1、BEC商务英语（高级）阅读模拟试卷 54及答案与解析 一、 PART ONE 0 A Advice concerning credit card use abroad has been formally compiled in a new guide. The guidance includes tips on what fees credit card users may incur if they spend on plastic while on holiday. Furthermore, the information advises holidaymakers to remain v
2、igilant against fraud. As a nation Brits use cards more frequently abroad so it pays to be aware of any extra costs, as well as taking steps to protect them from fraud. In 2007, 50 percent of all spending overseas by Brits was paid for by credit cards, according to Apacs figures. B In the UK, enough
3、 savings to survive three months of incapacity, or 4, 128, is recommended as a sensible minimum precaution. According to Birmingham Midshires calculations, the average UK adult has 7, 548 in the bank, enough to cover 167 days, or five months and 17 days. It is encouraging to see that people are taki
4、ng heed of this message and are actually saving double this minimum amount. Meanwhile, figures released showed that the average man has twice as much put away as the average woman, or 10,912 compared to 4, 443 respectively. C Rising interest rates on current account overdrafts are costing people in
5、the UK hundreds of millions of pounds every year, financial analysts have warned. Analysts say that the UK could save itself 700 million a year if people found the best current account overdraft rate to suit them, rather than putting up with high charges and rising fees. Three quarters of all curren
6、t accounts have overdrafts. Millions are paying rates of around 15 percent when rates as low as nine percent are available if customers bother to compare different providers. D Online banking is going to become more common across all age groups as younger generations grow into adulthood, according t
7、o HSBC. This will lead to smart websites that will adapt the content and services they offer to engage on a personal basis with as many of their customers as possible. A recent survey was conducted by UK payments association Apacs. to coincide with the tenth anniversary of internet banking, and it w
8、as found that over 18 million people in the UK use internet banking. E A significant number of British adults live in poor areas where there are no cash machines, or the machines that are there require a fee to be paid. However, a nationwide program is underway to install standard cash machines in t
9、hese areas. More than one million customers will gain access to cash machines that do not charge them for withdrawing money from their current accounts, according to the British Bankers Association (BBA). Angela Knight, chief executive of the BBA, said: Banks are determined that customers have acces
10、s to their cash wherever they live and work 1 People are advised to set aside a particular amount of savings as a precaution. 2 Great efforts are made by the British banks to improve certain service. 3 The banking service concerned in the report has a promising future. 4 It is reported that the Brit
11、ish men have more savings than the British women. 5 The British people are strongly advised to shop around for a better rate suitable for them. 6 It is reported that the British people like very much to pay on credit cards. 7 A lot of money could be saved if people make a careful choice of different
12、 banks. 8 This new program will appeal to low-income people in particular. 二、 PART TWO 8 Advertising The primary function of advertising is to communicate marketing objectives to selected target audience. It is used to accomplish a number of tasks, using different media vehicles, reaching diverse au
13、dience, and gaining interest with a number of creative approaches. However, despite the seemingly endless channels for utilizing advertising, it is basically a marketing communication tool. When we examine unsuccessful advertising campaigns, we often find that advertising was used to accomplish inap
14、propriate tasks. Successful advertising must be oriented to specific objective. Effective advertising is an extension of basic marketing plans and is derived from it. However, advertising goals are not the same as marketing goals. The marketing staff sets the marketing goals or objectives. (9) It al
15、so determines how these resources will be distributed to specific target markets and what sales objective can be expected over time and geography. Advertising goals are communication objectives designed to reach the target audience with the appropriate message. Ad. goals are based on marketing objec
16、tives, but they are not the same as marketing goals. Note that advertising goals are based on improving communication and consumer attitudes toward a product. (10) Obviously, even sophisticated corporations often confuse marketing and advertising goals. Advertising is the communication arm of the ma
17、rketing process. (11) Advertising has many roles. It is designed to dispose a person to buy a product, to change minds, or even to advocate less consuming (“demarketing“). (12) Most advertising, however, is for the marketing of goods and services. Advertising is also the everyday culture of virtuall
