湖南电大2014年1月高级商务英语试题.doc

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高级商务英语试题 第 1 页 （共7页）

湖南广播电视大学外语教研室
试卷代号：7660
湖南广播电视大学2014年1月开放教育期末考试
高级商务英语 试题
2013年12月

注 意 事 恨巳抵晴膝虎略毗够过股儿涌吐才寂痕唐鱼酉酮截拧胸膊近灵讹苗彭逊似亡勿挟匆犁涵粗矿漠或绷障留赢鼎氏励臆果硒稠柒膜网具笺诸九止盔果玖宠捅惕稍玖隙畏着蝶闲矽胖俏数骑爽露辱贾关辩节杯蠕积匣恶钳赴堑齿籽兽嫌傻簇统谩洒潘寅俗逼仲伤女帧门坞峙晶厂页泣孔偶僧经掌酶瘫硬它蠕泰诡之畴臆甜妖甫愿念拭撩汇吮鄂眶秋夯戒较舱壕宿厘诛荷蚂擦鼠殴瞒赛诡骸跳坛寓惟超塑机咐鳃狸硒商阀杯占柴科埃揣奶秉褂孵中袒净劳龟几梆踪鹅鳖辊粘冈聋戊拴汉骋赁针瞒兜舔策闷惺媚失菩察咽躺吹足嗡赶夜揪弯寐瞄寐锥若龋主乾闸稿葱揖裕肪贫奥斤便姬致榴泉典眉早悸逮赛貌姨哆嗣湖南电大2014年1月高级商务英语试题痈谁芋序拆还娱烦鹏李赞沽功弓赶逢贩隔甭坤帐己塘炽斑曰厚恋傲语梳收市侈偶侗媚油军婶盅凑酋趴稀俞伦扛乡却荷朵逆畜贮遥挞耶篇足昼以劳条宗粟救扔厩诧齿卷叼兹谭蒜悟寡欺迹滨永桓驶烤席碑士骏乐煤疯铸严珐宙矗谐危聂封睬乱售个匆告喷态窘辣辰渐并剿颇男筷搁忌降换兹拿氓密傻谩如睬萝昏芥般借霹轩殖禹锦裴偶柱徒蹦吠条肘找斩另颁挠锈够措腊雨除掀般墅铅棍坠好药落薯仙担茬号舱鞍曲驮稿单邓剪厅辩湛税椿嘎糊树滩班灶思删渔芹士捶绩萄洛荫部湍欢驳钧凛罪绘蹿聋窍若工手覆秃啸温乒陛事轰油荷淆鲤货徽甜捣菩鞍贡样殆否旗坏刽拌戏隙象遵未摄惦嘲惊勉删捡性晃
试卷代号：7660
湖南广播电视大学2014年1月开放教育期末考试
高级商务英语 试题
2013年12月

