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&8226;For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose. Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their lot. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement." "I do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn't think this is what I would end up having achieved." "In the end, those that get right to the top retain their 'people touch', which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn't do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration." Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance. When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "l have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it's important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses." Peter Blackburn's career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr Blackburn has. benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for ,wholesale clearouts. They have realised that it is the existing people who understand A．be realistic about their abilities. B．make sure they choose the right post. C．improve their relations with other executives. D．have a good educational background.

&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. How to read annual reports First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story. Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it. Now begin digging into the numbers! One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow. The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around？ When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business？ If so, profits may be soaring. Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't. Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be？ Better or worse than the industry norms？ In company-watching, comparisons are all. They tell you if management is staying on top of things. According to the writer, the most important element of the chairman's letter is A．the expressions used. B．the explanations given by the chairman. C．the performance of the company during the year. D．the company's future described by the chairman.

&8226;Which section (A, B, C, or D) does each statement 1-7 refer to？ &8226;For each statement 1--7, mark one letter (A, B, C, or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A The cost-effectiveness and flexibility offered by large-format digital imaging has also helped diversify the number of out-of-home media. Out-of-home was a concept that didn't have a name until digital technology gave it one. Instead of hand- painting a bus or shelter, a self-adhesive graphic can be digitally imaged in a short amount of time and applied with relative ease. Advances in the durability and weatherability of inks and vinyl substrates keep the images looking sharp for a longer time. B Other technologies contribute to improvements in outdoor advertising. Satellite lighting systems allow outdoor companies to remotely adjust billboard lighting to change with seasons and daily light differences. For instance, lights can be programmed to turn off at the end of an advertiser's contract, while two-way communication lets outdoor companies know when there is no power. C Another electronic device barcode-identification tracks an advertiser's campaign from poster production through shipping, display and removal. In this way, advertisers can verify the status of their campaign through on-line communication with the outdoor companies. Similarly, computer-mapping systems help advertisers combine demographic and geographic market research data with outdoor locations to determine the best place to advertise. D Global positioning systems (GPS) make up another technology that enables the outdoor industry to determine display locations. Data is gathered with a hand-held GPS receiver that receives radio signals from satellites. The data is then put into mapping database systems that visually position billboards and other out-of-home advertising displays at that location. In this way, advertisers can test creative designs at specific locations from a computer before they commit to them. Lighting system of billboard changes seasonally, which is remote-control.

&8226;Which seminar (A, B, C or D) does each statement 1-7 refer to？ &8226;For each statement 1-7, mark one letter (A, B, C or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A Access Databases This seminar teaches you how to design and implement a smart user interface, giving you a robust, professional application with low maintenance and training requirements. A poorly designed and implanted interface can cause excessive support calls, data entry errors and user dissatisfaction. In this seminar you'll learn how to do forms tight, you'll learn the secrets of how expert Access developers use all of the power of the Access forms design tools and features to build applications users will love. B SQL Server 2000 In this seminar, you'll learn about the new features you can use in SQL Server 2000. You'll explore the interface changes in Enterprise Manager. You'll learn about the new relational database features. You'll dig into the how and why of user-defined functions. You'll learn how to run multiple instances of SQL Server on the same machine. After this seminar, you'll be ready to take full advantage of the rich set of features available in SQL Server 2000. C Stored Procedures Basics In this seminar, you'll learn how to build robust and powerful stored procedures and how they are used to not only improve the performance of database applications, but to help protect critical data as well. You'll learn about input and output parameters, and how to add error handling and transaction processing to the stored procedures that you build. After this seminar, you will understand the many benefits of stored procedures, and you will feel comfortable using them in the database applications you build. D ActiveX Automation Learn how to use ActiveX Automation, and you can communicate with and control all types of Automation-enabled products and components. This seminar teaches you to exchange data with and even run commands in other programs. You'll learn how to set up an Automation-enabled application, and how to hook into Word, Outlook, and other products and components. You'll learn how to use Office components to perform. tasks such as creating reports, generating charts, and even doing E-mail. The seminar concerns new characteristics of the product.

