BEC商務(wù)英語中級考試真題及答案解析

1、精選優(yōu)質(zhì)文檔-傾情為你奉上BEC商務(wù)英語中級考試真題及答案解析 給大家?guī)鞡EC商務(wù)英語中級考試真題, 這下面就和大家分享，來欣賞一下吧。一、1 This businessman has successfully targeted a different group of consumers.2 With careful forward planning, this businessman is helping the company survive a difficult period.3 The company is now more open to change because of t

2、his businessmans way of thinking.4 This businessman has made and implemented certain decisions despite opposition to them.5 This businessman has achieved some success by misleading people about his intentions.6 The abilities of this businessman were previously doubted by the company that employs him

3、.7 This businessman is admired for his ability to manage a number of business interests.Businessman of the Year AwardA James King: Chief Executive of Fentons FinanceKing was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his t

4、eam. He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the righ

5、t moment. History will be the judge, but for now the markets consider King to be a star.B Keith Nash: Chief Executive of Hamleys SupermarketsNash took over as CEO when Hamleys systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the hig

6、her quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.C Jor

7、ge Marquez: Chairman of the Kenwick GroupMarquez was a popular choice for his achievements at Kenwick. The judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as they transform

8、ed their businesses. He operates as a virtual chairman, without a permanent office in any one company. He phones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be chairman of two

9、 other large companies.D Richard Jenkins: Finance Director of Centron AdvertisingLabouring in the shadow of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the public face of Centro

10、n, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession. It is largely thanks to him that Centron is in mu

11、ch better shape than its rivals.Businessman of the Year Award年度企業(yè)家獎。分別介紹了這個獎項的四個候選人的英雄事跡。第一題，這個企業(yè)家成功的定位了不同的消費群體。答案在B段：He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious。他開始將品牌定位在高質(zhì)量的食品市場并且發(fā)起了幾項注重健康的自主品牌的運動。He

12、alth conscious是指注重健康的。一個是高質(zhì)量的食品市場，一個是注重健康的，聯(lián)合起來，就是瞄準了不同的消費市場，即不同的消費群體。第二題，通過小心的前進計劃，這個企業(yè)家?guī)椭径冗^了一個困難時期。答案是D段的這么一句：budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession.。預(yù)算和預(yù)告正是使得公司可以成功的，尤其當現(xiàn)在整個廣告市場被衰退襲擊的時候。Budget

13、s and forecast就是題干中說的careful forward planning，successful對應(yīng)于survive，a different period對應(yīng)于the market has been hit by recession。第三題，因為這個企業(yè)家的思維方式，公司對待變化更加開明了。答案是A段的這么一句：He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility。他以重塑了Fentons Finance而受到嘉獎給了固定守舊的文化以新的生命。mor

14、e open to change就可以對應(yīng)于revitalising its culture of inflexibility。revitalising是give new life to的意思。第四題，盡管有反對意見，這個企業(yè)家還是制定并執(zhí)行了某些決定。答案是C段的這么一句：he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group在推動某些爭議性的或者是經(jīng)驗不足的執(zhí)行官的任命時

15、他很有勇氣。從controversial和courageous可以看出來，這些任命時不完全被接受的，有反對意見(opposition)，但他還是堅持了。第五題，這個企業(yè)家通過讓人們誤會自己的意圖而取得某些成功。答案是A段的這么一句：He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment他讓所有人相信他是反對大的并購的，然后在最佳時期跳上Westcombe銀行的機會(即收購了這個銀行)。

16、let everyone believe，也就是misleading people about his intentions。第六題，這個企業(yè)家的能力最初在雇傭他的公司里受到了懷疑。答案是B段最后一句，稍微隱晦點：This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.因為無法得到高層的職位而失望離開，結(jié)果因為他的決策，公司股價上升了，讓他很滿足。意思就是本來以這個人的能力是可以勝任高層的工作

17、的，但是他卻沒有得到。第七題，這個企業(yè)家因為處理一些商業(yè)利益的能力而受到仰慕。答案在C段。C段最后說這個人在不同的公司擔任要職(be chairman)，不同的公司會有商業(yè)利益的沖突，而他卻能好好處理(manage)，所以答案選C。二、Achieving a successful mergerHowever 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

18、been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the 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 M

19、anagement Consultants, 70% of mergers fail to live up to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters.

