商务英语高级模拟试题(3)

商务英语高级模拟试题（3）(1~8/共8题)READINGPART ONEAIn terms of efficiency, not size, the advertising industry is only now starting to grow out of its century-long infancy, which might be called "the Wanamaker era" . It was John Wanamaker, a devoutly Christian merchant from Philadelphia, who in the 1870s not only invented department stores and price tags(to eliminate haggling, since everybody should be equal before God and price), but also became the first modern advertiser when he bought space in newspapers to promote his stores. He went about it in a Christian way, neither advertising on Sundays nor fibbing(thus minting the concept of "truth in advertising" ).BThe website is readily available to any consumer with a computer, and in this day and age, includes the majority of consumers throughout the world. There are no additional costs in reaching the expanded global markets. Since the Internet advertising extends to the global audience anytime, the chances of potential customers are more and hence the profit margin is also on the higher side. The bottom line is that the advantages of Internet advertising is much more than that of its traditional print forerunner, in lessened costs, availability, expanded consumer markets, and largely in the overall profit margin.CThe best way to distinguish between advertising and marketing is to think of marketing as a pie, inside that pie you have slices of advertising, market research, media planning, public relations, product pricing, distribution, customer support, sales strategy, and community involvement. Advertising only equals one piece of the pie in the strategy. All of these elements must not only work independently but also work together towards the bigger goal. Marketing is a process that takes time and can involve hours of research for a marketing plan to be effective. Think of marketing as everything that an organisation does to facilitate an exchange between the company and consumers.DThe advantages of print media enable you to send in the copy and have it displayed on the section you want within a few days. If it is a classified ad, this can be just 48 hours. The beauty of print media advertising is that you can be as creative as you wish, as long as you follow the guidelines set out by the newspaper. This will usually exclude nudity and strong sexual references in the copy and publishers will usually adhere to advertising standards legislation.EYou write ads, based on relevant keywords for your business—these are displayed on search results pages and websites within that network. If someone types in a keyword/phrase relevant to your business and that matches your advert criteria, your ad will then show on the page. If someone clicks on your ad, you will be charged a fee based on the cost per click value you set for that advert. Therefore, it is important to make the advert clear, so to avoid wasted clicks from people who misunderstood your message.第1题In pay per click, the advertisers pay their host only when their ad is clicked.第2题Advertising is certainly part of marketing.第3题The traditional print advertising is more expensive and less reachable than internet advertising.第4题Print media will still have a strong foothold amongst readers.第5题Advertising online is not limited by geography or time.第6题Wanamaker refused to advertise on Sundays because he was a practicing Christian.第7题You should make your advert precise to avoid extra money cost.第8题The pricing of products will have a direct effect on your business.下一题(9~14/共6题)PART TWOProtecting the corporate memoryMany companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage. Many staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts?First, they need to recognise the problem. A downturn in the economy exposes many companies´lack of commitment to understanding and using their people´s knowledge. When companies feel they´re in a crisis, it is one of the things that goes by the board. Unless, that is, they´ve made it a routine or suffered because of losing knowledge in the past.Next, any attempt to stop knowledge walking out of the door must be handled sensitively.1 Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security.Strong incentives are needed to coax people into divulging their expertise when being dismissed. 2 At first sight, this might seem excessive, but the disadvantages should be weighed against the benefits.Of course, not all knowledge can be captured by the organisation and turned into a process.3 To find out who these ´knowledge hotspots´ are, companies need to question their staff and analyse their social networks. Companies shouldn´t ask employees what they know, but who they would ask if they wanted to know about different subjects.4 And, more importantly, the process reveals the others who always know somebody who knows.The latter can be high on the list for redundancy because managers are unsure what they do, or because they appear to be weak performers. 5 People like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to be star performers.If those at the centre of knowledge networks come to be seen as the most valuable people, those who keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. 6 In such companies, the incentive to share knowledge should be even greater when jobs are under threat.For some companies, it may be too late to salvage important knowledge. Building a culture where knowledge is understood, valued and shared can take a long time. Now may be the timeto prepare for the next downturn.A. Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B. This approach enables them to identify those with a limited number of network relationships.C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D. This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a ´knowledge mapping´ exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H. When companies feel they´re in a crisis, it is one of the things that goes by the board.