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商务英语考试模拟试题（2022/11/16）

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【单选题】
· rEAD thE Following ArtiClE ABout ’go-FAst’, A Cost-sAying progrAmmE introDuCED By thE CAr mAnuFACturEr gEnErAl motors, AnD thE quEstions on thE oppositE pAgE.
· For EACh quEstion (15-20), mArk onE lEttErA,B,C、orD、on yourAnswEr shEEt.
D、vAlign=top wiDth="100%"> somEwhErE toDAy, A group oF stAFF From gEnErAl motors will mEEt As pArt oF thE ’go-FAst’ progrAmmE, AnD hAmmEr out A nEw initiAtivE to Cut Costs AnD BurEAuCrACy. thEy mAy FoCus only on wipEr-BlADEs, or stAFF ApprAisAl, or showroom DEsign.But By this AFtErnoon, thErE shoulD BE An outlinE sAvings plAn, whiCh will, whEn implEmEntED, BE mEAsurED CArEFully For signs oF suCCEss. thE Aim is to trAnsForm gm From A lumBEring lEviAthAn into thE CorporAtE EquivAlEnt oF A sports CAr. thE intEntion is not just to BE Big - gm is onE oF thE BiggEst CAr mAnuFACturErs in thE worlD - But to BE FAst, pArtiCulArly in its rEsponsivEnEss to thE mArkEt. thE suCCEss oF thE progrAmmE is rEFlECtED in thE lArgE numBEr oF suggEstions BEing introDuCED - FAr morE thAn in thE olD DAys, whEn EvEry ChAngE hAD to ComE From sEnior mAnAgErs FoCusing on thE ’Big piCturE’.
thE progrEss mADE hAs trAns- FormED invEstor pErCEptions oF gm.BEForE thE go-FAst progrAmmE wAs introDuCED, thE ConvEntionAl wisDom wAs thAt gm’s mArkEt shArE wAs in pErmAnEnt FrEE FAll AnD its orgAnisAtion inCApABlE oF Doing Anything ABout it. now, thE DEClinE hAs BEEn turnED ArounD, AnD thE sEnior mAnAgErs’ ChAngE oF ApproACh hAs lED to thE CompAny BEing EnErgisED with A winning spirit thAt hAs unloCkED long-DormAnt CApABilitiEs. thAt it took A Firm oF ConsultAnts to hElp DEvisE thE progrAmmE is pErhAps A sAD rEFlECtion oF thE DAngEr oF CorporAtE thinking BEComing inFlExiBlE.
thE shArEholDErs’ support oF gm’s strAtEgy to BEComE morE outwArD-looking AnD innovAtivE is somE- thing oF A luxury, though in thE long run suCCEss woulD ConvinCE EvEn thE most sCEptiCAl shArEholDErs. thE strAtEgy inCluDEs BEAting Down on Costs AnD ExtrACting mAximum synErgiEs From gm’s numErous AlliAnCE pArtnErs, suCh As its tooling suppliErs, AnD ExChAnging iDEAs AnD mAnAgEmEnt tools with othEr CorporAtions oF wiDEly DiFFEring sizEs, sECtors AnD nAtionAlitiEs. hAving suCh input is onE thing, But its vAluE woulD BE unDErminED without A CohErEnt mEChAnism to put iDEAs into prACtiCE, AnD this is whErE thE ConsultAnts provED invAluABlE.
in thE CAr inDustry, howEvEr, thErE wAs plEnty oF sCEptiCism ABout thE progrAmmE whEn it wAs First AnnounCED, with mAny ConvinCED thAt only muCh smAllEr orgAnisAtions stooD A rEAsonABlE ChAnCE oF mAking suCh A trAnsFormAtion, pArtiCulArly whEn it involvED ChAngEs to thE CompAny CulturE. surprisingly, pErhAps, this FEAr wAs not shArED By thE ConsultAnts who hElpED sEnior mAnAgEmEnt to DEsign thE progrAmmE AnD, CruCiAlly, EFFECt A ChAngE in lEADEr- ship skills; rAthEr, thEy wErE morE ConCErnED ABout thE impACt thAt poCkEts oF opposition within gm might hAvE.
thE rEsults oF thE sChEmE so FAr givE risE to CAutious optimism. no AspECt oF gm’s work CAn hiDE From sCrutiny, AnD initiAl FEArs oF A lACk oF ’joinED-up thinking’ ABout thE impACt oF onE ChAngE on othEr ArEAs soon DissipAtED, As thE ’lEADErship pAnEls’ rEsponsiBlE For Approving AnD implEmEnting ChAngEs took A BroADEr viEw.But whilE intErnAl mAnAgEmEnt hAs improvED DrAmAtiCAlly, mAny AnAlysts ArE sCEptiCAl thAt thE initiAtivEs CAn outwEigh gm’s mountAinous pEnsion oBligAtions. thE CompAny is still suFFEring thE EFFECts oF poor DECisions in thE pAst, suCh As thE ChoiCE oF CErtAin AlliAnCE pArtnErships, AnD A mAjor ChAngE oF strAtEgy might BE nECEssAry to rECovEr From thEsE. iF this wErE to tAkE plACE, thE CompAny’s CorE CAr mAnuFACturing woulD nEED to BE muCh morE Firmly rootED thAn it is At prEsEnt, to EnsurE it DiDn’t suFFEr From lACk oF FoCus. howEvEr, thE ArChitECts oF thE sChEmE ArE ConFiDEnt thAt gm wil
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【单选题】 A numBEr oF top mEDiA EntErprisEs suCh As rupErt murDoCh's nEws Corp AnD Aol timE wArnEr hAvE Also lAnDED BroADCAsting rights in ______ to AttrACt thE mAinlAnD AuDiEnCE.
A．
A. BEijing

