[填空题]Over the past 20 years, retail sales in China have increased nearly ______ every year, to some ＄628 billion in 2004—making it the third-largest market on earth.

[填空题]Over the past 20 years, retail sales in China have increased nearly ______ every year, to some ＄628 billion in 2004—making it the third-largest market on earth.

[单项选择]Over the past decade, American companies have tried hard to find ways to discourage senior managers from feathering their own nests at the expense of their shareholder. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses’ pay to various performance measures, and giving bosses share options so that they have the same long-term interests as their shareholders.
These reforms have been widely adopted by America’s larger companies, and surveys suggest that many more companies are thinking of following their, lead. But have they done any good Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. As is usually the case with boardroom tinkering, the consequences have differed from those intended.
Start with those independent boards. On the face of it, dismissing the boss’s friends from the board and replacing them with outsiders looks a perfect w
A. diversify the business of the corporation
B. protect the interests of the shareholders
C. introduce effective reforms in business management
D. enhance the cooperation between the senior managers and the board directors

[单项选择]Over the past several years, I have interviewed dozens of senior executives of Fortune 1,000 companies and asked two questions: "Is there information that would help you run your company far better if you had it in real time, and, if m, what is it " Without exception, they answered yes to the first question, then ticked off the one to three items they wanted. Dave Dorman at AT&T said he wanted real-time customer transaction information, such as contract renewals and cancellations. Rick Wagoner at GM wanted real-time progress reports on new vehicle development. Others on his senior team wanted certain narrowly defined data on product quality and productivity. Dick Notebaert at Qwest wanted customer satisfaction numbers. The CEO of a well-known services business wished he had real- time transaction volume data on a limited group of his best customers, while the CEO of an events business wanted to see minute-by-minute tracking of how much show-floor space has been sold.
Oddly, though,
A. hates to sell goods related to tragedies.
B. has got many good detectives.
C. knows how to make good use of real-time information.
D. utilizes real-time information to build corporate imag