单选题{{B}}How to approach Reading Test Part Three{{/B}}· In this part of the Reading Test you read a longer text and answer six questions.· First read the questions. Try to get an idea of what the text will be about. Then read the text quickly for general understanding.· Then read the text and questions more carefully, choosing the best answer to each question. Do not choose an answer just because you can see the same words in the text.· Read the article below about a fast-food chain and the questions on the opposite page.· For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. {{B}}Turning around a fast-food chain{{/B}} Sparrow is a well-established fast-food chain, with 200 restaurants run by franchisees, and almost as many company-owned ones. Some years ago, the group to which Sparrow belonged was taken over by another company, which owned a variety of retail businesses. Although demand for a Sparrow franchise showed no sign of declining, overall the chain was in an unhealthy state. Its properties, the majority of them in small towns, needed refurbishment to stand comparison with its competitors. With more and more fast-food concepts reaching the marker, the distinctive Sparrow menu had to struggle for attention. And to make matters worse, its new owners had bought it as one of a number of companies, and had no plans to give it the investment it required. Sparrow stagnated for another two years, until a new chief executive, Carl Pearson, decided to build up its market share. He commissioned a survey, which showed that consumers who already used Sparrow restaurants were overwhelmingly positive about the chain, while customers of other fast-food chains, particularly those selling pizzas or hamburgers, were reluctant to be tempted away from them. Sparrow had to develop a new promotional campaign - one that would enhance-the public's perceptions of the chain and set it apart from its competitors. Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favoured taking Sparrow's outlets upmarket and rebranding them as Marcy's restaurants, one of its other, better known brands. Pearson resisted, arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers' spending power. His arguments won the day. The campaign itself broke some of the fast-food industry's advertising conventions. The television commercials played down traditional product shots - most of its competitors' advertisements had mouth- watering shots of food - and focused instead on entertainment and humour. The usual jingles gave way to spots featuring original songs performed by a variety of stars. Instead of trying to show the superiority of a specific product, the intention was to position Sparrow in the hearts of potential customers. Pearson hired two advertising agencies to handle this campaign, and spent a considerable time with them, discussing and developing the brief he had outlined. Once that had been agreed in detail, he left them m get on with their work. Instead of dividing responsibilities, as would normally happen when two agencies collaborate, they decided to develop a team concept, with both having equal opportunities for creative input. Pearson also made other decisions which he believed would contribute to the new Sparrow image. He laid off 400 employees in the headquarters and company field offices, and reduced the management hierarchy. He insisted on uniformity of standards in all restaurants, and warned franchisees that if they ran untidy, unprofitable restaurants, Sparrow would dose them, or if necessary, buy them. In addition Sparrow offered to lower the rent of any franchisees who achieved a certain increase in their turnover. These efforts paid off, and Sparrow soon became one of the most successful fast-food chains in the regions where it operates.

