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JBL 4349 两路扬声器说明书
LOUDSPEAKERTwo-way loudspeaker with mid/treble hornMade by: Harman International Industries, CA, USA Supplied by: Harman Luxury Audio Group, CambsTelephone: 01223 203200Web: Price: £6995 (£320 for JS-120 stands)American loudspeaker company JBL has a 75-year history – and the work of founder James Bullough Lansing dates back even further.For HFN readers, who are in the know, it might seem odd that the brand is now more popular on the UK high street for its extensive range of affordable Bluetooth speakers and wireless headphones. Luckily for us the company still maintains a‘serious’ side, and it’s from there that its two-way 4349 monitor hails. A wide-baf ƃ e speaker with a compression mid/treble driver and 300mm woofer, it can trace its heritage all the way back to the company’s Ƃ rst creations – and couldn’t be more different from a pair of budget earbuds.Priced just shy of £7000, the 4349 is the most recentaddition to JBL’s Studio Monitor series, a seven-strong range that pledges the ‘same exceptional dynamics and accuracy that producers and engineers employ in leading studios’, which begins with the £1500 4306 bookshelf model and culminates in the £12,000 4367 ƃ oorstander. It’s not a member of JBL’s Classic lineup [see boxout, p51] yet is still described by the company as having a ‘retro design’.BIG LOVEHow retro? Well, Ƃ nish options for thesatin wood veneer are conventional walnut or black walnut, rather than all-the-rage gloss white or light grey, and aside from a cutaway on the edges of the front baf ƃ e, the 4349 is vehemently rectangular. Those with a penchant for the speaker stylings of the 1970s will be in their element.It’s also large. Some retailers refer to it as a ‘compact bookshelf’ (JBL goes for ‘compact monitor’), but as it stands 74cm tall and 44cm wide you’d need an impressively hefty bookshelf toaccommodate it – and even then it likely wouldn’t hold the 4349’s 36kg weight. Better that you stump up the £320 forStyled after its classic 1970s studio monitors, but equipped with patented 21st centuryhorn and compression driver technology, the 4349 is a not-so-compact fun factory Review: Mark Craven Lab: Paul MillerJBL 4349The 4349’s bass driver is a lightweight but rigid paper pulp cone with a 3in voice coil and substantial suspension. Designed for very high output with low distortion, it’s tuned via a pair of front-facing bass-re ƃ ex ports down to a claimed 32Hz [see PM’s Lab Report, p53]. Keeping it in check is an enclosure with 1in-thick walls and internal V-shaped bracing. The crossover network uses ‘air-core inductors, wire-wound resistors and low-ESR metallised-JBL’s low-pro Ƃ le, open-frame JS-120 stands which lift the enclosures off the ƃ oor and tilt them back at the listener. The general aesthetic is purposeful, so if you whip off the grille to appreciate the size of the bass unit, and legacy blue baf ƃ e Ƃ nish, you’ll also expose the push-Ƃ xing holes.DOUBLING DOWNFor the treble, JBL is using its in-houseD2415K unit – the ‘D’ standing for dual as the device uses two 1.5in ring diaphragms madeof Teonex polymer, two voice coils and two motors, resulting in an ‘incredibly ef Ƃ cient design’. Thediaphragms are mounted with a phase plug behind a protective mesh grille, which is all that’s visible in the recessed centre of the speaker’s HDI (High-De Ƃ nition Imaging) horn. This mathematically-honed waveguide is a brand speciality, also found on JBL’s HDI series of ƃ oorstanding and bookshelf loudspeakers.‘It steersclear of being a mere “party speaker”’RIGHT: JBL’s precision-moulded Sonoglass horn supports a 38mm compression driver with HF and UHF trims [see Lab Report, p53]. Bass is handled by a substantial,re ƃ ex-loaded 300mm pulp-coned wooferEstablished in 1946 in Los Angeles, JBL also has ties to Hollywood royalty – founder James B Lansing, in his previous company Lansing Manufacturing, developed the compression unit and bass driver of the Shearer Horn, a loudspeaker favoured by movie studios and a recipient of a ‘ScientiƂ c and Technical’ Academy Award in 1936. Similar designs lifted JBL off the launchpad nine years later, Ƃ nding their way into use as studio monitors as the country’s music industry exploded, and adopted by audiophiles at home. Breakout models included the 4320, the forebear of the brand’s current Studio Monitors series, and the L-100 – its best-selling speaker, reborn in 2018 as the L100 Classic [HFN May ’19] and again this year in a Classic 75 limited edition. And who could forget the Paragon, a 2.7m-wide single-chassis stereo speaker-cum-sideboard that was in production from 1957 to 1983? Weighing 390kg and featuring twin horn-loaded 380mm bass drivers, it’s unlikely to be resurrected. But we can dream…4349 does all these things if you want. Yet it steers clear of being just a ‘party speaker’, marrying a dynamic, wideband ability with rich resolution and a nature that’s kinder than you might anticipate. First, though: the obvious stuff. Where the 4349 stands – or squats – head and shoulders above much of the ƃ oorstanding competition is in terms of bass weight.‘There’s no replacement for displacement’, goes the old saying,and JBL’s woofer certainly does shiftair, bringing a level of physicality to the listening experience if your music warrants it. Trance track ‘We Come 1’ by Faithless [Outrospective; Cheeky Records, 74321 850832] thumps and pulses passionately, but equally impressive is the presentation of Prince And The New Power Generation’s funkfest ‘Cream’ [Diamonds And Pearls; Tidal 44.1kHz], a track that’s as much about a sense of groove as anything else. Here the major-key bassline bounces along, supported by punchy percussion, in a manner that’s almost visceral. MONITOR MODEOstensibly, these speakers seem happy running off low power but not having a SET tube amp to hand, I settled on a modest but capable AXA35 from Cambridge Audio [HFN Sep ’19] and was surprised by how easily the speakers hung off it. However, pushed hard, this combo found the 4349 prone to a brash edge, the sound of notes being squeezed out rather than dancing into play under their own steam.‘Excitable’, from Def Leppard’s Hysteria [Phonogram 830 675-2], beneƂ ted from the 4349’s dynamic approach, sounding broad and deep. Yet only when bringingin a beeƂ er, price-matched integrated, in the shape of Audia Flight’s FLS 9 [HFN Feb ’21], was I rewarded with a tighter, leaner feel to the 4349’s bass delivery, a better grasp of instrumental subtleties and a more nuanced top-end. However sensitive the speakers are, only the big amp enabled them to show off their fullest potential.I also felt compelled to address the‘accuracy’ that is the notional calling card of any speaker designed with one foot inƂ lm capacitors, and incorporates separate ‘HF and UHF’ attenuators that are accessed between the loudspeaker’s horn and grille. These provide gentle passive tuning ofthe 4349’s treble output [see grey traces, Graph 1 in PM’s Lab Report].Otherwise, JBL’s recommendations for optimal performance include placing the 4349s between 1.8m and 2.4m apart, toeing them in if you insist on going wider.A 50cm clearance from side walls is also suggested, but with the speakers’ ports front-facing they seem less fussy about their distance from rear walls.FEEL THE WEIGHTTake a quick look at a pair of 4349s and you’ll probably form an idea of how they sound. What else should one expect from a two-way combining a 300mm woofer and a cavernous horn than deep bass, candid highs and an in-your-face presentation? And, to an extent, you’d be right – thewith, for example, Lu Kang’s Spoey230 [HFN Dec ’20], but JBL’s horn waveguide lived up to itspromise of avoiding overt directionality. While its midrange tone and detail arecommendable, bass and sparkle remain the stars of the show, leaving the 4349 never quite sounding as ‘in love’ with the music as you might wantfor the price. But a counterpoint to this is the sheer dynamism on offer. This speaker never failed to respond to transients, enjoying the rock ’n’ roll theatrics of The Dead Weather’s ‘60 Feet Tall’ [Horehound ; Tidal 44.1kHz], while bringing a surging, room-Ƃ lling scale to John Williams’ ‘Theme From Jurassic Park’ [Jurassic Park Original Motion Picture Soundtrack ; Tidal 44.1kHz]. And ‘dynamic’ is a useful catchall for the 4349’s general demeanour. There’s a thrilling energy here, coupled to a surprising nimbleness considering JBL has used one 300mm bass unit where other companies might have opted for a smaller twosome.LEFT: Bi-wire/bi-amp-compatible 4mm speaker terminals come courtesy of JBL’s split 1.5kHz crossover. Note the wood-Ƃ nish veneer wraps to the rear of the cabinetThe 4349 is unlikely to convince horn sceptics they should jettison their three-way ƃ oorstanders, as the sonic signature of thistwo-way doesn’t depart from the established JBL template. They sound big, with abundant energy to match, and are backed-up with delectable bass handling. They aren’t sniffy about what you power them with, either. Fans of the form factor, with low-power tubes, will surely lap them up.Sound Quality: 80%0 - - - - - - - - 100the studio monitor camp. As muchas I tried to provoke the 4349 into enveloping me with cloying warmth – via the likes of Pink Floyd’s ‘Wish You Were Here’ [Eponymous; Tidal Master] – it refused to play ball, preferring to leave the grit and texture of instruments unpolished.STARS OF THE SHOWConsidering the 1.5kHz crossover point between the high-frequency driver and bass unit – high for a 300mm woofer – I was worried the drivers would pass each other by like ships in the night. But following JBL’s placement recommendations and sitting a little further back than I might normally, they seemed to mesh together well enough. The Rolling Stones’ country-tinged ballad ‘Wild Horses’ [Sticky Fingers ; Polydor 376 483-9] sounded sweet and lucid in the midrange, Keith Richards’ 12-string acoustic guitar adding a shimmering gloss to Mick Jagger’s emotive vocal delivery. Meanwhile, Charlie Watts’ drumming arrived at the start of the chorus with just the right amount of ing the JS-120 stands yielded a better soundstage, although even without them these short-form speakers don’t just throw their efforts at your carpet. There’s less of a sense of expansion beyond the cabinet edges than I experienced0-7-14-21-28-35dB 0.01.32.74.0msec 2005001k2k5k 10k 20k60kHzFrequency in Hz >>ABOVE: Horn resonances are present at ~4-8kHz while the strong 1.4kHz mode occurs at the crossover pointABOVE: Response inc. near Ƃ eld summed driver/port [green], free Ƃ eld corrected to 1m at 2.83V [yellow], ultrasonic [pink]. Left, black; right, red; w. grille, blueSensitivity (SPL/1m/2.83V – 1kHz/Mean/IEC)89.1dB / 89.5dB / 87.4dB Impedance modulus: minimum & maximum (20Hz–20kHz)7.5ohm @ 118Hz 47ohm @ 60Hz Impedance phase: minimum & maximum (20Hz–20kHz)–49o @ 74Hz +47o @ 371HzPair matching/Resp. error (200Hz–20kHz) 1.45dB/ ±4.9dB/±4.2dB LF/HF extension (–6dB ref 200Hz/10kHz)45Hz / 27.5kHz/26.2kHz THD 100Hz/1kHz/10kHz (for 90dB SPL/1m)0.2% / 0.3% / 0.9%Dimensions (HWD) / Weight (each)737x445x343mm / 38kgJBL 4349Where you sit may prove vital in getting the very best from JBL’s 4349. Avoid the temptation to ‘look’ directly into the throat of the horn for there’s a substantial –14dB notch at the ~1.4kHz crossover [dashed trace, Graph 1]. The midrange output is better integrated at a distance, but the most uniform forward response, and reduced exposure to the horn resonances [see waterfall, Graph 2], is achieved listening between the horn and woofer [Graph 1] even though the response errors are still high at ±4.2dB and ±4.5dB (but a far ‘ƃ atter’ ±0.9dB from 2kHz-10kHz). The HF trim operates above 2kHz and the UHF above 4kHz, the compound effect of the +1dB and –1dB settings illustrated by the two grey responses [Graph 1]. The in ƃ uence of the snug-Ƃ tting bass grille is not substantive [blue trace] while the 300mm pulp-cone woofer delivers reliably low distortion bass (just 0.2%/90dB SPL/1m) whether exposed or hidden. The re ƃ ex alignment is slighty ‘peaky’ [green shaded area, Graph 1] with a steep roll-off below 100Hz, augmented by ports tuned to 35Hz, yielding a diffraction-corrected –6dB extension of 45Hz (re. 200Hz).With that mid/treble horn on show there’s hope of high sensitivity and JBL’s 4349 does not disappoint, achieving 89dB/1kHz/1m and 90dB from 500-8kHz, despite the switchback in response. JBL’s nominal 8ohm impedance is accurate, the 4349 presenting a very ‘easy’ minimum of 7.5ohm/118Hz, well away from the highest (though not especially ‘high’) phase angles of +47o /371Hz and –49o /74Hz. There’s a 6ohm dip at an ultrasonic 30kHz, but this will not be troublesome – so the 4349 is an easy enough load for triode tube a Ƃ cionados! PM。
国际商务 查尔斯w.l.希尔 第七版 原版官方pptchap009
The Nature Of The Foreign Exchange Market
·High-speed computer linkages between trading centers around the globe have effectively created a single market— there is no significant difference between exchange rates quotes in the differing trading centers · I f exchange rates quoted in different markets were not essentially the same, there would be an opportunity for arbitrage (the process of buying a currency low and selling it high), and the gap would close ·Most transactions involve dollars on one side— it is a vehicle currency along with the euro, the Japanese yen, and the British pound
Introduction
·A firm ’ s sales, profits, and strategy are affected by events in the foreign exchange market ·The foreign exchange market is a market for converting the currency of one country into that of another country · The exchange rate is the rate at which one currency is converted into another
商务英语与商务交流考试 选择题 59题
1. What does "B2B" stand for in business context?A) Business to BusinessB) Business to BuyerC) Buyer to BuyerD) Business to Bank2. Which of the following is a common method of payment in internationa l trade?A) PayPalB) Letter of CreditC) Cash on DeliveryD) Personal Check3. In a business email, what is the appropriate way to sign off?A) Cheers!B) Yours truly,C) Best regards,D) All the best,4. What does "SWOT" analysis stand for?A) Strengths, Weaknesses, Opportunities, ThreatsB) Strengths, Workforce, Opportunities, TrendsC) Strategic, Weaknesses, Operations, ThreatsD) Strengths, Workforce, Operations, Trends5. Which of the following is NOT a characteristic of a professional bus iness presentation?A) InformativeB) EngagingC) Casual attireD) Well-structured6. What is the primary purpose of a business plan?A) To secure fundingB) To decorate the officeC) To entertain employeesD) To increase personal wealth7. Which document outlines the terms and conditions of a business contr act?A) Memorandum of UnderstandingB) Purchase OrderC) Contract AgreementD) Invoice8. What is the term for the process of evaluating and choosing among al ternative investments?A) Capital budgetingB) Financial forecastingC) Risk analysisD) Portfolio management9. In business communication, what does "CC" stand for?A) Carbon CopyB) Creative CopyC) Confidential CopyD) Clear Copy10. What is the main goal of a marketing strategy?A) To increase brand awarenessB) To decrease competitionC) To lower product pricesD) To reduce marketing costs11. Which of the following is a key element of a business proposal?A) Personal anecdotesB) Detailed budgetC) Family historyD) Favorite recipes12. What is the term for the process of identifying and communicating w ith potential customers?A) MarketingB) AccountingC) ProductionD) Distribution13. In a business negotiation, what is the "BATNA"?A) Best Available Trade Negotiation AgreementB) Best Alternative To a Negotiated AgreementC) Business Analysis and Trade Negotiation ActD) Basic Agreement on Trade and Negotiation14. What does "ROI" stand for in business?A) Return on InvestmentB) Rate of InterestC) Resource Optimization InitiativeD) Revenue Over Investment15. Which of the following is a common business document used to reques t payment?A) InvoiceB) ReceiptC) QuotationD) Proposal16. What is the purpose of a "non-disclosure agreement" (NDA)?A) To protect confidential informationB) To increase employee salariesC) To promote public disclosureD) To limit business growth17. In business terms, what does "EBITDA" stand for?A) Earnings Before Interest, Taxes, Depreciation, and AmortizationB) Estimated Business Income and Tax Depreciation AnalysisC) Economic Benefits in Total, Directly AppliedD) Earnings Before Interest, Trade, Depreciation, and Adjustment18. What is the main function of a "balance sheet" in accounting?A) To show the financial performance over timeB) To list all the company's assets and liabilitiesC) To track daily salesD) To record employee salaries19. Which of the following is a key component of a business's competiti ve strategy?A) Cost leadershipB) Employee happinessC) Office decorationD) Social media likes20. What is the term for a business model where companies do not manufa cture products but instead outsource production to other companies?A) FranchisingB) LicensingC) OutsourcingD) Subcontracting21. In international trade, what does "CIF" stand for?A) Cost, Insurance, and FreightB) Cash in FrontC) Current International FormatD) Commercial Invoice and Freight22. What is the primary purpose of a "business model canvas"?A) To decorate the office wallB) To outline the key elements of a business modelC) To track employee attendanceD) To store confidential documents23. Which of the following is a common business term for a temporary st oppage of work?A) StrikeB) LockoutC) LayoffD) Shutdown24. What is the term for the process of analyzing financial statements to evaluate a company's financial health?A) Financial analysisB) BudgetingC) AuditingD) Forecasting25. In business communication, what does "FYI" stand for?A) For Your InformationB) Follow Your InstinctsC) For Your ImprovementD) For Your Interest26. What is the main goal of a "business continuity plan"?A) To ensure the business can continue operating during disruptionsB) To increase employee productivityC) To reduce marketing expensesD) To improve customer service27. Which of the following is a common business document used to outline the terms of a sale?A) InvoiceB) Purchase OrderC) QuotationD) Proposal28. What is the term for the process of converting raw materials into f inished products?A) ManufacturingB) DistributionC) MarketingD) Sales29. In business terms, what does "P&L" stand for?A) Profit and LossB) Product and LocationC) Price and LaborD) Promotion and Logistics30. What is the main purpose of a "business case"?A) To justify a business decision or projectB) To decorate the officeC) To entertain employeesD) To increase personal wealth31. Which of the following is a key element of a business's supply chai n?A) Marketing strategyB) Financial analysisC) Inventory managementD) Employee training32. What is the term for the process of identifying and developing new business opportunities?A) Business developmentB) Financial planningC) Marketing researchD) Sales forecasting33. In business communication, what does "ASAP" stand for?A) As Soon As PossibleB) At Some Appropriate PlaceC) All Systems Are PositiveD) Always Say A Prayer34. What is the main goal of a "market analysis"?A) To understand the market conditions and trendsB) To increase employee salariesC) To promote public disclosureD) To limit business growth35. Which of the following is a common business document used to outline the terms of a service agreement?A) ContractB) InvoiceC) QuotationD) Proposal36. What is the term for the process of planning and organizing resourc es to achieve specific goals?A) Project managementB) Financial managementC) Human resource managementD) Inventory management37. In business terms, what does "KPI" stand for?A) Key Performance IndicatorB) Key Profit IndicatorC) Knowledge Process ImprovementD) Key Productivity Index38. What is the main purpose of a "business report"?A) To provide detailed information on a specific topicB) To decorate the officeC) To entertain employeesD) To increase personal wealth39. Which of the following is a common business term for a formal agreement between two or more parties?A) ContractB) InvoiceC) QuotationD) Proposal40. What is the term for the process of managing the company's financia l resources?A) Financial managementB) Project managementC) Human resource managementD) Inventory management41. In business communication, what does "ETA" stand for?A) Estimated Time of ArrivalB) Estimated Time of ActionC) Effective Time of ApplicationD) Early Termination Agreement42. What is the main goal of a "risk management" plan?A) To identify and mitigate potential risksB) To increase employee productivityC) To reduce marketing expensesD) To improve customer service43. Which of the following is a common business document used to reques t goods or services?A) Purchase OrderB) InvoiceC) QuotationD) Proposal44. What is the term for the process of promoting and selling products or services?A) SalesB) MarketingC) DistributionD) Production45. In business terms, what does "CRM" stand for?A) Customer Relationship ManagementB) Corporate Resource ManagementC) Customer Revenue ManagementD) Corporate Risk Management46. What is the main purpose of a "business strategy"?A) To achieve long-term goalsB) To decorate the officeC) To entertain employeesD) To increase personal wealth47. Which of the following is a key element of a business's marketing m ix?A) ProductB) PriceC) PlaceD) All of the above48. What is the term for the process of planning and organizing resourc es to achieve specific goals?A) Project managementB) Financial managementC) Human resource managementD) Inventory management49. In business communication, what does "TBD" stand for?A) To Be DeterminedB) To Be DiscussedC) To Be DoneD) To Be Decided50. What is the main goal of a "business plan"?A) To outline the strategy and operations of a businessB) To decorate the officeC) To entertain employeesD) To increase personal wealth51. Which of the following is a common business document used to outline the terms of a service agreement?A) ContractB) InvoiceC) QuotationD) Proposal52. What is the term for the process of managing the company's financia l resources?A) Financial managementB) Project managementC) Human resource managementD) Inventory management53. In business terms, what does "KPI" stand for?A) Key Performance IndicatorB) Key Profit IndicatorC) Knowledge Process ImprovementD) Key Productivity Index54. What is the main purpose of a "business report"?A) To provide detailed information on a specific topicB) To decorate the officeC) To entertain employeesD) To increase personal wealth55. Which of the following is a common business term for a formal agree ment between two or more parties?A) ContractB) InvoiceC) QuotationD) Proposal56. What is the term for the process of managing the company's financia l resources?A) Financial managementB) Project managementC) Human resource managementD) Inventory management57. In business communication, what does "ETA" stand for?A) Estimated Time of ArrivalB) Estimated Time of ActionC) Effective Time of ApplicationD) Early Termination Agreement58. What is the main goal of a "risk management" plan?A) To identify and mitigate potential risksB) To increase employee productivityC) To reduce marketing expensesD) To improve customer service59. Which of the following is a common business document used to reques t goods or services?A) Purchase OrderB) InvoiceC) QuotationD) ProposalAnswers:1. A2. B3. C4. A5. C6. A7. C8. A9. A10. A11. B12. A13. B14. A15. A16. A17. A18. B19. A20. C21. A22. B23. C24. A25. A26. A27. B28. A29. A30. A31. C32. A33. A34. A35. A36. A37. A38. A39. A40. A41. A42. A43. A44. A45. A46. A47. D48. A49. A50. A51. A52. A53. A54. A55. A56. A57. A58. A59. A。
