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剑桥商务英语中级真题4

RE AD I N G

PART O N E

●L ook at the statements below and the article about meetings on the opposite page.

●Which section (A, B, C or D) does each statement (1-7) refer to?

●For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.

●You will need to use some of these letters more than once.

Business M ee t i n gs

A. Many organisations are developing ways of minimising the time workers spend sitting in meetings in order to give them more hours working at their desks. They realise that reducing the number of meetings is problematic, but some are using a device called a Meeting Meter to determine how much money is wasted through the widespread practice of over-populated and time-inefficient meetings. A general meeting in a big company can cost ￡9000 an hour. Even staff in UK government departments have been told to make less elaborate presentations and to get through them more quickly.

B. A solution has often been to take things at breakneck speed or abolish meetings altogether. Olivia Dacourt, CEO of a retail chain, makes a point of not letting anyone sit down in her meetings. 'We cover more material in a 15-minute meeting than you'd see in a two-hour sit-down meeting,' she says. She drills her employees to shout

'pass' if they have no comment to make, thereby saving a hastily mumbled agreement with the previous speaker. In this way, her last staff meeting clocked in at six minutes.

C. Website designer Barry Hare has gone so far as to charge his clients a meeting 'tax'. If they ask for a meeting, he doubles his design fee of ￡85 an hour. 'Everyone I talk to hates meetings, but they don't know what to do about them,' he says. 'Well, I've actually done something.' Similarly, at JP Products, managers have instigated a No Meetings Day every Friday. The scheme was devised by in-house industrial psychologist Ada Pearson after hearing employees joke about the need for a 'meeting-free day'.

D. But abolishing meetings is not as simple as clearing them from your diary. At JP Products some workers have felt the need to get round the No Meetings Day directive by holding spontaneous 'huddles' and 'nice to knows' to update each other on progress. After her success in reducing the meetings quota, Pearson is under pressure from meeting-weary managers to implement days that are free of emails and telephone calls. But unfortunately she has other priorities-thanks to a lengthy meeting with the chief executive.

1. a way of ensuring that meetings are less likely to take place

2. the common situation of too many people attending meetings

3. a way of ensuring communication can take place without breaking company rules

4. a policy discouraging repetition of ideas

5. staff attitudes towards meetings resulting in action to reduce their frequency

6. a policy of cutting down on the amount of detail given in long speeches

7. people who attend meetings requesting limitations on other forms of communication

PART T W O

●R ead the article below about professional headhunters.

●C hoose the best sentence from the opposite page to fill each of the gaps.

●For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

Professional headhunters are now key players in many kinds of r ec r u itme n t.

But how do you gain their attention? Matthew Lynn i n v estig a tes.

In the past, companies would use the services of headhunters to recruit principally at boardroom level. But these days, they are also responsible for filling a much wider range of middle management and specialist posts, and consequently, they have huge influence in the commercial world.

（0）(G) The first is that economic expansion has, in many countries, left the labour market tight. In a number of industries, and in growth sectors such as technology and media, there is now a severe shortage of skilled and talented people. This has forced companies to go out and look for the staff they need and not wait for them to arrive at the door. The second reason is that companies are now critically dependent on the skills and knowledge of their key people. They are very aware that having the right staff may determine their survival in a competitive marketplace. 1

So, how do you make sure you get noticed by the headhunters? In the days when jobs were mainly advertised in newspapers, you could search the appointment pages and apply for anything that interested you. 2 Unless you are in contact with them, it is unlikely you will even be considered for a post.

Most headhunters will devote time and energy to tracking down talented people in large organisations. 3 So, while it would be nice to think the headhunters will find you, in fact, you often have to find them. 'Executives must be proactive in the search process by building on current skills, being fully prepared for interviews and by keeping CVs up to date" says Julia Fernandez, manager of PB Executive Search.

