FINANCE & MARKEING UNIVERSITY

COMMERCE DEPARTMENT

Business English 1
Student Book

NEW INTERNATIONAL BUSINESS ENGLISH

(Bachelor Degree)
Course Book
CLASS: ..........

(FOR INTERNAL USE ONLY)

SYLLABUS
AVTM 1
-SGK: NEW INTERNATIONAL BUSINESS ENGLISH
Leo Jones & Richard Alexander
-Lessons:
1. Face to Face
2. Letters, faxes and memos
3. On the phone
4. Summaries, notes, reports
7. Money Matters
8. Dealing with problems
10. Marketing
13. Job and careers
14. Sales and negotiations
NEW INTERNATIONAL BUSINESS ENGLISH

Leo Jones & Richard Alexander

STUDENTS BOOK
UNIT 1: Face to face

(page 7)

1.1 First impressions...

A Work in pairs Imagine that these people are greeting you when you arrive as a visitor in an unfamiliar office.
Discuss these questions with your partner:

What impression does each person give?

The first person seems to be sad.
The second person seems to be serious.
The fourth person is very happy.
The fifth person is
The sixth person
The seventh person .
The eighth person
The ninth person
The tenth person

Which person seems the most welcoming

(nim n i vi khch)? Who else? I
think the tenth person seems the most
welcoming because she is smiling.

STUDENTS BOOK (page 7) B You'll hear each

person above talking to a visitor.

 Work in pairs Discuss these questions with your

partner: (track 1)
Which of the visitors
are greeted in a
friendly and efficient
way? (ngi khch no

1.1 B Transcript [2 minutes 40

seconds]
1. Woman: Good evening. Mr.
Green, how nice to see you
c cho n thn
again.
thit v nhit tnh)
Man: Good evening, it's nice to
-The visitors in
be back. How are you?
conversations 1, 2
are greeted in a friendly 2. Man: Good morning, madam,
and efficient way.
can I help you?
Which of the visitors
Woman: Yes. I've got an
are made to feel
appointment with Mr. Henry
welcome? (ngi
Robinson.
khch no c
3. Woman: Good afternoon, sir.
cho n nim
Man: Good afternoon. I'd like to
n)
see Mr. Ferguson, please.
The visitors in
4. Man: Hello, madam, can I help
conversations 1 is
made to feel welcome. at all?'
Woman: Yes. I'd like lo know what
What made the
time...
unwelcoming people 5. 1st man: (brusque) Rr...good

seem unfriendly or
unhelpful? (Nhng g
lm cho nhng ngi
khng c cho n
thiu thin cm v b b
ri)

Unattentive
attitude and
answering
carelessly

morning, sir. Do you have an

appointment'.'
2nd man: Yes. I've arranged to
see Ms Shapiro. I think I may be
a bit early...
6. Ist man: Good morning, sir. Do
you have an appointment?
2nd man: Yes. Er... I've arranged
to see Ms Shapiro. I think I may
be a bit early...
7. Woman: Good morning. Mr.
Rossi. How are you today'.'
Man: Just fine, thanks. Is Mr.
Grady in yet?
Woman: I'll just find out for you...
8. Man: Fr... hello. Miss
Macdonald. I'm afraid... er... Mrs.
Sanderson isn't back from lunch
yet.
Woman: Oh. that's OK. I'll sit and
wait if that's all right.
Man: Oh. certainty, would you like
some coffee?.'

Woman: Mm. that sounds a good

idea, thanks.
9. Woman: (off-hand) Yes?
Man: Good morning, my name's
Martin. I'm here to see Mr.
Suzuki.
Woman: Who?
Man: Mr. Suzuki.
Woman: Oh. he's busy I think.
Man. Could you let him know I'm
here, please?
Woman: OK.
10. Woman: Good morning, sir.
Man: Good morning, my name's
Martin. I'm here to see Mr.
Suzuki.
Woman: If you'll just take a seat,
Mr. Martin. I'll lel him know you're
here.
Man: Fine, thanks.
Woman: Mr. Suzuki. Mr. Martin's
in reception for you...He's on his
way down.

C Work in groups

Discuss these questions with your partners:

What impression do you try to give to the people you deal
with in business? I try to be helpful, friendly, efficient.
What impression do you try not to give? I try not to be
unhelpful, serious, prolongated
Add some more adjectives to these lists:
I try to be: pleasant sincere efficient .............................................
I try NOT to be: unfriendly shy aggressive .......................................
What exactly would you say when you greet a visitor to your office?
..

You'll hear three conversations in which people are meeting and being
introduced to each other:
Listen to what they say to each other and fill the gaps below:
D

1 Alex White, a new

employee, meets Chris
Grey.
Alex White: I'd just like to
introduce myself. My
name's Alex White and I'm
the new export sales coordinator (ngi iu phi bn
hng).
Chris Grey: Oh, yes. I've
heard of you. How do you
do? I'm Chris Grey. Pleased
to meet you. ...

DTranscript |2 minutes 10
seconds]
1. Alex White: Oh. good
afternoon.
Chris Grey: Good afternoon.
Alex White: Er... I'd just like to
introduce myself. Er... the
name's Alex White and I'm The
new export sales coordinator.
Chris Grey: Oh. yes. I've heard
of you. How do you do? I'm...
er... Chris Grey. Pleased to
meet you. Er... have you just

arrived?
Alex White: Er... no. no. I got
here... er... it was yesterday
morning, bin it. ... it's the first
time I've been up to this floor.
So. Chris, what do you'.'
Chris Grey: Well. I'm not sen
important really. I'm... er...
Jenny Sanlini's assistant. She's
head of personnel -have you
met her?
Alex White: Oh. yeah. I was
introduced lo her yesterday.
Actually. I'm looking for Jim
Price's office. Am I on the right
floor for that?
Chris Grey: Fr... well, no
actually. Mr. Price is on the fifth
floor. Er... if you take the liti
user in the corner you...
2 Liz Jones, a colleague
2. Tony Harris: Ms Smith... er...
from Canada, is visiting the I'd like you to meet Mrs. Jones.
Mrs. Jones is from our sales
office in London.
office in Toronto.
Tony Harris: Ms Smith, I'd
Liz Jones: Hi!
like you to meet Mrs Jones.
Mrs Jones is from our sales Claire Smith: How do you do.
Mrs. Jones? I've been looking
office in Toronto.
forward to meeting you.

Liz Jones: Hi!

Claire Smith: How do you do,
Mrs Jones? I've been
looking forward to meeting
you.
Liz Jones: Oh, please call
me Liz.
Claire Smith: And I'm Claire.
Liz Jones: Hi.
Claire Smith: Well, Liz, did
you have a good journey?
Liz Jones: Yeah, not too
bad. ...
3 Miss Lucas, a visitor from
Argentina, is introduced to
Mr Evans.
Mrs Green: Mr Evans,
______________ Miss
Lucas? She's from
Argentina.
Mr Evans: Yes, I think we've
met before. It's
______________!
Miss Lucas: That's right,
hello again.

Liz. Jones: Oh. please call me

Liz.
Claire Smith: And I'm Claire.
Liz Jones: Hi.
Claire Smith: Well. Liz, did you
have a good journey?
Liz Jones: Yeah, not loo bad.
God. there was all this fog at
Heathrow, though.
Claire Smith: Oh no. what
happened'.'
Liz Jones: Oh. it was... my
flight was diverted to
Bournemouth. ye... and then
we had to go by bus from
there to London. So... I didn't
get to my hotel until lunchtime.
It was crazy..,
3. Mrs. Green: Mr. Evans, um...
have you met Miss Lucas?
She's from Argentina.
Mr. Evans: Yes. I think we've
met before, its good to see you
again!
Miss Lucas: That's right, hello
again. How are you?
Mr. Evans: Fine. Thanks. Fr...
musl be. what, a couple of

Mr Evans: Fine, thanks. ...

years since we last met?

Miss Lucas: Oh. even longer four years ago I think. In Miami,
wasn't it?
Mr. Evans: Yes! Yes. that was
an interesting conference! Ha...
W... would you both like some
coffee'.'
Miss Lucas: Oh. yes. please.
Back for me.
Mr. Green: Oh. thanks a lot. Mr.
Evans. Er... white with sugar
for me.
Mr. Evans: Right.
Mr. Green: Er... Miss Lucas,
er... Whereabouts do you come
from in Argentina'.'
Miss Lucas: Er... well ... mm... I
live in Buenos Aires. But I was
raised in Mendoza.
Mrs. Green: Oh. was it ... that's
in the north...

- Work in pairs Listen to the conversations again and notice how the small talk' (social conversation) develops.
Discuss how each conversation might continue.
Here are some questions that you could ask a new colleague or client if you want to be friendly and start a
conversation:
Did you have a good journey?
Is this your first visit to ... ?
Do you need any help or information? When did you actually arrive?
Where are you staying?
Whereabouts do you come from In ...?

E. The class is divided into two teams. If you're in the A Team, look at File 1 on page 146. if you're in the B Team, look
at File 31 on page 156. Follow the instructions in your File.
F Work in small groups Ask your partners:
What do you find difficult or enjoyable about talking to ...
... someone you've never met before? ... a superior or head of department? ... someone who is considerably older
than you?
... people from different countries? (Consider several different nationalities.) ... a large group of people?
1.2 It's a small world
A Work in pairs What do you call someone who comes from each of these countries?
Australia
Canada
Holland
India
Norway
Brazil
France
Hungary
New Zealand
Saudi Arabia

Sweden
the USA

if he comes from Scotland he's a Scotsman, if they come from Italy they're Italians.
If she comes from Ireland she's an Irishwoman. If he comes from Pakistan he's a Pakistani.
B Work in pairs Make a list of the following countries. Be careful about your spelling!
5 African countries
Nigeria ________ _________ _________ _________
5 Asian countries
5 countries in the Middle East
5 Latin American countries
5 countries belonging to the European Union (EU)
5 European countries which don't belong to the EU
-> When you're ready, join another pair. Ask them to tell you what they would call a person from each of the countries
on your list.
C 1 Work in groups or as a class Discuss these questions:
If someone comes from another country, what differences do you expect in their behaviour, manners, eating habits,
etc.? Think of some examples.
Which other nationalities do you think are most different from your own? Give your reasons.
1.2 It's a small world .
Students Book page 10

2 Read this article and choose one of these titles

for it: (page 10)
When in Rome... (Nhp gia ty tc)
Problems that business people face
Travelling abroad
Good manners, good business. (tc phong
phong tt, lm n pht t)

Doing business in Europe

I didn't mean to be rude! ( ca ti nh vy
cng khng hn l th l)
NOBODY actually wants to
cause offence but, as
business becomes ever more
international, it is increasingly
easy to get it wrong. There
may be a single European
market but it does not mean
that managers behave the
same in Greece as they do in
Denmark.
In many European countries
handshaking is an automatic
gesture.
In France good manners
require that on arriving at a
business meeting a manager
shakes hands with everyone
present.

Khng ai mun lm
cho ngi khc mt
lng, nhng nh
kinh doanh ngy
cng tr nn ph
bin mi ni, nn
c nhiu lc c
nhng sai lm trong
giao tip m chng
ta khng nhn ra.
Th trng chu u
hin nay coi nh
thng nht, nhng
nh vy cng
khng c ngha l
cc nh qun l
Hy Lp c cch
ng x nhu an

Mch. Ti nhiu
nc chu u, bt
tay l mt c ch rt
t nhin. Ti Php,
cch c x lch s
khi n d hp l
This can be a demanding
phi bt tay vi mi
task and, in a crowded room, ngi.
may require gymnastic ability
if the farthest hand is to be
reached.
iu ny c th l
mt nhim v yu
Handshaking is almost as
cu v, trong mt
popular in other countries
cn phng ng
-including Germany, Belgium c, c th yu cu
and Italy.
kh nng th dc
nu tay xa nht l
But Northern Europeans,
t c.
such as the British and
Scandinavians, are not quite Nu yu cu phi
so fond of physical
bt tay t u n
demonstrations of
cui phng trong 1

friendliness.

hi ngh ng
ngi, phi c sc
khe phi thng
In Europe the most common mi kham ni.
challenge is not the content Bt tay hu nh
of the food, but the way you ph bin ti cc
behave as you eat.
nc, bao gm
Some things are just not
c, B v Italy.
done.
In France it is not good
manners to raise tricky
Tuy nhin, Bc
questions of business over
chu u, chng hn
the main course. Business
nh Anh v Thy
has its place: after the
in, Na Uy v
cheese course.
an Mch, l hon
ton khng thch
th hin s thn
Unless you are prepared to thit qua va chm
eat in silence you have to talk th xc.
about something -something, Ti chu u, iu
quan trng khng
that is, other than the
business deal which you are phi l mn n ngon,
continually chewing over in m chnh l cch i

your head.

x trong khi n.

Mt s iu cn
trnh.
Php, khng nn
a ra nhng vn
hc ba khi n.
Mun bn chuyn
kinh doanh phi
ch cho n khi n
trng ming.
Nu thy i ngi khi
yn lng n, bn c
th nhc n mt chi
tit no , nhng
nht nh ng ng
n chuyn lm n,
cho d bn rt m c
mun phi ni ra ngay.

Italians give similar

Ngi cng rt xem

trng chiu i trong
giao tip kinh doanh.

importance to the whole

process of business
entertaining. In fact, in Italy
the biggest fear, as course
after course appears, is that
you entirely forget you are
there on business.

Thc vy, , ngi

ta hay lo rng nu c
chm ch n ht mn
ny sang mn khc
nn c th qun
chuyn k kt hp
ng. c th qun i
chuyn k kt hp
Nu c kh nng, bn
If you have the energy, you c th lch s ngh
can always do the polite thing c thanh ton ha
when the meal finally ends, n.

and offer to pay.

Then, after a lively
discussion, you must
remember the next polite
thing to do - let your host pick
up the bill.
In Germany, as you walk
sadly back to your hotel
room, you may wonder why
your apparently friendly hosts
have not invited you out for
the evening.

C khi bn phi t ra
mnh c nhit tnh
mun tr tin, nhng
nn lch s cho
ch nh tr.

Ti c, khi khng
c i tc mi i
chi m phi li
thi tr v khch
sn vo bui ti,
chc bn s ngh h

c g bun lng
chng.
Don't worry, it is probably
ng lo, chuyn
nothing personal.
cng bnh thng
Germans do not entertain
thi. Ngi c
business people with quite
vn khng nhit
the same enthusiasm as
tnh chiu i
some of their European
khch ging nhau
counterparts.
nh mt s ng
nghip chu u.
The Germans are also
Ngi c cng
notable for the amount of
ni ting vi tnh
formality they bring to
chung hnh thc
business.
trong giao t.
As an outsider, it is often
L mt ngi ngoi
difficult to know whether
cuc, bn thng
colleagues have been
rt kh bit c
working together for 30 years h l nhng ngi
or have just met in the lift.
cng lm vic
lu nm hay ch
mi quen bit v h
chng ni nng
cho hi g c.

If you are used to calling

people by their first names
this can be a little strange.

Khng nn gi
ngi khc bng
tn gi.

To the Germans, titles are

important. Forgetting that
someone should be called
Herr Doktor or Frau
Direktorin might cause
serious offence.

i vi ngi c,
chc danh rt quan
trng. Bn s lm
cho h mt lng
nu khng dng
n cch ni Tha
Ngi Bc s, hay
Bm Ngi Gim
c.
Nhng nu gi h
bng chc danh
tn h ln cng lm
cho h mt lng
khng km.

It is equally offensive to call

them by a title they do not
possess.
In Italy the question of title is
further confused by the fact that
everyone with a university degree
can be called Dottore - and
engineers, lawyers and architects
may also expect to be called by

, ngi ta cng phn

bit gia tin s, k s,
lut s v kin trc s ch
khng c dng bc s
gi, nn ta phi gi
ng chc danh.

their professional titles.

Song hnh vi kinh

These cultural challenges
doanh nc ngoi
exist side by side with the
chng ta cn ch
problems of doing business n nhng vn
in a foreign language.
v vn ha v ngn
Language, of course, is full of ng.
difficulties - disaster may be Tt nhin, ni n
only a syllable away.
ngn ng, ch ni
nhm mt m c
khi s dn n thm
ha.
But the more you know of the Nhng cng hiu bit v
ha ca nc m bn
culture of the country you are vn
ang m rng kinh doanh
dealing with, the less likely
bao nhiu, th bn cng
you are to get into difficulties. trnh c nhng kh khn,
rc ri sau ny.

It is worth the effort. It might

be rather hard to explain that
the reason you lost the
contract was not the product
or the price, but the fact that
you offended your hosts in a
light-hearted comment-over

y cng l iu chng
ta cn n lc. Nhiu
trng hp mt hp
ng khng phi v do
sn phm hoc gi c,
nhng l do chng ta
lm mt lng khch
hng khi xem nh yu
t vn ha.

an aperitif.
Nh vy c x
Good manners are admired: ng cch s quyt
they can also make or break nh s thnh bi
the deal.
ca bn trong kinh
(Adapted from an article by doanh.
Richard Bryan in Business
(Trch t mt bi
Life)
vit ca Richard
Bryan trong cuc
sng kinh doanh)
PART 4: Why is it important to know culture of foreign countries when you do business abroad?
when you do business abroad it is important to know culture of foreign countries.
The more you know of the culture of the country you are dealing with, the less likely you are to get into difficulties. It
is worth the effort. It might be rather hard to explain that the reason you lost the contract was not the product or the
price, but the fact that you offended your hosts in a light-hearted comment over an aperitif. Good manners are
admired: they can also make or break the deal.
NOBODY actually wants to cause offence but, as business
Thc t khng ai li mun lm mt lng ngi
becomes ever more international, it is increasingly easy to get khc, th nhng, khi kinh doanh m rng
it wrong. There may be a single European market but it does
trn trng quc t, chng ta ngy cng c
not mean that managers behave the same in Greece as they
nhiu kh nng phm phi sai lm gy nh
do in Denmark.
hng n kinh doanh. C th th trng
In many European countries handshaking is an automatic
ni chung l u chu nhng nh th khng
gesture. In France good manners require that on arriving at a
c ngha l gim c Hy Lp hnh x
business meeting a manager shakes hands with everyone
ging nh an Mch.
present. This can be a demanding task and, in a crowded
nhiu quc gia u chu bt tay l mt c
room, may require gymnastic ability if the farthest hand is to
ch rt t nhin. Php th hin tc phong
be reached.
lch lm khi n hp, gim c thng bt
Handshaking is almost as popular in other countries tay vi mi ngi ang c mt. y c th
including Germany, Belgium and Italy. But Northern
l nhim v rt kh khn v, trong phng
Europeans, such as the British and Scandinavians, are not
hp ng ngi, gim c cn phi c th
quite so fond of physical demonstrations of friendliness.
lc tt nu nh c phi bt tay t u n
In Europe the most common challenge is not the content of
cui phng hp.
the food, but the way you behave as you eat. Some things are
just not done. In France it is not good manners to raise tricky
questions of business over the main course. Business has its
Bt tay hu nh rt ph bin cc quc gia
place: after the cheese course. Unless you are prepared to eat khc trong phi k n c, B v .

in silence you have to talk about something - something, that

is, other than the business deal which you are continually
chewing over in your head.
Italians give similar importance to the whole process of
business entertaining. In fact, in Italy the biggest fear, as
course after course appears, is that you entirely forget you are
there on business. If you have the energy, you can always do
the polite thing when the meal finally ends, and offer to pay.
Then, after a lively discussion, you must remember the next
polite thing to do - let your host pick up the bill.
In Germany, as you walk sadly back to your hotel room, you
may wonder why your apparently friendly hosts have not
invited you out for the evening. Don't worry, it is probably
nothing personal. Germans do not entertain business people
with quite the same enthusiasm as some of their European
counterparts.
The Germans are also notable for the amount of formality they
bring to business. As an outsider, it is often difficult to know
whether colleagues have been working together for 30 years
or have just met in the lift. If you are used to calling people by
their first names this can be a little strange. To the Germans,
titles are important. Forgetting that someone should be called
Herr Doktor or Frau Direktorin might cause serious offence. It
is equally offensive to call them by a title they do not possess.
In Italy the question of title is further confused by the fact that
everyone with a university degree can be called Dottore - and
engineers, lawyers and architects may also expect to be
called by their professional titles.
These cultural challenges exist side by side with the problems
of doing business in a foreign language. Language, of course,
is full of difficulties - disaster may be only a syllable away. But
the more you know of the culture of the country you are
dealing with, the less likely you are to get into difficulties. It is

It might be rather
hard to explain that the
reason you lost the contract
was not the product or the
price, but the fact that you
offended your hosts in a
light-hearted comment over
an aperitif. Good manners are admired: they can
worth the effort.

Nhng cc nc Bc u nh Anh v cc
nc trn bn o Scandinavia, th hin s
thn thit qu ng li khng c mi
ngi hoan nghinh.
Ti chu u thch thc ph bin nht ca 1
ngi lch lm khng phi l c thi hi
lng thc n, m chnh l phong cch trong
khi n. Mt vi thi ta khng nn th
hin. Php trong lc thng thc mn n
chnh m li bn bc nhng vn hc ba
trong kinh doanh b coi l bt nh. Bn bc
kinh doanh cng c lc: hy nn ch khi
dn mn ph mt (n trng ming).
Nu bn thy kh chu khi ch c n m
chng ni nng g th bn phi gc li
nhng chuyn cng vic lm n d bn
phi lun lo ngh n n.
Ngi cng rt xem trng qu trnh chiu
i khch trong kinh doanh. Thc vy,
cng l ci ng s nht trong lc ngi
vo bn n, ht mn ny sang mn khc c
dn ln lin tc, nu c ni chuyn lm n
th bn chng n c g trong bui tic
chiu i. Nu bn cn nhiu nng lng,
biu th thi lch s, bn nn ch cho
n khi ba n kt thc mi c m li,
v nn ngh mnh thanh ton. K ,
sau khi bn bc si ni, bn phi nh dnh
cho ch tic nhn v thanh ton ha n.
c, khi bn bch b thiu no tr v
phng khch sn, bn t hi ti sao i tc
bn x rt i hiu khch nh th m li
khng mi mnh i hp m. Phin lm g,
chc c l h cho l chuyn c nhn, h
khng dm chen vo. Ngi c khng
chiu i khch bng thi nhit tnh nh
mt s i tc chu u ca h.
Nu chng ta cng thy ngi c
cng rt gi k vi i tc. Nu l ngi
ngo,i thng bn rt kh bit h l ng
nghip lm vic vi nhau 30 nm hay ch
mi gp nhau trong thang my. Nu bn
quen gi h bng tn th c th lm cho h
mt lng. i vi ngi c, chc danh l
rt quan trng. . Qun gi h vi chc danh
Ngi Tin s hay Gim c i gia (bng
ting c) c th lm mt lng h. Nhng
nu gi h bng chc danh m h khng c

also make or break the deal.

cng lm mt lng h khng km.

, vn chc danh cng d lm cho
bn bi ri v c th gi nhng ngi c
bng i hc l Tin s v k s, lut s
v kin trc s li thch gi bng chc danh
ngh nghip.
Nhng thch thc vn ha nh ni lun
song hnh vi nhng rc ri nu nh bn
giao dch kinh doanh bng ngoi ng. Tt
nhin chuyn v ngn ng tht v cng rc
ri thm ha c th xy ra nu nh ni
thiu 1 m vn. Nhng bn cng bit nhiu
v vn ha ca quc gia m mnh ang lm
vic bao nhiu th s gim c nhiu nguy
c by nhiu. y cng l chuyn ng
lm. khi kh gii thch nguyn nhn lm cho
bn mt hp ng khng phi v sn phm
hay gi c, bn c th ngh n chuyn lm
mt lng i tc bn x do di dt ch bai
mn khai v. Bn nn xem trng cung cch
x giao ca mnh bi n cng c th gip
bn lm nn hay mt i hp ng.

3 Decide if these statements are true 0 or false B, according to the writer:

1 In France you are expected to shake hands with everyone

you meet. TRUE
2 People in Britain shake hands just as much as people in
Germany. FALSE
3 In France people prefer talking about business during
meals. FALSE
4 It is not polite to insist on paying for a meal if you are in
Italy. FALSE
5 Visitors to Germany never get taken out for meals.
FALSE
6 German business people don't like to be called by their
surnames. TRUE

7 Make sure you know what the titles of the German people
you meet are. TRUE
8 Italian professionals are usually addressed by their titles.
TRUE
9 A humorous remark always goes down well all over the
world. FALSE
4 Discuss these questions:

Which of the ideas in the article do you disagree with?

Handshaking is almost as popular in other countries

-including Germany, Belgium and Italy. That is the
idea in the article do you disagree with. From my own
experience in my company, several Belgique customers
like shakings. Maybe shaking becomes common when
many people find that this action shows good friendliness.
What would you tell a foreign visitor about 'good
manners' in your country?
When coming to a party or dinner in Vietnam,
we should not eat all of what are in the bowl.
Leaving little food in the bowl proves that you
are elegant. This is very different from many
countries, such as USA, Japan and European
countries.
How much do you think international business is improved
by knowing about foreign people's customs?

1.3 What do you enjoy about your work?

A You'll hear four people talking about their work. They work for Small World, a
company that produces computer systems and software for handling maps and
geographical information. Its customers include supermarket chains, local
government departments and cable TV companies.
1 As you listen for the first time, just note down below what the speakers' JOBS are and what they don't enjoy about their work.

Nghiemmarket.blogspot.com
My name's Ian McShanc
and I'm the group
accountant for Small
Worldwide. I'm responsible
for the day-to-day
accounting for the group,
covering financial
management, management
accounting, cash books,
purchase ledger, sales
ledger, credit control and so
on.
Virtually every day you've
got a different kind of ... er...
job to tackle, it's always
without exception urgent. I'm
always up against deadlines
and therefore I'm never
bored. I find the whole of
finance fascinating anyway

Ti tn l Ian McShanc v ti l
k ton tp on Small Worldwide. Ti chu trch nhim
cng vic k ton hng
ngy cho tp on, bao
gm cc lnh vc qun tr
ti chnh, k ton qun tr,
s sch ghi chp tin mt
(nht k), s ci mua hng,
s ci bn hng, kim tra
tn dng, v.v.
Hu nh ngy no ngi ta
cnh giao cho ti trch nhim
gii quyt nhng cng vic khc
nhau, lc no cng v cng khn
cp, khng c ngoi l. Ti lc
no cng phi bn bu ti bi
kp thi hn v do vy
ti chng bao gi c thi
gian ngh ngi, than

and the whole exercise is

very, very interesting. It's not
very pleasant being difficult,
or having to be difficult with
people to get money out of
them. I don't particularly like
doing that.

van. D sao ti thy lnh

vc ti chnh cng hp dn
v cch lm vic bn bu
nh th cng hay hay.
Thng th chng ai thch
chuyn lm kh d ngi
khc, nhng theo yu cu
phi tm c gim
thiu ly tin ra. Ti cng
khng thch lm nh th.

Transcript
My name's Lesley Trigg. At
Small World I work as an
administrator for the
international business
development group. My
responsibitities are
responding to
correspondence, making
sure that meetings are
scheduled for The right
rooms at the right places.
Um... also I deal with
organizing people's travel
in The company to various
different countries

Tn ti l Lesley Trigg. Ti
cng ty Small World ti
ph trch cng tc
qun tr hnh chnh cho
tp on pht trin kinh
doanh va ni. Trch
nhim ca ti l phc
p th t giao dch v
ph trch t chc hi
hp nh ln lch sao
cho c phng tt
hp, ng vi yu cu
bui hp. Ti cng ph
trch t chc cho nhn
vin cng ty i cng tc
khp ni trn th gii.

throughout the world. The

most important thing that I
enjoy is actually the people
that are here in Small
World. The people are very
friendly and I enjoy The
work. I wish all times I was
a little bit more busier.
Um... I have to wait for
people to generate work
for me and, as working
within the international
business development
group most of the people
actually work in... within
other countries, because
they're going out into other
countries to find partners
that will assist Small World.
And when they're out of the
country they're not
generating the work for me
back in The office, they
generate the work when
they're back in The office

Quan trng l ti thch

ng nghip lm vic
ti Small World. Mi
ngi rt thn thin v
ti cng thch cng vic
ca ti. c g lc no
ti cng c giao
thm vic ph hp vi
kh nng ca mnh.
Ch hin nay ti phi
ch mi ngi n yu
cu tr gip v l mt
tp on pht trin kinh
doanh quc t, nhiu
ngi phi lm vic
nc ngoi, v cng ty
yu cu nhn vin
mnh phi ra nc
ngoi tm i tc, h
tr cho Small World.
V khi nhiu ngi
ra nc ngoi th
chng cn ai li v ti
cng chng phi lm
g, vy l phi ch cho

for me to deal with.

Patrick: My name is Patrick
Verdon. I deal with the
systems administration for
Small World. I think the
best description of systems
administration is that it's a
trouble-shooting kind of
job, there are all kinds of
responsibitities, such as
back-up of data,
installation of new
machines, installation of
The operating system and
The installation of the
product that... er... Small
World actually produces.
It's quite a challenge,
because there's such a
variety of problems:
sometimes it'll be a loose
cable on a... on a machine
that's a problem, another
time it'll take hours to

mi ngi quay v
c vic lm.
Ti tn l Patrick Verdon.
Cng vic ca ti l
qun tr h thng cho
cng ty Small World. Ti
ngh rng m t ng
nht cng vic qun tr
h thng i loi l mt
loi cng vic rt phin
h, trch nhim th
c mi th, nh
bachup d liu, lp t
my tnh mi, ci t
h iu hnh v ci t
sn phm ca cng ty
sn xut. Qu l rt
thch thc, v bao
nhiu l vn : c khi
li do my h dy, qu
l vn , ti phi mt
hng gi gii quyt.
Ti ngh rng cng vic
qun tr h thng cng
c ci hay, l thch

solve.
I think the nice part of
systems administration is
the challenge. Um...
sometimes it's very quite
But on the other hand you
can have a day when it's
completely hectic and all
kinds of different problems
come up. So y... you're
always being confronted
with... with different
problems, which is nice.
The things I don't enjoy are
the routine back-ups of all
The dala; these take a bit
of time. The ofher thing
that I dont quite like is
the... the out of hour,
concept of system...
systems administration,
because the best time to
actually fix problems is
when people aren't
working, which means that

thc. C khi vn i
hi rt nhiu cng sc.
Th nhng mt khc ta
cng qu l ng 1
ngy lao ng, ht sc
l bn rn v mi
th t sut trn i.
Nh vy lc no chng
ta cng phi sn sang
ng u vi nhng
vn khc nhau, nh
th cng tt.
iu m ti khng thch
l c phi backup tt
c cc s liu tht
nhiu ln; mt thi gian
qu. Th n ci m ti
khng thch l c phi
lm ngoi gi, c phi
khp vi h thng
qun tr h thng m,
v nh vy c ngha l
gi gic lm vic l
tng ca chng ti l
sau 6 gi, lc m mi

ideally we should do that

after six when everybody's
gone home, so, yes, we
can be here until the early
hours of the morning at the
extreme.
Paul: I'm Paul Lockwood.
and I'm one of the training
officers at Small World and
my job is to... urn... run and
provide training courses for
our customer and agents.
The thing I enjoy most
about my work is... um...
being able to have direct
contact with customers
and... er... direct
knowledge of the sort of
problems they encounter
and how to resofve them.
The things I don't enjoy so
much is that I feel that I...
I... um... tend to be
spending a lot of time

ngi tan s; nh vy,

vng, nhng lc cng
vic ngp u, chng
ti phi li s cho
n sng.
PAUL: Ti l Paul
Lockwood, v ti l mt
trong nhng cn b
o to ti cng ty Small
World v cng vic ca ti
l iu hnh v t chc
cc kha o to cho
khch hng v i l
ca cng ty. iu m
ti thch cng vic
ca ti l c th tip
xc trc tip vi khch
hng v c nm bt
cc vn m h hin
gp phi v cch thc
gii quyt ra sao.
Ti c khuynh hng
dnh nhiu thi gian
cho cng tc ging dy
hay son ti liu o

either teaching or
preparing training material,
and I dont get enough
chance to do hands-on
programming that I woutd
like to do. I do have to
have The skills of
programming but what I
dont get the opportunity to
do at the moment is to
actually use them to
develop real applications
for customers, I'm just
showing ofher people how
to do it. Generally
speaking. I... I enjoy my
job. I... I enjoy The
company that I work lor.
Um... it's a very good
environment, a very
stimulating environment.

to, v ti khng c
thi gian trc tip tham
gia thc hin cc
chng trnh m mnh
a thch. Ti khng cn
phi c k nng quy
hoch chng trnh
nhng nhng g m ti
khng c dp may m
trch l thc s s
dng k nng c
nhng ng dng thc
t cho khch hng, ti
mun hng dn trc
tip cho h cch gii
quyt cc vn . Ni
chung, ti thch cng
vic ca ti. Ti thch
cng ty hin nay ti
ang lm vic. y
mi trng lm vic rt
tt, rt nng ng.

Ian: My name's Ian McShanc and I'm The group accountant for Small World-wide. I'm responsible for the day-today accounting for the group, covering financial management, management accounting, cash books, purchase
ledger, sales ledger, credit control and so on.
Virtually every day you've got a different kind of... er... job to tackle, it's always without exception urgent. I'm always
up against deadlines and therefore I'm never bored. I find the whofe of finance fascinating anyway and the whofe

exercise is very, very interesting. It's nof very pleasant being difficult, or having lo be difficult with people to get money
out of them. I don't particularly like doing that.
Lesley: My name's Lesley Trigg. At Small World I work as an administrafor for the international business development
group. My responsibitities are responding lo correspondence, making sure that meetings are scheduled for The right
rooms at The right places. Um... also I deal with organizing people's Iravcl in The company lo various different
countries throughout the world.
The most important ihing that I enjoy is actually the people that are here in Small World. The people are very friendly
and I enjoy The work. I wish al times I was a little hit more busier. Um... I have to wait for people lo generate work for
me and. as working within the international business development group most of the people actually work in... within
other countries, because they're going out inlo other countries to find partners that Will assisl Small World. And when
they're out of the country they're not generating the work for me back in The office, they generate the work when
they're hack in The office for me lo deal with.
Patrick: My name is Patrick Verdon. I deal with the systems administration for Small World. I think the best
description of systems administration is that it's a trouble-shooting kind of job. there are all kinds of responsibitities,
such as back-up of data, installation of new machines, installation of The operating system and The installation of the
product that... er... Small World actually produces. It's quite a challenge, because there's such a variety of problems:
sometimes it'll be a loose cable on a... on a machine that's a problem, another time it'll take hours to solve.
I think the nice part of systems administration is The challenge. Um... sometimes it's very quite But on The other
hand you can have a day when it's completely hectic and all kinds of different problems come up. So y... you're
always being confronted with... with different problems, which is nice.
The things I don't enjoy are the routine back-ups of all The dala; these take a hit of time. The ofher Ihing that I dont
quite like is the... The out of hour, concept of system... systems administration, because the bcsl time lo actually fix
problems is when people aren'l working, which means that ideally we shoutd do that alter six when everybody's gone
home, so. yes. wc can he here untit the early hours of the morning al the extreme. Paul: I'm Paul Lockwood. and I'm
one of the training officers al Small World and my job is lo... urn... run and provide training courses for our customer
and agents. The thing I enjoy most about my. work is... um... being able lo have direct contact with customers and...
er... direct knowledge of the sort of problems they encounter and how to resofve them.
The things I don't enjoy so much is that I feel that I... I... um... tend to be spending a lot of time cither teaching or
preparing training material, and I dont get enough chance to do hands-on programming that I woutd like to do. I do
have to have The skitls of programming but what I dont get the opportunity to do al the moment is to actually use
[hem to develop real applications for customers, I'm just showing ofher people how to do it. Generally speaking. I... I
enjoy my job. I... I enjoy The company that I work lor. Um... it's a very good environment, a very stimulating
environment.
2 Listen to the recording again. Note down your answers to the remaining questions.
3 Compare your notes with a partner.
Ian McShane is an a ____________.
He is responsible for: ____________.
He enjoys:
1 ____________.
2 ____________.
3 ____________.
He doesn't enjoy:
____________.
Patrick Verdon is a S ____________.administrator (this is a t ____________.sh kind of job).
His responsibilities include:
1 ____________.
2 ____________.of machines, operating system and the software product.
Lesley Trigg is an a ______________

Her responsibilities are: ______________

1______________
2______________
3______________
She enjoys: ______________
She doesn't enjoy: ______________
Paul Lockwood is a t______________
He provides ______________
for customers and agents.
He enjoys:
1______________
2______________
3______________
He doesn't enjoy: ______________
B 1 Work in pairs Ask your partner these questions:
Which of the jobs that you have heard about would you most like to do yourself? Why?
Which would you LEAST like to do? Why?
2 Find out more about your partner's career. Ask about his "or her:
Work experience - previous jobs and any temporary or part-time jobs your partner has done
Education and training
Ambitions and prospects for the future
Present job (if your partner is working) - its rewards and frustrations
> When you have both finished, tell the rest of the class what you have discovered.
1.4 It's not just what you say
A 1 Work in pairs Imagine that you're at a conference. Look at these name badges. If you're introduced to the man
from London you'd say, 'Pleased to meet you, Mr Thomas', not 'Hello, Mr Howard'. But what would you say to the
other delegates?
Howard Thomas
La Win Hao
Rosa Burgos Garcia
Kryskiewicz Grazyn
Ivany Laszlo
LONDON
TAIPEI
VALENCIA
WARSAW
BUDAPEST
2 Try this quiz with your partner.
1) A good conversationalist is someone who ...
a always has plenty to say
b has plenty of amusing stories to tell
c will listen carefully to what you have to say
d asks a lot of questions
2) If someone looks you straight in the eye without blinking, they are probably...
0 a honest O b being rude O c trying to frighten you C d being friendly
3) If someone keeps looking out of the window while you're talking, they
0 a want to be outdoors O b don't understand you 0 c are not concentrating O d are thinking
4) If someone sighs while you're explaining something they are probably . O a bored O b impatient 0 c unhappy
O d suffering from indigestion
5) If a man wearing jeans and a T-shirt comes into your office, he ... O a isn't correctly dressed O b can't be
important 0 c is quite normal 0 d must be someone who has come to fix the phone or something
6) If someone shakes your hand very hard and long, they are ...
a pleased to see you
b trying to show you that they are sincere
c waiting for you to say something d reliable and friendly

7) If a Canadian hnsinessmnn keeps stepping backwards while he's talking to a Mexican businessman, this means
that...
a he doesnt like Mexicans
b the Mexican is trying to be too friendly
c Northern people don't feel comfortable standing as close lo another person as Southern people do
d Canadians are less friendly than Mexicans
8) If a Japanese person gives you their business card, you should hold it...
a in your left hand b in your right hand c in both hands d without reading it
"And, while we have no formal dress code, we expect our employees to sfiow some common sense, Steve."
B Work in groups Discuss how the IMPRESSION you may give, especially to a stranger or to someone from
another country, can be affected by:
The noises you make: yawning clicking a pen sniffing tapping your fingers
Talking in a loud voice talking in a soft voice
Your body language and appearance, as shown in these pictures:
C Work in groups Ask your partners these questions:
In your own workplace or place of study, who do you call by their first names, and who by their surnames?
Are there people who use your first name but who you are expected to call by their surnames?
Would this be any different with British, American or other foreign people you work with?
Who do you talk to at work or college about your family and leisure activities? Which of your co-workers or fellow
students do you meet socially?
1.5 Developing relationships
A Work in pairs You'll hear five short conversations between people who work in the same company. After hearing
each conversation, discuss these questions with your partner:
What is the relationship between the speakers?
What are their jobs?
What are they talking about?
How does a relationship change as you get to know someone better?
1. Bob: Er... Tony'.' Tony: Mmm.
Bob: Er... I'd like to see you for a minute, woutd you come into the office.
Tony: Oh. yeah, right
Bob: Good. Now. how did you get on in Copenhagen'.'
Tony: Ah. yeah... er... well. Carlsson had The flu. so I coutdn't see him.
Bob: Coutdn't see him?
Tony: No. so I had to see his assistant. And. you know, we... er... we got along quite well. but... um... (h... er... There
are problems w... er... Crystals got in before us. Bob: Oh Lord!
Tony: Yeah, they were in last week. So ... cr... they ... you know, they ... The) spent days there and ... er ... it was all
wrapped up really by the time I got there. Boh: Is it ... is it a question of ... of ... of supply'1 Are we ... are we nof
producing enough for Them'.' Tony: Well. no. they didn'l really look at the figures, quite frankly, and I showed Them
the figures and they... the) weren't interested.
Boh: Yeah, well you see the (rouble is that we've got a...
we've got an on going problem...
2. Mr.Allen: Now. Barry... er ... and Susanna, have you got your worksheet in from of you - fact sheet here'.' Barry &
Susanna: Yes.
Mr. Allen: Now you can see here that Miss Henry is James Ferguson's personal assistant. That's prelty imporlanl to
know. Ted Douglas is the chief export clerk.
Susanna: Ah. right.
Mr. Allen: Er... Barry, you're going to be working with Susanna very closely here... Barry: Good.
Mr. Allen: And... er... I think it's very important. Barry, that you... er... get together
with Susanna over there and try to work out The... the letter fiting system here. Barry: Uhuh. Susanna: Mmm.

Mr. Allen: Now. as you can see. we've... er... as you can see on your foci sheel here we've got it marked Urgent and
Non-urgent.
Barry: Yeah.
Mr. Allen: Er.. anything essential "I'll take care of, OK.' Haha.
Barry & Susanna: Haha.
3. Mr. Green: OK. Martin, cr... let's go through it again. You go to the airport.
Martin: Right.
Mr. Green: OK. Terminal 2. Martin: Terminal 2. Mr. Green: Pick up Clean Donaldson. Martin: Clean Donaldson. Mr.
Green: Now I want you to write this down. Martin: Yeah. I've got it down.
Mr. Green: OK. he's arriving from Miami on the flight number LX432. Martin: LX432.
Mr. Green: Have you got that'.' Martin: Yeah, I've got it.
Mr. Green: Right, off you go. Get back here as soon as you can.
Martin: Yes. sir, Mr. Green. Mr. Green: Thank you.
4. Mandy: Geoff, um... could you just come over here a minute and have a look al This sketch'.'
Geoff: Yes. sure.
Mandy: What do you think?
Geoff: Aha. yes. well you've put a lof of work into it. that's... that's very good. I'm not too happy about This border
round here... um... Mandy: No?
Geoff: Maybe you could try another go al lhai. Mandy: I Will. I'll try again. OK.
5. Tony: Mrs. Lang, could I have a word, please.' Mrs. Lang: Oh. yes, Tony, of course.
Tony: I wondered it' I mighl have nexl Friday off. My sister's arriving from Switzerland... er... I'd like to meet her at the
airport.
Mrs. Lang: Oh. Friday's rather difficult. What time docs she arrive'.'
Tony: Well, the plane gets in at four p.m.
Mrs. Lang: Oh, I know. Tony! Why don't you go off just
after lunch, then you'll manage to get to the airport on
time to meel her al four'.'
Tony: Oh. Thank you very much. Mrs. Lang.
B As you get to know someone, it's useful to find out what your common interests are. Then you can have a social
conversation as well as 'talking shop' (talking about business).
Work in pairs Which of these topics do you talk about - and which do you not talk about - during a first meeting with a
business associate?
sport politics your family business travel hobbies films the weather music your
education religion TV other topics ......................................................
And what difference does it make if the other person is:
a foreigner a man a woman older than you younger than you senior to you junior to you?
Join another pair and compare your ideas.
C Work in pairs You're going to role-play a meeting between two business associates. Imagine that one of you has
travelled a long way to see the other. You only meet twice a year, but you've established a good relationship.
Before you start, decide what topics you're going to talk about in step 3.
C Transcript [ I minute |
Host: Mary, hello again. Do come in and sit down! How are you gelling on?
Visitor: Hello. I'm fine, thanks. How are you?
Host: Oh, very well thanks. Did you... er... did you have
a good journey?... (more small talk)
Visitor: ... Well. I know I'm lucky to he here This soon.
Host: Yes. haha. Right. Let's get down to business, shall we?
Visitor: Yes. all Right.
Host: OK. first of all if we could just look al erm... (main business phase of the meeting)

Visitor: ... Yes, Right. Well, I think that's agreed then. Host: Yeah. Yes, sure.
Visitor: Oh, and now I really must be going. I've... er...
Host: Sure you won't have... er... some coffee, or something before you go.
Visitor: Oh, no. no thanks. I haven't really got time. Sorry.
Host: OK. well, see you atain soon. I hope!
Visitor: Yes, yes. I... I'm glad we were able to meet.
Host: Oh. so am I. Um... I'll come downstairs with you...
1 One of you arrives in the other's office.
2 Greet each other:
Hello again! How are you getting on? Lovely to see you again! How are things?
I'm fine, thanks. How are you? Very well, thanks. And how about you?
3 Small talk until you decide it's time to get down to business ...
Right, let's get down to business, shall we?
Yes, all right.
DON'T ROLE-PLAY THE BUSINESS PHASE OF THE MEETING.
4 Imagine that time has passed before saying ...
Right, I think that's agreed then.
Yes, sure.
5 More small talk before you say goodbye and one of you leaves the office:
See you again soon, I hope! ^\ Goodbye and thanks for everything! I Give my regards to ...
I'm glad we were able to meet. Have a good journey! Have a pleasant evening!
Role-play the next meeting between the same people six months later - this time the other person is the visitor.
Follow the same five steps.
"I'll be at lunch. If anyone calls say I'm at the health club."

UNIT 2: Letters, faxes and memos

2.1 Communicating in writing
A Work in groups Imagine the picture shows YOUR desk. Identify the different kinds of correspondence. Then
discuss these questions:
Which of the items would you attend to first? Put them in order of priority.
What correspondence did you receive last week? What action did you have to take? Was any of the
correspondence in English?
What proportions of business correspondence do you RECEIVE and SEND by ... letter........% fax........%
memo........% e-mail........% ?
B 1 Work in pairs Read this memo. Decide who 'HGW is and what his or her job is.
MEMORANDUM
From: HGW
To: Department managers
Date: 21/4/
Subject: in-service English classes
From Monday 8 May English classes will be held in the Training Centre (room 3.17). There will be two groups:
intermediate level (8.30-10.00) and advanced level (10.30-1 S.00). Please encourage your staff to attend one of the
sessions, All teaching materials will he provided but students will be expected to do homework and preparation
outside working hours.
2 Please send me the names of all interested staff by noon on Wednesday 26 April. They will be given an informal
oral test during the first week in May so that we can decide which of the classes is best for them.

3 The size of each class will be limited to 12 participants.

jjyjft/

From Monday 8 May

English classes will be
held in the Training
Centre (room 3.17).
There will be two
groups: intermediate
level (8.30-10.00) and
advanced level (10.30-1
S.00). Please
encourage your staff to
attend one of the
sessions, All teaching
materials will he
provided but students
will be expected to do
homework and
preparation outside
working hours.
2 Please send me the
names of all interested

staff by noon on
Wednesday 26 April.
They will be given an
informal oral test during
the first week in May so
that we can decide
which of the classes is
best for them.
3 The size of each class
will be limited to 12
participants.
T th Hai 8-5, cc lp ting Anh s c t chc ti Trung Tm o to (phng 3.17). C 2
nhm: trung cp (8.30-10.00) v Nng cao. Vui lng ng vin nhn vin phng ban tham d cc bui
hc. Chng ti s cung cp ton b ti liu, gio trnh nhng hc vin phi t lm bi nh v
chun b bi trc khi ln lp.
2 vui lng gi cho ti danh sch nhng ngi tham d trc 12 gi tra 26-4. Cc c nhn
ng k trong tun u ca thng Nm s qua k kim tra xp lp.
3 S lng mi lp gii hn 12 hc vin.
2 Listen to a conversation on the same subject as the memo. Note down the differences between the two ways of
communicating the information.
2.1 B Transcript 11 minute 20 seconds|
Mr. W: Ah. Maria. I wanted to see you. um... did I tell you that we're starting up the English classes again'.'
Maria: Oh. are you? Greal. good. When ?
Mr. W: Er... in The training cenl.e. hopefully. We're getling Mr. Roberts in again from ELS. So could you tell
your people and lei me have a list of names by... um... lets say Wednesday'.'
Maria: Yes. yes... um... Last time There was a bit of misunderstanding about the books they needed... um...
Who was going to pay for them'.'
Mr. W: Oh, really? Well, no problem this time, we'll provide the books. But the Will have to do some
homework outside work, make sure they realize that. Um... or else there'll probably be some problems. Er...
there'll be two classes, by the way an intermediate class and advanced one. But there Will be a limit in each the
classes of... probably about twelve.
Maria: Oh. really, a limit of twelve? Ah. well, what if there are more people v inline to come'.' I mean, I can
think of at least eight jus' in my department alone. Um...how Will you decide who tan aliend?
Mr. W: Er... mm. good point. Er...l think we'll have to play that one by ear really. M-iria: OK. well how about

running another class...

C Work in pairs What are the relative advantages of talking to someone face-to-face and writing to them? Add more
points to this chart:
Communicating with someone face-to-face*
Advantages & pleasures You can see rntir reaction;
Disadvantages & difficulties you have to think and react quickly
Communicating with someone in writing Advantages & pleasures Disadvantages & difficulties
You can take your time
2 Join another pair Compare your notes. Then make a list of the relative merits of i ummnnicating in writing ... . .. in
tenia lly by memo or by e-mail . . externally by letter or by fax
2.2 Names and addresses
A Work in pairs Look at these envelopes. Discuss these questions:
How are the addresses laid out differently from the way an address is written in your country?
How do you feel if you receive a letter with your name spelt wrong?
What impression is given if the addressee's job title or address are incorrect on the envelope?
Ms Gillian Jones Personnel Manager James Brown & Sons 44-50 London Road Brighton BN5 9KL GREAT BRITAIN
Mr James Green Marketing Director Green Industries Inc. 999 Park Avenue Rockford IL 61125 USA
Bme Jeanne Thibault
Export Department
Rhone-Moteurs SA
130 rue du professeur Nicolas
69008 Lyon
PRANCE
Mr Masako Saito
Publicity Controller
United Products Ltd'.
13 Kanda Surugadai 2-chome
Chiyoda-ku
Tokyo 101
JAPAN
B > You'll hear four addresses being dictated to you. Write down each address as if you're writing it on an envelope.
(Later, you can check your answers in File 57.)
C Work in pairs One of you should look at File 2, the other at 33. Dictate the addresses there to one another. You
should S-P-E-L-L O-U-T any difficult words.
^ Dictate YOUR OWN home and/or business address to your partner too.
2.3 Layout and style
A Work in pairs This is the top part of a business letter. Decide when you would use these openings, instead of'Dear
Mr Green':
Dear Jim, Dear Sir, Dear Madam, Dear Sir or Madam,
UNIQUE PRODUCTS PLC
Sunrise Technology Park
West Harbour Drive
Dover CT16 8KL
Telephone 01306 824455 Fax 44 1306 821986
Mr James Green
Marketing Director

Green Industries Inc.

999 Park Avenue
Rockford
IL 61125
USA
Your Ref: GS/BC/44
Our Ref: DJ/GS/2 / U November 20_
Dear Mr Green,
Thank you for your fax of 8 November, suggesting a meeting in December. Tha most convenient dates from our point
of view are December 2nd or December 3rd.
What are the differences between the layout above and the layout that is commonly used in your country (or
in your company's 'house style')?
B Look at the endings of business letters below:
When would you use the different styles and phrases?
What do the abbreviations mean?
Which of the styles and phrases would you find in American correspondence?
If you begin your letter'Dear Jim'how do you end it? If you begin'Dear Sir' how do you end it?
Please let me know if this is
Best regards,
Please phone us to confirm the
convenient.
Export Sales Manager
details. I
Looking forward to hearing from you. enc. Catalog and price list
We look forward to receiving your
Best wishes, ,
comments.
Yours sincerely,
Yours faithfully,
Sincerely,
p.p. Ms Gillian Jones
Export Sales Manager
Publicity Co-ordinator
c.c Jane Sanchez
C 1 Highlight the ideas in this extract from a training manual that you think are most useful.
'GOLDEN RULES"

For writing lettters

(including faxes and
memos)
1. Give your letter a
heading if it will make it
easier for the reader to

vit th (bao gm fax

v memo)
1.

understand your
purpose in writing.
2 Decide what you are
going to say before you
start to write or dictate a
letter, because if you
don't do this the
sentences are likely to
go on and on and on
until you can think of a
good way to finish. In
other words you should
always plan a-head.
3 Use short
sentences.
4 Put each separate
idea in a separate
paragraph. Number
each of the paragraphs
if it will help the reader
to understand better.

5 Use short words that

everyone can
understand.
6 Think about your
reader. Your reader ...
... must be able to see
exactly what you mean:
your letters should be
CLEAR
... must be given all the
necessary information:
your letters should be
COMPLETE
... is probably a busy
person with no time to
waste:
your letters should be
CONCISE
... must be written in a

sincere, polite tone:

your letters should be
COURTEOUS
... should not be
distracted by mistakes
in grammar,
punctuation or spelling:
your letters should be
CORRECT

List of glossaries Date: 4 November

1)purpose 1)mc ch
A dull or confusing layout makes a letter difficult to read.
2 Work in groups Compare the points you've highlighted. Then discuss these questions:
Which of the ideas do you disagree with? Why?
Which of the 'rules' (if any) don't apply to faxes and memos?
Which of the 'rules' do apply to e-mails?
If you receive a business letter, what impression do you get from these features:
II letter ahich has been printed on a dot matrix printer
A letter in large print
A. letter printed in a decorative or unusual print
A letter printed on recycled paper
A letter with lots of very short paragraphs
A letter with very long paragraphs without any white space between them
8. A letter with numbered paragraphs
The design of the company's letterhead and the logo

2.4 Thinking about your reader

A 1 Work in pairs Look at the letters on these pages and then discuss these questions:
Which of the two letters would you prefer to have received? Why?
What kind of impression does each letter give the reader?
2 Highlight the features which you think are most effective and put a tick under any parts which you dislike. Refer
back to the 'Golden Rules' fc 2.3 C
SUNSHINE FLAVOURS LTD.
44 Emerald Drive, Shannon Technology Park,
Cork C06 9TS, Republic of Ireland.
Mme Susanne Dufrais,
Les Gourmets du Poitou S.A.,
33, rue Mirabeau,
44000 Poitiers, Prance
18 January 20_

Dear Madam,
Your request for our catalogue and price list
As requested, we enclose for your attention our price list and
catalogue. I should like to take this opportunity of drawing your
attention to the fact that all our products are manufactured from
completely natural ingredients and that we do not utilize any
artificial additives whatsoever.
There are 213 different items in the catalogue and our prices are
reasonable and our quality is good. This is the first time that we
have included Scratch'n'Sniff" samples of our ten most popular
aromas.
Should you require further information, please do not hesitate to
contact us. If the undersigned is unavailable, tho Sales Manager's
personal assistant will be delighted to assist you.
We look forward to receiving your esteemed order in due course.
Yours faithfully,
J.G. O'Reilly,
Sales Manager
Telex: 449801 Telephone: 021 23 45 9
cables: SUNSHINE, CORK

As requested, we enclose for your attention our price list

and catalogue. I should like to take this opportunity of
drawing your attention to the fact that all our products are
manufactured from completely natural ingredients and
that we do not utilize any artificial additives whatsoever.
There are 213 different items in the catalogue and our
prices are reasonable and our quality is good. This is the
first time that we have included Scratch'n'Sniff samples
of our ten most popular aromas.
Should you require further information, please do not
hesitate to contact us. If the undersigned is unavailable,
the Sales Manager's personal assistant will be delighted
to assist you.
We look forward to receiving your esteemed order in due
course.

Theo yu cu, chng ti km theo y biu gi

v catalo ca chng ti tin cho qu ng
tham kho. Ti mun nhn c hi ny xin qu
ng lu n s kin l ton b sn phm
ca chng ti c ch tc hon ton bng
nguyn liu t nhin cng nh hon ton dung
n cc ph liu nhn to.
Trong catalo c n 213 mt hng khc nhau
v gi c rt hp l cng vi cht lng bo
m. y l ln u chng ti kt hp thm
vo thng hiu Scratch'n'Sniff cc mu hng
vi 10 mi ph bin nht.
Nu qu ng/ B mun bit thm chi tit, xin
lin h vi chng ti. Trong trng hp khng
gp c ch danh ti tn nh k tn di
y, tr l gim c kinh doanh s vinh hnh
cung cp cho qu ng.
Chng ti mong sm nhn c n t hng
v s tn nhim ca qu ng/ B.
whatsoever US adverb (ALSO
whatever)
used after a negative phrase to add emphasis to the idea that is being expressed:

He has no respect for authority whatsoever.

I can honestly say that I have no interest whatsoever in the royal family.
There is no evidence whatever to show that this is in fact the case.
"Had you any idea what was happening at the time?" "None whatsoever."
We do not utilize any artificial additives whatsoever.
The Sales Manager didnt understand his personal assistant.
Vdict.com translated

Dear Madame Dufrais,

You asked us to send you our
price list and catalogue for the new
season. I am sure you will find
plenty to interest you in it. You will
notice that every single one of our
products is made from 100%
natural ingredients - we use no
artificial additives at all.
This year, for the very first time,
we have included Scratch'n'Snitf

Dear Madame Dufrais, yu cu chng ti

gi cho bn danh sch gi c v ca hng ca
chng ti cho ma gii mi. Ti chc chn bn
s tm thy nhiu bn quan tm trong . Bn
s thy rng mi ngi trong cc sn phm ca
chng ti c lm t 100% thnh phn t
nhin - chng ti khng s dng cht ph gia
nhn to tt c. Nm nay, ln u tin, chng
ti bao gm Scratch'n'Snitf mu ca
mi hng liu ca chng ti ph bin nht.
Ti ngh rng bn s ng rng phm vi ca
chng ti hn 209 hng v t nhin v hng
liu l v nh v l xut sc gi tr ng tin.
Nu bn cn thm thng tin, xin vui lng lin
lc vi ti. Nu bn ang gi in thoi, xin
vui lng yu cu ni chuyn vi ti c nhn
hoc tr l ca ti, b Hannah Rosser, v

samples of our ten most popular

aromas. I think you will agree that
our range of well over 209 natural
flavours and aromas is second to
none and is outstanding value for
money.
If you need more information, do
please get in touch with me. If you
are telephoning, please ask to
speak to me personally or to my
assistant, Ms Hannah Rosser, and
we will be very pleased to help
you.
I look forward to hearing from you.
Yours sincerely,

chng ti s rt hi lng gip bn. Ti mong

c nghe t bn. Trn trng,

SUNSHINE FLAVORS
44 Emerald Drive
Shannon Technology
Park Cork C06 9TS
Republic of Ireland
http://www.sunshine.co.ir
Mme Susanne Dufrais
Les Gourmets du Poitou S.A
33 rue Mirabeau
44000 Poitiers
France
18 January 20_
Dear Madame Dufrais,
You asked us to send you our price list and catalogue for the new season. I am sure you will find plenty to interest
you in it. You will notice that every single one of our products is made from 100% natural ingredients - we use no
artificial additives at all.
This year, for the very first time, we have included Scratch'n'Snitf samples of our ten most popular aromas. I think
you will agree that our range of well over 209 natural flavours and aromas is second to none and is outstanding value
for money.
If you need more information, do please get in touch with me. If you are telephoning, please ask to speak to me
personally or to my assistant, Ms Hannah Rosser, and we will be very pleased to help you.
I look forward to hearing from you.
Yours sincerely,

James O'Reilly
Sales Manager
Enclosed: catalogue, price lists, order form
Telephone: 021 23 45 9 Fax: +353 21 23 44 7 e-mail: sales@sunshine.co.ir
B We asked eight business people this question:
What do you do before you write a difficult letter or a report? Listen to what they said. Which of them do you agree
with?
Work in groups Find out what methods your partners use when planning to write an important letter in their own
language.
2.4 B Transcript (1 minute |
'Well. I use the back of an envelope or a beer mat.' 'Um... well. I usually sit back lor a lew moments and., um... think
about what I'm going to do. And... well, then I just start writing.'
'I write on a word processor and I don't make notes before starting.'
I write an outline of the letter and then do a final draft.' 'Er... I make notes on a large sheet of scrap paper
Well. I just dictate it to my secretary and, well, lei her sort out the detaits.'
I do it all on my computer Er... it's easy, I start by pulling down the main headings, and then. well, start writing. I edit
the document as I go along ' I sit for a few moments and then think about the person I'm Writing to. Then I make
notes before I actually start writing.'_
C Because writing a letter in English is much harder than writing one in your own language, careful planning is
essential. Imagine, for example, you have to write a letter introducing your company to a prospective customer ...
Highlight what you think are the most important points in this text and then compare your ideas with a partner.

Planning a Letter: 7 Steps_

1. Write down your AIM: what is the purpose of this letter?
2. ASSEMBLE all the relevant information and documents: copies of previous
correspondence, reports, figures, etc.
3 ARRANGE the points in order of importance. Decide which points are irrelevant and
can be left out. Make rough notes.
4 Write an OUTLINE in note form. Check it through considering these questions:
Have you left any important points out?
Can the order of presentation be made clearer?
Have you included anything that is not relevant?
5 Write a FIRST DRAFT, leaving plenty of space for changes and revisions.
6 REVISE your first draft by considering these questions:
INFORMATION: Does it cover all the essential points?
Is the information RELEVANT, CORRECT and COMPLETE?
ENGLISH: Are the grammar, spelling and punctuation correct?
STYLE: Does it look attractive?
Does it sound natural and sincere?
Is it CLEAR, CONCISE and COURTEOUS?
Will it give the reader the right impression? Is it the kind of letter you would like to

receive yourself?
7 Write, type or dictate your FINAL VERSION.
Planning a Letter: 7 Steps_
1. Write down your AIM: what is the
purpose of this letter?
2. ASSEMBLE all the relevant information
and documents: copies of previous
correspondence, reports, figures, etc.
3 ARRANGE the points in order of
importance. Decide which points are
irrelevant and can be left out. Make rough
notes.
4 Write an OUTLINE in note form. Check
it through considering these questions:
Have you left any important points out?
Can the order of presentation be made
clearer?
Have you included anything that is not
relevant?
5 Write a FIRST DRAFT, leaving plenty of
space for changes and revisions.
6 REVISE your first draft by considering
these questions:
INFORMATION: Does it cover all the
essential points?
Is the information RELEVANT, CORRECT and
COMPLETE?
ENGLISH: Are the grammar, spelling and
punctuation correct?
STYLE: Does it look attractive?
Does it sound natural and sincere?
Is it CLEAR, CONCISE and
COURTEOUS?
Will it give the reader the right
impression? Is it the kind of letter you
would like to receive yourself?

7 Write, type or dictate your FINAL

VERSION.
D Work in pairs Here are three extracts from letters that break some rules.
1 Decide what is wrong with each one and underline any mistakes or faults.
2 Rewrite each extract in your own words.

I noticed your advertisment in

the Daily Planet amd I would
be gratefull if you could sned
me further infomration about
your products My company is
considering subcontracting
some of its office services
and I beleive that you may be
able ot supply us with a
sutiable service, Looking
forware to hearing form you.
Yours faithfully.
Thank you very much for your
letter of 15 January, which we
received today. In answer to
your enquiry we have
pleasure in enclosing an
information pack, giving full
details of our services. If you
would like any further
information, do please

contact me by phone or in
writing and I will be pleased
to help. I hope that our
services will be of interest to
you and I look forward to
hearing from you.
Yours sincerely,
There are a number of
queries that I would like to
raise about your products
and I would be grateful if
you could ask a
representative to get in touch
with me with a view to
discussing these queries and
hopefully placing an order if
the queries are j satisfactorily
answered.
2.5 Sending messages

A Work in pairs Look at this rather confusing memo. What makes it difficult to
follow?
MEMORANDUM
All members of staff, Northern Branch KLJ
2 December 20_

As you know, one of the reasons for the introduction of laptops in

Northern Branch was to provide us with feedback before we decide

whether to provide laptops for staff in other departments. The Board

has asked me to submit a report on your experiences by the end of
this week. I talked to some of you informally about this last month.
During my brief visit I noticed a group of people in the canteen
playing some kind of computer game and I heard from a senior
manager that he only used his for writing letters - a job for a
secretary, surely? So that I can compile a full report, I would like
everyone to let me know what they personally use their laptop for,
what software they use and how long per day they spend actually
using it. It would also be useful to find out how their laptop has not
come up to expectations, and any unexpected uses they have
found for their laptop, so that others can benefit from your
experience.
Nh qu ng/ B bit, mt trong nhng l do

As you know, one of the reasons

for the introduction of laptops in
Northern Branch was to provide
us with feedback before we
decide whether to provide
laptops for staff in other
departments. The Board has
asked me to submit a report on
your experiences by the end of
this week. I talked to some of
you informally about this last
month. During my brief visit I
noticed a group of people in the
canteen playing some kind of

computer game and I heard from

a senior manager that he only
used his for writing letters - a job
for a secretary, surely? So that I
can compile a full report, I would
like everyone to let me know
what they personally use their
laptop for, what software they
use and how long per day they
spend actually using it. It would
also be useful to find out how
their laptop has not come up to
expectations, and any
unexpected uses they have
found for their laptop, so that
others can benefit from your
experience.
1 Decide how it can be improved.
2 Redraft it together in your own words.
3 Compare your version with the one in File 63 and with another pair's version.
"Got your e-mail, thanks."
B Work in pairs or small groups Imagine that you don't want to send Messages 1 to 5 as e-mails.
1 Decide what is the best way for each message to be transmitted:
as a letter
as a fax
in a phone call
in a face-to-face meeting
2 Plan and then draft the LETTERS and/or FAXES.
3 Another pair receives each letter and fax. They evaluate them according to the 'Golden Rules' in 2.3 C
4 Work with another pair Role-play the PHONE CALLS and/or face-to-face MEETINGS.
Message 1 (WP)
From: Export sales manager in France
To: Firm in Canada making enquiry
We can't help you with your enquiry. We suggest you contact Ftoss & Go, our agents in Vancouver. I

Message 2 (WP)
From: Marketing manager
To: Large customer in a European county
We are moving to our new offices on December 20th. The new office opens or December 27th. Our new address and
telephone number is:
Message 3 (WP)
From: Service manager
To: Company in UK with large service contact
You will have read news reports of our merger with AVCO SA Our service depto will operate independently for at
least 12 months. Service calls should be made to AVCO, but our own engineers will continue to service your
equipment too
Message 4 (WP)
From: ManganiSA
To: Sales Dept. Rheinau Industie AG.
We have received your new catalogue and price list and are puzzled by the price changes to product Code No. F
55609. Can you explain why the price is ten times the previous year's price? Is this a printing error? Look forward to
hearing.
Message 5 (WP)
From: Francis Martin, CIQ Paris
To: Mills and Green, Milton Keynes, UK
It doesn't took as if we shall be able to sign that contact for the new order just yet Our purchasing manager is
uncertain whether our long-standing co-operation with Texmills can be jeopardized after so many years. It seems he
was n't aware of the dealing going on between the MD and Texmills at the time he was negotiating with Fred in
Chicago.
*** REMEMBER: Whatever you're writing, always try to think about your reader's reaction.
Unit 3: On the phone
3.1 I'd like to speak to...
A Work in pairs Look at the photos and discuss these questions:
3.1 I'd like to speak to .
B Making a phone call to another company isn't always easy - especially if you don't know the person on the other
end of the line very well...
1 2s You'll hear Sylvia Perez trying to arrange an appointment with Dr Henderson, Head of Research at Richmond
and Co. Ltd. As you listen, make a list of the things that went wrong:
A misunderstandings X mistakes that the speakers made A 'bad telephone style or behaviour'
3.1 B 3 Transcript |3 minutes 30 seconds | First attempt
Telephonist: Unintelligible and Company. Can I help you? Cng ty Unintelligible & Company ti nghe. Qu ng/
Caller: Er... can I speak to Dr Henderson, please?
B cn g khng?
Telephonist: Mr. Anderson. Just one moment. I'll put you Xin vui lng cho ni chuyn vi Dr Henderson.
through.
Vng, ng Anderson. Xin ch mt cht. Ti s
Anderson: Yes, Anderson, accounts.
ni dy cho ng.
Caller: Oh. er... hello. ... is that Dr Bill Henderson?
Vng, Anderson phng k ton y.
Anderson: What? No... no. this is Peter Anderson. You've A l. C phi Dr Bill Henderson khng?
got the wrong extension. You probably want Dr
Sao? Khng ti l Peter Anderson. ng gi nhm s
Henderson in R & D. that's... um... er... 657. All right.
b. Chc c l ng mun gp Dr Henderson,
657.
phng R&D. ..s ni b l 657. ng ri S 657.
Caller: Oh. um... well. e... can you connect me back
Xin ng vui lng ni li ng dy tng i

through the switchboard, please'.'

Anderson : Huh ! Well. I'll try... (the line goes dead)
Caller: Hello?
Second attempt
Telephonist: Unintelligible and Company. Can I help
you'.'
Caller: Yes. I'd like to speak to Dr Bill Henderson, please.
Telephonist: Dr Henderson, putting you through.
Voice: 657.
Caller: Hello.
Voice: Oh. hello.
Caller: Um... is... is that Dr Henderson?
Voice: Er... no.
Caller: Oh. er... I'm trying to get hold of Dr Bill
Henderson.
Voice: Oh. you want Bill. I'll just see if I can find him.
Um... ju... just a moment.
Caller: Thank you.
Henderson: Henderson.
Caller: Oh. good. Um... good afternoon. This is Sylvia
Perez. Er... I'm calling you from France.
Henderson: Sylvia who?
Caller: Perez.: P-E-R-E-Z. Um... we met last month in...
in Berlin at the trade fair. You expressed an interest in
our laboratory measuring equipment. Henderson: Oh.
yes'.'
Caller: Well, the thing is I'm... I'm going to be in your area
next month and I thought I might like to... um... call in
and see you. I'd like to discuss the applications you
might have for our equipment.
Henderson: Ah. I see. What's This about again?
Caller: Your enquiry about our laborafory measuring
equipment. Didn't you get the literature that I sent you?
Henderson: Yes. yes. Um... that was very interesting.
Um...
Caller: Well, the thing is: is it OK if I come and see you
during my visit next month'.'
Henderson: I see. Yeah, all Right.
Caller: Now what about the morning of Tuesday 10th
April, is that OK? Say at about... cr.... 11?
Henderson: I'll just see if I can find my diary... Umm. yes.
here we are. Er... April 11th at 10 o'clock you said.
Caller: That's Right. Now, um... is that OK? Is that
convenient for you?
Henderson: The next day might be better. Just after
lunch for preference.
Caller: Right. so that's ... cr ... The Wednesday. In fact,
that'll suit me fine, that's great. Now. shall we say... um ...
2.15?
Henderson: Er... certainly, yes. 2.50. that's... that's fine.
Caller: Oh. and by the way. I'll be bringing our agent Don

gip ti.
Ti s c gng (ng dy b ngt)
Al
Gi li ln 2
Cng ty Unintelligible & Company ti nghe. Qu ng/
B cn g khng?
Xin vui lng cho ni chuyn vi Dr Henderson.
Vng Dr Henderson, ti ang ni dy cho ng.
657
A l..
Al.
c phi l Dr Henderson khng?
Khng phi.
Ti mun gi Dr Bill Henderson.
ng mun gp Bill. ti xem Bill c u y
khngch cho mt cht.
Cm n.
Henderson ti nghe.
ng ri. Xin cho. Ti l Sylvia Perez. Ti
Php gi cho ng.
... Sylvia, xin cho bit ch l ai?
Perez P-E-R-E-Z. Thng ri chng ta c gp
hi ch Berlin. ng c cho bit ng quan tm
n thit b o t phng th nghim ca
chng ti.
Vng, ng vy.
S vic l ti s n khu vc ca cng ty
ng tun ti v ti ngh rng ti c th n xin
c gp ng. Ti mun tho lun bit
ng s dng thit b ca chng ti ra sao.
Ti hiu. Li c c chuyn na sao?
ng c thc mc g v thit b o t ca
chng ti th c hi. ng cha c catal m
ti gi cho ng sao?
C ch. Rt hay.
Vy th nu ti n gp ng ti cng ty ca
ng vo thng ti c c khng?
ti xem. Cng c.
Sng th Ba 10-4 c c khng? Cng c
th l ngy 11?
ti li nht k cng ty. C n y ri.
ngy 11-4 lc 10 gi nh Ch ngh.
Tt qu. Nh vy l c? ng thy c
tin cho ng khng?
Ngy hm sau na th tin hn. Sau gi n
tra th tt bit my.
c. Th th th T. Nh th cng tin
cho ti, tuyt lm. Chng ta nht tr l 2.15.
c, 2:50 , rt tt.
Ti s em theo Don Reece i l ca chng
ti nu ng ng .

Reece with me i... if that's OK with you.

Henderson: Oh, certainly, Er... what was your name
again?
Caller: Sylvia Perez: P-E-R-E-Z.
Henderson: Fine. I'll see You in April Then. You know
how to get to our lab. don't you.' Goodbye Then Miss
Perez.
Caller: Goodbye Dr Henderson - and... er... actually it's
Mrs. Oh. and I'll um... I'll write to confirm the
arrangement just to make quite sure we've got
everything... absolutely Right.

c. xin nhc li tn ch?

Sylvia Perez: P-E-R-E-Z.
c. ti s gp ch vo thng t. Ch bit
ng n phng th nghim ca ti ri ch.
Xin cho C Perez.
Cho tm bit Dr Henderson v thc ra xin
ng gi ti l B. Ti s vit th xin ng
xc nhn cuc hn cho chc n...

2 Work in pairs Compare your notes with a partner and discuss these questions:
How did each of the misunderstandings happen? The names Anderson and Henderson seemed to sound similar, so
the operator made a mistake.
What should each of the people have done or said to avoid the problems and mistakes?
One person must repeat the others words for sure and wrote a letter for confirmation.
3 Work in groups Compare your answers to the questions in 2 with another pair's answers. Decide how yon could
avoid making the same mistakes as the speakers in the phone call.
C Now imagine that you're the one who's trying to get in touch with Dr Henderson.
(His phone number is 0044 1234 32453.)
Decide what you would say in each situation ... Dr Henderson is quite a hard man to find!
3.1 C Transcript [2 minutes 20 seconds] I. ring ring 32543.
2. ring ring (unintelligible) and Co. Good morning.
3. ring ring... (sitence) 4 ring ring Hello.
5. ring ring 33543.
6. ring ring Sales department.
7. ring ring Lines from Birmingham are engaged, please try later.
X. ring ring Richmond & Company, good aflerncxm
9. ring ring Dr Henderson's office.
10.OUR phone rings Hello. This is Bitl Henderson. You
wanted me to get in touch...
D Work in pairs Listen to the recording and look at these phrases that are used when you're on the phone. Highlight
the ones you find most useful.
3.1 D Transcript 11 minute 40 seeonds|)
First man: Hello. I'd like to speak to Mr. Watson.
Woman: Oh. I'm afraid he's stitl al lunch. Is there anylhing I can do for you help?
First man: No. no. it's all right. I'll call again later today. Thanks very much for your help.
Ms Johnson: Oh. hello. This is Alison Johnson. I'm calling from Cardiff.
Second man: Hello. Miss Johnson.
Ms Johnson: Is Mr. Watson available, please?
Second man: Hold on a moment, please. I'll just find out if he's avaitable... Hello. I'm afraid he's in a mccling. Is there
anylhing I can do for you?
Ms Johnson: Er. no. Could you ask him to call me back, please? My number is... Second woman Hello. I'd like to
speak to Mr. Walson.
Third man: I'm afraid, he's nof avaitable just now. Is There anylhing I can do lor you?
Second woman: Could you give him a message, please'1
Third man: Yes. certainly...

Ms Richardson: Hello. I'd like to speak to Mr. Walson. Telephonist: Er... I'll pui you through to Mr. Thompson, his
assistant. Ms Richardson: Thanks.
Mr. Thompson: Hello, Mr. Watson's office. James Thompson speaking.
Mr. Richardson: Is Mr. Walson avaitable please? My name's Anne Richardson.
Mr. Thompson: I'm afraid he's nof in the office al the moment,
Ms Richardson: Oh. what time do you expect him back 1
Mr. Thompson: Nof untit after lunch.
Ms Richardson: Oh dear. I need to speak to him ralhei
urgently.
Mr. Thompson: Right, I'll ask him to call you back as soon as he's free. Ms Richardson .
First man again: Hello. I'd like to speak to Mr. Walson. Mr. Walson: Speaking.
First man: Oh. hello. Mr. Walson. This is Anthony Buck from...
Hello, I'd like to speak to Mr... Hello, this is Miss ... calling from ... Is Ms ... available, please? My name's .
Speaking.
I'm afraid he's in a meeting I not in the office I still at lunch / not available just now. Is there anything I can do for you?
Hold on a moment, please.
I'll just find out if she's back yet I in the other office I
available. I'll put you through to Miss ... I'll ask her to call you back as soon as she's free. What's your extension
number I fax number?
Could you ask her to call me back, please? My number is ... Could you give him a message, please? What time do
you expect her back? I'll call again later today. Thanks very much for your help.
26
Unit 3 On the phone
E Work in pairs Follow this flowchart to practise making a phone call, using some of the expressions in D. Do this
twice, so that you each have a turn playing both roles.
To simulate the situation of
a telephone conversation, you and your partner must sit back-to-back like this:
so that you can't see each other's faces.
Ask, to speak, to Mr Anderson,.
B

Ask when hell be free,.

