Business English
Through Cases
A Course Specially Designed for MBA
candidates at School of Business,
Soochow University
By Dr. Xu Jian (jack_xj@https://www.doczj.com/doc/f91659246.html,)
March 2, 2005
1. Foundations and challenges of business
Facing Business Challenges at Gateway 2000
From Farm Boy to Billionaire
Computers. The odds are slim you will survive, much less thrive, in this industry. You have to guess what customers will want more than a year in advance, even though technology is changing at an incredibly fast pace. It’s hardly a business for cowboys—unless you’re Ted Waitt.
Son of a fourth-generation cattle broker, Waitt (currently 34 and worth an estimated $1.7 billion) rides herd over Gateway 2000. They tell stories about Waitt, and not just in Sioux City, South Dakota—Gateway’s homeland. They talk about how he built a fortune by trusting his instincts and making gutsy calls that led the industry. How he borrowed $10,000 from his grandmother to start a mail-order computer business, and how he turned a two-man, farmhouse operation into a global giant—in only ten years. And they talk about the pony-tailed farm boy clad in deck shoes and a polo shirt who knew that someday he was going to run his own company.
It all began while Waitt was working for a local computer store; he was amazed by how easy it was to sell computer equipment to acknowledgeable computer users over the phone. So in 1985 Waitt (the marketer) teamed up with his buddy Mike Hammond (the technical whiz), and the two started a small mail-order computer business of their own. Waitt and Hammond worked long hours—from their upstairs office in Waitt’s family farmhouse.
Their big break came in 1987, when Texas Instruments (TI) decided to stop manufacturing its own computers and instead sell only industry-standard IBM-compatible personal computers (PCs). Of course, owners of TI computers could trade in their equipment for newer IBM-compatible computers, but first they would have to cough up $3,500. Waitt and Hammond knew they could provide the same computer equipment TI was offering—and at a much cheaper price ($1,955). They did this by finding the best deals on cutting-edge computer components, and assembling the components to build top quality custom PCs. Because all sales were made-to-order and transacted over the phone, Gateway could afford
to give customers more computer for their money—a strategy from which the company has never veered.
Within three short years, the company was shipping 225 PCs a day (each one in a black-and-white cow-spotted box), and sales reached $70 million. By 1993 sales topped $1.7 billion, and the company sold its stock to the investing public. In spite of Gateway’s speedy trip to the top, the company was at a treacherous intersection. Gateway was run essentially by one guy—Ted Waitt—who relied on his instincts. And the company was getting too big to depend on only one man’s judgment. In order to survive in this competitive industry, Gateway would have to find ways to expand its customer base and manage the company’s growth.
If you were Ted Waitt, what steps would you take to beef up business? Would you compete on price, speed, quality, or innovation? Would you consider other sales approaches besides telephone selling?
Meeting Business Challenges at Gateway 2000
Relying on his instincts, Ted Waitt made a number of critical calls that put Gateway in the lead. Of course, Waitt was no longer a one-man show. Beginning in 1991, he brought in experienced executives (from top companies like Digital Equipment, Texas Instruments, and IBM) to help manage the company’s growth. Together they brought Gateway to new heights while sticking with its efficient, bare-bones assembly operation—no showroom, little inventory, and no retail outlets. In fact, Gateway’s simple direct-sales operation allows the company to compete on speed, quality, and price.
Speed and quality in manufacturing give Gateway the biggest advantage. Not only can speed and quality win customers, but they win the right kind of customers—those who are willing to pay a bit more for computer equipment. Gateway moves like lightning: It gets new computers out the door in a hurry. They include all the latest technology—like top-quality color monitors, the latest operating system and software, and the most powerful computer chip.
Of course, buying a computer over the telephone and not seeing the equipment until the truck delivers the cow-spotted boxes to your doorstep is not for everyone. Gateway attracts computer-savvy buyers who need a lot less hand-holding and are comfortable purchasing from a catalog or an advertisement. Here’s how it works: The customer calls in and, over the phone (or Internet), designs a custom-configured computer system using cutting-edge technology. In about five days, the custom system is built and shipped. Because there is no inventory to speak of (computers are made-to-order), as technology gets cheaper, Gateway can compete on price by changing prices daily and passing the savings on to customers. Relying on word of mouth and a strong advertising campaign (about $90 million a year), Gateway rode a wave of success fueled by computer buyers hunting for good equipment at bargain prices. Gateway’s success, however, did not come without its share of growing pains. Gateway’s first portable laptop computer was a disaster. Failing to recognize that customers had to see and touch the product to appreciate its smaller size and capabilities, Gateway ran into a wall because the company’s computers were not sold in retail stores where customers could experience the product’s features. This lesson would not be forgotten. Other mishaps
included sending out machines that did not work and busy phone lines that kept customers waiting—sometimes for hours. Fortunately, Waitt corrected these problems early on by instituting various quality-control measures to increase customer satisfaction. And his efforts paid off. By 1996 Gateway was shipping 5,000 to 6,000 computers daily and sales skyrocketed to roughly $5 billion.
That same year Gateway launched a product that was way ahead of its time. Called Destination, it was a combo PC and 31-inch television set with a wireless keyboard, a mouse, and a home-theater sound system. Learning from past mistakes, Waitt knew he would have to get the product in front of consumers so that they could see its features. This time Gateway cut deals with retail stores. None had ever carried Gateway’s stuff before.
But Waitt’s biggest challenge has been trying to crack the corporate market. Whereas Gateway sold most of its computers to individual users and small businesses, rival Dell set its sights on the lucrative(有利润的) Fortune 1000 corporate accounts and made some expensive investments—like $22 million in research and development (Gateway spent practically zip). Despite doubling its sales force, Gateway discovered that selling computers to corporate customers was not an easy task. First of all, competitors like IBM and Hewlett-Packard (HP) have large, well-trained sales and service staffs who have been doing business with big companies for years. Furthermore, IBM and HP products can be purchased at traditional retail stores.
Still, relying on a cost-efficient, bare-bones, direct-sale operation is Gateway’s stronghold in this cutthroat残酷的industry. The company has no plans to alter its fundamental selling strategy. “If you come see us in the next century, we’ll be bigger, better, and smarter, but fundamentally we’ll be the same,” notes Waitt. That is, Gateway will stick to what it does best: churning out huge volumes of PCs that are equipped with the latest technology at affordable—but not rock bottom—prices and selling them to customers over the phone.
2. On Global Business
Facing Business Challenges at Holiday Inn Worldwide
Sending Invitations Across the Globe
In the 1960s a family vacation in the United States usually meant loading the kids into the station wagon and driving off down the highway toward a tourist destination. And when weary vacationers needed to rest for the night, they often looked for the familiar green signs with “Holiday Inn” written in script and a colorful star for emphasis. All across the United States, this sign welcomed travelers to Holliday Inn hotels with promises of quality, comfort, and value.
By 1968 Holiday Inn was so well known in the United States that it began opening franchises in Europe. In 1973 the company opened its first Asian hotel in Japan, and in 1984 it became the first U.S.-based hotel to open for business in China. For 25 years Holiday Inn enjoyed great success in the European and Asian markets, opening 600 hotels and earning a reputation as upscale, professional, and well run.
