题目内容
The venerable Augusta National Golf Club has been playing host to the Masters Tournament since 1934. But this year it is also playing host to another great drama, the relaunching of the most valuable personal brand in the world. Tiger Woods’s penchant for cocktail waitresses and porn actresses ended up costing an astonishing amount of money: two economists at the University of California, Davis, have calculated that his biggest corporate sponsors, such as Nike and Gatorade, saw as much as $12 billion wiped off the value of their shares in the wake of the scandal. But Mr. Woods’s warm reception at Augusta suggests that he is well on his way to recovering his star power. Brand Tiger is thus likely to join a long list of brands that have come back refreshed after a spell in rehab. These include not just the predictable roster of celebrity brands such as Martha Stewart and Kobe Bryant, but also a surprising number of solid corporate citizens such as Johnson &Johnson and Coca-Cola. Brand-threatening scandals are becoming a regular feature of the corporate landscape, thanks to a toxic mixture of globalisation, which scatters corporate activities hither and yon, and the Internet, which allows bad news to spread like wildfire. Oxford Metrica, a consultancy, estimates that executives have an 82% chance of facing a corporate disaster within any five-year period, up from 20% two decades ago. Indeed, just the day after Mr. Woods made his return to golf, the American government fined Toyota over $16m for its tardiness in addressing safety concerns. The key to a successful relaunch lies in making a cool-headed assessment of how much the scandal damages your company. Does it involve life and limb, rather than less consequential matters’ Has it spread beyond particular products or particular divisions to afflict the entire corporate brand If the answer to both questions is yes, then companies arc well advised to go into collective overdrive; if it is no. then they can experiment with more nuanced responses. such as lopping off a tainted product or sacrificing a rogue division. Marsh & McLennan and JetBlue provide good examples of companies that took a no-holds-barred approach to brand rehabilitation. In 2004 Marsh & McLennan was accused of taking kickbacks to recommend insurance providers to its clients an accusation that went to the very heart of its identity as one of the country’s biggest insurance brokers. The firm was not content with issuing grovelling apologies and paying $ 850m in compensation. It also appointed a new boss, Michael Cherkasky, who was the head of its financial-investigation division, Kroll. Mr. Cherkasky proceeded to de-emphasise the insurance business and boost other divisions, such as Mercer Consulting and Kroll. In 2007 bad weather presented JetBlue with a nightmare of its own. Thousands of passengers were left stranded and one planeload of unfortunates spent eight hours sitting on the tarmac, with precious little food or drink to sustain them. The company’s founder and boss David Neeleman immediately recognised that this made a mockery of his promise to "bring humanity back to air travel". He threw himself into dealing with the problem, issuing public apologies, telling his employees to contact passengers personally by phone and e-mail, producing a retroactive passengers’ "Bill of Rights" and ponying up around $ 25m in compensation. The detBlue case underlines the most important rule of successful crisis management. The boss needs to take charge. This means sidelining corporate cluck-cluekers such as lawyers (who worry that any admission of guilt will lead to lawsuits) or financial officers (who obsess about the bottom line). It also means putting the survival of the company above personal considerations (Mr. Neeleman stepped down three months after the crisis). Many of the most damaging crises, by contrast, have resulted from footdragging at the top as appears to be the case with Toyota today. Crises can even give brands a long-term boost, provided the rehabilitation is properly handled. CocaCola emerged stronger from its disastrous recipe change in 1985. In response to widespread outrage from customers, it reverted to the original formulation within three months. The whole episode reminded consumers of their fierce attachment to Coke, and thus ended up increasing sales. Tiger Woods, too, could well emerge with added lustre from his own debacle. There is nothing Americans like more than a redemption story - particularly when the man being redeemed is supremely good at his job. We can infer from the last paragraph that
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Which of the following is NOT one of the official languages in New Zealand
The venerable Augusta National Golf Club has been playing host to the Masters Tournament since 1934. But this year it is also playing host to another great drama, the relaunching of the most valuable personal brand in the world. Tiger Woods’s penchant for cocktail waitresses and porn actresses ended up costing an astonishing amount of money: two economists at the University of California, Davis, have calculated that his biggest corporate sponsors, such as Nike and Gatorade, saw as much as $12 billion wiped off the value of their shares in the wake of the scandal. But Mr. Woods’s warm reception at Augusta suggests that he is well on his way to recovering his star power. Brand Tiger is thus likely to join a long list of brands that have come back refreshed after a spell in rehab. These include not just the predictable roster of celebrity brands such as Martha Stewart and Kobe Bryant, but also a surprising number of solid corporate citizens such as Johnson &Johnson and Coca-Cola. Brand-threatening scandals are becoming a regular feature of the corporate landscape, thanks to a toxic mixture of globalisation, which scatters corporate activities hither and yon, and the Internet, which allows bad news to spread like wildfire. Oxford Metrica, a consultancy, estimates that executives have an 82% chance of facing a corporate disaster within any five-year period, up from 20% two decades ago. Indeed, just the day after Mr. Woods made his return to golf, the American government fined Toyota over $16m for its tardiness in addressing safety concerns. The key to a successful relaunch lies in making a cool-headed assessment of how much the scandal damages your company. Does it involve life and limb, rather than less consequential matters’ Has it spread beyond particular products or particular divisions to afflict the entire corporate brand If the answer to both questions is yes, then companies arc well advised to go into collective overdrive; if it is no. then they can experiment with more nuanced responses. such as lopping off a tainted product or sacrificing a rogue division. Marsh & McLennan and JetBlue provide good examples of companies that took a no-holds-barred approach to brand rehabilitation. In 2004 Marsh & McLennan was accused of taking kickbacks to