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。

A. Because people don’t like traditional art.
B. Because people don’t know if it’s good or bad.
C. Because it sends out a certain message about the company.
A. the consultant tell the artist what you want.
B. the artist know what you want.
C. the artist make most of the decisions.
4) The consultant believes that choosing art for the workplace is about
I: So you already have the painting?
AC: Yes, or we can ask an artist to create works for your specific space. In this case, the client has some input but it’s important to remember when choosing workplace art that art is not your brand. If you ask the artist to emphasizes your company image in some way, you’ll just end up with bad art. Either way, you have an art consultant who oversees and project manages the production of any commissioned artwork and makes sure it’s completed and installed on time and within budget. And that also includes fitting appropriate lighting and any other maintenance and fitting.

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。

可编辑修改精选全文完整版12.1 Crossing culturesVOCABULARYGlobalisation1Why do you think kofi Annan said this?‘…arguing against globalization is like arguing against the laws of gravity.’Kofi Annan, United Nations3What does the term globalization mean to you?4Mark the following aspects of globalization positive (+), negative (-) or don’t know (?).Compare and discuss with your partner.1 free trade (abolition of trade barriers)2 opening of markets3 social integration and merging of cultures (the global village)4 increased competition in the world market5 free movement of labour (migration of workers)6 free movement of capital7 development of advanced communications8 reduction in the cost of goods9 growing influence of multinational corporations5Which of these effects can you see particularly in your country?READINGCross-culture communication6Why is culture important to business people? Discuss with a partner.7 Read this opening passage from a book by Neil Bromford on cross-cultural communication. Choose the best‘blurb’to go on the back of the book.8 Think of a title for Neil Bromford’s book.9Look at these words (1-8) from the text above and find a synonym (A-I) for each.0 feature A unusual1 uncommon B aspect2 awareness C strange3 to lose face D knowledge4 to chat E to feel humiliated5 pressed for time F to weaken6 influence G to make conversation7 unfamiliar H in a hurryREADING1Make a list of three dos and three don’ts for people who have to do business in a different culture.2Dr A J Schuler gives advice on improving cross-cultural communication in organization. Read the text and choose the best word (A, B, C or D) to fill each gap.UNDERSTANDING CULTURAL DIFFERENCESDirect experienceThe best way to learn about another culture is to be thrown in at the deep end. In other words, get (0) _______ experience. Try to listen to the radio or watch TV programmes from that country or go to special clubs for that specific nationality or group-discussion groups, religious groups, dance groups, etc. In any kind of contact (1) ________ the time to listen and to learn.Don’t be afraid of differenceEven if others’behaviour seems strange of foreign, remember that differences are less (2) ________ than the things we all have in common. We are all made of the same DNA, and as human beings, we share many of the same (3)_______ and basic interests. Enjoy the things we share and at the same time, try to ‘enjoy’the differences.Understand your own cultureBy thinking about your own cultural behaviour and habits, you will open your mind(4)________the behaviour of others. Also this will help you-when you are interpreting the behaviour of an unfamiliar culture-to avoid applying your own cultural (5)________ .Avoid stereotypesWe find stereotypes useful because they help us to order our world and to categorise the different people and experiences in it. They also help to (6)_______ us when we feel uncertain. On the whole though, stereotypes are very superficial and don’t take account of individual differences. Also, because they can be defensive and made to protect us from uncertainty, they often (7)_______ negative wiews of a different culture.We live in a changing worldCultres change through time, and these days, in the ‘global village’ that we live in, this process is happening more rapidly. Don’t(8)________ the effect that your interaction with another culture will have on that culture. As you try to understand them and move(9)________ them, so they will do the same and the cultre that you thought you were dealing with will have changed.Think also about how your own cultural values are being received or accommodated by your foreign (10)_____as you both try to bridge the gap.0 A unique B fist-hand C original D personnel1 A take B have C spend D pass2 A many B numerous C ample D amount3 A motors B motivators C motivations D motifs4 A up B for C of D to5 A standards B mentality C figures D thought6 A assure B ensure C insure D reassure7 A make B promote C mean D reassure8 A undergo B underprice C underestimate D understand9 A to B across C close D towards10 A opposite B counterpart C relation D workmate GRAMMARGrammar TipAll the verb forms in exercise 3 are used to speculate about the past; in other words to wonder how things might have been different from what thy actually were. Speculation3What is implied about what actually happened in each of these cases?0 If I had listened to your advice, I would never have taken the rain.I took the train and it was a disaster.1 I would be a millionaire by now if I had taken up her offer.2 If I were braver, I would have told him what I thought.3 I shouldn’t have been so hasty in my judgment of her.4 I wish we had been taught to speak languages better at school.5 Without influential political connections, he wouldn’t have got so far.6 He should have thought before he spoke.7 She could have been anything she wanted to be, if she had put her mind to it.8 In hindsight, it might have been more polite to arrive a little early.4Complete the following sentences0 I’m glad she spoke good English. It could have been (could/ be) difficult otherwise.1 If I had known I was going to have to pay for myself, I _________(never/accept) their invitation.2 No-one would have heard me say I was leaving if he _________(not/put) the call on speaker phone.3 I know you didn’t want to go to their party, but you________(should/reply) to the invitation.4 Never eat raw vegetables-they__________(might/wash) in unclean water.5 You__________(should/not/take) a gift. No-one else did and I think the hosts were embarrassed.6 I really wanted to meet Anna- I wish you____________(introduce) me.5Study the following culturally sensitive situations. What is the best way to handle each situation?1 Serge prided himself on his adventurousness with food. Until, that is, Mr Sato, the company’s main Japanese supplier, invited him out to dinner and ordered them each a dish consisting of a small charred bird. As Serge hesitated Mr Sato proceeded to eat his bird whole, head and all.2 Tina was pressed for time. She was at the Milan trade fair only for one day with too many people to see and too many things to do. Her heart sank as she saw Umberto Ginelli approaching. Signor Ginelli was one of her best customers but always seemed to have all the time in the world to chat.3 Frank was known for telling jokes in poor taste and Stefan was dreading spending another evening with him, especially with his boss there, as he was easily offended. Then Frank began,‘Did you hear the one about the Irishman and the American tourist?’4 Maison Blanc was