剑桥商务英语听力：关于剑桥商务英语听力材料
剑桥商务英语听力原文(挂网)
Obviously the benefits of proper planning are very important—and will certainly help to reduce nerves. However there are other things that you can do to fully take control of the nerves before you present.Physical techniquesThe benefits of breathing are often overlooked but this one simple technique can really help to calm you and slow you down. When you are nervous you probably also speed up your speech. So controlling the speed that you speak at is a good way to help control your nerves. Of course, as you can imagine, there are lots of other physical strategies that people employ to help reduce nerves and focus their minds.Psychological techniquesThere are also some key psychological techniques that you can apply to help you to kick out those negative thoughts that can creep into your mind and reduce your confidence.These techniques can help you to maintain a positive mental attitude towards your presentation and help you remain in control if any negative thoughts start to creep into your mind. One technique is to imagine that the presentation has just taken place – and that it was successful.Spend time imagining that success—and how you feel at that time. Imagine the voices and other sounds that you hear at the end of the presentation and what the audiences’ faces look like and what else you can see in the room. Take time to imagine all of the positives about the presentation that made it a success.A lot of the time our imagination focuses on the negatives—so forcing it to focus on the positive can help to turn things around and will help build your confidence.Rehearsing the presentationRehearsing your presentation is essential for practicing and assessing your timekeeping, body language (such as eye contact and hand gestures), voice projection, pace of speech and logical order of content. It gives presenters a chance to amend their presentation and envisage how they will go about presenting on the day. It may be useful to record your voice on a mobile phone, or video yourself and watch it back, noting good points and areas for improvement.The more presentation experience you have the more confident you will feel and less nervous you become. Familiarize yourself with several techniques for overcoming presentation nervousness so that your next speaking engagement can be a fun and rewarding experience.。
初级 新编剑桥商务英语听力部分
LISTENING SCRIPTSModule 11.1 What does your job involve?Janet Good morning ，everyone 。
I'd like to welcome you all to this session about public speaking 。
My name's Janet Coyte ，and I’ll be your trainer for today and tomorrow .I can see your names and the companies you work for on your badges ，but I'd like you to say something about your jobs and responsibilities .Katherine ,would you like to start？Katherine Certainly .Hi，I'm Katherine Alessi and I work for Marfil Solutions .I’m a management consultant。
Marfil Solutions gives companies advice on their markets ，organization and processes .I interview clients ，identify problems and suggest solutions.Mark Morning .My name’s Mark Jenkins ，I’m a sales rep for Soap Heaven ,I visit customers and leave product samples .I look for new customers ，and I support my company’s customer service department.Kostas Hello ,I’m Kostas Hadavas .I’m the personal assistant to the managing director of a company called Athens Daily Menu ,which provides catering services .I arrange the MD's travel and accommodation for business trips ，I organise his meetings, and I deal with correspondence。
初级新编剑桥商务英语第三版听力原文
初级新编剑桥商务英语第三版听力原文全文共3篇示例，供读者参考篇1Title: Original Listening Text from Cambridge English for Business 3rd EditionUnit 1: Introducing the BusinessPart 1: Company BackgroundNarrator: Welcome to the first unit of Cambridge English for Business 3rd Edition. In this unit, we will be introducing the concept of a business and discussing the background of a company. Let's listen to a conversation between two colleagues, Mike and Sarah, as they discuss their company's history.Mike: So Sarah, can you tell me a bit about the background of our company?Sarah: Sure, our company was established in 1998 by a group of entrepreneurs who saw a gap in the market for innovative technology solutions. Since then, we have grown to become a global leader in the IT industry.Mike: That's impressive. What are some of the key milestones in our company's history?Sarah: Well, in 2005, we launched our flagship product, which revolutionized the way businesses handle data storage. And in 2010, we expanded into new markets in Asia and Europe, further solidifying our presence in the industry.Mike: It sounds like our company has come a long way since its inception. What sets us apart from our competitors?Sarah: I think it's our commitment to innovation and excellence. We are constantly striving to stay ahead of the curve and deliver cutting-edge solutions to our clients. This has helped us build a strong reputation in the market.Narrator: Thank you for listening to this conversation on company background. In the next part, we will discuss the importance of market research in business. Stay tuned!Part 2: Market ResearchNarrator: In this part, we will explore the concept of market research and how it can benefit businesses. Let's listen to a discussion between two marketing executives, Jane and Tom, as they talk about the importance of conducting market research.Jane: Tom, why do you think market research is essential for businesses?Tom: Well, market research provides valuable insights into consumer preferences, market trends, and competitor strategies. By understanding the needs and wants of their target audience, businesses can tailor their products and services to meet customer demand effectively.Jane: That makes sense. How can market research help businesses make informed decisions?Tom: Market research allows businesses to gather data on consumer behavior, competitor performance, and market conditions. This information can help businesses identify new opportunities, anticipate market trends, and make strategic decisions that will drive growth and profitability.Jane: It sounds like market research can be a powerful tool for businesses. How can small businesses benefit from market research?Tom: Even small businesses can benefit from market research by gaining a deeper understanding of their target market, identifying niche opportunities, and assessing thecompetitive landscape. This can help them make informed decisions and compete effectively in the market.Narrator: Thank you for listening to this discussion on market research. In the next unit, we will explore the role of communication in business. Stay tuned!End of Unit 1This is just a sample of the original listening text from Cambridge English for Business 3rd Edition. The full version of the textbook contains a wide range of listening materials that cover various business topics in depth. We hope you found this sample text helpful in improving your listening skills and understanding of business concepts. Thank you for listening!篇2Cambridge English for Business is a series of self-study or classroom courses for professional English learners. The series is designed to improve communication skills and provide a strong foundation in the language for work-related purposes. The third edition of Cambridge English for Business offers updated content and a variety of activities to help learners engage with the material.One key component of the Cambridge English for Business series is the listening section. Listening is a crucial skill for effective communication in the business world, as it allows professionals to understand instructions, conversations, and presentations. The listening section in the third edition of the series is designed to expose learners to a range of accents and speech patterns, helping them become more comfortable with understanding English spoken in different ways.Each unit in the Cambridge English for Business series includes a listening task that focuses on a specific aspect of business communication. For example, learners may listen to a simulated business meeting, a customer service call, or a presentation. The materials are authentic and relevant toreal-world business situations, providing learners with valuable exposure to business English in context.In addition to listening practice, the Cambridge English for Business series also includes activities to help learners develop their listening skills. These activities may include pre-listening tasks to set the context, comprehension questions to check understanding, and post-listening activities to reinforce learning. Learners have the opportunity to practice listening for gist,specific information, and detail, as well as to improve their ability to identify key points in a conversation or presentation.Overall, the listening section in the third edition of Cambridge English for Business is a valuable resource for professionals looking to improve their listening skills in a business context. With a focus on authentic materials, relevant content, and varied activities, the series provides learners with the tools they need to succeed in the global business environment.篇3Cambridge English for Business第三版是一套专门设计用于商务英语听力训练的教材。
新编剑桥商务英语高级第二版 听力
新编剑桥商务英语高级第二版听力全文共3篇示例，供读者参考篇1New Cambridge Business English Advanced Listening - A Student's PerspectiveAs an MBA student, mastering listening comprehension for business settings is crucial. The New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable resource in honing this skill. Let me walk you through my experience with this exceptional learning tool.The listening material covers a wide range ofbusiness-related topics, from corporate strategies and market analysis to workplace dynamics and intercultural communication. This diversity has not only expanded my business vocabulary but also exposed me to various accents, speaking styles, and real-life scenarios I may encounter in the corporate world.One aspect that sets this course apart is the authenticity of the recordings. They are not scripted or artificially slowed down, which can often be the case with some learning materials. Instead, the dialogues and lectures feature native speakersengaged in natural, unscripted conversations and presentations. This authentic approach has trained my ear to adapt to the pace, idioms, and nuances of real business interactions.The listening exercises are well-structured and gradually increase in difficulty, allowing for a smooth progression. Each unit begins with warm-up activities that introduce key vocabulary and context, preparing me for the main listening tasks. These warm-ups are invaluable in activating my prior knowledge and setting the stage for better comprehension.The main listening exercises themselves are diverse and engaging. They range from comprehension questions andnote-taking tasks to summarizing key points and identifying opinions or implied meanings. This variety ensures that I develop a well-rounded set of listening skills, rather than merely relying on rote memorization.What I particularly appreciate is the inclusion ofmulti-speaker scenarios, such as meetings, negotiations, and presentations. These simulations closely mirror the dynamics of real business settings, where multiple perspectives and interruptions are common. Navigating these complexities has significantly improved my ability to follow intricate discussions and extract relevant information.The accompanying transcripts and answer keys are invaluable resources for self-evaluation and review. After attempting the exercises, I can refer to the transcripts to identify areas where I struggled and reinforce the correct pronunciation, intonation, and usage of idioms or phrasal verbs.Moreover, the listening section is seamlessly integrated with the other components of the course, such as reading, writing, and speaking. This holistic approach ensures that the skills I develop in one area reinforce and complement the others, fostering a well-rounded command of business English.Admittedly, some of the listening exercises can be challenging, particularly those involving rapid speech, technical jargon, or unfamiliar accents. However, these challenges are precisely what prepare me for the realities of the global business world, where effective communication often occurs inless-than-ideal conditions.One aspect I would appreciate even more is the inclusion of interactive or adaptive exercises that adjust the difficulty level based on my performance. This could potentially provide a more personalized learning experience and ensure that I spend more time on areas that require additional practice.Overall, the New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable tool in my journey to becoming a proficient communicator in business settings. Its authenticity, diversity, and gradual progression have not only improved my listening comprehension but also equipped me with the confidence to navigate complex business interactions with ease. As I approach the culmination of my MBA program, I feel well-prepared to tackle the challenges of the corporate world, thanks in large part to the invaluable training provided by this exceptional course.