Say youll wait.

He's in a meeting

You dont know. Offer to find out.

He wont be free till after 6 p.m.

You want him to call you first thing tomorrow Find ou callers name and number.
Give,your (real) name and number.
Note down the information and say youll leave the message onhis
desk.
Say thanks and goodbye.
F Work in small groups Find out what your partners think about these questions:
What is difficult about making a first-time call to a stranger?
What can you do to make such calls easier?
What can you do to establish a relationship with a stranger more quickly?
How can you make sure that the other person knows who you are and what you want?
If you have proposed an appointment or a meeting, how can you be sure that the other person has fully understood
your intention?
"I'm not available right now, Willis, but if you leave a message, I'll get back to you as soon as I can." /

3.2 Getting people to do things

A Work in pairs Look at the pictures and discuss these questions:
What's happening in each picture?
What exactly are the people going to say to each other?
Why is it important to sound and look polite when asking people to do something for you?
B Work in pairs Listen to the recording and follow the instructions below. After each step compare notes with your
partner.
1 You'll hear two colleagues on the phone. Put a 0 or B to show if TERRY agrees or refuses to do these things for
Jane.
send a copy of the report
arrange accommodation
call Sandy in New York
translate a document into English
check her punctuation and spelling
3.2 B2 Transcript 11 minute 20 seconds 1
Requesting
Terry: Hello.
Jane: Hello. Terry. Are you very busy just now'.' Terry: Nof really, no.
Jane: Do you think you could help me with a couple of things'.'
Terry: Oit, sure.
Jane: Well, first of all: you know the German report?
Terry: Yes.
Jane: Well, could you send a copy of it off to Frankfurt for me?
Terry: OK. do you want me to lax it, or send it by mait?
Jane: Oh. fax. I think. Now. lets see. oh Then would vou mind arranging accommodation for Mr. Berglund. he needs
u for Firday nighl.
Terry: Friday night, sure E.r... Hoiel Coniinenlal. as usual?
Jane: Mm. dial's right. Oh. then could you get in touch with Sandy in New York after lunch and ask her to call me
tomorrow?
Terry: Ah... I'll be over al the facfory this afternoon, er... I won't he able to do that.
Jane: Oh. well, never mind. Another thing I'd like vou to do is translate the technical documents into English Terry:
Er... Jane. I'm sorry bin I can't. I've got this report
10 finish by II o'clock and it's just nof possible...
Jane: Oh. well. look, al least could you just cheek my spelling and punctuation in the sales literature if I bring
11 over to you'.'
Terry: But my spelling is terrible. I'll ask Annette to do it.
Jane: All right..._
2 Listen to the conversation again and highlight the phrases they use:
Requesting
I'd like you to ..., please. Could you ask ... to ... for me? Could you ..., please? Do you think you could ...? Would you
mind ...-ing ...?
Sure. Certainly.
I won't be able to ..., because ... I'm sorry but...
I'm afraid that's not possible, because .
3 You'll hear two more colleagues on the phone. Put a 0 or 0 to show if SALLY accepts or rejects each of Bill's offers
to help.
check today's correspondence
call a taxi for the airport

check her hotel booking

deal with the weekly report
call Amsterdam
4 Listen to the conversation again and highlight the phrases they use:
3.2 B 4 Transcript 11 minute 20 seconds| Offering to help
Bitl: Morning. Sally, Will you be in This afternoon?
Sally: Oh, hello. Bitl. No, I've got to calch the three
o'clock plane instead of the evening one.
Bitl: Oh, goodness. Um... well, would vou like a hand
with some things you've got to do?
Sally: Oh. that would be great, if you're sure its no
trouble.
Bitl: No. no trouble al all. Urn...would vou like me to check today's correspondence?
Sally: Oh. yes. Yes. dial's very kind of vou. Look if you do that. can you sign the letters for me as well, please?
Bitl: Yeah, of course, no problem. And Then shall I call you a laxi to the airport? Sally: Yes. Yes, please. Now. let me
think. I'll need to leave slraighl after lunch so... um ... oh well, no. heller make it 1.30. that'd be safe. Bitl: OK, 1.30.
And... um... would you like me to do anylhing about your hotel booking?
Sally: Oh. heavens, yes, I'm glad you reminded me. I'm sure it's all Right But would you mind phoning them just to
confirm the booking?
Bitl: Of course, of course, no problem. Um... and shall I deal with The weekly report?
Sally: No. thanks. I think I can nianaec to finish lhat now. It's nearly ready. Bitl: Sure-Sally: Mm.
Bitl: Um... Oh. I know, would you like me to call Amsterdam for you?
Sally: Oh. oh. that's very kind of vou. Er.no. Lei me think, n... no. I ihink I'd prefer to do that myself because there are
same people I've really got to lalk to. Bitl: Oh, OK. I understand. Well, um if vou need any more help, iusi lei me
know. OK?
Sally: Oh. lerrit'ic. Thanks. I Will..._
Offering to help
Can I give you a hand? Would you like a hand with ...? Shall I...?
Would you like me to ...?
If you need any help, just let me know.
Yes, please. Thanks a lot. No, thanks, I think I can manage. That's very kind of you, but... I think I'd prefer to do that
myself because...
5 You'll hear two people talking in an office. Put a 0 or H to show if the HOST gives his permission to the visitor to do
these things:
open the window
take off his jacket
smoke
use the phone to book a table for lunch
call his office
send a fax to Canada
6 Listen to the conversation again and highlight the phrases they use:
Asking permission
May I...?
Ooyou mind if I...? Could I...? Is it all right if I...? Do you think I could ...?
Sure, go ahead. By all means.
No, I'm afraid you can't, because . I'm sorry but...

 REMEMBER that sounding polite and helpful doesn't just depend on the words you use, but also on the way you say
them and (if you're talking to someone face-to-face) your body language.
3.2 B6 Transcript 11 minute 20 seconds | Asking permission
Visitor: Um... do you mind if I open the window? It's kind of stuffy in here.
Host: Well, er... I'm afraid we can't open the window because if we do open the window the air conditioning doesn't
work !
Visitor: Oh. that's Right. no. it's always that way. Er... OK if I take off my jacket Then?
Host: Oh. sure, yeah. Make yourself at home.
Visitor: Oh. Right. That's heller. Oh. um... do you mind if I smoke? I notice nobody's smoking around here.
Host: Well. I'm sorry, hul This is a non-smoking /one. We look a vofe and Then we came...
Visitor: Oh. I know. I've... that's OK. I'm trying to quit anyway; I figured it was something like that. Right. OK.
Um... oh. by the way. may I use your phone to book a table... er... for lunch'.'
Host: Yeah. sure. Do you know somewhere good 1
Visitor: Oh. oh yeah, absofutely.
Host: Great. Thanks.
Visitor: No. I'll do that as soon as we've finished This Um... and... er... also... er... before we go. is it all rJL'hl if I call
my office, lo see if there are any messages for me'.'
Host: Sure. Go ahead.
Visitor: OK. good. I'll do that as soon as... just a few more lines here. Urn... OK. do you_lhink I could get a photocopy
of This leaflet done.'
Host: Er... oh. of course, yes. Well. I'll get Tim to do n for you. Tim
Visitor: Great. And also can I send a fax of these proposals to our branch in Canada? Host: Er... I'm sorry, hul the fax
machine is broken down. We're waiting for somebody to fix it.
Visitor: Oh. that's OK. There's... there's one next door, isn't there
Host: Ah... I don't know I think so. Visitor: 'Yeah. I saw one.
Host: OK.
Visitor: OK. fine.
Host: Right.
C Work in pairs Imagine that one of you works for Europrint, a firm of package designers and printers, and the other
for their customer, Utopia Products, a firm marketing consumer goods. You're going to role-play four short telephone
conversations involving requests, offers and asking permission.
One of you should look at File 3, the other at 34.
To simulate the situation of a telephone conversation, you and your /r partner must sit back-to-back so that you can't
see each other's faces.
Before you begin, look at these examples and listen to the recording:
MESSAGE: Request confirmation of receipt of samples, sent airmail on 6 February.
REPLY: The first set hasn't arrived. Request further set of samples ty courier.
3.2 C Transcript |5() seconds]
Woman: Hello. Utopia Products. Jenny Butler speaking. How can 1 help you'.'
Man: Good morning. Er ... this is Tony Green of Europrint speaking. Could you confirm that you've received our
samples','
Woman: Ah yes. the samples. No. I'm afraid they, haven't arrived yet. .
Man: Well. er... we sent them to you by airmait on February 6lh.
Woman: Well, we haven't received them so maybe they've got lost in the post. Would you mind sending us LI second
set by courier'.' You see we do need them rather urgently ...
Man: Yes. all right. I'll see to it right away ...
3.3 A Transcript |50 seconds)
Hen Braun: Hello, this is Hans Braun that's B-R-A-U-N. I'm supposed to be meeting Mrs. Robinson on Tuesday
afternoon at 4 pm. The problem is that 1 won'l be able to make it. But I can meet her on Wednesday al 9.30. if that's
all right. Could you call me hack to confirm if this is all right, please'.' My number is 65131473 Thanks, bye._

D Work in pairs Imagine that one of you is a foreign visitor to your country:
Find out / explain how to make a call from a public telephone.
Find out / explain what special telephone facilities and useful numbers a foreign visitor should know about.
3.3 Can I take a message?
A Work in pairs You'll hear a phone call. What improvements can you suggest to the way this message has been
noted down?
Discuss these questions:
What are the important points to consider when you have to take a message?
If you answer the phone and have to take a message, what information do you note down, apart from the message
itself?
What do you do if an answering machine unexpectedly answers?
3.3 A Transcript |50 seconds)
Hen Braun:
Hello, this is Hans Braun - that's B-R-A-U-N. I'm supposed to be meeting Mrs. Robinson on Tuesday afternoon at 4
pm. The problem is that I won't be able to make it. But I can meet her on Wednesday at 9.30. if that's all right. Could
you call me back to confirm if this is all right, please'.' My number is 65131473. Thanks, bye._
B Work in pairs You'll hear three phone calls.
1 Listen to the calls and note down each message.
2 Compare the way you have written down the messages with the way your partner has.
To: M. Pivrier Date: 4 Sept
To:
Date: September 4
To:
Date: 4th Sept
Message: Mr Peter Schulz. Called
Message: .
Message: .
from Vienna. Please call him before
.
.
4 p.m.
.
.
.
.

3.3 Extra activity Transcript |4 minutes]

1. Telephonist: REMACO. bonjour.
Mr Schulz: Hello, er... it's Peter Schulz here. Um... could I speak
to Monsieur Fevrier please ?
Telephonist: Oh. just a moment. I'll see if he's in. Ill put you
through.
Secretary: Hello. Monsieur. Fevrier's office.
Mr Schulz: Could I speak to Monsieur Fevrier. please'.'
Secretary: Oh. I'm very sorry, he's... er... out at lunch. Can I help
you at all'.'
Mr Schulz:Ah. Um ... could you ask him to please'.'
Er...preferably before 4 pm_... or .. um,.., any time tomorrow,
Er... it's to do with the arrangements for the July-... ... for the
congress in July.
Secretary: Yes. who's calling, please '
Mr Schulz: This is Mr Schulz - Peter Sehulz.
Secretary: Peter Schulz. And can I take your number, please '
Mr Schulz: Yes. er... it's 01 456 9924.
Secretary: So that's 101 456 9924.
Mr Schulz: Yes.
Secretary: Peter Schulz.. OK. Wr Schulz. I'll get Monsieur

... Cng ty REMACO xin knh cho qu khch.

Al Ti l Peter Schulz. Cho ti ni chuyn
vi ng Fevrier?
Xin ch mt cht. ti xem ng y c y
khng. Ti s ni dy cho ng.
... Al. Vn phng ng Fevrier nghe.
... Vui lng cho gp ng Fevrier.
... Xin li. ng y ra ngoi n tra. ng cn g
khng ?
... Xin c bo cho ng y ... trc 4 gi chiu
nay th hay bit my, cn nu khng ngy mai lc
no cng c, ln k hoch cho thng 7 .. t
chc i hi trong thng 7.
... Vng. Xin cho bit ai gi n?
...Ti l Mr Schulz - Peter Sehulz.
... Vng, Peter Sehulz. V xin ng cho bit s
in thoi.
... Vng 01 456 9924.
... S ng l 101 456 9924.
... ng.

Fevrier to call you as soon as he comes back to the office.

Mr Schulz.: Thank you very much. Goodbye.
Secretary: Goodbye.
2. Telephonist: Green and Harding, good morning.
Paola: Oh. good morning. This is Paola Andrcolli calling from
Rome. I'd like to speak to Mr Guy Dobson, please.
Telephonist: Oh. certainly, ma'am. I'll conned you immediately.
Bob: Hello.
Paola: Oh. is that Guy Dobson?
Bob: Er.no. it.is that Paola'.'
Paola: Yes.
Bob: Oh. hi! This is Bob Swenson.
Paola: Oh. hi. Um... is Guy around?
Bob: Er ... just a minute. I'll check... Urn... no. he doesn't seem
to be. He should be back ... ei... any minute. Er... can I help
you'.'
Paola: Um... yeah. Look, can I leave a message with you'.'
Bob: Yes. sure.
Paola: Its urgent. There's been a mix-up about The labelling of
or product number 15437 B that's the one for the Italian
market.
Bob: Uhuh. I've got that.
Paola: And I'd like him to get in touch so that it can be cleared
up.
Bob: OK.
Paola: Um... he can reach me at this number till tomorrow
evening OK?
Boh: Mmm.
Paola: Its 002 55X 9X47.
Bob: OK. He can reach you at this number nit tomorrow
evening: 002 558 9847.
Paola: That's right, great. Thanks Bob. Bob: OK. bye-bye.
3. Telephonist: Hello. Santos Trading.
Mr Wong:. Oh. hello, this is Mr Wong here, calling from
SingaporeTelephonist: Yes. Mr Wong, who do you want to speak to?
Mr Wong: Um... I'd like to speak to Mrs Cox, please.
Telephonist: Fine, putting you through.
Woman : Hello, can I help you'.'
Mr Wong: Oh. hello. This is Mr Wong calling from Singapore.
Er... may I speak to Mrs Cox. please.
Woman: Oh. I'm afraid Mrs Cox is away. She has the flu and
she may not be back in The office till Monday. I expect her
assistant Mr Box can help. I'll just see if he's in his office. Hold
on a moment, please... Hello. Mi Wong
Mr Wong: Yes.
Woman: I'm very sorry, he's out just now. can I take a message
for him?
Mr Wong: Oh. yes. please. Will you tell him I wont be arriving in
Melbourne until quite late this Saturday at 11 am local time. And
Will Mrs Cox still be able to meet me.'

... ng l Peter Schulz. Ti s nhn li cho ng

Fevrier gi li cho ng ngay khi ng tr v.
...Cm n nhiu. Xin cho.
2... Green and Harding xin cho qu khch.
... Xin cho. Ti l Paola Andrcolli t Rome gi
n. Xin cho gp Mr Guy Dobson.
... Vng, tha b. Ti s ni my cho b ngay.
... Al.
...ng c phi l Guy Dobson.
... Khng. Ch c phi l Paola.
...Yes.
..Xin cho. ti l Bob Swenson.
... Guy c cng ty khng?
... Xin ch mt cht. Ti s kim tra.. khng.
Hnh nh ng y khng c y. Nhng chc
chn ng s quay li... ch c cn chi khng?
... Ti c th gi li li nhn c khng?
... c ch.
... C vic rt khn cp. C ln xn v nhn hay
sn phm s 15437 B , sn phm lu hnh trn
th trng .
... Ti bit ri.
.. V ti mun ng y lin lc vi ti lm r.
... c.
... ng y c th lin lc vi ti qua s ny cho
n ti mai: 002 558 9847.
... OK, cm n.
...Cho tm bit.
(3) ... A l. Cng ty Santos Trading ti nghe. A l.
Ti l Mr Wong gi t Singapore.
..Tha ng Wong. ng cn gp ai?
.. Ti mun ni vi B Cox.
... Vng ti s ni dy cho B.
... A l ng cn g?
... A l. Ti l Mr Wong calling gi t Singapore.
Ti c th tip chuyn vi B Cox.
... Xin li B Cox hm nay ngh. B y b cm v
ngh cho n th Hai. Ti hy vng tr l ca B,
Mr Box, c th gip ng. ti xem ng y c
trong phng khng. Xin gi my. A l. ng Mi
Wong khng?
... Vng ti nghe.
... Ti xin li, ng y va mi ra ngoi. ng c
g cn nhn li khng?
... Vng, xin nhn li vi ng y th By ny ti
n Melbourne rt tr, lc 11 gi sng a
phng. V B Cox s c th gp ti khng?
... Vng.
... V cng xin thng bo cho khch sn Royal ti
s n tr.
.. Vng.

Woman: Right.
Mr Wong: And also inform The Royal Hotel that I'll be arriving
very very late.
Woman: Sure.
Mr Wong: Oh. wonderful, thanks. Could you please...er... telex
or phone me to confirm that this is possible'.'
Woman: Right. I... I'll take The message. I'll give it to Mr Box
and I'm sure he'll be in touch with you. Thank you very much. Mr
Wong.
Mr Wong: Thank you.

... Tuyt qu, xin cm n. Xin vui lng gi telex

hay gi in cho ti bit xong hay khng.
... Vng.. ti s chuyn li nhn cho ng Box v
tin chc ng y s lin h vi ng sau. Cm
n nhiu, tha ng Wong.
... Cm n.

2 It isn't always easy to understand people over the phone. You'll hear some orders being placed but each caller is
talking quickly or unclearly. Listen carefully and work out what the callers are saying. Tick 0 the information that is
given.
300 kilos of white mice
300 kilos of white rice
V
18 cents per kilo
V
80 cents per kilo
2 boxes striped pyjamas
2 boxes ripe bananas
115 per box
150 per box
The total price is 4,295 francs.
The total price is 4,259 francs.
Our phone number is 456894.
Our phone number is 456984.
40 kilos @ 14 per kilo
14 kilos @ 40 per kilo
Order number: GJ 404
Order number: JG 404
900 items will cost $500
500 items will cost $900
Item code: RAE 77
Item code: AEI 77
Compare your answers with a partner.
3.3 C Transcript 11 minute 40 seconds |
1. Could you please send us 300 kilos of white rice'.'
2. it's very good value al the moment : the price is only IX cents per kito.
3. Wc require two boxes of ripe bananas, please.
4. Er... The priee per box is 115. Is that OK?
5. So the total priee is going to be 4,295 francs, all right'.'
6. Our phone number is 456984 if you need to eontaet us.
7. So I'd like to order 40 kitos at 14 per kito.
8. Our order number is JG 404.
9. Have you got that? 500 items are going to cost S900.
10. And... er... here's the item code : it's RAE 77 got that ? RAE 77._
B Work in pairs One of you should look at File 4, the other at 35. You will be taking part in two more telephone
conversations, so sit back-to-back again.
1 Make notes before you start each call.
2 Role-play the calls.
3 Join another pair Discuss these questions:
Did the calls develop in the way you expected?
What went wrong?
What went right?
3.4 Planning and making calls
A 1 J Work in pairs We asked eight business people this question:
How do you prepare for an important phone calif
Listen to their comments and decide which of their ideas you agree with.

2 join another pair Look again at 2.4 C. Decide which of the '7 Steps' for planning a letter can be applied to preparing
for an important phone call.
3.4 Transcript 11 minute |
'Well. urn., a couple of lines on the back of an envelope are enough.'
'No. if I make notes before a call. I can't adapt to the other person's reactions.'
'Well. I get someone else to phone for me if I have to speak in a foreign language.'
If I don't make notes beforehand, I'll forget what I need to say.'
I try to "rehearse" an important call in my head before I make it.'
'I make much more careful notes before a phone call than I do before writing a letter.' 'I find a minute or two spent
making notes before the call is better really than wasting time during it trying to think what to say.' i find it's a good
idea to write down some of the phrases I want to use.'
B Work in groups Read this extract from a training manual and then discuss the questions below:

Twelve telephone tips

1 Fax or e-mail ahead if you want to make sure
the other person has time to prepare for the call.
2 Make sure you have with you all the documents
you'll need before you dial the number.
3 The other person may not understand you
easily, so try to speak slowly and CLEARLY.
4 The other person can't see your reactions, so
always CONFIRM that you have (or have not)
understood each point that's been made. Don't
pretend you have understood when you haven't.
5 The other person can't see what a nice person
you are, so make sure you sound POLITE and
AGREEABLE.

6 The other person hasn't got all day, so make

sure your call is BRIEF.
7 The other person is getting an impression of
your firm while talking with you, so make sure
that you sound EFFICIENT - your firm's image
may be at stake, even if you're just taking a
message.
8 Don't rely on your memory: make notes during
a call and rewrite these notes immediately
afterwards as a record of the call.
9 Smile while you're talking. Your listener can
'hear' your smile. ! 10 Don't try to be funny - you
may be misunderstood.
11 Don't interrupt the other person: let them finish
what they want to say.
12 Send a follow-up e-mail, fax or letter to
confirm any important details (especially prices
and numbers), so that you both have a written
record.

Twelve telephone
tips

12 b quyt ni trn
in thoi

1 Fax or e-mail
ahead if you want to
make sure the other
person has time to
prepare for the call.
2 Make sure you
have with you all the
documents you'll
need before you djaj.
the number.
3 The other person
may not understand
you easily, so try to
speak slowly and
CLEARLY.
4 The other person
can't see your
reactions, so always
CONFIRM that you

have (or have not)

understood each
point that's been
made. Don't pretend
you have understood
when you haven't.
5 The other person
can't see what a nice
person you are, so
make sure you sound
POLITE and
AGREEABLE.
6 The other person
hasn't got all day, so
make sure your call
is BRIEF.
7 The other person is
getting an impression
of your firm while

talking with you, so

make sure that you
sound EFFICIENT your firm's image
may be at stake,
even if you're just
taking a message.
8 Don't rely on your
memory: make notes
during a call and
rewrite these notes
immediately
afterwards as a
record of the call.
9 Smile while you're
talking. Your listener
can 'hear' your smile.
! 10 Don't try to be
funny - you may be

misunderstood.
11 Don't interrupt the
other person: let
them finish what they
want to say.
12 Send a follow-up
e-mail, fax or letter to
confirm any
important details
(especially prices
and numbers), so
that you both have a
written record.
Which do you think are the five most important tips?
Which of the tips do you disagree with? Why?
Which of the advice do you already always" follow when making or ie<:eiving a phone call in English?
Which of the points du >uu feel least confident about it you're iisinr Eng'/sh on the phone?
What aspects of telephoning in English can be (njpro\Apd by more practice:
Work in groups oj three (or fnur} You wiii be taking it in turns to role-play a phone call. The third (and fourth) person
will listen in and comment on your performance later.
To simulate the situation of a telephone conversation, the people on the phone must sit back-to-back so that you
can't see each other's faces.
Student A should look at File 6, student B at 37, student C at 64 (and in a group of four, student D also at 64). Follow
the instructions in your File to find out what to do when the first call is finished. In all there are four different role-plays
in the Files.

 Before you start, look again at the twelve tips in B.

(If you 'get lost' during these role-plays and don't know which File to look at next, ask your teacher for help.)
'Observer's' guidelines
When you're listening to your partners 'on the phone', think about these questions:
Does each speaker sound agreeable, polite and efficient?
Do they sound natural and sincere?
Does each speaker's tone create the right impression?
Are they speaking clearly?
Is the information they're giving correct?
Have they both covered all the essential points?
Is it the kind of call you would like to receive yourself?
^ Comment on the call by giving 'feedback' to the two speakers.
Work in groups Discuss these questions with your partners:
Which parts of the role-plays in C did you find most difficult?
How did your performance improve as you got more practice?
UNIT 4: Summaries, notes, reports
4.1 Summarizing a conversation
A Work in groups Imagine these photos show your office. Discuss these questions:
What seems to be going on in each photo? (Identify the kinds of communication going on.)
How much communication do you do by speaking to people and how much by writing to people?
What are some of the advantages of communicating in writing, rather than relying on the spoken word?
A\. It's important to take notes on business conversations, rather than rely on your memory. The main points need to
be clearly recorded so that another person can make sense of them - and you have a permanent record for the files.
B _ Work in pairs You'll hear a conversation recorded at a trade exhibition. Listen to the recording of the meeting
between two people and decide which of these three styles of summary you prefer.
Norfolk CW3 7U)
ROTAPLEX Four Lane Cowdray Norfolk CW 3 7UJ
1 July 20_
During my duty period on the company stand, I was approached by a man called Tim Brown. He enquired about our
rotary printer. It was the R75 he was interested in.
In particular, he asked whether the machine was able to deal with ,'
"' *rW Em,m
Notes on the Proprinta Exhibition
To : TR Sales Manager (Tim Raven)
From: BN (Bob Norman) Sales Rep.
Subject: Record of consultation at PROPRINTA 30/ 61
Firm: Happy Greeting Cards
Person met: Tim Brown, Procurement
Nature of enquiry: About R75
ARECORD OF CONVERSATION AT PROPRINTA
Date 30/6/___________---------1 Met Brown from Happy greeting Cards
2 He expressed interest in 10 R75s
3 They want 15% discourtt on large order
4 He says PRINTIX Inc. will give him 15*
(track 18 ) 4.1 B Transcript |2 minutes 10 seconds |

Norman: How do you do. my name is Bob Norman. I'm

With Rotaflex. Can I help you in any way?
Brown: Oh. hi. My name's Tim Brown. How're you
doing? Pleased to meet you.
Norman: I'm fine... fine thanks and how about yourself.'
Brown: Fine, thanks. I wanted to ask you about your
rotary printer you have here. Norman: Ah, ye*, now you
mean our R75.
Brown: Yes. that's right the R75. Now, what I'd like to
know is can it deal with high quality embossed greeting
cards'.' That's the scut of thing we're involved with.
Norman: Certainly. That's no problem at all.
Brown: Fine. Now... you see we're looking for
replacements for your twenty-year-old machines.
Norman : Mmhmm.
Brown: So we need the latest technotogy. Now. if we
were interested in making a Firm order, how quickly
could you deliver the machines'.'
Norman: Well. I can'l give you a firm delivery dale myself
al this moment. But we can deliver pretty quickly.
Brown: My firm would be interested in ten machines.
Norman: Yes. Oh. that's very good.
Brown: So I was wondering, could we get a 15%
discount on an order that si/e
Norman: Well... er... as you can see from our catalogue
here we normally offer orders of that kind.
Brown: Yeah. yeah. I read that. But your neighbours
down the hall there, they're Willing to give me 15%.
Norman: Well, of course, we'd cr... be delighted to do
business with you. Mr Brown. And so. I'd like to draw
your attention to the latest laser-driven technotogy, which
the R75 contains.
Brown: Yes. very interesting, but the discount is
important.
Norman: Look, if you'd like to wait just lor a few minutes
cr... I can get through to my head office and I'll enquire
about any special arrangements. Which we might be
able to make for you.
Brown: No. no. please don't bother about that just now.
There's not that match of a hurry. I stitl have to report
back to my board.
Norman: Oh. yes. I understand that. Brown: Look here's
my card. It'll be quite enough if you just drop me a line
about things like the discount in the course of the next
two weeks.
Norman: Yes. of course, yes er... very well. Mr Brown. I'd
be only too pleased to do all that for you. It's been very
pleasant talking to you. Brown: Mmm.
Norman: Oh. and here's my card as well.
C Listen to the recording again.

1 Now draft a summary of the conversation in your own words.

2 Work in pairs Compare your summary with your partner's. Have you both noted down all the important information?
Have you noted down any unnecessary information?
"No, Donaldson, they don't look like ants they look like consumers."
4.2 Using notes to write a report
A Work in pairs Imagine that your managing director has asked you to investigate the health and safety provisions in
your company's offices and to make recommendations for improvement.
These are the notes that you've made. Draft a report to your MD by expanding the notes into paragraphs.
rtearrh and ofeftj iiivej considered during, pacf ijr
Sfvditd all reports of job-related illnesses, e-.g. colds and 'office togs'A number of cases of Symptoms of KcpeWive Stain Injury
retorted by company
physiotherapist
Hid meeting with union reoc, and office managc-r? about what to do. KocommetdstionS / Frofojli
1 Clearly d'Kphy Safety re^fetionS in tanfse* and main offices.
% Nciv staff need informing, atovf safs+ij regulations and policy, &.g. on fating, fre^ert
breaks from fhc- Screen. 5 Office staff need training, on hav -to portion themselves, their chairs, deSki and
eipjipment.
f Rsfartmcnral committee on health and safety to be responsible for instructing, new Staff on procedures for handling,
office et^spment and for securing, electronic / mechanical macWnenj. ^gj
5" \&>rrikrion and air-filtering. S>|St&mS in offitS need regular maintenance.
b Union Suggested replacement of Sub-standard fumhW and equipment, especially. a old-fashioned Screens
cause eyesi^t problems
b carefully check, office lighting. - Staff complaints of headaches after work. ( lighting. latge- part of problem; bright
light? Should not reflect on the Screen
c essential to have chairs with full back. Supports - many Staff tompbinfs of backache
^ Begin your report like this:
To:
Ms Renoir, Managing Director From: (your name) Date:
Office health and safety provisions
As requested by the Managing Director on 30 March 20-I have investigated the problems which have been raised
concerning office health and safety.
B join another pair Compare your draft reports.
Look at File 67 for a suggested draft. Compare your own reports with it. What differences are there between your
reports and the one in File 67?
4.3 Planning and editing a report
A Work in pairs Here are some of the tasks that may be involved in writing a report.
If you were writing a report, which order would you do the tasks in? Number the items, leaving out any points you
think are unimportant.
Consider the purpose of your report: who is it for, why does he/she want it, how will he/she use it? Draft a working
plan on a separate sheet of paper. Write the body of the report.
Write the introduction: state the subject, state the purpose, summarize your findings.
State the aim and emphasis of the report briefly.
Collect all relevant material - notes, documents, etc.
Check your grammar, spelling, punctuation and style.
Read the text aloud to yourself, or, better, to someone else.
Decide what information is important and what is irrelevant.
Arrange the points of information in a logical sequence and in order of importance. Make rough notes.
Finally, if possible, let someone qualified to give constructive criticism look at your draft.

Decide where you might need illustrations or diagrams.

Write the conclusion (and recommendations).
Check your illustrations.
Summarize the report in a sentence.
Examine the draft. Does it do what the report is expected to do?
^ Have any other important points been left out which you think should be included?
B Work in groups Now discuss the order you decided on and the reasons why. What areas do you agree and
disagree about?
It's important in any writing and - especially in business - to be clear about the aims and purposes of your writing. To
help your reader to make sense of what you've written:
be ACCURATE be BRIEF be CLEAR
be DECISIVE
C Work in pairs Read the following memo and imagine that you are a Divisional Personnel Manager to whom the
memo is addressed. Then discuss these questions:
What do you think the Managing Director's aims were in writing the memo?
What - if anything - are you expected to do as a result of reading the memo?
MEMORANDUM___
From: The Managing Director To: Divisional Personnel Managers
Subject: Clocking-in Machines Date: 27/4/_
There have been a number of comments about the amount of time being wasted with extended lunch breaks in our
company. I do not want to sound as though I am against breaks, in principle; indeed our personnel consultants have
emphasized how important and efficiency-promoting such regular interruptions can be if you want an effective and
motivated office staff. But, we must keep a check on working hours and clocking-in machines for office staff do exist.
We can expect a little opposition to the idea if we are not careful. You can never be sure how the office staff will react.
They might well take it badly. In any case, we're thinking of putting in clocking-in machines for all clerical grades;
please send me a report.
Vdict.com
There have been a number of comments about the
amount of time being wasted with extended lunch breaks
in our company. I do not want to sound as though I am
against breaks, in principle; indeed our personnel
consultants have emphasized how important and
efficiency-promoting such regular interruptions can be if
you want an effective and motivated office staff. But, we
must keep a check on working hours and clocking-in
machines for office staff do exist. We can expect a little
opposition to the idea if we are not careful. You can
never be sure how the office staff will react. They might
well take it badly. In any case, we're thinking of putting in
clocking-in machines for all clerical grades; please send
me a report.

c mt s kin v s lng thi gian b

lng ph vi cc gi ngh tra ko di trong
cng ty ca chng ti. Ti khng mun m
thanh nh th ti ang chng li ph v, v
nguyn tc, thc s, t vn nhn vin ca
chng ti nhn mnh nh th no quan
trng v hiu qu thc y gin on nh vy
thng xuyn c th c nu bn mun mt
nhn vin vn phng hiu qu v c ng c.
Tuy nhin, chng ta phi gi mt kim tra vo
gi lm vic v Chm Cng trong my cho
nhn vin vn phng vn tn ti. Chng ta c
th mong i mt i lp vi tng nu
chng ta khng cn thn. Bn khng bao gi c
th chc chn cc nhn vin vn phng s phn
ng nh th no. H cng c th mang n
nng. Trong bt k trng hp no, chng ti
ang ngh n vic a clocking trong my cho
tt c cc lp vn th, hy gi cho ti mt bo

co.
36 Unit 4 Summaries, notes, reports
D Work in pairs Now look at this report, which was written after receiving the memo from the Managing Director and
discuss these questions:
Do you think the report is what the MD asked for?
How effective do you think the report is?
Highlight the things you find good in it and underline the things you think are bad.
REPORT ON CLOCKING-IN MACHINES AND TIME-KEEPING
It is very interesting that the time-keeping habits of our employees have been noticed by other people in the
company. It appears as if the time lost by extended use of lunch breaks could be avoided. We have also known for
some time that there have been a number of problems connected with the motivation of our workforce, but the role
played by the apparently informal extension of lunch breaks has so far not been clarified.
In one or two departments, reports of staff taking extended breaks and long lunch hours without a colleague to cover
them are well known. This unfortunate development has been discussed with the heads of department in my division
on several occasions. They believe the subject of clocking-in machines, one for each department for example, is not
very popular with a large number of staff. The staff think that the company does not respect the majority of the staff's
honesty and that the company is thinking in narrow money terms, which are not worthy of salaried employees. So I
think that there is a grave danger that the actions of the management could be misunderstood.
Nonetheless, I feel that we should try and limit the advantages that certain individuals are taking with time-keeping.
We should undertake a review of selected staff. I wonder if you have heard of the experience of our American sister
company? They have a central clocking-in system for all the divisional offices. As soon as employees switch on their
terminals at the start of the day this is easily checked on the main computer. In this' way there is always a clear
record of how many extra hours of overtime have been worked. This is a great help for some members of staff in
planning their holiday requests. In theory this is surely one way of making working time more efficient.
Vdict.com
REPORT ON CLOCKING-IN MACHINES AND TIMEKEEPING
It is very interesting that the time-keeping habits of our
employees have been noticed by other people in the
company. It appears as if the time lost by extended use
of lunch breaks could be avoided. We have also known
for some time that there have been a number of
problems connected with the motivation of our workforce,
but the role played by the apparently informal extension
of lunch breaks has so far not been clarified.
In one or two departments, reports of staff taking
extended breaks and long lunch hours without a
colleague to cover them are well known. This unfortunate
development has been discussed with the heads of
department in my division on several occasions. They
believe the subject of clocking-in machines, one for each
department for example, is not very popular with a large
number of staff. The staff think that the company does
not respect the majority of the staff's honesty and that
the company is thinking in narrow money terms, which
are not worthy of salaried employees. So I think that

BO CO V Chm Cng-IN MY V
THI GIAN-GI l rt th v m nhng thi
quen lu gi thi gian ca nhn vin ca chng
ti c nhn thy bi nhng ngi khc
trong cng ty. C v nh nu thi gian b mt
bng cch s dng ko di gi ngh tra c th
trnh c. Chng ti cng c bit n vi
mt s thi gian c mt s vn kt ni
vi cc ng lc ca lc lng lao ng ca
chng ti, nhng vai tr ca phn m rng
dng nh khng chnh thc ca gi ngh tra
cho n nay khng c lm r.
Trong mt hoc hai b phn, bo co ca cc
nhn vin ph v m rng v gi n tra di
m khng c mt ng nghip trang tri ni
ting. S pht trin ny khng may c
tho lun vi ngi ng u b phn trong b
phn ca ti nhiu ln. H tin rng ch ca
clocking trong my, mt cho mi b phn v
d, khng phi l rt ph bin vi mt s lng

there is a grave danger that the actions of the

management could be misunderstood.
Nonetheless, I feel that we should try and limit the
advantages that certain individuals are taking with timekeeping. We should undertake a review of selected staff.
I wonder if you have heard of the experience of our
American sister company? They have a central clockingin system for all the divisional offices. As soon as
employees switch on their terminals at the start of the
day this is easily checked on the main computer. In this'
way there is always a clear record of how many extra
hours of overtime have been worked. This is a great help
for some members of staff in planning their holiday
requests. In theory this is surely one way of making
working time more efficient.

ln nhn vin. Cc nhn vin ngh rng cng ty

khng tn trng phn ln ca s trung thc ca
nhn vin v cng ty ang suy ngh v tin hp,
khng xng ng ca ngi lao ng lm cng
n lng. V vy, ti ngh rng c mt mi
nguy him nghim trng rng nhng hnh
ng ca qun l c th b hiu lm. Tuy nhin,
ti cm thy rng chng ta nn c gng hn ch
nhng li th m mt s c nhn vi thi gian
lu gi. Chng ta nn thc hin mt nh gi
ca cn b la chn. Ti t hi nu bn c
nghe ni v kinh nghim ca cng ty m ca
M ca chng ti? H c mt trung tm Chm
Cng h thng cho tt c cc c quan s on.
Ngay nh nhn vin chuyn i trn thit b
u cui ca h vo lc bt u ca ngy ny
c th d dng kim tra trn my tnh chnh.
Trong cch "lun lun c l lch r rng bao
nhiu thm gi lm vic ngoi gi c lm
vic. y l mt tr gip ln i vi mt s
thnh vin ca nhn vin trong k hoch yu
cu k ngh ca h. Trong l thuyt ny chc
chn l mt cch lm cho thi gian lm vic
hiu qu hn.

E Work in pairs You probably agree that the Managing Director didn't make his or her intentions clear enough in the
memo. To write a clear report you need a clear aim to start with. The kind of report you write depends on how you
interpret the memo.
1 Look at File 69 for a clearer specification of what the MD really wanted.
2 Draft a report with your partner.
3 Join another pair Compare your report with the one above and the other pair's report.
4.4 Making notes
A Work in pairs Look at these tips on making notes. Discuss these questions:
Which of the advice do you already follow?
Which is the most important tip, as far as you're concerned?
Which tip is the most helpful and the most unhelpful}
, 1 It's not a good idea to write your notes in complete sentences. Keep notes short.
2 Use abbreviations. But not so many that you can't understand your own notes later!
3 Use words like because, therefore, but, or and to show how ideas are related.
4 Use the dash - . It's a very useful punctuation mark in note-making.
5 Use a lot of space - then you can expand your notes later. Put each separate idea on a new line.
6 Use the layout to help make the meaning clear. Use new paragraphs, headings, CAPITAL LETTERS and
underlinings.
B Work in pairs You'll hear three short conversations. Look at these notes, which were made in different styles, as
you listen to the conversations.

Some of the points inMie notes are not in the correct order - rearrange them as necessary.
of" montn
diu/sion receives increased'bonus
to extra CK532s
production time reduced
arriving nexf-Thursday
phone call
had to postpone trip problems
fl-ftCXS32 newproce^
1710
stysdMsw sysrem
Will have h help
1 suggest sending new invoice.
2 ... wrongly bitted...
3 CK's last payment -faurfy
4- deduct extra -tram total
5 reason -for 532 figure
6 for two Ids of TI4G6 instead of one.
-> Which of the three methods of making notes do you prefer?
(track 19) 4.4 B Transcript |2 minutes 10 reconds|
1. It's about that order for Biningham's. John... Yeah. Er...
their buyer rang to say they were willing to take ten more
sets of the 532. because well it's really been so effective
in their new processing system... Mm. yes. that's right...
Yes. they've been able to cut their production time by
nearly a third... Haha. Yes. it's good news, isn't it '.' Well,
if you can get the stuff out and delivered by the end of
the month, it could Well mean that the div... the division
Will get an increase in the monthly bonus... Yeah, well
I'm sure they'll all be glad to bear that!
2. Hello there, this is Boh Bitlingham speaking... Ha.
yeah. yeah. I'm... er I'm just calling to let you know about
my time of arrival. El ... lets see. I'm coming in on flight
CKS32 next thurday... Yeah, yeah it gets in at., er...
17.10... Oh. yeah. yeah. yeah, that's good news, isn't it
'.'... Yeah, 1 was hoping to come on the third of the
month but... er... I had to postpone my trip for nearly a
month. We've had so many problems with that new
processing system. You know what I mean ...Mm. .yeah
any-way, er... anyway... I... 1 can tell you all about that
next week. OK ... Mm ... No. your division is going to
have to help us out there... Ha. yeah. yeah. I'm afraid
that's... that's the case. Right so... er... if you can be
thinking about that...
3. Mm. but what we're got to do is find out what went
wrong with the last payment. Er ... now., er ... I've been
looking at the Fite lor CKs and it seems as though we
were, bitling them for two batches of TI40s last month
instead of one. Well, this may be how the
misunderstanding arose... Well, yes, exactly. That could
be how the... er.. the 532 figure carne up. Now look, what
I suggest is lhat we send them a new invoice with the

batch next month and simply deduct the extra amount

from the total...
C Work in pairs Using the notes in B, take it in turns to tell each other what each conversation was about.
D _2S You'll hear a lecturer describing a method of making notes.
1 Take notes. (If you wish, you can use one of the methods shown opposite.)
2 Work in pairs Compare your notes with a partner's notes. Then draft a summary of what the person says.
3 Work in groups Look at your partners' summaries and then discuss these questions:
What do you find difficult about making notes?
Why is it important to make notes, rather than rely on your memory?
Do you use a different method of making notes which works well? Tell your partners about it.
Which method of making notes do you prefer? Why?
4.4 D2 (track 20) D Transcript |3 minutes 30 seconds] How do you make notes by using brainstorm technique?
Speaker: ... Now, then, I'd like to move on from taking notes (of what
Ti xin kt thc phn ghi chp trong 1
happened in a meeting or at a lecture) and to making notes using the cuc hp hay ghi bi v c chuyn
technique of 'pattern notes'.
sang ghi chp s dng k thut ghi
In the first place we usually make notes to prepare or plan some kind phc tho.
of writing, don't we? One of the ways one can do this is using what
Trc ht chng ta thng ghi phc
we call 'pattern notes'. It's a kind of individual brainstorming session,
tho nhng g chng ta nh vit,
where you try to note down ideas as they occur to you and you show ng khng? Mt trong nhng cch
the way that they connect up. So one of the things you could
m chng ta thng p dng l
probably do is to take a clean piece of paper and start with a topic
ghi phc tho. i khi cng ging
you want to talk about written large in the middle. Mm... right in the
nh k thut ng no m thi,
middle of the sheet of paper you can put a circle round this item, if
theo ta c ghi li nhng tng
you'd like to. And then the different aspects of the topic will form your cht xut hin ri sau kt ni li.
first set of branches. So when you've got your first set of branches
Nh vy chng ta ly ra 1 t giy
the ideas begin to emerge, to develop some of these further.
trng v bt u lin tng n ch
And, where you've got no ideas at all, there's a clear sign that certain mun ni trong phn thn bi
aspects of the topic are either irrelevant or need to be thought about
s m rng. Vng khong gia
a little more. I suppose pattern notes are particularly useful because
trang giy ta c th khoanh trn
they're much quicker to produce than the conventional variety and
nhng mc chnh. V k n l
they allow your mind to focus on the ideas without worrying about the nhng kha cnh lin quan n
correctness of the language you use. So you can note down ideas
ti hnh thnh cc nhnh. Nh vy
about different aspects of the topic as they occur to you and you can khi bn c c on u hon
spot connections and contradictions since everything is laid out on
chnh th s xut hin thm cc
the one page. You can, of course, mark these with arrows and
khc cn pht trin.
question marks and there's no need to get into any complex
V khi thy trong u khng c thm
arguments. Oh. and perhaps... perhaps I ought to add that
tng no na, ta chuyn sang
psychologists also believe that they reflect the way we think more
xem xt li nhng kha cnh khng
closely than the kinds of organized notes that run neatly down the
lin quan n ti loi b hay
page from the top to the bottom or... or from the left to the right.
cn suy ngh thm sau ny.
You don't normally think about single ideas in sequence, rather you
Ti cho rng vit phc tho rt hu
deal in whole groups and clusters of ideas -all at the same time.
ch v s khng mt nhiu thi gian
Some of this is done consciously and some of this is done
so vi kiu vit truyn thng v nh
unconsciously. And once you feel comfortable about doing these
chng ta c th tp trung vo
pattern notes - oh, and some people do feel very uneasy about
tng ch khng phi lo n ng
dealing with what they first feel is... is an unstructured approach
php, cu vit.
-and... and I don't want to underestimate this aspect -pattern notes
Nh vy ta ch cn vit ny ra
shouldn't slow down your thinking as much as conventional notetrong u ri sau lin kt li v
making.
tch ra nhng im mu thun tt

I believe that such notes can also be very useful for recording a last
moving discussion as the basis for Minutes or a report to be written
afterwards. So they also do have their use as a note-taking
technique. So, as discussions jump from topic to topic you dont have
to keep. well, shuffling your notes from page to page to write extra
points in.

c nhng g c trn trang giy.

Tt nhin ta c th dung mi tn
ch s lin hp v du ? ch nghi
ng, v khng cn bn tm
chuyn l lun ra sao. V c l ti
nn ni thm: cc nh tm l cng
tin rng vi cch lm ny s vn
dng ht kh nng tr tu hn l ghi
tht mch lc chi tit t u n
cui. Thng ta khng suy ngh
theo kiu xu chui cc mc ring l
m ch suy ngh theo kiu ng lot
cc nhm hay cm tng.
Mt s ngi suy ngh theo kiu c
thc v mt s suy ngh v thc.

4.5 Punctuation
Work in pairs Match these punctuation marks to their names below. (The first is a comma.)
apostrophe brackets I parentheses colon comma dash exclamation mark full stop I period hyphen
question mark semi-colon single quotes stroke I oblique I slash double quotes I quotation marks I inverted
commas
Work in pairs Complete these sentences by deciding which punctuation mark is 'explained' or 'illustrated'.
1 The words 'explained' or 'illustrated' in this sentence are between single quotes.
2 A marks the end of a sentence.
3 A shows that there is some doubt, doesn't it? What do you think?
4 A is used for word-division or word-joining.
5 And it should not be confused with another - longer - mark: the
This is used to separate ideas or words - usually added as an afterthought.
6 When writers wish to express emphasis or even surprise they use the
. This is no problem!
7 " are used to show what someone actually said."
8 Sometimes you may wish to separate two sentences; but they are somehow closely connected; this is when you
can use the instead of the full stop.
9 NOTE: a can help to emphasize what is coming next: to list things: reports, letters, memos and so on.
10 If a person wants to show alternatives, he/she can separate them by using a
//
11 And if they are using words (i.e. phrases or expressions) which are not of primary importance they can be placed
between ( ).
12 An is used in possessives (Mr Jones's) and it's also used in contractions, isn't it?
C Work in pairs Find the errors in these sentences and correct them.
1 Its important, that your punctuation is correct: because incorrect punctuation and Capital Letters Used Wrongly may
confuse your readers'
2 Just like, incorrect spelling incorrect punctuation can be very annoying for your reader who may pay more attention
to the mistakes, than to the content of your report or letter.
3 You probably know, that exclamation marks are not used much in business letters! But they are used in
advertisements as well as in notes.

4 Contracted forms like Ive and weve are a feature of informal writing. They are not found in most reports or business
letters which tend to be fairly formal. If in doubt use the full forms; I have, we have, etc
5 It's usually easier for a reader to understand short simple sentences rather than long complicated one's.
D Work in pairs Look at the following text and decide where to add punctuation. You'll also need to add line breaks
(new paragraphs) and some Capital Letters.
memo from the managing director to all office staff date 25th november 20_ as a result of the productivity survey
carried out in the factory more rapid and efficient ways of operating are now being applied in the factory productivity
has been increased by over 50 per cent the management intends to apply these same methods to office staff in order
to reduce costs our company must adapt in a competitive world we aim to find ways of avoiding unnecessary actions
by all staff we therefore propose to pay a months extra salary to any person who in the managements opinion has
put forward the most practical suggestion to improve a particular office routine all suggestions should be sent to the
mds office before the end of next month
"Nothing important - nothing on fax, nothing on voice* nothing on the Internet. Just, you know, handwritten stufl
UNIT 5: Working together
5.1 Getting to know the workplace.
A > Work in pairs You'll hear a new employee being told where the different offices are in the firm he has just
joined. Listen to the conversation and number the rooms that Michael is shown. The 'tour' starts at Mrs Bronson's
office.
1 Accounts Dept.
4 Conference room
7 Lifts
10 Purchasing Dept
2 Canteen
5 General Manager
8 Marketing Dept
11 Sales Dept
3 Coffee machine
6 Gents toilet
(2) 9 Photocopying room
(1) 12 Reception

(Track 21) 5.1 A Transcript |2 minutes 30 seconds|

Mrs Bronson: ... Margaret. I'd like to introduce you to Michael Hill
from our Australian branch.
Margaret: Hello. Michael, pleased to meet you.
Michael: How do you do?
Margaret How's your first day going?
Michael: Oh, very well, thank you. It's... it's all very interesting.
Mrs Bronson: I was just telling Michael what the set-up here is who's
where and what's what, so to speak. I was wondering if I could hand
him over to you now '
Margaret: Oh. yes. sure. fine. Um... would you like to come this way...
Michael: See you later. Mrs Bronson
Mrs Bronson: Yes. sure.
Michael: What was... what was that room next door to Reception.' I
heard a strange noise coming from it.
Margarel: Oh. Right. yes, 'that's where the phococopier is.
Michael: Oh. I see. That's what it was.
Margaret: Yes. we've had a new one installed. It's very fast but it
makes even more noise than the old one. unfortunately. Right, let's
go this way now.
Michael: OK.
Margaret: Um... opposite Mrs Bronson's office just here is the
General Manager's office...
Michael : General Manager, fine.
Margaret: I expect he'll speak to you later.

... Margaret. Ti xin php gii thiu ch vi Michael

Hill t chi nhnh c va mi n y.
... Cho anh Michael. Rt hn hnh c gp
anh.
... Xin cho ch.
... Ngy u tin y anh thy sao?
... Rt tt. Cm n ch. Rt vui.
... Ti va ni vi Michael b tr vn phng
y ra sao, nhn s cc phng ban, v ph
trch cng vic g, i khi l nh vy. Ti t
hi khng bit c bn giao anh y by gi cho
ch c hay khng.
... Vng. Tt thi. Xin i theo li ny...
... Thi gp li ch sau nh Bronson.
... Vng.
... Phng st bn phng tip tn l g vy. Ti
nghe c ng l pht ra.
... vng. y l phng photocopy.
... Vng ti hiu. y l phng photocopy.
...Vng chng ti va lp t thm mt my
mi. N in nhanh nhng n hn my c. Vng
chng ta hy i theo li ny.
... Vng.
... i din l vn phng ca B Bronson v

Michael : OK.
Margaret: And. um if ... we go right down the corridor, on the righthand side are the lifts.
Michael: True.
Margaret: And on the left are the stairs.
Michael: OK.
Margaret: So they're handy opposite each other.
Michael: Right. fine.
Margaret: And, er in there by the stairs also is the coffee machine.
Michael: Oh. right, very useful.
Margaret: Yes. the most important thing of all. You'll meet most of the
members of staff there. I should think.
Michael: Fine.
Margaret: And. er... if you keep going down the corridor, on the righthand side, just down here, sou can see the conference room.
Michael: Great.
Margaret: And. as we go round the corner on the right, here is the
sales department
Michael: Sales. OK.
Margarel: And as we come round the corner on the left is the
purchasing department
Michael: OK.
Margaret: And, if you can see. just down the end of the corridor is our
marketing department
Michael: Oh. that's where they are. right. fine.
Margaret: That's right, next to you actually, in the accounts
department.
Michael: Right.
Margaret: Which is just on the right here
Michael: Hubu.
Margaret: And on the left opposite is the canteen.
Michael: Oh. very important.
Margaret: It's open at lunchtime and in the afternoon as well.
Michael: Oh. great.
Margaret: Between three and four.
Michael: OK. right.
Margarel: And if we come in here on the right. then. That's your desk
over by the window.
Michael: Oh. that's marvellous,
Margaret: Yes. with a lovely view of The park.
Michael: Oh. isn't that beautiful?
Margaret: It's better than the view from my office.
Michael: Right. Oh. well that's man'., just one thing. I wondered if you
could perhaps tell me where the...
where The gents toitet is while we're about it '.'
Margaret: Oh. right. yes. of course. Erm. It's at the end of the corridor
just opposite reception.
Michael: Right. thank you. I'll... I'll see you in a minute.
Margaret: OK..._

cng l vn phng ca Tng Gim c ...

... Vng Tng Gim c.
... Ti ngh rng ng y s gp ch sau.
... Vng.
... V ... chng ta s theo hnh lang, r sang
tay phi l thang my.
... Vng.
... V bn tri l cu thang.
... Vng.
... Phng ny i din vi phng kia tht tin.
... Vng.
... V gn vi cu thang l my pha c ph.
... Vng, rt cn thit.
... Vng, iu quan trng nht l anh s gp
mi ngi , ti chc th.
... Vng.
... V nu c tip tc i theo xung hnh lang,
bn tay phi, ngay bn di y, anh s thy
hi trng.
... Vng.
... V khi chng ta t gc nh ng kia i
vng sang tay phi l n B phn Bn hng.
... Vng.
... Cn t gc vng sang tri l b phn mua
hng.
... Vng.
... V nh anh bit, i xung cui hnh lang l
b phn marketing ca chng ti.
... , mi ngi u c mt c.
... ng vy, st bn anh trong ny l b phn
k ton.
... Vng.
... L phng ngay bn phi y.
... Vng.
... V i din bn tri ca chng ta l cng
tin.
... Rt quan trng y!
... Cng tin m ca vo gi n tra v bui
chiu.
... Vng.
... T 3 n 4 gi.
... Vng.
... V nu chng ta vo trong ny r sang phi.
l bn lm vic ca anh gn ca s ng
kia.
... Tuyt qu.
... Vng, t y nhn r cng vin tht d
thng.
... C tht d thng ch?
... t ra cng hn ch ca vn phng ti.
... Vng. Xin hi ch phng v sinh nam u?

... , cui hnh lang i din vi phng tip

tn.
... Vng cm n ch. Xin ch cho 1 cht.
B Work in pairs Imagine that a friend is about to start a new job. Decide which are the SIX most important pieces of
advice that you'd give to your friend for their first day at work. Which of these tips do you disagree with?
Arrive twenty minutes early.
Wear your smartest clothes (not trousers if you're a woman).
Go to the hairdresser's the day before. Smile at everybody you meet.
Make a note of everything anyone tells you.
Z Show your new colleagues pictures of your family.
If you're a smoker, don't smoke in an office you share with someone.
If you're a non-smoker and the person you share the office with is a smoker, say you don't mind if they smoke.
Enquire about the company pension scheme.
Ask who the trade union representative is.
# If you think any of them are 'silly' pieces of advice, how would you change them? Add two more pieces of advice
you'd give to someone starting a new job.
C Work in pairs Office life is different from country to country.
What would you tell a foreign visitor about office routines in your country?
ivorldiU] hours chiltl-care-facilities
union, recognition, relationships between, boss and, employees
recreationalmd, sportsfutilitiesforstaff holidays
D Work in pairs Imagine that an important visitor is coming to your firm. She has sent you this fax. Before you reply
to it in 4, go through steps 1 to 3.
(45) 56 39 *2 38
TIVOLI DESIGN CONSORTIUM
BERSTORFFSGADE 19, DK-1577 COPENHAGEN, DENMARK TELEPHONE: +(45) 72 14 33 21 FAX: +(45) 56 39
42 38
TO: Publicity Office / Manager Dear Sir or Madam,
We have heard from one of our mutual customers that your company involved in a number of interesting design
projects.
As I am shortly staying in your city on business, I am writing to enquire whether it would be convenient to visit your
office.
I shall be in town from 14th to 18th November. I would be free any morning from 11.30 onwards and in the afternoon
of 15th November.
I would be extremely grateful if you could confirm whether a brief visit could be arranged on one of the days and at
the times suggested.
I look forward to hearing from you.
Yours faithfully,
Anita Trosborg
Design Director
http://www.tivolidesign.dk

We have heard from one of our mutual customers that

your company involved in a number of interesting design
projects.
As I am shortly staying in your city on business, I am
writing to enquire whether it would be convenient to visit

Chng ti nghe t mt trong nhng khch

hng chung ca chng ta rng cng ty mnh
tham gia vo mt s d n thit k th v. Khi
ti ngay trong thnh ph ca bn v kinh

your office.
I shall be in town from 14th to 18th November. I would be
free any morning from 11.30 onwards and in the
afternoon of 15th November.
I would be extremely grateful if you could confirm
whether a brief visit could be arranged on one of the
days and at the times suggested.
I look forward to hearing from you.

doanh, ti vit th ny tm hiu liu n s

c thun tin n vn phng ca bn. Ti
c trong thnh ph t thng 11 ngy 14-18.
Ti s c min ph bt k bui sng t 11,30
tr i v vo bui chiu ca ngy 15 thng 11.
Ti s rt bit n nu bn c th xc nhn liu
mt chuyn thm ngn ngi c th c b tr
trn mt trong nhng ngy v ti nhng thi
im ngh. Ti mong c nghe t bn.

1 Decide which members of staff you will introduce Ms Trosberg to, and which departments you will include during
her tour of the building.
2 Make a telephone call to a colleague in another department, enquiring whether you can bring Ms Trosborg to see
him/her. One of you should look at File 9 and the other at File 39
3 Write a memo asking your boss to give Ms Trosborg a brief explanation of your firm's activities.
4 Draft a fax to Ms Trosborg arranging the date and the time you propose for the visit, or if you prefer, phone her.
5.2 Different kinds of companies
A Work in groups Which of these companies do you know? Match them up with the ^sectors of industry and the
product groups in the chart.
Discuss these questions:
Which are the five largest or most important companies in your region (or country)?
Which sectors of industry or product groups do they belong to?
Make a list of the products they make or the services they supply.
Compare your lists with another group.
B 1 Work in pairs Now read through this extract from a business textbook, which deals with a related topic. Fill each
gap with one of these words.
another basic business countries economic fishing fully labour major most per cent primary
productive secondary services work workers
Divisions of economic activity Although the structure of each country is different, their economies can be shown to
have similar sectors. When speaking of or economic activity, commentators normally recognize three 'sectors':
primary - agriculture, fishing, mining, construction
- crafts and manufacturing
tertiary - , Including education, banking, insurance, etc.
The occupational structure The types of activities that most are
occupied In differ, sometimes dramatically, from one country to and from one time to another. In developing countries
(and in all
before the 19th century), the vast majority of the workforce
in the agricultural, or , sector. Their work is
almost entirely manual, and most of the country's power is
concentrated on the task of feeding the population. In
developed countries far more of their resources
are directed towards other activities. In the United States and
Canada, for example, only 4 and 7 per cent, respectively, of all employed persons work in agriculture, , and mining,
compared to more than 70
in India.
2 Work in groups Discuss these more general questions:
What percentage of people working, approximately, are engaged in each of the sectors in your country?

 Which sector is contracting? Which is growing? Which is staying the same?

In which sector are the most companies, businesses or enterprises in your region located, would you say?
Which sector do you (or do you expect to) work in?
Which areas of the economy in your country are changing most?
Which areas have the most people working in them?
Which areas are the most important?
Which sectors can we not do without?
e 1999 Robert Manfcofl from Mrtoonbank.com. Al Right! rTmrW.
5.3 A 2 Transcript |2 minutes 311 seconds]
Presenter: Today we are talking to Philip Knight about the
structure of Biopaints International. Philip's the General
Manager of the Perth factory. Philip, do you think you could tell
us something about the way Biopaints is actually organized.
Philip Knight: Yes. certainly. Er... we employ about two thousand
people in all in two different locations. Most people work here at
our headquarters plant. And this is where we have the
administrative departments, of course.
Presenter: Well, perhaps you could say something about the
departmental structure.
Philip Knight: Yes. certainly. Well, now first of all. as you know
we've got two factories, one here in Perth, Australia, and the
other in Singapore. Lee Boon Eng is the other General
Manager, over There in Singapore.
Presenter: And you are completely independent of each other, is
that right ?
Philip Knight: Oh. yes. Our two plants are fairly independent,
I mean. I am responsible to George Harris, the Production
Manager, and we have to cooperate closely with Rosemary
Broom, the Marketing Manager.
Presenter Mm. yeah.
Philip Knight: But otherwise, as far as day to day running is
concerned, we're pretty much left alone to get on with the job.
Oh. and I forgot to mention finance. The Finance Direcfor is
Weimin Tan. She's a very important woman. And her task is to
make sure the money side of things is OK. The accountant and
such people. They report to her directly. Presenter: Is that all?
Philip Knight: Oh. no. no. There's Personnel too.
Presenter: Oh. yes.
Philip Knight: That's quite separate. Deirdre Spencer is
Personnel Manager. And the Training Manager reports to her, of
course.
Presenter: What about Research and Devetopment? lsn't that a
separate department?
Philip Knight: Well, in terms of the laboratories, there are two:
one at each production plant. But it's a separate department and
it has a separate head. And that's Di Tareisius Chin.
Presenter: Are there any other features worth mentioning?
Philip Knight: There's the planning department - Chow Fung is
in charge of that and a purchasing department - they buy in the
materials for produclion.

... Hm nay chng ta s ni vi ng Philip Knight

v c cu t chc ca cng ty Biopaints
International. Philip l tng gim c nh my ti
Perth. Anh Philip, xin cho bit Biopaints c c cu
t chc ra sao.
... Vng. Chng ti s dng khong 2000 c
2 a im. Hu ht nhn s lm vic ti nh
my ca tr s trung ng. V ti y chng
ti c cc b phn c chc nng qun tr hnh
chnh.
... C l chng ti cn ni mt cht v c cu
t chc phng bang.
... Vng, u tin nh qu v bit chng ta
c 2 nh my, th nht y, Perth, c, v
th hai Singapore. Lee Boon Eng l Tng gim
c Singapore.
... V chng ta hon ton c lp vi nhau,
ng khng?
... Vng. Theo ti 2 nh my ca chng ta kh
c lp. Ti chu trch nhim vi George Harris,
gim c sn xut, v chng ti phi hp tc
chc ch vi Rosemary Broom, gim c
Marketing.
... Vng.
... Nhng ni cch khc, lin quan n cng
vic iu hnh hng ngy, chng ta kh c
lp vi cng vic ca mnh. V ti qun cp
n ti chnh. Gim c ti chnh l Weimin
Tan.V cng vic ca b y l bo m tnh hnh
tin bc phi bo m. y l trch nhim ca
k ton trng v ng s. H trc tip di
quyn ca b.
... Ch c th thi sao?
... Khng. Cn b phn nhn vin na ch.
... Vng.
... B phn ny hon ton tch bit. Deirdre
Spencer l gim c nhn s. V di quyn l
gim c o to.
... Th cn R&D th sao? y c phi l b
phn c lp hay sao?
... Lin quan n phng th nghim, c 2: mi

Presenter: Yes. and what about the board of directors and the
chairman?
Philip Knight: Yes. well They're at the top. aren't they. of
course ? I mean, a couple of the executives are directors
themselves. The Managing Director, of course, that's Robert
Leaf and Then there's...

nh my sn xut c 1 phng. Nhng l b

phn tch bit v mi ni u c th trng
ring. V th trng Di Tareisius Chin cng c mt
y.
... C c dim no khc cn c cp
y hay khng?
... Cn c b phn quy hoch th trng l
Chow Fung v b phn thu mua chu trch
nhim mua nguyn liu cho sn xut.
... Vng, th cn hi ng qun tr v Ch tch
HQT th sao?
... Vng. y l lnh o cao nht, ng khng?
C mt s gim c iu hnh l thnh vin
ca hi ng qun tr. Chng hn gim c
iu hnh l Robert Leaf v k l ...

5.3 Company organization

A 1 Work in pairs Look at the structure of the company in the diagram. Guess what some of the missing job titles
might be.
2 > Listen to the recording and fill in the names and titles or job descriptions that are missing.
BIOPAINTS
INTERNATIONAL
[BOARD OF DIRECTORS
ggtairman: Ri
Managing Director
Weimin Rosemary , Broom
Tan
I
-

Account Salas Manager

s
Dorothy | Monks
Manage I
r Mary m ...
Meier
Production
Manager
Deirdre Spencer
Dr Jarcisius t Chin
Purchasing Manager Brian j Scanlon
I_
Planning Manager
General
Training Laborat
ories
Manage
Manage in Perth
r
r
Perth
Singapo Frank &

re

Singapo
re

Milton
Factory Factory
... Philip 1 Lee
Boon
^Knight
I
+ Which of the people mentioned are also members of the board?
B Work in pairs Discuss with your partner what other parts of the company have perhaps not been mentioned.
To whom would the following people report?
< the Public Relations Manager the Works Manager the Advertising Manager the Export Manager the Project
Manager
+ What companies do you know which- are organized like Biopaints International?
Q Work in pairs One of'you should look at File 11 and the other at 43. You'll each have different information about a
company.
Ask questions to find out what your partner knows about the company.
"Say! When did I start reporting to my computer terminal f
C 1999 TM Got ttom MIoonM"* com All RtfiB RMMWd
5.4 Company developments
j\ Work in pairs Look at the following passages about two companies.

1 Decide which of the headlines goes with which passage.

A) Planning and Building for over 150
B) Pioneering Tomorrow Electronics

years

Passage 1:
Over the decades, the name of Siemens has become synonymous with progress. Since 1847, when
Werner Siemens and Johann Georg Halske founded the Siemens & Halske Telegraph Construction
Company in Berlin, the history of Siemens has been closely linked with the development of electrical
engineering. While still a fledgling firm, Siemens & Halske spearheaded the evolution of telegraphy with
the tint pointer telegraph and the construction of an extensive telegraph network. In 1866 Werner
Siemens invented the dynamo machine, laying the cornerstone of power engineering.
New ideas are an old tradition at Siemens. The company that grew out of the original Siemens &
Halske is today a highly innovative leader in the world electrical and electronics market. Composed of
Siemens AG and an array of domestic and foreign subsidiaries, the contemporary Siemens
organization continues to set milestones on the road of progress.
Siemens maintains its own production facilities in more than 50 countries and operates a worldwide
sales network. With more than 300,000 employees, it is one of the largest companies in the world
electrical/electronics industry,- having recorded annual sales of DM 82 billion in the 1992/93 fiscal year.
Reliable and farsighted management is united with the youthful dynamism and zest for innovation that
typify the company.
Passage 2:
IN 1849, JOHANN PHILLIP HOLZMANN founded a company in Sprendlingen, near Frankfurt am Main,
which initially undertook work in connection with the construction of the railroads, but very quickly

expanded its activities to include all fields of building construction and civil engineering. The first major
foreign project was started in 1882, with the contract for Amsterdam's Central Station.
By the turn of the century, branch offices and regional offices had been established at numerous
locations throughout Germany.
As early as 1885, Holzmann had more than 5,000 employees. Interesting activities from this period
include the company's work on the Baghdad railroad and railroad projects in East Africa. Holzmann has
passed through all forms of company organization, from individual proprietorship via a limited and
general partnership through to a GmbH (limited liability company). The Philipp Holzmann
Aktiengesellschaft (public limited company) was formed in 1917. Companies founded by Holzmann
were active in South America.
Even following the losses of manpower and assets during the Second World War, Holzmann was able,
as early as 1950, to recommence its foreign activities. 1979 saw the acquisition of I. A Jones
Construction Company, of Charlotte, North Carolina, USA, a major American corporation active in the
construction field. This was followed in 1981 by the purchase of Lockwood Greene Engineers, Inc.,
Spartanburg, South Carolina, USA. Together with its USA subsidiaries Holzmann has responded to the
changes occurring in the construction industry with a flexible and versatile corporate strategy.
The takeover in early 1989 of the Steinmiiller Group, one of Germany's leading companies in the
sectors of power engineering, process engineering and environmental protection demonstrates this.

Over the decades, the name of Siemens has become

synonymous with progress. Since 1847, when Werner
Siemens and Johann Georg Halske founded the
Siemens & Halske Telegraph Construction Company in
Berlin, the history of Siemens has been closely linked
with the development of electrical engineering. While
still a fledgling firm, Siemens & Halske spearheaded
the evolution of telegraphy with the tint pointer
telegraph and the construction of an extensive
telegraph network. In 1866 Werner Siemens invented
the dynamo machine, laying the cornerstone of power
engineering.
New ideas are an old tradition at Siemens. The
company that grew out of the original Siemens &
Halske is today a highly innovative leader in the world
electrical and electronics market. Composed of
Siemens AG and an array of domestic and foreign
subsidiaries, the contemporary Siemens organization
continues to set milestones on the road of progress.

Siemens maintains its own production facilities in more

than 50 countries and operates a worldwide sales

Qua nhiu thp k tn tui ca Siemens

ng ngha vi tin b. K t nm 1847,
khi Werner Siemens v Johann Georg
Halske thnh lp cng ty Xy dng in
bo Siemens & Halske Telegraph Cng ty
Berlin, lch s ca Siemens gn kt cht
ch vi s pht trin ca thit k k thut
in. Trong khi vn cn l mt cng ty non
tr, Siemens & Halske l cng ty hng u
s v lnh vc in bo vi in bo vi
kiu in bo in mu v xy dng mng
li in bo kt ni rng. Nm 1866,
Werner Siemens pht minh ra my my
pht in, t nn tng cho thit k k thut
in.
Nhng tng mi l mt truyn thng c
ti Siemens. Xut thn t cng ty Siemens
& Halske ngy nay cng ty c xp hng
u rt nng ng trn th trng in v
in t trn th gii. Kt hp ca Siemens
AG v mng nhiu cng ty con trong v
ngoi nc gip cho Siemens hin nay
tip tc to nn nhng im nhn trong lch
s pht trin ca ngnh.
Siemens duy tr cc c s sn xut ca
mnh trong hn 50 quc gia v vn hnh

network. With more than 300,000 employees, it is one

of the largest companies in the world
electrical/electronics industry,- having recorded annual
sales of DM 82 billion in the 1992/93 fiscal year.
Reliable and farsighted management is united with the
youthful dynamism and zest for innovation that typify
the company.

IN 1849, JOHANN PHILLIP HOLZMANN founded a

company in Sprendlingen, near Frankfurt am Main,
which initially undertook work in connection with the
construction of the railroads, but very quickly
expanded its activities to include all fields of building
construction and civil engineering. The first major
foreign project was started in 1882, with the contract
for Amsterdam's Central Station.
By the turn of the century, branch offices and
regional offices had been established at numerous
locations throughout Germany.
As early as 1885, Holzmann had more than 5,000
employees. Interesting activities from this period
include the company's work on the Baghdad
railroad and railroad projects in East Africa.
Holzmann has passed through all forms of company
organization, from individual proprietorship via a
limited and general partnership through to a GmbH
(limited liability company). The Philipp Holzmann
Aktiengesellschaft (public limited company) was
formed in 1917. Companies founded by Holzmann
were active in South America.
Even following the losses of manpower and assets
during the Second World War, Holzmann was able,
as early as 1950, to recommence its foreign
activities. 1979 saw the acquisition of I. A Jones
Construction Company, of Charlotte, North Carolina,
USA, a major American corporation active in the
construction field. This was followed in 1981 by the
purchase of Lockwood Greene Engineers, Inc.,
Spartanburg, South Carolina, USA. Together with its
USA subsidiaries Holzmann has responded to the
changes occurring in the construction industry with

mt mng li bn hng trn ton th gii.

Vi hn 300.000 nhn vin, l mt trong
nhng cng ty ln nht trong ngnh cng
nghip in / in t ca th gii, t
doanh thu hng nm 82 t DM trong nm
ti kha 1992-1993. l nh vo Ban
Qun l ng tin cy,bit nhn xa trng
rng kt hp vi s nng ng tr trung v
nim say m cho s i mi tr thnh biu
tng ca cng ty.
Vo nm 1849, Johann PHILLIP
HOLZMANN thnh lp cng ty ti
Sprendlingen, gn Frankfurt am Main, ban
u kt hp vi ngnh xy dng ng st,
nhng sau khng lu m rng hot ng
mi lnh vc c lin quan n xy dng nh
v cng chnh. D n quan trng nc
ngoi u tin c tin hnh vo nm 1882,
vi hp ng xy dng Nh ga trung tm
Amsterdam. Sau bc ngot ca th k, cng
ty thnh lp cc tr s chi nhnh v khu
vc ti nhiu ni trn ton nc c. u
nm 1885, Holzmann c hn 5.000 nhn
vin. Cc hot ng ng ch trong giai
on ny bao gm cng trnh xy dng ng
st Baghdad v cc d n ng st ng
Phi.
Holzmann i qua tt c cc hnh thc t
chc cng ty, t s hu c nhn thng qua
mt mi quan h i tc hn ch v ni chung
thng qua mt GmbH (Cng ty trch nhim
hu hn). Philipp Holzmann
Aktiengesellschaft (cng ty TNHH) c
thnh lp vo nm 1917. Cc cng ty c
thnh lp bi Holzmann hot ng Nam
M. Ngay c sau khi thit hi v nhn lc v
ti sn trong thi gian chin tranh th gii th
hai, Holzmann c th, vo u nm 1950,
recommence hot ng i ngoi ca
mnh. 1979 thy vic mua li ca I. Mt
Cng ty Xy dng Jones, Charlotte, Bc
Carolina, M, mt tp on ln ca M hot
ng trong lnh vc xy dng. Sau l vo
nm 1981 bi vic mua k s Lockwood
Greene, Spartanburg, South Carolina, M.

a flexible and versatile corporate strategy.

The takeover in early 1989 of the Steinmiiller Group,
one of Germany's leading companies in the sectors
of power engineering, process engineering and
environmental protection demonstrates this.

Cng vi cc cc cng ty con M Holzmann

phn ng vi nhng thay i xy ra trong
ngnh cng nghip xy dng vi mt chin
lc doanh nghip linh hot v a nng. Vic
tip qun vo u nm 1989 ca Tp on
Steinmiiller, mt trong nhng cng ty hng
u ca c trong cc lnh vc k thut in,
quy trnh k thut v bo v mi trng cho
thy iu ny.

2) Complete the information missing in this table:

Invention of dynamo machine First large foreign order begun
Dates
1847
1849
................

What happened?
............................
........................................
Invention of dynamo machine

Who did what?

................

First large foreign order begun

1885
Aktiengeselischaft founded
1950
Acquisition of J. A. Jones Construction
Company
1981
1989
Recorded annual sales of DM 82 billion
3 Complete the following table with information from the articles:
HOLZMANN
SIEMENS
Locations of the
company's activities
Activities of both
companies up to
1940s
Recent activities of
the companies
B Work in pairs Imagine that you work in a company's publicity office or public relations department. An
American company has written asking for some information about your company. Draft a short letter briefly
summarizing the background, history and experience of your company.

If you don't work in a company, you may find it helpful to look at File 70 and imagine that you work for the
company in the advertisement. Or write about a local company you know about.
1) Begin your letter like this: Dear ...
You asked for some information about our company.
2) Try to answer some of these questions in the main body of the letter:
What area or areas does the company work in?
When did the company start?
What products does the company manufacture?
What recent activities of the company are worth mentioning?
Where is the company located?
How is the company structured?
How many people are there on the workforce?
How do you see the future of the company developing?
Has much changed in the company in the past?
3) Finish your letter like this:
If you have any further questions, please get in touch with me.
Yours sincerely,
When you've finished, compare your letter with another pair.
5.4 Company developments
5.5 Working with others
A
I have yet to see a democratic workplace,... People are treated like numbers...
Ricardo Semler
1 Work in pairs Read the following extracts from an article about a Brazilian company and choose one of these titles
for it:
The World's Most Unusual Workplace Different Types of Company Organization
Reorganizing Factory Work Workers'Control Can Work
2 Find the answers to the following questions in the first extract:

1 Who makes the decisions? Workers.

2 What things have been abandoned? Secretarial work , assembly

line, and buying components in bulk.

3 How are salaries decided?

Employees fix their own salaries

4 How are profits shared?

The workers decide the profits to be shared and invested.

5 Who reorganizes the factories?

Employees.
6 Who chooses new sites for development?
Employees.
7 What role do computers play in the factory?
Computers have been consigned to oblivion
8 Who controls expenses and business travel?

Nobody.
9 Who makes the boss's tea?
They themselves makes tea.