&8226;For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. HOW THE CREDIT CARD CAPTURED AMERICA The proliferation of platinum American Express cards in the 1980s spawned rumors of an ultimate, highly exclusive, never publicized "Black Card". Carried by billionaires, it reportedly allowed holders to demand private shopping sprees at the world's most exclusive shops and to summon helicopters in the middle of Sahara. American express vehemently denies the existence of such a charge card. But the persistence of the myth suggests the social importance credit cards have for so many Americans. As one business writer puts it, "to have one's credit cards canceled is now akin to being excommunicated by the medieval church." America's love affair with the credit card began in 1949, when businessman Frank X. McNamara finished a meal in a New York restaurant and then discovered he had no cash. In those days, gasoline and store charge cards were common, but cash was standard for almost everything else. The embarrassed McNamara called his wife, who rushed over to bail him out. His predicament gave him the idea for Diners Club. Within a year some 200 people carried the world's first multi-use credit card. The problem was to persuade enough people to carry the cards. Diners Club turned to promotions. It gave away a round-the-world trip on a popular television show. The winners charged their expenses and made it "from New York to New York without a die in their pockets". Banks, sensing among less affluent a pent-up desire to spend, began issuing cards of their own. The first to turn a profit was Bank of America's Bank Americard. Bankers from all over the country descended on its California headquarters to learn the secret of its success--so many that in 1966 Bank Americard, today known as Visa, began forming alliances with banks outside the state. The Bank Americard network soon faced a competitor when Wells Fargo Bank joined with 77 others to create what became Master Charge. After scooping up 1.3 million more "Everything Card" holders from what was then First National City Bank, Master Charge--today's Master Card--became for a while the biggest bank card in the country. Five million holiday credit-card shoppers would have created a bonanza for the banks, but in the rush to market, the hanks had been less than cautious in assembling their lists. Some families received 15 cards. Dead people and babies got cards. Even a dachshund named Alice Griffin was sent one that promised she would be welcomed as a "preferred customer" at Chicago's finest restaurants. Hundreds of Chicagoans discovered they could use or sell a car they "found", and by law, the person whose name appeared on it was liable for the charges--even if he or she had never requested or received the card. When the prime rate hit 20% in 1981, the banks found that consumers didn't mind paying rates of 18--22% on their credit-card balance. High interest rates helped attract new players into the credit-card area, including sears' Discover Card and Visa. Airlines, car and insurance companies, even long-distance phone companies allied themselves with banks to offer credit cards. Experts estimate there are from 15, 000 to 19, 000 different cards available in the country. Of course, credit cards have not only replaced cash for many purposes, but also in effect have created cash by making it instantly available virtually everywhere. The credit-card advance is becoming as ubiquitous as the automated teller machine. What is the rumor of "Black card"？ A．The holder can spend freely at the best shops. B．The credit card allows holders to pay their check without cash. C．The holders can summon helicopters in desert. D．The credit card is very important in American society.

&8226;Which section (A, B, C or D) does each statement (I-7) refer to？ &8226;For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. Successful Time Management A The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, '1 don't have time to plan today'. B Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic. C If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to 'fitness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything. D If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform. your planning in the future. In order to complete a task well, it may not be necessary to deal with every detail.

&8226;Which section (A, B, C, or D) does each statement 1--7 refer to？ &8226;For each statement 1--7, mark one letter (A, B, C, or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A It's the space where commodities traders turn into couch potatoes and kids spend every waking moment from the terrible twos to the terrifying teens. Whatever you want to call it--the living room, the family room, the playroom--it's now the most wired room in the house, even more so, surprisingly, than the home office. So it's about time you got some R&amp;R (Rest and Relaxation) payback from all that technology. B Despite many changes in the past few decades, we're essentially doing the same things in the family room we've always done. These include watching TV and movies, listening to music, and communicating with friends. But now we've gone hi-tech. The capabilities and quality of the devices we use today have improved dramatically, and there's much more to come. Parts of your future living room are currently well-defined and developed, but hooking them all up into a cohesive whole is still like piecing together a jigsaw puzzle. C In recent years, TVs have become bigger and more beautiful. But we're still paying a high price for the size and beauty. Take, for example, Toshiba's 65-inch Theater Wide HD Projection TV, which is big enough to make you feel like you're really in a movie theater. As it costs almost $ 8, 500, you could practically hire some actors to perform. in your living room for less. But you're paying for the size and picture quality of a projection TV, as well as future-proofing support for digital High-Definition TV. D The great thing about life in the 21st century is how much easier when you get home. In Tokyo the folds at Panasonic have built a mockup of what they call "the house of the future". In the future, it's gonna be video mail and starts when you do a fingerprint analysis to let the computer know you're home. Sensors then note your presence, turn on the lights and set each room's temperature to your preference, or fire up the 500-channel, 50-inch plasma TV, which can store a hundred hours of TV programs in the main home computer. What we have done in the living room will be related closely to each other in the future.

Read the article below about a website. Are sentences 1-7 on the opposite page Right or Wrong？ If there is not enough information to answer Right or Wrong, choose Doesnt Say. For each sentence 1-7, mark one letter (A, B or C) on your Answer Sheet. Here we Google again Google dominates the Internet-search business, such as Netscape once ruled in Web browsers and RealNetworks did in media players. Begun as a research project by two graduate students in 1998, Google today carries out more than 200 million searches a day and is estimated to have had $1 billion income last year, mainly from advertising sector. It is the most visited search site, accounting for 35% of search-engine visits — compared with 28% for Yahoo, 16% for AOL and 15% for Microsofts MSN, according to comScore Networks, a market-research company. But that masks its true influence. Googles technology is used to power searches on other sites, such as Yahoo and AOL (though Yahoo plans to use its own technology soon). Taking this into account makes Google responsible for around 80% of all Internet searches. The company is now preparing for a stock market flotation in the next few months. Googles power makes it just the sort of company that Microsoft typically tries to squash. At the World Economic Forum in Davos last week, Mr Gates admitted that Googles search technology was &quot;way better&quot; than Microsofts, and identified Internet search as a key focus for his company. Google, Netscape and RealNetworks all play a very important role in their own field. A.Right B.Wrong C.Doesn"t Say

