1、BEC商务英语（高级）阅读模拟试卷 34及答案与解析 一、 PART ONE 0 Look at the statements below and at the five extracts from an article about Web hosting provider,its reseller and outsourcing. Which article (A, B, C, D or E) does each statement 1 8 refer to? For each statement 1 8, mark one letter (A, B, C, D or E) on your
2、Answer Sheet. You will need to use some of these letters more than once. A Quality support need be a top priority for any serious Web hosting provider. Customers, especially individuals and small businesses expect timely and informative customer support. Noting that the majority of a resellers clien
3、ts come from this constituency, support must be a central tenant of a vendors offerings. Unfortunately, because most hosting resale operations are small, often resellers cannot effectively deal with incoming support requests. The result is usually an unsatisfied client base that does not obtain time
4、ly responses to their support inquiries. B When customers cannot obtain a desired level of technical support they obviously get furious and look for change. It is thus incumbent upon the reseller to establish effective and efficient means of providing technical support to their clients in order to s
5、atisfy customer expectations. Resellers can obtain higher levels of technical support if they outsource their own support infrastructure. By outsourcing technical support functions, a reseller can actually reduce customer costs while improving customer satisfaction. C Outsourcing customer support se
6、rvices allows a reseller to provide technical support without the headaches or capital expense of developing, staffing and maintaining an internal help desk. At fast growing Web host reseller businesses, over 50 per cent of all incoming inquiries can be support requests. At the smallest of these Web
7、 host operations, these inquiries can detract from other essential areas of business, such as sales and marketing. By outsourcing technical support, a reseller can increase the amount of time that they dedicate to the revenue-generating components of their business. D Great deal of technical support
8、 providers now offer expert support solutions that can actually expand the complexity and breadth of support operations. Any basic provider should offer toll-free telephone support and 24-hour e-mail support inquiries at a minimum. Their inquiry supports are the most commonplace in the Web hosting i
9、ndustry. An excellent hosting provider however should have the capacity to offer help desk support via fax and by instant messaging. All this support should be “private labelled“ as well, so that assistance provided to your customers is transparent. In other words, your technical support operator sh
10、ould pick up the phone as you. E Outsourcing service providers should also be able to provide customized activity reporting and bill the reseller on a per support request basis. Only on a “per-instance“ basis will outsourcing customer support be an affordable proposition to a smaller Web host vendor
11、. For this reason, resellers must ensure that they enter into an arrangement with a customer support outsourcer that is negotiable, short-term and is pro-rated based upon call volume. Outsourced technical support must be specifically tailored to your service offerings. Your customers will not be imp
12、ressed with your technical support simply because it is responsive. Customers must obtain relevant assistance when they call. This can only be achieved if the technical support outsourcer has an in-depth understanding of your business operations. 1 A reseller can actually reduce much capital expense
13、 by outsourcing customer support services. 2 Satisfying customer expectations is the resellers duty. 3 Resellers must communicate with their technical support outsourcers on a regular basis in order to make the business operations known. 4 There is a tendency that resellers cannot effectively meet t
14、he needs of the clients and the web hosting providers. 5 The customers may think the hosting provider is the technical support operator. 6 Compared with support requests, Web host operations worried less about sales and marketing. 7 Outsourcing their own support infrastructure is the resellers best
15、choice. 8 Now Web hosting providers attaches great importance to quality support. 二、 PART TWO 8 Read this text taken from a book on marketing management. Choose the best sentence to fill each of the gaps. For each gap (9-14), mark one letter (A-H) on your Answer Sheet. Do not use any letter more tha
16、n once. The Development of the Shoe Industry From 1900 until 1940s, approximately 400 shoe manufacturers were operating in New England; by 1985, only 10 percent remained. Despite the market pressures, Murrayhill remained profitable and had even diversified its distribution channels by establishing d
17、irect mail cataloging in the late 1970s. Murrayhill survived by producing a premium-quality product that was difficult to duplicate and that appealed to a narrow market segment willing to pay high prices for Murrayhill quality. As fashion became a more important component of mens shoe purchasing beh