20、 They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must 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 give

21、n to which personnel, from which side, should take on the key roles.This was the issue in 2001 when the proposed merger between two 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 s

22、hareholder value. However, although the companies skill bases were compatible, the chief executives of the two companies could not 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

23、 can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very differ

24、ent profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer,

25、but the option it eventually chose was usually the correct one. Neither companys approach would have worked for the other.The answer is not to adopt one companys approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the bes

26、t from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who 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 a

27、t creating a new culture.Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying 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 i

28、n a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.13 According to the text, mergers can encounter problems whenA contracts are signed too quickly.B experts cannot predict accurate figures.C conflicting att

29、itudes cannot be resolved.D staff are opposed to the terms of the deal.14 According to Chris Bolton, what do many organisations 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 varyin

30、g strengths of their staff15 The proposed merger of two pharmaceutical groups failed becauseA major shareholders were 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.16 According

31、 to the text, focus groups can help companies toA develop new initiatives.B adopt contingency plans.C be decisive and react rapidly.D evaluate how well matched they are.17 Creating a new culture in a newly merged organisation means thatA management styles become more flexible.B there is more chance

32、of the merger working.C staff will find it more difficult to adapt to the changes.D successful elements of the original organisations are lost.18 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 i

33、s run.C how long it will take for a company culture to develop.D what changes companies should make before a merger takes place.Achieving a successful merger，實現(xiàn)一個成功的并購。*沒有從技術(shù)和經(jīng)濟效益的角度來分析并購成功的因素，而是強調(diào)了一個在并購中容易被忽視的重要因素：文化沖突。不同的企業(yè)文化走到了一起，能否兼容是并購能否成功的關(guān)鍵因素。一個比較著名的例子是當年惠普與康柏的并購。第十三題，問什么情況下并購會遇到麻煩。答案是A段的最后一句

34、，關(guān)鍵詞是culture clash：如果兩個公司的員工在工作方式上存在文化沖突，那么金融專家和律師們?yōu)榱诉_成交易所做的一切努力都是徒勞的。所以選C：沖突性的態(tài)度無法得到解決。Conflicting attitude對應(yīng)于culture clash。attitude具體指公司員工做事情的方式和態(tài)度。第十四題，問很多機構(gòu)為并購所做的準備是什么。答案是第二段的這么一句話：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力

35、集中在法律、技術(shù)和金融事務(wù)上了。也就是更多的看重經(jīng)濟等方面的利益，而忽視了人的因素。選A：確保他們的利益得到很好的反映，也就是自己的利益有保障。represent在這里的意思是be present or found in something, especially to a particular degree。第十五題，問這倆醫(yī)藥公司并購失敗的原因是什么。答案是第三段的倒數(shù)第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.

36、在誰來領(lǐng)導新的機構(gòu)的問題上無法達成一致。所以選D：人員競爭問題無法得到解決。Personal rivalry就是指兩個領(lǐng)導誰也不服誰。第十六題，問focus group可以幫助公司干什么。先弄明白focus group的意思，看劍橋高階的解釋：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。處理問題的團體。答案在第四段。這一段是舉例說明兩個合并公司的文化兼容性問題。經(jīng)過focus group的

37、調(diào)查，這兩個公司的做事方式有很大差別，不能兼容。所以這一題的答案是選D：評估他們能否匹配。第十七題，問在一個新合并的公司里創(chuàng)造新的文化意味著什么。答案是第五段的這么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取雙方的優(yōu)點，創(chuàng)造一個所有人都能接受的新組織。每個人都能接受，那么合并成功的可能性會大大增加。選B：合并起作用的幾率增加了。第十八題，跨文化分析能夠表明什么。答案是最后一段的最后一句：how its politics, econom

38、ics and history impact on the way business is done.看看這個國家的政治、經(jīng)濟和歷史是怎么影響商業(yè)行為的。也就是考察宏觀的國家背景對微觀的經(jīng)濟個體的影響。選B：國家背景怎樣影響公司的運行方式。三、Setting up an appraisal schemeAppraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unused potential. (0) .So, if you ha

