BEC中級(jí)真題第三輯TEST

1、僉U橋BEC真題集中級(jí)第三輯Test4READING1hourPARTONEQuestions1一7?Lookatthestatementsbelowandtheadvicegivenbyfourmarketexpertstoaholidaycompanyontheoppositepage?Whichexpertsadvice(A,B,CorD)doeseachstatement4-7)referto?Foreachstatement17),markoneletter(A,B,CorD)onyourAnswerSheet?Youwillneedtousesomeoftheselettersmo

2、rethanonceExample:0SunToursshouldconsiderthedomesticmarketforfuturedevelopmento0(BZZIC3EDZ1 SunToursrunsariskbysellingsimilarholidaystocustomersindifferentincomebrackets2 Itisworthofferingholidaysatadiscounttoincreasethenumberofbookings3 SunToursneedstoreflectonitsmarketingmethodsifitwantstoboostrep

3、eatcustom。4 Itwouldbeagoodideatosellholidaystolocationswhichotherpromotershaveignoredo5 SunTourshasbeendisadvantagedbyitsapproachinthepast.6 Incertainlocations,SunToursmaybeabletonegotiatemorefavourablecontracts7 ThereisanalternativetodiscountholidaysthatwouldbemoresatisfactoryforSunTourscustomersFo

4、urmarketexpertsofferadvicetoSunTours,themiddlemarkettouroperatorRobertWorthMarketingtoawideraudiencecouldleadtomorepeoplebuyingdirectfromand the consequentSunToursratherthangoingthroughtravelagents,flights oreductioninagentscommissionsmightboostcompanyprofits.Towardstheendoftheseasonreducingthecosto

5、fholidayswouldattractlast-minutecustomers,thusavoidinganypossiblelossonunfilledaccommodationancThecompanycouldalsoincreaseprofitsbysellingmorespecialisedholidayshereinBritain,perhapsbyofferingbreaksathistoricsitesandcoastaldestinationsStevenWorrelWhetheritsworthdiscountingsurplusholidaysisanarguable

6、point,asitnot only cuts into profits ,butalsoresultsinbudgetconsciousholidaymakersbeingputnexttoSunToursmoreaffluentcustomers,thusdamagingthebrandoltmayseemattractiveatfirstbecauseoftightmargins,butSunToursshouldthinktwicebeforetakingupthisoption.Currently,SunToursisplanningtosellhighermarginholiday

7、stopreviouslyumarketeddestinationsforwhichdemandisgreaterthansupply.ItislikelythataccommodationprovidersintheseemergingholidaydestinationswillbemoreflexiblewhenitcomestosettingtermsThefirmshouldgoaheadwiththispolicy。UrsulaCapalboGoodriskmanagementandhighersalescanguaranteehigherprofitsAlthoughSunTou

8、rshasalwaysbeenaversetoplanning,thecompanywouldinfactbenefitfromariskmodelthatforecaststheimpactofdiscountingoncashflowandprofitabilitylthroughouttheyear.SunTourswouldthenbeabletochangedirectionwhenthingsgowrong,astheyinevitablydofromtimetotime。Diversificationcanincreaseratherthanspreadrisk,socautio

9、nisneededasthecompanyentersregionswherefacilitiesfortouristsarenotyetfullydeveloped.Targetingcustomersnearingretirementage,whosedisposableincomeandleisuretimeareincreasing,wouldbeidealGillianWilmotSunToursknowsthatgoodrelationshipswithcustomersisthekeytosuccessinthetravelbusinessWiththisinmind,theco

10、mpanyshouldconsiderthatbrochuremailings,unlikeelectroniccommunications,canattractcustomersanmaximiseyearroundopportunity.Theyencouragesummertouriststotakeanotherbreakandcanevenbeusedtosendathankyoulettertoreturning1customers.Sellingholidaysatareducedpriceisdefinitelynotasensibleoption。Abetterchoicew

11、ouldbevalueaddedpromotionswhichcanimproveprofitabilityandbuildonSunTourscustomersdesireforhighqualityservice。PARTTWOQuestions8一12?ReadthearticlebelowabouttheimportanceofhumanresourceHR)management.?Choosethebestsentencefromtheoppositepagetofilleachofthegaps.?Foreachgap(8-12),markoneletter(AG)onyourAn

