阅读理解Successful Exporting From Canada Starts with a Marketing Plan Businesses all (0) Canada have the potential to successfully export their products or services. Every entrepreneur, regardless (31) business size or offering, can potentially increase sales, compete in diverse markets and reach a global audience (32) his or her particular skills and expertise. One of the key components (33) export success is an international marketing plan. The best place to start the international marketing plan is with the business. Take a fresh look at (34) the business is about: what products or services does it offer? Why is it unique and what value does it offer customers? What are (35) current strengths and weaknesses (financial, human, technological, cultural and operational resources, for example) and (36) will these affect its ability to compete in a foreign market? Once this self-analysis is completed, the reasons for exporting need to be addressed. Such simple questions (37) "why do we want to export?" are not necessarily simple to answer but the responses are important. A business must have a clear objective of (38) it wishes to undertake the challenge of exporting. It also helps a business establish the degree (39) which exporting influences the business direction and strategy. In some cases, exporting may play an important yet secondary role based on the objectives of the business. In (40) instances, a business may find that its future is built upon exporting and this element of the business will become the primary focus. These decisions are simplified by conducting thorough market research. EXAMPLE：The correct answer for blank (0) is “ OVER”.

阅读理解How the Accountants Influence the Decisions Accountants in industry are often asked to evaluate projects. (0) . Many people think it must be straightforward, but, like many publishing contracts, the devil lies in the detail. (9). There is a high level of front-end investment in trying to "break" (popularise) an artist which usually comprises a non-returnable advance on royalties, recording costs, promotional costs and tour support costs which sometimes even extend to large "buy-on" fees to support major artists on big tours; i.e. they pay to play. Usually the first department involved in a decision to sign an artist is the A e.g., if it were wound up. (12). Pete Waterman''s PWL with artists such as Kylie Minogue, Jason Donovan and Rick Astley was a good example of a production house. Other examples are lease-tape deals and P&D (pressing and distribution) where the record company does not actually own the product but can sell it under its name for a limited period. (13). This will largely concentrate on the advances, royalty rates and contract term that should be offered to make it attractive to the artist to sign. (14). It should be product based i.e. on the number of albums to be delivered by the artist, (known as the "minimum commitment") rather than time based. Ideally the record company would want to sign the artist for just one album with multiple options for further albums at its sole and absolute discretion, so if the artist is a flop, then the contract is terminated after one album, but if he or she is a success then options are exercised. A. The term of the contract is very important. B. Having decided on the form of contract then, the finance department comes into the picture in assessing and analyzing the structure of the deal. C. Other possible forms of contract that could be considered are production house deals where a specialist company agrees to supply a number of artists to the record company. D. Firstly, it must be decided what form the contract is going to take. E. However, for the very few artists that the record companies successfully "break" then there is big money to be made and it is therefore vital that any proposed deal undergo a thorough financial analysis to ensure that the company is not over-committed. F. Contrary to popular myth that it is easy to make money in the music business, most artists actually lose money for the recording companies. G. Importance should be attached to both the term and form of the contract. H. In the recording industry this usually means working out the effect on company profits of the fine print in a recording contract. EXAMPLE：The correct answer for blank (0) is [H].

阅读理解Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organizations have implemented changes that seek to improve their competitiveness. The consequences of organizational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees. Change and stress are closely related. Because of the feelings of uncertainty, insecurity, and threat that it invokes, organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary. According to Selye, a little stress is actually good. When stress is at its optimal level, it can increase human resource potential as it spurs individuals to achieve their best working performances. However stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experiencing high levels of anxiety or depression, low job motivation, somatic problems such as headaches, loss of appetite, trouble sleeping and ill health. In an organization that has many of its employees overly stressed or burned out, there are many detrimental consequences such as higher absenteeism, lower productivity, lower job satisfaction, and low morale. There is a variation in the manner individuals respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may see change as a threat, feeling distressed and fearful of the uncertain consequences of the change. Others may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with a positive outlook, seeing change as a challenge, an opportunity for growth and improvement. What accounts for the differences in experiencing change and perceiving stress for these individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individual''s adjustment to organizational change and stress. However, the research is often focusing on organization-level phenomena, as opposed to focusing on individual factors. Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This explains why coping with organizational change and stress can turn out to be very different experiences for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a person''s ability to cope with change. Hence, on top of looking at organizational factors, this study also examines individual factors that may help to maximize an individual''s potential to work productively and efficiently in the midst of change.

