金蝉养殖基地-火星人来了

2021年1月20日发(作者：窦群)
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云南财经大学
2010
至
2011
学年第一学期







《商务英语》课程期末考试试卷（试）



B
卷




一

二

三

四

五
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人





Part I.



Direct
ions: IKEA,
the Swed
ish furn
iture
retai
ler, p
romotes a s
ingle
corporate cu
lture th
roughout its international ope
rations. Read the
extract opposite from
an IKEA b
rochure and
make notes und
er the

：

headings.

班
级

A strong and living corporate
culture







IKEA has a strong and l
iving corporate cul
ture. I
t has grown step by s
tep, bi
t by bi
t,
along with our business
idea.
Our culture
and business ide
a ar
e the
cornerstones of our operations. They support and


strengthen ea
ch other. Our corporate cu
lture he
lps us to r
eta
in the
spiri
t and vi
ta
li
ty of the
early ye
ars, and
to cre
ate
a f
eel
ing of belonging in a
large
internat
ional organiz
at
ion. Our corporate cul
ture is
what b
inds us together.




Our corporate culture
is bas
ed on shared values
: a
simp
le
and optimis
ti
c l
ifes
tyle
, a
natural
way if
working and being together, wi
thout imposing exaggerat
ed respec
t
and complic
at
ed regulat
ions. The
key words


are si
mpli
ci
ty and humili
ty, thrif
t,
a sens
e of responsibil
ity, en
thusiasm
and flexibi
li
ty. Perhaps
the most
important
of these
is
simp
lic
ity,
as s
een in
the unpretent
ious way we
associ
at
e wi
th e
ach other. Ther
e are
no sta
tus
：

symbols to crea
te
barriers be
tween
managers
and their fe
llow workers. Our custom
ers do not expec
t to pay for firs
t-cl
ass hote
ls, d
irec
tor
s’ dining rooms and flashy c
ars.

名
It is
important
tha
t a
ll
employees
share our basi
c va
lues. We
take
a
lot of
trouble wi
th recruit
ment.
I
KEA is
an ide
as company. our business ide
a and cu
lture provide us wi
th a
framework, and we
look for people
姓
to build upon and promote our culture. Bu
t we
also w
ant people
who can cu
t
a
cross our organization, who are
strong enough to question, renew and change.
Such people promote deve
lopment
and should be encouraged not
punished.

Internal promotion is s
ti
ll
the
norm, but we
also re
cruit
a number of people from outside. This
is
essen
tia
l for strong expansion. And it provides us wi
th new
impulses.



Keeping our culture a
live
is
managem
ent’s key t
ask. The
best
way is
to s
et
a good example
and care
about the
employe
es.
To s
ee
the person behind the professional.
Caring me
ans l
ist
ening and encouraging new
ideas
and fresh init
ia
tives
, a
ct
ion and a s
ense of responsibil
ity.
Caring a
lso m
eans following up, putt
ing right what
goes wrong. Being ab
le
to prais
e and rebuke.

Our managers must know their
job, and personal
ly
involve the
mselve
s in de
ta
il.”R
et
ai
l i
s det
ai
l.”
Ba
tt
les
are
seldom won a
t desk.

They are won out
in the r
eal
world.

Simpli
ci
ty and effic
iency
are usual
ly synonymous concepts. Today we are
a
long way from our goals. We must put
this r
ight. At
al
l
level
s. Then w
e wi
ll
fee
l happier w
ith e
ach other
and with our t
asks. The

continued success
of IKEA
rests on
the involvemen
t and enthusi
asm of
individual e
mployees. And a gre
at d
eal
depends on our managers’ perceptiveness
and
abi
li
ty to c
are.


Company values


Company polici
es


Staff profile



- 1 -
Part II.


