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BEC初级考试真题：听力部分(EXIBITION)

17 (WORKSHOP(S)) COMMUNICATION

18 (SIMPLY) LEADERSHIP

19 ACCOMMODATION / (ACCOMODATION)

20 FITNESS CENTRE / FITNESS CENTER

21 MOVING FORWARD

22 (ENQUIRY / INQUIRY) FORM(S)

Part 4

23 B 24 A 25 B 26 C 27 A 28 C 29 B 30 C听力原文：Listening Test 1

This is the Business English Certificate Preliminary

4, Listening Test I.

Part One. Questions 1 to 8.

For questions 1-8, you will hear eight short

recordings. For each question, mark one letter

(A, B or C) for the correct answer.

Here is an example: Who is Emily going to write to?

[pause]

Man: Emily, that supplier we use has become very unreliable, and we've decided to look for another one.

Woman: Seems a good idea.

Man: We don't need to inform our clients, but could you send a note round to all our departments when we've decided who to replace the supplier with?

Woman: Yes, of course.

[pause]

The answer is A.

Now we are ready to start.

After you bare listened once, replay each recording.

[pause]

One: What is the quotation for one thousand brochures with colour photos?

[pause]

Man: How much can you quote for our brochure order?

Woman: If you want the colour photos, it'll be more expensive. Er, for two thousand, it'll be two thousand five hundred pounds, or for a thousand, it'll be one thousand, five hundred pounds. Without colour photos, the price goes down a bit.

Man: How much?

Woman: Er, for a thousand, it would be one thousand two hundred.

[pause]

Two: When will the new Personnel Officer start work?

[pause]

Woman: Jane is leaving next week, isn't she?

Man: Yes. We recruited the new Personnel Officer in July, but because she has to relocate from Newcastle, I don't think

she'll be able to begin until October.

Woman: Well, we'll need to arrange some temporary cover for September.

Man: OK. I'll look into it.

[pause]

Three: Which pie chart is correct?

[pause]

Man: . . . and I'm pleased to report that here at WTM, our market share has increased by ten per cent, taking us ahead of our rivals PTA for the first time. Of course, AVC are still the market leaders with a fifty-five-per-cent share, so...

[pause]

Four: Why is Jane unhappy about Michael's report?

[pause]

Woman: Where's the report I asked for, Michael?

Man: Sorry, Jane, it's here, just finished. It's a bit late, but...

Woman: That doesn't matter. Has anyone else seen it?

Man: I circulated copies internally. I thought you asked me to.

Woman: Not before I'd checked it first. If you've made mistakes in it, it won't be very good for the department.

[pause]

Five: What is the woman's current job with BGT?

[pause]

Man: Can you tell me about your work with BGT?

Woman: Well, I started in nineteen ninety-two as Account Manager. The General Manager was keen to promote young staff quickly, so shortly after that, I became Project Team Leader. My boss, the Project Manager, became General Manager last year.

Man: And you were promoted?

Woman: Yes, I took his place.

[pause]

Six: What does the speaker think the company should do?

[pause]

Man: So, what will you do to keep the business going through this difficult time?

Woman: As a low-cost airline, we're happy with the numbers using the internet to reserve ticket and customers report that our prices are competitive. We now need to look at

cutting back on in-flight catering, as sales of snacks ha really dropped recently.

[pause]

Seven: What does the woman need to get?

[pause]

Man: Is there a sound system in the seminar room?

Woman: Well, we've got a microphone, and there's a video player there...

Man: Mmm, I'm not sure the MD will use it. A flipchart is essential, though.

Woman: Oh, I never thought of that, I'll fetch on now. Shall I remove the video?

Man: No, leave it, I might use it in the afternoon

[pause]

Eight: Which graph shows the company figures?

[pause]

Man: Figures published today by the Falmouth Group received a mixed reaction. Although production costs increased at a slower rate during the second half of the year, profits continued to fall.

[pause]

That is the end of Part One.

[pause]

Part Two. Questions 9 to 15.

Look at the notes below.

Some information is missing. You will hear a man

discussing an order from an office supply company.

For each question, 9-15, fill in the missing information in the numbered space using a word number or letters.

After you have listened once, replay the recording.You have ten seconds to read through the notes.

[pause]

Now listen, and fill in the missing information.

Woman: Hello, Wilson's Office Supplies.

Man: Hello, this is Gillmann International. I'm afraid the desk you delivered last week is too large. Could I change it for a smaller one?

Woman: Yes, certainly. What is the name again?

Man: Gillmann International, spelt G-I-double L-M-A-double N.

Woman: Right. What's the date of that order?

Man: The invoice is dated the fifth of July... . I can give you the order number: DT one, nine,

oh, double five. ,

Woman: Yes, here it is. Have you a copy of our catalogue there? You ordered the hundred and

thirty-seven point five centimetre desk, didn't

Man: Yes, that desk is too wide. It's the smaller one I need - one hundred and thirty-one

centimetres wide.

Woman: Yes, that's reference number ZY double eight-three-two-oh.

