揽瓜阁训练营 第119天（含CR，RC和DI题目）

小白斩鸡

之前大家对揽瓜阁精读的反馈很好，就想着自己的时间开始把一些精读的文章根据JJ出题目～ 然后focus上线，IR需求 大家也大。就想着 把揽瓜阁的阅读 逻辑 IR 都放在这贴里打卡

每日的解析在揽瓜阁2024群更新

RC题源：揽瓜阁精读的文章+机经的题目
CR题源：本月中文JJ改编
IR题源： 往届鸡精改编

打卡内容：
一周打卡五篇，科目不限。
每天上午管理员群内发布题目，群成员做完提交打卡，第二天发布解析

打卡内容建议：
阅读：写文章结构、笔记
逻辑：写逻辑链分析
IR：写做题思路和选项分析

【现在你的笔记越全，越能帮助你捋清思路，之后回顾总结。】
打卡方式：
可以在论坛留言区打卡，截图到群内
也可以在小红书/微博打卡，需写明任务内容是哪篇，并带上#揽瓜阁 #LGG #lgg 的 tag，截图到群内。



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1.CR
Gross National Product (GNP) measures the market value of all products produced by citizens of a country, including those living abroad, while Gross Domestic Product (GDP) measures the market value of all products produced within a country's borders, including those by foreign nationals.
Which of the following conclusions is most supported by the information above?
A. The income of a Japanese citizen operating a factory in South Korea is included in Japan's GNP but in South Korea's GDP.
B. The products made by a German national in Germany and sold abroad contribute only to Germany's GDP.
C. A decrease in the number of foreign nationals working in a country will always lead to a decrease in that country's GDP.
D. The GNP of a country is always higher than its GDP if it has citizens working abroad.
E. A product made by a foreign national in the United States contributes to both the U.S. GNP and GDP.

It is well-known that burglars tend to avoid homes with dogs, as dogs bark at strangers. However, homes with cats have a higher burglary rate than those without any pets. This is surprising since cats typically do not bark and are not known to deter burglars.
Which of the following, if true, best explains the higher burglary rate in homes with cats?
A. Homes with cats are less likely to have dogs.
B. Cats sitting on window sills indicate that the house is empty.
C. Burglars are generally not afraid of pets.
D. Homes with pets usually have more valuable items.
E. Cats are more likely to alert neighbors of a burglary than dogs.

答案:
AA


2.DI
The Vienna Music Festival, a long-standing cultural icon and an annual mecca for classical music connoisseurs from across the globe, has been an integral part of the city's rich artistic tapestry since its inaugural edition in 1947. Spanning three weeks each June, this prestigious event showcases an unparalleled array of performances by world-renowned orchestras, conductors, and soloists at various historic venues throughout the city, offering an immersive experience that celebrates the timeless beauty and emotional depth of classical music.

However, in recent years, the festival has found itself grappling with a myriad of challenges that threaten its long-term sustainability and relevance in an increasingly competitive and evolving cultural landscape. The inexorable rise in operational costs, coupled with the emergence of rival music festivals across Europe, has compelled the organizers to devise and implement innovative strategies aimed at enhancing the festival's appeal to a broader demographic while ensuring its financial viability.

In a bold move to attract a younger and more diverse audience, the festival introduced a groundbreaking new series called "Crossover" in 2019. This pioneering initiative showcases collaborations between classical musicians and artists from an eclectic range of genres, including jazz, world music, and even electronic music. By blurring the lines between traditional and contemporary musical styles, "Crossover" has succeeded in captivating a new generation of music lovers, resulting in a remarkable 15% year-on-year growth in attendance since its launch. Moreover, the series has proven to be a financial boon for the festival, with data from 2022 revealing that the average ticket price for "Crossover" performances stood at €80, a 20% premium over regular classical music concerts, while attracting 30% higher attendance rates.

To further optimize its revenue streams without compromising on accessibility, the festival has adopted a dynamic pricing strategy that offers a range of ticket options catering to different preferences and budgets. Patrons can choose from premium packages that include exclusive events and luxurious amenities, to discounted tickets for students and senior citizens. In 2022, the festival sold an average of 12,000 tickets per day, with premium tickets accounting for 30% of total sales and generating an impressive 50% of the festival's overall ticket revenue. In comparison, regular tickets constituted 70% of daily sales at an average price of €60, contributing 40% to the festival's ticket income, while discounted tickets made up the remaining 30% of daily sales at an average price of €30, accounting for 10% of the total ticket revenue.

