商务英语高级真题集听力原文

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1

This is the Business English Certificate Higher 4, Listening Test 1.

Part One. Questions 1 to 12

You will hear Jack Lester, founder of Hinde Instruments Corporation, a telescope manufacturer, giving a talk about the development of his company.

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 45 seconds to read through the notes

[pause]

Now listen, and complete the notes.

[pause]

My name is Jack Lester and I’m here to talk about the company I originally founded in nineteen seventy-two, Hinde Instruments. Today, the company, with factories in Nevada and Texas and its headquarters in California, is one of the world’s largest manufacturers of telescopes. Sales have grown at a rate of thirty-six per cent for the last ten years and in two thousand and two, reached one hundred and twenty-six million dollars. But this hasn’t always been the case. In fact, in nineteen ninety-one, the threat of bankruptcy was hanging over the company.

I’ve always been an amateur astronomer and started building my own telescopes when I was ten. After working as an engineer at WAC, it seemed quite natural to start my own telescope company, Hinde Instruments. To start with, the company imported telescopes and sold them by mail order, but by nineteen seventy-seven, the company was making its own telescopes. Almost overnight, we took a huge portion of the market, amateur astronomers being keen to buy our telescopes because of the features they offered. By nineteen eighty-three, sales reached two million dollars.

In nineteen eighty-six, I sold the company for six point five million dollars to the Amtex Group, staying on as President. From the start, I disagreed with the new owners, and things did not go well. Then the sky fell in. In February nineteen ninety- one, the bank called in the company’s loans. Th ere was no cash at the time. In fact, the company’s balance sheet gave a net worth of minus two point five million dollars for nineteen ninety-one, the company having lost that much the previous year on sales of eleven point five million dollars.

I made a personal loan to the company of sixty- five thousand dollars to stave off the bank for one week so I could start to negotiate with three senior managers at Hinde interested in buying the company. It worked, and Amtex agreed to sell us one hundred per cen t of the company’s stock, along with all its liabilities, for one thousand dollars. As the key investor, I purchased fifty-one per cent of the company for five hundred and ten dollars.

剑桥商务英语高级真题集听力原文2

This is the Business English Certificate Higher 4, Listening Test 2

Part One. Questions 1 to 12

You will hear a speaker giving a group of managers advice on how to run a project.

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 45 seconds to read through the notes.

[pause]

Now listen, and complete the notes.

[pause]

Woman: Um, OK, er, can I have your attention, please? Thanks. Now, er, people ask me ‘how do I know if a project is good and, if so, how do I then keep it on track?’ Well, there are no magic formulas, but I do have a few tips for choosing and managing projects that I’d like to share with you today.

First of all, choose carefully! Your project needs to be large enough to be worthwhile and one in which your basic skills will enable you to succeed. This means sifting through proposals very carefully, and so it’s essential that you allocate enough hours to the selection process. When you’ve done that, you need to work out

how long the project will take. It’s pretty tough to maintain a project’s freshness and flexibility, so you don’t want it running on too long - therefore, you need to set a sensible, manageable timescale.

When you start, you need to think about how your project will be better than the last one, and this means you should constantly keep the customer’s circumstances in mind and think about what they want. Employees will be enthusiastic about the project if you emphasise how important it is. So you should aim to convince them of how crucial teamwork is, and if you can do that, you’re more likely to get the best results. Also, good managers have a constantly updated picture of the project performance, and to achieve this, you need to be efficient at record-keeping.

As the project gets going, you should always keep employees informed and involved in what’s going on, so that they understand any constraints. At the same time, this will help them to appreciate the progress being made. And try meeting across boundaries. In well-managed projects, you’ll find that any meetings that are held are not exclusive to the project workers, but include people from different disciplines who work in the same organisation. These

‘outsiders’ may come up with fresh approaches, wh ich can speed up the whole project.

Now, encountering problems is almost inevitable; you need to recognise that and deal with them. To do this successfully, you need to share information about anything which is not going well. This will allow you to make decisions quickly and minimise any big changes. These may come as a result of the customer altering their requirements. It’s vital to be able to adjust to these developments, so make an attempt to be as flexible as you can in your dealings with them.

The prospect of success rises when those involved are consciously trying to do better than any other businesses or even past practices within their own company, so it’s important to breed competitiveness - the more the better if you want to get the best result.

