[外语类试卷]BEC商务英语（中级）阅读模拟试卷154及答案与解析.doc

1、BEC商务英语（中级）阅读模拟试卷 154及答案与解析 一、 PART ONE 0 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(1-7), mark one letter(A, B, C or D)on your Answ

2、er Sheet. You will need to use some of these letters more than once.Example:0 It would be inadvisable for Dexter to extend its range of products at this time. 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 s

3、ucceed in America. Four top analysts give their advice.A Joe HutchinsonFor 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 suppor

4、t a loss-making American operation? There 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 ValeroBreaking out of the shaving cream market should not be impossible

5、 for Dexter, but raising the money to 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,

6、 if so, they should seek a local partner. If control is a priority, the European market may be worth a look instead.C James SunderlandDexters 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 p

7、articularly challenging, but a possible 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 prod

8、ucts.D Melanie Laconte Dexter intends 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

9、to the values of their existing 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

10、on so far is unlikely to influence its target customers. 2 Although Dexter can probably extend its range, finding enough capital will be difficult. 3 Dexter needs to think carefully about the brand image of its products. 4 Supplying niche retailers could give Dexter access to a new group of customer

11、s. 5 Dexter should consider working with a company experienced in advertising on a large scale. 6 Increasing the margin on the current range is an area Dexter should concentrate on. 7 Dexters approach to doing business has enabled it to compete with larger companies. 二、 PART TWO 7 Read the article b

12、elow about the differences between chief executives and entrepreneurs. 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 use any letter more than once. There is an example at the beginning(0). Analysing the

13、EntrepreneurThe ever-increasing attraction of undergraduate courses in business studies demonstrates that many young people begin their working lives determined to be a success in business. Many of them will have ambitions of becoming bosses.(0)_G_That should be the question which all ambitious youn

14、g business people ask themselves.Some graduates learn how to run a business in someone elses time, and then in their early thirties, start out on their own. That course of action is relatively common and straightforward.【 P1】 _Often, however, their business flair comes at the expense of more mundane

15、 business skills such as team building and maintaining harmony.A recent study, in which seventeen successful entrepreneurs took part in in-depth interviews, as did a similar number of chief executives, concluded that honesty and strong moral principles are important characteristics of entrepreneurs

16、who achieve lasting success. According to the various tests and self-assessment questionnaires used in the interviews, seventy per cent of entrepreneurs have these characteristics, as opposed to only twenty-eight per cent of chief executives. 【 P2】 _ It would seem that most entrepreneurs deserve mor

17、e credit than people generally give them.This ethical style of leadership fosters a culture in which expectations are uncompromisingly high and in which people believe they will be properly rewarded for their individual contribution. 【 P3】_ Employees often complain that the worst kind of bosses are

18、the ones who own the business, as they can be very intolerant of others who make mistakes.Entrepreneurs are passionate about their work but they have not worked their way up through the organisation and tend to lack the people management qualities that chief executives have developed over long caree

19、rs.【 P4】 _Of course, it could be argued that the single-minded approach of entrepreneurs is what makes them successful; it certainly enables them to put extraordinary effort into what they do.The study indicates that generally chief executives can match entrepreneurs in terms of drive and determinat

20、ion. There is one exception and that relates to taking risks.【 P5】 _The chief executive can, on the other hand, always move to another company.But in the end, if there are no entrepreneurs, there is no work for chief executives. It is the people that start businesses who are the original wealth crea

21、tors.Example: A However, it can also result in entrepreneurs being profoundly disappointed when others fail to live up to their high standards.B They need to have the confidence to make everyone in the organisation believe that this is no ordinary place and no ordinary job.C Given the common percept

22、ion that entrepreneurs are only in business to make money, this very positive finding was perhaps the most surprising.D They are less likely to promote teamwork and co-operation than chief executives, who are much better at reading and understanding those around them.E After all, if it is your own c

23、ompany, you cannot walk away, and you will do anything either to keep it afloat or to help it prosper.F But true entrepreneurs do not necessarily wait until their business knowledge has improved or until the time is right - they have always been driven to achieve.G But is it best for them to become

24、entrepreneurs and start their own business or work towards running someone elses? 8 【 P1】 9 【 P2】 10 【 P3】 11 【 P4】 12 【 P5】 三、 PART THREE 12 Read the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions on the opposite page. For each question(13-18), mar

25、k one letter(A, B, C or D)on your Answer Sheet. Marc Hooper, CEO of Spartan Ketley Marc Hooper, not long promoted to CEO of confectionery giant Spartan Ketley(SK), is very different from his predecessors. He is a corporate lawyer by training, and his background has clearly shaped his management styl

26、e. He was taught that no work should go unchecked and that no statement can go out without everything being fully defined. The legal world teaches you to think in a synthetic way, to take contrasting ideas and thread them together to form a strategy Hooper, with little marketing experience, was not

27、at the top of market observers lists for the job. But here he is, just over a year into the role and seemingly on top of things. Educated at Harvard University, Hooper started his career with well-known New York consultants Cox I became head of marketing in Europe. In fact this was a sideways move -

28、 not for more money but to add to his knowledge and to further his career. The first challenge was that he found himself in charge of 25 bright young marketing people. I had to work hard to keep up, he admits. Throughout, he has remained focused, his eye always on the main prize. His elevation to CE

29、O, he says, is proof of SKs inclusiveness. We are always open to people with fresh ideas. As CEO I support anyone who is willing to take a chance and who wants to stretch themselves. If you are keen to develop and prove you can succeed, this company will provide the challenge you need. And in line w

