[外语类试卷]BEC商务英语（高级）阅读模拟试卷121及答案与解析.doc

《[外语类试卷]BEC商务英语（高级）阅读模拟试卷121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（高级）阅读模拟试卷121及答案与解析.doc（17页珍藏版）》请在麦多课文档分享上搜索。

1、BEC商务英语（高级）阅读模拟试卷 121及答案与解析 一、 PART ONE 0 Look at the statements below and at the five summaries of articles from a business journal on the opposite page.Which summary (A, B, C, D or E) does each statement (1-8) refer to?For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Shee

2、t.You will need to use some of these letters more than once.There is an example at the beginning (0).Example:0 This summary offers insights from research into companies with contrasting success rates. ACompanies throughout the world have embraced mass customization in an attempt to provide unique va

3、lue to their customers in an efficient manner and at a low cost. But many managers have discovered that mass customization can produce unnecessary cost and complexity. In The Four Faces of Mass Customization, James H. Gilmore and B. Joseph Pine II provide managers with a framework to help them deter

4、mine the type of customization they should pursue. Gilmore and Pine have identified four distinct methods to follow when designing or redesigning a product, process or business unit: managers should examine each method for possible insights into how to serve their customers best.BWhy are some compan

5、ies able to sustain high growth and others are not? W. Chan Kim and Renee Mauborgne studied high-growth companies and companies in the same field which are doing less well, and found a striking difference in each groups assumptions about strategy. In Value Innovation: the Strategic Logic of High Gro

6、wth, the authors report on companies that have broken with conventional logic to offer customers quantum leaps in value. These companies have focused on what most customers need, instead of on beating their rivals.CIncreasingly, companies are less focused on selling products and more interested in k

7、eeping customers. Ideally, they want to attract and keep only high-value customers. In Manage Marketing by the Customer Equity Test, Robert C. Blattberg and John Deighton provide a model to help managers find the optimal balance between spending on acquisition and spending on retention - and thus gr

8、ow their customer equity to its fullest potential. And because the balance is never static, the authors also offer a series of guidelines to help managers frame the issue.DOur understanding of how markets operate is based on the traditional assumption of diminishing returns: products or companies th

9、at get ahead in a market eventually run into limitations. But, in recent times, Western economies have undergone a transformation from processing resources to processing information, from the application of raw energy to the application of ideas. As this shift in production has occurred, the mechani

10、sms that determine economic behaviour have also shifted - from diminishing returns to increasing returns. In Increasing Returns and the New World of Business, W. Brian Arthur illuminates the differences between the two worlds and offers advice to managers operating in both kinds of markets.ECompanie

11、s currently face a predicament in many mass markets. Customers are demanding that their orders be fulfilled ever more quickly, but they are also demanding highly customized products and services. In Mass Customization at Hewlett-Packard: The Power of Postponement, Edward Feitzinger and Hau L. Lee sh

12、ow how HP has proved that a company can deliver customized products quickly and at a low cost by rethinking and integrating the designs of its products, the processes used to make and deliver those products, and the configuration of its supply networks. 1 This summary refers to the preference for ce

13、rtain types of customers. 2 This summary refers to the potentially conflicting requirements of customers these days. 3 This summary makes reference to the fact that a certain approach to product development has been adopted globally. 4 This summary highlights the positive impact of placing customers

14、 before competitors. 5 This summary focuses on the companys need to regularly assess the financial outlay on both attracting and keeping customers. 6 This summary mentions a concept that explains market forces in general. 7 This summary offers a set of possible models that can be used to tailor prod

15、uct development to suit customer preferences. 8 This summary refers to the use of non-mainstream strategies in certain companies. 二、 PART TWO 8 Read this text about the growing demand for consultants, taken from a business magazine. Choose the best sentence from the opposite page to fill each of the

16、 gaps. For each gap (9-14), mark one letter (A-H) on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning (0). EVERYBODY WANTS CONSULTANTSManagement consultancy firms have always found it easy to lure business school graduates, with the students themselves ra

