BEC中级真题第5辑精听

BEC中级真题第5辑精听:

Test1-Part One(1)（第1期）

Man：Thank you for calling Andersons International. Our offices are closed at the moment. Please leave your name, number and message after the tone.

Man: Hello, Martin Hayes here I've just arrived. The journey was fine, no problems at the airport. I've arrived at the Retail Exhibition the building's really impressive! The only problem is, the stands that we sent by air cargo last week are missing the computer's arrived, and the posters are here，though. Can you get onto the transport people first thing in the morning to track them down and get them here by tomorrow evening at the very latest? Stress how urgent it is! Also, I've just unpacked the brochures and realised we haven't got enough pricelists to give out with them. We'll need another five hundred; use a courier to get them out here the day after tomorrow at the latest. Call me back when you know what's happening. I'm at the press conference all morning today, but you can get me during lunch. I'll speak to you again later.

Test1-Part One(2) （第2期）

Woman: Oh, hello, can I speak to Jill Croft, please?

Man: I'm sorry, but she's not here at the moment. Can I take a message?

Woman：Oh, please. It's Sarah Middlemiss here. MIdouble DLEMIdouble S... from Pegasus Communications Ltd.

Man：Thanks. What's the message?

Woman: Well, I'm the personnel manager here at Pegasus... it's regarding the position of sales executive Jill has applied for. It's just to let her know that before we arrange interview dates, we're inviting applicants to a company presentation on the twentyeighth. We'll confirm this, of course, by letter.

Man: Fine I'll let her know that.

Woman: One other thing we're received her application and curriculum vitae, but can't find any mention of her referees. Could you ask her to let us have their details as soon as possible?

Man: OK I've noted that down.

Woman: Thanks very much for your help.

Man: No problem. Bye for now ...

Test1-Part One(3) （第3期）

Woman: Hello. Sales. Can I help you?

Man：Oh, hello. Is Lauren 0'Neil there?

Woman：I'm sorry, but she's at lunch right now. Can I take a message?

Man：Um ... OK. It's Chris Darcy here, from Human Resources. I'm phoning about next week's ...

Woman: ... Hang on, I just need to get a pen. Right, here we are. So, it's Chris Darcy from HR, and it's about...

Man: The shareholders' meeting next week.

Woman: OK. And what shall I tell Lauren?

Man: Tell Lauren the board's decided to make an official statement about the planned merger.

I know we weren't going to, but they've changed their mind.

Woman: Oh ... Yes, that's interesting.

Man: Mm, but not entirely unexpected. Anyway, the MD needs Lauren to put together a presentation showing the combined sales of the newly-merged group.

Woman: OK. I've got that. Is there anything else?

Man：Yes, tell her that I'll handle the presentation about HR issues, but could Lauren also include something about expected savings in her part of the presentation?

Woman：OK. I'll give her the message.

Man：That's great. Thanks very much.

Test1-Part Two(1) （第4期）

Thirteen:

The hours vary sometimes lunch times, sometimes late afternoons. We all feel we've improved our skills or picked up new ones which will benefit us in the future in some way. Outside providers are contracted to come in and they've been very good，very professional. There's been a range of things on offer, too. We're given vouchers which we use in a way to pay for the sessions, choosing what to do and how many hours to put in.

Fourteen:

Things have improved a lot since I started working here. We're all more aware now of potential risks and of the correct procedures for everything. For example, reporting anything that isn't working properly, having the appropriate clothing, things like that. We know what to do now, and who to go to. There are regular checks on equipment, too, so that problems are less likely to happen in the first place.

Test1-Part Two(2) （第5期）

Fifteen.

Well, despite talks with senior management, we've been unable so far to agree on something which all my staff can accept. Management know we have a fair case and that we've waited a long time compared to other departments, who were awarded rises last year. So it's not as if they're against the idea itself as I say, we've just got to get a final figure which staff will be happy with.

Sixteen.

There are various stages we go through. We try first to reassure staff and give them the opportunity to present their side. We like first to deal with things within the organisation staff know action won't be taken until the case has been thoroughly investigated. Of course, problems can arise from lots of things anything from poor timekeeping or inappropriate dress to actual breach of contract. Dismissal would be the very last course of action and all employees have the right to appeal even then.

Test1-Part Two(3) （第6期）

Seventeen.

I very much like the system we have I like the opportunities it gives me for other things. Everyone's at work for the agreed essential time, but we all have some choice each side of this. I keep my own record, and it means I can fit in other things, like medical appointments.

I like to feel I've got some control over my professional life and I need to be able to plan. It may not suit everyone, but it certainly works for me.

