剑桥商务英语高级-155及答案解析.doc

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1、剑桥商务英语高级-155 及答案解析(总分：89.96，做题时间：90 分钟)一、BREADING/B(总题数：0，分数：0.00)二、BPART ONE/B(总题数：1，分数：8.00)A In terms of efficiency, not size, the advertising industry is only now starting to grow out of its century-long infancy, which might be called “the Wanamaker era“ . It was John Wanamaker, a devoutly Chris

2、tian merchant from Philadelphia, who in the 1870s not only invented department stores and price tags(to eliminate haggling, since everybody should be equal before God and price), but also became the first modern advertiser when he bought space in newspapers to promote his stores. He went about it in

3、 a Christian way, neither advertising on Sundays nor fibbing(thus minting the concept of “truth in advertising“ ).B The website is readily available to any consumer with a computer, and in this day and age, includes the majority of consumers throughout the world. There are no additional costs in rea

4、ching the expanded global markets. Since the Internet advertising extends to the global audience anytime, the chances of potential customers are more and hence the profit margin is also on the higher side. The bottom line is that the advantages of Internet advertising is much more than that of its t

5、raditional print forerunner, in lessened costs, availability, expanded consumer markets, and largely in the overall profit margin.C The best way to distinguish between advertising and marketing is to think of marketing as a pie, inside that pie you have slices of advertising, market research, media

6、planning, public relations, product pricing, distribution, customer support, sales strategy, and community involvement. Advertising only equals one piece of the pie in the strategy. All of these elements must not only work independently but also work together towards the bigger goal. Marketing is a

7、process that takes time and can involve hours of research for a marketing plan to be effective. Think of marketing as everything that an organisation does to facilitate an exchange between the company and consumers.D The advantages of print media enable you to send in the copy and have it displayed

8、on the section you want within a few days. If it is a classified ad, this can be just 48 hours. The beauty of print media advertising is that you can be as creative as you wish, as long as you follow the guidelines set out by the newspaper. This will usually exclude nudity and strong sexual referenc

9、es in the copy and publishers will usually adhere to advertising standards legislation.E You write ads, based on relevant keywords for your businessthese are displayed on search results pages and websites within that network. If someone types in a keyword/phrase relevant to your business and that ma

10、tches your advert criteria, your ad will then show on the page. If someone clicks on your ad, you will be charged a fee based on the cost per click value you set for that advert. Therefore, it is important to make the advert clear, so to avoid wasted clicks from people who misunderstood your message

11、.（分数：8.00）(1).In pay per click, the advertisers pay their host only when their ad is clicked.（分数：1.00）填空项 1:_(2).Advertising is certainly part of marketing.（分数：1.00）填空项 1:_(3).The traditional print advertising is more expensive and less reachable than internet advertising.（分数：1.00）填空项 1:_(4).Print m

12、edia will still have a strong foothold amongst readers.（分数：1.00）填空项 1:_(5).Advertising online is not limited by geography or time.（分数：1.00）填空项 1:_(6).Wanamaker refused to advertise on Sundays because he was a practicing Christian.（分数：1.00）填空项 1:_(7).You should make your advert precise to avoid extra

13、 money cost.（分数：1.00）填空项 1:_(8).The pricing of products will have a direct effect on your business.（分数：1.00）填空项 1:_三、BPART TWO/B(总题数：1，分数：6.00)BProtecting the corporate memory/BI Many companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise

14、the damage. /IMany staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts?First, they need to recognise the problem. A d

15、ownturn in the economy exposes many companies lack of commitment to understanding and using their peoples knowledge. When companies feel theyre in a crisis, it is one of the things that goes by the board. Unless, that is, theyve made it a routine or suffered because of losing knowledge in the past.N

16、ext, any attempt to stop knowledge walking out of the door must be handled sensitively. U U 1 /U /UEmployees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security.Strong incentives are needed to coax people into divulging th

17、eir expertise when being dismissed. U U 2 /U /UAt first sight, this might seem excessive, but the disadvantages should be weighed against the benefits.Of course, not all knowledge can be captured by the organisation and turned into a process. U U 3 /U /UTo find out who these knowledge hotspots are,

18、companies need to question their staff and analyse their social networks. Companies shouldnt ask employees what they know, but who they would ask if they wanted to know about different subjects. U U 4 /U /UAnd, more importantly, the process reveals the others who always know somebody who knows.The l

19、atter can be high on the list for redundancy because managers are unsure what they do, or because they appear to be weak performers. U U 5 /U /UPeople like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to

20、be star performers.If those at the centre of knowledge networks come to be seen as the most valuable people, those who keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. U U 6 /U /UIn such companies, the incentive to share knowledge should be even greater wh

21、en jobs are under threat.For some companies, it may be too late to salvage important knowledge. Building a culture where knowledge is understood, valued and shared can take a long time. Now may be the time to prepare for the next downturn. A. Organisations that reward people for sharing knowledge wi

