BEC剑桥商务英语高级真题集听力原文

Obviously the benefits of proper planning are very important—and will certainly help to reduce nerves. However there are other things that you can do to fully take control of the nerves before you present.Physical techniquesThe benefits of breathing are often overlooked but this one simple technique can really help to calm you and slow you down. When you are nervous you probably also speed up your speech. So controlling the speed that you speak at is a good way to help control your nerves. Of course, as you can imagine, there are lots of other physical strategies that people employ to help reduce nerves and focus their minds.Psychological techniquesThere are also some key psychological techniques that you can apply to help you to kick out those negative thoughts that can creep into your mind and reduce your confidence.These techniques can help you to maintain a positive mental attitude towards your presentation and help you remain in control if any negative thoughts start to creep into your mind. One technique is to imagine that the presentation has just taken place – and that it was successful.Spend time imagining that success—and how you feel at that time. Imagine the voices and other sounds that you hear at the end of the presentation and what the audiences’ faces look like and what else you can see in the room. Take time to imagine all of the positives about the presentation that made it a success.A lot of the time our imagination focuses on the negatives—so forcing it to focus on the positive can help to turn things around and will help build your confidence.Rehearsing the presentationRehearsing your presentation is essential for practicing and assessing your timekeeping, body language (such as eye contact and hand gestures), voice projection, pace of speech and logical order of content. It gives presenters a chance to amend their presentation and envisage how they will go about presenting on the day. It may be useful to record your voice on a mobile phone, or video yourself and watch it back, noting good points and areas for improvement.The more presentation experience you have the more confident you will feel and less nervous you become. Familiarize yourself with several techniques for overcoming presentation nervousness so that your next speaking engagement can be a fun and rewarding experience.。

2019 年 BEC 商务英语高级听力资料：付款
If you can’t be more flexible, we won’t accept your terms of payment.
如果你们不能灵活些，我们将不接受此种付款方式。

Please protect our draft on presentation.
请见票即付。

Your draft will be honoured on presentation.
你方的汇票见票即付。

The draft was discounted in New York.
汇票已经在纽约贴现。

Our draft No.36 was dishonoured.
我们的第三十六号汇票被拒付了。

The draft has not been collected.
汇票之款尚未收进。

We’ll be unable to meet these draft.
我们无力兑付这些汇票。

We’ve drawn a clean draft on you for the value of this sample shipment.
我们已经开出光票向你方索取这批货的价款。

We’ve drawn on you for payment of the invoice amounting to $20,000.
我们已经按照发票金额 20，000 美圆向你方开出了汇票。

The draft has been handed to the bank on clean collection.
汇票已经交银行按光票托收。

xx年商务英语高级听力文本再过一个月就是xx年下半年BEC高级时间了，为了帮助大家更好地备考，下面是网提供应大家关于高级听力文本，供大家备考。

A: How do you do?B: How do you do? Nice to meet you, Ms. Smith. I’mJack Stevens from the Marketing Department. Here is my card.A: It’s nice to meet you, Mr. Stevens.B: Please call me Jack. Have a seat, please.A: Thank you.—你好!—你好!很快乐见到你，史密斯小姐，我是市场部的杰克·斯蒂文斯。

这是我的名片。

—很快乐见到你，斯蒂文斯先生。

—就叫我杰克吧。

请坐。

—谢谢。

A: Ah, these are the machines we’re interested in. May we have a look at them?B: Certainly. But they are in the showroom.A: Is it far from here?B: Not very far. It’s only half an hour’s car ride. Are you free now?A: I will be free tomorrow aft- ernoon. Suppose we make it, say three o’clock to- morrow afternoon. Could you manage that?B: Yes. I’ll pick you up at your hotel.—啊，这些就是我们感兴趣的机器。

我们能看看吗?—当然可以了，但它们在展示厅里。

—离这里远吗?—不是很远。

只有半个小时的车程。

你现在有时间吗?—明天下午我有时间。

新编剑桥商务英语高级第二版听力全文共3篇示例，供读者参考篇1New Cambridge Business English Advanced Listening - A Student's PerspectiveAs an MBA student, mastering listening comprehension for business settings is crucial. The New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable resource in honing this skill. Let me walk you through my experience with this exceptional learning tool.The listening material covers a wide range ofbusiness-related topics, from corporate strategies and market analysis to workplace dynamics and intercultural communication. This diversity has not only expanded my business vocabulary but also exposed me to various accents, speaking styles, and real-life scenarios I may encounter in the corporate world.One aspect that sets this course apart is the authenticity of the recordings. They are not scripted or artificially slowed down, which can often be the case with some learning materials. Instead, the dialogues and lectures feature native speakersengaged in natural, unscripted conversations and presentations. This authentic approach has trained my ear to adapt to the pace, idioms, and nuances of real business interactions.The listening exercises are well-structured and gradually increase in difficulty, allowing for a smooth progression. Each unit begins with warm-up activities that introduce key vocabulary and context, preparing me for the main listening tasks. These warm-ups are invaluable in activating my prior knowledge and setting the stage for better comprehension.The main listening exercises themselves are diverse and engaging. They range from comprehension questions andnote-taking tasks to summarizing key points and identifying opinions or implied meanings. This variety ensures that I develop a well-rounded set of listening skills, rather than merely relying on rote memorization.What I particularly appreciate is the inclusion ofmulti-speaker scenarios, such as meetings, negotiations, and presentations. These simulations closely mirror the dynamics of real business settings, where multiple perspectives and interruptions are common. Navigating these complexities has significantly improved my ability to follow intricate discussions and extract relevant information.The accompanying transcripts and answer keys are invaluable resources for self-evaluation and review. After attempting the exercises, I can refer to the transcripts to identify areas where I struggled and reinforce the correct pronunciation, intonation, and usage of idioms or phrasal verbs.Moreover, the listening section is seamlessly integrated with the other components of the course, such as reading, writing, and speaking. This holistic approach ensures that the skills I develop in one area reinforce and complement the others, fostering a well-rounded command of business English.Admittedly, some of the listening exercises can be challenging, particularly those involving rapid speech, technical jargon, or unfamiliar accents. However, these challenges are precisely what prepare me for the realities of the global business world, where effective communication often occurs inless-than-ideal conditions.One aspect I would appreciate even more is the inclusion of interactive or adaptive exercises that adjust the difficulty level based on my performance. This could potentially provide a more personalized learning experience and ensure that I spend more time on areas that require additional practice.Overall, the New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable tool in my journey to becoming a proficient communicator in business settings. Its authenticity, diversity, and gradual progression have not only improved my listening comprehension but also equipped me with the confidence to navigate complex business interactions with ease. As I approach the culmination of my MBA program, I feel well-prepared to tackle the challenges of the corporate world, thanks in large part to the invaluable training provided by this exceptional course.篇2New Cambridge Business English Advanced Second Edition Listening - A Student's PerspectiveWhen I first signed up for the New Cambridge Business English Advanced Second Edition Listening course, I'll admit I was a bit apprehensive. Having worked in a professional setting for a few years already, I figured my English listening skills were pretty decent. Boy, was I in for a rude awakening!From the very first class, it became crystal clear that this course was going to push me to my limits and beyond. The authentic recordings we worked with were a world apart fromthe scripted dialogues I was used to in previous courses. Real conversations with all their false starts, filler words, and overlapping speech - it was a harsh reminder that the business world waits for no one.But I'm getting ahead of myself. Let me give you an overview of what this course covers. The listening component is divided into six broad sections: meetings, negotiations, presentations, interviews, socializing, and telephone calls. Each section gradually increases in difficulty, starting with relatively straightforward conversations and building up to incredibly complex, multi-speaker situations.The meetings unit, for instance, began with simpleone-on-one catch-ups but quickly escalated to multi-agenda meetings with a dozen or more participants. By the end, I was actually able to follow the gist of those notoriously chaotic boardroom interactions! The negotiations unit was similarly impressive in its progression, taking us from simplecustomer-vendor dealings all the way to high-stakes, multi-party contract negotiations.What really set this course apart though, was its focus on developing specific listening skills and strategies. We spent a considerable amount of time unpacking concepts like activelistening, contextual clues, tone awareness, and speaker identification. Targeted exercises helped drill these skills into our heads through repetition and conscious practice.I still remember our first speaker identification exercise - it was an absolute nightmare trying to keep track of who was saying what! But by the end of the course, I had become adept at rapidly identifying speakers based on subtle vocal cues. It's a skillset that has already proven invaluable in my workplace.The "listening for attitude and opinion" lessons were another game-changer. We learned to decipher meaning not just from the literal words spoken, but from the subtext of tone, stress patterns, and other paralinguistic cues. Suddenly, I found myself picking up on agendas, reservations, and interpersonal dynamics that had previously flown right over my head.Of course, it wasn't all smooth sailing. There were many times when I felt utterly swamped by the density of information being thrown at me. The speed at which native speakers communicate, their liberal use of idioms and cultural references, the multilayered nature of group discussions - it was often utterly disorienting. Our amazing instructor deserves a huge shout-out for her patience, encouragement, and knack for breaking things down in an accessible way.Looking back, I can scarcely believe how far I've come. What once seemed like indecipherable white noise has become a constant stream of meaningful input. Meetings that would have left me dazed and confused a few months ago are now highly productive experiences. My newfound ability to pinpoint subtexts and interpersonal undercurrents has been agame-changer in negotiations.Heck, I've even started understanding those thick regional accents and rapid-fire industry jargon that used to leave me utterly stumped! It's been an empowering journey of constant growth and skill-building.I can't recommend the New Cambridge Business English Advanced Second Edition Listening course highly enough. Its no-nonsense, immersive approach provides invaluablereal-world training that simply can't be matched by most academic courses. The skills I've developed will undoubtedly serve me well as I continue climbing the corporate ladder.To any business professionals looking to truly elevate their English listening prowess, this course needs to be at the top of your list. Just be prepared to work your butt off - it's one of the most challenging, yet rewarding, learning experiences I've ever had. But I guarantee, when you find yourself holding your own ineven the most complex multilingual meetings, it will all have been worth the blood, sweat, and tears!篇3Cambridge English for Business Studies Listening - A Student's PerspectiveAs a business student, one of the most crucial skills we need to develop is effective listening comprehension. In today's globalized business world, being able to understand and communicate in English is essential for success. That's why the listening component of the "Cambridge English for Business Studies Second Edition" course is so valuable.At first, I'll admit, I underestimated the importance of dedicated listening practice. After all, I've been studying English for years, and I thought my comprehension skills were pretty solid. Boy, was I wrong! The listening exercises in this course have really challenged me and exposed gaps in my understanding that I didn't even realize were there.One of the things I appreciate most about the listening materials is their authenticity. The recordings we work with aren't scripted or artificially slowed down – they're real conversations, lectures, and presentations given by native English speakers invarious accents and at natural speeds. This has been incredibly helpful in preparing me for the realities of the business world, where I'll need to understand everything from casual workplace chats to formal board meetings.The variety of accents and speaking styles has been particularly valuable. I used to struggle with certain regional accents, like those from Scotland or Australia, but the more exposure I've had through these listening exercises, the more comfortable I've become. I'm also getting better at distinguishing different speaking styles, from the more formal and articulate tones used in presentations to the more relaxed and colloquial language of casual conversations.Another aspect of the listening component that I find really helpful is the focus on specific business contexts and vocabulary. We've listened to recordings on topics like marketing strategies, financial reports, supply chain management, and more. Not only has this exposure to real business terminology and scenarios been great for building my comprehension skills, but it's also helped me become more familiar with the kinds of discussions and situations I'll encounter in my future career.The listening exercises themselves are well-designed and engaging. They often involve multi-part tasks, such as listeningfor gist, specific details, opinions, and purposes. Thismulti-layered approach has really pushed me to develop active listening strategies, rather than just passively absorbing the information. I've learned to listen for context clues, pick up on tone and emphasis, and make logical inferences based on what I understand.One exercise type that I find particularly challenging, but also incredibly valuable, is the note-taking tasks. We're given a recording, often a lecture or presentation, and have to take concise, organized notes on the key points. This has been a real test of my ability to quickly process information, prioritize main ideas, and capture essential details – all critical skills for success in business meetings and discussions.Of course, like any skill, listening comprehension takes practice, and the Cambridge course provides ample opportunities for that. We regularly engage in post-listening activities, such as discussions, written assignments, and even role-plays based on the recordings we've studied. These interactive components not only reinforce what we've learned but also encourage us to apply our listening skills in practical, real-world scenarios.Perhaps one of the biggest benefits of the listening component, though, has been the boost in my overall confidence when it comes to communicating in English. As my comprehension skills have improved, I've found myself feeling more comfortable and capable in all areas of language use –speaking, writing, and even reading. It's almost as if breaking through those listening barriers has unlocked a new level of fluency and understanding for me.Of course, no language learning resource is perfect, and there are a few areas where I think the Cambridge listening materials could be improved. For example, while the variety of accents is generally good, I would love to see even more diversity represented, particularly from non-native English speakers in various business contexts. Additionally, some of the recordings can feel a bit dated at times, and it would be great to have more up-to-date examples that reflect the latest business trends and technologies.Overall, though, my experience with the listening component of the "Cambridge English for Business Studies Second Edition" course has been overwhelmingly positive. It's challenged me, pushed me out of my comfort zone, and ultimately helped me develop the kind of comprehensivelistening skills that are so crucial for success in the business world. As I prepare to enter the workforce, I feel confident that the strategies and practice I've gained through this course will serve me well in navigating everything from casual workplace conversations to high-stakes business negotiations and presentations.。

