体验商务英语综合教程第3册录音文1

体验商务英语综合 教程 人力资源管理pdf成真迷上我教程下载西门子数控教程protel99se入门教程fi6130z安装使用教程 第3册录音文1 体验商务英语综合教程第3册录音文本 UNIT 1 Globalisation 1.1 Could you tell me about the advantages and disadvantages of globalisation? The great advantage of globalisation in my view is that it increases competition. Companies and firms have to be careful and have to order their affairs so that they compete in a global market. But I think that is outweighed by a large number of disadvantages. The first one is that it does hurt the local government's ability to deal with issues like welfare benefits, wages and taxes, mainly because the corporation is able to say to the British Government or the French Government or the American government, ‘Look, unless you lower your taxes on us, we'll the moving off to South East Asia or Latin America', and so on. And so it takes out of the hands of government the ability to control their own welfare systems, and provide a decent infrastructure for their people. Now this is not so bad as long as there is some negotiation between governments and companies. But more and more in recent years, companies have started to rule the roost. The corporation... some commentator said the other day, ‘The corporation is the most important institution in our lives,' and I think there's a lot truth in that. They can now dictate to governments, and I want to see some kind of give-and-take between governments and corporations. Now that's the first problem. The other problem that I see, of course, is one of unemployment in the Western world. As companies want to improve their profitability, they're going to be looking for the low-cost, low-wage centres. So we're going to see a flight of capital from the West which is going to be sudden and dramatic. If this is too sudden and is not managed properly we could find very sever employment problems in the Western world. So that is, I think, the kind of issue we've got to deal with as this process of globalisation gathers pace. 1.2 A survey has come up with some interesting information about the cost of living in our major cities. Tokyo is still the most expensive city in the world. Osaka is second and Moscow third, on a par with Hong Kong. Many European cities have gone down the rankings because their exchange rates have become weaker against the US dollar. Moscow's exchange rate has also become weaker, but Russia has a much higher inflation rate than many European countries. So prices in Moscow are among the highest in Europe. But there is one advantage of living in Moscow. The underground is excellent-very cheap and much more comfortable than the one in London. New York is the most expensive US city. This is because the US dollar is stronger than many other currencies. Some European countries that used to be far more expensive than New Your are now much cheaper. London is the 10th most expensive city in the world, according to the survey. A year ago, London was 5%-10% cheaper than many French and German cities. This is no longer so. Now London is 15% dearer than the German and French cities mentioned in the survey. However, London is a good city to live in. Business people said that London was the most exciting of all the major cities in the world. Londoners also claim that it is cleaner than it used to be, and safer than many other European cities. If you're hard up, don't go to Oslo-it's Europe's most expensive city. Meals at restaurants cost a fortune and drinks are very pricey. 1.3 Conversation 1 Yes? Could I speak to Mr Smith? Er... I don't know erm I think he's out. Do you know when he'll be back? Well, I'm not quite sure. You could maybe try tomorrow. OK. Bye. Conversation 2 Hello. Is that Janet, Bill's secretary? Yes, that's right. It's John Blank. I'm just phoning to give him an invoice number. Yeah. What is it? Oh, let me see, where is it. Yeah, I've got to have it here somewhere. Look, phone me back when you find it. I'm rather busy just now. Conversation 3 Hello. I'd like to speak to Bob Graham. He's not here. Could you tell me when he'll be back? Later this afternoon. Well, could you take a message for me? Sorry, I don't have time. I'll have to ring off, I'm going to lunch. Conversation 4 Hello, it's Susan here. I'm just phoning to check my appointment with Chris tomorrow. Yeah? Could you look it up for me? Oh, I don't know... where's the diary?... Yes, got it. So it was the 16th, was it? No, the 18th. No, I can't find anything, I didn't write it down. Conversation 5 Hello Bilk Ltd. Hello, this is Jack Johnson. I'm phoning about the delivery. Has it arrived yet? No, it hasn't. We've been waiting a week. It still isn't here yet. I'm really sorry about that. Well, we've been waiting for too long. It's not good enough. You're wasting our time. Oh, I'm sure your order will be... UNIT 2 Brands 2.1 What is branding and why do we need brands? A brand can be a name, a term or a symbol. It is used to differentiate a product from competitors' products. The brands guarantee a certain quality level. Brands should add value to products. It's a synergy effect whereby one plus one equals three. But customers must believe they get extra value for money. 