Mostrando postagens com marcador Prova e Gabarito CESGRANRIO 2010 BNDES. Mostrar todas as postagens
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quinta-feira, 3 de julho de 2025

CESGRANRIO 2010 – LÍNGUA INGLESA – BNDES – TÉCNICO ADMINISTRATIVO – BANCO NACIONAL DE DESENVOLVIMENTO ECONÔMICO E SOCIAL

 

www.cesgranrio.org.br

❑ TEXTO:
The Trends of Green Business for 2010 and Beyond
As tendências dos Negócios Sustentáveis para 2010 e além
  • By Guest Blogger on Jun 8, 2010 
[1º parágrafo]
Today’s business is all about being green. 
O negócio atual gira em torno da sustentabilidade.

From Walmart to Apple, everyone is talking about how green their approach, packaging, or methods are. 
Do Walmart à Apple, todos falam sobre o quão sustentáveis ​​são suas abordagens, embalagens ou métodos.

But green business is really in its infancy, and the future of being green will no doubt distill down to some very real and definable goals and practices. 
Mas os negócios sustentáveis ​​ainda estão em seus estágios iniciais, e o futuro da sustentabilidade, sem dúvida, se resumirá a objetivos e práticas muito reais e definíveis.

[2º parágrafo]
In fact, businesses that today find themselves carrying the green banner will be put to the test to define their actions, and it must make sense to the soon to be green savvy public. So, what are some of these definable trends that will dictate the future of green business? Let’s take a look. 
Na verdade, as empresas que hoje carregam a bandeira verde serão postas à prova para definir suas ações, e isso deve fazer sentido para o público que em breve se tornará consciente da importância do meio ambiente. Então, quais são algumas dessas tendências definíveis que ditarão o futuro dos negócios verdes? Vamos dar uma olhada.

A Measure Impact 
Uma Medida de Impacto

[3º parágrafo]
First up, businesses will find it harder to do business under the “Green” herald unless they hold themselves accountable to their own carbon footprint. While today we can find a number of carbon footprint calculators, the net results tend to vary between sites. As time continues on, these results will merge together to a more cohesive reporting structure, and this is the measuring stick to which the company will report. 
Em primeiro lugar, as empresas terão mais dificuldade em operar sob o lema "Verde", a menos que se responsabilizem por sua própria pegada de carbono. Embora hoje possamos encontrar diversas calculadoras de pegada de carbono, os resultados líquidos tendem a variar de acordo com o local. Com o passar do tempo, esses resultados se fundirão em uma estrutura de relatórios mais coesa, e essa será a medida que a empresa utilizará para elaborar seus relatórios.

[4º parágrafo]
A company’s net carbon footprint may be as important to its success as its bottom line, since no doubt one could drive the other. This is especially true if it is a public company that is directly coupled to selling to the public. 

Construindo Edifícios Mais Sustentáveis

[5º parágrafo]
For a lot of businesses, a major part of their environmental impact can be found in the very building that their business takes place in. A green building is not only potentially cheaper to operate, it can pay big dividends in brand appearance and customer loyalty. 
Para muitas empresas, grande parte do impacto ambiental pode ser encontrada no próprio edifício onde seus negócios acontecem. Um edifício verde não só é potencialmente mais barato de operar, como também pode gerar grandes dividendos na aparência da marca e na fidelidade do cliente.

[6º parágrafo]
In other words, you may find that it is cheaper to be green than not. Today utilities are being held accountable for energy standards, but incentives may make it the logical choice for all businesses.


Green Branding With The Customer
Marca Verde com o Cliente 

[7º parágrafo]
Soon businesses will find that it is simply not enough to talk to consumers about being green – instead they will need to educate them. Through promotions, handouts, special deals, and other means, businesses will find that an educated customer will better appreciate the new emphasis on being green. 
Em breve, as empresas descobrirão que não basta apenas falar com os consumidores sobre a importância de ser sustentável – em vez disso, precisarão educá-los. Por meio de promoções, brindes, ofertas especiais e outros meios, as empresas descobrirão que um cliente informado apreciará melhor a nova ênfase em ser sustentável.

[8º parágrafo]
By relating to the customer on green issues, the door is open for further dialog on others. Even such things as giving out free branded reusable bags is a simple but effective way of using the green relationship to build the business and improve the customer relationship.
Ao se conectar com o cliente sobre questões ambientais, abre-se a porta para um diálogo mais aprofundado sobre outras questões. Até mesmo ações como distribuir sacolas reutilizáveis ​​de marca gratuitamente são uma maneira simples, mas eficaz, de usar o relacionamento sustentável para construir o negócio e melhorar o relacionamento com o cliente.