12、swerSheet.?Donotuseanylettermorethanonce.?Thereisanexampleatthebeginning(0)。HumanresourcemamagementItisnearlyacenturysincethecarmanufacturerHenryFordsad,Youcandestroymyfactoriesandoffices,butgivememypeopleandIwillbuildthebusinessrightbackupagain。(0)GButafewbusinesstheoristsarebeginningtoarguethatman

13、agingpeoplewellcanaddmoretothebottomlinethananythingelsewhenHRprofessionalssuggestchanginganorganisationscompensationstructureorMikeManzotti,aleadingAmericanauthorinthisarea,hasstrongviewsabouthegrowingimportanceofhumanhighstaffcommitment,forexample,hasanassetthatitsrivalsfindhardtocopyresources inw

14、orld、(8)todaysbusinesso A company withResearchinBritainwouldappeartosupportthisnotion。Arecentbusinessschoolsurveyintotheperformanceofeightmultinationalsfoundthatpeoplemanagementcouldbethemostdecisivefactorinacompanysperformance。Anotherstudyindicatedthesamethinginmediumsizedmanufacturingfirms(9)-.Aft

15、erall,howcaranorganisationevaluatethecommitmentofitsstaff?Forthisreason,theresearcherGeorgeHessenbergarguesthatascientificapproachisneeded0Hefeelsthatbeingmoreselectiveinrecruiting,theyareaskingforthingsthatrequireresources.(10)。Somenewapproachesareemergingthatattempttodojustthat,includingtheschemed

16、evisedbyconsultantsCouzejordan。Thescheme,whichcoverscommunication,recruitment,anduseofresources,predictsthatsignificantimprovementsintheseareasachieveanincreaseinshareholdervalueofupto30percent.Anotherprogramme,launchedbyjamesLestenanindependenthumanresourcesexpert,approachestheproblemfromaperspecti

17、vethatisdesignedtoappealtoawiderangeofmanagers。(11) 。Both,heargues,involveappropriatedecisionsbeingmadeabouttheallocationofresourceswithinaparticularbudgetLestersexpertiseenableshimtocarryoutanorganisationalauditforhisclientstoidentifywhichareasofHRareinmostneedofimprovement。Thisisbecausethereisnopo

18、intinbusinessesspendinglargeamountswithoutknowingiftheinvestmentisworthwhile。(12)。Lestersadvice,however,isforcompaniestothinktwicebeforehiringpeople,sinceitisvitaltheyassesswhethertheyaregettingvalueformoney。Example:ABCDEFG=1IZZI1=11=11=11=1Butthefindingsareinconclusivebecauseofthedifficultyofcollec

19、tingreliableevidence.Hearguesthattheroleofaskilled,motivatedandflexibleworkforcehasbecomemoresignificantastraditionalsourcesofcompetitiveadvantagediminish.Forexample,acommonmistakeistospendafortuneonrecruitmenttocoverupfordeficienciesintraining.However,mostleadingexpertsinthefieldbelievethatthereiss

20、ufficientevidencetosupportthismodelofworkplacedynamicsHecomparesthepositiveuseofhumanresourcestoeffectivefundmanagementasthisissomethingthatseniorexecutivescanrelateioHe believes,however,thattheonlywaytheywillgainapprovalforthesepotentiallyexpensiveinitiativesistohavesomedatathatdemonstratespositive

21、financialbenefits0Inthelightofthisstatementitisoddthatpeoplemanagementhastakensomanyyearstomoveuptheagenda.PARTTHREEQuestions1318 Readthearticlebelowaboutcommonproblemsaffectingmergers,andtheC or D) on your Answerquestionsontheoppositepage. Foreachquestion(1318),markoneletter(A,B,SheetAchieving a su

22、ccessful mergerHowever attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. lf there is a culture clash between the

23、 two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vainAccording to Chris Bolton of KS Management Consultants, 70 % of mergers fail to live up to their promise of shareholder value , not through any failure in economic te

