Transportation Decision Transportation decision consists of the following parts: 1.Selection of the mode is determined by the consideration of distance,cargo weights,linkage,timing and other requirements.Generally speaking,rail has high fixed cost and the relatively low variable cost.It can move heavy,large quantity of cargo in the long distance.But,rail is disadvantaged because of the longer transit time and less frequent service than motor. Motor carriers such as truck companies offer door-to-door service,that is,the cargo can be shipped from the shipper＇swarehouse to the consignee＇s.Trucking fixed cost is the lowest of any carrier,because the equipment is fairly cheap and the motor carriers do not have to invest in the roads on which they run their operations.However,their variable costs are very high.Its expenses include two major components:firstly,the pick-up and delivery costs;secondly,there are gas or fuel costs,labor expenses and toll roads fees to be paid to highway and toll road operators Therefore,motor transport is good for cargo with small quantity to be shipped within short distances. Water is the predominant choice of transportation as it has the capacity to take greatest quantity,travel longest distance with lowest cost.Transport by sea accounts for 80% of in-ternational trade.The major expenses for water are expenses associated with investment and maintenance of the ships and terminals.For example,a 100000-ton container ship costs US$ 200 million.Terminal associated costs include harbor fees and the cost for loading and unloading the goods. Transport by air has the highest cost but it is fast with the lowest ratio of loss and dam-age.If you need to deliver an urgent order,there is little choice but by air. 2.Transport service provider is selected for its experiences,equipment,services and prices.Competitive in the transport industry usually drives the prices down and motivates for better services.A company also chooses its transport service provider because of its long-standing business relationship with certain shipping companies. 3.The alternative routing and scheduling is specific for motor only because railway and water have strict route and timetable.Motor has special advantage in terms of flexibility.It has the ability to load goods at greater frequency,travel through different routes and making deliveries to different loca-tions.Questions:

For heavy and long distance cargo with low cost,which of the following is the pre-ferred mode for transportation?( )

A:Trucks. B:Water. C:Aircraft. D:Broken down in small bulks and deliver by air.

Transportation Decision Transportation decision consists of the following parts: 1.Selection of the mode is determined by the consideration of distance,cargo weights,linkage,timing and other requirements.Generally speaking,rail has high fixed cost and the relatively low variable cost.It can move heavy,large quantity of cargo in the long distance.But,rail is disadvantaged because of the longer transit time and less frequent service than motor. Motor carriers such as truck companies offer door-to-door service,that is,the cargo can be shipped from the shipper＇swarehouse to the consignee＇s.Trucking fixed cost is the lowest of any carrier,because the equipment is fairly cheap and the motor carriers do not have to invest in the roads on which they run their operations.However,their variable costs are very high.Its expenses include two major components:firstly,the pick-up and delivery costs;secondly,there are gas or fuel costs,labor expenses and toll roads fees to be paid to highway and toll road operators Therefore,motor transport is good for cargo with small quantity to be shipped within short distances. Water is the predominant choice of transportation as it has the capacity to take greatest quantity,travel longest distance with lowest cost.Transport by sea accounts for 80% of in-ternational trade.The major expenses for water are expenses associated with investment and maintenance of the ships and terminals.For example,a 100000-ton container ship costs US$ 200 million.Terminal associated costs include harbor fees and the cost for loading and unloading the goods. Transport by air has the highest cost but it is fast with the lowest ratio of loss and dam-age.If you need to deliver an urgent order,there is little choice but by air. 2.Transport service provider is selected for its experiences,equipment,services and prices.Competitive in the transport industry usually drives the prices down and motivates for better services.A company also chooses its transport service provider because of its long-standing business relationship with certain shipping companies. 3.The alternative routing and scheduling is specific for motor only because railway and water have strict route and timetable.Motor has special advantage in terms of flexibility.It has the ability to load goods at greater frequency,travel through different routes and making deliveries to different loca-tions.Questions:

What are the advantages of aircraft delivery?( )

A:Safety and punctuality. B:Costly. C:Long distance. D:Deliver heavy loads.

