[语言类考试复习资料大全]剑桥商务英语中级模拟25

1、书山有路勤为径，学海无涯苦作舟。祝愿天下莘莘学子：学业有成，金榜题名！语言类考试复习资料大全剑桥商务英语中级模拟25剑桥商务英语中级模拟25READINGPART ONE Look at the statements below and the advice given by four market experts to a holiday company on the opposite page. Which experts advice (A, B, C or D) does each statement (1-7) refer to? For each statement (1-7),

2、mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of these letters more than once. Four market experts offer advice to SunTours, the middle-market tour operatorA Robert Worth Marketing to a wider audience could lead to more people buying direct from SunTours rather than

3、going through travel agents, and the consequent reduction in agents commissions might boost company profits. Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights, The company could also

4、 increase profits by selling more specialised holidays here in Britain, perhaps by offering breaks at historic sites and coastal destinations. B Steven Worrel Whether its worth discounting surplus holidays is an arguable point, as it not only cuts into profits, but also results in budget-conscious h

5、olidaymakers being put next to SunTours more affluent customers, thus damaging the brand. It may seem attractive at first because of tight margins, but SunTours should think twice before taking up this option. Currently, SunTours is planning to sell higher-margin holidays to previously unmarketed de

6、stinations for which demand is greater than supply. It is likely that accommodation providers in these emerging holiday destinations will be more flexible when it comes to setting terms. The firm should go ahead with this policy. C Ursula Capalbo Good risk management and higher sales can guarantee h

7、igher profits. Although SunTours has always been averse to planning, the company would in fact benefit from a risk model that forecasts the impact of discounting on cash flow and profitability throughout the year. SunTours would then be able to change direction when things go wrong, as they inevitab

8、ly do from time to time. Diversification can increase rather than spread risk, so caution is needed as the company enters regions where facilities for tourists are not yet fully developed. Targeting customers nearing retirement age, whose disposable income and leisure time are increasing, would be i

9、deal. D Gillian Wilmot SunTours knows that good relationships with customers is the key to success in the travel business. With this in mind, the company should consider that brochure mailings, unlike electronic communications, can attract customers and maximise year-round opportunity. They encourag

10、e summer tourists to take another break and can even be used to send a thank-you letter to returning customers. Selling holidays at a reduced price is definitely not a sensible option. A better choice would be value-added promotions which can improve profitability and build on SunTours customers des

11、ire for high-quality service. 1. SunTours runs a risk by selling similar holidays to customers in different income brackets.答案: B2. It is worth offering holidays at a discount to increase the number of bookings.答案: A3. SunTours needs to reflect on its marketing methods if it wants to boost repeat cu

12、stom.答案: D4. It would be a good idea to sell holidays to locations which other promoters have ignored.答案: B5. SunTours has been disadvantaged by its approach in the past.答案: C6. In certain locations, SunTours may be able to negotiate more favourable contracts.答案: B7. There is an alternative to disco

13、unt holidays that would be more satisfactory for SunTours customers.答案: DPART TWO Read the article below about the importance of human resource (HR) management. Choose the best sentence from the opposite page to fill each of the gaps. For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

14、Do not use any letter more than once.Human resource management It is nearly a century since the car manufacturer Henry Ford said, You can destroy my factories and offices, but give me my people and I will build the business right back up again. In the light of this statement, it is odd that people m

15、anagement has taken so many years to move up the agenda. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else. Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human res

16、ources in todays business world. 1 . A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management c

17、ould be the most decisive factor in a companys performance. Another study indicated the same thing in medium-sized manufacturing firms. 2 . After all, how can an organisation evaluate the commitment of its staff? For this reason, the researcher George Hessenberg argues that a scientific approach is

18、needed. He feels that when HR professionals suggest changing an organisations compensation structure or being more selective in recruiting, they are asking for things that require resources. 3 . Some new approaches are emerging that attempt to do just that, including the scheme devised by consultant

19、s Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent. Another programme, launched by James Lester, an independent human resources expert, approach

20、es the problem from a perspective that is designed to appeal to a wide range of managers. 4 . Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget. Lesters expertise enables him to carry out an organisational audit for his clients to

21、identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. 5 . Lesters advice, however, is for companies to think twice before hiring people, since it is vital they assess whether

22、 they are getting value for money. A But the findings are inconclusive because of the difficulty of collecting reliable evidence.B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.C For example

23、, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.D However, most leading experts in the field believe that there is sufficient evidence to support this model of workplace dynamics.E He compares the positive use of human resources to effective fund mana

24、gement, as this is something that senior executives can relate to.F He believes, however, that the only way they will gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.G In the light of this statement, it is odd that people m

25、anagement has taken so many years to move up the agenda.1.答案: B2.答案: A3.答案: F4.答案: E5.答案: CPART THREE Read the article below about common problems affecting mergers, and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. Achieving a su

26、ccessful merger However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between th

27、e two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic t

28、erms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must

29、 be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when the proposed merger between tw

30、o pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies skill bases were compatible, the chief executives of the two companies could not

31、 agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, there can be culture dashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of thei

32、r organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved

33、 in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither companys approach would have worked for the other. The ans

34、wer is not to adopt one companys approach, or even to try to incorporate every aspect of both organlsations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who

35、cannot adapt to a different culture. Research into the impact of mergers has found that companies .with differing management styles are the ones that need to work hardest at creating a new culture. Another tool that can help to get the right cultural mix is intercultural analysis. This involves carr

