剑桥商务英语高级-22及答案解析.doc

《剑桥商务英语高级-22及答案解析.doc》由会员分享，可在线阅读，更多相关《剑桥商务英语高级-22及答案解析.doc（29页珍藏版）》请在麦多课文档分享上搜索。

1、剑桥商务英语高级-22 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：8.00)BPART ONE/BLook at the statements below and description of some of the Europes fast growing companies on the opposite page.Which company (A, B, C, D or E) does each statement 1-8 refer to?For each statement 1-8, mark one letter (A, B,

2、 C, D or E ) on your Answer Sheet.You will need to use some of these letters more than once.BA City Refrigeration/BIn 1985, Willie Haughey and his wife started a small business providing pubs in northeast England and Scotland with refrigeration and technical services, investing about $100,000 that W

3、illie had made by working for a Carder air-conditioning branch in file scorching Persian Gulf states. Almost two decades latex, the two are running a major company with blue-chip clients from their base hi Glasgow. Willie, who serves as executive chairman, says that City Refrigeration Holdings Ltd.,

4、 with close to 10, 500 employees, will bring in some 360 million in revenues this year. Earnings before interest and taxes will be an estimated 11 million.BB New Wave/BNew Wave Group is riding high these days. The Swedish clothing company sells a mix of moderately priced casual lines, workmens gear,

5、 and sportswear in 12 countries from China to Switzerland. Sales have been increasing at a 41% annual clip since 1990, and the company is on course to do the same this year. In just the first half of 2004, sales were up 20%, to 117.8 million, while profits grew by the same percentage, to 9.3 million

6、. “Theyve been quite successful at erecting new markets,“ says Lars Frick, a retail analyst at Kaupthing Bank in Stockholm.BC Formula Servizi/BFormula Servizi, founded in 1975 as a nine-woman cleaning co-op, has seen its revenue grow steadily in the last several years, reaching 27.8 million at the e

7、nd of 2003, while profits grew from 855,000 in 2000 to 3.4 million last year. One of the elements behind the fast growth of Formula Servizi is its cooperative ownership structure. Out of a total of 1,291 employees ms of the end of last year 87% of them women more than haft are part-owners of the com

8、pany and are invited to participate in its democratic decision-making process, voting on strategy and investment decisions. This definitely helps motivate workers.BD Eurofins/BMad cow disease. Genetically altered crops. Food additives. Who knows whats safe to eat and drink these days? Eurofins Scien

9、tific does. Based and set up in the French city of Nantes in 1988, Eurofins is one of the worlds leading bioanalysis groups, testing everything from fruit juice to pharmaceuticals. With profits of 1.6 million last year on revenues of 168.7 million, its riding a surge in demand for biotesting, as gov

10、ernments and industry seek to reassure the public about the purity and safety of food and drugs.BE Arup Group/BFounded in 1946 by Sir Ore Amp, a British-born engineer who studied in Germany and Denmark, the firm has gone from a small engineering design outfit to a global player with annual sales of

11、592.8 million. Amps 7,000 employees are mattered across 73 offices in 32 countries. Business has been particularly brisk in recent years because of the firms holistic approach of employing engineers, architects, and ecologists. Sales jumped 44% in the three years to March, 2003. Yet the firm, which

12、is profitable, isnt even considering an initial public offering. Amps top executives like living without “watching-the-share-price pressure.“ （分数：8.00）(1).The company has kept a steady high annual sale increase for 15 years.（分数：1.00）填空项 1:_(2).The companys earnings this year are likely to be more th

13、an 100 times the amount invested almost 20 years ago.（分数：1.00）填空项 1:_(3).The product of the company sells well in the world at a reasonable price.（分数：1.00）填空项 1:_(4).The reason for the company to grow so successfully is that most employees own it and have the equal right to have their say.（分数：1.00）填

14、空项 1:_(5).It is a transnational company with its business focused on innovative architecture designing.（分数：1.00）填空项 1:_(6).It started as a very small company providing cleaning service.（分数：1.00）填空项 1:_(7).The business of the company is in great demand as a result of peoples concern with health.（分数：1

15、.00）填空项 1:_(8).Although its revenue has grown rapidly in recent years, the companys CEO doesnt mean to list it in securities market.（分数：1.00）填空项 1:_二、BPART TWO/B(总题数：1，分数：6.00)Read the article below about ways to motivate employees.Choose the best sentence from the opposite page to fill each of the

16、gaps.For each gap 9-14, mark one letter (A-H) on your Answer Sheet.Do not use any letter more than once.Let Workers WorkIn these difficult economic times, lots of companies are cutting benefits to maintain profits. So when Fortune magazine recently published its list of the “100 best companies to wo

17、rk for,“ I couldnt help but notice that lots of these companies are maintaining or even improving benefits such as medical care, onsite child care, fitness facilities, and so forth. Moreover, it turns out that firms that have made the list in the past have on average also done well in the stock mark

18、et. So they must be doing something right. Are those on the list compiled by Fortune simply examples of successful companies that can afford to be nice? Or is there some link between generous benefits and an organizations performance?Obviously, there is a link.U (9) /UFor starters, it seems perfectl

19、y sensible that companies with generous benefits and employee-friendly policies attract a more motivated, higher-quality workforce.U (10) /U.Consider health care and health insurance.U (11) /UFor example, Definity Health, a recent entrant in the health-care-plan in business, supplies consumers with

20、loads of information that it claims “empowers employees with greater control over health and wellness decisions,“ thus limiting costs to employers. The typical Definity Health plan, in fact, carries a high deductible to encourage patients to become cost-conscious health-care shoppers.Whats wrong wit

