MiniCase Questions_consulting

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minicase呕吐详解

minicase呕吐详解

病因、发生机制
①口咽刺激 ②胃肠疾病:如急性胃肠炎、幽门梗阻、肠梗阻 (1)消化系统疾病:③肝、胆、胰疾病:如急性肝炎、急性胆囊炎、
急性胰腺炎
反射性呕吐
④腹膜及肠系膜疾病如急性腹膜炎
①泌尿系统及生殖系统疾病:如泌尿系统

(2)其他系统疾病: ②心血管疾病:如急性心肌梗塞、休克等
③眼部疾病:如青光眼等
临床表现

呕吐的时间:
晨起呕吐-----妊娠、尿毒症 晚上呕吐-----幽门梗阻 餐后即吐-----精神性厌食、食物中毒 餐后较久呕吐-----幽门梗阻

呕吐与进食的关系: 呕吐的特点:

颅内高压-----喷射性呕吐

呕吐物的性质:
幽门梗阻----发醇.腐败气味 小肠梗阻----粪臭味
伴随症状

伴腹痛、腹泻者
伴右上腹痛及发热、寒战或有黄疸者 伴头痛及喷射性呕吐者 伴眩晕、眼球震颤者
应用某些药物者
问诊要点

呕吐的起病、急缓;呕吐的时间、与进食的关系
发作的诱因 症状的特点与变化 加重与缓解的因素
诊治情况
Mini casቤተ መጻሕፍቲ ባይዱ 呕吐
曾耀德
呕吐
呕吐:则是胃或小肠的内容物,通过食管逆流
经口腔而排出体外的现象
病因、发生机制
中枢性呕吐
反射性呕吐
前庭障碍性呕吐
神经性呕吐
病因、发生机制
中枢性呕吐

①中枢神经感染
(1)中枢神经系统疾病:②脑内血管疾病
③颅脑损伤 ④癫痫

(2)药物或化学毒物的作用:如抗生素、抗癌药 (3)其他:妊娠、代谢障碍(如酸中毒、尿毒症等)、 精神因素(如癔症、神经性厌食)

MiniCase 呕吐

MiniCase  呕吐

• 进一步问病史,月经紊乱2年,曾就医考
虑卵巢早衰并行取环术。
• 进一步检查; B超示子宫稍增大,尿妊娠
试验(+),血HCG3000IU/L。
诊断:早孕
情境2
• 表现为进食
后不久恶心. 呕吐,呕胃 内容物,上 腹部或胸骨 尖端下方感 到灼痛及持 续剧痛.常为 阵发性,多在 饭后发生。 饮食、睡眠 可,既往体 健。
总结
• 4、与神经密切相关的呕吐,进食后可立即
发生,呕吐常不费力,每口吐出量不多, 嗅到不愉快的气味或看到厌食的食物而引 起呕吐,也属神经官能症范畴; • 5、根据患者病情,可选择进行血常规、尿 常规、尿酮体、血糖、电解质系列、血气 分析、尿素氮、脑脊液常规,胃镜。
• 胃镜:
• 幽门杆菌(+)
• 诊断:胃溃疡 • 上腹部或胸骨尖端下方感到灼痛及持
续剧痛是由于贲门松弛,恶心、呕吐 多• 2、抑酸剂,常用的PPI有奥美拉唑、兰
索拉唑、雷贝拉唑、埃索美拉唑、艾普拉 唑等; • 3、粘膜保护剂;常见的如硫糖铝、胶体 铋,枸橼酸铋钾、米索前列醇等 ; • 4、胃肠动力药。
注意事项
• • • • •
1、调整心态,注意休息,避免过度焦虑与劳累; 2、戒烟戒酒,饮食规律,不宜过量; 3、避免食用刺激性食物,如咖啡、浓茶、辣椒等; 4、少食过甜及过酸的食物及水果,如巧克力、冰 淇凌、苹果及桔子; 5、少食易胀气的食物,如淀粉含量较高的红薯、 藕、土豆等。
情境3
一般发生在 进食完毕后,出 现突然非喷射状 呕吐,无明显恶 心及其它不适, 不影响食欲,呕 吐后可进食,体 重不减轻,无内 分泌紊乱现象。
mimni case 呕吐
XX市XX社区卫生服务中心 陈大大

四大的咨询(Advisory)与咨询(Consulting)

四大的咨询(Advisory)与咨询(Consulting)

四大的咨询(Advisory)与咨询(Consulting)(一)Advisory VS. Consulting既然是介绍四大的咨询业务,就不得不先说这两个可能让很多应届生小朋友甚至四大内部的经理们都困惑的英文词,缘由是在汉语中它们都可译为咨询。

别说外人和四大内部非咨询部门的人,即使是我在四大的咨询部门工作期间也一直困惑,可能至今理解得仍不甚精准。

在英文中这两个词的含义确实有些微差异,为此我过去还专门问过我在四大咨询部门的一个海归同事(一直在澳大利亚留学并工作十几年,英文已相当纯熟),她给我的解释是advisory的咨询性质更体现为“建议”,似乎是光说不练的意思,专业服务多是一次性的,而consulting的咨询性质更体现为“商议”,似乎是建议后还要和对方商量怎么做的意思,专业服务范围在建议层面之后有不同程度的延伸和扩展。

除去字面含义以外,Advisory更多时候与某种外部法规和程序相关,也就是说专业机构常依据某种监管要求去向客户提建议,但Consulting依据的标准明显更为灵活,没有“合规”方面的强制性,专业机构仅凭个人经验、行业或专业领域的实践惯例以及双方偏好向客户提建议。

故Advisory的项目对于服务中运用的方法、最终的解决方案和交付成果都趋于固定和标准化,而Consulting的项目有时无所谓什么方案是对的,交付成果也不那么统一和标准化,基本是根据客户和项目需求不同而不同(case by case)。

四大在安然事件以后,除德勤外都出售或剥离了原来的咨询业务部门,但是近些年另三大又相继重建了咨询部门,这个对外宣称的咨询业务线仍统称为Advisory,而Consulting是Advisory大部门下的一条业务线,只有德勤仍维持独立的实体经营Consulting业务。

我个人感觉除德勤外的其他三大将这二者设计为包含关系,更多是顾及审计独立性的问题(仅为揣测)。

所以,除了德勤以外,不论是应届毕业生应征其他三大的Advisory部门的职位还是现审计部门的审计员们想内部调转到Advisory部门,最好还是先搞清楚自己感兴趣的到底是Advisory还是Consulting,以及自己的知识结构和技能组与Advisory和Consulting哪一个更匹配。

CBI面试问题

CBI面试问题

1.Leading & Deciding(领导与决策)1.1Deciding & Initiating Action(决定及实施行动)面对棘手的选择及众多风险时,迅速果断地作出明确的决定;为行动、项目计划及他人负责;在自我引导下,主动自信的采取行动;策划及实施行动。

请描述一个需要您迅速迅速果断作出决定的事件?●您需要考虑哪些因素?●您是如何评价其中的风险的?●当您作出决定时的感受是怎样的?请列举一个您不得不采取主动行动的例子。

●当时您为什么要采取主动?●您认为行为的效果如何?●当您下次再遇到这样的情况时,您将会采取什么不同的行动?请谈谈您对一组人或一个项目负责的经历吗?●你是怎么做的?●您认为您做的特别成功地方在哪里?●您认为有哪些地方您需要继续改进?面试评分 1 2 3 4 5劣可中良优1.2Leading & Supervising(领导与监督)为他人提供清晰方向;设立适当的(工作)行为标准/标准;恰当及公平的委派工作;激励及授权他人;为员工提供发展机会及指导;招聘优才。

请列举一个需要您管理及带领一组人完成一个重要结果的情况。

●您是如何这组人订立了什么目标?●您是如何领导和激励他们?●做为团队的领导,您认为其中最困难的地方在哪里?请列举一个您挖掘他人潜能的行为例子。

●您是通过什么事件察觉到他/她的发展潜力的?●结果如何?(深挖出了他/她的哪些潜力?)●在发掘他人潜力的技巧方面,您认为您有哪些地方需改善或提高?请描述一个您委派或授权他人的完成一个重要任务的例子。

●您是怎样做的?●其中最大的困难是什么?●您在此次委派和授权别人的事件中有何收获/启发?面试评分 1 2 3 4 5劣可常良优2.Supporting & Co-operating(支持与合作)2.1Working with People(合作)善于与人交往并理解他人;适应团队并培养团队精神;认可并奖赏他人的贡献;聆听、征询他人意见,并主动地与人沟通;支持及关心他人;自我洞察并坦率交流, 例如认知自己的优点及弱点。

如何和顾客提问题英语作文

如何和顾客提问题英语作文

如何和顾客提问题英语作文Title: Effective Techniques for Questioning Customers。

In the realm of customer service and sales, effective communication is paramount. One crucial aspect of this communication is the skillful art of asking questions. Properly phrased inquiries can uncover valuable information, address concerns, and guide customers toward solutions. In this essay, we will explore various techniques for questioning customers effectively.1. Open-Ended Questions: Open-ended questions encourage customers to provide detailed responses rather than simple yes or no answers. They begin with interrogative words like "what," "how," or "why." For instance, instead of asking, "Did you enjoy your experience?" one could ask, "What aspects of your experience did you find most satisfying?" Open-ended questions foster meaningful dialogue and enable deeper insights into customer preferences and experiences.2. Probing Questions: Probing questions delve further into specific topics to gain a comprehensive understanding. These questions follow up on initial responses to extract more detailed information. For example, if a customer mentions dissatisfaction with a product, a probing question could be, "Can you elaborate on what specifically didn't meet your expectations?" Probing questions demonstrate attentiveness and a genuine interest in addressing customer needs.3. Clarifying Questions: Clarifying questions are essential for ensuring mutual understanding between the customer and the service provider. They seek to clarify ambiguous or unclear points raised during the conversation. For instance, if a customer expresses confusion about a product feature, a clarifying question might be, "Could you please clarify which aspect of the feature is unclear to you?" Clarifying questions prevent misunderstandings and facilitate effective problem-solving.4. Closed-Ended Questions: While open-ended questions encourage elaboration, closed-ended questions are usefulfor obtaining specific, concise responses. They are particularly effective for confirming details or preferences. For example, when finalizing a purchase, a closed-ended question such as, "Would you prefer standard or expedited shipping?" helps streamline the decision-making process. Closed-ended questions save time and guide customers toward concrete choices.5. Reflective Questions: Reflective questions mirror back the customer's statements to convey empathy and understanding. They demonstrate active listening and validate the customer's perspective. For instance, if a customer expresses frustration with a service issue, a reflective question could be, "It sounds like you'refeeling frustrated about the delay. Is that correct?" Reflective questions build rapport and foster trust by acknowledging the customer's emotions.6. Leading Questions: Leading questions subtly guide customers toward a desired response or course of action. While they can be effective in steering conversations, they should be used judiciously to avoid manipulation. Forexample, when recommending a product upgrade, a leading question might be, "Wouldn't it be beneficial to explore our advanced model with enhanced features?" Leading questions influence customer perceptions and preferences while allowing them to make informed decisions.7. Sequential Questions: Sequential questions follow a logical progression to gather information systematically. They build upon previous responses to explore different aspects of a topic. For example, when assessing a customer's needs for a software solution, sequential questions could cover functionality requirements, budget constraints, and implementation timelines. Sequential questions ensure a structured approach to problem-solving and decision-making.In conclusion, mastering the art of questioning is essential for effective communication with customers. By employing a variety of questioning techniques such as open-ended, probing, clarifying, closed-ended, reflective, leading, and sequential questions, service providers can uncover valuable insights, address concerns, and guidecustomers toward satisfactory outcomes. These techniques not only enhance customer interactions but also contribute to building lasting relationships based on trust and understanding.。

咨询建议英语作文模板

咨询建议英语作文模板

咨询建议英语作文模板英文回答:Consulting Advice Template。

Introduction。

Consulting advice is a service that provides clients with expert knowledge and guidance on specific issues. It is typically provided by professionals with extensive experience in the relevant field. Consulting advice can be invaluable for businesses and individuals looking to solve problems, improve performance, or make informed decisions.How to Seek Consulting Advice。

