新编剑桥商务英语高级学生用书听力

I've just moved from a company with a very strict hierarchy to a fast-growing software company and it's been hard coming to terms with the changes. I mean, don't get me wrong, I enjoy my new job a lot more. I have a lot more responsibility now and everything's done in project teams and managed by objectives. The one thing I do miss however, is that now, once a project's running, the team's pretty much on its own and left to solve any problems by itself. Before, there was always a superior I could turn to for help, and to be honest, I'd be much happier if that were still the case. Especially when you're starting a new job, having someone to talk to can make things a lot easier.I produce technical documents, you know, user's manuals and that sort of thing nothing creative, I'm afraid. Our team's responsible for its own work schedules. And as long as everything's finished before the machine's shipped, it's up to us when we do it. So you'd think with e-mail and everything, we'd all be able to work from home or come and go as we please but that's not the case. Unfortunately, it's a very conservative company so everyone's still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can't imagine anything else being possible.I'm an IT consultant and I'm working for a small leisure group on a one-year contract. So I'm travelling around Europe a lot, which I know sounds very glamorous, but it's just a case of jetting in, fixing a hotel's computer and then jetting out again. It also mean I'm on call and work very … shall we say ‘flexible' hours, including many weekends. Oh and I'm also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it's definitely the social side of my job I'd like to improve.Well, I'm a temp and I'm working as a PA for a law firm in London just now. It's a medium-sized firm that's growth quickly so its organisation is very much like that of a smaller company. OK, I know it's unreasonable to expect a definite job description I mean, if something needs doing, then I think whoever's available should do it. But I'm already responsible for managing the diaries and correspondence of two senior managers, so when the telephone's ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done.I work for the UK subsidiary of a Japanese company and it's very Japanese in terms of the way it's run. I've just got a new boss, who's come over from Japan. We seem to be getting on pretty well at the moment he always has time for me and gives me lots of support. The only thing is, I don't really have a huge say in what I do which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don't mind. It's just that I always have to consult him before I can make even the smallest alteration to any job of any sort.I = Interviewer N = NeilI So, Neil, why did BT decide to introduce Options 2000?N Well, we started looking at flexible working back in 1993. And subsequent staff surveys showed that 96 per cent of our office-based staff wanted to work at home two or three days a week. We thought about how we could respond to this and soon realised that flexible working was very much a win-win-win situation. It's a win for technology, using our own products and practicing what we preach. And of course, it reduces BT's office space and cuts costs. But I think the real driver for change was accepting that our people wanted to work differently.I Right. And how many of them will actually end up working from home?N Our target's 10,000 by the end of the year.I 10,000!N Yes, that's out of about 55,000 office-based staff.I And what effect has this had on company structure?N Well, the company's been organised around business units for some time now. It used to be very much departmentalised, with work being done in series, you know, passed from one department to the next. But product life cycles are a lot shorter nowadays for the Internet, say, it's less than 6 months even. So people come together for a specific purpose and then go off to join new projects when the job's done.I So, these organisational changes must have had quite an effect on BT's culture.N Well, as I said, we've been developing a project-oriented culture. So, people now are paid for what they actually do and not for sitting at a desk from nine to five. But the really fundamental change is that we've become a lot more collaborative, both internally and in our dealings with partners and clients. And people are, of course, now getting used to working on several teams at once, which means they tend to get a lot more variety in their work as well.I Yes. And how about the technology? How do you help your teleworkers cope with it?N Well, people working from home have, I suppose, had to become more independent about coping with technology. But our corporate intranet is the largest in Europe and we've invested a lot of time and money in making sure there's enough on-line support for anyone using it. Oh, and there is some trainingavailable, of course.I And what's been the impact so far?N Well, it's difficult to say whether productivity's risen or not. But surveys show that since people have had access to work 24 hours a day, they've been working a lot longer days. In fact, we've just implemented a new training programme to help managers recognise this and deal with the situation. Because although some people might produce their best work under this kind of pressure, it's certainly not the case for everyone.I Was that one of the challenges when implementing the programme?N Yes, as was getting the general concept over. We've also had to adapt to the diversity of our flexible workers. It's not unusual, say, for 400 of them to be on the intranet at midnight.I Midnight? N Yes. I So, what happens when these people need stationery or when their computer crashes?N We've had to develop 24-hours, 365-day-a-year support services. I'd say that was probably our toughest challenge, actually.I And how have people adapted to