And finally, don’t forget that companies that appear to be doing well all the time owe their success, in part, to a willingness to diversify when the market moves or alters, or as they recognise where they can make a better contribution. And, when yo u’re contemplating a risky project, make sure you employ people who

have several skills. This means they could be transferred if the original project doesn’t succeed.

Well, er, I hope that’s helped. Urn, now, if anybody has any questions...

剑桥商务英语高级真题集听力原文3

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

Part One. Questions 1 to 12

You will hear an adviser giving a talk to a group of purchasing managers about how to make good use of visits to trade fairs.

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 45 seconds to read through the questions.

[pause]

Now listen, and complete the notes

[pause]

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商务英语视听说听力原文

商务英语视听说听力原 文 Modified by JACK on the afternoon of December 26, 2020

Unit 1 Task 2 M: Come in, please. W: Good morning, sir. I’m Karen Yang. M: Good morning, Miss Yang. I’m Kevin Carter, the Administration Manager. Take a seat, please. W: Oh, is that your wife, Mr. Carter She is so beautiful. M: Thank you. Ah… Miss Yang, I’ve gone through your resume. I’d like to ask you some questions now, if you don’t mind. W: Of course not. please go ahead. M: Well, can you tell me why you would like to work as a medical representative with us? W: I really like this kind of work, and having been a doctor for three years, I want to apply for this position for a change. M: Don’t you think it’s a pity for yo u to leave your present job?

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Unit 1: Steve Morgan, a good dynamic salesman, is on the way to a job interview on Bateman Retail Technologies. But he is very nervous because his IT skills are not good enough to get the job. Jim, the security camera, wants to help him. He thinks that Steve has not prepared well for the interview as Steve does even not know what sort of products do the company sell. When Steve is thinking about the interview, Jim tells him that the first impression is very important for interview and encourages him to be confident. In the waiting room, Jim encourages Steve to chat with the lady called Jennifer who is the head of personnel but is mistaken as the one of candidates by Steve. They talk about many things like the expansion of the company. Steve tells her that he is taking part in an evening course to improve his IT skills. He also demonstrates his opinion about the on-line selling that no customer care, no customer loyalty. And few days later, with the help of Jim, Steve gets the job and successfully makes a deal with Jack Smedley. Unit 2: Hilary Baker is under a lot of pressure because there will be a big presentation about a web directory for inventors, called The Great ID,tomorrow. It is an important presentation for them because if Pablo Duarte, the European chairman, likes their idea, they will receive a great number of money invested by him and other investor. Because of the nervousness, Hilary decides to go back to the office to have another look of the material. Jackie goes with her and help her. Back to the office, they begin to rehearse the presentation. Hilary is too tense to finish the presentation. However, with the encouragement and help of Jackie,Hilary becomes better and better. While they are rehearsing, Simon, the partner of Hilary, comes back to the office with the same reason as Hilary. And then they go through the presentation together. Their efforts have been paid. The presentation is very successful. Both Pablo and Pik Sen are satisfied with their presentation. They also exchange present for each other and Pik Sen and Simon will go to the opera together. Unit 3: Jonathan and Katherine, the two senior directors of Preston Valley Racecourse, are talking about the problem of the racecourse which has lost money for the two years and is nearly bankrupt. Katherine suggests to ask the consultant for help. But Jonathan opposes to do so for worrying that the consultant wants to turn the racecourse into a theme park. Warren ,the owner of the racecourse, is 1.2 million dollars in debt and he has to put a proposal in front of the bank manager on Friday. Unluckily, he failed to get some suggestions from Jonathan and Kathrine. Jonathan wants to accept Warren’s suggestion of opening a riding school which would take too much time to bring in the profit they need and they also need to invest extra money but Warren doesn’t have another money to put in. Finally, as the time is limited, they have no choice but to consult with the expert. Therefore, they consult with Jean-Piere Dubois who is the best in the business. After the visit of the racecourse, Jean-Piere gives two suggestions. One is to sell part of the land and then use the money to relaunch the business. The other one is to sell the racecourse to the National Racecourse Association, which the future of the racecourse is guaranteed but Warren would not be the owner of the racecourse any longer. Katherine agrees on the first suggestion while Jonathan supports the second one. Warren asks them to think about it more cautiously and then make a right choice. After a heated discussion, Warren makes a decision to choose the second suggestion. One week later, Katherine don’t want to work for a big cooperation and leaves the racecourse for France to