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又到了周三经管~
今天的速度来自一份雅思复习资料,我做题的时候觉得它很适合拿来做速度练习,就给贴过来了,希望大家喜欢。
[Speed]
Article 1 (Check the title later)
The Persuaders
[Time 1]
We have long lived in an age where powerful images, catchy sound bites and too-good-to miss offers bombard us from every quarter. All around us the persuaders are at work. Occasionally their methods are unsubtle---the planting kiss on a baby’s head by a wannabe political leader, or a liquidation sale in a shop that has been “closing down” for well over a year, but generally the persuaders know what they are about and are highly capable. Be they politicians, supermarket chains, salespeople or advertisers, they know exactly what to do to sell us their images, ideas or produce. When it comes to persuasion, these giants rule supreme. They employ the most skilled image-makers and use the best psychological tricks to guarantee that even the most cautious among us are open to manipulation.
We spend more time in them than we mean to, we buy 75 percent of our food from them and end up with products that we did not realize we wanted. Right form the start, supermarkets have been ahead of the game. For example, when Sainsbury introduced shopping baskets into its 1950s stores, it was a stroke of marketing genius. Now shoppers could browse and pick up items they previously would have ignored. Soon after came trolleys, and just as new roads attract more traffic, the same applied to trolley space. Pro Merlin Stone, IBM Professor of Relationship Marketing at Bristol Business School, says aisles are laid out to maximize profits. Stores pander to our money-rich, time-poor lifestyle. Low turnover products ---clothes and electrical goods----are stocked at the back while high—turnover items command position at the front.
[272 words]
[Time 2]
Stone believes supermarkets work hard to “stall” us because the more time we spend in them, the more we buy. Thus, great efforts are made to make the environment pleasant. Stores play music to relax us and some even pipe air from the in-store bakery around the shop. In the USA, fake aromas are sometimes used. Smell is both the most evocative and subliminal sense. In experiments, pleasant smells are effective in increasing our spending. A casino that fragranced only half its premise saw profit soar in the aroma—filled areas. The other success story from the supermarkets’ perspective is the loyalty card. Punters may assume that they are being rewarded for their fidelity, but all the while they are trading information about their shopping habits. Loyal shoppers could be paying 30% more by sticking to their favourite shops for essential cosmetics.
Research has shown that 75 percent of profit comes from just 30 percent of customers. Ultimately, reward cards could be used to identify and better accommodate these “elite” shoppers. It could also be used to make adverts more relevant to individual consumers—rather like Spielberg’s futuristic thriller Minority Report, in which Tom Cruise’s character is bombarded with interactive personalized ads. If this sounds far-fetched, the data-gathering revolution has already seen the introduction of radio—frequency identification—away to electronically tag products to see who is buying what, FRID means they can follow the product into people homes.
[239 words]
[Time 3]
No matter how savvy we think we are to their ploys, the ad industry still wins. Adverts focus on what products do or on how they make us feel. Researcher Laurette Dube, in the Journal of Advertising Research, says when attitudes are based on “cognitive foundations” (logical reasoning), advertisers use informative appeals. This works for products with little emotional draw but high functionality, such as bleach. Where attitude are based on effect (i.e, emotions), ad teams try to tap into our feelings. Researchers at the University of Florida recently concluded that our emotional responses to adverts dominate over “cognition”.
Advertisers play on our need to be safe (commercials for insurance), to belong (make customer feel they are in the group in fashion ads) and for self—esteem (aspirational adverts). With time and space at a premium, celebrities are often used as a quick way of meeting these needs—either because the celeb epitomizes success or because they seem familiar and so make the product seem “safe”. A survey of 4,000 campaigns found ads with celebs were 10 percent more effective than without. Humor also stimulates a rapid emotional response. Hwiman Chung, writing in the International Journal of Advertising, found that funny ads were remembered for longer than straight ones. Combine humor with sexual imagery—as in Wonderbra’s “Hello Boys” ads---and you are on to a winner.
[227 words]
[Time 4]
Slice-of-life ads are another tried and tested method---they paint a picture of life as you would like it, but still one that feels familiar. Abhilasha Mehta, in the Journal of Advertising Research, noted that the more one’s self-image tallies with the brand being advertised, the stronger the commercial. Ad makers also use behaviorist theories, recognizing that the more sensation we receive from an object, the better we know it. If an advert for a chocolate bar fails to cause salivation, it has probably failed. No wonder advertisements have been dubbed the “nervous system of the business world”.
Probably all of us could make a sale if the product was something we truly believed in, but professional salespeople are in a different league---the best of them can always sell different items to suitable customers in a best time .They do this by using very basic psychological techniques. Stripped to its simplest level, selling works by heightening the buyer’s perception of how much they need a product or service. Buyers normally have certain requirements by which they will judge the suitability of a product. The seller therefore attempts to tease out what these conditions are and then explains how their products’ benefit can meet these requirements.
[206 words]
[Time 5]
Richard Hession, author of Be a Great Salesperson says it is human nature to prefer to speak rather to listen, and good salespeople pander to this. They ask punters about their needs and offer to work with them to achieve their objectives. As a result, the buyer feels they are receiving a “consultation” rather than a sales pitch. All the while, the salesperson presents with a demean our that takes it for granted that the sale will be made. Never will the words “if you buy” be used, but rather “when you buy”.
