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单选题
В чём амбициозность озвученных компанией Foxconn планов автоматизации?
A
Они заставляют сомневаться в качестве продукции копании.
B
Они могут привести к инвестиционным и другим проблемам.
C
Они делают процесс производства совершенно непрерывным.
D
Они способствуют повышению реальной зарплаты работников.
参考答案
参考解析
解析：
问题是：富士康公司的自动化计划表现出来的过于自大的一面是什么？由原文最后一段倒数第三句可知，自动化会导致投资方面的问题以及其它方面的难题。故正确答案为B。
问题是：富士康公司的自动化计划表现出来的过于自大的一面是什么？由原文最后一段倒数第三句可知，自动化会导致投资方面的问题以及其它方面的难题。故正确答案为B。
更多 “单选题В чём амбициозность озвученных компанией Foxconn планов автоматизации?A Они заставляют сомневаться в качестве продукции копании.B Они могут привести к инвестиционным и другим проблемам.C Они делают процесс производства совершенно непрерывным.D Они способствуют повышению реальной зарплаты работников.” 相关考题
考题
Rising wages -- together with currency fluctuations and high fuel costs -- are eating away the once-formidable"China price" advantage, prompting thousands of factory owners to flee the Pearl River Delta. Much has been written about the more than doubling of wages at the Shenzhen factory of Foxconn, the world's largest electronics contract manufacturer, which produces Apple iPhones and iPads and employs 920,000 people in China alone."One can talk about a world pre- and post- Foxconn," says Victor Fung, chairman of Li & Fung, the world's biggest sourcing company and a supplier of Wal-Mart. "Foxconn is as important as that."
Foxconn's wage increases are only the most dramatic. Our analysis suggests that, since February, minimum wages have climbed more than 20 percent in 20 Chinese regions and up to 30 percent in some, including Sichuan. At a Guangdong Province factory supplying Honda, wages have risen an astonishing 47 percent. All this is bad news for companies operating in the world's manufacturing hub, and chief executives should assume that double-digit annual rises -- if not on the scale witnessed this year -- are here to stay.
Looked at another way, however, wage inflation provides companies with a once-in-a-generation opportunity to rethink radically the way they approach global production -- and they should do so sooner rather than later.
Why the urgency? After all, wage hikes in China are nothing new. Since 1990, they have risen by an average of 13 percent a year in U.S. dollar terms and 19 percent annually in the past five years.
There are two big reasons the situation is different now. The first has to do with productivity.
Over the past 20 years, productivity increases have broadly matched wage increase, negating their impact. The pay rises came from a very low base, so while average wages grew 19 percent a year from 2005 to 2010, this amounted to only ￥260 a month per employee, a sum that could be offset by more efficient production or switching to cheaper sources of parts and materials.
If labor costs continue, however, to increase at 19 percent a year for another five years,monthly wages would grew ￥623 per month, according to BCG estimates. Such an increase would ripple through the economy in the form of higher prices for components, business services, cargo-handling and office staff.
The second reason relates to societal change. Until now, if has been easy to lure a seemingly unlimited number of young, low-wage workers to the richer coastal regions and house them cheaply in dormitories until they saved enough to return home to their families in the interior provinces. In the future, though, young workers will be harder to recruit. This is partly because there will be fewer of them: Largely because of the country's one-child policy, the number of Chinese aged 15 to 29 will start declining in 2011. Moreover, with living standards rising across China, fewer of today's rural youth will want to go to coastal regions to toil for 60 hours a week on an assembly line and live in a cramped dormitory.
So what can CEOs do in this fast-changing environment? An instinctive reaction is to search for cheaper labor elsewhere. But this is short-sighted and would provide -- at best -- a short-term fix. Another option is to stay in China and try to squeeze out greater productivity gains.