2.2 There are different types of brands. There are what we refer to as the stand alone brands or individual brands, for example Ariel, Haagen Daaz ice-cream, Direct line insurance, or Marlboro cigarettes. They require separate marketing support. There's also the corporate branding, or family brands such as Heinz or Virgin, Marks and Spencer, Levis. 2.3 We need new brands because, well, customers want new brands. They want choice. They want a selection of different products. They like to rely on the quality levels guaranteed by the company. They like to trust products. It makes shopping so much easier for them. And also, they like to identify with brands. UNIT 3 Travel 3.1 Good morning, CPT. How may I help you? It's Philippa Knight here. Could you put me through to extension 281 please? Certainly. Putting you through. Hello. Maria Bonetti speaking. Hello Maria. It's Philippa Knight from The Fashion Group in New York. Hi Philippa, how are things? Fine thanks. I'm calling because I'll be in London next week and I'd like to make an appointment to see you. I want to tell you about our new collection. Great. What day would suit you? I'm fairly free next week, I think. How about Wednesday? In the afternoon? Could you make it then? Let me look now. Let me check my diary. Oh yes, that'd be no problem at all. What about 2 o'clock? Is that OK? Perfect. Thank very much. It'll be great to see you again. We'll have plenty to talk about. That's for sure. See you next week then. Right. Bye. Bye. 3.2 Good morning, CPT. How may I help you? I'd like to speak to Maria Bonetti, extension 281, please. Thank you. Who's calling please? It's Philippa Knight, from The Fashion Group. Thank you. I'm putting you through. Hello, I'm afraid she's engaged at the moment. Will you hold or can I take a message? I'll leave a message please. The thing is, I should be meeting Ms Bonetti at 2 pm, but something's come up. My plane was delayed, and I've got to reschedule my appointments. If possible, I'd like to meet her tomorrow. Preferably in the morning. Could she call me back here at the hotel please? Certainly. What's the number please? It's 020 7585 3814. I'll be leaving the hotel soon, so if she can't call me back within, say, within the next quarter of an hour, I'll call her again this morning. Is that OK? Right. I've got that. I'll make sure she get's the message. Thanks for your help. Goodbye. Goodbye. 3.3 Could you introduce yourself please? Certainly. My name's David Creith and I'm the Customer Service Teaching Manager for British Airways in Terminal 4 at Heathrow. What problems do you have to solve for business travelers? A lot of problems. Probably the main one is seating requests. A lot of business travelers have specific seating requests. Some people want an aisle, some people want a window, some people want to sit next to their colleague. It's not always possible to give everyone the exact seat they want due to the aircraft being fully booked. Certain passengers may say this is going to disrupt their business trip, because they can't discuss things with colleagues-that sort of thing. One of the other things we get is downgrading. Sometimes, like all airlines, due to commercial pressure we have to oversell fights. Occasionally we miscalculate and have to downgrade passengers to a lower class — for example from First to Business Class or Business to Economy. Obviously passengers aren't happy about this at all. The opposite thing is an upgrade. Passengers may request an upgrade for countless reasons — for anything that has happened to them in the past and they perceive that British Airways has done wrongly. Or just because they think they're a very important person or very commercially important as regards British Airways. And so they demand an upgrade for the smallest of reasons. For example, we have Gold Card holders — that's part of the British Airways frequent flights scheme — who like to see their status recognised and will request an upgrade almost habitually. There are also problems with baggage. Passengers' baggage may have been lost or damaged on previous flights, and it may mean a lot of running around on my part, and trying to trace where a bag may have gone missing or how it was damaged. And it's quite an exhausting process trying to find out things because, obviously Heathrow and British Airways is a very large organisation. 