听力题INSURANCE NOTES Automobile Insurance: 1

听力题 F: Our guru on management is a 63 years old Hungarian immigrate who arrived in the U.S. in 1956 with neither a word of English, nor a dime in his pocket. Today he runs the company that makes the semiconductor chips that power 90% of the world''s personal computers. He is Andrew Grove, chairman, CEO and cofounder of Intel, the San Jose based giant in semiconductor chip manufacturing. Obviously, Intel has managed change dramatically well. That''s what Intel is about. Yet change really intimidates people and it''s very frightening. What do you think people can do, managers, just regular folks, can do to alleviate some of the scariness of change? M: I''m not sure you want to eliminate scariness. I really wonder if the tight-rope-walkers can do their job because they are not afraid of heights or whether they can do their jobs because they are afraid of heights and they''ve just learned how to do their task that much better because they know what it''s like, or they have a pretty good idea what it''s like to fall. I think fear is your "ally in here, because it is fear that gets you out of comfortable equilibrium, gets you to do difficult tasks". You know, managing in general is not an easy job, so I don''t think I wanna eliminate fear. I don''t eliminate fear of change, I don''t wanna eliminate fear of what''s gonna happen if you don''t move. It''s healthy, it''s kind of like, you know, pain is healthy, physical pain, it warns your body that something is wrong and just extinguishing pain doesn''t make the problem going away. It just makes your sense that there is a problem going away. So it makes it worse. F: One of the biggest contributions that you''ve made down to making the public aware of what''s inside a computer is the Intel Inside campaign, which is a very big marketing campaign designed to make the consumer, the end user, allow them to make their choice based on Intel being inside the box. When did you first think that this was important? There are obviously risks to this strategy, there are obviously rewards. How did you analyze the risk-reward in this? M: Well, you know, it was kind of obvious in a way, if you listened to the language people used to describe their computer at the time—you''re talking late 80s. Most of the time, people would refer to their computer by the number, the number of the microprocessor that they had in it. I''m gonna take my trusty old 386 and look it up, or do something on it. They didn''t use the name of the manufacturer. They used the model number of the microprocessor, which actually is kind of right, because the fundamental characteristic of that computer is the microprocessor. That defines what software it''s gonna run, it''s gonna define how fast it runs it, and if it defines how fast it runs it, it defines what you can do with it. So the user experience, what the user can do and how well he can do it, more than anything else depends on the microprocessor, the chip. So we kind of sensed that we really had that identity but we didn''t know exactly how to go about it. We wanted to market the product name, but the problem with the product name was we couldn''t copyright it, I mean, couldn''t trademark the numbers. We had a legal battle on it and we lost. So how do you tell our story, given that the microprocessor gives the characteristic of their computer to, not completely, but more than anything else, to the user. And we started merchandising Intel, the Computer Inside. Not on the devices but in our own commercials. And that kind of worked, we had good results, good focus group results, people understood, yeah, the Intel stuff is the computer F: So how much now do you think of your success is marketing, and how much of it is technology? M: Andrew Grove: You know, for a long time I''ve thought about this and had to answer the questions internally a lot. And the best I can say is describing Intel as a three legged stool, and the three legs are design, technology and manufacturing, and marketing and sales. And if one of those legs is shorter than the other, the stool is gonna tip over. F: Our guru on management is a 63 years old Hungarian immigrate who arrived in the U.S. in 1956 with neither a word of English, nor a dime in his pocket. Today he runs the company that makes the semiconductor chips that power 90% of the world''s personal computers. He is Andrew Grove, chairman, CEO and cofounder of Intel, the San Jose based giant in semiconductor chip manufacturing. Obviously, Intel has managed change dramatically well. That''s what Intel is about. Yet change really intimidates people and it''s very frightening. What do you think people can do, managers, just regular folks, can do to alleviate some of the scariness of change? M: I''m not sure you want to eliminate scariness. I really wonder if the tight-rope-walkers can do their job because they are not afraid of heights or whether they can do their jobs because they are afraid of heights and they''ve just learned how to do their task that much better because they know what it''s like, or they have a pretty good idea what it''s like to fall. I think fear is your "ally in here, because it is fear that gets you out of comfortable equilibrium, gets you to do difficult tasks". You know, managing in general is not an easy job, so I don''t think I wanna eliminate fear. I don''t eliminate fear of change, I don''t wanna eliminate fear of what''s gonna happen if you don''t move. It''s healthy, it''s kind of like, you know, pain is healthy, physical pain, it warns your body that something is wrong and just extinguishing pain doesn''t make the problem going away. It just makes your sense that there is a problem going away. So it makes it worse. F: One of the biggest contributions that you''ve made down to making the public aware of what''s inside a computer is the Intel Inside campaign, which is a very big marketing campaign designed to make the consumer, the end user, allow them to make their choice based on Intel being inside the box. When did you first think that this was important? There are obviously risks to this strategy, there are obviously rewards. How did you analyze the risk-reward in this? M: Well, you know, it was kind of obvious in a way, if you listened to the language people used to describe their computer at the time—you''re talking late 80s. Most of the time, people would refer to their computer by the number, the number of the microprocessor that they had in it. I''m gonna take my trusty old 386 and look it up, or do something on it. They didn''t use the name of the manufacturer. They used the model number of the microprocessor, which actually is kind of right, because the fundamental characteristic of that computer is the microprocessor. That defines what software it''s gonna run, it''s gonna define how fast it runs it, and if it defines how fast it runs it, it defines what you can do with it. So the user experience, what the user can do and how well he can do it, more than anything else depends on the microprocessor, the chip. So we kind of sensed that we really had that identity but we didn''t know exactly how to go about it. We wanted to market the product name, but the problem with the product name was we couldn''t copyright it, I mean, couldn''t trademark the numbers. We had a legal battle on it and we lost. So how do you tell our story, given that the microprocessor gives the characteristic of their computer to, not completely, but more than anything else, to the user. And we started merchandising Intel, the Computer Inside. Not on the devices but in our own commercials. And that kind of worked, we had good results, good focus group results, people understood, yeah, the Intel stuff is the computer F: So how much now do you think of your success is marketing, and how much of it is technology? M: Andrew Grove: You know, for a long time I''ve thought about this and had to answer the questions internally a lot. And the best I can say is describing Intel as a three legged stool, and the three legs are design, technology and manufacturing, and marketing and sales. And if one of those legs is shorter than the other, the stool is gonna tip over.