a very expensive restaurant and Sarah had always wanted to go there. But now she was there, she couldn’t relax. Malcolm had invited everyone in the team to celebrate his promotion, but it wasn’t really clear whether he was going to pay or each person had to pay for themselves.6 Have you had any similar experiences? Describe them to your partner. Ask what they would have done in the same situation.READING1 Work with your partner to answer the following quiz taken from the in-flight2 Compare your answers with the ones given. How did you do ? Are you surprised?LISTENINGUnderstanding business culture3 12.1 You will hear an extract from the radio series The real world of business. In this programme an American electronics entrepreneur talks about his experience of doing business in China. Listen and mark one letter(A, B or C) for the correct answer.1 Jim hadn’t realized that Guanxi wasA so vital in business.B so common in Chinese culture.C such a complicated principle.2 He defines Guanxi asA building a support network of collaborators in business.B the exchange of presents between collaborators.C the experience you gain from doing business over a long time.3 A lot of foreign companiesA use Chinese interpretersB fail because they don’t understand Guanxi.C try to form partnerships with Chinese business people.4 The Chinese government’s policy on bribery isA quite relaxed.B much stricter than it used to be.C to ignore it.5 You should show an interest inA the most important person in the group.B Chinese food.C Chinese culture and society.6 When you receive a business card you shouldA read it properly before putting it away.B not put it in your pocket.C give yours at the same time.7 One reason it takes time to get an agreement isA the Chinese don’t like to commit themselves.B there are often many levels of management to go through.C they will want to solve all the small problems first.8 The most important thing isA to be patient.B to understand the tax lawsC to learn some Chinese.WRITINGA market profile report4 Following a recent business trip to China to investigate the possibilities of importing teas, your manager has asked you to write a report on the particularities of doing business over there. Write the report, including the following points:●the aims of your visit.●How your meetings with tea manufacturers went.●The reaction of your potential business partners to your proposals.●Advice and recommendations for other colleagues who follow up this visit.。

新编商务英语听力3Unit IPart I (A)1-6 FTTTTFPart I (B)1-5 CBACCPart II (A)a.established statistics / wholesalers / retailers / intermediaries / trade journals / directories /international organizations / what countries are now importing his type of productsb.the cultural and social background / the languages / religionc.the relevant government policies / limited / restricted / high taxd.the distribution of goods / the development of sales channels / altitude /humiditye.political risk / distribution systems / local legal systemPart II (B)1.what product / designs and functions2.the product itself /look like / color / shape / size /the success or failure3.costs / where and to whom the product is sold / the competitor’s prices / the cost of rawmaterials / the cost of production4.intermediaries / the end-usersUnit 2Part I (A)1-5 BCACBPart I (B)1.one of the major decisions2.ensure the exporter’s survival / help maximize his profit3. a clearly defined pricing objective4.the cost of producing the product / the type of product /the overseas market environment / thecompetitive condition there5.alert to the changes / adopt appropriate measuresPart II (A)1. a. Fixed / that must be paid to keep the business runningb. Variable / the expenses that varyc. Total / the sum total of the fixed and variable costs2.salesmen’s / salaries / packing /marking /handling3.bears the burden / reduces the net returnPart II (B)1.Handbags.2.Frances, United States, Germany, Japan and South Korea3.14 and 404.Mostly in France and only a fraction (less than 10%) in China5.LongChamp brought out its Chinese distributor and localized the managementUnit 3Part I (A)1-5 BCABBPart I (B)1-7 TFFTTTFPart II (A)1-4 CBACPart II (B)a)Investment environmentb) A financial and trade centerc)Tens of billions of yuand)It can provide data communication, convention television, magnetic card telephone,video telephone and electronic correspondencee)By building a thermal power plantUnit 4Part I (A)1-5 FTFFTPart I (B)1.raise funds / offering their share / invests in the compan ies / owning the companies’ stocks2.interests / control / payout ratio3.dividends / some benefit from changes / payment on dissolution of the company4.renminbi-denominated / domestic investors / denominated in US dollars and Hong Kongdollars / listed in Hong Kong5.economics, bank’s interest rates, changes in tax rates andsocial or political stabilityPart II (A)1-5 RFFTTPart II (B)1.investing in stock market / when the company goes bankrupt2.to get dividends / sent to investors / is to sell the stock at a higher price than they formerlybought3.owning a variety of stocks4.management issues of the company / amass enough stocks to be able5.research management’s competenceUnit 5Part I (A)1.buying and selling financial instruments, including stocks, options, and futures2.providing places for buyers and sellers to trade securities, stocks, bonds3.in the primary market / investors, not companies , earn the profits or bear the losses4.protect investors / receive exactly what they pay for5.The New York Stock Exchange (NYSE) and the American Stock Exchange (AMEX) SectionBPart I (B)1. A bull market is when everything in the economy is great: people are finding jobs,GDP isgrowing and stock is rising2. A bear market is when the economy is bad, recession is looming and stock prices are falling3.If a person is pessimistic and believes that stocks are going to drop , he or she is called a“bear”4.During the bear market people usually use a technique called short selling or just wait on thesidelines until they feel that the bear market is nearing its end5.The safest way to prevent yourself from making mistakes is to buy stocks and invest in themarket by regularly making fixed size investment, and holding your investments for a long period of timePart II (A)1. a stock valuation method / financial /economic analysis / stock prices2.financial reports / competing products / industry comparisons / and economy-wide changes3.the study of prices and volume / future stock price or financial price movements / anticipatewhat is “likely” to happen4.not an exact science / considerable experience5.measuring / assessing risk / developing strategies /maximize returnsPart II (B)1-4 DBBAUnit 6Part I (A)1.unexpected / negligence or other causes/ an accident2.provide protection / loss of their property3.the value of the property / the scope of the insurance coverage4.remove the risk / transfer all or some5.recover from the financial consequences / poking the resources / pay for the lossesPart I (B)1-5 FTFFTPart II (A)1-5 FTFFTPart II (B)1-6 BCCABBUnit 7Part I (A)1.Because they want to provide income replacement to their beneficiaries if they die and theyalso want to achieve investment goals2.Study it and its company3.Young people4.Your Health might deteriorate and you could be unable to get another policy becausepremiums can increase dramatically as you age6.Because your premium dollars are invested in the company’s general portfolio and you aren’tpersonally managing that investmentPart I (B)1-5 FFTTFPart II (A)1.Take your time / essentially useless2. a significant reduction3.Don’t buy policies / place restrictions4.Think twice about / not needed5.save moneyPart II (B)1.your flight has been cancelled / new flights2.your bag was lost / locate your bag / emergency prescription3.without your wallet / emergency cash / travel documents4.cancel your trip / non-refundable deposits / pre-payments5.if it’s lost / if it’s delayed / if it’s stolen6.slip and fall / can help you find7. a terrorist incident occurs / to cancel your trip。

