bec中級(jí)真題第三輯閱讀及答案解析版(2)-文庫吧
2024-12-30 20:27 本頁面
【正文】 （consult customers），any new ideas可以對(duì)應(yīng)于developing a new product, 能夠well received，那么對(duì)于公司來講當(dāng)然就是advisable了。選B。第二題，說為專業(yè)市場(chǎng)生產(chǎn)產(chǎn)品可以增加利潤(rùn)。答案是D段的這么一句：the pany should consider exploiting niche markets to improve its margins這題關(guān)鍵是要理解一個(gè)市場(chǎng)的 含義：niche market?？从⒂⒔忉專篴 small area of trade within the economy, often involving specialized products。improve its margins也就是increase profits，選D。第三題，說Flacks可能需要改變它的一個(gè)設(shè)備的功能。這里答案不是太明顯，是C段 的這么一句：They should also consider refocusing production by using their UK factory for highspecification products。他們也需要考慮通過利用英國(guó)工廠生產(chǎn)高規(guī)格產(chǎn)品來調(diào)整生產(chǎn)焦 點(diǎn)。也就是說，英國(guó)工廠原來不是生產(chǎn)高規(guī)格產(chǎn)品的，即題目說的改變它的一個(gè)設(shè)備的功能。 第四題，說Flacks可以利用現(xiàn)有的技能來進(jìn)入一個(gè)新的市場(chǎng)。答案是A段的這么一句： They need to move into a more promising market, one where demand is growing and where the pany can exploit existing skills and contacts。他們需要進(jìn)入一個(gè)更有發(fā)展前景的市場(chǎng)，一 個(gè)需求增長(zhǎng)并且公司可以利用現(xiàn)有技能和合同的市場(chǎng)。exploit existing skills也就是utilise its current expertise。第五題，說Flacks可以考慮關(guān)閉現(xiàn)有的生產(chǎn)設(shè)備。這題也有些隱晦，答案是這么一句： think about outsourcing all this work abroad。關(guān)鍵就在于outsource這個(gè)詞的意思：turn to outside suppliers or manufacturers外購。既然是要考慮outsource——turn to outside manufactures，那么也就是可以考慮關(guān)閉自己的生產(chǎn)設(shè)備了。選B。第六題，說Flacks應(yīng)該考慮發(fā)展同領(lǐng)先的連鎖商已經(jīng)建立起來的關(guān)系。答案在C段： build on their relationships with the big stores發(fā)展他們同大商店的關(guān)系。第七題，說擴(kuò)展產(chǎn)品范圍對(duì)勞動(dòng)力來講不是問題。答案在A段：They could think about brand extension this would not be a giant leap and the sales force would take it in its 可以考慮品牌擴(kuò)張——這不是一個(gè)巨大的跳躍，在銷售力量的步調(diào)范圍之內(nèi)。言下之意，不 是問題。選A。PART TWOEvaluating the performance of the boardFew employees escape the annual or twiceyearly performance review. (0) .....G......The answer is not a great number. And the smaller the pany, the fewer checks there are on how well thedirectors are doing. Some of the largest panies formally assess the performance of their board, but very few new or growing panies have managed to get round to establishing any such procedure.Many business experts believe, however, that it is important for all panies to review theperformance of the board. (8) .............Another reason is that the board itself needs information on how well it is doing, just as much as other employees do. For the chief executive, appraisal of some sort is absolutely essential for his or her own sake and for the good of the pany. Indeed, many of those who have reached this level remark on how lonely the job of chief executive is and how few opportunities they get to discuss issues relating to it.There is some evidence to show that once smaller panies put a board appraisal process in place, they find this process relatively easy to operate. (9) .............Their counterparts in larger organisations, however, are often afraid that appraisals could be a challenge to their status.So, how should panies assess their board? (10) .............At a very basic level,this could simply mean getting all the directors to write down what they have achieved and how they can improve on it. At the other end of the scale is the full ‘360degree’ appraisal. Here, each director is appraised in a systematic manner by a bination of the chairman and fellow directors. In the largest panies there are many methods for assessing the b
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