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Proper Preparation Prevents Poor Performance speechwriter—who will inevitably lack of the personal touch, which is vital. Fouth,
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Pricing and the Psychology of ConsumptionAsk any executive how pricing policies influence the demand for a product or service, and you’ll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumption—the extent to which customers use products or services that they’ve (19) for—and you’ll get a muted response at best. It is found that managers rarely, if ever, think about consumption when they (20) prices—and that be an (21) oversight.For many executives, the idea that they should (22) consumers’ attention to the price that was paid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to boost sales. And rightly (24) —if a company fails to (25) theinitial sale, it won’t have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of the (26) early；HMOs encourage automatic payroll deductions；and cruise lines bundle small, specific costs into a single, all-inclusive (27) .However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a product when they are (30) of its cost—when they feel’out of pocket’. But (31) pricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesn’t use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales. 22（）
荷载试验时，工况选择应反映桥梁的最不利受力状态。( )
股管各边界的叙述不正确的是
A．For over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subject．They’ve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeed．They’ve sanctified the importance of changing organizational culture and employees’attitudes．They’ve teased out the tensions between top-down transformation efforts and participatory approaches to change．Still，studies show that in most organizations，two out of three transformation initiatives fail．B．Each manager looks at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factors．The experts，too，offer different perspectives．A recent search for books on ‘change and management’ turned up 6，153 titles，each with a distinct take on the topic. Those ideas have a lot to offer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin.C．Someofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required to execute it，and the financial results that intended actions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesn’t mean that executives can ignore the soft elements；that would be a grave mistake. However. If companies don’t pay attention to the hard issues first，transformation programs will break down before the soft elements come into play.D．Companies assume that the longer an initiative carries on. The more likely it is to fail—the early impetus will peter out，windows of opportunity will close，objectives will be forgotten，key supporters will leave or lose their enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isn’t reviewed frequently. Thus，the time between reviews is more critical for success than a project’s life span. the diversity in observing the initiative of change in companies（）
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