Eighteen.

I take your point Brian. I know that since George left you've had to take on some of his tasks which were not in your original job description. However, you were allocated seventy-five per cent of Suzie's time to deal with the paperwork, so I feel that the situation, although not ideal, is manageable and in this financial climate any further expenditure, any rise, however well deserved，might damage the company's future and, I am sure you'll agree, that's too risky.

Test1-Part Two(4) （第7期）

Nineteen.

I wanted to have a word about the departmental budget forecast you asked me to draw up.

I totally agree with you on the need for working out the future expenditure well in advance, it's only that since we've never done this forecast in such a detailed way before，it's taking us much longer than I expected. Would it be acceptable to the board if I deferred the submission date by a fortnight?

Twenty.

May I come in here? Thank you. I think Tom's last point was very valuable. We mustn't forget how important it is to make a really good impression when we launch the new T-six engine at the Air Show in Paris. Although we're very familiar with the engine's specifications and performance data, we aren't skilled at giving polished multi-media presentations which the audience expects nowadays. Tom's right. I think we should consider hiring in a professional from a marketing company.

Test1-Part Two(5) （第8期）

Twenty one.

I know why you want Smithson's they're the biggest in the field and they've got years of experience.

The disadvantage is the price. They're the best so they can charge what they like. Personally, I'd prefer to go for someone local like Mackays. They're small, so we could negotiate a favourable deal, and I'm sure they'd do their best to deliver the stuff on time and help us if we had an emergency job and needed extra materials.

Twenty two.

Jones and Sons have always been our haulage company and they've been reliable. But things changed when Michael Jones took over. The service wasn't so efficient and then last month two trucks were four days late on a delivery with no explanation and no apologies. As a result, we lost a new customer. I refuse to just accept that financial loss. So write to Jones please, demanding ten per cent of our expected profit from that contract. I think it's only fair. Test1-Part Three(1) （第9期）

Woman：And now let's meet Philip Spencer, one of Britain's top industrialists，and hear about his experiences and ideas on improving company performance. welcome, Philip.

Man：Thanks, Gemma. Good to be here.

Woman：Philip，you're famous for your unique approach when called in to advise companies . Man：Well, I'm certainly very generous with my advice! I always acknowledge genuine effort wherever possible it is important to do so; but my job isn，t to manage the company, it's to hunt down underlying weaknesses in the systems; that's what I'm trained to do. Woman：Your visit to Manson's received a very mixed response, didn't it?

Man：Well, yes. Following my first visit, they'd researched the market more deeply and had improved product quality considerably, but, on my return, I blamed their failures on the ancient assembly line which they'd still done nothing about，despite my report, and which by now had led to a ten-year waiting list for their customers. The company was so upset by the comments I made during my second visit that they didn't invite me back!

Woman：Another of your consultations took you to Criterion Glass, a family-run business. Man：Yes. Their troubles started with an over-concentration on the actual making of the product，on the craftsmanship involved, without asking themselves whether there was still enough of a market for that type of product. Prices needed to be more competitive too, something they hadn't considered sufficiently.

Test1-Part Three(2) （第10期）

Woman：As you said, you're famous for your advice to industry, but for a long time you were not at all successful in business yourself, were you?

Man：True! The first two organisations I headed went into liquidation! They were both relatively new companies, though, without a long history and were trying to establish their brand name. People had tried to warn me, of course. The resources were there that wasn't the problem but I just couldn't get things to work basically because financial services just isn't my field.

Woman：You enjoy a strong public image, with your unusual choice of clothes, etcetera. Why did you start to cultivate this original style?

Man：Well, many people think I've developed this style just to get myself noticed, but it's really because I think my ability is what matters in business more than my image. I like to do my own thing，so why shouldn't I please myself how I look? I know many other business people prefer to follow convention and dress more seriously that's up to them.

Woman：Did this help you to get one of the top jobs in the country the chairmanship of LBI? Test1-Part Three(3) （第11期）

Man：That's not really for me to say.the company was in serious trouble when I joined. I think they recognised the risk-taker in me and they needed someone who wasn't afraid of change. The management had preferred to play safe until then and this, together with their rather poor reputation, was the cause of their problems.

Woman：Your record in the second half of your career speaks for itself, of course. Now, when you look at managers today, how effective do you think they are?

Man：Well there's great emphasis now on making money, which I know is what business is about, but too many managers today are interested in making money for themselves. There

are a lot of strong personalities around, too, in leadership positions. But people forget that the sort of success which lasts requires close attention to every single aspect of the company, however unimportant it may appear.

