Starbucks ® Anniversary Blend于哪年推出？（）

The writer says the main purpose of Starbucks' sustainable sourcing is to

A．encourage responsible suppliers.

B．build a new-type relationship with its suppliers.

C．enhance its brand.

D．promote the company's growth.

Starbucks serves about 100 million people a week.

A．Y

B．N

C．NG

Starbucks has grown into the second largest coffeehouse company in the world.()

What does the news about Starbucks in The Onion mean？

A．A new Starbucks opens in the toilet of an old Starbucks.

B．Starbucks has no funds to open its new shops.

C．New Starbucks shops are shrinking in size.

D．There are too many Starbucks in one place.

The earliest company that Starbucks purchased is______.

A．Evolution Fresh

B．Bay Bread

C．Teavana

D．Tazo

Why could Starbucks improve its business according to the last paragraph？

A．Because the partners can figure out their best policies. and the directors respect their suggestions.

B．Because Starbucks closes its ears to partners' suggestions.

C．Because Starbucks allows every employee to make and develop plans.

D．Because Starbucks has a well-organised communication channel for employees.

According to Troy Alstead, the aim of Starbucks acquisition of Bay Bread is to______.

A．occupy the bread market

B．expand the company

C．raise customers" satisfaction towards food

D．diversify its commodity

According to the third paragraph, we can deduce Starbucks attach great importance to

A．individual effort.

B．individual ability.

C．teamwork.

D．serious atmosphere.

coffee giant Starbucks thinks【C2】______will be the right blend for its business in China. "I believe strongly that China is going to be the second largest market in the world for Starbucks. And we are just getting【C3】______" "Hello, welcome to Starbucks. " Starbucks has already been in China for over a decade. But with financial troubles emerging back home, Starbucks chief Howard Schultz has come here, rallying(重新召集, 激励)employees and decorating stores, hoping to【C4】______the steaming Chinese【C5】______"Weve got 900 stores in the UK, 800 stores in Japan. China clearly is gonna have thousands of stores. " "But this is a【C6】______drinking culture. " "Well, it is. And 10 years ago, people said when Starbucks【C7】______China, they were not gonna succeed because everyone drank tea. Thats not exactly whats taking place. Whats happened is weve opened up Starbucks in China. The Chinese【C8】______has embraced(接受, 拥护)Starbucks, is drinking tons of coffee.【C9】______we are also offering tea. " Tea and other【C10】______treats have helped boost sales here.

【C1】

A．conflict

B．gap

C．mixture

D．difference

ge.

？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.

Caught in the spotlight of hostile scrutiny, global companies from the Gap to McDonald's to Wal-Mart have launched so-called social-compliance programs to fend off critics of their supply chain practices. These new programs frequently require company suppliers to meet basic labor-practice standards. That compliance is all excellent first step, but it requires strategic thinking, not just-in-time tactical responses.

Starbucks has charted a course that suggests a new strategic template, one that other brand-driven multinationals might want to explore. When anti-globalization activists singled out Starbucks for having exploited third-world farmers, the company saw the attack as a direct threat to the brand and to its public commitments to social responsibility. But rather than assume a purely defensive posture, Starbucks launched a pilot program to fundamentally change its relationship with its suppliers. The company began to actively cultivate and reward environmentally and socially responsible suppliers a strategic gamble it calls sustainable sourcing. Not only could sustainable sourcing defend against Starbucks's critics, company executives reasoned, but it could build the brand and even drive the company's growth. This spring, Starbucks announced that it was making sustainable sourcing a cornerstone of its global strategy.

With annual growth in the late 1990s at about 20%, Starbucks executives were confident the demand was them to sustain this rate of growth. But they knew their supply chain's future was less predictable and reliable. If the flow of specialty beans from around the globe fell short, both its growth plans and the quality of its coffee would be at risk.

To protect its coffee supply, Starbucks realized it had to identify and nurture partners that could meet its quality standards and keep pace with its increasing demand. Moreover, to protect its brand, the company had to be certain that these suppliers shared its commitment to corporate citizenship. In 2001, the company launched a pilot called the preferred supplier program to attract and reward farmers committed to socially and environmentally responsible farming. The company reasoned that the farms that took the best care of their employees and land would be the most sophisticated, responsive, and responsible suppliers just the sort to help Starbucks fulfill its aggressive growth plan.

To become a preferred supplier, farmers must apply to the program. Reviewers evaluate applicants on 20 measures to determine how well they adhere to sustainable environmental practices (procedures that protect the scarce real estate on which high-quality coffee can grow ) and responsible social practices (methods, for example, that reduce the risk that deliveries will be compromised by labor unrest, corruption, or legal violations ). Suppliers accepted into the program are awarded points for meeting environmental, social, and economic criteria; the more points they earn, the more Starbucks pays them for their coffee. Preferred providers will typically receive a 5% premium on each pound of beans they sell. They can also win long-term contracts to reduce market risk and receive credit to fund improvements that promote sustainability. With the recent expansion of the pilot program to all of its supply chain, Starbucks expects that in five years 60% of its coffee will come from preferred suppliers.

Starbucks's idea is innovative and refreshingly proactive. But it's clearly a gamble. It's uncertain whether sourcing this way will pay off, either by satisfying the company's critics or by assuring adequate supplies. While the jury's still out, brand-driven companies may want to try this e

A．They are being criticized for what they have done.

B．The programs are part of their long-term strategy.

C．They want to be operating in accordance with relevant standards.

D．Their supply chain practices have lagged behind modem development.

Which of the following statements about coffee was false？

A.With 2.5 coffee shops for every 1,000 citizens, Seattle has the greatest concentration of coffee houses in America.

B.The world’s first Starbucks opened in Seattle in 1971.

C.To encourage the creativity in making better coffee, a monthly competition is held by the Specialty Coffee Association of America for the people who prepare coffee drinks.

D.It is hard to walk down a street in an American city without coming across a coffee shop.