Compensation satisfaction in the Baltics and the USA. Baltic Journal of Management, 1 (1), 7-23.Carraher, S.M., Mendoza, J, Buckley, M, Schoenfeldt, L & Carraher, C. (1998). Validation of an instrument to measure service orientation. Journal of Quality Management, 3, 211-224.Proceedings of the Academy of Information and Management Sciences, Volume 14, Number 1New Orleans, 2010Carraher, S.M. & Parnell, J. (2008). Customer service during peak (in season) and non-peak (off season) times: A multi-country (Austria, Switzerland, United Kingdom and United States) examination of entrepreneurial tourist focused core personnel. International Journal of Entrepreneurship, 12, 39-56.Carraher, S.M., Parnell, J., Carraher, S.C., Carraher, C., & Sullivan, S. (2006). Customer service, entrepreneurial orientation, and performance: A study in health care organizations in Hong Kong, Italy, New Zealand, the United Kingdom, and the USA. Journal of Applied Management & Entrepreneurship, 11 (4), 33-48.Carraher, S.M., Scott, C., & Carraher, S.C. (2004). A comparison of polychronicity levels among small business owners and non business owners in the U.S., China, Ukraine, Poland, Hungary, Bulgaria, and Mexico.International Journal of Family Business, 1 (1), 97-101.Carraher, S.M. & Sullivan, S. (2003). Employees' contributions to quality: An examination of the Service Orientation Index within entrepreneurial organizations. Global Business & Finance Review, 8 (1) 103-110.Carraher, S.M., Sullivan, S. & Carraher, S.C. (2005). An examination of the stress experience by entrepreneurial expatriate health care professionals working in Benin, Bolivia, Burkina Faso, Ethiopia, Ghana, Niger, Nigeria, Paraguay, South Africa, and Zambia. International Journal of Entrepreneurship, 9 , 45-66.Carraher, S.M., Sullivan, S.E., & Crocitto, M. (2008). Mentoring across global boundaries: An empirical examination of home- and host-country mentors on expatriate career outcomes. Journal of International Business Studies,39 (8), 1310-1326.Carraher, S.M. & Welsh, D.H.B. (2009). Global Entrepreneurship. Dubuque, IA: Kendall Hunt Publishing.Carraher, S.M. & Whitely, W.T. (1998). Motivations for work and their influence on pay across six countries. Global Business and Finance Review, 3, 49-56.Chait, H., Carraher, S.M., & Buckley, M. (2000). Measuring service orientation with biodata. Journal of Managerial Issues, 12, 109-120.Crocitto, M., Sullivan, S.E. & Carraher, S.M. (2005). Global mentoring as a means of career development and knowledge creation: A learning based framework and agenda for future research. Career Development International, 10 (6/7), 522-535.Klentzman, J. (2009). Viscous flow, evaporation, and phase explosion in thin liquid films. Unpublished doctoral thesis Southern Methodist University.Lockwood, F., Teasley, R., Carland, J.A.C., & Carland, J.W. (2006). An examination of the power of the dark side of entrepreneurship. International Journal of Family Business, 3, 1-20.Paridon, T. & Carraher, S.M. (2009). Entrepreneurial marketing: Customer shopping value and patronage behavior.Journal of Applied Management & Entrepreneurship, 14 (2), 3-28.Paridon, T., Carraher, S.M., & Carraher, S.C. (2006). The income effect in personal shopping value, consumer self-confidence, and information sharing (word of mouth communication) research. Academy of Marketing Studies Journal, 10 (2), 107-124.Scarpello, V. & Carraher, S. M. (2008). Are pay satisfaction and pay fairness the same construct? A cross country examination among the self-employed in Latvia, Germany, the U.K., and the U.S.A. Baltic Journal of Management, 3 (1), 23-39.New Orleans, 2010Proceedings of the Academy of Information and Management Sciences, Volume 14, Number 1Sethi, V. & Carraher, S.M. (1993). Developing measures for assessing the organizational impact of information technology: A comment on Mahmood & Soon's paper. Decision Science, 24, 867-877.Stewart, W., Watson, W., Carland, J.C., & Carland, J.W. (1999). A proclivity for entrepreneurship: A comparison of entrepreneurs, small business owners, and corporate managers. Journal of Business Venturing, 14, 189-214.Sturman, M.C. & Carraher, S.M. (2007). Using a Random-effects model to test differing conceptualizations of multidimensional constructs. Organizational Research Methods, 10 (1), 108-135.Sullivan, S.E., Forret, M., Carraher, S.M., & Mainiero, L. (2009). Using the kaleidoscope career model to examine generational differences in work attitudes. Career Development International, 14 (3), 284-302. Williams, M.L., Brower, H.H., Ford, L.R., Williams, L.J., & Carraher, S.M. (2008). A comprehensive model and measure of compensation satisfaction. Journal of Occupational and Organizational Psychology, 81 (4), 639-668.Proceedings of the Academy of Information and Management Sciences, Volume 14, Number 1New Orleans, 2010Copyright of Allied Academies International Conference: Proceedings of the Academy of Information & Management Sciences (AIMS) is the property of Dreamcatchers Group, LLC and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.。