1. Identify your needs: Determine the specific areas where you need assistance. Consider your goals, objectives, and challenges.2. Research consultants: Identify potential consultants who specialize in your area of need. Look for firms with a proven track record, relevant experience, and positive client testimonials.3. Schedule a consultation: Contact the consultants you are interested in and request a consultation. This will give you an opportunity to discuss your needs, learn about their services, and assess their fit.What to Expect from Consulting Advice。

海氏和美世国际职位评估法(IPE)企业岗位评估的实操课程(附操作样例)

海氏和美世国际职位评估法(IPE)企业岗位评估的实操课程(附操作样例)

海氏和美世国际职位评估法(IPE)企业岗位评估的实操课程(附操作样例)两个国际著名的岗位评估方法0></a>人力资源总监必修课即海氏(Hay Group)三要素评估法美世(Mercer)国际职位评估法(IPE)海氏(Hay Group)三要素评估法海氏三要素评估法是国际上使用最广泛的一种岗位评估方法。

据统计,世界500强的企业中有1/3以上的企业岗位评估时都采用了海氏三要素评估法。

它通过三个方面对岗位的价值进行评估,并且通过较为正确的分值计算确定岗位的等级。

为什么用这三个要素来评估一个岗位是科学的呢?该评估法认为,一个岗位之所以能够存在的理由是必须承担一定的责任,即该岗位的产出。

那么通过投入什么才能有相应的产出呢?即担任该岗位人员的知识和技能。

那么具备一定“知能”的员工通过什么方式来取得产出呢?是通过在岗位中解决所面对的问题,即投入“知能”通过“解决问题”这一生产过程,来获得最终的产出“应负责任”:海氏评估法对所评估的岗位按照以上三个要素及相应的标准进行评估打分,得出每个岗位评估分,即岗位评估分=知能得分+解决问题得分+应负责任得分。

其中知能得分和应负责任评估分和最后得分都是绝对分,而解决问题的评估分是相对分(百分值),经过调整后为最后得分后才是绝对分。

利用海氏评估法在评估三种主要付酬因素方面不同的分数时,还必须考虑各岗位的“形状构成”,以确定该因素的权重,进而据此计算出各岗位相对价值的总分,完成岗位评价活动。

所谓职务的“形状”主要取决于知能和解决问题的能力两因素相对于岗位责任这一因素的影响力的对比与分配。

从这个角度去观察,企业中的岗位可分为三种类型:①“上山”型。

此岗位的责任比知能与解决问题的能力重要。

如公司总裁、销售经理、负责生产的干部等。

②“平路”型。

知能和解决问题能力在此类职务中与责任并重,平分秋色。

如会计、人事等职能干部。

③“下山”型。

此类岗位的职责不及职能与解决问题能力重要。

案例面试Caseinterview八类类型介绍及分析工具

案例面试Caseinterview八类类型介绍及分析工具

案例面试Caseinterview八类类型介绍及分析工具第一篇:案例面试Case interview八类类型介绍及分析工具案例面试Case interview八类类型介绍及分析工具面试案例主要有以下8种类型,或者是其中2-3种的叠加。

Falling Profits Case这个类型的案例需要你挖掘分析出导致企业利润下降的可能因素。

考察的是面试者的分析能力,深入洞察事务的能力, 熟悉金融工具,交流能力及相关行业知识相关分析工具有:Market assessment, BCG matrix, product mix assessment.New Product Introduction这个类型的案例是要求你推荐一种新产品引进的策略。

考察的是面试者的分析能力,对品牌管理及供应链的理解程度,交流能力及相关行业知识。

相关分析工具有:4p理论,市场分析,竞争者分析,product portfolio assessmentEntering a New Market这个类型的案例需要你分析出加公司是否应该进入一个新的市场,是否需要发展一种新产品或新服务。

(通常新产品或服务在某种程度上与公司已有业务相关)。

考察的是面试者的分析能力,对市场、供应链动态的理解、交流能力及相关行业知识相关分析工具有:Market assessment, product portfolio analysisEntering a New Geographic Market这个类型的案例需要你分析企业是否应该将业务拓展到新的国家或地区。

此类问题考察的是面试者的分析能力,对国际市场动态、当地通货情况、供应链动态的理解,及交流能力与相关行业知识相关分析工具有: Market assessment, supply chain analysis, competitor analysisWhere to Locate a New Facility(“Site Selection Case”)这个类型的案例需要你评估一下,公司应该在哪里添置新的工厂或设备,有时也需要你分析出公司的整体运营是否需要重新规划和部署。

血尿minicase分析

血尿minicase分析
血尿minicase分析
CASE
❖ 患者,女,68岁,发现尿液变红8小时。
情景一
❖ 8h前发现血尿,为浓茶色,尿量减少,<40 0ml/24h,有时尿痛,但无尿频、尿急;无 浮肿。
❖ 入院查体:体温37℃,脉搏85次/min,呼吸 20次/min,血压137/60mmHg,体重57.5 kg, 精神欠佳,全身皮肤无皮疹,眼睑略水肿, 双肺呼吸音粗;心脏无异常,腹软,脐周及 右下腹轻压痛,未触及包块,肾区无叩痛, 四肢无浮肿。神经系统无阳性体征。
辅助检查
①生命体征 ②心肺 ③腹部 ④肛门指检
处理
社康治疗、转诊至医院
汇报结束
谢谢大家! 请各位批评指正
辅助检查
❖ 入院后急查血离子示低钠血症,血气分析 示代谢性酸中毒。
❖ 24h内血尿素氮高达27.9 mmol/L,血钾最 高达5.40 mmol/L 。
❖ 免疫荧光:c3(+)沿系膜区颗粒状沉积, IgG(2+ ~3+)、IgA(1+ ~2+)、 IgM(±~+)、C4(-)、Clq(-)、Fib(-)。
❖ 入院查体:体温36.9℃,脉搏89次/min,呼 吸21次/min,血压149/80mmHg,身高 165cm,体重49 kg,精神可,胃纳增加,全 身皮肤无黄染,双肺呼吸音清;心脏无异常,
腹软,无压痛及反跳痛,未触及包块,肾区 无叩痛,四肢无浮肿。神经系统无阳性体征。
辅助检查
❖ 空腹血糖值 8.2mmol/L。 ❖ 血常规:WBC12×10*9/L ❖ 尿常规:尿沉渣中白细胞>5个/hp
❖ 病理诊断:新月体。肾炎
追问病史
3天前尿路感染,尿量减少
病初全 身荨麻 疹

MiniCase 1

MiniCase 1
Chapter 3 Managing Data: Databases and Warehousing
MiniCase 1 Homeland Security Data Integration
第二組 劉家蓁 / 曾揚仁 / 張采蘩
Homeland Security Data Integration --

導入RFID之挑戰 之挑戰 導入
– – – –
Homeland Security Data Integration--
Solution
• 選擇使用 Informatica 系統整合商來解決資料整併的問題 • Informatica 是一間致力於資料整合的公司,目前有超過 3300以上的公司與政府組織使用它們所開發的工具及軟體 • 主要幫助客戶解決 – Data consolidation 資料的彙總來減少系統和應用程式的 複雜 – Data Migration 系統升級時的資料移轉 – Data Synchronization 企業系統資料的一致性 – Data Warehousing 企業資料倉儲,資料轉換成有用的策 略性資訊,用來支援決策的制定
Homeland Security Data Integration --
Challenge
• 考量所有的聯邦組織來建立一個企業架構 • 資料移轉
– 首先要確認所有使用中的軟體及資料庫,然後再決定那些要 保留或不保留
– 訂定並建立資料的共同主軸
– 考量資料的安全性
• 建立資訊分析及系統架構的防護元件 • 確認來自各地相當大量的資料,將資訊傳達到使用者的手 中 • 透過Data analysis,data mining,OLAP的幫助,提早發現、 偵測有計劃性的攻擊,以及找出恐怖份子 • 資料缺乏疑慮:加速將資訊移到它被需要的地方