22、ll know who falls into each of these two opposing categories.B. This approach enables them to identify those with a limited number of network relationships.C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D. This provides evidence

23、of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a knowledge mapping exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be

24、 an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H. When companies feel theyre in a crisis, it is one of the things that goes by the board.（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、BPART THREE/B(总题数：1，分数：6.00)Somew

25、here today, a group of staff from General Motors will meet as part of the Go-Fast programme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, whic

26、h will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in i

27、ts responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced - far more than in the old days, when every change had to come from senior managers focusing on the big picture.The progress made has trans- formed investor perceptions of G

28、M. Before the Go-Fast programme was introduced, the conventional wisdom was that GMs market share was in permanent free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers change of approach has led to the company being ene

29、rgised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible.The shareholders support of GMs strategy to become more outward-looking and in

30、novative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The strategy includes beating down on costs and extracting maximum synergies from GMs numerous alliance partners, such as its tooling suppliers, and exchanging ideas and managemen

31、t tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable.In the car industry, however, there was

32、 plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisations stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by

33、the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; rather, they were more concerned about the impact that pockets of opposition within GM might have.The results of the scheme so far give rise to cautious optimism. No aspect of

34、 GMs work can hide from scrutiny, and initial fears of a lack of joined-up thinking about the impact of one change on other areas soon dissipated, as the leadership panels responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically,

35、 many analysts are sceptical that the initiatives can outweigh GMs mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these.

36、If this were to take place, the companys core car manufacturing would need to be much more firmly rooted than it is at present, to ensure it didnt suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future

37、.（分数：6.00）(1).What point is made in the first paragraph about GMs Go-Fast programme? A. The intention behind it is to increase GMs market share. B. Suggestions need to be agreed by senior managers. C. All areas of business are examined for possible improvements. D. Senior managers are excluded from

38、the initial discussions.（分数：1.00）A.B.C.D.(2).In the second paragraph, the writer regards it as positive that A. the programme allows improvements to come from within. B. certain senior managers have left the company and been replaced. C. the consultants developed the ideas on the basis of company pr

39、oposals. D. investors continued confidence in the company has been justified.（分数：1.00）A.B.C.D.(3).In the third paragraph, the writer claims that the Go-Fast process is successful because of A. the companys alliances with many business partners. B. the method of implementing changes. C. the positive

40、attitude of investors. D. the exchange of management thinking with other companies.（分数：1.00）A.B.C.D.(4).When starting to set up the programme, the consultants expected that A. the size of the company might make it difficult to introduce changes. B. senior managers might be unwilling to change their

41、work style. C. it might be difficult to change the company culture. D. some of the workforce might resist the changes.（分数：1.00）A.B.C.D.(5).What concern is expressed in the last paragraph about the Go-Fast programme? A. It may not save enough to meet the companys financial demands. B. Management is b

42、eing distracted from the companys core activities. C. It has led the company to make unwise strategic decisions. D. The company is focusing on changes in the wrong areas.（分数：1.00）A.B.C.D.(6).What would be the best title for the article? A. Improving internal and external communications B. Choosing t

43、he most suitable consultants C. Making a company more adaptable D. Changing a companys management structure PART FOUR（分数：1.00）A.B.C.D.五、BPART FOUR/B(总题数：1，分数：10.00)The Internet can make the news more democratic, giving the public a chance to ask questions and seek out facts behind stories and candid

44、ates, according to the head of the largest U.S. online services.“But the greatest U U 1 /U /Ufor public participation is still in the future, “ Steven Case, Chairman of American Online, told a recent meeting on Journalism and. the Internet sponsored by the Freedom Forum. U U 2 /U /U, some other expe

45、rts often say the new technology of computers is changing the face of journalism, giving reporters U U 3 /U /Uto more information and their readers a chance to ask questions and turn to U U 4 /U /Usources.“You dont have to buy a newspaper and be confined to the four corners of that paper any more, “

46、 Sam Meddis, online technology editor at USA Today, U U 5 /U /Uabout the variety of information available to computer users.But the experts noted the easy access to the Internet also U U 6 /U /Uanyone can post information for others to see. “Anyone can say anything they want, U U 7 /U /Uits right or

47、 wrong, “ said Case. Readers have to determine for themselves whom to trust. “ln a world of almost infinite voices, respected journalists and respected brand names will probably become more important, not U U 8 /U /U, “ Case said.The Internet today is about U U 9 /U /Uradio was 80 years ago, or television 50 years ago, or cable 25 years ago, he said. But it is U U 10 /U /Urapidly because it provides people fast access to news and a chance to comment on it.（分数：10.00）(1). A. promising B. potential C. possibility D. opportunity（分数：1.00）A.B.C.D.(2).