It is also important that you set time aside to talk to headhunters. At some point, you may be contacted by a headhunter to recommend someone in a related field or provide a reference for someone you have dealt with professionally. If you simply deal with the enquiry as quickly as possible, you may be failing to exploit the potential benefit to yourself. 4 Fernandez advises that, 'All contact with headhunters is potentially useful, and you should have one or two headhunters that you know personally and make a point of keeping in touch with.

5 Make sure that the people around you will always be motivated to say something positive about you if approached. Your potential employers are watching you constantly.'

A. But it is hard for them to establish contact unless these skilled individuals have been brought to their attention.

B. They are consequently a lot more willing to turn to headhunters than in the past.

C. Moreover, headhunters are all in the business of having as big a network as possible and working it to their advantage.

D. In addition, the fact that headhunters are always looking for talent means that great care needs to be taken with the image you project in the workplace.

E. Now, it is only junior or unskilled jobs that are filled this way; most of the best jobs are filled by headhunters.

F. Not making the most of such an approach would definitely be a mistake.

G. There are two reasons for this growing use of headhunters.

PART THREE

●R ead the article below about Marc Hooper, CEO of the confectionery group Spartan Ketley, and the questions

Marc Hooper, CEO of Spartan K e t ley

Marc Hooper, not long promoted to CEO of confectionery giant Spartan Ketley (SK), is very different from his predecessors. He is a corporate lawyer by training, and his background has clearly shaped his management style. He was taught that no work should go unchecked and that no statement can go out without everything, being fully defined. 'The legal world teaches you to think in a synthetic way, to take contrasting ideas and thread them together to form a strategy.' Hooper, with little marketing experience, was not at the top of market observers' lists for the job. But here he is, just over a year into the role and seemingly on top of things.

Educated at Harvard University, Hooper started his career with well-known New York consultants Cox & Leight (C&L), and became a specialist in mergers and acquisitions. 'It was a tremendous training ground and I could have stayed in mergers and acquisitions-I found the work interesting.' But another opportunity presented itself: SK offered him a job as general advisor. Hooper knew SK well because C&L was its main New York consultancy firm and Hooper looked after its account.

Hooper liked SK and when they came calling, several factors weighed on his mind. 'I admired SK and thought it would be a great place to work. C&L had told me I was only five years through a ten-year journey to become a partner. Also, for three years in a row my pay at C&.L had stayed the same. Finally, I was working very long hours in a large, impersonal office and it seemed like an intelligent lifestyle decision to take a job with a different company.'

Hooper became established at SK, and soon felt ready for a higher position, but was told that no one could get on at SK unless they had been in sales and marketing. 'I had to make a move,' says Hooper. 'I took a risk; I became head of marketing in Europe.' In fact this was a sideways move-not for more money but to add to his knowledge and to further his career. The first challenge was that he found himself in charge of 25 bright young marketing people. 'I had to work hard to keep up,' he admits.

Throughout, he has remained focused, his eye always on the main prize. His elevation to CEO, he says, is proof of SK's inclusiveness. 'We are always open to people with fresh ideas. As CEO I support anyone who is willing to take a chance and who wants to stretch themselves. If you are keen to develop and prove you can succeed, this company will provide the challenge you need.' And in line with this philosophy, Hooper is not an autocratic leader: his style is to consult, to seek advice, then to act.

SK has grown quickly, mostly by acquisition. Hooper sits at the head of an empire that employs 50,000 people in 130 factories. His chief mission is to reduce waste in the company, to bring down costs, and to produce funds to reinvest-all the time keeping ahead of competitors. 'We must generate growth on a consistent basis. We've also got to generate more cash for investment in marketing.' The latest development, the purchase of a chocolate manufacturer for $42 billion-a deal managed by Hooper-has made it one of the largest confectionery groups in the world.

1. The choice of Marc Hooper as Spartan Ketley's CEO was surprising because

A.he knew more about law than marketing.

B.he

had little experience of strategic planning. C.he

had been with the company for a short time.

