[外语类试卷]阅读练习试卷29及答案与解析.doc
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1、阅读练习试卷 29及答案与解析 一、 PART ONE 0 A. Lord Wootten, Chairman, Unimarket Lord Wootten has recently returned to Unimarket, the large retail food chain, after a 20- year absence. Whilst away, he held a variety of posts in the Conservative Party including that of Chief of Staff to the British Minister for si
2、x years, where his skills as an effective public speaker won him great respect. He then returned to the industry as one of the two architects behind the dramatic revival of the Remco supermarket chain. His comprehensive and varied experience of the retail food sector will make e: huge impact on Unim
3、arket and he has already embarked on an ambitious policy of major acquisitions. B. Steven Waugh, Chief Executive Officer, DigiCom Steven Waugh, the driving force behind DigiCom for over 25 years, retires this year. Known for his quick decision-making, he is seen as one of the most outspoken and ruth
4、less operators in the world of business. These qualities have often made life difficult for DigiCom competitors, who have regularly been faced with bitter price wars and innovative promotional campaigns, often masterminded by the CEO himself. Born in Queensland, Waugh first cut his teeth on Australi
5、as Channel 9 before entering broadcasting in Britain. Never a great believer in political correctness, he is famous for spending his time aboard his luxury cruiser indulging in gourmet food and champagne. C. Mark Boucher, Chairman, Gladstone Mark Boucher, 53, chairs Gladstone, the base-metals group
6、recently demerged from Corgen of South Africa and floated in Amsterdam. Since the breakaway, Gladstones operating profit has grown to $ 92m, even though experts have described the company as overstaffed and inefficient. Boucher is a reserved man who is reluctant toad dress large meetings but reveals
7、, when pressed, a dry sense of humor. He has had an unusual career path, including a spell working for the North American Space Agency, followed by a stint running a satellite TV station. D. Erik Johanssen, Chief Executive, MorgenReynolds MorgenReynolds CEO Erik Johanssen admits to crying occasional
8、ly and says he is not the tough hard-nosed businessman that people expect when they meet him. He is, however, universally regarded as a shrewd politician within the industry. A self-styled company man, the chain-smoking 55-year-old Johanssen has been with Morgen for over 20 years. Since Morgen took
9、over the innovative but under-performing Reynolds, Johanssen has streamlined the business radically, axing half of Reynolds top managers. Jonanssen lives modestly in Stockholm and travels to work by underground. E. Joe Anderson, Chief Executive, Dayton International Hotels Joe Anderson joined the im
10、aginative Seattle-based Foyles restaurant chain after graduating in 1963. He worked his way up through the ranks, performing a variety of different roles, eventually becoming the Managing Director in 1976 and joining the parent companys executive board in 1980. In 1994 he became CEO and President of
11、 the groups Dayton activities and reduced the groups debts by disposing of several properties and a chain of beauty salons. His next project is likely to be the search for strategic alliances with major European hotel chains. 1 He has cut operating costs by reducing the number of senior staff. 2 He
12、does not enjoy making presentations and speeches. 3 He started his career working for a television station. 4 He improved the companys financial position, by selling off assets. 5 He is expanding the company with a series of takeovers. 6 He is famous for his imagination and tough business strategies
13、. 7 He has been with the same employer all his working life. 8 He has worked in a variety of different industries. 二、 PART TWO 8 Chinese banks have started offering car loans to help boost the Chinese economy and allow domestic banks to prepare for competition after Chinas entrance to the World Trad
14、e Organization (WTO). Banks nationwide have only issued some 10,000 such loans since the policy came into play in the second half of 1998, Xinmin Evening News said. 【 B1】 _ that the short term allowed, five years at maximum, make monthly payments an unacceptably heavy burden, the newspaper said. 【 B
15、2】 _ , the average employed person would have to spend every penny they earned for nearly 16 years to pay the 187,000 yuan price of the cheapest sedan from Shanghai Volkswagen. Making matters worse, the countrys distribution of wealth limits the helpfulness of car buyer financing. Few consumers are
16、in the income bracket where an auto purchase is only slightly out of reach, said Michael Dunne, the president of Automotive Resource Asia, an industry consultancy. Unlike the “bell curve“ seen in the US economy, 【 B3】 _ , the Chinese market is “a camel model“, he said. Demand is either from the weal
17、thy dim who can afford luxury cars or the masse- 【 B4】 _ . “There isnt much in-between,“ he said. According to a recent analysis by the Shanghai Financial News daily, only about 7-8 percent of households in Shanghai could realistically consider financing a car purchase. Xu Zhengye, an official at th
18、e Shanghai car-loan center of the Industrial and Commercial Bank of China, said 【 B5】 _ . “There are between 1,000 and 2,000 yuan in non-loan monthly costs,“ he said, referring to parking, insurance, road-user taxes, petrol and maintenance. “It would be cheaper to take a taxi everyday,“ he said. Loc
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