BEC高级听力全真题LISTENINGPART ONEQuestions 1 - 12·You will hear the General Manager of Artis Ltd. giving her staff instructions about the arrangements for a visit to the company by a group of international agents.· As you listen, for questions 1 - 12, complete the notes using up to three words or a number.· You will hear the recording twice.ARTIS LIMITEDArrivalBriefing notes for visit of foreign agents1 The agents will be brought to Artis┄┄┄┄┄┄┄┄┄┄┄┄┄at 9 a.m.2 The agents will need to be taken to the┄┄┄┄┄┄┄┄┄┄by 9.30a.m.Rest of day3 The first place for the agents to see is the ┄┄┄┄┄┄┄┄┄┄┄┄┄┄4 The second place is the┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄department.5 In the cafeteria, a video of the new┄┄┄┄┄┄┄┄┄┄┄┄will be shown.6 The last place they will visit will be the┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄Must remember7 All staff must ┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄8 lt’s necessary to have two┄┄┄┄┄┄┄┄┄┄┄┄available at all times.9 Each agent must be given an┄┄┄┄┄┄┄┄┄┄before the presentation.10 The agent from Bolivia needs an┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄Evening entertainment11 The latest time to arrive at the restaurant is┄┄┄┄┄┄┄┄┄┄┄┄┄12 The┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄will be at 9 p.m.PART TWOQuestions 13-22·You will hear five different people talking about a special training programme for their company.·For each extract there are two tasks. For Task One, choose the person who is speaking from the list A-H. For ask Two, choose the opinion that each person expresses from the list A-H.· You will hear the recording twice.TASK ONE - PERSON·For questions 13 - 17, match the extracts with the people, listed A - H.· For each extract, choose the person who is speaking.· Write one letter A - H next to the number of the extract.A the sales directorB the managing directorC a secretaryD a new junior managerE the advertising managerF the finance directorG the catering manager。

商务英语BEC高级听力文本2016商务英语（BEC）高级听力文本2016年下半年BEC高级考试备考时间所剩不多了，大家要抓紧时间备考。

下面是yjbys网店铺提供给大家关于商务英语(BEC)高级听力文本，希望对大家的考试有所帮助。

Price 价格Brief Introduction对外贸易中的商品单价通常由四个部分组成，即计量单位、单位价格、计价货币和价格术语。

国际贸易中使用的价格术语很多，其中以F.O.B、C.I.F、及C.F.R 三种价格术语最为常用。

对于这三种价格术语，国际上有多种解释，现将这三种价格术语扼要解释如下：1.F.O.B 该价格叫装运港船上交货价，简称“船上交货”。

F.O.B 是 Free On Board的缩写。

采用这一价格术语时要在其后注明装运港名称。

2.C.I.F 该价格叫成本加保险费、运费价。

C.I.F是Cost Insurance Freight的缩写。

采用这种价格术语的时候，应在C.I.F后注明目的港名称。

3.C.F.R该价格叫成本加运费价。

采用这种价格术语时，也应在C.F.R后注明目的港名称。

Basic Expressions1. If you can reduce the price by 5%, we shall be able to order 200 metric tons.如果你方能降价百分之五，我们将订购二百公吨。

2. Business is possible if you increase the price by 2%.如果你方提价百分之二，交易才有可能。

3. We are not interested unless your price is reduced to a level in line with the market price.除非你们把价格降到与市场价格相等，否则我们不感兴趣。

4. We have been informed that the current price on your side is much higher than what you say.我们听说你方的现行价比你方所说的要高很多。

You will hear five different people talking about the relocation of their business premises. For each extract there are two tasks. For Task One, choose the reason given for deciding to relocate the company premises from the list A-H. For Task Two, choose the problem described that arose after the relocation from the list A-H. After you have listened once, replay the recording. Task One - Reason For questions 13-17, match the extracts with the reasons, listed A-H. For each extract, choose the reason given for the relocation. Write one letter (A-H) next to the number of the extract. 13 A to cope with increased orders B to accommodate new equipment needs 14 C to share premises with new parent company D to improve public relations 15 E to reduce overheads 16 F to make more efficient use of space G to avoid problems with a contract 17 H to be nearer suppliers Task Two - Problem For questions 18-22, match the extracts with the problems, listed A-H. For each extract, choose the problem that arose after the relocation. Write one letter (A-H) next to the number of the extract. 18 A unfavourable publicity B dismissal of manager 19 C decrease in productivity 20 D staff transport difficulties E inadequate staff facilities 21 F too few new staff recruited G increase in communication costs 22 H lack of time for training ANSWER KEYS: Part 2 13 E 14 F 15 C 16 G 17 H 18 H 19 F 20 E 21 D 22 A。

