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Passage 3
Questions 11 to 15 are based on the following passage:
Unlike their American or European counterparts, car salesmen in Japan work hard to get a buyer. Instead of lying lazily around showrooms waiting for customers to drop by, many Japanese car salesmen still go out to get them. They walk wearily along the streets cars door-to-door. New customers are hunted with
fruit and cakes on their birthdays. But life is getting tough, and not just because new-car sales are falling.
With more Japanese women (who often control the household budget) going out to work, the salesmen increasingly find nobody at home when they call. That means another visit in the evening or the weekend. Then they face an extra problem: more people, especially the young, prefer to choose a new car from a
showroom where they can compare different models.
Even as late as the mid-1980s some 90% of new cars were sold door-to-door. In some rural areas most new cars are still sold this way. But in the big cities more than half the new cars are now sold from showrooms.
Although investing in showrooms is expensive because of the high cost of Japanese land, dealers have little choice. A labor shortage and higher among Japan’s workforce are making it difficult to hire
door-to-door salesmen. Most of a Japanese car salesman’s working day is spent doing favors for customers, like arranging insurance or picking up vehicles for servicing, rather than actually selling.
Japan’s doorstep car salesmen are not about to vanish. The personal service they provide is so deep-rooted in Japan that they are likely to operate alongside the glittering new showrooms. The two systems even complement each other. What increasingly happens is that the showroom attracts the interest of a potential buyer, giving the footsore salesmen a firm lead to follow up with a home visit.
11. Japanese car sales usually do not wait at showrooms for customers to drop by; instead, .
A. they sell cars door-to-door
B. they buy presents for their customers
C. they enjoy themselves in recreation centers
D. they go out to do market researches
12. Implied but stated: the competition in car market is .
A. light B. moderate C. fierce D. unfair
13. Young people like to buy a new car .
A. at home B. from a showroom
C. made in the U.S.A. D. made in Japan
14. The squadron of Japanese car salesmen is reducing because of .
A. a labor shortage
B. higher expectations among Japan’s workforce
C. high cost land
D. both A and B
15. Japanese car salesmen to their customers many favors such as .
A. showing them around in an exhibition
B. arranging insurance
C. paying them a visit on weekends
D. selling ole cars for them
Directions: There are ten blanks in the following passage. You are required
to choose the best one from the given four choices marked A, B, C, and D. Then
write down the correct answer in the brackets. This section totals 10 points,
one point for each blank.
Before marketing yourself globally, it is important to 1 your business is
ready to deal with challenges presented by the international environment 2
language and cultural barriers, foreign laws, order fulfillment, and pre/post
sales support.
Language and Culture - Neither technical accuracy 3 perfect translation is
sufficient when considering the language you will communicate through. It is
important to really understand how a language is used by the people in your 4
market.
Regional Laws - All phases of product 5 are affected by regulations. The
product itself, such as its physical and chemical aspects, is subject to laws
6
to protect consumers with respect to purity, safety or performance. Product
features such as packaging and warranties, advertising, sales promotion
techniques are also subject to local regulations.
Order Fulfillment - How will you deliver your products? What business
partners will you need to ensure smooth logistics of your product? Can you
handle your shipment costs? If you cannot 7 demand or ensure smooth delivery of
your product, you are at risk of negatively affecting your business and its
image. It is important to find and qualify 8
distributors, and pay particular attention to contract negotiation and
distribution management.
Pre and Post Sales Support - 9 with your customers as well as your business
partners is an important consideration when marketing and selling
internationally. Many businesses are able to meet customer expectations through
strategic alliances or foreign distributors who deal with the local customer
base on their 10 .
