听力题? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. M: Passing out orders is as easy as passing out business cards. But a prudent leader also knows how to lead himself or herself not merely to provide a genuine example to others, but to become a working element of the overall machinery of your business. "It''s important that leaders have the ability to focus and motivate themselves as they motivate others," says an author and consultant who teaches executive education at the California Institute of Technology in Pasadena. F: One potential land mine of a prosperous operation is to repeat anything that proves successful. It''s hard to argue against that, but an inadvertent leader will put far too much stock in sticking with what always works. By contrast, thoughtful leadership acknowledges success but also recognizes there are always ways to do things better. M: I must admit this is a personal sore point with me. I''ve seen too many company slogans and catch phrases whose import is no deeper than the paper they''re written on. Want to be "committed to superior service"? More power to you, but a genuine leader will see that as words and little else. Instead, put some meat on those bones—establish how to quantify excellence, design a cogent plan to achieve it and set a reasonable but real timetable for its completion. F: Many business leaders yak about their complete game, but how many actually finish what they say they''re going to start? A thoughtless leader who never genuinely finishes anything loses the confidence of clients and customers. That lack of follow-through isn''t going to be lost on his or her employees, either. Instead, set goals and establish pragmatic, accountable measures to actually finish what you start. "The ability to complete things is critical, " Segil says. "Nothing''s useful unless you actually complete it. " M: Thoughtless leaders must have forearms like Popeye''s, what with all the back-slapping they do. That''s fine, but good performance requires a more substantive response. Leaders with an eye to the future hand out praise but augment it with real rewards: promotions, raises, bonuses and other tangible tokens of appreciation. That motivates your people, not only to apply themselves with enthusiasm, but to stick around your company longer than they might otherwise. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. ? You will hear five business people discussing how to become a true leader. ? For each extract there are two tasks. For Task One, choose a relatively suitable title of each opinion from the list A—H. For Task Two, choose the speaker''s opinion towards leadership from the list A—H. ? You will hear the recording twice. M: Passing out orders is as easy as passing out business cards. But a prudent leader also knows how to lead himself or herself not merely to provide a genuine example to others, but to become a working element of the overall machinery of your business. "It''s important that leaders have the ability to focus and motivate themselves as they motivate others," says an author and consultant who teaches executive education at the California Institute of Technology in Pasadena. F: One potential land mine of a prosperous operation is to repeat anything that proves successful. It''s hard to argue against that, but an inadvertent leader will put far too much stock in sticking with what always works. By contrast, thoughtful leadership acknowledges success but also recognizes there are always ways to do things better. M: I must admit this is a personal sore point with me. I''ve seen too many company slogans and catch phrases whose import is no deeper than the paper they''re written on. Want to be "committed to superior service"? More power to you, but a genuine leader will see that as words and little else. Instead, put some meat on those bones—establish how to quantify excellence, design a cogent plan to achieve it and set a reasonable but real timetable for its completion. F: Many business leaders yak about their complete game, but how many actually finish what they say they''re going to start? A thoughtless leader who never genuinely finishes anything loses the confidence of clients and customers. That lack of follow-through isn''t going to be lost on his or her employees, either. Instead, set goals and establish pragmatic, accountable measures to actually finish what you start. "The ability to complete things is critical, " Segil says. "Nothing''s useful unless you actually complete it. " M: Thoughtless leaders must have forearms like Popeye''s, what with all the back-slapping they do. That''s fine, but good performance requires a more substantive response. Leaders with an eye to the future hand out praise but augment it with real rewards: promotions, raises, bonuses and other tangible tokens of appreciation. That motivates your people, not only to apply themselves with enthusiasm, but to stick around your company longer than they might otherwise.

听力题 BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). M: Good morning everyone and thanks for coming. For those of you who don''t know me, my name is Jackson Wu, and I''m the Marketing Manager in Beijing for Notson Limited. N-O-T-S-O-N, Notson. I''m here today to present our new marketing plan, which is designed to introduce our products to the wealthy Chinese market. Our research shows that there are big profits waiting to be tapped here in China, so we''re excited at the opportunities we see for Notson. I hope that some of our excitement and enthusiasm will rub off on all of you. I''d like to start off by outlining a few facts and figures about the consumer market in China. Then, I''ll go over the standard types of advertising that have been successful for similar products in China in the past, including some recent campaigns that you may have seen. After that, I''ll introduce our analysis of the current opportunities that exist in the Chinese market as we see them. Finally, I''ll finish by explaining how we will go about entering the Chinese market, based on conclusions from our research. A booklet on the marketing plan will be handed out after the presentation, and it will give you all the details that we''ll be discussing here today. There will be time at the end of the presentation for questions and a general discussion, so please leave your questions until then. Ok, as we''re all running to a tight schedule, I''d like to get to the first point, the current state of China''s consumer market. I''ve prepared a short PowerPoint presentation, to give you a general introduction to the Chinese market as we see it. Please direct your attention to the screen behind me and I''ll dim the lights. The Beijing area, with a population of over 13 million people, is the trendsetter for the nation. As you can see from these photos of people in the business area, both men and women are very style-conscious. They have an eye for glamour and good looks, and are willing to spend money to get the look they want. But, as you will also notice, in this photo of a crowded street on a sunny day in Beijing, there are only about one fifth people out of about three hundred wearing sunglasses. And that''s the challenge right there. We have to build demand for our product and create a market. This next shows the accessories section of a typical boutique department store; lots of famous brands from Japan, Europe, and the States, plus a broad range of domestic brands, bags, belts, watches etc. This is where we would like to be. People, this is without a doubt, a challenging market. With little current demand, we have a huge task ahead of us to build a target market and successfully sell our product to this massive consumer base. Moving on to Beijing''s younger consumer market... hmm, that color text is a bit hard to read. I''m sorry for the delay; it will only take a moment to change the color so we can read it... There, that''s better. As I was saying... BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). BUSINESS PRESENTATION NOTES Presenter''s Information 1. Position: (1). 