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
Transformation of Strategies of Thomson Corporation How does a business-to-business company find out exactly what end users
Transformation of Strategies of Thomson Corporation How does a business-to-business company find out exactly what end users
admin
2012-01-23
100
问题
Transformation of Strategies of Thomson Corporation
How does a business-to-business company find out exactly what end users do with its products? That was the question we wrestled with at the Thomson Corporation, because the people who buy from us are not the same people who actually use our products in their daily work. But as older generations die out and younger ones come online, and as generations in the middle try e-books and realise their advantages, the demise of paper books will continue to accelerate. For Thomson, the answer has been to combine multiple methods of deep customer inquiry, from market surveys to observing users directly in their workplace. Those efforts have been part of a front-end customer strategy that has become the cornerstone of the company’s transformation. This strategy has included asking lawyers, accountants, financial analysts, investment managers, scientific researchers, and other professionals who use our products and services what they do on a minute-by-minute basis. (9) By doing so, we’ve learned how to help end users with their work in ways that might otherwise never have occurred to us.
Such scrutiny of the end user wouldn’t be unusual if we were a consumer products company. (10) But like most other B2B companies, Thomson historically had a much better understanding of its buyers than of its end users. (11) The transformation of Thomson began a little over a decade ago. (12) We published more than 200 newspapers, along with textbooks, law books, and professional journals, and operated the largest leisure travel business in the United Kingdom. Thomson was a prosperous leader in its markets, but we were concerned about the long-term viability of our business portfolio. First, our markets were not equal in terms of growth potential. Leisure travel, for example, was becoming increasingly competitive and turning into a commodity. To realise Thomson’s full potential, we needed to become less diversified and more focused on the business model with the best prospects for the future.
Second, as we looked around the corner we could see the beginnings of a radical change in market dynamics. (13) The worth of our considerable paper assets was in jeopardy.
The transformation began with the divestiture of businesses that didn’t fit our strategic focus on information publishing services and with the acquisition of professional information publishing assets that did, along with investments in the technology needed to build and deliver products and services online. (14) These advances were driven by the changing needs of our end users and, by extension, our buyers.
A The real breakthroughs, however, came a few years into the transformation process. In 2001, when we realised we needed to focus more closely on customers than ever before.
B At the time, Thomson was a nearly 70-year-old holding company with $8.7 billion in revenue.
C But as older generations die out and younger ones come online, and as generations in the middle try e-books and realise their advantages, the demise of paper books will continue to accelerate.
D P&G is known for following consumers around stores and observing them in their kitchens.
E We knew a fair amount about, say, financial services information managers, who were responsible for making purchasing decisions for an entire department, but little about the individual brokers or investment bankers who used our data, research, and other resources daily to make investment decisions for their clients.
F In particular, it appeared that the rise of the internet would change the newspaper and publishing markets forever.
G The internet has indeed become an integral part of consumers’ commercial activities.
H Then we’ve systematically sought to deliver solutions that meet their needs during each of those hours.
选项
答案
H
解析
因为前一句讲到这个策略包括询问使用我们产品或享受我们服务的律师,会计师,金融分析师,投资经理,科学研究者和其他专业人士每分钟都在干什么。同时后面一句讲到这样做,我们就学会了帮助终端消费者的方式,如果不采取上述策略这种方式我们也许永远不会找到。故应选H。
转载请注明原文地址:https://kaotiyun.com/show/zE7d777K
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
Whattypeofservicedoesthecompanymostlikelyprovide?
Whattypeofservicedoesthecompanymostlikelyprovide?
Whattypeofbusinessdoesthespeakermostlikelyworkfor?
WhatdoesthecompanyplantodoinChina?
WhatwilltakeplaceonFriday?
WhatwilltakeplaceonFriday?
TaskSheetforCandidateATaskSheet1A:Themanagement;howtotreatyouremployeeswithTLC(TenderLovingCare)B:Custo
SaleReductionYourcompanyisaninternationalcompanywhichproduceselectronicproductS.Yourcompany’ssaleshavered
FinancialManagement:howtoensurethatacompanyplanisimplemented?
WhateffectyouthinkinternationalcommunicationishavingonbusinesslifeinChina?
随机试题
《战国策》是由东汉文学家刘向编校整理并最终定名的。()
—Iheardyouwentmountainclimbingbutdidn’treachthetop.—Yes,wetried______.
对心理实质正确全面的理解是
税务机关针对纳税人的不同情况可以采取不同的税款征收方式。根据税收法律制度的规定,对生产、经营规模小,不能建账设账的单位,适用的税款征收方式是()。
在下列各项货币时间价值系数中,与资本回收系数互为倒数关系的是()。
2015年12月1日,A公司与B公司签订一项不可撤销的产品销售合同,合同规定:A公司于3个月后提交B公司一批产品,合同价格(不含增值税额)为500万元,如A公司违约,将支付违约金100万元。至2015年年末,A公司为生产该产品已发生成本10万元,因原材料价
请为下列古文加注标点并译成现代汉语故正义之臣设则朝廷不颇谏争辅拂之人信则君过不远爪牙之士施则仇雠不作边境之臣处则疆垂不丧故明主好同而闇主好独明主尚贤使能而飨其盛闇主妒贤畏能而灭其功罚其忠赏其贼夫是之谓至闇桀纣所以灭也
斯蒂法尼社
计算定积分I=(a>0,b>0).
2010年世界博览会(WorldExpo2010)于5月1日至10月31日在中国上海举行。世博会吸引了190个国家和56个国际组织参展。超过7300万中外游客参观了世博园,参观人数是历届世博会中最多的一次。这届世博会的主题是“城市,让生活更美好”(Be
最新回复
(
0
)