BEC中级真题第3辑精听:
Test1-Part One(1)
Woman: Sarah Williams speaking.
Man: Hello. It's Mark here, from Production. Holly should be taking some visitors around today, but she's off sick, so I was wondering...
Woman: ... if I'd do it?
Man: Exactly.
Woman: No problem. Who are the visitors - sales directors again?
Man: Not this time. It's the plant managers. There's about ten, from France, Germany ... all around Europe really.
Woman: And the programme?
Man: I thought you could meet them at nine thirty by the packing area. I would suggest meeting at reception, but it'll be busy then.
Woman: Do you want me to show them around the warehouse first?
Man: I think they've been there before. Perhaps you could take them around the shop floor instead?
Woman: Good idea. What about after coffee?
Man: The delivery yard maybe? There's a lot going on there and visitors usually find it interesting. I'm not sure they'd like a presentation, especially not before lunch. Woman: I agree.
Man: Thanks again.
Test1-Part One(2)
Man: Hello. A R Z Recruitment.
Woman: Hello. I'm calling from Fraser-Hill ... I spoke to you earlier about a vacancy we want to fill...
Man: Oh yes, for the ... mechanical engineer?
Woman: Electrical actually.
Man: Oh yes, sorry ... I was looking at the wrong file ... and you were going to check some of the details.
Woman: That's right... I think I told you the post was in Quality Control, but apparently it's in the Design Section. Someone's just handed in their notice there.
Man: OK... and is the salary still the same? Between twenty-one thousand, three hundred and twenty-four thousand, eight hundred?
Woman: That's right - depending on previous experience.
Man: Yes, OK I've got that ... and are there any particular requirements? When we talked earlier I think you mentioned language ability.
Woman: That's right - we're export-oriented and all our major clients are overseas, so that would be an asset. And we must have someone with a diploma, not just a certificate, that's the main thing.
Man: OK, that shouldn't be a problem, but I'll get back to you if it is.
Test1-Part One(3)
Woman: Thanks for sparing the time to help with my article.
Man: That's OK. You'd like to know about our website?
Woman: Yes. Who is responsible for updating it?
Man: Our IT department's relatively small, and our technical staff lack the skills needed, so the work is contracted out to our IT consultant ... but our Marketing Team had some creative input at the start.
Woman: Does the website serve its purpose?
Man: Basically, yes. It's a big site because of all the details we include of our products, and as it's primarily aimed at trade customers, putting up pages like the company history ... or annual report ... seems pointless.
Woman: Are you intending to use your site in other ways?
Man: We looked into internet recruitment, but decided against it. We're exploring online selling - I think that'll happen quite soon. Apart from that, I'm unconvinced of the benefits of further investment.
Woman: Could I ask why?
Man: Well, the bigger the site, the more technical problems there are, and that impacts on staffing. Fundamentally, any marketing activity has to be cost effective, and that's my main concern about the internet.
Woman: Well, thanks very much for your help.
Test1-Part Two(1)
Thirteen
No matter what kind of business situation I'm in, it's always important to know exactly who the individual is I'm communicating with. The worst mistake you can make is to fail to find out what drives them - money, status or whatever. Once you've worked that out, you'll be able to ensure you communicate what's in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome.
Fourteen
I've learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your position is, you always have to be prepared for opposition. And it's important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you - and a number of others - are able to give an immediate response in order to silence your opponent.
Test1-Part Two(2)
Fifteen
When I first started running my own business I made some dreadful mistakes in the way I handled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show 'em who's boss; other times some gentle persuasion is more effective - in my opinion, anyway. I'm sure I was often criticised for my management style - not that I let it bother me, though.
Sixteen
I've found if you want to stay in charge of a situation, the worst mistake you can make is not
keeping people up to speed with what you're doing at every single stage of the process. Of course, that doesn't mean you need to be seeking universal agreement or approval for your actions and opinions - some people will always be critical - but at least adopting this approach will encourage an atmosphere in which everyone feels included.
Test1-Part Two(3)
Seventeen
There are always going to be things in a company people don't like, and if you've created an atmosphere in which they're encouraged to contribute ideas freely, you have to learn to deal with complaints. Revealing that you are, for example, upset by their comments is a crucial error - you will have shown a weakness in your character that others may try to exploit - and may lead to a general lack of support for you.
Eighteen
We've got a real problem here, so your advice has been very welcome. I've decided that what you said is probably true. We've got too many people working in non-productive departments and not enough people in those departments where the workload is increasing. Your idea of offering transfers before we do anything like starting a recruitment campaign is, I think, a good one and I'm going to follow it up.
Test1-Part Two(4)
Nineteen
In December, we accepted a very large contract which we all knew would mean everyone having to do extra hours, whethe r here or at home, to fulfil it. I realise that your particular circumstances make this very difficult to deal with, but that's also true of many of your colleagues. I'm afraid I'm going to have to say that I can't do anything about it at the moment. If I did, everyone else would suffer.
Twenty
I've been thinking about what you said about the hospitality committee. I completely agree with you that the arrangements they made for the annual conference last year were most inadequate and so, like you, I think it'd be a very bad idea to repeat them. However, I also think you should he very careful how you say this to the senior management. In my opinion, it's not worth risking your career over something as minor as this.
Test1-Part Two(5)
Twenty-one
There are three flights that day, but two of them require an overnight stay at the airport and it's not company policy to fund that. So, we're left with the third one, the one that leaves at eight o' clock in the evening. If you agree, I'll ask for that one and we can travel down together. We can probably get a lot of work done on the train to the airport.
Twenty-two
I know you think the company's making a mistake in refusing to allow staff to work flexibly in thisway. I realise this kind of arrangement is common now, but I can't accept that the company should employ staff on full pay and then never see them. We've always said that a
full staff being here in the office, punctually and regularly, is a really important part of what makes this company what it is, and I agree with that.
Test1-Part Three(1)
Woman: Hello, James, do sit down. Right, as you know, our Nottingham centre has had a significant drop in income over the last few months. In fact, it's doing much worse than our other British centres, for reasons we haven't really been able to get to the bottom of. The situation is now pretty worrying, and even if immediate action is taken, I don't expect Nottingham to return to profitability this year. Now, it seems to me we have two options facing us: the first is to see if we can create a strategy to keep the operation going, and the second is to close it down completely. What's your feeling about it?
