1、剑桥商务英语高级-105 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)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 of comp
2、anies 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 or eco
3、nomic 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 are trea
4、ted 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 corporate
5、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 write in
6、ternational 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 speech
7、, “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 and t
8、he 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 cleaning
9、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 that enco
10、urage 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 and ma
11、ndated 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 of publ
12、ic 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 domesti
13、c 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 alone is
14、 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 reassu
15、re 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 making p
16、roposals to promote corporate responsibility are laudable, but they will prove insufficient.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)The Development of the Shoe IndustryFrom 1900 until 1940s, approximately 400 shoe manufacturers were operating in New England; by 1985, only 10 percent remained. Despi
17、te the market pressures, Murrayhill remained profitable and had even diversified 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
18、 willing to pay high prices for Murrayhill quality. As fashion became a more important 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 q
19、uality. (9) In 1985, the mens premium shoe market was considered to include 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 (
20、to save face and preserve harmony as to leave a typical Western businessman 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
21、.To negotiate effectively in cross-culture negotiation, all types of communication 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 s
22、imple agreement may take days to negotiate in the Middle East because the Arab 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
23、-prepared negotiators. The following examples may further show how culture conflicts 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,
24、so he thought the Japanese business counterpart agreed to their offer, and he 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 negotiat
25、ion group leader, however, felt offended. He thought the Japanese counterpart 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 technica
26、l people, routed through a network within the organization, or entirely delegated 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 f
27、or some time. The American negotiator, however. thought that the price he had 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 i
28、s very important in international business.B.differences in culture in negotiation 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 differen
29、t views of the business.B.culture contributes to this difference.C.their styles of negotiation are different.D.their cultural levels are not the sam(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
30、understanding the styles.C.to convey cultural implications.D.to put across 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 listeni
31、ng but not ready to accept the terms and conditions.D.they want to counter-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 ne
32、gotiation?（分数：1.00）A.We must be alert to the counterparts attitude towards 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 negotiatin五、PART FOUR(总题数：1，分数：10.00)Miele, the German domes
33、tic appliance manufacturer, has been in the UK (21) thirty years.The company started (22) a small office in central London, a staff of five and a turnover (23) the first 16 months of 53,000. Today it has a modern headquarters at Abingdon, near Oxford, employs about 200 people and has a turnover of18
34、 million. The British company, (24) the other overseas subsidiaries, is a sales operation. Aangdon is an ideal town (25) the UK headquarters. It is very central as a distribution point and only five miles north (26) the “inland port“ of Milton.The Miele group employs 13,500 people worldwide. (27) it
35、 is still a family concern. “There is regular contact (28) headquarters in Gutersloh, Germany,“ says Herr Wedekind, chief executive of the British subsidiary.The group sells (29) products to up-market customers in shops like Harrods and advertises in publications like The Sunday Times magazine. “We
36、sell our products to people (30) want quality, want the best, good after-sale service and trouble-free appliances,“ says Herr Wedekind.（分数：10.00）A.aboutB.lastedC.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
37、 ofA.toB.forC.withD.theirA.itsB.themC.theirD.theA.whichB.whatC.thatD.who六、PART FIVE(总题数：1，分数：10.00)COMPUTER TRENDSWhen analysing the computer market worldwide it is useful is distinguish (31) sales of desktop computers and portable laptop models. The major manufacturers perform very differently (32)
38、 different areas of the market; 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
39、has a twenty-one per cent market share; in worldwide sales, however, Crown ranks second in laptop models (33) fourth in desktops.Beginners luckA recent arrival (34) the scene, Unitec, has won a twenty-eight per cent slice of the European market and already stands at number five in the world market i
40、n (35) categories. The computer division of Marcus Industries ranks just belowA.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.Europe fights backThe remainder (36) the European mar
41、ket is shared by a number of local manufacturers who are competing well in home markets (37) who do not figure largely on the international scene. The (38) one of these European companies to challenge the U. S. and Japanese makers abroad successfully is Contact Electronics who entered the top five i
42、n the laptop field this year and managed (39) outsell bothA.B.I. and Unitec. Unitecs main rival, PerryHamilton, still occupies third place in the desktop category, (40) is struggling to maintain its market shar（分数：10.00）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:_填空项 1:_填空项 1:_七、PART SIX
43、(总题数：1，分数：12.00)Branding Your Supply ChainIts no secret to anyone working in the field today that is the supplychain management profession is besieged with immense and41rapid change. Managing the modern-day supply chain that requires a42conceptually sound, responsive, and agile of approach to proble
44、m43solving 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 may not have been considered as in the past. In short, managing47the supply chain today which dem
45、ands innovation-a willingness to adopt48to new mindsets and pursue new approaches. Innovation is a widely49recognized and time-honored way of enhancing for business value at50the macro or at enterprise level. Less recognized is the potential51for innovation to enhance performance being at the micro
46、level of the supply52chain function. Whats more, innovation can be a powerful driver of supply chain enhancement.（分数：12.00）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:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_八、WRITING(总题数：0，分数：0.00)九、PART ONE(总题数：1，分数：2.00)1.Question 1The pie chart below shows the ho
47、urs spent on four in-house training courses in your company.Using the information from the chart, write a report comparing the four courses.Write 120-140 words.（分数：2.00）_十、PART TWO(总题数：1，分数：6.00)2.Question 2Your company or organisation is considering the best way to improve efficiency. You have been asked to write a report giving recommendations on this.Write the report, outlining some of the problems the company has concerning efficiency and suggesting solutions. Refer to at least two of the following areas:staffing levelsadministrationcommunicationsmanagem