Successful businesses tend to continue implementing the ideas that made them successful. But in a rapidly changing world, ideas often become obsolete overnight. What worked in the past won’t necessarily work in the future. In order to thrive in the future, you must constantly create new ideas for every aspect of your business. In fact, you must continually generate new ideas just to keep your head above water. Businesses that aren’t creative about their future may not survive.
Although Bill Gates is the richest, most successful man on the planet, he did not anticipate the Internet. Now he’s scrambling to catch up. If Bill Gates can miss a major aspect of his industry, it can happen to you in your industry. Your business needs to continually innovate and create its future.
Gates is now constantly worried about the future of Microsoft. Here’s what he said in a recent interview in U. S. News World Report: "Will we be replaced tomorrow No. In a very short time frame, Microsoft is an incredibly strong company. But when you look to the two-to three-year time frame, I don’t think anyone can say with a straight face that any technology company has a guaranteed position. Not Intel, not Microsoft, not Compaq, not Dell, take any of your favorites. And that’s totally honest."
You may remember that in 1985 the Cabbage Patch Kids dolls were the beat-selling toy on the market But after Coleco Industries introduced their sensational line of dolls they became complacent and didn’t create any new toys worth mentioning. As a result, Coleco went bankrupt in 1988.
The most successful businesses survive in the long term because they constantly reassess their situations and reinvent themselves accordingly. The 3M Company has a 15% rule: Employees are encouraged to spend 15% of their time developing new ideas on any project they desire. It’s no surprise, then, that 3M has been around since 1902.
Most businesses are not willing to tear apart last year’s model of success and build a new one. Here’s a familiar analogy to explain why they are lulled into complacency. Imagine that your business is like a pet of lobsters. To cook lobsters, you put them into a pot of warm water and gradually turn up the heat. The lobsters don’t realize they’re being cooked because the process is se gradual. As a result, they become complacent and die without a struggle. However, if you throw a lobster into the pot when the water is boiling, it will desperately try to escape. This lobster is not lulled by a slowly changing environment. It realizes instantly that it’s in a bad environment and takes immediate action to change its status.

A:the Cabbage Patch Kids dolls were the best-selling toy on the market B:the Cabbage Patch Kids dolls were sensational line of dolls C:complacency and lack of creation will ultimately ruin a business D:the most successful businesses survive in the long term

Successful businesses tend to continue implementing the ideas that made them successful. But in a rapidly changing world, ideas often become obsolete overnight. What worked in the past won’t necessarily work in the future. In order to thrive in the future, you must constantly create new ideas for every aspect of your business. In fact, you must continually generate new ideas just to keep your head above water. Businesses that aren’t creative about their future may not survive.
Although Bill Gates is the richest, most successful man on the planet, he did not anticipate the Internet. Now he’s scrambling to catch up. If Bill Gates can miss a major aspect of his industry, it can happen to you in your industry. Your business needs to continually innovate and create its future.
Gates is now constantly worried about the future of Microsoft. Here’s what he said in a recent interview in U. S. News World Report: "Will we be replaced tomorrow No. In a very short time frame, Microsoft is an incredibly strong company. But when you look to the two-to three-year time frame, I don’t think anyone can say with a straight face that any technology company has a guaranteed position. Not Intel, not Microsoft, not Compaq, not Dell, take any of your favorites. And that’s totally honest."
You may remember that in 1985 the Cabbage Patch Kids dolls were the beat-selling toy on the market But after Coleco Industries introduced their sensational line of dolls they became complacent and didn’t create any new toys worth mentioning. As a result, Coleco went bankrupt in 1988.
The most successful businesses survive in the long term because they constantly reassess their situations and reinvent themselves accordingly. The 3M Company has a 15% rule: Employees are encouraged to spend 15% of their time developing new ideas on any project they desire. It’s no surprise, then, that 3M has been around since 1902.
Most businesses are not willing to tear apart last year’s model of success and build a new one. Here’s a familiar analogy to explain why they are lulled into complacency. Imagine that your business is like a pet of lobsters. To cook lobsters, you put them into a pot of warm water and gradually turn up the heat. The lobsters don’t realize they’re being cooked because the process is se gradual. As a result, they become complacent and die without a struggle. However, if you throw a lobster into the pot when the water is boiling, it will desperately try to escape. This lobster is not lulled by a slowly changing environment. It realizes instantly that it’s in a bad environment and takes immediate action to change its status.
Coleco Industries’ case suggests that______.

A:the Cabbage Patch Kids dolls were the best-selling toy on the market B:the Cabbage Patch Kids dolls were sensational line of dolls C:complacency and lack of creation will ultimately ruin a business D:the most successful businesses survive in the long term

