剑桥商务英语中级-75及答案解析.doc

1、剑桥商务英语中级-75 及答案解析(总分：100.00，做题时间：90 分钟)一、READING(总题数：0，分数：0.00)二、PART ONE(总题数：1，分数：7.00)Four market experts offer advice to SunTours, the middle-market tour operatorA Robert WorthMarketing to a wider audience could lead to more people buying direct from SunTours rather than going through travel agen

2、ts, and the consequent reduction in agents commissions might boost company profits. Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights, The company could also increase profits by sell

3、ing more specialised holidays here in Britain, perhaps by offering breaks at historic sites and coastal destinations.B Steven WorrelWhether its worth discounting surplus holidays is an arguable point, as it not only cuts into profits, but also results in budget-conscious holidaymakers being put next

4、 to SunTours more affluent customers, thus damaging the brand. It may seem attractive at first because of tight margins, but SunTours should think twice before taking up this option. Currently, SunTours is planning to sell higher-margin holidays to previously unmarketed destinations for which demand

5、 is greater than supply. It is likely that accommodation providers in these emerging holiday destinations will be more flexible when it comes to setting terms. The firm should go ahead with this policy.C Ursula CapalboGood risk management and higher sales can guarantee higher profits. Although SunTo

6、urs has always been averse to planning, the company would in fact benefit from a risk model that forecasts the impact of discounting on cash flow and profitability throughout the year. SunTours would then be able to change direction when things go wrong, as they inevitably do from time to time. Dive

7、rsification can increase rather than spread risk, so caution is needed as the company enters regions where facilities for tourists are not yet fully developed. Targeting customers nearing retirement age, whose disposable income and leisure time are increasing, would be ideal.D Gillian WilmotSunTours

8、 knows that good relationships with customers is the key to success in the travel business. With this in mind, the company should consider that brochure mailings, unlike electronic communications, can attract customers and maximise year-round opportunity. They encourage summer tourists to take anoth

9、er break and can even be used to send a thank-you letter to returning customers. Selling holidays at a reduced price is definitely not a sensible option. A better choice would be value-added promotions which can improve profitability and build on SunTours customers desire for high-quality service.（分

10、数：7.00）(1).SunTours runs a risk by selling similar holidays to customers in different income brackets.（分数：1.00）填空项 1:_(2).It is worth offering holidays at a discount to increase the number of bookings.（分数：1.00）填空项 1:_(3).SunTours needs to reflect on its marketing methods if it wants to boost repeat

11、custom.（分数：1.00）填空项 1:_(4).It would be a good idea to sell holidays to locations which other promoters have ignored.（分数：1.00）填空项 1:_(5).SunTours has been disadvantaged by its approach in the past.（分数：1.00）填空项 1:_(6).In certain locations, SunTours may be able to negotiate more favourable contracts.（分

12、数：1.00）填空项 1:_(7).There is an alternative to discount holidays that would be more satisfactory for SunTours customers.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：5.00)Human resource managementIt is nearly a century since the car manufacturer Henry Ford said, You can destroy my factories and offices, but giv

13、e me my people and I will build the business right back up again. In the light of this statement, it is odd that people management has taken so many years to move up the agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anythin

14、g else.Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in todays business world. (8) . A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to suppor

15、t this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a companys performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) . After all, how can an organisation e

16、valuate the commitment of its staff?For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisations compensation structure or being more selective in recruiting, they are asking for things that requi

17、re resources. (10) .Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareho

18、lder value of up to 30 per cent.Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11) . Both, he argues, involve appropriate decisions being made about the allocation

19、of resources within a particular budget.Lesters expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthw

20、hile. (12) . Lesters advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money.A But the findings are inconclusive because of the difficulty of collecting reliable evidence.B He argues that the role of a skilled, mot

21、ivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.C For example, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.D However, most leading experts in the field believe that there is sufficie

22、nt evidence to support this model of workplace dynamics.E He compares the positive use of human resources to effective fund management, as this is something that senior executives can relate to.F He believes, however, that the only way they will gain approval for these potentially expensive initiati

23、ves is to have some data that demonstrates positive financial benefits.G In the light of this statement, it is odd that people management has taken so many years to move up the agenda.（分数：5.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四、PART THREE(总题数：1，分数：6.00)Achieving a successful mergerHowever attracti

24、ve the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their

25、 people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration

26、of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The

27、 strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.This was the issue in 2001 when the proposed merger between two pharmaceutical companies promise

28、d to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies skill bases were compatible, the chief executives of the two companies could not agree which of them was to head u

29、p the new organisation. This illustrates the need to compromise if a merger is to take place.But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, whe

30、re two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out

31、 options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither companys approach would have worked for the other.The answer is not to adopt one companys app

32、roach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture.