篇2New Cambridge Business English Advanced Second Edition Listening - A Student's PerspectiveWhen I first signed up for the New Cambridge Business English Advanced Second Edition Listening course, I'll admit I was a bit apprehensive. Having worked in a professional setting for a few years already, I figured my English listening skills were pretty decent. Boy, was I in for a rude awakening!From the very first class, it became crystal clear that this course was going to push me to my limits and beyond. The authentic recordings we worked with were a world apart fromthe scripted dialogues I was used to in previous courses. Real conversations with all their false starts, filler words, and overlapping speech - it was a harsh reminder that the business world waits for no one.But I'm getting ahead of myself. Let me give you an overview of what this course covers. The listening component is divided into six broad sections: meetings, negotiations, presentations, interviews, socializing, and telephone calls. Each section gradually increases in difficulty, starting with relatively straightforward conversations and building up to incredibly complex, multi-speaker situations.The meetings unit, for instance, began with simpleone-on-one catch-ups but quickly escalated to multi-agenda meetings with a dozen or more participants. By the end, I was actually able to follow the gist of those notoriously chaotic boardroom interactions! The negotiations unit was similarly impressive in its progression, taking us from simplecustomer-vendor dealings all the way to high-stakes, multi-party contract negotiations.What really set this course apart though, was its focus on developing specific listening skills and strategies. We spent a considerable amount of time unpacking concepts like activelistening, contextual clues, tone awareness, and speaker identification. Targeted exercises helped drill these skills into our heads through repetition and conscious practice.I still remember our first speaker identification exercise - it was an absolute nightmare trying to keep track of who was saying what! But by the end of the course, I had become adept at rapidly identifying speakers based on subtle vocal cues. It's a skillset that has already proven invaluable in my workplace.The "listening for attitude and opinion" lessons were another game-changer. We learned to decipher meaning not just from the literal words spoken, but from the subtext of tone, stress patterns, and other paralinguistic cues. Suddenly, I found myself picking up on agendas, reservations, and interpersonal dynamics that had previously flown right over my head.Of course, it wasn't all smooth sailing. There were many times when I felt utterly swamped by the density of information being thrown at me. The speed at which native speakers communicate, their liberal use of idioms and cultural references, the multilayered nature of group discussions - it was often utterly disorienting. Our amazing instructor deserves a huge shout-out for her patience, encouragement, and knack for breaking things down in an accessible way.Looking back, I can scarcely believe how far I've come. What once seemed like indecipherable white noise has become a constant stream of meaningful input. Meetings that would have left me dazed and confused a few months ago are now highly productive experiences. My newfound ability to pinpoint subtexts and interpersonal undercurrents has been agame-changer in negotiations.Heck, I've even started understanding those thick regional accents and rapid-fire industry jargon that used to leave me utterly stumped! It's been an empowering journey of constant growth and skill-building.I can't recommend the New Cambridge Business English Advanced Second Edition Listening course highly enough. Its no-nonsense, immersive approach provides invaluablereal-world training that simply can't be matched by most academic courses. The skills I've developed will undoubtedly serve me well as I continue climbing the corporate ladder.To any business professionals looking to truly elevate their English listening prowess, this course needs to be at the top of your list. Just be prepared to work your butt off - it's one of the most challenging, yet rewarding, learning experiences I've ever had. But I guarantee, when you find yourself holding your own ineven the most complex multilingual meetings, it will all have been worth the blood, sweat, and tears!篇3Cambridge English for Business Studies Listening - A Student's PerspectiveAs a business student, one of the most crucial skills we need to develop is effective listening comprehension. In today's globalized business world, being able to understand and communicate in English is essential for success. That's why the listening component of the "Cambridge English for Business Studies Second Edition" course is so valuable.At first, I'll admit, I underestimated the importance of dedicated listening practice. After all, I've been studying English for years, and I thought my comprehension skills were pretty solid. Boy, was I wrong! The listening exercises in this course have really challenged me and exposed gaps in my understanding that I didn't even realize were there.One of the things I appreciate most about the listening materials is their authenticity. The recordings we work with aren't scripted or artificially slowed down – they're real conversations, lectures, and presentations given by native English speakers invarious accents and at natural speeds. This has been incredibly helpful in preparing me for the realities of the business world, where I'll need to understand everything from casual workplace chats to formal board meetings.The variety of accents and speaking styles has been particularly valuable. I used to struggle with certain regional accents, like those from Scotland or Australia, but the more exposure I've had through these listening exercises, the more comfortable I've become. I'm also getting better at distinguishing different speaking styles, from the more formal and articulate tones used in presentations to the more relaxed and colloquial language of casual conversations.Another aspect of the listening component that I find really helpful is the focus on specific business contexts and vocabulary. We've listened to recordings on topics like marketing strategies, financial reports, supply chain management, and more. Not only has this exposure to real business terminology and scenarios been great for building my comprehension skills, but it's also helped me become more familiar with the kinds of discussions and situations I'll encounter in my future career.The listening exercises themselves are well-designed and engaging. They often involve multi-part tasks, such as listeningfor gist, specific details, opinions, and purposes. Thismulti-layered approach has really pushed me to develop active listening strategies, rather than just passively absorbing the information. I've learned to listen for context clues, pick up on tone and emphasis, and make logical inferences based on what I understand.One exercise type that I find particularly challenging, but also incredibly valuable, is the note-taking tasks. We're given a recording, often a lecture or presentation, and have to take concise, organized notes on the key points. This has been a real test of my ability to quickly process information, prioritize main ideas, and capture essential details – all critical skills for success in business meetings and discussions.Of course, like any skill, listening comprehension takes practice, and the Cambridge course provides ample opportunities for that. We regularly engage in post-listening activities, such as discussions, written assignments, and even role-plays based on the recordings we've studied. These interactive components not only reinforce what we've learned but also encourage us to apply our listening skills in practical, real-world scenarios.Perhaps one of the biggest benefits of the listening component, though, has been the boost in my overall confidence when it comes to communicating in English. As my comprehension skills have improved, I've found myself feeling more comfortable and capable in all areas of language use –speaking, writing, and even reading. It's almost as if breaking through those listening barriers has unlocked a new level of fluency and understanding for me.Of course, no language learning resource is perfect, and there are a few areas where I think the Cambridge listening materials could be improved. For example, while the variety of accents is generally good, I would love to see even more diversity represented, particularly from non-native English speakers in various business contexts. Additionally, some of the recordings can feel a bit dated at times, and it would be great to have more up-to-date examples that reflect the latest business trends and technologies.Overall, though, my experience with the listening component of the "Cambridge English for Business Studies Second Edition" course has been overwhelmingly positive. It's challenged me, pushed me out of my comfort zone, and ultimately helped me develop the kind of comprehensivelistening skills that are so crucial for success in the business world. As I prepare to enter the workforce, I feel confident that the strategies and practice I've gained through this course will serve me well in navigating everything from casual workplace conversations to high-stakes business negotiations and presentations.。
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为了让大家更好的预备商务英语BEC考试，我给大家整理一下剑桥BEC商务英语考试高级真题,下面我就和大家共享，来观赏一下吧。
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 six 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. The company 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 next three years, and now we’re pleased with just how many of those objectives we’ve met.The value of bringing in outside expertise was that it gave us objectivity. It’s so easy to take 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 Executive o f 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 ca n have measurable results such as high staff turnover and a high accident rate. And if a business can’t easily handle change, it may well create more problems than it solves, and its future is unlikely to be secure.The next step was for the panel of judges to assess theresults and devise a shortlist. We then visited these factories.I must say, I found it fascinating to see so many factories in action. As a result 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 i nitiatives don’t count if they don’t further a factory’s mission. No successful factory can, for a moment, forget its customers, whether they’re internal to the company or external.As ever, new trends emerged: an outstanding level of competence in 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 to their 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 exciting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 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 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 extra sales. In other word s, 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, you’ll find one magazine giving away a book worth six 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 expensive than the magazines... ? Well, clearly, the magazines are facing greater competition and it’sall 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’ wher e 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, and that’s where the free gifts come in.And, of course, it can’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 p articularly 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 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 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 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 Executive 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 regained its 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 six months, excluding 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 experience 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你若盛开，蝴蝶自来。
初级新编剑桥商务英语第三版听力原文
初级新编剑桥商务英语第三版听力原文全文共10篇示例，供读者参考篇1Hi there! Here's a fun and simplified version of the listening passage from the Cambridge Business English Third Edition:Title: A Busy Day at the OfficeMy name is Peter, and I work in a big office. Today was a really busy day for me! In the morning, I had to answer lots of emails from customers. They had questions about our products, and I had to make sure to reply to them quickly.After that, my boss called a meeting with the whole team. We had to talk about a new project we're working on. Everyone had to share their ideas and opinions. It was a bit stressful, but we managed to come up with a great plan in the end.During lunchtime, I went out with my colleagues to grab some food. We talked about our weekend plans and shared funny stories. It was nice to take a break and relax for a bit.In the afternoon, I had a phone call with a client from another country. We had to discuss a partnership deal andnegotiate the terms. It was a bit challenging because of the language barrier, but we managed to find a solution that worked for both of us.By the time the workday was over, I was exhausted but proud of all the things I had accomplished. Being a part of a team and working together to achieve our goals is really rewarding.I can't wait to see what tomorrow brings at the office! Working in a busy office can be tiring, but it's also a lot of fun. I love my job!篇2Good morning, everyone! Today, I want to share with you some interesting things I learned from the Junior Cambridge Business English Third Edition listening exercises. It was super fun and I hope you enjoy listening to it as much as I did!In the first listening exercise, we heard a conversation between a customer and a sales assistant in a clothing store. The customer was looking for a red sweater but couldn't find the right size. The sales assistant was very helpful and suggested looking for a similar style in a different color. In the end, thecustomer found a beautiful blue sweater and was very happy with their purchase.Next, we listened to a phone call between a customer and a hotel receptionist. The customer was calling to make a reservation for a room, but all the standard rooms were fully booked. The receptionist offered a deluxe room at a discounted rate, which the customer happily accepted. It was great to see how they worked together to find a solution that made both parties happy.In another listening exercise, we heard a dialogue between two colleagues discussing their upcoming presentation. They talked about dividing the tasks and making sure everything was prepared on time. It was a good lesson in teamwork and organization, which are important skills to have in the business world.Lastly, we listened to a meeting between a manager and their team members. The manager discussed the company's sales targets and congratulated everyone on their hard work. They also talked about upcoming projects and how to improve communication within the team. It was inspiring to see how they worked together to achieve their goals.Overall, the listening exercises in the Junior Cambridge Business English Third Edition were not only educational but also a lot of fun. I learned a lot about how to communicate effectively in a business setting and how important teamwork and organization are. I can't wait to practice more and improve my English skills even further. Thank you for listening!