听力原文：ABC Company applied for a sight letter of credit for settlement instead of documentary collection.

Man: Well, I was thirty and settled at work, but then I came across a report predicting annual internet growth at 2,300%. The figure was like an alarm clock ringing in my head. I started to think about the regrets I might have at eighty. I realised I probably wouldn't even remember the things that seemed important in my thirties (like getting my end-of-year pay bonus. But I'd definitely tell myself I'd been a fool to ignore the internet. Woman: How did you go about choosing a product？ Man: Well, I drew up a list of twenty products, from clothes to gardening tools, and from that I got a shortlist of five, and then I assessed them. I thought about market growth in different countries and I also did some research into suppliers. But there were other important factors as well. I wanted a product that didn't retail for too high a figure. I thought that since many people would be buying from the internet for the first time, they might be afraid to take a risk with large amounts of money. Woman: And what made you decide on books？ Man: Well, basically, I found out that books had an eighty-two billion dollar market world-wide. There's also a high demand for CDs - a product I nearly went for - but with books there's a much wider choice. There're 3 million items in the book category, but only 300,000 in CDs. This choice meant the capabilities of the computer - in organisation and selection - could be put to good use. Woman: Bookstore has certainly been very successful. Why do you think that is？ Man: Well, it's not been easy. For the first five years, it was a struggle raising funds and developing the right software. The ideas weren't the difficult bit. If you and I sat down here for an hour, we'd come up with a hundred good ideas. The hard bit is making those ideas work. There are several key elements, which for me were research, recruiting the right staff, and prioritising. Woman: And you're satisfied with your customer growth？ Man: Well, it was a bit slow at first but then it picked up and from May '97 we started to see our greatest growth. We went from a hundred and twenty million dollars annual sales revenue to two hundred and thirty million dollars by the end of that year, and from 340,000 customers to 15 million. 58% of them were repeat customers. By '98, sales had reached almost three hundred and ten million dollars. Woman: And is Bookstore's success reflected in its profits？ Man: Well, at the moment we're focusing on introducing ourselves to customers and we spend a lot on advertising. Anything else would be a poor management decision. But, of course, it's reflected in our final figures. It's not unusual for a four-year-old company like ours to be in an investment cycle. What is more unusual is for a young company like Bookstore to be sold on the stock market, which happened in July '97. Woman: Bookstore is well-known for its high- quality customer service. What is the secret of your success in this area？ Man: Well, firstly our books are delivered fast and any complaints are dealt with by email and what's important is that the email is always answered in a friendly way, with the emphasis on 'the customer is always fight'. In fact, customers sometimes feel guilty about complaining because Bookstore staff are so helpful! Regular customers are recognised when they go to our website, and we suggest titles to them, based on their previous purchases. Woman: Do you think Bookstore offers a better service than its competitors？ Man: Well, yes. We'd been in the market for about two years before most of our competitors started so we had a head start and although some have caught up now, we're still cheaper. Our book price includes tax and delivery. Most of our competitors' prices don't. But what's more important is that B A．he was earning yep/little in his job. B．he had reached the age for a career change. C．he had to respond to a business opportunity.

W: I’m really lucky you stopped and offered me a lift. I’ve been waiting for about two hours but no one seemed to be going my way. M: Are you a student？ W: Yes, I’m a biology student in London University. I’m going up to Edinburgh for the festival, but it’s so expensive on the train that I decided to try and hitch a lift. M: Well, you are lucky because I should have been going yesterday, but something happened to delay me so I postponed my trip until today. W: Is it all right if I put my bag on the back seat？ M: Yes, of course. W: It started to rain just as I left the house this morning and my clothes and shoes are wet through. Would you mind if I take off my shoes？ M: No, of course not. I don’t mind. Go ahead. W: Thanks. M: Oh, don’t forget to put your seat belt on! You can get fined nowadays, you know, for not wearing your seat belt. W: Yes, sorry, I forgot. Could I open this window？ M: Well, I’d rather you don’t if you don’t mind. It gets very draughty when you open that window. But you can open the back window. W: Is it all right if I go to sleep for a while？ M: Yes, of course. I’ll wake you up when we reach the next service station. I’ll need some coffee then. (23) A．Because she has a company for the drive. B．Because she can attend the festival. C．Because the man stopped and offered her a lift. D．Because the man provided a shelter from the rain.

