{{B}}PART ONE{{/B}}·For questions 1-8 you will hear eight short
recordings.·For each question, mark one letter (A, B or C) for the correct
answer.·After you have listened once, replay each recording.
· Read the article below about a successful businessman.· For each
question (23 -28) below the article, choose the correct answer.· Mark one
letter (A, B or C) on your Answer Sheet.
{{B}}
PACKAGE HOLIDAY
SUCCESS{{/B}} Travel operator Joyflight is different from most of
its rivals. UK package holiday companies would love to have plenty of
repeat business. Instead, in an effort to attract trade, they are forced to
spend enormous sums on marketing -- but they are operating in a very competitive
market. So, although the big travel companies try hard to' create attractive
brands, if you ask the customers delayed at airports, many aren't even sure
which company they've booked with. Ask customers of Joyflight, however, and this
is probably their third or fourth holiday with the company. A
Joyflight holiday doesn't come cheap; but for their customers this isn't an
issue. The attraction is that they get an activity-based ' club' which has
escaped the notice of the general public. Even the location of the holiday is of
minor importance. A high proportion of customers are families,
because the adults are free to enjoy the activities on offer, while small
children are in the care of people employed by Joyflight just for this purpose.
These nannies get free flights and meals on top of their pay.
Interestingly, most of the company's senior managers began at the bottom:
for example, Linda Robinson, the marketing Manager, came as a ski guide in 1996,
went away to set up her own catering business, sold it for a considerable sum,
and returned to Joyflight in 2001. The company's performance
over the years means that it gets a steady stream of offers from large tour
operators wanting to buy the company. Micheal Knight, who started the firm, came
very close to selling it for ￡ 40 million a few years ago. But at the last
minute, Barmond, the potential buyer, was itself taken over by an American
travel company which didn't see a place for Joyflight in the group.
So where does that leave Joyflight? Despite greatly increasing its
turnover in the past four years, the company has a careful attitude to
expansion. Its decision not to sell skiing holidays in North America proved the
right one when many of its rivals failed to persuade British travellers to take
the ten-hour flight. Learning from experiences like these, Joyflight's two
recent departures from its main activity are the acquisitions of restaurant
chains in Spain and Italy. And as for moving into the mass market for its
holidays? Joyflight is much too successful to want to do
that.
Whattimeistheman'sflight?
· You will hear a radio interview with Beth Hatfield, the Director of
Jumpstart, a recruitment agency.· For each question (23-30), mark one letter
(A, B or C) for the correct answer.· You will hear the conversation
twice.
{{B}}Questions 23-30{{/B}}·You will hear a conversation about quality
control. ·For each question (23-30), mark one letter (A, B or C) for the
correct answer. ·After you have listened once, replay the recording.
The Working Life of Maureen Dowd In the world of business, it is not always easy for women to do the same things as men.Consider the working dinner. In order to do your job well, it's important to sometimes see clients and business contacts away (29) the office. In a more relaxed atmosphere, you can get to know your business partner (30) In the end, after all, people do business with people they like. Women start out (31) a disadvantage because，unless you're Nancy Lopez or Martina Navratilova，it's (32) to invite men out for a game of golf or tennis．Men usually prefer (33) play sports with other men． You might think that restaurants are the perfect playing field．But they can be dangerous ground． (34) people from the office see two men they know having dinner together，they think it's business．If colleagues see a woman dining with a man，they often (35) if it's another kind of business． I'm still looking (36) the perfect solution．Breakfasts are out because I find it impossible to be pleasant at 7 a．m．over a bowl of muesli．I love lunching，but that's usually a bad time for busy people， (37) if they are on the road．So that brings us back to dinner． One answer is to take another colleague or client to dinner (38) no one can think it is a tete-a-tete．Of course，this isn't always convenient．So when I can't do this，I take guys out to dinner to one-on-one places where I'm most (39) to see colleagues．The more your colleagues see you doing working dinners with different men，the (40) they know it is part of your business style．
{{B}}How to approach Reading Test Part Five{{/B}}
·In this part of the Reading Test you read a longer text and answer six
questions. ·First read the questions. Try to get an idea of what
the text will be about. Then read the text for general understanding.
·Then mad the text and questions more carefully. Note all the possible
answers. ·Read for overall meaning. Do not choose an answer just
because you can see the same words in the text. ·Go back and
decide on the final answers.·Read the article below about a successful food
business.·For each question 23-28 on the opposite page, choose the correct
answer.·Mark one letter (A, B or C).
{{B}}Casa ltaliana{{/B}} Twenty years ago, it was difficult to find
fresh pasta in Britain without going to an Italian restaurant. For
this reason, Marco and Mariengeladi Bietro, owners of a small but busy Italian
restaurant in the Scottish city of Glasgow, found themselves approached by a
local Italian food store wanting to stock their pasta. Other
foodstores followed this example and soon Marco and Mariangela
were supplying them on a large scale as well as running a
restaurant. But despite the long hours they were working, Marco and Mariangela
did not consider changing career or moving from Scotland. It was only
years later that they realised which business made more sense.
