剑桥商务英语高级(BEC3)听力试题(1)
BEC高级真题第3辑听力
BEC高级真题第3辑听力Man: So Jane, the changes are certainly quite wide-ranging,aren't they?Woman: Yes, Oliver, the skills audit, targets, suggestion scheme, training arrangements… the list seems endless…Man:I suppose different people will react differently – they won't all see the benefits of the changes….Woman: Sure – and for some people, they'll feel their areas of responsibility are being taken over, become resentful, and the company must tread very carefully here… because it's the tide of high turn over that they company is trying to stem with these measure. These days, it's often service that's the key to maintaining an edge… so what the company needs to avoid happening in the future in sales decreasing if clients stop feeling they're getting that treatment from happy,motivated staff here…Man:Mm… I guess it was Human Resources that pushed for the changes, then?Woman: Well, they were consulted. Actually, they're the kinds of ideas that you might have expected the team system might havegenerated – because they're quite wide-ranging, not just focused on one aspect.Woman: So, I guess it's quite surprising, in a way, that it was the leadership group which authored them… what's good, I think, is the way they've spent quite an amount of time consulting with management at all levels, so they have a kind of hands-on feel.Man:So what will affect us first?Woman: Well, the skills audit, though its real effects won't be apparent for some time. I don't know, I think that was a wasted opportunity, re ally… It was so thorough, too thorough in fact… I mean, they asked absolutely everyone about absolutely everything because they were so obsessed with wanting to be accurate, but the result is they're just swamped with information… they didn't need to be th at in-depth…Man:Uh-huh… So is it really these divisional targets that will have the first impact?Woman: Er, yeah, I suppose… but then again, there's some poor design involved there… Oh sure, they've carefully calculated how sales move throughout the year, but the point is that it's not only shifting actual products that counts – the targets should really be looking at data on customer satisfaction too, which is certainly a major concern in my section, where we're always looking for ways to keep that high enough to retain customers.Man:So, are you unconvinced about the suggestions scheme too?Woman: Er… I just think they should have gone further with it.Woman: After all the publicity it's been given, you'd thinkthey'd want to involve everyone… what you don't want is just the same ideas from the same people all the time… we've got all these short-term workers, they're in and out of organisations all the time… we should be trying to capture their insights and observations, especially since they won't personally stand to benefit from making suggestions.Man:And do you think the performance reviews are similarlyflawed in their approach?Woman: Oh, I don't want to seem too negative! The only unfortunate thing there is not incorporating what competitors are doing. We don't want to be say one of our reps is underperforming at the moment, only to find out that so is everyone in the business at the moment. That could be very unfair, especially on the reps abroad, who are at the mercy of the supply situation too.Man:And do you think that people have been missed out of the training programmes as well?Woman: No, there I'm quite positive! They're going to be a real winner, I'm sure. A long time's been spent on trying to get our training right, and I think the final results are great. We've been far too focused on IT training, and it's much better now that it's broadeningout to include more aspects for staff to select from, according to their needs.Man:So would you see all the changes having a lasting impact?Woman: Well, they must have some kind of future… after all, they're the kind of thing our competitors have been doing for some time. But, well, by the end of the year, I'm fairly sure they'll get scrutinized, thoroughly checked and probably revised before they become fixed as company policy in the long term.Man:So it's a case of wait and see?Woman: Definitely. Now…。
剑桥英语3听力
剑桥英语3听力真题英语听力，有关剑桥的。
下面是店铺给大家整理的剑桥英语3听力，供大家参阅!剑桥英语3听力1Of course modifications to house will be necessary at a site like this and they come at a significant cost to the developer and home buyer.The modifications I am about to outline will add about $25,000 to the price of a newty-built house.That will still mean a cheaper house than in a less noisy and more desirable area.A bit of background would not go astray.I understand that you are all familiar with the proposed development site at Manchester Park.It's particularly difficult one in terms of noise with the highway along the eastern perimeter and the Blacktown airport not 3 kilometres away to the north.Of course,those nearest the highway will be the worst hit,with heavy traffic noise as well as the noise from the light planes overhead.As you all know,the normal noise threshold for private housing is 55 decibels.At this site the levels have been recorded s high as 67 decibels.剑桥英语3听力2The construction of the houses has to be somewhat modified from houses in most areas.In the houses on the highway and in the noisiest areas of this site there will be a need for specialised double glazing and special acoustic seals will have to be fitted to the doors.All exterior doors in this especially noisy pocket will have to be solid core wood doors with hinges.Every house built on this site,not just those adjacent to the highway or nearest tothe airport,will require high density insulation materials in the roof.Not only will all the roofs need insulating,the exterior walls will be required to be double brick.All ceilings will require double thickness plaster board to be used in the construction.In the noisiest areas mechanical ventilation will have to be installed in the exterior walls.In those areas with sealed windows it will be necessary to fit fans with absorbers to cut out the noise in those particular houses.Air conditioning units could also be fitted in the ceilings of such houses but this is substantially more expensive than fans,and may not be needed on this site.剑桥英语3听力3Coming back now to the double glazing I mentioned before.Specialised double glazing requiresa larger air gap between the inner and outer glass than normal double glazing.The gap must beat least 7 centimetres.The thickness of the glass is also a factor,8 millimetres on the outsideand 6 on the inside pane.It is essential that the glass be thicker on the outside that on theinside and that the gap between the panes of glass be a minimum of 7 centimetres.Obviously,the noise factor will have to be taken into consideration with the layout of thehouses.Living areas will have to be designed at the back of the houses away from thehighway.Bedrooms and living rooms will have to be built towards the back,and for those housesclosest to the highway two layers of plasterboard will be needed for the interior bedroomwalls.Those rooms constructed at the front of the houses should begarages,laundries,kitchens,bathrooms and dining rooms.I have come to the conclusion that this development should go ahead,but with variousacoustic modifications according tothe position of the block in relation to the highway andintersection.剑桥英语3听力4Good afternoon.I'm Paula Bundell and I am giving you the lectures on Environmental Noise this term.Today we are going to look into the effects of noise on a planned housing estate in a particularly difficult part of the new Manchester Park area.This site is not as bad as some I have researched in the past.The Blacktown airport is closed from 6pm to 7am and this is a great advantage to the site.The only noise after dark is from the highway and the traffic is somewhat reduced between 7.30pm and 5.30am.So,the people most affected by the noise will be.I expect,housewives.By the time most of the students and workers have arrived back home in the evening during the week the noise will have abated to a fairly large extent.The weekends are still a problem of course,but the traffic is certainly reduced on Saturdays to a large extent and even more so on Sundays.。
BEC商务英语(高级)听力模拟试卷100(题后含答案及解析)
BEC商务英语（高级）听力模拟试卷100(题后含答案及解析)题型有：1. PART ONE 2. PART TWO 3. PART THREEPART ONE听力原文：You will hear a chairman delivering a report at an annual conference which will be allowed to read online.As you listen, for questions 1 to 12, complete the notes using up to three words or a number.After you have listened once, replay the recording.You now have 45 seconds to read through the questions.[pause]Now listen, and complete the notes.[pause]Woman:Hello Members! The first Board meeting of the current Board took place in late December and I am happy to report that Executives were returned to their previous roles. For the benefit of all members, I will list the current Board of Directors as well as our Senior Management Team. That will be posted on the company’s website. One thing, is worth your attention, well, we have a new HR Manager Hannah Eddy. I believe that she will enhance our administration in the following hard days. The coming year presents both ongoing and new challenges to the Management team on a number of fronts. These challenges include the continued implementation by the government of legislation directly affecting the day-to-day operations of the club. Obviously the introduction of plastic glasses appears not far from the horizon and yet again community clubs are being lumped into the same basket as night clubs operating until the early morning hours. The implementation of a new driver’s license(Smart Card)and the issues that this will raise in relation to their use as a form of identification will need addressing. The final recommendations of the Productivity Commission from its inquiry into gambling and what impact these have if they are adopted. As I have raised previously the results of the Productivity Commission are the most eagerly awaited as they have the potential to change the way the Club operates as well as our continued support of the community in general. Our courtesy bus service began operating in early December and has proven to be very popular with members. The implementation of this service has not been without complaint. The major complaint has related to the area the service covers. All complaints have been recorded and a review of the operation of this service is being undertaken to determine where and how to operate this service in the most efficient way, although any solution that is implemented will not be able to meet the needs of every member. Our General Manager Tony and his assistant Steve have purchased 37 additional Gaming Machine licenses from another club and in the coming weeks will see the addition of new and updated product to the gaming floor. Whilst we have received approval for an additional 60 machines, these will not all be installed immediately. It is hoped the additional machines will meet the need during our busier periods. “The happiest people don’t necessarily have the best of everything. They just make the best of everything.” Have a fantastic Easter everyone and we look forward to seeing you in the club.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check youranswers.[pause]You will hear a chairman delivering a report at an annual conference which will be allowed to read online. As you listen, for questions 1-12, complete the notes using up to three words or a number. After you have listened once, replay the recording.New administration staff【L1】The current Board of Directors and______will be listed on this report.【L2】They will be happy to have Hannah Eddy as their______Ongoing and new challenges【L3】The government would continually______legislation directly affecting the day-to-day operations of the club.【L4】Community clubs are being______into the same basket as night clubs’operation.【L5】The use of driver’s license(Smart Card)and the issues could be regard as a sign of______Daily operation need【L6】Productivity Commission recommend from its______into gambling.【L7】Productivity Commission are the most eagerly awaited as they have the______to change the way the club operates.【L8】The courtesy bus service has received______【L9】A review of the operation of this service is being done to make the service operated______The future【L10】Our General Manager and his assistant have purchased 37 additional______licenses.【L11】Although we have received approval for an additional______machines, these will not all be installed immediately.【L12】The additional machines are expected to meet the need during our______periods.1．【L1】正确答案：SENIOR MANAGEMENT TEAM解析：根据提供的信息以及其中“Board of Directors and…”这几个词，可判断这里是“高级管理团队”，结合上述关键句，此处应填写这个词。
【BEC中级真题听力】第三辑Test1
【BEC中级真题听力】第三辑Test1bec的真题对我们的备考特殊有参考价值，为了方便大家，下面我给大家带来【BEC中级真题听力】第三辑Test 1，望宠爱！【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 1 Hints:Sarah WilliamsMarkProductionHolly9:30英式拼写对话人之间以换行区分Sarah Williams speaking. Hello. Its Mark here, from Production. Holly should be taking some visitors around today, but shes off sick, so I was wondering. If Id do it? Exactly. No problem. Who are the visitors, sales directors again? Not this time. Its the plant managers. Theres about ten, from France, Germany, all around Europe really. And the programme? I thought you could meet them at 9:30 by the packing area. I would suggest meeting at reception, but itll be busy then. Do you want me to show them around the warehouse first? I think theyve been there before. Perhaps you could take them around the shop floor instead? Good idea. What about after coffee? The delivery yard maybe? Theres a lot going on there and visitors usually find it interesting. Im not sure theyd like a presentation, especially not before lunch. I agree. Thanks again.【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 2Hints:ARZ RecruitmentFraser-HillQuality Control Design Sectionoh等语气词不写英式拼写对话人之间以换行区分Hello. ARZ Recruitment. Hello. Im calling from Fraser-Hill. I spoke to you earlier about a vacancy we want to fill. Yes, for the mechanical engineer? Electrical actually. Yes, sorry. I was looking at the wrong file and you were going to check some of the details. Thats right. I think I told you the post was in Quality Control, but apparently its in the Design Section. Someones just handed in their notice there. OK, and is the salary still the same, between 21,300 and 24,800? Thats right, depending on previous experience. Yes, OK, Ive got that, and are there any particular requirements? When we talked earlier I think you mentioned language ability. Thats right. Were export-oriented and all our major clients are overseas, so that would be an asset. And we must have someone with a diploma, not just a certificate. Thats the main thing. OK, that shouldnt be a problem, but Ill get back to you if it is.【BEC中级真题听力】第三辑Test 1 - Part 2 Section 1Hints:em英式拼写写数字编号,编号之后空格写说话内容13 No matter what kind of business situation Im in, its always important to know exactly who the individual is Im communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once youve worked that out, youll be able to ensure you communicate whats in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. 14 Ive learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your position is, you always have to be prepared for opposition. And its important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. 15 When I first started running my own business I made some dreadful mistakes in the way Ihandled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show em whos boss. Other times some gentle persuasion is more effective, in my opinion, anyway. Im sure I was often criticised for my management style, not that I let it bother me, though. 16 Ive found if you want to stay in charge of a situation, the worst mistake you can make is not keeping people up to speed with what youre doing at every single stage of the process. Of course, that doesnt mean you need to be seeking universal agreement or approval for your actions and opinions. Some people will always be critical. But at least adopting this approach will encourage an atmosphere in which everyone feels included. 17 There are always going to be things in a company people dont like, and if youve created an atmosphere in which theyre encouraged to contribute ideas freely, you have to learn to deal with complaints. Revealing that you are, for example, upset by their comments is a crucial error. You will have shown a weakness in your character that others may try to exploit, and may lead to a general lack of support for you.教师辅导：如何攻克BEC〔商务英语〕听力难关据ESOL发布的BEC成果〔报告〕显示：中国考生的通过率明显低于其他非英语国家考生通过率。
BEC剑桥商务英语高级真题集听力原文
