(整理)BEC高级真题3.

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历年BEC商务英语高级考试真题1“losing your job isn’t the end of the world: it gives you’re the chance the a new beginning (0) says Caroline Poole, 30, Who was made redundant (31) her role as head of marketing campaigns with an insurance group two years ago. The news was a blow, especially after a successful nine-year career with the business, but she was determined to see redundancy (32) a positive force for change.(33) it seemed a tough lesson at the time, redundancy was the catalyst that redirected my career, “ says Caroline “It gave me the break I needed to understand (34) my career objectives lay.”Working with a consultant, Caroline explored a number of work options that oppealed to her. She also took advantage of workshops on issues (35) as setting up your own business, and managing your finances. A key consideration for her was (36) easy it would be to balance working in London with home life 100 kilometers away.She was encouraged to network (37) other marketing professionals and via this route made contact with a communications agency. She took time out to go travelling , and on her return was offered a role in the agency. (38) was proof to her that she still had marketable skills.Two years (39) from redundancy, Caroline is planning another career break . “ The experience of redundancy has made me view my options with more confidence. I now know that I can dictate my own career path, even (40) it were to mean resigning first and then taking time to find the right direction” she says.填词版的完形填空，关于失业之后该如何开始新的职业生活的。

BEC剑桥商务英语高级真题集听力原文为了让大家更好的预备商务英语BEC考试，我给大家整理一下剑桥BEC商务英语考试高级真题,下面我就和大家共享，来观赏一下吧。

剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 3, Listening Test 1.Part One. Questions 1 to 12.You will hear the founder of a company called Manshee talking to business students about its development.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes. [pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen. I’m honoured to have this opportunity to talk to you.Eight years ago, I bought my first computer, but I soon discovered that where I lived, it was difficult to find accessories for that particular make. That made me realise that other people must have the same problem.Then I found that foreign magazines contained plenty of advertisements of mail order companies, so I started buying spare parts and things that way and selling them on to my friends at a small profit. That was how my company, Manshee, was born.Four years later, Manshee was making a profit and had reached a turnover of six million pounds. We had four directors - myself and three of my friends - plus a staff of seventeen. The culture was young and the working environment didn’t have any structure. The company just grew and grew with its own momentum, and everything we did seemed to strike lucky. If we needed to buy some equipment or redecorate the sales office, we decided yes or no in isolation, only taking the short term - usually the cash flow for that month - into account.However, the market became increasingly cut throat, and that led to falling margins. We realised, rather unwillingly, that the time had come to structure our future, but we didn’t really have much idea how to set about it. So we went to a firm of consultants who specialise in helping small businesses, and it proved a turning point. They insisted that we four directors sit down and rank our investments in order of importance for the coming years. It seems obvious now, but we’d never realised the value of doing it before.Initially, we set out strategic and financial targets for the next three years, and now we’re pleased with just how many of those objectives we’ve met.The value of bringing in outside expertise was that it gave us objectivity. It’s so easy to take things for granted, and to go on in the same mindset. Using consultants meant we received invaluable advice on our business priorities.剑桥商务英语高级真题集听力原文2Part One. Questions 1 to 12.You will bear the opening of the Factories of the Year awards ceremony.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you bare listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen, and welcome to the Factories of the Year award. My name is Jonathan Hargreaves,and I’m Chief Executive o f the Institute of Production Research, which organised these awards, in association with Barrington Business School. I’m delighted to introduce to you the school’s professor of manufacturing science, Jacqueline Allen, who again chaired the panel of judges. Jacqueline.Woman: Thank you, Jonathan, and good morning, everyone. This year’s search for the Factories of the Year has produced a bumper crop of outstanding winners, which is very welcome proof that the old economy isn’t dead, but is emerging revitalised from its recent problems.As ever, we initiated our search for the best by sending each participating factory a questionnaire. This consisted of fourteen pages and probably more questions than the recipients would have liked. From their answers, each factory was assessed on a basket of performance criteria. Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it’s poor it ca n have measurable results such as high staff turnover and a high accident rate. And if a business can’t easily handle change, it may well create more problems than it solves, and its future is unlikely to be secure.The next step was for the panel of judges to assess theresults and devise a shortlist. We then visited these factories.I must say, I found it fascinating to see so many factories in action. As a result of these visits, we came up with the three winners in each category.The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start. A determination among the factory’s management team not to be second best, for another. And acting on the realisation that clever i nitiatives don’t count if they don’t further a factory’s mission. No successful factory can, for a moment, forget its customers, whether they’re internal to the company or external.As ever, new trends emerged: an outstanding level of competence in supply-chain management, as well as in manufacturing, is increasingly important. The links between a factory, its suppliers and its customers can make or break an operation.This year’s winners also demonstrate the importance of optimising the movement of goods and people around the factory. Confused, muddled-looking factories underperform, while successful ones use signs to help staff and visitors find the best route to their destination. And allowing goods or materials to get lost in some dusty corner of the warehouse is unacceptable: the problem of tracking components as they move through production has led to a number of developments, of which electronic tagging is one of the most exciting剑桥商务英语高级真题集听力原文3.Part One. Questions 1 to 12.You will hear part of a talk to a group of business students about the role of free gifts in product promotion.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Hello. My name’s Sue Barnard. I’ve come to talk to you this afternoon about that old marketing perennial, the free gift. I work as a marketing consultant, on a freelance basis, and I thought that I would begin with an anecdote. One of the companies I work with is a major manufacturer of consumer durables, and so I need to keep in touch with the latest campaigns being launched by rival groups, as well as seeing how our own efforts are looking. So I’m a keen reader of weekly magazines.Although I’m actually based in Manchester, last week I happened to be with some clients at their sales conference, which was being held in Wales. On the way there, waiting at the station, I popped into a newsagents for a browse, to pass the time. The March issue of Prime magazine immediately caught my eye because the cover said ‘Free Gift this Issue: Free Diary’. And it puzzled me because I had seen the same issue on sale in Manchester without any gift. Clearly, people in Wales were getting the same magazine, but all packaged up in a special plastic jacket with this gift inside. Why, I wondered, were people in my area losing out?Well, of course, the answer lies in the marketing policy of the magazine itself. No use giving everyone a freebie because then there’d be no way of gauging how successful it’d been in drumming up extra sales. In other word s, it’s a controlled experiment. In this case, flat sales of Prime in Manchester, coupled with strong sales in Wales, would indicate that the gift had done the trick, and this type of strategy is vital for magazines as more and more, titles crowd the racks.Just looking round the newsagents this week, you’ll find one magazine giving away a book worth six ninety-nine, when the magazine itself only costs two ninety-nine. And it doesn’t stop there. One rival is offering a CD, another a calculator. And so it goes on. You know, it really is a ‘readers’ market at the moment.But, I can see you’re asking yourselves, if the gifts are actually far more expensive than the magazines... ? Well, clearly, the magazines are facing greater competition and it’sall about offering your reader the best possible value. If your competitor’s got something out, then you don’t want to be seen to be lagging behind. And once you’ve started, in a sense, you’ve got to keep on - you do get locked into a ‘circulation war’ wher e the only way to stay on top seems to be through the free gifts. And remember, it doesn’t matter if the gift costs more than the magazine because the real profits come not from the cover price, but from the advertising revenues. To keep those flowing in, you need good figures, and that’s where the free gifts come in.And, of course, it can’t be any old gift. An inappropriate choice would do more harm than good. The gift must reinforce the true brand values of the magazine. The specialist titles are p articularly good at this. And it’s also a good opportunity for people to sample your magazine; it may bring in new readers. With the right gift, you could even be looking at as much as fifteen per cent uplift on your sales, particularly in the teen market, where pop fashions come and go and it’s very important to encourage reader loyalty.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about workshops they have recently attended.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the aim of the workshop, from the list A-H. Now look at Task Two. For each question 18 to 22, choose the outcome of the workshop, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文44.Part One. Questions 1 to 12.You will hear a college lecturer talking to a class of business students about a supermarket chain. As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning. In today’s class we’ll be comparing two supermarket chains whose futures are looking very different at the moment. First of all, the Williams chain.Sharon Tucker joined Williams two years ago as Sales Director, taking over as Chief Executive three months later. The company was struggling. Sales growth was fading away, and profits were falling. Its strategy of focusing on redesigning stores was doing nothing to boost sales. In short, Williams had lost its way.After just one year under Tucker’s leadership, it’s regained its confidence, and with good reason. Sales have been rising for fifteen months, starting almost as soon as she walked in the door. They’re up by five per cent in the last six months, excluding new space, with profits over the same period rising by ten per cent. And the company claims to have attracted a million new customers.Tucker came from the American chain Hurst’s, and her experience there persuaded her that everyday low pricing, the strategy pursued by that giant and by most of the British supermarket groups, wouldn’t work for a small player like Williams. Its larger rivals could too easily undercut it.Instead, she decided to use a high-low strategy, which is你若盛开，蝴蝶自来。