However, in the 1980s Holiday Inn’s fortunes were beginning to fade in the United States. Many of the franchises were outdated and substandard. Family vacationers were being replaced by business travelers as the hotel industry’s bread and butter生机, and aggressive competitors with superior marketing strategies were targeting this g rowing segment. In addition, overbuilding had set off a wave of price discounting. As a result, both Holiday Inn’s share of the lodging market and its image took a nosedive急降.
But in the 1990s this icon of the U.S. highway was brought back to life after being purchased by Bass PLC, a British conglomerate联合大企业. Bass moved quickly to make Holiday Inn Worldwide the leading hotel chain, not just in the United States but around the globe. In the United States, Holiday Inn pursued a strategy that segmented the market into different types of travelers and created a unique type of lodging for each group. Under names like Holiday Inn Express, Holiday Inn Select, Sunspree Resorts, and Crowne Plaza, the company offered different accommodations and amenities at different prices to suit the diverse needs of business and leisure travelers. Combined with a campaign to bring all of the
franchises back up to a high standard of quality, the strategy quickly began to pay off.
Even so, the top brass at Holiday Inn Worldwide knows that the greatest growth potential is not in the saturated U.S. market but in the evolving markets of Europe, Asia, and Latin America. With increasing tourism and business development in these regions, the demand for comfortable, consistent, and affordable accommodations is booming. Holiday Inn needs a strategy for tapping this vast potential. Would the strategies that fueled Holiday Inn’s turnaround in the United States bring similar results internationally? Large-scale construction of new hotels will play a major role, so what kinds of hotels should they be? How can the company best meet the needs of a wide variety of international travelers? Should Holiday Inn expand through franchises or by opening company-owned hotels? Should the same type of promotion be used for the entire global market or should it be localized to each geographic area? These are questions that Raymond Lewis faces daily as vice president of marketing. If you were Lewis, how would you answer them?
Meeting Business Challenges at Holiday Inn Worldwide
Part of Raymond Lewis’s job is to monitor and predict changes in the ever-evolving global market. Among the trends he has observed is the increasing similarity between the needs and desires expressed by consumers and businesses around the world in certain product categories such as lodging. On the other hand, Lewis knows that various countries and cultures approach purchases differently, and that people of various cultures respond differently to product promotion. His challenge, then, is to figure out how to satisfy both the similar and the diverse needs of each new market.
Lewis also knows that all travelers, regardless of where they are from or where they are going, share many of the same desires, fears, and expectations when they are traveling. They may not speak the same language or live the same lives while at home, but when they’re on the road, all travelers are (1) away from home and out of their personal comfort zones, (2) in different and often unfamiliar surroundings, and (3) subject to the same hassles and hardships. Therefore, Holiday Inn focuses on delivering a consistent product around the world. This way, whether the hotel is in South Korea, India, Buenos Aires, or Israel, travelers know that they will always receive a comfortable room at a fair price.
In addition, the strategy of segmenting the market by types of travelers that proved so successful in the United States also works abroad, but in a different way. Segmentation in the hotel industry is a relatively new concept in Europe, and in Asia it is virtually nonexistent. This is largely because in many of the developing notions of Asia, travel has only recently become an option for the majority of people. As a result, not every type of Holiday Inn hotel will be successful in every country. The company must know each market very well before it decides which type of hotel to open. Does the area draw mainly tourists or business travelers? How long do visitors usually stay? Do people from surrounding areas travel often? What types of accommodations do competitors offer in the area? By knowing the answers to these questions like these, Holiday Inn is able to decide which type of hotel will best serve the needs of travelers to the area. For example, the company opened a SunSpree Resort in Arequipa, Peru, close to Machu Pichu, a popular international tourist destination. Holiday Inn’s management team feels that Sunspree has a great chance for success in this location because the hotel caters to tourists. In the same way, Holiday Inn
management expects a mix of business and leisure travelers to visit Seoul, South Korea. Therefore, the new Holiday Inn Seoul appeals to a broad range of travelers by offering a business center, banquet facilities, four restaurants, a fitness center, and a gift shop.
Just as in its early days of expansion in the United States, Holiday Inn is accomplishing its international expansion through a mix of wholly owned facilities and franchises, depending on the availability of resources and potential for profit in each local market. Although franchising agreements place less risk on Holiday Inn Worldwide, they also require the company to give up more control than it would by opening wholly owned facilities. However, franchises must adhere to strict quality standards if they intend to operate under Holiday if they intend to operate under Holiday Inn’s famous name.
Lewis and his team also recognize that even though travelers have similar expectations for the quality and value they get in a hotel, sometimes they like to stay in places that don’t feel like hotel chains. Therefore, the company has opened hotels in Europe, Australia, and South Africa that have a style and character unique to their locations. In this way, Holiday Inn is able to tailor its global product to local markets.
Nonetheless, Holiday Inn’s promotion strategy is decidedly global, regardless of which markets it enters. Lewis bases the strategy on two themes: “Welcome”and “Stay with somebody you know.” Although the ad copy is translated when necessary, even the visual format is the same from country to country. Of course, cultural differences must be accommodated from time to time. For example, travelers in Britain preferred an ad that focused on a friendly doorman, whereas U.S. and German travelers preferred a more sentimental ad showing a businesswoman receiving a fax of a drawing from her child.
The inspiration for this global strategy came to Lewis, not surprisingly, while he was traveling. When boarding a plane at Dulles Airport outside of Washington, D.C., he passed a group of Russian teenagers gathered around a guitar player singing “Puff the Magic Dragon,”a folk song that was popular in the United States a few decades ago. This connection between cultures helped convince Lewis that the world’s people were alike in many ways, particularly in the field of pleasure and business travel.
It remains to be seen how successful Holiday Inn’s global strategy will be in the long run.
The company is off to a flying start. However, competitors such as Marriott and Choice Hotels are moving quickly to make sure Holiday Inn doesn’t outpace them in the hot new global markets. But one thing is sure, Lewis and the rest of the management team are not content with Holiday Inn being a leading hotel chain in the United States. They want Holiday Inn to be the leader around the world.
3. Ethical and social responsibilities of business
Facing Business Challenges at Levi Strauss
Can a company be socially responsible and successful?
Levi Strauss & Company chairman and chief executive officer Bob Hass had some problems on his hands. After taking over leadership of the world-famous blue-jeans maker in 1984, Haas had worked hard to revitalize the company’s long-standing commitment to ethical and socially responsible behavior. However, changes in consumer tastes and stiff competition from rival clothing manufacturers were hitting the company hard on all sides. In order to remain competitive, Hass would have to make some tough decisions that could threaten the company’s principles.
The original Mr. Levi Strauss had a simple business mission—make and sell quality work pants for San Francisco’s gold-rush miners. However, Strauss also demonstrated a strong social conscience and commitment to employees early on. During the Great Depression, workers were paid to lay a new floor in the factory until business picked up. By the 1960s, the company had become a vocal advocate for racial integration and a leader in corporate diversity programs.
