[外语类试卷]BEC商务英语（中级）阅读模拟试卷150及答案与解析.doc

《[外语类试卷]BEC商务英语（中级）阅读模拟试卷150及答案与解析.doc》由会员分享，可在线阅读，更多相关《[外语类试卷]BEC商务英语（中级）阅读模拟试卷150及答案与解析.doc（23页珍藏版）》请在麦多课文档分享上搜索。

1、BEC商务英语（中级）阅读模拟试卷 150及答案与解析 一、 PART ONE 0 Look at the statements below and the text about the marketing principle on the opposite page. Which section(A, B, C or D)does each statement(1-7)refer to? For each statement(1-7), mark one letter(A, B, C or D)on your Answer Sheet. You will need to use some o

2、f these letters more than once.Example:0 The purchase of customers is not to achieve the ownership of the product. Marketing PrincipleA Brilliant marketers try to keep open and flexible, yet there is one unchanging maxim which they share:customers buy products to acquire benefits. Those few words ho

3、ld the secret of many an innovative organisation s success. It is a principle which can be applied to almost any product/market decision. The principle itself is almost deceptively simple,which is why some marketers pass it by. The successful marketing organisation will pay more than lip service to

4、its meaning, because it represents the most basic yet most important principle of marketing.B Customers do not buy a product for the product itself. Customers buy clean floors,not floor polish. They buy security,not insurance policies,high performance engines(or status),not Ferraris:better lubricati

5、on, not industrial cutting oil. An innovative tool manufacturer realised,through the course of its relationship with its customers,that a major problem on the production floor was the time lost in changing abrasive discs. With this in mind, the manufacturer has in the past few months been exerting h

6、imself to get the problem solved with the help of a group of technicians.C The company invested a lot of time and money in seeking a solution, and invented a highly specialised system of binding grit to disc. The result was a new disc which had a longer life and could be removed and replaced faster

7、than the old type. This gave the organisations customers the benefit of more efficient production time and better value for money. The benefit in the example served a dual purpose: it gave the customer the advantage of time-saving and cost-effectiveness, and at the same time solved a traditional pro

8、blem of changing discs. The problem in this case was a customer need which had to be satisfied.D The concept of customer benefits shows the importance of an organisation being orientated towards the customer,or market,rather than the product. An organisation, for example, manufacturing adding machin

9、es in a marketing environment which is moving towards calculators will soon find itself and its product obsolete. It must consider what the benefits of its product are in this case computing sums accurately and quickly and make sure that it is providing that benefit better than any other organisatio

10、n. If a more cost-effective method of computing comes along, the customer will naturally be attracted to that product which incorporates those developments and can therefore provide increased benefits. 1 The principle benefits not only customers but also manufactures. 2 The customers of the tool man

11、ufacturer were found working with discs in low efficiency. 3 If the principle is established in practice, it will enhance the performance of the marketing organisation. 4 The marketing principle indicates that manufactures should treat their customers as their first concern. 5 The tool manufacturer

12、was innovative in the production of discs. 6 Changing discs was no longer a time-consuming work which caused a big problem in customers work. 7 Not all marketers pay attention to the marketing principle. 二、 PART TWO 7 Read this text taken from an article about franchising. Choose the best sentence f

13、rom the opposite page to fill each of the gaps. For each gap(8-12), mark one letter(A-G)on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning(0). What is Franchising Franchising is one of three business strategies a company may use in capturing market share

14、.(0)G . Franchising is a business strategy for getting and keeping customers. It is a marketing system for creating an image in the minds of current and future customers about how the companys products and services can help them.【 P1】 _ Franchising is a network of interdependent business relationshi

15、ps that allows a number of people to share: a brand identification, a successful method of doing business, a proven marketing and distribution system. In short, franchising is a strategic alliance between groups of people who have specific relationships and responsibilities with a common goal to dom

16、inate markets, i. e., to get and keep more customers than their competitors. Other franchisees and company operated units are not your competition.【 P2】 _. They and you share the task of establishing the brand as the dominant brand in all markets entered and reinforcing the customers familiarity wit

17、h and trust in the brand.【 P3】 _ Other franchisees share with you the responsibility for quality, consistency, convenience, and other factors that define your franchise and insure repeat business for everyone. Increasing the value of the brand name is a shared responsibility of the franchisor and fr