Okada Cleaning Service is offering discounts this month as a special __________for customers who refer their friends.A.gratuity
B.incentive
C.cause
D.motive
考题
Rising wages -- together with currency fluctuations and high fuel costs -- are eating away the once-formidable"China price" advantage, prompting thousands of factory owners to flee the Pearl River Delta. Much has been written about the more than doubling of wages at the Shenzhen factory of Foxconn, the world's largest electronics contract manufacturer, which produces Apple iPhones and iPads and employs 920,000 people in China alone."One can talk about a world pre- and post- Foxconn," says Victor Fung, chairman of Li & Fung, the world's biggest sourcing company and a supplier of Wal-Mart. "Foxconn is as important as that."
Foxconn's wage increases are only the most dramatic. Our analysis suggests that, since February, minimum wages have climbed more than 20 percent in 20 Chinese regions and up to 30 percent in some, including Sichuan. At a Guangdong Province factory supplying Honda, wages have risen an astonishing 47 percent. All this is bad news for companies operating in the world's manufacturing hub, and chief executives should assume that double-digit annual rises -- if not on the scale witnessed this year -- are here to stay.
Looked at another way, however, wage inflation provides companies with a once-in-a-generation opportunity to rethink radically the way they approach global production -- and they should do so sooner rather than later.
Why the urgency? After all, wage hikes in China are nothing new. Since 1990, they have risen by an average of 13 percent a year in U.S. dollar terms and 19 percent annually in the past five years.
There are two big reasons the situation is different now. The first has to do with productivity.
Over the past 20 years, productivity increases have broadly matched wage increase, negating their impact. The pay rises came from a very low base, so while average wages grew 19 percent a year from 2005 to 2010, this amounted to only ￥260 a month per employee, a sum that could be offset by more efficient production or switching to cheaper sources of parts and materials.
If labor costs continue, however, to increase at 19 percent a year for another five years,monthly wages would grew ￥623 per month, according to BCG estimates. Such an increase would ripple through the economy in the form of higher prices for components, business services, cargo-handling and office staff.
The second reason relates to societal change. Until now, if has been easy to lure a seemingly unlimited number of young, low-wage workers to the richer coastal regions and house them cheaply in dormitories until they saved enough to return home to their families in the interior provinces. In the future, though, young workers will be harder to recruit. This is partly because there will be fewer of them: Largely because of the country's one-child policy, the number of Chinese aged 15 to 29 will start declining in 2011. Moreover, with living standards rising across China, fewer of today's rural youth will want to go to coastal regions to toil for 60 hours a week on an assembly line and live in a cramped dormitory.
So what can CEOs do in this fast-changing environment? An instinctive reaction is to search for cheaper labor elsewhere. But this is short-sighted and would provide -- at best -- a short-term fix. Another option is to stay in China and try to squeeze out greater productivity gains.
According to paragraph 1 and 2, we can summarize that （ ）.A.China will always boast a very impressive price advantage around the globe
B.Foxconn's rising wage is just a one-sided case
C.Souring wages has improved a widespread impact on foreign companies
D.Foxconn is a manufacturer of great significance to China
考题
Rising wages -- together with currency fluctuations and high fuel costs -- are eating away the once-formidable"China price" advantage, prompting thousands of factory owners to flee the Pearl River Delta. Much has been written about the more than doubling of wages at the Shenzhen factory of Foxconn, the world's largest electronics contract manufacturer, which produces Apple iPhones and iPads and employs 920,000 people in China alone."One can talk about a world pre- and post- Foxconn," says Victor Fung, chairman of Li & Fung, the world's biggest sourcing company and a supplier of Wal-Mart. "Foxconn is as important as that."
Foxconn's wage increases are only the most dramatic. Our analysis suggests that, since February, minimum wages have climbed more than 20 percent in 20 Chinese regions and up to 30 percent in some, including Sichuan. At a Guangdong Province factory supplying Honda, wages have risen an astonishing 47 percent. All this is bad news for companies operating in the world's manufacturing hub, and chief executives should assume that double-digit annual rises -- if not on the scale witnessed this year -- are here to stay.
Looked at another way, however, wage inflation provides companies with a once-in-a-generation opportunity to rethink radically the way they approach global production -- and they should do so sooner rather than later.
Why the urgency? After all, wage hikes in China are nothing new. Since 1990, they have risen by an average of 13 percent a year in U.S. dollar terms and 19 percent annually in the past five years.
