bec中级第三辑真题详解test4
BEC中级真题解析_第三辑T4P1
BEC中级真题解析_第三辑T4P11 SunT ours runs a risk by selling similar holidays to customers in different income brackets.2 It is worth offering holidays at a discount to increase the number of bookings.3 SunT ours needs to reflect on its marketing methods if it wants to boost repeat custom.4 It would be a good idea to sell holidays to locations which other promoters have ignored.5 SunTours has been disadvantaged by its approach in the past.6 In certain locations, SunTours may be able to negotiate more favourable contracts.7 There is an alternative to discount holidays that would be more satisfactory for SunTours'customers.Four market experts offer advice to SunT ours, the middle-market tour operatorA Robert WorthMarketing to a wider audience could lead to more people buying direct from SunT ours rather thangoing through travel agents, and the consequent reduction in agents' commissions might boostcompany profits. Towards the end of the season, reducing the cost of holidays would attractlast-minute customers, thus avoiding any possible loss on unfilled accommodation and flights. Thecompany could also increase profits by selling more specialised holidays here in Britain, perhapsby offering breaks at historic sites and coastal destinations.B Steven WorrelWhether it's worth discounting surplus holidays is an arguable point, as it not only cuts into profits,but also results in budget-conscious holidaymakers being put next to SunTours' more affluentcustomers, thus damaging the brand. It may seem attractive at first because of tight margins, butSunT ours should think twice before taking up this option. Currently, SunTours is planning to sellhigher-margin holidays to previously 'unmarketed' destinations for which demand is greater thansupply. It is likely that accommodation providers in these emerging holiday destinations will bemore flexible when it comes to setting terms. The firm should go ahead with this policy.C Ursula CapalboGood risk management and higher sales can guarantee higher profits. Although SunT ours hasalways been averse to planning, the company would in fact benefit from a risk model thatforecasts the impact of discounting on cash flow and profitability throughout the year. SunTourswould then be able to change direction when things go wrong, as they inevitably do from time totime. Diversification can increase rather than spread risk, so caution is needed as the companyenters regions where facilities for tourists are not yet fully developed. Targeting customers nearingretirement age, whose disposable income and leisure time are increasing, would be ideal.D Gillian WilmotSunT ours knows that good relationships with customers is the key to success in the travel business.With this in mind, the company should consider that brochure mailings, unlike electroniccommunications, can attract customers and maximise year-round opportunity. They encouragesummer tourists to take another break and can even be used to send a thank-you letter to returningcustomers. Selling holidays at a reduced price is definitelynot a sensible option. A better choicewould be value-added promotions which can improve profitability and build on SunTourscustomers' desire for high-quality service.四个专家分别对一个度假公司的发展给出了自己的意见。
bec中级第三辑真题详解test4
Test4Part 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。
BEC中级第三辑阅读真题解析(完美打印版)
第三辑真题解析T1P1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。
商务英语中级第三版答案
商务英语中级第三版答案【篇一：剑桥bec真题中级第三辑口语解析(part 3discussion)】staff magazineyour company is planning to introduce an internal magazineto keep staff informed of company developments. you have been asked to help plan the staff magazine discuss the situation together, and decide:what type of information to include in the magazine which type of staff should contribute to the magazine ? how often the magazine should be published 【题目分析】企业内刊你所在的公司目前正计划发行企业内部期刊以帮助员工随时了解公司的发展状况。
要求你帮助策划企业内刊的设计。
你们一起讨论这个话题，并决定：杂志包括哪些内容 ? 杂志所定位的员工类型 ? 杂志的发行周期【词汇、短语】特写 feature 视觉的 visual 熟悉的，了解的 up-to-speed 上交 submit 使适应，定位 orient 承诺，奉献commitment 【句型点击】 ? 正面评价观点 good idea!i really appreciate what you’ve said you’ve made a very good point. that’s interesting!【参考范例】a: i think the staff magazine should be published four times a year and contains news and features about events in the companyand the achievements of staff.b: i don’t think so. a monthly publication of news , analysis, opinions, interviews, competitions and feedback would be better,which can cover a wide range of topics, of interest to staff.c: i prefer the monthly. the magazine is an easy and convenient way of keeping up-to-speed with everything that’s going on inthe company. in addition, staff magazine is designed to create a corporate culture that can connect all people in. so, the more, the better.a: ok, maybe you are right. staff magazine should involve everyone and everything in the company. a rich, prompt and diversecoverage satisfies all needs and expectations. by the way, what could be the target audience of the magazine?b: since every issue is designed to give staff a better understanding of our business, to share knowledge and experiences, toprovide interest and entertainment and to show readers