recommend insurance providers to its clients an accusation that went to the very heart of its identity as one of the country’s biggest insurance brokers. The firm was not content with issuing grovelling apologies and paying $ 850m in compensation. It also appointed a new boss, Michael Cherkasky, who was the head of its financial-investigation division, Kroll. Mr. Cherkasky proceeded to de-emphasise the insurance business and boost other divisions, such as Mercer Consulting and Kroll. In 2007 bad weather presented JetBlue with a nightmare of its own. Thousands of passengers were left stranded and one planeload of unfortunates spent eight hours sitting on the tarmac, with precious little food or drink to sustain them. The company’s founder and boss David Neeleman immediately recognised that this made a mockery of his promise to "bring humanity back to air travel". He threw himself into dealing with the problem, issuing public apologies, telling his employees to contact passengers personally by phone and e-mail, producing a retroactive passengers’ "Bill of Rights" and ponying up around $ 25m in compensation. The detBlue case underlines the most important rule of successful crisis management. The boss needs to take charge. This means sidelining corporate cluck-cluekers such as lawyers (who worry that any admission of guilt will lead to lawsuits) or financial officers (who obsess about the bottom line). It also means putting the survival of the company above personal considerations (Mr. Neeleman stepped down three months after the crisis). Many of the most damaging crises, by contrast, have resulted from footdragging at the top as appears to be the case with Toyota today. Crises can even give brands a long-term boost, provided the rehabilitation is properly handled. CocaCola emerged stronger from its disastrous recipe change in 1985. In response to widespread outrage from customers, it reverted to the original formulation within three months. The whole episode reminded consumers of their fierce attachment to Coke, and thus ended up increasing sales. Tiger Woods, too, could well emerge with added lustre from his own debacle. There is nothing Americans like more than a redemption story - particularly when the man being redeemed is supremely good at his job. Which of the following is NOT a measure companies may take in face of a scandal
The venerable Augusta National Golf Club has been playing host to the Masters Tournament since 1934. But this year it is also playing host to another great drama, the relaunching of the most valuable personal brand in the world. Tiger Woods’s penchant for cocktail waitresses and porn actresses ended up costing an astonishing amount of money: two economists at the University of California, Davis, have calculated that his biggest corporate sponsors, such as Nike and Gatorade, saw as much as $12 billion wiped off the value of their shares in the wake of the scandal. But Mr. Woods’s warm reception at Augusta suggests that he is well on his way to recovering his star power. Brand Tiger is thus likely to join a long list of brands that have come back refreshed after a spell in rehab. These include not just the predictable roster of celebrity brands such as Martha Stewart and Kobe Bryant, but also a surprising number of solid corporate citizens such as Johnson &Johnson and Coca-Cola. Brand-threatening scandals are becoming a regular feature of the corporate landscape, thanks to a toxic mixture of globalisation, which scatters corporate activities hither and yon, and the Internet, which allows bad news to spread like wildfire. Oxford Metrica, a consultancy, estimates that executives have an 82% chance of facing a corporate disaster within any five-year period, up from 20% two decades ago. Indeed, just the day after Mr. Woods made his return to golf, the American government fined Toyota over $16m for its tardiness in addressing safety concerns. The key to a successful relaunch lies in making a cool-headed assessment of how much the scandal damages your company. Does it involve life and limb, rather than less consequential matters’ Has it spread beyond particular products or particular divisions to afflict the entire corporate brand If the answer to both questions is yes, then companies arc well advised to go into collective overdrive; if it is no. then they can experiment with more nuanced responses. such as lopping off a tainted product or sacrificing a rogue division. Marsh & McLennan and JetBlue provide good examples of companies that took a no-holds-barred approach to brand rehabilitation. In 2004 Marsh & McLennan was accused of taking kickbacks to recommend insurance providers to its clients an accusation that went to the very heart of its identity as one of the country’s biggest insurance brokers. The firm was not content with issuing grovelling apologies and paying $ 850m in compensation. It also appointed a new boss, Michael Cherkasky, who was the head of its financial-investigation division, Kroll. Mr. Cherkasky proceeded to de-emphasise the insurance business and boost other divisions, such as Mercer Consulting and Kroll. In 2007 bad weather presented JetBlue with a nightmare of its own. Thousands of passengers were left stranded and one planeload of unfortunates spent eight hours sitting on the tarmac, with precious little food or drink to sustain them. The company’s founder and boss David Neeleman immediately recognised that this made a mockery of his promise to "bring humanity back to air travel". He threw himself into dealing with the problem, issuing public apologies, telling his employees to contact passengers personally by phone and e-mail, producing a retroactive passengers’ "Bill of Rights" and ponying up around $ 25m in compensation. The detBlue case underlines the most important rule of successful crisis management. The boss needs to take charge. This means sidelining corporate cluck-cluekers such as lawyers (who worry that any admission of guilt will lead to lawsuits) or financial officers (who obsess about the bottom line). It also means putting the survival of the company above personal considerations (Mr. Neeleman stepped down three months after the crisis). Many of the most damaging crises, by contrast, have resulted from footdragging at the top as appears to be the case with Toyota today. Crises can even give brands a long-term boost, provided the rehabilitation is properly handled. CocaCola emerged stronger from its disastrous recipe change in 1985. In response to widespread outrage from customers, it reverted to the original formulation within three months. The whole episode reminded consumers of their fierce attachment to Coke, and thus ended up increasing sales. Tiger Woods, too, could well emerge with added lustre from his own debacle. There is nothing Americans like more than a redemption story - particularly when the man being redeemed is supremely good at his job. The examples of Marsh & McLennan and JetBlue show that ______ for brand rehabilitation.