Recognizing the importance of cost containment in an increasingly challenging economic environment, the festival has forged strategic partnerships with local businesses and cultural institutions. These collaborations have yielded valuable in-kind support, such as discounted hotel rooms for visiting artists and reduced rental fees for performance venues. In 2021 alone, these partnerships resulted in cost savings of approximately 20% compared to the previous year, underscoring the effectiveness of this approach in mitigating the festival's financial burden.

Despite these proactive measures, the Vienna Music Festival continues to face significant financial pressures. In 2022, the festival's total operating costs amounted to a staggering €10 million, while ticket sales and sponsorships generated only €8.5 million in revenue, resulting in a deficit of €1.5 million. To bridge this gap, the festival has had to rely increasingly on government grants and private donations, which have accounted for an average of 25% of its annual budget over the past five years, raising concerns about the long-term sustainability of this funding model.

As the festival looks to the future, its organizers are exploring innovative ways to enhance its global reputation and secure its financial footing in an increasingly digital age. These initiatives include expanding the festival's online presence through live-streaming and virtual events, which have the potential to reach a global audience and generate new revenue streams. Additionally, the festival is investing in educational programs designed to engage younger audiences and cultivate the next generation of classical music enthusiasts, ensuring the art form's continued relevance and vibrancy in the years to come.

One such educational initiative is the "Vienna Music Lab," a series of interactive workshops and masterclasses that provide aspiring musicians with the opportunity to learn from and collaborate with some of the world's most renowned classical artists. Launched in 2020, the program has already garnered significant interest, with over 500 participants from 30 countries attending its inaugural edition. By fostering a sense of community and shared passion among young musicians, the "Vienna Music Lab" aims to create a pipeline of future talent that will help sustain the festival's artistic excellence and cultural impact for generations to come.

Another key aspect of the festival's long-term strategy is to strengthen its partnerships with leading cultural institutions around the world. By forging alliances with prestigious orchestras, conservatories, and music festivals in other countries, the Vienna Music Festival aims to create a global network of artistic collaboration and exchange. These partnerships not only provide opportunities for cross-cultural pollination and the creation of innovative programming, but also help to raise the festival's international profile and attract new audiences from diverse geographical and cultural backgrounds.

In 2023, the festival launched a groundbreaking collaboration with the New York Philharmonic, which saw the two organizations co-present a series of concerts featuring works by American and Austrian composers. The partnership also included a joint commissioning program, which provided emerging composers from both countries with the opportunity to create new works that were premiered at the festival. This initiative not only showcased the festival's commitment to nurturing contemporary classical music, but also helped to broaden its audience base by tapping into the New York Philharmonic's extensive fan base and media reach.

Despite these promising developments, the Vienna Music Festival remains acutely aware of the challenges posed by the ongoing COVID-19 pandemic. With international travel disrupted and large gatherings restricted, the festival has had to adapt its programming and operations to ensure the safety of its artists, staff, and audience members. In 2022, the festival implemented a comprehensive health and safety protocol, which included mandatory mask-wearing, social distancing measures, and regular testing for all participants. While these measures helped to mitigate the risk of transmission, they also had a significant impact on the festival's bottom line, with capacity limits and increased operational costs further straining its already precarious financial position.

To address these challenges, the festival has had to explore new and innovative ways of engaging with its audience. In 2021, the festival launched a series of virtual reality (VR) concerts, which allowed audiences to experience performances from the comfort and safety of their own homes. Using state-of-the-art 360-degree camera technology and immersive audio recording techniques, these VR concerts provided a strikingly realistic and emotionally engaging experience that captured the essence of live performance. While still a relatively nascent technology, VR concerts offer a promising avenue for the festival to expand its reach and generate new revenue streams in the face of ongoing pandemic-related restrictions.

Another area of focus for the festival has been the development of its digital infrastructure and online presence. In 2022, the festival launched a new website and mobile app, which provide audiences with a more user-friendly and immersive experience. The website features a wealth of multimedia content, including behind-the-scenes videos, artist interviews, and educational resources, while the app allows users to purchase tickets, access exclusive content, and interact with other festival-goers through social media integration. By investing in its digital capabilities, the festival aims to create a more engaging and accessible platform for audiences around the world, while also generating valuable data insights that can inform its programming and marketing strategies.