国际财务管理课后习题答案chapter 3

国际财务管理课后习题答案chapter 3

CHAPTER 3 BALANCE OF PAYMENTSSUGGESTED ANSWERS AND SOLUTIONS TO END-OF-CHAPTERQUESTIONS AND PROBLEMSQUESTIONS1. Define the balance of payments.Answer: The balance of payments (BOP) can be defined as the statistical record of a country’s international transactions over a certain period of time presented in the form of double-entry bookkeeping.2. Why would it be useful to examine a country’s balance of payments data?Answer: It would be useful to examine a country’s BOP for at least two reaso ns. First, BOP provides detailed information about the supply and demand of the country’s currency. Second, BOP data can be used to evaluate the performance of the country in international economic competition. For example, if a country is experiencing per ennial BOP deficits, it may signal that the country’s industries lack competitiveness.3. The United States has experienced continuous current account deficits since the early 1980s. What do you think are the main causes for the deficits? What would be the consequences of continuous U.S. current account deficits?Answer: The current account deficits of U.S. may have reflected a few reasons such as (I) a historically high real interest rate in the U.S., which is due to ballooning federal budget deficits, that kept the dollar strong, and (ii) weak competitiveness of the U.S. industries.4. In contrast to the U.S., Japan has realized continuous current account surpluses. What could be the main causes for these surpluses? Is it desirable to have continuous current account surpluses?Answer: Japan’s continuous current account surpluses may have reflected a weak yen and high competitiveness of Japanese industries. Massive capital exports by Japan prevented yen from appreciating more than it did. At the same time, foreigners’ exports to Japan were hampered by closed nature of Japanese markets. Continuous current account surpluses disrupt free trade by promoting protectionistsentiment in the deficit country. It is not desirable especially when it is brought about by the mercantilist policies.5. Comment on the following statement: “Since the U.S. imports more than it exports, it is necessary for the U.S. to import capital from foreign countries to finance its current account deficits.”Answer: The statement presupposes that the U.S. current account deficit causes its capital account surplus. In reality, the causality may be running in the opposite direction: U.S. capital account surplus may cause the country’s current account deficit. Suppose foreigners fin d the U.S. a great place to invest and send their capital to the U.S., resulting in U.S. capital account surplus. This capital inflow will strengthen the dollar, hurting the U.S. export and encouraging imports from foreign countries, causing current account deficits.6. Explain how a country can run an overall balance of payments deficit or surplus.Answer: A country can run an overall BOP deficit or surplus by engaging in the official reserve transactions. For example, an overall BOP deficit can be su pported by drawing down the central bank’s reserve holdings. Likewise, an overall BOP surplus can be absorbed by adding to the central bank’s reserve holdings.7. Explain official reserve assets and its major components.Answer: Official reserve assets are those financial assets that can be used as international means of payments. Currently, official reserve assets comprise: (I) gold, (ii) foreign exchanges, (iii) special drawing rights (SDRs), and (iv) reserve positions with the IMF. Foreign exchanges are by far the most important official reserves.8. Explain how to compute the overall balance and discuss its significance.Answer: The overall BOP is determined by computing the cumulative balance of payments including the current account, capital account, and the statistical discrepancies. The overall BOP is significant because it indicates a country’s international payment gap that must be financed by the government’s official reserve transactions.9. Since the early 1980s, foreign portfolio investors have purchased a significant portion of U.S. treasury bond issues. Discuss the short-term and long-term effects of foreigners’ portfolio investment on the U.S. balance of payments.Answer: As foreigners purchase U.S. Treasury bonds, U.S. BOP will improve in the short run. But in the long run, U.S. BOP may deteriorate because the U.S. should pay interests and principals to foreigners. If foreign funds are used productively and contributes to the competitiveness of U.S. industries, however, U.S. BOP may improve in the long run.10. Describe the balance of payments identity and discuss its implications under the fixed and flexible exchange rate regimes.Answer: The balance of payments identity holds that the combined balance on the current and capital accounts should be equal in size, but opposite in sign, to the change in the official reserves: BCA + BKA = -BRA. Under the pure flexible exchange rate regime, central banks do not engage in official reserve transactions. Thus, the overall balance must balance, i.e., BCA = -BKA. Under the fixed exchange rate regime, however, a country can have an overall BOP surplus or deficit as the central bank will accommodate it via official reserve transactions.11. Exhibit 3.3 indicates that in 1991, the U.S. had a current account deficit and at the same time a capital account deficit. Explain how this can happen?Answer: In 1991, the U.S. experienced an overall BOP deficit, which must have been accommodated by the Federal Reserve’s official reserve action, i.e., drawing down its reserve holdings.12. Explain how each of the following transactions will be classified and recorded in the debit and credit of the U.S. balance of payments:(1) A Japanese insurance company purchases U.S. Treasury bonds and pays out of its bank account kept in New York City.(2) A U.S. citizen consumes a meal at a restaurant in Paris and pays with her American Express card.(3) A Indian immigrant living in Los Angeles sends a check drawn on his L.A. bank account as a gift to his parents living in Bombay.(4) A U.S. computer programmer is hired by a British company for consulting and gets paid from the U.S. bank account maintained by the British company.Answer:_________________________________________________________________Transactions Credit Debit_________________________________________________________________Japanese purchase of U.S. T bonds √Japanese payment using NYC account √U.S. citizen having a meal in Paris √Paying the meal with American Express √Gift to parents in Bombay √Receipts of the check by parents (goodwill) √Export of programming service √British payment out its account in U.S. √_________________________________________________________________13. Construct the balance of payment table for Japan for the year of 1998 which is comparable in format to Exhibit 3.1, and interpret the numerical data. You may consult International Financial Statistics published by IMF or research for useful websites for the data yourself.Answer:A summary of the Japanese Balance of Payments for 1998 (in $ billion)Credits DebitsCurrent Account(1) Exports 646.03(1.1) Merchandise 374.04(1.2) Services 62.41(1.3) Factor income 209.58(2) Imports -516.50(2.1) Merchandise -251.66(2.2) Services -111.83(3.3) Factor income -153.01(3) Unilateral transfer 5.53 -14.37Balance on current account 120.69[(1) + (2) + (3)]Capital Account(4) Direct investment 3.27 -24.62(5) Portfolio investment 73.70 -113.73(5.1) Equity securities 16.11 -14.00(5.2) Debt securities 57.59 -99.73(6) Other investment 39.51 -109.35Balance on financial account -131.22[(4) + (5) + (6)](7) Statistical discrepancies 4.36Overall balance -6.17Official Reserve Account 6.17Source: IMF, International Financial Statistics Yearbook, 1999.Note: Capital account in the above table corresponds with the ‘Financial account’ in IMF’s balance of payment statistics. IMF’s Capital account’ is included in ‘Other investment’ in the above table.MINI CASE: MEXICO’S BALANCE OF PAYMENTS PROBLEMRecently, Mexico experienced large-scale trade deficits, depletion of foreign reserve holdings and a major currency devaluation in December 1994, followed by the decision to freely float the peso. These events also brought about a severe recession and higher unemployment in Mexico. Since the devaluation, however, the trade balance has improved.Investigate the Mexican experiences in detail and write a report on the subject. In the report, you may:(a) document the tr end in Mexico’s key economic indicators, such as the balance of payments, the exchange rate, and foreign reserve holdings, during the period 1994.1 through 1995.12.;(b) investigate the causes of Mexico’s balance of payments difficulties prior to the peso devaluation;(c) discuss what policy actions might have prevented or mitigated the balance of payments problem and the subsequent collapse of the peso; and(d) derive lessons from the Mexican experience that may be useful for other developing countries.In your report, you may identify and address any other relevant issues concerning Mexico’s balance of payment problem.Suggested Solution to Mexico’s Balance-of-Payments ProblemTo solve this case, it is useful to review Chapter 2, especially the section on the Mexican peso crisis. Despite the fact that Mexico had experienced continuous trade deficits until December 1994, the country’s currency was not allowed to depreciate for political reasons. The Mexican government did not want the peso devaluation before the Presidential election held in 1994. If the Mexican peso had been allowed to gradually depreciate against the major currencies, the peso crisis could have been prevented.The key lessons that can be derived from the peso crisis are: First, Mexico depended too much on short-term foreign portfolio capital (which is easily reversible) for its economic growth. The country perhaps should have saved more domestically and depended more on long-term foreign capital. This can be a valuable lesson for many developing countries. Second, the lack of reliable economic information was another contributing factor to the peso crisis. The Salinas administration was reluctant to fully disclose the true state of the Mexican economy. If investors had known that Mexico was experiencing serious trade deficits and rapid depletion of foreign exchange reserves, the peso might have been gradually depreciating, rather than suddenly collapsed as it did. The transparent disclosure of economic data can help prevent the peso-type crisis. Third, it is important to safeguard the world financial system from the peso-type crisis. To this end, a multinational safety net needs to be in place to contain the peso-type crisis in the early stage.。

《高级综合商务英语1》参考答案

《高级综合商务英语1》参考答案

高级商务英语系列教材总主编:叶兴国王光林高级综合商务英语1主编:彭青龙(习题答案)外语教学与研究出版社Unit 1 GlobalizationLead-in1. Quiz1) B 2) C 3) D 4) A 5) A2. A Mini CaseSuggested answers:●As Zara continues to expand, it might have to open other distribution centers onother continents. Language, culture, and work relations may vary significantly from the closely-managed operation currently in place in Spain. The company may run into more specific challenges in accommodating customers‘requirements due to a lack of cultural sensitivity. Zara‘s expansion globally may pose the challenge of moving from a more centralized management style to a more global style.●Lorena needs to ensure that she has a truly international team in place withmembers from both multilingual and multicultural background; draw up a plan on how global logistics will support global expansion; start a succession plan and train new logistics managers who could be ready to take on overseas responsibilities; and encourage store managers to include suggestions on cultural specifics which may help in making the final product and brand expansion successful.Text AI.Reading Comprehension1.Determine whether the following statements are true or false. Write a T fortrue, an F for false, and an NG for not given.1) T 2) F 3) T 4) F 5) F 6) T 7) T 8) F 9) T 10) NG2.Essay Questions1)The modern multinational companies have had passed through three phases. Firstcame the 19th-century ―international model‖, with firms based in their home country and selling goods through overseas sales offices. This was followed by the classic multinational firm in which the parent company created smaller versions of itself in countries around the world. And now it has been replaced by a single integrated global entity in which the firm will move people and jobs anywhere in the world, based on the right cost, the right skills and the right business environment.2)The big attractions from emerging markets are low-cost labor, highly skilledpersonnel, and a chance to cooperate with the government as a potential customer.3)They are lacking the management talents who can practice and support businessoperating models that will allow them to generate profitable growth in more mature markets over the long term.4)The single biggest challenge facing Western multinationals is the lack ofemerging-market experience in their senior ranks. Moreover, multinationals have great trouble retaining the managers they do have in emerging markets.―Well-trained, good, honest people are scarce in emerging markets. Multinationals are better at training these people than emerging-market companies, which prefer to poach them once they are trained.‖II.Blank-filling: Complete the following sentences with the words given in the box. Change the form when necessary.1) cutting-edge 2) commoditized 3) aggressive 4) forge 5) benchmark 6) blueprint 7) expatriates 8) deploy 9) ferocious 10) substantial III.Paraphrasing1.Rewriting: Rewrite the underlined part of each sentence in your own words.1) ―In the 97 years of the company‘s history, never had a particular kind of product or merchandise been managed outside the U.S.,‖he says excitedly, noting that ―Latin America now reports to Shanghai.‖2) But the assault on its services business led by a trio of Indian outsourcing upstarts, Tata Consulting Services, Infosys and Wipro, posed a big threat to the field that might be the main sources of growth for the company as expected by Mr. Palmisano.3) In many emerging markets the most attractive potential customer is the government, because of the government‘s urgent needs to improve the infrastructure facilities in a wide range, from the mobile telephone networks to roads, airports and ports, energy and water supply.4) A 2007 study of China‘s top 200 publicly traded companies found that it is still difficult even for the leading companies in China to compete with those global giants.5) American multinationals now have a ―ferocious interest in attracting non-Americans to the board‖, but they can find only a few qualified executives from the European countries, not to mention those from emerging markets.2. Sentence Transformation: Complete the following sentences based on the structures given.1) Because of the fact that hot labor markets in emerging markets are causing extremely high turnover rates, every big multinational is aiming to win the ―war for talent‖ and taking it as one of the most urgent issues.2) It is believed that as a big multinational company it enjoys advantages in recruiting and retaining talented managers than the local competitors.3) Despite the growth of their revenue which increased on the back of China‘s continued economic growth, they could only create half of the value of their global competitors.4) No longer the ―young bucks or retirement-posing types‖as they used to be,nowadays the expatriate managers appointed by multinationals to work in emerging markets are generally of a much higher quality.5) Compared with those old multinationals, the firms in emerging markets are typically lacking the depth of management talent, though the founders are often impressive.IV.Translation1.Sentence Translation1) 这一雄心勃勃的策略是对来自新兴市场的激烈竞争做出的回应。