However, by the time Bob Haas (great-great-grand-nephew of Levi Strauss) took over in 1984, the company seemed to have lost its social conscience. Levi’s had expanded aggressively into product lines that were ultimately unprofitable. The company was bloated, profits were falling, and management was more concerned with numbers than with values. Haas believed that public shareholders and stock analysts had blurred the company’s vision by demanding short-term profit gains over long-term goals. So with the help of friends and family, Haas bought up the remaining public stock and set out to turn the company around. Haas began to streamline the company, which meant taking the painful step of cutting the work force by a third. To reward and motivate those who remained, he developed an aspirations statement with companywide goals based on ethics, diversity, environmental stewardship, teamwork, trust, and openness. He backed up his statement by training employees in leadership, diversity, and ethical decision making and also by linking
employee compensation to performance in these areas. “A company’s values—what it stands for, what its people believe in—are crucial to its competitive success,”Haas exhorted. “Indeed, values drive the business.” Levis’s also spent large sums to reduce the impact of its operations on the environment. At the same time, the company shed unprofitable clothing styles and refocused on traditional jeans and the new casual “Dockers”products. With revitalized company values, soaring staff morale, and revamped product lines, Levi Strauss enjoyed double-digit gains in sales revenues and profits.
However, the 1990s brought new crises. First, reports of widespread human rights abuses in China led the company to question the ethics of its operations there. Second, Levi’s discovered that some of its suppliers in Asia were making Levi’s products with child labor. And third, Levi’s own failure to spot new clothing trends, modernize its production facilities, and keep retailers happy resulted in declining jeans sales. The situation worsened as new competitors undercut Levi’s pricing by manufacturing the majority of their products overseas. (Levi’s still made half of its products in the United States). With demand shrinking, Levi’s again found it had too many plants and employees in the United States. But large-scale layoffs could undermine the social values that had once again become synonymous with the Levi’s name. Haas had to find a way to ensure the company’s long-term profitability while standing by Levi’s principles.
If you were Bob Haas, how would you balance your company’s economic needs with its goals for ethics and social responsibility? How would you deal with suppliers who don’t adhere to your company’s values? Would you take a stand against human rights abuses? How would you handle the problem of excess capacity and employees?
Meeting Business Challenges at Levi Strauss
Bob Haas knew that Levi Strauss & Company faced an uphill battle. The company had uncovered violations of its ethical standards among its Asian suppliers. Meanwhile, consumer tastes had shifted while Levi’s looked the other way, and competitors were beating Levi’s on price and service. But Haas determined to tackle these problems by refocusing on the original company strengths: strong commercial instincts and a commitment to social values and to the work force.
In the early 1990s, Haas developed global guidelines addressing specific workplace issues, such as length of work periods, fair wages, respect for the environment, and prohibitions against child labor. To add muscle to these guidelines, the company began sending inspectors around the world on surprise visits to look for violations. It was during one of these global audits that Haas discovered some manufacturing contractors in Asia employed underage workers, a clear violation of the guidelines. However, most of the children were significant contributors to family incomes, and losing their jobs would force them into more inhumane ways of earning money. Wanting to retain Levi Strauss as their customer, the factory owners asked Levi’s management what to do. Some companies with strong values confronting this issue might simply instruct contractors to discharge underage workers. But Levi Strauss devised a unique solution with positive benefits for everyone.
The contractors agreed to suspend underage workers but still pay their salaries and benefits. For its part, Levi Strauss paid for school tuition and other education-related expenses with no obligations. When the children reached working age, they were all offered full-time jobs in the manufacturing plants. Everyone gained. The children were able to continue their education and their family income contributions, the contractors kept their good customers, and Levi Strauss retained its quality contractors while protecting company values.
Levi’s faced more ethical problems in China, where widespread abuses of human rights clashed directly with the company’s ethical principles. So Haas decided to phase out most of Levi’s operations in that country over a period of several years. Although some critics argued that the move was just a public relations stunt, and that losing its $50 million annual business in China was small compared to the favorable publicity the company would receive,
Levi’s maintained that its only objective was to uphold its own ethical standards. “Our hope is that conditions will change and improve so that we can revisit our decision at some time in the future,” stated one Levi’s executive.
The company could turn to its established ethical guidelines to handle the challenges it faced in Asia, but the another challenge would be harder to deal with. Demand for Levi’s products was sagging, so the company had far more manufacturing capacity than it needed. The problem had several causes: (1) The company had failed to notice certain fashion trends that competitors recognized early (such as teenagers’ preferences for extra-baggy jeans), (2) the company had no consistent marketing message (which resulted in its blue jeans being perceived as “preppy”or for older generations), (3) the company’s slow product-delivery and restrictive pricing policies angered many retailers and prompted some to carry more competing brands, and (4) many competitors produced the majority of their products overseas using more advanced production technology and thus requiring fewer employees, which enabled them to undercut Levi’s prices.
To overcome these threats, Haas began a new campaign to listen to the needs of consumers, cut production costs, improve relations with retailers, and refocus its marketing message. Unfortunately, the situation required Hass once again to face the difficult task of laying off large numbers of workers. In early 1997 the company laid off 1,000 management and clerical employees to save $80 million in costs. Nine months later the announcement was made that Levi’s would close 11 U.S. plants and lay off nearly 6,400 production workers, a full one-third of its U.S. work force. The decision was not an easy one, but Haas and the rest of Levi’s senior managers saw it as necessary in order to keep the company profitable in the years ahead. Nevertheless, Haas was not about to let employees just walk out into an uncertain future. Some had been with Levi’s for many years. So true to the company’s high standards for social responsibility, Levi’s spent $200 million on severance pay and additional benefits.
Under the generous plan, each laid-off worker received 8 months’ paid notice before the job cuts took effect; up to 3 weeks of additional pay for every year of service with the company;
a $500 bonus upon finding a new job; paid health benefits for 18 months; and a $6,000 allowance for relocating, retraining, or starting a new business. In addition, Levi’s provided
career counseling to employees for up to 6 months, and the Levi Strauss Foundation gave $8 million in grants to assist communities affected by the plant closings.
Conventional wisdom holds that the costs of these progressive solutions placed Levi Strauss at a competitive disadvantage. But Bob Haas believes that decisions emphasizing costs alone do not serve a company’s best interests. And Haas has taken action on this belief time and again.
4. Forms of Business Ownership
Facing Business Challenges at AJ Wraps
Wrapping Up a Business-To Go
Alice Thomson and Judith Nantook are identical twin sisters whose passion for food led them into a gutsy decision: opening a chain of fast-food restaurants-starting with one, of course.
AJ Wraps “probably began w hen we were teenagers working in fast-food restaurants,” says Alice. “Then our parents gave us a trip to Paris as a graduation present,” adds her twin Judith. “We fell in love with gourmet French cuisine.” They had wanted to stay and study with the master s of French cooking, but it just wasn’t feasible. So they went home to Illinois to finish college (Alice majored in psychology, Judith in premed zoology). Then Judith met and married Jeff Nantook, following him to San Francisco where he worked as a CPA and tax adviser.
Before long, Judith was begging Alice to move to San Francisco and attend the California Culinary Academy with her. During the week they were learning about sauces and soufflés, and on weekends they were tasting and sampling the city's gourmet offerings while endlessly discussing the restaurant they planned to open after graduation. They were fascinated by the local trend toward multiethnic combinations--and by a "new" eating inven-tion called the wrap. Some say it evolved from a Mexican burrito filled with unexpected ingredients. Others say the idea of a meal wrapped in an easy bundle shows up in every culture sooner or later.
Whatever its origin, the twins saw gold. They started planning a fast-food restaurant that would sell multiethnic, gourmet "wraps" containing exotic, fresh "fusion" (hot and cold) cuisine. They imagined a flavored red tortilla filled with Thai chicken, jasmine-lime rice, and fresh snap peas--or a green one filled with blackened red snapper, Spanish rice, Napa cabbage, and lime-horseradish sour cream. They even started making samples in Judith's home kitchen, much to Jeff’s delight.