The future of human resources1)I think the problem is that in the last fifteen years,employers haven't shown their employeesmuch 've hired and fired pretty much at will,according to whether the market dictated that they need to increase or reduce the flipside of this is that employees now,particularly those in the25 to 35 age group,don't feel much loyalty to their employer strategies to hold on to highlyskilled and highly qualified people has become the number one priority in human resources - in all big companies,in fact.2)There's no doubt that in the next ten years there will be a move away from the nine to fiveoffice-based model of work. In fact ,it's already happening with women ,who often find it challenging to balance work and domestic schedules. This could mean more 'teleworking', in other words working at home and being linked to the office by computer;or it could mean shorter working weeks or just more flexible hours, Unless companies offer these possibilities,a lot of people will look for alternative types of work.3)Companies are finding that graduates and school leavers aren't well enough prepared forworking life. This is going to drive two changes,I think. One is a greater co-operating between companies and universities or colleges to ensure that at entry level to the company, people have the right skills. We'll also see more investment in corporate training - corporate universities and so on -so that employees' skills can be moulded to the needs of the company.As the birth rate decreased and life expectancy increases, there will be shortages in the job market. Consequently, a lot of ex-employees who thought they had finished their careers at 60 or whatever,will be called back to work. This will suit the companies, but it will suit the employees too, because their pensions will probably be inadequate to fund their longer retirement.At the moment people in their 50s and 60s are , on the whole , very poorly valued in companies. Firms want to recruit younger employees who are cheaper to employ and more adaptable to a changing business environment. But as the supply of these younger workers dries up, we'll have to consider older staff differently. I hope that in future the wisdom and experience of this group will become more valued.An environment accidentJ=Journalist S=SpokespersonJ : So, can you tell me how this happenedS : Well, it was a very unfortunate combination of events. As you know , weather conditions have been severe in the eastern Atlantic for the last couple of days. The ship's captain reported that the ship was in trouble at 11pm last night and was ordered to make for port as quickly as possible. At 2:30 pm he reported that she was grounded on some rocks just off the Cornish coast.J: But this isn't the first time this particular ship has been in an itS: She has been involved in two incidents in the past, but these had nothing to do with her sea-worthiness,She is a well-maintained ship in excellent working order with an experience crew on board.J: And what are you intending to do to limit the damage to the environment nowS: Unfortunately, while conditions remain so hostile, there is very little we can do, but the moment the storms subside we will be mounting an operation to transfer the oil off the ship using tugs.J: Do you think that this kind of accident is acceptableS: I think it needs to be put into perspective. Accidents at sea are far less common than rail or roadaccidents. The problem is that they attract much more publicity ...J: Well, yes, Whichever way you look at it, it's a PR disaster for your company, isn't itS: As I've said, this type of incident does attract a lot of media attention. I just hope that the public can see ...The PeopleSoft takeoverCOMMENTATOR I think you could sum up PeopleSoft's approach to their employees like this:"We want you to be happy, we want you to do the things you've good at and that you enjoy doing. ' Very few big IT consulting companies are like usually throw people straight in at the deep end: put them on jobs where they don't necessarily have much skill or experience, arguing that it's good for them to learn. But I think that although they have talked a lot about caring for their people and having fun, PeopleSoft put a lot of responsibility on them too. Like they were saying, ' Here's a job you can do and will enjoy doing,but you'll be accountable for the results.' To enforce that they generally started people on low salaries - and I mean low - and explained that greater rewards would come in time. In fairness, it was direct and honest. In December 2004,when Oracle took over,a lot of employees decided to leave. For a start, the feeling was that their applications just weren't as good as PeopleSoft's - in fact they were probably just more difficult to use - and secondly people thought that Oracle didn't respect employees as much. The CEO of PeopleSoft, Dave Duffield, had a very paternalistic approach - he used to sign his emails ' DAD '(which were his initials). It wasn't well-paid work but people felt valued, which is often more important. Also there was a relaxed atmosphere around the moment the merger was announced, that kind of evaporated. It seemed to become tense, people wondering if the new CEO was going to live up to his reputation for wielding the axe. And, in retrospect, you would have to say they were right to be worried!INDUSTRY ANALYST Oracle gets a lot of flak because of its aggressive growth strategy,but i'm afraid in this sector only the big guys are going to survive. The merger with PeopleSoft was a business necessity. It didn't happen because the two companies were so alike - their cultures were very Oracle there's a greater sense of urgency ... It's a stressful environment, but the rewards are huge. I know some reps there who are making millions of dollars. Sure, if you don't cut it, you've toast pretty fast,but that's business. It's survival of the fittest. The differences really come from the nature of the two businesses. Oracle's core product is databases and with databases the customer often make a decision whether to buy or not in a matter of weeks. With ERP applications, which is more PeopleSoft territory, you can be in discussions with customers for months, analysing their needs and then proposing the right solution before a sale is agreed. So that naturally makes for a different culture. The other thing is that the merger happened really quickly - like marrying before you've really got to know the bride. So, of course people are uncertain. I think in the end, though, as both sets of employees adapt to each other's way of working, things will settle down.Falling sharesCEO ok,hi everyone. I'll make this brief, because I have another meeting to get to ,but what I have to say is no less important for being short.As you know, in our three-year plan we had a target of 20% growth by the end of this year. As things stand, we've going to be quite a bit short of that - trading circumstances haven't been easy. And unless we do something about it in the next few months, the consequences on our share price could be pretty significant. The markets are already getting a bit twitchy as you will have read in thefinancial press.It's unrealistic to think that we are going