Strategic Choices of Oil Companies for Energy Transformation

外刊经贸知识选读（国考真题,江西省每年仅4⽉份安排考试）全国2008年4⽉⾃考外刊经贸知识选读真题⼀、单项选择题（本⼤题共15⼩题，每⼩题2分，共30分）在每⼩题列出的四个备选项中只有⼀个可以替代句中划线的单词或词组，请将其代码填写在答题纸相应的位置上。

错选、多选或未选均⽆分。

1. The strong increase in imports last year is attributed to buoyant economic activity as well as to the success of the Government’s trade and foreign investment policies.A. ascribedB. describedC. distributedD. contributed2. In April 1984, the State Council declared 14 cities along the entire coast plus Hainan Island open to foreign investment.A. demonstratedB. informedC. announcedD. displayed3. In Shanghai, Tianjin and other urban centers, China is trying —with considerable success —to attract high-technology firms that will modernize its economy.A. considerateB. consideringC. greatD. massive4. Chile has now been growing at an average annual rate of 4.5 percentage points for the past six years.A. quarterlyB. weeklyC. monthlyD. yearly5. But it appears that officials are prepared to turn up the temperature on trade —and live with the consequences.A. consensusB. resultsC. frequenciesD. agreements6. If the political will to continue moving forward fails, we can anticipate more strains in the marriage contract that ultimately would strike at what we’ve accomplished.A. activateD. expect7. Having argued that criticism of the trade surplus is misconceived, MITI’s paper goes on to predict that the surplus will, of its own accord, gradually diminish in size and relevance.A. willinglyB. reluctantlyC. accordinglyD. thoroughly8. Korea, once known as the “Hermit Kingdom”, is plainly on the move.A. on motionB. in progressC. under revolutionD. for evolution9. Shaikh Fahim has already shown in recent public statements that he is inclined to be forthright about the threat posed by the UAE’s neighbours across the Gulf.A. forthcomingB. formerC. uprightD. straightforward10. Jean-Pierre Soisson, the farm minister, has said France may block the EC’s acceptance of a new farm-trade deal, and thereby wreck the round.A. boomB. blinkC. constructD. obstruct11. But countertrade is not the exclusive province of debtor nations.A. creditorB. borrowerC. purchaserD. loaner12. The company is distributing more consumer coupons and giving bottlers bigger discounts.A. giving outB. assembling toC. collecting upD. gathering upon13. Hong Kong Eggs and Products Company monopolizes the import of Chinese eggs, both fresh and preserved.C. dominatesD. mobilizes14. All other things being equal, a subsequent fall in the dollar might be expected to give a compensating boost to dollar commodity prices.A. pullB. pushC. dragD. draw15. Values declined in line with platinum and New York advices as miners were encouraged to return to work by management promises of negotiation.A. in contrast withB. in terms withC. in comparison withD. in agreement with⼆、将下列词组译成中⽂（本⼤题共10⼩题，每⼩题1 分，共10分）16. fiscal packages17. countervailing duty18. debt service19. liquid assets20. good resistance21. current account22. cash crops23. GNP24. deinflationary policy25. equivalent value三、将下列词组译成英⽂（本⼤题共10⼩题，每⼩题1分，共10分）26. 市场份额27. 供应短缺28. 世界银⾏29. 资本货物30. ⽣产⼒31. 国内需求32. 外汇收⼊33. 进⼝税34. 有形贸易收⽀35. 利润汇款四、简答题(本⼤题共6⼩题，共18分)Passage 1If Europeans aren’t bursting to give the single market a coming-out party, it may simply be that markets aren’t the kinds of things people gush about, as EC commission president Jacques Delors has often noted. The fact that free movement of people —an aspect of the market that will be most evident to the average person —is not yet a reality also plays a role.Another explanation is that many of the market’s original 282 directives have already been implemented.“By Jan. 1 we will have passed 95 per cent of what we sought in 1986 to create the single market, and much of that will already have been translated into national law,”says Perissich. “Adjustment to the market has been going on for years and won’t be expectedover-night.”36. What does the first sentence tell us about Europeans’ attitude toward the single market?37. What are the reasons why Europeans don’t give the single market a coming-out party?38. How do you interpret in English the underlined word “translate”in the third paragraph? Please find an appropriate Chinese equivalent for it.Passage 2On a conservative estimate the Uruguay round would permanently raise global welfare by more than $100 billion a year, spur economic growth everywhere, and extend competition to hitherto sheltered, and therefore backward, parts of all economies. By any standards, it would be a hugely valuable achievement.Such opportunities come too rarely to be squandered. Yet this one still may be.39. What would the Uruguay round bring to the backward parts of economies?40. Why would an economy be backward once it is “sheltered”?41. Please rewrite in full the last sentence “Yet this one still may be”.五、正误判断题（本⼤题共10⼩题，每⼩题2分，共20分）Passage 1Today, the Internet is changing the way business transactions are conducted. It is empowering both consumers and businesses by providing expanding markets and choices to not only national, but also international communities. It brings more competition in products and prices and it encourages change and improvement, given its ability to provide information and comparative choices.Putting up a Website to promote and display products, and attracting online shoppers to look around at the products, however, are only one way of conducting business via the Internet. To realize the true potential of electronic commerce, an effective method of receiving payment for products which are sold or delivered through the Internet is a necessity. This is the focus of current Internet-related research. While it is currently possible to buy things over the Internet, this form of commerce has not yet gained enough popularity. It has great potential.While nobody is certain what the future will bring, we do know that the Internet recognizes no national borders. Electronic commerce is global in nature, so the Internet can’t help but dramatically increase international business. The ever-changing technology in electronic commerce and the introduction of new hardware, software, and service technology force businesses to quickly adjust their basic business strategies. Companies who want to participate in the worldwide electronic commerce revolution must adapt their electronic service capabilities and products to the requirements of the electronic commerce marketplace.42. One result of e-commerce is more competition in products and prices.43. The potential of the Internet goes far beyond displaying and promoting products.44. Paying for products and receiving payment through the Internet are now very effective.45. The problem with the Internet is that it does not recognize international money.46. The Internet cannot greatly help international business.Passage 2The global economy is becoming more integrated than ever before. A half-century of emphasis on free trade by major industrial countries has resulted in the freer flow of goods, services, and capital among nations. As a result, companies both large and small nowview the world, rather than a single country, as their marketplace. Also, companies have dispersed their manufacturing, marketing, and research facilities to those locations around the globe where cost and skill conditions are most favorable. This trend is now so pervasive in industries such as automobiles, aerospace, and electronics that it is becoming increasingly irrelevant