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单选题AnothersuccessfulyearTheUK-basedagriculturalandgardenequipmentgroupPLThashadanothersuccessfulyearandislookingforwardtothefuturewith(0)confidenceThegroup,whichalsohasdistributionandfuel1,hasenjoyedrecordprofitsforthefifthyearina2.Pre-taxprofitsfortheyear3March31roseby24percentto~4.2million.Totalgroupsales4byfivepercentto~155million,withtheagriculturalbusinessdeliveringyetanotherrecord5,despitethesomewhatdifficulttrading6intheindustry.Salesinthegardenequipment7wereslowintheearlymonthsoftheyear,butincreaseddramaticallyinthefinalquarter.ChairmanSureshKumarsaid,Itismy8thatwehavecontinuedtogrowby9ourcustomerswell.Iamdelightedto10thecontinueddevelopmentofourcustomer11andIwouldliketothankallourcustomersfortheir12Aswellasanincreaseincustomers,ourstaffnumbersalsocontinuetogrow.Duringtheyear,wehavetaken1358newemployees,sothatourtotalworkforcenownumbersinexcessof700.Allofthestaffdeservemypraisefortheirdedicationandcontinuedeffortsin14theseexcellentresults.Thegrouphasproposedafinal15of9.4ppershare,bringingthetotalto13pfortheyear.
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单选题 According to John Sergeant
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单选题TheSecretofSuccessforOnlineBusinessesThesecretofsuccessinelectroniccommerceliesinplacinganewemphasisonawell-establishedarea.Thatareaiscustomerservice,whichisnowtheonlypointof1betweenabusinessandthebuyingpublic.Thereareanumberoffactorsinareal-worldshopthat2peoplesperceptionsofabusiness:these3thelocationandtheappearanceofthepremises,thequalityandthepricingofthemerchandiseorservices,andthebehaviourofthestaff.However,ifacompanyistryingtomakeagoodimpressionwithonlinecustomers,mostofthesefactorsdonot4apart.Inthe5ofthesefactors,thewaycustomersare6whentheyhaveareasontocallhasafundamentaleffectonacompanysabilitytoretainthemascustomers.Evenmorethanregulartelephoneorin-personcustomers,webcustomersareimpatient,easilyfrustratedandalwaysconsciousthattheyhaveotherplaceswheretheycan7theirbusiness.Preventingthemfromdoingthatmeansmeetingthemontheirown8andprovidingthemwithwhattheywant.Thisnecessity,in9,meansthatcompaniesthatselloverthenetmustgetback-endfunctionsright.Imposing10requirementsoncustomerswillnotwork;abusinessthat11oncustomersemailingforassistanceinsteadofusingthephone,forexample,willloserepeatcustom.Ifthephoneisused,itmustbeanswered12,andthestaffshouldlookforwaysofhelpingeventhemostawkwardcustomers13,asismoreusual,tryingtofindsome14toblamethecustomerforanyproblem.Animportant,finalpointisthatitisvitalthatalladdresses,weblinksandphonenumbersworkproperlyandefficiently.Thisoughtto15withoutsaying.Experience,however,showsthatitdoesnot.
