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提问人：网友hunter321 发布时间：2022-01-07

[主观题]

Businesses do not regard information concerning personal bank accounts as private b

ecause ________.

A．it is considered “transaction and experience” information unprotected by law

B．it has always been considered an open secret by the general public

C．its sale can be brought under control through self-regulation

D．its revelation will do no harm to consumers under the current protection policy

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第1题

听力原文：M We're here talking with small business expert, Wendy Stevens. Wendy, a recent n

ational poll says that 85 percent of Americans prefer small businesses to large ones. What do you think？

W I'm not surprised, Jerry. Most people like the friendly service of small businesses.

M 85 percent is high. Do you know why they prefer small businesses？

W Yes, most people associate good things, such as friendly, personal service, with small businesses. Not to mention, Americans have always had a pioneering spirit.

Who is Ms. Stevens？

A．An economist

B．A stock analyst

C．A business expert

D．A local business leader

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第2题

？Read the article below about product differentiation and the questions on the opposite pa

ge.

？For each question 13-18, mark one letter (A, B, C or D).

Effective Product Differentiation

As obvious as it may sound, the truth is there are a lot of businesses out there. The odds of not having any competition are next to impossible, and something any worthwhile business, whether big or small, has to eventually come to accept. Every one of those businesses are trying to do the exact same thing: get people to buy their products. When flooded with so many potential prospects it isn't always easy for the customers to know which business is the best and which one has the best product. What you need to do is help them along.

Differentiating your business and your products from the competition is by far one of the most important details when dealing with any kind of industry. Everything a company does, from the creative ads they run to the inventive promotions they produce to the full color business cards they hand out is geared towards separating themselves from the rest of the flock. If you're going to compete with them you're going to have to do the same, and do it more effectively.

Sometimes the most effective approaches can be some of the most simplistic. Printing well-colored brochures gives a business the chance to show their customers the subtle or not so subtle differences between them and the competition, whether it is better designs, better features, or better prices. Handing them a list of all the products or services you offer allows them the ability to see exactly what they're getting when they do business with you, and the more a customer knows about a business the better the odds are they'll feel comfortable with them.

But, even going beyond the products, boosting up your company can also be an effective tool to place you above the competition. When you hand a person a business card, fully colored with a unique design you're handing them a means to remember you. A business card can say a lot about a person and the business they run. Simple, drab colors can be off putting to the per,son looking for a friendlier business. The right color scheme alone can differentiate you from the competition,and once you've managed to separate yourself out, you'll be in a prime position to be who the person favors when they need that specific product.

With competition as steep as it is today, every business has its hands full trying to stay above the rest.When every little thing counts, the business the customers will take to heart will be the one who can show them just why they're the best qualified. Printing out the right kind of colorful brochure or business card can be a valuable method of stepping away from the crowded business field.

According to the writer, what does every business, regardless of its size, make effort to achieve nowadays ？

A．Get people to buy their products.

B．Design and produce new products.

C．Make their prices more competitive.

D．Better the quality of their present products.

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第3题

•Read the article below about the importance of hiring right people． •Choose

•Read the article below about the importance of hiring right people．

•Choose the correct word to fill each gap from A．B or C on the opposite page．

•For each question 29-40，mark one letter(A，B，or C)on your Answer Sheet．

Hiring：Do You Know How Importont to Pick Them？

Your small business is growing，the market has a need (29) ．your product，and you're recruiting employees to expand your business．What could possibly (30) wrong？The answer is，a lot， (31) you don't hire the right people．

One of the differences between businesses that boom and (32) ．that limp along is good employees. Obviously，your talent as an entrepreneur has a lot to do (33) ．the success of your business，but you (34) ．only go SO far by yourself．You must find good employees，figure out (35) ．motivates them，and then place them into the right position．

Hiring employees is (36) and requires a lot of patience and energy．You have to resist the temptation to fill the job quickly with one of the first few (37) ．who come along or (38) someone who is only sufficient (39) you want to stop (40) and get back to your business．

(29)

A．for

B．to

C．in

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第4题

听力原文：F: With me today is Tom Henderson from ECN University. Welcome! Tom.M: Thank yon.

