2020下半年山西bec商务英语报名时间及报名条件
山西2020下半年bec商务英语什么时候报名，这是考生很关心问题，今天小编给大家带来了2020下半年山西bec商务英语报名时间及报名条件，希望能够帮助到大家，下面小编就和大家分享，来欣赏一下吧。
2020下半年山西bec商务英语报名时间及报名条件
报名条件
参加商务英语考试不需要任何特殊资格，报名不受年龄、性别、职业、地区、学历等限制，适用人群为具有初、中、高级英语水平者，且以从事商务工作为学习目的。
任何人(包括学生、待业人员等)均可持本人身份证到当地考点报名。在华工作的外籍人员和现役军人亦可持本人有效身份证件及两张照片报名参加考试，也可持工作证和单位介绍信报名。
2020下半年山西bec商务英语报名时间暂未公布通知，因上半年考试时间延期，小编预计今年上半年BEC商务英语考试时间取消，合并至下半年2020年11月举行。这样一来，很多考生关心bec下半年报名时间。
2020年下半年BEC商务英语报名时间暂未公布，根据历年报名时间预计7月-9月进行，广大考生可参考2019年下半年报名时间：
年份 上半年时间报名时间 上半年考试时间 下半年报名时间 下半年考试时间 2020 1月15日9时—3月6日 5月16、23、30日延期 暂未公布 11月21日、
28日、12月5日
2019 1月15日9时—3月20日 5月18日、5月25日、6月1日 7月15日9时—9月20日23时 11月16日、23日、30日
现在已已进入6月下旬，那么下半年报名是否会在7月份如期进行，让我们一起期待。
报名方式
剑桥商务英语证书考试的报名方式是由教育部考试中心所属教育部考试中心海外考试报名信息网提供的全国统一网上报名。网址为:http://bec.neea.edu.cn/或http://bec.neea.cn 。
网上报名
1、网上报名相关准备
电脑系统：剑桥商务英语证书考试网上报名要求您使用联接互联网的电脑并装有浏览器(推荐使用Microsoft IE 9、10、11和火狐最新版本)。推荐显示分辨率设为 1366.68。电脑须安装简体中文输入法以输入考生中文姓名和地址。在汉字输入状态下，须采取半角方式输入数字。
网上支付考费：剑桥商务英语证书考试费的支付方式仅限于网上支付。考生可任选报名网站所连接的网上银行支付系统交纳考费。
身份证件规定：剑桥商务英语证书考试报名和考试入场对身份证件的要求规定如下：
中国大陆考生参加考试必须携带的唯一身份证件是有效的“中华人民共和国居民身份证”原件。根据《中华人民共和国身份证法》，任何中国公民无论是何年龄，均可向户籍所在派出所申领身份证。特别提醒未申领身份证的青少年考生提前办理，以免影响考试。
香港、澳门地区考生必须使用有效香港、澳门身份证原件;台湾地区考生必须使用有效台湾居民往来大陆通行证原件。
外国籍考生必须使用有效护照。
考生报名时须如实、准确提交身份证信息，包括：证件类型、证件号码、中文姓名、拼音姓名、性别和出生日期，确认提交后，不得更改，并将打印在准考证上;考生在考试日须携带与准考证信息一致的有效身份证件原件。
出现下列情况之一的考生，将被拒绝入场，并不退还考费或改期安排考试：
抵达考点与网上报名所选考点不一致;
未携带准考证或规定的有效身份证件;
所携身份证件的有效性未通过核验;
身份证件类型和号码与所持准考证显示信息不符;
身份证件相片与本人明显不符;
未按准考证规定时间到达考场;
不服从监考人员的管理，扰乱考场秩序。
2、网上报名过程中重要时限
网上支付时限：考生须在选择考点、考试级别、考试时间填写个人报名信息及背景问卷(下称：预订考位)后24小时之内完成网上付费，如考生只预订了考位，未完成考试费支付，并不意味着考生已报名成功，在24小时之后系统将自动取消尚未支付考试费考生已预定的座位;考生在未支付考试费的情况下，在24小时之内也可随时自行取消已预定的座位。
准考证打印时限：考生须在笔试考试日前5天之内，登录报名网站的个人账户下载和打印准考证。
商务英语听力指导：正式商业交流-研讨会
Lesson One
Formal Verbal Communication in Business I
正式商业交流 (1)– 研讨会
Part I Objectives
Procedures of Seminars Leading and Commonly Used Sentence Structures
研讨会各个程序及常用句型
Questioning Techniques
提问技巧
A Leader and A Good Listener, At the Same Time
做好的听众，做好的
Giving Criticism
提出批评观点的技巧
Part II The How-Tos
Leading Seminars/ Questioning Techniques
General procedures of a seminar/lecture
1) Self-introduction
2) Introduction of Topic
3) Describing sequences and timing
4) Highlighting information
5) Involving the audience
6) Giving instructions
7) Checking understanding
8) Asking questions
9) Clarifying questions
10) Evading questions
11) Inviting comments
12) Interrupting
13) Transitions
14) Reformulations
15) Closing
Language Reference
Self-introduction 自我介绍
Good morning, I'm ---- and I've been invited to give this talk/ presentation / lecture because---
I have done research in / I have a special interest in / my experience is in
Introduction of Topic 话题介绍
In my presentation/talk/lecture today I shall be dealing with---
The subject of my ---- today is ----
What I'd like to do today is introduce/suggest/ analyse/ describe / explain
My topic/subject today is ---
I shall be dealing with 2/3/4…. main areas/topics/subjects today
Describing Sequences and Timing 程序介绍与时间安排
First I want to /spend a few minutes outlining ---/remind you of the background to/summarise the ----/explain---/ present---
Next I shall---/after that I will take the opportunity of describing---/
Then we'll look at---
Finally I want to---
Highlighting Information 重点介绍
(Rhetorical questions)
So, what does that mean?/How can we interpret this?/What's the explanation for this?/What are the implications of these findings?
(Change of focus)
What that tells us is/What I'm suggesting is/What is clear is that
(Introducing auxiliary verb)
So clearly we do need to--/Obviously they did understand that---/ Of course you do wan to know why---
Involving the Audience 听者的参与