to talk about “American products”or “Japanese products”.Consider what happens when an American consumer buys a car. The engine is produced in France, the storage battery in Japan, the seat belt in Austria, and the body is assembled in Germany. Is it a “German product”? Obviously not —but neither is it a “French product”, a “Japanese product”, or an “Austrian product”. Like an increasing number of the products we buy today, it is an international product.The increasing integration of the global economy has had many consequences. First, the volume of world trade grows at a faster rate than the volume of world output.Second, foreign direct investment is playing an ever increasing role in the global economy as companies of all sizes invest in overseas operations.A third consequence is that imports are penetrating deeper into the world’s largest economies. The growth of imports is a natural by-product of the growth of world trade and the trend toward the manufacture of component parts, or even entire products, overseas before shipping them back home for final sale.Finally, the growth of world trade, foreign direct investment, and imports implies that companies around the globe are finding their home markets under attack from foreign competitors. This is true in Japan, where Kodak has taken market share in the photographic film industry away from Fuji and in the United States, where Japanese auto makers have captured market share from GM, Ford and Chrysler.47. Major industrial countries have stressed the necessity of free trade since 50 years ago.48. Big companies rather than small ones view the world as their marketplace.49. With the increasing integration of the global economy, it’s harder to tell whether a certain product is made in a single country.50. The entire products manufactured overseas are mainly sold overseas.51. The example of Kodak indicates the result of economic integration.六、翻译题（本⼤题12分）52.For South Korea as a whole, that seems as much a prophecy as an ambition. Like Japan in the 1960s, the country is poised for an assault on the world’s export markets. Its surging $81 billion economy is churning out a flood of increasingly sophisticated products, from shoes, toys and telephones to video recorders and microprocessors. Korea’s mighty conglomerates dominate Middle East construction, and they command key shares of the world’s shipbuilding, textile and steel industries.全国⾃考2008年7⽉外刊经贸知识选读试题⼀、单项选择题(本⼤题共15⼩题，每⼩题2分，共30分)在每⼩题列出的四个备选项中只有⼀个可替代句中划线的单词或词组，请将其代码填写在题后的括号内。

英语作文-快递服务行业的市场定位与战略选择The Market Positioning and Strategic Choices of the Express Delivery Service Industry。

Introduction:The express delivery service industry has experienced rapid growth in recent years due to the increasing demand for fast and reliable delivery of goods. As competition intensifies, it becomes crucial for companies in this industry to establish a strong market position and make strategic choices to stay ahead. This article will discuss the market positioning and strategic choices that can help express delivery service providers succeed in this competitive market.Market Positioning:Market positioning refers to the process of defining how a company wants to be perceived by its target customers. In the express delivery service industry, there are several key factors that can be used to establish a unique market position.1. Speed and Efficiency: One of the most important factors for customers in this industry is the speed and efficiency of delivery. Express delivery service providers should focus on offering fast and reliable delivery options to differentiate themselves from competitors. This can be achieved by investing in advanced logistics technology, optimizing delivery routes, and ensuring prompt and accurate tracking systems.2. Customer Service: Excellent customer service is another crucial aspect of market positioning in the express delivery service industry. Companies should strive to provide personalized and responsive customer support, including real-time updates on delivery status, easy communication channels, and efficient complaint resolution. By prioritizing customer satisfaction, companies can build a strong reputation and gain loyal customers.3. Competitive Pricing: Pricing is a significant factor that influences customers' choice of express delivery service providers. While maintaining profitability, companies should adopt a competitive pricing strategy that offers value for money to customers. This can be achieved through cost optimization, bulk discounts, and transparent pricing policies.Strategic Choices:In addition to market positioning, express delivery service providers need to make strategic choices to stay competitive and sustain growth in the long term. Here are a few strategic choices that companies can consider:1. Diversification of Services: To expand their customer base and increase revenue streams, express delivery service providers can consider diversifying their services. This can include offering specialized delivery options for specific industries, such as healthcare or e-commerce, or providing additional value-added services like packaging, warehousing, or reverse logistics.2. Technological Innovation: Embracing technological advancements is crucial for companies in the express delivery service industry. Investing in automation, robotics, and artificial intelligence can help streamline operations, improve efficiency, and reduce costs. Moreover, leveraging data analytics can provide valuable insights for optimizing delivery routes, predicting customer demands, and enhancing overall service quality.3. Collaboration and Partnerships: Collaborating with other players in the logistics ecosystem, such as e-commerce platforms or transportation companies, can create synergies and unlock new opportunities. Strategic partnerships can help expand service coverage, access new customer segments, and share resources, ultimately leading to mutual growth and competitive advantage.4. Sustainability Initiatives: With increasing awareness of environmental issues, express delivery service providers should incorporate sustainability initiatives into their strategic choices. Implementing eco-friendly practices, such as using electric vehicles, optimizing delivery routes to minimize carbon emissions, and promoting recycling andwaste reduction, can not only contribute to a greener environment but also enhance brand reputation and attract environmentally conscious customers.Conclusion:In the highly competitive express delivery service industry, establishing a strong market position and making strategic choices are essential for companies to succeed. By focusing on speed and efficiency, providing excellent customer service, and adopting competitive pricing, express delivery service providers can differentiate themselves from competitors. Additionally, diversifying services, embracing technological innovation, seeking collaborations and partnerships, and incorporating sustainability initiatives can further enhance their competitiveness and ensure long-term growth.。

