1、剑桥商务英语中级-68 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：7.00)BPART ONE/BLook at the statements below and the comments on change management on the opposite page. Which section(A，B，C or D)does each statement 1-7 refer to? For each statement 1-7，mark one letter(A，B，C or D) You will need to use som
2、e of these letters more than once AFor over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subjectTheyve sung the praises of leaders who communicate vision and walk the talk in order to make change efforts succeedTheyve sanct
3、ified the importance of changing organizational culture and employeesattitudesTheyve teased out the tensions between top-down transformation efforts and participatory approaches to changeStill，studies show that in most organizations，two out of three transformation initiatives fail BEach manager look
4、s at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factorsThe experts，too，offer different perspectivesA recent search for books on change and management turned up 6，153 titles，each with a distinct take on the topic. Those ideas have a lot to of
5、fer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin. CSomeofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required to execute it，and the financial results that intended act
6、ions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesnt mean that executives can ignore the soft elements；that would be a grave mistake. However. If companies dont pay attention to the hard issues first，tra
7、nsformation programs will break down before the soft elements come into play. DCompanies assume that the longer an initiative carries on. The more likely it is to failthe early impetus will peter out，windows of opportunity will close，objectives will be forgotten，key supporters will leave or lose the
8、ir enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isnt reviewed frequently. Thus，the time between reviews is more critical for success than a projects life span.（分数：7.00）(1
9、).the importance of taking into consideration the economic effects brought by the change（分数：1.00）A.B.C.D.(2).the diversity in observing the initiative of change in companies（分数：1.00）A.B.C.D.(3).the belief that good communication between managers and staff will benefit the change（分数：1.00）A.B.C.D.(4).
10、the relationship between the duration of a project and the chances of winning the change（分数：1.00）A.B.C.D.(5).the need to consider all the elements involved in a change（分数：1.00）A.B.C.D.(6).the possibility to make a successful change by considering the plan more than once（分数：1.00）A.B.C.D.(7).the negat
11、ive view of asking companies to solve many problems at the same time（分数：1.00）A.B.C.D.二、BPART TWO/B(总题数：1，分数：5.00)Read the article below about management teams in making decisions. Choose the best sentence from the opposite page to fill each of the gaps. For each gap 8-12，mark one letter(A-G). Do not
12、 use any letter more than once. How Management Teams Can Have a Good Fight Top managers often find it very difficult to manage conflict. They know that conflict over issues is natural and even necessary. Reasonable people，making decisions under conditions of uncertainty，are likely to have honest dis
13、agreements over the best path for their companys future. Management teams whose members challenge one anothers thinking develop a more complete understanding of the choices, cerate a richer range of options. Ultimately they are able to make the kinds of effective decisions necessary in todays compet
14、itive environments. But, unfortunately, healthy conflict can quickly turn unproductive. A comment meant as a substantive remark can be interpreted as a personal attack. U(8) /UPersonalities frequently become closely connected with issues. Because most executives are proud of their ability to make ra
15、tional decisions，they find it difficult even to acknowledgelet alone managethis emotional，irrational dimension of their behavior.The challenge is familiar to anyone who has ever been part of a management team. U(9) /UThe managers should be encouraged to argue without destroying their ability to work
16、 as a team.In a study，in 4 of the 12 companies，there was little or no substantive disagreement over major issues and therefore little conflict to observe. But the other 8 companies experienced considerable conflict. In 4 of them，the top-management teams handled conflict in a way that avoided interpe
17、rsonal hostility or discord. U(10) /UThey described the way they work as a team asopen，fun，and productive. The executives vigorously debated the issues，but they wasted little time on carefully considering and posturing. As one put it, I really dont have time. Another said, We dont gloss over the iss
18、ues：we hit them straight on. But were not political, Still another observed of her companys management team, We scream a lot，then laugh，and then resolve the issue. The other four companies in which issues were contested were less successful at avoiding interpersonal conflict. Their top teams were pl
19、agued by intense hostility. U(11) /UWhen executives described their colleagues to us，they used words such asmanipulative, secretive.burned out，andpolitical. The teams with minimal interpersonal conflict were able to separate substantive issues from those based on personalities. U(12) /UHow did they
20、do that? After analyzing the observations of the teams behavior, the experts found that their companies used the same tactics for managing interpersonal conflict. For instance，team members worked with more, rather than less, information and debated on the basis of facts.A. They must try to keep cons
21、tructive conflict over issues from turning into nonfunctional interpersonal conflict.B. Executives Often failed to cooperate. rarely talking with one another, tending to fragment into cliques, and openly displaying their frustration and anger.C. Anxiety and frustration over difficult choices can evo
