填空题· Read the text below about the life cycle of a product.· In most of the lines41-52thereisone extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.· If a line is correct, write CORRECT on your Answer Sheet.· If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet. {{B}}The product life cycle{{/B}} Products have a limited life, not only from the consumer's viewpoint, but also when as far as the producer is concerned. For example, a particular model41. of car might last 5 years before production is stopped and it is replaced42. for by a completely new model. New inventions and technology43. have to made many products obsolete. Fashion can be another major44. as influence on the life of a product. Some products survive because45. they now sell after in different areas. Products, since they have a46. limited life, all have a life cycle. It is obvious that different products47. are last for different lengths of time but their life cycles have certain48. common in elements which can be described as the introduction, growth49. and maturity stages. The length of the product's life cycle can often be50. extended by a modifying the product in some way and this is often done by51. companies to keep their products on the market for a longer period.52. Provided that the product remains so competitive, this can be much less expensive than developing a new model.

填空题{{B}}PARTONE{{/B}}·LookatthestatementsbelowanddescriptionofsomeoftheEurope'sfastgrowingcompaniesontheoppositepage.·Whichcompany(A,B,C,DorE)doeseachstatement1-8referto?·Foreachstatement1-8,markoneletter(A,B,C,DorE)onyourAnswerSheet.·Youwillneedtousesomeoftheselettersmorethanonce.{{B}}ACityRefrigeration{{/B}}In1985,WillieHaugheyandhiswifestartedasmallbusinessprovidingpubsinnortheastEnglandandScotlandwithrefrigerationandtechnicalservices,investingabout$100,000thatWilliehadmadebyworkingforaCarderair-conditioningbranchinfilescorchingPersianGulfstates.Almosttwodecadeslatex,thetwoarerunningamajorcompanywithblue-chipclientsfromtheirbasehiGlasgow.Willie,whoservesasexecutivechairman,saysthatCityRefrigerationHoldingsLtd.,withcloseto10,500employees,willbringinsome360millioninrevenuesthisyear.Earningsbeforeinterestandtaxeswillbeanestimated11million.{{B}}BNewWave{{/B}}NewWaveGroupisridinghighthesedays.TheSwedishclothingcompanysellsamixofmoderatelypricedcasuallines,workmen'sgear,andsportswearin12countriesfromChinatoSwitzerland.Saleshavebeenincreasingata41%annualclipsince1990,andthecompanyisoncoursetodothesamethisyear.Injustthefirsthalfof2004,saleswereup20%,to117.8million,whileprofitsgrewbythesamepercentage,to9.3million."They'vebeenquitesuccessfulaterectingnewmarkets,"saysLarsFrick,aretailanalystatKaupthingBankinStockholm.{{B}}CFormulaServizi{{/B}}FormulaServizi,foundedin1975asanine-womancleaningco-op,hasseenitsrevenuegrowsteadilyinthelastseveralyears,reaching27.8millionattheendof2003,whileprofitsgrewfrom855,000in2000to3.4millionlastyear.OneoftheelementsbehindthefastgrowthofFormulaServiziisitscooperativeownershipstructure.Outofatotalof1,291employeesmsoftheendoflastyear—87%ofthemwomen—morethanhaftarepart-ownersofthecompanyandareinvitedtoparticipateinitsdemocraticdecision-makingprocess,votingonstrategyandinvestmentdecisions.Thisdefinitelyhelpsmotivateworkers.{{B}}DEurofins{{/B}}Madcowdisease.Geneticallyalteredcrops.Foodadditives.Whoknowswhat'ssafetoeatanddrinkthesedays?EurofinsScientificdoes.BasedandsetupintheFrenchcityofNantesin1988,Eurofinsisoneoftheworld'sleadingbioanalysisgroups,testingeverythingfromfruitjuicetopharmaceuticals.Withprofitsof1.6millionlastyearonrevenuesof168.7million,it'sridingasurgeindemandforbiotesting,asgovernmentsandindustryseektoreassurethepublicaboutthepurityandsafetyoffoodanddrugs.{{B}}EArupGroup{{/B}}Foundedin1946bySirOreAmp,aBritish-bornengineerwhostudiedinGermanyandDenmark,thefirmhasgonefromasmallengineeringdesignoutfittoaglobalplayerwithannualsalesof592.8million.Amp's7,000employeesarematteredacross73officesin32countries.Businesshasbeenparticularlybriskinrecentyearsbecauseofthefirm'sholisticapproachofemployingengineers,architects,andecologists.Salesjumped44%inthethreeyearstoMarch,2003.Yetthefirm,whichisprofitable,isn'tevenconsideringaninitialpublicoffering.Amp'stopexecutiveslikelivingwithout"watching-the-share-pricepressure."

