商务英语阅读-试卷

2014-2015学年第二学期

商务英语阅读课程试卷〔A〕

一、商务术语英译汉（每题1分，共10分）1. housing and land tax 2. agent-service

3. business tax

4. income tax

5. amount deposited

6. capital market

7. economic stimulus 8. export contract

9. foreign currency earnings 10. amount receivable

二、商务术语汉译英（每题1分，共10分）

1. 承租人

2. 资产

3. 本地银行

4. 出租人

5. 损失

6. 抵押

7. 萧条

8. 信用第一

9. 公平交易10. 首次公开发行

三、商务术语定义匹配（每题1分，共20分）

Part one Match the terms in column A with the definitions in column B:

A______________________ B________________________________________

1)market share A) A group of advisors, originally to a political candidate,

for their expertise in particular fields,

but now to any

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decision makers,

whether or not in

politics.

2)cash drain B) The rate of new product development, which is

getting faster with more severe competition and faster

technological advancement.

3)shareholder wealth C) Percentage or proportion of the total available

market or market segment that a product or

company takes.

4)net worth D) A group of executives employed to manage a

project, department, or company with their

particular expertise or skills.

5)management team E) A person, project, business or company that

continues to consume large amounts of cash with

no end in sight.

6)brain trust F) A person or firm that invests in a business

venture, providing capital for start-up or

expansion, and expecting a higher rate of return

than that for traditional investments.

7)balance sheet G) The wealth shareholders get to accrue from their

ownership of shares in a firm, which can be

increased by raising either share prices or

dividend payments.

8)captains of industry H) A financial statement that summarizes a

company's assets, liabilities and shareholders'

equity at a specific point in time.

9)Venture capitalist I) Total assets minus total liabilities, an important

determinant of the value of a company, primarily

composed of all the money that has been invested

and the retained earnings for the duration of its

operation.

10)product cycle L) A business leader who is especially successful

and powerful and whose means of amassing a

personal fortune contributes substantially to the

country in some way.

Part two Match the terms in column A with the explanations in column B:

A B

1) bondholder a) A measure of a company's financial health,which

equals cash receipts minus

cash payments over a

given period of time.

2) creditor b) A financial asset whose value has fallen

significantly and which fails generate cashflow

and is worth much less than expected.

3) dealership c) An entity (person or institution) that extends

credit by giving another entity

permission to

borrow money if it is paid back at a

later date.

4) health-care expenses d) A unit specially organized to work on a single

defined task

5) manufacturing capacity e) A business company that is owned or controlled

by another larger company 6) net cash flow f) A person owning a bond or bonds issued by a

government or a public

company

7) bad asset g) Money used for the preservation of mental and

physical health by

preventing or treating

illness

through services offered by

the health

profession

8) hot products h) Volume of products or services that can be

generated by a production

plant or enterprise in

a given period by using

current resources.

9) subsidiary# i) A business established or operated under an

authorization to sell or

distribute a company’s

goods or service in a

particular area

10) task force j) Products that are extremely populous among

consumers and normally sell

like hot cakes in

the market.

四、综合阅读理解（每题2分，共40分）

Part one

In a speech to Morgan Stanley’s staff during the market turmoil of 2008, John Mack, the firm’s street-fighting boss, wondered aloud: “How do you get through chaos?” Wall Street’s most blue-blooded firm survived, bloodied, with government help and some timely investments from Asia. The question facing Mr Mack’s successor as chief executive, James Gorman (pictured), an urbane Australian, is equally vexing: how should the 75-year-old firm be reshaped so that it can prosper in a post-crisis world?

The answer lies partly in undoing much of the firm’s pre-crisis expansion under Mr Mack into mortgages and other risky, leveraged assets. The balance-sheet has shrunk by about 20%. Proprietary-trading desks have been closed or are being spun off, as are hedge funds. A push into more stable, and capital-light, wealth management and retail brokerage was made through the opportunistic purchase of 51% of Smith Barney from Citigroup. New people have been brought in to run the firm’s key divisions.

It is the biggest voluntary overhaul of any big American financial firm since 2008 (Citi was forced by regulators to restructure). It sets Morgan Stanley in contrast with its archrival, Goldman Sachs, which doesn’t seem keen to change at all.

Executives insist that this does not presage a new Morgan Stanley but merely a rebalancing towards less volatile, client-facing businesses, many of which, such as merger advice and securities underwriting, were the firm’s bread and butter before it contracted Goldman-envy. The firm has ‘cut off’ the bits that made aggressive bets with its own capital, says Mr Gorman. Suspect units included a sin gle mortgage desk that lost $9.6 billion. His mantra is ‘originate, distribute and manage capital’, not punt your own.

The ride is proving bumpy. After a good first half of the year, the firm made profits of only $313m from continuing operations in the third quarter, down from almost $1 billion a year earlier. Particularly disappointing was the institutional-securities (i.e., investment banking and trading) division, the engine of the group. Its revenues slumped to their lowest since early 2009. An insider jokes that Morgan’s underperformance relative to Goldman is a public-relations ploy to ensure that the firm remains more popular than its rival. “With the lion’s share of the business being restructured, and new faces at the top, the outlook is unusually u ncertain,” says Michael Mayo, an analyst at CLSA, a broker.

