剑桥商务英语高级-116及答案解析.doc

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1、剑桥商务英语高级-116 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 About MarketingOur theory going into 2002 was that most companies would hold their breath and wait for the economy to move before investing in marketing. And cutting back marketing dollars did turn out to be t

2、he wave that most companies were riding. But, it is just a knee jerk reaction to a down turn. Those that continued to market through this year are in better shape going into 2003 than when they staged in 2002, Marketing is not for just the best of times, its crucial in the worst of times.BAbout the

3、CustomerAside from wondering where youre going to get new customers, we all learned that it should really be about retaining your existing customers. Guess what? Thats where the lions share of your business is coming from anyway. Too bad many companies cut back on customer service. Some companies ch

4、ased away their existing customers in droves in the interest of saving money. It doesnt make sense.CAbout RelationshipsMany assumed price was the major issue with customers. A customer is surely going to talk about pricing. But you have to move that conversation in a mote productive direction. Its n

5、ot about pricing. Its about value. If you can demonstrate value you dont have to lead with price, In large part, the value in any customer interaction is the relationship you build with them and how you maintain it. And the hard truth is if youre serious about relationships, you maintain them even w

6、hen they arent buying. Why? Because once they have money they will stick with those who stuck with them.DDoing More With LessThe days of spending marketing and sales dollars like water are over. Thats not a bad thing, really. It means that companies are now going to really think through their decisi

7、ons and make better ones. Its better for the economy in the long term. And it gives everyone an opportunity to present the best solutions and the best value for business propositions. Doing more with less is actually smarter and will improve the business climate over the long haul, which is really w

8、hat counts.EPipelineEvery company should be working on near-term, mid-term and long-term opportunities. This is solid selling technique. In a tight economy, its absolutely imperative. We all knew that 2002 had very little low-hanging fruit to grab. That meant you had to march harder, more creatively

9、 and longer to build a solid pipeline. Ideally, you should have a handful of deals just ready to close, a handful of hot prospects, and more than a handful of opportunities that you are moving along. The time to start is always NOW! Going into 2003, what does your pipeline look like?（分数：8.00）(1).Som

10、ething other than money is more important.（分数：1.00）填空项 1:_(2).Such a strategy can create a better economic environment.（分数：1.00）填空项 1:_(3).To be successful, you need a wide marketing network.（分数：1.00）填空项 1:_(4).Companies are obliged to come up with better programs.（分数：1.00）填空项 1:_(5).It is unwise to

11、 put in less capital in this field in poor economy.（分数：1.00）填空项 1:_(6).Your effort in doing this will get reward in the end.（分数：1.00）填空项 1:_(7).Low spending in this respect will lead to great loss of profit.（分数：1.00）填空项 1:_(8).It is better for companies to have some potential customers.（分数：1.00）填空项

12、1:_三、PART TWO(总题数：1，分数：6.00)Hiring WiselyEvaluating a persons relational abilities is a bit more difficult. Try the following techniques to ferret out a candidates skills in the four dimensions of interpersonal work.If you find yourself wanting to hire the candidate regardless of his talents, hes pr

13、obably a master in the influence dimension. Some other signs to look for include a history of being elected to leadership positions and a broad and deep professional network - especially outside the persons current place of employment. People who score high on influence frequently serve on the board

14、s of relevant professional and social organizations. During the interview, pose questions with no right answer and then assess how confidently and persuasively the candidate expresses himself. (9) Did it have anything to do with influencing a decision?When you want to assess a candidates adeptness a

15、t interpersonal facilitation, try asking him to describe a work situation in which two people were in conflict. (10) Next, look for evidence of broad and deep personal and professional networks, especially inside his current place of employment. (11) Finally, ask him to describe a job that he wouldn

16、t want to do-not for lack of competence but for personal reasons. Would that position require an uncomfortable level of toughness toward other people, such as managing a turnaround in which a number of employees will lose their jobs?To determine whether someone is relationally creative, start by hav

17、ing him describe a favorite advertising campaign, slogan, or image, and then have him explain why he loved it and found it so effective. Ask the candidate to describe a time when he was “in the flow“- so immersed in his work that he lost track of time- and see whether he cites a task that required a

