首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
•Read the following article about LG’s success in India and the questions on the opposite page. •For each question 15-20, mark o
•Read the following article about LG’s success in India and the questions on the opposite page. •For each question 15-20, mark o
admin
2010-01-28
23
问题
•Read the following article about LG’s success in India and the questions on the opposite page.
•For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."
Welcome to employee-motivation training, Korean-style. It’s a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.
The result? LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.
How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India’s No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG’s vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."
The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn’t be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."
LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG’s business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.
LG’s success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG’s price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG’s global total. His target this year: 55% sales growth. That’s something LG’s Indian workforce can shout about.
LG becomes the hottest product company in India by
选项
A、manufacturing quality products.
B、recruiting enthusiastic college students.
C、cutting the price of its products.
D、changing local business culture.
答案
D
解析
转载请注明原文地址:https://kaotiyun.com/show/HeKd777K
本试题收录于:
BEC高级阅读题库BEC商务英语分类
0
BEC高级阅读
BEC商务英语
相关试题推荐
Whatisthenewsreportmainlyabout?
A、 B、 C、 B(A)此问题不可以使用过去时来回答,所以此项是错误的。(B)今天完成报告书比较好,故为正确答案。(C)report与reporter的发音相似。要多加注意。
Whatisthereportmainlyabout?
Whatdidthecustomersrecommend?
Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.YouhavetochooseoneofthetopicsfrOmtheth
1.TaskSheetforCandidateATaskSheetlA:Businesscommunication:theimportanceofcommunicationinbusinessB:Custo
Task5StaffTurnoverAsseveralmembersofstaffhaverecentlyleftthecompanyyouworkfor,themanagementisinvestigatingt
CustomerRelations:theimportancetoacompanyofreliablecustomeropinionsofproducts
Task6IncreaseinOrdersThemanufacturingcompanyyouworkforhasexperiencedasuddenincreaseincustomerordersandiscon
随机试题
多食易饥可见于()(1995年第134题)
介于乐观决策法和悲观决策法之间的一种决策方法是________。
肺换气的量
该病人中医诊断是:如为刚痉,方剂宜选:
唇面沟鼻面沟
A.中脘、天枢B.肝俞、膈俞C.期门、太冲D.中脘、足三里E.太冲、三阴交缺乳因失血过多所致者,应配合()
在下列各项中,属于记帐凭证必须具备的基本内容有()。
小海家长给刘老师送贵礼,托其给小海换座位,刘老师收礼并换了座位,其做法()。
A、Herhusbandwasteachingthere.B、Shewasbornthere.C、Herchildwasbornthere.D、Shehaslivedtherefortwoyears.D
A、Howmuchexercisetheygeteveryday.B、Whattheyaremostworriedabout.C、Howlongtheirparentsaccompanythemdaily.D、Wha
最新回复
(
0
)