17、ting the sector top of their wish list. (0) H It is this obstacle to successful growth that consultancies are seeking to overcome.One of the main attractions of consultancy has always been the high level of starting salaries. 【 P1】 _.In industrial companies, pay rises usually come in steps and are w

18、ide apart, while consultants pay tends to increase constantly and follow a steeper curve. Consultants also appreciate their autonomy, and the opportunity to broaden their experience, acquiring competences in several sectors.The rewards of the job are more tangible than those for managers employed by

19、 companies. Consultants enjoy predicting the changes that their recommendations will make. 【 P2】 _. In fact, such factors mean some consultants play down the importance of pay as a motivating factor. 【 P3】 _For example, consultants may be working in teams where as many as ten different nationalities

20、 are represented.Despite all this, moves out of consultancy into the corporate world are more common than the other way round. 【 P4】 _.As a result of such ambition, retaining talented staff is a constant challenge for consultancy firms. In this respect, they are sometimes victims of their own streng

21、ths, having drawn in recruits with promises that after two years in consultancy young graduates will be able to do almost any job. 【 P5】 _.The temptation is worrying for consultancy firms as demand for their services, and so their people, continues to grow at a prodigious rate, creating a huge recru

22、itment need. 【 P6】 _.But so far, consultants recruited from the outside, as opposed to fresh from business schools, who adapt successfully remain a minority. This is largely due to the strong corporate cultures they have been part of.It will be interesting to see how the situation develops over the

23、next few years. Whatever happens, it is clear that there will be plenty of demand for consultants.Example: A It feels even better if they are still around when these are implemented.B They claim rather that they benefit from the whole working style, partly due to the degree of diversity within the j

24、ob.C These also then grow faster than in other sectors, according to frequently published comparisons.D But people in industry also consider such adaptability valuable and make very attractive offers to consultants, which are hard to resist.E It leaves them no choice but to develop the ability to in

25、tegrate managers switching from industry.F The growing trend of hiring consultants from companies owes much to the shortage of qualifying graduates.G It is a path which is particularly visible among new graduates, who tend to view consultancy as a stepping stone towards a managerial position.H What

26、has been proving more difficult is appealing to people who already occupy managerial positions within companies. 9 【 P1】 10 【 P2】 11 【 P3】 12 【 P4】 13 【 P5】 14 【 P6】 三、 PART THREE 14 Read the following article about different-sized management consultancies and the questions on the opposite page. For

27、 each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. A few years ago, when Carol Nichols arrived as head of human resources with NVCT, the fast-expanding telecoms and software services company, she knew that from day one working with management consultancy firms would be an i

28、ntegral part of her role. I had already decided on the kind of consultancies I wanted to employ she says. When I started, I was pretty much a one-woman department. So it was important for me to form partnerships to help me support the growth of the department and the company. What I wanted was small

29、er consultancies with whom I could establish personal relationships - firms which would grow with us, and be flexible enough to respond to our changing needs. Paul Eden, Managing Director of NVCT, confirms the desirability of smaller consultancies. Larger firms have a tendency to use one person to s

30、ell, and another to deliver with the result that clients may not really know who or what they are buying. With a smaller firm, you are buying the consultant as much as the product - the person rather than the brand. Penny White, financial services group Intercos Head of Strategic Management, highlig

31、hts other advantages of the smaller consultancy. A smaller consultancy recognises that it cannot do everything, and is much more willing to work with other preferred consultants for the good of the client, she says.And on fees, smaller consultancies can be less rigid and more cost-effective, simply

32、because their overheads are lower That is not to say that they need to undercut to win business, but part of a small consultancys strategy must be to thoroughly investigate how to add value to everything it does. Larger consultancies are gaining expertise in business psychology and applying it to ru

33、nning change programmes, but they still tend to bring in their own team to implement projects, which means that when they move on, the know-how goes with them, leaving the client with a knowledge vacuum, not the integrated training that small firms, in particular really need. But the larger consulta

34、ncies do have their advocates. Bill Dawkins, editor of Consultancy Today. One area where the industry giants have an edge is where major global companies require a standardised service across a number of different countries. Such clients are frequently spending substantial sums of money in consultin

35、g engagements and, not surprisingly, they are seeking the reassurance of a recognised and respected brand which they know they can trust to deliver. When it comes to choosing which kind of consultancy to use, there is no right or wrong in any absolute sense. By their very nature, smaller entrants ar

36、e able to move more swiftly than the larger firms. But the question is whether they have the necessary substance and track record behind them to see larger-scale programmes through. Choose a smaller consultancy for pilot implementations where you want look and see solutions in a short space of time.