译林版高中英语必修第二册课后习题 Unit 3 第3单元测评卷
第三单元测评第一部分听力(共两节,满分30分)第一节(共5小题;每小题1.5分,满分7.5分)听下面5段对话。
每段对话后有一个小题,从题中所给的A、B、C三个选项中选出最佳选项。
听完每段对话后,你都有10秒钟的时间来回答有关小题和阅读下一小题。
每段对话仅读一遍。
1.Where is probably Sue now?A.At home.B.At Bill’s home.C.At the office.2.What does the woman want to do?A.Quit smoking.B.Change a seat.C.Buy a cake.3.What did the man do last weekend?A.He took a trip.B.He watched a game.C.He played basketball.4.What does the man need now?A.Ice cream.k.C.Water.5.Where does the woman want to go?A.The bus station.B.The train station.C.The police station.第二节(共15小题;每小题1.5分,满分22.5分)听下面5段对话或独白。
每段对话或独白后有几个小题,从题中所给的A、B、C三个选项中选出最佳选项。
听每段对话或独白前,你将有时间阅读各个小题,每小题5秒钟;听完后,各小题将给出5秒钟的作答时间。
每段对话或独白读两遍。
听第6段材料,回答第6、7题。
6.What does Jack have to do at 10:00 am?A.Attend a lecture.B.Catch a bus.C.Repair his bike.7.How does the boy usually go to school?A.By bus.B.By bike.C.By car.听第7段材料,回答第8、9题。
电子商务专业英语课后答案.doc
Chapter 1 Introduction to E-CommerceANSWER1.Answer the following questionsL business-to-consumer, business-to-business, business processes, consumer-to-consumer, and business-to-government2.A business model is a set of processes that combine to achieve a company's goal, which is to yield a profit.NO.3.A revenue model is a specific collection of business processes used to identify customers, market to those customers, and generate sales to those customers.4.books and CDs, etc.5.Transaction costs are the total of all costs that a buyer and seller incur as they gather infonnation and negotiate a purchase-and-sale transaction.6.As more people or organizations participate in a network, the value of the network to each participant increases. This increase in value is called a network effect.7.The key issues that any company faces when it conducts international commerce include trust and culture, language, infrastructure, international law and currency.8.Localization means a translation that considers multiple elements of the local environment, such as business and cultural practices, in addition to local dialect variations in the language・II.Fill in the blanks in each of the following1.Internet2.dot-com pure dot-com3.internationalmodity5.electronic traditional6.vertical integration.rmation coordination8.value chainChapter 3 E-Business ModelsI.a) True b) False. This is the concept of a true auction. c) False・ A reserve price is the lowest price a seller will accept in an auction・ d) True e) False. The name-your price model allows customers to get Chapter 1 Introduction to E-Commerce 115a lower price by clearing the price with a number of vendors・ This does not involve an auction. f) False. Brick-and-mortar business are offline businesses・ This term is often associated with companies who have both and online and offline presence・ g) False. Web-based training is currentlyused by organizations around the world, h) True i) True j) TrueII.a) Brick-and-mortar b) Demand sensitive pricing model c) shopping cart d) auction e) vertical, horizontal f) community g) reverse auctions h) B2B exchanges i) online trading j) comparison shopping III.Categorize each of the following items as it best relates to the storefront model, the auction model or the dynamic pricing models:a)Auction model b) Auction model c) Storefront modeld) Storefront model e) Dynamic pricing・ f) Dynamic pricingChapter 4 B2B E-CommerceI.Write an Abstract of this paper in about 100 words.Abstract- Just as the industrial revolution mechanized the manufacturing functions of firms, the infonnationrevolution is automating their merchant functions. Four types of potential productivity gains are expected frombusiness-to-business (B2B) electronic commerce: cost efficiencies from automation of transactions, potentialadvantages of new market intermediaries, consolidation of demand and supply through organized exchanges, andchanges in the extent of vertical integration of firms. The article examines the characteristics of B2B onlineintermediaries, including categories of goods traded, market mechanisms employed, and ownership arrangements,and considers the market structure of B2B e-commerce.II.Answer the following questions1.The popular phrase B2B e-commerce refers to the substitution of computer data processing and Internet communications for labor sendees in the production of economic transactions.2.Expectations about productivity gains from B2B e-commerce can be usefully divided into four areas: possible efficiencies from automation of transactions, potential economic advantages of new market intermediaries, consolidation of demand and supply through organized exchanges, and chcinges in the extent of vertical integration of companies.3.Intermediaries can reduce transaction costs relative to direct exchange, by reducing the costs of search, certifying product quality, mitigating communication costs, and providing guarantees for buyer or seller commitments・4.E-commerce intermediaries can be classified into four main categories: brokers, auctioneers, dealers, and exchanges. 