Effectiveness of Starbucks in China_ SWOT Analysis

International Journal of Business, Economics and Management Works Kambohwell Publisher Enterprises

Vol. 1, Issue 2, PP. 17-23, Dec. 2014 https://www.sodocs.net/doc/982351857.html,

Effectiveness of Starbucks in China: SWOT Analysis

Sajjad Nazir, Wang Qun, Puput Ichwatus

Abstract—This study offers an in-depth analysis on the close down of a Starbucks café, a foreign firm, and its penetration in the China. As an analysis, this study is qualitative in society. We collected all available materials from various channels, including science direct journal, Google search engine, official websites of Starbucks and Starbucks China, and relevant Web sites and online forums in China that reported and discussed the case. There were 6 factors pertaining opportunity increasing product ranges (brand extension) include the Chinese market is measured as the fastest growing and the most powerful market in the world in terms of a huge population and the overall rising economic growth and expansion of retail operations and new distribution channels. Thus, a SWOT analysis was used to identify the required management strategies to improve the Starbucks strategy in China.

Keywords—Starbucks, SWOT, Analysis, Market, ST Strategies, Factors Estimate Matrix.

I.I NTRODUCTION

Founded in 1971, the first Starbucks store was in Pike Place Market in Seattle. The moment went public in 1992, had 140 stores and was expanding at a breakneck pace, with an increasing number of stores an extra 40-60% per year. While the former CEO Jim Donald stated that '' we do not want to rule the world ", in the 1990s and early 2000s, Starbucks was opening, on average, at least one store per day [1]. In 2008, claimed to be the opening stores of seven days a week worldwide. Not surprisingly, Starbucks is now the largest operator in the world coffee chain, with over 15,000 stores in 44 countries, and in 2007, was responsible for 39% of total sales specialist coffee houses in the world [1][2]. In North America alone serves 50 million people a week, and is now an indelible part of the cityscape.

But just how did Starbucks become such a phenomenon? Firstly, it successfully Americanised the European coffee tradition –something no other coffee house had done previously. Before Starbucks, coffee in its current form (latte, Cappuccino , mocha, etc.) was alien to most US consumers. Secondly, Starbucks did not just sell coffee –it sold an experience. As founding CEO Howard Schultz explained, ??We are not in the coffee business serving people, we‘re in the people business serving coffee‖ [3]. This represented the importance on customer service such as making eye contact and greeting each customer within 5 seconds, cleaning tables promptly and

The regular customers remember names. From the beginning, the purpose of Starbucks was to reinvent a commodity with a sense of romance, atmosphere, sophistication and sense of community [4]. Then Starbucks created a 'third place' in people's lives - somewhere between home and work, where they could sit and relax. This was a novelty in the US, where in many small town cafe culture consisted of filter coffee on a hot plate. Thus, Starbucks positioned not only to sell coffee, but also offers an experiment. It is designed as a coffee lifestyle. The coffee establishment as a social center, with comfortable chairs and music has just been such an important part of the Starbucks brand as your coffee. All this came with a premium price. While people were aware that the drinks at Starbucks were more expensive than in many cafes, they still frequented the outlets, since it was a place "to see and be seen." Thus, the mark has been widely accepted and has become, to some extent, a status symbol, and all the must-have accessory on their way to work. So not only Starbucks revolutionized the way Americans drink coffee, also revolutionized the way many people were willing to pay. By 2008, the awareness of Starbucks consumers in Australia was 90% (Shoebridge, 2008), with each sale made, on average, double the number of coffee shops (270 per day) than the rest of coffee shops in Australia [5].

II.E XPANSION INTO C HINA

Half of international stores, Starbucks plan to operate in the next decade will be in Asia [1] [5]. In fact, Starbucks has done well in international markets where it has not traditionally been a coffee drinking culture, i.e. Japan, Thailand, Indonesia and China. Indeed, it has been responsible for the growth of the category in these markets. The first Starbucks outside the US opened in Tokyo in 1996, and since then, Japanese Starbucks stores have become twice as profitable than the US stores. Not surprisingly, then, Japan is the best performance in foreign markets Starbucks' outside North America. More than 100 new stores opened each year in Japan, and coffee is now more popular than tea in terms of volume and value. [6] Unlike its entry into the Australian market, Starbucks made small changes in its formula for the Japanese market; for example,

Sajjad Nazir: Hohai Business School, Hohai University, Nanjing. China, sajjadnazir@https://www.sodocs.net/doc/982351857.html,

Wang Qun: Hohai Business School, Hohai University, Nanjing. China

Puput Ichwatus: Hohai Business School, Hohai University, Nanjing. China

the invention of a green tea, and the provision of smaller drinks and pastries to conform to local tastes.

