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单选题公共英语四级

2018-03-04

In the face of recent attacks on the company，Levin___________．

A．stuck to a strong stand tO defend freedom of expression

B．softened his tone and introduced a new initiative

C．yielded to objections and resigned from the-company

D．requested unconditional support from the 15-member board

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参考答案

B

答案解析

文章第四段：but there were signs that the chairman was back-ing off his hard-line stand．有迹象表明，主席放弃了他的强硬立场。口气变软，推出了新方案。

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1 We Can infer from the last paragraph that___________．

A．profits and social responsibility can rarely go hand in hand in the company

B．few people are concerned about corporate responsibility

C．the debate over Time Warner’s policy will soon involve other companies

D．the Time Warner Board’s opinion of the company’s poficy is divided’

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2 根据下面资料，回答题
A The first and more important is the consumer´ s growing preference for eating out: the con-sumption of food and drink in places other than homes has risen from about 32 percent of total consumption in 1995 to 35 percent in 2000 and is expected to approach 38 percent by 2005.
This development is boosting wholesale demand from the food service segment by 4 to 5 per-cent a year across Europe, compared with growth in retail demand of 1 to 2 percent. Mean-while, as the recession is looming large, people are getting anxious. They tend to keep a tighter hold on their purse and consider eating at home a realistic alternative.
B  Retail sales of food and drink in Europe´ s largest markets are at a standstill, leaving European grocery retailers hungry for opportunities to grow. Most leading retailers have already tried e-commerce, with limited success, and expansion abroad. But almost all have ignored the big,profitable opportunity in their own backyard: the wholesale food and drink trade, which ap-pears to be just the kind of market retailers need.
C  Will such variations bring about a change in the overall structure of the food and drink mar-ket? Definitely not. The functioning of the market is based on flexible trends dominated by potential buyers. In other words, it is up to the buyer, rather than the seller, to decide what to buy. At any rate, this change will ultimately be acclaimed by an ever-growing number of both domestic and international consumers, regardless of how long the current consumer pat-tern will take hold.
D All in all, this clearly seems to be a market in which big retailers could profitably apply their gigantic scale, existing infrastructure, and proven skills in the management of product ranges,logistics, and marketing intelligence. Retailers that master the intricacies of wholesaling in Europe may well expect to rake in substantial profits thereby. At least, that is how it looks as a whole. Closer inspection reveals important differences among the biggest national markets,especially in their customer segments and wholesale structures, as well as the competitive dy-namics of individual food and drink categories. Big retailers must understand these differences before they can identify the segments of European wholesaling in which their particular abili-ties might unseat smaller but entrenched competitors. New skills and unfamiliar business mod-els are needed too.
E  Despite variations in detail, wholesale markets in the countries that have been closely exam-inedFrance, Germany, Italy and Spainare made out of the same building blocks. De-mand comes mainly from two sources: independent mom-and-pop grocery stores which, un-like large retail chains, are too small to buy straight from producers, and food service opera-tors that cater to consumers when they don´ t eat at home. Such food service operators range from snack machines to large institutional catering ventures, but most of these businesses are known in the trade as "horeca" : hotels, restaurants, and cafes. Overall, Europe´ s wholesale market for food and drink is growing at the same sluggish pace as the retail market, but the figures, when added together, mask two opposing trends.
F  For example, wholesale food and drink sales came to $ 268 billion in France, Germany, Ita-ly, Spain and the United Kingdom in 2000more than 40 percent of retail sales. Moreover,average overall margins are higher in wholesale than in retail； wholesale demand from the food service sector is growing quickly as more Europeans eat out more often; and changes in the competitive dynamics of this fragmented industry are at last making it feasible for whole-salers to considerate.
G  However, none of these requirements should deter large retails (and even some large food producers and existing wholesalers) from trying their hand, for those that master the intrica-cies of wholesaling in Europe stand to reap considerable gains.
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