Lesson11 Barter Still in Use (易货贸易仍在使用 )一、重点词组：1、arrange for 安排2、international financial institution 国际金融机构3、in cash 用现金*4、proceed 收入*5、dip into 动用、浏览6、currency reserves 货币储备7、secure 获得、得到*8、locate 找到*9、steer 指导、指点*10、benefited from 受益于……*11、hot 激烈的*12、of equivalent value 同等价值* 13、up to 高达……*14、subject to 使服从, 使隶属, 属于*15、countertrade 对等贸易、反向贸易16、primary 主要的、首要的*17、mean of trade 贸易方式*18、force…upon…强加于, 强迫...接受19、client states 附属国20、in return for 作为...的报答、对换21、bargain-price 廉价的*22、raw materials 原材料23、prohibit sb. from doing sth. 禁止某人做某事24、free from 解除25、hammer out 设计出26、International Monetary Fund (IMF) 国际货币基金组织27、break down 垮掉, 分解，崩溃28、flourish 繁荣、兴旺*29、multilateral trade 多边贸易30、convertible 可兑换的*31、convertible currency 可兑换货币32、burden of debt 债务负担33、broke 破产的、一文不名的*34、be compelled to 被迫35、devote… to….把...献给、把...专用于36、debt service= interest payment 利息付款*37、debtor 债务人* 38、debtor nation 债务国39、creditor 债权人*40、export earning 出口收入41、foreign exchange 外汇42、multinational corporations 跨国公司43、expertise 专门知识*44、tap 开发；利用*45、list price 挂牌价，订价, 价目表所列之价格*46、at the expense of 在损害...的情况下*47、cartel 联合企业、卡尔特48、counterpurchase 互购、回购49、offset 弥补, 抵消*50、compensation agreements 补偿贸易协定51、clearing agreements 清算协定52、bilateral pacts 双边协议53、balance v. 平衡*54、hard currency 硬通货55、stick with 陷入困境56、specifications 规格*57、credit-starved 信用危机58、set out 打算59、finance 供资金给*60、made out to 收讫*61、letter of credit 信用证62、took title 获得所有权二、课后问题1、“We are told in the first paragraph of the text that Saudi Arabia decided to buy 10 aero planes from Boeing then.What was the purchasing price?答：$100 million each.2、“International trade was supposed to（应该, 被期望）be freed from bartering’s constraints in July 1944…”(国际贸易从易货贸易的束缚中解脱出来从法律上说应该在1944年7月)Paraphrase the underlined part of the aboved-quoted clause.答：“…was supposed to …”: … was required by law to …3、“Barter was as antiquated as the horse-soldier. Or so it seemed.”（易货贸易就像骑兵一样过时了。

外文文献翻译原文及译文（节选重点翻译）作为战略决策者的管理会计师外文文献翻译中英文文献出处：Strategic Management Accounting, Volume 2，2018，1- 48译文字数：4500 多字英文The Management Accountant as a Strategic Decision-MakerVassili LautourRole Contingency FactorsAssumedly, the role of a management accountant consists of ensuring that operations are aligned with organisational strategy and can be put in numbers that can be managed and followed (Kaplan & Norton, 2008; Simons, 2005, 2010). Even this is multiple, the actual role depending on numerous contingency factors: organisation type, position within the organisation and hierarchic ranking.Organisation TypeGiven that not all organisations are confronted with the same strategic and operational issues and do not face the same challenges, their management accountants shall be assigned different duties.Manufacturing CompanyThis section develops the case of a manufacturing company as certainly the best-known context in which a management accountant operates. The general situation, taught in most managerial accounting courses and books, is presented first. This is then followed by a discussion of the impact each tier of strategy has on the work of a manufacturing accountant’s work.The General SituationIn such a company, the strategic issue comprises managing the following:Raw materials that are to be transformed or assembled;The manufacturing process;The end product.In manufacturing companies, quantities of raw materials and end products are central to management accounting. Associated with this issue is that of cost control:Cost of materials;Labour costs;Overhead costs.Therefore, it is central that management accountants operating manufacturing companies have an accurate view of costs and quantities and assess their evolution over time as well as across branches (e.g. factories). This leads indeed management accountants to focus on internal financial reporting and CVP analyses.Generic StrategiesEven within a manufacturing company, roles can vary, depending on the generic strategy adopted. That is, cost domination, product differentiation or a bundle of both shall affect strategic priorities and therefore a management accountant’s work.Cost DominationA cost domination strategy applies to manufacturing companies producing and commercialising a generic product with substitutes on the market. Cost domination then applies to manufacturing companies operating on a market with numerous competitors, none of them being particularly known as a brand. As a consequence, a competitive advantage can be gained from selling at lower price than their competitors would. In this situation, traditional cost accounting is management accountants’ main occupation.Case 1. ST MicroelectronicsManufacturing Chips at the Lowest CostST Microelectronics produces chips utilised in any electronic products, such as mobile phones, computers hi-fi but also in vehicles (car GPS, aircraft entertainment, etc.) The company is confronted with international competition, many substitutes existing on the market, since the end customer does not even know the components assembled in the end product.Given the pressure by client companies, ST Microelectronics can only sell its chips if at the lowest possible price. This results in management accountants placing a particular emphasis on the management of all sorts of costs and focusing on producing periodical schedules of costs.As the main components of chips are various metals, managementaccountants are very attentive to the variation of these metals’ prices on the markets. Part of their role consists of suggesting alternative suppliers or materials to meet the final selling price, set by client companies. Below is a management accountant’s job description:follow up contracts with suppliers;follow up contracts with clients;follow up raw materials’ rates on the market;prepare P&L reports.Product DifferentiationA product differentiation strategy applies to a manufacturing company when its product is semi-generic and it can differentiate itself from others on the market. It is then purchased, not necessarily because of a low price but because of its intrinsic characteristics that are different from those of other products. Such is the case of manufacturing companies operating on a market where clients expect rare or relatively exclusive products, not necessarily a generic item.Thence, a management accountant’s wor k consists of ensuring that the manufacturing process allows for this differentiation on the market.Position on the MarketDepending on company positioning on the market, a management accountant’s role shall vary. When the company is setting of its own product characteristics and price, management accountants do not placeemphasis on the same items as in a company where prices and costs are imposed from the market. Thence, management accountants have different roles if they work for an incumbent company, a challenger company or a following company.IncumbentThe incumbent is the leader on its market. When it is a manufacturing company, massive investments in equipment, procedures or research and development have already been incurred. Hence, this company leads the market by imposing its own standards that other manufacturers endeavour to mimic.In the twenty-first century, being an incumbent tends to be associated with patents and intellectual property protection. The central focus is to remain in the position of being the incumbent on the market, which implies controlling technology, patents and procedures, as well as ensuring new product development. Hence, other manufacturers can only appear as followers and in no way overcome the incumbent.The incumbent’s management accountant shall ensure that technology and procedures are protected and stringently followed, and hence the product can remain a leader on its market. The management accountant shall also focus on the cost of losing control of a patent or a technology and suggest ways of overcoming this. Costs appear as a secondary concern and shall