3.4 How do you deal with people who complain by phone? The very first thing you've got to do is listen very carefully, because they may have a very valid cause for complaining. But the important thing is to listen carefully enough to find the actual cause of the complaint, and not just the symptoms of the complaint. For example, a passenger may have been on a delayed flight. From our point of view it's important to find out what actually caused the delay — because it may have been factors completely out of the airline's control. And if it was something to do with the airline then we obviously have to try and redress that, so that it doesn't happen again and offer an apology if it's due. UNIT 4 Advertising 4.1 1 There's one about a car with lots of children and people dancing. They're all playing around. I like it because it's colourful, I like the music and it's chaotic. But I can't remember what car it is. Oh, and I hate all the ads for banks and insurance companies. They're so boring. 2 The one I liked was Levi Strauss, when a very good looking boy dives into a pool. And everyone thinks he looks marvelous. And there's a great tune they play-'Mad about the boy'. 3 I liked the Renault Clio ad so much that I went out and bought the car. My husband hadn't passed his driving test and it was totally my decision. I thought it was a funny ad. It just appealed to my sense of fun, and actually it was a bit of a joke to say that I'd bought something as big as a car purely on the basis of the advert. 4 I remember watching a Dairy Box chocolate advert very late at night with some collage friends, and there was an all-night garage round the corner. Suddenly I just felt that I had to have those chocolates and I went out and bought them. It was an immediate response to an advert. Normally you don't allow yourself to be influenced strongly by ads but sometimes it's fun just to go along with it. 4.2 Andrew, could you tell me what has been your most successful advertising campaign? Er, I did a campaign for a marmalade product called Frank Cooper's marmalade, in Britain. It was a campaign we organized with a radio station, Classic FM, which concentrates on classical music. We targeted the morning, the breakfast programme, and we had a series of regular adverts, we had a sponsorship tie-up and we had a competition. And the response was tremendous. We had a huge increase in sales of our marmalades, especially in the key retailers who we were targeting, and since then we had many more listings in retail outlets. So the campaign was extremely positive, but the key thing that made it successful was the amount of money we spent - very little money - and in terms of sales results, as a percentage of the amount of money we spent, it was a huge success. So it was very cost effective. It was very cost effective and at the end of the day, that's what we're looking for. Why do you think it was so successful? Targeting. We had a very good match between the types of people who we knew bought marmalade and the types of people who we knew through research listened to that radio station. And we fitted them together in a way that made sense. In the morning, at breakfast time, marmalade is a product eaten mainly by older people, so they were listening to this radio station. Everything fitted together - that's what made it a success. Is there another piece of TV advertising you can think of, which was very successful? Well, er... I was very proud once of an advert I did for Kraft Cream Cheese Spread. It was very simple. We demonstrated what the product did. Three glasses of milk went into this cheese spread, we said why mothers would need it - it was for the kids to help them grow up, it was a growing up spread - and we created an advert that was fun. And so the kids liked watching it, and so obviously when they were in the supermarket with their mothers, they'd say, 'Mum, mum, I like that product, can we get it?' And so the kids like it, the mother feels OK because she's being reassured that it's got health and nutrition benefits, and the sales have done very well. That's the key thing about advertising. If it doesn't generate sales, then it's no good. 4.3 Andrew, a lot of people think advertising is a waste of money. Is that your view? No, not at all. I would say that, wouldn't I? Advertising is one of many ways in which manufacturers persuade customers to buy their products. You've got public relations, you've got sponsorship, you've got price promotions, you've got all sorts of promotional techniques. It's one element of what we call the marketing mix. In today's world, people are bombarded with advertising, with calls on their time, with picking up the kids from school, taking the dog for a walk, paying the gas bill. They haven't got time to make judgments on which can of tomatoes is the best one for me, or which brand of coffee gives me the best flavour. And if you can be constantly telling people why they should choose your brand, rather than another one, they're going to remember that. So when they're shopping, and they see your product on the shelf, they'll remember it. It's 'front of mind', as we say. It means that the person knows, ah coffee, I need coffee, which brand am I going for, ah Jacobs, yes I've seen that, that's good isn't it - and they just buy it. It's an automatic response, they don't spend more than two or three seconds making a choice, and unless you're front of mind in those two or three seconds, they're going choose another brand. 