填空题______

填空题What Work Environments Do? Work environments are than as varied 1 there are types of businesses. 2 it is a large corporation with multiple departments and locations, or a small business with only a handful of employees, different work environments seem to serve different purposes. If your company is experiencing increased or high turnover rates, it is important to look at all of the aspects that could be affecting employee satisfaction, but do not overlook the impact and influence the environment could have 3 the situation. The work environment can include various factors—the lighting，furniture, colours, smells, sounds—everything that makes 4 the environment where work happens combines into 5 an overall effect. Some things cannot be helped, of course. For example, a business that specialises 6 auto-body repair and autopainting is going to have the equipment needed to get the job done, as well as some pretty strong odors of paint. There are things the employers can do 7 minimise the effects but they will likely not be completely eliminated. One would assume that individuals who are highly sensitive 8 this environment would not want to work there and 9 employees will understand the realities of the work environment. When employees expect a certain type of environment and get something very different, problems can result. Those expected to work in a quiet, functional office but who find themselves 10 in an office environment that is loud, chaotic, with strong fumes coming from a nearby shop or other coping with other uncomfortable environment realities may soon be looking for alternative work.

填空题Loyalty is one of the problems that confront many companies nowadays.

填空题· Read the article below about telephone skills.· For each question 31-40 write one word in CAPITAL LE'I'I'ERS on your Answer Sheet. {{B}} How to deal with difficult people on the phone{{/B}}One of the skills required of today's successful business people is the ability to deal with difficult people on the phone. The Reed Employment agency has come{{U}} (31) {{/U}}with some advice to help business people get the best from the caller.First of all, accept that people can be rude when they are{{U}} (32) {{/U}}pressure. Try to find out{{U}} (33) {{/U}}they are angry - even if you have to guess. And, importantly, never get angry back. Many problems are caused by a simple misunderstanding. Therefore it is essential{{U}} (34) {{/U}}remain calm so that you can get to the root of the problem and thus have{{U}} (35) {{/U}}better chance of resolving it, Understand that maintaining your calm is much easier than it sounds - but you can prepare{{U}} (36) {{/U}}designing a strategy. Most call centres train staff{{U}} (37) {{/U}}these techniques; other office workers need to train themselves. The trick is to be really nice back{{U}} (38) {{/U}}that they end up thanking you for your help, understanding and assistance.Secondly, listen carefully and empathise with the person making the comlaint. You don't{{U}} (39) {{/U}}to compromise your company or your colleagues just because you show understanding. Agree to a course of action and stick to it and, finally, always try to be courteous. Sometimes you are the one{{U}} (40) {{/U}}will have to apologise and you just have to accept that.