2. Company''s Name: (2). Purpose: 3. To present a new (3). Brief Introduction 4. Firstly, Jackson will outline a few (4). 5. Then, he''ll go over the standard (5). 6. After that, he''ll introduce the analysis of (6) that exist in the Chinese market. 7. After the presentation, Jackson will hand out (7). 8. And there will be time for (8). Presentation 9. Visual Aid: (9). 10. Population in Beijing area: (10). 11. Firstly, he shows people in the photos are (11). 12. The next shows the accessories section of a typical boutique (12). M: Good morning everyone and thanks for coming. For those of you who don''t know me, my name is Jackson Wu, and I''m the Marketing Manager in Beijing for Notson Limited. N-O-T-S-O-N, Notson. I''m here today to present our new marketing plan, which is designed to introduce our products to the wealthy Chinese market. Our research shows that there are big profits waiting to be tapped here in China, so we''re excited at the opportunities we see for Notson. I hope that some of our excitement and enthusiasm will rub off on all of you. I''d like to start off by outlining a few facts and figures about the consumer market in China. Then, I''ll go over the standard types of advertising that have been successful for similar products in China in the past, including some recent campaigns that you may have seen. After that, I''ll introduce our analysis of the current opportunities that exist in the Chinese market as we see them. Finally, I''ll finish by explaining how we will go about entering the Chinese market, based on conclusions from our research. A booklet on the marketing plan will be handed out after the presentation, and it will give you all the details that we''ll be discussing here today. There will be time at the end of the presentation for questions and a general discussion, so please leave your questions until then. Ok, as we''re all running to a tight schedule, I''d like to get to the first point, the current state of China''s consumer market. I''ve prepared a short PowerPoint presentation, to give you a general introduction to the Chinese market as we see it. Please direct your attention to the screen behind me and I''ll dim the lights. The Beijing area, with a population of over 13 million people, is the trendsetter for the nation. As you can see from these photos of people in the business area, both men and women are very style-conscious. They have an eye for glamour and good looks, and are willing to spend money to get the look they want. But, as you will also notice, in this photo of a crowded street on a sunny day in Beijing, there are only about one fifth people out of about three hundred wearing sunglasses. And that''s the challenge right there. We have to build demand for our product and create a market. This next shows the accessories section of a typical boutique department store; lots of famous brands from Japan, Europe, and the States, plus a broad range of domestic brands, bags, belts, watches etc. This is where we would like to be. People, this is without a doubt, a challenging market. With little current demand, we have a huge task ahead of us to build a target market and successfully sell our product to this massive consumer base. Moving on to Beijing''s younger consumer market... hmm, that color text is a bit hard to read. I''m sorry for the delay; it will only take a moment to change the color so we can read it... There, that''s better. As I was saying...

听力题 HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) M: Good afternoon everyone and welcome. Thanks for coming. My name is Keith Gloster. Today I will talk about ten high-impact viral marketing strategies. The term "viral marketing" has been tossed around the Internet for the past three years now. If you''ve been marketing online for a while, chances are that you''ve heard legendary marketers like Mark Joyner, Marlon Sanders and Yanik Silver refer to this term countless times. But do you REALLY understand what this marketing term means and how it can greatly impact the success of your online business? If not, here''s a brief definition: Viral marketing involves allowing people to give away and use your free product or service in order to multiply your marketing quickly over the Internet. The idea behind viral marketing is that you include your ad with the freebie people give away or use. Below are ten high impact viral marketing strategies: 1. Allow people to reprint your articles on their web site, in their e-zone, newsletter, magazine or e-books. Include your resource box and the option for article reprints at the bottom of each article. 2. Allow people to use any of your freebies as free bonuses for products or services they sell. Include your ad inside all of your freebies. 3. Allow people to use your online discussion board for their own web site. Some people don''t have one. Just include your banner ad at the top of the board. 4. Allow people to sign up for a free web site on your server. Since you are giving away the space, require them to include your banner ad at the top of the site. 5. Allow people to add their link to your free web site directory. Just require that they return a link back to your web site, advertising your directory. 6. Allow people to provide your free online service to their web site, visitors, or e-zine subscribers. They could be free e-mail, e-mail consulting, search engine submissions, etc. 7. Allow people to give away your free software. Just include your business advertisement inside the software program. 8. Allow people to give away your free web design graphics, fonts, templates, etc. Just include your ad on them or require people to link directly to your web site. 9. Allow people to place an advertisement in your free e-book if, in exchange, they give away the e-book to their web visitors or e-zine subscribers. 