1、剑桥商务英语高级-43 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 from an article about broadening corporate responsibility.Which extract (A, B, C, D or E) does each statement (1-8) refer to?For each statement (1-8), mark one letter (A
2、, B, C, D or E) on your Answer Sheet.You will need to use some of these letters more than once.AExecutives are coming to understand that they cant meet their corporate responsibility simply by maximizing shareholder value. Last year Price water house Coopers surveyed 1,161 chief executive officers o
3、f companies from 33 countries. Some 68 percent of those polled said that global corporate responsibility was vital to profitability. Meanwhile citizens around the world have become more vocal in demanding that global business beheld accountable for conduct that could undermine social, environmental
4、or economic progress.BAlthough markets have encouraged more firms to act in a responsible manner in the global economy, market forces have not been sufficient to ensure responsible behavior all of the time. Moreover, the responsible firms that work harder to ensure that workers or the environment ar
5、e treated well as they make goods and services could have higher costs, which may allow other competitors to gain market share. The right mix of public policies can ensure that responsible firms are not penalized.CWashington, D. C is drowning in paper. Congress has voted on proposals to promote corp
6、orate responsibility. Meanwhile, the President, executives and activists are all scurrying about in search of additional proposals to make executives more accountable for their companies financial reports. Given that capitalism today is global as well as local, the US must work with its allies to wr
7、ite international corporate governance norms. But we need to use this opportunity to think more broadly about how to reassure global economic confidence long term. All of the reform efforts to date focus on a narrow definition of corporate responsibility. President Bush acknowledged in his July 9th
8、speech, “There is no capitalism without conscience.“ That is why the ultimate reform would encourage corporations to also act responsibility towards their workers and the environment.DThe codes, including ones promoted by the Department of State-the Voluntary Principles for Security and Human Rights
9、 and the OECD Guidelines, are designed to help business protect human rights in nations with poor human rights records. Corporate social responsibility policies can also include EPA regulations that require corporations to report on their global environmental liabilities. After all, the costs of cle
10、aning up can be a major drain on corporate profits. But these policies are not well coordinated or known as CSR policies. Were someone to compile an overview, we might gain a greater understanding of how such policies can be made more effective. But there are some policies including tax policies tha
11、t encourage firms to shift production or their headquarters to nations with weaker fiscal or regulatory systems. Other policies that may undermine global corporate responsibility include corporate welfare and agricultural protectionism.EThe French government recently overhauled French corporate law
12、and mandated the disclosure of companies social and environmental as well as profit performance. This is a good idea. The British require pension funds to report on the social, environmental, as well as profit performance of their investments. The Canadian government is also examining a wide range o
13、f public policies to promote CSR. Perhaps the most interesting development was that in 2001, with funding from the Atkinson Foundation, five private citizens organized a commission on democracy and accountability. Their final report issued 25 specific policy recommendations on promoting global and d
14、omestic CSR.（分数：8.00）(1).Many nations are developing a consensus that public policies can and should promote domestic and global CSR.（分数：1.00）填空项 1:_(2).Stakeholders cant simply rely on market forces to ensure global corporate social responsibility.（分数：1.00）填空项 1:_(3).Maximizing shareholder value al
15、one is not a good enough long-term strategy.（分数：1.00）填空项 1:_(4).The United States has a wide range of policies that are explicitly designed to promote global corporate responsibility.（分数：1.00）填空项 1:_(5).President, executives and activists hope that new reporting requirements and auditing rules will
16、reassure global investors.（分数：1.00）填空项 1:_(6).The fundamental reform should promote corporations to answer for their workers and the environment.（分数：1.00）填空项 1:_(7).Their final report issued 25 specific policy recommendations on promoting global and domestic CSR.（分数：1.00）填空项 1:_(8).The efforts of ma
