2019年商务英语考试BEC中级强化题
单项选择题1、根据下面内容，回答题 Buffet Zone Lucy Robertson started working at a take-away food business to supplement
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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 impul, she bought it, but admits that
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at the time she knew nothing about catering. (8).....It was a difficult time, but esntial 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 nee
d 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 premis. 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
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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 rai 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 ε 1.5 million almost overnight. However, the company's growth was not as smooth as it sounds in retrospect. Robertson admits, "We were clo to the edge during the growth period. Like many under-capitalized companies trying to grow, it might easily have collapd." But that, she feels, is the challenge of developing your own business. A．Bu3x3魔方公式
t there are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elwhere. B．Her way round联通宽带测速
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 premis. F．On hearing this, Robertson immediately contacted all of their clients and offered the rvices of Grapevine Caterers. G．Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path emed t. （8）应选填空题2、
Finding the right people
When a small company grows, managers must take on many
new roles. Besides the day-to-day running of the business,
图形贴画they find themlves responsible for, among other things, relations with outside investors, incread levels of
cashflow and, hardest of all, recruitment. For most managers of small and medium-sized enterpris, the job of arching for, interviewing and lecting staff is difficult and time-consuming. ___(0) G___. Interviewing, for example,
is a highly skilled activity in itlf. “We have found
the whole process very hard,” says Dan Baker, founding
partner of a PR company. “In ven years we have grown from five to eighteen staff, but we have not found it easy to
locate and recruit the right people.” ___(8)___. As Dan
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put forward anybody suitable. In the end we had to do it ourlves.”Most recruitment decisions are bad on a
pile of CVs, a couple of short interviews and two cautious references. David Rowe, a business psychologist, studied how appointments were made in five small companies. He claims
that lection was rarely bad in clear criteria. ___(9)___. This kind of approach to recruitment often has unhappy conquences for both employers and new recruits. Small companies often know what kind of person they are looking for. ___(10)___. According to David Rowe, this means that small company managers themlves have to devote more time and energy to recruitment. It shouldn’t be something that is
left to the evenings or weekends. Many companies start the recruitment process with over-optimistic ideas about the type