D.he intended to take the company in a different direction.

2. What does Hooper say about his first job?

A.He regarded the job as a means to a more interesting career.

B.He gained useful skills while he was with the company.

C.He found that his education prepared him well for the job.

D.He enjoyed working for such a prestigious company.

3. One of the reasons for Hooper leaving Cox and Leight was

A.he had no chance of becoming a partner.

B.he was not happy with the working conditions.

4. After some time at Spartan Ketley, Hooper changed departments because

A.he did not find his current job financially rewarding enough.

B.he wanted to have experience of working in Europe.

C.it was an opportunity to work with young people.

D.it improved his chances of promotion.

5. Hooper says that his policy as CEO is to

A.develop a sense of competition within his workforce.

B.train people to become proficient in a wide range of skills.

C.hire staff who are not afraid to make important decisions.

D.encourage employees to be innovative in their approach to work.

6. What does Hooper see as his main future task as CEO of Spartan Ketley?

A.to bring greater diversity to the marketing of new products

B.to

increase the size of the company by acquiring a competitor C.to

facilitate investment by improving the company's efficiency

D.to investigate the possibility of diversifying into other manufacturing sectors

PART F O U R

●R ead the article below about a company that sells household products.

●C hoose the best word to fill each gap from A, B, C or D on the opposite page.

●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.

DA C's Margins Hit in Battle of the B r a nd s

In a surprise trading statement, DAC Household Products yesterday gave warning of lower margins and weak profits growth. Shares in the company slumped by 22p to 459p after DAC said that its forecast of double-digit earnings growth in 2009 had been 1 to low single digits. The company 2 that it had failed to spend enough on promoting its own brands and conceded that its market share in India was under assault from 3 discounting by various competitors. Its major rival, KC Products, is offering big price discounts to attract consumers from DAC brands, which have traditionally 4 the household products sector. DAC also predicted a downturn in consumer 5 and strong price competition in Europe, and signalled that it was making 6 for an expensive brands battle.

DAC's chairman, David Chan, said that sales volumes had behaved as predicted, but that waves of discounting and store promotions from rivals had adversely 7 price forecasts. As a 8 the company now needed to increase investment in advertising and introduce keener pricing.

DAC had until 9 sought to increase revenue growth at the same time as improving profit margins. However, Chan confirmed that margins would be 10 as DAC increased spending on advertising and promotion to 11 those products under attack from competing brands. This commitment means 12 the long-term health of the business ahead of the 13 of short-term financial targets,' he said.

Rudy Mitcham, DAC's finance director, said that the company's recent cost-cutting programme would be 14 to help finance the increased spending, although he declined to reveal the 15 amount of money it would invest in additional advertising and promotion.

A.diminished

A.admitted

B.expressed

https://www.sodocs.net/doc/3613448077.html,municated

D.confided

A.stern

B.heavy

C.harsh

D.stiff

A.directed

https://www.sodocs.net/doc/3613448077.html,erned

C.dominated

D.ruled

A.assurance

B.confidence

C.belief

D.conviction

A.actions

B.measures

C.preparations

D.steps

A.touched

B.affected

C.changed

D.impacted

C.reaction

D.development B

A.presently

B.formerly

C.previously

D.recently

10.

A.sacrificed

B.ruined

C.surrendered

D.destroyed

11.

A.maintain

B.support

C.hold

D.encourage B

12.

A.fixing

B.setting

C.putting

D.bringing

13.

A.performance

B.achievement

https://www.sodocs.net/doc/3613448077.html,pletion

D.production B

14.

A.hurried

B.advanced

C.forwarded

D.accelerated D

A.exact

B.correct

C.accurate

D.definite

PART F I V E

●R ead the text below about a company's approach to social responsibility.

●In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.

●If a line is correct, write CORRECT on your Answer Sheet.

●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

●T he exercise begins with two examples (0 and 00).

