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¡¡¡¡23. The author believes that the devoted concertgoers

¡¡¡¡[A]ignore the expenses of live performances¡£

¡¡¡¡[B]reject most kinds of recorded performances¡£

¡¡¡¡[C]exaggerate the variety of live performances¡£

¡¡¡¡[D]overestimate the value of live performances¡£

¡¡¡¡½âÎö£º×÷ÕߵĹ۵㣺The author believes£¬Õâ¸öÊÇÔÚ¹Ø×¢¶¨Î»´Êdevoted concertgoersºóµÄÁíÍâÒ»¸ö¹Ø¼üµã£»×÷ÕßÈÏΪconcertgoers miss the point;µ«¾ßÌåÊÇʲô£¬ÐèÒª¿´Ñ¡ÏîÁË¡£A ,ºöÂÔÁËÏÖ³¡ÑÝ×àµÄ·ÑÓã¬B,¾Ü¾ø´ó¶àÊýµÄ³ªÆ¬ÑÝ×à¡£ÕâÁ½¸öÊÇûÓиù¾ÝµÄÊôÓÚδÌá¼°Ñ¡Ïî¡£CÓÐÒ»¶¨µÄ¸ÉÈÅÐÔ£ºthe variety of live performances£¬¶þ¶ÎÖÐÊÇÓÐvariety Õâ¸öµ¥´ÊµÄ£¬²¢ÇÒÔÚ¶ÎÂäÖгöÏÖÁ˺öಢÁеijɷÖ£¬ÕâÑù¶ÔÓںܶàûÓжÁ¶®Ô­ÎĵÄͬѧÆäʵÊÇ»á²úÉúÊÓ¾õ¸ÉÈŵÄ¡£µ«ÊÇÌýkevinÀÏʦµÄ»°µÄͬѧ£¬»á×öÒ»¸öÖ÷¸ÉµÄ·ÖÎö·¢ÏÖthe value of live performancesÕâ¸ö±öÓïºÍ¶¯´ÊÊÇûÓÐÔ­ÎÄÒÀ¾ÝµÄ¡£×îºóÒ»¸öÑ¡ÏîÖ®ËùÒÔÕýÈ·ÊÇÓÉÓÚ£º×÷ÕßÔÚһֱ˵³ªÆ¬µÄºÃ£¬¶øÇ°ÃæÓÖ˵concertgoersÈÏΪÏÖ³¡ÑÝ×಻»á±»³ªÆ¬´úÌæ¡£ÕâÑù¾ÍÊÇÂÛµãÉϵÄÕý»°·´ËµÁË¡£´ð°¸¾ÍÓ¦¸ÃÊÇ×îºóÒ»¸öÁË¡£¸ß¹ÀÁËÏÖ³¡±íÑݵļÛÖµ¡£Õâ¾ÍÊǶÔÓÚ¹ÛµãµÄ°ÑÎÕ£¬¶àôÖØÒª°¡£¡£¡£¡

¡¡¡¡24. According to the text, which of the following is true of recordings?