working in these virtual teams?N Well, so far, very well. New teams usually meet at the start of a project. Of course, you can always find out about the other team members on the company intranet even before you meet them. After the first meeting, most communication is then done by e-mail, so we've had to work out guidelines on how to use e-mail, so we've had to work out guidelines on how to use e-mail more effectively. At the start we experienced some difficulties with people circulating far too much irrelevant information. And, of course, there's always one or two people who resist any form of change whatsoever.I And finally, how do you see the future of the office itself?N Well, I think flexible working's bound to increase but there'll always be a place for the office. There'll always be a need for face-to-face contact because even teams working remotely still need to get together every now and again to refocus. Being tied to the desk, however, is history. In future, mobile personal information systems will have all the tools we need for our jobs. The days of putting bits of paper in drawers are definitely numbered, I'm afraid.新编剑桥商务英语高级学生用书Unit 2AR = Richard K = KatieR Now, Internet stocks. They were going through the roof earlier this year until they ran into their recent difficulties. So the question is: has the bubble finally burst? Our technology correspondent Katie Johnson joins me in the studio. So Katie, first of all, what drove these prices up so high in the first place?K Well, all the hype about the Internet would have attracted some investors looking for a quick profit but I think the real driving force has been the fact that demand has far exceeded a limited supply. There were only a handful of Internet share offers last year, so opportunities to jump onto the Internet bandwagon have been very limited.R And all this is despite the fact they're far from what you'd call a safe investment.K Absolutely, yes.R But what about good old profits? Do they match the performance of the share prices?K Well, this is what's so fascinating. Take , for example, the Internet bookseller. They have a market value of $18bn, turnover in excess of $1bn, and yet they haven't even reached the break-even point. Apart from a couple of companies, such as Yahoo! And America Online, most of them are a long long way away from making any kind of profit whatsoever, never mind the huge profits everyone's hoping for.R So why on earth is everyone so keen to invest in them?K Well they're very trendy, and of course there's always the brand factor, which is another reason. Companies like Yahoo! And America Online now enjoy incredibly high brand awareness. But the real attraction is the tremendous potential for future revenue, particularly from advertising. Yahoo! Already has 144 million page hits a day and nearly 2,000 advertisers. And with Internet usage expected to double within five years, advertising spending is bound to increase.R But then how do analysts value these companies?K Well, it's not easy. They have few assets in the traditional sense and they all show phenomenal growth in terms of turnover, so analysts are having to rely on alternative yardsticks to compare them.R Such as?K Such as things like audience reach. Lycos, another search engine like Yahoo!, saw its shares jump by more than a third recently when figures came out saying it reached 45 per cent of all home Internet users.R So, let's turn to the recent collapse in these share prices. Has the bubble finally burst?K Well, we were due a sell-off, so it's not surprising that shareholders took advantage of the recent sharp rises. But I think what's really depressed prices is the flood of Internet companies that have floated recently and saturated the market with their hares. It seems that supply and demand are now leveling out. In fact, several companies have even seen their shares slide below the offer price. So, yes, enthusiasm does seem to be cooling.R Well, it seems to me that anyone investing in Internet shares is in for a bit of a rollercoaster ride. So just why I the market so volatile?K Well, it's a very young market, don't forget. And many companies have been listed for only a couple of months. Also, a lot of people who invest in these stocks actually use the Internet to trade on-line. Without the broker's commission, they can afford to buy in and out of stocks several times a day. This makes the market very sensitive to any breaking news. And I think it's this responsiveness which makes it so volatile.R So, Katie, the big question. What's the market going to do next?K Well, Richard, that's the million dollar question, isn't it? Some of the prices being paid do reflect the value of these companies so I can't really see prices falling much more. And although confidence will return, enthusiasm is cooling so don't expect to see prices soaring in the near future.R So how do you see the future for companies in this sector?K Well, I think the sector's going to see lots of consolidation activity as the bigger players look to buy talent and market share. Lycos, for example, has just acquired HotBot, one of its rivals. We'll also see one or two large established non-Internet companies looking to enter the market. The giant German publisher Bertelsmann, for example, has just entered into a joint venture with US bookseller Barnes and Noble to challenge Amazon's dominance on the Net. And if the Internet continues to grow like it is, then a few of these companies are bound to see substantial returns on their investments.