Open Green Practices 
Práticas Sustentáveis Abertas

[9º parágrafo]
The consumer of today is better informed than ever before, and this is a trend that will no doubt continue. In order for a business to be seen as green, it will no doubt need to have the chain more open to all parties. This can be seen today by the inclusion of local growers in big chain grocery stores, and the trend will no doubt continue.
O consumidor de hoje está mais bem informado do que nunca, e essa é uma tendência que, sem dúvida, continuará. Para que uma empresa seja vista como sustentável, ela, sem dúvida, precisará ter uma cadeia de suprimentos mais aberta a todos os públicos. Isso pode ser comprovado hoje pela inclusão de produtores locais em grandes redes de supermercados, e a tendência, sem dúvida, continuará

[10º parágrafo]
Not only grocery stores and produce markets will be affected by the need for open green practices. Restaurants will find it beneficial to proudly declare that a particular side item is being provided by a given local producer. The act of being green is really building a responsible community on a global scale, so it should come to no surprise that strengthening the local community ties works well with being green. 
Não apenas supermercados e mercados de produtos agrícolas serão afetados pela necessidade de práticas verdes abertas. Restaurantes acharão benéfico declarar com orgulho que um determinado acompanhamento é fornecido por um determinado produtor local. O ato de ser verde está, na verdade, construindo uma comunidade responsável em escala global, então não é surpresa que fortalecer os laços comunitários locais funcione bem com a sustentabilidade.

[11º parágrafo]
With these trends, the future of a successful green business will be defined. 
Com essas tendências, o futuro de um negócio verde de sucesso será definido.

The businesses soon must responsibly measure and report their environmental impact to a given standard. 
Em breve, as empresas precisarão mensurar e reportar seu impacto ambiental de forma responsável, de acordo com um padrão específico.

They must build the places of business to a green standard. 
Deverão construir seus estabelecimentos comerciais de acordo com um padrão verde.

They will need to reach out and connect to their customers on green matters, to the advantage of both. 
Precisarão se conectar e se conectar com seus clientes em questões ambientais, para benefício de ambos.

And finally, they will need to develop and refine openly green practices that tie together the sense of a green community. 
E, por fim, precisarão desenvolver e aprimorar práticas abertamente verdes que integrem o senso de uma comunidade verde.

[12º parágrafo]
While these trends are more evolutionary than revolutionary in their arrival, you may be surprised at how fast they can become a standard accepted business process in 2010 and beyond.
Embora essas tendências sejam mais evolucionárias do que revolucionárias em sua chegada, você pode se surpreender com a rapidez com que elas podem se tornar um processo empresarial padrão aceito em 2010 e depois
31  The main purpose of the article is to 
(A) criticize private companies that still do not calculate their own carbon footprints. 
(B) report on some recent and future tendencies of environmentally correct businesses. 
(C) justify why only large companies like Walmart and Apple can be considered truly green businesses. 
(D) encourage new companies to reduce their environmental impact only by limiting their energy consumption. 
(E) convince consumers to buy food products exclusively from green grocery stores, markets and restaurants. 
•   Gabarito  B  
The main purpose of the article is to 
O principal objetivo do artigo é
(A) criticize private companies that still do not calculate their own carbon footprints.
criticar empresas privadas que ainda não calculam suas próprias pegadas de carbono. 
(B) report on some recent and future tendencies of environmentally correct businesses. 
relatar algumas tendências recentes e futuras de negócios ambientalmente corretos.
(C) justify why only large companies like Walmart and Apple can be considered truly green businesses.
justificar por que apenas grandes empresas como Walmart e Apple podem ser consideradas empresas verdadeiramente verdes. 
(D) encourage new companies to reduce their environmental impact only by limiting their energy consumption.
incentivar novas empresas a reduzir seu impacto ambiental limitando seu consumo de energia. 
(E) convince consumers to buy food products exclusively from green grocery stores, markets and restaurants.
convencer os consumidores a comprar produtos alimentícios exclusivamente de supermercados, mercados e restaurantes sustentáveis.