to trade our way out of this. All the indications are that the market is going to remain flat for at least the next twelve months. So, what I need you to do is to come up with some possible targets for acquisition. We're looking for a medium-sized business, reasonably well established in the market. It doesn't have to be a toy business, but it must be related ... in other words in the leisure retail sector, because that is where our expertise is. I don't need to tell you your jobs, I know you'll be discreet, but do get on with it - time's not on our side. I'll schedule a meeting for a month's time to hear what you've come up with.Dealing with problemsCCO=Call centre operator C=CustomerCCO: Hello, Penco Telecommunications.C: At last. I was just about to hang up. I've been on the phone for ten minutes going through various options ... None of which I wanted.CCO: I do apologize for the . How can I help youC: I've been waiting in all day for an engineer to come and repair my line. He was due to come at ten o'clock this morning ... It's now three in the afternoon. I telephoned at twelve o'clock and one of your operators promised to call me back, but she hasn't. I've wasted my day waiting around and worse than that I still can't receive any calls.CCO: I'm very sorry. Can i have your number and I'll look into it straightawayC: Yes , it's 01889 245624.CCO: Ok. One moment - I'm going to see who the engineer is that has been assigned to the job ... Ok, I have his number. I'm going to put you on hold and try to find out what's happened.C: Please don't disappear. As i said, it took me ten minutes to get through in the first place.CCO: Don't worry, I'll come straight back to you. One moment ... Right, I'm afraid he has been delayed on another job. He apologises for not calling you sooner. He normally works until 5pm but he's offered to work later this evening to fit in your job. He can be there by 6pm. Would that be convenientC: No, it would not. I'm going out to the cinema this evening.CCO: I quite understand. In that case, I'm going to have to reschedule him for another day. Can you tell me when would be convenientC: Well, first thing tomorrow morning, but...CCO : I'll see what I can do. Please just bear with me for a moment while I speak to him again ... Right that's arranged for tomorrow morning at nine.C: That's all very well, But what am I supposed to do in the meantimeCCO: Do you have a mobile phone,sirC: Yes.CCO: What I can do is to divert any calls coming into your office number on to your mobile phone until your line is repaired. Would that be acceptable to youC: I suppose so. When can you do thatCCO : If you'd like to tell me your mobile number, I can get that activated immediatelyC: Ok, the number is ...Exam practiceI imagine most of you are here today because you want to find out more about the job of a coach. Some of you will be sceptical about its benefits, others will have already started making a career out of coaching.I myself have been a coach since the late 90s, but our academy was set up more recently in 2004 in response to a demand for more formal training in the field. We are a private institution and don't rely on any government funding. Our aim was to try to professionalise an industry which until then had been, in this country at any rate, a rather disorganised and unregulated industry. We now have over 450 members and run twelve courses a year in various types of coaching. These range from day seminars for people who are already practising as coaches to four-week courses or the beginner.So what is a coach exactly Well, there are many different types of coach offering help in many different aspects of business and personal life: from financial or management coaching through to parent coaching and work-life balance coaching. But the basic principles remain the same whatever the field: using simple psychology and simple direction to help people to believe in themselves and to achieve their goals.The great thing about coaches is that not only do they help you to identify your goals and the obstacles to achieving them, but they stay there cheering you on from the sidelines. In other words, they always help the clients to look forward. This is very unlike traditional counselling, which tends to focus more on past events and mistakes and helping the person to get over these before they can move on.I'm going to show you a short film of a coaching session in a moment, but before I do, I will just mention something about the rewards of the job, and the qualifications and resources that you need for it because these are questions that will be concerning many of you.The rewards: Well, job satisfaction is , of course, very high. I mean, how often do you come home from work and are able to say, ' wow, I really made a difference to someone's life today 'As to financial rewards, sessions with coaches usually start at about ￡70 per hour but experienced coaches can earn anything up to ￡400 per hour. As to qualifications, you will need to follow an accredited coaching course, such as the ones we run here at the academy, and also you will need considerable experience in the field that you are coaching in. If you don't have this background it will be difficult for the client to have confidence in you.What else do you need to set up as a coach Most coaching is done at the client's office or home, but some coaches also see people at their own homes. In fact there's no need always to meet face-to-face.I know of several coaches who conduct session by phone or online, even sometimes by text message ...Sales techniquesSarah We make financial software for medium-sized companies. Competition is strong - not necessarily price competition, because in our sector, quality , reliability and service are far more important factors. We use a sales technique that's called ' relationship selling '. In other words, we spend a lot of time getting to know each prospect's individual needs :their business processes, their strategic aims, and um ... Also the issues and constraints they face. The idea is that the customer sees us as a partner, someone who's going to work with them and help them find the best solution for their business. Working this way, there are times when I have to freely admit to people that our products may not be best suited to their particular needs, but to be honest I'd much prefer to bedoing that than using some hard-sell technique to push something I don't really believe in myself, you know ...Presenter Thank you, Sarah. Now, Dale Freidman, I know you have a very different approach ... Dale I would say so, yes. In my line of business, it's all about perceived benefits - there are some tangible ones like, for example, use of natural ingredients in our deodorants, but everyone in the industry copies ideas, so it's difficult to sustain any kind of technical competitive advantage for long. So, I use a lot of anecdotes when I sell; I tell stories, get people laughing, My approach is direct - I guess some might say pushy, but I get results. I deal only with the decision maker, who's generally a buyer for a chain of stores. You'd be amazed how much time people waste talking to the wrong guy. I always start by presenting them with the most expensive options, because this increases our average sales, and as soon as I get a buying signal from them - it could be anything, you know, just a question like ' What's your most popular product '- I move in and close the sale by discussing quantities required, special delivery arrangements, favorable payment terms, thing that make them feel they're getting added value ...A sales forecastAnke Reigl Is everyone