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单选题
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单选题CriticalPathWhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrackDavidHaydenfoundedhiscompany,CriticalPath,anemailprovider,in1997totakeadvantageoftheboominemailtraffic.CriticalPathbecameapubliccompanytwoyearslater,andHaydentooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtostaywiththecompanyasChairman,butthebusinesswasputinthehandsofnewmanagersbyitsinvestors.Withsector-leadingproductsandanexpandingmarket,thecompanyseemedtobeontheupandup.However,byearly2001,itwasintrouble.Sharesthathadbeenworth$26in1999,whentheywerefirstsold,weredowntoamere24cents.Calledinbyapanickingboard,HaydenfoundhimselfbackinchargeasExecutiveChairman,tryingdesperatelytorescuewhathecould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.'Thoseguysdidn'tunderstandtheproductorthesector,'saysHayden.'Theheadsofdepartmentdidn'tcommunicateandtheydidn'tlead.'Butwhatwasworse,CriticalPathhadlostthegoodwillofitsinvestors.Haydenknewthatbringingthefiguresundercontrolwouldbeavitalstepinthecompany'sturnaround.'You'vegottosortoutthefinances.Forme,thatmeantgettingbackthegoodwilloftheinvestors.Thatwastough,afterwhathadhappened.Butalthoughtheywereangrywiththecompany,theydidn'thavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitsfeetagain.'Hewasauthorisedtomakewhateverchangeswererequired,andhisfirstactwastofindpeoplewithinthecompanyhecouldtrustandputthemincharge.ThenextthingHaydenhadtotacklewasmorale.'Everyonelefttheofficeatfiveonthedot-theycouldn'tgetawayquicklyenough.Togetthebuzzbackandwinthestaffover,Ihadtoprovemyowncommitmentandputintheextrahourswiththem.'Inreturn,itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain.Contrarytonormalpractice,Haydenwasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthecompanywhoweregivenmoreresponsibility.But,asHaydeninsists,beforeacompanyreachessuchacrisis,therearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.'Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble,'ishismessage.'Orifyouoftenhavetoapplyforyouroverdraftlimittoberaisedorhavetroublepayingtaxontime,somethingneedstobedone.'By2003,thecompanywashealthyagain,withreasonablystablefinancesandamodestbutsteadysharepriceof$1.60.'Onethingthathelpedsaveuswasthatourtechnologyworked,'saysHayden.'With20millionemailaccounts,weneverlostasinglemajorclientbecausetheproductkeptonworking.'Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmovedon.'Itwastimetogo,'hesays.'I'mnotaturnaroundspecialist.Ipreferstart-ups.'
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单选题
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单选题Online exchanges
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单选题GETTINGTHEMOSTOUTOFMEETINGSOneaspectofbusinesslifewhichmanymanagersareunhappywithistheneedtoattendmeetings.Researchindicatesthatmanagerswillspendbetweenathirdandahalfoftheirworkinglivesinmeetings.Althoughmostmanagerswouldagreethatitishardtothinkofanalternativetomeetings,asameansofconsideringinformationandmakingcollectivedecisions,theirlengthandfrequencycancauseproblemswiththeworkloadofeventhebest-organisedexecutives.Meetingsworkbestiftheytakeplaceonlywhennecessaryandnotasamatterofroutine.Oneexampleofthisisthediscussionofpersonalorcareermattersbetweenmembersofstaffandtheirlineandpersonnelmanagers.Anotherisduringtheearlystagesofaprojectwhentheteammanagingitneedtolearntounderstandandtrustoneanother.Onceithasbeendecidedthatameetingisnecessary,decisionsneedtobetakenaboutwhowillattendandaboutthelocationandlengthofthemeeting.Peopleshouldonlybeinvitedtoattendiftheyaredirectlyinvolvedinthemattersunderdiscussionandtheagendashouldbedistributedwellinadvance.Anagendaisvitalbecauseitactsasaroadmaptokeepdiscussionfocusedandwithinthetimelimitallocated.Thisisalsotheresponsibilityofthepersonchairingthemeeting,whoshouldencouragethosewhosaylittletospeakandstopthosewhohaveagreatdealtosayfromtalkingtoomuch.Attheendofawellorganisedmeeting,peoplewillfeelthatthemeetinghasbeenasuccessandbepleasedtheywereinvited.Theywillknownotonlywhatdecisionsweremadebutalsothereasonsforthesedecisions.Unfortunately,attheendofabadlyorganisedmeetingthosepresentwillleavefeelingthattheyhavewastedtheirtimeandthatnothingworthwhilehasbeenachieved.Muchthoughthasbeengivenovertheyearstowaysofkeepingmeetingsshort.OnemanwhohasnointentionofspendinghalfhisworkinglifeinmeetingsisRolandWinterson,chiefexecutiveofalargemanufacturingcompany.Hebelievesthatmeetingsshouldbeshort,sharpandinfrequent.'Itrytoholdnomorethantwoorthreemeetingsaweek,attendedbyamaximumofthreepeoplefornolongerthanhalfanhour,'hesays.'Theyareclearlyaimedatachievingaspecificobjective,suchasmakingadecisionorplanningastrategy,andarebasedoncarefulpreparation.Idrawuptheagendaforeverymeetingandcirculateitinadvance;thoseattendingareexpectedtostudyitcarefullyandshouldbepreparedtobothaskandanswerquestions.Managersarebestemployedcarryingouttasksdirectlyconnectedwiththeirjobsnotattendingendlessmeetings.Inbusiness,timeismoneyandspendingitinneedlessmeetingsthatdon'tachieveanythingcanbeverycostly.Executivesshouldfollowtheexampleoflawyersandputacostoneachhouroftheirtimeandthendecidewhetherattendingalongmeetingreallyisthebestwaytospendtheirtime.'