BEC 第三辑高级Test 2 READING 1 hourPART ONEQuestions 1-8●Look at the statements below and at the five extracts on the opposite page from an articleabout how employees are motivated.●Which section of the article (A, B, C, D or E) does each statement (1-8) refer to?●For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.●You will need to use some of these letters more than once.●There is an example at the beginning, (0).1 People may perceive the same type of work very differently.2 It is important that staff gain recognition for what they have done.3 The behaviour of staff may be influenced by disappointment with what their organisation provides.4 Traditional ways of motivating staff cannot be put into practice these days.5 A good salary alone is no longer enough to motivate staff.6 lt is desirable for staff and their employers to have similar objectives.7 Staff should be able to improve their abilities through their work.8 Not all companies see a need to find out what motivates their staff.ABOne of the problems is that managers oft en don’t appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just w on’t work in today’s technology—driven, fast—paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.CWhat most employees expect is the chance to work iiexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to iniluence pay and working practices — but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.DEPART TWOQuestions 9-14●Read this introduction to an article about an approach to management.●Choose the best sentence from the opposite page to fill each of the gaps.●For each gap (9-14), mark one letter (A-H) on your Answer Sheet.●Do not use any letter more than once.●There is an example at the beginnin9. (0).Example:A However, direct personal contact is more typically needed t o e ff ective l y transfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.B For that, companies really have to bring people together to brainstorm.C Many companies have tried, with mixed success, to leverage this underused asset by centralising knowledge management functions or by investing heavily in knowledge management technology.D The entire history of the T-shaped manager is one of evolution, a process that continues to this day.E The successful T —shaped manager must learn to live with, and ultimately thrive within, the stress created by this dualresponsibility.F By encouraging collaboration, aT-shaped management system can be a powerful counterbalance to suchnegative behaviour.G Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.H I am referring to the wealth ofexpertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations.PART THREEQuestions 15-20● Read the following article about marketing and ethics and the questions on the oppositepage.● For each question (15-20), mark one letter (A , B , C or D ) on your Answer Sheet.15 What change does the first paragraph men tion?A a decrease in the size of certain economiesB a growth in knowledge of how resources affect economiesC a decrease in the resources available to companiesD a growth in the number of choices available to companies16 According to the second paragraph, businesses are now encounteringA a wider range of obligations.B greater public criticism.C problems they should have foreseen.D an increase in internal disagreement.17 In the third paragraph, it is suggested that marketersA should devise stricter social and financial categories.B need to attract new categories of customers.C should have a greater input inthe design of products.D need to expand their areas of activity.18 What development is mentioned in the fourth paragraph?A P roduct design is becoming secondary to ethical c onsiderations. BA company’s reputation is growing in importance over its brands.C Ethical considerations can lead to effective innovation.D Competitiveness is becoming harder to maintain over time.19 What comment is made in the fifth paragraph?A The challenge facing marketing may be impossible in the long term.B Marketing activity should move away from traditional goals.C Conflicts confronting marketing may be less extreme than expected.D Marketing should focus on promoting goods which last longer.20 According to the final paragraph, businesses now need toA revise certain aspects of their activity.B conduct research into the efficient use of man-made resources.C ensure their range of investments is ethical.D communicate new sets of values to customers.PART FOURQuestions 21-30●Read the article below about work and leisure.●Choose the correct word to fill each gap from A, B, C or D on the opposite page.●For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.●There is an example at the beginning, (0).21 A setting 22 A dealt 23 A lone 24 A hang 25 A convince 26 A lane 27 A thoughtless 28 A accept 29 A give 30 A opinion B paying B received B single B grip B tell B street B regardless B view B bring B idea C putting C handled C individual C lean C talk C avenue C uncaring C support C place C mind D holding D taken D personal D sit D converse D alley D unconcerned D approve D make D memoryPART FIVEQuestions 31-40● Read the article below about people who buy clothes as an investment.● For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet. ● There is an example at the beginning, (0).PART SIXQuestions 41-52●Read the text below from a brochure for a company that rents out office space.●ln most of the lines (41-52) there is one extra word. It is either grammatically incorrect ordoes not fit in with the sense of the text. Some lines, however, are correct.●lf a line is correct, write CORRECT on your Answer Sheet.●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on yourAnswer Sheet.●The exercise begins with two examples, (0) and (00).WRITING 1 hour 10 minutesPART ONEQuestion 1●The chart below shows the distribution of positive and negative responses given in a marketsurvey about service provision at a leisure centre.●Using the information from the chart, write a short report about the results of the marketsurvey, describing customer reactions to the services provided.●Write 120-140 words.PART TWOWrite an answer to one of the questions 2-4 in this part. Write your answer in 200-250 words.Question 2●Your company recently sponsored a national event for the first time and your manager hasasked you to write a report on this.