[外语类试卷]BEC商务英语（中级）阅读模拟试卷67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 67及答案与解析 一、 PART ONE 0 Look at the statements below and the text on mobile advertising 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 of the

2、se letters more than once. Mobile Advertising The Next Big Thing A Advertising on mobile phones is a tiny business. Last year spending on mobile ads was $ 871 million worldwide according to lnforma Telecoms Media, a research firm, compared with $ 24 billion spent on internet advertising and $450 bil

3、lion spent on all advertising. But marketers are hailing the mobile phone as advertisings promised land. It is destined, some say, to replace not only internet advertising,the latest fad, but also television, radio, print and billboards, the four traditional pillars of the business. B The 2.5 billio

4、n mobile phones around the world can potentially reach a much bigger audience than the planets billion or so personal computers. The number of mobile phones in use is also growing much faster than the number of computers, especially in poorer countries. Furthermore, most people carry their mobile wi

5、th them everywheresomething that cannot be said of television or computers. C Yet the biggest selling point of mobile ads is what marketing types call relevance . Advertisers believe that about half of all traditional advertising does not reach the right audience. But mobile advertising through text

6、 messages is the most focused: if marketers use mobile firms profiles of their customers cleverly enough, they can tailor their advertisements to match each subscribers habits. D In September, Blyk, a new mobile operator, launched a service in Britain that aims to do just that. It offers subscribers

7、 27 free text messages and 43 free minutes of voice calls per month as long as they agree to receive six advertisements by text message every day. To sign up for the service,customers must fill out a questionnaire about their hobbies and habits. So advertisers can target their messages very precisel

8、y. Britain is the largest, but also the trickiest European ad market, so if it works here it will work everywhere, says Pekka Ala-Pietila, chief executive and one of the founders of Blyk. 1 Customers are rewarded in return for text message advertisements on their mobile phones. 2 At present, mobile

9、ads take a small share of the advertising industry. 3 Some people are very optimistic about the future of mobile advertising. 4 Mobile phones are more accessible to people than computers are. 5 If mobile ads turn out successful in Britain, other European markets will be encouraged to do the same thi

10、ng. 6 Mobile advertising has a remarkable advantage of targeting exactly its customers. 7 Internet is the newest means of making advertisements. 二、 PART TWO 7 Read the article below about management teams in making decisions. Choose the best sentence from the opposite page to fill each of the gaps.

11、For each gap 8-12， mark one letter(A-G). Do not use any letter more than once. How Management Teams Can Have a Good Fight Top managers often find it very difficult to manage conflict. They know that conflict over issues is natural and even necessary. Reasonable people， making decisions under conditi

12、ons of uncertainty， are likely to have honest disagreements over the best path for their companys future. Management teams whose members challenge one anothers thinking develop a more complete understanding of the choices, cerate a richer range of options. Ultimately they are able to make the kinds

13、of effective decisions necessary in todays competitive environments. But, unfortunately, healthy conflict can quickly turn unproductive. A comment meant as a substantive remark can be interpreted as a personal attack. (8) Personalities frequently become closely connected with issues. Because most ex

14、ecutives are proud of their ability to make rational decisions， they find it difficult even to acknowledge let alone manage this emotional， irrational dimension of their behavior. The challenge is familiar to anyone who has ever been part of a management team. (9) The managers should be encouraged t

15、o argue without destroying their ability to work as a team. In a study， in 4 of the 12 companies， there was little or no substantive disagreement over major issues and therefore little conflict to observe. But the other 8 companies experienced considerable conflict. In 4 of them， the top-management

16、teams handled conflict in a way that avoided interpersonal hostility or discord. (10) They described the way they work as a team asopen， fun， and productive. The executives vigorously debated the issues， but they wasted little time on carefully considering and posturing. As one put it, I really dont

17、 have time. Another said, We dont gloss over the issues： we hit them straight on. But were not political, Still another observed of her companys management team, We scream a lot， then laugh， and then resolve the issue. The other four companies in which issues were contested were less successful at a

18、voiding interpersonal conflict. Their top teams were plagued by intense hostility. (11) When executives described their colleagues to us， they used words such asmanipulative, secretive.burned out， andpolitical. The teams with minimal interpersonal conflict were able to separate substantive issues fr

19、om those based on personalities. (12) How did they do that? After analyzing the observations of the teams behavior, the experts found that their companies used the same tactics for managing interpersonal conflict. For instance， team members worked with more, rather than less, information and debated

20、 on the basis of facts. A. They must try to keep constructive conflict over issues from turning into nonfunctional interpersonal conflict. B. Executives Often failed to cooperate. rarely talking with one another, tending to fragment into cliques, and openly displaying their frustration and anger. C.

21、 Anxiety and frustration over difficult choices can evolve into anger directed at colleagues. D. Executives in those companies referred to their colleagues as smart, team player, and best In the business. E. All the teams had to make high-stakes decisions in the face of considerable uncertainty and

22、under pressure to move quickly. F. They managed to disagree over questions of strategic significance and still get along with one another. 三、 PART THREE 12 How to approach Reading Test Part Three In this part of the Reading Test you read a longer text and answer six questions. First read the questio

23、ns. Try to get an idea of what the text will be about. Then read the text quickly for general understanding. Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text. Read the article below

24、 about a fast-food chain and the questions on the opposite page. For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. Turning around a fast-food chain Sparrow is a well-established fast-food chain, with 200 restaurants run by franchisees, and almos

25、t as many company-owned ones. Some years ago, the group to which Sparrow belonged was taken over by another company, which owned a variety of retail businesses. Although demand for a Sparrow franchise showed no sign of declining, overall the chain was in an unhealthy state. Its properties, the major