Man: Closing it down would be a disaster. You know, when there was a situation like this in the European division, they turned it around with a special promotion which worked very well. Do you remember this time last year, when we thought we'd have to sell some of the French centres? Well, now they're doing well and we didn't even have to spend any extra money on them, either.
Test1-Part Three(2)
Woman: Yes, that's true. But Nottingham has lost nearly a million in the six months and we can't afford to keep absorbing that kind of loss. I really think we should close it down as soon as possible and liquidise our assets. It's on a prime site, which would be worth a lot to developers. I don't even think it's worth trying to sell it as a going concern to one of our competitors.
Man: Isn't that rather short-sighted? The same thing's happening everywhere. It's always the service industries which are hit first when people are worried about job security. And before you say that the centres are looking outdated and that consumer tastes and fashions have changed, I've done my homework and the consumer surveys show that people would still come if they had the money.
Woman: That's not the only reason, James. And the bottom line is, the Board are pushing me to improve figures now. We're falling behind the competition, and if we keep Nottingham open, we'll need a major change in our image. A good advertising campaign might bring in more customers while we're running it, but at best it'd just be a short-term solution.
Test1-Part Three(3)
Man: I don't agree with you, Sophie. However, I've got another idea. Why don't we run the centre with minimum staff, no more expensive recruiting, and think about closing during the quiet times of day until the situation improves? We could go on with the special offers we're running, because they bring in a few new customers, and don't cost us anything. Woman: It's a thought, but I'm not sure the Board will go for it. They're really keen to sell the Nottingham centre. That way they could cover their deficit and make the shareholders happy at the same time. It's an attractive solution.
Man: Even if they decide to sell, they're not likely to get very much for it, are they? Not at the moment. Property values are at an all time low. Can't we at least try to keep the Nottingham centre operational?
Woman: Well, it's not going to be possible to keep it running as it is now, but your idea for making savings might work. Do you think you'd be able to get the centre to break even within say six months? But remember, there's no extra money for major promotions.
Man: I'd like to have the chance to try, Sophie. I think I can do it, with minimal promotions. Yes.
Woman: Then let me have a written proposal in time for next week's Board meeting, will you?
Test2-Part One(1)
Man: Parkinson Machine Tools. Can I help you?
Woman: This is Mary Parsons of Murdoch Limited. Can I speak to Sandy Ellis?
Man: Which department, please?
Woman: I'm not sure. Perhaps Assembly.
Man: No... erm ... here he is, Machine Services Section ... I'm sorry, he's on voice mail. Would you like to call back later?
Woman: I usually deal with him, but can I leave a message with you?
Man: Certainly.
Woman: Your company has installed computerised cutting tools and packing machines in our despatch department. The last one, a packing machine, was installed in July, and it's recently developed a fault.
Man: Mmm.
Woman: The measurements and materials for the boxes are all right, but there's some sort of problem with the box assembly mechanism. The boxes are weak, and goods get damaged Man: Right, I'll leave a message for Sandy, and I'll ask the Customer Services Manager if he has time to call in and look at the situation before he goes home this evening. We'll get an engineer out to you first thing tomorrow morning.
Woman: Thanks, bye.
Test2-Part One(2)
Woman: Please state your enquiry, giving the name of the publication, the date of issue and the title or a description of the reprint you require.
Man: I need two articles from Finance Weekly, both in the February the thirteenth issue. The title of one is 'Sector Briefing' - on the second page. And the other is 'Best Performing Companies'. Next, I want something from Investment News, published on the twenty-first of January. It's an article called 'Stock Market Trends'. The third publication is Money Markets, and I want a piece called 'Interest-rate Forecasts', from the issue dated the fifth of February. Money Markets also ran a piece called 'Economic Development'. I don't know the exact date, but it was included in an issue about the Pacific Rim countries. And one other thing I need is the Corporate Register - the new edition should be out by now. If it is, please put it in with the rest, otherwise send it on later. Thank you.
Test2-Part One(3)
Woman: This is the Radio Six programme information line. Next week, we have a special edition of The future of Business on Friday evening. Our studio guest is Max Bruner, the well-known writer and director of the Berlin Management School, currently on a lecture tour of British universities.
Many of you familiar with Professor Bruner's recent publication about worker participation, will appreciate hearing his views on the topic of industrial relations, and there'll also be the chance to ask Professor Bruner questions during our 'phone-in'. Important to note is that the programme will be starting later than the published time of seven fifteen.
And it's an extended edition, so it'll run from seven forty-five right up to the news bulletin at eight thirty. Of special interest to those listeners able to travel to our offices, there will be a special session, at the end of the broadcast, when Professor Bruner will be staying on for a book signing. So, an opportunity not just to hear Professor Bruner, but also a chance to meet him in person - that's next Friday on Radio Six.
Test2-Part Two(1)
Woman: I'd really like a change now. I've been working in the electronics industry for quite a while, but I feel I need to broaden my knowledge and skills. I could have tried simply moving to another sector, but I've decided to invest in doing an MBA as the best way to build my potential. I think engaging with new ideas and business systems will help me to improve my prospects.
Man: I work for a large national company at the moment, and it's been very rewarding ...given me a lot of experience. But I'd like to be in charge of my own business just a small one, nothing too big. I've got good qualifications, and I've done a business administration course to get more of the theory. I've put together a detailed business proposal and two or three of my friends are willing to help with finance.
Test2-Part Two(2)
Woman: We're the leading multinational in our field, and respected for the solid quality of our products. However, I've lust been approached by the CEO of another company to join them in a senior management position. The money they offer is tempting, but my field is R and D, and I've decided to stay here but get more involved with creating the next generation products. I think that'll be a rewarding direction to go in.
Man: I've had my own company for several years, but what I'm now on track for is heading up a much bigger operation, getting to board level. I'm convinced I've got the self-motivation and the independence of mind to take difficult decisions. The challenges are more important than the money. Self-employment has taught me a lot, and now it's time to apply some of those lessons. I've got valuable insights to offer.