18、avior and casual styles became more popular, the company broadened its product line to include several fashionable and light-weight styles that retained the famous Murrayhill quality. (9) In 1985, the mens premium shoe market was considered to include brands with a price range of $ 75 or higher. Mur
19、rayhill, Inc. Hohnston & Murphy, E.T. Wright & Company, Alien Edmonds, and Florsheim were the major domestic manufacturers producing premium shoes. Measuring market share within the industry was difficult because so many of the manufacturers were private companies, like Murrayhill. (10) Alien Edmond
20、s, headquartered in Wisconsin, relied primarily on nonproprietary retail outlets for its distribution. Its advertising was sizable, with expenditures in $1 million to $2 million range. (11) .Alien Edmonds also operated a small direct mail catalog business, the majority of whose costs were handled by
21、 Edmondss retail accounts. E.T. Wright & Company, headquartered in Massachusetts, operated an extensive direct mail business and, like Murrayhill, relied on non-proprietary distribution. (12) Florsheims product line covered several price points, including those in the premium market. Florsheim was,
22、by far, the strongest competitor, with an estimated market share of 18 percent and both non-proprietary retail distribution channels. Hanover, a medium priced shoe manufacturer, also was noted for its direct distribution system. (13) .Imports accounted for a 50 percent share of the total mens shoe m
23、arket. Bally, the strongest competitor, was the leading imported brand in this market before 1975 and maintained a market share of close to 25 percent at that time. By 1985, other imported brands included Baker Benjes, Cole Ham, Ferragamo, Bruno Magli, and Churchs. (14) .Most of the imported brands
24、were lighter in weight and designed to appeal to more fashion-conscious consumers. A The continued labor intensity of shoe manufacturing made the industry vulnerable to lowe-priced imports. B In addition, these companies were not always in direct competition because distribution channels differed. C
25、 Despite the market pressures, Murrayhill remained profitable and had even diversified its distribution channels by establishing direct mail cataloging in the late 1970s. D Johnston & Murrayhill, on the other hand, operated proprietary retail outlets and experimented in the mail order business for b
26、oth mens and ladies premium shoes. E Most of this was spent promoting brand name awareness to consumers. F The company owned over 100 proprietary retail stores, operated a successful mail order business, and produced private label footwear for J.C. Penney&Sears, Roebuck department stores. G The impo
27、rted products differed from the domestic premium brands, however. H Nonetheless, Murrayhill faced several strong domestic competitors and unrelenting price competition from imports. 三、 PART THREE 14 Read the following article about Japanese style of management and the questions. For each question (1
28、5-20), mark one letter (A, B, C or D) on your Answer Sheet. Time clocks are banned from the premises. Managers and workers converse on a first- name basis and eat lunch together in the company cafeteria. Employees are briefed once a month by a top executive on sales and production goals and are enco
29、uraged to air their complaints. Four times a year, workers attend company-paid parties. Says Tom Zolick, 49, an assembly-line worker. “Working for Sony is like working for your family.“ His expression, echoed by dozens of other American Sony workers in San Diego, is a measure of success achieved at
30、the sprawling two-story plant, where both the Stars and Stripes and the Rising Sun fly in front of the factorys glistening white exterior. In 1981 the San Diego plant turned over 700,000 color television sets, one-third of Sonys total world production. More significantly, company officials now proud
31、ly say that the plants productivity approaches that of its Japanese branches. Plant manager Tery Osaka, 47, insists that there are few differences between workers in the United States and Japan. Says he. “Americans are as quality conscious as the Japanese. But the question is how to motivate them.“
32、Osakas way is to bathe his U.S. employees in personal attention. Workers with perfect attendance records are treated to dinner once a year at a luxurious restaurant downtown. When one employee complained that a refrigerator for storing lunches was too small, it was replaced a few days later with a l
33、arger one. Vice-President Masayoshi Yamada, known as Mike around the plant, has mastered Spanish so he can talk with his many Hispanic workers. The company has installed telephone hot lines on which workers can anonymously register suggestions or complaints. The firm strives to build strong ties wit