Woman：Well, you're full of energy yourself, and working harder than ever at the age of seventy . as you reflect on your long career, have you any advice for those just starting? Man：Well, I've taken risks and made errors, but I've learnt it's best never to worry about things you can't do anything about. If you did your best with the information you had at the time, then you must live with your mistakes and move on.

Woman：Philip Spencer, thank you very much indeed. Now I'll.

Test2-Part One(1) （第12期）

Man: Hello, Geoff Wilson.

Woman: Oh, hello. It's Myra from Barlings, Personnel Department. I've got some information about the arrangements for you and the other new salesmen next week.

Man: Oh right.

Woman：Well now, on Monday, rather than sending you out on a tour of client companies right away, we've decided on a factory visit. OK?

Man: Sounds a good idea.

Woman: Tuesday, there will be some training in the product development lab. Then on Wednesday, you'll need to know how other departments work as well as sales. Advertising is always busy in the afternoon, so they will be better able to answer questions in the morning. Man: Right. What about sorting out the admin?

Woman：Well the most important thing is expense claims. So after lunch that day, someone in accounts will go over them with you. The rest will be covered during training.

Man: What about the marketing director will I see him?

Woman：Oh yes. He has a weekly briefing on Thursday mornings we've put you down to attend that. In fact, the Managing Director sometimes comes so you may even meet him there or we'll fix something up for the following week.

Man: OK. See you next week. Goodbye.

Woman: Goodbye.

Test2-Part One(2) （第13期）

Conversation Two.

Man: Marketing. Joe speaking.

Woman: Hi Joe. Is Jamie there?

Man: No, sorry. He's got a day off today. Can I help?

Woman: I need to leave him an urgent message. This is Alice from Product Development. Man: OK Alice. Go ahead.

Woman: It's about the advertising campaign Jamie's working on for the new Trimco HP-four. Man: Right, got that. Is something wrong? You sound worried.

Woman: I am. The quality control people have turned up some serious defects across a significant number of units.

Man: Oh no. So what's being done about it?

Woman: The production department have got their best people working on it, but it means we won't be able to meet the target for the European launch that was supposed to be next month.

Man: Next month! That's close.

Woman: It certainly is. There's an emerging plan to try to save the programme, and they've set up a task force based in Berlin. I'm part of it, so I've got to go out there.

Man: Right. I'll tell Jamie.

Woman: Good. I'll be in touch as soon as I can, but he must try to hold everything for now. Man: OK. Good luck.

Woman: Thanks. I'll need it.

Test2-Part One(3) （第14期）

Conversation Three.

Woman: Leon, it's Emily. About the web development, we had a meeting while you were away ...

Man: Yuh.

Woman: Actually, it was interesting to find out the current situation. The website is still underused. It's getting some hits from customers, though not as many as from agents abroad.

Man: Oh?

Woman: Don't worry. Customers will come on board as the net grows. But what we have to concentrate on is making the site more appealing to suppliers, so they have a better picture of what we are about.

Man: More inclusive ...

Woman: There's a working party looking into that. Meanwhile, there's a couple of small changes.

Since the brochures are going out with the new logo on them, we thought that it should be posted on the site too.

Man: Makes sense ...

Woman: And the present set of links, group companies and international businesses news bulletin, will also include the Enterprise Board. It's a two-way process，so we should get hits from there too.

Man: Yes . . . I'd also wondered about...

Test2-Part Two(1) （第15期）

Thirteen

Once I needed to replace our office chairs, so I compared products in several manufacturers' brochures, chose the model that best suited our purposes, and ordered ten of them. Well, they were supposed to be delivered within twenty-eight days, and when they finally arrived, practically at the last minute in fact, we found that the description in the brochure had given quite a false impression of them. We sent them back, and had a lot of trouble with the manufacturer.

Fourteen

I run a small beauty salon, just the one site, so my orders are quite small quantities compared with the big chains. But I still expect my suppliers to provide a high level of customer service. And with all the packaging that's available these days, it should be easy enough to ensure consignments are properly protected, but more than once I've had to return goods because when they arrived they weren't in a fit state to be used.

Fifteen

We're a small printing firm, so of course we get regular supplies of ink and paper. The way it works, we sign a contract with a supplier for a year at a time, and they send the same quantity each month,unless we phone to change it, of course. Well, one year we didn't renew the contract with our regular ink supplier, but the month after it expired, they sent the usual order. We weren't impressed. I must say.

Sixteen

I'm responsible for centralised ordering for a multi-site organisation we're a chain of builders' merchants and it's amazing how often suppliers get confused. Of course we double check the paperwork before sending it to them, but even so, things happen like the time bathroom equipment arrived at head office instead of one of the branches, which was desperate for the goods. And once, boxes of mouse mats meant for head office turned up along with window frames and bricks.