10. Allow people to give away your free e-book to their visitors. Then, their visitors will also give it away. This will just continue to spread your ad all over the Internet. Now that you have a better understanding of viral marketing and the above 10 strategies, what''s next? Start experimenting with what you''ve discovered. Use one or more of these proven strategies. Brand yourself and grow your list and income exponentially. HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) HIGH-IMPACT VIRAL MARKETING STRATEGIES NOTES Business Presentation 1. The term "viral marketing" has been discussed on the Internet for the past (1) Definition 2. Viral marketing includes allowing people to give away and use your free product or service in order to (2) 3. The idea behind viral marketing is that you include your ad with the (3) High impact viral marketing strategies: Allow people 4. to reprint your articles on (4) 5. to use any of your freebies as (5) 6.to use your online discussion board for their own web site, at the top of which, include (6) 7. to sign up for a free web site on (7) 8. to add their link to your free (8) 9. to provide their web site with your (9) 10. to give away your (10) 11. to give away your free web design graphics, fonts, (11) 12. to place an advertisement in your (12) M: Good afternoon everyone and welcome. Thanks for coming. My name is Keith Gloster. Today I will talk about ten high-impact viral marketing strategies. The term "viral marketing" has been tossed around the Internet for the past three years now. If you''ve been marketing online for a while, chances are that you''ve heard legendary marketers like Mark Joyner, Marlon Sanders and Yanik Silver refer to this term countless times. But do you REALLY understand what this marketing term means and how it can greatly impact the success of your online business? If not, here''s a brief definition: Viral marketing involves allowing people to give away and use your free product or service in order to multiply your marketing quickly over the Internet. The idea behind viral marketing is that you include your ad with the freebie people give away or use. Below are ten high impact viral marketing strategies: 1. Allow people to reprint your articles on their web site, in their e-zone, newsletter, magazine or e-books. Include your resource box and the option for article reprints at the bottom of each article. 2. Allow people to use any of your freebies as free bonuses for products or services they sell. Include your ad inside all of your freebies. 3. Allow people to use your online discussion board for their own web site. Some people don''t have one. Just include your banner ad at the top of the board. 4. Allow people to sign up for a free web site on your server. Since you are giving away the space, require them to include your banner ad at the top of the site. 5. Allow people to add their link to your free web site directory. Just require that they return a link back to your web site, advertising your directory. 6. Allow people to provide your free online service to their web site, visitors, or e-zine subscribers. They could be free e-mail, e-mail consulting, search engine submissions, etc. 7. Allow people to give away your free software. Just include your business advertisement inside the software program. 8. Allow people to give away your free web design graphics, fonts, templates, etc. Just include your ad on them or require people to link directly to your web site. 9. Allow people to place an advertisement in your free e-book if, in exchange, they give away the e-book to their web visitors or e-zine subscribers. 10. Allow people to give away your free e-book to their visitors. Then, their visitors will also give it away. This will just continue to spread your ad all over the Internet. Now that you have a better understanding of viral marketing and the above 10 strategies, what''s next? Start experimenting with what you''ve discovered. Use one or more of these proven strategies. Brand yourself and grow your list and income exponentially.

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? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. M: Spearhead an event, party or conference for a cause you care about. That puts you in the position of getting to know lots of people, and shows off your leadership skills. I host an annual baseball game where I take hundreds of clients to a Cubs game at Wrigley Field Last year, I took 300 people and we raised ＄10,000 for a local children''s hospital. Few people turn down a game and it'' s a great networking opportunity for guests. It lets me reconnect with current clients and impress potential clients. F: Bookstore chain Barnes & Noble has its coffee bars. Furnishings giant Ikea offers child-care centers and cafeterias. Why? So customers gravitate to the stores to enjoy an experience, to hang out for a while. Sunday morning at Barnes & Noble becomes a pleasant weekend routine, rather than a shopping errand. Steal this idea. This tip isn''t limited to offline destinations, either. Using pay-per-click advertising, you can cheaply drive traffic to a one-time news event or specialty offerings, points out Jay Lipe, a small-business marketing consultant based in Minneapolis. Lipe recently set up a Web site for Games by James (www.gamesbyjames.biz), a retailer of board games, and quickly attracted customers via pay-per-click ads. The effect was overnight. M: This is the "free sample" approach to bringing in business. Research active e-mail discussion lists and online bulletin boards that are relevant to your business and audience. Join several and start posting expert advice to solve problems or answer questions You may need to keep this up for a bit. But the rewards come back in paying clients and referrals. E-mail discussion lists have been my single largest source of clients over the last eight years. F: Editorial features convey more credibility with prospective clients than paid advertising does. To get coverage from the local media, whether from the town newspaper, from TV or radio stations, or from trade journals, you need a fresh, timely story. It''s usually worthwhile to hire an experienced publicist to position the stories, target appropriate media representative and write and send press releases. Usually, you can work on a short-term or contingency basis. M: Make an effort to reel them back in. It costs a lot less to retain a disgruntled or inactive customer than to acquire a new one. If you haven''t heard from a customer in a while, send a personalized e-mail (you can automate this process), inquiring whether all is well. For a customer who suffered a bad experience, pick up the phone, acknowledging the unpleasantness and ask if there''s anything you can do. A discount can''t hurt either. Being kind to customers is the smartest low-cost marketing you can do. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. ? You will hear five extracts about five low-cost ways to market their business. ? For each extract there are two tasks. For Task One, choose the relatively suitable title of each extract from the list A—H. For Task Two, choose the benefit of the way inferred in each extract from the list A—H. ? You will hear the recording twice. M: Spearhead an event, party or conference for a cause you care about. That puts you in the position of getting to know lots of people, and shows off your leadership skills. I host an annual baseball game where I take hundreds of clients to a Cubs game at Wrigley Field Last year, I took 300 people and we raised ＄10,000 for a local children''s hospital. Few people turn down a game and it'' s a great networking opportunity for guests. It lets me reconnect with current clients and impress potential clients. F: Bookstore chain Barnes & Noble has its coffee bars. Furnishings giant Ikea offers child-care centers and cafeterias. Why? So customers gravitate to the stores to enjoy an experience, to hang out for a while. Sunday morning at Barnes & Noble becomes a pleasant weekend routine, rather than a shopping errand. Steal this idea. This tip isn''t limited to offline destinations, either. Using pay-per-click advertising, you can cheaply drive traffic to a one-time news event or specialty offerings, points out Jay Lipe, a small-business marketing consultant based in Minneapolis. Lipe recently set up a Web site for Games by James (www.gamesbyjames.biz), a retailer of board games, and quickly attracted customers via pay-per-click ads. The effect was overnight. M: This is the "free sample" approach to bringing in business. Research active e-mail discussion lists and online bulletin boards that are relevant to your business and audience. Join several and start posting expert advice to solve problems or answer questions You may need to keep this up for a bit. But the rewards come back in paying clients and referrals. E-mail discussion lists have been my single largest source of clients over the last eight years. F: Editorial features convey more credibility with prospective clients than paid advertising does. To get coverage from the local media, whether from the town newspaper, from TV or radio stations, or from trade journals, you need a fresh, timely story. It''s usually worthwhile to hire an experienced publicist to position the stories, target appropriate media representative and write and send press releases. Usually, you can work on a short-term or contingency basis. M: Make an effort to reel them back in. It costs a lot less to retain a disgruntled or inactive customer than to acquire a new one. If you haven''t heard from a customer in a while, send a personalized e-mail (you can automate this process), inquiring whether all is well. For a customer who suffered a bad experience, pick up the phone, acknowledging the unpleasantness and ask if there''s anything you can do. A discount can''t hurt either. Being kind to customers is the smartest low-cost marketing you can do.

听力题? You will hear part of an interview between a Human Resources Manager of a company and a candidate. ? 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) Interviewer (I): Yes, well, your CV seems pretty well up to scratch. Now, I wonder, can you tell me about yourself? Candidate (C): Um well, I ... I: Yes C: I think I''m serious-minded. I am calm. I: You''re calm? C: Yes, well, yes, I like a joke, though, good sense of humor. I don''t panic in a crisis and I enjoy working with all kinds of people. I even like, um, people who are, you know, bad-tempered or something like that. I: Yes, but where do you see yourself, in, let''s say, five years'' time? C: Well, I am sort of a long-range thing. I see myself in the public relations and er one day I must admit I would rather like to open up my own consultancy in my hometown. I: What is it specifically about Sino-European that attracted you? C: Er well. First of all, I want to leave my present employers because they''re a small company and er I know about Sino-European. I mean, they''re a good company, larger. I think I''ll have more scope er the work will be more challenging, I mean, quite a lot of what I do at present is quite boring, it''s routine secretarial work. I: And you''d like to move on? C: Yes, if I could, you know, hopefully to a job that gives me more opportunity, so I can use my initiative. I: Mhm. C: Can I just ask you this question? (cough) excuse me. I''d like to know if I get this job with Sino-European, would I be able to um work abroad in one of your overseas branches? I: Oh yes, certainly. Um our staff regularly do six-month placements in other branches. So I''m sure you might. C: Six. Oh well, that''s good um that''s what I''m interested in. I: Mhm. Can I know we''re all human beings here and I''d like to know what you consider your strengths and your weaknesses. C: Um strengths and weaknesses? Haha Well, I mentioned before, I think my sense of humour err and my ability to work with all types of people is a particular strength. I: Yes. C: My weakness? I don''t know, I suppose I''m a bit of a perfectionist I''m quite often dissatisfied with what I''ve done. I always think I can do it better or, you know, in a different way. I: I wouldn''t call that a weakness, I''d call that a strength. C: Well ah well. That''s good, I mean, apart from that I suppose I get a little bit sort of gull of the Wanderlust and that''s why I want to travel. I''m easily bored with repetition and err and procedure. I: Do you have a lack of commitment? C: No, not at all. No err once my goals are set and I''ve got the right sort of initiative then err I''m as committed as anybody. I: Not one of these people who wanders off? C: No, not at all. I: Now (um) is there anything else you''d like to ask me? C: Aha yes, if I can just get down to the nitty-gritty: would the salary be reviewed every six months? And after half a year you''d also be eligible to share in the company''s bonus scheme. I: Right, well um time is pressing on, I''m afraid, so thank you very much for coming to see me and we''ll be in touch with you before the end of the week. C: Good. Well, thank you for seeing me. I: Goodbye. C: Bye. ? You will hear part of an interview between a Human Resources Manager of a company and a candidate. ? 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) Interviewer (I): Yes, well, your CV seems pretty well up to scratch. Now, I wonder, can you tell me about yourself? Candidate (C): Um well, I ... I: Yes C: I think I''m serious-minded. I am calm. I: You''re calm? C: Yes, well, yes, I like a joke, though, good sense of humor. I don''t panic in a crisis and I enjoy working with all kinds of people. I even like, um, people who are, you know, bad-tempered or something like that. I: Yes, but where do you see yourself, in, let''s say, five years'' time? C: Well, I am sort of a long-range thing. I see myself in the public relations and er one day I must admit I would rather like to open up my own consultancy in my hometown. I: What is it specifically about Sino-European that attracted you? C: Er well. First of all, I want to leave my present employers because they''re a small company and er I know about Sino-European. I mean, they''re a good company, larger. I think I''ll have more scope er the work will be more challenging, I mean, quite a lot of what I do at present is quite boring, it''s routine secretarial work. I: And you''d like to move on? C: Yes, if I could, you know, hopefully to a job that gives me more opportunity, so I can use my initiative. I: Mhm. C: Can I just ask you this question? (cough) excuse me. I''d like to know if I get this job with Sino-European, would I be able to um work abroad in one of your overseas branches? I: Oh yes, certainly. Um our staff regularly do six-month placements in other branches. So I''m sure you might. C: Six. Oh well, that''s good um that''s what I''m interested in. I: Mhm. Can I know we''re all human beings here and I''d like to know what you consider your strengths and your weaknesses. C: Um strengths and weaknesses? Haha Well, I mentioned before, I think my sense of humour err and my ability to work with all types of people is a particular strength. I: Yes. C: My weakness? I don''t know, I suppose I''m a bit of a perfectionist I''m quite often dissatisfied with what I''ve done. I always think I can do it better or, you know, in a different way. I: I wouldn''t call that a weakness, I''d call that a strength. C: Well ah well. That''s good, I mean, apart from that I suppose I get a little bit sort of gull of the Wanderlust and that''s why I want to travel. I''m easily bored with repetition and err and procedure. I: Do you have a lack of commitment? C: No, not at all. No err once my goals are set and I''ve got the right sort of initiative then err I''m as committed as anybody. I: Not one of these people who wanders off? C: No, not at all. I: Now (um) is there anything else you''d like to ask me? C: Aha yes, if I can just get down to the nitty-gritty: would the salary be reviewed every six months? And after half a year you''d also be eligible to share in the company''s bonus scheme. I: Right, well um time is pressing on, I''m afraid, so thank you very much for coming to see me and we''ll be in touch with you before the end of the week. C: Good. Well, thank you for seeing me. I: Goodbye. C: Bye.

听力题 ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) M: Good morning everyone and welcome. Thanks for coming. My name is Dave Kahle. Today I will talk about accepting responsibility for your sales success. That we live in a time of relentless and pervasive change is no longer news to anyone. There is one important implication of this situation that continues to be a challenge. That is that our employees need to continually change their behavior to adapt to the world around them. My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some of the employees must make significant changes in the ways that they think about and do their jobs. This is particularly true of the sales people, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work of every executive, manager, consultant and trainer. Which brings us to the heart of this article? What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to successfully implement change? It is something that is becoming increasingly rare — a motivating sense of personal responsibility. That is, a deep belief that one is responsible for one''s own behavior as well as the consequences of that behavior. It''s far more popular to be a victim. We have all shaken our heads sadly over some newspaper account of someone who commits some act of irresponsibility, and then successfully sues someone else. In our litigious world, being a victim often pays. That is an unfortunate consequence of an unhealthy belief. As long as we view ourselves as victims, we''re unable to change ourselves or our circumstances and achieve better results. It is not our fault that we''re not doing better, we tell ourselves. Someone else caused it. And because it''s someone else''s doing, the power to fix it and make it better is with someone else. We''re powerless to fix it. While few people admit it, or even realize it consciously, this "victim attitude", the direct opposite of personal responsibility, is very common, and embraced to some degree by most of us. My wife is a crises counselor. One of the biggest eye-openers for her occurred when she realized that she was counseling the same people over and over again. You''d think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don''t make the changes in their behavior and character that got them into the crises in the first place. At some deep level, they see themselves as victims, not personally responsible for their own character, their own behavior, and the consequences that behavior brings. Where there is no sense of personal responsibility, there is little hope for positive change. ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) ACCEPTING RESPONSIBILITY FOR YOUR SALES SUCCESS NOTES Business Presentation 1. One important implication of the situation is that employees need continually adapt their behavior to (1) My Work 2. to help companies develop more (2) 3. to encourage employees to make (3) 4. to teach sales people to change their behavior and to implement (4) Problem: 5. Getting others to modify their behavior seems like (5) 6. The fundamental building block for individuals to successfully implement change is a motivating sense of (6) 7. This deep belief is that one is responsible for one''s own behavior as well as this behavior''s (7) 8. We shook our heads sadly over some newspaper because someone commits some act of (8) 9. In our litigious world, being a victim is an unfortunate consequence of an (9) 10. If we regard ourselves as victims, we can''t change ourselves and achieve (10) 11. "Victim attitude", the direct opposite of personal responsibility, is very (11) 12. My wife is a (12) M: Good morning everyone and welcome. Thanks for coming. My name is Dave Kahle. Today I will talk about accepting responsibility for your sales success. That we live in a time of relentless and pervasive change is no longer news to anyone. There is one important implication of this situation that continues to be a challenge. That is that our employees need to continually change their behavior to adapt to the world around them. My work of helping companies develop more effective sales organizations always involves making changes in the company. And sooner or later, that means that some of the employees must make significant changes in the ways that they think about and do their jobs. This is particularly true of the sales people, who must decide to change their behavior and to implement the best practices that I teach. Beyond that, ultimately, helping people change is the work of every executive, manager, consultant and trainer. Which brings us to the heart of this article? What is it that empowers some people to change smoothly and effortlessly, while getting others to modify their behavior seems like moving a mountain? What is the fundamental building block for individuals that, more than anything else, equips them to successfully implement change? It is something that is becoming increasingly rare — a motivating sense of personal responsibility. That is, a deep belief that one is responsible for one''s own behavior as well as the consequences of that behavior. It''s far more popular to be a victim. We have all shaken our heads sadly over some newspaper account