听力原文：F: With me today is Tom Henderson from ECN University. Welcome! Tom.

M: Thank yon.

F: Tom, you recently did a large research study on training in small business concerns. What made you focus on small business concerns？ After all, most of your experience has been with the huge multinational, DCF. And in fact you eventually ran their training. department, didn't you？

M: Well, you are partly right. You see, when I joined the university a year ago they wanted me to start a training program for small businesses. I'd just sold my own small business, Which I'd started when I left DCF. The 8 years I ran my own business which taught me more about training than all my years with DCF. But I felt I couldn't base a training program on my experience alone. So I decided to do research first.

F: And how much training did you find in most small companies？ Can they afford to do much training？

M: Well, firstly small businesses are often accused of not doing enough training. But that is the opinion of big businesses of course. It's true that the government is encouraging small firms to increase their training budgets. They're trying to introduce financial assistance for this. But I have to say I find lots of training going on. The real problem is that most small businesses don't always know how much training they're providing or how much it's actually costing them.

F: But surely businesses have budgets and training records.

M: Unfortunately most small companies don't set aside a specific training budget. It's not that they don't want to spend the money but that they operate differently. You see, things change very quickly in small firms and it's impossible to predict the training needs. An employee can be moved to a new project very suddenly and then training has to be organized within days. And most small businesses prefer to use their experienced staff to do any training on the job.

F: Did you manage to work out the costs of training？

M: Well, it took time to work out the indirect costs. You see, most small business managers don't include these costs in their calculations. Most of them keep records of obvious expenses, for example, many expenses like external courses, travel, training manual, and videos, etc. But not many firms have specific training accounts and they don't include the time managers spend on training, waste of materials, loss of productivity and so on. I spent hours with company accountants trying to see where these hidden costs were.

F: How much are small firms spending on training？

M: More than half of the businesses I surveyed spent at least 1% of their annual salary bill on training. And some of these spent up to 5% of their payroll. In fact smaller firms are investing on average over 10% more in training per employee than larger firms.

F: How good is that training？

M: As I said, small firms usually get an experienced employee to show new staff how to do that job. This can be useful if the person is carefully selected and well-trained himself. But it's not really enough. The trainee needs to do the job with the experienced employee on hand for guidance and feedback. This gives trainees much better skills than any packaged courses.

F: And has your study helped you plan new courses for small businesses？

M: Definitely. I now understand what they want and how they want it delivered. I now know that small firms were only investing in training if it immediately helped their enterprise. But most formal training focuses on long-term business needs. Most small businesses can't plan far ahead. They want direct results from training in skills they need now. New technologies and IT skills are identified as a priority by all the firms I surveyed.

F: What is the first course the university offers to small businesses？

M: Up till now most of short courses for companies in general have dealt with helping businesses grow. These aren't really appropriate for small companies as growth can

A．He was managing the training department of a large company.

B．He was running a training programme at a university.

C．He was running his own small business.

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第5题

SECTION BINTERVIEWDirections: In this section you will hear everything ONCE ONLY. Listen c

SECTION B INTERVIEW

Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions.

Now listen to the interview.

听力原文：W: With me today is Peter Williams from Kingston University. Welcome! Peter. changed to make them more relevant to small businesses.

W: Well, I wish you every success with the course.

M: Thank you.

W: Pete, you have recently done a large research study on training in small businesses. What made you focus on small businesses？ After all, most of your experience has been with the huge multinational Cleantex. And in fact you did run their training department, didn't you？

M: Well, you are partly right. You see, when I joined the university a year ago they wanted me to start a training program for small businesses. I'd just sold my own small business, which I'd started when I left Cleantex. The 8 years I ran my own business taught me more aboul training than all my years with Cleantex. But I felt I couldn't base a training program on my experience alone. So I decided to do research first.

W: And how much training did you find in most small companies. Can they afford to do much training？

M: Well, firstly small businesses are often accused of not doing enough training. But that is the opinion of big businesses of course. It's tree that the government is encouraging small firms to increase their training budgets. They're trying to introduce financial assistance for this. But I have to say I find lots of training going on. (1) The real problem is that most small businesses don't always know how much training they're providing or how much it's actually costing them.