B．
B. shAnghAi

C．
C. guAngDong

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【单选题】 Lucy
Jane rang. Her train's been cancelled. She says the meeting should go ahead without her. Sandra
A．she will be late for the meeting.
B．the meeting should begin at an earlier time.
C．it is not be possible for her to attend the meeting.
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【单选题】
A．ABout
B．mAinly
C．Almost
D．only
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【单选题】gAtwiCk's Atrium is lArgEr thAn thAt oF thE hEAthrow lAkE.
A．right
B．wrong
C．DoEsn't sAy
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【单选题】thErEArE no proDuCts—only sErviCEs
tAkE A stEp BEyonD "totAl quAlity" AnD "CustomEr sAtisFACtion". thErE’s A nEw viEw oF thE rElAtionship BEtwEEn suppliErs AnD CustomErs. thE iDEA, As put By rosABEth moss kAtnEr oF thE hArvArDBusinEss sChool: think oF EvEry proDuCt you Buy or sEll As A sErviCE. in othEr worDs, look At whAt it DoEs not whAt it is.
thAt wAy, sElling A proDuCt BEComEs only onE oF your opportunitiEs to Do somEthing For your CustomErs. mAny CompAniEs ArE now oFFEring ADDitionAl sErviCEs, pArtiCulArly AFtEr-sAlEs sErviCEs, to inCrEAsE thE vAluE oF thEir proDuCts. this prACtiCE, oFtEn rEFErrED to As "BunDling, "is An EFFECtivE wAy to kEEp in ContACt with CustomErs. look At toyotA’s lExus. thAnks to A pArtnErship with iBm, lExus trACks EvEry CAr on A nAtionAl ComputEr—your sEDAn’s ComplEtE mAintEnAnCE history is AvAilABlE to EvEry DEAlEr From miAmi to sEAttlE. whyBECAusE lExus DoEsn’t wAnt its rElAtionship with you to EnD At thE showroom Door.
At pACkAgingCorp. oFAmEriCA, EmployEEs sAy thEy oFFEr pACkAging solutions, not just pACkAging. montE hAymAn, ACEo, sAys: "it usED to BE thAt wE mADE A proDuCt AnD lookED For pEoplE to Buy it. thEn wE stArtED Doing rEsEArCh to lEArn whAt thE mArkEt wAntED, AnD DEvElopED proDuCt For thAt. toDAy wE’rE working with inDiviDuAl CustomErs."
thEn thErE’s unBunDling, whEn you wAnt to oFFEr morE proDuCts AnD sErviCEs, But it isn’t within your mEAns to proDuCE thEm yoursElF, you might DECiDE to ContrACt out stuFF thAt you woulD nEvEr hAvE lEt out oF your sight BEForE. iBm no longEr hAnDlEs its own wArEhousing. two yEArs Ago it junkED 21 pArts wArEhousEs in FAvour oF hAlF-A-DozEn outsiDE vEnDors.
CommoDorEBusinEss mAChinEs goEs FurthEr: in novEmBEr it unBunDlED virtuAlly All oF its AFtEr-sAlEs sErviCEs For ConsumEr proDuCts. its pArtnEr is A nEw Division oF FEDErAlExprEss CAllEDBusinEss logistiCs sErviCEs, FEDEx mAns A 24-hour hElp linE ForCommoDorE. iF your ComputEr nEEDs to go to thE shop, FEDEx will piCk it up thE morning AFtEr you CAll, Drop oFF A rEplACEmEnt, AnD oFtEn Do thE rEpAirs At its mEmphis huB、CustomErs nEvEr know thEy’rE DEAling with FEDEx EmployEEs, ExCEpt For thE DElivEry mAn.AFtEr A six-month triAl, sAys jim rEEDEr,CommoDorE’s viCE prEsiDEnt For CustomEr sAtisFACtion, his CompAny is oFFEring BEttEr sErviCE At hAlF thE prEvious Cost.
this kinD oF CollABorAtion is rEplACing CompEtition in rElAtionships with suppliErs.ExpErts At thECrEsAp Consulting Firm CAll it "suppliEr intEgrAtion". it ElEvAtEs outsourCing From A mErE Cost-Cutting mEAsurE to thE lEvEl oF strAtEgy. thE nEw goAl is A win-win AlliAnCE, whErE suppliErs gEt thE sECurity oF A long-tErm rElAtionship AnD CustomErs gEt morE sAy ovEr thEir upstrEAm proCEssEs.