Passage 1: Read the artic
le and
choose one
letter for
the cor
rect
answer:


Making brands work around the world



No-one disagrees with
the
economic ne
cess
ity of geographica
lly ex
tending a product. Not only does
it
incre
ase
turnover but also make
s e
conomies of sc
ale
possible
, thus giving
companies
a compe
ti
tive
advantage
in lo
cal
marke
ts.
But how far do we push the
global
idea?
Should we globalis
e
al
l aspe
cts
of a brand:
its na
me,
i
ts cr
eat
ive
concept
and the product i
tse
lf?


Global branding impli
es
the wish
to ext
end al
l
three
aspec
ts throughout the world. R
arely,
though, is i
t rea
lis
ti
c and profitab
le
to ext
end al
l of them. The
Mars brand, for example
, i
s not absolut
ely globa
l. The

Mars chocol
at
e bar
is sold
as an

al
l round nutritious snack
in
the UK and as
an energis
er in
Europe (different concepts
and positioning for the s
ame
physical
product).Nestl
e adap
ts
the t
as
t
e of i
ts worldwide brands to
loca
l m
arkets.
The Nes
cafe
formulas vary worldwide.


Nowhere is global
isa
tion more des
irable
than
in sec
tors tha
t revolve
around mobility, such a
s the
car
renta
l and a
irl
ine
industries. When
a brand in
these s
ec
tors is
seen
as be
ing interna
tional
, i
ts
authority and expert
ise
are
automat
ic
al
ly ac
cept
ed.
Companies such
as
Hertz,Avis
and Europcar globalised
their
advertis
ing campa
igns by portraying typical
im
ages such
as
the busy execut
ive. An It
al
ian businessm
an wil
l
identify more w
ith
a hurried businessman who is
not It
al
ian than w
ith
an Ita
li
an who is not
a bus
inessman.


The ma
in ai
m of such global
market
ing campa
igns is
not to
increas
e sa
les
but to m
axim
ise profit
abil
ity. For exa
mple,
inst
ead of bringing out different TV
advertis
ements
for each
country, A firm can use
a s
ingle fi
lm for one region. The
McC
ann-Erikson agency is proud
of the fac
t tha
t
it
has sav
ed Coca-
Cola
S90m over the pas
t 20 years by producing commerci
als
with g
lobal appea
l.


Social
and cul
tural deve
lopments provide a
favourable pla
tform for globalisa
tion. When young people no longer identify wi
th long
-estab
lished
loca
l value
s,
they se
ek new models
on which to build
their
ident
ity. They
are
then open to influenc
e from abroad. When
drinking Coca-Cola
, we
al
l drink the Am
eric
an myth
-fresh, young, dynamic, powerful, a
ll-Ameri
can
images. Nike
t
ell
s young people everywhere to surpass the
mselv
es,
to transc
end the
confines of the
ir rac
e and cul
ture.


Globalisa
tion
is a
lso made
e
asier
when a brand is
built
around a cul
tural s
tereotype. A
EG
,
Bosch, S
iem
ens,
Merc
edes
and B
MW res
t se
cure on the '
Mad
e in G
ermany' model, whi
ch opens up the globa
l marke
t s
ince
the s
tereotype goes
beyond national boundaries.
People everywhere a
ssocia
te
the
ster
eotype wi
th robust performance.


Bari
ll
a is
another exa
mple
: i
t
is buil
t on the
c
lass
ic I
tal
ian
image
of toma
to sauce
, pas
ta,
a
carefre
e way of l
ife,
songs and sun. IKEA furniture epitomi
ses Sw
eden. L
ancome expresse
s the
sophisti
ca
tion of the French woman
.


Cert
ain organisa
tional
fac
tors eas
e the
shift
to a
global brand. Amer
ican f
irms, for inst
ance
, are
natura
lly gear
ed towards glo
bal
isa
tion bec
ause marke
ting in
their
huge domesti
c marke
t a
lready
trea
ts Ameri
ca
as a
singl
e ent
ity desp
ite
i
ts soc
ia
l and cu
ltural
differences.