18、anchisee. A company franchises because it wants to quickly and in great numbers replicate its successful company operations without significantly increasing its debt. 【 P4】 _. In franchising, the operating system becomes identified with the brand or trade name that you license as a franchisee. Each

19、franchise system uses precise methods to service and satisfy the customer. 【 P5】 _. Because customers dont like surprises, this consistency in operations, unit to unit, builds customer loyalty to the brand. Franchising is successful because we are people of habit and are brand-driven when we purchas

20、e goods and services. We trust brands that we see everywhere, every day. We tend to be loyal to a product or service delivered to us the same way all the time.Example:A So in this respect you are working as a team with others in the system.B By documenting these practices, the franchisor institution

21、alises the buying experience.C Because it has been successful in teaching its own employees to operate the business, the company believes it can repeat the same success by teaching others to do it.D It is a method for distributing products and services that satisfy customer needs.E Under the help of

22、 them, franchisors can easily enjoy the convenience brought by franchising.F On the contrary, both of you are partners under the same system.G The others are company owned units or a combination of company owned and franchised units. 8 【 P1】 9 【 P2】 10 【 P3】 11 【 P4】 12 【 P5】 三、 PART THREE 12 Read t

23、he article below about five forces affecting strategy, and the questions on the opposite page. For each question(13-18), mark one letter(A, B, C or D)on your Answer Sheet. The Five Competitive Forces That Shape Strategy In essence, the job of the strategist is to understand and cope with competition

24、. Often, however, managers define competition too narrowly, as if it occurred only among todays direct competitors. Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants, and substitute products.

25、 The extended rivalry that results from all five forces defines an industrys structure and shapes the nature of competitive interaction within an industry. They are the threat of new entrants: bargaining power of suppliers: the threat of substitute products or services: bargaining power of buyers an

26、d rivalry among existing competitors. As different from one another as industries might appear on the surface, the underlying drivers of profitability are the same. The global auto industry, for instance, appears to have nothing in common with the worldwide market for art masterpieces or the heavily

27、 regulated health-care delivery industry in Europe. But to understand industry competition and profitability in each of those three cases, one must analyse the industrys underlying structure in terms of the five forces. Understanding the competitive forces, and their underlying causes, reveals the r

28、oots of an industrys current profitability while providing a framework for anticipating and influencing competition(and profitability)over time. A healthy industry structure should be as much a competitive concern to strategists as their companys own position. Understanding industry structure is als

29、o cardinal to effective strategic positioning. As we will see, defending against the competitive forces and shaping them in a companys favour are crucial to strategy. The configuration of the five forces differs by industry. In the market for commercial aircraft, fierce rivalry between dominant prod

30、ucers Airbus and Boeing and the bargaining power of the airlines that place huge orders for aircraft are strong, while the threat of entry, the threat of substitutes, and the power of suppliers are more benign. In the movie theatre industry, the proliferation of substitute forms of entertainment and

31、 the power of the movie producers and distributors who supply movies, the critical input, are important. Industry structure drives competition and profitability, not whether an industry is emerging or mature, high tech or low tech, regulated or unregulated. The strongest competitive force or forces

32、determine the profitability of an industry and become the most important to strategy formulation. The most salient force, however, is not always obvious. For example, even though rivalry is often fierce in commodity industries, it may not be the factor limiting profitability. Low returns in the phot

33、ographic film industry, for instance, are the result of a superior substitute product as Kodak and Fuji, the worlds leading producers of photographic film, learned with the advent of digital photography. In such a situation, coping with the substitute product becomes the number one strategic priorit

34、y. Industry structure grows out of a set of economic and technical characteristics that determine the strength of each competitive force. We will examine these drivers in the pages that follow, taking the perspective of an incumbent, or a company already present in the industry. The analysis can be

35、readily extended to understand the challenges facing a potential entrant. 13 The role of the five competitive forces is to make a company （ A） perfect its industry structure. （ B） weaken the bargaining power of its rivals. （ C） earn more profits than its competitors. （ D） improve its productivity ra