CompAniEs thAt think oF thE proDuCts,thEy Buy AnD sEll As sErviCEs CAn Also DisCovEr nEw wAys to mArkEt Existing proDuCts. As xErox DiD whEn it rEDEFinED its CopiEr mAChinE BusinEss As DoCumEnt proCEssing. thEy stuDy suCh quEstions As whEthEr to shArE A singlE systEm to trACk purChAsE orDErs. thErE is A nEw slogAn: "suppliErs AnD CustomErs—onE systEm, not two systEms.\
whAt is thE nEw viEw oF thE rElAtionship BEtwEEn suppliErs AnD CustomErsA．suppliErs shoulD proviDE high-quAlity proDuCts to CustomErs.
B．suppliErs shoulD think oF EvEry proDuCt As A sErviCE.
C．suppliErs shoulD try thEir BEst to sAtisFy thEir CustomErs.
D．suppliErs shoulD try thEir BEst to promotE EvEry proDuCt to CustomErs.
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【单选题】
单项选择
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【单选题】
A．gooDs
B．itEms
C．provisions
D．suppliEs
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【单选题】
A．only
B．lArgEst
C．First
D．ExpEnsivE
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【单选题】
{{B}}how to ApproACh rEADing tEst pArt Four{{/B}}
· this pArt oF thE rEADing tEst tEsts your voCABulAry.
· rEAD thE wholE tExt quiCkly to FinD out whAt it is ABout.As you rEAD, try to prEDiCt thE worDs thAt might Fill thE gAps.
· nExt, look At thE Four possiBlE AnswErs For EACh gAp AnD Cross out Any oBviously inCorrECt worDs.
· thEn rEAD Both BEForE AnD AFtEr EACh gAp to DECiDE whiCh worD shoulD go in it thE worD nEEDs to Fit Both thE mEAning AnD thE grAmmAr.
·AFtEr ComplEting All thE gAps, rEAD thE wholE tExt AgAin to ChECk your AnswErs
· rEAD thE ArtiClE on thE oppositE pAgE ABout An ExpErimEnt to hElp mAnAgErs improvE thEir workjliFE BAlAnCE.
·ChoosE thE BEst worD to Fill EACh gAp FromA,B,C、or
D、BElow.
· For EACh quEstion 19 - 33, mArk onE lEttErA,B,C、orD、on yourAnswEr shEEt.
· thErE is An ExAmplE At thE BEginning (0).
D、vAlign=top wiDth="100%">{{B}}gEtting thE、BAlAnCE、right{{/B}}
lEAving work on timE mAy not sounD likE muCh oF A (0).... howEvEr, in An ExpErimEnt By glAss mAnuFACturErsDArtingtonCrystAl, it (19) ... surprisingly DiFFiCult. Four mAnAgErs, who All workED vEry long hours, took (20) ... in A simplE ExpErimEnt: thEy AgrEED to (21) ... to thEir sEt hours For A wEEk, with no Coming in EArly, lEAving lAtE or tAking work homE. thE Aim oF thE ExErCisE wAs to (22) ... thE BAlAnCE BEtwEEn thE mAnAgErs’ work AnD homE livEs. it wAs A wAy to gEt EvEryonE thinking ABout thEir working hours AnD how to (23) ... thEm,
roBin ritChiE, thE CompAny’s mAnAging DirECtor, wAs vEry AwArE thAt his CompAny wAs (24) ,.. on thE ExpErimEnt At its BusiEst timE oF thE yEAr. thEy wErE Also just DAys AwAy From A Big proDuCt (25) .... so not surprisingly, pErhAps, it soon BECAmE ClEAr thAt it wAsn’t going to BE EAsy: EvEn on thE First DAy, DirECtor oF DEsign simon moorE took homE A DEsign proBlEm to (26) .... As hE CoulDn’t rElAx until hE hAD DEAlt with it.
As thE wEEk progrEssED, thE Four pEoplE involvED FounD it hArD to (27) ... with thE prEssurE oF lEAving work unDonE. thEy FElt thEy wErE (28) ... pEoplE Down, AnD worriED ABout thE EFFECt on thE BusinEss. (29) ... CrisEs mADE it morE AnD morE DiFFiCult to go homE on timE.ChAnging working hABits wAsn’t EAsy. (30) .... thEy sAw thE ExpErimEnt through to thE En
D、
thErE wAs somE (31) ... up to Do thE Following wEEk, But thE CompAny DiD not AppEAr to hAvE suFFErE
D、signiFiCAntly, too, thE ExpErimEnt mADE thE mAnAgErs rEApprAisE thEir (32) ... to stAying lAtE AnD stArt prioritising tAsks.All in All, thEy FElt thE ExpErimEnt wAs oF (33) ... BEnEFit, AnD thAt it hElpED thEm to CrEAtE A BEttEr BAlAnCE in thEir livEs.

A．opEning
B．BEginning
C．outsEt
D、lAunCh
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