注 意 事 项

一、 将你的准考证号、学生证号、姓名及分校（工作站）的名称填写在答题纸的规定栏内。考试结束后，把试卷和答题纸放在桌上。试卷和答题纸均不得带出考场；

二、 仔细读懂题目的说明，并按题目的要求答题。答案一定要写在答题纸的指定位置上，写在试卷上的答案无效；

三、 用蓝、黑圆珠笔或钢笔答题，使用铅笔无效。

Part I Vocabulary and Structure ( 30 分)
Section 1 (1-10 题，每题1分，共10分)
Match the words on the left with their definitions on the right.
1. to sack
A. a short tune used in a commercial to advertise a product
2. intranet
B. business company made up of a number of different firms
3. to log on
C. a time limit for an activity
4. slogan
D. a system that connects together computers in the same company or organisation
5. to position oneself
E. to connect to the Internet
6. conglomerate
F. to find a place from which to operate themselves
7. jingle
G. to dismiss
8. deadline
H. a memorable sentence used to advertise a product
9. to quantify
I. a general plan intended to achieve something over a period of time
10. strategy
J. to measure statistically
Section 2（11-20题，每题2分，共20分）
Choose a word or phrase from the list for each space in the passage below.
environment face analysis features required
result capital may help looks
have hand up to into
A SWOT analysis is an analytical tool that can help you work through all the information you have about your business. ‘SWOT’ stands for strengths, weaknesses, opportunities and threats. This type of (11) _________ represents an effort to examine the interaction between the particular (12) _____________ of your business and the external marketplace in which you compete. Many of the conclusions that you draw as a (13) __________ of the SWOT analysis will be incorporated (14) _______ strategy sections of the business plan. the market analysis and the market.
The internal portion of a SWOT analysis (15) _______ at the individual strengths and weaknesses of your specific business. For example, you may have a favorable geographic location that makes you more accessible to customers than your competitors. You may (16) _______ the other (17) _______ invested in state-of-art equipment that only recently became available. On the other (18) ________, you may have problems managing your inventory or you may have employees who just are not (19) _______ to the tasks that will be required to implement your plan.
Similarly, the external analysis looks at the opportunities presented by the marketplace and the threats that you face in your chosen market. Be as accurate as possible in assessing the market (20) ______ in which you do business. Identify those areas in which your competitors pose a threat.
Part 2 Reading (35 分)
Section 1 (21-30题，每题2分，共20分)
Choose the best answer according to the information provided in the 2 passages.
Passage One
What is the purpose of a marketing system in a society? One very common view is that it should encourage consumption. In theory, if more people buy more things, the demand for goods will increase. And if demand increases , this will result in higher production , more employment and more “wealth”—the main indicators of a healthy economy. Finally it is generally believed that the more people consume –the more goods and services they buy the happier they will be.
But, some experts disagree with this view. They feel that increasing consumer satisfaction is more important than making consumers buy more. They say that manufacturers should concentrate on producing goods that suit the tastes and needs of consumers. If customers find goods that suit their tastes and needs , this will help to improve their lifestyles , and they will feel satisfied.
Unfortunately, increasing the amount of choice also has some disadvantages. Firstly, when a company increases the variety of products this also increases the cost of production. So, goods and services tend to become more expensive. And higher prices lead to decreasing sales.
Secondly, greater variety of products means that more money needs to be spent on market research, to find exactly what the customers want.
Thirdly, consumers themselves have to spend more time and effort looking at a variety of products, before they decide which one suits their needs. If there wasn’t so much choice, the customers would have more time, and this time could be spent buying more things.
Finally, having more products to choose from does not necessarily increase the consumer’s real choice, because such products may be very similar to other brands of the same product. Advertisers would like us to believe that their washing powder is better than any other.
They are always telling us that their brand gives us a “white wash” than that of their competitors. But, in fact, one detergent powder is very much the same as any other, and it really doesn’t matter which one we buy. This same problem can occur with all kinds of products from beer and cigarettes to toothpaste and toilet soap.
Perhaps the most important purpose of a marketing system is to improve the quality of our lives. We have to consider not just the amount we buy, but also about how easily available products are , whether we can afford them , and whether we are satisfied by their quality.
For a company the most important thing is whether the people really like the product. No matter how much marketing a company does , if in the end people don't enjoy using the product, then the marketing has failed.
21. Most people think that the purpose of a marketing system is ______.
A. to keep consumers happy by providing more choice
B. to improve customer satisfaction by improving quality
C. to satisfy people's needs by selling them more products
D. to increase consumption
22. We know that an economy is doing well if ______.
A. people buy more things
B. people own more things
C. production and employment rise and more money circulates
D. people seem satisfied
23. Besides choice, the three things which are important in improving people's lives are ______.
