BEC中级阅读（2020级）复习真题Test3

Test3PART ONEQuestions1-7Look at the statementsbelow and the adviceof fourmarket analystsabout acompanys futurestrategy on the opposite page.Which analystsadvice A,B,C orDdoes eachstatement!-refer toFor eachstatement1-7,mark oneletter A,B,C orD on your answersheet Youwill needto usesome of these lettersmore than once.Example:0It would be inadvisablefor Dexterto extend its range of productsat thistime.0A BC D[]Example:A BC DE FG0[ZZ][=]CZZ]EZZ]i=i MIA Likingwhat theysaw,they put in abid,in fiercecompetition with at leastfive otherfinancial institution.B Despitethis,and althoughhe is one of the relativelyfew tohave prospered,he feelsthat hisposition isfar fromsecure.C Gradually,though,as thenew structuretook shape,the bankbegan tofeel likea moderncompany withan exitingfuture.D Youngemployees were given responsiblepositions,including Miroslav,who wasputincharge of a departmentE Thebank has,in effect,become afinancial supermarket,where customerscan purchasethe servicesthey needoff theshelf.F Theydecide thatit was the rightmoment toexploit this area ofweakness.G Witha clientbase restrictedto nationalcorporations,for whomit financedoverseas trade,the P-STB putits successdown toreliability andconservatism.PART THREEQuestion13-18Read thearticle belowabout careersin childrensbook publishingand thequestions on the oppositepage.For eachquestion13-18,mark oneletter A,B,C orD onyour Answer Sheet for the answeryou choose.Leading from the TopCatherine Bauerlooks atcareer developmentin childrensbook publishingTo geton in the worldof childrensbook publishingone needsto bebright,nice andnot ambitious

9.Those arethe wordsof a37-year-old managerwho isthinking aboutleaving the industry.Managers inother industrieswould,by that age,be strivingtowards greaterleadership challengesand rewards,while HumanResources departmentswouldbedoing allthey couldto preventhungry competitorsfrom gettinghold ofexperienced andtalented employees.Maintaining successfulcorporations andhappy shareholderis,after all,dependent onusing thetalents andexperience ofones staff,not onbeing nice.Career progressionin thechildrens sectorof publishingseems to be determinedalmost byluck rather than aproper careerstructure of assessment ofemployees,competencies,Sarah Carter,for example,started hercareer asan assistantin thecustomer servicedepartment atWilliam DavisPublishing.She onlybecame awareof avacancy in public relationsbecause herdepartment wason thesame floorasthepublicity office.I had already beenpromoted tomanager inmy department,but realizedthat anycareer developmentthere wouldbe limited.I decidedto movesideways inPR,which was also whereI feltmy skillwere moresuited.I waslucky aposition cameup within the company/Across the publishing houses,staff trainingor developmentis generallydependent on the approachtaken byyour immediateboss.Virginia Couttts,editorial directorat ProdigyPublications,says,This isfine,if youhappen tohave onewho iseffective.When Istarted at Prodigy Iworked forRoger Gibbons.I wasin childrensfiction,but healso gaveme somework onpicture booksand non-fiction,and thatmeant Igained experiencein arange of areas.He alsomade surethat newpeople didntcome in,train andthen moveon.And it wasnt aquestion ofbeing herefor thethree yearsor sobefore yougot promoted/Not everyonehas asimilar experiencewith theirmanager,but thisis notsurprising whenone considersthat fewmanagers havethemselves had any structuredtraining.Mark Harlock,marketing managerat TRpublishers,says,My jobchange inmanagement wascompletely unsupported-my requestsfor trainingtook months,and bythe timethey wereapproved theneed hadpassed.Yes,you learnon thejob,but howmuch moreconstructive forall involvedif ithappens in a structuredway.Surely thiswould speedup thelearning curveHowever,there arechanges in the air.At Little Feet Publications,Barbara Fosterhas beenoverhauling the companys trainingand careerstructure sothat allemployee haveregular appraisals.We areahead ofour competitorshere atLittleFeet,but evenwe areonly beginningto scratch the surface.So fartheres beenlittle oppositionto theappraisals,but theresstill loadsto doandtheresults willnot becomeclear fora fewyears yet.Perhaps theindustry shouldconsider itselflucky tohave so many dedicatedmanagers whohave,through acombination ofchance anddetermination,successfully developedtheir careersin publishing.Clearly itnow needsto reviewwhat isbeing doneto develop,train andreward thenext generationof bosses.Above all,theindustryhas tofind morepeople withentrepreneurial spiritand pushthem intodemanding rolesrather thanmake themserve theirtime ata juniorleave,But suchchanges canonly comefrom thevery top.13The writersays thatin comparisonto publishing,other companiesA are more concernedwith pleasingtheir shareholders.B aremore focusedon achievingtheir goals.C placegreater importanceon keepingtheir bestmanagers.D workharder oninterpersonal relationships.14Sarah Carterchanged herjob withWilliam DavisPublishing becauseA thePublic Relationsdepartment madeit clearthey wantedher.B shesaw morelong-term potentialinpublicrelations.C shedid notwant torelocate toanther floor.D itrepresented apromotion forher.15Virginia Couttssays thatwhen shefirst startedatProdigyPublications Ashe intendedto moveon quickly.B she hada wide range of skills.C shehad to do toomany differentjobs Dshehada goodline manager.16What doesMark Harlocksay aboutformal trainingA It is fasterthan learningonthejob.B Itshould bebased onthe traineesspecific needs.C Itis moreoften approvedfor managersthan otheremployees.D Itenables betterworking relationshipsto bebuilt.17In usingthe wordsscratchthesurface^line24,Barbara Fostermeans thather actionsA havestarted somethingthat willtake alot ofwork tocomplete.B haverevealed bigproblems thatshe couldnot haveforeseen.C mayturn outto beunpopular withsome employees.D maycause disputeswith otherpublishers.18In thefinal paragraph,the writerrecommends that thepublishingindustry shouldA encouragemanagers todelegate minormatters moreoften.B putpressure ondirectors tochange theway theywork.C lookfor peoplewith businessflair andgood ideas.D spendmore timetraining existingmanagers.PART FOURQuestion19-33The kindof promotionDexter hasrelied onso faris unlikelyto influenceits targetcustomers.2Although Dextercan probablyextenditsrange,finding enoughcapital will be difficult.3Dexter needsto thinkcarefully about the brandimage ofits products.4Supplying nicheretailers couldgive Dexteraccess toa newgroup ofcustomers.5Dexter shouldconsider workingwithacompany experiencedin advertisingon alarge scale.6Increasing themargin onthe currentrange is an areaDexter shouldconcentrate on.Read theadvice belowabout the UK retail sector.Choose thebest wordor phraseto filleach gapfrom A.B.C orD onthe oppositepage.For eachquestion19-33mark oneletter A..B.C orD onyour Answersheet.There is an exampleat thebeginning.The RetailSector Theretailsectorisone of theUKs biggestemployment areas,accounting forone innine of the