●Write your reportfor your manager, including the following information:● a brief description of the event●which aspects of the event were particularly successful and why●the benefits to the company of sponsoring the event●what needs to be done before considering further sponsorship.Question 3●Your company has recently been taken over by another company, and your department hasbeen restructured. This has resulted in a number of problems which you want to make the new owners aware of.●Write a lette r to the Managing Director of the new owners:●outlining what the situation in your department was before the takeover●explaining what problems have arisen and why●suggesting how these problems could be resolved●warning what might happen if these problems are not resolved.Question 4●Your company’s export sales have been falling and the Sales Manager has asked you toconsider ways of improving them.●Write your proposal for the Sales Manager:●giving reasons for the decline in the company’s export sales●suggesting ways of improving export sales●outlining the additional resources that would be required.LISTENING Approximately 40 minutes (including10 minute s’ transfer time)PART ONEQuestions 1-12●You will hear the opening of the Factories of the Year awards ceremony.●As you listen, for questions 1-12, complete the notes, using up to three words or a number.●After you have listened once, replay the recording.PART TWOQuestions 13-22●You will hear five different people talking about visiting trade fairs.●For each extract there are two tasks. For Task One, choose the person’s intention in visitingthe fair from the list A-H. For Task Two, choose the experience at the fair that each person mentions from the list A-H.●After you have listened once, replay the recording.Task One - Intention in visiting the fair●For questions 13-17, match the extracts with the intentions, listed A-H.●For each extract, choose the person’s intention in visiting the fair.●Write one letter (A-H) next to the number of the extract.13 .................................14 .................................15 .................................16 .................................17 ................................. A to get ideas for potential new productsB to give a presentationC to seek alternative employmentD to find out about competitor s’ p roductsE to get new marketing ideasF to give product demonstrationsG to recruit a new overseas agentH to find alternative suppliersTask Two - Experience at the fair●For questions 18-22, match the extracts with the experiences, listed A-H.●For each extract, choose the experience at the fair that each person mentions.●Write one letter (A-H) next to the number of the extract.18 .................................19 .................................20 .................................21 .................................22 ................................. A I thought of a way of cutting costs.B I was impressed by some publicity material.C I saw a new way of applying technology.D I was pleased by some sales figures.E I noticed some export opportunities.F I was impressed by a competitor’s product.G I saw someone demonstrating an effective selling technique.H I thought of ways of improving an important product we make.PART THREEQuestions 23-30●You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service.●For each question (23-30), mark one letter (A, B or C) for the correct answer.●After you have listened once, replay the recording.23 According to Steve Marriott, what problem do some of Carserve’s remote workers have?A They think that they do not receive enough company information.B They want a greater amount of informal contact with colleagues.C They feel uncomfortable without a separate office base.24 According to Steve, some staff believe thatA they need to prove that they are working hard.B their breaks should be taken at intervals.C the support they receive from management is inadequate.25 In Steve’s opinion, what was the underlying management problem when he joined Carserve?A There was confusion about who gave orders.B Objectives were not made clear to staff.C Long-term planning was not carried out. `26 Steve improved the situation at Carserve by ·A i ntroducing regular work meetings. Bencouraging managers to trust staff.C modifying the system of supervision.27 Why have Carserve’s teams become more effective?A Distance has forced them to become more organised.B They are expected to make decisions quickly.C Their meetings have become more frequent.28 What does Steve Marriott say about staff contacting managers?A Managers sometimes fail to respond promptly.B Managers don't want to be disturbed in their work.C Staff may be uncertain about when it is appropriate to do so.29 How have managers been affected by the change to remote working?A They now have to deal with employee s’ pe rsonal problems.B They now have to assess staff more regularly.C They now spend more time travelling than talking to staff.30 To help managers, Carserve is planning training on the subject ofA making the best use of technology.B organising remote teams.C reducing managerial control.That is the end of the Listening test. You now have ten minutes to transferyour answers to your Answer Sheet.SPEAKING 16 minutesSAMPLE SPEAKING T A SKSPART ONEIn this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.PART TWOIn this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.PART THREEIn this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.For two candidatesTeam Bui l di n gThe company you work for is about to take over another company and is keen to encourage staff from both companies to work together effectively. You have been asked to prepare a proposal for team building.Discuss and decide together:●what arrangements should be made before new colleagues start working together●what kinds of work projects and leisure activities would be suitable to encourageteamwork●what benefits effective teamwork could bring to the company.Follow-on questions●What benefits do you think individual employees get from working in astrong team? (Why?/Why not?)●What do you think is the ideal number of people to workin a team? (Why?)●Do you think a company needs individualists as well as team workers?(Why?/Why not?)●Do you think it is the responsibility of the company or each employee tomake sure people work well together? (Why?/Why not?)●How far should team building be taken into account when makinglong-term plans for a company? (Why?