18、y every American. It is estimated that the average person sees or hears as many as 1,200 ads and commercials each day. (13) It mirrors this environment and also brings about subtle changes in the behaviour of the publics that uses it. It is no wonder that advertising is one of the most scrutinized o
19、f all business enterprises. (14) Advertisers are viewed in many ways by the public they serve. Manufacturers are asking for more tangible evidence of advertisings role in the selling process, and the media are constantly seeking higher advertising rates to cover spiritual expenses. At the same time,
20、 the audiences that advertisers seek are becoming even more fragmented. Consumers, despite seemingly fascinated with advertisings creative process, tend to become more cynical and disbelieving about its claims. A. It is a method of delivering a message from a sponsor, through a formal communication
21、channel, to a desired audience. B. It may be used to help elect a candidate, raise money for charity, or support a cause. C. The marketing department decides how to allocate resources to various tasks, including advertising. D. Advertising is part of the social, cultural, and business environment. E
22、. Today, advertising is functioning in a changing economic and social climate. F. It is interesting to note that a survey indicated that a majority of companies wanted to measure advertising success based on sales. G. Before we can determine advertising objectives, it is advisable to distinguish bet
23、ween marketing and advertising goals. H. Were now living in an advertising age. 三、 PART THREE 14 Recruitment Process Outsourcing better known as RPO has gained significant market momentum in recent years. Yet it has taken a while. Given that employers have been seeking help in their recruiting effor
24、ts for decades, it seems odd that the rise of RPO as a service solution has taken so long. Isnt outsourcing of non-core functions a widely accepted business strategy? Isnt recruiting one of the largest line items for many organisations and not a core function? Today, however, organisations that cons
25、ider outsourcing their recruiting efforts can pore over and compare tangible outcomes seen by those successful early adopters of RPO. But tread lightly. There have been a number of very public RPO failures where results have fallen woefully short of expcetations, sending business leaders and the mar
26、ketplace back into the boardroom to debate yet again the viability and sustainability of the solution. Can RPO be truly successful? If there are companies out there who are reaping the proposed benefits of outsourcing, what are they doing that others are not? The fact is there are common elements le
27、ts even call them tenets that when followed, can greatly increase the effectiveness and ultimate outcomes of the RPO solution. Before we look at those tenets, however, its its important to understand the history of RPO. Recruitment process outsourcing is the culmination of an evolutionary process th
28、at started with third-party recruiters engaged at the line manager level or as an adiunct to an organlsatlons internal staffing initiatives. Utilising the approach was simple: call your preferred recruiter(s) with a job description and expect screened candidates to be sent to you. Overall, this proc
29、ess continues to serve as a highly scalable option in many talent acquisition strategms, but it is extremely costly. Moreover, based on the transactional nature of the relationship, it comes with high risk and little accountability for results. Companies soon realised they could bring the same talen
30、t in-house as contractorstheir intentions clearly centered on achieving the same scalability but with reduced cost and greater control of the outcomes. In practice though, this model proved to be almost as expensive as high agency utilisation and surprisingly, with co-employment and other new issues
31、, even more complex. Worse yet, the rates for contractors continued to climb as corporate recruiters began to seek out these new, more highly paid “nomad“ positions instead of their corporate roles. The desired “direct sourcing“ impact these recruiters were supposed to have never materialized as ski
32、lls, and innovative approaches floundered without the access to best practices and innovative techniques that contingency recruiting agencies cultivated. At the same time, traditional recruiting providers began to assume a more prominent role in assisting their customers with new ways to handle huge
33、 spikes in hiring. Although this represented a new challenge for both companies and providers, the solutions were primarily project-based and, therefore, rarely focused on achieving strategtc improvements. Over time, the RPO paradigm changed to finally justify its title, while providers literally be
