單項選擇題
1、根據(jù)下面資料，回答題
Business Meetings
It is important that ideas anD suggestions tableD at formal meetings are voiceD at the (0)..D..．time．This is achieveD by keeping to the (19).....． shown on the agenda．For example, there is no (20).....． in discussing ideas to do with Item Six on the agendA．when Item Two has not yet been (21).....． Such deviations from the agendA．may (22)......． in confusion among the people at the meeting; they may also (23).....． concentration if they see something as irrelevant.
To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to(24) .....．some grounD rules．First, everyone will neeD to understanD that they must(25) .....．their comments to the topiC．under discussion．The Chair can then encourage one person to speak at A．(26) .....．so that any ideas offereD can be discusseD anD (27)Once that person has finished, someone else can put (28)....． their ideas anD so on．If this procedure is adopted, the participants will be able to follow the various issues in A．consistent manner, which will help with the decision-making (29)....． later on．It will also (30).....that the quiet people at meetings get A．chance to (31)....． their say, rather than just their more outspoken colleagues．In (32).....． it is often the quiet people at meetings who generate the best ideas, because they are in the (33).....． of thinking before they speak.
（19）應選
A．structure
B．direction
C．order
D．a(chǎn)rrangemer
2、根據(jù)下面資料，回答題 Getting the Most out of Meetings One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organized executives. Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it needs to learn to understand and trust one another. Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too. much. At the end of a well organized meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organized meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved. Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. "1 try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour," he says. "They are clearly aimed at achieving a specific objective, such as making a decision or planning a statement, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those amending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time." What do most managers think about meetings? A． Meetings take up most of their working life. B． Meetings allow them to monitor decision-making. C． Meetings prevent them from establishing a routine. D． Meetings are the only way they know of achieving certain objectives.
3、根據(jù)下面內容，回答題 Evaluating the Performance of the Board Few employees escape the annual or twice-yearly performance review．(0) ...G ... The answer is not a great number．And the smaller the company, the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board, but very few new or growing companies have managed to get round to establishing any such procedure. Many business experts believe, however, that it is important for all companies to review the performance 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 company．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 companies put a board appraisal process in place, they find this process relatively easy to operate．(9)....． Their counterparts in larger organizations, however, are often afraid that appraisals could be a challenge to their status. So, how should companies 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 "360-degree" appraisal．Here, each director is appraised in a systematic manner by a combination of the chairman and fellow directors. In the largest companies there are many methods for assessing the board．A number of such companies have self-assessment schemes．The chairman may meet each board member individually to ask how things are going, in a fairly informal way．The whole board might also meet to talk about its progress in open session．(11).....These might ask for people's opinions on the board's main tasks or on how well the committees are working. Research indicates there has been some improvement in the way the appraisal of board members is conducted．(12)......The chairman will have been involved directly or indirectly in the appraisal of all members of the board．Whose job is it, then, to appraise the chairman? A.It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basic mistakes. B.The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal. C.These are encouraging as they put a limit on the power of the chairman to assess fellow directors. D.Alternatively, questionnaires might be distributed to directors, forming the basis for future discussion. E.One issue remains, however, when all the others have been dealt with． F.It is generally agreed that it is the chairman's responsibility to ensure the regular appraisal of each member of the board. G.However, one wonders how many companies have in place a formal appraisal process for their board of directors.
（8）應選
4、根據(jù)下面內容，回答題： Department Store Magic For most of the 20th century Smithson's was one of Britain's most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands． But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits． Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known． Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A． was making a loss B． had a problem keeping staff C． was unhappy with its advertising agency D． mostly sold goods under the Smithson's name
5、根據(jù)下面內容，回答題 Buffet Zone Lucy Robertson started working at a take-away food business to supplement her income during her student days at Edinburgh University. Several years later she had bought the business and now, 17 years on, she owns Grapevine Caterers, probably Scotland's leading independent caterers, with a turnover of almost ε6m. She had never planned to own a business, and had certainly never considered a career in catering. (0)...G… However, her unplanned career began in 1985, when she returned to Edinburgh and discovered that the takeaway she had worked in was up for sale. On impulse, she bought it, but admits that at the time she knew nothing about catering. (8).....It was a difficult time, but essential in terms of gaining the experience she needed. The late 1980s boom was good for business, with large numbers of office workers wanting takeaway food for their lunches. (9)..... "At one point there were 26 food outlets within a 5-kilometre radius," Robertson recalls, as the economy changed and the once packed office blocks started to become vacant, it became clear that Robertson would need to diversify. (10)......It changed the direction of the company for good. As Robertson began to win catering contracts, she decided that the company would have to move to larger premises. In 1994, the move was made when she bought another catering business that already had a number of profitable contracts for boardroom lunches. Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety. "Customer loyally is not to be underestimated," she warns. But Robertson is not someone who is easily put off. (11)...... Partly as a result of this, turnover doubled, and having outgrown another site, Robertson bought a city-centre location for the group's headquarters. By now, Grapevine's main competitor was a new catering company called Towngates. Although Robertson tried to raise enough money to buy Towngates, she did not succeed. Then luck intervened and Towngates went bankrupt. (12)......Many accepted and the company's turnover went from ε700,000 to ε1.5 million almost overnight. However, the company's growth was not as smooth as it sounds in retrospect. Robertson admits, "We were close to the edge during the growth period. Like many under-capitalized companies trying to grow, it might easily have collapsed." But that, she feels, is the challenge of developing your own business. A．But there are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elsewhere. B．Her way round this particular problem was to recruit the catering manager of the rival company. C．But this demand was short-lived, and before long, increasing competition made it harder to make a profit. D．"It was a dramatic learning curve and very small amounts of money were earned at first," says Robertson. E．She decided that the solution, since many companies required working lunches for meetings with clients, was to prepare and deliver meals to business premises. F．On hearing this, Robertson immediately contacted all of their clients and offered the services of Grapevine Caterers. G．Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set.