世界化肥化工企业
就在这个以带领服装潮流见称的中国城市里，巴斯夫染料成为了畅销产品。由那时候开始，巴斯夫正式踏足中国市场。
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巴斯夫是一间大型国际化工公司，在39个国家中生产各种产品，并与170多个国家的客户商务往来。巴斯夫集团于1997年
底综合销售额高达558亿马克。1997年底，巴斯夫的员工人数超过100，000名。
材料科技
拜瑞妥、多吉美、拜新同等畅销产品 除草剂产品、防稻瘟病产品、真菌病原体导致的作物疾病产品 聚碳酸酯、聚氨酯、涂料粘合剂及特殊化学品。
陶氏化学发展历史
陶氏化学
陶氏化学业务架构图 陶氏化学产品架构图
功能产品 基础材料 功能材料 健康与农业科技 化工产品 农化产品 塑料产品
包括食品、运输、保健和医药、 个人及家居护理、建造与工程等。
因为巴斯夫所制造的消费品并不多，但在物料供应方面可说是包罗万象。这些物料被用作制成各式各样使生活更美好的产品，
例如蓝色牛仔裤所用的靛蓝染料和汽车所有的涂料等。尽心尽力为我们的生产带来优质产品，是构成巴斯夫成功的部份元素。
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听取客户意见，为客户提供服务以及满足他们的需求，是巴斯夫的宗旨，为贯彻这宗旨，公司将继续开发新产品和增强巴
世界化工企业
化工企业在中国
企业名称 巴斯夫 拜耳
在中国
1885年，中国已成为巴斯夫品红在德国以外最重要的市场。 目前，巴斯夫中国区拥有23个全资子公司和10个合资公司，分 别位于香港、北京、上海、南京、广州、吉林、沈阳和新竹。2007年，巴斯夫在大中华区的销售额约为44亿欧元。巴斯夫 在大中华区的主要业务范围包括石化产品、聚合物分散体、聚苯乙烯、聚氨酯、工程塑料、涂料、纺织和皮革业特性产品、 中间体、催化剂和化学建材等。
• 早于公元前2600年，中国已出现了有关使用染料之文字记载。另一方面，德国人亦一向是开发染料的先驱者。1834年，德国一 名化学家发现，若在提炼煤油时加上漂白剂，苯胺会放出鲜蓝色彩，这奠定了日后发展苯胺染料的基础。
酒水基础知识-SpiritsBasics
SPIRITS BASICS烈酒基础A R EVIEW OF F ERMENTATION AND D ISTILLATION.对发酵和蒸馏旳回忆。
T HE D IFFERENCES AND THE P RODUCTION区别和生产T ECHNIQUES OF ALL THE M AJOR S PIRIT T YPES.所有重要烈酒类型旳措施。
SPIRITS BASICS- Seminar Outline 烈酒基础知识-研究纲要1. History历史2. Fermentation [,fə:men'teiʃən]发酵3. Distillation [,disti'leiʃən]蒸馏4. American Whiskey美国威士忌5. Canadian Whisky加拿大威士忌6. Irish Whiskey爱尔兰威士忌7. Scotch Whisky苏格兰威士忌8. Vodka伏特加9. Gin金酒、杜松子酒10. Tequila [tə'ki:lə ]龙舌兰酒11. Rum朗姆酒12. Brandy白兰地酒13. Cognac ['kɔnjæk] & Armagnac ['ɑ:mənjæk]干忌&阿玛尼亚克Ps：阿尔玛涅克（Armagnac)是法国白兰地旳2大产区之一，另一种叫干邑（Cognac）。
干邑旳白兰地重要用于出口，而阿尔玛涅克（雅文邑）重要是内销，中国国内是比较少见旳。
14. Cordials ['kɔ:djəl] & Liqueurs [li'kjuə]甜酒&利口酒History历史Spirits are potable alcoholic liquids obtained through distillation.烈酒是由蒸馏获取旳可饮用旳酒精液体。
Only possible to produce since the discovery of distillation.蒸馏旳发现使其生产成为也许。
外贸箱包皮具档口英语教程unit22
√UNIT22 降价清货情景对话2
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★外贸箱包皮具档口英语★
C: It's really cheap.
真便宜。
√UNIT22 降价清货情景对话2
4
★外贸箱包皮具档口英语★
Thanks for watching!
谢谢观看！
同步推出本教程精讲学习版 多尼英语课堂
Always believe something wonderful is about to happen!
客户常用语
出示产品 Showing Products
★外贸箱包皮具档口英语★
Why so cheap？
为什么这么便宜？
√UNIT22 降价清货客户常用语 1
★外贸箱包皮具档口英语★
It's a real bargain.
这是一桩好买卖。
√UNIT22 降价清货客户常用语 2
★外贸箱包皮具档口英语★
We sold our products at a low figure.
我们以低价销售产品。
√UNIT22 降价清货常用语
24
★外贸箱包皮具档口英语★
We are having a clearance sale this week.
本周我们清仓大减价。
√UNIT22 降价清货常用语
25
★外贸箱包皮具档口英语★
We're sorry，we can’t refund your money. Because it is a discount sale's good.
很抱歉，我们不能退钱给您， 因为它是打折商品。
√UNIT22 降价清货常用语
26
★外贸箱包皮具档口英语★
Bain战略分析工具英文版
Creating and managing a profit pool
Profit pool analysis may indicate new opportunities or threats
Imperatives
Be open to a new perspective on your business and industry
0
0
other components
personal computers
microprocessors
share of industry revenue
software
peripherals
Value chain focus Axes
Vertical—operating margin Horizontal—share of industry data
service repair
100%
aftermarket parts auto rental
2023/12/29
4
Profit Pools: Company Examples
Companies
Automakers U-Haul Elevators (OTIS) Harley Davidson
Polaroid
Current strategy
Change product focus
Change Customer focus
2023/12/29
15
Application to our cases
Retail industry (Wal*Mart) Soft drink industry (Coca-Cola and
ZARA模式简介英文版
Business Model (cont`d)
Retailing
consists of merchandising and store operations Stores places in premium streets and city centers Set fabulous window-display store Main retailing tactic: create scarcity Very low advertisements Aims: reduce inventory and marked-down prices
Euro-Centric Model
Diseconomies of Scale
Threats
Potential Oversaturation in Europe Rivals may copy Zara's strategy Competition from Chinese and other external manufacturers Manufacturing base in Spain may become Expensive
Design
Coordinate with R&D and also with stores itself to catch new trends
Ability to produce fast fashion
Marketing
Market Penetration:
Own subsidiaries Joint Ventures Franchising
Competitive Advantage
沃尔玛采购部常用英文专业术语(英译汉)
Terminology 专业术语J UN.2010TERMINOLOGY专有名词解释APPAREL 服装指从23到36部门的商品。
包括女式毛衣、男式宽松裤、婴儿服等等。
为预标签商品，在送货前要求供应商为其挂好吊牌。
ASSEMBLY 直订商场自动补货商品的订货方法。
BOH 期初库存“期初库存Beginning On Hand”的缩写即商品在未被定购或接收之前的数量。
每个月月末系统自动计算出月末库存，即为下月的期初库存。
EOH 期末库存Abbreviation for “Ending On Hand”. Beginning inventory plus merchandise received.“Ending On Hand” 的缩写。
即期初库存加上收货并减去销售和降价。
BP： Basic Price 基本零售价每个商品必须有的一个基础价格,任何AR/TR/OB的类型都是在有了基本零售价格之后才可以建立的。
OB价 Other Base Price 其他地区基本零售价针对一个商品在某地的BP价格而设定的其他地区的基本零售价格。
BULLETIN 机会与信息它是采购部同商场营运部进行沟通的一种工具，每个星期三采购部会发往商场。
内容主要包括重要商品信息、促销信息等。
CANCEL DATE 取消日针对某张订单供应商可以送货的最后一天。
SHIP DATE 起运日供应商可以发货的日期。
一般供应商从ship date 至 cancel date 的时间为4天，最长不能超过7天（Open PO 7天）LEAD TIME 备货时间由订单的create date到实际收到所订货物所需的时间。
这是货物生产所需时间与运到分销中心/仓库或商场所需时间之和。
Lead Time 越长，单次订货数量相应需要增大。
CHECKOUT 收银处商品摆在收银处旁的利润高、销量大的商品。
一般为82部门的商品。
CLAIM 索赔把货退给供应商并且从供应商的帐上扣款。
Cello World Limited 消费品说明书
A consumer brand product for every individualAbout the CompanyCello World Limited (CWL) business is broadly divided into two categories, consumer houseware and consumer glassware, a prominent player in the consumer ware market in India with presence in the consumer house ware, writing instruments and stationery, moulded furniture and allied products and consumer glassware categories. The six decades of experience of the Promoters (through their family) in the consumer products industry has enabled us to better understand the preferences and needs of consumers in India, diversify the product portfolio on a regular basis and grow through a strong multi-channel distribution network. CWL operates through 13 manufacturing facilities across five locations in India, and is currently establishing a glassware manufacturing facility in Rajasthan endeavoring to maintain high quality standards and good manufacturing practices as of June 30, 2023.Popular products and diversified portfolio across price pointsCWL manufacturing capabilities allow them to manufacture a diverse range of products in-house (79% in FY23), which in turn enables them to scale up production quickly to meet increased demand, reduce time taken to launch new products in the market compared to peers , they aim to expand their product portfolio in their consumer house ware product category, by focusing on introducing new range of products in the kitchenware, porcelain, appliances, cookware, glassware, writing instruments, and stationery spaces.Pan India distribution network building a strong brandCWL has a strong footprint of 3,322 distributors catering to 1, 26,382 retailers achieving economies of scale improving the supply chain network and demand of each region. It has a presence across distribution channel mix with general trade, modern trade, export and online supported by 721 member sales team to respond traders understanding consumer preferences balancing the product availability deploying the inventory levels in an efficient manner.New business to multifold revenues in next few yearsCWL is expected to become the only domestic consumer products company which has presence across all material types to have an in-house glassware manufacturing facility in Rajasthan with European based machinery that enables high productivity and precision in design and finish scaling up the consumer glassware and opal ware business which registered revenue CAGR of 36% over FY21-23. The writing and instruments business has achieved scale over the last 4 years with the highest EBITDA margins among writing instruments business and will achieve further growth both in domestic and exports increasing the capacities by 60% and distribution network over the next few years.Financials in BriefOn the financial front, the company reported a turnover of Rs1049 Crs, Rs1359 Crs and Rs1797 Crs for FY21, FY22 and FY23 respectively, on a consolidated basis. It posted net profit of Rs 166 Crs, Rs220 Crs and Rs 285 Crs with steady net margins at 16% average respectively for the aforementioned period. Revenues and PAT both registered a CAGR of ~30% over FY21-23. CWL revenues, ebitda and net margins are better than peers across its various lines of business embarking on a strong strategy and track record.Our ViewCWL has demonstrated its manufacturing and production capabilities with continuous innovation of products in various categories across age groups, categories of consumer house ware growing the wallet share and consumer base over the years. CWL has scaled up the branding attracting new customers, increasing market share in its respective product categories moving up the value chain for every segment. CWL has developed a strong brand identity through effective brand advertisements and marketing campaigns, including “Cello – Companion for Life’’, “Cello – Rishta Zindagi Bhar Ka’’, “Hot Chahiye Toh Cello” and “Don’t Just Write, Glide”. We believe CWL would be a prominent player in its respective business verticals with a large addressable market growth of average 16%, strong financials, debt free company offers a growth play in the long term. Therefore we recommend a SUBSCRIBE to the issue.Cello World LimitedConsumerware | IndiaIPO| 27 October 2023SUBSCRIBEIPO DetailsPrice Band (Rs) 617-648Face Value (Rs)5Issue Open/Closing Date 30-Oct-23/01-Nov-23Fresh Issues (Crs)- OFS (Crs) 1,900.0 Total Issue (Crs) 1,900.0Minimum Bid Qty. (Nos) 23QIB / HNI / Retail50%/15%/35%Implied Market Cap (Rs Crs)*13,753*At higher bandf Achieve the benefits of listing of equity sharesenhancing visibility and brand imagepositions; f Diversified product portfolio across price pointscatering to diverse consumer requirements f Pan-India distribution network with a presence acrossmultiple channels.f Ability to ma nufa cture a diverse ra nge of productsand