Текст
Business
BENCHMARK
Advanced
Higher
Teacher’s Resource Book
Guy Brook-Hart
•for ВЕС and BULATS
BENCHMARK
r
Advanced Higher
Teacher’s Resource Book
«CAMBRIDGE
UNIVERSITY PRESS
Guy Brook-Hart
CAMBRIDGE UNIVERSITY PRESS
Cambridge. Nrw York, Mrlhnnrnt*. Madrid. C.qx’ Tbvm, Sir import*, SSd Pjulor Delhi
Cambridge Unmntty Press
The Edinburgh Building. Cambridge CB2 BRU, UK
ww MmbridRr.orK
hilurnidtkiLi on this tide: www.cambndge.oig/‘J7tKi521672962
cCambdilge Unrversdtv Press 2iHV
This pubUcaiHm is in copyright Subicct la statutory exception jnd to ihe pm visions of relevant ccdlecLlw licensing agreement, no reproduction of any part may takr place without the written permission <rf Cambridge Umiveraliy Press.
Firsi published 2007
Rrpnnlrd 2008
Print rd in the United Kingdom ai the University Press, Cambridge
A zecuref for this pubdcoriwi Is awatfaWe i^rwn rhe Bnftsh Library
ISBN 978-0-521-67296-2 Teacher’s Resource Book Advanccd/Kighcr
ISBN 978-0-521-67295-5 Student’s Book ВЕС Higher Edition
ISBN 978-0-521-67294-8 Student's Book BULATS Edition Advanced Wilil CD-ROM
ISBN 978-0-521 67297-9 Репюпа] S<udv Book Advanced/Higher
ISBN 978-0-521 -67298-6 Audio Cassette ВЕС Higher Edition
ISBN 9780-521 -67299 J Audio CD ВЕС Higher Edition
ISBN 9780-521 -67661-8 Audio Cassette BULATS Edidon Advanced
ISBN 9780-521 67662 5 Audio CD BULATS Edition Advanced
_ • - awledgements 3
^rcductbon 6
Management
Jnit 1: Corporate culture
-_um irferrnce and unit nows 8
^•ocopiable activity: Time management 4
мягег key 12
'-*»cript 12
Jnit 2: Leaders and managers
-urn reference and unit noies В
*-£rtocupi«kble aCLkvky; Management problems 14
key 16
' inscripls 17
Unit 3: Internal communications
ium reference and unit notes IB
MtncopiablE activity: Bad bosses 19
Answer key 21
*'in script ZJ
Unit 4: Chairing meetings
-Ajm reference and unit notes 2-4
PtaMocopiabfe acrlvliy: Case study: Sp^nfeld 25
Answer key 28
Transcripts 29
Competitive advantage
Unit 5: Customer relationships
Exam reference and unit notes 30
Photocopuhle activity: Case study: Curiosity Iburs 31
Answer key 34
Fr.inscrlpi 3ft
Unit 6 Competitive advantage
Exam reference and un.i1 notes Э7
Photocapteble activity 1: Attention to pricing 38
Photocnpiable activity 2: The competitive advantage
game 40
Answer key 44
Transcripts 45
Unit 7 A proposal
Exam reference and unit notes 46
Pholocopiablc activity 1: Relocating 4?
Photocopiahle activity 2: Compound nouns quiz 48
Answer key 49
Transcript 50
Unit 8 Presenting at meetings
Exam reference and unit ntries Я
Phoiocopidble activity I: Catalina's prewntarion 52
Photocopiable activity 2: A propcisal for marketing
ice-cream 53
Answer key 54
Transcript 55
Advertising and sales
Unit 9; Advertising and customers
Exam reference and unit notes 56
Photocopiabte activity; Care study: Country Club 366 57
Answer key 59
Transcript 60
Unit 10: Advertising end the Internet
EJtam refereiKc* arbd unit notes 61
PhoiocD-pid-bfe activity: Case study: Fred-Winter-Homes 62
Answer key M
Transcripts 65
Unit 11: Sales reports
Exam reference and unit notes 67
PhonK-opMble KiMfy: A wks report 68
PhotocopLable sample answer A sates report 70
Answer key 71
Uranscript 72
Unit 12: The sales pitch
Exam reference and uni! notes 73
Phctocopublc activity: Rreakthrnu^h perform.ince 74
Answer key 75
Transcripts 77
Finance
Unit 13: Forecasts and results
Exam reference and unit ntHw 79
Photocopiable activity: Project: Investigating a company ВП
Answer key 81
Transcript 82
Unit 14: Financing the arts
Exam irfrnrncr Jhd unil notes 84
Pbococopiable activity: Business options 85
Answer key 37
TMnscripU 37
Unit 15 Late payers
Exam reference and unit nines 90
Photocopiabfe activity i: Letter-writing quiz 91
Photocopiablc activity 2: Useful phrases for letters 93
Answer key 95
Transcripts 96
Unit 16 Negotiating a lease
Exam reference and unit notes 97
Photocopiablc activity: Negotiation strategy: avoiding pitfalls 98
Answer key 99
TkanscrlptS 100
The work environment
Unit 17: Workplace atmosphere
Exam reference and unil notes 102
Phowcoplable activity: Attitudes Io work 103
Answer key 104
Transcript 105
Unit 18' The workforce of the future
Exam reference and unit notes 107
Pbolocopiabfe activity: Women in senior management 10ft
Answer key 110
Transcripts Hl
Unit 19: Productivity
Exam reference and unit notes 113
Photocopiablc activity; Constraints on productivity 114
Answer key 116
Transcript 117
Unit 20': Staff negotiations
Exam reference and unit notes 119
Photocopiablc activity; Negotiating points 120
Answer key 122
Transcripts 123
Corporate relationships
Unit 21: Corporate ethics
Exam reference and unit no<cs 126
Teacher's Resource Book activity: Business qute 127
Answer key B0
Ttanscripi BI
Unit 22 Expanding abroad
Exam reference and unit notes 132
Photocopiablc activity; The investment game 133
Answer key 134
Transcripts 134
Unit 23. An overseas partnership
Exam reference and unit notes 136
Answer key 137
Transcript* 138
Unit 24 A planning conference
Exam reference and unit notes 139
Pbolocopiabfe activity: Giving short presentations 140
Answer key 143
TYanscripts 144
Exam skills and Exam practice
Answer key (ВЕС) 145
Answer key (BULATS) 149
Transcripts (ВЕС and BULATS) 151
Appendix: The Common European Framework
cknowledgements
- .-nor acknowledgements
"'w author would like to thank the editorial team for
- help. advice, guidance. enthualarrm. feedback and oeas throughout the project,, especially Charlotte Adams
- нг Commissioning Editor), Sally Searby [Publishing <mager), Jane Coates ISeries Editor). Catriona Watson-. ’*rn (Freelance Editor). Gemnui Wilkins (Production
atroller} and Michelle Simpson | Assistant Permissions r лиге Controller). Special thanks also to Susie riax-Davies Гот using her compendious Iis1 rtf contacts м-arch out and Interview business people for the book, thanks Io the following people far kindly giving up
- -and agreeing to be Interviewed* Rachel Babington sney Channel), William Brook-Han [Gifford
Sagmeerlng Consultancy J. Neil tety (McdJaComL Philip inks, and Richard Coales (Wolseley PLQ,
.“uv thanks to Elaine Boyd (or writing the ВЕС practice '^cerial fur the ВЕС edition.
"he author would also kike to thank his Business English □Jems at the British Council. Valencia, from 2004 to 06, who kindly and good-humouredly worked through d mailed the materials,, pointed out fault*. suggested -provemenls and, by applying their business expertise.
rwided essentia] input.
"hr author would like Lu give his wannest thanks md lave to his wife, Paz. for her help, enthusiasm and rncuuragemcnl throughout the project. He dedicates
w hook co his son, Esteban, and hl* daughter, Elena, inth much love
The publishers would like to thank Elaine Boyd tor her invaluable feedback when reviewing the course material.
Senior commissioning editor: Charlotte Adams
Publishing manager Sally Searby
Project manager and editor: Jane Coates
Freelance editor. Calnana Watson-Brown
Production controller: Gemma Wilkins
Assistant permissions controller. Michelle Simpson Design and layout: Hart McLeod Lid
Text acknowledgements
The authors and publishers are grateful to the following for permission io reproduce copyright material, While every efturt has been made, it has not always been passible la identify the sources of all the material used, or lo trace the copyright holders. И any omissions are brought to our notice, we will be happy lo include the appropriate acknowledgements on reprinting.
The publishers are grateful tn the following tor perinissiion to reproduce copyright material: Far the information on p, 7 about Business English Certificate (BET) Higher level and the Business Language Testing Service (BULATS) test. Reproduced by perniinlon of University of Cambridge ESOL Examinations ** UCLES; pp. lfr-11: University of Nebraska-Lincoln Extension for the text 'Thirteen timely tips for more’effective personal time managemenf hy Kathy Prwhaska-Cue Taken from N"EB Facts - Nebraska Cooperative Extension NF94-I72. Used by per mission; p. 20: Hilary Whitney* for the text ‘Don't be bullied hy a big had boss’ taken from The GudrdidrL 17 July 2000. Used by permission of Hilary Whitney; p. 33: Pars International for the lext ‘Celling tn know them' Written by Meredith Levinson. Issue 15 February 2004 nf СЛ? Copyright CXO Media
Inc All rights resen'ud; pp. 38-39: 77ze Eajrrumist for the text rThe price is wrong , 23 May 21X12 and p. 10»: 'The trouble with women". 23 October 2003. • The Economist Newspaper Limbed. London; p. 74: Enirepreneui Media Inc for the text 'Breakthrough performance’, written by Barry Farber. Reprinted with permission from ЕпГгерптгсиг Afc^jcLZCFtr, December 2003.
www.enrrepreneur.com; p. ад: Stanford Graduate School of Business tor the tex1 ‘Negotiation Strategy: Six common ph falls to avoid’ written by Margaret Neale. Taken from the website: httpy/www.gsb.stanfoTd.edu. new^.rewjrch/hr_ne&uiiaiipn_8irjiesy.shtml. Used by kind permission of Stanford Graduate School of Business, Sanford University; p.160: Cl LT, the National Centre fur Languages for Can Da Statements'- Adapted from Naitonal Language Siandards B CILi; the National Centre for Languages.
Illustrations
p. 26; p- 31; p. 57; p 63; Tim Ollm
Д с к nowiedgament s
Intfcduction
Who this course is for
Вгшле# flenrhrwrk designed as .in
Interesting and stimulating course in Business English for «wdenrs ai Common European Eramework (CEF) level Cl tt combines lively, authentic materials from a wide range of business source* and Is suHable for people already working bi business and pro service students I younger people who ire intending to work In business In the future).
The course provides the necessary practical writing, reading. speaking and listening skills for people who will need English in a business environment. 11 builds up studentsr knowledge of essencwl business vocabulary and grammar in 24 short units designed to take approximately throe hours' classroom time each.
For students who required Business English qualification, the course provides a thorough preparation for the Business English Certificate <ВЕС) Higher level, or the Business Language Testing Service (BULATS) test. illL]udjlk£ UIIC LLfllipItle pidLlikr L'.UUI fui ВЕС dLlti another for BULATS.
What the course contains
Student's Book
The Students Book contains:
• 24 topic- nr ski Ня-based units designed to cover a wide range of the main topic and skills areas required by people working In modern business. The units are organised in "clusters" of four, each cluster covering a broad topic area. The first unit In each cluster te designed co place more emphasis on reading skills (though ihe other skills are covered), the second places emphasis on listening skills, the third on writing skills, and ihe fourth on speaking skill*. All units. however, are designed to provide lively, stimulating and varied classroom work where all skills are required The units contain:
diacuMlon and roleplay activities designed to build up essential business speaking skills such as tiiose required for meetings, conferences, negotiations and presentations
— step-by-step work on writing skill* In order to be able to write emails, memos, faxes, letters, reports and proposal*
— a large number of authentic business articles from a wide variety of well-known business
publications, together with examples of letters, reports and proposals, all designed to leach essential business reading skills.
— specially designed listening materials and authentic Interview» with business people. Intended ю improve students' listening proficiency and confidence
— numerous vocabulary exercises so that students studying the course will have an ample business vocabulary for most general situations
— grammar explanation* and exerdte* to extend and revise students' knowledge of English grammar at this level in a business context.
Many of the activities in the units are a Iso designed co provide students whh the skills and training necessary for either ihe Business English Certificate IВЕС I-Higher Icvd or the Вде1пе*в Language Testing Service (BULATS) test.
* Сшнш werkthopft with further grammar explanations and exercises related to grammar work arising from die unit*.
• An Exam skills and Exam practice section which provides detailed advice on what ejeh section of the BBC Higher exam consists of. or what the BULATS test consists of, together with information about what each section of the exam is resting a nd derailed siep- hy-slep advice on how to approach each question. The Exam skill* section also contains exercises designed to build up students' exam skills. This section also contains a complerp ВЕС Higher exam I BEL Higher edition) or the parts of the BU LATS test 1 BULATS edition] which ate designed for advanced students. The BULATS lest is supplied by Cambridge ESOL.
• Answer keys to all the exercises in the book.
* Transcripts for all the listening materials.
Personal Study Book
The Personal Study Book ronlains:
24 units, each relating to the 24 units of the Student's Book. These units contain:
— vocabulary revision and consolidation work — grammar revision and consolidation WOfk — further reading and writing exercises
* a Word list of the core business v iKabu IJ ry and expressions which appear in the Student s Book.
Recorded materials
The recorded mjlerials far the Student's Book are available either on audio CD or cassette.
Teacher's Resource Book
The Teacher's Resource Rook contains:
• information about how the activities in each unit relate 10 the ВЕС exam and BULATS lest
* notes on each unit in the Student's Book, with advice on how to handle activities in ihe unit and suggestions for alternative treatments for certain exercises
• a large number of extra phttoropfobtextfvfcies, including further reading texts, discussion activities, games and case Mudirs. intended to supplement and extend the work done in the Student's Book units and io provide a wider range of activities игл mon-in-depth study of certain business topics. The photocopiable activities also provide extra writing tasks, all whh a step-by-step approach and a sample answer for students ot teachers to refer to
answer to ail exercises in the photocopiahie actintles
• answei kft'8 to all exercises and acti vities in the Student's Book, including the Exam skills and Exam practice section
• complete Student's Book transcripts with the words or sentences giving 1he correct answer tn the likening гостом? underlined
* Information about the Common Earopeu Framework and how this course relates to it
* a checklist of Can Do statements for siudenis at Cl (advanced] level.
Website rurther information and resources can be found online & hnp://www.caitibridge.org/busiiiesibenchi,nark.
BULATS CD-ROM (BULATS edition)
The BULATS edition of Виллен Adnontyrt
contains skills advice and exam practice for all parts of the Hl J L ATS iesi which are relevant io students at advanced levcL A complete BULATS 1cs1 is supplied free with №ялде ВелгЬлшпк BUMTS ОДгглгг, Advanced cm CD-ROM for students wishing Io familiarise themselves with .ill pans of the compuler test.
Business English Certificate (ВЕС) Higher exam
EEC Higher assesses language ability used tn the context of business al the Council of Europe’s Effective Operational Proficiency Level (Cl J for general language proficiency.
• In the Reading component, there are six tasks of the following types: multiple choice, matching, word level
gap-filling, senience-level gap-filling, multiple-choice gap-filling and error identification. The Reading component i-s 25% of the total marks
* In the Writing component, there are two tasks. In Part One candidates produce a short report ftwwd on graphic input, approximately 120-140 words]. In Part Two candidates choose whether co write a report, proposal or piece of business correspondence. The Writing paper is 25% of the total mark*,
In the Listening component, there are three lasks of the following types gap-flllmgor note completion, matching and multiple choice. Texts used are monologues and dialogue*, including Interviews, discussions, telephone conversations and messages. The Listen! ng paper Is 25% of the total marks.
The Speaking Test is conducted by two external examiners and candidates are tested In pairs. At centres with an uneven number of candidates, the Iasi «btgle candidate Is examined with the last pair in a group of three. During the test each candidate responds io questions., gives a "mini presentatimV lasting approximately one minute, takes pan in a cullabuiatlve [ask with iht other cairdidale and the interlocutor. The Speaking Test is 25% of the total marks.
Business Language Testing Service (BULATS) test
BULATS makes use of a number of specially designed tests: • The Computer Ttest
* The Standard Tesl
• The Speaking Test
* The Writing 1W1
Each test can be used independently of the others, or they can be used in various combinations. All the tests aim to be relevant to people using the language at work. They cover areas such as descriptions of jobs, companies and products, travel, inanageiritnt and marketing, customer service planning, reports, phone messages, business correspondenoe and presentations. Hie tasks in lhe lest are generally practical ones, e.g. taking a phone message, checking a letter, giving a presentation, understanding an article, writing a report.
All the IMIS aim Lu assess candidates across lhe six levels of 1he ALTE Framework, i.e, the same test is used for all candidates whatever ihrir level. [0-5 of the ALTE Framework correspond co the Council of Europe Framework к-vris AI-C2.) See the Appendix on page 159 for more information about the Council of Europe Framework.
Corporate
This unit teaches language and vocabulary connected with company culture, phrasal verbs and defining arid non-defining relative clauses.
Although none of ttie tasks In the unit exactly replicate exam questions, some are designed to give students me skills and practice needed to deal with them (see table below).
ВЕС BULATS
Tatung point: Aspects of corporate cuftura Speaking Part 1 Speaking Part 1
Listening: pt ervporafe cejdYura Listening Part 2 Listening Part 3
Heading: Cnaafwig a oorporato cu/Jure Reading Part 2
Таймпд point: Greeting a corporate cutture Speaking Part 3 Speaking Part 3
activity 1 Speaking Parts 1 & 2 Speaking Parts 1 & 2
Notes on unit
Getting started
As a further extension,. you сйл get ttttdeais Lo braiMlorm other typical char act eristics of corporate culture.
You could also discuss the relationship between national cultures and corporate cultures if you think youi students have the background to do this.
Talking point: Aspects of corporate culture
Pre-sen*ice students who have no dost acquaintance with э company can be asked co talk about the culture of a college or school where they have studied.
Listening: Aspects of corporate culture All audio material in this book is intended to be listened to twice.
If Students лпе new to this type of listening activity, allow them to check lheir answers by looking al the UdП-script for Ttack 2 to see how the activity works.
If you wish lo make ihr activity more challenging.
Exercise 1 can be done after, rather than before.
Exercise 2,
Reading: Creating a corporate culture As a warmer before the reading passage, ask student# to do Exercises I and 2.
When students do Exercise 3r they should read the whole text again when they have finished 10 make sure that и reads logically.
As an alternative approach lo this and other tasks» you can discus# the best approach with students and get I heir ideas. Different students, or different groups of students, can try different ways, eg. reading the list nf sentences carefully first and then finding gaps for ihrm. or reading to I he first gap and then looking through the list of sentences, etc. They can then compare which method was most effective,
Vocabulary: Creating a corporate culture If your students have a copy of the Personal Study Bock, you can point out Chat it contains exercises which recycle vocabulary and grammar encountered in the unit and, in some units, gives extra reading and writing tasks,
You can also poim out that the Personal Study Book contains a Word list which they can consult when doing rocabuliry exercises.
Photocopiable activity
This activity is intended as an ice-breaker at the beginning ot the cwunw (perhaps before students have had time to buy their course books) and will Lake about an hour of class lime.
Getting started
Time managemeni is about managing your lime efficiently so that you achieve the most effective use of your working day, and also have lime tor free-time activities and interests. Courses in time management ar? also offered in many universities to help students manage their time efficiently. This activity is intended to analyse how you spend your day and suggest some time-management methods.
Work with a partner and complete this questionnaire for each other. (Ask each other complete questions to obtain the information, e.g. How tong is your working day?)
Job/Otcupation/Studies:
Summary of duties and responsibilities / What course consists oh
Length of working day / time each day spent in class or studying:
Starts логк/studies at:
Length of lunch break;
Finishes work/studiM at:
Time per day spent travelling to work/college/university:
How time spent while travelling to work/college/unrversity (e.g. reading the newspaper):
fakes work home? Yes/ho If Yes. give details;
*orks/5tudies at weekends? Yes/Ho If Yes, give details;
Working time spent in meetings/classes/tutorials:
Working time spent on phone;
' '-le spent per day on enjoyable non-work/non-study activities:
Гле spent per day on household chores, childcare, etc.:
It you think you make efficient use of your ti me? Yes/No
Tf Hes. give details:
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Talking point
Time management experts list a number of common activities or circunwianoes which was к people's time. These are often called rime j/mwes.
Work in groups of three. Discuss these questions.
1 How do the time thieves listed below waste people’s timet
2 Which ones waste your time?
3 How can people reduce their vulnerability to these time ritietts?
Time thieves
• "telephone interruptions • Lack of training
• Interruptions from visitors • Unclear objectives
• Meetings • Poor planning
* Not delegating tasks • Stress and fatigue
• Crisis management (i.e. spending your day • Inability to say 'No'
dealing with problems that arise) • An untidy desk/computer filing system
• Poor communication • Being a perfectionist
Reading
1 Work in groups of three. You will each read a different text giving advice on how to manage time better.
2 Read your text and make brief notes on the main points .
3 Talk to your partners and explain the main advice and the reasons for it When speaking, refer to your notes rather than the original text.
4 When you have finished, discuss which were the best pieces of advice.
Writing
Work with a partner. Write one more piece of advice for good time management like the ones you have just read.
••...............................~-----------------------------------------------------------
A SPEND TIME PLANNING AND ORGANISING. Using time to think and ptan is lime well spent. In fact, if you fail to take time for planning, you are, in effect, planning to tail. Organise m a way that makes sense to you. Some people need to have papers filed away; others get their creative energy from their piles. So forget the shoulds' and organise your way.
SET GOALS. Goals give your life, and the way you spend your time, direction. When asked the secret to becoming so rich, one of the famous Hunt brothers from Texas replied, ‘First, you've got to decide what you want.' Set goals which are specific, measurable, realistic and achievable. Your optimum goals are those which cause you to 'stretch' but not ’break' as you strive foe achievement Goals can give creative peopte a muon-needed sense of direction.
PRIORITISE- Use the B0-20 rule originally stated by the Italian economist Vilf redo Pareto, who noted that 80 per cent of the reward comes from 20 per cent of the effort, The trick to prioritising is to isolate and identify that valuable 20 per cent. Once identified, prioritise time to concentrate your work on those items wltn the greatest reward.
USE A 'TO-DO' LIST. Some people thrive using a daily To-do' list which they construct either last thing the previous day or first thing in the morning. Such people may combine a ‘to-do' list with a calendar schedule. Others prefer a 'running' 'to-do' list which is continuously being updated
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BF FLEXIBLE. Allow time lor interruptions and distractions. Time management experts often suggest planning for just 50 par cent or less 01 one's time. With only 50 per cent of your time planned, you will have the flexibility to handle interruptions and the unplanned 'emergency*. When you expect to be interrupted, schedule routine tasks. Save (or make) larger blocks of time for your priorities. When interrupted, ask Alan Lakein's crucial question. What is the most important thing I can be doing with my time right now?' to help you get back on track fast
CONSIDER YOUR BIOLOGICAL PRIME TIME, That’s the time of day when you are at your best. Are you a ‘morning person*, a 'night owl', or a late-afternoon 'whiz1? Knowing when your best time is and planning to use that time of day for your priorities (if possible) is effective time management.
DO THE RIGHT THING RIGHT. Noted management expert Peter Drucker says "doing the right thing is more important than doing things right'. Doing the right thing Is effectiveness: doing things nght is efficiency. Focus first on effectiveness (identifying what is the right thing to do), then concentrate on efficiency (doing it right).
ELIMINATE THE URGENT. Urgent tasks have short-term consequences, while important tasks are those with long-term, goal-related implications. Work towards reducing the urgent things you must do so you’ll have time for your important priorities.
c
PRACTISE THE ART OF INTELLIGENT NEGLECT Eliminate from your life trivial tasks or those tasks which do not have long-term Consequences for you. Can you delegate ОГ eliminate any of your ‘to-do’ list? Work on those tasks which you alone can do.
avoid being A perfectionist, in the Malaysian culture, only the gods are considered capable of producing anything perfect. Whenever something is made, a flaw is left on purpose 30 the gods will not be offended. Yes, some things need la be closer to perfect than Others, but perfectionism, paying unnecessary attention to detail, can be a form of procrastination.
LEARN TO SAY 'NO*. Such a small word - and so hard to say. Focusing on your goats may help, Blocking time for important, but often not scheduled, priorities such as family and friends can also help. But first you must be convinced that you and your priorities are important - that seems to be the hardest part in learning to say *no\ Once convinced of their importance, saying ‘no* to the unimportant in life gets easier.
REWARD YOURSELF. Even for small successes, celebrate achievement of goals. Promise yourself я reward for completing each task, or finishing the total job. Then keep your promise to yourself and indulge In your reward. Doing so will help you maintain the necessary balance in life between work end play. As Ann McGee-Cooper says, 'If we learn to balance excellence in work with excellence in play, fun, and relaxation, our lives become happier, healthier and a great deal more creative.’
From Tkineevi nmrip rips for more effective рсгюпа! time management by Kai liy Pmchuskj-Cur
. Nrt 1 (Freni Длимдх ЯатсГкмгК Jtfranrjtfffrrtw by Guy BHXk Ml't’ Cwibmipt IhwiMy Pien 2QC?
PHIHOCOPIMLL
11
Answer key
Student's Book activities
Getting started
lib 2g ie 4d 5 f 6c 7 a
2 1 mentor 2 dress code 3 goals 4 autocratic
5 bonuses 6 do tilings, by the book 7 vision
8 entrepreneurial
Aspects al corperate culture
Listening
11g 2j 3a 41 5d fie 7c 8b 9f 10 h
2 Candela: 5 Henry: 4 Sonia: 7 Onur: 3
Vocabulary
1 out 2 through 3 up with 4 to 5 turn
6 getting 7 down
Creating a corporate culture
Reading
1 I The board of directors
2 It can affect ethics,, risk-taking and bottom-line performance.
3 Board members often lack an understanding of corporate culture.
3 I G 2 F 3D 4 C SA 6E
Vocabulary
lb 2g 3c 4a 5 d 6 f 7 e
Grammar workshop: defining and non-defmng retetrve clauses
1 How should a director think about the “Mcporate culture’* of the company on whose board he or she serves?
2 Consult a management text on organizational culture and you'll find a chapter or more of definition whish/that boils down to something like "a pattern of shared basic assumptions.“
3 Every organization has a culture whiph/thal manifests Itself In everything from entrepreneurship Io risk-taking all the way down to the dress code.
4 An understanding of corporate culture is one of the main things missing on boards, but they really need it if they're going to monitor what's going on inside the corporation.
5 Nucor's culture, which he describes as "extraordinarily powerful, effective, and unique.'' can be traced back to the values and vision of its legendary founder, F. Kenneth Iverson.
Transcript
zQ Listening page 11
Опне So, Candela, what's it like working for a l-ar^r car manuiactLirefi
Candela: You’d be surpriwd. actually, You bear«r much about curihroai competiuon amongst managers in my type of company, but in (ad. as someww waning out on the management ladder. I get a lol <?I Luds uplrein кшог Mall. Wc have twice weekly g£i ;i3gihera where wg late througl^ uuj ditfkuJLto mJ reiitt-MP wiila and юкииш. Its great. I don i gei ihe feeling lha< it1» sink or »wim' at dt
Omar: And you, Hran -
непгу: Wrtl. At y™ d -npea *fwkif>g in hospiial adminkstranor. there * plenty ot red tape. Wc n.i vc to Hivk iv the rules faith' cdttfullk Ьесапи at the end of the day, people s health's involved. and we tv puftbdy actuuniahle. Hut that doesn't meant there s no room for inventivcne». Wr're always kxriung for «до pf Mreamlining procedures and making efficiency gains-.
Опыт: And Mrtif шфауггш' money,
Henry- That ‘snghi
ChtMr: Now, Soma » M's и like working for a dotcom?
Sonia: It's not exacts a dotcom. As a matter of tact, it's
mure j «rfrwrry developer. And li really suits me, you know. I neariv always turn up al work wearmft там and a T-*hiri. which is great for a manager, and even.one talks 10 everyone else in j really reUMd wjy There's none of that 'Ihetu and-us' feeling between management and stall that yp-u grt m other Industrie*. I mean, io том wjvs she suff are more expen than 1hc тпапа^етъ! And whjr Jhwrt WU. 0ПЫ1:
Onur My ccmpjDv as you know, is a consumer products crwufMrn’, jnd we re all organised in division?., and the divisions in teams, and wr'rr ли compefimf ARJinubt tMLh other. Our pay is performance-related, and nobody gels Ihe Mme GfiUmg alwAd and енэд krepiMt vuuj job deopwls on vour pcrfoTmancc.
Senia: Um, and bow s periorauuKe measured. Omar? Is there a yardstick’
Daur: Not really, tn the end, n boils down tp pcrfnrnuncr in comtMriMin with other teams md djYLilQfU.
Henry; Sounds quite <1 rai race, Omar: For me, that 's business!
Leaders and managers
This unit studies language and vocabulary related to the functions and qualities of leaders and managers. Il revises the grammar of as and tike and leaches a number of management collocations.
Although none of the tasks In the unit exactly replicate exam questions, some are designed to give stucfents the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Gerling started Speaking Part 2 Speaking Part 2
Reading: Great itodocs arxt great managers Reading Part 3 Reading Pad 2 Section 5
Listening: Greef ieaders and greet managers Listening Part 1 Speaking Part 1
Lfiterung: Шпадипд staff Listening Part 1
Talking point 2: Managing staff Speak*ig Part 3 Speaking Part 3
Notes on unit
Getting started
Giving short calks of this type Is a useful business skill: business people are often asked Io talk in meetings about ±«г ideas, aciivicies of projects.
r you want io extend the discussion, you can:
• isk students about wdI known business leaders from their country
* ask which quathies are most valued by business leaders and managers in 1 heir country, or if some of these ifualiLics arc not considered important in lheii country.
"? King point: Great leaders and great managers
- an alternative шк. dik your students co work in small peups. Tell them each Io:
- pek oui three seniences from the text whose ideas
- ade an impression on them
* Tad each sentence to Lhe tubers Ln iheir group, who ~en give their reaction to il
* - appropriate, ask them to compare Branson's attitude Linagmg people wilh the attitudes in the
□jrapanies where they work.
гё-'ng: Greaf leaders and great reragers
up suggests students should try to predict the
1—w nformation they will need Io complete the notes.
. lie help them by eliciting:
gap 1: Dp you think you need a noun, verb, adjective or what? What quahiurs might hdp the business ptOfflVSti
• gap 2: Whui pan of speech do you need’ What if the essential difference between managers and tenders, and what is their relationship^, etc.
Vocabulary 2: Great teaoters and great managers
As a follow-up io this 3Liiviiy> >w can:
* ask students if they can identify two differenl types of collocation wilh (answer types or
caiegones nf management, and 1 hangs which are managed!
* ask ihem Io brainstorm Iwo or three other collocalions for each category.
Talking point 1: Managing staff
11 you hdve pre-service studeins, ask them
* if teachers fill a similar role to managers
* what leachers can do io optimise the performance of iheir students
* what aspects of their education might prepare 1hem for management roles.
Photocopiable activity
This is in tend cd as a fun approach to- some people mdiidgemem Issuer ли! pjaciljes relied vorjbuhry.
Encourage students to give reasons for their answers. When they come to score their answers, encourage them tn disagree wilh the interpretations if they wish, since these are Intended to be mildlv provocative,
This activity will take more than an hour of class lime.
13
Reading
What sort of people manager are you i would you be? Do the quiz to find out.
1 Work in parrs. Read each question and then tell each other:
• the answer you would choose
• the reason why you would choose that answer.
2 When you have finished, add up your partner's score and give him/her the appraisal which follows.
И—...........-...........---------------------------------------------------------
How to score
1 al b7 cl d3
Fvain if hes л britimt and valuable люгкяг. you «в not dang hm a favour ietw fl&i away wflh working n $n wndtsdpirted w«v - and il’s tad to the atom ol other . who тдог ImI he's Swing Irraind too kindly
2 aS bf> c I de
Il she's taen ।n ita tatanment to 20 years, she gwcfcafaiv has more ‘□wnerahp* of the |ob ttiari yoj On 1h* erthar hard, shn may benefit 1ro*n а сЛвппв сИ scene The person^ mlervww <s brnve bd1 may t:e d0uhiei-(x-i5duHrvB
3 Bl Cl df
AJI optons except Ibl may show weakness cn your pen At ki.ni ibl Eh<iwb a eonatiuciive approach io a human piobtem
4 11 c ? d Q
More money won i sc*?e work-related stress The on*y sersde sedition i5 Ibl. though you will have 10 |uACily it 10 you» Ьш.
5 вб b2 e1 d3
The only sensible option <s W
6 *3 bJ* ct <17
W yom team is dong well т reflect» rtw iact rtw уем зге a good 1й?г1дг Thp only absurd reaction is fcl Although taking lhe kudos is a very n#iur» г«кют ю вп emtxiious manager. 4 can have л damaging e"iKi Oft «лН motweoon.
7 «0 bO c4 d3
Option 1й ib геаздпмм. tert ю » oossibe n «me Dfcumsiances; seme customera bi t* wiong and r-aea to be told W to w ¥t»H 4 • gwd Qva*ty «П a manage!
8 *5 b1 CO d<
Surety this is none Of ydur twnn3 uftMSS pBMM scan ef’ect-ng produchv^
9 Ю b3 CO d<
Yqlh team’s росс peHormance can ^ehec: tad tv Cift your boei AS wen as txi ycursed. w ftw twl вгул«г 4 to ger hm involved in actively lining а эойллп
10 a9 ЬЗ cO dO
See how he тэпэрпз w-m ГН» Change twiore doing anythng efee You caft’i тм ever-yoce every time Шву complain
Results
1-18; You mav not be cut out to be a manager and perhaps a little more management training would he useful.
19-35: As a manager your skills are average. You may well get to the top of your profession, but not because of your skills in managing people.
35 +: You are clearly one of those rare individuals - a good manager of people. Show the results of ihis test to your Human Resources Director and see if he/she is equally impressed!
H-.........
Vocabulary
Find words or phrases in the quiz which mean the following.
1 amount of work io be done (question 2J
2 reaching an acceptable standard (question 3J
3 dismissal {question 3}
4 admiration that a person receives as a result of a particular achievement (question 6|
5 extra amount of money Lhal is given to you as a reward for good work (question 6)
6 people who are at the same level in an organisation (question 7}
7 person in a less important position in an organisation (question 7)
a ignore something that you know is wrong (question 6j
9 stop it [question 8)
IP watch (question Bl
11 difficult, in a way ihai tests your ability or determination [question JOj
12 moving to a new job (question 10)
What sort of people manager are you?
1 One of your itiff often wnm late lor work. Hee a good worker — efficient, hrillieiit and original - bu! arriving let* muni that ha oftan miuw the beginning of team meetingi. or other people have № answer hin phone tells. Do you ...
e write him ;i letter Ihreatonjng hm wdh dismis-sal if hg doesn't improve?
b have an informal су^-яй ihat win him whme suggest he pulls his socks up5 * 7
c make sarcastic comments about Ns poor time-keeping m front of ihs team ?
cl gnore tfe problem - he's a good worker alter all?
2 There s a member of your staff you jusi don't like. She often openly disagrees wirth your decision*. «nd you're «иг» she criticise* you constantly behind your back. Do you...
put UP vwth her because sM 5 been in ton (teQjrtmenl for 20 years?
b transfer her to another department where someone mb me have ihe ptasi*e of her ссэтрапу?
t increase her wc^load in the Кда that she will leave?
d have a personal interview with her where you talk over Che problems between you7
3 A new recruit to your departmefit is not taming The job as quickly и you had hoped, and you consider him to be a week link to your team Do you ...
a tell him he’s nor up to seraich and ihrasien him with she sack?
b cell him your oornon and offer him further training7 c pretend there s ею problem - if you take action age in я this p»f$ori, it m^y upset QlW members d your team?
d offer him a transfer to another department where he may be mere ai home?
* Vw’w noticed sign* gf «trass in your team people are irritable. complaining of heedadm, taking tick taw*. Do you ...
a offer Io giv* 1h*m л nay nse?
b take on more siaff to ease their wortloads?
c tty to do f*we of iheir’ work yCx^selP d carry on es rl the situation was normal ?
5 tour divHtonal bon has asked you and your team to Секи on an antra project. You’ra- already working flat out on a currant project. Do you ...
* exettm the snuairan and ask for anoiher solution?
*> accepi the extra work because vou’ra afraid ю му ng?
c accept the extra work because you're ambitious and it "СкДз eventuaiy mean promotion7
d our boss he must be joking - your people are under eriQugh pressure as it ч?
6 Your team it doing extremely weil - усш'г* exceeding all your targets Mid eeeily meeting all your eta eta»s Your divHtontl bow recently celled you to to cMgrttuleie you. Do you ...
» take all toe kudos - *fr<H *n rcv'ra toe leader ?
b pass on toe praise to your team and suggest they be paid a bonus?
c ask your bass "□ set even iwgfinr targets?
d hold a team рапу to celebrate?
7 An impartant customer has complained that one of yow ftoff w»« y»ry rude io him Dn you
a confront her dunng в learn meeting and toon vepomBM her m front of her peers?
b fire her on the spot7
c ask her for her version of events and ta*e 4 from there?
d s!i*nd by your fPibordinaie and tell the customer be was wrong7
8 You'v* noticed that two o1 your ream are getting more than friendly. You imagine that Iherc's an aflice romance under way. Do you ...
a turn a blind eye?
b gel involved in the office go$s<? to find out what $ паррвлюд?
c tell them to pur art end to n?
d «:ee«D an eye on the situation m case it has вл nffect on leam etooency ?
9 Your divHtonal manager hai told you that your teem'B performance n not up to scratch Do you ...
a blame toe learn7
b Wame outside ciroumswncM whtch «re beyond your control?
c lake rhe blame voursed?
d toll tw it s her fault for not giv^g you the netwssary raKXjncM?
10 One of your staff tells you he doesn't find his job sufficiently challenging. Do you ...
a offer him mor® respoci&OMy and empowerment » his current jet?
b promote him to a po&ton of greater responssbiny7
c tell him it's time he was moving on?
d ten Itm be should be hafipy te a до a job at ail?
Photocopiahle activity
Vocabulary
1 workload 2 up Io scratch 3 the sack 4 kudos 5 bonus 6 peen 7 subordinate В turn a blind eye 'I put an end tn it 10 keep an eye on 11 challenging 12 moving on
Student's Book activities
Getting started
I 1 h 2f 3b 4 t St 6g 7a fid
Great leaders and great managers
Reading
3 1 D,., says his goal is to turn Virgin into ’the must respected brand In the world’, (paragraph I)
2B‘ I think being о high profile person has its advantages,' he says. 'Advertising costs enormous amounts of money these days. I just announced in India that 1 was setting up a domestic airline, and wr ended up getting on th? front pages of the newspaper' (paragraph 2)
3 С I have to be willing to step hack. The company must be set up so it can continue without me. {paragraph 4)
4 D For the people who work tor you or with yon. you must lavish praise on them at all times (paragraph 5)
5 A Employees often leave companies, he reasons, because they are frustrated by the fact that their Ideas fall on deaf ears, (paragraph 61
6 It ... then give chief executives a stake in the company (paragraph 7)
Vocabulary 1
l founder 2 venture 3 underlying 4 flamboyant S from scratch 6 lavish praise on 7 slipped up / made a mess of something 8 firing 4 immersed Id the ins and outs II slake
Listening
1 vision 2 implementation 3 hands-nn
I experienced, good people 5 opportunity to develop
Grammar workshop: as or frfre-?
lb 2 a (like) 3 c 4 a {as well as)
5 d (as ... as)
Vocabulary 2
ig 2d 3a 4c Sb 6 e 7 f
Managing staff
Listening
2 I directional strategy 2 (responsibility and) ownership 3 superficial level 4 opportunities
5 (kind of) mentor
UNIT 2 Leaders and managers
я]Listening page 16
< Listening page 17
J йигисвгг; ЯВ • Rorftd Btibirixton
J: What da you ihink makes a greai leader as opposed to a gn-ii1 manager. bccawc Ihty’tr quite different things, aren't ihey?
RB; I Ihink I've worked in 4 lol of platri where л Icrt of senior people haven't really been leaders, they've been лшыдо and i think rd му probably а а good leader has vision and can see how to develop and take ihlngt forward and is inspirailtniai. Realty, а manager, J think, is more aboui the Implementation oi that vistoii. and l think it» many people wlni are in leadership roles get hogged down with the nitty-gritty management tide, which 1$ probably not wM they should be doing, but I suppose it takes a strong leader and a conrideni one who believes Ln rheir ream tn take a step back, urn, and I think really they should. I don 't think they should be too handa ut'i.
L Can vou describe a bad leader to me?
JL ] think someone who ... has a ream of quite experienced» tpvd ocwlc who won't give them the space co ger on and do their job and is overbearing and involved, urn. and doesn't lake a step back and give ... give people the responsibility io get on with their rote. and I suppose who doesn't give a person room to grow and the opportunity to develop their :даст. because 1 Ihink 1 ha1 happens a lot that you usr are expected to nek along and not expect anything Mck from you г job. Whereas if you're good al it and reasonably ambitious, you want to know you're going ктоогЬетг.
/ - znrmreira? ЯВ te.ht’i BnbtragDon
I: Wh.H ... How would you describe empowerment? And how can workers be empowered, do you think?
RR: 1 think rriipowrrineni 1$ ... um ... giving someone the opportunity to decide the directional strategy of a job and agreeing on kt, and (hen leaving them to ger on and do it and be in the background to help them if they need it, but not ip be breathing down their neck. Um. and I suppose it is that feeling ot responsibility dud ownei&iiu? rhat makes people teel empowered. I think if you work with somconr who really Licks confidence tn give their team responsibility; it's very difficult to break out of Ihal cycle
I: And has managing techniques, or have managing people, changed over live Iasi ... in the last ten уелга?
RB: l don’i know, I m probably a bii cynical, but 1 think there's a lot, certainly, that I have itoiked in the organlsaivons l“ve worked in. there are a lot of steps that are taken to be «ч-п to be empowering individuals, and so I think things ... probably al a surerikidJ taxeJ took to have changed, hui wheiher they really have deep down, Гт not so sure.
|: How do you think people could be managed tn order to get the very best from, them?
RR: | ihink to grt lhe пю« oui of them, you want them to feel empowered, that they're achieving, that they're, they "re uin, developing, that there are opponmunes ahead of them that they can strive to work to, that they're . нт ... under a manageable amoum of pressure, urn. that they're getting the right kind erf suppon. I think whai a tor of people lack is a kind ot mentor and someone that'll hdp them develop in ilvrir career, and you can become very «ale if you don't have that. So I'd му that would be important to people лм well.
Internal communications
This unit works On writing for Communication inside a company or organisation - memos, emails, notes and notices, It studies differences in style and format for wtiat for many Dusiness students, is a major pad of their work activity in English. The unit also revises the future simple and future continuous.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below)
ВЕС BULATS
Reading: frrfemal messages Reading Part 1 Reading Part 2 Section 1
Wrrting: Intemai messages Writing Part 1
Listening! Advce for ссуптилюайпд with coHeagues Listening Part 2 Listening Pad 3
Writing: АсЛлсе fex ccvrwnumratirjg with co#eagaes Writing Part 1
Talking point: АоУ>ое fot communtcabog with colteagues Speaking Part 3 Speaking Part 3
: Photocotxable activity Reading Part 2 Reading Part 2 Section 5
Notes on unit
Gening started
Possible areas for discussion if students have enough tnismm experience are:
* how frequently an unsuitable medium of communication I» chosen for imemal ' messages'
* why this is
whai (he consequences of this may be (In a general sense).
Reading: internal messages
Although email is often the usual medium, a memo is a message to all staff, or co a group of staff such as a department or a team. An email may be more directed to an individual or a number of named staff.
As a lead in to the reading activity, you could ask students (both in-service and pre-service) to say whai sort of messages are passed on in their organisation by memo, and what sorts of communication are put on notice boards. You could also ask them what advantages notice boards have as a medium of communication.
Writing: Internal messages
You should try tn ensure equal numbers of students for each of ihe tour writing tasks, so that the formal, language and style of all can be discussed afterwards .
Go through ihe Useful language with your students before they start.
И you have access to networked computers and a data p плес tor, this activity could be done using them, and then projected and analysed afterwards by the whole class,
Phrases for internal communications:
* you can elicit tuber typical phrases from students
• ask them Io write iheir phrases on the board. Then discuss with the class when tlirey would be used, their register, etc.
Listening: Advice for communicating with colleagues
As a pre-listening task, you could ask studenis whai extra advice they would give apart from the advice listed.
Writing: Advice for communicating with colleagues
This JCtMiy is betu done on networked computers and the results projected afterwards tor students Io comment Ofl.
Talking point: Advice for communicating with colleagues
Ask siudems tn gjve examples of:
* when managers (of teachers) have communlcared well
• when cum mu n 1 .uiou- h.ibeen mishandled
* bow ccinuiiunLcations could have been handled better
Getting started
1 Work In pairs. Match these phrases to make possible characteristics of bad bosses.
1 2
3
4
5
6 7
H
They are bad al — a
They ask people io do things which are notm "------b
They continually interrupt c
They pretend other people's good ideas d
They put the Name far their mistakes e
They refuse to speak f
They take decisions g
They use h
rude and aggressive language, communicating with staff.
their job descriptions.
people's work.
on their staff.
to more junior members of staff, were their own.
without consultation.
2 Add three more characteristics to the list.
3 Discuss what workers can do if they have a bad boss.
Reading
1 Read the article your teacher will give you fairly quickly (in about three minutes} and find six suggestions it gives for dealing with bad bosses.
2 Work in pairs. Without looking back at the article, try to remember and write a list of all lhe suggestions the article contained for dealing with bad bosses.
3 When you have finished, check back in the article to see if your list is complete.
4 Work alone. Read the article again and answer these questions.
1 VVhal is the main point of the first paragraph!
A in general, managers are better now than in the past.
В Managers nowadays find it easy tu improve their performance.
C There is an increasing number of bad managers.
D Although help is available, there are still many bad managers.
2 What reason is given far bosses treating their staff badly?
A They believe their staff will be more obedient.
В They want to appear more competent themselves.
C They believe it improves staff performance.
D They want to encourage incompetent staff to leave.
5 What, according to the writer, is the result of a bullying manager?
A It is something other workers find amusing.
В It reduces productivity.
C It demoralises other managers,
D It means the company will become unprofitable.
4 What Is the main piece of advice offered by McFarlin and Sweeney?
A Pay no attention to a boss who bullies.
В Ask far help faun your co-workers.
C Keep a record of incidents.
□ Leave the company.
5 According to Angela Ishmael, who should you discuss the problem wilh first?
A a co-worker
В your personnel manager
C one of your boss's colleagues
D a lawyer
6 According to McFarlin and Sweeney, if you decide to leave lhe company, what should you do when you leave?
A Leave without making a fuss.
li Explain why you are leaving to the senior managers.
C Make the top managers feel guilty about you leaving.
U Make your boss realise how he or she has failed.
UNIT 3 (From AarngfliKlWart Afeinc«t.Tygfwfty6iy BrwKHwt СиЧийу ЛС?~
FHDTK4PIABLE
19
Talking point
Discuss these questions in small groups.
] Which suggestions given for dealing with bad bosses do you think are more useful and which suggestions are not so useful?
2 Do you think the following is true?
The Pete» Principle is a theory originated by Dr Laurence J Peter which states that employees within a hierarchical organisation advance to their highest level of competence, are then promoted to a level where they are incompetent, and then stay in that position.
**----------------------------------------------------------------------.............-—....................*
Don't be bullied by a bad boss
by Hilary Whitney
How do you become a good manager? Judging by the abundance of information, from hooks lo CD-ROMs lo residential courses, on how to become a better boss, one might suppose that there was no reason for anyone lo suffer from bad management any longer. However, the unfortunate reality, according to a recent survey carried out by the University of Manchester Institute of Science and Technology, is that yuu are as likely to encounter a bad boss as a good one.
Everyone would like to work for a focused and dynamic boss who is secure enough to encourage the careers of colleagues without feeling threatened in his or her own career. Unfortunately, many employees have to deal with a lesser breed of manager» who use bullying and manipulative methods to get their own way and show themselves in the best light.
This is where incompetent management becomes actively malevolent. Take your pick from a catalogue of sins: criticising competent staff, taking away responsibilities and assigning trivial tasks instead, shouting at staff, picking on people in front of
colleagues, blocking promotion, setting impossible deadlines, and regularly making the same person the butt of jokes. Sound familiar? If so, you are likely to appreciate the devastating effect this kind of behaviour can have on employees both physically and psychologically. A demotivated workforce simply does nut perform as effectively, and there is the risk of a huge loss of resources as experienced stalf leave the organisdliun m despair.
Perhaps surprisingly, unless you can prove that the motivation tiehind the behaviour is sexually or racially motivated, there is no law against bullying. But that doesn't mean you should give in without standing yuur ground. A new book. Where Fgos Dare by Dean B. McFarlin and Paul D. Sweeney, argues that while ignoring the problem may seem the easiest solution, in the long term it may not be the wisest way lo proceed. The book is packed with depressing examples of atrocious managers, but the authors - both academics - offer plenty of constructive advice on how to handle them, ranging from getting the support of colleagues to making contingency plans and, in particular, pulling
everything in writing. You may ultimately decide you will be happier elsewhere, but making a positive decision to move Is at least prefemhle tn being signed off sick because uf stress and depression.
Angela Ishmael from the Industrial Society stresses that, however malevolent your manager, it is Important not lo lose your personal power. She agrees that it is important to keep a diary of aggressive incidents and suggests coni tiling in a colleague you trust who might be able to help you develop a strategy tn rape. Don't be afraid to contact your HR department or another manager if lhat is unsuccessful. she says - that's what they are there for after all -but if you still feel unsupported, it might be worth talking to a solicitor.
If all else fails and you feel you really must move on, don't let it shake your own self-esteem, say McFarlin and Sweeney. 'On your way out. demand exit interviews with top managers and tell anyone who will listen about what has happened. Doing so will allow you to leave with a dear conscience.' And you'll probably fed a lot better for it.
From Пи* Gittinhitit
20
( from &A.1C33 Да,лпс Gir, BrjS, Hirt T Ce-^bodpt Ртам МО?
имтз
Photocopiable activity
Getting started
lib 2c 3d 4g 5 e 6 f 7 h в a
Heading
I • Get support from colleagues / Confide in a colleague
• Make contingency plans
• Put everything in writing / Keep a diary of incidents
• Change jobs - and if you move on, demand an exit interview to explain why
• Contact your HR department or another manager
• Talk to a solicitor
4 1 D Judging by the abundance of information no reason tor anyone to suiter from bad management... However, you are as likely to encounter a bad boss as a good one.
2 В ... show themselves in the best light.
3 В A demotivated workforce simply docs not perform as effectively
I C ... in particular, putting everything tn writing.
5 A ... suggests confiding in a colleague
6 В ... demand exit Interviews with top managers
Student s Book activities
left i ng started
2 suggested answers
1 memo
2 memo or email
3 email or suggestion box
4 interview
5 memo or informal chat
6 meeting
7 note
«email messages
*-Mdmg
I1C 2 В ЗА 4 С 5 A 6 D 7B 8 В
2 ID 2 В. С ЗВ, С, D 4 А, В 5 С 6 С
7 D
лтюд
Suggested answers
Dear Max,
oologies for my lack ol punctuality recently. This %*s unfortunately been due to roadworks on the
way in to work, which are making journey times rather unpredictable at the moment and, although Гт leaving home earlier, sometimes I'm delayed in traffic jams for as much as 441 mins.
Can 1 suggest that we start team meetings half an hour later from now on? This should ensure that no one is kepi waiting.
Best wishes,
Angela
2 Hi, Mohammed.
Thanks for this summary of our meeting- Just a brief note to say that there are a couple of things which I think we agreed slightly differently:
* Staff will have Fri p.m. free from 2 p.m. onwards.
* We agreed to one more part-time post to provide extra cover at peak limes and on Saturday mornings.
Do call me if you'd like to discuss this further.
Best wishes,
Jenny
3 Janice - envelopes as requested - haven’t posted letters cos I’ve got an urgent meeting. Phil fixed yr printer - it was unplugged!
Cheers - Carl
4 Dear Melanie,
1 would be interested in attending the coffee morning on Thursday for the delegation from the Haneul Corporation. This is because I am hoping in the future to form pan of our sales team in East Asia.
Although I am not a member of the management team, I wonder if it would be possible for me to du so.
Yours,
Vocabulary
I 1 Best wishes 2 minutes 3 please 4 could
5 your (can also he year, but not here]
G as soon as possible 7 Pereonal Assistant
8 Chief Executive Officer
2 I reference 2 Further 3 Good; input 4 know S note 6 answer 7 advance 8 details
9 hearing
Grammar workshop, future simple or future continuous?
1 Future simple: will help I A), will advertise IB). will ... know (01. will all make (D). will include (D) Future continuous: will be visiting ID1. shall also be showing (D], will be meeting (D)
2 I d 2 b/C 3 C/b 4 4
3 I d will be visiting, .shall also be showing, will be meeting
2 b will advertise, will include
3 c will help, will all make
4 a will ... know
Advice lor cOTtmunicaliflg with colleagues
Listening
1 Larry: C Marina: D or H Magdl: Л Thdrfrsc: В
Vocabulary
1 overdo 2 knock off 3 barging into 4 query
5 courtesy 6 overworked
Writing
2 Suggested answers Task A
To; Customer Services Department
From: Customer Services Manager
Subject: Change to customer complaints procedure
Dear colleagues
Following a couple nf incidents last month where customer-service staff gave Inappropriate replies to customer complaints. I have decided to change the procedure lor handling such complaints. In tut lire, lhe procedure will he as follows:
I Staff will continue to reply to written complaints in writing, but all replies must be signed by me personally. This is to ensure that answers to customer complaints and suggestions are handled in the same way and written in the same style. As you know, model letters are available on file for you to use when drafting your reply.
2 spoken complaints, either when talking directly to customers or by telephone, will be dealt with following existing procedures.
Thank you for your co-operation in this mailer. Please let me know it you have any further suggestions for improvements in procedures.
GC
7b: Giovanni Castelli
From: Franz Craven Subject: Change to customer complaints procedure
Dear Giovanni
Wilh reference to your memo about changes to the customer complaints procedure, could I just point out that many staff will probably find these
changes demotivating, as it appears we cannot be trusted to handle complaints responsibly? I would also like* to point out that lhe incidents in question were the fault of one temporary member of staff who is now no longer with us and therefore lhe change is not necessary. May I suggest instead that all written complaints are handled by permanent members of the customer-service team, rather than temporary workers?
Best wishes
Franz
Task В
To: Nagwa Moul id
From: Kamal Salim
Subject: Post of Human Resources Manager (Rec mil men П
Dear Nagwa
As you may know, the HR Department is advertising internally for a Human Resources Manager responsible for recruitment. Although I'm happy working in my present department. I’d like to apply fur this post, as it represents an opportunity for promotion within the company and is also the type of challenging administrative post which I think I'm now ready for.
The application to rm stales that applications should be accompanied by recommendations from the applicant's line manager, and I’d be very grateful if you could do this for me.
Many thanks
Kamal
1b: Kama) Salim
From: Nagwa Mnulid Subject: Re: Post of Human Resources Manager (Recruitment)
Dear Kamal
Thank you for this. I regret to say, however, that I don't consider yuu ready fur lhe post you mention, as you've only been in your present post for six months. I believe, both for your own benefit and for lhe benefit of the department, it would be better if you stayed with us and built up your experience and competencies for at least another six months. after which time we could review the situation.