of course remain under control but are by nomeans the core of the management accountant’s professional attention.Case 2. Apple vs. Samsung Patents’and Procedures’ ProtectionSince the launch of the first generation iPhone in November 2007, Apple has been the incumbent on the smartphone market, especially through the development and protection of its touchscreen. This technological advance has then been confirmed with the launch of the first generation iPad in March 2010. Both products being sold at a high price, cost control was not central to the company. Its core strategic and operational concern was that products meet quality requirements and can be manufactured in such a way that no technology advances could be made public or shared. Hence, a management accountant’s work consists of the following:control the value chain’s operational efficiency;control coordination between units in the manufacturing process;follow up technology transfers to suppliers and ensure they are not using technology for their own profit;follow up competitors’ technology and compute the amounts we can ask in case of patent breach;compute the possible cost of opportunity of losing our technology or patents.ChallengerThe challenger is a company that enters a market with the ambition of outperforming the incumbent. A challenger tends to offer an alternative to the product sold by the incumbent, by revising its characteristics, offering a higher quality product or selling it at a slightly lower price. Nowadays, two types of challengers are known:Incumbent’s historical competitors endeavouring to outperform it;A new business associated with institutional investors.Mode of ProductionModes of production and issues in management accounting are further developed in Chapter 2. Here, they are briefly elicited and exposed, and hence the reader has a first hint thereof and can view the scope of management accountants’ roles.Mass ProductionWhen the product is very generic and allows profit based upon sales of large quantities, the company is doing mass production. Usually, mass production is associated with a cost domination or a follower’s strategy. In this case, the management accountant’s role focuses on conventional cost accounting and CVP analysis.Lean ProductionAfter c.50 years of product standardisation, customers and corporate clients seek for more custom-tailored products. Increasingly, they tend to select by themselves product characteristics and place their orders on thisbasis. As a result, the manufacturing company making this product cannot count on inventories and just respond to this order. Rather, what must be in place is a set of procedures allowing for lean production and management. Just-in-time fully applies. Such orders are often placed when a client company is to acquire a large number of units of the same product. In this case, counting on a relatively large amount of units enables and facilitates profit-making. Such can be the case for airlines ordering a certain amount of aircrafts or a company purchasing new computers for their employees.In such manufacturing companies, the management accountant’s work consists of measuring the profitability of an order placed and recommending accepting or declining it. Their duties shall consist of measuring the profit made on a single order and identify the possible drivers for extra costs or lower profit. In so doing, the management accountant can determine either the minimal amount of units making the order profitable or product characteristics that can be negotiated to avert its costs exceeding selling price:Profit accounting;Manufacturing timetable control;Just-in-time accounting.Case 3. Airbus and airlinesJob Order Management AccountantAirbus, the European aircraft manufacturer, only responds to orders placed by airlines. When receiving an order, company managers transfer it to their management accounting team in order to determine order profitability as well as levers for negotiation with the client. Those management accountants know product specifications very well, hence they can decide which ones can be adapted to client orders and which ones cannot.Receiving the terms of the provisional contract between Airbus and the airline, the management accountant determines:above how many aircrafts the order is profitable;what profit can be generated from this specific order;what parts of the aircraft, given the order, can be generic or by how much they can be custom-tailored.Non-manufacturing CompaniesTraditionally, management accounting technologies—especially calculative ones—are presented as the core of management accountant’s work. Addressing costs and quantities, it is implicitly assumed that these calculative threads operate in manufacturing companies. Yet, management accountants’ work takes on different forms in non- manufacturing companies, such as merchandising companies, service companies, non-profits or public sector organisations.Merchandising CompanyIn a merchandising company, the core concern relates to the management and measurement of inventories and logistics. Management accounting issues shall differ, depending on whether products have an expiry or obsolescence date.Inventories that do not expire can be construction materials or product without a known life cycle. In this case, management accountants’ work consists of the following:Accounting for quantities and flows;Valuing inventories;Tracing orders to refill inventories.For those companies dealing with inventories that can expire or become obsolete, management accountants are expected to trace very accurately:How many units are inventoried;Unit entry date and expiry date;Promote the use of materials close to expiry;Trace orders to refill inventories.Case 4. AmazonInventory AccountingAmazon, in its capacity of the e-commerce world leader, is the largest merchandising company on earth. This was amplified after thetakeover of Whole Foods. Amazon’s management accountants are dealing with two types of products, some expiring (IT and food) and others never expiring (books and DVDs). Obsessed with customer satisfaction, the company cannot afford to store or deliver expired or obsolete products. Therefore, their management accountants are required to do as follows:Trace every unit in or out and assign to it an expiry or a delivery date;Account for the value of every unit inventoried (purchase, sale and current);Recommend special promotions for products expiring soon;Recommend destruction of expired products and account for losses;Optimise inventory management.Service CompanyUnlike a manufacturing or a merchandising company, a service company rests its activity on intangible assets. These can be expertise, know-how or intellectual capital. Service companies’ activity rarely rests upon high overhead or raw materials but mostly upon labour. This implies that conventional cost accounting and CVP are inapplicable. What matters for such a company is the profit generated by an employee or an activity.Factory Management AccountantA management accountant working in a factory is one working for amanufacturing company. Their main focus and concern is that the factory can deliver at the right time the right quantities of products the company is selling. This also implies that the correct amount of raw materials be employed. Given that the factory is only a supplier to the sales department, its managers have no influence on selling price, which is externally imposed.The management