BEC剑桥商务英语高级真题集听力原文剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 3, Listening Test 1.Part One. Questions 1 to 12.You will hear the founder of a company called Manshee talking to business students about its development.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen. I’m honoured to have this opportunity to talk to you.Eight years ago, I bought my first computer, but I soon discovered that where I lived, it was difficult to find accessories for that particular make. That made me realise that other people must have the same problem.Then I found that foreign magazines contained plenty of advertisements of mail order companies, so I started buying spare parts and things that way and selling them on to my friends at a small profit. That was how my company, Manshee, was born.Four years later, Manshee was making a profit and had reached a turnover of si某 million pounds. We had four directors - myself and three of my friends - plus a staff of seventeen. The culture was young and the working environment didn’t have any structure. Thecompany just grew and grew with its own momentum, and everything we did seemed to strike lucky. If we needed to buy some equipment or redecorate the sales office, we decided yes or no in isolation, only taking the short term - usually the cash flow for that month - into account.However, the market became increasingly cut throat, and that led to falling margins. We realised, rather unwillingly, that the time had come to structure our future, but we didn’t really have much idea how to set about it. So we went to a firm of consultants who specialise in helping small businesses, and it proved a turning point. They insisted that we four directors sit down and rank our investments in order of importance for the coming years. It seems obvious now, but we’d never realised the value of doing it before. Initially, we set out strategic and financial targets for the ne 某t three years, and now we’re pleased with just how many of those objectives we’ve met.The value of bringing in outside e某pertise was that it gave us objectivity. It’s so easy to tak e things for granted, and to go on in the same mindset. Using consultants meant we received invaluable advice on our business priorities.剑桥商务英语高级真题集听力原文2Part One. Questions 1 to 12.You will bear the opening of the Factories of the Year awards ceremony.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you bare listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen, and "welcome to the Factories of the Year award. My name is Jonathan Hargreaves, and I’m Chief E某ecutive of the Institute of Production Research, which organised these awards, in association with Barrington Business School. I’m delighted to introduce to you the school’s professor of manufacturing science, Jacqueline Allen, who again chaired the panel of judges. Jacqueline.Woman: Thank you, Jonathan, and good morning, everyone. This year’s search for the Factories of the Year has produced a bumper crop of outstanding winners, which is very welcome proof that the old economy isn’t dead, but is emerging revitalised from its recent problems.As ever, we initiated our search for the best by sending each participating factory a questionnaire. This consisted of fourteen pages and probably more questions than the recipients would have liked. From their answers, each factory was assessed on a basket of performance criteria. Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it’s poor it can have measurable results such as high staff turnover and a high accident rate. And if a business can’t easilyhandle change, it may well create more problems than it solves, and its future is unlikely to be secure.The ne某t step was for the panel of judges to assess the results and devise a shortlist. We then visited these factories. I must say, I found it fascinating to see so many factories in action. As aresult of these visits, we came up with the three winners in each category.The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start.A determination among the factory’s management team not to be second best, for another. And acting on the realisation that clever initiatives don’t count if they don’t further a factory’s missi on. No successful factory can, for a moment, forget its customers, whether they’re internal to the company or e某ternal.As ever, new trends emerged: an outstanding level of competencein supply-chain management, as well as in manufacturing, is increasingly important. The links between a factory, its suppliers and its customers can make or break an operation.This year’s winners also demonstrate the importance of optimising the movement of goods and people around the factory. Confused, muddled-looking factories underperform, while successful ones use signs to help staff and visitors find the best route totheir destination. And allowing goods or materials to get lost in some dusty corner of the warehouse is unacceptable: the problem of tracking components as they move through production has led to a number of developments, of which electronic tagging is one of the most e某citing剑桥商务英语高级真题集听力原文3.Part One. Questions 1 to 12.You will hear part of a talk to a group of business students about the role of free gifts in product promotion.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Hello. My name’s Sue Barnard. I’ve come to talk to you this afternoon about that old marketing perennial, the free gift. I work as a marketing consultant, on a freelance basis, and I thought that I would begin with an anecdote. One of the companies I work with is a major manufacturer of consumer durables, and so I need to keep in touch with the latest campaigns being launched by rival groups, as well as seein g how our own efforts are looking. So I’m a keen reader of weekly magazines.Although I’m actually based in Manchester, last week I happened to be with some clients at their sales conference, which was being held in Wales. On the way there, waiting at the station, I poppedinto a newsagents for a browse, to pass the time. The March issue of Prime magazine immediately caught my eye because the cover said‘Free Gift this Issue: Free Diary’. And it puzzled me because I had seen the same issue on sale in Manchester without any gift. Clearly, people in Wales were getting the same magazine, but all packaged up in a special plastic jacket with this gift inside. Why, I wondered,were people in my area losing out?Well, of course, the answer lies in the marketing policy of the magazine itself. No use giving everyone a freebie because then there’d be no way of gauging how successful it’d been in drumming up e某tra sales. In other words, it’s a controlled e某periment. In this case, flat sales of Prime in Manchester, coupled with strong sales in Wales, would indicate that the gift had done the trick, and this type of strategy is vital for magazines as more and more, titles crowd the racks.Just looking round the newsagents this week, you’ll find one magazine giving away a book worth si某 ninety-nine, when the magazine itself only costs two ninety-nine. And it doesn’t stop there. One rival is offering a CD, another a calculator. And so it goes on. You know, it really is a ‘readers’ market at the moment. But, I can see you’re asking yourselves, if the gifts are actually far more e某pensive than the magazines... ? Well, clearly, the magazines are facing greater competition and it’s all about offering your reader the best possible value. If your competitor’s got something out, then you don’t want to be seen to be lagging behind. And once you’ve started, in a sense, you’ve got to keep on - you do get locked into a ‘circulation war’ where the only way to stay on top seems to be through the free gifts. And remember, it doesn’t matter if the gift costs more than the magazine because the real profits come not from the cover price, but from the advertising revenues. To keep those flowing in, you need good figures, andthat’s where the free gifts come in.And, of co urse, it can’t be any old gift. An inappropriate choice would do more harm than good. The gift must reinforce the truebrand values of the magazine. The specialist titles are particularly good at this. And it’s also a good opportunity for people to sample your magazine; it may bring in new readers. With the right gift, you could even be looking at as much as fifteen per cent uplift on your sales, particularly in the teen market, where pop fashions come and go and it’s very important to encourage reader loya lty.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about workshops they have recently attended.For each e某tract there are two tasks. Look at Task One. For each question 13-17, choose the aim of the workshop, from the list A-H. Now look at Task Two. For each question 18 to 22, choose the outcome of the workshop, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文44.Part One. Questions 1 to 12.You will hear a college lecturer talking to a class of business students about a supermarket chain. As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning. In today’s class we’ll be comparing two supermarket chains whose futures are looking very different at the moment. First of all, the Williams chain.Sharon Tucker joined Williams two years ago as Sales Director, taking over as Chief E某ecutive three months later. The company was struggling. Sales growth was fading away, and profits were falling. Its strategy of focusing on redesigning stores was doing nothing to boost sales. In short, Williams had lost its way.After just one year under Tucker’s leadership, it’s regainedits confidence, and with good reason. Sales have been rising for fifteen months, starting almost as soon as she walked in the door. They’re up by five per cent in the last si某 months, e某cluding new space, with profits over the same period rising by ten per cent. And the company claims to have attracted a million new customers.Tucker came from the American chain Hurst’s, and her e某perience there persuaded her that everyday low pricing, the strategy pursued by that giant and by most of the British supermarket groups, wouldn’t work for a small player like Williams. Its larger rivals could too easily undercut it.Instead, she decided to use a high-low strategy, which is generally known as loss-leading. The technique’s familiar: cut the price of twenty or so selected items each week. The radical part came in the implementation. Instead of making it a national campaign, which would allow Williams’s rivals to instantly follow its pricecuts, the company’s ‘best deals’, as they’re called, vary from town to town, and change every week. The company employs five thousand distributors in order that, every week, a third of all the people living in the catchment area of a Williams store receiveflyers through their doors, detailing these special offers. The price cuts are dramatic, like forty per cent off breakfast cereals, the same off bars of soap, fifty per cent off soft drinks, and so on. Indeed, many items are sold at below the cost to Williams.Shoppers seem to love it, as is evident from Williams’s sales. But it’s high risk: sales have to increase by enough to limit the impact on profits, and they have to be able to deliver the goods. That’s harder than it sounds. Some of the products on offer fly out of the door, selling as much in a week as they normally would in a year. Organising adequate stock levels for that, on different products around the country, is a nightmare of logistics. What makes all this feasible, apart from very good planning, is that Williams’s distribution system isn’t centralized, unlike some of the other supermarket chains.。
BEC高级考试听力试题及答案
XX年BEC高级考试听力试题及答案复习的时候需要同学们明确考试重点，将考试根底知识与重点知识从头到尾梳理一遍，另外还需要做一些题。
以下是为大家搜索的xx年BEC高级考试听力试题及答案，希望能给大家带来帮助!更多精彩内容请及时关注我们!Look at the sentences below and at the five managers’ ments on leadership on the opposite pageWhich new item (A, B, C ,D or E) dose each statement 1 – 8 refer to ?For each statement ! – 8 , make one letter(A, B, C ,D or E) on your Answer Sheet .You will need to use some of these letters more than once .1、Suessful leadership involves making sure that employees aept new ideas.2、A good leader can bring suess to a pany in difficulties3、Leaders should be assessed on the basis of their achievements4、The personalities of good leaders are generally different from those of other managers5、Patience is a valuable quality in a suessful leader6、Leaders consider potential changes in what their pany does for others7、Good leaders will encourage their staff if their organization is in difficulties8、Leaders need to adapt their behaviour to suit different circumstancesLong-term, visionary business leaders must be prepared to invest to get what they want for their pany. They know when and how to apply pressure and to take risks, when they need to display a more hands-off approach. I have a pretty clear view of my ideal business leader, and of coursethat’s where I ‘m trying to head: he or she should start up and grow a cash-rich, multi-interest international organization of tremendous strenngth and depth.The pace of technological change, and the rate at which businesses are changing , requires leaders to have a particular aptitude for technology and an understanding of the inter. A lot of people are aware of the opportunities here ,but awareness alone isn’t enough: in a true leader this needs to be coupled with clever marketing, product design and technological innovation, and keeping abreast of everything going on in the pany. In fact the acid test , I think , is being able to use all of these skills to turn around a failing pany.Effective leaders sta nd out from the herd. They’re often idiosyncratic, even eentric.They have the confidenceto be themselves, and not to adopt the language and attributes of the run-of-the-mill professional managers and aountants. What’s crucial is having the charisma or whatever it is that gives their staff confidence in them, so they can keep everyone on board when they want to make innovations. So often these don’t get off the ground because of lack of leadership, because after all, our response to change is significantly affected by how it’s introduced.Leadership is about making things happen and being judged by results. Good ideas that go nowhere are a waste of time. Anticipate needs-those of customers for instance-and initiate action to meet those needs before the people concerned have even recognized they’ve got them. Th at way you’ll always be ahead of the game, whatever line you’re in. For instance, top stockbrokers will learn all about you and your business and keep themselves pletely up to date with your field in order to advise you. If they’re really good they ‘ll recognize trends even before you do .Outstanding leaders understand both tactics and strategy, and are prepared to play a very long game to achieve their objectives. They understand that innegot iations they need the “ win-win” concept, because losers risk losing their dignity, which is no good for yourlong-term business relationship with them. Leaders must stay optimistic, whatever the odds, and keep up morale of their pany, even when the going’s tough. It’s important to be very much hands-on, too. A good leader will champion ideas that keep the pany in the forefront.。
剑桥商务英语高级真题集听力原文
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剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 2, Listening Test 1.Part One. Questions 1 to 12.You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and anon-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous IT ana lyst. Dr Sangalli - welcome.Man: Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your ownframework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...剑桥商务英语高级真题集听力原文2this is the Business English Certificate Higher 2, Listening Test 2.Part One. Questions 1 to 12.You will hear a consultant giving a talk to a group of UK business people about exporting to the United Arab Emirates (UAE).As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking ofextending their trading activities into new areas. Our chosen country this afternoon is the United Arab Emirates or UAE. Now, in geographical terms it is relatively small but what makes it very significant in commercial terms is its high purchasing power. The two most important cities, from a commercial point of view at least, are Dubai City and Abu Dhabi City, particularly the former. It is important to remember that the UAE has always been a distribution centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law.What are they like as people to trade with? What are they looking for from you, the potential exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price.Like everyone else they don’t like unreliability, whether in terms of getting the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your meeting their high expectations regarding after-salesservice. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be getting orders from other agencies or whatever, because they’ve heard about you. But be warned - it also works the other way!Another point to bear in mind that’s true of nearly all markets, but, believe me, it is particularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is attending a trade fair - one of the many held in Dubai. Having made your contacts, there are various options open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office option or the possibility of going into a joint venture with a local partner. It isalways an expensive option, and the UAE is no exception in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be exceptions to this.Now as far as import documentation is concerned...[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about the relocation of their business premises.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文31 to 12.You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisation which distributes business and research grants.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit ofbackground on the Agency, and then outline the steps involved in applying for support. OK?What we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched - the amount fluctuates on a yearly basis – by contributions from a number of multinational companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this work, if you’re interested, can be seen in our annual report - I’ll leave copies out for you to look at. Since we b egan, we’ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we’re not simply giving this money away - our criteria are strict.So, how do you apply? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Coordinating Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an application form. It’s quite a lengthy document, I must warn you, and you’ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decisionabout whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organisation are going to be available to put in the necessary work. OK, well that’s then your role finished for the time being.Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applications are - the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up witha progress review, which you need to do at the end of the first year. Right, well, are there any questions?剑桥商务英语高级真题集听力原文42.You will hear a representative of a company which organises trade fairs for academic recruitment. She is talking to a group of prospective clients.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world andthe specialist services we offer to make our exhibitions well known for being cost and time effective - reaching your target audience with the minimum of effort on your part.Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia.Right, regarding our exhibition package, we believe we offer a very comprehensive deal to the prospective exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending time negotiating add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibition stand. Of course, you can’t get very far in an exhibition without one of those –and also full materials delivery. We’ll get eve rything to the venue for you safely. And a very popular recent addition to the package has been the local trade guide. This has proved very successful because it includes lots of specific information about local conditions - hours of work, past patterns of enrolment in situ, etcetera, etcetera.Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demotivating aspects of fairs from your point of view is the time spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine potential customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with potential customers. Now, how our filtering system works is through our targeted advertising and what this essentially means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business information onto our website a month in advance of the fair and retain on the site for six months.Right now, there are other features of our fairs which we adapt to local conditions –what we call ‘context-sensitive’ features. They are, as you can see, suitable opening times that means you have access when needed and that can make a lot of difference to the number of people attending, plus our interpreter service,particularly useful for undergraduate enquirers wishing to take advantage of language support services in your institutions.A few practical details now - you can get more information from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]。