21、h greater employee involvement and cost-consciousness?U (12) /UHaving individual employees more actively manage their medical benefits and, for that matter, 401 (k) and even flexible spending accounts overlooks the advantages of specialization and the division of labor. Do you really want your peopl

22、e to spend their time becoming medical or financial experts, all while theyre also engaged in a constant hunt to find quality child care? Wouldnt it be nice and maybe even efficient if someone with both knowledge and your employees best interests in mind relieved them of those burdens?U (13) /UHealt

23、h Advocate, a firm that hunched in January 2002, charges companies about $2 a month per employee to help their people deal with their health insurers. It has already signed up 122 firms.Companies that successfully capture the motivation and energy of their workers operate under a simple premise:U (1

24、4) /UWhen their folks are at work, they want them to focus their energy on being productive.A In an effort to control rising medical costs, many companies are experimenting with insurance plans that make employees more “cost-conscious“ by having them take an active role in their health care.B Clearl

25、y, some companies are beginning to realize that this is a problem. However, most CEOs and top executives dont have a clue how important that connection is.D Heres a novel thought: Most employees want the same thing.E Remove from employees as many extraneous burdens and worries as possible.F But ther

26、e is another, more important issue here: Were working our employees to the bone with all sorts of tasks unrelated to their jobs.G Nothing, unless you think about the inevitable trade-offs in a workers time and attention.H Moreover, it turns out that firms that have made the list in the past have on

27、average also done well in the stock market.（分数：6.00）(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:_填空项 1:_三、BPART THREE/B(总题数：1，分数：6.00)Read the following article about LGs success in India and the questions on the opposite page.For each question 15-20, mark one letter (A, B, C or D ) on your Answe

28、r Sheet for the answer you choose.On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. “No.1 forever,“ they shout in unison. “We are the Champions.“Welcome to employee-motiva

29、tion training, Korean-style. Its a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them “ag

30、gressive targets that change their way of thinking.“ Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.The result? LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It

31、has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only l

32、ast November.How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India Samsung and Hyundai, Indias No.2 car producer LG had good products and smart marketing. But LG went further by c

33、hallenging Indian work habits. Yasho Verma, LGs vice president for human resources in India, says ego problems“ had to “be broken.“ He says he prefers recruits from second- tier colleges who “have fire in their bellies“ to graduates from top management colleges who “come with a lot of attitudinal ba

34、ggage.“The molding starts with shouting games, and it seems to work. “The first day it was very tough with all this exercise,“ says Amit Kumar, a production engineering team leader. “I thought I wouldnt be able to complete everything the only game I can play is chess.“ He had to run round the factor

35、y as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. “Stress brings out the best in people,“ says Vinay Madaan, a Six Sigma black belt who drills LG staff. “You have to prove yourself, and it stretches you beyond what you think you are

36、 capable of.“LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has “steadily increased distribution outlets and the breadth of product ranges,“ says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research ventu

37、re. Anil Arora, head of marketing for LG in India, says the company has used its “brand power“ to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LGs business. That gives dealers an ince

38、ntive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.LGs success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LGs price cutting cannot be sustained. Kim does not agree. He

39、is proud of what he calls his “strategic aggressiveness“ and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LGs global total. His target this year: 55% sales growth. Thats something LGs Indian work

40、force can shout about.（分数：6.00）(1).Kwang-Ro Kim believes that the employee-motivation training program helps employees（分数：1.00）A.become financially aggressive.B.win championship of marketing.C.achieve success in their careers.D.alter their way of doing business.(2).In India, LG has（分数：1.00）A.extende

41、d 30% of the air-conditioner market.B.increased 21% of washing machine sales.C.taken 19% of color-TV business.D.gained GSM mobile phone market.(3).LG becomes the hottest product company in India by（分数：1.00）A.manufacturing quality products.B.recruiting enthusiastic college students.C.cutting the pric

42、e of its products.D.changing local business culture.(4).What does Amit Kumar think is possible?（分数：1.00）A.He would be passionate about training his team members.B.Shouting exercises would not work On him.C.Stress would make people to tap their potential to the full.D.He would have joined in the game

43、s if he was not punished;(5).LG has. achieved great success in product sales in India because（分数：1.00）A.the relation with dealers has been strengthened by applying LGs marketing model.B.Indian dealers must pay LG on time.C.suppliers can offer great discount to LG.D.price cutting leads to increased d

44、istribution outlets and product ranges.(6).How does Kim see the future of his company?（分数：1.00）A.LGs strategic aggressiveness will not produce efficiency in the long run,B.LG will lose its Indian employees because of its tough treatment.C.LGs sales will keep in an increasing trend.D.LG will lead the

45、 market of electrical products in the world.四、BPART FOUR/B(总题数：1，分数：10.00)Read the article below about expectations in cross-cultural negotiations.Choose the best word to fill each gap from A, B, C or D on the opposite page.For each question 21-30, mark one letter (A, B, C or D ) on your Answer Shee

46、t.BHOW NEGOTIATION-SPECIFIC EXPECTATIONS SHAPE THE PROCESS/BDifferent cultures will influence expectations as to what the specific process and outcome will look like. The expectations revolve around four key areas:Underlying View of the Process. People may view the negotiation process as cooperative

47、 (win- win) or competitive (win-lose). Some people will seekU (21) /Uadvantage; others wont Making assumptions about which view the other side will take can be misleading and even dangerous.Approach to Building Agreement. US negotiators often seek agreement on specifics first, building up toward anU

48、 (22) /Udeal. Their Chinese counterparts often focus first on what seems to many Americans to be a very general historical and national frame for discussion. Then, as many French negotiators do, they seek agreement on general principles, later working through the details. This tendency alsoU (23) /Uitself in thought processes: Many Chinese tend to reason about the whole while Westerners oftenU (24) /Uby breaking the whole