[外语类试卷]BEC商务英语(中级)阅读模拟试卷100及答案与解析.doc
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1、BEC商务英语(中级)阅读模拟试卷 100及答案与解析 一、 PART ONE 0 A Bangkok rose 2 percent on the day and 3.4 percent over the week as buyers moved into large market capitalization stocks. The SET index rose 27.55 to 1,383.57 in turnover of Bt 8. 5bn, down from Thursdays Bt 10bn. B Taipei was pulled lower by late profit-ta
2、king in industrials after Thursdays rebound, and the weighted index fell 45. 59 to 5,806. 77, or 1.7 percent, over the week. Turnover rose to T $41.51 bn from T $35.78bn. C Manila opened strongly on foreign buying of blue chips but dipped at the close as profits were taken. The composite index fell
3、10.07 to 2,907.00, 1.3 percent higher on the week. D Hong Kong finished a mixed day slightly lower, sapped by prof it-taking on confirmation of US renewal of Chinas MEN trade status and concerns over the lower domestic property market. The Hang Seng Index fell 11.58 to close at 9,470.13, 1.7 percent
4、 lower on the week. 1 The share prices were influenced by the improvement of the two countriesrelations. 2 Over the week, turnover rose by T $ 5.83bn. 3 Many people went to buy capitalization stocks. 4 In the beginning many foreign shareholders buy blue chips at high prices. 5 Price was lower after
5、shareholders sold stocks in industrials to make profit. 6 On Thursday price dropped and then rose again. 7 The falling of composite index rose by 1.3 percent on the week. 二、 PART TWO 7 Read this text on Daves dream. Choose the best sentence below to fill in each of the gaps. For each gap 8 12, mark
6、one letter A G on your Answer Sheet. Do not mark any letter twice. Icon Acoustics: Bypassing Tradition Like most entrepreneurs, Dave Fokos dreams a lot. He imagines customers eagerly phoning Icon Acoustics in Billerica, Massachusetts, to order his latest, custom-made stereo speakers (0) Like most en
7、trepreneurs, Dave has taken a long time to develop his dream. 8 Dave discovered that he had a strong, interest in audio engineering. He took independent-study courses in this area and by graduation had designed and built a pair of marketable stereo speakers. Following graduation, Dave pursued his in
8、terest in audio engineering. He landed a job as a loudspeaker designer with Conrad-Johnson, a high-end audio-equipment manufacturer headquarters in Fairfax, Virginia 9 Dave identified a market niche that he felt other speaker firms had overlooked 10 These affluent, well-educated customers are genuin
9、ely obsessed with their stereo equipment. “Theyd rather buy a new set of speakers than eat,“ Dave observes. Dave faced one major problem how to distribute Icons products. He had learned from experience at Conrad-Johnson that most manufacturers distribute their equipment primarily through stereo deal
10、ers. Dave did not hold a high opinion of most such dealers; he felt that they too often played hardball with manufacturers, forcing them to accept thin margins. 11 This kept those firms that offered more customized products from gaining access to the market. Perhaps most disturbing, Dave felt that t
11、he established dealers often sold not what was best for customers, but whatever they had in inventory that month. Dave dreamed of offering high-end stereo loudspeakers directly to the audio-obsessed, bypassing the established dealer network. 12 “My vision for the future is one where all manufacturer
12、s sell their products directly to end user. In this way, even the audiophiles in Dead Horse, Alaska, can have access to all that the audio-manufacturing community has to offer.“ Example: A A. At the age of 28, Dave set out to turn his dreams into reality. B. Furthermore, the dealers concentrated on
13、only a handful of well-known producers. C. Who provided mass-produced models. D. The firms tend to plow their money in to developing their products and have little leftover to market them. E. This niche consisted of “audio-addicts“ people who love to listen to music and appreciate first-rate stereo
14、equipment. F. To serve the audio-addicts segment, Dave offers only the highest-quality speakers. G. It all began while majoring in electrical engineering at Cornell. By going directly to the customers, Dave could avoid the dealer markups and offer top-quality products and service at reasonable price
15、. 三、 PART THREE 12 Read the article below about Reebok. For the question 13 18, mark one letter A, B, C or D on your Answer Sheet for the answer you choose. Reebok executives do not like to hear their stylish athletic shoes called “footwear for yuppies“ . They contend that Reebok shoes appeal to div
16、erse market segments, especially now that the company offers basketball and childrens shoes for the under-18 set and walking shoes for older customers not interested in aerobics or running. The executives also point out that through recent acquisitions they have added hiking boots, dress and casual
17、shoes, and high performance athletic footwear to their product lines, all of which should attract new and varied groups of customers. Still, despite its emphasis on new markets, Reebok plans few changes in the upmarket retailing network that helped push sales to $ 1 billion annually, ahead of all ot
18、her sports shoe marketers. Reebok shoes, which are priced from $ 27 to $ 85, will continue to be sold only in better specialty, sporting goods, and department stores, in accordance with the companys view that consumers judge the quality of the brand by the quality of its distribution. In the past fe
19、w years, the Massachusetts-based company has imposed limits on the number of its distributors (and the number of shoes supplied to stores), partly out of necessity. At times the unexpected demand for Reeboks exceeded supply, and the company could barely keep up with orders from the dealers it alread
20、y had. These fulfillment problems seem to be under control now, but the company is still selective about its distributors. At present, Reebok shoes are available in about five thousand retail stores in the United States. Reebok has already anticipated that walking shoes will be the next fitness-rela
21、ted craze, replacing aerobics shoes the same way its brightly colored, soft leather exercise footwear replaced conventional running shoes. Through product diversification and careful market research, Reebok hopes to avoid the distribution problems Nike came across several years ago, when Nike misjud
22、ged the strength of the aerobics shoe craze and was forced to unload huge inventories of running shoes through discount-stores. 13 One reason why Reeboks managerial personnel dont like their shoes to be called “footwear for yuppies“ is that_. ( A) yuppies usually evokes a negative image ( B) they be
23、lieve that their shoes are popular with people of different age groups ( C) new production lines have been added to produce inexpensive shoes 14 Reeboks view that “consumers judge the quality of the brand by the quality of its distribution“ (Para. 2) implies that_. ( A) the quality of a brand is mea
24、sured by the service quality of the store selling it ( B) consumers believe that first-rate products are only sold by high-quality stores ( C) the quality of a product determines the quality of its distributors 15 Reebok once had to limit the number of its distributors because_. ( A) the reduction o
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