[語(yǔ)言類考試復(fù)習(xí)資料大全]劍橋商務(wù)英語(yǔ)中級(jí)真題2

1、書山有路勤為徑，學(xué)海無(wú)涯苦作舟。祝愿天下莘莘學(xué)子：學(xué)業(yè)有成，金榜題名！語(yǔ)言類考試復(fù)習(xí)資料大全劍橋商務(wù)英語(yǔ)中級(jí)真題2劍橋商務(wù)英語(yǔ)中級(jí)真題2READINGPART ONE Look at the statements below and the advice of four market analysts about a companys future strategy on the opposite page. Which analysts advice (A, B, C or D) does each statement (1-7) refer to? For each statement (

2、1-7), mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of these letters more than once. What next for Dexter? Dexters new shaving cream is a hit in the UK. The companys next challenges are to branch out into new products and to succeed in America. Four top analysts give

3、 their advice. A. Joe Hutchinson For Dexter, the hardest part is yet to come. Many British companies fail in the U.S. and Dexter is, unsurprisingly, finding it tough. And whats the sense in seeking cash for expansion into new product areas while having to support a loss-making American operation? Th

4、ere are more important things to do with the money, for example dealing with the companys low profitability-a 2% return on sales. It might well be time to look at a few cost headings. B. Dan Valero Breaking out of the shaving cream market should not be impossible for Dexter, but raising the money to

5、 launch the products is the real challenge. Dexter might seek a partner with the promotional skills needed for mass marketing, or focus on product development and franchising. They ought to consider whether they should continue to attack the American market, and, if so, they should seek a local part

6、ner. If control is a priority, the European market may be worth a look instead. C. James Sunderland Dexters entrepreneurship, which has helped it get a share of a market previously dominated by two players, will be the key to further growth. The American market is particularly challenging, but a pos

7、sible strategy is to target distributors to American retailers or a British-based subsidiary of an American parent. Another approach may be to form alliances with like-minded cult fashion or sports outlets and attract a slice of the US market open to trying new products. D. Melanie Laconte Dexter in

8、tends to increase its market share, and one way of doing this is to introduce new products, perhaps aimed at women, into its existing range. However, its managers must be aware that the womens grooming market is crowded, and that to extend here they must remain loyal to the values of their existing

9、range while still proving attractive to the new sector. They need to take a hard look at how to generate demand; so far its worked well through word of mouth but the average American buyer expects a huge advertising campaign. 1. The kind of promotion Dexter has relied on so far is unlikely to influe

10、nce its target customers.答案: D2. Although Dexter can probably extend its range, finding enough capital will be difficult.答案: B3. Dexter needs to think carefully about the brand image of its products.答案: D4. Supplying niche retailers could give Dexter access to a new group of customers.答案: C5. Dexter

11、 should consider working with a company experienced in advertising on a large scale.答案: B6. Increasing the margin on the current range is an area Dexter should concentrate on.答案: A7. Dexters approach to doing business has enabled it to compete with larger companies.答案: CPART TWO Read the article bel

12、ow about developments at a bank. Choose the best sentence from the opposite page to fill each of the gaps. For each gap (8-12), mark one letter (A-G) on your Answer Sheet. Do not mark any letter more than once. There is an example at the beginning (0). The Pan-Slavic Trading Bank When Miroslav Novak

13、 started work as a graduate trainee, his employer, the Pan-Slavic Trading Bank (P-STB), was a state-owned bank specialising in export trade. Though only the countrys fourth bank in size and turnover, it was well run and had a proven track record. （0） (G) Despite its inclusion in the governments prog

14、ramme of privatisation, expansion or major change were not on the agenda. Today, ten years on, Miroslav has come a long way from his modest beginnings. Recently appointed director of the branch network, he now sits on the executive board. 1 Of particular concern is the fact that the P-STB has become

15、 a retail bank, no longer dealing exclusively with large companies. This sector has, in fact, been downgraded to secondary status, since the most important market is seen to be elsewhere. The new emphasis is on offering a wide range of products to the general public. 2 When this policy was first put

16、 forward, Miroslav and his colleagues doubted its feasibility, since it was not part of their financial culture. The directors went ahead with their plans, however, and, as success followed success, their doubting employees were forced to admit to having been mistaken. The source of the P-STBs chang

17、e of direction was to be found abroad; the directors of a bank from Luxembourg had been monitoring the progress of the P-STB as it moved towards privatisation. 3 After lengthy negotiations, including with government departments, the Luxembourg bank was successful and became the majority shareholder.

