剑桥商务英语中级分类模拟55及答案解析.doc

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1、剑桥商务英语中级分类模拟 55及答案解析(总分：99.96，做题时间：90 分钟)一、READING(总题数：0，分数：0.00)二、PARE ONE(总题数：1，分数：14.00)“Businessman of the Year“ AwardA. James King: Chief Executive of Fentons Finance King was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered b

2、y his team. He is credited with reinventing Fentons Financerevitalizing its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the

3、right moment. History will be the judge, but for now the markets consider King to be a star. B. Keith Nash: Chief Executive of Hamley“s Supermarkets Nash took over as CEO when Hamley“s systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand a

4、t the higher quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top

5、job. C. Jorge Marquez: Chairman of the Kenwick Group Marquez was a popular choice for his achievements at Kenwick. The judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as th

6、ey transformed their businesses. He operates as a “virtual“ chairman, without a permanent office in any one company. He phones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be c

7、hairman of two other large companies. D. Richard Jenkins: Finance Director of Centron Advertising Labouring in the shadow of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the publ

8、ic face of Centron, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession, it is largely thanks to him that

9、 Centron is in much better shape than its rivals.（分数：14.00）(1).This businessman has successfully targeted a different group of consumers.（分数：2.00）(2).With careful forward planning, this businessman is helping the company survive a difficult period.（分数：2.00）(3).The company is now more open to change

10、because of this businessman“s way of thinking.（分数：2.00）(4).This businessman has made and implemented certain decisions despite opposition to them.（分数：2.00）(5).This businessman has achieved some success by misleading people about his intentions.（分数：2.00）(6).The abilities of this businessman were prev

11、iously doubted by the company that employs him.（分数：2.00）(7).This businessman is admired for his ability to manage a number of business interests.（分数：2.00）三、PARE TWO(总题数：1，分数：10.00)Buffet ZoneLucy Robertson started working at a take-away food business to supplement her income during her student days

12、at Edinburgh University. Several years later she had bought the business and now, 17 years on, she owns Grapevine Caterers, probably Scotland“s leading independent caterers, with a turnover of almost 6m. She had never planned to own a business, and had certainly never considered a career in catering

13、. Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set. However, her unplanned career began in 1985, when she returned to Edinburgh and discovered that the takeaway she had worked in was up for sale. On impulse, she bought it, but admi

14、ts that at the time she knew nothing about catering. 1 It was a difficult time, but essential in terms of gaining the experience she needed. The late 1980s boom was good for business, with large numbers of office workers wanting takeaway food for their lunches. 2 “At one point there were 26 food out

15、lets within a 5-kil0metre radius,“ Robertson recalls, as the economy changed and the once packed office blocks started to become vacant, it became clear that Robertson would need to diversify. 3 It changed the direction of the company for good. As Robertson began to win catering contracts, she decid

16、ed that the company would have to move to larger premises. In 1994, the move was made when she bought another catering business that already had a number of profitable contracts for boardroom lunches. Meanwhile, Robertson“s main competitor, the oldest catering company in Edinburgh, was causing her s

17、ome anxiety. “Customer loyally is not to be underestimated,“ she warns. But Robertson is not someone who is easily put off. 4 Partly as a result of this, turnover doubled, and having outgrown another site, Robertson bought a city-centre location for the group“s headquarters. By now, Grapevine“s main

18、 competitor was a new catering company called Towngates. Although Robertson tried to raise enough money to buy Towngates, she did not succeed. Then luck intervened and Towngates went bankrupt. 5 Many accepted and the company“s turnover went from 700,000 to 1.5 million almost overnight. However, the

19、company“s growth was not as smooth as it sounds in retrospect. Robertson admits, “We were close to the edge during the growth period. Like many under-capitalized companies trying to grow, it might easily have collapsed.“ But that, she feels, is the challenge of developing your own business. A. But t

20、here are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elsewhere. B. Her way round this particular problem was to recruit the catering manager of the rival company. C. But this demand was short-lived, and before long, increasing competition made i

21、t harder to make a profit. D. “It was a dramatic learning curve and very small amounts of money were earned at first,“ says Robertson. E. She decided that the solution, since many companies required working lunches for meetings with clients, was to prepare and deliver meals to business premises. F.