Elco and social r es p o n si b ili t y

0 Elco is a leading electrical retailer based in France. The company has been involved in

00 issues of social responsibility for many years and has always aimed to achieve as a

1 positive social impact while tackling the environmental issues are raised by electrical

2 retailing. As a consequence, Elco has been an integrated approach to social and environmental

3 issues and is particularly involved it in community schemes and recycling projects. As

4 part of this commitment, Elco helps to run like a two-year programme that trains

5 people with learning difficulties to make repair domestic electrical appliances. These

6 appliances are collected by Elco from customers' homes so when new products are

7 delivered. About 10% of them are suitable for repair, leaving the other 90% to be dismantled

8 and sold them for appropriate industrial treatment. The repaired appliances are then sold on

9 the second-hand market at a low price and with a one-year guarantee. Elco is also

10 currently working to reduce in the impact its own transport system has on the

11 environment. Drivers attend training sessions, which offered in partnership with car suppliers

12 and transport companies, to learn from how to drive in a way that respects the environment.

ARE

BEEN

MAKE

CORRECT

THEM

CORRECT

10.

11.

WHICH

12.

FROM

WR I T I N G

PART O N E

1. ●T he multinational company you work for is arranging its annual conference for Human Resources managers.

●Write an email to the company's Human Resources managers:

●i nforming them of the date of the conference

●explaining why it is important for them to attend

●s aying what they must do if they would like to make a presentation.

●Write 40-50 words.

Sample A

Sample B

[解析] Sample A

Scales Mark C o mm e n t a r y

Content 5 All content is relevant to the task and the target reader would be fully informed.

Communicative Achievement 3

Uses email conventions to hold the reader's attention. The register and tone

are appropriate for an email (I'd like to inform you...) . The text communicates straightforward ideas to the target reader.

Organisation 3 The email is well-organised using a variety of organisational features, e.g. linking words (because) and pronominal referencing (please show it ) .

Language 4 Uses a range of vocabulary (take place; recruitment) and both simple and complex grammatical forms (If you prepare...please...) . Errors are minimal (in the type of PP T) .

Sample B

Scales Mark C o mm e n t a r y

The second content element has to be inferred. The third content element is Content 2

Communicative Achievement 3

unclear and the target reader would be only partially informed (Wish every m a n a ge can make a presentation on time) .

Uses email conventions to hold the reader's attention and communicate

straightforward ideas (the annual conference will be held...) .

Organisation 3 The text is well-organised and coherent.

Uses some everyday business vocabulary (training courses) and some complex

Language 2 grammatical forms (I would like to inform you that; you must offer) . Errors are noticeable but meaning can still be determined (new staffs; please noted; every manage) .

PART T W O

1. ●T he international retail company you work for is concerned about the performance of its New York store. Your line manager has asked you to write a proposal making recommendations for the store's future.

●L ook at the information below, on which you have already made some handwritten notes.

●T hen, using all your handwritten notes, write your p r o p os a l.

●Write 120-140 words.

The New York store is in a v e ry good locat ion.but if i ts

performanc e doesn't i mprove,we may have to c l ose it.

Please make some recomm e ndat ions

aspects of performance:

? high cost of running store

? unhappy staff-+-------------!...{

? fal l ing sales ?

SampleC

Proposal: ''New York store"

After reviewing the activi ties o f our NY store, some measureB seem to be necessary to im prove the performa nce of th e s tore and keep it open:

first of all, we s ho uld cut t he cost of runn in g the s to re by opt i mising the

logis t i cs of the s to r e.

Additiona ll y,the store mana ge r shou ld be rep lace d and some team b uildin g

activit i es shou ld be conducted be cau s e t h e staff is very u nh appy with th e

p resen t management.

in o rder to r ise sal es a gain,we s h ould in vest on the one h a n d i n some

adve r t ising and on t he o ther hand i n a new store des i gn.Thi s mig h t

a l so imp rove t he p oor sto re image.

