1、剑桥商务英语中级-146 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) AFor over three decades，academics，managers，and consultants，realizing that transforming organizations is difficult，have analyzed the subjectTheyve sung the praises of leaders who communicate vision and walk the
2、talk in order to make change efforts succeedTheyve sanctified the importance of changing organizational culture and employeesattitudesTheyve teased out the tensions between top-down transformation efforts and participatory approaches to changeStill，studies show that in most organizations，two out of
3、three transformation initiatives fail BEach manager looks at an initiative from his or her viewpoint and，based on personal experience，focuses on different success factorsThe experts，too，offer different perspectivesA recent search for books on change and management turned up 6，153 titles，each with a
4、distinct take on the topic. Those ideas have a lot to offer，but take together，they force companies to tackle many priorities simultaneously，which spreads resource sand skills thin. CSomeofthehardfactorsthataffectatransformationinitiativearethetimenecessarytocompleteit，the number of people required t
5、o execute it，and the financial results that intended actions are expected to achieve. The research shows that change projects fail to get off the ground when companies neglect the hard factors. That doesnt mean that executives can ignore the soft elements；that would be a grave mistake. However. If c
6、ompanies dont pay attention to the hard issues first，transformation programs will break down before the soft elements come into play. DCompanies assume that the longer an initiative carries on. The more likely it is to failthe early impetus will peter out，windows of opportunity will close，objectives
7、 will be forgotten，key supporters will leave or lose their enthusiasm，and problems will accumulate. However，contrary to popular perception, along project that is reviewed frequently is more likely to succeed than a short project that isnt reviewed frequently. Thus，the time between reviews is more cr
8、itical for success than a projects life span.（分数：7.00）(1).the importance of taking into consideration the economic effects brought by the change（分数：1.00）A.B.C.D.(2).the diversity in observing the initiative of change in companies（分数：1.00）A.B.C.D.(3).the belief that good communication between manager
9、s and staff will benefit the change（分数：1.00）A.B.C.D.(4).the relationship between the duration of a project and the chances of winning the change（分数：1.00）A.B.C.D.(5).the need to consider all the elements involved in a change（分数：1.00）A.B.C.D.(6).the possibility to make a successful change by consideri
10、ng the plan more than once（分数：1.00）A.B.C.D.(7).the negative view of asking companies to solve many problems at the same time（分数：1.00）A.B.C.D.三、PART TWO(总题数：1，分数：5.00)How Management Teams Can Have a Good Fight Top managers often find it very difficult to manage conflict. They know that conflict over
11、issues is natural and even necessary. Reasonable people，making decisions under conditions of uncertainty，are likely to have honest disagreements over the best path for their companys future. Management teams whose members challenge one anothers thinking develop a more complete understanding of the c
12、hoices, cerate a richer range of options. Ultimately they are able to make the kinds of effective decisions necessary in todays competitive environments. But, unfortunately, healthy conflict can quickly turn unproductive. A comment meant as a substantive remark can be interpreted as a personal attac
13、k. (8) Personalities frequently become closely connected with issues. Because most executives are proud of their ability to make rational decisions，they find it difficult even to acknowledgelet alone managethis emotional，irrational dimension of their behavior.The challenge is familiar to anyone who
14、has ever been part of a management team. (9) The managers should be encouraged to argue without destroying their ability to work as a team.In a study，in 4 of the 12 companies，there was little or no substantive disagreement over major issues and therefore little conflict to observe. But the other 8 c
15、ompanies experienced considerable conflict. In 4 of them，the top-management teams handled conflict in a way that avoided interpersonal hostility or discord. (10) They described the way they work as a team asopen，fun，and productive. The executives vigorously debated the issues，but they wasted little
16、time on carefully considering and posturing. As one put it, I really dont have time. Another said, We dont gloss over the issues：we hit them straight on. But were not political, Still another observed of her companys management team, We scream a lot，then laugh，and then resolve the issue. The other f
17、our companies in which issues were contested were less successful at avoiding interpersonal conflict. Their top teams were plagued by intense hostility. (11) When executives described their colleagues to us，they used words such asmanipulative, secretive.burned out，andpolitical. The teams with minima
18、l interpersonal conflict were able to separate substantive issues from those based on personalities. (12) How did they do that? After analyzing the observations of the teams behavior, the experts found that their companies used the same tactics for managing interpersonal conflict. For instance，team
19、members worked with more, rather than less, information and debated on the basis of facts. A. They must try to keep constructive conflict over issues from turning into nonfunctional interpersonal conflict. B. Executives Often failed to cooperate. rarely talking with one another, tending to fragment
20、into cliques, and openly displaying their frustration and anger. C. Anxiety and frustration over difficult choices can evolve into anger directed at colleagues. D. Executives in those companies referred to their colleagues as smart, team player, and best In the business. E. All the teams had to make
21、 high-stakes decisions in the face of considerable uncertainty and under pressure to move quickly. F. They managed to disagree over questions of strategic significance and still get along with one another.（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)The MiSmanagement of Cus
22、tomer Loyalty The best customers, were told, are loyal ones. They cost less to serve, theyre usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly thats what CR
23、M software vendorsand the armies of consultants who help install their systemsare claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indee
24、d, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.But that is precisely what some of the loyalty movements early believers are starting to do. Take the case of one high-tech corporate service provider. This c
25、ompany set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five y
26、ears, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.The answer took them by surprise. About half of those customers who made regular
27、purchases for at least two yearsand were therefore designated as loyalbarely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.The research findings echo that companys
28、experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weakerand subtlerthan the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers wh
29、o purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on
30、loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than mos
31、t existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.（分数：6.00）(1).What does the writer say about customer loyalty in the first paragraph?（分数：1.00）A.Business executives need to know how to generate customer loyalty.B.