阅读理解It has been said that management is a science and that leadership is an art. Management is comprised of concrete, measurable skills: planning, organizing, directing, and controlling. Thumb through any management textbook and you''ll see specific models, formulas, procedures, or techniques for monitoring and controlling performance output. Controlling productivity through adherence to standards is the stock-in-trade of the effective manager. It''s not always an easy task, and talented managers should be given the credit they deserve in helping their organizations succeed. No organization can survive for very long, let alone earn any sort of substantial profits, without sound management. But management alone is not enough in today''s marketplace. It is the right balance, a combination of efficient management and leadership that every organization is seeking. Just what is the new model of leadership for the 21st century? It revolves around five abstract qualities. Managers may possess some or all of these abilities to one degree or another, but these skills are distinct from the particular qualities that define management. To better understand how leadership and management differ, let''s review the five leadership competencies. Self-mastery is the foundation upon which a leader''s credibility is built and from which a leader''s image will evolve. Self-mastery involves awareness, acknowledgment, and acceptance. It''s about discovering the qualities that make you special and unique. It''s about your own talents and abilities-your personal areas of excellence. Effective leaders create opportunities to showcase their natural abilities. They uncover their potential talents by continually stretching themselves and pushing themselves to their limits. At the same time, however, the successful leader acknowledges his or her limitations. To achieve true self-mastery you must accept yourself, including your faults, totally and unconditionally. Vision is in many ways the heart and soul of leadership. While the manager must deal with issues and produce results on a day-to-day basis, a leader must focus on both the present and the future. The manager''s concern is today the leader has a vision for tomorrow. But simply having a vision is not enough) you must make others believe in it, too. Put your plans for the future before the eyes and ears of the people around you. When other people begin to buy into your vision and make it their own, good things start to happen—and happen quickly. Leaders turn their vision into reality by constantly letting others know what''s in it for them. "Personal power" is the ability to influence and persuade others. It is not to be confused with "position power". Position power is embedded in hierarchical, organizational structure. Personal power is earned. You do not necessarily need to have direct authority over others to display personal power. In fact, in the most successful companies, leadership exists at all levels. Develop personal power by being dependable, following through on commitments, and demonstrating concern for the welfare of others. People will recognize your personal power and look to you for direction. Empowerment completes the set of leadership skills. Although it has become a buzz word in the 90''s, leaders have been aware of the concept of empowerment throughout the ages. Empowerment is the process by which a leader enables other individuals to successfully complete a certain job or task. It is a technique that allows you to delegate responsibility for tasks throughout your organization, even at the lowest levels. As a leader, it is in your interest to nurture and develop individuals who will one day take your place, so make empowerment a top priority. Empowerment involves three critical ingredients: skills, confidence, and authority. Evaluate your followers'' skills and provide training to improve or enhance their abilities. Instill confidence in others and raise their self-esteem by maintaining face-to-face contact and offering praise for a job well done. Furthermore, bestow authority onto other people, giving them the right to exercise their best personal judgment. True leaders are always willing to give credit to others and accept responsibility for failure, while simultaneously supporting, encouraging, and empowering their followers. If you do so, you will develop an unshakable trust bond with others in your organization, establishing your own credibility while ensuring results. No one can deny the importance of good management in a successful organization. But good management alone is no longer enough. Recognizing the difference between management and leadership, and striking the correct balance between the two, will provide substantial dividends in the long run. Management will get you through today; leadership will ensure a better tomorrow.