32  According to the text, all the examples below are definable trends that will dictate the future of green business, EXCEPT 
(A) building greener working environments. 
(B) consuming items provided by local growers or producers. 
(C) educating customers to adopt greener practices while shopping. 
(D) paying financial dividends to loyal consumers of green companies. 
(E) adopting a more standardized measurement of the company’s carbon footprint.
•   Gabarito  D  
According to the text, all the examples below are definable trends that will dictate the future of green business, EXCEPT
De acordo com o texto, todos os exemplos abaixo são tendências definíveis que ditarão o futuro dos negócios sustentáveis, EXCETO: 
(A) building greener working environments.
construir ambientes de trabalho mais sustentáveis. 
(B) consuming items provided by local growers or producers.
consumir itens fornecidos por produtores ou produtores locais. 
(C) educating customers to adopt greener practices while shopping.
educar os clientes a adotar práticas mais sustentáveis ​​durante as compras. 
(D) paying financial dividends to loyal consumers of green companies. 
pagar dividendos financeiros aos consumidores fiéis de empresas sustentáveis.
(E) adopting a more standardized measurement of the company’s carbon footprint.
adotar uma mensuração mais padronizada da pegada de carbono da empresa.

33  In the fragment “A company’s net carbon footprint may be as important to its success as its bottom line, since no doubt one could drive the other.” (lines 22-24), “since” can be substituted by
(A) because. 
(B) however. 
(C) while. 
(D) when. 
(E) so. 
•   Gabarito  A  
In the fragment “A company’s net carbon footprint may be as important to its success as its bottom line, since no doubt one could drive the other.” (lines 22-24), “since” can be substituted by
No fragmento “A pegada de carbono líquida de uma empresa pode ser tão importante para o seu sucesso quanto os seus resultados financeiros, uma vez que sem dúvida uma pode impulsionar a outra.” (linhas 22-24), “uma vez que” pode ser substituído por 
(A) because. 
(B) however. 
(C) while. 
(D) when. 
(E) so. 

34  According to paragraphs 7 and 8 (lines 38-49), educating customers to become green is beneficial to green businesses because customers 
(A) must learn about the all limitations imposed by a green lifestyle. 
(B) do not want to give up fashionable branded shopping bags for reusable ones. 
(C) will not be tricked by promotions, handouts and special deals for green products. 
(D) are not interested at all in learning about modern green practices that will raise the price of products. 
(E) will identify with an environmentally-friendly shop if they perceive the importance of being green.
•   Gabarito  E  
According to paragraphs 7 and 8 (lines 38-49), educating customers to become green is beneficial to green businesses because customers
De acordo com os parágrafos 7 e 8 (linhas 38 a 49), educar os clientes para que se tornem sustentáveis ​​é benéfico para os negócios sustentáveis, pois os clientes 
(A) must learn about the all limitations imposed by a green lifestyle.
precisam aprender sobre todas as limitações impostas por um estilo de vida sustentável. 
(B) do not want to give up fashionable branded shopping bags for reusable ones.
não querem trocar sacolas de compras de marcas da moda por sacolas reutilizáveis. 
(C) will not be tricked by promotions, handouts and special deals for green products.
não serão enganados por promoções, brindes e ofertas especiais de produtos sustentáveis. 
(D) are not interested at all in learning about modern green practices that will raise the price of products.
não têm interesse algum em aprender sobre práticas sustentáveis ​​modernas que aumentarão o preço dos produtos. 
(E) will identify with an environmentally-friendly shop if they perceive the importance of being green.
se identificarão com uma loja ecologicamente correta se perceberem a importância de ser sustentável.

35  According to the text, “…the inclusion of local growers in big chain grocery stores,” (lines 55-56) is seen as a(n) 
(A) effort made by all shops in order to attract local consumers. 
(B) excuse used by some irresponsible stores that pretend to be green. 
(C) frequent strategy used by local producers to please small restaurants. 
(D) tendency already adopted by food markets that follow green practices. 
(E) attempt to develop the sense of a green community in the poorest environments. 
•   Gabarito  D  
According to the text, “…the inclusion of local growers in big chain grocery stores,” (lines 55-56) is seen as a(n)
De acordo com o texto, “…a inclusão de produtores locais em grandes redes de supermercados” (linhas 55-56) é vista como um(a) 
(A) effort made by all shops in order to attract local consumers.
esforço feito por todas as lojas para atrair consumidores locais. 
(B) excuse used by some irresponsible stores that pretend to be green.
desculpa usada por algumas lojas irresponsáveis ​​que se dizem verdes. 
(C) frequent strategy used by local producers to please small restaurants. 
estratégia frequente usada por produtores locais para agradar pequenos restaurantes.
(D) tendency already adopted by food markets that follow green practices. 
tendência já adotada por mercados de alimentos que seguem práticas verdes
(E) attempt to develop the sense of a green community in the poorest environments. 
tentativa de desenvolver o senso de comunidade verde nos ambientes mais pobres.

