剑桥商务英语中级模拟67Word下载.docx
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剑桥商务英语中级模拟67Word下载.docx
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1.Customersarerewardedinreturnfortextmessageadvertisementsontheirmobilephones.
2.Atpresent,mobileadstakeasmallshareoftheadvertisingindustry.
3.Somepeopleareveryoptimisticaboutthefutureofmobileadvertising.
4.Mobilephonesaremoreaccessibletopeoplethancomputersare.
5.IfmobileadsturnoutsuccessfulinBritain,otherEuropeanmarketswillbeencouragedtodothesamething.
6.Mobileadvertisinghasaremarkableadvantageoftargetingexactlyitscustomers.
7.Internetisthenewestmeansofmakingadvertisements.
MobileAdvertisingTheNextBigThing
A.Advertisingonmobilephonesisatinybusiness.Lastyearspendingonmobileadswas$871millionworldwideaccordingtolnformaTelecoms&
Media,aresearchfirm,comparedwith$24billionspentoninternetadvertisingand$450billionspentonalladvertising.Butmarketersarehailingthemobilephoneasadvertising'
spromisedland.Itisdestined,somesay,toreplacenotonlyinternetadvertising,thelatestfad,butalsotelevision,radio,printandbillboards,thefourtraditionalpillarsofthebusiness.
B.The2.5billionmobilephonesaroundtheworldcanpotentiallyreachamuchbiggeraudiencethantheplanet'
sbillionorsopersonalcomputers.Thenumberofmobilephonesinuseisalsogrowingmuchfasterthanthenumberofcomputers,especiallyinpoorercountries.Furthermore,mostpeoplecarrytheirmobilewiththemeverywhere—somethingthatcannotbesaidoftelevisionorcomputers.
C.Yetthebiggestsellingpointofmobileadsiswhatmarketingtypescall‘relevance’.Advertisersbelievethatabouthalfofalltraditionaladvertisingdoesnotreachtherightaudience.Butmobileadvertisingthroughtextmessagesisthemostfocused:
ifmarketersusemobilefirms'
profilesoftheircustomerscleverlyenough,theycantailortheiradvertisementstomatcheachsubscriber'
shabits.
D.InSeptember,Blyk,anewmobileoperator,launchedaserviceinBritainthataimstodojustthat.Itofferssubscribers2]7freetextmessagesand43freeminutesofvoicecallspermonthaslongastheyagreetoreceivesixadvertisementsbytextmessageeveryday.Tosignupfortheservice,customersmustfilloutaquestionnaireabouttheirhobbiesandhabits.Soadvertiserscantargettheirmessagesveryprecisely.'
Britainisthelargest,butalsothetrickiestEuropeanadmarket,soifitworkshereitwillworkeverywhere,'
saysPekkaAla-Pietila,chiefexecutiveandoneofthefoundersofBlyk.
PARTTWO
Questions8-12
ReadthearticlebelowabouttheshortageoftalentinAsia.
Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
Foreachgap8-12,markoneletter(A-G).
Donotuseanylettermorethanonce.
Thereisoneextraletterwhichyoudonotneedtouse.
Asia'
sSkillsShortage
Itseemsodd.Intheworld'
smostpopulousregionthebiggestproblemfacingemployersisashortageofpeople.
Asiahasmorethanhalftheplanet'
sinhabitantsandishometomanyoftheworld'
sfastest-growingeconomies.Butsomebusinessesarebeingforcedtoreconsiderjusthowquicklytheywillbeabletogrow,becausetheycannotfindenoughpeoplewiththeskillstheyneed.
Inarecentsurvey,600ChiefexecutivesofmultinationalcompanieswithbusinessesacrossAsiawereinterviewed.(8)Itwastheirsecond-biggestheadacheinJapan(afterculturaldifferences)andthefourth-biggestinIndia(afterproblemswithinfrastructure,bureaucracyandwageinflation).Acrossalmosteveryindustryandsectoritwasthesame.
OldAsia-handsmayfinditeasytounderstandwhythereissuchconcern.Theregion'
srapideconomicgrowthhasfishedoutthepoolofavailabletalent,theywouldsay.(9)RecentgrowthinmanypartsofAsiahasbeensogreatthatithasrapidlytransformedthetypeofskillsneededbybusinesses.Schoolsanduniversitieshavebeenunabletokeepup.
Thisisespeciallytrueforprofessionalstaff.Airlinesareoneexample.Manynewcarriersaresettingupandairlinesareofferingmoreservicestomeetdemand.(10)AccordingtoAlteonTraining,thecommercial-pilottrainingarmofBoeing,Indiahasfewerthan3000pilotstodaybutwillneedmorethan12000by2025.Chinawillneedtofindanaverageof2200newpilotsayearjusttokeepupwiththegrowthinairtravel,whichmeansitwillneedmorethan40000pilotsby2025.Inthemeantime,withbiginternationalairlinestrainingonlyafewhundredpilotsayear,Asianairlineshavetakentopoachingthem,oftenfromeachother.
(11)ChinahasbeentryingtolurepilotsfromBrazil,amongotherplaces.