Starbucks landed in China in 1998 and by 2002 had 50 outlets, and 165 outlets by 2006 [7], rapidly turning into the country's heading espresso chain. Starbucks now sees China as its key development advertise because of the size and inclination of the developing working class. The aggregate business for bistros in China developed by in excess of 135% somewhere around 1999 and 2004 to achieve Us$2.6 billion. It is anticipated to become an alternate 144% by 2008 to achieve Us$6.4 billion in deals. More strength coffeehouses are opening crosswise over China as a white collar class with solid buying force develops, in spite of the fact that this ascent in espresso utilization is exceptionally moved in huge urban areas, for example, Beijing, Shanghai and Guangzhou. Starbucks has said that it anticipates that China will turn into its greatest market after the US and the arrangement is to open 100 stores a year [1]. Essentially, certain Western brands are esteemed by Chinese shoppers and Starbucks gives off an impression of being one of them. A becoming number of China's 500 million urban sites support Starbucks for its climate, which is seen as an essential sign of administration, quality, and Starbucks' outline idea rests effectively with China's purchasers, who have a tendency to parlor with companions while tasting espresso. Its outlets in China as often as possible keep up bigger seating zones than normal outlets in different nations, and extravagant seats and Sofas are given to suit groups that wait.

In any case, achievement for Starbucks in China is not a given, and they will go up against a couple of troubles in the propelling years. China's expansion of the WTO has provoked the nonstop loosening up in the course of action regulating outside had retail outlets, and this will provoke more remote wander and therefore contention [8]. A couple of multinationals are possessed with offering coffee (checking KFC, Mcdonald's, Yoshinoya, and Manabe), and different close-by brands have started late rising, some really reflecting Starbucks' distinctive green and white logo and its in-store feel (remarkably Xingbake in Shanghai). In addition, the diminishing of import demands on coffee will in like manner engages outside enthusiasm toward coffee.

III.L ITERATURE R EVIEW

A. SWOT analysis

A SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is a research method to analyze a certain status-quo. SWOT analysis, also known as SWOT matrix, has often been used in the field of business and extended to that of natural resource management in order to assess a given decision, project or policy directive in a systematic manner

[9]. It has also been used in assessment of sustainable tourism

[10] [13].

This method is based on two tiers of analysis which are conducted separately:

1)First step is to analyze the internal factors (local

analysis) which contain a discussion of strengths and

weaknesses according to the aims of the SWOT;

2)Second step is to analyze the external factors (global

analysis) which contain a discussion on relevant

opportunities and threats (positive/negative framework

conditions, potential chances and risks) [11].

Scanning the internal and external environmental factors is

an important part of a strategic planning process which in turn

is a component of sustainable development. Such an analysis

of the strategic environment is instrumental in formulation and

selection of a strategy. In this study, the SOWT analysis was

conducted on BNP to examine the sustainable tourism

development. First, the internal environmental factors of the park were classified as strengths (S) or weaknesses (W) and

those external were classified as opportunities (O) or threats

(T). Accordingly, a list of Ss and Ws and a list of Os and Ts

were drawn. The factors were given a coefficient between 0 and 1, standing for ―not important‖ and―most-important‖,

respectively. This coefficient represents the relative

significance of the factor in success rate and is represented by

this term; weight in the IFEM. Despite the fact that each factor

is considered an internal strength or weakness, the more effective the factor in sustainable tourism development, the higher the allotted weight will be.

Each factor was scored between 1 and 4, 1 standing for

fundamental weakness, 2 for minor weakness, 3 for strength

and 4 for great strength. These scores were based on the activities taking place in the park, coefficients used in the above stage and park's status.

To determine each factor's final score, its weight was

multiplied by its score.

