2. 外语
  3. Answer one of the questions 2, 3 or 4 below. Question 2 You are an inspector of Dell in China. There is a conference between D

Answer one of the questions 2, 3 or 4 below. Question 2 You are an inspector of Dell in China. There is a conference between D

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问题 Answer one of the questions 2, 3 or 4 below.
Question 2
You are an inspector of Dell in China. There is a conference between Dell and China Pacific Insurance.
Write a report about it.
Write 200-250 words on the separate answer paper provided.
Question 3
You received a letter enquiring about your product, the "Bounty" life raft.
Write to Mr. Imbernon and inform him the details and price.
Write 200-250 words on the separate answer paper provided.
Question 4
You just came to this new company a week ago.
Write a proposal about your work.
Write 200-250 words on the separate answer paper provided.
选项
答案Question 2 Dell Cracks China It’s a wet morning in old Shanghai, and salesman Peter Chan is selling hard. He is computers and the unique benefits of Dell’s direct-selling model. His customer: Xiao Jianyi, deputy general manager of China Pacific Insurance, a fast-growing state-owned insurance company. China Pacific, a potentially big account, is in the process of computerizing its entire billing system. It already has about 400 desktops and about 70 servers, mainly from IBM and Hewlett-Packard. But Xiao needs more hardware. Much more. Chan explains that direct selling not only eliminates middlemen but also means that Dell can build China Pacific’s computers to the firm’s exact requirements, from the hardware on the outside to the software on the inside. By the time Chan finishes with a description of Dell’s convenient after-sales service, Xiao says that the Dell guys are even more aggressive than people from other computer companies. Dell is well on its day to becoming a major player in China. Last year, Michael Dell opened the fourth Dell PC factory in the world in Xiamen, a city halfway between Hong Kong and Shanghai on China’s southeastern coast. The point of Dell’s push into China seems obvious: China is becoming too big a PC market for Dell, or anyone, to ignore. China is already the fifth-largest PC market behind the U. S. , Japan, Germany, and Britain. But if PC shipments in China continue to grow at an average annual rate of 30%—as they have over the past three years—China’s PC market will surpass Japan’s in only five years. Not even the Asian crisis has slowed down this growth. While Asian markets like South Korea saw a 46% decline in PC shipments in 1997-1998. for example, PC shipments to China jumped 48% . Though the competition is intense, Dell is confident it has a strategy that will pay off. First, it has decided not to target retail buyers, who account for only about 10% of Dell’s China sales. That way Dell avoids going head to head against local market leaders like Legend. The company thinks it can make big inroads by selling directly to corporations. Established American PC makers in China—Hewlett-Packard, IBM, and Compaq—depend largely on resellers. By cutting out the middleman, Dell believes it can sell computers at lower prices than its competitors can, and thus steal market share. Already the gambit seems to be working: at the end of last year, Dell’s market share tripled to 1.2%, while Compaq’s fell from 3.5% to 2.7%. The outlook wasn’t always so rosy. When Dell set up its first Asian factory in Malaysia in 1996, there were serious doubts as to whether its direct-selling model would work. Skeptics fretted that Asia’s low Internet penetration and the value Asians put on personal relationships with distributors would punish the Dell model. But in practice Dell has managed to increase sales during one of Asia’s worst economic crises. That has silenced most of the critics. In fact, the direct-selling model has almost certainly been a boon, not a barrier, to Dell’s plans. "With low priced PCs reducing traditional profit margins, the direct-order model is gaining popularity across Asia. " Says Archana Gidwani. an analyst with the Gartner Group in Singapore. She figures that starting in 1998, direct sellers like Dell saw shipments in Asia jump 15% , while Hewlett-Packard, IBM, Compaq, and other PC makers that go through resellers saw shipments decline 3 % . And she expects 40% of Asia’s PC shipments to be ordered directly this year, up from roughly 30% last year. "Dell," she concludes , " is changing the way computers are being sold in Asia. " Though Dell started shipping computers in China only last August, it has already risen to become the country’s eighth largest PC maker; quarter-on-quarter sales are growing 50% on average, admittedly from a very low base. Dell will not say if its operations there are profitable yet. Dell is winning over the chief