22、lve into anger directed at colleagues.D. Executives in those companies referred to their colleagues as smart, team player, and best In the business.E. All the teams had to make high-stakes decisions in the face of considerable uncertainty and under pressure to move quickly.F. They managed to disagre
23、e over questions of strategic significance and still get along with one another.（分数：5.00）(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:_三、BPART THREE/B(总题数：1，分数：6.00)Read the article below about customer loyalty on the opposite page. For each question 13-18, mark one letter(A, B, C or D)for the ans
24、weryou choose.The MiSmanagement of Customer Loyalty The best customers, were told, are loyal ones. They cost less to serve, theyre usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as nigh
25、t follows day. Certainly thats what CRM software vendorsand the armies of consultants who help install their systemsare claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spen
26、t more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.But that is precisely what some of the loyalty movements early believers are starting to do. Take the case of one high-t
27、ech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expense
28、s. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.The answer took them by surprise. About hal
29、f of those customers who made regular purchases for at least two yearsand were therefore designated as loyalbarely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.The
30、 research findings echo that companys experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weakerand subtlerthan the proponents of loyalty programs claim. Specifically, they discovered little or no
31、 evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loy
32、alty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to
33、 determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.（分数：6.00）(1).What does the writer say about customer loyalty in the first paragraph?（分数：1.00）A.Business executives need to kn
34、ow how to generate customer loyalty.B.Many executives believe more investment in customer loyalty means more profit.C.It is necessary for companies to generate customer loyalty at all costs.D.Customer loyalty will for sure help corporations make more money.(2).According to the second paragraph, many
35、 people are involved in the job to generate customer loyalty besides（分数：1.00）A.producers.B.suppliers.C.salespeople.D.vendors.(3).The high-tech corporate sewice provider produced a costing scheme in order to（分数：1.00）A.find out the most loyal customer.B.reduce the investment in generating customer loy
36、alty.C.launch a campaign to find out the potential customers.D.obsewe the relationship between customer loyalty and profit.(4).According to the research findings, the customers who will bring in more profit are those who（分数：1.00）A.are regarded as loyal customers.B.happen to buy the products frOm a c
37、ompany.C.trust the quality of the products frOm a company.D.care little about prices of the products.(5).According to the fourth paragraph. the discovery of some experts disapproves the belief that loyal customers（分数：1.00）A.recommend the products to other people.B.are sensitive to the price of the p
38、roduct.C.need less sewice provided by a company.D.contribute more to the image of a company.(6).It can be inferred from the passage that the writer suggests companies should（分数：1.00）A.attract the more profitable customers.B.pay equal attention to all the customers.C.increase the investments in custo
39、mer loyalty.D.focus only on loyal customers.四、BPART FOUR/B(总题数：1，分数：15.00)Read the findings below on psychology of consumption. Choose the best word to fill each gap from A. B. C or D on the opposite page. For each question 19-33, mark one letter(A, B, C or D). Pricing and the Psychology of Consumpt
40、ion Ask any executive how pricing policies influence the demand for a product or service, and youll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumptionthe extent to which customers use products or services that theyveU (19) /Uforand youll get a muted
41、response at best. It is found that managers rarely, if ever, think about consumption when theyU (20) /Upricesand that be anU (21) /Uoversight. For many executives, the idea that they shouldU (22) /Uconsumers attention to the price that was paid for a product or service is counterintuitive. Companies
42、 have longU (23) /Uto mask the costs of their goods and services in order to boost sales. And rightlyU (24) /Uif a company fails toU (25) /Utheinitial sale, it wont have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of theU (26) /Uearly；HM
43、Os encourage automatic payroll deductions；and cruise lines bundle small, specific costs into a single, all-inclusiveU (27) /U. However, executives may be discouraging consumption when theyU (28) /Uthose pricing practices. People are moreU (29) /Uto consume a product when they areU (30) /Uof its cost
44、when they feelout of pocket. ButU (31) /Upricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer hasU (32) /Uon a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesnt use a product is unlikely to
45、 buy that product again. Executives whoU (33) /Uthose pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales. （分数：15.00）(1).Afunded（分数：1.00）填空项 1:_(2).Aset（分数：1.00）填空项 1:_(3).Acostly（分数：1.00）填空项 1:_(4).Apull（分
46、数：1.00）填空项 1:_(5).Afound（分数：1.00）填空项 1:_(6).Aas（分数：1.00）填空项 1:_(7).Aproduce（分数：1.00）填空项 1:_(8).Aroad（分数：1.00）填空项 1:_(9).Amoney（分数：1.00）填空项 1:_(10).Aput（分数：1.00）填空项 1:_(11).Aprobable（分数：1.00）填空项 1:_(12).Aaware（分数：1.00）填空项 1:_(13).Acommon（分数：1.00）填空项 1:_(14).Aafforded（分数：1.00）填空项 1:_(15).Aengage（分数：1.
47、00）填空项 1:_五、BPART FIVE/B(总题数：1，分数：12.00)Read the advice below about delivering a lecture. In most of the lines 34-45 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 . If there is an extra word in the line, write the extra word in CAPITAL LETTERS Proper Preparation Prevents Poor Performance （分数：12.00）(1).eight common mistakes people frequently make in front of an audience. Second is the（分数：1.00）填空项 1:
