BEC剑桥商务英语高级真题集听力原文
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。
剑桥商务英语听力原文(挂网)
Obviously the benefits of proper planning are very important—and will certainly help to reduce nerves. However there are other things that you can do to fully take control of the nerves before you present.Physical techniquesThe benefits of breathing are often overlooked but this one simple technique can really help to calm you and slow you down. When you are nervous you probably also speed up your speech. So controlling the speed that you speak at is a good way to help control your nerves. Of course, as you can imagine, there are lots of other physical strategies that people employ to help reduce nerves and focus their minds.Psychological techniquesThere are also some key psychological techniques that you can apply to help you to kick out those negative thoughts that can creep into your mind and reduce your confidence.These techniques can help you to maintain a positive mental attitude towards your presentation and help you remain in control if any negative thoughts start to creep into your mind. One technique is to imagine that the presentation has just taken place – and that it was successful.Spend time imagining that success—and how you feel at that time. Imagine the voices and other sounds that you hear at the end of the presentation and what the audiences’ faces look like and what else you can see in the room. Take time to imagine all of the positives about the presentation that made it a success.A lot of the time our imagination focuses on the negatives—so forcing it to focus on the positive can help to turn things around and will help build your confidence.Rehearsing the presentationRehearsing your presentation is essential for practicing and assessing your timekeeping, body language (such as eye contact and hand gestures), voice projection, pace of speech and logical order of content. It gives presenters a chance to amend their presentation and envisage how they will go about presenting on the day. It may be useful to record your voice on a mobile phone, or video yourself and watch it back, noting good points and areas for improvement.The more presentation experience you have the more confident you will feel and less nervous you become. Familiarize yourself with several techniques for overcoming presentation nervousness so that your next speaking engagement can be a fun and rewarding experience.。
2019年BEC商务英语高级听力资料：付款
2019 年 BEC 商务英语高级听力资料：付款
If you can’t be more flexible, we won’t accept your terms of payment.
如果你们不能灵活些，我们将不接受此种付款方式。
Please protect our draft on presentation.
请见票即付。
Your draft will be honoured on presentation.
你方的汇票见票即付。
The draft was discounted in New York.
汇票已经在纽约贴现。
Our draft No.36 was dishonoured.
我们的第三十六号汇票被拒付了。
The draft has not been collected.
汇票之款尚未收进。
We’ll be unable to meet these draft.
我们无力兑付这些汇票。
We’ve drawn a clean draft on you for the value of this sample shipment.
我们已经开出光票向你方索取这批货的价款。
We’ve drawn on you for payment of the invoice amounting to $20,000.
我们已经按照发票金额 20，000 美圆向你方开出了汇票。
The draft has been handed to the bank on clean collection.
汇票已经交银行按光票托收。
商务英语高级听力文本
xx年商务英语高级听力文本再过一个月就是xx年下半年BEC高级时间了，为了帮助大家更好地备考，下面是网提供应大家关于高级听力文本，供大家备考。
A: How do you do?B: How do you do? Nice to meet you, Ms. Smith. I’mJack Stevens from the Marketing Department. Here is my card.A: It’s nice to meet you, Mr. Stevens.B: Please call me Jack. Have a seat, please.A: Thank you.—你好!—你好!很快乐见到你，史密斯小姐，我是市场部的杰克·斯蒂文斯。
这是我的名片。
—很快乐见到你，斯蒂文斯先生。
—就叫我杰克吧。
请坐。
—谢谢。
A: Ah, these are the machines we’re interested in. May we have a look at them?B: Certainly. But they are in the showroom.A: Is it far from here?B: Not very far. It’s only half an hour’s car ride. Are you free now?A: I will be free tomorrow aft- ernoon. Suppose we make it, say three o’clock to- morrow afternoon. Could you manage that?B: Yes. I’ll pick you up at your hotel.—啊，这些就是我们感兴趣的机器。
我们能看看吗?—当然可以了，但它们在展示厅里。
—离这里远吗?—不是很远。
只有半个小时的车程。
你现在有时间吗?—明天下午我有时间。
新编剑桥商务英语高级第二版 听力
新编剑桥商务英语高级第二版听力全文共3篇示例，供读者参考篇1New Cambridge Business English Advanced Listening - A Student's PerspectiveAs an MBA student, mastering listening comprehension for business settings is crucial. The New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable resource in honing this skill. Let me walk you through my experience with this exceptional learning tool.The listening material covers a wide range ofbusiness-related topics, from corporate strategies and market analysis to workplace dynamics and intercultural communication. This diversity has not only expanded my business vocabulary but also exposed me to various accents, speaking styles, and real-life scenarios I may encounter in the corporate world.One aspect that sets this course apart is the authenticity of the recordings. They are not scripted or artificially slowed down, which can often be the case with some learning materials. Instead, the dialogues and lectures feature native speakersengaged in natural, unscripted conversations and presentations. This authentic approach has trained my ear to adapt to the pace, idioms, and nuances of real business interactions.The listening exercises are well-structured and gradually increase in difficulty, allowing for a smooth progression. Each unit begins with warm-up activities that introduce key vocabulary and context, preparing me for the main listening tasks. These warm-ups are invaluable in activating my prior knowledge and setting the stage for better comprehension.The main listening exercises themselves are diverse and engaging. They