篇3Hey guys, let's listen to the new Cambridge Business English Third Edition Listening.Unit 1: Making IntroductionsHey, my name is Amy. What's your name?Hi Amy, I'm Jack. Nice to meet you.Nice to meet you too, Jack. So, what do you do?I work in marketing. How about you?I'm in sales. Do you enjoy your job?Yes, I love it. How about you?I love it too. It's great to meet someone who enjoys their job.Unit 2: Talking about JobsHey, do you know what Jessica does for a living?I think she works in finance.Oh, that's cool. What about Tom?I heard he's a lawyer.Wow, that's impressive. And what do you do?I'm a teacher.That's awesome. I bet you're a great teacher.Unit 3: Making AppointmentsHey, are you free on Friday afternoon?I think so. What's up?Let's meet for coffee. How about 3 pm?Sounds good to me. See you then.Great. See you on Friday.Unit 4: Discussing PlansHey, do you have any plans for the weekend?Not yet. What about you?I'm thinking of going hiking. Do you want to come?That sounds fun. Count me in!Awesome. Let's make it a great weekend.Unit 5: Talking about TravelHey, have you ever been to Paris?Yes, I went last summer. It was amazing.I'm so jealous. I want to visit Paris too.You should definitely go. It's a beautiful city.I'll start planning my trip right away.Alright, guys, that's it for today's listening. Remember to practice your English every day and keep improving. See you next time!篇4Title: My First Encounter with Cambridge Business EnglishHi guys! Today I'm gonna share with you my super exciting experience with Cambridge Business English. So, last month, my teacher introduced us to this new textbook called "Cambridge Business English" and said it's gonna help us learn English for work in the future.At first, I was like, "What? Business English? Isn't that for grown-ups?" But then my teacher explained that knowing business English can actually help us communicate better in all kinds of situations, not just at our jobs.So, we started our first lesson and it was all about making phone calls. We learned how to introduce ourselves, ask for someone, and leave a message. It was so cool because we got to practice calling each other in class and pretend to be real business people.Then, we moved on to writing emails. It was a bit tricky at first, but our teacher taught us how to write formal emails and how to use the right vocabulary. We even wrote an email to a pretend client asking for more information about a product. It was like we were real professionals!Next, we learned about meetings and how to participate in them. We practiced speaking up in a meeting and sharing our ideas. It was fun because we got to role-play different scenarios and pretend to be the boss or a colleague.Overall, I had so much fun learning with Cambridge Business English. It made me realize that English is not just a school subject, but a language that can help me in the real world. I can'twait to learn more and become a pro at business English! Thanks, Cambridge!篇5Hello everyone! Today I'm going to tell you about the new edition of Cambridge Business English Listening Book. It's super cool and helps you improve your English listening skills.In the book, you can find lots of interesting conversations between different people in business situations. For example, there's a conversation between a boss and an employee about a project deadline. The boss is asking the employee if they can finish the project on time, and the employee is explaining the challenges they are facing. It's really fun to listen to and helps you understand how English is used in real-life situations.There are also exercises in the book to test your listening skills. You have to listen to a conversation and answer questions about it. It's like a game and makes learning English more interactive and enjoyable.One of my favorite parts of the book is the role-play section. You can act out different scenarios with a partner, like negotiating a deal or giving a presentation. It's a great way to practice your speaking and listening skills at the same time.Overall, the Cambridge Business English Listening Book is a super helpful resource for improving your English skills in a fun and engaging way. I highly recommend it to anyone who wants to become better at English. Hope you check it out and have fun learning! Bye!篇6Title: My First Cambridge Business English Listening BookHi everyone! Today I want to share with you my experience of using the new edition of Cambridge Business English Listening Book. It's super awesome and fun to learn English in a business way!First of all, the book has a lot of cool dialogues between different characters in a business setting. It's like listening to a story while learning new words and phrases. I love imagining myself as one of the characters in the dialogues, practicing my English pronunciation and intonation.In addition to the dialogues, there are also exercises and activities to help me practice what I've learned. It's like playing games while learning English! I especially enjoy the listening exercises where I have to listen carefully and answer questions. It helps me improve my listening skills a lot.Moreover, the book covers a wide range of topics related to business, such as meetings, negotiations, presentations, and socializing. It's really useful for me to learn how to communicate effectively in a business environment. I feel more confident now when speaking English with my teachers and classmates.Overall, the Cambridge Business English Listening Book is a great tool for kids like me who want to improve their English skills in a fun and engaging way. I highly recommend it to all my friends who are learning English. Let's study hard and have fun together!That's all for today! Thank you for listening to my review. Bye-bye!篇7Hello everyone! Today I want to share with you some fun stories from the new edition of Cambridge English for Business. So grab a snack and let's get started!In the first lesson, we learned about introducing yourself in a business setting. It's important to give a firm handshake and make eye contact when meeting someone new. Remember to say your name clearly and speak with confidence.Next, we talked about making phone calls in English. It can be nerve-wracking to pick up the phone, but with practice, it gets easier. Make sure to speak clearly and politely, and don't forget to ask for the person you want to speak to by name.We also learned about conducting business meetings. It's important to have a clear agenda and stick to it. Make sure everyone has a chance to speak and don't be afraid to ask questions. Remember, teamwork makes the dream work!In the section on negotiations, we practiced role-playing different scenarios. It's important to be assertive but also flexible when trying to reach a resolution. Remember to listen to the other person's point of view and work together to find a win-win solution.Lastly, we discussed writing business emails. It's important to be professional and clear in your communication. Make sure to proofread your emails before sending them and always include a clear subject line.I hope you enjoyed these tips from Cambridge English for Business. Remember, practice makes perfect! Keep studying and soon you'll be a pro at business English. Thanks for listening!篇8Hello everyone! Today I'm going to tell you about a story I read in my new Cambridge Business English book. It's all about listening skills in the office. I hope you enjoy it!The first story is about a woman named Sarah who works in a big company. She has a meeting with her boss and some colleagues. They are discussing a new project. Sarah is a bit nervous because she has to speak in front of everyone. But she listens carefully to what they are saying and then she gives her ideas.The second story is about a man named Tom who is on a conference call with some clients. He is trying to understand what they need from his company. Tom listens carefully to their questions and answers them in a clear way. The clients are happy because Tom really listened to them.The third story is about a woman named Lisa who is in a training session. The trainer is talking about a new software that they will be using at work. Lisa listens carefully to the instructions and practices using the software. She is able to do her work much better because she listened carefully.So, the moral of the stories is that listening is really important in the office. If you listen carefully to your colleagues, clients, and trainers, you will be able to do your job better. So,always remember to listen carefully and pay attention in meetings, calls, and training sessions. That way, you can be a great employee and do well in your job!That's all for today's story. I hope you enjoyed it and learned something new. See you next time! Bye bye!篇9Title: Let's Learn Business English Together!Hey everyone! Today, let's talk about learning English for business! Have you ever heard of Cambridge English for Business? It's a really cool way to improve your English skills so you can do well in the business world.In the Cambridge English for Business book, there are lots of different topics to learn about like meetings, emails, phone calls, and presentations. You can learn how to talk to clients, how to write professional emails, and how to give a great presentation to your boss. It's super helpful for when you grow up and have a job!One of the best things about learning English for business is that you can practice listening to different accents. In the book, you can hear people from all over the world speaking English. It'sso cool to hear how different people sound when they speak English. You can learn to understand people from England, America, Australia, and lots of other countries.There are also fun activities in the book to help you practice your English skills. You can listen to conversations, answer questions, and even role play different business situations. It's like playing a game while you learn!So, if you want to be really good at English and do well in the business world when you grow up, make sure to check out Cambridge English for Business. It's a great way to learn and have fun at the same time. Let's learn together and become super successful in the future!篇10Hello everyone! Today I'm going to tell you all about the new edition of Cambridge Business English Listening. It's super cool and really fun to learn!In the new edition, we have lots of different topics to listen to. We can learn about meetings, presentations, phone calls, and lots more. The best part is, we can practice listening to real conversations that happen in the business world. It's like we're really there!We also get to hear from lots of different people in the recordings. There are men and women from different countries speaking English. It's so cool to listen to all the different accents and ways of talking.When we listen, we have to pay close attention to what people are saying. Sometimes they talk really fast and we have to be quick to understand. But if we listen carefully, we can pick up lots of new words and phrases to use in our own conversations.After listening, we can do fun activities like answering questions and practicing our speaking. It helps us get better at understanding English and speaking it confidently. Plus, it's just really fun to practice with our friends!So, if you want to improve your English and learn about the business world, the new edition of Cambridge Business English Listening is the way to go. It's like a super cool adventure in learning English!。
剑桥商务英语高级听力 track 02
剑桥商务英语高级听力 track 02Here is the English essay of more than 600 words on the topic "Cambridge Business English Advanced Listening track 02":In the realm of business communication, the ability to comprehend and analyze complex audio materials is a crucial skill. The Cambridge Business English Advanced Listening track 02 presents a comprehensive and challenging exercise that tests the listener's proficiency in understanding nuanced conversations in a professional setting. This essay aims to delve into the key aspects of this audio track and highlight the valuable lessons it offers for individuals seeking to enhance their business English listening skills.The audio track begins with a discussion between two senior executives from a multinational corporation. The conversation centers around the company's recent strategic decision to expand its operations into a new international market. The listeners are immediately immersed in a high-stakes business scenario, where critical decisions with far-reaching implications are being deliberated. Throughout the exchange, the speakers employ a diverse range of vocabulary, expressions, and speech patterns that are characteristic of the business world.One of the standout features of this track is the level of detail and complexity involved in the discussion. The executives delve into market analysis, competitive landscape, financial projections, and potential risks and challenges associated with the expansion plan. This level of depth not only tests the listener's ability to comprehend the content but also their capacity to grasp the nuances and implications of the decision-making process.Moreover, the track showcases the importance of effective communication in the business environment. The executives demonstrate the ability to articulate their thoughts clearly, respond to questions, and engage in active dialogue. Their tone, pacing, and body language (as described in the track) convey a sense of professionalism and authority, further emphasizing the need for learners to develop these skills.Another remarkable aspect of the audio track is the incorporation of cultural and contextual references. The discussion touches upon the unique challenges of entering a new international market, including language barriers, cultural norms, and regulatory frameworks. These elements require the listener to have a broad understanding of global business dynamics and the ability to navigate complex cross-cultural communications.As the conversation progresses, the track introduces additional complexities such as the involvement of stakeholders, the need for consensus-building, and the consideration of multiple perspectives. These elements mirror the realities of high-level decision-making in the corporate world, where effective listening and strategic thinking are paramount.Importantly, the track also demonstrates the importance of active listening and the ability to extract key information from a dense and information-rich dialogue. Listeners are challenged to identify the main points, recognize subtle nuances, and draw logical conclusions based on the information provided.Overall, the Cambridge Business English Advanced Listening track 02 presents a compelling and comprehensive exercise that tests the listener's proficiency in a range of business English skills. From understanding complex vocabulary and expressions to navigating cross-cultural dynamics and strategic decision-making, this track offers a valuable learning opportunity for individuals aspiring to excel in the world of international business communication.By engaging with this audio resource, learners can develop their ability to comprehend and analyze sophisticated business dialogues, ultimately enhancing their professional communication skills and positioning themselves for success in the global marketplace.。