As the Vienna Music Festival looks to the future, it remains committed to its core mission of celebrating the power and beauty of classical music, while also embracing innovation and adaptation in the face of unprecedented challenges. By continuing to invest in new technologies, educational initiatives, and global partnerships, the festival aims to secure its position as a leading cultural institution and a beacon of artistic excellence for generations to come. However, the path ahead is not without its obstacles, and the festival will need to remain nimble, creative, and resilient in order to navigate the complex and ever-changing landscape of the 21st-century arts world.

1. Which of the following best describes the primary motivation behind the introduction of the "Crossover" series in 2019?
   A. To showcase the versatility and adaptability of classical music in a contemporary context
   B. To attract a younger and more diverse audience demographic to the festival
   C. To generate higher ticket revenues by offering premium-priced performances
   D. To reduce the festival's reliance on traditional classical music programming

2. Based on the information provided, approximately how many tickets did the Vienna Music Festival sell in total during its three-week run in 2022?
   A. 180,000
   B. 252,000
   C. 300,000
   D. 360,000

3. If the festival's total operating costs in 2021 amounted to €9.2 million, how much did the festival save in absolute terms through its partnerships with local businesses and cultural institutions that year?
   A. €1.84 million
   B. €2.30 million
   C. €2.76 million
   D. €3.22 million

4. Which of the following statements about the festival's ticket revenue in 2022 can be inferred from the passage?
   A. Premium tickets generated the highest total revenue, despite accounting for a minority of total ticket sales.
   B. Regular tickets contributed the largest share of the festival's total ticket revenue.
   C. Discounted tickets for students and seniors accounted for the majority of total ticket sales.
   D. The festival's ticket revenue was sufficient to cover its total operating costs for the year.

5. According to the passage, the Vienna Music Festival has relied on government grants and private donations primarily to:
   A. Fund the development and implementation of its digital infrastructure and online presence
   B. Support the creation of educational programs like the "Vienna Music Lab"
   C. Offset the financial deficit resulting from the gap between operating costs and revenue from ticket sales and sponsorships
   D. Provide financial assistance to local businesses and cultural institutions affected by the COVID-19 pandemic

6. The passage suggests that the "Vienna Music Lab" educational initiative aims to:
   A. Provide a platform for established classical musicians to showcase their skills and expertise
   B. Foster international collaboration and cultural exchange among music festivals worldwide
   C. Engage and inspire the next generation of classical music talent and enthusiasts
   D. Generate new revenue streams for the festival through participant fees and corporate sponsorships

7. Which of the following can be inferred from the passage about the impact of the COVID-19 pandemic on the Vienna Music Festival?
   A. The festival was forced to cancel all in-person events and shift entirely to virtual programming.
   B. The implementation of health and safety measures led to increased operational costs and reduced audience capacity.
   C. The pandemic had a positive impact on the festival's financial position due to reduced travel and venue rental expenses.
   D. The festival's partnerships with international cultural institutions were unaffected by pandemic-related travel disruptions.

8. The launch of virtual reality (VR) concerts by the Vienna Music Festival in 2021 can be seen as:
   A. A temporary solution to the challenges posed by the COVID-19 pandemic
   B. An innovative way to expand the festival's reach and engage with audiences remotely
   C. A cost-cutting measure designed to reduce the festival's reliance on physical venue rentals
   D. A direct response to competition from other international music festivals

9. Based on the information provided, which of the following statements about the festival's digital strategy is most accurate?
   A. The festival's new website and mobile app are primarily designed to generate advertising revenue through user data collection.
   B. The festival's investment in digital infrastructure and online presence aims to create a more engaging and accessible platform for audiences worldwide.
   C. The festival's digital initiatives are focused on reducing its reliance on traditional ticketing and sponsorship revenue streams.
   D. The festival's online educational resources and behind-the-scenes content are only available to premium ticket holders and donors.

