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A．upB．outC．inD．by
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A．takeB．supposeC．haveD．assume
？Read the following extract from an article about what airline alliances will take to people and those airline companies, and the questions followed.
？For each question 15—20, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.
Cooperative cooperation. Competitive cooperation. Confused？ Airline alliances have travelers scratching their heads over what's going on in the skies. Some folks view alliances as a blessing to travelers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big business, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there's no escaping airline alliances: the marketing hype is unrelenting, with each of the two megs-groupings, One world and Star Alliance, promoting itself as the best choice for all travelers. And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, One world and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years. But why, after years of often ferocious competition, have airlines decided to hand together？ Let's just say the timing is mutually convenient. North American airlines, have exhausted all means of earning customer loyalty at home, have been looking for ways to reach out to foreign flyers. Asian carriers are still hurting from the region-wide economic downturn that began two years ago-just when some of the airlines were taking delivery of new aircraft. Alliances also allow carriers to cut costs and increase profits by pooling manpower resources on the ground and cede-sharing—the practice of two partners selling tickets and operating only one aircraft.
So alliances are terrific for airlines—but are they good for the passenger？ Absolutely, say the airlines: think of the lounges, the joint FFP (frequent flyer program) benefits, the round-the-world fares, and the global service networks. Then there's the promise of "seamless" travel= the ability to, say, travel from Singapore to Rome to New York, all on one ticket, without having to wait hours for connections or worry about your hags. Sounds utopian？ Peter Buecking, Cathay Pacific's director of sales and marketing, thinks that seamless travel is still evolving. "It's fair to say that these links are only in their infancy. The key to seamlessness rests in infrastructure and information sharing. We're working on this. n Henry Ma, spokesperson for Star Alliance in Hong Kong, lists some of the other benefits for consumers. "Global travelers have an easier time making connections and planning their itineraries. ' Ma claims alliances also assure passengers consistent service standards.
Critics of alliances say the much-touted benefits to the consumer are mostly pie in the sky, that alliances are all about reducing costs for the airlines, rationalizing services and running joint marketing programs. It is believed that alliances will ultimately result in decreased flight choices and increased costs for consumers. Instead of two airlines competing and each operating a flight on the same route at 70% capacity, the allied pair will share the route and run one full flight. Since fewer seats will be available, passengers will be obliged to pay more for tickets.
Those who've already made the elite grade in the FFP of a major airline stand to benefit the most when it joins an alliance: then they enjoy the PFP perks and advantages on any and all of the member carriers. For those who haven't made the top grade in any FFP, alliances might be a way of simplifying the earning of frequent flyer miles. For example, I belong to United Airline's Mileage Plus and generally fly less than 25,000 miles a year. But I earn miles with every flight I take on Star Alliance member-Ail Nippo
How to approach Reading Test Part Four
•This part of the Reading Test tests your vocabulary
•Read the whole text quickly to find out what it is about. As you read, try to predict the words that might fill the gaps.
•Look at the four possible answers for each gap and cross out any obviously incorrect words.
•Then read both before and after each gap to decide which word should go in it. The word needs to fit both the meaning and the grammar
•After completing all the gaps, read the whole text again to check your answers.
•Read the article on the opposite page about how companies can attract and retain good quality staff.
？ Choose the best word from below to fill each gap.
？ For each question 21 - 30, mark one letter (A, B, C or D) on your Answer Sheet.
Finding and keeping tomorrow's high-fliers
To gain competitive advantage, organisations need to attract and retain potential high-performers who can develop and implement winning strategies. They need people with a genius for (21) things done quickly and effectively, which includes completing projects on time, and inspiring and leading colleagues. In (22) they need the ability to ensure a company's success. Such people can (23) their organisations to great heights.
However, many of those who stand (24) because of their talent leave because their employers are (25) to their agendas. In fact, many organisations need a clearer idea of what motivates such people.
Money is not particularly effective as a motivator, because high - performers tend to (26) a good financial package for granted. Empowerment is particularly significant for new talent, however, and wise employers (27) high - performers the opportunity to feel that they 'own' a project.
The challenge of the work is another essential motivator for high-fliers, who need to feel that their employer has a strong (28) of how the job contributes to their career development. High - performers should also have a platform. for self- development, to enable them to (29) their skills.
Above all, high - performers want to feel that the organisation they work for (30) them as special. If they find that it is not interested in them as people but only as high-performing commodities, it will be hardly surprising if their loyalty is minimal.
An organisation which bears ail this in mind is in a better position to keep its high-fliers, both present and future.
(21)
A．proposeB．offerC．provideD．supply
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