剑桥商务英语听力
剑桥商务英语听力In the globalized business world, effective communication skills are paramount. Among these skills, business English listening is often overlooked yet crucial for success. The Cambridge Business English Listening exam, as a pivotal assessment tool, plays a significant role in evaluating and enhancing these skills. This article explores the significance of Cambridge Business English Listening and offers tips on how to excel in it.**The Importance of Cambridge Business English Listening**Business English listening is the foundation of effective communication in international workspaces. It involves understanding conversations, presentations, and reports delivered in English, often with a focus on professional and industry-specific terminologies. The Cambridge Business English Listening exam tests candidates' ability to comprehend these communications in a variety of real-world business scenarios.The exam's format typically includes multiple-choice questions, dictation, and gap-fill exercises, designed to evaluate different listening comprehension skills. By successfully navigating this exam, candidates demonstrate their proficiency in understanding and interpretingbusiness information, which is vital for making informed decisions and contributing effectively to cross-cultural teams.**Strategies for Excellence in Cambridge Business English Listening**1. **Practice Regularly:** Consistent practice is keyto improving listening skills. Engage in regular exercises such as listening to business podcasts, watching English-speaking business news, and attending workshops or seminars. These activities help familiarize you with business English vocabulary, accents, and speaking speeds. 2. **Focus on Detail:** In business communications,细微之处往往至关重要。
剑桥商务英语中级习题集第四辑(2010年春季)听力原文
剑桥商务英语中级真题集听力原文目录TEST 9This is the Business English Certificate Vantage 4. Listening Test 1.Part One. Questions 1 to 12.You will bear 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 note below.You will bear a man phoning a customer about an orderYou have 15 seconds to read through the note.[pause]Now listen, and fill in the spaces.[pause]Man: Hello. Could I speak to Bob Cole in Purchasing, please?Woman: I’m afraid he’s out of the office for the day. Can I take a message?Man: Yes, please. It’s Alex Parker from Pilton Engineering.Woman: Oh yes. We ordered some packaging machines from you, didn’t we?Man: That’s right, but I’m going to have to postpone the delivery date. We’re having problems finding the right lifting machinery for them.Woman: I see.Man: Now, under the terms of the contract I signed, there is a penalty clause for late delivery. But I’m hoping Bob will waive that, since I also agreed to a very good bulkdiscount.Woman: I’ll check for you.Man: Thanks. I’ve decided that, as we’re doing the maintenance, I won’t charge for installation.Woman: OK. I’ve got that.Man: Oh, and one more thing - I can’t find anything in the contract about who’s dealing with insurance while the goods are on the road.Woman: I’ll check that.[pause]Now listen to the recording again.[pause]Conversation Two.Questions 5 to 8.Look at the notes below.You will hear a man leaving a message for a colleague about another company’s press conference.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Hi, Julie, it’s Mike, with the information you asked for. Webster’s press conference has just finished, and this is what the new Managing Director said about their plans.They’ve built up healthy profits, which they’ll spend on opening new outlets over thenext five years. Next, he admitted that they’re concerned about their product image,so they’ve established the new post of Brand Executive reporting to the MarketingDirector. They want someone with fresh ideas, who’ll make a big difference. Thirdly,since Webster was taken over by the Chilcott Group, they’ve made savings bycentralising logistics, and they’ll now apply that process to purchasing. They’veexamined the feasibility of centralising property operations, but decided against it, atleast in the short term. And finally, they plan to increase spending per customer bystarting a loyalty card. Experience in the rest of the Chilcott Group shows thatcustomers who join schemes like this spend a third more than other customers. OK,that’s all, Julie. Hope it’s clear.[pause]Now listen to the recording again.[pause]Conversation Three.Questions 9 to 12.Look at the notes below.You will hear a man telephoning a colleague about a building he has seen.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Oh hello, Jan. It’s Mark Hill here, the Accommodation Officer. I’ve just got back from looking at fifteen Lemmington Road, another possible building for our trainingcourses. This one looks very promising. It’s in excellent order, and although we mightneed to adapt some of the rooms, we wouldn’t need to upgrade it, unlike some of theother buildings I’ve seen. The seminar rooms are spacious and airy, and theaccommodation is modern and well laid out. The overheads are cheaper than most ofthe other buildings I’ve looked at, probably because it’s new and well designed. Alsoon the plus side - it’s slightly out of town, so that means less property tax. Thedownside of that is that it’s further from Head Office than some of the otherpossibilities. The only real problem I can see is its size. It’s not a huge building, andduring our peak months, it may not be sufficiently large to accommodate all ourtrainees.[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.Section One.Questions 13 to 17.You will hear five short recordings. Five speakers are talking about the use of technology inrecruitment.For each recording, decide what recommendation the speaker makes concerning technology in recruitment.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 now have 15 seconds to read the list A-H.[pause]Now listen, and decide what recommendation each speaker makes concerning technology in recruitment.[pause]ThirteenI’m the company’s recruitment specialist, and we’ve moved heavily into using the internet. It’s virtually eliminated the sorts of applications that don’t stand a chance. We have an online application system that works well, because it elicits the vital information at the outset. For instance, there might be something like ‘Do you have hands-on experience of the latest technologies in this field?’ People who can’t give the answers are immediately advised not to continue with their application.[pause]FourteenIt’s astonishing that, while nearly all British businesses use the internet in one way or another, most of them just use their websites as shop windows for advertising jobs - then expect people to send in paper-based applications. They’re simply not using the technology to its best advantage. There are so many refinements that the internet makes possible, so every recruitment officer ought to be looking at making optimal use of it and cutting out as much paper as they can. [pause]FifteenMany companies think they’re up to date if they advertise vacancies on their website and send emails to applicants instead of letters. But that just isn’t enough. These days, lots of people send text messages, so businesses should follow suit, for instance when inviting someone to interview: it shows that the firm has joined the twenty-first century. And although the phone is much more traditional, it’s still a valuable form, because you can talk to applicants in person.[pause]SixteenCompanies sometimes get the wrong idea about online recruitment. They focus on the fact that it can reduce administration, but forget that it takes specific skills to manage the online process. After all, the recruitment section of the website needs to be organised, applications dealt with quickly and effectively, and so on. People who are used to circulating details of vacancies internally, planning newspaper advertising, acknowledging applications, etc. may not have the abilities required for dealing with online recruitment.[pause]SeventeenSo often, people apply for jobs they know very little about, because positions with the same title can vary considerably in different organisations. So when you’re recruiting, you should use your website to list projects and assignments of the post and give case histories of people in similar posts in the company, perhaps with a personal statement from them. It doesn’t affect the procedure you follow, but it helps potential applicants to decide if it’s a job they really want. [pause]Now listen to the recordings again.[pause]You will hear another five recordings. Five speakers are talking about how to deal with complaints about goods.For each recording, decide what action the speaker is recommending.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you bare listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what action each speaker is recommending.[pause]EighteenSome people tell you that what a dissatisfied customer really wants is to have the opportunity to spend his money again. You may have to resort to this - a refund or perhaps some form of credit. However, this may lose a customer and will certainly lose that particular deal. Try a bit of persuasion -remind your customer why he chose your product in the first place, give him a new one and save him the trouble of making further decisions.[pause]NineteenIt’s often the case that a complaint about faulty equipment really means the customer is doing something wrong. Of course, considerable tact is called for when this happens - don’t make them feel foolish. What they need is some guidance - and this should be provided without further cost. Make sure any damage done has been put right, and then set up the familiarisation session. Problem solved, customer happy, equipment saved from any more misuse.[pause]TwentyWhen a customer complains, it’s important to be sympathetic, but business-like as well. Do apologise, of course, and then, taking a personal interest in the way the equipment will be used, suggest a newer, more recent model rather than simply replacing the original one. This is often a good solution, because it not only deals with the complaint, but also the client feels they’ve got away with a bit extra to make up for the inconvenience.[pause]Twenty-oneI don’t think all complaints can be dealt with in the same way. Basically, you’ve got to solve the immediate problem to try to keep the customer’s confidence. Sometimes guaranteeing your product for a longer period can be a good way to do this. Fix what’s wrong as quickly as possible and show you’re prepared to do so a second time if necessary. Point out that the customer won’t have any worries, at least not until they need an upgrade.[pause]Twenty-twoIt’s a good idea to let the customer know why there’s been a problem - it shows you are prepared to be honest, and you might win a bit of sympathy. They realise that things don’t always go right for the supplier either. But the most satisfactory thing to do is to offer a refund. Then, of course, they are more likely to deal with you again when they need a replacement.[pause]Now listen to the recordings again.[pause]That is the end of Part Two.[pause]You will hear John Sergeant, a retail analyst, being interviewed about a chain of clothing stores called Sangra.