range from comprehension questions andnote-taking tasks to summarizing key points and identifying opinions or implied meanings. This variety ensures that I develop a well-rounded set of listening skills, rather than merely relying on rote memorization.What I particularly appreciate is the inclusion ofmulti-speaker scenarios, such as meetings, negotiations, and presentations. These simulations closely mirror the dynamics of real business settings, where multiple perspectives and interruptions are common. Navigating these complexities has significantly improved my ability to follow intricate discussions and extract relevant information.The accompanying transcripts and answer keys are invaluable resources for self-evaluation and review. After attempting the exercises, I can refer to the transcripts to identify areas where I struggled and reinforce the correct pronunciation, intonation, and usage of idioms or phrasal verbs.Moreover, the listening section is seamlessly integrated with the other components of the course, such as reading, writing, and speaking. This holistic approach ensures that the skills I develop in one area reinforce and complement the others, fostering a well-rounded command of business English.Admittedly, some of the listening exercises can be challenging, particularly those involving rapid speech, technical jargon, or unfamiliar accents. However, these challenges are precisely what prepare me for the realities of the global business world, where effective communication often occurs inless-than-ideal conditions.One aspect I would appreciate even more is the inclusion of interactive or adaptive exercises that adjust the difficulty level based on my performance. This could potentially provide a more personalized learning experience and ensure that I spend more time on areas that require additional practice.Overall, the New Cambridge Business English Advanced 2nd Edition listening section has been an invaluable tool in my journey to becoming a proficient communicator in business settings. Its authenticity, diversity, and gradual progression have not only improved my listening comprehension but also equipped me with the confidence to navigate complex business interactions with ease. As I approach the culmination of my MBA program, I feel well-prepared to tackle the challenges of the corporate world, thanks in large part to the invaluable training provided by this exceptional course.篇2New Cambridge Business English Advanced Second Edition Listening - A Student's PerspectiveWhen I first signed up for the New Cambridge Business English Advanced Second Edition Listening course, I'll admit I was a bit apprehensive. Having worked in a professional setting for a few years already, I figured my English listening skills were pretty decent. Boy, was I in for a rude awakening!From the very first class, it became crystal clear that this course was going to push me to my limits and beyond. The authentic recordings we worked with were a world apart fromthe scripted dialogues I was used to in previous courses. Real conversations with all their false starts, filler words, and overlapping speech - it was a harsh reminder that the business world waits for no one.But I'm getting ahead of myself. Let me give you an overview of what this course covers. The listening component is divided into six broad sections: meetings, negotiations, presentations, interviews, socializing, and telephone calls. Each section gradually increases in difficulty, starting with relatively straightforward conversations and building up to incredibly complex, multi-speaker situations.The meetings unit, for instance, began with simpleone-on-one catch-ups but quickly escalated to multi-agenda meetings with a dozen or more participants. By the end, I was actually able to follow the gist of those notoriously chaotic boardroom interactions! The negotiations unit was similarly impressive in its progression, taking us from simplecustomer-vendor dealings all the way to high-stakes, multi-party contract negotiations.What really set this course apart though, was its focus on developing specific listening skills and strategies. We spent a considerable amount of time unpacking concepts like activelistening, contextual clues, tone awareness, and speaker identification. Targeted exercises helped drill these skills into our heads through repetition and conscious practice.I still remember our first speaker identification exercise - it was an absolute nightmare trying to keep track of who was saying what! But by the end of the course, I had become adept at rapidly identifying speakers based on subtle vocal cues. It's a skillset that has already proven invaluable in my workplace.The "listening for attitude and opinion" lessons were another game-changer. We learned to decipher meaning not just from the literal words spoken, but from the subtext of tone, stress patterns, and other paralinguistic cues. Suddenly, I found myself picking up on agendas, reservations, and interpersonal dynamics that had previously flown right over my head.Of course, it wasn't all smooth sailing. There were many times when I felt utterly swamped by the density of information being thrown at me. The speed at which native speakers communicate, their liberal use of idioms and cultural references, the multilayered nature of group discussions - it was often utterly disorienting. Our amazing instructor deserves a huge shout-out for her patience, encouragement, and knack for breaking things down in an accessible way.Looking back, I