Minicase Stu

Minicase Stu

Case StudyPSA Peugeot Citroen SA and DaimlerChrysler AGIn 1997 executives of the automobile firm PSA Peugeot Citroen SA observed that their competitors began to merge. Daimler acquired Chrysler to become Daimler- Chrysler AG. General Motors Corp. purchased a 20 percent stake of Fiat’s auto division and held an option to purchase the remaining 80 percent. Ford Motor Co. purchased Jaguar, Land Rover, and Volvo.PSA resisted the pressure to mimic the acquisition activity of its competitors. The firm had learned the hard way about the cost of making an acquisition. In 1974 the French automobile maker Peugeot acquired Citroen, and the result was disappointing. The firm’s CEO Jean-Martin Folz had stated that managers cannot easily bring out new products when they are distracted by the challenge of integrating two firms. And PSA was intent on bringing out new products.PSA’s competitors faced disappointments of their own. One of the most dramatic examples involves Daimler- Chrysler AG. Prior to its takeover of Chrysler in 1998, Mercedes (Mercedes-Benz is a division of its parent company, Daimler AG) was the number one luxury brand in the world, known for top quality, and it sold more luxury automobiles in the United States than any other automobile firm. At the time of the takeover, Mercedes’ CEO Jürgen Schrempp predicted that the combined firm would become the most profitable automobile manufacturer in the world.By the end of 2004, Mercedes had slipped from first position in the United States to fourth position. Beginning in 2002, the quality of its automobiles began to slide. Its engineers began to add features that they found intriguing but were not valued by its customers. As for Chrysler, it lost $2 billion in 2000, and $1 billion in the second quarter of 2003. In late 2003, Chrysler introduced a new successful model, the 300C. Although its profit improved, the overall profitability of DaimlerChrysler continued to disappoint investors. In July 2005, under pressure from shareholders, CEO Schrempp announced that he would retire at year-end, three years before the expiration of his contract.As DaimlerChrysler slipped, PSA did well. Between 1998 and 2002, PSA’s sales grew by 62 percent (to $61.8 billion). PSA became the world’s sixth-largest automobile firm, surpassing Honda Motor Corp. and Hyundai Motor Co.AOL Time Warner: The Danger of Trusting Market PricesIn January 2000, the Internet service provider America Online (AOL) announced its intention to acquire the media conglomerate Time Warner. The purchase price, $165 billion in AOL stock, set an acquisition record. The merger between AOL and Time Warner illustrates excessive optimism, overconfidence, inefficient prices, and the winner’s curse on a grand scale.Strategy and SynergyThe goal of merging AOL and Time Warner was to create a distribution channel whereby Time Warner’s media products would be delivered to millions of consumers via Internet broadband. Time Warner brought media products and a television cable network to the combination. As the dominant Internet Service Provider (ISP) at the time, AOL brought an installed base of AOL subscribers to the combination.Time Warner’s products were known the world over: CNN, HBO, Time magazine, Fortune magazine, People magazine, Sports Illustrated, Warner Brothers, Warner Music Group, Entertainment Weekly, Looney Tunes, and Cartoon Network. In 2000, CNN was available to one billion television viewers. Time Warner magazines had 30 million subscribers.AOL was an Internet service provider that packaged Internet access with e-mail and other services. By 2000, AOL had more than 20 million members, and its subscriber rolls were growing at the rate of 50%. However, most of these members accessed AOL using low-speed dial-up rather than high-speed cable. High speed is a necessary ingredient for broadband delivery. Notably, Time Warner operated the second largest cable television network in the US, with 13 million subscribers.Time Warner had the content to be delivered via the Internet, along with the required bandwidth. AOL had the Internet expertise along with a huge subscriber base. The potential synergy seemed obvious to Time Warner CEO Gerald Levin who had been frustrated in his attempts to bring an Internet focus to Time Warner. The potential synergy also seemed obvious to AOL’s CEO Steve Case who felt that AOL had only one main asset, its subscribers, and was vulnerable to a competitive threat from Microsoft.ValuationThe combination of AOL and Time Warner occurred at the height of the technology stock bubble. Notably, the market’s judgment of the overall merger was favorable, with the shareholders of Time Warner benefiting at the expense of the shareholders of AOL. On the day of the announcement, the value of the combined companies rose by11%, or $27.5 billion. However, Time Warner stock increased by 39% ($32 billion), while AOL stock declined by 2.7% ($4.5 billion).In January 2000, the market capitalization of AOL was $185.3 billion, over twice as large as the $83.7 billion market capitalization of Time Warner. A similar statement applies to P/E, where earnings are measured before taxes, interest, depreciation and amortization (EBITDA). With the peak of the bubble not two months away, was AOL overvalued at the time?An opinion piece in Fortune magazine suggests that AOL could not have been priced at intrinsic value in January 2000. Why? The answer depends on residual income (the portion of earnings that remain after investors have been paid the cost of capital) because the present value of the residual income stream implied by its market valuation was far larger than any firm at any time had ever produced. Moreover, AOL’s actual residual income at the time was close to zero.AOL’s CEO was Steve Case, and Time Warner’s CEO was Gerald Levin. Did Steve Case knowingly purchase AOL with overvalued stock? And correspondingly, did Gerald Levin and Time Warner’s shareholders trust market prices?Steve CaseSteve Case did not trust market prices. AOL’s internal memos indicate that Case judge that dot-com stocks, including the stock of AOL, were overpriced and that he sought to exploit the overpricing. Moreover, he expected that Internet stocks would collapse in the not too distant future and sought to protect AOL shareholders by acquiring a more mature firm. Case eventually offered 45% of a combined AOL Time Warner to Time Warner shareholder. Under the terms of the deal, Gerald Levin would be chief executive of AOL Time Warner, while Steve Case would be its chairman. Gerald LevinGerald Levin trusted market prices. During a press conference to announce the merger Levin stated: “Something profound is taking place. I believe in the present valuations. Their future cash flow is so significant, that is how you justify it.”Ted TurnerTed Turner, the creator of CNN, was a major shareholder in Time Warner. He owned 100 million shares that he acquired through the sale of CNN to Time Warner three years before and held an operating role overseeing his former holdings. Turner was a very colorful figure. At first he apparently opposed the merger of AOL and Time Warner, asking: “Why should I give up stock in a $25 billion company for shares of this little company?”However, Turner’s financial advisers apparently trusted market prices and persuaded him to back the deal, arguing that the merger would increase the value of his holdings. In his own colorful way, he announced his support at a news conference saying:Shortly before nine o’clock last night, I had the honor and privilege of signing a piece of paper that irrevocably cast a vote of my 100 million shares for this merger. I did it with as much or more excitement and enthusiasm as I did on that night when I first made love some forty-two years ago.For a brief time, the merger of AOL and Time Warner increased Ted Turner’s wealth by $4 billion. However, he subsequently lost $7 billion in the next two years as the market value of the combined firm declined. In February 2003, Turner announced his resignation as vice chairman of AOL Time Warner.Publicly, Turner expressed regret at having sold CNN and his Turner Broadcasting organization to Time Warner in 1996. It is rare for executives to admit to being overconfident, but Turner is uncharacteristic in many ways. He stated:At the time, I owned 9% of Time Warner, and I figured Jerry (Levin) thought that he bought me, but I thought I bought them. But 9% is not fifty-one. I guess I got a little overconfident.Asset WritedownIn April 2002, AOL Time Warner wrote down $54 billion in goodwill, a charge to its earnings that reflected the decline in the value of the combined firm. Among Time Warner’s various businesses, which ones had generated disappointing cash flows? AOLLooking back 12 months from the end of the third quarter of 2002, the operating profit of most of AOL Time Warner businesses experienced positive growth. Publishing had grown by 26%, networks had grown by 16%, and the music business had grown by 10%. However, AOL’s operating earnings fell by 30%.What had happened? In 2002, total revenue for America Online declined by approximately 6%, to about $8.9 billion. Its advertising revenue declined to $1.6 billion, from $2.6 billion in 2001. A chief factor was the collapse of many dot-com firms, who advertised and sold their products through AOL.In addition, the rate at which new subscribers were signing up with AOL began to fall. Between 1995 and 2000, the subscription rolls had grown at a compound annual growth rate of 50%, However, the rate of growth slowed to 24% in the first half of 2002 and then to 8% in the second half of 2002, when AOL had 35.3 million members.On September 18, 2003, AOL Time Warner dropped the ‘AOL’from its name. A press release announcing the name change stated: “We believe that our new name better reflects the portfolio of our valuable businesses and ends any confusion between our corporate name and the America Online brand name for our investors, partners and the public.”What’s in a name? The change elicited an interesting reaction. At the time, Harris Funds owned 42 million shares of AOL Time Warner stock, primarily in its Oakmark funds. Henry Berghoef, director of research at Harris Associates, stated: “I am not going out to buy more stock because of a change of name,” but then added: “as silly as it sounds, it is healthy psychologically.” Psychologically? Might he be referring to salience, availability bias, and the affect heuristic?Expectations and AccountingTable below depicts the market capitalization of AOL Time Warner from the time of its merger through December 2002. From its peak value, the firm had lost roughly 80% of its value. Part of the loss stemmed from false expectations.In seeking support from analysts for the merger, AOL had forecast that earnings would grow by 30%. Apparently, those forecasts appeared unrealistic to the person in charge of investor relations at Time Warner. Her name was Joan Nicolais, and she seems to have voiced her concern, preferring instead to provide realistic guidance to Wall Street analysts. The financial press reported her saying that AOL was “basically an elaborate spin machine,” whose numbers did not add up. Not surprisingly, Nicolais did not play the investor relations role for a combined AOL Time Warner. That post went to an AOL executive.In July 2002, The Washington Post ran an article alleging that in order to increase the earnings that it would report prior to the merger being completed, AOL had engagedin accounting improprieties. Shortly thereafter, both the SEC and the Department of Justice launched investigations.HubrisThe hubris hypothesis state that overconfident executives exhibit hubris, overpay for acquisitions, and subsequently experience the winner’s curse. Is hubris a characteristic anyone has applied to the principals in the case of AOL and Time Warner?Steve CaseThe adjective hubris has frequently been applied to Steve Case. Example includes article headings such as “Doomed Relationship Forged in Hubris,”from the New Zealand Herald, and “Alec Klein Examines How Executive Hubris Destroyed the AOL-Time Warner Merger”, from the Star-Tribune. A BusinessWeek editorial stated: AOL’s merger with Time Warner was, in retrospect, unreal. Distributing entertainment and news over many digital platforms –computers, cell phones, and handhelds - was Case’s grand vision. Way too grand, it turned out. His hubris extended to the merger itself. The two corporations had vastly different cultures and did not mesh.Gerald LevinThe New York Times did not paint a flattering picture of the executives at Time Warner, stating; “if Case was guilty of hubris, then the Time Warner management team was guilty of ignorance and credulity, industry analysts and academics say.”However, Gerald Levin did exhibit hubris, in that he felt no need to consult other executives before agreeing to the merger. Initially, Levin had insisted on a 50-50 split so that the combination would qualify as a merger of equals. However, on his own, without even consulting his board, he agreed to a 45-55 split, thereby lading to AOL takeover of Time Warner.In January 2003, Steve Case was pressured to resign as chair of AOL Time Warner. He did so and was replaced by Richard Parsons, Time Warner’s chief executive.Question:Discuss the main lessons to be learned from the behavior of the executives at PSA and DaimlerChrysler. In your discussion, compare the behavior of executives at PSA and DaimlerChrysler with executives in the case of AOL and Time Warner.。

MiniCase(topic2)(1)财务管理英文版教学课件大学二年级下学期用

MiniCase(topic2)(1)财务管理英文版教学课件大学二年级下学期用

Mini Case (Topic 2)Donna Jamison, a 2003 graduate of the University of Tennessee with four years of banking experience, was recently brought in as assistant to the chairman of the board of Computron Industries, a manufacturer of electronic calculators.The Company doubled its plant capacity, opened new sales offices outside its home territory, and launched an expensive advertising campaign. Computron’s results were not satisfactory, to put it mildly. Its board of directors, which consisted of its president and vice-president plus its major stockholders(who were all local businesspeople), was most upset when directors learned how the expansion was going. Suppliers were being paid late and were unhappy, and the bank was complaining about the deteriorating situation and threatening to cut off credit. As a result, Al Watkins, Computron’s president, was informed that changes would have to be made, and quickly, or he would be fired. Also, at the board’s insistence Donna Jamison was brought in and given the job of assistant to Fred Campo, a retired banker who was Computron’s Chairman and largest stockholder. Campo agreed to give up a few of his golfing days and to help nurse the company back to health, with Jamison’s help.Jamison began by gathering financial statements and other data.BALANCE SHEET 2008 2007AssetsCash $ 7,282 $ 9,000 Short-term investments 0 48,600 Accounts receivable 632,160 351,200 Inventories 1,287,360 715,200 Total current assets $ 1,926,802 $ 1,124,000 Gross fixed assets 1,202,950 491,000 Less accumulated depreciation 263,160 146,200Net fixed assets $ 939,790 $ 344,800 Total assets $ 2,866,592 $ 1,468,800 Liabilities and Equity 2008 2007 Accounts payable $ 524,160 $ 145,600 Notes payable 720,000 200,000 Accruals 489,600 136,000 Total current liabilities $ 1,733,760 $ 481,600 Long-term debt 1,000,000 323,432 Common stock(100,000 shares) 460,000 460,000 Retained earnings (327,168) 203,768 Total equity $ 132,832 $ 663,768 Total liabilities and equity $ 2,866,592 $ 1,468,800 INCOME STATEMENT 2008 2007Sales $ 5,834,400 $ 3,432,000Cost of goods sold 5,728,000 2,864,000 Other expenses 680,000 340,000 Depreciation 116,960 18,900Total operating costs $ 6,524,960 $ 3,222,900EBIT ($ 690,560) $ 209,100Interest expense 176,000 62,500EBT ($ 866,560) $ 146,600 Taxes(40%) (346,624) 58,640Net income ($ 519,936) $ 87,960EPS ($ 5.199) $ 0.880DPS $ 0.110 $ 0.220Book value per share $ 1.328 $ 6.638Stock price $ 2.25 $ 8.50 Shares outstanding 100,000 100,000Tax rate 40.00% 40.00% Lease payments 40,000 40,000 Sinking fund payments 0 0STA TAMENT OF RETAINED EARNINGS,2008Balance of retained earnings,12/31/07 $ 203,768Add: Net income,2008 (519,936)Less: Dividends paid (11,000)Balance of retained earnings,12/31/08 ($ 327,168)STA TEMENT OF CASH FLOWS, 2008Operating ActivitiesNet Income ($ 519,936) Adjustments:Noncash adjustments:Depreciation 116,960Changes in working capital:Change in accounts receivable (280,960)Change in inventories (572,160)Change in accounts payable 378,560Change in accruals 353,600Net cash provided by operating activities ($ 523,936)Long-Term Investing ActivitiesCash used to acquired fixed assets ($ 711,950) Financing ActivitiesChange in short-term investments $ 48,600Change in notes payable 520,000Change in long-term debt 676,568Payment of cash dividends (11,000)Net cash provided by financing activities $ 1,234,168Sum: Net change in cash (1,718)Plus: Cash at beginning of year $ 9,000Cash at end of year $ 7,282Assume that you are Jamison’s assistant, and you must help her answer the following questions for Campo.a.What effect did the expansion have on sales, net operating profit aftertaxes(NOPAT),net operating working capital, and net income?b.What effect did the expansion have on net cash flow, operating cash flow, and freecash flow?c.Jamison also has asked you to estimate Computron’s EV A. She estimates that theafter-tax cost of capital was 11 percent in 2007 and 13 percent in 2008.d.Looking at Computron’s stock price today, would you conclude that the expansionincreased or decreased MV A?putron purchases materials on 30-day terms, meaning that it is supposed topay for purchases within 30 days of receipt. Judging from its 2008 balance sheet, do you think Comptron pays suppliers on time? Explain. If not, what problems might this lead to?ptron spends money fro labor, materials, and fixed assets(depreciation) tomake products, and still more money to sell those products. Then, it makes sales that result in receivables, which eventually result in cash inflows. Does it appear that Comptron’s sales price exceeds its costs per unit sold? How does this affect the cash balance?g.Suppose Computron’s sales manager told the sales staff to start offering 60-daycredit terms rather than the 30-day terms now being offered. Computron’s competitors react by offering similar terms, so sales remain constant. What effect would this have on the cash account? How would the cash account be affected if sales doubled as a result of the credit policy change?h.Can you imagine a situation in which the sales price exceeds the cost of producingand selling a unit of output, yet a dramatic increase in sales volume causes the cash balance to decline?i.In general, could a company like Computron increase sales without acorresponding increase in inventory and other assets? Would the asset increase occur before the increase in sales, and, if so, how would that affect the cash account and the statement of cash flows?j.Did Computron finance its expansion program with internally generated funds(additions to retained earnings plus depreciation) or with external capital?How does the choice of financing affect the company’s financial strength?k.Refer to the income statements and the statement of cash flows.Suppose Computron broke even in 2008 in the sense that sales revenues equaled total operating costs plus interest charges. Would the asset expansion have caused the company to experience a cash shortage which required it to raise external capital? l.If Computron started depreciating fixed assets over 7 years rather than 10 years, would that affect (1)the physical stock of assets,(2)the balance sheet account for fixed assets,(3)the company’s reported net income, and (4)its cash position?Assume the same depreciation method is used for stockholder reporting and for tax calculations, and the accounting change has no effect on assets’ physical lives. m.Explain how(1)inventory valuation methods, (2)the accounting policy regarding expensing versus capitalizing research and development, and (3) the policy with regard to funding future retirement plan costs(retirement pay and retirees’ health benefits) could affect the financial statements.putron’s stock sells for $2.25 per share even though the company had largelosses. Does the positive stock price indicate that some investors are irrational? putron followed the standard practice of paying dividends on a quarterly basis. It paid a dividend during the first two quarters of 2008, then eliminated the dividend when management realized that a loss would be incurred for the year.The dividend was cut before the losses were announced, and at that point the stock price fell from $8.50 to $ would an $0.11, or even a $0.22, dividend reduction lead to a $5.00 stock price reduction?p.Explain how earnings per share, dividends per share, and book value per share are calculated, and what they mean. Why does the market price per share not equal the book value per share?q.How much new money did Computron borrow from its bank during 2007?How much additional credit did its suppliers extend? Its employees and the taxing authorities?r.If you were Computron’s banker, or the credit manager of one of its suppliers, would you be worried about your job? If you were a current Computron employee,a retiree, or a stockholder, should you be concerned?s.The 2008 income statement shows negative taxes, that is, a tax credit. How much taxes would the company have had to pay in the past to actually get this credit? If taxes paid within the last 2 years had been less than $346,624, what would have happened? Would this have affected the statement of cash flows and the ending cash balance?t.Working with Jamison has required you to put in a lot of overtime, so you have had very little time to spend on your private finances. It’s now April 1, and you have only two weeks left to file your income tax return. You have managed to get all the information together that you will need to complete your return.Computron paid you salary of $45,000, and you received $3,000 in dividend from common stock that you own. You are single, so your per personal exemption is $2,800, and your itemized deduction are $4,550.(1)On the basis of the information above and the individual tax rate scheduleshown in the topic, what is your tax liability?(2)What are your marginal and average tax rates?u.Assume that a corporation has $100,000 of taxable income from operations plus $5,000 of interest income and $10,000 of dividend income. What is the company’s tax liability?v.Assume that after paying your personal income tax as calculated in part t, you have $5,000 to invest. You have narrowed your investment choices down to California bonds with a yield of 7 percent or equally risky Exxon Mobil bonds with a yield of 10 percent. Which one should you choose and why? At what marginal tax rate would you be indifferent to the choice between California and Exxon Mobil bonds?。

