BEC中级真题第三辑TEST4

READING 1 hour 剑桥 BEC 真题集中级 第三辑 Test 4
PART ONE
Questions 1-7
• Look at the statements below and the advice given by four
market experts to a
holiday company on the opposite page.
• Which expert ’s advice (A, B, C or D ) does each statement (1-7) refer to?
• For each statement (1-7), mark one letter (A, B, C or D ) on
your Answer Sheet.
• You will need to use some of these letters more than once.
1 SunTours runs a risk by selling similar holidays to
customers in different income brackets.
2 It is worth offering holidays at a discount to increase the
number of bookings.
3 SunTours needs to reflect on its marketing methods if it
wants to boost repeat custom.
4 It would be a good idea to sell holidays to locations
which other promoters have ignored.
5 SunTours has been disadvantaged by its approach in the past.
6 In certain locations, SunTours may be able to negotiate more
favourable contracts.
7 There is an alternative to discount holidays that would be
more satisfactory for
SunT ours’ customers.
Four market experts offer advice to Sun Tours, the
middle-market tour operator
A
Robert Worth
Marketing to a wider audience could lead to more people buying direct from SunTours rather than going through travel agents, and the consequent reduction in agents’commissions might boost company profits. Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights. The company could also increase profits by selling more specialised holidays here in Britain, perhaps by offering breaks at historic sites and coastal destinations.
B Steven Worrel
Whether it’s worth discounting surplus holidays is an arguable point, as it not only cuts into profits, but also results in budget-conscious holidaymakers being put next to SunT ours’more affluent customers, thus damaging the brand. lt may seem attractive at first because of tight margins, but SunTours should think twice before taking up this option. Currently, SunTours is planning to sell higher-margin holidays to previously ‘un marketed’ destinations for which demand is greater than supply. It is likely that accommodation providers in these emerging holiday destinations will be more flexible when it comes to setting terms. The firm should go ahead with this policy.
C Ursula Capalbo
Good risk management and higher sales can guarantee higher profits. Although SunTours has always been averse to planning, the company would in fact benefit from a risk model that forecasts the impact of discounting on cash flow and profitability l throughout the year. SunTours would then be able to change direction when things go wrong, as they inevitably do from time to time. Diversification can increase rather than spread risk, so caution is needed as the company enters regions where facilities for tourists are not yet fully developed. Targeting customers nearing retirement age, whose disposable income and leisure
time are increasing, would be ideal.
D Gillian Wilmot
SunTours knows that good relationships with customers is the key to success in the travel business. With this in mind, the company should consider that brochure mailings, unlike electronic communications, can attract customers and maximise year-round opportunity. They encourage summer tourists to take another break and can even be used to send a thank-you letter to returning customers. Selling holidays at a reduced price is definitely not a sensible option. A better choice would be value-added promotions which can improve profitability and build on SunTours customers' desire for high-quality service.
PART TWO
Questions 8-12
• Read the article below about the importance of human resource
(HR) management.
• Choose the best sentence from the opposite page to fill each of the gaps.
• For each gap (8-12), mark one letter (A-G ) on your Answer Sheet. • Do not use any letter more than once.
• There is an example at the beginning, (0).
Human resource
mamagement
It is nearly a century since the car manufacturer Henry Ford sai d, ‘You can destroy my factories and offices, but give me my people and I will build the business right back up again.’(0) G But a few business theorists are beginning to argue that managing people well
can add more to the bottom line than anything else.
Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in
today ’s business world.
(8) . A company with
high staff commitment, for example,
has an asset that its rivals find
hard to copy. Research in Britain would
appear to support this notion. A
recent business school survey into
the performance of eight
multinationals found that people
management could be the most
decisive factor in a company ’s
performance.
Another study indicated the same thing in medium-sized manufacturing firms. (9) . After all, how can an organisation evaluate the commitment of its staff?
For this reason, the researcher
George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an
organisation ’s
compensation structure or
being more selective in recruiting, they are asking for things that require resources.