The firm is in a strong position in retail brokerage. The Smith Barney deal catapulted it to the top spot, with 18,000 brokers and $1.6 trillion in client assets. In a business where scale is important, only two competitors come close: Bank of America/Merrill Lynch and Wells Fargo. “We’re the prettiest girl at the dance,” boasts Mr Gorman. Morgan Stanley Smith Barney (MSSB) not only provides a huge distribution platform—for instance, the firm recently led a stock offering for General Motors—but is also a useful source of deposits.

The division has not been without problems. A lot of leading performers left after the merger, though the rate of departures has since fallen. Fear of losing more talent h as kept the brokers’ compensation ratio at 60%, and the firm’s overall ratio at an uncomfortably high 54%, well above Goldman’s. But there is a lot of money to be made if the firm can make its brand as trusted on Main Street as on Wall Street.

Morgan Stanl ey’s reputation among blue-chip companies has remained strong, despite its near-death experience and earlier turmoil, such as the controversial merger with Dean Witter in 1997 and subsequent palace coup in 2005. Morgan heads the global league table for announced mergers and acquisitions this year and is in the top two in equities. It is popular with governments looking to sell shares: recent deals it jointly led include Petrobras and Agricultural Bank of China, as well as GM. “It would take a nuclear weapon to sink a brand as strong as theirs in traditional investment banking,” says a senior executive at a rival firm.

Morgan Stanley is, by contrast, an also-ran in fixed income, a crucial area these days that includes credit, commodities and rates. With 6% of the market, it is less than half the size of the biggest “flow monster”, Goldman. That matters not least because, as Morgan Stanley’s own analysts point out, the bigger you are in fixed income, the less volatile your returns. The firm is trying to push its share to 8% but Colm Kelleher, who runs sales and trading, acknowledges the scale of the task: “You don’t go from where we are now to being a top three counterparty in a quarter or two.”

In asset management, the smallest of the firm’s three main business es, it will take years to reach its goal of becoming an ‘industry leader’, even if all goes to plan. With $273 billion of client money Morgan is a minnow—its eight largest rivals all manage more than $1 trillion. Long run as a collection of silos, asset management has scraped a profit in just two of the past 11 quarters. To jump-start the division, Mr Gorman has hired Greg Fleming, a former president of Merrill Lynch, whose past achievements include helping to sell his old firm to Bank of America for far more than anyone else would have paid.

Mr Gorman himself is a breath of fresh air. Mr Mack was the investment banker’s investment banker: a charismatic former bond salesman driven by instinct as well as analysis. By comparison, his successor, a former consul tant known for his strategic flair, is ‘positively Cartesian’, as a colleague puts it (though sufficiently down-to-earth to be taking boxing lessons). “If John was our wartime leader, James is our peacetime builder,” says Mr Kelleher. Some worry that Mr Mack, now chairman, will meddle, creating tension at the top. He and Mr Gorman profess to get on well, however. There are no signs that Mr Mack, who now spends most of his time with clients, is interfering with strategy.

He may have more to say if the share price does not liven up over the next year or so. The firm trades at 20% below its book value, compared with 25% above for Goldman. Analysts want to see clear financial targets. But Mr Gorman will only commit himself to a goal of a ‘high-teens’ return on e quity ‘in normal markets’. The target of a 20% pre-tax margin at MSSB by 2012 has been quietly dropped.

Another worry is that the increased emphasis on the retail business will, over time, sap the cachet of the more venerable institutional business. “If (i nvestment banking) is no longer your

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one big thing, it can become harder to attract the best people. And it can be insidious, like diabetes,” says a former senior Morgan Stanley man. The firm also needs to work harder to keep big clients sweet. Some have c omplained that it is ‘extremely complicated to do business with’, admits Mr Gorman. To fix that, he has hired a batch of experienced relationship managers, including Merrill Lynch’s Kevin Dunleavy, who has an enviable list of hedge-fund contacts.

The problems have at least been identified. Insiders talk of a new-found scrappiness: ‘a determination that the firm be more than just a survivor,’ as Ted Pick, co-head of equities, puts it. The CEO is leading from the front when it comes to wooing clients: he has met more than 400 since taking over in January.

And when it comes to managing risk and allocating capital according to risk-adjusted returns, not crude revenues, lessons appear to have been learned. After reeling off numerous initiatives in these areas, Mr Kelleher suggests that the recent crisis will prove to be for Morgan Stanley what the 1994 bond market blow-up was for Goldman: an event so traumatic that it leads to a permanently increased attunement to risk.

“In the future we’ll show more discipline in defining the sandboxes we play in,” says Mr Gorman. If he keeps to that promise, the firm that was founded during the Great Depression through a spin-off from JP Morgan might one day look back on the Great Recession as a time of rebirth, not just pain.

