1、剑桥商务英语高级-33 及答案解析(总分：100.00，做题时间：90 分钟)一、BREADING/B(总题数：1，分数：8.00)BPART ONE/BLook at the statements below and at the five extracts that follow.Which extract (A, B, C, D or E) does each statement (1-8) refer to?For each statement (1-8), mark one letter (A. B, C, D or E) on your Answer Sheet.You will
2、need to use some of these letters more than once.ACurrently, economic activities in China remain controlled by a government that often makes its decisions based on the unpublished rules, and when the rules are published, they are often vague and unclear to the public and overseas businesses. Appeals
3、 are made all the more difficult with no public basis for the initial decisions. The WTO requirements of transparency and justice will help the Chinese state make arbitrary decisions over business activities and economic life.BBy requiring the clear publication of quotas and tariff rates-by making t
4、hem more transparent and public-the arbitrary discretion of local officials to determine whether and at what price a local enterprise can import a foreign product that might be an important input to goods or service will be taken away. In doing so, this agreement not only promotes economic efficienc
5、y for American exporters, but also undercuts arbitrary control and promotes the ability of local entrepreneurs to freely contract with foreign importers based not on party connections but on what makes economic sense. Economic freedom and economic efficiency gain at the same time.CThe same is true f
6、or the free movement of goods. Currently, anybody who does business in China will view distribution as, at best, a headache. The Chinese government controls virtually all aspects of the movement of goods, whether goods can be imported at all, the terms under which it enters, who can bring it in, and
7、 who can distribute, sell and service it. Importing and exporting, and distribution rights are privileges granted by the Chinese government to only to a few.DChinas WTO commitments in these areas are quite significant. The agreement changes these scarcely allotted privileges into rights that will be
8、 widely available to both Chinese and foreign businesses. China has agreed that in 3 years, all individuals and entities in China will be able to import most products into any part of China, and that foreign firms will be able to set up, own and operate their own distribution and related services. I
9、t will certainly help promote and enhance the economic activities and people throughout the world would enjoy the freedom of businesses.EAgain, however, the benefits go beyond economic efficiency. Every time the multiple areas in which people must seek permission from the government for distribution
10、 or trading are reduced, the potential for a larger number of business transactions between Chinese entrepreneurs and American entrepreneurs is increased. As the weight of the government on everyday transactions becomes lighter, layers of middlemen are eliminated, and more and more Chinese salesmen,
11、 repairmen, and consumers will come into direct and daily contact with each other and with foreign companies.（分数：8.00）(1).The agreement can help us do business more smoothly and freely with the purpose of gaining more freedom and economic efficiency.（分数：1.00）填空项 1:_(2).At present, the Chinese govern
12、ment still plays a key role in economic activities, however, it will be improved as the WTO required for transparency.（分数：1.00）填空项 1:_(3).It is significant that China implements the WTO commitments.（分数：1.00）填空项 1:_(4).Chinese government still controls the business such as whether goods can be import
13、ed at all, the terms under which it enters, who can bring it in, and who can distribute, sell and service it.（分数：1.00）填空项 1:_(5).All individuals and entities in China will enjoy the freedom of doing businesses all over China, and so do the foreign companies.（分数：1.00）填空项 1:_(6).Importing and exportin
14、g, and distribution rights are granted by the Chinese government as privileges to only a few. “（分数：1.00）填空项 1:_(7).The freedom of trade greatly improves economic efficiency and consumers will benefit a lot from the direct contact with businesses at home and abroad.（分数：1.00）填空项 1:_(8).Quotas and tari
15、ff rates should be made public and transparent.（分数：1.00）填空项 1:_二、BPART TWO/B(总题数：1，分数：6.00)Read this text taken from a business magazine.Choose the best sentence to fill each of the gaps.For each gap (9-14), mark one letter (A-H) on your Answer Sheet.Do not use any letter more than once.Mary Diana w
16、as annoyed when a local laundry charged more to wash and iron her white blouses than to clean her husbands white shirts. Actually, she was more than just annoyed.U (9) /UTwenty-one of them quoted higher prices for blouses. Then she did an experiment. She cut the label out of a blouse, sewed in the l