(10) .
Some new approaches are
emerging that attempt to do just
that, including the scheme devised
by consultants Couze jordan. The
scheme, which covers communication,
recruitment, and use of resources,
predicts that significant
improvements in these areas
achieve an increase in shareholder
value of up to 30 per cent.
Another programme, launched
byjames Lesten an independent
human resources expert, approaches
the problem from a perspective
that is designed to appeal to a
wide range of managers.
(11) . Both, he
argues, involve appropriate
decisions being made about the
allocation of resources within a
particular budget.
Lester ’s expertise enables
him to carry out an
organisational audit for his
clients to identify which areas of
HR are in most need of improvement.
This is because there is no point
in businesses spending large
amounts without knowing if the
investment is worthwhile.
(12) . Lester ’s
advice, however, is for
companies to think twice before
hiring people, since it is
vital they assess whether they are getting value for money.
Example: 0 A B C D E F G
A But the findings are inconclusive because of the
difficulty of collecting reliable evidence.
B He argues that the role of a skilled, motivated and
flexible workforce has become more significant as traditional sources of competitive advantage diminish.
C For example, a common mistake is to spend a fortune on
recruitment to cover up for deficiencies in training.
D However, most leading experts in the field believe that
there is sufficient evidence to support this model of workplace dynamics.
E He compares the positive use of human resources to
effective fund management, as this is something that senior executives can relate to.
F He believes, however, that the only way they will
gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.
G In the light of this statement, it is odd that people
management has taken so many years to move up the agenda.
PART THREE
Questions 13-18
·Read the article below about common problems affecting mergers, and the
questions on the opposite page.
· For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.
Achieving a successful
merger
However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. lf there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their
efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at
way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In
one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in
the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company’s approach would have worked for the other.
The answer is not to adopt one company’s approach, or even to
try to incorporate every aspect of both
these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companie s’ skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One organisations, but to create a
totally new culture. This means
taking the best from both sides
and making a new organization that
everyone can accept. Or almost
everyone. Inevitably there will be
those who cannot adapt to a
different culture. Research into
the impact of mergers has found
that companies with differing
management styles are the ones
that need to work hardest at
creating a new culture.
Another tool that can help to
get the right cultural mix is
intercultural analysis. This
involves carrying out research
that looks at the culture of a
company and the business culture
of the country in which it is
based. It identifies how people,
money and time are managed in a
company, and investigates the
business customs of the country
and how its politics, economics
and history impact on the way
business is done.
13 According to the text, mergers can encounter problems when
A contracts are signed too quickly.
B experts cannot predict
accurate figures. C conflicting
attitudes cannot be resolved. D
staff are opposed to the terms of
the deal.
14 According to Chris Bolton, what do many
organisations do in preparation for a merger?
A ensure their interests are represented
B give reassurances to shareholders
C consider the effect of a merger on employees
D analyse the varying strengths of their staff
15 The proposed merger of two pharmaceutical groups failed
because
A major shareholders were opposed.
B there was a fall in the demand for their products.
C there were problems combining their areas of expertise.
D an issue of personal rivalry could not be resolved.
16 According to the text, focus groups can help companies to
A develop new initiatives.
B adopt contingency plans.
C be decisive and react rapidly.
D evaluate how well matched they are.
17 Creating a new culture in a newly merged
organisation means that
A management styles become more flexible.
B there is more chance of the merger working.
C staff will find it more difficult to adapt to the changes.
D successful elements of the original organisations are lost.
18 According to the text, intercultural
analysis will show
A what kind of benefits a merger can lead to.
B how the national context affects the way a company is run.
C how long it will take for a company culture to develop.
D what changes companies should make before a merger takes
place.
PART FOUR
Questions 19-33
•Read the article below about a bank with a
reputation for excellence.
• Choose the best word to fill each gap from A, B, C or D on
the opposite page.
• For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.
