WhenwillMrBlackmancome?

{{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 tile correct answer.· You will hear the eight recordings twice.

Howmanypeoplearecomingfordinner?

· You will hear an interview with Ms Spencer about the change of telephone numbers in the city.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· You will hear the interview twice.

Whichproductshavesoldbest?

WhendoesthelastflightarriveatCleveland?

· You will hear a conversation between a head of department and an employee.· For each question 23-30, mark one letter (A, B or C) for the correct answer.· After you have listened one, replay the recording.

{{B}}PART ONE{{/B}}{{B}}Questions 1-8{{/B}}·For questions 1-8 you will hear eight short recordings. ·For each question, mark one letter (A, B, or C). ·After you have listened once, replay each recording.

Quest ions 23-30 ·You will hear an interview of Mr Jake Hans，the Human Resource Manager of Packway International talking about the various ways of recruiting staff． ·For each question 23-30，mark one Ietter(A，B or C)． ·After you have listened once，replay the recording．

·Read the following passage below about Volkswagen.·For each question 23- 28, choose the correct answer.·Mark one letter (A, B or C) on your Answer Sheet. {{B}}The History of Volkswagen{{/B}} Ferdinand Porsche started work on the 'people's car' with money he received from the German government in 1934. First of all he travelled to America to learn about car production. Then in 1938 he returned to Germany, founded Volkswagen Gmbh and started production with his new American machinery in Wolfsburg, Lower Saxony. Commercial production stopped during the war and the factory and its 9,000 workers fell into British hands in 1945. After the war the British helped the local economy by ordering 20,000 cars but decided not to take over the company as they did not think it had a future. Instead, Heinrich Nordhoff took over as Managing Director and the Volkswagen success story began. Within five years annual production went from 20,000 to 230,000 cars and the company founded its first South American subsidiary, Volkswagen do Brazil S. A. In 1949 the first exports to the USA arrived in New York, where they were described as 'beetle-like' and the VVV Beetle legend was born. Thirty-two years later the 20 millionth Beetle rolled off a Volkswagen de Mexico production line. In 1960 Volkswagen became a public limited company valued at DM 600m. The company continued its globalisation by setting up its own production facilities in Australia (1957), Nigeria (1973) and Japan (1990) while expanding into the USA (1976) and Spain (1986) by buying car manufacturers. The company also set up a joint venture in China (1982). Political events at the end of 1989 gave VVV the opportunity to move into central Europe, where it soon began production in the former East Germany and expanded into the czech Republic. Today Volkswagen AG is Europe's largest car-maker with 242,770 employees and a turnover of ＄65bn. With new versions of the world's two most successful cars, the Beetle and the Golf, the future for VVV looks every bit as bright as its past.

{{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.

{{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.

·Read the article below about an insurance company.·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}}Success Story{{/B}} Journalist Mark Stretton examines the growth of on insurance company which now has sales of ￡300 million per year. In 1993, American-born Henry Eastman got a call from a recruitment consultancy, inviting him to give up his successful marketing career in one insurance company to become the head of another. This new job was to work for an investment company called Brinscombe's, who wanted him to create a brand new car insurance company. Despite the risks involved, Eastman agreed. A lot of young drivers in the 20 to 35 age range, especially the ones who have already had accidents, have difficulties in getting car insurance because most companies think they are too big a risk. However, Eastman believes there ore no problems if their annual payments are large enough. He offered them insurance cover through television commercials and attracted many customers by giving out folders in which to keep their policies safe. His strategy was a good one. Within eight years he had built the business into o national company with 500,000 customers and sales of ￡300 million per year.The company is based in Manchester. The authorities there wanted to increase employment and offered Eastman a ￡1 million grant to start up after he promised to create 350 new jobs. He is now e major employer in the area with 1,400 staff and has also created new specialist insurance companies for women, credit card users and people using the internet. Eastman believes in American management methods: working as a team to get better results; net being allowed to miss lunch because you ore too busy; and having fun. This belief has recently won him a place in a '50 Best Companies to Work For' survey. In 1999, Brinscombe's decided to withdraw their investment and offered the company to the management team. They said 'yes', borrowed ￡80 million from a bank and bought it. Eastman is pleased with his success. 'We're a great and growing company', he says, 'and we give our customers better service than they can dream of!'

WhyisthemaninNewYork?

● You will hear a talk given by Juliet Sharman. ● For each questions 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 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.