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: The big clothing retailer Sangra is currently in the news, and here to talk about its difficulties is retail analyst John Sergeant.Man: Hello.Woman: John, why have Sangra’s sales fallen so much?Man: Well, they’ve started using top designers, but it takes too long to get the designs from the drawing board into the shops. Sangra haven’t realised that fashion trends aremoving faster than ever, and they need to react much more quickly. As a result, theyaren’t attracting younger shoppers. It really makes little difference who designs theirclothes or what the stores look like if people don’t feel like going in.Woman: They’ve been very short-sighted, haven’t they?Man: That’s right. Sangra’s strength is in the middle market, but shoppers now want either expensive designer labels or low prices. At the same time, other stores have started tocompete for the same customers, but are offering lower prices. Sangra’s response tothese dangers has been an advertising campaign which was right off target, and whichactually seems to have lost them customers. And amazingly, they’re still running it. Woman: The last Chief Executive was thought to be responsible for many of the mistakes, wasn’t he?Man: Throughout the nineteen nineties, the company was managed by Denis Howard, who was a strong leader. He decided on the policy of acquisition, and to be fair to him, hemanaged to persuade the Board. But when sales fell, Howard was forced out. If he’dalready got somebody in position to take over, everything might have been fine, but asit was, a boardroom argument broke out. That’s when the company’s problemsstarted.Woman: So what s happening now?Man: The new management’s started a high-cost policy of introducing what they call the ‘lifestyle’ idea into the stores, grouping merchandise according to the target customer.For example, instead of dresses in one area, shoes in another, they have one sectionaimed at active adults, another at teenagers, and so on. The staff seem to be behindthem, but they’re finding that most of the stores just don t have the floor space for it. Woman: Is this the solution to the company’s problems?Man: Not really. They re also trying to make savings, like cutting the number of higher-paid staff to improve productivity; but the effect is minimal. The fact is that margins inretailing are being cut, and Sangra will have to do the same if they’re to succeed. I’msure this will be their next step. Or else they’ll have to start shutting poorlyperforming stores, but that means shutting all of them.Woman: Do you think it’s suffering from its old- fashioned, top-down style of management? Man: Yes, but they’re beginning to change. They’re going to have to take much more notice of what shoppers want, but at the moment, they’re working to reduce the time it takesfor new products to be manufactured, so for the first time they and their suppliers areco- operating to make improvements. To be honest, if the management were lessautocratic, they could also learn a lot from their staff.Woman: What would be your advice to Sangra?Man: They need to remember that their years of success came from supplying a broad range of ordinary clothes. They’ve made too many mistakes recently, like moving intodesigner items. They should stop playing with new ideas and just do what they’regood at. There isn’t really a safe alternative.Woman: How is the company likely to change in the next few years?Man: Their main activity will still be the same, even if they decide to follow the trend into big out-of-town stores. Their venture into financial services and food halls, both ofwhich are due to start this year, will have a considerable effect, though whether forgood or bad remains to be seen. And we may well find Sangra stores opening abroad,and my guess is that it’ll be through acquisition.Woman: John Sergeant, thank you very much.Man: Thank you.[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.TEST 10This is the Business English Certificate Vantage 4, Listening Test 2.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 note below.You will hear a man clarifying some information about a balance sheet.You have 15 seconds to read through the note.[pause]Now listen, and fill in the spaces.[pause]Man: Hi, Tom here. Could I speak with Bill?Woman: Sorry, he’s out. Can I take a message?Man: Thanks. It’s about some queries Bill had about the balance sheet I prepared. Woman: Which balance sheet exactly? The one for the last financial year?Man: Actually, it was the one for the last quarter.Woman: OK, got that.Man: There were several things Bill wanted to check. Firstly, he asked about the liabilities figures. He thought the figures in column A might be for current liabilities, but in factthose figures indicate the long-term ones.Woman: OK, I’ve got that. What next?Man: The assets figures. He wondered exactly what they cover. Actually, I’ve put the current assets there, but I’ve still got to work out the fixed assets and the intangibleassets before I include them.Woman: Thanks. Anything else?Man: One last thing. Also about assets. Bill wasn’t sure what the figures in brackets in section four refer to. He thought they might represent average figures for the last twoyears or something like that. In fact, they show losses over that period.Woman: Thanks. I’ll pass all that on.[pause]Now listen to the recording again.[pause]Conversation Two.Questions 5 to 8.Look at the notes below.You will hear a man leaving a voicemail message about a negotiating problem.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Hi, George. This is Kristoff calling from Australia. It’s about the contract negotiation for constructing the factory in Melbourne. Our client doesn’t want to agree the date for the completion of the second stage, even though it was accepted when we put in our tender. We specified that we couldn’t complete in less than six months. Now they’re saying they want it brought forward a month. This is a problem, because they want to put in a penalty clause which states that for every week we are late, we have to pay three per cent of the total cost. I can’t agree to this at all. We’re already using our best technical employees, and the only way we can complete in five months is if we use more unskilled staff right from the beginning, which’ll mean a substantial investment which we hadn’t budgeted for. There’s one incentive, however; instead of the usual bonus, we’ll be awarded the contract for their next project if we can meet their new deadline.[pause]Now listen to the recording again.[pause]Conversation Three.Questions 9 to 12.Look at the notes below.You will hear a woman telephoning a colleague about a new project.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Hello. Joe Fischer speaking.Woman: Joe, it’s Wilma here. Can I have a word with you about the e-commerce website? Man: Of course. How did the interviews go?Woman: Well, we recruited an excellent business analyst this morning - he’ll join the team in a week or so. There’s still a gap for a software engineer, though, and we’ll have to fillthat as soon as possible.Man: I’ll ask around and see if anyone is able to transfer from other projects.Woman: Thanks. Also, do you think you could produce a report for senior management by the end of the week? They’d like an idea of the timing of the project.Man: No problem. What else should I include?Woman: Let us know exactly what hardware you’ll need. The budget already allows for that. Man: OK - anything else?Woman: Yes - when you describe the project, would you make sure you spell out the objectives in clear, straightforward language? Certain members of the Board havetheir doubts that it will bring about the results we promised.Man: OK.[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.Section One.Questions 13 to 17.You will bear five short recordings.For each recording, decide which aspect of conducting interviews each speaker considers particularly important.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you bare listened once, replay the recordings.You bare 15 seconds to read the list A-H.[pause]Now listen, and decide which aspect each speaker considers important.[pause]ThirteenWe all forget how hard interviews can be. Applicants walk into a strange room and face what can be a long line of unknown people who fire a lot of tricky questions at them. It’s not surprising that their minds go a complete blank. If you’re the interviewer and you make an effort to put the interviewees at their ease, then they’re more likely to express their opinions coherently and give you a chance to assess them properly.[pause]FourteenInterviews are often too theoretical. You get the applicant’s views on, for example, the principles of marketing and then throw in some tough questions to see if they’re up to speed on the latest developments. But introducing a hands-on activity can be more telling, because then you can assess how they approach everyday activities. I know some people argue that at senior level it’s a waste of time and you should be checking how they deal with clients and colleagues, but I’m not convinced.[pause]FifteenYou have perhaps thirty minutes to assess an applicant. I think considerable work needs to be done beforehand with the CVs - checking if they have appropriate qualifications and so on. What you can’t get from the application, though – except from references, and I don’t find those very reliable - is an idea of how people act in the workplace. I focus on that, by asking questions which should reveal how they’d react in different circumstances and with a variety of colleagues.[pause]SixteenInterviewing isn’t something I’m good at, I’m afraid. I don’t trust my own judgement for such important decisions. That’s why I usually have about five other people with me, not necessarilyfrom the particular department, though. I realise this prevents me from making the interview seem like an informal chat, but I’m not sure of the overall benefit of that - perhaps it provides an insight into how the applicant thinks and behaves outside work, but that’s not crucial. [pause]SeventeenOne’s trying to assess so many different aspects of potential employees. Time’s limited, and you can get bogged down in asking challenging questions relevant to particular duties in the job description. It’s easy to forget to allow time for applicants to find out things that are relevant to them. It’s sometimes seen just as a courtesy or a way of making them feel comfortable, but it can give you real insight into how they think and react to the post.[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 problems with a project. For each recording, decide what the problem was.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 problem was.[pause]EighteenWell, we’d put together what we thought was an excellent team for the project - that is, until we hit technical problems and realised that we needed staff with a wider range of specialised technical experience than the people we’d recruited. So we had to advertise again to replace some key members of the team; we were lucky that we just about managed to cover the extra costs within the budget. Our customers were very satisfied with the outcome.[pause]NineteenAlthough we had minor problems with suppliers from the start, these were easily overcome. Initially, I thought we’d underestimated the cost of the project, as it was so tight most of the time, but we managed to avoid an overspend. It was a very stressful time. However, it was the breakdowns which really upset the staff, and I wouldn’t have blamed them if they’d walked out on strike the fifth time it happened in a week.[pause]TwentyGenerally speaking, we have an excellent project-management team, trained to deal with any unexpected problems - you know, like when the money runs out or the client wants something different from the original agreement. Unfortunately, we hadn’t anticipated the component manufacturer going out of business. The Purchasing Manager was furious, because there were so few companies who produced exactly what we wanted. However, finally we found a replacement that enabled us to keep within the limits of our budget.[pause]Twenty-oneWe’ve done several projects in this country, and the best thing about working here is that suppliers are very helpful. If you are unhappy with anything, they immediately try and sort it out. If, for example, a digger broke down, they’d replace it within hours and at no extra cost. Anotherthing is there is no shortage of suitably qualified workers, but we had an expensive delay on our last project, because we’d miscalculated the size of the workforce we needed.[pause]Twenty-twoWe spent so much time making sure that our employees would be comfortable working in such difficult conditions. We warned them about what to expect, as well as checking that they had the right qualifications and experience. We thought we’d anticipated every possible problem. This time, we were proved wrong when the supplier sent us different trucks from the ones ordered. Although they coped well with the extreme conditions, they were too small for our needs. [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 reporter talking about difficulties faced by the new Chief Executive of Healthway plc, a chain of health and beauty stores.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]Man: Next week, Healthway plc, the health and beauty chain, gets a new Chief Executive.Here’s our reporter, Lynne Trencher, to tell us why many people regard the job as oneof the most difficult in retailing. Hello, Lynne.Woman: Hello. No, it isn’t an enviable position. Robert Henlow, Healthway’s new CEO, is taking control of a company which may have been a well-loved and trusted retailbrand for many years, but its core business is mature, and successive managementssimply haven’t come up with a winning formula to deliver dynamic sales growth. Andthe shareholders see Henlow as Healthway’s last chance.Man: The company faces stiff competition, doesn’t it?Woman: That’s right. In fact, most town-centre health and beauty chains are feeling the pinch, with few planning to expand. Unlike food, it’s a high-margin business, which givessupermarkets, particularly those on out-of-town sites, scope to sell similar productsfor considerably less. Even the development of online shopping hasn’t yet outweighedthe convenience of out-of-town sites.Man: Robert Henlow is coming from a company with a very different sort of culture from Healthway, isn’t he?Woman: Yes, he’s moving from a firm that’s very open, with plenty of staff coming in from other companies, or indeed industries. Healthway, on the other hand, has a culturewhere people join the group and either leave quickly, or not until they retire. It’sfamous for breeding its own managers, and outsiders have traditionally not beenwelcomed.Man: Healthway’s financial strategy has been criticised in recent years, I believe. Woman: Under the last Chief Executive, Charles Hamilton, Healthway concentrated on the bottom line, with the aim of supporting the share price. Even the one acquisition thatthe company made had that same goal. But this strategy had its downside: very fewimprovements were made within the business, so their IT, for instance, is now several。
中级 新编剑桥商务英语听力部分(完整资料).doc