24、rms but because the integration of people is unsuccessful。 Corporates, he explains ,concentratetheir efforts before a merger on legal, technical and financial matters. Theyemploy a range of experts to obtain thmost favourable contract possible。 But even atwaytoavoidthisistoworkwithfocusgroupstoseeho

25、wemployeesviewtheexistingcultureoftheirorganisation.Inoneexample，wheretwoglobalorganisationsinthefoodsectorwereplanningtomerge，focusgroupsdiscoveredthatthecompaniesdisplayedverydifferentprofiles.Onewassales-focused,knewexactlywhatitwantedtoachieveandpushedinitiativesthrough.Theothergotinvolvedinleng

26、thydiscussions，tryingoutoptionsmethodicallyandmakingcontingencyplans。Thefirstrespondedquicklytochangesinthemarketplace;thesecondtooklonger，buttheoptioniteventuallychosewasusuallythecorrectone.Neithercompanysapproachwouldhaveworkedfortheother。Theanswerisnottoadoptonecompanysapproach，oreventotrytoinco

27、rporateeveryaspectofboththeseearlystagespeopleissuesmustbeorganisations,buttocreateatotallynewtakenintoconsideration.Thestrengthsculture0Thismeanstakingthebestandweaknessesofbothorganisationsfrombothsidesandmakinganewshou1dbeassessedand,ifitisamergerorganizationthateveryonecanaccept.Orofequals,thenc

28、arefulthoughtshouldbealmosteveryoneInevitablytherewillbegiventowhichpersonnel,fromwhichthosewhocannotadapttoadifferentside,shouldtakeonthekeyrolesculture。ResearchintotheimpactofThis was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the larg

29、est players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value。 However, although the companies skilbaseswere compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation。This il

30、lustrates the need to compromise if a merger is to take place.But even in mergers that do gomergers has found that companies with differing managementstyles are the ones that need to work hardest at creating a newculture。Another tool that can help to get the right cultural mix is intercultural analy

31、sis o This involves carrying out research that looks at the culture of acompany and the business culture of the country in which it is based。 It identifieshow people , money and time are managed in a company and investigates the business customs of the country and .how its politics, economics and hi

32、storyahead -there_can_be_culture_clashes._One .impact on the way business is done13 Accordingtothetext,mergerscanencounterproblemswhenAcontractsaresignedtooquicklyBexpertscannotpredictaccuratefiguresCconflictingattitudescannotberesolvedDstaffareopposedtothetermsofthedeak14 AccordingtoChrisBolton,wha

33、tdomanyorganisationsdoinpreparationforamerger?AensuretheirinterestsarerepresentedBgivereassurancestoshareholdersCconsidertheeffectofamergeronemployeesDanalysethevaryingstrengthsoftheirstaff15 TheproposedmergeroftwopharmaceuticalgroupsfailedbecauseAmajorshareholderswereopposedBtherewasafallinthedeman

34、dfortheirproducts.CtherewereproblemscombiningtheirareasofexpertiseDanissueofpersonalrivalrycouldnotberesolved.16 Accordingtothetext,focusgroupscanhelpcompaniestoAdevelopnewinitiatives0BadoptcontingencyplansCbedecisiveandreactrapidly。Devaluatehowwellmatchedtheyare.17 Creatinganewcultureinanewlymerged

35、organisationmeansthatAmanagementstylesbecomemoreflexibleBthereismorechanceofthemergerworkingCstaffwillfinditmoredifficulttoadapttothechanges.Dsuccessfulelementsoftheoriginalorganisationsarelost18 Accordingtothetext,interculturalanalysiswillshowAwhatkindofbenefitsamergercanleadtoBhowthenationalcontex

36、taffectsthewayacompanyisrunChowlongitwilltakeforacompanyculturetodevelop.DwhatchangescompaniesshouldmakebeforeamergertakesplacePARTFOURQuestions1933?Readthearticlebelowaboutabankwithareputationforexcellence?ChoosethebestwordtofilleachgapfromA,B,CorDontheoppositepage?Foreachquestion1933),markonelette