36  Based on the meanings in the text, 
(A) “…goals…” (line 6) cannot be substituted by aim. 
(B) “…loyalty.” (line 32) and suspicion express similar ideas. 
(C) “…accountable…” (line 35) and responsible are synonyms. 
(D) “…reusable…” (line 46) is the opposite of recyclable. 
(E) “…beneficial…” (line 60) and advantageous express contradictory ideas. 
•   Gabarito  C  
Based on the meanings in the text, 
Com base nos significados do texto,
(A) “…goals…” (line 6) cannot be substituted by aim.
“…objetivos…” (linha 6) não pode ser substituído por objetivo. 
(B) “…loyalty.” (line 32) and suspicion express similar ideas.
“…lealdade.” (linha 32) e suspeita expressam ideias semelhantes. 
(C) “…accountable…” (line 35) and responsible are synonyms
“…responsável…” (linha 35) e responsável são sinônimos.
(D) “…reusable…” (line 46) is the opposite of recyclable.
“…reutilizável…” (linha 46) é o oposto de reciclável. 
(E) “…beneficial…” (line 60) and advantageous express contradictory ideas. 
“…benéfico…” (linha 60) e vantajoso expressam ideias contraditórias.

37  The fragment “to the advantage of both.” (line 72) indicates that there will be
(A) advantages for customers exclusively.
(B) benefits for customers and green businesses alike.
(C) gains for the customers and loss for the businesses.
(D) positive results for clients and more environmental impact.
(E) further development of green matters regardless of customers.
•   Gabarito  B  
The fragment “to the advantage of both.” (line 72) indicates that there will be
O fragmento “em benefício de ambos” (linha 72) indica que haverá
(A) advantages for customers exclusively.
vantagens exclusivamente para os clientes.
(B) benefits for customers and green businesses alike.
benefícios tanto para os clientes quanto para as empresas sustentáveis.
(C) gains for the customers and loss for the businesses.
ganhos para os clientes e perdas para as empresas.
(D) positive results for clients and more environmental impact.
resultados positivos para os clientes e maior impacto ambiental.
(E) further development of green matters regardless of customers.
maior desenvolvimento de questões sustentáveis, independentemente dos clientes.

38  In “you may be surprised at how fast they can become a standard accepted business process in 2010 and beyond.” (lines 77-79) the verb form “may” expresses
(A) necessity.
(B) certainty.
(C) obligation.
(D) capability.
(E) possibility
•   Gabarito  E  
In “you may be surprised at how fast they can become a standard accepted business process in 2010 and beyond.” (lines 77-79) the verb form “may” expresses
Em “você pode se surpreender com a rapidez com que eles podem se tornar um processo comercial padrão aceito em 2010 e depois.” (linhas 77-79) a forma verbal “may” expressa
(A) necessity.
(B) certainty.
(C) obligation.
(D) capability.
(E) possibility

CESGRANRIO 2010 – LÍNGUA INGLESA – BNDES – PROFISSIONAL BÁSICO ARQUITETURA – BANCO NACIONAL DE DESENVOLVIMENTO ECONÔMICO E SOCIAL

 

www.cesgranrio.org.br

  • Texto – The importance of discovering your plan B | The European Business Review | www.europeanbusinessreview.com |
  • 10 Multiple Choice Questions Five-Option Question |
❑ TEXTO:

The importance of discovering your plan B
A importância de descobrir o seu plano B
  • By John W. Mullins and Randy Komisar
[1º parágrafo]
If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors. How did they get from their Plan A to a business model that worked? Why did they succeed when most new ventures crash and burn?
Se os fundadores da Google, Starbucks ou PayPal tivessem mantido os seus planos de negócio originais, provavelmente nunca teríamos ouvido falar deles. Em vez disso, fizeram alterações radicais aos seus modelos iniciais, tornaram-se nomes conhecidos e proporcionaram grandes retornos aos seus fundadores e investidores. Como é que passaram do seu Plano A para um modelo de negócio que funcionou? Porque é que foram bem sucedidas quando a maioria das novas empresas se desmoronou?