10. The passage implies that the long-term success and sustainability of the Vienna Music Festival will depend on its ability to:
    A. Maintain its focus on traditional classical music programming and resist pressure to innovate or adapt
    B. Secure permanent financial support from government agencies and private donors
    C. Prioritize cost-cutting measures and reduce its reliance on external partnerships and collaborations
    D. Embrace innovation, adapt to changing circumstances, and invest in new technologies and initiatives to engage diverse audiences

1. 答案:B
解析:文章提到,维也纳音乐节推出"跨界"系列的主要目的是吸引更加年轻和多元化的观众群体。虽然该系列也展现了古典音乐的多样性,并带来了更高的票房收入,但这些都是次要目的,而非主要动机。

2. 答案:B
解析:文章提到,2022年音乐节日均售出12,000张票,为期三周。因此,总票销量约为12,000 × 21 = 252,000张。

3. 答案:A
解析:文章提到,2021年音乐节通过与当地企业和文化机构的合作伙伴关系,节省了约20%的成本。如果2021年的总运营成本为920万欧元,那么节省的成本就是920万 × 20% = 184万欧元。

4. 答案:A
解析:文章提到,2022年高端票占总销售额的30%,但贡献了50%的票房收入。这意味着尽管高端票销量较少,但由于其高昂的票价,它们产生了最高的总收入。

5. 答案:C
解析:文章提到,维也纳音乐节依靠政府补助和私人捐赠来弥补运营成本和票房收入及赞助之间的差额。文章没有明确提到这些资金被用于数字基础设施建设、教育项目或支持受疫情影响的当地企业。

6. 答案:C
解析:"维也纳音乐实验室"旨在为有抱负的年轻音乐家提供与世界著名古典音乐家学习和合作的机会,从而培养下一代古典音乐人才和爱好者。文章没有提到该项目用于展示已有音乐家的技能、促进国际合作或创造新的收入来源。

7. 答案:B
解析:文章提到,为了应对新冠疫情,音乐节实施了全面的健康和安全协议,包括强制性口罩佩戴、社交距离措施和定期检测。这些措施虽然有助于降低传播风险,但也限制了观众人数,增加了运营成本,进一步加剧了音乐节的财务压力。

8. 答案:B
解析:2021年,维也纳音乐节推出了一系列虚拟现实(VR)音乐会,让观众在家中也能体验演出。这可以看作是一种创新方式,在疫情限制下扩大音乐节的影响力,吸引远程观众。文章没有明确表示这仅仅是一种暂时的解决方案、削减成本的措施或对其他音乐节竞争的直接回应。

9. 答案:B
解析:文章提到,维也纳音乐节推出了新网站和移动应用程序,为全球观众提供更具吸引力和互动性的体验。这表明音乐节的数字战略旨在为全球观众创建一个更加有吸引力和易于访问的平台。文章没有提到这些举措的主要目的是创造广告收入、减少对传统收入来源的依赖或将独家内容仅提供给高端票holders。

10. 答案: D
解析:文章暗示,面对不断变化的环境和挑战,维也纳音乐节的长期成功和可持续发展将取决于其拥抱创新、适应变化以及投资新技术和举措以吸引多元化观众的能力。文章没有表明音乐节应该固守传统、寻求永久性财政支持或者削减成本并减少对外部合作的依赖。相反,文章强调了创新和适应的必要性






3.RC
In the late 1980s, a prominent U.S. financial institution embarked on a "total quality" initiative aimed at enhancing operational efficiency and garnering customer loyalty. Despite substantial investments in training hundreds of employees and communicating the program's objectives to thousands more, the two-year endeavor yielded lackluster results. The program's consultants, in their summary of progress, highlighted the formation of dozens of teams and the completion of a handful of Quality Improvement Stories, along with positive employee morale. However, they failed to report any tangible improvements in bottom-line performance, as there were none to speak of.

To effectively guide continuous performance improvement, senior management must establish a comprehensive framework in the form of strategic business directions and a forward-looking vision of the company's future operations. While an imaginative vision can inspire and motivate managers and employees to embrace change, it must be translated into clear and compelling expectations for short-term performance achievements to contribute to accelerated progress. For instance, at Philadelphia Electric, the Eddystone improvement initiative was a direct response to top management's urgent call for enhanced performance and cost reduction.

Frequent reinforcement is a powerful catalyst for the improvement process, as there is no stronger motivator than repeated successes. By replacing broad, ambiguous improvement goals with short-term, incremental projects that quickly deliver tangible results, managers and employees can reap the psychological rewards of success. Demonstrating their ability to succeed not only provides necessary reinforcement but also bolsters management's confidence and skills for ongoing incremental improvements.