剑桥商务英语高级听力 track 02Here is the English essay of more than 600 words on the topic "Cambridge Business English Advanced Listening track 02":In the realm of business communication, the ability to comprehend and analyze complex audio materials is a crucial skill. The Cambridge Business English Advanced Listening track 02 presents a comprehensive and challenging exercise that tests the listener's proficiency in understanding nuanced conversations in a professional setting. This essay aims to delve into the key aspects of this audio track and highlight the valuable lessons it offers for individuals seeking to enhance their business English listening skills.The audio track begins with a discussion between two senior executives from a multinational corporation. The conversation centers around the company's recent strategic decision to expand its operations into a new international market. The listeners are immediately immersed in a high-stakes business scenario, where critical decisions with far-reaching implications are being deliberated. Throughout the exchange, the speakers employ a diverse range of vocabulary, expressions, and speech patterns that are characteristic of the business world.One of the standout features of this track is the level of detail and complexity involved in the discussion. The executives delve into market analysis, competitive landscape, financial projections, and potential risks and challenges associated with the expansion plan. This level of depth not only tests the listener's ability to comprehend the content but also their capacity to grasp the nuances and implications of the decision-making process.Moreover, the track showcases the importance of effective communication in the business environment. The executives demonstrate the ability to articulate their thoughts clearly, respond to questions, and engage in active dialogue. Their tone, pacing, and body language (as described in the track) convey a sense of professionalism and authority, further emphasizing the need for learners to develop these skills.Another remarkable aspect of the audio track is the incorporation of cultural and contextual references. The discussion touches upon the unique challenges of entering a new international market, including language barriers, cultural norms, and regulatory frameworks. These elements require the listener to have a broad understanding of global business dynamics and the ability to navigate complex cross-cultural communications.As the conversation progresses, the track introduces additional complexities such as the involvement of stakeholders, the need for consensus-building, and the consideration of multiple perspectives. These elements mirror the realities of high-level decision-making in the corporate world, where effective listening and strategic thinking are paramount.Importantly, the track also demonstrates the importance of active listening and the ability to extract key information from a dense and information-rich dialogue. Listeners are challenged to identify the main points, recognize subtle nuances, and draw logical conclusions based on the information provided.Overall, the Cambridge Business English Advanced Listening track 02 presents a compelling and comprehensive exercise that tests the listener's proficiency in a range of business English skills. From understanding complex vocabulary and expressions to navigating cross-cultural dynamics and strategic decision-making, this track offers a valuable learning opportunity for individuals aspiring to excel in the world of international business communication.By engaging with this audio resource, learners can develop their ability to comprehend and analyze sophisticated business dialogues, ultimately enhancing their professional communication skills and positioning themselves for success in the global marketplace.。

商务英语(BEC)高级真题范讲二(听力 2) For each extract there are two tasks. For Task One, choose the reason given for deciding to relocate the company premises from the list A-H. For Task Two, choose the problem described that arose after the relocation from the list A-H.After you have listened once,replay the recording.Task One - ReasonFor questions 13-17, match the extracts with the reasons, listed A-H.For each extract, choose the reason given for the relocation.Write one letter (A-H) next to the number of the extract.13 A to cope with increased ordersB to accommodate new equipment needs14C to share premises with new parent companyD to improve public relations15E to reduce overheads16 F to make more efficient use of spaceG to avoid problems with a contract17 H to be nearer suppliersTask Two - ProblemFor questions 18-22, match the extracts with the problems, listed A-H.For each extract, choose the problem that arose after the relocation.Write one letter (A-H) next to the number of the extract.18 A unfavourable publicityB dismissal of manager19C decrease in productivity20 D staff transport difficultiesE inadequate staff facilities21 F too few new staff recruitedG increase in communication costs22 H lack of time for trainingANSWER KEYS:Part 213 E 14 F 15 C 16 G 17 H18 H 19 F 20 E 21 D 22 A。

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剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 2, Listening Test 1.Part One. Questions 1 to 12.You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and anon-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous IT ana lyst. Dr Sangalli - welcome.Man: Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your ownframework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...剑桥商务英语高级真题集听力原文2this is the Business English Certificate Higher 2, Listening Test 2.Part One. Questions 1 to 12.You will hear a consultant giving a talk to a group of UK business people about exporting to the United Arab Emirates (UAE).As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking ofextending their trading activities into new areas. Our chosen country this afternoon is the United Arab Emirates or UAE. Now, in geographical terms it is relatively small but what makes it very significant in commercial terms is its high purchasing power. The two most important cities, from a commercial point of view at least, are Dubai City and Abu Dhabi City, particularly the former. It is important to remember that the UAE has always been a distribution centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law.What are they like as people to trade with? What are they looking for from you, the potential exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price.Like everyone else they don’t like unreliability, whether in terms of getting the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your meeting their high expectations regarding after-salesservice. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be getting orders from other agencies or whatever, because they’ve heard about you. But be warned - it also works the other way!Another point to bear in mind that’s true of nearly all markets, but, believe me, it is particularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is attending a trade fair - one of the many held in Dubai. Having made your contacts, there are various options open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office option or the possibility of going into a joint venture with a local partner. It isalways an expensive option, and the UAE is no exception in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be exceptions to this.Now as far as import documentation is concerned...[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about the relocation of their business premises.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文31 to 12.You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisation which distributes business and research grants.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit ofbackground on the Agency, and then outline the steps involved in applying for support. OK?What we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched - the amount fluctuates on a yearly basis – by contributions from a number of multinational companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this work, if you’re interested, can be seen in our annual report - I’ll leave copies out for you to look at. Since we b egan, we’ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we’re not simply giving this money away - our criteria are strict.So, how do you apply? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Coordinating Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an application form. It’s quite a lengthy document, I must warn you, and you’ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decisionabout whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organisation are going to be available to put in the necessary work. OK, well that’s then your role finished for the time being.Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applications are - the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up witha progress review, which you need to do at the end of the first year. Right, well, are there any questions?剑桥商务英语高级真题集听力原文42.You will hear a representative of a company which organises trade fairs for academic recruitment. She is talking to a group of prospective clients.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world andthe specialist services we offer to make our exhibitions well known for being cost and time effective - reaching your target audience with the minimum of effort on your part.Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia.Right, regarding our exhibition package, we believe we offer a very comprehensive deal to the prospective exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending time negotiating add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibition stand. Of course, you can’t get very far in an exhibition without one of those –and also full materials delivery. We’ll get eve rything to the venue for you safely. And a very popular recent addition to the package has been the local trade guide. This has proved very successful because it includes lots of specific information about local conditions - hours of work, past patterns of enrolment in situ, etcetera, etcetera.Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demotivating aspects of fairs from your point of view is the time spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine potential customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with potential customers. Now, how our filtering system works is through our targeted advertising and what this essentially means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business information onto our website a month in advance of the fair and retain on the site for six months.Right now, there are other features of our fairs which we adapt to local conditions –what we call ‘context-sensitive’ features. They are, as you can see, suitable opening times that means you have access when needed and that can make a lot of difference to the number of people attending, plus our interpreter service,particularly useful for undergraduate enquirers wishing to take advantage of language support services in your institutions.A few practical details now - you can get more information from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]。

