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What a Great GiftComedian David Brenner came from a poor but close family. When he graduated from his school, however, he was given an unforgettable(34) gift. "Some of my friends got new clothes and about a(35) few rich kids even got new cars," he remembered, "When my father(36) reached out into his pants pocket and took something out. I extended(37) my hand, palm up, and he let my present drop into it—a nickel!"(38) "Dad said to me, ’Buy a newspaper with that. Read every word of(39) it. Then turn to the classified section and get yourself to a job. Get(40) into the world. It’s all yours now. ’" "I always thought that as was(41) a great joke my father had played on me until a few years later when(42) I was in the Army, upon sitting in a foxhole, and thinking about(43) my family and my life. It was then when I realized that my friends(44) had been gotten only new cars, or only clothes. My father had given(45) me the whole world. What a great gift is !\ 38（）
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Gianni Agnelli, Chairman of Fiat, Italy’s largest private industrial corporation, is known in Italy as the Lawyer, because he was trained in law at Turin University. That he has never practiced, his training may soon be useful. On April l7th Mr. Agnelli admitted to a group of Italian industrialists in Venice (19) Fiat had been (20) in some corruptions in Italy. On April 2lst, Fiat’s lawyers and Cesare Romiti, its managing director, met Milan magistrates to (21) the firm’s involvement in bribery to win business from state-owned companies.Fiat is not the (22) Italian company caught up in Italy’s increasing Political corruption scandal. According to the latest figure, some 200 businessmen and politicians were sitting in prison (23) a result of judicial inquiries into kickbacks paid to politicians by firms. Hundreds more are still (24) influence of Fiat, (25) sales are equal to 40% of Italy’s home product, the scandal at the company has (26) the industrial establishment.Though neither Mr. Agnelli (27) Mr. Romiti has been (28) of wrongdoing, several other senior Fiat managers have allegedly been involved in paying kickbacks to win state-owned contracts. (29) arrested include Francesco Mattiol, Fiat’s finance director, and Antonio Moscon, the (30) head of its Toro insurance branch. (31) men have been (32) about their previous roles on the board of Cogefar-Impresit, Fiat’s construction subsidiary. Last May, Enzo Papi admitted paying a 1.5 million-dollar bribe for a contract, (33) to Milan’s underground. 23（）
Gianni Agnelli, Chairman of Fiat, Italy’s largest private industrial corporation, is known in Italy as the Lawyer, because he was trained in law at Turin University. That he has never practiced, his training may soon be useful. On April l7th Mr. Agnelli admitted to a group of Italian industrialists in Venice (19) Fiat had been (20) in some corruptions in Italy. On April 2lst, Fiat’s lawyers and Cesare Romiti, its managing director, met Milan magistrates to (21) the firm’s involvement in bribery to win business from state-owned companies.Fiat is not the (22) Italian company caught up in Italy’s increasing Political corruption scandal. According to the latest figure, some 200 businessmen and politicians were sitting in prison (23) a result of judicial inquiries into kickbacks paid to politicians by firms. Hundreds more are still (24) influence of Fiat, (25) sales are equal to 40% of Italy’s home product, the scandal at the company has (26) the industrial establishment.Though neither Mr. Agnelli (27) Mr. Romiti has been (28) of wrongdoing, several other senior Fiat managers have allegedly been involved in paying kickbacks to win state-owned contracts. (29) arrested include Francesco Mattiol, Fiat’s finance director, and Antonio Moscon, the (30) head of its Toro insurance branch. (31) men have been (32) about their previous roles on the board of Cogefar-Impresit, Fiat’s construction subsidiary. Last May, Enzo Papi admitted paying a 1.5 million-dollar bribe for a contract, (33) to Milan’s underground. 25（）
What a Great GiftComedian David Brenner came from a poor but close family. When he graduated from his school, however, he was given an unforgettable(34) gift. "Some of my friends got new clothes and about a(35) few rich kids even got new cars," he remembered, "When my father(36) reached out into his pants pocket and took something out. I extended(37) my hand, palm up, and he let my present drop into it—a nickel!"(38) "Dad said to me, ’Buy a newspaper with that. Read every word of(39) it. Then turn to the classified section and get yourself to a job. Get(40) into the world. It’s all yours now. ’" "I always thought that as was(41) a great joke my father had played on me until a few years later when(42) I was in the Army, upon sitting in a foxhole, and thinking about(43) my family and my life. It was then when I realized that my friends(44) had been gotten only new cars, or only clothes. My father had given(45) me the whole world. What a great gift is !\ 37（）
Creative Teams and ManagementWhen Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpaste’s six-country rollout, the product’s market share reached a meager 1%)— one-fifth of the company’s projections.What went wrong A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn’t buy the product’s broad claims. Up to this point, Colgate’s president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly with global business vice president Kathleen Thornhill and CEO Reuben Mark to follow the team’s progress.Shanahan and others at the very top sifted through the research and took part in the advertising development meetings, working elbow to elbow with the marketing team renamed colgate Total, and promoted with a retooled ad campaign that stressed the toothpaste’s 12- hour protection, the product was a hit in most of the 103 counties outside the United States.Shanahan continued to lavish personal attention on the product, putting Colgate Total under the direct supervision of Jack Haber, the worldwide director of consumer oral care products, and committing $35 million and a team of 200 employees to the project. With that kind of senior-level backing, Harber pulled out the stops, spending $ 20 million to promote Colgate Total to U. S. dentists alone. Within two months of its domestic launch in 1997, the product captured 10.5% of the U. S. toothpaste market and within six months muscled perennial champ, Procter &Gamble’s Crest, out of first place. Colgate Total has remained number one ever since. What transforms a good product idea like Colgate Total into a blockbuster We spent ten years studying more than 700 new product development teams and interviewed over 400 project leaders, team members, senior executives, and CEOs intimately involved in product development and launch. Of the hundreds of teams we studied, just 7% of them - 49 in all - created products that scored a perfect ten on our measure of blockbuster success. To achieve that score, products had to reach or exceed company goals, customer expectations, profit and sales targets, garner company and industry awards, and attract national attention. Products don’t become blockbusters without the intense, personal involvement of senior management - usually a CEO or division head. In every case studied, top management played an intimate, active, often daily role. This approach has been out of favor for decades, creative teams, as the thinking goes, should be empowered by management and then left alone. Too much attention stifles innovation. To that we say " Baloney" . Our work shows that, in the best case, management involvement should start on day one. Ideally, senior managers work closely with product team to establish must-have features and then help clear a path for the team. Top managers control resources, rules and cut through red tape. And, crucially, senior managers serve as cheerleaders and visionaries, broadcasting a message of organizational commitment that attracts buy-in at all levels of the company. In paragraph five, the writer uses the figures to indicate（）
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