听力题? You will hear part of a business negotiation between Mr. Mitchell and Madam Li. ? For each question 23—30, mark one letter A, B or C for the correct answer. ? You will hear the recording twice. (10 seconds pause) F: We are honoured that you have come to see us, Mr. Mitchell. M: Thank you, Madam Li. We''re pleased to be here and appreciate your willingness to arrange this meeting on such a short notice. F: You have indicated that you would like to explore the possibility of an agency relationship with Sinochem with the intent of developing a market for some of our products in your country and perhaps in Canada as well. M: Yes, that is certainly our current thinking. F: Perhaps before we begin any detailed discussions, I should give you some idea of the scope of activities of Sinochem. M: The name "Sinochem" is well known to us, but we would like a little more information about your company. I should tell you that your branch in the U.S. has already informed us that Export Division No. 4 is responsible for dyes tuffs and pigments. F: Sinochem was established in 1950 and since that time has grown to become one of the largest companies in China, specializing in imports and exports of chemical products. As a result, it has gained a great deal of experience (in foreign trade) and has many foreign clients. The primary products we handle are crude oil and oil products, plastic, rubber, fertilizer and pesticides, as well as dyestuffs and pigments. You expressed a particular interest in our various dyestuffs as well as our pigments. M: I glanced through these catalogues and noted the wide variety of products Sinochem offers. F: You mentioned earlier that you would like to concentrate on dyes for cotton, silk, and linen materials. M: Yes, that is what we intend to do. F: In that case, you may wish to take a look at our sulfur and reactive dyes. Sulfur dyes have been around for a very long time and have been used for dying sturdy work clothing from early history. You will note that the variety of colours in which this sulfur dye is available is somewhat limited, particularly in the bright hues. They are also cheaper than the reactive dyes. M: I gather then that the reactive dyes are used primarily for fine cottons, silk, and linen. F: That is correct. M: I particularly like the wide variety of bright colours available in reactive dyes. Is there any difference in price from one colour to another? F: Yes, there certainly is. The most expensive is the colour, identified as Brilliant Blue KNR, under Sinochem Code No. 9607. A cheaper colour dye would be, for example, Brilliant Red K-2BPi the most economical of course is Black. M: I assume of course that not much expertise is needed in producing black. You now have 10 minutes to transfer your answers to the answer sheet. (10 seconds pause) ? You will hear part of a business negotiation between Mr. Mitchell and Madam Li. ? For each question 23—30, mark one letter A, B or C for the correct answer. ? You will hear the recording twice. (10 seconds pause) F: We are honoured that you have come to see us, Mr. Mitchell. M: Thank you, Madam Li. We''re pleased to be here and appreciate your willingness to arrange this meeting on such a short notice. F: You have indicated that you would like to explore the possibility of an agency relationship with Sinochem with the intent of developing a market for some of our products in your country and perhaps in Canada as well. M: Yes, that is certainly our current thinking. F: Perhaps before we begin any detailed discussions, I should give you some idea of the scope of activities of Sinochem. M: The name "Sinochem" is well known to us, but we would like a little more information about your company. I should tell you that your branch in the U.S. has already informed us that Export Division No. 4 is responsible for dyes tuffs and pigments. F: Sinochem was established in 1950 and since that time has grown to become one of the largest companies in China, specializing in imports and exports of chemical products. As a result, it has gained a great deal of experience (in foreign trade) and has many foreign clients. The primary products we handle are crude oil and oil products, plastic, rubber, fertilizer and pesticides, as well as dyestuffs and pigments. You expressed a particular interest in our various dyestuffs as well as our pigments. M: I glanced through these catalogues and noted the wide variety of products Sinochem offers. F: You mentioned earlier that you would like to concentrate on dyes for cotton, silk, and linen materials. M: Yes, that is what we intend to do. F: In that case, you may wish to take a look at our sulfur and reactive dyes. Sulfur dyes have been around for a very long time and have been used for dying sturdy work clothing from early history. You will note that the variety of colours in which this sulfur dye is available is somewhat limited, particularly in the bright hues. They are also cheaper than the reactive dyes. M: I gather then that the reactive dyes are used primarily for fine cottons, silk, and linen. F: That is correct. M: I particularly like the wide variety of bright colours available in reactive dyes. Is there any difference in price from one colour to another? F: Yes, there certainly is. The most expensive is the colour, identified as Brilliant Blue KNR, under Sinochem Code No. 9607. A cheaper colour dye would be, for example, Brilliant Red K-2BPi the most economical of course is Black. M: I assume of course that not much expertise is needed in producing black. You now have 10 minutes to transfer your answers to the answer sheet. (10 seconds pause)

听力题 M: (Interviewer): What happens to the CEOs who are praised as all-wise geniuses when the Dow and NASDAQ were rocketing upwards once the market turns the other way? What can a business leader do when his or her company still strong, still profitable gets caught in a sudden ominous climate change? Both our guests tonight will face those questions. OK. I''m wondering whether or not, either of you or both of you have the experience in recent days where the same people who regarded you as the absolute Sun King and Queen of the world are now looking at you at all differently, because they''ve seen the value of the shares go down? I mean, do people tend to blame the CEO in the same way that they may credit the CEO when things go well? M: (John Chambers): I''ll give you the tough questions. Carly, first. I''ll take the second shot at it. F: (Carly Fiorina): Well, first of all, I remember, well, something that someone once said to me about the media. What they said was, "You''re never as good as they say you are and you''re never as bad as they say you are", and that''s true. I think leadership takes, and now I''m quoting John. John says all the time and it''s true, "Leadership takes more than its fair share of the credit and more than its fair share of the blame, " but that is the price of leadership. M: (John Chambers): I would agree and I often open up after somebody says some nice comments and introducing for a speech with exactly that comment, "you''re never as good as things are when things go well, nor as bad when you trip a little bit." The press, it goes with the territory. I''ve been pleasantly surprised by both how our employee base and how our shareholders, even those who have lost a lot of money, probably about 95 to 98 percent of the e-mails and voice mails have been very supportive. Now they expect us to get it back up, but are very supportive of where we are. M: (interviewer): But is it easier? Does it help in a way your individual company''s or yourselves that this—whatever we want to call it—down turn, Tsunami has hit so broadly? F: (Carly Fiorina): Well, I think it certainly helps in the sense that what investors, what employees, what customers ought to be focused on in this time is: are the basic strategies changing? They shouldn''t be just because times get tough if they were the right strategies. Are the basic ways of operating changing? They shouldn''t be just because the times are getting tough. Of course you make different discretionary decisions, but the way you treat your employees—do you still treat them with respect and empathy in the tough times as well as the good times? So people ought to be looking for the patterns that endure. And I think that''s true of investors, the smart ones are trying to say, okay, it''s going to be crummy for a couple of quarters, but do I believe in the value this company represents? Do I believe in the employees and the management team that are trying to uncover that value? M: (interviewer): Let me turn to something that Carly mentioned, then I''ll want to give you a chance. She talked about the fact that when she was named CEO at Hewlett Packard, she was very conscious of the import of her words. How conscious are you of the public persona you display? M: (John Chambers): That has changed a lot in the last couple of years. But originally, CISCO was a company that sold a couple of technicians very deep in the bowels of the IT organization, and no one knew who we were, and neither myself nor my predecessor, now my chairman John Wooldridge cared. And so we had no personal needs to be known whatsoever. And that was fine as long as two technicians were making the decisions. But once everybody from the CISCO, the Chairman of the Board of the company, the President were making the decisions on this, the image of the company and what it represented became very important to us. You can accomplish that through huge amount of advertising, which I''m not sure is real effective in many ways; or you can accomplish it in terms of the image of the company in different ways with the executive, all things being synonymous with what you''re trying to do with that image. And... M: (Interviewer): What happens to the CEOs who are praised as all-wise geniuses when the Dow and NASDAQ were rocketing upwards once the market turns the other way? What can a business leader do when his or her company still strong, still profitable gets caught in a sudden ominous climate change? Both our guests tonight will face those questions. OK. I''m wondering whether or not, either of you or both of you have the experience in recent days where the same people who regarded you as the absolute Sun King and Queen of the world are now looking at you at all differently, because they''ve seen the value of the shares go down? I mean, do people tend to blame the CEO in the same way that they may credit the CEO when things go well? M: (John Chambers): I''ll give you the tough questions. Carly, first. I''ll take the second shot at it. F: (Carly Fiorina): Well, first of all, I remember, well, something that someone once said to me about the media. What they said was, "You''re never as good as they say you are and you''re never as bad as they say you are", and that''s true. I think leadership takes, and now I''m quoting John. John says all the time and it''s true, "Leadership takes more than its fair share of the credit and more than its fair share of the blame, " but that is the price of leadership. M: (John Chambers): I would agree and I often open up after somebody says some nice comments and introducing for a speech with exactly that comment, "you''re never as good as things are when things go well, nor as bad when you trip a little bit." The press, it goes with the territory. I''ve been pleasantly surprised by both how our employee base and how our shareholders, even those who have lost a lot of money, probably about 95 to 98 percent of the e-mails and voice mails have been very supportive. Now they expect us to get it back up, but are very supportive of where we are. M: (interviewer): But is it easier? Does it help in a way your individual company''s or yourselves that this—whatever we want to call it—down turn, Tsunami has hit so broadly? F: (Carly Fiorina): Well, I think it certainly helps in the sense that what investors, what employees, what customers ought to be focused on in this time is: are the basic strategies changing? They shouldn''t be just because times get tough if they were the right strategies. Are the basic ways of operating changing? They shouldn''t be just because the times are getting tough. Of course you make different discretionary decisions, but the way you treat your employees—do you still treat them with respect and empathy in the tough times as well as the good times? So people ought to be looking for the patterns that endure. And I think that''s true of investors, the smart ones are trying to say, okay, it''s going to be crummy for a couple of quarters, but do I believe in the value this company represents? Do I believe in the employees and the management team that are trying to uncover that value? M: (interviewer): Let me turn to something that Carly mentioned, then I''ll want to give you a chance. She talked about the fact that when she was named CEO at Hewlett Packard, she was very conscious of the import of her words. How conscious are you of the public persona you display? M: (John Chambers): That has changed a lot in the last couple of years. But originally, CISCO was a company that sold a couple of technicians very deep in the bowels of the IT organization, and no one knew who we were, and neither myself nor my predecessor, now my chairman John Wooldridge cared. And so we had no personal needs to be known whatsoever. And that was fine as long as two technicians were making the decisions. But once everybody from the CISCO, the Chairman of the Board of the company, the President were making the decisions on this, the image of the company and what it represented became very important to us. You can accomplish that through huge amount of advertising, which I''m not sure is real effective in many ways; or you can accomplish it in terms of the image of the company in different ways with the executive, all things being synonymous with what you''re trying to do with that image. And...