34、h its employees in the belief that the workers will then show loyalty to the company in return. It carefully promotes from within, and most of the assembly-line supervisors are high school graduates who rose through the ranks because of their hard work and dedication to the company. During the 1973-
35、1975 recession, when TV sales dropped and production slowed drastically, no one was fired. Instead, workers were kept busy with plant maintenance and other chores. In fact, Sony has not laid off a single employee since 1972, when plant was opened. The Japanese managers were stunned when the first em
36、ployee actually quit within one year. Says John Ford, the plants human relations expert: “They came to me and wanted to know what they had done wrong. I had to explain that quitting is just the way it is sometimes in Southern California.“ This personnel policy has clearly been a success. Several att
37、empts to unionize the work force have been defeated by margins as high as 3 to 1. Says Jan Timmerman, 22, a parts dispatcher and former member of the Retail Clerks Union. “Union pay was better, and the benefits were probably larger. But basically Im more satisfied here.“ Sony has not forced American
38、 workers to accept Japanese customs. Though the company provides lemon-colored smocks for assembly-line workers, most of them prefer to wear jeans and running shoes. The firm doesnt demand that anyone put on uniforms. A brief attempt to establish a general exercise period for San Diego workers, simi
39、lar to the kind Sonys Japanese employees perform, was dropped when managers saw it was not wanted. Inevitably, there have been minor misunderstandings because of the differences in language and customs. One worker sandblasted the numbers 1264 on a series of parts she was testing before she realized
40、that her Japanese supervisor meant that she was to label them “1 to 64“. Mark Crossy, 22, the plants youngest supervisor, admits that there is a vast cultural gap between the Japanese and Americans. Says he:“ They dont realize that some of us live for the weekend, while lots of them live for the wee
41、k just so they can begin to work again.“ Some workers grumble about the delays caused by the Japanese system of managing by consensus, seeing it instead as an inability to make decisions. Complains one American worker: “There is a lot of indecision. No manager will ever say do this or do that.“ Most
42、 American workers, though, like the Japanese management style, and some do not find it all that foreign. Says Supervisor Robert Williams. “A long time ago, Americans used to be more people-oriented, the way the Japanese are. It just got lost somewhere along the way.“ 15 What is the main idea of the
43、passage? （ A） The difference between Americans and Japanese （ B） American employees working for Sony （ C） How Sony established business in the United States （ D） How Japanese manage their business 16 We can learn from the passage that the relationship between the Japanese employer and their American
44、 employees at Sony is （ A） detached （ B） harmonious （ C） unfriendly （ D） very formal 17 According to the passage, we know that （ A） although Sony did not fire employees, many U. S. workers quit within one year （ B） Sony employers are good at motivating their U. S. employees （ C） Sony has strict rule
45、s against workers joining the union （ D） compared with Japanese workers, American workers are more difficult to manage 18 By building strong ties with its employees, Sony expects （ A） to attract more employees （ B） to compete more successfully with other companies （ C） its workers to be loyal to the
46、 company （ D） its workers to work faster and longer 19 What can we infer from the passage about the American employers? （ A） They are better educated than Japanese employers （ B） They were stricter with their employees before （ C） They are more concerned with their employees than they used to be （ D
47、） They do not show as much concern for their employees now as they used to 20 What do most American workers think of the Japanese management style? （ A） They think it is inefficient （ B） They think it is family style （ C） They think it is far from being satisfactory （ D） They prefer it any way 四、 PA
48、RT FOUR 20 Read the article below about market research. Choose the correct word to fill each gap from A, B, C or D. For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. Market Research Market research has become increasingly important in recent years. In some organisation
49、s, in fact, managers will not initiate any activity without market research to back them up. The first thing about market research is that it is not an (21) to management decision-making. No form of market research, no matter how deep, complicated and detailed, can ever be seen as a substitute for creative decision-making by professional managers (22) its very best, all it can do is (23) some doubt and clarify the nature of the problem. It may even be seen as a tool which can help improve the (24) of decisions but it is not in itself a decision-ma
