[外语类试卷]BEC商务英语（高级）阅读模拟试卷70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 70及答案与解析 一、 PART ONE 0 A In order to maintain a statistical measure of the quantity of goods shipped abroad and to provide a means of determining whether regulations are being met, most countries require shipments abroad to be accompanied by an export declaration. Usually such a de

2、claration, presented at the port of exit, includes the names and addresses of the principals involved, the destination of the goods, a full description of the goods, and their declared value. When manufacturers are exporting from the United States, Customs and the Department of Commerce require an e

3、xport declaration for all shipments. If specific licenses are required to ship a particular commodity, the export license must be presented with the export declaration for proper certification. It thus serves as the principal means of control for regulatory agencies of the U. S. government. B In exp

4、orting, the bill that the exporter or consignor sends to the importer or consignee is called a commercial invoice. This invoice lists full particulars of the shipment. The marks, the number of packages, an accurate packing list, and a full description of the merchandise should appear on the commerci

5、al invoice. It should state the name of the ship (if ocean transportation is used), the name and address of the consignee, the contract number, the code word for the contract if one is used, the price per unit of the merchandise, and the total price of the shipment. The commercial invoice should als

6、o show the nature of the price quotation, whether the merchandise is sold FOB factory, FAS vessel, or CIF port of destination. C Another essential shipping document for shipments to some countries is the consular invoice. This is a document obtained by the exporter in his or her country from the gov

7、ernmental representative of the importers country. It was originally designed to help ensure that fair market values would be listed on the invoices prepared by the exporter. Thus the exporter must prepare and have certified before the foreign consul or representative a document containing all essen

8、tial details of the sale. After certification the document is forwarded to the buyer for presentation to customs with the customs declaration, ostensibly for use in determining the amount of tariff to be levied. In recent years, a number of countries including the United States and the Philippines,

9、have eliminated the requirement for the consular invoice. But where they are still required, they must be provided. D The packing list is sometimes shown on the commercial invoice, or it may be a separate document, depending on the number of packages and the complexity of the list. It should contain

10、, item by item, the contents of cases or containers in a shipment. The items should be listed separately with their weight and description set forth so as to make a complete check of the contents of each package possible upon arrival at the port of destination or the customs office. This information

11、 is also useful for the consignee. Any variation in description from the commercial invoice or consular invoice usually subjects the consignee to large fines, which are then passed on to the exporter. E These include a wide variety of special inspection certificates issued by various authorities and

12、 may be required by the importer to meet his or her own or government requirements. These documents certify as to purity and absence of disease, and are issued to cover food products, plants, seeds, and live animals. Frequently, they must be legalized by the consular representative of the importing

13、country. Food products are those for which sanitary certificates are most often required. Special certificates are also issued for certain types of merchandise, to certify a required composition or the existence of specific ingredients. Some types of steel, for example, are sold on analysis. Certain

14、 chemical mixtures must be analyzed and certified with respect to the presence of desired constituents. 1 This invoice lists full particulars of the shipment. 2 It should contain, item by item, the contents of cases or containers in a shipment. 3 At best, it is evidence of the intentions of the part

15、ies and is a notification to the consignee of all the facts and the amount to be paid. 4 If specific licenses are required to ship a particular commodity, the export license must be presented with the export declaration for proper certification. 5 This is a document obtained by the exporter in his o

16、r her country from the governmental representative of the importers country. 6 Food products are those for which sanitary certificates are most often required. 7 Any variation in description from the commercial invoice or consular invoice usually subjects the consignee to large fines, which are then

17、 passed on to the exporter. 8 It was originally designed to help ensure that fair market values would be listed on the invoices prepared by the exporter. 二、 PART TWO 8 Read the article taken from a book on marketing management.Choose the best sentence to fill in each of the gaps.For each gap 9-14, m