Sometimes geopolitical lessons come from the strangest places. With Eric Schmidt stepping down as CEO of Google and replaced by founder Larry Page, I can’t help but wonder if world leaders are taking note. Google perfected the horizontal business model. To the delight of enthusiasts of David Ricardo, the comparative economist, the company does one thing really well search and has built an ecosystem for others to flourish using it as a platform.
Contrast this with IBM and AT＆T, long past their expiration dates as successful vertical companies. It’s no coincidence that the Soviet Union and IBM, two raging, top-down, command-and-control systems, collapsed at about the same time. What do I mean by vertical In its heyday, IBM did everything from soup to nuts. Designed chips, wrapped plastic around them, wrote operating systems and applications, and then sold and serviced mainframes. The giant captured half of computer-industry sales and 80 percent of profits until horizontal companies Intel and Microsoft knocked it out at its knees. AT＆T owned phones and switches and long-distance lines until a very horizontal Internet and companies like Skype changed the economics of the phone call. These same dynamics are now driving the world economy into a productive horizontal enterprise. And it’s about time.
Economies are about increasing the standard of living of their participants. If you don’t have an economic system to create productivity, you end up stealing it from your neighbors. Think Roman Empire. Or the British who colonized large parts of the world to lock up natural resources to plug into their manufactories. Both very vertical. As of 1989, the United States of America became the world’s sole superpower. But what is America going to do with this status Unlike past empires, there’s no incentive to take over the rest of the world. Why take over a country and deal with the headaches of a welfare system, and have to fix the plumbing in Uzbekistan, when you can buy its output on the cheap, even ordering its goods over the Web Despite all the protests, globalization instills peace. Trade now represents 26 percent of world GDP, up from 18 percent in 1990.
Globalization has linked the free world in a smart horizontal alliance. Computers, cell phones, and fiber optics are not made in any single country to be exported worldwide, but instead have components and labor from more than 30 inseparable countries, including China and Vietnam. Horizontal rules!
Without much forethought or planning, the world has structured itself into a horizontal wealth-creating and peace-maintaining system—a productive system that actually increases the standard of living of all the participants, not just those in the United States. America still sits on top of the heap, sure, but wealth has increased for every country, company, and person that contributes. And they get rich not by stealing from the rest of the world, but by adding value to the food chain. Just ask Google.
A horizontal company is one that

A:only deals with comparable businesses in its transaction. B:focuses its business mainly on what it is outstanding. C:has developed a long line of business all the way up. D:tries hard to meet the needs of the enthusiasts for its service.

FOR the past two years in Silicon Valley, the centre of America’s technology industry, conference-goers have entertained themselves playing a guessing game: how many times will a speaker mention the phrase "long tail" It is usually a high number, thanks to the influence of the long tail theory, which was first developed by Chris Anderson, the editor of Wired magazine, in an article in 2004. Though technologists and bloggers chuckle at how every business presentation now has to have its long-tail section, most are envious of Mr Anderson, whose brainwave quickly became the most fashionable business idea around.
Whether a blockbuster film, a bestselling novel, or a chart-topping rap song, popular culture idolizes the hit. Companies devote themselves to creating them because the cost of distribution and the limits of shelf space in physical shops mean that profitability depends on a high volume of sales. But around the beginning of this century a group of internet companies realized that with endless shelves and a national or even international audience online they could offer a huge range of products—and make money at the same time.
The niche, the obscure and the specialist, Mr Anderson argues, will gain ground at the expense of the hit. As evidence, he points to a drop in the number of companies that traditionally calculate their revenue/sales ratio according to the 80/20 rule—where the top fifth of products contribute four-fifths of revenues. Ecast, a San Francisco digital jukebox company, found that 98% of its 10,000 albums sold at least one track every three months. Expressed in the language of statistics, the experiences of Ecast and other companies such as Amazon, an online bookseller, suggest that products down in the long tail of a statistical distribution, added together, can be highly profitable. The internet helps people find their way to relatively obscure material with recommendations and reviews by other people and (for those willing to have their artistic tastes predicted by a piece of software) computer programs which analyze past selections.
Long-tail enthusiasts argue that the whole of culture will benefit, not just commercial enterprises. Television, film and music are such bewitching media in their own right that many people are quite happy to watch and listen to what the mainstream provides. But if individuals have the opportunity to pick better, more ideally suited entertainment from a far wider selection, they will take it, according to the theory of the long tail. Some analysts reckon that entire populations might become happier and wiser once they have access to thousands of documentaries, independent films and sub-genres of every kind of music, instead of being subjected to what Mr Anderson calls the tyranny of lowest-common-denominator fare. That might be taking things a bit far. But the long tail is certainly one of the internet’s better gifts to humanity.
According to the first paragraph, the author believes that______.