?Once each factor's total score was calculated, they

were summed to calculate the total final score of

IFEM.

?If this value was less than 2.5, it meant that the

strengths were less than weaknesses; if it was more

than 2.5 strengths were more than weaknesses.

?The former was tabulated in the internal factor

estimate matrix (IFEM) and the latter was tabulated in

the external factor estimate matrix (EFEM). Next,

these factors were weighed and scored by a panel of

experts and the final score was calculated. The

following section elaborates the scoring process for S

and W:

?These steps were repeated for EFEM as well. If this

value was less than 2.5, it meant that the opportunities

were less than threats; if it was more than 2.5,

opportunities were more than threats [12] [15].

B.Methodology

As an analysis, this research is qualitative in this context.

We collected all available materials from several networks,

including journal, Google search engine, official websites of

Starbucks and Starbucks China, and relevant Web sites and

online forums in China that reported and discussed the case.

We examined these materials intensively to identify a clear pattern of the development of the SWOT.

T ABLE 1.I NTERNAL

IV.R ESULTS

After primary and secondary data collection, SWOT analysis was performed.

A.Internal Factors Estimate Matrix

Regarding strengths, 9 factors were identified. The weight allocated to these factors amounted between 0.02 and 0.12 and the effectiveness score ranged between 0.06 and 0.48.

When considering weaknesses, 6 factors were detected. Starbucks is a premium brand commanding high (premium prices),had the highest weight that is to say, 0.11 the lowest weight was 0.02. The effectiveness score ranged between 0.02 and 0.44. Totally the final score was 2.86. The results of this stage are shown in table 1

The value of external factors equaled 2.33 implying that the opportunities were less than strengths. The value of internal factors was 2.86 so, it means that the strengths were more than the weaknesses.

B.External Factors Estimate Matrix

There were 6 factors pertaining opportunity increasing product ranges (brand extension) and the Chinese market is measured as the quickest developing and the most influential market in the world as far as a colossal population and the general rising economic development had the highest weight while expansion of retail operations and new distribution channels had the lowest weight. The effectiveness score ranged between 1 and 4.

In case of threats, 8 factors were recognized. The highest weight allocated to those 8 factors amounted to either 0.01 or 0.15 and the effectiveness score ranged between 1 and 3. Ultimately the final score was 2.33. Table 2 summarizes the process and the outcome of the external factor analysis ?S-O strategies are suggested opportunities that appropriate well with the Chinese Starbucks strengths.

?W-O strategies to overwhelmed weaknesses to propose opportunities.

?S-T strategies to recognize the ways that can be utilized to reduce weakness to the external threats.

?W-T strategies to discover a defensive plan to stop the Starbucks weaknesses from making it highly

vulnerable to the external threats.

C.WO Strategies

?Considering coffee being a western product for the middle class Starbucks in china should develop

flavors such as green tea flavored coffee drinks that

attract to local tastes.

?Considering the Chinese tea culture, Starbucks should not ever depend on coffee and coffee related products

they should consider in expanding its product range

for example serve tea.

?

?Due to the bad publicity of the poorly treated coffee farms Starbucks should try to ensure and restore a

good relationship with the suppliers.

D.WT Strategies

?The average coffee sold in China is far more expensive than in the U.S this is due to the import of its coffee beans, Starbucks should consider growing its own coffee beans.

?Negative publicity. The business constantly receives negative publicity over its poor struggles of becoming

a greener company, tax avoidances and trademark

infringements.

?Size (Lack of internal focus (too much focus on expansion) Franchise store margins, meaning that high profit margins are not essentially the result of enhanced performance.

E.SO Strategies

?Considering the extending suppliers range, Starbucks should grow its own coffee beans for it to ensure critical supplies for its operations in Asia, which, reduces the dependence of good or bad harvests in South America, Africa and in turn saves on shipping costs.

?Expansion to emerging economies, there are great opportunities for coffee houses in other countries, for example, in India given their high population rate which gives Starbucks a niche market target.

?Considering brand augmentation Starbucks could grow the quantity of cafés that offer wine and lager, in addition to including some new items and arriving at a more extensive client bunch.