116电子商务专业英语(第二版)III.State whether the following are True or False?l.T 2.T 3.F 4.T 5.TChapter 5 Electronic Payment SystemsANSWERI.Answer the following questions1.List five parties may be involved in the e-payment method・They are:a)Customer/payer/buyer. The party making the e-payment in exchange for goods or servicesb)Merchant/payee/seller. The party receiving the e-payment in exchange for goods and servicesc)Issue匚The banks or nonbanking institutions that issue the e-payment instrumentused to make the purchased)Regulator. Usually a government agency whose regulations control the e・paymentprocesse)Automated Clearing House (ACH). An electronic network that transfers moneybetween bank accounts2.List Characteristics of Successful E-payment Methods Interoperability and portability; security; anonymity; divisibility; easy of use; transaction fees; critical mass・3.What are virtual credit cards?This is an e-payment system in which a credit card issuer issues a special number that can be used in place of regukir credit card numbers to make online purchases・ This allows users to use a credit card online without having to disclose the actual credit card number.4.Describe the difference between the contact card and contactless card・A contact card is inserted in a smart card reade匚These cards have a small gold plate about one -half inch in diameter on the front; when the card is inserted in the reader, the plate makes electronic contact and data are passed to and from the chip.In addition to the chip, a contactless card has an embedded antenna・ In this case, data (and applications) are passed to and from the card through the card's antenna to another antenna attached to a cardreader unit or other device.5.List Advantages of E-billingChapter 1 Introduction to E-Commerce 117From the perspective of the billing firm, the most obvious benefit is the reduction in expenses related to billing and processing payments・ E-billing also enables better customer service. Another advantage relates to advertising.From the customer's perspective, E-billing reduces the customer^ expenses by eliminating the cost of checks, postage, and envelopes. E-billing simplifies and centralizes payment processing and provides better record keeping.II. Fill in the blanks in each of the following1.Credit cards, Charge cards, Debit cards2.e-wallet3.smart card, microprocessor, memory, nonprogrammable4.Stored-value5.e-check6.electronic bill presentment and payment (EBPP)Chapter 6 E-Commerce Security ANSWERI.Answer the following questions1.Describe the difference between a nontechnical and a technical cyber attack.Nontechnical attacks are those in which a perpetrator uses chicanery or other forms of persuasion to trick people into revealing sensitive information or performing actions that can be usedto compromise the security of a network.. These attacks are also called social engineering attacks. In contrast to nontechnical attacks, software and systems knowledge are used to perpetmte technical attacks ・ In conducting a technical attack, an expert hacker often uses a methodical approach ・2.How are DDoS attacks peipetrated?Once an attacker has access to a large number of computers, they load the specialized DDoS software onto these computers. The software lays in wait, listening for a command to begin the attack. When the cominand is given, the distributed network of computers begins sending out requests to the target computer. The requests can be legitimate queries for information or can beveryspecialized computer commands designed to overwhelm specific computer resources.3.What are the major forms of malicious code?Viruses, Worms, Macro viruses and macro worms, and Trojan Horses.4.What are some common mistakes that EC sites make in managing their security?Undervalued information. Few organizations have a clear understanding of the value of specific information assets.Narrowly defined security boundaries. Most organizations focus on securing their internal networks and fail to understand the security practices of their supply chain partners.Reactive security management. Many organizations are reactive rather than proactive focusing on security after an incident or problem occurs.Dated security management processes. Organizations rarely update or change their security practice to meet changing needs. Similarly, they rarely update the knowledge and skills of their staff about best practices in information