The twins knew wraps appealed to anyone with a hectic lifestyle--and who doesn't fall into that category at least occasionally? Commuters want to eat behind the wheel, parents want to pick up dinner on the way home, and single people are looking for fresh, healthy, inexpensive meals. Wraps could satisfy all these needs, the twins believed. A National Restaurant Association survey on ethnic cuisine showed that consumers were eager to try more ethn ic foods; moreover, a look at the Internet Food Channel’s “Ultra Trend Tracker” showed them that the wrap was leading the sandwich category, where focaccia was fading. From coast to coast, newspaper reviews were hailing wraps as the best new fast-food discovery.
Now Judith and Alice face some hard business decisions. Jeff has agreed to share his expertise as financial adviser, but who will manage the food and who will handle the books? How will they share ownership, pay taxes, and compensate themselves? What will they offer financial backers? How will the business grow? Alice and Judith have absolute confidence in their teamwork and their culinary expertise. But they also know that if they don't set the business on the right structural foundation, it could fail overnight --as a lot of well-meaning friends keep pointing out.
Meeting Business Challenges at AJ Wraps
For a time, Alice Thomson and Judith Nantook thought their plans to open AJ Wraps were falling through. Judith's husband Jeff was offered a partnership in a large accounting firm--the catch was, he'd have to move to Los Angeles. However, with a little more research, the twins' enthusiasm was restored. They read about a company partly owned by actor Woody Harrelson: Yoganics, an organic food-delivery service, was apparently reaping tax benefits from a location in South-Central Los Angeles. A 1992 racial uprising left a scarred community that needed to rebuild itself, and the area was desi gnated a “revitalization zone.” State officials were offering tax incentives to spur businesses into the area. It was working beautifully, creating new jobs and a positive, thriving atmosphere.
Alice and Judith loved this idea, As financial adviser, Jeff thought the tax savings would help them get rolling, and an eager work force couldn't hurt. Reassured, the twins revised their plans. Their headquarters would be in South-Central Los Angeles, with the first two restaurants nearby. The third they'd open farther south, in bustling, middle-class Orange County. After three Al Wraps were running successfully, Judith, Alice, and Jeff would sit down and prepare a plan for selling franchises. When it reached that stage, they’d probably want to incorporate, but in the meantime, the business would function as a partnership. Now they had to decide how to divide the responsibilities--and the compensation.
At first, they considered including Jeff as a third partner--after all, his input during the planning stages had been invaluable. But in private meetings Judith and Alice decided that giving Jeff equal management control could eventually interfere in the long-practiced, twin-bonded, team tactics that worked so well between the two of them. They were so attuned to each other's way of thinking and doing that they had always been able to make decisions in a snap.
For a while, they toyed with the idea of offering Jeff a limited partnership (eliminating his management responsibilities and) limiting his liability) but realized they frequently needed his advice to make management decisions. As a limited partner, he wouldn't be compensated for that weekly time investment. They also considered writing a general partnership agreement that limited Jeff’s management participation, but that approach could
lead to some uncomfortable situations (such as having to tell him when to back off and when he was needed). Finally, the twins decided the best option was the simplest one: Alice and Judith would share the business as general partners, hiring Jeff as a consultant and paying him hourly for his expertise. Besides, as Judith pointed out, he'd be sharing in the restaurants' profits anyway as her husband. (At first Jeff's feelings were a little hurt when they told him he wouldn't be a partner. But then he saw the wisdom of it--not to mention the lack of pressure and the easy income. He agreed wholeheartedly.)
Next, Alice and Judith decided that their financial backers (their aunt and uncle, at this stage) would be offered a limited partnership. When and if AI Wraps incorporated, their backers would be given the option of selling their partnership back to the company or investing further as shareholders in the closed corporation. This would all depend on the company's success, the twins realized, and they knew they could only plan so far ahead; first, their wraps must become a big hit in the new neighborhood.
One of the twins' early planning discussions was about the nature of their business: Were they a service provider or a goods producer? They decided they were both: When interacting with customers, they would provide attentive service with a meal that was fast, inexpensive, and healthful. When working in the kitchen, they'd use all their culinary arts to “manufacture” the best wra ps in Los Angeles--or the West!
5. Small Businesses, New Ventures, and Franchises
Facing Business Challenges at Top of The Tree Baking Company
Baking Up Millions
You can use a lot of words to describe Gordon Weinberger, the founder of Top of the Tree Baking Company. Verbose. Determined. And, of course, tall?6 feet 9 inches. Another man might have shrunk from the task that Weinberger had set for himself a couple of years ago, but Weinberger didn't. For two straight weeks, he would rush home from his day job in Boston, throw back some dinner, and then head upstairs to his study to work the phones from 6 P.M. to 11 P.M.
He worked from a list of more than 70 prospective investors: cousins, aunts, uncles,
in-laws, colleagues of his father, and friends of the family?many of whom he hadn't talked to in years. This meant he had a lot of catching up to do before he could even begin to tell them about the new company he hoped to start. Even for Gordon Weinberger, a man with an extraordinary gift of gab, convincing them to invest in his idea might be hard work.
But Weinberger needed money?$100,000 to be exact. In the previous 4 months, he had honed his pie recipe, drawn up a detailed business plan, and sounded out the buyers from area supermarket chains. Almost everywhere he went, the feedback was positive. But without money, he knew his pies weren't going to get much farther than the local county fair.
Each time Weinberger reached for the phone, he drew in a deep breath. Then when the moment arrived, he did what he does best: He told his story. "Hi; this is Gordon. How are you doing? Hey, I'm starting this new company, and I was wondering . . . " By the end of the night, his ear would be sore and his vocal chords scratchy. But it was worth the trouble.
Though it took a few months and a few more phone calls before the money began to roll in, he "sold" his idea to 11 investors, each of whom contributed about $10,000. The structure of the private stock offering was quite simple. The investors agreed that they would have no direct control or say in the affairs of Top of the Tree. In exchange, they were promised double their money back in 5 years.