?Given that Starbucks does oversee cafés and the establishment, as well as offers some of its items through different retailers, they ought to structure a greater amount of such organizations and offer to offer its espresso for instance in a store. New products and services that can be retailed in their cafes such as Fair Trade fairs.

F.ST Strategies

?For increased competition from local cafes and specialization of other coffee chains. Starbucks should borrow a leaf from the local cafes that offer much lower prices and a more suitable menu for its customer. In case of the big coffee house chains that specialize, Starbucks should carry on promotions offering after sale services to lure new customers and keep their loyalty too.

?Immersed markets in the developed economies.

Coffee advertisers in the developed economies are as of now soaked and with escalating rivalry, Starbucks will think that it hard to become in these business sectors.

?Supply disorders. Due to political, economic and weather conditions, Starbucks may experience supply disruptions, adding substantial costs to the business. ?Coffee price instability in developing countries.

?Cooperate behemoth image.

?Cultural and political issues in foreign countries.

?Copycat stores.

V.C ONCULUSION

This study examines the strengths, weaknesses,

opportunities and threats of Starbucks in China. The main

issues which influence management development in the China

has been identified by SWOT analysis. The current and future

situation of Starbucks in China is criticized by means of

quantified SWOT analysis. Accordingly, Starbucks has a great

potential for China consumer attraction. The strong points are

the paramount brand fairness with high quality coffee and outstanding customer service ―The Starbucks Experience‖

lends a competitive edge, existence of valuable developed

excellent skills in franchise management, and favorable access

to distribution networks. However, Starbucks is perceived as an ―American Global‖, the possible opinion that big American chains are crushing on national cultures, ―Starbucks was crushing on Chinese culture‖. Therefore, Star bucks has been doing innovate products and services. These results may help Starbucks managers to analyze the problem of market in China and determine the potential improvement actions. Consequently, this paper provides an important alternative for further research projects on implementation of sustainable Starbucks strategy in China.

R EFERENCES

[1]Euromonitor, 2006. Starbucks Ups Expansion Plans. Euromonitor

International. [2]Euromonitor, 2008a. On-trade Watch: Identifying Key Growth Markets

to 2012.

[3]Whitelaw, Gavin H. "Coffee Life in Japan." Social Science Japan

Journal 17.2 (2014): 270-273.

[4]Lindhe, J., 2008. One skinny cap to go. Business Review Weekly, 7

August. (accessed 08.01.14.).

[5]Browning, E., 2008. Starbucks hopes growth abroad will save its bottom

line. ABC

[6]Lee, H., 2003. Japan: a nation of coffee lovers. Euromonitor

International.

[7]BBC News, 2006. China central to Starbucks growth. BBC News, 14

February. (accessed

29.08.08.).

[8]Lee, H., 2004. Coffee brews a future in China? Euromonitor

International.

[9]Kajanus, M., Leskinen, P., Kurttila, M., & Kangas, J. (2012). Making

use of MCDS methods in SWOT analysis—Lessons learnt in strategic natural resources management. Forest Policy and Economics, 20, 1-9. [10]NOAA (20110. Assessment for sustainable tourism. available at:

https://www.sodocs.net/doc/982351857.html,/management/international/pdfs/day2_assess ment_ manual.pdf. (accessed 08.01.14.).

[11]Harfst, J., Wirth, P., Lintz, G., & Bieberstein, C. (2010).Strengths,

Weaknesses, Opportunities and Threats of European mining regions (SWOT Report I) (pp. 103). Germany,Dresden: Leibniz Institute of Ecological and Regional Development (IOER).

[12]Monavari, M., Karbasi, A., & Mogooee, R. (2007).Environmental

strategic management.Tehran: Kavoush Qalam, Iran.

[13]Schultz, H., Yang, D.J., 1997. Pour Your Heart into It: How Starbucks

Build a Company One Cup at a Time. Hyperia Publishing, New York.

[14]Lindhe, J., 2008. One skinny cap to go. Business Review Weekly,

[15]Lindhe, J., 2008. One skinny cap to go. Business Review Weekly,

August. (accessed 08.01.14.).