37、r(A,B,CorD)onyourAnswerSheet.?Thereisanexampleatthebeginning,(0).ThebankwithideasWithseveralhundredyearsofhistorybehindit,theAPL.Bank.hasfewproblemsin(0)Bbusinessesthatitisareputableandsecure(19)ofarangeofbankingservicesNow,itisdemonstratingtobusinesscustomersthatitsflexibleandresponsiveenoughto(20)

38、theirchangingneedsinthe21stcentury。BasedinLondon,APLoffersbankingservicestobusinessesthroughouttheUKviaitsbranch(21)0Mostcustomerserviceprovisionis(22)out-bypersonalaccountmanagersbased-inlocalbranches,togetherwith(23)staffatcompanyheadquartersoAnimportant(24)forAPLhasbeentomakeiteasyforcustomersto(

39、25).o.oooo.o.obusinesswiththebank.Theycancontacttheiraccountmanagerbydirectlineoremail;ifthemanagerisonholiday,acarefullychosencolleaguebecomestheaccouncontactand(26)withthecustomerduringthemanagers(27)oInaddition,forthosewhowant(28)totheirbankatanytimeofdayornightthereisnowa24hourphonebasedserviceI

40、nordertoremaincompetitiveandbuildcustomerloyalty,thebankguaranteestoturnaroundurgentloan(29)within24hours.Thisfocusonthecustomerhasalsobeenadriving(30)inAPLsrecruitmentanddevelopmentpolicyForexample,newlyinductedstaff(31)acustoerservicereviewtofindoutwhatitisliketobeontheothersideofthedeskaskingtobo

41、rrowmoney.Together;these(32)inbankinghaveachievedexcellentresultsoThecustomer(33)isgrowingfast,andlastyearthebankgained36,000newbusinessaccounts.Example:AurgingBconvincingCencouragingDconfirming0AIZZIBCD19AproducerBsupplierCproviderDgiver20AachieveBreachCmeetDassist21AsystemBwebCgridDnetwork22Ataken

42、BbroughtCcarriedDput23AaidBsupportCguidanceDbacking24AobjectiveBpurposeCdirectionDscheme25AdoBrunCmakeDhave26AcopesBarrangesChandlesDdeals27AvacancyBdepartureCabsenceDretirement28AaccessBentranceCapproachDopening29AdemandsBapplicationsCproposalsDorders30ApowerBstrengthCforceDpressure31AtakeoverBgoth

43、roughCsetdownDputup32AinnovationsBadaptationsCrevisionsDmodernisations33AsourceBbaseCcentreDfoundationPARTFIVEQuestions3445?Readthetextbelowaboutexpensesclaims.?Inmostofthelines(3445)thereisoneextraword.Itiseithergrammaticallyincorrectordoesnotfitinwiththemeaningofthetext。Somelines,however,arecorrec

44、t?Ifalineiscorrect,writeCORRECTonyourAnswerSheet.?Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.?Theexercisebeginswithtwoexamples(0)and(0)。Examples：TJICO|R|R|E|C|T|H0HHH口口DealingWithExpenses0Mostcompaniesuseformsorspreadsheetstoprocesstravelandentertainment0expense

45、sclaimsAsaresult,itcanbedifficulttocontroloverspendingacrossth34organisation,andunfortunatelywhendataoftenneedstobeprocessedagainancentered35intothefirmsothersuchaccountingsystemsOnesolutionisanautomatedexpenseske36managementsystemButiftherearevariousmeasuresyoucanimplementtoma37yourexistingprocedur

46、esmoreefficient.Firstly,tryensurethatallexpensesclaimsare38independentlybeenauthorisedWhoapprovesseniormanagersclaims,forexample?39Dontwastetimeforreviewingallexpensesclaimsonlylookindetailatasample,but40egularlyupdatethefirmsexpensespoicy,andquerywithallclaimsthatfalloutsideit。You41shouldalsoavoidd