剑桥商务英语考试听力.doc
剑桥商务英语考试听力剑桥商务英语考试听力篇1Woman: OK. Now, if you think about the Chief Executive s problems for a moment...what doyou think he needs to tackle first?Man: There are so many problems! Something needs to be done about the workforce, becausesome departments employ staff without the necessary training. In the long term, of course,they need to develop the photocopiers themselves. But the priority must be to reverse the fallin revenue, even if it means cutting prices, in order to increase the sales volume. Unless they dothat, they ll go out of business very soon.Woman: And what about their advertising?Man: Well, they re using modern media, like the Internet, and targeting their advertising morethan they used to, for instance, by moving from magazine ads to direct mailshots tocompanies. But these have an old-fashioned feel to them; the layout and graphics don t seemto have changed for twenty years.Woman: Right. Now, let s go on to...剑桥商务英语考试听力篇2Man: They seem to miss a lot of opportunities. When they visit a customer to install or repair aphotocopier, it s their chance to look at all the equipment there and suggest how Trident couldsupply the company s needs better. Then there s their problem with spares, the Parts ServicesDepartment keeps stocks low, for financial reasons, but that means the engineers often can tget the parts they need for call-outs, and the customer has to wait.Woman: Now, what about communications within the company? I m sure you ll agree they renot as good as they could be. Why do you think that is?Man: Well, I was a bit surprised, because, in fact, middlemanagers hold regular meetings withtheir departments. But that s because they re given information by the top management aboutpolicy issues and plans, for instance, which they have to pass on. But I have to say that someof them don t seem to think their staff can have anything to say that s worth hearing. And, ofcourse, this creates ill feeling.剑桥商务英语考试听力篇3Man: Well, weak line managers are often a reason, but I can t find any evidence for that here.And even the recent changes, like the cut in bonuses, have been accepted fairly calmly. I think itreflects people s uncertainty about their long-term prospects with the company.Woman: What would you say about the sales staff? There s a lot about them in the casestudy.Man: They re doing the best they can in the circumstances. There s a system for helping themto develop their selling skills, and that s working. The way customers are allocated to eachsalesperson could be improved maybe, to reduce unnecessary travel. But they re gettingcontradictory signals about what they re supposed to be doing: just responding to enquiries,or going out looking for new business.Woman: Uh-huh. And what about service engineers: what s the main weakness in thatdepartment?剑桥商务英语考试听力篇4Woman: Ah, Gareth, do sit down.Man: Thank you.Woman: Now, presumably you ve considered this case study about Trident Appliances?Man: Yes.Woman: Good. Well, let s start with the present situation. Trident manufactures photocopiers,which they sell in bulk to retailers and large organisations. Now, why do you think theyrehaving trouble selling them?Man: It s strange, because there s a big demand for photocopiers, and Trident s arecompetitively priced. But the specifications just don t compare with what s expected these days.It s a shame, because they ve got plenty of technical expertise in their engineering supportteam.Woman: OK. Now, the company is owned by a large multinational. How do they see Trident?Man: Well, the group is largely in the mining sector, and Trident doesn t fit in with that, soyou d expect the parent company to want to sell it. Or alternatively to be active, say by helpingit to expand its markets. But really it seems quite content to take a hands-off approach, aslong as Trident is generating some income.Woman: Hmm... There s clearly poor morale among the employees. Why do you think that is?剑桥商务英语考试听力篇5Right, let s see where we ve gotten to. We ve agreed to recognise when staff have worked hardand achieved their goals. Sales need to have done reasonably well in their area ideally betterthan the forecasts while keeping within budget. And, if we feel a person is worth substantialinvestment, we can go with a five-per-cent pay rise, as well as offering a bonus in exceptionalcircumstances.The figures show quite clearly that we didn t reach the target we set last year. If anything, Ithink we ought to cut back on spending, at least for the next few months. If sales pick up inthe new year and we manage to add new clients to our base, maybe we can think about buyingmore estate and equipment then. If I may say so, we have to be realistic.。
BECTEST 3 听力文字稿
TEST 3This is the Business English Certificate Vantage 4, Listening Test 3.Part One. Questions 1 to 12.You will hear three telephone conversations or messages.Write one or two words or a number in the numbered spaces on the notes or forms below.After you have listened once, replay each recording.[pause]Conversation One.Questions 1 to 4.Look at the notes below.You will hear a phone conversation between a manager and his PA.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Hi, Jane. Barry here. Sorry this is a bit rushed, but I need you to fax me a document urgently.Woman: No problem. What do you need?Man: That report I’ve been writing on recruitment. I haven’t printed it off, but you’ll find it on my computer. I called it ‘jobsplan’, all one word. OK?Woman: No problem. Which folder is it in? Personnel?Man: That’s right. No, no, hang on, um, I created a new folder called Current Reports - it’s in there.Woman: OK. I’ve made a note of that. If I can’t locate it, I’ll call you back.Man: Fine. It’s quite a long document by the way. So don’t bother sending the appendix. We don’t really need that. But include the contents page - that’d be quite useful. Woman: Shall I send it to you there at Head Office?Man: Um... let me think. It might be better to fax it to my hotel.Er, no, you’re right. Send it here.Woman: OK.Man: Thanks very much. Bye.[pause]Now listen to the recording again.[pause]Conversation Two.Questions 5 to 8.Look at the notes below.You will hear two colleagues discussing an additional location for their business.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.Woman: Hello, Mike, have you got a moment?Man: Sure, what is it? The location?Woman: Yes, we can’t put it off any longer.Man: Hm, especially as we chose the site for the new warehouse last night. We need to get organised.Woman: Exactly. We need a decision today. Where should the discount shop be, then?Man: Well, not too close to our existing branches, that’s for sure. I think it’d better be in the out-of-town retail centre.Woman: I know that’s easier for customers, but the business park, which is the other out-of- town site, would be better for deliveries, which is important.Man: But the trend is towards more and more people using the retail centre, isn’t it? Woman: Well, the survey we did shows people will visit the business park if we open there. Man: Really? I wasn’t expecting that. Is it because we produce specialist goods? Does that make a difference?Woman: Yes.Man: Are there any local grants available?Woman: Not as such, but there are tax benefits if we take on premises in the business park. Man: Right. That’s settled, then. How about...[pause]Now listen to the recording again.[pause]Conversation Three.Questions 9 to 12.Look at the note below.You will hear a woman leaving a message about where to hold a meeting.You have 15 seconds to read through the note.[pause]Now listen, and fill in the spaces.[pause]Hi, it’s Emily Parker in Marketing. I was at the Carlton Hotel yesterday for a sales training meeting. I thought it would be a very suitable place to hold the shareholders’meeting you’re arranging. I heard you’re still looking for somewhere. They’ve recently refurbished all their meeting rooms. I was in a seminar room - it was too small for your event, but I looked at the conference hall and the VIP lounge and either would be perfect - oh, except the conference hall’s booked on the twenty-fifth of October, so it doesn’t leave us any choice. Anyway, they’re both large rooms with comfortable seating, and it’s possible to have a sound system at no extra cost. We’d have to bring a display stand of our own if we wanted one. Assuming you want to go ahead with the twenty-fifth, I mentioned to the Events Manager there that we might want to book, so you’ll need to talk to him, rather than the General Manager in the bookings office. The number’s three-five-seven-two-oh-nine. Bye.[pause]Now listen to the recording again.That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.Section One.Questions 13 to 17.You will hear five short recordings. Five speakers are talking about delegating at work.For each recording, decide what advice the speaker gives about delegating at work.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what advice each speaker gives about delegating at work.[pause]ThirteenNo matter how much confidence you have in the person you’re entrusting a task to, I think there’s a crucial element to delegating that’s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I’m used to dealing with tasks all by myself, but when I’m delegating to juniors, I always remind myself that not everybody is as independent as me.[pause]FourteenIf you’ve ever delegated to someone else and spent more time on the task than if you’d done it yourself, then it’s time to review where you’re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it’ll free you up to do something else, that’s great. But delegation isn’t an easy way out, so if you’re just being lazy or the task seems too small to concern yourself with, always do it yourself.[pause]FifteenOnce you’ve selected someone to delegate a task to - assuming you do have a choice of personnel - there’s something you need to do that’s too important to leave till the job’s finished. It’s a mistake if you don’t make it clear to staff what they’re doing well and what they could improve on. Some managers think it’s a form of interfering and doesn’t give people space to get on with the job, but I find some constructive suggestions are usually helpful.[pause]SixteenWhen you give someone a task to do, there’s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ‘I understand’, it’s not a guarantee that they do. [pause]Once you become an effective delegator, you’ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they’ll appreciate the trust you place in them and the support they’ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn’t go to plan. I’ve certainly had some disastrous attempts at delegating in my time.[pause]Now listen to the recordings again.[pause]Section Two.Questions 18 to 22.You will bear another five recordings. Five speakers are talking about the reason for the success of their company’s most recent TV advertising campaign.For each recording, decide what reason the speaker gives for the success of the campaign.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what each speaker says is the reason for the success.[pause]EighteenOur last campaign was the most successful ever. Always worried about the cost, we were on a tight budget, but the results were fantastic. Research had shown our rivals’products were more attractive, but while the ad was running, one of them had some bad publicity about their products, and we picked up a lot of their trade. Sometimes, it’s not how much you invest or who you use, but just being in the right place at the right time.[pause]NineteenLast year’s TV campaign took the market by storm. In the past, we’d depended heavily on sending out samples to customers - it was a cheap and, we thought, effective way of targeting our core customer base.But last year, we had the good fortune to recruit a dynamic young Marketing Manager who brought with him a group of people who are changing the way we do things. We’re looking to produce another even more successful series of TV commercials next year. [pause]TwentySpend money to earn money! That’s been the philosophy of our organisation for years. The directors liked expensive-looking TV commercials, which appealed to our core customers in the old age bracket. However, our last campaign proved that you don’t always have to go over budget to win new customers. We thought of a new approach, which our agency developed, and it turned out to be cheaper and, to our delight, brought us to the attention of a new, younger market. [pause]Twenty-oneSuccessful TV campaigns can be costly, and good market research is absolutely vital. We’ve always researched thoroughly before a campaign, but there’s something else which was the key to last month’s success. Although some people attribute it to our main rival’s bankruptcy, it was the fact that we found a management group who we brought in to recommend ways of improving our marketing that really helped. A suggestion to use a TV campaign to advertise in-store promotions and mail-order facilities paid off handsomely.[pause]Twenty-twoConsultants recommended hiring a whole new marketing team for the company, but I rejected this. We’ve got a good experienced team in the company. It would’ve been an unnecessary expense. We decided we should put more effort into the groundwork for the campaign. Our team carried out a more detailed customer survey, and on the basis of that, our production company was able to create a commercial that was more accurately targeted.[pause]Now listen to the recordings again.[pause]That is the end of Part Two.[pause]Part Three.Questions 23 to 30.You will hear a radio interview with a businessman called Brett Porter, who developed a product called Rainaway, a type of waterproof map.For each question, 23-30, mark one letter (A, B or C) for the correct answer.After you have listened once, replay the recording.You have 45 seconds to read through the questions.[pause]Now listen, and mark A, B or C.[pause]Woman: ... and today we’re talking to Brett Porter, whose company developed the hugely successful all-weather maps called ‘Rainaway’. These are waterproof maps that can beused by people who ride motorbikes. Brett, welcome to the programme.Man: Thanks.Woman: You actually invented Rainaway - how did that come about?Man: Well, anyone, like me, who rides a motorbike, understands the problem of ordinary maps falling to pieces when it’s raining or windy. There are three million bikers just inthe UK, who I knew would be willing to pay for a solution to this problem. Nobody hadever produced something like Rainaway - I’d assumed it couldn’t be done.., that thecosts were too great.., but I was disappointed that my needs as a consumer weren’tcatered for, and people I knew kept encouraging me to develop and produce it as abusiness.Woman: Was establishing the company difficult?Man: In fact, I already had my own company - a motorcycle courier firm - but this was completely different and involved setting up a new business. What I’d learnt aboutpricing didn’t seem to apply - I’d never dealt with a ‘product’as such. But I knew Iunderstood the market better than most. If I could make the product, I’d be meeting ademand. However, knowing where to sell and how to get it into the shops was anothermatter!Woman: I see.Man: But I was convinced the business would grow fast. I even entered the European Awards Scheme for ideas for business start-ups. It had a first prize of one hundred thousandeuros’worth of software from Croner Consulting. The awards were sponsored byAlliance Business Bank - and because I made the final shortlist, I was offered atwo-per-cent interest loan from them if I needed it. They organised a dinner foreveryone on the shortlist, and I happened to get chatting to their senior businessconsultant, who gave me some invaluable financial advice. It really helped get mestarted.Woman: Did you do any trial production of the maps?Man: Yes. I knew what they should look like - a strong cover and small enough to flick through quickly. But trials took six months. The difficulty was we had to use a reallytough kind of plastic for the cover, and this had to be fed into the printer sheet by sheet- fine for a small output, but absolutely no good for large-scale production.Woman: Did you have any trouble persuading a printing company to make Rainaway?Man: I thought I would - it wasn’t really in a printer’s interest to make a long-lasting product.The real difficulty, though, was my lack of a track record. They thought I was justplanning a one-off print run or a very small-scale operation, which wouldn’t be veryprofitable for them. Once I’d persuaded the boss of one firm that wasn’t the case, heseemed willing to take a chance.Woman: Do you use someone else’s maps to make Rainaway from?Man: Yes, we use Herne Publishing’s. Of course, given they know they’re a crucial supplier, there’s a danger in a few years they might want to buy us out. But in the meantime, Ihave a protected trademark, and the people at Herne Publishing realise it’s better forthem to let me use my knowledge and contacts to establish the business. The alternativefor them would involve spending money on producing a rival product, which I knowthey would be reluctant to do.Woman: You must be pleased with Rainaway’s performance?Man: Absolutely. We launched Rainaway in September two thousand one, and sold two hundred thousand maps in the first year alone. In the last couple of years, the companyturned over in excess of seven hundred thousand pounds, our best result so far, whichisn’t bad when you consider our maps retail at ten to twenty-four pounds each. Woman: Very impressive! What’s next for Rainaway? Do you plan to extend your range? Man: I already have plenty of other ideas for the longer term, but that’s all I can say for now.I’ve been devoting a lot of time recently to facilitating expansion by setting up a callcentre to deal with mail-order sales. That’s just opened, with a staff of twenty-five. Inow need to concentrate on our advertisements - they’ve been very popular so far, butit’s tough coming up with new ideas to continue to attract attention.Woman: I wish you luck.[pause]Now listen to the recording again.[pause]That is the end of Part Three. You now have ten minutes to transfer your answers to your Answer Sheet.[pause]Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.That is the end of the test.。
