[外语类试卷]BEC商务英语（高级）阅读模拟试卷18及答案与解析.doc

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1、BEC商务英语（高级）阅读模拟试卷 18及答案与解析 一、 PART ONE 0 Look at the statements below and the five introductions for goods. Which introduction 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. You will need to use some of these letters more than once. A. Shop

2、ping goods arent bought very often, are bought only after the consumer has compared their features with those of competing brands, and are found in only a few stores in one area. These goods usually have a higher unit price than convenience goods, and an individual salesperson, rather than a cashier

3、, may be needed to sell them. Examples of shopping goods are automobiles, furniture, mens suits, ladies wear, shoes, and major appliances. B. Specialty goods like prestige automobiles, photographic equipment, fine jewelry, and high-fashion clothing and furniture are bought by consumers after a speci

4、al shopping effort. They are bought infrequently and are generally available only in exclusive outlets. Theyre usually high-priced, but price isnt the main consideration of a consumer buying them. A consumer is often willing to go out of the way to find a certain brand. Specialty goods prove the poi

5、nt that goods are often considered not just for their physical qualities but also for the economic utility, ego enhancement, status, and satisfaction they carry with them. For example, when people buy a new car, they may want it not just for basic transportation but also for recognition, status, or

6、prestige. Youve probably figured out that this classification of consumer goods is far from rigid. It may differ according to buyers intent or wishes. As consumers incomes and buying habits change, or as prices drop, goods shift from one classification to another. Usually they shift downward, from t

7、he specialty to the shopping, or from the shopping to the convenience goods category. Television sets became shopping goods years ago. When microwave ovens first came on the market, they were regarded by many as an expensive new toy a kind of specialty goods-for the rich. Now theyre considered indis

8、pensable shopping goods by working couples and single people who buy them to save cooking time. C. Durable goods can be further classified as either consumer goods or industrial goods, each of which requires a different set of marketing strategies. Consumer goods are used by the consumer or househol

9、d that buys them and come in a ready-to-use form that calls for no further industrial or commercial processing. On the basis of how much effort a consumer takes to obtain them, consumer goods can be further subdivided into (1) convenience goods, (2) shopping goods, and (3) specialty goods. D. Durabl

10、e goods have physical qualities and uses that permit them to last a relatively long time, even while being used. Theyre designed to be used up over an extended period of time and are made of materials that will take considerable wear and tear. For example, you probably own such durable goods as a ca

11、r, tape deck, cassette player, TV set, or stereo that should remain usable for several years or at least until the warranty runs out. Houses are built to last thirty to fifty years or more. Refrigerators and mattresses both have a life expectancy of about twenty years, and quality jewelry, silverwar

12、e, china, and furniture are frequently handed down from one generation to the next. The fact that a product is durable influences its whole marketing strategy. Obviously, goods like these are packaged differently, sold more personally and aggressively, and priced higher than a tube of toothpaste or

13、a bottle of shampoo. E. Instead of being bought by the ultimate consumer, industrial goods are used by businesses to produce other goods or to provide services to consumers. These goods are usually bought by institutions such as manufacturers, utilities, government agencies, contractors, wholesalers

14、, retailers, hospitals, and schools that use them in producing their own products or services. Buyers of these goods usually provide prospective suppliers with a description of the product or service and request that bids or price quotations be submitted. The buying decision is usually based on tech

15、nical performance, cost, or expected monetary gain. There are many types of industrial goods, but the most common ones are (a) raw materials, (b) component parts, (c) installations, (d) transportation systems, (e) tools, (f) equipment, (g) materials, and (h) supplies. 1 This kind of goods have physi

16、cal qualities and uses that permit them to last a long rime. 2 This kind of goods are used by businesses to produce other goods or to provide services to consumers. 3 Theyre usually high-priced, but price isnt the main consideration of a consumer buying them. 4 They are used by the consumer or house