听力题 F: What kind of finances can film producers expect by associating with brands? M: Right now, companies are willing to pay amounts ranging between $120,000 and $ 1,200,000 for placing their brands in films, but it depends on the budget of the film. Big-budget films with big stars can expect more. The size of this advertising is expected to grow nearly 100 percent in the next two to five years as more and more companies get attracted to this kind of advertising. F: What are the advantages of in-film advertising to producers and advertisers? M: Advertisers are able to get big stars at a fraction of the costs they would normally shell out for an exclusive tie-up. Films are not subject to surfing, zipping or muting (unlike in TV and other media). Films appeal to emotions and scenes in films catch people off-guard unlike an advertisement, which catches the audience in a cold-evaluating mood. Films transcend geography, class and cultural barriers and catch people in a receptive mood. And films are target-specific. F: How can films and brands connect? M: A film-viewer has a short attention span. The best way to deliver the message is to catch the viewer off-guard when his rational defence is down. Appealing to viewers'' emotions is better than appealing to their rational thought. The rational gate examines the advantages, benefits and features, and seeks value for money; the emotional gate is all about trust, love, identification and belief. Films operate at the emotional level. Placing a product in a film is catching the viewer at an emotional level when he can connect with the brand. There can be synergies between brands and films. The successful integration of product placement within the film''s storyline has a long history - the first example being the yellow Rajdhoot bike used in Raj Kapoor''s Bobby. Hollywood also leveraged brands such as BMW (Bond movies), Jaguar, Ford, Ray Ban (Tom Cruise in Risky Business and Mission Impossible), Starbucks coffee, AOL and AT the emotional gate is all about trust, love, identification and belief. Films operate at the emotional level. Placing a product in a film is catching the viewer at an emotional level when he can connect with the brand. There can be synergies between brands and films. The successful integration of product placement within the film''s storyline has a long history - the first example being the yellow Rajdhoot bike used in Raj Kapoor''s Bobby. Hollywood also leveraged brands such as BMW (Bond movies), Jaguar, Ford, Ray Ban (Tom Cruise in Risky Business and Mission Impossible), Starbucks coffee, AOL and AT &T. F: Song-and-dance sequences invariably feature an ad in the background but most people don''t recall such scenes in detail. What is the advantage of the advertisement then? M: It is true that ads have to be carefully placed in a film and one bad placement can do more damage than 10 good placements. Artistic integrity is crucial for successful brand placements and the operation has to be woven into the script. Sometimes, unreasonable clients demand more footage although research has shown that a two-minute clip can effectively deliver a message in a credible manner. The placement should be woven into the fabric of the film and shouldn''t be contrived and unnatural. F: Do such placements result in tangible benefits to the products advertised? M: In the recently placed ad for Castrol engine oil in film Chalte Chalte, the makers of the engine have reported tangibly increased sales of the oil after the film''s release. The product seems to have connected on an emotional level with truck fleet drivers and owners. Ray Ban also benefited by its association with film Men in Black.

听力题 SELLING TACTICS NOTES Business Presentation Pay Attention to Getting Attention 1. A major obstacle of selling things is that your sales message will be (1) Three proven ways you can capture a prospect''s attention quickly: 2. Make a (2) 3. Emphasize the (3) 4. Trigger Your Customer''s (4) Emphasize the Human Relationship 5. Prospective customers are more receptive to buying from a real person than from (5) Tip: 6. Sell yourself to make prospective customers (6) with the selling process. 7. Sell your company and its history of producing results to make prospective customers confident of your ability to deliver (7) Trigger Your Customer''s Imagination 8. Convert the benefits delivered by your product or service into (8) 9. Put your prospect in the picture by dramatizing what it feels like to be (9) 10. Be (10) 11. If you promote a business opportunity, describe what it feels like to be at home working (11) Tip: 12. Be sure your word pictures are dramatizing benefits and (12) SELLING TACTICS NOTES Business Presentation Pay Attention to Getting Attention 1. A major obstacle of selling things is that your sales message will be (1) Three proven ways you can capture a prospect''s attention quickly: 2. Make a (2) 3. Emphasize the (3) 4. Trigger Your Customer''s (4) Emphasize the Human Relationship 5. Prospective customers are more receptive to buying from a real person than from (5) Tip: 6. Sell yourself to make prospective customers (6) with the selling process. 7. Sell your company and its history of producing results to make prospective customers confident of your ability to deliver (7) Trigger Your Customer''s Imagination 8. Convert the benefits delivered by your product or service into (8) 9. Put your prospect in the picture by dramatizing what it feels like to be (9) 10. Be (10) 11. If you promote a business opportunity, describe what it feels like to be at home working (11) Tip: 12. Be sure your word pictures are dramatizing benefits and (12) M: Good morning everyone and welcome. Thanks for coming. My name is Bob Leduc. Today I will talk about some selling tactics. The following 3 simple selling tactics produce sales by responding to the way customers normally think and behave. They work for any business—regardless of what you sell, how you sell or where you sell it. 1. Pay Attention to Getting Attention Can you remember the last 3 advertising messages beamed at you? Can you remember even one of them? Most people can''t, including your prospective customers. That''s because they automatically ignore the steady stream of advertising directed at them. This illustrates a major obstacle you need to overcome before you can sell anything. You have to get your prospect''s attention—and get it fast—or your sales message will be ignored. Here are 3 proven ways you can capture a prospect''s attention quickly: Make a dramatic statement; Example: "Even My Doctor Uses These Health Products") Surprise your prospects with something unexpected: Example: "Try our service without charge for one month, why aren''t you making six figures?" And I''d like to tell you a tip: Include attention getting headlines on all your web pages. Many visitors arrive at a Web page then immediately click away—unless something instantly catches their attention. 2. Emphasize the Human Relationship Prospective customers are more receptive to buying from a real person than from an impersonal company. Look for ways to create a personal relationship with your prospective customers. For example: If you sell face to facet spend some time early in the selling process getting to know a little about your prospects and letting them get to know you. If you sell online or in some other way where you don''t talk with prospects, include some information about you in your presentation. What you say about yourself will have the greatest impact if it highlights why you are uniquely qualified to provide what your customer wants. And there is a tip. Sell yourself to make prospective customers comfortable with the selling process. But sell your company and its history of producing results to make prospective customers confident of your ability to deliver what you promise. 3. Trigger Your Customer''s Imagination Convert the benefits delivered by your product or service into vivid word pictures. Then put your prospect in the picture by dramatizing what it feels like to be enjoying those benefits. Be specific. If you sell financial products, describe what it feels like to enjoy an affluent living without debt. If you sell boats, describe what it feels like cutting through the waves with your friends onboard. If you promote a business opportunity, describe what it feels like to be at home working without a boss. And I''d like to introduce a tip. Be sure your word pictures are dramatizing benefits and not describing features. People don''t really care about the new high-tech insulation used in their beverage cooler (a feature). They just want to be able to enjoy ice cold beverages all day long on a hot day (the benefit). These 3 selling tactics produce sales by responding to normal human behavior. Use them in your web pages, sales letters and personal presentations. The volume of business they produce will surprise you. SELLING TACTICS NOTES Business Presentation Pay Attention to Getting Attention 1. A major obstacle of selling things is that your sales message will be (1) Three proven ways you can capture a prospect''s attention quickly: 2. Make a (2) 3. Emphasize the (3) 4. Trigger Your Customer''s (4) Emphasize the Human Relationship 5. Prospective customers are more receptive to buying from a real person than from (5) Tip: 6. Sell yourself to make prospective customers (6) with the selling process. 7. Sell your company and its history of producing results to make prospective customers confident of your ability to deliver (7) Trigger Your Customer''s Imagination 8. Convert the benefits delivered by your product or service into (8) 9. Put your prospect in the picture by dramatizing what it feels like to be (9) 10. Be (10) 11. If you promote a business opportunity, describe what it feels like to be at home working (11) Tip: 12. Be sure your word pictures are dramatizing benefits and (12) SELLING TACTICS NOTES Business Presentation Pay Attention to Getting Attention 1. A major obstacle of selling things is that your sales message will be (1) Three proven ways you can capture a prospect''s attention quickly: 2. Make a (2) 3. Emphasize the (3) 4. Trigger Your Customer''s (4) Emphasize the Human Relationship 5. Prospective customers are more receptive to buying from a real person than from (5) Tip: 6. Sell yourself to make prospective customers (6) with the selling process. 7. Sell your company and its history of producing results to make prospective customers confident of your ability to deliver (7) Trigger Your Customer''s Imagination 8. Convert the benefits delivered by your product or service into (8) 9. Put your prospect in the picture by dramatizing what it feels like to be (9) 10. Be (10) 11. If you promote a business opportunity, describe what it feels like to be at home working (11) Tip: 12. Be sure your word pictures are dramatizing benefits and (12) M: Good morning everyone and welcome. Thanks for coming. My name is Bob Leduc. Today I will talk about some selling tactics. The following 3 simple selling tactics produce sales by responding to the way customers normally think and behave. They work for any business—regardless of what you sell, how you sell or where you sell it. 1. Pay Attention to Getting Attention Can you remember the last 3 advertising messages beamed at you? Can you remember even one of them? Most people can''t, including your prospective customers. That''s because they automatically ignore the steady stream of advertising directed at them. This illustrates a major obstacle you need to overcome before you can sell anything. You have to get your prospect''s attention—and get it fast—or your sales message will be ignored. Here are 3 proven ways you can capture a prospect''s attention quickly: Make a dramatic statement; Example: "Even My Doctor Uses These Health Products") Surprise your prospects with something unexpected: Example: "Try our service without charge for one month, why aren''t you making six figures?" And I''d like to tell you a tip: Include attention getting headlines on all your web pages. Many visitors arrive at a Web page then immediately click away—unless something instantly catches their attention. 2. Emphasize the Human Relationship Prospective customers are more receptive to buying from a real person than from an impersonal company. Look for ways to create a personal relationship with your prospective customers. For example: If you sell face to facet spend some time early in the selling process getting to know a little about your prospects and letting them get to know you. If you sell online or in some other way where you don''t talk with prospects, include some information about you in your presentation. What you say about yourself will have the greatest impact if it highlights why you are uniquely qualified to provide what your customer wants. And there is a tip. Sell yourself to make prospective customers comfortable with the selling process. But sell your company and its history of producing results to make prospective customers confident of your ability to deliver what you promise. 3. Trigger Your Customer''s Imagination Convert the benefits delivered by your product or service into vivid word pictures. Then put your prospect in the picture by dramatizing what it feels like to be enjoying those benefits. Be specific. If you sell financial products, describe what it feels like to enjoy an affluent living without debt. If you sell boats, describe what it feels like cutting through the waves with your friends onboard. If you promote a business opportunity, describe what it feels like to be at home working without a boss. And I''d like to introduce a tip. Be sure your word pictures are dramatizing benefits and not describing features. People don''t really care about the new high-tech insulation used in their beverage cooler (a feature). They just want to be able to enjoy ice cold beverages all day long on a hot day (the benefit). These 3 selling tactics produce sales by responding to normal human behavior. Use them in your web pages, sales letters and personal presentations. The volume of business they produce will surprise you.