Test2-Part Two(3)
Woman: You know, you work hard, get all sorts of qualifications, try to be the best in your field, and then what? Well, I've done all that, and now I'm interested in the new generation
of men and women coming into business. I remember I needed plenty of encouragement and guidance along the way, and I believe that with my experience I can steer youngsters in the right direction to achieve what they want. That's my priority for the future.
Man: Now the conference has started, I feel pleased with our preparation. The speakers have been popular with audiences - we could ask one or two more next year. The centre we've booked is fine for this time, but the rooms are already being used to their full capacity. If we don't look elsewhere, we'll have to restrict delegate numbers next year. So, we should consider other options. Perhaps the location could also be more convenient for people coming by train.
Test2-Part Two(4)
Woman: I'm afraid I shan't be able to get to the conference on the first day as we'd planned. My flight's now been cancelled, so I'm trying to make alternative travel arrangements. Could we discuss your business proposal over dinner on the second day instead? And you can tell me then about the parts of the programme I missed. Or else, I could get my secretary to tell the centre we'll need to hire one of their meeting rooms.
Man: Thanks for your letter asking me to attend this year's conference, and to give a talk again. I'd already made other arrangements for that week, but I've managed to cancel them.
I see it's going to be at the same place, so there's no need to send a map. I shall be driving to the venue and am intending to arrive in time for the preconference dinner, so yes please, do book me accommodation for that night.
Test2-Part Two(5)
Woman: I've got an early morning meeting at the airport. I'm not sure exactly what time it'll finish, but could you let me know the different options for getting from there to the centre, so that I can arrive in time to deliver my talk. According to the schedule you sent, I'm down as the first presenter. Also, I don't know this particular venue at all, so if someone could meet me at the entrance, that would be most helpful.
Man: I filled out the accommodation request form in the pre-conference information pack, but I hope it's not too late to change my mind - I only sent it in last week. The thing is, I've now got an urgent appointment at the office, so I'll have to leave early - I've tried moving the meeting to another day, but that just isn't possible. It's a shame, because this is the first time I've been able to come.
Test2-Part Three(1)
Woman: ... And our studio guest today is Giles Milton, Operations Director at the National Weather Centre. Giles, welcome.
Man: Thank you.
Woman: Giles, firstly, most people will know the Centre provides weather reports for TV and radio stations, but they're not your only 'customers', are they?
Man: Not by any means. The Centre started out a hundred and fifty years ago, largely serving the shipping industry, but now it provides a whole range of services. We've been helping supermarkets for some time to predict when to buy more stocks of ice cream, for
example, when a heat wave's approaching. Our forecasts for administrators of health authorities help them predict when flu outbreaks might occur. That's something we've only just got off the ground. And there's also our long-standing industrial advisory service for farmers, fishermen and airlines.
Woman: A real industry, then! Two years ago, the Centre announced its plan to relocate. What brought about that decision?
Man: Well, our first premises were near London and were leased to us by the government, and we'd always expected to stay there. But the site offered no scope for desperately needed development, and we had to do something. Although we were initially reluctant to borrow money to finance a relocation, there was no other choice.
Test2-Part Three(2)
Woman: Hm. Did it take long finding an alternative site?
Man: Over a year - which looking back seems excessively long, as we only seriously considered three locations: Oxford, Ipswich - and Plymouth, which was the one we eventually chose. All three places had a good labour supply and running costs were comparable; although I guess Plymouth is slightly cheaper - while being the furthest by road and rail from London. I think, in the end, we realised we could do our work just about anywhere - the data we deal with are all received and sent out via computer, after all. Woman: And you were sure staff would be happy to make the commitment of moving permanently to such a nice part of the country?
Man: Well, yes, but this is different from tourism. We rely on the expertise of specialist IT people and where we were before, there are hundreds of businesses in the same position. We think there'll be less demand for their services here.
Woman: Didn't you have to offer them more money to relocate?
Man: We decided on a generous relocation package, and that seemed to be enough. Woman: Are staff who relocated to your new base happy they made the move?
Test2-Part Three(3)
Man: So fag yes. We thought they'd be most impressed by the beautiful countryside, but all they've said is how pleased they are they can now afford to move up the ladder in terms of finding a place to live - accommodation costs near London have shot up in recent years. And they're finding Plymouth has the same amenities they were used to before, so no complaints there.
Woman: Did the Centre receive any local government support to relocate?
Man: Yes, and that was enormously useful. We didn't have to buy land from the local council, and our offices were purpose-built according to our specifications. We were liable for business taxes from day one, but our first rent isn't due until the site is fully developed, in about twelve months' time.
Woman: A big incentive, then!
Man: Yes. We're very pleased we've established such a good relationship with the local government. There's a range of generous incentives in this region, and they are available equally to local and national organisations. They see us as a nationally high-profile
organisation which, by moving here should attract a number of London-based companies to the region.
Woman: So, is there any other help available, from local business agencies, for example? Man: We’ve been offered various things- one agency provided a consultant to advise us on the initial design phase. We’ve just signed an agreement with the local employment a gency, whereby they’re prepared to pay fifty percent of the cost of sending our technicians on external computer courses. We could have benefited financially from another scheme if we’d been able to take on school leavers, but our openings are only for experienced workers. Woman: Quite. Tell me about the logistics of …
Test3-Part One(1)
Woman: This is a message for Mr. James.
It’s Maria Hopwood calling from the London office. Please could you give him some information about our meeting next week?
First of all, would you first let him know that a new trainee should be coming along too. However, unfortunately the sales manager has had to drop out, but I don’t want to change the date at this stage. Ask him to make sure he brings the information we worked out last time about our profit margins, as I don’t seem to have a note in the latest report of how we arrived at those figures.
I’ll bring a draft press release, which I’ve been working on since we last met. Oh, and could he also bring along all the ideas he has in mind for the product launch.
I’ve got the advertising copy to show him. It should be a good meeting! I’ll fax the final agenda the day before the meeting—no, on second thoughts, I’ll email it. It’ll be easier that way.
Test3-Part One(2)
Woman: Hello. This is Alison in Head Office.
Man: Oh, hello.
Woman: The CEO has asked me to contact you about the memo you sent everyone yesterday ... where you asked for comments on the bid you've just put together - for Stratford Electronics.
Man: Oh, right.