17、king proposals to promote corporate responsibility are laudable, but they will prove insufficient.（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 book on marketing management.Choose the best sentence to fill each of the gaps.For each gap (9-14), mark one letter (A-H) on your
18、Answer Sheet.Do not use any letter more than once.B The Development of the Shoe Industry/BFrom 1900 until 1940s, approximately 400 shoe manufacturers were operating in New England; by 1985, only 10 percent remained. Despite the market pressures, Murrayhill remained profitable and had even diversifie
19、d its distribution channels by establishing direct mail cataloging in the late 1970s. Murrayhill survived by producing a premium-quality product that was difficult to duplicate and that appealed to a narrow market segment willing to pay high prices for Murrayhill quality. As fashion became a more im
20、portant component of mens shoe purchasing behavior and casual styles became more popular, the company broadened its product line to include several fashionable and light-weight styles that retained the famous Murrayhill quality.U (9) /UIn 1985, the mens premium shoe market was considered to include
21、brands with a price range of $ 75 or higher. Murrayhill, Inc. Hohnston some will be understated, others inclined to exaggeration; some more conscious of status and far less egalitarian than Americans, others so circumspect (to save face and preserve harmony as to leave a typical Western businessman
22、baffled in trying to find out the intent).Understanding manners and customs is especially important in negotiations because misunderstanding manners or customs of another culture may result in poor outcomes or even disasters.To negotiate effectively in cross-culture negotiation, all types of communi
23、cation should be read correctly. For example, Americans often interpret inaction and silence as negative sign. Japanese managers tend to expect that their silence can get Americans to lower prices or sweeten a deal. Even a simple agreement may take days to negotiate in the Middle East because the Ar
24、ab party may want to talk about unrelated issues or do something else for a while. The aggressive style of Russian negotiators and their usual last-minute change requests may cause astonishment and concern on the part of ill-prepared negotiators. The following examples may further show how culture c
25、onflicts damage international trade transactions.At the negotiation table, Western business negotiation group leader found the Japanese negotiation leader nodding his head after he made his offer to the Japanese negotiator, so he thought the Japanese business counterpart agreed to their offer, and h
26、e took out the contract, hoping to conclude the negotiation by signing the sales contract. But, to his great astonishment, the Japanese counterpart did not show any sign of signing the contract. The Western business negotiation group leader, however, felt offended. He thought the Japanese counterpar
27、t was not serious. The negotiation then ended resultless.The process of decision making is varied. The time taken to make one decision will depend on whether such authority is centralized, assigned to a committee of technical people, routed through a network within the organization, or entirely dele
28、gated to the negotiator. For example, again it is concerned with the negotiation between the Japanese businesspeople and an American group. After being offered the price, The Japanese negotiators habitually remained silent for some time. The American negotiator, however. thought that the price he ha
29、d offered might be not competitive. So he reduced the offered price, which surprised and very much pleased the Japanese negotiators.（分数：6.00）(1).In the first paragraph, the writer intends to show that（分数：1.00）A.negotiation is very important in international business.B.differences in culture in negot
30、iation cannot be neglected.C.businesspeople must negotiate carefully.D.culture is very important.(2).People from different cultures may have different methods in negotiating, this is because（分数：1.00）A.they just have different views of the business.B.culture contributes to this difference.C.their sty
31、les of negotiation are different.D.their cultural levels are not the same.(3).Negotiation between businesspeople from various countries is in fact（分数：1.00）A.an activity of reading the implications of cultures.B.an activity of understanding the styles.C.to convey cultural implications.D.to put across
32、 the cultural intentions.(4).Negotiators from Japan nod repeatedly means（分数：1.00）A.that they agree to the terms and conditions.B.they dont accept the terms and conditions that are offered by the counterparts.C.they are listening but not ready to accept the terms and conditions.D.they want to counter