accountant in a factory must ensure that the total cost of the production remains below selling price. To this end, their work mostly consists of the following:Tracing various costs;Conducting CVP analyses and find causes for unfavourable variances;Suggesting solutions to such unfavourable variances;Reporting to the company management accountant in chief.In a factory, as the management accountant deals with costs and quantities, the work is relatively distant and mostly implies that numbers are scrutinised. Number consistency is checked and validated, so that figures can be consolidated. Usually, a factory management accountant does not have much contact with other people in the company, does a relatively solitary work and reports figures.This role is often given either to a junior management accountant, newly graduated, or to a long-term worker in the factory. In the formercase, being a factory management accountant is a threshold to the management accounting profession. Conversely, in the latter case, such a position rewards a worker’s career for someone having a good command of factory processes.Branch Management AccountantA management accountant working for a branch of a company is tasked with duties relatively similar to those of a service company management accountant. More than the product itself, inventories or costs and quantities, such a management accountant’s focus is on overall efficiency and profitability. Whilst a factory management accountant has a very partial view of profitability, the branch management accountant has a more comprehensive view thereof. The branch is taken as a separate unit on which the management accountant has full authority, implying a triple role.A Strategic RoleOne of his or her tasks consists of ensuring that corporate procedures and processes, as defined at the headquarters, are eventually applied locally. It matters that corporate standards do apply in the branch. To this end, the branch management accountant reviews all internal business processes. He or she can interview any branch employees and managers to have a clear view of how things are done. In case of misalignment with corporate instructions, the management accountant in a branch can beasked by the Headquarters to suggest ways of solving these problems. In order to remain independent and have an opinion that counts, this management accountant is very rarely in charge of implementing the solutions he or she recommended.An HRM RoleAs in a service company, the branch management accountant partakes in employee performance assessment. Depending on corporate policy, the management accountant can be the sole in charge of individual annual performance meetings or share those with HR. In this respect, as in a service company, his or her role also consists of assessing employee contribution to branch performance. His or her activities, depending on the autonomy the headquarters grant him or her, can also imply the administration of rewards and incentives, and reporting on these to the company HR department.A Financial Controller RoleThe management accountant in a branch is to assess its overall profitability, reviewing all possible costs and revenues. Depending on the industry in which the branch operates, the contents of such cost and revenue can vary. If the branch has a manufacturing activity, the management accountant shall review unit costs and quantities and conduct CVP analyses. If the branch has a merchandising activity, the management accountant shall review inventories. If the branch is aservice organisation, the management accountant shall review financial performance per activity and report on this to the corporate financial controller.The richness of a branch man agement accountant’s duties implies that he or she has already demonstrated skills in these three domains: corporate procedures, HR and financial control. As a result, a branch management accountant is usually an experienced executive. Very often, this position is offered to a senior person already having had both a managerial experience and a financial or accounting activity. Given his or her strategic role for the company, this management accountant is often an employee from this company with a good command of corporate processes and procedures. It is quite usual to appoint on such positions someone who has had managerial responsibilities in a different branch. In order to avoid possible conflicts of interest and collusion with work colleagues, this change in role and duties is often accompanied with a geographical change. The new management accountant is usually appointed in a different branch.译文作为战略决策者的管理会计师瓦西里·劳图尔管理会计师的角色管理会计师的角色包括确保运营与组织战略保持一致，并可以采用可以管理和遵循的数字（Kaplan＆Norton，2008；Simons，2005，2010）。

1973 oil crisisBackground1、USA peak oil productionIn 1970, the USA went through its oil production peak and this is now considered as the prime reason for the first oil shock by historians and industry experts.2、Founding of OPECThe Organization of the Petroleum Exporting Countries (OPEC), which then comprised 12 countries, including Iran, sevenArab countries (Iraq, Kuwait, Libya, Qatar, Saudi Arabia, the United Arab Emirates), plus Venezuela, Indonesia,Nigeria, and Ecuador, had been formed at a Baghdad conference on September 14, 1960.At first OPEC had operated as an informal bargaining unit for the sale of oil by resource-rich Third World nations. OPEC confined its activities to gaining a larger share of the profits generated by the Western oil companies and greater control over the members' levels of production. As a result of this and other events in the early 1970s, it began to exert its economic and political strength; the major Western oil conglomerates, as well as the importing nations, suddenly faced a unified bloc of exporters.3、End of Bretton Woods SystemOn August 15, 1971, the United States unilaterally pulled out of the Bretton Woods Accord taking the US off the Gold Exchange Standard (whereby only the value of the U.S. dollar had been pegged to the price of gold and all other currencies were pegged to the U.S. dollar), allowing the dollar to "float".Because oil was priced in dollars, this meant that oil producers were receiving less real income for the same price.4、Yom Kippur WarOn October 6, 1973, Syria and Egypt launched a surprise attack on Israel. This new round in the Arab-Israeli conflict triggered a crisis already in the making; the price of oil was going to rise. The West could not continue to increase its energy consumption 5% annually, while also paying low oil prices, and selling inflation-priced goods to the petroleum producers in the developing Third World.The process of the 1973 oil crisisOctober 6, 1973, Egypt , Syria and other 10 Arab countries wage the "Ramadan War"against Israel, marking thebeginning of the war fourth Middle East War. To cope with the war and against Israel and its supporters, the day war broke out, first Syria, cut off a pipeline ,Lebanon also closed its important oil transport in the southern port of Sidon.October 7, Iraq announced that an Iraqi Basra oil company oil companies and U.S. Exxon Mobile two jointly owned shares nationalized.October 16, Kuwait, Iraq, Saudi Arabia, Qatar, the United Arab Emirates and Iran decided to Gulf crude oil market prices increased by 17%. The international oil market are in apanic , marking the beginning of the first oil crisis.October 17, Algeria 10 countries participated in the ministerial meeting of Arab Petroleum