why the company is a good place to work, the magazine should be oriented to all the staff members.c: you can target the staff magazine to different groups, for individual department may want their version of the magazine. moreover, staff should be encouraged to become involved in producing the magazine and building a sense of community and engagement.a: an employee magazine, um, sounds nice. and printed staff magazines can be out of date before staff even read them; so what about e-magazine, which allows content to be alive and up to date?b: good idea! then staff can get information across in an engaging and visual way. down-loading and uploading old and newissues are really easy through the internet and intranet. anyone can easily submit their article or update in the relevant section of the staff magazine.c: so many ways to improve the magazine and the staff magazine is such a great commitment to help staff to communicatebetter, and be better informed. even the clients can get useful information and grasp business opportunities from the staff magazine.第三辑test 2video conferencingthe company you work for is concerned about the amount of time staff spend traveling to meetings in other branches of the company, and is looking at alternatives.you have been asked to make recommendations about introducing video conferencing. discuss the situation together and decide:what the company needs to know about the meetings that take place at present. ? what are the advantage and disadvantage of video conferencing might bewhat kinds of practical preparations would be needed before introducing the system? 【题目分析】电视会议你所在的公司目前很关注员工出差到其他分公司开会的用时问题，正在寻找可替代的开会方式。
剑桥商务英语中级真题4
剑桥商务英语中级真题4RE AD I N GPART O N E●L ook at the statements below and the article about meetings on the opposite page.●Which section (A, B, C or D) does each statement (1-7) refer to?●For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.●You will need to use some of these letters more than once.Business M ee t i n gsA. Many organisations are developing ways of minimising the time workers spend sitting in meetings in order to give them more hours working at their desks. They realise that reducing the number of meetings is problematic, but some are using a device called a Meeting Meter to determine how much money is wasted through the widespread practice of over-populated and time-inefficient meetings. A general meeting in a big company can cost ￡9000 an hour. Even staff in UK government departments have been told to make less elaborate presentations and to get through them more quickly.B. A solution has often been to take things at breakneck speed or abolish meetings altogether. Olivia Dacourt, CEO of a retail chain, makes a point of not letting anyone sit down in her meetings. 'We cover more material in a 15-minute meeting than you'd see in a two-hour sit-down meeting,' she says. She drills her employees to shout'pass' if they have no comment to make, thereby saving a hastily mumbled agreement with the previous speaker. In this way, her last staff meeting clocked in at six minutes.C. Website designer Barry Hare has gone so far as to charge his clients a meeting 'tax'. If they ask for a meeting, he doubles his design fee of ￡85 an hour. 'Everyone I talk to hates meetings, but they don't know what to do about them,' he says. 'Well, I've actually done something.' Similarly, at JP Products, managers have instigated a No Meetings Day every Friday. The scheme was devised by in-house industrial psychologist Ada Pearson after hearing employees joke about the need for a 'meeting-free day'.D. But abolishing meetings is not as simple as clearing them from your diary. At JP Products some workers have felt the need to get round the No Meetings Day directive by holding spontaneous 'huddles' and 'nice to knows' to update each other on progress. After her success in reducing the meetings quota, Pearson is under pressure from meeting-weary managers to implement days that are free of emails and telephone calls. But unfortunately she has other priorities-thanks to a lengthy meeting with the chief executive.1. a way of ensuring that meetings are less likely to take placeC2. the common situation of too many people attending meetingsA3. a way of ensuring communication can take place without breaking company rulesD4. a policy discouraging repetition of ideasB5. staff attitudes towards meetings resulting in action to reduce their frequencyC6. a policy of cutting down on the amount of detail given in long speechesA7. people who attend meetings requesting limitations on other forms of communicationDPART T W O●R ead the article below about professional headhunters.●C hoose the best sentence from the opposite page to fill each of the gaps.●For each gap (8-12), mark one letter (A-G) on your Answer Sheet.Professional headhunters are now key players in many kinds of r ec r u itme n t.But how do you gain their attention? Matthew Lynn i n v estig a tes.In the past, companies would use the services of headhunters to recruit principally at boardroom level. But these days, they are also responsible for filling a much wider range of middle management and specialist posts, and consequently, they have huge influence in the commercial world.