BEC剑桥商务英语(高级)10及答案解析.doc

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1、BEC 剑桥商务英语(高级)10 及答案解析(总分：19.96，做题时间：149 分钟)一、SECTION 1 (Question(总题数：1，分数：1.00)A The learning organization is one where the organization is developing the core competencies that will give it competitive advantage in the marketplace. These core competencies are of two kinds: technical competencies w

2、hich provide the key to the organizations market position; and management competencies which are vital to its performance as an integrated organization. B The key aspects of individual management development, such as recruitment, training, career development, job rotation, special assignments, meani

3、ngful work, relevant reward systems, need to be embedded in organizational systems, structures, values and policies and consistently applied in practice. In a learning organization, management development is not an on again, off again activity. C An organization full of change effective managers onl

4、y, or of operational managers only, is likely to be headed towards bankruptcy. A balance is needed between operational and reshaping competencies. Part of that balance needs to be found within individuals, part of it in the respective strengths of individuals, and parts within the embedded processes

5、 and resources of the organization. This has important implications for the placing of managers in jobs and also for moving them when their key skills are no longer so relevant and the managerial needs of their positions change. It also has implications for the composition of top teams. Unless the t

6、op team includes some powerful members who are committed to long-term performance, the organization is unlikely in the longer term to build those reshaping competencies that will ensure its own renewal that is, to become a learning organization. D Forward-looking organizations are increasingly ident

7、ifying potential change leaders early in their careers, giving them responsibilities for smaller change projects and the opportunity to work closely with effective change practitioners so that they can develop the range of reshaping competencies that the firms increasingly need. Some firms are also

8、taking some of their most effective managers off-line and giving them project responsibilities that encourage them to augment their existing high levels of operational competencies with reshaping competencies. Ensuring that many managers at critical stages of their careers have the experience of man

9、aging transitions is vital to developing a managerial mindset that balances the relative importance of maintaining effective ongoing operations with transforming them. It is this mindset that supports the need for current performance with the openness to change that underlies a learning organization

10、. E In some cases, reshaping competencies may detract from immediate business results. Reshaping competencies requires considerable investment of resources, effort and time sometimes for little or no immediate benefit. Their expected benefits are often difficult to quantify or measure and the result

11、s only show up over time. Furthermore, continual investment is needed to maintain them. The benefits of creating learning organizations do not come free. They also do not come unmanaged. To be effective in meeting the organizations purposes, organizational learning needs to be a managed process and

12、organizational learning a key responsibility of top management. The creation and use of reshaping competencies, both personal and corporate, is the key characteristic of the learning organization. 0. Operational and reshaping competencies are both needed within one manager. (C) （分数：0.96）(1).The deve

13、lopment of individual managers must itself become a corporate competence.（分数：0.12）A.B.C.D.(2).Courses can make an important contribution but need to be combined with apprenticeship, experiential learning and mentoring.（分数：0.12）A.B.C.D.E.F.G.H.(3).That a firm succeeds or not depends on what it choose

14、s to do rather than the environment it operates.（分数：0.12）A.B.C.D.(4).Reshaping competencies adds little to immediate business results.（分数：0.12）A.B.C.D.E.(5).A firm performs well if it develops a “distinctive competence“ over time.（分数：0.12）A.B.C.D.(6).A company needs to give its managers as many oppo

15、rtunities as possible to access other tasks.（分数：0.12）A.B.C.D.E.F.G.H.(7).Reshaping competencies may not bring great benefit to the corporation immediately.（分数：0.12）A.B.C.D.E.(8).Managers do not need identical sets of competencies.（分数：0.12）A.B.C.D.二、SECTION 2 (Question(总题数：1，分数：1.00)Many management w

16、riters have discussed the idea of satisfying customers needs and wants. (0) Despite the vast amount of information available on customers, finding out exactly what they require is a challenge that certain companies, such as Sainsburys and Marks and Spencer, have found extraordinarily difficult to me

17、et. (9). In a report written by the research company Business Intelligence, 50 % of companies felt that their marketing communications were ineffective and 85% said that any attempt to gain customer loyalty failed. The two extremes of marketing can be summarized by looking at the difference between