阅读理解The tariff-jumping motive for FDI is well developed in the literature. The trade-of foreign firms typically face in these models is based on the level of the tariff when exporting versus the boardcost associated with setting up a manufacturing plant abroad. Other studies compare the effects of tariffs with the effects of quota and voluntary export restraints (VERs) and have shown how the profit gain for foreign firms due to VERs lowers the propensity to engage in FDI. While the use of tariffs, quota and VERs has been reduced as a result of multilateral trade negotiations, the use of other trade policy instruments, notably antidumping, has increased. Recent empirical work has confirmed that the FDI response to antidumping actions is certainly not uncommon, in particular in case of antidumping actions targeting Japanese firms, in a recent study, analyses duty-jumping FDI by firms based in other countries than Japan. The antidumping jumping FDI is very limited in scale in case firms without international experience based in developing countries are targeted. Given the demonstrated importance of FDI responses to antidumping actions, it is surprising that the theoretical literature on the effects of antidumping law have by and large ignored the issue of antidumping jumping. In a symmetric model of two countries considering reciprocal (anti-)dumping and reciprocal FDI, they find that producers in both countries would gain from the abolition of antidumping law from the WTO statute. This result is driven by the fact that reciprocal antidumping jumping FDI increases competition and reduces profits of domestic firms. All types of international price discrimination with the lower price charged in the EU can classify as dumping, at least for products for which there are close EU substitutes. We explicitly consider a clause in EU antidumping law that allows the EU administration to settle antidumping actions either by levying duties or by demanding price undertakings from the foreign exporting firms. Our model shows that this decision will depend on the objective function of the EU administration, which may vary between protecting the interests of EU industry only (maximizing producer surplus) and also taking into account the interests of consumers and user industries (maximizing EU social welfare). The former corresponds to the direct objective of antidumping law. Pursuing the latter is in line with the public interests'' embedded in EU antidumping law by which the EU Commission is held to consider repercussions on consumers and user industries. A second aspect of EU antidumping incorporated in the model is that the level of duties and price undertakings is typically determined by the degree to which foreign firms undercut EU producers'' prices on the EU market. This rule is applied to ensure that antidumping measures remove the injury to EU industry. The rule limits the discretionary power of the EU administration in determining duty and price undertaking levels. Contrary to the symmetric model of Haland and Wooton, we explicitly take on boardcost asymmetries, viz. a cost advantage of the foreign firm. Such a cost advantage is a most likely reason for price undercutting by foreign exporters resulting in antidumping actions. We allow cost advantages to be either ''firm-specific'', in which case they are internationally transferable through FDI, or ''location specific''. We show that the occurrence of duty jumping FDI in the EU requires that the foreign firm''s cost advantage is at least partly firm specific. In the next section we present the model for the case of products which are sufficiently close substitutes (''like'' products) and firm-specific cost advantages, assuming that the EU administration is able to commit to antidumping actions before the foreign firm''s investment decision, and allowing two alternative policy objectives (producer surplus and social welfare). For this purpose we used a three-stage model. In the first stage, the EU administration decides whether to take antidumping measures, and if so, whether to levy a duty or allow a price undertaking. In the second stage the foreign firm decides whether to serve the EU market through export or FDI. In the third stage, the foreign firm is engaged in price competition with a local firm on the EU market, which offers close substitute products. Injury arises from a production cost advantage of the foreign firm, which may either be location specific, for example, based on lower foreign wages or firm specific like based on a transferable technological advantage.

阅读理解SETTING UP SHOP ON THE INTERNET If you want to set up shop on the Internet, the first thing you will need to get started is, quite simply, (0) to sell. You will need to find a supplier (31) a large inventory of wholesale items. The products have to be at a low enough cost that you can make a large profit margin (32) re-sale. Plus you will need a large variety of items to cover a wide range of your customers'' needs and preferences (33) will keep them coming back by offering new items. Next you will need a professional looking website that will give your company (34) well established look and make your customers enjoy (35) experience at your website and will create an environment in which they will want to make purchases. It is also a good idea to accept credit card payments. With the development of secured orders forms, the majority of Internet customers want the convenience to be able to pay (36) their credit card rather than mailing a check (37) money order. And finally, you will need the marketing strategies that will effectively show you how to bring new customers to your site, and keep them coming back as repeat customers. (38) this point, the World Wide Web is clearly unstoppable. The amount of sales exceeded $ 10 billion dollars last year and is predicted to steadily increase each year (39) thousands of Internet users are jumping on-line daily and making their purchases. You can be set up to accept their orders and claim (40) share of this multi-billion dollar a year market. EXAMPLE：The correct answer for blank (0) is “ SOMETHING ”.

