BECTEST 3 听力文字稿

TEST 3

This is the Business English Certificate Vantage 4, Listening Test 3.

Part One. Questions 1 to 12.

You will hear three telephone conversations or messages.

Write one or two words or a number in the numbered spaces on the notes or forms below.

After you have listened once, replay each recording.

[pause]

Conversation One.

Questions 1 to 4.

Look at the notes below.

You will hear a phone conversation between a manager and his PA.

You have 15 seconds to read through the notes.

[pause]

Now listen, and fill in the spaces.

[pause]

Man: Hi, Jane. Barry here. Sorry this is a bit rushed, but I need you to fax me a document urgently.

Woman: No problem. What do you need?

Man: That report I’ve been writing on recruitment. I haven’t printed it off, but you’ll find it on my computer. I called it ‘jobsplan’, all one word. OK?

Woman: No problem. Which folder is it in? Personnel?

Man: That’s right. No, no, hang on, um, I created a new folder called Current Reports - it’s in there.

Woman: OK. I’ve made a note of that. If I can’t locate it, I’ll call you back.

Man: Fine. It’s quite a long document by the way. So don’t bother sending the appendix. We don’t really need that. But include the contents page - that’d be quite useful. Woman: Shall I send it to you there at Head Office?

Man: Um... let me think. It might be better to fax it to my hotel.Er, no, you’re right. Send it here.

Woman: OK.

Man: Thanks very much. Bye.

[pause]

Now listen to the recording again.

[pause]

Conversation Two.

Questions 5 to 8.

Look at the notes below.

You will hear two colleagues discussing an additional location for their business.

You have 15 seconds to read through the notes.

[pause]

Now listen, and fill in the spaces.

Woman: Hello, Mike, have you got a moment?

Man: Sure, what is it? The location?

Woman: Yes, we can’t put it off any longer.

Man: Hm, especially as we chose the site for the new warehouse last night. We need to get organised.

Woman: Exactly. We need a decision today. Where should the discount shop be, then?

Man: Well, not too close to our existing branches, that’s for sure. I think it’d better be in the out-of-town retail centre.

Woman: I know that’s easier for customers, but the business park, which is the other out-of- town site, would be better for deliveries, which is important.

Man: But the trend is towards more and more people using the retail centre, isn’t it? Woman: Well, the survey we did shows people will visit the business park if we open there. Man: Really? I wasn’t expecting that. Is it because we produce specialist goods? Does that make a difference?

Woman: Yes.

Man: Are there any local grants available?

Woman: Not as such, but there are tax benefits if we take on premises in the business park. Man: Right. That’s settled, then. How about...

[pause]

Now listen to the recording again.

[pause]

Conversation Three.

Questions 9 to 12.

Look at the note below.

You will hear a woman leaving a message about where to hold a meeting.

You have 15 seconds to read through the note.

[pause]

Now listen, and fill in the spaces.

[pause]

Hi, it’s Emily Parker in Marketing. I was at the Carlton Hotel yesterday for a sales training meeting. I thought it would be a very suitable place to hold the shareholders’meeting you’re arranging. I heard you’re still looking for somewhere. They’ve recently refurbished all their meeting rooms. I was in a seminar room - it was too small for your event, but I looked at the conference hall and the VIP lounge and either would be perfect - oh, except the conference hall’s booked on the twenty-fifth of October, so it doesn’t leave us any choice. Anyway, they’re both large rooms with comfortable seating, and it’s possible to have a sound system at no extra cost. We’d have to bring a display stand of our own if we wanted one. Assuming you want to go ahead with the twenty-fifth, I mentioned to the Events Manager there that we might want to book, so you’ll need to talk to him, rather than the General Manager in the bookings office. The number’s three-five-seven-two-oh-nine. Bye.

[pause]

Now listen to the recording again.

That is the end of Part One. You now have 20 seconds to check your answers.

[pause]

Part Two. Questions 13 to 22.

Section One.

Questions 13 to 17.

You will hear five short recordings. Five speakers are talking about delegating at work.

For each recording, decide what advice the speaker gives about delegating at work.

Write one letter (A-H) next to the number of the recording.

Do not use any letter more than once.

After you have listened once, replay the recordings.

You have 15 seconds to read the list A-H.