maintain optimal inventory levelsfTrademarks of key brandsOthers8.121.9EBITDA287350437EBITDA Margin (%)27.325.724.3PAT166220285PAT Margin (%)15.816.215.9EPS (Rs)7.810.513.2RocE (%)58.740.944.5RoE (%)52.245.939.9NAV (Rs.)14.922.834.1Networth290444666Source: RHPSenior Research Analyst:Vikas JainContact : (022) 41681371Email : ****************************Exhibit 1: Market size of Global Consumerware Industry (In USD Bn)Source: RHP, Technopak AnalysisExhibit 2: Market size of Indian Consumerware Industry (In INR Bn)Source: RHP, Technopak AnalysisExhibit 3: Category wise segmentation of Indian Consumerware Market. Market size-FY 2022Source: RHP, Technopak AnalysisExhibit 4: Share of Branded and Unbranded in Consumer Glassware MarketSource: RHPExhibit 5: Evolution of the CompanySource: RHPExhibit 6: Prominent Player In The Consumerware Market in IndiaSource: RHPExhibit 7: Addressable Market Across Multiple CategoriesSource: RHPExhibit 8: Multiple Drivers In Place For Growth Across CategoriesSource: RHP, Technopak Industry ReportNote: 1. Does not include exports2. Industry Report from Technopak3. Includes plasticmoulded furniture and air cooler marketExhibit 9: Diversified Product Portfolio (1/2)Source: RHP; Note: 1. I ndustry Report from Technopak 2. As of June 30, 2023. SKUs denote the number of units available for sale at any point in time. Our SKUs may be either individualproducts, products packaged together or of a different colours. Hence, our number of SKUs and products are not equivalent.Exhibit 10: Diversified Product Portfolio (2/2)Source: RHPExhibit 11: Catering T o Diverse Consumer RequirementsSource: RHPExhibit 12: Ability T o Manufacture A Diverse Range Of Products..Source: RHPDisclaimer:Reliance Securities Limited (RSL), the broking arm of Reliance Capital is one of the India’s leading retail broking houses. Reliance Capital is amongst India’s leading and most valuable financial services companies in the private sector. Reliance Capital has interests in asset management and mutual funds, life and general insurance, commercial finance, equities and commodities broking, wealth management services, distribution of financial products, private equity, asset reconstruction, proprietary investments and other activities in financial services. The list of associates of RSL is available on the website www.reliancecapital.co.in. RSL is registered as a Research Analyst under SEBI (Research Analyst) Regulations, 2014General Disclaimers: This Research Report (hereinafter called ‘Report’) is prepared and distributed by RSL for information purposes only. The recommendations, if any, made herein are expression of views and/or opinions and should not be deemed or construed to be neither advice for the purpose of purchase or sale of any security, derivatives or any other security through RSL nor any solicitation or offering of any investment /trading opportunity on behalf of the issuer(s) of the respective security(ies) referred to herein. These information / opinions / views are not meant to serve as a professional investment guide for the readers. No action is solicited based upon the information provided herein. Recipients of this Report should rely on information/data arising out of their own investigations. Readers are advised to seek independent professional advice and arrive at an informed trading/investment decision before executing any trades or making any investments. This Report has been prepared on the basis of publicly available information, internally developed data and other sources believed by RSL to be reliable. RSL or its directors, employees, affiliates or representatives do not assume any responsibility for, or warrant the accuracy, completeness, adequacy and reliability of such information / opinions / views. While due care has been taken to ensure that the disclosures and opinions given are fair and reasonable, none of the directors, employees, affiliates or representatives of RSL shall be liable for any direct, indirect, special, incidental, consequential, punitive or exemplary damages, including lost profits arising in any way whatsoever from the information / opinions / views contained in this Report.Risks: Trading and investment in securities are subject to market risks. There are no assurances or guarantees that the objectives of any of trading / investment in securities will be achieved. The trades/ investments referred to herein may not be suitable to all categories of traders/investors. The names of securities mentioned herein do not in any manner indicate their prospects or returns. The value of securities referred to herein may be adversely affected by the performance or otherwise of the respective issuer companies, changes in the market conditions, micro and macro factors and forces affecting capital markets like interest rate risk, credit risk, liquidity risk and reinvestment risk. Derivative products may also be affected by various risks including but not limited to counter party risk, market risk, valuation risk, liquidity risk and other risks. Besides the price of the underlying asset, volatility, tenor and interest rates may affect the pricing of derivatives.Disclaimers in respect of jurisdiction: The possession, circulation and/or distribution of this Report may be restricted or regulated in certain jurisdictions by appropriate laws. No action has been or will be taken by RSL in any jurisdiction (other than India), where any action for such purpose(s) is required. Accordingly, this Report shall not be possessed, circulated and/or distributed in any such country or jurisdiction unless such action is in compliance with all applicable laws and regulations of such country or jurisdiction. RSL requires such recipient to inform himself about and to observe any restrictions at his own expense, without any liability to RSL. Any dispute arising out of this Report shall be subject to the exclusive jurisdiction of the Courts in India.Disclosure of Interest: The research analysts who have prepared this Report hereby certify that the views /opinions expressed in this Report are their personal independent views/opinions in respect of the securities and their respective issuers. None of RSL, research analysts, or their relatives had any known direct /indirect material conflict of interest including any long/short position(s) in any specific security on which views/opinions have been made in this Report, during its preparation. RSL’s Associates may have other potential/material conflict of interest with respect to any recommendation and related information and opinions at the time of publication of research report. RSL, its Associates, the research analysts, or their relatives might have financial interest in the issuer company(ies) of the said securities. RSL or its Associates may have received a compensation from the said issuer company(ies) in last 12 months for the brokerage or non brokerage services.RSL, its Associates, the research analysts or their relatives have not received any compensation or other benefits directly or indirectly from the said issuer company(ies) or any third party in last 12 months in any respect whatsoever for preparation of this report. The research analysts has served as an officer, director or employee of the said issuer company(ies)?: NoRSL, its Associates, the research analysts or their relatives holds ownership of 1% or more, in respect of the said issuer company(ies).?: NoCopyright: The copyright in this Report belongs exclusively to RSL. This Report shall only be read by those persons to whom it has been delivered. No reprinting, reproduction, copying, distribution of this Report in any manner whatsoever, in whole or in part, is permitted without the prior express written consent of RSL.RSL’s activities were neither suspended nor have defaulted with any stock exchange with whom RSL is registered. Further, there does not exist any material adverse order/judgments/strictures assessed by any regulatory, government or public authority or agency or any law enforcing agency in last three years. Further, there does not exist any material enquiry of whatsoever nature instituted or pending against RSL as on the date of this Report.Important These disclaimers, risks and other disclosures must be read in conjunction with the information / opinions / views of which they form part of.RSL CIN: U65990MH2005PLC154052. SEB registration no. (Stock Broker: NZ000172433, Depository Participants: CDSL N-DP-257-2016 N-DP-NSDL-363-2013, Research Analyst: INH000002384); AMFI ARN No.29889.VIKASINDER JAIN。
商务英语考试 选择题 64题
1. What does the acronym "B2B" stand for in the context of business?A. Business to BusinessB. Business to BuyerC. Buyer to BuyerD. Business to Bank2. Which of the following is a key component of a business letter?A. Personal greetingsB. Informal languageC. Professional toneD. Slang expressions3. In a business meeting, what does "SWOT analysis" refer to?A. A method for strategic planningB. A type of financial reportC. A marketing strategyD. A legal document4. What is the primary purpose of a balance sheet in accounting?A. To show the company's revenueB. To display the company's assets and liabilitiesC. To track daily expensesD. To forecast future profits5. Which term describes the process of evaluating a company's performan ce against its set goals?A. BenchmarkingB. BudgetingC. AuditingD. Performance appraisal6. What does "due diligence" mean in a business context?A. The process of thoroughly investigating a business or person befo re a transactionB. A routine check-up of company assetsC. The act of paying bills on timeD. A legal requirement for all businesses7. Which of the following is an example of a fixed cost in business?A. Raw materialsB. RentC. Sales commissionsD. Shipping fees8. What is the term for the amount of money a company earns from its to tal sales after deducting the cost of goods sold?A. Gross profitB. Net profitC. Operating profitD. EBITDA9. In international trade, what does "CIF" stand for?A. Cost, Insurance, and FreightB. Cash in FrontC. Currency and Foreign InvestmentD. Current International Finance10. What is the main purpose of a business plan?A. To secure fundingB. To decorate the officeC. To entertain employeesD. To comply with legal requirements11. Which of the following is a characteristic of a successful business proposal?A. Vague objectivesB. Lack of detailC. Clear and concise languageD. Use of slang12. What does "ROI" stand for in business?A. Return on InvestmentB. Rate of InterestC. Revenue of IncomeD. Regular Operating Income13. In a business context, what is a "pitch"?A. A type of documentB. A presentation to potential investors or clientsC. A legal termD. A financial report14. What is the main goal of market research in business?A. To increase employee moraleB. To understand customer needs and market trendsC. To reduce costsD. To comply with government regulations15. Which of the following is a key element of a company's marketing mi x?A. ProductB. PriceC. PlaceD. All of the above16. What does "EBIT" stand for in financial terms?A. Earnings Before Interest and TaxesB. Estimated Budget in TimeC. Economic Benefit