/Why not?)BEC 第三辑高级Test 2 Test 2 ReadingPart 11 D2 C3 E4 B5 A6 E7 C 8 DPart29 C 10 E 11 A 12 B 13 F14 GPart315 B16A17D18C19C20 APart421 B22D23D24A25C26 C27B28A29D30CPart531WHETHER/IF32IN33ONE/SOMETHING34THE35FEW36 NOT37 FOR38WHAT39 GO40 OUTPart641 THE 42 DO 43 THEM44 CORRECT 45 SUCH 46 YOU47 CORRECT 48 OUT 49 IN50 ALTOGETHER 51 THERE 52 UPTest 2 WritingQuestion 1Sample ABand 4This is a well-organised answer which uses a good range of cohesive devices (‘whe reas’, ‘ in contrast to’, etc.). The candidate has used quite sophisticated language, and errors mostly occur only when more ambitious language is attempted.Sample BBand 2This is an inadequate attempt at the task. There is some irrelevance and quite a few basic errors, some of which impede communication. The writer uses a limited range of structure and vocabulary, and the language is generally too elementary for this level.Question 2Sample CBand 3This is a good achievement of the task and a well-organised answer. However, the frequency of non-impeding errors keeps it at a band 3.Sample DBand 5This is a full realisation of the task set. It is very well organised with an excellent range of structures and vocabulary and only minimal errors.Question 3Sample EBand 4A very good realisation of the task, showing natural use of language and good use of a full range of tenses. There is, however, slightly inappropriate register towards the end.Sample FBand 3A clearly organised answer and the errors are generally non-impeding. It shows an adequate range of structure and vocabulary and all the content points are covered.Question 4Sample GBand 3This answer is quite good in terms of language but lacks coherence, leaving the reader perplexed. Sample HBand 4All the content points are included and it is well organised. It shows natural use of language with only occasional obscurity of meaning. The register and format used are, on the whole, appropriate.Test 2 ListeningPart 11 MANUFACTURING SCIENCE(S)2 14 PAGES3 HANDOVER/HAND OVER/HAND OVER(TIMES)4 DELIVERY5 (HIGH) STAFF MORALE6 CHANGE7 SHORTLIST8 PEOPLE(-)MANAGEMENT (PRACTICES)9 MISSION10 SUPPLY(-)CHAIN11 SIGNS12 ELECTRONIC TAGGINGPart 213 D14B15G16H17E18 B19E20H21A22CPart 323 C24A25B26B27A28 C29A30CTapescriptListening Test 2This is the Business English Certificate Higher 3, Listening Test 2.Part One. Questions 1 to 12.You will hear the opening of the Factories of the Year awards ceremony.As you listen, for questions 1 to 12, complete the notes, using up to three words or a nurnber. After you have listened once, replay the recording.You now have forty-/ive seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen, and welcome to the Factories of the Year award. My name is jonathan Hargreaves, and I’m Chief Executive of the Institute of Production Research, which organised these awards, in association with Barrington Business School. I’m delighted to introduce to you the school’s professor of manufacturing science, Jacqueline Allen, who again chaired the panel of judges. Jacqueline.Woman: Thank you, ]onathan, and good morning, everyone. This year’s search for the Factories of the Year has produced a bumper crop of outstanding winners, which is very welcome proof that the old econom y isn’t d ead, but is emerging revitalised from its recent problems.As ever, we initiated our search for the best by sending each participating factory a questionnaire. This consisted of fourteen pages and probably more questions than the recipients would have liked. From their answers, each factory was assessed on a basket of performance criteria. Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it’s poor it can have measurable results such as high staff turnover and a high accident rate. And if a business can’t easily handle change, it may well create more problems than it solves, and its future is unlikely to be secure.The next step was for the panel of judges to assess the results and devise a shortlist. We then visited these factories. I must say, I found it fascinating to see so many factories in action. As a result of these visits, we came up with the three winners in each category.The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start. A determination among the factory’s management team not to be second best, for another. And acting on the realisation that clever initiatives don’t count if they don’t further a factory’s mission. No successful factory can, for a moment, forget its customers, whether they’re internal to the company or external.As ever, new trends emerged: an outstanding level of competence in supply-chain management, as well as in manufacturing, is increasingly important. The links between a factory, its suppliers and its customers can make or break an operation.This year’s winners also demonstrate the importance of optimising the movement of goods and people around the factory. Confused, muddled-looking factories underperform, while successful ones use signs to help staff and visitors find the best route to their destination. And allowing goods or materials to get lost in some dusty corner of the warehouse is unacceptable: the problem of tracking components as they move through production has led to a number of developments, of which electronic tagging is one of the most exciting.Now I’d like to turn to the individual categories . . .[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 visiting trade fairs.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the persons intention in visiting the trade fair; from the list A—H. Now look at Task Two. For each question 18-22, choose the experience at the fair that person mentions, from the list A—H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.[pause]Now listen, and do the two tasks.[pause]Speaker OneWoman: Well, there seem to be more and more fairs, don’t there? And all apparently quite unmissable, which is fine, except I do actually have an office, and do need to get things done. So I try to be a bit selective. I try to make sure I’ve got my own agenda clear about what I want from a fair. With this one, for example, I wanted to see how our goods match up against our main rivals, by looking at theirs as ifI were an ordinary customer . . . noting the specifications and so on . . . basic market research, really. And it was interesting, gave me some ideas to take back to the office. Some of the brochures and other literature that I picked up at this one were quite striking, very high quality, and that alone made it worthwhile.