( )1 A. ensure B. assure C. reassure D. sure
( )2 A. excluding B. excluded C. including D. included
( )3 A. so B. nor C. and D. or
( )4 A. local B. own C. target D. home
( )5 A. sales B. exhibition C. promotion D. development
( )6 A. planned B. proposed C. supposed D. designed
( )7 A. meet B. run into C. encounter D. face
( )8 A. potent B. polite C. ethical D. potential
( )9 A. Connection B. Communication C. Link D. Contact
( )10 A. account B. part C. behalf D. market
The majority of successful senior managers do not closely follow the
classical rational model of first clarifying goals, assessing the problem,
formulating options, estimating likelihoods of success, making a decision, and
only then taking action to implement the decision. Rather, in their day-by-day
tactical maneuvers, these senior executives rely on what is vaguely termed
intuition to manage a network of interrelated problems that require them to deal
with ambiguity, inconsistency, novelty, and surprise ; and to integrate action
into the process of thinking. Generations of writers on management have
recognized that some practicing managers rely heavily on intuition. In general,
however, such writers display a poor grasp of what intuition is. Some see it as
the opposite of rationality; others view it as an excuse for capriciousness.
Isenberg's recent research on the cognitive processes of senior managers reveals
that managers' intuition is neither of these. Rather, senior managers use
intuition in at least five distinct ways. First, they intuitively sense when a
problem exists. Second, managers rely on intuition to perform well-learned
behavior patterns rapidly. This intuition is not arbitrary or irrational, but is
based on years of painstaking practice and hands-on experience that build
skills. A third function of intuition is to synthesize isolated bitsm of data
and practice into an integrated picture, often in an Aha! experience. Fourth,
some managers use intuition as a check on the results of more rational analysis.
Most senior executives are familiar with the formal decision analysis models and
tools, and those who use such systematic methods for reaching decisions are
occasionally leery of solutions suggested by these methods which run counter to
their sense of the correct course of action. Finally, managers can use intuition
to bypass in-depth analysis and move rapidly to engender a plausible solution.
Used in this way, intuition is an almost instantaneous cognitive process in
which a manager recognizes familiar patterns.One of the implications of the
intuitive style of executive management is that thinking is inseparable from
acting. Since managers often know what is right before they can analyze and
explain it, they frequently act first and explain later.Analysis is inextricably
tiedto actionin thinking/actingcycles,in which managers develop thoughtsabout
theircompanies and organizations not by analyzing aproblematic situation and
then acting, butby acting and analyzing in close concert.Given the great
uncertainty of many of the management issues that they face, seniormanagers
often instigatea course of action simply to learn more about an issue. They
thenuse the results of the action to develop a more complete understanding of
the issue. Oneimplicationof thinking/actingcycles is that action is often part
of definingthe problem,not just of implementing the solution.
1. According to the text, senior managers use intuition in all of the
following ways EXCEPT to
[A] Speed up of the creation of a solution to a problem.
[B] Identify a problem.
[C] Bring together disparate facts.
[D] Stipulate clear goals.
2. The text suggests which of the following about the writers on management
mentionedin line 1, paragraph 2
[A] They have criticized managers for not following the classical rational
model ofdecision analysis.
[B] They have not based their analyses on a sufficientlylarge sample of
actual managers.
[C] They have relied in drawing their conclusions on what managers say rather
than onwhat managers do.
[D] They have misunderstood how managers use intuition in making business
decisions.
3. It can be inferred from the text that which of the following would most
probablybe one major differencein behavior between Manager X, who uses
intuitionto reach decisions,and Manager Y, who uses only formal decision
analysis
[A] Manager X analyzes first and then acts; Manager Y does not.
[B] Manager X checks possiblesolutions toa problem by systematicanalysis ;
ManagerY does not.
[C] Manager X takes action in order to arrive at the solution to a problem;
ManagerY does not.
[D] Manager Y draws on years of hands-on experience in creatinga solutionto a
problem ;Manager X does not.
4. The text provides support for which of the following statements
[A] Managers who rely on intuition are more successful than those who rely on
formaldecision analysis.
[B] Managers cannot justify their intuitive decisions.
[C] Managers'' intuition works contrary to their rational and analytical
skills.
[D] Intuitionenables managers to employ theirpracticalexperience more
efficiently.
5. Which of the following best describes the organization of the first
paragraph of the text
[A] An assertion is made and a specific supporting example is given.
[B] A conventional model is dismissed and an alternative introduced.
[C] The results of recent research are introduced and summarized.
[D] Two opposing points of view are presented and evaluated.