ready Good, then I'll begin. Ok ... Well, based on average growth in sales over the last two years and given the relatively stable state of the market at the moment as far as competition is concerned, we're forecasting a fairly modest increase in the first quarter, about 2to 3%. We expect this to rise to between 7and 10% in the second and third quarters, after the launch of the new slow - release version of the drug. Marketing tells me - thanks, Werner for your help with this ... Werner You're welcome.Anke Reigl ... That demand for this version is strong and should be reflected in sales more or less immediately. So that's the basic picture. There are just a couple of monthly variations to this trend which I'll explain nowIf you look at the graph, you'll see that in March last year sales wet up quite sharply and that the figure predicted for this year is much lower. The reason for this is that Bayer had distribution problems and weren't able to supply the required quantities to their customers. We were fortunate, because we were carting extra stock and were fortunate, because we were carrying extra stock and were able to take advantage of the situation. I think it's worth nothing that disruptions in the supply chain can affect anyone and it really does pay for us to hold a reasonable amount of stock in reserve for events like these.As you know, sales generally decline in April and Mat - it's just a seasonal factor - bur as I already mentioned, the launch of the new version this year is expected to boost them considerably, especially in April directly after the campaign. They'll drop back a little after that, but in July we'll have the usual early summer phenomenon when distributors ...A culture of debtEconomist Perhaps the greater legacy of Federal Reserve Chairman Alan Greenspan is the way he transformed people’s attitude to credit and debt. During his term of office not only the national debt of America, but also personal debt, increased substantially.Since the Great Depression of the 1930s, people in America have been naturally reluctant to borrow money. But for this generation, in the US and increasingly globally, debt has become respectable. From an early age, young people take out loans to pay their way through college andborrowing against equity in real estate is now at record levels. Re-mortgaging your home was unheard of generations ago: a second mortgage was an indication of a household in trouble. But today it is routine.All this is possible because credit is easy and interest rates are low. Banks are encouraged to lend, and often do so irresponsibly. In some states it’s possible to get a 100% mortgage – in other words with no down –payment –equivalent to four times a couple’s combined annual salary. The market is constantly coming up with new financial products and new ways of extending credit to ordinary people. General Motors, whose automotive business is in decline, now sells home equity loans though a subsidiary: it’s the only part of company that has been consistently profitable in recent years.The reason for this boom in money lending is clear – to fund consumer spending. As long as people are spending, economic growth continues. In other more conservative borrowing cultures, like Germany, economic growth has slowed because in times of uncertainty people tend to save their money, rather than borrowing and spending to make themselves feel better.So does the accumulating debt matter Some say that as long as asset values rise faster than debt, there’s no problem. In 2005 Americans were twelve trillion dollars in debt, but their personal assets stood at 64 trillion dollars . Others argue that we are sitting on a time-bomb.Asset value will not continue to rise indefinitely and when they crash, millions of people will be plunged into negative equity. Liabilities remain the same but assets can go up and down in value. This was the case with stock market values, which saw sharp falls around 2000. Crisis was averted only because investors moved their money into real estate.For millions of Americans this only confirmed the culture Alan Greenspan had been promoting – debt is good. And if he turns out to be wrong – well, we all had fun in the meantime.discussing costsCA=Cost accountant GM=General managerCA Look, we’ve got to do something. Doing nothing is not an option. Our margins will just get squeezed more and more.GM Ok. What do you suggestCA Personally,I’d recommend cutting the wage bill –either by laying some people off or by freezing salaries.GM Neither of which are going to be very popular options.CA No, but the alternatives are probably worse : reducing material costs will definitely have an impact on product quality and cutting back on advertising expenditure is only a short-term solution –it will hurt us in the long run.GM No, I see about administrative costs or other overheads Instead of cutting staff, we could try and do something about getting our energy bills down for example.CA I’ve already done as much as I can in those areas. I have thought about this a lot and for me, the only real solution is to tackle labour costs. It may be painful, but the advantage of it would be that, once done, we could get back to concentrating on selling.GM Ok, I hear what you’re saying, but I think it might create more problems than you think. I’m going to go away and think about it … see if there is an acceptable way of doing it.Matchingwe are accused frequently of doing nothing about the ageing population and the consequent hole in pension funds. But you have to understand that, at the moment at any rate, there are no popular solutions to this problem. Either we raise the retirement age or we increase taxes on working people. Neither of these is a vote winner. I think a lot of us in government are hoping that if we just hold on a bit, then sooner or later another solution will present itself.Exam practiceI don’t believe in the capital markets. For a start they are unpredictable and for another thing, not everyone has the possibility to take such risks with their money. I have always been of the view that you pay taxes through your working life in order to enjoy certain benefits from the state and certain protection against difficult times. For example, in case of unemployment or sickness or for your retirement, for that matter. So when I retire, I will live on what the government is due to give me. If I can’t afford cruises in the Caribbean, then that’s too bad.I’m very lucky to have worked in the civil service, which has its own pension scheme. My salary has never been as good as it might have been in the private sector, but you accept that when you work for a public service. What you do get is job security, longer holidays, good medical insurance and an excellent pension. My pension is calculated as a percentage of my final salary. That’s very rare in the private sector. Usually private companies take your average salary over a period of, say, twenty years. So all in all I expect to be very comfortable when I retire, even if I haven’t had that much disposable income during my working life.People think that as a company director, I’m bound to have all sorts of privileged pension benefits and company schemes going on – some special executive plan. But it’s not the case. We have a company scheme for all our employees but I don’t actually participate in it. Instead, I’ve put most of my money in a long-term savings account, that gives a good rate of return if you keep it in for long enough. It seems bizarre I know, but I make far more than I need to spend and I guess I’m naturally cautious with my money.There’s a saying – I don’t know who