第9题第10题第11题第12题第13题第14题上一题下一题(15~20/共6题)PART THREESomewhere today, a group of staff from General Motors will meet as part of the ´Go-Fast´programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the ´big picture´.The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GM´s market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers´ change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible.The shareholders´ support of GM´s strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GM´s numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable.In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have.The results of the scheme so far give rise to cautious optimism. No aspect of GM´s work can hide from scrutiny, and initial fears of a lack of ´joined-up thinking´about the impact of one change on other areas soon dissipated, as the ´leadership panels´ responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM´s mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company´s core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didn´t suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.第15题What point is made in the first paragraph about GM´s ´Go-Fast´ programme?A.The intention behind it is to increase GM´s market share.B.Suggestions need to be agreed by senior managers.C.All areas of business are examined for possible improvements.D.Senior managers are excluded from the initial discussions.第16题In the second paragraph, the writer regards it as positive thatA.the programme allows improvements to come from within.B.certain senior managers have left the company and been replaced.C.the consultants developed the ideas on the basis of company proposals.D.investors´ continued confidence in the company has been justified.第17题In the third paragraph, the writer claims that the ´Go-Fast´ process is successful because ofA.the company´s alliances with many business partners.B.the method of implementing changes.C.the positive attitude of investors.D.the exchange of management thinking with other companies.第18题When starting to set up the programme, the consultants expected thatA.the size of the company might make it difficult to introduce changes.B.senior managers might be unwilling to change their work style.C.it might be difficult to change the company culture.D.some of the workforce might resist the changes.第19题What concern is expressed in the last paragraph about the ´Go-Fast´ programme?A.It may not save enough to meet the company´s financial demands.B.Management is being distracted from the company´s core activities.C.It has led the company to make unwise strategic decisions.D.The company is focusing on changes in the wrong areas.第20题What would be the best title for the article?A.Improving internal and external communicationsB.Choosing the most suitable consultantsC.Making a company more adaptableD.Changing a company´s management structure PART FOUR上一题下一题(21~30/共10题)PART FOURThe Internet can make the news more democratic, giving the public a chance to ask questions and seek out facts behind stories and candidates, according to the head of the largest U.S. online services."But the greatest 1 for public participation is still in the future, " Steven Case, Chairman of American Online, told a recent meeting on Journalism and. the Internet sponsored by the Freedom Forum. 2 , some other experts often say the new technology of computers is changing the face of journalism, giving reporters 3 to more information and their readers a chance to ask questions and turn to 4 sources."You don´t have to buy a newspaper and be confined to the four corners of that paper any more, " Sam Meddis, online technology editor at USA Today, 5 about the variety of information available to computer users.But the experts noted the easy access to the Internet also 6 anyone can post information for others to see. "Anyone can say anything they want, 7 it´s right or wrong, " said Case. Readers have to determine for themselves whom to trust. "ln a world of almost infinite voices, respected journalists and respected brand names will probably become more important, not 8 , " Case said.The Internet today is about 9 radio was 80 years ago, or television 50 years ago, or cable25 years ago, he said. But it is 10 rapidly because it provides people fast access to news anda chance to comment on it.第21题A.promisingB.potentialC.possibilityD.opportunity第22题A.OtherwiseB.HoweverC.ThereforeD.Although第23题A.accessB.timeC.opportunityD.space第24题A.otherB.differentC.definiteD.similar第25题A.observedB.criticizedC.discussedD.told第26题A.meansB.emphasizesC.conveysD.explains第27题A.whetherB.eitherC.ifD.provided第28题A.littleB.worseC.lessD.few第29题A.whatB.whichC.whereD.when第30题A.changingB.improvingC.goingD.growing上一题下一题(31~40/共10题)PART FIVEWhat are the specific traits 1 will assist executives to climb the ladder of success? Opinions vary widely. Given approximately equal qualifications and circumstances, some claim the success factor is largely a matter of luck—being in the right place 2 the fight time. Others speak of an almost crazy devotion to work, combined 3 a degree of ruthlessness. One "expert" maintains that it´s undoubtedly a matter of how much education your mother had.To make it big, executives must possess four basic skills:First, drive Business success takes an unusual amount ofenergy. A successful executive—almost 4 definition—is a striver. 5 will get tense when he is not striving.Second, people sense Some say being able to judge people is more important 6 a high IQ, The skill can be instinctual, 7 in most cases it is painstakingly learned.Third, communications ability. Different executives make themselves understood in different ways. Some transmit ideas best face to face; others are masters of the telephone call; still others are persuasive writers. One way 8 another, they all communicate clearly.Fourth, calm 9 pressure No businessman will get very far 10 he chokes up.