新编剑桥商务英语高级学生用书Unit 2BGood afternoon, ladies and gentlemen. I'm Steve Brown from the Zeneca Public Affairs Department. I'm here today to tell you a little bit more about the merger between Zeneca and the Swedish pharmaceuticals company Astra. So, first of all, the boards of Astra and Zeneca have announced that there is to be an all-share merger of the two companies. The new company will be called AstraZeneca. I'll begin by going through the rationale for the merger and listing some of its benefits. Then I'll go on to give some details about the new board and talk about the financial effects of the merger. And finally, I'll give a brief summary of the terms, including details about dividends and so on.The merger is a natural step for both partners as they both share the same science-based culture as well as a common vision concerning the future of the industry. The benefits of this move are many. To begin with, the merged group will have an enhanced ability to create long-term growth and increased value for its shareholders. Furthermore, it'll be able to deliver the full potential of its existing and future products through the joint strength and worldwide presence of its global sales and marketing operations. In fact, based on the joint pharmaceutical sales for last year, the AstraZeneca group will be the third largest pharmaceutical company in the world.The combined strength of the two R&D functions will also ensure an excellent basis for innovation-led growth. With a combined R&D spend of nearly $2bn, AstraZeneca will one of the largest R&D organizations in the world, which will mean that the company will also be of great interest to academic institutions and biotech companies seeking partners for their research programmes.At a strategic level, management is hoping that the merger will create sizeable operational efficiencies by restructuring areas of duplication. It has been calculated that synergies resulting from the merger could lead to cost reductions of over a billion dollars within the next three years. Although this sounds like a somewhat optimistic figure, we are quite confident that it can be achieved through streamlining the workforce, particularly in areas like administration and a restructuring of the two sales operations.Moving on to the board now, the board of AstraZeneca will be drawn equally from the two companies, with Tom McKillop, the Chief Executive, running the company along with his executive team. The board will be headed by Percy Barnevik, the non-executive Chairman, whose job it will be to check that strategy and policy are periodically reviewed and agreement is maintained. The two deputy Chairmen, Sir David Barnes and Hakan Mogren, both have extensive experience of the pharmaceutical industry and business in general. They will be available to advise and support the Chief Executive as necessary.新编剑桥商务英语中级学生用书Unit3B Cash FlowB:so,steve,how ‘s the cash flow situation ?any better?St:not really,no.the more we sell ,the less cash we seem to have.B:yes,I know.it’s called over-trading.you’re going to have to figure our a quicker way of turning those sales into cash.St:but now ,Barbara?that’s the question.B:well,did you think any more about offering early settlement discountSt:oh,yeah,we talked to most of our customers about it.they sounded quite interested.it seems that if we offered a 1%dicount .about half our customers would pay in ten days.B:well,that would make a big difference to cash flow.St:but if we offer 2%,three quarters of our customers will pay within ten days B:that’s great.so why don’t you do it?St:oh come on,Barbara.our margins are small enough already.i don’t see how we can afford to offer discounts.if we gave a 2%discount ,we’d lose thousands of dollars every year.B:do you know how much exactly?St:well ,on average monthly sales of $25,000,it’d cost us over four and a half thousand a year.B:what if you offered 1% and half your customers used it?St:well.that’d cost us about 1,500 a year.that’s a lot of money.barbara.B:but don’t forget your fianancing costs.steve.financing your cash flow gap means you’re paying the bank almost $3000 a year in interests.i worked out that if you offered the 1%discount ,you’d save almost a thousand on financing costs. St:so that you’re saying is the real cost of the discount would only be $500 more?B:that’s right.and your cashi flow for the month would increase by over $8000.and with the 2%discount ,you’d have an extra 16000 a month.St:wow.that much?we could really use that extra cash.steve.B:hmm.i still think 2% is too much.St:then why don’t we offer 1%?B:mmm Barbara?St:well,it’s not my decision.but if I were you steve.i’d really think very seriously about offering an early settlement discount.B:ok.ok .i get the point.if it really can make that big difference .we’ll give it a try.新编剑桥商务英语高级学生用书Unit 6AI = Interviewer G = Goran NilssonI And now to IKEA. The Swedish furniture retailer has just reported turnover of 56 billion Swedish kroner from its 150 stores worldwide. Now, IKEA puts its success down to corporate culture. So with me today to explain the secret of IKEA's culture is Managing Director of IKEA UK, Goran Nilsson. Good morning, Mr. Nilsson.G Good morning.I Now is every IKEA store really exactly the same?G Well, in terms of culture they're pretty well uniform. Although our culture will naturally bond with the local culture to some extent, our core values such as simplicity and cost-consciousness are valid in all cultures. So we don't need to adapt the way we operate to run our stores. And as for products, although we make some minor adaptations to suit local tastes, we produce exactly the same catalogue in all 28 countries.I And where do these values originate?G It all goes back to Sweden in the 50s and 60s. IKEA's founder, Ingvar Kamprad, started the company at a time of democratic and social change …I Are IKEA's values those of its founder, then?G Well, they have evolved over the last 57 years, of course, but I think our mission statement 'A better life for the majority of people's still very much reflects the spirit of those early years. Having said that though, I think Ingvar's ability to relate to a co-worker in China today would be pretty limited, thought.I You mentioned China. How does IKEA cope with such diversity amongst its employees?G Well, funnily