4.4 Presentation 1 Good morning everyone, on behalf of myself and Focus Advertising, I'd like to welcome you. My name's Sven Larsen, I'm Commercial Director. This morning. I'd like to outline the campaign concept we've developed for you. I've divided my presentation into three parts. First, the background of the campaign, next the results of our market study, thirdly, the concept itself. If you have any questions, please don't hesitate to interrupt me. Presentation 2 Hi, I'm Dominique Lagrange. Good to see you all. As you know, I'm Creative Director of DMK. I'm going to tell you about the ideas we've come up with for the ad campaign. I'll give you the background and talk you through the results of the market study and tell you all about our concept. If you're not clear about anything, go ahead and ask any questions you want. UNIT 5 Employment 5.1 Alan, how can a candidate impress an interviewer? Well, David, I feel it's basically all down to good preparation. First of all, find out about the job. You could ring up the Press Officer or the Marketing Department and get the latest press releases, or perhaps an annual repot. The annual report, for example, will say where the company operates and the products it sells. Then, when you get there, you perhaps could congratulate the interviewer on a recent success the company's had. In a nutshell, find out about that company. Show that you've taken an interest in the company and show enthusiasm for the job because, after all, that's what they're looking for in the candidate. They want somebody not only who's qualified for the job but will want to do the job, and will be interested and enthusiastic about the job. Secondly, you could go to the company maybe a few days before the interview, talk to the receptionist, get a company newspaper — you can always pick you literature on the products maybe you'll be involved in. A very good tip - find out what the dress code is. You need to fit in and you need to make a good impression. Finally, your CV. Make sure it's easy to read, it's well written, but it's concise - don't ramble. I must say that I have done all of this, I've prepared my CV, and it was really good. I left it behind - I didn't get the job! 5.2 Alan, are there any key questions that you regularly use when interviewing candidates? Yes, there are and it's almost a ritual with me. Following the CV tells you about the person and their qualifications. What you also want to know is their personality. So key questions I ask — what do they like most and what do they like least about their present job? They might say that they like travelling and they like meeting new people. These are standard answers. I think more interestingly perhaps are what don't they like about the company. They might not like working weekends at their current company. You might have the same problems with yours, working weekends might be something essential for the job. Also, ask them what their weaknesses are. They're usually, generally I would say, quite honest when they're giving their weaknesses. And ask them what their strengths are. It gives you an in-depth, if you like, feeling about their personality rather than just the straightforward qualifications that they have on their CV. Do they fit in? That's what you're really looking for. 5.3 Good, everyone's here now. There's coffee if you want it. Right, can we start please? As you all know, Roberto's been working as assistant to Carla Nunez for six months now. He's just finished him probationary period. How do you feel about offering him a full time contract? I'm not sure we should do it really. It says in this report that he's been late to work a few times and he can be rather... Oh, I don't think that's too important... Could you let her finish please? Oh, sorry, I didn't mean to butt in... Another thing about Roberto I'm not happy about. He leaves exactly on time every day. Also he doesn't have lunch with us very often, you know, he goes off on his own... I'm not sure that's relevant. Mmm, maybe. I think we should move on now if we're going to finish by 11 o'clock. We do have other promotions to consider. But what about his actual work? In my opinion, it's fine. He's done some