W: But surely businesses have budgets and training records.

M: Unfortunately most small companies don't set aside a specific training budget. (2) It's not that they don't want to spend the money but that they operate differently. You see, things change very quickly in small firms and it's impossible to predict the training needs. An employee can be moved to a new project very suddenly and then training has to be organized within days. And most small businesses prefer to use their experienced staff to do any training on the job.

W: Did you manage to work out the costs of training？

M: Well, it took time to work out the indirect costs. (3) You see, most small business managers don't include these costs in their calculations. Most of them keep records of obvious expenses, like, many expenses like external courses, travel, training manuals, and videos, etc. But not many firms have specific training accounts and they don't include the time managers spend on training, waste of materials, loss of productivity and so on. I spent hours with company accountants t .rying to see where these hidden costs were.

W: How much are small firms spending on training？

M: More than half of the businesses I surveyed spent at least 1% of their annual salary bill on training. And some of these spent up to 5% of their pay roll. In fact smaller firms are investing on average over 10% more on training per employee than larger firms.

W: How good is that training？

M: As I said, small firms usually get an experienced employee to show new staff how to do that job. This can be useful if the person is carefully selected and well-trained himself. But it's not really enough. The trainee needs to do the job with the experienced employee on hand for guidance and feedback. This gets trainees much better skills than any packaged courses.

W: And has your study helped you plan new courses for small businesses？

A．They spend too little on training.

B．They are unaware of their training expenses.

C．They receive state subsidies for training.

D．They increase their training budgets.

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第6题

In states where the lockdown 20)____________, it could take months to reopen some businesses, and that is driving the protest and defiance we’re seeing across the nation.

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第7题

听力原文：You've said you're excited about what's going to happen in the home over the next

few years. Why？

First of all, the videogame machine will advance enough to have the ability to do what TiVo does: record your TV programs. You will also be able to talk to people while you play. And it will be a companion to the PC. If you want to listen to music while you play you won't have to go rip the same content on multiple different devices. You'll just have all the family music available on the home network, no matter where it is.

Do you expect the equivalent of a home server to handle most of the content？

There will be hard disks in multiple places: on your PC, on your TV, and perhaps a home server, but they will be organized and displayed to you so that it seems like you have one big disk to pool everything. The home server is advantageous in that it's a machine that you would leave on 24 hours a day and would always be accessible by any device -- your stereo, your TV, another computer. In fact what most people will probably do is designate one normal PC to be on all the time to manage the storage for everything else.

How soon is that coming？

Certainly within three years. And hopefully that will reignite PC sales into the home in this country.

Your most recent results revealed just how immensely profitable your operating system and PC applications businesses are, but also that you're losing money in most of the newer markets you're entering. Can Microsoft successfully broaden itself beyond its core business？

It's very possible to have a situation where Microsoft is delivering lots of breakthroughs to customers that don't map into increased profitability. Fortunately, we can afford to be patient and take chances. What we now call the "information worker" business, which is mainly Office, is very profitable, but it will have to change a lot going forward in order to keep growing, and not just in terms of changing the pricing model to a subscription model. We have to take a broader view of what productivity software actually is beyond word processing and spreadsheets and presentations.

So it's not like the Office business unit that has hit any limit. The goal is to come up with software to make information workers more productive: helping them manage their schedules, prioritize their events, understand the business processes they participate in, and keep their information secure. And we are nowhere near that yet. Some of it is hard, but, the good thing is that it is just a kind of software overlay on companies' existing investments in networks and data storage, so it will cost at most a few hundred dollars per information worker to dramatically improve the quality and the efficiency of handling these everyday processes and tasks.

What about your money losers？

If you take the four businesses where we're losing money -- business solutions, which are enterprise software for small business, the Xbox, MSN, and mobile platforms like PDAs and smart cellphones -- we do have a three-year track, and in one case a four-year track, to where they all become profitable. That doesn't mean that we're proud of losing money, but it isn't like what we're thinking, "Oh, my goodness, we thought we would be making a profit by now.

