商务英语考试题库

·Youwillhearaninterviewwiththemanagerofa

· You will hear an interview with the manager of a corporate travel agency.
· For each question 23-30, mark one letterA,B、orC、for the correct answer.
·After you have listened once, replay the recording

Why isCorporateDirect unique in the South-EastA、It is an independent travel agency.B、It holds detailed client information.C、It offers the most competitive rates.
HOWTOREADABALANCESHEETAbalancesheetisnot
HOW TO READ、A、BALANCE、SHEET
A、balance sheet is not like a Profit and Loss ac- count, which is a record of the activity transacted in a year and the profits (or losses) produced as a result.A、balance sheet can be (21) of as a photograph, a moment (22) time, (usually the last day of the company’s financial year), which shows exactly what the business owns. These may be buildings, cash, stocks or debts, i.e. amounts of money (23) to the business by customers.
A、balance sheet may change from one Year to the next if, for example, a company sells one of its factories, if it (24) more money from its shareholders, if it repays some debt to the bank, or if it builds up its inventory of (25) goods.
But whatever happens to the composition of the assets of the business, any overall change in as- set (26) is reflected in me balance sheet. There is one further (27) to be made.Although the principle of a balance sheet is to have assets on one side and liabilities on the other, the fact is that-especially for public companies-shareholders want to be able to see What their (28) in the company is worth.
So a tradition bas (29) up which has meant that ’Creditors’ is actually moved to the assets side as a negative amount. Structuring the balance sheet like this is simply a matter of (30) There is no commercial reason for presenting it in this way.
A．fact

B、point

C、idea
D．view
A.Officestaffwilltransfertoanewlocationo

A、Office staff will transfer to a new location on June 10.
B、Warehouse workers should remove out-of-date stock by June 10.
C、Customers have to wait until after June 10 for recent orders.
TheexperienceoftheNon-ExecutiveDirectors
The experience of the Non-ExecutiveDirectors on the GroupBoard will
A、help them to develop plans for the future growth of the company.
B．contribute a lot to the plans for the future growth of the company.
C．contribute a lot to the GroupBoar
GETTINGTHEBALANCERIGHTLeavingworkontimem
GETTING THE、BALANCE、RIGHT
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 enD、
There was some (31) ... up to do the following week, but the company did not appear to have suffereD、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．clear out
B．work up

C、sort out
D．think up
Mostmanagersmakedecisionsunderconditions
Most managers make decisions under conditions of risk. and the managers at SuperDrinks are no exception. With 10 percent of the domestic soft-drink market under its (19) the company has now (20) its horizons and moved into the wine industry.
Having (21) ＄110 million buying the Taste Wine corporation. SuperDrinks are currently in the process of (22) to the wine business the same tools that have made coke a popular soft drink in the world -- money, muscle and marketing. The firm is trying to (23) its newly acquired wine business to the soft-drink mold that has proved (24) .
Can SuperDrinks make this (25) pay off The company is optimistiC、For example. while Taste grossed only ＄65 million the year it was (26) , SuperDrinks’ executives believe it will gross over ＄1 billion by the end of the 2010s. nearly 15 times Taste’s current (27) . On the other hanD、there are several things that Taste has going for. One is the SuperDrinks’ money and management expertise that are available for this wine (28) The other is that while Taste, in the past, (29) only the New York table wine business and produced sweeter wines that (30) less than 10 percent of the domestic market, the Taste wine brand was the most commonly (31) of all.Building on these (32) , the management hopes to. via effective decision making, make Taste wine almost as (33) as SuperDrinks.
A．efficient
B．capable
C．popular
D．energetic
A．quicklystaffanswerthephone.B．efficient

A、quickly staff answer the phone.
B．efficiently staff deal with enquiries,
C．friendly staff sound on the phon
Whymanypeoplefinditattractivetostartafam
Why many people find it attractive to start a family business A．Because there would be abundant capital for operation.
B．Because family bonds are helpful in overcoming difficulties.
C．Because they hope to survive for generations.
D．Because they can make profits without unforeseen problems.
AAlltoooften,manyfirmsproceedintoanallia

A、All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship.Defining the legal framework of the alliance is only the beginning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners’’ initial agreement on the choice of alliance vehicle (e.g. cross-licensing, technology development pact, joint venture, equity sharing).
B、 Successful alliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliance’’s shared goals with all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firm’’s core competencies in ways that could ultimately damage the firm’’s long-term competitiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner.
C、 Managers often herald the consummation of an alliance agreement as the final outcome of intensive negotiations between the partners. For many types of strategic alliances (e.g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance operations commence. The finer details of the alliance’’s framework entail continuous negotiations with the partner.Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly related to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document.D、 Smooth implementation to facilitate learning requires all levels of management to work on developing "alliance protocols" that enable careful knowledge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliance’’s managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is important to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalueD、Protocols are instrumental in setting up the mental "parameters" that limit what partners can ask from one another in terms of what constitute proprietary vs. non-proprietary technologies or processes. Protocols provide an "invisible fence" that defines the boundaries between cooperation and competition.E、 Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new technologies, insights and skills that other firms may possess.Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units or activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring.0. It is rewarding for firms to form the alliance relationship with others.E、All key parameters of an alliance relationship have to be planned comprehensively.
(29)theJanuary2006companyconference,topl
(29) the January 2006 company conference, top level executives discussed their financial results (30) 2005. Leading the conference (31) Mr. Miller,ChiefExecutive Officer, (32) would later report the results to Mr. Harvey, the corporate President. Reporting (33) Mr. Miller at the meeting wereEmily Lee, Peter Smith and John Walker, each a vice president (34) separate departments within the company,BothEmily Lee and Peter Smith reported ordinary profits for the year 2005, with funds (35) excess of 20% greater than that of the previous year. However, John Walker was able to report an exceptionally high profit (36) her department, with revenue exceeding 70% from that of the previous (37) . (38) a result, Mr. Miller requested John Walker to present a more detailed report. Later, Mr. Miller reported the data to Mr. Harvey, who presented the results in a speech (39) an international symposium held in Hong Kong. Mr. Harvey’s company then won an award (40) high achievement in business.
A．with
B．to
C．for