BEC商務(wù)英語中級考試真題及答案解析

千里之行，始于第2頁/共2頁精品文檔推薦BEC商務(wù)英語中級考試真題及答案解析我給大家?guī)鞡EC商務(wù)英語中級考試真題,你都做過了嗎？下面我就和大家共享，來觀賞一下吧。

一、

1Thisbusinessmanhassuccessfullytargetedadifferentgroupofconsumers.

2Withcarefulforwardplanning,thisbusinessmanishelpingthecompanysurviveadifficultperiod.

3Thecompanyisnowmoreopentochangebecauseofthisbusinessmanswayofthinking.

4Thisbusinessmanhasmadeandimplementedcertaindecisionsdespiteoppositiontothem.

5Thisbusinessmanhasachievedsomesuccessbymisleadingpeopleabouthisintentions.

6Theabilitiesofthisbusinessmanwerepreviouslydoubtedbythecompanythatemployshim.

7Thisbusinessmanisadmiredforhisabilitytomanageanumberofbusinessinterests.

BusinessmanoftheYearAward

AJamesKing:ChiefExecutiveofFentonsFinance

Kingwasnominatedforthequalityofhisleadership,withthejudgesclaimingthattheFentonsFinancebossisalmostreveredbyhisteam.HeiscreditedwithreinventingFentonsFinance-revitalisingitscultureofinflexibility,removingoutdatedpre-mergerbarriersandplayingabrillianttacticalgame.HeledeveryonetobelievehewasopposedtolargemergersandthenjumpedontheWestcombeBankopportunityatjusttherightmoment.Historywillbethejudge,butfornowthemarketsconsiderKingtobeastar.

BKeithNash:ChiefExecutiveofHamleysSupermarkets

NashtookoverasCEOwhenHamleyssystemsanddistributionwereoutofdateandthebrandbadlyneededfresheningup.Hebeganrefocusingthebrandatthehigherqualityendofthefoodmarketandlaunchedseveralown-brandinitiativesforthehealthconscious.Asaresult,thesharepricehasgoneupnearly80percent.ThisshouldbeextremelysatisfyingforNash,whohadlefttheretailerin1986,disappointedafterfailingtosecurethetopjob.

CJorgeMarquez:ChairmanoftheKenwickGroup

MarquezwasapopularchoiceforhisachievementsatKenwick.Thejudgessayhehasbeencourageousinpushingthroughtheappointmentofcontroversialorinexperiencedchiefexecutivestocompanieswithinthegroup,andthensponsoringthemastheytransformedtheirbusinesses.Heoperatesasavirtualchairman,withoutapermanentofficeinanyonecompany.HephoneshisCEOsregularly,andseveralofthemhaveacknowledgedthevitalcontributionhemakestotheireffectiveness.Everyoneisimpressedathowhealsofindsthetimetobechairmanoftwootherlargecompanies.

DRichardJenkins:FinanceDirectorofCentronAdvertising

Labouringintheshadowofahigh-profilebosscansometimesdrawattentionawayfromthefinancedirector,andthejudgesconsidereditwashightimeJenkinsgotthatattention.TheCEOmaybethepublicfaceofCentron,butJenkinsistheonewhomakesitrunsmoothly.Behindthescenes,heisconstantlydemonstratingthatbudgetsandforecastsarewhatisneededtomakeacompanysuccessful,particularlynowthattheadvertisingmarkethasbeenhitbyrecession.ItislargelythankstohimthatCentronisinmuchbettershapethanitsrivals.