Answer key
Transcript
] would be very happy lo discuss ihis with you when 1 return next week. I'm sorry to give you this disappointing news and would like to add that I consider your work to be satisfactory and that you are a valuable member of our learn.
Ik-st wishes
Nagwa
Task C
Contract with Haneul Corporation
I'ollowing the very successful visit of the delegation from the Haneul Corporation last week. I'm delighted to announce that they have signed a contract with us for the purchase of 40 of our SN prirtting machines for a total price of €72 million, including installation and after-sales service. This is excellent news for tlie company, as il represents a major breakthrough for our marketing effort in East Asia, it will also allow us to expand our production facilities here al home, as we had hoped.
I would like to thank all of you for the part учли played in landing this contract, both those who contributed directly lo the marketing effort and negotiations with Haneul, and those of учти who, through the high quality of your work, have made •js the supplier of choice for Haneul.
On I'rlday lunchtime, we will be holding a brief .tiebration ot this good news in lhe Directors' kiardroom. You are all most welcome to jolt* us :here.
Manfred Schuller
CEO
tear Manfred, jsl a brief note to congratulate you on this \porta nt new contract. It really is splendid news!
I U be delighted to attend the celebration.
you then, xxu
sjListening page 20
Trainer: So, we re seen a bit about how internal cumiminlcationN is quire a neglected area in business. Now l*d like to go over lo you and ask yr™ il you hate any ideas how it can be improved Liny. what about you?
Larry: Wt-li. I guess wr ill have .t irtMfcmcy io overdo things a bit. I mean, we thank we have ю reply Immediately co everything that comet in, and li becomes a bit oE a time waster, always sending off messages left, ftghi and centre, I ihink irs probably better to have a fixed time - you know. ih.n quiet time )u« after lunch or jiusr before you knock off for Lhe day - and deal with them then.
Ttalner: Erm. well, possibly. I guess this mlghi depend on 1hc type of job you're doing. Er. still, that's something we can discuss in a mi nine. And you, Marina?
Marina: J m very interested in ihe quality of lhe message - il mvs so much abaijt the person - arid if if* well wn11en, it4 a good deaf easier to understand. so I’d say lo pwpfc ihai ibey shc^uld avoid щмжркье sapiences pi йёшёр££& witbom verbs when writing, of course. Guud English утеахви good impression.
Trainer: Um. an interesting point and that's another one we can come back to. I mean, it mi^hi depend who you're writing to and wha1 you're willing about What’s yoar advice, Magdi?
Magdi; Mine's a question ot nesped for colleagws and basic working formality. И you're busy, you can be sure lhal mewl of your colleagues are too. so Йщ_£1оя I want you barging into their offices wilhuul warning with some ршим num pi btLug connnudlly phoned up bet them get on with thtrir work and. il they're Ш urgent, мук тот queries for cottee time.
Itaiirer: Um. I hanks. M.igdi. ihai's pan ly a lime management question, isn't il? Err now you, TWrtwi’
Thrresc: 1 just think йРРШ1РД £0иПШ is 5!ldJ AO important ;мп 01 Pline Ufg - Rfeelinfi people when you arrive at the office, not losing your teinjx:f di йЬ^игщй Л people, however overworked you may feel You have tn work with each other and you might аз well make the rirrumslaiKT* as pleasant as possible.
TTalner: Um, J absolutely agree ... um, so new let's take those points one by one and see how ум ,t|l feel about them. Now, the fust one was about ...
UNIT
This unit presents language functions and vocabulary for chairing business meetings.
Although none of the tasks in the unit exactly replicate exam questions, some are designed lo g«ve students the skills and practice needed to deal with them (see table belowi.
ВЕС BULATS
Reading: Advice for chars Reading Part 4 l-teadng Part 2 Section 2
listening: Key pfVaS&S for chairs Lrslening Part 2 (jstereng Part 2
Speaking: HofcAng meetings Speaking Pert 3 Speaking Part 3
Reading: Summarising action pants Reading Part 6 Reading Part 2 Section 2
Writing: Surwnartsing acton pewits Wnling Pan 1
Phoiocopabie activity ' Reading Part 6 Writing Part i 1 Speaking Part 3 j Speaking Part 2 Reading Part 2 Section 2 Wri ng Part 1 Spaakflig Part 3 Soeakng Part 2
Notes on unit
Getting started
(Ълйтсдл has been replaced by Lhc non-gtndcr specific (but slighdy clumsy) drafrprocMi or ihe inrrwingjy popular term chair.
Reading: AcMce for chairs
Before doing this activity, ask students:
* if they ever chair meetings / have chaired meetings
• whai mistakes chairs make.
Ask them to form groups and discuss what general advice they would give to people who are going to chair meetings
When I hey finish, they can check the text to see if their ideas coincide.
Speaking: Holding meetings
Ma ke sure students spend two от three minutes preparing before they hold each meeting to ensure that they pr.Ktise the Language which has just been presented and that the meetings are more realistic.
If you are pressed for lime, some of Ihe meetings can be pul off to a later class
Vocabulary: Holding meetings
An alternative approach is to ask students;
• to work in groups and brainstorm ways of evaluating meetings
• what comment* people often make after meetings, e.g. 'It was a waste of time', It was really useful', and ask them to think ol others.
Writing: Summarising action points
This cxL-rtise tin be given for homework И you wish. Tell students to invent action points il tiwessarv tin с^я? the meeting sbey chaired dM пен produce any].
Photocopiable activity
The case Study is intended lo integrate a number of different skills. It will take up to W minuies. of class time.
For the dtscussbon of the agenda, you could act as chair or secretary and note the point* fot the agenda on the board.
For the role-play, if there are not enough students to form groups of six, drop Role F first and then Role E.
Getting started
1 Work |n small groups. Read this statement, then brainstorm a list of things bosses (don’t) do wtiicb cause people to leave companies.
'Srudrcs shotr rftur 70 w flO per cent of the reasons why people leave companies are related to bosses.'
2 Discuse this question.
Which is more Important: keeping bones or keeping workers?
Reading and writing
Spenfeld is a high-iechnckjgy company specialising in printing, graphic design and software solutions for industry. It employs 2,500 people, generally highly skilled, in offices in many countries in Asia and Europe. Its head office is in Copenhagen. Denmark, At its divisional headquarters for Eastern Europe, based in Krakow, Poland, the following confidential memo has recently been circulated.
1 Read the memo. In most lines, there is one extra word. Write the extra word in the space provided,. If a line is correct, put a tick (✓).
From: HR Director To: Ma nag am ent team
Subject: Highly confidential: Staffing problems Attachments: Chart lads, Chart 2.xls,
Table.xls
Dear all
Please see the attached charts end accompanying report which they show
figures tor staff turnover in our company, with particular attention is being paid to our Bratislava office. As a result of these figures. I have recently been conducting the exit interviews with staff who are leaving in order to determine the reasons for the high turnover.
As you are all made aware, staff turnover represents a significant cost to our organisation because in terms ol loss of skilled workers and recruitment expenses However, I should add that in Bratislava, we are experiencing difficulties in recruiting people of the calibre wo require them.
I would also like to point it out that in February of last year, our very
ехряпяпг.яг! managing riirectnr At АгяПк1яил. Rirgrt I ягяяп. whn шяк
promoted to Head Office and replaced by Simon Horvak. This fact may have a bearing on to the attached table.
I suggest that we ought hold a meeting next week to review the situation and consider our options. What I suggest Wednesday at 9.30 a.m. In the meantime, I would welcome making any comments.
I would like to remind that you to treat this matter as strictly confidential.
Many thanks,
Gu&la. Dembkowskt.
Gizela Dembkuwski
Human Resources Director
1 „•*»..
2 .....
a_______
4
5
6 .....
7
8
9
10 ......
11 ......
12 ......
13 ......
T4 ......
15 ......
16 ......
17 ......
2 Write a brief email to Gizela confirming that you will be attending the meeting.
LIMIT 4 ДдпсЛпаИг Бу Сиу Впмк-kjrt iTiTamfcndgB Hjnwtsryrtv ем ЯЙГ
PHOTQCnPiABLf
25
Speaking and reading
1 Work In pairs. Study those charts. Discuss what they show.
2 Complete this extract from Gisela's report by writing one word In each space.
Staff turnover at Bratislava office
Staff turnover in Bratislava has risen steeply over the 1 ............ three years from 18 per cent two years ago,
2 .........was below average for our company to 32 per cent this year, which о well J......................... average.
This is also true 4..........Comparison with Otir organisation worldwide, 5 ............,....staff turnover stands
6 ...........20 per cent, and in relation 7............ our East European offices, 8 ............ average Is 22 per
cent including Bratislava and just 1 ? per cent 9 ........... Bratislava.
Speaking and writing
1 Work In pairs. Study this table and discuss what rt shows.
Reasons for leaving Spenfeld International Results of exJi interview^
Main reason Bratislava Eastern £ufO|# jverjgt
this year last year this year last year
Personal reasons 18% 24% 47% 38%
Working conditions in griicrjH 22% 51% 33% 28%
Dissatisfaction with management** 56% 15% 1D% 16%
Other reasons 4% IU% li)%
* Iim luding: offered better salary elsewhere, belter working conditions elsewhere
* • Including: limned career options, lack of responsibility, lack of recognition for wonk. <rtc
2 Write the extract from Gizela’s report for this table. Use the extract above as a model-
3 Discuss and agree on an agenda for the management meeting with the whole class.
Role-play
You are going to hold a management meeting to discuss the situation at the Bratislava office.
1 Work in groups of five or six. Study the agenda that you have just agreed on and each take one of the roles your teacher gives you.
2 When you finish, work with a partner Irom another group. Present the solution to the praOlam which vour group came up with.
_____________________________________________________________I
Rule A: Head of Division, Spenfeld Eastern Europe
Y<xjr pb б ID chair rhe meeting. You should:
» start and administer tire meeting
• keep the meeting ftxuwd
make sure everyone has a chance to express their opinions
summarise discussion and uke lhe final deasion.
Qfdtorwf rnfamidPon
• You ptTscruliy selected Simon Horvak for the |Db and would like to see him succeed.
• Hcnwver, you are under pressure Iran Copenhagen to make the Bratislava office ргокаЫе. !
Role B: Divisional Human Resources Director.
Eastern Europe
ftju collected the information n the confidential men». You should be prepared to present or repeat this information izfctttanrf rnfarmrjffon
• The cost ol recruiting a new рп-^пуре is on average €?0,000
• You have talked lo other employees in Bratislava and you know that staff dissatisfaction is high - people don't fed eerpemwed, they don't get recognition for their work.
• You would like Io see the local manager, Simon Horvak, replaced.
Role C: Divisional Finance Officer
Until last year, Smon Horvak worked in your department. As well as being a colleague, he was a fnentf and you personally recommended him for the job.
Additional information
You are convinced that Smon is a good, eftiexent manager.
• You beliPVP a kx of the problems are because h? has been introducing changes which are intended lo make the Bratislava ntticr morr rHir* *с*пя.
• Under its previous manager, the Bratislava Office was tie least prntrablp ii Eastern Europe Fhufes have since fallen further, but you аге convinced that w lhe next year or so, when the rtwges are implemented, they will rise again
Role D: Marketing Director, Eastern Europe
№u have- worked ilosriy with Simon Horvak on designing a new strategy for the Bratislava office You know he lakes a long-term view of lire situation and you believe that, given time, he will implement the strategy successfully.
.fldcifoand information
* The Bratislava office has always been a problem for the marketing department because its products do not tn with general company style,
• Many of the products have been brilliant and innovative m the past, but difficult to sell.
• rcu loped that lhe appontmenl last year of Simon Horvak, would bring Brati4ava into line with lhe rest of Eastern Europe and there are some signs that the 6 happening
• Vihile profitability al lhe Braliwvj office may be fe ling it is producing significant savings in the marketing budget
................................................................’H
Role E: Systems Director
[ You wort quite closely with the Bratislava office on developing new setiware and other piodud foies.
Aidtowwi yiformcowi
• Ybu ihink. Simon Itorvak is an eiceflent technical worker (that й why he was onginaly’ promoted to a managerial position}, but perhaps rat a firsl-dass manager because he is too hands-on and doesn't delegate enough.
• You kc the input which Simon is bringing to Lhe office and ihink that, with irainiog and experience, he can learn ю became a greJi manager.
• Ytiu also bebeve that it would be evemsive lo replace Simon, demoralising for other managers if you did so, and difficult to find an adequate replacement
-..............................——............................... -H
Role F: Chief Hunun Re»ur<«s Directer
You've noticed that lhe Dwsionai HR Oector, who t$ your subordinate, tends to sympathise with staff more than management when there is a dispute.
Arfoitiond Hiformaboo
• You tlwk that the high staff turnover in EJrairJava may reflect the tight labour market in lhe area more than the situation in the Bratislava office
• YOu would like to improve salaries and other benerts to attract and keep good workers.
• You would like to resolve the stuatior by sending Simon Horvak on a management training course.
jmt 4 ШЩЗЕШВ 27
Photacopiable activity
Reading and writing
1 I they 2 is 3 / 4 the 5 / 6 made
7 because 8/ 9 them 10 It It who 12/
13 to 14 ought IS What IS making 17 that
2 Sample answer Dear Gizela, Thanks for your memo with the attached charts and report. 1*11 be happy Io attend the inctling next Wednesday at 9..to and will offer my comments and suggestions then.
Best wishes.
Speaking and reading
2 I last ./past 2 which 3 above 4 in 5 whose/ where 6 at 7 to 8 whose 9 excluding
Speaking and writing
2 Sample answer
During (he last two years, we have conducted exit Interviews with all staff leaving our Eastern European Division in order to ascertain their reasons for leaving and to lake suitable measures to improve staff retention.
Our main findings are as follows:
While last year 24% of those leaving our Bratislava office did so for personal reasons, this year that figure fell io 18%. This Is In contrast io the rest nl Eastern Europe, where lhe figure actually rose from 38% to 47%.
* Whereas last year 31% of staff leaving Bratislava did so on account of working conditions, ihis figure actually declined this year Io 22%. unlike lhe rest of Eastern Europe, where it rose from 28% to 33%, The most significant figure in Bratislava concerns dissatisfaction with management, which 55% of staff gave as their reason for leaving, as opposed to 35% last year. In Eastern Europe as a whole, this figure fell user the same period from 16% to 10%, Particular causes of dissatisfaction appear to be limited career pplions, lack of responsibility and lack of recognition for their work.
• In Bratislava, other reasons for leaving felt from Hl % to 4%. while in Eastern Europe generally they' I'd] from 18% to 10%.
It seems therefore, in conclusion, that there is a particular problem wilh management in lhe Bratislava office which it would be advisable to investigate and, if possible, remedy.
Student's Book activities
Advice for chairs
Reading
3 I В‘ 2 € J D 4 В 5 A 6B 7 A 8 D
9 A 10 D 11 В 12 D
Key phrases for chairs
Listening
110 2A 3H4C 5C
2 1 gel 2 copy 3 minutes 4 purpose 5 views 6 sum 7 have 8 to 9 what 10 about
11 break 12 look 13 summary 14 other
4 Starting and managing a meeting: I, 2, 3, 4, 10, II, 12. 14
Asking lor other opinions: 3, 5, 7
Keeping lhe meeting focused; 8
Summarising: 6, 9, 13
Holding meetings
Vocabulary
1 I h 2 a 3 g 4b 5c 6 f 7e 8d
Summansing ection point*
Reading
I io 2 also 3 mon.' 4 were 5 correct 6 of 7
you Slime 9 correct Id at II intending
12 correct 13 down 14 made 15 up 16 for
GRAMMAR WORKSHOP 1
Defining and non-dehrung relative cteuses
1 I which 2 whose 3 -/lhat/which 4 which
5 -/ihat/whkh 6 who/whom 7 who/tbat
8 who 9 when 10 -/that/ who/ whom
2 1 Thank you for circulating the report (which; that) you wrote.
2 The head of lhe department where I work would Like Io discuss kt wilh you
3 She would like several of the marketing people whose input you obtained to be present at the meeting.
4 Could you suggest a lime when It would be convenient for us to meet?
5 Please pass my congratulations to Andy Drake, who did the graphics.
6 Hie report contained a number of statistics (whjeh/that) I thought were surprising.
7 I had an Interesting conversation with Maria Kalitza, whose comments you included in the conclusion.
Some meamngs ul as and hke
1 as (a) 2 as (b) 3 as (a) 4 like (h) 5 as (g) 6 as (b) 7 like (hl 8 as (f) 9 like (i) Hl as (с) II as (d)
Future simple or future continuous?
1 will he giving 2 she'll make 3 will be producing 4 well be discussing
c Listening page 23
Chair; OK. H’s gn Marred. Has everyone ®0< a Eifar of (he* agenda?
Jiher participants: Yes. / Thanks.
Chair: Great. Would anyone like to take minutes, or shall we jtlM keep a list of action point?
Piotr: Actton ptfnu would be fine, Mar.
Chair: OK, Piotr, would you like lo do that, ihen?
Ptoir Suit, no problem
Chair: Think*. Sa. anyway, lhank you all lor coming The al this meeting's NS dl*C№& Ihtw wr go abaui in vesu gating rhe Ease European ncuker and seeing whether our products would have ал ouilei liters mi the finrt point today is who should juaiulb'jSP aud luve j took ajuuiiJ I, peiwoalty, am preny tied up till the end of May, so h might be belter if it were someone else. Jane, could you give us your views on (his?
лиг: Sure, thanks, Mai. Um, I honestly don't think ftri
that urgent, i mean, it can easily wan rUL June, which is less than a couple of months away and then *re can make sure we have* enough time
.\air: So, if I could just up, what you think is that even if he hasn't been on time this time, as a lu?Ivkkt Ik’s iw yaludbie Is k1^ su we should remind him, but tn a wry friendly and poJHe way.
tam: That's right. I mean, he really does give us a lot of business, although as you can see from the bookl» il something duesnT happen soon, wcrre going to have problems with our cashflow I mean, we’ve goi our invctices to pay as well Ptrini taken. Let s remind him and give him another week. then.
мццп; Fine.
jit: Anything else to he Mid on Ihfcs. or can wt move on io the next point!
we: so. quite frankly. 1 don’t think it’s good enough,
t mean, we agreed ro have the new procedures in place by rhe end or the month, which is tn rwo weeks' time, and we re going io be nowhere near ihai target because the people responsible for learning haven’t ewn scheduled ibe training yet ier Thanks very much for that, Salim. №w, can we hear what other people have to say?
Yr%, It’s Jill very well to criticise, but we've had; plenty of problems, you know. 1u my lasl Job, people used to just criticise. 1 had a boss who ... Look, that's ail very interesting, but can we keep Ш rhe Lvinr in hand! Tbe point is. there is a risk, and it would be had ro have an accident ju^ when we've faLleo behind with oui riainiAg schedule, so iLS '5 get to the геаземи for ;t and see how we can дат things b«rk on ilw? rail*.
C4
Chair: ... so, we dearly all agree on (his. so let's not waslr any mwe lime and utvve on 10 number five, which b ^heihei Lhe Cuiiipulicru really meets our ipeoiicatiam- Any thoughts on thal? Anyone3, Martin?
Manin: H dearly perform lo ipeciflcMlocB, All the reais rve run ш far show ihai. It s Jusi ihai we might have difficulty fining н imo ihe space we thought we had for il. It might mean we have to do a little bit of redesigning.
Chair: So, in a nutshell. wjitr you ibink lx ihai irrs too IJIS₽.
Martin: Well, it might be. but if they can’t make il smaller, then we ll have to make do urjih il.
Liang: Ehn ih.u would .tdil io мт I mean, redesigning our machine ar this stage has all sorts of other implications.
Martin; I know, but rhe alternative is to source the compinwni elsewhere, and I don’t even know if ihaiTI be possible.
Alex: I wonder whether it'd be worth it just for one
relatively minor component
Martin: Um, we’d have |o look Imo ihai.
Chair; Well, we don't have to deride on this today. Let's think about il a bit more and come back Co it if necessary next week. Now. let s lake a five mirtule itjk and then start on poini number six.
n’s
Chair So we nerd inure infomiaiion tm ihh issu^e. Sandra, can you кшк into it for the nett nulling?
Sandra: Sure.
Chair: SoP In summary, we’ve .igrefti about where we Те going lo slay and Sandra's going to investigate prices, which potential customers we're inviting and what cnirrtaiiinml we're going to give them.
ЙС£’ге JU51 lett with lilt QufttlC'Ll 01 iht СШШЦ} of the ewnt. Any ideas, anyone-
Man: Um. Г don't think wc warn to gel everyone
togeilw wlw 1Г« too hoi, so I guess ipring would be most suiuble.
Woman: Yes, because if we’re gojng to do it Ln January or February, really that's too soon.
Man: Yes. if il was up to nut. I'd go for April
Chair: OK. Lei s come ro a quick decision on this. How
many people are in favour of April? Five. Anyone against? No? W»U, thanks all of you for your time. I think Ibis has been very proftlablr. and well meet again to talk aboui ihe other points on Wednesday ihe 4,h ai ihe same nme. See you all then.
_вт a CHamng *vieelings
29
Customer relationships
This unit leaches language and vocabulary connected with customer relations and Customer Relationship Management (CRM) The unit concentrates particularly on reading skills.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them tsee table below).
ВЕС BULATS
Getting started Speaking Parts 1 & 2 Speaking Parts 1 & 2
Reding: wif?? cu$foner reiaftbns Reading Part 3 Reading Part 2 Section 5
Talking point: Prodtems lAutri customer relators Speak ’ ig Part 3 Speaking Part 3
Listening: Customer Re.Winnshp Management Listerwig Part 1 Listening Part 2
Reading: Customer Palahonshp Managemen! Reading Part 1 Reading Part 2 Section 1
Taking point Customer flefationsriip Management Speaking Part 3 Speaking Part 3
РГ>о1оео(хаЫв activity Writing Part 1 Speaking Parts 2 & 3
Reading Part 2 Writing Part 1
Speakng Parte 2 & 3 ...
Notes on unit
Getting started
Ikmibly before they open their books, elicit from students what differau types of customers companies in general arc likely to have. e.g. regular, occasional or one-lime customers; private individuals, i.e. consumers, nr corpora le customers. Me.
Reading1. Prob/ems wirh ci/stomer relations
As a possible warmer to this reading activity, you. can ask juuctenfs.
• if they haw ever phoned j еччпечлу hripfinr
* whether this solved their problem
* what gonds/servkes have given t'hcm prcfo'rtfnrs Th Vftt past
• what methods companies have for solving the problems.
Talking point: Problems with customer relations
You could ask siudenis these follow-up questions.
* Can you think of any olher 60-20 rules, eg. 20 pct cent of customers generate 80 per cent of complaints? (The rules may be fictional. 1
• Why is it so much more expensive I и gain new customers than retain existing ones? (If students have experience of I his, encourage (hem tn talk about it J
Listening: Customer Relationship Management (CRM)
Ask students to study the spaces first (perhaps in pairs) to try to predict the type of a] information and b) words WtFj vitV. raeii fat each spate.
A possible follow-up to this listening activity is to ask STUiienis what other applications of information technology they are familiar With, for example lor:
• tracking Wripmrnr*
• credit control
• processing orders
* keeping, staff informed of developments.
Pur students with similar knowledge in pairs io each prepare a short talk on the subject which they can then give to (be nest of the class.
Photocopiable activity
This activity will probably take about I wo hours nf class lime Jnd can be divided between two lessons if necessary.
Getting started
Imagine you work for Curiosity Tours, a travel company which organises tours to unusual1 destinations in Asia. Work in small groups. Brainstorm what sort of information it would be useful to have on your database about your customers. Then discuss how you could use this information.
Reading and writing
t Read this information and label Charts 1 and 2.
Chart 1 shows our customers by age group. Our largest market is for people aged 66 and over, who make up W% of our total customers, This is followed by 26-55-year-olds, who constitute 25% of our market Our third most numerous category is 51-65-year-olds, who form
20% d the total, while J6-5O-year-old$ end 16-25-year-olds represent 15% and 10% ot our customer base respectively.
Chart 2 shows that while 15% of our business comes from repeat customers^ 65% are new customers.
Chart 1
Chart 2
2 Complete the paragraph below describing Chart 3 by writing a word from the box in each space. You can use some of the words more than once.
base bring constitute finally form over porwofge range represent total
Chari J
Chart 5 compares our customers by age group and by the 1 of revenue which 1hty 2........
(or the company. While the largest group of customers are aged 66 and 3 ...... , they make up just 20%
of our revenues. Similarly, although our second largest group, aged 26-35. 4...........25% of our customer
base, they 5.........in just 10% ot our revenues. On
rhe other hand, the 51-65 age 6 ......., who are Chart 4
20%. of our 7 .......customers, form 40% of our
revenues, while the 36-50-year-old age group form I S% of our dients and 25% of our revenue в...........the 16-25-year-old age group, who
9 10% of our customer 10 bring in
ast 5% ot our revenue
Wfc --
Study Chart 4 and write a paragraph describing it Use “ paragraphs from Exercises 1 and 2 above as model£? T
11Г-ЧЗ»Лу town
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DninalDfli by 19г group
- Work in small groups. Discuss the following.
How could the information in the charts be used for more effective marketing? л hat other information would it be useful to have?
JfT 5 (Tfoai frcKtHu E Cmbridy Uww, Pibm 300? 1
Useful language
cxxJd have laid chi |a no-smokng bus if theiB had been sufficient dtfrand lor It), We should have sie&red Ihecn n 1be
(JrectKX'i ей la no snxjRmg hc^dayi, We should have advised them that (all firsJ-
ctos hotels in Indonesia аге ан-conu’cined; There's tttte we cxxfkJ have ore about «ihe wefither in Malaysia).
Talking point 1
You recently employed a market-research firm to find out from customers why they were not booking further holidays with Curiosity Tours.
Read the comments below from some of the customers who were contacted and discuss:
• whai Curiosity Tours could have done 10 keep each of these customers
• whai Curiosity Tours should have done to avoid these problems.
I Then? uvn? several people on the bus u-'hfrh Ы us round Siberia who smoked heavily and spoiled the holiday for ihe rest of us."
2 Trtt a vegetarian and t told them this tulten t booked ihe holiday, but when me tvere travelling around the Middle East, it tins rotdfy difficult ro get a completely vegetarian meal.'
3 Cariosity Ibunr lost my luggage, so I had no change of clothes when I arrived in India. To make matters worse, no one even apologised.'
4 ' L-Vt? шит promised first-class hotels, bin quite frankly some of the accommodation was pretty low standard.'
5 'i have an intolerance to atr-condiiiorung and I raid them this when I booked. Hoirever, wften J got to Indonesia, I found alt the hotels had air-conditioning, and it really spoilt my holiday because I suffer badly from asthma.*
6 The high point of our trip was supposed to be a visit to the Chen Hoon Tbng Temple in Malaysia, but the weather turned bad and we never saw it. The holiday was a great disappointment in me.'
Reading
The board of directors has asked you tn investigate how a more detailed database of the company's clients could be used to provide a more effective marketing strategy and particularly to increase the numbers of repeat customers. Your teacher will give you an article about Continental Airlines.
1 Skim the article your teacher gives you to find out what Continental Airlines' customer service strategies consist of.
2 Read the article and complete it by choosing the best sentence (A-G) for each space. There is one sentence you will not need.
A Before, the person who complained the loudest got the best service.
В Continental's bottom line has not betui made healthier by competition from luw-COSI rivals.
C In fact. Continental says that revenue from those passengers who received letters jumped 8 per cent.
П Not only ihai, the data staff didn't know what to tell them,
E Now. when a cancellation or delay occurs, the system does the work for them.
F The airline thinks being proactive will mitigate passengers' annoyance over their bags being lust.
G Armed with this information, flight attendants can now approach these customers during the flight lo apologise for the inconveniences.
32
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Getting to know them
Wwildnl rt be n*c»if, just oncsr опа tflth&w airline employees. Qffured in apoloffv tor to sin d your luggage or tor a delayed Hight? II you IIу test dn» with ConliпвяСаI Airlines, you any finally get IhM tipolDgy.
Since ?MI. ttie airhrehai been Hnhancmg tti« m-tiigfo reports 4 provides to flight Attendants witti того deuded «nlormatirwi on passengers. For example, m addition to tfidiearing which pasaengers ordered special meats, the expanded reports flag the airline s hiph-value customers and detail sue ti things as Whether they've had thw luggage tost in the recent pest er experienced a delayed flight 1...Such person ata ad service increases
customer loyalty, partic ufterty among. Continental's mort valuable patrons, and that loyalty in turn drives revenue Continental cateponsas customers into different levels of prntitabiirty since build* ng ns new system, the sirilnt reports earning an average of STOO m revenue № wch of to 400.DOO valuable customers, and an л rid inan 11 $800 in. revenue from each or the 35.000 customers it p la ces in its most profits tile liar - all because it accords ihiir better service
The company has used «is feta systems io determine if customer loyalty initiatives realty affect revenue. Bytesling a sample el 30000 customers who experiwic ed daleysr CnntineniaJ found that those individuals to whom the airline sent a latter of apology and some sort el compensation lerthar in the form al a free coctteil on 1ha«r next f ?ght or extra frequent fl<ar mitosl forgot lhe ewm and didn't hold e grudge. Z
Wen nwmbMj of Continental's data staff first approached
gate anents with freshly minted info nn 1he corn pa ny’s most valuable customers, (be анроп staffers didn't imdarstand taw they could u$e ttta Informrtori 3 So tfto dt*ng some research, the data staff werw back to eta chawing bnard armed vwth new insights about the work the gaw agents do and me pressures they're under
The data team developed a solution to one of the biggest headaches gate agents face: accommodating passengers inconvenienced by a cancellation or delay. The team created a program thart automates the rebooking process. Before the program was developed, gate agents had to figure out on ttair own howto rarouta passengers 4 ... For exnmple when the system tdenirtias a high-value customeriMiose flight has been cancelled, (ho gate egtnt may decide to pvt that irtvfoie* cm a comptwgr t riigtit |uh to make thn itaiwduai ha ppy and co gat dim on hi$ way a$ last possible
Currently^ Contrfienul trying io use eustomar and operational data to come up with a way for flight attendants to get inforniabon about baggage that's been muslmd aod to inform pa ssengers while ctay're still on toe plane that toe*r luggape has gone astray. 5 .... If ff^ght attendants ha ve a way to tell a n individual not tn bottar going to baggage claim and to takelha person's address so rtat Cdncinental can send her suitcase when it arrives, the airline will save I ha I person tta time and frusttatton associated wrih tiling a claim lor lost higijngu
a how our most vekiatHv customers get ita tau stniitfr/uys Alicta Aceto, Continental's data director. Thai strategy it helping ttit company narrow its timet duong a periotl of great instability m the airtoie aiduslry.
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Talking point 2
1 Work In groups of four. Read the article and discuss these questions.
• What parts of Comloenul Airlines" experience with CRM (Customer Relationship Management) could be used by Curiosity "fours to iheir advantage?
• How could CRM be used to deal with the problems which arose in Talking point 1?
• Which customers should Curiosity Tburs target for this kind of treatment?
2 Change groups and take turns to present your Ideas. Decide which ideas are the best.
Task tip
Before you present your ideas, make- a low onei notes □4 the man points you want to make. Then present vour ideas to your group, retemng to your notes from tme to time.
JVriting
л/rite a memo to the board of directors in which you present your main ideas for increasing the number of repeat zu st omers.
Useful language
One tiling that rraghl be worth considehng £ ...
I would also slrETM^v roccrnrreod + -»ng
It might be в good dea Ip ...
A further suggestion woUd be to ...
( woiid suggest you lock into * -fog
\ you might also ccnsKfer ♦ -fog
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PHUTUCOPIftBLE
33
Answer key
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Photocopiable activity
Getting staged
Ufehil information for daUbue:
• Where customers have been wilh Curiosity Tburs before
• Аде. lastes, any previous complaints
• Vegetarian, non-smoker, etc.
• How much they have spent on previous trips
• Addresses
• Retired or working
How this information could be used;
• Target customers fur specific publicity
• Tailor holidays for existing customers
Advise them on holiday choices
• Determine prices of holidays
• Avoid incompatibilities between different customer* on lhe same tour
Reading and writing
1 I H]% 2 25% 3 15% 4 20% 5 50%
6 repeat customers 7 new customers
2 I percentage 2 represent 3 over
4 form/constituie/represenl 5 bring 6 range 7 total 8 Finally 9 represent/form/cunstitute 10 base
3 Sample answer
South-East Asia is lhe most popular destination for all our customers, as il is chosen by 35% of those under 35 and 30% of those aged 36 and over. Our secund most popular destination for the younger age range is India, which attracts 30% of customers u rider 36, but only 20 % of those aged 36 and over. On the other hand, older customers prefer Central Asia, where 25% of them choose lo go. This contrasts wilh the I8-3S age range, only 5% of whom opt for this destination. The .Middle East attracts 25% of the younger age range and just 15% of the older age range. The least popular destination is Siberia and Mongolia, with just 5% and 10% of those age ranges respectively.
4 Suggested answers
] * by designing holidays to fit these lastes
• adapting holidays and activities to suit age ra nges
• targeting customers with specific publicity
* investigating how lo increase lhe proportion of repeal customers
2 • a breakdown of how much different ages of customers spend per holiday
• information about whai attracted groups of customers to buy particular packages
* reasons why customers do/don'i repeat hookings with Curiosity Tours
Talking pont 1
Suggested answers
I Curiosity Tours could have organised smoking and no-smoking buses/holidays. They should have pointed out in advance that It was a smoking bus.
2 They should have informed the restaurants in advance, or they should have told the customer that this was going to be problematic.
3 They could at least have apologised and helped lhe customer lo re-equip himself/hersell wilh clothes.
4 Something wem wrong wilh rhe quality-control system. Curiosity Tours should double-check the quality of the hotels and make sure they are up to client expectations, or else warn customers that hotel star ratings are nut the same in all countries.
5 They should have discouraged (his particular customer from taking this particular holiday.
6 Here the nnly possibility is if there are alternative activities available for when the weaiher is not suitable, and to warn customers that the company is not responsible for cancellalluiis due to circumstances beyond ils control, such as lhe weather.
Reading
2 I G 2 0 ID 4 E 5 F 6 A
Student's Book activities
Getting started
Suggested dnswciy
1 a Inyalty. infarmatinn about future needs
b after«d« service» infonnatkrn about product updates
c CMt savings, persona J ised ircattturut
2 Other activities can include: interactive websites, after-sales services, call cenli» and helpdesks, regular updaies on products by direct mail or cmaiL loyally cards, discounts fur cxisCing customers, clubs wind competitions
Problwms with customer relations
Reading
3 1 В (the whole paragraph)
2 C ... and Thai gap is the next big business opportunity.
Answer key
’ A When firms cut costs,... they put pressure on frontline staff who handle complaints, cutting the lime each fall-centre operative is allowed to spend on a pacifying call
-i D The difficulty begins with companies promising customers support that they cannot deliver. Electronic networks mean that firms now know more about their customers than ever before, so they believe that they can treat customers as individuals.
? D ... because it knows that retaining existing customers costs far less than recruiting new ones.
В That depends on whether consumers are willing to pay for support.
-caculary
elpdesk 2 shipped 3 reliability 4 handle
= Training 6 outsourcing 7 redundant
' mMtnnr Relationship Management I CRM)
. ssmng
i profitability 2 (their) competitors
3 information systems 4 (marketing) budget
5 Mies process 6 loyalty (and) satisfaction
’ i the) Internet
Reading
3 I E Such an organisational structure nukes it difficult io comprehend the total value of a customer and therefore can't capture important opportunities such as cross selling
2 A While providing customer service, clever companies are also gathering data on their customers' buying habits and needs
5 D (the whole extract)
4 В II simply can't be the "project of the month'.
5 A businesses can transform themselves into the proverbial friendly general store - to provide the same levels oi customer service that were typical decades ago,
6 A with the ultimate aim of turning consumers into customers for life,
7 C The customer is more interested in service than the technology that delivers it.
9 D While investors implicitly value product* development and R&D expenditures, considering them assets that are potentially useful over a long period of time, they undervalue marketing and customer acquisition costs-
Transcript
ii Listening page 30
Interviewer: Boris Shulov. wc hear a lot nowadays about Lustomer Refcaiionshlp Management, or CRM for short. Can you tell us what il is?
Barto; Er, yes, in simple terms, Customer Relationship Management ts lhe proms ot i megratling marketing, sales and after-sales service within a business or other organisation with lhe objective ot ensuring I hal cusiosncr relationship® generate maximum profitablkiy for rhe company. While, in the process. maintaining and enhancing those relationships. In other words, by working on iIhw relationships, we can produce more revenues for the company and provide a mechanism which permit* companies io stand out or differentiate themselves from then eomnethofi. what I mean by this is that nowadays, as we all know, lhe products companies produce are frequently almost identical - al least in the eyes of the comumer - .ind whai gives a company a competitive edge is lhe difference in lhe quality of service Lt offers.
Interviewer: This is achieved largely hy lhe use of computer lechnology, isn r iff
Boris: Um, that's right Al lhe cenire of CRM are
informaiaon systems: with compuier technology, it's now possible to store and transmit h uge amounts of daia about individual customers - you knew*. their preferences, their free-time activities, lhe make-up of their families ami airy other details which you think are interesting or iisrkil And all thto information can. »n least theoretically, be acted upon by organisations io give their customer* penuuialised individual treatment Er. to give you a ... rather basic example, your customer, Mrs X„ buys cosmetics from you. You know from Inform jeloi’i you have gathered ihai she a teenage daughter. Perhaps she'd also like lo buy cosmesics for her daughier - you could interest her in a younger тлц$г ol products maybe.
Interviewer; in whkh areas of an orgiiniwtiun b CRM most Likely to be used**
Boris: Well, cbearly in those areas which have muse
contact with customers, tr. to give you a few details, er. there's Marketing Automation, which allows you io concentrate your m.irkriing efforts on your mo$t profitable customers and manage your campaigns so
char your marketing budget is speni in the most COTTrlficirnt arid pn.ifiuhk way Et. yoifve perhaps heard of the 20—BO rule, which says that 26% of your cwtomffli generate fl0% of your profits. The common sense conclusion lo he dr.iwn Iioiii rhk* sianstlc is that we should be spending a larger proportion of our m.ukenng budget on ihai 20% of customers to keep them happy, to encourage them 1o spend mure with us - and prnponionaiely Jess on the remaining B0%>
Interviewer; Inierewmg. t’ve .dso heard of Sales Automation. Er, can you explain for all of us what chat i#7
Bnrfcx; Sure. Sales Automation is information systems providing key back-up for the salt» uructsSr tor example, products a particular customer has bought in lhe past, dtocourit* Ihry’ve been given, problems ihai have arisen when selling lo Ihai client, etc. All Ihht nukes rhe sales staff's task much easier. They can offer similar diKXtonw; they're not going to make a mess by offering a far larger or far smaller one ac 1глм. гни utilerM it s рал ot an informed strategy. They know about problems which hiivt- iirisen in lhe рале and ihey can avoid irritating the customer by repeating them. Tlreri lhere't rhe final area ...
Interviewer: Customer Service, isn't it?
Boris: Thai’t nghi.
Interviewer: Can you explain it a link-, please?
Boris: Yeah. Ciisiomer Service, ля a pan of CRM. is
being able to deal efficiently with problems and qut^rieA when rhey апле in such a way that they actually enhance the cusWlicr'ft Itrelingj of Juyalli and SJUSCJCUan- After all. the mam ihrusi of CRM is to have iny-il and sailsfbed customers. These are the ones who are most profitable io a company and who pass ihe company's reputation on by word of mouth to olher potential customers.
Inter viewer: The process must be very complex How to all this data collected and transmined whh a large organisation*
Boris: The most normal way nowadays ks via die
кПШИа because this allows both rmpkjyrrs .nd customers m .icce&s Informal ion and communicate wilh each other efficienily Interviewer: Wry huefesnng. Ekit, I wonder, do organisations manage to handle lhese wr amounts of daia efficiently and effectively? I would have thought thtW sryMenis .ire fraughl with plrfalls.
[•ЯCompetitive advantage
Ttws unit teaches language and vocabulary connected with a company gaining advantage over its competitors, particutarly with pricing, The unit also introduces grammar connected with expressing hypothetical ideas Iwhich is developed further in the Grammar workshop).
Although none Of the tasks Ш the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Listening: Stitmwfting benders Listening Part 1 Listening Part 2
Siwakpig: Submrffrtg tsnefers Spaaking Part 2 Speakrig Part 2
Reading: SutmffMig fenders Reading Part 5 Reading Part 2 Section 3
Lfitemg: Wimrig contracts Listening Part 3 Listening Part 4
Talking point: Wnnrrig contracts Speaking Part 3 Speaking Part 3
FTicrtocftpiahle activity 1 Reading Part 1 Reedrig Part 2 Section 1
Photocopiablc activity 2 Speaking Part 2 Speaking Part 2
Notes on unit
Getting started
If your students have the Pmonal Study Book, and are experiencing problem* with vocabulary in this exercise, you can refer them to the Word list.
In answer to ihe question 'Which do you think 1» ihe most effective?', the most logical answer is perhaps, ‘Il depend*4. Ask students whai 11 depend* on And tell them to suggest examples to back up their cases.
Listening: Submitting tenders
When sludeni* have done the listening exercise, play it again and ask them to follow the transcript. This will help ihem to see how the questions are constructed paraphrasing the speaker s actual words: you can ask siudeni* to compare the words of ihe questions with the speaker's words.
An Inreretuing polm made during ihe Interview Is how Gifford tries to project an image of quality through the quality of its documents. This is a point which, after the listening activity, you could develop into a class discussion. You could ask:
• In what way can quality documents reflect quality engineering or quality products and services*
* What implications dues this have fot learning Business English- (Perhaps the quality of your umployws' English and other language* reflects the quality of the company's products and services. >
Speaking: Subm/ttfng renders
In both the BEG exam and the BULATS test, candidates are asked lo speak for nne minuie 10 answer a question.
It is worth pointing uul ihai this actJviiv reflect* a very real business requirement
As a wanner, you could ask students 10 brainstorm occasion* when business people might have to speak/prrsrrii iur a minute or mure, e.g. when answering a question from a visiting journalist or when answering л job interview’ Question.
Reading: Submitting tenders
As a warmer far this exercise, ask student! what son of companies hdvc lo submil Lenders lor contracts <md whai меря are involved (or whjt seeps they imagine are involved)- If students are working, ask them if any dt 1hem have experience of preparing lenders.
Listening: Winning contracts
The bridge featured in the photographs has an interesting website ji hnp://www.g.neihejd.gj0v.uk7)eisure%2U and%20Culture.''bndge/Back^Dund.a5px for students who want to find oui more.
Talking point: Winning contracts
This section asks students hypothetical questions, which they have just studied in the Grammar workshop. Itr> worth pointing this out. and encouraging them to speak in hypothetical terms where appropriate.
UNIT 6 Сотрем ive advantage
37
Getting started
Discuss these questions in small groups.
l Which of these is most important when deciding what price to give a product Г
• covering costs
• what the market will bear
competitors' prices
• maximising profits
• giving the customer a good deal
• signalling quality
• maximising sales
• giving distributors a good deal
• attracting new customers
2 Decide on the right retail price for these items.
a New mid-range car from Ford
• Costs of production, distribution and marketing per unit: €7.000
• Equivalent Volkswagen retails at €15,000
• Equivalent Daewoo retails at €8,000
b 2D0g perfume
• Costs per unit! €1.50
* Equivalent drugstore’s own liraiul retails al €3
* Equivalent from Chanel retails at €50
Reading
1 Work in pairs. Read these sentences and check that you understand them.
1 Attention to pricing can have a greater effect on profitability than attention to costs.
2 Cutting prices often entails extra expenses.
3 Information technology has led to downward pressure on prices.
4 It is not necessarily correct to reduce prices during slumps.
5 Moet companies do not use the software available to help determine prices.
6 Prices are likely to rise less regularly in the future.
7 Prices can also be increased using methods which confuse the purchaser.
8 Pricing policy is being affected by increased competition.
9 Some companies increase prices by adding extra accessories,
2 Read these four paragraphs. Match each of the sentences from Exercise 1 with one of the paragraphs.
A
Raising prices is likely to remain tough, even as the world economy rebounds. Inflation is likely to remain low in rich countries, for several reasons. Globalisation has increased the number of competitors. The internet has made it easier for buyers to shop around and to compare prices. The euro has made prices more transparent in Europe, even if consumers worry that retailers have used its introduction to mark up their goods. And big buyers, such as Wal-Mart, are squeezing ever more from their suppliers. The days al annual (upward) revisions to price lists look to be over.
3 Road the article again and answer these questions in your own words.
I What pressures are there on companies to keep their prices low?
2 What relationship between prices, overheads and profits is mentioned?
3 What methods for deciding prices are mentioned, and which is lhe most popular?
4 How do car companies go about raising prices?
5 How did Whirlpool avoid introducing price reductions?
Vocabulary
Find words or phrases io the extracts which mean the following.
1 look for the best deal (extract A)
2 increase the price of (extract A)
3 forcing better and better deals from (extract A)
4 the regular and necessary costs involved in operating a business (extract B)
5 a lot of (extract B)
6 follow someone's progress (extract Bl
7 practical and approximate ways of doing something (extract B)
8 simple and not skilfully done (extract CJ
9 improving the profit that can be made after the costs have been subtracted (extract C)
Id improved something so that it worked better
(extract D)
Talking point
Discuss these questions.
• How important is the price for you when you are deciding whether to buy a product or not?
• Does it depend on whether lhe product is something essential or a luxury?
• Do you look at the price more when the purchase is something big. such as a car, or when it is some small, everyday item?
• How does your company (or a company you know well) go about setting prices?
• Have you ever stopped buying something because the manufacturer put up the price?
• Do you ever buy things because they are more expensive?
UNIT 6 Bwhrnrii trf Guy Bioob-Hart g>СапАпДдя IXiwarty АгнИЮ?
PHttTOGDrUBLI
39
Work In groups of four. Each of you is the manager of one of four large upmarket luxury hotels situated in the country beside a dean blue lake and surrounded by spectacular mountains. You all compote fiercely for the same customers. You have all been invited to a radio programme where you get points for explaining how you can gain a competitive advantage.
Rules
1 You need a die and counters.
2 The person who throws the highest number starts.
3 When you land on a square which says Talk, you must talk for one minute to answer the question given. During your talk you must:
• express up to three ideas
• give a reason lor each idea
* give an example for each idea.
4 The other players wfl listen and give you 1 point for each idea. 1 peril for each reason, and 1 point lor each example. Maximum points per talk = 9.
5 It you land on another square, add the points rt gives.
6 it you land on a square where someone has already given a talk, move to the next square. Don't repeat the talk.
7 The winner Is the person who achieves the highest score when everyone has passed Finish
40
(Tram flLWtett Дй+elwwt try Gu> Bwoi-hWi Ф Ownfreje Ип*»гмц Ргш амт
UNIT 6
1 START 2 Explain how a good location can give a hotel a competitive advantage 3 Your hotel has been chosen for a business Conference. Add 4 points and go to square 7. 1 Fire in the kitchen. Go back to square 1, 5
10 How <«m a hotel achieve an edge aver its competitors by being crmiwvncnLill у friendly? 9 Receptionist shouts aiaguesi.Goback to square 7. 8 Your restaurant has been given five forks in a respected guide. Add 1<J points and go Lo square 17. 7 6 Marlon Brando once Mjyed ji your hotel. Add 1 роШ <ind gn to square 11.
n 12 How can ,1 manager motivate his/her staff to excel? В A guest saw J rat In the resiaurant. Co back to square 7> 14 Your hold has bren mentioned in a celebrity gossip magazine. Add 6 paints and gu lo square 21. : 15 The prtnlrra have not delivered ytiur brochure on time. Miss a turn.
20 How can proximity to your principal markets give you a competitive advantage* 19 19 Your hotel has been chosen far a political conference Go hack to square 11. 17 Explain how attracting celebrity goes» can give a hotel an advantage. 16 Your hotel has won the Best-Kept Hate* Gernlrn competition. Add 2 points and go to square 21.
21 22 How can <‘SR be used by a hotel to its advantage* 23 Your cook has been headhunted by one of your competitors, Go back to square 19. 24 Your barman has been named Barman of the Year. Add 3 points and go co square 30. 25 How can the latest technology give a hotel a competitive advantage?
giupwa frncftrurt Ь> Guy BrooL Hart» Г^гт^щ UtwTlffi Рн*« ДМ7
ЗА 29 Your hotel has been chosen for the opening night of a film festival. Add 10 points and go to square 35, 2-8 There's a glitch in your wireless Internet connection Co back to square 21. 27 How can you adveve a competitive .idv-MKage by exceeding yaur cuMomm* expectations? 26 Problems wilh the air-conditioning in the indoor tennis court. Go back to square 21.
1 3) How С1Л усни go about recruiting staff who will pui your hotel ahead of the compeliiionf 32 Fire inspector* give your hotel the thumbs down. Go back to square 21. 33 You change the decor of your hotel every two years. Add 6 points and go to square 39. 34 Real Madrid are going to use your hole! for I heir summer training camp. Add 5 points and go lo square 42. 15
40 How can you train staff Co give the sot! 0-f service which gh№ a cluiipell live advantage 39 58-Vour hotel features in a published lisl of the ITO best companies to work for. Add 3 points and go to square 44. 37 36 How can you turn customer feedback lo your advantage?
41 Your best rooms are being redecorated. Missa turn. 42 43 How can a howl use special events to gain a belief reputation? 1 45 Yom hotel has featured in a Sunday newspaper. Add 4 points and go to square 50.
И 49 How being different from one's competitors give a hotel an jdv.inwgCi 48 47 In wh« ways tan the quality of your company literature give your hole! an jdvjrnj^e over ihe competition? 46 Your staff are unhappy because your competitors pay 10% more Go back msquare 42.
42 f f"D^ flurvnffw Аиу&икиНвЧТCa^bndfffr LHygrary Рцут МОТ ЕШЕНЕЕПЭ UNIT I
51 A journalist from jnoiber Sunday newspaper visited your hotel, bur she didn'1 include it in her anicle. Miss a turn. 52 A famous ImtsnatiaMl design company are using your hotel w»how their spring collection. Add 5 points and go to square 57. 53 Your hole! is the venue for a vintage car rally. Add t point and go to square 57. 54 55 You've jusi added a golf course m your facilities. Add 8 points and go co square 63.
60 Is price <i key factor tn giving a luxury produce a L-nmpeliiive edge? 59 Your hotel appeared in a dance competition on letevision. Add 2 points and go to square 68. S8 Hollywood megastar Penelope Smith had her diamond! stolen from her room. Go back to square 48. 57 S6 whdt factor? do you need 1o consider when pricing youi hotel to give it a competitive advantage?
61 A scene from a blockbuster movie Is being filmed by your swimming pool, Go to square 71. 62 Your hotel is the first one people come co when they drive down Io the lake. Add 6 points and go to square 72. ea M What promotional activities could a hotel use (ogive itself an edge over ihe competition? 6S The roof has been blown off lhe hotel In a storm. Cm hack to square 50.
70 What pan docs word-of-mouth play in keeping a hotel ahead of the pack* 69 You allow smoking In the bar and restaurant. Guests complain. Go baik to square 6J. 68 67 Why is market rwearch essential to competitive .n1v<ini.ige’ 66 Which three facilities at your hotel do you think апгтм important for allractiijR inure customers chan your competitors?
71 What types of publicity are most effective in aiiracusag more visitors Io stay at a luxury hotel? 72 73 74 What s-ort of staff give a hotel a competitive advantage? 75 Add 10 points to your score if you arrived first. FINISH
UNIT 6 (fit* WWrb by (wy flrook-Hbrt ft СжттЬп^и ihwwfr Ю0?
Photocopiable activity 1
Reeding
2 1 11 2D ЗА ID SB 6A 7C 8A 9C
J Suggested answers
1 Increased competition due to globalisation, the ability of customers to compare prices using the Internet, lhe increased transparency ot prices in Europe following the introduction of the euro, and pressure from supermarkets on their providers.
2 A 1 % price increase can increase profits by four times Lhe Increase generated by a I % reduction in costs.
3 Computer technology for tracking customers' changes in buying habits in response to price changes and discounts, and rule of thumb. The latter is the most papular.
4 By making customers pay for extra nonstandard features when they buy cars, and by offering financing schemes which confuse lhe customer and which increase profit margins.
S By reducing tire frequency of its discounts.
Vocabulary
1 shop around 2 mark up
i squeezing (ever more) from 4 overheads
5 no end of 6 track 7 rules of thumb 8 crude
9 margin enhancing 10 overhauled
Student's Book activities
Getting started
lie 2g 5a 4d Sb 6c 7 f
Submilting tenders
Listening
fid 2e 3g 4h Sc 6a 7b 8f
3 I sufficient quality 2 value (for money)
3 documents 4 past projects
Reading
3 I By looking al recent contracts and comparing revenues with costs, and by matching tenders to business objectives.
2 By being members of relevant professional bodies, monitoring lhe trade press, attending networking events ami using an online tracking tool for public contracts.
3 People with suitable skills, who have not too great a workload.
4 They hold meet! ngs al key stages and map critical paths.
5 They study budget briefs and compare their prices with other similar agencies.
2 1 set 2 as 3 so 4 being 5 Al 6 if
7 their 8 what 9 on 10 which II each
lie 2g 3 h 4c 5 d 6a 7f Bb
Winning contracts
Listening
2 1 С 2B ЗА 4C SB 6A
Vocabulary 1
lid 2f 3a 4b 5g 6e 7 h 8c
2 I go for 2 teamed up with; came out with
3 go about 4 work out; comes to S bid for
6 Putting together
Grammar workshop speaking hypothetically
1 I We’d expect, we would hope
2 To му this is an imaginary rather than an actual situation.
3 Present simple and present continuous.
4 Kone really; lhe lirne is indefinite.
2 1 don't land 2 doesn't happen / hasn't happened
3 have 4 would approach 5d ask 6 is
7’d hope 8 would give 9 (d) manage
111 relies 11 I'd) du
Vocabulary 2
I assessing; submilting 2 devote 3 compete
4 cover; go 5 itemise; establish
Listening page 32
- (МУШЛИ? IVBW - latent ВЛмАс-Hd/T
t How does your company achieve lhe ... an advantage over its eompeiirors?
w BfL Vfc*el], I suppose [he prime way you d gel an advantage is by offering, urn. sunk lent Qujjliy at rhe lowest price. And clients are always looking for the. er. lowcst-price tender, and nowadays designers and consulting engineers have io compete a lor more on price than they had to maybe AO. 40 years ago. so price is certainly probably Lhe maior element. Um. but in more recent years. there's been far more recognition by clients that actually the quality dimension is also needed. If you go for the lowest price, you may not get the best value, the best value (or muncv. Um, so now client procurement is much more directed towards gelling the nghl match oi quality and price. Um, lire result of dial being ... is that when we re submitting lenders io dlenis to win work. um. We* have 10 devoir a lot of time 10 demonsiranng the quality rhat we can bring to a particular project, and way я of dmng that Include- the quality of our dtXUlLieDW and what we му lii our documents. Um. Il's also. um. developing л reputation and having past Pflfleci* ihai we can show clients and say. look, there's a fantastic quality of pb we did on ihac one. um, why don't you employ us because we’ve got lhe track record and experience.
a Listening page 34
- mrentotw, WWf - WJBtan Hftnjfc-Hun
t So how would you describe the Gifford's brand?
4 BH: Er. the Giffords brand, well, that's quite a tricky one I ihink we're branded j lot by the ... the project», lhe pasr projects ihac we've worked on. so very much in projecting what we're about, we look towards recent protects which have been panlcululy successful, and. urn, one of those has been the Gateshead Millennium Bridge, which.... for which GLffoid had Ш mtgr a design tQmjxtiljoii wtudi wre. wbkh was supmised by the Gdiefrhedd Mwgppltun CqudoL and Ihm were abous 200 entrants And. um, Gifford teamed up with a leading architectural practice Wilkinson Eyre and Associates, and KsiiUJy we came out with a coinplrlrly new concept for a bridge. 1 doii'1 Ihink this type of bridge has rver bcm consUudcil before ... Um. this bridge had a hectaootli axis Ю [hat the ml ire bridge rotated horuwitaily in lih over lhe riwr co p.us. um. *hips HMtaneaih. And ihb particular irrwcture^ got a kit
1ш heaLouiifi m an ima^ oi
Gifford. eL tnpfe widely
i: so you d use this protect as a means or. um.
obtaining further contracts., possibly?