•There is an example at the
beginning, (0).
The bank with
ideas
With several hundred years of history behind it, the APL Bank has few problems in (0) B businesses that it is a reputable and secure (19) of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to (20) their changing needs in the 21st century.
Based in London, APL offers banking services to businesses throughout the UK via its branch (21) . Most customer service provision is (22) out by personal account managers based in local branches, together with (23) staff at company
headqua
rters.
An important (24) for APL has been to make it easy for customers to (25) ............ business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the
‘account contact' and (26) with the customer during
the manager’s (27) . In addition, for those who want (28) to their bank at any time of day or night there is now a 24-hour
phone-based service.
In order to remain competitive and build customer loyalty, the
bank guarantees to turn around urgent loan (29) within 24
hours. This focus on the customer has also been a driving (30) in APL’s recruitment and development policy. For example, newly
inducted staff (31) a ‘custo mer service review' to find
out what it is like to be on the other side of the desk, asking to
borrow money.
Together, these (32) in banking have achieved
excellent results. The customer (33) is growing fast,
and last year the bank gained 36,000 new business accounts.
1
A
B
C
D giver 2 A
B reach
C meet
D assist 2 A system B web C grid D network 2 A taken B C D put
2 A aid B C D backing 2 A B C
D scheme 2 A do B run C make D have 2 A copes B C D deals
2 A
B C D retirement 2 A access B C D opening 2 A
B C
D orders 3 A power B C force D pressure 3 A take B go C set D put up
3 A
B
C D modernisations 3
3
A source
B base
C centre
D foundation
PART FIVE Questions 34-45
• Read the text below about expenses claims.
• In most of the lines (34-45) there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
• If a line is correct, write CORRECT on your Answer Sheet.
• If there is an extra word in the line, write the extra word in CAPITAL LETTERS
O
V
E
R
Dealing With Expenses
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0 Most companies use forms or spreadsheets to process travel and entertainment
0 expenses claims. As a result, it can be difficult to control over spending across the
34 organisation, and unfortunately when data often needs to be
processed again and entered
35 into the firm’s other such accounting systems. One solution is an automated
expenses
36 management system. But if there are various measures you can implement to make
37 your existing procedures more efficient. Firstly, try
ensure that all expenses claims are
38 independently been authorised. Who approves senior
m anagers’ claims, for
example?
39 Don’t waste time for reviewing all expenses claims; only look in detail at a sample,
but
40
egularlyupdatethefirm’sexpensespo|icy,andquerywithallclaimsthatfallout sideit.You
41 should also avoid duplicating effort; if line managers
check expenses, there is little point
42 in the accounts department are doing so. You could try
to cut down on cash advances and
43 corporate credit cards; making staff to use their own credit cards encourages them
44 to submit claims on time. It is also a good idea to identify
and remind staff who do not
45 submit or approve claims promptly. Finally, aim to recharge every expenses to
customers where your business model allows.
WRITING 45 minutes
PART ONE
• Your department needs to employ some temporary staff.
• Write an email to the Human Resources Manager:
• saying how many staff you need and giving the date you want them to start
• explaining why you need them
• stating what skills they should have.
PART TWO
• You are the manager of Arvon Industrial Park and you have just received the letter below from FNT Ltd, a potential customer.
• Look at the information below, on which you have already made some handwritten
n example of service offered
Arvon Industrial
Park
Units between 1000 m 2 and
3000 m 2
Short or long-term rental contracts
Competitive prices
Contact
ArvonIP@ for further information
Explain benefits of long-term rental
吉林工商学院教案（首页）
LISTENING 40 minutes (including
10 minutes’ transfer time)
PART ONE
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 forms below.
• After you have listened once, replay each recording.
Conversation One
(Questions 1-4)
• Look at the note below.
• You will hear a woman discussing production problems with her boss..
MEETING
NOTES
Cost of (1) have increased.
Some of our (2) have sighed exclusive contracts with suppliers.
