BEC考试须知：什么是BEC中级加试

为了帮助大家备考bec中级，下面小编就给大家分享一下关于bec加试的内容，帮助到的小伙伴快来了解一下吧!

BEC加试是什么

BEC加试是BEC考试的主办机构剑桥大学考试委员会外语考试部(ESOL)为了适应越来越多的中国考生报考BEC而特地在一年两次的常规纸笔考试之外，另外增加的一场纸笔考试。

目前，BEC加试仅限于报考BEC中级的考试。BEC初级考试和BEC高级考试暂无加试。

BEC加试什么时候考试

BEC中级加试自2012年开始加试，目前基本定在每年3月会进行加试。具体的加试时间会在加试前一年的12月公布，

BEC加试什么时候报名

BEC中级加试一般在每年的3月举行，报名时间一般在同年的1月开始。BEC加试报名时间还会根据不同考点略作调整。

BEC加试与常规BEC考试有什么区别

【不同点】

1.考试时间不同：BEC初级、BEC中级和BEC高级等各级别考试，每年会有两次考试，上半年考试在每年的5、6月举行，下半年考试在每年的11、12月举行。BEC加试目前仅对BEC中级考试开放，考试时间一般在每年3月。

2.考试级别不同：BEC加试仅限于报考BEC中级的考试。BEC初级考试和BEC高级考试暂无加试。

3.开放考点不同：目前，3月BEC中级加试的开放考点有限，一般大中城市的考点和华东地区的大部分考点都是开放BEC中级加试的。具体考点的情况，还需要考生咨询自己所在地考点。这里给大家列出全国BEC考点的地址和联系方式，方便大家向各考点咨询。

4.查分时间不同：一般BEC纸笔考试后一个半月到两个月后即可在网上查询BEC成绩。BEC中级加试在3月举行，因此查分时间一般在5月左右。对于应届生需要在毕业前获得一个可以证明自己英语水平的国际证书来说，BEC中级的3月加试是一个很好的选择。常规的BEC纸笔考试，上半年考试的网上查分时间为当年的7月左右，下半年考试的网上查分时间为次年的1月左右。

【相同点】

1.考试题型相同：BEC中级加试的考试题型与常规的上半年或下半年BEC中级考试题型完全相同，都是由听说读写四部分组成。

2.考试难度相同：BEC中级加试在3月举行，对于年初才开始复习备考的考生来说，备考时间相对上半年考试的考生要少了近两个月。但是，BEC中级加试的考试难度和常规考试是相同的。所以，打算参加3月BEC中级加试的同学，从前一年的年末，大概11月、12月就要开始复习起来了。

3.考试评分标准相同：BEC中级加试是为了适应越来越多的报考人数而增设的一次中级纸笔考试，评分标准完全与常规考试相同。

BEC商务英语中级考试真题

Achieving a successful merger

However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.

According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles.

This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.

But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other.

The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.

Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

13 According to the text, mergers can encounter problems when

A contracts are signed too quickly.

B experts cannot predict accurate figures.

C conflicting attitudes cannot be resolved.

D staff are opposed to the terms of the deal.

14 According to Chris Bolton, what do many organisations do in preparation for a merger?

A ensure their interests are represented

B give reassurances to shareholders

C consider the effect of a merger on employees

D analyse the varying strengths of their staff

15 The proposed merger of two pharmaceutical groups failed because

A major shareholders were opposed.

B there was a fall in the demand for their products.

C there were problems combining their areas of expertise.

D an issue of personal rivalry could not be resolved.

16 According to the text, focus groups can help companies to

A develop new initiatives.

B adopt contingency plans.

C be decisive and react rapidly.

D evaluate how well matched they are.

17 Creating a new culture in a newly merged organisation means that

A management styles become more flexible.

B there is more chance of the merger working.

C staff will find it more difficult to adapt to the changes.

D successful elements of the original organisations are lost.

18 According to the text, intercultural analysis will show

A what kind of benefits a merger can lead to.

B how the national context affects the way a company is run.

C how long it will take for a company culture to develop.

