剑桥商务英语高级-73 (1)及答案解析.doc

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1、剑桥商务英语高级-73 (1)及答案解析(总分：96.00，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)AHabgoodHabgood, the pharmaceutical company, saw its share price plummet yesterday, following a cut in its corporate credit rating. Investors were unnerved by the groups shrinking access to capital and its wish

2、 to fund ambitious expansion plans. Although the sector as a whole has been weak for some time, Habgood is looking particularly vulnerable, and may well prove to be a target for takeover from within the industry. Analysts would not be surprised if Jerry Greenway, the companys chief executive, and ar

3、chitect of its strategy of expansion, were to step down.BKK LeytonTruck manufacturer KK Leyton has said that its unit sales rose by a modest 1.3 per cent in the last six months, compared with 1.7 per cent in the same period last year. The company blames the economic downturn in its main markets and

4、increasing pressure from larger competitors. However, grounds for guarded optimism came in the form of an announcement that the company is about to roll out a cost-cutting programme which should help to protect its profit margins. Analysts believe this will strengthen KK Leytons position until condi

5、tions improve.CMeadowsweetDiscount clothing retailer Meadowsweet, whose 240 stores are mostly in Scotland and northern England, is set to merge with rival Marika Clothing, with slightly fewer stores in the south of England. Making the announcement, Elaine Tungate, Meadowsweets chief executive, said

6、that the two brands would be kept distinct, and each would retain its existing management team for the time being. Marika is targeted at female shoppers aged 25 to 45 while Meadowsweet is aimed at the over-45s, which, according to Ms Tungate, makes it an ideal merger and a natural fit.DCroftsCrofts

7、ambitious plans massively to increase the number of its cafes are continuing to raise questions about profitability, and as a result shares are still trading below their level of a year ago. Andrew Hughes, Crofts chairman, anticipates a speedy recovery, because of the companys focus on customer sati

8、sfaction. His optimism is not shared by analysts, though, who point out that the new outlets are simply taking customers from existing cafes, with the result that, contrary to Crofts confident forecast when the plans were initially unveiled, income is static and same-store sales have been falling al

9、l year.EDowning EnergyDowning Energy is to spin off its subsidiary Forthland Resources and adopt a new holding company structure. At the same time it will take the name Forthland Energy. Carol Mortimer, Downings CEO, said that splitting the companies will mean each being able to focus on what it doe

10、s best. Both are already in discussions with their banks about, extending their credit facilities - essential if they are to survive their present difficulties. The announcement led to a small rally in Downings share price, reversing the steady decline of recent days.（分数：8.00）(1).This companys strat

11、egy has not yet led to the expected increase in turnover.（分数：1.00）填空项 1:_(2).This company is seeking external funding to meet its present needs,（分数：1.00）填空项 1:_(3).This companys name will continue to be used despite a change in the company structure,（分数：1.00）填空项 1:_(4).The price of shares in this co

12、mpany has begun to rise.（分数：1.00）填空项 1:_(5).This company claims that its sales have been affected by external factors.（分数：1.00）填空项 1:_(6).This company is thought likely to lose its independence to a competitor.（分数：1.00）填空项 1:_(7).Analysts disagree with this companys predictions regarding its share p

13、rice.（分数：1.00）填空项 1:_(8).This company is taking steps to reduce its expenditure.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Thinking of moving to another company?First check its corporate cultureFinding the right cultural fit is vital to a successful career move. If you join a company with a corporate

14、culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. And once you fall into this state t may De difficult to get yourself out of it. Hence the importance of taking the time to fine out as much as possible at)out what the organisation is like - before committing

15、yourself to a move.The trouble is that organisational culture is hard to assess - especially from only a brief meeting. (9) Dont make the common mistake of many candidates and rely solely on your intuition, as you might easily miss important clues.The best results come from researching the company b

16、eforehand, consciously observing the environment and peoples behaviour (10) Planning them in advance reduces the risk of forgetting to mention something significant.For instance, in the interview, ask to see the companys mission statement. It can be illuminating, setting out the organisations long-t