Although entrepreneurs are often strong on developing their ideas, many stumble when
对外经济贸易大学商务英语（MA)考研参考书 Part1：题型部分 英语篇（基英&综英） 词汇： 词汇是所有的基础，非常重要。 没有最基础的东西，那也只能是空中楼阁。积累的时候不能光查查，然后抄抄就了事，要及时复习，反复刺激，形成长期记忆。记忆的时候不要死记单词和中文意思，要结合相关的句子结合语境记忆，尤其是一些固定搭配、固定用法要积累。当然不是把单词的每一条都记下来，要剔除不重要的和太生僻的部分。记忆之后就是运用，除了做词汇题，这些固定搭配有的可以直接运用到作文中使用，会起到很大的作用。平常要结合阅读来积累单词，精读的文章需要每一句都弄得明明白白，经典的词汇和句型也要积累下来，反复复习。可以在自己抄句子的时候，空出单词或者词组部分，把他们写在一旁，然后复习的时候，试着填入，看看自己是否已经掌握，不掌握的勾出来，重点复习。这样不会的就会越来越少。复习的时候不需要拿专门的时间，用平常零碎的时间即可。还有就是积累的时候注意词汇的词根词缀等，养成分析词根词缀的习惯，万一遇到生词不会可以进行合理的猜测。但是不需要对词根词缀进行专门的复习，可以看看常用的词根词缀了解大意即可。 积累的词汇要拿专门的本子，方便集中复习。或者用卡片也行，最好大小一致。卡片就是容易丢失弄乱，也有不好的地方，如果有专业的记忆卡可以尝试。 关于是否需要专门的记忆词汇，依照个人情况而定。
基英选择题词汇部分： 主要是考察用词，词组，语法，难度不是很大，一般是高英中的普通词汇以及和商务结合的词汇，还有一些商务的常用词汇。考的语法也很少也不难。对语法的直接考察不是很多，但是也绝对不能忽视，虚拟语气、倒装、让步和独立主格结构重点复习。'题目给出的句子多与经济相关，以后句子可能会越来越复杂，要学会分析句子结构，抓住考点，从容应对。12年选择题部分出自九几年的大六真题。 关于这部分，大家可以先拿冲击波《专四语法与词汇》看看，然后多做做英语专业基础英语真题的词汇部分，可以参照星火基础英语单词部分（ps：参考书的答案可能有错，大家自己注意）。但是其他学校的词汇题有的和贸大并不十分契合，可以放在前期积累词汇。中期还是应该拿贸大真题好好做做，总结考法，然后相应地在积累的时候有的放矢。 平常多积累词汇，拉丁语常用缩略词也要熟悉一下。以及各种经贸的term和缩写。积累的过程中要注意记新的还要巩固旧的。 阅读题的词汇部分： 难度较大，最好熟悉GRE重点常用词汇并能对某些词形词义相近的词语和词组做出辨析，可适度多次温习。如果觉得GRE太多，可以直接熟练专八词汇。有精力再准备GRE（注意GRE红宝书涵盖生词、怪词量较大，可剔除掉不重要的）。记忆一定要结合语境，以及阅读训练。重点是运用。有的词不需要了解得十分细致，自己把握。 词汇部分的推荐资料： 必备资料： 高英和商务英语阅读的词汇词组部分 中国日报英语点津网站的business hot word版块新词热词版块也可以看看 （网址：https://www.doczj.com/doc/f91659246.html,/language_tips/） pass bec新编剑桥商务英语难词解译（陈小慰） 《英美报刊核心商务术语释义》兰磊很赞！对商务知识的扩充和报刊阅读很有帮助 其他参考资料（以下资料可以挑着自己需要的看）： 《常春藤专八词汇》 《8级词汇巧学速记》这本的词汇题目和真题风格相似。 《英语文化与:英语成语1000条》。贸大很多习语都是从中出的。 中国日报汉英特色词典 二三级笔译手册（重点看经贸部分，其他部分可以挑着看） 《英语口译常用词语应试手册》中有关经贸的单元、高级商务口笔译的笔译教材里的词汇表、网上下载的资料以及平常做翻译、看新闻时遇到的经济类词汇 《刘毅22000》采用分类的方式，用于记忆同类的词汇，同时辨析词汇的差异。 纽约时报新词 Ps： 谚语部分已经很久没有考察了，大家可以没事的时候积累几个常见的，谚语一般比较有意思，就当放松。对谚语的考查可能会以首字母填空的形式，也有可能是让大家用自己的话解释所
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商务英语听力 篇一：商务英语口语学习商务英语口语学习球经济一体化步伐加快，越来越多的外企进入中国，中国与其他国家的贸易往来也日益频繁，无论是本国企业还是涌入中国的跨国公司都急需一大批既懂商务知识又会英语技能的商务英语专业人才。可是能真正成为这样的人才却不是一件容易的事情。一、巩固商务英语口语基础并提高学好音标，注意非音段层面的发音技巧的练习。模仿标准的语音语调，注意连读、弱读、失去爆破、音的同化等语言现象，解决普遍的发音问题，克服错误的发音习惯。可选择磁带、广播，电影中自己喜欢的声音模仿，而且材料要实用，要符合自己的兴趣和学习需求。同时，练习时要大声，要遵守先慢后快原则，口齿清楚，使口腔肌肉得到最充分的锻炼，以养成正确的发音习惯。ABC360有真人外教进行一对一的在线教学，可以帮助学生更好的发音。二、增加自信，突破心理障碍提高语言基本功的同时，需要逐渐树立起自信心。由于传统英语教育过于强调准确性，再加上传统文化中害怕出错丢面子等种种不利于英语口语学习的障碍心理，阻碍了口语流利性的提高。一些学生性格内向，缺乏自信，没有勇气，不善沟通与交流。而经过在ABC360和外教长期的全程英语课程与对话，可以使学生说英语越来越自然，不会觉得不好意思。三、有意识的培养商务文化知识导入商务文化意识，在情境中练习。第一，补充商务知识。一方面注意商务词汇的扩展。另一方面注意学习专业知识,了解、熟悉异国的政治制度、经济环境、法律体系、经营习惯以及商业价值观，培养过硬的外语运用能力。第二，提高商务情景中的表达和沟通能力。ABC360的外教除了是经验丰富的专业老师之外，也多许多本身有商务方面的教育背景，对学生商务方面知识的拓展有很大帮助。四、利用丰富的网络资源提高商务英语听力水平听是输入，说是输出，沟通要顺利进行缺一不可。因此，听力理解水平的高低直接影响口语交际的质量，因此，利用网络丰富的资源，搜索相关的听力和视频材料，以及口碑较好的系列商务英语口语素材。不过想要在工作的时候流利的说出一口英语需要一个漫长的过程，如果真的想学就一定能学好。篇二：商务英语听力与会话课程标准《商务英语听力与会话》课程标准课程代码：2212014 适用专业：商务英语专业一、课程性质 1、课程性质商务英语专业的培养目标是：培养德、智、体、美等方面全面发展，具有扎实的英语语言基础与专业技能和比较熟练的
北京第二外国语学院 2011年攻读硕士学位研究生专业目录 单位名称：北京第二外国语学院单位代码：10031 培养单位：英语教学部邮政编码：100024 地址：北京市朝阳区定福庄南里1号电话：（010）65778203 专业/代码研究方向招生 人数 马克思主 义理论课 外国语 应试语种 业务课考试科目备注 外国语言学 及 应用语言学050211 01国际商务英语8 101思想政 治理论 262日语 263法语 264德语 265俄语 266西班牙语 （任选） 611基础英语 812综合考试（英2） 1. 611基础英语：语法、 词汇30分、完形填空 30分、阅读理解30 分、段落翻译30分、 命题作文30分。 2. 812综合考试（英2）： 英美概况50分、 命题作文50分、 应用翻译50分。 02英语教学研究 4 03跨文化交际 5 参考书目： 外国语考试同英语语言文学专业（050201）。 611基础英语：水平测试，无指定参考书。 812综合考试（英2）： 《英汉汉英应用翻译教程》，方梦之等，上海外语教育出版社，2004年。 《英语国家社会与文化入门》，朱永涛等，高等教育出版社，第二版。 复试参考书： 01国际商务英语： 《国际贸易》，薛荣久，对外经济贸易大学出版社，2003年。 同时注意阅读学术刊物中有关世界经济、国际贸易的论文。 02英语教学研究： Jeremy Harmer. How to Teach English, Addison Wesley Longman Limited. (1998). 外语教学与研究出版社，2000年。 03跨文化交际： 《实用文本汉译英》，方梦之，青岛出版社，2003年。 同时注意阅读近期《中国翻译》、《中国科技翻译》、《上海翻译》等学术期刊论文及翻译习题。
商务英语口语教材(中英文对照版) Oral Business English materials (in Both Chinese and English ) 2015年11月3日 目录 一、Introduction. ... ... ... ... ... ... . (3) （一）自我介绍Introduction to Hengshui (3) (二) 介绍衡水Introduction to Hengshui (5) 二、接听电话英语 Telephone English (10) 三、接待外宾Receiving foreign guests (12) 四、在办公室接待来客Receiving visitors at the office (16) 五、公司介绍 Company presentations (19) 六、商务宴请Business Dinner (21) 七、价格谈判 Negotiating Prices (23) 八、订货 Placing an order (24) 九、货款支付 payment (27) 十、发货Delivery (28) 一、Introduction (一)自我介绍：Self Introduction: 1、史密斯先生（女士），您（们）好！欢迎莅临我们衡板公司！ Hello Mr. /Ms. Smith. Welcome to Hengshui Company limited. 2、我是河北钢铁集团衡水薄板有限公司冷板（焊管）贸易部的张林。 I’m Zhang Lin, from the “Cold Rolled Plate trading department” of Hengshui Strip Rolling Co. Ltd, in Hebei Iron & Steel Group. 3、这是我们公司经营副总张强，贸易部部长李壮，贸易部副部长王刚。This is Mr. Zhang Qiang, vice president of the Management department, Mr. Li Zhuang, Director of Trade Division, and Mr. Wang Gang, the Deputy Director, Trade Division. 4、部门和职务介绍：Introduction to departments and job posts: （1）衡板公司董事长President of Hengshui Strip Rolling Co. , Ltd. 总经理General Manager, 党委副书记Assistant secretary of the Party Committee. （2）公司党委书记、Secretary of Party Committee 工会主席、President of labor union 纪委书记Secretary of Discipline Inspection Commission （3）公司副总经理 Deputy General Manager of the company. （4）公司总会计师 Chief accountant of the company.