高级商务英语听说第四版听力原文Unit 4Task 2.2The Koreans aren’t concerned about how well planned a meeting is. They will not trust anything that doesn’t take years to build. For example, a strong relationship of 10 years is more important than a brand new office building or an impressive meeting. Trust is most important thing for them. They also seldom offer any opinions unless they are sure about what they want to say.Face is perhaps most important to the Japanese. For example, if you put pressure on a Japanese businessman at a meeting, he will respond with silence and your relationship is sure to be over even before the meeting finished. They will be more accepting of you if you learn to speak a little Japanese and look comfortable with their customs.Whenever there seems to be a business problem, the British will try to improve the situation by saying something amusing, but sometimes others don’t find this humour funny at all.Whenever you disagree with the French, they will enjoy arguing with you in a very lively way. They will offer you a business opportunity more quickly than people from other cultures, but they will change their minds at the last moment, if they feel that you are not doing business in a satisfactory way.Part 3.1Conversation 1A: I really think we need to get some people together to discuss this problem. If we don’t, it’ll just get worse.B: I believe you’re right, Leon. Who are you thinking of including?A: The Accountant, our Purchasing Manager, Tony, and of course you and me.B: All right, then. What are you going to tell them beforehand?A: I’ll give them this news report and the letter describing our problem. Do you think that’s OK?B: Yes, that’s fine. Let me know when and where.Conversation 2B: Good afternoon! I appreciate you all being here for this important meeting. Leon has asked you to join us to talk about the problem. You’ve a ll read the news report and the letter, so let’s get on with the discussion and try to solve the problem before it gets worse. Leon, could you start?Conversation 3A: Let’s see, we’ll begin with my boss opening the meeting. He can remind everyone about the report and letter. Then we should have the Accountant report on the cheques that have been written. Following that, we’ll ask the Purchasing Manager to review the purchasing procedure. I’m sure my boss and Tony will have some questions then, so next we’ll have questions. Then, we can go on to a discussion. Finally, hopefully, we’ll make a decision and close the meeting. There, that should do it!Conversation 4A: He llo! Why don’t you sit here? Would you like a cup of coffee or tea?C: Thanks! Coffee, please.A: Good afternoon, Tony. Here’s a seat for you.B: Is everyone here yet?A: No, not quite. The accountant has still to come. Boss, here’s your coffee. B: Thanks. I want to get started on time.A: Yes, I know. I’m sure we will.Conversation 5D: Hello! Accountant’s Office.A: Hello! This is Leon. Our boss wants to call a meeting to discuss a particular problem. Can you make it tomorrow afternoon?D: Tomorrow afternoon? What time?A: He’d like to begin at 2:30, in the conference room.D: Yes. I think I can make it. I have a lunch meeting, but I’ll hurry back in time for the meeting.A: Good. I’ll bring the information to your office in a little while.D: Oh! OK. Thanks.Conversation 6B: So, from our discussion this afternoon, it sounds like what we need to do is to stop the payment on this cheque, and contact our lawyer. Is that the decision you all think we should make?C: I’ll begin looking for new suppliers. That seems to be important, as wall. B: Yes, it is. We must do that.D: I’ll call the bank immediately and stop payment.B: And, Tony, we’ll follow your advice and turn the rest over to our lawyer. That seems to be the best way to handle this – for all of us.Part3.2(G: George; M: Mary)M: George, could you help me plan this meeting? I don’t have much experience planning meetings and you’ve been with the company for a long time. So…G: When is this meeting, Mary?M: Well, it’s this Friday.G: Friday, hmm. What kind of meeting is it going to be?M: We’re going to have a meeting with some new clients and try to get them to buy our new line of sportswear.G: Well, that sounds easy. The first thing we need to do is to create an agenda for the meeting and then give copies of it to everyone who is going to be attending. M: No problem, I have a list of all the people right here. The boss says that he wants the people from the sales department and the design department to give a short presentation.G: OK, but we should let them know as soon as possible. Ask them how long they will need for their presentations. Also, we should ask them if they are going to need anything special for the meeting, like a projector. I remember one time I forgotto ask about this and it was really embarrassing to be unprepared. Which meeting room are you going to use?M: Er, I think we should use 401; it’s the most comfortable room.G: Good idea. Is the boss going to make a presentation, too?M: Yes, he wants to tell the clients about the history of our company.G: OK, let’s write the agenda. It’s this Friday, the 1st of December. What time does the meeting start?M: 10:00 am, and it should be finished by noon because the boss is going to take them out for lunch afterwards.G: No problem, that should be more enough time. The first thing on the agenda should be to introduce everyone to each other. Then the boss gives them the information about our company. He usually takes about 10 minutes to do that.M: I think we should let the design people talk before the sales people, so that they can explain the products first.G: That’s a good idea. The customers need to know what they are going to buy first. After the presentations we should allow time for a discussion, in case the clients have any questions. If they don’t and the meeting is over more quickly than expected, you could give the clients a tour of the office. I think that would really impress the boss.M: Hey, this agenda looks good. I’ll go make copies for everyone.G: OK, don’t forget to make some extra copies to give the new clients and anyone else who for gets to bring theirs. Oh, one last thing, don’t forget to dress up for the meeting.M: I know. Thanks for all of your help.Part 4 video 1Gregory: Do you know why we are here?Richard: No. I have no idea. He just popped in and told me there would be a meeting at 3.Amy: I’m afraid it’s about cuts. I saw him this morning and he’s not happy. Chairperson: Bad news! I guess you’ve all seen last month’s sales figure for the laptop X600.A: No, actually I haven’t.R: Me, neither.C: Oh, well, there’s a twenty-one percent drop from July.G Twenty-one percent? That’s a disaster!A: I suppose you’re going to blame my sales team.C: No. Amy. We are not going to blame anyone. Not today. We need to decide what we are going to do about it.R: Wait. Before we go on, can we have a look at these poor figures?C: Sorry, I’m not sure if I have… Ah, yes, I’ve got a few copies here. As you can see…A: Larry, I want you to know that it’s not my fault! My people have been working really hard to promote sales.C: Yes, yes, I know. But the fact is that the results are not good.R: Maybe we can change…A: You should trust your team! There are always ups and downs in sales!C: Look, Amy. I do have confidence in my team! I have called this meeting to see what my team suggests we do! So shall we get on with it? I suppose we can start by finding out why we are having these poor results. Gregory, would you please give us an analysis of these figures?G: Er… Sorry, I don’t have anything prepared since I didn’t know…C: Oh, well…Part 6 Video 2Chairperson: I’m sorry to have called this meeting at such short notice. Did you all get a copy of the sales figures?Participants: Yes.C: Good. So you have seen from you memo the purpose of this meeting. Firstly, we need to figure out the reason for the drop, and secondly, what we should do about it. It might not be easy, but I want to finish the meeting by 3:00. Participants: OK. Uh-huh.C: Now, Amy, what do you think?Amy: Well, there’s a lot more competition out there now.C: That’s true, but our prices are competitive.Richard: In my opinion, the salespeople are not very motivated. We need to do something to encourage them to get out there and sell.A: I think they’re working pretty hard already.C: Bur it’s not hard enough, Amy! They need something to give them a bit of a push.What about the bonus system? How many salespeople get bonuses now?A: Not many.C: Really? Why not?A: The s ales quotas are pretty high. You have to make $60,000 in sales. That’s a lot. Most people average about $45,000.Gregory: Per month?A: Yes.R: Well, maybe we should lower our quotas.C: How’s that going to motivate them, Richard?R: If we lower the quotas, it will be easier for the salespeople to reach them. So more people will get…A: I don’t see the point. How’s that going to increase sales?C: Let him finish.R: Well, I think the quotas are just too high. The salespeople don’t t hink they can reach them so they don’t try. But, if someone is making, say, $45,000, and if the target is $50,000, then they’ll work just a little bit harder to reach $50,000.G: I see what you mean. And if they get a nice bonus at $50,000 then they’ll wor k even harder the next month.C: Yes. You’ve got a good point! Let’s come up with a proposal for lower quotas.。