17、erm direction and goals, its underpinning beliefs and values. However mission statements are frequently aspirational. (11) Ask to what extent the organisation feels that it achieves its mission statement.Ask to see the organisation and departmental chart. A steep hierarchy or highly centralised stru

18、cture s often bureaucratic and inflexible. (12) Conversely, those who like clear career Darns and lines of decision-making are unlikely to feel comfortable n a fiat or decentralised structure.The degree to which an organisation has systems for managing its staff is indicative of the value placed on

19、developing and nurturing its people. (13) If these are limited, staff are unlikely to count for much in the company, and joining the organisation could lead you nowhere in the long term.Staff are your best source of information about the corporate culture. (14) After all, personal impressions based

20、on experience will give you greater insight into the reality of working there than anything else.Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the outset. If you join a company that encourages and rewards behavi0ur you do not personally v

21、alue, it could be a career move you live to regret.A Find out how performance is appraised, and what opportunities exist for training and development.B The reality may be quite different.C By doing this you can get a good feel for the place.D That is why it can be helpful to adopt a fairly structure

22、d approach in the interview.E If you have the opportunity to talk informally, ask what they most like or dislike about the company.F People who value autonomy may be stifled.G Then in the interview you can ask specific questions about aspects of the culture that are important to you.H If you join a

23、company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied.（分数：6.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四、PART THREE(总题数：1，分数：6.00)Chadwicks, the struggling high street food retailer, has been having a horrible time. Not only did its rece

24、nt takeover of cash-and-carry chain DeeDee create more problems than it solved, but its risky move into organic-only, own-label frozen vegetables nudged prices up and alienated traditional customers. Sales fell sharply, with dire effects on suppliers who had geared up to meet Chadwicks much larger o

25、rders not to mention the groups profits. As a result investors lost their initial confidence in the plan and the share price tumbled. The architect of this policy, the former Chief Executive, abruptly departed last January, and Carl Hammond was brought in to pick up the pieces.Mr Hammond sees the co

26、rporate culture as a major barrier to a revival in the groups fortunes, and is making strenuous efforts to change it. Todays event is one part of the process: the delegates - over a thousand of them - are all managers, whose attitude to company policy is crucial to its implementation. By setting out

27、 his recovery strategy face to face, he hopes to get the managers on board, and equip them to carry the right messages back to the groups 20,000 employees. He believes this is essential if the group is to turn around its declining sales.The format he has chosen is one that Mr Hammond has no experien

28、ce of. Normally I use traditional conference-style presentations with speeches, or television studio arrangements with well-known TV journalists to tease out the issues, he says. These are quite easy to organise but they are net participatory. Todays event is much less predictable, but ironically it

29、s been a nightmare to choreograph everything in such a way as to encourage spontaneity.First, delegates are sent to booths around the hall to learn from senior managers about the effects of the takeover on each part of the business, and why some functions, such as finance and logistics, are being in

30、tegrated at group level. The senior managers then fire questions at the delegates to reinforce the learning process. Done at breakneck speed, it keeps everyone on their toes, and theres a definite buzz in the hall.Several other activities follow, and after lunch comes the main event, a 2g-minute ses

31、sion in which Mr Hammond answers questions from delegates, covering pay scales, investors attitudes, to the recovery strategy, possible job losses, and so on. The reaction of one store manager, Carol Brinkley, sums it up: It was quite demanding, with lots of people eager to ask questions, so he didn

32、t always go into as much depth as perhaps he should have done. But at least everything that I was hoping to find out was touched on, and he came across as being quite approachable and willing to accept criticism.Mr Hammond believes the event was effective in getting important messages across to a la

33、rge number of people, and in raising their morale, which had been appallingly low. The questions that he was asked confirmed his belief that many managers were unhappy with what had been going on in the group and were optimistic about the new strategy - though few of the suggestions which they made

34、took the broader picture into account. He admits that the novel format pushed him outside his comfort zone. Im a control freak, like most chief executives, he says. But now I realise that the group depends on the managers to keep it going: my role is to provide them with the tools. For a control fre

35、ak it is a remarkably hands-off message.（分数：6.00）(1).Why were there troubles with the policy mentioned in the first paragraph?（分数：1.00）A.Profit margins were set at too low a level.B.There were difficulties with getting enough supplies.C.Investors doubted whether it would lead to long-term success.D.