[pause]

Now listen, and decide what advice each speaker gives about delegating at work.

[pause]

Thirteen

No matter how much confidence you have in the person you’re entrusting a task to, I think there’s a crucial element to delegating that’s often forgotten. There has to be a framework in place of where and who to go to if they get stuck and need help. I know, as a manager, I’m used to dealing with tasks all by myself, but when I’m delegating to juniors, I always remind myself that not everybody is as independent as me.

[pause]

Fourteen

If you’ve ever delegated to someone else and spent more time on the task than if you’d done it yourself, then it’s time to review where you’re going wrong. If your motivation for delegating is thinking that the other person can do it better than you, or it’ll free you up to do something else, that’s great. But delegation isn’t an easy way out, so if you’re just being lazy or the task seems too small to concern yourself with, always do it yourself.

[pause]

Fifteen

Once you’ve selected someone to delegate a task to - assuming you do have a choice of personnel - there’s something you need to do that’s too important to leave till the job’s finished. It’s a mistake if you don’t make it clear to staff what they’re doing well and what they could improve on. Some managers think it’s a form of interfering and doesn’t give people space to get on with the job, but I find some constructive suggestions are usually helpful.

[pause]

Sixteen

When you give someone a task to do, there’s not much point in simply listing the particular difficulties involved in carrying it out. You really need to check they understand what challenges they can expect to face and how they might deal with them. So you should sit down with them and explore possible solutions. If they simply say ‘I understand’, it’s not a guarantee that they do. [pause]

Once you become an effective delegator, you’ll be talked about by those who see what you and your team can achieve. And, as for team members, well, they’ll appreciate the trust you place in them and the support they’ve received from you. But until you reach that point on the learning curve, keep telling yourself not to give up whenever it doesn’t go to plan. I’ve certainly had some disastrous attempts at delegating in my time.

[pause]

Now listen to the recordings again.

[pause]

Section Two.

Questions 18 to 22.

You will bear another five recordings. Five speakers are talking about the reason for the success of their company’s most recent TV advertising campaign.

For each recording, decide what reason the speaker gives for the success of the campaign.

Write one letter (A-H) next to the number of the recording.

Do not use any letter more than once.

After you have listened once, replay the recordings.

You have 15 seconds to read the list A-H.

[pause]

Now listen, and decide what each speaker says is the reason for the success.

[pause]

Eighteen

Our last campaign was the most successful ever. Always worried about the cost, we were on a tight budget, but the results were fantastic. Research had shown our rivals’products were more attractive, but while the ad was running, one of them had some bad publicity about their products, and we picked up a lot of their trade. Sometimes, it’s not how much you invest or who you use, but just being in the right place at the right time.

[pause]

Nineteen

Last year’s TV campaign took the market by storm. In the past, we’d depended heavily on sending out samples to customers - it was a cheap and, we thought, effective way of targeting our core customer base.But last year, we had the good fortune to recruit a dynamic young Marketing Manager who brought with him a group of people who are changing the way we do things. We’re looking to produce another even more successful series of TV commercials next year. [pause]

Twenty

Spend money to earn money! That’s been the philosophy of our organisation for years. The directors liked expensive-looking TV commercials, which appealed to our core customers in the old age bracket. However, our last campaign proved that you don’t always have to go over budget to win new customers. We thought of a new approach, which our agency developed, and it turned out to be cheaper and, to our delight, brought us to the attention of a new, younger market. [pause]

Twenty-one

Successful TV campaigns can be costly, and good market research is absolutely vital. We’ve always researched thoroughly before a campaign, but there’s something else which was the key to last month’s success. Although some people attribute it to our main rival’s bankruptcy, it was the fact that we found a management group who we brought in to recommend ways of improving our marketing that really helped. A suggestion to use a TV campaign to advertise in-store promotions and mail-order facilities paid off handsomely.

[pause]

Twenty-two

Consultants recommended hiring a whole new marketing team for the company, but I rejected this. We’ve got a good experienced team in the company. It would’ve been an unnecessary expense. We decided we should put more effort into the groundwork for the campaign. Our team carried out a more detailed customer survey, and on the basis of that, our production company was able to create a commercial that was more accurately targeted.

[pause]

Now listen to the recordings again.

[pause]

That is the end of Part Two.