Man: Yes, fine. And could you collect the other one when

you deliver the new desk?

Woman: Yes. This desk is cheaper, it's a hundred and seventy-nine pounds ninety-nine.., so that'll be... a hundred and sixty-two pounds with your normal ten-per-cent discount.

Man: Good. Could you credit our account?

Woman: Yes, that'll be twenty-seven pounds. We could deliver the new desk next Thursday, the fourteenth, or the following week on the

nineteenth.

Man: Urn, the later date is best. You've got our address.

Woman: Yes. We'll put the credit through after delivery.

Man: Good. Thanks for your help...

[panse]

Now listen to the recording again.

[pause]

That is the end of Part Two. You now have ten seconds to check your answers.

[pause]

Part Three. Questions 16 to 22.

Look at the notes below.

Some information is missing.

You will bear a man giving a presentation about Arlington Park, a training centre for managers.

For each question, 16-22, fill in the missing information in the numbered space using one or two words.

After you bare listened once, replay the recording.

You have ten seconds to look at the form.

[pause]

Now listen, and complete the form.

Man: Hello, everyone. Thank you for coming to hear abont Arlington Park. Some of you know a lot about it already, but for people who don't, the first thing to say is that if you do want to see what sort of work we do, on every third Thursday in the month, there's an exhibition, so come along to that - you're very welcome.

At Arlington Park, we aim to help you not only to get the most out of your staff, but also the most out of you yourself. Our next two weekend workshops are covering two very important areas in this field: on the tenth of June, we have a workshop on communication.

Nothing could be easier in our modern world and yet nothing is more difficult, too. On the seventeenth of July, we

have a change in the programme; we previously advertised a course on using technology, but that day is now set aside for a course called simply 'Leadership', run by one of our best trainers, Richard Gordon.

You probably know his management books.

The one-day weekend workshops are just one of the types of courses we offer. We also offer three-day programmes, and these include accommodation. I'll leave a pile of leaflets about those with you, so that you can look at them at your leisure.

Arlington Park is very well equipped, and managers always enjoy their stay. Our facilities are excellent, and we have special training suites, as well as a fitness centre.

Every quarter, we publish a magazine - I've got a few copies here for those of you who haven't seen it before. We've just changed the name; it used to be Developing People, now it's called Moving Forward. The articles in it are written by the trainers and by the managers attending our courses.

If anyone would like to go on our mailing list, would you please fill in one of these enquiry forms and leave it at reception? I'll pick up all the forms at the end of the morning. Now, onto more detail...

[pause]

Now listen to the recording again.

[pause]

That is the end of Part Three. You now bare twenty seconds to check your answers.

[pause]

Part Four. Questions 23 to 30.

You will hear an interview with John Winterman,the Managing Director of a sports-equipment manufacturing company called Turners.

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

After you have listened once, replay the recording.

You now have forty-five seconds to read through the questions.

[pause]

Now listen, and mark A, B or C.

Woman: ... and this morning, we welcome John Winterman, Managing Director of Turners, the sports company which manufactures golf and tennis equipment.

Man: Morning.

Woman: So, John, you took charge of the company after a management buy-out. What made you and the other managers sure that it would be a successful move?

Man: Well, when we bought the business in nineteen ninety-seven, we knew there were financial problems to solve, including some hidden debts. But we felt the products themselves were really excellent, and a good basis from which to grow the company. And, although the brand image wasn't particularly well known, we felt it was possible to build on it.

Woman: I see. I believe the previous owners weren't specialists in the field...

Man: That's right.., they were a large engineering group called AFT.

Woman: Did that cause any difficulties?

Man: Yes. Although AFT used the same management systems as in its other -engineering - businesses, and these seemed to be working, the production system just wasn't right for a consumer goods company. Turners offers a wide range of products, and has a complex business mix as a result.

Woman: I see. And how did their management system

affect distribution?

Man: Well, the first thing we realised was that, although there was an up-to-date computer system, it was impossible to follow the movement of products around the world. The items we manufactured had a different product number in each country! The methods of transport also varied enormously from one country to another, which made the invoices complicated.

Woman: And what sort of service was the customer getting?

Man: Well, it wasn't very efficient. Our customers, the sports outlets, complained that although they were usually on time, orders often had items missing. I think these outlets only stayed with us because there was still demand for our products.

Woman: And how do you intend to promote the brand?

Man: Well, with sports equipment, image is all important,

because there's so much competition. Although AFT had been active in their promotions with sports clubs in the early days, they hadn't kept up their efforts. Consequently, many players, especially those still at schools, are unfamiliar with our name. Our aim now is to make Turners products a big name at all the important sports events across the world.

Woman: What was your approach to reorganizing the company?

Man: Well, the first thing we did was appoint new directors.

Woman: And where did you start?

Man: Well, we knew we had to spend money on marketing, but the most important thing was to introduce better management control of finances, and after that, to look very carefully at the organisation and cost of manufacturing.

Woman: Did you make any changes there?

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