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As an employee, Mr. Hooper could not make both ends meet.
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The speaker needs more money because he wants to buy a car and a house.
？Read the findings below on psychology of consumption.
？Choose the best word to fill each gap from A. B. C or D on the opposite page.
？For each question 19-33, mark one letter(A, B, C or D).
Pricing and the Psychology of Consumption
Ask any executive how pricing policies influence the demand for a product or service, and you'll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumption—the extent to which customers use products or services that they've (19) for—and you'll get a muted response at best. It is found that managers rarely, if ever, think about consumption when they (20) prices—and that be an (21) oversight.
For many executives, the idea that they should (22) consumers' attention to the price that was paid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to boost sales. And rightly (24) —if a company fails to (25) theinitial sale, it won't have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of the (26) early；HMOs encourage automatic payroll deductions；and cruise lines bundle small, specific costs into a single, all-inclusive (27) .
However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a product when they are (30) of its cost—when they feel'out of pocket'. But (31) pricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesn't use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales.
(19)
听力原文：Although Gerome's speech was the last one on the program, it was the best one.
How did the speaker comment on Gerome's speech？
？Read the article below about corporate culture on the opposite page.
？For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
The term corporate culture refers to an organization's value system. Managerial philosophies, workplace practices, and organizational network are included in the concept of corporate culture. Tyson Food's corporate culture is reflected in the fact that everyone—even CEO Don Tyson wears clothes of a yellowish brown color on the job.
The leaders who developed the company and the corporate culture typically shape the corporate culture.One generation of employees passes on a corporate culture to newer employees. Sometimes this is part of formal training. New managers who attend McDonald's Hamburger University may learn skills in management,but they also pick up the basics of the organization's corporate culture. Employees can absorb corporate culture through informal contacts as well, by talking with other workers and through their experiences on the job.
Corporate culture has a major impact on the success of an organization. In organizations with strong cultures,everyone knows and supports the organizations' objectives. In those with weak cultures, no clear sense of purpose exists. In fact, the authors of the classic book In Search of Excellence concluded the presence of a strong corporate culture was the single common thread among many diverse but highly successful companies such as General Electric and McDonald's.
As you can imagine, changing a company's corporate culture can be very difficult. But some managers try to do just that when they feel the current culture is weak, or when the organization's objectives change and the old culture no longer fits. Sometimes the competitive situation of a company changes.For instance, electric utilities, which once had their profits guaranteed by public regulation, now face more competition than ever. Firms that were comfortable competing against other American companies now find themselves fighting competitors from overseas, too.
Management expert Peter Duckers feels that, rather than trying to change culture, managers should focus on changing employees and corporate practices, as follows.
？Define what results are needed. Specify in measurable terms what the organization or department,or office) needs to achieve.
？Determine where these results are already being achieved within the current organization. Analyze the departments that are already effective and find out what they are doing differently from the rest.
？Determine what top management can do to encourage these good results. Duckers suggests that executives openly ask what they can do to help, and then do it.
？Change the reward system—or develop a new one—to recognize these effective practices. When employees realize that the organization really does reward the new approach, they will adopt it much more quickly. Whether one wants to change an organization culture or not, it is important to choose managers and employees whose personal styles fit the organization's goals.
According to the passage, corporate culture
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