30、ith this philosophy, Hooper is not an autocratic leader: his style is to consult, to seek advice, then to act. SK has grown quickly, mostly by acquisition. Hooper sits at the head of an empire that employs 50,000 people in 130 factories. His chief mission is to reduce waste in the company, to bring

31、down costs, and to produce funds to reinvest - all the time keeping ahead of competitors. We must generate growth on a consistent basis. Weve also got to generate more cash for investment in marketing. The latest development, the purchase of a chocolate manufacturer for $42 billion - a deal managed

32、by Hooper - has made it one of the largest confectionery groups in the world. 13 The choice of Marc Hooper as Spartan Ketleys CEO was surprising because （ A） he knew more about law than marketing. （ B） he had little experience of strategic planning. （ C） he had been with the company for a short time

33、. （ D） he intended to take the company in a different direction. 14 What does Hooper say about his first job? （ A） He regarded the job as a means to a more interesting career. （ B） He gained useful skills while he was with the company. （ C） He found that his education prepared him well for the job.

34、（ D） He enjoyed working for such a prestigious company. 15 One of the reasons for Hooper leaving Cox and Leight was （ A） he had no chance of becoming a partner. （ B） he was not happy with the working conditions. （ C） he wanted to move to a workplace in a different area. （ D） he felt it was important

35、 to change jobs every few years. 16 After some time at Spartan Ketley, Hooper changed departments because （ A） he did not find his current job financially rewarding enough. （ B） he wanted to have experience of working in Europe. （ C） it was an opportunity to work with young people. （ D） it improved

36、his chances of promotion. 17 Hooper says that his policy as CEO is to （ A） develop a sense of competition within his workforce. （ B） train people to become proficient in a wide range of skills. （ C） hire staff who are not afraid to make important decisions. （ D） encourage employees to be innovative

37、in their approach to work. 18 What does Hooper see as his main future task as CEO of Spartan Ketley? （ A） to bring greater diversity to the marketing of new products （ B） to increase the size of the company by acquiring a competitor （ C） to facilitate investment by improving the companys efficiency

38、（ D） to investigate the possibility of diversifying into other manufacturing sectors 四、 PART FOUR 18 Read the extract below from the annual report of a company with manufacturing interests around the world. Choose the best word to fill each gap from A, B, C or D on the opposite page. For each questi

39、on(19-33), mark one letter(A, B, C or D)on your Answer Sheet. There is an example at the beginning(0). Manufacturing StrategyDuring the last year, we announced the significant(0)_B_.of our plastic sheeting plant in Malaysia, which, together with the acquisition of the Javanese factory, will approxim

40、ately double the Groups manufacturing【 C1】_The cost of this development is within【 C2】 _and will be approximately $5.6m, of which $2.7m was incurred during the previous year. It is on schedule to【 C3】 _increasing volumes from October 2009.Following the【 C4】 _of plastic tubing manufacture from German

41、y to Thailand, we have effectively doubled the capacity of this facility at an【 C5】_cost of $12m. The project is set to cost less than the original【 C6】 _and is on target for increased production by June 2010.In February, we announced our【 C7】 _to sell our factory in Ireland. This decision is in lin

42、e with the Groups strategy of【 C8】 _on our core categories of branded products.In June, we announced investment in a new state-of-the-art UK manufacturing facility for specialist plastic components. This facility will be【 C9】 _by mid 2009 and will increase the Groups capacity to manufacture products

43、 efficiently in-house. At the same time it will【 C10】 _about 200 new jobs in an area of high unemployment. The factory is to cost approximately $24m, towards which government【 C11】 _ of up to $4m are already available. Sadly, as part of this move, we announced the 【 C12】 _of our Blackburn facility,

44、which is due to take place in the early part of 2010.As part of our commitment to effective external communications with all our stakeholders, in October we【 C13】 _the corporate website, which is now providing up-to-date information on the Group and we look forward to receiving 【 C14】 _from users of

45、 the site. Existing product websites are now in the 【 C15】_of being redesigned as part of the global rebranding strategy.Example:A extension B expansion C accumulation D inflation 19 【 C1】 （ A） output （ B） yield （ C） total （ D） mass 20 【 C2】 （ A） budget （ B） income （ C） account （ D） fund 21 【 C3】 （

46、A） forward （ B） transfer （ C） advance （ D） deliver 22 【 C4】 （ A） replacement （ B） rearranging （ C） relocation （ D） redistribution 23 【 C5】 （ A） aimed （ B） imagined （ C） accepted （ D） expected 24 【 C6】 （ A） guess （ B） judgement （ C） estimate （ D） conviction 25 【 C7】 （ A） focus （ B） object （ C） intent

47、ion （ D） purpose 26 【 C8】 （ A） concentrating （ B） planning （ C） attending （ D） directing 27 【 C9】 （ A） running （ B） implementing （ C） executing （ D） organizing 28 【 C10】 （ A） appoint （ B） result （ C） employ （ D） create 29 【 C11】 （ A） scholarships （ B） grants （ C） allocations （ D） gifts 30 【 C12】 （ A

48、） finish （ B） closure （ C） ending （ D） conclusion 31 【 C13】 （ A） dispatched （ B） prompted （ C） launched （ D） effected 32 【 C14】 （ A） attitude （ B） approach （ C） outlook （ D） feedback 33 【 C15】 （ A） practice （ B） progress （ C） process. （ D） procedure 五、 PART FIVE 33 Read the book review below. In mos

49、t 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 extra word in CAPITAL LETTERS on your Answer Sheet. The exercise begins with two examples(0 and 00).Examples:Advertising for the Small Business by Nick Daws0 Good communication with existi