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1、第四辑Test2第四辑Test 2 - Part 1 Conversation 1 Hints: Tom Bill column A long-term 01:14 处的语气词Ah不用写 英式拼法 对话人之间以换行区分 Hi, Tom here. Could I speak with Bill? Sorry, he's out. Can I take a message? Thanks. It's about some queries Bill had about the balance sheet I prepared. Which balance sheet exactly
2、? The one for the last financial year? Actually, it was the one for the last quarter. OK, got that. There were several things Bill wanted to check. Firstly, he asked about the liabilities figures. He thought the figures in column A might be for current liabilities, but in fact those figures indicate
3、 the long-term ones. OK, I've got that. What next? The assets figures. He wondered exactly what they cover. Actually, I've put the current assets there, but I've still got to work out the fixed assets and the intangible assets before I include them. Thanks. Anything else? One last thing.
4、 Also about assets. Bill wasn't sure what the figures in brackets in section four refer to. He thought they might represent average figures for the last two years or something like that. In fact, they show losses over tha 第四辑Test 2 - Part 1 Conversation 2 Hints: George Kristoff Melbourne however
5、; instead 英式拼法 Hi, George. This is Kristoff calling from Australia. It's about the contract negotiation for constructing the factory in Melbourne. Our client doesn't want to agree the date for the completion of the second stage, even though it was accepted when we put in our tender. We speci
6、fied that we couldn't complete in less than six months. Now they're saying they want it brought forward a month. This is a problem, because they want to put in a penalty clause which states that for every week we are late, we have to pay three per cent of the total cost. I can't agree to
7、 this at all. We're already using our best technical employees, and the only way we can complete in five months is if we use more unskilled staff right from the beginning, which'll mean a substantial investment which we hadn't budgeted for. There's one incentive, however; instead of
8、the usual bonus, we'll be awarded the contract for their next project if we can meet their new deadline. t period. Thanks. I'll pass all that on. 第四辑Test 2 - Part 1 Conversation 3 Hints: Joe Fischer Wilma e-commerce morning - hell OK - anything Yes - when 英式拼法 对话人之间以换行区分 Hello. Joe Fischer s
9、peaking. Joe, it's Wilma here. Can I have a word with you about the e-commerce website? Of course. How did the interviews go? Well, we recruited an excellent business analyst this morning - he'll join the team in a week or so. There's still a gap for a software engineer, though, and we&#
10、39;ll have to fill that as soon as possible. I'll ask around and see if anyone is able to transfer from other projects. Thanks. Also, do you think you could produce a report for senior management by the end of the week? They'd like an idea of the timing of the project. No problem. What else
11、should I include? Let us know exactly what hardware you'll need. The budget already allows for that. OK - anything else? Yes - when you describe the project, would you make sure you spell out the objectives in clear, straightforward language? Certain members of the Board have their doubts that i
12、t will bring about the results we promised. OK. 第四辑Test 2 - Part 3 Hints: Healthway plc, Chief Executive , Lynne Trencher, Robert Henlow, well-loved town-centre high-margin out-of-town Chief Executive, Charles Hamilton, downside: very IT over-optimistic did: he Hm. large-store 英式拼法 对话人之间以换行区分 Next w
13、eek, Healthway plc, the health and beauty chain, gets a new Chief Executive. Here's our reporter, Lynne Trencher, to tell us why many people regard the job as one of the most difficult in retailing. Hello, Lynne. Hello. No, it isn't an enviable position. Robert Henlow, Healthway's new CE
14、O, is taking control of a company which may have been a well-loved and trusted retail brand for many years, but its core business is mature, and successive managements simply haven't come up with a winning formula to deliver dynamic sales growth. And the shareholders see Henlow as Healthway'
15、s last chance. The company faces stiff competition, doesn't it? That's right. In fact, most town-centre health and beauty chains are feeling the pinch, with few planning to expand. Unlike food, it's a high-margin business, which gives supermarkets, particularly those on out-of-town sites
16、, scope to sell similar products for considerably less. Even the development of online shopping hasn't yet outweighed the convenience of out-of-town sites. Robert Henlow is coming from a company with a very different sort of culture from Healthway, isn't he? Yes, he's moving from a firm
17、that's very open, with plenty of staff coming in from other companies, or indeed industries. Healthway, on the other hand, has a culture where people join the group and either leave quickly, or not until they retire. It's famous for breeding its own managers, and outsiders have traditionally
18、 not been welcomed. Healthway's financial strategy has been criticised in recent years, I believe. Under the last Chief Executive, Charles Hamilton, Healthway concentrated on the bottom line, with the aim of supporting the share price. Even the one acquisition that the company made had that same
19、 goal. But this strategy had its downside: very few improvements were made within the business, so their IT, for instance, is now several years out of date. Wasn't it Charles Hamilton who started Healthway's beauty treatment centres? Yes, almost his first major action as Chief Executive was
20、to set up a separate chain of stores that, in addition to selling health and beauty products, provided massage and other treatments. This ran alongside the existing stores. But even at the outset, few investors were taken in by his over-optimistic forecasts, and the doubters were proved right. Just
21、before he left the company, he closed the centres and admitted his mistake. Hamilton also made drastic staffing changes, didn't he? He certainly did: he slimmed down the head office, he undertook a complete overhaul of the top management team and tidied up the company's international operati
22、ons. Of course, there was a danger that in changes on that scale, mistakes would be made and the company would lose individuals, or even whole departments, that it needed. He managed to avoid that, but he was quite unable to communicate the reasons behind the changes, so he created an enormous amoun
23、t of ill will. Hm. Has Robert Henlow announced any plans yet? When he starts work next Monday, he'll find a report from consultants, advising the disposal of several underperforming stores that are too small ever to do well. However, they do think the current total should be maintained, which wo
24、uld be achieved by ploughing money into more profitable large-store formats. Even though this means adding to the payroll, the consultants say the increased profitability will make it worthwhile. So, all in all, it's quite a challenge for Robert Henlow. It certainly is, not least because he'
25、s never run a quoted company of this size before, and he's one of the youngest chief executives of a business like this. He's taking a huge step from his previous position, though at least the health and beauty sector isn't entirely new to him. He's not going to find it at all easy to tackle all Healthway's problems. Lynne, thank you. 第四辑Test2