Passage 2Famous AmosToday, most of us recognize Wally "Famous" Amos, the mar who gave his name the original gourmet cookie.The company founded by Amos has achieved nationwide distributiong of several flavors of its cookies in stores and has scattered retail stores world-wide, franchisesin Japan, Australia, and Canada, as well as the United States.In 1988, Wally Amos was just another talent agent trying to succeed in Hollywood. However, he soon developed another calling. Friends told him that the cookies he made were good that he should sell them, and eventually Amos took their advice. Some of these friends backed up their advice by investing $ 25,000 in his venture, the Famous Amos Chocolate Chip Cookie Company, and the world’s first gourmet cookie shop opended in1998.It was an instant success.News of Famous Amos spread by word of mouth, and in a classic exaple of great demand, consumers would walk into stores and ask the owners why they did not stock Famous Amos cookies. The company relied solely 00 this infermal sort of marketing for its first five years.When Amos started his company, he had made no plans for such growth.His first retail "hot bake" shop appeared to be earning a profit and, after all, in his words, "All I wanted to do was make a living. Consumer demand grew and requests began to pour in from other areas,but Amos did not have the funds to expand his cookie shop concept into a chain. He also wanted to avoid the risk of expanding through borrowing funds. Then the idea struck him just as it had McDonald's Ray Kroc 30 years earlier： franchising. The firm distributed its frozen dough directly to the franchised“hot bake” shops located in suburban shopping centers and downtown walk-in locations.Amos also used other distribution alternatives to set the cookies into supermarkets, convenience outlets, "mom-and-pop" stores, and gift shops that make up the Famous Amos market, by contracting with an independent wholesale distributor. This distribution channel saved the company the cost of starting its own network, while giving it access to an already established distribution system, without which the young company might have failed. Even though many store owners were unhappy about doing business with products offering such a low markup, consumer demand was so strong that retailer complaints soon fell to a trickle and distribution became more widespread.Famous Amos tailored its cookies to its markets. Frozen dough was shipped directly to the firm’s franchised "hot bake" shops. For supermarkets, it offered several different sizes of cookies, and set up racks for the packages in the fresh baked goods section, rather than on the cookie shelf, for convenience stores, one-and-two-ounce bags were created save and to encourage impulse sales. It now makes several flavors of cookies ( oatmeal-based cookies are the nation’s best sellers).Demand was created in part by the cookie's taste. The gourmet cookie shop concept was entirely novel, and to outlast the novelty. Famous Amos cookies had to be good. But while consumers like the taste of the cookies (a recent Consumer Report's test rated famous Amos's chocolate chip cookies one of the best-tasting brands available) , much of the success of Famous Amos is based on effective person marketing. Wally Amos’s winning grin gleams from each package of Famous Amos cookies, and his presence seems to give the cookies an identity that its competitors lack.John Rosica，a public relations executive with the company, called Wally a perpetual promotion". In recognition of his role in the company’s success，the Smithsonian’s collection of Advertising History includes his Panama hat and brightly patterned Indian gauze shirt.By the late 1990s, interest in the gourmet cookie had waned so that only a few locations could support bake shops devoted exclusively to cookies. Famous Amos decided to change its placement from gourmet cookie to high-quality family cookie. Package sizes were changed from 2 1 -,7- and 16- ounce packages to 12-ounce size for wholesale distribution to grocery store 2 outlets and a 30-ounce size for food-club stores. A 2-ounce package was also developed to be sold through vending machines. As of 2002, there were only a few bake shop franchises operating 15 stores, and Famous Amos was restricting itself to making finished cookies.Even though Amos sold his ownership interest in the firm in 1998, Famous Amos continued to rely solely on promotions that feature Wally. Among the most successful promotions have been its efforts at cause marketing. The company worked in conjunction with literacy councils in several American cities. having stores of profits to literacy programs. Such promotioms resulted in greatly increased sales, including a 38 percent sales jump in Philadelphia. 回答问题In the development of the company, Wally Amos's most important role is______.