听力题? You will hear five different business telephone calls. ? For each exact there are two tasks. For Task One, choose the receiver''s information of each call from the list A—H. For Task Two, choose the caller''s purpose described from the list A—H. ? You will hear the recording twice. ? You will hear five different business telephone calls. ? For each exact there are two tasks. For Task One, choose the receiver''s information of each call from the list A—H. For Task Two, choose the caller''s purpose described from the list A—H. ? You will hear the recording twice. (10 seconds pause) Conversation 1 F: Hello, this is First Direct, how can I help you? M: This is Ahmed Aziz speaking. Er, I''m interested in opening an account with you, but I have a couple of questions. F: What exactly would you like to know, Mr. Aziz? M: First of all, if I bank with you, how do I pay money into my account? F: Well, as you probably know, First Direct is a part of the Midland Bank. That means you can pay into your First Direct account at any of their branches. M: I see. Er, do they charge me for that? F: No, that''s free. M: OK. Right. The other thing I wanted to know was: do you pay interest on current accounts? F: Yes, we do. As long as your account is in credit. The interest is then calculated daily, and we add it to your account at the end of each month. M: Uh huh. F: Is there anything else you''d like to know, Mr. Aziz? M: No, I think that''s all for the time being. Thank you. F: Thank you for calling, Mr. Aziz. Goodbye. Conversation 2 F: Hello. M: Is that Caroline? F: Yes, speaking. F: Hello, this is Frederic calling. F: Oh, good morning, Frederic. How are you? F: Fine. And you? F: Not too bad, thank you. M: Good. We need another 30 by 10 by 2 bags to go down to Lievin tonight. F: Right. 30 by 10 by 2. OK. I''m not actually in the office yet. I shall be there within about half an hour. Could I call you then after I''ve checked with the factory? M: Sure. F: OK, then. Fine. I''ll call you back. M: Thanks. F: All right. Bye for now. Conversation 3 M: Prince Sports Group Customer Services; this is Dawn. F: Hi, Dawn. I''m interested in the prices of some sports equipment. M: Would you like us to send you a catalogue? F: Yes, thanks, that would be great. M: May I have your name and address? F: My name''s Jerome Allgood. M: And your address? F: 226 Dryden Avenue. M: And what city? F: Trenton. M: And the zip? F: 08638. M:OK, would you be interested in an Ektelon catalogue or Prince? Tennis or racket ball? F: I''d like the Prince tennis one, please. M: OK, great. My name is Dawn. I''m in the Customer Service Department. I''ll get that catalogue out to you right away. If you have any questions, please call back and I''ll be glad to talk to you about our products. F: Great. M: Thanks. F: Thank you. Bye. M: Bye. Conversation 4 M: Phoenix Ms. Good morning. F: This is Jennifer Austin from Leroy Motors. Could I speak to Leo Dayton, please? M: I''m afraid he''s not in at the moment. Can I give him a message? F: Well, I''m ringing about a reprint of one of our brochures. I asked him to do it six weeks ago and we''re still waiting for them. If I remember rightly, I did say it was rather urgent. M: I''ll get him to call you back as soon as he comes in, Ms. Austin. F: Thank you very much. Conversation 5 F: This is Jennifer Austin speaking. M: Leo Dayton from Phoenix Ms. I understand there''s been a problem with an order. F: That''s right. I asked you to do a reprint of our A90 brochure some time ago and we still don''t have it. M: Yes. I''ve just been trying to find out what happened. It seems some urgent work came in and your order got overlooked. I''m really sorry. F: I see. Well, the problem is we have an exhibition coming up at the beginning of next month and we''ll want to have them for then. How soon can you get them done? M: Would the end of the week be OK? F: That''d be great. M: Right, then. I''ll see that you get them by Friday. And I''m really sorry about this. F: Don''t worry. (10 seconds pause) ? You will hear five different business telephone calls. ? For each exact there are two tasks. For Task One, choose the receiver''s information of each call from the list A—H. For Task Two, choose the caller''s purpose described from the list A—H. ? You will hear the recording twice. ? You will hear five different business telephone calls. ? For each exact there are two tasks. For Task One, choose the receiver''s information of each call from the list A—H. For Task Two, choose the caller''s purpose described from the list A—H. ? You will hear the recording twice. (10 seconds pause) Conversation 1 F: Hello, this is First Direct, how can I help you? M: This is Ahmed Aziz speaking. Er, I''m interested in opening an account with you, but I have a couple of questions. F: What exactly would you like to know, Mr. Aziz? M: First of all, if I bank with you, how do I pay money into my account? F: Well, as you probably know, First Direct is a part of the Midland Bank. That means you can pay into your First Direct account at any of their branches. M: I see. Er, do they charge me for that? F: No, that''s free. M: OK. Right. The other thing I wanted to know was: do you pay interest on current accounts? F: Yes, we do. As long as your account is in credit. The interest is then calculated daily, and we add it to your account at the end of each month. M: Uh huh. F: Is there anything else you''d like to know, Mr. Aziz? M: No, I think that''s all for the time being. Thank you. F: Thank you for calling, Mr. Aziz. Goodbye. Conversation 2 F: Hello. M: Is that Caroline? F: Yes, speaking. F: Hello, this is Frederic calling. F: Oh, good morning, Frederic. How are you? F: Fine. And you? F: Not too bad, thank you. M: Good. We need another 30 by 10 by 2 bags to go down to Lievin tonight. F: Right. 30 by 10 by 2. OK. I''m not actually in the office yet. I shall be there within about half an hour. Could I call you then after I''ve checked with the factory? M: Sure. F: OK, then. Fine. I''ll call you back. M: Thanks. F: All right. Bye for now. Conversation 3 M: Prince Sports Group Customer Services; this is Dawn. F: Hi, Dawn. I''m interested in the prices of some sports equipment. M: Would you like us to send you a catalogue? F: Yes, thanks, that would be great. M: May I have your name and address? F: My name''s Jerome Allgood. M: And your address? F: 226 Dryden Avenue. M: And what city? F: Trenton. M: And the zip? F: 08638. M:OK, would you be interested in an Ektelon catalogue or Prince? Tennis or racket ball? F: I''d like the Prince tennis one, please. M: OK, great. My name is Dawn. I''m in the Customer Service Department. I''ll get that catalogue out to you right away. If you have any questions, please call back and I''ll be glad to talk to you about our products. F: Great. M: Thanks. F: Thank you. Bye. M: Bye. Conversation 4 M: Phoenix Ms. Good morning. F: This is Jennifer Austin from Leroy Motors. Could I speak to Leo Dayton, please? M: I''m afraid he''s not in at the moment. Can I give him a message? F: Well, I''m ringing about a reprint of one of our brochures. I asked him to do it six weeks ago and we''re still waiting for them. If I remember rightly, I did say it was rather urgent. M: I''ll get him to call you back as soon as he comes in, Ms. Austin. F: Thank you very much. Conversation 5 F: This is Jennifer Austin speaking. M: Leo Dayton from Phoenix Ms. I understand there''s been a problem with an order. F: That''s right. I asked you to do a reprint of our A90 brochure some time ago and we still don''t have it. M: Yes. I''ve just been trying to find out what happened. It seems some urgent work came in and your order got overlooked. I''m really sorry. F: I see. Well, the problem is we have an exhibition coming up at the beginning of next month and we''ll want to have them for then. How soon can you get them done? M: Would the end of the week be OK? F: That''d be great. M: Right, then. I''ll see that you get them by Friday. And I''m really sorry about this. F: Don''t worry. (10 seconds pause)