Take mobile as an example. Until it's a scale business until, say, 20 million cellphones and PDAs a year have our software -- we don't expect to make money. We are doing our R&D investment at a level that assumes quite modest royalties, actually, and it takes time to get to that -- and we may never get to it. But we know we're one of very few companies that are investing deeply, and, well, 20 million is in some ways kind of a modest goal.

Is your interactive TV business one of those？

Well, certainly the TV business has been in that mode. We assumed certain things would happen in the cable industry that did not happen, so now we have to go back and target one set-top box that is l

A．Put the same contents on different devices.

B．Record the program.

C．Listen to all the family music on the home network.

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第8题

Today is a major milestone for Microsoft as our first Developers Conference here in China.

The key partnerships we build with software developers around the world are central not only to the success of Windows but also to realize the great possibilities that PC technology provides. It's through applications of every variety that businesses will be using the personal computer as the tool of the Information Age.

Microsoft has a vision for where the PC is going. And that vision says that PCs will become a central element of how companies share information inside the company. The name of that vision is, the so called Digital Nervous System (DNS) , allowing companies to reduce paper work and make better decisions. The Digital Nervous System means that not only do you have the PCs that are connected together, and not only do you have standard elements like electronic mail but also you've really thought carefully about what information is important, and so all of the processes-order taking, sales planning, personnel management, project management—all of those have been set up to take full advantage of the capabilities of the computer.

Now, another major vision that Microsoft has is that writing the programs, writing the applications for these machines needs to get very easy and we need to be able to do it, so we can write programs that run across the entire Internet which is millions of machines. So this is a new approach to programming that draws on what was done previously. DNS says that developers should be able to focus on their particular task and not have to learn a lot about management of the machine resources.

Great chips and systems developed by our partners who are here with us sponsoring this event, make this all possible. And there's an incredible opportunity for developers. The applications that are written today will sell to an even larger base of machines out in the market. There is a lot that we're doing to increase the work of developers—make sure they understand where the PC is going and how tools can help them and we're even helping them now, with more and more marketing type of activities making sure they get in with the customers.

And this is something that we are just going to increase year after year, after year. And so the overall DNS message is one about helping developers seize that opportunity by bringing together the different architectures, making things automatic and allowing this to be done in a great evolutionary fashion.

The so called DNS means all the following EXCEPT______.

A．efficient working mode

B．sound decisions to be made

C．smooth ways to be connected to other PCS

D．removal of all the downsides of PCS

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第9题

If you're at minimum wage, and the employer says, "$4.65 an hour," an "OK" will freeze it

right there. But a "Hmmm" response could increase it, and just 50 cents an hour more will earn you $1,000 extra in a year of 40-hour weeks.

The same goes for all other levels, too. A simple "Hmmm" instead of "OK" can change a $25,000 salary into $28,000 and finance your new computer system. $45,000 can be pushed to $30,000, affording you that much-needed two-week vacation.

Anybody can negotiate a better salary. An extra $0.50, $1, or even a $3—5 an hour increase seldom exceeds a company's phone bill! From your perspective it's a ten-to fifty-percent raise. From their perspective, an extra fifty cents an hour costs them only as much as an extra hour of long-distance calls a week—something most businesses do without a second thought.

Don't worry that the employer will change his or her mind about hiring you just because you ask for more. Going through the whole recruiting-interviewing-hiring process again will cost a company much more than $1,000—5,000 anyway in the long run. Odds(可能性) are, you'll get that little extra, and the employer will still consider it a good bargain to avoid that hassle(麻烦).

What will happen if you give a "Hmmm" response when your boss says, "$4.65 an hour"？

A．Your boss will be angry.

B．You may be fired.

C．Your wage may be frozen.

D．You may get some extra money.

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第10题

We do not do much with him.

A.commerce

B.businesses

C.business

D.enterprise

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第11题

Big businesses enjoy certain ______ that smaller ones do not have.A．transactionsB．privileg

Big businesses enjoy certain ______ that smaller ones do not have.

A．transactions

B．privileges

C．subsidies

D．substitutes

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