[pause]Speaker TwoMan: For me, fairs are a vital part of business life . . . where else do you get manufacturers, suppliers, agents, everyone all milling around together? It’s certainly a great audience for the sort of talk I was there to do, and it meant I was able to communicate our values and commitment to service. Those are things our suppliers need to understand, so that we can get a full circle of quality from components to delivery and after—sales. And of course, I also had plenty of time to look around, do some networking. I realised there are places we hav en’t considered as markets that we should be looking into. The currency situation means our prices could be very attractive outside our domestic markets and get us good sales. So, all very worthwhile . . .[pause]Speaker ThreeWoman: These fairs are getting so big . . . it’s frustrating because you waste a lot of time just navigating your way around. I actually wonder how useful they really are in terms of achieving sales. Still, I have to say, that it gave me an idea for a couple of features we could incorporate into our main model, which would make it more attractive, I think. So that was a bonus, and to some extent made up for my disappointment about not securing a new representative, whichhad been my aim. I did talk to a couple of promising people who cover the Pacific Rim, but there were a lot of complications, different expectations . . . I realise it’s going to take a while before we can reach a concrete agreement and build a solid marketing strategy there.[pause]Speaker FourMan: To be honest, I relish opportunities to get out of the office from time to time . . . it refreshes the mind, and you can get insights into what you’re really doing. I’m pleased this time, because I’ve come back with the realisation that we can save quite a bit on packaging — our new range of products are selling well, and in fact we’re getting bigger orders than we forecast, and the agents are very optimistic . . . which all means we do n’t need to package up units individually, and that’ll be quite a saving. It’s important, because it’s getting increasingly competitive all the time, with new products coming out almost every month. The other thing I’ve been trying for is better components, and that’s why my plan for the fir was to identify new manufacturers of processors, because I’m not happy with our present source.[pause]Speaker FiveWoman: It’s amazing the way the industry is developing . . . I was walking around remembering such fairs just, say, five years ago, and thinking of how many of the products simply didn’t exist then. One of the effects of all this constant innovation is that to stay competitive you have to keep finding different marketing angles. That’s what I was looking for, some kind of fresh approach to expanding our customer base. In the office, I tend to become absorbed in staffing issues, so I need to get out among customers and competitors. Anyway, while I was there I spotted a way of getting value out of our database. There’s software available now which would enable us to analyse customer preferences and pro vide ‘pinpoi nt offer s’ for them.[pause]Now listen to the recording again.[pause]That is the end of Part Two.[pause]Part Three. Questions 23 to 30.You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service.For each question 23-30, mark one letter (A, B, or C) for the correct answerAfter you have listened once, replay the recording.You have forty-five seconds to read through themquestions.[pause]Now listen, and mark A, B or C.[pause]Woman: These days, more and more people are employed by a company, but work from home. They’re sometimes called ‘remote workers’. Carserve is a vehicle breakdown company whose phone operators are all based at home. Steve Marriott, an internal business consultant with Carserve, is in the studio today. Steve, do people really enjoy working from home?Man: If you measure enjoyment by staff retention and improved productivity, the answer is definitely yes. But this doe sn’t happen by itself. In Carserve, we like the fact that our staff keep in touch with each other, through personal phone calls and emails. We also use email for company communications, instead of using office noticeboards, though of course we can’t guarantee that everyone reads them all. But the absence of a sharp division between work and home sometimes creates a definite sense of insecurity, which we c an’t al ways remove. Woman: Wa sn’t the re a risk in introducing remote working?Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it’s turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they’re sitting around watching TV even though they know we don’t do that kind of checking up.Woman: When you joined Carserve you wer en’t happy with the ways things were being run, were you? What was the problem?Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.Woman: How did you turn that around?Man: Communication is important, but regular meetings are no substitute for a change of attitude. Managers have to start from the assumption that the remote workers are doing their job properly, even though they aren’t being supervised. So that’s what I focused on.Woman: You do teamwork, don’t you, even though the teams are n’t physically working in the same place. How does that work?Man: Surprisingly, perhaps, it makes them more effective. Because they know they’re only coming into the office for a team meeting, they plan that meeting much more carefully than perhaps they would do otherwise. And between meetings they communicate by email or phone, and that tends to take the pressure off reaching a decision before thinking it right thr ough. W oman: Earlier, you mentioned the use of electronic communication internally, like the phone, and computers for emails. Have these replaced face-to-face contact?Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email w on’t be read on time. So, we make sure staff can regularly talk to their managers face-to-face.Woman: Doe sn’t remote working make it difficult for managers to carry out their work?Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doe sn’t matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work. Woman: So, have you organised training for managers, to deal with this。