security.Lack of communication about security responsibilities. Security often is viewed as an IT problem, not an organizational one.Chapter 1 Introduction to E-Commerce 1195.Describe the difference between physiological biometrics and behavioral biometrics・ Physiological biometrics are based on measurements derived directly from different partsof the body (e.g., sea ns of fingerprints, the iris, hand geometry, and facial characteristics)・ In contrast, behavioral biometrics are derived from various actions and indirectly from various body parts (e.g., voice scans or keystroke monitoring ).6.Describe the basic components of encryption・All encryption has four basic parts: the plaintext, ciphertext, encryption algorithm, and the key.7.What are the basic differences between symmetric and asymmetric encryption?In a symmetric (private) key system the same key is used to encrypt and decrypt the plaintext. The sender and receiver of the text must share the same key without revealing it to anyone else——thus making it a so-called private system.Public (Asymmetric) key encryption uses a pair of matched keys—a public key that is publicly available to anyone and a private key that is known only to its owner.8.What is a personal firewall?Personal firewalls are designed to protect desktop systems by monitoring all the traffic that passes through the computer\ network interface card.Chapter 7 PricingI.True or FalseI.F 2.T3. F4.T5. FII.Fill the blanks1.Target-return pricing2.internd content is easy to package; of the low friction between buyers and sellers; the cost of adding new customers is low3.frenzy pricingIII.Answer the following questions1 ・ Identify the six results of the interactivity force of the Internet on pricing・(1)It is easier to reach wider audiences.(2)It is easier and cheaper to implement dynamic pricing strategies・(3)It is easier and cheaper to change prices・⑷ It is cheaper for consumers to investigate prices. 120 电子商务专业英语(第二版)(5)It is easier to understand and measure consumers? reactions to price promotions・(6)It is easier to receive customer feedback on price, understand customer willingness to pay for a product, and implement price scrimin at ion strategies.2.In what ways has the individualization force of the Internet affected pricing?(1)By informing companies of their pricing and product desires, consumers make it easier for firms toconvey prices of products in which they have an interest・(2)Customers can register their preferences with firms, making it easier for those finns to offer targeted, individualized pricing promotions・(3)Customers can more easily participate in dynamic pricing processes. Sites that practice dynamic pricing can notify customers via e-mail when their bids are no longer the highest.3.What is a loss leader? What types are most likely to be used?A loss leader is an item offered at very low prices (below its total cost) in order to attract greater store traffic. Typically, such items are well-known brands, staples for price-sensitive consumers, and/or seasonal/holiday/special demand items.4.Describe the two primary ways that the Internet has enhanced the attractiveness of dynamic pricing. First are decreased menu costs. Menu costs are the costs associated with changing the price of a good. For goods advertised on the Web, it is easy and virtually costless to change product prices, making it very attractive for firms to change their prices based on demand and supply conditions. Second is interactivity. The Internet makes it easy for sellers and buyers around the world to interactand negotiate prices. The fact that buyers and sellers can easily interact from their homes or workplaces via the Internet makes it easy to conduct dynamic pricing structures.Chapter 8 Internet MarketingI.Answer the following questions1.What is Internet marketing?Internet marketing is the process of building and maintaining customer relationships through online activities tofacilitate the exchange of ideas, products, and services that satisfy the goals of both parties.2.What are the seven stages of Internet marketing?The seven stages are (1) setting corporate and business-unit strategy, (2) framing the market opportunity, (3)formulating the marketing strategy, (4) designing the customer interface, (5) designing the marketing program, (6)crafting the customer interface, and (7) evaluating the results of the marketing program.3.What are the four stages of the customer relationship?The four stages are: (1) awareness (the degree to which the customer has some basic information, knowledge, Chapter 1 Introduction to E-Commerce 121or attitudes about a firm or its offerings, but has not initiated any communications with the firm);(2)exploration(customer and firm begin to initiate communications and actions that enable an evaluation of whether or not to pursuea