0...B Itis alsooneof the fastestgrowing一more thana fifthof jobs

3.5%.The consequencesof low wages andfar frombrilliant conditionsis rapidstaff turnover.About halfthe staffemployed inretail leaveevery year.This

00.Examples;0C OR RE T□00O N——Advertising forthe SmallBusiness ByNick DawsGood communicationwith existingand potentialcustomers isattheheart of00successful business.That isone reasonwhy advertisingshould,and does,play onsuch34an importantrole insomanyorganizations itself.However,forthesmall business,unfamiliar35with orinexperienced atusing advertising,the investmentcan seemuncertain.Unlike36to theircounterparts inlarger companies,with sizeablemarketing departmentsand37professional advertisingagencies,no managersin smallerfirms oftenfind themselves38facing arangeofdecisions aboutwhich campaignobjectives andstrategy,creative content39budgets andmedia choice.The listgoes on.That iswhy Iwas pleasedabout toread40Nick Daws9guide to the worldof marketingcommunications.I usethis phraseratherthan41advertising becausethebookgoes beyondoftheweekly displayadvertisements inthe local42paper.It alsocovers salespromotion,direct mail,point-of-sale andPR,all whosecomponents of43the marketingmix thatcan beeasily overlooked,but whichare in fact resultinghighly effective.44It alsoprovides clearand comprehensiveadvice onthe developmentof strategy,thus ensuring45that carefulreader willsucceed avoidthe costlymistake ofrushed orill-considered decisions.287Dexters approachto doingbusiness hasenabled itto competewith largercompanies.What nextfor DexterDexters newshaving creamisahit intheUK.The companysnext challengesare tobranch outinto new products andto succeedin America.Four topanalysts givetheir advice.A JoeHutchinson ForDexter thehardest partis yetto come.Many Britishcompanies fallintheU.S.and Dexteris,unsurprisingly,finding ittough.And whafsthe sensein seekingcash forexpansion intonewproductareas whilehaving tosupport aloss-making Americanoperation Therearemoreimportant thingstodowith the money,for exampledealing withthecompanyslow profitability-a2%return onsales.It mightwell betime tolook ata fewcost headings.B DanValero Breakingout ofthe shavingcream marketshould notbe impossiblefor Dexter,but raisingthemoneyto launchtheproductsis thereal challenge.Dexter mightseek apartner withthe promotionalskills neededfor massmarketing,or focuson productdevelopment andfranchising.They oughtto considerwhether they should continueto attackthe Americanmarket,and,if so,theyshouldseek alocal partner.If controlisapriority,the Europeanmarket may be wortha lookinstead.C JamesSunderland Dextersentrepreneurship,which hashelped itget ashare ofmarket previouslydominated bytwo players,willbethe keyto furthergrowth.The Americanmarket isparticularly challenging,but apossible strategyis totarget distributorsto Americanretailers ora British-based subsidiaryof anAmerican parent.Another approachmaybeto formalliances withlike-minded cultfashion orsports outletsand attracta sliceoftheU.S.market opento tryingnew products.D MelanieLeconte Dexterintends toincrease itsmarket share,and oneway ofdoing thisis tointroduce newproducts,perhaps aimedat women,into itsexisting range.However,its managersmust beaware,that thewomens groomingmarket iscrowed,and thatto extendhere theymust remainloyal tothe valuesof theirexisting rangewhile stillgrooving attractivetothenew sector.They needto takea hardlook athow togenerate demand;so farits workedwell throughword ofmouth but the averageAmerican buyerexpects ahuge advertisingcampaign.PART TWOQuestions8-12Read thearticle belowabout developmentsatabank.Choose thebest sentencefromtheoppositepageto filleach ofthe gaps.For eachgap8-12,mark oneletter A-G onyourAnswerSheet.Do notuse anyletter morethanonce.There isan exampleatthebeginning,

0.The Pan-Slavic TradingBank WhenMiroslav Novakbeginnings.Recently startedwork asa graduateappointed directorofthetrainee,his employer,the branchnetwork,he nowPan-Slavic TradingBank sitsontheexecutive board.P-STB,wasastate-