18、 high level of relational creativity. (12) People who score high in this dimension frequently give creative or offbeat answers. (13) So be sure to ask the candidate about activities outside work and see if he holds a leadership role in any of them. Ask him, too, to describe his ideal job. Probe for

19、details such as how many people he would be interacting with and in what way. Next, have him describe the best customer service operation hes ever experienced, either as an employee or as a customer. Notice how excited he gets while discussing it. (14) Is he someone who inspires you to go out and gi

20、ve it your all? If so, hes got a special talent in the team leadership dimension.A And since most people who excel in this dimension participate in some kind of good cause, ask him to talk about his experiences in that realm.B If you find yourself wanting to hire the candidate regardless of his tale

21、nts, hes probably a master in the influence dimension.C Another way to gauge his interest and ability in this dimension is to ask about a peak moment hes had at work.D People talented in this area usually have a long history of involvement with groups - for instance, sports teams or social clubs.E I

22、n fact, pay close attention to how much energy and enthusiasm the person exhibits during your conversation generally.F Finally, ask what other careers he has considered.G Someone whos talented in this dimension will offer an insightful explanation of what might have been going on under the surface o

23、f the disagreement.H People who are skillful in this respect are more talkative and persuasive.（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)Whatever your business, you can no longer hide from the intense glare of stakeholders. The Internet has given employees, busine

24、ss partners, customers, shareholders and local and global neighbors unprecedented power to know what you and your company are up to. If you are abusing employees or the quality of your product has suffered or youre keeping important data from your suppliers or shareholders, you can count on that get

25、ting out via the Internet and coming back to bite you. Armed with such knowledge, your shareholders can jump right back online to spread the word, organize response, and, eventually, determine the fate of your company. How can you avoid becoming an unwitting target? For starters, your company had be

26、tter have great products and fair prices, because everyone will know instantly if it doesnt. But youve got to keep the confidence of all your stakeholders not just customers or shareholders with honesty, accountability, consideration, and, above all, transparency. Heres how that plays out hi success

27、ful companies.Employees. You lead by example whether you intend to or not. When employees dont trust you, they wont build trust for you with customers and business partners. Instead they will play office politics, and productivity will plummet. Microsoft has employee transparency down to a science.

28、Tim Sinclair, who runs the companys huge website, says, “When theres good news, everyone knows. When theres bad news, tell everyone.“Business partners. In the competition among supply chains, trust means lower transaction costs and better performance. Radio frequency ID tugs will bring about ever mo

29、re accurate real-time information sharing. Wal-Mart no surprise - is among the first to tell its suppliers to get with this technology.Customers. Transparency with consumers can be a force for competitive advantage. When a Stanford Student detailed the source code for Legos Mindstorms robotic toy on

30、line, not only did the company decide not to sue the student, it encouraged its customers to tinker with the software, even going so far as to develop a website where people can share their creations. Its budding community of customer/ developers has helped Lego expand the market for its robot, help

31、ing to popularize it on campuses and among engineers. It gained, essentially for free, new markets, new product ideas, and sheet credibility.Communities. Think accountability, not just philanthropy. Chiquita was once reviled for its alleged activities in Latin America: It was said to have fomented p

32、olitical coups, bribed politicians, pillaged the environment, and brutalized employees. In 1998 it adopted a policy of corporate responsibility, which calls for honest and open communication about its problems and heating all people with dignity and respect. The policy came too late to save the comp

33、any from bankruptcy in November 2001, but Chiquita executives say it was instrumental in helping the banana giant repair relations with workers, suppliers, local communities, and environmental activists - and emerge from Chapter 11 in better shape four months later.Shareholders. Progressive insuranc

34、e CEO Glenn Renwick is making an inquisitive investors dream come true. Progressive says its the only Fortune 500 company to report operating costs on a monthly basis. “I view it as the owners information,“ Renwick says. “When you have information, you should disclose it, good or bad, exactly as it