Exporting Countries announced an immediate reduction in oil production, decided a monthly decrease of 5% for the countries’oil supply which are support of Israeli aggression like the United States and other countries, based on the output of the Member States in September.October 18, Abu Dhabi Emirate in the United Arab Emirates decided completely stop oil exports to the United States. Then Libya, Qatar, Saudi Arabia, Algeria, Kuwait, Bahrain and other Arab oil-producing countries are also announced the termination of oil exports to the United States. Just three days, the western countries were shocked by the three consecutive important steps took by Arab oil-producing countries. December 1973, the Arab members of OPEC announced the resumption of crude oil priced right, and benchmark crude oil prices increased from $ 3.011 per barrel to $ 10.651. From October 1, 1973 to January 1, 1974, international oil prices rose from $ 3.11 per barrel to $ 11.65.The embargo was lifted in March 1974 after negotiations at the Washington Oil Summit, but the effects of the energy crisis lingered on throughout the 1970s.The influenceof the 1973 oil crisis1、The impact on the world economyThe weaponofArab countries givea heavy blow to the world economy heavily dependent on oil. At that time, the U.S. daily oil imports fell by 200 million barrels, which caused many factories shut down. The U.S. government being plagued by the Energy crisis had to declared a state of "emergency", and adopted a series of oil and electricity saving measures, including: reducing flight voyage, limiting the speed of heating oil rationing, closed National gas stations on Sunday, prohibited and restricted on outdoor advertising lighting, etc., and even the lights on top of White House and around the United Nations building are also closed. President Nixon also ordered the presidential plane flying at a lower speed, canceled escort aircraft for his weekend trip.Congress then passed a bill authorizing the president to allocate all the petroleum products of the nation. U.S. Department of Defense interruptalmost half of the normal oil supply, U.S. troops stationed in Europe and the Sixth Fleetof the Mediterranean had to draw their wartime oil reserves.In this crisis, the U.S. industrial production fell by 14%, Japan's industrial production fell by 20% or more, all industrialized countries have a marked slowdown in productivity growth. While the Arab countries are enhancing the economic strength, according to statistics, only one price on the Arab country's oil revenue from the $ 30 billion in 1973, soared to $ 110 billion in 1974.2、The impact on the automotive industryOil crisis has prompted the West to change the economic strategy, adjust the economic structure in order to reduce the impact of the oil crisis. West was forced to accelerate the exploration and development of new oil fields. As countries actively developing oil source, non-OPEC crude oil production in 1982 exceeded the OPEC. Oil crisis promote the energy-saving and environmental protection industries. Meanwhile, to the early 1980s, the United States, Germany and Japan, gradually established a large number of strategic oil reserves. The oil crisis has also had a huge impact on the automotive industry.1、AmericanAs in Western Europe, U.S. automakers were significantly impacted by the 1973 oil embargo and energy crisis. Before the energy crisis, large, heavy, and powerful cars were the standard in the United States. By 1971 the standard engine in a Chevrolet Caprice was a 400-cubic inch (6.5 liter) V8. The wheelbase of this car was 121.5 inches (3,090 mm), and Motor Trend's 1972 road test of the similar Chevrolet Impala logged no more than 15 miles per gallon on the highway. Oil crisis to a large extent changed the structure of the U.S. auto demand, people's choice from the large car turned to a small car to save fuel, the lack of small car production technology U.S.auto manufacturers gradually lost its former competitive advantage. In order to bail out the U.S. auto manufacturers have repeatedly urged the government and the parliament as soon as possible restrictions on the import of Japanese cars.2、JapanAfter the energy crisis, however, gasoline cost more and reduced the demand for large cars. The Toyota Corona, the Toyota Corolla, the Datsun B210, the Datsun 510, the Honda Civic, the Mitsubishi Galant (a captive import from Chrysler sold as the Dodge Colt), the Subaru DL, and later the Honda Accordall had four cylinder engines that were more fuel efficient in comparison to the typical V8 and six cylinder engines found in North American vehicles. From Europe, the V olkswagen Beetle, the V olkswagen Fastback, the Renault 8, the Renault LeCar, and the Fiat Brava were also offered. As buyers began exchanging large cars for the smaller imported ones, Detroit出产年份1970–1977变速箱4速手动轴距2,425 mm (95.5 in)车长4,155 mm (163.6 in)车宽1,570 mm (62 in)In the first oil crisis, the Japanese domestic car production first time exceeded 7 million, during the crisis, Japan's share of global proportion of automotive products increased substantially continuous, and in 1975 the first time exceeded 20%, the Japanese car exports from 1970 to 1080000 soared to 4.35 million in 1977, the proportion of automobile exports automobile production increased from 20.5% in 1970 to 51.1%. During the economic crisis, Toyota did not utter confusion, but rather aimed at the limited resources, vigorously development to save resources, save energy, reduce costs, looking forward to a new starting point. Toyota's main push smallfuel-efficient cars win the U.S. market, by omnipresent advertising campaign and very preferential prices and hundreds of cars were sold out. 1970 Honda sales in the United States is only 1300,however, after the first oil crisis, it jumped to nearly 100,000.3、BrazilIn 1973 and 1975 the two oil crises, that the oil cannot be self-sufficient in Brazil in a very difficult situation. Due to the lack of foreign exchange, cannot import enough oil, the Brazilian economy on the brink of despair. In 1975, the Brazilian government to develop a "national alcohol program" to encourage the production of ethanol from sugar cane instead of petroleum. In order to promote the use of sugarcane ethanol,in1977, the Brazilian government to impose 20%% ethanol (E20) in gasoline. This policy requires that all gas stations offer ethanol pumps, while the normal car engine so that it can be used for fine-tuning E20, namely gasoline - ethanol blends. Since 1979, Brazil began producing 100%% pure ethanol E100 cars. 1984, applies to alcohol production in Brazil reached 94.4%% of car automobile production.ConclusionThe oil crisis brought a double-sided impact, on the one hand it has seriously affected the world economy, on the other hand it led the world economy to a green, recycling and conservation direction. After this the automotive industry are seeking technical support, to fuel, emissions of a small car development.。