No time to discuss problems at (3) meeting.
Product quality problems due to lack of suitably trained (4)
Conversation Two
(Questions 1-4)
• Look at the notes below.
•You will hear a woman phoning her company’s legal department about employment contracts.
Phone Message for Simon
Smith
Emma Paynton has a query about contracts for new
(5) ........................................................ .
She needs t o know the maximum length allowed for a
(6) .............................................................. .. .
Also. if
(7) ..........................................................is
required, can she include it in the hourly rate?
Could you check a contract from a new
(8) .................................................... ?
Conversation Three
(Questions 9-12)
• Look at the notes below.
•You will hear two colleagues discussing what to include in their company’s
newsletter.
NEXT MONTH'S
NEWSLETTER
What to include:
Decision to introduce (9) for
all staff.
Positive feedback on the new models shown at (10)
las t month.
Board are coming to final decision on the (11) of G and Q.
N.B. Need to reassure staff that no (12) will be necessary.
PART TWO
Questions 13-22
Section One
(Questions 13-17)
• You will hear five short recordings.
•For each recording, decide what opinion the speaker has about the company they work for.
• 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.
13 A The after-sales service is poor.
B The company brochure should be updated.
14 C More money should be
invested in research and development.
15
D Employment contracts should be standardised.
16 E A member of staff should be dismissed.
F Some new trainees should be recruited.
17
G The company insurance provision is not sufficient.
H Product delivery agreements need to be
clearer.
Section Two
(Questions 18-22)
• You will hear another five recordings.
• For each recording, decide what the speaker is trying to do.
• 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.
18 A to place a repeat order
B to query an
invoice
19 C to accept a quotation
D to confirm an appointment
20
E to enquire about a change
21 F to ask for a refund
G to book a conference venue
22
H to arrange a demonstration
PART Three
Questions 23-30
•You will hear an insurance salesman, Dan, talking to a friend, Helen, about the appraisal interview he has just had.
• For each question (23-30), mark one letter (A, B or C) for the correct answer.
• After you have listened once, replay the recording.
23 What does Dan say about his appraisal interview?
A He learned more from it than he had expected.
B His line manager now understands him better than before.
C He got a clearer idea of his future direction in the company.
24 Dan took a step down to his present job because he
A found management too difficult.
B wanted to spend less time at work.
C missed the contact with customers.
25 What reaction from other people to his change of job does he mention?
A Some employees from his previous company moved with him.
B His present colleagues are suspicious of his motives.
C Some people assume that he wants to change jobs again.
26 According to Dan, one of his strengths is his
A knowledge of insurance.
B computer skills.
C ability to memorise details.
27 According to Dan, a disadvantage of working with customers is having to
A stay patient with people who are slow to make decisions.
B seem friendly towards people that he doesn’t like.
C make complex policies easy to understand.
28 Dan’s line manager has agreed to change Dan’s
A work base.
B basic salary.
C working hours.
29 Dan’s idea for developing sales is to
A allow sales reps to visit any part of the country.
B reward customers for giving leads to new business.
C increase the amount of advertising.
30 In Dan’s opinion, his line manager is good at
A motivating her staff.
B managing her time.
C listening to her staff.
You now have 10 minutes to transfer your answers to your Answer Sheet.
SPEAKING 14minutes
SAMPLE SPEAKING TASKS
PART
ONE
In this part, the interlocutor asks questions to each of
the candidates in turn. You have to give information about
yourself and express personal opinions. PART TWO
In this part of the test, you are asked to give a short talk on e business topic. You have
to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.
A: What is important when . . . ?
Aiming to keep good staff
• Promotion opportunities
• Salaries
•
•
B: What is important when…?
Organising a conference
• Conference speakers
• Facilities at conference centre
•
•
C: What is important when . . . ?
Producing a
marketing plan
• Identifying target customers
• Setting a budget
•
•
PART
THREE
In this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.