deeper connection); (3) commitment (customer and firm feel a sense of obligation or responsibility for each other);and (4) dissolution (isolation of the most valuable customer group and subsequent focus on this particular group).4.What are the six classes of variables in the Internet marketing mix?The six variables are product, pricing, communication, community, distribution, and branding・5.What is the Marketspace Matrix?The Marketspace Matrix is a framework illustrating the levers that the Internet marketer may choose to use ateach stage of the customer relationship. These levers are the six classes of variables including product, pricing,communication, community, distribution and branding, and the stages of customer relationships are awaieness,exploration, commitment and dissolution.6.How do interactivity and individuality come into play in the design of the marketing program? Interactivity is the extent to which two-way communication flow occurs between the firm and customers; individuality refers to a consumer's personal experience with the firm. Both impact the design of all of the levers ofthe Internet marketing mix一price, market communications, and products and services・7.What are the critical success factors for the Internet marketing professional?The critical success factors are (I) customer advocacy and insight (marketing professionals need to strategicallycollect information from many disparate sources, create insightful customer mosaics, and effectively translate theminto marketing strategies and tactics); (2) integration (marketing professionals need to have an integrated or holisticview of the customer and the enterprise in order to create a uniquely advantaged strategic plan); (3) balanced thinking(marketing professionals need to be highly analytical and very creative in order to understand the strategic andtactical implications of the Internet); and (4) willingness to accept risk and ambiguity (marketing professionals needto retool themselves and their companies to enter into a whole new era of customer-centric marketing). 122电子商务专业英语(第二版)Chapter 9 Legal Issues of E■CommerceI.True or False1.T2.F3.T4.F5.T6. F7.T&FII. Answer the following questions1.List some of the ways that the Internet can be used to collect information about individuals.(1)By reading an inciividuaPs newsgroup postings(2)By looking up an individual5s name and identity in an Internet directory(3)By reading an individuaPs e-mail(4)By conducting surveillance on employees(5)By wiretapping wireline and wireless communication lines and listening to employees(6)By asking an individual to complete a Web site registration(7)By recording an individuaPs actions as they navigate the Web with a browser, usually using cookies2.List four types of intellectual property.There are four main types of intellectual property in EC: copyrights, trademarks, domain names, and patents.3.List the legal rights covered by a copyright.A copyright is an exclusive grant from the government that confers on its owner an essentially exclusive right to: (1) reproduce a work, in whole or in part, and (2) distribute, perform, or display ♦Itto the public in any form or manner, including the Internet. In general, the owner has an exclusive right to export the copyrighted work to another country.4.List the legal rights of a trademark owner.The owner of a registered trademai-k has exclusive rights to: (1) Use the trademark on goods and services for which the trademark is registered. (2) Take legal action to prevent anyone else fromusing the trademark without consent on goods and services (identical or similar) for which the trademark is registered.Chapter 10 LogisticsI.l.B 2.A 3. A 4.B 5.C 6.A 7.AII.Translations:1.物流是与时间有关的资源配置或是总供应链的战略管理。
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Service position of e-services is the ability of one business to compose e-services to provide value-added services to its customers. E-services offered by different companies can be dynamically combined to offer value-added services.E-service composition is typically designed, developed, and deployed by enterprises that want to offer services using third-party capabilities, either for internal use or to expose them as e-services to customers.Service security.A number of classification schemes exist for security in electronic communities. Security includes availability, confidentiality, and integrity. Availability may be threatened by factors such as denial-of-service attacks, bandwidth issues, power fail-ures, and other problems. Confidentiality refers to limited access of data and requires the implementation of access control measures. Integrity refers to protection of data against accidental or malicious modification.Overview of E-service FrameworksAs described earlier, four of the major e-service frameworks include