enough, I've been working for IKEA for 15 years in Sweden, Italy, Canada, the USA and what's struck me most is how much we have in common. People may interpret certain concepts such as responsibility and freedom differently but our core values such as humbleness exist in every country.I So, what are the advantages of such a strong corporate culture?G They're tremendous. For one, there's a real bond between our operations around the world. It's easy to transfer across borders because you know the values will be exactly the same. And from a marketing and positioning point of view it's very advantageous as well. But the real pay-off is that it makes IKEA unique. You can clone our products and our store concept but not our culture. It takes years to build and it has to be maintained daily.I But how do you educate 40,000 workers?G We begin by making sure people understand the values. That's why the IKEA Way seminars are so vital. All managers attend them and then it's their responsibility to pass the message on. Corporate culture also figures in meetings …I Do you use educational videos and brochures as well?G Videos and brochures are helpful tools but only if used in conjunction with 'walking the talk' and discussing values with management. We have various initiatives which regularly provide co-workers with the opportunity to participate and contribute to these discussions.I So, does culture affect IKEA's recruitment process?G It has a major impact. Although it's important for us to get highly-skilled people into the company, we're not interested if there's a conflict of value systems. Anyone expecting a flash car or status symbols has no future with us. Recruitment at IKEA's an extensive process, based on judgements about a candidate's value systems and attributes. We can add retail skills, no problem, but it's tough to change someone's mindset.I Does that go for career advancement too?G Yes, it does.I So Swedish managers will always have more chance of promotion then?G We find that many Scandinavians identify more easily with our culture but there is no written or unwritten rule concerning the nationality of senior managers. It would be impossible, however, for anyone to advance within IKEA without wholly understanding and buying into the company's philosophy and culture. So managers are encouraged to visit Sweden and learn the language etc. and management inductions include at least one week in Almhult, where the company began.I And finally, Ingvar Kamprad stepped down as President in the mid-80s, replaced by Anders Moberg. What effect did this have on the development of IKEA's culture?G Both Moberg and our current Chief Executive, Anders Dahlvig, worked closely with Kamprad for many years and have a deep knowledge and understanding of Kamprad's original vision and philosophy. Naturally, IKEA is different today than it was 10 years ago, primarily because it is three times bigger and has entered many more diverse and challenging markets. But our values and mission to provide quality,affordable products for the majority of people remain very much in situ.。

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。

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.。

bec中级教材听力原文(正文)Unit 1: Hello, Nice to Meet YouPart A: Listening and Speaking[Scene: A classroom at a language school.]Instructor: Good morning, everyone! Welcome to the language school. My name is Mr. Johnson. I will be your instructor for this English course. Let's start by introducing ourselves. I will call out your names one by one, and please tell us your name and where you are from.Student 1: My name is Li Mei, and I'm from China.Student 2: I'm John Smith, and I'm from the United States.Student 3: Hi, I'm Maria Garcia. I'm from Spain.Instructor: Great! It's wonderful to have students from different countries. Now, let's move on to the next activity.Part B: Vocabulary and Expressions[Scene: A coffee shop.]Customer: Excuse me, can I have a menu, please?Waiter: Of course, here is the menu. What would you like to order?Customer: I'll have a cappuccino and a slice of cheesecake, please.Waiter: Anything else?Customer: No, that's all. Thank you.Part C: Listening Comprehension[Scene: A hotel front desk.]Receptionist: Welcome to the Ivory Hotel. How may I assist you?Guest: Hi, I have a reservation. My name is Peter Johnson.Receptionist: Let me check. Yes, Mr. Johnson, we have a room reserved for you. Here is your key. Enjoy your stay!Guest: Thank you. Can you also recommend some local attractions or restaurants?Receptionist: Sure! There's a famous museum just a few blocks away, and a great seafood restaurant on the waterfront. I can give you a map with all the information.Part D: Speaking Practice[Scene: Two friends talking about their weekend plans.]Friend 1: Hey, what are you doing this weekend?Friend 2: I'm not sure yet. Do you have any ideas?Friend 1: How about going hiking? There's a beautiful trail in the mountains.Friend 2: That sounds fun! Let's do it.Friend 1: Great! I'll pick you up on Saturday morning.Unit 2: Daily RoutinesPart A: Listening and Speaking[Scene: A conversation between two roommates.]Roommate 1: What time do you usually wake up in the morning?Roommate 2: I usually wake up at around 7:00 am. How about you?Roommate 1: I'm an early riser. I wake up at 5:30 am every day.Roommate 2: Wow, that's early! Do you have a morning routine?Roommate 1: Yes, I like to exercise and have breakfast before starting my day.Part B: Vocabulary and Expressions[Scene: A kitchen.]Person 1: Can you please pass me the sugar?Person 2: Sure, here you go.Person 1: Thanks. I also need some salt and pepper.Person 2: Here are the salt and pepper shakers. Is there anything else you need?Part C: Listening Comprehension[Scene: A radio interview with a famous chef.]Interviewer: How did you become interested in cooking?Chef: Well, it all started when I was a child. I used to watch my grandmother cook, and I was fascinated by the process. I started experimenting with different recipes and fell in love with the art of cooking.Interviewer: What is your daily routine as a chef?Chef: My day usually starts early in the morning. I go to the market to buy fresh ingredients, then spend the rest of the day in the kitchen, preparing meals for the restaurant. It's a busy but rewarding job.Part D: Speaking Practice[Scene: Two friends discussing their evening routines.]Friend 1: What do you usually do in the evenings?Friend 2: After work, I like to relax and watch TV. Sometimes I also cook dinner.Friend 1: That sounds nice. I usually go to the gym in the evenings.Friend 2: That's a healthy routine. I should try to incorporate some exercise into my evenings too.