1、BEC商务英语（中级）阅读模拟试卷 10及答案与解析 一、 PART ONE 1 Look at the sentences below and the advice for secretaries and personal assistants about dealing with a new manager on the opposite page. Which company (A, B, C or D) does Bach sentence 1-7 refer to? For each sentence 1 - 7, mark one letter (A, B, C or D) on
2、your Answer Sheet. You will need to use some of the letters more than once. A If you are a secretary, or personal assistant, getting a new manager means that your job will probably change, too. The new person is likely to have different ideas about how things should be done, and you may well find th
3、at some of these are changes for the better. But remember that the new manager might be feeling nervous. If you treat their first day in the job as though its your own first day, too, it will ease the transition for them, and benefit you both. B Your new manager may have different ideas from your pr
4、evious one about personal habits, such as eating at your desk, and you will have to accept that. Their changes may not always be appropriate or helpful, however. It could be that you are asked to open the post later on in the day, when you know that it is important to get it sorted first thing. In t
5、his case, rather than grumbling about it and spreading discontent around the office, explain if there is a genuine reason for a particular way of working. C If your new manager has joined the company from outside, they will be on a steep learning curve. You can really show your worth by bring them u
6、p to speed on the company history and culture. The appointment of a new manager is also the ideal opportunity for you to discuss your prospects for training and promotion with them, though raising the subject on their first day is unlikely to give them a good impression of you. D If you are concerne
7、d about changes that your new manager wants to make to your job, first check your job description, if you have one, then speak to him or her calmly about it. If work is being put your way that is someone elses responsibility, say so. Make it clear what you believe to be the limits of your job. Ideal
8、ly, the two of you will come to an agreement that suits both parties. failing that, consider contacting the human resources department to see if it can act as mediator. 1 You may be able to explore your career development with your new manager. 2 You may need to point out why certain procedures are
9、in place. 3 Help your new manager to feel relaxed when they take up the position. 4 You should resist taking on extra tasks which you do not consider part of your role. 5 You may need help in settling differences with your new manager. 6 You should not encourage colleagues to become hostile towards
10、your new manager. 7 A new manager may benefit from your knowledge of conventions and attitudes within the company. 二、 PART TWO 8 Read the article below about changes in working time. Choose the best sentence to fill in each of the gaps. For each gap 8 12,mark one letter (A G) on your Answer Sheet. D
11、o not use any letter more than once. One answer has been given as an example. There is an example at the beginning. The Nature of Money See if you can locate a $5, $10, or $20 bill printed before 1964 and marked “Federal Reserve Note“ over the portrait. In the upper-left portion above the seal, a st
12、atement written in fine print says that the note is legal tender (法定货币 ) and that it “is redeemable (可兑现的 )in lawful money at the United States Treasury (美国财政部 ), or at any Federal Reserve Bank.“ Does this mean that the bill is not lawful? At the bottom center the same bill says, “Will pay to the be
13、arer on demand X dollars.“ 【 8】 _ 【 9】 _ Many people believe that money has no value unless 【 10】 _ They think that the Federal Reserve note is only a symbol for money, and that real money is the precious metal backing the note. Some people look on money as wealth and believe that it must have intri
14、nsic (内在的 )value. If we were to study the history of money, we would find that 【 11】 _ Cattle, shell, beads (珠子 ), tobacco leaves, and various metals including iron, zinc (锌 ), bronze (青铜 ), and copper have all been used as a basis of exchange. The precious metals, particularly silver and gold, have
15、 proved most satisfactory for this purpose and have been most commonly used in modern times. Until early 1968, the United States backed its Federal Reserve Notes with 25 percent gold, but this did not mean that 【 12】 _ Clearly, it is not what money is but what it does that is important. A. it is bac
16、ked by gold or silver. B. in different places and at different times a variety of things have been used as money. C. See if you can locate a $5, $10, or $20 bill printed before 1964 and marked “Federal Reserve Note“ over the portrait. D. citizens could use gold as money or convert paper dollar to go