Workers come and

go as they please.
They make vital
decisions previously
made by the bosses.
Secretaries have
been abolished (and
given more
rewarding jobs). The
assembly line has

Ngi lao ng
n v i khi h
vui lng. H a ra
cc quyt nh
quan trng trc
y c thc hin
bi cc ng ch. B
th c bi b
(v cho cng vic
b ch hn). Cc

been abandoned, as
have economies of
scale like buying
components in bulk.
A quarter of
employees fix their
own salaries and
soon everyone will.
The workers decide
how much of the
profits to share and
how much to invest.
Many of the rest are
encouraged to work
from home or set up
their own small
companies.
Employees
reorganize their

dy chuyn lp rp
b b ri, c nn
kinh t quy m
ging nh mua cc
thnh phn vi s
lng ln. Mt
phn t ca nhn
vin sa cha tin
lng ca ring
mnh v ngay tt c
mi ngi s. Cc
cng nhn quyt
nh c bao nhiu
li nhun chia
s v bao nhiu
u t. Nhiu phn
cn li c
khuyn khch lm
vic t nh, hoc

factories and choose

new sites for
development. Central
computers have
been consigned to
oblivion along with
rows of unnecessary
filing cabinets.
Memos must be
confined to one
page. There are no
controls over
expenses or
business travel.
There is a reception
desk, but no
receptionist. The
boss doesn't even
have his own desk

thit lp cc cng
ty nh ca ring
ca h. Nhn vin
sp xp li cc nh
my ca h v
chn cc trang web
mi pht trin.
My tnh trung ta
6m c a
vo qun lng cng
vi hng t h s
khng cn thit.
Bn ghi nh phi
c gii hn
trong mt trang.
Khng c kim
sot v chi ph
hoc kinh doanh du
lch. C mt bn

and has to make his

own tea.
The company,
Semco, located in
Sao Paulo, Brazil,
makes pumps,
dishwashers and
cooling units. It has
been crawled over by
the media and
hundreds of curious
corporations
including 150 of the
Fortune top 500
companies in the US.
Semco has
increased profits
fivefold to nearly $3
million on sales

tip nhn, nhng

khng c nhn vin
tip tn. Sp khng
c bn ca mnh v
pha tr ring
ca mnh.
Cng ty, Semco,
nm Sao Paulo,
Brazil, lm cho cc
my bm, my ra
chn v cc n v
lm mt. N
c thu thp
thng tin trn cc
phng tin truyn
thng v hng trm
t m ca cc tp
on bao gm 150
ca Fortune 500

approaching $30
million (after allowing
for inflation despite
the hyper-inflationary
background of the
national economy). It
exports 23 per cent
of output.
Productivity has risen
sevenfold and the
company is free of
debt.

cng ty ti M.
Semco tng li
nhun gp nm ln
gn $ 3 triu vo
vic bn hng n
gn $ 30 triu USD
(sau khi cho php
lm pht mc d
nn siu lm pht
ca nn kinh t
quc gia). N xut
khu 23% sn
lng. Nng sut
tng gp by v
cng ty l ca n.

3 Answer these questions:

1 What products does the company make?

Pumps, dishwashers and cooling units.

2 How have the profits of Semco developed recently?

Nearly $3 million
3 What is the sales situation?

Sales approached $30 million

4 What happens to its output?

It exports 23 per cent of output.

5 How would you describe Semco's financial situation?

The company is free of debt.

B 3 You'll hear a radio discussion in which a business consultant, Robert, and an industrial correspondent, Jane,
are asked by the radio programme host what they think about the company.
1 Listen to the recording for the first time and tick which of the following general topics are mentioned:
BUREAUCRACY at work.
staff promotion systems
management elections by the workers
the design of Semcos factory bildings
the success of large corporation,
5.5 B2 autocracy US noun
1 [U] government by a single person or small group that has unlimited power or
authority, or the power or authority of such a person or group
2 [C] a country or society which has this form of government
Transcript |5 minutes 10 seconds|
Charles: ... Jane. I wonder if you could tell us what
... Jane. Xin cho bit Ricardo Semler ang n lc lm
Ricardo Semler is trying to do?
g?
Jane: Well. sure. Semler wants to introduce real
... Semler mun a ra c ch dn ch thc
democracy in the workplace. That's the essence of his
s ti ni lm vic. l ct li cho trit l ca
philosophy. It's the end of the party for Henry Ford's
ng. L ngi ng h cho cch t chc sn
assembly line, he would argue: He gives it at the most a xut dy chuyn ca Henry Ford, ng y lp
hundred years. That means it still has 15 or 20 years to
lun: ng s mt ti a 100 nm thc hin.
go. It's collapsing slowly. And the giant corporations we
Nh th c ngha l cn 15 hay 20 nm na
knew this century are coming to an end.
thi. Nhng trit l y trn sp . V
Charles: Robert, would you like to comment on this?
nhng cng ty khng l m chng ta bit vo
Robert: Yes. I think it needs to be stressed that autocracy th k ny ang ph sn.
is the main problem afflicting all these companies. In
... Robert, anh c kin g v vn ny?
countries like America, Britain and Brazil, people are all
... Vng. Ti ngh rng c on l vn
very proud of their democratic values in public life, and
chnh tc ng xu n cc cng ty ny.
rightly so. But as Semler himself says, he has yet to see
a democratic workplace. We are being held back by a
system that doesn't allow democracy into business or
into the workplace...
Jane: If I could just add a related point there concerning

bureaucratic structures. Getting rid of seven layers of

management bureaucracy is the real key to Semco's
success. This went hand in hand with the introduction of
genuine democracy. Managers - including 'senior who is
one of six 'counsellors' who rotate in the job of chief
executive are rated regularly by their employees. Every
manager gets points from between one to a hundred
from his staff, anonymously. This happens every six
months. when a new budget is set. If managers regularly
fail to come up to expectations, they give way or are
pushed out. One long-serving manager, who used to
score 86 out of 100, has dropped down to only 51. What
will happen to him is uncertain. Charles: Surely, this
means that the workforce watches the management
closely all The time, instead of getting on with their work?
Robert: Yes, But evaluating the boss was just the first
step. The big break came when people were allowed to
elect their own boss. In Sender's view managers
imported from outside the company are bad news. Stall
who are truly involved in the financial success of the
facfory are realistic about choosing future bosses.
Charles: June, can this system really work?
Jane: Absolutely! And III lell you why. You see. the fact
that emptoyees are free to come and go as they like, or
work from home, or become a consultant, means that
they dont take advantage of the situation. They
recognize the responsibitity that comes with controlling
their own futures. And as several reports show. it
appears to be a happy place to work, with very tow staff
turnover and a tong waiting list of people applying for
jobs there.
Robert: As Jane's ahead said, what has happened is that
Scntvn has got rid of the old pyramid structure of
bureaucrats, together with their power symbols. So
secretaries and parking spaces have gone. The
organization now consists of three concentric circles, an
inner one 'of six vice-presidents (including Sender),
surrounded by a second circle of up to 10 leaders of the
business units, and the outer one which includes
everyone else - they're called associates'. Just walking
around the facfory there's no way of distinguishing the
high earners from the tow earners because workers wear
what the\ like and hardly anybody has a desk. Charles:
Of course, the major question people have been asking
is whether the Semen experiment is transferable'.' For
instance to other types of company and other countries'.'
Jane: Yes. that is the big question. In some parts of
Europe emptoyees already do participate actively, but in
these cases there seems to be a 'special facfor' to
explain their success. For example, the Mondragon
cooperatives in Northern Spain, which are ctosely lied up

w ith the Basque culture, or the benevolent former

owners in employee-owned companies in several other
countries.
Charles: Still Semco must be taken seriously. A company
that can siiivivc more than a decade of Brazit's inflation
can't just be ignored, can it Robert ?
Robert: No. no, it certainly can't. But there is one area. I
believe, where this model won't work. Transferring the
model to a large corporation like IBM or General Mofors
doesn'l have much hope of success, as tong as giving up
control means bringing information out in the open. And it
is precisely information, or the lack of it. which represents
power in such organizations. Or as their critics would
say. those are the reasons they will go to the wall!
Charles: At any rate a few smaller companies have tried
to directly copy. Sender's example. And if the hundreds
of managers who visit Sender's shop ftoor are any guide,
there is a considerable appetite oul there tot making
Western capitalism more civilized. Would you agree.
Jane?
Age; That certainly appears to be the case and yet I
suppose the probabitity of this happening quickly is very
small. As the British journalist Victor Keegan puis it:'Thc
trouble is that the corporate world is run by people not
exactly Willing to tose their parking lots, let atone to
subject themselves to month 1) scrutiny by people
whom, currently, they can hire and fire.
Corporate managers dont yel took in a hurry to commit
mass professional suicide!
2 Listen carefully for a second time and mark whether the statements below are true or false B:
1 The industrial assembly line system has a further 100 years' life in it.
2 Democratic values of public life are limited in some countries.
3 Managers are evaluated by their employees.
4 Managers from outside the company are always welcome.
5 Employees have developed a sense of responsibility.
6 The associates just walk around the factory doing what they like.
7 Many companies have not survived the high inflationary period.
8 IBM has not been able to control the information flow in the company.
9 Hundreds of companies have been following Semco's example.
10 Corporate executives are eager to try out new ideas.
C 1 Work in small groups
Ask the other members of your group what they think of these opinions about how work is organized. Decide which of
the points you can agree on.
^ YouViay find some of these expressions useful.
1 People. Wortdnj in iusiness skwW be. foW vM to dc and shooU da it vJi&ojt osto'nj (joesffons.
z Er^plams Wont to be, numind as people. */ith their c^/n (pe/Sonal) netck. I i rJnnplgjttS U/t to i* fwud fo w*rf<j
ofk/Wist, theu, art just IMU.
4 fVWy/s nW to doselj conrrtJ *>W e/wplajus <AJ.
5 ftloiogjj wtonfs ftsponsiiiliflj at- i/cv(c

6 If there, art. problems to ie. ScW, e>/enjiaA| shooW it asW tW opinion itftrt. anijfhinj is dent.
Agreeing and disagreeing
If you want to agree with someone you can say: That's exactly what I think.
That's a good point.
Quite right, I couldn't agree more.
That's just what I was thinking.
I agree entirely.
Yes, I'm all in favour of that.
It's often considered rude or aggressive to say 'You're wrong' or 'I don't agree with you'. It's more polite to disagree
with someone by saying:
I see what you mean, but... I don't think it's such a good idea .. That's true, but on the other hand . I don't quite agree
because ... Maybe, but don't you think ...?
2 Join another group Ask the other group what they have agreed on. Then discuss these questions:
How authoritarian or co-operative should managers be?
How democratic should the workplace be?
5.6 Women's work
A Work in pairs Think about the types of jobs people have in your country.
Make two lists:
PRESENT JOBS: jobs which many women now do, but which their mothers did not do in the past
PAST JOBS: jobs which their mothers' generation used to do, but which few women do now
And note down three REASONS why you think the changes have taken place.
Present jobs
Reasonsfor duuujes 1
B Work in groups Compare your lists and reasons with another pair. Then discuss these questions:
Do you agree on the reasons why the changes have taken place?
What sort of changes have taken place in the relationships between men and women at work?
What further changes do you expect and would like to see?
How have working conditions for women improved recently?
How do they still need to be improved further?
Q Work in groups Look at the cartoon strip and then discuss these questions: What would it be like ...
... if all the bosses in your place of work were women? ... if all the secretaries were men? ... if all the manual workers
in your firm were women? ... if all the receptionists were men?
S.6 Women's work
UNIT 6: INTERNATIONAL TRADE
6.1 Exchanging information
A > In the recording a customer, Mr Rusconi, and a supplier, Mr Garcia, are talking on the phone. You'll hear TWO
versions of this conversation. Decide which of these words describe the IMPRESSION the two men give in each version
of the conversation.
friendly informal helpful aggressive formal hostile polite impatient
Listen to the two phone calls again. How does each speaker make himself sound more friendly and helpful in the
second call?
6.1 A 3 Transcript [3 minutes|
First version of" the conversation
Rusconi: Rusconi.
Gareia: Hello, this is Al Gareia.
Rusconi: At last! When can I we expect the next
consignment in our warehouse
Gareia: I.ale Thursday or early Friday, depends on the

iralfic and the weather. When vv itl you accept deliveries?

Rossini: Up to 4 pm and from 7.30 am. Whose trucks are
delivering the goods?
Gareia. Two of ours, and the others are on hire from
Alpha Transport.
Rusconi: How do you spell Alpha?
Gaicia: A-I.-P-HA
Rusconi: How many trucks Will be coming"'
Gareia: Five.
Rusconi: Will they arrive all on the same day?
Gareia: Two Will sel off half a day early, so the) should
arrive Thursday. The other three Will arrive towards
midday Friday. How tong Will it take to untoad each
truck?
Rusconi: Ahout an hour. We can't untoad more than two
al a time, you know .
Gareia: I want to know what happens if one truck arrives
laic. Can you untoad it on Saturday?
Rusconi: I don't know. Our warehouse manager would
know.
Gareia: What's his name'.'
Rusconi: Mr. Ferrari.
Gareia': What's his number
Rusconi: 345 9X00 extension 71
Gareia: Goodbye.
Rusconi: Goodbye.
Second version of the conversation
Rusconi: Jupiter Products. Ton) Rusconi speaking.
Gareia: Hello, this is Al Gareia.
Rusconi: Helto. Mr. Gareia. How are you ?
Gareia: Fine, thanks. I'm phoning about our delivery next
week.
Rusconi: Ah. yes. good. I was just about to call you.
Fr... could you tell me when we can expect the
consignment to arrive in our warehouse ?
Gareia : Yes, as far as I know, the trucks should arrive
late Thursday or early Friday, it depends on traffic and
weather. Er.., what time Will you accept deliveries
Rusconi: The latest time we can start untoading is 4 pm.
bin... bin we can start as early as 7.30 am. Er... could
you lej| me whose trucks are delivering the goods?
Gareia: Yes, certainly. Two of them Will be ours, and the
others are on hire from Alpha Transport.
Rusconi: l.el me just make a note of that. Fr... can you
tell me how you spell Alpha'.'
Gaicia : Yes, of course. It\A-L-P H-A.
Rusconi: Fine. A... and I'd also like to know how many
trucks Will be coming.

Gareia: Ah... there Will be five altogether.

Rusconi: Can you icll mc if they Will arrive on the same
day?
Gareia: I'm not entirely sure, mit... cr... as two Will be
setting off hall a day early, they should arrive Thursday.
Br... the other three Will arrive Inwards midday Friday.
Could you let me know how tong it Will take to untoad
each truck?
Rusconi: Yes. cr... each truck Will take about an hour.
Er... I Ihink vou should know that we can'l untoad more
than Two trucks al time.
Gareia: I see. well, thanks for Idling me know that. Er... I
wonder it vou can Icll mc what'll happen if one of the
trucks arrives lalcr and can'l untoaded on Friday? Do you
know if it can be untoaded on Saturday? Rusconi: I'm
afraid I dont know. it might have to wait titl Monday. Er...
you'd have to ask our warehouse manager abotu that.
Gareia: Could you just remind me what his name is
again?
Rusconi: Yes, of course. He's... er... Mr. Ferrari.
Gareia: Ah. and... cr... can... can you tell me his number
Rusconi: Yes. it's -345 9X00 extension 71.
Gareia: Good. Thank you very much. It's.... it's nice to
talk to you. Goodbye.
Rusconi: Bye now. Mr. Gareia.
B Work alone Highlight the expressions that you think are most useful. What other similar expressions can you add
to each balloon?
If you require some information I "-;-~~
,,.,,.,. I Could you tell me if/ when I how much I why
yOU Cdlt Say.
/ wonder if you could tell me I'd like to know... I'd like some information about..
Or you can write:
We require the following information ... Please let us know whether/when/how much
When someone gives you some information you can comment or reply:
Oh, I see.
That's interesting. Thanks for letting me know.
If someone asks you for information you can reply:
As far as I know,...
Well, (in confidence,) I can tell you that...
I'm afraid I don't know. I've no idea, I'm afraid.
I don't have that information available just now, can I call you back? I'm not sure, Til have to find out. Can I let you
know tomorrow? I'm afraid I can't tell you that, it's confidential.
If you want to give someone some information you can say:
I'd like you to know that... I think you should know that. Old you know that...?
Or you can write:
We should like to inform you that ... Here is the information you requested
If someone hasn't given you enough information you can say:

Could you tell me some more about...? I'd like some more information about... I'd also like to know... When I How
much I Why exactly ...? There's something else I'd like to know... Can you give me some more details about...?
C Work in pairs One of you should look at File 12, the other at 44. Imagine that you're on the phone. You each have
a copy of the same price list - but both copies are partially illegible! You'll need to ask questions to find out the
missing information. Before you make the call, look again at the phrases above.
Imagine that you work for the same company, but you don't know each other well. So you should speak politely to
each other.
DV When you're giving someone an important piece of information, it's best to follow this rule: 'Speak clearly and
slowly'.
Unfortunately other people may not follow this rule! You'll hear various people asking for information - and all of them
speak undearly or quickly. Decide what each person wants to know and choose the correct alternative below.
1 The first person wants to know if the check-in time of the flight is ...
4.15 4.50 0 4.55
2 The second person wants to leave a message for ...
Mr Geoffrey Mr Geoffreys Mr Jeffrey Mr Jeffreys
3 The third person wants to book some theatre tickets. He wants ...
2 seats on July 3rd 3 seats on July 2nd 2 seats on July 2nd
3 seats on July 3rd
4 The fourth person wants to know if she can change to ...
a double room from the 29th a single room from the 29th a single room from Friday
5 The fifth person wants you to tell his agent in Greece to call him on ...
23983 before 3 28393 after 3.30 29383 before 3 23893 after 3.30 TWO of these four answers are correct!
6 The sixth person wants to know if there is...
a party for delegates at the conference
a cheap party rate for delegates at a conference
7 The seventh person wants to know ...
Mr Wilson's room number if Mr Wilson is in room 405 if Mr Wilson will be back at 4.05 if Mr Wilson left the
hotel at 4.05
8 The eighth person wants to know how long it takes to get to the airport...
by car by train by taxi
6.1 D Transcript |2 minutes 10 seconds|
1. Good morning. Erm...l've got to ...er I've got to fly. to
Rockford Monday and I've. uni.. I've left my liekcl in my
room. I ihink the check-in time is 4.50. h... h... But I'm not
entirely sure. Could you check this for me. please?
2. Good morning. I've Iricd calling Mr Geoffrey's room bin
there's no answer, so I suppose he's oul. I've written a
note for him. and I wonder if you could give this to him.
It's for Mrs... Mr Geoffrey, that's Geoffrey. C-0... G-E-0-PF-R-E-Y. OK?
3. Can you reserve theatre tickets for me for the
performance on July 2nd. and charge them to my credit
card'.' No, wait I gave you the wrong date! Ha' I need two
tickets for July 3rd. OK?
4. I've booked a room for the whole of this week in The
name of Sanders. The thing is on the 29th. that's the
Friday; I'd like -to change from a single and have a
double instead ll that's possible.
5. I'm expecting a call from our agent in Greece this

morning. II he calls could you ask him to call mc on

239X37 I'll he there litl about 3. Alter that he can get me
on 2X393 from aboui hall pasi Three.
6. Could you possibly icll me it theie is a special parly
rate for delegates al conferences? I know I read this
somewhere, bin I'm not sure where.
7. I warned to speak to Mr. Wilson, He said he'd he back
in his room by This afternoon. Now. it's 405. I think. Is
that right?
8. I need to get to The airport by 7.30 This evening. I've
probably got plenty of time But as I'll be oul in the
eastern suburbs I can'l take the airport bus. So how long
does it take by cab. would you say?
E Work in groups Find out about the international business of the firms your partners work for (or firms they have
worked for in the past, or in their work experience):
How much of the company's business is with foreign countries?
What proportion of their suppliers are foreign?
What proportion of their customers are foreign?
If these proportions are different, why is this so?
Why is trade with foreign companies more difficult than trade with domestic companies?
"Honesty js the best policy, Fernbaugh, but it's not company policy."
6.2 Making enquiries
Your role
Work in pairs You and your partner have just joined the Buying Department of BROADWAY AUTOS. Read this
information about the company:
o
BROADWAY
Getting about is so much easier!
Broadway delivery vehicles lead the way
About Broadway Autos
BROADWAY AUTOS is a subsidiary of Broadway International Inc. of Portland, Oregon. BROADWAY manufactures and
markets two types of battery-driven electric vehicles: short-range delivery vehicles and one-person cars for disabled
people. The vehicle bodies are manufactured in BROADWAY'S own factory, but all other components including electric
motors, batteries and wheels are bought to two months' stock and assembled in the factory. Over the years
BROADWAY has built up a good relationship with its suppliers, most of whom have been working with them for many
years.
A 1 Listen to Fred North, your boss, talking on the phone. Make notes on the call. Compare your notes with your
partner's.
6.2 A 1 Transcript 11 minute I
Mr. North: ... Oh, yeah, we had a really good time up the
mountain. Yeah, nice of you to take us up. nice of you.
Er... I know what I wanted to ask you: have you had any
dealings with Areolitc '.'... Uhuh. oh. that can'l he line.
Areolitc Batteries ?... Yeah, But they've been doing real
well... Well, if you got this from him. I guess... er... I
guess there must be some uuih in it... Yeah. we... we
kind of depend on them, they've been supplying us for...
for quite a tong time now... No. they're our... er... sole

suppliers. Hmm. Well thanks for the lip. I'll... I'll ... get my
new assisiants to investigate... Sure. Nice talking to you.
Goodbye. Frit/.
2 While Mr North is at lunch you notice this article in today's paper. Decide together what you will say to Mr North
when he gets back from lunch.
Arcolite to close Winterthur factory
ARCOLITE ELECTRIC AG have announced 200 redundancies at their long-established factory in Winterthur,
Switzerland. Production will continue at their main plant in Lausanne, according to the announcement.
Arcolite's Director General, Dr Franz Andres, told our reporter: "This represents a rationalization of our resources. We
shall be creating 50 new jobs in our
Lausanne plant. We have been wanting to expand on our Winterthur site for some time now, but this has finally
proved to be uneconomic. I can assure our customers that there will be no interruption to supplies and we have
sufficient stock to fill our current order book."
Arcolite shares fell from SF 3.220 to 2.975 on the Zurich Exchange after the announcement.
B To be on the safe side, Mr North wants you to find out about other suppliers. While he is away on a ten-day trip,
you will be in charge. No local firms can supply the product, so you will have to contact possible suppliers abroad and
ask for quotations.
Read this letter from Mr North to Jacques Roget, an old friend in the battery business. Decide what changes you
would need to make if you were sending the letter to a business acquaintance, instead of an old friend like Jacques.
OBROADWAY AUTOS
444 Prince Rupert Avenue, 62008 Hentzau, Ruritania TELEPHONE 77 1473 88999 (8 lines) FAX+771473889765
http://www.broadway.ni j
Jacques Roget Rex et Cie
34 rue du Professeur Nicolas 35009 Clermont Ferrand France

3 November 20_
Dear Jacques, lightweight batteries
I'm writing to you because we've been having a bit of trouble with one of our
suppliers who makes the lightweight batteries we use to power our vehicles.
I'm pretty sure you don't have a local distributor of your products in this
country, which is why I'm writing to you direct to see if you can | help us
out. I did try to call, but you weren't available.
We require 4,800 units and delivery must be completed by 15 January 20_.
A full specification of our requirements is given on the attached sheet,
together with our technical brochure.
I'd appreciate it if you could quote us your best OF price, giving a full
specification of your product ! and shipping date. Of course our technical
department would need to have some samples of the batteries to test in our
laboratories before we could place a firm order.
We usually deal with new suppliers on the basis of payment in our currency
by confirmed irrevocable letter of credit.

Assuming the lab tests go well, and you can quote us a competitive price,
we'd certainly be able to place more substantial orders on a regular basis.
I'll be out of the office for a couple of weeks from tomorrow. In the
meantime, do get in touch with one of my assistants if you need any more
information.
Looking forward to hearing from you.
Give my regards to Jeanne and the kids.
Best,
Fred A. North, Buying Manager
Enclosed: specification and technical brochure
Dear Jacques, lightweight batteries
I'm writing to you because we've been having a bit of
trouble with one of our suppliers who makes the
lightweight batteries we use to power our vehicles. I'm
pretty sure you don't have a local distributor of your
products in this country, which is why I'm writing to you
direct to see if you can help us out. I did try to call, but
you weren't available.
We require 4,800 units and delivery must be completed
by 15 January 2011. A full specification of our
requirements is given on the attached sheet, together
with our technical brochure.
I'd appreciate it if you could quote us your best OF price,
giving a full specification of your product ! and
shipping date. Of course our technical department would
need to have some samples of the batteries to test in our
laboratories before we could place a firm order.
We usually deal with new suppliers on the basis of
payment in our currency by confirmed irrevocable letter
of credit.
Assuming the lab tests go well, and you can quote us a
competitive price, we'd certainly be able to place more
substantial orders on a regular basis.
I'll be out of the office for a couple of weeks from
tomorrow. In the meantime, do get in touch with one of
my assistants if you need any more information.
Looking forward to hearing from you.
Give my regards to Jeanne and the kids.
Best,

Jacques thn mn, pin nh ti ang vit cho

bn bi v chng ti c mt cht rc ri vi
mt trong nhng nh cung cp ca chng ti
nhng ngi lm cho pin nh, chng ti s
dng cung cp nng lng cho xe ca chng
ti. Ti chc rng bn khng c mt nh phn
phi a phng ca cc sn phm ca bn
t nc ny, l l do ti sao ti ang vit
cho bn trc tip xem nu bn c th | gip
chng ti. Ti c gng gi in thoi, nhng
bn khng c sn. Chng ti yu cu 4.800 n
v v giao hng phi c hon thnh bi 15
Thng 1, 2011. Mt c im k thut y
cc yu cu ca chng ti c a ra trn t
km theo, cng vi ti liu k thut ca chng
ti. Ti nh gi cao n nu bn c th trch
dn chng ti tt nht ca gi, a ra mt c
im k thut y cc sn phm ca bn! v
vn chuyn ngy. Tt nhin b phn k thut
ca chng ti s cn phi c mt s mu ca
pin kim tra trong phng th nghim ca
chng ti trc khi chng ta c th t hng
cng ty. Chng ta thng i ph vi cc nh
cung cp mi trn c s thanh ton bng tin t
ca chng ti bng th khng th thu hi xc
nhn tn dng. Gi s cc xt nghim trong
phng th nghim tt, v bn c th bo cho
chng ti mt gi c cnh tranh, chng ti chc
chn mun c th t hng nhiu hn ng k
trn mt cch thng xuyn.

Ti s c ra khi vn phng mt vi tun k

t ngy mai. Trong khi , nhn c lin lc
vi mt trong nhng tr l ca ti nu bn cn
nhiu thng tin hn. Mong mun c nghe t
bn. Cho v Jeanne v nhng a tr. Tt nht,
C Work in pairs Draft a short letter explaining your requirements, to be faxed to other battery companies. Your letter
should be written in a more formal, impersonal style than Mr North's.
1 Introduce your firm and its products to the reader:
We are ...
2 State the purpose of your letter:
We are seeking a supplier of ___
3 Include a description or specification of the goods you require:
A full specification of our requirements is given on the attached sheet.
4 Explain what you want the recipient to do:
Please quote us your best price and shipping date.
Before placing an order we would need to examine samples of the
product.
5 State your terms and methods of payment:
We usually pay by confirmed 60-day irrevocable letter of credit.
6 End on an optimistic note and request an early reply:
There is a good prospect of our placing regular orders if ... We hope to be able to place further orders with you if ...
We look forward to receiving an early reply.
^ When you have written your first draft, show it to another pair. Look at their letter and consider these points:
Does it cover all the essential points? Is it clear, concise and courteous?
Does it sound natural and sincere? Will it create the right impression?
Is it the kind of letter you'd like to receive yourself?
D Richard Duvall, your Production Manager, has suggested that you call his friend Jim Dale, the Sales Director of
Dale 8c Sons Batteries in Manchester to ask him for a quotation.
Role-play the phone call:
Student A will play the role of Mr Dale. Look at File 13 for more information. Student B will play the role of Mr North's
assistant. Before you make the call, note down the questions that you want to ask Mr Dale.
Dale & Sons
are proud to announce their
OQOO 0000000
^ zinc cadmium power pack
^e *2PV li^twei^ht battery for electric-powered vehicles Dale Batteries: the original and still the BEST
E The next day, in answer to one of your enquiries, you receive the fax on the next page. You've added your own
notes in red ink. Read this information and then discuss the points below.

Artemis Batteries
33 Princess Flavia Square, Zenda
Telephone: 98 45 8 Fax 448908
Mr Fred North
Purchasing Manager

Broadway Autos
Hentzau, Ruritania
9 November 20_
Dear Mr North,

Thank you very much for your enquiry. We are of course

very familiar with your range of vehicles and are pleased
to inform you that we have a new line in batteries that fit
your specifications exactly.
The most suitable of our products for your requirements is
the Artemis 66A Plus. This product combines economy
with high power output. It is available now from stock.
I enclose a detailed quotation with prices, specifications
and delivery terms. As you will see from this, our prices
are very competitive.
I have instructed our agent Mr Martin of Fillmore S.A. to
deliver five of these batteries to you next week, so that you
can carry out the laboratory tests. Our own laboratory
reports, enclosed with this letter, show that our new
Artemis 66A Plus performs as well as any of our
competitors' products and, in some respects, out-performs
them.

If you would like further information, please telephone or

fax me: my extension number is 776. Or you may prefer to
contact Mr John Martin of Fillmore S.A. in Hentzau: his
telephone number is 01 77 99 02.
I look forward to hearing from you,
Yours sincerely,

Dear Mr North,

Knh gi ng Bc, Cm n bn rt nhiu v yu

cu ca bn. Chng ti tt nhin rt quen thuc
Thank you very much for your enquiry. We are of course vi phm vi ca bn cc loi xe v hi lng
very familiar with your range of vehicles and are pleased thng bo cho bn rng chng ti c mt dng
to inform you that we have a new line in batteries that fit
mi trong cc loi pin ph hp vi thng s k
your specifications exactly.
thut ca bn chnh xc. Thch hp nht ca
cc sn phm ca chng ti cho cc yu cu
The most suitable of our products for your requirements
is the Artemis 66A Plus. This product combines economy ca bn l Artemis 66A Plus. Sn phm ny kt
hp kinh t vi sn lng in cao. N c sn
with high power output. It is available now from stock.
t c phiu. Ti gi km theo mt bo gi chi
tit vi gi c, thng s k thut v cc iu
I enclose a detailed quotation with prices, specifications
and delivery terms. As you will see from this, our prices
khon giao hng. Nh bn s thy t ny, gi
are very competitive.
ca chng ti l rt cnh tranh. Ti hng
dn i l ca chng ti, ng Martin ca
I have instructed our agent Mr Martin of Fillmore S.A. to
Fillmore SA cung cp nm loi pin ny cho
deliver five of these batteries to you next week, so that
bn, bn c th thc hin cc xt nghim
you can carry out the laboratory tests. Our own
phng th nghim. Bo co ring, phng th
laboratory reports, enclosed with this letter, show that our
nghim ca chng ti km theo l th ny, cho
new Artemis 66A Plus performs as well as any of our
thy rng Artemis mi 66A Plus ca chng ti
competitors' products and, in some respects, outthc hin cng nh bt k sn phm ca i
performs them.
th cnh tranh ca chng ti, v trong mt s
If you would like further information, please telephone or kha cnh, trong thc hin chng. Nu bn
fax me: my extension number is 776. Or you may prefer
mun bit thm thng tin, xin vui lng in
to contact Mr John Martin of Fillmore S.A. in Hentzau: his thoi hoc fax cho ti: s phn m rng ca ti
telephone number is 01 77 99 02.
l 776. Hoc bn c th thch lin lc vi
ng John Martin ca Fillmore SA Hentzau: s
I look forward to hearing from you,
in thoi ca mnh l 01 77 99 02. Ti mong
mun c nghe t bn, Trn trng,
Yours sincerely,

Decide what you should recommend to Mr North when he returns:

Should you argue the case for having more than one supplier? Or should you have a sole supplier?
If Arcolite agree to drop their price to the same level as Rex, should you then stick with Arcolite as sole supplier?
Or should you favour Artemis? Or did your conversation with Mr Dale persuade you to favour Dale 8c Sons?
6.3 Answering enquiries
A 1 Imagine that you and your partner work in the export department of AntiSpy Products. It's your job to answer
enquiries about your products. First, read this advertisement for your products:
Are you AFRAID... t
...that someone has planted a bug somewhere in your office?
The battery-driven Antifpy CJ 4000 P will detect any eavesdropping devices within 20 feet. It looks just like a
Walkman and costs only $359.
...that people may overhear your
...that spies outside your building can "read "your
confidential phone computer screen? (Yes, it can calls? and does happen-we
ourselves sell equipment that can do this!)
The Anlif py Lfi 44 "Octopus" portable telephone scrambler can be used anywhere in hotel rooms, phone booths,
etc. Disguised in an ordinary executive briefcase, it costs only $299.
Fit the NEW Antifpy SP 700 computer screen protector to each PC or workstation and you can stop worrying. The
SP 700 fixes to any monitor and acts alsi as anti-reflection Alter.
Special introductory price till
May 1st while stocks last: $199 per unit or $499 for six. (Regula price $299)
All our prices are carriage paid by air.
full no-argument money-back warranty on all our products. Send $50 for catalog. Refundable against purchase. All
major credit cards accepted.
(IntiJpu Product/, 333 Rnsedalf Drive, Bakersfield, CA 93002. USA Telephone: 555/453 9000 Fax: 555/453 9937
2 Now look at these notes. They give some ideas for a 'typical' answer to an enquiry by letter, fax, e-mail or phone or even to a personal enquiry.
Is there anything you'd add to these notes - or anything you wouldn't include?
1 Thank the customer for their interest in your product(s) and confirm tha; you r an (or can't) help.
2 'Sell' your product and explain how it is suitable for your customer's needs.
3 Say that you're sending a catalogue, price list, advertising literature, et.
4 Explain how the customer can get 'hands-on' experience of the product:
offer to send samples or get a rep to visit with samples/demo;
state the location of distributor's showroom ne" ......
announce an exhibit at a fort1-- '
5 QUOTE:
exacoy what you are selling: amfirm me specrftratiOT ^
prices in buyer's or another hard currency, including terms of delivery (CIF, DDR FOB, etc.) and validity:
Total: 3,450 US dollars CIP.
The prices shown in this offer are valid for a period of 60 days from the date hereof.
discounts: for cash/bulk, etc.;
terms of payment cash with order / open account / letter of credit, eta.*:
Payment by irrevocable letter of credit in US dollars on a United States bank, allowing part-shipment, transshipment
and house bills, and valid for 90 days from order date.
Payment with order by banker's draft or cheque on a US bank. shipping date:
The goods will be ready for shipment 3 to 4 weeks from receipt of your written order and confirmation of your letter of
credit.
6 End on an optimistic note and encourage the rjustomer to phone, email or fax you personally for more information.

* Terms of payment are covered in more detail in Unit 7.

3 Here is a printout of your current stock position and prices. You'll need to refer to this again during the activity.
AntiSpy Products Inc.
rr
f Inventory position and prices April 7,20_
r
JJt 44 "DCTOPBy TILEPTOIIE SCMMBliB
Stock no: 9
list price: $299 [IF Discounts: 5* 20% 10. 25% Note: Customer must acquire import license for this product
(CCCN0303 8100)
a 440 SCREEH SPY
list price: $2950 FOB airport
Available to special order only, cash with order. Customer must provide import license ([fill 410? I Ready for shipment
date: 12 months from date of order
[J 4000P BD6 KTECT8K
C Stock not: 45
Hext delivery to warehouse: luit 15 Quantity: 100 r
List price: $359 [If Discounts: 5+ 20% 10. 25%
r
Next deliuery to larehouse: Dug 15 Quantity: 300 <~
SP 700 SCREEH PROTECTOR
Stock no: 75
Kext delivery to warehouse: May 30 Quantity: 500 list price: $239 [IF
r
Offer price to May 1st: $199 $499 for six
Notes: Customer must specify size and make of screens to be fitted Normal discounts do not apply before May 1st
B Work in pairs Using the information given in the advertisement and the printout in A, draft replies to Enquiries #1
and #2.
After you have written each draft, show it to another pair and discuss these questions:
Does it cover all the essential points? Is the information correct?
Is it clear, concise and courteous? Does it sound natural and sincere?
Will it create the right impression?
Is it the kind of letter, e-mail or fax you would like to receive yourself?
Enquiry #1
Please send your catalog and charge my American Express Card #667589980 - Expiration date August 15, 20_.
Regards Hanson, IhUj* 3* r **U**
s
Johnson Oil, Brisbane, Australia *WtA pr .Wo- fc*f au* *> W
%iO uUi bt 6iuait6.fro* gour furr^Att
Enquiry #2
y
Do you supply a portable listening device detector? Is this available from stock? Please quote your best DDP air
freight price for five. Vex
Sincerely, tlx cur fiicti ItfUdt tWf puvS
Jose Perez, Andes Mining Co, Bogota, Colombia
iiO UMtXoJr umfUM. VLOff uHUtyt
C Work in pairs You'll hear a phone call: one of your colleagues is on the phone to
Japan. Listen to what he says and alter the inventory position on your printout in A 3.
Then draft replies to Enquiries #3 and #4. Again, get another pair to evaluate each of your drafts.

I would like to know about the availability of a telephone scrambler. If you have one, please let me know the price. Is
this product suitable for both toae dial and pulse dial? Also is it suitable for different voltages? ,
Best. Mary Grahan, ^ ^
yun^*******" _________C*.HH**-+i0
Enquiry #4
fW O/OrWx) far* LvyiS, MjfW vJWtS ^
UAOVJ oicvr- U Sum fitrtafor. Wi mJs
10 jrjr OJStor+tfS of KiS.
6.3 C Transcript 11 minute|
Speaker: AntiSpy Products, good afternoon ... Helto, yes.
Oho. Mr Saito. hi. hi, how are you'.' ... Good, good ... OK.
The LR 44, yes. we've had quite a rush on those and ...
cr ... (here's been a delay on supplies. I'm afraid ... We
only have nine in stock ... Mm ... Oh sure, eighi's ...
eighi's no problem al all. I can get them to you by the end
of the week ... Er ... Will you he able to pick them up al
Narita. as usual'.' ... Fine. line. OK. that's eight items of
product l.R forty n ... four... Thanks very much... You're
very welcome Bye now. Mr. Saito?. Money matters
Work in pairs Now you will have to deal with two more enquiries on the phone. One of you should look at File 14, the
other at 42
The first enquiry concerns this e-mail:
Ve require urgent information on behalf of a customer about your telephone scrambler:
Is the battery pack rechargeable on 110 volt current?
Is it true that its operation can interfere vith other phones in the same building?
Please phone us after 12 noon your time.
Regards, J. Gomes, Agencia Leon, Mexico City
Work in groups or as a class Discuss these questions:
Which of the enquiries was most difficult to deal with? Why was this?
What can go wrong when dealing with enquiries? How can such problems be avoided?
How are the enquiries you've dealt with in your present job (or a previous job) different from the ones you had to do
in this activity?
6.4 Placing and filling orders
Your role
Work in pairs You and your partner work in the Export Department of Sunworld Powerboats. Mr Richardson, your
boss, has found a promising new customer in Central America. Because of the time difference, and because the
customer doesn't use e-mail, you can only communicate with this customer by fax or letter ...
A Today is Friday, 12 July
Look at this quotation, which' you are about to fax to the customer.
Check it through to make sure there are no mistakes. Make any necessary alterations
before you send it.
FROM
+44 1202 777990
SUNWORLD POWERBOATS
TO Naves Lim6n, Puerto Limon, Costa Rica 506 778855
Our Quotation No: 0067 12 July 20.
15,33
Thank you for your enquiry about our PB 5000 30-foot SunVoyager. You asked us to give you our best CIF price for
two of these.

The price for two PB 5000 with specifications as in our 1999 catalogue pages 42-45 is 179,800 (one seven eight
thousand nine hundred) United States Dollars CIF Puerto Limon.
If you require the special stainless steel anchors and chains (our catalogue numbers: 5567 and 8876), the total price
is 187,850 US Dollars.
The goods will be ready for shipment 3 to 4 weeks from the date of your written order. We pack each PB 5000 for
expert in a 40-foot open top container. We understand from our freight forwarders that Cariblines have a scheduled
service to Puerto Limon once a month.
We would appreciate payment by irrevocable Letter of Credit confirmed on a London bank and_valid for 90 (nine)
days from the date of your order. The prices given in this offer are valid for a period of thirty days from the date of this
fax.
We look forward to hearing' fron you.
If you require further information. I shall be pleased to help you personally.
Mr Richards sends his best regards. Best wishes.
Thank you for your enquiry about our PB 5000 30-foot
SunVoyager. You asked us to give you our best CIF price
for two of these.
The price for two PB 5000 with specifications as in our
1999 catalogue pages 42-45 is 179,800 (one seven eight
thousand nine hundred) United States Dollars CIF
Puerto Limon.
If you require the special stainless steel anchors and
chains (our catalogue numbers: 5567 and 8876), the
total price is 187,850 US Dollars.
The goods will be ready for shipment 3 to 4 weeks from
the date of your written order. We pack each PB 5000 for
expert in a 40-foot open top container. We understand
from our freight forwarders that Cariblines have a
scheduled service to Puerto Limon once a month.
We would appreciate payment by irrevocable Letter of
Credit confirmed on a London bank and_valid for 90
(nine) days from the date of your order. The prices given
in this offer are valid for a period of thirty days from the
date of this fax.
We look forward to hearing from you.
If you require further information. I shall be pleased to
help you personally.
Mr Richards sends his best regards. Best wishes.

Cm n bn yu cu thng tin ca bn v
PB 5000 30-foot SunVoyager. Bn yu cu
chng ti cung cp cho bn gi tt nht CIF
ca chng ti cho hai trong s cc. Gi cho hai
PB 5000 vi cc chi tit k thut nh trong cc
trang danh mc nm 1999 ca chng ti 42-45
l 179.800 (mt trong by 8900) la M CIF
Puerto Limon. Nu bn yu cu neo thp
khng g c bit v cc chui (danh mc ca
chng ti s: 5567 v 8876), gi tng cng l
187.850 la M. Hng ho s c sn sng
cho l hng t 3 n 4 tun k t ngy trt t
bng vn bn ca bn. Chng ti gi mi 5000
PB cho chuyn gia trong mt container 40-foot
m. Chng ti hiu t giao nhn vn chuyn
hng ha ca chng ti rng Cariblines c mt
dch v d kin Puerto Limon mi thng mt
ln. Chng ti s nh gi cao thanh ton
khng th thu hi th tn dng xc nhn trn
mt ngn hng London and_valid cho 90 (chn)
ngy, k t ngy t hng ca bn. Cc mc
gi c a ra trong cung cp ny c gi tr
trong mt thi gian ba mi ngy, k t ngy
fax ny. Chng ti mong mun c nghe "t
bn. Nu bn cn thm thng tin. Ti s c
hi lng gip bn c nhn. ng Richards gi
v ca mnh tt nht. Mong c.

B Today is Thursday, 18 July

Look at File 16, where you will see the order from Costa Rica. Check it against your quotation above.
Before you can give a firm shipping date, you will need to get a delivery date from Alpha Marine, your supplier of
anchors. Send them a fax to order two anchors from their catalogue:
3456 Anchor, stainless steel, 120 kg.......................... 135 including delivery

6.4 Placing and lining orders

SUNWORLD POWERBOATS
C Today is Friday, 19 July
Your production manager promises both vessels packed for export in containers on 22 August - if the special anchors
are available.
Look at File 46 to see two faxes: one from Alpha Marine and the other from your freight forwarders.
1 Fax an acknowledgement of the order to Naves Limon:
Confirm the terms of payment and delivery.
Quote a firm shipping date.
Say that you're sending a proforma invoice by airmail today.
2 Draft a short letter to accompany the proforma invoice.
D Today is Friday, 13 September
Two months have passed, you have shipped the goods and by now they should have arrived. Unfortunately, there's a
worrying headline in today's paper:
Hurricane Suzy hits Caribbean
Look at File 71 to see a fax from Costa Rica. Reply to the fax and take any other action you think necessary.
E Today is Friday, 15 November
Look at File 22 to see a memo from Mr Richardson and take appropriate action.
F Today is Friday, 20 December
Fax a short Christmas message to Naves Limon.
G Today is Monday, 23 December
Look at File 52 and take appropriate action.
H Work in groups Discuss these questions:
How do the idealized events in the Sunworld scenario relate to your own real-life experiences of making and
answering enquiries?
What other procedures need to be carried out, which were assumed to have been done in
the Sunworld scenario? )
Think of all the tasks you performed in this activity - which were the most difficult? Why?
"A billion is a thousand million? Why wasn't I informed of this?"

Unit 7: Money matters

7.1 Dealing with figures

B Work in pairs Here are some phrases using numbers in payments.

Decide which of the phrases on the right go with which figures on the
left. 1-k; 2-b; 3-h; 4-d; 5-e; 6-c; 7-j; 8-a; 9-g
1 Invoice No. 508/19G
2 a Gross profit of 14.5 %
3 31 August 1997

A
B
C

three pounds sixty-six

fourteen point five per cent
twenty-six point eight per cent

4 The list price is 41,337

5 profit before interest and tax of E

1,457,000
6 an annual rate of interest of
26.8 %
7 a handling charge of 1 %

F
G
H

8 total interest charges of 3.66 I

9 $673m operating profits
J
k

forty-one thousand three hundred and

thirty-seven
one million four hundred and fifty-seven
thousand
seventeen hundred and ninety-five
six hundred and seventy-three million
the thirty-first of August nineteen ninetyseven
three point six six
one and a half per cent
five o eight stroke nineteen G or five zero
eight oblique nineteen G

Which items are left over? Write them out as figures.

C 1 Listen to the recording and complete the information missing from this report of a company's financial
performance.
LVMH advances in slowing market
LVMH, the French luxury goods group which owns a string of prestige brand names ranging from Louis Vuitton
luggage to Hennessy cognac, saw net profits rise by to FFr 1.29bn
($ ) from FFr
in the first half of the year in spite of the downturn in the luxury products industry.
The group saw overall group sales in the first six months of this year rise by to FFr from
9.26bn in the same period last year.
Operating income showed a marginal increase to FFr from 2.34bn.
Wines and spirits, which have borne -the brunt of the economic slowdown, suffered a fall in sales to FFr 4.44bn from
FFr , while operating profits
slipped to FFr 1.26bn from 1.51bn.
Luggage and leather products were also affected by Japan's instability, but managed to increase operating profits to
FFr from 827m on sales up to
FFr2.33bnfrom2.15bn.
Perfumes and cosmetics benefited from the launch of Dune, a new Christian Dior fragrance, and Amarigc, under the
Givenchy umbrella.
Sales rose to FFr 2.54bn from and operating profits to FFr
330m from
LVMH earlier this week relaunched Miss Dior, one of its classic scents.
2 Work in pairs Use the information you now have to work out the following amounts:
a) the rise in net profits in the first half of the year
b) the difference in overall group sales in the first six months
c) the fall in sales for wines and spirits
d) the increase in operating profits for luggage and leather products
e) the difference in sales of perfumes and cosmetics
D Work in pairs One of you should look at File 17, the other at 47. You'll each have an air waybill, the document that
accompanies air freight, with incomplete figures to fill in. Phone your partner to find out what the missing details are.
Ask your partner to dictate them to you. Your partner will also require details from you.

Cash flow
1 Work in pairs Read this article containing advice on dealing with cash-flow problems.
7.2

1) Decide what sort of people the article is written for.

The article is written for business people, financial executives, or accountants.
2) Which pieces of advice do you find most helpful? Why?
I find the advice No. 1 most helpful because improving credit control can make a world of difference to your
business prospects.
Late payers can kill a business
MANAGING CASH FLOW in the everyday sense is about making sure you have money coming in to
finance the costs of the goods and services you are producing.
If you're a small business, the chances are that for every 100 you owe, others owe you 155. What's
more, you're probably waiting up to 12 weeks to get paid. It's not right. Some business people have very
definite ideas about what should be done to make things fairer.
Improving credit control can make a world of difference to your business prospects. Profit is good, but it's
cash that pays the wages.
So here are ten tips to help you get what's due to you.
1 ASSESS the credit risk of every customer and assign a credit limit to them before any goods are
supplied. Trade and bank references should always be taken up before accepting a customer on credit
terms.
2 STATE the credit terms clearly on each invoice (a pay-by date and details of interest charges).
3 ASK for a percentage of the invoice value in advance as protection against bad debt and to help cash
flow.
4 TRY credit insurance if credit checks do not come up to standard. It's not always available, but it can
provide up to 100 per cent cover on approved debts, guaranteeing payment by a specified date.
5 THINK about using debt collection agencies for smaller debts. Agency fees, usually based on a
percentage, are only payable if the debt is successfully recovered.
6 INVESTIGATE the potential of factoring. Factors purchase
a firm's unpaid invoices, paying up to 70 per cent or more of the face value, but they often only take on the
best customers.
7 MAKE SURE you know the name and department of the person to whom each invoice is being sent.
8 CHECK how long existing customers take to pay - and negotiate new credit terms if they're not meeting
bills on time.
9 OFFER your customers discounts for paying up prompdy when invoiced.
10 FOLLOW UP with a fax to make sure your invoice isnt overlooked, disregarded or left at the bottom of
the pile.

Late payers can kill a

business
MANAGING CASH FLOW
in the everyday sense is

i tng np tr c
th git cht mt
doanh nghip
Qun l dng tin

about making sure you

have money coming in to
finance the costs of the
goods and services you
are producing.
If you're a small business,
the chances are that for
every 100 you owe,
others owe you 155.
What's more, you're
probably waiting up to 12
weeks to get paid. It's not
right. Some business
people have very definite
ideas about what should
be done to. make things
fairer.
Improving credit control
can make a world of
difference to your business
prospects. Profit is good,
but it's cash that pays the

trong ngha hng

ngy l lm cho chc
chn rng bn c
tin n ti tr
cho chi ph ca hng
ho v dch v m
bn ang sn xut.
Nu bn l mt
doanh nghip nh,
c hi c rng i
vi mi 100 bn
n, nhng ngi
khc n bn 155.
Hn na, bn c th
ch i n 12 tun
c tr tin.
l khng ng. Mt
s ngi kinh doanh
c nhng tng rt
r rng v nhng g
nn c thc hin
. lm cho mi th

wages.

cng bng hn.

Tng cng kim
sot tn dng c th
lm cho mt th gii
ca s khc bit cho
trin vng kinh
doanh ca bn. Li
nhun l tt, nhng
l tin tr lng.

So here are ten tips

to help you get what's
due to you.
1 ASSESS the credit
risk of every
customer and assign
a credit limit to them
before any goods are
supplied. Trade and
bank references

V vy, y l
mi li khuyn
gip bn c
c nhng g
do bn. 1 nh
gi ri ro tn
dng ca tng
khch hng v
ch nh mt hn
mc tn dng

should always be
taken up before
accepting a customer
on credit terms.
2 STATE the credit
terms clearly on each
invoice (a pay-by
date and details of
interest charges).
3 ASK for a
percentage of the
invoice value in
advance as
protection against
bad debt and to help
cash flow.
4 TRY credit
insurance if credit

cho h trc khi

bt k hng ho
c cung cp.
Ti liu tham
kho thng mi
v ngn hng
nn lun lun
c thc hin
trc khi chp
nhn mt khch
hng iu kin
tn dng. 2 NH
NC cc iu
khon tn dng
r rng trn tng
ho n (tr tin
theo ngy v
thng tin chi tit

checks do not come

up to standard. It's
not always available,
but it can provide up
to 100 per cent cover
on approved debts,
guaranteeing
payment by a
specified date.
5 THINK about using
debt collection
agencies for smaller
debts. Agency fees,
usually based on a
percentage, are only
payable if the debt is
successfully
recovered.

ph li sut). 3 ASK cho mt t

l phn trm ca
gi tr ha n
trc nh bo v
chng li n xu
v gip dng
tin. 4 TRY bo
him tn dng
nu kim tra tn
dng khng t
tiu chun. N
khng phi lun
lun c sn,
nhng n c th
cung cp ln n
100% bao gm
khon n

6 INVESTIGATE the
potential of factoring.
Factors purchase
a firm's unpaid
invoices, paying up to
70 per cent or more
of the face value, but
they often only take
on the best
customers.
7 MAKE SURE you
know the name and
department of the
person to whom each
invoice is being sent.
8 CHECK how long
existing customers
take to pay - and

c ph duyt,
m bo thanh
ton bng mt
ngy c th. 5
THINK v vic
s dng c quan
thu hi n i
vi cc khon
n nh hn. L
ph c quan,
thng l da
trn t l phn
trm, ch phi
tr nu n c
khi phc thnh
cng.
6 IU TRA
tim nng ca

negotiate new credit

terms if they're not
meeting bills on time.
9 OFFER your
customers discounts
for paying up
promptly when
invoiced.
10 FOLLOW UP with
a fax to make sure
your invoice isn't
overlooked,
disregarded or left at
the bottom of the pile.

bao thanh ton.

Cc yu t mua
ha n cha
thanh ton ca
mt cng ty, tr
n 70% hoc
nhiu hn mnh
gi, nhng h
thng ch nhn
nhng khch
hng tt nht. 7
BO M bn
bit tn v b
phn ca ngi
tng ho n
ang c gi. 8
Kim tra bao lu
khch hng hin

ti c phi tr
tin - v m
phn cc iu
khon tn dng
mi nu h
khng p ng
cc ha n
ng thi hn. 9
OFFER gim
gi cho khch
hng ca bn tr
tin ln kp thi
khi ha n. 10
THEO UP vi
mt fax m
bo rng ha
n ca bn
khng b b qua,

b qua hoc tri

di cng ca
cc.
Read this article containing advice on dealing with cash-flow problems.
1) Decide what sort of people the article is written for.
The article is written for business people, financial executives, or accountants.
2) Which pieces of advice do you find most helpful? Why?
I find the advice No. 1 most helpful because improving credit control can make a world of difference to your
business prospects.
Late payers can kill a business
MANAGING CASH FLOW in the everyday sense is about making sure you have money coming in to
finance the costs of the goods and services you are producing.
If you're a small business, the chances are that for every 100 you owe, others owe you 155. What's
more, you're probably waiting up to 12 weeks to get paid. It's not right. Some business people have very
definite ideas about what should be done to make things fairer.
Improving credit control can make a world of difference to your business prospects. Profit is good, but it's
cash that pays the wages.
So here are ten tips to help you get what's due to you.
1 ASSESS the credit risk of every customer and assign a credit limit to them before any goods are
supplied. Trade and bank references should always be taken up before accepting a customer on credit
terms.
2 STATE the credit terms clearly on each invoice (a pay-by date and details of interest charges).
3 ASK for a percentage of the invoice value in advance as protection against bad debt and to help cash
flow.
4 TRY credit insurance if credit checks do not come up to standard. It's not always available, but it can
provide up to 100 per cent cover on approved debts, guaranteeing payment by a specified date.
5 THINK about using debt collection agencies for smaller debts. Agency fees, usually based on a
percentage, are only payable if the debt is successfully recovered.
6 INVESTIGATE the potential of factoring. Factors purchase
a firm's unpaid invoices, paying up to 70 per cent or more of the face value, but they often only take on the
best customers.
7 MAKE SURE you know the name and department of the person to whom each invoice is being sent.
8 CHECK how long existing customers take to pay - and negotiate new credit terms if they're not meeting
bills on time.
9 OFFER your customers discounts for paying up prompdy when invoiced.
10 FOLLOW UP with a fax to make sure your invoice isnt overlooked, disregarded or left at the bottom of
the pile.

Read the article once more and match up these statements with the
points in the article.
2

According to the article ...

a) How can you deal with smaller debts?
b) What is a good way of protecting yourself against bad debts?
c) What should you do if present customers delay in paying?
d) What should you do in order to be sure your invoice has not been
forgotten?
e) What should you do before sending goods to a customer?
f) When should you use credit insurance?
g) What can you do if customers pay up swiftly?
h) How do factors work?
i) What should you write clearly on the invoice? j) Whose name do you
need to know?
3 Discuss these questions:
Which of the above methods are you familiar with in your own country
and company (or a company you have worked for)?
How useful is such advice in your country?
7.3 Changing prices: Dealing with invoicing errors
A Work in pairs Imagine that you and your partner have been working in the Accounts Department of Finntec for two
weeks. Your boss Ms Aaltio has asked you to fill in the invoice for Frigorifico Ameglio S.A. Use these documents to
bill and invoice the client.
FINNTEC
P. O. Box 325 SF-33200 Tampere
PRICE LIST 20
Item: Sensor Switches
Type Price
Type
Price
A3A $1.50
A6D
$1.80
A3B $0.80
A6T
$1.30
B3F $1.70
A7G
$0.90
B3J $2.20
A7H
$1.35
10% discount on bulk orders 20 gross plus
Setter (nam*, address, VAT reg. no.)
FINNTEC
P.O. Box 325
SF - 33200 TAMPERE
FINLAND
INVOICE RECHNUNG FACTURE FACTURA -ff
N/A

MS JUPITER
5
oft/alrport of loading
HELSINKI
PorVairport of discharge
MONTEVIDEO
In vote* number
0276
invoke date (lax pokit)
1 Februaru 20 _
LS13352/91
Other reference
Buyer (It not consignee) VAT no.
Country of origin of goods Country of destination
Payment against accompanied by documents through ftabobank
Shipping marks; container number No. and kind of packages: description of goods Commodity code Total gross
wt (Kg) Total cube (m3)
wism
Item/packages
1
Gross/net/cube Description
Hastes P.O. Box 326 81-33200 Injun Jinland
Telefax: +388 31 134 845
Tour Hef: Cuatoaar lo.: 645
Tor tbs Attn of 0. Aaltio
20 January 20_
thanks for your quotation 9302.
ffa tiah to order 35 gron of Type A6D Stitches.
Plsaas dallrsr aaap.
Blnairaly, Julio Kartiass
Customer No.: H5"
Order: oyfkt Quantify items: *>5 gem
Address: frlgprifico Awglio 5.A., CoUu 1023,
Montevideo, Urv^ay
Description of merchandise: HKOT (nntcha hjpe. A*P
B You've just found out that new prices have been in operation for two weeks, so you need to contact the customer.
One of you looks at File 18 and phones the customer, the other looks at File 48 and plays the role of Julio Martinez.
Method of payment: Irrt-voabk U+tw of Ot<l\t
Terms of payment agreed: Jnft si^hf Method of payment agreed: fO!i rfck'mti Payment due: or treWsfion
C Three days later you receive a letter from Julio Martinez. Look at File 85 to see this and then draft an answer to
the letter.
D A few weeks later you receive a fax from Julio Martinez (you can see it in File 72). Draft the acknowledgement
which Mr Martinez of Frigorifico Ameglio S.A. has requested. Include this phrase: We thank you for your remittance of
...
7.4 Letters of Credit
Irrevocable Letter of Credit
BARCLAYS BANK PLC
TRADE SERVICES CENTRE, PO BOX 84,4

Tn dng th khng hy ngang

EXCHANGE QUAY,
SALFORD, GREATER MANCHESTER, MS 3PL, UK
TEL. 0161 911 6200, TELEX 4IS 139, ANSWERBANK
BARCGBG
BENEFICIARY:
NATHAN AND COLES LIMITED
NATHAN ROAD LONDON SEII 8JB UNITED KINGDOM
ADVICE OF
IRREVOCABLE DOCUMENTARY CREDIT NUMBER: TODC 603921
DATED 20TH JUNE 1999
DATE OF EXPIRY: 31 ST AUGUST 1999
PLACE OF EXPIRY: UNITED KINGDOM
AMOUNT: UP TO GBP 160.000.00 UP TO ONE HUNDRED SIXTY THOUSAND AND
00/100'S POUNDS STERLING OUR ADVICE NUMBER:
MRDC70S447
OPENING BANK: BARCLAYS BANK PLC OTcmc
TOWER
I TIM MEL AVENUE CENTRAL HONG KONG
APPLICANT:
MURRAY CORPORATION LIMITED WARWICK HOUSE
575 KING'S ROAD QUARRY BAY HONG KONG
DEAR SIR(S)
30TH IUNE 1999
THIS LETTER OF CREDIT IS AVAILABLE WITH
BARCLAYS BANK PLC: BY PAYMENT AGAINST
PRESENTATION OF THE DOCUMENTS -DETAILED
HEREIN AND OF YOUR DRAFTS AT SIGHT DRAWN
ON BARCLAYS BANK PLC. MANCHESTER FOR 100
PER CENT OF INVOICE VALUE
DOCUMENTS REQUIRED 1 COMMERCIAL INVOICE IN QUADRUPLICATE
2 INSURANCE POLICY/CERTIFICATE IN
DUPLICATE COVERING MARINE AND WAR RISKS
FOR 110 PER CENT OF THE INVOICE
VALUE 3 FULL SET OF CLEAN ON BOARD BLANK
ENDORSED PORT TO PORT BILLS OF LADING
MARKED NOTIFY MURRAY
CORPORATON LIMITED. WARWICK HOUSE 575
KING'S ROAD. QUARRY BAY. HONG KONG.
COVERING THE FOLLOWING GOODS: PRINTING MACHINES NATHAN AND COLES
MODEL CAXTON EXCELSIOR 1470 -- COST.
INSURANCE * FREIGHT HONG KONG
PARTIAL SHIPMENTS: NOT ALLOWED _
TRANSHIPMENTS: ALLOWED
SHIPMENT FROM: UK PORT
NO LATER THAN: I5TH AUGUST 1999 _
FOR TRANSPORTATION TO: HONG KONG

DOCUMENTS MUST BE PRESENTED AT PLACE OF

EXPIRATION WITHIN 15 DAYS OF ISSUE DATE OF
TRANSPORT DOCUMENT AND WITHIN THE L/C
VALIDITY.
DOCUMENTS ARE TO BE ACCOMPANIED BY YOUR
DRAFTS DRAWN ON BARCLAYS BANK PLC AT SIGHT
MARKED DRAWN UNDER IRRECOVABLE LETTER OF
CREDIT NO TODC 603921 OF BARCLAYS BANK OF
HONG KONG' AND QUOTING OUR REFERENCE
NUMBER MRDC708447.
IMPORTANT: PLEASE CAREFULLY CHECK THE
DETAILS OF THIS CREDn AS IT IS ESSENTIAL THAT
DOCUMENTS TENDERED CONFORM IN EVERY
RESPECT WITH THE CREDIT TERMS. IF YOU ARE
UNABLE TO COMPLY. PLEASE COMMUNICATE WITH
YOUR BUYERS PROMPTLY IN ORDER THAT THEY
MAY ARRANGE A SUITABLE AMENDMENT WITHOUT
DELAY IF DOCUMENTS ARE PRESENTED WHICH
DIFFER FROM THE CREDIT TERMS, WE RESERVE
THE RIGHT TO MAKE AN ADDITIONAL CHARGE.
WE ADD OUR CONFIRMATION TO THIS CREDIT AND
UNDERTAKE THAT DRAFTIS) AND DOCUMENTS
DRAWN UNDER AND IN STRICT CONFORMITY WITH
THE TERMS THEREOF WILL BE HONOURED ON
PRESENTATION.
THIS CREDIT IS SUBIECT TO THE UNIFORM
CUSTOMS AND PRACTICE FOR DOCUMENTARY
CREDITS (1993 REVISION), ICC PUBLICATION
NUMBER 500.
YOURS FAITHFULLY
SPECIMEN
SPECIMEN
AUTHORISED SIGNATURE AUTHORISED
SIGNATURE
7C

Irrevocable Letter of Credit

BARCLAYS BANK PLC
TRADE SERVICES CENTRE, PO BOX 84,4 EXCHANGE QUAY,
SALFORD, GREATER MANCHESTER, MS 3PL, UK
TEL. 0161 911 6200, TELEX 4IS 139, ANSWERBANK BARCGBG
BENEFICIARY:
ADVICE OF
NATHAN AND COLES LIMITED IRREVOCABLE DOCUMENTARY CREDIT
NATHAN ROAD
NUMBER: TODC 603921
LONDON SE11 81B
DATED 20TH JUNE 1999
UNITED KINGDOM
DATE OF EXPIRY: 31 ST AUGUST 1999
PLACE OF EXPIRY: UNITED KINGDOM
AMOUNT: UP TO GBP 160.000.00 -

OPENING BANK:
BARCLAYS BANK PLC
7/F CITIC TOWER
1 TIM MEL AVENUE
CENTRAL
HONG KONG

UP TO ONE HUNDRED SIXTY THOUSAND

AND 00/100'S POUNDS STERLING
OUR ADVICE NUMBER: MRDC70S447
APPLICANT:
MURRAY CORPORATION LIMITED
WARWICK HOUSE
575 KING'S ROAD
QUARRY BAY
HONG KONG

DEAR SIR(S)

30TH IUNE 1999

THIS LETTER OF CREDIT IS AVAILABLE WITH BARCLAYS BANK PLC: BY PAYMENT AGAINST
PRESENTATION OF THE DOCUMENTS -DETAILED HEREIN AND OF YOUR DRAFTS AT SIGHT
DRAWN ON BARCLAYS BANK PLC. MANCHESTER FOR 100 PER CENT OF INVOICE VALUE
DOCUMENTS REQUIRED 1. COMMERCIAL INVOICE IN QUADRUPLICATE
2. INSURANCE POLICY/CERTIFICATE IN DUPLICATE COVERING MARINE AND WAR RISKS FOR 110
PER CENT OF THE INVOICE VALUE.
3. FULL SET OF CLEAN ON BOARD BLANK ENDORSED PORT TO PORT BILLS OF LADING MARKED
NOTIFY MURRAY CORPORATON LIMITED. WARWICK HOUSE 575 KING'S ROAD. QUARRY BAY.
HONG KONG.
COVERING THE FOLLOWING GOODS:
16. PRINTING MACHINES NATHAN AND COLES MODEL CAXTON EXCELSIOR 1470 -- COST.
INSURANCE * FREIGHT HONG KONG
PARTIAL SHIPMENTS: NOT ALLOWED _
TRANSHIPMENTS: ALLOWED
SHIPMENT FROM: UK PORT
NO LATER THAN: I5TH AUGUST 1999 _
FOR TRANSPORTATION TO: HONG KONG
DOCUMENTS MUST BE PRESENTED AT PLACE OF EXPIRATION WITHIN 15 DAYS OF ISSUE DATE
OF TRANSPORT DOCUMENT AND WITHIN THE L/C VALIDITY.
DOCUMENTS ARE TO BE ACCOMPANIED BY YOUR DRAFTS DRAWN ON BARCLAYS BANK PLC AT
SIGHT MARKED DRAWN UNDER IRRECOVABLE LETTER OF CREDIT NO TODC 603921 OF
BARCLAYS BANK OF HONG KONG' AND QUOTING OUR REFERENCE NUMBER MRDC708447.
IMPORTANT: PLEASE CAREFULLY CHECK THE DETAILS OF THIS CREDn AS IT IS ESSENTIAL THAT
DOCUMENTS TENDERED CONFORM IN EVERY RESPECT WITH THE CREDIT TERMS. IF YOU ARE
UNABLE TO COMPLY. PLEASE COMMUNICATE WITH YOUR BUYERS PROMPTLY IN ORDER THAT
THEY MAY ARRANGE A SUITABLE AMENDMENT WITHOUT DELAY IF DOCUMENTS ARE

PRESENTED WHICH DIFFER FROM THE CREDIT TERMS, WE RESERVE THE RIGHT TO MAKE AN
ADDITIONAL CHARGE.
WE ADD OUR CONFIRMATION TO THIS CREDIT AND UNDERTAKE THAT DRAFTIS) AND
DOCUMENTS DRAWN UNDER AND IN STRICT CONFORMITY WITH THE TERMS THEREOF WILL BE
HONOURED ON PRESENTATION.
THIS CREDIT IS SUBIECT TO THE UNIFORM CUSTOMS AND PRACTICE FOR DOCUMENTARY
CREDITS (1993 REVISION), ICC PUBLICATION NUMBER 500.
YOURS FAITHFULLY
SPECIMEN
.........................
AUTHORISED SIGNATURE
7C

SPECIMEN
....................................................................
AUTHORISED SIGNATURE

A Work in pairs Look at the document opposite. Read the explanations below of the various sections, and agree
which explanation goes with which number in the document.
The Documentary Letter of Credit is a form of payment
widely used in foreign trade. Most credits are similar in
appearance and contain the following details:
The terms of contract and shipment (i.e. whether 'EXW',
'FOB', 'CIF', etc.)
The name and address of the importer
Whether the credit is available for one or several
partshipments
The amount of the credit, in sterling or a foreign currency
The expiry date
A brief description of the goods covered by the credit The
name and address of the exporter
Precise instructions as to the documents against which
payment is to be made The type of credit (revocable or
irrevocable)
Shipping details, including whether partshipments and/or
transhipments are allowed. Also recorded should be the
latest date for shipment and the names of the ports of
shipment and discharge. (It may be in the best interest of
the exporter for shipment to be allowed 'from any UK
port' so that a choice is available if, for example, some
ports are affected by strikes. The same applies for the
port of discharge.)
The name of the party on whom the bills of exchange are
to be drawn, and whether they are to be at sight or of a
particular tenor
See File 73 for the correct numbered order.

Th ti liu ca tn dng l mt hnh thc

thanh ton c s dng rng ri trong thng
mi nc ngoi. Hu ht cc khon tn dng
tng t xut hin v c cc ni dung sau: Cc
iu khon ca hp ng v giao hng (tc l
cho d "EXW," FOB, CIF ', vv) Tn v a ch
ca nh nhp khu Cho d tn dng c sn cho
mt hoc mt s partshipments lng tn dng,
ng bng Anh hoc ng tin nc ngoi thi
hn s dng Mt m t ngn gn v cc hng
ho c bo him bng th tn dng tn v a
ch ca cc hng dn xut khu chnh xc cc
ti liu da vo thanh ton c thc hin
Cc loi tn dng (th hy b hoc khng th
thu hi) chi tit vn chuyn, bao gm c cho d
partshipments v / hoc transhipments c
php. Cng c ghi li s c cp nht mi
nht cho l hng v tn ca cc cng ca l
hng v x. (N c th c li ch tt nht ca
ngi xut khu cho l hng c cho php 't
bt k cng Vng quc Anh l s la chn c
sn, v d, mt s cng b nh hng bi cuc
nh cng tng t cng p dng cho cc cng
d hng.) Tn ca bn trn m hi phiu c
rt ra, v liu h c c ci nhn ca mt
ging nam cao c bit tp 73 cho ng s th
t.

B > You'll hear a recording of a banker talking about some of the common mistakes that are made when people
complete letters of credit. Fill in the items missing below:
Results of the survey:
Reasons for rejecting 25% of the documents:
the letter of credit had 1
the documents were presented 1 the period stipulated, in the letter of credit
the shipment was3
Documents were often inconsistent with one another in the following ways:
the description (or < ) of goods on invoice(s) differed from that in the letter of credit
the 5 differed between export documents
the amounts of6 shown on the invoice(s) and bill of exchange (draft) differed
the7 differed between documents
the letter of credit was8 the value of the order
the ' was short
some documents 10
11 , where required, on documents presented
12 were used when not allowed
7.4 B Transcript |2 minutes|
Speaker: ... So now. on The... on The subject of Idlers of
crcdii. now you'd be surprised at the kind of mistaken
people make when using Idler of credit documentation.
Er... these errors can often lead to rejection o... on the
lirsi prcscnlalion. The researeh department of our hank
found that 25'i of the documents were rejected. Yup. and
The main reasons were Ihings like the fact that The Idler
of crcdii had expired, or the documents were presented
after the period staled by the Idler of crcdii or. of course,
the shipment was laic. Now. if you ihink about it. it's quite
ama/.ing really. But I can'l siress enough the need for
consisicncy between the different documents. I mean, for
instance., our bank stud) found oul that spelling
inconsistencies or mistakes are pari of the problem, 'that
is. the description or spelling of goods on invoices was
different from that in The Idler of crcdii. Or the weights
were different on the export documents. And then the
amounts of money value shown on The invoice and the
bitl ol exchange differed too liven (he marks and
numbers were found to be different. Then. now. anothcr
ihing we found was that the amount ol money mentioned
on the Idler of crcdii was smaller than the value of The
order Or the shipment was short.
Then you might even find that some documents were
missing which were called for in the documentary letter
of credit. And we even had cases where signatures had
not been witnessed as required for certain documents
presented. Or else facsimite signatures were used when
they're not altowed. And this is by no means the end of
the list, which goes on and on I won! bore you any more.
So, you see that many of The documents presented along with letters of credit were rejected on their first

presentation and this meant sometimes-long delays in payment with all the complications that can involve.
And I dont need to tell you that...
C Work in groups Compare your answers. Then discuss these questions:
What are your own personal experiences with documents involving figures?
What advice can you give each other on how to deal with forms and complex documentation?
7.5 Chasing payment
A Work in pairs You'll hear a telephone conversation between a credit controller, Valentina Santinelli, and a
customer, Wilhelm Becker, who hasn't paid an outstanding bill.
1 Listen and mark whether the statements below are true 0 or false QD:
The credit controller ...
1 has no sympathy with the customer
2 offers a bank overdraft
3 threatens legal action
4 grants an extra week's credit
5 insists on prompt payment
6 suggests there may be a change in conditions of payment
7.5 A 2 Transcript [2 minutes 40 seconds)
Becker: Hello. Becker here.
Sanlinelli: Good morning. Mr Becker! This is Valcntina
Santinclli. I'm sorry to ring you like this. Becker: Ah, that's
all right
Santinclli: Did you receive our January shipment?
Becker: Yes. we did.
Sanlinelli: When did it arrive?
Becker: Er... it arrived on The... 25lh of January.
Santinclli: Are all the things you ordered included
Becker: Yes. thank you. yes.
Santinclli: Did you get the invoice as well?
Becker: Yes... yes.
Santinelli: And. er. have you paid the invoice for the last
shipment yet?
Becker: I'm afraid we haven't managed...
Sanlinelli: Because I haven't a record of the payment and
our department was just gelling a bit worried about it.
Becker : Yes. money is very tight al the moment, you
see.
Sanlinelli : Of course.
Becker: I'd like to ask for an extension of eredit.
Saigtiviclli : Ah.
Becker : You see. we have a considerable overdraft.
Santinelli : Mmhmm. ,
Becker: And our overheads have to be thought about.
Salitinelli : I see.
Becker : A major problem is that our own customers are
going through a difficult period too.
Sanlinelli : Yes. I know how that is.
Becker : We have a number of outstanding accounts
ourselves, so we know exactly how you feel.
Santinclli : Hm. yes.

Becker : We're hoping that our bank Will show us some

gencrosity and allow us to overdraw our account.
Sanlinelli : Well. I hope so as well...
Becker : And. er. what's more we have just guaranteed
one of our major clients an extra two weeks' credit
and...er... they've accepted our offer.
Santinclli : Really ?
Becker : And as if that isn't enough, we have a large
crisis on our hands with another customer who owes us
a lot of money.
Sanlinelli : Yes. I think I know what you mean. We have a
simitar problem.
Becker: They've just gone bankrupt. Santinelli: : Oh dear.
Becker : Yes, so what do you suggest we do about The
money we owe you ?
Santinelli : Well, please try and send The cheque before
the end of the monlh. That's one more week. Our
accounts department is considering changing The
conditions of paymenl for fulurc orders otherwise.
Becker : 'Yes, we... we Will do our best.
Santineiti : I hope we can continue to co-operate
together.
Becker : Oh, I hope so too.
Santinelli : And we hope to keep you as a regular
customer despite any troubles you may be having.
Becker Thank you very much for being so
understanding. Goodbye.
2 Listen a second time and complete the notes with the reasons (or excuses) that the customer gives for the late
payment.
1st reason,: (reauestforan,extension, ofcredit) ZnxL reason,: company
Another reason,: our have- to be> considered,
Major problem,-. - number
of outstanding accounts ourselves
Our bank,. us to overdraw our account We- have,given a, major client who owes us a lot of money
Another customer who owes us a lot of money
B Imagine you are assisting the credit controller, Valentina Santinelli. Draft a letter for her to read. It is the end of the
month and you still have not received any payment on the invoice from Wilhelm Becker. Write a first reminder to
them. You aren't satisfied with your customer's delay. But you still want to give them a chance to pay up ... Complete
this first reminder letter:
Dear Mr Becker,
According to our records, payment of our invoice, no. 35823,
explain that you have received no payment
quote your terms of business: 30 days net
mention the delay of 90 days
state your company's policy on unsettled debts
express your unwillingness to take court action
request payment immediately
state that you enclose a copy of the invoice

Yours sincerely, (Credit Controller)

C A week later you receive this letter:
Dear Ms Santinelli,
As you will remember from our telephone call, we have
recently been experiencing a number of difficulties with
several large customers. This has resulted in unfortunate
delays in paying outstanding accounts.
We are extremely sorry that your company has been
affected by these developments.
We are doing everything possible to rectify the situation.
Indeed we hope to be able to settle our debts within the
very near future.
I would very much appreciate it if you could bear with us
patiently, as I am sure that liquidation on our part would
not be in your interest either.
Yours sincerely,
(Chief clerk, Accounts)

Dear Ms Santinelli, bn s nh t cuc gi in

thoi ca chng ti, chng ti gn y
c gp mt s kh khn vi mt s khch
hng ln. iu ny dn n s chm tr
ng tic trong vic thanh ton cc ti khon
xut sc. Chng ti rt xin li rng cng ty ca
bn b nh hng bi nhng pht trin.
Chng ti ang lm mi th c th khc
phc tnh hnh. Tht vy, chng ti hy vng
c th gii quyt cc khon n ca chng ti
trong tng lai rt gn. Ti rt nhiu s nh
gi cao nu bn c th chu kin nhn vi
chng ti, nh ti chc chn rng thanh l trn
mt phn ca chng ti s khng c quan
tm ca bn. Trn trng, (Trng vn phng,
Ti khon)

3 August 20_
Dear Ms Santinelli,
As you will remember from our telephone call, we have recently been experiencing a number of difficulties with
several large customers. This has resulted in unfortunate delays in paying outstanding accounts.
We are extremely sorry that your company has been affected by these developments.
We are doing everything possible to rectify the situation. Indeed we hope to be able to settle our debts within the very
near future.
I would very much appreciate it if you could bear with us patiently, as I am sure that 1 iquidation on our part would not
be in your interest either.
Yours sincerely,
(Chief clerk, Accounts)
__t_............____J
Decide what to do. Will you write a second reminder or phone them up?
Draft a letter, e-mail or fax or make a further phone call to find out what the problem is.
If you decide to make a phone call, student A plays the role of the credit controller and looks at File 19 and makes the
phone call. Student B looks at File 27, playing the customer.
D You receive a letter with a cheque. Look at File 74 and decide how to react.
UNIT 8: Dealing with problems
8.1 What seems to be the problem?
A Work in pairs Look at these pictures:
What do you think has happened?
What are the people going to say?
What would you do in each situation?