（0）(G) The first is that economic expansion has, in many countries, left the labour market tight. In a number of industries, and in growth sectors such as technology and media, there is now a severe shortage of skilled and talented people. This has forced companies to go out and look for the staff they need and not wait for them to arrive at the door. The second reason is that companies are now critically dependent on the skills and knowledge of their key people. They are very aware that having the right staff may determine their survival in a competitive marketplace. 1So, how do you make sure you get noticed by the headhunters? In the days when jobs were mainly advertised in newspapers, you could search the appointment pages and apply for anything that interested you. 2 Unless you are in contact with them, it is unlikely you will even be considered for a post.Most headhunters will devote time and energy to tracking down talented people in large organisations. 3 So, while it would be nice to think the headhunters will find you, in fact, you often have to find them. 'Executives must be proactive in the search process by building on current skills, being fully prepared for interviews and by keeping CVs up to date" says Julia Fernandez, manager of PB Executive Search.It is also important that you set time aside to talk to headhunters. At some point, you may be contacted by a headhunter to recommend someone in a related field or provide a reference for someone you have dealt with professionally. If you simply deal with the enquiry as quickly as possible, you may be failing to exploit the potential benefit to yourself. 4 Fernandez advises that, 'All contact with headhunters is potentially useful, and you should have one or two headhunters that you know personally and make a point of keeping in touch with.5 Make sure that the people around you will always be motivated to say something positive about you if approached. Your potential employers are watching you constantly.'A. But it is hard for them to establish contact unless these skilled individuals have been brought to their attention.B. They are consequently a lot more willing to turn to headhunters than in the past.C. Moreover, headhunters are all in the business of having as big a network as possible and working it to their advantage.D. In addition, the fact that headhunters are always looking for talent means that great care needs to be taken with the image you project in the workplace.E. Now, it is only junior or unskilled jobs that are filled this way; most of the best jobs are filled by headhunters.F. Not making the most of such an approach would definitely be a mistake.G. There are two reasons for this growing use of headhunters.1.B2.E3.A4.F5.DPART THREE●R ead the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questionsMarc Hooper, CEO of Spartan K e t leyMarc Hooper, not long promoted to CEO of confectionery giant Spartan Ketley (SK), is very different from his predecessors. He is a corporate lawyer by training, and his background has clearly shaped his management style. He was taught that no work should go unchecked and that no statement can go out without everything, being fully defined. 'The legal world teaches you to think in a synthetic way, to take contrasting ideas and thread them together to form a strategy.' Hooper, with little marketing experience, was not at the top of market observers' lists for the job. But here he is, just over a year into the role and seemingly on top of things.Educated at Harvard University, Hooper started his career with well-known New York consultants Cox & Leight (C&L), and became a specialist in mergers and acquisitions. 'It was a tremendous training ground and I could have stayed in mergers and acquisitions-I found the work interesting.' But another opportunity presented itself: SK offered him a job as general advisor. Hooper knew SK well because C&L was its main New York consultancy firm and Hooper looked after its account.Hooper liked SK and when they came calling, several factors weighed on his mind. 'I admired SK and thought it would be a great place to work. C&L had told me I was only five years through a ten-year journey to become a partner. Also, for three years in a row my pay at C&.L had stayed the same. Finally, I was working very long hours in a large, impersonal office and it seemed like an intelligent lifestyle decision to take a job with a different company.'Hooper became established at SK, and soon felt ready for a higher position, but was told that no one could get on at SK unless they had been in sales and marketing. 'I had to make a move,' says Hooper. 'I took a risk; I became head of marketing in Europe.' In fact this was a sideways move-not for more money but to add to his knowledge and to further his career. The first challenge was that he found himself in charge of 25 bright young marketing people. 'I had to work hard to keep up,' he admits.Throughout, he has remained focused, his eye always on the main prize. His elevation to CEO, he says, is proof of SK's inclusiveness. 