Let's have a show of hands, how many of you agree with ----
I'm sure we all know what it's like to---
Let me ask you spend a couple of seconds thinking about---
Well, what would you do, I wonder---
Just look around the room and take a note of /how many men are wearing a tie---/how many people are wearing jeans---/the average age of the participants
Giving Instructions 给予指示
For this exercise, we are going to work in pairs: groups of 3/4/5
Make a note of these words/figures
Read the paragraph on page ---
Please note that I shall be timing the exercise and you have exactly 7 minutes
Now complete the questionnaire and put your name in the top left-hand corner
Checking Understanding 随时观察听者反映
Is everyone with me so far?
Are there any questions at this stage?
Would anyone like me to run through that again?
If you have any problems with the detail, don't worry because all the information is in your handout
Asking Questions 询问问题
Direct questions/open-ended:
What/why/how/where/when
Closed questions :
Do you/did you
Delicate questions:
I was wondering if/ could I ask you/ would you mind telling me/if it's not indiscreet I'd like to know/might I ask/may I ask
Clarifying Questions 澄清问题
So you want to know about---/is it the figures that worry you/ when you say---do you mean---/If I've understood the question you want to know about---
Evading Questions 回避问题
That's not really my field---/ that's a bit outside the scope of today's topic/ I haven't got the precise information with me today/ that's not really for me to say/I'd need notice of that question to answer you in full/this is not really the place to discuss that matter/ perhaps that's a question for another meeting
Inviting Comments 鼓励并听取意见
Has anyone got any questions at this point?
Would anyone like to comment on that?
Does anyone disagree with my last point?
Can anyone confirm my experience?
If nobody has any questions then I'll move on
Interrupting 中断
I'd like to discuss it further, but I think it's time to move on
Could I just stop you there---
If I might just add----
I'm sure we'd all agree, but perhaps we should get back to the main point
Transitions 过渡
If we could now turn to---/my next point is---/ what I want to do next is ---/ let's move on to---/that completes my analysis of---/so, now we are going to----
Reformulations 总结
If I might just go over that again---/so, in summary---/ just to remind you of the key facts/the main points/ the advantages of---/my main arguments were---
Closing 结束
Thank you for listening to me today
I hope you have found my presentation useful
Thank you for your attention
Questioning Techniques 提问技巧
Reasons for asking questions:
To obtain information
To find out the opinions of other people
To ask other people to contribute ideas
To find out the reasons behind events
To seek confirmation
The status of the questioner
The questioner may have an official need to ask questions - work-role, legal power, etc., or the questioner may have an entirely personal curiosity to satisfy. If the role is official, the questioner needs to choose the questioning style with care in order to produce the required results. Questioning can be quite a threatening activity in some circumstances. For example, if the questioner wants information , then the person who has that information may feel that s/he is being asked to give up something that represents an advantage. If the questioner is merely curious in a social setting , then the important point is the level of delicacy of the question. In most cultures, very personal details such as how much money we earn is too private to form the subject of questions by others.