¡¡¡¡[A]They are often inferior to live concerts in quality¡£

¡¡¡¡[B]They are easily accessible to the general public¡£

¡¡¡¡[C]They help improve the quality of music¡£

¡¡¡¡[D]They have only covered masterpieces¡£

¡¡¡¡½âÎö£º×¥×¡¹Ø¼ü´Ê£ºrecordings¸ù¾ÝÐÐÎÄ˳ÐòÓëÌâÄ¿»ù±¾Ò»ÖµÄÔ­Ôò£¬Í£ÔÚµ¹ÊýµÚ¶þ¶Î£ºThere recordings are cheap, available everywhere, and very often much higher in artistic quality than today¡¯s live performances; moreover, they can be ¡°consumed¡± at a time and place of the listener¡¯s choosing. The widespread availability of such recordings has thus brought about a crisis in the institution of the traditional classical concert¡£Ò»Á¬´®µÄÃèÊö¾ÍÊÇB¡£¸ÉÈÅÏîÊÇC : They help improve the quality of music¡£ÌýKevinµÄ·ÖÎöÖ÷ν±ö£¬»ØÎÄÕÂÖж¨Î»Äã»á·¢ÏÖ£¬ÎÄÕÂÖÐ˵µÄÊdzªÆ¬ÖеıíÑݵÄÖÊÁ¿Òª±ÈÏÖÔڵĺ㬵«ÊDz¢Ã»ÓÐ˵£ºhelp improve the quality of music¡£·ÖÎöÑ¡ÏîÖ÷ν±ö£¬ºÍÔ­ÎÄÒ»Ò»¶ÔÓ¦¾ÍÒ»¶¨ÄÜÏû³ýÕâÑùµÄÊÓ¾õ¸ÉÈÅ¡£[A]They are often inferior to live concerts in quality¡£ºÍÔ­ÎıíËßÏà·´¡£[D]They have only covered masterpieces¡£Ô­ÎÄûÓÐÌá¼°¡£¶ÁÕß²»Òª×Ô×÷´ÏÃ÷µÄ¾õµÃ£¬àÅ£¬ÀÏʦ½²¹ýµÄ³öÏÖ¹ýoften ºÍonlyµÄÑ¡ÏîÌ«¾ø¶ÔÁË£¬²»ÄÜÑ¡¡£ÕâÑùµÄÅųýÊÇÓзçÏÕµÄÒ²ÊÇ£¬KevinÀÏʦһֱ¶¼²»»áÕâÑù½²µÄ¡£½ÌÓý²¿ÃüÌâÖÐÐĿɲ»¿ÉÒÔÄÇÌì¾ÍÓÃÒ»¸öonly ×öÕýÈ·Ñ¡Ïî¡£µ±È»¿ÉÒÔÁË£¡ËùÒÔ´ÓС°¡´òºÃ»ù´¡£¡

¡¡¡¡25. Regarding Gilbert¡¯s role in revitalizing the Philharmonic, the author feels

¡¡¡¡[A]doubtful.                            [B]enthusiastic¡£

¡¡¡¡[C]confident.                            [D]puzzled¡£

¡¡¡¡½âÎö£ºÎÊ×÷ÕßµÄ̬¶È£¬Ö÷ÌåÊÇ×÷Õߣ¬¶ÔÏóÊÇGilbert¡¯s role in revitalizing the Philharmonic´Ó¾ßÌå±íÊö³ö·¢Ñ°ÕÒÏàÓ¦µÄ̬¶È±í´ï´Ê£ºBut what will be the nature of that difference? Merely expanding the orchestra¡¯s repertoire will not be enough¡£Ò»¸öbut ,Ò»¸ö£¿£¬Ò»¸önot¾Í°ÑÕâÖÖ²»È·¶¨ÐÔ¸ø³öÀ´ÁË¡£ÓÚÊÇÕâ¾ÍÊÇÑ¡A doubtful¡£¼ÇµÃ¼¼ÇÉÅÉÔø¾­ÓÐÕâÑùµÄ×ܽ᣺puzzled ºÍdoubtful ¶¼ÊÇËùνµÄÓÀÅã´Ê»ã£¬ÕâÑùµÄ¼¼ÇÉ»¹ÊDz»ÒªµÄºÃ°¡¡£

¡¡¡¡Text 2

¡¡¡¡When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving ¡°to pursue my goal of running a company¡£¡± Broadcasting his ambition was ¡°very much my decision,¡± McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

¡¡¡¡µ±°ËÔ·Ý£¬Liam McGeeÒÔ×ܲõÄÉí·Ý´ÓÃÀ¹úÒøÐÐÀëÖ°µÄʱºò£¬ËûµÄ½âÊͳöÈËÒâÁϵÄÖ±°×¡£ËûûÓÐâîâõµÄÓÃƽ³£µÄÄ£ºýµÄÀíÓÉÀ´ÕÚÑÚËûµÄÀ뿪£¬ËûºÜ̹³ÏµÄ½²ËûÀ뿪¾ÍÊÇΪÁËÈ¥×·ÇóËû¾­ÓªÒ»¼Ò¹«Ë¾µÄÄ¿±ê¡£McGee˵ÐûÑï×Ô¼ºµÄÄ¿±ê¾ÍÊÇ×Ô¼ºµÄ¾ö¶¨¡£Á½Öܺó£¬ËûµÚÒ»´ÎºÍHartford Financial Services GroupµÄ¶­Ê»áµÚÒ»´Î»á̸£¬Õâ¼Ò¹«Ë¾ÔÚ9ÔÂ29ÈÕÌáÃûËûΪ¶­Ê»áÖ÷ϯºÍCEO¡£