1.1 The future of human resources1)I think the problem is that in the last fifteen years,employers haven't showntheir employees much loyalty.They've hired and fired pretty much at will,according to whether the market dictated that they need to increase or reduce the workforce.The flipside of this is that employees now,particularly those in the 25 to 35 age group,don't feel much loyalty to their employer either.Developing strategies to hold on to highly skilled and highly qualified people has become the number one priority in human resources - in all big companies,in fact.2)There's no doubt that in the next ten years there will be a move away from thenine to five office-based model of work. In fact ,it's already happening with women ,who often find it challenging to balance work and domestic schedules.This could mean more 'teleworking', in other words working at home and being linked to the office by computer;or it could mean shorter working weeks or just more flexible hours, Unless companies offer these possibilities,a lot of people will look for alternative types of work.3)Companies are finding that graduates and school leavers aren't well enoughprepared for working life. This is going to drive two changes,I think. One is a greater co-operating between companies and universities or colleges to ensure that at entry level to the company, people have the right skills. We'll also see more investment in corporate training - corporate universities and so on -so that employees' skills can be moulded to the needs of the company.4)As the birth rate decreased and life expectancy increases, there will beshortages in the job market. Consequently, a lot of ex-employees who thought they had finished their careers at 60 or whatever,will be called back to work.This will suit the companies, but it will suit the employees too, because their pensions will probably be inadequate to fund their longer retirement.5)At the moment people in their 50s and 60s are , on the whole , very poorly valuedin companies. Firms want to recruit younger employees who are cheaper to employ and more adaptable to a changing business environment. But as the supply of these younger workers dries up, we'll have to consider older staff differently. I hope that in future the wisdom and experience of this group will become more valued.1.2 An environment accidentJ=Journalist S=SpokespersonJ : So, can you tell me how this happened?S : Well, it was a very unfortunate combination of events. As you know , weather conditions have been severe in the eastern Atlantic for the last couple of days. The ship's captain reported that the ship was in trouble at 11pm last night and was ordered to make for port as quickly as possible. At 2:30 pm he reported that she was grounded on some rocks just off the Cornish coast.J: But this isn't the first time this particular ship has been in an accident.is it? S: She has been involved in two incidents in the past, but these had nothing to do withher sea-worthiness,She is a well-maintained ship in excellent working order with an experience crew on board.J: And what are you intending to do to limit the damage to the environment now? S: Unfortunately, while conditions remain so hostile, there is very little we can do, but the moment the storms subside we will be mounting an operation to transfer the oil off the ship using tugs.J: Do you think that this kind of accident is acceptable?S: I think it needs to be put into perspective. Accidents at sea are far less common than rail or road accidents. The problem is that they attract much more publicity ... J: Well, yes, Whichever way you look at it, it's a PR disaster for your company, isn't it ?S: As I've said, this type of incident does attract a lot of media attention. I just hope that the public can see ...2.1 The PeopleSoft takeoverCOMMENTATOR I think you could sum up PeopleSoft's approach to their employees like this:"We want you to be happy, we want you to do the things you've good at and that you enjoy doing. ' Very few big IT consulting companies are like that.They usually throw people straight in at the deep end: put them on jobs where they don't necessarily have much skill or experience, arguing that it's good for them to learn. But I think that although they have talked a lot about caring for their people and having fun, PeopleSoft put a lot of responsibility on them too. Like they were saying, ' Here's a job you can do and will enjoy doing,but you'll be accountable for the results.' To enforce that they generally started people on low salaries - and I mean low - and explained that greater rewards would come in time. In fairness, it was direct and honest. In December 2004,when Oracle took over,a lot of employees decided to leave. For a start, the feeling was that their applications just weren't as good as PeopleSoft's - in fact they were probably just more difficult to use - and secondly people thought that Oracle didn't respect employees as much. The CEO of PeopleSoft, Dave Duffield, had a very paternalistic approach - he used to sign his emails ' DAD '(which were his initials). It wasn't well-paid work but people felt valued, which is often more important. Also there was a relaxed atmosphere around the company.The moment the merger was announced, that kind of evaporated. It seemed to become tense, people wondering if the new CEO was going to live up to his reputation for wielding the axe. And, in retrospect, you would have to say they were right to be worried!INDUSTRY ANALYST Oracle gets a lot of flak because of its aggressive growth strategy,but i'm afraid in this sector only the big guys are going to survive. The merger with PeopleSoft was a business necessity. It didn't happen because the two companies were so alike - their cultures were very different.At Oracle there's a greater sense of urgency ... It's a stressful environment, but the rewards are huge. I know some reps there who are making millions of dollars. Sure, if you don't cut it, you've toast pretty fast,but that's business. It's survival of the fittest. The differences really come from the nature of the two businesses. Oracle's coreproduct is databases and with databases the customer often make a decision whether to buy or not in a matter of weeks. With ERP applications, which is more PeopleSoft territory, you can be in discussions with customers for months, analysing their needs and then proposing the right solution before a sale is agreed. So that naturally makes for a different culture. The other thing is that the merger happened really quickly - like marrying before you've really got to know the bride. So, of course people are uncertain. I think in the end, though, as both sets of employees adapt to each other's way of working, things will settle down.2.2 Falling sharesCEO ok,hi everyone. I'll make this brief, because I have another meeting to get to ,but what I have to say is no less important for being short.As you know, in our three-year plan we had a target of 20% growth by the end of this year. As things stand, we've going to be quite a bit short of that - trading circumstances haven't been easy. And unless we do something about it in the next few months, the consequences on our share price could be pretty significant. The markets are already getting a bit twitchy as you will have read in the financial press.It's unrealistic to think that we are going to trade our way out of this. All the indications are that the market is going to remain flat for at least the next twelve months. So, what I need you to do is to come up with some possible targets for acquisition. We're looking for a medium-sized business, reasonably well established in the market. It doesn't have to be a toy business, but it must be related ... in other words in the leisure retail sector, because that is where our expertise is. I don't need to tell you your jobs, I know you'll be discreet, but do get on with it - time's not on our side. I'll schedule a meeting for a month's time to hear what you've come up with.3.1 Dealing with problemsCCO=Call centre operator C=CustomerCCO: Hello, Penco Telecommunications.C: At last. I was just about to hang up. I've been on the phone for ten minutes going through various options ... None of which I wanted.CCO: I do apologize for the wait.sir. How can I help you ?C: I've been waiting in all day for an engineer to come and repair my line. He was due to come at ten o'clock this morning ... It's now three in the afternoon. I telephoned at twelve o'clock and one of your operators promised to call me back, but she hasn't. I've wasted my day waiting around and worse than that I still can't receive any calls. CCO: I'm very sorry. Can i have your number and I'll look into it straightaway ? C: Yes , it's 01889 245624.CCO: Ok. One moment - I'm going to see who the engineer is that has been assigned to the job ... Ok, I have his number. I'm going to put you on hold and try to find out what's happened.C: Please don't disappear. As i said, it took me ten minutes to get through in the first place.CCO: Don't worry, I'll come straight back to you. One moment ... Right, I'm afraid he has been delayed on another job. He apologises for not calling you sooner. He normally works until 5pm but he's offered to work later this evening to fit in your job. He can be there by 6pm. Would that be convenient?C: No, it would not. I'm going out to the cinema this evening.CCO: I quite understand. In that case, I'm going to have to reschedule him for another day. Can you tell me when would be convenient ?C: Well, first thing tomorrow morning, but...CCO : I'll see what I can do. Please just bear with me for a moment while I speak to him again ... Right that's arranged for tomorrow morning at nine.C: That's all very well, But what am I supposed to do in the meantime ?CCO: Do you have a mobile phone,sir ?C: Yes.CCO: What I can do is to divert any calls coming into your office number on to your mobile phone until your line is repaired. Would that be acceptable to you ?C: I suppose so. When can you do that ?CCO : If you'd like to tell me your mobile number, I can get that activated immediatelyC: Ok, the number is ...3.2 Exam practiceI imagine most of you are here today because you want to find out more about the job of a coach. Some of you will be sceptical about its benefits, others will have already started making a career out of coaching.I myself have been a coach since the late 90s, but our academy was set up more recently in 2004 in response to a demand for more formal training in the field. We are a private institution and don't rely on any government funding. Our aim was to try to professionalise an industry which until then had been, in this country at any rate, a rather disorganised and unregulated industry. We now have over 450 members and run twelve courses a year in various types of coaching. These range from day seminars for people who are already practising as coaches to four-week courses or the beginner.So what is a coach exactly ? Well, there are many different types of coach offering help in many different aspects of business and personal life: from financial or management coaching through to parent coaching and work-life balance coaching. But the basic principles remain the same whatever the field: using simple psychology and simple direction to help people to believe in themselves and to achieve their goals.The great thing about coaches is that not only do they help you to identify your goals and the obstacles to achieving them, but they stay there cheering you on from the sidelines. In other words, they always help the clients to look forward. This is very unlike traditional counselling, which tends to focus more on past events and mistakes and helping the person to get over these before they can move on.I'm going to show you a short film of a coaching session in a moment, but beforeI do, I will just mention something about the rewards of the job, and the qualifications and resources that you need for it because these are questions that will be concerning many of you.The rewards: Well, job satisfaction is , of course, very high. I mean, how often do you come home from work and are able to say, ' wow, I really made a difference to someone's life today '?As to financial rewards, sessions with coaches usually start at about ￡70 per hour but experienced coaches can earn anything up to ￡400 per hour. As to qualifications, you will need to follow an accredited coaching course, such as the ones we run here at the academy, and also you will need considerable experience in the field that you are coaching in. If you don't have this background it will be difficult for the client to have confidence in you.What else do you need to set up as a coach ? Most coaching is done at the client's office or home, but some coaches also see people at their own homes. In fact there's no need always to meet face-to-face. I know of several coaches who conduct session by phone or online, even sometimes by text message ...4.1 Sales techniquesSarah We make financial software for medium-sized companies. Competition is strong - not necessarily price competition, because in our sector, quality , reliability and service are far more important factors. We use a sales technique that's called ' relationship selling '. In other words, we spend a lot of time getting to know each prospect's individual needs :their business processes, their strategic aims, and um ... Also the issues and constraints they face. The idea is that the customer sees us as a partner, someone who's going to work with them and help them find the best solution for their business. Working this way, there are times when I have to freely admit to people that our products may not be best suited to their particular needs, but to be honest I'd much prefer to be doing that than using some hard-sell technique to push something I don't really believe in myself, you know ...Presenter Thank you, Sarah. Now, Dale Freidman, I know you have a very different approach ...Dale I would say so, yes. In my line of business, it's all about perceived benefits - there are some tangible ones like, for example, use of natural ingredients in our deodorants, but everyone in the industry copies ideas, so it's difficult to sustain any kind of technical competitive advantage for long. So, I use a lot of anecdotes when I sell; I tell stories, get people laughing, My approach is direct - I guess some might say pushy, but I get results. I deal only with the decision maker, who's generally a buyer for a chain of stores. You'd be amazed how much time people waste talking to the wrong guy. I always start by presenting them with the most expensive options, because this increases our average sales, and as soon as I get a buying signal from them - it could be anything, you know, just a question like ' What's your most popular product ? '- I move in and close the sale by discussing quantities required, special delivery arrangements, favorable payment terms, thing that make them feel they're getting added value ...4.2 A sales forecastAnke Reigl Is everyone ready ? Good, then I'll begin. Ok ... Well, based on average growth in sales over the last two years and given the relatively stable state of the market at the moment as far as competition is concerned, we're forecasting a fairly modest increase in the first quarter, about 2to 3%. We expect this to rise to between 7and 10% in the second and third quarters, after the launch of the new slow - release version of the drug. Marketing tells me - thanks, Werner for your help with this ...Werner You're welcome.Anke Reigl ... That demand for this version is strong and should be reflected in sales more or less immediately. So that's the basic picture. There are just a couple of monthly variations to this trend which I'll explain nowIf you look at the graph, you'll see that in March last year sales wet up quite sharply and that the figure predicted for this year is much lower. The reason for this is that Bayer had distribution problems and weren't able to supply the required quantities to their customers. We were fortunate, because we were carting extra stock and were fortunate, because we were carrying extra stock and were able to take advantage of the situation. I think it's worth nothing that disruptions in the supply chain can affect anyone and it really does pay for us to hold a reasonable amount of stock in reserve for events like these.As you know, sales generally decline in April and Mat - it's just a seasonal factor - bur as I already mentioned, the launch of the new version this year is expected to boost them considerably, especially in April directly after the campaign. They'll drop back a little after that, but in July we'll have the usual early summer phenomenon when distributors ...5.1 A culture of debtEconomist Perhaps the greater legacy of Federal Reserve Chairman Alan Greenspan is the way he transformed people’s attitude to credit and debt. During his term of office not only the national debt of America, but also personal debt, increased substantially.Since the Great Depression of the 1930s, people in America have been naturally reluctant to borrow money. But for this generation, in the US and increasingly globally, debt has become respectable. From an early age, young people take out loans to pay their way through college and borrowing against equity in real estate is now at record levels. Re-mortgaging your home was unheard of generations ago: a second mortgage was an indication of a household in trouble. But today it is routine.All this is possible because credit is easy and interest rates are low. Banks are encouraged to lend, and often do so irresponsibly. In some states it’s possible to get a 100% mortgage – in other words with no down – payment –equivalent to four times a couple’s combined annual salary. The market is constantly coming up with new financial products and new ways of extending credit to ordinary people. General Motors, whose automotive business is in decline, now sells home equity loans though a subsidiary: it’s the only part of company that has been consistently profitable in recent years.The reason for this boom in money lending is clear – to fund consumer spending. As long as people are spending, economic growth continues. In other more conservative borrowing cultures, like Germany, economic growth has slowed because in times of uncertainty people tend to save their money, rather than borrowing and spending to make themselves feel better.So does the accumulating debt matter ? Some say that as long as asset values rise faster than debt, there’s no problem. In 2005 Americans were twelve trillion dollars in debt, but their personal assets stood at 64 trillion dollars . Others argue that we are sitting on a time-bomb.Asset value will not continue to rise indefinitely and when they crash, millions of people will be plunged into negative equity. Liabilities remain the same but assets can go up and down in value. This was the case with stock market values, which saw sharp falls around 2000. Crisis was averted only because investors moved their money into real estate.For millions of Americans this only confirmed the culture Alan Greenspan had been promoting – debt is good. And if he turns out to be wrong – well, we all had fun in the meantime.5.2 discussing costsCA=Cost accountant GM=General managerCA Look, we’ve got to do something. Doing nothing is not an option. Our margins will just get squeezed more and more.GM Ok. What do you suggest?CA Personally,I’d recommend cutting the wage bill – either by laying some people off or by freezing salaries.GM Neither of which are going to be very popular options.CA No, but the alternatives are probably worse : reducing material costs will definitely have an impact on product quality and cutting back on advertising expenditure is only a short-term solution – it will hurt us in the long run.GM No, I see that.What about administrative costs or other overheads ? Instead of cutting staff, we could try and do something about getting our energy bills down for example.CA I’ve already done as much as I can in those areas. I have thought about this a lot and for me, the only real solution is to tackle labour costs. It may be painful, but the advantage of it would be that, once done, we could get back to concentrating on selling.GM Ok, I hear what you’re saying, but I think it might create more problems than you think. I’m going to go away and think about it … see if there is an acceptable way of doing it.5.3 Matchingwe are accused frequently of doing nothing about the ageing population and the consequent hole in pension funds. But you have to understand that, at the moment at any rate, there are no popular solutions to this problem. Either we raise theretirement age or we increase taxes on working people. Neither of these is a vote winner. I think a lot of us in government are hoping that if we just hold on a bit, then sooner or later another solution will present itself.5.4 Exam practice1)I don’t believe in the capital markets. For a start they are unpredictable and foranother thing, not everyone has the possibility to take such risks with their money. I have always been of the view that you pay taxes through your working life in order to enjoy certain benefits from the state and certain protection against difficult times. For example, in case of unemployment or sickness or for your retirement, for that matter. So when I retire, I will live on what the government is due to give me. If I can’t afford cruises in the Caribbean, then that’s too bad.2)I’m very lucky to have worked in the civil service, which has its own pensionscheme. My salary has never been as good as it might have been in the private sector, but you accept that when you work for a public service. What you do get is job security, longer holidays, good medical insurance and an excellent pension.My pension is calculated as a percentage of my final salary. That’s very rare in the private sector. Usually private companies take your average salary over a period of, say, twenty years. So all in all I expect to be very comfortable when I retire, even if I haven’t had that much disposable income during my working life.3)People think that as a company director, I’m bound to have all sorts of privilegedpension benefits and company schemes going on – some special executive plan. But it’s not the case. We have a company scheme for all our employees but I don’t actually participate in it. Instead, I’ve put most of my money in a long-term savings account, that gives a good rate of return if you keep it in for long enough.It seems bizarre I know, but I make far more than I need to spend and I guess I’m naturally cautious with my money.4)There’s a saying – I don’t know who by – that you should ‘ inivest in land, becausethey don’t make it any more! ‘I think that’s good advice. Around 2004 there started to be a lot of stories in the media about company pensions and private pensions not delivering the benefits they had promised, mainly because they were linked to stock market investments. At that point I decided to withdraw my money from my own private pension and put it into property. I figured that if I bought a small office building, then by the time I reached retirement age, I would have paid off the mortgage and could live off the rent … so that’s what I did.5)I realized quite early on that my state pension wasn’t going to be sufficient, so Itook out a private one when I was about 30. It works like a managed investment fund – a mixture of blue-chip stocks – so I don’t really have much say in how the money is invested. Unfortunately, like a lot of private pension schemes, it hasn’t really performed as predicted. I think the projected growth rate was between 8 and 12% and it’s grown at about 4.5%, which isn’t much above inflation. There are signs that the stock markets are doing a little better now, so I’m hopeful that inthe long run I will have reasonable funds for my retirement. Would I advise anyone to do the same … with hindsight, probably not .6.1 A contract to supplyB=Barbara P=PaulB Paragon. Can I help you ?P Hello, is that Barbara ?B Yes, speaking.P Hi, Barbara, this is Paul from A1 Flooring in London. I’m just calling to discuss the extension of our contract for next year. Is this a good moment for you ?B Yes, as good as any, I guess. Let me just get a pen and paper so I can make some notes … Ok, so where have we got to ?P Well, first the good news. The Klik laminate flooring has been going really well here – you’ll probably have noticed that from the order book in the last six months or so. Customers really love it : the feedback we’ve had has been excellent.B That’s great.P It is good. I have to say, I’m not so surprised – it’s an excellent product, very high quality and the price reflects that of course. Which brings me on to my next point. Now, I’m not asking for better commission – we’re ok on that – but what would really help is more seasonal discounting from your end. What I mean is, reductions that we could pass straight on to our customers. Generally, we run sales in January, spring and late summer and at the moment Paragon’s products are the only ones that don’t feature. I suppose you could say that gives them a certain exclusivity in the eyes of the customer, but at the same time …B I can see the logic of what you’re saying, and I’ve no doubt it would help sales, but what you must understand is that it’s very difficult for us to have a policy with you that’s different from all our other customers. Let me think … what I could suggest is that we try and feed you more discounted stock when we are coming to the end of a particular product line. I can speak to the boss about that.P Well, could you also mention to him the principle of seasonal discounts, because I think it would generate even more interest in the products.B All right, I will … but I’m not too optimistic. Are there any other points ?P Yes, there is one other problem, which is that when we place an order, it’s quite often the case that you don’t have exactly what we want in stock and you offer us a substitute instead. Let me give you an example: we want engineered wood flooring in a natural oak and you only have it in a stained oak. On the whole we try to be flexible, but it’s something which seems to be happening more and more – and what worries me.B I do understand, Paul, and I apologise. It’s something which we are trying to solve. But it’s not really a problem of our own making. It’s a result of shortage in raw material and delays further up the supply chain. We do try to carry reserve stocks of all types of wood, but as you know it’s a sensitive product to transport and store and we often have to rely on what’s available from our suppliers at a given time. That’s just the nature of the product.P Yes, I appreciate all that, but explaining it to our customers is another thing.Often they’re just not prepared to wait and if they can’t get what they want exactly when they want it, they’ll go elsewhere. In the end, that’s no good for either of us. Are you saying that the situation is unlikely to improve because if you are …6.2 Telephone expressions1) A Can I speak to Yan Lin, please?B I’m sorry, the liner is engaged. Would you like to hold?A No, that’s ok. I’ll call back later.2) A I’m afraid Mr. Chiu is out of the office today.B Ok. Can you take a message ?A Of course. I’ll just get a pen and paper.3) A Hello, Morris Industries.B Can I have the sales department, please ?A One moment. I’ll put you through.4) A I’m afraid our computer are down at the moment.B But I need the information by the end of today.A Ok, I’ll get back to you as soon as I can.B Thank you. I’d appreciate that.5) A How can I help ?B Can you ask Esther to bring her laptop with her ?A Sure. I’ll make sure she gets the message.B Thanks.6) A I’m calling about Mr. Signelli. Is his bill for $3,000 or $3,500 ?B One second. I’ll just check my records.7) A Can I speak to Sarah, please ?B Hang on. I’ll see if she’s back from lunch yet.8) A So, it’s the Taj Mahal restaurant at 1 o’clock.B Great. I’ll look forward to seeing you then.7.1 Strengths and weaknesses1)I admire my boss a lot. He’s very capable; he knows exactly what he’s doing andhe’s not afraid to get his hands dirty, not like some managers who think they’re above it all. The one problem is that he takes on too much. I don’t think it’s because he doesn’t trust us to do a good job – it’s because he likes to be involved in everything. He’s a bit of a control freak. The result is that he spreads himself very thin, when he could hand more work out to others, and he’s often overloaded and stressed.2)Cheryl’s not particularly brilliant, but she knows that. She knows her ownlimitations, which is certainly one of her strengths. In fact, I don’t think you have to be particularly bright to be a manager – that’s more a quality you need in a leader. A manager’s job is to bring order to the workplace and the team, so that people are clear about what they should be doing and when they should be doing it.Cheryl is very good at getting everyone working in the most efficient way and that makes our working environment much less stressful.。