IndexD. External Business Integration17. In business communication, what is the purpose of a memo?A. To provide a formal record of a decisionB. To inform employees about company newsC. To entertain clientsD. To secure a business loan18. What is a "non-disclosure agreement" (NDA) used for?A. To protect the privacy of company employeesB. To prevent the sharing of confidential informationC. To increase salesD. To comply with tax regulations19. Which of the following is a type of business entity?A. Sole proprietorshipB. PartnershipC. CorporationD. All of the above20. What is the main purpose of a "mission statement" in a business?A. To outline the company's goals and valuesB. To provide legal protectionC. To increase stock pricesD. To comply with environmental regulations21. In business, what does "CRM" stand for?A. Customer Relationship ManagementB. Corporate Resource ManagementC. Cost Reduction MethodD. Central Reporting Mechanism22. What is the primary goal of a "focus group" in market research?A. To increase production efficiencyB. To gather opinions and feedback from a targeted group of consume rsC. To reduce marketing costsD. To comply with safety standards23. Which of the following is a key aspect of "branding"?A. Product qualityB. Customer serviceC. Consistency in marketing messagesD. All of the above24. What is the term for the process of setting prices based on competi tors' prices?A. Cost-plus pricingB. Value-based pricingC. Competitive pricingD. Psychological pricing25. In business, what does "KPI" stand for?A. Key Performance IndicatorB. Key Profit IndexC. Knowledge Process ImprovementD. Key Personnel Information26. What is the main purpose of a "break-even analysis" in business?A. To determine the point at which a company's revenues equal its c ostsB. To forecast future market trendsC. To increase employee productivityD. To comply with legal requirements27. Which of the following is a characteristic of a "lean business mode l"?A. High levels of inventoryB. Minimal waste and efficient processesC. Expensive marketing campaignsD. Complex organizational structure28. What is the term for the process of analyzing financial statements to evaluate a company's financial health?A. AuditingB. BudgetingC. Financial analysisD. Strategic planning29. In business, what does "M&A" stand for?A. Marketing and AdvertisingB. Mergers and AcquisitionsC. Management and AdministrationD. Monetary and Accounting30. What is the main purpose of a "business continuity plan"?A. To ensure the company can continue operating during disruptionsB. To increase sales during holidaysC. To comply with environmental regulationsD. To reduce employee turnover31. Which of the following is a key factor in "supply chain management"?A. Customer satisfactionB. Inventory controlC. Transportation logisticsD. All of the above32. What is the term for the process of converting raw materials into f inished products?A. ManufacturingB. MarketingC. DistributionD. Retailing33. In business, what does "P&L" stand for?A. Profit and LossB. Product and LocationC. Personnel and LogisticsD. Planning and Leadership34. What is the main purpose of a "business model canvas"?A. To provide a visual representation of a business modelB. To increase office spaceC. To comply with legal requirementsD. To reduce marketing costs35. Which of the following is a key element of "strategic management"?A. Daily operationsB. Long-term planningC. Employee moraleD. Customer complaints36. What is the term for the process of setting and achieving goals ina business?A. BenchmarkingB. BudgetingC. Strategic planningD. Performance appraisal37. In business, what does "IPO" stand for?A. Initial Public OfferingB. Internal Process OptimizationC. International Procurement OfficeD. Innovative Product Operation38. What is the main purpose of a "business case"?A. To justify the need for a project or investmentB. To increase employee productivityC. To comply with safety regulationsD. To reduce costs39. Which of the following is a key aspect of "risk management"?A. Ignoring potential threatsB. Identifying and mitigating risksC. Increasing operational costsD. Reducing employee benefits40. What is the term for the process of creating a unique name and image for a product in the consumer's mind?A. BrandingB. MarketingC. AdvertisingD. Public relations41. In business, what does "ERP" stand for?A. Enterprise Resource PlanningB. Economic Recovery ProgramC. Employee Relations PolicyD. Electronic Reporting Platform42. What is the main purpose of a "business strategy"?A. To increase daily salesB. To achieve long-term goalsC. To comply with legal requirementsD. To reduce employee morale43. Which of the following is a key element of "customer service"?A. Providing timely and helpful supportB. Increasing product pricesC. Reducing marketing effortsD. Ignoring customer complaints44. What is the term for the process of planning and executing the conc eption, pricing, promotion, and distribution of ideas, goods, and servi ces?A. MarketingB. ManufacturingC. DistributionD. Retailing45. In business, what does "VC" stand for?A. Venture CapitalB. Value ChainC. Virtual CompanyD. Variable Cost46. What is the main purpose of a "business plan"?A. To secure fundingB. To decorate the officeC. To entertain employeesD. To comply with legal requirements47. Which of the following is a characteristic of a successful business proposal?A. Vague objectivesB. Lack of detailC. Clear and concise languageD. Use of slang48. What does "ROI" stand for in business?A. Return on InvestmentB. Rate of InterestC. Revenue of IncomeD. Regular Operating Income49. In a business context, what is a "pitch"?A. A type of documentB. A presentation to potential investors or clientsC. A legal termD. A financial report50. What is the main goal of market research in business?A. To increase employee moraleB. To understand customer needs and market trendsC. To reduce costsD. To comply with government regulations51. Which of the following is a key element of a company's marketing mi x?A. ProductB. PriceC. PlaceD. All of the above52. What does "EBIT" stand for in financial terms?A. Earnings Before Interest and TaxesB. Estimated Budget in TimeC. Economic Benefit IndexD. External Business Integration53. In business communication, what is the purpose of a memo?A. To provide a formal record of a decisionB. To inform employees about company newsC. To entertain clientsD. To secure a business loan54. What is a "non-disclosure agreement" (NDA) used for?A. To protect the privacy of company employeesB. To prevent the sharing of confidential informationC. To increase salesD. To comply with tax regulations55. Which of the following is a type of business entity?A. Sole proprietorshipB. PartnershipC. CorporationD. All of the above56. What is the main purpose of a "mission statement" in a business?A. To outline the company's goals and valuesB. To provide legal protectionC. To increase stock pricesD. To comply with environmental regulations57. In business, what does "CRM" stand for?A. Customer Relationship ManagementB. Corporate Resource ManagementC. Cost Reduction MethodD. Central Reporting Mechanism58. What is the primary goal of a "focus group" in market research?A. To increase production efficiencyB. To gather opinions and feedback from a targeted group of consume rsC. To reduce marketing costsD. To comply with safety standards59. Which of the following is a key aspect of "branding"?A. Product qualityB. Customer serviceC. Consistency in marketing messagesD. All of the above60. What is the term for the process of setting prices based on competi tors' prices?A. Cost-plus pricingB. Value-based pricingC. Competitive pricingD. Psychological pricing61. In business, what does "KPI" stand for?A. Key Performance IndicatorB. Key Profit IndexC. Knowledge Process ImprovementD. Key Personnel Information62. What is the main purpose of a "break-even analysis" in business?A. To determine the point at which a company's revenues equal its c ostsB. To forecast future market trendsC. To increase employee productivityD. To comply with legal requirements63. Which of the following is a characteristic of a "lean business mode l"?A. High levels of inventoryB. Minimal waste and efficient processesC. Expensive marketing campaignsD. Complex organizational structure64. What is the term for the process of analyzing financial statements to evaluate a company's financial health?A. AuditingB. BudgetingC. Financial analysisD. Strategic planning答案：1. A2. C3. A4. B5. D6. A7. B8. A9. A10. A11. C12. A13. B14. B15. D16. A17. B18. B19. D20. A21. A22. B23. D24. C25. A26. A27. B28. C29. B30. A31. D32. A33. A34. A35. B36. C37. A38. A39. B40. A41. A42. B43. A44. A45. A46. A47. C48. A49. B50. B51. D52. A53. B54. B55. D56. A57. A58. B59. D60. C61. A62. A63. B64. C。
FM Crew Cab 消防车组员车型说明书
FM crew cab is developed for public service utility vehi-cles such as fire trucks. It features seat configurations up to nine fire fighters, according to EN1846. The crew cab shares many components with the other FM cabs.The cab is tailored for demanding public service utilities and features preparations that dramatically will reduce the lead-time at the body builder. The cab offers a very high level of comfort with an ideal driving position, anatomically designed seats, low noise level, high-capacity climate control system and a world-class safety level. The interior height is 160 cm in the front part (112 cm on the engine compartment cover), and 163 cm in the rear part.The windscreen is bonded to the body, which means less risk of wind noise and better crash protection. The sky win-dow, or roof hatch, is not only intended for ventilation, it is al-so an escape route.The crew cab has been designed with focus on ergonomics and working conditions. The cab has a modern interior with materials that are durable and easy to maintain, and offers space for driver plus up to eight passengers. Much effort has been spent on choosing materials that minimize gas emis-sions from the interior fittings and reduce the risk of contactallergies.The cab is crash-tested according to ECE R29-03 and has an injury-preventive design using energy-absorbing materials.The cab sections are made of galvanised sheet metal that pro-vides good basic protection against corrosion.FEATURES AND BENEFITS•Optimized chassis packing to keep the body builder lead-time to a minimum.•Interior cab functions prepared for body builder.•Interior space to allow for up to nine fire fighters.•Ergonomics with fire fighters in focus.•Cab impact tested according to ECE R29-03.•Compliant with EN1846.•Volvo bench and Volvo seats, and safety belts installations are certified.