A ll me asu r es should start a s soon as possible be c ause o th e rw ise we may hav e to

close t h i s very good locat ed store.

SampleD

[解析] Sample C

Scales Mark C o mm e n t a r y

Content 5 All content is relevant and expanded where appropriate. The target reader would be fully informed.

Communicative

Achievement

5 Organisation 5

Language 5 Sample D The format, tone and register are all appropriate to the conventions of a proposal (After reviewing; All measures should start) and would have a positive effect on the target reader.

The proposal is well-organised and coherent, with effective use of a variety of organisational features, including bullet points and cohesive devices, e.g. linkers (First of all; Additionally; on the one hand.., on the other hand) and referencing (keep it open; This might...).

The proposal uses a good range of grammatical structures and vocabulary (optimising the logistics; team building activities should be conducted; othe r w ise we may have to...) . Errors are minimal and do not impede communication (to r ise sales; this very good located sto r e).

Scales Mark C o mm e n t a r y

Content 4 All the content is relevant and the target reader would be informed but some of the content is not fully expanded e.g. content element 5.

Communicative Achievement

3 Organisation 3 Language 3 Generally uses the conventions of a proposal effectively to hold the reader's attention, although there are some inconsistencies in register (but it doesn't m a tte r; and that's all) .

The proposal is well-organised with a range of linking words (Therefore; Secondly) and use of pronouns to avoid repetition (the New Y o r k store... It has some troubles) .

Uses a range of lexis and structures (the biggest issue; we should build a lively atmosphere) . There are a number of errors (has some troubles; of running store; let green plants all around) but these do not impede communication.

L I S TE N I N G

PART O N E

●You will hear three telephone conversations or messages.

●Write one or two wo r d s or a number in the numbered spaces on the notes or forms below.

●Aft er you have listened once, replay each recording.

Conversation O n e

WARE(-)HOUSE (GATE)

[听力原文]

Good morning. This is Gupta Ramesh from Morgan and Turnbull. We've been having a few security problems lately, so we've reviewed our delivery arrangements. First of all, until further notice, drivers should use the warehouse gate instead of the main factory gate. That's the one in Station Road.

A second point I want to discuss is-as you have heard-we're issuing IDs to replace the general permits drivers are using at the moment. We're sending couriers with them tomorrow morning. They should be placed on the inside of the windscreen to activate the sensor in the gate. It's very important they don't forget to do it because after this week there'll only be automatic access to the yard-we're putting a stop to manual access. And finally-this is a safety measure to reduce vehicle movement in the yard-in future drivers should proceed to the parking area before checking in at reception. I hope this is all clear. Please call me if you have any problem. Bye.

(SECURITY) IDS/ID (CARD(S))

MANUAL

PARKING AREA

Conversation T wo

●L ook at the form below.

●You will hear a woman phoning an architect to discuss a problem with a building project.

AIR(-)CONDITIONING

[听力原文]

Man: Hello, Frank Bauer speaking.

Woman: Hello this is Antonia Radford from Speedlink. I'm phoning about a problem with our extension project at the factory.

Man: Ah. I thought everything was on schedule...

Woman: So did I, until today. I called the site foreman because the air conditioning was due to be put in this week, but the subcontractors weren't there. They'd left a message that everything was on hold.

Man: What reason did they give?

Woman: I thought it'd be a transport delay because the system's coming from the States. Apparently though, there's a hold up at the supplier's end, a quality control issue at the plant, actually.

Man: I see.

Woman: Now, as you know, the rest of the construction work is more or less finished, but we can't start the assembly line until this system is operational for health and safety reasons. We were due to begin production next week...

Man: Right. That's why we drew up a contract that allowed you to claim compensation in these circumstances. Woman: Absolutely. So could you please inform the building company we will be expecting that for each day's further delay.

(THE) QUALITY (CONTROL)

ASSEMBLY LINE

COMPENSATION

Conversation T h r ee

●L ook at the notes below.