此文档下载后即可编辑LISTENING SCRIPTSModule 11.1 Working from home (page 8)I=Interviewer M=MichelaI OK,Michela.You work from home now.Can you tell me about a typical day?M Sure, I always get up around seven and the first thing I do is get the kids ready for school.I take them at eight thirty and thin I always start work at nine.I Do you ever have a day where you decide to have the morning off and start work later?M No,you can’t do that.It’s important with home-working to have a timetable and stick to it.If you end up watching TV or doing the cleaning then it isn’t for you.So I have lunch at twelve and finish work at two thirty to get the children.I Was that why you gave up your office job?M Yes,I wanted to spend more time with the children.It gives me more flexibility.Sometimes I need to work in the evening but usually it isn’t a problem.I So how long have you been doing this kind of work?M For about five years.I’ve been with the same company since I left school but with the Internet and technology it’s easy now to be at home.I So your employer doesn’t mind.M No.It means the company saves money on office space and as long as I get the work done,they’re happy.Sometimes I still fo into work to meet clients and so on.For example,I’m going in nearly every day this week because we have visitors from another company and I can’t really invite them over to my house.Besides,the gossip and the news with my colleagues.I miss that side of going into work every day.I Is there anything else you miss?M Ermm.No,not really.And I’ll tell you what I really don’t miss and that’s having to spend two hours commuting on the bus and train every day. . .1.2 Starting a conversation (page 11)Conversation 1R=Richard W=Woman M=MarekR Hello?W Hello,Richard.I’d like to introduce you to Marek.R Oh,yes.Hello,Marek.How do you do?Nice to meet you at last.M Hello,Richard.Pleased to meet you too.W Oh,do you two know each other already?M Well,we’ve spoken on the phone a few times.R But we’ve never actually met.Anyway,take a seat.Would you both like a coffee?Conversation 2A Would you like a coffee?B Oh,thanks.A Milk?B Yes,please,and a sugar…thanks.A So have you enjoyed this morning?B Yes,it was very interesting.The first speaker was particularly good.A Is this your first time at one of these events?B Yes,it is.And you?A No,I’ve been coming for years.The company pays and if the location is good then I come.I remember the best year we had was in Monaco…Conversation 3M=Marie W=WomanM May I join you?W Sure.M You’re a colleague of Martin Obach,aren’t you?W That’s right He works in our Barcelona office.How do you know him?M We were both at Elcotil together.He left about a year before me.W Oh,are you Mandy?M Marie.W Marie.That’s right.Sorry,I knew it began with an M.Yes,Martin said you were doing this course and that I should say hello…Conversation 4A Well,this is nice.B Well,it’s quite simple but the food is vey traditional and it’s popular with the locals.On Sundays I often bring the family here.A That’s nice.How many children do you have?B Two.Twinks.A boy and a girl.They’ve just started school.A Wow.Twinks.B And you?A No,not yet.And have you always lived in Lille?B Yes,most of my life.I worked in Paris for a while and in your country,of course.But all my relatives are here.What about your family?A Oh,they’re spread out.I see my parents from time to time but my sister lives in Norway with her husband so we don’t get together much.Anyway,I know your company is looking for a partner on this Thai project.B Yes.Is that something you might be interested in…1.3 Exam spotlight (page 15)E=Examiner C=CandidateE And where do you live exactly?C I’m from a small town in northern Switzerland but at the moment I’m studying for a business degree so I live in Zurich.E What types of business are most successful in your town?C Err,well,I suppose that tourism is quite important to the area andthere are many small farms so agriculture also.Zurich,where I study,is more famous of course for banking and financial services.E How is working life changing in your country?C Sorry,can you repeat the question,please?E Yes,how is working life changing in your country?C I think that more and more people are moving to the cities or they are commuting in every day.In my opinion, the biggest change has come from technology-but then that’s probably true everywhere,not just in my country…Module 22.1 Benefits and incentives (page 16)Speaker 1 It’s great because usually it means my wife can use the one at home and we even take mine away at weekends.I work for quite a relaxed company and they don’t seem to mind how I use it for leisure.Speaker 2 I thought it wouldn’t change the way I worked after the first six months but as they got older it actually became more complicated with getting them to school or if they wanted to do activities in the afternoon.But my boss has been really good about it and some days I can do a half a day if I want and then I might work later on other days-or I take work home,which I don’t like doing,but it’s the only way…Speaker 3 It’s actually the law now so they had to let me have it. It was only two weeks but at least I had time to help my wife out.Mind you,after all the late nights and crying I was really happy to get back to work for a while and have a rest!Speaker 4 I’ve just been promoted from Assistant IT Technician to Chief Operational Network Administrator.It means I get a bit of a pay rise and new business cards with my name on.I’m not sure if I get my own office though.Speaker 5 The problem for me is that I won’t have enough to live in。
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.。
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 wishto 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 a non-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 analyst. 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 own framework 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 of extending 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-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 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 o f 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 bra nch office option or the possibility of going into a joint venture with a local partner. It is always an expensive option, and the UAE is no exception in this. In general, I wouldadvise 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. T oday 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 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 began, 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 decision about 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 fordevelopment 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 availa ble 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 with a 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 Academic Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world and the 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 everything 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 demotivatingaspects 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]。
新编剑桥商务英语听力[剑桥商务英语听力]
![新编剑桥商务英语听力[剑桥商务英语听力]](https://img.taocdn.com/s3/m/2a548390a417866fb94a8e5a.png)
新编剑桥商务英语听力[剑桥商务英语听力]剑桥商务英语听力剑桥商务英语听力剑桥商务英语听力篇1 I“m afraid we really need to finish the project as soon as possible. If we don“t keep to theschedule, the delay could lose us our external funding. Losing that could lead to variousproblems, including salaries not being paid on time. Don"t forget as well that the budgetdepends on us finishing by the end of the summer. No, we need to keep to our original plansand keep that money coming in. As you can see, the figures speak for themselves—our model EXG surpassed all forecasts in itsfirst year. Because of our competitive pricing policy, it has been selling extremely well.However, we want to extend this trend and build on it. We now need to come up with acampaign to make sure we increase the number of models we sell abroad, not just on thedomestic market. Japan is our main target. 剑桥商务英语听力篇2 We"re relying too heavily on past success, without thinking about where we go from here. Youcan"t just reply on maintaining productivity. Prices of raw materials are rising, and ouroverheads are enormous—look at what we"re spending on buildings alone. In this business,you have to run just to stay in the same place. We"ve got to constantly improve, and thatmeans getting more produced faster, and better. 剑桥商务英语听力篇3 Time equals money, and you just have to look at the amount of time we spend—well, waste—travelling from place to place to realise that this is costing us too much. We"re duplicating alot of services and systems, which we wouldn"t have to do if we streamlined our offices.Operating from one location instead of four would lead to greater control, considerablereduction in costs and increasedefficiency. Staff would appreciate it, too. I think that there"s a danger—we"re over-diversified and, instead of looking at our productionprocesses and ways of automating them even further, what we should be doing is targeting ourmost successful lines and focusing on them, even if it means abandoning some lines altogether.What I"m talking about is specialisation—concentrate on what we know we do well and what weknow we will make money. And that"ll bring down costs, too. 剑桥商务英语听力篇 4 Sure, the relocation plan is attractive, but just look at the costs! And this just isn"t a goodtime to be spending that sort of money. Why not make the most of what we"ve got, instead ofstarting from scratch Keep our present location, strip it down, and completely redesign andredecorate our existing workspace. I think we could be far more efficient without such a hugeoutlay.Well, I feel that we"re just not making enough profit to sustain the kind of growth we need.Obviously, production costs have increased, and I don"t think we"ve taken that into accountnearly enough. Introducing a competitive pricing strategy wouldn"t mean that we couldn"t takeinflation into account, and we should certainly consider this before the end of the year.Otherwise, we"ll find ourselves selling at below cost! 剑桥商务英语听力篇5 Woman: New Vision, Conference Department, Janet Edwards speaking. Man: Hello. This is Nick Brown from Business News. I hear you"re running a rather specialconference in Newcastle. Woman: You mean our event on the tenth of October Man: Yes. Can you tell me something about it, so I can mention it in our paper Woman: Certainly. The name should give you a clue—we"re calling it "Innovations". Not theusual "Better Sales Techniques", etc. Man: That sounds very forward-looking. I assume it"s about new developments in technology Woman: We thought there were too many seminars on that. We"re focusing onhumanresources instead. Man: New ways of approaching it, I suppose. Interesting! So, who have you got to lead it Woman: Well, this is a little different, too—Daniel Christie. Man: Is he the man from Cambridge Business School who"s just written that book onincentive schemes Woman: I believe teamwork is actually his field. Man: So, for example, the way people interact... Any other special features Woman: We"re planning some practical and very unusual workshops about motivation. I thinkthat"ll cause a few surprises. Man: How "unusual" Woman: Come and see for yourself. I"ll send you complementary ticket. Man: Thank you. I will.。
剑桥商务英语新版初级听力
剑桥商务英语新版初级听力The problem with the Cambridge Business English New Edition Elementary Listening book is that it may not effectively cater to the diverse learning needs of students. One issue is that the listening exercises may not be challenging enough for some students, as they may be too easy or repetitive. This could leadto boredom and disengagement, hindering the development of their listening skills. Additionally, the material may not be culturally relevant to all students, makingit difficult for them to fully grasp the context and meaning of the listening exercises.Moreover, the book may not provide enough support for students who struggle with listening comprehension. It may lack sufficient guidance and practice exercises to help these students improve their skills. This could lead to frustration and a lack of confidence in their abilities, ultimately impactingtheir overall learning experience. Furthermore, the book may not offer enough variety in terms of accents and speaking styles, which are essential fordeveloping a well-rounded understanding of the English language.From a teacher's perspective, the Cambridge Business English New Edition Elementary Listening book may not offer enough flexibility for customization. Teachers may find it challenging to adapt the material to suit the specific needs and interests of their students. This could limit their ability to create engaging and relevant listening activities that align with their teaching objectives. Additionally, the book may not provide enough opportunities for interactive and communicative learning, which are crucial for developing students' listening and speaking skills in a real-world context.On the other hand, it is important to acknowledge that the Cambridge Business English New Edition Elementary Listening book may have some strengths. For example, it may offer a structured and systematic approach to developing listening skills, which can be beneficial for students who thrive in a more organized learning environment. The book may also provide clear explanations and examples to help students understand the listening exercises, which can support their learning process. Additionally, the book may include relevant and up-to-date topics thatare applicable to the business English context, preparing students for real-world communication situations.In conclusion, while the Cambridge Business English New Edition Elementary Listening book has its merits, it also has several limitations that need to be addressed. It is crucial for the publishers and authors to consider the diverse learning needs of students and provide more varied, challenging, and culturally relevant listening material. Additionally, there should be a greater emphasis on supporting struggling students and offering more flexibility for teachers to customize the material. By addressing these issues, the book can better serve the needs of both students and teachers, ultimately enhancing the learning experience for all.。
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] 。
新编剑桥商务英语听力第三版01
