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2017年商务英语中级试题考前教导操练
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Critical Path
When David Hayden realised his company was heading for trouble, he took drastic measures to get it back on track
David Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.
Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didn't understand the product or the sector,' says Hayden. The heads of department didn't communicate and they didn't lead.' But what was worse, Critical Path had lost the goodwill of its investors.
Hayden knew that bringing the figures under control would be a vital step in the company's turnaround. 'You've got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn't have bad feelings about me. I told them that I knew I could get the company on its feet again.' He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge.
The next thing Hayden had to tackle was morale. 'Everyone left the office at five on the dot - they couldn't get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.' In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility.
But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. 'A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,' is his message. 'Or if you often have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.'
By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. 'One thing that helped save us was that our technology worked,' says Hayden. 'With 20 million email accounts, we never lost a single major client because the product kept on working.' With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. 'It was time to go,' he says. 'I'm not a turnaround specialist. I prefer start-ups.'
13 What event coincided with Critical Path becoming a public company?
A Hayden became the Executive Director of Critical Path.
B Investors hired a replacement team to run Critical Path.
C Critical Path launched a successful new product on the market.
D Critical Path was floated on the Stock Exchange at 24 cents per share.
14 Which of the following situations did Hayden face at Critical Path in 2001?
A The employees were worried about job security.
B The investors were calling for changes to the company structure.
C The management was misleading the staff about the company's position.
D The board of directors did not realise the scale of the company's problems.
15 One reason Hayden was able to turn Critical Path around was that
A he managed to find new investors.
B the financial situation was not as bad as he had thought.
C he had built up a good relationship with the management team.
D he was given the support that he needed.
16 What was Hayden's policy regarding the staff of Critical Path?
A He paid overtime to everybody who worked outside office hours.
B He reduced the workforce by operating an early retirement scheme.
C He gave key staff the opportunity to help him set goals for the company.
D He restored motivation by showing willingness to work alongside staff.
17 According to Hayden, what could indicate that a business is in trouble?
A problems keeping accounts up to date
B suppliers refusing to offer new credit terms
C a frequent need to increase the amount borrowed
D difficulties in getting payment from customers on time
18 Hayden left Critical Path after he had rescued the company because
A he wanted to develop the technology for a new internet service.
B he wanted to concentrate on founding a new enterprise.
C he had been offered a job with a major internet company.
D he decided to go into partnership with a major client.
这篇文章名为《Critical Path》，字面上懂得是关头途径，但在此文中是指一个公司的名字。整篇文章都是环绕这个公司遭受的窘境，和这个公司的履行主席是若何力挽狂澜、转变天地的。BEC测验浏览文章的一大特色是逻辑性强，条理清晰，读完不会有找不着北的感受。
13题，标题标题问题问当Critical Path成为上市公司时还产生了甚么事。
A错误，原文说的很大白：Hayden took the opportunity to step down from his executive position。捉住机遇从总裁的地位上退上去。
B项准确。原文说the business was put in the hands of new managers by its investors。营业被投资者交给了新的司理。和B选项的“投资者雇佣了一个替换团队来经营Critical Path”说的是一个意义。
C错误，原文说的是sector-leading products，行业抢先的产物，简直是C选项所说的successful，可是new错误。
D错误，起首时候上不符合，不是Critical Path成为上市公司时的事，其次这一句的描写也错误，只是说股价颠仆了24美分，不是float。
Public company：a company whose shares can be bought and sold on the stock market, etc.上市公司。
14题，标题标题问题问在2001年的Critical Path,这个Hayden面对着甚么样的环境。谜底在第二段找。
A段说员工们担忧任务保证。原文中说“The 1,100 staff had lost confidence in the company and did not know what was going to happen to them”，1100号员工对公司落空了决定信念，不晓得将会产生甚么。和A的意义符合。B、C、D在原文中都不提到。
这个标题标题问题关头是能懂得job security的意义，它是商务英语里隧道罕见的用法(一样的另有employment security)：job security：a situation where a job is likely to last for a long time and you will keep the job if you do what you are expected to
eg: Consumers have cut back on their spending because of worries about job security.
罕见搭配(完形填空能够或许会碰到)a high/low level of job security to have/improve/increase/provide job security
15题，标题标题问题问Hayden能够或许转变场合排场的一个缘由。谜底在第三段找，并不很间接，须要一点归纳综合。这一段先说了下公司的一些难处，比方投资人很朝气，效果很严重。所幸的是投资人对Hayden并不恶感：He was authorised to make whatever changes were required，他被受权停止统统须要的转变，也便是D选项所说的获得了须要的撑持。
A错误，不须要找新的投资者，原文说的是“getting back the goodwill of the investors”，挽回投资人的好感。
B错误，财务状态简直很坏。
C在原文不提到。原文的最初一句说在公司寻觅能够相信的人并让他们担任，不是说和办理层成立好干系。
16题，问针对Critical Path的员工采用的政策是甚么。谜底是第四段的第一句话：The next thing Hayden had to tackle was morale。须要处理的是士气标题问题。也便是D段所说的restored motivation。这一段是讲Hayden若何与员工站在一路。
A错误，原文说的很清晰：it was assumed that nobody would ask for overtime pay until the company was on its feet again。任何人不得讨取加班弥补。
B错误，原文是apart from not replacing people as they reached retirement age。
C也错误，原文是who were given more responsibility，被付与了更多的义务，不是“help him set goals”。17题，标题标题问题问甚么能够标明一个公司堕入了窘境。谜底是第五段的这么一句：A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble。有一个不实际的订价政策或须要和供货商构和进步存款。
Credit是很眼生的单词，用法良多，让人蒙头转向。这里的意义是：money that financial institutions lend to businesses, governments and people
eg：It is unlikely that the bank will extend additional credit to the firm.
18题，标题标题问题问表演了救世配角色以后的Hayden为甚么挑选分开。
谜底是最初一段：“With ideas for a fresh venture demanding his attention elsewhere”和“I'm not a turnaround specialist. I prefer start-ups.”须要一个极新的须要他的注重力的企业。也便是B选项所说的想要一个新的企业。
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