CASE STUDY

[听力原文]

Woman: Hello John, it's Kim. You wanted some advice about your presentation.

Man: Please. That's the first time I've given it and I'm repeating it next month.

Woman: Well, the introduction was clear and you finished on time without appearing hurried. The case study you analysed seemed a bit long though.

Man: You're right. I'll cut it a bit.

Woman: Now the slides-you had the right amount. Personally, I'd use a larger font though-it helps in a big hall. But the graphs made your point well.

Man: Good. I worked hard at those.

Woman: Another tip-you didn't turn your back on the audience-but be careful not to block their view of the screen-it's frustrating if they can't see what the presenter's referring to.

Man: I was so nervous.

Woman: You didn't sound it. You spoke very clearly. Think about your body language though. You don't want to stand absolutely still, but avoid too much movement if you can.

Man: That's really helpful.

Woman: You're welcome.

FONT

SCREEN

(BODY) MOVEMENT

PART T W O

Section O n e

●You will hear five short recordings. Five people are explaining why they rejected a candidate for a job.

●For each recording, decide why the speaker rejected the candidate.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●Aft er you have listened once, replay the recording.

A. lack of relevant experience

B. poor leadership skills

C. lack of motivation

D. lack of long-term commitment

H. poor references

E [听力原

文]

I thought he was a very interesting candidate with wide experience who would probably work effectively, despite not having been to university. However, this job requires someone who can work closely with colleagues, and I'm not quite sure he'd be the team-player we want. Although, he's got possible leadership qualities, I think

he'd be better in a job where he can make his own decisions, and that's not what we want for this position.

[听力原文]

Well, she showed a lot of enthusiasm and ambition, and I liked the way she presented herself and expressed her ideas. Because she'd be working with young people, her youth would be an advantage. However, that's not enough for this job which needs someone who's already worked in the industry, so the fact that she hasn't goes against her. She'd probably be the ideal candidate in a few years' time once she's got the right track record.

[听力原文]

She was a difficult person to interview, although once she got going her answers were very interesting. But in this business, we need young people who can express themselves assertively and clearly. It's a pity, because her background is very suitable-especially her ability to work alone and her qualifications. The salary we're offering was also very acceptable to her, but I don't believe she would be very good in face-to-face situations.

[听力原文]

He's certainly got the determination to succeed. He's definitely very experienced in the field, and the MBA would have been an added bonus. He's very keen to get to the top of his profession, so I don't think he'd be content staying in one job for any length of time, and that could be a problem for us. If he aims to reach the top by the time he's thirty, he'll need experience of several companies.

[听力原文]

He was a strange candidate. Lots of experience in the industry according to his CV, although he hadn't got a degree, which is surprising considering the positions he's held before. And he's hoping to lead a team, but I don't think he showed enough determination or interest to work without supervision. He said he wants to leave his current job because he's bored there.

Section T wo

●You will hear another five recordings. Five people are giving their opinion about the annual performance review process in their companies.

●For each recording, decide what the speaker thought about the performance review process.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●Aft er you have listened once, replay the recording.

A. It was useful for increasing output.

B. It helped me to make a difficult decision.

C. I used it to improve my career prospects.

D. It increased my confidence.

E. It was an opportunity to speak my mind.

F. It was effective because it was short.

[听力原文]

My company's been doing annual appraisals for all employees ever since I started here. I thought it was a waste of time at first, just another boring thing to do. But I appreciate it now. In my appraisal, I looked back over the year and saw what I'd achieved, and that helped my belief in myself. Without the annual appraisal, I think time would slip by without my ever getting a real idea of my worth to the company.

[听力原文]

Most of my colleagues hate the annual appraisal. They're afraid of criticism and worried about what sort of information will go on their file-so they can't see the value of the whole thing. Not me. I've just had my latest interview, and I spent weeks planning it. Promotion is awarded according to a points system in my firm, but

there's room for manoeuvre, and the appraisal is an opportunity to work your way onto the next step up the ladder.

