以下是小编为大家准备的商务英语高级真题集听力原文，本文共9篇，仅供参考，欢迎大家阅读。
篇1：商务英语高级真题集听力原文
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. There 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 cent 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.
篇2：商务英语高级真题集听力原文
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, which 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 you’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...
篇3：商务英语高级真题集听力原文
.
Part One. Questions 1 to 12.
You will hear the Chief Executive of a steel company talking to shareholders about the company’s performance over the last year.
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: Ladies and gentlemen, it has been, in general, a good year for the company. Although overall profits are down compared with last year, they are, I am pleased to be able to announce, higher than we expected at this time last year: this year’s figure is three hundred and fifty-four million pounds compared with last year’s figure of four hundred and fifty-one million pounds. The Board is recommending a final dividend of seven pence per share, which makes a total dividend for the year of ten p per share, identical to last year.
The profit is mainly thanks to the company’s UK plants, which again put in very strong performances, setting a significant number of production records.
Deliveries to markets outside Europe were twelve per cent up on the previous year, largely due to economic conditions outside our control. Operating costs, we are pleased to report, were two per cent lower than in the previous year, due mainly to reduced employment costs, as the workforce was cut from fifty-two thousand to fifty thousand.
Now to the less good news: there have been difficulties with our export trade over the last year. The main culprit here has been the strong pound, which has reduced profits by approximately five hundred million pounds. Secondly, S. B. Steel, our fifty-one-per-cent-owned German stainless-steel subsidiary, continued to be badly affected by depressed selling prices. Then Huntingdon’s, our twenty-five-per-cent-owned joint venture in the USA, encountered technical problems during the year, which mean that it is unlikely to resume operating at capacity again until late this year.
Now, faced with these problems, your Board has taken a number of measures, which we believe will be effective within a short time-frame: firstly, we have established a target for all our businesses of achieving fifteen-per-cent return on assets. We are streamlining the organisation structures to make them flatter and more responsive to changing needs.
We have also established a team to look at our working practices with the aim of improving productivity. We are creating a considerably more reliable supplier base; and lastly, we are using information technology more creatively.
To turn now to the general outlook in the UK and abroad: the situation is complex. The UK economy is forecast to slow down next year. For the economy as a whole, a recession is not expected but, for the manufacturing sectors, there are predictions of, shall we say, unfavourable conditions.
Globally, however, demand for steel may well strengthen over the next year, because of improving business confidence. In the US, for instance, analysts think that consumer spending will be maintained at high levels. Although we can never be one-hundred-per-cent sure how the markets will develop, we do feel confident that the Middle East offers profitable prospects and we expect some growth opportunities in steel or steel-related businesses in this region.
[pause]
Now listen to the recording again.
[pause]
That is the end of Part One. You now have 20 seconds to check your answers.
[pause]
篇4：商务英语高级真题集听力原文
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]
Woman: Good afternoon. My short talk today is about trade fairs: not how to exhibit at them, but how to take best advantage of being a customer - a visitor to the fair. How can you make your visit really cost- and time-efficient?
Firstly, an issue which is often overlooked is pre-exhibition preparation. It may be that the fair won’t be helpful, so find out as much as you can before you consider booking. As soon as you know it’s taking place, send off for the publicity folder, for which there is no charge. It contains information which can save you time and money. One particular thing I always advise clients to do is to look over the exhibitor list with great care and talk to line managers and colleagues about it. This will give you the best insight into whether this particular fair is right for your company. If it is, sign up for it.
Then, if you think the fair is for you, do take time to look into hotel arrangements. My advice is that you should try to choose a hotel yourself from the internet rather than selecting one from the trade fair’s recommended list. Trade fairs and exhibitions tend to use large chains because they’re easier to deal with, rather than ones with the most suitable facilities.
In due course, you will receive an enormous amount of trade-fair information - a lot of it you can throw away immediately. But not everything - the hand-outs to hang onto are the finalised list of visitors, and it’s also worth keeping the floor plan. Organisers seldom remember to supply extra copies, and you’ll be stuck if you don’t have one.
Then take a little care with your packing - don’t forget to take a large note-pad (fairs tend to supply tiny ones these days, and your jottings can get lost on small scraps of paper) and, whatever you do, don’t forget to take a good supply of business cards. There’s surely nothing more embarrassing than not being able to produce one on request. One other thing that I pack is a small pile of my own company brochures - not too many, they’d be too heavy - but to give out to selected personnel. Obviously you’re there with a view to buying, but an exchange of information helps everyone.
