1、剑桥商务英语中级-92 及答案解析(总分：15.00，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：1.00)1.Debunking Negotiation MythsBefore developing a more effective negotiation strategy, we need to dispel several faulty assumptions and myths about negotiation. These myths hamper people“s ability to learn effectiv
2、e negotiation skills and in some cases reinforce poor negotiation skills. A pervasive belief is that good negotiation skills are something that people are born with, not something that can be readily learned. This is false because most excellent negotiators are self-made. In fact, there are very few
3、 naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fortunate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by t
4、heir car-dealership experience. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which your negotiation skills can be judged. The most important negotiations are those that we engage in every day with our colleagues, supervisors, cowork
5、ers and business associates. These relationships provide a much better index of one“s effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is that most of us do not get an opportunity to develop effective negotiation skills in a disciplined fashio
6、n, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient. We have all met that person at the cocktail party or on the airplane who boasts about his or her great negotiation feats and how he or she learned on the job. It is only partly true that expe
7、rience can improve negotiation skills; in fact, native experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly imp
8、ossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is,
9、 of course, comforting to our ego, but it does not improve our ability to negotiate. Finally, experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and more confident, but the accuracy of their judgment and the effectiveness of their behaviour do
10、 not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like “this is my final offer“ or “take i
11、t or leave it“ or using threats and bluffs. This is what we call a “tough“ style of negotiation, Although these negotiators are rarely effective, we tend to be impressed by the tough negotiator. An interesting exercise is to ask mangers and anyone else who negotiates to describe their approach to ne
12、gotiating. Many seasoned negotiators believe that their negotiation style involves a lot of “gut feeling“, intuition, and “in-the-moment“ responses. We believe that this type of intuition does not serve people well. Effective negotiation involves deliberate thought and preparation, and it is quite s
13、ystematic.According to the article, a person is likely to（分数：1.00）A.succeed in negotiation if he is lucky that day.B.do well if he has studied how to negotiate.C.have at least one successful negotiation.D.be a better negotiator if he has inborn talents.三、PART TWO(总题数：1，分数：1.00)2.Preparing for Exhibi
14、tionsAn exhibition is an excellent way of generating new business for companies, both large and small, and offers many advantages, such as obtaining sales leads, competitor intelligence, and learning more about industry development and trends., An exhibition should be seen as an integral element of
15、an overall sales and marketing campaign. Companies that fail to plan their participation carefully could find exhibiting costly and unproductive. The success of any show is greatly influenced by the way exhibitors market themselves. If a new product launch is planned, for example, a good-sized demon
16、stration area is needed with facilities for taking and following up leads. A stand manager should be appointed from the start. Forward planning of budgets is essential. 1 An exhibition is an ideal and highly effective platform for new product launches. 2 Make sure that you plan to use your exhibitio
17、n as a focus for presenting something new either about your products/services or your company and ensure that you publicize any newsworthy information to maximize interest. Trade journals are keen to publicize new products and services, and often compile special preview issues prior to an exhibition
18、. 3 4 The guides produced by some exhibitions offer detailed information on all promotional opportunities around the show. Valerie Thompson, marketing director of Reed Exhibitions, says: “We realize how vital it is for exhibiting companies to plan way ahead of an exhibition. We do our utmost to enco
19、urage our exhibitors to maximize their participation in an event. 5 “. A. A number of exhibition organizations also provide free guides and services. B. Lead times for publications can be anything from 6 to 24 weeks before publication and it is essential that details are sent in time. C. Meetings on
20、 pre-show activities should be held to ensure all personnel are clear about recent developments. D. Research by the Exhibition Marketing Group shows that 61% of visitors are attracted to exhibitions by new products and technology. E. Make sure that any mail sent out about your company has details of
21、 your participation. F. The cost of exhibition space, transportation, and other related issues need to be considered well in advance. G. The success of any show is greatly influenced by the way exhibitors market themselves.（分数：1.00）四、PART THREE(总题数：1，分数：1.00)3.A. PlumperHow does the country“s econom
22、y compare with those of the EU? Some of the concerns surrounding Turkey“s application to join the European Union, to be voted on by the EU“s Council of Ministers on December 17th, are economic - in particular, the country“s relative poverty. Its GDP per head is less than a third of the average for t
23、he 15 pre-2004 members of the EU. But it is not far off that of one of the ten new members which joined on May 1st 2004 (Latvia), and it is much the same as those of two countries, Bulgaria and Romania, which this week concluded accession talks with the EU that could make them full members on Januar
24、y 1st 2007. B. Furthermore, the country“s recent economic progress has been, according to Donald Johnston, the secretary-general of the OECD, stunning. GDP in the second quarter of the year was 13.4% higher than a year earlier, a rate of growth that no EU country comes close to matching. Turkey“s in
25、flation rate has just fallen into single figures for the first time since 1972, and this week the country reached agreement with the IMF on a new three-year, $10 billion economic programme that will, according to the IMF“s managing director, Rodrigo Rato, help Turkey reduce inflation toward European
26、 levels, and enhance the economy“s resilience. C. Resilience has not historically been the country“s economic strong point. As recently as 2001, GDP fell by over 7%. It fell by more than 5% in 1994 and by just under 5% in 1999. Indeed, throughout the 1990s growth oscillated like an electrocardiogram
