
代號:30640
頁次:6
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請依下文回答第 6題至第 10 題:
Laura owns a company based in the United States that has done exceptionally well within the country. She
has maximized her 6 sh are in all 50 states. However, she seeks additional growth for her organization. After
a bit of research, Laura finds that in order to expand brand recognition, revenue potential, and the company’s
consumer base, companies will often look to extend beyond domestic 7 to penetrate global markets, which
are the different economic markets around the world.
Laura decided to use the cash flow she obtained through her success in the domestic market to 8 her
global expansion. But Laura wondered “Where do I begin? How do I get started?” Being the 9 business
owner that she is, Laura found an online course on global market penetration techniques. Although she had a great
understanding of market penetration, there were some important considerations specific to global markets that she
had not yet 10 . After taking the course, Laura explored aspects of each of the Four P’s of Marketing (which
are Place, Product, Promotion, and Price) to expand the company’s reach into international markets. Laura first
needed to decide which global markets to penetrate. She researched many countries before making her final
decision.
6 capital market customer revenue
7 agents windows units borders
8 prefer deter fund retrieve
9 deceitful resourceful fruitful graceful
10 fallen prey to paid respect to taken into account accounted for
請依下文回答第 11 題至第 15 題:
Posture offers insight into a culture’s deep structure. We can see the bond between culture and 11 by
simply looking at the Japanese, Thai, and Indian cultures. In Japan and other Asian countries, the bow is much
more than a greeting. It signifies that culture’s concern with status and rank. In Japan, for example, low posture is
an 12 of respect. Although it appears simple to outsiders, the bowing ritual is actually rather complicated.
The person who occupies the lower station begins the bow, and his or her bow must be deeper than the other
person’s. The superior, 13 , determines when the bowing is to end. When the participants are of equal rank,
they begin the bow in the same manner and end at the same time. The Thai people use a si milar movement called
the “wai.” The “wai” movement, 14 pressing both hands close together in front of one’s body, with the
fingertips reaching to about neck level, is used to show respect. The lower the head comes to the hands, the more
respect is shown. We can see yet another greeting pattern in India. The “namaste” (Indian greeting) is 15 by
a slight bow with the palms of both hands together, the fingertips at the chin. Here the posture when greeting
someone is directly linked with the idea that the Hindus see God in everything – including other people.
11 efficacy prizes strengths values
12 advocator eradicator indicator obligator
13 as a result for one thing in other words on the other hand
14 making by made by to make by makes by
15 carried out put out taken out worn out
請依下文回答第 16 題至第 20 題:
Glocalization is the adaptation of international products around the particularities of a local culture in which
they are sold. The term first appeared in a late 1980s publication of the Harvard Business Review. The
introduction of glocalization or the term “glocal strategy” may be seen as a 16 to improve the present usag e
of the term global strategy.
Apparently, in most areas of the world it is not suitable to apply a genuine or true global strategy, since local
adaptations of the business activities usually have to be 17 in the marketplace. The glocal strategy approach
reflects the aspirations of a global strategy approach, while the necessity for local adaptations of business
activities is 18 acknowledged. The “glocal strategy” concept comprises local, international, multinational,
and global strategy approaches. It differs from the global strategy approach, since it explicitly 19 the
importance of local adaptations and tailoring in the marketplace of business activities. In addition, it comprises
typically international and multinational strategy issues. In short, it is a matter of thinking globally, but acting
locally, i.e., thinking and acting “glocally.”
The glocal strategy approach also sees the need for a balance and harmony between the standardization
versus the adaptation, and the homogenization versus the tailoring, of business activities. Glocalization of a
company’s business activities explicitly comprises the spectrum from local strategy issues to global strategy
issues. The harmony and balance is then achieved when the standardization versus the adaptation as well as the
homogenization versus the tailoring of the business activities are 20 . Accordingly, such balance and harmony
is crucial in a company’s glocal strategy approach and its glocalization of business activities.
16 compromise distinction frontier substitute