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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 can we conclude about Kikkoman（）
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TEXT D It is a long time for a large mount of big corporations or international companies to pay much attention to an ever-important subject -- Industrial Psychology. For studying and using the subject, they can produce more profits than ever before. So, what is its definition It is an application of various psychological techniques to the selection and training of industrial workers and to the promotion of efficient working conditions and techniques, as well as individual job satisfaction. This field of applied psychology first became prominent during World War II, when it became necessary to recruit and train the large number of new workers who were needed to meet the expanding demands of industry. The selection of workers for particular jobs is essentially a problem of discovering the special intelligence and personality characteristics needed for the job and of devising tests to determine whether candidates have such intelligence and characteristics. The development of tests of this kind has long been a field of psycho- logical research. Once the worker is on the job and has been trained, the fundamental aim of the industrial psychologist is to find ways in which a particular job can best be accomplished with a minimum of effort and a maximum of individual satisfaction. The psychologist’s function, therefore, differs from that of the so-called efficiency expert, who places primary emphasis on increased production. Psychological techniques used to lessen the effort involved in a given job include a detailed study of the motions required to do the job, the equipment used, and the conditions under which the job is performed. These conditions include ventilation, heating, lighting, noise, and anything else affecting the comfort or morale of the worker. After making such a study, the industrial psychologist often determines that the job in question may be accomplished with less effort by changing the routine motions of the work itself, changing or moving the tools, improving the working conditions, or a combination of several of these methods. Industrial psychologists have also studied the effects of fatigue on workers to determine the length of working time that yields the greatest productivity. In some cases such studies have proven that total production on particular jobs could be increased by reducing the number of working hours or by increasing the number of rest periods, or "breaks", during the day. Industrial psychologists may also suggest less direct requirements for general improvement of job performance, such as establishing a better line of communication between employees and management. The other aim of psychological research is to______.
NON-FICTION CATEGORIESA. Academic and ProfessionalB. DictionariesC. HistoryD. Food and Drink (including cookery)E. Travel/GuidesF. Art and ArchitectureG. Nature/AnimalsH. Gardening Tara Simms plans to visit North America.（）
TEXT B One thing that distinguishes the online world from the real one is that it is very easy to find things. To find a copy of The Economist in print, one has to go to a news-stand, which may or may not carry it. Finding it online, though, is a different proposition. Just go to Google, type in "economist" and you will be instantly directed to economist.com. Though it is difficult to remember now, this was not always the case. Indeed, until Google, now the world’s most popular search engine, came on to the scene in September 1998, it was not the case at all. As in the physical world, searching online was a hit-or-miss affair. Google was vastly better than anything that had come before: so much better, in fact, that it changed the way many people use the web. Almost overnight, it made the web far more useful, particularly for non- specialist users, many of whom now regard Google as the internet’ s front door. The recent fuss over Google’s stock market flotation obscures its far wider social significance: few technologies, after all, are so influential that their names become used as verbs. Google began in 1998 as an academic research project by Sergey Brin and Lawrence Page, who were then graduate students at Stanford University in Palo Alto, California. It was not the first search engine, of course. Existing search engines were able to scan or "crawl" a large portion of the web, build an index, and then find pages that matched particular words. But they were less good at presenting those pages, which might number in the hundreds of thousands, in a useful way. Mr Brin’s and Mr Page’s accomplishment was to devise a way to sort the results by determining which pages were likely to be most relevant. They did so using a mathematical recipe, or algorithm, called PageRank. This algorithm is at the heart of Google’s success, distinguishing it from all previous search engines and accounting for its apparently magical ability to find the most useful web pages. Untangllng the web PageRank works by analysing the structure of the web itself. Each of its billions of pages can link to other pages, and can also, in turn, be linked to. Mr Brin and Mr Page reasoned that if a page was linked to many other pages, it was likely to be important. Furthermore, if the pages that linked to a page were important, then that page was even more likely to be important. There is, of course, an inherent circularity to this formula--the importance of one page depends on the importance of pages that link to it, the importance of wb4ch depends in turn on the importance of pages that link to them. But using some mathematical tricks, this circularity can be resolved, and each page can be given a score that reflects its importance. The simplest way to calculate the score for each page is to perform a repeating or "iterative" calculation (see article). To start with, all pages are given the same score. Then each link from one page to another is counted as a "vote" for the destination page. Each page’s score is recalculated by adding up the contribution from each incoming link, which is simply the score of the linking page divided by the number of outgoing links on that page. (Each page’s score is thus shared out among the pages it links to.) Once all the scores have been recalculated, the process is repeated using the new scores, until the scores settle down and stop changing (in mathematical jargon, the calculation "converges"). The final scores can then be used to rank search results: pages that match a particular set of search terms are displayed in order of descending score, so that the page deemed most important appears at the top of the list. We can infer from the lst paragragh that by "hit-or-miss" it is meant______.
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. The company developed rapidly because（）
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