Woman: Well he's very happy with it on the whole, but does think the introduction is rather lengthy and includes more statistics than are necessary.
Man: No problem, I can shorten it easily.
Woman: And most of the contents of the actual bid are fine, but you do refer to the annual report which won't be out until May.
Man: Oh, right... I'll get rid of that.., yes. And I was thinking there's enough with the section on the existing contracts we have, so I could take out the stuff on the new contracts ... the ones we're about to start.
Woman: In fact, he specifically said that he thought mentioning them was a very good selling point.
Man: OK.
Woman: And he'd like you to have something in your concluding remarks about the growth in overseas sales, not just the stuff on domestic markets.
Man: Yes, I was wondering about that.
Woman: And that's all really. Easy to adjust I think.
Man: OK, well thank the CEO for looking at it. It's very helpful.
Test3-Part One(3)
Woman: Human Resources.
Man: Nina, this is Malcolm, from Production.
Woman: Hi. What can I do for you?
Man: We've just had a big order, to be finished in May. I'm going to need all the people I can get to do overtime.
Woman: OK, I'll put out a notice for applications. What's the pay rate?
Man: It'll be the usual rate of one and a half times, except for Saturdays and Sundays. Then they'll get double rate.
Woman: Right, I'll get some application forms organised. Who should the staff send them to? The Production Manager?
Man: Better to hand them to their line managers, then they can bring up any questions. And I'll need the names by the first of December.
Woman: OK, I'll do that straight away.
Man: Oh, and ask them to put down which shifts they'd prefer. We'll work out the hours we need later.
Woman: All right.
Man: Thanks, Nina. Bye.
Woman: Bye.
Test3-Part Two(1)
Thirteen
Woman: This chain of clothing stores has been a household name in this country and abroad for a century. But some years ago, it lost market share and closed most of its overseas branches. Its goods declined in quality, and became dull and out of touch with modern taste. After a period in crisis, the company hired a new team of designers and re-launched its entire range. The upgrading in quality and style have put this store back on the fashion map. Fourteen
Man: This has been an inspirational success story. Five years ago, the Ty-Ban cheese company didn't exist. They now supply more cheese to the foreign market than any other cheese company their size. Originally, Ty-Ban was a small farm rearing cattle and sheep, but the family realised they would have to diversify or go out of business. They started experimenting with some old recipes for organic cheese, in spite of warnings that the market was saturated, and came up with a winner.
Test3-Part Two(2)
Fifteen
Woman: Business consultancy is one of the most competitive areas in the service sector. Huge fees are charged to the customers, but the customers have huge expectations in return. This has led to a growing feeling of disillusionment - 'What do these people do that we couldn't do for ourselves?' Well, here we have a uniquely creative consultancy company that produces revolutionary ideas for projecting a corporate image to the outside world. Their methods are startling, but they certainly get results.
Sixteen
Man: Some of us can remember the days when a visit to the supermarket was no fun. If you needed information, there was never an assistant in sight. And when you did find one, they knew less than you. Well, that time is long past, and the seminar I watched recently at our award-winning supermarket was a revelation. It endeavoured to keep sales assistants up-to-date with information about food technology, how to access product information on the store intranet, and so on. And that's what gave this supermarket its edge.
Test3-Part Two(3)
Seventeen
Woman: Has this happened to you? You've paid a small fortune to have a kitchen installed. The fitters have gone, you switch on the dishwasher, and the next thing you know, the kitchen's flooded. Our award-winning company has a twenty-four hour phone service, seven days a week, with a reply guaranteed (by real people) within three minutes. And if it's an emergency with one of their appliances, an engineer is out to you on the same day. Service like this is rare these days.
Eighteen
Woman: My feeling is that we should leave aside VSB's offer. It's obviously very competitive - way below the others. But how do we know they'd complete the project on time and to the required standard? They're a small company. Would they have the skilled labour or equipment? We could request references from former customers, I suppose. That'd mean putting off the decision and personally I have very little confidence in recommendations - they're easily 'manufactured'. Let's look at the other companies.
Test3-Part Two(4)
Nineteen
Man: You've been in this department for three months, John, and I'm very pleased with your work. You've obviously mastered the regular things - paperwork, customer enquiries etcetera, and you've made some excellent proposals for improvements. I think it's time to see how you manage more challenging work. How would you feel about taking on my responsibility for the finance committee? It'd mean taking minutes and liaising with the chair. You'd find it interesting and I could concentrate on the end-of-year report.
Twenty
Woman: From the figures, it's clear that our Canadian outlets are below target - approximately twenty per cent below for the third quarter, if the finance report is right. Now what should we do about it? Cut our losses and close the outlets? That's the MD's view. I think it's too early to do that. We've invested heavily in Canada and we don't want to lose
that investment. Let's send someone over to try to turn the position round and then make a judgment in December.
Test3-Part Two(5)
Twenty-one,
Man: You've been a reliable supplier for years and we're very grateful. Would you be interested in a different form of collaboration now? We're putting on an exhibition of office equipment in the convention centre and we're looking for companies to help us meet some of the costs, such as producing a catalogue. There'd be some useful publicity for you and free tickets and hospitality for your guests. Think about it. We don't need an instant decision. Discuss it with your director.
Twenty-two,
Woman: Thanks for getting back to me so quickly about my request for a transfer, I'm sorry the company couldn't help, but I really do need to be in London. My husband's been offered a job there and it's too good to turn down. So I've been looking around and there's a possibility in the Publicity section at Richardsons' but they're selecting people tomorrow. I have to provide a testimonial quickly. Would you mind doing me one?
Test3-Part Three(1)
Woman: My guest today is Ricky Bland, whose critical report on how service companies approach training has just been published. Hello, Ricky.
Man: Hello. Yes I looked at the provision of training by employers in this country, and found that most have a'winner-takes-all' approach to training. Despite low levels of basic skills, companies spend most of their training budgets on their most qualified employees, particularly managers. This simply doesn't result in the quality we need.
Woman: But does this really matter?
Man: Yes, because even though there have been enormous efforts to make training available to everyone, the under-development of the workforce in this country is a major factor in our poor productivity. It's also true that the time people spend being trained is below the average of the world's industrialised economies.
Woman: Training is particularly bad in the fast-food industry, isn't it?