17、hold that buys them and come in a ready-to-use form that calls for no further industrial or commercial processing. 5 The fact that a product is durable influences its whole marketing strategy. 6 These goods usually have a higher unit price than convenience goods, and an individual salesperson rather

18、 than a cashier, may be needed to sell them. 7 These goods prove the point that goods are often considered not just for their physical quality but also for the economic utility. 8 Buyers of these goods usually provide prospective suppliers with a description of the product. 二、 PART TWO 8 Read the ar

19、ticle below about mobile business. Choose the best sentence from the opposite page to fill each of the gaps. For each gap 9-14, mark one letter (A-H) on your Answer Sheet. Do not use any letter mom than once. The Upwardly Mobile Business For any small business hoping to move up in the world, managin

20、g time is a crucial element in the success equation. Aside from being punctual for business meetings, being timely in delivering your products and services is important. It is also about capitalizing on the right time to secure that new business deal. In small and medium sized enterprises where the

21、workforce is usually spread out and employees need access to critical information for on-the-spot decisions, an hour of not being connected is an hour of lost opportunities. (9) The key strength of a small company is its ability to adapt quickly to change. (10) Secure business transactions and a sea

22、mless operation both inside and outside the office have become essential, especially for smaller enterprises, and mobile phones can play an integral part in this process. Committed to delivering true mobility to businesses, Nokia is developing a suite of mobile devices and applications to support en

23、terprise communications and help the decision, makers of small and medium sized companies to continually stay connected to their businesses. (11) . Nokias latest offering in the mobile business device range, the tri-band Nokia 6820, allows you to keep in touch with the office wherever you go. The No

24、kia 6820s integrated messaging keypad allows you to make detailed notes and compose full length e-malls so that you can communicate to your business partners in the way you want to. (12) The compact Nokia 6820 also makes it easier for you to manage information. Need to schedule a last minute meeting

25、 but not sure if you are available? Check your organizer in the Nokia 6820 that has the personal information management (PIM) function, which allows for synchronization of personal data such as your calendar, to-do lists as well as contacts. (13) The bottom-line with the Nokia 6820 is, you save time

26、 and can manage your growing business more efficiently, even when you are away from the office. Small businesses need to be nimble. To stay on top, you have to stay connected to your business. (14) Enterprise mobility will make balancing that equation even easier for you, keeping you always ready an

27、d open for business. A You can also use its integrated camera and video recorder to capture and immediately send important images to your colleagues or clients via email or multimedia messaging service (MMS). B To keep pace in the competitive business landscape companies needs to impress potential c

28、lients with their ability to cope with the rigorous demands of the corporate world. C Ultimately, it is all about timing it right and working smart so that you can manage your assets and resources effectively. D Aside from being punctual for business meetings, being timely in delivering your product

29、s and services is important. E Faster turnarounds and greater efficiency are prerequisites to a successful small and medium sized business. F Even on the move, you can stay connected and in control, which means that you can always be open for business. G From now on, you will be able to schedule mee

30、tings and catch up with potential clients all from one device. H More than just a personal device for voice communication and text messaging, the mobile phone can also play a vital role in helping you to manage a small business effectively. 三、 PART THREE 14 Read the following article about knowledge

31、 acquisition and the questions on the opposite page. For each question 15-20, mark one letter (A,B, C or D ) on your Answer Sheet for the answer you choose. In business, if not politics, the world has quietened down a bit: the number of spectacular bankruptcies, indictments, scandals, and implosions

32、 is not as high as it was in 2001 and 2002. Although executives still have to face a global slowdown, the uncertain effects of the war in Iraq, and the still fresh confusion over SARS, they might now be excused a deep breath and a look at aspects of their businesses that may have been neglected in t

33、he scramble to stay on top of new accounting laws and restated earnings. One area to start catching up on is knowledge. This is tree both personally, as executives work out whether or not they are staying on top of internal or external developments, but also at the level of companies. A survey of kn

34、owledge management, “Knowledge Unplugged“, published in 2001 by McKinsey, found that the best-performing companies were far more likely than the worst-performing ones to use creative techniques for acquiring, processing and distributing knowledge everything from emphasizing teamwork in product devel

