1、BEC商务英语（高级）听力模拟试卷 9及答案与解析 一、 PART ONE 1 THE DEVELOPMENT OF MANSHEE 1. The speaker had a problem finding _ for his computer. 2. Initially, the speaker bought from _ businesses. 3. Four years after its launch, Manshees _ was 6 m. 4. The company grew rapidly without having _ 5. The main factor in the c
2、ompanys decisions was the current months _ 6. _ fell as a result of competition. 7. Manshees consultants work mostly with _ . 8. The consultants made Manshees directors put their future _ in order of priority. 9. The directors first focused on _ and financial goals. 10. What the speaker feels was pa
3、rticularly valuable was the _ of the consultants advice. 11. Manshee classifies its customers on the basis of their _ 12. The most successful division is the one working with the _ sector. 二、 PART TWO 13 You will hear five different people talking about visiting trade fairs. For each extract there a
4、re two tasks. For Task One, choose the persons intention in visiting the fair from the list A-H. For Task Two, choose the experience at the fair that each person mentions from the list A-H. After you have listened once, replay the recording. Task One - Intention in visiting the fair For questions 13
5、-17, match the extracts with the intentions, listed A-H. For each extract, choose the persons intention in visiting the fair. Write one letter (A-H) next to the number of the extract. 13 Task One - Intention in visiting the fair For questions 13-17, match the extracts with the intentions, listed A-H
6、. For each extract, choose the persons intention in visiting the fair. Write one letter (A-H) next to the number of the extract. A to get ideas for potential new products B to give a presentation C to seek alternative employment D to find out about competitors products E to get new marketing ideas F
7、 to give product demonstrations G to recruit a new overseas agent H to find alternative suppliers 18 Task Two - Experience at the fair For questions 18-22, match the extracts with the experiences, listed A-H. For each extract, choose the experience at the fair that each person mentions. Write one le
8、tter (A-H) next to the number of the extract. A thought of a way of cutting costs. B was impressed by some publicity material. C saw a new way of applying technology. D was pleased by some sales figures. E noticed some export opportunities. F was impressed by a competitors product. G saw someone dem
9、onstrating an effective selling technique. H I thought of ways of improving an important product we make. 三、 PART THREE 22 You will hear part of a conversation among an interviewer, John Chambers and Carly Fiorina, CEOs of two companies. For each question 23 30, mark one letter A, B or C for the cor
10、rect answer. You will hear the recording twice. 23 Wharfs the real meaning of “Ill take the second shot at it? （ A） I will be fired after you. （ B） You answer these questions first and I will give my answers after you. （ C） I will be the second person who will be shot. 24 What are their answers to t
11、he question that “Do people tend to blame the CEOs in the same way that they may credit the CEOs when things go well?“ （ A） They will blame the CEOs, but they expect them to get it back up and still support them. （ B） People will blame the CEOs and wont support them any longer. （ C） People will alwa
12、ys support the CEOs however things go. 25 Which of the following opinions is correct? （ A） The CEOs can always do things very well, especially when they solve the very difficult problems. （ B） When things go well, the CEOs can behave better than any other person in the company. （ C） The CEOs are nev
13、er as good as people say they are and they are never as bad as people say they are. 26 Which is not the possible percent age of the e-mails and voice mails that are very supportive of the CEOs when the CEOs are meeting with very difficult problems? （ A） 70 （ B） 96 （ C） 97 27 Does it help their indiv
14、idual company or themselves if. their employees and shareholders support them? （ A） It is just external and cannot help in any aspects. （ B） It will help solve all the difficulties. （ C） It will help in the sense. 28 Which of the following statements is not what investors, employees and customers fo
15、cus on? （ A） Do the company still treat them with respect and empathy in the tough times aswell as the good times? （ B） Can they still get the same salary in the tough times as well as the good times? （ C） Are the basic strategies and the basic ways of operating changing? 29 After Chambers was named