WBH: Yes, J ihink it“s demonstraled our. er. creativity and potential for innovation and problem-solving, in a way which others couldn t do
1: Thai s very good. Just tell me, how do you or
Gifford s go about getting new coniracls?
WBH; Well. urn. I suppose one prime route is to look at advertisements, and. um. nowadays within lire European Union, um, over d certain sue fojvc to be advertbed hi tire Jvurn.il d the Euturciui Uaiun\ So we ад the on tlul and idetitifr CPiilracls which I wk, et. fouh intcimiig iv ua Um. other rouie* арап from advertЬепгеш - and re-illy a very Important mute -b through pewnal oohLicr and. um, preferably through having done previous comraas whh .i client and eftaWlshlng a relationship, er, and particularly if they are a pnvaie diem, or a private company, err If they like the work ihat you’ve done previously, then they may feel there's no need to advertise. They* 111 come back to you for future work. And, um, establishing those business relationships and friendly partner relationships with clients is is really vital
1: And how would you go about deciding a price for
your bid when you're in competition with othcrsT WBH: Well, wilh great difficulty. There's ... there's two, well, (here's a number of ways you look at ii. Qntis w assess what lhe value of lhe construclcd wvrfag would be and assess ш percemage tcims what a reasonable fee for a designer would be Ln relaiion to the ultimate value, er, of the works is constructed, so chat would be. er. on a percentage basis or a icp down basis. Um. lhe other main route would be bottom up in terms of.. you’re iirmising the work and all (he tasks that you have co do in order to prepare and design, um, prepare rhe contract document, tire spedficaiions and probably al&u supervise I lie consinjciiun and lire works ur supervise the works construction contract, um. so you'd wtk
oui all die Шт uit a MoreaJjheei кош rhe and see what Л ionics lu
I: !lnw in any of the contracts l hat yrm bid for do you
expect m win?
WHHi We’d expert to win about one in ihree, one m four of Straight competitive bids where ... where we're competing againsi maybe six other similar cons^ulianis. And we would hope io achieve that rate
1: IMiring together a proposal от bid musi be expensive
and unw consuming. How do you cover the costs of this if you donJt win lhe contract? Or is thal just absorbed into a future contract?
WBH: The only wav vra can absorb the cost is oul of levs earned on other contracts, so all ah tenderers have to cffectivriy cither recover their costs on other contracts or go out of business. H’s as simple as lhal
я
гЖА proposal
This unit focuses on writing proposal® and the language connected with this. Students also study linking words and phrases, compound nouns used in a business context and revise the passive.
Although none ot the tasks in the unit axacity replicate exam questions, some are designed to give students the skills and practice needed to deal with them |see table below}.
ВЕС BULATS
Listenog: Extending the product range Listening Pert 1
Reeding- Extending the product range Reading Part 4 Writing Part 2 Reading Part 2 Section 2
Reading- IVnpng e proposal Reading Part 5 Reading Part 2 Seclion 3
Wrrtng: kVrrfsng a propasal Writing Part 2
MB The ВЕС Higher exam always contains an optional question tn the writing paper which takes the form of a proposal. The BULATS test does not ask students to write proposals.
Notes on unit
Getting started
This acrlviiy may be quite challenging for students with little business background,, and you may have 10 dicll or suggest a few ideas to get them started
You could do this by asking them additional questions such as:
1 Why would j company which produces ьоар also decide to produce washing up Liquid and shampoo? Some possible answers:
• these are extensions oi Ihe same basic product and therefore relatively easy ro produce with rhe existing skills base and technology
• il your company dew^n't do h. your competitors will
• divL-rsifkatfon insures against changes in the market, Le. if a company just relics on one main product and chat product goes out of fashion or becomes uncompetitive, then the company may go out of business.
2 Whai might happen if a very specialist company deckled lo move Into areas where it didn't have the necessary expertise!
Another area you might explore in this context Is the danger of loss of brand identity.
Listening: Extending the product range Encourage siudmts to study dir spaces beforehand and predict the type of words and information which might be needed to complete them
Writing: Writing a proposal
For students who are unfamiliar with writing proposals, poitil out that they have a .similar style and format to a repon, bul:
• proposals concentrate on suggestions and recommendations for future activity
• reports may concentrate more on past and current situations
• repons nwy contain a number of recommendations, but they will probably not form the math body of the report.
Photocopiable activity 2
Put your students in groups of three or four and give each of them one ot the question cards. Explain these niiM tu them:
* Students should take turns to read out a question (but not (he answer) to the people in their group.
• They should not show their cards to their partners.
• The Student Who answers ihe question correctly first gets one point.
• The winner >s the student with the highest scon?
Getting started
Discuss those questions in small groups.
I What are (he advantages for a company of having its main offices in:
• the city centre?
• an oui-of-iown site?
2 In which would you prefer to work?
Reading
in most lines of this proposal there is one extra word which is either grammatically incorrect or does not fit wilh the sense of the text. Some lines are correct, Cross out the extra words and write them In the space. Put a tick (/) if the line Is correct.
Proposal for relocation of offices
The purpose of this proposal is to put forward the case for relocating our offices to an out-of-town site and ter to suggest flow this could be financed
Our current premises
At present, our offices that are situated n the centre of Southampton, occupying a two-storey building which we own near of the pert. They are located In an area where: * rates are high
• property prees nave been nsen by 100% in the last seven years
• (jarkrig for staff and customers is expense and access at the peek travelling times is much problematic,
The need for new offices
There are several reasons for needing our new offices:
* Our staff were surveyed earlier this year and were overwhelmingly favoured a move to a new site on (he outskirts of Southampton in an area surrounded by countrysde
• Overheads such like as rates would be drastically reduced.
• Our present offices are urgently in need ot the renovation.
Costs
There are a number of n&ng costs involved m moving The main ones are:
• the actual cost ol the move and the loss of true and operational efficiency during make the move
• the cost of changing addressee on stationery, informing to customers and suppbere of our new address, etc.
Recommendations
recommend that we do go ahead with the change of offices tor lhe following reasons:
• It would be so welcomed by Our Staff
• By selling our present offices and moving out of town, then we would make a nonsidarabe profit, which would finance more than suitable, purpose-built offices.
• Our costs in the medium (arm period would be appreciate lower.
1 Z......
2 ,<k....
3 .......
4 .___....
5 .......
6 .......
7 .......
В _______
fi ......
10
11 .......
12
13 .......
14 .......
15 .......
16 .......
17 ..........
18 ........
19 .......
20 ........
21 ........
22 ........
23 ........
Sneaking
.'fork In small groups. Imagine your company, <x « place where you study, is thinking of relocating, Zxscuss these issues and note your decisions.
• Why it might be necessary to relocate.
• Which area you think dip
company/school/coliege should relocate to.
• What son of building would be suitable.
• The costs and the benefits of doing this.
Writing
Write a proposal suggesting the relocation of your company offices/schooVcollege- Use the proposal you read earlier as a model and the notes from your discussion.
Write 200-250 words.
tMTT 7 (from fluxwtw Jontfriud fluy В*м*Лм Ф C****H4fo* Qnwyiliy Xir1
PHOIOCDFIABU
47
Question card A
1 What do you с йИ the per «меде of Mieresi th at a bank will charge when И lends you money? [rrtffrrttftrowI
2 What is the name of the room where the lop directors of a compa ny meet? lioartfrooml
3 What do you call an expert who gyves you adwce a bout how to menage your company better? (лмлддетепГссмч|ХМлЙ
4 What do you call the set of accounts whic h stxiw a company's profits and lasses? I protf6ajwWoss account)
5 What do you call ttie process when companies start c Dmpeting toy trying to offer their products at lower and lower paces than their competitors? Ip.nce kva/l
5 What is the name cl the telephone serv ce which compa rues sometimes offer to customers who nee d help with a product Dr service? (customer/w^terel
7 Whatffi the name of the activity <h skill bv which you use your ihm most effectively? I tune тмедомлв
В What would you call the жэдп in charge of sales in a company? batesjna^ger/yates director
9 What do you call a small booklet which contains blank cheques? (.cheque ЬоаА|
10 What da you c all the department responsible for employingu training and looking after employees? (fiuriM л resources/ personnel tfepertnwnd
Queshon card В
1 Whai do you call the person who manages a benk?
(toaoJt ™/rsper|
Z What do you cell the process of flixtyinp the market? lOTartorrtM'dty
3 Whet phrasn means how well сол$иФ№ know your brand? (towxfeHtfiWKif
4 What do you call the interview someone leaving a company hasw^th в senior manager? (exit tetenAewl
5 Wfiat do you cell the time you have to rest in the middle at the morning with a cup of coffee? I coffee dreatt
В What do you call a party you might have with the people from the office? (officeparty!
7 What do you call the process by which a new product is iBimched onto the market? I producr teuwrh!
В What do martertyng people ca II a shop (a place where products reach consumers)? I rerart aurtod
9 WhatdoroucallecompiniMfro^adissetisfifrdcuMmerf (citfrorw cwrptevrtd
IQ What title is ohen given to the person in ch&rgo of production
n a manufacturing company? fp/od'ucfWppawitoris mswar!
Question card C
b
1 When: do you c al cha instructions for operating a ma chino? (operate mstrucowTs)
2 Whet do you cab the process by which you deal wrtti disasters or crises-which affect your company?
ic™s талломам!
3 What do you call costs which don't change (/watfcastsl
4 What do you call the amounts of money (cash) going m ем!
OU1of a company? kwrtflow) ;
5 What do you call trie person in charge of die way я compa ny [
operates, often al» known as the *CEQr or 'chief executive officer? (iTTsnagMP# directed
6 What do you call a prediction d sales for a particular period? ! I fates fof ecart)
7 What would you call a letter you might write reigning from a job? (resipr? jfran tetter/fetter of resignation
В What compound noun would you use for When an еттцйоуве s salary g«e$ up?
IjwyAvage ma/jrxtrwse)
3 What compound noun can bo used lor wton a price is lowered? (pwt c^wductiofll
w What phrase descnbes the total value of e brand?
^e^Wtey/Vateel
i
Question card D
1 What d n you cell a very profitable part of в business whic h produces plenty of c ash for 1he company? Iceshcowf
2 Whai do you call people who own shares in your c ompany?
I sftarehofde.rsf
3 What do you call th« place where stocks and shares are bought and sold? (store Ar гл ante? ZstocAr exchange)
4 Whai would you € a M a meetingi where membors of a team taft about dungs?
S What do you call a bonus which is given at the end of the year? Idtatf-of^^r^uszC^tfffiwsbonujI
6 What do you call a selof different products produced by a company? Iproducrranje)
7 What do you. call the difference between the price a company sells a product at and the cost of producing ihe product? (profitrnargtef
fl What do you с в II a message using text which is serf using a mobile phone?
9 What do you ca lithe money which is allocated to ba spent on marketing dunpg a particular репм!?
(лтдгАрСюр butfgad
10 What do you c a>i the desk where Ihe receptionist $«t$?
Г^ргт>^ив>чг5з fonr.^ j^'fewYfliVHighffr by йw Brooi H»rt «11 Gamhnd^a UhriTyty Ргвм
ifHC
UNIT 7
Photocopiable activity 1
= eadmg
1 / 2 for 3 that 4 Of 5 / 6 been
4 much 9 our 10 were II/ 12 like !4 rising 15/ 16 такс 17 to 15/
20 so 21 then 22 than 23 period
7 the
13 the
19 do
Students Book activities
Extending Che product range
_ stoning
I board of directors 2 range ol software
3 (our) existing diems 4 types of product
5 resources 6 extra costs 7 next board meeting
-eading
1 Yes, he has.
2 1 C 20 3C 1 A SD 6 К 7 В 8 □
9 C 30- D
4 1 It has a title, and it's divided Into sections with section headings.
2 Yes,
3 Future activity.
4 Formal,
Grammar workshop 2: the passive
] l he market research, which was carried out m Liverpool between May and September, revealed that the price could be raised by 50% with only a 5% loss of market share.
2 iwenty-seven candidates have been interviewed for the job, hut none ot them are considered to be suitable.
3 Your order was received lhe day before yesterday, and lhe goods have just been dispatched, so they should be delivered within the next 24 hours.
4 No more goods will be supplied flu you] until the outstanding invoice has been paid,
Writing в proposal
Reading
1 to 2 take 3 had/reccivcd 4 if 5 which/that
6 In 7 deme Я out 9 soon 10 advance
-.cabulary
Ila 2b 3 a 4c 5 f 6g 7 d 81 9 e
1 Since 2 While 3 in turn 4 at the same time 5 Therefore; in turn 6 Ln response to ' apart from В in connection with
9 Furthermore
' 1 existing 2 identify J retail outlets
4 VAI returns 5 payroll 6 updates 7 generate S envisage/toresee
xnmar workshop 1: compound notios product range 2 accounting software
3 small retail outlets 4 existing products
5 client satisfaction 6 market research
‘ recruitment tequireinerils В marketing costs customer service(s) manager
2 suggestion (si box 3 holiday pay
- resource management 5 job satisfaction
6 candidate selection process 7 client response - complaints procedure
'Listening page 36
Sewm: Nateem Rakhilar
Devika: Hi. №иет Devika here.
Njmtri: Hi. Ovlka Whai’S up{
Ltevika: I think Il's time to get that proposal together for lhe board ol dll ecwt You know, we were talking around lhe subject Iasi month when we were having our round-up of points arising from lhe sates conference - at least, it was one of the things iha( we were talking about.
Nascem: Thai's the proposal for a wider range of software, isn'i it? Let me just note that down.
Ikvika; Thai"» right. I've ju*t been Calking tn Lena and we were both saving that now could be lhe right lime
Namt Rjghtr weJl, Lena's rhe finance director Does she reckon we've k<m ibr budget for il7
[tedka: Yes, that's the point. She says that since profits are deftnirdy up ihto year, we should be looking co plough something back and reduce our lax exposure.
Naseern: OK. but lhe main reason for gelling into a new pro|eci like this - and ii would be a preny bag one - is that our existing dicnls have been asking for Ii. That would be the main selling point,. err In lhe proposal. Our clients want a whole range of compatible applications - compatible wilh lhe stuff wc re selling them д1 lhe moment
Devlka: Exactly.
Xasecro; OK. and what do you want to sec in the proposal» Devikal'
Dcvikar The reasons for adding to lhe produci range.. I guess. [ mean, our existing products do well cnoughu bul Wilh the Cui-lhrrat market we're in. ii wouldn't look 1oo good if we spent a lot of caah devetoping a whole hud of new products which just lost us money.
Waseem: Well, <ha( doesn't sound too likely at the moment. Devika; No. And ctMikl you also specify lhe ryjggs of pmiuil we are going to work on, you know, especially stock-control tools and applications for automatic ontiiw ordering, that sori of thing.
Naseern: OK Those wilt do for a scan anyway.
Drvika: And you'll alw have iu cover resources in lhe proposal..
Na were; its Right.
Devkka: I mean, this will mean quite a lor of people working on it aid И will swallow a (air amount of cash before we start getting any return on our in^ewfleni, fartuMiely Lena will be keeping us m a tight budget, though.
Viwrm Quite But il would he uselid io know what the extra costs involved in this are likely to be.
Devikj; OK, ал you'd better include a section on them in your proposal, and then hopefully wc should have everything pretty clear.
Naserm: Great When's the next board mccLingJ
Devlka; Wednesday of lhe week after next Do you think you can gd your proposal (ogtflhtr by ibeu?
Мшеегв: I'll try Io gei it ready by Friday of next week if possible so we can tnull il over a bit brfoff Riving И Ю the board though I can't promise that.
Qlhcrwjsr, definitely by the WWiHrxl.iy
Devika: 1'hal sounds fantastic. Thanks a lot. Nasran
Nascent; My pleasure. I’ll gel cracking on ihH right away. Dve been wanting ii to happen for some time now.
Drvfki; Sure
Naseem: Anything else. Devika?
Rrvika: Mei ju#i now. Naseem. Thanks.
Naseerm OK. bye. then.
Doika; Hye
Naseem: Bye.
•Presenting at meetings
11 IM^*"—l
This unit focuses on how to make short. comparatively informal presentations at meetings - a frequently needed bosmeas skill. Students also study how to describe charts and statistics, linking phrases in spoken discourse, the use ot discourse markers to signal where they are in their presentation, and revision of irxiirect/embeOded questions.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
1 _ ВЕС f BULATS
Listening- 77?e Oinese/ce-creem market Listening Part 1 Writing Part 1 Speaking Part 2 I Speaking Part 2
i Speaking: More on trie Chinese rnarkef Writing Part 1 Speaking Part 2 Speaking Part 2
Hearting and speaking: frenefs m the ce-cream market Speaking Part 2 SpieakirKj Part 2
Speaking; Hetsmgor Foods.- nweimgs Speaking Parts 2 & 3 Speaking Parts 2 & 3
Writing: H&tevigor Fotxfc Writing Part 2
Notes on unit
Hdsingpr Foods is a fictional company,, but all the other pLiyera In lhe Chinese ice eream market mentioned in the □nit are real companies, and the siarisfics and other
iformation presented in the uni! were based on research and were true at the time of writing.
listening: The Chinese ice-cream market If you have Chinese students in your class, ask them л hai they know about the subieci - the brands, the Twducers. the prices and lhe consumption habits.
This can be extended into a comparison with other jdcnls aboul their nadonal ice-cream markets.
At the time of writing, €1 wa$ worth dpptftiximalely 10 ruan.
Speaking: More on the Chinese market
As an fXtemtiM Id this activity, it appropriate, ask your □dents lo prepare charts which show the division 01 the narkrt for <i product and country they are familiar with The charts and the information do not have to be loo - - urate. Students мп then pmtnl tins information her to another group or to lhe whole class.
before studems give their prtteniattons. draw attention _ lhe Useful language as j way of slruciuring a talk.
Reading and speaking: Trends in the icecream market
This activity gives further practice of giving short informal presentations, this time of more complex and varied information on the same subject. Encourage students to make notes of the salienl points and to speak from their notes rather than look back at lhe text when giving their presentation.
When they have finished, It they have the Personal Study Book, you can draw their ailentfon to VncahuLiry Exercise 1 (page 20), which deals with the vocabulary Ln these three lexis.
Speaking: Heisingor Foods: meetings Betorc students hold lheir mwiings, дек them to choose 4 chair jnd remind the ch.i|f ol his/her duties [see Unit 4J. it you wish, give Ihem a time limit of ten minutes for Hxercwe 2,
Writing; Heisingor Foods: meetings
You will find a sample proposal on the same sublet! in Phoiocopuble activity 2. You can give this to students cither as an example before they do the writing task (which is probably best done for homework) or after wards, so dial they can compare their writing with the sample.
Reading and listening
ii Work in pairs. Complete these sentences from Catalina's presentation using the phrases from the box.. When you have finished, check your answers by listening again.
along with also apparently as to the second but anyway m tormp ol
So you can imagine that to be exact to give you a bit more background you can see that
Right, well I've got three main points to make: firstly, the Chinese market, unlike markets here in Europe or the US, r$ growing steadily and rapidly, so it represents a major business opportunity. Last year, the total market 1 ice-cream sales was 23 billion yuan -
that's about 2.3 billion euros - so pretty considerable. I've been reading recently that China is likely to overtake the USA as the leading market for consumer goods within the next 25 years, and when you take into account that the market growth rate is a steady 10% a year, 2__________ there's an opportunity there, if we can get in. Now, my second point: at the
moment, there are five major players selling in the Chinese market, 3.......... a lot of
smaller local companies. These big ones have a market share between them of rather more than half - 57% 4 .............- and that's split up between our usual competitors; Nestle,
Wall's - that is. Unilever - and Meadow Gold, with 30% of the market, and a couple of local companies: Yili and Mengniu - I’m not sure I've got the right pronunciation there -5 ................... they've got about 27% of the market.
And now my third and final point; 6............, in China, on average people buy far less ice-
cream than In Europe - the annual purchase is about 1 litre a head which is still a lot less than the 23 litres per head of the Europeans, so you can see that, as Chinese incomes rise, ice-cream consumption is a pretty hot prospect.
Sure, Paul. I've got something on the biggest national manufacturer - that's Yili. 7...........
they recently announced plans to build more production facilities in different parts of the country. The reasoning behind this is logical China is a huge country - the distances between major centres such as Shanghai, Beijing and Hong Kong are vast - so they'll then be able to save a lot on transportation costs. 8............. if you have a factory in each region along
with a regional product development team, you can adapt your ice-creams to regional markets more easily and thereby satisfy local tastes. That, I think, answers the first part of your question as far as I can; 9............ while companies have been advertising pretty heavily, their main
tactic for gaining more market has been to fight a fierce price war, Most products sell at about 1 to 2 yuan which is between 10 and 20 euro cents. 10............ , even with cheap
production costs, no companies as yet have been announcing big profits there.
52
From by йи> fi/pofc Hai Ca^hndpe Llmwriry РпиЗОПГ
AtJLl
UNIT 8
Photocopiable activity 2 A proposal for marketing
ice-cream
Reading and speaking
1 Complete this proposal for marketing bce-cream in China by choosing Ihe bast word, А, В, C or D, for each space.
НеЫпдюг Foods; Proposal for marketing ice-cream in China
Ifl(rodl>c1pon
China is an mcreasung economic 1... Л... and rts growing aflbence mans Wai fl 2....„„a major trnsmss oppornxifly for
producers of consumer products. The aim of this proposal is to suggest how to 3....the CIwnn market
The enisimg srtuaiion
The Chinese ice-cream market is currently {tanunacetf by five meior 4r; bwvt multinational ice-cream producers (Nestle. Wall’s and Meadow Gold) and two national ice-cream companies (YBi and Mengnfol Since these companies have been waging a price 5........r in an effort to maximin market share, prices are i,,,,..,,,,, and competition fgrthe mess market is?.
Pnsiliatting our products
The mafcnty of ice-cream products are said at low рп-ces, which means that profit margins аге I.. and companies rely on
high-volume sales to break 9...... . I suggest thal we should target aur products a! the growing urban middle classes by
often ng вкГгй quality end appreciably higher pnces.
Initial distribution det left
Distributing ice-cream <wi в natxxial basis in в c ounirythe size off China would require cocisideraMe 10. „ in production faciifoas and infrastructure. I nrtalty. it would be wise to te st the market i<i two or three major cities, whic h would allow us to br«ng our products to our target castomersin 11 conditions. Hong Kong, Shanghai and Beijing would be ideal for this I as our market research demonstrates) and I suggest we start by selling 12 ^-.top-quality restaurants and specialist food stores in
those cities.
Advertising
Quriwtial entry onto the Chinese ma rket wiH be on a modest 13 ,„r,„„r and therefore would not 14.......... the expanse of mass-media advertising. I rec ommend 15. «.advertising in upmarket food «nd housekeeping magazines and also suggest we should rely on word of mouth to 16. t. л * our product fcrwwn in ourtarget market
Conclusions
l recommend that we should proceed elong the 1? .....indicated above and «одея that (he neat atep shouW be to produce a
It...»,.," for our leunch and operations in China
К ;~Л forcej) В sirengih c potential! D weight
2 A shows В display» c rtprtsenls D manifests 2 Discuss these questions in small
1 A push in В take over c strike up D bre.ik into groups.
4 A competitor» В rivals c pljyen: D operators • Do you think Ihat Heisingor Foods’
5 A fight В war c bail]? D contest strategy as outlined in the proposal is
4 A down В tow c «carte 0 marginal reasonable?
2 A fierce В wild c hostile U cruel • is there anything they have overlooked?
1 A short fl thin c narrow D dose • What are the best methods for foreign
♦ A flat В even c level D steady companies to break into the market in
10 A spending В expend ilurc c expenses D investment your country?
11 A oprimuni В best c top D finest • If you work for a company, how dues
12 A by В ihtuugh c over D across your company go about selling its
13 A amount В quantity c account D scale products ahroad?
H A pay В allow c justify D repay • Do you think companies should always
IS A few В limited c little D restricted be trying to expand their activities and
* Agri В have c ciifluie D allow looking for new markets, or are there
17 A ways В methods c тлппега D lines circumstances when this is not a good
1 A cost В account c budget D breakdown idea?
. NfT 8 Jtyn Жлргпулу faigJwiyr bv Gw finrek Hin T Cimb-^g ft-ви 2fl0?
53
Photocopiable activity 1
Reading and listening
1 in terms of 2 you can see that Л along with
4 tn be exact 5 but anyway & To give you a bit more background 7 Apparently 8 Also
*) as to the secund 111 So vuu can imagine* that
Photocopiable activity 2
Reading and speaking
1 I A 2 C ID 4 C 5 В 6B 7 A 8 C
SB 10 D 11 A 12 В 13 D 14 C IS В
16 A 17 D 18 C
Students Book activities
Ths Chinese ice-cream market
Listening
2 I market 2 (market) growth rate 3 market share 4 annual purchase/consumpiicm
5 production facilities 6 transportation costs
7 regional markets / local tastes
В (fierce) price war
3 I 23 billion yuan (2.3 billion euros) 2 foreign companies [3D%) 3 national companies [27%) 4 others (43%) 5 market growth (rate]
4 1 True it la, however, very informal and fairly brief,
2 False She uses cuntraclwns, informal phrasal verbs (e.g. get in) and adverbs (e.g. pntfty) and asides (eg. Frit not sure Гиг got rhe right prwuncwirion there),
3 False Sec above.
4 line She says you con see that, as Chinese tneomes rise, tcr-cmlift amtunpffott is d pretty hot jwwpert.
5 True She says how many points she is going to make and uses markers (e.g. /irst/y; Now, my second point,- And now my third and final point) to Indicate where she is in her talk.
6 Hue She says Thrw. t think, аляйЕГТ the first part of your question as far as 1 can; as to the second, ...
Grammar workshop: embedded qi/estrons
1 I'd Just like io know what the total sales for the Chinese market are.
2 Can you tell me how Chinese companies are reacting to this competition from abroad and also
how these compel I Lors are going about increasing their market share?
3 I wonder what son of price you think we could sell our products at.
4 How do you think we would position them?
GRAMMAR WORKSHOP 2
Speaking hypothetically
I I advertised; wuuld/'d find 2 hadri't/had nut managed; 'd/would have gone 3 had; would ... be 4 had. 'd stayed; would/ d have known S were/was; wouldnht/would not mind; had /'d realised; would/’d have left 6 had/'d put; would/'d have landed 7 taught; would be S had/'d ordered 9 had nol/hadn t wun; would/'d probably be 10 did not/ciidn’t have; would not/wouldn't have sold
2 1 dl/would first have 2 would also need 3 had budgeted 4 wouldn't/would nut have bought 5 (would) look 6 (would) even assess 7 woiild/mighl/may/coiild cause 8 wouldn't/ would not want
Compound nouns
I an accounting procedure 2 a car manufacturer 3 a negotiating session 4 a rival firm
5 the finance director 6 a price list
7 a market research survey / a market-research survey в (fob) application forms 9 a motorcycle delivery service 10 a typing error
Embedded questions
I I 1 wonder when the new factory site Will become Opera Mundt.
2 Do you have any idea how long the construction work is expected to fake?
3 Could you please tell me why the goods couldn't haw been delivered on time?
4 Several people have asked me if we have to send the invoice with the good».
5 Tell me what time you finally iinished writing lhe report.
6 I’d be grateful if you could tell me when we must have Ute work completed by.
7 Pd like to know if they brought the samples with them.
H I'd appreciate it if you could answer a lew questions lor me.
v listening page 40
Mil- Good, thank you all for coning. Shall we gel suned, thru? fa уцц fanM putpuk yf цц[ nulling is to stan thinking ah?m едрадШпа um даашdiLLhinj Ffcfonf деrting down to ihe finer details, please remember that our discusilcMis In this meeting are confidential. OKI So. Catalina's going to get lhe ball rolling by giving us a brier run-down of the Chhirre market. OK. Cali?
jLtlina: Sure, Nda. i hanks. Now, I’m |ust going to give you a number of key facts, which should help you io concenuaie your minds on the opportunities and difficulties of breaking into China. OK?
чйк Suit, go ahead.
«Ldiruj Right, well, I've got three mam pomu to make: tirsllv. the Chinese market» unlike markers here in Europe or lhe US. is growing steadily and rapidly. » it represents- a major business oppan unity. Last year, the Mai Uhukfi in lerms of ice cream sales was 2S billbon yuan - that % about 23 billion euros - so pretty considerable. I’ve bern reading recently that China is likely to overtake the USA as the leading market for consumer goods- within the next 25 years, and when you cake inro account chat the market mwih rate is * steady 10% a year, you ran w* 1hal there's an opportunity’ there, if we can get in. ai ihe moment, there
are five major players selling on the Chinese mute, along with 4 fot of «natter focal companies. These big ones have a market share between 1 hem of rather nwre than half - 57% to be exact - and Ihai's split up between our usual eompeuiora. ilesite, wall’s - that la, Unilever -and Meadow Gold, wilh 30% of the market» and a couple of local companies: Ylil and Mengnlii -I'm no! sure I've got the right pronunciation there - bui anyway they've got about 27% oi the market And now my thud and final point: to give you a bll mure background, In China, cm average
prnpif buy far lets iee cream ikm to Europe -the annual purchase ii about I here a head which i« soil a loi lew itwn the 23 Hires per head erf the Europeans. 50 >xju can see thai, as Chinese ЛоишjL&txJULUKiiy 1ИЛД2ЕЩКШ
Nils: Thank*. Cali That wa* interesting. Now. any of
you got any questions?
Paul; Ytr*. Cali, can you toll me huw Chinese companies are reading to this competiuon from abroad and also Jrow these competitors are going abuul increasing their market share?
Catalina; Sure. Paul. I've got something on the biggest national manufacturer - ihai s YLh. Apparently. Ifrcy recently announced plans to build more product Ian fadllhw in differem pans nt rhe country. Tire reasoning behind this » logical China h a huge country - the distances between major centres such as Shanghai* Beijing and Hong Kong are vast - so ihey 'U then be able to s.iw a lol an. transportation coste. Also, il you have a faetifrry In each region akmg wilh a regional product development team, you can adapt your iwtwartM 10 rtgwml ituikia nww easily ind lhereby satisfy Local tastes. Th.it. I Ihink- answers die (i»t tun at vuut uutstLQii .a iJt дд 1 цд. дй to the second, while companies have been advertising pretty heavily, their main lactic for gaining more market has been to fight a tierce PUCe.Wikl Mosr products sell at about I to 2 yuan which is between 10 and 20 cents. So you can imagine that, even with cheap production costs, no companies as yet have been announcifig big pro fils there.
Nils- Any mon? qwstfonsT Yes. Tanya?
Tanya: Our products, as you know, are a bit more upmarket than rhe companies- yiut’ve mentioned sc far. I wonder what sort of price you think we could sell them ai Whai I warn to know u how we would position them.
Advertising and customers
This unit teaches language and vocabulary connected with advertising and the effectiveness of advertising. Students also study the grammar of adverbs.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
R$adrig: Лте effecftvfiriass of advertising Reading Part 1 Reading Part 4 Raadeig Part 2 Section 1 Fteadng Part 2 Section 2
Listening: The efflaefrvertass of advertising □sterling Part t
Talking point: Л-ftjasunng trte effeef/veness of advertising Speaking Part 3 Speaking Part 3
Photpcnpiable activity I Reading Parts Reading Part 5 Writing Pert 2 ReaOng Part 2 Section 6 Rearing Part 2 Section 3 Writing Part 2
Notes on unit
Getting started
As an alternative. you could ask students lo work in pairs and co do lhe following (wlih (heir books closed)
I brainstorm the objectives companies have when advertising
2 discuss the effectiveness of advertising for meeting each of thee ob|ective$.
* As a follow-up lo this. they could give a short pnrsrniation of their conclusions either to the whole class, or to a group of students.
• Another possible follow up is io ask them how consumer advertising differs from business-to-business advertising.
Reading: The effectiveness of advertising A possible follow-up tn this activity Is io ask students: if they can think ot other examples of strong brands which have used their brand strength to move intn new sectors (examples in the text were Apple.
Starbucks and DellI
* what risks companies face when they do this
why it ts itiat ecmsuniere’ buying patterns change sc quickly las mentioned hy Mike George) and whal business conclusions can be drawn from this (e.g. lhe importance of pricing, the effectiveness ot a good wehsiter etc.J.
Listening: The effect/veness of advertising You could use tins alltmaiivt approach to the noie-taking exercise:
• write these Ihree questtons from I he interview an the board before you play the recording:
I Whal in your experience is (he best way io advertiser 2 Is advertising always (he most successful way of promoting a product?
3 Who decides where something should he advertised?
* ask students to look at the questions and rhe note* and suggest possible answers
dn lhe listening exercise and follow h up by asking them to suggest other questions ihey would ask Neil Ivey If they were interviewing him.
Reading: Measuring the effectiveness of advertising
Alternatively. you can ire.ii this reading exercise as exam practice, in which case;
• ask yoxw students to read staiemcnls 1-8 lint
* give them approxim.ltely 1en minutes to find the answers in the extract».
You could also ask this follow up question to the reading exercise:
• Iki you thunk these methods of measurement give information about the effectiveness of particular advertisements and advertising campaigns, or can they give information about the effectiveness of advertising in general, do you think?
Getting started
1 In small groups, discuss whether you agree or disagree with the following statements.
1 Word of mouth is nor enough: every business needs io advertise.'
2 “Business owners should never write their own advertisements: they should employ a professional to do ihts."
3 ‘Advertising is not a cost - it’s an investment.*
4 Businesses should spend at least five per cent of turnover on advertising?
5 ‘If your advertising i$ right, you can sell almost anything - the advertising may be mor? import ап I than the product itself.
6 Bosiness-Ui-business advertising is very different from consumer advertising.'
2 Which forms of advertising do you think would be most suitable for bus mess-to-business advertising?
heading
*ou work for Ascendisa, an advertising agency with offices in different parts of Europe. Read this letter Country Club 366. For lines 1-11 r there te one extra word in most linos. However, some of ihe
•пьез are correct. Find the extra words and write them next to the line numbers, If there is no extra «•□rd, put a lick (/)> For lines 12-17, there are some gaps. Write one word In each gap.
Dear Sir,’Madam,
Three yftflis й jo wo hmw inaugurated the Country Club 366, a luxury country elubm Slovenia, is located in wnspodteounirysida 50 mdus east oi L|ublianar speeieli&ng in corporate customers. As our faciMtes include exclusive accomodation for up to 50 guests, a rwgniclub and discotheque, swinwnj pools, a golf course, also and a variety o1 aciiwnes and entertainment at all times of the year. Special events are also organised on request
Unbl recently m have marketed our servi ces exclusively all through a corporate travel company who m-cluded us in their brochures as was one o1 their destinations. Also, all bookings ware made through thorn.
Unfortunately, the company in question is undergoing its financial difficulties and has been unable to sand us suff ic rant numbers of customers for to fill our capacity. We have, 12........., decided to market our company ourselves and
to introduce our 13 ......booking system. We are also investigating the
possibility of adverbsing our business and your company was recommended tees by 14 ...... ol du г suppliers. Fandara SA
As you will see from the accompa nying c ha rt, rhe majonty ol oirr guests come from Europe and particularly Germany, Austria, Switzerland and Italy, and it 4 m 15.........markets that we believe our main opportunities, lie. We have
provisional^ earmarked an advertising budget of €2SO.0OO 16 Hie text financial year a nd we 17.......very much welcome your proposals for
advertising activities and an advertising campaign.
I look forward to hea ring from you.
Yours sincere^
4/rU>nu> thrill
Antonija Dolenc
Marketing Manager
Country Club 366: Breakdown of guesta by region
Germany. Auatna and Swltteriaixi
Hay □ N. Атенса
. Reel or Europe Heat of the wortd
_ MT 9 ;Тпхп Дмяп» ДотАйиН Guy Впюк Йип fc fcwnbndyi Uhwararfy Ргйц ДСТ
1 .Mw.
2 .....
3 _____
4 .....
S .....
6 .....
7 .....
e......
9 ...-
10 ....
11......
Б7
Speaking
Discuss the fallowing question in small groups.
What other information would it be useful to have before you propose any advertising activities to Anlonpai
Talking point
1 Work in pairs. Study lhe information sheet below which Antonija sent you. Discuss what the information shows, and which information is most useful when planning an advertising campaign.
Writing
Write я short letter to Anlonija in which you do the following:
• say you've received her letter
• ask for ihe information you need
• say that you will make proposals when you have the information.
Useful language
One thing this sheet snows is that...
Ifg lateoi interesting (to seel that ...
i can’t tw notcing that ...
Haw© you noticed 1bat ...7
Talking about customers / reasons for choosing Oub 366 J
Country Club 366
Tiznovty last year: €1 Om Pre-tax profits: €2m Spare capacity in the last six months: 30%
Customers by age
Unrter 30 30-45 46-55 56-65 66+
27% 30% Customers by length of stay 22% 5%
Under 3 days 3-5 days 6-6 days a + days
37% 39% 20% 4%
Reasons for choosing Country Club 366 Mam reason Second reason The quality of the facilities 46% 17% The location 22% 42% The staff 12% 3t% Value for money 9% 4% Other 11% 6%
2 Work in groups of four or five. On the basis of this information, hold a meeting and discuss the following points.
♦ Are they planning to spend enough on advertising?
♦ How/when? should they advertise to previous/existing customers?
♦ How/wherp should they advertise to attract new customers?
• Whal selling points should thry emphasise in their advertisements?
Task lip
Choose one perecn to act as chair before you start. Aso. spend some time studying the tjuostons and planing what you will зеу before you begin.
Photocopiable activity
Getting started
2 Suggested answer
The following forms of advertising are probably most suited to buslness-to-business campaigns: newspaper advertising, magazine advertising I especially bn the trade press), direct mail and the Internet.
Reading
Suggested answers
1 have 2 is J As 4 / S also 6 / 7 al)
S was 9 / 10 its 11 for 12 therefore 1.1 own
14 one 15 these.'those 16 for 17 would
Student's Book activities
Getting started
I I building 2 awareness 3 launch 4 boost 5 market 6 customer
The etfecti«вое» of advertising
Vocabulary
l I banner (a) 2 classified (e) 3 street |dl
4 point-of-sale (c) 5 endorsement |b]
Reading
2 The writer believes advertising is becoming less effective because there are more types of media and consumers are becoming more sceptical.
3IA 2 C 3 В 4 A SB 6 D 7 D SB
9 C ID D 11 A 12 В 13 C 14 В 15 A
Grammar workshop; adverbs
I still, actually 2 actually 3 particularly, increasingly, highly 4 as never before
5 for instance, Hence 6 constantly 7 literally
В within a minute
Listening
2 I (the) most cost-effective / (possibly) the best
2 point of purchase 3 budget 4 mood
5 cosmetic brand 6 throughout the day
Measuring the effectiveness ol advertising
Heading
2 Suggested answers
I There is no reliable correlation, between lhe amount of money spent on advertising and how this affects consumers decisions to buy. Advertising campaigns are not carried out wilh just nne advert in one medium, hut as part of a larger marketing campaign, so even if sales increase, it is usually not possible Io know which part of the combination has been more effective and which less effective,
2 Because it is a cost, and costs have to be justified, if you can measure the effectiveness of advertising, you can make informed decisions for future publicity.
3 Only approximately, by using market rcseareli, i.e, asking samples of customers and target audiences, by monitoring changes in sales figures coinciding with advertising campaigns.
3 1 A ... developed to detect inaudible codes placed in radio and TV commercials, as well as other forms of electronic media ranging from the cinema to background music in places like supermarkets.
2 F. Twn-ihirds of consumers feel ‘constantly bumbank'd’ with too much advertising
3 Г) advertisers will also be able to limit lhe number of times an ad is shown to an individual in order to avoid irritating him.
4 В it lias always been difficult Co pul it all together io establish a link between exposure to ads and buying behaviour. This is what Apollo is designed to achieve.
5 E People* arc increasingly able Io filter out ads.
6 A To measure their exposure to electronic media, they will carry an Arbilnon device
7 C The response to lhe ads increased significantly
8 C Individuals using the websites remain anonymous
Vocabulary
1 households 2 exposure* to 3 inaudible
4 scanners 5 barcodes
6 (electronic) tracers/cookics 7 tracked
8 filter out / block 9 subjected to
10 bombarded (wilh)
«‘Listening page 48
f forrnirunv, N'J * Nnf Jwy
I: What in your experience is rhe best way io advertise?
NT: Thai’* .1 vm difficult quesiicHi ю answer because there are different answers for different types of product. And in irtnie rases, tiie^ualAuaielfeCthC can be ihe most expensive, во television still remains probably Ihe most exjbWHlve medium, bin Is possibly ihe best way Mill of ... of... d getting to people, and given that our biggest ambition is io sell as much product as we <эд. then we want to reach as many people as we can most effectively.
I: And is advertising always the must successful way of promoting a product?
№: Not entirely I think there are a number of people who believe that a decision about, a final decision about a brand b made actually al the Point ot purchase, so anything that can be done within the store to attract a prnwiii, whriher и be *wie sori erf promotional activity within Ihe store or somdhing chat actually sits on ihe □heli and an ram your auenrion or jljse simply ihe price.
I: And who decides where something should he advertised i
Nit We Ln ihe media company make that decision. We pur together a proposal based on Ihe size of the budget, which is, urn, a mapor factor, because ielevision Is obviousfy ihe most expensive medium wc can use. bul also the ... son of time of day or the son of. er, mood that the person is id will affecl 1he 1he place that well advertise. So. far example, И we were advertising a cosmelic brand, we might think that women reading a ... a glossy monthly magazine mlgfii find ih.ii a more appropriate place to sec an advcrtisemeni for a cosmetic brand or a fragrance, tot example, whereas Fairy Liquid mtghl well be suited much more to the [rfeviaion and have Jess of... of ал appeal io people reading a newspaper or a magazine
к And who decides when to go on air on television?
Nl: The media company would ... would decide on that, and we would have a budget which we would. whfoh would mean that we would have to buy a certain number of, er. slots wiihin prime lime. which is generally from about 5.30 in the evening until about 10.30 in the truing. t*ul then again. io get a a broad range of potential consumers, we would advertise tlirvugiivui Lhc dav AwL for example, the morning time is cheaper than evening lime.
Advertising and the Internet
This unit focuses on language connected with advertising and the Internet. It particularly concentrates on tasks to develop listening skills. It also provides an introduction to writing shod reports based on statistical information.
Although none of the tasks In the unrt exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below}.
ВЕС BULATS
Listening: Anfemef sates Listening Part 2 Listening Part 3
Rwding: tntemet sates Reccing Part 2
Writing: Advertisers and the Internet Writing Part 1
Listening- AjvertrSera anef trie Antemef Listening Part 3 Lister ting Pari -i
Talking pont: Artvertise/s ano trio tetevnst Speaking Part 3 Spcakng Part 3
Photocopietoie activrty Reading Part в Writing Part 1 Writing Part 2 Reading Part 2 Section 6
Notes on unit
Gening started
If your class has internet access, you could visit wrtaile» for some of these products or services, e.g.: www.tesco.com.www.dell.com or www.jmazon.com and discuss the advantages and disadvantages of using these Bites for purchasing.
Reading: Internet sales
* As д follow-up tn lhe reading exercise Maturing cwrMne you could undertake j mini project where students resejich bow the Internet ha$ transformed other markets (e.g. books, groceries or computer sales].
I Divide student into groups, Each group could research a different market.
2 Ask them to desugn a *hnn queftfonitfire on rhe sublet in order to survey other members of the class. You may have to help them with questions (e g few books Op you civr buy bcoitj onlmc? / Do yrer ctviszrfl oniine iwaeutf leMz deriding иЛегйег ro buy a taofcf / Aw w>u prepared to use уоигстий'Г card number tmUnet, etc.).
3 Students conduct Interviews with oiher members of the class, in pains.
4 They *hen collate their mtarnwbon with ihetr group.
S They can go online to And out further information,, visit c-salrs wetisiles^ etc.
6 Finally, they prepare a shon presentation to give to the whole class.
• Alternatively, if your students have sufikiem background knowledge, you. could ask them to research ways companies use the Internet for procurement and sourcing.
Writing: .AdVerT/sers and the Internet
Ute chan refers to the USA, As jn extra acthrJiy, you «mid;
• ask your students how much lime they are exposed to each of these media
• if they work in a company and they have this sort of intormaiHni, ask them what percentage of their advertising budget is spent on each type of media
• ask them to draw an ahemauve graph to illustrate this
• ask them to wnte a brief report based on Iheir graphs.
Listening: Advertisers and the Internet
Alternatively, you can ask them first to lake notes on:
• the effectiveness of Internet advertising
• how small e-commerre companies can compete. They can then do lhe muhiple-chckce questions as a follaw-up.
Getting started
Discuss this question in small groups.
When companies find their markets stagnating, should they increase their advertising budgets co boost sales, or should they reduce their advertising budgets to cut costs and maintain profitability?
Reading
1 Read the following information and complete the notes on the right.
Fred-Winter-Homes ICFO Fred Winter) is a well-known construction firm which specialises in building first-time homes in Germany and middlemarket holiday housing developments in Spain and Portugal. Due to the international nature of its activities and its management team, the company does much of its internal communi eating in English.
As a result of a general stagnation in the housing market, it has not seen a rise in its turnover for the Iasi two years, and last year its profits underwent ia 30% decrease on the previous year.
Since the housing market is heavily dependent on macroeconomic factors Such as interest rates and consumer confidence, Fred-Winter-Homes have had to retrench by selling assets such as development land and by cutting costs One of the areas which has come in for attention is the advertising budget and Fred Winter has asked you in the Marketing Department to analyse the cost-elfectiveness of Fred-Winter-Homess advertising budget jand suggest how cuts should be made.
2 Read this memo from the marketing director, Helena Peralta. In most lines there is one wrong preposition. However, some lines are correct. Cross out the wrong prepositions and write the correct ones In lhe column on th® right. Put a tick (/) by the line number if it is correct.
Marne of company
ActMtieo;
Margate-.
financial performance
Саме of prrttri- proMwti»;
SdhrtJanar
To: Marketing Department section heads From: Marketing direcior Subject Adwniswg budget
Deer Caileagoes,
Du» to lhe downturn el t'ie bousing market and lhe company's poor results from the last two yea rs, the board of directors has asked vs to implement a cost-cutting owrciso which will involve some fairly drastic cuts for our advenising bodies for this and the coming financial year. In o<i)er to minimise the effects of these cuts я bout our marketing performance. I would like to infoete this process fqr investigating which advertising activities can be reduced to the least detrimental effect. This wdl involve us having to undertake an in-depth ana lysis into these activities. with a view of determining whether our a clue I audienc es LUf itrspuiid iu uui <an yel BLMltttsitab. aixl in wIhiI caLkiiLuui Hdvtfi Lraii «у efforts are translated across increased sales. This may involve camniiss inning studies far market re search c onsuttancies in your respective countnes. Wrtti this in mind, could you therefore please take tie necessary steps, и that a brea kdown in the retavant figures с a n be presented al our team-le aders' meeting at the end of next month? Our Directive is to shave €3m from du r advertising budget on the next financial year.
Many thanks
Helena
1 At....>
2 ~______
3 ....c
4
5
5
7
8 .......
ft ....«...
10 .........
11 ..
12 ....
13
14
15
16 .......
02
£ Fid in FuTPHrM Bjnr-hrnB.'i Д|Ьгжпсэф№рЯегг by Guy Brook-Rart >t> CambrdgB Оп№»гвтГу Ргечв ZDOJ
PFWTDCDF4AB4.E
UNIT TO
Speaking 1
Work in pairs. Each pair should study ONE of the four charts and answer the questions below.
Chari I
Find Winw-HOTWGHiniJiry
Atfwrteng Budget: Totrf dirounL €2m
Chart 3
FfPd Winter Hom« Portugal
Adwmising Budget? Total «поим €1 m
I Analyse the figures Kind decide which areas of your advertising budget are most effective and which parts of your budget could be most painlessly cut, w as not to affect your sales performance,
2 Prepare to present your information in pairs to an informal meeting of the marketing department.
Writing 1
Work in pairs and write a brief report (100-150 words) summarising the information contained in the chart you studied.
Speaking 2
Work in groups of eight, (if there are uneven numbers in the class, make sure that in each group there is one person to talk about each chart.} appoint a Chair for the group and hold a meeting following this agenda.
Writing 2
Use the results of your discussion in the last activity to write a proposal for the board of directors in which you do the following:
Agenda
1 Chairs «niraductxxi
2 Pre&efitBtNMi of Bfh*ertising: UK team
3 Рпвмпгвтюл ot a dve Rising: Sparushream
4 Presentation od advertising: Portuguese team
5 Presentation o1 Tarry Mornes’s sates figures
6 Advertising cuts: plan of action
7 Chait’s summary of decisKMis and conclusions reached
• explain which parts of the company’s advertising activities appear to be most effective and which would cause least damage if they were eul
• outline the sa^ngs you suggest making in the advertising budget
* recommend a plan of action.
Write about 2ЗД words.
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63
Photocopiable activity
RBBdirvj I
Name of company. Fred-Winter-Hames
Activities: Construction of first-time homes 1 in Germany and middle-market holiday housing in Spain and Portugal
Markets: Gcmuity, Spain and Portugal
Financial performance: Profits down 30%. turnover flat
Cause of present Stagnation in housing market, problems: interest rates, consumer confidence
Solutions: Selling assets, cutting costs
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Writir>g 1
Sample answers
Chart I
This report tomiwm Fred WIiHer-llomes s «pending on advertising in Germany with Ogura on where house-buyer* мШд|1у brjnt abuut lhe company. The company'* total spending on advertising in Germany was €1 million. While 25% of lhe advertising budget was allocated io television advertising, only 14% of buyers beard about the etxnfMny through that medium. On the other band, lhe 35% of budget H*nl on пгилцмрт -id vrcliwug -ippr-in* Io haw been more cost-effective, attracting 42% of buyers. The Child medium, nMftazlnes, received 50% of the advertising budget, bul drew the attention of jiusl 38% of buyer*. In £on£lusionr newspaper* appear to be the most effective wav of attracting new customers
Chart 2
This report compares spending on advertising by Fred-Wimer-Homes in Spain with where house-buyers acrually heard about I hr company, Fird-Wini₽r-lliireii?w'» advertising budget in Spain was €4 million. Of this. 40% was spent on radio .xh^riiAeiiiPiiis w hich attracted 62% of buyers in contrast, they allocated 20% of the advertising budget Io nrwupapeiu. whfcdh anrat ied lust 11 % of customers. Finally, magazines received 40% o< lhe budget, but only brought in 25% of buyers. To conclude, radio appears Io be by far the most roM dfcdivr advertising medium.
Chart 3
This report compart* Fred-WnrtCT-How*'« «pending on advertising in Portugal with where buyers acludlly heard
.ilniul ihr еппф.кпу Fmrti Art .HhvrtiKiiig budget ul €1 million. 15% was spent on television advertising, which attracted 25% of elfeni*. tn cnnirasi. ihey spent 32% on newspaper advertising, which brought I hr company io ibr attention of pusr 15% of buyers. They spent 52% of the budget on magazine advertising, allrading 59% nt buyers, it is clear therefore that television and magazine advertising are more ftttctfre in Portugal ihin newspaper advert Isung.
Chart 4
This ix a report sMi Fred wimer-Honwi я annual sales in Germany. Spain and Portugal for this year and la si year. In Germany, sale* ruse from €32 million last year to €34 million this vear and in Portugal alw ihrn- w.i* .in int from €22 milhun io €24 million. Spain, however, underwent a slight slecrvaw in sales, which fell from €4R million Iasi year to €46 million this year. Nevertheless. Spain ciMirirnw* in be our prlndpui! market.
Student’s Book activities
Inlernel sales
Listening
Product/Service Why used Inlernel
BniCL" 3 J
Tanya 1 b
Paddy 7 e
Petra 2 f
Salim 4 d
Reading
11c 2 g 3d 4f 5e 6d 7 b
2 I H 2 E 3G 4F SC 6A 7B
Vocabulary
Id 2c 3 a 4g 5 h St 7b Be
Grammar workshop a/fboogih however, despite, etc.
1 1 although, while 2 despite, in spite of
3 huwcwr, in contrast 4 while 5 in contrast
2 I While few people buy cars on the Internet, many people research them there.
2 Although people study new can on the Internet, they go lo showrooms to buy them.
3 It's difficult to measure advertising's effectiveness. However, few companies bcliere they can do without it.
4 Despite employing j consultancy, they couldn't improve their company's image.
5 Many dotcom companies have been «tniggling. in contrast, eBay has been growing by 411% Л year,
6 In spite of (having) a / the / their large advertising budget, they kept their product prices low.
Answer key Transcripts
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u>vrti«irs «nd the internet ^Listening page 50
ArtWfl
2 1 between 2 each 3 their 4 even/fjr/much
5 with 6 spend
5 Suggested answer
As the chart shows, there is a disparity between the quantity US advertiser» spend on advertising in each of the main media and US consumers* use of (In* media.
While advertisers spend 38% of their budget on television advertising. US households nowadays spend only 32% of their time watching television. The difference between advertising spending and ronsumplion of newspapers is even mote acceiilLtdEvd with advertising taking up 36% of the budget, ah hough people spend an average nf just 9% of their Lime reading them. Magazines reflect a smaller disparity with spending of N % by advertisers whereas consumers spend only 6% of their time reading them.
In contrastb advertisers tend III spend less on radio advertising [14%) in relation tn audience (19%), The most surprising difference of alL however, is between the time people spend using the Internet 134 % of llicir media cvnsumplLuii) compared with advertising spending on the internet which сопим to just 4% of the total advertising budget.
L Stoning
I A 2C ЗВ 4B SC
Presenter: Good evening. I'm. Serena Godby, and tonight on tour tompurer, we re talking about how you can use the internet to buy things and what sori of things the Internet can realty help you to purchase Mow that questions ol security and Internet fraud are no longer such an issue, e-coovMfte and е-shopping are becoming *n increasingly attractive option io both businesses and consumer», 1 have five people wilh me in lhe studio: the writer and broadcaster Bruce Myers, upland-eotnin# young actress Tanya Balham. computer programmer Paddy Smith, Perra Fpnrlero. the Lishlon critic, .md of нхиме our regular expert on this programme. Salim Mahmud. Now, if I could >usi kick off by asking each of you about something you bought recenily and why you used the Internet to buy it. What about you. Bruce?
Bruce Well, you know. I use the Internet quite a lot for my work I research articles and the like, stuff on the economy, background farts and what have you. Anyway, I d bern thinking for wuc time that it was time for me to pet away tram it all and takr a break. Normally I kri ciii In ai my local trawl agent s while I'm in the High sirrrt. ifid they book ihr betas eind send them round. Anyway, almost subconsciously the other day, while I reading ilic online edition of the ГгпдпсйгГ Times, I clicked on this banner ad. iu?i iv их buw much Uiliito Jiugbt wi. you know. I certainly wasn't thinking of booking anything up there and then Still, it wme as a bit of a shock. I must say, to see how much chetpef ihtngs are online and how much money I cnuld haw been saving
Tanya: Yes, they s.iy you can pick up some great
bargains on (he IrUcmiM. but I still think that unless you shop around plenty, you can taken for a pretty big ride.
Presenter: tell us aboui itP Tanya.
Tanya: Well, bclnrr I buy somrthing I like to wr И.
touch ii. get tne toel oi u. sc rm most likely to ux lhe Yellow Pd№ wtlmt: to find ibv focal showroom and one рг two others - which street they’re in. rhai юл of' thing. Irri пси bad, because nowadays you can fiber out pop-up boxes and such like. Then I gn down there and rta-k if they have алу special offers, sec what's going, perhaps ktok the [удя and ufa a Mt dnre if ihey'U lei me. I mean, I don’t ihink. we ll ever warn to make a purchase hke that online, de you?