bec高级试题及答案
bec高级试题及答案BEC高级试题及答案一、听力部分1. 听下面一段对话，回答以下问题：(A) What is the main topic of the conversation?(B) What does the woman suggest they do next?(C) Why does the man agree with her suggestion?答案：(A) The main topic of the conversation is about organizing a team-building event.(B) The woman suggests they should invite an external trainer for the event.(C) The man agrees because he believes an external trainer can provide a fresh perspective.2. 听下面一段独白，回答以下问题：(A) What is the speaker's opinion on remote working?(B) What is the potential issue with remote working according to the speaker?(C) What solution does the speaker propose?答案：(A) The speaker believes that remote working can increase productivity.(B) The potential issue is the lack of face-to-face interaction which can lead to communication problems.(C) The speaker proposes regular video conferences to maintain team cohesion.二、阅读部分1. Read the following passage and answer the questions:(A) What is the primary purpose of the article?(B) According to the article, what are the benefits of using renewable energy?(C) What challenges does the author mention regarding renewable energy?答案：(A) The primary purpose of the article is to discuss the advantages and challenges of renewable energy.(B) The benefits include reducing greenhouse gas emissions and promoting energy independence.(C) Challenges include the high initial cost of renewable energy technologies and the intermittent nature of some renewable energy sources.2. Read the following business report and answer the questions:(A) What was the main reason for the company's decline in profits?(B) What measures did the company take to address the issue?(C) What was the outcome of these measures?答案：(A) The main reason for the company's decline in profits was increased competition in the market.(B) The company took measures such as reducing costs and investing in new marketing strategies.(C) The outcome was a gradual recovery in profits over the next year.三、写作部分1. Write an email to a potential client introducing your company's new product. Include the following points:- Briefly describe the product.- Explain the benefits of using the product.- Suggest a meeting to discuss further details.答案：Dear [Client's Name],I hope this email finds you well. I am writing to introduce our latest product, the [Product Name], which we believe could be of great interest to your company.The [Product Name] is designed to [brief description of the product]. It offers several benefits, including [list of benefits], which we believe could significantly enhance your operations.We would be delighted to arrange a meeting to discuss how the [Product Name] could meet your specific needs. Please let us know a convenient time for you.Looking forward to your response.Best regards,[Your Name][Your Position][Your Company]2. Write a report summarizing the key findings of a recent market research study on consumer behavior. Include the following:- The main objective of the study.- The methodology used.- The key findings and their implications for businesses.答案：The main objective of the study was to understand the changing consumer behavior in the digital age. The methodology involved conducting surveys and analyzing data from online transactions.The key findings revealed that consumers are increasingly preferring online shopping due to convenience and better deals. They also value personalized experiences and are more likely to engage with brands that offer them.These findings imply that businesses should focus on enhancing their online presence, offering personalized services, and providing competitive pricing to stay ahead in the market.四、口语部分1. Describe a situation where you had to solve a problem at work. Explain the steps you took to resolve it.答案：In a situation where I had to solve a problem at work, I first identified the root cause of the issue. Then, I gathered all relevant information and consulted with my team members. After discussing potential solutions, we decided on the most feasible one and implemented it. Finally, we monitored the results to ensure the problem was resolved.2. Discuss the importance of effective communication in a business environment.答案：Effective communication is crucial in a business environment as it ensures that all team members are on the same page. It helps in avoiding misunderstandings, promotes collaboration, and leads to better decision-making. Clear communication also contributes to a positive work culture and enhances productivity.。
剑桥商务英语高级(BEC3)口试真题及应考提示(1)
剑桥商务英语高级(BEC3)口试真题及应考提示(1)Speaking Test Part II1. Customer Relations: the importance of making customers feel valued2. Company growth: the importance to a company of controlling expansion3. Marketing: how to ensure that agents maintain a high level of effectiveness when representing a company4. Time Management: the importance of planning work time effectively5. Project Development: how to ensure inter-departmental co-operation on new projects6. Purchasing: how to evaluate and select new products7. Personnel Management: the importance to a company of having well motivated staff8. Strategic Planning: how to decide whether to purchase or rent company premises9. Sales: how to ensure that price levels for new products are set appropriately10. Communication Skills: the importance of foreign language training for selected employees11. Advertising: how to select a suitable agency to handle a company’s advertising12. Finance: how to decide whether to float a company on the stock-market13. Marketing: the importance to a company of offering its products on the world-wide web14. Staff Training: how to evaluate the effectiveness of company training programmes15. Company Growth: how to decide when it is the right time for a business toexpand16. Public Relations: the importance to a company of sponsoring well-known personalities from the arts and popular culture17. Recruitment: how to ensure that the best candidate for a post is selected18. Information Management: how to analyse and make effective use of information19. Sales: the importance of brand image in ensuring that products or services sell well20. Technology: the importance to a company of keeping up-to-date with internet developments21. Quality Control: how to ensure that a company consistently maintains quality control standards22. Product Promotion: how to make effective use of the media when promoting a new product or service23. Product Management: the importance of teamwork for the effective management of projects24. Health and Safety: how to develop a responsible attitude among staff to the health and safety requirements of accompany25. Technology: the importance of computer skills for the workplace of the future26. Communications: how to ensure that e-mail is used appropriately by staff for internal and external communications27. Staff Development: how to administer a staff budget effectively28. Market Research: the importance of finding out about customers’habits and attitudes29. Financial Management: how to identify ways of reducing costs in a company30. Communication: how to achieve an effective working relationship between different departments within a company31. Communication skills: the importance of understanding cultural differences when working in an international environment32. Personnel Management: the importance of providing employees with clear job descriptions33. Company Growth: how to ensure that company growth proceeds at the optimum rate34. Time Management: how to manage a heavy workload effectively35. Health and Safety: the importance to a company of having a Health and Safety policy36. Human Resources: how to ensure that staff at all levels receive appropriate feedback on individual performance。
剑桥商务英语高级真题集听力原文
剑桥商务英语高级真题集听力原文为了让大家更好的准备商务英语BEC考试，给大家整理一下剑桥BEC商务英语考试高级真题,下面就和大家分享，来欣赏一下吧。
剑桥商务英语高级真题集听力原文1This is the Business English Cer ficate Higher 2, Listening Test 1. Part One. Ques ons 1 to 12. You will hear the introduc on to a seminar, called the Business Master Class, about the use of Informa on Technology in the workplace. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to mee ng you all personally. Some of you are here just for today, others, I know, will be a ending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our dis nguished guest who I will introduce in a moment. But first a few quick points of organisa on which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s So ware, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in ac on some of the things we have been discussing. A map with direc ons to the New City Hotel is available from me if you wish to make your own way. Alterna vely there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office. Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Mar n Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corpora ons. He is a specialist in the strategic use of Informa on Technology in banking, pharmaceu cals and retail. He has his own company called Logic Solu ons, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and a non-execu ve director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisa ons to gain lyst. Dr a glimpse of the future. He is Europe’s most famous IT ana Sangalli - welcome. Man: Thank you Jane, for that fla ering introduc on. I hope I can live up to it. So to begin. There are two main difficul es facing all corpora ons today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the ques on of how to go about the major task of developing and implemen ng new organisa onal structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your own framework for ac on. To help you do this you will also be able to life case studies that I’ve been take away documenta on of real- involved in. So, if you would like to look at the screen... 剑桥商务英语高级真题集听力原文2this is the Business English Cer ficate Higher 2, Listening Test 2. Part One. Ques ons 1 to 12. You will hear a consultant giving a talk to a group of UK business people about expor ng to the United Arab Emirates (UAE). As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking of extending their trading ac vi es into new areas. Our chosen country this a ernoon is the United Arab Emirates or UAE. Now, in geographical terms it is rela vely small but what makes it very significant in commercial terms is its high purchasing power. The two most important ci es, from a commercial point of view at least, are Dubai City and Abu Dhabi City, par cularly the former. It is important to remember that the UAE has always been a distribu on centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law. What are they like as people to trade with? What are they looking for from you, the poten al exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price. Like everyone else they don’t like unreliability, whether in terms of ge ng the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your mee ng their high expecta ons regarding a er-sales service. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be ge ng orders from other agencies or whatever, - it also works the because they’ve heard about you. But be warned other way! Another point to bear in mind that’s true of nearly all markets, but, believe me, it is par cularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is a ending a trade fair - one of the many held in Dubai. Having made your contacts, there are various op ons open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office op on or the possibility of going into a joint venture with a local partner. It is always an expensive op on, and the UAE is no excep on in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be excep ons to this. Now as far as import documenta on is concerned... [pause] Now listen to the recording again. [pause] That is the end of Part One. You now have twenty seconds to check your answers. [pause] Part Two. Ques ons 13 to 22. You will hear five different people talking about the reloca on of their business premises. For each extract there are two tasks. Look at Task One. For each ques on 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each ques on 18-22, choose the problem described that arose a er the reloca on, from the list A-H. A er you have listened once, replay the recording. You now have thirty seconds to read the two lists. 剑桥商务英语高级真题集听力原文31 to 12. You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisa on which distributes business and research grants. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit of background on the Agency, and then outline the steps involved in applying for support. OK? What we do, basically, is distribute financial support from our funds, which come from the central government Department of Educa on on the one hand, and then that sum is matched - the – by contribu ons from a amount fluctuates on a yearly basis number of mul na onal companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this - I’ll work, if you’re interested, can be seen in our annual report egan, we’ve given out leave copies out for you to look at. Since we bover three hundred grants. We made twenty awards last year alone, five next year. But we’re and expect that figure to rise to twenty-not simply giving this money away - our criteria are strict. So, how do you apply? Well, there are four steps to making an applica on. In the first place, you should get in touch with our Project Coordina ng Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an applica on form. It’s must warn you, and you’ll need to fill in quite a lengthy document, I informa on about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an ini al decision about whether to proceed any further. The third step would be having a mee ng with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this me, both sides will have a very clear picture. Now, all this obviously takes up quite some me, and you need to think carefully about which personnel within your organisa on are going to be available to put in the necessary work. OK, well that’s then your role finished for the me being. Meanwhile, we con nue to go through your plans in detail. Ul mately, whether or not you get a grant will be decided by our central commi ee. This consists of representa ves from our funding bodies and a panel of experts. For logis cal reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applica ons are - the BSA will be looking to fund seventy per cent of your overall requirement. That propor on is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up with a progress review, which you need to do at the end of the first year. Right, well, are there any ques ons? 剑桥商务英语高级真题集听力原文42. You will hear a representa ve of a company which organises trade fairs for academic recruitment. She is talking to a group of prospec ve clients. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a li le about our opera ons in various parts of the world and the specialist services we offer to make our exhibi ons well known for being cost and me effec ve - reaching your target audience with the minimum of effort on your part. Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia. Right, regarding our exhibi on package, we believe we offer a very comprehensive deal to the prospec ve exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending me nego a ng add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibi on stand. Of course, you can’t get very far in an exhibi on without one of those rything to the venue –and also full materials delivery. We’ll get evefor you safely. And a very popular recent addi on to the package has been the local trade guide. This has proved very successful because it includes lots of specific informa on about local condi ons - hours of work, past pa erns of enrolment in situ, etcetera, etcetera. Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demo va ng aspects of fairs from your point of view is the me spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine poten al customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with poten al customers. Now, how our filtering system works is through our targeted adver sing and what this essen ally means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business informa on onto our website a month in advance of the fair and retain on the site for six months. Right now, there are other features of our fairs which we adapt to local condi ons –what we call ‘context-sensi ve’ features. They are, as you can see, suitable opening mes that means you have access when needed and that can make a lot of difference to the number of people a ending, plus our interpreter service, par cularly useful for undergraduate enquirers wishing to take advantage of language support services in your ins tu ons. A few prac cal details now - you can get more informa on from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs. [pause] Now listen to the recording again. [pause] That is the end of Part One. You now have twenty seconds to check your answers. [pause] 。
剑桥商务英语高级（BEC3）口试真题（1）
剑桥商务英语高级（BEC3）口试真题（1）剑桥商务英语高级(BEC3)口试真题(1)Speaking Test Part II1. Customer Relations: the importance of making customers feel valued2. Company growth: the importance to a company of controlling expansion3. Marketing: how to ensure that agents maintain a high level of effectiveness when representing a company4. Time Management: the importance of planning work time effectively5. Project Development: how to ensure inter-departmental co-operation on new projects6. Purchasing: how to evaluate and select new products7. Personnel Management: the importance to a company of having well motivated staff8. Strategic Planning: how to decide whether to purchase or rent company premises9. Sales: how to ensure that price levels for new products are set appropriately10. Communication Skills: the importance of foreign language training for selected employees11. Advertising: how to select a suitable agency to handle a company’s advertising12. Finance: how to decide whether to float a company on the stock-market13. Marketing: the importance to a company of offering its products on the world-wide web14. Staff Training: how to evaluate the effectiveness ofcompany training programmes15. Company Growth: how to decide when it is the right time for a business toexpand16. Public Relations: the importance to a company of sponsoring well-known personalities from the arts and popular culture17. Recruitment: how to ensure that the best candidate for a post is selected18. Information Management: how to analyse and make effective use of information19. Sales: the importance of brand image in ensuring that products or services sell well20. Technology: the importance to a company of keeping up-to-date with internet developments21. Quality Control: how to ensure that a company consistently maintains quality control standards22. Product Promotion: how to make effective use of the media when promoting a new product or service23. Product Management: the importance of teamwork for the effective management of projects24. Health and Safety: how to develop a responsible attitude among staff to the health and safety requirements of accompany25. Technology: the importance of computer skills for the workplace of the future26. Communications: how to ensure that e-mail is used appropriately by staff for internal and external communications27. Staff Development: how to administer a staff budget effectively28. Market Research: the importance of finding out aboutc ustomers’habits and attitudes29. Financial Management: how to identify ways of reducing costs in a company30. Communication: how to achieve an effective working relationship between different departments within a company31. Communication skills: the importance of understanding cultural differences when working in an international environment32. Personnel Management: the importance of providing employees with clear job descriptions33. Company Growth: how to ensure that company growth proceeds at the optimum rate34. Time Management: how to manage a heavy workload effectively35. Health and Safety: the importance to a company of having a Health and Safety policy36. Human Resources: how to ensure that staff at all levels receive appropriate feedback on individual performance。
BEC商务英语(高级)听力模拟试卷90(题后含答案及解析)
BEC商务英语（高级）听力模拟试卷90(题后含答案及解析)题型有：1. PART ONE 2. PART TWO 3. PART THREEPART ONE听力原文：You will hear a business presentation about how to solve business problems. As you listen, for questions 1—12, complete the notes, using up to three words. You will hear the recording twice.(10 seconds pause)Today let’s talk about business - about how to solve business problem. One difficult thing about doing business is knowing how to solve problems. Why is it important to know how to solve business problems? Well, people who do business together sometimes disagree, but they don’t know how to work together to solve their problems in a good way.Solving problems in business is especially difficult if the business people come from different cultures -for example, from the United States and China -because many times different cultures have different ways of solving problem. When American business people talk, they are open about their problems. They talk about their opinions and feelings, and don’t hide their feelings. Usually, Americans want their business associates to be open about their problems. When you are doing business with Americans, it is important to know how to solve problems openly.Today I’m going to talk about four steps for solving business problems in a open way. I’m going to explain each step.The first step is to listen carefully to your business associate. To do this, you must stop thinking about your own side of the problem for a few minutes. That is, stop and listen. Try to understand everything about your business associate’s side of the problem. When you are listening, don’t interrupt. If you interrupt, he or she can’t talk about their side of the problem. Just listen carefully, because disagreements are often caused when we don’t really understand our business associate.The second step is to talk about your side of the problem. After listening, it’s your turn to explain your side of the problem carefully so you business associate can understand. However, it is very important not to insult or blame. If you insult or blame your business associate, he or she will get angry and then won’t want to talk to you anymore. You both have talked about your side of the problem. Now you are ready for the third step. The third step is finding a solution together. Sometimes it is difficult to solve a problem because each person has a different solution. They each think “My idea is best.” If there are two different solutions, and people want to use their own solutions, you can’t solve the problem. Instead, you both need to think of a solution together. That is step 3 - find a solution together. Talk about all the possible solutions, and then agree on the one that is good for both of you.We’re moving to the fourth step - the fourth step is to write down an agreement. The agreement should tell what each person will do. Write it down so that you will remember the solution - you will remember the actions that will solve the problem. Finally, both people should thank each other, and make plans to talk again in the future.(10 seconds pause) You will hear a business presentation about how to solve business problems.Asyou listen, for questions 1—12, complete the notes, using up to three words or a number.You will hear the recording twice. HOW TO SOLVE BUSINESS PROBLEMSNOTESBusiness presentationWhy solving business problems is important1. When they disagree with each other, business people don’t know how to work together to solve their problems______.2. It will be especially difficult if the business people come from______.How the Americans solve problems3. They are open about their______.Four steps to solve business problems Step One4. Stop and listening. You must listening carefully to your business associate’s problems, and stop______your own side of the problem.5. While listening, don’t______.6.Just listen carefully, otherwise______are often caused.Step Two7. To be understood better, ______your side of the problem carefully.8. It’s very important not to______.Step Three9. Talk about all______and then agree on one of them which is good for both of you.10. Don’t just think “______is best”.Step Four11. The fourth step is to______an agreement.12. Finally, thank each other and______to talk again in the future.1．正确答案：IN A GOOD/OPEN WAY2．正确答案：DIFFERENT CULTURES3．正确答案：OPINIONS AND FEELINGS / PROBLEMS4．正确答案：THINKING ABOUT5．正确答案：INTERRUPT6．正确答案：DISAGREEMENTS7．正确答案：TALK ABOUT/EXPLAIN8．正确答案：BLAME OR INSULT9．正确答案：POSSIBLE SOLUTIONS10．正确答案：MY IDEA/OPINION/SOLUTION11．正确答案：WRITE DOWN12．正确答案：MAKE PLANSPART TWO听力原文：Questions 13—22 You will hear five different business telephone calls. For each exact there are two tasks. For Task One, choose the receiver’s information of each call from the list A—H. For Task Two, choose the caller’s purpose described from the list A—H. You will hear the recording twice.(10 seconds pause)Conversation 1F: Hello, this is First Direct, how can I help you? M: This is Ahmed Aziz speaking. Er, I’m interested in opening an account with you, but I have a couple of questions. F: What exactly would you like to know, Mr. Aziz? M: First of all, if I bank with you, how do I pay money into my account? F: Well, as you probably know. First Direct is a part of the Midland Bank. That means you can pay into your First Direct account at any of their branches. M: I see. Er, do they charge me for that? F: No, that’s free. M: OK. Right. The other thing I wanted to know was: do you pay interest on current accounts? F: Yes, we do. As long as your account is in credit. The interest is then calculated daily, and we add it to your account at the end of each month. M: Uh huh. F: Is there anything else you’d like to know, Mr. Aziz? M: No, I think that’s all for the time being. Thank you. F: Thank you for calling. Mr. Aziz. Goodbye. Conversation 2 F: Hello. M: Is that Caroline? F: Yes, speaking. F: Hello, this is Frederic calling. F: Oh, good morning, Frederic. How are you? F: Fine. And you? F: Not too bad, thank you. M: Good. We need another 30 by 10 by 2 bags to go down to lievin tonight. F: Right. 30 by 10 by 2. OK. I’m not actually in the office yet.I shall be there within about half an hour. Could I call you then after I’ve checked with the factory? M: Sure.F: OK, then. Fine. I’ll call you back. M: Thanks.F: All right. Bye for now. Conversation 3 M: Prince Sports Group Customer Services)this is Dawn.F: Hi, Dawn. I’m interested in the prices of some sports equipment. M: Would you like us to send you a catalogue? F: Yes, thanks, that would be great. M: May I have your name and address? F: My name’s Jerome Allgood. M: And your address? F: 226 Dryden Avenue. M: And what city? F: Trenton. M: And the zip? F: 08638. M: OK, would you be interested in an Ektelon catalogue or Prince? Tennis or racket ball? F: I’d like the Prince tennis one, please. M: OK, great. My name is Dawn. I’m in the Customer Service Department. I’ll get that catalogue out to you right away. If you have any questions, please call back and I’ll be glad to talk to you about our products. F: Great. M: Thanks. F: Thank you. Bye. M: Bye. Conversation 4M: Phoenix Ms. Good morning. F: This is Jennifer Austin from Leroy Motors. Could I speak to Leo Dayton, please? M: I’m afraid he’s not in at the moment. Can I give him a message?F: Well, I’m ringing about a reprint of one of our brochures. I asked him to do it six weeks ago and we’re still waiting for them. If I remember rightly, I did say it was rather urgent.M: I’ll get him to call you back as soon as he comes in, Ms. Austin.F: Thank you very much.Conversation 5F: This is Jennifer Austin speaking.M: Leo Dayton from Phoenix Ms. I understand there’s been a problem with an order.F: That’s right. I asked you to do a reprint of our A90 brochure some time ago and we still don’t have it.M: Yes. I’ve just been trying to find out what happened. It seems some urgent work came in and your order got overlooked. I’m really sorry.F: I see. Well, the problem is we have an exhibition coming up at the beginning of next month and we’ll want to have them for then. How soon can you get them done?M: Would the end of the week be OK?F: That’d be great.M: Right, then. I’ll see that you get them by Friday. And I’m really sorry about this.F: Don’t worry.(10 seconds pause) You will hear five different business telephone calls.For each extract there are two tasks. For Task One, choose the receiver’s information of each call from the list A —H. For Task Two, choose the caller’s purpose described from the list A—H. You will hear the recording twice.TASK ONE RECEIVERS’INFORMATIONFor questions 13—17, match the extracts with the receivers’ information, listed A—H.For each extract, choose the information stated.Write one letter(A—H)next to the number of the extract.A Prince Sports Group Custom ServicesB Jerome AllgoodC Phoenix PrintersD FredericE Jennifer AustinF Ahmed AziaG CarolineH First Direct 13．______正确答案：C14．______正确答案：E15．______正确答案：A16．______正确答案：G17．______正确答案：HTASK TWO CALLERS’S PURPOSESFor questions 18—22, match the extracts with the callers’purposes, listed A—H. For each extract, choose the caller’s purpose stated. Write one letter(A—H)next to the number of the extract.A want a catalog of pricesB purchase some productsC open an accountD invest to a programmeE need more bagsF deposit a sum of money into a bankG speak to Leo DaytonH solve a problem with an order18．______正确答案：H19．______正确答案：G20．______正确答案：A21．______正确答案：C22．______正确答案：EPART THREE听力原文：Questions 23—30 You will hear part of a business negotiation between Mr. Mitchell and Madam Li. For each question 23—30, mark one letter A, B or C for the correct answer. You will hear the recording twice.(10 seconds pause)F: Mr. Mitchell, when we last met, time did not permit us to discuss Sinochem’s exports of agrochemicals. Shall we review these now before we continueour discussions on dyestuffs and organic pigments?M: I think that might be a good idea, Madam Li. Our time in Beijing is growing short and I do wish to take home as much information as I can.F: This catalogue describes our agrochemicals’exports, which include insecticides, fungicides, herbicides, and plant growth regulators, as well as fertilizers.M: We would like to take home a number of copies of this catalogue, if we may, for review by our marketing division. In the meantime, however, it would appear that insecticides would be of primary interest.F: Certainly, Mr. Mitchell. Just let me know how many copies you want and will have them delivered to your hotel before you leave.M: Oh, half a dozen will be fine for now.F: I will make sure this is done. May we now continue our discussions on dyestuffs and organic pigments?M: Yes, I believe we have reached the stage where we should explore the feasibility of setting up an agency relationship with your company. I have reviewed our notes on our previous discussions and we have pretty well concluded that on this particular visit we should focus on your dyestuffs.F: That will be fine. In other words, you would like to leave the possible importation of our inorganic and organic pigments for future consideration?M: Yes, that is correct. We believe that Galaxy needs to do its homework on these commodities. We would like to complete some further market research studies before making any commitments to you in regard to this.F: We appreciate your candour, Mr. Mitchell. Whenever you wish to reopen discussions concerning these commodities, we will look forward to hearing from Galaxy.M: Now during our earlier discussions, you mentioned that your minimum quantity of shipping dyestuffs offshore is one container, holding between 10 and 14 metric tons.F: That is correct, Mr. Mitchell.M: What would be your agent’s commission on these minimum quantities?F: We, too, have had some internal discussions on this matter and we can offer you an agent’ s commission of 2% of the selling price on all dyes.M: Some of the dyes will be more readily marketable than others. For example, I can foresee that, with the right amount of promotional effort, we would be able to develop a significant market for your reactive dyes. Nevertheless, we would have to launch a fairly extensive, and no doubt costly, promotional program to introduce these dyes to the end users. There would be a very considerable first time advertising expenditure, followed by regular outlays for reinforcement advertising as these products become known and the end users begin to apply them.F: As you know, the reactive dyes are considerably more expensive than the sulfur dyes. Therefore, any sales of these commodities would generate significant agency revenues.M: During the initial stages, however, most of these commissions would be required to pay for the promotional expenses, which will be very substantial indeed. Have you considered the feasibility of assuming financial responsibility for at least a portion of the required advertising campaign? We would visualize some television and perhaps radio advertising, but primarily inserts into local daily newspapers and trade magazines.F: We have not previously provided our agents with any, what you might call, promotional allowances. Advertising of our products is strictly the responsibility of the agent.M: Under these circumstances, it would take a very long time before Galaxy would be able to recoup its up front expenditures.F: Of course, if you were to import and market larger quantities from the outset, your commission would increaseaccordingly.M: Which would, of course, undoubtedly increase your profits as well.You now have 10 minutes to transfer youranswers to the answer sheet.(10 seconds pause)You will hear part of a business negotiation between Mr. Mitchell and Madam Li. For each question 23—30, mark one letter A, B or C for the correct answer. You will hear the recording twice.23．What does the catalogue include?A．Agrochemicals exports.B．Dyestuff and pigments.C．Insecticides and fertilizers.正确答案：A24．What would be Mr. Mitchell’s main concern among the products in the catalogue?A．Dyestuffs.B．Insecticides.C．Agrochemicals.正确答案：B25．How many catalogues would Mr. Mitchell take home?A．Five.B．Six.C．Seven.正确答案：B26．What does Mr. Mitchell concentrate on this visit?A．Dyestuffs.B．Insecticides.C．Agrochemicals.正确答案：A27．What is the maximum quantity that one container holds?A．10 metric tons.B．12 metric tons.C．14 metric tons.正确答案：C28．How much does Madam Li offer for the agent’s commission on these minimum quantities?A．2% of the selling price of dyes.B．2% of the price of all dyes.C．2% of the revenues.正确答案：A29．What is the initial thing that Mr. Mitchell will do to develop a market for reactive dyes?A．Developing more end users.B．Setting appropriate prices of dyes.C．Launching a promotional program.正确答案：C30．What does Mr. Mitchell ask for towards the end of the negotiation?A．He asks if Madam Li’s company would offer some promotional allowances.B．He requires Madam Li’s company to pay for the advertising campaign.C．He asks Madam Li’s company to take the financial responsibility of selling products.正确答案：A。
BEC中级Module 3,听力第一、二部分
Module Three
Types of business Listening Test – Part 1 Listening Test – Part 2
TYPES OF BUSINESS
Manufacturers & Distributors
Wholesalers (or Middlemen) / Retailers (car dealer, estate agency)
Note BE: BE sole owner sole proprietor
We have set up our own architecture partnership ____________. There’re no shareholders in the organization apart from us, the partners. A lot of professional people like lawyers, accountants and so on, work in this way.
Possible answer
Marie could benefit from going into partnership with Simon, because they would both have different specialist skills that would help the business. She could handle all the salon work, and he could manage the business affairs. This would allow her more time for herself, and give her the chance to learn the business skills she needs. He would also be able to contribute extra capital, which would give the business more flexibility. However, Marie would have to share the profits with Simon, and would have to consult him on any decisions she wanted to make. They would have to draw up a deed of partnership to make sure that profits and losses were shared fairly. This would be important, as a partnership has unlimited liability, and both Marie and Simon would be personally liable for any business debts. They may want to consider setting up a limited company together to avoid this, and have limited liability.
(完整版)新编剑桥商务英语(高级)第三版1.1
1.1 Working life1What does this quotation mean to you?'Life is what happens to you while you're busy making other plans.' john Lennon, English singer& song writer (1940-19830)2Discuss these questions.1 How many jobs do you expect to have in your life ? 1-3 4-7 8or more2Would you prefer to be self-employed or an employee? Why ?3in fifteen years ' timdo you expect to work more or less than now ?4at what age do you expect to stop working ? 55 65 753Underline tire best word to complete each sentence.1 At the moment, people generally retire/resign at 652 I joined/applied for the company when I was 25 and have worked thereever since3 What's the best way to pay/reward our employees for good performance?4 About 700 staff were laid off/dismissed when the company lost thecontract to supply Toyota5We have educated/trained our staff in the use of laser equipment.6I'm going to leave/change the company at the end of the year.7 E and C Consultants recruits/employs from the top business schools.8Companies need to offer parents of young children more flexible/overtime hours-9they used only to offer permanent posts, but now most new contracts are temporary/part-time ones.10I have one day off/ holiday a week to attend a course at college.4Make sentences with the words you didnt use in Exercise 3.5Make nouns from thefollowing verbs.Attitude to work6Do you think that people starting work now have a different attitude to work than their parents did? if so, in what ways?7Look at the newspaper article and read the title. What does the title suggest to you?Read the article arid check if you were r fight.Young workers Want it all, nowOh, and they’ ll need to take next Friday off ,tooTETROIT 一Kurt Jennings, hoping to start a career in radio sales, thought he was prepared to answer any question during his recent interview. Then the radio executive opened the interview with, 'So, we call you guys theEntitlement Generation". You imagine you're entitled to everything.' There is an impression that the current generation of young workers has high expectations for salary, responsibility and job flexibility, but little appetite for hard work and little sense of loyalty to a company'A lot of twenty-somethings have a hard time making the transition to work typically Kids who've had success early in life and who've become used to getting instant gratification,' says Dr. Levi Cohen, a peadiatricsprofessor. He says that coddling parents and colleges often fail to prepare students for the realities of adulthood and working life.Many employers, from corporate executives to restaurateurs, agree.'It seems they expect to hove in then first week everything that the veteran has worked 20 or 30 years to earn,' says Mike Amor, the owner of a Salt Lake City chain of restaurants.Kurt had this reply 'for his interviewee at the radio station: 'Maybe we were spoiled by your Generation. But "entitled" is too strong a word,' he said. 'Do we think we're deserving if we're doing to go out there and break our backs for you'? Yes..'He ended up getting the-job.But some experts say that' having high expectations, and tellin}} your boss what they are, isn't necessarily a bad thing.'It's true they're not all rushing to bury themselvesin a cubicle a} t 己follow orders for the next 40 years, but why on earth should they?'asks .leaf Bartlctt, a University of Carolina psychologist8Do you think the younger generation is spoiled and expects too much? .or do you think the older generation sacrificed their lives (and fun in their lives) for work?9What do the following phrases from the text mean?1little appetite for hard work2twenty-somethings3instant gratification4coddling parents and colleges5we were spoiled by your generation6break our backs for you7bury themselves in a cubicleGerund and infinitive1Which of the verbs or phrases in the box take the gerund (-ing) and which ones take to infinitive (to do)?Be good at plan/intend /aim be worth fail be reluctant havetrouble/difficulty hope/expect manage succeed in decide think about/consider enjoy avoid involve have be used to/accustomed to be willing/prepared2Which of the following pairs of phrasesis the odd one out grammatically? Why?1be good at - be bad at2be willing 一be reluctant3succeed in - fail4enjoy 一dislike3 Complete these sentences.0 when I retire, I plan to do some voluntary work for charity1When I retire, I plan …2I think I'm quite good at …3Before attending a job interview, it's worth …4My job involves …5When speaking English, I often have difficulty6At work I feel satisfied if I manage …7For my summer holiday this year, I am considering8If I was offered more money, I would be willing9The hardest thing about starting a new job is getting used to10I get annoyed with colleagues if they fail …4Choose five of the phrasesworking life.in exercise 1 and make sentences about your own working lifeThe future of human resources5You will hear five human resources (HR) manages0s talking shout the key issues in human resources facing companies today.The first time you listen, indicate which employee group in the workforce they are talking about.The second time you listen indicate what actions they propose to take to deal with each issue.TASK ONE 一EMPLOYEE GROUPA older employees (50-GO)B new recruitsC traineesD senior managementE young highly qualified employeesF womenG retired employeesH disabled workersA efforts to retain good employeesB the introduction of more flexible workingarrangementsC linlting salaries more closely to resultsD more focus on job training for employeesE encouraging people back from retirementF more support for working parentsG developing a more positive attitudetowards older workersH reducing staff costs6You've heard the priorities of HR managers. What are your priorities for your working life? Consider the following:.flexible hoursworking environment.pay。
BECTEST3听力文字稿
TEST 3This is the Business English Certificate Vantage 4, Listening Test 3.Part One. Questions 1 to 12.You will hear three telephone conversations or messages.Write one or two words or a number in the numbered spaces on the notes or forms below.After you have listened once, replay each recording.[pause]Conversation One.Questions 1 to 4.Look at the notes below.You will hear a phone conversation between a manager and his PA.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Hi, Jane. Barry here. Sorry this is a bit rushed, but I need you to fax me a document urgently.Woman: No problem. What do you need?Man: That report I’ve been writing on recruitment. I haven’t printed it off, but you’ll find it on my computer. I called it ‘jobsplan’, all one word. OK?Woman: No problem. Which folder is it in? Personnel?Man: That’s right. No, no, hang on, um, I created a new folder called Current Reports - it’s in there.Woman: OK. I’ve made a note of that. If I can’t locate it, I’ll call you back.Man: Fine. It’s quite a long document by the way. So don’t bother sending the appendix. We don’t really need that. But include the contents page - that’d be quite useful. Woman: Shall I send it to you there at Head Office?Man: Um... let me think. It might be better to fax it to my hotel.Er, no, you’re right. Send it here.Woman: OK.Man: Thanks very much. Bye.[pause]Now listen to the recording again.[pause]Conversation Two.Questions 5 to 8.Look at the notes below.You will hear two colleagues discussing an additional location for their business.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.Woman: Hello, Mike, have you got a moment?Man: Sure, what is it? The location?Woman: Yes, we can’t put it off any longer.Man: Hm, especially as we chose the site for the new warehouse last night. We need to get organised.Woman: Exactly. We need a decision today. Where should the discount shop be, then?Man: Well, not too close to our existing branches, that’s for sure. I think it’d better be in the out-of-town retail centre.Woman: I know that’s easier for customers, but the business park, which is the other out-of- town site, would be better for deliveries, which is important.Man: But the trend is towards more and more people using the retail centre, isn’t it? Woman: Well, the survey we did shows people will visit the business park if we open there. Man: Really? I wasn’t expecting that. Is it because we produce specialist goods? Does that make a difference?Woman: Yes.Man: Are there any local grants available?Woman: Not as such, but there are tax benefits if we take on premises in the business park. Man: Right. That’s settled, then. How about...[pause]Now listen to the recording again.[pause]Conversation Three.Questions 9 to 12.Look at the note below.You will hear a woman leaving a message about where to hold a meeting.You have 15 seconds to read through the note.[pause]Now listen, and fill in the spaces.[pause]Hi, it’s Emily Parker in Marketing. I was at the Carlton Hotel yesterday for a sales training meeting. I thought it would be a very suitable place to hold the shareholders’meeting you’re arranging. I heard you’re still looking for somewhere. They’ve recently refurbished all their meeting rooms. I was in a seminar room - it was too small for your event, but I looked at the conference hall and the VIP lounge and either would be perfect - oh, except the conference hall’s booked on the twenty-fifth of October, so it doesn’t leave us any choice. Anyway, they’re both large rooms with comfortable seating, and it’s possible to have a sound system at no extra cost. We’d have to bring a display stand of our own if we wanted one. Assuming you want to go ahead with the twenty-fifth, I mentioned to the Events Manager there that we might want to book, so you’ll need to talk to him, rather than the General Manager in the bookings office. The number’s three-five-seven-two-oh-nine. Bye.[pause]Now listen to the recording again.That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.Section One.Questions 13 to 17.You will hear five short recordings. Five speakers are talking about delegating at work.For each recording, decide what advice the speaker gives about delegating at work.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what advice each speaker gives about delegating at work.[pause]ThirteenNo matter how much confidence you have in the person you’re entrusting a task to, I think there’s a crucial element to delegating that’s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I’m used to dealing with tasks all by myself, but when I’m delegating to juniors, I always remind myself that not everybody is as independent as me.[pause]FourteenIf you’ve ever delegated to someone else and spent more time on the task than if you’d done it yourself, then it’s time to review where you’re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it’ll free you up to do something else, that’s great. But delegation isn’t an easy way out, so if you’re just being lazy or the task seems too small to concern yourself with, always do it yourself.[pause]FifteenOnce you’ve selected someone to delegate a task to - assuming you do have a choice of personnel - there’s something you need to do that’s too important to leave till the job’s finished. It’s a mistake if you don’t make it clear to staff what they’re doing well and what they could improve on. Some managers think it’s a form of interfering and doesn’t give people space to get on with the job, but I find some constructive suggestions are usually helpful.[pause]SixteenWhen you give someone a task to do, there’s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ‘I understand’, it’s not a guarantee that they do. [pause]Once you become an effective delegator, you’ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they’ll appreciate the trust you place in them and the support they’ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn’t go to plan. I’ve certainly had some disastrous attempts at delegating in my time.[pause]Now listen to the recordings again.[pause]Section Two.Questions 18 to 22.You will bear another five recordings. Five speakers are talking about the reason for the success of their company’s most recent TV advertising campaign.For each recording, decide what reason the speaker gives for the success of the campaign.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what each speaker says is the reason for the success.[pause]EighteenOur last campaign was the most successful ever. Always worried about the cost, we were on a tight budget, but the results were fantastic. Research had shown our rivals’ products were more attractive, but while the ad was running, one of them had some bad publicity about their products, and we picked up a lot of their trade. Sometimes, it’s not how much you invest or who you use, but just being in the right place at the right time.[pause]NineteenLast year’s TV campaign took the market by storm. In the past, we’d depended heavily on sending out samples to customers - it was a cheap and, we thought, effective way of targeting our core customer base.But last year, we had the good fortune to recruit a dynamic young Marketing Manager who brought with him a group of people who are changing the way we do things. We’re looking to produce another even more successful series of TV commercials next year. [pause]TwentySpend money to earn money! That’s been the philosophy of our organisation for years. The directors liked expensive-looking TV commercials, which appealed to our core customers in the old age bracket. However, our last campaign proved that you don’t always have to go over budget to win new customers. We thought of a new approach, which our agency developed, and it turned out to be cheaper and, to our delight, brought us to the attention of a new, younger market. [pause]Twenty-oneSuccessful TV campaigns can be costly, and good market research is absolutely vital. We’ve always researched thoroughly before a campaign, but there’s something else which was the key to last month’s success. Although some people attribute it to our main rival’s bankruptcy, it was the fact that we found a management group who we brought in to recommend ways of improving our marketing that really helped. A suggestion to use a TV campaign to advertise in-store promotions and mail-order facilities paid off handsomely.[pause]Twenty-twoConsultants recommended hiring a whole new marketing team for the company, but I rejected this. We’ve got a good experienced team in the company. It would’ve been an unnecessary expense. We decided we should put more effort into the groundwork for the campaign. Our team carried out a more detailed customer survey, and on the basis of that, our production company was able to create a commercial that was more accurately targeted.[pause]Now listen to the recordings again.[pause]That is the end of Part Two.[pause]Part Three.Questions 23 to 30.You will hear a radio interview with a businessman called Brett Porter, who developed a product called Rainaway, a type of waterproof map.For each question, 23-30, mark one letter (A, B or C) for the correct answer.After you have listened once, replay the recording.You have 45 seconds to read through the questions.[pause]Now listen, and mark A, B or C.[pause]Woman: ... and today we’re talking to Brett Porter, whose company developed the hugely successful all-weather maps called ‘Rainaway’. These are waterproof maps that can beused by people who ride motorbikes. Brett, welcome to the programme.Man: Thanks.Woman: You actually invented Rainaway - how did that come about?Man: Well, anyone, like me, who rides a motorbike, understands the problem of ordinary maps falling to pieces when it’s raining or windy. There are three million bikers just inthe UK, who I knew would be willing to pay for a solution to this problem. Nobody hadever produced something like Rainaway - I’d assumed it couldn’t be done.., that thecosts were too great.., but I was disappointed that my needs as a consumer weren’tcatered for, and people I knew kept encouraging me to develop and produce it as abusiness.Woman: Was establishing the company difficult?Man: In fact, I already had my own company - a motorcycle courier firm - but this was completely different and involved setting up a new business. What I’d learnt aboutpricingdidn’t seem to apply - I’d never dealt with a ‘product’as such. But I knew I understood the market better than most. If I could make the product, I’d be meeting a demand.However, knowing where to sell and how to get it into the shops was another matter! Woman: I see.Man: But I was convinced the business would grow fast. I even entered the European Awards Scheme for ideas for business start-ups. It had a first prize of one hundred thousandeuros’worth of software from Croner Consulting. The awards were sponsored byAlliance Business Bank - and because I made the final shortlist, I was offered atwo-per-cent interest loan from them if I needed it. They organised a dinner foreveryone on the shortlist, and I happened to get chatting to their senior businessconsultant, who gave me some invaluable financial advice. It really helped get mestarted.Woman: Did you do any trial production of the maps?Man: Yes. I knew what they should look like - a strong cover and small enough to flick through quickly. But trials took six months. The difficulty was we had to use a reallytough kind of plastic for the cover, and this had to be fed into the printer sheet by sheet- fine for a small output, but absolutely no good for large-scale production.Woman: Did you have any trouble persuading a printing company to make Rainaway?Man: I thought I would - it wasn’t really in a printer’s interest to make a long-lasting product.The real difficulty, though, was my lack of a track record. They thought I was justplanning a one-off print run or a very small-scale operation, which wouldn’t be veryprofitable for them. Once I’d persuaded the boss of one firm that wasn’t the case, heseemed willing to take a chance.Woman: Do you use someone else’s maps to make Rainaway from?Man: Yes, we use Herne Publishing’s. Of course, given they know they’re a crucial supplier, there’s a danger in a few years they might want to buy us out. But in the meantime, Ihave a protected trademark, and the people at Herne Publishing realise it’s better forthem to let me use my knowledge and contacts to establish the business. The alternativefor them would involve spending money on producing a rival product, which I knowthey would be reluctant to do.Woman: You must be pleased with Rainaway’s performance?Man: Absolutely. We launched Rainaway in September two thousand one, and sold two hundred thousand maps in the first year alone. In the last couple of years, the companyturned over in excess of seven hundred thousand pounds, our best result so far, whichisn’t bad when you consider our maps retail at ten to twenty-four pounds each. Woman: Very impressive! What’s next for Rainaway? Do you plan to extend your range? Man: I already have plenty of other ideas for the longer term, but that’s all I can say for now.I’ve been devoting a lot of time recently to facilitating expansion by setting up a callcentre to deal with mail-order sales. That’s just opened, with a staff of twenty-five. Inow need to concentrate on our advertisements - they’ve been very popular so far, butit’s tough coming up with new ideas to continue to attract attention.Woman: I wish you luck.[pause]Now listen to the recording again.[pause]That is the end of Part Three. You now have ten minutes to transfer your answers to your Answer Sheet.[pause]Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.That is the end of the test.（注：文档可能无法思考全面，请浏览后下载，供参考。
剑桥BEC高级真题第三辑TEST
BEC 第三辑高级Test 3 READING 1 hourPART ONEQuestions 1-8●Look at the statements below and at the five extracts on the opposite page from the annualreports of five mobile phone companies.●Which company (A, B, C, D or E) does each statement (1-8) refer to?●For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.●You will need to use some of these letters more than once.●There is an example at the beginning, (0).1 This company is still making a financial loss.2 This company is having part of its business handled by an outside agency.3 This company has grown without undue expense.4 This company is trying to find out what the market response will be to a new product.5 This company continues to lose customers.6 This company aims to target a specific group of consumers.7 This company is finding it less expensive than before to attract new customers.8 This company has rationalised its outlets.ABAs the only network operator in the country, our marketing is aimed at expanding the size of the market. In the business sector, we have targeted small and medium-sized businesses by offering standardised services, and large customers by offering tailored telecommunications solutions. We have been at the forefront of introducing new telecommunications technology and services and have recently distributed 150 of our most advanced handsets to customers to assess the likely demand for advanced data services. Last year, the industry recognised our achievement when we won a national award for technological progress.CA new management team has driven our improved performance here. It is committed tobringing the business into profitability within three years after reaching break-even point in the next financial year. We are focused on delivering rising levels of customer service and an improvement in the quality and utilisation of our network. Good progress has been made on all these fronts. The cost of acquiring new subscribers has been reduced and new tariffs have been introduced to encourage greater use of the phone in the late evening.EPART TW0Questions 9-14●Read this text taken from an article about theimportance to companies of not losing theiremployees' knowledge.●Choose the best sentence from the opposite page to fill each of the gaps.●For each gap (9-14), mark one letter (A-H) on your Answer Sheet.●Do not use any letter more than once.●There is an example at the beginning, (0).Example:A Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B This approach enables them to identify those with a limited number of network relationships.C Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D This provides evidence of the risk that such a policy will meet resistance.E Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all.F But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team.G The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H When companies feel they’re in a crisis, it is one of the things that goes by the board.PART THREEQuestions 15-20●Read the following article about 'Go-Fast', a cost-saving programme introduced by the carmanufacturer General Motors, and the questions on the opposite page.●For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.15 What point is made in the first paragraph about GM’s 'Go-Fast' p r og ramme?A The intention behind it is to increase GM’s market share.B Suggestions need to be agreed by senior managers.C All areas of business are examined for possible improvements.D Senior managers are excluded from the initial discussions.16 In the second paragraph, the writer regards it as positive thatA the programme allows improvements to come from within.B certain senior managers have left the company and been replaced.C the consultants developed the ideas on the basis of company proposals.D investor s’ continued confidence in the company has been justified.17 ln the third paragraph, the writer claims that the ’Go-Fast’ process is successful because ofA the company’s alliances with many business partners. .B the method of implementing changes.C the positive attitude of investors.D the exchange of management thinking with other companies.18 When starting to set up the programme, the consultants expected thatA the size of the company might make it difficult to introduce changes.B senior managers might be unwilling to change their work style.C it might be difficult to change the company culture.D some of the workforce might resist the changes.19 What concern is expressed in the last paragraph about the ’Go-Fast’ programme?A It may not save enough to meet the company’s financial demands.B Management is being distracted from the company’s core activities.C It has led the company to make unwise strategic decisions.D The company is focusing on changes in the wrong areas.20 What would be the best title for the article? iA Improving internal and external communications .B Choosing the most suitable consultants ·C Making a company more adaptableD Changing a company’s management structurePART FOURQuestions 21-30●Read the text below about leadership.●Choose the correct word to fill each gap from A, B, C or D on the opposite page.●For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.●There is an example at the beginning, (0).21A set 22A in 23A manner 24A telling 25A reach 26A please 27A achieve 28A topic 29A varieties 30A goB place B out B method B issuing B finalise B attain B exercise B question B chances B beC get C over C means C committing C terminate C gratify C perform C subject C options C doD put D around D mode D granting D complete D fulfil D execute D argument D selections D workPART FIVEQuestions 31-40● Read the article below about problems of motivation at work.● For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet. ● There is an example at the beginning, (0).PART SIXQuestions 41-52●Read the text below about time management.●In most of the lines (41-52) there is one extra word. lt is either grammatically incorrect ordoes not fit in with the sense of the text. Some lines, however, are correct.●If a line is correct, write CORRECT on your Answer Sheet.●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on yourAnswer Sheet.●The exercise begins with two examples, (0) and (00).WRITING 1 hour 10 minutesPART ONEQuestion 1●The three charts below show a company's operating profit (in $ million), turnover (in$ million) and unit sales (i.e. number of products sold) in the three years 2001-2003.●Using the information from the charts, write a short report describing the company'sperformance in the three years.●Write 120-140 words.PART TWOWrite an answer to one of the questions 2-4 in this part. Write your answer in 200-250 words.Question 2●You work for a supermarket chain and have been asked by the board of directors to write areport on a site where the company is considering building a new supermarket.●Write your report for the board, including the following information:● a description of the site, including its location●the advantages and disadvantages of the site●your opinion as to whether the site is suitable.Question 3● A company you already do business with has recently created a new product line. Yourdepartment placed an order for the new product, but found that the product did not fulfil your requirements and that the after-sales service was poor. Your head of department has asked you to write a letter to the company informing them of your dissatisfaction.●Write your letter, including the following information:●what the order was for and when it was placed●why you are dissatisfied with both the product and the after-sales service● a reminder of business done with them in the past●what you expect in response to your complaint.Question 4●Your company has recently experienced a drop in sales, and your Managing Director hasasked you to write a short proposal about improving the advertising of your company’s products or services.●Write your proposal for the Managing Director:●commenting on the effectiveness of the advertising you are currently using●recommending one or two changes to your advertising●explaining how these changes would affect sales.LISTENING Approximately 40 minutes (including10 minute s’ t ransfer time)PART ONEQuestions 1-12●You will hear part of a talk to a group of business students about the role of free gifts inproduct promotion.●As you listen, for questions 1-12, complete the notes, using up to three words or a number.●After you have listened once, replay the recording.PART TWOQuestions 13-22●You will hear five different people talking about workshops they have recently attended.●For each extract there are two tasks. For Task One, choose thelaim of the workshop from thelist A-H. For Task Two, choose the outcome of the workshop from the list A-H.●After you have listened once, replay the recording.Task One - Aim●For questions 13-17, match the extracts with the aims, listed A-H.●For each extract, choose the aim of the workshop.●Write one letter (A-H) next to the number of the extract.13 .................................14 .................................15 .................................16 .................................17 ................................. A to develop marketing strategiesB to improve co-operation between two departmentsC to decide on a programme for reorganising the companyD to discuss a takeover bid by another companyE to develop manager s’ i nterpersonal skillsF to suggest ways of increasing profitabilityG to modify decision-making proceduresH to improve teamwork within one departmentTask Two -Outcome●For questions 18-22, match the extracts with the outcomes, listed A-H.●For each extract, choose the outcome of the workshop.●Write one letter (A-H) next to the number of the extract.18 .................................19 .................................20 .................................21 .................................22 ................................. A More information will be passed down regularly.B A topic was chosen fora future training course.C A procedure for dealing with emergencies was introduced.D Staff recruitment will be reduced.E One of the participants decided to leave the company.F A future meeting will review progress.G Senior management was persuaded to reverse a decision.H The company’s appraisal system was abolished.PART THREE .Questions 23-30●You will hear a conversation between Suzanne, a personnel manager, and Kevin, herassistant, about recruiting new staff for a new factory.●For each question (23-30), mark one letter (A, B or C) for the correct answer.●After you have listened once, replay the recording.23 What do Suzanne and Kevin think will attract staff to the new factory?A the possibility of rapid promotionB the location of the new factoryC the flexible working hours24 When do they hope to begin advertising for staff?A when the new factory is almost finishedB before the senior board meetingC after the holiday period is over25 Who does Kevin suggest should be in charge of the recruitment process?A an external consultantB a person from Head OfficeC the manager of the new factory26 Suzanne feels that new staff ought to be people whoA have the particular skills required.B have experience in a related industry.C want to stay in the job for a long time.27 Which existing staff benefit have they decided to abolish at the new factory?A the subsidised canteenB the travel allowanceC the discount on company products28 Which staff are likely to move from Head Office to the new factory?A staff who have worked for the company for a long timeB staff who think it will give them more chance of promotionC staff who have recently completed a training programme29 The company will try to persuade current employees to move by offering themA a larger salary.B a bonus scheme.C a share option.30 What will be the purpose of Suzanne and Kevin's next meeting?A to agree a timetable for recruitmentB to discuss the contract details for new staffC to finalise salary levels for the new jobsSPEAKING 16 minutesSAMPLE SPEAKING T ASKSPART ONEIn this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.PART TWOIn this partof the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.A Staff relations: the importance of a company providing a range of facilities for all staff ·B Technology: the importance to a company of regularly upgrading its technologicalequipmentC Strategic planning: the factors involved in managing change effectively within anorganisationPART THREEln this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.ForForbusiness people? (Why?