really good things. Well, I think we should discuss this a bit more. What exactly do you mean by 'good things'? Well, thanks very much, Maria. You've made your views very clear. OK, let's go over what we've agreed. Roberto will have a further probationary period of three months. After that... 5.4 How let me ask you a question we ask all our candidates. Why should we hire you? Why hire me? Simple. I get along well with people. I'm used to dealing with people from all walks of life. That's vital for this job. And I've got lots of ideas for making Slim gyms more profitable. Want to hear them? Not just now, if you don't mind. We'll come back to that later. Um, about your attendance record. Could you tell me why you've had quite a bit of time off? Hmm, you've been talking to my boss, I see. Let's get this clear. I've taken a day off now and then, true, but it's always to go to some family celebration — a marriage, a christening, a family reunion sometimes. Uh huh. Anyway, I've got a great assistant at work — she looks after things if I'm away. It's no problem at all if I have a day off now and then. Right. Can we look into the future now? I'm interested to know where you see yourself in a few years. In a few years I suppose I see my self... um, working for your organisation, running the whole business. I hope you achieve that objective. 5.5 Right, a question now about your managerial skills. You're currently with a sporting goods firm. Do you enjoy working on a team — with other managers? I enjoy working with colleagues a lot, especially when developing a project, let's say, working on a new product. It's exciting, often tiring, you're working long hours sometimes, but everyone's working together, to make a success of things. So would you say you're a good team player? Definitely. But, let me say this, I like to be on my own from time to time. Especially if there's some problem to be worked out. I guess some people would day I keep to myself too much, but it's not true really. OK, let me follow that up. Um, I'd like to know what your colleagues would say about you. How would they describe you? Huh, that's a difficult one. Mmm... I think they'd say I know my own mind, I'm a decisive person. Sometimes, you have to do things that you don't like, for example, fire an employee. Well, if I have to do it, I do it, and then forget about it. What else would your colleagues say? They'd say that I'm a friendly person, when I get to know people, some of them think I'm too friendly. Really? Well, you know, a few of the women in the company, they get a little jealous, because I take out my administrative assistant, Sue, from time to time, give her a nice lunch, you know, say thanks for all her hard work. Nothing wrong in that, is there? 5.6 You're obviously eager to get this job. Could you tell me what your strengths are? What do you think you're good at? Main strengths? Good at managing people, I'd say. I suppose it's my army training. I know how to set goals for people. Objectives. And I make sure they meet them. Hmm, don't you think some people might get upset, you know, lose their motivation if they don't achiever the goals you set? Not at all. You don't get anywhere in this life if you're too easy on people. You've got to make an effort to get anywhere. Like your health club customers. If they want to get fit. They've got to have discipline. Do all the exercises, eat properly, give up alcohol and smoking. Change their lifestyle — that's what it's all about. Mmm, interesting! A final question. Maybe a difficult one. Could you tell me how you've changed in the last... oh... five years, let's say. Sure. I think I'm more realistic now than I used to be. I know it'll be difficult for me to get a good job — being in the army most of my life. So, I'm trying to learn new skills, update my knowledge. Like in marketing and finance. So I'll have more to offer an employer. I'm not going to sit around waiting for the big job to come to me — it's not my style. 5.7 Right. Can you tell me why you want to leave your present job. TV announcer. Well paid. Everyone knows you. Admires you. You've got everything you want, don't you? Huh, I guess it does look like that. I do love the job. But I'm thirty now. I know the management is looking for younger talent. It wants sparky, glamorous twenty-year-olds in the job. To increase the ratings. I'm on the way out, I know that. So... I'm going before I'm pushed. Oh surely not. Someone with your reputation. People come and go in my profession. Think of all the stars of ten years ago. Where are they now? Mmm, I take you point. Um, looking at your CV, your earlier career, you gave up competitive swimming when you were... er... twenty-four. Rather early to do that, wasn't it? I mean, don't swimmers go on competing...? Look, I'm sure you red