Presenter Well, not as yet, but you nevt-r know It could tome, I suppose. Paddy, you*re next.
Paddy: Er*, well* I’ve just changed jot», and Ihai б been a
pretty big Ching for me. It means I've had 1o лют and I've been using the web (nr checking uul estate agents and whai ihcy've gut on dwir books, set what's going in die area and look at a few photo* before getting on the phone.
Pirwnter Petra. How lunr you used the Inrenri for shopping!
Petra; Not tor shopping, actually. Last lime I was in London I bought a new PC. but they dkin"t have the one I wanted in stock - only a showroom model - so I arranged io have it sent on. which they did. 1 used my ut<i one to check where it Lud ыи1iiLdiitLwJreiiIL
Та пул: r think dial's wonderful, actually, to be able to do ihai.
Peln; So do I. because at least I knew it ww coming -
even it it didn’t fiei here any quicker!
PNMQlert Fln.illy yewi, Salim.
Salim: Him I’ve been thinking aboui doing ulitL'jl ittotf
online degrees- you know, so initially I wem io Google and typed in ihe words, and then actually I clicked on various sponsored Links which were pnrtiy goodr because, you know, they’ look me direct to more or less what I was looking for and I was able to kxA al the different options and whai they were offering all in less than an hour. I mean, ten wars ago n would have taken me weeks!
Presenier Great. So Lei s go on from there and jusi consider together what options there are for...
я Listening page 53
J - intOTieiivr. N? * ft’cil /игу
1: How can advertisers use the Internet, do you think’
M: The Intcrnel is a is a difficult one lor advertisers al the nwmcnl becairte it's tv new I don't think a fol ol people know quite lidw In uw il. People lend lo use Ihr Internet for thins* ihai they’re interested in ... ihe pfom where ihe intense! can he very successful are tn . . in areas where there is high Interest tn the product involved, so for example, ihe motor-car industry, where you do a lot of research before you buy a car. Nowadays, most people do their research on ihe Internet, and therefore to advertise on ihe Internet is an obvwus way to get people when they re again in the nght frame oi nund to to be advertised to. And. that can be just simply brand advertising which tells people a little bi.1 more about the car or redirects liwm to ..lathe websiie which will give them more information, or it can be direct response advertising, which will encourage them to send oil lor a brochure ur Lo send to .. to ask tor a test drivt* which then grls them into-the dealership in order lo get Ihe dealer himself then to persuade the . Ihe customer Ihai he mqjhl want to buy that particular model
I; Can the Internel be used to advertise normal household products as well?
Nl; There are ways Ihai рстф1е iry and gM found rhai Issue try Ihe wtbsiite ur the advem^ent on ihe inrernw actually trying IO giw a wludun to something, and ... and what I’m thinking of here Is chat Persil, for exam [de, ihe manufacturer of detergents, has a ... has a 1МП of its websiie which talks about tips and hints of Itow m get rid of sums ou.1 of clothes, so you mighl go and $ду. youLiiifiliL^i'QU might до into a search engine and^idiJзмаш to.ggi nd ut д sum та my д ydae auiih ли! the searck engine would then duect yau Ш ihe l^rsd sue which would then possibly encourage you to buy Persil to get rid of that stain if il was Ihr right solution.
I: So how would advertising on the Inlcmcl increase sales or attract new customers?
NL Um, I suppose in .. in the same way that advertising in any medtum will work - it's ... ifs nol a stalie medium, so it's probably mistaken tn use static images mi ihe Internet. H's it 's very much nearer, very* much nearer more akin to Idrvisfcm in Ihai rexpex i, so that you can do a lol more with il. There's a lot ut whai are called viral ads' being pul out nnw fry Шу. um, normal mapr intcmalinnal companies, who .ire making ads to look like ihcy're spcxrf ads, bul iheyTe actually made by big advertising agenci« at vjsi expense, because th^y might be a spoof on a .. on an cxistuig ad ut ihes1 mighl do somdhing that vvu wuuWh i iirtreyjirdy ШВД1 an advertiser to do, and then to re sent ^und-ioihy people, who wilJ Lbrn pas* Urern un to a hundred tri then people in their rnaUum list, wfto will then pass them on and on and on. and tbar’s (hat s an interesting way where advertising is tlevetaplng, because at the end of the ЭД sect:mis nr whatever, you suddenly reaJise il is actually a brand mesx.ige
1; ff a fruxiitess wanted io set up an е-соттегсе operation «Г *eli ib produces over ihe Inrernel, what would be the Ьеы way co go about it?
Nt | ihink it depends very much on what brand they’re ihey’re erring io sell and. umr the danger is that there are now so many differenl websites that il would be a very difftculi thing, I chmkr to sei up а ап с-готтгпт site from seraich ihai that could be successful liecause rusl
about every market that you would want is Cdrlered for. The main reason that people go to Ihe Internal. I think Is because they can shop around for price. Л4*1 H offering something that offers ueuole bdlrt Vdltitf fcl money, then (here’s an <wurtuiutv ihta to шди peupk $ attention Otherwise C ihhik small companies trying to set up e-amunme nowadays woidd find It very difficult to achieve. Ьесаш« most erf the mapr manufacturer in Ure world are new savvy to ... Iniemel and veiling up iheir own websites which have a lot more, urn. money Spent on them.
* ’Hl
Sales reports
Hiis unit teaches language connected with sales II particularly concentrates on developing writing skills for reports. It also teaches vocabulary connected with describing charts and statistics. It provides grammar revision of the Present Perfect Simple and Continuous.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skltls and practice needed to deal with them (see table below).
ВЕС BULATS
LislHiiing: EvO/wig sates Listening Part 1
Reading: EvoAwtg sates Raadng Pari 6 Pearling Part 2 Section 6
Writing: EvtWing sates Writing Part 1
Reading: Report on a sates event Reading Part 4 Heading Part 2 Section 2
Writing: H^pcrt on a safes event Writing Part 2 Writing Part 2
Photocopiabte activity Writing Part 2 Writing Part 2
Notes on unit
Gening started
If you г class consists largely of pre-service students (who will talk about a company they know well), you can ask lhem lo:
♦ work in groups on a company of their choice
• discuss and put logeiher their ideas lo answer the second and third question
• ask them to present ihelr conclusions lo someone from another group.
You could ask your students il they ihink lhe rules of effective selling лге the same, irrespective of the product. Ask them to work Ln groups and produce some dos' and don ts'. You could give some examples on Che board, for example: Do:
• know your product
• be honest.
Don't:
• press customers 10 buy things you know they don't need.
Finally, gel feedback from the whole class.
Reading: Evolving sales
At an extra activity, you could ask wur students to:
work alone and draw a chan of lhe salps activities of
an imaginary company for now and ten years ago (as in the Sludent’s Book)
• work in pairs and Lake turns to describe the infonnation in their chan lo their partner. Panners should listen and draw the chart described.
Reading: Report on a sales event
As a warmer for this reading activity, ask your students:
• if they ever go to sales events
* whal activities occur during these events
• whether they еп|юу them or пси.
Talking point: Report on a sales event
If your students are working, you could ask them the following before approaching the questions in lhe Sludeni's Rook:
• whether Ihry ever have Lu wrile reports Ln their own language for their job
• whether the reports they write would have a similar format
• why it's useful lo wrile a report after a sales evenl (e.g. 10 improve organisation of future events)
• whal activities and actions should follow a report inside an organisation (rhev may wggesi meeting* to discuss contents. action plans, further research, etc.]
• if their organisation has standard procedures for following up reports.
Getting started
Work in pairs. Study the table and decide which of these is generally a characteristic of formal written style In English, and which is generally a characteristic of Informal written style. Write formal or informal,
1a Phrasal verbs 1пЛрГГТТЛ[1 We had io pul off the meeting till Friday.
lb Longer one-word verbs fojmjf it was necessary to postpone the meeting untili Fnday.
2a Long words eg. purchase Customers w4io wsh to purchase rather than lease equipment.
3b Sher! words e g buy Customer; ytfio want to buy instead of lease equipment .
3a Active voce I114IM 1 M We've decided to cut the number ol staff in the Customer Services Department.
3b Passrve voice *-r- И has been decided that Customer Services Department staffing levels should be reduced
4a Compound nouns staffing levels
ab Other ways of «pressing the same idea number uf staff
5a Impersonal style lhe G40 model sold ’well in The last quarter.
Sb Personal style We sold a tot of <HOs in the Last three months ol the year.
ha Noun phrases The decision to raise prices proved № be correct.
6b Verb phrases We dd the ngh't thing when we bended to put up prices.
7a Contractions Unfortunately, they didn’t meet the* deadline
7b Nq contractions Unfortunately; they did not meet tbeir deadline.
Reading
1 Skim the first half of the sales report your teacher will give you to find out how the company's different products performed and the reasons given for their performance.
2 Look at the words and phrases in italics. Choose the word or phrase which sounds MORE formal by deleting the less formal one.
Writing 1
1 Read the second half of the sales report which Is written in a fairly informal style.
2 Rewrite the second half of the report in a more formal style- Then compare your answer with the sample answer your teacher will give you.
68
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UNIT 11
Software Solutions: UK Sales Report
•*rtro«i iHiici
г * hi< wiling / Ito? purpose rftfiis report is to- sdifWTMrrsfi / sum tip sales for the different
latencies to product we have been selling m the UK ove* ttw partyeer end to гэдЛе rCflfflmendehflnj tor /игиге safes activrtfes/ recommend ways to se^ t/iiogs in toe totore.
Accounting software
Hfe tavti sofd s tor 0/ our accounting software / Our меошшлр software №s safe weJJ ewer the last лаг in ths UK wnh ал tocreiM n safes f safes p(W up trom £120.000 to E14WWQ. £лгдаг?лg etenis / Ctenrs wa have rww have bought upgrades and a mjmtw of new accounts ware secured / wf found so™ new uratonreiratlh* Accounting Fair pc Olympus >n April
Slock control ttorwnre
iVe № sfiW seeing wre of wr start ccnftci1 stobvire 0Ш1 any of осд c wnpmx$ / Our SWfc cpntrto sdftwara continues to be а УК martet feeder with sales of £950,000. ftrs f/wpftr to frti Pecipfe toint rt to partictoarty w»B wdh UK stock control- tv$ra^i and mo« idet оГ to* new 7.3 version were made io existing clienta toraMflto e-ssfes rfownfeerfs/ wban ifwy tfowtitoatted' rt off th» fotomeJ or when tory were pftffnjtf by our caff ct/w* in ЁйийцдрЛ f as a reauR ot telephone sales from our Edmburgh caff centra.
CRM wftwvr»
UK companies cDntirwv to be wary nwsrtop in/ jbff dwi'f want to sjpend лтапвгу рл СЯМ pnd salta
№t teen *Jin* ____ _ __-------——4-—
Sftipmntnohtallllwwi ЦАж*411*и -|Л
We decided to delay launching our raw tracking software because we were having technical prgW»<ii$ wdh it and we haven't «W *s much of on/ existing tracking software as we hoped to, as you II understood iwt A[ *r* kr S. Ил^ (L*. *
s , f<wtt4 e[ '--Ur
Slles of (Myrtll «ftw*re went up by 25.% bec^sewi: «vureqi. i:k Icisdpp у |)ii: jiapiS Irtt' cn deal: With etungas in the tax rules. We also Tiara^e.d Ю boost sales by eHeciively cOmbininirnileph'diu sales, e sales and vtjrtt from oix saleipeopte.
Conclusions and ffleommendations . №p... - V1T. n VM4jL.„ |^|
In цепdrol, Id$i yaarVsains war* good, hul I think we should Stop sailing by mad order as we don't make money cm this in Che UK any more We also need to keep sone cash in bond tor whan we launch the hacking software in the UK. The problems with it will have Ю be sorted out first, bm we've talked about it with our events and they seem keen ru hove a
Talking point
Discuss the following questions In small groups.
• Why should reports be written in a fairly formal style?
• What other types of business writing need a formal style?
• What things do you need lo consider when tleddlng if you need a formal or informal style of writing?
Writing 2
The company you work for is a distributor of materials for rhe building trade in your country. It sells construction materials, plumbing materials and materials for electrical installations, Your CEO has asked you to write a sales report for last year. In your report you should:
♦ outline the sales performance of the different product categories
♦ give reasons for their performance
• make recommendations for future sales activities.
UNIT 11 iTran fluanin flarehmir* ^tfwnra^Wgbwby duy Srook-khrt СйттБлДу, Utimirgty Рги» ЭЙД
69
Software Solutions: UK Sales Report
IntrodwrliOfi
The purpose cd this герои ч to summarise sates for lhe different categories cd product we have been selling m die UK over the pest year and to make recommendations for future sales activities.
Accounting software
Our accounting software has sold weii over the last veer in the UK with an increase in sales from £120.000 to fl 45.000 Existing clients have bough! upgredes and a number of new «counts were secured et the Accounting Fair at Dfyrnpia in April.
Stock control software
Our stock control software continues to be a UK market leader with sates ol MO,000. It is thought to frt particularly well wnh UK stock control system* «nd most sates of the new ZJ version were made to existing cbents through e-salas downloads ar es a result of telephone sales from our Edinburgh call centre.
CRM software
UK companies comuvua w be «агу of iiwmrig in CRM and sates have been sluggish
Shipment tracking software
The decision » bunch our ihjw (racking software has be« delaynd due ю techmeal hitches and sates ol existing tracking software have understandably been disappointing.
Payroll software
Sales at payroll software rase by 25% as a result of eur agdrty in supdving programs which took mto account changes in tai regulations. Sales were further boosted by an effective connbinatiofi of telephone sales, e-sate б and visits from sales personnel
CuncteSHMis and reconuiMadaiiom
Sales in the past year have been generally encourag-ng. However. I recommend that our mad order sate* t ho и Id be phased out as they are no longer cwt-fftectwa m the UK. Also, money should be reserved ter the UK launch of the tracking software oncetfie problems have been resolved as discussions with clients reveal thet demand will be strong.
Photocopiable activity
Getting started
1 a informal, b formal
3 a informal, b formal
5 a formal, b informal
7 a informal, b formal
2 a formal, b informal
4 a formal, b informal
6 a formal, b informal
heading
2 See the sample answer on photocopiable page 70 which gives the more formal version of each sentence,
Writing 1
2 See the sample answer on pholoeoplable page 70.
Writing 2
Students' own answers
Students Book activities
Evolving sales
Listening
1 retail sales (fl 2 e sales (c) 3 mail order l.bl
4 telephone sales (a)
Vocabulary
1 1 decrease
5 decrease
2 decrease
6 decrease
.i increase
4 increase
is stock-control software, whose sales have shrunk from 20% of lhe total to just 12%.
On the other hand, other categories have been remarkably successful. Our CRM software has soared from just 5% of the total to 27% at present. Similarly, our payroll software lias trebled its sales, rising from 5% to 15%, while our shipment tracking packages have taken off and now account for 25% ol sales when? ten years ago they stood at just 15% of the total.
Report on a sales overt
Rending
2 a Successful (orders and sales exceed investment in lhe event, attendees have asked for il io be repeated).
b Outcomes: immediate orders of £1,6m and £2.2m in sales in lhe future.
Reactions: need for EU payroll and accounting software, lack of interest in the CRM software, more informal presentations from clients, next event in a central European location.
3 IB 2 A 3D 4C 5C 6A 7D SC 9 В 10 C
Reading
I 1 bad have 2 trt from 3 U*h+ than
5 4<* On 6 / 7 had have
2 increase: expand, lake off decrease: fall, halve, dwindle
4 tftft to
Grammar workshop: pfesen! perfect simple ar continuous?
I 1 present perfect continuous 2 present perfect simple
2 I has been manufacturing 2 has risen
3 She’s been working 4 have gone
Writing
2 Suggested answer
Software Solutions: software sales by category Over the last ten years, sales of our five main categories of software have undergone quite important changes, TVn year» ago, our main product was accounting software, which constituted 55% of our total sales. This category has more than halved to just 20% nowadays. The other line which Гы» not performed so successfully
Listening page 55
So, our company's bwn in existence for more than 15 years nowr and during ihai time, we have, of course, J s'poae |usi like emwne else, experienced big changes Probably more t han most industries. Ош products have evolved, and our production proctMes have changed oul of all rccognitfron Ош customers have also become more savvy and more demanding And the whole global marketplace has Iwi transformed, so, we've had to adapt our sales activities to riirei lhe challenges. I mean, ten yean ago. mo«t of our sales were done by sales staff making personal visits to prospects and explaining our product», how they worked and their selling points. Now. all that area of activity has been declining because our customers know more now. arut our products, of course, are much more intuitive. So there's not so much explanaiion needed. Sales by visiting reps ha^re plummeted from about 40% lo less than 20. And another big change that you can see on the chan, although not quite so bug. is that people just don't buy our software tn shops so much these days. Over-the-counier sales volumes are about 10% tower than they were ten years ago. On the ocher hand, though everyone hates being rung up about uraiuUii wr Lad LL JUiniMimh dlguUvc aud cvm-iuaUrdy cheap. Less tune-consuming. no travel expenses. You know, whai we do is actually call up pwpeci» - ihai in, likely
companies, potential customers - and make an Intelligent wlex pitch. Owr the pm ten years. the.w sales have soared from iusi a ... a tenth of our total to around a quaricr of our iwodud*, which is pretry good. Our... our other tug success story, I s pore, is fairly predictable because, of oourae, ten years ago, few companies - well, or pertups almost none -were online and lhe whole concept of e-commerce was in ils Infancy. I m proud to admit, though, that we were among the pioneer;, and chis has really now nxknn.1 co become our most important sales activity. As a result we can sell much higher volumes nowadays with iuM ahmil !lte same staffing levels as a decade ago_ That in turn means better margin», and lliesr are really driving our profHabtMiy, The only other sales activity we do has been receding, and we re hard put lo really know lire rwffii: 1 hit’s ihis one here, which has shrunk from 15 to jusl 3 per cent. People ju$i don't till bi LTiuiwiis ut. wfite in ii?i (tutms Juy more । ™»n. we still advertise Ln the trade press and in specialist BMpzines, more ihart anything io maintain brand awareness, but I s’pose people like to go online and find things ihrougli Google, or some «her search engine where they can download things instantly. Of course, people reel a bit more cont'idern about using credit cards online as well ...
IINII
ales pitch
This unit focuses on talking to customers - making the first contact with them (cQfd-cailing't and making a sales pitch. Students also revise ways of asking complex Questions and they study the grammar ol cleft sentences as a way of adding emphasis.
Although none of the tasks In the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Listening: Cote1 caftvig Listening Part 1
Reading: Pripwohng services Го large companies Reading Part 3 Reading Pari 2 Section 5
Listening: Making a sates pittf] Listening Part f
Rote-play 2’ MWng a sates pifcri Speaking Part 3
Notes on unit
Getting started
Here arc some questions you could ask for fun her discussion?
• How do you feel when you have to COld-ЧГЛ it Sonieorie? (Or how would von tcel if you had to cold-call someone?)
• Which do you think is more difficult: cold-calling л prospective business customer or 4 private individual?
• What techniques do cold-callers have for avoiding being given lhe hnish-e№
• What son of cold-calling do you think is unethical? (£.g. phoning people to tell them they have won a prize when in fact the prize is worthless.)
Listening: Cold-calling
As an alternative, before students look at the note-taking exercise in the book, you could follow this procedure;
• ask Students to listen and Lake their own. notes on behalf of Rosa about Vogel lehlanc
* play the recording twice lor lhem to do this
• complete lhe note-taking exercise in rhe Student's Book from memory and from Iheir notes. [If necessary, play the recording again afterwards.)
Reading: Providing services to large companies
As a follow-up to the reading exercise, you could ask your students to:
• work in pairs and prepare a similar company-IO-company sales problem to the one outlined in lhe speaking activity (perhaps one from their own experience)
• note the problem down on a piece of paper and exchange their problem with another pair of students
• discuss in pairs possible solutions to the problem given to them
• in groups of four, present their solutions to each other's problems and then discuss how viable 1he solutions are
• follow this up with a letter | perhaps written For homework) Incorporating iheir solution io the problem - as if they were consultants.
Getting started
You will read an article for salespeople about how to improve their sales performance, The writer mentions the following five strategies.
I Offer superior service 5 Customise
2 Provide unique value 4 'Sell through' 5 Build solid relationships
Before you read the article, work with a partner and discuss what you think the writer will say about each strategy.
Reading
1 Read the article. What ideas in the article did you predict in the Getting started activity?
Breakthrough Performance
By Barry Farber
Breaklhruugh selling it «Ьш creating feliucnihipi Here are fiw provwi strategies eq do jun cbac.
Offer suptrtar service Sarwe i* wtiat keeps you in business 1pr rhe long haul tts your truck record that 1 P.current
customers' confidence! tn ум and attracts prospects to you. Provide uopqvt value. The bast way to bring extra value Id your customer is 1d understand his or ha< business better than anyooe else. Gai to know the customer's company, the people 2.......and the industry 95 a whale. This k*id of knowledge
will be your 3 factor
The cone apt d iddmg value 4 ...00 mettei w*ut you iH
Whenever you a$k qwHtoni about your сино<п№* naads and goals, you hav« another орртимггу io look for ways you tan support their vision You'll become an 5 .<0 the company,
one ihoi they will ми easily fi.in lo< another vendor.
Cusfemise. Evon though your product or service may be similar to others on the market, make it as customer-specific де possible. Call customers 7.......to find out bow iM/tt using
your products Then modify old products, and design newottea Id match the information Sall thrci>oh. Your ob|«c1ivt Should be tri help tusiomara sell more of $ they »Jl The mare you help your c corners mH. the more they're going to order from you.
Build solid rclatietthipt. Stiwiitg tor the four factors above vvill dehnriely h&tp you nsa above the product parity that is so 9 ....today But rhe most important factor is how well you
connect with your customers. How many times have you heard of salespeople leaving one company to join another and 10 all their customers go w4h them? That's because each □r>e of those customers had a special bond with the salespeople th at was stronger than the bond to the product they sold
From En/rrrirmrrjr
2 Choose the best answer, A, Br C or 0, to complete the gaps In ths article.
1 A constructs В shapes C encourages Cj)_bmlds>
2 A contained В involved C linked D related
3 A dit'fereiniailng В discriminating C distancing D discerning
4 A connects В implements C applies D relates
5 A advantage В extra C equity D asset
6 A exchange В trade C change D swap
7 A regularly В persistently C interminably □ constantly
8 A all В whatever C whichever D that
9 A total В overwhelming C everywhere D prevalent
10 A having В letting C getting D making
Talking point / Writing
Discuss how Important your relationship is with the sales person, when you buy a product.
2 Work in pairs, write one more piece of sales advice like the five contained In the article. Then read it to the rest of the class.
74 f From &.ЯПИД ЛМгеиГИ^иг by Gw Bract Hin Ф Cimtrulqii Unwtmty РггяЙЯ? ЕЗИЗШИЭ UNIT 12
Photocopiable activity
Setting started
Students' own answers
-eadifig
I Ideas mentioned in the article:
I Superior service keeps you in business for the long haul.
2 Understanding your customer s business better than anyone else will nuke you unique.
3 call customers to find out how they are using your product or service so that you can modify them to make them more customer-specific.
4 Sell more hy showing your customer hnw your product can provide solutions to their challenges.
5 Then? is a special bond between salespeople and their customers which can be stronger than (he bond between customer and product.
2 ] D 2B ЗА 4 C 5D 6B 7 A M 91)
10 Л
•/Voting
Sample answer
Don't pressurise. You may achieve one-off sales hy pressurising customers into buying your products, but you are unlikely to build a longterm relationship with them and this should be your aim. If your products are good and your sales service is good, your customers are quite capable of making up their own minds about whether to buy your products and the chances are that they will.
Student s Book activities
Cold-calling
Listening
1 1 Property-management companies generally let or lease or rent out properties on behalf of their owners- They find people or companies who want to rent the properties, they supervise the contract and also make sure that the people renting the property (or the owners, if it is their responsibility) maintain it in good condition.
2 I physically threatened 2 visiting properties
3 (large) mobile-phone 4 (call) the police
5 (the) office 6 locate (the) 7 reception desk
3 1 False 2 False 3 TYue 4 False 5 Trite
5 1e 2a 3c 4b 5d
Providing services to large companies
Speaking
1 He wants to service and repair their employees' cars by collecting them and returning them while the employees are at work.
2 He wants suggestions about how to get a chance to make his sales pitch to the companies' human resources departments.
Reading
2 I C One way we solicit referrals is hy identifying the decision-makers in a big company and then determining if we know someone who knows them. We then educate the person that we know about the things we can offer that lhe big company couldn't find somewhere else.
2 8 they tend to focus on the things that could go wrong
3 H Can you track down the owners of those local businesses and gain insight Into the relationship structure and the decision process that got them on board?
4 A you'll be trying to crack a bigger bureaucracy
Vocaujiaty
Ig 2d 3 a 4 f 5c 6b 7 e В h
Making a sales pitch
Listening
I 24 / twenty-four 2 fare) specially trained
3 press a button 4 give 11 hem) advice
5 the (potential) problem 6 a lew metres
7 contact number 8 five or ten /5-10
9 leasing (the) equipment 10 (fixed) monthly charge
Grammar workshop: dteft sen fences lib 2a 3 a 4 b 21b 2a 3a 4b
3 I What we do is deliver the pizza* to your home.
2 All you have to do is provide the venue.
3 It's the paperwork (that) we find too timeconsuming.
4 The last thing you should do is settle the invoice before you've received the goods.
GRAMMAR WORKSHOPS
PosifXXi at adverbs
Suggested «inswers
(The second and third alternative answers, where given, are possible, bril perhaps not used so frequently.]
I The advertising campaign which we carried out in major European newspapers last month has proved a great success.
The advertising campaign in major European newspapers which we carried out last month has proved a great success.
2 Interestingly, brand awareness rose by 5% in lhe first three months.
Interestingly, in the first three months, brand awareness rose by 5%.
3 tn my opinion, this is due to our having targeted our audience ven1 carefully before we started. This, in my opinion, is due lo our having very carefully targeted our audience before we started. This is due, in my opinion, to our having targeted our audience very carefully before we started.
4 Consequently, we have already managed to meet our sales targets for several lines.
Consequently, we have managed lo meet our sales targets for several lines already.
S For example, sales of our most popular brands have risen spectacularly since we began advertising.
Sale» of our most popular brands, for example, have risen spectacularly since we began advertising
Since we began advertising, sales ot our most popular brands, for example, have risen spectacularly.
6 Unfortunately, however, our top-of-the-range brands have nut performed so impressively. However, unfortunately, our top-of-the-range brands have nut performed so impressively.
Unfortunately, our top-of-the-range brands have not performed so impressively, however.
However, our top-of-the-range brands have unfortunately not performed so impressively.
7 Sales of these have stayed at the same level, or even dropped slightly.
S As a result, I think we should meet soon to discuss this.
As a result, I think we should meet to discuss this soon.
9 We need to find a solution urgently, although it shouldn't prove especially difficult.
We urgently need to find a solution, although it shouldn't prove especially difficult.
10 Could you call me later today on my mobile?
Could you call me on my mobile later today?
Present perfect simple and continuous
I has just decided 2 I've been trying
3 he's worked 4 he's made 5 Have you always occupied 6 haven't sent; have you been doing
7 I've been working S I’ve phoned
9 have been getting
Cleft sentences
I What had a positive effect on sales was lhe СЯМ system.
2 Whai they did was outsource their production lo Indonesia.
3 What they sold was/wene paper products.
4 H's ihe time (which,That J it takes which/llwt is the problem.
5 it's internet fraud which/that is our biggest problem.
6 All he does is complain.
7 All this shop sells is paint.
Я The last thing 1 want is your advice.
-fStening page 58
Rkha rd: Richard Slade speaking.
Имма: Hello, Mr Slide You don't know me. My name's Rosa Levy, and [ work for CSS Security.
Richard; OK Tve only got a few minute»
Rjmj: Yes, I'm sure- you're very busy, so I'Ll be brief. We specialise In providing security nut Lust lor buiIdings and properties, bui also for employees so ihai i hey Lain do rhelr jobs In the safest possible conditions and work wilh confidence.
Rfchard: So why do you ihink we need your services?
Rosa: I don 't know al lhe moment. Mr Slade, but with
your permission, I'd like ro ask you a few very quick questions to sec it I here's anything we can do which your company could benefit from. Do you mind? Il wonT take long.
Richard: OK. go ahead, but make it quick.
Rosa: Thank you very much. First , can vuu Id I me: lutve any of увит ever been aiiacked by members of the public or b clicuU of vum comply?
Richard: Well, chat's rather a sensitive question, so 1*11 only answer vtrv generally. Fhm lime to time, we ve had members of staff who've been shouted at. Dr on one or two oee.Hlons phvAleallv threatened.
Rosa: And where have those madcnla happened; m rhe office or when, for example, they’re showing .1 dient a property?
Richard: from nnw co itme, on the telephone, though out staff are trained lo deal with that. On odd occdsiuris. here on our premises and several times, as you say, when ybihng properties
Rchu: And these members of staff, would I be right in Lhinfang* wh.cu Uirr vijsjt properties die крлсгоЛу working.tia.iheiLдли ?
Richard: Generally speaking, yes
Kuna: can ygu tril дне wiui шкштайш them when they* re wurfarm jluite oui^idr the office?
Richard: Welt, we have an arrangement with a Laise nwbUe uhbne емцмпу. If one of oirr suft members presses a number on lheir phone, a call comes sira^hi through to u$. We then ring the person concerned - you see, if they're Ln a cUugerLHis sj tn a tion they can ргеяя the number without anyone realising. If necessarv, after that we^OMLSeto
Rosa: I sec. And one last question - do you find (his
works satisfactorily? Is there .inyihmg yciu would like to sec improved?
Richard: Frankly, it 's not too satisfactory because sometimes there's nobody in the office, And there was one occasion quite recently when the worker kn question fell threatened - she wasn't actually
physically attacked - but she didn't feel it was safe lo answer hcr mobile and wv were unable to locaifi her exactly.
Rom; So, you'd like lo be able lo offer your wotkm round-the-clock protection and be able to locate them automatically if an incident occur*?
Richard: That would be ideal.
Riw: wl, Mr Slade, chat"» «acdy the sun of service we’d be able to offer you. and probably at a price that you would tIjmI very competitive with your present service. Would you be interested in hearing about what we haw m ofieft
Richard: Yes. I think so. Quite probably.
Rjhwi: Wt-LI, that’s great. IVrh.ips we could sei up a
meeting and I could show you exactly whal we can do.
Richard: OK.
Rinia: Wnuld sometime this week suit you?
Richard: Let me have а кюк in my diary I could do Friday afternoon at about 4 p.m.
Rosa; Friday at lour. Tlial's fine by me, l’|| cotne lo your offices, shall H
Richard; ¥rs. I'll meet you at die гесешкид ikfrk
Rosa: OK, fine. I'Ll look forward lo meeting you then. And thank you very much for your time. Mr Slade.
Richard: You're welcome. Goodbye.
RoM: Goodbye
л Listening page 61
Richard; So, come in and lake a seat
Rniui: Thanks, and ihanks for finding the time to see me.
Richard; Not al all. Sorry 111 a bit laic on a Friday аМеПИКзП Rosa: No, that's fine. I'm used to working all hums.
Richard; Right. Now, tell nie about уиит «игцмпу’# .shill protection service. What does it consist ai?
Rom: OK Now, а» I undffitood from ouf phone conversation, you already have a service with a mubik-phooe operator. They alert you when a member of your staff presses a button to signal chat they've grM a problem
Richard: That's right, but the service has its limitations, as I mentioned to you on the phone.
Rosa Right, so whal we do is provide a mure complete
service. When a member of staff feds threatened or in danger, they press a button and aterl us. Our service operaies 2J hours a day, seven days a week,, which means First Ihai your staff know dial they’ll ,ilways get a response, second that the response will always tv iunnediair, and third chai the peopte dealing with the call - that's us - are specially Uanted to deal wlih ihese types of situations.
JUthjjd! OK so far. bur whai do you do when you gel an emergeftcy call?
Rom Well, il"i not exactly an emergency call. The employee doesn’t have to call us. All he or she has to do is press a button and that alerts us. We then cal] the employee and if the}1 answer, we ask them the nature of the problem and take H frum their Richard: Take u from there!
Rom: Well, clearly, in some situations the worker may
|nst want to Let someone know Ihai the client is acting strangely, bul they don't ted in any immediate danger. In ihis case, they have a code word, and we can give them advice, you know, cell them how they should proceed and perhaps Just generally lo calm them down w that they don't feel quite so threatened, You know, it really helps in these situations il they know there'» кипение there if they need them. We can also alert your office of Lhe pntrulial problem. and if the situation w.irrams itr we can call the police.
Richard; How will the police know where lo go?
Rosa: Because your staff will be supplied with equipment
which is basically a «lightly adapred mobile phew, but which also contains a satellite tracking system, so wr know where lhey Al* to within a tew □jttiei- Of course, we make sure that the employers know this and sign an acceptance Mrrn when they get lhe equipment - you don't wane id be accused of spying on them when they're not working?
Richard; No, of course not - that's a good point. But I'll toll you why I'm interested. In the last year or so, we've had a couple of incidents involving staff Of course, they're given some training Ln how to handle difficult tustomere or lenanls, but about three months ago, a member of staff was visiting one of the properties wc manage, and he was actually physically anacked by rhe tenant of ihe property. You may have read dbuul it in the local press. He had no opportunity lo make a phone call, let adont have a phone converwitton. Fnrtunaiely, he wasn i badly hurt, but he was badly shaken and was off work for a mnnih afirr Eh л. Us ihai son of situation that we want to avoid.
Rjm-s: Precisely, and in that case he’d just have pressed
ihe twiion and noi PMponded io our phone call. Often just 1he fact that lhe phone nogs ks enough to make a paenitaJ marker desist. We d then have alerted your office, or if there was no one Ln the office, we’d call a eomaa number you’d have supplied us with, and; at the same time we'd have phoned the police
Richard! That sounds fine, but the other incident we had was when one of our workers called in saying she was being threatened, and we responded by calling lhe t>o|ice. The police, however, mo-k nearly 45 minutes to come to her rescue. Again, fortunately^ nothing very sefioijs happened co her, but n could have been verv serious.
кина: we .iLiuilly try to keep track of ihe police. I mean, we direcl 1hcm lo the location, we phone every f]ye or ten mimrfeq tn find out whar the situation is and if Lhry’vc rcwived il. Our aim is to provide the eompleiesi possible protection without actually giving your staff bodyguards. Bul if lhe police kive been Informed, is‘s the police who have io deal with the situation Ifou and w* have done everything we can.
Kkhard; And Ehr cost <?f ihi«? Wiai s rhe bottom line? ком: That’s the interesting pan. It really IsnT going to hurl Tire cosh you'll have are for leasing iht equipment - a more sophisticated mobile phone The Charge you’ll have lo pay for that is really nor very high, especially when you consider it in Che context of the еовМепсе and security It will give your staff. All you have to pay apart from ihai ix a fined monthly dur^e- .ibout the same as you'd pay Lf your burglar alarm was connected lo us and nothing rfae There are no extra costs and no hidden charges.
Richard: Noi even when uih1 of chip staff presses the emergency button?
Rosai Certainly not. Pre last Ihiug we want Is people to be calculating 1he cost of calling for help. Look. I have a list of our chjrgri here
Richard: And can you cell me lhe names of other drenl» you have, other companies who use this service?
Forecasts and results
Thifi unit teaches language and vocabulary connected with making financial forecasts and other aspect of company finances. It also revises conditicmals in the context of making sales forecasts.
Although none of the tasks «л the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Listenrig: Forecasting sates Listening Pal 2 Listening Part 3 Section 1
Talking point; Fbrecastvig sates Speaking Part 3 Speaking Pari 3
Reackig; Forecasttig sates Reading Part 2
Speaking: Forecasting sates Speaking Pert 2 Speaking Part 2
Notes on unit
Gening started
As з Irad-in Ш this Activity, you could ask lhe class:
• Why is h Irnponanc for companies co nwke sdrs lorctasls? What do forecasts help them Io do?
Listening: Forecasting sales
As a way of gening your students Lo focus on the reasons for inaccuracy, you could ask them enter io;
• paraphrase lhe eight sentences or
* give examples of how each of ih^se things could lend io a forecasting inaccuracy.
Talking point: Forecasting sales
As j follow up io lhe group discussion, you could errhen
• mix the groups and ask students (o t^ke lurns to present the conclusions of their discussion err.
• choose a student from each group IO present their conclusions to lhe whole class.
Reading: Forecasting sales
An alternative warmer, especially if you arc starting a new lesson at this point, is to ask students to work in pain and:
list lhe different types of financial forecasts that companies make
briefly say why each type of forecast is useful
• explain rhe difference bet ween a format and a target
Grammar workshop: Conditional sentences
As a follow-up to the work In the Student’s Book, yi could ask your students to work in pairs and: • choose one of the five types of forecaster and wr Iheir own statement for that forecaster
• then read their statement to the rest of rhe class, have to deduce which type of forecaster they cho
Vocabulary: Reporting results
Since accounting systems vary between countries an some of ihts vocabulary is quite technical, you couk
• refer students to the Word list in the Personal Stu
Book to help them with this
• suggest they use a bilingual dictionary and
• if convenient, download financial repons from th' students* own countries to compare with this one The financial тероп for Presto Bearing? is very simpl For more detailed examples, you can use the Internet Public limited companies have financial Information their websites. Another place to look is:
http://www.cwcu.otg/youth/finaricialvocab. him.
Photocopiable activity
If your students do not have access to ihe Internet, у will have to download and print out parts of the final reports for them.
Getting started
1 At present you are negotiating a valuable contract to supply another company with your products/services, If you accept the terms of the contract, this will mean substantial expansion of your company's operations and considerable investment.
Discuss in groups of four which of these things you think it would be useful to know about lhe company before you agree to sign the contract. Put a tick (/) by those things you think it would be useful to know.
1 Something about the company’s history UI
2 The company's main activities and producls/brands □
3 The company's recent new activities/ propecls —1
4 The company’s attitude to corporate social responsibility —I
S Who the Chair and CEO are, and how
much they earn —I
6 The principal shareholders J
7 The location of the company's head offices-J
8 Which countries/regions the company is
active in —I
9 Number of employees worldwide —1
10 The company 's _
a turnover J
b prof its/losses -J
c earnings per share L)
d assets and liabilities □
e value -1
2 When you have finished, give feedback to the rest of the class on what you decided.
Reading
1 Work in your group of four. You are going to investigate a company by looking at their website. Either choose a company from this list or one which interests you.
* Tesco, http://www.tesc0corpora1e.corn
• Costain: http://www.cu5tain.CTm/finaiice/ aiuiualdum
• Quanta»:
hllp^/www. <pntas.eom.au/info/about/ investors .i'tu]l¥earResuits2<IO5
• Astra Zeneca: http:// www.ascrazeneca.com
• Fletcher Biiilrlmg:http://www.fletcherbuild»ig. Co.nz/Z-Invcsime jp.us/ResultsARepons.asp
• Telcom SA: http://www.lelfajm.co.za/muMSi Lus/ iL'aimuJ repuris.hLnil
2 Divide into two pairs and decide which information from the list in the Getting started activity each pair Is going to look for.
3 Work in pairs. Visit the website and find the information you need.’
4 Return to your group of four and prepare a presentation about the company you have studied."
5 Give your presentation to the rest of the class.
* Large companies tend to have very extensive websites. If you are looking for financial information Iwhich public companies must publish by law) you may find it under investors or firranriaf or и minin' reports. Public companies must by law also publish whai they pay members of the board of directors. This will also be in lhe annual report and may be called emoluments.
Please note that companies change names, gu out of business or are taken over, so these websiies may he changed.
• ‘ If you have a data projector In your class, you can download images and charts from the website to use in your presehUXion.
SO
C Fiij.r. fb.-jniwu ЙЖ1Г<И1«г1 ДоигкаАУгрЛи- Inr Gty Biook-H,r1 fl fctmbniija ОигДГИУ Ptail '
WTOCOPIAULL
UNIT 13
Photocopiable activity
Getting started
1 In reality. all these would be useful To know, especially if ihe contract is a big one. The more informatfai you have about prospective business partners ihe better, and many or most of these things can be found out by visiting a good company website.
Student's Book activities
Forecasting sales
Listening 1/2
Coniribution Reason far inaccuracy
. Olivia (ApnilctiMM jtxiut finimsi гле* Ul TIktt was л shift in LuliKifi.
Minw (Й lhe MJCivid trf глтргш^гь product». (0 Our publicity rni>№ effective than wr tf м pecied.
IlilTV 141 irihiiljiw £b> We were affected by a prwc rrpon
Svlvl₽ 1Я1 Cht* irurkrtin^ fclxlgrl [c) Thrrr икля an urmpCTtrd t! 1«чгг
[31 report Iruin ule« tEMM [h) We L'xprrwnced a Mlwrt.ipr of (fUtilitfeil . 51Ж
Vocabulary 1
I c 2g 3d 4f 5b 61 71
Reading
2 1 ft's ernntionally difficult for people to do negative scenarios, (paragraph I)
2 it is useful to bring together people from various departments who think about the future in ditierent ways. (paragraph 3]
J “We compare the machine forecasts to the human forecasts every month ... The numbers have gm to be in sync with each other." If they're not. Wise wants to know why. But when in doubt, he says the human forecast ... wins, [paragraph 4)
4 Ettel prods them instead lo look for ways they can take advantage of competitors' inactivity or retrenchments. The goal isn't to predict what's ahead precisely but to imagine both positive and negative outcomes, understand what might prompt them and consider how you might handle each one. (paragraph 5]
31 H 2 F 3 С 4E 5 D 6 R 7 Q
Vocabulary 2
I go bust 2 slock price 3 earnings shortfalls
4 layoffs 5 in sync 6 cross-section
7 discontinuities 8 resilient 9 prods
10 retrenchments
Grammar workshop conditional sen fences lie 2c 3a 4b 5d
2 1 a, c and e refer lo present,.'future timet b and d refer to past lime.
2 If ♦ past perfect, uvuld/could how* + past participle
3 If + present, future simple/continuous; if + past июл/d/couM + base form (simple or continuous)
Reporting results
Vocabulary
1 I loss 2 turnover 3 pre-tax profits
4 dividends 5 profit and loss fur ihe period
6 equity 7 debtors fl equipment
9 liabilities
2 1 premises 2 depreciation 3 overdraft
4 retained earnings 5 assets 6 stuck
7 goodwill
Talking point
Suggested answers
t The share price - especially in relation to the value of the company. A low share price may lay the company open to a takeover bid.
How much profit has been made and whai the company can afford, especially in relation to the company's nlher expenditures.
Shareholders' expectations
2 They can spend money before it registers as profits, for example by reinvesting it In company operations, or by spending il on things which are (ax deductible, such as charities.
3 Good will includes the good reputation of the company. the reputation of Its brands and Its brand names and brand equity, and the value of its customer relations.
Transcript
aListening page 64
Presenter; Good evening and welcome w Ри-яЛем Gmit'iJr,, the weekly programme about business and finance. .My name is M-Лж Edwards, aibd (Might we re gomg to look at chat recurring, nightmare, the ule* forecast, where wtes and finance directors bang their heads together, supposedly gaze inio a cryrtsl hall and ihen pull scune figures out of the air. Or perhaps Il's ncM quilc like ih.ii! We .liked five company directots m tell us how they do il and how accurate their lorecaaii have been in lhe past. First. Olivia Howe of SPG Holidays. How do you do it?
Olivia: Well, I'm basically an economist, so sales
forecasts are really not my speciality Rul 1 am asked about how general circumstances mighi affect our sales figures and I usually wt a projection lor bank races and how theyBIJ affect demand Last year. I hough, lhe company actually underestimated its sales forecast quite аквИепЫу when the buLiJjva we a<ll suddeaiv raiher unexpectedly taught on. and everyone, it seemed, was wanting to go св one. I mean, we u5ed-tQLlhlnb ot our holidays as a niche product ami suddenly Llicy accmcd to be апипЯкиш Presenter: So, you were running io catch up with demand? Olivia; Exactly.
Presenter: Jaime Almendro, you 're a director of the up-and сипмпщ, Spanish clohiqg retaiim, Proximo, which is appearing in every shopping mail tn Europe, Ho«r do you predict sales?
Jaime: Ob, in any number of ways, but my particular
co&iribvdoa conw from my involvement with marketing and market research. I and my team uath <aur mill* aciivtim and tltelv Allot uM cn the basis shat whatever Lbry can do, wc can de bet<ei*.wt work om what ibey're selling and add on a pcrccnlagc. Like Olivia, we also fell 5-1ЮП rtf jnr forecast last year when a Spanish “ Formula Puc dnm woo 11k diampionshw and at ibe ьamejmi£ we.[alktd^ ckilta Thai really was a knock out, and wr hurnedly had ко source extra suppliers.
Preserver Fabulous Gan* Summcrwdl. managing director of lhe bicycle irriporters, "Free Wheel', how do you do your sales forecast?
Gary: Hard io Irll. really. 1 mrJib I’ve been io business
school and learnt all lhe conventional techniques, like making, computer extrapolations based on past sales and such like, but henro'ly I ihink. in ihe end. liuflLKfi-Wbi hunch ind, as you a? nfcgly pul it, cull a figure vul al Lbc Jir You know, what I Imagine will be (he sales for next year, because however much Ciilnilating you <fo, you're newer going to gei it quite right. Il's always, in my opinion, beiicr io lx* optllllMc ami plan for more sales than fewer. Sometimes svu have a Iulluu- LIililb^l. like ihv dme a year oi two ago when someone compajing bikes in а т<-ч4пг иихв were GVWIMiced. fol what ihe>' were. Ccmplridv uiuruc, of count, bui isab-s twk a bl; pf а позе-diyeJori^vfuLiiiomhi. We survived, though, 1 think good quality and gjftwl wrvlce always survive if you slick in (here and believe in wJual ypifre cfoing-
РгемпСег: Thanks, Gary. Sylvie Lemailrc, your company, U Chaltt', Is л leading player in the French furniture market. How do you go abuul making sales predictions?
Sylvie: It s a complex process as you know. Max. and I
really ЛиП agree with Gary ahmn compuier extrapolations. I do ihink they have a place But mv role b теге ш look ai birw our promotional d£LiviU£3 can affect saJra figures and whal wc can do аз а тшмпу ro iucroasg our sates> 1 Look ai she money we're thinking ol spending iind what hfcUMlbia vtULJuve on how much we sell. J really believe (hat whal you spend in ihjt .irej sb cm Id have a quantifiable effect on whal you sclL You've got to know ihai your InwMtmeni is paying off. Of course, there are Alwore the Ltifnui you Ciiul pmlkL IUk [ht flit LliM dairoyed. am factory m Cognac las! winter and meant we couldn't cumvleit all qiu jxders anume.
Presenter Bad luck, in other WOftb.
Sylvie: Very
Presenter; Thank you, Sylvie Finally. Neireen Nrasr_ Itou're director of one of the Middle East's most importam translation and iiuerpretaiion consultancy. How important are sales forecasts for a company like yours?
ve^reen: Wry imponani, though t should say that, though we make annual forecartt, wv do adjust them on a monthly basis, as I expect all the resi of you do. They’re Important became we have to get out staffing levels right, we have to be uaiiung the right number of new personnel and we have, like everyone else, to keep a tight control on our cashflow. So we do mIm forecast* and cashflow forecasts, and my part is to gei our ageiib tn tht tiddii? tell па wLai ihetilikeli needs arc guing 1q be I then collair this Information and pass ti on. Lven sor over lhe pasi few ym demand has brrn growing fjsicr than we can train new personneLand teiain them Л lol 0( stall alter a lime lend Io go freeLance - and this, has nu^nc that rather ioc Ueuuently rtctndv we've had Uj turn down lucrative mntiatte that weiti taunted an in um Ешечаш,
"resen ten Very frustrating.
Seunrcrt: Very, and in a labour-intensive Industry hkr ours, nof one with ал easy solution.
Financing the arts
This unit focuses an finance in Ih6 theatre and corporate sponsorship of the arts in general. It also revtses when lo use the Infinitive and when to use the verb * ’jpg form-.
Although none of the taeke in the unrt exactly replicate exam queet+one, some ягч designed to g*ve students the skills arid practice needed to deal with them |see table below).
В EC BULATS
Listening: The theatre business bsterwig Part 3 Lfitening Part 4
iHikrig pewit: SptyisanrQ гле arts Speaking Part 3 Speaking Part 3
Grammar workshop /nfinrfw апс* иэФ + -ing Wilting Part 2
Listening: Spdnsmrjg the arts Listening Part 3 Listening Part 4
Rote-play: Sponsonng ttie arts Speaking Part 3 Speaking Part 3
Writing: Spansowtg rhe arts Writing Part 2
Notes on unit
Listening: The theatre business
As an alternative treatment here, you could;
• »k your smdems hnw they think the iheatre business is different to Diher types of business
• tell them to IKien and uke notes on this point
* *after lhev have listened twice, ask them to check their notes in pairs
* ask them to read the multiple-choice questions in the Siudeni's Book and decide on the answers
* listen once more to check their answers.
]f you decide to follow 1 his procedure, you could also do the vocabulary exercise before the listening activity as a ргг-Hstenjng task.
Talking point: Sponsoring the arts
* If your students need help with this activity, you could suggest that instead of talking about arts sponsorship, they could talk about sports sponsorship.
• Ask them about a sports team or sports Competition they know well and ihe advantages and dangers for a company of sponsoring the Icam or the competition.
Grammar workshop: Infinitive and verb
+ -ing
Alternatively, students can study the explanation in the Grammar workshop on page 80 before ihey do the exercise on page 70r
Listening: Sponsoring the arts
Here are two alternatives for this activity.
fifter
• ask your student* to take пене* on;
] the advantages for companies of sponsoring the arts
2 what things companies should Lake into consideration when offering sponsorships
• They then compare their notes, and afterwards do the mull I pie-choke exercise In the book.
Or
ask your students Lo work in pairs and:
1 read the multiple-choice questions before they listen
2 discuss logeiher which they think is the most likely answer to each question
• They then listen and check if their Ideas were right. As a follow-up lo either approach, you could ч)*к your students if there is any arts or sports even! lhey would like their company to sponsor.
Photocopiable activity
You will need to пыке sure (here are equal numbers of students wiih the instructions tor Pair A and Pair В
As a possible follow-up. you could:
• док your students which erf the situations seemed most realistic io them
« ask if they have ever had co face a similar situation
• ask them lo prepare another similar dilemma and propose it to the rest of the class | if appropriate, this could be from their own experience}.
Speaking
1 Work in parrs and read the instructions for Pair A.
Instructions for Pair Л
As business people, you are always faced with choices.
• In this activity, you have three situations (1-3). For each situation, you have decided lhai there are on. two reasonable options (A or B). You should discuss them together and deckle which option to choose
• Another pair has three different situations (4-6) which they will be discussing separately.
• The language objective of lhe activity is to practise using conditional sentences, so you should say things like: if uv gin? her 90 days, well have to so to the bank for an extension of our oveninift. / if u* made her pay cash, uv might lose her us a customer.
© page HO in your Student's Book (conditional sentences)
i
run a small business One of your business c ustamers has told you that she ll order Iwic e as me ny of your products if you allow her to pay in 90 cays. This may с a use you c ashflow problems. Do you...
A sell the goads end give her 90 days? В insist she pays cash end sell her less?
2
In the event of a rec essian, it could be quite risky for your company to be employing so many custtxner service staff Recomty one member of the management team suggested axing rhti customer service depa rtment and outsourcing their function. Do you.. A outsource?
В keep the funckon in-house?
3
While working for your present company,you've notic ed a great business opportunity. Do you ..
A. .. tell them a bout й in the hope that they'll put you in charge af a project team to exploit the opening?
В. .. leave the company end set up on your own to exploit lhe opportunity?
ONE YEAR LATER ...
2^WT»en you have finished discussing, join the other pair and take turns to explain each situation and the decision you reached.
3 Look at the box headed 'One year later ../to find out the consequences for the other pair. Take it in turns to explain the consequence of each decision.
In 1 his part of the activity, the language objective is the third conditional, so you should say things like: If you'd become a late payer, you'd have been put on a UacAlfsf.
ONE YEAR LATER ....
Consequences for Pair В
4 A The bank fell you were being too lenient on your customer and refused to give you an overdraft. You lost the customer and are still waiting for their payment.
В 11 nfortunately, you г suppliers pu i you on a blacklist, and it's been ver)1 difficult to get parts as a result.
5 A She doesn't accept the offer You lose one о I ycrur hesl workers,
В This really worked. She came back full of good new ideas and highly motivated. This is already showing results in lhe profitability of your division.
6 A Al the departmental meeting you all agreed a reasonable time to leave the office. This didn't stop you being a workaholic and now you take work home.
В Your staff were frightened of you and one by one the best workers left when they found alternative jobs elsewhere,
UNIT 14
С FiM* tferirWl CuyB'oot-ilart £ Carrcndgr Unwirty Prni KO?
FHOrOCDRlMSU
85
Speaking
1 Work in pairs and read the Instructions for Pair B.
I ‘ "——=^—
Ins IructionS lor Pair В
As business people, you are always faced with choices,
• Ln this activity, you have three situations (4-6). For each situation, you have decided that there are only two reasonable options IA or Bj. You should discuss them together and decide which option to choose.
• Another pair has three different situations (1-3) which they will be discussing separately.
• The language objective of the activity is to practise using conditional sentences, so you should say things like: if ше giue them mare time, uw will increase our costs. / If me become tare payers ourselves, we u’outa have prebiems ui'tft our suppfters
0 page sit m your Student’s Book (conditional sentences)
4
One at your best custonwi has nun into cashflow problems and is и nable to settle thotr account with your company. This could дна you similar problems with your suppliers.
□□you...
A go to your bank for an overdraft?
В becomes law-payer yourself?
S
You're a divisional manager of a large company. Ono of the brightest and most effective members ot your team has told you that she's decided to go off ю Wharton Business School id do an MBA Do you.
A offer her a pay rue and promotion to keep her?
8 offer to pay for her course if she egrees io come back at the end of it?
6
You're bead of vour department a nd a bit oi в workaholic. The problem is that you've noticed you Г staff tend to stay working ot their desks until you dec ide it's time for you logo home and you don't wantto go home before they do either. Do you...
A have a departmental meeting lo disc use the problem?
В leave things as they are because it's more productive?
ONE YEAR LATER ...
2 When you have finished discussing, join the other pair and take turns to explain each situation and the decision you reached.
3 Look at the box headed 'One year later... to find out the consequences for the other pair. Take it in turns to explain the consequence of each decision.
In this pan of the activity, the language objective is the third conditional, so you should say thing? like; If you d become a tare payer, you d have been put on a blacklist.
ONE YEAR LATER ...
Consequences for Pair A
I A Yau said her iht- goods and she went bankrupt. You lost a lot of money.
В She went io one of your rivals and bought the goods. Then she went bankrupt and your rival Iasi a lot of money.
2 A When the downturn came, your company survived.
R When the downturn came, you had to make a lot of employees redundant, which was expensive, causing severe financial difficulties for ihe company.
3 A Your company is delighted with you, They did exactly as you hoped and the new project is going really well.
R Your new business has been extremely successful and is making a lot of money.
36 (Freni fliweiwMit JdVwiwtt'Hylwby Guy Вгшк Hin ftGwnbndjg Unr,nuty Pre»ИДУ UNIT 14
Student's Book activities
2
Tfce theatre business
_ <stening
l 1 d 2 c la 4 e 5 b 6 f
2 1 В 2 A 3 В 4 В S A 6 C 7 A
. jcabulary
Ilf 2b 3 h 4e Sc 6 d 7g Sa
2 L break down 2 running costs 3 hackers; put up 4 break even S sue
Sponsoring tiie arts
Grammar workshop' «ifinrfive and verb ♦ -mg
I 1 Because il represents a low cost opportunity lo enhance the company's Image both locally and nationally; sponsorshop can he offset against tax.
