[外语类试卷]大学英语四级模拟试卷774(无答案).doc
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1、大学英语四级模拟试卷 774(无答案)一、Part I Writing (30 minutes)1 For this part, you are allowed 30 minutes to write a composition on the topic Online Chat ting. You should write at least 120 words and base your composition on the outline given in Chinese below: 1. 在线聊天的优点。 2在线聊天的缺点。 3我的观点。二、Part II Reading Compreh
2、ension (Skimming and Scanning) (15 minutes)Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions attached to the passage. For questions 1-7, mark:Y (for YES) if the statement agrees with the information given in the passage;N (for NO) if the state
3、ment contradicts the information given in the passage;NG (for NOT GIVEN) if the information is not given in the passage.1 It was a moment most business executives would pause to savor: late last year, German sporting goods pioneer Adidas learned that after years of declining market share, the compan
4、y had sprinted past U. S. Reebok International to take second place behind Nike in the race for worldwide sales. But Robert Louis-Dreyfus, the rumpled Frenchman who now runs Adidas, didnt even stop for one of his trade mark Havana cigars in celebration, worried that the company would grow complacent
5、. Instead, he and a group of friends bought French soccer club Olympique de Marseille “Now thats something I have dreamed about since I was a kid, Louis-Dreyfus says with an adolescent grin.A sports addict who claims he hasnt missed attending a soccer World Cup final since the 1970s or the Olympic G
6、ames since 1968, the 50-year-old Louis-Dreyfus now is eminently well placed to live out many of his boyhood fantasies. Not only has he turned Adidas into a global company with market capitalization of $ 4 billion (he owns stock worth $ 250 million), but he also has endorsement contracts with a host
7、of sports heroes from tennis great Steffi Graf to tracks Donovan Bailey, and considers it part of the job to watch his star athletes per form on the field, “There are very few chances in life to have such fun,“ he says.With sales in the first three quarters of 1996 at $ 2.5 billion, up a blistering
8、30.7% over 1995, its hard to recall the dismal shape Adidas was in when Louis-Dreyfus took over as chairman in April 1993. Founded in 1920 by Adi Dassler, the inventor of the first shoes de signed especially for sports, the company enjoyed a near monopoly in athletic shoes until an upstart called Ni
9、ke appeared in the 1970s and rode the running fad to riches. By the early 1990s Adidas had come under the control of French businessman Bernard Tapie, who was later jailed for bribing three French soccer players. Al though the company tried to spruce up its staid image with a team of American design
10、ers, Adidas lost more than $100 million in 1992, prompting the French banks that had acquired control of the company from Tapie to begin a desperate search for a new owner.Louis-Dreyfus, scion of a prominent French trading dynasty with an M. B. A. from Harvard, earned a reputation as a doctor to sic
11、k companies after turning around London-based market research firm IMS-a feat that brought him more than $10 million when the company was eventually sold. He later served as chairman of Saatchi Saatchi, then the worlds largest ad agency, which called him in when rapid growth sent profits into a tail
12、spin. With no other company or entrepreneur willing to gamble on Adidas, Louis-Dreyfus got an incredible bargain from the banks., he and a group of friends from his days at IMS contributed just $10, 000 each in cash and signed up for $100 million in loans for 15% of the company, with an option to bu
13、y the remainder at a fixed price 18 months later.The poker-loving Louis-Dreyfus knew he had been dealt a winning hand. Following the lead set by Nike in the 1970s, he moved production to low-wage factories in China, Indonesia and Thailand and sold Adidas European factories for a token one Deutsche m
14、ark apiece. He hired Peter Moore, a former product designer at Nike, as creative director, and set up studios in Germany for the European market and in Portland, Oregon, for the U. S. He then risked everything by doubling his advertising budget. “We went from a manufacturing company to a marketing c
15、ompany, “says Louis-Dreyfus. “It didnt take a genius-you just had to look at what Nike and Reebok were doing. It was easier for someone coming from the outside, with no baggage, to do it, than for somebody from inside the company.“Just as the transition was taking place, Adidas had a run of good luc
16、k. The fickle fashion trendsetters decided in early 1993 that they wanted the “retro look, “and the three-stripes Adidas logo, which had been overtaken by Nike swoop, was suddenly hot again. Models such as Cindy Crawford and Claudia Schiller and a score of rock idols sported Adidas gear on televisio
17、n, in films and music videos, giving the company a free publicity bonanza. Demand for Adidas products soared.“The marketing at Adidas is very, very good right now, “says Eugenio Di Maria, editor of Sporting Good Intelligence, an industry newsletter perceives Adidas as a very young brand. The company
18、 is particularly strong in apparel, much stronger than Nike and Reebok.Although 90% of Adidas products for wear on the street instead of sports fields, Louis-Dreyfus felt the previous management had lost sight of Adidas roots as a sporting goods company. After all, Adi Dassler invented the screw-in
19、stud for the soccer shoe and shod American champion Jesse Owens in the 1936 Olympics. So he sold off or folded other non-core brands that Adidas had developed, including Le Coq Sportif, Arena and Pony. Europe is still the companys largest market because Adidas dominates the apparel industry and than
20、ks to soccers massive popularity there. Louis-Dreyfus is quick to share credit for the turnaround with a small group of friends who bought the company with him in 1993. One of those fellow investors is a former IMS colleague, Christian Tourres, now sales director at Adidas. “Were pretty complementar
21、y because Im a bit of a dreamer, so its good to have somebody knocking on your head to remind you theres a budget, “says Louis-Dreyfus.Commuting to the firms headquarters in the Bavarian town of Herzogenaurach from his lakeside house outside Zurich, Louis-Dreyfus also transformed Adidas from a stodg
22、y German company into a business with a global outlook. Appalled on his first day at work that the chief executive had to sign a salesmans travel voucher for $ 300, he slashed the companys bureaucracy, adopted American ac counting rules and brought in international management talent. The companys ch
23、ief financial officer is Australian and the international marketing manager is a Swede. English is the official language of the head office and no Germans remain on the managing board of the company, now whittled down to just himself and a few trusted aides. “It was clear we needed decentralization
24、and financial controls, “recalls Louis-Dreyfus. “With German accounting rules, I never knew if I was making money or losing.“In another break with the traditional German workplace, Louis-Dreyfus made corporate life almost gratingly informal: employees ostentatiously called him “Rowbear“ as he stride
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