[2º parágrafo]
Every aspiring entrepreneur, whether they desire to start a new company or create something new within an existing company, has a Plan A — and virtually all of these individuals believe that their Plan A will work. 
Todos os aspirantes a empresários, quer desejem iniciar uma nova empresa ou criar algo de novo numa empresa existente, têm um Plano A - e praticamente todos estes indivíduos acreditam que o seu Plano A vai funcionar.

They can probably even imagine how they’ll look on the cover of Fortune or Inc. magazine. Unfortunately, they are usually wrong. 
Provavelmente, até imaginam como é que vão aparecer na capa da revista Fortune ou da Inc. Infelizmente, estão normalmente enganados.

But what separates the ultimate successes from the rest is what they do when their first plan fails to catch on. 
Mas o que separa os grandes sucessos dos restantes é o que fazem quando o seu primeiro plano não é bem sucedido.

Do they lick their wounds, get back on their feet, and morph their newly found insights into great businesses or do they doggedly stick to their original plan?
Será que lambem as feridas, voltam a pôr-se de pé e transformam os seus novos conhecimentos em grandes negócios ou mantêm-se obstinadamente fiéis ao seu plano original?

[3º parágrafo]
Let’s face an uncomfortable fact: the typical startup process, largely driven by poorly conceived business plans based on untested assumptions, is seriously flawed. Most new ventures, even those with venture capital backing, share one common characteristic. They fail. But there is a better way to launch new ideas — without wasting years of your time and loads of investors’ money. This better way is about discovering a business model that really works: a Plan B, like those of Google and Starbucks, which grows out of the original idea, builds on it, and once it’s in place, enables the business to grow rapidly and prosper.
Vamos encarar um fato incômodo: o processo típico de arranque, em grande parte impulsionado por planos de negócios mal concebidos, baseados em suposições não testadas, é gravemente defeituoso. A maioria das novas empresas, mesmo as que contam com o apoio de capital de risco, partilham uma caraterística comum. Falham. Mas há uma forma melhor de lançar novas ideias - sem desperdiçar anos do seu tempo e muito dinheiro dos investidores. Esta melhor forma consiste em descobrir um modelo de negócio que realmente funcione: um Plano B, como os da Google e da Starbucks, que se desenvolve a partir da ideia original, se baseia nela e, uma vez implementado, permite que o negócio cresça rapidamente e prospere.

[4º parágrafo]
Most of the time, breaking through to a better business model takes time. 
Na maioria das vezes, a passagem para um modelo de negócio melhor leva tempo.

And it takes error, too — error from which you learn. For Max Levchin, who wanted to build a business based on his cryptography expertise, Plans A through F didn’t work, but Plan G turned out to be the ubiquitous PayPal we know today.
E também é preciso cometer erros - erros com os quais se aprende. Para Max Levchin, que queria construir um negócio baseado na sua experiência em criptografia, os Planos A a F não funcionaram, mas o Plano G acabou por ser o omnipresente PayPal que conhecemos hoje.

Getting to Plan B in Your Business
Chegar ao Plano B na sua empresa

[5º parágrafo]
How can you break through to a business model that will work for your business? First, you’ll need an idea to pursue. The best ideas resolve somebody’s pain, some customer problem you’ve identified for which you have a solution that might work. Alternatively, some good ideas take something in customers’ lives that’s pretty boring and create something so superior it provides true customer delight, as was the case for the Walkman and the iPod.
Como é que pode chegar a um modelo de negócio que funcione para a sua empresa? Em primeiro lugar, precisa de uma ideia para desenvolver. As melhores ideias resolvem a dor de alguém, algum problema do cliente que identificou e para o qual tem uma solução que pode funcionar. Em alternativa, algumas boas ideias pegam em algo que é bastante aborrecido na vida dos clientes e criam algo tão superior que proporciona um verdadeiro prazer ao cliente, como foi o caso do Walkman e do iPod.

[6º parágrafo]
Next, you’ll need to identify some analogs, portions of which you can borrow or adapt to help you understand the economics and various other facets of your proposed business and its business model. And you’ll need antilogs, too. As we have seen from the Apple story, analogs and antilogs don’t have to only be from your own industry, though. Sometimes the most valuable insights come from rather unusual sources.
Em seguida, terá de identificar alguns análogos, partes dos quais pode pedir emprestado ou adaptar para o ajudar a compreender a economia e várias outras facetas da sua empresa proposta e do seu modelo de negócio. E também vai precisar de análogos. No entanto, como vimos na história da Apple, os análogos e os antilógicos não têm de ser apenas do seu próprio sector. Por vezes, os conhecimentos mais valiosos provêm de fontes bastante incomuns.