Another organisational fa
ctor conc
erns the way US
companies
first
expanded in EU
ROPE.
Many s
et up European headquarters,
usual
ly based in
Brussel
s or London. From early on Europe was considered
a s
ingle and homogeneous area.


Finally,
a s
ingle
center
of production is a
lso a gre
at
advantage.
Procter
& Gambl
e c
entra
lis
es European production of detergents
in i
ts Ami
ens fac
tory. This maxi
mis
es product standardis
at
ion and enables
innovation to spread
to a
ll
countries
at
once,
thus give
the
company a compet
it
ive advant
age over loc
al
rivals
and ensuring the
continued growth and success
of the brand.


1. To globalise
a brand succ
essfully,
it
is
essen
tia
l
to


A. globalis
e
the product, i
ts na
me,
logo and concept.


B.
choose which parts of
the brand need global
iz
ing.

C.
adapt
the product to
local
marke
t requirem
ents.


D. sel
ec
t a
brand connected wi
th in
ternat
ional
travel.

2. Companies
such as
Hertz
global
ise
their
advertis
ement
by using


A. nat
ional char
act
er types


B. suc
cessful
execut
ives.


C. It
al
ian businessm
en.


D. universal s
tereo
types.

3. What
is
the ma
in a
im of global
market
ing ca
mpaigns?


A. to i
mprove margins.


B.
to maxi
miz
e
turnover


C.
to cut
advertis
ing costs.


D. to in
crease
product appeal


4. Y
oung people are a
good target for globalis
ed products because
they


A. have a
great
dea
l of spending power.

B. dis
tanc
e
themse
lves from trad
it
ional
ideas.


C.
are e
asi
ly influenc
ed by advertis
ing.

D. want
to l
ive an Amer
ican
ised
lifes
tyle.


- 2 -
5. Why have American
companies
been so suc
cessful
at
globali
za
tion?


A. They are
good at adapt
ing products to loc
al
tas
tes.


B. They
choose good locations for European headquarters.


C. They
are
accus
tomed to s
el
ling to
a
large diverse
market.


D. They a
lways c
entral
iz
e production at
a s
ingle f
actory.

Passage 2: Read the artic
le and
choose one
letter for
the cor
rect
answer. Th
en translate
the unde
rl
ined s
entenc
es.


THE AD REVOLUTION WILL
NOT B
E TE
LEVISED

Among most advertisers
, agenc
ies
and medi
a compani
es
there
is a
growing consensus that
the old broadcas
t models
of advertis
in
g are be
ing eroded by the mar
ch of te
chnology and that new models
wi
ll have
to be
found to promote their produ
cts.


Consider the growing ubiquity of broadband access
and the digi
ta
l revolut
ion that
is
fragmenting
tel
evision vi
ewing across hu
ndreds of channels.
Then combine
those tr
ends with
the upsurge in personal video re
corder te
chnology (PVR) and the tendency f
or younger
viewers to w
atch
less
TV
in favour of sharing their own words, pictures,
music
and movies onl
ine.


In the UK, t
el
evision vi
ewing fel
l
in 2005 for the first t
ime
in
the m
edium’s history. The de
clin
e was
most pronounced among
those aged 16 to 24. In the US
, where broadband penetrat
ion is
even more widespre
ad, those
under 25 now spend more time on the
Internet

than wat
ching te
levis
ion. The
effec
t of thes
e changing medi
a habi
ts
is now having a m
at
eria
l effe
ct on advert
ising spending.


But a
ccording to Ne
il Jones
of media
agency,
Cara
t UK,
and others a
t
the sharp end, big
companies
like
Coc
a
Cola
and Unilever
are
ac
tive
ly r
educing the
amount they spend on t
elev
ision in f
avour of boosting their Int
ernet budgets and so
-
ca
ll
ed ‘direc
t response’
advertising
–
anything from online v
iral
ads to
tradi
tional
ma
il
campa
igns.