必须懂的53个电脑英文缩写

·PC：个人计算机Personal Computer ·CPU：中央处理器Central Processing Unit ·CPU Fan：中央处理器的“散热器”(Fan) ·MB：主机板MotherBoard ·RAM：内存Random Access Memory，以PC-代号划分规格，如PC-133，PC-1066，PC-2700 ·HDD：硬盘Hard Disk Drive ·FDD：软盘Floopy Disk Drive ·CD-ROM：光驱Compact Disk Read Only Memory ·DVD-ROM：DVD光驱Digital Versatile Disk Read Only Memory ·CD-RW：刻录机Compact Disk ReWriter ·VGA：显示卡(显示卡正式用语应为Display Card) ·AUD：声卡(声卡正式用语应为Sound Card) ·LAN：网卡(网卡正式用语应为Network Card) ·MODM：数据卡或调制解调器Modem ·HUB：集线器

·WebCam：网络摄影机 ·Capture：影音采集卡 ·Case：机箱 ·Power：电源 ·Moniter：屏幕，CRT为显像管屏幕，LCD为液晶屏幕 ·USB：通用串行总线Universal Serial Bus，用来连接外围装置·IEEE1394：新的高速序列总线规格Institute of Electrical and Electronic Engineers ·Mouse：鼠标，常见接口规格为PS/2与USB ·KB：键盘，常见接口规格为PS/2与USB ·Speaker：喇叭 ·Printer：打印机 ·Scanner：扫描仪 ·UPS：不断电系统 ·IDE：指IDE接口规格Integrated Device Electronics，IDE接口装置泛指采用IDE接口的各种设备

人教版新起点小学英语16年级

人教版新起点小学英语词汇总 一年级上（没有分单元） book书ruler尺子pencil铅笔eraser橡皮pencil case 铅笔盒 backpack书包school学校 eye眼睛hand手ear耳朵mouth嘴nose鼻子foot(feet)脚 face脸leg腿arm手臂 cat猫bird鸟rabbit兔dog狗chicken鸡duck鸭 monkey猴子tiger虎panda熊猫elephant 大象fish鱼 one一two二three三four四five五six六 seven七eight八nine九ten十 red红色(的) yellow黄色(的) purple紫色(的) brown棕色(的) orange橙色(的) white白色(的) green绿色(的) pink粉红色(的) blue蓝色(的) black黑色(的) apple苹果banana香蕉peach桃melon瓜 pear梨orange橙子grape葡萄strawberry草莓pineapple菠萝 一年级下 Unit9 classroom 教室door门window窗户blackboard黑板wall 墙desk 桌子chair 椅子boy 男孩girl 女孩in 里面on 上面under下面where哪里 unit 10 room房间closet衣柜telephone电话computer 电脑TV 电视bed 床picture图片table餐桌lamp台灯armchair 沙发behind后面next to旁边 Unit 11 Toys玩具plane飞机boat船train火车ball球teddy bear玩具熊 bus公交车Car小汽车doll玩具娃娃pinwheel风车box盒子 Unit 13 Shapes图形circle圆形triangle三角形rectangle长方形square 正方形 eleven 11 twelve12 Thirteen13 fourteen14 fifteen15 sixteen16 seventeen17 eighteen18 nineteen19 twenty20 Unit 14 Clothes衣服T-shirt T恤衫pants 裤子shorts短裤jacket 夹克 Sweater毛衣skirt短裙dress连衣裙shoe鞋子sock袜子 Unit 15 Food食物drink 饮料rice 米饭noodles面条jiaozi 饺子tofu豆腐Vegetables蔬菜meat牛肉fish 鱼肉chicken鸡肉bread 面包 milk牛奶ice cream冰激凌juice果汁egg鸡蛋