When activity-centered programs fail to yield improvements in financial and operational performance, managers are often reluctant to voice their concerns, fearing accusations of prioritizing short-term gains at the expense of long-term objectives—the very transgression that has allegedly caused companies to postpone investments in capital and human resources, ultimately compromising their competitive edge. It takes a courageous manager to insist on seeing a demonstrable link between proposed investments and tangible short-term payoffs

1. What was the primary goal of the "total quality" initiative undertaken by the prominent U.S. financial institution in the late 1980s?
A) To reduce costs and increase profits
B) To improve operational efficiency and customer loyalty
C) To train and motivate employees
D) To form quality improvement teams
E) To invest in capital and human resources

2. According to the passage, what was missing from the consultants' summary of progress for the "total quality" initiative?
A) The formation of dozens of teams
B) The completion of Quality Improvement Stories
C) Positive employee morale
D) Tangible improvements in bottom-line performance
E) Investments in training and communication

3. What does the author suggest is necessary for senior management to effectively guide continuous performance improvement?
A) A comprehensive framework in the form of strategic business directions and a forward-looking vision
B) Imaginative visions that inspire and motivate managers and employees
C) Clear and compelling expectations for short-term performance achievements
D) Frequent reinforcement and repeated successes
E) Incremental projects that quickly deliver tangible results

4. According to the passage, what was the Eddystone improvement initiative at Philadelphia Electric a response to?
A) The need for enhanced performance and cost reduction
B) The formation of quality improvement teams
C) Investments in capital and human resources
D) Broad, ambiguous improvement goals
E) The psychological rewards of success

5. What does the author suggest is a powerful catalyst for the improvement process?
A) Imaginative visions that inspire and motivate managers and employees
B) Clear and compelling expectations for short-term performance achievements
C) Frequent reinforcement and repeated successes
D) Incremental projects that quickly deliver tangible results
E) Investments in capital and human resources

6. According to the passage, what can replace broad, ambiguous improvement goals to help managers and employees reap the psychological rewards of success?
A) Imaginative visions that inspire and motivate
B) Clear and compelling expectations for short-term performance
C) Frequent reinforcement and repeated successes
D) Short-term, incremental projects that quickly deliver tangible results
E) Investments in capital and human resources

7. What does the passage suggest managers are often reluctant to do when activity-centered programs fail to yield improvements in financial and operational performance?
A) Voice their concerns about the lack of tangible results
B) Prioritize short-term gains over long-term objectives
C) Postpone investments in capital and human resources
D) Demonstrate their ability to succeed in incremental improvements
E) Insist on seeing a demonstrable link between investments and short-term payoffs

8. According to the passage, what kind of manager does it take to insist on seeing a demonstrable link between proposed investments and tangible short-term payoffs?
A) A manager who prioritizes short-term gains over long-term objectives
B) A manager who postpones investments in capital and human resources
C) A manager who demonstrates their ability to succeed in incremental improvements
D) A manager who voices concerns about the lack of tangible results
E) A courageous manager who is not afraid to challenge conventional thinking

答案:B。解释:文章第一段提到,该金融机构的"全面质量"计划旨在提高运营效率和客户忠诚度。
答案:   D。解释:文章指出,尽管顾问们强调了团队的建立、质量改进故事的完成以及积极的员工士气,但他们没有报告任何切实的业绩改善,因为没有可言的改善。
答案:A。解释:作者认为,高层管理者必须以战略业务方向和前瞻性愿景的形式建立一个全面的框架,以有效指导持续的绩效改进。
答案:A。解释:文章提到,费城电气公司的埃迪斯通改进计划是对高层管理者提出的迫切需要提高绩效和降低成本的直接回应。
答案:C。解释:作者认为,频繁的强化是改进过程的强大催化剂,因为没有比一再成功更强的动力了。
答案:  D。解释:文章建议,用短期的、渐进的、能快速带来切实结果的项目取代宽泛、模糊的改进目标,管理者和员工就能获得成功的心理回报。
答案:A。解释:文章指出,当以活动为中心的计划未能改善财务和运营绩效时,管理者往往不愿表达他们对缺乏切实结果的担忧,因为担心被指责为以牺牲长期目标为代价来优先考虑短期收益。
答案:E。解释:文章最后一段提到,坚持要看到拟议投资与切实的短期回报之间的明显联系,需要一个勇敢的管理者。这样的管理者不怕挑战传统思维。