B You'll hear eight short phone calls. Match the NUMBER of each call to one of these sentences. Put a ring round
the number of the call on the right. The first two are done as examples.
Be careful: one sentence in each group is a 'wrong answer'!
a The customer was sent only one set instead of three. Q 2
b The customer wants to be sent one set of three items. 1 2
c The customer was sent three sets instead of one. 1 @ The speaker will arrive late because of the heavy traffic on
the way
d to the airport and now expects to arrive at 1.45. 3 4 The speaker will arrive late because of delays at the airport and
now
e expects to arrive at 4.45. 3 4 The speaker vt ili arrive late because of the heavy traffic and now
f expects arrive at 1.45. 3 4
g The customer wants the damaged goods to be replaced. 5 6
h The customer wants his/her account to be credited for the damaged goods. 5 6
i The customer refuses to pay for the damaged goods. 5 6
j The faulty machine has to be replaced. 7 8
k The faulty machine has not been repaired satisfactorily. 7 8
l The faulty machine needs to be repaired. 7 8
8.1 C Transcript |4 minutes|
1. The agreemenl was that you'd let us have three sets
of documentation, bul we only seem to have been sent
one. Could you do something about this right away,
please'.'
2. We asked you to send us all The necessary
documcnlalion. But we've been invoiced for Three sets.
As far as I can tell we only need one set, and There
should be no charge for this, according to your letter.
3. Hello. Listen I'm lerribly sorry, But I Thought I'd be able
to make it in good time for our meeting this afternoon.
The trouble is that there's been a lerrihle hold-up on the
moforway. I've been sitling in a queue lor two hours so I
dont think I'll be able to get to you litl quarter to two. Will
you still be avaitable Then'.'
4. Sorry about this But, there's been a prol lent with air
traffic control and my flight has been rc-limcd y quarter to
two. This means that it won'l arrive in time for our lunch
appointment. I'm terribly sorry about this. Will you still be
in The office later in The afternoon, say about quarter lo
five? I know this is very late, but I won't be able to make
it litl Then.
5. The thing is that therc are some scratches on the from
panel of 15 of the consignment. Now I rcali/.c This won't
affect The operation of The units But obviously we can'l
sell them to our customers unless they're in perfect
condition, so what we wanl you to do is to include an
extra 15 in next month's order and we'll send the faulty
ones back to you. Is that agreeable' Oh. and if in the
meantime we discover any more with the same fault,
we'll let you know and perhaps we can have our noisy
back on those.
6. We examined the packages when They were

delivered and they seemed to he in good order, But

when we opened the packages, we discovered that 15
out of 20 packages were water-stained on The inside.
Some of this water seems to have soaked through The
inner packaging and the eonlents are wet inside. They've
obviously been left oul in The rain in transit and Your
inner packaging was... was inadequate. Any way. I've
been asked to tell you that we'll be withholding paymcnl
on the entire consignment until you arrange to hive the
faulty items collected and replaced.
7. Look, The blessed thing has broken down again. And
yc that it can cool down. Yes. I suppose it is a quite warm
day, But this machine is supposed to be capable of
operating 24 hours a day. No I wanl you to get someone
out here today to look. It's and put things right. Assuming
it's 'not a design Fault there must he something an
engineer can do to stop this happening every time The
temperature rises over 25 degrees !
8. Yes. it's happened again. 'Me feed roller mechanism
has jammed again. I called he service engineer, But he
says we've been using The wrong grade of paper and
lhat should be using 60 gram. Well, we can't replace our
entire stock of 85 "am just to make it work in one
machine. Now I'd like you to know lhat we want the
complele feed and transport mechanism replaced
straight away. The last time The engineer serviced it he
informed us lhat the problem was caused by a faulty
circuit hoar.4I. even though this was obviously not what
was wrong with it. Anyway, he replaced it and we were
charged for this, and by the ...
C Work in groups Discuss these questions with your partners:
What problems have you had in your work or work experience that led to complaints or apologies?
What is the worst mistake you've made in your work or work experience? What happened? How could you have
avoided it?
What kind of problems might people expect in these departments of a company: accounts personnel sales
warehouse factory transport purchasing
8.2 We all make mistakes - sometimes!
A Work in pairs or small groups You work in the buying department at Zenith
International. You have just got back from holiday. While you were away Max, the 19-year-old son of your director,
was in charge of your office ...
This is a note you left for Max before you went away:
Max, while I'm away please place an order for 45 x 100 metre reels of 40mm MCL88 cable from Uniflex
SpA in La Spezia, Italy. All the details are in the files.
This is a repeat order - just copy the previous one and change the dates.
and this is a note that Max has left for you:
MCL 88 cable ordered as you instructed. Youd be pleased to know that the price has gone down
since your last order! And Uniplex seem to have moved from La Spezia to Pisa.

Their new address is:

Uniplex srl, Viale Dell Industria 131,
56100 Pisa
Best wishes,
Max.
P.S. Hope, you had a good holiday!
-> What do you think may have happened? What should you do?
Page 75
B Listen to a telephone message that was recorded on your answering machine yesterday.
Then look at File 75 to see two more documents, including a fax that has just arrived. Decide what you are going to
do:
Will you stick by Max's order, which will upset the people you know at UN1FLEX SpA?
Uniplex's price is 7\% lower than UNIFLEX'S.
Will you try to negotiate a lower price from UNIFLEX? Or is it better to explain to Uniplex what has happened,
apologize and cancel the order?
Will you phone or write to both firms? Or will you make a personal visit to them while you're in Italy next week?
8.2 8 Transcript |40 seconds|
Lucia Donalo: This is Lucia Donato al UNIFLEX in La
Spe/.ia. We've been expecting your order this month and
it hasn'l arrived yel. And... um ... I must admit that I'm a
bit surprised by this but... er... I'm assuming that you
wanl to repeat lasl monlh's quantities. If you wanl to
make any changes, you'd belter lei me know. We'll be
loading tomorrow aflernoon. so could you contact mc first
ihing tomorrow, please?
C When you've decided what to do in B, role-play the two phone calls or visits: one to Piero Conti at Uniplex srl
and'the other to Lucia Donato at UNIFLEX SpA. Tell them what you have decide*).
+ Plan each call or visit, by making notes before you begin.
(*m afraid there's been a bit of a misunderstanding. You see.
I'm not quite sure how to put this, but...
There's been a siight mk-up about one of our orders...
D Draft a fax or e-mail to Uniplex and another to UNIFLEX, which you could have sent instead of phoning or visiting
them.
Send your faxes or e-mails to another group and ask for their reactions and comments.
E Explain to the rest of the class (or another group) how you dealt with the problems.
F Draft a short report explaining how you dealt with the problems, for the attention of your boss. Don't forget that he
is Max's father!
"Part of me Mnts tr nelp you with your crisis, Hargrai >, but pa~ of me wants to go to lunch.
out At Righto ifrw<i
76
8.3 Complaining and apologizing
Preparation
Read this information and highlight the phrases and expressions you find useful. Try to use them in the practice that
follows in steps B, C and 0.

If you want to complain to a person you don't know wed, be careful! A direct complaint or criticism can sound very
rude or aggressive.
It may be best to mention the problem more indirectly by saying:
I'm sorry to have to say this but... fm sorry to bother you but... I thhtkyou may have forgotten... It may have slipped
your mind, but... There may have been a misunderstanding about...
In some situations, but only if you're talking to sarone you know really well, it may be necessary to say more
directly:__
What are you going to do about ...7 I'm not at all satisfied with ...
But only in extreme cases, if you've already tried more polite methods, would you have to threaten someone:___
Look, if you don't send your engineer to repair the machine, _
I we will be forced/obliged to cancel our next
order.
Unless you pay the account within seven days, we will place the matter in the hands of our solicitors/attorneys ...
If someone complains to you, or if you think they're likely to complain, it may be wise to apologize -even if it wasn't
really your fault Then you can promise to put things right
Sorry, my fault. I'm very sorry. I didn't realize. There has been a slip-up/problem in our... dept.
We are very sorry about the delay/mistake ... We wish to apologize for ... Please accept our apologies for ...
You can accept someone's apology by saying:
That's all right! It's perfectly all right. It really doesn't matter.
77
A You'll hear four conversations. Note down what the PROBLEM is in each case and what ACTION is to be
taken.
2
5
to
ACTION h, U +ak rcfmd; ........
ANP
8.3 A Transcript 14 minutes 40 seconds)
Customer: Er... good morning. Er... I bought this box of
computer paper lasl week but it's not the right size - it
should be A4.
Assistant : Oh. sorry about that. Urn... it says A4 on The
box.
Customer: Oh. yes I know. But... here... if you look
inside you'll see: it's a smaller si/.e.
Assistant: Oh. yeah, so it is. I'm very sorry... er... I'll get
you another box.
Customer : Oh. right. thanks.
Assistant : Er... I'm very sorry but we haven't got another
box in stock. Customer: Oh. no !
Assistant: Yeah. I am sorry about lhat. Er... if you like. I'll
just call our other branch to see if they have any.
Customer: Oh. no... er... dont bother. Urn... I'd prefer a
refund.
Assistant: Of course. That's 11.95... Here you are. Sorry
about that.
Cusiomer: Oh. that's all right. thanks anyway. Bye.
Assistant: Bye.
2. Mr South : I'm... er... I'm sorry to bother you. Mrs West:
Yes. Mr South '.'
Mr South : Er... it may have slipped your mind, But you
told me lasl week lhat... that you'd send in the orders to

Compass International.
Mrs Wesi :'Ycs. that's right. yes. I did send in the order.
Er... on Friday aflernoon.
Mr Sclitiz : Well. the... the thing is. did... did you realize
there were two separate
orders : o... one for northern region and another for
eastern region 7
Mr. West : Oh dear ! Jeez, I'm sorry. I didn'l realize The
eastern region had ...had to be done too.
Mr South : Oh. it really doesn't maiter, there's still just
time.
Mrs West : Well. I'll phone Compass and explain, shall
I?
Mr South : Er ... no, no. I think it'd be hesl to send the
order by lelex, dont... dont you 7 Mrs Wesl : Yeah, yeah,
all right. I'll do that right away. Sorry again !
Mr Soulh : Oh... oh, that's all right.
Mr joiner : Good morning. Caipenter and Sons, can I
help you '.'
Miss Zimmermann : Hello, this is Heidi Zimmcrmann of
Schreiner International.
Mr joiner : Hello. Miss Zimmcrmann. This is Ted joiner
What can I do for you Miss Zimmermann : Well. I think
therc may have been some... a understanding about our
lasl order.
Mr joiner : Oh dear, what seems to be the problem '.'
Miss Zimmermann : We've just started unloading the
truck and the quality of the goods doesn'l appear to be
Class Al. which is what we ordered.
Mr joiner : Oh dear. I'm very sorry. Let me just check This
on the computer... Er... oh dear. yes. I'm afraid there has
been a slip-up in our shipping department. I'm very sorry,
it's certainly our faull. Wh... what would you like us to do
about it?
Miss Zimmermann : Well, we can keep the goods and...
and use them lor another order of ours, if you Will charge
us 20r4 less for The load and ship us a load of Class Al
right away.
Mr joiner : That sounds lair enough Lei mc just check the
stock position... 'Yes. we can ship tomorrow morning, if
Ihal's all right '.'
Miss Zimmcrmann: Oh yes. that Will he fine.
Mr joiner : Oh. good. Er... thank you very much. Miss
Zimmermann. I'm very sorry that this happened.
Miss Zimmermann: That's quite all right. Goodbye.
Telephonist: Good aflernoon. Windsor Products.
Mr Wong: May I speak with Tina Castle in marketing,
please ?
Telephonisl: Tina Castle, certainly One moment, please.
Miss Casite : Tina Castle.
Mr Wong : Hello. This is Henry Wong of Arrow Print.

Miss Castle : Hi. Mr Wong. What can I do for you 7 Mr

Wong: It's abo ul The order for your new packaging I
ihink you may have forgotten to send us the colour
negatives.
Miss Caslle : I sent The complete set of negatives by
airmait on the I4ih. I remember packing them up myself.
They should have arrived bv nov\. Mr Wong : Yes. well
we did get a package from you on the ISih. But the
problem is that the colour negatives were missing.
Miss Casllc : Are you sure ?
Mr Wong : Yes. we only got the black and white ones.
Miss Castle . ... Oh dear. I've just been through my
oultray and I've found them here I'm very sorry, it's my
fault. I'll send them by courier at once.
Mr Wong : No. no. no. that's not necessary. My assistant.
Mr Palel is coming to your office tomorrow, so you can
give them to him and he can bring them back.
Miss Caste : Right. I'll make sure he gets them. I'm sorry
this happened.
Mr Wong : It's perfectly all right. Miss Castle. Goodbye.
B Work in pairs. Look at these extracts from four letters. Complete each sentence. Then decide what to write in
your reply to each as if it was your fault in each case.
we are concerned that the order we placed by letter on June may have got lost in the post. Could you please
the order has not yet arrived at our warehouse, even though we received advice of shipping from you ten days ago.
Would you
according to your scale of charges the price of a single room with bath is $55 including tax. However, on checking my
account later I discovered that I was charged $69.50 per night. Will you please
our order was for 80 boxes containing 144 items each. Each box we have opened so far contains only 100 items. Will
you please
C Work in pairs Now imagine that the four problems in B are being discussed on the phone. Role-play each
conversation with your partner. Take it in turns to be the customer.
78
D Work in small groups Look at this information and decide what other excuses you can add to the list below.
If things have gone wrong, the person you're talking to will want to know the reasons. He or she may assume that
someone (or everyone) in your firm is to blame and that they've been:
inefficient clumsy slow careless impolite forgetful or unhelpful
If you don't want to accept responsibility or blame another person, you could offer an excuse. For example:
a clerical error a computer enor a shortage of staff
E Work in pairs One of you should look at File 20, the other at 51. This time you will be dealing with some problems
that might arise when working with an English-speaking colleague.
Here are some useful expressions you can use to introduce a criticism:
I'm sorry to mention this, but... I'm not quite sure how to put this, but...
] There's something I've been meaning to tell you:...
8.4 Friday afternoon: Delivery problems
Work in pairs or in small groups Discuss what action you would take in these situations. In each case, imagine that
it's Friday afternoon ...

A You work in the PURCHASING DEPARTMENT of Pacific International, a manufacturer. Last month you placed an
order with Ocean View Supplies Inc. of New Jersey for some special components. The goods were delivered on
Monday. Now it's 3pm on Friday.
1 Your production manager, Mr Robinson, has left a message for you on the telephone answering machine. Make
notes as you listen to the recording.
Transcript (track 11 AVTM 2/2) [ 1 minute 10 seconds]
8.4.1 Ted Robinson : This is Ted Robinson. Urn... it's about these new alloy components. Now. when the components
were unpacked and inspected, we found that although most of the parts are OK. the screw adapfors don't meet our
specifications. Now. they... the ones that you sent us are CJ 501s and we need JG 507s. I'll say that again - JC.
507s. Now I've checked your order and that was correct and so was the proforma the suppliers sent, so it seems to
be the fault of the supplier's export packing department. Now. the problem is : if the right parts don't arrive by next
Wednesday, part of the production line Will have to stop. And in all 5,000 screw adapfors have to be replaced, of
which 500 are needed for next week's production. So. can you do something about this and let me know what you
propose to do ? OK ? Goodbye.
This is Ted Robinson. Urn... it's about these new alloy y l Ted Robinson. Qua y ti mun bo v cc linh
components. Now, when the components were
kin hp kim ny. By gi khi chng ti m bao b v kim
unpacked and inspected, we found that although
tra cc linh kin va nhn, chng ti thy rng d phn
most of the parts are OK, the screw adapfors don't
ln t yu cu, nhng cc bin in dung cho tuc n vt
meet our specifications. Now. they... the ones that
khng p ng quy cch sn phm ca chng ti. Mt s
you sent us are CJ 501s and we need JG 507s. I'll
bin in m qu ng gi cho chng ti l CJ 501 v chng
say that again - JC. 507s. Now I've checked your
ti li cn JG 507. Xin nhc li l JG 507. Hin nay sau khi
order and that was correct and so was the proforma
kim tra n t v ha n tm l ng nh cc nh
the suppliers sent, so it seems to be the fault of the
cung ng gi cho chng ti, nu nh th sai st l ca
supplier's export packing department. Now. the
b phn ng gi xut khu ca nh cung ng. Hin nay
problem is : if the right parts don't arrive by next
vn ca chng ti l: nu th t ti hng chng ti cn
Wednesday, part of the production line Will have to
vn cha n, mt phn dy chuyn sn xut ca chng
stop. And in all 5,000 screw adaptors have to be
ti s phi tm ngng. V trong ton b 5000 b bin in
replaced, of which 500 are needed for next week's
s c thay th c 500 ci chng ti s cn n cho sn
production. So, can you do something about this and xut vo tun ti. Nh vy, qu ng c th lm g gii
let me know what you propose to do ? OK ?
quyt v xin cho bit qu ng ngh gii php no?
Goodbye.
2 In 1999, in connection with a different order, you sent Ocean View this fax. Read it through. When was delivery
promised for?
FAX #0097 05/06/99
FROM Pacific International TO Fred Duvall, Ocean View Supplies
Re: Our order TR 678
Lest month we ordered fron you 120 boxes of your article NO. 231. You promised delivery on 30 Kay 1999. So
far we have not received this shipment and have' not heard from you.
Please arrange for immediate shipment and inform us when the shipment will arrive here.
Regards,
Page 79
3 Now read this reply which you received from Ocean View shortly afterwards. What reason was given for the
delay?
_ yauun^ir.'.:
Ocean View Supplies Inc.
UW tilgrtu Q.,.c. Aibv.y Po.l. NJ 07712

Pat Brown
Purchasing Manager
Pacific International
Re: Your fax #0097 DATED 05-06-99

7/6/99

Dear Mr Brown,
Thank you for your fax. We ue very sorry for the delay in shipping your order.
We normally pride ourselves on keeping to our delivery dates, but in this case our suppliers shipped to us late and
the components did not arrive here till last Wednesday. I am glad to be able to say that your order is being packed for
export now.
We will ship the goods on June 9 ex Newark to Rotterdam. The shipment will arrive in London on June 17.
Again, we are very sorry, but it was beyond our control. We greatly regret any inconvenience that may have been
caused.
Best,
Ocean View Supplies
4 Decide what you are going to do:
What will you tell Mr Robinson?
Will you telephone Ocean View, fax, e-mail or send them a letter?
What will you say or write?
5 Draft a letter, fax or e-mail - or make notes for a phone call.
B You are responsible for Export CUSTOMER SERVICE at Atlantic International.
1 Read this memo from Mr Frost, your delivery manager:
We have just had Arctic Refrigeration on the phone about the order we sent out last week. They say that the
goods were damaged when they inspected them, but they didn't notice this till two days after delivery. My
driver got their signature to confirm that the shipment was in good condition on delivery. My guess is that
Arctic's people caused the damage and they are trying to blame us. They are claiming credit of $535 on
their next order Please sort this one out before the end of today, Friday.
8.4.3
Chng ti va in cho cng ty Arctic Refrigeration
We have just had Arctic Refrigeration on the phone
v n t hng m chng ti gi i tun ri.
about the order we sent out last week. They say that H ni rng hng ha b h hi khi h kim tra,
the goods were damaged when they inspected
nhng mi n hai ngy sau khi giao h mi thng
them, but they didn't notice this till two days after
bo cho chng. Ti tin rng nhn vin ca hng
delivery. My driver got their signature to confirm that Arctic gy h hng hng ha v h s li
the shipment was in good condition on delivery. My
cho chng ti. H s i c hng tn dng
guess is that Arctic's people caused the damage and 535 $ cho n t k. Xin vui lng gii quyt vn
they are trying to blame us. They are claiming credit ny trc cui ngy hm nay, th Su.
of $535 on their next order. Please sort this one out
before the end of today, Friday.

And read this fax from your customers, Arctic Refrigeration:

Your delivery manager was most unhelpful on the telephone. He implied that we are responsible for the
damage caused by your driver! My warehouse manager informs me that this man unloaded the shipment
without sufficient care for the fragile nature of the contents of the cartons.
We expect to receive $585 credit on our next order. A detailed list of the damage is on page 2 of this fax.
Please reply to this fax by return.

Your delivery manager was most unhelpful on the

telephone. He implied that we are responsible for the
damage caused by your driver! My warehouse
manager informs me that this man unloaded the
shipment without sufficient care for the fragile nature
of the contents of the cartons.
We expect to receive $585 credit on our next order.
A detailed list of the damage is on page 2 of this fax.
Please reply to this fax by return.

Gim c giao hng qua trao i in thoi

vi chng t ra khng thin ch. ng ta
ngm c l chng ti phi chu trch
nhim v thit hi do ti x ca qu ng
gy ra.

Page 80
2 Decide together what you are going to do. How will you solve this problem? What will you tell Mr Frost? What will
you say or write to Arctic Refrigeration?
3 Draft a letter, fax or e-mail to Arctic Refrigeration - or make notes for the phone call you will make.
Work in groups or as a whole class Discuss these questions:
How do you prefer to deal with problems: face-to-face, by phone or in writing? Why?
Is it best to take the blame, or to blame someone else for your mistake?
Is it always best to tell the truth when someone is at fault? Why/Why not?
8.5 Only the besl is good enough...
A Work in pairs Look at these opinions. Which do you agree with 0 and which do you disagree with 21 ?
"Customers will pay top prices for a high quality product."
"Customers generally prefer a low cost product."
"Nobody's perfect - we all make mistakes sometimes."
"In every firm there are some people who aren't interested in improving the quality
of the products."
"You can't rely on workers to produce high quality goods unless someone supervises
their work all the time."
"A company can't influence its suppliers' manufacturing methods."
"It's easy for big companies to force small suppliers to obey their rules."
B 1 You'll hear an interview with a management consultant. Each sentence in this
summary contains ONE mistake. Underline each of the mistakes and correct them.
1 Quality affects every function of the company and some of its employees. ..
2 With 'Zero Defects' the company aims to produce goods that are mostly perfect. ........
3 In the past, customers expected some faults -they could be corrected by apologizing to the
supplier, who would replace the faulty goods.
........
4 Putting mistakes right is labour-intensive and inexpensive and it's more cost-effective to
produce a perfect product with no defects. ........
5 If your competitors can produce perfect
products, your customers will prefer yours. ........
6 A service has to be so good that there is no dissatisfaction and there are few complaints
from your clients. ........
7 A manufacturer can change suppliers to get materials of the highest quality, even if this means paying less.
8 The extra cost is justified if the quality of your
own production deteriorates. ........
9 To introduce Quality you must sell the idea to everyone in the company: most of the staff
have to believe in quality. ........
10 It's easier to sell new ideas to established staff.
........
8.5 B (track 12 AVTM 2/2) Transcript |4 minutes 40 seconds |

The idea of Quality is a concept that is coming to be the driving force of many parts of industry today. The interesting
thing is that it can be applied to both the service sector and the manufacturing sector. We can talk about Quality of
manufacturing and quality of service. Quality is something that affects all the functions of the company and all the
staff from board level down to line managers and employees. Cht lng l mt khi nim nhm em li
ngun ng lc cho nhiu ngnh ngh. iu th v l khi nim ny c th p dng cho c dch
v v sn phm cng nghip. Chng ta c th ni nn cht lng ca sn phm cng nghip v
dch v. Cht lng c nh hng n ton b cc chc nng hot ng ca cng ty v ton
th nhn s t hi ng qun tr n gim c phng ban v nhn vin.
Interviewer : So how would this be applied to manufacturing the company should be Ms Lockhart Well, the key idea
here is 'Zero Defects' aiming to produce goods that are perfect. So lhat customers are entirely satisfied and they don't
discover any faults 'at all after delivery has taken place. Interviewer: Yes. but surely nobody's perfect. We all make
mistakes sometimes.
Interviewer : Sarah Lockhart is the Quality Director of AP Sarah Lockhart l gim c qun l cht lng ca
Management Consultants. Sarah, how is Quality with a
cng ty t vn AP Management Consultants. Sarah,
capital Q different from what's always been known as
cht lng vi Q vit hoa khc vi kim tra
quality control?
cht lng ra sao?
Ms Lockhart : The idea of Quality is a concept that is
coming to be the driving force of many pans of industry
today. The interesting thing is lhat it can be applied to
both the service secfor and the manufacturing secfor. We
can talk about Quality of manufacturing and quality of
service. Quality is something that affects all the functions
of the company and all the staff from board level down to
line managers and employees. Interviewer : So how
would this be applied to manufacturing the company
should be Ms Lockhart Well, the key idea here is 'Zero
Defects' aiming to produce goods that are perfect. So
lhat customers are entirely satisfied and they don't
discover any faults 'at all after delivery has taken place.
Interviewer: Yes. but surely nobody's perfect. We all
make mistakes sometimes.
Ms l.ockhart : Well" yes, people make mistakes, but we
believe that everybody wants to be perfect and they want
their product to be perfect and to have no cl'f... defects.
Interviewer: Ah. I see.
Ms l.ockhart: In the past it was considered impossible to
mass-produce goods to a very high standard. There
would always be rejects and some faulty goods would
inc\ itably get through to The customer, because carrying
oul a quality control of every manufactured item would be
too expensive and therefore unprofitable. Quality control
usually consisted of random cheeks - operating rather
like Customs officers in The green hannel al an airport.
Customers came to expect Inert to be some faults in the
goods - and it was just a .act of life in manufacturing.
Anything, that was wrong could always be put right lalcr
by complaining to the supplier and getting him to repair
or replace The faulty goods. Well, the Quality revolution,
if I can call it that. turns these views on Their head. There
are several reasons lor this. First, putting mistakes right fixing a laully machine or collecting it and replacing it -

are labour intensive and costly and it's more costeffective to eliminate the need for this by producing a
perfect product with zero defects in the first place.
Second, if your competifors are able to produce goods
with zero defects, then clearly customers Will prefer
those. So in order to survive, you have to keep ahead of
your competifors. Obviously this applies to services too your service has to be so good lhat there is no
dissatisfaction and hence no complaints from clients.
Complaints usually mean that there 'are defects in your
product or in your service - and even your accounts
department is providing a service to you and your
suppliers and customers.
Interviewer : The big problem ahoul all This is The other
links in the chain. I mean, you're dependent on the
quality of materials supplied to you as a manufacturer
lhat you Will then transform in your facfory. How does
this fit in ?
Ms Lockhart : Yes. I agree, this is one of the problems.
You normally don't have a direct control over your
supplier's processes, but you can change suppliers in
order to obtain the materials of the highest quality. This
Will normally mean paying more, but the extra cost can
be easily justified if your own production quality
improves. If. however, you're obtaining poor quality
materials from a single source, you may have to start
looking for alternative suppliers, or impose your own
quality control on all incoming supplies before you accept
them.
Interviewer : All right, suppose a company wants to
introduce Quality as part of its business philosophy, how
easy is it to set about doing this .?
Ms Lockhart : First of all you have to sell the concept to
everyone in the company at board level, to senior
management, to line managers and to the employees.
Everyone has to believe in Quality for it to succeed - it
won't work if you have a group of people somewhere in
the company who are working against you - that may
mean production staff who are careless or office staff
who don't provide a good service to customers and to
other members of their own company. New staff can he
trained relatively easity, but established stall lend to he
much harder to persuade about new ideas. The major
arguments we use in our seminars are to do with taking
a pride in your work - well, you know, everyone likes to
feel they're doing a good job. and we say If your
competifors are successfully doing this. can you afford
not to '!' II we can't sell our service or product, we'll lose
business and people Will lose jobs.
Interviewer : Sarah, thanks very much.
Ms t.cickharl : Thank you.

_
Page 81
2 Work in groups Discuss these questions:
How does the concept of Total Qttoliry relate to the products or services of your company (or a company you
know)?
How can Total Quality be applied to non-commercial services, such as education, public health and public
transport?
C 1 Work in groups Look at these documents and then discuss the questions below:
mmam,
THANK YOU!
We value you as a customer and want to thank you for your business. We hope you will be pleased with your
purchase and would like your feedback. Please don't hesitate to call or write us.
Please remember to fill out your warranty card and return it promptly to DOVE Computer. The card is used to register
your name in our automatic update service.
Thanks again from the Employees at DOVE Computer
Our Mission: Delight our Customers
Sometfiing typically happens as a company grows it loses touch with delighting the customer Not in this case ... CE
Software is committed to continuing to delight you by improving your computing and global environments. Whether
it's our use of environmentally friendly packaging or our award-winning user interfaces, we are committed to making
your computer responsive to your needs. CE offers a wide variety of cross-platform software products aimed at
improving your productivity. Our mission is to continue to delight you with quality software, documentation and
service. If we can do belter, we invite you to tell us.
The axiom promise...
Tyre tome to the new 3rd Edition of the axiom catalogue. We've changed theformat quite considerablyfrom the
previous W editions to reflect Ibe things that yon - our customers, have asked us for. We have expanded our product
range to include all Ibe products you told usyim wauled, from Spreadsheets 6 Databases to Utilities 6 Gaines, the
new Software Store section at the back of the catalogue contains all of yourfavourite software at big discounts off list
price - still with Ibe same axiom commitment to excellence in support and service.
U SOfTWAtI
T yre have always put service - looking after our customers - ahead of all other priorities. Thai is the axiom promise.
We W are a small company offering a very personal and dedicated service and we promise to give you value for
money and personal attention. Whether you need a box ofdisks or the latest graphics program we offer you one-stop
shopping and good prices. Nothing is loo much troublefor us when it comes to giving you the service you need, and
should you have any problems, you can be sure that we'll be on hand lo sort tbem out. Quickly, efficiently - no fuss,
no drama. At axiom, your needs come first. That's the way we believe it should be. That's the way it is.
I hope you like the changes we have made - and I hope you like the things thai remain the same.
Tim felmmgham
What are your reactions to each of the documents?
What other kinds of goods or services could such documents be used with?
Would customers in your country like to receive documents like these?
What are the advantages of ensuring customer satisfaction and encouraging customer loyalty?
Why is customer loyalty important to a firm?
What other methods can be used to promote customer satisfaction and loyalty?
2 Work in pairs Draft a similar document for a product you're familiar with (or your own firm's product).
8.6 Monday morning: After-sales problems
Work in pairs or small groups Discuss each of these problems and decide how you can solve them. In each case
imagine that it's Monday morning ...
A You work in the BUYING DEPARTMENT of Rodent International.

1 Read this message which the machine shop supervisor has left on your desk:
The- HV MO tooting and cutting machine- that wt- boughtprom fox Industries Inc. Last year has bun causing a> Lot
of trouble-. We- ktui a-sendee-visit Lastmonth and before-that it was working fine-. Nowit's making a- Lot morenoise-, there-'s a- Lot of vibration/, it's going slower and worst of ail the- accuracy is no Longer satisfactory. Pleasecontact Pox. and get their man to coil a-.sJO.ft-.
You complained to Fox Industries a week ago about their service on another machine. Here is the letter you sent their
Export Sales Manager:
May 20, 20_
Dear Mr Reynard,
As you know, we have bought several machines from your company and been quite satisfied with their performance.
We have even recommended Pox machines to other companies. Recently, however, the standard of your after-^ales
service has got much worse.
Our two HD 55Cs were installed in 1992 and your regular twiceyearly service together with our own maintenance programme has kept them in perfect working order. When there
was a breakdown, your service agents used to send an engineer at 48 hours' notice. Now the situation has changed
and the engineer promises to come "in about 10 days" and is unable to tell us exactly when he will be arriving. Last
week he arrived at 4 pm on Friday afternoon and our own maintenance engineer was unable to leave work until your
man had finished.
Let me say.that we are not satisfied with this state of affairs. We have already spoken to your service agents about
this, but there has been no change so far.
We look forward to hearing from you and hope that you can promise an immediate improvement in your after-sales
service.
Yours sincerely,
Dear Mr Reynard,
As you know, we have bought several machines from
your company and been quite satisfied with their
performance. We have even recommended Pox
machines to other companies. Recently, however, the
standard of your after-^ales service has got much worse.
Our two HD 55Cs were installed in 1992 and your regular
twiceyearly service together with our own maintenance
programme has kept them in perfect working order.
When there was a breakdown, your service agents used
to send an engineer at 48 hours' notice. Now the
situation has changed and the engineer promises to
come "in about 10 days" and is unable to tell us exactly
when he will be arriving. Last week he arrived at 4 pm on
Friday afternoon and our own maintenance engineer was
unable to leave work until your man had finished.
Let me say.that we are not satisfied with this state of
affairs. We have already spoken to your service agents
about this, but there has been no change so far.
We look forward to hearing from you and hope that you
can promise an immediate improvement in your aftersales service.
Yours sincerely,

Knh gi ng Reynard, Nh bn bit, chng

ti mua mt s my t cng ty ca bn v
kh hi lng vi hiu sut ca chng. Chng
ti thm ch cn khuyn khch u my cho cc
cng ty khc. Gn y, tuy nhin, cc tiu
chun sau khi ^ ale dch v c nhiu ti t
hn. Hai HD 55Cs ca chng ti c ci
t trong nm 1992 v hai ln dch v thng
xuyn hng nm ca bn cng vi chng
trnh bo dng ring ca chng ti gi h
lm vic hon ho. Khi c mt s c, i l
dch v s dng gi mt k s thng bo 48
gi ca bn. By gi tnh hnh thay i v
k s ha hn phi n "trong khong 10 ngy"
v khng th cho chng ti bit chnh xc khi
no ng s n. Tun trc, anh n 4 gi
chiu ngy chiu Th Su v k s bo tr
ring ca chng ti khng th ri b cng vic
cho n khi ngi n ng ca bn hon
thnh. Hy ti say.that chng ti khng hi
lng vi tnh trng ny. Chng ti ni
chuyn vi cc i l dch v ca bn v iu
ny, nhng c khng c thay i cho n
nay. Chng ti mong c nghe t bn v hy

vng rng bn c th ha hn mt s ci tin

ngay lp tc dch v sau bn hng ca bn.
Trn trng,
2 Decide what action you should take in this situation.
3 Draft a suitable letter, fax or e-mail - or make notes for a phone call.
4 Compare your draft or notes with another pair or group.
5 When you have done this, look at File 76. Follow the instructions there.
8.6
Monday morning: After-sales problems
B You work in the SALES DEPARTMENT of Rodent International. Read these faxes from two of your customers.
Decide what you're going to do in each case. Draft suitable letters, faxes or e-mails - or make notes for phone calls.
tha ^itoment would be rxocflted for ccocStions In this
eq^prnent with a rnocSfled version. MernotVety. we coo obtain the transformers tocalty at your expense.
Pteose reply Immecf Jtely wrth your decision.
The equipment iaa to be working emoothly after the lnatallation problem*. Unfortunately, ay worka manager lnfonu
me that the handbook aant with the machine ham got wrongly bound. Apparently, pagea 25-50 are miffing and 1-24
are included twice!
Pleaae aemd ua a replacement at once by airmail or courier.
Work in groups Discuss these questions:
How do you, as a customer, deal with bad service or after-sales service?
Suppose someone complained about your service or after-sales service: how would you deal with this?
Does anyone in the group have any 'horror stories' of cases of particularly bad after-sales service?
"And this is the week Myers was on vacation."
Page 84
UNIT 9: Visitors and travellers
9.1 Did you have a good journey?
A Work in pairs Look at the illustration and discuss these questions:
What is each person doing? What is going to happen next?
Have you ever been in any of the situations shown? Tell your partners about your experiences.
When was the last time you travelled to another country (or another part of your own country)? What did
you do there?
B^ Here are some phrases which can be used when meeting or being met. Listen to the conversation and highlight
the phrases you'd like to remember:
Hello, are you Mr/Ma_? I'm_
Welcome to_
It's a great pleasure to meet you.
I've been looking forward to meeting sou.
How was your journey/flight?
I think we'll go to your hotel I our office first...
...my car's outside I we'll take a taxi I we'll
take the airport bus. Can I take {one of) your bags? Can I help you
with your luggage? I'll just find a trolley I a porter for your bags. Is there anything you'd like to do before we ...?
Would you like a drink or something to eat before we...?
Sorry I'm so late - there was fog at Schiphol I an engine failure outside Cologne I a traffic jam north of Florence. I
hope you haven't been waiting too long. Before we set off, I'd like to have a coffee/beer/sandwich. I'd just like to
make a quick phone call, if that's all right.

Very smooth I Not too bad I Pretty tiring I Absolutely exhausting!

9.1 B Transcript 11 minute] Sandra : Hello, are... are you Mr Brown Mr Brown : Yeah. Sandra: Oh. I'm Sandra Ellis.
Mr Brown : Hi. Sandra. Sandra: I... cr... welcome to Manchester. Mr Brown : Well. I'm sorry I'm so late. You sec.
there-was fog al Amslerdam and we were delayed there I hope you haven't been waiting too long. Sandra: No. no.
it's OK. I was able to calch up on some of my notes. Mr Brown : Oh. good.
Sandra : Well, it's a great pleasure to meel you. Mr Brown.
Mr Brown : Yeah. I've been looking forward to meeting you too. Sandra.
Sandra : How was your flight ?
Mr Brown : Well, not too bad. thanks.
Sandra : Oh, good, well I ihink The best Thing is we'll go to yourhoiel first if that's OK. My car's just outside.
Mr Brown : Terrific.
Sandra : Can I take one of your bags
Mr Brown : Oh thanks. yeah, here you are Sandra.
Sandra : Right now. is there anything you'd like to do
before we sel off
Mr Brown : Well. I'd just like to make a quick pftonc call. if... er... that's all right. Sandi i Yes. sure. Look, there are
some phone booths ovei there Urn ... would you
like to have a drink or somelhing to cat before we go into town or ...
Mr Brown : Well. er... maybe just a coffee if we've got time.
Page 85
C Work in pairs Imagine that one of you is a foreign business person arriving at your local airport and the other is
waiting to welcome you. Role-play the whole scene, right up to leaving the airport.
Then change partners and role-play the scene again.
D Work in pairs Look at these situations and decide:
WHO would you speak to in each case to get the information you require?
What EXACTLY would you say in each situation?
Look at the phrases in the speech balloon below for some ideas.
1 You've heard that flight BZ 431 is delayed.
2 You want a rail ticket to Manchester.
3 You want to reconfirm your seat on flight TR 998.
4 You want a plane ticket to Bangkok.
5 You're in a hurry to get to the airport.
6 You've arrived at the airport 3 hours before your flight.
7 You have 3 minutes before your train leaves.
8 You've heard that the 17.55 train has been cancelled.
4
I'd likfco reserve a seat on flight number GJ 414 to Toronto. I'd like to chanap I reconfirm my reservation on flight
number AR 770 on the 16th of this month.
One business class I economy class return I single to Melbourne, please. Which platform I track I gate does the
13.40 to Glasgow leave from? Can you tell me what time flight number SO. 060 is due to arrive 1 depart?
E Work in groups Problems sometimes arise when people are away from home. Discuss these problems with your
partners and decide:
What ACTION would you take in each situation?
Who would you speak to?
What EXACTLY would you say to that person?
1 You arrive in good time at the airport but discover that you have lost your ticket. The ticket clerk says your name is
not on the computer.

'Could you check again, please? My name may not be spelt right on the computer. It you still can't find it, could I
speak to your supervisor, please?'
2 You find that your travel agent has entered the wrong check-in time on your itinerary and you have missed your
flight. Your hosts are meeting you at the airport but By now they will be on their way there.
3 You are a non-smoker but the only seat available on the plane is in the smoking section. After take-off you find that
your neighbour is a chain smoker and he doesn't speak English.
4 You arrive at an airport in a foreign country expecting to be met but there is no one there to meet you. You have a
meeting in a couple of hours in the centre of the city.
5 Your train has missed the connection and now you're going to be an hour late for your appointment. You have only
five minutes to find a phone and make one call.
6 You're seeing off a visitor. You arrive at the airport for his/her flight home and discover that the check-in desk for
his/her flight is closed. You go to Airport Information. They tell you that that airline is on strike.
^ In some cases you may think 'It all depends...' - but what exactly does it depend on?
F Work in pairs Here is some advice which might be given to travellers. Decide:
Which of the advice would you recommend to someone who is coming to your country?
Which of the advice would you yourself follow when visiting a foreign country?
Photocopy the information page of your passport (the one with your picture on it) and store it in a safe place in case
your passport is lost or stolen.
Avoid unnecessary physical contact with strangers. If you are pushed, check your belongings immediately.
Keep valuable documents out of sight.
Keep your passport, tickets and other important documents with you.
Use traveller's cheques not cash.
Never agree to transport anything for a stranger.
Keep your hotel key with you when you leave the hotel, if possible.
Find out which parts of the city are unsafe at night and avoid them.
Walk confidently, as if you know exactly where you're going to.
^ Add some more advice you would give a foreign visitor to your country. Then join another pair and compare your
ideas.
9.2 Hotels and accommodation
A If you have to make a reservation at a particular hotel you know of, you can just send them a fax to book a room:
FAX from Harry Meier
Acme International Genera Switzerland + 4122 Til 9191
To: Hotel Concorde, Toulouse, France +33 61 95 78 76
Could I please book three single rooms with bath for the night of Monday 1 April. We shall be arriving at
approximately 20.00 hrs.
Please confirm by return. Many thanks,
p.p. Harry Meier
But if you require more information about the hotel, or if you have special requirements, you may need to telephone
them ...
*' You'll hear Ms Muller phoning the Hotel Concorde on behalf of Mr Meier. Note down the answers to these questions
about the call:
Why did she phone instead of sending a fax?
What information did she get from the hotel?
9.2 A Transcript 13 minute | Receptionist : Hole! Concorde.
Vera Mullcr: Good morning. My name's Vera Mullcr. I'd like to book some accommo- dalion for tomorrow for five
nighis.
Receptionist : April 1st to 5th just one moment, madam. We are rather lull al the moment, because of the trade fair.
What kind of room would you like?

Vera Mullcr: I'd like three single rooms, all on the same floor.
Receptionist I have Three double rooms bin not three singles avaitable, sorry. Vera Mullcr: What's the difference in
price?
Receptionist : Single rooms are 4(X) francs, doubles are 700. francs.
Vera Mullcr: I see. urn... what kind of rooms are the double rooms
Rcceplionisi Very nice rooms, madam. I can give you three doubles on the sixth floor overlooking the city. They
have balconies and bathrooms. Vera Mullcr:: Now. one of the guests is in a wheelchair. Are these rooms accessible
by wheelchair?
Receptionist : Ah. no. madam. The lift goes to the fifth floor only. In this case you could have ihrec rooms on The
uround floor one single and Two doubles. No view of the city, but else to the garden.
Vera Mullcr: And do you have a small conference room I can reserve for Aprit 3rd all day?
Receptionist : Er... yes. we have nice quiet room that Will take about 12 people, would that he suitable ? Vera Muller:
Yes. that Will he line And... um... are the public rooms all accessible withoul having to go up or down step?
Receptionist : Yes, madam. The restaurant is on the first floor - there's a lift. Otherwise.everything, including the
conference room is on The ground floor. Vera Muller: All right. fine. Um... then I'd like to book the three rooms on the
ground floor for Acme International. The gucsis'namcs are: Mr H. Miss A. Schwarz and Mr D. Negri.
Receptionist: Thank you. so ihal's three rooms on the ground flooor arriving on Aprit isl and departing on Aprit 6lh.
And the ecinfcrencc room all day. on Aprit 3rd.
Vera Muller: Right.
Receptionist : OK. Can I have votir telephone number, please?
Vera Mullcr: Yes. it's 41 (that's Switzerland) 22 34 89 23. And I'm Vera Mullcr. Rccepiioiiisi : Fine, thank you, Ms
Muller. Goodbye. Vera Muller: Goodbye.
.... It's OK. Nlr Meier. I've booked the rooms in Toulouse.
Mr Meier: Greal. Thanks. Vera._
B Work in pairs Imagine that your company is going to send you on a business trip to South America. A colleague
has recommended the Rio Othon Palace Hotel and the Caesar Park Hotel.
Rio Othon Palace Hotel
Caesar Park Hotel
1 One of you should look at File 21, the other at 50. You'll be calling one of the hotels to book a room.
2 Do the role-play again, with reversed roles.
3 Draft a fax to the hotel confirming the reservation you made on the phone.
C Work in groups What kind of hotel would you prefer to stay in if you were on a business trip? How is a business
hotel different from a holiday hotel?
Design a new business hotel: the first of a new chain, catering for mid-budget business travellers.
1 Decide on the basic concept of your 'product':
Atmosphere: 'large, streamlined and modern' or 'small, traditional and intimate' - or a new concept...?
Location: city centre, out of town or in a quiet side street?
What kinds of people do you want to come to your hotel?
The staff: will there be a high ratio of staff to guests or will there be an emphasis on self-service?
What facilities will you offer? Make a list. Here are some ideas to start you off:
buffet-style breakfast cocktail lounge 24-hour coffee shop
fitness centre / gym free car parking good towels
Jacuzzi & sauna photocopying 24-hour room service
internet connections in every room hotel secretary self-service cafeteria
swimming pool video movies fresh fruit and flowers in bedrooms
restaurant serving local specialities
+ your own ideas:.....................................................................................
2 Arrange the facilities you have listed in order of importance. Then decide which you will offer - remember that
offering every one of them would price your product out of the mid-budget market!

3 When your group has designed 'the perfect business hotel', describe your product to another group or to the whole
class.
9.3 Local knowledge: You are the expert!
To a foreign visitor, you are the expert on the place where you live. A visitor may expect you to know how to get to
places and to explain local customs and habits.
A 1 ; Here are some phrases you can use when giving directions. Listen to the recording and highlight the ones
you think are most useful.
You can take the tram - it's the number 89 which says 'ZOO' on the front. You'll need to get a ticket from the machine
before you get on. At the fifth stop you get off and cross the road and walk on for about WO metres. The restaurant is
on the left, you can't miss it.
It's a bit complicated, I'd better show you on the map. It'll take about 20 minutes on foot. Go to the right as you leave
this building and turn left when you get to the town hall.
Keep straight on and go across the river.
You'll see the railway station on your right I on the right. Continue along that road for three blocks till you come to a
church. Opposite the church there's a big square.
The restaurant is down a little back street on the other side of the square.
A.
Drive straight on until you see blue signs that say 'CITY, follow these signs as far as the lake and then turn right and
drive along the lake for about 5 kilometres. The restaurant is on the right just after the first village, you can't miss it.
9.3 Al Transcript |I2 minutes 30 seconds]
Man : Um, can You tell me how to get to The restaurant
for the meal tonight
Woman : Well, it's a bit complicated...urn... I'd heller show you on the map. It'll take about 20 minutes on fool.
Man : Oh. that's OK. I've got enough time and it's a lovely evening.
Woman : Right then. Now let's see, um... well, first of all you go to the right as you leave this buitding, OK 7 And then
you lurn left when you get to the town hall. Man : Right.
Woman : Mm. then you keep straight on and you just cross the river. Er... oh. you'll sec The raitway station on your
right. got it? Man : Yeah.
Woman : OK. now you continue along that road for ahoul three blocks litl you come to a church. Um... and opposite
the church there's big square, now the restauranl is a little back sireel on the other side of The square. It's called the
Black Bear - it's first three on The map.
Man : Oh. I see. Yes Woman : Do you sec?
Man : Yes. that fine no problem. Thanks very much. Woman : You very welcome. Enjoy your evening. Man : Thanks.
I that
Woman : Can you tell me how to get to the restaurant Interviewer : Sarah, thanks very much.
Ms t.cickharl : Thank you._
9. Visitors and travellers 9.1 B Transcript 11 minute] Sandra : Hello, are... are you Mr Brown Mr Brown : Yeah.
Sandra: Oh. I'm Sandra Ellis. Mr Brown : Hi. Sandra. Sandra: I... cr... welcome to Manchester. Mr Brown : Well. I'm
sorry I'm so late. You sec. there-was fog al Amslerdam and we were delayed there I hope you haven't been waiting
too long. Sandra: No. no. it's OK. I was able to calch up on some of my notes. Mr Brown : Oh. good.
Sandra : Well, it's a great pleasure to meel you. Mr Brown.
Mr Brown : Yeah. I've been tooking forward to meeting you too. Sandra.
Sandra : How was your flight ?
Mr Brown : Well, not too bad. thanks.
Sandra : Oh, good, well I ihink The best Thing is we'll go to yourhoiel first if that's OK. My car's just outside.
Mr Brown : Terrific.
Sandra : Can I take one of your bags
Mr Brown : Oh thanks. yeah, here you are Sandra.
Sandra : Right now. is there anything you'd like to do before we sel off

Mr Brown : Well. I'd just like to make a quick pftonc call. if... er... that's all right. Sandi i Yes. sure. Took, there are
some phone booths ovei there Urn ... would you like to have a drink or somelhing to cat before we go into town or ...
Mr Brown : Well. er... maybe just a coffee if we've got time.
2 Work in pairs Play the roles of HOST and VISITOR.
The Visitor needs to know how to get to all the important parts of your town or city. Draw a rough street plan before
you start - or the Host could draw the map for the Visitor as he or she explains how to get to each place.
e^ Change roles so that you both have a turn as Host.
B It's a good idea to think about how your own country looks from a foreign visitor's point of view. As a resident, your
own view may be quite different.
1 Work in pairs How much do you know about your own city? Can you answer these questions:
Where could a visitor go on a free day, or at the weekend?
When are the museums and art galleries open?
How can a visitor get tickets for a concert or show?
Where can a visitor rent a car?
Which restaurants serve typical local dishes?
Where can a visitor buy local specialities to take home?
Where does the bus to the airport leave from and how long does it take?
Join another pair and compare your ideas.
Page 89
2 Work in pairs Imagine that you'll soon be welcoming two people from the other side of the world, who haven't left
their own country before. They're coming to work with you for a few months.
Make a list of customs and habits that might seem strange and which might be different from their country. What will
you explain to them about...
eating - popular dishes, meal times, etc.
public transport - how do you get tickets, for example?
shopping - where to buy groceries and clothes cheaply
work - what kind of clothes to wear, office hours, etc.
entertainments - where can you go dancing, for example?
sports - where can you play tennis, work out, swim, etc.?
Form a group of four with another pair Take it in turns to imagine that the others are the newly-arrived foreigners, who
need to be briefed on habits and customs in your country.
Change roles so that you all have a chance to be 'foreigners' and 'residents'.
3 Make a list of some famous local names: people who are well-known in your country but may be less well-known
abroad.
2 national politicians
2 local politicians
2 historical figures
2 TV personalities
2 movie stars
2 entertainers or artists
2 big names in local industry or commerce
Join one or two other pairs Explain to your partners why the people who are on your list but not on theirs are wellknown - imagine your partners are foreigners who are unfamiliar with your country.
9.4 Eating, socializing and telling stories

A 1 - You'll hear two people looking at this dessert menu. What does the man decide to order? What would you
order?
Pecan Pie
uiti \tt tua. tjiMM y9* oi tjie.sH ata*
on (jitsit tied*
Mississippi
9.4 Al Transcript 11 minute 20 seconds]
Man : Mmm, that was delicious !
Woman : Mmm. would you like a dessert ?
Man : Yes. please. Can you... um... help me with the menu ?
Woman : Yes. certainly. These are starters, and these are main courses and these are desserts. Sec? Man : Ah. yes.
um... hmm. can you tell mc what Boston Indian Pudding is ?
Woman : Yes. it's a specially of This region. It's a sort of... mm... dark cake which contains dried fruit soaked in lea.
Man : Tea '.'
Woman : It's hoi and you have it with ice cream. Very rice.
Man : I see. And... um... what's Hoi Fudge Sundae '.' Woman : That's something ralher special. It's a kind of ice
cream with a hoi sticky sauce over the top - very sweet and fattening !
Man : I don't really like the sound of that. What about Zabaglione ?
Woman : Well, that's difficult to explain, it's a bit like a warm mouse. It's made of egg yolks, sugar and Marsala wine.
Jt's an Italian specially. Man : That sounds very nice, I'll have that. please. Waitress : Are you ready to order your
desserts ? Woman : Yes. John ?
Man : I'd like to have the Zabaglione and a large black coffee, please.
Woman : Jusi an iced lea for mc, please.
Page 90
2 Work in pairs Imagine that you're in a restaurant with a foreign visitor who can't understand some of the items on
the menu. Play the roles of visitor and host.
IF POSSIBLE, GET A MENU FROM A LOCAL RESTAURANT - or start by composing a menu of your own national
dishes.
These are starters, these are main
courses, and these are desserts. It's a speciality of this region. It's a
sort of... That's something rather special. It's a
kind of... Well, that's difficult to explain. It's a
bit like... I'm afraid I don't know what that is.
I'll ask the waiter/waitress.
Can you tell me what...... is?
That sounds very nice. I'll have that, please. I don't really like the sound of that. I'd like to have......to start with,
followed by .. r~^.
B Preparation
Work alone If you're having a meal or a drink with someone or travelling together, you can't spend all your time
talking about business. Much of the time you'll be chatting or socializing. An important part of socializing is telling
people about things that have happened to you - unusual, amusing or interesting experiences you've had.
You should do this Preparation at home BEFORE the lesson.
1 Think of three stories you can tell. Think of an amusing, frightening, surprising or embarrassing experience you
have had ...
on a journey by car, plane, train or bus in a hotel
while having a meal while meeting or looking after a visitor at work
If you can't think of any of your own personal experiences you could retell stories you have heard other people telling
- maybe as if they really happened to you.
Make notes to help you to remember the main points.

2 Here are some expressions you can use when exchanging stories. Highlight the ones you'd like to remember.
17I never forget the day ...
Did I ever tell you about...?
I had an interesting experience the other day...
The worst journey I ever made was ...
I had a surprise /1 had a fright the other day when
That's amazing! Good heavens! How awful! How terrifying!
What happened then? What did you do then? How did you feel then?
That's interesting! | Good heavens! Good grief! How embarrassing!
Why did you do that? What did you say then?
Page 91
C Youll hear two people talking about travel experiences. Put the pictures for each story in the correct order but be
careful because some of the things shown in the pictures didnt happen!
9.4 C Transcript [5 minutes 20 seconds]
Man :... anyway, I fell pretly upset, I can tell you
Woman : Haha. Well, something even worse happened to some friends of a colleague of none in New York. The
husband was on... on an extended business trip and the idea was that his wife would come over in the middle of it to
spend a tong weekend with him. He was flying in from Boston, and the wife from Europe and they were going to meet
up on the Friday evening and slay The weekend together at one of those very big hotels near Central Park.
Well, the hotel computer had got the first Idler of their name wrong - their name began with a B (I think it was Berry)
But it was spelt on the computer with a P. So the wife arrived at the hotel, gave her name and asked 'Has my
husband arrived yet ? and the reception clerk tooked her up on the computer and said No. not yet' and so she said
she'd wait in their room and she was shown to the room. So she turned on the TV and. you know, started waiting.
Well, then about half an hour later The husband arrived and gave his name and spell it oul very carefully to the
reception clerk and asked Has my wife arrived yel 1 and she tooked up the name on the computer and said No. not
yel'. so he s.3!d he'd wait in the room and the clerk promised to send his wite up to him when she arrived and he was
shown up to a different room 50 he lurncd on the TV and started waiting. Well, they both waited for a couple of hours
and then the wife called reception, was told her husband stitl hadn't arrived so she went down to The restaurant and
had a meal and then, being tired, you know, she went to bed. The husband was now quite hungry so. after calling
reception and being told his wife still hadn't arrived, he went down to have his dinner, and then went to bed. Well, the
next day, they narrowly missed each other al breakfast, so they decided there was no point in sitling around waiting
so they bolh went out shopping or sightseeing, missed each other again that evening and didn't finally meet up again
litl the next afternoon. By this time the husband had to fly off to Washington for a meeting first thing on Monday !
Man : Oh. that's amazing!*** It's always slrange in a new eity. I... I remember once I was going to a conference in
Norway. I landed al Osto Airport and as I didn't know the city I picked up a whole tot of leaflets and a street map at
the airport before catching The bus into town. Well, one of The leaflets was quite fat, about 100 pages tong and it
was called 'Where to eat in Osto', so I Marled tooking al it to find a nice restaurant to go to that evening - I always
prefer to cat oul rather than in my hotel. And I soon realized that the same restauranl was being described again. I
tooked all the way Ihrough the leaflet and every page was a description of the same reslauranl ! There Were no
others in there! 100 pages all about the same restaurant. Woman : What was the name of The restaurant ? Man : I
can't remember!
Woman : Haha !***! Oh. that reminds me. Ha ! A colleague of mine was in Sweden. He was al the end of a tough
series of meetings in Stockholm and about to fly back home to Tondon. Well, he checked his suitcase in and went
through to The departure tounge, had a drink and caught his plane back to Heathrow. Unfortunately, The check-in
clerk had put the wrong label on his case and it had the lag for a different flight on it...
Man : So he went to Tondon and his lugg.i went somewhere else '.'
Woman : No. no. no, no. worse than that. They did a security check on all the luggage that was being toaded onto
the other flight and found that there was no passenger name with that manifesto to match the particular suitcase. So

they very carefully took The case off to the far corner of the airport and security police blew it up ! Haha. Luckity it
only contained dirty ctothes and a toothbrush and stuff like that. And he goi fully compensated by the airline.
Man : I remember my boss telling me about something that happened a few years ago. There was a tong delay at the
airport, which apparently was quite common then. and Then there came an announcement over the toudspeaker:
'We are sorry but the plane is sick, we Will find a new one.' So they all settled down for a tong wait, feeling reassured
that they weren't having to fly in a faulty plane.
Two hours later therc was another announcement: Me have found a new plane. But the new plane is more sick than
the first one. so we Will take the first one.' And they were all escorted to the first plane and it took off but they all fell
very nervous and everyone started knocking back the gin and the whisky.
Anyway eventually they arrived al their destination and by this time everyone had managed to forget that the plane
was 'sick' but instead of landing the plane kept circling round and round and round. Everyone started to get worried
again. Mhm. And then a man in uniform came out of the little door leading to the flight deck-with a screwdriver. He
walked half way downs the aisle, stopped and lifted up The carpel. Then he raised a metal flap and reached inside
with The screwdriver. There was a toud click and then they heard the landing gear going down. The man in uniform
went back tall the flight deck. The plane made its final approach and landed safely. As they all came down The steps
he said you could literally see everyone stitl shaking with fear.
D Look at the pictures below: they can be interpreted in many different ways.
X
HE BE,0
S XI !?l
1 Worfe in pairs Imagine that it is the story of a day that yon spent travelling - can you work out what
happened? Use your imagination to add plenty of details (about the meals and the people you met, for
example).
2 When you're ready, join another pair and tell them your version of the story. You could perhaps begin like
this:
My car was in the garage being repaired on the day I had to travel to...
and maybe you could finish like this:
... and when I finally got back to my room I wrote some letters and went to bed.
E Work in small groups Now it's time to tell your own stories, using the notes you prepared before the lesson. You
will probably find, once you get started, that your partners' stories will remind you of other experiences you have had.
If so, tell these stories too.
Imagine that you and your companions are business associates. You're sitting together at the end of a meal, just
finishing your dessert ...
When you're telling a story, it may be a good idea to EXAGGERATE a bit and invent details to make the story more
exciting or interesting!
"I happen to be a frequent flyer, and this just doesn't feel right to me."
9.5 Organizing a conference
Work in small groups Imagine that you're organizing a weekend conference for about 50 delegates, from the evening
of Friday 22 May to lunch time on Monday 25 May. Four foreign speakers have been invited and you'll need to write
to them in English.
First of all
Discuss what arrangements you'll have to make for the conference. Make a list of the things you will have to do.
Then work through the activity following the instructions below.
March 16 What's happened so far ...
You have provisionally booked 30 double and 10 single rooms at the three-star Hotel du Lac. This hotel has a hall for
up to 75 people and three seminar rooms that hold 30 people each. The conference will consist of lectures (in

English) in the hall and simultaneous seminars for smaller groups in the other rooms. Four foreign guest speakers
have provisionally agreed to take part: their lectures will be on the Saturday in the main hall.
So far, 10 weeks before the conference, you have 23 firm bookings from delegates and 14 provisional ones ...
Draft a letter to the foreign speakers, to include these points:
Confirm dates and venue of the conference.
Ask for title and 100-word summary of their talk.
Explain the accommodation arrangements:
You will have sole occupancy of a double room with a view of the lake. Your accommodation and full board will be
paid for by us.
Explain about expenses:
We will refund your expenses by cheque in our currency.
Ask them to book APEX tickets, not standard fare, as it's over a weekend.
Make the hotel and the conference sound attractive.
^ Show your draft letter to another group and make any amendments you think are necessary.
March 30
1 Now, two weeks later, the four speakers have been in touch with you. They each have special requests. Highlight
the important points that each one makes.
Mr ScuttUtiphoned, to j say that he- thought he- urns getting a,fee, for the, talk and- not just expenses. 1 said, j
you-'d,phone, him- or se*ut a,fa-K today.
For the lecture I will need an overhead projector.
Will there be photocopying facilities on site?
I am not very happy about the hotel arrangements. I would prefer more luxurious accommodation than the
conference hotel. Could you book me into a five-star hotel instead, please?
Regards,
Page 94
I've decided to bring my family over for a week. During the conference I'll stay in the hotel but my family will need
accommodation for the weekend and then for the four of us for the week after the conference (till May 30). Can you
find us a 3-bedroom self-catering apartment near the lake?
Thanks for your help.
Looking forward to seeing you in May,
And you'll hear a recorded message from Madeleine Tennant, the fourth speaker, which she left on the
answerphone early this morning. Note down what she wants.
9.5 Transcript [Time : 30 seconds] Speaker : Er ... This is Madeleine Tennant. Urn ... I'm calling about the conference
in May. Urn ... I'd like to have my expenses paid in cash in dollars' not by cheque in your currency. Urn I haven't had
time to book a flight yel so I dont know how much the tickets'll cost, but ... um ... I'll let you know the amount when I
arrive for the conference.
2 Discuss with your partners how you will deal with each request, bearing in mind these points:
You haven't budgeted for any speaker getting a fee.
There is a four-star hotel, the Bellevue, about 1 km from the conference hotel, but each speaker is getting a very
nice double room with a view of the lake at the conference hotel.
Holiday apartments in the village cost 300-400 per week.
You can only pay expenses in cash if you know the exact amount in advance. (The speaker should phone, fax or email when he or she knows how much the tickets will cost.)
3 Draft letters, faxes or e-mails to each speaker, answering their queries. Show your drafts to another group and ask
for their comments.
April 13

1 Now it's time to send out the programme of the conference. Decide when each of the speakers will be lecturing on
Saturday 23 May:
9.00-10.30
11.00-12.30
14.00-15.30
16.00-17.30

2 Draft a letter to the four speakers, giving this information:

Tell each speaker when they will be speaking.
Give details of their accommodation:
We've booked you a nice room with a balcony overlooking the lake. There's a marvellous view of the mountains when
the weather is clear.
Give instructions on how to get to the hotel from the airport or station:
When you arrive at the Airport get a rail ticket to A_ and
take the train that goes to the Main Station. Change there to a
local train going to D_ (platform 14 every half hour). A_
is the 7th stop. The Hotel du Lac is right opposite the station. The journey takes about one hour.
Say that you're looking forward to meeting them and that there will now be about 70 delegates.
^ Show your draft to another group and ask for their comments.
Follow-up Join another group and discuss what you did in this activity.
9.5 Organizing a conference
UNIT 10: Marketing
10.1 The marketing mix
A Work in pairs Make a list of seven products (goods and services) that are produced or provided in your city or
region.
a local brand of drink
a grocery product (breakfast cereal, health food, etc.)
an industrial product (machines, consumer goods, vehicles, etc.)
a place of entertainment (theatre, cinema, etc.)
a public service (telephones, mail, transport, etc.)
an educational service (maybe the course you're doing now?)
another well-known local product
B Work in groups Discuss these questions about some of the products you've listed:
What competition does each product face?
(The competition may not be another brand, but another type of product: people may prefer to spend their spare cash
on clothes instead of going to the cinema, for example.)
What is the image of each product?
What is the image of the company that produces it?
How strongly or weakly is each of the products marketed?
Where is each product advertised?
C Work alone Fill the gaps in the sentences below with words from this list.
commercials competes design distribution end-users hire purchase image labels mail order materials
newspaper advertisements opportunities outlets place posters price product promotion public relations radio
spots rival satisfy strengths threats weaknesses
1 What is 'the marketing mix'?
The marketing mix consists of 'the four Ps': providing the customer with the right Product at the right Price, presented
in the most attractive way (Promotion ) and available in the easiest way (Place ).

2 What is 'a product'?

A product is not just an assembled set of components: it is something customers buy to $ a need they feel they have.
The i and the
d of the product are as important as its specification.
3 What is 'price'?
The product must be priced so that it c effectively with r products in the same market.
4 What is 'promotion'?
The product is presented to customers through advertising (e.g. TV c ,r ,n ,p ), packaging
(e.g. design, I , m ), publicity, P.R. ( ) and personal selling.
5 What is 'place'?
Your product must be available to customers through the most cost-effective channels of d .A consumer product
must be offered to e in suitable retail o , or available on h or by m
6 What is meant by 'S.W.O.T.'?
A firm must be aware of its S and W and the O and T it faces in the market place.
D Work in groups Which of these opportunities and threats do firms in your region face in the next two to three
years?
Competition from other local firms, or from other regions
Rise or fall in demand
Changes in customers' tastes and buying habits
Higher wages and salaries
Customers becoming more price-conscious, or more quality-conscious
Cheaper, or better quality, imported goods
New technology
10.2 Advertisements and commercials
Preparation
Cut out two of your favourite advertisements from a magazine or newspaper - you might like to cut out one ad you
hate as well, perhaps!
Prepare a short presentation of each advertisement so that you are ready for step C at the end of this section.
Promoting a product Involves developing a 'Unique Selling Proposition-('USP'): the FEATURES and BENEFITS which
make it unlike any of the competing products.
There are four stages In promoting a product ('AIDA'):
1 attract the ATTENTION of potential customers
2 arouse INTEREST in the product
3 create a DESIRE tor its benefits
4 encourage customers to take prompt ACTION
A
You'll hear two people talking about one of the ads on the next page. As you listen, look at the questions in B
below:
Which questions did the speakers NOT deal with?
It is It makes the product seem sort of likeable, doesn't it?
Which of the points they made do you disagree with?
What I disagree is Pale colours catch your attention.
1) Which questions did the speakers NOT deal with?
2) Which of the points they made do you disagree with?
3) What are the products advertised? - Hotels, Restaurants and Guide Books (Maps)
4) What does USP stand for? - USP stands for Unique Selling Proposition
5) Who are the ads directed at? - Motorists and tourists

10.2 A Transcript [2 minutes]

Man : What do you think of this advertisement ?
Woman : Mm. I quite like it.
Man : Yes, yes, so do I. It makes the product seem sort of likeable, doesn't it ?
Woman : Mm. well, it's an advertisement for three products really: hotel and restaurant guides, guide books of places
to see and maps.
Man : Mm, I like the way the nice pale colours catch your attention - and the, smiting Michelin man looking straight at
you makes you want to step into the countryside- even though it's only a drawing. It has a nostalgic old-fashioned
took and that makes you interested in reading the text.
Woman: That's right yes, and when you read The text you find The selling points of each of the three products. It
makes them all seem very desirable.
Man : The message is "Make sure it's a Michelin". which, means next time you're thinking of buying a map or a guide
book; you should think of Michelin products.
Woman : What kind of people is this message directed at, do you think '!
Man : Well. I suppose motorists and tourists, people who stay in hotels oreal in restaurants.
Woman : 'Yes. and what seems to be the Unique Selling Proposition of the products, according to the ad ?
Man : It's actually different for each product. Er... the red guides list more holds and restaurants than their
competitors. Er... the green guides use a slar system to rate places of interest. And the maps are updated every year
- u... unlike their competitors, we are supposed to think.
Woman : Yes. but it also says that the three products are cross-referenced, which means they can be used together
easily. They're a sort of package. I'd say that was the USP !
Man : Yeah, yes. you're right.
... What do you think of this advertisement ?
B ngh nh th no v qung co ny?
Mm. I quite like it.
... Ti thch lm.
Yes, yes, so do I. It makes the product seem sort of ... Vng. Ti cng th. N lm ngi xem thy thch sn phm
likeable, doesn't it ?
hn, ng khng?
Mm. well, it's an advertisement for three products
... y l qung co cho 3 sn phm: sch hng dn nh
really: hotel and restaurant guides, guide books of
hng, khch sn, sch hng dn danh lam thng cnh v bn
places to see and maps.
cc ni .
Mm, I like the way the nice pale colours catch your
... Ti thch nhng mu nht hay hay ny, nh n m hnh bt
attention - and the, smiling Michelin man looking
mt hn v, c anh chng Michelin mm ci ny na c
straight at you makes you want to step into the
nhn thng vo ta v lm cho ta mun n vng thn qu mc
countryside- even though it's only a drawing. It has a
d y ch l tranh v. N c phong cch xa hoi c v lm
nostalgic old-fashioned look and that makes you
cho ta mun c phn ch vit trn qung co.
interested in reading the text.
... Vng, ng th, v khi ta c bi vit, ta s thy ch im bn
That's right yes, and when you read The text you
hng cho ton b 3 sn phm. N lm ngi xem mun mua
find The selling points of each of the three products. It
chng.
makes them all seem very desirable.
... Thng ip Hy tin chc l Michelin, v mi khi ta mun
The message is "Make sure it's a Michelin", which,
mua bn hay sch hng dn, lp tc s ngh ngay n sn
means next time you're thinking of buying a map or a
phm Michelin.
guide book; you should think of Michelin products.
... Theo anh, qung co ny nhm vo i tng no?
What kind of people is this message directed at, do
... Ti cho rng nhm vo nhng ngi i m t v khch du
you think ?
lch, nhng ngi thng khch sn v n nh hng.
Well. I suppose motorists and tourists, people who
... Vng, v theo qung co ny Li Cho mi c o cho sn
stay in hotels or eat in restaurants.
phm ca n l g?
Yes. and what seems to be the Unique Selling
... Thc t mi sn phm u c li Mi gi ring. Nhng quyn
Proposition of the products, according to the ad?
sch hng dn mu ny lit k nhiu nh hng v khch
It's actually different for each product. Er... the red
sn hn nhng sn phm cnh tranh. Nhng quyn hng dn
guides list more hotels and restaurants than their
mu xanh l ny s dng h thng sao xp hng cc danh
competitors. Er... the green guides use a star system to lam thng cnh. V cc bn c cp nht hng nm khc
rate places of interest. And the maps are updated
vi cc sn phm cnh tranh chng ta c th c cm tng

every year - u... unlike their competitors, we are

supposed to think.
Yes. but it also says that the three products are
cross-referenced, which means they can be used
together easily. They're a sort of package. I'd say that
was the USP!
Man : Yeah, yes. you're right

nh th.
... Vng, nhng qung co cng cho thy rng 3 sn phm c
mi tng giao, ngha l chng c th s dng chung vi nhau.
i khi chng hp thnh trn gi. Ti cho l Li cho mi
c o ca qung co ny.
... Vng, chnh th.

B Work in pairs Study the advertisements on the next page and discuss these questions:
What exactly is the product being 'sold'?
How well does each ad succeed in the four stages of 'AIDA' (see above)?
What kind of customers is each advertisement directed at?
What is the 'Unique Selling Proposition' of each product?
What changes would have to be made to the style or tone of the ads to make them suitable for your country?
Which is the 'best' ad, do you think? Why?
C Work in groups Show the ads you have cut from magazines and newspapers to the members of your group.
Present each one to the group, covering these points:
Target customers
The USP of the product: its features and benefits
How the ad works in terms of the four stages of 'AIDA'
How the style would have to be changed for other markets
At the end, when everyone has presented their ads, decide which is the best one, and why.
^ What are your favourite TV commercials? Describe them to your partners and explain why you think they are
effective.
I'd like to show you an ad that really impressed me. What do you think of this ad? It shows ... This ad seems to be
aimed at... According to this ad, the USP of this product is ... What I don't like about this ad is...
10.3 Promoting products and brands
Promoting a product doesn't only involve advertising, it
involves considering it as a 'Total Product': its brand
name, presentation, labelling and packaging are all
part of the total product - as well as its instructions,
reliability and after-sales service. A service is also a
product and customers must be made aware of what is
being offered.

C ng cho 1 sn phm khng nhng lin quan n qung co m

cn lin quan n yu t Sn Phm Ton Din: thng hiu, hnh
thc trnh by, nhn mc v bao b l nhng hp phn to ra sn
phm ton din trong c c hng dn s dng, tin cy v
dch v hu mi. Dch v cng c xem l sn phm v chng ta
cn lm cho khch hng nhn thc nhng g chng ta cho mi h.