[听力原文]

I'm a line manager, and I've just carried out the latest lot of appraisals for my staff. It's very time-consuming and difficult for me. I get on well with my team, and I don't want to spoil my relationship with them by saying the wrong thing. But nobody's perfect, and the appraisals have improved productivity by getting people to do something about their weaknesses. Constructive criticism is the key, but finding the right words is a problem.

[听力原文]

When annual appraisals first became general practice, we were pretty bad at it. As personnel manager, I called the staff into my office for a ten-minute chat-there was some form to fill in, and that was it. But nowadays a lot of thought goes into the process, and the last round of appraisals was treated very seriously. I used questionnaires constructed to build up a profile of each employee-so I could make informed decisions regarding training, promotion etc.

[听力原文]

Appraisals have to be a positive encounter. And they must be confidential, if the employees are to trust the process enough to be open. I'm a manager-when it comes to appraisals, my policy is to keep the initial review part short, and spend longer discussing future projects. I treated my last lot of appraisals as a sort of question and answer session with my staff. Not everything that came out of the interviews was practical, but it was interesting to hear what they thought.

PART THREE

●You will hear Desmond Butler, owner of Klikset, talking about how he created a successful toy company.

●For each question (23-30), mark one letter (A, B or C) for the correct answer.

●Aft er you have listened once, replay the recording.

1. Desmond Butler was dissatisfied working with his father's company because

A.the market share was declining.

B.his earning potential was limited.

C.there was little room for expansion.

C [听力原

Man: Hello Jenny.

Woman: So, how did it all start?

B.researching different plastic toys.

C.playing with plastic straws.

3. His original intention was to use another company to

A.manufacture the toy.

B.market the toy.

C.develop the toy.

A.confident of instant success.

B.worried about failing.

C.determined to continue.

5. Before establishing the Klikset company, Desmond

A.became a buyer for a big toy company.

B.worked in a toy factory.

C.accepted a job working in a toy shop.

6. Before hearing Desmond's presentation, Jim Taylor, a customer, thought that

A.the product would fail to sell.

B.the business plan needed developing.

C.the idea had potential.

7. Desmond joined forces with Elto because he wanted

A.to use their design department.

B.to export his product.

C.to sell half his company.

8. Desmond believes the way to succeed is by

A.being prepared to take risks.

B.making quick decisions.

C.producing very detailed plans.

S P E A K I N G

1. PART O N E

In this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.

PART T WO

In this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.

A: What is important when...?

Deciding whether to visit a trade fair

●Type of products displayed

●Number of exhibitors

●

B: What is important when...?

Selecting an advertising agency

●A gency fees

●A gency staff

●

●Setting a budget

●

PART THREE

In this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.

For two candidates

Late P a y m e n t s

The manufacturing company you work for is experiencing cash flow problems due to delays in receiving payments from customers.

You have been asked to suggest ways of dealing with the situation.

Discuss the situation together and decide:

●w hat would be the best way of approaching the customers who owe you money

●how the company could discourage customers from paying late in future.

For three candidates

Late P a y m e n t s

The manufacturing company you work for is experiencing cash flow problems due to delays in receiving payments from customers.

You have been asked to suggest ways of dealing with the situation.

Discuss the situation together and decide:

●w hat would be the best way of approaching the customers who owe you money

●how the company could discourage customers from paying late in future

●how the company could make it easier for customers to make payments.

Follow-on qu es t io n s

●Why do you think companies sometimes delay payments?

●Do you think business customers pay bills more quickly than private customers? (Why?/Why not?)

●Do you think cash flow problems are more damaging for small companies or for large companies? (Why?)

●H ow important are good relations between suppliers and their customers? (Why?)