¡¡¡¡McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn¡¯t alone. In recent weeks the No.2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don¡¯t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations¡£

¡¡¡¡Ëû˵ÔÚÀ뿪µÄʱºò²¢Ã»ÓÐÕҺúóÃæµÄְλ(ϼÒ)£¬Ê¹ËûÓÐʱ¼äÈ¥·´Ë¼Ëûµ½µ×ÏëÈ¥¾­ÓªÒ»¼ÒʲôÑùµÄ¹«Ë¾¡£ÕâͬʱҲ¾ÍËûµÄ¼¤ÇéºÍ¾öÐÄ£¬¸øÁËÍâ½çÒ»¸öÇåÎúµÄÐźÅ¡£ÕâÑù×öµÄ²¢²»Ö»ÊÇMcGeeÒ»¸öÈË¡£×î½ü¼¸ÖÜ£¬Avon and American ExpressµÄһЩ¸ß¼¶¾­ÀíÀëÖ°²¢½âÊÍ˵ÏëÐèÕÒÒ»¸öceoµÄְλ¡£µ±¶­Ê»áÆÈÓڹɶ«µÄѹÁ¦¶ÔһϵÁеļƻ®½øÐÐÉó²éµÄʱºò£¬ÄÇЩ¼Æ»®±»·ñ¶¨µôµÄ¾­ÀíÃÇÒ²»áÏëÀ뿪¡£¼¤ÁÒµÄÉÌÒµ»·¾³Í¬ÑùʹµÃ¸ß¼¶¾­ÀíºÜСÐÄ£¬Ä£ºýµÄ±í̬¿ÉÄÜ»áÆÆ»µËûÃǵÄÉùÓþ¡£

¡¡¡¡As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders¡£

¡¡¡¡µ±¾­¼Ã¸´ËյıêÖ¾¿ªÊ¼È·¶¨µÄʱºò£¬¶þ°ÑÊÖÃÇ¿ÉÄܸüÔ¸ÒâÔÚûÓÐÍø(ÐµĹ¤×÷)Çé¿öÏ»»¹¤×÷¡£µÚÈý¼¾¶È£¬¸ù¾ÝLiberumµÄµ÷²é£¬CEOµÄ¸üµüºÍÒ»ÄêÇ°Ïà±È¼õÉÙÁË23%£¬ÕâÊÇÓÉÓÚ½ôÕŵĶ­Ê»á½ô¶¢×ÅËûÃǵÄceoÃÇ¡£Ëæמ­¼ÃµÄ¸´ËպͺÃת£¬¶ÔÓÐÀíÏëµÄÍ·¶ùÃÇ£¬»ú»áÊǺܶàµÄ¡£

¡¡¡¡The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn Ferry£¬ senior partner Dennis Carey :¡°I can¡¯t think of a single search I¡¯ve done where a board has not instructed me to look at sitting CEOs first¡£¡±

¡¡¡¡À뿪¸ß¹ÜµÄְλȥѰÕÒÒ»¸ö¸üºÃµÄְ룬²¢²»ÊÇ´«Í³µÄ×ö·¨¡£¶àÄêÒÔÀ´£¬¾­ÀíÃǺÍÁÔÍ·ÃǶ¼ÈÏͬÕâÑùÒ»¸öÔ­Ôò£º×îÓÐÎüÒýÁ¦µÄCEOµÄ¾ºÕùÊÇÄÇЩÐèҪȥÍÚÀ´µÄÈË¡£Korn Ferry£¬ senior partner Dennis Carey˵µÀ£ºÎÒËù×öµÄÿһ´ÎµÄÕÐƸÖУ¬¶­Ê»ᶼҪÇóÎÒ´ÓÄÇЩÔÚÈεÄCEOÖÐÑ°ÕÒÈËÑ¡¡£

¡¡¡¡Those who jumped without a job haven¡¯t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a decade ago, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later¡£