18、the East and the West. (10). Biros, socks, Light bulbsif it can be made and distributed then there is a market. In the prosperous West, it is the other extreme. Such is the attraction of profit that the marketing specialists are competing with some incredibly sophisticated advertising for some rathe

19、r simple products! (11). The Internet is also adding another dimension to the marketing process as is the growing resistance to subtle, clever advertising, which seems to have lost its edge in the marketplace. Out of this turmoil there has evolved another definition of marketing known as customer re

20、lationship marketing (CRM). Customers are much less loyal than they used to be and can afford to chop and change. (12). Microsoft did this by reorganizing the business around the customer, splitting itself into four new divisions which focus on the customer. (13). The call centers are likely to form

21、 the basis of the future of marketing, although there is little evidence that they will work. (14). A. The choice is seemingly endless, with a typical superstore stocking between 20,000 and 25,000 different lines totaling between two and four million products per store. B. In the spring of 1999,both

22、 companies announced heavy falls in profit largely due to their inability to listen to and respond to the customer. C. Consumers also dislike the synthesized voice which asks you to press certain numbers on the keypad, depending on the service required. D. Although there will always be a place and f

23、unction for marketing, it is unclear whether the traditional product or brand manager will still have a job in the twenty-first century, having been replaced by customer relations managers on the end of a telephone. E. In Russia, if there is a queue, you are advised to join as it means a manufacture

24、r has actually produced some thing, regardless of whether there is a specific need. F. Some companies now have customer call centers which are set up with the sole objective of handling complaint, inquiries and after sales service. G. It is estimated that winning over a new customer can cost up to f

25、ive times as much as keeping a customer, so a new definition of marketing has evolved which is identifying, attracting and retaining the most valuable customers to sustain profitable growth. H. Although the two are different, companies spend billions of pounds on market research with a view to targe

26、ting the potential customer in a more precise way. EXAMPLE：The correct answer for blank (0) is H. （分数：1.02）A.B.C.D.A.B.C.D.E.A.B.C.D.A.B.C.D.E.F.G.A.B.C.D.E.F.A.B.C.D.E.F.G.H.三、SECTION 3 (Question(总题数：1，分数：1.00)The tariff-jumping motive for FDI is well developed in the literature. The trade-of forei

27、gn firms typically face in these models is based on the level of the tariff when exporting versus the boardcost associated with setting up a manufacturing plant abroad. Other studies compare the effects of tariffs with the effects of quota and voluntary export restraints (VERs) and have shown how th

28、e profit gain for foreign firms due to VERs lowers the propensity to engage in FDI. While the use of tariffs, quota and VERs has been reduced as a result of multilateral trade negotiations, the use of other trade policy instruments, notably antidumping, has increased. Recent empirical work has confi

29、rmed that the FDI response to antidumping actions is certainly not uncommon, in particular in case of antidumping actions targeting Japanese firms, in a recent study, analyses duty-jumping FDI by firms based in other countries than Japan. The antidumping jumping FDI is very limited in scale in case

30、firms without international experience based in developing countries are targeted. Given the demonstrated importance of FDI responses to antidumping actions, it is surprising that the theoretical literature on the effects of antidumping law have by and large ignored the issue of antidumping jumping.

31、 In a symmetric model of two countries considering reciprocal (anti-)dumping and reciprocal FDI, they find that producers in both countries would gain from the abolition of antidumping law from the WTO statute. This result is driven by the fact that reciprocal antidumping jumping FDI increases compe

32、tition and reduces profits of domestic firms. All types of international price discrimination with the lower price charged in the EU can classify as dumping, at least for products for which there are close EU substitutes. We explicitly consider a clause in EU antidumping law that allows the EU admin

33、istration to settle antidumping actions either by levying duties or by demanding price undertakings from the foreign exporting firms. Our model shows that this decision will depend on the objective function of the EU administration, which may vary between protecting the interests of EU industry only