18、ark one letter AH on your Answer Sheet.Do not mark any letter twice.There is an example at the beginning (0).The Development of the Shoe Industry From 1900 until 1940s, approximately 400 shoe manufacturers were operating in New England; by 1985, only 10 percent remained. 0 Murrayhill survived by pro

19、ducing a premium-quality product that was difficult to duplicate and that appealed to a narrow market segment willing to pay high prices for Murrayhill quality. As fashion became a more important component of mens shoe purchasing behavior and casual styles became more popular, the company broadened

20、its product line to include several fashionable and light-weight styles that retained the famous Murrayhill quality. 9 In 1985, the mens premium shoe market was considered to include brands with a price range of $75 or higher. Murrayhill, Inc. Johnston & Murphy, E. T. Wright & Company, Alien Edmonds

21、, and Florsheim were the major domestic manufacturers producing premium shoes. Measuring market share within the industry was difficult because so many of the manufacturers were private companies, like Murrayhill. 10 Alien Edmonds, headquartered in Wisconsin, relied primarily on nonproprietary retai

22、l outlets for its distribution. Its advertising was sizable, with expenditures in $ 1 million to $ 2 million range. 11 Alien Edmonds also operated a small direct mail catalog business, the majority of whose costs were handled by Edmondss retail accounts. E. T. Wright & Company, headquartered in Mass

23、achusetts, operated an extensive direct mail business and, like Murrayhill, relied on non-proprietary distribution. 12 Florsheims product line covered several price points, including those in the premium market. Florsheim was, by far, the strongest competitor, with an estimated market share of 18 pe

24、rcent and both non-proprietary retail distribution channels. Hanover, a medium-priced shoe manufacturer, also was noted for its direct distribution system. 13 Imports accounted for a 50 percent share of the total mens shoe market. Bally, the strongest competitor, was the leading imported brand in th

25、is market before 1975 and maintained a market share of close to 25 percent at that time. By 1985, other imported brands included Baker Benjes, Cole Ham, Ferragamo, Bruno Magli, and Churchs. 14 Most of the imported brands were lighter in weight and designed to appeal to more fashion-conscious consume

26、rs.A. The continued labor intensity of shoe manufacturing made the industry vulnerable to lower-priced imports.B. In addition, these companies were not always in direct competition because distribution channels differed.C. Despite the market pressures, Murrayhill remained profitable and had even div

27、ersified its distribution channels by establishing direct mail cataloging in the late 1970s.D. Johnston & Murrayhill, on the other hand, operated proprietary retail outlets and experimented in the mail order business for both mens and ladies premium shoes.E. Most of this was spent promoting brand na

28、me awareness to consumers.F. The company owned over 100 proprietary retail stores, operated a successful mail order business, and produced private label footwear for J. C. Penney & Sears, Roebuck department stores.G. The imported products differed from the domestic premium brands, however.H. Nonethe

29、less, Murrayhill faced several strong domestic competitors and unrelenting price competition from imports. 三、 PART THREE 14 Read the article on the opposite page about innovation in business and the questions below. For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the

30、 answer you choose. Not long ago innovation was The Big Idea in marketing circles. Now, however, its hard to see the benefits of this rush to innovate. Indeed if anything, companies seem to be drawing back from innovation, not charging ahead. But just a few years ago many companies were combining a

31、commitment to create entirely new product categories through innovative technologies working to hugely ambitious growth targets with a root-and-branch organisational overhaul designed to free up creativity and speed new product roll-outs. The result was that as resources were shifted away from core

32、businesses, sales and profits faltered, share prices slumped and CEOs were ousted. Now the mantra is a more conservative focus on the top brands, the top retail customers and the top markets. Its being rewarded in many cases by healthier share prices. This sustained effort to cut long tails of small

33、er brands and focus marketing resource on existing leaders seems to be paying off. So were we wrong to pinpoint innovation as key to long-term market success? Surely not. But we might have underestimated the enormous complexity of this beast. The term “innovation“ may be simple enough but it spans a

