1、剑桥商务英语高级-112 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) A.Commitment: Developing export markets can be costly in terms of time, money have the commitment required to make a success of export? Entering new markets and developing them usually takes considerable time a
2、nd effort. You must take a long-term view. Consider how many resources and how long it takes to break into a new regional market in Australia. The time and cost can be multiplied several times when you are looking at an overseas market. B.Finance: Breaking into any new markets requites considerable
3、funds (airfares, accommodation, advertising, sales promotion, new brochures, training of overseas sales agent, etc.). Does your company have the financial strength to commit say $ 30,000 or more for the year or two it may take to develop a new overseas market?Discusses your plans with the internatio
4、nal Department of your bank to ensure that all the financial aspects are covered and viable. Gain an understanding of international trade finance. Discuss costing-for-export with your accountant, and transport/packaging requirements with a customs agent or forwarding agent. C.Become familiar with co
5、mmon terms used in international trade. The Australian Trade Commission (AUSTRADE) and the major trading banks have reference booklets. The Australian Institute of Expert provides courses. D.Select one or two likely markets and undertake desk research to identify their characteristics. Most first-ti
6、me exporters start with New Zeatand. Many are also interested in the USA, but that is an enormous and complex market.In making a detailed market study the following should be considered:whether the country selected already imports the product (import statistics will show how much and from where)what
7、 import duties the product would attractother barriers to imports, such as import licensingfrequency and cost of shipping or airfreight between Australia and the marketregulations, such as quarantine and labeling standards, consumer protection rules, and product standardswhether cultural differences
8、 need to be taken into account. Read economic and social literature on the target market to understand its fundamental characteristics. E.The desk research should have indicated the market with the most potential and you should now be in a good position to visit the target market. The main purpose o
9、f the visit will be to study its special characteristics, the opportunities/competition at first hand, seek a suitable agent or distributor, and jointly draw up an appropriate marketing plan to introduce and expand the sale of your product. These are all very important considerations, and more than
10、one visit will probably be necessary. Choosing the right agent, for most Companies, is probably the single most important step. Do not rush this step.（分数：8.00）(1).A long-term approach has to be taken in projecting how to crack the world market.（分数：1.00）填空项 1:_(2).You cant rush through this because t
11、he choice of the right agency can be crucial for most firms.（分数：1.00）填空项 1:_(3).You are advised to spot a couple of target markets.（分数：1.00）填空项 1:_(4).A self-assessment is required in this phase.（分数：1.00）填空项 1:_(5).At this stage at least one on-the-spot survey has to be conducted in person to assess
12、 the local situation and establish distribution.（分数：1.00）填空项 1:_(6).Bankers, accountants, and various agents are chief participants in your planning.（分数：1.00）填空项 1:_(7).You have to get to know generally accepted customs and trade practices in international business.（分数：1.00）填空项 1:_(8).This step requ
13、ires a good market research concerning the various aspects of the prospective markets.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Involving staff in management buy-out (MBO) negotiations can help smooth the path for the future, Employees are becoming increasingly familiar with the fluctuations and inst
14、ability that their working environments can present. Its not just mergers and acquisitions that can upset the situation. Internal MBOs can also be particularly unsettling for employees. In some cases, the MBO takes place to save an ailing company. In others, it is the result of senior management and
15、 board disagreements, or is to prevent a hostile takeover bid, (9) . This insecurity can be very damaging, One of the most important factors, often not considered during the process of an MBO, is the reaction of the workforce, yet it is those employees who more often than not can make or break the f
16、uture success of any new management team. (10) . By maintaining channels of communication across the floor, new management teams could find the rank and file a useful ally in the bid to take over. Showing those employees that a buy-out could be to their advantage, creating new opportunities for prom