●Do you think it's better for a company to have a few large customers or lots of smaller ones? (Why?) INTERLOCUTOR F R A M E S

To facilitate practice for the Speaking test, the scripts followed by the interlocutor for Parts 2 and 3 appear below. They should be used in conjunction with Test Speaking tasks. These tasks are contained in booklets in the real Speaking test.

Interlocutor frames are not included for Part 1, in which the interlocutor asks the candidates questions directly rather than asking them to perform tasks.

Part 2: Mini presentations (about six minutes)

Interlocutor:

●Now, in this part of the test I'm going to give each of you a choice of three different topics. I'd like you to select one of the topics and give a short presentation on it for about a minute. You will have a minute to prepare this and you can make notes if you wish. After you have finished your talk, your partner will ask you a question.

●A ll right? Here are your topics. Please don't write anything in the booklet.

[Interlocutor hands each candidate a booklet and a pencil and paper for notes.]

Interlocutor:

●Now, B, which topic have you chosen, A, B or C?

●Would you like to talk about what you think is important when [interlocutor states candidate's chosen topic]? A, please listen carefully to B's talk and then ask him/her a question about it.

[Candidate B speaks for one m inute.]

Interlocutor:

●Thank you. Now, A, please ask B a question about his/her talk.

[Candidate A asks a question.]

Interlocutor:

[Candidate A speaks for one m inute.]

Interlocutor:

●Thank you. Now, B, please ask A a question about his/her talk.

[Candidate B asks a question.]

Interlocutor:

●Thank you.

●C an I have the booklets, please?

Part 3: Collaborative task and discussion (about seven minutes)

Interlocutor:

●Now, in this part of the test, you are going to discuss something together.

[Interlocutor holds the Part 3 booklet open at the task while giving the instructions belo w.]

Interlocutor:

●You have 30 seconds to read this task carefully, and then about three minutes to discuss and decide about it together. You should give reasons for your decisions and opinions. You don't need to write anything. Is that clear? [Interlocutor places the booklet in front of the candidates so they can both see it.]

Interlocutor:

●I'm just going to listen and then ask you to stop after about three minutes. Please speak so that we can hear you. [Candidates have about three minutes to complete the t a s k.]

Interlocutor:

●C an I have the booklet, please?

[Interlocutor asks one or more of the follow-on questions as appropriate, to extend the discussion.]

●Thank you. That is the end of the test.

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Test 1 1.Coaching CABDABC 2.buffet zone DCEBF 3.how to market yourself DACBBC 4.planning 19-23 BADAC 24-28 CDABC 29-33 DBCBB 5.customer services director: itself in c while seen from c those for with that c Test 2 1.good listener, better manager BCADDBC 2.finding the right people CBEAD 3.department store magic DCAACB 4.managing upwards 19-23DDACA 24-28CBAAD 29-33 CACDB 5.personal assistant of the year: that c only so c the how c out c will be Test 3 1.manage your boss CDABABC 2.sell,sell,sell DFCEA 3.trouble with teamwork DBCABC 4.human resources policy 19-23 DCACD 24-28 CACAB 29-33 DAABB 5.meetings that work: too c results by c so concerning c ones that about

c Test 4 1．T he Birmingham Alliance CABDABD 2．S taff apperaisals a director DFBAC 3．M arket entry-the pioneer AABCCB 4．B usiness meetings 19-23 CABDA 24-28 BDBAD 29-33 CACBD 5．W hen to recruit for c the of with c such c so type around it Test1 1.flacks is a UK-based BDCABCA 2.evaluating the performance of the board BAFDE 3.british companies cross the atlantic ABCBAD 4.promise of jobs 19-23 ACDDA 24-28 CBDCD 29-33 CCABDC 5.consumer behaviour :with c to c so these about although having c too that Test2 1.Successful time management CBACDBD 2.staff appraisals good preparations CFAED 3.problems in the it industry ABBACD 4.chairman’s report 19-23 CDACD 24-28 DBADC 29-33 DAACB

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