M: Yes ... well ... in 1990, EBS's total sales were $11 billion. But in 1996, our sales grew by more than 5 billion and the sales total for the year was $27 billion. So ... while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 50% ... though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees... in Asia alone, it'll be 60,000. The real development during this period will be concentrated in East Asia—mostly in China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to $100 billion. A few years ago, I'd never have dreamed that we'd be selling $3 billion dollars worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about EBS University itself？ Can you explain—simply—how it works, and who it's for？ M: I suppose it's really similar to a community-based education system—a bit like a village school—except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues—both for people and services. We also offer a range of options, everything from personnel, finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days' training a month, the minimum is fixed at three days a year. We also have a feedback system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training—to 'maintain them', if you like, because we think they're important. A piece of machinery, however, gets as much as 10%-12% of its purchase price spent oil maintenance now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that EBS is more broad-minded than many firms in its approach to educating and training its employees. M: Well, EBS has been in a state of constant renewal since it was founded in 1938, but it wasn't until the late seventies onwards that the company started trying out new methods of training and education. EBS University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes EBS from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Rice, and I hope that EBS University continues to do well in its educational role. &8226;You will hear a radio interview with Brian Rice, president of EBS University, the training and educational body set up by the electronics company, Torntec. &8226;For each qu A．5 billion dollars. B．11 billion dollars. C．27 billion dollars.

A．事先预警 B．实时监控 C．事后监察 D．行业检查

What did the chairman do at the meeting？ A．He asked the board to prepare a development plan. B．He wanted the board to discuss the outline. C．He described what the company would do in the years to come.

M：Not yet. I'm still waiting for the letters from other companies. Q：What does the man mean？ (18) A．He will write a letter to another company. B．He has received many job offers. C．He hasn't accepted the job offer. D．He will let the woman have the job.

M: To tell you the troth, I've been putting it off. Q: What does the man mean？ (15) A．He has finished the paper. B．He put his paper somewhere else. C．He forgot to begin researching his paper. D．He postponed the research.

(30) A．Our company will arrange an exhibit for the Science and Technology Week. B．Our company has been upset by the city authorities' final decision. C．We are displeased with the arrangement of the Science and Technology Week D．We have dissuaded the city authorities from setting up the week's display.

W: Let me key your information into my computer. Yes, Mr. Smith. I have an order for three cases of cartridges, is there anything to refill？ M: Yes, please post the bill to 124 Hildrod Lane, Milton County, 98830. W: I will send you an invoice tomorrow. Your order should be delivered before next Monday. What position does the woman probably hold？ A．Cartridge designer B．Sales person C．Accountant D．Receptionist

M: Yes…Well…in 2000, Thorntec's total sales were 20 billion. But in 2005, our sales grew by more than 5 billion. So…while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 25%…though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees…in Asia alone, it'll be 60,000.The real development during this period will still be concentrated in Asia -- mostly China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to '100 billion. A few years ago, I'd never have dreamed that we'd be selling '2 billion dollars' worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about Thorntec University itself？ Can you explain -- simply -- how it works, and who it's for？ M: I suppose it's really similar to a community-based education system -- a bit like a village school -- except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues -- both for people and services. We also offer a range of options, everything from personal finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days training a month, the minimum is fixed at three days a year. We also have a feed back system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training -- to "maintain them", if you like, because we think they're important. A piece of machinery, however, gets as much as 10-12% of its purchase price spent on maintenance…now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that Thorntec is more broad-minded than many firms in its approach to educating and training its employees. M: Well, Thorntec has been in a state of constant renewal since it was founded in 1928, but it wasn't until the late sixties onwards that the company started trying out new methods of training and education. Thorntec University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes Thorntec from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Winter, and I hope that Thorntec University continues to do well in its educational role. You will hear a talk between a young employee and a senior cashier of a firm. You have to complete the sentences 23-30 by choosing the correct answer. Mark one letter A, B A．20 billion dollars B．26 billion dollars C．23 billion dollars

M: Yes, I've set my mind on it. I'd like to find a job with full scope to show my ability. Q: Why has the man decided to leave the company？ (23) A．With a knife. B．On the edge of some metal. C．On some glass. D．On a piece of paper.