17、abel for a mans shirt, and took the blouse to the cleaner along with three of her husbands shirts. The cleaner charged her $1.25.U (10) /UThe cleaner charged her $ 2.25. Mary feels that the cleaners pricing is unreasonable-that they have prejudice against women and charge arbitrarily higher prices.U
18、 (11) /UThe president of the Association of Launderers and Cleaners in Marys state has a different view. “The automated machine we use fits a certain range of standardized shirts.“ he said. “A lot of womens blouses have different kinds of trim, different kinds of buttons, and lots of braid work, and
19、 it all has to be hand-finished. If it involves hand-finishing, we charge higher prices.“ In other words, some cleaners charge more for doing womens blouses because the average cost is higher than the average cost for mens shirts.U (12) /UA consumer-protection specialist in the Attorney Generals off
20、ice in Marys state said that there were no federal or stare laws to regulate what the cleaners could charge.U (13) /UMany firms face the same problem of how to set prices when the costs are different to serve different customers. For example, poor, inner-city consumers often pay higher prices for fo
21、od.U (14) /USome firms dont like to charge different consumers different prices, but they also dont want to charge everyone a higher average price to cover the expense of serving high-cost customers.A Later she did the same thing, but with a blouse that had the original label.B Of course, the cost o
22、f cleaning and ironing any specific shirt may not be higher or lower than the average.C But inner-city retailers also face higher average costs for facilities, shop lifting, and insurance.D She telephoned 33 cleaners and asked each ones price to launder a nonfrills, white cotton blouse the same styl
23、e and size as a mans shirt.E Inner-city consumers enjoy better quality goods.F Mary wont take any actual measures to urge the government to pass such a law.G She said that customers who dont like a particular cleaners rates are free to visit a competitor who may charge less.H She wants her local cit
24、y government to pass an ordinance that prohibits laundry and dry cleaning businesses from discriminatory pricing based on gender.（分数：6.00）(1).（分数：1.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_三、BPART THREE/B(总题数：1，分数：6.00) Read the following article about Japanese style of management and the questi
25、ons. For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.Time clocks are banned from the premises. Managers and workers converse on a first- name basis and eat lunch together in the company cafeteria. Employees are briefed once a month by a top executive on sales and produ
26、ction goals and are encouraged to air their complaints. Four times a year, workers attend company-paid parties. Says Tom Zolick, 49, an assembly-line worker. “Working for Sony is like working for your family.“His expression, echoed by dozens of other American Sony workers in San Diego, is a measure
27、of success achieved at the sprawling two-story plant, where both the Stars and Stripes and the Rising Sun fly in front of the factorys glistening white exterior. In 1981 the San Diego plant turned over 700,000 color television sets, one-third of Sonys total world production. More significantly, comp
28、any officials now proudly say that the plants productivity approaches that of its Japanese branches.Plant manager Tery Osaka, 47, insists that there are few differences between workers in the United States and Japan. Says he. “Americans are as quality conscious as the Japanese. But the question is h
29、ow to motivate them.“ Osakas way is to bathe his U.S. employees in personal attention. Workers with perfect attendance records are treated to dinner once a year at a luxurious restaurant downtown. When one employee complained that a refrigerator for storing lunches was too small, it was replaced a f
30、ew days later with a larger one. Vice-President Masayoshi Yamada, known as Mike around the plant, has mastered Spanish so he can talk with his many Hispanic workers. The company has installed telephone hot lines on which workers can anonymously register suggestions or complaints.The firm strives to
31、build strong ties with its employees in the belief that the workers will then show loyalty to the company in return. It carefully promotes from within, and most of the assembly-line supervisors are high school graduates who rose through the ranks because of their hard work and dedication to the comp
32、any. During the 1973-1975 recession, when TV sales dropped and production slowed drastically, no one was fired. Instead, workers were kept busy with plant maintenance and other chores. In fact, Sony has not laid off a single employee since 1972, when plant was opened. The Japanese managers were stun
