工商管理专业英语总复习

1、精选优质文档-倾情为你奉上一、专业短语中英互译1、 search engine optimization (SEO) 搜索引擎优化2、 value-based pricing 价值导向定价3、gross margin 总临润，（销售）毛利 4、 franchising 特许经营权；特许专营5、licensing 许可、批准 6、post-purchase behavior 购买后行为 7、 Merger and acquisition 合并与收购8、 Direct export 直接出口9、wholly owned subsidiaries 全资子公司 10、intermediary 中介、中

2、介机构 11、 Product life cycle 产品生命周期12、 Brand loyalty 品牌资产13、cost-based pricing 成本导向定价 14、 Value proposition 价值主张15、 Convertibles 可转换债券16、tariff 关税 17、transaction 交易 18、 wholesalers 批发商19、 target profit pricing 目标利润定价20、market penetration 市场渗透 21、personal selling 人员推销 22、 customer relationship manageme

3、nt 客户关系管理23、 Interest rate 利率2、 句子翻译1、Sales for Johnsons Baby Shampoo increased dramatically after the company positioned the product not only for babies but also for active adults who need to wash their hair frequently.(答案：强生公司将其婴儿洗发水定位为不仅用于婴儿，也可用于需要经常洗头的活跃成年人后，此产品销售额显著上升。)2、 此处要点在于：在市场细分时，由于某个主要竞争

4、产品已经在销量上和消费者心目中都居于主导地位，一些细分市场必须放弃。（答案：The main point here is that in segmenting markets, some segments might have to be forgone because a market-leading competitive product already dominates in sales and in the minds of customers.）3、 FMCG suppliers such as Nestle use their website as a method of gen

5、erating interaction by providing incentives such as competitions and sales promotions to encourage the customer to respond with their names, addresses and profile information such as age and sex.（答案百度：雀巢等快速消费品供应商使用他们的网站作为一个方法产生互动的竞赛和促销活动等提供激励,鼓励客户回应他们的名字、地址和个人信息如年龄和性别。）4、 In the narrowest sense, pri

6、ce is the amount of money charged for a product or service. More broadly, price is the sum of all the values that consumers exchange for the benefits of having or using the product or service.（答案：狭义上讲，价格是对产品或服务收取的费用。广义上讲，价格是消费者拥有产品或使用服务而得到益处的所有交换价值。）5、 Advertising leads to branding and promotes bran

7、d loyalty as well. Once users have become satisfied with a specific brand, they tend to stay with it.（答案百度：广告会导致品牌和促进品牌忠诚度。一旦用户已经成为满意一个特定的品牌,他们倾向于保持。）6、 上瘾性消费行为：对商品或服务的一种生理或心理上的依赖。（答案：Addictive consumption: Consumption addition is a physiological or psychological dependency on goods or services.）7、

8、经济因素包括经济增长、利率、汇率、经营成本（如燃料）、通货膨胀率、服从法令的成本。（答案：Economic factor include economic growth, interest rates, exchange rates, operating costs (e.g. fuel), inflation rate, costs of statutory compliance.）8、 缩小选择范围的方法之一是选择某一产品特性，然后将所有不具备该特性的产品排除。（答案：One way to begin narrowing the number of choices is to pick a

9、 product attribute and then exclude all products that dont have the attribute.）9、 If a consumer finds that a particular product fulfills the need for which it was purchased, the probability is high that the individual will repurchase the product the next time the need arises. （答案：如果消费者发现他所购买的产品满足了购买

10、时的需求，那么他很有可能会在下一次需求出现时继续购买该产品。）10、 If the consumer is dissatisfied, marketers must decide whether the product was deficient or consumer expectations were too high.（答案：如果消费者不满意，市场营销者必须做出判断是产品本身的缺陷还是消费者期望过高。）11、 Marketing research is the process of defining a marketing problem and opportunity, systema

11、tically collecting and analyzing information, and recommending actions to improve an organizations marketing activities. （答案：营销调研是定义营销问题及机会，系统收集、分析信息，并为组织的营销活动提出建议的过程。 ）12、 焦点小祖根据人口统计、心理统计等因素由精心挑选的6-10人组成，对某些主题或兴趣进行深入讨论。（答案：A focus group is a gathering of six to ten people who are carefully sel