32、Many executives believe more investment in customer loyalty means more profit.C.It is necessary for companies to generate customer loyalty at all costs.D.Customer loyalty will for sure help corporations make more money.(2).According to the second paragraph, many people are involved in the job to gen
33、erate customer loyalty besides（分数：1.00）A.producers.B.suppliers.C.salespeople.D.vendors.(3).The high-tech corporate sewice provider produced a costing scheme in order to（分数：1.00）A.find out the most loyal customer.B.reduce the investment in generating customer loyalty.C.launch a campaign to find out t
34、he potential customers.D.obsewe the relationship between customer loyalty and profit.(4).According to the research findings, the customers who will bring in more profit are those who（分数：1.00）A.are regarded as loyal customers.B.happen to buy the products frOm a company.C.trust the quality of the prod
35、ucts frOm a company.D.care little about prices of the products.(5).According to the fourth paragraph. the discovery of some experts disapproves the belief that loyal customers（分数：1.00）A.recommend the products to other people.B.are sensitive to the price of the product.C.need less sewice provided by
36、a company.D.contribute more to the image of a company.(6).It can be inferred from the passage that the writer suggests companies should（分数：1.00）A.attract the more profitable customers.B.pay equal attention to all the customers.C.increase the investments in customer loyalty.D.focus only on loyal cust
37、omers.五、PART FOUR(总题数：1，分数：15.00)Pricing and the Psychology of Consumption Ask any executive how pricing policies influence the demand for a product or service, and youll get a confident, well-reasoned reply。Ask that same executive how pricing policies affect consumptionthe extent to which customers
38、 use products or services that theyve (19) forand youll get a muted response at best. It is found that managers rarely, if ever, think about consumption when they (20) pricesand that be an (21) oversight. For many executives, the idea that they should (22) consumers attention to the price that was p
39、aid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to boost sales. And rightly (24) if a company fails to (25) theinitial sale, it wont have to worry about consumption. To promote sales, health club managers encouragememb
40、ers to get the payment out of the (26) early；HMOs encourage automatic payroll deductions；and cruise lines bundle small, specific costs into a single, all-inclusive (27) . However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a pro
41、duct when they are (30) of its costwhen they feelout of pocket. But (31) pricing practices such as advance sales, season tickets, and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesnt
42、 use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact on consumption may be trading off long-term customer retention for shorf-term increases in sales.（分数：15.00）(1). Afunded Bpaid Cbought Dexpended（分数：1.00）填空项 1:_(2). Aset Bd
43、ecide Cresolve Dsettle（分数：1.00）填空项 1:_(3). Acostly Bexpensive Cdear Dluxurious（分数：1.00）填空项 1:_(4). Apull Bdrag Cdraw Dget（分数：1.00）填空项 1:_(5). Afound Bsearched Csought Dgone（分数：1.00）填空项 1:_(6). Aas Bthus Cfor Dso（分数：1.00）填空项 1:_(7). Aproduce Bconstruct Cbuild Dmake（分数：1.00）填空项 1:_(8). Aroad Bway Clin
44、e Dpath（分数：1.00）填空项 1:_(9). Amoney Bcash Cfee Dpay（分数：1.00）填空项 1:_(10). Aput Bapply Ccarry Ddo（分数：1.00）填空项 1:_(11). Aprobable Blikely Cpossible Dsure（分数：1.00）填空项 1:_(12). Aaware Bclear Cfamiliar Dconscious（分数：1.00）填空项 1:_(13). Acommon Bsame Cordinary Dsimilar（分数：1.00）填空项 1:_(14). Aafforded Bcost Cus
45、ed Dspent（分数：1.00）填空项 1:_(15). Aengage Bappoint Chire Demploy（分数：1.00）填空项 1:_六、PART FIVE(总题数：1，分数：12.00)Proper Preparation Prevents Poor Performance（分数：12.00）(1).eight common mistakes people frequently make in front of an audience. Second is the（分数：1.00）填空项 1:_(2).tendency of poorly prepared speaker
46、s who to wing it. Next, dont rely entirely on a（分数：1.00）填空项 1:_(3).speechwriterwho will inevitably lack of the personal touch, which is vital. Fouth,（分数：1.00）填空项 1:_(4).face up to tough questions and give honest answerscandour is essential to leadership.（分数：1.00）填空项 1:_(5).At least that sounding hon
47、est is no doubt very important. As is the fifth point：the need（分数：1.00）填空项 1:_(6).to research in the audience：the talk must be pitched at the appropriate level. The sixth（分数：1.00）填空项 1:_(7).point is that the need to anticipate the obvious first question, which nonetheless often（分数：1.00）填空项 1:_(8).floors the most smartest of expels. One mistake that is surely well known to even the（分数：1.00）填空项 1:_(9).lowliest junior is there is nothing worse than a speaker who doesnt know when he to sit（分数：1.00）填空项