（8）應選
填空題 6、根據(jù)下面內容，回答題 Customer Behaviour 0 The consumer is the focus of all retail business and it is important to appreciate how 00 consumers are influenced in their buying decisions．Most of consumers, before making a 34 purchase, gather information and evaluate with the alternatives, but the extent to which 35 they look for information depends on the type of purchase．For example, in the case of 36 routine grocery purchases most consumers respond．to automatically．However, for 37 purchases where the risk of making the wrong decision is greater, like buying a new 38 car, so the search for information is more important．The decision to purchase is never a 39 single decision but a number of these separate decisions, and at any time during this 40 process, consumers can change their minds about and choose an alternative route．For 41 example, although a consumer may have decided where to buy a product only to realize 42 at the last moment that this is, in fact, having the wrong choice．The price in the store may 43 be too high or the staff unhelpful．On the other hand, a lack of queues, favourable credit 44 facilities and efficient staff all lead to a too positive impression, so retailers should 45 remember how difficulties in these areas that can affect a sale or even lose a customer permanently.
34__________
7、根據(jù)下面內容，回答題 Market Research 0 Market research involves in collecting and sorting facts and opinions from specific groups 00 0f people．The purpose of research can vary from discovering the popularity of a political 34 party to assessing whether is a product needs changing or replacing．Most work in 35 consumer research involves interviewers employed by market research agencies，but 36 certain industrial and social research is carried out by any specialist agencies．Interviews 37 may be with individuals or groups and can last anything as from a few minutes to an hour 38 0r more．In some interviews，people may be asked to examine or try out products before 39 giving up their opinion．Successful interviewers tend to like meeting people and should 40 not only be shy of addressing strangers．Interviewers are usually expecled to work 41 unsupervised，organizing their own workload．Self-discipline is absolutely essential，and 42 as are motivation and enemy．There are no specific age limits for such a work，though 43 many agencies prefer to employ older applicants with experience of meeting people。 44 Market research agencies which frequently organize training，where trainees learn how 45 to recognize socio-economic groups and practice approaching to the public。
34__________
8、 Questions 8-12 ·Read the text below about work uniforms. ·Choose the best sentence from the opposite page to fill each of the gaps. ·For each gap 8-12, mark one letter A-I on your Answer Sheet.
Altered Images We have teamed up with The Career and Workwear Show to find the best-dressed organization. Two hotel groups and a management center have made it to the shortlist. Uniforms project an instant image about a business, as well as creating a team spirit among staff. Choose the wrong workwear and you risk upsetting your customers and employees. Three entrants have been shortlisted in the competition to find the best-dressed business: Country Hotel Group, Goring Residential Management College and Major Hotels. (example) ----------. A detailed entry form set out to discover the thought processes the entrants had used before they selected their new uniforms. (8) ____. In addition to price and style the judges wanted to know how the organisation introduced the new look and what lessons it had learnt. The Country Hotel Group was looking for a uniform that was comfortable to wear and presented a relaxed country image to guests. The firm admits to placing a great emphasis on the clothing and appearance of its staff. (9) ____. A brief was issued to a number of companies who then had to present their ideas in a fashion show format to 50 employees. After the design was chosen, one hotel tried out the uniform for three months. (10) ____ The aim of the new uniform at Goring Residential Management College was to make staff instantly recognisable to course participants. The chosen design from Classy Rags established a clear corporate image at the college. There were many different outfits but only three fabrics had been used throughout the range and therefore the uniform was easily recognisable. One of the judges in the competition, fashion journalist Sally Bain, was also impressed with the value for money aspect of the uniforms. (11) ____ At Major Hotels a new uniform was needed to replace the old one which was considered to be ‘old-fashioned and unattractive.’ The new design was well received by the reception staff of the hotel chain. (12) ____. The new bottle-green uniforms were selected from Rayner Corporate Clothing. It was felt that it was a functional choice of colour and made a pleasant change from the more traditional black. Do not use any letter more than once. A.Feedback was then collected from staff at the ho
2、根據(jù)下面資料，回答題 Getting the Most out of Meetings One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend between a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the best-organized executives. Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when the team managing it needs to learn to understand and trust one another. Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in the matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say little to speak and stop those who have a great deal to say from talking too. much. At the end of a well organized meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. Unfortunately, at the end of a badly organized meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved. Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his working life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. "1 try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour," he says. "They are clearly aimed at achieving a specific objective, such as making a decision or planning a statement, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those amending are expected to study it carefully and should be prepared to both ask and answer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that don't achieve anything can be very costly. Executives should follow the example of lawyers and put a cost on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time." What do most managers think about meetings? A． Meetings take up most of their working life. B． Meetings allow them to monitor decision-making. C． Meetings prevent them from establishing a routine. D． Meetings are the only way they know of achieving certain objectives.
