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  3. Read the following article about how Haier achieves its goal of being a mainstream brand in the US and the questions on the oppo

Read the following article about how Haier achieves its goal of being a mainstream brand in the US and the questions on the oppo

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问题     Read the following article about how Haier achieves its goal of being a mainstream brand in the US and the questions on the opposite page.
    For each question(15-20), mark one letter(A, B, C or D)on your Answer Sheet.
    Haier is well on the way towards achieving its goal of being a mainstream brand in the US. Haier has successfully penetrated the Top Ten chain groups in the US. Whenever Haier enters the global procurement system of big chain, this makes Haier one step closer to entering the mainstream US market. Haier has also won awards such as "best supplier" and "exam-free supplier" by several retailer chains. Haier has international service centers in more than 50 states of the US and has opened a toll-free hotline.
    According to Zhang Ruirnin, CEO Haier Group, Haier knew that its entry into the US would be very difficult at first, but would get easier as the company learned from its mistakes. The company adopted a " market first and then factory" approach. Haier invested in a global brand strategy with the objective of letting products, capital and brands go global. From the single and niche products at the early days of entering the US market, to the current differentiated product family, with products such as the independent cocktail cabinet and Haier 37T88, Haier’ mainstream products are now very competitive. Haier has obtained the praise and trust of its channel partners, and has successfully transformed itself from a niche to a mainstream brand provider.
    In the internationalisation process, Haier has been focusing on developing its corporate culture and ensuring culture compatibility. To ensure rapid localisation, Haier implemented an innovative mode of "financing, pooling-in-wisdom, compatibility with local culture and forging a noted local brand". All designing and marketing personnel are: employed locally. In addition, 95% of Haier’s North American management team are locals.
    In April 2006, Haier became a strategic partner of NBA and the first global appliance brand to sponsor the NBA. Haier believes this partnership has accelerated its step towards becoming a mainstream brand in the US.
    NBA sponsorship is a key initiative for Haier as it attempts to implement its global brand strategy. Since becoming the global strategic partner of NBA, Haier has utilized NBA’s market assets, media platform and programs in the US and China to display the innovative technology of Haier’s refrigerator and TV products. Through its broad media assets, including NBA TV’s HD program, the eye-catching NBA matches and extensive NBA thematic retail and publicity activities, Haier can display its most advanced products. Under the guise of its consumer-oriented brand marketing strategy, Haier will continue to integrate its culture with local mainstream culture.
    Haier has nine products which are "in the front half of the market" and three products which are among top 3 in the industry in terms of market presence. In addition, the company is a world leader in advanced technological fields such as intelligent house integration, network appliance, digitalisation, large-scale integrated circuits and new materials. The "innovation-boosted" Haier Group is devoted to providing solutions for global consumers. By late 2006, Haier has applied for o-ver 7,000 patents(of which 1, 234 are invention patents). Haier also presided over or participated in the formulation and amendment of nearly 100 State standards. Of which, Haier water heater firewall technology and Haier double-driver washing machine are included in IEC international standard draft, testifying that Haier’s innovation a-bility is world-class. In the future, Haier’s approach will cooperate with channel partners and dealers that share the same strategy of customer-focus to forge a win-win situation.
In the internationalisation process, Haier has been focusing on
选项 A、reducing costs.
B、developing its corporate culture and ensuring culture compatibility.
C、increasing the variety of products.
D、employing local workers.
答案B
解析 第三段讲述了在国际化的进程中，海尔始终强调企业文化的发展，确保文化的兼容性。为了加快本土化进程，海尔采用了“提供资金，集思广义，兼容当地文化，打造当地知名品牌”的创新模式。海尔旗下的设计和市场营销人员均是当地人才。此外，海尔集团北美区管理层95％为当地人。由此可以确定B项为正确选项；A项和C项原文没有提到；D项表述的内容是具体的例子，没有回答该问题的实质内容，均可排除。
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