ae MARKET ROUT MOOS ASHYNOD HSIIDNA SSANISNG ALVIGAWYILNI YaddN David Cotton David Falvey Simon Kent ENCE bendPearson Education Limited Edinburgh Gote, Harlow, Essex, 20 2), England ‘and Associeted Companies throughout the werld wm marke-leadernet ‘© Pearson Education Limited 2001 The rights of David Cotton, Dovid Falvey and Simon Kent to be identified ‘2s authors ofthis Work have been asserted by them in ecordonce with ‘the Copyright, Designs ond Patents Act 1988. All rights reserved: no part ofthis publication may be reproduced, stored ina retrieval system, oF transmitted in any form or by ory means, electronic, mechanical, photocopying, recording, or otherwise without the prior weten permission ofthe Publishes. First published 2001 New edition 2006 Book ISBN-3:978-1-4058-1309-9 'SBN-10: r4058-1309-1 Book Pack ISBN-3: 9781-4058-1310-5 ISBN: r40sB-13105, 0 for Pack ISBN-13: 978-q0581333-6 'SBN-10: r40s8-1313 Pack ISBN-3: 9781-4058-1338-9 ISBN-10: 14058-19385 Set in MetaPlus 10.5/12.5pt Printed in Spain by Mateu Cromo, .A. Pinto (Madrid) Acknowledgements ‘Special thanks from the authors to Chels Harty, Jacqui Middleston and Stephen Nichol for their contributions tothe course, above and beyond editorial guidance. ‘The authors would lke to thank the following for ther invaluable help during the project: ‘Melanie Byrant, Paul Cousins, tan Lebeau, Pete: Falvey, Sarah Falvey ‘Gisele Coton, Lynne Rusteck, Alan Smith, Steve Clarke, Graham Nort, Jeremy Keeley, Claire Warren, Vivienne Levy and all the staff and students of the English Language Centre, London Metropolitan University. The authors would tke to thank Kate Golick and the Longman team for theit invaluable support. The authors and publishers are very gatefl tothe following people who agreed tobe interviewed forthe recorded material i this book Sarah Andrews, Sue Barat, Niall Foster, Steve Fowler, Tamar Kasrel, ‘Anuj Khanna, Jeff Kimbelt, Jeremy Keeley, Ward Lincoln, Roger Moris, Catherine Ng, Mike Seymour, Allan Smith, Paul Smith and Helen Tucker. ‘The publishers and authors are very grateful tothe following reporters who suggested changes tothe previous edition and to the draft manuscripts ofthe curent edition: Peter Bendall, Auken Bosme, lan Duncan, John Rogers and Mike Wyatt We are grateful to the following for permission to reproduce copyright material: "News International Syndication for an extract from ‘Communication - I's ‘much easier said than done by Clare Gascoigne published in The ‘Sunday Times 28th November 2004 © News International Syndication inancal Times Limited for extracts from ‘Coffee Culture comes to the coffee-growers’ by John Authers and Mark Muligan published inthe Finoncal Times 4th September 2003 © Financial Times 2003, ‘AIG knows ‘everyone in Asia by Shawn Donnan, Francesco Guerrera, Amy Kazmi,, Justine Lau, Angela Mackay, Richard MeGregor, Adrian Michaels ang IMichiyo Nakamoto published inthe Financia Times th june 2004 © Financial Times 2004, "The dangers of not looking ahead’ by Andrew Bolger published inthe Financial Times sst une 2004 © Financial Times 2004, "internet shopping - the sequel’ by Nell Buckley published inthe ‘Financial Times 29th November 2004 © Financiol Times 2004, ‘Customers first: the message for ths or any other yea’ by Michael ‘Skapinker published inthe Financial Times 32th January 2005 © Financial Times 2005, Keep your relationship with clients afloat by Morgan Witz! published inthe Financial Times 31st January 2005 © Financiol Times 2005, ‘Making a corporate marriage work’ by Stefen Stem published in the Financol Times 6th February 2005 © FTnancial Times 2005, and ‘New ‘working moder by Michael Skapinker published Inthe Financial Times 27th September 2004 © Financial Times 2004; Guardian Newspapers Limited foran extract tram ‘The Guardian profile: Steve obs' by Duncan Campbell published in The Guaraion 18th June 2004; Virginia Business ‘Magazine for an adapted extract from ‘Perks that work’ by Robert Burke published in Virginia Business Online htp://wwwsrginiabusiness.com; Howard Cant for an adapted extract rom “The key to success: none of us Isa smart asall of us' by Howard Cant, published in Benjarong ‘Magazine website December 2002 htps|/wwwthaiwave.com/benjarong; Tutorau Limited for