35、opment to holding “idea contests“ and laying to avoid boring daily routines. But creating an atmosphere in which knowledge can be shared can be almost as challenging as obtaining it in the first place. This is the potential prisoners dilemma of knowledge: the more valued it becomes, the less incenti

36、ve employees have to share it with one another, at the risk of losing the competitive advantage of what they know or, worse, seeing another profit at their expense. This proves to be even more true at the company level. While firms might mm to external partners m enhance their knowledge base, the sh

37、aring will be incomplete without mutual trust. Since “knowledge“ is such a vague term, it helps to have specific goals in mind when looking to gain more of it. Are you looking for information about your company, or industry in particular? Despite the general slowdown in executive education, there ar

38、e still a number of courses devoted specifically to helping managers in given industries technology, for example, or health care. Are you more concerned with acquiring more knowledge, or putting it to better use? Do you need to move quickly, or is this a subject that needs to be explored in greater

39、depth? And bear in mind that styles of learning vary. Some people will profit most from informal networking; some enjoy learning in a classroom; others will be able to take advantage of the company intranet. Be flexible in the pursuit of knowledge; it is better to set performance targets, concentrat

40、e on meeting them, and allow individuals and their teams to explore their own solutions. Sometimes the best way to generate knowledge is simply a bit of brainstorming. The edition of Executive Education Outlook looks at the options available to executives in gaining knowledge, and enhancing what the

41、y already have. It includes a look at the state of distance learning- neither the revolution the hype claimed it would be in the late 1990s, nor completely dismissable as a possible conduit of knowledge, the best place to go for new programmes in knowledge management, and a consideration of the dema

42、nd for the best sources of knowledge: business-school academics. Concentrating on knowledge now may be the best way to be prepared for the next challenges facing the business world. 15 According to the writer, why have executives possibly overlooked their businesses? （ A） SARS confuses them. （ B） Gl

43、obal economy is poor. （ C） Profit targets appear to be more important for them. （ D） There are too many bankruptcies and scandals to deal with. 16 What reason is given by McKinsey for the success of best-performing companies? （ A） Their executives had a wide knowledge of the industry. （ B） They coul

44、d make better use of techniques. （ C） They were more efficient in managing the company. （ D） They were good at knowledge management. 17 The writer indicates that knowledge sharing between two firms can be more difficult because （ A） the firm fears that the other may get more benefits. （ B） their emp

45、loyees do not like to do that. （ C） they do not trust each other. （ D） both want to keep it to themselves. 18 What plays an important part when managers want to obtain more knowledge? （ A） The course they are attending. （ B） Their purpose. （ C） Their position in the company. （ D） The industry they a

46、re in. 19 What does the writer say about the way to acquire knowledge? （ A） Critical thinking is the best way. （ B） It is important to make changes when necessary. （ C） It is better to gain on the internet. （ D） Each person has his own preferable way. 20 The purpose of the last paragraph is to （ A）

47、announce new programs in knowledge management. （ B） give some advice about knowledge management. （ C） introduce a book concerning knowledge management. （ D） suggest the best place to study knowledge management. 四、 PART FOUR 20 Read the article below about expectations in cross-cultural negotiations.

48、 Choose the best word to fill each gap from A, B, C or D on the opposite page. For each question 21-30, mark one letter (A, B, C or D ) on your Answer Sheet. HOW NEGOTIATION-SPECIFIC EXPECTATIONS SHAPE THE PROCESS Different cultures will influence expectations as to what the specific process and out

49、come will look like. The expectations revolve around four key areas: Underlying View of the Process. People may view the negotiation process as cooperative (win- win) or competitive (win-lose). Some people will seek (21) advantage; others wont Making assumptions about which view the other side will take can be misleading and even dangerous. Approach to Building Agreement. US negotiators often seek agreement on specifics first, building up toward an (22) deal. Their Chinese counterparts often focus first on what seems to many Americans to be a very gene