17、ld. E. therefore, the precious metals can be taken as money. F. Does it mean that your X-dollar bill is not X dollars? G. Much confusion exists about the real nature of money. 三、 PART THREE 13 Read the article below about marketing management. For questions 18-20, mark one letter (A, B, C, D) on you
18、r answer sheet for the answer you choose. Marketing Management Playboys principal distribution channel until 1979 was a network of approximately 450 nonproprietary retail outlets throughout the United States, many of which also sold other brands of mens premium shoes. Play boys shoes were sold whole
19、sale to retailers at approximately 50 percent of the suggested retail price. Price increases usually were announced in February or August. The company did not offer its retail accounts quantity discounts. Because producing high-quality mens dress shoes demanded highly skilled labor and specialized f
20、acilities, Playboys entire product life had been manufactured at the companys facility in Lynn, Massachusetts, through our most of the companys history. As consumer preferences changed and fashion became more important in mens shoes during the 1970s, Playboy began contracting with outside manufactur
21、ers to produce casual shoes that matched Playboys quality and feature specifications yet could extend the brands franchise to a younger age group. Playboys executives labeled these styles “outside“ shoes, while those manufactured at the Lynn plant were called “inside“ shoes, in 1985, the average pri
22、ces the retailer paid Playboy for pair of inside shoes was $52 and, for a pair of outside shoes, $34. Variable manufacturing costs per pair of inside shoes were $40. The average cost of a pair of outside shoes to Playboy was $28. Playboy sold approximately 160 inside shoe styles and 56 styles made b
23、y outside manufacturers, Since there were 80 sizes to each style, Playboy total SKUs numbered around 17,280, and it carried an inventory in stock of over 64,000 pairs, Both internal and external production schedules for each style were set in advance, based on sales projections. Playboy rarely did “
24、makeup“ (styles not included in its regular product line, manufactured to the specification of a retailer) for a particular retail account. Each of Playboys 16 salespeople was assigned a geographic territory and was responsible for retailer sales and service with the area. Salespeople also were expe
25、cted to perform “previews“ at the beginning of fail and spring seasons as a method of increasing both consumer and trade sales, Previews consisted of a sales presentation at retail store, where the Playboy salesperson would display and explain the companys entire line to store customers. During the
26、preview, the customer was offered a price promotion of $10 off any pair of Playboy shoes. The retailer was responsible for absorbing the cost of the promotion, while the cost of advertising placed to stimulate retail traffic during the preview was shared between Playboy and the retailer. The Playboy
27、 sales person would spend time with the retailers salespeople and customers describing the quality and comfort of Playboy shoes. Company management believed that consumers were likely to “trade up“ to a higher-priced brand if they understood the features and benefits of premium shoes. The managers b
28、elieved that retail sales people often missed sales opportunities by assuming that casually dressed customers would not buy expensive high-quality shoes, and one of Playboys goals was to have retail salespeople try a pair of Playboy shoes on every customer. For some Playboy retail accounts, close to
29、 30 percent of annual sales were made during the fall and spring previews. Playboy management tracked the sales of every shoe style. If sales of a particular style slowed, management might elect to replace only the middle sizes, ensuring that Playboy would end up with the most popular sizes of a sty
30、le before the style was terminated or “closed out“. Established retail accounts had the option of purchasing close-outs at a 30 percent discount from the regular wholesale price. A list of close-outs was sent to retail accounts twice each year. Retailers would often try to sell these styles at full
31、retail price to increase their unit margins, then mark them down, as necessary. Close-outs accounted for unit sales of 5,500 to 6,500 pairs of Playboy shoes per year. 13 Playboys internal SKUs numbered _. （ A） 128,000 （ B） 4,480 （ C） 17,280 （ D） 68,000 14 The duty of the 16 salespeople sent by Playb
32、oy was to be _. （ A） retailer sales and service with the area （ B） retailer sales and service with the area and performing “preview“ （ C） displaying and explaining the companys entire line to store customers （ D） absorbing the cost of the promotion 15 Which of the following is NOT true? （ A） custome