Unilever,
the consumer goods giant, h
as sa
id tha
t during the
las
t five
years
around a fifth of its
£300m ad budget was shift
ed out of te
levi
sion and into outdoor posters, online
advert
ising

and sponsorship, such as Flora’s
long
-running associat
ion with
the London
Mara
thon. Meanwhile
,
the PVR
effec
t
is st
art
ing to make
i
ts presenc
e fe
lt now tha
t
the devi
ces,
which
al
low viewers
to e
asi
ly
record shows as we
ll
as pause
and rewind l
ive T
V
,
are
in a m
eaningful number of homes. Over 1.3 m
il
lion people now use
the
technology, with the

majority f
ast forwarding through adverts on recorded shows.

Increased broadband penetration and download speed are
only lik
ely
to ac
cel
erat
e
the tr
end for on
-demand v
iewing. Channel 4
chief
execut
ive Andy Duncan recently forec
ast
tha
t by 2016 ‘the majori
ty of al
l programmes wi
ll
be consumed
in
an on-demand way,
whether through personal video recorders or video
-on-
demand over the Internet’. As
the
boom in search
-based
advertis
ing on the Interne
t has proved, if
advertis
ers are
sure tha
t
they are
ac
curate
ly, t
argeting a
rec
eptive
audienc
e they w
il
l pay a
huge premium.
Meanwhile
event

tel
evision, whi
ch view
ers wi
ll
tune on to wa
tch
live,
and could be
anything from the World
Cup to
Dancing on Ice
w
il
l becom
e incr
easingly vi
ta
l.


As a resul
t of the
se
trends the
amount spent on
tradit
ional
te
levis
ion advertis
ing on the ma
in channe
ls i
s dec
lining, whi
le
the
amount spent on
the web
is booming. Advertising experts
are
agreed
that brands wi
ll
incre
asingly have
to engage w
ith
individual consumers
rather than hoping to c
at
ch the
ir at
tent
ion with
tradi
tional
ca
tch
-a
ll
ads.


Advertisers are
demanding a
more holis
ti
c view
from their
agenci
es,
asking them
to
consider how to tap
into young
er consumers via blogs, soc
ia
l networking si
tes,
advert
iser
-funded content and viral
advert
ising. The
l
att
er, which
involves mak
ing branded messages
so engaging and interes
ting tha
t web us
ers fee
l compe
ll
ed to s
end them on to fri
ends, has
come of age
durin
g the past
two ye
ars. ‘We’re se
eing a
new wave
of intere
st be
cause
brands are looking for new forms of media
and new market
in
g te
chniques,’ says Wi
ll
Jeffery, Managing
Director of vira
l advert
ising agency
Maverick.


In the short term
, Hass
el
l, d
irec
tor at
digit
al
agency
Ralph, be
li
eves
that
advertis
ers wi
ll
incre
asingly re
leas
e
adverts on the Int
ernet f
irst
as a
me
ans of crea
tin
g a
buzz
around a particul
ar c
lip.


1.

2005 was a signific
ant ye
ar for te
levis
ion in the
UK bec
ause

A.

it w
as the
year Int
ernet use
overlook tel
evision vi
ewing.

B.

spending on TV advertising decl
ined.

C.

viewing figures peaked and s
tart
ed to de
cl
ine.

D.

the 16 to 24 age group watched more
te
levi
sion than before.

2.

In the future, big globa
l compani
es wi
ll

A.

move away from TV to
al
ternat
ive advert
ising m
edia.

B.

sti
ll use
t
elev
ision to
est
ablish
their brands.

C.

try to t
arget
their
advertis
ements
more prec
isely.

D.

return to non-br
oadcast m
ethods lik
e dire
ct
mai
ling.

3.

The growing use of PVRs me
ans tha
t
tel
evision vi
ewers

A.

skip through the advertisem
ents w
ithout looking at
them.

B.

are exposed to
a bigger range of advert
isem
ents.

C.

can get
advertis
ing on demand.

D.

can pause
and rewind advertis
ements.



- 3 -
4.

The other growing area of opportunity for advertisers
is

A.

outdoor advertising

B.

ice
dancing.