There are two big reasons the situation is different now. The first has to do with productivity.
Over the past 20 years, productivity increases have broadly matched wage increase, negating their impact. The pay rises came from a very low base, so while average wages grew 19 percent a year from 2005 to 2010, this amounted to only ￥260 a month per employee, a sum that could be offset by more efficient production or switching to cheaper sources of parts and materials.
If labor costs continue, however, to increase at 19 percent a year for another five years,monthly wages would grew ￥623 per month, according to BCG estimates. Such an increase would ripple through the economy in the form of higher prices for components, business services, cargo-handling and office staff.
The second reason relates to societal change. Until now, if has been easy to lure a seemingly unlimited number of young, low-wage workers to the richer coastal regions and house them cheaply in dormitories until they saved enough to return home to their families in the interior provinces. In the future, though, young workers will be harder to recruit. This is partly because there will be fewer of them: Largely because of the country's one-child policy, the number of Chinese aged 15 to 29 will start declining in 2011. Moreover, with living standards rising across China, fewer of today's rural youth will want to go to coastal regions to toil for 60 hours a week on an assembly line and live in a cramped dormitory.
So what can CEOs do in this fast-changing environment? An instinctive reaction is to search for cheaper labor elsewhere. But this is short-sighted and would provide -- at best -- a short-term fix. Another option is to stay in China and try to squeeze out greater productivity gains.
Which of the following would be the best title for text? （ ）A.Rising Cost, A Pain in the Neck
B.The Irreversible Wage inflation
C.To Rethink Global Production Plans
D.As Wages Rise, Time to Leave China
考题
Rising wages -- together with currency fluctuations and high fuel costs -- are eating away the once-formidable"China price" advantage, prompting thousands of factory owners to flee the Pearl River Delta. Much has been written about the more than doubling of wages at the Shenzhen factory of Foxconn, the world's largest electronics contract manufacturer, which produces Apple iPhones and iPads and employs 920,000 people in China alone."One can talk about a world pre- and post- Foxconn," says Victor Fung, chairman of Li & Fung, the world's biggest sourcing company and a supplier of Wal-Mart. "Foxconn is as important as that."
Foxconn's wage increases are only the most dramatic. Our analysis suggests that, since February, minimum wages have climbed more than 20 percent in 20 Chinese regions and up to 30 percent in some, including Sichuan. At a Guangdong Province factory supplying Honda, wages have risen an astonishing 47 percent. All this is bad news for companies operating in the world's manufacturing hub, and chief executives should assume that double-digit annual rises -- if not on the scale witnessed this year -- are here to stay.
Looked at another way, however, wage inflation provides companies with a once-in-a-generation opportunity to rethink radically the way they approach global production -- and they should do so sooner rather than later.
Why the urgency? After all, wage hikes in China are nothing new. Since 1990, they have risen by an average of 13 percent a year in U.S. dollar terms and 19 percent annually in the past five years.
There are two big reasons the situation is different now. The first has to do with productivity.
Over the past 20 years, productivity increases have broadly matched wage increase, negating their impact. The pay rises came from a very low base, so while average wages grew 19 percent a year from 2005 to 2010, this amounted to only ￥260 a month per employee, a sum that could be offset by more efficient production or switching to cheaper sources of parts and materials.
If labor costs continue, however, to increase at 19 percent a year for another five years,monthly wages would grew ￥623 per month, according to BCG estimates. Such an increase would ripple through the economy in the form of higher prices for components, business services, cargo-handling and office staff.
The second reason relates to societal change. Until now, if has been easy to lure a seemingly unlimited number of young, low-wage workers to the richer coastal regions and house them cheaply in dormitories until they saved enough to return home to their families in the interior provinces. In the future, though, young workers will be harder to recruit. This is partly because there will be fewer of them: Largely because of the country's one-child policy, the number of Chinese aged 15 to 29 will start declining in 2011. Moreover, with living standards rising across China, fewer of today's rural youth will want to go to coastal regions to toil for 60 hours a week on an assembly line and live in a cramped dormitory.