3、根據(jù)下面內容，回答題 Evaluating the Performance of the Board Few employees escape the annual or twice-yearly performance review．(0) ...G ... The answer is not a great number．And the smaller the company, the fewer checks there are on how well the directors are doing．Some of the largest companies formally assess the performance of their board, but very few new or growing companies have managed to get round to establishing any such procedure. Many business experts believe, however, that it is important for all companies to review the performance 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 company．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 companies put a board appraisal process in place, they find this process relatively easy to operate．(9)....． Their counterparts in larger organizations, however, are often afraid that appraisals could be a challenge to their status. So, how should companies 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 "360-degree" appraisal．Here, each director is appraised in a systematic manner by a combination of the chairman and fellow directors. In the largest companies there are many methods for assessing the board．A number of such companies have self-assessment schemes．The chairman may meet each board member individually to ask how things are going, in a fairly informal way．The whole board might also meet to talk about its progress in open session．(11).....These might ask for people's opinions on the board's main tasks or on how well the committees are working. Research indicates there has been some improvement in the way the appraisal of board members is conducted．(12)......The chairman will have been involved directly or indirectly in the appraisal of all members of the board．Whose job is it, then, to appraise the chairman? A.It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basic mistakes. B.The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal. C.These are encouraging as they put a limit on the power of the chairman to assess fellow directors. D.Alternatively, questionnaires might be distributed to directors, forming the basis for future discussion. E.One issue remains, however, when all the others have been dealt with． F.It is generally agreed that it is the chairman's responsibility to ensure the regular appraisal of each member of the board. G.However, one wonders how many companies have in place a formal appraisal process for their board of directors.
（8）應選
4、根據(jù)下面內容，回答題： Department Store Magic For most of the 20th century Smithson's was one of Britain's most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands． But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits． Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known． Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit?Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover of the existing store will inevitably start to decline." According to the writer, in the mid-1990s Smithson's department store_______ A． was making a loss B． had a problem keeping staff C． was unhappy with its advertising agency D． mostly sold goods under the Smithson's name
5、根據(jù)下面內容，回答題 Buffet Zone Lucy Robertson started working at a take-away food business to supplement her income during her student days at Edinburgh University. Several years later she had bought the business and now, 17 years on, she owns Grapevine Caterers, probably Scotland's leading independent caterers, with a turnover of almost ε6m. She had never planned to own a business, and had certainly never considered a career in catering. (0)...G… However, her unplanned career began in 1985, when she returned to Edinburgh and discovered that the takeaway she had worked in was up for sale. On impulse, she bought it, but admits that at the time she knew nothing about catering. (8).....It was a difficult time, but essential in terms of gaining the experience she needed. The late 1980s boom was good for business, with large numbers of office workers wanting takeaway food for their lunches. (9)..... "At one point there were 26 food outlets within a 5-kilometre radius," Robertson recalls, as the economy changed and the once packed office blocks started to become vacant, it became clear that Robertson would need to diversify. (10)......It changed the direction of the company for good. As Robertson began to win catering contracts, she decided that the company would have to move to larger premises. In 1994, the move was made when she bought another catering business that already had a number of profitable contracts for boardroom lunches. Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety. "Customer loyally is not to be underestimated," she warns. But Robertson is not someone who is easily put off. (11)...... Partly as a result of this, turnover doubled, and having outgrown another site, Robertson bought a city-centre location for the group's headquarters. By now, Grapevine's main competitor was a new catering company called Towngates. Although Robertson tried to raise enough money to buy Towngates, she did not succeed. Then luck intervened and Towngates went bankrupt. (12)......Many accepted and the company's turnover went from ε700,000 to ε1.5 million almost overnight. However, the company's growth was not as smooth as it sounds in retrospect. Robertson admits, "We were close to the edge during the growth period. Like many under-capitalized companies trying to grow, it might easily have collapsed." But that, she feels, is the challenge of developing your own business. A．But there are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elsewhere. B．Her way round this particular problem was to recruit the catering manager of the rival company. C．But this demand was short-lived, and before long, increasing competition made it harder to make a profit. D．"It was a dramatic learning curve and very small amounts of money were earned at first," says Robertson. E．She decided that the solution, since many companies required working lunches for meetings with clients, was to prepare and deliver meals to business premises. F．On hearing this, Robertson immediately contacted all of their clients and offered the services of Grapevine Caterers. G．Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set.