For two candidates
吉林工商学院教案（首页）
Sales Managers Conference
Your company is organising a conference for the sales managers working in its offices around the world. You have been asked to help plan the conference.
Discuss the situation together, and decide:
• what information you will need to send to the sales managers before the conference
• what activities you could organise to help people to get to know each other better.
For three
candidates
Sales Managers Conference
Your company is organising a conference for the sales managers working in its ofiices around the world. You have been asked to help plan the conference.
Discuss the situation together, and decide:
• what information you will need to send to the sales managers before the conference
• what activities you could organise to help people to get to know each other better
• whether to invite a guest speaker to give a talk.
Follow-on questions
• Do you think a company benefits from holding conferences for its employees? (Why? / Why not?)
• Do you think you would enjoy going to a conference? (Why? / Why not?)
• How important is location to the success of a conference? (Why? / Why not?)
• Could it be a problem if several managers in a company are away at conferences at the same time? (Why? /Why not?)
• Should a company stop sending staff to conferences if it is having financial
difficulties? (Why? / Why not?)
•Apart from having conferences, what other ways can companies encourage teamwork among their employees? (Why?)
KEY
Test 4 Reading
Part1
1B 2A 3D 4B 5C 6B 7D
Part2
8B 9A 10F 11E 12C Part3
剑桥BEC 真题集中级第三辑Test 4
1 3 C
1
4 A
1
5 D
1
6 D
1
7 B
18 B
1 9 C
2
2
0 C
2
2
1 D
2
2
2 C
2
2
3 B
2
P
34 WHEN
38 BEEN
41 CORRECT 35 SUCH
39 FOR
42 ARE
45 EVERY
36 IF
40
WITH
43 TO
37
TRY
Test 4
Writing
P
art 1
Samp
le A
As you know, we always have increasing number of orders before Christmas. I need t0 hire 3 people for two weeks for packaging. I d0n’t require any specific skills. I need them by the end of the next week at latest.
Reg
ards.
Anja
Vinogradova
Ba
nd 5
All the content points are covered and there is evidence of a wide range of vocabulary and good language control. The email is clear and concise and the register is appropriate.
Samp
吉林工商学院教案（首页）
le B
To: Human Resources
Manager
From:
Cao Hui
As the company’s expanding sales, you know it is not enough for 5 people in our department. We need 10 temporary staff to finish the more and more deal in our department. I wish the new staff has the “o ffice", "0rac le”skills and basic English skills. We prefer to the exercise people. If they can come to work by the next month, it is very find.
Thank
you.
Ba
nd 2
Whilst all the content points have been addressed, the message is not clearly conveyed
吉林工商学院教案（首页）
due to the frequent errors which distract the reader. At times, the register of the email is not entirely appropriate.
P
art 2
Samp
le C
Dear
Sirs
With reference to your letter dated 18 October 2004 concerning rental for a new factory unit suitable.
I am writing to inform you that our company, Arvon Industrial Park will meet your need. Firstly, our park is located immediately to the high way. The transportations here are very convenient. There is also a railway station around. Secondly, our industrial park offers 24-hours security services and auto fire-resistant system. Thirdly, we have enough parking places for staff parking, which can accommodate 300 cars. Furthermore, our electricity facilities were improved last year. Now we can offer whole day electricity supply. Finally I would like to tell you that if you have long-term rental with us, we will provide you with 10 percent discount for the first two year s’ rental.
I do hope we can be your supplier in the future, please contact us at our earliest convenience.
Yours
faithfully
Ba
nd 4
The letter addresses all the content points and these are expanded upon appropriately. The register and format are consistently appropriate and the content is well organised. Good language control is demonstrated, and a wide range of vocabulary and grammar structures is used.
Samp
le D
Thank you for your interest in renting a unit at
our Industrial Park.
I am sure, that Arvon Industrial Park is the right choice for you as it’s very close to the airport and the city centre. The railway station is also nearby. The access to the Motorway is only 200m away.。