1、剑桥商务英语高级-72 及答案解析(总分：100.00，做题时间：90 分钟)一、READING(总题数：0，分数：0.00)二、PART ONE(总题数：1，分数：8.00)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economic activities in China remain controlled by a government that often makes its decisions based on the unpublished rules, and when the rules are published, they are often vague and unclear to the
2、public and overseas businesses. Appeals 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
3、 of quotas and tariff rates-by making them 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 agreeme
4、nt not only promotes economic efficiency 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 ga
5、in at the same time.CThe same is true for 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 wh
6、ich it enters, who can bring it in, and 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 allot
7、ted privileges into rights that will be 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 o
8、wn distribution and related services. It 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 permissi
9、on from the government for distribution 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 eliminat
10、ed, and more and more Chinese salesmen, 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
11、项 1:_(2).At present, the Chinese government 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 busin
12、ess such as whether goods can be imported 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
13、：1.00）填空项 1:_(6).Importing and exporting, 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 abr
14、oad.（分数：1.00）填空项 1:_(8).Quotas and tariff rates should be made public and transparent.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Mary Diana was 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
15、. (9) Twenty-one of them quoted higher prices for blouses. Then she did an experiment. She cut the label out of a blouse, sewed in the label for a mans shirt, and took the blouse to the cleaner along with three of her husbands shirts. The cleaner charged her $1.25. (10) The cleaner charged her $ 2.2
16、5. Mary feels that the cleaners pricing is unreasonable-that they have prejudice against women and charge arbitrarily higher prices.(11) The 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
17、 shirts.“ he said. “A lot of womens blouses have different kinds of trim, different kinds of buttons, and lots of braid work, and 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 av
18、erage cost is higher than the average cost for mens shirts.(12) A consumer-protection specialist in the Attorney Generals office in Marys state said that there were no federal or stare laws to regulate what the cleaners could charge. (13) Many firms face the same problem of how to set prices when th
19、e costs are different to serve different customers. For example, poor, inner-city consumers often pay higher prices for food. (14) Some 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 hi
20、gh-cost customers.A Later she did the same thing, but with a blouse that had the original label.B Of course, the cost of 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 ins
21、urance.D She telephoned 33 cleaners and asked each ones price to launder a nonfrills, white cotton blouse the same style 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
22、 who dont like a particular cleaners rates are free to visit a competitor who may charge less.H She wants her local city government to pass an ordinance that prohibits laundry and dry cleaning businesses from discriminatory pricing based on gender.（分数：6.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四
23、、PART THREE(总题数：1，分数：6.00)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 production goals and are encouraged to air their complaints. Fo
24、ur 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 of success achieved at the sprawling two-story plant, wher
25、e 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, company officials now proudly say that the plants productivity
26、 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 how to motivate them.“ Osakas way is to bathe his U.S. empl
27、oyees 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 few days later with a larger one. Vice-President Masayoshi
28、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 build strong ties with its employees in the belief that th
29、e 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 company. During the 1973-1975 recession, when TV sales dropped
30、 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 stunned when the first employee actually quit within one year.
31、 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 success. Several attempts to unionize the work force have
32、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 not forced American workers to accept Japanese customs. Th
33、ough 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 Diego workers, similar to the kind Sonys Japanese employee
34、s 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 before she realized that her Japanese supervisor meant that
35、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 them live for the weekjust so they can begin to work again.“
36、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 or do that.“Most American workers, though, like the Japane
37、se 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 is the main idea of the passage?（分数：1.00）A.The difference
38、 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 and their American employees at Sony is（分数：1.00）A.detached
39、B.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 strict rules against workers joining the unionD.compared with
40、 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 the companyD.its workers to work faster and longer(5).What c
41、an 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 not show as much concern for their employees now as they u
42、sed 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五、PART FOUR(总题数：1，分数：10.00)Some people believe that you have to be a special kind
43、 of person to sell a product. Although it is clear that a successful sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build and (21) . relationships with different kinds of people, we listen to and take note of what they tell us a
44、nd dont just enjoy the sound of our own voices and we explain things 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. (22) any company needs to establish a personal relationship with its major clients (
45、key accounts) and potential customers (prospects). It is often said that “people do business with people“: a company doesnt just deal impersonally (23) another company, but a person in the buying department receives personal visits from people representing the companys suppliers on a regular basisor
46、 in the case of department stores (24) chain stores, a team of buyers may travel around visiting suppliers.Keeping sales people “on the road“ is much more expensive (25) employing them to work in the office and much of their time is spent unproductively traveling. Telephone selling may use the time
47、more productively (though in some countries this is illegal), but a face-to-face meeting and discussion is much more effective. Companies involved in the export trade often have a separate export sales department, (26) travel and accommodation expenses may be very high. Servicing overseas customers
48、may consequently often be done (27) phone, telex or letter. And personal visits may be infrequent. Many companies appoint an overseas agent or distributor whose own sales force takes (28) responsibility for selling their products in another country.A sales department consists of many people who are
49、based (29) different parts of the country or the world, who dont have the day-to-day contact and opportunities for communicating with each other that office-based staff have. (30) this reason, companies hold regular sales conferences where their entire sales force can meet, receive information and ask questions about new prod