美联英语提供：商务英语-学商务英语到底该买什么书 关于商务英语，那些你不知道的事都在这里 https://www.doczj.com/doc/f91659246.html,/test/fayin.aspx?tid=16-73675-0 学商务英语到底该买什么书 十大主流教材PK：学商务英语 一、《MARKET LEADER体验商务英语综合教程》 内容简介： 《体验商务英语》系列教材为学习者提供了全新的学习方式，即在体验中学习商务英语，进而提高运用英语进行商务交际的能力。该系列教材是在培生教育出版集团出版的Market Leader 和powerhouse 系列教材的基础上改编的，由《综合教程》、《听说教程》、《同步练习》、《教师用书》和配套的录音、录像资料等组成。 教材特点：将国际商务活动引入课堂，体验真实的商务世界。角色扮演和案例学习将体验式学习引向深入，教学设计严谨，为体验式学习打好基础。教学资源丰富，为体验式教学提供有力支持。 点评：
作为老牌商务英语品牌的引进教材，极好地保留着美国人的实用主义特点。Market Leader(https://www.doczj.com/doc/f91659246.html,)注重于应用，尤其是每个单元的案例分析十分有利于体验式教学。加上其文章都来自于FT，不但内容精炼，在应用的广泛度和流行程度上也做到了有力保证。该系列教材非常适合公司英语培训、公司英语内训等教学使用，亚洲最大的公司英语培训公司马科里得的首选教材就是这套《MARKET LEADER体验商务英语综合教程》，就是看中它具有MBA特点的案例教学设计。刚刚出版的第三版在应用的贴合度上又有不少改进，非常值得期待。 二、《新编剑桥商务英语》 内容简介： 剑桥商务英语证书(BEC)考试是一种全新的实用型考试，侧重考察真实工作环境中的英语交流能力，专为广大商务英语学习者量身定做，获得全球众多教育机构及企业的认可，并将其作为入学考试或招聘录用的英语语言水平要求。 《新编剑桥商务英语教师用书》增加了学生用书中由于篇幅限制无法保留的部分内容，如详细的教学笔记、习题答案、听力文字材料和进一步的学习参考；还提供了内容高度凝练、充满趣味而且可以模仿的学习活动，是职场新人和广大师生们最理想的选择 点评：
MAKING CONTACT I’d like to speak to (Mr . Smith) please. You can also say... 1. Could I speak to ... 2. I’m trying to contact ... Conversation: Questions: 1. How often do you make phone calls in English? 2. When was the last time you spoke to a manager over the phone? 3. How do you feel talking to a manger over the phone? A: QQ English. Good morning. B: I would like to speak to Mr . Smith please. A: I’m sorry he’s in a meeting at the moment. Could you please call back?B: Ok, I’ll do that. B: By the way, what time will the meeting finish?A: Around 6pm.B: Ok. Thank you. Mr . Smith
GIVING MORE INFORMATION I’m calling from (T okyo) You can also say... 1. I’m calling on behalf of ... 2. I am phoning to ... Conversation: Questions: 1. Have you received an international call? 2. How do you feel everytime you receive a call from a valued office or client? 3. Have you tried receiving a call from a legal department? A: Where are you calling from?B: I’m calling from T okyo.A: What can I do for you? B: I would like to speak to your manager regarding our appointment tomorrow.A: Okay . Please wait.B: Thank you. Japan Office
高级商务英语口语目录 Lesson 1 Formal Verbal Communication in Business I Lesson 2 Formal Verbal Communication in Business II Lesson 3 Cross-Cultural Communication in Business Lesson 4 Business Etiquette
Lesson 5 Contract English Lesson 6 Negotiation English Lesson 7 Business Reporting Lesson8 Business News Reading Lesson9 Interview English
Lesson One
Formal Verbal Communication in Business I 正式商业交流（1）–研讨会 Part I Objectives Part II The How-Tos Leading Seminars/ Questioning Techniques ?General procedures of a seminar/lecture 1) Self-introduction 2) Introduction of Topic 3) Describing sequences and timing 4) Highlighting information 5) Involving the audience 6) Giving instructions 7) Checking understanding 8) Asking questions 9) Clarifying questions 10) Evading questions 11) Inviting comments
1. 《Negotiation》by Roy J. Lewicki, Bruce Barry, David M. Saunders and John W. Minton, Publisher: Mc Graw Hill Higher Education, 2003 2.《Getting to Yes: Negotiating Agreement Without Giving in》by Roger Bruce M. Patton, William L. Ury, and Roger Fisher, Publisher: Houghton Mifflin Harcourt. 3.《International Business Environments and Operations》影印版，John D.Daniels, Leo H. Radebough 著，中国人民大学出版社。 4.《Business Communication Essentials》影印版, Counland L.Borwer, John V.Thill, Barbara E.Schatzman 著，中国人民大学出版社。 5.《Negotiating Skills For Business》by Christopher E M, Publisher: Kogan Page Ltd 1996 6.《Settling for More: Mastering Negotiating Strategies and Techniques》by Goldman A L. Publisher: The Bureau Of National Affairs, Inc 1991 7.《Negotiating And Influencing Skills》by McRae B, Publisher: Sage Publications, Inc 1998 8.《International Contracts》by Shippey KC, 上海外语教育出版社, 2000 9.《The essentials of negotiation》by Harvard Business School Press , Publisher: Perseus Distribution Services