33、ned when the first employee actually quit within one year. Says John Ford, the plants human relations expert: “They came to me and wanted to know what they had done wrong. I had to explain that quitting is just the way it is sometimes in Southern California.“This personnel policy has clearly been a
34、success. Several attempts to unionize the work force have been defeated by margins as high as 3 to 1. Says Jan Timmerman, 22, a parts dispatcher and former member of the Retail Clerks Union. “Union pay was better, and the benefits were probably larger. But basically Im more satisfied here.“Sony has
35、not forced American workers to accept Japanese customs. Though the company provides lemon-colored smocks for assembly-line workers, most of them prefer to wear jeans and running shoes. The firm doesnt demand that anyone put on uniforms. A brief attempt to establish a general exercise period for San
36、Diego workers, similar to the kind Sonys Japanese employees perform, was dropped when managers saw it was not wanted.Inevitably, there have been minor misunderstandings because of the differences in language and customs. One worker sandblasted the numbers 1264 on a series of parts she was testing be
37、fore she realized that her Japanese supervisor meant that she was to label them “1 to 64“. Mark Crossy, 22, the plants youngest supervisor, admits that there is a vast cultural gap between the Japanese and Americans. Says he:“ They dont realize that some of us live for the weekend, while lots of the
38、m live for the weekjust so they can begin to work again.“ Some workers grumble about the delays caused by the Japanese system of managing by consensus, seeing it instead as an inability to make decisions. Complains one American worker: “There is a lot of indecision. No manager will ever say do this
39、or do that.“Most American workers, though, like the Japanese management style, and some do not find it all that foreign. Says Supervisor Robert Williams. “A long time ago, Americans used to be more people-oriented, the way the Japanese are. It just got lost somewhere along the way.“（分数：6.00）(1).What
40、 is the main idea of the passage?（分数：1.00）A.The difference between Americans and JapaneseB.American employees working for SonyC.How Sony established business in the United StatesD.How Japanese manage their business(2).We can learn from the passage that the relationship between the Japanese employer
41、and their American employees at Sony is（分数：1.00）A.detachedB.harmoniousC.unfriendlyD.very formal(3).According to the passage, we know that（分数：1.00）A.although Sony did not fire employees, many U. S. workers quit within one yearB.Sony employers are good at motivating their U. S. employeesC.Sony has str
42、ict rules against workers joining the unionD.compared with Japanese workers, American workers are more difficult to manage(4).By building strong ties with its employees, Sony expects（分数：1.00）A.to attract more employeesB.to compete more successfully with other companiesC.its workers to be loyal to th
43、e companyD.its workers to work faster and longer(5).What can we infer from the passage about the American employers?（分数：1.00）A.They are better educated than Japanese employersB.They were stricter with their employees beforeC.They are more concerned with their employees than they used to beD.They do
44、not show as much concern for their employees now as they used to(6).What do most American workers think of the Japanese management style?（分数：1.00）A.They think it is inefficientB.They think it is family styleC.They think it is far from being satisfactoryD.They prefer it any way四、BPART FOUR/B(总题数：1，分数
45、：10.00)Read the article below about sales.Choose the correct word to fill each gap from A, B, C or D.For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.Some people believe that you have to be a special kind of person to sell a product. Although it is clear that a successf
46、ul sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build andU (21) /U. relationships with different kinds of people, we listen to and take note of what they tell us and dont just enjoy the sound of our own voices and we explain t
47、hings to them and share ideas with them.A company may depend on its own sales team or on the salesmanship of its distributors, wholesalers or retailers.U (22) /Uany company needs to establish a personal relationship with its major clients (key accounts) and potential customers (prospects). It is oft
48、en said that “people do business with people“: a company doesnt just deal impersonallyU (23) /Uanother company, but a person in the buying department receives personal visits from people representing the companys suppliers on a regular basisor in the case of department storesU (24) /Uchain stores, a team of buyers may travel around visiting suppliers.Keeping sales people “on the road“ is much more expensiveU (25) /Uemploying them to work in the office and much of their time is spent