information officers of state-owned companies in the American way with speed, convenience, and service. "We don’t have to change the formula. It will work in the U. S. , China, India, or even in space." At the heart of that "formula" is the simple principle that the customer knows best. Question 3 Champion Manufacturing pic. Horseferry Road Portsmouth P012 3RT United Kingdom 21 November 1999 Mr. Pierre Imbernon Commercial Manager Meridien S. A. quai de Grenelle 13269 Marseille France Dear Mr. Imbernon, Thank you for your letter dated 20 November enquiring about the "Bounty" life raft. I am very happy to inform you that the "Bounty" life raft is one of our quality products exported to many European countries such as France, Germany, Italy, Spain, etc. I also have pleasure in enclosing our brochure with full technical details in French and will send you a video cassette (French version) together with our price list for different models afterwards. We offer only 10% off list price unless over 100 are ordered. Further details could be discussed when you place your order with us. I wonder if you know the "Salon Nautique International de Paris" (International Paris Boat Show) is to be held from 30 November to 10 December at Porte de Versailles. All our products will be on display there including the "Bounty" life raft. If you require any further information you can tell Mr Paul Martin, the Chief Salesman, who is already in Paris and will contact you soon. I am looking forward to your order. Yours sincerely, Question 4 I’m quite well organised really so I have no problems dealing with things like credit notes and invoices. What I do find stressful, though, is having to deal with people when they ring up and complain about damaged goods or a late delivery. We’re only a small company, you know, so it’s up to me and my colleague to sort things out. Although, having said that, my colleague isn’t actually that big a help at all. She spends most of her day gossiping to friends, so people can only get through to my extension. It’s no good trying to interrupt her either. She just shrugs her shoulders and carries on. It’s very irritating, you know. My new colleague’s really nice. She worked in Despatch up until about three months ago, so she’s already familiar with all the forms and things we use here at the company. I’ve started her off on some basic procedures, like paying salaries and dealing with credit control, which means that I can concentrate on preparing for next month’s audit. She’s doing quite well actually, when she finally makes it into the office, that is. It almost 20 past by the time she gets in ... and even later if she goes to the canteen to get something to eat first. I think she just goes there for a good gossip with her friends from Despatch. I sometimes struggle to keep me cool with the Sales Department always on at us to get things moving more quickly. We’re busy enough as it is, what with planning and organising operations, scheduling projects and dealing with plant maintenance. It doesn’t help having to share such a small space with my boss. Well, we get on all right even though he’s quite a tidy person and I tend to leave the place in a bit of a mess. But what really does annoy me is the amount of time I have to spend unjamming the printer or the photocopier after he’s been using it. I just find it so inconsiderate of him to leave me to deal with it all the time. I’m used to keeping records of prices and ordering office supplies, of course, but I never realised there would be so much to the job. I mean, when I think back to the interview, the Personnel Manager didn’t mention half the things I’m now doing. I’ve never had to actually select the suppliers myself before. It’s a real balancing act, getting the right product at the right price. But my colleague’s given me lots of useful infor-mation. In fact, there isn’t much he hasn’t told me. We took a break together on my first day here and he didn’t waste any time telling me all about everyone in the office. It makes me wonder now what he’s saying behind my back. It’s been a real nightmare lately. We’re busy enough at the best of times. And now we’ve lost our administrative assistant, it’s even worse. I’ve been up to my neck in paperwork, going through contract details with the Legal Department and checking CVs and references. You know, I’ve interviewed 40 applicants this week already for one of our vacancies and it’s only Wednesday today. My colleague seems to take everything in his stride, though. If he’s not standing next to the fax machine chatting to someone from the Purchasing Department, he’s outside my window smoking. Look, there he is, lighting up again. I can’t believe it. That’s his sixth one this morning. Honestly, it’s a wonder he gets any work done at all.
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