36、The group misjudged the attitude of its customers.(2).The main purpose of the event which is described in the second paragraph is to（分数：1.00）A.devise methods for achieving an improvement in sales.B.gain the managers commitment to company plans.C.ask for feedback from managers on company policy.D.giv

37、e managers a chance to learn from each other(3).For Mr Hammond, what is unusual about this event?（分数：1.00）A.the amount of active involvement by delegatesB.the participation of television presentersC.the large number of speeches being madeD.the small amount of planning which is required(4).The purpos

38、e of the first part of the event is to（分数：1.00）A.explain how the group intends to expand.B.outline changes in the organisation of the group.C.show the relevance of certain functions to the managers.D.allow managers to find out how their responsibilities will chang(5).What does Carol Brinkley say abo

39、ut the question and answer session?（分数：1.00）A.She felt that Mr Hammond performed well in difficult circumstances.B.She learnt more than she expected about the companys goals.C.She would have liked to hear more on some subjects.D.She changed her attitude towards Mr Hammon(6).What did Mr Hammond learn

40、 from the event?（分数：1.00）A.He needs to change his normal management style.B.Morale in the group was lower than he had realised.C.There was more opposition to his plans than he expected,D.The managers can contribute many effective new ideas.五、PART FOUR(总题数：1，分数：10.00)Asuccessful network of accountanc

41、y franchiseesTAXASSIST DIRECT is an accountancy franchise which probably has more business-minded franchisees than most in the white collar category Already, over 130 business professionals have joined the company as franchisees, (21) the brands strong position within the UK management franchise sec

42、tor.Continued acceleration in network growth is (22) for the next few years, with the company expecting to achieve nationwide (23) within four years. As it receives around 100 (24) a month from would-be franchisees, this target looks realistic.TaxAssist Directs franchise network contains individuals

43、 from a broad (25) of professional backgrounds, including accountancy, banking, business and management. The companys initial and ongoing training programme (26) to ensure that new franchisees are well-grounded in accounting practices and running their own business.New franchisees generally start fr

44、om home to minimise early overheads, then establish a staffed office to expand their (27) for taking on work. Many of those who started working from home within the last six months are now ready to (28) on the next stage of business development.Clive Marshall, one such franchisee, (29) the companys

45、openness as being one of the deciding factors in making him choose to work with TaxAssist Direct. They really stood out in the quality of information they gave, he explains. At every juncture, they answered my questions promptly by phone and then (30) up in writing. I was very impressed with the ope

46、ration and the people. Many of TaxAssist Directs franchisees are equally enthusiastic, which seems to guarantee the companys continued success.（分数：10.00）(1).A consolidating B. amalgamating C. incorporating D. integrating（分数：1.00）A.B.C.D.(2).A looked B. approaching C. forthcoming D. anticipated（分数：1.

47、00）A.B.C.D.(3).A range B. coverage C. size D. extent（分数：1.00）A.B.C.D.(4).A enquiries B. surveys C. investigations D. interrogations（分数：1.00）A.B.C.D.(5).A blend B. merger C. mix D. union（分数：1.00）A.B.C.D.(6).A directs B. targets C. focuses D. aims（分数：1.00）A.B.C.D.A.meansB.powerC.capacityD.competence(8

48、).A launch B. embark C. engage D. initiate（分数：1.00）A.B.C.D.(9).A refers B. cites C. indicates D. points（分数：1.00）A.B.C.D.(10).A followed B. continued C. pursued D. proceeded（分数：1.00）A.B.C.D.六、PART FIVE(总题数：1，分数：10.00)Write clearly to prevent problems laterBusiness communication has never been quicker

49、. Faxes, emails and text messages can be written and sent almost as soon as the thought has occurred to the writer.Yet messages sent with too (31) consideration can cause serious problems, (32) as damage to budgets or business relationships. They can also lead to long and expensive disputes. Because