Choices of question style
Closed v. open
Closed questions permit only 'yes'/'no' answers. They may therefore be more threatening than open questions because they leave no room for expansion or explanation. The questioner needs to decide if it would be more tactful to ask:
Have you finished that report yet?
Or
How are you getting on with that report?
The first question implies that the report is now due; the second merely asks for a progress statement. The open question allows the respondent to elaborate and does not have overtones of authority.
Wh- type questions
Questions starting with question words: what, when, why, who, how, are open questions but they are also very direct. Too many questions like this have the flavour of an interrogation and may make the person being questioned feel uncomfortable. It may be necessary to preface the questions with phrases that show the questioner is aware of the intrusiveness of the question:
May I ask you…
Could you tell me…
Would you mind telling me…
I wonder if I could ask you….
I would be interested in knowing…
If it's not indiscreet, may I ask ….
I know it's not really my business, but….
Facilitative styles of asking questions
If the intention of the questioner is really to prompt the interlocutor in disclosing information freely, then question techniques may not be appropriate at all. Instead it might be better to echo and to reformulate in order to give the interlocutor the opportunity to expand.
Illustrative dialogue
A. Well, I live in a flat in a rather poor part of town.
B. Poor part of town…?
A. Yes, it's quite dirty and the streets are badly lit. That's why I don't like going out alone at night.
B. So you're frightened to go out alone?
A. Well, yes because we hear of attacks and muggings. That's why I want to leave.
In this dialogue, speaker B doesn't try to take the initiative, but merely echoes and reformulates to prompt speaker A to say what worries her.
Part III Let’s Talk Business
LEADING THROUGH CHANGE: Listening as a leader
Often, when we think of communication, we think of speaking, presenting, writing--delivering a message in some way. But an effective communicator is also adept at receiving messages. You won't budge people toward a goal if they don't feel that they've had input, that they've been heard and understood, and that the vision they're working toward is also their own vision. Listening to your followers is the only way you can make this happen.
To be a good leader, HEAR OUT what others have to say:
Hold judgment and hold eye focus Listen carefully and with an open mind--if you're defensive you may miss critical information. Don't formulate your answer while a person is still speaking. Watch for subtle body language that may offer extra clues to the speaker's true meaning. Also, hold eye focus. If you don't' look at the person who is speaking to you, you can't establish trust. As a leader, you want followers to trust you and believe in you.
End all other tasks. Show respect for people by putting aside your paper, lunch, etc., and don't take phone calls. You'll be better regarded, and you'll save time. By "doing it right the first time," there won't be misunderstandings or any need to repeat information. Be ready to job down notes as the person speaks.
Allow the speaker to finish. Don't interrupt. Don't change the subject. Don't finish sentences for the speaker. Remain quiet until you're sure the speaker has completed his or her thoughts.
Read between the lines. As you listen to the speaker, listen for what might be left unsaid. It's not always easy for a person to approach someone in a more senior position and tell it like it is. If you want to get an honest opinion of some of your ideas and actions, you'll need to probe. You'll also need to value that feedback and the person who gave it to you. Never shoot the messenger.
Outline your understanding. Once the person is finished speaking, reiterate what you believe to be the main ideas, issues, etc. State them simply and, if possible, try to "rank" them from most important to least. At each step, ask the speaker if you've correctly heard the message. Take the time to be certain, or you've both simply wasted time.
Underline major points. Once you and the speaker agree on the main ideas that have been uncovered, focus your attention on one or two of the most important: What needs to be done right now to make the speaker--and you--acknowledge that something positive has been accomplished? What else can be done in the future? Set a date to revisit these main ideas and to discuss progress.