人教版新起点英语一年级下全册教案

单元教材分析： 第一单元主要学习关于教室的3个单词desk, chair, blackboard ,三个表达位置的词汇：in, on, under;以及询问和表达位置的功能句：Where is…？It'under/ in/ on…。本单元是学生开学后的第一单元，与学生生活实际紧密联系，学习教室有关的物品名称，易于学生接受，容简单实用，易于教师操练。本单元为下个单元Room做了很好的铺垫，由教室到房间，使得下一步的学习变的简单，过度自然。 单元教学目标： 1、语言技能目标 (1)能够听懂、会说与教室有关的三个词汇：chair, desk, blackboard，以及三个表达位置的词汇：under/ in/ on。 (2)能够听懂、会说有关询问和表达位置的功能句：Where is…？It'under/ in/ on…，并能在恰当的情境中初步运用。 (3)能够听懂简短的课堂指令语，女口：Put your ... in/on/under ...等，并作出相应的反应。 (4)能够借助日常生活图片识别、会说大写英文字母A、B、C、D。 2、情感目标 (1)能够跟随录音大胆模仿说唱歌曲和歌谣。 (2)能够对英语学习保持兴趣，并积极参与课堂上组织的各种活动；能做到有序参与，积极使用英语。 (3)能够在活动中逐步养成爱护教室的课桌椅和学习用品的习惯。 单元教学重点：与教室有关的3个词汇：desk, chair, blackboard ;三个表达物品位置的介词：under / in / on 。 单元教学难点：句型Where is…？It's…的使用。 单元课时安排：五课时 第一课时 教学目标： 能够在适当场景下听懂、说出与教室有关的三个词汇：blackboard，desk，chair;以及三个表达位置的词汇：in, on, un der. 教学重难点： 能听懂、说出与教室有关的三个单词：blackboard，desk，chair；以及三个

人教版新起点英语一下 英语录音内容

一年级下册英语录音内容 新起点一年级下册课文录音材料 49 A项：In my classroom I can see, A desk, a chair, For you and me. In my classroom I can see, A window, a door, For you and me. In my classroom I can see, A wall, a blackboard, For you and me. 50 A项：CHANT Where’s Angel?Whe re’s Angel? She’s in the pencil case. Where’s Angel?Where’s Angel? She’s on the pencil case. Where’s Angel ?Where’s Angel? She’s under the pencil case.Oh, oh! Lily: Under the desk? B and G: No! Lily: Under the chair? B and G: No! Lily: In the desk? B and G: Yes! 51 A项Where is the blue ruler? Blue ruler? Blue ruler? Where is the blue ruler? It’s under the desk. Where is the red star? red star? red star? Where is the red star? It’s on the wall. Where is the black pencil? Black pencil? Black pencil? Where is the bl ack pencil? It’s in the pencil case. Bill: Where is the blue ruler? Lily: It’s under your desk, 52 A项: Put the pencil in the pencil case. Put the ruler in the pencil case. Put the eraser in the pencil case. Put the pencil case in the backpack.

(完整版)人教版新起点小学英语四年级下册课文

Unit 1 Unit 1 My neighbourhood Excuse me. Where is the hospital? 不好意思。医院在哪里？ Go straight. It's on your right. 直走。在你右手边。 It's next to the restaurant. 紧挨餐厅。 Excuse me. How can I get to the post office? 不好意思。请问怎么去邮局？ Go straight and turn left at the first crossroads. 直走，在第一个十字路口左转。It's between the bookshop and the grocery. 它在书店和杂货店之间。Lesson 1 第一课 A Look, Listen and repeat. 看，听并重复。 restaurant 餐馆 post office 邮局 bank 银行 grocery 食品杂货店 across from 对面 next to 紧邻 between 在……之间 Yaoyao's aunt comes to vist her family. 瑶瑶的阿姨来她家做客。

Yaoyao is showing her around the neighbourhood. 瑶瑶带着她参观街坊。"Look, this is a post office. Our school is next to it." “看，这有一间邮局。我们学校在它旁边。” "Oh, I see. What's that?" "哦，我看到啦。那是什么？” "That's a restaurant. We can eat Beijing duck there. “那是一家餐厅。我们可以在那吃北京烤鸭。" We often have a grocery in the neibourhood. 我们小区还有一间杂货店。 It's across from the park. 就在公园对面。 Mum often buys fruit and vegetables there." 妈妈总在那买水果和蔬菜。” "I want to buy some gifts. Is there a supermarket here?" “我想买一些礼物。这有超市吗？” "Yes, of course. It is between the bank and the park." “当然。就在银行和公园中间。” B Look and say. 看和说。 Where is the bank?银行在哪里 It's between the supermarket and Sunday Park.在超市和周日公园中间。 Lesson 2 第二课 A Look, listen and repeat. 看，听并重复。 turn left 向左转 go straight 直行