2 It would involve investing £10,000; in return, the company would have its name and logo on all publicity material and theatre programmes, and the logo would appear in the theatre.
1 sponsoring 2 to examine 3 doing
4 promoting 5 to give 6 backing 7 Sponsoring Я hiring 9 to receive 10 To rover 11 to include 12 to bv agreed 13 to fund
14 lo enhance IS to offset
3 I [to} sponsoring (IL loti doing, [to) promoting, (by) hacking
2 Sponsoring (7)
3 include hiring
4 lend to give, expert to receive, undertake to include, agree lo fund
5 to examine. To cover
6 opponunity to enhance
7 to be agreed
Listening
IB 2C 3B 4 A 5C 6 A 7A Й A
Transcripts
-i stening page 69
- dnwrvfcwer Pf - WitfJp Fhanb
L How do you think the iheaLre business is different from other tiusjneKsrti
№ Um. well probably in no way al all. Bui the rheaire business isn't Jusi a businm. Tin1 business side of iL Lt something which has to produce a product that people want and which people are prepared lo pay for is exactly I hr wmr as any other business, tt must he planned, it must be budgeted, u must be marketed and it mus4 be successful in order to survive. However, the ihreacre s also an an term, and you can l urn. anoh rtrict business standards lo art. You just can't. The theatre has 10 have, in some way shape or form, rhe right lo fail and Hie right lo be unpopular.
I And when a new production is going to be put on, where does ihe initial Lmpubc come Iroml
PF: A commercial producer, er, for whom money is absolutely рлAmount, because they're not supported by the stale in any way, um, will find а яаг, somebody 1। aytw with a tugh dim aud/ш television urolite» and ld>’ and build a production round him ci her.
L- How would you go about, um. telling. pulling on a corn merci al play?
Tz Well, if... if l was. if... if I had a play in n»y Iwad (hat I wanted lo direct, and it had a cast of more thanP say,
ieti. um, rd be pre cry foolish io lake it lo a commercial management, because the>* would iusi say. Гт sorry we cam afford U, unlett you hare Brad Pitt io ii. in which case we’li fill every theatre in the country. Um. we simply cam afford li. You have io be pradicai about tiicsr Ibings. You have to know your audience, you have io know your producer And most сопмпегсШ. most theatre managers spend most of lhek time trying io second-guess whai an audience wiki like. And more oltru than noli lhe things that are huge runaway successes both aniscbcaily and commercially, you couldn't have prtdfctal in a million rears.
L How would you go about making financial forecasts ami budgetine fof production J
PF; How would J go about making financial forecasisf Um, I suppose if you knew that ytm had a certain bankable star, um, then your forecasts would be higher (han if you were |umi ukhig ibe risk on a new play. 11 you were performing a brand-new play with a good bui not necessarily bankable easm you would limit Uk immbei ef pcrfarminccs. 1 think Л would жт wise iQ-da maybe 20 or 24 performances of ... cl a new i)kv, not Uy and mu it Ivicyel Ош. iiud be vm careful about lhe sto of cast because an awful loi of ihe ... the budget of a production goes in. um. actors' wages
I: Yes, when you'vr gol a budget, ну you've got a production ihai you're going io mount and you're doing the budget, how docs it break down?
PF: H breaks down into, um. creative ream's fees. i.e. director. designer, lighting designer. sound designer, choreographer maybe - this is at sort of full stretch -actors' fees, л *et budget far... for building, making and maintaining the sei, a costume budget for either hire or making of ihe costumes, um. a properties biulgrt. if lhe thing! lh.il are nn 1hr м-t. I hr- nb|rcls Ihai you will richer have to. again, either hire or buy, um, and cenaLnr some of those will be called 'running prop»'. That mudn be tiMiwa ihai are cvnsurord, cc, cigarettes that are smoked, food that s eaten, plates diac Ж broken- That has to be budgeted for as well. Um. and then. er. it'б lhe running costs of the budding, and ihai differs from, if iis again, И H’s. If ltrs a subsidUed repertory house or if it's not, if it's commercial. For instance. many subsidised reps have iheir own workshops where things are built, so you don'1 have to budget that over and above. Commercial projects which don’t have a Iiwd building home, you would have ю budget for having your sei built oui and then Iraitaptittrd in in wherever vw gp.
I: And a budget then has to be reduced, are there certain things ihai you would always go to first to cut?
№ Um, J think you would took al. you would took very, very, very carefully at how many people you could afford, because 1o change (hat at a late stage is fraught with pffltli, er, nor nm only from a sensitive and emotional side, but from a legal side - if somebody is sacked without de$erviwU.suiu?b
can'l afford to hire them, then they would be well within Jteu rights r andULnuuK UwiY wur^dJiiuiib Lbs actors' uduu. wguld help them - to sue you and шдашп for авд решу ihey lud- ** you gei the people right and you stick co ft. Scenic elements are the next most expensive ihing- You might find that a set has a piece of very expensive technical equipment for instance, a video screen or something Like Lhai which yew niighl decide, we jusl can't afford il, or a revolving Mage, we just can't afford the revolve. От. for instance, many plays are in room with three walls, obviously not four because you wouldn't be able io see.
I: So bow would you hri.iucf а рггк1исОппТ A commffiial production, we're talking about.
PF: A commercial produetton, er, l would go 10 a producer, Assuming that f'm (he director, I would go to a producer and му, Tve gut а пмпейспн idea, l^i'x du A Hea in nor tar by Fei’deau ... rve got actors X and ¥ lined up who are Inieresred in being in ft, Can you (to ii for me?* ff the producer saysr "Yes J think we might be able io do this*, h is then his or her m ratoe the money Thev .. they would either pul up money of
their own, or, if they'it the big ones <md they own theatres, then that makes it a little bii simpler because you'd go into one of tiirir theatres, . . Or a smaller, nwre Independem producer . would go to some rich backers, known as angds'. and they would say to them, we have this production coming out. do you wjut to buy a share in И Г Um, ibey «night be sent, they might, for instance. sLi down and му. “OK. wc"U WE'll.acml a.limutod puliopeojJe who we
Lhiuk mighl be Lolercilcd ш ui¥CiUnK.iu liuj jniduLliuu anil they can invest ld ti at a level ol Lhdr chai сё' They can buy uniw. 11 yw like. In the ... in rhe pnxluction. And if... if you just fancy a flutter, you can buy a couple of unto- if this Is what you do and you wani co take a big financial gamble in order, possibly, to reap a big financial reward, then you’ll buy correspondingly a lol more units.
1: How long do you think a play has io run before ft can break even in lhe West End!
PF: t think, um, a play ihar s been carefully budgeted and ls not a hugely expensive one 10 front can probably break even Ln about 12 weeks.
I; Can you ihink ol lhe proportion ol Loodun itfoduciIon* thai make money versus the ones that don r make moneys
PF: LJm_ по. I don't ... no J don't know lhe answer to that | would hd> c Uivughl lluil (he orks шмеу are ... massively amweteh Lhg ones that do However, if you gH one that doe». И can be J cash cow for years and years.
I: Mm, and aho, presumably, nr the pcoduaton company don'1 make money, they1 don't get to- produce much . much more because they haven't got lhe money to put Lt ОП.
PF: No, alihough producers are huge пяк-takers.
«.Listening page 71
Jrnny; Firai tonight, wr i.xlk in Paul Keene from ihe National Gallery in London about corporate «ponsiorehip of ал» event*. Paul, is gpommhip growing or is it going oui of fashion?
Paul: f-Jith! Definitely nor going nut of fashion. Jenny. Corporate sponsorship of the arts is up alioul on ten years ago.
Jenny: So ii obviously lake» quite a whack out ot their budget. Why do they do ft?
Paul; Wil, there arc lots of advantages to il. It tan be great publicity if you get the right event or activity. You can get co people who would normally iw impervious id your advertising, you can leave a prelly permanent rrmiftder of your rompanv’t existence In a high-class public place, for example a theatre bar rnighr be named aftw you nr have lhe
company k>sti m и. arut kuJu j^iJJOCunvlJ with some really higb-dra- art or muitc и theatre wttivk dues no ehd оc good toi your uwany uiidge. Actually. fur big, ргвшкмЬдда.. I'd sai ihai Laal теки is.thfi ulk whidi lcjJL) gets thejn on buaid
*nny: We hear about companic* sponsoring ads even 1s which actually appeal to quite a narrow audience, such as Optra от ballei. Why do they do ilwU
’xliI: Mm, ihats interesting, but you must remember it's not I hr quantity of lhe audirncr bu1thr quality which counts. These elttisl events lend lo attract people with money - not nrcrssarily company directors, though L suppose there are a few of them, but certainly people who are hkety to put money into the stock exchange. I mean, you may not sell more DftxluiL bm mi brkm wur tumpaiiY rmnr_w people who invest. and up goes ypm share pnee. liQPdullY Neat, isn't lit
<f*nny: Il sounds clever if it works like that Wr'vc always heard about corporate sponsorship m ihe tinned Slates. Is h something which is Catching on more in Europe?
juI: !n lhe Im ien years от so. certainly. Gwrmmenis used to subsidise ihe arts much more than they do nowadays. su arts inshlutions have lo grt ovl there and find backers. Though itveyve really been helped ua a Int al Evunlrics by bigger Loa breaks, ton know, what costs the company in real terms just about £200,000 can mtn income nf up io .1 million for the organisation receiving it.
enny: Whai war of activities do companies most like to sponsor?
>.uh LsLbirФл exiiibJiiQJiila иЕШайа.jultetioJkte
the Tate arc just about the most popular It depends on whai ibeyTe exhthhing though. Musbc concerts are still pretty popular, although not so much nowadays, because ihey'je fairly one-off Ei. exhibitions, on lhe OTher hand. um. go on for months and have people siroUmg around and caking ihcir lime and can be ’-’cry beneficial tar corporate iinagt-. WOuLdn t you Like your company to be associated with Matisse or Picaxxcrt Пит усю iracl In ihe papers about Barclays Bank sponsoring the National Theatre, to I here are no dear rreisds.
-rnny: What gives ал arts organisation an advantage in Люсин# money?
»iuk t hey need co be big and welt known. Nowadays, itoJuztlulLИжJund-jjjsm-zJffiLbJiDb nwia
as 2D oi M? - working for them, uid I chink that's
Ute crucial PUlni Пну're able in put a professionalism into it that smaller organisartions find hard tn ampere with. Although It also helps to be located in somewhere like Condom Paris or Berlin Places out in the provinces are ai a disadvantage unless they're realty well known, like, urn, lhe Salzburg Festival or that sori of thing
Jenny; Now, what about smaller bugfinmetf How van drey benefit from sponsoring the arts?
Pauh In a number cM ways, aciuaJIy. and ihry can do n on quhe a modest scale and still reap the benefits. Particularly, their employee* feel that they’re working to put something back into the local community and that lhe profllf are not |urt going to rhe shareholders, к makes ihtm fret maig шдцудьаЗ iind дшгс dasdy Ued 10 lhe Qomi?<uiy- a lessei point Is ihai people in the local community may also view them differently, and ecinpanleK may Ьо[м? ih.ii they II get more favourable treatment from ihcir local politician* Bui politicians are a changeable Lot. and I wouldn't count on iL
Jrnny: Now, say an organisation - a theatre cm an orchestra - wa$ going to approach а СОЩМПУ f<* fund*. Jw* should they go about it!
Paul; Um. good question Ch»e thing which Is definitely rioi too effective is to flood people with glossy brochures and videos and ihe like. Company dedstan-makera see hundreds of them. No, the personal approach is better - cor cH your executive* should go along and give a presentation accompanied bv a two-pagc weuthre summrv esnblnlftg долк. меск thtolgeu and acuviues. Semeiiikig snappy and ... and liuyiiv^bke
Jenny: OK, and one final question: when a company is looking for something to sponsor, what criteria should they use?
Paul: In my opinion, you shouldn't look roo much at visitor numbers. Il may he OK. hul it can rebound on you - you know, those exhibitions which attract ihousand* ot people, long queue», many of whom are tourists from overseas and are never going to be your customer* anyway The inaln qbiretivoufaai ith; eyeni is compatible with the way you wan; people to s**e vouf enmnanv whai the newspapers say doesn't matter because lhev"nr not going to rrrentton your jponsLicshlp. Hasicalty. ihe event has got to look right for you. Nothing else
Jenny; Tli.mk you. Paul Keene. And now, troubles m the fixed-line phone industry. Is i1 an obsolete technology, or can it adapt to changing Limes?
Late payers
This unit focuses on language and vocabulary connected with financial problems, especially those caused by late or пол-payers. Il provides practice in letter-writing skills. The unit also provides general revision of different grammatical structures which can produce complex sentences.
Although none of lhe tasks in the unit exactly replicate exam questions, some are designed to grve students the skills and practice needed to deal with them |see table below}.
ВЕС BULATS
Listening 1: Letter to a late payer Listening Part 1
Grammar workshop: Complex sentences Writing Part < Writing Part 2
Listening 2: Laffer to a late payer Listening Part 1
Speaking: Letter to a late payer Speeding Pert 2 Speaking Part 2
Writing: Letter to a late payer Writing Part 2 Writing Part 2
РЬа1ос:асйа1>е activity 2 Writing Pert 2 Writing Part 2
Notes on unit
Getting started
An CKira question for this section could be:
Do you ihink govern menu Kmetimes roninbuie co the problem by paying for public contracts late?
Reading: Lafe payers and smalt businesses
If you have a small class and it's not practical lo divide students into three groups
divide them into I wo groups and ask them io deal wilh lhe hrst two extracts
when thej' have finished the activity, ask them co look al the heading for lhe ihirri extract and predict what it will say
• ask them to read the attract to check if their predictions were correct.
Listening 1: Letter to a late payer
You could follow up the listening activity by asking;
• how well Astrid and Raiiv handled the situation
* how your students would have handled lhe phone call (from both sides).
If this leads co a productive discussion, ask students to do a role-play of Astrid's and Rajiv's conversation.
Grammar workshop: Complex sentences
An alternative approach:
ask your students to cover up the box containing lhe words and phraser
lell them to work in pairs and guess what phrases shcniM go in lhe s-расе* In Aftrid’s letter.
You could also draw ^indents' alientidn to lhe Ibllowing cuUucalfons in the letter:
• awuifin# payment settle your ocruunC. Jaktrig OUf Ufl owTtfmft, prompt paymmr. tfeepfy regret. wa2ued rastomer, sincerely hope
Writing: Letter to a late payer
If you have time, il would be a good idea to do Photocopiable activity I before lhe writing task.
Photocopiable activity 1
One possible procedure for this activity is to:
• ask students IO work In groups of three
• cut the Answers box from the bottom of the photocopiable activity page and give it io one student
• ask that student to give feedback lo lhe other two students after they have answered each guestion.
Speaking
Test how much you know about writing business letters in English by doing this quiz with a partner .'.'nen you have finished, check your answers at the bottom of the page.
Letter-writing
1 When you write to someone and you don't know if the person is male or female, it's best to write: - -________
A Dear Sir /J^ Deai Sir/Madam2> C Dear friend
2 In a British business letter, the best way to write the date is:
A 6th January 07 В 01ЛУ07 C 6th January 2007
3 When you start a letter with Dear Mr White/, you should finish the letter with:
A Yours faithfully, В Yours sincerely, C Yours.
4 Which of these is not correct in a British business letter, but it correct in an American business letter?
A Dear Mr White В Dear Mr. White: C Dear Mr White,
5 When should you write the name of the person you are writing to (e.g. Dear Mr White.\?
A Only if you have met В Always if you know the name
the person
6 When should you use someone's first name in a business letter to someone from an English-speaking country (eg. Dear Martin,)? (Choose adthe correct answers.)
A Always if you know their в When invited to do so. C When the person is younger then first name. you.
D Only with friends. E With colleagues, business
associates and people at the same level as you in the same or another company.
7 When you are not sure how to start a letter, the best idea is to start with:
A How are you? I hope you В Hollo. My name's ... .I'm Cl am writing to ... i+ reason for are in good health. Personal Assistant to . writing the letter).
end I'm writing to ...
1+ reason for writing the letierl.
В Where should you put your complete name (not your signature)?
A Above your address В Below your signature
9 Where should you put your job title?
A Above your address В Below your name C Above your address and below
your name
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fclAMWy
Writing
Read this letter written in British English and correct five mistakes in its layout and content.
Fenny Industrial Protective Clothing
194 Stockton Road Middlesborough
15th Jan 20...
Chief Buyer
Racanos Stores
346 Wa>verhamp1o<i Road
Solihull
ВМ1Б4Н1
□ear Mrs Ryder:
7th international Clothing Fair
Our company is going to participate in the 7th International Clothing Fair to be held in Birmingham from 15th-20th February, I am writing to you to invite you to visit our stand on the opening day and also to have lunch with us.
It you decide to come, we would be delighted to take the opportunity to show you our new clothing range and to give you preferential treatment for any orders you decide to place with us while you are there.
If you think you would like to visit us at the fair, please let us know and we will send complimentary entrance tickets for you and your colleagues.
I very much hope to see you there.
Your$ faithfully,
Marketing Director
92 f FlBTti ft.mwftwirAttaiЯгаА-НшФCfcnb'klQ< UntrtfWyPrii; ZOCJ UNIT 15
Useful phrases for letters
Writing
Here are same boxes containing useful phrases tor writing business letters. In each sentence, put the verb in brackets into the correct form. You may have to put it into a tense, active or passive, an infinitive, verb ♦ -ing form or + -ed form, or add a modal verb (may, could, might, etc.!.
Sortmgakfter
Thank you 1w your letter of ?Hrn January., in which you
1 (enguvajabousaur instance
vates.
* I em writing to appty for the post of gconomt^ as
2............. .....letfrertiw) in rhe Fin^eiai Timtw
flf 16th November
• With reference to our telephone c* *fl this mgrrwig. I am writing to confirm the schedule ol meetings we
3..................... №мрт'1 l(w you during your уйЛ
* We ire a manufacturer ol equipment! for hsh farms
4 ................. tftase|m Helensburgh,ScoalMid.
and would like some iMixmation pn your range ol machines tor moulding plastics
We regret to inJwm you that the goods
5 ................ (oWay I awing io the sir - traffic
contfotos' strike.
i am sorry to inform you that we аг» илаЫе ro offer you rhe position of economist wtweh you 6 ...............
tailor.
I am afraid that we are unabfe to grant you the IQ percent discount you 7......... .>...... (request).
Enclosures
• Please!.................... .(AndlrnicfoMHkattacheda
copy of the following documents
• IS .................. |enciM#| ou totart catalogue
each seoteoce, put
Gtc.K
We are writing 10 .............Mn-rrnlyou that
yow order no. 234 lof 15 laptop computes has bean dispatched.
We ar* pleased 1g announce rhe t our prices 11... ...........-.. (cot) by 10 per cent
1 am writing to invite you lo our conferагке which 12 ............(tarttf)atlbeGrandHi
21ttAprH. Brighton.
Requests
* Could you please I er us know whether these items 13........................(be] still available?
I would begrstelLdif you 14.... ........... ,. I send I
me your I a t asi catalogue and рте» list
• I woiAl appreciate if if you 15 ........ ,...,..
(fflceiwrwrMf) a good hotel tor my stay
Complaints
• • fam writing 15 ................... u^lcompAmfabwttha
deteymoitf order of IstMay.
♦ I regret V...... ..........that the delivery ad
not arrive in perfect cixidihpn
• We ar* not satisfied with th* way your company
18................ ...(acO in this matter.
Apologies
Pleas* accept our apologias For any incorwenieuc в this
19...................Jcawefyou.
’ I ftrrt vQry aurry ahoirttho delay m 20
I ЙЙг I your order This was caused by a shortage Ol components from our suppliers
• We regret that this mistake was rhe result of the person who normally 21.................. (tarxfHy&ur
? ran a a ct (Mis 22 ..........-.I be| do holiday
ЛЙТ1Б
2 Complete each of the gaps (1 -13) in the sentences below with a word from lhe box. advance advise arrangements convenienl discmint disregard forward further hesitate hope tf+нне reference suits
Orders
• We can 1.. 44<ri*.... you a unit price of €7.29 for orders of 50 units or more.
• We can offer you a 2.............of three per cent for orders over €1,000.
Payment reminders
• With 3............ lo our invoice no. 247 for €557, we would like to 4..........you that we still
have not received your remittance for this amount.
• If your payment has already been made, please 5..........this letter.
Appointments
• We will be in Munich next week and 6. ........... thal we can meet.
• I will be free on Monday. Please let me know if this 7....... .you.
• Please let me know if this would be 8 .......... .
• 1 will call you next week to confirm our 9..........
Concluding
• If you have any 10.....questions, please do not 11.............. to contact us.
• Thank you Ln 12.......... for your help.
• 1 look 13 ...........to hearing from you.
3 Your manager has received the following letter.
Dear Str or Madam,
You may be interested to hear that a delegation of business people from the Vancouver Chamber of Commerce, British Colombia, Canada, will be visiting your city next month with a view to exploring contacts both for import of goods from your region and exporting products from our region to your country, [f you would like ro take the opportunity to meet us, we shall be staying at the Marriott Hotel from ... ,
She has asked you lo reply saying:
* whal your company does and giving a brief description of the company
• expressing interest in meeting business people from the same sector
• explaining what opportunities there might be lo work together
* suggesting a lime and place Гог a meeting.
Write 200-250 words.
94 frcm Swww Guy BfwfcHyi Ф Cwntmdy ИгмяЖу frill МОТ ИИШШШ№ UNIT 15
Photocopiable activity 1
Writing
Mi slakes in the layout and content of the letter:
j Write lhe dale without the abbreviations I.e.: 1 Sth January 20.......and place it below your address
2 Put lhe name of lhe addressee in the address i.e.: Mrs Ryder
Chief Buyer, etc.
5 In British English. don't use a colon, use a comma after lhe salutation i.e,: Deer Mrs Ryder,
4 When v<w use the person's name, write tours .uhcenriy,. (Yours faithfully. is for when you started the letter Oenr Sir w Mitdcrm..)
$ Beneath your signature, print your name, and then beneath that your position. i,e.:
Yours sincerely.
0ГС?л1у
Fedor Rrosky
Marketing Director
Photocopiable activity 2
Writing
I I enquire/enquired 2 advertised 3 arranged / have arranged / arc arranging 4 based
5 were delayed / are delayed / have heen delayed 6 applied / have applied 7 requested / have requested / are requesting 8 find 9 enclose / am enclosing 10 to inform LI have been cut / are being cul / will he rul 12 is being held / will he held / we are holding 13 are / will still he 14 would / could send / sent 15 would/could recommend / recommended 1Б to complain / 1n order to Lumplain 17 to say I в is acting / has been acting / has aeled / acted 19 caused / has caused / may have caused / may cause / causes 20 delivering 21 handles 22 being
2 ] quote 2 discount 3 reference 4 advise 5 disregard 6 hope 7 suits 8 convenient 9 arrangements 10 further II hesitate 12 advance 13 forward
Student's Book activities
Late (Myers «nd smell businesses
:cabulary
h 2j Эе 4k Sa 6g 71 Bd 9b 10 f lie
-eading
» I Lack of rash (because you are a victim of late payment / falling order book / overtrading due to rapid growth) or poor financial management
2 Cashflow problems, unauthorised overdrafts and high bank charges, time-consuming and stressful.
3 Businesses which are victims of late payment may refuse lo do business, may only accept cash in advance, will nol trust late payers in future.
4 Check credit worthiness, set credit limits, automate buokkueping and monitor payments of invokes, keep your bank inlornied, have procedures for recovering debts.
4 I constraints 2 unauthorised 3 punitive (bank) charges 4 undue 5 upfront 6 overdue
7 sound 8 root causes
Letter la a late payer
Listening 1
1 1 l wo (major) customers 2 cash flow /cashflow difficulties 3 (our) overdraft 4 credit limit
5 [a) registered letter 6 II days
Grammar workshop, complex sentences
I 1 According to 2 However з which 4 As
5 As л consequence 6 not only 7 but also
8 since 9 with whom 10 and that
2 1 lite bank which normally handles our transactions has agreed to extend our overdraft for another month.
2 I regret to inform you that not only do we keep a list of late payers, but also we share this information with other suppliers. / ... but we also share this information with other suppliers.
5 We may have to put this matter in the hands of our lawyer, which we would regrei having to do.
4 As I informed you in my previous letter, we shall not be supplying you with any further goods,
S According io my accountant, we should set a credit limn of IS.OOU.
Vocabulary
I in a position 2 deeply regret 3 unpleasantness
4 mutually profitable 5 further 6 settle your account with 7 assured 8 prompt 9 indicated 10 shortly 11 outstanding 12 awaiting
Listening 2
1 cash flow / cashflow 2 pay promptly
3 no good reason 4 (finance) team
5 (very] legitimate reasons 6 satisfied with
Writing
I I paragraph 1 2 paragraph 2 3 paragraph 2
4 paragraph 3 5 paragraph 3 6 paragraph 3
7 paragraph 4
^Listening page 74
AMrid: Helto. Could I ipedk in Rajiv Narayan. please-Ra|iv: Speaking
Am rid: Hello, Rajiv. Its Astnd Kloof here.
Rajiv: Hello. Astrid El whal can I do for you?
Astrid: k s about this invoke which you sull haven't paid, and 1 was wondering when you wrw intending to pay It.
Rajiv: Oh Ihai Yrs. I’m terribly sorry We're hiiping 10 p.iy it as soon as we possibly can.
Aslrid; And wheft do you think llMl in^hi be. Rajiv? h's beginning io cause us serious problems.
Rajiv; Well, the problem in iI.h jwy njjui tuslvusw f-haven’t paid us for whal they owe us, and so we're ibo having cashflow daffljidriM
Astrid: L see. So that s causing a son of chain reaction, and we’re at lhe end of II.
Rajiv: Yes. it's very embarrassing for us. Wr are hoping lo pay you.
Astrid: Yos^but when?
Rajiv: Hopefully by the end of Lhe month. Just as soon as we have some см-h available Our customers have promised to pay us by then.
Astrid: You know. Rajiv, lhe trouble is, ii'i beginning to cause us problems, too.
Rajiv: Oh dear.
Astrid: Yes, we st had to ask ow bank io allow us to extend our vverdrait which working out pretty expensive.
Rajiv: i'm wry lo bear Hut. In our ease, in lell you the truth, we jusl can'1 ask the bank for any more money. We’re right up to our citxUl limit now.
.Astrid: I see - I 'm sorry to hear i1.
Rajiv; Inuk, Astrid, I'll keep you informed, and lusi as soon as Lhe mcinry comes in. I’ll let wu haw whal we owe you. Is.... is that ah right?
Astrid: OK. Rajiv. 1 suppose it’ll hair lo be, What I’d really like Is a firm commitment to pay this month.
Rajiv: I Ihink I can give you that. AM rid
AMrid: I'd like that commilmenl in writing, Rajiv. Can you do iIuh for me?
RjJlv: Sure. I don't see why пси. Г11 pul a registered letter in 11>е роя io you today. Ybu should get ii tomorrow.
AM rid: OK, Ra|iv. Today’s the 2XMh. I look forward to receiving your cheque within the nexl 11 days.
Fbijiv; Fine, AstrM. .irid thanks fcr calling.
Astrid: You re welcome. Goodbye.
Rajiv: Goodbye.
j[Listening page 75
f - inrentf.t'U’er. IVB - ЬУгУглгл enwiL-Han
E Does Gifford's have problem with late payers or non-payers? And if sor how do you deal with lhem?
WB; Well, er. llMl ba* bet-п .1 theme of recent years, and the need io, um. improve aur cashflow is something which we’ve birgrietl during the last few years. We have a team of very friendly, um. people who cwnLid odr lak p.iyen. .imcnkgM our client* and, um. politely remind them of Ibe need to, er, pav croiwllv Um. SO il's very in itch done on a friendly, er, basis of encouraging to sian wilh. um. bui clearly if we have a client who, um, who's a wry late payer and they had no pood reason for . for drlaying payment, then . then other measures have to be taken.
1: So this is outsourced from Gilford's. Il's noi a department within ...
WB; No, it's within Gifford, yep. so they’re very much pan of our team.
I: Pan u1 lhe (цышхТ^п
WB: Pan of (he finance team who II» who'll look to rrtwer Hie paymeni. And because we're locking id, um, have future jobs with client», of courar. um. it'* pHer.ihly done on ,1 very friendly, amicable basis.
L But does it happen often 1 ha1. um. ihai people are. ih.it iwip-mles don i pay or rhar. um, I mean, they can be a slow payer? I suppose you gel lo know ihem.
WB: 1Г» ... very rare ihai a company won't actually ever pay. There arc some who arc slow раут, but of course some uf ihem may reckon that they’ve got very LcgiUmalc reawnfc for paying slowly They may not be satisfied wbh rhe work we've done and they'll hold back payment until they're Mlisfied that we’ve dune everything that we have go do.
1 j Negotiating a lease
This unit teaches some language and vocabulary needed for negotiating, It also revises alternative phrases few if in conditional sentences.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them isee table below).
ВЕС BULATS
Getting started Speaking Part ? Speaking Pert 2
Listening: Hard bargaining Listening Part 2 Listening Part 3
Listening: Leasvig office soaee Listening Part 1
Role-play: 1 easing office space Speaking Part 3
Writing: Leasing office space Wrrtng Part 2 Wntng Part 2
PtxMooopiatoie activity Readrig Part 1 Speaking Part 3 Reading Part 2 Section 1 Speaking Part 3
Notes on unit
Setting started
n many countries, and for many jobs, il may he difficult r unusual io negcMiaie your salary ar a job interview. Ff ns is (he case, и/Лет:
* ask siudrnta 10 ignore ihts pci at for
tell them that this is quite common when applying for management positions In many European or North American companies. Ask them to imagine it is- thJs-type cl .iob they are applying for.
. the situations may require some imagination from
;denis. И necessary. 10 get them started, dkrii (for the iLary at a job interview!:
• your promt salary
• the salary for lhe post which is lhe industry standard/ what competitors pay
• what similar posts within 1he company .ire paid.
. stenmg: Hard bargaining
:s perhaps worth discussing lhe best approach to this
-k Students can eitter:
• ksten for the Jype of ncgarwrfKin the first time they listen and the ртЫегл the second lime or
Lsten for both items both Limes.
You can ask lhem io experiment by working in pairs. One sludent Uries rhe first method and lhe other lhe second, and then they compare results and experiences. Thi.9 may help them Co find the best exam technique.
Reading: Leasing office space
AS J warmer for this dCliviiy, aak your students:
• I if they work) whether they know if iheir offices are leased of owned by the organisation they work for
• whal lhe advantages and disadvantages of leasing over ownership are (advanugee: lower initial investment, capital available for other activities, less risk If business goes wrong, more flexibility ii you want to move premises; disadvantages: high rents, loss of opportunity for investment in property if property market is rising)
• whether they have any experience of leasing office space and what the considerations and piifalts were.
Wrrting: Leasing оffice space
If you have access 1c networked computers, ask students to do ihe writing Mak. on oompuiers and prelect iheir answers tor lhe whole class lo see (and possibly correct].
Getting started
Work together in groups of four. Brainstorm a list of advice for would-be negotiators,
Reading
Read the five extracts <A-E) from an article containing advice for negotiators. Decide which extract each sentence (1 -B) below refers to. Write А, В, C, D or E in the boxes.
I Avoid annoying your opponents: they may look for an opportunity for revenge.
2 Consider your opponents' possible demands and what they may find acceptable.
3 Lkm't give your opponents everything they ask for.
4 Cel your opponents to look at the deal from your point of view.
5 It's not always necessary to compromise,
6 Make what you're offering appear attractive to your opponents,
7 Remember that your opponents today may be your colleagues tomorrow.
& You should decide in advance what is the lowest amount you are prepared to accept.
A ------------
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e<wr.ims .nd know wftrtW ihi. IS nny mll JtB npoor-nntt in .lagonetKin Attar preparing yonjr own agenda, outlm. cne ..metal your opponents whai ere th.ircretarencaa nttmetw, «nd ьоиат In.? Once «the b-rMifflft(li1b4tatwur ypoth 05^10 det ermine what tfio apportions pnariwt rM|y Bre
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4...M » М"» И»'""1"»»
□
c
Negptiijrgrs nfrfld ш вгч1уи tne til в saa Then iipptinonu bring to ihe table. How mil Etiay evaluji» your gff в г s ? Опр way w ge* inedn yuur opponent's head and иАи*псв ha aruiudii a tp rhe is-iuea tar Iwi. a laehnqu» саЯН Yr»ming’ И you jetyour □pponnni to «cc«pt your wrw<rf the я Львом, than you c*n influence the amourrtof так he a willing fotrte A common mistakn h nagcrtiatwifl from в педвЬте frame. ‘Iha Mhtf firm's derinflefi (12. but we can afford only SI Г ftwmusf gwtihwniD incije ch cha pain you are sorting From — SI0. not (12. You 1гвтв ihe issue positively try tilbxiQ a btxrt о 11 tn a ways yuur contract is ditfereni from the oBiars. Your centre#tigs wmg advantage! outude Ы the hourly pay. The other site w^l be mow wiling bp rwk tower wages tar toa purported othwr bmqf^s
Acc4rtnflewH-p№eir{le>ilMeuicWytlinciH1H< .
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S I Dl8flp’H1,nt,ri 11 "«n* >ou «Й « tar Ию .HI., Th.
mek.yaur opponent f«i gooff about th. deal
Finely, ^.птои м. a* * result /пи re ^M^htnd wrth _n«rtrflo me rl^ce of iov л public by turning tn your opponents wd wiling vnu woud h we don. ictw les». Thn will only MwyPuf cpoonentto exir.ciftediff.reM.elrnmvouwm.rtimeiniholutine Hisewwu 10
wap on protesaoMl toms «th your n.gtrwmii ормпопь. You m.y । hnd woureeH nntho svn« 01 th. bergeirung ».Ы» °™ ««V
From №#эгкШгШ Ыгшеду: Su ситлшп p\tfatls to meid by Ы«*1ЛЯ Neak
Talking point
Your manager has decided to run a one-day training course on basic negotiating skills for staff in your department. He has asked you to plan the course. Work in groups of three and decide the following:
• which skills staff should be laughc
• what activities are most useful for learning negotiating skills
• what opportunities staff should be given to put their new skills into practice.
9& ( From flrtrilWI flVrtthm.4 4ijnaiCTri,'kyfi^ev Guy BroaitH»rt<?CMrtnnipl ll-m» »ry Puts KO? l.I. Ц'^Сл.',! J# UNIT 16
Photocopiable activity
Getting started
Suggested answer
I Prepare carefully for any negotiatk>n.
2 Obtain as much intormation as possible about your negotiating counterparts and their requirements.
3 Don't state all your demands at once.
i Be sure whal your bottom line is, hut don't let your counterparts know what it is unless absolutely necessary.
5 Summarise what you have agreed.
Reading
IE 2 A 3D 4 C SB 6C ?E BA
Talking pomt
Suggested answers
I Which skills slalt should be taught: planning negotiations. strategies (or lest I ng your hypotheses about your opponents' priorities, deciding when to compromise, learning to ’frame' the negotiation Isce extract C), negotiating behaviour and negotiating psychology
2 What activities are most useful for learning negotiating skills: theoretical lectures, role plays and simulations
3 What opportunities staff should be given to put their new skills into practice: opportunities tn he part of tiegucidiliig teams for procurement or for sales
Student's Book activities
Hard bargaining
-rstening
Type ol negotiation Problem
Vasili C J
Melinda G 0
Glenn D Ц/Р
Carla H 1
Naomi В M
,'Dcabuiary
la 2 h 3 b 4c 5g 6 d 7 f Be
Leasing ollicc space
Reading
3 1 impact 2 meets 3 mind 4 stock 5 term
6 lock 7 interruption fl come 9 restrictions
10 comes 11 unlimited 12 leverage
UNIT 16 Negutatinga lease
Ustening
I (an I (upfrontI deposit 2 leommcrviah activity
3 (the> inflation (rate} 4 ,iIterations or repairs
5 renewable 6 [staffl parking space(s)
Grammar workshop: солсТфола! sentences’ a/rerrranves to if
I I Supposing 2 unless 3 a» long as
4 provided 5 on condition that
2 Suggested answers
I Will we be able lo undercut them?
2 Imagine that you were suddenly made redundant.
3 ... you pay the additional premium.
4 Well reduce the rent by 5% ...
5 ... you achieve all your performance targets.
Role-pley
1 f, I; 2 c, e; 3 b. h, j; 4 a, m, n; 5 d, k; 6 a; 7 g, i
GRAMMAR WORKSHOP 4
Conditional sentences
1 launch; will almost certainly lose
2 went (were to gol / go; would be / will be
3 hadn't run; might have met
4 Increases: will rise or increased; would rise
5 had been; could have made 6 could; would be
Infinitive and verb + -tog
1 Going: taking 2 to continue; going 3 lo spol;
running 4 To discourage; going; io close
5 tn know; visiting G to hold; completing
Complex sentences
Suggrsied arts wets
1 We experienced a shortfall in earnings last year as a result ol losing one of our most important customers, who stoned buying from our principal competitor.
2 I'm writing to thank you because the goods you dispatched to us last week arrived at our warehouse in record time, which means that our production is now ahead of schedule
3 Martin Peters, whose appraisal, you may remember, was not very satisfactory, has decided to leave the company, so we will have to start recruiting a replacement as soon as we can.
4 While travelling home last night, I came up with a brilliant solution to our staffing problems, which I'm going to put in an informal proposal to be circulated among senior managers.
5 Unless Tasker Lid offers its employees more attractive financial incentives, they will never manage to reach the productivity agreement which would put them ahead of the competition.
99
6 There’s a shortage of skilled workers in the chemical Industry due io insufficient numbers of young people studying science subjects al schooL
7 Redland Electronics have announced record profits for the fourth year running as a result of iheir partnership wilh Kawasaki Electronics of Japan.
Transcripts
& Itii*ni I mhm I V itmamiu t i inr
Listening page 76
niton $0. let'* iikiu.iie today's sessitxi by bilking .iboiii negotiating problems and things we can do to get round them or get over them. Negonaiing is a big pan of all vo-ur K*b5h er. so let's have a quick buzz session where each of you briefly describes a negotiating problem you've had in the pan. and then well go on 10 look at how we can deal with these things How docs that sound to you? All right? Sor um. who'd like ш нал? Vasili?
Vasili: Er. sun* Um. this wasn't in my prewill job. П1 sian by saying. Er. I was working io procurement for a procrs&rd food manufacturer al the time, you know a .. a large multinational, and, er, working «ii a deal tor a pretty hrgr cooMgiunem of flour, and by that I mean several hundred 10ПП», of course, 1 warned Lliem ш Ьюск something off the price. 1 mean, taking into account the fact rhar we were buying in bulk.
I was expecting to haggle a bit. You know, t'd ask for six and senle for ihree. reach a compromise. bu1 when J put it lo them, their sales people.
I mean. .WillJhiUtoLJimiiwmfafi
authority and wvuM have to ask sumronc high.gr U#. 1 mean, ihat's pretty frustrating when you think you're talking to the right people and then it ... Ii huts out you re not.
Tblor: Um. so. pretty irritating En who's next’ Melinda?
Melinda: Yes. This wasr er, before I was promoted, when
I was Mill a fairly inexperienced office manager and we were talking about installing a new computer network in the office. T... I should му lhai we were running a pretty big but temporary opentton to meet an order lhai tad come in. so we were in larger temporary offices and. since it was |u« for a few months, we didn't want to but lhe stuff. |ust hire it. Being relatively junior and fairly new In the job. I didn't have much leverage - you know1, bargaining power. Well, when I met theii reps. ihfi'.Qlib' wjctltd to atJiUS Uhatoll and didn't жиг io lake in the fact that wc Wtfuldnч J#ижйЛЗОлп iix ukuottalioe. And they refuM^I to lake me xerfously bccamw I was so young.
Tutor: Um, ageism bn reverse, And you. Glenn?
Glenn:
Tutor:
Carla:
Tiuor:
Naomi:
TYiIcit:
I work in alr-oondtiInning, and we were working on this deal with one of (hose big hotel chains where they'd buy the sniff and we'd Install Is.
Then Ш' insLsttd Utai the ihuuldhe
IhiQWU Ui itec. even when we'd already given them quite a hefty discount [ mean vuu canT do tlwu uitt tiuftg is the pnee and iinoiherJhiiitis the соя ul ldbaw amlgaru t»£i угдга jilIjul'jXDl Етен when 1 loMjhem.wha* mv bottom line was. thev i psi refused tv budge, I Incan, Urtit buUdm^ manager &ajd ukg n ar leave it aud that was iL we d reached a deadlock So- no deal.
Very disappointing. Carla!
Wr import derthes from ibr Atf East arid really we have to have them in the stores by the beginning of October to make lhe wlnier season These were a range of coats that we'd had designed and ordered and we were negmtaring all ihe terms. The real sticking point was lhai if Фсу were late delivertog. we Mid thev"d haw щ да31_ог ralheL they'd only get 50% of the final price. 1 [tiink the KiOmbkm was chdt they dldnlimaJmimL when tbgy d be able to Ed lhe things out ami Lbo were ahiiid of taklnK on зотеЩд. Ito-ШйЬШ da.
Mil), friurratlnft. Finally you. Naomi.
Well these people had outlets all over lhe «ninety, sn we were Wing ihey d agree to stock and sell our products You know, they didn't h.ivr rn do much more than that, except perhaps organise (he publicity, which shouldifl hare been a problem for them. Everything was going fine, you know, I was talking itolll ihr comiraims cm us caused by our suppliers prices - ii was juM a bargaining point, really, lw.ni.se ihai s one of lhe enjoyable pans of my job. you know, (he horse trading - when suddenly my opposite number interrupted me by saying that il was too won to be ЦЦЩ diKM Lite [tut the inaikec was дд1 nght ret. I was very put out because we'd already Iwn dis cussing ii for several months. I mean he could have come out wilh ihis iniomn^icwn xooiver. Um, well OK, ihanlu all of you. Thai was very good. Um, now. lei's lake .ill nf these one at a Lime and analyse them and we exactly what's happening -and whal we can do about it...
Listening page 78
Pi’ww CS " Согщадпу Scnrrory RD: So. um. let s go over whal lheyre asking for again . CS: Fine. Ill post grt il up cmi the хттк and Ihvn we can go through il point by point and see what we Ihink. Um _
RD: Thai's it.
CS: OK. here it is. Firit. драл from rhe mumhly гепч, which we discussed before, they're asking for another half year as an Whai do you think ol
thatr Ramdn?
RD: H's a bn sleep. Supposing we offered them two month* and settfcd for three*. Do you think they'd accept that?
C& Mm, Il's possible, I suppose. We could iry - after all, I don't think there are loo many companies whod be willing io shell out slx months' rent as a lump aum.
RD: No, still, let's go through the rest and then wc can put logeiher a counter offer.
C& Right The next poim, which shouldn't give us too many problems. 1 imagine, is that well have to keep io lhe Mine Cuninracid d^Livitv unless we obtain 1hr owner's approval in writing.
RD: Mm, no problem then-. 1 wppow if we were to Mari doing something different, they could use it as an excuse to iry |o up the rent. г mean. we’re an insurance company, and as long as we continue to be an insurance company, we won’t have anything to worry about We could perhaps use fit as a bargaining puint. though - you know, pwend ihai wr might change and then haggle over it Id get an advantage somewhere else.
CS: Um, possibly. Er, thew s one thing here which. I'm not too keen on - they warn lhe rlghi in raise i he rent every year according to the inflation rate, and I think we'd be better going for a iwo-year deal on that, RD: Mm, OK. bui provided rents didn'1 rise by more than that. I d be quite happy with that clause myself I don't sec it as a big issue, frankly.
CS: True, so perhaps we could let that one pass. Chough again we mlghi use li as a bargaining point.
RD: Um. quire
CS: Er. another point In this document is that we. the foasrbuldm, must ккИ the bill for any altt ratio ns or repair-5- we might decide to make. This is quiie serious, ю we have io be sure the building is in дом! cwdllion before signing anything. Well need a thorough survey, and we can tmly agree to this provided we're given a fairly Long lease. I mean, we don't want to go to the expense of a lot of bonding work ami then be evicted soon afterwards.
RD: LFm, correa. So we should кхтк fw some guar-miee* there.
CS: Sure, and I ihluk they'll be quire .nrrenabte on ihai one, because there aren't that many companies looking lo iiiuuiJ hrrr .11 ihr iminicru-. Er. 11 it- only I In ng about il Ihai 1 don't like is that they want lo reserve lhe rlghi io change the condnions qf rhe lease - l.e. making them renewable - alter five years.
RD: Um. personally. I think we should go for ten.
CS: Mm. me loo. In fact. I'd unty lake lhe lease on condition that we had a ten-year agreement.
RD: Good. Well, wr have the basis for a ttttMrr offer I hen.
I think we should be able to negotiate something very much to our advantage And rhe landlord should be happy, because we re prepared to offer him a pretty genenmi MfiL
CS: Ihie. And he's thrown In something which is quite attractive - 1Г* no< here on the dwumenL bui his secretary phoned io say that there was also lhe pussfbill-iy o< us renhng gUl awkinfl зечке in the basement as part of the deal.
RD: well, ihars pretty attractive, if we were io gei ihai. It would make life much easier for everyone. Did he mention a price or how many places were aval lab tel
CS: Mm he told me lhere was room for up lo 30 cars, which might mean we had some room for customers as well
Workplace atmosphere
This unit focuses an haw workplace atmosphere can affect slatt motivation and the issue of workplace stress. Students do further work on writing reports based on charts. They study the use of reference devices in written texts and language lor expressing causes and results.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
БЕС BULATS
Reading: Motivating employees Reading Part 3 Reackng Part 2 Section 5
, Talking point: Motivating employees Speakxig Pan 4 1 Sneaking Part 4
Reading: Stress the wunkpeace Reading Part 5 Reading. Part 2 Section 3
Listening: Stress лп the workplace Listening Part 3 Listening Part 4
Writing: Stress nr? the wcxkptoce Wnting Part 1
Plx>toccpatre activity | Writing Part 2
Notes on unit
Getting started
YtHl could extend ihls by doing the phoiocopuihle activity on the next page. Pre service students may find this more manageable
Reading: Motivating employees
As <1 further lead-in lo this acrivityr you could ask your students Lo look al lhe title of Sirota 5 book in lhe first line and say:
whai attitude il it veals about the happiness of employees (дллиег rftnr Ьдрру/епгЛи.чгикггс emptoym fncrrajc company profits)
* whai this reveals about companies' and shareholders' attitudes to employees (artsuvr rhdf companies anti аге motnrai&i
by profit and that employee enthusiasm is a mean? to thts entf).
You can then ask your students il lhe title retlecCs similar Altitude* in their own country.
When students have done the reading activity, as a follow-up. you could ask them these questions:
• Is ihe article a reflection of particularly Western attitude» to work?
• How would they describe workplace relations m their own country, if they are different from those described in Lhe article?
Grammar workshop: Reference devices
You could also explain that it is better English style IO avoid repetition of vocabulary, where possible (this may nor be true of all cultures or languages) and that reference devices help lo do this
Reading: Sfress in the workplace
As a lead-in to this activity, you could ask students these questions:
• Is Stress an issue in your country? Why? Whai causes it?
* Are workplace accidenis an Issue? What steps does your government lake 1o reduce them?
Listening: Stress in the workplace
Instead of listening again lo answer the multiple-choice questions, you could;
* ask your students to answer them from what they have understood so far
* play the recording again afterwards for them LO check their choice*.
Writing: Stress in the workplace
As a round-up for the whole unit, you could ask students these questions:
* What other factors related 10 human resources affect the efficiency of organisations?
* How much ran organisations realistically do to deal with stress?
• What duties do organisations have io their employees beyond ihe basic terms of their contracts?
Reading
Work alone to answer the questions about your attitudes to work and workplaces.
Attitudes to work
How do you view your career, your colleagues and your workplace?
• Whan yea answer the guMtions. cho»e the answer which it closest lo the truth hr you
• If you want la, you can choose more than one amewnr.
• Where none d them are exactly right hr you, think how you would explain yoor sduaiion.
1 Which ol these most closely reflects your attitude In timekeeping?
A I always make sure I аптие on time. If necessary, I'm early
В It depends. If rts something important ГН be on time but other limes I may be a tew minutes late
С I may start late, I may stretch rrry breaks, but I get through my work and I meet my deadlines.
0 I have no choice. If Гт lets, I will be disciplined
2 How long do you th ink people should stay in lhe same jab?
A One yea г
В Three years
C Until they hod something better
0 All thaw working lives
3 When would you change jobs?
A I’m always looking for something better - I'd change if I found it
В After a lew years I might feel its we to move on.
C Only if I was mad» redundant
D II there wars unwelcome changes in the place where I work.
4 Which ol these most closely reflects your erntude to year colleagues’
A They're my friends.
В They're ту rivals
C They're my collaborators.
D They're usofuho me
E They jusl happen to share the same workplace.
5 Which of th use most closely reflects your attitude lo bosses?
A Basses ere collea gues. We should share c ommun goals.
В Basses a ra friends. We should e*i|oy each other's company.
C Bosses are supervisors. Tfeiг function is to make sure my work is up to standard.
D Bosses give mstructams I have to ca try them out
5 How do you view year career’
A f want to reach the top of my profession.
В I've planned my career and III follow that pJa n
C At about 50, Г Н want a с arмг change.
D I m happy as long as rt pnowdos me with an acceptable lifestyle.
£ Гт not sure what my career is going to be yei.
F lrve reached where I want to be
7 Which of these do you think should be the most important aspect ol your job?
A Your duties and responsibilities
В The companionship and respect of your colleagues
C Ycur salary
0 The opportunities the job offers you
8 Which of these things da you think would motivate you id improve ycur work performance?
A The opportunity for mare responsibility end promotion rf you perform well
В Performance-related pay and bonuses
C PrarsB 1ram your superiors
D A dynanwc and stimulating workplace atmosphere
9 Which of these attitudes do you agree with?
A I want to feel proud uf the organisation I work lor end a part Dirt
В If the organisation looks after me, IK be toytl to c
C Mine's a transactional relationship I work m exchange tor money and that's as lar as it goes
D I share my organisation's goafs.
10 Which fit these would you find most discouraging?
A An unfriendly boss
В Unfriendly or unmotivated c olleegiies
C Poor working conddkins
D Lew pa v
Speaking
Work in pairs. Explain your answers to each other and give the reasons for them.
UNIT 17 (Emm Дцдлгм Й*лсАуп<1г|г hy fiuy RifttfU-Hgrr t1UftWtny P'frM ЭТИ?
PHDFDCUPIABLE
103
Student's Book activities
Motivating employees
Heading
I David Sirota would probably agree with 3, 5 and 6. Ik* would probably disagree with 1, 2 and 4.
2 ] C firms where employee morale is high tend to outperform competitors,
2 D they retrain workers
3 В The team could look at quality and at what kind ot maintenance and support were needed, and it could decide how to rotate workers
4 A Research has verified a system such as ‘gain sharing*, in which a group of workers judges its performance over time.
5 C Then there is transactional ... The altitude is. 'We paid you, now we are even ...' That's where most companies have gone today.
Grammar workshop: reference devices l I This and it both refer to camaraderie.
2 they refers to some cwnpanfes,
2 for which [line 10) “ the organisation it (line 10) - your job This (line 11) “ camaraderie
It ('») (line 11) - camaraderie do (line 16) “ laying off people they (line 181 - some companies that (line 25) - having groups of employees build an entire car
It (line 29) - the team
this approach (line 30) Toyota said ... rotate workers
thus I line 31) as opposed to lhe usual lop down management
this kind (line 35) recognition, appreciative of good work
such (line 42] “ a reward
That result (line 46) - greater efficiency
This (line 47) The result should be shared with workers the first one (line 50] form of management Then there is (line 51) - form of management That 's where (line 55) “ the transactional form of management
The fourth (line 57) form of management
It (line 58) - the partnership organisation that way (line 59) because 1 paid you, now we re even
3 I for which 2 This, that 3 do 4 that
5 this approach 6 such 7 the first one, Then there Is. The fourth 8 it, they
Stress in Hie workplace
Reading
2 1 the former 2 the same / this 3 the following 4 They 5 this / the same 6 themselves
3 I trends 2 pronounced 3 underwent 4 slight S an all-lime low ft peaking
Listening
1 Suggested answers
Causes of stress: perception of lack of control over one's life, harder work, close supervision, changing jobs, faster lifestyles, more intensive work, less social cohesion al work, work more invasive of non-working time, more time to worry about work, work more central tn our lives and fashionable to complain about
2 IB 2Л ЗВ 4C SB 6A 7C 8 В
Writing
3 Suggested answer
This report summarises the findings of a survey of managers conducted to investigate the effects of stress on organisations.
The main effect of stress is an increase in absenteeism, which 76% of managers reported. This is reflected in the figures for increased costs due to absenteeism in small companies, which h.ive risen in companies with fewer than 100 employees from €250 to €320 per employee over the last five years, while in companies of between 100 and 249, these costs have increased from €310 to €510 per employee. Stress also Leads to decreased productivity (reported by 71% of managers), poor judgement and poor-quality products (54% each) and lower standards of customer care (41 %), Managers also complain that staff leave the сотри и у more frequently, are less creative and have a hifdier rate of accidents.
In conclusion, stress-related problems are a major cost tor organisations.
Transcript
'Listening page 84
Sue: Good evening and wricornr k> ffaarirm Nrjr’rf
Now, stress has been a favourite topic amongsi workers and employers for a good number of years, and according to recent figures published by lhe Health and Safety Executive, li's still on the increase. The gervernmem is worried and has issued new guidelines ro employers on how to deal with it. Tonight, we have in Lhe studio htiflella Kinsky, ап occupaiional psychologw who's just written a book about stress. Mariella, who is most likely to be .iffected by stress;1 Mariella: Not ал easy question to answer, because strew is such a subjective thing, and one person's stress is another person's cxcilrmcnt. Rather flippantly. I might suggest chat housewives suffer rhe most from a fatal combination of boredom, isolation and law siatus. but there are no figures on this, because of course housewives don't conic into data on work-related stress The people who «iatiMtollv nmt юц af lltf d№ roudae alike workers. which is surprising when you consider ih.it, In many way’s, their working lives are more comfortable than their predecessors' lives ever were, in general, then bosses seem io thrive on it. which perhaps explains in pan how they became bosses in the first place. It also shews that it has its positive and negative sides. Priiitivr stress is seen as a challenge which gives you a ... a zest for living and doing more. Negative fuem cumcsi 1 think. olsep from a perceptron дне has of lack of coiurol over cmejs life.
Sue: Mm ... interesting. What is stress exactly? Gan
you give дус a definition?
Mariella: Not easily, and ihaf5 the major problem doctors d.l’JlteiJl whQ saj^hO too stressed -Jj go to work. I mean, hw do vou йдшшзежп«1Нмзш.«Mi measure, or examine? In that sense, it's a bit Икс pain: I mean. if you say you ve gor u. you've got il.
Sue: So, what do they do about Mi
Млгм-IIj: Well, you can’t |usr tell someone they're not really stressed and that they should pull themselves together and get on with things. Doctors do have a number of things in (heir armoury. though. They give people lime off, they prescribe pills, in extreme cases lliry send (hem io a therapist...
Sue; Like you.
Mariella: Like me.
Sue: And arc these ihifipt effeeuver
Mariella: In some cases. Not many.
Sue: So, how is screas affecting productivity, Mariella?
Is il a major industrul problem or ju« smneihing we all bke io complain about?