Seventeen

I'm a store manager in a chain that sells arts and crafts equipment. Our central warehouse orders goods boxed up in small amounts ready to go straight onto the shelves of the stores. For example, poster paints usually come in boxes of ten. Everything's then distributed to the branches when it's required. But in the last delivery, the warehouse received the right number of pens, but in boxes of a thousand! It took ages to sort it out.

Test2-Part Two(2) （第16期）

Eighteen:

I can tell you from my own experience that the most important thing in project management is not to try to do everything yourself. That'll lead to problems sooner rather than later. You must plan which tasks you really need to do yourself and then delegate responsibility for each of the other tasks to others. You should of course, make sure the members of your team have the initiative and flexibility necessary for such responsibilities.

Nineteen:

I think, it's absolutely crucial that all the people to whom you've delegated responsibilities should get together at least once a month so that you can all share information about how your own bits of the project are going. If you don't do that, then it's easy to assume something has been done by someone else when it hasn't after all，not everyone has the same level of motivation. Email contact is great, of course, but nothing beats face-to-face communication.

Twenty:

You have to get off to a good start which means you have to be absolutely clear about what your aims are right from the start. These should be discussed with the team and should be put in writing so that everyone shares full knowledge about the precise parameters of the project. I know from several projects I've been involved with that confusion about goals often leads to problems early on，problems which could very easily have been prevented.

Twenty-one:

When you're working on a new project，you have to delegate, of course. But, if anything starts to go wrong you should handle it yourself. As project manager, it is up to you to keep a close eye on how things are progressing. You should try to predict any difficulties and sort them out immediately so the project can move on. There are many tasks that can be handed over to other people, but not this.

Twenty-two:

Planning things in detail is，of course, vital. However, it makes sense to ensure that your initial plan incorporates a degree of adaptability. You and your project team can't assume that circumstances will stay the same for ever, and so it makes sense for your plan not to be so rigid that it cannot take account of any developments and changes in circumstance. It should not, of course, need to stray from its basic objectives.

Test2-Part Three(1) （第17期）

Good afternoon, Donald. Your book. The Successful Board Meeting, will, I'm sure, soon be compulsory reading for directors. Please tell us first what you see as the chief role of the board meeting. Do people attending them really play the power games we see in TV dramas? That can happen, of course. Certainly, people who don5t attend them are often cynical about board meetings. The tendency is to see them as a place where fat cats congratulate each other on their success. But that public perception is false they're actually far more frequently used as the place where new strategic ideas are discussed.

So what advice would you give a company wanting to make board meetings more successful? Is it just a matter of making sure the right people are on the board?

That's certainly important. As well as having someone who is skilled at chairing meetings effectively. But, I'm with a chairman I heard about the other day - he cancelled a board meeting because the papers weren't ready. It is no good inviting people to a meeting when they haven't got time to consider the issues in advance.

Then the meeting will be more effective, won't it?

That's right. It also saves time as the presenters at the meeting don't have to formally present the conclusions of their report and can instead focus on fielding any questions that arise. This means there'll be more time for the chair to lead a more productive discussion of any issues raised by the report in general.

Test2-Part Three(2) （第18期）

You've mentioned the chair several times. Obviously the choice of chairperson is crucial to a board's effectiveness.

Who do you think makes the best chair?

The role of the chair is to support the chief executive and help him do the best job possible but not to do it for him.

Often an outgoing executive takes on the role of the chair,

but they can find it a difficult part to play if they are not really ready yet to give up the reins so I'd go for someone who's heading for the top.

An inexperienced business person, though, is a bit of a risk as the skills needed by a chair do have to be learnt.

What qualities and skills does the chair need then?

It has to be someone who can resist the desire to impose his own will on the board.

He must ensure all opinions are covered and must be able to keep people calm at stressful moments.

He should be able to point out the strengths in any argument and help the board come to the best decision possible.

I suppose the agenda is another important factor in running a successful meeting?

Yes, it's extraordinary how little time is devoted to prioritising what goes on the agenda.

It's often drawn up by a secretary from a standard list because the people attending the meeting are supposedly spending their time focusing on more important matters.

Test2-Part Three(3) （第19期）

I think many senior executives think it's an administrative matter that is beneath them. So what's you suggest?

Well, for a start, it can be more sensible to think through agendas on an annual rather than an individual meeting basis

so that routine issues are on the agenda for just a couple of the year's meetings rather than for every one of them.