¡¡¡¡ÄÇЩûÓÐÕÒµ½¹¤×÷¾ÍÀ뿪µÄÈ˲¢²»ÊǺܿì¾ÍÄÜÕÒµ½¶¥¼¶µÄְλ¡£10ÄêÇ°£¬Tropicana±»PepsiCo (PEP)ÊÕ¹ºÁË£¬ËýÒÔ¾­ÀíµÄÉí·ÝÀëÖ°ÁË£¬Ëý˵ËûÏëµ±ceo¡£µ«ÊÇ»¨ÁËÒ»ÄêµÄʱ¼äËý²Å³ÉΪһ¼ÒСÐÍ»¥ÁªÍø½»»»¹«Ë¾µÄÍ·¡£2005ÄêRobert Willumstad´ø×ÅÏë³ÉΪCEOµÄÃÎÏëÀ뿪ÁËCitigroup¡£¿ÉÊÇÈýÄêºóËû²Å³ÉΪÁËÒ»¼ÒÖ÷ÒªµÄ½ðÈÚ»ú¹¹µÄCEO¡£

¡¡¡¡Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. ¡°The traditional rule was it¡¯s safer to stay where you are, but that¡¯s been fundamentally inverted,¡± says one headhunter. ¡°The people who¡¯ve been hurt the worst are those who¡¯ve stayed too long¡£¡±

¡¡¡¡ºÜ¶àÕÐƸµÄÈ˶¼Ëµ¶ÔÓڸ߹ܶøÑÔ£¬¹ýÈ¥ÈÏΪµÄ¶ªÁ³µÄ¸Ð¾õ(ûÓй¤×÷)ÒѾ­ÂýÂýÏûʧÁË¡£½ðÈÚΣ»úÒѾ­Ê¹µÃÌø²Û£¬À뿪һ¸ö²»ºÃµÄ¹¤×÷±äµÃ¸ü¼Ó¿ÉÒÔ½ÓÊÜÁË¡£Ò»¸öÁÔÍ·¾Í˵µ½£º ¡°´«Í³µÄ¹æÔòÊÇ´ýÔÚÄãÔ­À´µÄµØ·½»á¸ü¼Ó°²È«£¬µ«ÊÇÏÖÔÚÒѾ­³¹µ×¸Ä±äÁË. ÄÇЩÊÜÉË×îÀ÷º¦µÄ¾ÍÊÇÄÇÀïÔÚÒ»¸öµØ·½´ýÌ«¾ÃµÄÈË¡£¡±

¡¡¡¡Óïƪ·ÖÎö£º

¡¡¡¡ÕâƪÎÄÕÂÀ´×Ô£ºBusiness Week ÉÌÒµÖÜ¿¯ 2009Äê11ÔÂ5ÈÕ£¬Top Managers Are Quitting, Without a New Job  by Jena McGregor£º¶¥¼¶¾­ÀíÈËÔÚÀëÖ°£¬Ð¹¤×÷»¹Ã»×ÅÂä¡£

¡¡¡¡ÎÄÕ´ÓLiam McGeeµÄÌø²ÛΪÒý×Ó¿ªÊ¼£¬Òý³öµÚ¶þ¶ÎÖÐÌø²ÛµÄÈ˺ܶà¡£µÚÈý¶Î½øÒ»²½µÄ½²½ðÈÚΣ»ú»áÒýÆð¸ü¶àµÄÈËÌø²Û¡£ËĶκÍÎå¶Î»Ø¹Ë¹ýÈ¥¡£Áù¶Î»Øµ½ÏÖÔÚ¡£½è±ðÈ˵Ä×ìÇ¿»¯¹Ûµã£º¾ÍÊǸÃÌø£¬²¢ÇÒÒª¡°ÂãÌø¡±£¬ÔÚûÓÐÕÒµ½Ï¼ҾÍÌø¡£¡°ÂãÌø¡±²»¶ªÈË¡£

¡¡¡¡26. When McGee announced his departure, his manner can best be described as being