eCo, RosettaNet,Biztalk, and e-speak. Each framework enables service providers to use the Internet and XML to offer services. Here, we discuss these frameworks and compare them in terms of their support for the e-service components that have been described in the previous section.Table 1 describes a general comparison of the B2B e-service frameworks in terms of target industries, metadata and ontology, and their standard XML efforts and legacy support.320December 2003/Vol.46,No.12ve COMMUNICATIONS OF THE ACMeCoRosettaNet BizTalkE-SpeakTargetIndustries & Purpose- General purpose - Providing standard service framework to enable the creation of marketplaces- ElectronicComponents, IT & Semiconductor Manufacturing- Define supply chain business processes - Design target for software vendors- Supporting XML based application integration- General purpose - Enabling ubiquitous services over the Internet- Making existing resources available as servicesMetadata and Ontology- Commerce libraries define concepts like companies, services, catalogs, location, SIC codes etcRegistry Environment contains:- Market Registry - Business Registry - Service Registry - Document and Information Item RegistryProvided through RosettaNet Technical Dictionary andRosettaNet Business DictionaryBizTalk Schemas Library & Versioning - Describes the content and structure of a class of XML documents - XDR schema (XML Data Reduced) Namespace URI’sCollection of Biztags - A set of XML tags BFC ServerService vocabularies - Introspection Library - Negotiation Library - Matchmaking Library - Management LibraryStandard XML efforts and Legacy Support-Defines the DTD for the documents returned by published interfaces- Detailed description of the documentsexchanged in each step of a PIP.- A comprehensive, language-neutral programming model - Support for the W3C XML, XML DOM, and Namespacerecommendations- Support Legacy system and BizTalk documents based on Biztags- XML basedDocument Exchange Model- Partners may agree upon the format of data exchangedT able 1.General comparison of B2B e-service frameworks.merceNet, a non-profit organization, initiated the eCo Framework Project in August 1998, with support from the U.S. Department of Commerce (NIST). The aim was to develop a specification that enabled e-commerce interoperability and the creation of electronic marketplaces. The eCo model 2consists of 7 layers: Network, Market, Business,Service, Interaction, Document, and Information. Each layer has a published interface that defines the queries and responses available at the layer to create required functionality. The set of available queries may be extended as necessary. Implementation of the business layer is mandatory; other layers can be optionally implemented.T o leverage Internet protocols, published interfaces are queried using a simple URL-based protocol. Each published interface is identified by a unique URL. A query is performed by appending the desired query name to the end of the interface ’s base URL.As an example, in order to execute the query “BusinessGetServices ” on the published interface with a base URL of “/eco ”, an interested party would execute the URL “/eco/BusinessGetServices.”RosettaNet.Founded in June 1998, RosettaNet () is a non-profit consortium of the world ’s leading Electronic Components, Information T ech-nology, and Semiconductor Manufacturing companies. RosettaNet defines the components of the supply chain of these industries (including manufacturers, dis-tributors, resellers, shippers, and end users) with the aim of standardizing communi-cations between participants. Unlike eCo, RosettaNet focuses on facilitating peer-to-peer communications rather than on establishing marketplaces. Some key components of RosettaNet are briefly described below.Partner Interface Processes (PIPs) define business processes between trading partners.For each process, PIPs define the start state, the end state, the participants and their roles,process controls such as authorization for each participant, documents exchanged, and the sequence of activities. Clusters of PIPs are used to align the business processes of sup-ply chain partners, for example, order management includes PIPs to request prices and availability, report shipment status, notification of billing, and report the production sta-tus of components being manufactured. PIPs include all business logic, message flow,and message contents to enable alignment of partners. Dictionaries provide a common set of properties for PIPs. The RosettaNet technical dictionary (RNTD) provides com-mon properties for defining products for PIPs. It is used primarily to search electronic catalogs, maintain technical information databases and automatically generate technical specification sheets. The business dictionary defines business properties, business