D what changes companies should make before a merger takes place.

《Achieving a successful merger》，实现一个成功的并购。文章没有从技术和经济效益的角度来分析并购成功的因素，而是强调了一个在并购中容易被忽视的重要因素：文化冲突。不同的企业文化走到了一起，能否兼容是并购能否成功的关键因素。一个比较著名的例子是当年惠普与康柏的并购。

第十三题，问什么情况下并购会遇到麻烦。答案是A段的最后一句，关键词是culture clash：如果两个公司的员工在工作方式上存在文化冲突，那么金融专家和律师们为了达成交易所做的一切努力都是徒劳的。所以选C：冲突性的态度无法得到解决。Conflicting attitude对应于culture clash。attitude具体指公司员工做事情的方式和态度。

第十四题，问很多机构为并购所做的准备是什么。答案是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力集中在法律、技术和金融事务上了。也就是更多的看重经济等方面的利益，而忽视了人的因素。选A：确保他们的利益得到很好的反映，也就是自己的利益有保障。represent在这里的意思是be present or found in something, especially to a particular degree。

第十五题，问这俩医药公司并购失败的原因是什么。答案是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在谁来领导新的机构的问题上无法达成一致。所以选D：人员竞争问题无法得到解决。Personal rivalry就是指两个领导谁也不服谁。

第十六题，问focus group可以帮助公司干什么。先弄明白focus group的意思，看剑桥高阶的解释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。处理问题的团体。答案在第四段。这一段是举例说明两个合并公司的文化兼容性问题。经过focus group的调查，这两个公司的做事方式有很大差别，不能兼容。所以这一题的答案是选D：评估他们能否匹配。

第十七题，问在一个新合并的公司里创造新的文化意味着什么。答案是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取双方的优点，创造一个所有人都能接受的新组织。每个人都能接受，那么合并成功的可能性会大大增加。选B：合并起作用的几率增加了。

第十八题，跨文化分析能够表明什么。答案是最后一段的最后一句：how its politics, economics and history impact on the way business is done.看看这个国家的政治、经济和历史是怎么影响商业行为的。也就是考察宏观的国家背景对微观的经济个体的影响。选B：国家背景怎样影响公司的运行方式。

BEC中级写作模拟题：购货合同

购货合同 Purchase Contract

写作案例详解

Purchase Contract

Contract No.:CU080145

Date: April 5th 2008

The Seller:Carlton International

Address: 102 Lind Road San Francisco California 90034 USA

The Buyer:Heyee Corporation

Address: 34 Yongquang Street Jinnan District Tianjin 300350 PRC

The Seller and the Buyer agree to conclude this Contract subject to the terms and conditions stated below:

1. Name and Specifications of Commodity：

Cotton Prints DY 78

2. Quantity：1% more or less allowed

3000 meters

3.Unit Price：US$ 3.3 per meters

4.Total Amount：US$ 9900

5.Terms of Delivery:FOB

6.Country of Origin and Manufacturers:The United States

7. Packing：Package of 100 meters in a waterproof polythene bag and then in a cardboard box.

8. Shipping Marks：On the surface of each package,the package number,measurement,gross weight,net weight.

9.Time of Shipment：October 2008

10.Port of Loading：San Francisco USA

11.Port of Destination：Tianjin,PRC 12. Insurance：

According to the payment of the contract,insurance shall be covered by the Buyer for 110% of the invoice value against All Risks.

13.Terms of Payment：

(1) Letter of Credit:The Buyer shall,7 days prior to the time of shipment /after this Contract comes into effect,open an irrevocable Letter of Credit in favor of the Seller.The Letter of Credit shall expire 15 days after the completion of loading of the shipment as stipulated.

(2) Documents against payment:After shipment,the Seller shall draw a sight bill of exchange on the Buyer and deliver the documents through Sellers bank and N/A Bank to the Buyer against payment,i.e D/P.The Buyer shall effect the payment immediately upon the first presentation of the bill(s) of exchange.

(3) T/T:The Buyer shall pay to the Seller total amount by T/T within 3 days against receiving the full set documents or the goods after shipment.