1. 所有的问题都没有完美的答案。只要围绕话题流利的说出自己的看法，如果再加上自己的独特看法那就属于加分的情况了。 2. 真正的考试中涉及到教材的内容并不多，教材只是个示例，最重要的是你能通过教材学习到其中的关键点，比如句式，词组，书信报告格式等，会举一反三。如果能在学习教材的同时将自己的实际情况比如工作情况联系到一起，那就是比较完美的利用方法了。 3. 教材上的东西都会了，考试也不一定会过。所以通过教材得到能力的提升，思想的进步，才是保证考试顺利通过并取得高分的关键。 4. 口语考试中，时间很紧，你的成绩会跟你的partner有间接关系。很多问题都是采用会话的方式进行回答，一人一句，说不了几句时间就到了。 剑桥BEC真题集第3辑（中级） 新编剑桥商务英语(BEC)(中级)学生用书第二版 新编剑桥商务英语PASS BEC口试必备手册（中、高级） 剑桥BEC真题集第2 3辑（中级） 新编剑桥商务英语(BEC)(中级)学生用书第二版 的配套听力相当重要没有了配套听力其价值大减听力不论精听泛听都是相当有价值的 教材多是没有用的用好的方法对的教材在两个多月内谋求最大的进步才是现在你应该做的 总得来说 剑桥BEC真题集第2 3辑（中级） 新编剑桥商务英语(BEC)(中级)学生用书第二版 新编剑桥商务英语PASS BEC口试必备手册（中、高级） 这四本就够了我当时考中级就是这四本要吃透词汇不是很熟都弄清楚理解文章的思路很重要 1，新编剑桥商务英语PASS BEC口试必备手册（中、高级）经济科学出版社 2.剑桥BEC真题集第四辑还有二三辑也买人民邮电出版社 如果想要教材，那就是新编剑桥商务英语经济科学出版社 3.这个复习的安排，加入你参加5月分的考试，如果这个寒假你有时间的话，最好自己加强下听力，挺挺BBC什么的，也可以练练口语；等到3月份之后开始，接着强化听力口语，可以适当补补词汇，比如找本单词书什么的看看，不过BEC不用像托福那样被单词，差不多就行；口语从三月份起一定要不间断天天练，很有用，练时要大声说出来地练，自己和自己说着练就可以，就用那本口试必备手册，按哪里的题材练，并且要从那本书里学会有用的、较为复杂、不俗的词汇，来增添你口语的亮点。真题嘛，我觉得4月份开始做就可以做真题，四五两个月你要把真题全部做完并且最好能够在认真地重复得再做上一到两遍，很有用，把真题吃透了的话，对你适应BEC考试有很大很大帮助，因为这个BEC并不是很难，当然，这是在你努力的前提下。作文等到5月之后准备一下就行，其实有些套路式的东西，
2011.6 09文2英语期末考试复习重点 一、判断题。 1.International trade is only the exchange of goods between nations.× 国际贸易只是在国家之间的货物的交换。错。 2.Trade surplus mean s that a country’s imports exceed its exports. × （出口大于进口）贸易盈余意味着一个国家进口超过它的出口。错。 3.Countries can do business freely without regulations in international trade. ×国家能自由地经商而没有国际贸易的规则。错。 4.An agent needs to carry stock as a distributor does. × 代理商需要像经销商所做的那样支持货物的供应。错。 5.All international business transactions are done under Incoterms 2000. ×所有国际商业交易是在《2000年国贸术语解释通则》下完成的。 错。改为：sales contracts 销售合同 6.Under FOB San Francisco, San Francisco is the port of destination. × 错。装运港船上交货，到达口，改为：shipment装运港 7.Under CIF, cargo insurance is to be effected by the buyer. × 在CIF术语下（成本保险费加运费）之下，货物保险是被买方影响。错。改为：seller卖方 8. Different commodities have different qualities, but the same commodity must have the same quality. ×不同的商品有不同的性质，但是相同的商品一定有相同的性质。错。
Ideas I. WARM-UP VOCABULARY II. DIALOGUE BOX occupation commercialized frequent assistance up-to-date aspect Complete the sentences using the words listed above. 1. The new employee needs ___________________. 2. The company has to consider every _______________ before giving a raise. 3. These days education has become _____________________. 4. All employees are required to submit an _______________ Personal Data Sheet. 5. His ____________ tardiness is the reason of his forced leave. 6. Oliver’s _______________ doesn’t match with the job description. Comprehension Check 1. What are the problems that the consultant has looked into? 2. What are his suggestions/recommendations? Sales Manager : So what ideas do you have then? We really need your assistance. Consultant : Have you considered changing the name of the product ? I think it’s too commercialized. Sales Manager : I agree with you. Actually it’s one of the aspects we have already discussed. Sales and Production just don’t get together often enough. Consultant : I think you’ve got communication problems. I suggest you make the meetings more frequent. Sales Manager : I guess you’re right. Nobody knows what’s going on. Anything else? Consultant : Have you considered altering the design? Lets face it, some of your products look outdated. You need to get more up-to-date. N A1
BEC中级教材推荐 悬赏分：100|解决时间：2009-9-23 19:39|提问者：最后№风度 09年12想考BEC。。报名费贵的啊。。而且一点把握都没有。硬着头皮上了。 想各位考过的大哥大姐推荐下教材，在沪江网上面有全套的，那套怎么样,有没有谁用过了？还是应该分开一本一本买划算。具体的整套是这样的： 剑桥BEC真题集第3辑（中级） 作者：（英）剑桥大学考试委员会（UGLES）出版社：人民邮电出版社出版时间：2006-9-1 新编剑桥商务英语(BEC)(中级)学生用书第二版 出版社：经济科学出版社出版日期：2002-3-1 作者：(英)伍德等编著 新东方剑桥商务英语中级词汇精选 作者：刘军，高媛媛，李元莎编著出版社：群言出版社出版时间：2007-4-1 新编剑桥商务英语PASS BEC口试必备手册（中、高级） 主编：陈小慰出版社：经济科学出版社出版时间：2005-9-1 新编剑桥商务英语(BEC)伴侣用书——新编剑桥商务英语同步辅导（中级） 作者：潘红陈小慰主编出版社：经济科学出版社 出版时间：2004-4-1 新编剑桥商务英语(BEC)练习册（中级） 主编: 伍德等编著 出版社：经济科学出版社出版时间：2002-5-1 BEC剑桥商务英语证书考试仿真试卷:中级(附光盘) 编著：李曼丽出版社：大连理工大学出版社出版时间：2006-6-1 这套总价是175元，还是沪江价。 各位把用过的比较好的教材都推荐一下，最好能列张清单。分不够的话我再加。第一次考，大家多多帮忙，先谢谢大家了。 最佳答案 我考过BEC的中级得了B 现在也在备考高级可以跟你说一说我的意见你可以参考 首先教材不是越多越好尤其是你现在时间那么紧应该精而不是数量一本精读比10本都有效这套教材其实不错我跟你分析分析 剑桥BEC真题集第3辑（中级） 新编剑桥商务英语(BEC)(中级)学生用书第二版 新编剑桥商务英语PASS BEC口试必备手册（中、高级） 这三本是绝对必须的最好的话可以买到BEC真题集第2辑真题是越多越好的 新编剑桥商务英语(BEC)练习册（中级）