39、ve decided that an appraisal scheme should be set up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.First of all, you nee

40、d to decide on your key objectives and the real purpose of your scheme.(8).A scheme should never be introduced at a time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be man

41、aged. It is essential that all senior staff are committed to the process and willing to make a positive contribution.The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employee

42、s potential needs. (9).It should be someone who is trusted and whom staff will turn to if they are concerned about their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that n

43、o manager can effectively appraise more than seven or eight people. It is equally important to remember that, if significant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened.(10) . So bear this in mind

44、 from the beginning and, if necessary, establish an appeals procedure.Having decided on your policy and who will appraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. (11).Most organisations choose a persons l

45、ine manager to be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternatives if necessary.Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne i

46、n mind that some appraisals may involve the disclosure of confidential information. (12) .These will show the decisions that were taken during the interview and will also indicate any new performance targets that have been agreed.A It is important to select a manager who can deal effectively with an

47、y suspicions staff may have about appraisals.B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of appraisal.C Having even one staff member in such a position may affect how others respond to the process.D Ideally, this should be to provide a supportive

48、framework that aids staff development.E Simply make sure that staff know who will appraise them and why, and what form the interview will take.F It is therefore important to decide who will have access to written records of the appraisal.G They can also be a means of getting the best out of staff, b

49、oth as individuals, and as team members.Setting up an appraisal scheme，制定評估計劃。第八題，前面說做評估最重要的是決定關(guān)鍵的目標，以及計劃的真正目的。那么接著應(yīng)該說的就是這個計劃的目的是什么。符合這一條件的是D：理想的說，這是為了提供一個幫助員工發(fā)展的支持性框架。第九題，這一段是講選人的重要。空格前面說要挑選一個了解各個員工潛在需求的人，后面說這個人要能被大家信任，這樣當員工有什么疑問時才會轉(zhuǎn)向他。從上下文看，第九空仍然是和選人有關(guān)。A最符合這個特點，有兩個關(guān)鍵地方。select a manager和deal with a

50、ny suspicions，分別可以和上下文對應(yīng)。Select a manager可以對應(yīng)于前面的 the person given responsibility，deal with any suspicions可以對應(yīng)于后文的staff will turn to if they are concerned.第十題，前面說讓員工被自己不喜歡的或者是價值觀不認同的人來評估的話，評估計劃的成功會打折扣。所以這個第十空的講的還是關(guān)于選人的。C可以填在這里，C選項的in such a position是個暗示：讓即使只有一個員工處在這樣的位置上都會影響他人的反應(yīng)。意思是不能讓一個被大家不喜歡的人處在評

51、估人的位置上。第十一題，這段講評估的形式要盡可能的簡單，避免冗長的文件。能接上的是E：只需要讓員工知道誰來評估，為什么評估，以及評估的形式就行了。沒有必要弄那些復(fù)雜的沒人愿意讀的文件。第十二題，前面說評估可能會涉及到一些機密信息的披露。后面說這些會展現(xiàn)一些訪談的決定。關(guān)鍵要理解空格后面的these代表什么。能夠show the decisions that were taken during the interview，一般是文字材料?？崭?2應(yīng)該填入F，written records是個關(guān)鍵暗示：因此決定誰來接觸這些文字材料是很重要的。四、Department Store MagicFor

52、most of the 20th century Smithsons was one of Britains most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staf

53、f didnt seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products,the major part of its business, and showing a preference for more fashionable brands.But now all this has changed, thanks to Rowena Baker, who became Smithso

54、ns first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithsons profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she took the bo

55、ld decision to invite one of Europes most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits.Baker had ambitious plans for the store from the start. W

56、ere playing a big game, to prove were up there with the leaders in our sector, and we have to make sure people get that message. Smithsons had fallen behind the competition. It provided a traditional service targeted at middle-aged, middle-income customers, whod been shopping there for years, and th

57、e customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot. Bakers vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvem

58、ents because they just wouldnt be persuaded that there was anything wrong with the way theyd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known.Bakers staff policies contained more sur