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2017年GMAT作文范文及解析
閱讀別人寫的好的作文并不是為了抄襲，而是給自己寫作文提供多一點(diǎn)思路。下面是小編整理的2017年GMAT作文范文及解析，希望對(duì)大家有用，更多消息請(qǐng)關(guān)注應(yīng)屆畢業(yè)生網(wǎng)。
GMAT作文范文及解析：修建多層停車場(chǎng)
The following is from an editorial that appeared in a River City newspaper.
“The Clio Development Group wants to build a multilevel parking garage on Dock Street in River City, but the plan should not be approved. Most of the buildings on the block would then have to be demolished. Because these buildings were erected decades ago, they have historic significance and must therefore be preserved as economic assets in the effort to revitalize a restored riverfront area. Recall how Lakesburg has benefited from business increases in its historic downtown center. Moreover, there is plenty of vacant land for a parking lot elsewhere in River City.”
給River城的報(bào)紙的編輯的一封信：
Clio發(fā)展商不應(yīng)該被允許在Dock街修建多層停車場(chǎng)，因?yàn)檫@個(gè)街區(qū)的大多數(shù)建筑將被摧毀。因?yàn)檫@些建筑是幾十年前修建的，他們具有歷史意義，因此應(yīng)該在復(fù)興沿河區(qū)域的努力中被保留做經(jīng)濟(jì)資產(chǎn)�；貞浺幌卵睾貐^(qū)通過(guò)他們的有歷史的中心街區(qū)的商業(yè)增長(zhǎng)得到了多少好處。而且，River城的其他地方有足夠多空地可以修停車場(chǎng)。
文章反對(duì)摧毀古建筑來(lái)修建停車場(chǎng)。
所以你應(yīng)該說(shuō)那些建筑沒(méi)有什么歷史意義，不一定會(huì)帶來(lái)商業(yè)增長(zhǎng)。RIVER城其它地方并沒(méi)有空地，就只有DOCK街需要停車場(chǎng)其它地方遠(yuǎn)水解不了近渴，我們還可以通過(guò)其它方法避免摧毀建筑而又可以在DOCK街修建多層停車場(chǎng)
GMAT作文范文及解析：銷售降低的原因
The following appeared in a memorandum from the development director of the Largo Piano Company.
“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers, since they would be associated with the prestigious Largo name.”
1， The increase of revenue may just coincided with the sale of inexpensive digital pianos, while the two actually had no causal realationship.
2， The strategy used in other companys may not be suit for the Largo Piano.
3， The expected instant acceptance with customers may not be the case. As the fact the author cited, the revenue of the Largo Piano have declined during the past five years, it may no longer own the prestige.
1， 銷售降低的原因?——排除他因。
2， 錯(cuò)誤類比
3， 是否會(huì)得到持續(xù)接受?銷售連續(xù)下降也許已經(jīng)說(shuō)明show聲譽(yù)的下降。
1， A公司銷售額上升的真實(shí)原因是否由于數(shù)字鋼琴生產(chǎn)線的引入
2， 適用于A公司的不一定適用于L公司
3， 價(jià)格的變化將帶來(lái)產(chǎn)品市場(chǎng)定位的變化，可能會(huì)損壞品牌形象
GMAT作文范文及解析：公司激勵(lì)機(jī)制
The following appeared in a memorandum from the director of research and development at Ready-to-Ware, a software engineering firm.
“The package of benefits and incentives that Ready-to-Ware offers to professional staff is too costly. Our quarterly profits have declined since the package was introduced two years ago, at the time of our incorporation. Moreover, the package had little positive effect, as we have had only marginal success in recruiting and training high-quality professional staff. To become more profitable again, Ready-to-Ware should, therefore, offer the reduced benefits package that was in place two years ago and use the savings to fund our current research and development initiatives.”
一家軟件工程公司，Ready-to-Ware的研發(fā)經(jīng)理的備忘錄：
RW給專業(yè)人員的利益和激勵(lì)機(jī)制太昂貴了。自從兩年前我們組成公司時(shí)機(jī)制引入，我們的利潤(rùn)下降了1/4，而且，這個(gè)機(jī)制基本上沒(méi)有效果，因?yàn)槲覀冊(cè)谡心己陀?xùn)練高水平專業(yè)人員方面只獲得邊際(marginal?)成功。為了再次得到更多的利潤(rùn)，RW應(yīng)該提供兩年前使用的較低的激勵(lì)機(jī)制，并把節(jié)余用于研發(fā)的開(kāi)展。
1， The causal relationship between the benefit package given to the professional staff and the decline of the profit is not guaranteed by the coincidence that the latter occured just after the latter. Other factors that may contribute to the decline in the profit should also be considered and ruled out.
2， Research and development is a time-consuming process. Two years is not a long enough period to see the result and positive effects.
3， Even if the package is really too high and caused the declne of profit, it is still imprudent to say that the reduced benefits package that was in place two years ago will definitely work.
1. 同時(shí)發(fā)生并不代表因果，忽略他因
2. 沒(méi)有提供信息，不知道如果不提供這些會(huì)不會(huì)得到成功培訓(xùn)
3. 即使是省下錢，也不知是否科研，因?yàn)榭赡芤驗(yàn)槠渌驅(qū)е碌睦麧?rùn)下降。
In this memorandum the director of research and development of Ready-to-Ware recommends reducing the benefits package offered to employees as a means of increasing profits and funding current research and development initiatives. The director’s line of reasoning is that quarterly profits have declined because of the current benefits package and can be increased by reducing it. Moreover, the director argues that the benefits package had little effect in recruiting and training high-quality employees. The director’s argument is questionable for several reasons.
To begin with, the director’s reasoning is a classic instance of “after this, therefore because of this” reasoning. The only evidence put forward to support the claim that the introduction of the benefits package is responsible for the decline in quarterly profits is that the profits declined after the package was introduced. However, this evidence is insufficient to establish the causal claim in question. Many other factors could bring about the same result. For example, the company may have failed to keep pace with competitors in introducing new products or may have failed to satisfy its customers by providing adequate support services. Until these and other possible factors are ruled out, it is premature to conclude that the introduction of the benefits package was the cause of the decline in profits.
Next, the director assumes that the benefits package currently offered is responsible for the marginal success Ready-to-Ware has experienced in recruiting and training new high-quality professionals. However, no evidence is offered to support this allegation. Other reasons for Ready-to-Ware’s failure to attract high-quality professionals are not considered. For example, perhaps Ready-to-Ware is not a cutting edge company or is not regarded as a leader in its field. Until these and other possible explanations of the company’s marginal success at recruiting and training employees are examined and eliminated it is folly to conclude that the benefits package provided to the professional staff is responsible.
In conclusion, the director has failed to provide convincing reasons for reducing the benefits package Ready-to-Ware currently offers its professional staff. To further support the recommendation the director would have to examine and eliminate other possible reasons for the decline in Ready-to-Ware’s quarterly profits and for its lack of success in attracting high-quality professionals.
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