of someone who commits some act of irresponsibility, and then successfully sues someone else. In our litigious world, being a victim often pays. That is an unfortunate consequence of an unhealthy belief. As long as we view ourselves as victims, we''re unable to change ourselves or our circumstances and achieve better results. It is not our fault that we''re not doing better, we tell ourselves. Someone else caused it. And because it''s someone else''s doing, the power to fix it and make it better is with someone else. We''re powerless to fix it. While few people admit it, or even realize it consciously, this "victim attitude", the direct opposite of personal responsibility, is very common, and embraced to some degree by most of us. My wife is a crises counselor. One of the biggest eye-openers for her occurred when she realized that she was counseling the same people over and over again. You''d think, as she did, that a crisis would be an isolated event. Not so. Many of her clients find themselves lurching from one crisis to another. Why? Because they don''t make the changes in their behavior and character that got them into the crises in the first place. At some deep level, they see themselves as victims, not personally responsible for their own character, their own behavior, and the consequences that behavior brings. Where there is no sense of personal responsibility, there is little hope for positive change.

听力题? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. M: I''ve just moved to a fast-growing software company and it''s been hard coming to terms with the changes. I mean, I enjoy my new job a lot more. I have a lot more responsibility now and everything''s done in project teams and managed by objectives. The only thing I do miss, however, is that now, once a project''s running, the team''s pretty much on its own and left to solve any problem by itself. Before, there was always a superior I could turn to for help, and to be honest, I''d be much happier if that were still the case. Especially when you''re starting a new job having someone to talk to can make things a lot easier. F: My work is to produce technical document, you know, user''s manuals and that sort of thing-nothing creative. Our team''s responsible for its own work schedules. And as long as everything''s finished before the machine''s shipped, it''s up to us when we do it. So you''d think with e-mail and everything, we''d all be able to work from home or come and go as we please-but that''s not the case. Unfortunately, it''s a very conservative company so everyone''s still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can''t imagine anything else being possible. F: I''m an IT consultant and I''m working for a small leisure group on a one-year contract. So I''m traveling around Europe a lot, which I know sounds very glamorous, but it''s just a case of jetting in, fixing a hotel''s computer and then jetting out again. It also means I''m on call and have flexible working hours. I''m also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it''s definitely the social side of my job I''d like to improve. M: Well, I''m a temp and I''m working as a PA for a law firm in Los Angeles now. It''s a medium-sized firm that''s grown quickly so its organization is very much like that of a smaller company. OK, I know it''s unreasonable to expect a definite job description. I mean, if something needs doing, then I think whoever''s available should do it. But I''m already responsible for managing the diaries and correspondence of two senior managers, so when the telephone''s ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done. F: I work for the UK subsidiary of a Japanese company and it''s very Japanese in terms of the way it''s run. I''ve just got a new boss, who''s come over from Japan. We seem to be getting on pretty well with each other at the moment—he always has time for me and gives me lots of support. The only thing is, I don''t really have a huge say in what I do—which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don''t mind. It''s just that I always have to consult him before I can make even the smallest alteration to any job of any sort. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose the corresponding job for each one from the list A—H. For Task Two, choose the complaint described from the list A—H. ? You will hear the recording twice. M: I''ve just moved to a fast-growing software company and it''s been hard coming to terms with the changes. I mean, I enjoy my new job a lot more. I have a lot more responsibility now and everything''s done in project teams and managed by objectives. The only thing I do miss, however, is that now, once a project''s running, the team''s pretty much on its own and left to solve any problem by itself. Before, there was always a superior I could turn to for help, and to be honest, I''d be much happier if that were still the case. Especially when you''re starting a new job having someone to talk to can make things a lot easier. F: My work is to produce technical document, you know, user''s manuals and that sort of thing-nothing creative. Our team''s responsible for its own work schedules. And as long as everything''s finished before the machine''s shipped, it''s up to us when we do it. So you''d think with e-mail and everything, we''d all be able to work from home or come and go as we please-but that''s not the case. Unfortunately, it''s a very conservative company so everyone''s still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can''t imagine anything else being possible. F: I''m an IT consultant and I''m working for a small leisure group on a one-year contract. So I''m traveling around Europe a lot, which I know sounds very glamorous, but it''s just a case of jetting in, fixing a hotel''s computer and then jetting out again. It also means I''m on call and have flexible working hours. I''m also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it''s definitely the social side of my job I''d like to improve. M: Well, I''m a temp and I''m working as a PA for a law firm in Los Angeles now. It''s a medium-sized firm that''s grown quickly so its organization is very much like that of a smaller company. OK, I know it''s unreasonable to expect a definite job description. I mean, if something needs doing, then I think whoever''s available should do it. But I''m already responsible for managing the diaries and correspondence of two senior managers, so when the telephone''s ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done. F: I work for the UK subsidiary of a Japanese company and it''s very Japanese in terms of the way it''s run. I''ve just got a new boss, who''s come over from Japan. We seem to be getting on pretty well with each other at the moment—he always has time for me and gives me lots of support. The only thing is, I don''t really have a huge say in what I do—which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don''t mind. It''s just that I always have to consult him before I can make even the smallest alteration to any job of any sort.

