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MEMOTo: RaulFrom: DarcyDate: March 25, 2003Message: Alpha Food Machines is making a new system, which can handled up to 95 reusable bottles a minute and run 24 hours a day with minimum maintenance.Would you please send them a letter and ask them to pay us a visit Their address is 54 Rue Barrault, Toulouse 31000, France.Dear Sir or Madam,I am writing in connection with your advertisement about Rapid Bottler in Food and Drink News.We are a small company, manufacturing soft drinks for sale in the south of Spain. At the moment, we bottle our drinks using an Anderson Disposable Bottle Filling System but we would be interested in hearing more about your computer-controlled equipment.We would be grateful if you could arrange to visit our factory in late May.Yours faithfully,Raul SanchezManagerPurchasing DepartmentInformation Record FormNAME OF EQUIPMENT (41) ______EQUIPMENT EFFICIENCY (42) ______PRODUCER (43) ______ADDRESS 54 Rue Barrault, Toulouse 31000, FranceSUGGESTED VISIT TIME (44) ______SOURCE OF INFORMATION (45) ______ 43（）
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TEXT A Historical developments of the past half century and the invention of modern telecommunication and transportation technologies have created a world economy. Effectively the American economy has died and been replaced by a world economy. In the future there is no such thing as being an American manager. Even someone who spends an entire management career in Kansas City is in international management. He or she will compete with foreign firms, buy from foreign firms, sell to foreign films, or acquire financing from foreign banks. The globalization of the world’s capital markets that has occurred in the past 10 years will be replicated right across the economy in the next decade. An international perspective has become central to management. Without it managers are operating in ignorance and cannot understand what is happening to them and their firms. Partly because of globalization and partly because of demography, the work forces of the next century are going to be very different from those of the last century. Most firms will be employing more foreign nationals. More likely than not, you and your boss will not be of the same nationality. Demography and changing social mores mean that white males will become a smaller fraction of the work force as women and minorities grow in importance. All of these factors will require changes in the traditional methods of managing the work force. In addition, the need to produce goods and services at quality levels previously thought impossible to obtain in mass production and the spreading use of participatory management techniques will require a work force with much higher levels of education and skills. Production workers must be able to do statistical quality control; production workers must be able to do just in-time inventories. Managers are increasingly shifting from a "don’t think, do what you are told" to a "think, I am not going to tell you what to do" style of management. This shift is occurring not because today’s managers are more enlightened than yesterday’s managers but because the evidence is rapidly mounting that the second style of management is more productive than the first style of management. But this means that problems of training and motivating the work force both become more central and require different modes of behavior. In the world of tomorrow managers cannot be technologically illiterate regardless of their functional tasks within the firm. They don’t have to be scientists or engineers inventing new technologies, but they have to be managers who understand when to bet and when not to bet on new technologies. If they don’ t understand what is going on and technology effectively becomes a black box, they will fail to make the changes that those who do understand what is going on inside the black box make. They will be losers, not winners. Today’s CEOs are those who solved the central problems facing their companies 20 years ago. Tomorrow’s CEOs will be those who solve central problems facing their companies today. Sloan hopes to produce a generation of managers who will be solving today’s and tomorrow’s problems and because they are successful in doing so they will become tomorrow’s captains of business. The main topic of this passage is ______.
A Recipe for SuccessNot many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president and CEO of Kikkoman Corp. — the world’s leading manufacturer of soy sauce — is well aware however that the company can’t rest on its laurels if it’s to successfully meet the challenge posed by its thousands of competitors globally. But Mogi — the first Japanese person to ever earn an MBA from the Columbia Business School in 1961 — loves a challenge.He learned American management methods through his studies at Colombia, as well as practical marketing know-bow thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies at Columbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, Inc. in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes for American-style dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books attached to the necks of soy sauce bottles, and in cookbooks.Kikkoman’s strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman’s products as the leading locally made products in its field. "We have seen our soy sauce becoming more and more a part of the American lifestyle," Mogi says. As he notes, Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market.Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produced. Kikkoman’s commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural food."That is why our soy sauce has established itself as an all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogl says. What does Mogi say about his product in the USA（）
Book fair — facts & figuresThe Frankfurt Book Fair, the largest, oldest and most important book fair in the world, brings (29) an estimated 80,000 executives from the international book and media industry, (30) nearly 10,000 journalists from about 70 countries report (31) the event.To begin (32) , the Frankfurt Book Fair was primarily an order fair (33) booksellers from Germany but, as its international importance grew, the (34) of rights and licenses became its central activity. (35) three-quarters of the publishing world’s rights and licenses (36) now transacted through the Frankfurt Book Fair.The Frankfurt Book Fair has responded to the development of the electronic media by, in 1993, setting (37) a separate exhibition area at the fair. (38) two years, the number of exhibitors Offering electronic publishing products increased eight-fold, (39) that now the Frankfurt Book Fair is the most important event in the medium of electronic publishing (40) well as books. 33（）
Kodak Is Changing the PictureIn September 2003, Mr Carp, CEO of Kodak, announced what he called the "biggest taming point" in Kodak’s history. There would, he said, be no more big investments in traditional film. He also reduced the company’s dividend by 72% to finance a $3 billion investment. By 2010, Mr Carp hopes for an income of $ 20 billion. In 2002, some 70% of the company’s income came from its traditional film products, the remainder from digital. By 2006, the plan is for digital income to account for 60%.That will take some doing. In the nine months to September 30th, 2003, Kodak’s net income rose by only 1.5% (to $9.5 billion), and despite the first profits from its digital cameras, net profits fell by 63% to $246 million. Over the next three years, Kodak expects film sales to fall by 10% or more every year in America and Europe, and by up to 20% a year in Japan.Companies that find their business model threatened by rapid technological change often fail to adapt successfully. Kodak is trying to take advantage of opportunities created by digital photography, such as designing easier-to-use equipment. In the first 9 months of 2003, Kodak’s net income rose a bit but its net profit dropped sharply.（）
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