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单选题GETTINGTHEMOSTOUTOFMEETINGSOneaspectofbusinesslifewhichmanymanagersareunhappywithistheneedtoattendmeetings.Researchindicatesthatmanagerswillspendbetweenathirdandahalfoftheirworkinglivesinmeetings.Althoughmostmanagerswouldagreethatitishardtothinkofanalternativetomeetings,asameansofconsideringinformationandmakingcollectivedecisions,theirlengthandfrequencycancauseproblemswiththeworkloadofeventhebest-organisedexecutives.Meetingsworkbestiftheytakeplaceonlywhennecessaryandnotasamatterofroutine.Oneexampleofthisisthediscussionofpersonalorcareermattersbetweenmembersofstaffandtheirlineandpersonnelmanagers.Anotherisduringtheearlystagesofaprojectwhentheteammanagingitneedtolearntounderstandandtrustoneanother.Onceithasbeendecidedthatameetingisnecessary,decisionsneedtobetakenaboutwhowillattendandaboutthelocationandlengthofthemeeting.Peopleshouldonlybeinvitedtoattendiftheyaredirectlyinvolvedinthemattersunderdiscussionandtheagendashouldbedistributedwellinadvance.Anagendaisvitalbecauseitactsasaroadmaptokeepdiscussionfocusedandwithinthetimelimitallocated.Thisisalsotheresponsibilityofthepersonchairingthemeeting,whoshouldencouragethosewhosaylittletospeakandstopthosewhohaveagreatdealtosayfromtalkingtoomuch.Attheendofawellorganisedmeeting,peoplewillfeelthatthemeetinghasbeenasuccessandbepleasedtheywereinvited.Theywillknownotonlywhatdecisionsweremadebutalsothereasonsforthesedecisions.Unfortunately,attheendofabadlyorganisedmeetingthosepresentwillleavefeelingthattheyhavewastedtheirtimeandthatnothingworthwhilehasbeenachieved.Muchthoughthasbeengivenovertheyearstowaysofkeepingmeetingsshort.OnemanwhohasnointentionofspendinghalfhisworkinglifeinmeetingsisRolandWinterson,chiefexecutiveofalargemanufacturingcompany.Hebelievesthatmeetingsshouldbeshort,sharpandinfrequent.Itrytoholdnomorethantwoorthreemeetingsaweek,attendedbyamaximumofthreepeoplefornolongerthanhalfanhour,hesays.Theyareclearlyaimedatachievingaspecificobjective,suchasmakingadecisionorplanningastrategy,andarebasedoncarefulpreparation.Idrawuptheagendaforeverymeetingandcirculateitinadvance;thoseattendingareexpectedtostudyitcarefullyandshouldbepreparedtobothaskandanswerquestions.Managersarebestemployedcarryingouttasksdirectlyconnectedwiththeirjobsnotattendingendlessmeetings.Inbusiness,timeismoneyandspendingitinneedlessmeetingsthatdontachieveanythingcanbeverycostly.Executivesshouldfollowtheexampleoflawyersandputacostoneachhouroftheirtimeandthendecidewhetherattendingalongmeetingreallyisthebestwaytospendtheirtime.