(Note: The above text is a sample response to the requested article. The content may not be an actual transcription of a specific BEC intermediate textbook listening exercise.)。

新编剑桥商务英语（⾼级）第三版1.2-1.31.2Asking and answering questionAn environmental accidentThe Daily ReporterTankerGrounded200 tonnes of oil leak into sea1 .Following this news announcement a journalist interviews a spokesperson from the company that owns the tanker. Listen to the interview.1 What caused the accident?2 How many accidents has the ship been involved in?3 Does the spokesperson come out of it well?2Complete the questions the journalist asks.1 how this happened?2this isn't the first time this particular ship has been in an accident3And to do to limit the damage?4 this kind of accident is acceptable?5 It's a PR disaster for your company,Indirect questions3 Look at exercise 2. Study the structure of the indirect questions in sentences 1 and 4,and the tag questions in sentences 2 and 5.4 Convert the following questions into indirect questions.0 How many years' experience do you have in customer service?Can you tell me how many years' experience you have in customer Service?1 Where have you worked before?I'd be interested to know2 Are you an ambitious person?Would you say3 Have you gone as far as you can in your present job?Do you think ?4 Who are our main customers?Do you know ?5Convert the following questions into tag questions.0 Are you interested in a full⼀time job?You're interested in a full-time job ,are not you?1 Are you married?2 Can't you start tomorrow"?3 have you only worked for smaller companies?4 Did you manage to find our offices easily'?5 Is this your first real job?6 Would you be able to work part-time?A job interview6 How would you feel if you were asked these questions? How would you reply?1 Can you tell me why you think you'll be good at this job?2 Why should I employ you?3 You don't have much experience in this field, do you?4 You've taken quite a lot of time out from work .Why is that?5 You are quite a quietly-spoken person. Do you have trouble asserting yourself?G Now, your last job. Did you choose to leave?7 And what do you know about our company?8 So tell me what you did yesterday.7 Work with a partner. Each choose one of the following jobs to be interviewed for. Prepare five questions each and then lake it in turns to adopt the role of interviewer and interviewee. Try to put your interviewee `on the spot: firefighter restaurant manager web designerfundraiser for local sports club trainee investment advisor1.3Reading Test: Introduction andPart OneThe Reading Test has six parts, in which there are a total of 52 questions, and Lasts one hour. It carries 25% of the total marks. The texts are all business-related and vary between 150 and 500 words in length. Each part tests a particular reading skill or understanding of language structure.In the exam, you have an hour to read over 2,000 words, so try to develop your reading speed. The only way to do this is to practise:.Read English business texts, e g Time, Newsweek..Get your news from English Internet sites, e g the BBC, CNN.Part Text tune Skill focus Task1 Single text or 5 Beading for global meaning; Matching summariesshort texts (450 summarising to each section of textwords2 Single text (460- heading for detail; Inserting missing500 words) understanding structure sentences into text3 Single text(500- Reading for general meaning 4-part multiple choice600 words) and specific detail comprehension question 4 Single text (250 Understanding meaning and Gap-fill; multiple words) grammar of individual words choice (4-choice)5 Single text (250 finding missing words to Open gap-fill onewords} give meaning and cohesion Word per gap)6 Single teat (150- understanding grammatical Identifying incorrect of200 words) structure unnecessary words Past OnePart One is a test of reading for gist or global meaning. five texts or sections have to be matched to live sentences that summariese the general view being expressed in each. Follow these steps·Read the instructions twice and make sure you understand the context of the passages) and what you are being asked to do. .Do not read the summaries first.·Bearing in mind what general information you are looking for, read the first text }umlthen try to summarise, in your head, the general view it expresses.·Now read the summaries and lind the one chat matches your own mental summary. ·repeat this procedure for each of the other four texts.summarising1 Write a one-sentence summary for this passage. Compare your answer with your partner.I favour a direct approach to interviewing where the questions really put the candidate under pressure and test their reactions. If you look at manuals on interviewing technique, you'll find that most advise you first to make the candidate feel at ease, and then to ask open-ended questions that give them the freedom to tall; and express themselves as they would like. But I think we're being far too nice here. By allowing people to dictate the direction of the interview, we run the risk of not discovering who they really are and wasting everyone's time.2 Following the approach described above, do this Reading Test Part One. Give yourself about twelve minutes.PART ONEQuestions 1-8. Look at the sentences below and at the five extracts from an article on employee motivation..Match each statement 1-8 to one of the extracts (A, B, C, D or E)..you will need to use some of the letters more than once..There is an example at the beginning (0).Example:1Job satisfaction is the key to an employee's motivation. D1 Companies usually try to motivate employees with extra payment or verbal praise.。