33、 Research into the impact of mergers has found that companies .with differing management styles are the ones that need to work hardest at creating a new culture.Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the c

34、ulture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.（分数：6.00）(1).Accord

35、ing to the text, mergers can encounter problems when（分数：1.00）A.contracts are signed too quickly.B.experts cannot predict accurate figures.C.conflicting attitudes cannot be resolved.D.staff are opposed to the terms of the deal.(2).According to Chris Bolton, what do many organisations do in preparatio

36、n for a merger?（分数：1.00）A.ensure their interests are representedB.give reassurances to shareholdersC.consider the effect of a merger on employeesD.analyse the varying strengths of their staff(3).The proposed merger of two pharmaceutical groups failed because（分数：1.00）A.major shareholders were opposed

37、.B.there was a-fall in the demand for their products.C.there were problems combining their areas of expertise.D.an issue of personal rivalry could not be resolve(4).According to the text, focus groups can help companies to（分数：1.00）A.develop new initiatives.B.adopt contingency plans.C.be decisive and

38、 react rapidly.D.evaluate how well matched they ar(5).Creating a new culture in a newly merged organisation means that（分数：1.00）A.management styles become more flexible.B.there is more chance of the merger working.C.staff will find it more difficult to adapt to the changes.D.successful elements of th

39、e original organisations are lost.(6).According to the text, intercultural analysis will show（分数：1.00）A.what kind of benefits a merger can lead to.B.how the national context affects the way a company is run.C.how long it will take for a company culture to develop.D.what changes companies should make

40、 before a merger takes plac五、PART FOUR(总题数：1，分数：15.00)The bank with ideaswith several hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure (19) of a range of banking services. Now, it is demonstrating to business customers that

41、it is flexible and responsive enough to (20) their changing needs in the 21st century.Based in London, APL offers banking services to businesses throughout the UK via its branch (21) . Most customer service provision is (22) out by personal account managers based in local branches, together with (23

42、) staff at company headquarters.An important (24) for APL has been to make it easy for customers to (25) business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the account contact and (26) with the cu

43、stomer during the managers (27) . In addition, for those who want (28) to their bank at any time of day or night there is now a 24-h0ur phone-based service.In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan (29) within 24 hours. This focus on th

44、e customer has also been a driving (30) in APLs recruitment and development policy. For example, newly inducted staff (31) a customer service review to find out what it is like to be on the other side of the desk, asking to borrow money.Together, these (32) in banking have achieved excellent results

45、. The customer (33) is growing fast, and last year the bank gained 36,000 new business accounts.（分数：15.00）A.producerB.supplierC.providerD.giverA.achieveB.reachC.meetD.assistA.systemB.webC.gridD.networkA.takenB.broughtC.carriedD.putA.aidB.supportC.guidanceD.backingA.objectiveB.purposeC.directionD.sch

46、emeA.doB.runC.makeD.haveA.copesB.arrangesC.handlesD.dealsA.vacancyB.departureC.absenceD.retirementA.accessB.entranceC.approachD.openingA.demandsB.applicationsC.proposalsD.ordersA.powerB.strengthC.forceD.pressureA.take overB.go throughC.set downD.put upA.innovationsB.adaptationsC.revisionsD.modernisa

47、tionsA.sourceB.baseC.centreD.foundation六、PART FIVE(总题数：1，分数：12.00)Dealing with ExpensesMost companies use forms or spreadsheets to process travel and entertainmentexpenses claims. As a result, it can be difficult to control over spending across the34. organisation, and unfortunately when data often

48、needs to be processed again and entered35. into the firms other such accounting systems. One solution is an automated expenses36. management system. But if there are various measures you can implement to make37. your existing procedures more efficient. Firstly, try ensure that all expenses claims ar

49、e38. independently been authorised. Who approves senior managers claims, for example?39. Dont waste time for reviewing all expenses claims: only look in detail at a sample, but40. regularly update the firms expenses policy, and query with all claimsthat fall outside it. You41. should also avoid duplicating effort: if line managers check expenses, there is little poi