新编剑桥商务英语听力第三版01新编剑桥商务英语听力第三版011.1WORKING FROM HOMEI： Ok, Michela. You work from home now. Can you tell me about a typical1 day?M： Sure, I always get up aroud 7 and the first thing i do is get the kids ready for school.I take them at eight thirty and then i always start work at 9.I： Do you ever have a day where you decide to have the morning off and start work at nine.M： No,you can't do that. It's important with home-working off and have a timetable and stick to it. If you end up watching TV or doing the cleaning then it isn't for you. SO I have lunch at 12 and finish work at 2：30 to get the children.I： Was that why you gave up your office job?M： Yes, I wanted to spend more time with the children.It gives me more flexibility2. Sometimes I need to work in the evening but usually it isn't a problem.I： So how long have you been doing this kind of work?M： For about five years. I've been with the same company since I left school but with the Internet and technology it's easy now to be at home.I： So your employer3 doesn't mind.M： No. It means4 the company saves money on office space and as long as I get the work done, they're happy.Sometimes I still go into work to meet clients5 and so on. For example, I'M going in nearly every day this week because we have visitors from another company and I can't really invite them overto my house. Besides, it's nice to go in every so often.I like to see people and catch up on the gossip6 and the news with my colleagues7. I miss that side of going into work every day.I： is there anything else you miss?M：ERMM,no, not really. And I'll tell you what I really don't miss and that's having to spend 2 hours commuting on the bus and train every day点击收听单词发音收听单词发音1 typical 5ltwoadj.典型的，象征的，有代表性的参考例句：This is typical Chinese English.这是典型的中式英语。
剑桥商务英语听力练习(1-5)录音脚本
剑桥商务英语（中级）听力练习1-5 录音脚本及参考答案2009年6月听力练习1Listening Part OneI. Questions 1-12●You will hear three telephone conversations or messages.●Write one or two words or a number in the numbered spaces on the notes or formsbelow.●After you have listened once, replay each recording.Conversation One (Questions 1-4)W: Personnel.M: Hello, it’s Tim here from Finance.W: Hi, Tim.M: I’ve had a letter from the Tax Office about a student who worked here last summer. I wonder if you could look it up in your records.W: Sure, what’s the name?M: The surname is Jaye, first name’s Steven.W: How’s he spell his surname?M: J-A-Y-E. Got that?W: Oh, yes, here we are, lives at 183 School Road, Barnfield.M: Yes, that’s the one.W: And you say he was working in Finance?M: U m…Customer Services, actually.W: Ah, they had lots of students working for them last summer.M: Well, the tax people want to know his exact job title, I’m not sure why.W: Mm…let me see. Oh, he was an office assistant.M: Right, got that. They also want to know about his monthly earnings.W: Let’s have a look. £538.70 a month. Oh, sorry, he was a scale one, so that’s £457.60.Anything else?M: That’s fine, thanks. I’ll send them the information today.Conversation Two (Questions 5-8)W: Hello, Black-Ball Printers. Julie David’s speaking. How may I help you?M: Hello, this is Mark Jones from Europe Holidays. I was hoping to speak to Steven Kirby about the stationary you’re printing for us.W: I’m afraid Steven is away until Friday.M: Oh, you see, I’m not v ery happy with the business cards and I want to see if I could make a couple of changes to the paper, too.W: Would you like me to pass on the message?M: Yes, please. The thing is I’ve just received your proofs. The cards themselves are fine, but you se em to have misunderstood the quantities. I’m sure I asked for 500 for eachof the Marketing Executives, and 750 for me but you’ve put everyone down for 750. W: Right, I’ve made a note of that. Is there anything else?M: Yes, well, this is my mistake really. Could you ask Steven to move the company logo further to the left? It’s too close to the address of the moment. I think that’s all for now.Thanks.Conversation Three (Question 9-12)W: Jeff?M: Yes?W: I just want to find the lines for the preparation for the delegation next week.M: Certainly. It’s Thursday, isn’t it?W: Yes. Now, can you make sure that each of them gets a name badge and the information pack? The badges are done but you need to prepare the packs with all relevant information.M: Ok, that shouldn’t take too long. What about catering?W: Coffee’s organized for 11:03, but lunch, it’s 1:00. We need to reserve it for 12 people.The office restaurant is close next week, can you ring the Park Hotel. The Grand Hotel was a bit disappointing last time.M: I’ll get down to that.W: Now, they’ll be coming straight from the station and the taxi would bring them to the front gate, so make sure you’re there to greet them. That’ll be about 10:00.M: 10:00, and then…W: …into reception, I think. Make s ure the new designs are on display. I want them to see those first.M: Ok.W: Oh, let me know if all is finalized. Bye.Listening Part TwoII. Questions 13-1713.W: Well no wonder the bank’s returned it unpaid. Look, the figures don’t match the amount in words. I expect someone was filling it in too much of a hurry. Let’s see, we’d better issue another one straight away to pay Mrs. Burton, because it’ll be another three weeks if we wait for the next cycle of payments. Her expenses on that sales trip were pretty high, and it wouldn’t be fair to keep her waiting much longer.14.M: Some of the suppliers are already asking about the increases. I’ll check, but I seem to remember from last week’s meeting that in the end we agreed on three per cent. So what I’ll do is go down each column and calculate the new amounts, and then it can be printed in time to be inserted into the new brochures. Can you check the figures for me, though, before it goes to the printers?15.W: We’ve just received the paperwork from you about cleaning our premises, and I have to say that it doesn’t reflect what we agreed in our conversation last week. For one thing, it says that we have to supply our security code, and for another it specifies monthly payment in advance, and I told y ou both of those were out of the question. I’m afraid I really can’t sign this. Could you send me a revised one?16.M: Of course, this only gives a very general picture. But as you can see, cash is a particularly healthy area. That’s even when we take in to account regular outgoings on loans and leasing equipment, which are included in the final totals. And even more significantly, unpaid orders are actually excluded from the final calculation. These represent a sum of approximately thirty thousand pounds. With that in mind, we can say that the company’s overall position is still strong.17.W: I’ve just asked the Arden Conference Centre about availability for our next training seminar, and they said they still haven’t been paid for the one before last, wh ich should’ve been dealt with six months ago. I’ve had to ask them to send a duplicate! We really must be careful. Arden give us very favorable prices, but we haven’t got a contract with them– Can you deal with it straight away so we stay in their good books?Listening 1 参考答案1. Jaye2. Customer Services3. office assistant4. 457.605. Europe Holidays6. business cards7. Marketing Executives 8. (the) (company) logo9. information pack 10. Park Hotel11. front gate 12. new designs13 E 14 B 15 G 16 F 17 A听力练习 2Listening Part OneI. Questions 1-12●You will hear three telephone conversations or messages.●Write one or two words or a number in the numbered spaces on the notes or formsbelow.●After you have listened once, replay each recording.M: Good morning, Oakleaf Business Training, how can I help you?W: Hello, my name’s Enid Steven of Up Leo Smith I’ve booked two one-day courses, but now I need to change one of them.M: Let me get your details upon the screen. Right, you’ve booked Report Writing next month.W: Yes, that one’s ok, it’s Taking Minutes that I cannot manage on the 8th of July. Do you know when it’s running again?M: Oh, let me see. Mm, not until the 18th of September, I’m afraid.W: That sounds fine. Oh, I think I’ll be abroad then.M: Then there’s the 1st and 13th, October.W: I like the late date, please.M: Fine, I’ll change your booking.W: Another thing. It says in your brochure everyone attending a course gets a certificate, but I haven’t received one for a course I took last January.M: Oh, I’m sorry about that. Which course was it?W: Ah…something to do with dealing with the public.M: Mm, that must be customer service.W: Sounds familiar.M: Ok, I’ll put it in the post today.W: Thank you very much. Goodbye.M: Goodbye.Conversation Two (Questions 5-8)M: Hello, **Telecoms.W: I’d like to speak to Tony Wilson, please.M: I’m afraid Tony isn’t available. Can I take a mes sage?W: Yes, please. I’m Sheila Dallas from World Net.M: Right.W: I’m ringing about the telephone system your firm installed here yesterday. We are not happy with it.M: Oh, dear. What seems to be the problem?W: First of all, your engineer said with th e number of the extensions we’ve got, 6 outside lines would be enough, but we asked for 8. And anyway, you’ve charged us for the larger system.M: Right, we’ll look into that.W: Then, whenever we try to transfer calls from one extension to another, we loose them.We’re following the instructions, but it just doesn’t work.M: I see.W: And finally, could you ask Tony to check the invoice please? He promised us a discount on installation which is shown on one of the equipment, but that isn’t there. M: Righ t, I’m sorry about that. I’ll get Tony to contact you as soon as he’s free.W: Thank you. Goodbye.M: Goodbye.M: Good morning. Marketing Department. Peter Menzies speaking.W: Hello. Could I speak to John Fitzgerald, please?M: I’m afraid he’s not in the office at the moment.W: Well, this is Elizabeth Parnell calling. I wanted to talk to John about the meeting next week. You see, I only get back on Tuesday night from a trade fair in the States.M: So, would you like me to give him a message?W: Yes, could you ask him if we can postpone Wednesday’s meeting? Till after lunch. That would be easier. It was originally going to be at ten a.m.M: OK. I’ll ask him to change it. I’ll get back to you with a time.W: Thanks. And could you also ask him to add another item for discussion at the meeting?I thought we were going to talk about the revised budgets –but I can’t see this on theagenda.M: OK. I’d better ask him to call you …W: Yes, please. I’m at Head Office at the mome nt. Can he phone me here today –I won’t be back at my own desk until tomorrow afternoon.M: Right, I’ll give him the message.W: Thanks.M: Bye.W: Goodbye.Listening Part TwoII. Questions 13-1713.W: Yes, it was interesting. Some of it was rather obvious, of course, like dressing smartly, making sure you arrive on time, that sort of thing. But there’s also quite a lot I’ve never really considered, like ways to interpret what the advertisement is really asking for, reading between the lines, and the section which lists some of the harder questions they tend to ask you with effective answers you can give.14.M: Invaluable, I’d say, such as how to prevent making some of the more embarrassing mistakes. It gives you kind of time scale to follow through. For example, they stress that you need to get publicity up running a good 6 months before you want to stage the event. And your main speakers booked earlier than that. They say you must make sure you got a good assistant to support you. Check the details.15.W: Actually, although it was a bit long, it was definitely useful. The trouble often is, when the management take on new staff, they don’t necessarily really know what skills and qualities are needed. I want someone who’s more than just a secretary ty ping out letters every day. I’m looking for a right hand, someone to do everything, and this book spells out what that means. It helps me to drop out a job description.16.M: Well, I wish I read it some years ago, that would have saved me from some of my worst inefficiencies. I recommend it to anyone. It shows you how to produce a perfect schedule for getting through your workload. Once you’ve got yourself organized, made lists of tasks and priorities, you can make best use of each and every day. Otherwise, you’re just constantly confusing your PA with endless requests all terribly urgent.17.W: Certainly, a lot of the book was very specialized, but it did give me an idea of how the agencies do the job. Of course, they are the people with creative ideas, the expertise, so I’m happy to trust the image development work to them, but I read the book so I could talk to them on equal terms about what we were trying to do and how well it fits in with our overall business strategy.Listening 2参考答案1. Taking Minutes2. 13(th) October3. certificate4. Customer Service5. Worldnet/ World Net6. outside lines7. transfer calls 8. (the) equipment9. trade fair 10. after lunch11. revised budget 12. Head Office13.H 14. E 15. F 16. A 17. D听力练习 3Listening Part OneI. Questions 1-12●You will hear three telephone conversations or messages.●Write one or two words or a number in the numbered spaces on the notes or formsbelow.●After you have listened once, replay each recording.Conversation One (Questions 1-4)M: Hi, Janet, this is Alan. I’ve just had an interesting conversation with a man form Electrolin. It should really be followed up with a visit or something, but I’m on a holiday from tomorrow, so could you do it for me?W: Sure. Is he interested in accountancy package?M: I wish he were. For the time being, he’s only asking about the customer database, something to keep a record of contacts and action taken.W: Okay. Who’s the contact person? Is the Sales Manager?M: Not this time. It’s the new Communications Director, Steve McCormack.W: Okay. The first thing I wanna do is look at it so I’ll give him a ring and suggest hecomes here for a product demonstration.M: That’s a good idea. Can you arrange it before I get back?W: I should think so. How urgent is it? Should I contact him immediately?M: I wouldn’t say it’s top priority, more like medium, I’d say. Get in touch with him when you got time. Anyway, thanks, bye for an hour. I’ll talk to you again soon.Conversation Two (Questions 5-8)M: Lightweight Cycles, Fill Mall, Sales.W: Hello, Fill. It’s me, Saundra.M: Hi, Saundra, what can I do for you?W: We’ve just got the Sales Literature for the Paris Trade Show next week and there’re some problems. Can you get it sorted out for me?M: Go ahead.W: First of all, we need some more catalogues for racing wear. There’s a lot of interest in it, especially the shorts and shoes.M: Okay, 30 enough?W: That should do it. And you know the little pull of leaflet for the children’s cycles. W ell, there’s a mistake on the 3rd page. The specifications for the wheels are wrong.M: Oh, that’s bad. We’ll change that and get you new copies by the weekend. Anything else?W: Eh…yes, the touring cycles, the lightweight ones. I cannot find any pricelist s for them.Please ask whether they’ve been sent out.M: Okay. And are you all right for the order forms?W: No, thanks for reminding me. We’re short of forms for spare parts. Could you send us some more?M: Right, got that.W: Ah…that’s it then. Thanks, F ill.Conversation Three (Question 9-12)W: Hello, APT Office Equipment.M: Hello, this is John Ryman from Planet Design Shops. I’m calling about our order for security camera. It’s been dispatched tomorrow and the driver will need delivery instructions.W: Okay.M: Address first. The old confirmation gave the Retail Park as the delivery address, but your invoice has our central branch, (oh) that’s not we’ll want it to be delivered, the confirmation was right.W: Okay.M: Now, parking. The spaces opposite the shop are for disabled drivers only, so your driver should use the loading area where he sets up your equipment.W: I’ve got that.M: We’ve had payment ready for you.W: That’s fine, thanks. I’ll make out the receipt for the driver to give you when he m akes the delivery. Will you be paying back by check?M: Yes.W: And you have something for the driver to collect, I understand.M: Yes. We’ve come to the end of the rental period on our photocopier; we bought a new model, so the old one’s to be returned.W: Right. The driver will call you tomorrow with a definite time.Listening Part Two13. EM: We’ve looked at various measures and would be making recommendations to senior management next week. We think the company should consider introducing an evening s hift to maintain 70% capacity on all the machines. We’re also aware the hold ups of the packaging line. And we’d like to bring in an additional machine and split the line in two. That’ll speed things though. We did consider bonus schemes for certain catego ries and employee but decided this wouldn’t have sufficient impact.14.