A:America’s technology industry prefers conferences B:"long tail" is a new concept of business C:technologists mention "long tail" in every speech D:long-tail section began to form in 2004

Text 2

A:the Cabbage Patch Kids dolls were the best-selling toy on the market B:the Cabbage Patch Kids dolls were sensational line of dolls C:complacency and lack of creation will ultimately ruin a business D:the most successful businesses survive in the long term

Sometimes geopolitical lessons come from the strangest places. With Eric Schmidt stepping down as CEO of Google and replaced by founder Larry Page, I can’t help but wonder if world leaders are taking note. Google perfected the horizontal business model. To the delight of enthusiasts of David Ricardo, the comparative economist, the company does one thing really well search and has built an ecosystem for others to flourish using it as a platform.
Contrast this with IBM and AT＆T, long past their expiration dates as successful vertical companies. It’s no coincidence that the Soviet Union and IBM, two raging, top-down, command-and-control systems, collapsed at about the same time. What do I mean by vertical In its heyday, IBM did everything from soup to nuts. Designed chips, wrapped plastic around them, wrote operating systems and applications, and then sold and serviced mainframes. The giant captured half of computer-industry sales and 80 percent of profits until horizontal companies Intel and Microsoft knocked it out at its knees. AT＆T owned phones and switches and long-distance lines until a very horizontal Internet and companies like Skype changed the economics of the phone call. These same dynamics are now driving the world economy into a productive horizontal enterprise. And it’s about time.
Economies are about increasing the standard of living of their participants. If you don’t have an economic system to create productivity, you end up stealing it from your neighbors. Think Roman Empire. Or the British who colonized large parts of the world to lock up natural resources to plug into their manufactories. Both very vertical. As of 1989, the United States of America became the world’s sole superpower. But what is America going to do with this status Unlike past empires, there’s no incentive to take over the rest of the world. Why take over a country and deal with the headaches of a welfare system, and have to fix the plumbing in Uzbekistan, when you can buy its output on the cheap, even ordering its goods over the Web Despite all the protests, globalization instills peace. Trade now represents 26 percent of world GDP, up from 18 percent in 1990.
Globalization has linked the free world in a smart horizontal alliance. Computers, cell phones, and fiber optics are not made in any single country to be exported worldwide, but instead have components and labor from more than 30 inseparable countries, including China and Vietnam. Horizontal rules!
Without much forethought or planning, the world has structured itself into a horizontal wealth-creating and peace-maintaining system—a productive system that actually increases the standard of living of all the participants, not just those in the United States. America still sits on top of the heap, sure, but wealth has increased for every country, company, and person that contributes. And they get rich not by stealing from the rest of the world, but by adding value to the food chain. Just ask Google.

A:only deals with comparable businesses in its transaction B:focuses its business mainly on what it is outstanding C:has developed a long line of business all the way up D:tries hard to meet the needs of the enthusiasts for its service

FOR the past two years in Silicon Valley, the centre of America’s technology industry, conference-goers have entertained themselves playing a guessing game: how many times will a speaker mention the phrase "long tail" It is usually a high number, thanks to the influence of the long tail theory, which was first developed by Chris Anderson, the editor of Wired magazine, in an article in 2004. Though technologists and bloggers chuckle at how every business presentation now has to have its long-tail section, most are envious of Mr Anderson, whose brainwave quickly became the most fashionable business idea around.
Whether a blockbuster film, a bestselling novel, or a chart-topping rap song, popular culture idolizes the hit. Companies devote themselves to creating them because the cost of distribution and the limits of shelf space in physical shops mean that profitability depends on a high volume of sales. But around the beginning of this century a group of internet companies realized that with endless shelves and a national or even international audience online they could offer a huge range of products—and make money at the same time.
The niche, the obscure and the specialist, Mr Anderson argues, will gain ground at the expense of the hit. As evidence, he points to a drop in the number of companies that traditionally calculate their revenue/sales ratio according to the 80/20 rule—where the top fifth of products contribute four-fifths of revenues. Ecast, a San Francisco digital jukebox company, found that 98% of its 10,000 albums sold at least one track every three months. Expressed in the language of statistics, the experiences of Ecast and other companies such as Amazon, an online bookseller, suggest that products down in the long tail of a statistical distribution, added together, can be highly profitable. The internet helps people find their way to relatively obscure material with recommendations and reviews by other people and (for those willing to have their artistic tastes predicted by a piece of software) computer programs which analyze past selections.
Long-tail enthusiasts argue that the whole of culture will benefit, not just commercial enterprises. Television, film and music are such bewitching media in their own right that many people are quite happy to watch and listen to what the mainstream provides. But if individuals have the opportunity to pick better, more ideally suited entertainment from a far wider selection, they will take it, according to the theory of the long tail. Some analysts reckon that entire populations might become happier and wiser once they have access to thousands of documentaries, independent films and sub-genres of every kind of music, instead of being subjected to what Mr Anderson calls the tyranny of lowest-common-denominator fare. That might be taking things a bit far. But the long tail is certainly one of the internet’s better gifts to humanity.

A:America’s technology industry prefers conferences B:"long tail" is a new concept of business C:technologists mention "long tail" in every speech D:long-tail section began to form in 2004

—Was the class long enough —No, it wash't______enough.

A:much too long B:too much long C:quite long D:too long much