¡¡¡¡[A]arrogant.                            [B]frank¡£

¡¡¡¡[C]self-centered.                        [D]impulsive¡£

¡¡¡¡½âÎö£º¸ù¾ÝÌâ¸ÉÖеÄMcGee announced his departure¶¨Î»µ½ÕâÁ½¾ä£ºWhen Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving ¡°to pursue my goal of running a company¡£¡± straight up¡£ÊǵÚÒ»¸öÏßË÷£¬Rather than vague excuses´ð°¸Ö±½Ó¿ÉÒÔËø¶¨£ºB. frank¡£¾ÍÅÂÄãÃDz»ÈÏʶµ¥´Ê°¡£¬ËùÒÔ12Äêͬѧ¼ÓÓͱ³µ¥´Ê£¡¼Çסµ¥´Ê¼ÇÒäÖ»ÓÐÒ»¸ö·½·¨£¬Öظ´£¡

¡¡¡¡27. According to Paragraph 2, senior executives¡¯ quitting may be spurred by

¡¡¡¡[A]their expectation of better financial status¡£

¡¡¡¡[B]their need to reflect on their private life¡£

¡¡¡¡[C]their strained relations with the boards¡£

¡¡¡¡[D]their pursuit of new career goals¡£

¡¡¡¡½âÎö£ºÌâ¸ÉµÄ¹Ø×¢µãÔÚÓÚspur ÕâÊÇÔÚ¿ÎÌÃÖн²¹ýµÄÒþº¬Òò¹ûµÄ±í´ï¡£½á¹ûÊÇ£ºsenior executives¡¯ quitting£¬Ñ°ÕÒÔ­Òò£ºÎÄÕÂÖкÜÃ÷È·µÄwith the explanation that they were looking for a CEO post¡£Õâ¸öÌâÄ¿ÖÐÌåÏÖ³öÀ´µÄ»¹ÊÇKevinÀÏʦÔÚ¿ÎÉÏһֱǿµ÷µÄ£ºÎÄÕ±í´ïµÄ¶àÑùÐÔÔÚÀí½âÖеÄÖØÒªÐÔ£ºsenior executives¡¯ quitting= the No.2 executives at Avon and American Express £»ÉÏÏÂÒå´ÊµÄÌæ»»£»new career goals= CEO post£»Ò²ÊÇÉÏÏÂÒå´ÊµÄÌæ»»¡£ÓиÉÈÅÐԵľÍÊÇCÁ˺óÎÄȷʵ˵µÀÁ˺Íboard Ö®¼äµÄ¹Øϵ£¬µ«ÊÇÊǽ²Ôڼƻ®²»±»Åú×¼µÄʱºò£¬²¢²»ÊǺͶ­Ê»á¹Øϵ½ôÕÅ¡£²¢ÇÒ¶­Ê»áµÄÉó²éÊÇÔڹɶ«µÄѹÁ¦Ï²ÅÖ´ÐеÄ¡£Ã»ÓÐÀíÓÉÖ§³ÖÕâһѡÏî¡£

¡¡¡¡28. The word ¡°poached¡± (Line 3, Paragraph 4) most probably means

¡¡¡¡[A]approved of.                    [B]attended to¡£

¡¡¡¡[C]hunted for                        [D]guarded against¡£

¡¡¡¡½âÎö£ºÀí½âÕâ¾ä»°£ºI can¡¯t think of a single search I¡¯ve done where a board has not instructed me to look at sitting CEOs first¡£ÎÒÓõķ´Òë·¨£ºÎÒËù×öµÄÿһ´ÎµÄÕÐƸÖУ¬¶­Ê»ᶼҪÇóÎÒ´ÓÄÇЩÔÚÈεÄCEOÖÐÑ°ÕÒÈËÑ¡¡£Õâ˵Ã÷ÄÇЩÈ˶¼ÊÇҪȥÍڵģ¬ÄÇô¶ÔÓ¦µÄµ¥´Ê¾ÍÊÇhunt for ÁË¡£ÔÚÄ£ÄâÌâÖÐÎÒ¸ø¹ý½âÊ͵Ä¡£

