Directions: This part is to test you listening ability. It consists of 3 sections Section a: Conversations Directions: In this section, you will hear 10 short conversations. At the end of each mersation, a question will be asked about what was said. Both the conversations and the questions will be spoken only ONCE. After each question there will be a pause During the pause, you must read the four choices marked A), B), C) and D), and decide
Product development has been a major activity in the food industry for over 40 years, but only gradually has it developed as a strategic business area and also as an advanced technology. For a long time it was essentially a craft, loosely related to the research and engineering areas in the company. The pressures for product development came very strongly from the needs of the growing supermarkets for a constantly changing, extensive mix of products and for continuous price promotions. So there was the drive for product difference
Product development management in the food system is complex, long term and capital intensive. It is total company management involving every function in the company- so it is managing either a microcosm of the company or an integration of the company functions. For a major innovation, the company may set up a new venture company or division; or a new group of people may form a new company. At this time when many new companies are being formed on the innovations of information technology and biotechnology, it is interesting to speculate on new venture companies in the food industry and the basis of their new innovations. But at the present time
Product development does not occur in isolation as a separate functional activity. It is a company philosophy, a basic company strategy and a multifunctional company activity. In recent years to show this all-encompassing basis, bringing together product, process, marketing and organisational innovations, there has been development of an overall innovation strategy. This innovation strategy is related to the company's overall business aims and strategy, as well as the social, economic and technological environment, and the company's own knowledge and skills. The business strategy also includes a duct strategy outlining the products of the future. The combination of the innovation and product strategies is the basis for the product development strategy, and from this can be developed
Dept. of Electrical Computer Engineering OOCL Transportation Co Dept, of Economics University of Ilinois at Urbana-Champaign 300 Central Ave Urbana IL 6180 University of Illinois at Urbana-Champaign Mountain view, CA 94043 Champaign, IL 61820 Abstract We provide a brief review of the EWPP operation [1].The Pool dispatcher is charged with determining on a daily basis We formulate a general framework of a competitive electric- the schedule for the so-called availability declaration period ity generation supply market(CEM, embodying the salient (ADP),a 39-bour
Part I Listening Comprehension(20 minutes) ection a Directions: In this section, you will hear 10 short conversations. At the end of each conversation, a question will be asked about what was said. B oth the conversation and the question will be spoken only once. After each quest ion there will be a pause. During the pause, you must read the four choices mar ed A), B), C), and D), and decide which is the best answer. Then mark the corres ponding letter on the Answer Sheet with a single line through the centre
Acute(急性) and chronic(慢性) toxicity Acute toxicity refers to a rapid and serious response to a high but short-lived dose Acute poisons interfere with essential physiological processes, leading to a variety symptoms of distress, even death Chronic toxicity refers to a time-lagged response to a relatively low but prolonged exposure