A lot of routine points are there because they are always there and people then get bogged down discussing those with the result

that there isn't enough time to discuss what really needs to be talked through at this high level.

Any other key advice you'd give?

Well, yes, I'd remind people that what happens after the meeting is of great importance too.

A meeting is only as good as its follow-up.

Ideally, minutes should be distributed within twenty-four hours of the meeting both to people who were at the meeting and those who were not able to attend.

Otherwise people who were there won't be able to check whether the minutes represent a true and accurate version of what was said.

And they must be accurate so they can be signed off quickly at the next board meeting. Thank you.

Test3-Part One(1) （第20期）

Woman：Hello. Jackson's Associates.

Man: Oh, hi! It's me, James. James Horrocks.

Woman：Oh, James! Where are you?

Man: I'm on the train but I'm still in London! There's been a long delay and I'm going to be very late, so I'm going to have to reschedule my morning. Could you deal with it all for me? Woman：Sure.

Man: I've got a meeting at half past ten with John Row of APF.

Woman：What do you want me to do about it? Shall I try to get him to come later? Man: That meeting will have to be cancelled or the whole morning's schedule will be impossible.

Woman: Right.

Man: Now, I'd also called a marketing meeting for eleven thirty. Could you give everyone a later time? Um，let's make it twelve thirty.

Woman: OK then.

Man: And as it'll be lunch time，could you call Jim Davis to arrange a lunch venue? People won't mind a late meeting if we offer them food!

Woman：OK.

Man：Oh, and, um, also, I won't have time to see Freda Bell when I finally get into the office. Could you email her for me? Otherwise, she'll think I've forgotten.

Woman: Fine. OK. Anything else?

Man：Nothing at the moment. See you soon，I hope.

Woman: OK. Bye.

Test3-Part One(2) （第21期）

Hello, John, it's Christine. I've just looked through the revised slides for your presentation, and they're now much better. I've got a couple of general comments.

You thought there might be too many slides. I don't think that's a problem, though several would be improved if you replaced the statistics. A few words would be easier to take in. Then don't the slides strike you as looking rather dull and predictable? The content is fine, but the design needs some variety. Maybe adding a few animations would help.

And two quite specific points. Something seems to have gone wrong in slide three. The graph is fine, but I can't make sense of the bar chart. It doesn't bear any relation to what's gone before, or after.

And finally, I remember we discussed the grammar mistake you had in slide six, and youVe dealt with that, but if you have another look, I'm sure you'll notice the spelling error that's crept in.

OK, once you've dealt with that, it'll be fine. Goodbye.

Test3-Part One(3) （第22期）

Woman: Hello?

Man: It's Peter here from Personnel. The applications for the Publicity Co-ordinator post how do you want us to sort them?

Woman: First, could you look at the qualifications, and reject those who haven't done media studies. We can do IT training ourselves if necessary.

Man: Right.

Woman: Then the second time around, take a look at the Previous Experience section. Man: Yes.

Woman: And pick out the ones who've worked as part of a project team before.

Man: In a similar company?

Woman: At this stage it doesn't matter whether it's in a service industry or any other kind. Man: OK. And did you want me to arrange interview dates yet? I'll need to book the rooms well ahead.

Woman: I'll do that when you've decided on the final list. Before the interviews, can you get references for each of the candidates? Don't bother asking for copies of their certificates yet. Man：No problem. and what shall I do with their applications?

Woman: Can you forward them to section heads? They'll probably sort them a bit more before they go to the marketing manager.

Man: I'll do that before I.

BEC中级真题3答案和听力原文

真题3阅读和写作答案 VANTAGE3 KEY TO READING & WRITING TEST 1 Reading Part 1 1 B 2 D 3 C 4 A 5 B 6 C 7 A Part 2 8 B 9 A 10F 11 D 12 E Part 3 13 A 14 B 15 C 16 B 17 A 18 D Part 4 19 A 20 C 21 D 22 D 23 A 24 C 25 B 26 D 27 C 28 D 29 C 30 A 31 B 32 D 33 C Part 5 34 WITH 35 CORRECT 36 TO 37 CORRECT 38 SO 39 THESE 40 ABOUT 41 ALTHOUGH 42 HA VING 43 CORRECT 44 TOO 45 THAT Writing Part 1 From: Petar Koev T o: All Staff Date: 27 March 2004 Subject: Computer System I want to inform you that the computer system will be closed next Wednesday at 12 o'clock. The system will be down for at least two hours, please make sure that you have saved all your work. The whole system will ran on a new server which is faster. Thank vou. Band 5