学电脑必懂的53个英文单词和缩写

学电脑必懂的53个英文单词和缩写（我不信你都认识） 潜龙飞天发表于2010年06月28日 09:36 阅读(1) 评论(0) 分类：个人日记 举报 PC：个人计算机Personal Computer ·CPU：中央处理器Central Processing Unit ·CPU Fan：中央处理器的“散热器”(Fan) ·MB：主机板MotherBoard ·RAM：内存Random Access Memory，以PC-代号划分规格，如PC-133，PC-1066，PC-2700 ·HDD：硬盘Hard Disk Drive ·FDD：软盘Floopy Disk Drive ·CD-ROM：光驱Compact Disk Read Only Memory ·DVD-ROM：DVD光驱Digital Versatile Disk Read Only Memory ·CD-RW：刻录机Compact Disk ReWriter ·VGA：显示卡(显示卡正式用语应为Display Card) ·AUD：声卡(声卡正式用语应为Sound Card) ·LAN：网卡(网卡正式用语应为Network Card) ·MODM：数据卡或调制解调器Modem ·HUB：集线器

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使用电脑必懂的53个英文单词和缩写 ·PC：个人计算机Personal Computer ·CPU：中央处理器Central Processing Unit ·CPU Fan：中央处理器的“散热器”(Fan) ·MB：主机板MotherBoard ·RAM：内存Random Access Memory，以PC-代号划分规格，如PC-133，PC-1066，PC-2700 ·HDD：硬盘Hard Disk Drive ·FDD：软盘Floopy Disk Drive ·CD-ROM：光驱Compact Disk Read Only Memory ·DVD-ROM：DVD光驱Digital Versatile Disk Read Only Memory ·CD-RW：刻录机Compact Disk ReWriter ·VGA：显示卡(显示卡正式用语应为Display Card) ·AUD：声卡(声卡正式用语应为Sound Card) ·LAN：网卡(网卡正式用语应为Network Card) ·MODM：数据卡或调制解调器Modem ·HUB：集线器 ·WebCam：网络摄影机 ·Capture：影音采集卡 ·Case：机箱 ·Power：电源

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人教版新起点英语二年级下册知识点归纳 Unit 1 Playtime （游戏时间 ） play 玩耍 football 足球 play football 踢足球 fly 飞;放飞 kite 风筝 fly a kite 放风筝 ride 骑 bike 自行车 ride a bike 骑自行车 make 制作 model 模型 plane 飞机 make a model plane 制作飞机模型 swim 游泳 snowman 雪人 make a snowman 堆雪人 can 能;会 can not=can ’t 不能;不会 can 的句型 ① I can play football. 我会踢足球。 （can 后接动词原形） ②否定句：can 后加not ： I can ’t play football. 我不会踢足球。 一般疑问句： 把can 提前，并大写，I 变You ，别忘记。 Can you play football?你会踢足球吗?

句子： 1.Can you swim?你会游泳吗? 2.Can you play football?你会踢足球吗? 3.Can you fly a kite?你会放风筝吗? 4.Can you ride a bike?你会骑自行车吗? 5.Can you make a model plane? 你会制作飞机模型吗? 6.Can you make a snowman?你会堆雪人吗? 7.Sorry，I can’t.对不起，我不会。 Unit 2 Weather （天气） rainy下雨的 cloudy多云的 snowy下雪的 windy刮风的 sunny晴朗的 umbrella雨伞weather天气 wow哇 lets=let us让我们相关句型： 1.It’s rainy/cloudy/windy/sunny/snowy..... (it指代天气)。 天气是下雨的/多云的/刮风的/晴朗的/下雪的..... 2.Let’s后接动词原形： Let’s play football. 让我们去踢足球。

计算机组装必懂的53个英文单词和缩写

计算机组装必懂的53个英文单词和缩写 PC：个人计算机Personal Computer CPU：中央处理器Central Processing Unit CPU Fan：中央处理器的“散热器”(Fan) MB：主机板MotherBoard RAM：内存Random Access Memory，以PC-代号划分规格，如PC-133，PC-1066，PC-2700 HDD：硬盘Hard Disk Drive FDD：软盘Floopy Disk Drive CD-ROM：光驱Compact Disk Read Only Memory DVD-ROM：DVD光驱Digital Versatile Disk Read Only Memory CD-RW：刻录机Compact Disk ReWriter VGA：显示卡(显示卡正式用语应为Display Card) AUD：声卡(声卡正式用语应为Sound Card) LAN：网卡(网卡正式用语应为Network Card) MODM：数据卡或调制解调器Modem HUB：集线器 WebCam：网络摄影机 Capture：影音采集卡 Case：机箱 Power：电源 Moniter：屏幕，CRT为显像管屏幕，LCD为液晶屏幕