data entities, and fundamental business data entities in PIPs. The RosettaNet implementation framework (RNIF) provides exchange protocols for implementing PIPs and defines the message format for exchanging business documents including headers, attachments, and digital signatures. This enables authentication, authorization, encryption, non-repudia-tion, and reliable message exchange between partners.Biztalk.The BizT alk initiative led by Microsoft (/biztalk) con-sists of three components: the BizT alk 2000 server, the BizT alk Framework for exchang-ing XML documents over the Web, and BizT , a repository for XML schemas used between companies. The aim is to facilitate business process integration within and between organizations using Internet protocols. BizT alk includes a design framework for implementing an XML schema and a set of XML tags used in messages sent betweenCOMMUNICATIONS OF THE ACM December 2003/Vol.46,No.12ve321ponents such as discovery, brokering, negotiation, mediation, billing, payment, compo-sition, and security.References1.Butler, K., Clement, M., and Snell, Q. A performance broker for CORBA. In Proceedings of IEEE International Symposium on High Performance Distributed Computing,1998.2.Dogac, A., and Cingil, I. A survey and comparison of business-to-business e-commerce frameworks. SIGecom Exchange 2,2 (2001), 16–27.3.Kuno, H. Surveying the e-services technical landscape. In Proceedings of Second Interna-tional Workshop on Advance Issues of E-Commerce and Web-Based Information Systems (WECWIS 2000), 2000, 94–101.4.Piccinelli, G., and Mokrushin, L. Dynamic Service Aggregation in Electronic Marketplaces,HPL-2001-31, HP Laboratories, 2001.5.Plummer, D., and Smith, D. E-services: Are They Really The Next ‘E’?,GartnerGroup, 2000.COMMUNICATIONS OF THE ACM December 2003/Vol.46,No.12ve323eCoRosettaNet BizTalkE-SpeakService Discovery- Strongly emphasized - Extensive querying interfaces to the documents in the market place.- Static and dynamic catalog functions by defining related PIPs-- Not emphasized- Very strongly emphasized- Discovery of new services- Dynamic advertising and discoveryService Brokering Facilitated through common interfaces Extensively supported through PIPs Allows extension Dynamic brokering Service Negotiation- Negotiation services application module allows buyer and seller to post offers.Unspecified Unspecified - Matching user requests to the right serviceproviders to find the best matched service- Negotiation protocol - Multi-party negotiationsService Mediation Supported through type registries for markets Unspecified Allows extensionUnspecifiedService Billing UnspecifiedExtensively supported through PIPsUnspecified Monitoring, billing and management of e-services may be provided as a service Service Payment UnspecifiedExtensively supported through PIPsUnspecified UnspecifiedServiceCompositionRegistry environment supports composition of services Not emphasized Process Management - Orchestration engine for modeling- Messaging component for integration XLANG: an XMLlanguage for describing processes Collaborative Process Management- DySCo (Dynamic Service Composer) - Peer-to-peer process managementCPDL (Collaborative Process Definition Language)Service SecurityOptional, based on TCP/ IPExtensive support through RNIFLeverages existing standards- SSL & S/MINE - PKCS (Public-Key Cryptography System) Digital signature and encryptionSecurity manager- PSE (Private Security Environment)- SLS (Session Layer Security)- Message integrity and authentication Delegation of authorizationT able ponents-based comparison of B2B e-service frameworks.6.Reeves, D.M., Grosof, B.N., Wellman, M.P., and Chan, H.Y. T oward a declarative lan-guage for negotiating executable contracts. IBM Research Division, 1999.7.Rust, R.T., and Lemon, K.N. E-service and the consumer. International Journal of Elec-tronic Commerce 5,3 (2001) 85.8.Segev, A., and Bichler, M. Component-based electronic commerce. M. Shaw, R. Blanning, T. Strader, and A. Whinston, eds., Handbook on Electronic Commerce,Springer, 2000, 313–337.9.Shim, S.S.Y., Pendyala, V.S., Sundaram, M., and Gao, J.Z. Business-to-business e-com-merce frameworks. IEEE Computer 33,10 (2000) 40–47.10.Tiwana, A., and Ramesh, B. E-services: Problems, opportunities, and digital platforms. In Proceedings of 34th Hawaii International Conference on System Sciences, 2001.11.Walser, D. E-speak dynamic interaction of e-services. In Proceedings of Linux Conference 2000,2000.12.Yoon, C.W. Vicarious certification and billing agent for web information service. In Pro-ceedings of International Conference on Information Networking,IEEE Computer Society, 1998.324December 2003/Vol.46,No.12ve COMMUNICATIONS OF THE ACMReproduced with permission of the copyright owner.Further reproduction prohibited without permission.。