Test3-Part Three(2)
Man: Well, the industry certainly has the image of offering low-paid, low-prestige jobs with no future prospects. And there are jobs that don't demand a great deal of skill, for instance using the latest technology for cooking. But in fact, that image isn't entirely accurate. Not only are pay and conditions improving, but some fast-food chains are better than many other service sector employers at combining commercial success with the development of its workforce.
Woman: Can you give us an example?
Man: Well, the Burger House chain gives its staff the chance to take courses in all sorts of things, not just those needed for cooking or serving. When the annual training programme is circulated, staff plan with their managers which courses to attend. They encourage people to
spend as much time being trained as they think they can benefit from. In the long term, the company gains financially, because it creates a source of potential managers.
Test3-Part Three(3)
Woman: But still, working in a fast-food establishment is much worse than in an expensive restaurant, isn't it?
Man: In both cases, the work can resemble a production line, with the pressure limiting the chances of job satisfaction. But, expensive restaurants depend on the reputation of one or two individuals; the rest have little chance to move from low to high-skilled work. In some fast-food chains, almost half the managers have worked their way up from the kitchens. And while the type of service varies, I've seen good and bad quality in expensive restaurants and fast-food places, and that depends on training.
Woman: Where will the pressure for improved training come from?
Man: In fact, it's internal. Although customers are affected by the end result of training, they also tend to be sensitive to prices. So, in fact, it's mostly people who have already worked their way up to managerial levels who want to help others in the same way. Another advantage of course, is that training attracts job applicants, which makes recruitment easier.
Test3-Part Three(4)
Woman: What recommendations did you make in your report?
Man: My main one is that the government should support training by letting companies claim tax relief. Many companies already get this for certain types of training, but the proposal would particularly help unskilled workers aiming at intermediate qualifications. The government should also work with the sector skills council to improve training and working conditions in those industries where it's necessary.
Woman: Do you think the government will act on your proposals?
Man: Well, I want to reintroduce the idea of people getting grants, so that they can choose training for themselves, but there were problems with this a few years ago, so the political will probably isn't there to try it again. I'm confident we'll see a review of all the vocational qualifications, though, which would remove some of the inconsistencies that are there now. And to be honest, my idea for all workers to spend a minimum time on training is unlikely to be introduced just yet.
Woman: Ricky Bland, thank you.
Man: Thank you.
Test4-Part One(1)
Man: Sara, can you bring me up to speed with the production situation? We've had a few problems, haven't we?
Woman: Yes, we had technical problems on the assembly line and, on top of that, prices of the plastic components have rocketed, and because of that we're about to increase the prices of our goods which won't please our customers.
Man: Surely everyone's affected, not just us?
Woman: Yes, but we should have made agreements with our suppliers to sell only to us, like many of our competitors do. We missed out there.
Man: Why was that?
Woman: I suggested it at the monthly team meeting, but they thought there was no rush. I tried bringing it up at the focus meeting, but we didn't get round to it.
Man: Well, it's time we did. What else?
Woman: We had to recall all products made last month because of defective casings. This was because we simply didn't have enough skilled operators, although the earlier problems with missing machine parts had already been resolved. So we're back on track now. Man: I'm glad to hear it. Thanks.
Test4-Part One(2)
Man: Legal department, Simon Smith's office.
Woman: Hello, is Simon available?
Man: He's in a meeting. Can I take a message?
Woman: Please. It's Emma Paynton, Production Supervisor ... Simon usually does the contracts for our Service Engineers. Um ... we've decided to take on some Training staff, and I'd like to check details before I finalise their contracts.
Man: Aha.
Woman: Last time Simon okayed some contracts, he recommended including a trial period of three months ... the employee hadn't been qualified for long. I'd like to do the same this time. My question is, is three months the maximum time allowed?
Man: Right, got that.
Woman: My other question's about fees. I'm going to pay by the hour, and also give annual bonuses. I know they won't get sick pay, but could Simon advise on whether we're obliged to offer holiday pay, and whether that can be calculated into the hourly rate.
Man: Fine.
Woman: Oh, one other matter. If I fax him another contract, could he look through it? We're changing to another distributor, who's sent us the draft document, and the warehouse manager wants someone to go over it for him.
Man: OK, I've got all ...
Test4-Part One(3)
Woman: That was a good meeting, George.
Man: We covered a lot certainly. Let's pick out some points for next month's newsletter. We'll have to prepare it soon anyway.
Woman: Good idea. We usually leave it too late.
Man: I'll take notes. Let's start with something positive. How about the fact that the MD's finally agreed to start a productivity bonus. That's good news.
Woman: Especially as it'll be right across the board. Then there's the feedback from last month's trade fair. It was very encouraging on the latest equipment that was exhibited. Man: Yes, we should include that, especially for the design team. And something about G and Q. The board are in the process of deciding whether to go ahead with the takeover. It's not
official yet, but the rumours are spreading already. Some staff know people in the other company so they'll hear about it from them.
Woman: Let's write about it, but we must include confirmation that there won't be any redundancies, at least in the foreseeable future, to avoid causing anxiety.
Man: Right. Let's do the first draft tomorrow.
Woman: OK.
Test4-Part Two(1)
Thirteen
Man: I thought management showed a complete misunderstanding of the issue. We don't need a whole new set of managers - that would just increase the salary bill and double the administration. What's needed is new blood coming into the company - people who can start off at ground level, working their way up in the company and learning as they go along, as it were. Otherwise we'll really be in danger of cutting ourselves off from our roots. Fourteen
Woman: I think the accountants have got mistaken priorities. We are increasingly involved in the type of work where we need the fullest protection. I'm not saying that we should be asking to be compensated for every little thing. It's just that we should know that we're properly covered if something happens. In this day and age, it's not too much to ask. It wouldn't cost that much more and it would be worth it in the long run.
Test4-Part Two(2)
Fifteen
Man: It seems curious that the set of products we researched and developed earlier this year isn't included. Management made a big fuss about the launch - a big party, with a lot of press interest - and then it turns out the designer didn't think our photographs were good enough to include, so the whole section stayed exactly the same as it has done for years. It's not going to create the impression we want, frankly.