单选题· Choose the best word to fill each gap from A, B, C or D on the opposite page.· For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet. {{B}}Promise of Jobs with Telephone Banking Centre{{/B}}An ￡80-million telephone banking centre is to open in Scotland, with the situation of about 500 new jobs. Grand Union Group, which owns the Dundee and Western Bank, said today it hopes to have the{{U}} {{U}} 1 {{/U}} {{/U}}fully operational by next August. It will be based at the new Caledonian Industrial Estate currently being built near Edinburgh.The centre is being{{U}} {{U}} 2 {{/U}} {{/U}}through a joint partnership{{U}} {{U}} 3 {{/U}} {{/U}}global telecommunications firm Concept and customer care specialists Businesslink. Sara Grimaldi, chief executive of the Dundee and Western Bank, said, 'I'm delighted we will be working in{{U}} {{U}} 4 {{/U}} {{/U}}with Concept and Businesslink and I'm confident we will{{U}} {{U}} 5 {{/U}} {{/U}}from their considerable experience. The new centre will make{{U}} {{U}} 6 {{/U}} {{/U}}use of innovative business procedures which will{{U}} {{U}} 7 {{/U}} {{/U}}to an improved service and experience for our valued customers.' Callum Martin, president of global accounts for Grand Union Group, added that he was very pleased his company will play a key role in such an important development employing state-of the-art technology.The local council said new jobs were{{U}} {{U}} 8 {{/U}} {{/U}}of the efforts made to{{U}} {{U}} 9 {{/U}} {{/U}}investment to the region. Council leader Hugh MacArthur said, 'It's good news for Grand Union, but it will also{{U}} {{U}} 10 {{/U}} {{/U}}us to promote Edinburgh to companies considering a{{U}} {{U}} 11 {{/U}} {{/U}}to Scotland. The council will continue to work hard to ensure that today's{{U}} {{U}} 12 {{/U}} {{/U}}is just the latest{{U}} {{U}} 13 {{/U}} {{/U}}in our attempt to create high quality jobs in the area.'Scotland has become a European leader in terms of telephone banking centres and has{{U}} {{U}} 14 {{/U}} {{/U}}itself an excellent reputation. The call centre sector as a whole employs more than 28,000 people at more than 170 sites in Scotland. Taking this into{{U}} {{U}} 15 {{/U}} {{/U}}, it seems likely that this new centre will be another success story.

单选题WhendidTescostartexpandingacrossmainlandEurope?

单选题The expert says that ... a. the technology to make machines quieter has been available since the 1930s. b. the method for making machines quieter has only recently been developed. c. the technology for quietening machines has only now become commercially possible.

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单选题What'stheespeciallybigissuethatholdsbacktheInternet?

单选题AdvertisementToo much to read! It's impossible to find time to read today's top business books--and thousands are published each year. Yet not keeping up with those books could be a serious and (19) mistake. Often the ideas and insights they contain are (20) nowhere else. But how can you even know which (21) are worthwhile--let alone find time to read them?Fortunately, there's a (22) -- Soundview Executive Book Summaries. It really works. In fact, it's guaranteed to (23) . It is ingenious and essential. Every month, you receive two or three quick-reading, time-saving summaries of the best new business books. Each (24) all the key points in the original book. The big (25) instead of 200 to 500 pages, the summary is only several pages. Instead of taking five, ten or more hours to read, it (26) just 15 minutes.Of the thousands of business books published (27) only a (28) are really worth reading. To save your time, our Editorial Board goes (29) them all eliminating 90%. Our (30) are high, and the criteria rigorous.When a book meets all our (31) , we prepare a summary, instead of a review or a digest. You get a skillful distillation that (32) the content and spirit of the entire books. The titles cover every subject of (33) to business people today. There's nothing else like Soundview Executive Book Summaries.

单选题Morning, noon and night The long-hours culture at work Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have the kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves. 'I can quite easily achieve my work within a normal day, but I don't like to draw attention to it,' says one sales manager. 'People looked at me when I left at 5 o'clock. Now, I put paperwork in my bag. People assume I'm doing extra hours at home.' But more typical is Mark, who works as an account manager. He says, 'My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part-time. The idea of an eight-hour day makes me laugh!' He says he has thought about going freelance but realises that this doesn't guarantee better working hours. Professor Cary Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect on their health, relationships and productivity. Professor Cooper is critical of the long-hours culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence to support this. 'In fact, the evidence shows that long hours make you iii.' There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. 'There are always things to do. You just have to make the rule that on certain days you go home early.' Prioritising work and doing essential tasks first helps, he says. He also thinks it's time to criticise bad employers and unreasonable terms of employment. 'By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work.' Personal development coach Mo Shapiro agrees that communication is important. Staff need to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognises, however, that in many organisations the response might well be, 'If you want more interests outside work, then find another job'. She believes that senior staff have a duty to set an example. 'I recently worked for a firm of solicitors where the partners started at 7.30am. What kind of message is that to send to the staff?' She believes there is no shame in working sensible hours - in fact quite the reverse. 'Some people might be in at 7.30 but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computer switched on, even after you have left the building.'