16、 CEO, has his public persona changed? （ A） That has changed a lot in the past years. （ B） There is no change at all. （ C） There is a little change, but not very much. 30 Which of the following statements is correct according to Chambers opinion? （ A） You can make the image of the company through hug
17、e amount of advertising and it is real effective. （ B） Personal image cannot represent the image of the company. （ C） The personal images should be consistent with the image of the company. BEC商务英语（高级）听力模拟试卷 9答案与解析 一、 PART ONE 1 【听力原文】 Man: Good morning, ladies and gentlemen. Im honoured to have thi
18、s 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
19、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
20、directors - myself and three of my friends - plus a staff of seventeen. The culture was young and the working environment didnt 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
21、 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, bu
22、t we didnt 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 no
23、w, but wed never realised the value of doing it before. Initially, we set out strategic and financial targets for the next three years, and now were pleased with just how many of those objectives weve met. The value of bringing in outside expertise was that it gave us objectivity. Its so easy to tak
24、e things for granted, and to go on in the same mindset. Using consultants meant we received invaluable advice on our business priorities. Planning has allowed us to make notable improvements. For instance, by segmenting our customer base, we realised that we could put our customers, currently in exc
25、ess of a thousand, into four distinct groups, according to their buying behaviour. That made us realise we could increase sales if we allocated different people to deal with each group. So we set up four specialist divisions, and the most successful one has increased its sales by over twenty per cen
26、t, and thats the division involved with the training sector. Were signing off the next plan for growth. People are sometimes concerned that planning leads to rigidity, but we certainly dont find that it stops us from being as flexible as we need to be. Thank you. 1 【正确答案】 ACCESSORIES 2 【正确答案】 MAIL(-
27、)ORDER 3 【正确答案】 TURNOVER 4 【正确答案】 (A/ANY) STRUCTURE 5 【正确答案】 CASH FLOW 6 【正确答案】 (PROFIT) MARGINS 7 【正确答案】 SMALL BUSINESSES/SMALL 8 【正确答案】 INVESTMENT(S)(PLANS) 9 【正确答案】 STRATEGIC (TARGETS)/ 10 【正确答案】 OBJECTIVITY 11 【正确答案】 BUYING BEHAVIO(U)R(S) 12 【正确答案】 TRAINING 二、 PART TWO 13 【听力原文】 Speaker One Woma
28、n: Well, there seem to be more and more fairs, dont there? And all apparently quite unmissable, which is fine, except I do actually have an office, and do need to get things done. So I try to be a bit selective. I try to make sure Ive got my own agenda clear about what I want from a fair. With this
29、one, for example, I wanted to see how our goods match up against our main rivals, by looking at theirs as if I were an ordinary customer, noting the specifications and so on. basic market research, really. And it was interesting, gave me some ideas to take back to the office. Some of the brochures a
30、nd other literature that I picked up at this one were quite striking, very high quality, and that alone made it worthwhile. Speaker Two Man: For me, fairs are a vital part of business life, where else do you get manufacturers, suppliers, agents, everyone all milling around together? Its certainly a
31、great audience for the sort of talk I was there to do, and it meant I was able to communicate our values and commitment to service. Those are things our suppliers need to understand, so that we can get a full circle of quality from components to delivery and after-sales. And of course, I also had pl
32、enty of time to look around, do some networking. I realised there are places we havent considered as markets that we should be looking into. The currency situation means our prices could be very attractive outside our domestic markets and get us good sales. So, all very worthwhile. Speaker Three Wom
33、an: These fairs are getting so big, its frustrating because you waste a lot of time just navigating your way around. I actually wonder how useful they really are in terms of achieving sales. Still, I have to say, that it gave me an idea for a couple of features we could incorporate into our main mod
34、el, which would make it more attractive, I think. So that was a bonus, and to some extent made up for my disappointment about not securing a new representative, which had been my aim. I did talk to a couple of promising people who cover the Pacific Rim, but there were a lot of complications, differe