《‘BusinessmanoftheYearAward》年度企業(yè)家獎。分別介紹了這個獎項(xiàng)的四個候選人的英雄事跡。

第一題，這個企業(yè)家勝利的定位了不同的消費(fèi)群體。答案在B段：Hebeganrefocusingthebrandatthehigherqualityendofthefoodmarketandlaunchedseveralown-brandinitiativesforthehealthconscious。他開頭將品牌定位在高質(zhì)量的食品市場并且發(fā)起了幾項(xiàng)注意健康的自主品牌的運(yùn)動。Healthconscious是指注意健康的。一個是高質(zhì)量的食品市場，一個是注意健康的，聯(lián)合起來，就是瞄準(zhǔn)了不同的消費(fèi)市場，即不同的消費(fèi)群體。

其次題，通過當(dāng)心的前進(jìn)方案，這個企業(yè)家關(guān)心公司度過了一個困難時期。答案是D段的這么一句：budgetsandforecastsarewhatisneededtomakeacompanysuccessful,particularlynowthattheadvertisingmarkethasbeenhitbyrecession.。預(yù)算和預(yù)報正是使得公司可以勝利的，尤其當(dāng)現(xiàn)在整個廣告市場被衰退攻擊的時候。Budgetsandforecast就是題干中說的carefulforwardplanning，successful對應(yīng)于survive，adifferentperiod對應(yīng)于themarkethasbeenhitbyrecession。

第三題，由于這個企業(yè)家的思維方式，公司對待變化更加開明白。答案是A段的這么一句：HeiscreditedwithreinventingFentonsFinance-revitalisingitscultureofinflexibility。他以重塑了FentonsFinance而受到嘉獎——給了固定守舊的文化以新的生命。moreopentochange就可以對應(yīng)于revitalisingitscultureofinflexibility。revitalising是givenewlifeto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)行了某些打算。答案是C段的這么一句：hehasbeencourageousinpushingthroughtheappointmentofcontroversialorinexperiencedchiefexecutivestocompanieswithinthegroup在推動某些爭議性的或者是閱歷不足的執(zhí)行官的任命時他很有士氣。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(jiān)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勝利。答案是A段的這么一句：HeledeveryonetobelievehewasopposedtolargemergersandthenjumpedontheWestcombeBankopportunityatjusttherightmoment他讓全部人信任他是反對大的并購的，然后在最佳時期跳上Westcombe銀行的機(jī)會(即收購了這個銀行)。leteveryonebelieve，也就是misleadingpeopleabouthisintentions。

第六題，這個企業(yè)家的力量最初在雇傭他的公司里受到了懷疑。答案是B段最終一句，略微隱晦點(diǎn)：ThisshouldbeextremelysatisfyingforNash,whohadlefttheretailerin1986,disappointedafterfailingtosecurethetopjob.由于無法得到高層的職位而絕望離開，結(jié)果由于他的決策，公司股價上升了，讓他很滿意。意思就是原來以這個人的力量是可以勝任高層的工作的，但是他卻沒有得到。

第七題，這個企業(yè)家由于處理一些商業(yè)利益的力量而受到仰慕。答案在C段。C段最終說這個人在不同的公司擔(dān)當(dāng)要職(bechairman)，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、

AchievingasuccessfulmergerHoweverattractivethefiguresmaylookonpaper,inthelongrunthesuccessorfailureofamergerdependsonthehumanfactor.Whentheagreementhasbeensignedandtheaccountantshavedeparted,therealproblemsmayonlyjustbebeginning.Ifthereisacultureclashbetweenthetwocompaniesinthewaytheirpeoplework,thenalltheeffortsofthefinanciersandlawyerstostrikeadealmayhavebeeninvain.

AccordingtoChrisBoltonofKSManagementConsultants,70%ofmergersfailtoliveuptotheirpromiseofshareholdervalue,riotthroughanyfailureineconomictermsbutbecausetheintegrationofpeopleisunsuccessful.Corporates,heexplains,concentratetheireffortsbeforeamergeronlegal,technicalandfinancialmatters.Theyemployarangeofexpertstoobtainthemostfavourablecontractpossible.Butevenattheseearlystages,peopleissuesmustbetakenintoconsideration.Thestrengthsandweaknessesofbothorganisationsshouldbeassessedand,ifitisamergerofequals,thencarefulthoughtshouldbegiventowhichpersonnel,fromwhichside,shouldtakeonthekeyroles.