高级商务英语Unit1Globalization

高级商务英语Unit1Globalization

7th Secretary-General of the United Nations (January 1997 -- December 2006)
Quotation 2
"Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital -- the world's best talents and greatest ideas." -- Jack Welch
Globalization
Four Basic Aspects of Globalization (by IMF) trade and transactions capital and investment movements migration and movement of people dissemination of knowledge environmental challenges climate change cross-boundary water and air pollution over-fishing of the ocean
Lead-in
Warm-up Questions Quiz Quotation Mini Case
Quiz
Lead-in
Warm-up Questions Quiz Quotat"It has been said that arguing against globalization is like arguing against the laws of gravity." -- Kofi Anna

律师英文面试题目(3篇)

律师英文面试题目(3篇)

第1篇IntroductionThe legal profession requires a unique blend of analytical skills, ethical judgment, and interpersonal abilities. As a candidate for a lawyer position, you will be expected to demonstrate your proficiency in various areas. This comprehensive list of interview questions is designed to assess your legal knowledge, problem-solving skills, communication abilities, and overall fit for the role. Please note that the following questions are categorized into different sections to facilitate a structured interview process.Section 1: Legal Knowledge and Understanding1. Can you explain the difference between tort law and contract law?2. What is the primary purpose of the Fourth Amendment to the U.S. Constitution?3. Describe the key elements of a valid will.4. How does the principle of stare decisis impact legal decision-making?5. What is the difference between a plea bargain and a plea agreement?6. Explain the concept of due process and its application in criminal law.7. How does the legal system differentiate between civil and criminal law?8. What are the fundamental rights protected by the Bill of Rights?9. Describe the legal implications of the Health Insurance Portability and Accountability Act (HIPAA).10. What is the role of a judge in a bench trial versus a jury trial?Section 2: Case Analysis and Problem-Solving11. You are presented with a hypothetical case involving a breach of contract. What steps would you take to analyze the case and providelegal advice to your client?12. Describe a complex legal issue you have encountered in your previous work. How did you approach solving it?13. How would you handle a situation where a client provides you with conflicting information?14. What is the importance of legal research in preparing a case for trial?15. You are assigned a case involving intellectual property infringement. How would you go about proving that the infringement occurred?16. How do you prioritize tasks when multiple clients have urgent matters?17. What is the significance of the discovery process in a lawsuit?18. How would you advise a client who is considering a settlement offer that is less than what they believe they are entitled to?19. Describe a time when you had to navigate a legal issue that was outside your area of expertise. How did you handle it?20. What is the role of a legal ethics committee, and how do you ensure you are compliant with ethical standards?Section 3: Communication and Advocacy21. How would you explain a complex legal concept to a client who has limited legal knowledge?22. What are the key components of effective legal writing?23. How do you prepare for a deposition or a courtroom argument?24. Describe a challenging communication situation you have encountered with a client or opposing counsel. How did you resolve it?25. What strategies do you use to persuade a judge or jury to rule in favor of your client?26. How do you handle feedback from a client who is dissatisfied with your representation?27. What is the importance of active listening in legal negotiations?28. How do you maintain confidentiality when discussing a client's case with colleagues or external parties?29. Describe a time when you had to present a case to a non-legal audience. How did you adapt your communication style?30. What is the role of advocacy in the legal profession, and how do you incorporate it into your work?Section 4: Professional Experience and Development31. Describe your previous legal experience. What types of cases did you handle?32. How has your legal education prepared you for a career as a lawyer?33. What extracurricular activities or internships have you engaged in that are relevant to the legal profession?34. What is your approach to continuing legal education and staying updated on legal developments?35. How do you handle stress and pressure in a high-stakes legal environment?36. Describe a time when you had to work as part of a team on a legal matter. What role did you play, and how did you contribute to the team's success?37. What are your long-term career goals, and how do you plan to achieve them?38. How do you prioritize your professional development, and what are your interests outside of law?39. What is your preferred method of conflict resolution, and how do you apply it in your legal practice?40. How do you ensure that your work meets the highest standards of excellence and professionalism?Section 5: Ethical and Moral Considerations41. What is the most challenging ethical dilemma you have faced in your legal career, and how did you resolve it?42. How do you balance the interests of your client with the broader interests of society?43. What steps do you take to ensure that your legal advice is unbiased and objective?44. Describe a time when you had to adhere to a legal rule or regulation that you believed was unfair. How did you handle it?45. How do you handle situations where your personal beliefs conflict with your professional obligations?46. What is the role of a lawyer in promoting social justice and equality?47. How do you maintain your ethical standards when dealing with high-pressure situations or powerful clients?48. Describe a situation where you had to advocate for a client whose interests were not in the public's best interest. How did you approach the issue?49. What is your perspective on the ethical implications of using technology in the legal profession?50. How do you ensure that your actions as a lawyer are transparent and accountable?This comprehensive list of interview questions is designed to provide a thorough assessment of a candidate's suitability for a lawyer position. By exploring various aspects of legal knowledge, problem-solving skills,communication abilities, and ethical considerations, you can gain a comprehensive understanding of the candidate's qualifications and potential contributions to your legal team.第2篇IntroductionAs a prestigious law firm, we are committed to hiring the most skilled and dedicated attorneys to join our team. The following comprehensive list of interview questions is designed to assess your legal expertise, communication skills, problem-solving abilities, and fit within ourfirm's culture. Please be prepared to discuss your experiences, share your thoughts, and demonstrate your suitability for the role.I. Legal Knowledge and Expertise1. Please describe your expertise in [specific area of law, e.g., corporate law, family law, intellectual property law]. How does your experience in this area make you a strong candidate for this position?2. Can you explain the difference between a statute and a case law? Provide an example of each.3. What is the difference between a tort and a breach of contract? Givea real-life scenario to illustrate your answer.4. Explain the principle of stare decisis and its significance in the legal system.5. Describe the key elements of a valid will. What are the potential pitfalls that could render a will invalid?6. How do you navigate the complexities of antitrust law in your practice? Can you provide an example of a recent case you have handled in this area?7. What are the primary considerations when drafting a non-disclosure agreement (NDA)?8. How do you approach the defense of a client who has been charged witha crime? What strategies do you employ to build a strong defense?9. Explain the concept of due process and its application in criminal law.10. How do you stay up-to-date with the latest developments in your area of law? What resources do you use to ensure your knowledge is current?II. Communication and Interpersonal Skills11. How would you explain a complex legal concept to a client who is nota lawyer? What techniques do you use to ensure clarity and understanding?12. Can you describe a time when you had to resolve a conflict between two parties? How did you handle the situation, and what was the outcome?13. How do you prioritize tasks and manage your time effectively in a fast-paced law firm environment?14. What is your approach to handling difficult or stressed clients? How do you maintain professionalism and provide excellent client service in challenging situations?15. How do you work collaboratively with colleagues and other professionals, such as paralegals, investigators, and experts?16. Can you give an example of a time when you had to present complex legal arguments in a courtroom setting? How did you prepare for the presentation, and what was the result?17. What are your communication preferences when working with clients and colleagues? Are you more comfortable with face-to-face meetings, phone calls, or written correspondence?18. How do you handle feedback from clients or colleagues? Do you seek constructive criticism, and how do you use it to improve your performance?III. Problem-Solving and Analytical Skills19. Describe a challenging legal issue you have encountered in your career. How did you analyze the situation, and what steps did you take to resolve it?20. What is your approach to researching legal issues? How do you ensure that your research is thorough and up-to-date?21. Can you provide an example of a time when you had to think outside the box to solve a legal problem? What was the outcome, and how did it benefit your client or the firm?22. How do you handle unexpected legal developments or unforeseen challenges? What strategies do you use to adapt and stay calm under pressure?23. What is your experience with cross-border legal issues? How do you navigate the complexities of international law and regulations?24. How do you approach complex transactions or litigation with multiple parties and interests at stake?25. What are your thoughts on the use of technology in legal practice? How do you incorporate technology into your work to enhance efficiency and effectiveness?IV. Ethics and Professionalism26. How do you maintain your ethical standards and professionalintegrity in a law firm setting? Can you give an example of a situation where you had to make an ethical decision?27. What is your approach to confidentiality and client confidentiality? How do you ensure that sensitive information is protected?28. How do you handle conflicts of interest in your practice? What steps do you take to avoid or resolve such conflicts?29. What is your understanding of the attorney-client privilege? How do you protect this privilege in your communications with clients?30. How do you stay informed about ethical guidelines and professional responsibilities as an attorney? What resources do you use to ensure compliance with these standards?V. Fit with the Law Firm31. What do you know about our law firm and its practice areas? How do you think your skills and experience align with our firm's goals and values?32. How do you envision your role within our firm? What are your long-term career aspirations?33. What is your experience with working in a team environment? How do you contribute to the success of your colleagues and the firm as a whole?34. What are your expectations regarding work-life balance at our firm? How do you manage your personal and professional responsibilities?35. Can you describe a time when you went above and beyond to meet a client's needs or a firm's objective? What was the result, and how did it impact your work or the firm?36. What are your favorite aspects of practicing law, and what challenges do you find most rewarding?37. How do you approach feedback and constructive criticism? What steps do you take to ensure continuous improvement in your work?38. What do you think sets our law firm apart from others, and why do you want to work here?39. How do you handle stress and pressure in your professional life? What coping mechanisms do you use to maintain your mental and emotional well-being?40. What questions do you have for us about the firm, the position, or the practice areas we handle?ConclusionWe hope this comprehensive list of interview questions will help you prepare for your upcoming interview with our law firm. Remember to showcase your legal expertise, communication skills, problem-solving abilities, and fit within our firm's culture. We look forward to meeting you and discussing how you can contribute to our team's success.第3篇Introduction:The following is a comprehensive list of interview questions designedfor a law firm attorney position. These questions are categorized into different sections to cover various aspects of the candidate's legal expertise, experience, soft skills, and fit within the firm's culture. The questions are designed to be challenging and insightful, helping the hiring team assess the candidate's qualifications and potential to contribute effectively to the firm.Section 1: Legal Knowledge and Expertise1. Can you describe the most complex legal case you have worked on and the challenges you faced in resolving it?2. How do you stay updated with the latest legal developments and case law in your area of expertise?3. Discuss a recent legal trend that has impacted your practice area and how you have adapted to it.4. What is the difference between a tort and a breach of contract, and can you give an example of each?5. Explain the legal principles behind the attorney-client privilege and how you ensure its protection in your practice.6. How do you approach the drafting of complex legal documents, such as contracts or agreements?7. Describe a situation where you had to interpret a statute or regulation in a novel way. How did you proceed?8. What is the significance of the Rules of Professional Conduct in your daily practice, and how do you adhere to them?9. Discuss a case where you had to handle a conflict of interest. How did you resolve it, and what lessons did you learn?10. Can you provide an example of a legal issue that requires interdisciplinary knowledge, and how you would approach it?Section 2: Experience and Case Management11. How do you prioritize tasks and manage your workload when dealing with multiple cases simultaneously?12. Describe a situation where you had to handle a high-stakes case under tight deadlines. What steps did you take to ensure successful resolution?13. How do you maintain effective communication with clients throughout the duration of a case?14. What strategies do you employ to ensure the efficient and cost-effective handling of a case?15. Discuss a time when you had to negotiate a settlement outside of court. What was your approach, and what was the outcome?16. How do you handle client dissatisfaction or complaints about your services?17. What role do you play in the firm’s case management system, and how do you ensure the integrity of the system?18. Describe a complex litigation case where you had to work closely with other attorneys and outside experts. How did you coordinate your efforts?19. How do you prepare for trial, and what is your strategy for presenting evidence and arguments to a judge or jury?20. What steps do you take to ensure that y our clients’ interests are adequately represented in any legal proceeding?Section 3: Soft Skills and Interpersonal Abilities21. How do you handle stressful situations in the courtroom or during negotiations?22. Can you provide an example of a time when you had to workeffectively with a team that had differing opinions or goals?23. How do you build and maintain professional relationships with clients, colleagues, and other legal professionals?24. Describe a situation where you had to overcome a significant obstacle to achieve a successful outcome for a client.25. What is your approach to mentoring junior attorneys or paralegals?26. How do you handle feedback from senior partners or supervisors?27. Discuss a time when you had to adapt to a change in t he firm’s strategic direction or client needs.28. How do you ensure that your work-life balance remains healthy and sustainable?29. What role do you think technology plays in the legal profession, and how do you incorporate it into your practice?30. How do you approach diversity and inclusion in the workplace, and how do you contribute to fostering a culture of respect and equality?Section 4: Professional Development and Industry Trends31. What are your short-term and long-term career goals, and how does this position align with them?32. How do you stay motivated to continue learning and growing as alegal professional?33. What seminars, workshops, or other professional development opportunities have you found most beneficial to your career?34. Discuss a recent article or book that has influenced your approachto the law or your practice.35. How do you envision the legal profession evolving in the next decade, and what changes do you anticipate?36. What is your perspective on the increasing use of technology inlegal research and document management?37. How do you stay informed about emerging ethical issues in the legal profession?38. What is your approach to pro bono work, and how do you balance it with your billable hours?39. How do you incorporate innovation and creativity into your legal practice?40. What are your thoughts on the role of social media in legalmarketing and client relations?Conclusion:These interview questions are designed to provide a comprehensive assessment of a candidate's qualifications, experience, and fit for alaw firm attorney position. By exploring the candidate's legal knowledge, experience, soft skills, and professional development, the hiring team can make an informed decision about the candidate's potential to contribute to the firm's success.。