47、uplicatingeffort；iflinemanagerscheckexpensesthereislittlepoint42intheaccountsdepartmentaredoingso。Youcouldtrytocutdownoncashadvancesand43corporatecreditcardsmakingstafftousetheirowncreditcardsencouragesthe44tosubmitclaimsontime。Itisalsoagoodideatoidentifyandremindstaffwhodonot45submitorapproveclaims

48、promptly.Finally,aimtorechargeeveryexpensestocustomerswhereyourbusinessmodelallowsWRITING45minutesPARTONE?Yourdepartmentneedstoemploysometemporarystaff?WriteanemailtotheHumanResourcesManager:?sayinghowmanystaffyouneedandgivingthedateyouwantthemtostart?explainingwhyyouneedthem?statingwhatskillstheysh

49、ouldhave?Write4050wordsToCcSubject:HumanResourcesManagerTemporarystaffPARTTWO?YouarethemanagerofArvonIndustrialParkandyouhavejustreceivedtheletterbelowfromFNTLtd,apotentialcustomer?Lookattheinformationbelow,onwhichyouhavealreadymadesomehandwrittennoteso?Then,usingallyourhandwrittennotes,writealetter

50、ofreplytoFNTLtd。? Write 120-140 words.The manufacturing company I work for, FNT Ltd，物 is expanding and needs to rent a new factory unit in suitable location。It is important to us that the industrialGive example ofervice offeredGive example of transportrs:Parking 300*last year? security services ? ad

51、equate staff parking。? good electricity supplyWe are uncertain about the length of rental period weneedbutwould welcome-details-of_possibleArvon Industrial ParkExplain benefits of long-term rentalcontractsUnitsbetween1000mand3000m2Shortorlong-termrentalcontractsCompetitivepricesContactArvonIPptel。co

52、mforfurtherinformationLISTENING40minutes(including10minutestransfertime)PARTONEQuestions1一12?Youwillhearthreetelephoneconversationsormessages?Writeoneortwowordsoranumberinthenumberedspacesonthenotesorformsbelow。?Afteryouhavelistenedonce,replayeachrecordingConversationOne(Questions1T)Lookatthenotebel

53、ow。Youwillhearawomandiscussingproductionproblemswithherboss.MEETINGNOTESCostof(1)haveincreasedSomeofour(2havesighedexclusivecontractswithsuppliers.Notimetodiscussproblemsat(3)meeting0Productqualityproblemsduetolackofsuitablytrained(4)ConversationTwo(Questions1T)?Lookatthenotesbelow?Youwillhearawoman

54、phoninghercompanyslegaldepartmentaboutemploymentcontractsPhoneMessageforSimonSmithEmmaPayntonhasaqueryaboutcontractsfornew(5) .0.00000.O.0OOOO.000.0.0000.000.O.000.o.o.oOO.0.o.ooSheneedstoknowthemaximumlengthallowedfora(6) Oo.ooooooo.ooo.ooo.oooo.o.o.ooooooo.oo.ooo.o.ooooo.oooo.Also.if(7) .ooooo.ooo

55、.oo.ooooooooooo.ooo.o.oo.o.oooooooo.ooo.ooisrequired,cansheincludeitinthehourlyrate?Couldyoucheckacontractfromanew(8) ooo.ooooo.oooo.oo.o.o.oo.ooo.o.oo.o.oo.o000.?ConversationThree(Questions9-12)?Lookatthenotesbelow.?Youwillheartwocolleaguesdiscussing-what-to-include-in-theircompanysnewsletter.NEXTM

56、ONTHNEWSLETTERWhattoinclude:Decisiontointroduce(9)forallstaffoPositivefeedbackonthenewmodelsshownat(10)lastmonthoBoardarecomingtofinaldecisiononthe(11)ofGandQ.will be necessary。N.B。Needtoreassurestaffthatno（12）PARTTWOQuestions1322SectionOne(Questions1317)?Youwillhearfiveshortrecordingso?Foreachrecording,decidewhatopinionthespeakerhasaboutthecompanytheyworkfor。?Writeoneletter(AH)nexttothenumberoftherecording.?Donotuseanylettermorethanonce?Afteryouhavelistenedonce,replaytherecordings.13141516.A The after sales service is poor.B The company brochure should be updated.C More money shoul