英语初级商务英语(集锦5篇)

英语初级商务英语（集锦5篇）

1.英语初级商务英语第1篇

_ccruals 增值，应计

achieve 获得或达到，实现，完成

acknowledge 承认，告知已收到(某物)，承认某人

acquire 获得，得到

_cquisition 收购，被收购的公司或股份

acting 代理的

activity 业务类型

actual 实在的，实际的，确实的

adapt 修改，适应

adjust 整理，使适应

administration 实施，经营，行政

administer 管理，实施

adopt 采纳，批准，挑选某人作候选人

advertise 公布，做广告

2.英语初级商务英语第2篇

改进包装方法十分必要。

We’ve informed the manufacturer to have them packed as per your 我们已经通知厂商按你们的要求包装。

Packing has a close bearing on

包装直接关系到产品的销售。

Packing also effects the reputation of our

包装也影响产品的声誉。

A packing that catches the eye will help us push the

醒目的包装有助于我们推销产品。

Buyers always pay great attention to

买方很注意包装的情况。

I’m sure the new packing will give your clients

我相信新包装定会使您的客户满意。

Different articles require different

不同商品需要不同的包装。

Generally speaking, buyers bear the charges of

包装费用一般由买方负担。

Packing charge is about 3% of the total cost of the

3.英语初级商务英语第3篇

完整拼出下列句中空格处的单词(注意是完整拼出)：

Although he was a f( )e at school, he became a successful man 失败者

He was so c( )s to know what was in the letter that he opened it ,even though it was addressed to his 好奇的

Will you be quite f( )k with me about this matter? 坦白的

In their school they have an i( )l of ten minutes for 间隔的时间

The police watched the cafe to which the robber was known to r( ) 常去

答案及解析：

正确答案:failure 题目翻译:尽管他在学校是个失败者,最后他还是成了一个成功的人.

正确答案:curious 题目翻译:他太好奇信里是什么,就打开了,尽管是寄给他姐姐的.正确答案:frank 题目翻译:你能非常坦白的告诉我这件事吗?

正确答案:interval 题目翻译:在学校里,有十分钟的休息时间.

正确答案:resort 题目翻译:警察们监视了强盗们常去的咖啡馆.

4.英语初级商务英语第4篇

找出与中括号内单词意义相近的单词：

Steam can [generate] electricity by turning an electric

He earned high [commendation] from the people for his

The policeman [halted] the speeding car to see if the driver was

I have a [sore] throat from

I will show you the [magnificent] palace of the

答案及解析：

正确答案:b

题目翻译:发电机可以转化让水蒸汽产生电. 选项翻译改变产生停止覆盖

正确答案:c

题目翻译:他的勇敢赢得了人们很高的赞扬选项翻译报答自毫表扬考虑

正确答案:a

题目翻译:警察让超速的车停下检查司机是否喝酒. 选项翻译停止发现追捕拿

正确答案:d

题目翻译:我感冒喉咙痛. 选项翻译强壮微弱干净痛

正确答案:a

题目翻译:我带你去看国王华丽的宫殿. 选项翻译伟大的古代的钝的彩色的

5.英语初级商务英语第5篇

Achieving a successful merger

However attractive the figures may look on paper, in thelong run the success or failure of a merger depends on thehuman When the agreement has been signed and theaccountants have departed, the real problems may only just If there is a culture clash between the two companiesin the way their people work, then all the efforts of the financiersand lawyers to strike a deal may have been in

According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up totheir promise of shareholder value, riot through any failure in economic terms but because theintegration of people is Corporates, he explains, concentrate their efforts before amerger on legal, technical and financial They employ a range of experts to obtain themost favourable contract But even at these early stages, people issues must be takeninto The strengths and weaknesses of both organisations should be assessed and, ifit is a merger of equals, then careful thought should be given to which personnel, from which

side,should take on the key

This was the issue in 20XX when the proposed merger between two pharmaceuticalcompanies promised to create one of the largest players in the For both companies themerger was intended to reverse falling market share and shareholder However, although thecompanies' skill bases were compatible, the chief executives of the two companies could not agreewhich of them was to head up the new This illustrates the need to compromise if amerger is to take