•Bostrom as well as Rosenbauer seats and safety belts have undergone certification tests.FM-CREW FM Crew cabFACT SHEETcab versionLow and convenient entrySafety and ergonomics have been in focus when designing the FM crew cab, and it has been designed from the fire fighterʼs perspective.Entry into the Volvo cab is low, with anti-slip dark coloured steps made of robust plastic featuring a wear resistant solu-tion. There are different numbers of steps, and their type de-pends on the axle configuration and chassis height.All entries (front and rear) have lights in the steps, and er-gonomically designed grab handles on both sides of the door opening, making the entry even more convenient and safe.The rear door grab handles are very easy to spot thanks to the orange colour. The inside roof grab handles are also or-ange, and have integrated uplights as well as night light con-trolled by the driver.Seat configurationsFM-CREW is prepared for a wide variety of seat configura-tions. The crew cab comes without seats in the rear as stan-dard, but has several optional seat configurations available from factory or prepared for mounting at the body builder.The rear part of the cab comes without seats or safety belts as standard, but can be equipped with Volvo bench or Volvo comfort seats, including safety belts, as option.The cab can also be prepared for installation of Bostrom or Rosenbauer seats, but the seat installation must be done by the body builder.Adjustable steering wheel for an ideal driving positionThe angle and height of the steering wheel column, as well as the tilt of the steering wheel, can be adjusted with a foot ped-al to the left of the steering column. The height adjustment range is 90 mm and the columnʼs tilt angle range is 28°. The steering wheel tilt angle is 20°. The steering wheel is available with or without an airbag. Integrated controls in the steering wheel provide safe and comfortable operation of cruise con-trol, phone and radio functions, and the menus in the instru-ment display and side display.Clear instrumentationThe instrument panel offers a good overview and is designed to ensure that the driver obtains the right information in every situation. The cabʼs instruments have a logical design with convenient and easy-to-use controls. Driver information is provided via two clear displays on the instrument panel – an instrument display in front of the driver and a side display on the central part of the instrument panel (option). Dynafleet,navigation and the audio system are fully integrated in the in-strumentation (option).Perfect visibilityThe driver has very good all-round vision through the large windscreen, large rear-view mirrors and close-view mirrors for the front and on the passenger side. The mirror housings are ultra-slim, providing a very wide area of vision with mini-mum blind spots. The front corner blind spot can be viewed in the side display via a passenger corner camera (BLVS-CP,option) placed in the mirror bracket at the passenger side. The instrument panel slopes downward to the windscreen and thus improves close-quarter visibility.The effective main headlamps provide a concentrated, long-range beam of light. LED headlamps are offered as an option.FM-CREW FM Crew cabFACT SHEETcab versionFunctional interior with good storage facilitiesThe sun visor is integrated in the space above the windscreen and can be either manually or electrically controlled. A cup holder and smaller storages are also integrated in the instru-ment panel. Storage compartments on the engine tunnel are available as options.The rear part of the cab has different storage possibilities,which depend on the chosen seat type. There are net pockets for helmets below the fixed bench (when the Volvo bench isordered).Pleasant working environment with low sound levelCab insulation reduces temperature losses in both cold and warm climates and helps to maintain a comfortable tempera-ture for the driver. It also reduces the noise level in the cab dur-ing working and resting times.The climate system is fully integrated in the truckʼs ventila-tion system. This means that hot or cold air is evenly distrib-uted in the cab. There is a choice of two alternative climatesystems in the front:– Air conditioning with manual temperature control.– Air conditioning with automatic temperature control.There are also optional climate systems in the rear part of the cab:– Roof-mounted air conditioning unit.– Separate parking heater.FM-CREW FM Crew cabFACT SHEETcab versionChassisThe chassis has been designed with the body builder in focus.All chassis-mounted components in the wheelbase area have been repositioned so that no components are located behind the rear cab wall, meaning that the chassis preparation at thebody builder has been reduced to a minimum.ElectricalFire trucks are very complex when it comes to controls and functions, which means that the body builder interface must be very well-defined and easy to connect to. The crew cab is prepared with wires for all integrated functions as well as pre-pared with wires for the body builder to use.Well-defined connection points, and empty corrugated hoses for body builder wires, will reduce the need to dismountinterior panels for body builder wiring.SPECIFICATIONDesignation..............................................................................FM-CREW Truck model...........................................................................................FM Axle configuration.......................................................4x2/6x2/6x4/8x4Cab type......................................................................................Crew cab Door opening angle, front...................................................................82°Door opening angle, rear.....................................................................78°Fuel tank in aluminium with FUELTS71................................LFUEL210Fuel tank in aluminium with FUELTS56..............................LFUEL160AdBlue tank volume.....................................................................17 litresFM-CREW FM Crew cabFACT SHEETcab versionOption sales variants21PIN Additional body builder interface.AC2KW 2 kW air conditioning in rear part of cab.FOLDSTEP Foldable footsteps in rear part of cab.MIDPREP Preparation for additional rearward facing middle seat, incl. bipacked seat belt.PH-CABR Separate PH-CAB2 in rear part of cab.SWS Steering wheel switches.3BENCH Volvo bench in rear for three passengers.4BENCH Volvo bench in rear for four passengers.3SEAT-VT Three Volvo seats in rear with SUPH-VT.3SEAT-L1Three Volvo seats in rear with SUPH-L1.3BOSTROM Prepared for three Bostrom seats in rear.4BOSTROM Prepared for four Bostrom seats.3NONSCBA Prepared for three Rosenbauer Non-SCBAseats.4NONSCBA Prepared for four Rosenbauer Non-SCBAseats.3SCBA Prepared for three Rosenbauer SCBA seats.4SCBA Prepared for four Rosenbauer SCBA seats.RBI2BELT Prepared for two Non-SCBA + two SCBA seats.PTO-HT16High Torque PTO, max output 1600 Nm with output ratio 1:1.54PTO-HT20High Torque PTO, max output 2000 Nm with output ratio 1:1.2121PINBody builder interface with hard wired cables routed to a21pin connector, located under the dashboard.FM-CREW FM Crew cabFACT SHEETcab versionAC2KW2 kW air conditioning in rear part of cab, which is controlledby rear part passengers.FOLDSTEPMakes the entry/exit to the rear part of the cab very ergonom-ic. The lower footstep folds out automatically when the rear door opens, and retracts automatically when the rear doorcloses.Convenient entry.MIDPREPFront part of the rear cab middle wall cover is prepared for one additional seat belt. Preparation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.NOTE! Seat belt and belt lock bipacked, and has to be mounted by body builder.FM-CREW FM Crew cabFACT SHEETcab versionPH-CABRSeparate PH-CAB2 to also get comfortable climate in rear cab part. Controlled via separate control panel located in up-per middle wall.Air outlet kit bipacked, with body builder instructions how to mount.SWSSwitches on steering wheel can be used for body builder func-tions, switch status on body builder subnet.Functions to be decided by body builder, e.g.:- Siren.- Blue beacon light.- Flashing front light.- Radio communication.- Etc.Decals on SWS to be done by body builder, depending onswitch function.FM-CREW FM Crew cabFACT SHEETcab version3BENCHThree passengers bench, incl. safety belts. Safety belts with-out pretensioner. Bench and back rests in robust vinyl uphol-stery for easy cleaning. Net pockets for helmets, water bot-tles, or other equipment under the bench.Pockets size:- Width 356 mm.- Height 270 mm.- Depth 203 mm (but outer two pockets are 520 mm deep in the 150 mm outer part of the boxes).Bench installation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.- ECE R17 - Strength of seats.3BENCH4BENCHFour passengers bench, incl. safety belts. Safety belts without pretensioner. Bench and back rests in robust vinyl upholstery for easy cleaning. Net pockets for helmets, water bottles, or other equipment under the bench.Pockets size:- Width 356 mm.- Height 270 mm.- Depth 203 mm (but outer two pockets are 520 mm deep in the 150 mm outer part of the boxes).Bench installation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.- ECE R17 - Strength of seats.4BENCHFM-CREW FM Crew cabFACT SHEETcab version3SEAT-VTThree Volvo seats with safety belts. Safety belts without pre-tensioner. Same upholstery as front seats, SUPH-VT.Seats installation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.- ECE R17 - Strength of seats.3SEAT-L1Three Volvo seats with safety belts. Safety belts without pre-tensioner. Same upholstery as front seats, SUPH-L1.Seats installation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.- ECE R17 - Strength of seats.3BOSTROMPrepared for three Bostrom seats.Preparation certified according to:- ECE R14 - Safety belt anchorages.Picture shows preparation from factory.NOTE! Bostrom seats must be mounted by body builder and NOT by Volvo,according to picture below.FM-CREW FM Crew cabFACT SHEETcab version4BOSTROMPrepared for four Bostrom seats.Preparation certified according to:- ECE R14 - Safety belt anchorages.Picture shows preparation from factory.NOTE! Bostrom seats must be mounted by body builder and NOT by Volvo,according to picture below.3NONSCBAPrepared for three Rosenbauer Non-SCBA seats in rear row.Preparation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.Picture shows preparation from factory.NOTE! Rosenbauer seats must be mounted by body builder and NOT by Volvo,according to picture below.FM-CREW FM Crew cabFACT SHEETcab version4NONSCBAPrepared for four Rosenbauer Non-SCBA seats in rear row.Preparation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.Picture shows preparation from factory.NOTE! Rosenbauer seats must be mounted by body builder and NOT by Volvo,according to picture below.3SCBAPrepared for three Rosenbauer SCBA seats in rear row.Preparation certified according to:- ECE R14 - Safety belt anchorages.Picture shows preparation from factory.NOTE! Rosenbauer seats must be mounted by body builder and NOT by Volvo,according to picture below.FM-CREW FM Crew cabFACT SHEETcab version4SCBAPrepared for four Rosenbauer SCBA seats in rear row.Preparation certified according to:- ECE R14 - Safety belt anchorages.Picture shows preparation from factory.NOTE! Rosenbauer seats must be mounted by body builder and NOT by Volvo,according to picture below.RBI2BELTPrepared for two Rosenbauer SCBA middle seats and two Rosenbauer Non-SCBA outer seats in the rear row.Preparation certified according to:- ECE R14 - Safety belt anchorages.- ECE R16 - Safety belts.Picture shows preparation from factory.NOTE! Rosenbauer seats must be mounted by body builder and NOT by Volvo,according to pictures below.FM-CREW FM Crew cabFACT SHEETcab versionPTO-HT16High Torque PTO, max output 1600 Nm with output ratio1:1.54.PTO-HT20High Torque PTO, max output 2000 Nm with output ratio1:1.21.FM-CREW FM Crew cabFACT SHEETcab version。