can scarcely believe how far I've come. What once seemed like indecipherable white noise has become a constant stream of meaningful input. Meetings that would have left me dazed and confused a few months ago are now highly productive experiences. My newfound ability to pinpoint subtexts and interpersonal undercurrents has been agame-changer in negotiations.Heck, I've even started understanding those thick regional accents and rapid-fire industry jargon that used to leave me utterly stumped! It's been an empowering journey of constant growth and skill-building.I can't recommend the New Cambridge Business English Advanced Second Edition Listening course highly enough. Its no-nonsense, immersive approach provides invaluablereal-world training that simply can't be matched by most academic courses. The skills I've developed will undoubtedly serve me well as I continue climbing the corporate ladder.To any business professionals looking to truly elevate their English listening prowess, this course needs to be at the top of your list. Just be prepared to work your butt off - it's one of the most challenging, yet rewarding, learning experiences I've ever had. But I guarantee, when you find yourself holding your own ineven the most complex multilingual meetings, it will all have been worth the blood, sweat, and tears!篇3Cambridge English for Business Studies Listening - A Student's PerspectiveAs a business student, one of the most crucial skills we need to develop is effective listening comprehension. In today's globalized business world, being able to understand and communicate in English is essential for success. That's why the listening component of the "Cambridge English for Business Studies Second Edition" course is so valuable.At first, I'll admit, I underestimated the importance of dedicated listening practice. After all, I've been studying English for years, and I thought my comprehension skills were pretty solid. Boy, was I wrong! The listening exercises in this course have really challenged me and exposed gaps in my understanding that I didn't even realize were there.One of the things I appreciate most about the listening materials is their authenticity. The recordings we work with aren't scripted or artificially slowed down – they're real conversations, lectures, and presentations given by native English speakers invarious accents and at natural speeds. This has been incredibly helpful in preparing me for the realities of the business world, where I'll need to understand everything from casual workplace chats to formal board meetings.The variety of accents and speaking styles has been particularly valuable. I used to struggle with certain regional accents, like those from Scotland or Australia, but the more exposure I've had through these listening exercises, the more comfortable I've become. I'm also getting better at distinguishing different speaking styles, from the more formal and articulate tones used in presentations to the more relaxed and colloquial language of casual conversations.Another aspect of the listening component that I find really helpful is the focus on specific business contexts and vocabulary. We've listened to recordings on topics like marketing strategies, financial reports, supply chain management, and more. Not only has this exposure to real business terminology and scenarios been great for building my comprehension skills, but it's also helped me become more familiar with the kinds of discussions and situations I'll encounter in my future career.The listening exercises themselves are well-designed and engaging. They often involve multi-part tasks, such as listeningfor gist, specific details, opinions, and purposes. Thismulti-layered approach has really pushed me to develop active listening strategies, rather than just passively absorbing the information. I've learned to listen for context clues, pick up on tone and emphasis, and make logical inferences based on what I understand.One exercise type that I find particularly challenging, but also incredibly valuable, is the note-taking tasks. We're given a recording, often a lecture or presentation, and have to take concise, organized notes on the key points. This has been a real test of my ability to quickly process information, prioritize main ideas, and capture essential details – all critical skills for success in business meetings and discussions.Of course, like any skill, listening comprehension takes practice, and the Cambridge course provides ample opportunities for that. We regularly engage in post-listening activities, such as discussions, written assignments, and even role-plays based on the recordings we've studied. These interactive components not only reinforce what we've learned but also encourage us to apply our listening skills in practical, real-world scenarios.Perhaps one of the biggest benefits of the listening component, though, has been the boost in my overall confidence when it comes to communicating in English. As my comprehension skills have improved, I've found myself feeling more comfortable and capable in all areas of language use –speaking, writing, and even reading. It's almost as if breaking through those listening barriers has unlocked a new level of fluency and understanding for me.Of course, no language learning resource is perfect, and there are a few areas where I think the Cambridge listening materials could be improved. For example, while the variety of accents is generally good, I would love to see even more diversity represented, particularly