12、ected based on certain demographic, psychographic, or other considerations and brought together to discuss at length various topics of interest.）三、阅读Public RelationsA company does not function in a vacuum, but rather as part of a society. That society consists of the people who work for it, the peop

13、le and companies that do business with it, the public at large, and the government that regulates and taxes it. These groups are known as a companys “publics.” In order for a company to deal with these publics effectively, a relationship of trust must exist. Employees will not cooperate with or put

14、forth their best efforts for a company that they do not trust or that they feel is taking advantage of them. The public will not buy products or services from a company that, in their view, is not responsible or trustworthy. And the government, as the protector of the society it governs, is especial

15、ly vigilant in dealing with a company that it regards as not operating in the public interest. Given these circumstances, every business, whether it is a giant corporation or a small factory, a five-star hotel or a roadside tavern, needs to give some thought to the relationship it has with all the v

16、arious publics it interacts with. The techniques that a company uses to improve these relationships are known as “public relations”, also called PR.The goal of public relations is usually to improve the climate or atmosphere in which a company operates. Here are some results a company might expect f

17、rom a successful public relations campaign:l Its products and services are better known.l Its relationship with employees has improved.l Its public reputation has improved.A successful public relations campaign can get people to do something that will help a company, stop them from doing something t

18、hat might hurt it, or at least allow the company to proceed with a course of action without criticism. “An organization with good public relations has a favourable image or reputation, perhaps as a result of public relations activities.” Says Richard Weiner, a noted and award-winning public relation

19、s counselor. In developing and implementing public relations plans, companies often use a simple five-step process: research or fact finding, planning, action, communication, and evaluation.A classic example of public relations at work is McDonalds. It has always been important to McDonalds to be kn

20、own as a company that values cleanliness. Indeed, founder Ray Kroc emphasized cleanliness a long with quality, service, and value as being the four most important things in any McDonalds operation. For that reason, Kroc instructed the first McDonalds franchisees to pick up all litter within a two bl

21、ock radius of their stores, whether it was McDonalds litter or not. The company also did many other things to help protect the environment. In 1990, it announced a program called McRecycle in which McDonalds committed itself to buy $100 million in recycled materials for use in building and remodelin

22、g its restaurants. It is important to understand the role public relations has played in all the companys decisions. McDonalds has always been socially responsible and extremely concerned about its image. These two facts are part and parcel of its public relationships. To McDonalds, public relations

23、hips activities go much deeper than simply sending out press releases and having corporate officers serve on various charitable boards. The company understands that real public relations means taking significant action first, then announcing them to the public. Without the first step, the second wou

24、ld be meaningless. Many companies do not understand this basic principle: If you want to make news, you must first do something newsworthy.C1. According to the passage, a companys publics refer to CA.people in a societyB.employees and employers within a companyC.people and organization in and outsid

25、e a companyD.the company and the governmentD2. A good public relationship is based on A.mutual understandingB.mutual familiarityC.mutual attractionD.mutual trustA3.The aim of public relations is to A.improve a companys operating environmentB.make a companys products known to the publicC.make a compa

26、nys name known to the publicD.establish a good relationship with employeesC4. The passage tells us that a good reputation of a company mostly comes fromA.its high quality productsB.the fame of its executivesC.its public relation activitiesD.its relationship with the governmentB5. According to the te

27、xt, how many steps are usually adopted to implement public relations plans?A.Three.B.Five.C.Eight.D.Not mentioned.A6.Which of the following can be inferred from the passage?A.Public relations first, business second.B.Actions speak louder than words.C.It is easier said than done.D.One should seek tru

28、th from facts.GETTING THE MOST OUT OF MEETINGOne aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard

29、to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organised executives.Meetings work best if they take place only when necessary and not as a matter of routin

30、e. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it need to learn to understand and trust one another.Once it has been decided that a meeting i

31、s necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it ac

32、ts as a road map to keep discussion focused and within the time limited allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too much.At the end of a well organised m

33、eeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organised meeting those present will leave feeling that they have wasted thei

34、r time and that nothing worthwhile has been achieved.Much together has been given over the years to ways of keeping meeting short. One man who has no intention of spending half his working life in meeting is Roland Winterson, chief executive of a large manufacturing company. He believes that meeting

35、s should be short, sharp and infrequent. “I try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour,” he says. “They are clearly aimed at achieving a specific objective, such as making a decision or planning a strategy, and are bas

36、ed on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those attending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending en