阅读理解Creativity on Demand As an event planner, who designs and orchestrates every type of event from corporate affairs to weddings, it''s my responsibility to put together and manage the individual creative teams that are contributing to the occasions. (0) . One of the greatest challenges of my job, yet one of its most rewarding aspects, is working with creative people on a day-to-day basis. I deal with a lot of high-profile, artistic individuals—people who are extremely knowledgeable and well known in their own right. They are passionate and talented, caring and wonderful individuals who often have their own vision of how they want particular elements of events designed and executed. Therein lies the challenge. (9). When you are working with creative minds, it''s crucial to keep them on track so they don''t go off on tangents and disrupt the project''s rhythm or production schedule. This means taking a very active management role. (10). If needed, I will take the person aside and remind him that producing an event is a team effort and not a platform for an individual to shine. If you can''t get the creative team leaders to accept some kind of direction and parameters, then you must strongly consider removing them from the project and not hiring them in the future, however brilliant they are. (11). If I have a client who insists on hiring him, I decline the project. At the same time, you do have to trust your most talented people. People in general always produce better results when you trust them—trust that they are going to perform not only to your expectations but to their highest levels. People hate being micromanaged because it implies that you don''t respect or trust them. (12) I make sure that my people understand their position within the project while giving them the latitude to express their abilities, talents, and ideas. When you want people to produce at their peak levels, empowerment and communication are vital. I strongly believe in communication—it''s what I do all day. I am constantly on the phone or in meetings. Communication doesn''t always have to be direct, of course, and I am a tremendous fan of e-mail. (13). Obviously, as a leader, you cannot do all the communicating yourself. The key is to identify the items that you really must communicate yourself and delegate the rest. (14). Inspiring and motivating a team to perform at the top of its game is exciting and sometimes exhausting. But the process is always very rewarding. You learn a huge amount from your creative people, and they constantly surprise you with their ideas. A. For example, I worked with a very well-known and talented but very self-centered florist, whose volatile behavior would wreak havoc on the team and affect the overall event production, and now I just won''t work with him. B. As the event producer, it''s my responsibility to keep everyone focused on the overall concept and design and to work with each team leader to ensure that the teams move forward in the same direction, all while minimizing difficulties and drama. C. The trick, I believe, is learning how to manage diverse individual personalities and take control with style and grace. D. Of course, for that to work you need to have an associate who can function as your right-hand person. E. When seven people have to change four tires, fill up a gas tank, make quick adjustments to the suspension, and get a car back on the track in just over ten seconds, teamwork is, to put it mildly, essential. F. If an individual is not functioning as part of the team in the way that he should be, I will manage him a bit more than the others until I feel he is back on track. G. But I do think, even in this day and age, you really cannot beat just talking to someone face-to-face or at least by phone. H. Together, we do everything from selecting the perfect stamp for the invitations to installing temporary roads in order to provide access to an event. EXAMPLE：The correct answer for blank (0) is [H].

听力题INTRODUCTION OF PRINCE NOTES Range of Products 1

听力题? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions 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 problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager. ? You will hear five people talking about their jobs. ? For each extract there are two tasks. For Task One, choose problems from the list A—H. For Task Two, choose solutions 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 problems from the list A—H. For Task Two, choose solutions from the list A—H. ? You will hear the recording twice. M: I''ve only been here a few months but I feel as if I''ve fitted in quite well so far. Everyone seems to have time to talk to me when I need help, which I really appreciate. It''s just that by now, I feel I really should be getting up to speed. Only it''s a relatively new position and nobody''s really spelt out what the exact scope of the job is or what my responsibilities and priorities should be. I think my line manager needs to give me a more concrete idea of what she expects me to achieve. She''s back from holiday next week so maybe we should sit down to talk then. F: I get the feeling that we''re starting to fall a bit behind other companies. In the papers, you''ll find a bit of a gap between ourselves and the current going rate. It''s not that I''m unhappy here or anything. I really like my job—it''s an interesting job and I think it''s great that the job''s so flexible. It''s just that, at the end of the whole day''s work, nobody likes to feel undervalued, do they? And in my position, it''s not just myself I''ve got to think about. We need responsibilities outside work as well. F: It''s great to be part of a successful team. I don''t think you could wish for hard-working or more dedicated colleagues. But I just sometimes think that our efforts aren''t always rewarded. I know different managers have different styles, but everyone likes to feel appreciated, don''t they? I mean, in my last job, managers always made a point of praising us when we beat our targets. One manager even used to encourage us to clap and cheer each other. And I must admit that I do miss that at times, I find praise here is sometimes a bit limited here. It''s like there''s a "that''s what you''re paid for" type of attitude. M: I''ve got very little to complain about really. I get on with the rest of the team and that kind of thing. But there''s one thing that''s been on my mind for a while now. I just feel that, I''ve reached a stage where I''m capable of dealing with a lot more responsibility than I do at present. I just don''t feel stretched any more. I don''t feel as though I''m contributing as much as I could. It''s almost as if I''m on autopilot. Things are beginning to feel a bit stale. What I need is a bit of variety, something to get my teeth into a challenge. F: You''re probably already aware that things aren''t functioning too smoothly in Production at the moment. I don''t know what other people have said but personally I think it''s down to our procedures. There''s no formal system for putting our ideas forward and in the past suggestions have just been ignored. I think management has to accept a lot of the responsibility. What we need to do is to schedule regular meetings, which will improve the flow of information in both directions. At the moment, I get more information through the shop floor grapevine than from my line manager.

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.