听力题 Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Good morning ladies and gentlemen. When I was a very small boy just a few years old in the 50''s, we used to have a race called Cross Harbour Swimming Contest and at that time whoever jumped off on Kowloon side and swam to Hong Kong side, and whoever finished crossing the harbour won the race. It was cancelled about two decades ago simply because the harbour was getting so dirty. Maybe not quite to the extent that Victor has so grimly and so vividly described just a few minutes ago, but it was cancelled because the water was simply so unsafe that anybody who jumped into the water might not emerge on the other side. The people actually put in very intense efforts about a decade ago because we wanted to clean up our harbour. So, for many of you visitors to Hong Kong, I hope you have a chance to enjoy one of the bargain tourist attractions of the world, which is to take a ride on the Star ferry going from Hong Kong to Kowloon and back, and you will find that the meaning of Hong Kong is a fragrant harbour and it doesn''t stink any more. I do urge you to try that most popular and best bargain tourism destination in the world. The strong business participation in today''s conference has demonstrated that sustainability is not a threat to business. It is also clear, from the track records of many businesses, that sustainability is not a gimmick nor is it a fad. To take the Hong Kong experience as an example: for at least a decade now, some of Hong Kong''s most prominent and successful companies have been progressively taking on the idea of sustainability in their business plans and practices. It is also the private sector that has been behind—and has funded—two important initiatives: the Business Environment Council; and the Association for Sustainable and Responsible Development in Asia. They promote sustainable development and responsible investment practices in this region. A number of well-established advocacy groups and think tanks have also successfully brought issues of environmentalism and sustainability into our public''s minds. Sustainable business involves using resources in a responsible manner. It is being aware of long-term viability and not just short-term balance sheet profits; and, above all, transparency. In a market-driven economy, such as Hong Kong''s, it is absolutely right that the private sector should play a leading role in promoting and adopting all these objectives. The progress so far shows that there is vision, and consensus in our private sector, that go well beyond the bottom line. Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Sustainable Business in East Asia Conference NOTES Speaker''s experience: 1. There used to have a race called Cross Harbour (1). 2. The race required Jumping off on Kowloon side and swimming to (2). 3. About two decades ago, it was (3). 4. The people made great efforts to clean up our (4). 5. Take a ride on the (5). 6. Now the harbour doesn''t (6). Hong Kong experience: 7. Some of Hong Kong''s successful companies have been progressively taking on the idea of (7). 8. The private sector has funded two important (8). 9. They promote sustainable development and (9). 10. Sustainable business involves using resources in a (10). 11. It is being aware of long-term (11). 12. Our private sector has vision and (12). Good morning ladies and gentlemen. When I was a very small boy just a few years old in the 50''s, we used to have a race called Cross Harbour Swimming Contest and at that time whoever jumped off on Kowloon side and swam to Hong Kong side, and whoever finished crossing the harbour won the race. It was cancelled about two decades ago simply because the harbour was getting so dirty. Maybe not quite to the extent that Victor has so grimly and so vividly described just a few minutes ago, but it was cancelled because the water was simply so unsafe that anybody who jumped into the water might not emerge on the other side. The people actually put in very intense efforts about a decade ago because we wanted to clean up our harbour. So, for many of you visitors to Hong Kong, I hope you have a chance to enjoy one of the bargain tourist attractions of the world, which is to take a ride on the Star ferry going from Hong Kong to Kowloon and back, and you will find that the meaning of Hong Kong is a fragrant harbour and it doesn''t stink any more. I do urge you to try that most popular and best bargain tourism destination in the world. The strong business participation in today''s conference has demonstrated that sustainability is not a threat to business. It is also clear, from the track records of many businesses, that sustainability is not a gimmick nor is it a fad. To take the Hong Kong experience as an example: for at least a decade now, some of Hong Kong''s most prominent and successful companies have been progressively taking on the idea of sustainability in their business plans and practices. It is also the private sector that has been behind—and has funded—two important initiatives: the Business Environment Council; and the Association for Sustainable and Responsible Development in Asia. They promote sustainable development and responsible investment practices in this region. A number of well-established advocacy groups and think tanks have also successfully brought issues of environmentalism and sustainability into our public''s minds. Sustainable business involves using resources in a responsible manner. It is being aware of long-term viability and not just short-term balance sheet profits; and, above all, transparency. In a market-driven economy, such as Hong Kong''s, it is absolutely right that the private sector should play a leading role in promoting and adopting all these objectives. The progress so far shows that there is vision, and consensus in our private sector, that go well beyond the bottom line.