徐公子~

CR1
我的答案：A
正确答案：A
任务类型：推断

CR2
我的答案：B
正确答案：A
P：养狗家庭不太容易被盗窃
C：不养狗的家庭中，养猫的比不养宠的更容易被盗窃
任务类型：解释原因
选项分析
A：不能解释有猫和no-pet家庭的区别
B：可以解释有猫和no-pet家庭的区别
C：不能解释有猫和no-pet家庭的区别
D：未必能区分出有猫和no-pet家庭
E：反前提

RC
我的答案：BDAACDAE
正确答案：BDAACDAE

fangjue987a

Day 119


CR

1A

2B

RC
1B
2D
3A
4A
5C
6D
7A
8D

E杀G必成功

CR1:
GNP：国家公民（包括居住在国外的公民）生产的所有产品的市场价值
GDP：一个国家境内生产的所有产品的市场价值，包括外国国民生产的所有产品。
选C，在国内工作的外国公民人数减少会导致GDP下降

正确答案A

CR2:
前提：有狗不会被盗窃，有猫的盗窃率增加
解释，选C

正确答案A

DI
1. B
2. B
3. A
4. A
5. C
6. C
7. B
8. B
9. B
10. D

RC
1. B
2. D
3. A
4. A
5. C
6. D
7. A
8. E

浅麦ss

CR
1：A 演绎推理 要得出结论
逻辑链：一定要基于文中所给信息才能得出的
GNP：包含了所有国民生产价值，包括海外（以人为准）
GDP：包含了所有国内生产价值，包括外国人（以国土边界为准）
A：日本居民在韩国的生产收入包括在日本的GNP也包括在韩国的GDP--正确
B：在德国制作的产品销往海外只会影响德国的GDP--错误，如果是由德国人生产的，也包括在GNP
C：外国人的数量下降总会影响国内GDP的减少--错误，万一里面有马云，走几个我也没关系。
D：如果居民到海外，GNP总是会比GDP高--错误，走的是我，来的是马斯克。
E：一个产品由美国外国人制作将同时影响美国GNP和GDP--错误，不会影响GNP。

2：A 问原因。
逻辑链：小偷不去狗家偷东西，因为狗叫→猫比没有宠物的家庭更容易遭遇小偷→猫不叫
burglar：小偷
A：有猫的家里不太可能有狗。刚开始选了这个，但是觉得有点儿奇怪，没有办法解释为什么比没有宠物的家里失窃率高。
B：猫坐在窗沿上暗示房子是空的。--感觉无关
C：小偷不太害怕宠物。--无法推出对比的结论。
D：家里有宠物的更容易有有值钱的东西。--感觉正确，但是觉得跟题干无关。
E：猫比狗更容易警告有贼的邻居？--违背了题干。

jeilham

000000000000000

时间哪

CR: ca
第一题：GDP和GNP的定义
第二题，窃贼怕狗但有猫的地方盗窃率高，因为养了猫就不太会养狗

tdcq1993

RC
B、D、A、A、C、D、A、E
第1段：美国的一个金融机构实施了一项提升整体质量的改革运动，虽然大量投入，却没有实质性的进展。
第2段：为了持续的改善，高层管理必须建立一个具有清晰的战略方向和愿景的全面框架，所有的愿景都需要转换成清晰的短期目标。费城电力就是一个好的例子。
第3段：持续的短期成果，可以使员工获得心理上的满足和自信，从而不断改善。
第4段：如果具体的行动措施没有成功，管理层往往害怕受到目光短浅的职责，所以管理层需要一定的勇气去关联投入和短期成果。

maryyy1019

看一下！               

Eunice12

我的选项：BDCACDAE
正确选项：BDAACDAE文章结构
P1
1、介绍背景：著名的美国金融机构从事“全面质量”的计划
2、具体介绍这项计划的成果（做了很多事情，但是最终没有报告底线业绩有任何有形改进）
P2
1、阐述观点：为了有效引导持续性业绩进步，高管必须建立综合框架和前瞻性视野。但必须把它们转化成短期业绩成果的清晰和驱动的预期
2、举例论证
P3
1、阐述观点：频繁增强是改进过程的强有力的催化剂
2、解释观点
P4
1、阐述观点：当活动为中心的项目不能产生财务和操作上的进步，管理层往往不愿意说出自己的担忧
2、需要勇敢的管理者坚持看到提出的投资和有形短期回报之间的联系