非英语专业本科教材

新思路大学英语系列教材
新视界大学英语系列教材
高级实用英语系列教材
大学英语选修课系列教材
高级英语选修课系列教材
大学专业英语系列教材
大学英语阅读教材

英语专业本科生教材

全人教育英语专业本科教材系列
超越概念(高等院校英语专业教材)
高等院校英语专业系列教材
英语专业考研辅导用书
高等师范本科英语专业教材系列
英语专业八级考试培训教程
英语专业四级考试培训教程

商务英语类教材

现代商务英语综合教程
新视界商务英语系列教材

非英语专业硕士研究生英语

研究生英语系列教材(第三版)
新编研究生英语系列教程(第三版)
新编研究生英语系列教程(第二版)
21世纪实用研究生英语系列教程
研究生英语综合教程
任务驱动型研究生公共英语
新思维研究生英语
新编MPA英语
21世纪研究生英语选修系列
创新研究生英语系列教材

非英语语种教材

日语教材
俄语教材

高职高专、中职中专英语

21世纪高职高专精品教材·英语系列
创新思维高职高专英语
高职高专商务英语实训系列教材
高职高专听力系列教材
旅游与酒店管理英语
新视界高职高专精品系列

博士研究生英语系列教程
词典工具书
英语类学术书/读物

世界大师原典文库
常春藤英语系列
英语美文口袋书系列

张道真英语珍藏系列

·大学英语翻译教程 第四版 课件

·大学英语交际口语教程(第三版)音频

·英语口语教程 (下册) 参考答案

·英语口语教程(上册)参考答案

·高级英语第二册练习答案

·高级英语第一册练习答案

·英语专业四级新题型解题技巧与实战模拟

More

综合商务英语(第2册)(新视界商务英语系列教材)

作  者:主编 侯雪丽 李桂波 著

出版时间:2017-12-07 字  数:290 千字
书  号:250052 ISBN:978-7-300-25005-2
页  数:134 包  装:平装
印  次:1-1 译 者:

所属分类: 外语分社>> 图书中心>> 外语部分类>> 本科生英语教材>> 商务英语类教材>> 新视界商务英语系列教材

定价:¥39.00

 

查看评论摘要

教 学 资 源

开放资源(免费下载):
  • 热门资源综合商务英语(第2册)教师用书
  • 内容简介

    《综合商务英语》融合新的外国语言文学类专业本科教学质量国家标准和新的英语四级考试题型,按照商务英语专业教学要求编写,以培养学生的商务英语综合应用能力,包括英语语言知识和应用能力,商务知识、理论和应用能力,职场适应及发展能力和综合运用各种知识解决商务实际问题的能力等为目标。教材内容的选材围绕商务活动的各个阶段,包括公司介绍、沟通交流、商务旅行、产品、销售、商务管理市场营销等等,通过构建真实的职场商务情景,激发学生的学习动力与热情。本书为教材的第2册。

    作者简介

    侯雪丽,教授,山东管理学院人文学院副院长,英语语言文学专业硕士,主要研究方向为英语教学与英语语言学。山东省省级精品课程-《国际商务英语》课程负责人。主持、参与教育部课题2项,主持、参与省级教改课题3项。
    李桂波,副教授,英语语言文学专业硕士,主要研究方向为应用语言学。立项主持厅级课题一个,参与3个省级课题的研究,立项主持1个校级课题。独立撰写学术论文3篇;参编教材1部。

    章节目录

    Unit 1 Business Ideas
    Text A Cheap and Cheerful
    Text B How to Focus on Business Ideas That Create History
    Chinese and International Culture Tour
    Case Study
    Unit 2 Business Shareholders
    Text A The Rebirth of Stakeholder Capitalism
    Text B Shareholder Democracy
    Chinese and International Culture Tour
    Case Study
    Unit 3 Career Development
    Text A Career Development: What Is It and What Factors Influence It
    Text B What Is Career Management?
    Chinese and International Culture Tour
    Case Study
    Unit 4 Employee Training
    Text A Strategic Training Spicing Up Business Results
    Text B Build a Tower, Build a Team
    Chinese and International Culture Tour
    Case Study
    Unit 5 Employee Motivation
    Text A Understanding Motivation
    Text B Essential Skills of Motivation
    Chinese and International Culture Tour
    Case Study
    Unit 6 Business Conflict
    Text A Hard Bargain: Lacking Clear American Leadership, the Global Trade Agenda Is Floundering
    Text B Why They’re Wrong
    Chinese and International Culture Tour
    Case Study
    Unit 7 Marketing
    Text A The Piggly Wiggly Way
    Text B Star Wars, Disney and Myth-making
    Chinese and International Culture Tour
    Case Study
    Unit 8 Brands
    Text A Why Branding Is Important When It Comes to Marketing
    Text B The Product vs. the Brand
    Chinese and International Culture Tour
    Case Study
    Unit 9 Advertising
    Text A Selecting Advertising Media
    Text B Is Traditional Advertising Dead?
    Chinese and International Culture Tour
    Case Study
    Unit 10 Promotion
    Text A Imperial Ambitions
    Text B The Psychology of Promotion
    Chinese and International Culture Tour
    Case Study
    附录一 Glossary
    附录二 TEM-4 (2011–2014)
    TEM-4 (2011)
    TEM-4 (2012)
    TEM-4 (2013)
    TEM-4 (2014)
    References

    精彩片断

    Unit 1 Business Ideas
    We educate leaders who make a difference in the world.
    —Harvard Business School
    Text A Cheap and Cheerful
    Lead-in
    1. Do you have any business ideas? Please share with your classmates.
    2. In your opinion, what are the features of innovative business ideas?
    3. If you want to put business ideas into practice, what factors should you pay attention to?
    After some teething troubles, frugal innovation is on the rise.
    VICTOR HUGO once said that “nothing can stop an idea whose time has come.” He failed to add that a lousy product launch can delay it. In the first decade of this century it seemed that frugal innovation’s time had indeed arrived: to meet surging demand from new consumers in emerging economies, innovative firms in those countries were stripping products of their fripperies and cutting their cost drastically. The new world had at last produced a big, new management idea.
    Then along came the Tata Nano. The $2,000 car bore the imprimatur of one of the emerging world’s best companies. But some of the earliest Nanos burst into flames. Although Tata Motors fixed its engineering problems, aspirational Indians made it clear that they did not want to be seen driving "the world’s cheapest car." Frugal innovation looked as if it might go from promising to passé without having made any impact.
    In a new book, Frugal Innovation: How to Do More with Less, Navi Radjou, a consultant, and Jaideep Prabhu, an academic at Cambridge University’s Judge School of Business, reassure readers that this is not the case. (Its publisher, Profile, has a business relationship with The Economist, but neither of the authors has any editorial relationship.) Frugal innovation has not only continued to advance in the emerging world. It is also conquering a rich world in which a financial crisis and recession have been followed by a spell of stagnant household incomes and, in parts, persistently high unemployment.
    Some of the West’s biggest multinationals are designing no-frills products in developing countries with the intention of selling them in developed ones, too. General Electric designs affordable medical devices in India and China. Renault-Nissan has a centre for frugal engineering in India. The car making group sells a variety of no-frills cars built in lowcost countries, including Dacia models made in Romania and Datsuns made in Indonesia.
    Sales teams accustomed to the fat commissions from selling full-price products are hardly going to be keen on pushing frugal ones. So companies such as Renault and Procter & Gamble have created separate sales departments for their no-frills lines. In some cases they are using new distribution channels to reach impecunious consumers: American Express, for example, is marketing Bluebird, a low-cost current account, through Walmart stores.

    书评

    其他