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 five different business people talking about business success secrets related to good customer service. ? For each extract there are two tasks. For Task One, choose business success secrets described from the list A—H. For Task Two, choose the experience from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about business success secrets related to good customer service. ? For each extract there are two tasks. For Task One, choose business success secrets described from the list A—H. For Task Two, choose the experience from the list A—H. ? You will hear the recording twice. M: One of customer service secrets is to build business to customer loyalty. This is my number one customer service secret, and is by far the most important one. I was taught about business to customer loyalty many, many years ago, before I started my own business, when I still worked as a hotel detective in a ritzy down town Calgary hotel. The hotel insisted that every one of us who had contact with their customers know the customer by his full name and, when possible, other personal or business information about him. When you can show concern about what matters to your customer, and you can bet on it, you''ve just acquired a customer for life. F: We should provide true customer service. In today''s market environment, service has become a cliché and it seems like "everyone''s doing it". So, if everyone is doing it, why not jump ahead of the wolf pack by providing even more creative, personalized service to your customers than your competitors can? Nor is one type of customer service suitable for all your customers. Let''s say your advertised featured customer service is Home Delivery. The first customer may welcome this Home Delivery because it''s difficult for him to get out and shop in person. But your second customer may enjoy "window shopping" and carrying his purchases around with him as he goes from shop to shop. M: We''d better be honest with your customers. If your customer even suspects that you are trying to pull something over on him, you can kiss that customer goodbye - permanently! Were you fortunate enough to purchase an item from a wholesaler at a discount price? Instead of being tempted to richly improve my bottom line, I usually pass that saving on to my customer. This will ingrain confidence in my customer so that, in the future, my customers will know where to come for real savings. In the long run, my bottom line will thank myself for having made this choice. F: We should educate our staff to be equally as concerned about our customers as we are. Some years ago I went into a hardware store and asked the young summer student clerk for some rubber cement. "You mean, a tire patching kit?" "No," I repeated. "I want a bottle of rubber cement." The kid obviously didn''t have a clue what I was talking about. However, rather than finding out what rubber cement is, he gave me a strange look, then turned his back and went on to serve another customer. Needless to say, after that incident I took all my hardware business elsewhere. M: We should remember "The customer is always right." If a customer comes to you about a complaint, be very serious about how you handle it. Is the customer upset and angry? First, I calm him with words and action and show that I am serious about doing something to correct the problem. Even if it is obvious that he''s wrong, sometimes it''s better for repeat business to take the loss and compensate the customer. Then, when my customer is satisfied that his complaint has been properly addressed, thank him for bringing the problem to my attention. Remember, no amount of advertising can repair the damage done by failing to properly address a customer''s concern. ? You will hear five different business people talking about business success secrets related to good customer service. ? For each extract there are two tasks. For Task One, choose business success secrets described from the list A—H. For Task Two, choose the experience from the list A—H. ? You will hear the recording twice. ? You will hear five different business people talking about business success secrets related to good customer service. ? For each extract there are two tasks. For Task One, choose business success secrets described from the list A—H. For Task Two, choose the experience from the list A—H. ? You will hear the recording twice. M: One of customer service secrets is to build business to customer loyalty. This is my number one customer service secret, and is by far the most important one. I was taught about business to customer loyalty many, many years ago, before I started my own business, when I still worked as a hotel detective in a ritzy down town Calgary hotel. The hotel insisted that every one of us who had contact with their customers know the customer by his full name and, when possible, other personal or business information about him. When you can show concern about what matters to your customer, and you can bet on it, you''ve just acquired a customer for life. F: We should provide true customer service. In today''s market environment, service has become a cliché and it seems like "everyone''s doing it". So, if everyone is doing it, why not jump ahead of the wolf pack by providing even more creative, personalized service to your customers than your competitors can? Nor is one type of customer service suitable for all your customers. Let''s say your advertised featured customer service is Home Delivery. The first customer may welcome this Home Delivery because it''s difficult for him to get out and shop in person. But your second customer may enjoy "window shopping" and carrying his purchases around with him as he goes from shop to shop. M: We''d better be honest with your customers. If your customer even suspects that you are trying to pull something over on him, you can kiss that customer goodbye - permanently! Were you fortunate enough to purchase an item from a wholesaler at a discount price? Instead of being tempted to richly improve my bottom line, I usually pass that saving on to my customer. This will ingrain confidence in my customer so that, in the future, my customers will know where to come for real savings. In the long run, my bottom line will thank myself for having made this choice. F: We should educate our staff to be equally as concerned about our customers as we are. Some years ago I went into a hardware store and asked the young summer student clerk for some rubber cement. "You mean, a tire patching kit?" "No," I repeated. "I want a bottle of rubber cement." The kid obviously didn''t have a clue what I was talking about. However, rather than finding out what rubber cement is, he gave me a strange look, then turned his back and went on to serve another customer. Needless to say, after that incident I took all my hardware business elsewhere. M: We should remember "The customer is always right." If a customer comes to you about a complaint, be very serious about how you handle it. Is the customer upset and angry? First, I calm him with words and action and show that I am serious about doing something to correct the problem. Even if it is obvious that he''s wrong, sometimes it''s better for repeat business to take the loss and compensate the customer. Then, when my customer is satisfied that his complaint has been properly addressed, thank him for bringing the problem to my attention. Remember, no amount of advertising can repair the damage done by failing to properly address a customer''s concern.

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.