34、 (maximizing producer surplus) and also taking into account the interests of consumers and user industries (maximizing EU social welfare). The former corresponds to the direct objective of antidumping law. Pursuing the latter is in line with the public interests embedded in EU antidumping law by whi

35、ch the EU Commission is held to consider repercussions on consumers and user industries. A second aspect of EU antidumping incorporated in the model is that the level of duties and price undertakings is typically determined by the degree to which foreign firms undercut EU producers prices on the EU

36、market. This rule is applied to ensure that antidumping measures remove the injury to EU industry. The rule limits the discretionary power of the EU administration in determining duty and price undertaking levels. Contrary to the symmetric model of Haland and Wooton, we explicitly take on boardcost

37、asymmetries, viz. a cost advantage of the foreign firm. Such a cost advantage is a most likely reason for price undercutting by foreign exporters resulting in antidumping actions. We allow cost advantages to be either firm-specific, in which case they are internationally transferable through FDI, or

38、 location specific. We show that the occurrence of duty jumping FDI in the EU requires that the foreign firms cost advantage is at least partly firm specific. In the next section we present the model for the case of products which are sufficiently close substitutes (like products) and firm-specific

39、cost advantages, assuming that the EU administration is able to commit to antidumping actions before the foreign firms investment decision, and allowing two alternative policy objectives (producer surplus and social welfare). For this purpose we used a three-stage model. In the first stage, the EU a

40、dministration decides whether to take antidumping measures, and if so, whether to levy a duty or allow a price undertaking. In the second stage the foreign firm decides whether to serve the EU market through export or FDI. In the third stage, the foreign firm is engaged in price competition with a l

41、ocal firm on the EU market, which offers close substitute products. Injury arises from a production cost advantage of the foreign firm, which may either be location specific, for example, based on lower foreign wages or firm specific like based on a transferable technological advantage. （分数：1.02）(1)

42、.According to the first paragraph, what does the study about tariff-jumping motive show?（分数：0.17）A.The welfare and strategic effects of antidumping laws under alternative market structures.B.Industries incentives to petition for antidumping.C.These studies show under which conditions foreign firms p

43、refer to set up local production units over exporting when serving distant markets.D.The potential effect of antidumping measures in strengthening collusive practices.(2).What does the evidence show in the second paragraph?（分数：0.17）A.The evidence suggests that EU firms show a comparable FDI response

44、 if they are targeted by US antidumping actions.B.The evidence shows the possibility of a protection building equilibrium.C.A foreign firm that intends to engage in second period FDI increases its first period export in order to increase the level of protection faced by the rival foreign firm.D.The

45、evidence implies that they are concerned with the effects of economic integration involving the abolition of antidumping law.(3).After reading the first three paragraphs, what do you think the two studies deal with?（分数：0.17）A.The two studies examine antidumping jumping FDI in the context of EU antid

46、umping practices.B.Two studies deal with the relationship between antidumping and FDI.C.They analyze the conditions under which antidumping jumping FDI occurs.D.They explain the output and welfare effects of antidumping actions.(4).What does the writer imply in the fourth paragraph?（分数：0.17）A.An ant

47、idumping duty is akin to a tariff.B.A price undertaking is a commitment by the foreign firm to raise its price.C.The conditions under which undertakings are allowed are not well articulated in EU antidumping law.D.An EU antidumping case can only be initiated when imports are dumped on the European m

48、arket and cause material injury.(5).From the fifth paragraph, in the case of cost advantages, what does FDI imply?（分数：0.17）A.It implies that it is often a feature of exporters based in developing countries.B.It implies that foreign firms relinquish their cost advantage and produce at the same margin

49、al cost as those of EU producers.C.It implies the differences in FDI responses between firms from developed and developing countries.D.It implies that in EU antidumping practice, a substantial number of cases are settled through price-undertakings.(6).What is the main theme of this article?（分数：0.17）A.The article is about the effects of EU antidumping policy when foreign firms can jump antidumping duties in the EU.B.The article shows that duty jumping or duty pre-empting FDI occurs if the EU administration has broader objectives.C.The article is about the expec