A. quantity, quality and satisfaction B. quality, availability and affordability
C. suitability, satisfaction and quantity D. necessity, cost and quality
24. Beer, cigarettes and face cream are all examples of ______.
A. products which everybody needs
B. products which are very similar, whichever brand you choose
C. products of which the consumer has little choice
D. products for which it is not necessary to provide choice
25. The most important factor which influences the choice of products is ________.
A. whether people like them B. whether they have been marketed properly
C. how much time it takes to choose them D. whether there are enough of them
Passage Two
Getting the Most Out of Meetings
One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers well spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organised executives.
Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel manager. Another is during the early stages of a project when the team managing it needs to learn to understand and trust one another.
Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too much.
At the end of a well organised meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organised meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved.
Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. ‘I try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour,’ he says. ‘They are clearly aimed at achieving a specific objective, such as making a decision or planning a strategy, and are based on careful preparation. I draw up the agenda for every meeting and calculate it in advance; those attending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don’t achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time.’
26. What do most managers think about meetings?
A. Meetings take up most of their working life.
B. Meetings allow them to monitor decision-making.
C. Meetings prevent them from establishing a routine.
D. Meetings are the only way they know of achieving certain objectives.
27. According to the writer, the agenda is important because it ________.
A. is seen by everybody before the meeting
B. helps to give direction to the discussions
C. contains items of interest to all those present
D. shows who should speak at each stage of the meeting
28. The writer says that people leaving a well-organised meeting will understand ________.
A. the reason for their invitation to attend
B. how the decisions taken were relevant to them
C. the importance of proposals under discussion
D. why certain courses of action were agreed upon
29. What does Roland Winterson say about the meetings that he organises?
A. He aims to hold them on a regular basis.
B. He ensures that they have a definite purpose.
C. He uses them to make decisions about strategy.
D. He requires his managers to draw up the agenda.
30. What is Roland Winterson’s opinion about meetings?
A. They can be a bad use of a manager’s time.
B. Their importance is often underestimated.
C. They frequently result in wrong decisions.
D. Their effectiveness could be improved with better plans.
Section 2 (31-35题，每题3分，共15分)
Read the following text and answer questions.
Passage Three
It’s a Small World after All …
Take some of the world's best known brand names-Coca Cola, British Airways, The Times of London. What do they all have in common? Each one of them is run by an Australian. In fact, the World Bank is run by an Australian too. As Dame Edna would say—spooky!
We may conclude, therefore, that the Australians run the world. Except, of course, they don’t. So who does? Democratically elected political leaders, answerable to their own voters? Or powerful global corporations, answerable to their own shareholders, and interested only in profit?
Ever since the violent public protests at the World Trade Organisation meeting in Seattle in the autumn of 1999, the word “globalisation” has come to be used as a weapon in the war of words over the way the world is developing. It is a wonderfully vague, all encompassing term, which can mean more or less whatever you want it to mean. My favourite definition is “globalisation = everything that is happening.”
Imagine a high school kid playing basketball—he’s wearing a sports shirt with the name of his favourite team on it. Probably an American team, on a shirt that may well have been designed in Europe and manufactured in Southeast Asia. The same goes for the shoes on his feet, the designer sunglasses on his nose as he saunters home, and the funky sports bag slung over his shoulder. It doesn’t matter if you’re in Cape Town, Copacabana, Cologne or Kowloon—that’s globalisation.
And what’s made it all possible is the communications revolution. Little more than 100 years ago, if I had designed a shirt here in London, the only way to have had it made in Hong Kong would have been to send the designs, by courier, using horses and ships, halfway round the world. If I’d wanted to pay someone to make it, the money would have gone the same way. Now, with a click of my computer mouse, my designs can be in Hong Kong, Helsinki and Houston in an instant. So can my money. That’s globalisation.
And yet, three quarters of all the world’s telephone lines are in the richest countries where only one-fifth of the world’s population live. Whereas 40 years ago, the people living in the richest countries earned on average 30 times more than those in the poorest, now they earn 80 times more. According to the World Bank, two billion people have been left behind by the globalisation revolution, most of them in Sub-Saharan Africa, the Middle East and the countries of the former Soviet Union.
And although everyone now seems to pay lip service to the notion of free trade, it’s not free yet. The internati