an extract from ‘introduction te ralsing france’ from the Tutor2u fre resources for students website ww.tutor2u.net; and Paul B. Thornton for an adapted extract from ‘Te Big Three Management Styles’ by Paul 8. Thornton published on the CEO Refresher website wwn.refresher.com, In some instances we have been unable to trace the copyright owners of material and we would appreciate any information which would unable us to do so, IMustrations Acknowledgements Nick Baker for 8,10,87: Wave Design for 52 Photo Acknowledgements We are grateful to the fllowing for their permission to reproduce opytght material and photographs: ‘AlamyGoodshoot RF p3s(0,2. Kang p2s,1.Sohm p53, RWinkel p60, D Frasier Photlirary, eps, Pletor international p70, Gibbon pgo(), Asters ps4), Acestock pi2(), Photo japan pr22(; Corbis p22, Fars px3(), Cina Photos/Revters pig, D.Pu' pas, ADalx 75), Carel 75(0, FVogt p77, R.Cooke ps, & A. Purcell p82, TAmTuZa 03, GPalmer p98, LWA-D Tardif pas, LManningpsxa(s Epies/:Buclep36(oite,ETerakopian p68, A Parsons p94: Getty images/RAtins p6, Lethon: erin 9, Beshots p20, D.adison p2, Cvon Tuempling p27, M. Rosenfeld p28(), R.Orlowskl 3x0), LMablango p32, TPrasse 92, E.Dreyerpp36, 840, G.PeaseD38, anetford pa, WPackert p43, Chabruken pp69,s07%0),s¢70b), Dcroucher p73, 0.chavkin 975Gt). 1.6 p75(kn). MAdams pp75(nb) (7), CThatcher pe, 0.Galantepg7,S Studd poo, S Kobayashi pxo7(, R.Me\aypio7(B), 0 Redfearn pioB,:Wnands pr, A.Caulield ps8, Cina Tourism Press pu, Orion Press p123;Imagestate/R Lewellyn p79: ‘OnAsia/wasaki p122(); Panos Pietures/C Stowers p76, ALake ps9: Punchstock RF pi, px6, 9310, 950, p72, p75); Rex Features/N.Holden 933. PBarth ps2, nop po; Reuters/Sabah Hamid Science Photo Ubrary/6.Tompkinson ps4, 5.0gdenpszo(m); Zfa/M.Meyer pst, -Feingershpr3(, Willams p24 Benson p28(), RN23" P39, LLwitlams p44, D. Mendelsohn p49, W.Kulka ps6, Boden/Ledingham p58, 206(n), Ausloeser p74, MTPA Stock p89, .Muir Poot, ‘Hemmings p03, OiLim pos, M.Seclow pat), Fischer 1200) Every effort has been made to trace the copyright holders and we apologise in advance for any unintentional omissions. We would be pleased to insert the appropriate acknowledgement in any subsequent edltion of this publication. Picture Research by Sally Cole and Lisa Wren Cover photo) has been supplied by Photonica and Pearson Edueation/Trevor Cord. Designed by Venita Kidwai Project Managed by Chris HartleySSAHNISNG ALVIGAWYSALNI Yaddn NEW EDITION MARKET m ra 2} cS wn a5 fa) ° Ss rc) 7) m o fo} fe} Az David Cotton David Falvey Simon Kent FT FINANCIAL TIMESioe eee Vihatmakes Rea Wordstodescbe Dealing wth RCPS: mprove 2 ood Conmurkation ~Farcal goodandbad "ammunition communication ina eeemuncator? Times Sermo breakdown glbalcompany Userng:Anintenview ms ting: emai witha eng manage Sore eda Disausionof Reading Cafe cate Markating Dahstoming tno —ceatinga aCe international ~ Financial Times collocations ‘global brand: uc pana Ustening: An interview Noun compounds Revositon aspects Ginko te gba witha maretngspeclast and noun pases tng: eat ey Discuss Reading: AIG knows Words to describe Networking Getting to know you: Citas business everyone ~ Financial Times relations Discuss ways to eo <12tionships —— istening: An interview ulti-word verbs pimote customer, B anddoa quiz _Listening: An inte Multiword verbs loyalty panes witha Chinese usiness ‘ create ing: sles leter Datnng success Reading Steelobe— ‘Present andpest_—— Negotiating Camden F: coment urd tes negotiates llarities and Listening: An interview Prefixes sronsorsiip eal For tning: An itr 2Footal team betweentwo Success buses iting press compare lease otter aus Perks hat wrk Viginla Words or descrbing Handing fie atracion mtnaon and do Business Orne motvatngiocore® Sica Deviseaployon paiaorates Stustons everest Ustening: An interview Pessies Discuss what with the Human Resources ua makes a job Director of a large Writing: guidelines Sting company Discuss Reading Panning torthe Words or descrbing Reaching Suprema cars eonmay isk lint etmuttanes 9 tak eer | coches open io cn rain improve» ear Utenng:Aninterview ders of degree Business tring: manufacturing or wih te Che Ect of companys refts cane ing: report eA Discuss the use Reading: internet shopping _ Internet terms resentations —_KGV Europe: Decide PORMEMRMMN cron itcnet’ Pinan! Ties ens wheter amuse Tear should ade Ustnirg: interview tetas shuld — with mating actor ofa computer company iting: ea selling online rarer rite.) page 62 ng file: page MereDoa quiz about Reading: The key to Prefixes Resolving The new boss: Look thinking styles successful team building ~ Coy conflict at ways of improving, Benjarong Magezine, oa erat the performance of a Thailand sales team age 68 Listening: An interview with Writing: letter ‘an American specialist Human Resources rrr) Ways of raising Reading: Raising finance- Idioms Negotiating Vision Film Company: Raising finance [ase Tutor 2u website Negotatea nance Ustening: An interview Dependent package to make a with a specialist in finance Prepositior peers Writing: e-mail rer) What people Reading: Customers fist Handling complaints Acive Hermes Customer complain about Fnoncl Times a Ustening Communication: Priortise and deal, Eee Customer Listening: An interview with complaints 5 complaints with a retail sales director Gos ata well-known Writing: report department store ren When isa Reading: Client elation- Noun phraseswith Askingand Game over: Manage Crisis problem a ships on acruise ship- and without of. answering a crisis over pirated management (Mage Financial Times Hast and addition _ifficult software ig Contrast and addon QI Listening: An interview with a crisis management page 92 Writing: report expert Tire) Do's and don'ts Reading: Three Management Putting people —Zenova: Assess Perea for managers management styles CEO qualities. atease feedback from Refresher website ‘employees to improve Listening: An interview eee with an expert on Writing: action minutes! ‘management styles Ec page 100 Text reference Se) Pros and.cons of Reading: Making a merger Words to describe ‘Summarising Bon Appetit PLC: Lea takeovers and or takeover work takeovers and in Discuss the risk and mergers [mua Finoncial Times mergers presentations of takeover and consider making new = Listening: An interview Headlines . page 108 aie ‘acquisitions acquisitions Writing: report Unit 14 Personal Reading: New working Describing the future _Telephoning Yedo Department Ram predictions model for the future ~ customers and Stores: Look at (iGiecs Financial Times Prediction and setting the trends and increase Listening: An interview probability right profitability of page n6 ‘with the head ofa information department store knowledge venturing Writing: report company st Carer unit B page 124\ What is Market Leader and who is it for? Market Leader is a multi-level business English course for businesspeople and students of business English. It has been developed in association with the Financial Times, one of the leading sources of business information in the world. It consists of 14 units based on topics of great interest to everyone involved in international business. This new edition of the Upper Intermediate level features new authentic texts and listenings throughout, reflecting the latest trends in the business world. If you are in business, the course will greatly improve your ability to communicate in English in a wide range of business situations. If you are a student of business, the course will develop the communication skills you need to succeed in business and will enlarge your knowledge of the business world. Everybody studying this course will become more fluent and confident in using the language of business and should increase their career prospects. The authors David Falvey (left) has over 20 years’ teaching and managerial experience in the UK, Japan and Hong Kong. He has also worked as a teacher trainer at the British Council n ‘Tokyo, and is now Head of the English Language Centre and Principal Lecturer at London Metropolitan University. Simon Kent (centre) has over 15 years’ teaching experience including three years as an in-company trainer in Berlin at the time of German reunification. He is currently a Senior lecturer in business and general English, as well as having special responsibility for designing new courses at London Metropolitan University. David Cotton (right) has over 35 years’ experience teaching and training in EFL, ESP and English for Business, and is the author of numerous