35、nt expectations. I realise its going to take a while before we can reach a concrete agreement and build a solid marketing strategy there. Speaker Four Man: To be honest, I relish opportunities to get out of the office from time to time, it refreshes the mind, and you can get insights into what youre
36、 really doing. Im pleased this time, because Ive come back with the realisation that we can save quite a bit on packaging - our new range of products are selling well, and in fact were getting bigger orders than we forecast, and the agents are very optimistic, which all means we dont need to package
37、 up units individually, and thatll be quite a saving. Its important, because its getting increasingly competitive all the time, with new products coming out almost every month. The other thing Ive been trying for is better components, and thats why my plan for the fair was to identify new manufactur
38、ers of processors, because Im not happy with our present source. Speaker Five Woman: Its amazing the way the industry is developing. I was walking around remembering such fairs just, say, five years ago, and thinking of how many of the products simply didnt exist then. One of the effects of all this
39、 constant innovation is that to stay competitive you have to keep finding different marketing angles. Thats what I was looking for, some kind of fresh approach to expanding our customer base. In the office, I tend to become absorbed in staffing issues, so I need to get out among customers and compet
40、itors. Anyway, while I was there I spotted a way of getting value out of our database. Theres software available now which would enable us to analyse customer preferences and provide pinpoint offers for them. 13 【正确答案】 D 14 【正确答案】 B 15 【正确答案】 G 16 【正确答案】 H 17 【正确答案】 E 18 【正确答案】 B 19 【正确答案】 E 20 【正确答
41、案】 H 21 【正确答案】 A 22 【正确答案】 C 三、 PART THREE 22 【听力原文】 M: (Interviewer): What happens to the CEOs who are praised as all-wise geniuses when the Dow and NASDAQ were rocketing upwards once the market turns the other way? What can a business leader do when his or her company still strong, still profitabl
42、e gets caught in a sudden ominous climate change? Both our guests tonight will face those questions. OK, Im wondering whether or not, either of you or both of you have the experience in recent days where the same people who regarded you as the absolute Sun King and Queen of the world are now looking
43、 at you at all differently, because theyve seen the value of the shares go down? I mean, do people tend to blame the CEO in the same way that they may credit the CFA when things go well? M: (John Chambers): Ill give you the tough questions, Curly, first. Ill take the second shot at it. F: (Curly Fio
44、rina): Well, first of all, I remember, well, something that someone once said to me about the media. What they said was, “Youre never as good as they say you are and youre never as bad as they say you are“, and that% true. I think leadership takes, and now Im quoting John. John says all the time and
45、 its true, “Leadership takes more than its fair share of the credit and more than its fair share of the blame, “ but that is the price of leadership. M: (John Chambers): I would agree and I often open up after somebody says some nice comments and introducing for a speech with exactly that comment, “
46、youre never as good as things are when things go well, nor as bad when you trip a little bit. The press, it gees with the territory. Ive been pleasantly surprised by both how our employee base and how our shareholders, even those who have lost a lot of money, probably about 95 to 98 percent of the e
47、-mails and voice mails have been very supportive. Now they expect us to get it back up, but are very supportive of where we are. M: (interviewer) But is it easier? Does it help in a way your individual companys or yourselves that this whatever we want to call it down turn, Tsunami has hit so broadly
48、? F: (Carly Florins): Well, I think it certainly helps in the sense that what investors, what employees, what customers ought to be focused on in this time is: are the basic strategies changing? They shouldnt be just because times get tough if they were the right strategies. Are the basic ways of op
49、erating changing? They shouldnt be just because the times are getting tough. Of course you make different discretionary decisions, but the way you treat your employees do you still treat them with respect and empathy in the tough times as well as the good times? So people ought to be looking for the patterns that endure. And I think thats true of investors, the smart ones are trying to say, okay, its going to be c