听力题M: What is your primary role in the new company

听力题? You will hear five different business people talking about corporations. ? For each extract there are two tasks. For Task One, choose the advantage of corporations described from the list A—H. For Task Two, choose the disadvantage of corporations from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about corporations. ? For each extract there are two tasks. For Task One, choose the advantage of corporations described from the list A—H. For Task Two, choose the disadvantage of corporations from the list A—H. ? You will hear the recording twice. M: Unlike partners and proprietors, owners in a corporation have limited liability. They stand to lose only what they have invested. Creditors can sue a corporation for not paying its debts, forcing the corporation to declare bankruptcy. Creditors, however, cannot make the stockholders pay the corporation''s debts out of their own personal assets. Because corporations have to report so many of their activities and because many government agencies scrutinize their activities, corporations often lose the competitive advantage of secrecy. Corporations must make public reports on profits, total sales, and research expenditures. Competitors can learn much about each other by reading reports and studying reports from hearings. F: Stockholders can transfer shares of stock to others without causing the termination of the corporation. Major stock exchanges list the latest selling price for thousands of stocks by the minute, and they provide a ready market for buyers and sellers. The withdrawal is easy compared to the other forms of ownership because the sale of an owner''s stock does not dissolve the corporation. A proprietor can have a brain-storm over a ham sandwich at lunch. Make a decision. And act on it before the end of the day. But corporations have many departments, committees, and boards that must approve major projects before actions can be taken. M: Unlike proprietorships and partnerships, a corporation can last indefinitely. While some charters specify the length of life of the company, most assume an indefinite life span. The existence of the corporation is unaffected by the death or withdrawal of its stockholders. The government creates the corporation as an artificial being and feeds its offspring with dozens of rules and regulations. Many of these regulations apply to all organizations, but enforcement is focused on the larger corporations. In order to comply with all the regulations, corporations spend a good deal interpreting laws, maintaining records, and reporting to government agencies. F: Corporations have a large advantage in obtaining more money for expansion. They can raise money more easily because its stock and bonds are bought and sold in public markets such as stock exchanges. The price of ownership is known, and when the company wants to raise new funds, it can sell new shares or bonds to the public and attract funds from both domestic and foreign investors. The larger a corporation becomes, the more sources of financing are available to it. The corporation is treated as a legal entity and must pay taxes on its taxable income. When after-tax corporate profits are paid out in dividends to the stockholders, the dividends are taxed a second time as part of the individual owner''s income. Thus owners pay taxes twice on corporate profits. M: While all corporations are not large, most large businesses are corporations. Large size offers the advantage of economical production methods) large companies can buy materials, manufacture products, and ship finished goods in bulk. But even more important is the ability to specialize. This potential, combined with the ability to pay higher salaries and offer attractive fringe benefits, gives the corporation an advantage in hiring and keeping top-rate employees. A corporation is more costly and difficult to create than other forms of ownership. Preparing the articles of incorporation, developing a prospectus for potential owners, complying with regulations on stock issues, and registering in other states is costly and time consuming. Filing fees, lawyer expenses, and promotion costs can be expensive. ? You will hear five different business people talking about corporations. ? For each extract there are two tasks. For Task One, choose the advantage of corporations described from the list A—H. For Task Two, choose the disadvantage of corporations from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about corporations. ? For each extract there are two tasks. For Task One, choose the advantage of corporations described from the list A—H. For Task Two, choose the disadvantage of corporations from the list A—H. ? You will hear the recording twice. M: Unlike partners and proprietors, owners in a corporation have limited liability. They stand to lose only what they have invested. Creditors can sue a corporation for not paying its debts, forcing the corporation to declare bankruptcy. Creditors, however, cannot make the stockholders pay the corporation''s debts out of their own personal assets. Because corporations have to report so many of their activities and because many government agencies scrutinize their activities, corporations often lose the competitive advantage of secrecy. Corporations must make public reports on profits, total sales, and research expenditures. Competitors can learn much about each other by reading reports and studying reports from hearings. F: Stockholders can transfer shares of stock to others without causing the termination of the corporation. Major stock exchanges list the latest selling price for thousands of stocks by the minute, and they provide a ready market for buyers and sellers. The withdrawal is easy compared to the other forms of ownership because the sale of an owner''s stock does not dissolve the corporation. A proprietor can have a brain-storm over a ham sandwich at lunch. Make a decision. And act on it before the end of the day. But corporations have many departments, committees, and boards that must approve major projects before actions can be taken. M: Unlike proprietorships and partnerships, a corporation can last indefinitely. While some charters specify the length of life of the company, most assume an indefinite life span. The existence of the corporation is unaffected by the death or withdrawal of its stockholders. The government creates the corporation as an artificial being and feeds its offspring with dozens of rules and regulations. Many of these regulations apply to all organizations, but enforcement is focused on the larger corporations. In order to comply with all the regulations, corporations spend a good deal interpreting laws, maintaining records, and reporting to government agencies. F: Corporations have a large advantage in obtaining more money for expansion. They can raise money more easily because its stock and bonds are bought and sold in public markets such as stock exchanges. The price of ownership is known, and when the company wants to raise new funds, it can sell new shares or bonds to the public and attract funds from both domestic and foreign investors. The larger a corporation becomes, the more sources of financing are available to it. The corporation is treated as a legal entity and must pay taxes on its taxable income. When after-tax corporate profits are paid out in dividends to the stockholders, the dividends are taxed a second time as part of the individual owner''s income. Thus owners pay taxes twice on corporate profits. M: While all corporations are not large, most large businesses are corporations. Large size offers the advantage of economical production methods) large companies can buy materials, manufacture products, and ship finished goods in bulk. But even more important is the ability to specialize. This potential, combined with the ability to pay higher salaries and offer attractive fringe benefits, gives the corporation an advantage in hiring and keeping top-rate employees. A corporation is more costly and difficult to create than other forms of ownership. Preparing the articles of incorporation, developing a prospectus for potential owners, complying with regulations on stock issues, and registering in other states is costly and time consuming. Filing fees, lawyer expenses, and promotion costs can be expensive.