营销管理考试题及答案英文

营销管理考试题及答案英文

营销管理考试题及答案英文Marketing Management Exam Questions and AnswersSection A: Multiple Choice Questions (MCQs)1. Which of the following is not a component of the marketing mix?a) Productb) Pricec) Placed) ProcessAnswer: d) Process2. The marketing concept is customer-oriented and focuses on:a) The productb) The company's needsc) The customer's needsd) The competitionAnswer: c) The customer's needs3. What is the term used to describe the process of creating, communicating, and delivering value to customers and managing customer relationships in ways that benefit the organization and its stakeholders?a) Market Researchb) Marketing Managementc) Sales Managementd) Customer ServiceAnswer: b) Marketing Management4. In which stage of the product life cycle is it most appropriate to focus on market penetration?a) Introductionb) Growthc) Maturityd) DeclineAnswer: a) Introduction5. Which of the following is not a type of market structure?a) Monopolyb) Oligopolyc) Perfect Competitiond) DuopolyAnswer: d) Duopoly (This is a specific case of Oligopoly)Section B: Short Answer Questions6. Define 'market segmentation' and explain its importance in marketing.Answer: Market segmentation is the process of dividing a broad market into sub-groups of consumers with similar needs or characteristics. It is important in marketing because it allows companies to tailor their marketing strategies to meet the specific needs of different customer groups, thereby increasing the effectiveness of marketing efforts andcustomer satisfaction.7. What are the four main stages of the customer decision journey?Answer: The four main stages of the customer decision journey are:i) Awarenessii) Information Searchiii) Evaluation of Alternativesiv) Purchase Decision8. Explain the concept of 'relationship marketing' and its significance.Answer: Relationship marketing is the strategy of building and maintaining long-term relationships with customers to encourage repeat business and customer loyalty. Its significance lies in the fact that it can lead to increased customer retention, higher profit margins, and a better understanding of customer needs, which in turn can drive continuous improvement and innovation.Section C: Case Study Questions9. Case Study: XYZ Company is a manufacturer of high-end headphones. They have recently entered a new market and are looking to establish a strong brand presence. Discuss the marketing strategies XYZ Company could employ to achieve this goal.Answer: XYZ Company could employ the following marketingstrategies:- Conduct market research to understand the preferences and behaviors of the target market.- Develop a unique value proposition that differentiates their headphones from competitors.- Implement a strong branding campaign to create brand awareness and emotional connections with consumers.- Utilize digital marketing channels, such as social media and search engine optimization (SEO), to reach a wider audience.- Offer exceptional customer service and support to build a loyal customer base.- Engage in strategic partnerships and collaborations to increase brand visibility.10. Case Study: ABC Corporation is experiencing a decline in sales for one of its products. The product is in the maturity stage of its life cycle. What strategies could ABC Corporation adopt to revitalize the product?Answer: To revitalize the product, ABC Corporation could consider the following strategies:- Product Modification: Enhance the product with new features or improve its quality to make it more appealing.- Market Penetration: Increase marketing efforts toattract new customers or encourage existing customers to buy more.- Market Development: Target new market segments that have not yet been reached.- Diversification: Develop new products or services that complement the existing product line.- Pricing Strategy: Adjust pricing to make the product more competitive or offer promotional pricing for a limited time.Section D: Essay Questions11. Discuss the role of market orientation in a company's success and how it can be achieved.Answer: Market orientation is crucial for a company's success as it ensures that the company is focused on understanding and meeting customer needs. It can be achieved through:- Encouraging a customer-centric culture within the organization.- Conducting regular market research to stay informed about customer preferences and market trends.- Involving all departments in the decision-making process to ensure a holistic approach to meeting customer needs.- Establishing feedback mechanisms to continuously learn from customers and improve products and services.12. Critically evaluate the impact of social media on marketing management.Answer: Social media has had a significant impact on marketing management by:- Providing a platform for direct customer engagement and relationship building.- Allowing for targeted advertising and the ability to reach specific customer segments.- Enabling real-time monitoring of customer feedback and sentiment.- Facilitating the spread of word-of-mouth marketing through shares and recommendations.- Requiring。

PWC普华永道面试案例case整理(两个案例)

PWC普华永道面试案例case整理(两个案例)