18、 The P-STB now found itself the subsidiary of a foreign bank. No time was wasted in flying in a team of managers from the parent company. No sooner had they arrived than major changes began to be implemented. 4 This was exciting and challenging, but there was a high price to pay. The average working

19、 day increased from eight to twelve hours almost immediately, and several of the longer-serving staff were given early retirement. Those who remained felt extremely uncomfortable about the contrast in their fortunes. The next few months under new ownership were extremely demanding and Miroslav found

20、 little to be optimistic about. 5 Miroslav grew to enjoy the demands made on him, and before long was promoted to his present position, with responsibility for converting all the branches in the network to retail banking. He spends less time than he would like with his family, and still misses forme

21、r colleagues, but the work itself is more satisfying than he could ever have imagined. A. Liking what they saw, they put in a bid, in fierce competition with at least five other financial institutions. B. Despite this, and although he is one of the relatively few to have prospered, he feels that his

22、 position is far from secure. C. Gradually, though, as the new structure took shape, the bank began to feel like a modern company with an exciting future. D. Young employees were given responsible positions, including Miroslav, who was put in charge of a department. E. The bank has, in effect, becom

23、e a financial supermarket, where customers can purchase the services they need off the shelf. F. They decided that it was the right moment to exploit this area of weakness. G. With a client base restricted to national corporations, for whom it financed overseas trade, the P-STB put its success down

24、to reliability and conservatism. 1.答案: B2.答案: E3.答案: A4.答案: D5.答案: CPART THREE Read the article below about careers in childrens book publishing and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. Leading from the top Catherine Baue

25、r looks at career development in childrens book publishing To get on in the world of childrens book publishing one needs to be bright, nice and not ambitious. Those are the words of a 37-year-old manager thinking about leaving the industry. Managers in other industries would, by that age, be strivin

26、g towards greater leadership challenges and rewards, while Human Resources departments would be doing all they could to prevent hungry competitors from getting hold of experienced and talented employees. Maintaining successful corporations and happy shareholders is, after all, dependent on using the

27、 talents and experience of ones staff, not on being nice. Career progression in the childrens sector of publishing seems to be determined almost by luck rather than a proper career structure or assessment of employees competencies. Sarah Carter, for example, started her career as an assistant in the

28、 customer service department at William Davis Publishing. She only became aware of a vacancy in public relations because her department was on the same floor as the publicity office. I had already been promoted to manager in my department, but realised that any career development there would be limi

29、ted. I decided to move sideways into PR, which was also where I felt my skills were more suited. I was lucky a position came up within the company. Across the publishing houses, staff training or development is generally dependent on the approach taken by your immediate boss. Virginia Coutts, editor

30、ial director at Prodigy Publications, says, This is fine, if you happen to have one who is effective. When I started at Prodigy I worked for Roger Gibbons. I was in childrens fiction, but he also gave me some work on picture books and non-fiction, and that meant I gained experience in a range of are

31、as. He also made sure that new people didnt come in, train and then move on. And it wasnt a question of being here for three years or so before you got promoted. Not everyone has a similar experience with their manager, but this is not surprising when one considers that few managers have themselves

32、had any structured training. Mark Harlock, marketing manager at T R Publishers, says, My job change into management was completely unsupported-my requests for training took months, and by the time they were approved the need had passed. Yes, you learn on the job, but how much more constructive for a

33、ll involved if it happens in a structured way. Surely this would speed up the learning curve? However, there are changes in the air. At Little Feet Publications, Barbara Foster has been overhauling the companys training and career structure so that all employees have regular appraisals. We are ahead

34、 of our competitors here at Little Feet, but even we are only beginning to scratch the surface. So far theres been little opposition to the appraisals, but theres still loads to do and the results will not become clear for a few years yet. Perhaps the industry should consider itself lucky to have so

35、 many dedicated managers who have, through a combination of chance and determination, successfully developed their careers in publishing. Clearly it now needs to review what is being done to develop, train and reward the next generation of bosses. Above all, the industry has to find more people with

36、 entrepreneurial spirit and push them into demanding roles rather than make them serve their time at a junior level. But such changes can only come from the very top. 1. The writer says that in comparison to publishing, other companies _A.are more concerned with pleasing their shareholders.B.are mor

37、e focused on achieving their goals.C.place greater importance on keeping their best managers.D.work harder on interpersonal relationships.答案:C2. Sarah Carter changed her job within William Davis Publishing because _A.the Public Relations department made it clear they wanted her.B.she saw more long-t

38、erm potential in public relations.C.she did not want to relocate to another floor.D.it represented a promotion for her.答案:B3. Virginia Coutts says that when she first started at Prodigy Publications _A.she intended to move on quickly.B.she had a wide range of skills.C.she had to do too many differen