单选题Business Consulting A This book explores the new shape of consulting. It examines why organisations use consultants,how consulting firms compete and what consultants do. Based on hundreds of interviews with the managers who hire consultants and the people who run consulting firms;it offers an autthorita-tive analysis of this most shadowy of professions.It also provides invaluable practical advice on what organisations need to do to get the best out of the consultants they use and what consulting firms need to do to achieve the best results for those they work for. B Brands and Branding This book argues that because of the power of not-for-profit brands like the Red Cross or Oxfam, all organisations should make the brand their central organising principle, guiding every decision and every action. As well as making the case for brands and examining the argument of the anti globalisation movement that big brands are bullies which do harm, this book review of best practice in branding, covering everything from brand positioning to brand protection, visual and verbal identity to brand communications. C Emerging Markets Using the real experiences of companies wherever possible to illustrate the points it makes, this extensively updated and revised second edition of this book is aimed at both managers who are involved in entering emerging markets for the first time and managers who are already operating in them It will serve as a guide on how to avoid mistakes other companies have made and how to detect weaknesses in current emerging market strategies. D Essential Director Managers may run a company but it is the job of directors to make sure it is well run and run in the direction. This lively and accessible guide to the important subject of corporate governance shows what needs to be done to ensure high standards and how to do it. It is aimed not only at directors, but also at managers and stakeholders in every kind of business and organisation.

单选题Suggestions for Effective Meetings Meetings are windows on the soul of business: they reveal the quality of its management. Well-organized, well-conducted meetings bespeak an effective organization. Meetings afflicted with sloppy planning, flimsy agendas, and fuzzy expectations indicate a not-so-effective one. Here are some tips for tightening and energizing your meetings: Prepare smartly. At Intel Corporation, those who call a meeting must first assess whether the meeting is necessary. They'll e-mail ideas to a few people for comments and suggestions, draft an agenda, and then distribute it to a wider audience for revisions. The result is a one-pager containing the meeting's purpose and goals, subtopics with time frames for each, a list of attendees, and what each one should bring to the table. It's distributed in advance to attendees and to the appropriate business-unit chief, who might later check it for quality. Stand up and create. You don't always have to meet in an airless conference room. Senior executives at Ritz-Carlton in Atlanta gather each morning in the hallway outside the president's office for a ten minute "quality talk." Managers at Cabletron Systems have mastered the art of the stand-up meeting. No seats, just solutions. The food teams at Whole Goods Market stores meet weekly to forecast the financials, but when they're behind schedule, they might meet in the frozen-food aisle. Get creative; shake things up. Consider hosting your next brainstorming session outdoors. Make rules. Create roles and policies to stimulate discussion and keep it on track. A facilitator equipped with a watch or egg timer leads the discussion. A scribe takes notes on a dry-erase board. Intel also has a gatekeeper who makes sure everyone has a chance to speak. Of course, employees need to feel they can speak honestly without retribution. Springfield Manufacturing Corp has a no-griping policy to ensure that comments are positive and objective. At Foldraft Co. , managers dressed as referees call timeout when speakers at all-company meetings stray from the topic at hand. Follow up. At the close of Intel's meetings, attendees are encouraged to mentally answer questions posted on conference room walls. Why was I here? What was my role? Was I well prepared? What was resolved? The process helps people clarify their thoughts so they can contribute to the meeting-minutes document, which is posted on internal Web pages within 24 hours. This one-page summary lists key issues, decisions made, action items, expected results, firm deadlines, and the next meeting date. All these are for tracking purposes. According to the surveys by the Wharton Center for Applied Research, managers report that only 56% of their meetings are productive, and that 25% would have been more effective as conference calls, memos, e-mails, or voicemails. Conclusion: the cost of misguided meetings is high. When meetings aren't paying off, explore your options and make substitutions. Kris Burton of Total Restoration switched to a combination of broadcast voicemail and follow-up memos when the cost-to-payoff ration for weekly meetings shot up. He explains. "The system is easier and much less costly./