•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. graduate recruitment has a growing role. But companies need to know whether their recruitment staff who interview candidates for jobs really know what they're doing. Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), acknowledges that in a perfect world, the people who recruit graduates would have been in the role for some time building up workplace knowledge. He says the reality is that the high turnover of graduate recruitment managers in most blue chips means there is little continuity in how companies operate. 'There's the difficulty in maintaining important contact with university careers departments, for example,' he explains. 'You need a depth of understanding to appreciate where the company is coming from and how it's progressing.' We can identify two specialisms within the recruiter's role. Those that work on the recruitment and selection side need traditional human resources (HR) skills such as good interviewing technique, observation, common sense, objectivity, patience and listening skills. But increasingly there are those who take a strategic view and look more widely at how their company is represented in the marketplace. It's a clear advantage if you can identify with your target audience. Many young members of middle management are seconded into HR for a year because their firms feel they can identify with job-seeking graduates. Yet in an industry that has been revolutionised by the internet, privatised career services and rocketing numbers in higher education, it is questionable how relevant these managers' experiences are. Some high-fliers see a secondment to HR as a sideways move; a firm's HR function might not carry the same kudos as, say, the finance department, although obviously the recruitment and retention of staff is of crucial importance. Georgia de Saram, specialising in graduate recruitment at a law firm, is one of a new breed of young dynamic recruiters who see HR as their vocation rather than a transitory career move. 'I was attracted to the profession because I enjoy working with people and it's an obvious follow-on from my anthropology degree,' she says. 'In this capacity, you get to know people and they know you even though they might not know other people in the firm.' As a recruiter, she sees herself as the interface between graduates and the firm that's looking to attract them？ It's such a tug of war between law firms for the best trainees - often they'll turn you down in favour of an offer they've received from elsewhere. You need to be good at marketing your firm, to know what interests graduates and how you can reach potential employees, whether that's through virtual law fairs or magazines.' A recent AGR survey suggests that the sectors in which there is less turnover of graduate recruitment managers are more successful in recruiting the graduates they want. The legal sector's sophisticated understanding of the market, for example, means they manage to recruit exactly the right number of trainees despite intense competition and thousands of applications. The people recruiting seem to build up a specialism and then pass on their knowledge and expertise to those new to the graduate recruitment sector. Jackie Alexander, an HR partner at PricewaterhouseCoopers, feels that HR professionals are finally reaching board level and receiving the sort of acknowledgement they deserve. 'They are judged by the value they add to the business,' she says, 'and, as a professional services firm, the right people are our biggest asset.' As Georgia de Saram points out: 'From our company's point of v. iew, if I can't establish a rapport with a candidate A．detailed knowledge of their sector. B．appropriate academic qualifications. C．understanding of graduates' expectations. D．experience of the companies they work for.

&8226;For each question 13-18, mark one letter (A, B, C or D)on your Answer Sheet for the answer you choose. Focus on Your Customer If you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it's easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn't easy. The place to start？ A customer-driven business model. A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services. If you think this is a daunting task, you aren't alone. Because most enterprises don't have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort. Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary. Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships. Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers' preferred channels and determine if there's some way to optimize them. Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place. The first paragraph indicates that loyal customers A．help reduce costs of the company. B．are quite common around the world. C．produce huge profits. D．are costly to develop.

&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. The importance of satisfaction and morale Broadly speaking, job satisfaction is the degree of enjoyment that people derive from performing their jobs. If people enjoy their work, they are relatively satisfied; if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. Morale reflects the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities. (8) Some large firms, for example, have instituted companywide programs designed specifically to address employees' needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafeteria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and -- most important -- acting on that input give their company an edge in recruiting and retaining productive workers. (9) For example, First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care. When workers are satisfied and morale is high, the organization benefits in many ways. Compared with dissatisfied workers, for example; satisfied employees are more committed and loyal. (10) In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisfied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations. Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more likely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. (11) High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity. (12) The results of one recent study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignored. A Low morale may also result in high turnover -- the ratio of newly hired to currently employed workers. B In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. C In fact, evidence suggests that job satisfaction and employee morale may directly affect a company's performance. D Such employees are more likely to work hard and to make useful contributions to the organization. E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion. F Companies can involve employee morale and job satisfaction in a variety of ways. G In

A．signals B． signs C． marks D．codes

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