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剑桥商务英语高级真题集听力原文1This is the Business English Cer ficate Higher 2, Listening Test 1. Part One. Ques ons 1 to 12. You will hear the introduc on to a seminar, called the Business Master Class, about the use of Informa on Technology in the workplace. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to mee ng you all personally. Some of you are here just for today, others, I know, will be a ending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our dis nguished guest who I will introduce in a moment. But first a few quick points of organisa on which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s So ware, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in ac on some of the things we have been discussing. A map with direc ons to the New City Hotel is available from me if you wish to make your own way. Alterna vely there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office. Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Mar n Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corpora ons. He is a specialist in the strategic use of Informa on Technology in banking, pharmaceu cals and retail. He has his own company called Logic Solu ons, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and a non-execu ve director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisa ons to gain lyst. Dr a glimpse of the future. He is Europe’s most famous IT ana Sangalli - welcome. Man: Thank you Jane, for that fla ering introduc on. I hope I can live up to it. So to begin. There are two main difficul es facing all corpora ons today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the ques on of how to go about the major task of developing and implemen ng new organisa onal structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your own framework for ac on. To help you do this you will also be able to life case studies that I’ve been take away documenta on of real- involved in. So, if you would like to look at the screen... 剑桥商务英语高级真题集听力原文2this is the Business English Cer ficate Higher 2, Listening Test 2. Part One. Ques ons 1 to 12. You will hear a consultant giving a talk to a group of UK business people about expor ng to the United Arab Emirates (UAE). As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking of extending their trading ac vi es into new areas. Our chosen country this a ernoon is the United Arab Emirates or UAE. Now, in geographical terms it is rela vely small but what makes it very significant in commercial terms is its high purchasing power. The two most important ci es, from a commercial point of view at least, are Dubai City and Abu Dhabi City, par cularly the former. It is important to remember that the UAE has always been a distribu on centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law. What are they like as people to trade with? What are they looking for from you, the poten al exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price. Like everyone else they don’t like unreliability, whether in terms of ge ng the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your mee ng their high expecta ons regarding a er-sales service. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be ge ng orders from other agencies or whatever, - it also works the because they’ve heard about you. But be warned other way! Another point to bear in mind that’s true of nearly all markets, but, believe me, it is par cularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is a ending a trade fair - one of the many held in Dubai. Having made your contacts, there are various op ons open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office op on or the possibility of going into a joint venture with a local partner. It is always an expensive op on, and the UAE is no excep on in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be excep ons to this. Now as far as import documenta on is concerned... [pause] Now listen to the recording again. [pause] That is the end of Part One. You now have twenty seconds to check your answers. [pause] Part Two. Ques ons 13 to 22. You will hear five different people talking about the reloca on of their business premises. For each extract there are two tasks. Look at Task One. For each ques on 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each ques on 18-22, choose the problem described that arose a er the reloca on, from the list A-H. A er you have listened once, replay the recording. You now have thirty seconds to read the two lists. 剑桥商务英语高级真题集听力原文31 to 12. You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisa on which distributes business and research grants. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit of background on the Agency, and then outline the steps involved in applying for support. OK? What we do, basically, is distribute financial support from our funds, which come from the central government Department of Educa on on the one hand, and then that sum is matched - the – by contribu ons from a amount fluctuates on a yearly basis number of mul na onal companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this - I’ll work, if you’re interested, can be seen in our annual report egan, we’ve given out leave copies out for you to look at. Since we bover three hundred grants. We made twenty awards last year alone, five next year. But we’re and expect that figure to rise to twenty-not simply giving this money away - our criteria are strict. So, how do you apply? Well, there are four steps to making an applica on. In the first place, you should get in touch with our Project Coordina ng Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an applica on form. It’s must warn you, and you’ll need to fill in quite a lengthy document, I informa on about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an ini al decision about whether to proceed any further. The third step would be having a mee ng with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this me, both sides will have a very clear picture. Now, all this obviously takes up quite some me, and you need to think carefully about which personnel within your organisa on are going to be available to put in the necessary work. OK, well that’s then your role finished for the me being. Meanwhile, we con nue to go through your plans in detail. Ul mately, whether or not you get a grant will be decided by our central commi ee. This consists of representa ves from our funding bodies and a panel of experts. For logis cal reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applica ons are - the BSA will be looking to fund seventy per cent of your overall requirement. That propor on is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up with a progress review, which you need to do at the end of the first year. Right, well, are there any ques ons? 剑桥商务英语高级真题集听力原文42. You will hear a representa ve of a company which organises trade fairs for academic recruitment. She is talking to a group of prospec ve clients. As you listen, for ques ons 1 to 12, complete the notes, using up to three words or a number. A er you have listened once, replay the recording. You now have forty-five seconds to read through the notes. [pause] Now listen, and complete the notes. [pause] Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a li le about our opera ons in various parts of the world and the specialist services we offer to make our exhibi ons well known for being cost and me effec ve - reaching your target audience with the minimum of effort on your part. Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia. Right, regarding our exhibi on package, we believe we offer a very comprehensive deal to the prospec ve exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending me nego a ng add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibi on stand. Of course, you can’t get very far in an exhibi on without one of those rything to the venue –and also full materials delivery. We’ll get evefor you safely. And a very popular recent addi on to the package has been the local trade guide. This has proved very successful because it includes lots of specific informa on about local condi ons - hours of work, past pa erns of enrolment in situ, etcetera, etcetera. Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demo va ng aspects of fairs from your point of view is the me spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine poten al customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with poten al customers. Now, how our filtering system works is through our targeted adver sing and what this essen ally means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business informa on onto our website a month in advance of the fair and retain on the site for six months. Right now, there are other features of our fairs which we adapt to local condi ons –what we call ‘context-sensi ve’ features. They are, as you can see, suitable opening mes that means you have access when needed and that can make a lot of difference to the number of people a ending, plus our interpreter service, par cularly useful for undergraduate enquirers wishing to take advantage of language support services in your ins tu ons. A few prac cal details now - you can get more informa on from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs. [pause] Now listen to the recording again. [pause] That is the end of Part One. You now have twenty seconds to check your answers. [pause] 。