Dr. Rob Yeung, a senior consultant at business psychologists Kiddy and Partner, says most salespeople will build up a level of rapport by asking questions about hobbies, family and lifestyle. This has the double benefit of making the salesperson likeable while furnishing him or her with more information about the client’s wants. Yeung says effective salespeople try as far as possible to match their style of presenting themselves to how the buyer comes across. If the buyer cracks jokes, the salespeople will respond in kind. If the buyer wants detail, the seller provides it, if they are more interested in the feel of the products, the seller will focus on this. At its most extreme, appearing empathetic can even include the salesperson attempting to “mirror” the hobby language of the buyer.
Whatever the method used, all salespeople work towards one aim: “closing the deal”. In fact, they will be looking for “closing signals” through their dealings with potential clients. Once again the process works by assuming success. The buyer is not asked “are you interested?” as this can invite a negative response. Instead the seller takes it for granted that the deal is effectively done: when the salesman asks you for a convenient delivery date or asks what color you want, you will probably respond accordingly. Only afterwards might you wonder why you proved such a pushover.
[322 words]
[Obstacle]
Article 3(Check the title later)
Why Asia's elite is signing up for American MBAs
But Zhai, who also goes by Amy, recognized that Asia's business climate was changing. She believes she needs fresh knowledge about manufacturing, global supply chains, and international markets to stay competitive. So she enrolled in the Global Supply Chain Leaders Program, a dual-degree executive MBA program at the Kenan-Flagler Business School at the University of North Carolina and Tsinghua University in Beijing.
"I was young when I got my first MBA, " she says, "but after working, I felt this program would improve me professionally. It would help improve my thinking from an international viewpoint."
Zhai isn't the first Chinese executive to turn westward for an executive education. The demand for advanced business degrees is growing among Asia's professional set, and American and European business schools are partnering with institutions in the East to offer executive MBA and other programs. China's rapid economic development has sparked a series of growing pains, including a shortage of managerial talent. Asia's business class is eager to fill that void and enrolling in EMBA programs.
The Kellogg School of Management at Northwestern University teamed up with the Hong Kong University of Science and Technology to offer an executive MBA program that has snagged the top spot in the Financial Times' EMBA rankings for four years in a row. The business schools at University of Maryland and Arizona State University are among a handful of other American institutions that have established ties with China to offer EMBA programs. B-schools in other countries have also embraced the trend. INSEAD and the University of Western Ontario in Canada offer Chinese executives the opportunity to grab an international EMBA.
The UNC-Tsinghua program welcomed its first class of 24 Chinese executives, including four women, in October 2012. Similar to Zhai, the majority of students are experienced professionals -- they have an average of 21 years of work experience. For one-third of the program, students attend class in Beijing once a month from Friday to Sunday. The remaining portion is taught through global residencies and two 16-day sessions in Chapel Hill.
The program will set executives back $60, 000, not including residency costs. But the sticker price didn't dissuade Dong Ren, 42, a manager at CITIC International Logistics. "It's a dream for me, " he says. "I don't think it's too large of an investment." Ren is paying his own way through the program and aims to start a private company.
Demand for programs like the one at UNC partly stems from China's growing status as an economic heavyweight. As companies expand into new markets, executives are opting to acquire skills to take their businesses to the next level. In Zhai's case, her company is eyeing international expansion, particularly in the U.S. Her employer is paying for her degree so she'll be able to bring global supply chain expertise to bear on the company's growth plans.
Another UNC-Tsinghua student, Tiejun Liu, 39, saw value in broadening his global perspective. As the chief representative at Hong Kong Quam Securities, Liu has a wealth of experience in Asia's financial industry, but he wanted a better understanding of business theory. "It's a different way of thinking," he says. U.S. professors walk you through business cases, and their analyses offer a different viewpoint, he adds. The global residencies, which include trips to Dubai and Seattle, also provided opportunities to learn about different cultures and expand his worldview, Liu says.
The UNC-Tsinghua EMBA program is rather unique in that it offers a dual emphasis on business and engineering, says to Jayashankar M. Swaminathan, associate dean of the program. Graduates walk away with a master of business administration from UNC and a master of engineering management from Tsinghua.
The program initially focused on attracting students with a technical or manufacturing background who had assumed leaderships positions in business. But Swaminathan discovered that students with investment, finance, and marketing backgrounds were also signing up. "I think the program is going to be much broader than we initially thought," he says.
The students are also a bit older than many of their American or European counterparts. The average student age at the UNC-Tsinghua program is 41. By comparison, the average age of American EMBA students in 2010 was 37.1, according to Executive MBA Council data. Swaminathan says that many students in China lacked access to cutting-edge management education after graduating from college. "Many of these people are not looking to make a career switch. They're looking to enrich their current careers even further."
But the program has faced some hiccups. "Anytime you're talking about collaboration across continents, it's challenging," Swaminathan says. "UNC is the oldest public university and so we have processes in place that we must adhere to. On the other hand, Tsinghua has its own set of regulations and policies, so coming up with a process and program that works at both ends was extremely challenging."
Fortunately, the students seem to be adjusting just fine. Zhai says one of the highlights of the program has been the UNC campus and the cuisine. "I like the food better than in China," she says with a laugh.
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