17、otion or career development, will in the long-term be advantageous to the entire company.The challenge for new management should be to reinspire employees. (11) . If the new team doesnt engage old employees in future plans or consider the contribution they cats make, the idea that the MBO was meant
18、to save everyone is lost. In this situation, long-term employees begin to see the new management team and shareholders as the only beneficiaries in the buy-out and feel in the end that the only people saved are those at the top of the corporate adder. (12) . This will mean that the rescue will fail
19、before it has really started.It is depressingly common for new MBO teams not to learn from the past. (13) . If the new team can find innovative ways to involve staff actively in various aspects of the buy-out process, the benefits are manifold. (14) . A package with such components can gain their su
20、pport and be invaluable building success for the venture, and is one that enlightened MBO teams tend to adopt. A. Including them in any buy-out, discussions can improve the new companys future prospects. B. In such circumstances it is easy for the new board to make the same mistakes as the old. C. P
21、ossibilities for realising these include decision-making, setting goals, and offering the chance of a future stake in the new company. D. Whatever its origins, those lower down the corporate ranks can often be left out of the equation, wondering what is to become of them. E. Nobody benefits if the c
22、ompany fails to meet its objectives. F. Yet the new start represents a golden opportunity. G. This requirement is particularly relevant when a company has failed or when staff have lost faith in the previous management. H. Internal MBOs can also be particularly unsettling for employees.（分数：6.00）填空项
23、1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四、PART THREE(总题数：1，分数：6.00)With euro bills and coins now circulating across much of Europe, the European Monetary Union is fully in place. The post-World War European leaders dream of an economically and politically unified continent is one large step closer to
24、realization, and membership in the monetary union could easily grow to 20 or more countries from the current 12 as the large European Union expands to the east. A fully operational European Monetary Union does not come, however, with a guarantee of success. There is one enormous problem: This union
25、creates a single monetary policy for group of quite different national economies that often experience divergent business-cycle patterns.As long as business-cycle conditions differ significantly among European Monetary Union countries, there is no way for the central banks policies to avoid creating
26、 serious problems for some members. The patterns of economic ups and downs remain far more diverse in the European Monetary Union countries, and it is not clear that this will change soon. The designers of the monetary union thought that the demand of a single monetary policy, combined with free tra
27、de a mong the members, would cause cyclical conditions to converge quickly, producing a unified group of economies.A 1997 agreement also limits the power of the individual nations in the European Monetary Union to use government spending or tax cuts to ease national downturns. They can be fined if t
28、hey run budget deficits of more than 3 percent of their gross domestic products. No fines have been levied yet, but the threat is there.Even if the economies of the original European Monetary Union members become more similar in their cyclical behavior, it will take far longer for the convergence to
29、 include the new member nations expected to come in within the next 10 or 15 years. The chances for consensus on the Governing Council, however thin now, will become far more distant with more members representing divergent national economies. And the larger nations, like Germany, France and Italy,
30、might well resent the power of representatives from much smaller nations to outvote them on monetary policy.All of this does not mean that the European Monetary Union is likely to fail. But clearly the arrival of the euro as the standard currency does net guarantee the unions success.（分数：6.00）(1).Ac
31、cording to Para 1, which of the following is true?（分数：1.00）A.The euro has become exclusively universal currency now.B.The dream of a unified European union has become a reality.C.The European Monetary Union is affiliated to the European Onion.D.There are 20 member nations in the European Monetary Un
32、ion.(2).The dilemma facing the European Monetary Union is the contradiction between _.（分数：1.00）A.universal policy and different economiesB.monetary consensus and different opinions among member nationsC.member nations serious budget deficits with the Unions restrictionD.original member nations and n
33、ew member nations(3).Which of the words below can replace the word “levied“?（分数：1.00）A.CollectedB.FinedC.ForcedD.Asked(4).What is the main idea of Para 4?（分数：1.00）A.Original European Monetary Union members have become more similar in their cyclical behavior.B.New member nations will challenge the or
