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

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剑桥商务英语高级真题集听力原文1

This 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, an d 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2

Part 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 of 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 can 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 the results 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 initiatives 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

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