22、On hearing this, Robertson immediately contacted all of their clients and offered the services of Grapevine Caterers. G. Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set.（分数：10.00）四、PART THREE(总题数：1，分数：12.00)Department Store MagicF

23、or most of the 20th century Smithson“s was one of Britain“s most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales

24、 staff didn“t seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands. But now all this has changed, thanks to Rowena Baker, who became

25、 Smithson“s first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson“s profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she t

26、ook the bold decision to invite one of Europe“s most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits. Baker had ambitious plans for the store from

27、the start. “We“re playing a big game, to prove we“re up there with the leaders in our sector, and we have to make sure people get that message. Smithson“s had fallen behind the competition. It provided a traditional service targeted at middle-aged, middle-income customers, who“d been shopping there

28、for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot.“ Baker“s vision for the store is clear, but achieving it is far from simple. At first, many employees re

29、sisted her improvements because they just wouldn“t be persuaded that there was anything wrong with the way they“d always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when

30、 they realised that Baker was a very different kind of manager from the ones they had known. Baker“s staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments

31、are themselves sports fans in trainers. As Baker explains, “How can you sell jeans if you“re wearing a black suit? Smithson“s has a new identity, and this needs to be made clear to the customers.“ She“s also given every sales assistant responsibility for ensuring customer satisfaction, even if it me

32、ans occasionally breaking company rules in the hope that this will help company profits. Rowena Baker is proving successful, but the City“s big investors haven“t been persuaded. According to retail analyst, John Matthews, “Money had already been invested in refurbishment of the store and in fact tha

33、t led to the boost in sales. She took the credit, but hadn“t done anything to achieve it. And in my view the company“s shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson“s profits will start to fall because turnover of the existing store will

34、inevitably start to decline.“（分数：12.00）(1).According to the writer, in the mid-1990s Smithson“s department store _.（分数：2.00）A.was making a lossB.had a problem keeping staffC.was unhappy with its advertising agencyD.mostly sold goods under the Smithson“s name(2).According to the writer, Smithson“s pr

35、ofits started rising three years ago because of _.（分数：2.00）A.an improvement in the retailing sectorB.the previous work done on the storeC.Bowena Baker“s choice of designerD.a change in the products on sale(3).According to Bowena Baker, one problem which Smithson“s faced when she joined was that _.（分

36、数：2.00）A.the number of people using the store was falling slowlyB.its competitors offered a more specialized range of productsC.the store“s prices were set at the wrong levelD.customers were unhappy with the service provided(4).According to the writer, many staff opposed Baker“s plans because _.（分数：

37、2.00）A.they were unwilling to change their way of workingB.they disagreed with her goals for the storeC.they felt they were not consulted enough about the changesD.they were unhappy with her style of management(5).Baker has changed staff policies because she believes that _.（分数：2.00）A.the corporate

38、image can be improved through staff uniformsB.the previous rules were not fair to customersC.customers should be able to identify with the staff serving themD.employees should share in company profits(6).What problem does John Mathews think Smithson“s is facing?（分数：2.00）A.More money needs to be inve

39、sted in the present store.B.The company“s profits will only continue to rise if it expands.C.The refurbishment of the store is proving unpopular with customers.D.Smithson“s shareholders expect a quick return on their investments.五、PART FOUR(总题数：1，分数：30.00)The Bank with IdeasWith several hundred year

40、s of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure 1 of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to 2 their changing needs in the 21st century. Based in London,

41、APL offers banking services to businesses throughout the UK via its branch 3 Most customer service provision is 4 out by personal account managers based in local branches, together with 5 staff at company headquarters. An important 6 for APL has been to make it easy for customers to 7 business with

42、the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the “account contact“ and 8 with the customer during the manager“s 9 In addition, for those who want 10 to their bank at any time of day or night there is now

43、a 24-hour phone-based service. In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan 11 within 24 hours. This focus on the customer has also been a driving 12 in APL“s recruitment and development policy. For example, newly inducted staff 13 a “cust

44、omer service review“ to find out what it is like to be on the other side of the desk, asking to borrow money. Together, these 14 in banking have achieved excellent results. The customer 15 is growing fast, and last year the bank gained 36,000 new business accounts.（分数：30.00）A.producerB.supplierC.pro

45、viderD.giverA.achieveB.reachC.meetD.assistA.systemB.webC.gridD.networkA.takenB.broughtC.carriedD.putA.aidB.supportC.guidanceD.backingA.objectiveB.purposeC.directionD.schemeA.doB.runC.makeD.haveA.copesB.arrangesC.handlesD.dealsA.vacancyB.departureC.absenceD.retirementA.accessB.entranceC.approachD.ope

46、ningA.demandsB.applicationsC.proposalsD.ordersA.powerB.strengthC.forceD.pressureA.take overB.go throughC.set downD.put upA.innovationsB.adaptationsC.revisionsD.modernizationsA.sourceB.baseC.centreD.intere foundation六、PART FIVE(总题数：1，分数：34.00)（分数：33.96）剑桥商务英语中级分类模拟 55答案解析(总分：99.96，做题时间：90 分钟)一、READIN

47、G(总题数：0，分数：0.00)二、PARE ONE(总题数：1，分数：14.00)“Businessman of the Year“ AwardA. James King: Chief Executive of Fentons Finance King was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his team. He is credited with reinventing Fento

48、ns Financerevitalizing its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge, but for

49、now the markets consider King to be a star. B. Keith Nash: Chief Executive of Hamley“s Supermarkets Nash took over as CEO when Hamley“s systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job. C. Jorge Marqu