A Work in pairs Choose some of the products shown above and discuss these questions:
Which of the following methods are used to promote each of them?
Which methods would probably not be suitable?
brochures catalogues leaflets packaging direct mail
point of sale displays press releases showrooms
stands at trade fairs and exhibitions sports sponsorship word of mouth
B You'll hear part of a lecture. The speaker is talking about brand names that sound strange or comic to British
ears, or which were changed for the British market.
Mark the brand names with a tick (V) if they are on sale in the UK, or with a cross (X) if they are not on sale in the UK
under that name.
*Portable radios: Party Center Concert Boy Party Boy Yacht Boy

*Drinks: Pocari Sweat

Calpis
Pschitt
Sic Irish Cream liqueur Irish Mist liqueur
*Food: Bum bubble gum Mother biscuits Bimbo bread Haagen-Dazs ice cream
*Cars: Cedric Gloria Bluebird Accord Carina Previa Micra Corolla Primera Pajero Ranchero
Shogun Mondeo Xantia Vauxhall Opel Astra Kadett Nova Corsa Rabbit Golf
*Computer software: Pagemaker Page Maker PageMaker WordPerfect WordPerfect . WordPerfect Quark
Express QuarkXPress Quark XPress MicroSoftWord Microsoft Word Microsoft Word
Celica
10.3 B Transcript |5 minutes 20 seconds).
TRUE/ FALSE

1)
2)

Japanese names are often used in the UK to make products sound more 'international'

Portable radios are marketed in the UK under the names of the Party Center, the Concert Boy, the Party
Boy and the Yacht Boy.
... Now, on the subject of brand names : English names are often used By gi xin chuyn qua ch thng hiu: thng hiu
in foreign countries to make products sound more 'international'. But
ting Anh thng s dng nc ngoi lm cho sn phm
this doesn't always work. Take, for example, portable radios. There's
nghe ku c v quc t. Nhng lm nh th khng phi ba
the Party Center, the Concert Boy, the Party Boy and the Yacht Boy gi cng c hiu qu. Ly v d nh radio xch tay. No l
these are all marketed in the UK under those names. But they do
Party Center, Concert Boy, Party Boy v Yacht Boy tt c
sound a bit silly to British cars, dont they? Um... many foreign brand
nhng thng hiu ny u c marketing ti Anh di c
names just don't sound quite right in Britain. Here are a few examples
thng hiu va ni. Nhng nghe cng k cc nh cc
of brand names which would have to be changed if they wanted to sell thng hiu t Anh, ng khng?
the products ... um... on the British market. Pocari Sweat - that's a drink Nhiu thng hiu nc ngoi nghe khng ra sao ti Anh
for sports people, and ... er... Calpis, Pschitt and Sic - these are drinks, Quc. y l vi v d v tn thng hiu nn i thng
which sound quite disgusting in English. Bum - that's a... a brand of
hiu nu nh mun bn c trn th trng Anh Quc.
bubble gum. There's Mother, a brand of biscuits. Bimbo, and that's a
Chng hn Pocari Sweat l mt loi nc ung cho vn
brand of bread.
ng vin th thao, v ... Calpis, Pschitt and Sic cng l
Um... another strange name is Haagen-Dazs ice cream. This brand
nhng loi nc ung, nghe ci tn bng ting Anh l
name was invented in the USA - urn... it's supposed to have a
thy gm. Bum nhn ca mt loi ko nhai thi bong bng.
European 'quality' sound and look but it doesn't actually mean anything Ri Mother, nhn bnh quy. Bimbo nhn bnh m. Mt tn n
in any language. Still, it's the most luxury brand in Britain despite the
nghe cng l l kem lnh Haagen-Dazs. Tn nhn ny c
fact that no one can spell it correctly.
pht minh ti M Um... Oh. and not . all British brands sound right in other countries.
m hng nghe qua c phm cht chu u nhng thc t
Urn... there are two Irish whiskey liqueurs you can buy in the UK: Irish
chng thuc bt c ngn ng no v chng c ngha g c.
Cream and Irish Mist. The latter wouldn't sell in Germany, where the
Tuy nhin, y li l nhn cao cp Anh d thc t chng ai
word Mist means 'manure'.
c th vit ng c tn nhn.
And... er... h... how about the Nissan cars : Cedric and Gloria ? Those
Vng, ng l nh vy. Nhng cng c tn nhn ting Anh
English first brand sound so unglamorous that neither of them could be nghe rt ti nhng nc khc li nghe rt hay. C 2 loi
sold in the UK under those brand names. But, having said that, er... a
ru Whiskey nh bn Anh: Irish Cream v Irish Mist. Tn
good product can succeed even if the name does sound a tiny bit
sau khng th bn c v ch Mist (sng m), ting
strange. Look at Japanese cars : you've got The Nissan Bluebird, the
li c ngha l Phn bn.
Daihatsu Applause. The Honda Accord, the To... Toyota Carina - all
V Th th cn t Nissan: Cedric v Gloria th sao? m
very successful in the UK. Oh. er ... by the way. I've always been
ting Anh ca nhng tn nhn nghe khng hay nn tn
puzzled by how many Japanese cars have in R or L in their name :
nhn khng bn c Anh. Nhng nh ni, sn
there's The Toyota Previa. The Nissan Micra. the Toyota Corolla, the
phm tt c th vn thnh cng thm ch tn nghe l l. Ta h
Nissan Primera - um... most Japanese cars I can think of have a... an
xt n t ca Nht: no l Nissan Bluebird, Daihatsu
R or a... a... an L in their name, even though many Japanese people
Applause, Honda Accord, Toyota Carina tt c rt thnh
pronounce the sounds R and L the same. A... an exception is the fourcng Anh.
wheel drive Mitsubishi Shogun (a... as it's called in the UK). But... er...
Ti lc no cng lung tng khng bit tr li sao nu nh c a
in most countries it's called the Pajero -er... except in Spanish-speaking hi c bao nhiu loi t Nht c mu t R hay L trong
countries where that word is very rude indeed. There the same car is
thng hiu: no l Toyota Previa, Nissan Micra, Toyota
the Ranchero.
Corolla, Nissan Primera hu ht t Nht m ti bit c

Er... many international car names have been invented specially. They
dont mean anything in any language but they're just supposed to
sound attractive - most of the brands I've already mentioned are
invented words. Some more examples of these on sale in the UK are
The Ford Modeo, the Toyola Celica and The Citroen Xantia. But
sometimes they may have to change the brand name to make it
acceptable in different countries. In Europe, General Motors cars are
marketed under the Opel brand name. In Britain, these cars are
Vauxhalls - a name that most Europeans find very hard to pronounce.
But there's a definite trend to create European brands : urn... the Opel
Kadett used to be called the Asira in the UK. now it's the Astra all over
Europe. And here in Britain the Vauxhall Nova has taken on The
European brand name Corsa - in Spanish and Italian Nova mean 'it
doesnt go', which wouldn't have been a suitable name for a reliable
small car! And in the USA they have a car called the Rabbit a sort of
light-hearted, amusing image, hasn't it? That's what we call the VW
Golf, because consumers here seem to prefer a more serious sporty
image. A fashionable product like... er... computer software has to have
a marketable, and a... a memorable brand name. And as more
products are developed increasingly meaningless new names have to
be invented, which nobody else has thought of before. Computer
software products on sale in the UK often have brand names consisting
of two words without a space between them. So instead of being called
consisting of two word without a space between them. So instead of
being called Page Maker, the product is called PageMaker with a
capital M in the middle. Then. . um... there's WordPerfect (with a capital
P in the middle) and QuarkXPress with capital X and .capital P in the
middle). Um.. But Microsoft Word is Two words and... er... there are no
capitals in the middle anywhere.
Now. having said all that, what I'd like you to do is to think of some...
or... foreign brand names that you think are unsuitable for the market in
your country. Get together with a colleague and you've got three
minutes to make notes. OK?...

m R hay L trong thng hiu ca mnh, mc d nhiu ng

Nht pht m r v l y nh nhau. Tuy nhin cng c ngoi l,
l Mitsubishi Shogun, t 4 bnh (ng nh tn gi
Anh). Nhng hu ht cc nc ngi ta gi l Pajero
tr cc nc ni ting Ty Ban Nha, tn gi rt l th
l. Cng tng t l t Ranchero.
Nhiu thng hiu t quc t c pht minh rt c
bit. Chng chng c ngha g c v cng khng c trong
ngn ng cc nc nhng ch c ci l m nghe rt hp
dn hu ht cc tn nhn m ti cp u l pht
minh mi c. Mt s v d cc tn nh th hin ang bn t
Anh: Ford Modeo, Toyola Celica v Citroen Xantia. Nhng
thnh thong ngi ta phi i thung hiu ti mt s nc
c chp nhn. chu u, t General Motors c
marketing di thng hiu Opel. Anh nhng xe ny li
c thng hiu l Vauxhalls mt ci tn m hu ht ngi
u chu thy rt kh pht m. Nhng qua cho thy c
mt xu hng r nt l to cc nhn chu u. Opel Kadett
c s dng thay cho Asira ti Anh. Hin nay tn ca n l
Astra trn khp chu u. V ngay ti Anh Quc ny Vauxhall
Nova thay cho thng hiu Corsa m ting Ty Ban Nha v
, Nova c ngha l n khng i c, mt ci tn khng
ph hp cho loi xe nh tin cy cao! Ti M li c c
loi xe thng hiu Rabbit (con th), mt hnh nh ling
thong v nh d, ng khng? l tn gi xe VW Golf, v
ngi s dng y thch hnh nh th thao y nghim t
hn. Sn phm thi thng nh phn mm my tnh phi
c thng hiu tht ku v ng nh. V v ngy c nhiu
sn phm hn nn ngi ta li c xu hng t nhng ci
tn v ngha, m trc y cha h c ai ngh n.
Cc sn phm phn mm my tnh bn trn th trng Anh
quc thng c tn gm 2 t vit lin nhau. Do vy thay v
c Page Maker, nhng vit PageMaker c M vit hoa
gia. K n WordPerfect (c P hoa gia) QuarkXPress c
X v P hoa gia). Nhng Microsoft Word li l 2 t ring
bit v khng c t no vit hoa gia.
n y iu ti mun cc bn tho lun l lin tng n
nhng tn nc ngoi m bn cho l khng ph hp i vi
th trng ti quc gia ca bn. No cng lm vic vi mt
ngi khc v cc bn c 3 pht ghi li ni dung lm vi
Nh vy nh!

1 Work in pairs Here are ten global brands:

COCA COLA
KELLOGGS
KODAK SWATCH
IBM
AMERICAN EXPRESS SONY
Mercedes Benz
NESCAFE
Can you name ten well-known brands which are their competitors?
Name another five famous global brands. "What products are they connected with?
2 Here are five famous luxury brands. What are they famous for? Why do people pay so much money for these
brands?
Dunhill
LOUIS VUITTON CARTIER
MONTBLANK LACOSTE

3 Join another pair Compare your answers to the questions. How important are well-known brand names for you
personally?
Page 101
10.4 Possibility, probability and certainty
If you're certain about something you can simply say:
a) It will happen or It won't happen. (90-100%)
b) It's true or It isn't true
c) It happened or It didn't happen
d) If you're uncertain you can simply say:
It may happen, (30%) or, It might happen 10-20%), or It could happen
It may be true, or, It might be true or It could be true
It may have happened, or, It might have happened, or ,It could have happened
Modal perfect: Defective + have + V3
1)
Should (not) have V3: l ra (khng) nn .... (100% qu kh)
2)
Could not have V3: (50-60%): c th (khng)
3)
Would no have
4)
May not have V3: (20-30%) c l
5)
Might not have V3: (10-20%) c l
6)
Must not have V3: (70-90%) chc (khng)
7)
Would not V1: (80% -n 100% hin ti) He would not die without air.
8)
Would not have V3: (100% qu kh) l ra ... ..
Fact
Subjunctive
Last night he came. He should have come. (diplomatic language)
But in many situations you'll probably want to express your meaning more precisely - or maybe more emphatically.
You may want to show the DEGREE OF PROBABILITY:
100%
75%
50%
25%
0%
probability: probability: probability: probability: probability:
Certain
Likely
Possible
Unlikely
Impossible
I am cetain that
It is likely to ////
I am certain that he didnt understand.
He is likely to misunderstand.
It is impossible that he didnt understand.
It is unlikely that he didnt understand.
A You'll hear some colleagues talking about a sales campaign. Write in their names below, to show how certain each
of them is.
1 Was all the sales literature sent to Toronto?
certain (100%) likely (75%)
possible (50%)
unlikely (25%)
impossible (0%)
Betty
Diana
Alan
Christian
Eric
2 Is the new sales drive in Canada going to succeed?
certain (100%) likely (75%)
possible (50%)
unlikely (25%) impossible (0%)
..
..

..
..
3 Will the new product range make a big impact on the Canadian market?
certain (100%)
likely (75%)
possible (50%)
unlikely (25%)
impossible (0%)
..
..

..
..
4 Were the sales forecasts for Canada encouraging?
certain (100%) likely (75%)
possible (50%)
unlikely (25%)
impossible (0%)
..
..

..
..

PLACEMENT TEST
1)
I found that only in his room.
Only in his room .........
2)
I have not only helped him but I also gave hime some money.
Not only .......
3)
I should never have understood him. (never, rarely, hardly, scarcely)
Never ...........
4)
I might no sooner have given him some money than he asked me for some food.
No sooner ....................
5)
He will do that under no circumstances.
Under no circumstances .........
6)
If I were him I would not do that.
Were I him I would not do that.
7)
If I could earn a lot of money, I would help him.
Could I earn a lot of money, I would help him.
Make (sentence pattern)
1) I make a cake. (S+Vt+O)
2) I make him understand the question. (S+V+O+V1)
3) I make him angry.(S+V+O+Adjective)
4) I make him the class president. (S+V+(pro)noun + Noun)
I make him a big boss.
I make him big a boss.

10.4 A Transcript |3 minutes]

Answer the following questions:
1) In what country will the sales campaign be launched?
2) Where will the sales literature be sent?
3) How sure is Alan about the fact that the literature is sent? Not much
4)
Narrator : Youll hear Mrs Frost finding out from her staff
Qu v s nghe B Frost tm ra nhn s cho chng
about a sales campaign in Canada. Notice how certain
trnh bn hng ti Canada. Ch mi nhn vin bo
each member of staff is about each of the points she raises. m n u cho tng im c B nu ln. Ti s
Ill explain how the first is done for you as an example.
gii thch cch gii quyt cu u ra sao lm mu.
Mrs Frost : First of all. What ahout The sales literature we
Trc ht, cc ti liu qung b bn hng m chng
said wed send to Toronto? Alan ?
ta ni chng ta s gi sang Toronto ra sao? Mi anh
Alan : Im not altogether sure whether the literature has
Alan?
been sent yet.
Ni chung chng ti cng cha nm chc ti liu c
Narrator : So Alan wasnt sure according to him it was
gi hay cha (30%).
possible.
Nh th Alan cha chc lm theo anh chuyn y
Mrs Frost: Betty ?
na chc na khng.
Betty : The literature must have been sent on Friday
Mi Betty?
afternoon.
Ti liu chc gi vo tra th Su.
Narrator . Betty was sure according to her it was certain.
Betty chc chn theo ch vic l chc chn.
Mrs Frost: Christian ?
Mi Christian?
Christian: I very much doubt if the literature was sent at all.
Ti vn ng ti liu chc cha gi i.
He didnt understand me at all.
Christian cn nghi ng - theo anh chuyn y c th
Narrator : Christian was doubtful according to him it was
cha xy ra.

unlikely.
Mrs Frost: Diana ?
Diana : I wouldnt be surprised if it was all sent on Friday
without Christian noticing.
Mrs Frost: Eric ?
Eric : It couldnt possibly have been sent, we didnt get it
from the printers till Thursday.
Narrator : And Diana thought it was likely and Eric thought it
was impossible. Now do the same yourself. Ready?
Mrs Frost : Now. How about our new sales drive in
Canada? Is it going to succeed? Alan, what do you think?
Alan : Well, in my opinion, it probably isnt going to go well.
Mrs Frost: Betty ?
Betty : Oh. Im absolutely certain itll work.
Mrs Frost: Christian ?
Christian : It couldnt possibly succeed, we havent done
enough field work.
Mrs Frost: Diana ?
Diana : Theres a chance itll succeed it may or it may
not ,hard to tell really.
Mrs Frost;: Eric ?
Eric : Hmm. I dont really, know. Its not really my area.
Mrs Frost : Now about the new product range Will it make
a Mg impact on the Canadian market ? Alan ?
Alan : Im quite sure it will, weve got a really exciting new
product here.
Mrs Frost: Betty ?
Belty : It may well have a big impact, but only will we
manage to get enough repeat customers.
Mrs Frost : Christian?
Christian : I doubt if itll make that big an impact last years
figures suggest that Canada is becoming very slow saleswise.
Mrs Frost: Diana?
Diana : It cant possibly have much impact, not after last
years consumer tests.
Mrs Frost: Eric ?
Belty : Well, Im not so sure. I wouldnt be at all surprised if it
made quite a big impact.
Mrs Frost : Were the sales forecasts for Canada
encouraging ? Alan?
Alan : They must have been encouraging, thats why CJs
so keen on Canada this season.
Mrs Frost: Betty?
Betty : Well. I had a quick look and it seemed to me that
they couldnt possibly have been encouraging.
Mrs Frost: Christian ?
Christian They may have been encouraging.
Mrs Frost: Diana?
Diana : Its quite possible they were encouraging. CJ didnt
let me see them though.

Diana?
Ti rt ngc nhin nu nh tt c c gi i vo
hm th Su m khng c thng bo ca Eric.
Eric?
C th cha gi i v mi n th Nm, chng ti
khng thy cho in ra.
V Diana ngh rng c th lm, trong khi Eric li cho
l khng th. By gi cc bn t lm mt mnh nh!
Doanh s hin nay ca chng ta ti Canada ra
sao? Liu c thnh cng khng? Alan, anh thy
sao?
Theo ti, chc c l s khng bn chy.
Betty?
Ti tin chc s t kt qu.
Christian?
Rt c th khng thnh cng v chng ta cha
nghin cu thc a y .
Diana?
... C c may chng ta s thnh cng thc t c
th ni chc iu .
... Eric?
... Ti thc s khng bit. y khng phi l lnh
vc ca ti.
... By gi bn n chng loi sn phm mi n
c to c hnh nh Mg i vi th trng
Canada hay khng, Alan?
.... Ti tin chc n s lm c, chng ta thc
s c sn phm mi hp dn ngi mua y.
... Betty th no?
... C l s c n tng tt y, nhng chng ta s
tm cch to c lng khch hng thn thit c
bn cho sn phm.
... Christian?
... Ti nghi ng liu nh th c to ra tc ng c
nhiu hay khng s liu nm ri cho thy Canada
doanh s tng rt chm.
... Diana?
... Khng th c nhiu tc ng, c bit l sau khi
thc hin cc bin php th nghim th trng
(khch hng) vo nm ri.
... Eric?
... Ti khng dm ni chc. Ti rt ngc nhin nu
lm nh th m khng to c tc ng mnh.
... d bo doanh s cho th trng Canada phn
khi khng? Alan?
... Chc l phn khi ri, l l do ti sao CJ rt
quan tm n Canada trong ma ny.
... Betty?
... Ti c nhn thong qua v theo ti hnh nh s
liu cho thy khng phn khi lm th phi.
... Christian: Theo ti s liu cho thy c lv phn

Mrs Frost: Eric?

Eric : I expect They were encouraging. CJ cant have made
a mistake, can he. Mrs Frost ?
Mrs Frost : Ah... no he couldnt possibly have made a
mistake I just wanted your views, thats all. Thanks
everyone.
All : Thats all right, Mrs Frost.

khi.
... Diana?
.. C l rt phn khi. D CJ khng cho ti xem
kt qu.
... Eric?
... Ti hy vng s phn khi. CJ c th khng
nhm, ng khng tha B Frost?
... Khng anh y khng th nhm c Ti ch
mun bit thm kin ca qu v m thi. Cm n
tt c qu v.
... Khng c chi, tha B Frost!

B Here are some useful phrases that can be used when talking about possibility, probability and certainty:
100% Im that these sales figures are accurate. The figures must be accurate.
There's no doubt that the figures were carefully checked. The figures must have been thoroughly checked, so I'm
absolutely sure that they're accurate.
75%__ Our sales in the USA are likely to go up next year.
I expect that our sales in Canada will go down. I wouldn't be surprised if our sales in Mexico went up. It's quite
possible that our sales in Peru will go up. Our sales in Argentina may well remain static.
50% Theres a chance that we'll manage to break into the UK market. It's just possible that your forecast is overoptimistic. I'm not sure if the figures I've noted down are accurate. There may have been some kind of mistake._
25% Singapore probably isn't a very profitable market for us. I don't think that we'll be able to sell in Japan. Thailand
is unlikely to be a good market for our product. I doubt if we'll be able to make any sales in Korea.
0% Im quite sure that it isnt worth appointing an agent in Zambia. Sales in Tanzania can't have been worse than
they are now. Uganda definitely isn't a good market for our product. These figures couldn't possibly be accurate.
C _:': Work in pairs We asked a number of business people to predict events they thought might happen in the next
twenty years or so.
Listen to what they said and discuss each prediction with your partner. Say how likely you think it is that each event
will happen. Use the expressions from B.
10.4 C Transcript 11 minute 20 seconds]
Interviewer : What do you think might happen in the business world in the next 20 years or so?
Woman : I think robots Will replace production workers.
Woman : there'll be less need for transport, as people will work from home-Woman : Well, business travel will be
replaced by live-video meetings, there won'l be any need to go to see the client any more.
Man : Er... in a few years' time we'll all have video phones instead of ordinary phones. Everyone will be able to see
the person they're calling.
Woman : There won'l be any people in offices. Well, there'll just be computers doing all the work.
Man : jobs will change so quickly that we'll have to retrain for new job skills every few years.
Woman : Offices won't use paper any more. All communications will be electronic, even letters and faxes will just be
senl from screen to screen.
Man : Um ... I dont know, there'll be much higher unemployment. I mean, half the working population may be out of
work.
What do you think might happen in the business world in

ng ngh iu g c th xy ra cho gii kinh doanh

the next 20 years or so?

I think robots will replace production workers.
there'll be less need for transport, as people will work
from home.
Woman : Well, business travel will be replaced by live-video
meetings, there won't be any need to go to see the client
any more.
Man : Er... in a few years' time we'll all have video phones
instead of ordinary phones. Everyone will be able to see the
person they're calling.
Woman : There won't be any people in offices. Well, there'll
just be computers doing all the work.
Man : jobs Will change so quickly that we'll have to retrain
for new job skills every few years.
Woman : Offices won't use paper any more. All
communications Will be electronic, even letters and faxes
Will just be senl from screen to screen.
Man : Um ... I dont know, there'll be much higher
unemptoyment. I mean, half the working population may be
out of work.

trong khong 20 nm ti?

Ti ngh rng robot s thay th cho cng nhn sn
xut.
Nhu cu giao thng i li s gim v ngi ta
s lm vic nh.
i cng tc s c thay th bng hp
qua video, s khng cn nhu cu gp mt
khch hng.
Trong vi nm na chng ta s c in
thoi video thay cho in thoi thng. Mi
ngi s c th thy mt ngi mnh gi.
S khng c ai trong vn phng. My tnh
s lm tt c cng vic.

Listen and complete the following passage

In the next 20 years or so, some people think robots will replace ______ ___. There'll be less need for ______, as
people will work from home. They also believe business travel will be replaced by _________ ________.
However, in a few years' time we'll all have _______ ______ instead of ordinary phones. Everyone will be able to see
the person they're calling. There won't be any people in offices as there'll be _______ doing all the work. Jobs will
change so quickly that we'll have to ____ ____ ____ ___ ___ every few years. Offices won't use ____ any more. All
communications will be electronic, and even ______ ___ _____ will just be senl from screen to screen. On the other
hand some people think there'll be much higher unemptoyment: half the working population may ____ ___ ___ ____.
D Work in groups Marketing often involves spotting trends and deciding what may happen next in the market place.
Pick some of these products and imagine that you are marketing them. What trends do you foresee in the next few
years?
sport and fitness holidays air travel
restaurants
banking
shops and stores
cars
computers
home entertainment
your own firm's product (or a product you know about)
"Well, gentlemen, we've got a stunning new logo and a wonderful publicity campaign ready. We just need to come up
with a product."
10.5 Marketing your own region
In this activity you will be deciding how to market a product you're very familiar with - your own region.
Your holiday. Switzerland
CANADA : DISCOVER OUR TRUE NATURE
EXOTIC thailand
IRELAND
Only the Best
Scotland
A) Work in pairs Look at the statistics below. How much of this information is relevant to marketing your own region?
Imagine that your customers are likely to be British or American - or people who would otherwise go to the UK or
USA.
Annual number of foreign visitors
Annual number of foreign visitors
Amount spent on travel
(millions)
millions)
abroad in US dollars per head
to the to the
' US$

USA: UK
Americans
Australia
3
0.3
03
Australia
0.5 0.5
Australians
Austria
19
0.7
Canada
17
0.6
Austrbhs
Canada
15
0.6
12.0
France
0.7 2.5
British
France
53
7.4
Germany
1.2 2.3
Canadians
Germany
45
1.8
Ireland
0.1 1.4
Dutch
Greece
9
1.6
Italy0.4 0.8
French
Ireland
4
2.4
0.4
Japan
3.2 0.6
Germans
Italy
20
1.2
1.8
Mexico
6.8 0
Italians
Japan
4
0.2
0.6
Netherlands 0.3 1.0
Japanese
Mexico
7
0
5.5
Spain
0.1 0.7
Spanish
Spain
55
6.6
Switzerland 0.1 0.4
Swedes
Switzerland 13
1.1
1.0
UK
2.7
Swiss
Thailand
6
0.3
0.3
USA
2.8
UK
19
2.7
ALL visitors 46
19
USA
46
2.8
I Public holidays
I Annual leave
Reasons why British people spend their holidays in Britain or abroad Weather
Different people and customs Familiar people and customs, Accommodation Ease of travel : Price
Peaceful atmosphere , Visiting friends or relations
Compare your ideas with the rest of the class.

$170
$230
$835
$230
$340
$515
$220
$500
$230
$195
$115
$725
$990

B The class is divided into three groups Group A should look at File 23, group B at 53 and group C at 77.
1 Each group designs a questionnaire about the region and its competitors and then conducts interviews with
consumers (i.e. potential visitors).
2 When your group has designed its questionnaire, each member of the group should stand up and go round the
class finding 'members of the public' (from other groups) to interview. Ask each of them the questions in your
questionnaire.
[If possible, this should be continued out of class, with the questions translated into your own language if necessary.]
3 Report back to your group. Make a simple table using the information you have collected.
4 Each group reports its results to the whole class.
Make notes on the important points made by the other groups. Ask questions on
any points they haven't made clear. or
Form new groups of three, consisting of one member from each of the original groups. Find out what each of the
groups discovered.
5 Work in groups Each group should consist of one member of each of the original groups. Decide together:
Who are your (potential) customers?
What are the main 'features and benefits' of your product?
What are the main 'features and benefits' of the competition?
What is the 'unique selling proposition' that makes your product special?
How can you inform customers about your product?
What positive points about your region should you stress?
What misconceptions about your product should you try to correct? For example, if people think your region is 'flat
and boring' or 'hot and dangerous', how can you persuade them they're wrong?
6 Work as a whole class or in two large groups Devise a marketing strategy for your product. How can you improve
your product's image and promote it to the customers?
7 Think of a good slogan for your product. If you had to choose one photo to illustrate the product, what would it
show?
Write a short text for an advertisement in an English-language newspaper or magazine.

C Work in groups Discuss these questions about the activity in B:

What important processes were missing from the activity?
Which of the processes really require specialist skills from outside agencies or consultants?
What are the differences between marketing a region and marketing ... an industrial product a consumer product
a service?
'Marketing is just sales with a college education' - to what extent do you agree?
UNIT 11: MEETINGS
A Work in pairs Look at the photos and discuss these questions:
What seems to be happening in each photo? What do you think the people might be talking about?
Which of these meetings would you feel most comfortable taking part in? Give your reasons.
Which of them is most unlike the meetings you have attended? Why is this the case?
How long do you spend in meetings in an average week?
B Work in pairs You'll heat the beginning of one of the meetings shown above. Imagine that you work for ACME
Trading, the same company as the speakers: the heads of department are discussing a proposal to introduce flexible
working hours ...
Mr David Brown (chair) Mrs Carla Baldini Mr Alex Bergman Mr Ron Johnson
Miss Anna Maria Garcia Mr Enzo Rossini Ms Tina Legrand
1 Listen to the recording and tick (V) the points in this list that the speakers make.
____ Most people are happy with the present system.
Hu ht nhn vin hi lng vi h thng hin nay. Vi
____ With flexitime some people would benefit more than others.
ch thi gian linh hot mt s ngi s c
____ Any department can decide not to adopt flexitime.
li nhiu hn.
____ 'Core times' from 10 to 3 are too restrictive.
____ The staff canteen must be open longer at lunchtime - say from
11.30 to 2.30.
____ Staff should be able to build up 'credit' by working longer, so
that they can take extra days off - i.e. 'flexible days' as well as
flexible hours.
____ Each department should set its own core times, according to
its busiest times of day.
____ Flexible hours should only be worked on Mondays and
Fridays.
____ Every department should work to the same core times.
____ Staff should be allowed to work all through the lunch hour and
not have a lunch break.
____ 'Flexible days' would be very confusing for visitors and callers
To Make
1) I make a cake. (Semester ACCN co so 2) S+1.
b. I made him agry about the consignment.
2) S+V+O+Adjective.
I made him angry.
3/ I made him the class president.
4/ I made him say the truth. (S+V+O+Infinitive)
PLACEMENT TEST
Name: ........ DOB:.......... POB: .....
I/Write a piece of your diary that apply what youve kearned today. (100 words)
II/ Give 4 sentence patterns of Verb to make.
III/ Rewrite the following sentences by beginning with the underlined phrases.

1) I found it only in his room.

Only in his room did I find it.
2) They wrote that only in capital.
Only in capital ...........................................
3) I did not only give him some money but I also helped him get a job.
Not only ................................................................
4) I no sooner gave him some money than he asked me for more food.
No sooner ...........................................
5) I never did that.
Never ..........................................................
6) I hardly told him the truth.
Hardly ....................................
7) They did that under no circumstances.
Under no circumstances ...................................
8) If I were him, I would not do that.
Were I him, I would not do that.
9) If he were free. He would com here on time.
Were ..........................................................
10) If I could understand the question I would know how to answer it.
Could ...................................................................
2 Discuss these questions with your partner:
How was this meeting different from meetings you've attended?
How well did the chairperson control the meeting?
In what ways was the meeting different from an infoakermal discussion?
3 Here are some expressions that are often used in meetings. Highlight the ones you think are most useful.
If you're in a meeting, you can find out what the other people in the group think by saying:
What are your views on this, John? Do you agree, Mary?
Mr Brown, what do you think about this? Ms Smith what's your opinion?
If you want to interrupt someone and put forward your own opinion you can say:
If I could just make a point here ... Could I make a suggestion?
f Sorry to Interrupt, but I'd just like to say that... It seems tome that...
If you want to find out if the others in the group have understood or if they agree with you, you can say:
Do you see what I mean? Are you with me?
Don't you agree, Simon? Are we unanimous?
j Don't you think so, Mrs Robinson? Does anyone object?
If you don't understand what someone has said, you can say:
Sorry, could you say that again, please? Sorry, I didn't quite understand. J I'm sorry, I didn't catch what you said.
Sorry, I'm not quite with you.
4 Listen to the recording again. You'll hear many of the expressions being used in the meeting.
11.1 B4 Transcript ]3 minutes 10 seconds]
Listen and answer the following questions
PART 2: What is the flexitime system? Discuss disadvantages and advantages of this working style. (80 words)
PART 3: Give a list of 30 glossaries.
11.1 B4 All : ... yes... it took an hour and a half for my bags Vng ti phi mt c ting ri ch nhn hnh l ..
to come through... yes, but it... it's always the same... the
vng, lc no cng nh vy. hnh nh ln ri ti c gp ng

last time I saw you I...

Chair (Mr Brown): Er... OK. it's ten o'clock, everybody, so I
think we'll... er... make a start. Now, the first item on the
agenda is a discussion of the management's proposals on
flexitime. Now, you've all discussed the proposals within
your departments, havent you?
All : Yes. We have, yes.
Chair : Good. Er... Miss Gareia, would you like to start,
then?
Anna Maria : OK, well, most of my people are perfectly
happy with the present non-flexible system. They think a
change would be dangerous.
Carlo : I'm sorry, I'm not quite with you. Dangerous
Anna Maria : Well. They feel more flexible hours would
make it difficult to cover for each other. We all have quite
clearly defined responsibitities. Some people would benefit
more than others.
Enzio : It seems to me that your people can just agree
together to go on working from nine to five, they dont have
to work later.
Anna Maria : Yes, But The problem is that if one or two
people opt for the new system, the others will have to
cover for them when they're not there.
Chair : Ah, Mr Bergman, what are your views on this?
Alex: Well... um... The thing is that... er...
Carla: Look. I'm really sorry to interrupt. I'd just like to say
that any department can vote to opt out. They can just vote
on it and the majority wins.
Chair: Thank you, Mrs Baldini. Ah... Ms Legrand. yes.
Tina : Um... could I make a suggestion? Wouldn't it be...
um... be best to hear what each member has to say about
the proposals... er... from the point of view of his or her
department?
Chair: Yes, all right. Er... Ms Legrand, wh... what are your
views?
Tina: Well, the main problem is... is the decision about...
about basic core times.
Enzo: I'm sorry I didn't catch what you said.
Tina: I'm talking about core times -that's ... er... the basic
hours that would not be flexible. It's been suggested that
these be ten to three. But this seems much too restricted,
don't you agree, Carla?
Carla: Absolutely. In fact I'd say that there should be
flexible days.
Anna: Sorry. I'm not quite with you.
Carla: Well, staff should be allowed to build up a credit of
hours to entitle them to take whole days off, not just fewer
hours on other days.
Chair: Ah... Mr Rossini, what do You think about this?
Enzo : Yes, I'd go along with that. As for cover, in my own
case it's no problem, there are three of us in the Export

Vng, 10 gi ri qu v, ti ngh chng ta bt u hp

thi. Theo ngh trnh, mc u tin s l tho lun v xut
qun l theo ch lm vic linh hot. Nh vy tt c qu v
c tho lun xut ti phng ban cha?
Xong ri.
Tt. Mi c Gareia, c cho bit kin u tin i?
Vng, hu ht nhn vin ca ti rt hi lng vi ch lm
vic khng cn co dn thi gian nh hin nay. H ngh rng
nu c thay i th li bt cp hi.
Xin li, ti khng ng vi ch. Sao li li bt cp hi?
Vng. H ngh rng theo ch lm vic gi gic linh ng
th khi c ngi ngh ai s gnh cng vic . Tt c chng ta
ai lm vic phn nh r rng. Nu thay i s c ngi
s c li trong khi ngi khc b thit.
Theo ti hnh nh nhn vin ca ch ng lot lm vic t 9
gi sng n 5 gi chiu, h khng phi lm ngoi gi.
ng, nhng vn c th l mt vi ngi chn lm vic
theo ch mi, nhng ngi cn li s phi gnh cng vic
ca h nu hm h khng i lm.
Mi ng Bergman, ng c kin g v vn ny?
Theo ti th
Ny. Ti xin php c ngt li. ngh mi phng ban
nn t chc biu quyt kin cng khai. Qua biu quyt thiu
s phi phc tng a s.
Cm n B Baldini. Vng xin mi B Legrand.
Ti xin ngh. Chng ta nn nghe tng c nhn pht biu
xut ca mnh theo quan im ca b phn mnh.
Vng, rt ng. Tha B Legrand, xin b cho bit kin?
Vng, vn chnh l chng ta cn xc nh thi gian no
l ct li, c bn khng c ngh.
Xin li, ti cha hiu ht ca B.
ca ti l thi gian ct li l gi gic c bn phi c mt
lm vic, khng c ngh lm b sau. Xin ngh t 10
n 3 gi khng c ngh. Nhng nh vy cng nhc qu,
ch Carla c ng khng?
Ti hon ton ng . Nh vy b li, xin ngh c
nhng ngy nhn vin c th ngh.
Xin li, Ti cha hiu ht.
Vng, nhn vin c php lm thm b gi ri sau
c quyn c ngh trn ngy, ch ng lm b sau, mi
ngy mt t, chng gii quyt c g.
Xin mi ng Rossini cho bit kin!
Vng ti tn ng kin . ng cng vic n cho
ngi khc, nh trng hp b phn xut khu ca chng ti
lm vic theo nhm 3 ngi, nu c 1 ngi ngh th 2 ngi
cn li s gnh chng c vn g.
ng Brown, ti c kin!
Vng mi ng Bergman.
Xin gp l b phn ca ti, chng ti phi thng
xuyn giao dch bng in thoi vi khch hng M v thng

Department and we work as a team, so it's easy for us to

cover for each other as long as there are still two of us in
the office.
Alex : Er... Mr Brown?
Chair: Yes, Mr Bergman
Alex : ... Er... If I could just make a point here... er... in our
case, we do a lot of dealing on the phone with the States
and... er... ending messages to and fro by fax in the
afternoon. Er... if we had anyone off then we wouldn't be
able to manage. That means our core times would have to
be one to five. Maybe each department should set its own
core times.
Chair: Mm... er... yeah. Mrs Baldini ?
Carla: That's all very well. Alex, but then no one in any
other department would know who was in at what time. I
mean there'd be chaos. There has to be a standard for all
departments.
Chair: Br... yes. Mr Rossini ?
Enzo: Yes. coming back to the flexible days idea, this just
wouldn't work. People phoning the company or visiting
would get terribly confused.
Tina: No, no. that... that's not true, Enzo. I mean, when
people take holiday or... or when people are sick, cover
arrangements are made. Well, with flexible days, exactly
the same kind of arrangements would be made.
Chair : Well, any other points ?
All : No... Don't think so... Covered it all...
Chair: Have you got all this down, Mr Johnson ?
Ron : Yes.
Chair: Then I think we'll move on to the next item on the
agenda...

kt thc bng cch gi fax cho nhau vo bui tra. Nu ngi

c trch nhim trng chng ti ngh th khng qun l c
cng vic. Nh vy gi trng im ca chng ti l t 1-5 gi
chiu. Nh vy mi b phn phi xc nh gi trng im
ring cho mnh.
Vng. Xin mi B Baldini!
Alex, theo anh nh th l n, th nhng ngi b phn
khc th li khng bit gi gic no v c ai i lm. Ti mun
ni nh th th hn n qu. Phi c nhng im phi thng
nht gia cc phng ban.
... Vng. Xin mi ng Rossini!
... Xin tr li ch lm vic linh ng, qua cc kin ng
gp nh vy l khng kh thi. Ngi ngoi mun gi in
thoi hay n lm vic vi cng ty s v cng kh khn.
... Khng ng, Enzo. Anh ni nh th l khng ng. ca
ti l, khi c ngi ngh php ... hay bnh, chng ta cng
thu xp c ngi gnh vc cng vic. V ch gi gic
linh ng cng lm nh th thi.
... Khng ng ... khng i no ... ai m kham ni...
ng Johnson, c nht tr nh th khng?
Vng.
Th th ti ngh chng ta s chuyn sang mc k trong ngh
trnh.

C Work in groups Imagine that you work in one of the departments at ACME Trading. As you heard in B, a system of
flexible working hours has been proposed. Now each department is holding a further meeting to discuss how to
proceed. Bear in mind the management's stipulations and what other members of staff have suggested.
Management stipulations:
Only certain days in the week should be designated 'flexi-days'.
There should be a period of 'core time' when every full-time member of staff is in the office.
At all times, between 9 and 5 telephones have to be answered and visitors need to be received.
Suggestions from members of staff:
I dont mind working longer hours, provided that the hours are credited later.
The rush hour traffic is getting worse and it takes all of us too long to get to work in the mornings and home again in
the evenings.
I would tike to be able to leave earlier on Thursday or Friday to do my shopping.
If there was a pairing system, youd always have someone elsae to cover for you in your absence.
As a part-time worker, I would prefer -to work most of my hours in the mornings.
I want to take my children to school in the mornings and pick them up in the afternoons. I would prefer to start work at
10 on Mondays.

1 Decide who is going to chair your meeting and then hold the meeting. Work out a set of proposals which
will satisfy everyone. At present your office hours are Monday to Friday nine to five (with an hour for lunch).
2 Join another group Find out what another department's proposals are. Then discuss these questions:
What did you find most difficult in the meeting?
How well did the person in the chair control the meeting? Did everyone have a chance to put forward their points of
view?
If you were going to do the activity again, what would you do differently?
D Work in groups Discuss these questions:
What 'golden rules' can you suggest to make sure meetings are successful?
What advice would you give to someone who feels too shy to speak their mind at meetings?
11.2 One-to-one meetings
A Work in pairs You'll hear the beginning of a one-to-one business meeting. Pam Ross has called to see Paul Fisher
in his office. After you have listened to the recording, discuss these questions:
What was the purpose of the meeting?
What do you think happened at the end of the meeting?
How was it different from a social meeting between friends?
How was it different from the meeting you heard in 11.1 B?
11.2 A Transcript |3 minutes|
Where will the company open a new branch? New Zealand.
At what time will the presentation start? At 11 till 12.30.
11.2 A Paul : Ah. good morning. Ms Ross, do come in.
Pam : Hello. Mr Fisher. Nice to see you.
Paul: Nice to see you - face-to-face instead of on the
phone, what How are you ?
Pam: Fine, thanks, very well.
Paul : Oh. do sit down. Would you like some coffee ?
Pam : Oh, yes, please - black.
Paul : Mmm Here you are.
Pam : Thanks. Well, how's it all going?
Paul: Oh. not too bad. we're just about to open a branch in
New Zealand.
Pam: Oh. Will you be going there on your travels?
Paul: Oh... I'm hoping to - if I can - justify it to the marketing
director! How's your little boy? Has he started school yet?
Pam : Oh. yes. he's in the second year now.
Paul: What, already? Doesn't time fly ! Is he enjoying it?
Pam : Very much, it's much more fun than being at home !
Paul :Haha. Well. I suppose we'd better make a start. Shall
we get down to business?
Pam : Right. First of all can I confirm the time and date of
the presentation? It's Saturday 24 October in the morning.
What time exactly?
Paul : Well, on the invitations we've sent out we've said that
the presentation itself will start at 11 and go on till 12.30.
Pam : So you'll need the room from about 10 till 2. Would
you like us to serve coffee beforehand ?
Paul: Yes, yes - and drinks and snacks at the end.

Cho B Ross. Xin mi vo.

... Cho ng Fisher. Hn hnh c bit ng.
... Hn hnh c bit mt b thay v ni chuyn trn
in thoi. B c khe khng?
... Khe, cm n, rt khe.
... , xin mi ngi. Mi b dung c ph!
... Vng, cho ti xin c ph en.
... Vng, c ph ca b y.
... Cm n. Cng vic ra sao ri?
... Cng khng qu t, chng ti sp sa m mt chi
nhnh New Zealand.
... ...ti hy vng, nu c, s lm cho gim c
marketing sng mt ra! Con trai nh ca b c khe
khng? , m n i hc cha nh?
... Vng, nm nay na l nm th hai.
... Ci g? Mi y m nm 2 ri ? Sao nhanh
vy? Chc n ham hc lm?
... Chu rt ham hc, vui hn c mi ru r nh!
... c lm. Thi ta bt u lm vic nh?
... Vng. Trc ht ti mun xc nhn ngy gi cho
phn trnh by? Th By 24-10 bui sng. Chnh xc
l my gi?
... Trong th mi chng ti gi i chng ti c bo
phn trnh by s bt u vo lc 11 gi cho n
12.30.
... V vy b cn phng t khong 11 gi n 2 gi.
B c cn chng ti phc v c ph trc hay

Pam: Better to have buffet lunch?

Paul : No. People who are invited won't be expecting a free
lunch; they might think that's overdoing it. They'll want to
get back to their famities, as it's Saturday.
Pam : All right, the normal pre-lunch snack buffet will be
what you need - that's basically the same as what you had
last February.
Paul : Oh, that'll be fine.
Pum : Ok, well, we'll charge for the room, coffee and snack
buffet at the standard rate less 15%, as we agreed. And
we'll charge for the drinks served on a pro-rata basis.
Paul: Fine, fine. yes.
Pam : What type of... urn... equipment, furniture would you
like
Paul: Well, lets have... urn... four... no, no... five tables for
our display. Er... we'll bring our own stands.
Pam : Right.
Paul : Now. there's an overhead projecfor and sound
system already in the room, I believe? Can you get
someone to check that, you know before we come, so that
it's working ?
Pam : Oh, of course, the technician will be with you when
you're setting everything up.
Paul : Oh. well.
Pam : Oh, the seats in that room have flap-over desk tops,
will that be all right?
Paul : Yes, yes. that's fine. sure.
Pam : You say you've sent out the invitations, any idea how
many people there'll be ? Um... I think you know there's...
the capacity for the room is about 50. but 40 is ideal.
Paul : Yes. ah... the problem is that we won't know exactly
how many. There's be until shortly before.
Pam : Can you let me know definitely by the Thursday?
Paul : Mm... no. But I'll have a rough idea and we'll budget
for the number I give you then. We've sent out a hundred
invitations...
Pam : A hundred ?
Paul: Yes, well, in theory that means that there could be
two hundred people.
Paul : Yes, but the room won't...
Paul: But of course... haha... I dont expect more than about
thirty to come.
Pam: But what if they do? This is the only room we have
that day - there's a wedding reception in the banqueting
rooms, so we...
Paul : Well, in that case, I suppose we could...

Starting a meeting

khng?
... Vng, vng v nc ung, bnh snack cui bui.
... Nn n tra buffet th hn?
... Khng nn. i biu c mi khng mun n
tra min ph; h ngh rng nh th l mt thi gian
ca h. H mun v gia nh, v hm nay l th By.
... Thi c, n buffet snack bnh thng trc n
tra ng yu cu ca anh c bn cng ging nh
thng 2 va qua.
... , c th th tt qu.
... Chng ti s tnh tin phng, c ph v bnh snack
buffet vi gi thng thng tr 15%, nh chng ta
ng . V chng ti s tnh phc v mn ung theo
gi c bit.
.. c thi.
... B c cn thit b hay bn gh c bit khng?
... No ... bn ..khng, khng ..5 ci bn trng by
sn phm. chng ti s mang theo gi treo.
... ng.
... Ny, ti chc n chiu v h thng m thanh
c sn trong phng, ng c th cho ngi kim tra
li, ng cng bit trc khi chng ti n mi th
phi u vo y ch?
... Tt nhin, k thut vin s i cng vi B khi b
ng ng.
... Tt lm.
... Gh ngi trong phng c my tnh xoay bn,
nh th c c khng?
... Vng, qu tt.
... ng ni ng gi th mi, nh th c bao nhiu
ngi d? Ti ngh rng ng bit phng c kh nng
cha 50 ngi, nhng 40 l l tng.
... Vng... vn l chng ti s khng bit chnh xc
l bao nhiu. Ch n gn ngy mi bit chc.
... Th Nm ng cho ti s lng chnh xc c
khng?
... Chc khng c. Nhng ti cng phng chng
d ton ngn sch. Chng ti gi i 100 th
mi.
... 100?
... Vng, trn l thuyt nh th c ngha l c th ti
200 i biu.
... Vng, nhng phng no cha ni ..
... Nhng tt nhin B cng bit ... Ti ng chng
trn 30 l cng.
... Nhng nu h n c th sao? y l phng duy
nht m chng ti xin c vo ngy hm phng
tic i khch li c m ci ...
... Thi, ti u th hay ti y.

Hello, thanks for agreeing to see me.

Hello, it's good of you to come and see me.
it's good to see you again.
Shall we get down to business?
There area few questions I'd like to ask:...
Ending a meeting
Well, I think that covers everything.
I think that's about all for the time being.
So do we agree that...?
I'll put these proposals in writing and fax them to you tomorrow.
B Work in groups of four Each group should consist of TWO PAIRS You'll be role-playing a meeting between a client
and a salesperson discussing the idea of using your school, college or institution as a venue for a seminar or
conference.
1 Spin a coin to decide which pair will play the role of salespeople (Pair A, who are 'selling' the venue) or clients (Pair
B, the conference organizers).
2 Pair A Decide how well your college can cater for a seminar or conference. How many participants can be
comfortably accommodated in the premises? What facilities can you offer? How will you deal with accommodation for
the delegates?
Pair B Make a list of the requirements you have for your seminar/conference. What facilities will you require?
3 Phone the other pair to confirm or discuss the arrangements for the meeting.
4 Pair A Draft an agenda for the meeting.
Pair B Draft a list of questions you will ask the salespeople.
5 One member of Pair A goes to meet one member of Pair B to have a one-to-one meeting. Imagine that, like Ms
Ross and Mr Fisher in the conversation you heard earlier, you already know each other, and you haven't met for quite
a while.
Make notes as you go along on the decisions you reach.
The other member of each pair will be sitting in on the meeting and making notes as 'Observers'. They should NOT
participate in the meeting.
If you're an Observer, note down ...
what the client and salesperson did well
what they did less well
what they forgot to do
what you would do differently
any other comments on their meeting
6 At the end of the meeting the Observers give their feedback.
Also, compare the notes the client and salesperson made: did they note down the same points?
7 Change roles and hold the meetings again, so that the Observers can themselves receive feedback as client and
salesperson.
11.3 Different kinds of meetings

A You'll hear part of a one-to-one meeting between two managers, Kate Thomas and Davjd
Williams. First, read the agenda Kate sent David for their meeting:
to David Williams
AGENDA FOR MEETING ON APRIL 4
Guidelines for people who travel abroad on our behalf, arising from J.L.'s trip to Germany & P.E.'s trip to Japan
Advance to cover anticipated expenses:

 How much should the advance be?

When should it be paid?
How should they pay their on-the-spot expenses when abroad?

Air travel:
Who should book & pay for the tickets?
Who should check dates & times?
What class: club (business) or economy?
Itinerary:
Who should have copies of it?
What details should be on it?
Accommodation:
What kind of accommodation should we book?
Any other business
1 Listen to the recording and note down the conclusions that are reached on each point on the agenda above.
11.3 A Transcript |6 minutes 20 seconds]
11.3 A Kate : David, thanks for coming.
David, cm n anh n d.
David . You're welcome.
Khng c chi.
Kate : OK, I've sketched out a rough agenda, here.
Ti phc tho lch lm vic y.
David : Er... fine, yes, yes, that looks as if it covers everything.
Tt xem qua cng y lm. V ti ng
And I agree that we... we've simply got to sort out a procedure for rng chng ta .. chng ta ch phi vch ra mt
preventing this kind of thing happening again. We... we do need
quy trnh ngn nga trng hp ny li ti din.
some guidelines.
Chng ta cn phi c ch dn.
Kate: I think the basic problem is one of communication. None of the Ti ngh vn c bn l vn truyn
things that went wrong are really any single person's fault.
thng. Vic ca chung nn khng nn li cho
David : Right. now let's talk about J.L.'s report on the trip to
c nhn no.
Germany. As you know, JLs self-emptoyed, he isn't a member of
ng, by gi chng ta hy bn bo co ca
our staff. But he was travelling on our behalf and we were
JL v chuyn i sang c. Nh anh bit, JL l
supposed to make all the arrangements.
ngi hnh ngh t do, anh y khng phi l
Kate : The first problem is about finance. He didn't ask us to give
nhn vin ca cng ty. Nhng anh y i din
him an advance.
cho cng ty i cng tc v trch nhim ca
David : I know, yeah.
chng ta l thu xp gip anh y.
Kate : And then he complained later that he'd had to pay his
Vn u tin l ti chnh. Anh y khng
expenses out of his own pocket.
yu cu chng ta ng trc.
David : Well, if he was supposed to pay for himself and urn... and Ti bit.
then claim expenses later, the... the arrangement should have
V sau anh ta trch chng ta cho anh
been explained to him.
y chi mi th bng tin ti ca mnh. Vng,
Kate : We agreed that anyone who travels on our behalf, for whom nu anh y phi t mnh thanh ton v sau
we're making the arrangements, should receive an advance.
yu cu thanh ton; l ra chng ta nn gii
David : I wonder, should they have a... a company credit card, as
thch cho anh y r th hay bit my.
our own salespeople do
Chng ta nht tr bt k l ai, h i cng tc
Kate : Oh, I don't think that's necessary. Traveller's cheques and
cho cng ty u c ng trc.
some local currency in cash can easily be arranged. They can
Khng r anh ta c th tn dng ca cng ty
pick em up from a local bank -because, remember, some of these hay khng, ging nh nhn vin bn hng trc
people live out in the country.
thuc cng ty y m.
David Yes. well now. how much should they get as an advance ?
, ti ngh rng cng khng cn thit. Gii
Kate We need to estimate how much they'll need and add. say, I quyt bng chi phiu du lch v cht t tin mt

dont know, 100 for emergencies.

David : Well. I'd say 200 would be more realistic.
Kate : OK. whatever we estimate plus 200 in traveller's
cheques. And we'll be responsible for booking and paying for
The air tickets. Yes ?
David : Yes. Now, right the next problem no one met him at the
airport - he' had to make his own way to the hotel.
Kate: Well, he wasn't expecting to be met. Its easy enough to get
from the airport to the centre of Frankfurt..
David : And... and the local rep was just as much in The dark - she
hadn't been told his holel address.
Kate : When he did finally meet up with the local rep, everything
went smoothly I gather.
David : Well, that's fine. yeah, but he had to phone me and get me
to phone Them in Germany. He wasn't... he wasn't given a contact
number in Frankfurt, only the address and the time of the
presentation. I mean... he needed photocopies made Luckity he
speaks the language.
Kate : Well, he could have done all this without itl this panic. Why
didnt he just find somewhere to make the copies and then turn up
al the arranged time dont understand.
David : He needed... he needed 300 copies and quite rightly he
knew that would be expensive. He claimed that he couldn't find
the room where The presentation was being held. He had the
address, but it wasn't easy to find. He says he... well, he says he
needed directions.
Kate : Maybe, But look, if he'd met up with the local rep. she could
have done the copies al her office and then taken him to the
venue. I just dont think we need I' draw up town plans.
David . Anyway, how can we... how can we prevent this kind of
thing happening again ? That's the point.
Kate : Well, what we should do is to make sure everyone involved
has a copy of the itinerary.
David : Yes. I agree.
Kite : And The names and addresses and phone numbers of the
various contacts en route must he copied to everyone involved
too.
David : Urn. yes, yes, there's one point I'd like to make here. It's...
it's about initials and first names. Now. I dont think it's clear to
some people in the firm that although they know who D.J.P. and
D.L.P. are. There isn't... this isn't al all obvious to an outside, or a
new emptoyee.
Kate : That's true.
David : Simitarly, there are several Davids working for us everyone needs to know whether David' means David Peterson or
David Polls or David Adams, you know that's... I mean that needs
to be made clear. Kate : Yes. I agree with that. OK, full names
should he-used. Right.
David : Right, now then shall we move on to... heavens. F.E.'s
problems in Japan ?
Kate : Well, he did get an advance, But instead of getting

bn x cng d thi. Nu cn c th n 1
ngn hng a phng ly tin mt v, cng
nn nh, c mt s ngi khng quen bit ai
.
Vng ng trc bao nhiu mi c?
Chng ta cn phng on h s cn bao
nhiu v cng thm, c th khong 100 Bng
s dng khi khn cp, ti khng bit nh th
c c khng?
Ti cho 200 Bng mi thc t.
c, d sao i na chng ta phng
on s cp chi phiu du lch trn 200
Bng mi c. V chng ta s chu
trch nhim t v thanh ton v my
bay. c khng?
... Vng. By gi vn k tip l
khng cn c ai n ng y ti phi
trng ng y phi t n khch
sn.
... ng y chc cng chng mong
ngi n n. ng t phi trng
n khch sn cng d i.
... V i din ti a phng cng c
bit t gip g chng ta cha bo cho
b y bit c ch khch sn ca ng
y.
... Cui cng ri ng y cng gp i
din a phng, v ti ngh mi th
s m xui.
...

traveller's cheques, the accounts department sent him a cheque

two days before he was due to travel - he had to go off and buy
the currency Then.
David : Right, so we must make sure that the advance arrives
some time before The dale of travel. Um... um... ten days seem
OK ?
Kate : Mmm. yeah, that seems fine.
David : So, he was... he... in Japan he was mel all right at the
airport But The hotel he as taken to was somehow unsatisfacfory :
The room - what does it say here?, the nxmi was too small,
overheated.
Kate : Well that's just bad luck. There's nothing we can do about
that. Personally I think he was just being fussy. But, I dont know,
maybe we can issue some guidelines about accommdalion.
something along There lines : we won'l pay for The very bel hotel
in town, But The one we do book should be good and central.
David : I think that's fair.
Kate : that's very important Because it wouldn't normally be The
Hitton or the Holiday Inn, would it?
David : Well, well, it could he in some places - it depends. I mean,
if you're in a very hoi or dangerous place you need to be in a very
comfortable, air-conditioned. international - style hotel.
Kate: All right. How many stars ?
David : Oh. well, that's hard to say. I mean the standards vary so
much from country to country. I dont think we can define the
standard in a realistic way.
Kate : OK. Now, you'd agree about the need for the
accommodation to be central
David : Yes, I would urn... and preferably near the raitway station.
And it should he-good enough for them to feel comfortable and
secure Swimming pool and sauna not essential !
Kate: Haba We havent talked about The olher problem that J.L.
had. Apparently his flight back had the wrong dale on it, The 24th.
David : Oh. that's right.
Kate : He didn't notice this till the 25th , the day he was due to fly.
Luckity, the flight wasn't full and They accepted the ticket with no
extra charge.
David : Well. Intead. he should have checked The ticket, so
that's... dial's really his own fault.
Kate : But this needs to be made clear. I dont know maybe a
covering note when we send the tickets saying. Please check that
the times and dates of these flights are correct.' I dont know.
David : Yes. simple. Very, very good idea. We'll do that. And
someone is your department must double-check this. Do we need
to make it clear that flights would normally be economy class by
the cheapest route ? F.E. seems to have the... idea... F.E. seems
to have the idea that he... he should have ftown club class.
Kate: Well, actually, normally we would book club class on a tonghaul flight. I Think we should make this clear in the guidelines too.
David : Oh. well, I didn't... I didn't even know that
Kate : Right, anything else ?

David Er... no, I don't think so, but let's meet again when we've
circulated a report on this meeting and...and we've got some
feedback.
Kate.: OK. Can you just switch off the tape recorder
David : Sure. I press this one, do I ? Like this ?
Kate : Yes. That's right.
2 Compare your notes with a partner. Then discuss these questions:
What were the differences between this internal meeting about travel arrangements and the meeting between a
supplier and customer you heard in 11.2 A?
How was this meeting different from a social meeting between friends?
What impression did you get of the effectiveness and efficiency of the meeting? Give your reasons.
How would the meeting have gone differently if more people had been involved? What if J.L. and F.E. had
themselves been present at the meeting?
B Work in small groups Look at the eight problems on the next page. What kind of meeting is the best way of
dealing with each one?
a) a one-to-one meeting of two of the people involved
b) a meeting of four or five of the people involved
c) a meeting of about ten of the people involved
d) a meeting of everyone involved
e) no meeting: one person should decide what to do and then inform everyone by phone or by sending out a memo
1 A large, influential customer continually pays late. Your sales manager and credit controller have politely and
repeatedly complained but this hasn't made any difference. The time has come to decide what to do about this.
2 In a small factory the older workers are ignoring safety rules and encouraging the younger ones to do the same.
Some of these rules may be excessively cautious and the older workers' production rates are very good.
3 In a medium-sized factory, groups of workers operate as teams. One group has been getting poorer results than
the other teams and verbal warnings have had no effect.
4 The firm is having a bad year and it will probably be necessary to make five members of the office staff redundant.
The normal policy is 'last in - first out'.
5 Someone has been leaking information about your firm's products to your competitor. It may be a member of your
staff or one of your preferred suppliers.
6 The board requires a report on your department's long-term plans over the next ten years.
7 The territories covered by your sales force have been unchanged for ten years. A revision of the boundaries might
make the team more efficient.
8 There is to be a company picnic next month and everything has to be planned and organized.
Discuss the alternatives like this:
\J If you had a meeting of four people, the others might think that... ] If the manager sent everyone a letter, everyone
might...
C Work in groups Imagine that you are members of a Staff Committee investigating ways of improving working
conditions in your offices. After the meeting your proposals will be submitted to a Management Committee.
1 Decide who will be 'in the chair' and who will take the minutes and note down your proposals. Before the meeting
starts, the chairperson should leok at File 80, the others at Files 24, 54 or 78.
2 Hold the meeting.
3 Approve the list of proposals made by the person who took the minutes.
D Now imagine that you are members of the Management Committee who have been sent the list of proposals
(written by one of the other groups, not your own).

1 Decide who is to chair your meeting and who will take the minutes. Before the meeting starts, the chairperson
should look at File 80, the others at Files 25, 55 or 79.
2 Hold the meeting to discuss the proposals you have received.
E Work in pairs Role-play a one-to-one meeting between a manager and a staff representative to discuss the
Management Committee's proposals.
11.4 We need to have a meeting
A Work in pairs You'll hear some business people talking about things that can go wrong at meetings. Discuss
these questions:
Which do you think are the worst things the speakers mention?
How can these problems be avoided?
Which of the things they mention don't usually happen in your experience - or don't really matter?
11.4 A Transcript 11 minute 20 seconds]
Woman : Sometimes the participants aren't sure what the Thnh thong cc i biu khng bit chc mc tiu
purpose of the meeting is.
cuc hp l g.
Man: :People always start to argue and then they get
M u i biu lun tranh ci v sau th ln ting
angry with each other....
vi nhau.
Woman : What often happens is that the chairperson
Thng th ngi ch tr hi ngh phi ch ng m
dominates the group.
ngi .
Man : Yes, and the chairperson rushes through the
Vng, v ngi ch tr phi khn trng gic mi
agenda so that the meeting can finish on time.
ngi theo st ngh trnh bui hp kt thc ng thi
***
lng.
Woman : Lots of meetings I go to have no written agenda Nhiu cuc hp m ti d khng c in sn ngh trnh.
Man : Well, for a start, there are too many items on the
Ngay t u c qu nhiu mc trong ngh trnh.
agenda. We can't possibly, cover everything.
Chng ti khng th bao qut c ht mi th.
***
Thng c mt s i biu n tr v sau cuc
Woman : Well, often some members are late and then
hp phi ch mi ngi n mi bt u. V vy
the meeting doesn't start until everyone has arrived. So
chng ti phi ngi ch.
we just have to sit there waiting until they come.
Ny. Bui hp kt thc tr v dnh qu nhiu thi gian
***
Man : Look. The meeting finishes late because too much tho lun.
Vng, nhng khng nht thit phi thc hin tt c
time is altowed for discussion.
cc mc trong ngh trnh.
Woman : Yes, but not all the items on the agenda are
Vng. Anh thy y, ch tr cuc hp khuyn khch
dealt with.
mi ngi pht biu ht nn cc xut khng c
Man : Well, you see, the chairperson encourages
ch tr thong qua.
everyone to speak when they want to and proposals
ch tr khng kim sot c tho lun nn mi
aren't made through the chair'.
Woman : The chairperson doesn't control the discussion ngi c mc ai ngi y c pht biu lon x.
V ch tr mi trng phng ban pht biu trc nn
and everyone talks at once.
cp di h ngi pht biu.
Man: Because the chairperson asks the more senior
V li cng chng ai c giao cho trch nhim ghi
people to speak first, the more junior ones are afraid to
bin bn.
give their ideas.
Woman : No one is asked to take notes and keep the
minutes of the meeting._

B You will be holding a meeting to organize ... A SOCIAL EVENT

- a company picnic, a departmental party, a group social evening or a class excursion.

1 Work as whole class First of all, draft an agenda to include some or all of these points - and add more points that
need to be covered in the meeting:
the date and duration of the event
what form it should take
who will be invited
transport arrangements
catering
who will be responsible for organizing it
how the preparation work will be shared
any other business
Each proposal should be a separate item on the agenda.
2 Form two large groups Both groups will be following the same agenda - later you'll be able to compare what
happened. Agree when the meetings should both end. Decide who's going to chair your meeting. (The chairperson
should look at File 80 for some tips.)
3 Hold the meeting. Everyone, apart from the chairperson, should MAKE NOTES on the decisions that are reached.
If time runs out before the meeting has reached its conclusions, the meeting should be adjourned (to be continued
after class, perhaps).
Here are some more expressions that you can use in this meeting:
What does everyone think about this? Let's put this to the vote.
I suggest that... I propose that...
I agree with that suggestion because
I don't quite agree with that point because ...
I think it's time to adjourn the meeting. I think we're running out of time.
Is there anything else we should discuss? Is there any other business?
4. Work in pairs Compare your notes with another member of your own group. Make sure that you have noted all the
important points.
5. Work in pairs with someone from a different group Using your notes, tell your new partner what happened at your
meeting. What are the differences between the decisions your two groups reached?
6. Draft a report of the meeting. Summarize your discussion and record the decisions that were reached. Include
details of the time, date and duration of the meeting, and the people who were present.
"Haven't you heardf We're not going to discuss the company picnic - this is the company picnic."
C Work in pairs Look at these opinions about meetings. Put a tick (v) beside the opinions you share and a cross (X)
beside the ones you disagree with.
OH NO, NOT ANOTHER MEETING
We asked some business people for their opinions. Here's what they said...
1 The purpose of most meetings is to decide when the next one will take place.
2 A meeting if a group of people who can decide nothing alone and who decide together that nothing can be done.
3 It's better to send everyone a memo about a new procedure than to have a meeting about it.
4 Meetings help everyone to feel personally involved in decision-making.
5 It's better for the boss to make a decision than to have a meeting.
6 The most important person at a meeting is the chairperson.

7 The most important piece of paper at a meeting is the agenda.

8 Most meetings are unnecessary, they're just a way of making people feel important.
9 It's better to talk to each person individually than to call them all together for a meeting.
10 A meeting may be the only chance the members of a group actually have to see each other face-to-face.
11 Meetings lead to better decisions, because of the exchange of information and ideas.
12 You can never rely on the person who takes the minutes to tell the truth about what actually happened at a
meeting.
13 More ume is wasted during meetings than during any other business activity.
Join another pair Compare your answers. Discuss any of the other pair's view you disagree with.
"First of all, this meeting never happened."
UNIT 12: Processes and operations
12.1 How does it work?
Work in pairs Look at the pictures and discuss these questions:
1 What are the products shown in the photos?
2 Which of these products do you know how to use? Could you give someone else instructions on how to use it?
3 Can you explain how each one works? What are the principles behind each of them?
What is difficult about explaining how something works - apart from kno right technical terms to use?
Page 115
B 1 Work in pairs Look at these explanations of how a photocopier works. Then discuss these questions:
Which of the explanations is the easiest to follow? Why?
What are the best aspects of each one?
2 Join another pair Compare your views.
1 CHARGE
Electrically charged wire sensitizes drum with electricity
Wire / Photo-receptor drum
Document / exposure lamp / lens / mirrors
2 EXPOSE Image projected onto drum
Light destroys electrostatic charge leaving mirror image still holding positive charge on surface of drum
3 DEVELOP NEGATIVE CHARGED TONER poweder is dusted over drum. Toner adheres to positively charged image.
4 Transfer Positive charge below paper attracts toner.
5 FUSE Hot rollers fuse toner to paper.
Ozone The static electricity charges the air inside a copier and creates ozone which can be harmful to health. Larger
copiers are now fitted with filters.
Inside a copier Switch off a copier while it is in the middle of making a copy. Open it up and look for the image on the
drum (Dont touch the drum, finger-prints can mark it permanently). Remove the paper stuck inside. The image will
still be powdery and can easily be wiped off until it is heated to fix the powder on.
THE PROCESS
(1) Charge drum (coated with selenium instead of Carlsons sulphur) is given a static electric charge.
(2) EXPOSE Light moves along original being copied, exposing it, a bit at a time, onto the rotating drum.
(3) DEVELOP Toner powder brushes against drum and only sticks to the parts that have kept their static
electric charge.
(4) TRANSFER Copy paper is charged up to attract toner powder off drum.
HOW A PHOTOCOPIER WORKS

A fluorescent or halogen light shines on the original, which is scanned by a mirror moving back and forth underneath
it, projecting the image onto an electrically charged rotating drum. The drum is coated with a photoconductive
material - one that conducts electricity when light shines on it.
The drum is charged with static electricity in the dark while it is rotating past a high-voltage sensitiser.
The black parts of the image on the drum do not reflect light, so the charge remains.
Toner projected onto the drum is attracted to charged areas, which correspond to the original's black parts.
Charged copy paper is pressed against the drum. It attracts the toner, which is fused to it by a heated roller.
C You'll hear someone explaining the same process. He makes a good job of this -but he makes THREE mistakes.
Note down the mistakes he makes.
12.1 C Transcript |2 minutes]
12.1 C Questioner: So how does a photocopier work?
Nguyn tc hot ng ca my photocopy ra sao?
Explainer: Well, basically they work on the principle of
C bn chng vn hnh theo nguyn tc tch in.
electrical charges. Modern photocopiers make use of static Cc my photocopy hin i ng dng nguyn tc tnh
electricity - no ink is involved, as it used to be.
in khng lin quan g n mc in, nh trc y.
Questioner: Well, how do the marks get onto the paper?
Th th cc im in hin trn giy ra sao?
Explainer: Well, if you open up the inside of the photocopier Nu anh m bn trong my ra, t giy photocopy
underneath where you lay the sheet of paper you want
bn di my th anh s thy anh s thy nhiu
copying, you'll see... ooh. you'll see a lot of things going on. th cng din ra.
Questioner: Well, what actually happens when you press
Chuyn g s xy ra nu ta n vo nt khi ng?
the start button?

Explainer: Well, there's a drum, which is specially coated

with a material which conducts electricity when light shines
on it. This drum turns around. First it's given a negative
static electric charge. That's very important.
Questioner : What does the light do?
Explainer: Well, you see. at the same time as the drum is
being charged, your original which you've laid facedown
over the glass top is exposed a little at a time to a light
which moves over the document. This image is projected
onto the drum as it revolves and the electrostatic charge
destroys the light.
Questioner: Right. But... urn you said that the image, or
primed material, that it no longer comes from ink, as it used
to, so how do the marks get onto the paper?
Explainer: Mhm. Yeah, well before that can happen toner
powder which is negatively charged is dusted or brushed
onto the drum. And it is attracled to the charged parts on
the drum. That is the toner sticks to those parts And those
are the marks an the document, that is. the parts that have
kept their cl... their static electric charge.
Questioner: Right. Yup.
Explainer : And w... after that comes the transfer stage. The
sheet of copy paper is positively charged. And in this way it
attracts the toner.
Questioner : And is that when it actually comes out of the
photocopier
Explainer : That's right.

Questioner But why's the paper hot when it comes out of

the machine
Explainer: Ah. well,..._
D Work in groups of four or five Two of you should look at File 26, and the others at File 56. You'll see an
explanation of how a fax machine or a hard disk works. Later you'll have to explain how it works in your own words.
"And this is our Mr Willingham. He's the Director of Research and Development."
C >irlF5 Ba'sot.
Page 117
12.2 What do I have to do?
A 5> You'll hear explanations of how to operate three products.
1 Listen to each conversation and decide what each product is. How long did it take you to work it out?
2 Listen to the first and second conversations again. Note down the four main points that are made in each
explanation.
12.2 A2 Transcript |2 minutes 30 seconds|
First conversation
Woman : OK, Bob. So first of all. you make sure that there's paper.
Man : Yeah, uhuh.
Woman : Yes, fine... there. And then you put the document down. Face down.
Man : Mhm.
Woman : Right. And then you indicate in the dmiial display here how many copies you want.
Man : Mhm.
Woman : So that's... er... what? Two. We want two.
Man : Fine.
woman : And then you press the button.
Man : Easy as that
Woman : Yeah. Second conversation
Man : OK, so you've got your document. OK. Two pages. So, the first Rage. OK. you turn face up.
Woman : Yeah.
Man : And you feed it into the stot here, and it takes it in automatically.
Woman : Oh. right.
Man : Yeah ? And then you dial The numher that you want.
Woman : What here ?
Man : Just there, yeah. And you... you press the green button
Woman : Right.
Magi : OK. And it dials the number automatically.
Woman : Yes.
Man : And it connects with the fax al the other end. And... um... and then it automatically sends the first page. It just
feeds through.
Woman : Oh, right. yes.
Man : And then when the first page is finished, there's a beep',., and ... er... and it's simple, you just feed in the
second page.
Woman . Straight away after the other one ?
Man : In the same way, that's right. That's right.
Woman : Right.
Man : Yeah. And then al the end there's another beep, which you ignore and wait for the... just wait for the line to
disconnect and then you see the display there says FAX DONE. And that's it.
Woman : Oh. right. Oh, I think I can manage that. Third conversation
Woman : OK. so you want me to set the alarm for tomorrow morning?

Man : Show me how to do it. yeah.

Woman : OK, all show you. First of all. you press MODE.
Man: Yeah.
Woman : That's what it's sel at now. 6.07.
Man.: No. no. no.
Woman : Too early Man .
Woman: Too early?
Man: Too early.
Woman : Right. I press this button. Now 7.07?
Man : No. 7 ... 7.30.
Woman : 7.30. OK. So I press the other button. 8. 9. 10...
Man : It's a bit like the video.
Woman : It is a bit. isn't it? You just have to keep on pressing that button, untit we get to 28. 29, 30. OK? Now press
MODE again. But the numbers are stitl Hashing. So...
Man : Right.
Woman : Press MODE again.
Man: Right.
Woman : That's 2.19 now. And then I press that and the alarm is sel to come on.
Man : All right.
Woman : Tomorrow morning at 7.30.
Man : Excellent.
Woman : A pleasure.
Man : Thanks.
Woman : OK, Bob. So first of all. you make sure that
there's paper.
Man : Yeah, uhuh.
Woman : Yes, fine... there. And then you put the
document down. Face down.
Man : Mhm.
Woman : Right. And then you indicate in the digital
display here how many copies you want.
Man : Mhm.
Woman : So that's... er... what? Two. We want two.
Man : Fine.
woman : And then you press the button.
Man : Easy as that
Woman : Yeah. Second conversation
Man : OK, so you've got your document. OK. Two pages.
So, the first Rage. OK. you turn face up.
Woman : Yeah.
Man : And you feed it into the stot here, and it takes it in
automatically.
Woman : Oh. right.
Man : Yeah ? And then you dial The number that you
want.
Woman : What here ?
Man : Just there, yeah. And you... you press the green
button
Woman : Right.
Magi : OK. And it dials the number automatically.
Woman : Yes.

Man : And it connects with the fax al the other end.

And... um... and then it automatically sends the first page.
It just feeds through.
Woman : Oh, right. yes.
Man : And then when the first page is finished, there's a
beep',., and ... er... and it's simple, you just feed in the
second page.
Woman . Straight away after the other one ?
Man : In the same way, that's right. That's right.
Woman : Right.
Man : Yeah. And then al the end there's another beep,
which you ignore and wait for the... just wait for the line to
disconnect and then you see the display there says FAX
DONE. And that's it.
Woman : Oh. right. Oh, I think I can manage that.
Third conversation
Woman : OK. so you want me to set the alarm for
tomorrow morning?
Man : Show me how to do it. yeah.
Woman : OK, all show you. First of all. you press MODE.
Man: Yeah.
Woman : That's what it's sel at now. 6.07.
Man.: No. no. no.
Woman : Too early Man .
Woman: Too early?
Man: Too early.
Woman : Right. I press this button. Now 7.07?
Man : No. 7 ... 7.30.
Woman : 7.30. OK. So I press the other button. 8. 9. 10...
Man : It's a bit like the video.
Woman : It is a bit. isn't it? You just have to keep on
pressing that button, untit we get to 28. 29, 30. OK? Now
press MODE again. But the numbers are still flashing.
So...
Man : Right.
Woman : Press MODE again.
Man: Right.
Woman : That's 2.19 now. And then I press that and the
alarm is sel to come on.
Man : All right.
Woman : Tomorrow morning at 7.30.
Man : Excellent.
Woman : A pleasure.
Man : Thanks.
B Look at these expressions which are used when explaining a procedure. Highlight the ones you think are most
useful.
To explain the order in which certain things are done:
First of all...

The next thing you have to do is ... ... And then finally...
To add a further point:
Make sure you ...
Oh, and by the way. don't forget to ... OK and be careful not to ...
To check that the other person is following you, or has understood:
OK, so is that clear?
Does that seem to make sense?
So there we are. Do you have any questions?
If you want to ask someone to explain something to you, you can say:
Excuse me, could you show me how-to ...? I wonder if you could tell me how this works?
If you haven't understood the explanation, or if you can't follow the instructions, or if you want to check that
you've understood so far, you can say:
I'm sorry, I didn't quite follow you there.
I'm sorry, what did you say that part was called?
When you think you've understood, you can say:
If Ive understood right... So is the basic idea that...? You mean ...
C Work in pairs One of you should look at File 62, the other at File 68. You'll have to explain to your partner how to
draw a continuous line in this box, using the letters and numbers as your 'reference points'. In the end your
continuous line will have created a picture!
a
b c d e f J h i j k L
m

n o p q r

S t

u v

w X

z A B C D E F G H I

L M N O P Q R S T U V

X Y Z *

+ 0 1 2 J

$ & ? % (

4 5 6 7 8 9

First of all, draw a straight line from ... When you reach capital B ...
Then carry on down till you come to ... Draw a curved line between ...
Now continue the line asfaras...
Pass round number 8 and then ...
D 1 Work in pairs Look at this flowchart which shows the process of booking a ticket for a flight. These three steps
have been left out: decide which of the boxes they fit in.
2 Work in pairs Run through the steps in the flowchart together, 'talking it through' as you help each other to
understand the procedure.
3 Form a pair with a different student Imagine that one of you is a new employee in a travel agency, the
other a more experienced member of staff. Go through the procedure for taking a booking, using the expressions
presented in step B.
E Work in pairs Explain to your partner how to operate another machine or gadget, or how to carry out a process or
an operation.

12.3 A production process

A Work in pairs Ask your partners what they already know about chocolate manufacture I and discuss these
questions:
I How is chocolate produced?
I Which of these items are ingredients of chocolate?
cocoa coffee sugar fat milk vitamins tea eggs malt
How does chocolate get its characteristic taste and texture?
B Work in pairs You'll hear an expert explaining how chocolate is produced and the various operations involved in its
manufacture. Listen to the recording.
1 Look at the flowchart of the process and number the operations in the blue box below, according to the recording.
Chocolate Production - Stages of chocolate production
cleaning
conching
grinding kibbling 3
mixing & evaporating 7 8
paste
pressing tempering
winnowing 4
COCOA BEANS
1) ..
2) ..
3) KIBBLE
4) WINNOW
NIBS

MILK

SUGAR

5) ..
MASS

7 & 8 MIX & EVAPORATE

6) ..
COCOA BUTTER

CRUMB
9) ..
10) ..
11) ..