填空题{{B}}How to approach Reading Test Part Five{{/B}}· This part of the Reading Test tests your grammar.· 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· Then read the text again, and write down one word for each gap. Make sure the word fits both the meaning and the grammar· Read the text below about improving employability through personal branding· For each question 31 - 40, write one word in CAPITAL LETTERS on your Answer Sheet. {{B}}Personal branding{{/B}} Today's society is geared increasingly towards the individual, and that means you have to find ways to stand{{U}} (31) {{/U}}from the crowd in order to compete. Developing your personal brand is one way. Branding has moved a long way{{U}} (32) {{/U}}it meant simply building recognisable product names. Brands now represent whole worlds of meaning. And that's just{{U}} (33) {{/U}}you need to do if you want to be visible among the masses.'We live in a competitive climate, not least in the world of work,' says Helen Trevaskis, identity consultant for brand consultancy Smith and Milton. 'Employers are{{U}} (34) {{/U}}just looking for skills, but for different qualities too. More young people have degrees, and you'll find many other candidates with the{{U}} (35) {{/U}}skills and qualifications as you.' Personal branding is a form of self-presentation, but it must be done naturally, making it more{{U}} (36) {{/U}}just superficial. 'You need to{{U}} (37) {{/U}}a good look at yourself and ask fundamental questions,' says Trevaskis, 'such{{U}} (38) {{/U}}, who am I? What are my strengths and weaknesses? From the answers, decide where you want to be positioned in the world, and precisely{{U}} (39) {{/U}}you want others to see you.' Over time, you can learn to create your own brand identity to make{{U}} (40) {{/U}}more memorable. It's a particularly useful exercise at times of change in your career.

填空题is made possible by shipping to services. The business of foreign trade shipping

填空题· You will hear five different people talking about advertising campaigns.· For each extract there are two tasks. For Task One, choose the method of advertising they have chosen from the list A-H. For Task Two, choose the purpose of the advertisement from the list A-H.· After you have listened once, replay the recording. {{B}}Task One - Method of advertising{{/B}}· For questions 13-17, match the extracts with the methods of advertising, listed A-H.· For each extract, choose the method they have chosen.· Write one letter (A-H) next to the number of the extract.A. televisionB. radioC. national newspaperD. local newspaperE. the internetF. posterG. direct mailH. free samples

填空题· Read this text taken from an article about the importance to companies of not losing their employees' knowledge.· Choose the best sentence from the opposite page to fill each of the gaps.· For each gap (9-14), mark one letter (A-H) on your Answer Sheet.· Do not use any letter more than once. {{B}} Protecting the corporate memory{{/B}}{{I}} Many companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage. {{/I}} Many staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts? First, they need to recognise the problem. A downturn in the economy exposes many companies' lack of commitment to understanding and using their people's knowledge. When companies feel they're in a crisis, it is one of the things that goes by the board. Unless, that is, they've made it a routine or suffered because of losing knowledge in the past. Next, any attempt to stop knowledge walking out of the door must be handled sensitively. {{U}}(9) {{/U}} Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security. Strong incentives are needed to coax people into divulging their expertise when being dismissed. {{U}}(10) {{/U}} At first sight, this might seem excessive, but the disadvantages should be weighed against the benefits. Of course, not all knowledge can be captured by the organisation and turned into a process. {{U}}(11) {{/U}} To find out who these 'knowledge hotspots' are, companies need to question their staff and analyse their social networks. Companies shouldn't ask employees what they know, but who they would ask if they wanted to know about different subjects. {{U}}(12) {{/U}} And, more importantly, the process reveals the others who always know somebody who knows. The latter can be high on the list for redundancy because managers are unsure what they do, or because they appear to be weak performers. {{U}}(13) {{/U}} People like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to be star performers. If those at the centre of knowledge networks come to be seen as the most valuable people, those who keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. {{U}}(14) {{/U}} In such companies, the incentive to share knowledge should be even greater when jobs are under threat. For some companies, it may be too late to salvage important knowledge. Building a culture where knowledge is understood, valued and shared can take a long time. Now may be the time to prepare for the next downturn. A. Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B. This approach enables them to identify those with a limited number of network relationships.C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D. This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all. But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H. When companies feel they're in a crisis, it is one of the things that goes by the board.