But even in mergers that do go ahead, there can be culture One way to avoid this isto work with focus groups to see how employees view the existing culture of their Inone example, where two global organisations in the food sector were planning to merge, focusgroups discovered that the companies displayed very different One was sales-focused,knew exactly what it wanted to achieve and pushed initiatives The other got involved inlengthy discussions, trying out options methodically and making contingency The firstresponded quickly to changes in the marketplace; the second took longer, but the option iteventually chose was usually the correct Neither company's approach would have worked forthe

The answer is not to adopt one company's approach, or even to try to incorporate everyaspect of both organisations, but to create a totally new This means taking the best fromboth sides and making a new organisation that everyone can Or almost there will be those who cannot

adapt to a different Research into the impact ofmergers has found that companies with differing management styles are the ones that need towork hardest at creating a new

Another tool that can help to get the right cultural mix is

intercultural This involvescarrying out research that looks at the culture of a company and the business culture of thecountry in which it is It identifies how people, money and time are managed in a company,and investigates the business customs of the country and how its politics, economics and historyimpact on the way business is

13 According to the text, mergers can encounter problems when

A contracts are signed too

B experts cannot predict accurate

C conflicting attitudes cannot be

D staff are opposed to the terms of the

14 According to Chris Bolton, what do many organisations do in preparation for a merger?

A ensure their interests are represented

B give reassurances to shareholders

C consider the effect of a merger on employees

D analyse the varying strengths of their staff

15 The proposed merger of two pharmaceutical groups failed because

A major shareholders were

B there was a fall in the demand for their

C there were problems combining their areas of

D an issue of personal rivalry could not be

16 According to the text, focus groups can help companies to

A develop new

B adopt contingency

C be decisive and react

D evaluate how well matched they

17 Creating a new culture in a newly merged organisation means that

A management styles become more

B there is more chance of the merger 中华考试网

C staff will find it more difficult to adapt to the

D successful elements of the original organisations are

18 According to the text, intercultural analysis will show

A what kind of benefits a merger can lead

B how the national context affects the way a company is

C how long it will take for a company culture to

D what changes companies should make before a merger takes

参考答案接解析

《Achieving a successful merger》，实现一个成功的并购。文章没有从技术和经济效益的角度来分析并购成功的因素，而是强调了一个在并购中容易被忽视的重要因素：文化冲突。不同的企业文化走到了一起，能否兼容是并购能否成功的关键因素。一个比较著名的例子是当年惠普与康柏的并购。

第十三题，问什么情况下并购会遇到麻烦。答案是A段的最后一句，关键词是culture clash：如果两个公司的员工在工作方式上存在文化冲突，那么金融专家和律师们为了达成交易所做的一切努力都是徒劳的。所以选C：冲突性的态度无法得到解决。Conflicting attitude对应于culture clash。attitude具体指公司员工做事情的方式和态度。

第十四题，问很多机构为并购所做的准备是什么。答案是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力集中在法律、技术和金融事务上了。也就是更多的看重经济等方面的利益，而忽视了人的因素。选A：确保他们的利益得到很好的反映，也就是自己的利益有保障。represent在这里的意思是be present or found in something, especially to a particular degree。

第十五题，问这俩医药公司并购失败的原因是什么。答案是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new 在谁来领导新的机构的问题上无法达成一致。所以选D：人员竞争问题无法得到解决。Personal rivalry就是指两个领导谁也不服谁。第十六题，问focus group可以帮助公司干什么。先弄明白focus group的意思，看剑桥高阶的解释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。处理问题的团体。答案在第四段。这一段是举例说明两个合并公司的文化兼容性问题。经过focus group的调查，这两个公司的做事方式有很大差别，不能兼容。所以这一题的答案是选D：评估他们能否匹配。

第十七题，问在一个新合并的公司里创造新的文化意味着什么。答案是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取双方的优点，创造一个所有人都能接受的新组织。每个人都能接受，那么合并成功的可能性会大大增加。选B：合并起作用的几率增加了。

第十八题，跨文化分析能够表明什么。答案是最后一段的最后一句：how its politics, economics and history impact on the way business is 看看这个国家的政治、经济和历史是怎么影响商业行为的。也就是考察宏观的国家背景对微观的经济个体的影响。选B：国家背景怎样影响公司的运行方式。