'We are always open to people with fresh ideas. As CEO I support anyone who is willing to take a chance and who wants to stretch themselves. If you are keen to develop and prove you can succeed, this company will provide the challenge you need.' And in line with this philosophy, Hooper is not an autocratic leader: his style is to consult, to seek advice, then to act.SK has grown quickly, mostly by acquisition. Hooper sits at the head of an empire that employs 50,000 people in 130 factories. His chief mission is to reduce waste in the company, to bring down costs, and to produce funds to reinvest-all the time keeping ahead of competitors. 'We must generate growth on a consistent basis. We've also got to generate more cash for investment in marketing.' The latest development, the purchase of a chocolate manufacturer for $42 billion-a deal managed by Hooper-has made it one of the largest confectionery groups in the world.1. The choice of Marc Hooper as Spartan Ketley's CEO was surprising becauseA.he knew more about law than marketing.B.hehad little experience of strategic planning. C.hehad been with the company for a short time.D.he intended to take the company in a different direction.A2. What does Hooper say about his first job?A.He regarded the job as a means to a more interesting career.B.He gained useful skills while he was with the company.C.He found that his education prepared him well for the job.D.He enjoyed working for such a prestigious company.B3. One of the reasons for Hooper leaving Cox and Leight wasA.he had no chance of becoming a partner.B.he was not happy with the working conditions.B4. After some time at Spartan Ketley, Hooper changed departments becauseA.he did not find his current job financially rewarding enough.B.he wanted to have experience of working in Europe.C.it was an opportunity to work with young people.D.it improved his chances of promotion.D5. Hooper says that his policy as CEO is toA.develop a sense of competition within his workforce.B.train people to become proficient in a wide range of skills.C.hire staff who are not afraid to make important decisions.D.encourage employees to be innovative in their approach to work.D6. What does Hooper see as his main future task as CEO of Spartan Ketley?A.to bring greater diversity to the marketing of new productsB.toincrease the size of the company by acquiring a competitor C.tofacilitate investment by improving the company's efficiencyD.to investigate the possibility of diversifying into other manufacturing sectorsCPART F O U R●R ead the article below about a company that sells household products.●C hoose the best word to fill each gap from A, B, C or D on the opposite page.●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.DA C's Margins Hit in Battle of the B r a nd sIn a surprise trading statement, DAC Household Products yesterday gave warning of lower margins and weak profits growth. Shares in the company slumped by 22p to 459p after DAC said that its forecast of double-digit earnings growth in 2009 had been 1 to low single digits. The company 2 that it had failed to spend enough on promoting its own brands and conceded that its market share in India was under assault from 3 discounting by various competitors. Its major rival, KC Products, is offering big price discounts to attract consumers from DAC brands, which have traditionally 4 the household products sector. DAC also predicted a downturn in consumer 5 and strong price competition in Europe, and signalled that it was making 6 for an expensive brands battle.DAC's chairman, David Chan, said that sales volumes had behaved as predicted, but that waves of discounting and store promotions from rivals had adversely 7 price forecasts. As a 8 the company now needed to increase investment in advertising and introduce keener pricing.DAC had until 9 sought to increase revenue growth at the same time as improving profit margins. However, Chan confirmed that margins would be 10 as DAC increased spending on advertising and promotion to 11 those products under attack from competing brands. This commitment means 12 the long-term health of the business ahead of the 13 of short-term financial targets,' he said.Rudy Mitcham, DAC's finance director, said that the company's recent cost-cutting programme would be 14 to help finance the increased spending, although he declined to reveal the 15 amount of money it would invest in additional advertising and promotion.1.A.diminishedD2.A.admittedB.expressedmunicatedD.confidedA3.A.sternB.heavyC.harshD.stiffB4.A.directedernedC.dominatedD.ruledC5.A.assuranceB.confidenceC.beliefD.convictionB6.A.actionsB.measuresC.preparationsD.stepsC7.A.touchedB.affectedC.changedD.impactedB8.C.reactionD.development B9.A.presentlyB.formerlyC.previouslyD.recentlyD10.A.sacrificedB.ruinedC.surrenderedD.destroyedA11.A.maintainB.supportC.holdD.encourage B12.A.fixingB.settingC.puttingD.bringingC13.A.performanceB.achievementpletionD.production B14.A.hurriedB.advancedC.forwardedD.accelerated DA.exactB.correctC.accurateD.definiteAPART F I V E●R ead the text below about a company's approach to social responsibility.●In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.●If a line is correct, write CORRECT on your Answer Sheet.●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.