business English titles, including Agenda, World of Business, International Business Topics, and Keys to Management. He is also one of the authors of the best-selling Business Class. He is a Senior Lecturer at London Metropolitan University.Introduction | ( What is in the units? You are offered a variety of interesting activities in which you discuss the topic of the unit and exchange ideas about it. RATELINETS You will learn important new words and phrases which you can use when you carry out the tasks in the unit. A good business dictionary, such as the Longman Business English Dictionary, will also help you to increase your business vocabulary. You will build up your confidence in using English and will improve your fluency through interesting discussion activities. EETIEEY You will read authentic articles on a variety of topics from the Financial Times and other newspapers and online business websites. You will develop your reading skills and learn essential business vocabulary. You will also be able to discuss the ideas and issues in the articles. ES SIEEY You will hear authentic interviews with businesspeople. You will develop listening skills such as listening for information and note-taking. LELETERSEC Ua) This section focusses on common problem areas at upper intermediate level. You will become more accurate in your use of language. Each unit contains a Language review box which provides a review of key grammar items. ERSTE You will develop essential business communication skills such as making presentations, taking part in meetings, negotiating, telephoning, and using English in social situations. Each Skills section contains a Useful language box which provides you with the language you need to carry out the realistic business tasks in the book. LEESON the Case studies are linked to the business topics of each unit. They are based on realistic business problems or situations and allow you to use the language and communication skills you have developed while working through the unit. They give you the opportunities to practise your speaking skills in realistic business situations, Each Case study ends with a writing task. A full writing syllabus is provided in the Market Leader Practice File, STETEETTEY Market Leader Upper intermediate also contains two revision units, based on material covered in the preceding seven Course Book units. Each revision unit is designed so that it can be done in one go or on a unit-by-unit basis. ORO fom actives, teaching tps and nine resources for teachers ofa evele and students of all 908 Vil us for course-spectic Companion Webstes, out nina catalogue a al Langman ies, and access oa local Longman webstes, aloes and conte around the word, bina global cermunty of eachers and student Longman.com.OVERVIEWY 6 Everything that can be said T) Vocabutary can be said clearly. 9 Good communicators De ULC ae [7 Listening: Improving communications [Reading Internal communication Language review Idioms skills Dealing with communication __ breakdown [_] case study HPS ETI) @ What makes a good communicator? Choose the three most important factors. * fluency in the language * asense of humour * an extensive vocabulary © grammatical accuracy ‘+ being a good listener * not being afraid of making mistakes ‘+ physical appearance * an awareness of body language © What other factors are important for communication? @ Discuss these questions. 4. What forms of written and spoken communication can you think of? For example: e-mails, interviews 2 Which of the above do you like using? Why? 3. What problems can people have with them? 4 How can these problems be solved? @ Which words below apply to good communicators? Which apply to bad communicators? Good communicators articulate coherent eloquent fluent focussed hesitant inhibited extrovert persuasive rambling responsive sensitive succinct reserved D vcabutary file page 171© Which of the words in Exercise A have the follo 4 concise 2 reluctant to speak 3 talkingin a confused way 4 able to express ideas well 4 Communication 1g meanings? 