第31题第32题第33题第34题第35题第36题第37题第38题第39题第40题上一题下一题(41~52/共12题)PART SIX0 Communicating in groups ensures that each person present there is hearing the00 same information at the same time. Group communication also allows people to41 interact with each other about the changes and can help people develop a sense of42 team, particularly that in a climate of adversity. Communicating in groups also has43 some disadvantages. In many organizations where there will be people who will44 not feel comfortable in talking in a group context. The more "personal" the45 effects of the change, and the more likely people will withdraw from the group46 process. A second danger of group communication is that for one or two47 particularly vocal and negative people can set the tone for the group, and then foster48 unproductive negative discussion out. While expressions of concerns about change49 are healthy, the "doom-sayer" can cause this process to become destructive. So for50 this reason, group communication needs to be managed with skill and expertise.51 Sometimes an external facilitator person is necessary. Finally, there are some issues52 that cannot be discussed within a group. For example, when in downsizing situations,it is inappropriate to announce to a group that John and Mary are losing their jobs. When changes are likely to create a high degree of upset to individuals, they must be dealtwith in private.第41题第42题第43题第44题第45题第46题第47题第48题第49题第50题第51题第52题上一题下一题(1/1)WRITINGPART-ONE第53题图片上一题下一题(1/3)PART-TWO第54题Question 3·Your department has recently been found to be loss efficient than others in the company, and your head of department wishes to make improvements. You have been asked to make a proposal concerning this.·Write your proposal for the head of department,outlining the current problems in efficiencygiving reasons for the lack of efficiencysuggesting ways of improving efficiencyexplaining the resources needed to implement these improvements·Write 200—250 words.上一题下一题(2/3)PART-TWO第55题·There has been a morale problem in your factory. You are asked to write a proposal on motivating the workers in your factory.· Write the proposal for your manager:— outlining the present morale situation,— stating the result of this problem,— proposing ways to motivate the workers.上一题下一题(3/3)PART-TWO第56题Question 2·The managing director of your company has decided to review the company´s staffing situation. You have been asked to write a report concerning this.·Write your report for the managing director, including the following information: ·a description of the company´s recruitment methods·an outline of the company´s training programme·an evaluation of the current situation·one or two recommendations for improvement.·Write 200 - 250 words.Question 3·Your department has recently been found to be less efficient than others in the company, andyour head of department wishes to make improvements. You have been asked to make a proposal concerning this.·Write your proposal for the head of department,·outlining the current problems in efficiency·giving reasons for the lack of efficiency·suggesting ways of improving efficiency·explaining the resources needed to implement these improvements.·Write 200 - 250 words.Question 4· A business college has invited your company to give a presentation to its students. Your managing director has asked you to give the presentation and to write to the college about it. ·Write a letter to the head of the college,·introducing yourself and accepting the invitation·outlining the content you propose for the presentation·explaining the benefits your presentation will have for students·detailing your practical requirements concerning the presentation.·Write 200 - 250 words.上一题下一题(57~68/共12题)LISTENINGPART 1Play00:00…VolumeThings happened to John 1 John Muskavitch，______，couldn´t attend meeting2 John left Tuesday for______to be with his ill mother．Initial acquaintance with the company 3 The company´s name is______．4 John was with his first boss______to his first regional meeting．5 The company deals with______．Impression of the regional meeting 6 People in the company are great bouch of people．kind of like a______family．7 His______were the much respected and admired．Team work in the company 8 The work they do is______．9 Whenever they have______，they are all just a phone call away．10 They speak up or tactfuly disagree at meetings，______．conferences．11 They often feel it is not easy to deal with constant change of rules and______．12 John was in the position of president due to______important people in his professional life．第57题第58题第59题第60题第61题第62题第63题第64题第65题第66题第67题第68题上一题下一题(69~78/共10题)PART 2·You will hear five people talking.·For each extract there are two tasks. For Task One, choose the areas from the list A—H. For Task Two, choose the benefits from the list A—H.·You will hear the recording twice.Play00:00…Volume第69题Task One - Problems·For questions 13-17, match the extracts with the problems, listed A-H.·For each extract, decide which problem for the company is mentioned.·Write one letter (A-H) next to the number of the extract.A The directors´experience was narrow.B Certain products went out of fashion.C There was a reliance on poor-quality supplies.D There were conflicts between directors.E Too many new products were launched at the same time.F Reasons for previous success were misunderstood.G There was a failure to understand economic trends.H Some advisors made poor recommendations...........................第70题..............................第71题..............................第72题..............................第73题...............................第74题Task Two - Responses·For questions 18--22, match the extracts with the responses, listed A-H.·For each extract, decide which response the company made to the problem.·Write one letter (A-H) next to the number of the extract.A Large severance payments were made.B New shares were issued.C A takeover bid was accepted.D Low-cost products were introduced.E A partnership abroad was formed.F One division was sold off.G Some products were rebranded.H A cost reduction programme was introduced................................第75题................................第76题。