Thiswastheissuein2022whentheproposedmergerbetweentwopharmaceuticalcompaniespromisedtocreateoneofthelargestplayersintheindustry.Forbothcompaniesthemergerwasintendedtoreversefallingmarketshareandshareholdervalue.However,althoughthecompaniesskillbaseswerecompatible,thechiefexecutivesofthetwocompaniescouldnotagreewhichofthemwastoheaduptheneworganisation.Thisillustratestheneedtocompromiseifamergeristotakeplace.

Buteveninmergersthatdogoahead,therecanbecultureclashes.Onewaytoavoidthisistoworkwithfocusgroupstoseehowemployeesviewtheexistingcultureoftheirorganisation.Inoneexample,wheretwoglobalorganisationsinthefoodsectorwereplanningtomerge,focusgroupsdiscoveredthatthecompaniesdisplayedverydifferentprofiles.Onewassales-focused,knewexactlywhatitwantedtoachieveandpushedinitiativesthrough.Theothergotinvolvedinlengthydiscussions,tryingoutoptionsmethodicallyandmakingcontingencyplans.Thefirstrespondedquicklytochangesinthemarketplace;thesecondtooklonger,buttheoptioniteventuallychosewasusuallythecorrectone.Neithercompanysapproachwouldhaveworkedfortheother.

Theanswerisnottoadoptonecompanysapproach,oreventotrytoincorporateeveryaspectofbothorganisations,buttocreateatotallynewculture.Thismeanstakingthebestfrombothsidesandmakinganeworganisationthateveryonecanaccept.Oralmosteveryone.Inevitablytherewillbethosewhocannotadapttoadifferentculture.Researchintotheimpactofmergershasfoundthatcompanieswithdifferingmanagementstylesaretheonesthatneedtoworkhardestatcreatinganewculture.

Anothertoolthatcanhelptogettherightculturalmixisinterculturalanalysis.Thisinvolvescarryingoutresearchthatlooksatthecultureofacompanyandthebusinesscultureofthecountryinwhichitisbased.Itidentifieshowpeople,moneyandtimearemanagedinacompany,andinvestigatesthebusinesscustomsofthecountryandhowitspolitics,economicsandhistoryimpactonthewaybusinessisdone.

13Accordingtothetext,mergerscanencounterproblemswhen

Acontractsaresignedtooquickly.

Bexpertscannotpredictaccuratefigures.

Cconflictingattitudescannotberesolved.

Dstaffareopposedtothetermsofthedeal.

14AccordingtoChrisBolton,whatdomanyorganisationsdoinpreparationforamerger?

Aensuretheirinterestsarerepresented

Bgivereassurancestoshareholders

Cconsidertheeffectofamergeronemployees

Danalysethevaryingstrengthsoftheirstaff

15Theproposedmergeroftwopharmaceuticalgroupsfailedbecause

Amajorshareholderswereopposed.

Btherewasafallinthedemandfortheirproducts.

Ctherewereproblemscombiningtheirareasofexpertise.

Danissueofpersonalrivalrycouldnotberesolved.

16Accordingtothetext,focusgroupscanhelpcompaniesto

Adevelopnewinitiatives.

Badoptcontingencyplans.

Cbedecisiveandreactrapidly.

Devaluatehowwellmatchedtheyare.

17Creatinganewcultureinanewlymergedorganisationmeansthat

Amanagementstylesbecomemoreflexible.

Bthereismorechanceofthemergerworking.

Cstaffwillfinditmoredifficulttoadapttothechanges.

Dsuccessfulelementsoftheoriginalorganisationsarelost.

18Accordingtothetext,interculturalanalysiswillshow

Awhatkindofbenefitsamergercanleadto.

Bhowthenationalcontextaffectsthewayacompanyisrun.

Chowlongitwilltakeforacompanyculturetodevelop.

Dwhatchangescompaniesshouldmakebeforeamergertakesplace.