So in 1981, Marco and Mariangela sold
their restaurant, bought a former factory and moved to the English
countryside. They both miss city life. Although suitable property in the country
was cheaper than in the city, it was only the thought of trucks wasting hours
driving from Scotland to customers in the south of England
that persuaded the couple to make the move. At first, they sold
only to small specialist food stores and were unwilling to supply any large
supermarket chains. But developments in packaging,
allowing pasta to stay fresh longer, persuaded them they were wrong and this
market now buys the major part of Casa Italiana's output. However, their
decision not to supply restaurants has remained
unchanged: they feel they should sell food cooked on the premises as
they did themselves. In the early stages of the
business, clients were keen to have traditional pasta made in the Italian way.
Now customers are demanding pasta influenced by the traditions of other
countries. It is with some regret that Mariangela has developed a range of
exciting new recipes. She feels that she cooked her best pasta in the early
days. What are Marco's and Mariangela's roles
nowadays? Although Marco has tried to encourage Mariangela to leave food
production to employees and spend more time dealing with clients, she remains in
charge of the kitchen. Marco is happy to be responsible for the financial and
administrative side of affairs. Marco dreams of launching
restaurants sharing the Casa Italiana name across the UK. Yet he knows it would
be more profitable to set up a second production centre. While the couple
consider their long-term options, Mariangela is realising her dream: places on
the first Casa Italiana cookery course are about to be advertised. But who
knows? The Casa Italiana brand is already so strong that little can prevent
Marco from also satisfying his ambitions for the
firm.
[此试题无题干]
Wherecanshefindtheotherprinter?
· Read the article below about golf and business.· For each
question 23-28 on the opposite page, choose the correct answer.· Mark
one letter (A, B or C) on your Answer Sheet.
{{B}}Mixing Business and Golf{{/B}}
It's no secret in corporate circles that golf and business offer a
near-perfect match. Where else but on a course can executives spend a leisurely
four hours in such a private, sociable setting? What the is better way to
strengthen a relationship with a client than by lifting a glass together after a
round? For all of the game's popularity, though, there's an art
of mixing business and golf. How well you behave yourself over those 18 holes —
balancing business and friendship, dealing with competition and success —
suggests to others how you might behave in the boardroom or around the
bargaining table. "If you're out playing golf with your partners, hey, have at
it," says John Hansen, a former software-company CEO who now heads the Colorado
Institute of Technology. "But when you're playing golf in a business setting —
whether with employees, partners, or customers — man, you'd better be
hypersensitive about how you act." For starters, team the
etiquette. There's a set of rules in golf that includes not talking when someone
is hitting, not stepping in the line of a putt, and treating the course with
respect. Another key to success is engaging your playing
partners but avoiding the hard sell. Less-experienced business golfers, says
Hansen, think they need to come back to the office with something to show for
all their time spent away. Just focus on the personal side, he says, "I am
expecting that, by the 18th hole, you know the spouse, you know their children,
you know the church they go to, you know everything about them."
Regardless of how serious your partners take the game, don't try to
impress. The golf swing is difficult enough when you're relaxed. Add a degree of
tension, and it becomes even harder. As CEO of RDA Corp. , a software
development outfit outside Baltimore, Don Await plays a lot of business golf.
"I've seen cases where people get so intimidated," he says. "You know, they're
whiffing or hitting the ball three feet." Actually, most people do not pay much
attention to what you shoot; they're too busy focusing on their own game. What
people will remember is how enjoyable it was to play with
you.
{{B}}PART ONE{{/B}}{{B}} Question 1-8{{/B}} · For
questions 1-8 you will hear eight short recordings. · For each
question, mark one letter (A, B or C) for the correct answer.
·You will hear a radio interview with a representative of the New Zealand
Kiwi Fruit Marketing Board (the KMB), about the sale and export of kiwi
fruit.·For each question 23-30, mark one letter (A, B or C) for the correct
answer.·After you have listened once, replay the recording.
{{B}}PART ONE{{/B}}
● For questions 1--8 you will hear 8 short recordings.
● For each question, mark one letter (A,B or C) for the correct answer,
{{B}}PART ONE{{/B}}· For questions 1-8 you will hear eight short
recordings.· For each question, mark one letter (A, B or C) for the
correct answer.· You will hear the eight recordings twice.
{{B}}PART ONE{{/B}}·For questions 1-8 you will hear eight short
recordings.·For each question, mark one letter (A, B, or C) for the correct
answer.After you have listened once, replay each recording.
· You will hear an interview with Sutor about Web services.·
For each question 23-30, mark one letter (A, B or C) for the correct
answer.· You will hear the interview twice.
Whichchartshowsforeigntradethisyear?
填空题The sale fell steadily from March to May.
填空题·Readthenoteandtheleafletbelow.·Completetheinvoiceatthebottomofthepage.·Writeawordorphrase(inCAPITALLETTERS)oranumberonlines41-45onyourAnswerSheet.SouthernNewspaperGroup-titlesincludetheDailyRecordBusinessNetworkmagazineandRecruitmentTodayAdvertisingRates:Black/whiteColourFullpage￡250￡425Halfpage￡150￡255Quarterpage￡90￡155Deadlineforadvertisements:Thursdays5.30pmINVOICETO:Company(41)______150-162BrowningStreetCastlefordFortheattentionof:(42)______Publication:(43)______Sizeofadvertisement:(44)______Cost:(45)______PaymentTerms:7days
填空题Fill in the blanks with the given words in the brackets. After listening,
imitate reading all the sentences.