bec中级第三辑真题详解test2

T est2 Part one： 《Successful Time Management》，成功的时间管理。文章针对怎么利用时间、提高工作效率提出了一些建议。 第一题，为了完成好一个任务，没有必要处理每一个细节。答案是C段的最后一句话，而且这句话同时是第一题和第四题的答案所在：Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.除非你有空闲的时间，否则不要在一件事情上花费额外的时间去努力涉及到所有事情。cover absolutely everything可以对应于deal with every detail。 第二题，如果你有很多要做的，也许需要拒绝以后的工作。答案是B段的最后一句，有点绕：This may require you to be firm and avoid agreeing to more than is realistic.这需要你变得坚定，避免答应超出现实的工作。more than is realistic，也就是眼前无法完成的工作，即work in the future。 第三题，任何计划行为都需要建立在一个有规律的基础上。答案在A段。A段整个就是讲的计划的重要性，有计划，才能合理安排时间。中间说有人喜欢在每天开始的时候计划，有人喜欢在结束前。答案是这么一句：you may need to experiment to find what suits you best-find some way of fitting the activity into your schedule.你必须去试验寻找到最适合你的——寻找将这个活动融入到你的时间表的某种方法。要让计划融入进你的时间表，也就是说计划要成为你的日程的固定部分，即题目说的take place on a regular basis。 第四题，在第一题已经说了，C段的最后一句，extra hours可以对应于additional time。 第五题，可能有些例行的任务不需要被执行。答案是D段的第一句：If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time如果回顾某段时间发现你在一些并不是真正必要或者重要的事情上花费了时间，那么你需要仔细考虑这次你是否花的起。言下之意，有些things that are not really necessary or important（some routine tasks）可以不必花时间做(do not need to be carried out)。 第六题，如果你觉得自己工作负担过重，那么查明原因很重要。答案是B段的这么一句： This is not a crime, but you must examine the reasons for such a situation and then plan a course of action。examine the reasons可以对应于identify the cause。 第七题，各个等级的人都会进行浪费时间的活动。答案在D段，需要提炼。D段整个讲的都是不要把时间浪费在不必要的事情上。前面说不要干一些routine task，后面说顶端的经理们也会误用他们的努力。最后一段盘点了很多人，前面的many people，后面的even top manager，和在一起就是题目说的people at all levels。不管是routine task，还是misdirecting their efforts，都是time-wasting activities。 Part two： 《Staff appraisals》，员工评估。很多公司的员工和经理都害怕评估，但是好的评估可以增进员工的忠诚度和满意感，给公司带来益处。

BEC中级真题第三辑阅读及答案解析版

TEST1 PART ONE B 1 It would be advisable for Flacks to consult customers before developing a new product. D 2 Producing goods for specialist markets might increase Flacks' profits. C 3 Flacks may need to change the function of one of its facilities. A 4 Flacks should utilise its current expertise to enter a different market. B 5 Flacks may need to consider closing its current production facility. C 6 Flacks should develop the connections it has established with leading retailers. A 7 Expanding the product range would not be a problem for the workforce. Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business? A Susan Falmer Faced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply. B Mesut Guzel They have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received. C Gary Wilmot In order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development. D Michal Kaminski The demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order. 这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自 己的建议。这套题目的答案稍微有些隐晦。 第一题，说在开发新产品前咨询客户的意见对于Flacks来讲是很明智的。答案是B段 的最后一句：thorough market research will help to ensure any new ideas are well received.彻底的市场调查能够确保新的思想很好的被接受。Market research，市场调查，在很大程度上就

BEC中级真题第三辑TEST2kj140219154154

BEC 中级第三辑Test 2 READING 1 hour PART ON E Questions 1-7 ●Look at the s t a t emen t s below and the text about time mana g emen t on the opposite page. ●Which section (A, B, C or D) does each s t a t emen t(1-7) refer to? ●For each s t a t emen t(1-7), mark one letter (A, B, C or D) on your Answer Sheet. ●You will need to use some of these le tt er s more t han once. 1 In order to c omple t e a t a sk well, it may not be necessary to deal with every detail. 2 lf you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to t ake place on a regular ba si s. 4 You should avoid giving additional time to a particular task. 5 It is possible that some routine t a sk s do not need to be carried out. 6 lf you are overloaded with work, it is important to identify the cause. 7 People at all levels perform t ime-w a s ting act ivi tie s. Successful Time Mana g eme n t