bec商务英语考试用书教材推荐商务英语考试是大家都比较关心的一门考试，那么你知道它该选择什么考试教材最好吗？来看看吧。

剑桥商务英语考试教材(指定教材+辅导教材)学习资料(指定教材、辅导教材、真题集)1.指定教材：BEC初级：《新编剑桥商务英语学生用书(初级)(Pass Cambridge BEC Preliminary Student book)(第二版)》，定价：40.00元;《新编剑桥商务英语(学生用带)(初级)(Pass Cambridge BEC Preliminary)(第二版)》，定价：15.00元;《新编剑桥商务英语教师用书(初级)(Pass Cambridge BEC Preliminary Teacher’s Guide)(第二版)》，定价：45.00元;《新编剑桥商务英语练习册(初级)(Pass Cambridge BEC Preliminary Workbook)(第二版)》，定价：20.00元。

BEC 中级：《新编剑桥商务英语学生用书(中级)(Pass Cambridge BEC Vantage Student book)(第二版)》，定价：43.00元;《新编剑桥商务英语(学生用带)(中级)(Pass Cambridge BEC Vantage)(第二版)》，定价：15.00元;《新编剑桥商务英语教师用书(中级)(Pass Cambridge BEC Vantage Teacher’s Guide)(第二版)》，定价：38.00元;《新编剑桥商务英语练习册(中级)(Pass Cambridge BEC Vantage Workbook)(第二版)》，定价：20.00元。

BEC高级：《新编剑桥商务英语学生用书(高级)(Pass Cambridge BEC Higher Student book)(第二版)》，定价：40.00元;《新编剑桥商务英语(学生用带)(高级)(Pass Cambridge BEC Higher)(第二版)》，定价：15.00元;《新编剑桥商务英语教师用书(高级)(Pass Cambridge BEC Higher T eacher’s Guide)(第二版)》，定价：50.00元;《新编剑桥商务英语练习册(高级)(Pass Cambridge BEC Higher Workbook)(第二版)》，定价：20.00元。

bec商务英语高级第三版修订版学生用书听力原文In today's globalized business environment, effective communication in English is indispensable for professionals across various industries. The ability to understand and communicate in Business English is particularly crucial for individuals seeking success in international markets. This article will delve into the importance of Business English proficiency and explore how it enhances professional opportunities and facilitates intercultural communication.Firstly, proficiency in Business English enables individuals to engage confidently in international business transactions. Whether negotiating contracts, conducting presentations, or participating in meetings, fluency in English empowers professionals to express their ideas clearly and persuasively. Moreover, it fosters trust and credibility with international partners, as effective communication minimizes misunderstandings and ensures alignment of objectives.Furthermore, Business English proficiency opens doors to a wealth of career opportunities in multinational corporations and globalized industries. In today's interconnected world, companies actively seek candidates who possess strong English language skills to navigate diverse work environments and engage with stakeholders worldwide. From marketing and sales to finance and human resources, proficiency in Business English is a valuable asset that enhances employability and promotes career advancement.Additionally, mastering Business English enhances cultural competence and fosters cross-cultural collaboration. Language serves as a gateway to understanding cultural nuances and fostering meaningful connections with colleagues and clients from different backgrounds. By honing their English language skills, professionals demonstrate respect for cultural diversity and create inclusive work environments where ideas can flourish across borders.Moreover, Business English proficiency equips individuals with the ability to access a wealth of resources and knowledge in the global marketplace. From industry reports and market analyses to online forums and professional networks, English-language materials offer valuable insights and opportunities for learning and professional development. By leveraging these resources, professionals can stay abreast of industry trends, expand their expertise, and remain competitive in the global arena.Furthermore, proficiency in Business English enhances adaptability and resilience in an ever-evolving business landscape. In an era of rapid technological advancement and economic uncertainty, effective communication skills are essential for navigating change and seizing new opportunities. By mastering Business English, professionals can communicate confidently in diverse situations, whether adapting to remote work environments, collaborating across time zones, or capitalizing on emerging market trends.In conclusion, proficiency in Business English is paramount for success in today's globalized business landscape. From facilitating international transactions to unlocking career opportunities and fostering cross-cultural understanding, fluency in English empowers professionals to thrive in diverse and dynamic environments. By investing in language learning and honing their communication skills, individuals can broaden their horizons, expand their networks, and achieve their professional aspirations on a global scale.。

The art of sellingSelling1What do these quotations suggest are the qualities of a successful salesmen?‘Your attitude, not your aptitude, will determine your altitude.’'People don't buy for logical reason. They buy for emotional reasons.''Failure is a detour, not a dead-end street’.'People often say that motivation doesn't last. Well, neither does bathing–that’s why we recommend it daily.'‘The complaining customer represent a huge opportunity for more business.'Zig Ziglar , author of Secrets of Closing the Sale2Have you ever sold anything? Do you consider yourself to be good at selling?Why?