by – that you should ‘ inivest in land, because they don’t make it any more! ‘ I think that’s good advice. Around 2004 there started to be a lot of stories in the media about company pensions and private pensions not delivering the benefits they had promised, mainly because they were linked to stock market investments. At that point I decided to withdraw my money from my own private pension and put it into property. I figured that if I bought a small office building, then by the time I reached retirement age, I would have paid off the mortgage and could live off the rent … so that’s what I did.I realized quite early on that my state pension wasn’t going to be sufficient, so I took out a private one when I was about 30. It works like a managed investment fund – a mixture of blue-chip stocks –so I don’t really have much say in how the money is invested. Unfortunately, like a lot of private pension schemes, it hasn’t really performed as predicted. I think the projected growth rate was between 8 and 12% and it’s grown at about %, which isn’t much above inflation. There are signs that the stock markets are doing a little better now, so I’m hopeful that in the long run I will have reasonable funds for my retirement. Would I advise anyone to do the same …with hindsight, probably not .A contract to supplyB=Barbara P=PaulB Paragon. Can I help youP Hello, is that BarbaraB Yes, speaking.P Hi, Barbara, this is Paul from A1 Flooring in London. I’m just calling to discuss the extension of our contract for next year. Is this a good moment for youB Yes, as good as any, I guess. Let me just get a pen and paper so I can make some notes … Ok, so where have we got toP Well, first the good news. The Klik laminate flooring has been going really well here –you’ll probably have noticed that from the order book in the last six months or so. Customers really love it : the feedback we’ve had has been excellent.B That’s great.P It is good. I have to say, I’m not so surprised – it’s an excellent product, very high quality and the price reflects that of course. Which brings me on to my next point. Now, I’m not asking for better commission – we’re ok on that – but what would really help is more seasonal discounting from your end. What I mean is, reductions that we could pass straight on to our customers. Generally, we run sales in January, spring and late summer and at the moment Paragon’s products are the only ones that don’t feature. I suppose you could say that gives them a certain exclusivity in the eyes of the customer, but at the same time …B I can see the logic of what you’re saying, and I’ve no doubt it would help sales, but what you must understand is that it’s very difficult for us to have a policy with you that’s different from all our other customers. Let me think … what I could suggest is that we try and feed you more discounted stock when we are coming to the end of a particular product line. I can speak to the boss about that. P Well, could you also mention to him the principle of seasonal discounts, because I think it would generate even more interest in the products.B All right, I will … but I’m not too optimistic. Are there any other pointsP Yes, there is one other problem, which is that when we place an order, it’s quite often the case that you don’t have exactly what we want in stock and you offer us a substitute instead. Let me give you an example: we want engineered wood flooring in a natural oak and you only have it in a stained oak. On the whole we try to be flexible, but it’s something which seems to be happening more and more – and what worries me.B I do understand, Paul, and I apologise. It’s something which we are trying to solve. But it’s not really a problem of our own making. It’s a result of shortage in raw material and delays further up the supply chain. We do try to carry reserve stocks of all types of wood, but as you know it’s a sensitive product to transport and store and we often have to rely on what’s available from our suppliers at a given time. That’s just the nature of the product.P Yes, I appreciate all that, but explaining it to our customers is another thing. Often they’re just not prepared to wait and if they can’t get what they want exactly when they want it, they’ll go elsewhere. In the end, that’s no good for either of us. Are you saying that the situation is unlikely to improve because if you are …Telephone expressionsA Can I speak to Yan Lin, pleaseB I’m sorry, the liner is engaged. Would you like to holdA No, that’s ok. I’ll call back later.。

1.1 Working life1 What does this quotation mean to you?`Life is what happens to you while you're busy making other plans.'john Lennon, English singer& song writer (1940-19830)2 Discuss these questions.1 How many jobs do you expect to have in your life ? 1-3 4-7 8or more2 Would you prefer to be self-employed or an employee? Why ?3 in fifteen years’ time, do you expect to work more or less than now ?4 at what age do you expect to stop working ? 55 65 753Underline tire best word to complete each sentence.1 At the moment, people generally retire/resign at 652 I joined/applied for the company when I was 25 and have worked thereever since3 What's the best way to pay/reward our employees for good performance?4 About 700 staff were laid off/dismissed when the company lost the contract tosupply Toyota5 We have educated/trained our staff in the use of laser equipment.6 I'm going to leave/change the company at the end of the year.7 E and C Consultants recruits/employs from the top business schools.8 Companies need to offer parents of young children more flexible/overtime hours-9 they used only to offer permanent posts, but now most new contracts aretemporary/part-time ones.10 I have one day off/ holiday a week to attend a course at college.4 Make sentences with the words you didnt use in Exercise 3.5 Make nouns from thefollowing verbs.Attitude to work6 Do you think that people starting work now have a different attitude to work than their parents did? if so, in what ways?7 Look at the newspaper article and read the title. What does the title suggest to you?Read the article arid check if you were r fight.Young workers Want it all, nowOh, and they’ll need to take next Friday off ,tooTETROIT一Kurt Jennings, hoping to start a career in radio sales, thought he was prepared to answer any question during his recent interview. Then theradio executive opened the interview with, `So, we call you guys the Entitlement Generation". You imagine you're entitled to everything.' There is an impression that the current generation of young workers has high expectations for salary, responsibility and job flexibility, but little appetite for hard work and little sense of loyalty to a company`A lot of twenty-somethings have a hard time making the transition to work typically Kids who've had success early in life and who've become used to getting instant gratification,' says Dr. Levi Cohen, a peadiatrics professor.He says that coddling parents and colleges often fail to prepare students for the realities of adulthood and working life.Many employers, from corporate executives to restaurateurs, agree.`It seems they expect to hove in then first week everything that the veteran has worked 20 or 30 years to earn,' says Mike Amor, the owner of a Salt LakeCity chain of restaurants.Kurt had this reply 'for his interviewee at the radio station: `Maybe we were spoiled by your Generation. But "entitled" is too strong a word,' he said. `Do we think we're deserving if we're doing to go out there and break our backs for you'?Yes..'He ended up getting the-job.But some experts say that' having highexpectations, and tellin}} your boss what they are, isn't necessarily a bad thing.