Test the waters. Take what you've learned and test it with others. What are others feeling and thinking? Is this an isolated issue? Don't take it any less seriously but if it's a "movement" of sorts, you'll need to address it differently. Testing the waters allows you to explore the real needs, fears and hopes of your followers and incorporate them into your shared vision. Remember, if you're trying to move people in a new direction, you must know here they're coming from.
People don't always need leaders to agree with them and act on their suggestions. But people always do need to feel their leader cares enough to listen. When people are uncertain what tomorrow may bring, a leader with a reputation as a "good listener" may be the most prized employee in any organization. Work hard to make yourself that person.
Part IIII Exercises and Discussion
Exercise to sensitize your questioning techniques.
1 Write on the board a list of 5 or 6 prominent people that everyone knows. Some of these people should be the subject of current controversy.
2 Write a question of each type (see reasons for asking questions at the beginning of this unit) and address each of your questions to one of the people you have listed.
3 Now grade their questions for levels of delicacy on a scale 1 - 5, with 5 being the most delicate.
4 Check their questions for the appropriateness of their style - are they open or closed; direct or indirect? Adjust the phrasing of the questions to suit the level of delicacy.
5 Lets discuss the results.
Give examples of situations where open/closed types of questions are generally asked.
Choose one of the following topics and make it into a seminar. Try to incorporate all the 15 elements mentioned in part II.
- How to boil an egg
- How to organize a picnic for your company
- Key factors consumers should be aware of when purchasing a DVD player
Rewrite the conversation between John and Mary in Part five. Discuss on the possible outcomes of the conversation with your partner.
Part V Supplementary Materials
Giving Criticism
When it's necessary to criticise the work of colleagues it is important to do so in a manner that is supportive and that permits the other person find ways of improving his or her performance. To do this we need to:
Concentrate on the error, not on the person
Avoid generalizations
Provide specific examples of the problems that need attention
Make helpful suggestions for improvement
Avoid a one-sided attack
Avoid insinuations and hints
Conduct the criticism in private so as not to humiliate the other person
Read the dialogue below and make a note of the ways in which John fails to observe the advice given above in his criticisms of Mary's work:
John: Come in and take a seat, Mary. This won't take a minute.
Mary: What's this all about, John?
John: Well I'm sorry Mary, but I've come to the conclusion that your work's just not up to scratch. I need to see a big improvement if you want to stay here.
Mary: I see. I admit I have found these first few weeks a hard, but I need time to settle in and there's a lot to learn.
(Knock at the door)
John: Come in.
Jane: Oh, sorry John, I'll come back later, I didn't realize you were talking.
John: That's all right, come in. I was just telling Mary that I don't think she's really up to the job here.
Jane: No, I don't want to intrude on a private conversation; I'll come back later.
Mary: So what are you saying John, are you firing me?
John: No; but I have to say that if this little talk doesn't make you realize where you're going wrong, it may come to that.
Poor Mary! John has just attacked the standard of her without giving her any idea of where she is going wrong; on top of that he's repeated the criticism in front of another member of staff.
By using some of the suggestions below, see if you can rewrite the dialogue so that John offers Mary constructive and positive criticism that will help her to improve her performance:
Invite Mary to a private interview
Ask if she is ready to discuss the standard of her work
Acknowledge the fact that she is new to the company and that there is a lot to learn
Say that her reports are lacking in detail and accuracy
Ask her if she is aware of that
Say that she is often late in the morning
Ask her if there are personal problems that make it difficult for her to arrive on time
Say that some of the clients she deals with have complained that she misses appointments
Ask her if she can explain why this is
Ask her if there is anything you can do to help her improve in these areas.
Set a date for another talk in a few weeks to review her progress.
If John conducts the interview along these lines, Mary will:
Know exactly which aspects of her work are unsatisfactory
Will have the opportunity to explain why she has problems
Will not be publicly humiliated
Will feel that she is getting support in her efforts to improve.
Reference
Brenda Townsend Hall,1998
商务英语听力指导：正式商业交流-研讨会
Lesson Two Formal Verbal Communication in Business II
Part I Objectives Four Main Parts of a Presentation 商业演示的四个部分 Delivery Skills 表达技巧 Save you out of embarrassment, at a Presentation 摆脱商业演示中的尴尬场面 Language References 语言参考
Part II The How-Tos Four parts of a presentation Formal presentations are usually divided into four main parts. The introduction The overview The body The ending
The introduction At the very least, the introduction should introduce the subject of your presentation.