the papers. You must know, when I won the big races, some of the swimmers accused me of taking drugs. You know, to improve my performance. It was horrible. All a bunch of lies. I got really upset, I thought, oh, I don't need this nonsense. I just gave it all up. I'd had enough. UNIT 6 Trade 6.1 If we by more than 500 cases of the Reserve, what discount can you offer us? On 500, nothing. But if you buy 1,000 cases, we'll offer 15%. Let me think about that. Now, if I place an order for 1,000, will you be able to dispatch immediately? I don't know about immediately, but certainly this month. Well, if you get it to us before the Christmas rush, it'll be OK. I take it your prices include insurance? Actually, no. You'd be responsible for that. If you can increase your order, then we'd be willing to cover insurance as well. I'll need to do some calculations. Let's look at methods of payment. Since we've not dealt with you before, we'd like to be paid by banker's draft. Well, this is a large order. We've done business with many well-known wine producers and we've always paid by letter of credit. OK. If we agree to you paying by letter of credit, then you'll have to pay us within 30 days. That should be fine. 6.2 When you go into a negotiation, do you always expect to win? I guess the honest answer is that I always have a clear expectation of what I expect to achieve, and I guess I would like to always win. Let me illustrate that for you. Something that was sort of shared with me early in my career was the mnemonic L-I-M and that's Like, Intend, Must. What would like to do, what would I intend to do, and what must I do? And this is probably well illustrated by a recent contract that we negotiated in the UK with a major leisure company. And, I guess our 'like' was, we would like to win the business there and then, in the negotiation on that day. I guess our 'intend', was that we must leave that group thinking we are a very professional and competent outfit, who can best meet their needs. And I guess our 'must' was, we must have done enough to keep the dialogue open and ensure that our competitor didn't win the business on that day. So, the short answer is you don't always win. I always want to win, but I don't always expect to win--but I certainly expect to deliver the objective that we went to achieve. 6.3 Could you give me some tips for negotiating? Yes. I think everybody has their own tips. But these things that have worked for myself and the people I've worked with, and it's more around avoiding classic errors. And I guess the first one is to identify who the decision maker is. I've lost count of the occasions at every level, from first-line salesman through to board director, board to board negotiations, where I've seen fantastic presentations, superb dialogue, and the person that's been sitting across the table, so to speak, is not the decision maker. So that's the first tip, make sure you know who you're talking to. The second one is that all salesmen, if they're good salesmen, tend to be very enthusiastic about what they're selling. That could be a product or a service, or even a social occasion, but it's all selling at the end of the day. And in their enthusiasm they focus on their need, rather than the buyer's need. So, for example, in our own case I've seen on many, many occasions people basically go straight to the point-- We're here to sell you Coca-Cola, it's the world's number one brand, you must want it. What they haven't done is establish the buyer's need. So, for example, the buyer's need may be, in a grocery store that they want to supply the world's number one brand to encourage consumers to come in and purchase their range of products. The manager of a ball bearing factory might want a vending machine, because if he supplies a free, or discounted refreshment service it keeps his union employees happy. So the important thing is to understand the buyer's need. Now, it's not impossible to sell without establishing that need. But it tends to mean you'll never have a long term relationship. So, for example, again the workplace example, I could come in, bang, sell you a Coca-Cola vending machine, pay you maybe a small royalty. Because I never established your need, if another soft drink supplier walks through the door and just offers you more money, you will probably switch. Whereas if we'd established the fact, that all you were interested in was offering a service and you wanted it to be as hassle free as possible. We could have tailored our offering. So I think that's very important. My favourite one, and I'm probably in danger of doing it myself now, is once you've made the sale, shut up. I think it's very important: close the sale, reinforce the buyer's decision--everybody likes to feel they've made a good decision--and then leave.