WithsuchamismatchbetweensupplyanddemandinAsia'
slabourmarkets,companieswillhavetobecomebetterathiringgoodstaffandkeepingthem.Thefirstpriorityistorealizethatretentionismoreimportantthanrecruitment.Butassomecompanieswillalwaysbebetteratthisthanothers,thejob-hoppingandpoachingaresettocontinueformanyyears,untileducationandtrainingcatchup.(12)Withouttalentedrecruitingpolicies,somefirmsmayendupscalingbacktheirboldAsiangrowth-plans.
A.However,thereisalsoafailureofeducation.
B.PhilippineAirlines,forinstance,lost75pilotstooverseasairlinesduringthepastthreeyears.
C.Asitturnedout,theyrankedashortageofqualifiedstaffastheirbiggestconcerninChinaandSouth-eastAsia.
D.Thereisalsoasevereshortageofgoodmanagers.
E.Theconsequencesofthataredepressingandwilllimitthegrowth.
F.But,inthemeantime,thereisadreadfulshortageofpilots.
G.Asiahasmorethanhalftheplanet'
sfastest-growingeconomies.
PARTTHREE
Questions13-18
Readthearticlebelowaboutcorporatecultureontheoppositepage.
Foreachquestion13-18,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
Thetermcorporateculturereferstoanorganization'
svaluesystem.Managerialphilosophies,workplacepractices,andorganizationalnetworkareincludedintheconceptofcorporateculture.TysonFood'
scorporatecultureisreflectedinthefactthateveryone—evenCEODonTysonwearsclothesofayellowishbrowncoloronthejob.
Theleaderswhodevelopedthecompanyandthecorporateculturetypicallyshapethecorporateculture.Onegenerationofemployeespassesonacorporateculturetoneweremployees.Sometimesthisispartofformaltraining.NewmanagerswhoattendMcDonald'
sHamburgerUniversitymaylearnskillsinmanagement,buttheyalsopickupthebasicsoftheorganization'
scorporateculture.Employeescanabsorbcorporateculturethroughinformalcontactsaswell,bytalkingwithotherworkersandthroughtheirexperiencesonthejob.
Corporateculturehasamajorimpactonthesuccessofanorganization.Inorganizationswithstrongcultures,everyoneknowsandsupportstheorganizations'
objectives.Inthosewithweakcultures,noclearsenseofpurposeexists.Infact,theauthorsoftheclassicbookInSearchofExcellenceconcludedthepresenceofastrongcorporateculturewasthesinglecommonthreadamongmanydiversebuthighlysuccessfulcompaniessuchasGeneralElectricandMcDonald'
s.
Asyoucanimagine,changingacompany'
scorporateculturecanbeverydifficult.Butsomemanagerstrytodojustthatwhentheyfeelthecurrentcultureisweak,orwhentheorganization'
sobjectiveschangeandtheoldculturenolongerfits.Sometimesthecompetitivesituationofacompanychanges.Forinstance,electricutilities,whichoncehadtheirprofitsguaranteedbypublicregulation,nowfacemorecompetitionthanever.FirmsthatwerecomfortablecompetingagainstotherAmericancompaniesnowfindthemselvesfightingcompetitorsfromoverseas,too.
ManagementexpertPeterDuckersfeelsthat,ratherthantryingtochangeculture,managersshouldfocusonchangingemployeesandcorporatepractices,asfollows.
Definewhatresultsareneeded.Specifyinmeasurabletermswhattheorganizationordepartment,oroffice)needstoachieve.
Determinewheretheseresultsarealreadybeingachievedwithinthecurrentorganization.Analyzethedepartmentsthatarealreadyeffectiveandfindoutwhattheyaredoingdifferentlyfromtherest.
Determinewhattopmanagementcandotoencouragethesegoodresults.Duckerssuggeststhatexecutivesopenlyaskwhattheycandotohelp,andthendoit.
Changetherewardsystem—ordevelopanewone—torecognizetheseeffectivepractices.Whenemployeesrealizethattheorganizationreallydoesrewardthenewapproach,theywilladoptitmuchmorequickly.Whetheronewantstochangeanorganizationcultureornot,itisimportanttochoosemanagersandemployeeswhosepersonalstylesfittheorganization'
sgoals.
13.Accordingtothepassage,corporateculture
A.meanstheculturalatmosphereinacompany.
B.isestablishedbytopleadersandcan'
tbechanged.
C.involvesthecorevaluesofacompany.
D.haslittleinfluenceontheperformanceofacompany.
14.InMcDonald'
sHamburgerUniversity,newmanagers
A.learnthecompany'
scorporatecultureatlength.
B.areonlyinterestedinlearningmanagementskills.
C.learnallthenecessaryskillsandpracticesofthecompany.
D.havechancestoknowaboutthecompany'
scorporateculture.
15.Ifanorganizationhasastrongcorporateculture.
A.itcanbesureofachievinggreatsuccess.
B.itwillbeassuccessfulasGeneralElectricandMcDonald'
C.itsstafftendtoworkforacommongoal.
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