●T he exercise begins with two examples (0 and 00).Elco and social r es p o n si b ili t y0 Elco is a leading electrical retailer based in France. The company has been involved in00 issues of social responsibility for many years and has always aimed to achieve as a1 positive social impact while tackling the environmental issues are raised by electrical2 retailing. As a consequence, Elco has been an integrated approach to social and environmental3 issues and is particularly involved it in community schemes and recycling projects. As4 part of this commitment, Elco helps to run like a two-year programme that trains5 people with learning difficulties to make repair domestic electrical appliances. These6 appliances are collected by Elco from customers' homes so when new products are7 delivered. About 10% of them are suitable for repair, leaving the other 90% to be dismantled8 and sold them for appropriate industrial treatment. The repaired appliances are then sold on9 the second-hand market at a low price and with a one-year guarantee. Elco is also10 currently working to reduce in the impact its own transport system has on the11 environment. Drivers attend training sessions, which offered in partnership with car suppliers12 and transport companies, to learn from how to drive in a way that respects the environment.1.ARE2.BEEN3.IT4.LIKE5.MAKE6.SO7.CORRECTTHEM9.CORRECT10.IN11.WHICH12.FROMWR I T I N GPART O N E1. ●T he multinational company you work for is arranging its annual conference for Human Resources managers.●Write an email to the company's Human Resources managers:●i nforming them of the date of the conference●explaining why it is important for them to attend●s aying what they must do if they would like to make a presentation.●Write 40-50 words.Sample ASample B[解析] Sample AScales Mark C o mm e n t a r yContent 5 All content is relevant to the task and the target reader would be fully informed.Communicative Achievement 3Uses email conventions to hold the reader's attention. The register and toneare appropriate for an email (I'd like to inform you...) . The text communicates straightforward ideas to the target reader.Organisation 3 The email is well-organised using a variety of organisational features, e.g. linking words (because) and pronominal referencing (please show it ) .Language 4 Uses a range of vocabulary (take place; recruitment) and both simple and complex grammatical forms (If you prepare...please...) . Errors are minimal (in the type of PP T) .Sample BScales Mark C o mm e n t a r yThe second content element has to be inferred. The third content element is Content 2Communicative Achievement 3unclear and the target reader would be only partially informed (Wish every m a n a ge can make a presentation on time) .Uses email conventions to hold the reader's attention and communicatestraightforward ideas (the annual conference will be held...) .Organisation 3 The text is well-organised and coherent.Uses some everyday business vocabulary (training courses) and some complexLanguage 2 grammatical forms (I would like to inform you that; you must offer) . Errors are noticeable but meaning can still be determined (new staffs; please noted; every manage) .PART T W O1. ●T he international retail company you work for is concerned about the performance of its New York store. Your line manager has asked you to write a proposal making recommendations for the store's future.●L ook at the information below, on which you have already made some handwritten notes.●T hen, using all your handwritten notes, write your p r o p os a l.●Write 120-140 words.The New York store is in a v e ry good locat ion.but if i tsperformanc e doesn't i mprove,we may have to c l ose it.Please make some recomm e ndat ionsaspects of performance:• high cost of running store• unhappy staff-+-------------!...{• fal l ing sales •SampleCProposal: ''New York store"After reviewing the activi ties o f our NY store, some measureB seem to be necessary to im prove the performa nce of th e s tore and keep it open:first of all, we s ho uld cut t he cost of runn in g the s to re by opt i mising thelogis t i cs of the s to r e.Additiona ll y,the store mana ge r shou ld be rep lace d and some team b uildin gactivit i es shou ld be conducted be cau s e t h e staff is very u nh appy with th ep resen t management.in o rder to r ise sal es a gain,we s h ould in vest on the one h a n d i n someadve r t ising and on t he o ther hand i n a new store des i gn.Thi s mig h ta l so imp rove t he p oor sto re image.A ll me asu r es should start a s soon as possible be c ause o th e rw ise we may hav e toclose t h i s very good locat ed store.SampleD[解析] Sample CScales Mark C o mm e n t a r yContent 5 All content is relevant and expanded where appropriate. The target reader would be fully informed.CommunicativeAchievement5 Organisation 5Language 5 Sample D The format, tone and register are all appropriate to the conventions of a proposal (After reviewing; All measures should start) and would have a positive effect on the target reader.The proposal is well-organised and coherent, with effective use of a variety of organisational features, including bullet points and cohesive devices, e.g. linkers (First of all; Additionally; on the one hand.., on the other hand) and referencing (keep it open; This might...).The proposal uses a good range of grammatical structures and vocabulary (optimising the logistics; team building activities should be conducted; othe r w ise we may have to...) . Errors are minimal and do not impede communication (to r ise sales; this very good located sto r e).Scales Mark C o mm e n t a r yContent 4 All the content is relevant and the target reader would be informed but some of the content is not fully expanded e.g. content element 5.Communicative Achievement3 Organisation 3 Language 3 Generally uses the conventions of a proposal effectively to hold the reader's attention, although there are some inconsistencies in register (but it doesn't m a tte r; and that's all) .The proposal is well-organised with a range of linking words (Therefore; Secondly) and use of pronouns to avoid repetition (the New Y o r k store... It has some troubles) .Uses a range of lexis and structures (the biggest issue; we should build a lively atmosphere) . There are a number of errors (has some troubles; of running store; let green plants all around) but these do not impede communication.L I S TE N I N GPART O N E●You will hear three telephone conversations or messages.●Write one or two wo r d s or a number in the numbered spaces on the notes or forms below.●Aft er you have listened once, replay each recording.Conversation O n e●L ook at the note below.●You will hear a man leaving a message about deliveries for one of his company's suppliers.1.WARE(-)HOUSE (GATE)[听力原文]Good morning. This is Gupta Ramesh from Morgan and Turnbull. We've been having a few security problems lately, so we've reviewed our delivery arrangements. First of all, until further notice, drivers should use the warehouse gate instead of the main factory gate. That's the one in Station Road.A second point I want to discuss is-as you have heard-we're issuing IDs to replace the general permits drivers are using at the moment. We're sending couriers with them tomorrow morning. They should be placed on the inside of the windscreen to activate the sensor in the gate. It's very important they don't forget to do it because after this week there'll only be automatic access to the yard-we're putting a stop to manual access. And finally-this is a safety measure to reduce vehicle movement in the yard-in future drivers should proceed to the parking area before checking in at reception. I hope this is all clear. Please call me if you have any problem. Bye.2.(SECURITY) IDS/ID (CARD(S))3.MANUAL4.PARKING AREAConversation T wo●L ook at the form below.●You will hear a woman phoning an architect to discuss a problem with a building project.1.AIR(-)CONDITIONING[听力原文]Man: Hello, Frank Bauer speaking.Woman: Hello this is Antonia Radford from Speedlink. I'm phoning about a problem with our extension project at the factory.Man: Ah. I thought everything was on schedule...Woman: So did I, until today. I called the site foreman because the air conditioning was due to be put in this week, but the subcontractors weren't there. They'd left a message that everything was on hold.Man: What reason did they give?Woman: I thought it'd be a transport delay because the system's coming from the States. Apparently though, there's a hold up at the supplier's end, a quality control issue at the plant, actually.Man: I see.Woman: Now, as you know, the rest of the construction work is more or less finished, but we can't start the assembly line until this system is operational for health and safety reasons. We were due to begin production next week...Man: Right. That's why we drew up a contract that allowed you to claim compensation in these circumstances. Woman: Absolutely. So could you please inform the building company we will be expecting that for each day's further delay.2.(THE) QUALITY (CONTROL)3.ASSEMBLY LINE4.COMPENSATIONConversation T h r ee●L ook at the notes below.●You will hear a woman giving feedback to a colleague on his presentation at a conference.1.CASE STUDY[听力原文]Woman: Hello John, it's Kim. You wanted some advice about your presentation.Man: Please. That's the first time I've given it and I'm repeating it next month.Woman: Well, the introduction was clear and you finished on time without appearing hurried. The case study you analysed seemed a bit long though.Man: You're right. I'll cut it a bit.Woman: Now the slides-you had the right amount. Personally, I'd use a larger font though-it helps in a big hall. But the graphs made your point well.Man: Good. I worked hard at those.Woman: Another tip-you didn't turn your back on the audience-but be careful not to block their view of the screen-it's frustrating if they can't see what the presenter's referring to.Man: I was so nervous.Woman: You didn't sound it. You spoke very clearly. Think about your body language though. You don't want to stand absolutely still, but avoid too much movement if you can.Man: That's really helpful.Woman: You're welcome.2.FONT3.SCREEN4.(BODY) MOVEMENTPART T W OSection O n e●You will hear five short recordings. Five people are explaining why they rejected a candidate for a job.