So now you’ve arrived and you’re standing in the exhibition hall with its bewildering array of people and exhibits. Where do you start? Well, my advice is to ignore the people at reception and go straight to the press office. They’ll be a good source of information about the really important events of the day and what the interesting new products and services are. After this, it’s worth taking advantage of what’s sometimes called ‘the Fast-Track Service’. It can be costly, but it is personalised and independent - an adviser discusses your company profile and directs you to suitable stands.
篇5：剑桥商务英语高级真题集听力原文
This is the Business English Certificate Higher 2, Listening Test 1.
Part One. Questions 1 to 12.
You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.
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: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.
Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and a non-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous IT analyst. Dr Sangalli - welcome.
Man: Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your own framework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...
篇6：剑桥商务英语高级真题集听力原文
this is the Business English Certificate Higher 2, Listening Test 2.
Part One. Questions 1 to 12.
You will hear a consultant giving a talk to a group of UK business people about exporting to the United Arab Emirates (UAE).
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: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking of extending their trading activities into new areas. Our chosen country this afternoon is the United Arab Emirates or UAE. Now, in geographical terms it is relatively small but what makes it very significant in commercial terms is its high purchasing power. The two most important cities, from a commercial point of view at least, are Dubai City and Abu Dhabi City, particularly the former. It is important to remember that the UAE has always been a distribution centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law.
What are they like as people to trade with? What are they looking for from you, the potential exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price.
Like everyone else they don’t like unreliability, whether in terms of getting the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your meeting their high expectations regarding after-sales service. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be getting orders from other agencies or whatever, because they’ve heard about you. But be warned - it also works the other way!
Another point to bear in mind that’s true of nearly all markets, but, believe me, it is particularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.
Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is attending a trade fair - one of the many held in Dubai. Having made your contacts, there are various options open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office option or the possibility of going into a joint venture with a local partner. It is always an expensive option, and the UAE is no exception in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be exceptions to this.
Now as far as import documentation is concerned...
[pause]
Now listen to the recording again.
[pause]
That is the end of Part One. You now have twenty seconds to check your answers.
[pause]
Part Two. Questions 13 to 22.
You will hear five different people talking about the relocation of their business premises.
For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.
After you have listened once, replay the recording.
You now have thirty seconds to read the two lists.
篇7：剑桥商务英语高级真题集听力原文
1 to 12.
You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisation which distributes business and research grants.
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: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit of background on the Agency, and then outline the steps involved in applying for support. OK?
What we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched - the amount fluctuates on a yearly basis – by contributions from a number of multinational companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this work, if you’re interested, can be seen in our annual report - I’ll leave copies out for you to look at. Since we began, we’ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we’re not simply giving this money away - our criteria are strict.
So, how do you apply? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Coordinating Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an application form. It’s quite a lengthy document, I must warn you, and you’ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decision about whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organisation are going to be available to put in the necessary work. OK, well that’s then your role finished for the time being.
Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applications are - the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up with a progress review, which you need to do at the end of the first year. Right, well, are there any questions?
篇8：剑桥商务英语高级真题集听力原文
2.
You will hear a representative of a company which organises trade fairs for academic recruitment. She is talking to a group of prospective clients.
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: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academic Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world and the specialist services we offer to make our exhibitions well known for being cost and time effective - reaching your target audience with the minimum of effort on your part.
Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia.
Right, regarding our exhibition package, we believe we offer a very comprehensive deal to the prospective exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending time negotiating add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibition stand. Of course, you can’t get very far in an exhibition without one of those – and also full materials delivery. We’ll get everything to the venue for you safely. And a very popular recent addition to the package has been the local trade guide. This has proved very successful because it includes lots of specific information about local conditions - hours of work, past patterns of enrolment in situ, etcetera, etcetera.
Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demotivating aspects of fairs from your point of view is the time spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine potential customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with potential customers. Now, how our filtering system works is through our targeted advertising and what this essentially means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business information onto our website a month in advance of the fair and retain on the site for six months.
Right now, there are other features of our fairs which we adapt to local conditions – what we call ‘context-sensitive’ features. They are, as you can see, suitable opening times that means you have access when needed and that can make a lot of difference to the number of people attending, plus our interpreter service, particularly useful for undergraduate enquirers wishing to take advantage of language support services in your institutions.
A few practical details now - you can get more information from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs.
[pause]
Now listen to the recording again.
[pause]
That is the end of Part One. You now have twenty seconds to check your answers.
[pause]
篇9：BEC剑桥商务英语高级真题集听力原文
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, and 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.
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