听力题? You will hear five people talking about e-business in different areas. ? For each extract there are two tasks. For Task One. choose the areas from the list A—H. For Task Two, choose the benefits from the list A-H. ? You will hear the recording twice. ? You will hear five people talking about e-business in different areas. ? For each extract there are two tasks. For Task One. choose the areas from the list A—H. For Task Two, choose the benefits from the list A-H. ? You will hear the recording twice. M: It''s already made a huge impact and by the time the project''s fully implemented, we''ll have networked over 300, 000 employees and suppliers—they''ll all be able to communicate through email. And it''s this interconnectivity, it''s changing everything about the way we work. I mean, last year around 15 percent of our in-service staff development was carried out through Web-based distance learning using the company intranet. And we reckon that for every 1, 000 days of classroom-based teaching that''s supplied by distance learning, it generates about $ 500, 000 in efficiency gains. And this year we''ll be delivering up to 30 percent of our courses by distance learning. So we''ll be looking at savings of over $ 100 million. F: We''re one of the largest insurance organizations in Canada, offering a wide range of financial products. We rely on a system of independent agents to distribute our products so it''s really important to maintain a close relationship with them. This used to be done over the telephone but that was all very time-consuming for our employees and meant we could only supply agents with information during office hours. Now we have the extranet, which means that all our representatives can keep in touch around the clock and get the latest information about offerings. F: We''re one of the Ketherland''s leading banks with 1. 300 branches here and abroad. We deal with both businesses and consumers but our primary focus is small and medium-sized businesses-SMBs as we call them. As part of our offering to SMBs. we recently launched a Web-based euro project which provides free briefings to both customers and staff about the new European currency. Since the issues surrounding the euro will constantly be changing, people will need regular updating. By providing up-to-the-minute bulletins, we''re establishing ourselves as a major player in the Eurozone countries. This is enhancing our clients'' perceptions of us and strengthening our customer base. M: We are one of France''s most prestigious bicycle manufacturers, selling mainly to professionals and people with a real passion for cycling as a sport. The best bit about our new website is that it lets customers actually design their own personalized cyber cycle. All they have to do is to choose a basic model and then decide what frame, wheels, color they want and pay on-line by credit card and the bike is delivered to their nearest dealer. With the new way of using the internet, we have been able to create an international presence at a fraction of what it would have cost to advertise outside the domestic market. F: After recent restructuring we felt we needed to change the company culture to reflect our leaner structure. Processes that used to be highly bureaucratized needed to be simplified. One area we really had to tackle was procurement. After filling in massive amounts of paperwork, getting requisite signatures and then faxing orders off, our employees sometimes had to wait over a month for things like office material and PCs to get here. A real advantage with the new system is there''s less margin for error because if the form isn''t filled in correctly, then the system says so immediately. So less time will be wasted on sorting out problems. By the end of the year, we''ll have reduced our paper invoices from five million to zero. ? You will hear five people talking about e-business in different areas. ? For each extract there are two tasks. For Task One. choose the areas from the list A—H. For Task Two, choose the benefits from the list A-H. ? You will hear the recording twice. ? You will hear five people talking about e-business in different areas. ? For each extract there are two tasks. For Task One. choose the areas from the list A—H. For Task Two, choose the benefits from the list A-H. ? You will hear the recording twice. M: It''s already made a huge impact and by the time the project''s fully implemented, we''ll have networked over 300, 000 employees and suppliers—they''ll all be able to communicate through email. And it''s this interconnectivity, it''s changing everything about the way we work. I mean, last year around 15 percent of our in-service staff development was carried out through Web-based distance learning using the company intranet. And we reckon that for every 1, 000 days of classroom-based teaching that''s supplied by distance learning, it generates about $ 500, 000 in efficiency gains. And this year we''ll be delivering up to 30 percent of our courses by distance learning. So we''ll be looking at savings of over $ 100 million. F: We''re one of the largest insurance organizations in Canada, offering a wide range of financial products. We rely on a system of independent agents to distribute our products so it''s really important to maintain a close relationship with them. This used to be done over the telephone but that was all very time-consuming for our employees and meant we could only supply agents with information during office hours. Now we have the extranet, which means that all our representatives can keep in touch around the clock and get the latest information about offerings. F: We''re one of the Ketherland''s leading banks with 1. 300 branches here and abroad. We deal with both businesses and consumers but our primary focus is small and medium-sized businesses-SMBs as we call them. As part of our offering to SMBs. we recently launched a Web-based euro project which provides free briefings to both customers and staff about the new European currency. Since the issues surrounding the euro will constantly be changing, people will need regular updating. By providing up-to-the-minute bulletins, we''re establishing ourselves as a major player in the Eurozone countries. This is enhancing our clients'' perceptions of us and strengthening our customer base. M: We are one of France''s most prestigious bicycle manufacturers, selling mainly to professionals and people with a real passion for cycling as a sport. The best bit about our new website is that it lets customers actually design their own personalized cyber cycle. All they have to do is to choose a basic model and then decide what frame, wheels, color they want and pay on-line by credit card and the bike is delivered to their nearest dealer. With the new way of using the internet, we have been able to create an international presence at a fraction of what it would have cost to advertise outside the domestic market. F: After recent restructuring we felt we needed to change the company culture to reflect our leaner structure. Processes that used to be highly bureaucratized needed to be simplified. One area we really had to tackle was procurement. After filling in massive amounts of paperwork, getting requisite signatures and then faxing orders off, our employees sometimes had to wait over a month for things like office material and PCs to get here. A real advantage with the new system is there''s less margin for error because if the form isn''t filled in correctly, then the system says so immediately. So less time will be wasted on sorting out problems. By the end of the year, we''ll have reduced our paper invoices from five million to zero.