M：Why not cancel Bob's program？ His project never brings in any profit． Q：What can we learn from the conversation？ (14) A．Their company has a good profit. B．The man will cut the budget for his project. C．The woman wants the man to reduce his expenditure. D．Bob's projects are always profitable.

(30) A．I wondered if Joe has finished his research. B．I'm interested in his advisor's projections. C．I think Joe should have talked to his advisor. D．I'm curious to know why Joe hasn't been consulted.

What does the woman think？ A．She thinks the Japanese first got to know how to play football. B．She doesn't think football came from China. C．She thinks the Europeans play football better.

(23) A．In Japan, most people have a lifetime job with the same company. B．In Japan, government always promises to give people a lifetime job. C．In Japan, as in other countries, it is almost impossible to have a very stable job nowadays. D．In Japan, it is a tradition for a person to work in the same company all his life.

(9) A．The company is a sun-rising firm so it is worthwhile to extend the loan. B．The company has some accounting problems, some improvement is needed. C．The company is short of funds because it is sun-rising. D．The company has some accounting problems because it is sun-rising.

Where are they？ A．In a supermarket. B．In a bookstore. C．In a restaurant.

W: Really？What day？ I'd like to talk to them and drop off my resume. Q: What does the woman want to do？ (17) A．Get prepared for her first campus interview. B．Polish her resume for more job opportunities. C．Visit a famous Electronics company next week. D．Apply for a job to the Electronics company.

A．The mining industry． B．The service industry． C．The construction industry． D．The light industry．

M: Thank you, Miss Carlyle, I'm in bad need of such suggestions because, to be frank, my company, although small, is rapidly expanding. And please, call me Len. So, what are your recommendations for my new organizational structure？ W: Call me Mary. First, let's start with your operation here. You should set up separate Administrative, Clerical, Back office, and Support functions. There's too much work for your personnel to wear more than one hat any more. M: Yes, they're already overworked. But that will entail more Managerial functions, won't it？ W: That's right, Lea, and you'll need at least two new managers for separate Marketing and Product Development departments. M: OK, Mary. What else？ W: I think you'll need an Executive assistant to help you deal with corporate affairs. That should do it for your headquarters here, but since your business is no longer just local, I also suggest setting up a regional office in the south. M: What about personnel there？ W: You'll need the same basic functionality as here, on a reduced scale. Product Development is only needed at headquarters for now. Your regional head can manage all functions there initially, but will probably need an assistant, also. And that's it! M: Thanks for your advice, Mary. You do help a lot. Looks like I'll need that assistant right away to help me set all this up! (23) A．A personnel manager. B．A business consultant. C．A secretary. D．An assistant.

A．全部成交 B．部分成交 C．不成交 D．推迟成交

W Actually, the coupon automatically applies to the most expensive item on your bill. I scan it after I've scanned all your purchases, and it automatically chooses the item. M Oh, good. I just wanted to make sure it wouldn't be applied to the paper or the scissors or anything like that. W Nothing to worry about. Okay, your coupon gives you $16 off the file cabinet and your total comes to $105.75. How would you like to pay for that？ What is learned about the coupon？ A．It expires after 60 days. B．It has a $50 limit. C．It can be used only at the downtown store. D．It gives a 20 percent discount on one item.

(28) A．The company raised the worker's wage to avoid a strike. B．The company demands that workers strike. C．If the wages are not increased, the workers plan to go on strike. D．The company threatens to pay the workers less.

M: I had planned to go, but when I got up in the morning, it looked like it was going to rain, so I decided to stay home instead. W: It looked like rain？ Are you sure about that？ It was sunny all day long at the picnic site. M: When I woke up in the morning, it was really cloudy and overcast, so I just went back to bed. I suppose that the weather cleared up later on in the day. Why didn't the man attend the picnic？ A．He didn't enjoy the previous one. B．He thought it was going to rain. C．He had some other weekend plans. D．He wanted to stay home instead of going out.