/Why not?)BEC 第三辑高级Key Test 3 ReadingPart 11 C2 E3 D4 B5 E6 A7 C8 DPart29 C 10 G 11 E 12 B 13 F14 APart315 C16A17B18D19A20 CPart421 D22B23A24B25D26 D27C28B29C30CPart531HOWEVER32 BE33 AS34OVER/BY35 TAKE36 WHAT37TOO38APART39 THERE40FIRSTPart641 ALTHOUGH 42 OVER43 CORRECT 44 THEM 45 ON46 CORRECT 47 THE 48 UP49 AND 50 MAKE 51 EACH52 BYTest 3 WritingQuestion 1Sample ABand 3This is a reasonable achievement of the task and it is well organised. However, the language range is limited and there are a number of errors.Sample BThis answer covers all the content points and theorganisation is sound, but it lacks internalcohesion. Grammatical structures are limited anderrors are numerous and sometimes obscurecommunication.Question 2Sample CThis is an ambitious attempt at the task, showing a good range of language, although it is not error-free. It is generally well organised, but the register is not wholly appropriate.Band 2Although all the content points are covered, the limited range of structures and vocabulary, numerous non-impeding errors and the inconsistent register make this answer a band 2.Band 1This answer shows serious lack of control and contains numerous errors and possible content omissions, leading to a very negative effect on the reader.Band 3This is a reasonable achievement of the task with all content points included. It is well organised, but there are frequent non-impeding errors.Sample GBand 4This is a good realisation of the task set. The writer uses an ambitious range of structure and vocabulary, although there is some slightly unnatural language in places. It is well organised, with some evidence of cohesive devices.Band 2Although all the content points are covered, this is an inadequate attempt at the task. Errors are frequent and quite basic and in some cases obscure communication, and the content is not clearly organised.Test 3 ListeningPart 11 MARKETING CONSULTANT2 CONSUMER DURABLES3 SALES CONFERENCE4 (FREE) DIARY5 (SPECIAL) PLASTIC ]ACKET6 CONTROLLED EXPERIMENT7 (FREE) CD; CALCULATOR8 COMPETITION9 CIRCULATION WAR10 COVER PRICE11 BRAND VALUE(S)12 15 %/FIFTEEN PER CENTPart 213 E14C15H16F17B18 B19G20E21A22FPart 323 C24A25A26B27A28 B29B30CTapescriptListening Test 3This is the Business English Certificate Higher 3, Listening Test 3.Part One. Questions 1 to 12.You will hear part of a talk to a group of business students about the role of free gifts in product promotion.As you listen, for questions 1 to 12, complete the notes, using up to three words or a numbexAfter you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Hello. My name’s Sue Barnard. I’ve come to talk to you this afternoon about that old marketing perennial, the free gift. I work as a marketing consultant, on a freelance basis, and I thought that I would begin with an anecdote. One of the companies I work with is a major manufacturer of consumer durables, and so I need to keep in touch with the latest campaigns being launched by rival groups, as well as seeing how our own efforts are looking. So I’m a keen reader of weekly magazines.Although I’m actually based in Manchester, last week I happened to be with some clients at their sales conference, which was being held in Wales. On the way there, waiting at the station, I popped into a newsagents for a browse, to pass the time. The March issue of Prime magazineimmediately caught my eye because the cover said ‘F ree Gift this Issue: Free Diary’. And it puzzled me because I had seen the same issue on sale in Manchester without any gift. Clearly, people in Wales were getting the same magazine, but all packaged up in a special plastic jacket with this gift inside. Why, I wondered, were people in my area losing out?Well, of course, the answer lies in the marketing policy of the magazine itself. No use giving everyone a freebie because then there’d be no way of gauging how successful it’d been in drumming up extra sales. In other words, it’s a controlled experiment. In this case, flat sales of Prime in Manchester, coupled with strong sales in Wales, would indicate that the gift had done the trick, and this type of strategy is vital for magazines as more and more titles crowd the racks. Just looking round the newsagents this week, y ou’ll find one magazine giving away a book worth six ninety-nine, when the magazine itself only costs two ninety—nine. And it doe sn’t stop there. One rival is offering a CD, another a calculator. And so it goes on. You know, it really is a ‘reader s’ market at the moment.But, I can see you’re asking yourselves, if the gifts are actually far more expensive than the magazines . . . ? Well, clearly, the magazines are facing greater competition and it’s all about offering your reader the best possible value. If your competitor’s got something out, then you don’t want to be seen to be lagging behind. And once you’ve started, in a sense, you’ve got to keep on - you do get locked into a ‘circulation war’ where the only way to stay on top seems to be through the free gifts. And remember, it doe sn’t matter if the gift costs more than the magazine because the real profits come not from the cover price, but from the advertising revenues. To keep those flowing in, you need good figures, and that’s where the free gifts come in.And, of course, it c an’t be any old gift. An inappropriate choice would do more harm than good. The gift must reinforce the true brand values of the magazine. The specialist titles are particularly good at this. And it’s also a good opportunity for people to sample your magazine; it may bring in new readers. With the right gift, you could even be looking at as much as fifteen per cent uplift on your sales, particularly in the teen market, where pop fashions come and go and it’s very important to encourage reader loyalty. `[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear jive different people talking about workshops they have recently attended.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the aim of the workshop, from the list A—H. Now look at Task Two. For each question 18 to 22, choose theoutcome of the workshop, from the list A—H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.[pause]Now listen, and do the two tasks.[pause]Speaker OneWoman: This was a workshop for department heads, and it was supposed to make us more effective and flexible in dealing with staff. We worked in teams of four, and simulated various situations, taking it in turn to be the manager and the {employee, and after each activity the rest of the team gave feedback on our style and performance. That was really demanding, and, after a while, people began to get quite critical towards each other, and actually some people got irritable, but it was very worthwhile. We agreed we were all pretty bad at doing staff appraisals, so we arranged for the next session to deal with this. Actually it was some people’s first experience of looking in depth at their own behaviour and reactions.[pause]Speaker TwoMan: The Chief Executive was there, and all the senior managers and department heads, and the idea was that we’d plan how to introduce the new structure that’s going to be put in place next year. First, the CE presented the company’s objectives and the new organisation, then we broke up into small groups to discuss how to implement it all. After that, each group gave their comments to the whole seminar. Some very sensible criticisms were made, which the boss clearly wa sn’t expecting, but he did agree not to split up the marketing department after all. Anyway, we ended up by agreeing on a timetable for a meeting to brief the workforce and for the various moves, so we’re probably quite well prepared now.[pause]Speaker ThreeWoman: I went to something calle d a ‘team role laboratory’, which was for the manager, supervisors and all the staff of my department. The idea was to focus on everyone’s behaviour and working relationships. It was a very powerful experience, as you can imagine, because it brought up all sorts of feelings. There’s a lot of resentment at some people never being around when there’s an emergency, and at the way one of the supervisors lets people get away with anything. In fact, this made him realise he’s not cut out for the job, and he’s since resigned. We also tried to establish what the department’s objectives were, and it was an eye-opener to some people to discover what we’re actually supposed to be doing, and how we fit in with the rest of the company.[pause]Speaker FourMan: They’d invited the managers of a different-sized store in each division, together] with some of the higher-level managers, and we were grouped in vertical lines. So, I was with my area manager and her division manager. We had to brainstorm how to cut costs and improve margins in the light of last year’s poor figures. At first, I was afraid of disagreeing with my boss in case it was held against me in the future, but, after a while, we felt more like equals. It made me realise how little I’m told about the big issues in the company: some of my suggestions c ouldn’t be implemented for reasons I didn’t know anything about. So, one good thing that came out of it was that my boss agreed to meet me and the other store managers once a month to tell uswhat’s going on in the company.[pause]Speaker FiveWoman: Mine was a workshop on horizontal team effectiveness, which means that Production and Sales met to see how we could work better together. First, Sales said how they saw us, and we gave our opinion of them, then we each explained how we organise our work, how we’re affected by other parts of the company, and so on. That gave us all a much more accurate picture of what was actually going on. And that led on to looking at how we could help each other more, which was very useful. We agreed on more realistic timescales for dealing with orders and on a system for the managers to consult each other on problems. We also decided to get together again in six mon ths’ time, to see how things are going.[pause]Now listen to the recording again.[pause]That is the end of Part Two.[pause]Part Three. Questions 23 to 30.You will hear a conversation between Suzanne, a personnel manager; and Kevin, her assistant, about recruiting new staff for a new factory.For each question 23 to 30, mark one letter (A, B or C) for the correct answer:After you have listened once, replay the recording.You have forty-five seconds to read through the questions.[pause]Now listen, and mark A, B or C. `[pause]Woman: OK . . . now, next we’d better discuss the recruitment plan for staff at the new factory in Dinsdale. I don’t think w e’ll have any problems, do you?Man: No, not really. I mean, it’s in a pretty good location for accessing a large workforce so we should have our pick. Anyway, I would have thought that our new policy of letting staff choose when they work within a certain time frame will appeal to lots of people.Woman: Yes, I think we may miss out on the high-fliers who are looking to get up the ladder quickly, but it’s more important to get a core of stable staff.Man: When did you want to start advertising? Has the Board agreed on numbers yet? Woman: Oh yes, that was decided before that last meeting when the top brass met — that’s why they’re pressing us to do something. I do n’t want to initiate it just yet, but we do need to do it in advance of the holiday period.Man: Well, OK. But I don’t think there’s any point in going ahead until the factory is nearly completed, is there? That way, we’d have plenty of time for planning.Woman: Hmm . . . that’s a good point. Well, let’s aim for that then. I’ll try and get a date out of the Director. Right, now Mr Dawson asked me what we thought about appointing somebody to oversee all this because we’re both going to be tied up here. I suggested to him that they send someone down from Head Office but he didn’t seem very keen.Man: I don’t think that’s a good idea because they w on’t know the local situation. We’d be better off putting it in the hands of a recruitment agency - they could do all the initial filtering. The manager at the new factory wants to be involved but he can step in to help later on, which means we’d have some internal control.Woman: Yes, that’s a good idea. I’ll suggest that. I also had a discussion with Mr Dawson about what kind of experience we would be looking for in new staff. I was quite surprised actually because he said he didn’t think we need people to have done exactly the same thing as long as they had about four or five year s’ general work experience. But I pointed out to him that if we just take anybody from any field then we’re bound to end up with a lot of wastage because a lot of them will turn out not to be suitable. So I proposed that we appoint people who’ve worked in something similar. As long as they’ve got a rough idea of what the job involves, that’s the main thing.Man: Yes, I agree. Will the new staff get the same deal as everybody here?Woman: What d’you mean?Man: Well, the canteen and everything?Woman: Let me have a look . . . yes, more or less. There’s the travel allowance, but we are going to look at that over the next couple of years to see if we are going to retain it or not. It’s one of the possible cost savings. Also, although we’re building a canteen there, we’re getting outside caterers in — it’ll be much cheaper than the system we’ve got here. The staff will have to pay slightly more because the company w on’t be making a contribution but it w on’t be much more. And then, there’s the discount policy that staff get on our products —I mean, that operates across the company so it w ouldn’t work any differently.Man: Will any staff move over to the new factory from Head Office, do you think?Woman: Possibly — not the old-timers maybe, but some of our new staff might prefer to finish their training there if it’s easier travelling for them. W e’ll be offering the same courses in both places. I guess, really, it’s going to depend on whether they see better prospects for themselves at the new place. It will be a different set—up in some ways.Man: Are we offering any incentives to persuade them to move? ·Woman: Well, the salaries w on’t be going up, if that’s what you mean! Actually, we’re going to pilot a new system there — a kind of scale of rewards for targets achieved — it’s hoped that will attract them. But it wouldn’t be fair if we offered any kind of modification to the current share scheme. Oh . . . is that the time? I’ve got to go. We need another meeting though.Man: What . . . to discuss the timetable for all this?Woman: We can do that by email, I think. No, we’ve got to fine-tune the pay scales for the various positions - I mean, within the range Mr Dawson has given us.Man: What about the contracts?Woman: Oh, that’ll be sorted by the Legal department first so we can hang fire on that for the moment.Man: OK - I’ll email you with some possible dates.[pause]。
商务英语BEC高级听力试题练习
商务英语BEC高级听力试题练习2017年商务英语BEC高级听力试题练习盛年不重来，一日难再晨。
及时宜自勉，岁月不待人，以下是店铺为大家搜索整理的2017年商务英语BEC高级听力试题练习，希望对正在关注的您有所帮助!更多精彩内容请及时关注我们店铺！ConversationsDialogue 1A: How do you do?B: How do you do? Nice to meet you, Ms. Smith. I’m Jack Stevens from the Marketing Department. Here is my card.A: It’s nice to meet you, Mr. Stevens.B: Please call me Jack. Have a seat, please.A: Thank you.—你好!—你好!很高兴见到你，史密斯小姐，我是市场部的杰克·斯蒂文斯。
这是我的名片。
—很高兴见到你，斯蒂文斯先生。
—就叫我杰克吧。
请坐。
—谢谢。
Dialogue 2A: Ah, these are the machines we’re interested in. May we have a look at them?B: Certainly. But they are in the showroom.A: Is it far from here?B: Not very far. It’s only half an hour’s car ride. Are you free now?A: I will be free tomorrow aft- ernoon. Suppose we make it, say three o’clock to- morrow afternoon. Could you manage that?B: Yes. I’ll pick you up at your hotel.—啊，这些就是我们感兴趣的机器。