BEC教材大全 新编剑桥商务英语初级【学生用书?教师用书?同步辅导】三册全集 新编剑桥商务英语同步辅导高级 新编剑桥商务英语学生用书高级2版.rar 新编剑桥商务英语教师用书高级2版 新编剑桥商务英语学生用书中级：2版 新编剑桥商务英语同步辅导（经科版）中级.pdf 新编剑桥商务英语教师用书初级.pdf 新编剑桥商务英语初级mp3(华夏版) 新编剑桥商务英语(高级)-学生用书-经济科学出版社mp3全集(下) 《新编剑桥商务英语中级学生用书》(BEC2)经济科学出版社[MP3] 新编剑桥商务英语(高级)-学生用书-经济科学出版社mp3全集(上) 新编剑桥商务英语(中级)-学生用书-经济科学出版社 新编剑桥商务英语自测练习与解答 听力 BEC中级大礼包【口语听力阅读写作】 剑桥BEC真题集第二辑中级听力MP3 bec中级听力_新东方高媛媛 bec中级非常全面的资料，口语，听力，词汇 BEC中级辅导电子版（口语，听力，写作，阅读） 剑桥商务英语BEC中级阅读、口语、听力资料大汇集 BEC高级听力真题精华 人邮版BEC中级真题(第三辑)听力MP3 2008年bec听力应试技巧 BEC中级听说指南听力MP3 BEC中级教材配套听力MP3 剑桥商务英语证书初级试题及听力MP3集萃[2008.4.24更新] BEC高级教材（经科版）+听力MP3+教师用书 新版BEC听力 高级听力 [剑桥商务英语BEC]中级和高级经济科学出版社配套听力 bec中级辅导（听力阅读口语写作） [商务英语BEC]剑桥商务英语证书(BEC)30天突破听力材料：[初级+中级+高级][全] [商务英语BEC][口语]听力口语篇 [商务英语BEC][经验]商务英语证书考试及其听力考试浅谈 [商务英语BEC][听力]中级听力分册 [商务英语BEC][听力]高级听力分册 [商务英语BEC][听力]剑桥听力文本1-6 [商务英语BEC][听力]BEC中级听力全真试题及答案 剑桥商务英语BEC高级考试辅导(听力口语) 商务英语BEC听力水平提高的方法 剑桥商务英语（BEC）听力考试应试技巧 剑桥商务英语BEC中级听力精品讲义 商务英语证书考试听力考试浅谈 剑桥商务英语BEC中级听力讲义 阅读
《商务英语》课程教学大纲 一、课程名称：《商务英语》 二、适用学生：商务英语、旅游英语专业，大二学生 三、计划学时：120学时（两个学期，每周4学时） 四、培养目标： 经济日益全球化的趋势迫切需要我们培养一大批熟练掌握外语，通晓商务知识，熟悉国际商务环境，善于跨文化交际的国际型商务人才。本课程正是为训练学生语言技能和拓广学生的商务英语知识而开设的。为学生的就业打下必要的基础。通过本课程的学习，使学生具备商务英语的基本理论和听力技能，使学生能够自如应付各种形式的商务英语听力素材，熟悉国际商务环境，在各种涉外商务场所善于沟通和交流。 五、课程简介： 本课程涵盖了商务和贸易的方方面面，包括市场营销、人力资源管理、企业管理、组织机构、证券投资、服务贸易、广告宣传、跨国经营、金融保险、电子商务、信息技术、办公文秘、酒店餐饮、全球化品牌等广泛的国际商务知识。六、教学目的： 《商务英语》是一门以语言技能为主，商务技能为辅的融实践性、交际性为一体的语言课程。它以大量而真实的语言素材为载体，突出讲授了在特定的商务环境中如何运用英语来说明事物、处理文书、解决问题。通过该课程系统地讲授商务知识和语言知识，提高学生熟练运用语言进行交际的能力，加深对商务知识的理解，加强商务谈判、商务协作等交际能力的培养，能够利用所学英语语言及商务知识较规范化地说明各项商务事件，解决商务活动中的常见问题。 七、教材及主要参考书目： 1. 教材： 1）《新编剑桥商务英语》（初级）经济科学出版社出版Cook, R 和Pedretti. M 等
主编； 2) 《新编剑桥商务英语》（中级）经济科学出版社出版John Hughes主编 2. 主要参考书目： 1、《新视野商务英语》（上下册）外语教学与研究出版社，Sue Robbins 著 2、《体验商务英语视听说》高等教育出版社出版原文引进版教材 3、《21世纪大学商务英语综合教程》复旦大学出版社张静等主编 八、授课计划、内容及课时安排： 1、60 学时（第3学期，新编剑桥商务英语初级） 单元名称 教学时 数理论教学实验教学 1 World of Work & Personal and professional details 4 2 2 2 Work in progress & Making arrangements 4 2 2 3 Company biography & Company performance 8 4 4 4 International business & Business communications 4 2 2 5 Career choices and Achievements and plans 4 2 2 6 Business travel & Travel arrangements 8 4 4 7 Products and services & Order and contracts 4 2 2 8 Production process & problems and solutions 4 2 2 9 Future & Meetings and conferences 4 2 2 10 Career development & Organizing meetings 4 2 2 11 Health and safety & Reporting on accidents 4 2 2
翻译练习 1．一个人的外语能力有助于他的事业成功（make …successful） The ability of foreign language of a person will make his career successful 2．随着这座城市建设开发，大量人才涌入。（pour in） With the development of this city, a large number of talented people pour in. 3．可以肯定地说,英语拥有世界上最多的学习者。（it is safe to say） It is safe to say that English has the most learners in the world 4．这座城市逐渐成为该国的国际贸易中心。（a center of） This city is gradually becoming a center of international business 5．他拒绝在表格上签名。（sign） He refused to sign his name on the form 6．连续两次联系不上更加使他着急（add to） Twice failure in communication has added to his anxiety 7．这个房间可用做储藏室。（serve） This room can serve as a storeroom 8．我们的任务是在两年内打开海外市场。（open up） Our task is to open up the overseas market in two years 9．两国领导人的互访将加深双方的了解。（understanding） The mutual visit of the leaders of the two countries can increase the understanding of each other 10．双方谈判花了三个月才达成协议。（it takes… to…） It takes three months for the two sides to reach an agreement in negotiation 11你有问题要问吗？（questions to ask） Do you have questions to ask? 12. 他要帮助我学习英语。（to help me with English） He wanted to help me with English 13. 他说了很多话来鼓励我。（to encourage） He said much to encourage me 14. 他太年轻了，不能独自旅行。（too, to） He is too young to travel alone 15我和他不够熟悉，不便请他来帮忙。（enough to） I don’t know him well enough to ask he lp from him 16．很多亚洲国家，直呼长辈的名字是被认为不礼貌的 In many Asian countries, it is considered impolite to address one’s senior with his first name 17注意到在西方，人们可以从对女性的不同称呼方式中得知她的婚姻状况 He noticed that in the west, people could tell a woman’s marital status from the way she was addressed 18永远也不会忘记儿子当众喊她名字时的尴尬场景 She will never forget the embarrassing experience of being first-named by her son in public 19一些人认为称姓而不呼名是表示对他人的尊敬 Some people think that you could show respect for others by addressing them by their surnames rather than their first names 20这种情况下，你会怎么做呢？ In that case, what would you do? 21他遭到女孩的拒绝，仍然一而再，再而三地约她 Even though the girl refused him, he made the invitations again and again 22正式的场合下,穿牛仔服是极其不合适的 In formal occasions, it is inappropriate to wear jeans 23为了表示对女性的尊重，总是把男士介绍给女士