听力题 COMMON MISTAKES OF FINISHING A CREDIT LETTER NOTES Reasons for rejecting 25% of the documents: 1. The letter of credit had (1) 2. The documents were presented after the period stipulated in the (2) 3. The shipment was (3) Documents were often inconsistent with one another in the following ways: 4. The description or spelling of goods on invoice (s) differed from that in the (4) 5. The weights differed between (5) 6. The amounts of value shown on the invoice(s) and bill of exchange (draft) (6) 7. The marks and numbers (7) 8. The drawing was for less than the letter of credit (8) 9. The letter of credit was exceeded by the value of the (9) 10. The shipment was (10) 11. There was an absence of signatures of witnessings, where required, (11) 12. Facsimile signatures were used when not (12) COMMON MISTAKES OF FINISHING A CREDIT LETTER NOTES Reasons for rejecting 25% of the documents: 1. The letter of credit had (1) 2. The documents were presented after the period stipulated in the (2) 3. The shipment was (3) Documents were often inconsistent with one another in the following ways: 4. The description or spelling of goods on invoice (s) differed from that in the (4) 5. The weights differed between (5) 6. The amounts of value shown on the invoice(s) and bill of exchange (draft) (6) 7. The marks and numbers (7) 8. The drawing was for less than the letter of credit (8) 9. The letter of credit was exceeded by the value of the (9) 10. The shipment was (10) 11. There was an absence of signatures of witnessings, where required, (11) 12. Facsimile signatures were used when not (12) ? You will hear a bank expert talking about some of the common mistakes that are made when people complete letters of credit. ? As you listen, for questions 1—12, complete the notes, using up to three words or a number. ? You will hear the recording twice. (10 seconds pause) Now you''d be surprising at the kinds of mistakes people make when using letter of credit documentation. These errors can often lead to rejection on the very first presentation. The research department of our bank found that 25% of the documents were rejected. Now there were different reasons. The main ones were things like the fact that the letter of credit had expired, or the documents were presented after the period stated by the letter of credit. Or, of course, the shipment was late. If you think about it, it is quite amazing really. But I can''t stress enough the need for consistency between different documents. I mean, for instance, our bank study found out that spelling inconsistencies or mistakes are part of the problem. That is the description or spelling of goods on invoices was different from that in the letter of credit. Or, the weights were different on the export documents. Then the amounts of money value shown on the invoice and the bill of exchange differed too. Even the marks and numbers were found to be different. Then another thing we found was that the amount of money mentioned on the letter of credit was smaller than the value of the order. Or, the shipment was short. Then you might even find that some documents were missing which were called for in the documentary letter of credit. We even had cases where signatures had not been witnessed as required for certain documents presented. Or else facsimile signatures were used where they''re just not allowed. And this is by no means the end of the list, which goes on and on; but I won''t bore you any more. All in all almost 50% of the documents presented along with the letters of credit were rejected on their first presentation and this meant sometimes long delays in payment with all the complications that can involve. And I don''t need to tell you. (10 seconds pause) COMMON MISTAKES OF FINISHING A CREDIT LETTER NOTES Reasons for rejecting 25% of the documents: 1. The letter of credit had (1) 2. The documents were presented after the period stipulated in the (2) 3. The shipment was (3) Documents were often inconsistent with one another in the following ways: 4. The description or spelling of goods on invoice (s) differed from that in the (4) 5. The weights differed between (5) 6. The amounts of value shown on the invoice(s) and bill of exchange (draft) (6) 7. The marks and numbers (7) 8. The drawing was for less than the letter of credit (8) 9. The letter of credit was exceeded by the value of the (9) 10. The shipment was (10) 11. There was an absence of signatures of witnessings, where required, (11) 12. Facsimile signatures were used when not (12) COMMON MISTAKES OF FINISHING A CREDIT LETTER NOTES Reasons for rejecting 25% of the documents: 1. The letter of credit had (1) 2. The documents were presented after the period stipulated in the (2) 3. The shipment was (3) Documents were often inconsistent with one another in the following ways: 4. The description or spelling of goods on invoice (s) differed from that in the (4) 5. The weights differed between (5) 6. The amounts of value shown on the invoice(s) and bill of exchange (draft) (6) 7. The marks and numbers (7) 8. The drawing was for less than the letter of credit (8) 9. The letter of credit was exceeded by the value of the (9) 10. The shipment was (10) 11. There was an absence of signatures of witnessings, where required, (11) 12. Facsimile signatures were used when not (12) ? You will hear a bank expert talking about some of the common mistakes that are made when people complete letters of credit. ? As you listen, for questions 1—12, complete the notes, using up to three words or a number. ? You will hear the recording twice. (10 seconds pause) Now you''d be surprising at the kinds of mistakes people make when using letter of credit documentation. These errors can often lead to rejection on the very first presentation. The research department of our bank found that 25% of the documents were rejected. Now there were different reasons. The main ones were things like the fact that the letter of credit had expired, or the documents were presented after the period stated by the letter of credit. Or, of course, the shipment was late. If you think about it, it is quite amazing really. But I can''t stress enough the need for consistency between different documents. I mean, for instance, our bank study found out that spelling inconsistencies or mistakes are part of the problem. That is the description or spelling of goods on invoices was different from that in the letter of credit. Or, the weights were different on the export documents. Then the amounts of money value shown on the invoice and the bill of exchange differed too. Even the marks and numbers were found to be different. Then another thing we found was that the amount of money mentioned on the letter of credit was smaller than the value of the order. Or, the shipment was short. Then you might even find that some documents were missing which were called for in the documentary letter of credit. We even had cases where signatures had not been witnessed as required for certain documents presented. Or else facsimile signatures were used where they''re just not allowed. And this is by no means the end of the list, which goes on and on; but I won''t bore you any more. All in all almost 50% of the documents presented along with the letters of credit were rejected on their first presentation and this meant sometimes long delays in payment with all the complications that can involve. And I don''t need to tell you. (10 seconds pause)

听力题M: What is your primary role in the new company

听力题M: (interviewer): Good Morning, nice to meet you

听力题? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice.? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice.? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice. (10 seconds pause) M: As Americans, we tend to be much more casual and informal when we meet people. Our natural inclination to be familiar can put some people on edge. Germans and Japanese, for example, are very unlikely to use first names in business. Asians prefer to use less eye and physical contact. A universal handshake that most cultures are comfortable with is a single pump handshake that lasts a few seconds. Latins are prone to touching and to smaller personal space, while Asians and Germans enjoy more distance. The Latin hug is common between men and men and women and women. At home, the Japanese are more comfortable with a bow from the waist. Be sure not to refer to Japanese as ''foreigners'' or ''Orientals'', but instead as international visitors and Asians. F: With Asian and German associates, punctuality is a must! It is safe to begin a meeting with a more formal tone that can always be relaxed by following their lead. Business cards are treated with more respect by people from other countries, and there is a strong emphasis on titles and positions. It is helpful to have your cards printed in their language on the back if you are regularly dealing with a particular country. Germans will include university degrees and often the company''s founding date on their cards, so you may want to add similar information to yours. M: Germans, Japanese and Latins value more formality in manners than Americans. Don''t stand with hands on hips or talk with hands in pockets. Be tolerant about smoking, as Japanese and Europeans smoke more than Americans. Avoid speaking in a loud voice. Respect privacy and a sense of order with Germans. Latins enjoy discussing family, whereas Germans and Japanese generally do not. F: At business meals, more time is spent on building relationships rather than rushing straight to work. It is appropriate to eat with the silverware constantly in both hands. Most of the world eats continental style with the fork in the left hand and the knife in the right, eating off the back of the fork. We, on the other hand, are uncomfortable when people keep both of their wrists above the table for the whole meal. We place the hand we are not eating or drinking with in our laps. Europeans often find it strange and may wonder what we are doing! M: Be aware that gifts are important, but that some may be taboo in certain cultures. For example, with Japanese, white is the color of death and four of anything is unlucky. With the Latins, gifts of knives suggest ''cutting'' of the relationship. With Germans, red roses signal romantic interests, and carnations signify death. With Mexicans and Brazilians, purple is the color of death, so it''s best to avoid purple flowers and gifts. With the Japanese, gifts are normally given and received with a slight bow and are not opened in front of your counterpart. (10 seconds pause) ? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice.? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice.? You will hear five different business people talking about cultural differences in doing business in different countries. ? For each extract there are two tasks. For Task One, choose the dos described from the list A—H. For Task Two, choose the don''ts described from the list A—H. ? You will hear the recording twice. (10 seconds pause) M: As Americans, we tend to be much more casual and informal when we meet people. Our natural inclination to be familiar can put some people on edge. Germans and Japanese, for example, are very unlikely to use first names in business. Asians prefer to use less eye and physical contact. A universal handshake that most cultures are comfortable with is a single pump handshake that lasts a few seconds. Latins are prone to touching and to smaller personal space, while Asians and Germans enjoy more distance. The Latin hug is common between men and men and women and women. At home, the Japanese are more comfortable with a bow from the waist. Be sure not to refer to Japanese as ''foreigners'' or ''Orientals'', but instead as international visitors and Asians. F: With Asian and German associates, punctuality is a must! It is safe to begin a meeting with a more formal tone that can always be relaxed by following their lead. Business cards are treated with more respect by people from other countries, and there is a strong emphasis on titles and positions. It is helpful to have your cards printed in their language on the back if you are regularly dealing with a particular country. Germans will include university degrees and often the company''s founding date on their cards, so you may want to add similar information to yours. M: Germans, Japanese and Latins value more formality in manners than Americans. Don''t stand with hands on hips or talk with hands in pockets. Be tolerant about smoking, as Japanese and Europeans smoke more than Americans. Avoid speaking in a loud voice. Respect privacy and a sense of order with Germans. Latins enjoy discussing family, whereas Germans and Japanese generally do not. F: At business meals, more time is spent on building relationships rather than rushing straight to work. It is appropriate to eat with the silverware constantly in both hands. Most of the world eats continental style with the fork in the left hand and the knife in the right, eating off the back of the fork. We, on the other hand, are uncomfortable when people keep both of their wrists above the table for the whole meal. We place the hand we are not eating or drinking with in our laps. Europeans often find it strange and may wonder what we are doing! M: Be aware that gifts are important, but that some may be taboo in certain cultures. For example, with Japanese, white is the color of death and four of anything is unlucky. With the Latins, gifts of knives suggest ''cutting'' of the relationship. With Germans, red roses signal romantic interests, and carnations signify death. With Mexicans and Brazilians, purple is the color of death, so it''s best to avoid purple flowers and gifts. With the Japanese, gifts are normally given and received with a slight bow and are not opened in front of your counterpart. (10 seconds pause)

