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NON-FICTION CATEGORIESA. Academic and ProfessionalB. DictionariesC. HistoryD. Food and Drink (including cookery)E. Travel/GuidesF. Art and ArchitectureG. Nature/AnimalsH. Gardening James Haley needs to collect relevant information to write his paper for his master’s degree.（）
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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. 32（）
NON-FICTION CATEGORIESA. Academic and ProfessionalB. DictionariesC. HistoryD. Food and Drink (including cookery)E. Travel/GuidesF. Art and ArchitectureG. Nature/AnimalsH. Gardening Elizabeth is going to prepare a dinner for her colleagues.（）
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. Companies often find it easy to adapt to the rapid technological change in the world.（）
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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