¡¡¡¡29. It can be inferred from the last paragraph that

¡¡¡¡[A]top performers used to cling to their posts¡£

¡¡¡¡[B]loyalty of top performers is getting out-dated¡£

¡¡¡¡[C]top performers care more about reputations¡£

¡¡¡¡[D]it¡¯s safer to stick to the traditional rules¡£

¡¡¡¡½âÎö£ºÕâ¸öÌâÊǸöÍÆÀíÌ⣬¶ÎÂäÍÆÀíÌâ¡£¼¸¸öÑ¡ÏµÃ¿´£ºµÚ¶þ¸öÑ¡ÏîÔÚ¶ÔÓ¦µÚÒ»¸ö¹Ûµã£ºMany recruiters say the old disgrace is fading for top performers¡£µ«ÊǶÔÓ¦´íÁË£º disgrace²»µÈÓÚloyalty¡£Ò»¸öÊǶªÈË£¬Ò»¸öÊÇÖҳϡ£µÚÈý¸öÑ¡ÏîÖеıȽÏÊÇÎÄÖÐûÓÐÌáµ½µÄ¡£top performers care reputationsÕâÑùÊÇ¿ÉÒԵģ¬µ«ÊÇûÓÐ˵¹ýÊÇmore¡£µÚËĸöÑ¡ÏºÍÔ­ÎıíÊö·´ÁË£ºThe traditional rule was it¡¯s safer to stay where you are, but that¡¯s been fundamentally inverted¡£Ô­ÎÄÖÐ˵£ºThe financial crisis has made it more acceptable to be between jobs or to leave a bad one¡£Õý»°·´Ëµ£ºtop performers used to cling to their posts¡£¸ß¼¶¾­Àí¹ýÈ¥³£ÔÚÒ»¸öµØ·½´ô×Å¡£

¡¡¡¡30. Which of the following is the best title for the text?

¡¡¡¡[A]CEOs: Where to Go?                        [B]CEOs: All the Way Up?

¡¡¡¡[C]Top Managers Jump without a Net            [D]The Only Way Out for Top Performers

¡¡¡¡½âÎö£ºÇ¿ÁҵĸÉÈÅÏîÊÇ£º[A]CEOs: Where to Go? [B]CEOs: All the Way Up?Ô­ÒòÔÚÓÚCEOÔÚÎÄÖгöÏÖÁ˺ܶà´Î£¬Í¬Ñ§ÃÇ°Ñceoµ±³ÉÁËÖ÷Ìå´Ê¡£ÕâÒ²ÊÇ·´·´ÃüÌâµÄÒ»¸öÌåÏÖ¡£ÎÄÕµÄÖ÷Ìå´ÊÆäʵÊÇ£ºtop manager, ceo Ö»ÊÇËûÃÇÏëÈ¥³ÉΪ£¬¶ø²»ÊÇÏÖÔÚ¾ÍÊÇ¡£²»ÊÇÖ÷Ìâ´Ê¡£Õâ¸øÁËÎÒÃÇÒ»¸öÆôʾ£¬Òª´ÓÎÄÕµĴóÒâÕҽṹ¡£²»Òª±»ÆäËûµÄËùν¼¼ÇÉËùÃÔ»ó¡£È¥µôAºÍBÒÔºó£¬cºÍdÏà±È´ð°¸¾Í±È½ÏÈÝÒ×ÁË¡£Ö»ÊÇÒªÀí½ânet ¾ÍÊÇÌæ»»ÁËnew job¡£ÔÙÎÞ³ÜÒ»µã£¬Ô­ÎĵıêÌâ¾ÍÊÇÕâÑùµÄtop Managers Are Quitting, Without a New Job

Text 3

¡¡¡¡The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional ¡°paid¡± media ¨C such as television commercials and print advertisements ¨C still play a major role, companies today can exploit many alternative forms of media. Consumers passionate about a product may create "earned" media by willingly promoting it to friends, and a company may leverage ¡°owned¡± media by sending e-mail alerts about products and sales to customers registered with its Web site. In fact£¬the way consumers now approach the process of making purchase decisions means that marketing's impact stems from a broad range of factors beyond conventional paid media¡£

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¡¡¡¡Paid and owned media are controlled by marketers promoting their own products. For earned media , such marketers act as the initiator for users¡¯ responses. But in some cases, one marketer¡¯s owned media become another marketer¡¯s paid media ¨C for instance, when an e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment. This trend ,which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson & Johnson, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products. Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies¡¯ marketing, and may help expand user traffic for all companies concerned¡£

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