`It's true they're not all rushing to bury themselves in a cubicle a}记follow orders for the next 40 years, but why on earth should they?' asks .leaf Bartlctt, a University of Carolina psychologist8 Do you think the younger generation is spoiled and expects too much? .or do you think the older generation sacrificed their lives (and fun in their lives) for work?9 What do the following phrases from the text mean?1 little appetite for hard work2 twenty-somethings3 instant gratification4 coddling parents and colleges5 we were spoiled by your generation6 break our backs for you7 bury themselves in a cubicleGerund and infinitive1 Which of the verbs or phrases in the box take the gerund (-ing) and which ones take to infinitive (to do)?Be good at plan/intend /aim be worth fail be reluctanthave trouble/difficulty hope/expect manage succeed indecide think about/consider enjoy avoid involve havebe used to/accustomed to be willing/prepared2 Which of the following pairs of phrases is the odd one out grammatically? Why?1 be good at一be bad at2 be willing一be reluctant3 succeed in一fail4 enjoy一dislike3 Complete these sentences.0 when I retire, I plan to do some voluntary work for charity1 When I retire, I plan…2 I think I'm quite good at…3 Before attending a job intervi ew, it's worth…4 My job involves…5 When speaking English, I often have difficulty…6 At work I feel satisfied if I manage…7 For my summer holiday this year, I am considering…8 If I was offered more money, I would be willing…9 The hardest thing a bout starting a new job is getting used to…10 I get annoyed with colleagues if they fail…4 Choose five of the phrasesworking life.in exercise 1 and make sentences about your own working lifeThe future of human resources5 You will hear five human resources (HR) manages0s talking shout the key issues in human resources facing companies today.·The first time you listen, indicate which employee group in the workforce they are talking about.·The second time you listen indicate what actions they propose to take to deal with each issue.TASK ONE一EMPLOYEE GROUPA older employees (50-GO)B new recruitsC traineesD senior managementE young highly qualified employeesF womenG retired employeesH disabled workersA efforts to retain good employeesB the introduction of more flexible workingarrangementsC linlting salaries more closely to resultsD more focus on job training for employeesE encouraging people back from retirementF more support for working parentsG developing a more positive attitudetowards older workersH reducing staff costs6 You've heard the priorities of HR managers. What are your priorities for your working life? Consider the following:.flexible hours·working environment.pay。

剑桥商务英语考试听力剑桥商务英语考试听力，看一看对考试有帮助。

下面是给大家整理的剑桥商务英语考试听力的相关知识，供大家参阅!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, middle managers 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 managersare 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 they'rehaving 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 whenstaff 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.看过剑桥商务英语考试听力的相关知识的人还。

No one can be sure about the new market. Necessary for company featured
innovation . be realistic about the risks you face and
crystal clear about what you hope to achieve.
Often the difference can be academic, but a take over is what happens when a larger company buys a smaller company and a merger is when two similar sized companies join together.
Non-organic growth refers to the growth by acquisition
Diversification (New Products/New Market)
high-risk growth strategy, largely because both the products and the market are unproven territory for the entrepreneur.
organic growth
内生增长
Background Info
企业并购 企业并购（M&A）包括兼并和收购两种方式。国际上习惯把兼并和收 购合在一起使用统称为M&A，即并购。 并购的效应动因 （1）韦斯顿协同效应 （2）市场份额效应 （3）经济成本曲线效应 （4）财务协同效应 并购存在的风险 （1）管理风险 （2）规模经济风险 （3）企业文化风险 （4）经营风险

9.2NegotiatingReading1 Reading the following extract from Getting past no by Willam Ury. How could the AT&T negotiator have avoided this breakdown in communication?An AT&T sales team was negotiating to sell Boeing a new telecommunications system valued at $150 million. The sales team made a persuasive pitch on the kind of service to be delivered, the company‟s prompt response to problems, and the speed of repairs.Then the Boeing purchasing director said,“Fine. Now put each one of your promi ses in writing. And we want guarantees that if the system isn‟t fixed on time, you‟ll pay us damages.”…We‟ll make our best efforts,‟ replied the AT&T sales chief, …but we can‟t be held liable for all the things that can go wrong. Lightning can strike…‟…Y ou‟re fooling around with us!‟ interrupted the Boeing negotiator, losing his temper. …First you tell us about your services—now you‟re not willing to commit yourself to what you promised!‟…That‟s not true!‟ protested the sales chief, aghast at t he turn in the negotiation. …Let me see if I can explain…‟ But the Boeing negotiator refused to listen. …Y ou‟re not negotiating in good faith!‟ he complained. …We can‟t deal with you.‟2Read the advice that William Ury gives following this story. Do you agree with it?Are there situations where you simply cannot continue negotiating?To break through your opponent‟s resistance you need to reverse the dynamic. If you want him to acknowledge your point, acknowledge his first. To get him to agree with you , begin by agreeing with him wherever you can.3Study the following phrases. Which do you think would have been a good response to the Boeing executive‟s request tp put all his promises in writing?A …That would be no problem for us.‟B …I think we both know that in practice that would be almost impossible to workout.‟C …I think that‟s fair request and I‟ll see what we can do.‟D …In principle, that sounds OK, but I would have to speak to my people beforeagreeing the details.‟E …OK, but what would you be able to do for us in return?‟F …Interesting question, but just put yourself in our shoes and I think you know theanswer.‟4Write your own response.SPEAKINGBusiness angels : a negotiation5This is a negotiation between entrepreneurs who have a new produc t to develop and business angels who are looking for investment opportunities.·Work in groups of four(two entrepreneurs and two business angels).·Read the instructions for your group below and decide which aspects of the product each of you is going to present(entrepreneurs)or to ask about(angels).·Prepare for the meeting.EntrepreneursThe productY ou have developed a lightweight paper parasol. It has a telescopic cardboard handle so that it can be carried or planted in the ground to give protection from the sun. It is cheap to manufacture($1per unit) and could retail at just $6. The design has an international patent.The marketIt can be used at all types of outdoor summer events: prices, garden parties, music festivals, porting events, etc. It can be printed in one of four standard designs or with a custom-made design. So an event sponsor could have his own corporate logo and message printed on it. Y ou expect to sell 50,000 units in the first year.Y ou needsY ou are looking for an investment of $120,000 to build a management team and to market the product. Y ou are prepared to sell 20%of the company for this investment. Y ou would also welcome the advice of the business angels in how best to bring the product to market.Business angelsY ou each invest on average $2 million per year in new product innovations and start-ups. Of these only 15%are successful. Y ou always try to protect your investment by: either selling the business quickly if the products do not take off, or by investing with another business angel.