14. Documents Required：

The Seller shall present the following documents required to the bank for negotiation/collection:

(1) Full set of clean on board Ocean/Combined Transportation/Land Bills of Lading and blank endorsed marked freight prepaid/ to collect;

(2) Signed commercial invoice in 5 copies indicating Contract No.,L/C No.(Terms of L/C) and shipping marks;

(3) Packing list/weight memo in 2 copies issued by Seller;

(4) Insurance policy/certificate in 5 copies (Terms of FOB);

(5) Shipping advice

The Seller shall,within 24 hours after shipment effected,send by courier each copy of the above-mentioned documents No.(1) to (5).

15.Shipping Advice：

The Seller shall,immediately upon the completion of the loading of the goods,advise the Buyer of the Contract No.,names of commodity,loading quantity,invoice values,gross weight,name of vessel and shipment date by letter within 24 hours.

16.Inspection：

After arrival of the goods at the port of destination,the Buyer shall apply to China Commodity Inspection Bureau (hereinafter referred to as CCIQ) for a further inspection as to the specifications and quantity/weight of the goods.If damages of the goods are found,or the specifications and/or quantity are not in conformity with the stipulations in this Contract,except when the responsibilities lies with

Insurance Company or Shipping Company,the Buyer shall,within 30 days after arrival of the goods at the port of destination,claim against the Seller,or reject the goods according to the inspection certificate issued by CCIB on the basis of the Rules and Regulations of Witness.

17.Claim：

Should the quality,specifications,quantity,weight and/or packing be found not in conformity with the stipulation of this Contract,the Buyer shall give a notice of claims to the Seller and shall have the right to lodge claims against the Seller within 30 days from the date of the completion of unloading of the goods at the port of destination.The buyer shall make a claim against the Seller (including replacement of the goods) on the basis of the Rules and Regulations of Witness and all the expenses incurred therefore shall be borne by the Seller.The claims mentioned above shall be regarded as being accepted if the Seller fail to reply within ten days after the Seller received the Buyer’s claim.

18.Late delivery and Penalty:

Should the Seller fail to make delivery on time as stipulated in the Contract,with the exception of Force Majeure causes specified in Clause 19 of this Contract,Shall be settled by the Witness on the basis of the Rules and Regulations of Witness.

19.Force Majeure：

The Seller shall not be responsible for the delay of shipment or non-delivery of the goods due to Force Majeure,which might occur during the process of manufacturing or in the course of loading or transit.The Seller shall advise the Buyer immediately of the occurrence mentioned above and within 3 days thereafter the Seller shall send a notice by courier to the Buyer for their acceptance of a certificate of the accident issued by the local chamber of commerce under whose jurisdiction the accident occurs as evidence thereof.Under such circumstances the Seller,however,are still under the obligation to take all necessary measures to hasten the delivery of the goods.In case the accident lasts for more than 15 days the Buyer shall have the right to cancel the Contract.The buyer’s failure on getting the export license should not be regarded as force majeure.

20.Arbitration:

Any dispute arising from or in connection with the Contract shall be settled through friendly negotiation.In case no settlement is reached,the dispute shall be submitted to China International Economic and Trade Arbitration Commission (CIETAC),or South China Sub-Commission or Shanghai Sub-Commission for arbitration in accordance with its rules in effect at the time of applying for arbitration.The arbitral award is final and binding upon both parties.

This contract shall be construed in accordance with and governed by the law of P.R.C.

21.Notices:

All notice shall be written in English or Chinese and served to both parties by fax/e-mail/courier.If any changes of the addresses occur,one party shall inform the other party of the change of address within 3 days after the change.

22.The terms FOB、CFR、CIF in the Contract are based on INCOTERMS 2000 of the International Chamber of Commerce.

23.Additional clause：

N/A

24.This Contract is executed in two counterparts each in Chinese and English,each of which shall deemed equally authentic.This Contract is in 3 copies,effective since being signed/sealed by two parties.

Representative of the Buyer

(Authorized signature):

Representative of the Seller

(Authorized signature):

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