Mariella; ltr» certainly tMMthlfig we ILke to complain about nowadays In 1he old days, people had other ways cd IrHlitg off ihrir si rm. I think They weren 't so supervised, so they cuuM get their own back on their rmpluyen. you know, by noi working too hard, perhaps even by stealing or damaging things ai work, though 1 tike to think char those weir extreme rases, and this was pari of I hr sort of *ihrm and us' battle which was foughl out in the workplace Thai 's not so easy Co do itowiichiys - I mean. Il's socially frowned upon, and people can get found out more easily, especially nxwi of i hrm spend 1heir days sitting in front of a computer, not opcraiing a machine al ilw twk of a workshop. On the oihei hand, people change their jobs more Irwfiierilly Ihdn WM praible in the pasi, though Il's hard to say what part stress plays in llii?, or whether it'» due to oiher factors. After all, starting anew in a new place must be at Iwjsi л» strewfill -is ikying put. Wtwi we lad msteiire i&d wiui shows a sharp шегедде is Fick leave due io workpldcv pressure-
S«e: Mm ... and whai*9 causing it? Is ic boredom, or
surveillance., or overwork., or whai?
M.iri«lla: Again, there's plenty of debate about this amongst occupational psyclwlogwls Wr cerwlnly uicn’t spend so much time at work as we did in (he past. All lhe figures will bear me out on ihai one. While we re ai work, the pace has certainly lioiicd up: they giw us perks like laptops and mobiles, and as.a ifisidl we re always on call and we mil iuj wurkinK у^цийы^аюге mtenblveb1 :han we did in the past. 1 think fl has co be lhal. I mean, ysutJiivtiiiun ihai big bruLbei bugbear-they сад шдшГОг your computer aLUYilY. Ulcy lad 4v;?ikl ww A’ltyJk* calh .iiid &0 on - л11 ledinfcally feasible, but it only happens in large cwipmiin with the resources to da this. Most companies really don! have the time or the рспюпгнЧ. while reports erf workplace stress are preny much across the board So the cause has to hr what 1 mentionttl before.
Sue: Do you think the way out work is organised has
changed, and lhal Owl's a «tmsor?
Mariella: Well, that's an imerestiiig point. There’s no doubl that our parents and grandparent* in general lived harder lives, they worked more for Less, bul Ihcir work gave ihem a wdal cohnfon which isn’i so evident now. They got companionship from work, they were prmeaed by iheif trade unions and
professional associations Ln ways which di&appcdnxl 20-or-so ywrs ago. and when they iiopjxd work, ibey slopped ihiuluiiit Uwut it and rejlJv devoted themselves to iheir family and lireliroe doh'ittea. and. I ibipk that tan point is Ike one whieh lias really made the dittcrence Sue: Mm ... we often bear tbe consumer society tiled
.is J re&rtfi («г stress. What part docs it play in the equation?
Mariella: Clearly, welt tetter pit than our parents and giandpdreiiL?. and iiua means ituL^iOtelolcd ifom a lot of the routine drudgery which they had toput up with m iteir non-wodrin^ time This means we have пиле time to wetry. and not only lhai. 1 think we even expect and wane to worry about our work. Strange isn't ft, considering that Ln most ways we're safer and more prosperous than was ever lhe case in I hr past?
Sue; Mm you wy we're expected Co worry What exactly do you ггъеап by ihari
Mariella: Yes, our work has become very central to our idenuty; who we aie as people, and work-related sirrta Ьм brnme an a^ouble, even a respectable thing to complain about You can do
rt, and the fact lhai it’s stressful is aliruui a sign of how difficult the job is and how hard you have to workr and therefore people will look up to pou (or doing something despite the diffioillirs Sue: SoP finally, what can employers do to cut down
Cm flfett in lhe workplace^
Mariella: I don't ihink you're going to like my answer to this «nr. but, frankly. I ihink i here's almuai nothing io be done, h's a fashion and a reflection Of our nodal di mate. ¥du krwaw, you can. individually, get advice from professionals. In my experience, ill hardly ever ooil-elleciive. or effective in any sense. Giving people social support by organising ihcin in learn* might, you would think, bring a favourable outcome, but ii often results in more pressure on individuals prone to Stress. Wllill Lhe Ikdllll uMaito E-tecunve. a .„ а дсиеглинчп body, seem to ihink cam improve ihin^ is getting prtvlr to Luke twl in the change process wu hin [heir workpl aces. Tte Ши ц Lbai Uiry luye dleeUboLaicrre control over their laves. I personally sec very* little evidence й» this bring etfectfwe: people were 1ем stressed in the past when they had even less ContnJ.
•JThe workforce of the future
This unit presents language and vocabulary connected with diHwent types of employment. Students are given language for expressing opinions and they also talk about their present jobs or a pb they would like lo do.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Getting started Speaking Part 1 Speaking Part 1
Reading: Die Reading Pari 1 Rearing Part 2 Section 1
Talking point: Job sharing Speaking Part 4 Speaking Part 4
Ustenrig: Job sharing Listening Part 1
Speaking: Job sharing Speaking Part 2 Speaking Part 2
Listening: How people feel about their fobs Listening Part 2 Listening Part 3
Speaking: how people feel about thorjobs Speak «-ig Part 1 Speaking Pal 1
Photocopiable activity Reading Part 2 Speakng Part 2 Speaking Part 2
Notes on unit
Reading- The millennium generation Students rifling lhe ВЕС Higher exam wo-uid have approximately ten nunuLes Id ctHiipfcLe the tasks connected wilh ihi.q text fou ctniki:
* discuss with them what lhe most efficfenl approach to (he text i«
* draw their attention to lhe advice in the exam skills section on page 123 of ih? REC edition
* set lhem a time limit tor dealing with the text and questions.
Speaking; Job sharing
As an aJlemativer you could:
• give this activity as a pfofrect
• ask students to research one of these ways of working using die Internet, then prepare a presenidiicm lo be given during the following lesson.
Listening; How people feel about their jobs At iliis stage in the course students will be familiar with ibis type of listening Activity. A* ап Altemathre, rhey could follow this procedure:
1 Work in pains, choose one of the name», one view of the present and one hope for the future.
2 Write a short monologue in which they Inccrporaie the view of the present and the hope for lhe future.
J Remind students not to include the actual words from lhe boxes and to include things in their monologues which may distract people, leading them to choose the wrong option.
4 Students Lhcn Cake turns to read their monologue» to lhe rest of the class, who treat it as a listening exercise. Since it is normal IO listen twice, each student in a pair can read the monologue once.
5 This is then followed by the listening activity in lhe Student’s Book.
Photocopiabie activity
Duly do this activity if you are sure students won't express sexisi opinions which other students may find offensive.
Getting started
Work In small groups and discuss these questions.
• Why do you ihink there are still fewer women than men in senior management posts?
• How would companies benefit from having more women in senior management?
Reading
1 Skim the following article (ignoring the gaps for the moment) to sec if it contains the same ideas as your answer to the first question from the Getting started activity.
Why are so few women running big companies?
A THE leaders of large public companies the world over are almost universally male. In Amenca, only seven Fortune 500 CEOs are female, in Bnlain, only one woman runs a FTSE 100 company.
1____*______
Husbands and fathers are more likely to entrust the business to their widows or daughters than the markets are, but those companies are generally smaller.
B'Ahy so few women? One answer is obvious: women are more likely than men ta care far children. But to some extent it may be a question of time, women are now reaching positions just below CEO level in greater numbers than ever before, often nsing through sates, marketing ex finance. 1.
C However, women still face three big problems in climbing the corporate ladder, says Herminia Ibarra of 1NSEAD. First, they fail to get the really stretching jobs 1__________-. Getting into Ime
management is important (and 90% ol fine managers at big Amencan firms are male), but it is not enough: women also need tough, broad assignments to win experience and promotinn.
D Secund, wviieii teck netwviks, nui tercdutw they are deliberately excluded but because people bond when they have much in common, and gender matters here In particular, women lack 1he sort of networks that combine
work and social life, which have proved hugely beneficial to men. 4----------
E Third, women find it more difficult than men to develop an image compatible with leadershv. There are fewer rote models, and amply adopting a mate styte rarely works.
5 ......... A study of business owners
presented at this year's meeting of the Academy of Management found that 26% of male iTwrers, but only 5% of female ernes, wanted to be thought of as an authority figure.
F Sometimes women are their own worst enemies. A book by Linda Babcock and Sara Laschever called Wbroen Dant As* recently drew attention ta their negotiating style. Ms Babcock noticed that mate graduates with a master's degree from her university were paid starting salaries almost £4,000 above those of female students. On closer invesbgabon. she found that the vast majority of the women had accepted the initial pay offer, but that 57% of the men (against only 7% of the women) had asked tor more. 6__________
C One senior headhunter says that boards frequently ask her to recruit women to top jobs ‘Bui when I get then ilieit, die women say no, 7__________.' Maybe women have more sense
than men
Frcjm Thff АгтумуплГ
ioe
f From Йиллид йлсЬгс!** by Guy Йгоой Hart С» Cjmfcf riyc iJrwfrutE Press Sil?
PHQTOCQFUgtf J
UNIT 18
Photocopiable activity Women in senior management
- • hi । ttf f । iui—мччинячиинч.. -илиль fiiuua.—uiui на*;нч1пи.. ibi huh.—.utAii..—-- .
2 Read the text again and decide what the main subject of each paragraph is. Write a note in the margin to help yen remember.
3 Read the missing sentences (a-g) below and choose which sentence best fits in each gap (1-7). This task will show whether you have recognised the main points of each paragraph.
a Aggressive' male leaders are admired; female ones are disliked, especially by other women.
b An easier route for women tn the top is to inherit.
c One study found that companies are much more likely to ask men than women to turn around a division in difficulties or to start a new one.
d They also lend to be concentrated in future-oriented sectors such as consumer products and technology.
e They look at what the job Involves and think the price is loo big to pay.
f Those who haggled raised their starting offer by an average of 54,053 - almost exactly the difference in men 4 and women's initial pay.
g Women are more likely to separate their working life from their home life, which makes il harder to go for a drink with the boss.
Vocabulary
Match the words from the text {1-B) with their meaning» (a-h),
attempted to agree on a price or conditions by arguing
form a close connection with other people
contacts, friends and acquaintances who may help you professionally
work which makes you learn new things and use your skills and experience more than you have done before
person who tries to persuade someone lo leave their job by offering them another job with more pay and a higher position
receive something when someone dies
pieces of work given to someone, typically as pari of their studies or job
people you admire and whose behaviour you try to copy
Talking point
Prepare a mini-presentation of about one minute on one of these subjects.
• Management: How to create more opponunlties for women in company management.
* The workplace: How to eliminate different types of discrimination lageism, sexism, racism! from the workplace.
* Work: The importance of equality of opportunity in the workplace.
• Careers: the importance of forming networks in career development.
I
2
3
4
5
6
7
&
inherit
stretching pobs
b
assignments
networks
bond
role models
haggled
headhunter
a
c
d
e
f
g h
UNIT 18 (bp* fonrtmw* aaMwenPfrfo' byuw B'mk-kirt Ь Сагтйг<|де Uinwnjty Prtai ЛЙ>
OPIABK
109
Photocopiable activity
Reading
1 Ideas expressed in the article as to why (here are still (ewer women than men in senior management posts: women are more likely to care for children; women fail to gei the realh stretching jobs; women lack networks; women find ii difficult to develop an image compatible wilh leadership; they du not negotiate fur themselves as much as men; the women decline top jobs when they are offered them
2 Suggested answers
Subjects uf paragraphs: A: business still male dominated; R: more senior women in lhe future; C: they fail tu climb die corporate ladder;
D: women lack networks; E: problem wilh leadership image; E: their uwil worst enemies;
G: women decline top jobs
3 1b 2d 3c 4g 5 a 6 1 7 e
Vocabulary
If 2d 3g 4c Sb 6 h 7a He
Students Book activities
Getting started
If 2 i 3d 4 ti 5 c 6g 7 j He 9a 10 b
The mdleenium generation
Reading
2 1 E hungry for quick results
2 C mure you ng people haw been striking out on their own.
3 A They have less baggage and can therefore afford to lake risks.
4 C capital for the taking
S В They define themselves by Iheir skills
6 D Yun can always go thick to college
7 F. intolerant of technophobes-
8 E most will freelance
Vocabulary
I less baggage 2 frenetic 3 obsolete 4 pervasive 5 places a premium on 6 mam 7 booming 8 striking out on (their) own
Job sharing
Talking point
Ilf 2e 3c 4a 5b fid
Listening
1 career continuity / (flexibility) 2 family responsibilities 3 rejoin (the I workforce 4 go for promotion a less training 6 overtime 7 more productive / work harder H start turnover
9 sickness absences 10 job functions
II communication (problems]
12 more experienced pa liner
How people led about their jobs
Listening 1
Views of the present Hopes lor the luture
Lee h sin ska D G
Ganesh E 1
Francrscd F 1
Darron c L
Jrvnkc в H
Vocabulary
1 I apart 2 going 3 stuck 4 go 5 run
6 dire 7 taken 8 good; cut
[Listening page 88
and fcn -Mhi-d tad. there ait more Имп a million people in this country participating in some son of pb sharing Miheme,» Its noi all ihai unusual, really WhM arc its advaniagcs and disadvantages* Well, for employees, if they have other things they want to du in life, for rxampfe. sing in a professional choir or do a university course as a mature siudeetr caififiL-QcnuQUiu b one of ihe main things in Its favour. You don't have co totally give* up one thing tn order io do something else and. white you're sai islylitg утюг nthcr longings, you can carry on working and earning a tiling. IVople who need lo juggle their jobs and their CilltlilY rvsporisibilities grt an clcmcnl of flexibility which lets them carry on working when they might otherwise not hr able- to. Similarly, people who have had lo give up wwking for one reason or other, can. through |ob sharing, tejutii liiv workforce in A way which they find practicable, er. especially If they can t work full-time.
There are a number of drawbacks lor employees First, for people who are a bit ambitious, job sharing lesswis yonii chance* c>f c limbing ihr corporate ladder. The way round this io ta pul in yoair CV alongside that of your job sharing veil league and gu lot pi uujutivji Oh a foini basis - and. ст. I his can work тегу well if boih people in Lhe partnership are performing well. Another drawback is that you're likdy to come in for less training just because rhe cost of sending iwo people on a course is twice the cost ol sending just one. Finally on this om\ youll probably never be paid uvenune. as each of you ь counted as a part time worker. and you never get up to the maximum working hours.
There are quite a lot of advantages for employers 10 |ob sharing Er. lo Start with , part-linn workers generally work harder than full-lime workers because ihey don't have to pace ihem-irlvts through an eighl-hour day or a five day week As a consequence, job sharers tend to be more pmshldht. «id ihfe can refleri тегу favourably un the overall profitability of a department. Also, job sharing «heme* can ruake rhe difference hriwrrn employers goiiw off somewhere else and staying, so staff lumen1 er on many occasions is lower In companies operating ibe*e scheme*. Another thing: because job sharers have ihai extra flexibility iij look after sick children or parenis, ihey> let* likely 10 take sktaress abscnics than lheir full-time colleagues. Finally, io ... to wind up, I'd ben er |uhi pen ns oui lhe difficulties for cmplcvrrs when thev want to implement a scheme Like this, and it s not песешгИу easy to do. even with lhe best will in the world Because job sharers sometimes don't see each other, it can mean that |дЬ functions suffer - er. a task started by one person may not be continued by the oiher, sc ii lakes longer id complete. Abo. bccflVM* working hour? arc differunt». Ьоээст mey nol see rhe employees on rhe scheme regularly, and this can fead to cutninuiaicatipn problems Finally, there's the training problem mentioned earlier and lhe costs involved in training two people insread of one. There is a way round this, which is io get the moi£_£Xjsnent£iiралли to train up ihe less experienced one-
However, I think that where employers and employees are willing io make the rtfort. fob sharing can br a very positive experience for everyone involved and well worth giving a iry. Thank you-
^Listening page 89
Prmster: In today'* edition o( The Lowslou^. we talk about work and bow its changing. To stan with, we invited live pcopte Ironi around the world to our studios to talk about iheir present jobs Md iheir future ambitions, Here are some of the things the)' said.
Lednlmka: Well, my name'» Lechilmtai. and I’m an industrial ctectrician working in a large food-processing plani in Gdansk in Poland.
Basically. I like my ph, apart from Lhe smell, bui you can’t have everything, I grl an pre«y well with my colleagues and I ihink they 're pretty good io have placed iheir confidence in me, being a woman doing what's traditionally a man’s |cb. Qti lhe uther 1ш1Ц1ГЛ1.1ы1йЛ selling. what s the going ше lor my job tn ihis pan of the world, and unless 1 get a more cumprtitrvr wage. I Ihink I'll soon be moving onr because 1 ihinL Wilh my. ikiili. 1 Cuuld лыКе a bsllEi living bi'ing sell cmgiOTKl-1 mean. I can t see myself working for ihem forever. even ihuugli I like lhe social side of things there.
Ganesh; I'm Ganesh and I work for the Endian subsidiary of a Swiss inulilnaiional as a pay clerk. Er. the job doesn't sound too exciting and ii tanrt. I've been tn H for д few year? now, and while compulirrisatLon has meant big changes tn the way we urork, Lfetl Till Muck in д rui дди! stagnating. Il's a son ol fetiLng of ТШкЕ a pay clerK. always a pay deik rm in my early thirties and with not too many commitments - I mean. I can easily make end* mrri - su [ m thinking ol doing one ol those distance-learning courses where 1 can convert lo being J orwCT accouiiliuiL rather than what I'm doing now-
Fnincruca:
Налип:
irenke:
My iidnie’s Francwca Morelli. My parenis are Italian, though I was bom and brought up in South London- Recently I've moved io Ртедшг. where I work as a loss adjuster for a big inwance compile and don t get much chance lo wmd down, noi even ai weekrndH, because they give nw a mobile phone and I’m expected lo be cm cal]. Working hours are reasonable. In faci. bur ihjf mb is pretty high pressure, and I sunKrtinm worry ilui in lhe long run. Ii will affect my health. Weil, basically I enjoy H. but I think LpfftbiblxjKHU break iiom к. (ос a year oj so to take slock - jusl temporarily, I mean.
My name’s Darron Cereal, and I do temping for an agency just filling in fur people off sick, or on macereuty leave, or when there s a rush on. The place I'M working al lhe nwmenl is pretty dire, actually - I mean, м ppg seems lu speak to tmyyjaca imd wlim Lim sIvl complain - but. in general, I like temping because it suits my litesiyle. I can wrwk when I want co work and J can concentrate on my career when I'm n<rt. Er. in case you don't recognise me yei, Гт an aspiring actor waning for my big break, and this fob makes ends meei b«ween rhe bli-pares Гт gelling offered al lhe moment. My dream is to gd taken Qn bv lhe Jtoyal Sihikesttedie. Company and work far than liLI 1 retire in 40 rears' tintc ’cause ihis lemptng wall become a bit of a strain if I carry it on for too long.
So, Гт Lrenke. and I'm from Hungary. At prewnl, Гт working as a Iniiiter tiockbrokrr wilh a big firm in Budapest. We don't slop and ibere4 kgs o< exdteineni because Гт buying and selling millions uf euros' worth of shares every day. i chink mv boss аниетуШа шу too much, which annoys me. ] know he’s worried rlk nuke a mhttake. bur l haven i so far. Sttlh 1 suppose n s tils responsibility IT J do. The money ’a gcxxl because we get a cut of the profits, and when I’ve made enough, ГИ probably L1WA ШУ own to), hut jMfhjpa пм a stockbroker's.
Productivity
This unit focuses principally on report-writing. Students also learn vocabulary connected with productivity and grammatical structures to express cause and result In the related Grammar workshop, they also revise modal verbs for certainty/urcertainty.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table belowj
ВЕС BULATS
Reading: Productivity ai Magro Гоул Rearing Pan 6 Willing Part 2 Reading Part 2 Sector 6 Writing Part 2
Listening: Productivity concerns Listening Part 3 Listening Part 4
Speaking: Productivity concerns Speaking Part 2 Speaking Part 2
Speaking: Manufacturing and services Speaking Part 3 Speaking Part 3
Writing ManiAfacfowig ano1 services Writing Part 2 Writing Part 2
Photocopiable aotrvrty Reading Part 2
Notes on unit
Getting started
Productivity is nol the only indicator of company performance - others are (for example): share price, market share, turnover» profits.
Speaking: Productivity at Magro Toys After they have looked Ji the charts, but before they discuss them, ask students lo:
• look at the Useful language
* do the work on modal verbs in Grammar workshop 5.
Reading: Productivity at Magro Toys
* As a follow-up to this, when students have done rhe writing exercise at the end of the unit, ask them to exchange reports and correct errors in each other's writing.
• For a reminder ot formal.''informal style, see ihe photocopiable activity tn unit 11 on page 68
Listening: Productivity concerns
When students do the йгя! task, encourage them tn listen dso for the ideas expressed, not just for the vocabulary items. then, as an alternative:
* encourage them lo try to answer Lhe multiple-choice questions before listening again
* play the recording again for them to check their answers.
Speaking: Productivity concerns if you want to treal this activity as exam practice: * ask student# io choose one of the three topics • give them one minute to prepare their talk • give them one minute to speak on the subieci to their partner
• meanwhile their partner should listen and think of a question lo ask about lhe talk at the end.
Getting started
Work in small groups. Brainstorm a list of factors which can limit or reduce productivity in a company |e.g. telephone interruptions, out-of-date equipment, etc.).
Reading
1 Head the following statements (1-9) made by different employees, Ignoring the gaps for the moment, What are the factors affecting productivity mentioned in each case? Are there any extra ones which are not on the list you brainstormed? 2
1
' When I canned Dirt a survey of our staff rec anlly, I found that nearly 30% suffered either horn ос с в sionai or chrome insomnia and admitted that in many cases rt affected their output and then behaviour when they were atwork. -Since tins is a condition which is offer caused bv workplace stress. rtwouta
к seem to me co be something el a vicious circle.*
‘ I spent a week with vanous delivery dnvars and one thing I notic ed was that at some of then destinations, rather than |ust leaving the goads, they stopped to pass the time of day and have a cup of tea or coffee.
..........Then we would have to rec г wit untned and
\ quite possibly unreliable replacements/
Factor affecting prutaclivlty: W .
3__________________________________________
'Many of our offic e workers (i.e. 95% at staff | complained that we 'impose* new, supposedly more efficient computer programs on ttiemr withя-ui asking for their opinions. They then waste a lot of time struggling with the software..........'
Factor affecting productivity:.
4
/ Head Off ice is пев г the city c encre. which is where clients expect us to be. When I analysed our staffя home addresses •nd journey tames, I found that many had journey times of wav over ha If an hour to get from toeir homes on toe -outskirts and in dormitory towns to the erty cervtre, ar d in some cases well over an hour. This means that many amve tired and stressed
X before they have even sat down at their desks...............
Factor effecting productivity ..............
Factor effecting productivity: .......
1 was musing on gur productivity drive and it occurred to me that we put a tat of emphasis on staff productivity in general and almost none on managers' productivity When I think a bout it, most manage rs spend most of lhe day either in meetings or on the telephone........
'Frankty I stopped worrying about prod uctivrty some years back when we had one of those big shake ups and agreed to reorganise our workforce in teams a nd set them targets......... We set toem tasks
a nd we don Vworry about how much lime they pul into them, Payment by results, you see *
Factor affecting productivity:..................
Factor affecting productivity ..............
7
’ Why should I worry about productivity? I've gm my job. it s toe мте job Гv« been doing for more ths n fifteen years.................
When toose young m*nege<s com* along wrtfi their ideas on efficiency. I send them ewey wito a flea in toer ear. Quite honestly. I do my jnfe end I get paid for rt and to«‘$ all that matters. I tfoo’i get
•4 ash-are of the profits, w why should (worry about them?
Factor affecting pradMctiwrty! г......
9
Il's one ol Parkinson's laws, isn't it, which says that work expands to Ml the time a va<ia bte? Unfortunately, our bosses seem to tavo coftonta on io that one m a big way end i<ttie by lime ttay reduce the lime available lor various wks until we're running around like headless chicken^ ...........
1 love machines...........They do lhe work they are
designed to do at the speed their specifications say they will do it. They may breakdown from terne to time,but the te chnician will tell you immediately when they'll be up and running again Productivity goes up and up в s machines get faster and Faster. What more could you ask for?'
Factor aHecting productivity:
Feeler effecting productivity: ..................
2 Each of the statements (1 -9) has a sentence missing. Fill each gap with a sentence (a-i) from the list below.
a All they have to do is meet the deadlines we set them.
b For the same reason, many are unwilling to stay late when required.
c 1 know it inside out ami I do it well.
d It seems to me that much of what we di) tends to be fruSlratingly ineffectual, especially when we're so demanding with our staff.
e Several also told me that it had also been the cause of accidents and, on occasions, of workplace rows.
f The stress is tremendous and l*m sure the sick leave records would show that management's productivity drive is totally counter-productive.
g They never answer back or complain.
h This actually means they get less done, at least initially, than if they had continued wilh the old programs.
i When I pointed out to them the negative effects of this on productivity, 1 was told in no uncertain terms that unless they were able to take these breaks, they would look for work elsewhere.
Talking point
Discuss these questions in small groups.
• Which of the factors mentioned in the statements (1-9) du you think are more serious, and which do you think are less serious?
• What can be done to reduce the effects of productivity problems, do you Ihink?
Vocabulary
Match the adverbs from the statements (1-19) with their meanings (а-p). In soma cases more than one answer is possible.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
recently — on occasions in no uncertain terms elsewhere
quite possibly I supposedly al least initially (rust rjtingly especially frankly inside out quite honestly unfortunately little by little like headless chickens totally
from time tu tune immediately faster and faster
a coniplciely
b frantically
C gradually
d increasingly rapid
e it seems likely
f annoyingly because we don't achieve our objectives
g not long ago
h particularly
। sometimes
j somewhere else
к straightaway
1 they say they are, bui I don't believe they
are
m this is my honest and direct opinion (il may upset you)
n to Stan with anyway
о very directly
p l*m not happy with
this
Writing
1 Work in pairs. Write another statement of three or four sentences like the ones you have road, explaining a factor which affects productivity. Try to include several of the adverbs you have just studied.
2 Read your statement to the rest of the class.
UNIT 19 jTronl BrtwWii* Jlwchwrt by Guy BrootHirt <B Cuntmdy Uwwrrty ₽ши MOT
iRHOTOCOPlASlf J
118
Photocopiable activity
Goturtg started
Suggested answers
lack of equipment, uncomfortable office furniture and poor physical working conditions, inefficient office routines, long journey times for staff.
insufficient training, poor company culture, lack of incentives to work more efficiently, etc.
Reeding
1 Factors affecting productivity:
I stress and insomnia
2 delivery drivers having too many breaks
3 unfamiliar software
4 long, tiring, stressful journeys to work
5 meetings and telephone calls
6 (productivity measures not applicable because employees paid by results)
7 lack of motivation to improve productivity
8 the time given for specific tasks
9 lhe reliability of machines
Zle 2 1 3 h 4b 5d 6a 7c 8f 9g
Talking point
Students' own answers
Vocabulary
1g 21 Jo 4 j S e 61 7 П 8 f 9 h 10 m It a 12 m 13 p 14 c 15 b 16 a 17 i 1» к 19 d
Student's Book activities
Productivity at M agro Toys
Reading
2 14 2 of 3 were 4 yet 5 the 6 4 7 in Shad 9 4 10 4 Ilan 12 which 13 4
14 4 15 up 16 ft 17 4 18 on 19 are 20
the 21 4 22 forming 23 4 24 companies
25 be 26 4
3 1 were achieved, have not been maintained. was decided, was carried out, should not be allowed
2 lhe automation of our Villena plant, (he implementation of this decision, a reduction of payroll costs, increase in turnover, increase in wles
Grammar workshop: expressing causes and results
1 The introduction of a new computer system led to an initial decrease in productivity. However, as a consequence of an intensive staff training programme, productivity soon rose to recuni levels.
2 resulted in, gave rise to, resulting from, one consequence of ... has been .... this in turn has meant that .... due to
31b 2a 3e 4 f 5c 6d
4 Suggested answers
I Higher interest rates have resulted in cashflow problems.
2 Our incentive scheme for sales staff has given rise to a 50% Increase in sates.
3 One consequence of doing market research has been lhai. our products are even more suited to our customers.
4 New environmental regulations have meant that we have had in reduce pollution from our plants.
5 Due to the installation of new machines in the factory, we have managed to increase shop-floor productivity.
6 As a consequence of our staff training programme, our employees are making more efiicienl use of lhe computer systems.
Productivity concerns
Vocabulary
If 2g 3 h 4 a Se 6c 7b 8 i 9 d
101
Listening
I C 2 В ЗВ 4A 5 C 6A 7A 8 С
Manufacturing and services
Reading
I It expresses the opinion that manufacturing is growing and that this is a positive trend.
2IB 2C ЗА 4 D 5C 6 D 7 D 8C
9 С ЮС II В 12 A
^Listening page 92
Presenter Tbnight an Вилпсза Mighf. we look ai productivity. With rhe advent of Inlormation icchnobqgy, robots and the Internet, Lhe drive towards Increased productivity has become increasingly intense I have in lhe studio three production managers, each from different industries; Lee Kah Seng of Radiolux. a manufacturer of household appliances. Ferenc Kovfcs from Kovdcs Siwes, and Mike Drawn from ihe producer of frozen convenience foods, Uni free?». Firei, lrd like to ask Lee; should production managers always be looking for higher productivhy?
Lee: It's one of the factors, but really they should be
going for efficiency, reliabiUiy, quality. satisfying customer requirements and a whole range of requirements which are central to competing effectively. not rust churning our produns ar the tow«Ji pra&ihle price. In my company, in one factory, productivity actually went down quite sharply a year or so ago. Alarm bell я started sounding al Head Office, bui when they came for an explanation, there was a perfectly simple answer the gadgL'b wc were making were more wub ток jditert features. »o Lhev took longer to produce. Hui ihey met cusionaer ibeeds better and, while *r produced less, we shopped producing things and stockpiling them because we couldnT shift I hem qukkly enough. Our activities as a provider of unwanted goods with excess production capacity were cut short, and everyone was happier! So nor productivity Ls one of ihe facioes 10 watch, but it's not lhe tM>alLand-cnd-all of a production manager's life.
Prcwnlen In today's highly complex world, how reliable ire traditional ways of measuring productivity?
Let; Quite unreliable. You know, you're measuring output per worker, bui in an industry like ours where we’re cnnM.inily innovating, la rye numbers of пыл hours die swallowed up m iky.eloj?M lhe prvdiKL
designing, preparing and tc«ing the productron lor ihe neytjjjlqjImul
d$3cmbiy line, and so on. h's a very complicated humsSL wbrthm доте usa <.\m like months or vmfs. and in other cams be tampdfaLively quick- You have abo to take Imo accouni (he parts yuurll need to buy in. get these designed and budgeted for and ordered. 5or with so many people involved in the process, productivity measures are bound io suffer.
!*resenten So whai would you rare аз ihe best measure* Let Well, we've gut to book jl profitability and wtan we can bring to a product to make it worth buying ai a price which is In e<un ил revenue, I suppose. Though this may involve a hiss of productivity acid an Intre.uw in the Hine it takes per shop 0oor worker lo produce each product. Traditional production managers u»ed to be very much product-led in lheir attitude to how the company should be run, bm mjycd on (ram there and bctaim: дюк ccnLml ин biiiigiiig ihe piud^ci ш Ше-еЫ-ше! when and where ihcv warn it, And measures ot how successfully and co,n5lgienilbf..youcjd do ihai are whai 1 would rale mosl highly. TWs, alter alL whai’s going in keep you in business and add value to your company
Presenter: Ferenc, what's your view on this* fcrrnc: Г in also preiiy scept ical about producliviiy
measures. TtoubSe js the> lend i<? measure whai s hiuoaittl rdLbcr (tun whaks Ьаоряшц. and il takes up a whole load of your time and lead* to nothing useful even I hough you have to be highly trained lo understand them. You could probably make ihe ыте or fierier decbions without them On the other hand, Гт a big fan of aulomalron [I s lakcm over a Itol of Lhf more unpleasant manufacturing |obs and made us less rdiani on the vagaries of lhe labour martri. Il has its downside, of course, like anything else -you know, lechjiiral gilkhes. need io hire more expensive technical operators, that sort of thing, which all mein that very olicu vuu re тЛ auvinx an production tests at dJl. you're lust stream-
Presenter; Mike Drawer?
Drawer: Gan I |tist come In here 10 $ay That I think there's a serious hazard involved, in industry's collecnve fascination, as lit деепи io me. with productivity Productivity increases arc usually al the expense of jobs, as. companies replace workers wiih obrdirnl technological marvds. Whit happens, though, <□ all thow depressed redundant workers* Dm of a k*b and no tncmey 1o spend. Unlikely 1o find another job because conipaiifes prefer machines or oviw^urcing, so they srop spending because iha' v-e get nflduna io avtnd and* hey отели, we've Iwi our customer base!
Prewitier: But BnT that bang a little .ilannisi?
Drawer: J don'I think so. But to move onio another point: iLl^i01ourauLlis(КЖОЙСin л de byusJl aLL
liui-Job m jnodtfu aoecUiBi Jtuducen and then buy И in according Co demand, It allows us io switch products, Innovate relatively cheaply, siitre we don't haw to retool and concentrate on marketing the product, an activity where prodacifrtty measures are largely irrelevant.
Pmcnttr: FereftC КпуЛся. Du you Hi in к productivity has л ceiling, or will it continue to grow?
Rrcnc: IHI grow, and in Europe НЧ gut to grow. I Лоп’г know if there's some great new thing on the horizon like rhe internet has he*:i In ihe tat len years, and outsourcing will undoubtedly erode our manufacturing base, bur [rm quite ашг Uhi1 sroncr от Later cjuplavmcnl regulations in turupe wdJJtwve w change, to make н easier io bin: and tire wikas. icdwx their holiday time (as has happened in lhe United Scales|. otherwise we just won't be able to compete, and productivity, you know, Is really about making lhe product in the cheapest and most efficient way and increasing profit margins while giving CttMOtfnm the brsi value Гог money possible.
Presenter Gentlemen, thank you. And now lo Fiance, where the French prime minister appeared cm television last week to announce a shake-up in their tdccomrriunicatmns anduslry
UNA
Staff negotiations
This unit has the format of a case study where students follow through a scenario of redeployment of staff at an insurance company. Students study vocabulary connected with industrial relations and study variations on conditional sentences.
Although none gf lhe tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them [see table below).
ВЕС BJLATS
Listening: insurance Lstenng Pari 2 Listening Part 3 Section 1
Heading' Trgveisafe Лпзигалсв Heating Part 5 Reeding Part 2 Section 3
L istening: Horse-f/acfrjg л? Trgi'efcflfe Jtnsciranoe Listening Part 1
Photocopiable aobvrty Writing Part 2 Writing Part 2
Notes on unit
Getting started
Hee are some additional questions you could ask to 'allow up lhe discussion:
» How mobile do you ihink people should he prepared io he when looking for work, or if (belt company relocates?
• How can companies L-ncouragc mobility in Iheir staff?
listening: Travelsafe insurance
4s an alternative treatment, you could:
* play Wendy's part of the recording and ask students to identify her complaint and demand
* tell students that Demltri's complaint is Л and Ins demand is J. Ask your students cither alone, or in pairs., IO whir what they think he will say (remind them that he probably won’t use the same combination of words as in lhe lists of complaints and demands)
* ask them to read out what they have written and then listen lu compare it with the words in the recording
• ask them to work alone and write one complaint and demand, using lhe ideas in the lists, but expressing them in different words
* ask students to then read their complaint and demand to the rest of the class, who say which ideas from the lists they titpress
• finish off by playing the rest of the recording.
Reading: Travefsafe Insurance
if ум have students who have experienced company restructuring, ask them lo talk about ic.
• What was involved?
* Haw was it handled?
• Haw did staff fwl about Itf
Grammar workshop: Variations on conditional sentences 2
As a follow up to this» you could give your students the Gelling started exercise from the photocopiable activity an lhe next page.
Role-play
* Allow plenty of lime for ihis, probably 50 mini лея in 101,11.
• In the negotiation in Step 3, icl) the negotiating trams ituiL the objective is Lo reach agreement, not deadlock. Otten in negotiation role-plays students become too competitive and unrealislic in rhe way they play their го1ея
Getting started
1 Match these phrases to make conditional sentences which might be said during a negotiating session between staff and management representatives,
1 As long as we keep talking, ‘"-ч.
2 Had you offered us that percentage last year.
3 [f it were not for the economic downturn.
4 If you agree to raise productivity by 5%.
5 If you give all our members permanent contracts,
6 If you were to offer us 5%,
7 In the event of a deadlock in these negotiations,
S Provided our members vote in favour.
9 Unless you accept a 5% cut in the workforce.
a we won't be able to meet your demands.
b industrial action will unfortunately be inevnah^
c we might have accepted it, but inflation is highr this year.
d I'm sure we'll be able to find a solution which a acceptable to both parties.
e we’d be making more profits and we'd be in a position to make you a more generous offer.
f we'd call off our planned industrial action.
g we’ll accept some of your flexibility proposals.
h we’ll raise your salaries by 3%.
i we'll sign the agreement.
2 Decide which Of the statements above (1-9) would have been said by the following people, A, В or C
A Staff representatives В Management representatives C Either
Role-play
1 Read the background information and complete the notes on the right.
SFLAG
SR. AG is a large manufacturing company basedin Klagenfurt, Austna,with a workforce of 7,500 people and two factories in the city. They produce bearing sand other components for heavy machinery and have been in busmess since 1947. They have a loyal and hardworking workforce in a region where the cost of living is 15% below the national average. The company's order books are full, with sales lest yea г of 400m and pre-tax profits up 20% at 90m. Their salary bill, excluding members of the board, was 150m. The time has come for the annua I pay round. Taking intoaccountthe company's healthy situation, the company's staff representatives have prepared a high pay claim. Management are keen to keep the goodwill of their workers, but at the same time they also have to ma in ta in the competitiveness of the company, as well as profitability for their shareholders.
ЯЛ AG
1........
Rrstfrf wr 2 b.....
Tumovmrr 3 ......
Phs- Ыл pnsflter 4 ......
Nd < mplpywe. 5 .. rrw,
2 Work In groups of four and divide into pairs. Each pair works together- One pair takes the role of management negotiators and the other pair the role of staff/union representatives.
Study your rote card and take between five and ten minutes lo prepare your negotiating position with your partner. While you are preparing your negotiating position, decide on the following.
I What bargaining points can you make?
2 What leverage do you have?
3 What constraints are there on your position?
4 Whal is your bottom line?
5 How would you be prepared to compromise?
3 Work with the other pair and negotiate a work agreement
120
( Г.гнп Baamfsr flencMrad: by jj.y alrooli Кдп ill СипЬгмдп Univo'irtv PFms ИМ?
UNIT 20
-Vriting
1 Write an email to your colleagues (fellow managers or fellow workers), summarising what you agreed In your negotiations.
You can start your email as shown.
2 Compare your email with other students' emails. Decide which pair got the best deal.
Dear colleagues.
I am writing to inlorm you about the results ol...
Management negotiators
Present conditions What you can otter Estimated cost to the company
Working week 42 hours 400003 €l.$m
Paid annual leave 20 working days per year nsang after three years’ service by one day a year every two years to a maximum of 25 working days oer year (i.e, after 11 years” service^ 22 working days per year rigirvg to maximum of 2fi €lm
Salaries 5% below the Industry average 2% increase «3m
Annual increments on а 10-pomt scale, subject to performance no change «0
Wtxking hours 8 a m - 5 p.m. with a one-hour lunch break at 12.00 a m. and two 20-minute breaks at 10.00 a.m. and 3.00 p.m. flexible start and finish times; possibility of working through lunch break €0
Benefits health insurance, sports facilities, subsidised canteen Performance related pay of up lo 5% of salary, depending on performance <?
Staff/union representatives
Working week Present conditions 42 hours What you want 37 hours
Paid annual leave 2d working days per year rising after three yeans" service by one day a year every two years to a maximum of 25 working days per year (i.e. after 11 years service J 20 working days per y&ar rising to a maximum a( 25
Salaries Annual increments 5% below the industry average on a 10-poinl scale, subject to performance 10% increase on an automatic 10-point scan ll e not subject to performance)
Working hours Benefits 8 a.m. - 5 p.m. with a one-hour lunch break at 12,00 am. and two 20-тгиле breaks at Ю.ОО a.m, and 3.00 p.m. health insurance, sports labilities, subsidised canteen flexible start and finer times; possibility of working through lunch break annual bonus equivalent to 5% of profits
Photocopiable activity
Getting started
I Id 2c 3 e 4 h 5 g or i 61 7b Я i 9 a 2 1 C 2 A 3 13 4 8 SA 6 A 7 A 8 A 9 В
Rote-play
1 ] 1947 1 Klagenfurt. Austria 5 €4D0m
4 еадт 5 7,500
Student's Book activities
Truvolsalc Insurance
Listening
2
Complaint Dementi
Wendy H I
flemiiri A J
Nalinc F p
Claudio C к
Toya В M
Vocabulary
lb 2c 3a 4g St 6 h 7 <1 Bl
Grammar workshop: vara^pns on ctwidibon^f se/we/ices 1
I a, c, d. e
2 b
3 in the event of, pivvided (other possibilities: prni'iding, .ruppose, supposing, imagine, an tang as, unless, on condition rhur)
4 a
5 b
6 e
Reading
2 1 part 2 view 3 This 4 by 5 abcrve/earlier bin 7 tor h more/deUlls 9 durlttg/al/in
10 have/make/offer
Grammar workshop: vaneffons on coodifonai sentences 2
11c 2 h 3 b 41 5a 6g 7 d Be
3 Suggested answers
I „, not been given promotion.
2 ... I'm given more responsibility.
i ... the amount of work he has io get through.
4 ...a factory closure.
5 „, I have a chance io pul my training into practice.
6 ... he's given a pay rise-
Horse-trading al Travelsale Insurance
Listening
1 2096 / twenty per cent 2 financial incentives
3 salary increase 4 one off payment 5 paid leave
6 legal entitlement 7 outplacement service
Role-play
2 A: 1.2.12 B: 10. 11, 13 C: 3, 5, 6 11:4,8,9, 14 E: 7, 15
GRAMMAR WORKSHOP 5
Reference devices
I does 2 one: It / Another 3 done so 4 thus
5 One; the other; The former; The lalter 6 This/h
7 This/It
Modal verbs to express degrees of certainty
I can‘1 have been cancelled
2 should/musi have arrived
3 may/might/could be
4 can’t be losing
5 must be holding
6 must have dialled
7 might not / may nut / сап I have had
8 should find / must have found
Variations on conditionals
1 If it weren't for the view, these offices would be perfect.
2 If it weren’t for the transport costs, I d place an order.
3 If the staff were to (go on) strike, lhe company would gn bankrupt.
4 Had management been ready io negotiate seriously, there would have been no problem.
5 In ihe event of an inieniipilon ln/to/of our supply chain / In the event of our supply chain being interrupted, we ll need io be able io source alternative parts quickly,
6 Providing you pay me overtime. I'll do the extra work on Saturday morning.
7 As long as we replace the part, the customer has promised not lo complain / the customer won't complain.
Я Supposing they raised the price, how would you react?
. stening page 95
-тгег: Hi, Wendy, have you got a rew minutes*
л end у z Er. suit. Pile, You roc my mail, then? ^tw: it* ah, and I'd just like co clarify a few things
before my men Ing, with miiutgrmmi ikju week What exactly is il you want? Ji wasn'i terribly dear Imin your nnail
Wrndy: Sorry ] wrote it in a bh of a rush. Um, my poini is that we’re all working round the clock here to make this company a success, and management ctouTyave any sun ol atiuwwltdatmttii of uur haid_wack. I mean, for what we do. ] think wc лЬшМдЦ be iitoved.WLAiKnm un Lhe pay шк-1 mean, if il weren't fur us, this company would fold overnight wouldn t 11?
Мег I agree with you and, cr, FLJ pul il lo them, bui 1 don't ihink they'll jump at that one. Thanks anyway, Wtendy
^eter: Er. Demilri.! was kwking at your comment before the meeting we've got with management next week. Could you bilk me llimu^i il. ptalttT rvmltrl: Sure, Rete. You know lhe rumours aboui plans to open officer m other parti of rhe country? Wil. I know they Те onty rumours, buL before they become rwlKy, I Lu« want to mv llut 1 dvu'l идщ mte relocated to one Qi those J8диш my will. I пнчп, Гте gut my home aiwt family Ufa here. how, had the bosses spoken co us about this possibility, I d have told ihtfffi whal I thought, but no doubt ii never occurred to them, because ma ask m, hfuj wt'ic ktl tv hut Liadei the irolLar and channel um tamplamh through you It s than whu sbuuld be askhui uu i?urjy2intonL^^
Arter Er. Ih.uiiks, DenMlrt- SO. er. next week 1 mmti go into Lhe meeting and demand a complete change In tnamgemem мук! They'll love ihai! But you're right, of course.
Peter: Hi, KaJinel
Saline: Hl. Pe<e. Here for one of your chats by the water dispenwr
Peter: Well, н seems a convenient moment. Гте, um. gol this meeting wilh nianagemnit nexi week. What was your email all about*
\altnc: boinemmg winch j кН Of U» Ihink J iwiy tHg issue round here. Wfr’w got all this newly iiiAialied elect rival and electronic equipment in lhe building, and no one seems lo have much idr.i what H's for, but my question Is what Would we do in the event ol a fire? And by the way, I ihink there's quite a good chance of one, the way
this place is wired up. They could at least show us whal to du, дЬ г кгше Lime co bask >aW protedurgs and buw to get out uf LtuE Lrc Hap, don't you ihiklkt
Peter: Erm, you're right there. 1 was going lo bring that
up anyway, hut, er, thanks all lhe same. I'll let you know what they say.
Prlcr: Hi. Claudio, cr. is I his a gnixt mumrnlf
Claudio: Good as any What brings you to this remote workstation on 1br 7th floor .. Prte, isn't li?
Peter: Thai s right. Ybur siaff rep.
Claudio: Now I know why you're here- И1 ih.u email I sem you a week or so ago, isn't it?
Prtcr Thai's rqdn„ Ьесшде we’w RPi rhe meeiLng wnh management rwxi week. w. um. could you fill me in a bit?
Claudio: fee, l ‘L! tell you What I Like- to do is gel my desk cle.tr, know what I mean? And as a result they keep putting more on my plate, h's not as il lrm jwrw to a bli of hard work, but i do fed that L gel picked on just bccaure Гт J Last wuikrt, 1 шла!Ъе iuray io dtp all this provided otlm people ттс bring asked lo d<? Llic мшг diitouni-Bui lhe яыпддед give the hard workers bkc mvsrcif extra stuh tu du and UiCY tiever J think that if thej* were, io ыу something, then Lhcr d have to put Lhcii money where ihtu muuih H and sixe us^l bunus- But as long as I'm not passed over when ihr nett round of promotion comes along nejti year I'll be happy. \tou got that clear?
Ptterr Thanks, Claudio. Pretty clear, er, and it’s not me you should be angrv with, you know,
Peter: Toya! Itou gut а пи?7
Toya: Hl, Pei-e. Long time no see. You been on holiday,
then?
Peter: Lr. not exactly. I've been completely caught up in a new projeri. Now, t ... I warn to consult you about lhe meeting with the bosses nrxS week, following your email.
Toya: 0hr right. Well, yes, it .. il's next such a big deal
really, Pete. LLmL&et а Ы1 fed up with haying the bosses breathing down my neck all day, and ihai go« for all of ua round here. We wouldn't mind il if they rust let us gel on with Uiiugs niMtad of
I mean.
I'vr been here a few years now and given the circumstances, I chink ihai ihey should know ihai mv work is cumislrntly tip KO KfttCh. don't you? ймег: 1trya, you're not the first person I've consumed who
is Iwking for Л change to itLwuflen^nr style. Stilt, i'll find a way of suggesting some changes. I s'posc.
Grammar workshop page 96
Man: Honestly! They could have given us more notice
inwe.ixi of wringing thb an us almost at (he Lasi moment! Really, those managers seem to live In their lvwu little world and have very little idea of communication I mean, Ln my case, had I tamrtt 1 Wfruldtfl Ше bawtto. i new hguare hm iusl sla months ago!
2
Woman; For me personalty, it would be a big upheaval. I mean. er. I've got my kids in local schools and so on. On the other hand. I guess several people in my dcparunfiDi would be inivietLtdJii relQ^mg Д.Ин: ымпрдду were Ш айы lhe right package, h would have to be ргепу допетой*. I hough.
5
Man; Tlii* is the si*th iob I've had in five years and I've really had it up lo here with these shortterm contracts. I d iunm al lhe chance to mow, providing J was offered some sari ol ретпшиш comraci, bill I gue«* it’» just a* likely that thry’D just lay me off instead.
I
Woman: Well, you know lYavelsafe’s quite a small, limited place for someone who's mterrated in building a career, and Eiiiegdid. [1ъь is- a gi eai uppvjluiuty to go to д big nt? mlh more scope if it weren't for the fact that I have all my friends and family |_m this m
5
Man: Actually, I'm origin,!IIу (тот Liverpool. as you
know, w for me lhe thing isn't as awful as some people seem lo be trying to make out. I'll hauDkly горус back to Liverpool- а* 1дп& as L m giteiijufisrvmJLiflb as an incentive Ybti mt. I want lo gel on and Гт nof prepared 1o move just for rhe sake of Ii.
6
Woman: My line manager told me that they had theii ev* on me to move to Glasgow and lhai I 'd gel a pretty decent promotion if I agreed to go. Гт not shut 1 like the way things air being handled, with people being taken on one side Like this, bu-anyway, арап from promotion, lrvr tokl him ГИ aaly шоу# ta Glasgow cli MudiLkm Lhai they .1» wt4L because Гт not prepared 10 end up out of pocke? as a result trf all this, rd have to sell my house as well, you see.
7
Man: Гт quite a lowly employ etc in the hierarchy of
TYavelsafe Insurance and frankly I’m no< the principal breadwinner in my household. That* my wife, who's running her own business here in Lhe town L mean, it if weren't fur mv wife's job- I dAOiiiiiferjnuviDg._лдаяЬЯяу, but as и is. I tan’L expect her lo close down her company and follow me. Thar would be totally ипгежмиЫе.
a
Woman: The (rouble i$. most of Il’s Ы111 lust rumaunk yvu know. Hnr instance, one rumour rhai4 been going lhe rounds is that (hey'rr going lo close departments here completely and open them again in places like Plymouth, 1 don't honestly know how much truih there is Ln the rumour, but 1 must say that щ Д1С ЕТ£Щ ц{ щу тйгс dgpdjiamn being readied, LU mave ичШ ihvm lu Slav wilh tlae learn That's if they all aRire lo go. of course. Which is unlikely, I guess.
_istening page 97
frank; So, Prim 1 calkd you in lo jUM H you know in advance what our plans are for reformulating ihe company,
Fwter: OK, Frank, go ahead. I'll lusl lake notes and listen at this
Frank: Fine. Firsts I'd like co scan by saying chat this reformulation is an expansion of the company and an expansion of our operations Our total projected number of staff is sei lo rise from 450 io 600. although a certain amount of decentralisation will lake place as we open otflces m different dues, and so there will be a certain amount of cutting back here at out head office m Norwich, where we plui lo make ails of 20% - that is. 90 out of our 450 staff. However, that said, rd Like to stress ihai nobody 'll be oul of a job unwillingly We d like a maximum of 60 employees io go to our new centres in Glasgow. Liverpool and Plymouth. and we’ll give them financial incentive? io do so. lb scan wiih, anyone tranifcn will get a 5% salary increase straightaway, independently of whatever post they irarufer to. Also, we know that there ire a lot ul costs involved in moving to another part of the eouniry - you know, buying and selling. houses and so on, so we’re prepared to foot the bill by giving a one utt DJvniCLil erf Л2ЛКЮ Co anyone who goes to
make sure that they're rwl out of pocket. Finally, to cover rhe time Involved Ln uprooilrxg themselves, all these people will get two extra weeks' paid leave when ihey transfer. We are, as you see, keen to gel expenmeed and trustworthy Mall from our head office into our new operations.
The cHbcr Aspect erf cnir reformulation is for thew who don't wane io or can't mow, and here we re offering totally voluntary redundancies for pevple who want the opportunity for a career change or a career break What I mean is to arrive ai the correa number of posts, well pay people to leave to the lune of one month's gruss salary m год of their legal entitlement. In other words, if they were to be made redundant fw other returns. they’d ger whatever the law states, bui well give them a month extra on top erf ihai And io help them find a i»ew |nb If they wish to, we'l! provide an outplacement service entirely free of charge w ihai ihey can do ro.
1 do want to emphasise most strongly ihai wc want io make ihese changes with a maximum ol goodwill and a minimum of friction. Now. Peter, what's yvur reaction? Are there any quesikons you'd like to ask?
Corporate ethics
This unit concentrates on business ethics and Corporate Social Responsibility. ft also features fair trade as an alternative business model Students work on adverbs and adverbial phrases and revise the grammar of definite and indefinite articles.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skilis and practice needed to deal with them (see table below).
ВЕС BULATS
Reading.. Corporate Sotxnl Pespcxnsiti^ty I’CSPy Raadng Part 2
I tsiening: Fair trade Listening Part 3 Listening Part 4
Taking points 1 & 2: Fair trade Speaking Part 4 Speaking Part 4
Writing: A proposal Writing Part 2 Writing Pert 2
Notes on unit
Getting started
ля an extra leed-in in help develop lhe idea of CorpcrdCr Social Responsibility, you can. ask/elici1 what sorts of scxial activities large companies engage in le.g. benefits programmes for their employees, charitable foundations, environmental protection, etc ).
Vocabulary 2: Corporate Social Responsibility (CSR)
As a possible follow-up, ask students to write their own sentences to give examples of how these adverbiab are used.
Talking point: Corporate Social Responsibility (CSR)
As a follow up, if suitable. ask students lo prepare a short presentation an CSR. in lhe organi.MIion where (hey work/sludy. Tdl ihrnr
• they have about one mi nine to prepare iheir talk
* they should then speak Lo a partner far about one minute
* iheir partner should listen and ask a follow-up question al rhe end of ihe talk.
Listening: Fair trade
As an alternative treatment, you could ask your students to work In pairs and;
• read the multiple-choice questions and decide which Is the most likely answer for each question
• imagine that they are Professor Hill, they then prepare a presentation of, say, two minutes on the su bject of fair trade, in which they include information and arguments which will produce the answers (hey have chosen for the multiple-choice questions
• combine with .mother pair nf students and take turns to give their presentations in pairs (one student gives the first half and (he other the second half of the presentation]
• the students who are listening choose the answers from lire alternatives offered in the multiple-choice exercise
Vbu then toHow this by playing the recording, which is treated as a normal listening exercise.
Talking point 2: Fair trade
As a follow-up to lhe talking point, if it hasn’t already arisen in discussion» you could ask students whai benefit there is for business when poorer countries become richer. (Angeted оляыег ff creates mortar /от ткВ. though /he dcni’nsiLte яшу be f/iar t/ie totonr Г/iey emjriv ftae tmwccy more «pewit* uod ffawjbre driws Лштг pnrfii maigins for goods said ш лс/шг counfries J
Writing: Д proposal
You may have Ld elicit some of the paints to be included In lhe welling task (e.g. beneflw to companies of ethical trading: improved image with custamers/palentiaJ customers, more loyal or motioned workforce, inaeeaed customer base, more sustainable supply base. etc.).
This is not a photocopiable activity, so you, the teacher, will have to conduct it. (See the suggested procedure below.)
Suggested procedure
1 Divide the class into two, three or four teams, depending on class size,
2 Ask each Irani a question in turn from the list below. (Your students will know some of the answers from studying this course, but not all. Other answers may come from their general business knowledge.)
J Award up to five points for each answer depending on:
* how close they are lo the answer you have
• how well they express the answer.
Use your discretion when awarding points.