/Why not?3Complete this short article about the importance of selling using the words given below.There is so much competition in the market place today, particularly (0) price competition, that it is unusual for a seller to be able to find a (1)___selling point or a(2)___advantage with which to convince the customer. Instead he has to rely on using(3)___ benefits and/or giving (4)___value to the customer through (5) ___service. This makes the job of the seller all the more Important. What he has to do is identify the real decision (6)___in the buying process and then act quickly on a buying signal.A buying signal la when the (7)__customer gives a sign to the seller that he is open to being sold the product or service.4Look at these statements by different prospective buyers of a car. Imagine you are the sales person at a car dealer's dealing with them. What would you say or do next to try to close the sale.1 'I really like the car, but it's a bit outside my budget’.2 It's got everything I want, but silver is not the colo r I had in mind’.3 I’m really confused about all these ext ra options - I just wanted to buy acar, not a spaceship!'4 'Thank you for your time. I'm going to go away and think about it’.5 'I've always had VW, I don't know if this car suits my image.'Sales techniques5Work with your partner. Make a list of the main reasons for a customer deciding not to buy a product or service.6Compare your answer with Zig Ziglar’s on page 127.7 4.1 Listen to an extract from a radio series At Work where people talk about their working experiences. In this programme two sales people describe their approach to selling.1What are they selling?2What is the approach of each?3What are the advantages and disadvantages of each approach?8 Look at these extracts from the programme and complete the gaps .Listenagain to check your answers.1 Competition is a ______-not necessarily price competition, because in our sector , quality, ____and service are far more important factors.2 We use a sales___ that's called 'relationship selling’.3 We spend a lot of time getting to know each ____individual needs.4 I have to freely admit to people that our products may not be best___ to their particular needs.5 I'd much prefer to be doing that than using some ___technique.6 In my line of business, it's all about___ b enefits.7 It’s difficult t o ___any kind of technical competitive advantage for long.8 I deal only with the decision maker, who’s generally a ___for a chain of stores.9 ... the most expensive options, because this increases our __sales.10 As soon as I get a buying signal from them.... I_ __in and close the sale...11 ... by discussing quantities required, special delivery arrangement , ___payment terms.• cost• mass or niche (targeted advertising)•reach (how many see it)• success rateAdvertising trends1Read the headline on page 39 and predict what the article will say about advertising trends.2Read the text quickly. Were you correct in your prediction? Do you agree with the author’s analysis?3Study the text again to find the best answer(A,B,C or D) to each question.1According to the author changers are occurring inA the types of television programme we watch.B the way people, especially young people, access videoC the way televisions are made.D the amount of programmes that are recorded.22005 was a significant year for television in the UK becauseA it was the year Internet use overtook television viewing.B spending on TV advertising declined.C viewing figures peaked and started to decline.D the 16 to 24 age group watched more television than before.3In the future, big global companies willA move away from TV to alternative advertising media.B still use television to establish their brands.C try to target their advertisements more precisely.D return to non-broadcast methods like direct mailing.4The growing use of PVRs means that television viewersA skip through the advertisements without looking at themB are exposed to a bigger range of advertisementsC can get advertising on demand.D can pause and rewind advertisements5The other growing area of opportunity for advertisers isA outdoor advertisingB ice dancing.C big live sporting eventsD football6The trend for on-demand viewing of programmesA represents a big threat for advertisersB means advertisers will spend a lot of money to reach a clear target audienceC will challenge search-based advertising on the InternetD will increase agencies advertising revenues7Advertisers in the future will ask their agencies to attract the youngA with arrange of new Internet-based mediaB with more friendly messagesC through chat roomsD using computer virusesTHE AD REVOLUTION WILL NOT BE TELEVISEDAmong most advertisers, agencies and media companies there is a growing consensus that the old broadcast models of advertising are being eroded by the march of technology and that new models will have to be found to promote their products.Consider the growing ubiquity of broadband access and the digital revolution that is fragmenting television viewing across hundreds of channels. Then combine those trends with the upsurge in personal video recorder technology (PVR) and the tendency for younger viewers to watch less TV in favor of sharing their own words, pictures, music and movies online.In the UK, television viewing fell in 2005 for the first time in the medium’s history. The decline was most pronounced among those aged 16 to 24. In the US, where broadband penetration is even more widespread, those under 25 now spend more time on the Internet than watching television. The effect of these changing media habits is now having a material effect on advertising spending.But according to Neil Jones of media agency, Carat UK, and others at the sharp end, big companies like Coca Cola and Unilever are actively reducing the amount they spend on television in favour of boosting their Internet budgets and so-called ‘direct response’ advertising –anything from online viral ads to traditional mail campaigns.Unilever, the consumer goods giant, has said that during the last five years around a fifth of its £300m ad budget was shifted out of television and into outdoor posters, online advertising and sponsorship, such as Flora’s long-running association with the London Marathon. Meanwhile, the PVR effect is starting to make its presence felt now that the devices, which allow viewers