“Today I’m going to tell you about the recent improvements that have been made to the XL series of engines.”
Depending on the situation, it will also do one or more of the following:
Give the audience a reason to listen “These improvements give greater fuel efficiency and also lower production costs.”
Provide background information. “As you probably know, our market share has been falling in recent years.”
Narrow the topic. “In particular, I will show you how these improvements make our engines better than our competitors.”
The overview The overview provides a preview of your presentation for the audience. It is easily done by explaining the structure of your presentation.
“First, I’m going to describe the new features of the engine.” “Second, I’ll show you some performance data of the engine’s fuel efficiency.” “After that, I’ll explain how the new features will allow us to reduce production costs.” “Finally, I’ll show a comparison with our competitors’ models.”
The overview is very important. It helps the audience to organize the way they listen. It is similar to the contents page of a book.
As long as the presentation is well-organized, the overview is the easiest part of the presentation to prepare.
The body This is the main content of the presentation. How it is organized will depend on the type of presentation. It should be organized logically to match the overall purpose of the presentation.
The ending The ending usually does two things.
It reviews the information and ideas that were presented in the body of the presentation. This is called the summary.
“As you can see, these improvements increase fuel efficiency and allow us to lower our production costs.” It restates the main purpose of the presentation which was stated in the introduction. This is called the conclusion or concluding statement.
“I am sure these improvements will allow us to win back our market share.”
Delivery skills 1. Look organized The audience will have confidence in someone who seems to know what he or she is doing. Arrange your papers on the desk. Check the OHP(over-head projector). Put your bag in a suitable place. Put your notes in a suitable place. Change the seating arrangement if you don’t like it. Check that everyone can see you and your visual aids.
2. Use natural gestures Don’t try to be a great actor. Rely mainly on the content of your presentation, not on acting skills. Use the same gestures you would use if you were explaining the same thing to a colleague in a one-to-one conversation.
To ensure that you use gestures naturally, avoid clasping your hands behind your back, clasping them in front of you, or placing them on your hips.
If you are holding notes, try to hold them in one hand, leaving your other hand free to make gestures.
3. Eye contact Look at individual members of your audience, just as if you were having a conversation with them. Don’t bury your head in your notes. Try not to look at the ceiling when you can’t remember what to say.
4. Signaling In writing, you use paragraphs to show the parts of your presentation. In presentations, you have to do it in other ways. You can use verbal techniques and non-verbal techniques. Verbal techniques involve using a mixture of linking phrases, intonation, and pauses. Non-verbal techniques can include changing positions, turning pages of your notes, and changing the OHP slide.
5. Pronunciation Make sure you know how to pronounce the words in your presentation. Be particularly careful of words that are used in both your language and English. These words can be false friends.
6. Avoid distractions A hole in your shirt will get attention, but it will divert attention from what you are saying. So will the following: Passing round things for your audience to look at while you are speaking. Having a slide displayed on the OHP while you are talking about something else.
Part III Let’s Talk Business Pulling It Out of Thin Air - What to say when you forget what to say It's like when a plane hits an air pocket-your intestines throb in your brain-pan. You're flowing smoothly through your presentation (without notes or with bulleted notes that suddenly no longer make sense) and wham! You go blank. There's nothing upstairs. Nothing on-line. Your mind is as blank as a blackboard in August. You lick your lips, clear your throat, and say "uh" enough times to jumpstart an outboard. Your eyes begin to dart about in desperation, and as the internal pressure mounts, the real signals of distress pour out: giggling, blushing, and embarrassing true confessions of just how lost you really are, revealing only your lack of preparation and diminished professionalism.