剑桥商务英语高级全真试题答案及听力材料(2)Sample WritingsTask 1The number of complaints increased in most of the sectors. In 1997, there were 18,000 complaints about package holidays abroad, 12.7% up on 1994, when the number was around 15,000. The number of complaints about electric goods went up by 9.2% from 65,000 in 1994 to 70,000 in 1997. Complaints about second-hand cars, financial services increased by 6.7% and 5.2% respectively. The former increased from 80,000 in 1994 to nearly 85,000 in 1997 and the latter rose from roughly 49,000 to above 50,000 over the three years.Also obvious from the chart is that clothing is the only sector where the number of complaints dropped over the period. In 1994, there were around 45,000 co mplaints. However the number decreased to about 43,000 in 1997.Task TwoTo: Board of DirectorsFrom: Marketing DepartmentDate: November 15, 2001Re: An Increased Budget for MarketingAccording to the overall plan of the company, our department has a budget of $50,000 for the next financial year. We find it hardly enough for us to expand our business and we think another $50,000 is needed for this purpose.As is obvious to all, our company has had a very successful year, recording a sales figure of $2m in the last 12 months. And we are considering taking some measures to expand our market so as to stay competitive in the time to come.First, we are in an urgent need of employing a few more sales people who have a good command of English. We are thinking of breaking into the European market and we find it necessary to have our sales reps in the European market if we are to secure any substantial order from the customers there. The problem we have now is that none of the present staff members can speak fluent English. That s why we need to recruit some staff members with fluency in English.An expansion into such a market means more than just a few more sales people who can use English. We need to give our office space a facelift too because we have reason to expect more visitors to our company. Apart from that, the computers in our office need to be upgraded.With these done, we can even try to enter the American market after our success in the Europe. At a rough estimate, our sales figure is likely to increase by around 20% in the next year if the proposed investment is approved.。