PricewaterhouseCoopersCASE DISCUSSIONBUSINESS CASEInterview Case Study #1Roane & 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 . 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 ., 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 ., 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 . 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 ., 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 . 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 and Human 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 itsmulti-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 level executives ("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 ., 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 fresh ideas. 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 shippingthree 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 we show 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 situation2. What are the key areas for change Why do you believe so3. What do you envision your product to be in a week4. What type of additional information would you want5. What type of analysis do you believe needs to be performed6. Do you have an idea concerning the analytical structure7. What type of framework might you envision for this strategy8. What are the key elements you would include in designing a strategy9. What are the key elements you would include in implementing a strategy10. What is your assessment concerning R&H's ability to implementa strategy11. What are some key performance indicators that you would suggest12. What are the key issues between the Supply Chain and other areas of the company(such as Marketing and Sales) that must be addressed13. What are some ways that improvements in the Supply Chainwill impact the other areas of the company, especially Marketing and Sales14. How does Supply Chain effect the value of the company's brands15. What are the risks that the PwC team faces in this engagementPricwaterhouseCoopersCASE DISCUSSIONBUSINESS/STRATEGYInterview Case Study #2Telekenesis Inc.PricewaterhouseCoopers has recently proposed on, and appears to have won, a major engagement to create an information technology strategy for Telekenesis. PricwaterhouseCoopers has worked for Telekenesis in the past, but has not done any significant work for over a year and a half. This is PricwaterhouseCoopers' first substantial engagement with the company.Company BackgroundTelekenesis was formed in 1992 by executives from four former Regional Bell Operating Companies (RBOCs) and two principals in Silicon Valley technology start-ups. One of the principals is from a start-up company that pioneered a new kind of wireless propagation technology.Telekenesis was founded on the principle that the current telecommunications industry is populated with companies who are almost congenitally incapable of optimizing their form of organization and culture to meet the competitive challenges of the 1990s. The founders believe that local loop technology, which relies on communication devices which are peers in a large technology community, where every device has a permanent and unchangeable identification, is the silver bullet of the telecommunications industry, and that the RBOCs are not ready or willing to exploit it. Local loop technology (LLT) is considered by RBOC management to be radical, unproven and unreliable.Telekenesis Inc. is modestly profitable, with $131,000,000 in sales and approximately 200,000 customers spread out over four adjacent, mostly rural geographies. Approximately 90% of its sales come from four small local telephone companies. The company's strategy is to use the operating experience and customer positioning of the four local telephone companies to develop and implement local loop wireless service or LLWS (often pronounced "laws"). The concept behind this service is based on the fact that the current phone companies control wiring to and from a central office facility. This facility is in effect a big switching box. The central office acts like a big hub with many spokes radiating from it. LLWS eliminates the central office and substitutes simple, unobtrusive, premises wireless relay equipment. There is at least one local loop server facility that is somewhat analogous to a central office but not needed to maintain service. The server facility is used to monitor quality and provide a trap for billing.Local loop wireless services are fully integrated. They include telephonic communication as well as cellular, pager, on-demand video, and "highway" services. Highway services permit companies within the local loop to communicate with each other as if they were on a large universal local area network. Computers located in both home and office are immediately interconnected by the local loop. Importantly, there are literally no wires involved in any of these services (except of course for plugging into the wall to getelectricity). Physical customer hook-ups are non-existent. Customers are granted access, and services and information are secured through software interfaces in LLWS devices, such as television sets, laptop computers, pagers, etc. Telekenesis has a number of arrangements with software and hardware vendors to create LLWS devices.Understandably, the industry discounts LLWS as another "high tech California fantasy." Bell Core engineers, while acknowledging the future potential of local loop technology, dispute Telekenesis's claims that the bandwidth and quality is actually present in production, commercially available products to be installed in the real world.Telekenesis' doctrine is to completely convert all 200,000 current subscribers of the four local phone companies at once, with no phase in. Each of the four local companies will be converted separately.Telekenesis bought the four local phone companies in order to have large scale pilot sites for local loop wireless services. Telekenesis' fundamental business proposition is that the changing regulatory landscape will allow it to compete with local Bell telephone companies, providing a higher performance, lower cost alternative to the existing local phone companies for local and long-distance telephone service, paging, cable ., and cellular phones.Industry TrendsThe early 1980s were a time of turmoil for the telecommunications industry. For the first time in history, AT&T was deregulated and lost its monopoly status. This meant competition for AT&T where none had existed before. Long-distance was the arena of competition."Telecommunications" includes much more than simply making a phone-call. It encompasses cable television service and network connectivity which brings interactive television, shopping forums, education and information services into the home. The phone lines that the telecommunications companies control enable computers to communicate from remote locations, and can gather information from databases and news services around the world within seconds.The possibilities for profits in this arena are practically limitless, and the sphere of competition is expanding. Up to 1994, only long-distance carriers were in competition, but local calling areas are going to be opened up for competition in the late 1990s.Telekenesis OrganizationThere are currently three business units: 1) residential, which is divided into the "plain vanilla" customers that have only one phone line into the house and no add-ons such as cellular phones, pagers, additional lines, etc. and 2) residential customers who have add-on services and are good candidates for taking advantage of the new technology; and 3) small business. Each of Telekenesis's business units has a President who reports to the CEO. In addition, R&D and Technology Assurance, essentially a quality management program, also report directly to the CEO. Telekenesis is tightly controlled by the principals who founded the company and all the senior positions just described are held by the founders.There are really no Corporate functional areas such as Finance, Purchasing, Distribution, and Human Resources. These functions exist in the original phone companies as they did before the companies were acquired. An outsider with the title of Chief Financial Officer runs the Corporate functional area. She had a brief tenure as the CFO of an RBOC. The Technology Assurance Group helps support the existing communications and networking infrastructure.Telekenesis Current SituationPricewaterhouseCoopers was retained because of their knowledge of the RBOCs and an audit relationship with the four local phone companies. They were retained by Telekenesis for special start-up services, legal and regulatory counsel and assistance in dealing with obtaining additional venture capital financing. Because of the technology nature of Telekenesis, the PricwaterhouseCoopers Financial Advisory Services partner contacted IT Strategic Services. The Firm has now been asked to deal with the operational dimensions of Telekenesis as it commences detailed tactical planning for LLWS activation. Another management consulting firm is providing some business strategy consulting to Telekenesis.PricewaterhouseCoopers has been asked to propose on three major stages of work: 1) process vision; 2) tactical doctrine; 3) infrastructure and value. These are meant to give Telekenesis "process efficacy." This is their language.The current company is, in effect, the combination of the four small southern telephone companies that were acquired and are now operated by Telekenesis. However, except for top management, the vast majority of employees of the telephone companies were retained, as were the administrative and operational support systems. Some of those employees are very excited to be able to participate in this opportunity, but a lot of the old timers are dubious and apprehensive.All telephone company processes and functions are essentially the same as before the acquisition by Telekenesis. Telekenesis concentrated on establishing a simple, "no frills" system for collecting financial and operating information on the telephone companies but did virtually nothing to change the actual operations of the companies.Marley and Cratchet (the two silicon valley entrepreneurs) expect that the consultant selected will be able to bring fresh creative ideas to the process of what they term is "...creating a 21st Century company for a 21st Century business." Included in their definition of process efficacy is the notion of "enterprise extensibility," or put more simply put the capability to seamless team with external suppliers in a variety of value-adding, integrative relationships that can be episodic or persistent. Particularly important is the aspect of Telekenesis strategy in which vendors will provide LLWS compatible devices to customers who will pay a one-time $15 fee for the equipment.All four Telekenesis executives expect that the process efficacy initiatives will include information systems and technology strategy and planning. They want the consultant to provide a guaranteed "operational profile" that states that the recommended configuration of hardware and software, costing $xx and operational by 19yy will be able to support the local loop wireless service business.There are four distinct flavours of legacy systems across the four companies. Hardware and software is different, with three of the companies having an IBM mainframe in addition to other computers. Telekenesis installed IMRS on a high end x486 computer to provide financial consolidation and reporting of the four companies. Spreadsheet disks prepared at month end are FedExed to Telekenesis home office in Bernardsville, New Jersey and loaded into IMRS.QuestionsDo you believe you have enough information to develop an Business/IT strategy for this client If no, what additional information would you requireWhat skills would the consulting team need to successfully complete this engagement How would you structure the work for this engagementWhat are the risks that Telekenesis facesShould PwC guarantee an "operational profile" If so, should there be any caveats included in the guaranteeWhat types of business processes will be neededHow would you integrate the processes of the four existing local phone companies and TelekenesisWhat kinds of information systems will the company requireWhere can PwC add the most value in the engagement ., of all the items that Telekenesis requested assistance with, where should we focus)。

麦肯锡面试经历

麦肯锡面试经历

麦肯锡面试经历(HK OFFICE)>.<面试三点半开始。

长江中心。

我去过无数次的地方。

等了很久。

貌似behind schedule了。

:e022:大约四点我进去。

等了大概5分钟。

第一位面试官出现了。

乍一看。

不好。

中国人。

呵呵。

大家肯定觉得奇怪,中国人还不好。

呵呵。

因为在香港的无非是香港人或是新加坡人。

说实话。

两者面试官的英文我都听不太懂。

据六六同学不成文的面试经历总结。

面试官外国人好过本土人。

男人好过女人。

sigh..进来给我一名片。

我一看。

恩。

果然是新加坡分公司的。

说一下。

Mckinsey还有很多大公司都采用跨地域面试。

就是一般面试的都不是本地的manager.比如我在pwc时就是伦敦office的人过来面。

坐下来先聊简历。

当然都是英文。

都是些很general的question.无非是对我的经历感兴趣的。

因为我之前在清华,后来在香港,中途又去美国。

我就一一作答。

然后被问到迄今为止最proud的一件事情。

我最讨厌被问到这个问题,因为老实说我就没啥proud的。

然后嗯了一下。

不知道哪根神经搭错了,忽然说age.后来发现。

哎。

果然不能说。

但说都说了,我只好解释说,因为我年龄小。

16岁进大学。

20岁毕业但是却已经走过了很多地方,一个人处理过很多问题。

blahblah...然后貌似那人挺吃惊的。

说阿。

你这么小阿。

我心里恨恨地想。

难道看不出来么。

哼哼。

然后就开始做case.第一个case是一个新加坡的sugar refinary company.简单介绍了一下公司的性质,然后说他们现在每年lose200万。

他们的competitor多半不是local company.而是一些国外的company import white sugar from say, thailand then sell them in singapore.现在有个公司approach你,说让你把公司move到印尼。