4 If one team cannot answer a question, pass it to the next team as a bonus question.
AJtematrvoly, you could continue asking the same team questions until they cannot answer one. At that point you pass to the next team,
Question Answer
1 What is‘cashflow’? The amount of money moving into and out of a business
Z What is the'marketing mix’? The variety of marketing activities including product price, place and promotion
3 What isa ’non-executive director'? A director who does not have an executive management rote, re be or she is not involved in the day-to-day running of the company and has more of a consudatrve role
4 When does a'receiver'have to be appointed? When a company has gone bankrupt Ithis person sells the assets to pay the creditors!
5 What a re‘fixed assets'? Equipment and land owned by a company
6 What is the 'ba lance sheet*? A statement that shows the value of a company's assets and its debts
7 What is a‘hostiletakeover bid ? When one company tries to buy enough shares to take control of another company against that company’s will
9 What is a'majority shareholder’? The person or organisation which owns the largest number of shares in a company
9 Give me another expression which means'stock ma rket’. 'Stock exchange'
10 What is a 'fixed-ierm deposit account’? A bank account where yoy leave money fora fixed length of time and you are paid interest on rt
11 When a company goes ‘public’, what is it doing? Selling shares on the stock market to the general public for the first time
12 Explain the difference between a 'wholesaler' and a ’retailer', Wholesaler: someone who buys goods in large amounts and then sells them to shops end businesses; Hetoiter a person, shop or business that sells goods directly to the public
Question Answer
13 When a firm goes'upmarket', what is it doing? ft starts selfing mare expensive, higher-quality goads
14 What is a'price war'? A situation where different companies compete with each other by towering prices
15 If you г c ompa ny tries ‘b rand stretch mg', what is it d oing? It is using an existing brand name fora different product in the hopethat it will help sell the new product
16 If you are trying 10 break into' 9 new market what are you trying to do? Start selling something in a market which is different from your existing ones
17 What is a 'premium' brand? A high-quality brand at the top-end of the market
18 Are overheads liabilities? Yes
19 What is'bookkeeping? The job or activity of keeping an exact record of the money that has bean spent or received by an organisation
2D What is a supermarkets 'own brand'? 4 brand with the name of the supermarket on it
21 Explain whatismeantby‘economies of scale'. The advantages a iarge business has over a small business because it can spread its costs over more products
22 И you'hedge'your inuMtmews, what are you doing? Protecting yourseH from toss by in vesting m more then one thing
23 What was the dotcom collapse'? When internet businesses want bankrupt in 2000
24 When a 'bill of sale' is payable 'at sight, what does if mean? It is payable as soon as the correct documents are shown
25 What do you call the time between the decision lo develop a produ cl and the time it a ctu ally a nrives on th в ma ricet? lead time'
26 What is meant by 'self-employed1? Not working for an employer, but finding work for yourself or having your own business
27 What is a 'f ran chise? A nght to sell a company's products using the company's name
28 What is в'merger'? When two or more companies join together
29 Whatis a 'point-of-sale display'? 4 display of a product for promotional purposes in the place where it is sold
30 Whatisa 'cut-price' product? A product sold at less than its usual price
31 Wh at is a market called when it is lor a vary specialised product? 'Niche market'
32 Whatisa market called when it is a market that most consumers are interested in? Mass market'
33 What do you call the loan you take out to bury a house? Mortgage'or home loan'
Question Answer
34 f you pay a fixed amounts very month for your house or car, what do you call this fixed monthly payment? 'instalment'
35 What is a 'tax rebate? An amount of money whtch is returned to you when you have patd too much tax
36 What is a 'fringe benefit? Something that you get because of your iob which is additional to your pay but is not in the form of money (a.g. health insurance)
37 When a company 'goes into liquidation', what is happening? It closes so that its assets can be sold to pay its debts
38 ifypu are'overdrawn', what is your situation? Mju have taken more money out of your bank account than the account contained
39 Wh ar is the differs nee between a ’debtor' and a 'creditor? A 'debtor'owes money and a 'creditor'is owed money
40 What isanother expression for'annual sales? ‘(Annual) tumoved
41 Whatis’R&O? 'Research and development'
42 When you tell a potential customer the price you are prepared to sell a product or 5 ervice at, what is th e n ame for th is communication? 'Price', 'quote', ‘quotation'or ’estimate'
43 What is a 'tax haven? A place where people pay less tax than they would pay if they lived in their own country
44 What IS VAT? Value-added tax
45 What is а 'тип on the ba nk? A sitoariofl wrier? people lose confidence in a bank and they all try to withdraw thetr money from it at the same time
46 llyou get a seat on the board', what has happenedto you? Korr have become a member of tha board of directors ol a company
47 What is a golden handshake? A large payment made to someone when they lea ve thetrjob
48 If a number of people interview you for a |ob at the same time, what is this group of people called? ‘Selection boardTSelecbon panel'
4Э What is the difference between a 'bonus' and a ‘rise’? Bonus: an extra amount of money thatts given to you as a reward, in addition to your annual salary; Rise: a salary increase
50 What is en’end-user? The person or organisation that uses something (rather than the organisation which trades m it)
Sludent's Book activities
Corporal® Social Responsibility (CSR|
Reading
I 1 Large companies must be socially responsible, nol fust profitable.
2 Examples of how to be socially responsible.
3 Corporations should mognisv their obligations to society, either voluntarily th mugh CSR or through government legislation.
4 How everyday business activities can he made to appear to give a social benefit.
5 Seemingly worthy actions can have an unseen detrimental effect.
6 Maybe il would be belter if businesses concentrated on making profits and left governments to help oiher countries.
3 1 H 2F 1C 4G SA 6E 7 В
Vocabulary 1
If 2a 3 h 4 d S e 6c 7g Sb
Vocabulary 2
I 1 al least 2 merely 3 supposedly 4 all the while 5 thus 5 all Things considered 7 simply pul 8 unfortunately
2 I Simply pui 2 all the while I unfortunately
3 Unfortunately 4 all things considered
5 supposedly; merely 6 At least 7 thus
Fair trade
bstening 2 IB 2A 3 В 4Л SC
Grammar workshop: arftates la 2 - 3 a 4 lhe 5 the 6 - 7 the 8 a
9- 10 the II- 12- 13 lhe 14 ihe/-
1S- 16- 17a 18-
Listening page 102
Pmenier: This week is fair-trade week, and lonighB J have in ihe siud»o piutawr Bernard HiU from lhe University of the South Bank, an expert in fair trade. Professor HUI. how doe* fair trade henrfu third-world producers*
НШ; Er. producers are pakd more for their produce, often cutting nut (he middle men who may lake an enormous cui, and Helling directly {□ ethically run businesses in richer countries. This is whai, for example, has happened in the Maraba region of Rwanda, where, as a consequence, farmers can deme дал oi iteir Imd сд gowmg a variety tft mgs to Iml Lhrir laroiliK and «moihar дал of iteki Und to a cash crop, amwat fftuili Ihrv rail ГШДС 1мпд and develop their business, er, buy equipment and send their children lo Khrol Er. il can and, in the case of ktaraba. has, transformed the region.
Presenter: Eair trade has been taking oil in this countiy. Growth in sales according to many repons has been in the region of *0 or SCI per ccni over several years now. How have the big super markets reacted to II?
Hill: Supermarkets have a reputation for driving
down prices from thrtr provider*, er. and (hey do iJiis with a view to maximising pcoflls and making ihe product! they sell cheaper 1л rum On the other handr they all have to look good to their customers. Customer loyally fe wmethii^ no supermarket can count on once they stan getting a bad reputation, and In view ot rhta. their mission statements and other literature usually pay lip-зепке to ethical [fading and dhical treatment ol their suppliers. Still the truun reason given me by soirwone speaking on behalf ol one ot our bc*1 known chains, was that uXwiLK дердЫ_¥ГаД1. lua ihe same as a few yean ago they Marled looking for organic food, and that, rather than publicity-seeking, is why they carry ihrte products on their shrira
Presenter: And how da you account for the success of ihe fairtrade movement in this country?
Programmes such as this one. perhaps?
HlU: Oh, these undoubtedly help, but ihey re
compar.ilively few and far between, and frankly, I think the media have been a link slow on picking up on this story. Similarly, rhe Iair-irade movement has been loadi lo spend money on sipreadmg the wonl .ind. er. more interested in spending the money they have cm developing their falr-irade acfrvhies. Really, tbifl U one of three things whidi prapk luvc jm-l told rath QlhfiLjbffillL Jilt JikiLlUimIflWttL *nd ft * been helped by having fair trade shops in (he high streets and chopping centres.
Presenter: So is fair trade something which will continue lo grow and eveniualty become a touchstone of the world Hading system?
Hill: Id hk» io ihink во. Bui rharo- в ns пълпу hurdloG
Ln its way. Eventually, trade tariffs and subsidies to nch world farmers will disappear. I think - I mean, tticy'vrgol to. (hough that'll take lime. Whai м PiQVfi a ggaier ditficuhy is Lbat (шг Lra<fo almost bv definition., пнчпз uavjjig more i han wnuld. 1ч1 tine case if the markei was jusi alLrercil to. hmLtoi awjLkycl. -and ITU only beer these artificial levels, L mean consumers will only aren’t thi* in (be long run. il they fed I bey re getting valw for money in terms of quality. So, long term, it's a complicdied queaitan. On the mher hand, also in the long term, it s in the iniffiW of all of us ilui i hi* movtmeitf is successful. The cunent differences between rich, and poor couniries can't hr maintained indefinitely. It's not reasonable to continue lo pour aid into poorer regions forever ibis luovEmcus teips pfivglc to Eland an thrir revu леИ-аиярогшж-from that, many people in rich countries like lhe kiea of paying ** Wr price. Ji makes item feel good - they feel they're ro-opcrating and псЯ еж pio I Hug People become interested in ihe places their coffee and other products come from and they become tmeresied lu know about the lives of (tese producers, h's all pan of a developing educational process.
Presenter; Bernard Hill, thank you.
НШ: h's been a pleasure.
=T^Expanding abroad
This unit focuses on Wolseley PLC (a highly successful international company which pursues a vigorous policy of expansion) and how rt goes about expanding Into overseas markets. It covers vocabulary connected with overseas expansion and adverbs of frequency.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Reading: Hfafcefey's sfrafegy Reading Part -I Reading Part 2 Section 2
Taking point 1: lAtrfsafey's strategy Speaking Part 1 Speaking Pan 1
Listening: iWsGtoy's strategy Listening Pari 1
Pleading: Hfafcefey's Ghie/Exect/r.ve Reading Part 2
Talking pom: Suporvisvtg overseas sutsreftaoes Speaking Pari 4 Speaking Part 4
Listening- Supendsvig overseas subscftaiTes Listening Part 1
Speaking: Speaking Parts 2 4 3 Speaking Parts 2 4 3
Notes on unit
Getting started
Tills unit focuses j lot of attention on the international expansion of one company - Wolseley PLC. Either at ihts siage. or near lhe end of lhe unit.. you could ask s1udents to:
* tlnn к of д company from their cuuniry which has expanded abiuad
* research its expan^jon by visiting its website and finding articles about it published on the internet
• present the results of (heir research to the rest of the class.
in many CiMinirles. the lake over of naUonaJ firms by overseas companies is a palidc.il issue, If suitable, you can discus lhe pro* and cons of this aspect of globalisation.
Talking point 1: IWse fey's strategy
* Alter they have finished the Talking point activity, you could encourage students to visit www. Wolseley, com.
• If you want a framework for this activity, you can ask them IO find answers to the first section of the photncapiable activity from Unit 13 on page 80.
* As a follow-up. they could be asked to write a report on Wolseley for their managing director.
Listening: kVo/sefey's strategy
Before listening, you can ask your students to work in pairs, study lhe twees carefully and:
• predict possible answers
* compare their predbciions with the resi of ihe class
• listen tn find out how correcl their predictions were.
Reading: Wolseley's Chief Executive
As a speaking activity to follow up lhe reading exercise, ask students to skim the text jboui Klchard Branson in Unit 5 of the Student's Book on page 15 and discuss the following questions
• How are the two men similar and how are they different?
• whai Insights du ihey give you Into th? nature of business leadership?
Listening: Supervising overseas subsidiaries Especially with experienced business people, you can follow up the listening hy discussing aspects of Wolseley 's strategy and methods, for example: • are there any risks attached!
• what prevents other companies from acting in the same way!
Photocopiable activity
Rather than being based on the subject of the unit, ihia is a revision activity for material studied during the whole course.
Photocopiable activity
The investment game
THE INVESTMENT GAME
This game is designed to help you revise vocabulary and expressions you have encountered during the whole of this course.
1 Work in pairs. Each pair he sS20G to invest.
2 Below в re 20 questions. You must invest a minimum of $1 on your answer to ев ch Question and you can invest a mawnum of S3C- per question. Write the amount ci your investment in the column on ttienghit
3 Нули grtthaansww wrong, уоь lose the nwneyyau have invested.
4 If you gel the answer right, your money is rnuttrpked by the number m brackets aftet the quesbon e g. d iha question is followed by 131 and you have invested Si 5, you wn $45.
5 The wwners are the pair who finish with me most money
6 You may not look arttie Siuttem'* Book or use a dictionary
асъ1ШП1 Imueatmeivt
There is ом wrong wort in most ol these MnleiKos. Howevev, some «ciencee may ht correct Cross out tfie wrong word and write the correct word. If you think the sentence is correct put a the* 1/k
1 Having a cumpetitive advantage involves being one яе-р ahead cd the c ompetjiion. (3) ......
2 When government organisations put в риЫк: contract out to tender, ttey often ш competing cixnpanies to put in a sealed fad. 14) ......
3 Oursales this year we nt short fa the target we had $«.«! ________________________________________________________
4 In bureaucratic organisations, rt is often extremely important co do things by the manual end not cut corners. (3) ..........
5 In our factory we churn up cheap pUstic toys which we sell it a very low pnee. 141 .
sections lffwstnwn(
Choose the best answer, Л, В. С <X 0
11 He didn't want to pay ...but when we took him
io court ha had to. (31
A out В back Cup Doff
12 Ош to an earnings.........the company has not
bren able fo pay as high a dividend as it would have liked .121
Ashonage 8 short cut Cthoftfill D short term ............
13 She's been working ......the clock to grttha
reportfinishfid in time 1t>r the annual conference. (7) Around В through C across 0 throughout ...............
14 We ll never come tn a deci&an if we al keep tytf the pMt Can you all please pust concentrate on the matter in hand? 131 A walking В running C slipping D wandering
15 IFour company c«n man^fto .........outchu
recBS5Kjnr we should be strongly ola ced to expand when the upturn comes 151 A carry Bride Ckeep Dstay ..........
SECTION 2
Put one won! ia each gap in the following sentences.
S It's important to get your staff _.... board balrxo making any drastic changes to workinn pramesTZf
7 His a [Me • WDSwpenew, butin termsofthe типцу it saved us rf ww had made a mistake, a representsiKcellencvalue ......... money 121
9 My boss got extremely hgt lender the ...
Mien I suggested he should рауте a bonus 1&r my work |4I
4 When we have die new computer sysism up and ..........I think our operations will run much more smoothly. |4l
10 It seems a very strange product to me. I seriously doubt if anyone will buy it but you never know- it may catch.............(2|
SECTION 4 levesfoieitt
Chouse one word er phrase from the box to complelB each Ы thoae sentenoos.
boils cubond-dnod cuts foil fate go msandouu jump melts ups and downs nutshell problem summary trouble
16 The situation is evtremekycompfek и it wil take you some time ю undemand all ifw......... (21
17 To put the whole idee in a. . M going public is
clearly cbe hew way lew us to ma* capital 131
1H I should think that about 5CHK od my tima as a manage* is spent..........-shwtaig. I3|
IS In the end, the whole question....down to a
matter of тому. (4J
20 It s a great opportunity and I’d have thought you’d .........etc (3> ......
Photocopiable activity
1/2/3 wfHt fell 4 miimiul book 5 Out
6 cm 7 for fl collar 9 running 10 on 11 C 12 C BA 14 D 15 В 16 in» and outs 17 nutshell J в trouble 19 bails 20 pump
Student s Book activities
5tr«e<|Y
Readirq
I 1 Wolseley expand» organically, Le. by opening new branches, and ihrough acquisitions.
2 They achieve this through:
• continuous improvement
• using their international position both to sell and to purchase
• providing customers with an increased choice of products, etc.
* attracting the best employees.
2 1 В 2B 3D 4 D SC 6 A 7 С В D
9C 10 A II D |2 В
Vocabulary
I acquisitions 2 sustained 3 complacent
4 leveraging 5 a diverse footprint 6 synergies
Listening
I with experience 2 joint ventures
3 manufacturing 4 growth potential 5 expertise
6 outlets / financial performance 7 financial performance / outlets H realise cash 9 lower purchasing prices / experience and expertise to their own markets
Wolseley's Chief Executive
Reading
3 I G 2 С ЗА 4 F. 5 F 6 В
Vocabulary
I surged 2 FTSE 100 3 topped 4 hard-driving
5 briefings 6 clutch 7 pay off 8 broaden our customer base
Supervising overseas subsidiaries
Listening
2 I discuss I the] objectives 2 (the I financial performance 3 senior management 4 annual conferences 5 (European) graduate programme 6 mid management level 7 own branch network 8 awareness 9 (many) retailers io economies of scale 11 service
Vocabulary
1 Order from mewl frequent to least frequent: every half hour, hourly, daily, twice weekly, fortnightly, monthly, every two months, quarterly, biannual(ly), annualllyl
2 I twice-weekly 2 annual 3 every half hour
4 quarterly 5 fortnightly
Transcripts
^Listening page 105
Interviewer: Can you tell me about how yuur company breaks Into new markets?
Richard: Mm. going into new markers» our company
tewis to acquire businesses. Er, if you look, tor example. io the electronic fnarttet, a very big market„ or the construction industry acrons Europe, it's an area Ln which we realty don’l have a ctisicifikt base, a supply bare, w whai we use primarily is acquisition to acquire people and a company with experience- in that sector.
rmerviewrr: Mm .. OK [Jo you ewer choose lu have distributors instead Dr form k»int yenlures with other organisational
Richard: Wb arr л distributor ... whai wr ... wr
wouldn't generally take on a joint venture, as ic'd he difficult IQ see whai a |oir|-veinure partner wvuld add to us. If we were taking over a distributor that would be our area oi expertise. Wr are primarily, as I say distributors .. however, we don‘1 do
manufaituring The products we dhcribuie. we primarily source from a supplier or the □n^inal manufarlurer
tiilervlewer: Mm, how does Wolseley identify the markets il would like to expand Imo?
Richard: When you look at any market, you're looking
.u size and growih noieciual- So when we look across countries or we look to a nr* product range we can get intor we're looking for wn^rthinsK where llwe’s <1 big market and which is aho a growing market so we can. in entering Into ihai markei, we can see lews of potential for further growth of the business.
Inierviewer 5o once you have decided on a country, how do you identify a company in 1lx.il markei which Is suitable!
Rkhard: Whai we look Гот, whai Wf arqulre lx
expertise in the management group, so whai you'd be looking for is a business Lhat we believe is well run You can assw Ihai by how good iheir ouileLs are, their size, their growlh rare within char markei, through contact with the management and through lhe
finances of Lhe business; is there healthy tlKailQ^eEDEELinCii and is it growing? Interviewer Sc why would ЛП ovcrre.is company w.nnl Id be acquired by Wolseley?
Richard: The owners at an о verse as company might want
to sdl because it allows them lo realise cash. Management would potentially want to Join Wsctev because being owned by a business that is in (he same irade allows them to benefit from, tor example. lower рцгу1ммче prices, from rhe experience and expertise that Wolseley hat In «her nurtas, to help ihem grow and develop in iheir own markets in a way that they potentially couldn't do on iheir own.
Listening page 107
faiervlewer And how do you supervise lhe companies once you've acquired them?
Rfchlfd; When you acquire a business, you ... the tjm IliutX you need 10 do U аЬлге with ihem your view ol the business plan you farmed in advance that, as likely аз тю1, yuu*11 have discussed to some extent wilh them You then set out the requirements of that, and then the supervision is done through regular eonraei that can hr quarterly, icrni-arinajily. where you’d meet with them face fa face and discuss du1 objectives and how they're performing against those objectives, and then you have routine management reporting ihai comes in every month, which report? on Jit плйиш] уегкипмют and that allows the business fa report on the day to day running of the operations.
Jnierviewer: And how do you go about incorporating these companies into the Wolseley enhure?
Richard; Ah. the Important thing I» about comad with sen tv г manaycmcul Our senior man^grmenl al a European level need fa have contact with them, that's how you get alignment at a management level. There are then events and processes that they will ger tied mio as I aaid, they'll tie into якх monthly reviews, they 'll meet whh group management, they will get lied into annual conferences that wc hold, where management groups from across Europe come logether, and slowly, over time, they come to see lhe way Wolseley works and the people wiihin il,
Inicrvirwcr; So ihai'« how you create an tatanwlmaI culture then for your management. is it?
Richard: Yes. the international management culture
comes realty down from the senior management. There are also processes ongoing within lhe builneu fa develop ow hnernarlcwl management ai>d the culture. Wt-'re currently in the second yrar of a European graduate programme, where we lake reoenlly graduated
individuals of high calibre and gel ihem working within our business,, trained and developed, to enable lhem fa grow and work across our European network. We also recruit al senfar and rind mauagemfimltveJ to bring different expertise and different nuiugemem potcniial WfrUe looking to then move certain people across Wilsclcy Europe al mid-management Level
Inierviewer: Umr0K, and when you expand into a new market , what son of activities does Wolseley undertake fa build up Hs brand and make itself known fa customers in the new market?
Richard: Mm. there's ... the та|юг form of expariskm that
you'd ... um. we lend to take a business we’ve acquired and look 1o develop it through its own t*iunch network- What we’ve tended to do is to retain the local brand. Wheley believes m lhe power of lhe local brand, lhe Individual busmess lhat we've acquired. So we'd retain ihai local brand ihat s operand by. um, in that market and then look to grow iheir branches. As wt* open new branches, we do leafleling and other wrts of marketing campaign 10 Increase awareness and develop a customer drmand prior to opening.
Interviewer: So do you think that it's an option for any company lo say no, we don't want lo grow -fc.HTLime international we re happy as we are?
Richard; For erthtr companies,. Lhdkt m.iy be rhe caier li won't be lhe case far Wolsrlry, Urough Imerviewer: So it is possible then?
Richard: You could ... I could imagine a business that
um, wtMild want io stay eniuely local. If we re a service business. I know many retailers are actually have cniirely focused on national boundaries only and haven't soughi fa go international.
liiEervbewer: And they could survive like that?
Richard: I think, in the Longer term, ihey h find il more
difficuh. Generally, chow chat have gone further and dcvck?p«l further are bigger Therefore they've achieved cconumics uf scale. The reason why ... um. one of the тарог factors in international development is ко achieve greater econombes of scale through, for example in our bu*inm purchasing Rrv.uer volume of product which would then achieve lower cows.
Interv iewer: Uh-huh. what do you Ihink i1 is Chat makes Wolseley products so successful?
Richard: Hmm! Wolseley its a semLfi business, it’s about
the service that's provided to 1he professional cunlracfar whn vtelis ow branches. Whai makes the service so sucwwftil is lhe experience and the service provided by the people in those branches, che availability of product,, the service that's provided io deliver any products that .iren'i available th? next day, and also other service, for CKflnpte providing credit. So we primarily focus on wrvitt as opposnl io price.
^<An overseas partnership
This unit focuses on writing letters. It features further work on writing complex sentences and on tenses in future time clauses.
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Getting started Speaking Part 21 Speaking Fart 2
Listening: Fmdtng an overseas partner Listening Part 1 Reading Part 5 Writing Part 2 Reading Part 2 Section 3 Writing Part 2
Writing: A trade sates letter Writing Part 2 Writing Part 2
Listening: Gcung rnfc r>sw f.riarice!s Listening Part 2 Listening Part 3 Section 1
Reading: Replying to Мадсале Lustra 's approach Reading Part 6 Reading Part 2 Section 6
Notes on unit
Getting started
Altenutfcvely, you could ай modems ю do lhe preparation far homework and give iheir presentations in the following lesson.
Listening: Finding an overseas partner Alternatively, after they have cwnpleied .Marion $ notes. <вк them to write the teller and then compare Iheir version with the gapped letter In rhe re.wiing exercise which follows.
If any of your students have experience of this type of foreign business trip, you could ask them the following questions.
• How do you prepare for trips like thio?
• What problems Lend to arise on lhese trips?
• How successful are they, in general?
Another area you could explore in relation lo both the sample letters tn this unit is the use of marketing and promotional language in business Letters of this type: • ask students to find examples of such language (e g. In the letter on page LD9: top quality, improved version, excellent mlrs projeatottf. In lhe letter on page ill: tending food dtsrribttTor, gruund-rirralring гплдааЛол5|
• ask I hem what effect this language has and to what extent it is employed. J Both companies are selling them-selves, but promotional language Is used quite sparingly, as other business people would see through ii.)
Reading; Replying to Magiczne Lustra's approach
As a follow-up Lo lhe uniC. you could ask Sludenis IO role p]jy lhe Гия1 m inure or two of lhe meeting between AnieLa and Oliver (i.e. welcoming, kntrtKiucingi establishing 4 relationship - the preliminary greetings before they start talking about business]. You could follow this procedure:
• elicit whai things they would probably talk about {Aniela’s flight, her hotel, th? weather, lhe traffic, each other's companies, elej
• give them roles 4 nd ask each of them to think of some ’small talk* before they start
• ШИ lhe role-play, but cul them short after a minute or 50
• round Up by gelling feedback on the problems lhai arise al this stage in a business meeting <r g- noi knowing how lo greet In the country you .ire visiting, not knowing when it is appropriate 10 move on to buainew mane», etc.).
Student’s Book activities
Finding on overseas partner
Listening
1 1 Mine [basic) letter 2 formal style
3 (some} sales figures 4 production capacity
5 joint-venture partner 6 Asian tour
7 provide (a) translation
Heading
I I other 2 As 3 capable 4 its 5 over/under
6 Due/Owing/Thanks 7 In 8 with 9 or
10 which/that 11 for 12 will 13 view
14 let IS most
Grammar workshop: complex sentences
1 I based in 2 As you may have read in the trade press .1 in its original form
4 Due/Owlng/Thanks lo our eceellent sales projections 5 are now also in a position to begin 6 with that objective in mind 7 in the pipeline Я with a view to
2 1 We аге a large chemical company based in Bahrain.
2 AS you may have heard on the news, we are thinking of moving рцг office* to Abu Dhabi.
3 In its original form, this book sold very successfully in the USA and Canada.
4 We are launching an updated version of this product due to some technological innovations./ Due to some technological innovations, we are launching an updated version of this product.
5 Our training budget has been approved, so we are now in a position to run the course.
6 We are hoping to increase our sales in India, and. with that [objective} in mind, we are launching a cnulli-million-rupee advertising campaign.
7 We have various new products in the pipeline at the moment.
8 We shall be launching a new publicity campaign with a view to increasing our share of the North American market.
Going now market*
Listening
1 1 A global ambitions, move upmarket
В cut costs, move a lot of product
C affluence, spending power
□ undercut the competition, wage a price war
E go into a whole new area, spread risks
F an approach, write lo accept
G keep to targets, meet targets
H an opening, a gap in the market
2 Suggested answers
I cut-throat, fierce rivalry
J language problems, hard io get our Ideas across
К problems finding lop-quality employees, good staff
L change the way we work, accept their way of doing things
M adapt appearance, change the packet
N invest heavily, spend a lot of money
О new publicity, new promotional material
P seek a local partner, get assistance
2
Reason Problem
1 A N
2 H M
3 E I
4 В J
5 D о
Grammar workshop: tenses гл future frme clauses
1 1 have got / ‘ve got / (get) 2 gets
3 sends f has sent 4 're selling / [sell}
Replying to Magicjne lustra's approac h
Reading
lib 2g 3 e 4c 5 f 6 h 71 8 d
2 1 tfort which 2 foe in 3 fo-ke As 4 /
5 hw also 6 Л» Jn 7 / 8 pfoees parts
9 are were 10 abtftrt of II eofod would
12 seeing we 13/
16 pwttfote possibility 1Я Ahhmtgh However 21 fotfofog visit
14# an 15/
17 absence absent
19 fo* make 20/
UlMlT 73 An overseas panne'*, -p
137
^Listening page 108
Aniela: llelfo. Marian. Sorry co miss ym this morning but Г had to rush, as you know, so I though! rd better just give you these Instructions before I go> аз J’d like to get this moving аз soon as possible. You remember we were working on a list of oontacls last Friday? Could you please draft the same basic letter to .ill of them, and then ptrbaiH we'll I* able lo work 0Ш an itinerary when I get back from Shanghai; Write to them by паше where posiibte -1 know lor some we only have lhe name ot the company -and uw a formal >ivte You re beiier than me at that, so il’s beiier if you do the letter and you tan email your draft IO me later today if yau want, and I'Ll send you any suggestions when I get to my hotel, rve goi a few rwies of whai you should include in the letter. Give them details of ow new product - the mirror, 1 mean - and also put in some sales figures from two or three years ago till now. as those should impress them a bit. 1 don't think you have to go Into too much detail there - |ust the basics really. Then tel] them why we warn to expand Into Asia - I mean, we've increased our production capacity and you know, we re now-looking for «her markets. Something fairly vague like ihai. Ьш it sounds imprewive. Aho. you could put in something about our future plans, you know, marketing ocher product* ihai we have in the pipeline, that sori of thing. Then you could also id 1 ihem that wr may need someone to distribute our products Ln their country or ewn jwhaps .1 Iflimyrniure Luiriiict-I know thaCs not true in all cases, because it will really depend uu the country and the type of operation they're running, but il could get немце people Interested, so ih.n as Least we can talk to them You'd better also say that I'm hoping 10 go on an Asian lour in the next month or so, so we ll nerd expressions of interest from people pretiy quickly and then wc'l] take things from IhriT. 1 Ihink Thais all for now, Manon. Don't send the letters slraqpi-hiway. bnauw we might just think abuul asking someone, perhaps an agency, to pEfl’idfi д translation of lhe Heer into some 01 her European languages. Sot sure which languages at the mamenL Perhaps you've got some Ideu on that one or you could look for an agency on the Well. Oh. rhar4 my fllghi being called, so I’d belter run. See you at the beginning of next week- Bye
i
Woman;
Woman:
5
Woman:
^Listening page 110
2
Man:
4
Man:
Tbc ukiiial iny«meni u tfting to be pretty tedw. because well bf opening and equipping a whole chain of ciMileti. w ihai’ll wl Imo profits in the flrat year o< *n. Stall, we should be able tn lure some pretty good local people, especially if we offer CompetlHve salaries, and when we've got the whole o|.ieraiian going, we ll have taken one step further in sAilsfylAg the сдшрлпу я.ашЬШйп. c.f becoming a global presence. And once the operation really gels off the ground, there'll he plenty of profits for us there.
Well, you know, when there's an opening, you can't just pass it by - and. er. with the thsngs we have in the pipeline jiust now. we just haw tn be in the Worth American market. I mean, with lhe spending power they have then*. Um. of course, we ll haw to present tliiJigg a bn differently 10 satisfy iheir nil her different tastes, and» um. we've ДО a design tonaulldni wrkiJiE on the Ьимга right гим. rll show you wie as soon as he wodi me л aumpte.
Hie cvniptrii km In our mjfcn nutate is fost getting fiercer and fiercen so i reckon that unless we шске inlSLS21111X_iUe4S AOU££dL
we U liud ouiaelvei in reul dumaer- Even so, any newJiwrkei we move шю. will ulso be pretty tough. 54i wll Have tu шя svnit* very siiennliued Ойеыыадз when we do c±eiw.ia£_weJlii£m uiideijCULtbe locul players
People sometimes say that business is 1he same the world over, but frankly that's not my experience, and iLLikea-nuDdgers in the campamss wc Ufa: over same time to cotton on to our wortang methods. 1 expect tiul U be the am Hus Lune, kw. Otten оде of the mosi immediate problems is language. On the otiwr hand, the effort will be worth it, because the enlarged distribution chiiim will allow us Id cut custe «ind sell our products considerably more cheaply thin Our local compel hors.
Quite frankly. [ reckon ih^y’te asking for it -ibw've iealhLPUfrhed us inw ц with riiv wkgjut Lhcv've been waging - SO К яе^тя the most logical nave is ta lake aver one of iheir competitors as close Ю home for them ан possible and try and rob market share from ihem there. And we've got ал jfteuty w-лfang an±£ jiubliLrtiLahjzad^^ when were зеШщ дш products there, we'll have La Like Avaunt Pt lb£ krai culture- Otherwise, all we'll succeed in doing is alienating a new market, and that would be a real Hop.
iA planning conference
This unit is designed to practise skills required for the Speaking Papera in ВЕС and BULATS (although students do this in the context of a planning conference at the company they work for, Ascender}. Nonexam students will also benefit from further practice in giving short presentations and participating in business discussions. The unit also focuses on the language of risk management and the grammar of concession (a/though, despite, etc.),
Although none of the tasks in the unit exactly replicate exam questions, some are designed to give students the skills and practice needed to deal with them (see table below).
ВЕС BULATS
Listening: Making presanfaffans to COtteagues Listening Part 1
Speaking: Making presentations to coDeagues Speaking Part 2 Speaking Part 2
Talking fjdint 1: йй* management Speaking Part 4 Speaking Part 4
Reading: ffis/c management Reading Pan: i Rearing Part 2 Section 1
Lislening: ffi$k management listening Part 2 | Lr$tening Part 3
Talking point 2: Risk management Speaking Part 3 | | Speaking Part 3
Notes on unit
Getting started
Below jn? some Ideas for additional discussion:
T.ilk aboul the best and worst presentations you have gi ven / you hive heard.
Whai made them so gpod/bad?
• whai should the presenter have done,. In lhe case erf the worst one, do you think?
Listening: Making presentations to colleagues and Risk management
As j reminder to srudems about presentations, especially
if they are preparing tor lhe ВЕС ar BULATS exam:
• ask them io look at the transcripts for tracks IS and
19 and look al ways in which the speaker:
- structures the presentation
- gives reasons and examples
• ask them to note down discourse marker? such as Tire second thing rd tike to say is or In contusion
• these can be practised using the phoiocoptable activity on the following pages.
Talking point 2; Risk management
As an extra activity, ask your students to investigate some corporate disasters on the Internet,, for example
• Mercrdrs ilenjr. лпЛ the launch of the *A с1лаз'
• Coca Cola and Dasani bottled water
• Ford and Firestone lyres
If this is done for homework, il could then be lhe subject of presentations in a subsequent lesson.
Below are some questions students could consider while investigating:
• What mistakes did the company make?
• How did they handle the crisis?
• How could their handling of the crisis have been improved^
Photocopiable activity
If your siudencs ат? ВЕС candidates, you should poim out that:
• in lhe ВЕС Speaking Paper, the mini-presenialien is NOT followed by sort pied questions from (he interEocuior - the other candidate has to lisien co the presentation and ask a question of hLs/liet own
• scripted queslions from the interlocutor in the exam are in Pan 4 of the Speakin# Paper (I.e. following on from the ioinr task in Pan J).
(Practice for ВЕС Higher, interview Part 2)
Siudent A
Work in groups of three (Student A, Student В and Student C}, Each of you has a presentation card with three questions printed on it. Your questions are not the same as your partners'. Foltow steps 1-4 below,
I Choose one of the questions and lake one minute to prepare a one-minute presentation answering Lhe question.
2 Take turns to give your presentations. After each presentation, you should choose two -or three questions from ihe Iis1 of foLlow-up questions to ask lhe person who has gjven the presentation (e.g. if Student В has talked about 'Production', diDosr two or ihtre questions from that list to ask him/her).
J You may also give your opinions in answer lo the questions.
4 When you have eaeh given ycur talk and answered the questions, you may repeal lhe process with another question from lhe presentation card.
• Recruitment - How can you attract the best quality staff?
• Finance - What can you do to avoid cashflow problems9
• Marketing How important is brand image in a marketing strategy?
Follow-up questions for your partners' talks
Foltow-iip questions for Student B's talk
Human гемигеи
* What Actors should managers consider when aiocating a treuiang budget?
• Should staff pay for their own training ? If so. when?
* What guarantees should he obta ined from staff going on extended training?
* What are the advantages of secondment as в way of training staff?
What methods- can be used to identity staff training needs?
Producli-ofi
How important я to have production facilities close id head office?
• She old production lactlrbe б be located close to target markets?
11 How important is a reliabte source el supplies for productMn?
• Are labour costs the most important factor when considering whereto locate products f а с-Ш$?
Marketing
* What are ihe characteristics of a good company website?
* What are ihe advantages of direct selling over lhe Internet?
* How many languages should a company website be h?
Follow-up questions for Student C s talk
Hum-in resources
* How important are lead и rship queliti&s m e good manager?
* How much should managers dWtagater and how much should may do chomaetvt a?
* Should manager* *' pay be related № profits?
* What factors shouHl be taken into account when promotmg an employee to s тападтнп рой?
• How important i* it ihat managers have good commute ation channels with their staff?
Finance
• For someone starting a new business, how important is it to have a business piari?
• Whet elements should в business plan contain?
What are the disadvantages of sullmg shares when trying to raise finance?
When shDuM a company decide to stay small?
What are the advantages of ploughing back profits?
Sales
* Whai is a suits Me bn Id nee between $d!h and commissions?
* What balance should there bo between technical knowledge end sale* skill*?
* What fringe benefits wil I attract good sales staff7
How much contact stwukl company representatives have with head office?
140 Г fram Лхдплц by fiiiy Йгдок Min -fl IJniMOTty ^bu 2tDJ lillUUMJU jft UNIT 24
(Practice for ВЕС Higher, Interview Part 2|
Student В
Work in groups of three (Student A, Student В and Student C). Each of you has a presentation card with three questions printed on it. Your questions are not the same as your partners'. Fallow steps 1-4 below.
I Choose one of Lhe questions and (акт one minute Lu prepare a one-minute presentation answering lhe question.
2 like I urns to gjve your prereniatiOTO, After presentation, you should chno*e twn or ihnee questions from the list of follow-up questions. In ask the person who has given the presentation le g. if Student A has taLkedl about ‘Ftoanct’. choose two or three question* from ilut list 10 ask him/her)..
3 You may also give your opinions in answer to the questions.
4 When you have pjch given your talk and answered lire questions, you may repe.nl: ihe process with another question from the presentation card.
• Human resources -Ta what extent is training staff in new skills a responsibdrty of the company rather than the individual?
Production - What are ths adva ntages and disadvantages of moving production facilities to another country1?
• Marketing - How can a presence on the Internet make a difference tn a company?
Follow-up questions for your partners' talks
Follow-up questions for Student As talk
Recruitment
* What ar& the costs of rscr ufiment?
* Wlw ar * tthG disadvantages of putting gib advemewms in newspapers*
* How imponant are working conditions in artra cling good rtuff?
• How can offering fringe benefits help to attract staff*
• How important is staff fnotilrty tp the efficiency of в company?
Finance
• How can you e ncourage fete payers tD pay u p?
• How can banks help if you have cashflow problems?
How can a lull order book lead to cashflow problems?
How can a company reduce its exposure to risk in difficult economic :imes?
• What should you take into account wfien giving a customer credit?
Marketing
What mistakes do companies make which damage brand image?
• Howe an comp’anies improv* then г imapa?
• How does pricing affect brand image?
♦ How important is quality control?
• Whet is essential in after-sales service when thinking abouttiie quality Df the brand?
Follow-up questions for Student C s talk
Human fUMnu
• How important ore feeder snip qualifies in a good ma nager?
* How much should managers deleg ate. and how much should they do themselves?
* Should manage*s' pay he refeted id profits?
• What factors should be take*i into account when promoting an employee eq a management post?
• How import a nt is it dial managers have good communication c hannels with tha»r staff?
Finance
For someone starting a new business, how imperia nt is it Id have e business plan?
• What elements should a business plan contain?
• What are the disadvantages o! sailing shares when trying Ed raise finance?
• When should a c umpany dec ide to stay small?
* What a re the advantages of pl□ ughing back profits?
Sales
« What is и suitable balancй between $a i&s end commissions?
* Whai balance should there be between technical knowledge end safes skills*
* Whai fringe benefits will attract good sales staff*
• Hdw much conta ct should company representatives have with heed office?
□NIT 24 (Fdw fliiyvyrs flgnr/frnfri Вч№*-Нмп £» CBntuvdpf Urwrifty ?im M07
FHOTOCOPIA£LL
141
Practice for ВЕС Higher, Interview Pan 2)
Sludent C
Work in groups of three (Student A, Student В and Student C). Each of you has a presentation card with three questions printed on it Your questions are not the same as your partners*. Follow steps 1-4 below.
1 Cbaoae one of ch? questions and Uke one minute to prepare a one-inlmite presentation answering the question,
2 Take funis to give your presentations. After each presentation, you should choose two or three questions from the list of follow-up questions to ask the person who has given the presentation (e.g. if Student R has talked about 'Production', choose two or three questions from that Lisi to ask him/her).
J You may also give yout opinions In answer io the questions.
4 When you have each given your talk and answered the questions, you may repeat 1he process with another question from the presentation card.
• Human resources -What are the ingredients of a good management team?
• Finance -Howcansmallbusinessesraisehnanceinordertoexpand?
• Sales Howcan you motivate sales staff?
Follow-up questions for your partners' talks
Follow-up questions lor Student As talk
RccniiCmc-nl
♦ What art lhe COSIS of recruitment?
* What are ihe disadwanca pus of fluffing |ub advertisements in newspapers?
* How important are working condittos m апгасьпд gwid staff*
• How can offering fringe benefits help io ап»act staff?
• How important i$ staff moMrty lo lhe efficacy of a company?
Finance
* How can you encourege late paye-rs to pay up?
* How can banks help rtyou have cashflow problems?
• How can a f uH order took lead lo cashflow problems?
* How сапа company reduce its exposure to risk in difficult economic times?
• What should you take into account when giving a customer credit?
Mark eling
Wtutlmestakasdo companies make which damage tjrand image?
• Hew can companies improve their image?
• How does pricing affect brand wnage?
* How important is quality controJ?
* What is essential in after s&les service when thinking aboirt the qualny of the brand?
Follow-up questions lor Student B’s talk
Human resources
» What fa ctors should managers consider when allocating a (raining budget?
» Should staff pay for their awn training? If so, whan?
* What giiiHn ntefrs should be obtained from staff going On extended training?
• What a re the advantages of secondment as a way of training staff?
• What methods can bu used to identify staff training needs?
Prediction
• How important is it to have production fee «likes close to heed office?
* Should preductiofi facifrti«$ be located c lose to target markets?
• Hpw imoortamt is в reliable sqi.iгc e of supplies fw production?
Are labour casts the most important fa ctor when considering where to locate production facilities?
Marketing
* What are the c h-aracteristics ot a good compa ny wabsrts?
• Whai are the advantages of direct selling aver the Internet?
• Haw rnany languages should a company website be in?
142
C Ftдп Дцячтзз IfenrAniyfr Afrwybf Guy Bmah Mart fr CjrffbrdjjiBliniwrwty Prrsi ИМ?
PHOTOCDFIABii
UNIT 24
Answer key
Ulin мм I I —mn ! ! тм — ntmnwH i>m г«вп«« f «i i м шют i •ihmii i иммши
Student's Book activities
Making presentations to colleagues
Listening
1 I good marketing activities 2 critical media coverage .1 customer expectations 4 cost-cutting exercises 5 pul luting the environment 6 exploit (their) workers 7 marketing-led 8 prime obketive
2 I True 2 False 3 True 4 True 5 True
6 TYue 7 false 8 True
3 I Cm going to talk to you, briefly, about...
2 By way of introduction, I should say that...
3 1 ihink there are three main paints in ...
4 First, ...
5 My third paint concerns ...
6 In conclusion,...
Grammar workshop: concession
I Even if a brand has a good reputation, Lt can be ruined overnight by critical media coverage.
1 Although there may be pressures from shareholders, the customer comes first in any business.
3 Despite your finance department wanting to implement cost‘Cutting exercises, brand quality should never he compromised.
4 People will just stop buying them, however many millions you spend on advertising.
5 No matter what you do in whatever area of corporate activity, you should first consider whether this could affect lhe health of the brand.
Risk management
Reading
2 1 В managers now have ta be prepared for a range of risks that were unthinkable not long ago.
2 E the misdeeds of one company can tarnish all Its competitors as well.
3 □ If a company suffers a blow lo its reputation, il can collapse with astonishing speed ... Even if a company survives damage to its reputation, the loss of business can be devastating.
4 В identify your risks. Be prepared for each of them individually
5 C companies spent millions ... to guard against the Y2K bug ... Managing risks can seem a waste of time and money
6 A Yet risk Is trickier to handle Ilian mergers or product launches.
7 E the government, the public and the media, and, increasingly, the Internet, which has greatly improved transparency. Corporate secrets are becoming ever harder lo keep.
В E As they rely more on uubuiuving. they mav be held responsible tnr the sins of their subcontractors
Listening
I Increased risks from: natural disasters, international nature uf business
Reduced risks because of: insurance, limited-liability companies, government regulations, computer projections
2 IB 2 В ЗА 4C SC
GRAMMAR WORKSHOP 6
Articles
I lhe 2 a 3 the 4 the 5 the 9- 10 a 11- 12 the 13-16 the 17 lhe 18 a /the 19 a
6 - 7 a 8 the
14 a 15 the
20-
Future time clauses
1 1 finish / have finished 2 am working 3 is completed / has been completed 4 are visiting 5 speak / have spoken
2 Suggested answers
1 ... I am paid mare for il.
2 ... I have perfected my pronunciation.
3 ... I retire.
4 ... they are retooling lhe factory. I'll lake my annual holiday.
Сллсеяяюп
I Profiis are up, though productivity is down.
2 We won't be able to meet the deadline however hard we work. / However hard we work, we won't be able to meet the deadline.
3 No matter how high a saLiry you pay him. / No mailer how much you pay him, he won't work harder.
4 Despite his good keynote speech / Despite his making a good keynote speech / Despite his having made a good keynote speech, lhe shareholders voted him off the board.
5 Even though interest rates are falling, consumer demand is not increasing. / Consumer demand is not increasing, even though Interest rates are falling,
6 whatever he asks (you), don't reveal our commercial plans.
7 In spite of our excellent psychometric tests / In spite of out tunning excellent psychometric tests, we never manage to recruit lhe ideal candidate.
8 However small our budget (is), the project will go ahead. / The project will go ahead, however small our budget (is).
9 Despite our model winning an innovation award / Despite the innovation award (which was) won by OUT model, sales never really took off. / Despile winning an innovation award, sales of our model never realty took off.
^Listening page 112
Good mornUtg. My namel Fedor Brodsky and. Гот those of you who don't know me, I'm marketing director for oui comumer produce division ['m going to ulk io you. briefly. atom haw la pratrci yaur brands reputadanuJ uirtflUiMi which shook! Lntertai aU u( wu in this company. By way of introduction. J should say that good reputaitons - both tor brands and for people - don’t come by accident but bom good marketing activities- including particularly hulMLng up consistently high-quality, excellent packaging, shrewd pricing and,, of course, effective promotional .KiLvitbes over a period of lime. Rerneinlw. though, that however good a brand reputation is, it can be ruined overnight by cntlol media соуеше^ and companies have to do all in their power lo avoid that t rhmk there are three main pplim m defending, one'* brand. First wr have to make sure that we always satisfy customer expectations Despite pressures from shareholder*. the customer comes first in any business, and with good ongoing market research, we should always be aware of wbat ovr customer? want from us. Second, wc should never make sacrifices in quality. In panbeuhr, ahlnnigh ytMir finance department may wani lo implement CD5t-cu1img exercises, brand quality should never be comph.wu*ed. One* Lt geijt Into the media lhai. for example, you're putting cheaper ingredients into ушг pies, people will |usi stop buying ’hm. even though you spend millions on advertising. lMv third point concerns protecting lhe general Image of the company because damage to company image will damage the brand. This is lhe are.i of iwporjEe ethics; we know so пылу famous example? of companies polluting the cnvilfrumcnt - oil companies immediately spring to mind - though damage 0< 111 is kind is often unintentional or accidental,, or - another instance -companies passing pan of iheir operations 10 subcontractors who then exploit their workers or don 1 pay atiennon to safety procedures.
In conclusion, the company has to be marketing-led. In other words, the company puts the customer and the customer's need? at rhe centre of all their strategies. This is really one of the golden rules of corporate culture, lh.il whatever you do in whatever area of corporate activity, you should first consider whether this could aifeci the healih of ilie tnjnd. which muM always be your prune objective.
Now, if you have any questions, t'd be happy lo answer ihem-
^Listening page 115
So, following on fronxJedor Brodsky's ulk earlier roday, I'm also going, to talk about risk, but in more p’ncral terms My first point is about risk in general. Many people have the jMTcvptjiiri iJl.h the world is a riskier place nowadays ю do business. Гт not so sure that 's entirely true. We hear much more about disaster? and the like from Ute media, and this leads to scares, which in turn can affect consumer confidence and share prices. Then again, we keep hearing about global wanning and how this is creating even more natural diMStenj. but tltew lend to a Unt business only in exceptional cases. What s true, though, is that business ts ijKjWjatm^ihWraid иш oct bclutt. dud ibis цкапа Uvat something that happens in one part of the world cam hare цпГогемеп contffliwM anmewhere quite different. Д hundred rears ago, a disaster in Europe would almost cei tiUhb not have aliected busmesset rti Jauan or Argentina the wav it might in today s world of global supply chains J nd Ullobal sourcing.
The second thing I'd like to say is that in some waiys. people in business run fewer risks. IhtK-Cau like out таш ince ayainsl many things, and insurance companies make a living boni cakuLauDg.lvImi the piobibiiny cl а пзкаь aomg-iDbe. Business revpte set un lunitcd liability companies, where they are not responsible for дД the company's debtsiL ulaiki iinatidaUv. And gurentmenl regulations, linked with technological breakthroughs, have made Ute vvcild and die workplace wler Places to live and work in
There are a number of problems connected with handling risk. While invrFi<jrsr willingness Ю arn-pl risks varies according to their level of confidence ai any one time, this is something which has always been part of lhe economic cycle. The priDuptil prabkm 15 that тдладеп find it hard w «ммдд lhe real degree uf risk Lhai Lbev lace in ibrij activities, and some risks seem fai greater chan lhey actually are. and so iliey waste irsourae* preventing; romeching which is unlikely lo happen, while they're taken by surprise hy jtoinectiing quiie unexpected, We see ihe same with politicians, loo
Kjpwari^vs- of сшгае conwuiea erroieemma ijil Diwto the probabilities of all sorts of untoward events occurring. and these are ihe basis of how the insurance industry works. While therrll always be things computer? cau’l predict, from rail strikes 10 siorms, if used with confidence, they can be a useful tool. Having gakl Lhal> mauagen Jed very otlcn tiui ihey'ie paid m assess risks and take appiopriaie алидп, and Llary Isrel a icrtiun lags of aantial il Lho put all Lhdi Jaith in Lhe madauic.
Finally, rd tike to say that business Is about Liking risk; ypy have to take risks la make толп11 and it's ibis element of risk and gambling which attracts many people to become rntrrprrnrurs Risk is part of life, and out job as business people Ls to accept It and handle it responsibly. Thank you.
^HExam skills and Exam practice ^Hanswer key
ВЕС
Reeding Part 1: Exam skills
1 1 Business schools are partly responsible for management's failure to evolve.
2 Completing a business course is DQLfiQ problematic as obtaining a place on ihe course.
3 During I heir courses, students' attitudes generally chance tn unintended wavs.
4 Many business students are ilieauinped to lake advantage of their courses.
5 Many courses do not leach the skills required for running businesses.
6 Students do not appear to benefit financially from obtaining business qualiflcaiiotis.
5 1 C Rakesh Khurana. of Harvard Business School, is writing a book on why management has failed lo develop as a profession.
1 A Of con rae. busi ness schools may be important mainly as a screening mechanism - their basic drill may be choosing students, not teaching them. Once in, and the vast bill paid, few are ever thrown out for failing their exams.
3 C Ln 2002, the Aspen Institute surveyed 2,000 MBA students and found that their values altered during the course
4 В Their students are often too young and inexperienced to leant skills ...
5 В Conventional MBA programmes, he complains, ignore the exlent lo which management is a craft, requiring zest and intuition rather than merely an ability lo analyse data and invent strategies.
6 A little evidence that gelting an MBA had much effect on a graduate's salary
Reading Ран 1: Exam practice
ID 2B ЗА 4B 5 D 6 C 7 E SC
Reading Part 2: Exam skills
1 A But how du you measure lhe 'quality' of communication with workers or incentives for employees?
В For instance, under one heading a British consumer products firm whose managers' only
meaningful performance target was volume {with no mention of quality nr waste] scored 1.
C So, if poor management dues not pay, why does it last?
D There is little evidence, though, that competition raises standards hy forcing managers to work better.
E They ascribe some of the gaps lo differences in the quality of capital equipment, or In the development and installation ol new technology.
F Thus, even among competing neighbours, there was huge variation in management practices.
G A further PMSOR appears to be connected with something economists call 'management culture".
H In fact, the system is nothing like as ruthless as it is cracked up to be.
2 1 A, C 2D 3 E, F 4B 5 H 6 A, С, H 7 E 31E 2A 3B 4F 5C 6D
Reading Part 2: Exam practice
9C 10 F 11 A 12 G 13 E 14 В
Reading Part J' Exam skills
I 1 paragraphs 1, 2 and 4
2 paragraphs 2, 3 and 4
3 paragraph 6
2 1 В high turnover rates
2 C positive emotions from home spilled over and caused people lo be mure engaged with work
3 A Negative cmutions also spilled over and caused people to be more engaged with their work
4 В the hardest pari of their joh is that they know how to help the customer, but do not have lhe authority to take action
5 D An individual who avoids risk and accepts supervision is likely to feel satisfied and comfortable in lhe job
Reading Farl 3: Exam practice
15 C 16 A 17 В 18 C 19D 20 C
Reading Part 4: Exam skills
1 l в 2 В 3 c
1 I C 2 A ЗЯ 4 В 5 A 60
3 I Л 2 D 3C
Read io g Part 4: Exam practice
21 В 22 A 23 D 24 C 25 В 26 D 27 A
28 В 29 D 30 C
Reading Part 5- Exam skills
1 1 whose (relative pronoun! 2 despite (preposition} 3 due/owing (preposition)
4 have (auxiliary verb) 5 he (verb) 6 off/back
(preposition) 7 ля (preposition) н This (pronoun) 9 such (determiner! Ю One (pronoun)
2 1 as 2 according 3 hardly/scarcely/harely
4 deeplie/not withstanding 5 on 6 the/thcir
7 away 8 fall/Eell 9 what 111 This/That
Reading Part 5c Exam practice
31 ahead 32 in/tor 33 Th is/That 34 part
35 back 16 themselves 37 one 3B that/which 39 Hun ng,'Throughout 40 on
Reading Part 6: Exam skill»
I I will 2 up 3 we 4 being Sa 6 of
7 then 8 in 9 they 10 so
2 I hardly 2 still 3 when 4 forming 5 too
6 correct 7 put 8 correct 9 for 10 been
Ila 12 once
Reading Part 6: Exam practice
41 so 42 CORRECT 43 as 44 up 45 CORRECT 46 by 47 even 48 It 49 when 50 CORRECT 51 them 52 yet
Listening Part fc Exam skills
3 1 brand portfolios 2 specialist 3 mergers and acquisitions 4 (constantly) Innovate 5 losing market share 6 mow up-market 7 edge/cost-competitivenesji 8 Manufacturing processes 9 (management! decisions 10 (operating) profits 11 (Rigorous) analysis 12 {continually) streamlining
Listening Part 1: Exam practice
I sleeping partner 2 45% 3 permanent 4 whole process 5 (best) strategy’ 6 job fairs 7 Internal candidates 8 downsizing/uuiplaccment training 9 long-ierm contracts 10 private equity group
II float 12 three sectors
Listening Parti Exam skills
la Suggested answers
A key brands, running at a loss
В disappointing al first, the board, slow off the mark
C disappointing at first, not much lake up. slow off the mark
D helpline never stopped ringing, went over to the competition
E missed a deadline, slow off the mark
F called in a maintenance crew, system crashed
G top customer, went over to lhe competition, lhe board
H key files, system crashed, vanished completely» wiped off
7 ________________________________
Prohlirm Cause
Speaker I D P
Speaker 2 G L
Speaker J c J’
Speaker 4 В 0
Listening Part 2: Exam practice
13E 14A 15F 16C 17В 18В 19E 20D 21C 22H
Listening Part 3: Exam skills
2 I C More to the point, though, is that managers start thinking that everything they are doing will go well and they tend lo forget that they have rivals out there who might be even better than them. Thai's when things really start to go wrong.