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单选题
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单选题SpeakingYourCustomersLanguageModerninternationaltradingpracticesarehighlightingthegrowingimportanceoflanguagetrainingModern-daybusinessreallydoestranscendnationalbarriers.ThankstosophisticatedITandcommunicationssystems,businessescannowmarkettheirproductsonatrulyglobalscale.Theworldisindisputablybecomingasmallerplace,asserviceandmanufacturingcompaniessearchtheinternationalmarketplacefornewsuppliersandclients.Businessesmust,however,beawarethatoncetheyexpandtheareainwhichtheyoperate,theyfaceincreasedcompetition.Thestandardandqualityoftheirgoodsbecomeincreasinglyimportantinkeepingupwithcompetitors.Butmostofall,itistheserviceelementaccompanyingthegoodswhichiscrucialtoacompanyssuccessinaparticularmarket.Thisnewphilosophyhasledtomanycompanies,someofwhichhaveevenofferedproductsofalesserquality,gainingsuccessoverseas.Althoughglobalisationmay,insomesenses,havebroughtnationaleconomiesclosertogether,societiesaroundtheworldstillhaveradicallydifferentexpectations,processesandstandards.Thesearenotafunctionofeconomicchange,butaremoredeep-rootedanddifficulttoalter.Theycanbeamajorproblemforbusinessesexpandingabroad,withthegreatestobstacleofallbeingthelanguagebarrier.Ifyouhavetodealwithclients,suppliersanddistributorsinarangeofcountries,youwillnotonlyneedtheskillstocommunicatewiththem,youwillalsoneedtoreconcileanynationalbiasesyouhavewiththediversewaysofdoingbusinessthatexistaroundtheglobe.Thevalueofeffectivecommunicationisnottobeunderestimated.Newtechnologysuchasvideo-conferencingandemallhasplayedapartinmakingthecommunicationprocesseasier,anditmayalsobepossiblethattheintroductionoflanguageinterpretationsoftwarewillhelpwithsomeglobalcommunicationsproblems.But,ofcourse,itisthehumanelementofthecommunicationprocessthatissovitalinbusiness,especiallyinnegotiations,presentationsandteam-building.Itisessentialformanagerstomeetregularlywithstaff,customersandpartners,sothatissuescanbediscussed,messagescommunicatedandfeedbackobtained.Thevalueofwell-organisedlanguagetrainingisimmense,andcanbringbenefitstoalllevelsanddepartmentswithinamultinationalorganisation.Unfortunately,however,manyorganisationshaveaverynarrowviewwhenitcomestotrainingofanykind.Often,anurgentrequirementhastobeidentifiedbeforetrainingisauthorised.Then,atrainingcompanyisemployedoraprogrammeisdevelopedin-house,theteamistrained,andthatisseenastheendofthematter.However,thefactremainsthattrainingprogrammesareeffectiveonlyiftheyarerelevanttoacompanysbroader,long-termneeds.Theyshouldberegardedasaninvestmentratherthanacost.Changesinexpectationsandattitudesarecertaintocontinueforcompaniesthattradeglobally.Althoughsuchcompaniesarenotyetfacedwiththeirinternationalpartnersandclientsdemandingthatbusinessbeconductedintheirmothertongue,theyrealisethatoverseascompetitionisincreasingfast.Ifthesecompanieswanttocontinuetoachievesuccessontheinternationaltradingcircuit,theymustbepreparedtoadapttosituationsandspeakthelocallanguage.Ifnot,someoneelsewill.
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单选题CruiseShipHolidaysPassengersoncruiseshipholidays,astheyareportrayedonTVprogramsandfilms,usuallyappeartobebothrichandelderly.Suchpeopledonot,however,accuratelyrepresentthe6.8million1whotookthiskindofholidaylastyear.Overthelastfewyearstheworldcruiseindustryhasconcentratedon2toyounger,lesswealthypeople,givingthema/an3morelikeafloatingdiscothanthetraditionalquietholidayonaluxuryship.Evenfamilieswithyoungchildrenarenolongerso4oncruiseship.Partlyasaresult,thenumberofpassengerstakingacruisehasincreasedbya/an5of8.5%ayearsince1990.CruiseStarisnowtheworld's6cruiseline.TheothertwomajorcompaniesareIntersailandSeaways.Togetherthesethreecarry7halftheworld'scruisepassengersand8almostalltheindustry'sprofits.Forthe30orsosmallerfirms,lifeismuchtougher.Thatisbecause9sizebringssomanybenefitstothelargefirms.Theycannegotiatebulkdiscountson10suchasfoodandfuel;andeven,iftheyorderenoughofthem,onships.Asecondary11forthesmalleroperatorsisthattheycannotspreadoverheadssuchbroadlymarketing.Asignificantpartofthecostof12peopleonacruisehappensbeforetheygoonboardtheship.Thethreelargecompaniesbetweenthemspendmorethan$100millionayearonTV13inAmerica.They14armiesofsalesman.Deliveringpassengerstotheshipispartofpackagedealand,onceagain,15meanssavings.CruiseStaristhebiggestsinglebuyerofairlineticketsinAmerica.