《Achievingasuccessfulmerger》，實(shí)現(xiàn)一個勝利的并購。文章沒有從技術(shù)和經(jīng)濟(jì)效益的角度來分析并購勝利的因素，而是強(qiáng)調(diào)了一個在并購中簡單被忽視的重要因素：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勝利的關(guān)鍵因素。一個比較聞名的例子是當(dāng)年惠普與康柏的并購。

第十三題，問什么狀況下并購會遇到麻煩。答案是A段的最終一句，關(guān)鍵詞是cultureclash：假如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_(dá)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。Conflictingattitude對應(yīng)于cultureclash。attitude詳細(xì)指公司員工做事情的方式和態(tài)度。

第十四題，問許多機(jī)構(gòu)為并購所做的預(yù)備是什么。答案是其次段的這么一句話：Corporates,heexplains,concentratetheireffortsbeforeamergeronlegal,technicalandfinancialmatters。公司都把精力集中在法律、技術(shù)和金融事務(wù)上了。也就是更多的看重經(jīng)濟(jì)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bepresentorfoundinsomething,especiallytoaparticulardegree。

第十五題，問這倆醫(yī)藥公司并購失敗的緣由是什么。答案是第三段的倒數(shù)其次句：thechiefexecutivesofthetwocompaniescouldnotagreewhichofthemwastoheaduptheneworganisation.在誰來領(lǐng)導(dǎo)新的機(jī)構(gòu)的問題上無法達(dá)成全都。所以選D：人員競爭問題無法得到解決。Personalrivalry就是指兩個領(lǐng)導(dǎo)誰也不服誰。

第十六題，問focusgroup可以關(guān)心公司干什么。先弄明白focusgroup的意思，看劍橋高階的解釋：agroupofpeoplewhohavebeenbroughttogethertodiscussaparticularsubjectinordertosolveaproblemorsuggestideas。處理問題的團(tuán)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focusgroup的調(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制造新的文化意味著什么。答案是第五段的這么一句：Thismeanstakingthebestfrombothsidesandmakinganeworganisationthateveryonecanaccept。吸取雙方的優(yōu)點(diǎn)，制造一個全部人都能接受的新組織。每個人都能接受，那么合并勝利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。答案是最終一段的最終一句：howitspolitics,economicsandhistoryimpactonthewaybusinessisdone.看看這個國家的政治、經(jīng)濟(jì)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(jì)個體的影響。選B：國家背景怎樣影響公司的運(yùn)行方式。

三、

Settingupanappraisalscheme

Appraisalscanbeawonderfulopportunityforyourstafftofocusontheirjobsandmakeplanstodeveloptheirunusedpotential.(0)So,ifyouhavedecidedthatanappraisalschemeshouldbesetupinyourcompany,youneedtoestablishsomeformalproceduresandmakesomedecisionsbeforeyoubegin.Evenifyourcompanyalreadyhasascheme,youneedtoconsiderwhatyouwanttoachieveandhowyouaregoingtodothis.

Firstofall,youneedtodecideonyourkeyobjectivesandtherealpurposeofyourscheme.(8)Aschemeshouldneverbeintroducedatatimeofredundancies,orsimplyforprofitorcompetitiveedge,becausethiswillcreatefearandalienatestaff.Thenextstepistodecidehowtheschemecanmostsuccessfullybemanaged.Itisessentialthatallseniorstaffarecommittedtotheprocessandwillingtomakeapositivecontribution.

Thepersongivenresponsibilityfordesigningtheschemeandtheappraisalformsneedstohaveknowledgeofallroleswithintheorganisation.Heorshemustalsobeawareofemployeespotentialneeds.(9)Itshouldbesomeonewhoistrustedandwhomstaffwillturntoiftheyareconcernedabouttheirappointedappraiserortheappraisalinterview.Thedesignoftheschemeshouldindicatewhowillbeappraisingwhom.Thisneedsgreattactandsensitivity.First,rememberthatnomanagercaneffectivelyappraisemorethansevenoreightpeople.Itisequallyimportanttorememberthat,ifsignificantnumbersofstaffareappraisedbysomeonetheydislike,orbyapersonwhosevaluestheydonotshare,thesuccessofyourschememaybethreatened.(10)Sobearthisinmindfromthebeginningand,ifnecessary,establishanappealsprocedure.

Havingdecidedonyourpolicyandwhowillappraisewhichmembersofstaff,youneedtocommunicatethisinthesimplestpossibleway.Avoidlengthydocuments-fewpeoplewillreadthem.(11)Mostorganisationschooseapersonslinemanagertobetheappraiser.Thiscanbeseenasanopportunityorathreat,sobereadytoconsideralternativesifnecessary.