●For each recording, decide why the speaker rejected the candidate.●Write one letter (A-H) next to the number of the recording.●Do not use any letter more than once.●Aft er you have listened once, replay the recording.A. lack of relevant experienceB. poor leadership skillsC. lack of motivationD. lack of long-term commitmentE. too independentF. lack of formal qualificationsG. poor communication skillsH. poor references1.E [听力原文]I thought he was a very interesting candidate with wide experience who would probably work effectively, despite not having been to university. However, this job requires someone who can work closely with colleagues, and I'm not quite sure he'd be the team-player we want. Although, he's got possible leadership qualities, I thinkhe'd be better in a job where he can make his own decisions, and that's not what we want for this position.2.A[听力原文]Well, she showed a lot of enthusiasm and ambition, and I liked the way she presented herself and expressed her ideas. Because she'd be working with young people, her youth would be an advantage. However, that's not enough for this job which needs someone who's already worked in the industry, so the fact that she hasn't goes against her. She'd probably be the ideal candidate in a few years' time once she's got the right track record.3.G[听力原文]She was a difficult person to interview, although once she got going her answers were very interesting. But in this business, we need young people who can express themselves assertively and clearly. It's a pity, because her background is very suitable-especially her ability to work alone and her qualifications. The salary we're offering was also very acceptable to her, but I don't believe she would be very good in face-to-face situations.4.D[听力原文]He's certainly got the determination to succeed. He's definitely very experienced in the field, and the MBA would have been an added bonus. He's very keen to get to the top of his profession, so I don't think he'd be content staying in one job for any length of time, and that could be a problem for us. If he aims to reach the top by the time he's thirty, he'll need experience of several companies.5.C[听力原文]He was a strange candidate. Lots of experience in the industry according to his CV, although he hadn't got a degree, which is surprising considering the positions he's held before. And he's hoping to lead a team, but I don't think he showed enough determination or interest to work without supervision. He said he wants to leave his current job because he's bored there.Section T wo●You will hear another five recordings. Five people are giving their opinion about the annual performance review process in their companies.●For each recording, decide what the speaker thought about the performance review process.●Write one letter (A-H) next to the number of the recording.●Do not use any letter more than once.●Aft er you have listened once, replay the recording.A. It was useful for increasing output.B. It helped me to make a difficult decision.C. I used it to improve my career prospects.D. It increased my confidence.E. It was an opportunity to speak my mind.F. It was effective because it was short.G. I used it to collect valuable data for future use.H. It was a chance to exchange ideas.。
BEC中级真题第三辑阅读及答案解析版
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 FalmerFaced 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 GuzelThey 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 WilmotIn 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 KaminskiThe 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。
BEC中级真题4答案解析
BEC中级真题4答案解析TEST1首先得搞明白的是这篇文章到底讲的什么。
不用看具体内容..有两个地方直接告诉了。
一个是题目说明的第一句话..另一个是正文的标题。
从这两个地方就可以看出全文探讨的是公司未来接班人——也就是潜力股——的培养问题。
A段讲了TLRG这个贯穿全文的研究组织诞生的原因:现行的研究满足不了需要..于是大多数公司只能自己探索发掘接班人的模式;(即第五题的答案) B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)..以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性..并且应该让院线经理们明白这种重要性; D段是针对前面列出的问题..提出的解决建议..什么专家协助等等。
整篇文章分为四个部分..层层递进..有很强的逻辑性。
拿这样的文章来做阅读材料应该是相对容易把握的。
题目解析:图中蓝色的线为答案潜伏的地方。
7个题干基本是将原文中的句子用另外的词语和句型表述出来..所以题干中的关键词都能在正文里找到与之匹配的..比如第四题题干里的expert对应D段的specialists,第六题的too busy to对应于B段里的heavy workloads..第七题的interest对应于C段的appeal。
第一题说“经理们必须采取措施使潜力股们相信他们对公司的价值”..也就是要让潜力股们对公司忠诚..即C段说的creating “attraction centres”和loyalty。
第二题说“组织必须把目光投向正在培养中的潜力股以外的地方”..即D段最后两句话所说的寻找新一代的潜力股。
第三题和B段的最后一句话完全是一个意思:怕培养潜力股的投入收不回成本。
第四题说开发潜力股..经理们需要在公司内部得到专家支持。
答案是D段的第一句话:公司的人力资源专家需要采取行动。
HR specialists就是expert。
第五题说公司现在没有在指导策略的支持下辨别潜力股。
2014年剑桥商务英语中级考试试题及答案解析(四)