[7º parágrafo]
Having identified both analogs and antilogs, you can quickly reach conclusions about some things that are, with at least a modicum of certainty, known about your venture. But it is not what you know that will likely scupper your Plan A, of course. It’s what you don’t know. The questions you cannot answer from historical precedent lead to your leaps of faith — beliefs you hold about the answers to your questions despite having no real evidence that these beliefs are actually true.
Tendo identificado os análogos e os antilógicos, pode rapidamente chegar a conclusões sobre algumas coisas que são, pelo menos com um mínimo de certeza, conhecidas sobre o seu projeto. Mas não é o que se sabe que provavelmente arruinará o Plano A, claro. É o que não se sabe. As perguntas a que não consegue responder com base em precedentes históricos conduzem aos seus saltos de fé - crenças que tem sobre as respostas às suas perguntas, apesar de não ter provas reais de que essas crenças são realmente verdadeiras.

[8º parágrafo]
To address your leaps of faith, you’ll have to leap! Identify your key leaps of faith and then test your hypothesis. 
Para resolver os seus saltos de fé, terá de saltar! Identifique os seus principais saltos de fé e, em seguida, teste a sua hipótese.

That may mean opening a smaller shop than you aspire to operate, just to see how customers respond. 
Isso pode significar abrir uma loja mais pequena do que aquela que ambiciona, só para ver a reação dos clientes.

It may mean trying different prices for your newly developed gadget to see which price makes sales pop. 
Pode significar experimentar preços diferentes para a sua nova engenhoca para ver qual o preço que faz disparar as vendas.

By identifying your leaps of faith early and devising ways to test hypotheses that will prove or refute them, you are in a position to learn whether or not your Plan A will work before you waste too much time and money.
Ao identificar os seus saltos de fé numa fase inicial e ao conceber formas de testar hipóteses que os comprovem ou refutem, estará em posição de saber se o seu Plano A funcionará ou não, antes de perder demasiado tempo e dinheiro.
  • The European Business Review Available at: http://www.europeanbusinessreview.com/?p=1608 - retrieved on July 4th, 2010.
21 – According to the authors,
(A) businesses only prosper if they strictly adopt their Plan A. 
(B) most famous companies fail because their leaders never stick to their original plan.
(C) it is necessary to be faithful to the first business plan and wait for customers to respond.
(D) some currently successful companies had to give up their initial plans for alternative business models.
(E) companies always fail when they decide to adopt their Plan B as a shortcut to their original business strategy.
•   Gabarito  D  
According to the authors,
De acordo com os autores,
(A) businesses only prosper if they strictly adopt their Plan A.
as empresas só prosperam se adoptarem rigorosamente o seu Plano A.
(B) most famous companies fail because their leaders never stick to their original plan.
as empresas mais famosas falham porque os seus líderes nunca cumprem o plano inicial.
(C) it is necessary to be faithful to the first business plan and wait for customers to respond.
é preciso ser fiel ao primeiro plano de negócios e esperar a resposta dos clientes.
(D) some currently successful companies had to give up their initial plans for alternative business models.
algumas empresas de sucesso atual tiveram de abandonar os seus planos iniciais por modelos de negócio alternativos.
>> CONFIRMAÇÃO NO TEXTO: Google, Starbucks, or PayPal são exemplos de empresas de sucessos que fizeram alterações significativas aos seus planos de negócio originais, conforme o trecho:
  • "[...] If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors."
(E) companies always fail when they decide to adopt their Plan B as a shortcut to their original business strategy.
as empresas falham sempre que decidem adotar o seu Plano B como atalho para a sua estratégia de negócio original.