填空题·Read the article below about Newtown.·For each question 31-40,write one word on your Answer Sheet. {{B}}"Slugging It Out In Japan" by Warren Cromartie with Robert Whiting{{/B}}Rodansha International Press, Tokyo and New York, Y 3,000 (US $ 22,50) This book is the story of how Warren Cromartie, a 29-year-old African-American major league baseball-player from Mia- mi, made good in Japan. It is also a tale of how this good-natured, plain-spoken player came to eventually understand and like the Japanese and their way of life, of which "Cro" learned the meaning of being a team player in Japan, "a group person."Someone once wrote that if white Americans wanted to understand the black experience in the US, they should try living in Japan," writes Cro, summing up the problem he faced, being non-Japanese first and foremost, and black second. He knew what he was writing{{U}} (31) {{/U}}Cro is a child of Liberty City, the tough ghetto of Miami, He{{U}} (32) {{/U}}up in a broken home, with a stepbrother who{{U}} (33) {{/U}}time in jail for armed robbery. Following in the footsteps of his neighbour Cassius Clay, Cro used his athletic skill as a ticket to a better world. Rising steadily in the baseball circuit, he had a success full seven years with the Montreal Expo team{{U}} (34) {{/U}}there were a number of personality clashes with his coaches and some of the other players. Then in 1984, the Giants, Japan's premier team, offered Cro more money.{{U}} (35) {{/U}}any American team would to join them. He went.Soon Cro was stuck in a cramped apartment in Tokyo, photographers ever ready outside his door, his days composed of endless, exhausting practices and long, slow games where he would be{{U}} (36) {{/U}}to taunts from the terraces.More than any other Japanese team, the Giants put a premium{{U}} (37) {{/U}}team harmony and mental training as well as the physical side of play. Young pitchers would be forced to throw fast- bells for hours before a big game. The same training films would be shown day-in, day-out. Coaches would repeat identical speeches before every game.{{U}} (38) {{/U}}Cro and other foreigners were allowed some leniencey, their tolerance for that kind of treatment was much lower, and their attitudes were quite different. "If you smiled, someone would criticize you for not being serious enough," Cro says of Japan's sports press. "If you scowled, some writer would attack you for disrupting team harmony. God forbid fooling around."Cro's six-season stint gradually taught him in the end to become a team player, winning praise not only for helping to boost the Giants standing in the league, but for becoming well attuned to Japanese mores and attitudes. Much to his own surprise, he felt the he had learned to .fit in , and the Japanese had learned to respect him. "I got the impression{{U}} (39) {{/U}}now I has endured six years in Japan, taking everything that had been thrown my way, the Japanese has finally decided to adopt me." he writes."People back home have told me that I have a different attitude than I used to. Mind you, I'm still not the type of person to hold everything in. I express emotions. I moan, I'll still curse, which is something the Japanese never do but , living in Japan, I've tried to tone it down," say Cro. "Slugging It Out" nicely combines a treatise on personal growth and international understanding with amusing stories about a bevy of colourful characters. It{{U}} (40) {{/U}}a keen insight into both the way the Japanese play baseball and the way they outsiders.