单选题MarketingMergers agencies find out whether there is a demand for a product and what sort of demand it is. They will want to know if there are competitors to the product they are going to place; who will use it--men, women, or both; will there be only one section of men or women who will use it, would a low price (19) more customers, or would they need to add something to it to make it popular, or change its packaging— (20) it? For the (21) to these and other questions they will make a survey--an examination--of the market. The survey most people are (22) with is the questionnaire; where a (23) --a specially selected group of people--are asked questions about products they use: and why they buy them. But market research techniques can be more complicated than this, (24) for example, a group of people discussing a subject, say, (25) hygiene, to find out if a new toothpaste will sell. Tests may be made by giving away (26) samples of the new product, or reactions to a brand name--the name of a product--may be studied to find out whether a new product will be (27) on the market. From the information (28) , the marketing companies can prepare their advertising campaign--the (29) plan.There are two types of advertising--product and brand advertising. Product advertising tells people that a new invention or device is being sold. Perhaps a new design of typewriters with special (30) or a new pen that is easier to use. Brand advertising tells people there is a new name on the (31) . A product, what it does, and how it is made, could be the same as (32) , for example, soap powder, but its name is different. In the UK there are basically (33) two detergent, or soap companies which produce hundreds of brand names for powders that are really the same product.

单选题In the world, soccer of football is the most popular sport. This is because many countries have wonderful teams for the World Cup. The World Cup is held every four years. To remember 2002 FIFA World Cup, children from different countries and more than 60 children from Japanese schools came together and spent three weekends drawing a big picture called "Dream (梦幻) World Cups" in Japan. The children drew animals, flowers and people playing soccer under a blue bright sky. They wished each football team good luck by drawing the flags (旗帜) of all the countries that will take part in the World Cup in Japan and South Korea. The picture was put up in a park near a playground in Yokohama. Some football teams will have games there. Are you a football fan (迷)? The World Cup makeds more and more people interested in football Teenagers (青少年) like playing and watching football. Many of them love some football stars so much that they get the pictures of their favourite players on the walls of their rooms. That is the way to show their love for the World Cup as children in Japan.

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单选题Human Resources Policy CBA Bank was the largest financial institution to sign the employers" "People Come First" code of practice in the early 1990s. In doing so, it committed itself to the highest standards in human resources practices such as the communication of company 1 to employees, the setting of individual training and personal 2 plans, and the holding of regular performance 3 for all staff. Like other organizations, CBA is replacing the traditional hierarchy with a flatter organizational structure which gives employees more broadly defined 4 within the company. The change is offering employees greater opportunities for work in cross-disciplinary project teams. As a result, interpersonal 5 are extremely important. The policy seems to be working. There is a great deal of goodwill among employees, who 6 the fact that customer satisfaction is the organization"s chief aim. CBA claims to pursue this aim for its own 7 rather than as a means of earning profits for shareholders. An ability to relate to all kinds of people is the most important attribute CBA looks for it 8 recruits. Graduates are 9 for a two-year period and exposed to all 10 of retail financial services. By the end of this training period, they will have taken their Institute of Banking examination and, if they have 11 their performance targets, they will have 12 a job at the bank. "On the whole, we are not looking for people straight out of college," says human resources manager Mary Kemp. "We would prefer that they had 13 some experience of life and had taken a year out between school and college to travel or do some kind of work." The company has recently introduced a new policy on pay, and it is now 14 to performance through bonus schemes, with the objective being to 15 employees for their achievements and effort.

单选题InherjobasrecruitmentmanageratBCF,KateKidman