Business 英语2_在线真题试卷与模拟练习_Business 英语2

更新时间：试题数量：购买人数：提供作者：

有效期：个月

章节介绍：共有个章节

我的练习

我的错题
(0道)

我的收藏
(0道)

我的斩题
(0道)

我的笔记
(0道)

专项练习

顺序练习 0 / 0

随机练习 自定义设置练习量

题型乱序 按导入顺序练习

模拟考试 仿真模拟

题型练习 按题型分类练习

易错题 精选高频易错题

学习资料 考试学习相关信息

搜索

题库预览

If you are thinking of 1, ( ) on eBay then there are a few simple questions that you should ask yourself before you start. It’s one thing to 2, ( )a few personal items from time to time but actually running your own online 3, ( ) is a different thing altogether. What sort of product should you sell? What special 4, ( ) does your product have that make it unique? How much 5, ( ) will you need to stock to keep your 6, ( ) supplied? How will customers 7, ( ) transactions after a sale? You can find the answers to all these questions and more in Kathleen Morton’s new book that could set you off on the road to becoming a successful online 8, ( ). Order now!

Eric Bernat bought a troubled Spanish confectioner in the 1 9 5 0 s. He 1,（）the importance of creating one brand and knew that success ultimately 2,（）eliminating the majority of the company ' s 2 0 0 products to concentrate on building one truly global product - a lollipop , or candy on a stick . This innovative product allowed children to eat candy without getting their hands and clothes dirty. Suddenly Eric Bernat was on the way to becoming the world's leading 3,（）of candy that parents worldwide would 4,（）children eating !

His strategy had several phases , and the first one 5，（）finding a name that would appeal to children everywhere and then promoting it worldwide . He chose Chupa Chups ( from the Spanish chupar , to suck ) and then asked the famous surrealist painter Salvador Dali to design a colorful logo to accompany the marketing and advertising 6,（）. The product ' s reputation soon 7，（）his careful positioning tactics , and within five years his famous lollipops were being sold in 300, 000 8,（）throughout Spain .

Bernat ' s company now sells four billion lollipops a year in 1 7 0 countries around the world and has 9,（） creating a truly global brand . They even hope to win the war on sugar and has and have started a complete 10,（） of the image of their candy - the latest product under study : lollipops that whiten the teeth and prevent cavities.

The secret of success in electronic commerce lies in placing a new emphasis on a well - established area. That area is customer service, which is now the only point of 1,（） between a business and the buying public .
There are a number of factors in a real - world shop that 2,（） people ' s perceptions of a business : These 3,（） location and the appearance of the premises , the quality and the pricing of the merchandise or services , and the behavior of the staff .
However , if a company is trying to make a good impression with online customer, most of these factors do not 4,（）a part. In the 5,（） of these factors, the way customer are 6,（）when they have a reason to call has a fundamental effect on a company's ability to retain them as customers. Even more than regular telephone or in -person customers, Web customers are impatient, easily frustrated, and always conscious that they have other places where they can 7, （） their business. Preventing them from doing that means meeting them on their own 8, （） and providing them with what they want.
This necessity, in 9, ( ), means that companies that sell over the net must get back-end functions rights. Imposing 10, ( ) requirements on customers will not work; a business that insists on customers’ emailing for assistance instead of using the phone, for, example, will lose repeat customers.