34、iginals authority.C.Germany, France and Italy resent the joining of new nations into the European Monetary Union.D.There are lots of difficulties to reach consensus in monetary policy.(5).From the passage, we can infer that _.（分数：1.00）A.all European nations are eager to become members of the Europea
35、n Monetary UnionB.there is much uncertainty for the success of the euroC.the euro will make critical contributions to a unified EuropeanD.it is not a wise idea to have the euro as a standard currency in such a hurry(6).Which of the following can be the best title for the passage?（分数：1.00）A.The Impor
36、tance of the European Monetary Union.B.The Present Situation of-the European Monetary Union.C.The Introduction of the European Monetary Union.D.What is the European Monetary Union?五、PART FOUR(总题数：1，分数：10.00)Hurtling as we are towards the new millennium, with all the social changes this iconic date i
37、mplies, it is increasingly apparent (21) the world of business is experiencing fundamental shifts. Today, both companies and schools are increasingly aware that business is a human activity; its ultimately (22) and about people.In future, employers will (23) doubt demand more rounded individuals to
38、run their operations, which naturally creates a question for the next generation of students, “Is the classic MBA still the modeland obligatorypassage toward that ideal career?“The Masters of Business Administration (MBA), the best-known business school label, is an introduction to general managemen
39、t. The traditional MBA, Harvard-style, has remained largely unaltered (24) the 1950s, and seeks to provide a thorough knowledge of business functions through the case studya(n) (25) incidentally borrowed from law school.The trouble is that the real world is not a theoretical exercise. The problems m
40、anagers face today are messy, and, if anything, are becoming messier, neither fitting in neat functional boxes nor (26) one simple answer. Ambiguity is the hardest (27) to manage, but its the one most managers are wrestling with.“Management is more art than science,“ observes Richard DAveni, profess
41、or of strategic management at Dartmouths Amos Tuck School of Business Administration. “No one can say with certainty which decisions will bring the most (28) , any more than they can create instructions over (29) to sculpt a masterpiece. You just have to feel it as it goes.“John Quelch is another bu
42、siness-school insider who detects the limitations of the traditional syllabus. According to Quelch, leadership is an area that b-schools have not fully addressed. It is notoriously hard to teach, (30) programs do have the capacity to provide a grounding in non-business areas and personal growth.（分数：
43、10.00）A.whichB.thatC.howD.whyA.forB.toC.withD.byA.withoutB.withC.inD.aboveA.untilB.sinceC.beforeD.afterA.attributeB.characteristicC.featureD.traitA.offeringB.offeredC.offerD.to offerA.issueB.questionC.problemD.affairA.benefitB.profitC.valueD.goodA.whatB.whenC.howD.whyA.andB.butC.becauseD.as六、PART FI
44、VE(总题数：1，分数：10.00)Eliminating Sweatshops at Nike: Just De it!Over the past decade, Nike has been one of the most profitable companies in the United States. However, at a time when the companys spokesperson, Michael Jordan, was bringing in over $10 million, the young, mostly women workers in its Indo
45、nesian plants were taking home only $ 2.23 a day. (31) , working conditions in Nikes Serang plant, 50 miles west of Jakarta, were far from ideal. Hundreds of workers, some children, were crowded into vast sheds where they glued, stitched, pressed, and boxed 70 million pairs of (32) a year. Collusion
46、 between local management and government made organizing workers into unions both difficult and dangerous, and the high level of unemployment left workers powerless. Taken together, these labor practices helped keep cost so low and quality so high that a pair of running shoes that (33) for $75 retai
47、l in the United States cost just $18.25 to manufacture.With this type of cost and price structure, it is easy to see how Nike became so profitable. However, the ability to sustain these practices became an issue in 1996 when the U.S. media exposed these sweatshop conditions. As consumers became incr
48、easingly aware of (34) their sneakers were actually being made, some felt guilty, and human rights groups went so far (35) to organize boycotts of Nike products. Given the damage to Nikes image and future profitability, something had to be done.At first, Nike CEO Phillip Knight defended his operatio
49、ns, noting that Nike pays its workers no (36) than its rivals do and that these workers make more than minimum wage in the host countries. Critics countered that the level of pay was (37) the subsistence level and much lower than what is paid by other U.S. companies such as Coco-Cola, Gillette, and Goodyear.T