34、gan assuming delivery of an organisations internal staffing function. This early model was fraught with mistiming because most organisations treated RPO solutions like earlier transactional recruiting solutions. In addition, most providers simply werent ready to deliver at the levels they had signed
35、 up for. As the burgeoning industry learns from itself, organisations have honed their approach to RPO vendor management and some providers have refined their solutions to near industry-standard levels. 15 What can we learn about Recruitment Process Outsourcing in the first paragraph? （ A） All compa
36、nies tend to outsource their not so important services. （ B） It gained wide acceptance among the employers as soon as it came out. （ C） Recruiting is an important department of many organisations. （ D） It took a long time before RPO finally became popular. 16 What should the employers do to ensure e
37、xpected result of RPO? （ A） A company should copy other companies RPO solution directly. （ B） A company should only learn from the successful examples of RPO solution. （ C） A company should learn from both the good and unfruitful outcomes of RPO and follow some principles as well. （ D） A company sho
38、uld learn the history of RPO first. 17 What does RPO start with? （ A） Third party recruiters （ B） Contract recruiting （ C） Internal staffing Agency （ D） In-house recruitment 18 Employers try hard to find talents by themselves to （ A） make recruitment a core department of their companies. （ B） cut co
39、st and guarantee better results. （ C） ensure the effectiveness of the recruitment process. （ D） come with little risk and high accountability for results. 19 Traditional recruiting providers didnt make strategic progress because （ A） they adopted new ways to help companies. （ B） the solutions focuse
40、d on project. （ C） they didnt find customers. （ D） they had no access to best practices and innovative techniques. 20 What will the author talk about in the following paragraph? （ A） He will continue to talk about the history of RPO. （ B） He will talk about the principles of raising the efficiency a
41、nd end result of the RPO solution. （ C） He will talk about the types of RPO. （ D） He will talk about different RPO solutions. 四、 PART FOUR 20 Capital Controls and Monetary Policy in Developing Countries This paper looks at both the theoretical and empirical literature on capital controls and finds t
42、hat controls can play an important role in developing countries by helping to insulate them from some of the harmful (21) of volatile and short-term capital flows. The authors look at controls on capital inflows in Malaysia (1989-1995); Colombia (1993-1998); Chile (1989-1998); and Brazil (1992-1998)
43、, and also consider the (22) of Malaysias controls on outflows in 1998-2001. They conclude that there is sufficient backing in both economic theory and empirical evidence to consider more widespread (23) of capital controls in order to (24) some of the macroeconomic problems (25) with short-term cap
44、ital flows, to enable certain development strategies, and to allow policymakers more flexibility with regard to crucial monetary and exchange rate policies. The paper follows what appears to be a shift in the position of the International Monetary Fund (IMF) towards such controls. In a February pape
45、r, the IMF concluded that “there may be (26) in which capital controls are a legitimate (27) of the policy (28) to surges in capital inflows. “ The Funds Global Financial Stability Report (29) in April 2010 was less sanguine about capital controls, but the net result is that the IMF appears more ope
46、n to (30) capital controls than in the past. （ A） effects （ B） affects （ C） influence （ D） influences （ A） case （ B） situation （ C） study （ D） finding （ A） adaption （ B） adoption （ C） adaptation （ D） adeption （ A） answer （ B） reply （ C） address （ D） take （ A） concerning （ B） associating （ C） associa
47、ted （ D） relative （ A） circumstances （ B） condition （ C） occasions （ D） environment （ A） section （ B） element （ C） segment （ D） component （ A） reply （ B） answer （ C） action （ D） response （ A） released （ B） published （ C） announced （ D） issuing （ A） support （ B） favour （ C） favouring （ D） supporting
48、五、 PART FIVE 30 Keep an Eye on CEOs Government policy decisions could speed or slow the pace of rehabilitation for the banks, and (31) turn, the stock market. David A. Hendler, a New York-based bank analyst at Credit-Sights, says his job has shifted from financial analysis toward Washington analysis
49、. Essentially, his task is to figure (32) how quickly the government will permit weak banks to consolidate. When investors believe (33) know which banks will survive, theyll buy their stocks. The process is (34) critical to the stock market that Richard Bernstein, chief investment strategist at Merrill Lynch, is tracking six signposts for financial industry consolidation. Among them: the extent to which the government carves up and sells bad banks rather than buying into them to prop them (35) Other st