Onceyouhaveestablishedtheappraisalprocess,makesurethatappraisalinterviewstakeplaceataconvenienttime,andideallyonneutralground.Itshouldbeborneinmindthatsomeappraisalsmayinvolvethedisclosureofconfidentialinformation.(12)Thesewillshowthedecisionsthatweretakenduringtheinterviewandwillalsoindicateanynewperformancetargetsthathavebeenagreed.

AItisimportanttoselectamanagerwhocandealeffectivelywithanysuspicionsstaffmayhaveaboutappraisals.

BSuchameasurecanalsoreduceinsecurityandunitestaffinrecognisingthepositiveelementsofappraisal.

CHavingevenonestaffmemberinsuchapositionmayaffecthowothersrespondtotheprocess.

DIdeally,thisshouldbetoprovideasupportiveframeworkthataidsstaffdevelopment.

ESimplymakesurethatstaffknowwhowillappraisethemandwhy,andwhatformtheinterviewwilltake.

FItisthereforeimportanttodecidewhowillhaveaccesstowrittenrecordsoftheappraisal.

GTheycanalsobeameansofgettingthebestoutofstaff,bothasindividuals,andasteammembers.

《Settingupanappraisalscheme》，制定評估量劃。

第八題，前面說做評估最重要的是打算關(guān)鍵的目標(biāo)，以及方案的真正目的。那么接著應(yīng)當(dāng)說的就是這個方案的目的是什么。符合這一條件的是D：抱負(fù)的說，這是為了供應(yīng)一個關(guān)心員工進(jìn)展的支持性框架。

第九題，這一段是講選人的重要。空格前面說要選擇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(dāng)員工有什么疑問時才會轉(zhuǎn)向他。從上下文看，第九空仍舊是和選人有關(guān)。A最符合這個特點(diǎn)，有兩個關(guān)鍵地方。selectamanager和dealwithanysuspicions，分別可以和上下文對應(yīng)。Selectamanager可以對應(yīng)于前面的thepersongivenresponsibility，dealwithanysuspicions可以對應(yīng)于后文的staffwillturntoiftheyareconcerned.

第十題，前面說讓員工被自己不喜愛的或者是價值觀不認(rèn)同的人來評估的話，評估量劃的勝利會打折扣。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(xiàng)的insuchaposition是個示意：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愛的人處在評估人的位置上。

第十一題，這段講評估的形式要盡可能的簡潔，避開冗長的文件。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。沒有必要弄那些簡單的沒人情愿讀的文件。

第十二題，前面說評估可能會涉及到一些機(jī)密信息的披露。后面說這些會呈現(xiàn)一些訪談的打算。關(guān)鍵要理解空格后面的these代表什么。能夠showthedecisionsthatweretakenduringtheinterview，一般是文字材料?？崭?2應(yīng)當(dāng)填入F，writtenrecords是個關(guān)鍵示意：因此打算誰來接觸這些文字材料是很重要的。

四、

DepartmentStoreMagic

Formostofthe20thcenturySmithsonswasoneofBritainsmostsuccessfuldepartmentstores,butbythemid-1990s,ithadbecomedull.Stillprofitable,thankslargelytoaseriesofsuccessfuladvertisingcampaigns,butdecidedlyboring.Thefamouswerecarefulnottobeseenthere,anditssalesstaffdidntseemtohavechangedsincethestoreopenedin1908.Worstofall,itscustomerswerebuyingfewerandfewerofitsown-brandproducts,themajorpartofitsbusiness,andshowingapreferenceformorefashionablebrands.

Butnowallthishaschanged,thankstoRowenaBaker,whobecameSmithsonsfirstwomanChiefExecutivethreeyearsago.Sincethen,whilemostmajorretailersinBritainhavebeenlosingmoney,Smithsonsprofitshavebeenrisingsteadily.WhenBakerstarted,alotofimprovementshadjustbeenmadetothebuilding,withouthavinganyeffectonsales,andshetookthebolddecisiontoinviteoneofEuropesmostexcitinginteriordesignerstodevelopthefashionarea,theheartofthestore.Thisveryquicklyledtorisingsales,evenbeforethegoodsondisplaywerechanged.Andassalesgrew,sodidprofits.