绝密★考试结束前全国2020年8月高等教育自学考试外刊经贸知识选读试题课程代码:00096 请考生按规定用笔将所有试题的答案涂㊁写在答题纸上㊂选择题部分注意事项: 1.答题前,考生务必将自己的考试课程名称㊁姓名㊁准考证号用黑色字迹的签字笔或钢笔填写在答题纸规定的位置上㊂ 2.每小题选出答案后,用2B铅笔把答题纸上对应题目的答案标号涂黑㊂如需改动,用橡皮擦干净后,再选涂其他答案标号㊂不能答在试题卷上㊂一㊁单项选择题:本大题共15小题,每小题2分,共30分㊂在每小题列出的四个备选项中只有一个可以替代句中划线的单词或词组,请将其选出并将答题卡(纸)的相应代码涂黑㊂错涂㊁多涂或未涂均无分㊂1.We can see no justifications for an increase in the price.A.reasonsB.resultsC.explanationsD.disputes2.Multinational companies reaped great rewards of their foreign investment in developing countries.A.appealedB.offeredC.earnedD.rejected3.The aim is to modernize the moribund state-owned enterprises that threatened China’s economic progress.A.strongB.stagnantC.poorD.monopolistic4.The structure of the fund management industry and stock market may also exacerbate the problem.A.reduceB.worsenC.attributeD.develop5.Stock-taking of the open policy will come this year when the National People’s Congress discusses the next five-year plan.A.InquiryB.AcceptanceC.StatisticD.Assessment6.From the onset of the crisis,international organizations have been coordinating emergency activities.A.endingB.sunsetC.beginningD.growth7.The government plans to curtail economic growth to avoid speculative bubbles.A.enlargeB.continueC.assistD.restrict8.The America’s formidable capital and technological resources would be utilized to meet its objectives.A.powerfulB.availableC.vastD.different9.The law banned discrimination against people with physical disabilities in the workplace.A.equalityB.fairnessC.differentiationD.protection10.Investment funds have moved out of commodities and into liquid assets.A.water resourcesB.current assetsC.real estateD.fixed assets11.With unemployment rate at9.7%,the president is pressing the Congress to approve financial incentives for small businesses to add workers.A.controlB.capitalC.toolsD.stimulation12.9%of listed firms are technically insolvent and have stopped paying their debts.A.privateB.publicC.bankruptD.unsuccessful13.A substantial proportion of loans from the World Bank is still to be disbursed.A.borrowedB.paidC.declinedD.recovered14.This marks the first time in history that these companies will be subject to federal supervision.A.be free fromB.be exchanged byC.be occupied inD.be subordinated to15.Online education is a fledgling sector where no perfect model has been created.A.inexperiencedB.matureC.unfinishedD.uncertain二㊁判断题:本大题共10小题,每小题2分,共20分㊂判断下列各题,在答题卡(纸)相应位置正确的涂 A”,错误的涂 B”㊂Passage1Force of the Multinationals Direct investment by multinational companies is becoming a hugely important force in the world economy.In essence,a combination of factors,such as the development of global communications and a change in the political climate towards multinationals,is bringing in an era of true global manufacturing.A company such as Siemens may now start making a product in Germany then ship itto Malaysia for the labor⁃intensive final stages of manufacture.The strategy by Japanese companies of locating production in cheaper Far Eastern countries such as Thailand has done much to integrate the economies of the companies were setting up production in Mexico,for similar reasons,before negotiations on the NAFTA had even started.There is an important distinction to be made between the kind of integration based on trade,which is relatively simple,and the far more complex links involved in global manufacturing.The report says that as integration moves from shallow trade-based linkages to deep international production-based linkage under the common governance,the traditional division between integration at the corporate and country levels begins to break down.” Foreign direct investment tends to transfer assets from the developed world to the developing world.But the pattern is not entirely simple.Big shifts have occurred in the composition of foreign direct investment by sector.Increasing investment is going into services and high⁃tech manufacture, rather than basic manufacture and natural resources.As might be expected,foreign direct investment in the developed world is mostly in the former category,whereas in the developing world the emphasis is on the latter.It seems countries have to reach a basic level of sophistication before they can get in the act.Simple cash incentives to set up production in a country have little effect, other than on margin.In addition,the increasing sophistication of global production means that cheap labor is often not a deciding factor either.16.International production⁃based integration is better than trade⁃based integration.bor⁃intensive manufacture is the production mainly depend on the use of a large number of labor. companies set up production in Mexico for its cheaper labor and cost.19.Cash incentive is a deciding factor in global production.20.Foreign direct investment in the developed countries is mostly in services and high⁃tech sector.Passage2Asia,You Cost Too Much The Asian economic miracle can be best summed up as the biggest price undercut in history. Asia grew because it was the cheapest source for the low⁃tech consumer goods that the West craves. Hong Kong and Korea didn’t invent new or more efficient manufacturing techniques,they simply bought market share with low wages.But now Asia is beginning to cost too much.If you still thinkAsia is cheap or even a bargain,compare office rents in Shanghai with those in Chicago and Paris. Or try to hold a qualified manager in China against the almost weekly job offers he receives due to the shortage of Chinese professionals.No wonder companies are voting with their feet in response to Asia’s rising cost.Germany’s Siemens is dumping Singapore in favor of lower cost locations in the region.The way things are going,Siemens may have to move again before too long. The competition facing Asia is not going to let up,either Local council representatives from Britain are running all over the world advertising tax cuts,giving away state land and slashing bureaucracy in an effort to attract industry.Technological innovations and cost reduction in communications and transport mean that location isn’t as important as it once was.Only Singapore seems to understand that keeping up isn’t good enough and that being competitive means forging ahead.The Lion City made a concerted effort to open market,cut government regulations and create transparency.But most Asian government just don’t seem to understand the relationship between high costs and low competitiveness.Otherwise why would tariffs on agricultural imports be crippling the Korean and Japanese food processing industries?The oligarchical nature of trucking in Malaysia guarantees that high transport costs will drive business away.n economic growth was primarily based on cheap exports rather than high technology.22.Siemens is satisfied with Singapore’s low cost and will stay there all the time.23.High rents and shortage of professionals became China’s disadvantage in Business.24.The importance of location is weakened by technology and communication innovations.25.Most Asian government learned from Singapore to open markets and cut tariffs.非选择题部分注意事项: 用黑色字迹的签字笔或钢笔将答案写在答题纸上,不能答在试题卷上㊂三㊁将下列中文词组译成英文:本大题共10小题,每小题1分,共10分㊂26.经济特区27.出口配额制28.消费品29.批发商30.贸易差额31.服务部门32.垄断33.最惠国待遇34.硬通货35.