Cooperative competition. Competitive cooperation. Confused Airline alliances have travellers scratching their heads over what’s going on in the skies. Some folks view alliances as a blessing to travellers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big businesses, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there’s no escaping airline alliances: the marketing hype is unrelenting, with each of the two mega- groupings, One world and Star Alliance, promoting itself as the best choice for all travellers And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, Oneworld and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years.
But why, after years of often ferocious competition, have airlines decided
A. Delight.
B. Indifference.
C. Objection.
D. Puzzlement.
If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired-rented at the lowest possible cost-much as one buys raw materials or equipment.
The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer(CEO). By way of contrast, in Japan the head of human-resource mana
A. workers who can operate new equipment
B. technological and managerial staff
C. workers who lack basic background skills
D. top executives
| If sustainable competitive advantage
depends on work-force skills, American firms have a problem. Human-resource
management is not traditionally seen as central to the competitive survival of
the firm in the United States. Skill acquisition is considered an individual
responsibility. Labor is simply another factor of production to be hired—rented
at the lowest possible cost—much as one buys raw materials or
equipment. The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human resource management is usually a specialized job, off at the edge of corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive A. spend the vast amounts on training their work force B. invest more in the skills of their employees than American firms C. are concentrated more on professional and managerial employees D. focus more on the specific skills necessary to do the next job [单项选择] Cooperative cooperation. Competitive cooperation. Confused Airline alliances have travelers scratching their heads over what’’s going on in the skies. Some folks view alliances as a blessing to travelers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big business, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there’’s no escaping airline alliances: the marketing hype is unrelenting, with each of the two mega-groupings, Oneworld and Star Alliance, promoting itself as the best choice for all travelers. And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, Oneworld and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years.
But why, after years of often ferocious competition, have airlines decided to band together Le
A. less convenience B. higher operation costs C. less competition D. more joint marketing 我来回答: 提交
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