1）What does James Gorman ,the new chief exetutive, try to do to reshape Morgan Stanley after the crisis? ________

A. Try to get government help and some timely investments from Asia.

B. Try to undo much of the firm’s pre-crisis expansion.

C. Fire more people to control costs.

D. Make more mergers and acquisitions in the world market.

2）Who is Morgan Stanley’s main rival?

A. Smith Barney

B. CLSA

C. Agricultural Bank of China

D. Goldman Sachs

3）Which of the following statement about the Smith Barney deal is true? ________

A. After a good first half of the year, the firm made profits of only $313m, down from almost $1 billion a year earlier.

B. The deal made no difference to the troubled situation.

C. It made Morgan Stanley a superior position in retail brokerage.

D. It was particularly disappointing because its revenues slumped to the lowest since early 2009.

4）What is not the problem in Morgan Stanley Smith Barney (MSSB) according to the passage ?__________

A. There is a lot of money to be made.

B. A lot of leading performers left after the merger.

C. T he brokers’ compensation ratio was too high.

D. There was a fear of losing more talent.

5）What does the sentence “It would take a nuclear weapon to sink a brand as strong as theirs in traditional investment banking.” suggest? _________

A. Morgan Stanley is popular with governments looking to sell shares.

B. Morgan Stanley’s near-death experience and earlier turmoil are controversial.

C. Morgan Stanley has been infamous since the turmoil.

D. Morgan Stanley’s reputation has remained strong.

6）Is it easy for Morgan Stanley to change the situation from an also-ran to a victor in fixed income? _________

A. Sure it is.

B. It still needs a long way to go.

C. It’s hard to say.

D .It’s a big problem.

7）What do you know about John Mack, Morgan Stanley’s former chief executive? _______

A. He is a great bond salesman .

B. He is known for his strategic flair.

C. He is a wartime leader.

D. He is a peacetime builder.

8）Which figure is roughly fit to Mr Gorman’s goal on equity in normal markets? ________

A. 20%

B. 25%

C. 18%

D. 12%

9）What effort has Mr Gorman make to regain Morgan Stanley’s venerable institutional business? ________

A. He has increased emphasis on the retail business.

B. He has hired a batch of experienced relationship managers.

C. He has worked harder to keep big clients sweet.

D. He has won a list of hedge-fund contacts.

10）What does Morgan Stanley plan do in the future according to Mr Gorman? _______

A. It will show more discipline in its business dealings.

B. It will define more clearly the sandboxes it plays in.

C. It will go through a spin-off from J.P. Morgan.

D .It will look back on the Great Recession from time to time.

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8、A person with the blood type AB can any type of blood. A、apply B、recognize C、receive D、absorb 9、In a second-hand bookshop ,Billy came across a book which he thought was certainly a edition. A、rare B、scarce C、seldom D、hardly 10、The red color can stimulate all our ,including appetite. A、thoughts B、worries C、senses D、desires 11、While I was waiting for her ,I killed time looking in the show windows. A、by B、with C、in D、over 12、Mrs.London has that she is unable to get a job. A、such small education B 、so little education C、a such little education D、a so small education 13、I come yesterday ,but I could not. A、was to have B、must C、ought D、have to 14、He treats it a request for information. A、for B、as C、like D、by 15、They promised each other when they went to work. A、get in touch with B、getting in touch with C、to get in touch with D、to get touch with 16、She was too shy to speak . A、in public B、in the public C、in a public D、at public 17、I often thought of my childhood, I lived on a farm. A、when B、which C、where D、who 18、I don’t like this hat.Please show me . A、another B、the other C、others D 、both 19、They shopping,when someone knocked at the door. A、are about to B、are to go C、were about to go D、were to go 20、He gained his by printing of famous writers. A、wealth; work B、wealthy ; works C、wealthy; work D、wealth;works III.The following example from the short space select the right answer Nobody wants to be 21 .Unfortunately our bodies can 22 problems.When we aren’t 23 ,our bodies tell us .Sometimes a part of our bodies hurts. When a part of our bodies 24 ,we say we have aches and pains. We can have aches and pains in 25 parts of the body. We call some simple 26 proplems“aches”.For example, we can have a headache,a toothache,an earache,a backache or a stomachache.Other simple problems are not 27 aches,so we describe them in different ways. For example,we can 28 a sore throat,a sore leg ,a sore toe. “Pain”is another word that we use to 29 a problem.We can have a pain in the chest, a pain in the shoulder or a pain 30 the back.A pain is strong. Also, a pain hurts in a specific place. When aches and pains aren’t too31 ,we can buy medicine in the drugstore . Usually small aches go away 32 .When pain is more serious ,we 33 to visit the doctor(or the dentist).The doctor asks us what our 34 are.The doctor may have to do tests or take Xrays to 35 what is wrong .Then he or she will tell us what to do. 21、A、sleep B、bad C、cold D、sick

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