So what can CEOs do in this fast-changing environment? An instinctive reaction is to search for cheaper labor elsewhere. But this is short-sighted and would provide -- at best -- a short-term fix. Another option is to stay in China and try to squeeze out greater productivity gains.
On which of the following would the author most probably agree?（ ）.A.Foreign investors should move their manufacturing capability closer to the consumer
B.China's wage inflation will wreak a political havoc in the future
C.Foreign investors should flee to neighboring countries, such as Vietnam
D.There' s plenty of room to improve efficiency at Chinese plants
考题
Rising wages -- together with currency fluctuations and high fuel costs -- are eating away the once-formidable"China price" advantage, prompting thousands of factory owners to flee the Pearl River Delta. Much has been written about the more than doubling of wages at the Shenzhen factory of Foxconn, the world's largest electronics contract manufacturer, which produces Apple iPhones and iPads and employs 920,000 people in China alone."One can talk about a world pre- and post- Foxconn," says Victor Fung, chairman of Li & Fung, the world's biggest sourcing company and a supplier of Wal-Mart. "Foxconn is as important as that."
Foxconn's wage increases are only the most dramatic. Our analysis suggests that, since February, minimum wages have climbed more than 20 percent in 20 Chinese regions and up to 30 percent in some, including Sichuan. At a Guangdong Province factory supplying Honda, wages have risen an astonishing 47 percent. All this is bad news for companies operating in the world's manufacturing hub, and chief executives should assume that double-digit annual rises -- if not on the scale witnessed this year -- are here to stay.
Looked at another way, however, wage inflation provides companies with a once-in-a-generation opportunity to rethink radically the way they approach global production -- and they should do so sooner rather than later.
Why the urgency? After all, wage hikes in China are nothing new. Since 1990, they have risen by an average of 13 percent a year in U.S. dollar terms and 19 percent annually in the past five years.
There are two big reasons the situation is different now. The first has to do with productivity.
Over the past 20 years, productivity increases have broadly matched wage increase, negating their impact. The pay rises came from a very low base, so while average wages grew 19 percent a year from 2005 to 2010, this amounted to only ￥260 a month per employee, a sum that could be offset by more efficient production or switching to cheaper sources of parts and materials.
If labor costs continue, however, to increase at 19 percent a year for another five years,monthly wages would grew ￥623 per month, according to BCG estimates. Such an increase would ripple through the economy in the form of higher prices for components, business services, cargo-handling and office staff.
The second reason relates to societal change. Until now, if has been easy to lure a seemingly unlimited number of young, low-wage workers to the richer coastal regions and house them cheaply in dormitories until they saved enough to return home to their families in the interior provinces. In the future, though, young workers will be harder to recruit. This is partly because there will be fewer of them: Largely because of the country's one-child policy, the number of Chinese aged 15 to 29 will start declining in 2011. Moreover, with living standards rising across China, fewer of today's rural youth will want to go to coastal regions to toil for 60 hours a week on an assembly line and live in a cramped dormitory.
So what can CEOs do in this fast-changing environment? An instinctive reaction is to search for cheaper labor elsewhere. But this is short-sighted and would provide -- at best -- a short-term fix. Another option is to stay in China and try to squeeze out greater productivity gains.
In Paragraph 5, the author discusses that （ ）.A.if labor costs continue to grow, it would ripple through the economy
B.average wages grow 19 percent from 2005 to 2010
C.foreign enterprises should switch their manufacturing to cheaper sources
D.the wage rises over the past 2 decades could be offset by rising production
考题
单选题В чём амбициозность озвученных компанией Foxconn планов автоматизации?A
Они заставляют сомневаться в качестве продукции копании.B
Они могут привести к инвестиционным и другим проблемам.C
Они делают процесс производства совершенно непрерывным.D
Они способствуют повышению реальной зарплаты работников.
考题
单选题Мечта стала явью: человечество начало _____ космическое пространство.A
овладеватьB
усваиватьC
осваиватьD
владеть
考题
单选题A
(a)B
(b)C
(c)D
(d)
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