Bakerhadambitiousplansforthestorefromthestart.Wereplayingabiggame,toprovewereuptherewiththeleadersinoursector,andwehavetomakesurepeoplegetthatmessage.Smithsonshadfallenbehindthecompetition.Itprovidedatraditionalservicetargetedatmiddle-aged,middle-incomecustomers,whodbeenshoppingthereforyears,andthecustomerbasewasgraduallycontracting.Ourideaistosellsuchanexcitingvarietyofgoodsthateveryonewillwanttocomein,whethertheyplantospendalittleoralot.Bakersvisionforthestoreisclear,butachievingitisfarfromsimple.Atfirst,manyemployeesresistedherimprovementsbecausetheyjustwouldntbepersuadedthattherewasanythingwrongwiththewaytheydalwaysdonethings,eveniftheyacceptedthatthestorehadtoovertakeitscompetitors.Ittookmanylongmeetings,involvingtheentireworkforce,towintheirsupport.IthelpedwhentheyrealisedthatBakerwasaverydifferentkindofmanagerfromtheonestheyhadknown.

Bakersstaffpoliciescontainedmoresurprises.Theuniformthathadhardlychangedsincedayonehasnowdisappeared.Moreover,teenagersnowgetyoungshopassistants,andstaffinthesportsdepartmentsarethemselvessportsfansintrainers.AsBakerexplains,Howcanyouselljeansifyourewearingablacksuit?Smithsonshasanewidentity,andthisneedstobemadecleartothecustomers.Shesalsogiveneverysalesassistantresponsibilityforensuringcustomersatisfaction,evenifitmeansoccasionallybreakingcompanyrulesinthehopethatthiswillhelpcompanyprofits.

RowenaBakerisprovingsuccessful,buttheCitysbiginvestorshaventbeenpersuaded.Accordingtoretailanalyst,JohnMatthews,Moneyhadalreadybeeninvestedinrefurbishmentofthestoreandinfactthatledtotheboostinsales.Shetookthecredit,buthadntdoneanythingtoachieveit.Andinmyviewthecompanysshareholdersarenotconvinced.Thefactisthatunlesssheopensseveralmorestoresprettysoon,Smithsonsprofitswillstarttofallbecauseturnoverattheexistingstorewillinevitablystarttodecline.

13Accordingtothewriter,inthemid-1990sSmithsonsdepartmentstore

Awasmakingaloss.

Bhadaproblemkeepingstaff.

Cwasunhappywithitsadvertisingagency.

DmostlysoldgoodsundertheSmithsonsname.

14Accordingtothewriter,Smithsonsprofitsstartedrisingthreeyearsagobecauseof

Aanimprovementintheretailingsector.

Bthepreviousworkdoneonthestore.

CRowenaBakerschoiceofdesigner.

Dachangeintheproductsonsale.

15AccordingtoRowenaBaker,oneproblemwhichSmithsonsfacedwhenshejoinedwasthat

Athenumberofpeopleusingthestorewasfallingslowly.

Bitscompetitorsofferedamorespecialisedrangeofproducts.

Cthestorespricesweresetatthewronglevel.

Dcustomerswereunhappywiththeserviceprovided.

16Accordingtothewriter,manystaffopposedBakersplansbecause

Atheywereunwillingtochangetheirwayofworking.

Btheydisagreedwithhergoalsforthestore.

Ctheyfelttheywerenotconsultedenoughaboutthechanges.

Dtheywereunhappywithherstyleofmanagement.

17Bakerhaschangedstaffpoliciesbecauseshebelievesthat

Athecorporateimagecanbeimprovedthroughstaffuniforms.

Bthepreviousruleswerenotfairtocustomers.

Ccustomersshouldbeabletoidentifywiththestaffservingthem.

Demployeesshouldsharein