C.

big live
sporting events.

D.

football.

5.

Advertisers in
the future w
il
l ask
their
agenci
es
to a
ttra
ct
the young

A.

with a
range of new Internet-bas
ed medi
a.

B.

with more fri
endly messages.

C.

through chat rooms.
D.

using computer viruses.


Translate the und
erl
ined
sentenc
es
into Chines
e:

1.

Then combine those
trends wi
th the
upsurge in personal video recorder t
echnology (PVR) and the
tendency for younger viewers to wat
ch le
ss TV
in f
avour of sharing their own words, pictures,
music
and movies
online.


2.

The effec
t of thes
e changing med
ia hab
its
is now having a
mat
eria
l
effect
on advertis
ing spending.

Part III.

Direct
ions:



Look at the sentenc
es be
low and the five
news bu
ll
etins.



Which bu
ll
etin does
each s
entenc
e r
efer to



For each s
entenc
e 1
-5, mark one
l
etter A,
B,
C, D or
E

1.

This
company wil
l be
working with
a gov
ernment organization.

2.

This
company
’
s decis
ion to rest
ructure
wil
l r
esult
in staff shortages.

3.

This
company is to r
educe
the nu
mber
of administ
rative posts.

4.

This
company wil
l s
el
l off assets to offset poor financial
resu
lts.

5.

This
company has made
cuts whi
ch are unpopular
with s
enior staff.


A
Taler to cut UK
workforce

Taler
Chemi
ca
ls,
the Anglo
-German
industrial
chem
ica
l
company, announced yesterday tha
t i
t
is
to cut
600 blue- collar
jobs in
a ser
ies
of downsizing measures
at
thre
e of i
ts
Brit
ish pl
ans. The
news co
incided w
ith confirma
tion th
at
the
company also pl
ans to d
ispose of
its
loss-making opera
tions,
C
apPaints
,
the
industria
l
solvent
and pain
t div
ision.
This
restruc
turing comes
as

the
company reported a
sharp drop in
pre-tax profits. A
ccording to
a
comp
any spokesman,
the
proposed joint ven
ture wi
th DT
R
Internat
ional,
one of T
aler

Chemi
cal
s
’
main
competi
tors,
is l
ikely
to be she
lved.



B

Merger
creates
Hungarian software powerhouse

Silcom
has fina
li
zed m
erger t
erms wi
th AR
ER
to
crea
te
one of Hungary
’
s largest computer
software
companies. De
ta
ils
of the
merger are
expec
ted
to be r
ele
ased
la
ter
today. However, i
t
is be
li
eved tha
t S
il
com
’
s plans
to break
into France
and Germ
any have been put

on hold for the tim
e be
ing and tha
t m
ajor job
losses w
il
l soon be announced. Si
lcom
looks set
to benef
it
from the m
erger wi
th ARE
R,
which has
rec
ently be
en awarded
a number of ma
jor contrac
ts,
inc
luding a contra
ct
with
the Hungarian
Ministry for Foreign Affairs,

which wil
l be worth
in exces
s of $$345,000 f
or the company.

C
Profit warning at LYT Int
ernational

L
YT Int
ernational
, one of
Europe
’
s leading
Managem
ent Tra
ining Organisa
tions, has
warned shareholders
to expe
ct
a fa
ll
in ful
l ye
ar profits.
The
company, whos
e flagship
train
ing centre
in
Copenhagen is
currently be
ing
modernised and refurbished, m
ade
an int
erim

profit of $$12m, compared wi
th $$23m in
1998. In response to
its
poor financia
l r
esults
,
L
YT
has
announced plans to
cut
jobs
in
i
ts Fr
ench and Spanish
centr
es.
An employee
spokesman s
aid
that
th
e move
would prove unpopular and tha
t w
ith
insufficient
e
mployees,

some centr
es would struggle
to del
iver the
high leve
l of servi
ce d
emand.


- 4 -

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了

金蝉养殖基地-火星人来了