因为cost小,可以赢利。

2022年考研英语(二)纲要阅读懂得新题型B样题

2022年考研英语(二)纲要阅读懂得新题型B样题

2022年考研英语(二)纲要阅读懂得新题型B样题2022年考研英语(二)纲要新题型样题Sample 1 (多项对于应)Directions:Read the following text and answer questions by finding information from the right column thatcorresponds to each of the marked details given in the left column. There are two extra choices in the left column. Mark your answer on ANSWER SHEET 1The world economy has run into a brick wall. Despite countless warnings in recent years about the need to address a looming hunger crisis in poor countries and a looming energy crisis worldwide, world leaders failed to think ahead. The result is a global food crisis. Wheat, corn and rice prices have more than doubled in the past two years, and oil prices have more than tripled since the start of 2022. These food-price increases combing with soaring energy costs will slow if not stop economic growth in many parts of the world and will even undermine political stability, as evidenced by the protest riots that have erupted in places like Haiti, Bangladesh and Burkina Faso. Practical solutions to these growing woes do exist, but we’ll have to start thinking ahead and acting globally. The crisis has its roots in four interlinked trends. The first is the chronically low productivity of farmers in the poorest countries, caused by their inability to pay for seeds, fertilizers and irrigation. The second is the misguided policy in the U.S. and Europe of subsidizing the diversion of food crops to produce biofuels like corn-based ethanol. The third is climate change; take the recent droughts in Australia and Europe, which cut the global production of grain in 2022 and 2022. The fourth is the growing global demand for food and feed grains brought on by swelling populations and incomes. In short, rising demand has hit a limited supply, with the poor taking the hardest blow.So, what should be done必修 Here are three steps to ease the current crisis and avert the potential for a global disaster. The first is to scale-up the dramatic success of Malawi, a famine-prone country in southern Africa, which three years ago established a special fund to help its farmers get fertilizer and high-yield seeds. Malawi’s harvest doubled after just one year. An international fund based on the Malawi model would cost a mere $10 per person annuallyin the rich world, or $10 billion in all. Such a fund could fighthunger as effectively as the Global Fund to Fight AIDS, TB and malaria is controlling those diseases.Second, the U.S. and Europe should abandon their policies of subsidizing the conversion of food into biofuels. The U.S. government gives farmers a taxpayer-financed subsidy of 51 cents per gal of ethanol to divert corn from the food and feed-grain supply. There may be a case for biofuels produced on lands that do not produce foods-tree crops (like palm oil), grasses and wood products-but there’s no case for doling out subsidies to put the world’s dinner into the gas tank. Third, we urgently need to weatherproof the world’s crops as soon and as effectively as possible. For a poor farmer, sometimes something as simple as a farm pond-which collects rainwater to be used foremergency irrigation in a dry spell- can make the difference between a bountiful crop and a famine. The world has already committed to establishing a Climate Adaptation Fund to help poor regions climate-proof vital economic activities such as food production and health care but has not yet upon the promise.Key Answer: F G E C ASample 2 (小题目) Directions:Read the following text and answer questions by finding a subtitle for each of the marked parts or paragraphs. There are two extra items in the subtitles. Mark your answers on ANSWER SHEET 1.A: Follow on linesB: Whisper: Keep It to YourselfC: Word of Experience: Stick to ItD: Code of Success: Freed and TargetedE: Efficient Work to Promote Efficient WorkersF: Recipe: Simplicity Means EverythingG: Efficiency Comes from OrdersEvery decade has its defining self-help business book. In the 1940s it was How to Win Friends and Influence People, in the 1990s The Seven Habits of Highly Successful People. These days we’re worried about something much simpler: Getting Things Done41__________________________________That’s the title of productivity guru David Allen’ pithy 2022 treatise on working efficiently, which continues to resonate in this decade’ overworked, overwhelmed, overteched workplace. Allen hasn’t just sold 500,000 copies of his book. He has preached hismessage of focus, discipline and creativity everywhere from Sony and Novartis to the World Bank and the U.S. Air Force. He counsels swamped chief executives on coping with informationoverload. He ministers to some clients with an intensive, two-day, $6,000 private session in which he and his team organize their lives from top to bottom. And he has won the devotions of acolytes who document on their blogs how his Getting Things Done (GTO) program has changed their lives.42.______________________________________Allen admits that much of his basic recipe is common sense. Free your mind, and productivity will follow. Break down projects and goals into discrete, definable actions, and you won’t be bothered by all those loose threads pulling at your attention. First make decisions about what needs to get done, and then fashion a plan for doing it. If you’ve catalogued everything you have to do and all your long-term goals, Allen says, you’re less likely to wake up at 3 a.m. worrying about whether you’ve forgotten something: “Most people haven’t realized how out of control their head is when they get 300 e-mails a day and each of them has potential meaning.” 43. _____________________________________________________When e-mails, phones calls and to-to lists are truly under control, Allen says, the real change begins. You will finally be able to use your mind to dream up great ideas and enjoy your life rather than just occupy it with all the things you’ve got to do. Allen himself, despite running a $5.5 million consulting practice, traveling 200 days a year and juggling a business that’s growing 40% every years, finds time to joyride in his Mini Cooper and sculpt bonsai plants. Oh, and he had earned his black belt in karate.44.__________________________________________Few companies have embraced Allen’s philosophy as thoroughly as General Mills, the Minnesota-based maker of Cheerios and Lucky Charms. Allen began at the company with a couple of private coaching sessions for top executives, who raved about his guidance. Allen and his staff now hold six to eight two-day training sessions a year. The company has already put more than 2,000 employees through GTD training and plans to expand it company-wide. “Fads come and go,”says Kevin Wilde, General Mills’ CEO, “but this continuous to work.”45.___________________________________________________________ The most fevered followers of Allen’s organizational methodology gather online. Websites like gtdindex, marvelz, corn parse. Allen’s every utterance. The 43 Folders blog ran an eight-part pod-cast interview with him. GTD enthusiasts like Frank Meeuwsen, on whatsthenextaction. Com gather best practice techniques forimplementing the book’s ideas. More than 60 software tools have been built specifically to supplement Allen’s system.Key Answer: E D G C ASample 3 (推断正误)Directions:Read the following text and answer questions by deciding each of the statements after the text is True or False. Choose T if the statement is true or F if the statement is not true. Mark your answer on ANSWER SHEET 1A Tree Project Helps the Genes of Champions Live OnAs an eagle wheels overhead against a crystalline blue sky, Martin Flanagan walks toward a grove oftowering cottonwood trees beside the Yellowstone River, which is the color of chocolate milk due to the spring rain.As Mr. Flanagan leaves the glaring sun of the prairie and enters the shady grove, his eyes search for specific tree. As he reaches a narrow-leaf cottonwood, a towering giant, he cranes his neck to look at the top, “This is the one I plan to nominate for state champion,” he says, petting the bark with his hand. “It’s a beauty, isn’t必修”When Europeans first came to North America, one of the largest primeval forests in the world covered much of the continent. Experts say a squirrel could have traveled from the Atlantic coast to the Mississippi River without touching the ground. But only about 3 percent of America’s native old-growth forest remains, and many of the trees they hold are those that were not big enough to attract a logger’s eye. The result is a generation of trees that barely resemble the native forests that once covered the country.That makes some scientists suspect that the surviving forests have lost much of their genetic quality, the molecular muscle that made them dominate the landscape. When the loggers swept through, these scientists say, only poor specimens were left to reproduce. Other researchers wonder whether environmental factors or just plain luck may explain a good part of the supertrees’ success. To answer those questions, the mightiest trees of their types, or genetically identical offspring, must bepreserved for study, and that is what is being done by a handful of enthusiasts, including Mr. Flanagan and David Milarch, a nurseryman Copemish, Michigan. They are searching out the largesttree of each species and taking cuttings of new growth to make copies of genetic clones of the giants. With tissue culture and grafting, they have reproduced 52 of the 827 living giants and are planting the offspring in what they call “living libraries.” More than 20,000 offspring have been planted.The work is part of the Champion Tree Project, which began in 1996 with financial help from the National Tree Trust, a nonprofit group in Washington.“Those big trees are the last links to the boreal forests,” Mr. Milarch, presidents of the champion Tree Project, said.State and federal agencies and private organizations have been keeping track of the largest trees in each state for some time. The largest effort is the National Register of Big Trees, run by American Forests, a 125-year-old nonprofit group based in Washington. But the Champion Tree Project takes things a step further by making it possible for the largest trees to live on. Eventually the Champion Tree Project hopes to reproduce enough genetically superior trees for a nationwide reforestation project. The offspring of the native trees, should they prove genetically superior, could be especially valuable in urban settings, where the average tree lives just 7 to 10 years. But things like soil conditions, moisture and other environmental factors can also affect the success of the trees.41. Water in the Yellowstone River turned dark brown because of the spring rain.42. The cottonwood tree Mr. Flanagan found was an extremely tall tree with broad leaves.43. In the days when Europeans first came to America, it had one of the largest primeval forests in the world.44. Some scientists have the suspicion that the surviving forests have lost much of their genetic quality because they were the offspring of poor specimens.45. The offspring of the supertrees have proved to be genetically superior to those of the average trees. Key Answer: T F T T F。

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Mini Case Questions1. Volvo – The Safest Car in the United States*New US government report shows that fewer people die in a Volvo than in any other car brand in America. Assess the validity of this statement. Now you have 2 minutes to think about it, and 1 minute to give your presentation. Possible Solution:Step 1. The validity of the claim that Volvo has the safest car in the US because fewer people die in it is at best ambiguous. I have several concerns about this claim:1) The definition of “safe” — the statement assumes that a safe car is only one where someone does not die IN the car. But it’s possible the passenger died later or suffered severe injury. Now lets assume that a safer car really is one where fewer people die in it, the next concerns I have are:2) # cars on the road - Perhaps Volvo has FEWER cars on the road and you’d expect them to have FEWER deaths in their cars because of it. To test this, I would need to know how many cars from Volvo are on the road vs. other brands, and compare the relative market share of cars to share of deaths.3) # passengers in the car – Perhaps single people drive Volvo’s so there’s only one person in the car, compared to say a Toyota which is perhaps a family car which perhaps carries more passengers. So maybe when a Volvo crashes it kills the 1 person in the car more OFTEN, but in other car brands people die LESS OFTEN, but there are MORE passengers. To test this, I would need to know the average number of passengers per trip in Volvo cars vs. other manufacturers.4) # accidents - Perhaps Volvos get in more accidents a lot more often than other cars, but perhaps once you get in an accident you’re less likely to die. For example, maybe Volvo brakes don’t work so you crash all the time, but the Volvo body frame construction and airbags are excellent. To test this, I’d need to know how many accidents involve Volvos compared with other cars — especially in comparison to their relative market shares.5) Mileage – Perhaps Volvos are driven less often for shorter distances than cars from other manufacturers. If Volvo’s are driven less often, for fewer miles, then it’s possible Volvos have less time a risk of being in an accident — so it’s possible the car is actually more dangerous, but used less. To test this, I’d need to know how many miles per year the average Volvo is driven compared to other car brands.6) The driver – Perhaps Volvo’s are not actually safer cars, but perhaps Volvo DRIVERS are safer. This might be hard to test with data, but to start it would be useful to get the accident history of drivers who own Volvos when they driveNON-Volvo cars.Step 2. So to summarize conceptually# deaths* =(# Volvos on the road) X(# passengers in the car) X(% chance of having an accident) X(% likelihood of dying in the event of an accident**) X(Miles driven per year) X(Driver’s Likelihood of getting into an accident)* assuming fewer deaths = safe car** this can be computed from the original statement2. What is the size of the market for disposable diapers in Shenzhen in 2015? Now you have 2 minutes to think about it, and 1 minute to give your presentation.Hint:a. How many people live in Shenzhen? 10.62 millionb. Because the population of China is young, 60%-70% of those inhabitants might be of child-bearing age. Half are women. Now, the average family size in China is restricted, so it might be 1.5 children, on average, per family.Let’s say half of Chinese women have children.How many of those kids are under the age of two? About a tenth. So there are at least a tenth possible consumers of disposable diapers.To summarize:13 million people x 60% childbearing age x 1/2 are women x 1/2 have children x 1.5 children each x 1/10 under age 2= 292,5003. How many people fly in and out of Shenzhen airport every day? Now you have 2 minutes to think about it, and 1 minute to give your presentation.Hint:a. No two planes could be on a runway at a given time and most likely had to be spaced by a few minutes for safety reasons.With this assumption, I continued to break the day into peak (7am-10am, 3pm-8pm), midpeak (10am-3pm) and off peak times (8pm-11pm). I assumed no flights in the middle of the night. I further assumed planes are spaced 5 minutes apart at peak hours, 10 minutes at midpeak and 15 minutes apart during off peak times.Capacity assumptions assumed 100% at peak, 75% at mid peak, and 50% at off peak. With an average plane holding 200 people, it would be (200 people/plane x 12 planes/hr x 8hrs) + (150 x 6 x 5) + (100 x 4 x 3) = 24,900people.With 2 runways, Shenzhen has roughly 50,000 people flying in and out every day.You can further break the problem into peak and off peak times. To be even better you could give an answer for weekdays and weekends (peak times shift).b. Or you can crack the case by analyzing population and demand.4. How many people have you interacted with over the last year? Now you have 2 minutes to think about it, and 1 minute to give your presentation.Additional information provided (if interviewee asks probing questions):→Only count each unique person once (the interviewer complained that tudents neglected this detail and came up with ridiculous answers like 13,000)—关键点→Defining interact: ever talkeda. One Approach:Break into manageable subcategories and estimate them separately.• CBS(学校、学院名称) - almost 2,000 students, faculty and admin., assume I interact with 25%, so say 500.• Social Settings -Events occur once or twice per week, more around the holidays, so say 100 events per year. The average number of people is on the order of 10 per event. Same people at different events, assume I see the average person 4 times. 100 events * 10 people / 4 times = 250 people. Maybe 50 of these people are also at CBS, so round down to 200 people. • Everyday activities -dry cleaner, supermarket, favorite pizza place, post office, etc. I typically interact with a cashier and server, so assume 2 interactions per visit. Assume 3 errands or visits per day = 20 locations per week, average visit interval is once every two weeks, so there are 40 unique locations * 2 interactions = 80 people. Round up to 100 to account for my neighbors, doorman, my doctor, dentist, and other people I see over and over. • Random meetings - people who stop you to ask for directions, people you talk to on the subway and people who attempt to steal your laptop or wallet -assume 2 people per week or 100 per yr.• Other meetings - people you meet on vacation, at sporting events, shows, etc. Assume 50 people. Total number of people in a year = 500 + 200 + 100 + 100 + 50 = approximately 1,0005. Estimate daily revenues of a 24-hour McDonald in the coastal city.估计一下在海岸城的一家24小时营业麦当劳一天的营业额是多少. Now you have 2 minutes to think about it, and 1 minute to give your presentation.Hint:关键:对于麦当劳这样的快餐厅,从收银台入手分析最为恰当!可以将一天的24小时分为3个部分:高峰时段、白天平常时段、夜晚清闲时段估算每个时段多少小时假设这家麦当劳有6个柜台高峰时段:6个柜台全开,平均一个顾客点餐用10分钟,平均消费为40元白天平常时段:开4个柜,每个柜台平均20分钟会有一个顾客,每个顾客点餐10分钟,平均消费40元夜晚清闲时段:1个柜台开放,平均1小时有一个顾客6.How big is the Shenzhen market for Band-Aids(邦迪)? Now you have 2 minutes to think about it, and 1 minute to give your presentation. Hint: Band-Aids are used to cover up minor cuts. Assume that Band-Aid holds 50% of the U.S. market for bandages. The U.S. population is 1.4 billion.Who are our customers? Are there differences among them? How large is the customer group?The market can be segmented into two main categories of users: kids 16 and under who tend to get cuts more often, and adults over 16 who are more careful.Assume that the average life of a person is 80 years, and the population is evenly distributed. That means that kids 16 and under represent 16/80 = 20% of the population.1.4 billion*0.2= 0.28 b; 1.4 billion*0.8= 1.12b.How large is their demand for bandages per year?Assume that kids get a cut once every two months on average. Once every two months equals six times per year, for a total of 0.28b x 6 cuts = 1.68 billion bandages.Assume that it takes three days on average to cure a cut and bandages are replaced once a day. That makes for 5.04 billion bandages.Assume that adults get a cut once every six months that lasts three days, with bandages being replaced every day. That is 2 cuts per year x 3 days per cut x 1.12 billion people = 6.72 billion bandages.The total number of bandages, then, is 11.76 billion bandages.How large is the market for Band-Aids?The total size of the market expressed in RMB is 11.76b*0.5RMB*0.7 market share=4.116billion。

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