37、dless meetings. In business, time is money and spending it in needless meetings that dont achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend th

38、eir time.”D13.What do most managers think about meetings?A. Meetings take up most of their working life.B. Meetings allow them to monitor decision-making.C. Meetings prevent them from establishing a routine.D. Meetings are the only way they know of achieving certain objectives.A14.According to the w

39、riter, an example of a valuable meeting is one whichA. allows colleagues to achieve a better working relationship.B. requires managers to discuss staffing needs with personnel.C. selects a suitable group of people to work together as a team.D. encourages staff to present ideas on improvements in man

40、agement.B15.According to the writer the agenda is important because itA. is seen by everybody before the meeting.B. helps to give direction to the discussions.C. contains items of interest to all those present.D. shows who should speak at each stage of the meeting.D16.The writer says that people lea

41、ving a well organised meeting will understandA. the reason for their invitation to attend.B. how the decisions taken were relevant to them.C. the importance of proposals under discussion.D. why certain courses of action were agreed upon.B17.What does Roland Winterson say about the meetings that he o

42、rganises?A. He aims to hold them on a regular basis.B. He ensures they have a definite purpose.C. He requires his managers to draw up the agenda.D. He uses them to make decisions about strategy.A18.What is Roland Wintesons opinion about meetings?A. They ban be a bad use of a managers time.B. Their i

43、mportance is often underestimated.C. They frequently result in wrong decisions.D. Their effectiveness could be improved with better planning.Morning, noon and night The long-hours culture at workWorking an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee a

44、n eight-hour working day is to have the kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves. “I can quite easily achieve my work within a normal day, but I dont like to draw attent

45、ion to it,” says one sales manager. “People looked at me when I left at 5 oclock. Now, I put paperwork in my bag. People assume Im doing extra hours at home.”But more typical is Mark, who works as an account manager. He says, “My contract says I work from 9 until 5 with extra hours as necessary. It

46、sounds as if the extra hours are exceptional. In fact ,my job would be enough not only for me, but also for someone else part-time. The idea of an eight-hour day makes me laugh!” He says he has thought about going freelance but realises that this doesnt guarantee better working hours.Professors Cary

47、 Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect on their health, relationships

48、 and productivity. Professor Cooper is critical of the long-hours culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence to support this. “In fact, the evidence shows that long hours make you ill.”There are, he says, steps that can be taken. One is to

49、accept that the in-tray will never be empty. “There are always things to do. You just have to make the rule that on certain days you go home early.” Prioritising work and doing essential tasks first helps, he says. He also thinks its time to criticize bad employers and unreasonable terms of employme

50、nt. “By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.”Personal development coach Mo Shapiro agrees that communication is important. Staff need to talk to managers about the working practices wi

51、thin a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recongnises, however, that in many organizations the response might well be, “If you want more interests outside work, then find another job.”She belie

52、ves that senior staff have a duty to set an example. “I recently worked for a firm of solicitors where the partners started at 7.30am. What kind of message is that to send to the staff?” She believes there is no shame in working sensible hours in fact quite the reserve. “Some people might be in at 7

53、.30am but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computers switched on, even after you have left the building.

54、”A13.What does the writer say in the first paragraph about people who work an eight-hour day?A. They are reluctant to admit to this.B. They are disliked by their colleagues.C. They are limited to certain professions.D. They often catch up on work in the evenings.C14.What does Mark say about his work

55、?A. His main concern is job security.B. Too much of his time at work is wasted.C. The terms of his contract are misleading.D. He objects to being given other peoples work.A15.What does Cary Cooper say about recent trends in the workplace?A. He believes that a long working day is counter-productive.B

56、. He has doubts about the results of the Quality of Working Life survey.C. He says that employers should accept the link between working hours and safety.D. He argues that further research is needed into the relationship between work and health.B16.How does Cary Cooper think people should deal with

57、the requirements of the workplace?A. Obtain help in negotiating terms of employment.B. Let people know when demands are unreasonable.C. Delegate the less important work to other staff.D. Accept that the modern workplace is a competitive place.B17.What does Mo Shapiro see as a problem for employees t

58、oday?A. They lack the communication skills that modern business requires.B. Many employers would not regard requests for shorter hours favourably.C. Most employers do not want to be responsible for the professional development of staff.D. They have difficulties adapting to the rapid changes occurring in wo