33、-offer.(5).Which country do businesspeople come from may take longer time to make decisions to accept the terms and conditions?（分数：1.00）A.The USAB.RussiaC.JapanD.The Middle East(6).What are we told in international business negotiation?（分数：1.00）A.We must be alert to the counterparts attitude towards
34、 the negotiation.B.We should learn the culture of other countries.C.We must avoid cultural conflict.D.We have to pay great attention to the cultural differences when negotiating.四、BPART FOUR/B(总题数：1，分数：10.00)Read the article below about a company.Choose the correct word to fill each gap from A, B, C
35、 or D.For each question (21-20), mark one letter (A, B, C or D) on your Answer Sheet.Miele, the German domestic appliance manufacturer, has been in the UKU (21) /Uthirty years.The company startedU (22) /Ua small office in central London, a staff of five and a turnoverU (23) /Uthe first 16 months of
36、53,000. Today it has a modern headquarters at Abingdon, near Oxford, employs about 200 people and has a turnover of18 million. The British company,U (24) /Uthe other overseas subsidiaries, is a sales operation. Aangdon is an ideal townU (25) /Uthe UK headquarters. It is very central as a distributio
37、n point and only five miles northU (26) /Uthe “inland port“ of Milton.The Miele group employs 13,500 people worldwide.U (27) /Uit is still a family concern. “There is regular contactU (28) /Uheadquarters in Gutersloh, Germany,“ says Herr Wedekind, chief executive of the British subsidiary.The group
38、sellsU (29) /Uproducts to up-market customers in shops like Harrods and advertises in publications like The Sunday Times magazine. “We sell our products to peopleU (30) /Uwant quality, want the best, good after-sale service and trouble-free appliances,“ says Herr Wedekind.（分数：10.00）A.aboutB.lastedC.
39、forD.untilA.atB.withC.asD.forA.atB.withinC.inD.duringA.asB.comparedC.forD.likeA.forB.toC.ofD.asA.awayB.ofC.longD.toA.ButB.AndC.AsD.Because ofA.toB.forC.withD.theirA.itsB.themC.theirD.theA.whichB.whatC.thatD.who五、BPART FIVE/B(总题数：1，分数：10.00)Read the text below about computer trends.For each question
40、(31-40), write one word in CAPITAL LETTERS on your Answer Sheet.BCOMPUTER TRENDS/BWhen analysing the computer market worldwide it is useful is distinguishU (31) /Usales of desktop computers and portable laptop models. The major manufacturers perform very differentlyU (32) /Udifferent areas of the ma
41、rket; for example, A.B.I. , the worldwide brand leader in desktop computers, ranks only fourth in laptop computer sales and has captured only nineteen per cent of the European market. The Grown Corporation has succeeded in penetrating the difficult European market and now has a twenty-one per cent m
42、arket share; in worldwide sales, however, Crown ranks second in laptop modelsU (33) /Ufourth in desktops.B Beginners luck/BA recent arrivalU (34) /Uthe scene, Unitec, has won a twenty-eight per cent slice of the European market and already stands at number five in the world market inU (35) /Ucategor
43、ies. The computer division of Marcus Industries ranks just below A. B. I. in the desktop best five and currently leads the world market in portable models; in spite of this, Marcus have captured only six per cent of the European sector.BEurope fights back/BThe remainderU (36) /Uthe European market i
44、s shared by a number of local manufacturers who are competing well in home marketsU (37) /Uwho do not figure largely on the international scene. The/U (38) /Uone of these European companies to challenge the U. S. and Japanese makers abroad successfully is Contact Electronics who entered the top five
45、 in the laptop field this year and managedU (39) /Uoutsell both A. B.I. and Unitec. Unitecs main rival, PerryHamilton, still occupies third place in the desktop category,U (40) /Uis struggling to maintain its market share.（分数：10.00）(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:_填空项 1:_填空项 1:
46、_填空项 1:_填空项 1:_六、BPART SIX/B(总题数：1，分数：12.00)Read the text below about supply chain.In most of the lines (41-52) there is one extra word. It is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.If a line is correct, write CORRECT on your An
47、swer Sheet.If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.BBranding Your Supply Chain/BIts no secret to anyone working in the field today that is the supplychain management profession is besieged with immense and41rapid change. Managing the modern
48、-day supply chain that requires a42conceptually sound, responsive, and agile of approach to problem43solving it and execution. It calls for taking a proactive role in44managing increasingly global supply chain scenarios in a way45that assures in long-term performance. And it demands approaches46that m