ＦW: When we first required the factory premises, the rent was well within our means. But because that area of the city has developed more quickly than others, it’s now a prime site and the cost of retaining it has risen accordingly. In fact, we would make considerable savings by relocating to the industry estate on the other side of the town, which would improve product distribution anyway. A second suggestion is to vacate the top floor of the building. We do have a few staff now.15.ＣM: As you know, we adopted various measures 3 years ago with the aim of boosting sales.We managed to increase output and cut costs by introducing new machines. We also cut our profit margins still further. But even though we were able to lower prices as a result, I’m afraid we still didn’t meet targets. The demand for this particular commodity just isn’t there any more. So we should stop production as soon as current contracts expire.16.ＡW: I think your analysis of the situation is correct. The product is already doing very well but demand hasn’t peaked yet by any means, and if we want to take full advantage of the boom, we’ve got a step up our promotion and our mechanism and place to increase manufacturing capacity if necessary. And that means we’ll n eed additional funding before long. So let’s start approaching people who express interest as in the past.17.ＨM: 2 or 3 years ago, there were 10 or even 20 applicants for every job we advertised but things have changed. Unemployment in general is right down and every one is competing for workers now especially skilled labor. If we want to get good people and ret ain them, we have to offer a better package. I’m not suggesting we put wages up yetI think we are to try other things first, like one of welcome payments, relocationallowances and possibly loyalty bonuses.Listening 3参考答案1. customer database2. Communications Director3. product demonstration4. medium5. racing wear/ racing clothes6. specifications7. price lists 8. spare parts9. Retail Park 10. loading area11. receipt 12. photocopier13. E 14. F 15. C 16. A 17. H听力练习 4Listening Part OneI. Questions 1-12●You will hear three telephone conversations or messages.●Write one or two words or a number in the numbered spaces on the notes or formsbelow.●After you have listened once, replay each recording.Conversation One (Questions 1-4)W: Hello, this is a message for Max Jacobs. It’s Alison Gates from Merland Healthcare calling. We are currently working on the website for our healthcare products and we’re looking for a company like yours to develop a database for us. That the reason I’m contacting you is that I spoke to one of our suppliers and he was very positive about the work you’ve done for him. I’d be very glad if you could contact me. I’m away all next week, but I’ll still be able to access my emails. The best thing would be for you to email me at agates (all one word) @. “Howarth”s spelled “h-o-w-a-r-t-h”, then “.com”. If you are interested, the best thing would be for us to meet. It would also be useful f or you to talk to our IT Coordinator at the same time. So if you couldn’t cater your availability over the next a few weeks, that’ll be good. I look forward to hearing from you. Goodbye.Conversation Two (Questions 5-8)M: Mike Shepherd.W: Hello, it’s Karen Peterson here from Marketing. I’ve been called away on urgent business but I wanted to you to have my report on the MusicMate cassette player to discuss the directors’ meeting this morning.M: Oh right. Ok, then I’d better make a note of this.W: Right, MusicMate has been our second all-time best-seller with a reputation based on quality design and inexpensive price.M: Okay, I’ve got that.W: Sold originally only on the Asian market, it was then launched in Europe, which rapidly overtook Asia in sales volume, giving us a sure sign that the USA and even bigger market should be our next target.M: Fine. I don’t think we’ll be making any decisions about new market, though.W: Ok, back to the UK market then. I think it’s important not to neglect our loyal customers here. What would be really helpful would be a new advertising campaign, but I’m aware there is not enough in the budget for that. So I’m suggesting that the way forward is to offer greater discounts. This should form the basis for our marketing plan.That’s it. Oh, and also any rumors of my department warning to face our MusicMate or false? We’re very optimistic about its future.W: Fine. Well, look, it’s been a pleasure talking to you and…Conversation Three (Question 9-12)W: Mike, this is Tass el Jones. About the shareholders’ meeting on the 24th, the Managing Director says there won’t be enough room in the bank’s institute.M: Mm, so what’s the alternative?W: We contacted the Commercial Hall. They can take us but they need the booking immediately. You’ve got all the details.M: Okay. Ah…What do you need to know?W: First, how much seating should we book?M: Well, there are 720 shareholders but only about half of them will turn up. So 380 chairs would be adequate.W: Mm. What sort of equipment should we ask for?M: There’ll be five members of the board on the platform. They’ll each need a microphone and we also need a couple of OHPs, a video won’t be necessary.W: Right. And what about photocopies? I can see to those. What do we need done?M: Oh the agenda, that’s essential. The shareholders have already received the annual report of course, but there were some mistakes in it. So we need to hand out amended figures of the meeting. I’ll let you have those to copy.W: Ok, I’ll get them done and make sure there’s staff available to hand them out. I’ll talk to you later.M: Fine. Bye.Listening Part TwoII. Questions 13-1713.W: I only went because several colleagues who’ve been there before said how great it was. To be honest, I usually get bored at these events. Instead of just listening to someone talking, I’d rather be doing something, but as everyone have recommended it,I had high hopes that it would be good and I wasn’t disappointed. I found the speakerreally entertaining. The thing was he couldn’t cover everything. They should’ve alloweda full day.14.M: I know you are supposed to pick up lots of new ideas at these seminars and I suppose it was useful. I did get a few ideas which is just as well because now I got to give a talk to start on the same topic. What I was actually hoping for though was to be able to make the most of the opportunity in other ways, too. As some of the other participants I networked with may well become major clients, I’ll definitel y go again.15.W: The seminar was held in a really small hotel, I did wonder how much my company was having to pay for me to attend. I hope they think it was worth sending me along. I tried to take lots of notes just in case my manager ask me to write a report about it afterwards. I must admit though I didn’t write much, because although the speaker was highly entertaining, I couldn’t exactly say I learnt anything new. Shame really.16.M: Well, what we covered was all really important stuff, some of which was mainly common sense. And I’ll certainly be trying out the ideas I picked up. The trouble was, I know the speaker was someone quite well-known, he’s even had a book in the best-seller list, but his style wasn’t exactly entertaining. I noticed there were a few other participants looked rather fed up too. I was just glad it was only a half-day event.17.W: I usually enjoy seminars, it’s a chance to get away from the office, and there’s the opportunity to share experiences. I know these events aren’t cheap, especially when the speaker’s somebody well-known. At this particular seminar I went to, the speaker was unknown, so I was unsure how good it would be. But I found it really useful. It gave me new ideas on selling techniques which I’ve already start ed using with some success. So I’d say it was well worth the fee.Listening 4参考答案1. database2. supplier3. howarth4. IT Coordinator5. (quality) design6. Europe7. advertising campaign 8. discounts9. Commercial Hall 10. 380 (shareholders)11. microphones 12. amended figures13. D 14. G 15. A 16. E 17. F听力练习 5是书上的内容，题目在P65-66页上, 录音脚本在P155-156页上。
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。
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美联英语提供：剑桥商务英语听力：关于剑桥商务英语听力材料关于关于英语那些你不知道的事都在这里/test/quwen.aspx?tid=16-73675-0有关剑桥商务英语听力的材料，看一看至少有帮助。
下面是学习啦小编给大家整理的剑桥商务英语听力的相关知识，供大家参阅!剑桥商务英语听力篇1I'm afraid we really need to finish the project as soon as possible. If we don't keep to theschedule, the delay could lose us our external funding. Losing that could lead to variousproblems, including salaries not being paid on time. Don't forget as well that the budgetdepends on us finishing by the end of the summer. No, we need to keep to our original plansand keep that money coming in.As you can see, the figures speak for themselves—our model EXG surpassed all forecasts in itsfirst year. Because of our competitive pricing policy, it has been selling extremely well.However, we want to extend this trend and build on it. We now need to come up with acampaign to make sure we increase the number of models we sell abroad, not just on thedomestic market. Japan is our main target.剑桥商务英语听力篇2We're relying too heavily on past success, without thinking about where we go from here. Youcan't just reply on maintaining productivity. Prices of raw materials are rising, and ouroverheads are enormous—look at what we're spending on buildings alone. In this business,you have to run just to stay in the same place.We've got to constantly improve, and thatmeans getting more produced faster, and better.剑桥商务英语听力篇3Time equals money, and you just have to look at the amount of time we spend —well, waste—travelling from place to place to realise that this is costing us too much. We're duplicating alot of services and systems, which we wouldn't have to do if we streamlined our offices.Operating from one location instead of four would lead to greater control, considerablereduction in costs and increased efficiency. Staff would appreciate it, too.I think that there's a danger—we're over-diversified and, instead of looking at our productionprocesses and ways of automating them even further, what we should be doing is targeting ourmost successful lines and focusing on them, even if it means abandoning some lines altogether.What I'm talking about is specialisation —concentrate on what we know we do well and what weknow we will make money. And that'll bring down costs, too.剑桥商务英语听力篇4Sure, the relocation plan is attractive, but just look at the costs! And this just isn't a goodtime to be spending that sort of money. Why not make the most of what we've got, instead ofstarting from scratch? Keep our present location, strip it down, and completely redesign andredecorate our existing workspace. I think we could be far more efficient without such a hugeoutlay.Well, I feel that we're just not making enough profit to sustain the kind ofgrowth we need.Obviously, production costs have increased, and I don't think we've taken that into accountnearly enough. Introducing a competitive pricing strategy wouldn't mean that we couldn't takeinflation into account, and we should certainly consider this before the end of the year.Otherwise, we'll find ourselves selling at below cost!剑桥商务英语听力篇5Woman: New Vision, Conference Department, Janet Edwards speaking.Man: Hello. This is Nick Brown from Business News. I hear you're running a rather specialconference in Newcastle.Woman: You mean our event on the tenth of October?Man: Yes. Can you tell me something about it, so I can mention it in our paper?Woman: Certainly. The name should give you a clue—we're calling it 'Innovations'. Not theusual 'Better Sales Techniques', etc.Man: That sounds very forward-looking. I assume it's about new developments in technology?Woman: We thought there were too many seminars on that. We're focusing on humanresources instead.Man: New ways of approaching it, I suppose. Interesting! So, who have you got to lead it?Woman: Well, this is a little different, too—Daniel Christie.Man: Is he the man from Cambridge Business School who's just written that book onincentive schemes?Woman: I believe teamwork is actually his field.Man: So, for example, the way people interact... Any other special features?Woman: We're planning some practical and very unusual workshops about motivation. I thinkthat'll cause a few surprises.Man: How 'unusual'?Woman: Come and see for yourself. I'll send you complementary ticket.Man: Thank you. I will.。