听力题F: What are SCA''s business plans in India

听力题 F: What kind of finances can film producers expect by associating with brands? M: Right now, companies are willing to pay amounts ranging between $120,000 and $ 1,200,000 for placing their brands in films, but it depends on the budget of the film. Big-budget films with big stars can expect more. The size of this advertising is expected to grow nearly 100 percent in the next two to five years as more and more companies get attracted to this kind of advertising. F: What are the advantages of in-film advertising to producers and advertisers? M: Advertisers are able to get big stars at a fraction of the costs they would normally shell out for an exclusive tie-up. Films are not subject to surfing, zipping or muting (unlike in TV and other media). Films appeal to emotions and scenes in films catch people off-guard unlike an advertisement, which catches the audience in a cold-evaluating mood. Films transcend geography, class and cultural barriers and catch people in a receptive mood. And films are target-specific. F: How can films and brands connect? M: A film-viewer has a short attention span. The best way to deliver the message is to catch the viewer off-guard when his rational defence is down. Appealing to viewers'' emotions is better than appealing to their rational thought. The rational gate examines the advantages, benefits and features, and seeks value for money; the emotional gate is all about trust, love, identification and belief. Films operate at the emotional level. Placing a product in a film is catching the viewer at an emotional level when he can connect with the brand. There can be synergies between brands and films. The successful integration of product placement within the film''s storyline has a long history - the first example being the yellow Rajdhoot bike used in Raj Kapoor''s Bobby. Hollywood also leveraged brands such as BMW (Bond movies), Jaguar, Ford, Ray Ban (Tom Cruise in Risky Business and Mission Impossible), Starbucks coffee, AOL and AT the emotional gate is all about trust, love, identification and belief. Films operate at the emotional level. Placing a product in a film is catching the viewer at an emotional level when he can connect with the brand. There can be synergies between brands and films. The successful integration of product placement within the film''s storyline has a long history - the first example being the yellow Rajdhoot bike used in Raj Kapoor''s Bobby. Hollywood also leveraged brands such as BMW (Bond movies), Jaguar, Ford, Ray Ban (Tom Cruise in Risky Business and Mission Impossible), Starbucks coffee, AOL and AT &T. F: Song-and-dance sequences invariably feature an ad in the background but most people don''t recall such scenes in detail. What is the advantage of the advertisement then? M: It is true that ads have to be carefully placed in a film and one bad placement can do more damage than 10 good placements. Artistic integrity is crucial for successful brand placements and the operation has to be woven into the script. Sometimes, unreasonable clients demand more footage although research has shown that a two-minute clip can effectively deliver a message in a credible manner. The placement should be woven into the fabric of the film and shouldn''t be contrived and unnatural. F: Do such placements result in tangible benefits to the products advertised? M: In the recently placed ad for Castrol engine oil in film Chalte Chalte, the makers of the engine have reported tangibly increased sales of the oil after the film''s release. The product seems to have connected on an emotional level with truck fleet drivers and owners. Ray Ban also benefited by its association with film Men in Black.

听力题F: What are SCA''s business plans in India

听力题M: (interviewer): Good Morning, nice to meet you

听力题SELLING TACTICS NOTES Outsourcing in general: 1

听力题? You will hear five different business people talking about partnerships, one form of business. ? For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about partnerships, one form of business. ? For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ? You will hear the recording twice. M: Starting a partnership in the United States requires little more than drawing up articles of partnership. No legal charters have to be granted, but the name of the business should be registered with state. However, unlike a proprietorship, a partnership is not easy to dismantle. Selling a partnership interest creates the same effect as the death or withdrawal of a partner. Moreover, it is difficult to place a value on a partner''s share of the partnership. No public value is placed on the partnership as there is on publicly owned corporations. When a partner insists on withdrawing, the result may be a forced sale at a price less than the value of the business. F: Partnerships can provide diverse skills because partners are able to specialize in their areas of expertise. Two or three people can bring different but complementary skills to an association. For service-oriented partnerships in such fields as law, financial planning, and accounting, this diversity may attract customers because clients may think that the service offered by a diverse team is of higher quality than that provided by one person. While, partners must cooperate to run a business effectively. Often, disagreements over decisions, rewards, and business practices create tension between partners. These conflicts can threaten not only the profits but even the existence of the business. Unfortunately, partners sometimes dissolve their successful business because of these conflicts. M: Partners have the advantage of combined capital resources. The partnership can draw upon the savings of all partners, and their combined personal wealth makes borrowing easier. Partnerships tend to be larger than sole proprietorships and therefore have greater earning power and better credit ratings. In general partnerships, general partners have unlimited liability for the debts incurred by the business. Should the business fail, each partner''s personal wealth maybe legally taken to fulfill the obligations of the venture. If one of the partners makes a decision that costs the company a loss, all of the partners are responsible. Such responsibility for the actions of other partners is enough to make a person think twice before entering into a partnership agreement. F: If a partnership wishes to keep a particular employee who contributes a valuable skill, it can make that employee a partner. Many accounting and law firms operate on this principle. When employees realize that it is possible to become part-owner of the company, they have incentive to stay with the company and perform much better on the job. However, there are many situations that can dissolve a partnership. Death, withdrawal, or bankrupt?cy will end the venture. Also, failure of a part?ner to fulfill contractual agreements can cancel the partnership. Of all the forms of business, partnerships average the shortest life span. When the partnership is terminated, the bene?fits of long-range planning are often lost. M: Partnership can provide access and exposure to target markets such as leading chefs, restau?rants, writers and high-income consumers and also provide access to new markets and distri?bution channels. Partnership apprentice admits a partner to the partnership, but makes them ineligible for profit-sharing for a fixed time. One firm fixes new partners'' salaries for the first three years and then begins profit-sharing in the fourth year. Each new partner is as?signed or can purchase the same ownership percentage, which can be increased each year by some factors. It allows existing partners to see how new partners perform before they share in the profits. Animosity, however, may result as young partners work for three years without immediate rewards. ? You will hear five different business people talking about partnerships, one form of business. ? For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about partnerships, one form of business. ? For each extract there are two tasks. For Task One, choose the advantage of partnerships described from the list A—H. For Task Two, choose the disadvantage of partnerships from the list A—H. ? You will hear the recording twice. M: Starting a partnership in the United States requires little more than drawing up articles of partnership. No legal charters have to be granted, but the name of the business should be registered with state. However, unlike a proprietorship, a partnership is not easy to dismantle. Selling a partnership interest creates the same effect as the death or withdrawal of a partner. Moreover, it is difficult to place a value on a partner''s share of the partnership. No public value is placed on the partnership as there is on publicly owned corporations. When a partner insists on withdrawing, the result may be a forced sale at a price less than the value of the business. F: Partnerships can provide diverse skills because partners are able to specialize in their areas of expertise. Two or three people can bring different but complementary skills to an association. For service-oriented partnerships in such fields as law, financial planning, and accounting, this diversity may attract customers because clients may think that the service offered by a diverse team is of higher quality than that provided by one person. While, partners must cooperate to run a business effectively. Often, disagreements over decisions, rewards, and business practices create tension between partners. These conflicts can threaten not only the profits but even the existence of the business. Unfortunately, partners sometimes dissolve their successful business because of these conflicts. M: Partners have the advantage of combined capital resources. The partnership can draw upon the savings of all partners, and their combined personal wealth makes borrowing easier. Partnerships tend to be larger than sole proprietorships and therefore have greater earning power and better credit ratings. In general partnerships, general partners have unlimited liability for the debts incurred by the business. Should the business fail, each partner''s personal wealth maybe legally taken to fulfill the obligations of the venture. If one of the partners makes a decision that costs the company a loss, all of the partners are responsible. Such responsibility for the actions of other partners is enough to make a person think twice before entering into a partnership agreement. F: If a partnership wishes to keep a particular employee who contributes a valuable skill, it can make that employee a partner. Many accounting and law firms operate on this principle. When employees realize that it is possible to become part-owner of the company, they have incentive to stay with the company and perform much better on the job. However, there are many situations that can dissolve a partnership. Death, withdrawal, or bankrupt?cy will end the venture. Also, failure of a part?ner to fulfill contractual agreements can cancel the partnership. Of all the forms of business, partnerships average the shortest life span. When the partnership is terminated, the bene?fits of long-range planning are often lost. M: Partnership can provide access and exposure to target markets such as leading chefs, restau?rants, writers and high-income consumers and also provide access to new markets and distri?bution channels. Partnership apprentice admits a partner to the partnership, but makes them ineligible for profit-sharing for a fixed time. One firm fixes new partners'' salaries for the first three years and then begins profit-sharing in the fourth year. Each new partner is as?signed or can purchase the same ownership percentage, which can be increased each year by some factors. It allows existing partners to see how new partners perform before they share in the profits. Animosity, however, may result as young partners work for three years without immediate rewards.