26、ity of them in small towns, needed refurbishment to stand comparison with its competitors. With more and more fast-food concepts reaching the marker, the distinctive Sparrow menu had to struggle for attention. And to make matters worse, its new owners had bought it as one of a number of companies, a

27、nd had no plans to give it the investment it required. Sparrow stagnated for another two years, until a new chief executive, Carl Pearson, decided to build up its market share. He commissioned a survey, which showed that consumers who already used Sparrow restaurants were overwhelmingly positive abo

28、ut the chain, while customers of other fast-food chains, particularly those selling pizzas or hamburgers, were reluctant to be tempted away from them. Sparrow had to develop a new promotional campaign - one that would enhance-the publics perceptions of the chain and set it apart from its competitors

29、. Pearson faced a battle over the future of the Sparrow brand. The chains owner now favoured taking Sparrows outlets upmarket and rebranding them as Marcys restaurants, one of its other, better known brands. Pearson resisted, arguing for an advertising campaign designed to convince customers that vi

30、sits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers spending power. His arguments won the day. The campaign

31、 itself broke some of the fast-food industrys advertising conventions. The television commercials played down traditional product shots - most of its competitors advertisements had mouth- watering shots of food - and focused instead on entertainment and humour. The usual jingles gave way to spots fe

32、aturing original songs performed by a variety of stars. Instead of trying to show the superiority of a specific product, the intention was to position Sparrow in the hearts of potential customers. Pearson hired two advertising agencies to handle this campaign, and spent a considerable time with them

33、, discussing and developing the brief he had outlined. Once that had been agreed in detail, he left them m get on with their work. Instead of dividing responsibilities, as would normally happen when two agencies collaborate, they decided to develop a team concept, with both having equal opportunitie

34、s for creative input. Pearson also made other decisions which he believed would contribute to the new Sparrow image. He laid off 400 employees in the headquarters and company field offices, and reduced the management hierarchy. He insisted on uniformity of standards in all restaurants, and warned fr

35、anchisees that if they ran untidy, unprofitable restaurants, Sparrow would dose them, or if necessary, buy them. In addition Sparrow offered to lower the rent of any franchisees who achieved a certain increase in their turnover. These efforts paid off, and Sparrow soon became one of the most success

36、ful fast-food chains in the regions where it operates. 13 According to the first paragraph, what problem did Sparrow face when it was taken over? （ A） Its new owners were uninterested in spending money on it. （ B） Its products were too similar to those of its competitors. （ C） It received few applic

37、ations from potential franchisees. （ D） It had a number of restaurants which were poorly situated. 14 The survey commissioned by Carl Pearson showed that （ A） Sparrows existing customers were dissatisfied. （ B） the type of food that Sparrow offered was losing popularity. （ C） people were unwilling t

38、o change to Sparrow restaurants. （ D） Sparrows name was not well known to the general public. 15 According to the third paragraph, what was Pearsons plan for Sparrow? （ A） to attract consumers who had more money to spend （ B） to associate it with a certain type of experience （ C） to make it part of

39、another, more famous brand （ D） to make its restaurants more attractive and up-to-date 16 How were Sparrows TV advertisements different from those of other fast-food businesses? （ A） They used celebrities to present the products. （ B） There was very little use of music. （ C） They compared the compan

40、y with its competitors. （ D） There were very few product shots. 17 How was the advertising campaign handled? （ A） The agencies worked together as one unit. （ B） Pearson kept a close eye on the agencies work （ C） The agencies focused on different parts of the campaign. （ D） Pearson wrote a full brief

41、 before contacting the agencies. 18 According to the sixth paragraph, Pearson decided to （ A） reduce staffing levels in the restaurants. （ B） offer financial incentives to new franchisees. （ C） turn all the restaurants into company-owned outlets. （ D） ensure that all the restaurants were of the same

42、 quality. 四、 PART FOUR 18 How to approach Reading Test Part Four This part of the Reading Test tests your vocabulary. Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps. Next, look at the four possible answers for each gap and cro

43、ss out any obviously incorrect words. Then read both before and after each gap to decide which word should go in it The word needs to fit both the meaning and the grammar. After completing all the gaps, read the whole text again to check your answers Read the article on the opposite page about an ex

44、periment to help managers improve their workJlife balance. Choose the best word to fill each gap from A, B, C or D below. For each question 19 - 33, mark one letter (A, B, C or D) on your Answer Sheet. There is an example at the beginning (0). GETTING THE BALANCE RIGHT Leaving work on time may not s

45、ound like much of a (0) However, in an experiment by glass manufacturers Dartington Crystal, it (19) . surprisingly difficult. Four managers, who all worked very long hours, took (20) . in a simple experiment: they agreed to (21) . to their set hours for a week, with no coming in early, leaving late

46、 or taking work home. The aim of the exercise was to (22) . the balance between the managers work and home lives. It was a way to get everyone thinking about their working hours and how to (23) . them, Robin Ritchie, the companys managing director, was very aware that his company was (24) , on the e

47、xperiment at its busiest time of the year. They were also just days away from a big product (25) So not surprisingly, perhaps, it soon became clear that it wasnt going to be easy: even on the first day, director of design Simon Moore took home a design problem to (26) as he couldnt relax until he ha

48、d dealt with it. As the week progressed, the four people involved found it hard to (27) . with the pressure of leaving work undone. They felt they were (28) . people down, and worried about the effect on the business. (29) . crises made it more and more difficult to go home on time. Changing working

49、 habits wasnt easy. (30) they saw the experiment through to the end. There was some (31) . up to do the following week, but the company did not appear to have suffered. Significantly, too, the experiment made the managers reappraise their (32) . to staying late and start prioritising tasks. All in all, they felt the experiment was of (33) . benefit, and that it helped them to create a better balance in their lives. （ A） displayed （ B） showed （ C） proved （ D） demonstrated （ A） contro