bec中级第三辑真题详解test1

第三辑 Test1 Part one 这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自己的建议。这套题目的答案稍微有些隐晦。 第一题，说在开发新产品前咨询客户的意见对于Flacks来讲是很明智的。答案是B段的最后一句：thorough market research will help to ensure any new ideas are well received.彻底的市场调查能够确保新的思想很好的被接受。Market research，市场调查，在很大程度上就是咨询客户的意见（consult customers），any new ideas可以对应于developing a new product,能够well received，那么对于公司来讲当然就是advisable了。选B。 第二题，说为专业市场生产产品可以增加利润。答案是D段的这么一句：the company should consider exploiting niche markets to improve its margins这题关键是要理解一个市场的含义：niche market。看英英解释：a small area of trade within the economy, often involving specialized products。improve its margins也就是increase profits，选D。 第三题，说Flacks可能需要改变它的一个设备的功能。这里答案不是太明显，是C段的这么一句：They should also consider refocusing production by using their UK factory for high-specification products。他们也需要考虑通过利用英国工厂生产高规格产品来调整生产焦点。也就是说，英国工厂原来不是生产高规格产品的，即题目说的改变它的一个设备的功能。第四题，说Flacks可以利用现有的技能来进入一个新的市场。答案是A段的这么一句：They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts。他们需要进入一个更有发展前景的市场，一个需求增长并且公司可以利用现有技能和合同的市场。exploit existing skills也就是utilise its current expertise。 第五题，说Flacks可以考虑关闭现有的生产设备。这题也有些隐晦，答案是这么一句：think about outsourcing all this work abroad。关键就在于outsource这个词的意思：turn to outside suppliers or manufacturers外购。既然是要考虑outsource——turn to outside manufactures，那么也就是可以考虑关闭自己的生产设备了。选B。 第六题，说Flacks应该考虑发展同领先的连锁商已经建立起来的关系。答案在C段：build on their relationships with the big stores发展他们同大商店的关系。 第七题，说扩展产品范围对劳动力来讲不是问题。答案在A段：They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride.他们可以考虑品牌扩张——这不是一个巨大的跳跃，在销售力量的步调范围之内。言下之意，不是问题。选A。 Part two： 《Evaluating the performance of the board》，评估董事局的表现。众所周知一个公司里面是经常对员工的表现进行评估的，那么谁又来评估董事局的表现呢？这篇文章讲了对董事局表现进行评估的重要性和一些方法。 第八题，前面说对董事局的表现进行评估是很重要的。空格后面的句子中有another reason，可见这个第八空应该填入对董事局表现进行评估原因的句子。B符合这一特点，为什么要进行评估，因为“如果决策层是公司唯一逃避评估的成员的话，其他的员工会视之为不公平。”第九题，前面说小公司会发现这种评估过程更容易操作。空格后面一个however，说大公司的决策层会认为评估是对他们地位的一种挑战。可见这个空格应该填入表示小公司愿意接受评估的句子。A符合这一特点：通常这些公司的决策层会很乐意接受批评，因为这可以防止

bec中级第三辑真题详解test4

Test4 Part one 四个专家分别对一个度假公司的发展给出了自己的意见。怎么锁定目标客户，怎么定价，怎么打折，都是一门学问。题目信息稍微有些隐晦。话说这个BEC阅读的第一部分，普遍难度不是很大，可个别题目一旦含蓄起来，也是很难在文章中找到答案的影子的。 第一题，通过将同样的假日出售给不同收入层次的客户是有风险的。这题的答案够隐晦的，而且不是特别的对应。答案是B段开头的一段话。说该不该将多余的假期打折，是一个有争议的点。这样会导致一些注重预算的人被放在了SunTours’的一些更富裕的客户旁边，从而将品牌给毁了。注重预算的（budget-conscious）和更富裕的（more affluent customers）是两种不同的收入人群，也就是different income brackets，damaging the brand，毁坏了品牌，言下之意，这么做是有风险的，即runs a risk。 第二题，说值得提供打折假期来增加预定的数量。答案是A段的这么一句：Towards the end of the season, reducing the cost of holidays would attract last-minute customers, thus avoiding any possible loss on unfilled accommodation and flights。减少假日的开销可以吸引最后的客户，从而避免空余的住宿和飞行带来的损失。Unfilled accommodation，没有被预定的住宿，对应于题目中的booking。 第三题，如果想要增加回头客，SunTours需要反思它的市场策略。答案在D段，需要提炼：the company should consider that brochure mailings。They encourage summer tourists to take another break and can even be used to send a thank-you letter to returning customers.先说公司应该考虑邮寄宣传册，接着说他们可以鼓励暑假的游客去休另一个假期甚至可以用来给回头客发送感谢信。后面的句子整个说的就是如何boost repeat customer，前面的consider brochure mailings是具体说明如何思考市场策略（reflect on marketing methods） 第四题，说卖其他开发者忽略的地方的假期将会是一个不错的点子。答案是B段的这么一句：SunTours is planning to sell higher-margin holidays to previously 'unmarketed' destinations for which demand is greater than supply。计划出售先前没被开发的地方的更高利润的假期，在那里供不应求。Unmarketed destination也就是other promoters have ignored。在供不应求的地方做生意，但是是a good idea。 第五题，过去SunTours曾采取过一些不利的方法。答案是C段的这么一句：SunTours would then be able to change direction when things go wrong, as they inevitably do from time to time.事情做错了的时候就可以转变方向，正如它们有时不可避免的所做的一样。也就是说，过去曾做错过决定，也就是disadvantage。