·the value of the product at the moment(parents, any sales or contracts to date).·the potential size of the market for the product.·the ability of the entrepreneurs to sell their idea.·the ability of the entrepreneurs to manage the company.6Did you reach an agreement? Which factors were most important when reaching your decision? What did you think of the negotiating style of the other side?9.3Reading and Listening Tests: Part ThreeEXAM FORMATPart Three of the Reading Test and Listening Test practice the same skill: our ability to interpret the main ideas being communicated and to find an answer which paraphrases what is actually written or said.Part Three of the Reading Test is a long business-related article or text (500-600 words) followed by six 4-optin multiple choice questions. Part Three of the Listening Test is a dialogue with two or more speakers followed by eight 3-option muitiple choice questions.This section uses the Reading Test as an example.APPROACHFollow these steps.·Reading the instructions twice and make sure you understand the context of the passage and what you are being asked to do.·Skim read the text for two minutes to get the general idea, paying most attention to the first and last paragraphs.·Reading the first question and identify key words that will lead you to the answer in the text.·Formulate your own answer to the question before looking at the four choices.·Choose the answer closest to your own.·Repeat this procedure for each question.KEY SKILL Key wordsExam SuccessReading Train yourself to answer each question before looking at the four choices. This will help you to be less distracted by the wrong answers.Listening As with all parts of the listening test, use the time before the conversation is played to study the questions.1 Look at the question below and decide what the key words in it are.1 Why does the author say that it‟s useful to talk to people in the industry?2 Now go to the part of the passage where these key word(s) appear and look for the information that provides the answer. Write down your own answer.Y our idea is probably not new. Just because you have n‟t seen it in the market doesn‟t mean much. It could be available in another country, through another sa les channel that you are not familiar with, like a specialized mail order company. It‟s quite possible that your idea has already been tried and failed(for market ortechnology reasons that still hold true). The only way to find that out is to talk to industry experts.3 Look at the four choices. Which is closest to your answer?A to get advice on how to market and sell your productB to find out in which countries the product could be successfulC to find out if the product has been developed beforeD to take advantage of their technical knowledge4 Following the approach described above, do Reading Test Part Three on page 95.PART THREE·Read the following article about‟ deal design‟ in negotiating and the questions that follow it.·For each question 1-6, choose the best answer(A,B,C,D).Traditionally, when we negotiate we‟re advised to find win-win agreements by searching for common ground7. While identifying common ground almost always helps, many of the most frequently overlooked sources of value in agreement arise from differences among the parties. …Deal design‟ principles can systematically point to agreements that create value by dovetailing differences.For example, when two countries were negotiating over a disputed piece of land, they could not agree where to draw the boundaries. When negotiators wemt beyond the opposing positions, however, they uncovered a vital difference of underlying interest and priority: Country A cared more about security, while Country B cared more about sovereignty. The solution was a demilitarised zone under Country B‟s flag.Differences of interest or priority can open the door to unbundling different elements and giving each party what it values the most at the least cost to the other (as the two countries did): a core principle of deal design. A good win-win negotiator may well come up with such creative agreements through focusing on interests, not positions, and brainstorming options. The distinctive contribution of deal design, however, is to crystallize and such much more systematically develop the underlying principles.Let‟s look at an example of another kind of difference. Suppose an entrepreneur who is genuinely optimistic about the prospects of her fast-growing electronics components company faces a potential buyer who likes the company but is much more skeptical about the company‟s future cash flow. They negotiate in good faith, but at the end of the day, the two sides sharply disagree on the likely future of the company and so cannot find an acceptable sale price.Instead of seeing these different forecasts as a barrier, a savvy deal designer would perceive opportunities to bridge the …value gap‟. One option would be a deal in which the buyer pays a fixed amount now and a contingent amount later, with the latter amount determined by the future performance of the company.Properly structured, such a contingent payment (or … earn-out‟) can appearquite valuable to the optimistic seller-who expects to get that earn-out-but not very costly to the les s optimistic buyer. The seller‟s willingness to accept such a contingent deal, moreover, may give the buyer the confidence he or she needs to go through with the deal.A host of other differences make up the raw material that skilled deal designers transform into joint gains. For example, a less risk-averse party can …insure‟ a more risk-averse one. A more impatient party can get more of the early money, while his more patient counterpart can get considerably more over a longer period. Differences in cost or revenue structure, tax status, or regulatory arrangements between two parties can be concerted into gains for both. If one party mainly cares about how a deal looks, while the other focuses on substance, the right deal design can create value for both. Indeed, for a savvy deal designer, conducting a disciplined …differences inventory‟ is at least as important a task as identifying areas of common ground.1 The benefit of using …deal design‟ principles in negotiating are thatA they focus on shared interests.B they help people to forget their differences.C they focus on differences and how to reconcile them.D they bring a completely fresh approach to negotiating2 The focus of the negotiation over the piece of disputed land wasA how to make the area secureB where the border between the two countries should beC who would control this areaD which flag would fly over the area3 The solution of a demilitarised zone under Country B‟s flag worked becauseA it accommodated the different needs and goals of each partyB both sides were forced to compromiseC a new boundary was drawnD it was based on fundamental principles4 In the example of the electronics company, the owner and the potential buyer have different opinions aboutA what kind of business the company should be involved inB who will run the businessC how well the company will perform in the next few yearsD whether they need to trust each other5 One suggested way to bridge the differences between them would be toA link the amount paid for the company to its future financial resultsB persuade the buyer to be more optimistic about its future performanceC fix on an amount between the asking price and the offer priceD pay the amount in instalments6 It‟s the job of deal designers to make joint gains out of the two parties‟A raw materials C income structureB risks D differences。