CADBURY'S DAIRY MILK (bar)

12) ..
Key
Ingredients
Processes

12.3 B2 Transcript [4 minutes 50 seconds]

Speaker: In the case of all Cadbury's chocolate products the
basic ingredients are, of course, cocoa beans. We buy our
cocoa beans from Ghana and some from Malaysia. 50000
tonnes of cocoa beans are processed each year at the facfory

Trong trng hp sn xut tt c cc loi chocolate,

nguyn liu c bn tt nhin l ht cacao. Chng ti mua
ht cacao ca Ghana v Malaysia. 50000 tn ht cacao
c ch bin hng nm ti nh my, nhng l chuyn

but that's before the actual chocolate-making process can be

started. When they arrive at the cocoa facfory the cocoa beans
are sorted and cleaned [1].. And then they're roasted [2] in
revolving drums at a temperature of about 135 degrees. The
actual time for roasting depends on whether the use at the end
is for cocoa or chocolate. Now after that, The next processes
are called kibbling [3]..and winnowing [4].. Well first, in the
kibbling stage the beans are broken down into small pieces. And
at the same time the shells are blown away by air currents. The
technical term for that process is 'winnowing'. And so, then
you've got the broken pieces of cocoa beans. And those are
known as nibs'. OK ?
Well, now in the next stage the nibs are taken and ground [5].in
mills until the friction and the heat of milling reduces them to a
thick chocolate cotoured liquid. The result of the grinding stage
is known as mass'. Now, this contains 55 to 58% cocoa butter
and. of course, that solidifies as it cools. And it's the basis of all
chocolate and cocoa products.
Cocoa powder is made by extracting about half the cocoa butter
through pressing [6] in heavy presses. And that cocoa butter is
later added back in, The chocolale-making process.
Right then. now after the mass has been produced, we come to
The actual chocolate-making process itself. I'm going to tell you
about the production of milk chocolate Well, at the milk facfory
the mass, the cocoa mass, is mixed [7].with liquid full cream
milk and sugar which has already been evaporated [8].to a very
thick liquid. The resulting chocolaley creamy liquid is then dried.
Al that stage it's called 'chocolate crumb'. Then that's taken to
our factories al Boumville and Sonierdale in Bristol. There, the
crumb is mixed with the additional cocoa butter and special
chocolate flavourings. And this is then turned into a kind of
paste [9].. And it's ground [10].again and pulverized further.
The chocolate, which has had sugar and cocoa butter added to
the mass before grinding and pulverizing, now undergoes the
final special production stages. Now, the most important
component of chocolate as far as the texture is concerned, is
the addition of fats. The final processes of 'couching' [11]. and
then 'tempering' [12] are essential in the process : they control
the texture and viscosity of the chocolate before it can be used
in the manufacturing process. Are you with me so far? GOOD!
Now 'coa~g' involves mixing and heating the semi-liquid mixture
to devetop flavour and reduce the viscosity and the size of the
particles. Well basically, what ll-ds means is that it stops it
becoming too sticky and enables it to be manipulated. Am) men
comes the tempering. This, is the last stage and it's crucial :
what it means is mixing and cooling-the liquid chocolate under
very carefully controlled conditions to produce chocolate, in
which the fal has set in its most stable crystalline form.
It is the tempering of the chocolate that gives it the famous
Cadbury smoothness, and gloss and the snap.
Without this last process The chocolate would be very soft and

trc khi cha s dng ng quy trnh cng ngh ch bin

cacao. Khi n nh my, ht cacao c la v lm sch
[1]. K n khu rang [2] ht trong cc trng quay
nhit 135 . Thi gian thc rang ht ty vo s dng
lm ra chocolate hay cacao. Sau l quy trnh nghin ht
[3].v sn sy [4]..

gritty. and there'd be large crystals inside it and it world have a

very dull grey appearance.
Well then. There we are. that's how milk chocolate is made...
2 Which of the stages apply to the actual chocolate production process? Which apply to the preparing of the
ingredients?
Page 121
C Work in pairs Now read the description of the latest production developments. 1 Highlight the expressions which
are used to describe the new plant in a
POSITIVE WAY.
Cadburyand New Technology
Cadbury operate three chocolate factories in the UK. Two are at Bournville producing chocolate bars and chocolate
assortments; the other, the Somerdale factory, produces bars such as Double Decker, Crunchie and Fry's Turkish
Delight which are known as 'countlines'.
The modernization programme at Bournville, begun in 1980, has involved the rationalization of production. This
consisted in bringing together individual product processing, on the one hand, and the most modern processing and
control technology, on the other. The specialist machinery comes from Britain and abroad and a number of these
machines have been produced to Cadbury's own design and specification.
The new plants operate 24 hours a day producing Cadbury products to the highest standards of quality control. The
Wispa plant produces 1,680 bars per minute with such precision that the size of the tiny air bubbles in the chocolate
is controlled. The Creme Egg plant will produce more than 350 million eggs a year at the rate of 1,100 per minute,
and has the capacity to produce 370 million. By comparison the machinery which it replaced was capable of
producing only 257 million eggs annually.
Each week the Bournville site alone produces 1,500 tonnes of chocolate - 1.6 million bars of various kinds plus 50
million Hazelnut Whirls, Almond Clusters and other individual chocolates.
Computer controlled measures
Before the automation programme, manufacture was a series of operations individually-supervised at separate
control points. Now one person supervises the whole operation from a control room full of computer terminals and TV
screens.
One of the central control rooms
Conching lank
In the Wispa plant, individual microprocessors monitor temperature at about 1,000 different points and information is
fed into the central computers that can deal with some 360.000 instructions per minute.
High speed packaging
A major revolution has been the automation of the packing systems. Where previously chocolates were individually
placed by hand in the boxes, machines now do this. New high speed chocolate bar packing plants have been
introduced which are capable of making and wrapping 800 chocolate bnis a minute and considerably more of the
treat size bars. These variable high speed systems will check the weight, and where chocolate is produced with
added fruit and nuts will also check for even distribution of these additional ingredients. The automation programme
means that a dozen individual manufacturing plants will have replaced 37 old plants.
Page 122
2 What is the most positive aspect of the process from the point of view of the company, do you think?
3 Now read the passage once more and mark whether the statements below are true
V or false X:
1 The Bournville factory produces the countlines.
2 The specialist machinery is produced by Cadbury.
3 The size of air bubbles in the chocolate is precisely controlled.
4 The old machinery could only produce 257 million eggs annually.
5 Chocolates are no longer individually packed.

6 Individual microprocessors control temperature changes.

7 The packing systems check the weight of the additional ingredients. O
D Work in groups Discuss whether what) ou read about in C represents the future for all manufacturing processes.
Consider these questions:
1 What advantages and disadvantages do you see with the introduction of more automated plants?
2 Can you agree on areas where you think it is a good idea to use them?
3 What will industrial workers then do?
4 Is it the end of work, as we understand it? And the beginning of The Leisure Society?
5 What do you think about training people to work in such plants?
6 Who decides what should be made? What is your opinion of this?
7 What are the advantages of manufacturing processes where only one person is needed?
8 What prospects do you see for the spreading of such operations and processes in your country?
E Think of a service or manufacturing process you know about. Write a description of how it works, together with a
flowchart, if possible.
12.4 When things go wrong... What do we do?
17 May 20__
Breakdown leads to bottleneck
Delta Tools were yesterday unable supplying firms continued to be to meet their daily deadline. After delivered, but
despite determined a sudden, inexplicable breakdown attempts to utilize all the available
at their Southford site the main space the plant was soon brought assembly line was put out to a halt. The late shift
had to be of action. Components from sent home and production was
Work in pairs Imagine you work for a multinational manufacturing company at one of its European plants. You are the
personal assistants of the Chief Executive Officer. There have been a number of delays and breakdowns in
production recently which have been reported in the press. You have been asked to consider what steps can be
taken to prevent the same problem happening again.
1 What happened, according to the newspaper report? Now read the consultant's report and the internal memos
below. Highlight key sections and try to agree what really happened.
2 Take notes and draft a report to your European regional director explaining what happened.
Industrial Research Consultants Inc.
Buffalo Grove II 60090 USA
Consultant's Report April 5, 20_
You have a wide range of equipment on the site at this point, as you can see from the attached drawing. All available
space has to be utilized. So we must restrict the number of materials which i are actually present at any given time.
Clearly if a particular component is not available when it is required on the assembly line that might lead to a hold-up.
In most production units you will, of course, have bottlenecks. But we should not allow any gaps to occur, if possible.
The latest conveyor technology is clearly required.
A further point concerns production time. The machines do not operate night and day at the moment and the
operators work a two-shift system at present. We are hoping to put forward a plan to streamline production in the
coming months. Once we have solved the technical problems - and j our designers are currently working on a
project to modernize your handling equipment - all the facilities in the plant will be co-ordinated to enable you to step
up production of the new range of products.
Unfortunately, as you know, there has been a major problem with reorganizing the maintenance schedule. In the past
two years standby crews were on duty around the clock. But

Memorandum
From: Chief Executive To: Production Director
April 10,20_
This is a great idea, Ralph. Please investigate fully automated handling equipment and the possibility of installing
new robots for finishing and assembly shops. Also make sure the recommendations of the consultant are put into
practice. ....._
INTERNAL MEMO
FROM: Production Director
TO: Personnel Director April 15, 20_
John. As you know we're working under great pressure in all departments at the moment to keep up the output for the
export and US orders. The new jobs are needed badly. All our maintenance staff are extremely overworked..
Can you please readvertise the vacant jobs for the additional maintenance engineers and the five new technicians.
Things cannot go on as they are now. We're badly understaffed. One day the new robots are going to break down,
when the line is not covered by the service department. You know how much we need people with all-round
electronic and mechanical qualifications so that the wide range of machines we operate are fully supervised at all
times.
We must introduce a three-shift system for the maintenance people. They never have time to put the faults right at
the moment. Tou should emphasize the large bonus payments for working unsocial hours and nights " ~
3 Join another pair Compare notes and read the report they have drafted.
Page 124
UNIT 13: Jobs and careers
13.1 The ideal job?
Work in pairs Look at the photos and discuss these questions:
What would you enjoy about each of the jobs?
What would you dislike about each job? Why?
What are the most important things for you in your work? Arrange these aspects order of importance and add some
more things you think are important:
job satisfaction
earning plenty of money
having pleasant co-workers/colleagues
meeting people earning enough money security
Out of all the people you know, who has the job you'd most like to have? Why? If you could choose any job in the
world to do, what would it be? Why?
B Work in pairs Read this newspaper article and find the answers to these questions in the text:
1 What were the TWO reasons why Virgin Atlantic was considering redundancies?
2 What were the TWO things Richard Branson invited his staff to do?
3 How many people volunteered to take unpaid leave?
4 How did the long break affect the staff's attitude to their work?
5 Why is the scheme attractive to new recruits?
6 Is the scheme going to become permanent?
FRONTIERS OF WORK
Branson's new route to more jobs Celia Weston
FOR many young people lucky enough to get a job after leaving school or college, the biggest shock of the transition
to work is how few holidays they get.
Having spent their academic years working an eight or nine-month year, it can be depressing to realize that for the
rest of their working lives they will be able to take only four weeks off a year.

Many would jump at the chance to take three months off - and that's exacdy what happened at Virgin Atlantic, the
airline run by Richard Branson. He believes the new initiative could help to reduce unemployment.
Faced last autumn with the recession and with its failure to acquire more flight slots out of Heathrow airport, the
company was having to consider redundancies. Mr Branson wrote to staff saying that cutting back on jobs was
"something I have never wanted to do". Instead he invited employees to take up to six months unpaid leave and to
participate in a job sharing scheme.
The immediate crisis passed but the idea of a shorter working year took off. When the company later asked for 300
volunteers to take three months unpaid leave, 450 put their names forward. Mr Branson said: "To be fair and share it
around, in some cases we said that people could only take six weeks."
Most of the volunteers were cabin crew but other staff, including secretaries and pilots, took advantage of the offer as
well. "And when they came back from their break ... they definitely seemed to enjoy work more," he said.
The company tends to recruit and train its own staff from scratch. As Mr Branson said: "If you've been at college or on
the dole, working for only nine months still makes you a lot better off financially than you were before." He believes
there is a broader social benefit to be achieved. "If you are only taking on people for nine months, that will enable
others who would otherwise have no work or be living on the dole to have a chance too."
And he goes further. "I think this should be the basis of a pattern across the whole European Community for the first
few years of working life."
Nor was a shorter working year only applicable to young people. "If older women and men with children can afford it
because one partner's working 12 months and the other nine, I think a lot of people would like to earn slighdy less
and be able to spend more time with their children," Mr Branson said.
This year the scheme is on offer again, although not over the busy summer period. "All the people who took time off
last year would like to do so again," Mr Branson said. But its realization depended on whether the company could
recruit enough people to allow 400-500 existing staff to take three months off.
The company was considering whether the arrangement should become a permanent feature, Mr Branson said. "For
new people being taken on in most departments, we're thinking about making nine-month working a standard
contract."
Page 126
C Work in groups Discuss these questions:
What are your views on Richard Branson's scheme? Would you like to participate in such a scheme?
Would such a scheme succeed in the firm you work / have worked for? Why not?
Why do you think so many of Virgin's cabin crew took advantage of the scheme?
Could this kind of scheme only succeed with a youthful staff who have few family responsibilities?
How could you persuade people who have considerable working experience and are used to earning a certain
wage that they should take a pay cut?
What do you think of the following:
a four-day week a nine-day fortnight seasonal work job sharing
13.2 Applying for a job
A Work in pairs Discuss these questions:
What impression do you try to give in an application letter?
Should an application letter be handwritten, typed, or laser-printed?
How important is a well-presented CV or resume?
Do you always tell the absolute truth in application letters?
B 1 Work in pairs Look at this job ad: what would be its attractions - what might be its drawbacks?
ACME Atlantic are a welknown and respected trade company. We handle imports directly from manufacturers in 35
differerent countries, often to our own specifications, and currently export to 46 different countries worldwide.
We are looking for enthusiastic people to work in our office in Bermuda on temporary 3-, 6- and 9-month contracts.
Applicants must be able to speak and write at least one foreign language fluently and can be nationals of any country.
Experience in import/export will be an advantage, but as special training will be available this is not essential. The

main requirements are a willingness to work as a member of a team, to cope with pressure, to use the telephone in a
foreign language and in English and to be prepared occasionally to work long hours when necessary.
There are several posts available and long-term prospects are good, though initially all successful applicants will be
contracted for a maximum of 9 months.
The salary we will offer is excellent. We will pay for your return air fare and provide adequate accommodation at a
nominal rent.
Please apply in your own handwriting, enclosing your resume, to Charles Fox, European Sales Office, ACME
Atlantic Ltd, 45 Pentonville Road, London EC2 4AC.

This is a model application letter for the Bermuda job on page 127:
3333 Imperial Way
K-10004 Freetown
Fredonia
Mr Charles Fox
European Sales Office
ACME Atlantic Ltd
45 Pentonville Road
London EC2 4AC
Dear Mr Fox

13 May 2010

I wish to apply for one of the positions described in your advertisement 'Work in Bermuda' in this week's
Daily Planet.
Ti mong np n ny xin c m nhn mt trong cc chc v trong qung co Lm Vic Ti Bermuda ca qu ng ng
trn tp ch Daily Planet ca tun ny.

I am 25 years old and a Fredonian citizen. I am at present working for Fredonian Enterprises, and as you
know, we have been doing business with ACME Atlantic for a number of years.
Ti 25 tui v c quc tch Fredonia. Hin nay ti ang lm vic cho Fredonian Enterprises, v nh qu ng bit, chng ti ang giao dch
kinh doanh doanh vi ACME Atlantic nhiu nm.

My recent work has involved working in a team in the export department of my firm and I have developed
confidence and skill in dealing with foreign buyers on the telephone and in writing, mainly using English.
Cng vic gn y nht ca ti c lin quan n lm vic tp th ti b phn xut khu
ca cng ty v pht trin tay ngh cng nh t tin khi giao thip vi khch hng
nc ngoi bng in thoi cng nh qua cc vn bn, ch yu bng ting Anh.
My Fredonian is fluent, I speak and write reasonably good English and I can also handle business
correspondence in German and Italian.
Tt nhin ti s dng ting Fredonia lu lot cng vit tt ting Anh v ti cng c th
gii quyt th tn giao dch kinh doanh bng ting c v .
As you will see from my enclosed CV, my qualifications are good, and I think you will agree that my
experience and language skills will help me to make a valuable contribution to your firm and you will find
that I am an enthusiastic and resourceful employee.
Nh ng s thy qua S yu l lch km theo y, kh nng c o to chnh quy ca ti thuc loi tt, v ti ngh
rng qu ng s ng rng kinh nghim v vn ngoi ng ca ti s gip ti cng hin xng ng cho cng ty ca
qu ng ng thi qu ng cng nhn ra ti l mt nhn vin nhit tnh v a nng.

I am available for interview at any time except for June 12th to 21st. My daytime phone number is 287 8889
extension 333.

Ti sn sng c phng vn vo bt c lc no tr nhng ny t 12 n 21. Vo ban ngy c th gi cho ti s in thoi 287

8889, s ni b 333.

I look forward to hearing from you,

Mong nhn c hi m.

Yours sincerely,
Jean Muster

2 Work in pairs Look at this resume. If you were interviewing Kevin Willis for the job in Bermuda, what
questions would you ask him about his career history?
Kevin Miguel Willis
Address
Res. phone & fax:

1090 Madison Avenue

Sheboygan Wl 53081
e-mail: kmw@aol.com
555-5656898

Date of birth:

2/21/76

Professional
experience

Aug. 1999-present
Valentine International: Export clerk
Jan. 1998-Juhy 1999
Chicago Products: Marketing assistant
May 1997-Dec 1997
Self-employed: travel guide
Jan. 1997-May 1997
Unemployed

Education
and training

1993-1995
Green Bay High School, Green Bay,
Wisconsin

1991-1993
Oshkosh Junior High School, Oshkosh,
Wisconsin
Interests

Mountain biking, reading, hiking, skiing,

Sailing

Languages

Fluent Spanish (my mother is Mexican),

good conversational French

References

Ms Daphne Stem, Sales Vice-President,

Valentine International,
2205 Jackson Street,
Oshkosh, Wl 54901
Mrs Francine Dexter, Marketing Director,
Chicago Products Inc.,
4450 Capitol Drive, Milwaukee, Wl 52303
Mr James Wong, Atlas Travel,
9004 South Michigan Avenue,
Chicago IL 60607

3 Work in pairs Look at this application letter from another applicant for the job. In what ways does Arthur
Dent seem suitable (or unsuitable) for the job? In what ways are YOU better qualified for it?
Dear Mr Fox, Work in Bermuda
I noted with interest your advertisement in today's Daily Planet.
You will see from the enclosed CV that I have three years experience in marketing. My responsibilities have included
all types of administrative work, product development, arranging and attending presentations, working with clients
and solving problems that arise.
Although I have an excellent relationship with my present employers, I feel that my prospects with them are limited
and that there would be more scope for my talents with a larger, more dynamic company.
If you consider that my qualifications and experience are suitable, I should be available for interview at any time.
Yours sincerely,

v\v4rW*"DtA\r
4 Work in pairs Imagine that you want to apply for the job. Draft an application letter, following these
guidelines:
1 introduce yourself: name, age, nationality, etc-.
2 State when you are available.
3 Describe your relevant experience or justify your lack. of experieiwve.
4 Describe your skills in your own language, English an dother languages.
5 Describe how you meet the requirements of the job.
6 Say when youre available for interview.
Page 128
C Read this article. What are your reactions to it?
Too old at 30
I'M CONTEMPLATING applying for my fifty-first job. It's been a long time since I wasted stamp money this
way. In fact, when I reached the fiftieth without success I decided to abandon job-hunting and got out my
pen to scratch a living instead.
But there's another wildly exciting job in the paper today, "salary 22,500-,C26,250 according to age and
experience". The good news is the pay, the bad news is that damning little phrase "according to age and
experience'' which means I won't get the job.
It's not that I have more age than experience - I've led an incident-packed existence. Unfortunately it's not all
related to a single-strand career structure. Journalist, temp, company director, wife and mother, market
researcher, and now, at thirty-something, I'm trying to use my Cambridge degree in criminology.
I'm a victim of the sliding pay-scale. Employers can obtain a fresh 22-year-old graduate to train a lot cheaper
than me. Yet I'm the ideal employee: stable, good-humoured, child-bearing behind me, looking for 25-plus
years of steady pensionable employment.
Ageism is everywhere. It's much more prevalent than sexism in the job market, or that's how it seems from
where I'm standing. Even the BBC is a culprit. Their appointments brochure says: "The BBC's personnel
policies are based on equal opportunities for all... This applies to ... opportunity for training and promotion,
irrespective of sex, marital status, creed, colour, race or ethnic origin, and the BBC is committed to the
development and promotion of such equality of opportunity. Traineeships... are available to suitably qualified
candidates under the age of 25."
Ageism is lagging behind sexism, racism, and handicappism because even the oppressed seem to accept
the discrimination. The public and private sectors are obsessed with attracting young high-flyers. Yet there
are many professions that would benefit from the maturity and stability the older entrant can bring. This is
recognized by the Probation Service, for example, who welcome experienced adults looking for a second
career.
The armed services and police, perhaps, could think about strenuous aptitude and fitness tests rather than
imposing a blanket upper limit on entrants which is arbitrarily and variously fixed between 28 and 33. The
administrative grade of the Civil Service assumes the rot sets in at 32.
My own pressing concern is to alleviate my guilt. I loved every minute of my university education, and I'm
desperately grateful to the Government for financing me through this at a cost of over 10,000. But unless
someone gives me a job, how can I pay them back in income tax?
JENNY WARD
1 Work in pairs Decide whether statements 1 to 10 are TRUE or FALSE, according to the article.
.............. 1 The writer is over forty years old.
.............. 2 She gave up applying for jobs some time ago.
.............. 3 Sh; has not had much experience of working for a living.
.............. 4 Employers think that someone of her age is too expensive to employ.
.............. 5 She needs a job so that she can support her family.

.............. 6 People don't get as angry about ageism as about other forms of discrimination.
.............. 7 Employers are looking for bright, ambitious people of any age.
.............. 8 More mature employees would be valuable assets to many professions.
.............. 9 People in their thirties can't get jobs in government departments.
.............. 10 She wants to 'repay' the State for her university education.
Page 129
2 Work in groups Discuss.these questions:
What would you do if you were in the same position as the writer?
Do you know someone who is unlucky or unsuccessful in getting jobs?
Can you explain the reasons for their lack of success?
What could they do to improve their chances 61 success?
How does the law in your country discourage discrimination by employers?
Zenith has Nursery facilities available for employees who have caring responsibilities for a child or children aged
between 6 months and school age. Also available are dependant care allowances for evening commitments.
Rainbow Products serves a multi-racial community and welcomes applications from women, black and ethnic
minorities, people with disabilities, lesbians and gay men to help build a representative workforce.
We are actively working towards equality of opportunity and welcome applications from any individual.
Broadway Vehicles is committed to the effective implementation of its equal opportunities policy.
Applicants are considered on their suitability for the post regardless of sex, sexual orientation, religion, racial origin,
nationality, marital status, disability or age (under 65).
Working with the community.
Delta Tools is an Equal Opportunity Employer and welcomes applications, irrespective of the applicant's race, sex,
marital status, age, sexual orientation, religious beliefs, disability or employment status. Delta Tools is working
towards a smoke free environment.
13.3 Interviews
A Work in groups Think of the last interview you attended and discuss these questions:
What was the worst thing about it?
What difficult questions were you asked?
Why do you think you were successful, or unsuccessful?
If you could go through the interview again, what would you do differently?
In an interview, do you always have to be completely honest?
What impression do you try to give in an interview?
B ' Work in pairs You'll hear extracts from two interviews. Use this assessment form to decide which candidate
performed better on a scale of 1 to 5.
Sue Jones
Tom Richards
Qualifications
Confidence
Reliability
Personality

work experience
overall
impression
And which interviewer did the better job, do you think?
13.3 B Transcript [6 minutes|
First interview
interviewer : Good morning. Miss...
Sue Jones : Miss Jones. Good morning.
interviewer : Miss Jones, yes. right. Hi. Um ... now.
you'd like to join our tearn. I gather.
Sue Jones : Yes, I would.
interviewer : That's ... that's very good. Er ... I'd like to know
a little bit about you. Perhaps you could tell me ... perhaps
we could start ... if you could tell me a bit about your
education.
Sue Jones : Oh yes, right. Well. I left school at 18 and for
the first two years I went to Gibsons... you might know
them, they're an engineering firm.
Interviewer : Ah. yes, right.
Sue Jones : Urn... and after that, I wanted to do a course,
so I... I did a one-year full-time FA course and went back to
Gibsons. I was FA to the Export Direcfor. I stayed there for
another two years and... and then moved on to my present
company. Um... that's Europa Marketing ... um... Mr Adair,
the marketing direcfor, offered me a job because Gibsons
had... had worked quite a lot with Europa Marketing,
interviewer: Oh, yes. Europa Marketing... yes.
Sue Jones : And I've been with them for three years now...
urn... first with The Marketing Director and... and now I'm
with The Sales Direcfor.
Interviewer : That's all very interesting. Miss Jones. Um...
I... I'd like to know, what did you enjoy most at school?
What was the course that you enjoyed most?"
Sue Jones : Ah ... foreign languages I liked best..
Interviewer: Foreign languages?
Sue Jones :: We did French and German. Yes. Interviewer .
Mhm. And are you quite fluent in those now or...
Sue Jones : Yes. a bit rusty now, but... um... obviously the
more travel I can do The more can use my languages and
I'd like to learn another language. I'd like to add Italian as
well.
Interviewer : Italian?
Sue Jones : Yes.
Interviewer: Very good, very good. that... that might be very
useful. Now... er... tell me a little bit about... er... the work
you're doing at present.
Sue Jones :Um... well Europa Marketing is a marketing and
publ... public relations company.

Cho C
C Sue Jones. Xim cho ng.
C Jones, vng, ng ri. Ti hnh dung c rt
mun tham gia vo i ng ca chng ti.
Vng, ng th. C l c vui lng cho ti bit
trc ht xin cho bit trnh vn ha ca c.
Vng, ti tt nghip nm ln 18 v trong 2 nm u
ti lm vic cho Gibsons. C l ng bit cng ty ny,
l mt cng ty k thut cng trnh.
Vng, ti bit.
V sau , ti mun hc thm chuyn ngnh, nn
ti theo hc chng trnh o to chnh quy chuyn
ngnh FA (tr l ti chnh Financial Assistant) v sau
quay tr li lm vic cho Gibsons. Ti l tr l ti
chnh cho gim c xut khu. Ti thm 2 nm
na v chuyn sang lm vic cho cng ty hin nay,
cng ty Europa Marketing. ng Adair, gim c
marketing, gii thiu cho ti c ni khc cn ngi v
Gibsons c nhiu quan h vi Europa Marketing.
, vng, Europa Marketing..ng th.
V n nay ti lm vic c 3 nm.. u
tin vi gim c marketing v hin nay vi gim c
Kinh doanh.
Hay qu. C Jones, xin cho bit khi i hc nhng g
lm cho c thch nht? C thch nht mn g?
Mn ti thch nht l ngoi ng.
Ngoi ng no?
Ting Php v c. Vng.
.. Nh vy by gi c s dng thng tho 2 ngoi ng
.
Vng, l chuyn c, nhng ti c th c c hi
i nhiu v cn n ngoi ng v ti li mun hc
thm 1 ngoi ng khc. Ti mun hc thm ting .
Ting ?
Vng.
Rt tt rt nhiu dp c s dung n. By gi xin
cho bit s qua cng vic hin nay ca c.
Europa Marketing l mt cng ty giao t cng
chng.
Vng ti c nghe ni.
V h t vn cho cc cng ty hot ng ti th
trng Anh v u chu. Khch hng ca chng ti

Interviewer: Yes, I've heard of it.

Sue Jones : And They do.... they do consultancy work for
companies operating in the UK and European markels. Er...
Our clients come from all over the world... um... we deal
with some of Them by... by post, But most of them come to
our offices and at least once during a project. I assist the
Sales Director by arranging these visits, setting up
meetings and presentations and I... I deal with all her
correspondence. I've not been able to go with her on any...
on any of her trips abroad, But I... I've been to firms in this
country, several times on my own... urn... to make these
arrangements.
Interviewer : ll sounds as if you're very happy There, Miss
Jones. I'm curious why you'd like to leave Them and join
our company?
Sue Jones : Well... urn... I know the reputation of AngloEuropean and it has a very good reputation. And I feel that
I would have more scope and opportunity in your company
and the work would be more challenging for me. I might be
able to possibly travel and use my languages because al
The moment most of my work is... is rather routine
secrelarial-type work and I like The idea of more... urn...
challenges in my life really...
Interviewer : Yes, aha, aha.

khp ni trn th gii chng ti quan h vi mt s

qua th t giao dch. Nhng hu ht h n quan h
vi chng ti v t nht l 1 ln trong sut qu trnh
thc hin d n. Ti tr gip cho Gim c kinh doanh
thu xp cc chuyn cng tc, t chc hi tho v ti
cng ph trch th t giao dch cho b. Ti khng cn
thi gian i cng tc chung vi b nhng ti c n
cng tc nhiu cng ty trong nc, nhiu ln ti i
cng tc mt mnh thu xp cng vic theo yu
cu.
Nghe c ni chc c thch cng vic , tha c
Jones. Ti t m mun bit ti sao c mun thi vic
sang lm vic cho chng ti.
Ti c bit danh ting ca cng ty AngloEuropean v ti cm thy c nhiu c hi v ha hn
hn cng ty ca qu ng v cng vic chc c
nhiu thch thc hn dnh cho ti. Ti c th i li v
s dng vn ngoi ng ca ti nhiu hn v hin nay
hu ht cng vic ca ti ton l nhng vic lt vt
ca ngi th k v ti thch c nhiu thch thc hn
trong cuc sng.
Vng, chnh th

C Work in small groups Imagine that a young friend of yours is about to attend his or her first interview. Note down
some more advice that you would give:
Do your homework: find out about the company
Prepare some questions to ask about the company and what the Job entails
Wear Smart, formal clothes.
Don't smofce
Arrive a few minutes early
Sit up straight
Look straight at the intervieiver
Expect the unexpected and don't panic!
Join another group and compare your notes.
D. Work in pairs Some interviewers give candidates a hard time by asking them difficult questions - like the 13
questions below. Listen to the recording and discuss these points:
Can you think of three more questions you might be asked at an interview? Add them to the list.
What would your own answers to each of the questions be? Rehearse your answers with your partner and make
notes.
1 Tell me about yourself.
2 What do you think are your strengths and weaknesses?
3 We have a lot of applicants for this job, why should we appoint you?
4 Which is more important to you: status or money?
5 How long do you think you'd stay with us if you were appointed?
6 Why do you want to leave your present job?
7 What would you like to be doing ten years from now?
8 What are you most proud of having done recently?
9 What is your worst fault and what is your best quality?
10 Don't you think you're a little young/old for this job?
11 What are your long-range goals?

12 What excites you about the job you're doing now?

13 How would you rate your present boss?
14 .
15 .
16 .
Second interview
Interviewer: ... yes, well, your CV seems pretty well up to
scratch. Now. I wonder, can you tell me more about yourself? **
Tom Richards : Urn... well. I...
Interviewer : Yes?
Tom Richards : I... I'm... well, I think I'm serious... seriousminded. I... calm...
Interviewer : You're calm ?
Tom Richards : Yes, well, yes, I like a joke, though, good sense
of humour. I dont panic in a crisis and I... I enjoy working with all
kinds of people. I... I even like... urn... p... people who are. you
know, bad-tempered or something like that.
Interviewer : Yes, But wh... where do you see yourself in let's
say five years' time?
Tom Richards : Urn... well, I ... sort of the long-range thing. Well.
I... I see myself in the public relations and ... er... well, one day I
musl admit I would ralher like to open up my own consultancy in
my own home town.
Interviewer : Mhm. what is it Specifically about Angio-European
PR that altracled you?
Tom Richards: Er... well, first of all. I wanl to leave my present
emptoyers because they're a small company and... er... I know
about Angto-European PR. I mean, they're a... They're a gixid
company, larger. I think I'll have more scope... er... The work Will
he more challenging. I mean, quite a tol of what I do al presenl
is quite boring, it's... it's routine secrelarial work. Interviewer :
And... and you'd like to move on? Tom Richards : 'Yes, if I could,
you know, hopefully to a job that gives me more opportunity. So
I can use my initiative.
Interviewer: Mhm.
Tom Richards : Can I just ask you this question? Excuse me...
I'd like to know if I get This job with Anglo- Flaropoan. would I he
able to... um... work abroad in one of your overseas branches ?
Interviewer: Oh. yes. certainly.
Tom Richards : Oh. good.
Interviewer : Um... our staff regularly do six-month placements
in other branches.
Tom Richards : Six. Oh well, that's good.
Interviewer: So I'm sure you might...
Tom Richards : Um... that's what I'm interested in.
Interviewer : Mhm. Can I... d... I know we're all human beings
here and I'd like to know wh... what you consider your strengths
and your weaknesses. "
Tom Richard :Um... strengths and weaknesses ? Haha. Well, I...
I mentioned before. I think my sense of
humour... er... and my abitity to work with all types of people is a

Vng, s yu l lch ca anh c nhiu im

cha r. Xin anh cho bit v anh?
... ... ti ..
... Ti th no?
... Ti ngh rng ti lun th hin tinh thn
nghim tc ti .. bnh tnh...
... Anh bnh tnh c th ra sao?
... Vng, li n ti thch a, chnh ra l khi hi.
Ti khng s khng hong ... ti thch lm vic
vi hng ngi ... thm ch ti thch nhng
ngi c tnh hay cu gt, nh ng bit.
... Vng, Nhng anh cho bit hng phn u
ca anh sau ny, c th l trong 5 nm ti?
...

particular strength.
Interviewer : Yes.
Tom Richards : My weakness ? I dont know. I suppose I'm a bit
of a perfectionist... I... I'm quite often dissatisfied with what I've
done. I always think I can do it better, you know, or a different
way.
Interviewer: I wouldn l itl that a weakness, I'd call that a
strength.
Tom Richards : Well. uh... well, that's good, well... I mean, apart
from that I... I suppose I get a little bit sort of full of the Wander
Lust' and that's why I want to travel. I'm easily bored with
repetition and... er... and procedure.
Interviewer: Do you have a lack of commitment? "
Tom Richards : No. not al all. No... er.... once my goals are sel
and I've got the right sort of initiative then... er... I...' I'm as
committed as anybody.
Interviewer: Not one of These people who wanders off
Tom Richards : No. not al all.
Interviewer : : Now... um... i... is there anything else you'd like to
ask me?
Tom Richards: Aha... yes. if I can just get down to the nitly-gritly:
would the salery be reviewed al The end of the year?
Interviewer . Yes. the salary Wi... The salary would be reviewed
every six months. And after six months you'd also be eligible to
share in The company's bonus scheme.
Tom Richards Oh. I didn't know that. Oh. that's good, yes.
Interviewer : ... Right. well... urn... time is pressing on. I'm afraid,
so thank you very much for coming to me and we'll he in touch
with you before the end of the week.
Tom Richards : Good. Well, thank you fair seeing me
Tom Richards : Bye.
E Work in groups of three Take it in turns to be the Interviewer, theCandidate and the Observer. Allow enough time
for each of you to have a turn at being the Candidate.
Interviewer Ask the Candidate the questions you discussed in D. Avoid asking Yes/No questions. Perhaps try to give
him or her a hard time by asking supplementary questions like these:
Why do you think that? In what way exactly?
Could you explain why you think that? What do you mean exactly?
Can you give me an example of that? Are you quite sure you mean that?
Candidate Do your best to answer the questions and try to keep cool! Observer As you listen to the interview, make
notes on these points:
What impression did each person give?
If they were nervous, how did this affect their performance?
Were there too many Yes/No questions?
Which questions did they answer badly?
Which questions did they answer well?
What advice would you give them for their next real interview?
13.4 The Real Thing
A Work in two large groups Each group should decide on one job that would be

attractive and realistic for most of the members of the class to apply for. Perhaps this could be your 'ideal job' - the
one you'd immediately apply for if you saw it advertised.
Write an advertisement for the job and, if possible, make copies for the other group to see. Alternatively, pin it to the
classroom notice board or stick it on the white/blackboard.
B In this simulation, half the class will be playing the role of INTERVIEWERS and the other half the role of CANDIDATES.
Each panel of interviewers works for a firm of consultants, and they will interview several candidates for both jobs
advertised.
Decide which members of the class are going to play the roles of candidates, and which are going to be the
interviewers. Follow the instructions below, according to your role.
1 Interviewers Work with the other member(s) of your panel. Decide what questions you are going to ask each
candidate.
What personal qualities are you looking for?
Are you going to be kind to the candidates or give them a hard time?
Candidates Choose one of the jobs advertised.
Write a short letter of application for the job. (This letter will accompany your CV, if you have one.)
2 Interviewers Read the letters of application and any CVs you receive.
Decide which candidates look promising and what special questions you'll ask each one.
Candidates Work with another candidate and decide what impression you'll try to give.
Look again at the difficult questions in 13.3 D and make sure you know how to answer them.
3 Now it's time for the interviews to take place.
Each interview panel should have its 'office' in a different part of the room. Candidates go to a different 'office' for
each interview.
The CONTROLLER will tell you how long is available for each interview and work out a timetable that allows time for
panels to see at least three candidates. Each panel must stick to this schedule, so thiif other panels are not kept
waiting.
Interviewers Look at the checklist in File 82.
Candidates Between interviews you should wait in a separate area - preferably in another room or in the corridor.
4 When the interviews have finished, all the interviewers and all the candidates should meet in separate areas.
Interviewers Tell the other panels about the candidates you have interviewed.
You can recommend up to three people for both posts. Decide which candidates will be short-listed.
Candidates Imagine that you're meeting in a local cafe. Tell the other candidates how you got on in your interviews.
What mistakes did you make?
Which of the panels conducted the best interviews?
What advice would you give them about their interviewing techniques?
Decide which panels were the best.
5 Now meet again as a class.
Interviewers Announce your short lists of successful candidates. Candidates Announce which panel you voted 'top
interviewers'.
6 Work in groups or as a class Finally, discuss these questions:
How did you feel at each stage of the simulation?
What did you learn from doing this simulation?
How did any real interviews you've had compare with this one?
If you could do the whole simulation again, what would you do differently?
'You're just the man we're looking for. Come around to this side of the desk, and I'll gather up my things and get the
heck out of here."
Page 133

UNIT 14 Sales and negotiation

14.1 Selling and buying
A Work in pairs Look at the photos and discuss these questions.
What is happening in each picture?
What do all the situations have in common?
What are the people saying?
Have you ever been in any of the situations shown? What was it like?
What sort of products and services are involved?
What sort of relationship do the people have with each other?
PAGE 134
B Now read this text. Which of the points do you agree or disagree with? Give your reasons.
Anyone who has contact with customers is a salesperson - that includes the telephonist who answers the phone and
the service engineer who calls to repair a machine. So that probably includes you!
The relationship between a salesperson and a client is important: both parties want to feel satisfied with their deal
and neither wants to feel cheated. A friendly, respectful relationship is more effective than an aggressive, competitive
one.
A salesperson should believe that his or her product has certain advantages over the competition. Customers want to
be sure that they are buying a product that is good value and of high quality. People in business are not going to
spend their company's money on something they don't really need (unlike consumers, who can sometimes be
persuaded to buy 'useless' products like fur coats and solid gold watches!).
Some salespeople adopt a direct 'hard sell' approach, while others use a more indirect 'soft sell' approach. Which
approach do you prefer? Whichever approach is used, in the end perhaps a good salesperson is someone who can
persuade anyone to buy anything. On the other hand, maybe a good salesperson is someone ! who knows how to
deal with different kinds of people and who an point out how his or her product will benefit each individual customer in
special ways. After all a buyer is called a 'buyer' because he or she wants to buy. All you need to do is to convince
them that your product is the one they want. A successful sales meeting i depends on both the salesperson and the
customer asking each other the right son of questions.
14.2 The sales process
A Work in pairs Fill the gaps in these sentences with these words:
before buying client individual product wants weaknesses If you want to be a successful negotiator and
salesperson you should ...
1 Know your..............................and its main features.
2 Know the strengths and..............................of competing products.
3 Find out who makes the..............................decisions in your client's firm.
4 Plan each sales interview..............................it takes place.
5 Match what you're selling to each client's..............................and needs.
6 Listen to what your..............................tells you.
7 Remember that each client is an.............................., not a number.
B Work in pairs You'll hear part of a talk at a workshop for people who have little experience of selling. Listen to the
recording and answer these two general questions:
1 What is the talk about?
2 What stages are referred to in the talk?
14.2 C Transcript |4 minutes 20 seconds| (AVTM 2- track 10)
14.2 C Workshop leader: ... All right then everybody, if...
Xin tt c trt t , nu chng ta phng vn
um... we look at a typical sales interview where you meet cho bn hng khi chng ta gp khch hng
a client or where a salesperson visits you to sell you
hay khi mt nhn vin bn hng tm n gp
something, we see that there are three stages : the
chng ta cho bn, chng ta thy c 3 giai
Opening Stage, the Building Stage and the Closing
on: Giai on m u, Giai on xy dng

Stage. And we should add to these stages other activities

that will take place when you are not actually meeting or
talking to a client: Preparation and Planning.
So let's Iook at these stages one by one. If you have any
questions dont be afraid to interrupt. Now, the first stage.
one. is the Opening Stage. Usually this is a phone call.
But you might be preceding it with a letter, or a brochure
or something like that. The first thing you have to do is
get past the secretary, that's the most important. Find out
when exactly you can talk to your prospect. Don't accept
a promise to ring you back, ever. And you need to
explain who you are and what you're selling. And arrange
an apointment. Right? And two is what we call the
Buitding Stage. In other words the sales interview itself...
It's important to prepare well and rehearse doing this
sales interview. OK? And you can role-play it with a
friend or a relation. Erm... and now this person should iry
to be unfriendly and uncooperative and difficult, to give
you the right son of practice. OK ? Then dress suitably
for the occasion. OK. think about that. Behave in a... in a
friendly, confident but business-like manner. Right? And
remember not to spend too tong on social conversation,
it makes people impatient, before getting down to
business. And remember that your client is a busy
person. So respect that. Try and show the client that
you're a responsible, trustworthy person, which of course
you are. Tell The client about all the other well-known
firms who use your product. Let the client know the
benefits of the product. But, make care... be careful that
you dont do all the talking. Ask him questions. And make
sure they're open questions, not ones he can just answer
with a yes or no. to find out what his needs are. So that
you can match your product to those needs and to find
out how large and how frequent an order he may place.
That's important. You should talk only about half The
time. Make sure of that.
Man : Oh... erm... what about objections? I always find
that the hardest thing In deal with, when a client starts
giving you reasons why he doesn't need to buy your
product. Um... how do you deal with... er... objections?
Workshop leader : Well, objections suggest an interest in
the product. The client may be... may be tooking for
arguments to use to justify to his superiors or his
colleagues, for buying your product. And if you can
answer these objections, you're well on the way to
making a sale. But the important thing is to prepare
answers to all foreseeable objections.
Man : Right, yeah.
Workshop leader: And give your prepared answer or if
you dont have an answer, tell the client ahotit a... a
further benefit. I think the important thing is not to spend

v Giai on kt thc. V chng ta nn thm

vo cc giai on ny nhng hot ng khc
cn thc hin trc khi chng ta gp khch
hng v trao i vi h: chun b v Ln k
hoch.
Chng ta s ln lt ni n tng giai on
trong quy trnh trn. Nu c thc mc xin c
ngt li tiBy gi xin ni n giai on 1:
giai on m u. Thng phi s dng n
in thoi. Nhng trc bn nn gi th,
hay catalo chng hn. iu trc tin chng
ta phi lm sao qua c ngi th k trao
i trc tip vi ngi c trch nhim. Phi
tm hiu xem gi gic tip xc vi khch hng
tim nng chnh xc l lc no. ng pha
bn kia bo l i tng s gi li sau.

too tong trying to answer an objection. It gives it too

much importance. And. remember, don't argue with the
client. And finally, you get to slage three: the Closing
Stage - recognizing that your client wants to buy and is
on The point of confirming that order. Now. this is the
hardest part, because it depends on liming. You have to
judge when your client is ready, to place that order. Then
you can thank him for the order and go on to your next
appointment. Now there's one more thing Once you have
a promise of the order, if it's a new client, do remember
to cheek their financial status. And sometimes even if it's
an old client, dont start work until you have a written
confirmation of The order. That's very important...
C 0 Listen to the recording again and fill the gaps in this summary of the talk.
1 The .. Stage:
usually a phone call. You have to talk to .. in person
- not his/her ..
Identify yourself and arrange an ..
2 The .. Stage:
a) prepare and .. with a or ..
b) dress suitably for the ..
c) behave in a .. , confident but .. manner.
d) don't spend too long on ..
e) show that you're a .. , .. person.
f) mention .. firms who use your product.
g) tell the client about the .. of your product.
h) encourage your client to talk by .. and only talk .. the time yourself.
The .. Stage:
recognizing exactly when your client is ready to .. the order.
This depends on ..
Finally, .. your client for the order and leave.
14.3 Selling your product
A You'll hear a sales representative demonstrating this product to a customer.
1 Work in pairs Listen to the recording and then discuss these questions:
How much attention is the customer paying?
How convinced is the customer of the camera?
Which of these aspects is NOT covered in the demonstration:
advertising after-sales service film for the camera guarantee period pricing using the camera
Note down the QUESTIONS that the customer asks the sales rep.
2 Listen to the recording again. This summary of the points the sales representative makes is jumbled up.
Number the points in the order in which he makes them. The first one is done for you:
I Whenyou<loohaa,NuHsto 3-Pprintyou-gtftuv<uuazinjfitting of depthmdrealUuiy. Wt-'rt- running & national
advertising campaigiv. Ifs not possible- to let you- have- the-goods OK sale- or return. Special introductory offer: first
three- films areprocessed/ fret-. The cost to tkt-end-userunllbe-undtr 100. Pius the- usual trade, discount, it uses
normal 3Snm-film,.
14.3 A 2 Transcript |2 minutes 20 seconds|
Salesman : ... yes. well, the best thing to do is er... take a Vng, iu tt nht nn lm l nhn vo bn
look at this print here. You see you get an amazing
in ny. B s thy c mt cm gic su thm
feeling of depth and realism. And, well, I mean it's as if
v hin thc. V b c cm gic l mnh thc

you're really there, isn't it ? You don't need any special

glasses, you know, anything like that.
Customer : Hmm. That's very impressive. Mm... what's
the price and... and what sort of discount are you
offering
Salesman : The cost to the end-user would be under
100. And we're obviously offering the usual trade
discount.
Customer : Mm. I see. Well. I might be prepared to take...
or... lets see. well, len on a sale or return basis
for each branch ... er... that's 50 altogether.
Salesman : Ah. er... problem : I'm afraid., er ... can't let
you have the goods on sale or return because, well. The
demand's going to being, heavy.
Customer : Well, the problem is. you see. it does took a
bit complicated for the beginner to use.
Salesman : Oh no. not al all. no. Took, if I could just show
you. you see. you just took through the view-finder
hem. press the button and... er... the automatic exposure
and focusing system takes care of the resi.
Customer : Mm... er... do you have any point of sale
advertising material
Salesman : Yes. we have this showeard and a nice
cotourful poster
Customer : Oh, yes. that's very good. I like that. yeah.
Salesman : And we're running a national advertising
campaign, so... er... end-users Will he fully aware of The
product And... oh... there'll he this double-page spread in
the Sunday cotour magazines next month. You see. it
answers all the questions people may want to ask about
the product.
Customer: Mm. I see. Well now presumably the camera
needs a special film
Salesman : No, no. it uses normal 35 mm cotour prim
fitm. Er... the films are processed by us in our computercontrolled laborafory. The four images, er... from the tour
lenses here, they're primed onto a special micro-lens
material to forrh one single image. And... oh... and were
running a special introducfory offer - end-users' first three
fitms are processed free.
Customer : Yeah, dial's good. Well. I'd like to know.,
mm.... what'll happen if the product doesn't take off and...
er... you stop manufacturing it - Will The laborafory still
operate ? Um ... I mean, Will my customers he left with a
piece of equipment that they can't use?
Salesman No. there's absolutely no danger of that
whatsoever. This product is going to he a big success. Hr
... the reviews in the trade press have been fantastic.
Take a took at this one. for instance ...
PAGE 136

s ang , ng khng? Khng cn mang

mt loi kinh c bit no c.
Rt n tng. Gi bao nhiu v c chit
khu g khng?
Gi cho ngi s dng di 100 Bng. V
chng ti s bo chit khu thng mi chng
ti dnh cho qu v.

B Work alone or in pairs Think of a new product you've recently bought - preferably something that's not too large to
take to class with you.
1 List the features and benefits of the product.
e.g. It's a... It's the latest... It can replace ... It's used for ... Its features and benefits are ...
2 Make notes on how it works.
3 Take your product to class and demonstrate it to your group.
C 1 Work in pairs Student A should look at File 28 and student B at 83. You'll be taking part in a meeting between a
salesperson and a customer.
2 Now student A should look at File 83 and student B at 58.
14.4 Negotiating on the phone
A ^' Work in pairs You'll hear part of a telephone negotiation about the sale of yogurt between a salesperson and a
buyer. Note down your answers to these questions:
1 What are they talking about?
2 What significant points were made?
3 Who made them?
4 What do you think the salesperson will do after the telephone conversation?
5 Is the fax below an accurate reflection of the phone call?
4rnhil0,llD0iry CoPre^/ VoLndam, Postbu* 4550 NL-4452
Ms Irena Eichelberger Wholesale Groceries Inc. P. 0. B. 8678 A-1090 Wlen Austria.
Dear Ms Blchelberger, .Telephone nnmFr.aMnn po February fi>Q This fax Is to follow up our telephone cell of this
morning. We are wUUnf to supply 2,000 (two thousand} tonnes of our variety Splendlde at 1B0 Con. hundred and
fifty dollars) per tonne. We expect to make the delivery at the latest by 18
14.4 A Transcript 12 minutes 30 seconds!
Irena : Let us talk about The yogurt deliveries for the
Chng ta hy bn v cc phng thc giao sn
Central European market and the North European
phm yogurt cho th trng Trung v Bc u.
market.
Vng.
Jan: Yes. sure.
No bt u c cha?
Irena : Is that OK?
Vng, ng bit th trng Bc u ti c th
Jan : Yeah, you know for The Norlh European market I
giao hng kh nhanh chng.
can deliver the yogurt fairly quickly.

Irena: The North European area is not going to be a

problem I have approval. But I need to know about the
Central European area.
Jan : Yes.
Irena : I am sure we can do a good job.
Jan : Yeah, but you Will have to give me some idea
about amounls or quantities, because that way it is
easier to get it through our organization, you know. They
need sometimes time, but if they know something about
quantity, they Will be more interested.
Irena : Well. I caul say exactly. They depend on price and
quality.
Jan : Oh. yes. of course.
Irena: If you like. I'll send you a fax and I shall be very
open.
Jan : Er... yes.
Irena: I can put in writing to you. that. say, in quantity
terms, that we can take Two thousand depending on the
price and quality. And then if you come back to me by

fax, I can tell you hi my fax what I think. And I can tell
you. if your quality is not good and your prices are not
competitive, then that'll he the end of our business. Jan:
Sure, of course. I understand. But if the quantity is
interesting. I am sure that our organizalion... Irena: In that
case.
Jan: Mrs, Kichelberger... I'm sure we can be flexible,
because we need, and want, figures or quantities. Irena:
1. that is. we are not talking less than one thousand
tonnes...
Jan : Good.
Irena: I am ready to say even a minimum of tine
thousand tonnes.
Jan : Yes. good.
Irena: But what if The matter is pushed through quickly?
Will everything be OK?
Jan: Yes. of course.
Irena' Perhaps things Will move too fast for you and then
maybe we'll find that the prices you are quoting us are
much too high and the quality is not good and Then...
Jan: And then you Will have to tell us.
Irena: Yes. then maybe we Will stop The order. I tell you.
because of that.
Jan: Yes. I see.
Irena: And so can't you lei us have one thousand tonnes
now ?
Jan : That might not be easy, because...
Irena: You don't want to do it, that's all.
Jan: It depends, you see.
Irena: OK. then. we'll give you time to decide. How long
do you need?
B Work in groups of three You are going to take part in a telephone sales negotiation. Student A is the buyer and
looks at File 29, student B is the seller and looks at File 59 and student C looks at File 84 (the 'Observer').
C Work alone or in pairs Draft a follow-up fax to the buyer or customer confirming your call and what you agreed on.
(The fax in A can serve as a model.) Give your fax to another pair to respond to.
Page 137
14.5 Getting it right in negotiations
A Work in pairs You work in the buying department of an electrical appliances manufacturer. You recently bought
some cheap electrical components from Coyote Enterprises. The quality seemed to be up to standard ...
1 2> Your boss, Bob Kellerman, is talking to your Sales Manager, Michelle, on the phone. Listen to the call and
make notes. Then discuss these questions:
What do you think has happened?
What sort of supplier are you dealing with?
What action should you take in this situation?
How do you think your boss will deal with it?
14.5 A1 Transcript |2 minutes|
Boh . Good morning. Buying department.
Xin cho. B phn mua hng nghe y.
Michelle : Hello, can I speak to Bob Kellerman?
A l. Cho ti gp Bob Kellerman.
Bob : Speaking. Hi Michelle. How are you ?
Ti y. Cho Michelle. Anh c khe khng?

Michelle : Fine.- It's about those new components.

Bob : You mean the X77s - the ones from Coyote
Enterprises
Michelle : Yes.
Bob ; Uhuh, why, are there any problems with them?
Michelle : There's a big problem with the quality of the
wiring.
Bob : Yeah, But we tested all the samples and my
assistant told me there were no problems at all with the
wiring. And the price is very good,
Michelle: No, it... it may be Coyote's... er... quality control
that's al fault. Er... is it just the wiring that's faulty?
Michelle : No, There have been problems with the
switches too.
Bob : No, not the switches ! What, is there a safety
problem or something?
Michelle : The assembly people
are having to reject 20% of them.
Bob : Wait a minute, did you say 20% ?
Michelle : Yes.
Bob : Well, if you're rejecting that many, Then there's
no... there's no cost saying i... in. getling The
components from Coyote. A... and if any of the switches
dont work properly, then, well, we'll be getling some
customer complaints.
Michelle : We already have. There's obviously a design
fault.
Boh : A design fault in the switches? But if There is a
design fault, I'm... Geoff you know Geoff in assembly
-well, he would have told me. So, are you sure
Michelle : Yes.
Bob: Oh. no ! All right, I'll took into it. I... is There any...
anything else?
Michelle:. Well, the painl matching isn't quite right.
Bob : Well, if the painl doesn't match, that's not so
serious, we can deal with that. But with everything else well, OK, I'll get onto This right away. Urn... I'll get my
assistant to took into it and... er... I'll get back to you...
um... well, I'm not sure, but as soon as I can, is that all
right ?
Michelle : As soon as you can. Bob.
Bob : OK. Michelle. Listen, I'm really sorry about all this.
I'll clear it up.
Michelle : Bye.
Bob : Bye bye. I'll talk to you laler. Bye bye..

Khe ti mun bn vi anh v cc linh

kin mi y.

2 0^ Listen to the conversation between Bob Kellerman, your boss, and the supplier, Mr Wiley, and make notes on
the dispute. Then answer these questions:
Which points were made?
Who made these points?

 How would you feel if you were in a situation like the one you've just heard?
Can such a conflict be solved by negotiation? What might the alternative be?
Decide what further questions you'd ask Mr Wiley ...
14.5 A 2 Transcript 11 minute 20 seconds]
Secretary: Bob. it's N4r Witey of Coyote Enterprises. Are you free?
Bob : Mr Witey ?
Secretary : Yes. you know, the sales rep from Coyote
Enterprises.
Bob : Haha. Right ! Yeah ! Wheel him in, he's... he's
picked just the right day to call... Ah. well, Mr Witey, ha....
er. it's nice to... er... to see you again. Come on in sit
down.
Mr. Witey: Mr Kellerman, how are you?
Bob : I'm fine, I'm fine. Mr Witay : Greal.
Bob : Well now, about these components... er... we've
been getting from you.
Mr Witey : What the... er... the X77s ? Yeah. well, they've
been extremely popular - good value too. I Think you'll
agree.
Bob : Have you had any problems with... er... reliabitity?
Mr Witey : Er... no, none at all, why?
Bob: Well... er ... you see, our salespeople have been
getling all sorts of complaints. First about the wiring.
Mr Witey : Well, I mean, that's very strange because as
far as I know the X77s are completely reliable.
Bob: Well' that's not the Information we've got. Now,
where is the wiring manufactured?
Mr Witey : Well, I'm... now we do all the wiring in our
own facfory. Er... But... er... well, lets see because you
got some of the first batch, didn't you?
Bob : First batch, yeah.
Mr Witey : Which I believe were manufactured by our...
one of our sub-contracfors. Boh : Ah, well, that's very
interesting. So, who was responsible for quality control?
Was it their people or was it yours? Mr Witey : Er... well,
I'm not sure about that, normally of course we'd be
responsible, buC in This case...
B 1 Work in pairs Read this article and try to agree what the terms debating and bargaining refer to:
A much simplified view of what goes on in a negotiation says that there are Four Main Phases of Negotiation:
\ The preparation phase: this is where you work out what you want and which are the main priorities.
2 The debating phase: during this phase you try to find out what the other side or the customer wants. Say what you
want but do not say what the finAll conditions are yet. Use open questions and listen to your customer. Try to find out
in what areas the other side may be prepared to move.
3 The proposal phase: this is the point at which you suggest some of the things you could trade or which you might
be prepared to trade. Formulatf. your proposals in the form of if..., then ... . Be patient and listen to the other side's
proposals.
4 The bargaining phase: this is the period or part where you indicate what it is j you will actually trade. Here you
exchange conditionally in turn particular I points, if..., then ... . Remember to write down the agreement.
2 Answer these questions:

1 When do you use expressions in the form of ifthen ...?

2 When do you suggest some of the things you might be prepared to trade?
3 Why should you be patient and listen to the other side's proposals?
4 When do you work out what you want and which are the main priorities?
5 What should you not forget to do in a negotiation?
6 What sort of questions should you use in the early phases?
7 Why do you think that is?
8 In what phase do you suggest things you are ready to trade?
C 03 Work in pairs You'll hear
a face-to-face negotiation taking place between Fritz, a German wholesale buyer of plant-based raw materials for a
chain of companies manufacturing organic products, and Marianne, a French supplier.
14.5 C2 Transcript |2 minutes 40 seconds|
Fritz : Well, I can say, Marianne, I can let you have orders
for at least... um... a hundred fifty tonnes depending on
The price and quality, like I said last time. I told you, as
we mentioned at the last meeting, if your quality is no
good and your prices are not competitive, that's The end
of our deal.
Marianne : But, of course, Fritz, I understand, nalurally.
Now, if we know how much you are putting in an order
for. I mean what are you saying, svhal son of quantity are
we talking about?
Fritz : I can safely say my clients... er... that is one large
client, needs by next month, al first, eighly to a hundred
tonnes of lavender.
Marianne : That's all right. We are flexible and we can do
that.
Fritz : In that case, Marianne...
Marianne : And if the quantity is interesling, I am sure that
we can do business. But, Fritz, I musl stress, we do
require firm figures or quantities, I mean, especially if you
wanl a discount. Fritz.
Fritz : Well. I am not talking less than one hundred
tonnes.
Marianne : That's good. We'll give you a good price on
that.
Fritz : If we order immediately two hundred in total,
then can I expect a discount? Marianne :. II the order is
made, yes, that is not going to be a problem.
Fritz : One more Thing, the condition of The produce
musl be perfect, All quality. Otherwise we can'l do
business.
Marianne : Of course, nalurally, But you know, we only
deliver perfect All condition. We do have a good
reputation, you know.
Fritz : But. if we find that the prices you are quoting us
are much too high and The quality is not good. Marianne,
then we...
Marianne : Then, then you must tell us. Fritz.

Fritz : Bin we are trusting you Marianne, we have done

business with your organization before.
Marianne I think you Will see our lavender is
guaranteed Al.
Fritz : If there's a guarantee, then we are prepared to
take two hundred tonnes.
Marianne : OK. That's good, Fritz, we can give you a 5%
discount, then, on the total.
Fritz : But last time we received 7%. Why so little now.
Marianne?
Marianne : Ah. well, I'm sorry. But that was on a larger
quantity, you see. and This is just two hundred tonnes.
Fritz : Took. I'll sign for two hundred and fifty tonnes and
you give me fi'H discount, what do you say. Marianne ?
Marianne : OK. Agreed, we'll do that. Fritz.
1 Listen to the recording. First decide which order the following points are mentioned in. Next, decide which points
Marianne (M) raises and which Fritz (F) raises. The first is done for you as an example in each case.
ORDER THE POINTS ARE MENTIONED WHO FIRST RAISES THE POINTS
........... discount ...........
........... good price ...........
...I....... competitive prices . ...F......
........... guarantees ...........
........... importance of quality ...........
........... the need for firm figures ...........
........... perfect condition ...........
........... the point about the
organization being flexible ...........
2 Listen to the recording again and decide in which phases of the negotiation these words in the box were used in
the conversation:
a) If there's a guarantee, then we are prepared to ...
b) / can let you have orders for at least two hundred tonnes.
c) If we order immediately two hundred in total, with the second hundred deliverable in three months, then ...
d) What are you saying, how much?
Phases of Negotiation:
1 Prepare: what you want ..........
2 Debate: what do they want? ..........
3 Propose: what could you theoretically trade, offer, concede?
4 Bargain: what will you, in actual fact, trade, offer, concede?
139
14.5 Gelling it right in negotiations
D 1 Work in groups of four (pairs of pairs) Pair A are the sellers. Pair B are the buyers. You are involved in
preparing a sales negotiation concerning an electrical component. Before you start the sales negotiation with the
people from another firm decide together what the margins for the sale are going to be. Pair A decides on the seller's
limits or margins and looks at File 30. Pair B decides on the buyer's limits or margins and looks at File 60.
2 Change partners The new pairs consist of a buyer and a seller. Student A looks at File 32, student B looks at File
61.
3 Work in groups Report on how 'successful' you were in your negotiation.
E Final discussion What are your opinions on this American negotiation expert's view:
In business you don't get what you deserve, you get what you negotiate

14.6 Negotiating an international deal

A Work in pairs You'll hear extracts from seven negotiations. Listen to the SECOND speaker in each case. If you
encountered each of these people in a negotiation what would you think of them? Make notes.
^ Discuss some of the different behavioural styles in negotiation which you know or have experience of.
14.6 A Transcript 13minulcs 40 seconds!
A:... Because I believe that... er...
B... we can do a better job.
A:... Well, yes, and you... ah...
B:... we have The skilled workforce to assemble The components.
A :. .Yes. if the... er...
B: ... specifications are cleared up at your end.
A:...Yes. we feel sure...
B:... that we can do a good job for you. That's most gratifying
2. A:...l can let you have half The merchandise ...
B:...No way. I tell You.
A:...Took, we can come to some son of agreement surely. ,
B:...Noi if you cant get the quantities.
A:...Look, we have bought ...
B:...I'm telling you. I dont sec it.
A:...Took. I'm sure that there's a...
B:. My boss wont buy it.
A: Shall we say .500 cartons?
B: Well, You know, I think ... er
A: Well, we can lei you have 1000 canons.
B: Well. if... if they are... erm... I mean if They... if you know if
they're... obviously it they're
A. Well, can you name the required dale of delivery?
B: Well, of course, er... no if... if I knew, well
A: So that's 1000 carious on the 15 February?
B: Er... well, maybe I mean... er... you know, it.could, I perhaps...
urn.you know, you know if I could just..
But I don't get it.
B: If you can'l buy quantities, they're not interested. These people
aren't interested. I mean, if you're only gonna order three or four
hundred pieces, or five hundred, they're not interested. Especially
the factories we deal with. They are the biggest factories in the
country. They need quantities. That's why we're important to Them.
you know. We gave them almost two mitlion dollars worth of
business right an the spot. That's what they're interested in.
A: Well, we are certainly thinking about it.
B: The only thing I know is that whatever quantities you place and
whatever delivery dales we give you. you can be sure you'll get in
on that dale. So think about it. You've got to be more definite.
6. A: So how Will you do it?
B: Eh? Oh ... er ... yeah. OK. Er ... er ... w... as a first stage I'd like
to ... I'd like to ... um ... introduce the idea to our head office and...
er ... er ... well, you know, so that ... I sound... I sound ... I sou ...

V ti tin rng ..
Chng ti c th hon thnh cng vic tt hn.
Vng v qu ng
chng ti c lc lng lao ng lnh ngh lp rp cc
linh kin.
Vng nu .
Quy cch sn phm c pha qu ng icho bit c th
hnng chng ti c th lm tt cng vic cho qu ng.
l iu vinh hnh
2.

dont I? Well, is it possible to market ... market it or ... or ... er ... or

produce it locally so ... so that ... um ... er. well, al The first stage
I'd ... I'd like to have some samples and I'll deliver them to our head
office and then ... er... well ... er ...
7. A: We'd like to sell in Your country. B: Uhuh
A: Or to manufacture it in your counlry. B: Mmm.
A: Either way. whichever is besl. A: Mmm.
B: Maybe manufacture it hero for six months. A: Mmm.
B: Maybe we could send some samples ?
B: Uhuh_
B Work in two large groups First decide on one product to sell. It should be a realistic item you are familiar with or
would like to sell in your current or future work. Then draft a very brief specification of the product. This is written (or
typed and photocopied, if possible) to be used in the next stage of the simulation.
In this simulation, half the class will be playing the role of SELLERS and the other half the role of BUYERS. Both sides
work for firms negotiating with a foreign firm to finalize a deal on the sale or purchase of a product.
Decide which members of the class are going to play the role of SELLERS, and which are going to be the BUYERS.
Follow the instructions on the left or right below, according to your role.
1 The SELLERS send a copy of the product and its price and other specifications to the
BUYERS.
Sellers Work with the others in your team. Use the product specification you agreed on. Decide how far you are
prepared to move in your specifications and margins, and try and agree as a team on the margins you will be
negotiating within.
Decide on a delegation leader or leaders. These will initiate the discussions and speak first in the negotiation
sessions. The others will come in and provide support if necessary.
Buyers Read the product specification. Work with the others in your team. Decide how far you can move in your
specifications and margins, and try and agree as a team on the margins you will be negotiating within. How far will
you go in your demands for price, quantity and delivery dates? How much discount will you ask for, etc.?
Decide on a delegation leader or leaders. These will initiate the discussions and speak first in the negotiation
sessions. The others will come in and provide support if necessary.
3 Now it's time for the negotiation to begin. The SELLERS and BUYERS meet. The aim is to come to a written
agreement which you can each take back to your head office. The CONTROLLER will tell you how long you have to
reach an agreement.
4 When the negotiation is over, all the sellers and the buyers should meet in separate areas and report back to each
other on their results.
Sellers Tell the other group how satisfactory the first round has been. Announce how much you have sold and at what
prices, etc. If no satisfactory result has been achieved, discuss what to do next.
Buyers Tell the other group how satisfactory the first round has been. Announce how much you have bought and at
what prices, etc. If no satisfactory result has been achieved, discuss what to do next.
5 Work in two groups or as a class Finally, discuss these questions:
How did you feel at each stage of the simulation?
What did you learn from doing this simulation?
If you could do the whole simulation again, what would you do differently?
Page 141
UNIT 15: A special project
JANUARY: The product
Your firm produces a range of delicious, high-quality main courses and desserts that are a speciality of your region.
They are sold in supermarkets and to the catering trade. The products are ready to cook in a microwave or
conventional oven.

1 Work in small groups Design your own new product. This will be a range of fresh, ready-to-cook specialities of your
region or country. Think of a good brand name.
2 Give a presentation, describing your product to the other groups.
3 Decide which of the products will be most likely to succeed in the British and American markets. From now on this
will be the product you're going to manufacture and market.
Telford world class companies in aworld class company location
Now 1000 companies, including 140 from overseas relocated
---------------------------------... 9.5 million potential customers right on the doorstep and with 2 free ports and air freight facilities only 40 minutes
away -international markets arc within easy reach . . .
. . . Commercial property and development land at competitive prices, with grants available for construction,
refurbishment, research and development and marketing . . .
. . . The advice and expertise offered by the local authority is second to none - making relocation painless . . .
. . . The choice, size and style of housing is wide with prices well below the national average.
------------------------------------------------------------------------------------------------------------------------------------METROPOLITAN II
The Formula For Success.
page 142
FEBRUARY: Finding a location
In March SPECIAL PROJECT TEAMS will be responsible for choosing a new location where the product will be
manufactured and marketed in the UK and the USA: one team in the UK and one team in the USA. When the factory
comes on line, the team will manage it during the first couple of years.
1 Decide on your criteria for choosing a location by grading these points in order of importance:
Low cost of premises
low taxes for new businesses
Availability of supplies
good road communications
Good, cheap housing
closeness to principal markets
Language
Availability of cheap skilled workers
Nearby airport
quality of life: convenience, facilities, etc.
What other factors are important, do you think?
2 Look at these maps of possible sites: which seem to be more suitable, according to the criteria you've just
established?
3 The CONTROLLER will tell you which team you're in and which country you're being sent to.
Finally, the CONTROLLER will hand out the documents you'll need for March. Read these through before the next
lesson.
Page 143
MARCH: Choosing the location and the personnel
Work in your team during the first five steps
1 First of all, read this memo from the Board:
TO:
Special project teams FROM: Board of Directors
Both plants will be semi-automated. Provisional orders have been placed for the special ovens and
packaging machines.
There will be approximately 50 production staff in each plant at start-up, rising to 100 in 2-3 years.
Plant and offices will be on the same site. Marketing, sales and production will be working in close cooperation to adapt the product to local customers' requirements: supermarket chains may require 'own
label' brands, ingredients may have to be changed to suit local tastes, etc.
Available buildings will be used.

2 Now that you've studied the documents about the various sites, find out what your colleagues'
impressions and reactions are.
3 You'll hear a report from a colleague of yours who has visited the sites. Make notes on the most
interesting points they make about each location.
March 3. Transcript
Reports on Telford and Wigan for the GB learn |4 minutes |
Leslie Maxwell : Hello. I'm here inside the Shopping
xin cho. Hin nay ti ang bn trong Trung tm
Centre at Telford. I was expecting this town to be a bit of mua sm ti Telford.
a concrete jungle, like some of the olher new towns I've
visited. But The mixlure of housing, good roads, parks
and clean modern industry make this really a very
pleasanl place. Right here next to the indoor shopping
centre is The town park and just up The road is some of
the best scenery in England - and unspoitt countryside
just outside the town boundary.
Also, nearby, is the world's first iron bridge, built in 1779.
and a symbol of the industrial revolution that started in
the area in 1709.
Telford has the biggest concentration of Japanese
companies in the United Kingdom : Epson Telford (they
invested l5m in a new plant manufacturing computer
primers). NEC (they've invested over 50m in a plain
manufacturing computer monifors and printers, mobite
telephones and fax machines) they emptoy around 750
people here. Hitachi Maxell have their European
headquarlers here and make video cassettes and ltoppy
disks, and Ricoh manufactures photocopiers for sale
ihroughout Europe. Also here are Talung. from Taiwan,
with 400 workers making TV'/ .
Although Telford's quite a good place for sports and
leisure (Telford even has its own dry ski stope), it's not
too goixl for entertainments and cultural activities. You
have to go to Birmingham 30 n-iites away for that kind of
thing. but the shops here are good and "s shopping mall
I'm in now is quite impressive.
As you know. Tel ford has its own moforway, the M54
connecting it to the M6. but although it has a brand new
Central Station, connections to Tondon are not very
regular or quick. Birmingham Airport and The National
Exhibition Centre are 40 minutes away - if there aren'l
any hold-ups on The moforway!
Leslie Maxwell: I'm sitling outside The Orwell Pub al
Wigan Pier on The Leeds and Liverpool canal having a
drink.. This is the place George Orwell wrote about
during the Greal Depression in the .10s and to me Wigan
still had a bad image of being a run-down coal-mining
town. This is the first time I've been here and I must say
that I'm quite impressed. It's very clean and it has a greal
atmosphere. You get the feeling that the people-are
proud of their hisfory and are keen to make a Visitor feel
welcome. Lancashire people are famous for their warmth

and hospitality.
Wigan itself is a down-to-earth, no-nonsense sort of
town, many of the houses are Vicforian and beginning to
show their age, but there's been a tol of urban renewal
with modern houses outside the town and good sporls
facitities. It's not very far to the Lancashire coast and the
Pennine Hitls, so it's quite easy to get away from The
town by car and enjoy some fresh air and scenery. The
shops are a nice mixture of The old and the new too.
You're also way helween Liverpool and Manchester,
which hoih have fine theatres and symphony orchestras.
The main line from Tondon to Glasgow passes through
Wigan. and you can he in Tondon in just under .1 hours.
Manchester Airport is just 40 minutes away - with
connections to all parts of Europe and even to Singapore
and North America.
Reports an Bingharnton and Trenton for The US toam |4 minutes 40 seconds|
Lee Carter: I'm here now in Binghamton. in Upstate New York. I'm
Hin gi ti ang Binghamton khu Bc Tiu Bang
sitting in Ely Park overtooking The city. This is a charming little city; New York. Ti ang ngi trong Cng vin Ely nhn bao qut
it's safe and pretty - though maybe it's a little dull.
thnh ph - thnh ph nh xinh xinh, an ton v thanh lch
The people are kind of slow and hospitable and it's hard to believe
d c v hi bun.
that you're just a couple of hours from downtown Manhattan and
Ngi dn y ni chung th th v hiu khch v kh
that practically every city from Chicago in the west to Boston in the
ai tin rng t khu th t Manhattan ch mt vi gi l c th
east and from Washington in the south to Toronto and Montreal in
n cc thnh ph nh Chicago pha ty n Boston
the north can be reached by overnight truck. In spite of the first
pha ng v t Washington pha nam i Toronto v
impression you get of being in The heart of the country, there's
Montreal pha bc bng xe ti qua m l n. Mc d
plenty of high tech industry here in town: there's a new IBM plant
rt c n tng qua ln u li trung tm ca nc
and Singer-Link make their famous Might simulafors right here.
M, cn c nhiu khu cng nghip k thut cao khu
Here too there are plenty of people without special technical skills - ngoi : no l nh my mi ca IBM v Singer-Link sn
one of The largest employers in The area is Fisher Price Toys
xut nhng my m phng bay ngay ti y. Ngay ti y
whose workforce is largely semiskitled. One thing that strikes me
cng c nhiu ngi chng c tay ngh chuyn mn g c
about the people hereabouts is that They are dependable and toyal - mt trong nhng ng ch ln nht khu vc ny l
and They're not afraid of hard work - indeed many of them come
Fisher Price Toys thu mt lc lng lao ng ni chung l
from farming communities where even the chitdren have to work.
c tay ngh n vi.
One of the big attractions of the area is the beautiful scenery. The
forests in the fall are gforious and in winter the main skiing resorts
of the Eastern United Stales are just an hour's drive away. There
are some tovely takes too.
People are moving out of New York City to get away from
commuting and urban crime and to get ctoser to nature.
Lee Carter: I'm sitting beside The Delaware River in Trenton. New
Jersey. I've just been finding out about
*-!hc huge range of industry here in this slate, which is the size of
Wales But has about the same population as Sweden. New Jersey
is one of most popular slates for foreign companies to establish
their headquarters: BASF. Mercedes-Benz, Volvo, Volkswagen.
Toyola. Nissan, Fial all have there US headquarters here. Big
foreign companies with factories here are Oki Data & Sharp from
Japan and Samsung & Daewoo from Korea. New Jersey is the

number one stale in the Union for pharmaceuticals wit Hoffman-La

Roche, Cihu-Goigy,
. Johnson & Johnson and Merck. Throughout The stale each year
$4 bitlion being spenl on researeh in academic and industrial R&D
labs, including Bell Laborafories. M, AT&T, RCA - the people are
very proud that II Nobel Prize winners live in New jersey. Here in
Trenton I've been tooking al The amazing DHC (district heating and
cooling system) operating in our premises. Healing and cooling
costs Will he tow because surplus heal generaled by electric power
sialions is turned into steam, hal water and even cooled waler for
distribution by pipes to homes and industrial premise. New Jersey
calls itself The Garden Stale and it's true that once you get beyond
The urban areas of Newark anit Jersey City. the countryside begins.
One great plus is the (x:ean - New Jersey has 127 miles of coast.
And with the huge air network of Newark International Airport ctose,
it's easy to get anywhere in North America and to anywhere in the
world on a direct flight. From here it's just a short drive to
Philadelphia or New York City. Trenton itself is a pleasant city.
ihough parts of it are a bit run-down. The people here are good
workers and there's a tong industrial tradition in the stale, lis a nice
place and not too large - it's quite a lively sort of place and there's a
highly varied mixture of different races and nationalities.
4 Decide on the best location for your premises. Remember that you'll be living there yourself for a year
or longer!
At least twice during March, one of you should phone one of your counterparts in the other country and
find out what they have decided so far. Make notes during the call and then tell the other members of your
team -'hat you've found out.
5 Draft a brief outline explaining how you'll run your department to make sun it staff work happily and
efficiently.
FAX a copy of this to your counterparts in the other country.
The members of your team will fill many of the top managerial positions:
What posts will you each take?
What specialists will you need to recruit locally for your management team?
6 Finally, both teams should meet to exchange experiences and discuss what ha:: been done this month.
7 The CONTROLLER will give you the documents you'll need for April. Read thcs-, through before the
next lesson.
144
APRIL: Suppliers & distribution / Marketing & sales
This month, the members of each team are divided into two groups. Each group will have to deal with a different part
of the project. One group in each team will be
discussing MATERIALS, SUPPLIES AND DISTRIBUTION, the Other MARKETING AND SALES.
1 All the information you need for this month can be found in the document you have been given.
At least twice during April, one of you should phone one of your counterparts in the other country and get a progress
report from them. Make notes during the call and then tell the other members of your group what you've found out.
2 Towards the end of the month, rejoin the other members of your own team and hold an informal meeting to find out
what they have been doing this month.
MAY: The meeting
By now, both teams' final plans have been submitted to the board of directors for approval.
1 The CONTROLLER will give each team a fax to read: find out your colleagues' reactions to the information it
contains, and decide what action to take.