36、pidly. 14 What do we learn about the global auto industry in the second paragraph? （ A） It is highly regulated by the government in Europe. （ B） It earns as much profit as other industries in Europe. （ C） It has better industry structure than health-care delivery industry. （ D） It has the same prima

37、ry driver of profitability with other industries. 15 What does “cardinal“ mean in the third paragraph? （ A） capital （ B） essential （ C） probable （ D） necessary 16 Five competitive forces differ in different industries because （ A） the proliferation of substitute forms is important. （ B） the power of

38、 suppliers is more different. （ C） every industry has a different structure. （ D） high tech is regulated in various ways. 17 The writer suggests that the strongest competitive force or forces （ A） play the most important part in making a company stay ahead of its competitors. （ B） play the most impo

39、rtant part in formulating its industrial strategy for a company. （ C） make a company redefine its industry structure to earn more profits than its competitors. （ D） make a company shape its industry structure based on its profitability. 18 What does “grows out of“ mean in the last paragraph? （ A） st

40、ems from （ B） makes into （ C） gets over （ D） takes from 四、 PART FOUR 18 Read the article below about the ways to improve employees motivation. Choose the best word to fill each gap from A,B,C or D on the opposite page. For each question(19-33), mark one letter(A,B,C or D)on your Answer Sheet. There

41、is an example at the beginning(0). How to Improve Employee Motivation Do you think your employees are lacking the motivation(0)A do their job efficiently? With the economy in a downturn,【 C1】 _morale is at an all-time low and its not surprising that motivation is taking a dive.【 C2】 _a supervisor, i

42、t is your responsibility to help keep your employee motivation up. High employee【 C3】 _means better work, less employee turnover, and a more positive work environment. There are some ways to improve your employees motivation. Set goals. Set weekly, monthly, and【 C4】 _goals. Set up an inter-office vi

43、sual to track progress and spark some healthy competition between employees. Have meetings often to discuss goal【 C5】 _and progress of their goals. Being able to cross several items off of their goal during each meeting is【 C6】 _rewarding and will help increase motivation. Reward employees【 C7】 _rea

44、ching goals. Be creative with your reward system it doesnt only have to be monetary. Rewards can be as【 C8】 _as bagels in the morning, taking the team out to lunch, a VIP parking spot, etc. Showing an employee that you【 C9】 _gratitude can be all you need to increase employee motivation and have them

45、 start performing better at work. Commend solid work. Remember not to let any good work go unnoticed. A simple “Great Job【 C10】 _that Sales Analysis Report!“ while【 C11】 _each other in the hallway can go a long way. Employees thrive on recognition and will work harder to get that next compliment. Im

46、plement an open door【 C12】 _. Keep your office open to employee suggestions and concerns. Let your co-workers know that you are【 C13】_to make changes based on their suggestions after all they are the ones that have the hands-on experience with how most of the work is being handled. Create a【 C14】_wo

47、rk environment. A little water cooler talk is healthy, but frown upon excessive office gossip that can bring down morale. If you hear someone talking bad about a co-worker or spreading a【 C15】 _, stop them in their tracks. Theres no quicker way to bring down an office than a bad wave of office gossi

48、p.Example:A to B from C by D on 19 【 C1】 （ A） complete （ B） overall （ C） utter （ D） thorough 20 【 C2】 （ A） As （ B） From （ C） For （ D） To 21 【 C3】 （ A） trigger （ B） motivation （ C） inspiration （ D） aspiration 22 【 C4】 （ A） yearly （ B） minutely （ C） daily （ D） timely 23 【 C5】 （ A） taking （ B） doing （

49、C） fixing （ D） setting 24 【 C6】 （ A） emotionally （ B） mentally （ C） physically （ D） intellectually 25 【 C7】 （ A） for （ B） at （ C） by （ D） with 26 【 C8】 （ A） complex （ B） simple （ C） complicated （ D） concise 27 【 C9】 （ A） require （ B） evaluate （ C） appreciate （ D） estimate 28 【 C10】 （ A） about （ B） in （ C） on （ D） of 29 【 C11】 （ A） referring （ B） including （ C） indicating （ D） passing 30 【 C12】 （ A） strategy （ B） trick （ C） policy （ D） wit 31 【 C13】 （ A） willing （ B）