-
：
业
专
：
专
业
：
级
班
：
级
班
名
：
姓
：
名
姓
：
号
学
：
号
姓
名
装
：
系
）
（
院
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
复
得
六
总
分
分
核
业
：
人
专
阅
卷
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
t
a
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
aut
omat
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
C
hemi
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.
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