历年BEC商务英语高级考试真题汇总大全为了让大家更好的预备商务英语BEC考试，我带大家整理一下剑桥BEC商务英语考试高级真题,下面我就和大家共享，来观赏一下吧。

历年BEC商务英语高级考试真题(01)The Negotiating TableYou can negotiate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their??behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.外语学习网The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ‘yes”. This can be a problem because one of them usually begins by saying “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohen says that one of his strategies is to dress down sothat the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.历年BEC商务英语高级考试真题(02)1 Genuine feedback would release resources to be used elsewhere.2 Managers are expected to enable their staff to work effectively.3 Experts are unlikely to facilitate a move to genuine feedback.4 There are benefits when methods of evaluating performance have been negotiated.5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers.6 The idea that employees are responsible for what they do seems reasonable.7 Despite experts’ assertion, management structures prevent genuine feedback8 An increasing amount of effort is being dedicated to the appraisal process.APerformance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold whileenormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates.BThe notion behind performance appraisal- that workers should be held accountable for their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better.历年BEC商务英语高级考试真题(03)In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwardsat customers and competitors, rather than inwards at its own processesand the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in sucha context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bringwith them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job历年BEC商务英语高级考试真题(04)There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespective of (34) well we research prospective employers, a new job is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : mostof us (36) had experience of both. The point here, though, is that changing employers is not something we want to be doing all the timeand certainly not (37) time we feel the urge for better pay . We’d (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a serious business. There are no quick fixes or gold methods with “ guaranteed “ results. Quick fixes only serve to trivialize the issues and could (40) some circumstances get youinto very serous trouble indeed.考试用书答案及解析关于加薪的文章，教你怎么样实现加薪。

高级商务英语(BEC)考试历年真题BEC商务英语高级考试历年真题(1)The Negotiating TableYou can negotiate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their??behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ‘yes”. This can be a problem because one of them usually begins by sayin g “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friends but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying---put a few hesitations in , do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However , joint venture can mean joint risk and sometimes , if this becomes too great , neither partymay be prepared to see the deal through . More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuses their request , they will troop along to Dad and pressure him. If al else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lesson to be learned from watching and listening to children.15 Dr Cohen treats negotiation as a game in order toA put people at easeB remain detachedC be competitiveD impress rivals16 Many people say “no” to a suggestion in the beginning toA convince the other party of their point of viewB show they are not really interestedC indicate they wish to take the easy optionD protect their company’s situation17 Dr Cohen says that when you are trying to negotiate you shouldA adapt your style to the people you are talking toB make the other side feel superior to youC dress in a way to make you feel comfortable.D try to make the other side like you18 According to Dr Cohen, understanding the other person will help you toA gain their friendshipB speed up the negotiationsC plan your next move.Dconvince them of your point of view19 Deals sometimes fail becauseA negotiations have gone on too longB the companies operate in different waysC one party risks more than the other.D the lawyers work too slowly20 Dr Cohen mentions children’s negot iation techniques to show that you shouldA be prepared to try every routeB try not to make people feel guiltyC be careful not to exhaust yourselfD control the decision-making process.关于negotiating techniques的文章。

BEC商务英语高级考试历年真题BEC商务英语高级考试历年真题(1)Time for a new career“losing your job isn’t the end of the world: it gives you’re the chance the a new beginning (0) says Caroline Poole, 30, Who was made redundant (31) her role as head of marketing campaigns with an insurance group two years ago. The news was a blow, especially after a successful nine-year career with the business, but she was determined to see redundancy (32) a positive force for change.(33) it seemed a tough lesson at the time, redundancy was the catalyst that redirected my career, “ says Caroline “It gave me the break I needed to understand (34) my career objectives lay.”Working with a consultant, Caroline explored a number of work options that oppealed to her. She also took advantage of workshops on issues (35) as setting up your own business, and managing your finances.A key consideration for her was (36) easy it would be to balance working in London with home life 100 kilometers away.She was encouraged to network (37) other marketing professionals and via this route made contact with a communications agency. She took time out to go travelling , and on her return was offered a role in theagency. (38) was proof to her that she still had marketable skills.Two years (39) from redundancy, Caroline is planning another career break . “ T he experience of redundancy has made me view my options with more confidence. I now know that I can dictate my own career path, even (40) it were to mean resigning first and then taking time to find the right direction” she says.填词版的完形填空，关于失业之后该如何开始新的职业生活的。