27、 recording a violent heart attack. This irregularity has been one of the main reasons (along with red tape and corruption) why the country has failed dismally to attract much-needed foreign direct investment. Its stock of such investment (as a percentage of GDP) is lower now than it was in the 1980s
28、, and annual inflows have scarcely ever reached $1 billion (whereas Ireland attracted over $25 billion in 2003, as did Brazil in every year from 1998 to 2000). D. One deterrent to foreign investors is due to disappear on January 1st 2005. On that day, Turkey will virtually take away the right of eve
29、ry one of its citizens to call themselves a millionaire. Six noughts will be removed from the face value of the lira; one unit of the local currency will henceforth be worth what 1m are nowi. e. , about 0.53 ($0.70). Goods will have to be priced at both the new and old lira for the whole of the year
30、, but foreign bankers and investors can begin to look forward to a time in Turkey when they will no longer have to juggle mentally with indeterminate strings of zeros.Turkey“s economy grows faster than any EU member now.（分数：1.00）五、PART FOUR(总题数：1，分数：1.00)4.Employment Opportunities for Graduateswith
31、the Provincial BankThe provincial Bank is one of the biggest fiscal institutions in the U. K. . With its 1,900 branches and 58,000 employees, it has 1 a household name. Almost 4,000 of these employees 2 managerial or executive positions. The bank has an outstanding 3 of profitability, which has been
32、 achieved by introducing innovations as maintaining leadership of the 4 The bank“s comprehensive training programme concentrates on 5 the most important skills that graduates need in order to 6 early management responsibility. Trainees take responsibility for their own continuous self-development th
33、rough visiting other branches and departments, and by 7 courses in management skills. They also receive training in order to increase their knowledge of the bank“s 7 The bank supports 9 of staff who wish to take professional examinations, and its Graduate Training Scheme is 10 to the nationally reco
34、gnized Diploma in Management. Obviously the quality of its mangers is of 11 importance to the bank“s performance. It welcomes good graduates in any subject area, 12 they can demonstrate the ability to influence events, and have the potential to 13 both as leaders and as part of a team. Most graduate
35、 trainees join the Retail Banking division initially. Those starting on this programme will soon have the 14 to work in other parts of the bank and can 15 a varied and flexible working life.（分数：1.00）A.openedB.enteredC.turnedD.become六、PART FIVE(总题数：1，分数：1.00)5.Ethics and Mission Statement As business
36、 emerged from the profit-oriented in 1980s, values and social responsibilities were being emphasized on corporate mission statements. 1 Because greed was out, and ethics were in. Business and their employees 2 became actively engaged in less activities that contributed to their communities. 3 To spe
37、ll out their goals, companies were increasingly developed codes of ethics. 4 Mission statements that were written because they required consensus and 5 commitment. Not everyone who, however, agreed with the trend toward the 6 strong social stances of some public corporations. Respected economist Mil
38、ton 7 Friedman contended, “Many Few trends could so thoroughly undermine the very 8 foundation of our free society as the acceptance by corporate officials of a social 9 responsibility other than to make as much more money for their stockholders as 10 possible. The CEO of Levi Strauss in fact, nativ
39、e experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher. First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you
40、imagine trying to learn mathematics without ever doing homework or taking tests? The second problem is that our memories tend to be selective, meaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not im
41、prove our ability to negotiate. Finally, experience improves our confidence, but not necessarily our accuracy. People with more experience grow more and more confident, but the accuracy of their judgment and the effectiveness of their behaviour do not increase in a commensurate fashion. Overconfiden
42、ce can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking risks and gambles. In negotiation, this may mean saying things like “this is my final offer“ or “take it or leave it“ or using threats and bluffs. This is w
43、hat we call a “tough“ style of negotiation, Although these negotiators are rarely effective, we tend to be impressed by the tough negotiator. An interesting exercise is to ask mangers and anyone else who negotiates to describe their approach to negotiating. Many seasoned negotiators believe that the
44、ir negotiation style involves a lot of “gut feeling“, intuition, and “in-the-moment“ responses. We believe that this type of intuition does not serve people well. Effective negotiation involves deliberate thought and preparation, and it is quite systematic.According to the article, a person is likel
45、y to（分数：1.00）A.succeed in negotiation if he is lucky that day.B.do well if he has studied how to negotiate.C.have at least one successful negotiation. D.be a better negotiator if he has inborn talents.解析：解析 文中第二段：“but we must remember that their stories are selective, meaning that it is always possi
46、ble for someone to have a lucky day or a fortunate experience.”这意味着对于一些人总有幸运的一天或经历，but 为信息提示词。选项 C 符合题意。三、PART TWO(总题数：1，分数：1.00)2.Preparing for ExhibitionsAn exhibition is an excellent way of generating new business for companies, both large and small, and offers many advantages, such as obtaining
47、sales leads, competitor intelligence, and learning more about industry development and trends., An exhibition should be seen as an integral element of an overall sales and marketing campaign. Companies that fail to plan their participation carefully could find exhibiting costly and unproductive. The
48、 success of any show is greatly influenced by the way exhibitors market themselves. If a new product launch is planned, for example, a good-sized demonstration area is needed with facilities for taking and following up leads. A stand manager should be appointed from the start. Forward planning of bu
49、dgets is essential. 1 An exhibition is an ideal and highly effective platform for new product launches. 2 Make sure that you plan to use your exhibition as a focus for presenting something new either about your products/services or your company and ensure that you publicize any newsworthy information to maximize interest. Trade journals are keen to publicize new products and services, and often compile special preview issues prior to an exhibition. 3 4 The guides produced by some exhibitions offer detailed information on all promotional opportunities around the show. Valerie Thompson, mark