22 – Google, Starbucks and PayPal are mentioned in paragraph 1 (lines 1-8) since they
(A) are the only well-known companies in America nowadays.
(B) represent companies which have never delivered high returns to the investors.
(C) are examples of companies which made significant alterations to their original business plans.
(D) illustrate the kind of businesses that remained loyal to their original plans and fought for results.
(E) have founders who have been on the cover of Fortune magazine and are the world’s richest men.
•   Gabarito  C  
Google, Starbucks and PayPal are mentioned in paragraph 1 (lines 1-8) since they
Google, Starbucks e PayPal são mencionados no parágrafo 1 (linhas 1-8) porque
(A) are the only well-known companies in America nowadays.
são as únicas empresas bem conhecidas nos Estados Unidos atualmente.
(B) represent companies which have never delivered high returns to the investors.
representam empresas que nunca proporcionaram retornos elevados aos investidores.
(C) are examples of companies which made significant alterations to their original business plans.
são exemplos de empresas que fizeram alterações significativas aos seus planos de negócio originais.
➭ CONFIRMAÇÃO NO TEXTO: Google, Starbucks, or PayPal são exemplos de empresas de sucessos que fizeram alterações significativas aos seus planos de negócio originais, conforme o trecho:
  • "[...] If the founders of Google, Starbucks, or PayPal had stuck to their original business plans, we’d likely never have heard of them. Instead, they made radical changes to their initial models, became household names, and delivered huge returns for their founders and investors."
(D) illustrate the kind of businesses that remained loyal to their original plans and fought for results. 
ilustram o tipo de empresas que se mantiveram fiéis aos seus planos originais e lutaram por resultados.
(E) have founders who have been on the cover of Fortune magazine and are the world’s richest men. 
têm fundadores que foram capa da revista Fortune e são os homens mais ricos do mundo.

23 – Mulins and Komisar, in paragraph 3 (lines 21-33), state that the typical business startup process is usually unsuccessful because it
(A) does not invest rich sums or waste years on precise planning to design an elaborate business model.
(B) shares common characteristics with traditional businesses that have survived crises.
(C) expects the business to grow rapidly and prosper faster than all other companies in the market.
(D) rejects venture capital funding and does not expect immediate returns.
(E) is based on inadequately designed business plans and on market hypothesis that are not previously tested.
•   Gabarito  E  
Mulins and Komisar, in paragraph 3 (lines 21-33), state that the typical business startup process is usually unsuccessful because it
Mulins e Komisar, no n.º 3 (linhas 21-33), afirmam que o processo típico de arranque de uma empresa é geralmente mal sucedido porque
(A) does not invest rich sums or waste years on precise planning to design an elaborate business model.
não investe somas avultadas nem perde anos num planeamento preciso para conceber um modelo de negócio elaborado.
(B) shares common characteristics with traditional businesses that have survived crises.
partilha características comuns com empresas tradicionais que sobreviveram a crises.
(C) expects the business to grow rapidly and prosper faster than all other companies in the market.
espera que a empresa cresça rapidamente e prospere mais depressa do que todas as outras empresas do mercado.
(D) rejects venture capital funding and does not expect immediate returns.
rejeita o financiamento de capital de risco e não espera retornos imediatos.
(E) is based on inadequately designed business plans and on market hypothesis that are not previously tested. 
baseia-se em planos de negócios concebidos de forma inadequada e em hipóteses de mercado que não foram previamente testadas.
>> CONFIRMAÇÃO NO TEXTO: conforme o trecho:
  • "[...] Let’s face an uncomfortable fact: the typical startup process, largely driven by poorly conceived business plans based on untested assumptions, is seriously flawed."
➭ ASSUMPTION - SUPOSIÇÃO, PRESSUPOSTO, CRENÇA. [www.linguee.com.br]
➭ ASSUMPTION - A depender do contexto, o substantivo "ASSUMPTION" pode funcionar como UNCOUNTABLE NOUN(algo que você aceita como verdadeiro sem questionar ou provar:) ou  COUNTABLE NOUN (o ato de assumir uma posição de poder, responsabilidade, etc).

24 – Max Levchin, mentioned in paragraph 4 (lines 34-39), can be considered a(an)
(A) persistent businessman who fought for success.
(B) careless worker who didn’t take time to build a business model.
(C) foolish entrepreneur who insisted on opening his own company.
(D) expert in cryptography who failed as a businessman.
(E) impatient investor who did not believe PayPal would prosper.
•   Gabarito  A  
Max Levchin, mentioned in paragraph 4 (lines 34-39), can be considered a(an)
(A) persistent businessman who fought for success.
(B) careless worker who didn’t take time to build a business model.
(C) foolish entrepreneur who insisted on opening his own company.
(D) expert in cryptography who failed as a businessman.
(E) impatient investor who did not believe PayPal would prosper.