[pause]

Part Three.

Questions 23 to 30.

You will hear a radio interview with a businessman called Brett Porter, who developed a product called Rainaway, a type of waterproof map.

For each question, 23-30, mark one letter (A, B or C) for the correct answer.

After you have listened once, replay the recording.

You have 45 seconds to read through the questions.

[pause]

Now listen, and mark A, B or C.

[pause]

Woman: ... and today we’re talking to Brett Porter, whose company developed the hugely successful all-weather maps called ‘Rainaway’. These are waterproof maps that can be

used by people who ride motorbikes. Brett, welcome to the programme.

Man: Thanks.

Woman: You actually invented Rainaway - how did that come about?

Man: Well, anyone, like me, who rides a motorbike, understands the problem of ordinary maps falling to pieces when it’s raining or windy. There are three million bikers just in

the UK, who I knew would be willing to pay for a solution to this problem. Nobody had

ever produced something like Rainaway - I’d assumed it couldn’t be done.., that the

costs were too great.., but I was disappointed that my needs as a consumer weren’t

catered for, and people I knew kept encouraging me to develop and produce it as a

business.

Woman: Was establishing the company difficult?

Man: In fact, I already had my own company - a motorcycle courier firm - but this was completely different and involved setting up a new business. What I’d learnt about

pricing didn’t seem to apply - I’d never dealt with a ‘product’as such. But I knew I

understood the market better than most. If I could make the product, I’d be meeting a

demand. However, knowing where to sell and how to get it into the shops was another

matter!

Woman: I see.

Man: But I was convinced the business would grow fast. I even entered the European Awards Scheme for ideas for business start-ups. It had a first prize of one hundred thousand

euros’worth of software from Croner Consulting. The awards were sponsored by

Alliance Business Bank - and because I made the final shortlist, I was offered a

two-per-cent interest loan from them if I needed it. They organised a dinner for

everyone on the shortlist, and I happened to get chatting to their senior business

consultant, who gave me some invaluable financial advice. It really helped get me

started.

Woman: Did you do any trial production of the maps?

Man: Yes. I knew what they should look like - a strong cover and small enough to flick through quickly. But trials took six months. The difficulty was we had to use a really

tough kind of plastic for the cover, and this had to be fed into the printer sheet by sheet

- fine for a small output, but absolutely no good for large-scale production.

Woman: Did you have any trouble persuading a printing company to make Rainaway?

Man: I thought I would - it wasn’t really in a printer’s interest to make a long-lasting product.

The real difficulty, though, was my lack of a track record. They thought I was just

planning a one-off print run or a very small-scale operation, which wouldn’t be very

profitable for them. Once I’d persuaded the boss of one firm that wasn’t the case, he

seemed willing to take a chance.

Woman: Do you use someone else’s maps to make Rainaway from?

Man: Yes, we use Herne Publishing’s. Of course, given they know they’re a crucial supplier, there’s a danger in a few years they might want to buy us out. But in the meantime, I

have a protected trademark, and the people at Herne Publishing realise it’s better for

them to let me use my knowledge and contacts to establish the business. The alternative

for them would involve spending money on producing a rival product, which I know

they would be reluctant to do.

Woman: You must be pleased with Rainaway’s performance?

Man: Absolutely. We launched Rainaway in September two thousand one, and sold two hundred thousand maps in the first year alone. In the last couple of years, the company

turned over in excess of seven hundred thousand pounds, our best result so far, which

isn’t bad when you consider our maps retail at ten to twenty-four pounds each. Woman: Very impressive! What’s next for Rainaway? Do you plan to extend your range? Man: I already have plenty of other ideas for the longer term, but that’s all I can say for now.

I’ve been devoting a lot of time recently to facilitating expansion by setting up a call

centre to deal with mail-order sales. That’s just opened, with a staff of twenty-five. I

now need to concentrate on our advertisements - they’ve been very popular so far, but

it’s tough coming up with new ideas to continue to attract attention.

Woman: I wish you luck.

[pause]

Now listen to the recording again.

[pause]

That is the end of Part Three. You now have ten minutes to transfer your answers to your Answer Sheet.

[pause]

Note: Teacher, stop the recording here and time ten minutes. Remind students when there is one minute remaining.

That is the end of the test.

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