经常项目四㊁将下列英语单词或词组译成中文:本大题共10小题,每小题1分,共10分㊂36.market forces37.countertrademercial hub39.intellectual property right40.brain trust41.austerity programmes42.the General Agreement on Tariffs and Trade43.discount rate44.countervailing duty45.dumping五㊁简答题:本大题共6小题,每小题3分,共18分㊂Passage1 Once,when Japan faced pressure from abroad,it would either give in reluctantly or keep quiet and hope that the fuss would die down.No longer it seems.America wants Japan to meet import targets for some American goods,but far from capitulating to the thrust of American trade policy, Japan is taking a stand that could lead to a trans-Pacific confrontation.The annual white paper on trade development published by the Ministry of International Trade and Industry will reject the argument that Japan needs special trade sanctions.It is Japan’s persistent surplus,more than anything,that has provoked anger in Washington.This year the surplus has been growing fast.With the economy still barely growing,despite two fiscal packages in the past nine months,Japan’s critics say that the country is once more exporting its way out of recession.46.Which word can give in”be replaced by?47.Explain the fuss would die down”.48.Paraphrase exporting its way out of recession”.Passage2 The price of tin on the European spot market rose to4,400pounds per ton,reflecting widespread production cuts in the world tin industry,at a two-day meeting in Indonesia,theassociation of tin-producing countries,whose members represent70percent of world tin output, decided to strengthen their co-operation in a bid to stabilize tin prices and to call on the United States to limit sales of tin from its strategic stockpile.Platinum progressed at the outset on concern about strike action in South African mines but quickly fell victim to profit-taking as work resume.49.What is strategic stockpile”?50.What does progress”mean in the context?51.What is profit-taking in business?六㊁翻译题:本大题12分㊂52. Commerce among nations entered a modern era;the constrained trading between imperial powers and their colonies began to break down.World markets opened to all countries,and multilateral trade flourished.Generally,a country could sell its goods in the best market it could find and buy what is needed from the least expensive supplier.Moreover,since currencies were convertible,most transactions could be completed with cash.Barter was as antiquated as the horse⁃soldier.During the past few years,however,the international monetary system has begun to strain under a variety of economic changes.One important cause is the enormous burden of debt carried by Third World countries.A professor at Harvard University says, The plain fact is that many countries are broken.”绝密★启用前2020年8月高等教育自学考试全国统一命题考试外刊经贸知识选读试题答案及评分参考(课程代码　00096)一㊁单项选择题:本大题共15小题,每小题2分,共30分㊂1.A2.C3.B4.B5.D6.C7.D8.A9.C10.B 11.D12.C13.B14.D15.C二㊁正误判断题:本大题共10小题,每小题2分,共20分㊂16.B17.A18.A19.B20.A 21.A22.B23.A24.A25.B三㊁将下列中文词组译成英文:本大题共10小题,每小题1分,共10分㊂26.The Special Economic Zone27.export quota system28.consumer goods29.wholesaler30.trade balance31.the service sector32.monopolize33.most⁃favored nation treatment34.hard currency35.current account四㊁将下列英文单词或词组译成中文:本大题共10小题,每小题1分,共10分㊂36.市场力量37.对等贸易(反向贸易)38.商业活动中心39.知识产权40.智囊团41.紧缩计划42.关贸总协定43.贴现率44.反补贴税45.倾销五㊁简答题:本大题共6小题,每小题3分,共18分㊂Passage146.surrender or yield47.nervous activities become weaker48.get through the recession by exportingPassage249.Strategic stockpile is the stock for future use when faced with extremely difficult situations.50.Price goes up.51.to profit in a price fluctuation on an exchange by selling what one has bought at a lower pricewhen the price goes up.六㊁翻译题:本大题12分㊂52.国家间商贸进入了新的纪元;帝国主义列强及其殖民地间的强制性贸易开始崩溃㊂(2分)世界市场向所有国家开放,多边贸易开始繁荣㊂(2分)一般来说,一个国家可以在其能找到的最有利的市场上销售其货物,也能从最廉价的供应商那里购得它所相应的货物㊂(2分)而且,因为货币可以兑换,大部分交易可以用现金支付,易货贸易就像骑兵一样时过境迁了㊂(2分)然而,在过去的几年里,国家货币体系在种种经济变化影响下,开始承受着巨大的压力㊂(2分)一个重要的原因是第三世界国家的巨大债务负担㊂哈佛大学一位教授说: 显而易见,许多国家都已经破产了㊂”(2分)。

公司战略规划的意义英语作文The Importance of Strategic Planning for CompaniesStrategic planning plays a crucial role in the success of any company. It involves setting long-term goals, making decisions on resource allocation, and creating a roadmap for achieving organizational objectives. Here are several reasons why strategic planning is of utmost importance:1. Direction and Focus: Strategic planning provides a clear direction for the company by defining its goals and objectives. It helps to align all departments and employees towards a common vision, enabling better coordination and focus on key priorities.2. Resource Allocation: A well-executed strategic plan allows for effective resource allocation. By assessing the company's strengths, weaknesses, opportunities, and threats, it helps in determining how resources should be allocated to maximize efficiency and productivity.3. Adaptability and Flexibility: Strategic planning allows companies to be proactive rather than reactive. By assessing the external environment and industry trends, businesses can anticipate changes and plan accordingly. This helps in responding to challenges and opportunities with agility.4. Decision-Making Framework: Strategic planning provides a framework for making informed decisions. It helps in analyzing alternatives, evaluating risks, and selecting the best course of action. This leads to better decision-making at all levels of the organization.5. Consistency and Integration: A strategic plan ensures that all functions and activities within the organization are aligned. It promotes consistency in decision-making, communication, and execution, fostering a cohesive and integrated approach towards achieving goals.6. Measurement and Evaluation: Strategic planning provides a basis for measuring performance and evaluating progress. By setting clear objectives and targets, companies can track their performance against predetermined benchmarks and make necessary adjustments when needed.In conclusion, strategic planning is essential for companies as it provides direction, focuses resources, promotes adaptability, improves decision-making, fosters consistency, and enables effective evaluation. It helps organizations navigate through an ever-changing business landscape and achieve sustainable growth in a competitive marketplace.。

制定公司战略英语Title: Developing a Company Strategy.In today's competitive business environment, it is crucial for companies to have a well-defined and effective strategy in place to ensure long-term success and sustainability. A company strategy serves as a roadmap that guides the organization in achieving its goals and objectives. It involves making choices about where to compete, how to compete, and what resources are needed to support the chosen approach.The process of developing a company strategy begins with a thorough analysis of the internal and external environment. This includes assessing the company's strengths, weaknesses, opportunities, and threats, as well as understanding the market dynamics, customer needs, and competitive landscape. By gaining a deep understanding of these factors, the company can identify potential areas for growth and develop strategies to capitalize on them.Once the analysis is complete, the company can then define its strategic priorities and set clear objectives that align with its overall vision and mission. This involves making decisions about which markets to target, what products or services to offer, and how to differentiate the company from its competitors. It also involves allocating resources effectively to support the chosen strategic initiatives.Furthermore, a successful company strategy must be dynamic and adaptable to changing market conditions. It should be regularly reviewed and adjusted as needed to ensure that it remains relevant and responsive to the evolving business landscape. This may involve monitoring key performance indicators, gathering feedback from customers and employees, and staying informed about industry trends and developments.In conclusion, developing a company strategy is a critical process that requires careful analysis, clear decision-making, and ongoing evaluation. By having a well-defined strategy in place, companies can position themselves for long-term success and effectively navigate the challenges and opportunities that lie ahead.。