2 A in a recent survey il was discovered that 40% of Americans thought that eventually they would end up in the top 1% of earners.
3 В the first price mentioned, the opening position, becomes the point of reference around which all discussions seem to revolve
4 C The problem really arises when manager* spend luo much lime analysing the information for each decision. J mean some ol the decisions are guile trivial
5 A they continue to pour money into researching and developing a no hopei
6 C They just continue to live with them.
7 В especially if yuu'rc a serious investor, investing in a variety of markets and properties is a much safer and ПКМе reasonable deciainn.
Listening Part 3; Exam practice
23 A 24 В 25 A 26 C 27 A 28 В 29 A 30 C
Writing Part 1: Exam skills
2 1 a breakdown 2 Ten years ago 3 lhe following eight years 4 In the last two years / {Since then) 5 In contrast 6 in ulher words 7 Since lhen
8 in total
3 ] summarises 2 was 3 had
4 have been reduced / were reduced
5 has been taken / was taken
& haw increased / increased 7 had Я have raised / raised 9 are / were U.i ba» risen / rose
5 Suggested answer
This report gives a breakdown of annual sales figures in each division of New Age Leather Goods Ltd over the last four years. While four years ago the clothing division achieved annual sales ot £5 million, these rose to £5.5 million two years ago and are expected lo reach £6.5 million this year. The shoe division has been even more successful, with sales rising from £4 million lour wars ago, and sties for this year forecast to nearh ZA.5 million.
In contrast, accessories are undergoing a slump in sales. Four years ago they stood at £2 million, rising to £4 million two wars ago. but have since fallen hark, so that this war they are not expected to exceed £2,5 million,
Writing Pari 1: Exam practice
Suggested answer
This report compares gross income from domestic and export sites of the company and the company's fixed costs across a period of four years.
Income from domestic sales was consistently higher than Ihai from export sales. Domestic income rose considerably in Year 2 but since then has fallen off and in Year 4 was not much higher than al the beginning of the period. In contrast, income from export sales has shown a steady rise since Year 2 a nd is now at almost the same level as income from domestic sales.
Over the same period fixed costs rose in Year 2, but have fallen since then to levels below that of Year 1. They have remained at the same level in rhe last two years of the period. This slight reduction in fixed costs over the period Is likely to mean an increased profit margin.
Writing Part 2: Exan skills
I Suggested answers
1 Probably colleagues as well.
2 Neutral, since it's tor colleagues also.
3 what the course consisted of, how useful it was, how it will benefit your company, advice for colleagues.
4 Introduction. The course, Usefulness and benefits. Conclusion and recommendations
3 1 tdre As 2 week's weeks 3 m of
4 improving improve 5 team learning
6 correct (though reduce could be changed to reducing) 7 fthowing shown 8 no not
9 had has 10 енутаЫе enfoyably 11 correct
12 from 13 were was 14 correct
IS correct 16 num и a 17 td about 18 correct 19ЙМГО 20 correct
Writing Part 2: Exatn practice
Suggested answers
Question 2
Report
Introduction
The aim of this report is to detail changes that were made to our delivery systems and lo discuss how the changes were monitored. It will also assess whether or nut the changes were effective.
Changes to delivery systems
We made changes to ihe delivery systems in order to try and achieve a faster turnaround between ordering and delivery to Lhe Customer. A new computerised system was installed so that orders are now sent direct to tire warehouse without having to be processed by the finance department first. Current staff received training in the new system and extra staff were employed to cope with the faster turnaround time.
Monitoring the changes
Л control system was set up to double check that orders were received in the warehouse on time and were processed correctly. In addition, a member of staff monitored the warehouse on foot to see whether staffing was adequate and lo check if any problem* arose, Furthermore, customers were canvassed to get their views on the new system.
The success of the changes
Overall, the system proved effective, lliuugh there remain several teething problems to he ironed out. Staff do not always input the correct values if lhey are working too quickly so a control system needs to remain in place. In addition, we need to have a marking system for goods where payment is delayed to ensure these do nut leave lhe factory before settlement. However, in general, staff and customers were satisfied with the improved service.
Quest! on 3
Dear Mr .Markin,
I am writing to you as I understand your consultancy can airange training sessions in giving presentations, t am writing on behalf of our sales department as we fed that the presentations given by staff could be improved.
When giving presentations, staff tend lo have a puor delivery method (speaking 1oo quickly, etc,) and also fail to gel across lhe main points that need addressing during the presentations. They also seem to handle questions from the audience very badly.
In general, most still in the department have lo give presentations al some stage but I am particularly concerned about our junior sales staff, who need io i mprove iheir presentation skills In order to achieve iheir sties targets. There are about eight of them who I would pul forward for this training.
As we need to see substantial improvements. I would like staff to receive Iraining over a period of several weeks. This ideally should include material to address the problems I have raised above*, plus some son of monitoring or testing system whereby staff can see any improvements they have made. This system should also make them aware of areas they still need to focus on. An oil-site course would be preferable, so that staff can focus on (he matter in hand-
If your consultancy is able to help us in this matter, please contact me so that we can discuss, Yours sincerely,
Question 4
Proposal
Introduction
The purpose of this proposal is to comment on the market for our new MP3 player and to outline any problems with developing the product and suggest ways of addressing these.
Potential markets
The issue of whether to market the new MP3 player in Europe has already been discussed but there is more potential for growth if we expand out target market to include India and some of the Gulf States as well. Both these regions have a high proportion of young people who fit our customer profile. In addition, our competitors an* offering players which have been on the market for a while and need upgrading. Our product would offer new features and therefore should eat into some of our competitors' market share.
Potential problems
One of the main problems we may encounter is the cosl of arranging an adequate distribution system in markets where we have no presence at lhe moment. In addition, there may be a problem in all markets of managing repairs and after-sales service.
Suggested solutions
In order to arrange an effective distribution system il would be sensible to contact agents used by our parent company and investigate what they can offer us and at whal cost. We would also need m check whether or not they were also operating for OUT competitors. Regarding after-sales service. 1 would suggest this is pul to Competitive lender.
Speaking Test Parti Exam skills
2 I not just because 2 but also because 3 the main point l‘d like to make is about I What I mean is 5 1 think first that 6 fur example 7 It also includes 8 A third aspect of this 9 Anyway 10 Finally and in conclusion
4 1 My talk is about ...
2 I think first ...; It also includes ...; A third aspect ...
3 This procedure must, lor example. ...
4 ... and I say 'boards' because ...
5 Finally and in conclusion, ...
6 procedures for internal recruitment, human resources, efficiency of lhe company, inter-staff relations, management and staff representatives, internal advertising of all posts, staff appraisal, personal files, recruitment boards, director or manager of the department, Human Resources department, elected staff representative
BULATS
Listening Piper Pen 4; Exam skills
2 1 C More to ihe point, though. is that managers sun thinking that everything they are doing will go well and they tend to forget that they have rivals out there who might be even better than them. That's when things really start to go wrong.
2 A in a recent survey it was discovered that 40% of Americans thought that eventually they would end up in the top I % of earners.
3 В the first price mentioned,, rhe opening position, becomes the point of reference around which all discussions seem to revolve
4 C The problem realty arises when managers spend Luo much lime analysing the information for each decision. I mean some ol the decisions are quite trivial
5 A they continue to pour money Into researching and developing a no-hoper
6 C They just continue to live with them.
7 В especially if you're a serious investor, investing in a variety of markets and properties is a much safer and mar? reasonable decision.
Listening Paper Part 4: Exam practice
33 A 34 A 3$ 3 3£ A 37 C 38 В 39 C
40 В 41 A 42 В 43 A 44 C 45 R 46 A
47 В 48 C 49 C 50 15
Rc-ndinq Pupor Part 2 <S 'action Елогл Brills
L 1 В 2 C 3 A 4 C 5 A 6 В
2 1 D 2 A 3 C
3 1 D 2 A 3C
Reading Paper Part 2 (Section 41: Exam practice 1C 2 A 3D 4 8 SB 6 A
Reading Paper Part21.Section 51: Exam skills
I 1 paragraphs i, 2 and 4
2 paragraphs 2, 3 and 4
3 paragraph 6
2 1 В high turnover rales
2 C positive emotion? from home spilled over and caused people lo be more engaged with work
.3 A Negative emotions also spilled over and caused people to be more engaged wilh their work
4 3 the hardest part of their iob is that they know how to help the customer, but du not have the authority io wke action
5 D An individual who avoids risk and accepts supervision Ls likely to feel satisfied and comfortable in the job
Reading Paper Part 21 Section 51: Exam practice 7R SP 9D 10 В |1C 12 C
Reading Paper Pert 2 (Section 61: Exam skills
1 I am was 2 Z 3 .irone arisen 4 would had
5 wrU would 6 hnuwj know 7 *4 about Я m.iehed reach
2 I ef In 2 / 3 by in 4 м in 5 of about
6 town wilh 7 to for
3 I metiwty remember 2 v.'iirome extremely
3 inleroriiing interested 4 OMp.inr.iuri expanding
5 brief briefly 6 tiimiBtuon discuss 7 Z Я pfwf.ihlo possibility 9 UU full Iff Z
Reading Paper Part 2 (Section 6): Exam practice
1.3 rtoes will 14 tor to 15 gwmg given 16 ew4* so 17 4 IBbtohave 19 M of
Writing Paper Part 2: Exam skills
1 Suggested answers
1 Probably colleagues as well.
2 Neutral, since Ifs for colleagues also.
3 What the course consisted of, how useful it was. how It will benefit your company, advice for colleagues.
4 Introduction, The course. Usefulness and benefits. Conclusion and recommendations
.3 I 44ke As 2 week's weeks 3 in of
4 improving improve 5 le*№ learning 6 correct l though reduce could be changed to reducing!
7 showing shown 8 we not 9 be* has
10 en lovable enjoyably I! correct 12 m from 13 were was 14 correct 15 correct 16 tome a 17 of about IS correct 19 lee to 20 coned
Writing Paper Part 2: Exam practice
Sample answers Task A
Report on accommodation for company visitors
I m reduction
The aim of this report Is to summarise the complaints visitors lo our depart ment have made about the accommodation we provided: a nd to recommend changes.
VisfLua' complain is
Several visitors complained that the Queen's Hotel, when? we normally lodge visitors, is too far from our offices and that they spend too much time travelling here. Also, il is situated in a very noisy part uf the city, and several people complained about difficulties in sleeping.
The need lor a good hold
Most of on г visitors are important, lucrative clients, so il is essential tor them to have the best possible experience of their visit to our company. By providing them with excellent accommodation, we will improve our company image.
Rccujnmtndatwn
I have investigated hotel» in the area and found a new five-star hotel, lhe London Palace, which has recently opened just five minutes’ walk from our offices. И is situated in a quiet area surrounded by gardens I recommend we contact the hotel and negotiate special rates. 1 also suggest that in future we provide a taxi service for all visitors from the airport to the hotel and from the hotel to our offices.
task В
Report on the company website Introduction
The purpose of this report is to out 11 пр ihe shortcomings of the company website and to suggest improvements to make it more suitable.
Problems with the website
I have identified two main problems. Firstly, the website is in only two languages: English and Spanish. However, mon? than 5ft% of our customers are either Chinese or Japanese, and the website should also be available lo them in their own languages, Secondly, although the website provides a full catalogue of our products, we do not include prices, This means potential customer» have to contact us to obtain this, information, which generates extra work for us.
Changes to the wffeile
I recommend we make the website available in Japanese and Chinese. I also think ji would be a good idea to include lhe prices of all the products listed on the site. In order to do this, we will have to:
1 engage a specialist translation service to provide a full translation of all pages of the site:
2 contact the web design company we normally use and ask them to include the information about prices and set up the Chinese and Japanese versions when these are available.
Speaking Tert Pert?: Exam skills
21g 21 31 4b Sc 6k 7 e 8 f 9 h »j lid 12a
3 1 I'm going to talk about the best office I’ve ever worked in.
2 Firstly, the physical surroundings ...
The second thing which made it such a good office was that we, that is the trainees, Eell so motivated ...
Finally, my fellow trainees ...
3 I mean, it had good carpets on the floors.... the latest computer equipment
4 that is. ihe trainees
5 All those things make that lhe l>est office I have ever worked in,
6 graduate trainee, assistant human resources manager, ergonomic office furniture, etc.
Speaking Tost Part 3: Exam skills
i | What types of car are available?
Can,‘Could you tell me what types of ear are available?
2 How much do the саг» cost?
I'd like to know how much the cars cost.
3 What arc your terms of payment?
Whai terms of payment can you offer?
Exam skills and Exam practice transcripts
J *Listening Paper Part 1. Exercise 1
[ВЕС Exam skills]
In aciual fact. dll aspects of corporate lite. eiptrialfv in large corporations fikr Unipro. have become increasingly complex, and it4 this need to manage cnmpJexbiy which is really sorting lhe sheep from the goats in the corporate marketplace, if you'll forgive ihe expression. Why Is it I hat companies are becoming so much more complex? The answer to this realty lies in the consumer boom which hjs been an ongoing p«xw since the 1950s- and which in recent years has led to tremendous enlargements of companies’ Ьгади! ounfalk# ihcre s lhe famous example of a well-known ice-cream company which sdls over 1.000 different flavours and varieties of ice cream. Both Lhe general public and corporate clients have come io expect this кит of choke, and ro meet lhe demand. companies have had to become increasingly spwdist in what they offer. This has certainly been the e.ise bn Unipru over lhe 1151 few years
On top of that. I should also draw artention to lhe ongoing ДОССИ of market consolidation in our sector, when? Lfnipro4 culture, products and processes have gained additional cnmplexiiy through mergers and acquisitions both of rivals and as we expand Into new markets. Also, li has to he said char tn today's markriplaor, where your customers are always expecting something new or improved, if you are to maintain a competitive edge, you have to constantly innovate, and this in itself almost guarantees added comp I icattons.
We've heard recently oL er. some consumer products companies actually reducing the number of products they sell in Older to simplify iheir prorrwes. The problem with doing this is that you lay yourself open id the risk of lusuix iturfazl з1Ш to yw rival# - something I hat can be demoralising, while at the same time being detn menial io ihe bnirom line, h has to be said also that, by bringing out new products ratlicr than just reducing variety, companies have been able to and this is what we've
been doing over lhe past three от four years.
The downside of complexity comes m three main areas, in my experience. Firstly, because we’rt no longer able to concentrate cm a few things which we do wel!r our products have undergone a slight bur nonceable loss of islSff in icrms of соя cumonitin'ness. and this is something we're continually struggling ro regain. Secondly, because we now produce 500 differed products, whereas before wc concentrated on just S0r our manufacturing processes have
lost what little simplicity they mighi once have had. Of course, automation and compurerlMbon compenMie tot this to some extent, but behind every machine ultimately there has to be a human hand, and ihi# brings me ГО my third point; ihai as a result of all this complexity , management dCLjsion.s are often reached more slowly, ад mana^era have to many different tasks to concentrate on and aspects to consider.
Imereylngly, at Umpru, we have no plans to reduce lhe number of produrts wt? sell Er, quite the contrary. We plan to continue expanding aggressively, even ihougli just a tew ol the manv products we produce are actually responsible for ihe bulk of our pirating profits. This Is hrt jiiM* we believe that wc have the know-how and the energy to get ahead of our rivals and ihai the keys eo managing complexity lit in just two things. On lhe one hand, we believe in a rigorous analysis of oiu пшкнв and we believe that lhi-i will, «wure ihai wr bring lhe righi products to the right people in the right place and at the nghi price. At ihe мгпе time, wr believe, in our organisation, that we have to make a suitained effort to be continually streamlining the • I--, t* Ii|iiin-rl ni.rkHmiJ, "4.1.1’l.-I I.-T- .11/ customer relationship processes and systems in order to reduce costs and Increase efftekwy. Er, we believe ihai by doing thix. wc set a benchmark in complexity management for the entire kndiutrry.
uListening Paper Part 1 |BEC Exam practice! This is ihe Cambridge Business Elngiish Certificate Higher, Li sidling Test
You will hear an jniroduciion io each pan of the lest and you'll have time to took al the questions before you listen. You JI hear each piece twice.
While you're iBiening, you should write yuur answers on the question paper.
Yturil have time .il ihe end of ihr lesl lo copy your answers onto the separate answer sheet.
There wdi now be a prose, Р1е.иг ask any questions now, because you musl not speak during Lhe test.
Now open your question paper and hnik at Рж <hi*
Part I, Question# 1-12.
You will hear a woman, Anna Grant, giving a ulk ahcMEi hei rrcruilmcn! mnipairy, PKS. As you listen, for questions 1 to 12, complete the notes using up to three words or a number.
You will hear the recording twice.
You now have 45 second* lo rend through lhe notes.
Ann J: Good afternoon. Гге been asked to come and calk in you about the company I set up a few years ago -PKS. We did something lhai was very innovative ai live lime and that is; we started often ng an integrated recruitment service to companies. Ln other wunis. nwrirMrurt outsource ihrir raoruhmem lo us.
Like all кгг.11 ideas. Г didn't come up with I hi* on ray own. 1 set up lhe business with ALan Murlonr who has now moved on lo bring л director at a new ccmsuftancy, though he is still a sleeping partner in my company, which I manage .done, And over the law seven years were built up a huge business, with sales rising at roughly 15 % per year and last year exceeding all expectations at 45%. Our client Им is wide-ranging. Including several large multinational clients. We help some of the biggest U К companies - if they need lemporary or casual staff, they often use their HR departments, but we now recruit all permanent staff for these companies in over fifty markets
*We recruli aentar management staff as well as caretakers, so ifs important we have good sources So how do we find the right staff to match the company? Wp are different from the normal recruiiment company because we‘re In charge of the whole process until the company makes the final recruitment decision. Sometimes we re responsible for hiring thousands ol propk* lor compands, especially for our muitinanonal clients. I’d do this we will decide on 1hr best sltatefv fur going about lhai hiring - we might use a direct search company or go through supplier» or pflace recruitment advert» in newspapers or in a job centre. One of lhe most fruitful source* we have (pc hiring I» ai tobJlta because they tend to anraci the kind of high achievers we are usually Looking for. And It's not always a question of searching outside lhe company - we are also often given ihe rale of evaluating internal candidates for promotions wiihin companies, litis is evidence of how much the companies trust Lhe service wr offer.
We re also commuted ю helping staff in iheir career aspirations. So we don't just help people on iheir way Lnto a company but also with how they advance wilhm lhai company and we also offer support on rheir way out. bor example, when a company is duw nnzipE. we can offer training. Our unique selling point is that we offer a complete package and, m order to do chat, we need co be in a position where we can really gel lo know a company and its staff. So we demand that cur clients agree to long term contracts - though that's
not .u rigid a commitment as it sounds, as we can be flexible within Ihosc agreements
And what rnlghi the fiuure hold for us? Are competitors nipping at our heels? Writ, at lhe moment we re hoping № expand even further and. to tacililalc lhai. we're talking to д nnydlc ftluiLy grij-цр aboui ihera taking a majority stake in the business And I suppose if ih.il it MMCetthll. my ultimate ambition would be 1o gel to a point where, when many people would be thinking about whether they wanted to retire from work, 1 can consider whether or noi io toll the business. Thai would be a real reward for my hard work. As for thr immediaie expanrion. the next stage of our development would be to utilise the clients we have who have vety Large customer bases. andr through them, to add a further three sectors to our portfolio - though Гт nut sure exactly which areas yet; maybe telecoms, retailing and financial service».
Now are there any quetfkxirt
Now you will hear lhe recording again. That is the and ol Pari 1. You now have 20 seconds lo check your an&were
4 < Listening Paper Pail 2, Exercise 2b |REC Exam ADlt]
I
Fir This was a few years ago now. I don't suppose it 's still happening because if it wax, I imagine the company would be bankrupt by nowr but Lhe company I worked for wa» regularly delivering orders late. Our clients were ddluilriy net hapin1 md Hot wen: «уШ ft?. Mtfig and 0ЮГЁ4 and m n^ mortem serins- The helpline nem srrnied io wop ringing Rouble was, we had a number of new recruits on lhe jub and Hot tudn'l Ihxu ah(rwLl ihmgi properly -
2
Ml: So he rang up the marketing director and said,
LThars к. I m taking my custom elsewhere!' Frankly, it wag а сЬдмект wlhfcft cpuM halt been avoided so easily if we'd bothered 1o rhrek ihirtf» cjreftilk дд they cann* off th» production line. As ft was. there were plenty of peopte Winding around doing hardly anything, and they could have been usefully cmphjyed dwng that,
J
F2: The launch was prc«y dispiriting AJrnust riv
LUtetfst und.jlmosi po-tehe-up in. lire lirsi month. The promotional budgrl «juii* low. hui, um, I don’t think It was that. In my view.
Lbg lira prodiKl. mdjjdtfj kdari the background tor this lyp e elizr ud u t l aod dohiiy.
М2: WelL Ше bujjd took iht deuston lu substitute
dll uui Macs lor PCs, and we really werer.ii EiidyMU - ibis was a few у^агя .ngo now, bui il Ini tn a Ich of headaches. Anyway, we lost a lot of files - only temporarily, I'm glad co My, and nothing loo wnMtrvr - but it took the удлоцдJifecifiiiдШго мжшда ш cealsKjn* di arctlcd Иаишц up yritii lhe new equipment-
si Listening Paper Part 2 IBEC Exam practice |
Pon 1 QiFtstioris 13 to 22
You will hear five diftonrni people tdiking about ihcir company's recent expansion.
Fbr each cxiraei I here .jut Iwn ta-sks. book dC Task One. For each question, 13 to 17. choose ihe way rhe company chtw Cn expand from rhe list Л-ll. Now look al Task Two For each question, IS lo 22, choose rhe challenge rhe company now (ада from the Нм A-H.
You will hetur the recording twice.
You have 30 seconds In read lhe two listx Now listen end do the two leek».
I We produce flrness pnxiuiis for gyms and pnvalr clients - we'd wanted to expand for a long time. We had a variety of option? open to us. For example, our main competitors expanded by allowing other companies ro nuke iheir product» under a licensing agreement - a possibility tor us in the future. We wanted io move Slowly [hough, so Wfl aawLijted а цчиUamlhp with u personal [raining: Опп, who gdve ид access to Шаг bat ui contacts. It’s really taken off beyond whai we expected and were struggling io land people with. Lhe nglu kiihi ot background to manage om producuon 1е<шм- Ift *o frustrating *as we've pul a lot of money into ihe expansion but we re ending up with delays in our deliveries, which is bad lor our reputation.
2 We seJL spontng goods and we've got a veiy Lirge customer bast in several con nines, so looking al how we could grow was difficuli. WcLdid П Ituunfib a hiw щу-гацпеш цгшш1Шк\ wiudi ujyolycd increasing 11k number of йагк wvitdwidg. Our brand Is now № big Ihai we plan ro look at ways of franchising in lhe future, which will give us more expansion with limiied risk. iivmtitiiuK wfiJLJHv.eiu sun uui lint tirough is how
W a cosi-ettecuve way, we’ve expanded so quickly that our current system isn’l working very well and the costs are escalating. 1 think we need to lake on sometw ГО come in and restruaurt ihe whole system.
S When we started bookiixg ar expansion we looked at Iickw
much mone>* we might make out of franchising, which u-ihe way a lot of crwni^nies h.m gone In the end we fell it was more sensible iq allow ffther едшрати io e uui iftXMb under bieiiit. м we Ш sone control. П’э very diftirull ihough - there are so many administration lAiuM- ihai you have ro get *<лпеч1 In the coniract ahd they're different for every' country- We outsourced all thar ro a teani of lawyers and wr've gm ir all off ihe ground, bm we re gel m'Eidl majgj rehEture pd ths gg ai shv шо£. Шпе ind n s Bluing lucrejjrobJexaditauu keep track of them dll. We may need io take on more people.
4 Expansion Ь always a problem:, especially in our business, which is electrical goods. Ute did In ihe easy way really - ratiief than invest in new products, which we [wrwlved as j risk, we ip^de j hid fof one ot cur competitors and were successful, so wc haw access to дК their Wiirehouiinfi and u-uLleis. Plus we use iheir wehiitr tor our retail operations. Wtfve been monitoring everything closely and fr'i dear that genltig raw materials from abroad is causing delays. Wr can't depend on chi' siKlfflin^JCLurers use.^, alihuiiK)!
we’ve mcrcwd the efficiency of our own delivery svsa-ni wL'Udwide- wfilJ tLive w Juok elsewhere Я we ieao aet injtertjJs Into the Ijciqty in time tor our production deadlines. It may push our costs up but it'll be worth it.
5 Our comciiny sells pflcfaux d twd in several very protli able rcgiQm.in Ешдра. Ьы jatt we.devided л wjs. Hine lo build on that and saw no reawn wlw wc siiculdn i diyeiaty. - biлИМшй frozen £<»ds. ior example So we looked al whai our main rival was doing and tried to increase our markei share at their expense by iindmulting them. Cl count? it's meant spending a lol more on machinery and restraining our production staff Bui Wlidl wt hadn't realised was how complicated 11 would be to make sure we aaiisfied all the aiaiidji di sv: down by lhe vattuua official bodies in cacti wuiiffv trading standards and so on - so in the end J m not sure we will be able to undercut our curnpviitOfk
Now you will hear lhe recording «gain.
That is lhe end oi Pari 2.
Listening Paper Part 3. Exercise 2
|BEC Exam skills]
Listening Paper Part 4, Exercise 2 fBULATS Exam skills]
Interviewer I have in the studio this evening Jeremy mllock, lecturer in psychology Irtwi the University of Leeds, who has made a studv Into the psychological factors which utflueoce poor decision-making in business. Jetrmv «re-business people such poor decision-makers
Jeremy: Um, not all erf them. hul л lot of Ihrm could
improve, and one of the reasons is char, white they invest a lot of money In fancy computer equipment lo beip them make decisions, a Im of them don't like what their compniem чеП them and so they rely on their intuition instead.
Interviewer And bow does iniuiiinii lead 10 bad decisions?
Jeremy: In л number erf ways, The first one is over-
optimism. When people are optirmstle, this tvllei-is heightened morale, and as a result people often do bercej-qualiiy work and produce better outcomes, Obviously a good thing, and footballers are a great example of this. Thai s run a problem, The problem is over-optimism, and in business Lt may bead managers to jnii loo much rl’fori into something which is not going to produce such good results as they expect. They waste resources, and the business tn general would benefit from a mure modest approach Mure lo the point, though, is that managers sun thinking.that evemhuifi iho aredUHliLMlLS? 'ydLaMLhcv tend tu forget that Lbry have rivaJs am there who JiiighLlx^mJ^u^ii^ LhriiL Лыка when, Uiitip reaUv start to eq wrong.
luierviewer: As a matter of anecdote, which iwttonjlJEy du yuu Ihink is 1he mosl ovEi-optimisnc?
Jeremy: I guess the Americans- They chink iheir houses
are always going to apprenalr in value, they* never expect to lose money on shares and, том irUingiy. щ j mojt iuiYtY И мда discovered Шд140% p,l Americans tbouahi ibai evecinMll.v Utw would etui up in the too 1W of camera I mean, how unrealistic can you get?
Interviewer What «her psychological influences are there on ded^ton-niaking?
Jrmwv; The next one I’d like to mention is what's called rhe ‘anchor effect'.
Interviewer: Whafe that Г
Jtnay; Writ in nq^Hiatiun. this is where the firet price ЕПЕлйштЬ she орешдя дааШоп. teirooiey the pums pl retmns.t around which all discussions seem to revolve. Negotiations become distorted because negotiators slwukl be looking at n?at values so that they reach realistic agreement, rather than one which Is based on an outrageous opening bid.
Interviewer; Can yuu give an example!
Jrremy: Sure You re interested in buying a house
whose marker value is really £200,000. but the sellers are asking a rniUfon The chances are your discussions (if you have any) will centre round the rail Iron figure, пси lhe 200.000 figure It's clear if you reach a deal that you're going to ta*e cviit.
InlcrvicwcT^ Many people find it hard Co make decisions when there is a weahh of mfonmation, don't they?
Jeremy; Maybe, bur you knew fur ... for business m.ih.igers. actually making dectalom is a central part of whal iheir iob consists of. so that making decisions as such is nol genenlky the problem, and as long as yuu can differentiate useful from useless Information, having lots of intarmadun is a bonus. The ргоЬкч:1 reaUy iHiscs wheii n^uigeib mjadi Lime lUiilYsjng Urc informafaja for tach dechton. I mejfi. jumfi ot Ше (колют are uuilt IrhidJ where to place lhe pbulocoprei; when io have the Christmas party. This distracts ihem frvra analyting information for big decisions like that booming merger, for example.
Inlcrvirwtr; 1 kiw* managers who,, oner thry've made a decision, find ii very difficuh 1o admit that the dreteiun was wrong. Is this something which came into your study?
Jeretny: .Min ... very much w. This is live stubbornness
factor Pharmaceutical companies who find it hard to admit that rhe product they decided to develop has no future, so they continue to pour muLuejLdniaiwtлсЬШ and dtvetopiDg u hl'-tEuar. Er. another more typical example is the manager who recruits a new member of staff Who turns out to be a dud - just rva good a1 the job. What do they do! Well* ifs hard to believe on a theoretical basis, although we all see It every day: they stick with 1hem. They don’t give them die twi and aefanh their mistake, and they don‘t send them off to some ci her pan of the Company ая an advert 1депънп for their bad judgement They just continue D lire WlltLllKflb Amazing, isn t h?
Interviewer: Ve*. but it dws sound very famfllar Are ilrere any other psychological factors that affect dectekHHnaklng?
Jeremy: Mm, foil dire more, called ‘home bias’. This ti
where people lend lo put money info things in iheir region or in their кмтггу, ntirer than looking further afield - I'm talking about stock
market investments and a Iso business investments. Reasonable, you may say, after all you probably undrrswnd ilnw ihing? dom co home better. But you can also get your fingers bumi. and, espKidlv it rou it a jtitaua iniestoL Ш¥«цод in a variety of machete and wwtxtles ii imuch Шег and more decision.
i Let viewer: Jeremy Pollock, thank you.
rrrwy: My pleasure.
Listening Paper Pari Я (ВЕС Exam practical
P»rl 3. Qucsiion* 23-30
mi will hear an Interview wilh a consultant. Jason -opcland, on the compelilivcncss of small retail stores ;ar each question, 23 to 30, mark one tater А, В or C, for he correct answer.
You will hear lhe recording twice
You now hove 45 seconds to read through the questions. Now listen end mark A_ В or C_
Interviewer; J.wn, you have subsianiial experience In reUll and you're concerned al lhe takeover by the big retail chains, aren I you?
id son; Iflw I du <XHi4ulMncy fw smalH store* bnMOre 1 believe Шет can compete with the big hitters.
Interviewer: Well what would you say a retail store's success depends on?
кМЖ Many stores focus on getting a range of products lhai will appeal to Iheir target customers and, of course, price is an unponani part of this equation. Naturally vou need to find out what customers warn - your store Is defined by whai yuu *lock and what усни charge. None oi this mailers it your customers dwl knvy*jTOu mil For taiiiupj^J1k areas promotional cdjnMign сад щедр roue message b nut beard ilud lhe remit ia Iw te* uwok through, the dour.
Interviewer: And how do you think it’s possible for smaller store* to compete with large chain*?
Jason: They need lo make a realistic choice about
wh-n to compete on. The advдосада tor д-mall stain is Lhe td£i LbaL Lbra are individuaL "Пид intaaa ituey can offer aomeihtag special and they nred to mammific that feature Small stores do have a different character and 1 hat atmosphere can appeal lo some people. And ihe same goes for the type of service small: store* can give iheir CuMOHm - ilrs vrry personalised, which people like - but you need to anran ibem io ihe store tlnq,
Inlcrvirwrr: So which lypr of customer do you think these stores should focus on - er. the big spenders?
Jasun: Ан и all у irs much more important to
con re nt rate an customers who may not spend much, but who are regular. You may not make д fpituflE v.Ll diem. ццШмг ray, rout ivnial» ayeMBff-fipendma tnistomm^ but if dicy i-c rt^aiaijn^iis Uict re sausUtd wlUk ihe store and will probably tell everyone thev kitaW atom iL Vou should nurture them as your most valuable customers as they could be your future.
Inicrvirwrr; Do you think lhat online shopping will put the small retailer out of business?
Jaton: [t's uue U s Important for all siores to have an
online presence This may just be an LnfLirTriaEton.il website as пси all stores warn lo invest in lhe security systems which are needed for online ordering. Th^s does nt nuuer as there will always be cuslourcra wbu waul to inspect the quality of produce and this- will EKSLiyLUit1 brick dJMl tuPiUt-icUdete Ako hold-ups In delivery are often seen a* a dfiMdvanuge with online shopping - but I feel this is negated by lhe fact that the online shopping experience Is liuiani.
Interviewer; When small scores expand they often relocate -hui then they can end up going under, can‘1 they?
Jauffi: Yes. relocating a store is inevitably expensive.
However^ if you’ve Ihoughi ы ihro^gli, It can be the best thing tor your bottom Line. Obviously you warn io t**p.ubd your customer base and attract new customers in the new lucafton living ?>iid ih.u, this will not be enough to keep you afloat, unless you advertise ihe rrnive well, slt that you concentrate on keeping old customers
interviewer: And do you think ihe old saving that the cusinmrr I* always right is truer
Jason; No. the customer is not always right Bui of course you can’t tell them that. Sometimes they’ make an houtsl innlake ibftut raniHhing or warn something for nothing. Bui even if Jm^ieimLriglii* if s uur iutt to пыЬ: itom believe that they are volugd and esseniiiil to lhe store Aitor all irs i heir purchashig decision that makes a store a success or failure.
Interviewer? The mail industry has very high staff turnover, doesn't kt Do you thank retaUm should invest more tn crying to keep staff?
Jason: Yes, given how important customer service Is,
stores should inake every effort lo keep staff who are good at their job But 1 think someumes smres ihink anybody can do sales -it's not seen as a very highly trained job and so staff needs are seen as very low on I hr agenda Also salaries tend to be very low and pmspeaifor xisuu du- lew - if»
by addressing. these latter issues bat pred staff caiiheieLained;.
linen* lewer: $o there is money io be made in lhe small mail score?
Jason: Oh. indeed. The profit margin may be smatl
but good Sales can generate a reasonably healthy income for someone operating on I heir own Surviving is easier. I think, if you decide lo focus on one or two particular areas and become well known (or that. The real money, though, bes in gambling on an mreacmeniJn Crtrfrlli ttlimi it пш ихш inori chancy You may be surprised at what lakes off.
Interviewer. OK, thank you lor your help on this.
Mow you will hear the recording again.
That is the end of Part 3. You naw have tun minifies lo transfer your answers lo your Answer Sheet
You have one more minute.
That is the end nl the last.
в < Speaking Te*l Part 2. Exercise 1
|ВЕС Exam skills)
Mb* taUus-аЬсш piixiaiuresJetijirenuljjKjjjjimL-ju. This is an essential .ига of human rrwurctx not just because il Ims Implications for rhe efficiency of ihe company, but also because of ihe effect It can have on Lnier-iUdf rtlauona So ihe main point I'd like to make is about transparency. What I mean is ihai ihe process must be fair and st*n by all stall involved to be fair. How can this be achieved? I think first that I here mnsi be a dear procedure for lniern.il recruumeni which has been agreed between management and ilaff rmrsetHJhvefr This procedure must, for example. Include internal advertising of all po^ts and allowing all suitably qualified staff to apply, la also includes a regular system of slafi appratsaL which is abo open and transparent Staff know how they have been appraised and know whac comments are on their personal files. They also have j right tn appeal if they fed that any aspect of ihelr appraisal has been unfair. Л Ihtrd iiwci'l nf this transparency is lhe composition of recruitment boards, and I say boards' because really Iruemil recruitment is too stemtliive io be the responsibility of one person. Anyway, these boards should
really be made up nt the dtrecLCt uf DhiJlJgei ui Lhe department which has lhe vacant post, someone from the Human Resources depanmem, and also, chough this for many managers may Bound ralhrr controversial, an dectcd sufi represenUiive as well. Finally and in CQCiduaon. I'd like to %ay lhat I Ihlnk Human RMOttfte» эЗюиЫ circulate among (he staff involved the reasons for choosing the prooii they finally choose as this nukes the proceu as transparent as possible, and makes it clear lo staff whai criteria were used.
з<Listening Paper Pari 1 [BULATS Exam practice)
Section 1. Questions 33-31
You will hear a discussion between Brian, the managing director of a company, and Judy, its finance director, about premises for a new head office. For questions 33 to 3S. circle one letter A, В or C, for ihe correct answer. You will hear the discussion twice. You have 20 seconds to road lhe questions.
Now you will hear the discussion.
Brian: Wl4I, Judy, now that we've both had a chance tn visit the two buildings, let's compare notes. Do you think diher lit them would be suitable for очи new head office?
Judy; 1 гаяЬст ISk+nl Пн* locackm of ihe Carter House, Brian. About three fakHnetres from Lhe loren centre» but sdJ wiihui ibg Ьш1|. up disifkL iUhlmuady auiraiuuled by housing. Li seemed a very pleasant area.
Brian: and 1W l.u from open enumry. Yes, I think that was very much in its favour. I could imagine wvrldng there- And U's Ln a reasonable slate of repair, isn't Lt? Though it'll certainly need some work to make il suit our requirements, h's a bit small, but we could build onio it.
Judy: Don't you think we could get away with removing wnif Wdla. tu Luru two Of three ijndll r<x>ms шш one bigger cue; Tbca wt сад me Ihv таяпщ ячуу more et tidentlv
Brian: Good idea. Anyway, ibert'i few .in «tension, ii we decide we need it Ln the future.
Judy: We iseed to coruider access, though. We don't want to have problems with that.
Brian: Mm. It wouldn't be difficult lo reach lhe place from lhe nuxicwway. which will help with deliveries, as well as siaff getting to and from work.
Judy: jjildoT like lhe tact Ihai the only way Lntp the car park way near a bend in Lhe mad h mighi be worth changing ihai, tn approach the car park from lhe other side of the building,
Brian: Yes, dul might be bcUet Did you have lime to laik to ihe jgeni a boo i the pneef
Judy; I did The asking pnce is one and ihree qn.urer id til ion But the -agent hinted that the company that uwftj li would he prepared 1o come down co one and a half. Mv eucss ia ihdl it wc дикк* ад alfci ш the next couple of weeka. we could get u far une and a quarter пйШись 3 really don e think it's wonii more than ihai.
Brian; But do you ihink they’d accept ihai?
Judy; The agent gare me lhe impression that the uwikts warn io complete the sale as soon as possible.
ApmiculIy une pt ihrir subsidiaries U р1ашшщ to loiuuucl a new shopping centre in the town, and lhe bulduifrcuamih it .uylh&.iaiaiS£juLmudi irf iLi* finance as Uicy can from Ниас aaseLL to avoid Laying LO-bOLLfiWJL 4ilJl£UJi_Lbjtb^and
Brian: That certainly srrms tn work In our favour! WeM. it's worth caking this further.
Jwixly- Wh.u do you ihink should be ihe nexi step? tlur board members will want to have a look al lhe building before we purchase it, won t chey?
Brian; Yes, bui I think lime is the most important (actor here [|] pct onto Dur agcni straight away and put in qji pttef We can always withdraw it If ihe directors decide against it* И lhe owners accept 11» I'll brief lhe board next week, and fix up a visit tor ihem Then we'll be in a strong position to go ahead with the purchase.
Judy: Good idea
Now you will hear lhe discussion again.
(4 * Section 2_ Questions 3S 44
You will hear a radio interview with a m«m called Gary Waters about how advertising agencies can Win new business, For questions J9 lo 44. circle one letter, A, В or C, for the correct answer. You will hear die interview twice, You have 20 seconds to read the questions.
Now yau will hear the interview.
Interviewer With me loniglH is advertising executive Gary Waters to talk about planning an advertising campaign. Gary, how don it *i<mf
Gary: Say a company wants ns to plan a campaign
for a new product - it could be Ln magazines.
on TV - whatever Wr hjvr regular clients, of course, but а ки ol wcik cornea from people whtf УС КСД work yf ami lite il Usually they call us first, and ai this ata^e it s realty exptoraiory, to see II you're on ihe wrne wavelength - we don s usually gel into a dlsetiMtam of money yei. Next they seod a written brief, outlining whal they wantr and
we agree on a date to present our proposal to the company. Thai presentation's really imporljm, becau^ d'll help them decide whether or not to give us lhe |ob Su we must have good ideas, and present them Mrrtndngly,
Inirrvirwrr; How do you get ideas lor your ргорюыК
Gary: I may do some background research and play
with a few Ideal» but Lmj^ye.auxe Lhave a prciiminan' naming with the client - us-u JJv theii marfcrtfng manaeer. That's when 1 pack up the image they have of the product, any problems they might be having, whai they're realty looking for. and what pressures they're under - say from iheir competitors. I need to get a feel for lhe company ilwlf ihaCs actually more important than the product, and that's when ttic campaign usually ukei shape in my mind.
Ink-Tvicwr: Wluii do you do nexi?
Сагу" f pul logrlber i Ir.w. That way we gei far beiier ideas than by working separately. Once we’ve gcH an ide.i we’r? happy with, we work on h till we know exactly how we sec the campaign. Then we srarr planning ihe presentation we re going to give the clwml Thai’s .in oral presentation, followed up by a written proposal package, but wc prefer to do ihai part of ihe proposal Individually. A Ion ul dEE-JHi-K write tKrth Lhe ргтатлюп md the back uu. as team etoia bue xhe danger is iKa"i yuu cad end lij? with a mbttme rt shim winch йШй DUte bulh yuUT work and your agency seem disorganised
Interviewer: Do vou write out the presentation in full?
Gary: Some people do, bui it ? much more effective
not to. I plan it carefully, and just wrile down key words to remind me of lhe points I want to oovtt. That way 1 can talk ю the cllewl in a much more natural way than if I'm reading aloud. 1 can alio tew an titLJJlk liuw ihev re respoEitong. and modify the pre&HiiaitoD if I
Interviewer; Do you ever gel asked difficuH questions?
Gary: Oh yes. W£ dlWdXa. PIAElhg tPYLUE ilto
uk s cDUiii и u ш_£dltшu».tu mate. cTCjyLhiag's clear and the pcujjk lisscniiiE in' LQ ADJlClpatelh^^ miuw as they can think of___i^niLukrh
difflu uh ones That way, we Те hardly ever taken by surprise when we present t<9 the clients.
hiLervleuer: Finally. Gary, what s the secret of in effective presentation?
Gary: Some pCTpte iile № make ii funny, but I think
H's unponarit to кад л cteon shen and simple. Pro pic rant usually cunrcntralc for ihiii ahxui2D .minutes, and you cant cover O'crvllunfl bi foal Lime, anvw jv, w the detail can да m foe written proposal package-
Interviewer: Gary Waters, many foaniks.
Now you will hear the interview again.
s I Section 3. Quesifont 45-50
You will hear a radio news item about Ben Miller being appointed as the ww EurofMMfl Chairman ol GTR. a big advertising group. For questions 45 to 50. circle one better, Л. В от C, hr lhe correct iinxwvr. Yini will hear the news item twice. You have 20 seconds to read the questions
Now увы will hear lhe news rt0m_
First some marketing news: Rrn Millet, former Creative Director with American advertising group. Jackson Media, is expected io move io lhe GTR marketing group In ihe newly created role of European Chairman. The surprise move follow* ihe launch of his own agency, Hudson, In ihe US earlier this year, in partnership with Susie Thomas. Milki miliincLAbul hUWUL HmtouikUsi weeLbui declined w LQinmeni on his pre fob H's understood that he has yet to tfign foe contract.
Inside sources ai CTR juggesi ihai Ren Miller won'i be welcomed by everyone in lhe group. This appointment is unsettling, especially since II come* at л time when CTR & still in a slate of transition. The company was only created Iasi year, as a result of a merger of three European and North American agencies, so it sorely needs stability and dear vitfen- IdU^^iWi to iteU lhai Шё dedsian to agppfoL Miller was taken al Lbc group's New ImiJicadiiudsieta, wiihoui w diacus^oai-^tliifiDtar majiagemuii^ whom Miller is
retimed го |om in London.
Miller's mwr to GTR ydlL icufolt FiMlwifo foe iiidOi* us*d ip крин 12 ai JddbMa Media. Mark Wra In fan. West recruhed Miller to join him in Jjckwn & Manhattan office, having done business with ham some lime previously. West is now preskdeni .ind chief opeuunR officer of CTR.
Wrsi was ousted fnim Lirkjbon Media at rhe beginning of last year, after investigations into the agency’s finances by ihe US Securities and Exchange Commkwion. and в?п wilier left the company soon afterwards An^miilv. Milter didn't ffildOCL Wilh West's successor- and when he left, he look some of Jackson Media's IHairsi clients with him. which gave MjLIer s own agency. Hudson, a good start.
Hudson finds itself in trouble now that Miller has left The agency w,i? recently responsible tor an advertising campaign on behalf of Yellowstone, the American food and drinks ghmL and was expeewg co pick up further business from the client. The initial deaf was down to YcUo^Btuncl JtYdi: ytjo^buujfopjviih MilteLhudiJLp^^ Jackson Media Wlowstonc Iwd suhsrqurndy moved iheir huAiness to another agency,, but Miller picked them up when he founded Hudson, this year.
Commentators are surprised al Miller s mow, not only b№iijK? it means leaving his own newly emerging agency, but also because there were rumours that he haid been approached by the chairman of another big marketing agency, Outward Signs It's thought foal Outward wte LOKresced in asjutong. fimhem Uom Miller ±od. tus parlag, wifo a view to mnBihcniDElhdr uwn puHUtfU The agency Is now expected cd look elsewhere. Now for news of the manufacturing industry
Now you will fctrthe ntw* dem
e i Speaking Test Pari 2P Exercise 2b
I BULATS Exam skills]
Well, I m going to talk atx-'ur the best office I've ever worked irt. To Stan with. I ПишИ aav foat this office was in Bangalore, foal's a city in southern India, and it was an office In quite a modern office block, nol far from the city centre. I was working there as a gradualc trainer, basically learning general management skills - foal wai ЬёЬи I became an assistant human resources manner, which ia foe job 1 do now, but here in Chennai and for a different company So, as 1 was saving. I was there ЬмкаИу te.imln# 1l>e Job orr as you might say, general management and. 1q come to the main point ol lhe uueslivn. what I most liked about foe office was a combination of things.
Findv. lhe physical surroundings, ft was a light, airy office on foe seventh floor of the building. Il was well decmied, I hkjp it had good carpets on ihe floors, interesting piciures on the walls and romfortablr, ergonomic nlfice furruiuie und of course i lie laresi computer equipment, so pretty well perfect as an office. Interestingly, it also h<id anew fin workers to relax - a good canteen and a comfortable resl area - so you could say we were quite spoiled, all hough I ihink we probably worked harder and were more motivated as a mull oi Ireling эд well treated.
l he SKond thing which made ii suth awd ^IbCc yvta-ЦЩ w«\ iKn ts the trainees, felt so monvated and stimulated The place had a real buzz, and al lhai lime lhe company was growing really fast and we fell we were part of something which was going co give um great tarpon uni lie*. Rightly, as it turned out.
Finally, my fellow trainees, who were some of Ihr most talented proplr I have rvrr met, AU foOK llutra make that foe bes1 office I have ever worked in.
The Common European IFramework (CEF)
What is the Common European Framework (CEFI?
"br CEF’ has been developed by the Council of Europe to describe what we ran do with a language, and to give a imewoTk for language learning and language achievement throughout Europe, lr divides larxguage achievement
-to six main tevdsh from Al for beginners through to C2 for very advanced learners:
CEF level
pnMicienl C2 Mastery
C1 EHectrve Operational Proficiency
independent B2 Vantage
Bl Threshold
base A2 Waystage
A1 Breakthrough
these levels apply to all major European languages, not just English, and language teamen may have a Linguage Passport' describing their language level In the different languages they have studied. This Language Passport may be used when applying for a job. от a course of studies and shows the holder's linguistic levels in the languages ihey speak.
A language learner s level Is assessed by a series Of descriptors showing what lhe learner can do with the language. These descriptors are called Сол Eta мнят. The statements have been translated into all major European languages and are used to describe a learner’s ability in those languages.
Who assesses language learners in the CEF?
Learners can read the Can Do stOTements and decide for themselves which of the abilities chat are described they can do. They* can also go through these statements with their teacher, who may also provide an assessment A learner is considered to have achieved a CEF level if he/ihe can do 80% of ihe things described in the Gm Eta s?m*em£nts for thal level.
How is Business Benchmark Advanced/Higher related to CEF?
Bustn^s ВелсЛтдгк is a Business
English course which covers descriptors in the CEF relevant to lhe needs and objectives of students studying Business English. П is pitched at a level of Cl (in other words, a srudem who successfully completes this course will have a level of Cl). This is the same level as a successful candidate at ВЕС Higher (see ihe exam description on page 122 o( Lhe Student's Book, ВЕС Edition), or a BULATS candidate who achieves .1 score of 75-89 (BULATS is described on pages 122 and 123 of the Student's Book, BULATS Edition]. от a successful candidate of the Certificate of Advanced English. These exams provide .in objective assessment of a learner’s level and are closely relaled Lo CEF.
The Can Do statements
On 1he next page you can see the CEF Can Do statements fur level Cl which art? relevant io this course.
5 E i! Your leather s дтмпет
Listening
I 1 can UDdnUnd In derail what Is said № me in siandanl spoken language, even 1л a natey environment
2 1 САП follow a terlure от La Ik wit Inn niy own field, provided the subvert ma tier is LinulLir and lhe prrsen1.it ion straightforwaid and clearly structured
3 J can understand the main ideas in complex speech an both concrete and ahslract icpics dehverrd in a standard dialect. iiKludiilg [«ftlilcaJ dlMfcteitWti. til B1Y field ot speoalisaLiOTi
4 J can use a witty of iLTdlqpes la achieve romprehensiini. including listening Гот main points; checking cnm prehension by uritig contextual du«.
Spoken irtlferftCtlftfl
5 ] can biiluie, тлиlЛеи and end discourse raaluraDy wilh effective turn taking
6 1 can exchange considerable quantities оГ detailed factual mformahnu mi matters within my fields of interest
7 1 can CLHiwry degrees of emotion and highlight the personal significance pf ewits and experiences
A 1 can engage in extended crniwersatipn In a dearly participatory foshiQtfl ОН tnnx| general topiff
9 1 can account far and sustain my opinions in disniswon by providing tefovant rephiHtfora, .irgumenis Jnd COttintefiri
Id 1 ewi help а dipaiwwn along cm fam Над г ground confirming cwnpreiienwofL Ln vldng otfww to poifi In.
11 1 can carry nui a prepared Interview, dieckang and co nh rm Ing Information. following up interring replies
Spoken production
12 I can give dear, tetaaled drtcnptions on a wide range of ыОДси reUied to my Heids of ктегем
13 f can tinderHand and sum marl*? orally ibon extracts from news Item*. interviews or doc undent ar le* ftjtiLtiiting opinion*, arpirneni and dtecuMkm
14 1 can сопмгип a chain of reasoned argument, linking пту ideaa logically.
15 1 can explain a viewpoint on a topical Isue giving ihe advantages and disadvantages of various opriuns.
36 1 can speculate about саидек consequences and hypothetical sinutiDim.
Strnlogiei
|7 1 can cse mjihLitiI jHirasre like Thai s а ЛГПгик ipirslmn H> answer1 Щ gain lime* and l^tT ihr luni white fiirmiiLitirig whal tn ыу
IB | pan make a note of favourite murakes .ind inwiwkwity топипг 1 peech for them
Зя I can generally enmet slqis and <тгог? if i bmm wHitooufi of them or if they haw ted io mlRunttertwndkngj
Ljto#uaQdi equality
20 1 can produce itmebe» of latviiH№ wnh 4 fairly even tempo. Altfiough l здп be hesluot as 1 featch for pattern* artd <-жргемм?п^ |Нчтг лк н-w дойсмЫу fong рлимэ.
21 1 сап paw on detailed Information nrtlably.
22 1 have tufflcmic vocabulary и> express mysell on matters concerned with mr>* liekl and on том general topics.
Readfog
25 1 can rapidly grasp Che concern and rh« sigpillcance of news, articles and repcirta ihi topics cucinecied with гпу interests or my tob. -and iteefoe if a cto&tf reading is worthwhile.
24 1 can read and urnteruaul articles and repons wttkft express speofc attitudes and upmiinis on current problems.
25 1 Ш ulklefSitand in iteuil tells WUhlfi my IteW ol interest ar the area Ы rny »udemk or professional speciality
26 1 cdai understand specialised ditictes tKiLside my own field it 1 cun occascorially check wilh a ilidionary.
27 1 cjji read Belters OTi lupics within niv areas af academic or profnsiaruil speciality ar inlernl and grasp the rrxisl inipOTiaxir points
2Й [ can qukkly look through Л manual | lui exainpte dor a ciNiipuler program) and find and understand the relevant explanations and help foe a specific probtem.
2V Г can commuhlcate wirt nj-i iable accuracy and can correct mistakes ii they haw Jed co misunderstandings
m . !u.a_ —
KI 1 can wrile clear and detailed texts {cuinpoMlkins^ repuals or texts of p геми tat мт i| on various 1оркз re laird t<i my field u4 hiiemt.
Al 1 can summarise information troni itiflerem mutch and □ irci.t J can understand the1 owrall теля1цд of varied tea.
12 1 can drvefap an argument systematically in a cinnpcMition nr report, emphasising decriirr potnes and including supporting deuils.
13 1 can write about events and real от fictional experiences in a drUilrd and raialy readable w.iy.
34 1 can structure arid produce reports, expensing birth facts anil cptrwxis.
Adapted Гют National Language Standards (wised 2DU5) * ClLTr the National Centre for Languages, 2005
.... I
Business
BENCHMARK
Teacher’s Resource Book
Setting the standard Гог Business English
Business Benchmark is a brand new Business English course al three levels. It helps students get ahead fast with their Business English vocabulary and skills, and gives them grammar practice in business contexts. Il also helps students prepare for the internationally recognised Cambridge ESOL BULATS (Business Language Testing Service) Test or ВЕС exams.
ВЕС and BULATS EDITIONS
Advanced
Higher
Guy Brook-Hart
This Teacher's Resource Book also provides:
* A wide range of supplementary photocopiable material, including complete extra lessons.
• Information about how the activities in each unit relate to the ВЕС Higher exam and the BULATS Test.
• Notes on each unit with advice and suggestions for alternative treatments.
• Answer key lo alt the exercises In lhe photocopiable activities,
• Complete answer key to all exercises in the Student’s Book. Including the Exam skills and Exam practice section for both ВЕС and BULATS.
• Complete Student's Book transcripts with answers underlined,
• Information about the Common European Framework and how this course relates to it.
• Checklist of 'Can Do' statements for students at advanced level.
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Wr retummcna fotBustne» BENCHMARK:
Cambridge UNIVERSITY PRESS wirvr c.jrabridge <irg