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填空题How to Handle Customers' Complaints... Complainers can damage a company faster than you can say "I'm sorry." But the companies with savvy are turning them into loyal buyers. Fred Jerome survived a frequent flyer's nightmare. Boarding at 9:30 Pan Am shuttle in New York one morning, he expected to arrive in Boston in plenty of time for an afternoon of business meetings. However Logan Airport was blanketed in fog and the pi- lot circled for two hours before landing in Hartford Connecticut, to refuel. "No one may leave the plane" the pilot announced, frustrating passengers who wished to switch to a rental car or use a telephone. When he then said he was returning to La Guardia Airport some passengers protested in fury. He relented and finally landed in Boston about 4pm. Jerome caught a flight home and arrived in New York at 6.30. His day was ruined and he was exhausted and angry. What should the company do for angry customers? to those who have tackled the issue almost anything it can. (9) Simply listening to complaints boosts brand loyalty that is, a customer's tendency to buy again. "The key is getting customers to complain to the company rather than just to their friends", says John Goodman president of a consulting firm that has been studying corporate complainers for over a decade. (10) The average return for makers of consumer durables like washing machines and refrigerators is 100%. In other words, if manufacturers spend $1 million on handling complaints, they get $2 million in benefits. For banks it is as much as 170%. The payoff can be even higher in retailing where top quality service is essential for keeping customers. Maryanne Rasmussen, vice president in charge of world-wide quality at American Express says, "The formula I use is' Better com- plaint handling equals higher customer satisfaction equals higher brand loyalty equals higher profitability."The growing evidence that customer happiness affects the Profits and Loss report is one reason that firms like Coca-Cola and British Airways have invested billions of dollars to improve complaint handling. (11) Pan Am's response to Fred Jerome was a case study of how not to handle complaints, At the end of Jerome's 9 hour ordeal, a Pan Am steward advised him to complain to the customer service unit at the airline's New York Headquarters. Jerome went to the headquarters only to be told that Pan Am's LaGuardia Airport office handles complaints about the shuttle service. (12) He finally reached a representative who told him coldly, We are not responsible for delays caused by the weather.Jerome expressed his frustration by writing a column for the New York Times. (13) John Siefert, a vice. president of the Eastern Air Lines shuttle, sent Jerome a sympathetic letter of. fering him a free flight. Jerome declined. I would have been happy with an apology from Pan Am he says. Pan Am Says it wrote to Jerome. He says he still has not heard from the airline and now will fly the Pan Am shuttle only as a last resort. (14) 80% of complaints are from travelers who are dissatisfied with the airlines' responses to problems. Interestingly the three airlines including Pan Am, and Eastern which lest the most money last year also attract the most consumer complaints. Far fewer complaints come from fliers on the healthiest US airlines. Dan Smith director of consumer affairs at the International Airline Passengers Association in Dallas, says these carriers satisfy unhappy clients by always giving a full explanation if they can' t comply with a request for action.A What should the company do for angry customers?B Studies show customers tell twice as many people about bad experience as good ones, so complainers who are left unhappy can ruin a company's image.C Customers seem to appreciate companies more if top managers hear their complaints.D some 20 letters and calls from other annoyed air travelers.E The person he tried to contact at the airport was not there, and omitted to reply to a message Jerome left.F The firm used dozens of business factors to calculate the return on investment involved in a company establishing service units that handle complaints and inquiries.G In the airline industry, the correlation between customer contentment and profitability is strong.H Programs include intensive staff training, liberal refund policies and ways of helping customers make complaints to the company like free phone calls.

填空题 Technical writersTwenty years ago, there were only a few technical writers and they were employed to write complicated specifications for computer programmers or aeronautical engineers. These days (31) is a rapidly expanding profession and technical writers are in great demand. They are now involved (32) producing all kinds of documentation, from the user guides that come with word processing packages (33) sophisticated online tutorials. Surprisingly, it is not always necessary to have (34) strong technical background in order to become a technical writer. However (35) are certain skills which every technical writer must possess.Firstly, it is very important to be able to write well. This means (36) only knowing the basics of spelling, grammar and punctuation, but also having the ability to condense and organise complicated information to (37) it simple to understand. A good writer must also be able to cope with meeting tight deadlines.As far (38) career prospects are concerned, after gaining valuable experience, many technical writers have the opportunity of taking on management roles. They may then (39) responsible for the work of other writers within a particular company, or they may prefer to become contractors. This means selling their services through an agency employing many freelance technical writers (40) services are charged to companies at an hourly rate.