Sixteen
Woman: I think it's very worrying that we have spent such an amount on research, and we come up with a world-class product, and then things start going wrong. We've had quite a few customer complaints already about things like the quality of the maintenance we offer. And management is doing nothing about it. They point to all the other improvements and neglect what I regard as the most important part of our work.
Test4-Part Two(3)
Seventeen
Man: I was speaking to someone down in the Finance Department last week and they were talking about holiday allowance and flexible working, and I couldn't believe how different their allocations were. For the last five years, management have been saying how they were working for equality between departments, but I think a great deal more needs to be done.
I think it's really bad for inter-departmental relations.
Eighteen
Man: Joe - Frank here. Thanks very much for your letter. We're still very interested in this new software of yours, but we shall need a bit more time to consider, and perhaps some hands-on experience with it. So this next meeting of ours will be crucial - I hope the nineteenth is still suitable? Shall we expect you for lunch, before we get down to business at two o'clock as arranged?
Test4-Part Two(4)
Nineteen
Man: Hello Sally - it's George from JG Consultants here. Please get back to me on this as soon as you can. We've got clients who are involved in market testing one of their new products and want a meeting at fairly short notice to distribute information. It's for the twenty-seventh - two weeks' time. There'll be forty-eight delegates from three countries, so I'm afraid it will mean translation facilities and the usual video and sound equipment. Will this be possible? Thanks.
Twenty
Woman: It's Marcia Lazenby, Accounts Department at Autobins. We've received a bill from you for goods delivered last month, but the prices don't seem to correspond with what you quoted or even with those in the catalogue. Could you check? It seems some adjustment may be necessary. Please get back to me as soon as possible.
Test4-Part Two(5)
Twenty-one
Man: We've received the advance publicity about your new multi-function photocopier. We're Brown's at Castleworth, by the way. We're impressed and very interested. We'd need to have the price list of course; and is there any possibility of renting? But most important -please let us know when you'll be in our area, and able to show us it in action.
Twenty-two
Woman: I'm calling from Johnson's about the work stations we've asked you to supply. We've been reconsidering the office layout - largely on the basis of your advice, I might add - and we now think we should go for two more of the smaller units (type A) in place of one of the larger type C models. Please let us know what difference this will make to the overall cost.
Test4-Part Three(1)
Woman: Hey Dan. How did the appraisal go?
Man: Oh, it was pretty good thanks. Carol - she's my line manager - seemed to know me better than I knew myself, and she really helped me to identify strengths and weaknesses I didn't know I had. I'd thought we were just going to talk about practical things, like what my prospects are for promotion, rather than my psychology!
Woman: Do you want a promotion? I thought you'd chosen to go down a grade when you took this job.
Man: That's right. I used to manage a sales team. It meant working long hours, and it could be pretty difficult at times, though on the whole I enjoyed the challenge. But it kept me at a distance from customers and I wanted to go back to that. So here I am, a sales rep again. I'd be interested in promotion if it didn't stop me doing the fun parts of the job.
Woman: How have people reacted to your taking a step down?
Man: Most of the people in my last company found it strange, but in fact a couple of them thought about changing to this company too, though it didn't come to anything. There seems to be a rumour going around that I'll be looking for something better soon, but actually I'm pretty happy here.
Test4-Part Three(2)
Woman: You certainly seem to be good at the job.
Man: To be honest, with all the new insurance products coming out it isn't easy to keep up with them all. I have to struggle to remember everything that's available. At least working with a computer comes fairly natural to me, so that saves time.
Woman: I'm glad I don't have to deal with customers the way you do. I haven't got the patience.
Man: You certainly need that sometimes, when someone spends ages making up their mind, but I don't find it a problem. And I don't mind explaining complicated policies in simple language: it's quite a challenge. But there are some people I'd much rather avoid. Unfortunately in this job, you've got to make everyone feel you really enjoy their company. Woman: Quite frankly, the less I have to do with them the better!
Man: I tell you what though - in my appraisal I suggested some changes to the way I work.
I couldn't persuade Carol to let me work fewer evenings and more on Saturdays, but at least I won't have to come into the office every day: she's letting me work from home instead. And that'll mean I'll waste less time travelling, so I should be able to make more commission, which will be a relief, as the basic salary's so low.
Test4-Part Three(3)
Woman: Good for you.
Man: We also talked about an idea I have for increasing sales, which she'll put to the senior managers. The company's spending much more on advertising now, so the name's more recognisable, but I suspect it doesn't lead directly to more business. Now that sales reps are allowed to travel anywhere in the country, incentives should be offered to existing customers to introduce new ones. It's the personal contact that counts.
Woman: So with your management experience, you must be in good position to judge your own line manager. What do you think of her skills?
Man: She'll always make time to listen to anyone in the team who wants to talk to her, and that's a plus. On the other hand, I've never known her to be ready for a meeting, even when she's called it herself, which isn't a very good model for the department. And it's really left up to us to motivate ourselves.
Woman: Well, I'm pleased your interview seems to have gone well.