USB：通用串行总线Universal Serial Bus，用来连接外围装置IEEE1394：新的高速序列总线规格Institute of Electrical and Electronic Engineers Mouse：鼠标，常见接口规格为PS/2与USB KB：键盘，常见接口规格为PS/2与USB Speaker：喇叭 Printer：打印机 Scanner：扫描仪 UPS：不断电系统 IDE：指IDE接口规格Integrated Device Electronics，IDE接口装置泛指采用IDE接口的各种设备 SCSI：指SCSI接口规格Small Computer System Interface，SCSI 接口装置泛指采用SCSI接口的各种设备 GHz：(中央处理器运算速度达)Gega赫兹/每秒 FSB：指“前端总线(Front Side Bus)”频率，以MHz为单位 ATA：指硬盘传输速率AT Attachment，ATA-133表示传输速率为133MB/sec AGP：显示总线Accelerated Graphics Port，以2X，4X，8X表示传输频宽模式 PCI：外围装置连接端口Peripheral Component Interconnect ATX：指目前电源供应器的规格，也指主机板标准大小尺寸BIOS：硬件(输入/输出)基本设置程序Basic Input Output System

全册教案新起点小学英语一年级上册2

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一、教材编写指导思想 1．注重素质教育，关注情感发展 教材面向全体学生，注重帮助学生建立学习的成就感和自信心，使他们在学习过程中发展语言运用能力，提高人文素养，增强实践能力，培养创新精神，力求做到有利于儿童身心的可持续发展和终身学习能力的形成。 2．双向式交流，跨文化交流 双向即相互了解文化的学习品质。即强调学生能通过学习了解外国的文化，同时也能用简单的英语与外国人交流传递有关中国的信息。3．以语言为媒介，融合各学科的知识 强调科学之间的整合，强调信息技术的应用。即用英语获取更多的指示，本教材渗透社会道德教育，学科甲鱼，多元智能教育，审美教育等方面内容。并考虑了各年龄的孩子的心理特点。 4．发展学习策略，培养自主学习能力 从学习者的角度讲，基础教育最重要的任务是学会学习。发展学习策略，培养自主学习能力是素质教育的一个重要组成部分。本教材贯穿了学会学习的思想，在学生用书的设计上，特别安排了学习策略的内容。课程教材设计者力求用生动，简单，通俗易懂的方式把学习策略介绍给各年级的孩子，养好他们的良好学习习惯。 二、教学目的 本教材的教学目标是激发学生学习兴趣，培养他们英语学习的积极态度，使他们建立初步学习英语的自信心，培养学生的语感，良好的语言，语调并初步打下良好的书写基础。

三、教学内容目标 听，做： 1．能根据听到的词语识别获指认图片或实物。 2．能听懂课堂指令并做出反应。 3．能根据指令做事情。如：画图，涂色，做动作，做手工等。4．能在图片和动作的提示下庭栋小故事，并做出反应。 说，唱： 1．能听录音，并进行模仿。 2．能根据图片或实物说出单词。 3．能根据表演猜意思，说词语。 4．能根据情景说出最基本的话语，如：相互问候，询问姓名，年龄，询问颜色。 5．能说出，唱出教材第一层次中心歌谣和歌曲。 玩，演 1．能在教师指导下用英语做游戏，并用简单英语进行交流。2．表演歌谣和歌曲。 3．根据故事情节进行角色表演。 四、教法建议 （一）单词教学 1．利用实物或教学挂图，引导学生从视觉上感知所学单词 2．反复听歌谣或歌曲，引导学生从听觉上感知所学单词。 3 在看图听音的基础上，教师引导学生作出反应（TPR活动）。 如：bird,做“飞”的动作，“apple"学生举起相应的实物，图