剑桥商务英语中级考试试题及答案解析(四)一、中READING（PART ONE ）（共7小题,共7.0分）· Read these sentences . · Which type does each sentence (1--7) describe? · For each sentence mark one letter A, B, C or D on your Answer Sheet.第1题A Many companies in the U. S. begin to realise that investors demand financial reporting to be truly presented: creative accounting is no longer acceptable. In response to the criticism about how it booked the gain on the sale of one of its businesses. IBM announced on Feb. 19th that it would expand the informaton it provides investors on such things as its intellectual-property income and the impact on earnings of the company's overfunded pension plan. And a day later, General Electric Co. Chairman and Chief Executive Jeffrey R. Immelt also pay heed to investors' calls for better disclosure by promising to provide more detail on how the company's individual units—including its finance departrment. GE Capital—churn out their earnings.B Expect this lifting of the veil to spread rapidly throughout corporate America, In the wake of Enron's collapse and questionable accounting at telecommunications companies such as Global Crossing Ltd., investors are demanding better. more frequent, and more expansive information about companies' financial health. This rising pressure will force executives in boardrooms across the country to wrestle with exactly how much new information to reveal, much less the question of how to flag changes for investors without causing their stocks to tank. "GE and IBM are bellwethers," says Patrick S. McGurn, vice-president at proxy advisory service Institutional Shareholder Services Inc. "You will see a huge wave of imitation."C Of course, that's good for shareholders—and for the long-term health of the market, But the tsunami of new disclosures, unfortunately, isn't necessarily what the recovering economy needs right now. The trick will be to strike the right balance. Companies that reveal too little, too late will get punished in the market. But dumping too much on shareholders may only muddy the picture further. "If you give too much information, people can get overwhelmed by the minutia, and the important stuff gets buried." says Charles M. Elson, director of the Centre for Corporate Governance at the University of Delaware.D In fact, IBM and GE join a growing list of companies that have already been compelled to improve their disclosure, At Tyco International Ltd., which has been buffeted by concerns about its complex accounting and financial health, senior execs have begun holding weekly phone conferences with analysts and investors to address questions about its accounting and operations. Franchising giant Cendant Corp. has put detailed information on its Website about its off-balance-sheet entities, while hotel operator Marriott International Inc. recently provided details on write-offs it has taken for loan guarantees as well as some hotel-development projects. More and more companies are forced to illustrate their accounting.【正确答案】：D【本题分数】：1.0分【答案解析】[题干题点] …more and more…are forced to…[对应线索] …a growing list of…have been compelled to…[答案精解] 题目意为：越来越多的公司被迫说明自己的账目情况。
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Test4Part 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。
第六题，在某些地方，SunTours也许可以协商一些更有利的合同。
答案是B段这么一句：It is likely that accommodation providers in these emerging holiday destinations will be more flexible when it comes to setting terms。
这些新兴假期市场上的住宿提供者在制定条款时可能更有弹性。
合同更有弹性，也就是可以选择的余地更大，也就是越有利，more favourable。
Negotiate contracts对应于setting terms。
第七题，有一种打折假期的替代选择，更能让SunTours的客户满意。
答案是D段的最后一部分。
前面说降价出售假期一定不是一个明智的选择，更好的选择是。
这里的a better choice，也就是an alternative to discount holidays，既然better,就是more satisfactory。
Part two《Human resource management》，人力资源管理。
顾名思义，文章讲的是人对于企业的重要性，以亨利•福特的名言开头，列举了一系列专家对人力资源管理的看法。
第八题，这一段是列举了一个作家对人力资源重要性的看法。
空格前面说这个人认为人力资源在当今的商业世界有着越来越重要的作用。
空格后面是举例说明有着高度员工认同感的公司是竞争对手很难超越的。
所以第八空还是讲的人力资源的重要。
所以选B：传统的竞争优势已经减弱，有技术的、有动力的、有弹性的员工的作用变得越来越重要。
第九题，前面是列举几个调查结果来支撑上一段的观点：人力资源很重要。
后面一个after all，问到怎么才能评估员工对公司的忠诚度呢？从after all可以看出第九空有点转折。
人力资源虽然重要，但是员工对公司的忠诚度是无法衡量的。
第九空应该选B：收集可信证据的困难，使得调查结果的不确定性。
这里的findings就是对应的前面的survey和study，but是个关键的词。
第十题，这一空要和下一段联系起来选答案。
这一空的前面说，当HR专家建议改变公司的补偿结构或者是在招人时更有选择性一些，他们是在要求需要资源的事情。
（意思是需要成本的，不是那么简单容易的），接着下面一段就说为了达成这些要求，一些新的方法涌现出来。
新的方案预测这些地方的改进能够给股东带来30%的增加收益。
前面一个成本，后面一个收益，说白了，就是钱，这才是最根本的东西。
专家虽然给出了建议，但是这些建议必须能保证带来利益，才会得到支持。
所以选F，financial benefits是关键词。
第十一题，后面的both很关键，说两者都涉及到合适的决定。
那么第十一空应该是两件事情在做对比，找出了共性。
选E：将人力资源的积极用处和有效的基金管理做对比。
Compare 是关键词。
第十二题，最后一段讲的就是人力资源的回报问题。
投入的资源必须得有收获才行。
12空前面说投入巨大但不知投资是否值得，这样是没有意义的。
空格后面则是根据这个问题给出的意见：招人需谨慎。
可见12空还是和招人的投入有关。
并且是负面的，所以才有了后面的advice。
选C：一个常见的错误是将钱花费在招人上来弥补培训的不足。
一个mistake，一个recruitment，都是信号。
Part three：《Achieving a successful merger》，实现一个成功的并购。
文章没有从技术和经济效益的角度来分析并购成功的因素，而是强调了一个在并购中容易被忽视的重要因素：文化冲突。
不同的企业文化走到了一起，能否兼容是并购能否成功的关键因素。
一个比较著名的例子是当年惠普与康柏的并购。
第十三题，问什么情况下并购会遇到麻烦。
答案是A段的最后一句，关键词是culture clash：如果两个公司的员工在工作方式上存在文化冲突，那么金融专家和律师们为了达成交易所做的一切努力都是徒劳的。
所以选C：冲突性的态度无法得到解决。
Conflicting attitude对应于culture clash。
attitude具体指公司员工做事情的方式和态度。
第十四题，问很多机构为并购所做的准备是什么。
答案是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。
公司都把精力集中在法律、技术和金融事务上了。
也就是更多的看重经济等方面的利益，而忽视了人的因素。
选A：确保他们的利益得到很好的反映，也就是自己的利益有保障。
represent 在这里的意思是be present or found in something, especially to a particular degree。
第十五题，问这俩医药公司并购失败的原因是什么。
答案是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在谁来领导新的机构的问题上无法达成一致。
所以选D：人员竞争问题无法得到解决。
Personal rivalry就是指两个领导谁也不服谁。
第十六题，问focus group可以帮助公司干什么。
先弄明白focus group的意思，看剑桥高阶的解释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。
处理问题的团体。
答案在第四段。
这一段是举例说明两个合并公司的文化兼容性问题。
经过focus group的调查，这两个公司的做事方式有很大差别，不能兼容。
所以这一题的答案是选D：评估他们能否匹配。
第十七题，问在一个新合并的公司里创造新的文化意味着什么。
答案是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。
吸取双方的优点，创造一个所有人都能接受的新组织。
每个人都能接受，那么合并成功的可能性会大大增加。
选B：合并起作用的几率增加了。
第十八题，跨文化分析能够表明什么。
答案是最后一段的最后一句：how its politics, economics and history impact on the way business is done.看看这个国家的政治、经济和历史是怎么影响商业行为的。