WHAT TO DO First, use an ounce of prevention. Rehearse out loud frequently enough to internalize your message. Strangely, if you try to memorize your remarks, you're almost sure to go blank. Understand why you're speaking the words you choose, and say them in rehearsal until you have a gut feeling for the essence of your message. Use your visuals as a road map, if possible. Using graphic images or bullet points, rely on your visuals to keep you on track. Visuals should not serve as a script, but rather as a series of trigger points that generate discourse. Keep your notes nearby. Make sure they're written in large, colorful writing. They'll be easy to read when you're under pressure. Focus your eyes on one person in the audience when you go blank. They'll think you're being forceful and dramatic. Then, after about four seconds, move your eyes to another person. Do it again. Keep doing this through the silence until your brain comes back to life. Repeat what you just said. Using repetition is a good speaking technique anyway. Keep repeating yourself until your mind clicks into gear. Or say something that parallels your subject, and chances are, within seconds, you'll be back on track. Ask the audience a question if it's a small group. "Marilyn, what are your thoughts so far?" Make it an open-ended question so Marilyn can't say simply "yes" or "no." That way, you get more time to think as Marilyn speaks. If you're speaking to a large group, ask a rhetorical question. Again, you'll probably wake yourself up quickly. Ask for help. "Where was I?" is not a shameful thing to say. Most audiences will be sympathetic. Everyone knows the pressure of speaking. Just don't do it repeatedly or make a big deal out of it.
Part IIII Exercises and Discussion
Look at the sample presentation below and: - Try to identify those four parts mentioned in Part Two - In case the presenter here went blank right after the third paragraph, any suggestions from you to save the poor guy from embarrassment? The DC Autodialler
A voice controlled data recorder and automatic telephone dialer. Main features Speech analyzer Large memory Large display Lithium batteries
Good afternoon. Today I’d like to tell you about our latest product, the DC Autodialler. The DC Autodialler lets you record telephone numbers by speaking. It can also dial telephone numbers automatically. We expect it to be a very popular product.
First, I’ll tell you the main features of the ‘autodialler. Then I’ll describe its physical characteristics. Finally, I’ll explain how to see it.
The Autodialler has four important features. It has a very sophisticated speech analyzer which allows it to record names and telephone numbers. It can recognize up to 5000 common North American names. It has a large memory which lets you record up to 2500 names and telephone numbers. It has a 4-centimeter by 2-centimeter liquid crystal display which provides a sharp image. Ti uses lithium batteries which last for two year.
The Autodialler is very compact. It measures 10 centimeters by 5 centimeters by 0.5 centimeters. It’s made of very light but hard plastic, and weights only 150 grams. It comes in three colors: black, silver and wine red.
Now, I’ll show you how easy the Autodialler is to use. There are only three buttons: a “new” button, a “find” button, and a “dial” button. To enter a new name and phone number, press the “new” button. Then say the person’s name. When the name is displayed say the telephone number. To find a name, press the “find” button and say the person’s name. When the name is displayed you may dial the number, change the name or telephone number, or delete the information. To dial the number, point the Autodialler at your telephone and press the “dial” button.
As you can see, the Autodialler has many useful features, it’s very compacted, and it’s easy to use. I’m sure you’ll agree that there will be a large market for it.
Thank you.
Check out one infomercial you really hate to see. Try to transform it into a 3-minute long business presentation by using some language references in part five.
Part V Supplementary Materials Language reference Below is a list of phrases and sentence patterns that may help you prepare your presentation. Remember, however, that every presentation is unique, and you must decide for yourself which language is appropriate for your presentation.
The introduction 介绍
Basic introduction 基本介绍 Today I’m going to tell you about a new kind of material. 今天我将要介绍一种新材料 I’d like to talk about our recent sales performance. 我想介绍一下我们最近的销售业绩。 Today, I’d like to show you a way to cut costs. 今天，我想给大家展示一种减少成本的新方法。 Today, I’m going to explain our strategy for next year. 今天，我想就明年的战略部署进行一下解释。
Narrowing the topic 缩小范围 In particular, I will explain how the material can be used in many of our products. 我重点想解释一下这种材料在我们其它产品中的用途。
Referring to background information 涉及背景资料 As you probably know, our market share has been falling in recent years. 众所周知，我们的市场份额近年来开始下降。 Some of you may know about our research program. 大家可能知道我们研究的项目。 You may be aware of the features of the RS-4 model. 您将会了解到RS-4模型的特点。
Presenting the overview 总览程序
First, I’m going to… 首先，我将要... Second, I’ll show you … 其次, 我将要展示给您... Then, I’d like to … 再次, 我想... After that, I’ll explain … 然后, 我会解释... Finally, I’ll … 最后, 我将...