New technology is influencing the way logistics companies are doing business - and cutting their costs. For example, it costs FedEx $ 2.40 to track a package for a ( n ) 1,（）who calls by phone , but only four cents for one who visits its website , says Rob Carter , the firm ' s technology boss . FedEx now gets about three million 2,（）tracking requests a day , compared with only a few tens of thousands by phone .
But the most dramatic gains happen when companies use technology to understand better what they do in order to change how they do it, says Navi Radjou, an analyst at Forrester, a technology research firm. The main issue is " grandma syndrome " reluctance to get rid of tried and 3, （）processes . The brave company fighting this syndrome is probably Dell, the computer maker. It constantly improves the way that it links customers and 4,（） through its website, and it regularly revisits its processes . Dell now sends electronic orders to suppliers every few hours and can build a computer in less than 24. One of its managers in Austin, Texas, was recently heard estimating gains of 3 0 % this year, and again next year.
A member of a team from the car maker Ford recently visiting Dell doubted that his employer could ever do anything so drastic. But old - established companies can make similar 5,（）. P & G , the consumer 6,（） giant , used to think that the most efficient way to get detergent from its 7,（） to shops was to load trucks as full as possible . Then , a few years ago , it invested in software , now owned by a company called Nutech Solutions , to simulate what happened to its orders as they moved through the supply 8,（）. The unexpected conclusion was that it makes more sense to send trucks less full and to load some toothpaste and other stuff alongside the detergent. As a result, P & G ' s inventory is down by some 30%, and its warehouse workers spend less time idle.

Companies engage in acquisitions and mergers because that is one of the easiest ways to secure fast 1,（）and diversify their investment 2,（）. As Europe expands and investors increase , the idea of merging appeals to more and more companies . Moreover , the sale of government - owned businesses has meant that large companies are entering the market , aiming to 3, （） potential rivals but often at the same time becoming possible 4, （）for other companies on the prowl . However , with all this merger activity the 5,（）of success are still not good , and statistics show that many fail .
Yet every time two major companies announce a merger , euphoria sweeps the stock markets as dealers and shareholders look forward to making huge 6,（） Many alliances are not financially successful , however , and don ' t succeed in increasing 7,（）or creating wealth for all involved . Too often , culture conflicts and personality clashes are part of the reason why alliances end in 8,（）As Steven Barrett , head of Mergers and Acquisitions at KPMG , said , " When they don ' t work , the two key management groups do not blend well together.

The most obvious, and often the most dangerous, form of competition is price competition. Many competitors make effective 1,（）of price competition. The stories of Ford, Apple Computer, Southwest Airlines, and Walmart show 2,（）powerful this weapon can be. Note in all these examples demand is price - elastic.

Price competition is dangerous, however, if demand is price - inelastic. Cutting prices in a price - inelastic situation reduces total revenue. Thus, a firm 3,（）cuts its price can gain only by taking business away from its competitors and increasing its 4,（）of the market . But if the competitors cut prices 5,（）there may be no increase in any firm's market share.

Price competition is most effective and advisable if the firm doing the price cutting is also the low - cost producer. 6,（）the competitors won ' t be able to match the price cuts and still stay in the business, A firm that wants to be the low - cost producer should be aware of two important economic concepts that govern costs of production. One is the concept of economies of scale. Often a firm can lower its average costs of production 7,（）increasing the size of production 8,（）and its overall volume of production. It can offer volume discounts to its customers.

9,（）cost - related concept is the experience curve . Even without increasing the scale of operation, a firm can nevertheless lower costs as a result of increasing efficiencies gained from experience making the product. To 10,（）advantage of efficiencies, management has to deliberately try to learn how to cut costs as the company gains experience in producing the product.

我们努力为顾客提供高质量的配送服务。（delivery）

苹果公司上个月发布了一系列新产品。（unveil）

本项目旨在树立产品开发和设计的新标准。（aim to）

这家公司将总部搬到了北京。（headquarters）

政府希望这些政策能帮助意大利的银行更有效地与欧洲其他国家和地区的竞争对手。（rival）

这次会议讨论了如何开展这种新产品的促销工作。（promote）

我的工作虽不算十分吸引人，但也自有其乐趣。（glamorous）

新来的总经理将负责产品销售。（product distribution）

奥斯卡被认为是电影界最负盛名的奖项。（prestigious）

政府出台的新政策为电子商务市场注入了新的生机。（breathe life into）

这份新杂志的发行量达210000册，超出所有竞争对手。（outstrip）

数据量越大，信息过载的风险就越高。（information overload）

现在的数据传输速度比以前快了25倍。（transmit）

知识经济的基础是计算机等信息基础设施。（knowledge economy）

1 2

更多题库