BEC中级真题解析_第三辑T3P4

Who Benefits Most from Company Training? According to recent research, the better educated and the higher up the socio?economic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn (19) the offer, pleading family and personal commitments or (20) of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to (21) them up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered. In the majority of companies, more (22) are allocated to management training than to other areas. Employers (23) their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in (24) of training. This is (25) by the fact that organisations are dependent on properly (26) managers making the right decisions. But this (27) may mean that companies are (28) other parts of the workforce down. The researchers found a growing demand for training among the lower-skilled.Unfortunately this demand is not being (29)by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial (30) between the training provided for managers and that offered to other staff, there was still widespread endorsement of training. For the purposes of the research, training was defined as any (31) of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training (32) to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employee. While many felt that learning from colleagues was best,very few (33) the internet as an effective way to train. 19 A back B over C down D off 20 A force B pressure C strain D load 21 A pick B keep C take D put 22 A means B reserves C finances D resources 23 A imagine B regard C suppose D know 24 A requirements B specifications C states D terms 25 A allowed B approved C justified D accepted 26 A understanding B intelligent C informed D knowledgeable 27 A stress B emphasis C weight D strength breaking D setting 28 A letting B cutting C 29 A reached B achieved C gained D met 30 A space B gap C hole D room 31 A frame B structure C form D order 32 A showed B appeared C demonstrated D presented 33 A rated B thought C marked D believed https://www.wendangku.net/doc/4b1149713.html,/forum-90-1.html

BEC中级真题集第3辑

第3辑阅读【TEXT 1】 『part 1』 1 It would be advisable for Flacks to consult customers before developing a new product. 2 Producing goods for specialist markets might increase Flacks' profits. 3 Flacks may need to change the function of one of its facilities. 4 Flacks should utilise its current expertise to enter a different market. 5 Flacks may need to consider closing its current production facility. 6 Flacks should develop the connections it has established with leading retailers. 7 Expanding the product range would not be a problem for the workforce. Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business? A Susan Falmer Faced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply. B Mesut Guzel They have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received. C Gary Wilmot In order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development. D Michal Kaminski The demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order.

“历年BEC中级真题阅读精讲”系列之四十六：第三辑T2P1 成功的时间管理

人邮第三辑真题TEST 2 READING PART 1 1 In order to complete a task well, it may not be necessary to deal with every detail. 2 If you have too much to do, you may need to turn down work in the future. 3 Any planning activity needs to take place on a regular basis. 4 You should avoid giving additional time to a particular task. 5 It is possible that some routine tasks do not need to be carried out. 6 If you are overloaded with work, it is important to identify the cause. 7 People at all levels perform time-wasting activities. Successful Time Management A The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best-find some way of fitting the activity into your schedule. Never say, 'I don't have time to plan today'. B Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic. C If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to Witness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how

“历年BEC中级真题阅读精讲”系列之五十七：第三辑T4P2 人力资源管理

人邮第三辑真题TEST 4 READING PART 2 Human resource management It is nearly a century since the car manufacturer Henry Ford said, 'You can destroy my factories and offices, but give me my people and I will build the business right back up again.'(0) .....G..... But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else. Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today's business world. (8) .............. A company with high staff commitment, for example, has an asset that its rivals find hard to copy. Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company's performance. Another study indicated the same thing in medium-sized manufacturing firms. (9) .............. After all, how can an organisation evaluate the commitment of its staff? For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organisation's compensation structure or being more selective in recruiting, they are asking for things that require resources. (10)............ Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent. Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. (11)..............Both, he argues, involve appropriate decisions being made about the allocation of resources within a particular budget. Lester's expertise enables him to carry out an organisational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. (12) ............. Lester's advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money. A But the findings are inconclusive because of the difficulty of collecting reliable evidence. B He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditional sources of competitive advantage diminish.