from non-native English speakers in various business contexts. Additionally, some of the recordings can feel a bit dated at times, and it would be great to have more up-to-date examples that reflect the latest business trends and technologies.Overall, though, my experience with the listening component of the "Cambridge English for Business Studies Second Edition" course has been overwhelmingly positive. It's challenged me, pushed me out of my comfort zone, and ultimately helped me develop the kind of comprehensivelistening skills that are so crucial for success in the business world. As I prepare to enter the workforce, I feel confident that the strategies and practice I've gained through this course will serve me well in navigating everything from casual workplace conversations to high-stakes business negotiations and presentations.。
BEC高级听力全真题
BEC高级听力全真题LISTENINGPART ONEQuestions 1 - 12·You will hear the General Manager of Artis Ltd. giving her staff instructions about the arrangements for a visit to the company by a group of international agents.· As you listen, for questions 1 - 12, complete the notes using up to three words or a number.· You will hear the recording twice.ARTIS LIMITEDArrivalBriefing notes for visit of foreign agents1 The agents will be brought to Artis┄┄┄┄┄┄┄┄┄┄┄┄┄at 9 a.m.2 The agents will need to be taken to the┄┄┄┄┄┄┄┄┄┄by 9.30a.m.Rest of day3 The first place for the agents to see is the ┄┄┄┄┄┄┄┄┄┄┄┄┄┄4 The second place is the┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄department.5 In the cafeteria, a video of the new┄┄┄┄┄┄┄┄┄┄┄┄will be shown.6 The last place they will visit will be the┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄Must remember7 All staff must ┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄8 lt’s necessary to have two┄┄┄┄┄┄┄┄┄┄┄┄available at all times.9 Each agent must be given an┄┄┄┄┄┄┄┄┄┄before the presentation.10 The agent from Bolivia needs an┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄Evening entertainment11 The latest time to arrive at the restaurant is┄┄┄┄┄┄┄┄┄┄┄┄┄12 The┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄┄will be at 9 p.m.PART TWOQuestions 13-22·You will hear five different people talking about a special training programme for their company.·For each extract there are two tasks. For Task One, choose the person who is speaking from the list A-H. For ask Two, choose the opinion that each person expresses from the list A-H.· You will hear the recording twice.TASK ONE - PERSON·For questions 13 - 17, match the extracts with the people, listed A - H.· For each extract, choose the person who is speaking.· Write one letter A - H next to the number of the extract.A the sales directorB the managing directorC a secretaryD a new junior managerE the advertising managerF the finance directorG the catering manager。
商务英语BEC高级听力文本
商务英语BEC高级听力文本2016商务英语（BEC）高级听力文本2016年下半年BEC高级考试备考时间所剩不多了，大家要抓紧时间备考。
下面是yjbys网店铺提供给大家关于商务英语(BEC)高级听力文本，希望对大家的考试有所帮助。
Price 价格Brief Introduction对外贸易中的商品单价通常由四个部分组成，即计量单位、单位价格、计价货币和价格术语。
国际贸易中使用的价格术语很多，其中以F.O.B、C.I.F、及C.F.R 三种价格术语最为常用。
对于这三种价格术语，国际上有多种解释，现将这三种价格术语扼要解释如下：1.F.O.B 该价格叫装运港船上交货价，简称“船上交货”。
F.O.B 是 Free On Board的缩写。
采用这一价格术语时要在其后注明装运港名称。
2.C.I.F 该价格叫成本加保险费、运费价。
C.I.F是Cost Insurance Freight的缩写。
采用这种价格术语的时候，应在C.I.F后注明目的港名称。
3.C.F.R该价格叫成本加运费价。
采用这种价格术语时，也应在C.F.R后注明目的港名称。
Basic Expressions1. If you can reduce the price by 5%, we shall be able to order 200 metric tons.如果你方能降价百分之五，我们将订购二百公吨。
2. Business is possible if you increase the price by 2%.如果你方提价百分之二，交易才有可能。
3. We are not interested unless your price is reduced to a level in line with the market price.除非你们把价格降到与市场价格相等，否则我们不感兴趣。
4. We have been informed that the current price on your side is much higher than what you say.我们听说你方的现行价比你方所说的要高很多。
商务英语（BEC）高级真题范讲二（听力2）
You will hear five different people talking about the relocation of their business premises. For each extract there are two tasks. For Task One, choose the reason given for deciding to relocate the company premises from the list A-H. For Task Two, choose the problem described that arose after the relocation from the list A-H. After you have listened once, replay the recording. Task One - Reason For questions 13-17, match the extracts with the reasons, listed A-H. For each extract, choose the reason given for the relocation. Write one letter (A-H) next to the number of the extract. 13 A to cope with increased orders B to accommodate new equipment needs 14 C to share premises with new parent company D to improve public relations 15 E to reduce overheads 16 F to make more efficient use of space G to avoid problems with a contract 17 H to be nearer suppliers Task Two - Problem For questions 18-22, match the extracts with the problems, listed A-H. For each extract, choose the problem that arose after the relocation. Write one letter (A-H) next to the number of the extract. 18 A unfavourable publicity B dismissal of manager 19 C decrease in productivity 20 D staff transport difficulties E inadequate staff facilities 21 F too few new staff recruited G increase in communication costs 22 H lack of time for training ANSWER KEYS: Part 2 13 E 14 F 15 C 16 G 17 H 18 H 19 F 20 E 21 D 22 A。
剑桥商务英语高级听力 track 02