2 So, there's going to be a meeting. Prepare your team's contribution to the meeting. Each member of your team
should speak about a different aspect of the project. Decide which member of your team you'd like to chair the
meeting.
3 THE MEETING The final meeting is held, with both teams putting forward their arguments.
DE-BRIEFING: Follow-up discussion
Work as a whole class Discuss these questions about the simulation:
What happened in your team?
What difficulties did you encounter?
What was the most difficult part of the simulation for you?
If you could do the simulation over again, what would you do differently?
In what ways are real-life situations similar to the events in the simulation?
"Get back to the office, Broomfield. When I said you could have a summer vacation I didn't mean the whole damn
summer."
Page 145

New International Business Workbook

Additional Material
Unit 10: Marketing
10.1 What is marketing? Background information
10.2 Ways of promoting your product Vocabulary
10.3 The story of the Swatch Listening OA'
10.4 Brand names Reading
10.5 'Think marketing' Vocabulary
10.6 Prepositions - 6
10.7 Comparing and contrasting Grammar review
10.1 What is marketing?
Background information
Nowadays, marketing influences, and often actually
controls, almost every part of a company's activities.
Underlying all marketing strategy is 'The Marketing
Concept', explained here:
THE MARKETING CONCEPT
(We must produce what customers want, not what we
want to produce)
* This means that we PUT THE CUSTOMER FIRST (We
organize the company so that this happens)
We must FIND OUT WHAT THE CUSTOMER WANTS
(We carry out market research)
We must SUPPLY exactly what the customer wants
* We can do this by offering the right MARKETING MIX:
The Four Ps' = the right PRODUCT at the right PRICE

Ngy nay, marketing tc ng, v thc t thng chi

phi, hu ht cc mt hot ng ca cng ty. Nn tng
ca chin lc marketing ton din l Khi nim, c
th gii thch nh sau:
Khi nim marketing (Chng ta phi sn xut nhng g
khch hng cn, ch khng phi sn xut nhng g
chng ta mun).
* iu ny c ngha l chng ta T KHCH HNG LN
HNG U (Chng ta phi t chc cng ty ra sao
thc hin iu va ni)
* Chng ta phi TM RA KHCH HNG CN G (chng
ta cn thc hin nghin cu th trng)
Chng ta phi CUNG CP ng nhng g m khch
hng cn
*Chng ta c th thc hin bng cch a ra MIX
Marketing ph hp: 4 Ps = SN PHM ng vi GI ph
hp cho bn thong qua cc knh phn phi rng khp:
SN PHM = hng ha hay dch v

Sn phm khng ch n thun l tp hp nhng hp

phn. Sn phm ton din bao gm c hnh nh, mu
m, cht lng v tin cy ca sn phm song hnh
vi tnh nng s dng v li ch em li. Theo phm tr
The Four Ps
marketing, nhng ng c vin chnh tr v cc dch v
PRODUCT = the goods or the service that you are
cng phi li nhun cng l sn phm cn thuyt phc
marketing
sao cho cng chng ng h v phi c trnh by v
A 'product' is not just a collection of components. A 'total
ng gi sao cho hp dn. Sn phm c chu k sng
product' includes the image of the product, its
ca n, v cc cng ty phi lin tc pht trin sn phm
design, quality and reliability - as well as its features and mi thay th nhng sn phm c doanh s st gim
benefits. In marketing terms, political candidates and
v sp kt thc vng i.
non-profit-making public services are also 'products' that GI = sao cho ph hp vi kh nng mua sn phm ca
people must be persuaded to 'buy' and which have to be khch hng.
'presented and packaged' attractively. Products have a
Khi nh gi chng ta phi tnh n gi tr v cht lng
life-cycle, and companies are continually developing new sn phm, kh nng thanh ton ca khch hng, yu
products to replace products whose sales are declining
cu i vi lng bn, v gi cnh tranh. Gi thp qu
and coming to the end of their lives.
hay cao qu u c th lm gim doanh s. nh gi
PRICE = making it easy for the customer to buy the
thp c th tng doanh s nhng c th lm cho li
product
nhun khng cao nu nh so vi gi cao nhng c
Pricing takes account of the value of a product and its
ngi mua chp nhn. nh ph lun c nh d cho
quality, the ability of the customer to pay, the volume of
doanh s ra sao, nhng li bin t khng phi c nh
sales required, and the prices charged by the
nh th.
competition. Too low a price can reduce the number of
PHN PHI = a sn phm n tay khch hng. Cn
sales just as significantly as too high a price. A low price phi a ra nhng quyt nh v cc knh phn phi v
may increase sales but not as profitably as fixing a high, chun b phng tin giao hng. Sn phm bn l c
yet still popular, price.
th thong qua nhiu knh phn phi khc nhau:
As fixed costs stay fixed whatever the volume of sales,
1. Nh sn xut -> ngi s dng u cui (Sn phm
there is usually no such thing as a 'profit margin' on any
c bn trc tip cho ngi s dng u cui qua lc
single product.
lng bn hng ca cng ty, hng ng qung co hay
PLACE = getting the product to the customer Decisions
gi th trc tip (t hng bng th tn).
have to be made about the channels of distribution and
2. Nh sn xut -> Bn l -> ngi s dng u cui.
delivery arrangements. Retail products may go through
3. Nh sn xut -> Bn s/ i l -> Bn l -> ngi s
various channels of distribution:
dng u cui.
1. Producer - end-users (the product is sold directly to
4. Nh sn xut -> Bn s -> ngi s dng u cui.
the end-user by the company's sales force, direct
5. Nh sn xut -> Nhiu cm ca hng/ ca hng bch
response advertising or direct mail (mail order)
ha/ cng ty bn theo th t hng-> ngi s dng
2. Producer -> retailers -> end-users
u cui.
3. Producer -> wholesalers/agents ->retailers - end6. Nh sn xut -> Th trng -> Bn s -> Bn l ->
users
ngi s dng u cui.
4. Producer -> wholesalers -> directly to end-users
Mi giai on phi tng thm gi tr cho sn phm
5. Producer -> multiple store groups / department
bin minh cho gi kinh doanh: ngi trung gian thng
stores / mail order houses -> end-users
khng phi l ngi ch m trn cng vic mt mnh
6. Producer -> market -> wholesalers -> retailers -> end- m phi l ngi c ring lc lng bn hng v h
users
thng phn phi d dng em sn phm n ng
Each stage must add value to the product to justify the
o khch hng sao cho tit kim c nhiu chi ph.
costs: the person in the middle is not normally someone
Nguyn tc p dng cho phn phi ni chung l phn
who just takes their 'cut' but someone whose own sales
cp: nh sn xut c th cung cp mt s lng nh
force and delivery system can make the product
cho tng nh bn s, chng hn 10000 sn phm cho 1
available to the largest number of customers more easily nh bn s, n lt mnh nh bn s s phn ra bn cho
and cost-effectively. One principle behind this is 'breaking mi ngi bn l 100 sn phm, ri ngi bn l bn
down the bulk': the producer may sell in minimum
tng ci cho ngi s dng u cui. Mt nh sn
available through the right channels of distribution:
PLACE
presented in the right way: PROMOTION

quantities of, say, 10,000 to the wholesaler, who sells in

minimum quantities of 100 to the retailer, who sells in
minimum quantities of 1 to the end-user. A confectionery
manufacturer doesn't deliver individual bars of chocolate
to consumers: distribution is done through wholesalers
and then retailers who each 'add value' to the product by
providing a good service to their customers and stocking
a wide range of similar products.
PROMOTION = presenting the product to the customer
Promotion involves the packaging and presentation of
the product, its image, the product's brand name,
advertising and slogans, brochures, literature, price lists,
after-sales service and training, trade exhibitions or fairs,
public relations, publicity and personal selling. Every
product must possess a 'unique selling proposition'
(USP) - the features and benefits that make it unlike any
other product in its market.
Thinking marketing
Marketing affects every aspect of a company's
operations, as shown here:
Everyone who works for the company must 'think
marketing' *
To think marketing we must have a clear idea of: I
What the customers need What the customers want
What causes them to buy What the product is to the
customer: its functional, technical and economic aspects
as well as the aesthetic, emotional and psychological
aspects
'FEATURES' (what the product is) + 'BENEFITS' (which
means that...) *
We must be aware of our firm's strengths and
weaknesses as well as the opportunities and threats we
face in the market ('S.W.O.T.')

xut bnh mt khng giao nhng thi

chocolate ring l cho ngi tiu dng: Knh
phn phi c thit lp thong qua bn s ri
n bn l m tng khu s to ra gi tr gia
tng cho sn phm bng cch cung cp dch
v cho khch hng v tn tr nhiu loi sn
phm tng t.

10.2 Ways of promoting your product vocabulary

There are many ways of attracting customers to your product and keeping your brand name in the public eye. Fill the
gaps with suitable words from the list below.
1. Brochures, leaflets and catalogues can describe your
1. Sales literature
product in more detail and give more information than an 2. Point of sale advertising
advertisement. Potential customers can be sent direct
3. Packaging
mail.
4 Sponsorship
2. Displays in retail outlets (supermarkets, chain stores,
5 Showrooms
etc.) can attract the attention of potential customers.
6 Trade fairs and exhibitions
3. Labels and presentation increase the impact of your
7. Publicity
product.
8. Public relations
4 You can contribute to the cost of a sporting or artistic
9 Word of mouth
event, where your brand name or logo is displayed
10 Telephone sales
prominently.
11 Personal selling
5 Potential customers can come to your premises and
see a display or a demonstration of your products and

get hands-on experience.

6 Your company takes a stand or mounts an exhibit to
enable customers to see your products and talk to your
representatives.
7 The public are informed of a new development through
newspaper articles. You can inform the press by issuing
press releases.
8 PR can ensure that your firm keeps a high profile, and
that people are aware of your good reputation and
image.
9 Existing customers tell their friends or colleagues about
your product and hopefully recommend it to them.
10 Your staff can call customers, or customers can call a
toll-free number to request sales literature or ask for
information.
11 Your rep can visit customers: this is the most effective
method of promotion, but also the most expensive
Packaging Personal selling Point of sale advertising Public relations Publicity Sales literature / Showrooms
Sponsorship Telephone sales Trade fairs and exhibitions Word of mouth
10.3 The story of the Swatch Listening Q
0\ Listen to the broadcast about the success of the Swatch. Decide whether these
statements are true (/) or false (A).
1 Swiss luxury watch manufacturers were doing badly in the 1980s.
2 Electronic digital watches were invented in Switzerland.
3 The first digital watches were manufactured in the Far East.
4 According to market research consumers preferred analogue watches.
5 ETA developed the technology to make quartz analogue watches.
6 ETA's new product would be easy to repair.
7 Swatches would be fashion items, not timepieces.
8 In 1985 ETA spent $30 million on advertising in the USA.
9 ETA promoted Swatches by sponsoring sports.
10 There were many kinds of Swatches: some even tasted of strawberries.
11 It wasn't possible for customers to buy a Swatch at a discount.
12 ETA didn't produce as many Swatches as customers wanted.
True: 2 4 5 7 9 11 False: 1 3 6 8 10
Transcript
For three centuries the Swiss were the watch Trong 3 th k, ngi Thy S l nhng chuyn gia sn
making experts of the world. In evidence, in 1950
xut ng h ca th gii. Bng chng l vo nm 1950 c
four out of five watches were made in Switzerland.
n 4 trong 5 ng h trn th gii c lm Thy S. Th
But by 1980 this market share had dropped to one in nhng vo nm 1980 th khc ny tt gim xung ch cn 1
five and by 1985 the figure was less than 5%. The
trn 5 v vo nm 1985 con s ny cn thp hn 5%. Cng
Swiss watch industry was in big trouble, and they
nghip ng h Thy S ang c vn v chnh ngi Thy
knew it. Only the luxury watch manufacturers were
S cng bit r iu . Nh vy ch c nhng nh sn xut
still making money.
loi ng h c gi mi cn n nn lm ra.
Woman: Two things had led to this: technology and
C 2 nguyn nhn dn n s th: cng ngh v gi. Mc
price. Although it was the Swiss who had invented
d chnh ngi Thy S pht minh ra ng h quartz,
electronic quartz watches, they were first
nhng loi ng h ny li do Hamilton v Timex sn xut v
manufactured and sold in the USA by Hamilton and
bn ti M - di danh ngha l ng h k thut s. Th
Timex - these were digital watches. But by the 1970s nhng vo thp nin 1970 nh k thut sn xut i tr siu
thanks to super-efficient mass-production techniques vit hu ht ng h in t c Citizen hay Seiko sn

most of these watches were made in Japan by Citizen

or Seiko, or thanks to low labour costs in Hong
Kong. And not in Switzerland.
2nd man: That's right, but Swiss market research
showed that consumers still liked analogue watches.
Now, the problem was that good ones were much
more expensive than digital ones - and cheap ones
were less accurate and needed winding up every day.
1st man: And there had to be a solution. The
technology required to make quartz watches with
hands that moved around a face was developed in
Switzerland by an old watchmaking company, ETA.
But to make such watches at a competitive price
would require huge investment - investment in a
computerized production line and this was at a time
when the market was all but saturated with cheap
digital watches.
2nd man: So ETA took the risk of developing an
unrepairable watch which was welded into a plastic
case that would only cost 15 Swiss Francs to
manufacture - but which would retail for
considerably more. Now their innovative idea was
that the new watch would be a fashion item, not an
upmarket timepiece like Rolex or Omega that rich
people bought to last them a lifetime. The design of
the face of the watch and the strap were what would
make fashionable, trendy and sporty young people
want to buy what they called a Swatch (or preferably
more than one) to wear.
The new Swatches wouldn't compete with cheap
digital watches on price. No, they would be more
expensive but much more attractive. This was going
to be a completely new product.
Woman: It was such a novel product that ETA knew
they needed to spend huge amounts on promotion
and advertising. In 1985 they spent 30 million Swiss
Francs in the USA alone on advertising - to create a
fresh, young, sporty image for the product. They
spent millions on sponsoring sportspeople and sports
events. Even Princess Diana wore Swatches. They
constantly produced new designs, including
Swatches smelling of mint, strawberry and banana.
2nd man: So, ETA made sure that the watches were
not discounted by any distributor, and to maintain a
demand for Swatches, they restricted their production
so that each design was a 'Special Edition' which
might hopefully become a collectable, not just a
mass-produced object. The quality was excellent: the
watches weren't repairable, but they didn't need to be
because they didn't go wrong. Each new design was
both original and fashionable.

xut ti Nht, hay trng nh n chi ph lao ng thp ti

Hng Ko6ng. V chng y cng li khng phi Thy S.
Rt ng, nhng nghin cu th trng ca Thy S cho
thy ngi tiu dung vn cn chung ng h analog. Hin
nay, vn ca loi ng h ny l loi tt th gi t hn
ng h k thut s - cn loi r th li khng chnh xc v
hng ngy phi mt cng ln dy ct.
V nh vy phi c gii php. Cng ngh ny i hi phi
sn xut ng h quartz c kim ch gi quay trn mt ng h
do ETA, cng ty ng h c ca Thy S, sn xut. Th
nhng c mc gi cnh tranh i hi phi c u t ln
u t vo dy chuyn sn xut vi tnh ha v y l c mt
vn trong khi th trng gn nh bo ha cc loi ng
h k thut s gi r.
V vy ETA chp nhn ri ra cho ra loi ng h xi
xong l b, c khi trong v plastic gi ch thnh c 15 Franc
Thy S nhng c ci l d bn l. Hin nay c tng
canh tn loi ng h ny thnh ng h thi trang, ch
khng cn trng cy vo ng h gi mc nh Rolex hay
Omega m ch c nh giu mi mua ni s dng sut i.
Thit k mt ng h v dy eo tht thi trang, thi thng
v th thao dnh cho cc i tng mua ng h b (hay
ng theo th hiu thch c t 2 ci tr ln) eo.
ng h Swtch c th khng cn cnh tranh bng gi vi
ng h k thut s gi r. ng thi, chng thng c hn
nhng hp dn hn. Nh vy c th xem y l mt sn
phm hon ton mi.
l sn phm mi m ETA bit h cn c thm nhng
khong tin khng l qung co v chiu th. Vo nm
1985 h chi 30 triu Franc Thy S cho qung co ch trong
nc M m thi mc tiu nhm to ra hnh nh th thao,
ti mt, tr trung cho sn phm. H chi hng triu ti tr
cho cc nhn vt v cc s kin th thao. Thm ch vng
hu Diana cng mang Swatch. H khng ngng cho ra nhng
mu m mi, k c Swatch c hng bc h, nho v chui.
Nh th ETA m bo khng dnh chit khu cho cc nh
phn phi, v duy tr cu lng i vi Swatch, h hn
ch sn lng mi thit k cho ring tng t vi hy
vng tr thnh c cho gii su tm, ch khng phi l
loi hng i tr trn ngp trn th trng. Cht lng th
khi ch vo u: ng h khng ai sa c, nhng cng
khng cn phi sa v n khng h chy sai gi. Mi mu m
mi u c c sc v phong cch ring.
V l cch m Swatch ginh c ch ng trong lch
s marketing. V cng l cch m cng nghip ng h Thy
S c cu sng nh vo mnh dn u t, canh tn v
lm vic c hiu qu ca ngi Thy S.

1 st man: And that was how the Swatch earned its

place in marketing hisfory. And how the Swiss
watch-making industry was rescued by courageous
investment, Swiss efficiency and innovation.
10.4 Brand names Reading
Read this article and then fill each gap below with one word.
Are brand names being pushed off the shelf?
C phi thng hiu
According to the Wall Street Journal: "More and more
Theo t Wall Street: ngy cng c nhiu
shoppers are bypassing household names for the
ngi mua sm l nhng thng hiu ca h
cheaper, no-name products one shelf over. This shows
gia nh chuyn sang nhng sn phm
that even the biggest and strongest brands in the world
khng tn
are vulnerable."
It has been clear for some time - principally since
recession began to be felt in the major economies of the
world - that the strength of brands has been under fire.
During the second half of the eighties, the Japanese, for
example, showed themselves willing to pay a huge premium to buy goods with a smart label and image to
match: they were fashion victims par excellence, be it in
choosing their luggage (Louis Vuitton was much
favoured) or in buying their booze, where a 20-year-old
version of a good malt whisky could fetch the equivalent
of 60 or more. Over the past year or two, that enthusiasm to spend big money on a classy label has
waned markedly.
But we may be witnessing the death of the brand.
First, every story that now appears about the troubles
being experienced by makers of luxury goods triggers
wise nods and told-you-so frowns.
Two days ago, LVMH in France, which owns Moet et
Chandon champagne, Louis Vuitton and the Christian
Lacroix fashion house, reported lower earnings for the
first half of 1993 than it did a year ago. As David Jarvis,
in charge of the European operations of drinks company
Hiram Walker, puts it: "A few years ago, it might have
been considered smart to wear a shirt with a designer's
logo embroidered on the pocket; frankly, it now seems a
bit naff."
This conclusion fits with one's instincts. In the straitened
nineties, with nearly 3 million out of work and 425,000
people officially classed as homeless in England alone,
conspicuous consumption now seems vulgar rather than
chic.
But just because flashy, up-market brands have lost
some of their appeal, it does
.-..1WJI.W.I P^JB"^
not follow that all brands have done so. Cadbury's Dairy
Milk is just as much a brand as Cartier watches. Tastes
may have shifted downmarket, but that does not mean

that they have shifted from flash-brand to no brand.

The second strand of the brand argument is tied
intimately with the effects of recession. No one yet knows
to what extent the apparent lack of some brands' appeal
is merely a temporary phenomenon. It may well be that,
deep down, we would still love to own a Louis Vuitton
suitcase rather than one from Woolworth's but while we
are out of work or fearing that our job is at risk, we are
not prepared to express that preference by actually
spending the cash.
Third, the example of Marlboro is an extreme one. The
difference in price between premium brand cigarettes
and budget rivals in the US had become huge during the
1980s: a packet of Marlboro or Camel might cost 80
percent more than a budget variety. Few brands in any
area of consumer goods could hope to maintain so great
a premium indefinitely.
And fourth, in looking at the brands argument globally, it
is too easy to become misled by what is happening in an
individual market. In the UK as a whole, about one third
of groceries are under supermarkets' own labels. In the
USA the proportion is only 20 per cent. But it does seem
that the gradual shift from manufacturer-branded to
retailer-branded goods is worldwide.
As David Jarvis of Hiram Walker says: "We believe that
brands will retain their halo, but people are less inclined
to pay for something just because it's a fashion accessory. They need to be reassured that the product is
intrinsically better."
Reports of the death of the brand have been exaggerated. Reports of the death of the de luxe brand may
be premature, but sound much j more plausible.
(from The Guardian)
1 Consumers often prefer to buy cheaper unbranded products
rather than more expensive branded goods. The reason for this
seems to be the worldwide recession in major economies.
2 In Japan consumers are less likely to buy goods with a
fashionable.....................
3 In the present economic climate it seems ....................to spend
money on expensive designer products.
4 . Up-market brands are less popular, but.................... brands
are still important.
5 Maybe, when the recession is over, designer brands will regain
their.....................
6 In the 80s, famous-brand cigarettes cost....................per cent
more than cheap brands. This difference is no longer
so.....................
7 In the USA proportionally....................own-label brands are
sold than in Britain.
8 The consumer won't buy branded goods unless they
are.....................

1 cheaper /expensive /recession

2 label
3 vulgar/ distasteful/wrong
4 Up-market/Luxury/Expensive/ Designer //
cheap/cheaper/down-market
5 popularity/ market share
6. 80 // great/marked/large
7 fewer
8 better

Highlight any useful vocabulary you'd like to remember in the passage.

10.5 'Think marketing Vocabulary
Add the missing words to the puzzle.
1 Please take one of these .... describing our new
product.
2 There's a full description of the product on the ....
3 We are about to .... a new product.
4 You can see the trend that these figures show by
looking at this....
5 The average .... is unaware of marketing.
6 This .... shows that our sales are rising.
7 I think you'll like our new .... on the wall outside.
8 Retail outlets are being encouraged to use this window
....
9 Coca Cola and Pepsi are both famous ....
10 I think you'll agree that this new budget-price product
is a real....
11 Which of the ... should we place our advertisements
in?
12 Our product compares very well with nationally
advertised ...
13 According to a recent45.9% of consumers prefer not
to buy imported goods.
14 The motor is exactly the same, but the case is a
completely new....
15 Which .... do our products sell best in?
16 Demand for many products may ... according to the
season.
17 It's important that our ... don't find out about our new
process.
I saw the product.... in a magazine. You can buy this
product in any supermarket or........
20 Consumers must be fully aware of the............of a
product.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

LEAFLETS
LABEL
LAUNCH
CHART
CONSUMER
GRAPH
POSTER
DISPLAY
TRADEMARKS
BARGAIN
MEDIA
BRANDS
SURVEY
DESIGN
REGION
FLUCTUATE
COMPETITORS
ADVERTISED
CHAIN STORE
FEATURES AND BENEFITS

10.6 Prepositions - 6
Fill the gaps in these sentences with a suitable phrase from the list below. The first is done for you as an example.
1 Does anyone in the department subscribe to The
2 wasting ... on
3 take into consideration
Economist?
2 There's no point in.................... money ....... radio
4 submit... to
5 withdraw from
commercials.
3 One of the factors that we should........................is the
6 superior to
7 share ... with
size of the market.
4 You should............a copy of the report_head office.
8 specializes in
9 valid for
5 I think we should try to...................._our contract.
6 We believe that our product is...................._theirs.
10 take over from
7 Can I....................some of this work_you?

8 Their agency...................._public relations.

9 This guarantee seems to be...................._every country
except ours!
10 I'll...................._you if you need a break.
share... with specialize in submit... to subscribe to / superior to take into consideration take over from valid for
waste ... on withdraw from
10.7 Comparing and contrasting
Grammar review
UK car sales by colour
green
9%
gold brown black silver 10%

2%

5%

6%

A Fill the gaps in these sentences with information from the pie chart.
1 ...White is the most popular colour for cars in Britain.
2 Red
2 .........................is the second most popular colour for cars in 3 silver (ones) Blue Black/Yellow/etc.
Britain.
4 gotd Gotd
3 White cars are 20 per cent more popular than......................... 5 Yellow
.........................is 13 per cent less popular than white.
6 Brown Brown
7 black black
.........................isn't as popular as white.
4 Green cars are not quite as popular as.........................ones.
8 green yellow/gotd yellow/blue/etc.
.........................cars are a little more popular than green ones.
5 .........................cars are just as popular as gold ones.
6 .........................seems to be the least popular colour for cars
in Britain..........................is the most unpopular colour for cars
in Britain.
7 Twice as many yellow cars are sold as....................cars in
Britain.
Half as many.........................cars are sold as yellow cars.
8 10 per cent more red cars are sold than.................cars.
9 per cent fewer...................cars are sold than red ones.
Not as many.........................cars are sold as red ones.
B 1 Each of these sentences about the bar chart contains one grammatical mistake. Find the mistakes and correct
them.
1 Canada doesnt produce as many cars than FRANCE
2. More cars are manufactured in Japan than any
other country.
as
2 More cars are manufactured in Japan as any other
3 Far more I Many more cars are made in Germany
than in Russia.
country
3 Much many cars are made in Germany than in Russia. 4 Japan is the largest manufacturer of cars in the
world.
4 Japan is largest manufacturer of cars in the world.
5 3 million lesser cars are made in Spain than in
5 3 million fewer cars are made in Spain than in
Germany.
Germany
6 About half as many cars are produced in Italy than in
6 About half as many cars are produced in Italy as
in France.
France,.

World passenger car production in millions

2 Write four more sentences:

1 The USA....................... .......the UK
2 South Korea.........................the UK.
3 Mexico. ... Germany
4 Germany .., in the world.

1 The USA produces far more cars than the UK.

The USA produces more than four times as many cars as the
UK.
2 South Korea produces (exactly) the same number of cars
as the UK.
3 Mexico produces far fewer cars than Germany.
4 Germany is the third largest manufacturer of cars in the
world.

C Rewrite each of these sentences, using the words given.

1 Our product is the cheapest on the market.
No other product on the. market is as cheap as ours..
2 Our product is the least expensive on the market.
All the other...........................................
3 There are fewer competing brands on the market
nowadays than ten years ago. There aren't as many..
4 One third of consumers prefer their product to ours.
Three times as.....................................
5 All other features of the product are more important
than its colour.
The least.....................................................
6 Both the price and the design are equally important to
our customers.
The price is just as.........................
7 Our product costs slightly less than theirs does.
Their product costs a little................................
8 Their product is nothing like as attractive as ours, we
feel.
Our product is far..............................................
9 It's a bit more difficult to service the new model than the
old one.
It isn't quite........................................
10 Their product is not as reliable as ours.
Our product is..............................................
11 Our product is more widely available than most of the
competing brands. Most of
the........................................................
12 Price is not as important as quality, as far as our
customers are concerned.
Quality.......................................................

2 All the other products are more expensive than

ours.
3 There aren't as many competing brands on the
market as there were ten years ago.
4 Three times as many consumers prefer our
product to theirs.
5 The least important feature of the product is its
colour.
6 The price is just as important as the design to our
customers.
7 Their product costs a little more than ours does.
8 Our product is far more attractive than theirs.
9 It isn't quite as easy to service the new model as
the old one.
10 Our product is more reliable than theirs.
11 Most of the competing brands are less widely
available than our product.
12 Quality is more important than price, as far as
our customers are concerned.

UNIT 11: Meetings

Background information
11.1 Different kinds of meetings Background information
11.2 Choose the best summary Listening 0\
11.3 About this meeting ... Listening & note-taking 0i
11.4 ... and oy... Prepositional phrases - 1
11.5 Decision-making Vocabulary
11.6 Suffixes-2 Word-building

11.7 Games people play at meetings Reading

11.8 4, an, the and 0 Grammar review
11.1 Different kinds of meetings
Business people spend quite a lot of rime in meetings, and meetings come in all shapes and sizes, ranging from
formal committee meetings to informal one-to-one meetings.
There are several reasons why meetings are held:
reaching decisions in a meeting means that all the participants can feel more committed to the decision
more information is available
different and unexpected ideas can be contributed
meetings can lead to more imaginative and informed decisions - often more courageous decisions than one person
might feel brave enough to make
Some of the drawbacks of meetings are:
more time is required than if one person made the decisions
there's more talk (and this is sometimes irrelevant and repetitive)
there's more group pressure
The larger the meeting, the longer it may take to reach a decision. There seem to be ideal sizes for meetings,
depending on the purpose. A meeting where information is being given to people can be quite large, because there is
not likely to be much discussion, and questions may be asked by a few individuals on everyone else's behalf.
The way a committee operates often depends on the chairperson: he or she may control the proceedings very
strictly, or let everyone speak whenever they want. An effective chairperson should be flexible. In some committee
meetings the members have to take a vote before a decision can be made: formal proposals or 'motions' may have to
be tabled, seconded and discussed before a vote can be taken. Other meetings may require a consensus of the
members: everyone agrees with the decision - or at least no one disagrees.
Most meetings have an agenda. For a formal meeting, this document is usually circulated in advance to all
participants. For an informal meeting, the agenda may be simply a list of the points that have to be dealt with. The
purpose of an agenda is to speed up the meeting and keep everyone to the point. The agenda for a formal meeting
must be organized in logical order. Often the agenda shows not only the topics but the meeting's function regarding
each topic ('to receive a report on ...', 'to confirm 'to approve etc.). All items on which a decision is to be taken
should appear on the agenda, which would usually have this format:
1 Minutes of previous meeting
2 Matters arising
3 Items
Any other business (AOB)
Taking minutes, and writing them up later, are special skills, involving decisions like 'Do we need to know which
person made every point?' and 7s this point worth mentioning?' Minutes usually report details of the time, date and
duration of the meeting and the names of those present, but the content of the report itself may be detailed or brief,
depending on the anticipated readership.
Even one-to-one or small informal meetings are structured (usually with an agenda) and planned. They are different
from chance conversations in a corridor or over coffee. Small informal meetings may also take place or continue
during a meal.
11.2 Choose the best summary Listening
You'll hear some extracts from a staff meeting at Rainbow Products plc. Choose the best summary of each extract
below. The first is done for you as an example.
MINUTES
1 a) The consensus of the meeting was that 4,500 was a realistic target. One member disagreed. '
b) It was agreed that 4,500 was a realistic target. Mr Green stated that he was not convinced. 1
c) Mr Green said the target of 4,500 was not.acceptable. Ms White disagreed. /
2 a) Miss Grey disagreed with Mr Brown that the new product range should be marketed in the
same colours as before.

b) Mr Brown disagreed with Miss Grey that the new product range should include two new colours. , ' .
c) It was agreed that the new product range would be marketed in the same colours as before.
3 a) Mrs Scarlet agreed to investigate the cost of employing an outside agency to prepare publicity literature.
b) Mr Black insisted that an outside agency should be employed to prepare publicity literature. |
c) It was agreed that publicity literature prepared in-house was not of a high standard.
4 a) Ms Pink offered to draw up guidelines on the training of staff.
b) It was agreed that staff in some sections needed training in the use, of the computer.
c) It was pointed out that Mr Gold's staff were afraid of using the computer.
5 a) Mrs Bright agreed to prepare a handout on her staff's responsibi1ites and send Mr Dark a copy.
b) Mr Dark complained about the attitude of office services staff and demanded a full official description of their
responsibilities.
c) The matter of the attitude of office services staff was raised. Mrs Bright agreed to have a word with two members
of her staff.
The best summaries are: 1c 2b 3a 4b 5c
Transcript
1 Mr Green: Er...if I could come in here ...
- Ti vo c khng?
Chairman: Yes, Mr Green?
- Vng, tha ng Green.
Mr Green: I'd just like to say that the targets that
- Ti xin bo co rng cc ch tiu m
Jim suggests would be unacceptable to my people.
Jim ngh nhn vin b phn ca
I mean, I can't see that a level of 4,500 is realistic.
chng ti khng chp nhn.
I'm sure Ms White would agree.
Ms White: Well, no actually it seems to me that 4.5
thousand for the year is quite easily achievable. We
had a 22% increase in turnover last quarter, after
all. I think the others would agree with that.
Others: Mmm! Oh yes.
2 Miss Grey: I'd say that the important thing for us
to agree on first is the colours we'll be offering in
the new product range. There's a contradiction
between the reports we've been getting from our
marketing interviews and from what Mr Brown
suggests. The people we talked to found both the
orange and yellow prototypes very appealing. I'd
like to know why Mr Brown thinks that we should
stick to last year's colours.
Chairman: Mr Brown?
Mr Brown: I resent the tone of Miss Grey's
question there. She seems to think that interviews
with potential customers should govern our entire
policy when it comes to colour. It's well known that
tastes change very rapidly when it comes to this
aspect of a product. My suggestion is based on 23
years in this business and I think I know what I'm
talking about. Besides, manufacturing the product
in two new colours would increase our production
costs by approximately 4'/i%.
Miss Grey: I see, I didn't realize that.
Chairman: All right, well let's leave it there, shall

we?
3 Mr Black: If we're going to spend that much on
promotional literature, we need to make sure we're
getting a good quality product.
Mrs Scarlet: How do you mean, Mr Black? Mr
Black: Well, Mrs Scarlet, the leaflets we've had
done so far have been designed by our own
publicity department. And quite frankly, they don't
look professional enough.
Mrs Scarlet: I think they've been doing quite a
good job. And do you have any idea how much
contracting this out would cost?
Mr Black: Well, no I don't, but maybe we should
find out.
Chairman: Mrs Scarlet, would you be prepared to
do that?
Mrs Scarlet: But.. .Yes. All right.
Chairman: Fine, next...
4 Ms Pink: I think staff training should take
preference in this case.
Chairman: Yes, well, thank you, Ms Pink. Mr Gotd
you don't agree?
Mr Gotd: No, not at all. In my experience, staff
training is just an excuse for time-wasting. If
anyone needs to find out anything they can do that
on the job, when they need to.
Ms Pink: All right, with new documentation
procedures, that may be true but half the staff in
your section have no idea how the computer works.
Mr Gotd: They know as much as they need to
know.
Ms Pink: But if they knew more, they could make
it work for them instead of regarding it as a piece
of technical equipment.
Mr Gotd.- We could give it a try, I suppose.
Chairman: Well, perhaps you could draw up some
guidelines, Ms Pink?
Chairman: Yes, Mr Dark?
Mr Dark: I'd like to raise a point about office
services. Chairman: Yes.
Mr Dark: As you all know, we have a big turnover
of staff in our section. And a number of our new
staff have come to me very upset recently. I had
one girl in tears yesterday. The problem is that if
they want someone in office services to do
anything for them, they have to know exactly who
to ask. I mean, it's easy for the old hands - they've
learnt who's in charge of what. But if you approach
the wrong person there, you just get a sarcastic or a
superior answer and no help at all. I think that Mrs
Bright should talk to her people and tell them to be

more considerate. And it would be a big help if she

should draw up a clear handout explaining who is
responsible for what. It's just not fair, otherwise.
Ms Bright: Goodness, I think you're over-reacting,
Mr Dark. It was probably Shirley or Ted again. But
if you think it'll help I'll have a word with them.
Once you get to know them they're very nice, they
just seem fierce. And we already have a handout
like the one you describe. If you haven't got a copy,
I'll send you one.
Mr Dark: Thank you, Ms Bright.
11.3 About this meeting ...
Listening & note-taking QS>
You'll hear two recorded messages about this meeting:
Meeting on Friday 13 April 10.30 to 4.30, including lunch
Venue: Conference Room at Rainbow Products, Head Office
)0\ Listen to the recording and make notes on the main points that are made. The first one is begun for you as an
example:
To Mr Hanson
Ingrid Muster called from Berlin.
Problem with flights.
To
To Mr Hanson
Ingrid Muster called from Berlin.
Problem with flights: won't arrive till Friday 2.30.
Apologies but unavoidable. But meeting can continue in evening.
Please inform your people.
She's bringing Peter - he's done all the research, so best person to put everyone in picture.
Please book 2 rooms at the Royal Hotel for night of 13th and cancel booking for night of 12th.
To Linda Taylor
Tim Hanson called re meeting on Friday 13th.
Time changed because Ingrid can't get flight from Berlin."
New time: 2.30 instead of 10.30. But lunch is still on and you're welcome to join them. Please call Mrs
Burrows on 345 0982 to confirm whether joining them for lunch or not. Meeting will go on at least till 6,
probably longer, so you may need to book hotel room. You can do this or call Mrs Burrows to
do this for you. (Ingrid and Peter staying at Royal, near station. If full, Imperial nearby is good.)
Any problems, call Mrs Burrows. Or call Mr Hanson at home this evening on 778 8021.
Transcript
Ingrid Muster: This is Ingrid Muster (INGRID MUSTER) calling from Berlin. Can you tell Mr Hanson
that I've had a problem with flights. The one I was going to book on is full -there's a big football match on
apparently. So, the earliest I can make it on Friday is 2.30. I'm sorry about this, but there's nothing I can
do. It does mean we can continue the meeting as long as we like into the evening, though. Can you let
your people know, please? I know that Linda has to travel down from Glasgow that day - at least she
won't have to set off quite so early. The other thing is, I'd like to bring Peter with me, if that's all right,
yes? He's done all the research on this project, so he's really the best person to put everyone into the

picture. Can you book us both into the Royal Hotel for the night of the 13th and cancel my booking for
the night of the 12th?
Tim Hanson: Hello, this is Tim Hanson. I'd like you to give a message to Linda Taylor about the meeting
on Friday the 13th. The thing is we've had to change it because Ingrid can't get a flight from Berlin. So the
new time is 2.30 instead of 10.30. But the lunch is still on and Linda is welcome to join us for that - if she
wants to. Could she call Mrs Burrows (BURROWS) on 345 0982 to confirm whether she will be joining
us for lunch or not. Ah, and the meeting will go on at least till 6, probably longer, so maybe Linda will
need to book a hotel room. She can do this herself, or again, she could call Mrs Burrows to do this for her.
Ingrid and Peter are staying at the Royal, near the station. If that's full, the er...the Imperial nearby is
good. If there are any problems, call Mrs Burrows. Or you can get me at home this evening on 778 8021.
OK?
11.4 At... and by ... Prepositional phrases - 1
Fill the gaps in these sentences with prepositional phrases from the list below. The first is done for you as an
example.
2 at last
9
by letter
3 by accident
10
at our expense
4 at a loss
11
at a good price
5 at least
12
at a profit
6 at cost price
13
by air
7 at a bargain price
14
at your disposal
8 by fax/by e-mail
15
by return of post/mail
1 We shouldn't change the venue of the meeting at such
short notice.
2 The letter we were waiting for has arrived..............
3 It wasn't done intentionally, it
happened..............................
4 Unfortunately, we were obliged to resell the
goods..............................
5 There are..............................ten good reasons why we
shouldn't do that.
6 As a special favour, we can supply the
goods..............................plus 10%.
7 Because we are clearing our stocks we can let you have
the old model ..............................of 14.99.
8 Please reply at once..............................
9 There's no hurry, you can let us
know..............................later in the month.
10 Please return the goods and they will be
repaired..............................
11 We can certainly supply you with these
goods..............................
12 Fortunately, we were able to resell our old
equipment..............................!
13 The components are being sent to
Sydney..............................and they'll be
collected from the airport by our agent.
14 My office is..............................while you're here.
15 Please send the documents to us..............................

at a bargain price at a good price at a loss at a profit at cost price at last at least at our expense at short notice /
at your disposal by accident by air by e-mail by fax by letter by return of post/mail
11.5 Decision-making vocabulary
Add the missing words to the puzzle.
1 Every meeting needs an .... 17
1. AGENDA
2 The secretary keeps the .... 1___
2. MINUTES
3 A.... voted in favour of introducing flexible 2 ^_____
3. MAJORITY
working hours. 3 | [ ] | ]___
4. MOTION
4 A was passed at the meeting to approve the
4 plans. 5
5. ATTEND
5 How many people are going to .... the meeting?
g
6. CHAIRPERSON
6 A meeting needs a ... to lead the discussion. 7
7. PRELIMINARY
7 Before the main meeting we had a short.... 8 meeting.
8. ADJOURN
8 At 11.30 we decided to .... for lunch. 9
9. BEHALF
10
10. OUTCOME
9 Mrs White will address the meeting on my .... 1
11. PROPOSAL

10 Let me know what the .... of the meeting is. ^ "

12. MINORITY
11 I have a .... to make. ^
13. UNANIMOUS
12 A .... voted against introducing flexible working ^ hours. u
14. SUGGESTED
13 No one voted against - the decision was .... jg 11111
15. MISCELLANEOUS
14 Mr Grey has .. that we take a break for coffee. '''1'
16. CONCLUDES
15 There are a few more .... items to discuss.
17. ANY OTHER BUSINESS
16 Thank you very much, everyone. I think that ... our meeting.
17 But before we close the meeting: is there............?
11.6 Suffixes-2 Word-building
A Forming personal nouns
An advertiser is someone who advertises.
A supervisor is someone who supervises people or a process.
Unfortunately, there are no easy-to-learn rules for the use of -or or -er. Here are some examples:
-er employer adviser manager announcer treasurer -or visitor administrator arbitrator competitor creditor
1 Now write the name of the person involved with these activities. Use a dictionary to look up any unfamiliar words.
debt ......................... invent ......................... purchase ..............
distribute ......................... investigate ......................... retail
..............
examine ......................... manufacture ......................... ship ..............
inspect ......................... negotiate ......................... supply ..............
insurer ......................... operate
......................... wholesale ..............
A1
debtor distribufor examiner inspecfor insurer invenfor investigafor manufacturer negotiafor
operafor purchaser retailer shipper supplier wholesaler
2 The counterpart of an employer (= someone who employs) is an employee (= someone who is employed). Write
down the counterparts of these people:
payer .........................
licensor .........................
consignor
.........................
A2 payee licensee consignee
3 Note that two other suffixes are also used with similar meanings:
-ant applicant consultant accountant immigrant attendant informant claimant
participant -ist machinist typist economist
B Forming verbs

1 If we summarize something we make a summary of it. If we pressurize someone, we apply pressure to them.
(In British English, these can also be spelt summarise and pressurise.)
Write down verbs that have the following meanings:
to put something in a category to.....................
to introduce computers .........................
to make a state industry private .........................
to make a private industry national .........................
to make something legal .........................
to make a general statement .........................
to give a subsidy .........................
to have special knowledge .........................
to make something more rational .........................
to make something more modern .........................
B 1 to categorize to computerize to privatize
to nationalize to legalize to generalize to subsidize
to specialize to rationalize to modernize
2 If you soften something, you make it soft or softer. If you weaken something, you make it weaker.
Write down the verbs from these adjectives:
tight loose hard bright flat sharp sweet
Note that we can also use the suffix -ify with a similar meaning: classify qualify electrify purify simplify
2 tighten loosen sweeten
harden brighten flatten sharpen
11.7 Games people play at meetings Reading
Read this article and then answer the questions below.
Games people play at meetings
DO YOU ever feel as though you spend all your time in meetings?
Henry Mintzberg in his book The Nature of Managerial Work, found that in large organisations managers spent 22
per cent of their time at their desk, 6 per cent on the telephone, 3 per cent on other activities, but a whopping 69 per
cent in meetings.
There is a widely-held but mistaken belief that meetings are for "solving problems" and "making decisions". For a
start, the number of people attending a meeting tends to be inversely proportional to their collective ability to reach
conclusions and make decisions. And these are the least important elements.
Instead hours ate devoted to side issues, playing elaborate games with one another. It seems, therefore, that
meetings serve some purpose other than just making decisions.
All meetings have one thing in common: role-playing. The most formal role is that of chairman.
He (and it is usually a he) sets the agenda, and a good chairman will keep the meeting running on time and to the
point. Sadly, the other, informal, role-players are often able to gain the upper hand. Chief is the "constant talker", who
just loves to hear his or her own voice.
Then there are the "can't do" types who want to maintain the status quo. Since they have often been in the
organisation for a long time, they frequently quote historical experience as a ploy to block change: "It won't work, we
tried that in 1984 and it was a disaster." A more subtle version of the "can't do" type, the "yes, but. . . ", has emerged
recently. They have learnt about the need to sound positive, but they still can't bear to have things Change.
Another whole sub-set of characters are people who love meetings and want them to continue until 5.30pm or
beyond. Irrelevant issues are their speciality. They need to call or attend meetings, either to avoid work or to justify
their lack of performance, or simply because they do not have enough to do.
Then there are the "counter-dependents", those who usually disagree with everything that is said, particularly if it
comes from the chairman or through consensus from the group. These people need to fight authority in whatever
form.

Meetings can also provide attenders with a sense of identification of their status and power. In this case, managers
arrange meetings as a means of communicating to others the boundaries of their exclusive club who is "in", and who
is not.
A popular game is pinching someone else's suggestions. This is where someone, usually junior or female, makes an
interesting suggestion early in the meeting which is not picked up. Much later, the game is played, usually by some
more senior figure who propounds the idea as his own. The suggestion is of course identified with the player rather
than the initiator.
Because so many meetings end in confusion and without a decision, another more communal game is played at the
end of meetings, called reaching a false consensus. Since it is important for the chairman to appear successful in
problem-solving and making a decision, the group reaches a false consensus. Everyone is happy, having spent their
time productively. The reality is that the decision is so ambiguous that it is never acted upon, or, if it is, there is
continuing conflict, for which another meeting is necessary.
In the end, meetings provide the opportunity for social intercourse, to engage in battle in front of our bosses, to avoid
unpleasant or unsatisfying work, to highlight our social status and identity. They are, in fact, a necessary though not
necessarily productive psychological sideshow. Perhaps it is our civilised way of moderating, if not preventing,
change.
(from The Independent on Sunday)
Decide whether these statements are true (/) or false (X), according to the article.
1 According to Henry Mintzberg, managers spend most of their working time having meetings. D
2 According to him, the purpose of meetings is to solve problems and make decisions.
3 At a meeting every person is playing a role.
4 The writer mentions eight roles that people play at meetings.
5 A 'can't do' type is in favour of tradition and against new ideas. D
6 People who aren't invited to meetings are regarded as less important by those who do attend. D
7 It's normally junior people who steal other people's ideas at meetings.
8 Men at meetings no longer treat women as inferiors.
9 Even when no definite decisions are made at a meeting, the people often leave thinking the meeting has been
useful. D
10 The writer believes that meetings are a waste of time and prevent changes being made.
11.7 Games people play at meetings
Reading
True: 1 3 5 6 9
False: 2 4 (six roles are mentioned) 7 8 10
Highlight any useful vocabulary you'd like to remember in the passage.
11.8 A, an, Mfc1 and 0 Grammar review
A Study this information before you do the exercises that follow.
1 Most nouns are 'countable':
She's in a meeting. I have two meetings tomorrow.
The previous meeting lasted an hour. The next meeting will last several hours.
And some nouns are 'uncountable':
I'd like"some information. This information is interesting.
- but not: I'd like an information. I'd like some informations.
I have some good news. Here's a piece of good news. The newo arc good. A piece of new equipment. This
equipment is new. Theoe equipment!! ore new.
Some nouns can be 'countable' or 'uncountable' depending on their meaning: I'd like a glass of milk. Windows are
made of glass.
I'm going to buy a paper (a newspaper) to read. I need some paper to write on.
2 THE is used in these cases: Referring to things that are unique:
I'm worried about the future. The most popular brand of washing powder. The Queen of England. The weather is
improving, isn't it?

When it's obvious which one you mean:

We're returning it to the suppliers. May I use the phone?
The meeting starts at 8 am sharp. Have you got a copy of the agenda?
When we mean a particular person or thing:
The person who chaired the meeting. The problem that we have to solve is this... The manager of our Accounts
Department is Ms Andrews.
And for:
Oceans, seas & rivers: the Atlantic the Mediterranean the Mississippi Plural mountain groups, island groups and
countries: the Andes
the Canary Islands the Netherlands Hotels, cinemas, theatres, museums: the Ritz the Gaumont the Playhouse
the National Gallery
3 A or AN is used in these cases:
Referring to a single thing or person:
There's a meeting room on every floor of the building.
It's an important topic. It was quite an interesting meeting.
A colleague of mine. She's a co-worker of Peter's. She's such a shy person.
Professions or jobs:
He's a personnel officer. She's an engineer. Generalizations:
A meeting has to have an agenda. A manager has to be a good leader.
- or: Meetings have to have an agenda. Managers have to be good leaders.
4 6 - no article is used in these cases: Generalizations about plural ideas, people or things:
Meetings are important. Shopkeepers are usually self-employed. Students don't usually have much money.
Referring to ideas that are uncountable:
Knowledge is power. Watching television is relaxing. Training is essential. Attending meetings is exciting.
And for:
Planets, continents, countries & states: Jupiter Europe Britain California - BUT: the Earth the Sun the Moon
the USA the United Kingdom Languages: English Dutch Thai Mountains and lakes: Mount Fuji Lake Superior
Streets, roads & squares: Oxford Street Madison Avenue Trafalgar Square Parks, stations & public buildings:
Hyde Park Grand Central Station Heathrow Airport
A
ZJA NOTE: All the above rules are just 'rules of thumb' - you may be able to think of some exceptions, and you'll
come across more exceptions.
B Find the mistakes in these sentences and correct them. Each sentence contains TWO mistakes!
1. The most people agree that the women can do the same work as men.
2. The trouble with
3. You have to catch
4. Shes a student
5. Im staying
6. The most of my colleagues
7. Could you give
8. Does the machine
9. I sometimes get
10. I dont enjoy talking
2 The trouble with the large meetings is that they go on for a longer time than small ones.
3 You have to catch the/a train from the Paddington Station to get to Wales.
4 She's a student and she's studying the economics at the Vienna Technical University.
5 I'm staying in the room number 609 at the Holiday Inn near the airport.
6 Th* most of my colleagues are more interested in the sport than in business.
7 Could you give me m some information about the venue of the meeting?

8 Does the machine need a new component or do we need to think about ordering a new equipment?
9 I sometimes get the/a feeling that I spend all my time in the meetings.
10 I don't enjoy talking on a the phone, I prefer to send an e-mail or write the letters. / a letter.
C Fill the gaps in these paragraphs with 3, an, one, the or 0(no article):
1 More and more, sho cheaper no-name products and strongest brands in
shoppers are by-passing household names for icts shelf over. This shows that even bif n world are vulnerable.
biggest
2
larger
meeting,
longer it may take to reach seem to be
ideal sizes for
meetings, depending on
meeting where
information is being given to
peopl because there is not likely to be much discussion, and
qui
reach
decision. There ig on
purpose, people can be quite large, questions may be asked by
few individuals on everyone else's behalf.
3 Even one-to-one or
small informal meetings are structured (usually with hey are different from chance conversations in
coffee. small informal meetings may also take
meal.
agenda) and planned. They are corridor or over coffee,
place or continue during meal.
4 All
All
meetings have
thing in
common:
role-playing, formal role is that of
chairman. He (and it is
usually
he) sets
i and good chairman will keep
meeting running on time and to
point. Sadly, other, informal role-players are often able to gain upper Chief is
"constant talker", who just loves to
hear his or her own voice.
most agenda,
upper hand.
C 1 More and more, shoppers are by-passing (the) household names for the cheaper no-name products
one shelf over. This shows that even the biggest and strongest brands in the world are vulnerable.
2 The larger the meeting, the longer it may take to reach a decision. There seem to be ideal sizes for
meetings, depending on the purpose. A meeting where information is being given to people can be quite
large, because there is not likely to be much discussion and questions may be asked by a few individuals
on ever /one else's behalf.
3 Even one-to-one or small informal meetings are structured (usually with an agenda) and planned. They
are different from chance conversations in the corridor or over coffee. Small informal meetings may also
take place or continue during a meal.
4 All meetings have one thing in common: role-playing. The most formal role is (hat of (the) chairman.
He (and it is usually a he) sets the agenda, and a good chairman will keep the/a meeting running on time
and to the point. Sadly, (the) other, informal role-players are often able to gain the upper hand. Chief is
the "constant talker", who just loves to hear his or her own voice.
UNIT 12: Processes and operations
12.1 How things work Background information
12.2 Doing things Vocabulary
12.3 Explaining Functions & listening .0 X
12.4 In... Prepositional phrases - 2
12.5 Anti-noise Listening
12.6 About time Reading
12.7 Modal verbs Grammar review
12.1 HOW things WOrk Background information

Operations: Explaining how things work

Describing how things function in a non-technical fashion is frequently required in business. You may have to explain
how to operate a machine like a computer or an automatic ticket machine, or how to use a gadget. Also you'll need to
understand explanations of how to get machines or gadgets to work.
It's important to be able to adjust your language in order to take into account the people you're talking to, whether
they are your customers, clients or colleagues. People who use modern machines aren't all experts who understand
the technical processes and terms. To be user-friendly you'll need to employ simple instructions in language which
isn't too technical. After all, you'll often be dealing with non-experts, and they may not know the difficult words, so
you'll have to explain them.
Describing commercial and manufacturing processes
You may have to describe commercial processes and tell others how things are done. Business operations are
becoming increasingly more complex, and some parts of business deals may involve explaining specific
arrangements or processes in a simplified way.
Perhaps you'll have to describe how a manufacturing process is organized, or you may have to explain the
details of services which are offered and how they're arranged. You'll need to explain when certain things happen and
in what order. In addition, in some business settings, when things don't go according to plan you may be required to
refer to and clarify problems that arise in the course of a production process or commercial operation.
'Technological' processes may be involved. These frequently take place on production lines, in factories or in
workshops, where raw materials are transformed into finished products. In many countries the use of machines has
long been associated with manufacturing goods. Increasingly, such processes are being partly and even fully
automated. Robots may be used to replace people in dangerous and unhealthy or boring and repetitive tasks. But
people are always required in manufacturing, in maintaining the robots, for example. So it's practically impossible to
deal with technical processes without considering the role that people involved in the business operations play. So,
given the rate of change in industry and commerce, it's quite likely that business people may be expected to refer to
fairly complex manufacturing processes and operations, even if they aren't involved in them on a day-to-day basis.
12.2 Doing things
Vocabulary
Add the missing words to the puzzle.
1 A well planned and organized operation will help to ... and make easier the
achievement of commercial objectives.
2 Be careful to .... the batteries the right way round or else the device will not
work.
3 Before you assemble a table you need to.... all the parts in the right place.
4 New Zealand's main .... are good agricultural land, forests and water
power.
5 To make the operation more simple and more effective we shall have to....
staff employed.
6 Despite a large number of problems and .... the prototype came out on
schedule.
7 In order to clean and service the machine you need to .... it and then put it
back together again.
8 In the course of refining oil, gas is a major......... which
arises and is not always needed.
9 We shall need to .... the specifications slightly for the Czech market.
10 When the machines stop running the engineers have the opportunity to
carry out the necessary....
11 Before you can manufacture the heavy-duty batteries, you'll have to ....
your capacity.
12 The union is worried about the plans to cut back .... in the new plant.
13 The majority of car manufacturers still produce their vehicles on an........

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

Facilitate
INSERT
POSITION
RESOURCES
STREAMLINE
SETBACKS
DISMANTLE
BY-PRODUCT
ALTER
MAINTENANCE
ENLARGE
MANPOWER
ASSEMBLY LINE

12.3 Explaining Functions & listening %kSJ.

Before you do this exercise look at the expressions in 12.2B in the Student's Book.
A Write down what you would say in these situations. The first is done for you as an example.
What would you say ...
1 when you explain to someone you know fairly well how A Suggested answers
to switch a computer on? .. 'OK, now first of.all, m switcn 2 'All you have to do is press this button. OK?'
it pn.by. pressing this key,'..
3 'That's clear, is it?'
4 'Make sure you remember to . . .'
2 when you are showing someone you know fairly well
which button to press on a machine?
5 'I wonder if I might trouble you for a moment?'
6 'Sorry to bother you, but
3 when you want to check that the other person
understands what you've just explained?
7 'How do you do that again?'
8 'I'm sorry, could you explain that part again?'
4 if you want to add a further point to your explanation?
5 when you want to ask a stranger to help you use a
photocopier which you don't know how to use?
6 when you want to ask a friend to show you how a
machine works?
7 if you need a further explanation?
8 when you think you've understood what a friend has
said but you want them to repeat it?
B 0j Listen to the recording. You'll hear four people explaining how to use something or how to carry out an
operation. Listen and decide what it is that is being explained.
1 ....................................................................................
2 ....................................................................................
3 ....................................................................................
4 /-
B
1 Using a personal computer
2 Making a paper aeroplane
3 Starting a record player
4 Typing a report
Transcript
1 First of all you have to put the plug in. And be careful not to forget to take the covers off. Now you first
switch this on here and also you switch this on. Now I take one of these and push it into this slot. Like
this. Is that clear? It only takes a few seconds to load. And then I can select what I'm going to be working
on. Right, then I click this little thing on here. You see that arrow? And then the whole thing starts up.
And now I'm ready for serious work. When I've finished whatever job I've been doing, 1 have to take care
to save it like this.
Then I take this out and put it away and then I can use another one of these and repeat the same general
procedure, leaving it on all the while.
2 You take a piece of paper. A4 size will do. First you fold it all the way down the middle. And then
unfold the corners at one end. Then you fold in the corners so that they meet the original crease. Now fold
in the new edges so that they meet the centre crease. And then fold once again to meet the centre crease.
Next, fold the point to meet the side edge. Now comes the tricky bit. Fold the edge twice, to give it some
weight. And then make a double fold. Then you need a pair of scissors. You need to cut out a small
section not far back from the nose and fold down the wings. Now to throw it you need to hook an average
size rubber band in the cut-out section and grasp the end. Stretch back and let go. I hope you have fun
with it -

3 First of all maki sure the machine is plugged in. And then switched on. Ws then open it up here and, by
the way, don't forget to move rhe control arm clear. Take what you want to hear out of the ileeve and place
it on the spindle. At this stage you may have to check that the correct speed has been selected. If not. of
course, you have to select it. Then switch the control to lutomatic. And as long as the thing is on, that's it.
Just I an back and enjoy it.
4 Now to start :ff with you use A4 paper. OK? You have to make one to[ :opy and then two extra copies.
And you should type i: double spacing on one side of the paper only. OK? Now you have to leave a 40
miltimetre margin on the left-hand sic i. About 25 miltimetres at the right. And 25 miltimetres at the top
and the bottom. Don't type part of a word on or i line and then part of it on the next, please. And don't
type i ayphen at the end or the start of a line. Now number the sages in the centre of each page at the top.
Use a separate pag'i for each of the tables. All right. The number of the table an: the heading should be
immediately above the table. Don't indent the first paragraph after a heading. Don't underline tl.;
headings. Only underline the words that are underlined L". the manuscript. And finally, the contents page
is to be typr: last, when the page numbers are known.
12.4 In... Prepositional phrases - 2
Fill the gaps in these sentences with a suitable prepositional phrase from the list below.
1 Could you please remain . W.WNtMtwth... the head
2 in progress
3 in accordance with
office until the negotiations are completed?
2 As long as the talks are........................................the
4 in bulk
5 in advance
negotiating committee will
say nothing to the press.
6 in transit
7 in consultation with
3 We are forwarding all the items on the
list........................................your request.
8 in confidenc:
9 in charge of
4 Most companies only deliver such
items........................................, as it is cheaper
10 in debt
in the long run.
5 We have to request
payment........................................for all orders under
$100.
6 We must ask you to take full responsibility for the
goods, as long as they are
7 Our local agent will then make a final
decision........................................the
regional director.
8 We must ask you to treat this
information........................................ until the
report is finally published.
9 Ms Andreotti has been........................................our
Rome sales office since last
year.
10 Although the partners were........................................,
they succeeded in paying our bill.
in accordance with in advance in hulk in charge of in confidence in consultation with in contact with / in debt in
progress in transit
12.3 Explaining
12.5 Anti-noise
Listening B
You'll hear an interview with an expert discussing a technique which is being developed to 'reduce' noise both in the
working environment and outside it.
A Listen to the interview and decide which of these statements best

describes how the technique which is discussed works.

Anti-noise removes other noises.
Anti-noise uses the technique of 'muffling'.
Anti-noise creates vibrations which affect sound waves.
B Listen to the interview again and answer these questions:
1 The expert says that...
a) the technology to make machines quieter has been available since the 1930s.
b) the method for making machines quieter has only recently been developed.
c) the technology for quietening machines has only now become commercially possible.
2 According to the expert, American industry ...
a) is paying millions to compensate their customers for noise.
b) passes on the costs of noise to their customers.
c) does not follow the regulations because they are too expensive.
3 Current techniques used to dampen down noise and vibration ...
a) axe thirty or forty years old.
b)can result in the efficient performance of mufflers, c) cause noisy components to suffer.
4 The expert claims that the new systems can ...
a) deal with repetitive noise.
b) eliminate noise completely.
c) deal with one-off noise.
5 The expert describes a new technique using a microphone and a microprocessor which...
a) responds to particular types of noise.
b) produces noise quieter than the car engine.
c) causes the car engine to run more quietly.
6 The expert refers to one area of application which ...
a) cannot minimize the noise of aircraft engines and helicopter vibrations'.
b) would be able to reduce noise in the cabin of an aircraft to more acceptable levels.
c) has resulted in new aircraft engines that are noisier than earlier ones.
7 According to the expert, people working in loud workplaces with anti-noise systems...
a) are affected by the effects of noise.
b) can work more efficiently in 'zones of quiet'.
c) can hear conversations from another part of the room.
Transcript
Interviewer: Now, turning to the problem of noise -'what can we do to fight the increasing huge volumes
of noise affecting us all today, like the noise you can hear in the background in this facfory we're standing
in now? I have with me Dr Susan Hall, one of North America's leading experts on what is called 'antinoise'. Dr Hall, what can be done?
Dr Hall: Well, strange though it may sound to you, one of the best ways to make machinery quieter, like
in cars, for example, may be to make it noisier.
Interviewer: Really?
Dr Hall: Yes, the source of this paradox is electronic 'anti-noise', which creates sound waves to combat
unwanted rattles, blare and thumping. Now although the idea dates back to the 1930s, it's only recently
that advances in computer technology have made 'anti-noise' a commercial possibility.
Interviewer: And where has this happened? Dr Hall: Well, America. Interviewer: Huhuh.
Dr Hall: Here industry spends a fortune to get rid of noise. We all know how unpleasant it is. Delicate
machinery is interfered with and people working in factories and ordinary people at home enjoying their
leisure can be affected by noise.
Interviewer: Yes.
Dr Hall: Even very, very small vibrations can cause parts to wear out and equipment to fail. And this is
very important, all this gets added on to the price of the product. Did you know that about five to fifteen

per cent of the price of a product comes from noise and vibration costs? But the usual methods used to
dampen down noise and vibration rely on techniques that are thirty to forty years old.
Interviewer: And what are they?
Dr Hall: Well, these usually involve wrapping or covering the noisy or vibrating component with
anything from cotton to concrete. But it's often very expensive and very inefficient. The performance of
the noisy part also suffers as a result. Well, this is the case with the car muffler or silencer.
Interviewer: And how does this differ from these new techniques?
Dr Hall: The modern electronic 'anti-noise' devices don't muffle. Instead, sound is used to attack sound.
Interviewer: And how do you do that?
Dr Hall: Well, the trick is to hit these sound waves with other waves in a carefully controlled way. It may
not be possible to eliminate noise completely, but engineers can build systems to eliminate specific kinds
of noiscand vibration. The new systems can deal with repetitive noise. This unfortunately means that
there is not much that can be done about unpredictable noises like someone trying to play the trumpet...
But they can handle fairly regular things like engine cylinders or the sound of a turbine turning around.
One new technique involves the use of a microphone and a microprocessor. The processor measures the
sound and directs a loudspeaker to broadcast sound waves that are a hundred and eighty degrees out of
phase with the engine noise. The developers claim that it would make a car engine quieter and more
efficient, if not one hundred per cent silent.
Interviewer: Aren't there other areas of application in the noisy industrial environment of today? I mean,
we're all of us affected in some way or another.
Dr Hall: True.
Interviewer: Whether we work in a noisy facfory or not.
Dr Hall: Sure. One system which the same company is
developing aims to minimize the noise of aircraft engines and helicopter vibrations. The design of new
aircraft engines today means that they're often more fuel efficient than earlier ones. But they're also
noisier. 'Anti-noise' systems would be able to reduce noise in the cabin of an aircraft to more acceptable
levels.
Interviewer: That's brilliant. And how about the noisy workplace? And the effect on the workers
themselves?
Dr Hall: Sure. Well, people working in noisy workplaces are probably more affected by noise than
anything else. 'Anti-noise' techniques can create zones of quiet in loud workplaces - well, like the one
we're standing in now. You can hear the facfory noise all around you, but we can still carry on a
conversation without having to shout, can't we?
Interviewer: Yes, but how does this work?
Dr Hall: Well, to create a zone, microphones are suspended around a work station on a facfory floor.
Loudspeakers that generate out of phase sound waves are put close to the worker under the desk or the
workbench. Well, there's one, look, over there. Yeah, yeah. And the rest of the facfory remains noisy. If
we just step outside the zone, you'll hear what I mean.
Interviewer: OK, let's try that. Here we go ...
Dr Hall: See what I mean?
Interviewer: Yes, let's get back inside the quiet zone, shall we?
12.6 AbOUt time Reading
Read this article and then fill each gap below with one word.
About time
For the manager of the 1990s, time is apparently of the essence. Consumers, the argument runs, want to get their
hands on the products - be they burgers or Buicks - faster than ever. The fashionable will buy from your firm only if
you have the latest designs before your rivals. Better still, they will invariably pay more for the privilege of speed.
The key is to look at the entire manufacturing operation and then restructure that, systematically.
Traditionally, manufacturing is a carefully ordered affair: tasks usually have a sequence that can be changed only in
small ways. Most firms will have employed specialists to determine the best scheduling logic for manufacturing. But

"precedence constraints" (eg task A must be carried out before task B) can cause queues and bottlenecks in even
the most logical manufacturing process. This not only results in delay, it also introduces an unpredictable variability
into a
company's operations.
There is a cheaper route. By breaking down tasks into ever smaller, faster bits, companies can increase their
manufacturing flexibility. This, in turn, will tend to increase the number of tasks that can be performed in parallel
rather than in sequence. For instance, several smaller machines can be used to perform one task, rather than a
single large machine. Parallel tasks have no precedence constraints and can reduce bottlenecks. That helps speed a
company's manufacturing process closer to the theoretical ideal - which reduces queues and bottlenecks elsewhere
in the factory.
Perhaps the single most effective answer to the problem is to-invest in lots of excess capacity. It eliminates queuing
and bottlenecks, sharply reducing unpredictable variations in the time needed to complete each part of the
manufacturing process. As a consequence, production times tend to fall while manufacturing reliability (and hence
the reliability
of products) soars. It also introduces much greater flexibility into the factory - which helps companies respond more
rapidly to customers' whims.
All told, experts reckon that cutting production times by a quarter can reduce overall costs by about a fifth.
If it sounds too costly and risky, concentrate on trie margin. Benetton, an Italian clothes company, does just that, as
does Nissan. For the core products bought by the bulk of their customers, a prompt response to new trends is not a
priority. But for their growing number of faddish, innovation-loving customers, these companies have developed fastresponse marketing, inanufacraring a'nd distribution. Benetton has undyed stocks of clothes waiting to be coloured
according to the latest trends. Nissan will quickly assemble from standardised components a limited run of vehicles
for micro-niches in the market - including speciality versions of its snail-like S-Cargo delivery vans suitably tailored for
customers such as bakeries, flower shops or boutiques.
(from The Economist)
1 more quickly/rapidly/fast 2
1 Consumers will pay...................for goods if they can get
them......................
steps/tasks sequence/order 3 Queues
bottlenecks/delays/hold-ups 4
2 Manufacturing operations are broken into small.....................which
have to happen
flexible/efficient 5 smaller large 6
invest respond 7 fashions/trends 8
in a particular......................
3 .....................or.....................may occur which hold up the process.
standardised runs/numbers
4 Manufacturers can become more.....................if more tasks are
performed in
parallel.
5 Several.....................machines are better than one
....:................machine.
6 If manufacturers.....................in increased capacity, they
can.....................to
customers' requirements more quickly.
7 Benetton can respond quickly to changes in......................
8 Nissan uses.....................components to assemble
limited.....................of vehicles
that only a few people want.
Highlight any useful vocabulary you'd like to remember in the passage.
12.7 Modal Verbs Grammar review
A Look at the different uses of these modal verbs.
Possibility

1 When you say something may or might happen or be true, it will possibly happen or be true in the future, but is not
certain:
Carol may finish it by tonight.
Things change, I might even lose my job.
2 Can is used to indicate that it is possible for someone to do something or for something to happen:
Anybody can learn how to use a keyboard.
3 You use could to indicate that you think that something is possibly true or is a possible explanation for something:
That could be one reason why it broke.
4 Could is also used with / and we to indicate that something is possible and that you are considering doing it:
I could ask him to help, I suppose. We could send the part on Friday.
5 You also use might when you give advice or suggest something:
There are a few things we might compare notes on.
6 Could is also used (usually with you) to make a suggestion:
Couldn't you just employ more staff to finish the order?
7 Can is also used to say that something is allowed:
What are the rules for when you can and can't go on holiday?
8 May is used in questions to ask for permission:
May I look around the plant now?
Obligation
9 If you say that someone must or must not do something, you think it is very important for them to do it or not to do
it:
You must learn to remain calm under pressure.
You must not use the machine until the green light is on.
10 You tell someone that they have to do something when you are giving them an instruction or telling them how to
act:
You have to watch the control lamp before using the machine. She'll have to spend a lot of money if she wants the
new model.
11 Have got to is an informal way of saying must or have to:
If you want to finish early, you're got to concentrate very hard now. We'ee all got to work together on this project.
12 You use should or ought to to say that you think it is a good idea
and important for something to be done, and that it would be slightly wrong not to do it:
Shouldn't you switch that off first?
Oughtn't we to phone for the police?
We ought to order a replacement, oughtn't we?
13 You use ought to or should to say that you think that an action or someone else's behaviour is morally right:
They ought to earn more money for all their effort. Somebody ought to do something about it.
14 When you say something need not happen, you mean that it might happen but that it is not necessary that it will
happen:
Such tax cuts need not be inflationary. It needn't cost very much to produce.
15 If you tell someone they must do something, you are suggesting that they should do it or inviting them to do it:
You must call on me at the office, when you're here. You must come round for a meal some time.
B Rewrite each of the sentences starting with the words given and using one of the modal verbs. The first one is
done for you as an example.
1 The Swedish company will possibly buy our company. ... The Swedish company might buy our company,...
2 The firm could build the car
2 It's possible for the firm to build the car at this plant.
The firm..............................................................................................................
at this plant.
3 That could/may be why the
3 It is possible that is why the company closed down.
That..............................................................................................I.....................
company closed down.
4 We might/may enlarge the
4 We are considering enlarging the present site.
We....................................................................................................',.......
present site.

5 The workforce is allowed to use this canteen.

They......................................................................................................................
6 It is very important to follow the instructions closely.
You.........................................................................................
7 I think it is right for the company to pay more for overtime.
They......................................................................................................................
8 It is not necessary for the assembly line to stop for them to do the
maintenance work. The assembly line.......................................................
9 Experience is essential for this job.
You......................................................................................................................
10 We're not able to help you this time.
We......................................................................................................................

5 They may use this canteen.

6 You must follow the
instructions closely.
7 They ought to / should pay
more for overtime.
8 The assembly line doesn't
have to stop / needn't stop for
them to do the maintenance
work.
9 You must have experience for
this job. 10 We can't help you
this time.

C Look at this set of sentences containing modal verbs. Match each sentence with a sentence on the right which
means the same. The first one has been done as an example.
1 We can't do it free.2 Couldn't the engine be repaired before the end of the week?
3 Regular customers oughtn't to wait for their service visits.
4 I might finish the job if I work overtime tonight.
5 We could open the new department on the first of the month.
6 We need a fully automated assembly line if we want to compete on the world market.
7 The plane might be late.
8 The travel agent should refund the ticket.
a) We're not able to do it free.
b) Perhaps the plane will be late.
c) It is possible for us to open the new department on the first of the month.
d) Isn't it possible to repair the engine before the end of the week?
e) Perhaps I'll be able to finish the job if I work overtime tonight.
f) It's not right for regular customers to wait for their service visits.
g) It's right for the travel agent to refund the ticket.
h) It's essential to have a fully automated assembly line if we want to compete on the world market.
2d 3f 4e 5c 6h 7b
Unit 13: Jobs and careers
13.1 Applications and interviews Background information
13.2 Who Should we Short-list? Listening & note-taking 0-.
13.3 Abstract nouns Word-building
13.4 Have a nice day Reading
13.5 Employment Vocabulary
13.6 On... Prepositional phrases-3
13.7 High-flyers Listening Q
13.8 Relative clauses Grammar review
13.1 Applications and interviews Background information
In different countries, different conventions apply to the process of job application and interviews. In most parts of the
world, it's common to submit a typed or laser-printed CV (curriculum vitae - British English) or resume (American
English). This contains all the unchanging information about you: your education, background and work experience.
This usually accompanies a letter of application, which in some countries is expected to be handwritten, not wordprocessed. A supplementary information sheet containing information relevant to this particular job may also be
required, though this is not used in some countries.

Many companies expect all your personal information to be entered on a standard application form. Unfortunately, no
two application forms are alike, and filling in each one may present unexpected difficulties. Some personnel
departments believe that the CV and application letter give a better impression of a candidate than a form.
There are different kinds of interviews: traditional one-to-one interviews, panel interviews where one or more
candidates are interviewed by a panel of interviewers and even 'deep-end' interviews where applicants have to
demonstrate how they can cope in actual business situations. The atmosphere of an interview may vary from the
informal to the formal and interviewers may take a friendly, neutral or even hostile approach. Different interviewers
use different techniques and the only rules that applicants should be aware of may be 'Expect the unexpected' and
'Be yourself'1.
Progress interviews are interviews where employees have a chance to review the work they are doing and to set
objectives for the future. Such interviews usually take place after a new employee has been working with a company
for several months, and after that they may take place once or twice a year.
In different countries, and in different trades and different grades, the salary that goes with a job may be only part of
the package: extra benefits like a company car or cheap housing loans, bonuses paid in a 'thirteenth month',
company pension schemes, free canteen meals, long holidays or flexible working hours may all contribute to the
attractiveness of a job.
13.2 WhO Should We Short-liSt? Listening & note-taking 3
A Before you listen to the recording, look at this advertisement and decide what kind of person the advertiser is
looking for. Highlight the important points in the ad.
Assistant Marketing Manager
We are a well-known international manufacturer, based in the UK, and we are expanding our export marketing
activities in our European headquarters in London.
We are looking for a lively and intelligent person to join our team as soon as possible.
The work will involve working in our London office, telephoning and corresponding with our overseas clients and
agents, and some travel, mainly to European countries. Applicants should be fluent in at least one foreign language.
Experience in marketing would be an asset but not essential.
The successful applicant will be paid top London rates and provided with generous removal expenses.
Suggested answers
REPORT FROM: CUS MORRISON IN GLASGOW
Best candidate: Duncan McCabe Age: 21 Education: Graduate of Edinburgh University (MA in
modern languages) Languages: Speaks fluent French and quite good German
Work experience: Publicity department of Glasgow City Council
(about a year)
Personality: Very pleasant, a bit shy when you first talk to
him, but when you get to know him he has a lovely sense of humour
Availability:
Not available until September 1st
Suitability: Very bright and eager and he'd fit in well with
your people down in London
Address: 145 Pentland Gardens, Glasgow, G5 8TG
Phone: 041 667 8092
REPORT FROM: LAURA STEELE IN SHEFFIELD
Best candidate: Mrs Sylvia Sabbatini Age: 25 Education: Paper qualifications not all that good: left
school at 16 to do secretarial course Languages: Speaks Italian fluently (father Italian, mother
English)
Work experience: Johnson Brothers in Marketing since leaving school
Personality: Lovely personality - very cheerful and bright
Availability:
Husband has just got a job in London, so able
to start Work in London right away Suitability: Very intelligent young woman - she impressed
me very much
Address: 78 Pennine Avenue, Huddersfield, LS34 7QT

Phone: 0484 078432

REPORT FROM: TERRY WILLIAMS IN CARDIFF
Best candidate: Miss Emma Harris Age: 20 Education: Had right exam results to get into university,
but decided to go into industry Languages: Speaks Spanish and French (not exactly fluent,
but so confident this doesn't matter) Work experience: Working in marketing for small light
engineering firm, had become Export
Marketing Manager. Firm taken over and she
was made redundant - they decided to close
her department Personality: Full of confidence, makes friends easily
Availability:
No ties here, could start work next week if you
wanted
Suitability: Has really good potential - would work well
in a team
Address: 214 Gower Road, Swansea, SA2 4PJ
Phone: 0792 98762
Transcript
Gus Morrison: Good afternoon. This is Gus Morrison calling from Glasgow. Now, most of the people I've
talked to today have been pretty hopeless. One of them was obviously lying when he filled in the
application form. Do you know, he claimed to speak German, but when I started talking to him in
German, he couldn't understand!
Well, now, the best of the bunch was er...where is it...er Duncan McCabe (that's D-U-N-C-A-N M-c-C-AB-E). He's quite young, he's only 21 and he's a graduate of Edinburgh...Edinburgh University. He's got an
MA and it's in modern languages. Now, he's been working for the publicity department of Glasgow City
Council for about a year. He speaks fluent French and his German is quite good too. He's a very pleasant
lad, he seems a bit shy when you first talk to him, but when you get to know him he's got a lovely sense
of humour, and I think he's very bright, he's very eager and I think he'd fit in well with your people down
in London. Now unfortunately he's not available until September lst.
But if you want to contact him, his address is 145 Pentland (I'll spell that, that's P-E-N-T-L-A-N-D)
Pentland Gardens, Glasgow, and the postcode is G5 8TG, and his phone number is 041 667 8092.
Laura Sleek: Hello, this is Laura Steele, I'm calling from Sheffield. I've spent this morning interviewing
four candidates and the best one is a Mrs Sylvia Sabbatini (that's S-Y-L-V-I-A S-A-B-B-A-T-I-N-I). Now,
she's 25, she's married and has been working for Johnson Brothers, in Marketing since leaving school.
She has a lovely personality - very cheerful and bright. She speaks Italian fluently (her father is Italian,
her mother is English). Her qualifications on paper are not all that good, she left school at 16 to do a
secretarial course, but she's a very intelligent young woman - she impressed me very much. She's been
married for two years, no children, and her husband has just got a job in London, so she'd be able to start
work in London more or less right away.
Her address is 78 Pennine Avenue, Pennine (P-E-N-N-I-N-E) Avenue, Huddersfield (that's H-U-D-D-ER-S-F-I-E-L-D), and the postcode is LS34 7QT. Her telephone number is 0484 078432.
Terry Williams: Hello, this is Terry Williams calling from Cardiff. I've just finished a very frustrating day
interviewing people for you. There were really only two applicants that you should have invited for
interview and I discovered after half an hour that one of them isn't available: he'd already accepted
another job but decided to come to the interview anyway!
So the only person I have to tell you about is Miss Emma Harris (that's E-M-M-A H-A-R-R-I-S). She's
only 20 but she has really good potential. She had all the right exam results to get into university when
she left school, but decided to go into industry. She speaks Spanish and French, though she's not exactly
fluent in either, but she's so confident I don't think that matters.
She's been working in marketing for a small light engineering firm and she had just become their Export
Marketing Manager when the firm was taken over and she was made redundant because they decided to
close her department. She is full of confidence, makes friends easily and she would work well in a team.