群面 四大 case 3
Roane & Hickey, Inc.You have been recently hired into the Strategic Change (SC) group, a business unit of PricwaterhouseCoopers. SC is the strategy thought leader in PwC. The engagement partner in Consumer Products has come to SC to help develop a strategy for Roane & Hickey, Inc. (R&H). This engagement has the potential of positioning PwC to R&H and its parent conglomerate for the next five, possible ten years.Company BackgroundR&H is a wholly-owned subsidiary of a multi-national conglomerate. The conglomerate owns ten companies operating in the U.S. R&H is the largest of the ten. R&H is a consumer goods company distributing well-known branded products through grocery, drug, mass merchant and club channels. With $4 billion in revenues in the U.S., R&H is one of the top three players in the consumer goods industry. The company has been marginally profitable over the past ten years. Last year the company made a profit due largely to an accounting change.Although R&H only operates in the U.S., it owns several manufacturing and distribution facilities around the world to support its production and distribution systems. R&H takes advantage of lower labor costs in Mexico, Canada and Southeast Asia to lower its manufacturing costs. R&H still maintains three plants in the U.S. Because of the over-capacity that R&H has experienced, R&H has negotiated deals with sister companies overseas to manufacture and direct-ship product.R&H has four market segments that operate as profit centers. The market segments are:Personal Hygiene, Consumer Tissue, Soaps and Detergents and Personal Care. Even though the revenues are roughly evenly divided among all four market segments, Personal Care contributes 90% of the company's profits. In Personal Care, R&H owns the two top branded products, in the other categories the company has the number two brand, and in one segment, number three. R&H has committed to building a consumer franchise through aggressive advertising and in-store merchandising support.Industry TrendsIn the U.S., brands are under attack from private labels, who are now competing on both price and quality. Brands are looking to justify their price premiums. The value of being the number one brand cannot be taken lightly. The return on sales of the top brand is almost twice that of the number two brand. The return on sales for the number two brand is twice that of the number three brand.The power of the retail industry in the U.S. has increased dramatically over the past five years. The retailers are driving additional costs upon manufacturers. With established products, retailers are demanding a minimal level of turns per year. With new products, retailers are demanding slotting fees and ever-increasing promotional support. Product managers are forced to achieve current product revenue and market share goals while stimulating demand for new products. Many industry experts feel that there will be consolidation of brands within many of the market segments in which R&H competes and, as a result of this brand consolidation, that R&H will lose critical sales mass and become a major casualty. In the last two years the allocation of marketing dollars has changed dramatically; trade promotion has risen to 40% of total marketing spending, consumer promotion has climbed slightly and advertising has declined. Industry analysts have pointed to R&H's trade promotion strategy as being the catalyst for the growth in trade promotion in the industry as competitors have been forced to respond. R&H is widely regarded as a retail-oriented company. With a sales force that is twice the size of anyone else's in the industry, R&H has forged great retail relationships over the years. R&H traditionally had the best order fill rate in the business; however, recently some of the efforts to reduce inventory has caused shortages in key promoted products.R&H OrganizationThere are six Executive Vice Presidents (EVPs) in R&H responsible for functional areas. All the EVPs report to the President, who is also CEO. The Executive Vice Presidents represent Marketing, Sales, Finance, Manufacturing, Engineering andHuman Resources. The EVP of Finance has responsibility for financial reporting and analyses as well as managing Procurement, Deployment, Scheduling and Logistics. All the market segment managers report directly to the Executive Vice President of Marketing.Much of the blame for the performance of the company over the last ten years fell on the shoulders of the former president. It was whispered that he was from the "old school" and could not change his ways. The new president of R&H, an American, joined the company six months ago. He was the Executive Vice President of an important European division of a sister company. The conglomerate has always prided itself on being able to leverage its multi-national resources.Current SituationVenn Teldren, the Executive Vice President of Finance, is considered to be a brilliant man by many in the industry. Born and raised in Europe, Mr. Teldren rose quickly through the organization. However, because of his outspoken nature, he angered enough senior levelexecutives ("showed up" as Mr. Teldren would say) that he has never received a position of president, even though his name is mentioned every time an opening appears.Recently the vice chairperson of the conglomerate responsible for the group in which R&H is a member, sat down with the R&H President and EVPs. The vice chairperson stated that the company needed to improve performance within one year. He offered a couple of scenarios of what the conglomerate was considering in the event that the management failed to improve profitability.Scenario 1: Drop unprofitable brands and reduce the size of the companyScenario 2: Merge the company with a sister company that has similardistribution requirements and have proven profitabilityRecent InitiativesR&H has recently taken part in an industry-wide study called Efficient Customer Response or ECR. The study found that an industry-wide effort to develop more efficient trade practices and delivery systems could save an aggregated $30 billion dollars a year. PwC assisted R&H in this study. All the EVPs agree that there are huge dollar savings that can be achieved with efficiency improvements.Venn believes that the supply chain (i.e., Procurement, Manufacturing, Deployment, Scheduling, Logistics, and Warehousing) can become a strategic advantage for the company if it can outperform its competitors. PwC studies have shown that improvements cannot be made without the input or the support of all the functional areas of the company, especially Marketing and Sales. The EVPs from Marketing and Sales do not always see the Supply Chain as key players; in fact, the EVPs of Marketing and Sales see the Supply Chain as only a vendor to them.Venn knows that the results of the ECR initiative may not be enough to rally support among the EVPs. Venn knows that whatever strategy is accepted needs to define the roles of each of the EVPs and to provide an outlet for each EVP to demonstrate his and her skills. He is also aware that the other EVPs are very conscious of the growth of Venn's power. Each EVP will initiate a project with the assumption that the architect of the solution to R&H's current situation will be in position for the next presidency. The EVP of Human Resource has championed the need to implement a whole new way of envisioning the company working together. She has envisioned a flatter organization and has spent years developing studies with another leading consultancy to support her vision. She has a strong supporter in the EVP of Sales. The present EVP of Sales was originally from Human Resources. Her vision has always entailed an extensive re-structuring and re-training effort.The EVP of Engineering feels that the company needs to invest in its new product capability. The strategy is to acquire smaller, regional companies that are producing differentiated products. "We can absorb them into us and stimulate our new product pipeline," he stated. "With these new, regionally proven products, we can fill capacity and leverage our distribution and sales strength. I can also energize my area with freshideas. It's win-win, no doubt about it."The EVP of Manufacturing is sick and tired of hearing that manufacturing is the problem. He points to the fact that they re producing and shipping three times the product they were five years ago with the same number of people they had eight years ago. If things don't change in other areas, then things won't change in Manufacturing, other than the inability to support the orders coming in.The EVP of Marketing believes that a combination of re-structuring and acquisition is needed. He wants to reduce the salesperson's role with the retailer and focus on consumer spending behind a "high quality" message grounded in tangible product benefits across all product segments. He wants to broaden the product mix with new products from acquisition.The EngagementVenn has mentioned to Gary Forstman, the PwC engagement partner, that he is willing to devote the necessary resources in his functional areas to prove out the right strategy to the other EVPs. Venn has also indicated that the company is willing to devote significant resources and capabilities to the right effort. "All the EVPs know," he said, "that there will be whole-scale changes if the company doesn't turn itself about." Mr. Forstman has called Grady Means, ISS SBU leader and partner, and said, "This is PricewaterhouseCoopers’ first major engagement with R&H after several years of smaller engagements where we were able to demonstrate our ability to implement solutions. Now we have an opportunity to really shine. The company is re-evaluating its strategic position and has asked several consulting firms to talk to them." Grady discussed the situation with ISS partner, Michael Hanley, and they agreed that you would be a great person to work on this project. You receive a call from Grady. Hello, How are you doing? After exchanging pleasantries, Grady explains the situation to you. "We need some dynamic thinking on this one. I know Venn Teldren from years ago. Venn is going to be all over us if we don't get this right. What's important is that weshow Venn that we have a vision of where the company needs to go, how the parts fit together and how they are going to get there. What is important is that our analysis is fact-based. We need to be ready to say to Venn, "This is the situation, this is the problem, this is the solution and this is step one, step two, step three on what you need to do tomorrow." This is a big opportunity for us and I'm counting on you. See what you can come up with by this time next week. Feel free to call Michael or myself with any questions. Okay, talk to you soon.Questions1. What is your assessment of the present situation?2. What are the key areas for change? Why do you believe so?3. What do you envision your product to be in a week?4. What type of additional information would you want?5. What type of analysis do you believe needs to be performed?6. Do you have an idea concerning the analytical structure?7. What type of framework might you envision for this strategy?8. What are the key elements you would include in designing a strategy?9. What are the key elements you would include in implementing a strategy?10. What is your assessment concerning R&H's ability to implement a strategy?11. What are some key performance indicators that you would suggest?12. What are the key issues between the Supply Chain and other areas of the company (such as Marketing and Sales) that must be addressed?13. What are some ways that improvements in the Supply Chain will impact the other areas of the company, especially Marketing and Sales?14. How does Supply Chain effect the value of the company's brands?。