剑桥商务英语高级听力 track 02Here is the English essay of more than 600 words on the topic "Cambridge Business English Advanced Listening track 02":In the realm of business communication, the ability to comprehend and analyze complex audio materials is a crucial skill. The Cambridge Business English Advanced Listening track 02 presents a comprehensive and challenging exercise that tests the listener's proficiency in understanding nuanced conversations in a professional setting. This essay aims to delve into the key aspects of this audio track and highlight the valuable lessons it offers for individuals seeking to enhance their business English listening skills.The audio track begins with a discussion between two senior executives from a multinational corporation. The conversation centers around the company's recent strategic decision to expand its operations into a new international market. The listeners are immediately immersed in a high-stakes business scenario, where critical decisions with far-reaching implications are being deliberated. Throughout the exchange, the speakers employ a diverse range of vocabulary, expressions, and speech patterns that are characteristic of the business world.One of the standout features of this track is the level of detail and complexity involved in the discussion. The executives delve into market analysis, competitive landscape, financial projections, and potential risks and challenges associated with the expansion plan. This level of depth not only tests the listener's ability to comprehend the content but also their capacity to grasp the nuances and implications of the decision-making process.Moreover, the track showcases the importance of effective communication in the business environment. The executives demonstrate the ability to articulate their thoughts clearly, respond to questions, and engage in active dialogue. Their tone, pacing, and body language (as described in the track) convey a sense of professionalism and authority, further emphasizing the need for learners to develop these skills.Another remarkable aspect of the audio track is the incorporation of cultural and contextual references. The discussion touches upon the unique challenges of entering a new international market, including language barriers, cultural norms, and regulatory frameworks. These elements require the listener to have a broad understanding of global business dynamics and the ability to navigate complex cross-cultural communications.As the conversation progresses, the track introduces additional complexities such as the involvement of stakeholders, the need for consensus-building, and the consideration of multiple perspectives. These elements mirror the realities of high-level decision-making in the corporate world, where effective listening and strategic thinking are paramount.Importantly, the track also demonstrates the importance of active listening and the ability to extract key information from a dense and information-rich dialogue. Listeners are challenged to identify the main points, recognize subtle nuances, and draw logical conclusions based on the information provided.Overall, the Cambridge Business English Advanced Listening track 02 presents a compelling and comprehensive exercise that tests the listener's proficiency in a range of business English skills. From understanding complex vocabulary and expressions to navigating cross-cultural dynamics and strategic decision-making, this track offers a valuable learning opportunity for individuals aspiring to excel in the world of international business communication.By engaging with this audio resource, learners can develop their ability to comprehend and analyze sophisticated business dialogues, ultimately enhancing their professional communication skills and positioning themselves for success in the global marketplace.。
商务英语(BEC)高级真题范讲二(听力2)
商务英语(BEC)高级真题范讲二(听力 2) For each extract there are two tasks. For Task One, choose the reason given for deciding to relocate the company premises from the list A-H. For Task Two, choose the problem described that arose after the relocation from the list A-H.After you have listened once,replay the recording.Task One - ReasonFor questions 13-17, match the extracts with the reasons, listed A-H.For each extract, choose the reason given for the relocation.Write one letter (A-H) next to the number of the extract.13 A to cope with increased ordersB to accommodate new equipment needs14C to share premises with new parent companyD to improve public relations15E to reduce overheads16 F to make more efficient use of spaceG to avoid problems with a contract17 H to be nearer suppliersTask Two - ProblemFor questions 18-22, match the extracts with the problems, listed A-H.For each extract, choose the problem that arose after the relocation.Write one letter (A-H) next to the number of the extract.18 A unfavourable publicityB dismissal of manager19C decrease in productivity20 D staff transport difficultiesE inadequate staff facilities21 F too few new staff recruitedG increase in communication costs22 H lack of time for trainingANSWER KEYS:Part 213 E 14 F 15 C 16 G 17 H18 H 19 F 20 E 21 D 22 A。
剑桥商务英语高级真题集听力原文
剑桥商务英语高级真题集听力原文为了让大家更好的准备商务英语BEC考试，给大家整理一下剑桥BEC商务英语考试高级真题,下面就和大家分享，来欣赏一下吧。
剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 2, Listening Test 1.Part One. Questions 1 to 12.You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and anon-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous IT ana lyst. Dr Sangalli - welcome.Man: Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your ownframework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...剑桥商务英语高级真题集听力原文2this is the Business English Certificate Higher 2, Listening Test 2.Part One. Questions 1 to 12.You will hear a consultant giving a talk to a group of UK business people about exporting to the United Arab Emirates (UAE).As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking ofextending their trading activities into new areas. Our chosen country this afternoon is the United Arab Emirates or UAE. Now, in geographical terms it is relatively small but what makes it very significant in commercial terms is its high purchasing power. The two most important cities, from a commercial point of view at least, are Dubai City and Abu Dhabi City, particularly the former. It is important to remember that the UAE has always been a distribution centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law.What are they like as people to trade with? What are they looking for from you, the potential exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price.Like everyone else they don’t like unreliability, whether in terms of getting the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your meeting their high expectations regarding after-salesservice. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be getting orders from other agencies or whatever, because they’ve heard about you. But be warned - it also works the other way!Another point to bear in mind that’s true of nearly all markets, but, believe me, it is particularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is attending a trade fair - one of the many held in Dubai. Having made your contacts, there are various options open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office option or the possibility of going into a joint venture with a local partner. It isalways an expensive option, and the UAE is no exception in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be exceptions to this.Now as far as import documentation is concerned...[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about the relocation of their business premises.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文31 to 12.You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisation which distributes business and research grants.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit ofbackground on the Agency, and then outline the steps involved in applying for support. OK?What we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched - the amount fluctuates on a yearly basis – by contributions from a number of multinational companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this work, if you’re interested, can be seen in our annual report - I’ll leave copies out for you to look at. Since we b egan, we’ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we’re not simply giving this money away - our criteria are strict.So, how do you apply? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Coordinating Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an application form. It’s quite a lengthy document, I must warn you, and you’ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decisionabout whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organisation are going to be available to put in the necessary work. OK, well that’s then your role finished for the time being.Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applications are - the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up witha progress review, which you need to do at the end of the first year. Right, well, are there any questions?剑桥商务英语高级真题集听力原文42.You will hear a representative of a company which organises trade fairs for academic recruitment. She is talking to a group of prospective clients.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world andthe specialist services we offer to make our exhibitions well known for being cost and time effective - reaching your target audience with the minimum of effort on your part.Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia.Right, regarding our exhibition package, we believe we offer a very comprehensive deal to the prospective exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending time negotiating add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibition stand. Of course, you can’t get very far in an exhibition without one of those –and also full materials delivery. We’ll get eve rything to the venue for you safely. And a very popular recent addition to the package has been the local trade guide. This has proved very successful because it includes lots of specific information about local conditions - hours of work, past patterns of enrolment in situ, etcetera, etcetera.Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demotivating aspects of fairs from your point of view is the time spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine potential customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with potential customers. Now, how our filtering system works is through our targeted advertising and what this essentially means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business information onto our website a month in advance of the fair and retain on the site for six months.Right now, there are other features of our fairs which we adapt to local conditions –what we call ‘context-sensitive’ features. They are, as you can see, suitable opening times that means you have access when needed and that can make a lot of difference to the number of people attending, plus our interpreter service,particularly useful for undergraduate enquirers wishing to take advantage of language support services in your institutions.A few practical details now - you can get more information from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]。