33、rs paid a higher price for a pair of shoes during the “preview“. （ B） The cost of advertising to excite retail trade during the “preview“ was paid for by both Playboy and the retailer. （ C） Consumers would possibly buy premium shoes if they know their features and benefits. （ D） The fall and spring
34、previews benefit some Playboy retail accounts a lot. 16 Retailers sold the close-outs _. （ A） at a lower price than usual （ B） to poor consumers at full retail price （ C） at full retail price and never lower it （ D） at full retail price and then at a lower price when necessary 17 Before 1979 _. （ A）
35、 the 450 retail stores where Playboy shoes were sold were privately owned （ B） some of the 450 retail stores sold Playboy shoes only （ C） the wholesale price of Playboy shoes was much higher than their retail price （ D） retailers would get discounts if they bought the shoes substantially 18 Why did
36、Myrrayhill wanted to assure consumers of the quality of the shoes? （ A） Because Playboy wanted to assure consumers of the quality of the shoes. （ B） Because producing high quality shoes needed high skills. （ C） Because consumer preferences had changed and fashion became more important. （ D） because
37、Playboy wanted to sell the shoes at a lower price. 四、 PART FOUR 19 Read the article on the opposite page about why some small companies fail to grow. Choose the best word to fill each gap from A, B, C or D below. For each question 19 - 33, mark one fetter (A, B, C or D) on your Answer Sheet. There i
38、s an example at the beginning (0). Why do some small companies stay small? It is often assumed that if a small company fails to (0)_, it is because of external factors. So it may come as something of a surprise to discover that many small companies have only themselves to (19)_ for their lack of gro
39、wth. In fact, if you run a small business, you shouldnt waste much time wondering whether you have (20)_ to investment capital; still less, analysing fluctuations in (21)_ exchange rates. You are more likely to (22)_ the main barrier to greater success by looking in the mirror. This is a conclusion
40、that can be (23)_ from a recent study based on interviews with the owner-managers of 40 small businesses. The research makes the reason (24)_ : management behaviour, however well intentioned, is often the (25)_ of the problem. This was the overwhelming view (26)_ by the managers surveyed: the main b
41、arrier to growth was the fact that day-to-day issues (27)_ all their time. The problems that many larger businesses face - lack of funds and insufficient government support - were of relatively minor (28)_ for these small companies. The survey shows that while owner-managers often work very hard run
42、ning their business, many never take it on to the next (29)_ The reason is that they are too busy (30)_ their sales, marketing and finance functions. Limited resources may (31)_ to this, but many owner-managers are unwilling to delegate even insignificant decisions. As a result, without realizing it
43、, they create a style of working that (32)_ them from moving forward. One of the most important lessons for managers is learning to let go, very few people can do everything themselves. Instead they need to hire staff able to take (33)_ some of their responsibilities. （ A） condemn （ B） accuse （ C） c
44、harge （ D） blame （ A） admission （ B） entry （ C） access （ D） entrance （ A） currency （ B） money （ C） cash （ D） banknote （ A） specify （ B） categorize （ C） identify （ D） allocate （ A） achieved （ B） drawn （ C） acquired （ D） obtained （ A） clear （ B） distinct （ C） resolved （ D） defined （ A） foundation （ B）
45、 ground （ C） base （ D） root （ A） notified （ B） expressed （ C） informed （ D） addressed （ A） caught （ B） occupied （ C） held （ D） contained （ A） significance （ B） meaning （ C） definition （ D） sense （ A） place （ B） grade （ C） position （ D） stage （ A） watching for （ B） looking after （ C） bringing up （ D）
46、 waiting on （ A） support （ B） aid （ C） contribute （ D） assist （ A） avoids （ B） obstructs （ C） prevents （ D） evades （ A） over （ B） across （ C） down （ D） along 五、 PART FIVE 34 Read the text on the opposite page about running meetings. In most of the lines 34 - 45 there is one extra word. It is either
47、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 examp
48、les, (0) and (00). MAKE SURE YOUR MEETINGS RUN SMOOTHLY A well run meeting can achieve much, but a badly run meeting is unlikely to achieve anything, and indeed may damage on an important projects 34 progress. Meetings should create a sense of the harmony, but they can 35 cause confusion. In normal
49、circumstances, so meetings should be planned 36 well in advance, both in terms of who will attend it and what will be discussed. 37 Overcrowded meetings suggest managers lack their self-confidence and 38 mean there will be too much of discussion on every minor point. The only 39 points that should be discussed are those that require a decision. If you need 40 your staff to update you on something,