填空题Readtheinterviewswithtwoexecutivesaboutbusinesstravel.Matchthestatementstotherightperson,AmyNauiokasorTonyBookorboth.doesn'tusepublictransportTonyAmericanAmyNauiokasisthemanagingdirectorofBarclaysWealth,thededicatedstockbrokingarmoftheBarclaysBankGroup.ShetravelsaroundtheUKandtotheUSandAsiaonbusiness.'IhaveabudgetandIbookmytraveldirect.Idoquitealotoflong-haultravel,soIhaveacertainroutineworkedout.IkeepawakeifthegoalistosleepwhenIarriveandIgotosleepifIneedtoworkwhenIgetofftheflight.OftenwhenI'mcomingbackfromNewYorkI'llgetthelastflight,sleepontheplane,arriveat6amandgointotheoffice.I'mquiteluckybecauseIcansleepanywhere.Alsoluckily,whenIgolong-haul,thecompanypaysformetotravelbusinessclass.''IthinktheUKrailsystemismuchbetterthantheoneintheUS;mindyouI'mnotsosureaboutLondonunderground.TheNewYorksubwayismuchmorereliable,itwouldneverjuststopbetweenstationsfornoapparentreason.''Ilikesmall,boutique-stylehotels.Mystrategyistofindahomeawayfromhomeandmyhomeismorelikeasmallpropertythanoneofthesegianthotels.InNewYork,IrecommendtheMercerinSoho.IstillthinkthefunplacetodobusinessisNewYork;Ijustthriveonthepaceandstyleofit.Idon'tthinkyoucanfindabusinessculturethatismoredirect.InEngland,everyoneisverypleasant,butittakesmeabitlongertofindoutwhenthereareproblems.'RenewableenergyentrepreneurTonyBookshunsthetypeofbigcarsusuallyassociatedwithmanagingdirectorsandinsteaddrivesupto30000milesayearinaToyotaPrius,thehybridcarwhichusesabatteryandpetrol.'Publictransportissobad.AtleastinthehybridcarI'mgettingupto600milesonatankofpetrol.Weshouldallbeawareoftheenvironmentandmypethateisthosebig4X4s.'TonyBookistheMDofRiomay,oneofthecountry'sleadingsuppliersofwaterheatingandsolarpanels.HetravelsaroundtheUKandtheworld,particularlytotheFarEast,onbusiness.Hefliesalotthough,whichisbadfortheenvironment.'Ialwaysgoforthecheapestflight,whichIbookmyself,andhavenorealpreferencesforparticularairlines.Idon'ttravelbusinessclassbecauseIcan'treallyseethepoint.Youdon'tarriveanyquickerorfresher.Whenyou'vegotyourowncompanyandit'scomingoutofyourpocket,youtakeadifferentview.Mindyou,I'lllookforupgradesifIcangetthem.''Whenlookingforahotel,Iwantvalueformoney,comfortand,ifI'mstayinginacity,somewhereinadowntownlocation.IlookontheInternetandbookhotelroomsafterseeingavirtualtouroftheplace,butIdon'thaveanyfavouritesorrecommendations.Istayashighupaspossibletogetagoodviewofacity,smogpermitting.IlovevisitingJapan.It'salandofcontrasts:teemingmillionsinthecities,butinthecountry,it'sincrediblybeautiful.'

填空题The Power PrincipleReal power in a company amounts to having the ability to get the objectives you want, through direct action or persuasion. And the truth is that anybody can wield enormous power if they know how. Power comes from understanding all the key players and what objections they might put (31) your way. Treat it like a game of chess: you need to be thinking many moves (32) of your rivals and opponents. People need to feel they have choices, and it is very (33) better that you present your plan with several options (34) than just one. However, only one should be credible, or the others should lead to the same objectives, (35) as to be sure of achieving the result you want. Identify the ultimate decision-maker and anticipate their likely reaction to your proposal, If you feel it won't be favourable you need to work out a strategy to convince them otherwise, either by soliciting influencers - people who can persuade tile key ,decision-maker - (36) by changing their minds directly.But do not ask them directly. You will find (37) very difficult to turn your proposal into reality if they say no. Even the (38) enlightened of people do not like (39) seen to change their minds or to have made a wrong judgement. And this means that (40) was a relatively simple job of convincing them of the merits of your plan becomes an uphill struggle of getting them to admit they were wrong.