Passage 2Famous AmosToday, most of us recognize Wally "Famous" Amos, the mar who gave his name the original gourmet cookie.The company founded by Amos has achieved nationwide distributiong of several flavors of its cookies in stores and has scattered retail stores world-wide, franchisesin Japan, Australia, and Canada, as well as the United States.In 1988, Wally Amos was just another talent agent trying to succeed in Hollywood. However, he soon developed another calling. Friends told him that the cookies he made were good that he should sell them, and eventually Amos took their advice. Some of these friends backed up their advice by investing $ 25,000 in his venture, the Famous Amos Chocolate Chip Cookie Company, and the world’s first gourmet cookie shop opended in1998.It was an instant success.News of Famous Amos spread by word of mouth, and in a classic exaple of great demand, consumers would walk into stores and ask the owners why they did not stock Famous Amos cookies. The company relied solely 00 this infermal sort of marketing for its first five years.When Amos started his company, he had made no plans for such growth.His first retail "hot bake" shop appeared to be earning a profit and, after all, in his words, "All I wanted to do was make a living. Consumer demand grew and requests began to pour in from other areas,but Amos did not have the funds to expand his cookie shop concept into a chain. He also wanted to avoid the risk of expanding through borrowing funds. Then the idea struck him just as it had McDonald's Ray Kroc 30 years earlier： franchising. The firm distributed its frozen dough directly to the franchised“hot bake” shops located in suburban shopping centers and downtown walk-in locations.Amos also used other distribution alternatives to set the cookies into supermarkets, convenience outlets, "mom-and-pop" stores, and gift shops that make up the Famous Amos market, by contracting with an independent wholesale distributor. This distribution channel saved the company the cost of starting its own network, while giving it access to an already established distribution system, without which the young company might have failed. Even though many store owners were unhappy about doing business with products offering such a low markup, consumer demand was so strong that retailer complaints soon fell to a trickle and distribution became more widespread.Famous Amos tailored its cookies to its markets. Frozen dough was shipped directly to the firm’s franchised "hot bake" shops. For supermarkets, it offered several different sizes of cookies, and set up racks for the packages in the fresh baked goods section, rather than on the cookie shelf, for convenience stores, one-and-two-ounce bags were created save and to encourage impulse sales. It now makes several flavors of cookies ( oatmeal-based cookies are the nation’s best sellers).Demand was created in part by the cookie's taste. The gourmet cookie shop concept was entirely novel, and to outlast the novelty. Famous Amos cookies had to be good. But while consumers like the taste of the cookies (a recent Consumer Report's test rated famous Amos's chocolate chip cookies one of the best-tasting brands available) , much of the success of Famous Amos is based on effective person marketing. Wally Amos’s winning grin gleams from each package of Famous Amos cookies, and his presence seems to give the cookies an identity that its competitors lack.John Rosica，a public relations executive with the company, called Wally a perpetual promotion". In recognition of his role in the company’s success，the Smithsonian’s collection of Advertising History includes his Panama hat and brightly patterned Indian gauze shirt.By the late 1990s, interest in the gourmet cookie had waned so that only a few locations could support bake shops devoted exclusively to cookies. Famous Amos decided to change its placement from gourmet cookie to high-quality family cookie. Package sizes were changed from 2 1 -,7- and 16- ounce packages to 12-ounce size for wholesale distribution to grocery store 2 outlets and a 30-ounce size for food-club stores. A 2-ounce package was also developed to be sold through vending machines. As of 2002, there were only a few bake shop franchises operating 15 stores, and Famous Amos was restricting itself to making finished cookies.Even though Amos sold his ownership interest in the firm in 1998, Famous Amos continued to rely solely on promotions that feature Wally. Among the most successful promotions have been its efforts at cause marketing. The company worked in conjunction with literacy councils in several American cities. having stores of profits to literacy programs. Such promotioms resulted in greatly increased sales, including a 38 percent sales jump in Philadelphia. 回答问题What remained the same after Wally Amos sold his ownership interest in the company?

Passage 3As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses mignt think they are! They are full of little pointers towardsindividuals* personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of precious jobs, all of warying length, alarm bells start ringing.Rather than an irregular route from job, what I hope to see is stable career progression. What does their career path look like—is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personsl goals are, and also about their interests and hobbies and any clubs they belong to.That gives you a useful insight into thier personality and lifestyle. The application form also enables to test how much people have actually been progressing in their careers. because we ask for details of the salaries they have received for each job.It's always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That’s why, when you’ve taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together. 回答问题What fact does the writer hope to learn from applicants' CVs?

Passage 3As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses mignt think they are! They are full of little pointers towardsindividuals* personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of precious jobs, all of warying length, alarm bells start ringing.Rather than an irregular route from job, what I hope to see is stable career progression. What does their career path look like—is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personsl goals are, and also about their interests and hobbies and any clubs they belong to.That gives you a useful insight into thier personality and lifestyle. The application form also enables to test how much people have actually been progressing in their careers. because we ask for details of the salaries they have received for each job.It's always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That’s why, when you’ve taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together. 回答问题The writer says the application form is useful because it______.

Passage 3As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses mignt think they are! They are full of little pointers towardsindividuals* personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of precious jobs, all of warying length, alarm bells start ringing.Rather than an irregular route from job, what I hope to see is stable career progression. What does their career path look like—is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personsl goals are, and also about their interests and hobbies and any clubs they belong to.That gives you a useful insight into thier personality and lifestyle. The application form also enables to test how much people have actually been progressing in their careers. because we ask for details of the salaries they have received for each job.It's always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That’s why, when you’ve taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together. 回答问题According to the writer, why are CVs and application forms important?

Passage 3As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses mignt think they are! They are full of little pointers towardsindividuals* personalities and suitability for the job. The first thing I always look at is an applicant's employment record. I check for continuity and stability. If somebody has a long list of precious jobs, all of warying length, alarm bells start ringing.Rather than an irregular route from job, what I hope to see is stable career progression. What does their career path look like—is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personsl goals are, and also about their interests and hobbies and any clubs they belong to.That gives you a useful insight into thier personality and lifestyle. The application form also enables to test how much people have actually been progressing in their careers. because we ask for details of the salaries they have received for each job.It's always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That’s why, when you’ve taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you'd like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together. 回答问题One reason why the writer was successful in her first business was that__________ .