真题3阅读和写作答案 VANTAGE3 KEY TO READING & WRITING TEST 1 Reading Part 1 1 B 2 D 3 C 4 A 5 B 6 C 7 A Part 2 8 B 9 A 10F 11 D 12 E Part 3 13 A 14 B 15 C 16 B 17 A 18 D Part 4 19 A 20 C 21 D 22 D 23 A 24 C 25 B 26 D 27 C 28 D 29 C 30 A 31 B 32 D 33 C Part 5 34 WITH 35 CORRECT 36 TO 37 CORRECT 38 SO 39 THESE 40 ABOUT 41 ALTHOUGH 42 HA VING 43 CORRECT 44 TOO 45 THAT Writing Part 1 From: Petar Koev T o: All Staff Date: 27 March 2004 Subject: Computer System I want to inform you that the computer system will be closed next Wednesday at 12 o'clock. The system will be down for at least two hours, please make sure that you have saved all your work. The whole system will ran on a new server which is faster. Thank vou. Band 5
T est2 Part one： 《Successful Time Management》，成功的时间管理。文章针对怎么利用时间、提高工作效率提出了一些建议。 第一题，为了完成好一个任务，没有必要处理每一个细节。答案是C段的最后一句话，而且这句话同时是第一题和第四题的答案所在：Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.除非你有空闲的时间，否则不要在一件事情上花费额外的时间去努力涉及到所有事情。cover absolutely everything可以对应于deal with every detail。 第二题，如果你有很多要做的，也许需要拒绝以后的工作。答案是B段的最后一句，有点绕：This may require you to be firm and avoid agreeing to more than is realistic.这需要你变得坚定，避免答应超出现实的工作。more than is realistic，也就是眼前无法完成的工作，即work in the future。 第三题，任何计划行为都需要建立在一个有规律的基础上。答案在A段。A段整个就是讲的计划的重要性，有计划，才能合理安排时间。中间说有人喜欢在每天开始的时候计划，有人喜欢在结束前。答案是这么一句：you may need to experiment to find what suits you best-find some way of fitting the activity into your schedule.你必须去试验寻找到最适合你的——寻找将这个活动融入到你的时间表的某种方法。要让计划融入进你的时间表，也就是说计划要成为你的日程的固定部分，即题目说的take place on a regular basis。 第四题，在第一题已经说了，C段的最后一句，extra hours可以对应于additional time。 第五题，可能有些例行的任务不需要被执行。答案是D段的第一句：If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time如果回顾某段时间发现你在一些并不是真正必要或者重要的事情上花费了时间，那么你需要仔细考虑这次你是否花的起。言下之意，有些things that are not really necessary or important（some routine tasks）可以不必花时间做(do not need to be carried out)。 第六题，如果你觉得自己工作负担过重，那么查明原因很重要。答案是B段的这么一句： This is not a crime, but you must examine the reasons for such a situation and then plan a course of action。examine the reasons可以对应于identify the cause。 第七题，各个等级的人都会进行浪费时间的活动。答案在D段，需要提炼。D段整个讲的都是不要把时间浪费在不必要的事情上。前面说不要干一些routine task，后面说顶端的经理们也会误用他们的努力。最后一段盘点了很多人，前面的many people，后面的even top manager，和在一起就是题目说的people at all levels。不管是routine task，还是misdirecting their efforts，都是time-wasting activities。 Part two： 《Staff appraisals》，员工评估。很多公司的员工和经理都害怕评估，但是好的评估可以增进员工的忠诚度和满意感，给公司带来益处。
TEST1 PART ONE B 1 It would be advisable for Flacks to consult customers before developing a new product. D 2 Producing goods for specialist markets might increase Flacks' profits. C 3 Flacks may need to change the function of one of its facilities. A 4 Flacks should utilise its current expertise to enter a different market. B 5 Flacks may need to consider closing its current production facility. C 6 Flacks should develop the connections it has established with leading retailers. A 7 Expanding the product range would not be a problem for the workforce. Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business? A Susan Falmer Faced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply. B Mesut Guzel They have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received. C Gary Wilmot In order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development. D Michal Kaminski The demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order. 这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自 己的建议。这套题目的答案稍微有些隐晦。 第一题，说在开发新产品前咨询客户的意见对于Flacks来讲是很明智的。答案是B段 的最后一句：thorough market research will help to ensure any new ideas are well received.彻底的市场调查能够确保新的思想很好的被接受。Market research，市场调查，在很大程度上就
BEC 中级第三辑Test 2 READING 1 hour PART ON E Questions 1-7 ●Look at the s t a t emen t s below and the text about time mana g emen t on the opposite page. ●Which section (A, B, C or D) does each s t a t emen t(1-7) refer to? ●For each s t a t emen t(1-7), mark one letter (A, B, C or D) on your Answer Sheet. ●You will need to use some of these le tt er s more t han once. 1 In order to c omple t e a t a sk well, it may not be necessary to deal with every detail. 2 lf you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to t ake place on a regular ba si s. 4 You should avoid giving additional time to a particular task. 5 It is possible that some routine t a sk s do not need to be carried out. 6 lf you are overloaded with work, it is important to identify the cause. 7 People at all levels perform t ime-w a s ting act ivi tie s. Successful Time Mana g eme n t
第三辑 Test1 Part one 这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自己的建议。这套题目的答案稍微有些隐晦。 第一题，说在开发新产品前咨询客户的意见对于Flacks来讲是很明智的。答案是B段的最后一句：thorough market research will help to ensure any new ideas are well received.彻底的市场调查能够确保新的思想很好的被接受。Market research，市场调查，在很大程度上就是咨询客户的意见（consult customers），any new ideas可以对应于developing a new product,能够well received，那么对于公司来讲当然就是advisable了。选B。 第二题，说为专业市场生产产品可以增加利润。答案是D段的这么一句：the company should consider exploiting niche markets to improve its margins这题关键是要理解一个市场的含义：niche market。看英英解释：a small area of trade within the economy, often involving specialized products。improve its margins也就是increase profits，选D。 第三题，说Flacks可能需要改变它的一个设备的功能。这里答案不是太明显，是C段的这么一句：They should also consider refocusing production by using their UK factory for high-specification products。他们也需要考虑通过利用英国工厂生产高规格产品来调整生产焦点。也就是说，英国工厂原来不是生产高规格产品的，即题目说的改变它的一个设备的功能。第四题，说Flacks可以利用现有的技能来进入一个新的市场。答案是A段的这么一句：They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts。他们需要进入一个更有发展前景的市场，一个需求增长并且公司可以利用现有技能和合同的市场。exploit existing skills也就是utilise its current expertise。 第五题，说Flacks可以考虑关闭现有的生产设备。这题也有些隐晦，答案是这么一句：think about outsourcing all this work abroad。关键就在于outsource这个词的意思：turn to outside suppliers or manufacturers外购。既然是要考虑outsource——turn to outside manufactures，那么也就是可以考虑关闭自己的生产设备了。选B。 第六题，说Flacks应该考虑发展同领先的连锁商已经建立起来的关系。答案在C段：build on their relationships with the big stores发展他们同大商店的关系。 第七题，说扩展产品范围对劳动力来讲不是问题。答案在A段：They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride.他们可以考虑品牌扩张——这不是一个巨大的跳跃，在销售力量的步调范围之内。言下之意，不是问题。选A。 Part two： 《Evaluating the performance of the board》，评估董事局的表现。众所周知一个公司里面是经常对员工的表现进行评估的，那么谁又来评估董事局的表现呢？这篇文章讲了对董事局表现进行评估的重要性和一些方法。 第八题，前面说对董事局的表现进行评估是很重要的。空格后面的句子中有another reason，可见这个第八空应该填入对董事局表现进行评估原因的句子。B符合这一特点，为什么要进行评估，因为“如果决策层是公司唯一逃避评估的成员的话，其他的员工会视之为不公平。”第九题，前面说小公司会发现这种评估过程更容易操作。空格后面一个however，说大公司的决策层会认为评估是对他们地位的一种挑战。可见这个空格应该填入表示小公司愿意接受评估的句子。A符合这一特点：通常这些公司的决策层会很乐意接受批评，因为这可以防止