25 – The term in parentheses expresses the idea introduced by the term in bold in
(A) “Instead, they made radical changes to their initial models,” – lines 3-4 (replacement).
(B) “Unfortunately, they are usually wrong.” – line 15 (reason). 
(C) “Alternatively, some good ideas take something in customers’ lives that’s pretty boring…” – lines 45-47 (cause). 
(D) “Next, you’ll need to identify some analogs,” – line 50 (exemplification).
(E) “beliefs you hold about the answers to your questions despite having no real evidence…” – lines 64-66 (consequence).
•   Gabarito  A  
The term in parentheses expresses the idea introduced by the term in bold in
(A) “Instead, they made radical changes to their initial models,” – lines 3-4 (replacement).
(B) “Unfortunately, they are usually wrong.” – line 15 (reason). 
(C) “Alternatively, some good ideas take something in customers’ lives that’s pretty boring…” – lines 45-47 (cause). 
(D) “Next, you’ll need to identify some analogs,” – line 50 (exemplification).
(E) “beliefs you hold about the answers to your questions despite having no real evidence…” – lines 64-66 (consequence).

26 – In the fragments “…their first plan fails to catch on.” (line 17) and “How can you break through to a business model…” (line 41), the expressions “catch on” and “break through to” mean, respectively,
(A) arrange; find.
(B) work; discover.
(C) capture; give in.
(D) pick up; destroy.
(E) triumph; deteriorate.
•   Gabarito  B  
In the fragments “…their first plan fails to catch on.” (line 17) and “How can you break through to a business model…” (line 41), the expressions “catch on” and “break through to” mean, respectively,
(A) arrange; find.
(B) work; discover.
(C) capture; give in.
(D) pick up; destroy.
(E) triumph; deteriorate.

27 – The expression “...leaps of faith” (line 64) refers to
(A) a religious conviction that the business project is definitely going to prosper.
(B) confidence on the various concrete evidences that your business model will surely be successful.
(C) everything you do not know about the returns of your investment and should not worry about.
(D) knowledge about historical precedents that are applicable to your company’s current situation.
(E) assumptions about the aspects of the business you propose that are carefully thought of but not tested.
•   Gabarito  E  
The expression “...leaps of faith” (line 64) refers to
(A) a religious conviction that the business project is definitely going to prosper.
(B) confidence on the various concrete evidences that your business model will surely be successful.
(C) everything you do not know about the returns of your investment and should not worry about.
(D) knowledge about historical precedents that are applicable to your company’s current situation.
(E) assumptions about the aspects of the business you propose that are carefully thought of but not tested.

28 – The word “might” in “… you have a solution that might work.” (lines 44-45) can be replaced without change in meaning by
(A) must surely.
(B) will certainly.
(C) may probably.
(D) can eventually.
(E) should definitely.
•   Gabarito  C  
The word “might” in “… you have a solution that might work.” (lines 44-45) can be replaced without change in meaning by
(A) must surely.
(B) will certainly.
(C) may probably.
(D) can eventually.
(E) should definitely.

29 – The pair of expressions that express opposing ideas is
(A) “...stuck to...” (line 2) – abandoned.
(B) “...grows out of... ” (line 31) – develops from.
(C) “...pursue.” (line 43) - follow.
(D) “...scupper...” (line 62) – ruin
(E) “...devising...” (line 75) – elaborating.
•   Gabarito  A  
The pair of expressions that express opposing ideas is
(A) “...stuck to...” (line 2) – abandoned.
(B) “...grows out of... ” (line 31) – develops from.
(C) “...pursue.” (line 43) - follow.
(D) “...scupper...” (line 62) – ruin
(E) “...devising...” (line 75) – elaborating.

30 – The sentence “It may mean trying different prices for your newly developed gadget to see which price makes sales pop.” (lines 72-74) implies that
(A) higher product pricing will certainly lead to more market sales.
(B) sales are determined solely by the characteristics of the gadget.
(C) the most appropriate price should be defined by the competitors.
(D) the cheaper the product is, the more profitable the company will be.
(E) previous testing of price ranges will help find the one which will boost sales.
•   Gabarito  E  
The sentence “It may mean trying different prices for your newly developed gadget to see which price makes sales pop.” (lines 72-74) implies that
(A) higher product pricing will certainly lead to more market sales.
(B) sales are determined solely by the characteristics of the gadget.
(C) the most appropriate price should be defined by the competitors.
(D) the cheaper the product is, the more profitable the company will be.
(E) previous testing of price ranges will help find the one which will boost sales.