She has no ties here, and she could start next week if you wanted. I think she'd be a real find and you
should get in touch with her right away.
Her address is 214 Gower Road (that's G-O-W-E-R), Swansea (S-W-A-N-S-E-A), SA2 4PJ. Her phone
number is 0792 98762. All right. Ah, cheerio then.
B You'll hear three telephone messages. Each of the speakers has held interviews with applicants for the job.
1 Listen and take notes. You'll need to pause the recording frequently.
2 Compare your notes with the notes in the Answer Key.
3 Decide which of the job applicants sounds most promising:
Which of them will you put on the short list for a second interview in London? Which of the three candidates do you
rate most highly, judging from what you've heard about them?
# If possible, compare your views with another student who has done this exercise.
REPORT PROM:
Best candidate:................................................................... Age:
Education: .........................................................................................
Languages: ......':................................................................................
Work experience: .............................................................................
Personality:
Availability Suitability:
Address: Phone: ...
13.3 Abstract nOUnS Word-building
Use a dictionary to look up any unfamiliar words in these exercises.
A Verbs nouns
1
Abstract nouns can be formed from many verbs by adding -merit or -tion. Look at these examples:
manage improve
-ment
management improvement
connect classify duplicate educate
- tion
connection classification duplication education
What are the noun forms of these verbs? Only write down the ones which are unfamiliar or which you're unsure of.
acknowledge achieve agree announce arrange develop endorse judge measure repay
cancel centralize confirm consult declare modify recommend specialize
collaborate co-operate eliminate fluctuate
adapt alter apply authorize determine devalue imagine
appreciate arbitrate calculate
integrate locate speculate attract collect contribute correct deduct delete interrupt
predict protect reduce
Abstract nouns are formed from some verbs by adding -a/ or -ance. Look at these examples:
pollute
arrive
withdraw
refuse
al
arrival
withdrawal
refusal
accept appear assist perform
-ance

acceptance appearance assistance performance

A2
acknowledgement achievement agreement announcement arrangement development endorsement
judgement measurement repayment
adaptation alteration application authorization cancellation centralization confirmation consultation
declaration determination devaluation imagination modification recommendation specialization
appreciation arbitration calculation collaboration co-operation elimination fluctuation integration
location speculation
attraction collection contribution correction deduction deletion interruption pollution prediction
protection reduction
B Adjectives nouns
1 Nouns can be formed from adjectives by adding -ness, -ence or -Ity.
Look at these examples:
ness -ence -Ity
aware awareness
negligent negligence
able ability
bright brightness
insistent insistence available availability
2 What are the noun forms of these adjectives? Only write down the ones which are unfamiliar or which you're
unsure of.
calm careless cheap friendly helpful late loud serious confident 'intelligent patient different
capable flexible formal possible probable popular real reliable scarce
B2
calmness carelessness cheapness friendliness helpfulness lateness loudness seriousness
confidence intelligence patience difference
capability flexibility formality possibility probability popularity reality reliability scarcity
sincerity
13.4 Have a nice day Reading
Read this article and then fill each gap below with one word.
Employee loyalty in service firms
Have a nice day
NEW YORK
Hotel, shop and restaurant chains, which employ thousands of people in low-paid, dead-end jobs, are discovering
that high labour turnover rates resulting from the indiscriminate hiring of "cheap" workers can be extremely costly.
Cole National, a Cleveland-based firm which owns Child World, Things Remembered and other speciality shops,
declared a "war for people" in an effort to recruit and keep better staff.
Employees were asked: What do you enjoy about working here? In the past year, have you thought about leaving? If
so, why? How can we improve our company and create an even better place to work? Employees replied they
wanted better training, better communications with their supervisors and, above all, wanted their bosses to "make me
feel like I make a difference". Labour turnover declined by more than half; for full time sales assistants, it declined by
about a third.
Marriott Corporation, a hotels and restaurants group, has also decided to spend more money on retaining employees
in the hope of spending less on finding and training new ones. In one year, it had to hire no fewer than 27,000
workers to fill 8,800 hourly-paid job slots.
To slow its labour turnover, Marriott had to get a simple message accepted throughout its operating divisions: loyal,
well motivated employees make customers happy and that, in turn, creates fatter profits and happier shareholders.
Improved training of middle managers helped. So did a change in bonus arrangements.
At the same time, Marriott became more fussy about the people it recruited. It screened out job applicants motivated
mainly by money: applicants which the company
pejoratively described as "pay first people". Such people form a surprisingly small, though apparently disruptive, part
of the service-industry workforce. Marriott found in its employee-attitude surveys that only about 20% of its workers at

Roy Rogers restaurants and about 30% of its workers at Marriott hotels regarded pay as their primary reason for
working there.
Many middle managers in service industries are more comfortable coping with demands for more money than with
demands for increased recognition and better communications. They will have to change their ways. Surveys say
that when 13,000 employees in retail shops across America were asked to list in order the 18 reasons for working
where they did, they ranked "good pay" third. In first place was "appreciation of work done", with "respect for me as a
person" second.
(from The Economist)
1 Many workers in service industries are......................badly and their work is
1 paid
unrewarding/dull
2 Service firms with large numbers of low-paid workers often have a high staff
3 Cole National conducted a......................among its staff, because they wanted to recruit
2 turnover 3
survey keep 4
and......................better workers.
4 Staff replied that they wanted their managers to show that they were.......................
appreciated 5
loyal well/highly
5 Marriott discovered that customers are happier when the staff are.......and .......motivated.
They found that most of their workers were...................... mainly motivated by pay.
not 6 third
6 For most US shop workers pay is the......................most important reason for job
satisfaction.
Highlight any useful vocabulary you'd like to remember in the passage.
13.5 Employment
Vocabulary
Fill the gaps in these sentences, then add the words to the puzzle below.
on a large scale / on approval on behalf of on business on closer inspection
on condition on display on loan on order on paper on the phone on request on schedule
on the spot on time on vacation I on holiday
1 In American English, you........an application form.
1. Fill out
2 She's going to make engineering her .... 1
2. CAREER
3 Are we going to.... a new sales manager? 2
3. APPOINT
4 He was the most promising ... for the job. 3
4. APPLICANT
5 The past tense of seek is.... 4 [
5. SOUGHT
6 All our production workers are paid top .... 5
6. WAGES
7 The applicants will be interviewed by the ... of directors.
7. BOARD
8 Mr and Mrs Smith supplement their.... by renting g out rooms. 9
8. INCOME
9 A well-prepared ... will do well at any interview.
9. CANDIDATE
10 The applicants were interviewed by a .... of three \\ managers.
10. PANNEL
11 If you're ......... you're your own boss. 13
11. SELF-EMPLOYED
12 Could you explain to me what the .... of the job are? 14
12. RESPONSIBILITIES
13 How much .... will I have to pay?
13. TAX
14 What is your present annual.... ?
14. SALARY
15 A company car, subsidized meals or low-interest loans are all........
15. FRINGE BENEFITS
13.6 On... Prepositional phrases - 3
Fill the gaps in these sentences with a suitable prepositional phrase from the list below.
1 They produce this kind of material..MMlfWSXtk... so they should 2 on display
3 on the spot
be able to supply us quickly.
2 You will find our new product.........................at our showroom.
4 on request
5 on order
3 We have a sales engineer........................who can fix the fault
this week.
6 on closer inspection
7 on the phone
4 We can supply samples and demonstration equipment..........
5 We have had the goods.......................................for three
8 on approval

10 on business
11 on vacation/on holiday
12 on condition
13 on paper
14 on loan
15 on behalf of
16 on schedule

months, but they haven't arrived yet.

6 We accepted delivery of the goods as undamaged,
but.......................................we find that five of
the components are unusable.
7 I spoke to him..................................last week about this.
8 We can have the goods for four weeks................................
Then we can return them or pay for them.
9 The goods arrived.......................................
10 He travelled to England...................................but managed to
do a little sightseeing while he was there.
11 I'm afraid Ms Smith is.......................................till the end of the
month - can I help you?
12 We can offer you the job.......................................that you start
work on the first of next month.
13 This candidate doesn't look very good...................... but she is
very impressive in person.
14 You can't keep this permanently, but you may have
it......................till the end of the month.
15 She signed the letter.......................................her boss.
16 Our relocation plans are proceeding...........................and we
will be making the move on January 1 next year.

9 on time

13.7 High-flyerS Listening B

0> You'll hear part of a broadcast about high-flyers - people who will be given special training and experience to
make them into the top managers of tomorrow. Answer these multiple-choice question': about the information and
opinions given in the recording.
According to the Presenter ...
1 High-flyer schemes are ...
a) found in all kinds of companies.
b) most common in multinational companies.
c) common in large companies.
2 In a large company ...
a) only a high-flyer can climb the promotion ladder more quickly.
b) a bright person can quickly climb the promotion ladder even if there is no high-flyer scheme.
c) the career structure is normally quite flexible.
3 A member of a high-flyer scheme will ...
a) obtain wide experience in different departments.
b) already have wide experience in different fields.
c) become a specialist in his or her chosen field.
According to Rod Scott...
4 BP ...
a) is the world's largest multinational company.
b) has about 130,000 employees worldwide.
c) has about 130,000 employees in the UK.
5 There are ... people participating in BP's 'individual development programme', a) 130 b) 180 c) 260
6 BP's high-flyers join the scheme when ...
a) they have just joined the group.
b) they have been with the group for ten years.
c) they have already shown their potential.
According to Heather Stewart...
7 A high-flyer scheme may ...

a) produce a management team who can work well together.

b) lead to a lack of flexibility in the management team.
c) prevent the business from changing.
8 A company with a high-flyer scheme tends...
a) to be less competitive.
b) not to recruit senior staff from outside the company.
c) to lose good managers, who leave to join their competitors.
9 High-flyer schemes tend not to recognize the importance of...
a) academic qualifications.
b) people who join the company later.
c) the experience and knowledge of older people.
10 Women managers are excluded from high-flyer schemes because ...
a) they are expected to leave to have babies.
b) they prefer to have babies instead of a career.
c) this is the age they are most likely to have babies.
11 Other able, enthusiastic managers ...
a) consider high-flyers to be better than them.
b) lose their motivation.
c) leave the company if they aren't selected as high-flyers.
12 In medium-size companies high-flyer schemes ...
a) are usually experimental.
b) are unpopular.
c) are unnecessary because the career structure is flexible.
Presenter: 1 c 2 a 3 a Rod Scott: 4 b 5 c 6 c
Heather Stewart: 7 b 8b 9c 10 c lib 12 b
Transcript
Presenter: ... the first high-flyer schemes were introduced
in the 1960s and now many secfors of commerce, industry
and the civil service pick out their most promising younger
managers as 'high-flyers'. You find schemes of this kind
mostly in large companies or groups of companies, where
the fairly rigid career structure can only be broken by bypassing the normal steps in the promotion ladder.
It can take a company many years to develop a top-level
manager, if he or she joins them straight from university.
Such people must obtain wide experience in different parts
of the company and this can take up to 20 years. This
means that someone who joins the firm from university
works for the company in different capacities, and is
identified as a highflyer, can expect to reach top
management at around the age of 40.
Rod Scott has been looking at what is called the 'individual
development programme' at BP.
Rod Scott: BP is one of the largest multinational companies
in the world. It employs 130,000 people. It has 260
managers involved in its own 'individual development
programme' who will compete for 180 senior positions in
the group. They don't join the scheme until they are in their
late 20s, by which time they will have established
themselves in their special field, they will have built up

their professional reputation and they will have a record of

high performance. While they're on the scheme (and this
lasts 5 to 10 years) their progress is supervised by a
committee of 15 senior managers. One of the main
purposes of the scheme is to provide them with experience
outside their own field - in finance, working in an overseas
division, or experience in information technology.
Presenter: But high-flyer schemes have their drawbacks,
according to Heather Stewart, a management consultant.
Heather Stewart: One weakness is that you may be creating
a management team who think and act in the same ways.
That means, if your business changes, they may not be able
to meet the challenges. As outsiders tend to be excluded as
senior recruits, the company may be cutting itself off from
a pool of talent which their competifors can draw on.
Another problem is that late-starters are also excluded - not
everyone is at their peak in their 20s and such qualities as
experience and in-depth knowledge may be undervalued.
Another weakness is that women are often excluded from
high-flyer schemes, since schemes identify high-flyers at
the very time when women are most likely to have
children: they are forced to choose between career and
family.
Worst of all though is the resentment that high-flyers create
among other managers who aren't chosen to be highflyers.
Developing a sort of elite, a chosen few, within an
organization is quite simply bad for company morale - it
makes everyone else feel they are being undervalued and
takes away their enthusiasm and dedication - and clearly
this is counter-productive. This is particularly noticeable in
medium-sized companies, where high-flyer schemes seem
to be particularly controversial and divisive. There have
been various experiments...
13.8 Relative clauses Grammar review
A Study these rules and examples before you start the exercises. There are two types of relative clause in English:
1 Identifying relative clauses identify a person or thing in the same sentence. Notice the lack of commas:
You seem a bit upset - why is that?
- Well, you see, I applied for a job that I saw advertised last month. But you didn't get it?
- No, I phoned first and then I wrote a long letter. And the letter that I got back was just a photocopy! It said that the
job that I wanted had already been given to someone inside the company.
But you thought that it was still vacant?
- Yes, the person who spoke to me on the phone told me the post was vacant. How annoying!
Instead of that we can use which - and instead of who we can use that. If, and only if, the subordinate clause (in
italics in the examples) has a subject within it, we can omit who or that: Is everything OK with our order?
- No, the documents (that/which) you mailed to us last week haven't arrived. Can I discuss the matter with someone
else, please?
- No, I'm afraid the person who/that knows about this is not available right now.
2 Non-identifying relative clauses give more information about a known person or thing. They are more common in
writing than in speech. Notice the use of commas.

Alex Brown, who wrote to you about this, is no longer with our firm. Getting a good job, which everyone has a right
to, is not easy. The application form, which is enclosed with this letter, must be
returned to us by April 24. Please telephone Ms Kurtz, whose extension number is 666. Mr Gray, to whom you
spoke yesterday, is our Personnel Manager.
Notice that whom is more common in formal writing than in conversation:
We might write: but we'd say:
The person to whom you spoke was ... The person you spoke to was ...
The people with whom I am working ... The people I'm working with ...
The man from whom I received the letter ... The man I got the letter from ...
B Complete each sentence, using your own ideas. Add any commas that are necessary.
1 The qualifications that are mentioned in a job advertisement jive you an idea whether ... you should apply for the
job..... - NO COMMAS..
2 An interviewer who tries to frighten the candidate ..................................................
3 On the other hand, an interview which is too relaxed and friendly .........................
4 My friend Nick who feels very nervous at interviews
5 A handwritten letter which many companies prefer to a typed one
6 A CV which gives too much information
7 Your curriculum vitae which you should always send a copy of
8 Your application for the post which was mailed on 4 May
9 Unfortunately, the envelope in which your documents were sent
10 Mrs Mary O'Farrell with whom you have been corresponding
B Suggested answers Notice that commas are not required in sentences 2, 3, 6 and 9.
2 An interviewer who tries to frighten the candidate is abusing his/her superior position.
3 On the other hand, an interview which is too relaxed and friendly may not find out how a candidate
reacts to stress.
4 My friend Nick, who feels very nervous at interviews, finds it hard to put himself over.
5 A handwritten letter, which many companies prefer to a typed one, can show the reader more of your
personality than a typed one.
6 A CV which gives too much information may not be read carefully.
7 Your curriculum vitae, which you should always send a copy of, is a document you can use over and
over again.
8 Your application for the post, which was mailed on 4 May, did not arrive till after the deadline for
applications.
9 Unfortunately, the envelope in which your documents were sent contained your letter and photograph,
but not your CV.
10 Mrs Mary O'Farrell, with whom you have been corresponding, is no longer working with our firm.
C Fill the gaps in these sentences with a suitable relative pronoun. Add any commas that are missing.
1 The person ...which... impressed me most was Mr Wright. -NOCOMMAS
2 Mr Wright ....................application form we received yesterday is a very promising candidate.
3 His CV.................... you showed me yesterday is most impressive.
4 He has excellent references from his present employers ....................are ACME Engineering.
5 He was working in Norwich....................they have their HQ.
6 His qualifications ....................you commented on are excellent.
7 The personnel officer ....................interviewed him says that he's available at once.
8 The thing ....................impressed her most is his personality.
C Notice that commas are not required in sentences 7 and 8.
2 Mr Wright, whose application form we received yesterday, is a very promising candidate.
3 His CV, which you showed me yesterday, is most impressive.
4 He has excellent references from his present employers, who are ACME Engineering.

5 He was working in Norwich, where they have their HQ.

6 His qualifications, which you commented on, are excellent.
7 The personnel officer who interviewed him says that he's available at once.
8 The thing that impressed her most is his personality.
D Make each of these pairs of sentences into a single sentence, using a relative pronoun.
1 She told us about her experiences in India. This was interesting. ... Sta.toW. us ifcfflrt lw.xp*ntrtiDi...
2 I heard about the vacancy from a friend. This friend works in Personnel.
3 She gave me some information. This information was supposed to be confidential.
4 I heard about this from a colleague. This colleague assured me it was true.
5 Apparently, we sent the forms to an address. This address was wrong.
6 I had to fill in a six-page application form. This was very time-consuming.
7 I applied for a job. I saw this job advertised in the newspaper.
8 You gave a person's name as a reference. This person is unwilling to comment on you.
D Notice that commas are only required in sentences 4 and 6. ,
2 I heard about the vacancy from a friend who works in Personnel.
3 She gave me some information that/which was supposed to be confidential.
4 I heard about this from a colleague, who assured me it was true.
5 Apparently, we sent the forms to an address which/that was wrong.
6 1 had to fill in a six-page application form, which was very time-consuming.
7 I applied for a job that/which I saw advertised in the newspaper.
8 The person whose name you gave as a reference is unwilling to comment on you.
Unit 14: Sales and negotiation
14.1 Selling and negotiating Background information
14.2 Of, out Of... Prepositional phrases - 4
14.3 Asking for and giving advice Functions & listening OA
14.4 Talking shop Vocabulary
14.5 Co-operation and competition Beading
14.6 International styles of negotiating Listening 6.
14.7 Order of adverbs Grammar review
14.1 Selling and negotiating Background information
Selling
You don't have to be a special kind of person to sell a product. But although successful salespeople often have
special talents and an outgoing personality, the skills they employ are used by us all: we build and maintain
relationships with different kinds of people, we listen to and take note of what they tell us and don't just enjoy the
sound of our own voices, and we explain things to them or discuss ideas with them.
A firm may depend on their own sales team and/or on the salesmanship of their distributors, wholesalers or retailers.
But any company needs to establish a personal relationship with its major clients ('key accounts') and potential
customers ('prospects'). It is often said that 'people do business with people': a firm doesn't just deal impersonally
with another firm, but a person in the buying department receives personal visits from people representing the firm's
suppliers on a regular basis - or in the case of department stores or chain stores, a team of buyers may travel around
visiting suppliers.
Keeping salespeople 'on the road' is much more expensive than employing them to work in the office because much
of their time is spent unproductively travelling. Telephone selling may use this time more productively (though in
some countries this is illegal), but a face-to-face meeting and discussion is much more effective. Companies involved
in the export trade often have a separate export sales force, whose travel and accommodation expenses may be
very high. So servicing overseas customers may often be done by phone, fax or letter with not so many personal
visits. Many firms appoint an overseas agent or distributor whose own sales force takes over responsibility for selling
their products in another country.

A sales department consists of many people who are based in different parts of the country or the world, who don't
have the day-to-day contact and opportunities for communicating with each other that office-based staff have. For
this reason, firms hold regular sales conferences where their entire sales force can meet, receive information and ask
questions about new products and receive training.
Negotiating
Diplomacy, friendliness and co-operation are important in selling. There's a widespread belief, which is probably true,
that buyers 'buy from those they like' and that sellers give a better deal to 'those they like'. All salespeople have a
certain 'fear', or reverence, for buyers because they have the power to give or to withhold an order. 'Negotiation' is
the part of the sales conversation where bargaining about the conditions of an order takes place. It comes at the end
of the sales talk at the point when the buyer is definitely interested. Because additional persuasion may be required,
it's important not to give away concessions while making the sales presentation.
In international business there are different types of business negotiations, negotiation styles and negotiation
situations. A simplified model of what goes on shows four main phases of negotiation:
1 The preparation phase: this is where you work out what you want and what your main priorities are.
2 The debating phase: this is where you try to find out what the other side or the customer wants. You say what you
want but you don't say yet what the finAll conditions are. You use open questions and listen to the customer to try to
find out in what areas they may be prepared to move.
3 The proposal phase: this is the point at which you suggest some of the things you could trade or which you might
theoretically be prepared to trade, offer or concede. Formulate your proposals in the form of
ifthen ... . Be patient and listen to the other side's proposals.
4 The bargaining phase: this is when you indicate what it is you will actually trade, offer or perhaps concede. In turn
you conditionally exchange individual points, along the lines of: 'If you are prepared to pay swiftly, then we are
prepared to change our delivery schedules.' Remember to write down the agreement.
Not all business negotiations take place face-to-face. Sometimes you may have to exercise negotiating skills on the
telephone. Clearly, too, not all business bargaining ends in a deal. Some negotiations may begin with an exploratory
session during which clients specify their needs and expect you to come back later with a proposal of how your
company will meet those needs.
People often try to postpone a decision. They might politely break off from the negotiation and say something like:
'77/ have to think about it' or 77/ have to consult my boss or my department head', etc. On the whole, however,
people expect that agreement will be reached or else you'll do business with another
company. Normally both parties are interested in reaching an agreement in which both sides take away something
positive from the deal. This is called a 'win-win situation'.
However, conflict can occur in business negotiatidns and relationships. Naturally, we all try to avoid this because this
is where only one side can win and the other will lose. Situations which might lead to such negotiations could be late
delivery, poor performance of a product, component failure or the need to make compensation payments. In a
situation where one side is clearly in the wrong, the outcome is clear: either the conflict continues until the dispute is
resolved or it goes to court.
The final important point about negotiating in the business world is the law of contract. It is generally enforceable in
the courts. The position is more complicated in international business negotiations because of differences in laws and
assumed liabilities. But, nevertheless, the courts are a source for remedies if contracts are broken. Suing defaulting
contractors is quite common. A sound knowledge of contract law is therefore essential for negotiators drawing up an
agreement at the end of a deal. However, this is the point at which the experts will usually have to be called in and so
is not dealt with further here.
14.2 Of, Out Of...
Prepositional phrases-4
Fill the gaps in these sentences with a suitable noun and prepositional phrase. The first one is done for you as an
example.
2 of minor importance
1 We are sending you our Spring catalogue ,.u|er. separate WW,...
2 Because the other items on the agenda were........................................the 3 of inferior quality
4 out of order
meeting was adjourned.
3 It is at this stage of the process that any products......................are
5 out of work

removed from the assembly line.

4 Even if the machines are........................................, they should not be
touched unless the power supply is off.
5 At a time when so many skilled workers are................................, it will be
easy to fill the vacancy.
6 The old machinery was completely........................................
7........................................your letter of 15 March, we are unable to offer
you an alternative delivery date.
8 The strike was....................., so the production lost was minimal.
9 We'll have to reduce the workforce......................, perhaps by a process
of voluntary redundancies.
10 We regret that we are unable to supply the items you ordered, as we
are completely.

6 out of date
7 With reference to
8 of short duration
9 to a certain extent
10 out of stock

of inferior quality of minor importance of short duration out of date out of order out of stock out of work to a
certain extent under separate cover / with reference to
14.3 Asking for and giving advice Functions & listening
A Study the following ways of giving advice. HighJight-the ones you think are most useful.
If you want help or advice you use the following expressions:
What ought I to dot
Do you think I should ...f
I'd like your advice on ...
What would you do if you were me?
If you're talking to a person you don't know very well you can say:
_^_
I would appreciate your advice on ... Could I ask for some advice on ... ? / should like to ask ...
If you don't want to sound too bossy you can say:
Some more direct ways of making suggestions or advising are:
Might it be an idea to ...? Have you ever thought of...?
If I were you I'd ... Why don't you You'd better...
To advise a stranger or a business client, you can say:
My advice would beto ...
1 would recommend ...
Ifl were In your position, I would ...
1 would advise ...
If you're going to accept the advice someone is giving you, you can say:
That'* a good idea.
Good idea, let's try that.
That sounds great, I'll try it.
But, if you don't wish to accept the advice, you can say:
No, / don't think I could do that. I'm not sure that's such a good Idea.
,-,-,Well, perhaps another time.
B Decide which of the expressions below can be used for these functions:
a asking for advice from a friend d giving advice in a direct fashion
b asking for advice from someone you don't know well e accepting advice c giving advice indirectly f rejecting advice
Mark the expressions a, b, c, etc. The first one is done for you as an example.
1 That's a good idea ... ...*..
6 Could I ask for some advice on ...? .....
2 If I were in your position, I would.........
7 Have you ever thought of ...?

3 Good idea, let's try that. ......

8 I*d like your advice on ...
4 I'm not sure that's such a good idea.......
9 Why don't you ...?
5 I would appreciate your advice on......... 10 Do you think I should ...?
B
2c 3e 4f 5b 6b 7c 8a 9d 10a
C You'll hear three short conversations. Answer these questions about each
conversation.
1 How well do the people know each other?
2 What problem does each person have?
3 What advice does the other person give?
4 Does the other person accept the advice given?
Conversation 1
1 ........................................................................................................................
2 ........................................................................................................................
3 ........................................................................................................................
4 ........................................................................................................................
Conversation 2
1 ........................................................................................................................
2 ........................................................................................................................
3 ........................................................................................................................
4 ........................................................................................................................
Conversation 3
1 ........................................................................................................................
2 ........................................................................................................................
3 ........................................................................................................................
4 .................................................................................
Conversation 1
1 They're on first name terms. Friends.
2 The woman says she's not sure what to do now she has just got the sack.
3 The man suggests she ought to look through the adverts in the newspaper or that she could perhaps start
up her own business.
4 We don't know.
Conversation 2
1 Colleagues at work.
2 One woman wonders what she should do because her boss has asked her out to dinner.
3 The second woman advises her to ring up the boss's wife and tell her sprout it.
4 Yes.
Conversation 3
1 Colleagues.
2 One woman wonders what she should do about the constant lateness of the girl in her office.
3 The other woman says she could talk to the girl about it.
4 Yes.
Transcript
Conversation 1
Man: You look a bit worried, Monica. Is anything wrong? Woman: No, not really.
Man: Sure? You're not really looking your normal cheerful self today.
Woman: Well, to tell you the truth, I've just been given the sack.
Man: My goodness! l...you poor thing! Oh dear me! Woman: Well, it's my own fault really. I lost my
temper with
the boss and told him to go to hell. But now I'm not sure

what to do.
Man: Well, if I were you, I'd start looking through the
situations vacant columns in the newspaper. Woman: But don't you think I'll find it difficult to get another
job?
Man: Not for a person with your experience and qualifications.
No, no, you'll have no problems. Woman: But might it not be a good idea to move to another
city?
Man: True. Have you, er, ever thought of starting up your own business?
Conversation 2
lst woman: Deborah, I'd appreciate your advice on a problem I've got.
2nd woman: Certainly, Marilyn, let's hear it.
Is( woman: Well, you know I'm Mr Burlington's personal
secretary? 2nd woman: Yes.
1st woman: Well, he's asked me to have dinner with him. Must be the third time he's asked in the past
month. What should I do?
2nd woman: He's married, isn't he? lst woman: Yes, he is. And he's got three small children, as well.
2nd woman: Well, if I were you, I'd just ring his wife up and
tell her. lst woman: Really?
2nd woman: There's nothing he'll be able to do, is there? He'll
be so shocked. lst woman: That sounds a great idea! Thanks, I'll try it.
Conversation 3
lst woman: What ought I to do about the girl I share an office with?
2nd woman: Why? What's the matter?
lst woman: You see, she's constantly coming late. I have to make excuses for her not being in the office
when people ring up. And I also have to make up sfories to hide the fact from her boss.
2nd woman: Oh, I see.
lst woman: I mean, I like her. And we actually get on very well together. But it's got so bad that it's
beginning to make me ill.
2nd woman: Oh dear. Well, if it's so serious, why don't you invite her round to my place one evening and
we can have a drink together. And I can talk to her about it. What do you think about that?
lst woman: That sounds a good idea. Oh, would you? I'd be so grateful to you, if you would.
2nd woman: Of course.
14.4 Talking shop Vocabulary
Write the missing words in these sentences in the spaces in the puzzle.
1 We'll send you a .... of our product.
2 How can we ... sales without taking on more sales staff?
3 I've noticed that there has been a .... towards ordering later.
4 There is an enormous market for this product....
5 ACME plc is our major....
6 What.... of sales do you anticipate in your region?
7 We have built up a great deal of.... among our regular customers.
8 After that report on TV, we have had a lot of good ....
9 Even a company that has a .... invests in marketing and sales.

1.
2.
3.
4.
5.
6.
7.
8.
9.

Sample
BOOST
TREND
WORLDWIDE
COMPETITOR
VOLUME
GOODWILL
PUBLICITY
MONOPOLY

14.5 Co-operation and competition Reading

Read this article and then fill each gap below with one word.
CO-OPERATION AND COMPETITION IN NEGOTIATION
Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above
all have a good understanding of the subject They must also be aware of the general policy of the company or

institution in relation to the issues and they must be familiar with the organisational structure and the decision-making
process.
However, awareness of these facts may not necessarily suffice to reach a successful outcome. Personal, human
factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as
well as by a cool, clear logical analysis of the facts and one's interests. The personal needs of the actors in
negotiating must therefore be considered. These can include a need for friendship, goodwill, credibility, recognition of
status and authority, a desire to be appreciated by one's own side and to be promoted and, finally, an occasional
need to get home reasonably early on a Friday evening. It is a well-known fact that meetings scheduled on a Friday
evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal
factors can become part of the bargaining process.
Researchers who have studied the negotiating process recommend separating the people from the problem. An
analysis of negotiating language shows that, for example, indirect and impersonal forms are used. This necessity to
be hard on the facts and soft on the people can result in the sometimes complex, almost ritualistic, style of
negotiating language.
Language varies according to the negotiating style. In negotiating you can use either a co-operative style or a
competitive one. In the co-operative style the basic principle is that both parties can gain something from the
negotiation without harming the interests of the other. Or in other words that both parties will benefit more in
the long run in friendship and co-operation even if they make some concessions. This type of negotiation is likely to
take place in-house between colleagues and departments, or between companies when there is a longstanding
relationship and common goals are being pursued.
Unfortunately co-operative style negotiations without a trace of competition are rare. In most negotiating situations
there is something to be gained or lost There can be a danger in adopting a cooperative mode, as unscrupulous
people may take advantage of cooperative people.
The opposite mode to co-operative negotiating is competitive negotiating. Negotiators see each other as opponents.
Knowledge of the other party's needs is used to develop strategies to exploit weaknesses rather than to seek a
solution satisfactory to both sides. This type of negotiating may be appropriate in the case of one-off contracts where
the aim is to get the best result possible without considering future relationships or the risk of a breakdown in
negotiations. Needless to say, the language in this type of discussion may become hostile and threatening even if it
remains formal.
In reality most negotiations are a complex blend of co-operative and competitive mode. Negotiating successfully
implies dealing appropriately with the four main components of any negotiation: facts, people, competition, cooperation.
Skilled negotiators are sensitive to the linguistic signals, as well as the non-verbal ones of facial expressions, gesture
and behaviour, which show the type of negotiating mode they are in.
Language reflects tactics and therefore a study of the language used in negotiating brings a greater awareness of the
negotiating process.
(adapted from Negotiate in French and English by Pamela Sheppard and Benedicte Lapeyre)
1 facts/subject policy personal
1 Good negotiators must know their.........................well and they must know
their company's..........................But they must also consider................. factors people 2 attitude 3 people
problem language 4 cobecause they are dealing with..........................
2 Negotiations are affected by the participant's........................., as well as
operative interests relationship
concessions 5 competitive
logic.
3 Research has shown that it can help to separate the......................... from
opponents one-off hostile
threatening 6 blend/mixture
the.................. This can be done by using special negotiating...........
4 In a.........................style of negotiation, the participants try not to harm each linguistic/verbal non-verbal 7
facts people competition coother's...............In order to maintain a good long-term.........they both
make................
operation
5 In a.........................style of negotiation the parties are...............This style
may be suitable for a.........................contract. The language here can become
.'........and..............
6 Most negotiations are a.........................of the two styles. A good negotiator

must be aware of the.........................and....................signals which show the

style being used.
7 The four main factors involved in a negotiation are................and............
14.6 International styles of negotiating Listening You'll hear an interview with an experienced international business negotiator talking about different styles of
negotiating in international business situations.
A P> Listen to the interview and decide which of these points is mentioned in the course of the talk.
1 English used in general international business situations
2 the Americanization of the global economy
3 the Japanese conversation style
4 national characteristics as demonstrated in negotiating
5 Europeans adopting the same style of negotiating
A Points mentioned: 1 4
B-. Listen to the interview again and match up what is said about the various nationalities' styles and what they do or
what they are like in international negotiations, according to the expert.
Nationality
What they do 1 what they are like
Americans---. are very well prepared
' -make their points in a direct self-explanatory
way
Brazilians
are direct - even blunt
are distant
British
are extremely polite
are indirect, even evasive
French
are informal and open
are ordered and organized
Germans
are pragmatic and down to earth
are thought of as pushy, even aggressive
Japanese
can appear direct and uncompromising
choose their words very carefully
Spaniards
negotiate from a rational and clearly defined position
hold negotiations up
Swedes
look people straight in the eyes
make points in an indirect way
B According to the speaker...
Americans are direct - even blunt
Americans are informal and open
Brazilians look people straight in the eyes
Brazilians make points in an indirect way
British are pragmatic and down to earth
British hold negotiations up
French are ordered and organized
French negotiate from a rational and clearly defined position Germans are very well prepared Germans
can appear direct and uncompromising Japanese are extremely polite Japanese choose their words very
carefully Spaniards are thought of as pushy, even aggressive Swedes are distant Swedes are indirect, even
evasive
Transcript
Interviewer: I'm talking to Jane Crockett who has spent many years

negotiating for several well-known national and multinational

companies. Hello, Jane.
Crockett: Hello.
Interviewer: Now Jane, you've experienced and observed the
negotiation strategies used by people from different countries and
speakers of different languages. So, before we come on to the
differences, could I ask you to comment first of all on what such
encounters have in common?
Crockett: OK, well, I'm just going to focus on the situations where
people speak English in international business situations.
Interviewer: I see. Now not everyone speaks English to the same
degree of proficiency. So maybe that affects the situation?
Crockett: Yes, perhaps. But that's not always so significant. Well,
because, I mean, negotiations between business partners from different
countries normally mean that we have negotiations between
individuals who belong to distinct cultural traditions. Interviewer: Oh,
I see.
Crockett: Well, even' individual has a different way of performing
various tasks in everyday life.
Interviewer: Yes, but, but isn't it the case that in a business negotiation
they must come together and work together, to a certain extent?
Doesn't that level out the style of...the style differences somewhat?
Crockett: Oh, I'm not so sure. I mean, there are people in the so-called
Western world who say that in the course of the past 30 or 40 years
that a lot of things have changed a great deal globally. And that as a
consequence national differences have diminished or have got fewer,
giving way to some sort of international Americanized style.
Interviewer: Yeah, I've heard that. Now some people say that this
Americanized style has acted as a model for local patterns.
Crockett: Maybe it has, maybe it hasn't. Because, on the one hand,
there does appear to be a fairly unified, even uniform style of doing
business, with certain basic principles and preferences - you know, like
'time is money'. But at the same time it's very important to remember
that we all retain aspects of our national characteristics - but it is
actually behaviour that we're talking about here. We shouldn't be too
quick to generalize that to national characteristics and stereotypes. It
doesn't help much.
Interviewer: Yeah, you mentioned Americanized style. What is
particular about the American style of business bargaining or
negotiating?
Crockett: Well, I've noticed that, for example, when Americans
negotiate with people from Brazil, the American negotiafors make
their points in a direct self-explanafory way. While the Brazilians
make points in a more indirect way. Brazilian importers, for example,
look the people they're talking to straight in the eyes a lot. They spend
time on what for some people seems to be background information.
They seem to be more indirect. An American conversation style, on the
other X^nd, is far more like that of point-making: first point, second
point, third point, and so on. Now of course, this isn't the only way in
which one can negotiate. And there's absolutely no reason why this
should be considered the best way to negotiate.

Interviewer: Right. Americans seem to have a different style, say, even

from the British, don't they?
Crockett: Exactly. Which just shows how careful you must be about
generalizing. I mean, how else can you explain how American
negotiafors are perceived as informal and sometimes much too open?
For in British eyes Americans are direct - even blunt. And at the same
time, for the British too, German negotiatots can appear direct and
uncompromising in negotiations. And yet if you experience Germans
and Americans negotiating together it's often the Americans who are
being too blunt for the German negotiafors.
Interviewer: Fascinating. So people from different European countries
use a different style, do they?
Crockett: N...That's right. I mean, another example which I've come
across is the difference between Spaniards and Swedes in business
negotiations. Now Spaniards tend to think of many North Europeans,
such as Germans or Swedes as not being very outspoken - even to the
point of being inhibited. And you sometimes even hear remarks about
Swedes not being able to engage in persona! relationships, that sort of
thing. On the other hand, many North Europeans tend to think of
Spaniards as pushy, or even aggressive. Sometimes on a personal
level, Spaniards tend to disapprove of what they interpret to be
Swedish indirectness, even evasiveness. Swedes are sometimes
characterized by Spaniards as being distant or cold. And not easy to
get on with. Or not easy to get into personal contact with. And their
behaviour in business negotiations is seen as very impersonal.
Interviewer: I've heard it said though that the British give this same
impression to Spaniards.
Crockett: Well, that's true. And yet in other contexts the British tend to
give the impression of not following a particular line. They try to sort
of fit in with the way a negotiation is going. They're sometimes seen as
pragmatic and down to earth. In contrast, say to French negotiafors,
who tend to have a more ordered and organized set of objectives, and
when they make a contribution to the negotiation they do so from a
rational and clearly defined position. They don't give the impression of
wishing to move either from their opinion or their planned 'route'.
Interviewer: While the British are more flexible?
Crockett: Um...I'm not sure about that. In my experience they
sometimes have the reputation of not always being fully-prepared or of
not being entirely clear what they want. Or even sometimes holding
negotiations up, when things could move forward more smoothly.
Unlike, say, their German counterparts. The Germans, well in my
experience, usually tend to be very well prepared.
Interviewer: Mmm. OK...so...what about the Japanese then? I mean, is
their style different from Europeans?
Crockett: Oh well, yes, of course. Many Europeans note the extreme
politeness of their Japanese counterparts. The way they avoid giving
the slightest offence, you know. They're also very reserved towards
people they don't know well. At the first meetings, American
colleagues have difficulties in finding the right approach sometimes.
But then, when you meet them again, this initial impression tends to
disappear. But it is perhaps true to say that your average Japanese

business person does choose his, or, more rarely, her words very
carefully.
Interviewer: So whatever nationalities you're dealing with, you need
to remember that different nationalities negotiate in diffetent ways.
Crockett: Well, it's perhaps more helpful to bear in mind that different
people behave and negotiate in different ways - and you shouldn't
assume that everyone will behave in the same way that you do ...
14.7 Order of adverbs Grammar review
A Look at these examples, which show where you can place different adverbs and adverbial phrases in a sentence.
The examples show the 'comfortable' places, though other, more emphatic, places can be used sometimes.
Adverb position
Before
Unexpectedly, the firm
increased its profits.
Last year the firm
increased its profits.
Recently the firm has
increased its profits.

Mid
The firm unexpectedly
increased its profits.
The firm has recently
increased its profits.
The firm certainly never
increased its profits.

After
The firm increased its
profits unexpectedly.
The firm increased its
profits last year.
The firm has increased
its profits recently.

B Insert the adverbs on the right into the most 'comfortable' place in each sentence.
1 The corporate headquarters moved from Houston to Charlotte.
2 The company realized that it was a profit-making area.
3 Our sales staff worked the whole year.
4 The machine was serviced by the engineer.
5 The production schedule will be achieved.
6 The order book is stagnating.
7 They check their inventory.
8 I'm sorry to say there is little we can do.
9 The customer delivered the cargo.
10 We have increased our product range in order to give our customers
recently very quickly hard
immediately punctually
carefully probably currently weekly
more choice.
gradually
1 The corporate headquarters recently moved from Houston to Charlotte.
2 The company very quickly realized that it was a profit-making area.
3 Our sales staff worked hard the whole year.
4 The machine was carefully serviced by the engineer.
5 The production schedule will probably be achieved.
6 The order book is currently stagnating.
7 They check their invenfory weekly.
8 I'm sorry to say there is little we can immediately do.
9 The customer delivered the cargo punctually.
10 We have gradually increased our product range in order to give our customers more choice.

C Mid-position adverbs
Some adverbs often go in mid-position. Look at the examples and notice what is meant by 'mid-position'.
never always often usually once rarely hardly ever frequently ever obviously probably certainly apparently
almost nearly completely just hardly
We have always rewarded good work. We always reward good work. We can always reward good work. Good work
will always be rewarded.
D Insert the adverbs on the right into the correct position in each sentence.
1 There have been disputes with our suppliers.
Rarely
2 Last year there were delays in concluding contracts.
Frequently
3 The company went bankrupt as a result.
Nearly
4 Now our firm is going to open a European factory.
Probably
5 We would have accepted the offer.
Certainly
6 Serious clients can expect to be told the facts.
Hardly
7 You don't know what we're talking about.
Obviously
8 The customers complain when we send John instead of Margaret to
the sales conference.
Always
9 Their operating expenses remained low.
Apparently
10 The liaison officer forgot to inform the export manager's PA.
Completely
D
1 There have rarely been disputes with our suppliers.
2 Last year there were frequently delays in concluding contracts.
3 The company nearly went bankrupt as a result.
4 Now our firm is probably going to open a European facfory.
5 We would certainly have accepted the offer.
6 Serious clients can hardly expect to be told the facts.
7 You obviously don't know what we're talking about.
8 The customers always complain when we send John instead of Margaret to the sales conference.
9 Their operating expenses apparently remained low. 10 The liaison officer completely forgot to inform
the
export manager's PA.
E In these sentences the adverbs are in the wrong position. Move them into better positions in the sentences.
1 There has been a mistake definitely in this invoice.
2 European computer manufacturers are going apparently to work together on this project.
3 Do you think the firm ever will get the Chinese order?
4 The final price was much higher than occasionally the purchaser expected.
5 The customer was quite initially satisfied with our after-sales service.
6 We asked to see the chief negotiator before we made specifically the decision.
7 The CEO has announced just the export team for the Taiwan project.
8 We are going certainly to investigate the whole question as soon as possible.
9 If the correct procedure is followed you will have hardly ever a breakdown.
10 Although the freight carefully was handled, important components were broken in
transit.
E
1 There has definitely been a mistake in this invoice.
2 European computer manufacturers are apparently going to work together on this project.
3 Do you think the firm will ever get the Chinese order?
4 The final price was occasionally much higher than the purchaser expected.
5 The customer was initially quite satisfied with our after-sales service.
6 We specifically asked to see the chief negotiafor before we made the decision.

7 The CEO has just announced the export team for the Taiwan project.
8 We are certainly going to investigate the whole question as soon as possible.
9 If the correct procedure is followed you will hardly ever have a breakdown.
10 Although the freight was carefully handled, important components were broken in transit.
UNIT 15: Revision
15.1 Grammar revision
15.2 Vocabulary revision
15.3 Functions revision
15.4 Word-building revision
15.5 Midway International Writing
15.6 The Peterborough Effect-1 Reading
15.7 The Peterborough Effect - 2 Reading
15.8 Prepositions revision
15.9 Franchising Listening Q\
The exercises in this unit revise the skills and language points that you've covered in New International Business
English. The exercises are not directly connected with the topic of Unit 15 in the Student's Book.
Your teacher may wish you to use some of these exercises as a progress test. In this case, please don't use the
Answer Key while you're doing the exercises.
15.1 Grammar revision
Decide how best to fill the gap in each of these sentences, as in this example:
How many copies .... with the order?
a) did we sent b) sent we
c) have we sended
d) did we send /
1 I remember asking him on the phone last November....
a) that the goods arrived on time. b) when the goods will arrive.
c) if the goods would arrive on time. d) whether the goods arrived on time.
2 I can't find my glasses..... them anywhere in the office this morning?
a) Are you seeing b) Saw you
c) Have you seen d) Did you have
3 Their product.... more imaginatively this season.
a) is being marketed
b) is marketing c) is been marketed
d) is marketed
4 If we want to make a big impact,... consider a TV campaign.
a) we'll have to b) we better
c) we had to
d) we've got
5 A word processor is .... a typewriter.
a) more easier to use than b) easier to use as
c) as easy to use as
d) not as easy to use than
6 If you .... ice in warm water, it soon melts.
a) will place
b) would place c) place
d) placed
7 The level of discount.... the size of the order that is placed.
a) is depending of b)depends of c) is depending on d)depends on
8 We are looking forward ... you at next year's conference.
a) to seeb) to seeing
c) seeing
d) that we will see
9 The warehouse entrance is .... the main car park.
a) opposite to
b) opposite of
c) opposite from d) opposite
10 The new price lists ... tomorrow and will be available in a few days.
a) are being printed
b) are printed
c) were printed d) will print
11 He told us that he .... for a new job.
a) thought he would apply b) applied
c) is applying
d) had been applying
12 If the components .... delivered earlier we might have been able to start work on time.
a) might have been
b) were c) would have been
d) had been
13 When .... writing the report of the meeting?

a) have you finished

b) are you finishing
c) do you finish d) will you have finished
14 Mr Brown ... ten years.
a) has been head of this department for
b) is head of this department for
c) is head of this department since
d) has been head of this department since
15 The number of orders went up .... we increased our prices by 15%.
a) because
b) although
c) when
d) if
16 Mr Black is the .... office you'll be sharing this month.
a) man, whose b) man, of whom the
c) man of whom the
d) man whose
17 These documents arrived on Thursday,....
a) arrived they?
b) didn't there?
c) didn't they?
d) weren't they?
18 .... our new brochure, which should arrive next week.
a) I just have sentb) I have just sentc) just I have sent d) I have sent just
19 When the postI'll bring it into your office.
a) will arrive
b) arrives
c) is arriving
d) is going to arrive
20 .... an English course can be an interesting experience.
a) To assist
b) To attend
c) Attending
d) Assisting
106
15.2 Vocabulary revision
Here, for a change, is a complete crossword puzzle.
CLUES ACROSS
CLUES DOWN
1 Put down these arrangements to meet people in
1 Open one at a bank (7)
your diary (12) APPOINTS
2 Money is printed on this (5)
7 Payment in instalments (2)
3 The extra you pay the bank for a loan (8)
9 Money to start a business (7)
4 Another word for until (4)
10 When several people run a firm and share the
5 Opposite of import (6)
profits each is a .... (7)
6 A sales figure you aim to achieve (6)
11 Stamp dealers pay more for a stamp if it is.... (4)
8 This department deals with recruitment and staffing (9)
12 Requests for goods (6)
13 This department deals with selling (5)
15 How many millions are there in a billion? (8)
14 Money put into a business in the hope of making a profit
17 A project for the future (4)
(10)
20 Opposite of hard (4)
16 Where business people spend most of their working
21 Employees receive these when they retire (8)
hours (7)
23 A customer gets one as proof of payment (7)
18 A prediction of what something will cost (8)
24 Against the law (7)
19 'A .... and his money are soon parted' (4)
27 He or she deals with correspondence (9)
20 Stoppages of work due to industrial disputes (7)
29 A self-employed business person has his or her .... 22 An unusual business which employs clowns and animals
business (3)
(6)
30 She always ... her name at the end of a letter (5)
25 A business supplies its clients with either.... or services
31 These supply the raw material for paper (5)
(5)
32 Abbreviation for Street (2)
26 Opposite of borrow (4)
28 When shareholders accept a take-over bid, they are
saying '....' (3)
15.3 Functions revision
A Look at the expressions below. Which of them would you use to express each of these ideas?
What would you say ...
1 if you do not want to accept the advice someone is
a) Did I ever tell you about...?
giving you?
b) Yes, I'm all in favour of that...
2 when you want to complain indirectly to someone?
c) i doubt if we'll be able to ...
3 when you want to tell someone a story?
d) I think you should know that...
4 if you haven't understood an explanation?
e) I'm not sure that's such a good idea.

5
6

when you wish to agree with someone?

if you want to interrupt someone in a discussion to say
something?

7
8

when it's unlikely that you can do something?

when you would like a person to do something for you?

9
10

when you want to give someone some information?

when someone you already know is introduced to you?

f)

Yes, I think we've met before. Good to see

you again.

g)

There may have been a misunderstanding

about...
Could i make a suggestion?
Do you think you could ...?
I'm sorry, what did you say ...?

h)
i)
j)

1e 2g 3a 4j 5b 6h 7 c 8i 9d 10 f
B Write down what you would say in these situations. Here is an example: The receptionist tells you on the intercom
that Mrs Martin has arrived.
1 Mrs Martin, a client, has arrived on her annual visit to your office.
2 She asks if she can make a long distance phone call after your meeting.
3 A plane flying over makes it impossible for you to hear the reason she gives.
4 She says her Christmas order didn't arrive till mid-January. You know this, but blame the shipping department.
5 She says that she called the shipping manager, but just got a rude, unhelpful reply. Thank her for this information.
6 Your new product will sell well - make sure she knows this.
7 She says your new product is just right for her market. You agree.
8 She asks you to show her how your new product works. How do you begin your explanation?
9 She wonders if she should place an order for 200 or 250 units.
10 You have just remembered an amusing experience. How do you begin telling Mrs Martin the story?
B
Suggested answers - many variations are possible
1 Good morning, Mrs Martin, it's nice to see you again. Did you have a good journey?
2 Yes, certainly, you can use the phone in my office. Just dial 9 for an outside line.
3 Sorry, could you say that again, please?
4 Yes, I know, I'm very sorry about that. There was a slip-up in our shipping department.
5 Thanks for letting me know. I'll look into that right away.
6 I'm absolutely sure that our new product will sell well.
7 That's exactly what I think.
8 Well, the first thing you have to do is...
9 Well, if I were you, I'd place an order for 250, because
10 Mrs Martin, did I ever tell you about... ?
15.4 Word-building revision
Fill the gaps in these sentences with a compound word built from the word given on the right. Here is an example:
BP is a large ...MULTINATIONAL... corporation. nation
1 Before operating the machine, you must.........................the screws. tight
2 You'll be impressed by the.........................of this equipment. flexible
3 The.........................of their offices has cost a lot of money. modern
4 The applicant is too.........................for us to consider employing him. experience
5 To say that exporting is profitable is an......................... simple
6 We've had-complaints because the machine is......................... rely
7 We're still waiting for the.........................of the loan we gave them. pay
8 Turn the handle.........................to open the door. clock
9 She is a very good manager and......................... administrate
10 Thank you for your........................., it was very helpful. recommend
1 tighten
6 unreliable

2 flexibility
3 modernization
4 inexperienced
5 oversimplification

7 repayment
8 anti-clockwise
9 administrafor
10 recommendation

15.5 Midway International writing

The situation
You work for Midway International, a trading company in your own country. One of your suppliers is Original Products
pic in Scotland, who manufacture a range of hightech products. One of your customers is Ultimate Pty in Australia.
Your company has received the letter below. Your boss, Mr Meyer, has told you to take appropriate action and he has
left you some notes (see the Guiding points on the next page).
Original Products plc
20 Kirkton Campus
Livingston EH54
6QA Scotland
April 2, 2010
Midway International
P. 0. Box 777
K-4550 Euroville
Yourland
Dear Mr Meyer
Your order: MI/876
We regret to inform you that there will be a delay in delivery of your order number MI/876 for 200 of our OP 232.
This is due to a number of problems we have been having with the CPUs. We found that we were having to reject an
unacceptable proportion of these and it has been necessary for us to look further afield for an alternative supply.
However, we have today secured the firm promise of a supply of US-manufactured 68020s, which we expect to
receive by airfreight within the month.
As a result of using the 68020 instead of the original 68000, the processing speed of the unit is now slightly reduced
from 12.0 MHz to 9.7 MHz. This should present no compatibility problems for users.
May I take this opportunity of asking you for some feedback on our OP 424 series products? We are keen to have
information on your own and your customers' reactions to the price, packaging and design of these units. Also, if you
have any comments on the performance and reliability of these units, perhaps you could let me know as we have
been getting some unconfirmed reports of failures.
Thank you very much for your help and patience.
Let me assure you that we will make our best efforts to expedite your order.
Yours sincerely
J. McArthur (Mrs)
e-mail: j.mcarthur@unique.co.uk
Telephone: 44 1506 444777 Fax 44 1506 33881
Write two letters, e-mails or faxes:
A) to Original Products plc, B) to Ultimate Pty.

You are on first-name terms with Bruce Dundee of Ultimate, but not with Mrs McArthur of Original Products.
Guiding points (Make sure you deal with all these points.)
A Guiding points for letter, e-mail or fax to Mrs McArthur:
1 Hurry up or we will cancel order - wemtutreciisntke-unitsby 1 May
2 Make- sure- we- have-priority ovtr other customers
3 Speed of the unit ti conjUerably sbuwtkmspecifiadw acceptable- and, price, should, be $4S lower
4 refeedback on, OP 424 series: we'll ask our own, customersfor comments
5 We have one, OP 424 in our head, office,: stems to overheat, but hasn-'t broken down, - yet!
6 In, case of breakdown-, should users return, defective, units to yourfactory?
Model letters - many variations are possible
Midway International
P.O. Box 777 K-4550 Euroville Yourland
Mrs |. McArthur Original Products pic 20 Kirkton Campus Livingston EH54 6QA
Scotland April 10, 20_
Dear Mrs McArthur
Our order Ml/876

We were very
dismayed to receive
your letter of 2
April, announcing a
delay in shipping
this order.
I should like to
point out that we
have customers
waiting and that if
the goods do not

Chng ti v cng tht

vng

arrive soon, we
shall have to cancel
this order. It is
essential that we
receive the units by
1 May at the very
latest. May I ask
you to make sure
that you give our
order top priority, as
we have been loyal
customers of yours
for many years.
A further point in
your letter gives us
great concern. You
say that the speed of
the unit is 'slightly
reduced'. In our
opinion, however,

the speed of the unit

is considerably
slower than the
specification. We
fear that our
customers will not
find this acceptable.
In view of this, we
suggest that your
price to us should
be reduced by $45
per unit.
Regarding feedback
on your OP 424
series, we will ask
our own customers
for their comments
and keep you
informed. We have
one OP 424 in our

head office which

does seem to
overheat, but so far
this unit has not
broken down - yet!
We would also like
to know whether, in
case of breakdown,
users should return
the defective units
directly to your
facfory for repair or
replacement.
We look forward to
hearing from you
and hope that you
can reassure us on
the points made
above.
Yours sincerely,

Your name p.p. M.

Meyer

B Guiding points for letter, e-mail or fax to Mr Bruce Dundee, Ultimate Pty, 4130 Pacific Drive, Brisbane, Australia:
1 Apologize, for delay in- supplying order UP/901for 10 OP 212s
2 Explain reasons for delay
3 We plan, to skip- to you, on-2 May by airfreight - or tarUer if possible,
4 Mention- our worries about speed reduction- - will this affectyou^
5 Manufacturer may reduce,price, - wt-U pass this saving on, to you,
6 Ask forfeedback, on- OP 424 series
7 Ask if any OP 424s have broken down,
8 Sena,greetings to Sheila, (Bruce's wife)
B
Midway International
P.O. Box 777
K-4550 Euroville
Yourland
Mr Bruce Dundee
Ultimate Pty
4130 Pacific Drive
Brisbane
Australia
April 10, 20_
Dear Bruce,
Michael, who's on holiday this week, has asked me to write to warn you that your order UP/901 for 10 OP
232s is going to be delayed. We are very sorry about this but there is not much we can do. The
manufacturers have had some difficulties with unreliable CPUs but they have solved these problems by
finding a supplier in the USA. We now plan to ship to you on 2 May by airfreight - but if we do manage
to get our delivery earlier, we will put them straight on the plane to you.
I have also been asked to mention that although more reliable CPUs are being used (68020s instead of
68000s), the processing speed is reduced from 12 MHz to just under 10 MHz. I don't think this will affect
your use of the units, though. We are asking the manufacturer to reduce the price and if they agree to do
this, we will pass this saving on to you in full.
One more thing: could you give us a few comments on the OP 424 series? We would like to know your
reactions to the price, packaging and design of this product. If you have had any problems with reliability,
could you let us know about that too, please?
Thanks for your patience. We will send you a fax as soon as the OP 232s are ready to ship.

Best wishes to Sheila.

Yours,
Your name
for Michael Meyer

Michael, who's on holiday this week, has asked

me to write to warn you that your order
UP/901 for 10 OP 232s is going to be delayed.
We are very sorry about this but there is not
much we can do. The manufacturers have had
some difficulties with unreliable CPUs but they
have solved these problems by finding a
supplier in the USA. We now plan to ship to
you on 2 May by airfreight - but if we do
manage to get our delivery earlier, we will put
them straight on the plane to you.
I have also been asked to mention that although
more reliable CPUs are being used (68020s
instead of 68000s), the processing speed is
reduced from 12 MHz to just under 10 MHz. I
don't think this will affect your use of the units,
though. We are asking the manufacturer to
reduce the price and if they agree to do this, we
will pass this saving on to you in full.
One more thing: could you give us a few
comments on the OP 424 series? We would
like to know your reactions to the price,
packaging and design of this product. If you
have had any problems with reliability, could
you let us know about that too, please?
Thanks for your patience. We will send you a
fax as soon as the OP 232s are ready to ship.
Best wishes to Sheila.

Michael, nhng ngi i ngh tun ny, yu

cu ti vit cnh bo bn rng t hng ca
bn UP/901 trong 10 OP 232s s b tr hon.
Chng ti rt xin li v iu ny nhng khng
c nhiu chng ta c th lm. Cc nh sn xut
c mt s kh khn vi CPU khng ng tin
cy nhng h gii quyt c nhng vn
ny bng cch tm mt nh cung cp M.
Chng ti hin c k hoch gi n bn vo
ngy 02 thng 5 bng ng hng khng nhng nu chng ta qun l c c giao
hng ca chng ti trc , chng ti s t
chng trc tip trn my bay cho bn.
Ti cng c yu cu cp n rng mc
d CPU ng tin cy hn ang c s dng
(68020s thay v ca 68000s), tc x l gim
t 12 MHz n di 10 MHz. Ti khng ngh
rng iu ny s nh hng n vic s dng
ca bn ca cc n v, mc d. Chng ti
ang yu cu cc nh sn xut gim gi v
nu h ng lm iu ny, chng ti s
vt qua iu ny tit kim cho bn y .
Mt iu na: bn c th cung cp cho chng
ti mt vi kin trn series 424 OP? Chng
ti mun bit phn ng ca bn bao b, gi
c v thit k ca sn phm ny. Nu bn c
bt k vn vi tin cy, bn c th cho
chng ti bit v iu qu, xin vui lng?
Cm n s kin nhn ca bn. Chng ti s gi
cho bn mt fax ngay sau khi cc 232s OP
sn sng tu.
Chc Sheila.

15.6 The Peterborough Effect -1 Reading

Read the text carefully, then choose the correct answers to the questions below.

PEARL RELOCATES
The Pearl Group is to relocate its London

Pearl thay i a im.

Tp on Pearl phi ng lot di tr s t

headquarters and five regional offices to

Peterborough in a move involving 2,000 jobs.
Pearl has obtained a 20-acre site at Peterborough
Business Park, on which it "will develop a 250,000
square feet building at a cost of 25 million.
Construction is planned to start next spring, with the
new building ready for occupation two years later. In
the meantime, Pearl will start moving staff into
temporary accommodation in Peterborough later
this year. It is the second major endorsement of
Peterborough by the Pearl Group. Some years ago,
Pearl Assurance obtained a 10-acre site from the
Peterborough Development Corporation at Thorpe
Wood for its computer and accounts centre.
The 400 staff who currently work at Thorpe Wood
will transfer to the new offices and the older building,
says Pearl, "will be surplus to requirements and will
be further developed as an investment." A further
1,600 staff employed by the Group will be given the
opportunity to move to Peterborough. Pearl
estimates that its relocation decision will create an
annual demand of between 200 and 300 jobs in the
Peterborough area.
Group Chairman Einion Holland said: 'To maintain
its position as one of the UK's leading life offices,
Pearl must be able to offer its customers the
products they want at the right price. This requires
the combination of operational flexibility and
efficiency and low costs, which it would have been
impossible to achieve at our existing Chief Office.
"The ability to centralise our operations in
Peterborough and to develop the most up-to-date
computer systems which only a purpose-designed
building will allow, will bring important long-term
benefits for our customers, shareholders and
employees."
Pearl has occupied the same High Holborn building
since 1915. Now the entire building is in need of
major refurbishment, but no decision has yet been
made about its development. It is estimated that
among the long-term savings created by the move
to Peterborough will be running costs of 1 million a
year, and London weighting of 2 million.
Peterborough beat off competition from other places
because of Pearl's experience of the successful
earlier relocation, and because of the quality of the

London v 5 vn phng khu vc khc n

Peterborough cng vi 2000 nhn vin.
Pear c mt a im 20 mu Anh ti khu
Peterborough Business Park, ti h s xy
dng ta nh din tich 250000 b Anh vi kinh
ph 25 triu Bng.
Theo d tr, cng trnh s c tin hnh vo
ma xun ti, v s a vo s dng 2 nm sau
. ng thi Pearl s bt u chuyn nhn
vin n tm ti Peterborough vo cui nm
nay.
y l ln th 2 tp on Pearl cng c tr s
ca mnh ti Peterborough.
Cch y vi nm, Pearl Assurance mua c
a im 10 mu Anh ca Peterborough
Development Corporation ti Thorpe Wood
lm trung tm k ton v vi tnh.
Lc lng nhn s hin nay lm vic ti
Thorpe Wood s chuyn sang tr s mi; cn
tr s c theo Pearl cho bit, "s coi nh tha
khng dng n v s sa li bn.
Tp on tuyn thm 1600 cng s c c hi
chuyn sang Peterborough.
Pearl phng on quyt inh di tr s s c
nhu cu tuyn dng khong 200-300 nhn vin
nm ti khu vc Peterborough.
Ch tch tp on Einion Holland cho bit: "
duy tr v th ca tr s bo him nhn th
hng u ti Anh nh trc y, Pearl phi c
kh nng cung cp cho khch hng sn phm
m h cn vi gi phi chng
iu ny i hi c s kt hp gia s linh
hot v hiu qu kinh doanh v ct gim chi
ph, m y l nhng iu m cng ty khng
th thc hin c ti tr s chnh nh hin
nay.

site at the business park. For Peterborough, it is the

biggest single relocation out of more than 420 firms
attracted since the city's expansion programme
began, beating the move of travel organisation
Thomas Cook from London to Thorpe Wood which
involved more than 1,000 jobs.
Development Corporation General Manager
Kenneth Hutton said: "This is the best news we
have had. We have been working on this project for
many months, and we knew that Pearl was looking
at several other places very seriously. Peterborough
won because it was the best."
1 Before they acquired the 20-acre site, Pearl Group ...
a) already had one site in Peterborough.
b) already had two sites in Peterborough.
c) had no sites in Peterborough.
2 Staff will start moving to Peterborough ...
a) shortly before the new building is completed.
b) when the new building is completed.
c) long before the new building is completed.
3 When the new building is complete, Pearl's Thorpe Wood building will...
a) be used as temporary offices.
b) not be used by Pearl.
c) be used as its computer centre.
4 The new building in Peterborough Business Park will house Pearl's ...
a) headquarters.
b) headquarters and five regional offices.
c) headquarters, computer and accounts centre, and five regional offices.
5 Pearl plan to relocate to Peterborough so that...
a) they can redevelop their London head office.
b) they can operate efficiently and keep costs low.
c) their products will be more competitive.
6 Moving to Peterborough will save Pearl...
a) 1 million a year.
b) 2 million a year.
c) 3 million a year.
7 Peterborough was chosen, rather than another location, because of...
a) Pearl's successful relocation of its computer and accounts centre.
b) Peterborough's closeness to London.
c) Thomas Cook's successful relocation to Peterborough.
8 When Pearl's new building is complete ...
a) 1,600 employees will have to move to Peterborough.
b) 400 employees will move to Peterborough.
c) 1,600 employees can move to Peterborough if they wish.
9 After the move, the total number of Pearl employees in Peterborough will be ...
a) 200 to 300. b) 1,600. c) 2,000.
10 Pearl Group's business is ...
a) manufacturing, b) life assurance, c) travel services.
1a 2c 3b 4c 5b 6c 7a . 8c 9c 10b

15.7 The Peterborough Effect - 2 Reading

Read the text, then choose the correct answers to the questions on the next page.
Americans choose city as a pivot for European trade
An American firm which uses the most sophisticated communication equipment has chosen Peterborough as the
pivot between its European customers and manufacturing plants around the world.
Chesterton (UK) Ltd is part of Chesterton International, a specialist engineering group based in Massachusetts.
Its new European Customer Service Centre has been set up in offices in a converted older building on the edge of
Peterborough's Queensgate covered shopping centre.
The new centre will receive orders from all parts of Europe, translate them, and pass mem to the Chesterton factories
in Holland, Eire and the USA.
Each of its Peterborough staff has mastery of at least one European language - and all but one of them were
recruited from the locality.
Chesterton specialises in pumps and sealing devices used in the process industries. International Manager Philip
Metz said: "Peterborough was chosen because it was the place which best met our criteria of central location, high
technology communications capability and the availability of highly educated quality staff."
The Peterborough operation is a return & "home" for the company, which was ff
formed 102 years ago by A. W. Chesterton soon after emigrating from the East Midlands town <j?
of Loughborough.
1 Chesterton's Peterborough offices are ...
a) purpose-built.
b) near the shopping centre.
c) extremely attractive.
2 The new centre will receive orders ...
a) from European countries.
b) from all over the world.
c) from the United States.
3 The new centre is being set up because ...
a) it is expensive for customers to communicate with the USA direct.
b) orders are placed in many different languages.
c) Chesterton has so many factories in Europe.
4 Every member of the new centre's staff can speak English and ...
a) one or more European language.
b) more than one European language.
c) one European language.
5 The new centre's staff...
a) all come from Peterborough.
b) mostly come from the Peterborough area.
c) all come from the Peterborough area.
6 Chesterton's business is...
a) communications.
b) processing.
c) manufacturing.
7 Peterborough was chosen because of its location and because ...
a) the founder of the company came from the East Midlands.
b) Chesterton has no factories in the UK.
c) suitable staff were available.
lb 2a 3b 4a 5b 6c 7c
15.8 Prepositions revision

Fill the gaps in this text with the right prepositions, as in this example: We must give priority ...to.... export orders.
1 There is a lack...............information...............that company.
2 We still have 200 boxes...............order...............you.
3 The consignment consists...............four large crates...............all.
4 Max was left...............charge...............the department for too long.
5 He signed the documents...............behalf............... his company.
6 She retired...............the firm...............the age of sixty.
7 ...............reference...............your order, we apologize for the delay.
8 We always insist...............payment...............advance.
9 Can you deal...............this report in time...............the meeting?
10 I've never visited Britain...............business, only...............holiday.
1 of about
6 from at
2 on from/for 7 With (GB) / In (US) to
3 of in
8 on in
4 in of
9 with for
5 on of
10 on on
15.9 Franchising Listening
You'll hear a recording of part of a training session for small business people on the principles and practice of
franchising.
A Before you listen to the recording, read this introductory text:
15.9 FRANCHISING
The principle of franchising is that the FRANCHISOR sells an established, successful business format to a
FRANCHISEE, who will carry on the business in a clearly defined territory. Nguyn tc ca nhng quyn l
ngi nhng quyn cho php ngi c nhng quyn s dng m thc kinh doanh thnh
cng hay c th trng vng chc ca mnh vng lnh th xc nh tht r rng.
All franchises trade under the same name and appear to be branches of one large firm, not independent companies.
In the USA, most of the well-known fast food restaurant chains and hotel/motel chains are actually franchises. Some
examples are: McDonald's restaurants, Budget Rent-A-Car and Tandy/Radio Shack stores.
B The missing words are underlined:
1 an established product or service and a well-known brand image.
2 an operating manual, showing how the business should be set up and how it must be run.
3 help, advice and training in setting up the business.
4 continuing advice, training and support during the life of the franchise.
5 the equipment that's required to set up and operate the business.
6 stock of the product, which he will be able to obtain cheaply in bulk. This may result in savings or,
depending on the franchisor's mark-up, commit the franchisee to buying at above the market price.
7 local, national and even international advertising.
B Listen to the first part of the recording. Fill the gaps in this summary.
The franchisor usually supplies:
1 an..............................product or service and a well-known.............................. image.
2 an..............................manual, showing how the business should be set up and how
it must be run.
3 help, advice and training in..............................the business.
4 continuing advice, training and support during the..............................of the
franchise.
5 the..............................that's required to set up and operate the business.
6 ..............................of the product, which he will be able to.............................
cheaply in...............................This may result in savings or, depending on the

franchisor's mark-up,..............................the franchisee to buying at

..............................the market price.
7 local, national and even international..............................
B The missing words are underlined:
1 an established product or service and a well-known brand image.
Dch v hay sn phm ng vng trn th trng v 1 hnh nh
2 an operating manual, showing how the business should be set up and how it must be run.
Cm nang iu hnh, ch r hot ng kinh doanh cn c thit lp ra sao v iu hnh th
no.
3 help, advice and training in setting up the business.
H tr, t vn v o to tham gia to dng doanh nghip.
4 continuing advice, training and support during the life of the franchise.
T vn, o to v h tr thng xuyn trong sut thi hn c hiu lc ca hp ng nhng
quyn.
5 the equipment that's required to set up and operate the business.
Trang thit b phi c cung cp v h tr iu hnh doanh nghip.
6 stock of the product, which he will be able to obtain cheaply in bulk. This may result in savings or,
depending on the franchisor's mark-up, commit the franchisee to buying at above the market price.
D tr sn phm, v ngi c nhng quyn c th c c s lng sn phm ln vi
gi r. Nh vy s tit kim c nhiu chi ph hay, theo ng chnh sch gi c ca ngi
nhng quyn, c th rng buc ngi c nhng quyn cam kt mua cao hn gi th
trng.
7 local, national and even international advertising.
C Listen to the second part of the recording and answer these questions about it:
1 The questioner points out that...
a) franchisees usually require varying amounts of on-going support.
b) franchisors tend to reduce their on-going support a year after start-up.
c) not all franchisors give the same quality of support.
2 She also points out that, as a franchisee, you must find out ...
a) what brand image and support the franchisor is providing.
b) what level of help you will be getting after a year or so.
c) what level of help you will get when you start up the franchise.
3 In the case of problems in running the franchise, you need to know:
a) Will the franchisor be able to solve all your problems?
b) Will the franchisor provide financial support in an emergency?
c) Will you be offered regular advice by the franchisor?
4 In his answer, the lecturer points out that the franchisee should find out what help he/she will get from the
franchisor ...
a) in recruiting staff.
b) in training his/her present staff in new skills.
c) in training new staff.
5 You should also find out whether ...
a) the franchisor will continue to research and develop the product.
b) the product has been thoroughly researched and developed.
c) the franchisor will charge you a levy for R&D.
6 You need to know whether the franchisor is ...
a) continuing to advertise the product.
b) spending as much on advertising as the franchisees are charged.
c) spending enough money on advertising.
7 The lecturer goes on to say that a franchisee pays the franchisor ... a) a substantial capital sum.

h) a monthly fee.
c) both a capital sum and a monthly fee.
8 To raise money to pay for a franchise, a franchisee ...
a) will probably have a lot of difficulty in getting a bank loan.
b) will probably have little difficulty in getting a bank loan.
c) must have an enormous amount of money in the bank.
9 The franchisor's income from a franchise is calculated on the basis of ...
a) the franchisee's net profits.
b) the franchisee's total sales.
c) the franchisee's net monthly income from the franchise.
10 If a franchisee wants to sell the franchise to someone else ...
a) he/she must have the franchisor's permission.
b) he/she must pay the franchisor a substantial commission.
c) he/she is not allowed to do this, he/she must sell it back to the franchisor.
lc 2b 3c 4b 5a 6b 7c 8b 9b 10 a
15.9C Speaker: Now I'll assume you all know what a
franchise is. Yes? So let's have a look at the roles of the
franchisor and the franchisee. In most cases the
franchisor usually supplies seven things.
Firstly, an established product or service and a wellknown brand image. And then he'll supply an operating
manual, showing how the business should be set up and
run. He'll also supply help, advice and training in setting
up the business. He'll normally give continuing advice
and training during the life of the franchise. And then
he'll normally supply all the equipment that's required to
set up the business. Then he'll continue to supply a stock
of the product, which he'll be able to obtain cheaply in
bulk. This may result in savings, or depending on the
franchisor's markup, commit the franchisee to buying at
above market price. And lastly, he'll be responsible for
local, national and even international advertising.
Questioner: Sorry to interrupt, but I think it's important
to emphasize that the on-going support you mention
may vary a lot from franchise to franchise. The brand
image of the product and the level of help you get at
start-up are visible. But what is likely to happen after,
say, twelve months of operating the franchise is much
harder to foresee. For example, if things go wrong and
your profits are low, you need to know what kind of
help you're likely to get - do the franchisor's advisers or
trouble-shooters visit regularly? Do they have a mobile
back-up team to take over in an emergency? I think it's
important to be clear about things like that. Are there
any other things like that you need be beware of?
Speaker: Oh, yes. Yes, I agree with you about the
importance of this. Yes, there are many other aspects of
continuing support. You need to know if there will
continue to be refresher courses to retrain staff - and if
there are, will these courses be good and how much will

No... ti cho rng tt c cc bn bit nhng quyn

l g. ng khng? Th th chng ta hy ni n vai
tr ca ngi nhng quyn v ngi c
nhng quyn. Hu nh cng ty nhng quyn
thng phi cung cp 7 vic.

they cost? You'll also want to know if the franchisor is

devoting part of his profits to on-going research and
development of the product. And you also want to be
sure that, if he's charging you a levy for advertising, that
this money's actually being spent on advertising. That
kind of thing. But let's discuss this later on. Questioner:
Thank you. Yes.
Speaker: Now, if we look briefly at the other side of the
operation: what the franchisee brings to the business.
The first thing he brings - I'll call the person he, though
of course it may well be a she! The first thing he brings
is capital: he has to pay a capital sum to buy the
franchise for a particular territory: for a big hamburger
franchise this could be as much as half a million pounds.
Of this, normally, 30% would be the franchisee's own
capital, and 70% from a bank. Banks look very
favourably on franchises.
He also has to pay a monthly fee to the franchisor, this
is usually based on percentage of sales - not profits.
There may also be an advertising levy.
He also has various commitments under the terms of his
contract, some of which have a good side and a bad
side. For instance, he's committed to following the
franchisor's methods. Also he can't sell the franchise
without the franchisor's agreement. You also know that
he's obliged to show the franchisor all his documents
and sales figures and he is also committed .. .

V cui cng ngi nhng quyn chu trch

nhim qung co ti a phng, trn ton quc
hay quc t.
to be responsible to somebody for something.
1) Cng ty trch nhim hu hn ca chng ti
chu trch nhim bo v mi trng.
2) Chng ti phi chu trch nhim vi cng
ng dn c v cc hot ng sn xut ca
chng ti.