Signaling and linking 承上启下
Sequencing 层次 Now, I’ll explain … 现在, 我来解释...一下 Let’s now consider … 我们来考虑一下... This brings us to … 由此得来... Finally, … 最后... Directing attention 吸引注意力 Please look at this chart. 请看图表 Let’s take a look at this table. 我们来看表格. Take a look at the diagram. 大家看一下图表 If you look at this graph, you will see … 大家从这张曲线图可以看出... As you can see from this chart, … 正像大家从这张图表中看到的一样...
Cause and effect 原因与结果 Since increased performance is not our only concern, I’d now like to talk about 由于业绩增长并不是我们关注的, 我想在此谈论一下... As a result of this new feature, we must now consider 由于这个新的特点, 我们现在必须考虑... As a result, we have to find new ways to increase our market share. 由此, 我们不得不寻找增长我们市场占有额的新方法. Consequently, we have been developing a more efficient engine. 结果, 我们已经开发了一台更高性能的发动机。 Therefore, I’d now like to show you our latest test results. 所以，我现在想就我们最新检测结果给大家进行展示。
Purpose 目的 In order to take advantage of this new technology, we have to look at the market. 为了利用这个新技术的优势， 我们一定要了解市场。 For the new model to work effectively, we need a new kind of valve. 为了新模型高效运行，我们需要一种新的电子管。
Contrast 对比 Although the machine operates well at low temperatures, at high temperatures there are some problems. 虽然在低温下机器运行正常，但在高温下它存在着许多问题。 Unlike the ST-4X, the ST5X is very compact. 与ST-4X不同的是，ST-5X非常简洁。 Instead of batteries, the news model uses solar power. 新的型号不再用电池，而用太阳能。 Nevertheless,… 然而... However,… 但是... On the other hand,… 另外...
Reinforcement 进一步的补充说明 In addition to Asia, we are also marketing the product in South America. 除亚洲外， 我们还在南美开发了市场。 In addition, we plan to introduce more robots to our production lines. 除此之外， 我们计划在生产线上引入更多的机器人。 Furthermore, the program can translate from Japanese to English. 另外， 此程序可以从日语翻成英语。
Introducing a summary 介绍总结 As you can see, these improvements increase fuel efficiency and allow us to lower our production costs. 据大家了解，这些改进会增加燃料的性能。同时减少产品的成本。
Introducing a concluding statement 陈述 I am sure these improvements will allow us to win back our market share. 我确信这些改进将有助于我们赢回市场份额。 It’s clear that the new model meets all of our customers’ requirements. 很明显，新的型号满足我们客户的需求。
Graphs and charts 图表
Describing the purpose of a chart 讲述图表的用途 It shows our sales from 1985 to 1990. 这张图表示从1985年到1990年的销售额。 It shows the stages in the manufacturing process. 这张图显示生产流程。 If you look at this diagram, you will see how the equipment works. 观察这张图示，您会了解设备的工作方法。
Describing parts of a graph 描述图表的各个部分 The horizontal axis represents temperature. 竖轴表示温度。 The horizontal axis shows sales in millions of dollars. 横轴表示以百万为单位的销售额。 The black columns show sales of memory chips. 黑柱部分显示的是内存条的销售额。 The solid line shows the pressure. 实线表示压力。 The broken line shows the interest rate. 断线表示利率。 The dotted line represents the rate of unemployment. 虚线表示失业率。 The gray segment represents our market share. 灰色部分显示我们的市场占有 额。 The hatched section shows the proportion of women. 阴影部分表示女性的比例。 Describing the units of a graph or diagram 描述图表的单位 The units are in meters. 单位是米。 The figures are in thousands of dollars. 数字是千元为单位的。 The numbers are in tens of thousands of dollars. 数字是以万为单位的。
Describing the significance of information 突出特点内容 It’s clear that demand is increasing. 很明显需求在提升。 The graph clearly shows that the new machine’s performance is better. 图表中很清楚地可以看出新机型的表现更加。 The figures show that the cost of materials has risen by 25%. 数字表示材料成本已上升了25%。 The results seem to show that oxygen quickens the reaction time. 结果表明氧气加速了反应。 The information suggests that consumers are not satisfied. 信息表示消费者并不满意。