TEST 3This is the Business English Certificate Vantage 4, Listening Test 3.Part One. Questions 1 to 12.You will hear three telephone conversations or messages.Write one or two words or a number in the numbered spaces on the notes or forms below.After you have listened once, replay each recording.[pause]Conversation One.Questions 1 to 4.Look at the notes below.You will hear a phone conversation between a manager and his PA.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.[pause]Man: Hi, Jane. Barry here. Sorry this is a bit rushed, but I need you to fax me a document urgently.Woman: No problem. What do you need?Man: That report I’ve been writing on recruitment. I haven’t printed it off, but you’ll find it on my computer. I called it ‘jobsplan’, all one word. OK?Woman: No problem. Which folder is it in? Personnel?Man: That’s right. No, no, hang on, um, I created a new folder called Current Reports - it’s in there.Woman: OK. I’ve made a note of that. If I can’t locate it, I’ll call you back.Man: Fine. It’s quite a long document by the way. So don’t bother sending the appendix. We don’t really need that. But include the contents page - that’d be quite useful. Woman: Shall I send it to you there at Head Office?Man: Um... let me think. It might be better to fax it to my hotel.Er, no, you’re right. Send it here.Woman: OK.Man: Thanks very much. Bye.[pause]Now listen to the recording again.[pause]Conversation Two.Questions 5 to 8.Look at the notes below.You will hear two colleagues discussing an additional location for their business.You have 15 seconds to read through the notes.[pause]Now listen, and fill in the spaces.Woman: Hello, Mike, have you got a moment?Man: Sure, what is it? The location?Woman: Yes, we can’t put it off any longer.Man: Hm, especially as we chose the site for the new warehouse last night. We need to get organised.Woman: Exactly. We need a decision today. Where should the discount shop be, then?Man: Well, not too close to our existing branches, that’s for sure. I think it’d better be in the out-of-town retail centre.Woman: I know that’s easier for customers, but the business park, which is the other out-of- town site, would be better for deliveries, which is important.Man: But the trend is towards more and more people using the retail centre, isn’t it? Woman: Well, the survey we did shows people will visit the business park if we open there. Man: Really? I wasn’t expecting that. Is it because we produce specialist goods? Does that make a difference?Woman: Yes.Man: Are there any local grants available?Woman: Not as such, but there are tax benefits if we take on premises in the business park. Man: Right. That’s settled, then. How about...[pause]Now listen to the recording again.[pause]Conversation Three.Questions 9 to 12.Look at the note below.You will hear a woman leaving a message about where to hold a meeting.You have 15 seconds to read through the note.[pause]Now listen, and fill in the spaces.[pause]Hi, it’s Emily Parker in Marketing. I was at the Carlton Hotel yesterday for a sales training meeting. I thought it would be a very suitable place to hold the shareholders’meeting you’re arranging. I heard you’re still looking for somewhere. They’ve recently refurbished all their meeting rooms. I was in a seminar room - it was too small for your event, but I looked at the conference hall and the VIP lounge and either would be perfect - oh, except the conference hall’s booked on the twenty-fifth of October, so it doesn’t leave us any choice. Anyway, they’re both large rooms with comfortable seating, and it’s possible to have a sound system at no extra cost. We’d have to bring a display stand of our own if we wanted one. Assuming you want to go ahead with the twenty-fifth, I mentioned to the Events Manager there that we might want to book, so you’ll need to talk to him, rather than the General Manager in the bookings office. The number’s three-five-seven-two-oh-nine. Bye.[pause]Now listen to the recording again.That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.Section One.Questions 13 to 17.You will hear five short recordings. Five speakers are talking about delegating at work.For each recording, decide what advice the speaker gives about delegating at work.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what advice each speaker gives about delegating at work.[pause]ThirteenNo matter how much confidence you have in the person you’re entrusting a task to, I think there’s a crucial element to delegating that’s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I’m used to dealing with tasks all by myself, but when I’m delegating to juniors, I always remind myself that not everybody is as independent as me.[pause]FourteenIf you’ve ever delegated to someone else and spent more time on the task than if you’d done it yourself, then it’s time to review where you’re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it’ll free you up to do something else, that’s great. But delegation isn’t an easy way out, so if you’re just being lazy or the task seems too small to concern yourself with, always do it yourself.[pause]FifteenOnce you’ve selected someone to delegate a task to - assuming you do have a choice of personnel - there’s something you need to do that’s too important to leave till the job’s finished. It’s a mistake if you don’t make it clear to staff what they’re doing well and what they could improve on. Some managers think it’s a form of interfering and doesn’t give people space to get on with the job, but I find some constructive suggestions are usually helpful.[pause]SixteenWhen you give someone a task to do, there’s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ‘I understand’, it’s not a guarantee that they do. [pause]Once you become an effective delegator, you’ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they’ll appreciate the trust you place in them and the support they’ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn’t go to plan. I’ve certainly had some disastrous attempts at delegating in my time.[pause]Now listen to the recordings again.[pause]Section Two.Questions 18 to 22.You will bear another five recordings. Five speakers are talking about the reason for the success of their company’s most recent TV advertising campaign.For each recording, decide what reason the speaker gives for the success of the campaign.Write one letter (A-H) next to the number of the recording.Do not use any letter more than once.After you have listened once, replay the recordings.You have 15 seconds to read the list A-H.[pause]Now listen, and decide what each speaker says is the reason for the success.[pause]EighteenOur last campaign was the most successful ever. Always worried about the cost, we were on a tight budget, but the results were fantastic. Research had shown our rivals’ products were more attractive, but while the ad was running, one of them had some bad publicity about their products, and we picked up a lot of their trade. Sometimes, it’s not how much you invest or who you use, but just being in the right place at the right time.[pause]NineteenLast year’s TV campaign took the market by storm. In the past, we’d depended heavily on sending out samples to customers - it was a cheap and, we thought, effective way of targeting our core customer base.But last year, we had the good fortune to recruit a dynamic young Marketing Manager who brought with him a group of people who are changing the way we do things. We’re looking to produce another even more successful series of TV commercials next year. [pause]TwentySpend money to earn money! That’s been the philosophy of our organisation for years. The directors liked expensive-looking TV commercials, which appealed to our core customers in the old age bracket. However, our last campaign proved that you don’t always have to go over budget to win new customers. We thought of a new approach, which our agency developed, and it turned out to be cheaper and, to our delight, brought us to the attention of a new, younger market. [pause]Twenty-oneSuccessful TV campaigns can be costly, and good market research is absolutely vital. We’ve always researched thoroughly before a campaign, but there’s something else which was the key to last month’s success. Although some people attribute it to our main rival’s bankruptcy, it was the fact that we found a management group who we brought in to recommend ways of improving our marketing that really helped. A suggestion to use a TV campaign to advertise in-store promotions and mail-order facilities paid off handsomely.[pause]Twenty-twoConsultants recommended hiring a whole new marketing team for the company, but I rejected this. We’ve got a good experienced team in the company. It would’ve been an unnecessary expense. We decided we should put more effort into the groundwork for the campaign. Our team carried out a more detailed customer survey, and on the basis of that, our production company was able to create a commercial that was more accurately targeted.[pause]Now listen to the recordings again.[pause]That is the end of Part Two.[pause]Part Three.Questions 23 to 30.You will hear a radio interview with a businessman called Brett Porter, who developed a product called Rainaway, a type of waterproof map.For each question, 23-30, mark one letter (A, B or C) for the correct answer.After you have listened once, replay the recording.You have 45 seconds to read through the questions.[pause]Now listen, and mark A, B or C.[pause]Woman: ... and today we’re talking to Brett Porter, whose company developed the hugely successful all-weather maps called ‘Rainaway’. These are waterproof maps that can beused by people who ride motorbikes. Brett, welcome to the programme.Man: Thanks.Woman: You actually invented Rainaway - how did that come about?Man: Well, anyone, like me, who rides a motorbike, understands the problem of ordinary maps falling to pieces when it’s raining or windy. There are three million bikers just inthe UK, who I knew would be willing to pay for a solution to this problem. Nobody hadever produced something like Rainaway - I’d assumed it couldn’t be done.., that thecosts were too great.., but I was disappointed that my needs as a consumer weren’tcatered for, and people I knew kept encouraging me to develop and produce it as abusiness.Woman: Was establishing the company difficult?Man: In fact, I already had my own company - a motorcycle courier firm - but this was completely different and involved setting up a new business. What I’d learnt aboutpricingdidn’t seem to apply - I’d never dealt with a ‘product’as such. But I knew I understood the market better than most. If I could make the product, I’d be meeting a demand.However, knowing where to sell and how to get it into the shops was another matter! Woman: I see.Man: But I was convinced the business would grow fast. I even entered the European Awards Scheme for ideas for business start-ups. It had a first prize of one hundred thousandeuros’worth of software from Croner Consulting. The awards were sponsored byAlliance Business Bank - and because I made the final shortlist, I was offered atwo-per-cent interest loan from them if I needed it. They organised a dinner foreveryone on the shortlist, and I happened to get chatting to their senior businessconsultant, who gave me some invaluable financial advice. It really helped get mestarted.Woman: Did you do any trial production of the maps?Man: Yes. I knew what they should look like - a strong cover and small enough to flick through quickly. But trials took six months. The difficulty was we had to use a reallytough kind of plastic for the cover, and this had to be fed into the printer sheet by sheet- fine for a small output, but absolutely no good for large-scale production.Woman: Did you have any trouble persuading a printing company to make Rainaway?Man: I thought I would - it wasn’t really in a printer’s interest to make a long-lasting product.The real difficulty, though, was my lack of a track record. They thought I was justplanning a one-off print run or a very small-scale operation, which wouldn’t be veryprofitable for them. Once I’d persuaded the boss of one firm that wasn’t the case, heseemed willing to take a chance.Woman: Do you use someone else’s maps to make Rainaway from?Man: Yes, we use Herne Publishing’s. Of course, given they know they’re a crucial supplier, there’s a danger in a few years they might want to buy us out. But in the meantime, Ihave a protected trademark, and the people at Herne Publishing realise it’s better forthem to let me use my knowledge and contacts to establish the business. The alternativefor them would involve spending money on producing a rival product, which I knowthey would be reluctant to do.Woman: You must be pleased with Rainaway’s performance?Man: Absolutely. We launched Rainaway in September two thousand one, and sold two hundred thousand maps in the first year alone. In the last couple of years, the companyturned over in excess of seven hundred thousand pounds, our best result so far, whichisn’t bad when you consider our maps retail at ten to twenty-four pounds each. Woman: Very impressive! What’s next for Rainaway? Do you plan to extend your range? Man: I already have plenty of other ideas for the longer term, but that’s all I can say for now.I’ve been devoting a lot of time recently to facilitating expansion by setting up a callcentre to deal with mail-order sales. That’s just opened, with a staff of twenty-five. Inow need to concentrate on our advertisements - they’ve been very popular so far, butit’s tough coming up with new ideas to continue to attract attention.Woman: I wish you luck.[pause]Now listen to the recording again.[pause]That is the end of Part Three. You now have ten minutes to transfer your answers to your Answer Sheet.[pause]Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.That is the end of the test.（注：文档可能无法思考全面，请浏览后下载，供参考。