35、is.“ Result: Since 2001, Progressives share price has gone from 43 to more than 70. Transparency builds trust with shareholders.In the age of transparency, integrity goes to the bottom line: if youve got to be naked, youd better be buff.（分数：6.00）(1).The Internet has empowered everyone（分数：1.00）A.to h

36、ave an intense look at each others business secrets.B.to be able to take important data from the database.C.to get access to his suppliers and clients easily.D.to determine the fate of the others business.(2).What is the major reason for winning the trust of employees?（分数：1.00）A.To enable them to de

37、vote themselves to your business.B.To increase productivity.C.To win sales competition with less costs.D.To keep everyone informed of good and bad news.(3).The writer believes the most effective way to avoid being attacked by customers on line is（分数：1.00）A.supplying quality products at fair price.B.

38、being honest and considerate.C.showing responsibility and confidence.D.being open and frank with customers.(4).How did Lego gain new markets, new product ideas and street credibility for its robot?（分数：1.00）A.it became well-known by suing the Stanford student.B.it developed a website to which people

39、can get access.C.it shared its information with customers.D.it is open in dealing with the cas(5).The policy of corporate responsibility adopted by Chiquita（分数：1.00）A.resulted from its business activities in Latin America.B.saved the company from bankruptcy in November 2001.C.helped the company to b

40、e reestablished later.D.deteriorated its relation with local customers in Latin Americ(6).The way business is done will be transformed by（分数：1.00）A.the Internets glare.B.the age of transparency.C.the inquisitive stakeholders.D.the online communication.五、PART FOUR(总题数：1，分数：10.00)After three years of

41、sluggish or no growth, Mexicos economy is set to expand by 3% to 3.5% in 2004. The US turnaround will be (21) to Mexicos outlook, since the US buys almost 88% of Mexican export.Progress can be seen in Mexicos industrial (22) Production began growing again in October and is now showing its best perfo

42、rmance in nearly four years. A 20% depreciation of the peso against the US dollar over the past two years has helped exporters competitiveness. The economy has also (23) from lower interest rates, a byproduct of the drop in inflation, which (24) just 3.98% in 2003.Falling rates have bolstered consum

43、er borrowing. While hank lending to companies has (25) , consumer credit has grown some 30% in the past two to three years, and nonbank mortgage lending has also expanded significantly. Easy credit has (26) retail, auto, and home sales, though unemployment is at its highest rate since 1997.The 2004

44、(27) will come none too soon for President Vicente Fox, who took office in 2000 promising that Mexico would enjoy 7% annual growth by the end of his six-year term. But he still faces obstacles to reach that long-term goal. First, the Mexican congress has failed to (28) badly needed fiscal, labor, an

45、d energy reforms. That has left the federal government with a tight budget and few resources to generate more (29) growth.Second, while a limited package of energy reforms may win approval this year, more significant structural overhauls, which could add some stimulus, are unlikely. The sticking poi

46、nt is 11 key gubernatorial elections set for this year. Campaign rhetoric, not serious reform, will (30) Mexicos agenda this year.（分数：10.00）A.crucialB.criticalC.significantD.relatedA.portionB.sectionC.sectorD.sessionA.enrichedB.gainedC.prosperedD.benefitedA.hitB.beatC.attainD.achieveA.depressedB.wit

47、heredC.withdrawnD.fadedA.advancedB.upliftedC.boostedD.improvedA.revivalB.relapseC.restorationD.reboundA.approveB.agreeC.consentD.adoptA.vehementB.vigorousC.formidableD.intenseA.guideB.directC.dominateD.control六、PART FIVE(总题数：1，分数：10.00)Doing Favours at WorkProductivity rises when workers help each o

48、ther more. Francis Flynn, of Columbia Universitys business school, studied 161 engineers working for a telecoms firm near San Francisco. They work in eight teams, but each individually sorts (31) detailed engineering problems sent in from around the country. Mr. Flynn asked each employee to report how (32) he swapped help with each member of the team and who had given relatively more in their exchanges. Thus, he looked separately at the frequency with (33) individual workers made such swaps and at how one-sidedly generous they were. He also asked employees to rate how highly they regarded on