（8）應選
填空題 6、根據(jù)下面內容，回答題 Customer Behaviour 0 The consumer is the focus of all retail business and it is important to appreciate how 00 consumers are influenced in their buying decisions．Most of consumers, before making a 34 purchase, gather information and evaluate with the alternatives, but the extent to which 35 they look for information depends on the type of purchase．For example, in the case of 36 routine grocery purchases most consumers respond．to automatically．However, for 37 purchases where the risk of making the wrong decision is greater, like buying a new 38 car, so the search for information is more important．The decision to purchase is never a 39 single decision but a number of these separate decisions, and at any time during this 40 process, consumers can change their minds about and choose an alternative route．For 41 example, although a consumer may have decided where to buy a product only to realize 42 at the last moment that this is, in fact, having the wrong choice．The price in the store may 43 be too high or the staff unhelpful．On the other hand, a lack of queues, favourable credit 44 facilities and efficient staff all lead to a too positive impression, so retailers should 45 remember how difficulties in these areas that can affect a sale or even lose a customer permanently.
34__________
7、根據(jù)下面內容，回答題 Market Research 0 Market research involves in collecting and sorting facts and opinions from specific groups 00 0f people．The purpose of research can vary from discovering the popularity of a political 34 party to assessing whether is a product needs changing or replacing．Most work in 35 consumer research involves interviewers employed by market research agencies，but 36 certain industrial and social research is carried out by any specialist agencies．Interviews 37 may be with individuals or groups and can last anything as from a few minutes to an hour 38 0r more．In some interviews，people may be asked to examine or try out products before 39 giving up their opinion．Successful interviewers tend to like meeting people and should 40 not only be shy of addressing strangers．Interviewers are usually expecled to work 41 unsupervised，organizing their own workload．Self-discipline is absolutely essential，and 42 as are motivation and enemy．There are no specific age limits for such a work，though 43 many agencies prefer to employ older applicants with experience of meeting people。 44 Market research agencies which frequently organize training，where trainees learn how 45 to recognize socio-economic groups and practice approaching to the public。
34__________
8、 Questions 8-12 ·Read the text below about work uniforms. ·Choose the best sentence from the opposite page to fill each of the gaps. ·For each gap 8-12, mark one letter A-I on your Answer Sheet.
Altered Images We have teamed up with The Career and Workwear Show to find the best-dressed organization. Two hotel groups and a management center have made it to the shortlist. Uniforms project an instant image about a business, as well as creating a team spirit among staff. Choose the wrong workwear and you risk upsetting your customers and employees. Three entrants have been shortlisted in the competition to find the best-dressed business: Country Hotel Group, Goring Residential Management College and Major Hotels. (example) ----------. A detailed entry form set out to discover the thought processes the entrants had used before they selected their new uniforms. (8) ____. In addition to price and style the judges wanted to know how the organisation introduced the new look and what lessons it had learnt. The Country Hotel Group was looking for a uniform that was comfortable to wear and presented a relaxed country image to guests. The firm admits to placing a great emphasis on the clothing and appearance of its staff. (9) ____. A brief was issued to a number of companies who then had to present their ideas in a fashion show format to 50 employees. After the design was chosen, one hotel tried out the uniform for three months. (10) ____ The aim of the new uniform at Goring Residential Management College was to make staff instantly recognisable to course participants. The chosen design from Classy Rags established a clear corporate image at the college. There were many different outfits but only three fabrics had been used throughout the range and therefore the uniform was easily recognisable. One of the judges in the competition, fashion journalist Sally Bain, was also impressed with the value for money aspect of the uniforms. (11) ____ At Major Hotels a new uniform was needed to replace the old one which was considered to be ‘old-fashioned and unattractive.’ The new design was well received by the reception staff of the hotel chain. (12) ____. The new bottle-green uniforms were selected from Rayner Corporate Clothing. It was felt that it was a functional choice of colour and made a pleasant change from the more traditional black. Do not use any letter more than once. A.Feedback was then collected from staff at the ho