34、 vast landscape, including the type and degree of innovation, marketing purpose, management process and market circumstance, not all of which are well understood. Take “type“ of innovation. Are we talking about new products only? Or new processes, new channels, underlying technologies, organisationa

35、l structures and business models? When should the innovation involve a new brand? Or take “degree“. Are we aiming for blue-sky inventions that will transform markets and create new categories? Or marginal tweaks in, say, formulation or packaging that give us an excuse to advertise something “New! Im

36、proved!“? Likewise, is the marketing purpose of the project to steal a march on competitors and drive incremental growth, or to update an obsolete product line and play catch-up to competitors? As one business news editorial complained, “innovation“ is often just “simple proliferation of similar pro

37、ducts“. Then theres process. What is the best way to manage this particular innovation? Is it to employ creative revolutionaries and set them free, or is disciplined risk management, requiring the careful testing and sifting of options to pick winners a better approach? In larger organisations, has

38、senior management really made time spent in cross-functional teams a recognised element of successful career paths? What time frames (eg. payback periods) and degrees of risk is senior management comfortable with? And does the organisation have a culture that fits the chosen approach? Does it “celeb

39、rate failure“, for example, or is it actually a risk-averse blame culture (despite what the CEO says in the annual report) ? Successful innovation requires clearing two hurdles. First, it needs the right project with the right degree of innovation to fit with the right marketing purpose, the right i

40、nnovation process, corporate culture and market circumstance. Second, it needs senior managers that understand the interplay between these different factors, so that rather than coming together simply by chance, they are deliberately brought together in different ways to meet different circumstances

41、. Clearing Hurdle Two can happen “by accident“. Clearing Hurdle One requires real skill. We can all point to admirable, inspiring innovations. But how many companies can we point to and say “these people have mastered the art of innovation“? Brilliant innovation is a wonderful thing. Expert innovati

42、on management is even better and much rarer. 15 According to the first paragraph, a few years ago companies_. （ A） trusted in technology to improve existing products （ B） chose to focus heavily on marketing activities （ C） expected that growth would increase steadily （ D） believed they needed to pro

43、duce new goods 16 What problem is indicated in the second paragraph? （ A） Insufficient attention to brand identity damages company profits. （ B） A lack of product diversity reduces a companys appeal. （ C） Business leaders are not attracted to slow-performing companies. （ D） Slow reactions to busines

44、s trends reduce investors interest. 17 According to the third paragraph, it would be a mistake to_. （ A） rely on future benefits in business planning （ B） deny the benefits of pursuing innovation （ C） neglect the importance of strategic issues （ D） predict the outcomes of innovations 18 According to

45、 the fourth paragraph, companies should ensure that_. （ A） their approach to risk management is fully new （ B） the progress of an innovation is as speedy as possible （ C） their new products are radically different from competitors （ D） the benefits of participating in teamwork are fully acknowledged

46、 19 What is suggested in the fifth paragraph? （ A） The steps involved in innovation must be tackled in sequence. （ B） Market forces should be a companys primary consideration. （ C） The types of innovation sought must be appropriate to a company. （ D） Elements of chance should be assumed in decision-

47、making. 20 Doubt is expressed in the final paragraph as to whether_. （ A） most businesses realise the conditions required for innovation （ B） businesses should trust in benefits which they did not predict （ C） the majority of businesses are able to innovate successfully （ D） businesses should expect

48、 individual staff to generate ideas 四、 PART FOUR 20 Read the article below about cultural awareness in business. Choose the best word to fill in each gap. For each question 1-10, mark one letter A, B, C or D. There is an example at the beginning (0). To succeed in todays global market place, it is e

49、ssential to learn as much as possible about the 0 in overseas markets. In the past, companies with international aspirations simply familiarised themselves with any differences in the legal system or in the 1 used in the day-to-day business of import and export. Modern trade, however, 2 more. Today the company seeking international success must also understand the people who live and work in countries they deal with, how they think, behave and do business. In short, todays market leaders must 3 greater cultural awareness. Business people operating in for