In the summer of 1896, Mr. William Holt, a wealthy manufacturer of Chicago, was living temporarily in a little town of central New York, the name of which the writer’s memory has not retained. Mr. Holt had had "trouble with his wife." from whom he had parted a year before. Whether the trouble was anything more serious than "incompatibility of temper, " he is probably the only living person that knows: he is not addicted to the vice of confidences. One evening he had left the house of a brother whom he was visiting, for a stroll in the country. It may be assumed whatever the value of the assumption in connection with what is said to have occurred — that his mind was occupied with reflections on his domestic infelicities and the distressing changes that they had wrought ill his life. Whatever may have been his thoughts, they so possessed him that he observed neither the lapse of time nor whither his feet were carrying him; he knew only that he had passed far beyond the town limits and was traversing a lonely region by a road that bore no resemblance to the one by which he had left the village. In brief, he was "lost." Realizing his mischance, he smiled; central New York is not a region of perils, nor does one long remain lost in it. He turned about and went back the way that he had come. Before he had gone far he observed that the landscape was growing more distinct — was brightening. Everything was suffused with a soft. red glow in which he saw his shadow projected in the road before him. "The moon is rising, " he said to himself. Then he remembered that it was about the time of the new moon, and if that tricksy orb was in one of its stages of visibility it had set long before. He stopped and faced about, seeking the source of the rapidly broadening light. As he did so, his shadow turned and lay along the road in front of him as before. The light still came from behind him. That was surprising; he could not understand. Again he turned, and again, facing successively to every point of the horizon. Always the shadow was before—always the light behind, "a still and awful red." Holt was astonished — "dumfounded" is the word that he used in telling it — yet seems to have retained a certain intelligent curiosity. To test the intensity of the light whose nature and cause he could not determine, he took out his watch to see if he could make out the figures on the dial. They were plainly visible and the hands indicated the hour of eleven o’clock and twenty-five minutes. At that moment the mysterious illumination suddenly flared to an intense an almost blinding splendor, flushing the entire sky. extinguishing the stars and throwing the monstrous shadow of himself athwart the landscape. In that unearthly illumination he saw near him, but apparently in the air at a considerable elevation, the figure of his wife clad in her night-clothing and holding to her breast the figure of his child. Her eyes were fixed upon his wife with an expression which he afterward professed himself unable to name or describe, further than that it was "not of this life." The flare was momentary, followed by black darkness, in which, however, the apparition still showed white and motionless; then by insensible degrees it faded and vanished, like a bright image on the retina after the closing of the eyes. A peculiarity of the apparition, hardly noted at the time, but afterward recalled, was that it showed only the upper half of the woman’s figure: nothing was seen below the waist. The sudden darkness was comparative, not absolute, for gradually all objects of his environment became again visible. In the dawn of the morning Holt found himself entering the village at a point opposite to that at which he had left it. He soon arrived at the house of his brother, who hardly knew him. He was wildeyed haggard and gray as a rat. Almost incoherently, he related his night’s experience. "Go to bed, my poor fellow, " said his brother, "and — wait. We shall hear more of this." An hour later came the predestined telegram. Holt’s dwelling in one of the suburbs of Chicago had been destroyed by fire. Her escape cut off by the flames, his wife had appeared at an upper window her child in her arms. There she had stood, motionless, apparently dazed. Just as the firemen had arrived with a ladder the floor had given way, and she was seen no more. The moment of this culminating horror was eleven o’clock and twenty-five minutes, standard time. On the way back, Mr. Holt was confused by
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