BEC商务英语高级真题及解析1 Genuine feedback would release resources to be used elsewhere.2 Managers are expected to enable their staff to work effectively.3 Experts are unlikely to facilitate a move to genuine feedback.4 There are benefits when methods of evaluating performance have been negotiated.5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers.6 The idea that employees are responsible for what they do seems reasonable.7 Despite experts’assertion, management structures prevent genuine feedback8 An increasing amount of effort is being dedicated to the appraisal process.Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates.The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better.Within the production system at the car manufacturer Toyota, there is nothing that is recognizable as performance appraisal. Every operation in the system has an associated measure. The measure has been worked out between the operators and their manager. In every case, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first”. Both managers and workers are psychologically safe in the knowledge that it is the system- not the worker –that is the primary influence on performance. It is management’sresponsibility to ensure that the workers operate in a system that facilitates their performance.In many companies , performance appraisal springs from misguided as assumptions. To judge achievement, managers use date about each worker’s activity, not an evaluation of the process or system’s achievement of purpose. The result is that performance appraisal involves managers’judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisal experience becomes a question of pleasing the boss, particularly in meetings, which is psychologically unsafe and socially driven, determining who is “in”and who is “out”.When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business. No time will be wasted in appraisal . This requires a fundamental shift in the way we think about the organization of performance appraisals, which almost certainly will not be forthcoming from the human resources profession.关于员工评估和反馈的文章。

商务英语BEC高级真题及答案商务英语BEC高级真题及答案当前我国迫切需要一大批熟练把握外语,通晓商务知识,熟悉国际商务环境,善于跨文化交际的国际型商务人才，以下是店铺为大家搜索整理的商务英语BEC高级真题及答案，希望能给大家带来帮助!The Negotiating T ableYou can negotiate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ‘yes”. This can be a problem because one of them usually begins by saying “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitchyour look to suit your customer. You do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interesst in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friends but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying---put a few hesitations in , do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However , joint venture can mean joint risk and sometimes , if this becomes too great , neither party may be prepared to see the deal through . More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuses their request , they will troop along to Dad and pressure him. If al elsefails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lesson to be learned from watching and listening to children.15 Dr Cohen treats negotiation as a game in order toA put people at easeB remain detachedC be competitiveD impress rivals16 Many people say “no” to a suggestion in the beginning toA convince the other party of their point of viewB show they are not really interestedC indicate they wish to take the easy optionD protect their company’s situation17 Dr Cohensays that when you are trying to negotiate you shouldA adapt your style to the people you are talking toB make the other side feel superior to youC dress in a way to make you feel comfortable.D try to make the other side like you18 According to Dr Cohen, understanding the other person will help you toA gain their friendshipB speed up the negotiationsC plan your next move.D convince them of your point of view19 Deals sometimes fail becauseA negotiations have gone on too longB the companies operate in different waysC one party risks more than the other.D the lawyers work too slowly20 Dr Cohen mentions children’s negotiation techniques to show that you shouldA be prepared to try every routeB try not to make people feel guiltyC be careful not to exhaust yourselfD control the decision-making process.关于negotiating techniques的文章。

上半年BEC高级考试真题及答案精选上半年BEC高级考试真题及答案精选阅读部分：沪友澈底：part1是讲几家航空公司的发展的问题。

part2是一个貌似什么在公司提倡“SCR”系统的，说要注重公司value啊什么的，后面的实在记不清了，只知道这次阅读很悲催。

写作部分：沪友卜卜豬：作文都写了report。

第一篇是describe & campare the number of customers making reservation in response to three different advertising methods. 大作文选了第一篇，参加一个3天的IT training course 但是作者发现这个course有问题，写detail content of the course , the dissatisfactory unsatisfatory of the course , the way you investigate in it and solution to avoid such problem in the future.沪友橙子cici：小作文是就是描述，比较图表，内容是mailshots，online advertisements，local newspaper 对一个酒店的预约人数的影响。

大作文我写的是proposal，讲的是outsourcing. 问题大概是这样的：Identify the activities that could be outsourced; explain the potential benefit it can bring to the company; How the outsoucing can be organised; How to make sure the quality of the activities outsourced.听力部分：沪友澈底：part1讲的是一家公司的`人在公司多少周年上的讲话，对公司各个section和division做了个回顾和总结。

BEC商务英语高级考试历年真题（1)The Negotiating TableYou can negotiate virtually anything。

Projects, resources， expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their？？behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial。

Whether he succeeds or not， it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes， is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ‘yes”。