to easily record shows as well as pause and rewind live TV, are in a meaningful number of homes. Over 1.3 million people now use the technology, with the majority fast forwarding through adverts on recorded shows.Increased broadband penetration and download speed are only likely to accelerate the trend for on-demand viewing. Channel 4 chief executive Andy Duncan recently forecast that by 2016 ‘the majority of all programmes will be consumed in an on-demand way, whether through personal video recorders or video-on-demand over the Internet’. As the boom in search-based advertising on the Internet has proved, if advertisers are sure that they are accurately, targeting a receptive audience they will pay a huge premium. Meanwhile event television, which viewers will tune on to watch live, and could be anything from the World Cup to Dancing on Ice will become increasingly vital.As a result of these trends the amount spent on traditional television advertising on the main channels is declining, while the amount spent on the web is booming. Advertising experts are agreed that brands will increasingly have to engage with individual consumers rather than hoping to catch their attention with traditional catch-all ads.Advertisers are demanding a more holistic view from their agencies, asking them to consider how to tap into younger consumers via blogs, social networking sites, advertiser-funded content and viral advertising. The latter, which involves making branded messages so engaging and interesting that web users feel compelled to send them on to friends, has come of age during the past two years. ‘We’re seei ng a new wave of interest because brands are looking for new forms of media and new marketing techniques,’ says Will Jeffery, Managing Director of viral advertising agency Maverick.In the short term, Hassell , director at digital agency Ralph, believes that advertisers will increasingly release adverts on the Internet first as a means of creating a buzz around a particular clipTenses and time phrases2 A few years ago …3 At the moment...4 By the year 2050 …5 Nowadays...6 Over the past ten years...7 In the next five years...8 During the I980s...9 Sooner or later...2 Use the appropriate time phrase from exercise 1 to complete each sentence.1 _____we have seen a gradual reduction in working hours.2 _____no-one has found a satisfactory solution to the problem of the ageing population.3 _____watching television was more popular among younger age groups than using the Internet.4 _____the advertising industry enjoyed a boom.5 _____the economy will begin to recover from its recent6 _____global temperatures will have risen by 3℃.7 _____politicians pay too much attention to presentation of their policies and too little attention to their substance.3 Write some sentences of your own using the time phrases from exercise 1.■Transitive and intransitive verbs4 Choose the correct verb to complete each sentence.1 The government is going to rise /raise the school leaving age from 16 to 17.2 The price of oil has risen / raised again.3 Sales have reduced /fallen in the last two months.4 You will have to reduce/fall the price to attract ordinary working people. What are the grammatical differences between the pairs of words?your country.1 house prices2 the gap between rich and poor3 taxes4 the cost of living in generaIn the field7 As a sales rep for a medium-sized Italian company, you are visiting shops and department stores in Denmark to persuade them to sock your designer lamps. •Work with a partner. Take the roles of sales rep and buyer for a shop. Look at the situations below and plan what each will say.•Act out the conversations following the example. Try to use at least one of the verbs [rise, lower, etc) in your conversation.0 The shop buyer only has a few Italian catalogues.Shop buyer: People drop into the shop all the time to pick up catalogues , but you've only sent us ten and they’re all written in Ita lian.Sales rep: We can certainly increase the number of catalogues we sent you, but until the volume of sales goes up, it's not economical to publish them in Danish.1 The buyer wants to place a small order (four or five) as a trial, but the prices are too high.2 The buyer loves the lamps, but wants a shorter delivery time on orders. Customers won't wait three to four weeks.3 The shop normally marks up prices by 100%, but in this case that will make the price to the customer too high.4 The buyer likes the lamps but feels very loyal to existing suppliers.5 The buyer needs more point-of-tale promotional material - displays, catalogues, etc.A sales report7During your sales trip to Denmark you receive the following email from yourUsing the framework below and expanding the notes in italics, write a sales report (200 words approx).SALES REPORT --DENMARK• Results(sales down 30% on last year; market generally flat)• Reasons (new Ikea store recently opened near Copenhagen ;no Danish brochures; biggest customer wants more commission 25%,has frozen orders)• Prospects (good--signs of recovery in consumer confidence ; possible contract with big hotel chain refurnishing twelve hotels)• Recommendations(get Danish brochures out; increase commissions across the board; more advertising, eg articles in lifestyle magazines)。

《新编剑桥商务英语学生用书(中级)(Pass Cambridge BEC Vantage Student book)(第二版)》
定价：43.00元；《新编剑桥商务英语(学生用带)(中级)(Pass Cambridge BEC Vantage)(第二版)》
《BEC2阅读指南》，定价：16.00元；
《BEC2写作指南》，定价：14.00元；
《BEC2听说指南(含三盒磁带)》，定价：45.00元。

剑桥商务英语证书BEC常考词汇必备手册(初级、中级、高级)（第三版）
作者：剑桥商务英语证书考试命题研究组编
出版社：中国石化
出版时间：2006年03月
剑桥商务英语（中高级）应试词汇选编
作者：简新亚主编，简新亚，简易，张乃欣编著
出版社：人民邮电出版社
出版时间：2005年11月
剑桥商务英语证书考试（中级）高分全攻略
作者：孟宇凡，周颖主编
出版社：经济科学出版社
出版时间：2005年08月
《剑桥标准商务英语教程》（Cambridge Business Benchmark）共由三个级别构成，分别对应BEC考试的三个级别：初级（Preliminary）、中级（Vantage）、高级（Higher）。

剑桥BEC真题集中级第2辑、第3辑
新编剑桥商务英语中级同步辅导
新编剑桥商务英语中级第二版学生用书
新编剑桥商务英语中级第二版学生用书练习册
新编剑桥商务英语PASS BEC口试必备手册（中、高级）
剑桥商务英语中级词汇精选
词汇，缩写汇编
课程辅导类
真题集
专题：写作、听力、口语、阅读
高分攻略。