36、ying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way

37、 business is done. 1. According to the text, mergers can encounter problems whenA.contracts are signed too quickly.B.experts cannot predict accurate figures.C.conflicting attitudes cannot be resolved.D.staff are opposed to the terms of the deal.答案:C2. According to Chris Bolton, what do many organisa

38、tions do in preparation for a merger?A.ensure their interests are representedB.give reassurances to shareholdersC.consider the effect of a merger on employeesD.analyse the varying strengths of their staff答案:A3. The proposed merger of two pharmaceutical groups failed becauseA.major shareholders were

39、opposed.B.there was a-fall in the demand for their products.C.there were problems combining their areas of expertise.D.an issue of personal rivalry could not be resolved.答案:D4. According to the text, focus groups can help companies toA.develop new initiatives.B.adopt contingency plans.C.be decisive

40、and react rapidly.D.evaluate how well matched they are.答案:D5. Creating a new culture in a newly merged organisation means thatA.management styles become more flexible.B.there is more chance of the merger working.C.staff will find it more difficult to adapt to the changes.D.successful elements of the

41、 original organisations are lost.答案:B6. According to the text, intercultural analysis will showA.what kind of benefits a merger can lead to.B.how the national context affects the way a company is run.C.how long it will take for a company culture to develop.D.what changes companies should make before

42、 a merger takes place.答案:BPART FOUR Read the article below about a bank with a reputation for excellence. Choose the best word or phrase to fill each gap from A, B, C or D on the opposite page. For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. The bank with ideas with s

43、everal hundred years of history behind it, the APL Bank has few problems in convincing businesses that it is a reputable and secure 1 of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to 2 their changing needs in the 21st century

44、. Based in London, APL offers banking services to businesses throughout the UK via its branch 3 . Most customer service provision is 4 out by personal account managers based in local branches, together with 5 staff at company headquarters. An important 6 for APL has been to make it easy for customer

45、s to 7 business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the account contact and 8 with the customer during the managers 9 . In addition, for those who want 10 to their bank at any time of day or

46、 night there is now a 24-h0ur phone-based service. In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan 11 within 24 hours. This focus on the customer has also been a driving 12 in APLs recruitment and development policy. For example, newly induct

47、ed staff 13 a customer service review to find out what it is like to be on the other side of the desk, asking to borrow money. Together, these 14 in banking have achieved excellent results. The customer 15 is growing fast, and last year the bank gained 36,000 new business accounts. 1.A.producerB.sup

48、plierC.providerD.giver答案:C2.A.achieveB.reachC.meetD.assist答案:C3.A.systemB.webC.gridD.network答案:D4.A.takenB.broughtC.carriedD.put答案:C5.A.aidB.supportC.guidanceD.backing答案:B6.A.objectiveB.purposeC.directionD.scheme答案:A7.A.doB.runC.makeD.have答案:A8.A.copesB.arrangesC.handlesD.deals答案:D9.A.vacancyB.depar

49、tureC.absenceD.retirement答案:C10.A.accessB.entranceC.approachD.opening答案:A11.A.demandsB.applicationsC.proposalsD.orders答案:B12.A.powerB.strengthC.forceD.pressure答案:C13.A.take overB.go throughC.set downD.put up答案:B14.A.innovationsB.adaptationsC.revisionsD.modernisations答案:A15.A.sourceB.baseC.centreD.fo

50、undation答案:BPART FIVE Read the text below about expenses claims. In most of the lines (34-45) there is one extra word. It is either 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

51、there is an extra word in the line, write the extra word in CAPITAL LEI-IERS on your Answer Sheet. Dealing with Expenses Most companies use forms or spreadsheets to process travel and entertainment expenses claims. As a result, it can be difficult to control over spending across the 34. organisation

52、, and unfortunately when data often needs to be processed again and entered35. into the firms other such accounting systems. One solution is an automated expenses36. management system. But if there are various measures you can implement to make37. your existing procedures more efficient. Firstly, tr

53、y ensure that all expenses claims are38. independently been authorised. Who approves senior managers claims, for example?39. Dont waste time for reviewing all expenses claims: only look in detail at a sample, but40. regularly update the firms expenses policy, and query with all claimsthat fall outsi

54、de it. You41. should also avoid duplicating effort: if line managers check expenses, there is little point42. in the accounts department are doing so. You could try to cut down on cash advances and43. corporate credit cards; making staff to use their own credit cards encourages them44. to submit cla

55、ims on time. It is also a good idea to identify and remind staff who do not45. submit or approve claims promptly. Finally, aim to recharge every expenses to customers where your business model allows.1.答案: WHEN2.答案: SUCH3.答案: IF4.答案: TRY5.答案: BEEN6.答案: FOR7.答案: WITH8.答案: CORRECT9.答案: ARE10.答案: TO11.

56、答案: CORRECT12.答案: EVERYWRITING问题:1.PART ONE Your department needs to employ some temporary staff. Write an email to the Human Resources Manager: saying how many staff you need and giving the date you want them to start explaining why you need them stating what skills they should have. Write 40-50 words, 答案:Sample AAs you know, we always have increasing number of orders before Christmas. I need to hire 3 people for two weeks for packaging. I dont require any specific skills. I need them by the end of the next week at latest.Regards.Anja Vin