37、 Then turn to a larger firm for full implementation and transformation programmes. Increasingly, the choice between big and small is not mutually exclusive, but complementary.The two often find themselves working together on the same project - creating a combination neither of them can achieve on it

38、s own. 15 Carol Nichols preferred to use smaller consultancies because （ A） she had previous experience of them. （ B） they could develop alongside her company. （ C） she would be able to have control over them. （ D） they would improve her departments reputation. 16 Paul Eden says one advantage of sma

39、ller consultancies is that （ A） clients benefit from continuous individual contact. （ B） they have a clearer understanding of clients brands. （ C） clients feel they get a better return on their investment. （ D） they are able to sell their ideas to clients more effectively. 17 Penny White points out

40、that smaller consultancies can （ A） be flexible about co-operating with other firms. （ B） spend time researching a wide range of issues. （ C） provide useful introductions to other firms. （ D） advise firms on ways to reduce overheads. 18 Penny White says that larger consultancies do not （ A） train th

41、eir consultants to work with smaller companies. （ B） appreciate the function of psychology in business. （ C） deliver the results that projects are set up to achieve. （ D） transfer their expertise fully to their clients. 19 According to Bill Dawkins, larger consultancies （ A） are able to pass on econ

42、omies of scale to clients. （ B） have a deeper understanding of industrial issues. （ C） represent a more secure investment for some clients. （ D） differentiate their advice according to country. 20 The writer concludes by recommending using smaller consultancies （ A） in situations requiring quick res

43、ults. （ B） for monitoring projects progress. （ C） in conjunction with each other. （ D） for the finer details of projects. 四、 PART FOUR 20 Read the extract below from a banks advice to businesses about finding and keeping customers. Choose the correct word to fill each gap from A, B, C or D on the op

44、posite page. For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. There is an example at the beginning (0). Finding and keeping customersCustomers and buyers are the lifeblood of any business. The constant challenge is to first find your customers and then sell to them.For

45、 businesses which are just (0)_ up, marketing professionals suggest working out a SWOT analysis - a systematic review of your Strengths, Weaknesses, Opportunities and Threats - to clarify your business thinking and 【 C1】 _realistic sales targets.Once youve gained customers its important to remember

46、that they can 【 C2】 _or break your business. After all, if you give excellent service, they will freely advertise your company to colleagues and friends, giving you a competitive 【 C3】 _over your rivals.When youre planning to pay for advertising, business directories, local newspapers and the intern

47、et can be very cost-effective. Trade exhibitions can also 【 C4】 _you to a wide range of useful contacts and lucrative new markets.You may also be able to 【 C5】 _company news into free PR by sending press 【 C6】 _to magazines and newspapers. But editors have very 【 C7】 _space, so your story must be un

48、usually interesting and entertaining to 【 C8】 _in print.At JS Bank we specialise in helping new businesses 【 C9】 _off to a promising start. We can help you develop your business, and our free book How to 【 C10】 _your business potential is a detailed, practical guide to advertising, endorsed by the I

49、nstitute of Direct Marketing. Contact your local JS Bank for a copy.Example:A starting B coming C growing D bringing 21 【 C1】 （ A） form （ B） place （ C） set （ D） shape 22 【 C2】 （ A） do （ B） make （ C） take （ D） put 23 【 C3】 （ A） benefit （ B） bonus （ C） margin （ D） edge 24 【 C4】 （ A） introduce （ B） initiate （ C） encounter （ D） present 25 【 C5】 （ A） direct （ B） turn （ C） point （ D） steer 26 【 C6】 （ A） leaflets （ B） campaigns （ C） shots （ D） releases 27 【 C7】 （ A） short （ B） small （ C） li