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单选题 Fighting Fit Fine Fitness
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单选题THEARTOFPERSUASION'Letmesendyouourbrochure'isprobablythemostcommonlyusedphraseinbusiness.Butalltoooften,itcanspelltheendofacustomerenquirybecausemanybrochuresappeartobeproducednottoclarifyandtoexcitebuttoconfuse.Sowhatgoeswrongandhowcanitbeputright?Toooften,businessesfailtoaskthemselvescriticalquestionslike,'Whowillthebrochurebesentto?''Whatdowewanttoachievewithit?'Thetruthisthatabrochurehasusuallybeenproducedfornootherreasonthanthatthecompetitionhasone.However,withalittleresearch,itoftentranspiresthatwhattheclientwantsisamixture:partmailshot,partglossycorporatebrochureandpartproductcatalogue-acombinationrarelyfound.Havingsaidthat,thebudgetislikelytobefinite.Theremaynotbeenoughmoneytomeetallthreemarketingneeds,sothefirsttaskistoplanthebrochure,takingintoaccountthemostsignificantofthese.Theotherrequirementswillhavetobemetinadifferentway.Afterall,introducingthecompany'sproductrangetonewcustomersbymailisadifferenttaskfromsellinganewseason'scollectiontoexistingcustomers.Thesecondtaskistogetthecontentright.In95percentofcases,acompanywillhireadesignertooverseethelayout,sothefinalproductlooksstylish,interestingandprofessional;buttheydon'tgetacopywriterorsomeonewiththerightexpertisetoproducethetext,oratleasttidyitup-andthisshows.Abiggerfailingistoproduceabrochurethatisnotcustomerfocused.Yourbrochureshouldcoverareasofinteresttothecustomer,concentratingonthebenefitsofbuyingfromyou.Instead,thousandsofbrochuresstartwithahistorylesson,'Foundedin1987,wehavebeensellingourproducts...'.Icanassureyouthatcustomersarenevergoingtosaytothemselves,'They'vebeenaroundfor20years-I'llbuyfromthem.'It'snothowlongyou'vebeeninbusinessthatcounts,it'swhatyou'vedoneinthattime.Theimportantpointtogetacrossatthebeginningisthatyouhaveagoodtrackrecord.Oncethishasbeenestablished,therestofthebrochureshouldaimtoconvincecustomersthatyourproductsarethebestonthemarket.Itishelpfulwithcontenttogetinsidethecustomer'shead.Ifyouraudienceisyoungandtrendy,becreativeandcolourful.Asalways,createalistofthebenefitsthatpotentialcustomerswouldgainfromdoingbusinesswithyou,forexample,productquality,breadthofrange,expertiseofstaffandsoon.Butrememberthatitisnotenoughjusttostatethese;inordertopersuade,theyneedtobespeltout.Onepossibilityistoquoterecommendationsfromexistingcustomers.Thisalsomakesthebrochurepersonaltoyou,ratherthanitsimplybeingasetofsuppliers'photographswithyournameonthefront.Atthedesignstage,therearemanyproductionfeaturesthatcandistinguishyourbrochurefromtherunofthemill.Youmaythinkthatthingslikecutoutsorpop-upswilldothisforyouandthusmakeyoustandout,oryoumaythinktheyjustlooklikedesignerwhimsthataddcost.Gothroughalltheoptionsindetail.Oneofthemmightbethatall-importantmagicalingredient.
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问答题 ●The number of staff leaving Parkside
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问答题 ●You work for a large company
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问答题●ThecompanyyouworkforishavingproblemswithSorenson,oneofitssuppliers.Yourlinemanagerhasaskedyoutowriteareportgivingdetailsandrecommendingasolution.●Lookattheinformationbelow,onwhichyouhavealreadymadesomehandwrittennotes.●Then,usingallyourhandwrittennotes,writeyourreport.●Write120-140words.
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问答题●Youareorganisingameetingtodiscusspossiblecutstoyourdepartment'sbudget.●Writeanemailtoallstaffinyourdepartment:●givingthemthedateofthemeeting●explainingwhysomecutshavetobemade●sayingwhyitisimportantforallstafftoattend.●Write40-50words.
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问答题 PART ONE In this part
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问答题 PART ONE 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 TWO 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...? Considering setting up a staff canteen ●Employees' opinions ●Cost t
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