Test4 Part one 四个专家分别对一个度假公司的发展给出了自己的意见。怎么锁定目标客户，怎么定价，怎么打折，都是一门学问。题目信息稍微有些隐晦。话说这个BEC阅读的第一部分，普遍难度不是很大，可个别题目一旦含蓄起来，也是很难在文章中找到答案的影子的。 第一题，通过将同样的假日出售给不同收入层次的客户是有风险的。这题的答案够隐晦的，而且不是特别的对应。答案是B段开头的一段话。说该不该将多余的假期打折，是一个有争议的点。这样会导致一些注重预算的人被放在了SunTours’的一些更富裕的客户旁边，从而将品牌给毁了。注重预算的（budget-conscious）和更富裕的（more affluent customers）是两种不同的收入人群，也就是different income brackets，damaging the brand，毁坏了品牌，言下之意，这么做是有风险的，即runs a risk。 第二题，说值得提供打折假期来增加预定的数量。答案是A段的这么一句：Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights。减少假日的开销可以吸引最后的客户，从而避免空余的住宿和飞行带来的损失。Unfilled accommodation，没有被预定的住宿，对应于题目中的booking。 第三题，如果想要增加回头客，SunTours需要反思它的市场策略。答案在D段，需要提炼：the company should consider that brochure mailings。They encourage summer tourists to take another break and can even be used to send a thank-you letter to returning customers.先说公司应该考虑邮寄宣传册，接着说他们可以鼓励暑假的游客去休另一个假期甚至可以用来给回头客发送感谢信。后面的句子整个说的就是如何boost repeat customer，前面的consider brochure mailings是具体说明如何思考市场策略（reflect on marketing methods） 第四题，说卖其他开发者忽略的地方的假期将会是一个不错的点子。答案是B段的这么一句：SunTours is planning to sell higher-margin holidays to previously 'unmarketed' destinations for which demand is greater than supply。计划出售先前没被开发的地方的更高利润的假期，在那里供不应求。Unmarketed destination也就是other promoters have ignored。在供不应求的地方做生意，但是是a good idea。 第五题，过去SunTours曾采取过一些不利的方法。答案是C段的这么一句：SunTours would then be able to change direction when things go wrong, as they inevitably do from time to time.事情做错了的时候就可以转变方向，正如它们有时不可避免的所做的一样。也就是说，过去曾做错过决定，也就是disadvantage。
Who Benefits Most from Company Training? According to recent research, the better educated and the higher up the socio?economic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn (19) the offer, pleading family and personal commitments or (20) of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to (21) them up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered. In the majority of companies, more (22) are allocated to management training than to other areas. Employers (23) their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in (24) of training. This is (25) by the fact that organisations are dependent on properly (26) managers making the right decisions. But this (27) may mean that companies are (28) other parts of the workforce down. The researchers found a growing demand for training among the lower-skilled.Unfortunately this demand is not being (29)by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial (30) between the training provided for managers and that offered to other staff, there was still widespread endorsement of training. For the purposes of the research, training was defined as any (31) of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training (32) to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employee. While many felt that learning from colleagues was best,very few (33) the internet as an effective way to train. 19 A back B over C down D off 20 A force B pressure C strain D load 21 A pick B keep C take D put 22 A means B reserves C finances D resources 23 A imagine B regard C suppose D know 24 A requirements B specifications C states D terms 25 A allowed B approved C justified D accepted 26 A understanding B intelligent C informed D knowledgeable 27 A stress B emphasis C weight D strength breaking D setting 28 A letting B cutting C 29 A reached B achieved C gained D met 30 A space B gap C hole D room 31 A frame B structure C form D order 32 A showed B appeared C demonstrated D presented 33 A rated B thought C marked D believed https://www.doczj.com/doc/d514011522.html,/forum-90-1.html
第3辑阅读【TEXT 1】 『part 1』 1 It would be advisable for Flacks to consult customers before developing a new product. 2 Producing goods for specialist markets might increase Flacks' profits. 3 Flacks may need to change the function of one of its facilities. 4 Flacks should utilise its current expertise to enter a different market. 5 Flacks may need to consider closing its current production facility. 6 Flacks should develop the connections it has established with leading retailers. 7 Expanding the product range would not be a problem for the workforce. Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business? A Susan Falmer Faced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply. B Mesut Guzel They have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received. C Gary Wilmot In order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development. D Michal Kaminski The demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order.
人邮第三辑真题TEST 2 READING PART 1 1 In order to complete a task well, it may not be necessary to deal with every detail. 2 If you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to take place on a regular basis. 4 You should avoid giving additional time to a particular task. 5 It is possible that some routine tasks do not need to be carried out. 6 If you are overloaded with work, it is important to identify the cause. 7 People at all levels perform time-wasting activities. Successful Time Management A The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best-find some way of fitting the activity into your schedule. Never say, 'I don't have time to plan today'. B Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic. C If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to Witness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how
人邮第三辑真题TEST 4 READING PART 2 Human resource management It is nearly a century since the car manufacturer Henry Ford said, 'You can destroy my factories and offices, but give me my people and I will build the business right back up again.'(0) .....G..... But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else. Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today's business world. (8) .............. A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company's performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) .............. After all, how can an organisation evaluate the commitment of its staff? For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisation's compensation structure or being more selective in recruiting, they are asking for things that require resources. (10)............ Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent. Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11)..............Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget. Lester's expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. (12) ............. Lester's advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money. A But the findings are inconclusive because of the difficulty of collecting reliable evidence. B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.