39、t jobs.D.she had a good line manager.答案:D4. What does Mark Harlock say about formal training? _A.It is faster than learning on the job.B.It should be based on the trainees specific needs.C.It is more often approved for managers than other employees.D.It enables better working relationships to be bui

40、lt.答案:A5. In using the words scratch the surface (line 30), Barbara Foster means that her actions _A.have started something that will take a lot of work to complete.B.have revealed big problems that she could not have foreseen.C.may turn out to be unpopular with some employees.D.may cause disputes w

41、ith other publishers.答案:A6. In the final paragraph, the writer recommends that the publishing industry should _A.encourage managers to delegate minor matters more often.B.put pressure on directors to change the way they work.C.look for people with business flair and good ideas.D.spend more time trai

42、ning existing managers.答案:CPART FOUR Read the article below about the UK retail sector. Choose the best word to fill each gap from A, B, C or D on the opposite page. For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. The Retail Sector The retail sector is one of the UKs

43、biggest employment areas, accounting for one in nine of the workforce. It is also one of the fastest growing-more than a fifth of jobs 1 last year were in retail. Such rapid 2 in the tightest labour market for more than a generation should be 3 up wages, but it is not. While the national 4 wage goes

44、 up by about 5% a year, in retail it goes up by 3.5%. The consequences of low wages and far from brilliant conditions is rapid staff turnover. About half the staff employed in retail leave every year. This 5 is way above even those sectors such as nursing, which are said to be in a recruitment 6 . P

45、art of the problem is that the employers themselves are under considerable financial 7 . Retail is suffering a long-term slide independent of the 8 and falls of the economy. One of the reasons for this is consumer expectations. With the growth of e-commerce, customers look for bigger and better barg

46、ains and insist on 9 for money. There are some pluses for employees, however. Low wages and high turnover make retail a youthful sector. Real managerial 10 can be attained by the mid-20s, so school-leavers or recent graduates need only wait a short time before gaining promotion. And despite the prob

47、lems, the retail sector does, on occasion, 11 some of the more progressive career 12 programmes. The supermarket chain Robertsons, for example, has a community service scheme that trains staff in team-building through work on neighbourhood projects. And clothes retailer P 答案:C2.A.expansionB.increase

48、C.additionD.extension答案:A3.A.gettingB.pushingC.turningD.giving答案:B4.A.normalB.mediumC.averageD.common答案:C5.A.figureB.sumC.dataD.calculation答案:A6.A.emergencyB.disasterC.troubleD.crisis答案:D7.A.weightB.forceC.powerD.pressure答案:D8.A.climbsB.risesC.increasesD.advances答案:B9.A.advantageB.benefitC.worthD.va

49、lue答案:D10.A.careB.responsibilityC.dutyD.reliability答案:B11.A.causeB.presentC.produceD.bring答案:C12.A.developmentB.outcomeC.continuationD.progress答案:A13.A.reportB.distinctionC.creditD.record答案:D14.A.policyB.codeC.procedureD.theory答案:A15.A.knowledgeB.contactC.historyD.experience答案:DPART FIVE Read the bo

50、ok review below. In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. If a line is correct, write CORRECT on your Answer Sheet. If there is an extra word in the line, write the e

51、xtra word in CAPITAL LETTERS on your Answer Sheet. The exercise begins with two examples (0 and 00). Advertising for the Small Business by Nick Daws 0 Good communication with existing and potential customers is at the heart of 00 successful business. That is one reason why advertising should, and do

52、es, play on such 1 an important role in so many organisations itself. However, for the small business, unfamiliar 2 with or inexperienced at using advertising, the investment can seem uncertain. Unlike 3 to their counterparts in larger companies, with sizeable marketing departments and 4 professiona

53、l advertising agencies, no managers in smaller firms often find themselves 5 facing a range of decisions about which campaign objectives and strategy, creative 6 content, budgets and media choice. The list goes on. That is why I was pleased about to read 7 Nick Daws guide to the world of marketing c

54、ommunications. I use this phrase rather than 8 advertising because the book goes beyond of the weekly display advertisements in the local 9 paper. It also covers sales promotion, direct mail, point-of-sale and PR, all whose components of 10 the marketing mix that can be easily overlooked, but which

55、are in fact resulting highly effective. 11 It also provides clear and comprehensive advice on the development of strategy, thus ensuring 12 that careful readers will succeed avoid the costly mistake of rushed or ill-considered decisions. 1.答案: ITSELF2.答案: CORRECT3.答案: TO4.答案: NO5.答案: WHICH6.答案: ABOUT7.答案: CORRECT8.答案: OF9.答案: WHOSE10.答案: RESULTING11.答案: CORRECT12.答案: SUCCEEDWRIT