英语作文-销售中的销售业绩评估与提升
英语作文-销售中的销售业绩评估与提升Sales Performance Evaluation and Improvement in Sales。
Sales performance evaluation is a critical aspect of sales management, as it helps to assess the effectiveness of the sales team and identify areas for improvement. In this article, we will discuss the importance of sales performance evaluation and explore strategies for enhancing sales performance.First and foremost, sales performance evaluation provides valuable insights into the productivity and effectiveness of the sales team. By analyzing key performance indicators such as sales revenue, customer acquisition, and conversion rates, sales managers can gain a comprehensive understanding of the team's performance. This, in turn, enables them to make informed decisions regarding resource allocation, training, and performance incentives.One of the key challenges in sales performance evaluation is the need for objective and accurate measurement. Sales managers must develop clear and measurable performance metrics that align with the organization's sales objectives. This may include setting specific sales targets, tracking individual and team performance, and conducting regular performance reviews. By establishing clear and transparent performance metrics, sales managers can ensure a fair and consistent evaluation process.In addition to evaluating past performance, it is equally important to identify opportunities for improvement. Sales managers should actively seek feedback from the sales team and customers to gain insights into potential areas for enhancement. This may involve conducting surveys, holding focus groups, or analyzing customer feedback to identify common pain points and areas for improvement.Furthermore, sales performance improvement requires a proactive approach to training and development. Sales managers should invest in ongoing training programs to equip the sales team with the necessary skills and knowledge to succeed. This may include sales techniques, product knowledge, and customer relationship management. Byproviding continuous learning opportunities, sales managers can empower their team to perform at their best and adapt to changing market dynamics.Another critical aspect of sales performance improvement is the use of technology and data analytics. Sales managers should leverage sales automation tools, customer relationship management systems, and data analytics to gain insights into customer behavior and sales trends. By harnessing the power of data, sales managers can identify opportunities for cross-selling, upselling, and targeted marketing, thereby driving sales performance improvement.In conclusion, sales performance evaluation and improvement are essential for driving sales success. By establishing clear performance metrics, seeking feedback, investing in training, and leveraging technology, sales managers can enhance the productivity and effectiveness of their sales team. Ultimately, a proactive approach to sales performance evaluation and improvement will enable organizations to achieve their sales objectives and drive sustainable growth.。
金其庄大客户策略销售英文版
长期规划
制定长期合作规划，明确双方的 合作目标、战略和计划，确保合
作的稳定性和持久性。
合作深化
通过不断深化合作，拓展合作领 域和项目，提升双方的合作层次 和效果。同时加强与其他部门的 协同合作，为大客户提供更加全
面和专业的服务。
06
大客户策略销售案例分析
成功案例分享
案例一
与全球知名科技公司合作
策略
深入了解客户需求，提供专业的 咨询服务，并展示公司的技术实 力。
结果
成功获得客户的信任，实现多次 合作，并扩大了市场份额。
失败案例分析
案例一
与初创公司合作
背景
金其庄公司与一家初创公司展开合作，为其 提供智能办公解决方案。
失败原因
对客户需求理解不足，产品不符合客户期望 ，且售后服务不到位。
失败案例分析
建立定期跟进和反馈机制，及时解决实施过程中 遇到的问题，确保销售策略的顺利实施。
04
大客户销售技巧和谈判
建立信任关系
总结词
建立信任关系是成功进行大客户销售的关键，需要销售人员展现专业性、诚信和可靠性 。
详细描述
在销售过程中，销售人员需要了解客户的需求和期望，提供专业的解决方案，并确保产 品或服务的可靠性和质量。通过持续的互动和沟通，销售人员可以与客户建立互信关系
谈判策略和技巧
要点一
总结词
掌握谈判策略和技巧是成功进行大客户销售的重要环节， 需要销售人员具备较高的谈判技巧和策略意识。
要点二
详细描述
在与客户进行谈判时，销售人员需要了解客户的利益诉求 和底线，同时也要明确自己的利益和底线。在此基础上， 销售人员需要运用各种谈判技巧，如让步、妥协、威胁等 ，以达成有利于双方的协议。此外，销售人员还需要具备 较高的策略意识，能够根据不同的谈判环境和对手情况， 灵活调整谈判策略和技巧。
运营绩效英文版
EVA- 1995-99 (ROIC-WACC)
Growth- 2000-05 (5-year projected)
Alcoa
Competitor
Industry
Alcoa
Competitor
Industry
KEY MESSAGES
Superior operations drives value creation Indian manufacturing panies face significant operations challenges New tools and mindset required to build operational excellence Rewards from pursuing operational excellence can be large – the journey must begin now
S&P 500 Industrials
ROIC-WACC, basis points***
Excellent - Other** companies (32 companies)
Approach
Short-listed 44 “excellent” companies for analysis ROIC > WACC (from 95-99) ROIC > Industrial average Short-listed 12 “excellent companies” based on qualitative review of operations
Too many suppliers (250* vs. 100 for best-practice)
Unaware of ‘pocket margins’
肯德基KFC常用术语英文缩写
Speed of Service Success Rate
简单法则 服务速度 每一千个交易次数的销售数量
OPS OPS FIN
Same Store
去年度同时存在的餐厅数
FIN
Shift Supervisor Same Store Sales Same Store Sales
组长 已开满一年餐厅营业额 已开满一年餐厅营业额
KFC营运相关英文缩写
英文全文 Transient Population Traffic Count Traffic Flow Trade Zone A La Carte BRAND AWARENESS Brand Image Tracker (Survey)
Cannibalization Take out, Take Away Customer Experience Monitor Frequency Limited Time Offer Promotion Seasonality Self-Liquidating Offer Self-Liquidating Premium Success Rate Unit Sold per 1000 TC Quality Assurance Quality Control Total Quality Management Take Away Catchment Area Study CHAMPS Excellence Review Chicken on The Bone Cost Of Labor Cost Of Sales CHAMPS Standard Library Daypart Developing Champion Heated Display Seating
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Engagement Manager Best Practice Activities
Conduct Market Assessment & ID Competitive Trends Develop Strategic Plan & Growth Goals Develop IP For Each Practice Area Define Prospecting Campaign Strategies and Value Prop Messages Whitonduct Initial Interviews & Lead BPR Workshop Help Application Customizer with Requirements Definition Up-Sell Additional Services with Change Order
¾ Ongoing Business Planning ¾ Ongoing Training & Skills Development ¾ Supporting Role ¾ Supporting Role ¾ Supporting Role ¾ Support or Conduct Product Demonstration ¾ Supporting Role ¾ Supporting Role ¾ Jointly Develop ¾ Act as Cothe Proposal and Facilitator and help “Scope” the Scribe for BPR project ¾ Participate in Initial Interviews with IT Stakeholders ¾ Take Lead Role in Drafting the Requirements Document ¾ Take Lead Role ¾ Customize SFDC ¾ Data Integration ¾ Reports ¾ Supporting Role ¾ Help ID and Sell Additional Products and Services
From Strategy To Revenue Acceleration
Analyze Process Model to Establish Measures
SLIDE 4
From Strategy To Revenue Acceleration
CHALLENGES FOR OPERATIONS
Analyze data from across the company over longer time periods
•What is the % variance for Actual vs. Quota for Sales Managers in the Eastern and Western Regions? •What portion of the revenue for each product line in the last 3 quarters came from new versus existing customers? •What would be the impact of the territory change in terms of the projected revenue contribution, based on past trends? •What percentage of the revenue does the Apparel Industry account for in the current fiscal year?
From Strategy To Revenue Acceleration
ID & Baseline Key Process Metrics
Sales Process Stages
Strategic Planning Market Development Lead Generation Engage & Discovery Educate & Prove Motivate & Close Project Launch & BPR Implementation Results Measurement
Questions to ask: •Am I making Club this year? •What are my upcoming Opportunities by Stage? •Am I closing more deals this quarter than last quarter? •Am I closing deals fast enough? •What is my variance for Actuals vs. Quota ?
9 SOW Agreements 9 Initial Interviews & 9 Successful BPR Completed Deployment Signed
9 Requirements Doc
9 Testimonial 9 Additional Revenue
Sales Engineer’s Key Activities
Verifiable Outcomes
9 Semi-Annual Strategic Plan Developed 9 Discovery Meeting Scheduled
9 Agreement to Evaluate Product 9 Demonstrated Proof of Value & Effectiveness
Take Lead Role Detailed Presentation of Business Case Analysis Present Proposal and jointly review the Fast Start Marketing Guide Get the Dealer Contracts Signed & Initial Training Scheduled
Learning Objectives
¾ The Business Problems To Be Addressed ¾ ID & Baseline the Sales Performance Metrics ¾ Prioritize Metrics For Each Stakeholder Group ¾ A Case Study Success Story ¾ SEM Dashboard Implementation Best Practices ¾ Practice Activity:
Take Lead Role Product Demonstrate Proof of Effectiveness Develop&Present Project Plan Mutually Agree to further explore the Business Case Analysis
Generate Leads and Schedule Appointments for Initial Discovery Meetings Cultivate Relationship with SFDC Reps Speaking Engagements Webinars
From Strategy To Revenue Acceleration
CHALLENGES FOR MANAGERS
Analyze my teams performance to optimize performance of the business
Questions to ask: •How many open opportunities does each of the Sales representatives on my team have? •How’s the quality of my pipeline? •Who are the account managers associated with our top 10 deals? •When do I think those deals will close? For how much? •What can be done to ensure a successful quarter?
Supporting Role Help Manage Scope Creep & Sell Change Orders Training Curricula Development Training Delivery
Take Lead Role Ongoing Product Training Ongoing Client Management to Cross-Sell Additional Services Expand Relationship with new Products Conduct SemiAnnual Performance Review Meetings
How To Implement Your Own Sales Performance Dashboard
An Introduction to the Fundamentals of Sales Execution Management
From Strategy To Revenue Acceleration
From Strategy To Revenue Acceleration
Would You Like Ability to Answer Questions Like These?
¾ What would be the value of 20% higher quality leads in the coming year? ¾ If a new Marketing Campaign Management System is to pay for itself at break even, how much can be spent on software, hardware, and ongoing expense over 3 years? ¾ What is the cost savings of producing a proposal 90% more quickly with 75% more content accuracy within the next six months? ¾ What size investment would be justified by a 3% increase in sales volume this year? ¾ What investment could you justify if sample items sold 75% more quickly than now?