5 clear and easy to understand 6 good at influencing people 7 outgoing 8 reacting ina positive way @ Complete this talk by a communication expert with the verbs from the box. isten- digress interrupt explain engage clarify confuse ramble “Good communicators really... (8127... to people and take in what is said. They maintain eye contact ‘and have a relaxed body language, but they seldom * and stop people talking. Ifthey don’t lFthey do need to use unfamiliar terminology they . “by giving an easy to understand ‘example. Furthermore, although they may ++ses-+.4and leave the main point to give understand and want to.........,...something they wait fora suitable opportunity. ‘additional information and details where appropriate, they will not sees Sand lose sight of their main message. Really effective communicators who have the ability to ...........7 with colleagues, employees, customers and suppliers are a valuable asset for any business.” When speaking, effective communicators are good at giving information. They donot.............2 their listener. They make their points clearly, They will avoid technical terms, abbreviations or jargon. © () 11 istento the tatk and check your answers. @ Think of a good communicator you know. Explain why they are good at communicating. D vweabstaryfite page 171 © 6) 1.2 Listen to the first part ofan interview with Anuj Khanna, Marketing Manager of Netsize, a marketing agency for mobile media, and answer the questions. 4 According to Anuj Khann: a) why have communications improved in recent years? b) how can they improve in the future? 2 What example does he give of banks improving communications with customers? Improving communications © (7 1. tisten to the second part ofthe interview. 4 What are the consequences of the following communication breakdowns? a) problems in air trafic control systems b) delays in fixing communication systems faults in cash machines 2. Which of the following developments in communication does Anuj Khanna expect to see in the future? a) more privacy for customers b) more freedom for companies to communicate with customers 9 more control by customers over the messages they receive ) more communication between machines 4 Anuj Khanna @ How do you think business communication will change in the future?4 Communication © What are the advantages and disadvantages for companies of using e-mail? your opinion, best contribute to Orting Internal , J communication | © Select three of the items below which, improving communication. trust flexi-time open plan offices small teams voice mail e-mall 1s Py * mobile phones staff parties strong corporate identity frequent meetings Communication — it’s much easier said than done By Clare Gascoigne Trust is key in an open organisation Getting staff to talk to each other ought to be the least of your problems, but internal communication can be one of the hardest nuts to crack in business. “Communication comes up in every department. The repercussions of not communicating are vast! says, ‘Theo Theobald, co-author of Shut up and Listen! The Truth About How to Communicate at Work. Poor communieation ean be a purely practical problem. Gearbulk, a global shipping business with branches around the world, faced language and geographical difficulties, as well as a huge amount of paperwork. With ‘up to 60 documents per cargo, it as a logistical nightmare to track and monitor jobs, while tighter security regulations after 9/11 ‘meant customs documents had to bbe ready before a ship was allowed to sail. Installing an automated system ‘means data is now entered only ‘once but can be accessed by anyone in the company, wherever they are. ‘Reporting is faster by a matter of months, says Ramon Ferrer, Vice President of Global IT at Gearbulk. ‘An operational team carrying a voyage all the way across the world doesn't always have to be talking to each other — and we don't waste time duplicating the same information” Given today’s variety of communication tools, it seems strange that we still have a problem communicating. But the J PREFERRED IT WHEN HE HID BEHIND HiS COMPUTER, SENDING SILY E-MAILS brave new world of high-tech can 4s create barriers ~ senior managers hide behind their computers, staff use volee mail to screen calls, and employees sitting next to each other will send emails rather than +0 speak. “Managers should get up, walk round the office and talk to people,” says Matt Rogan, Head of ‘Marketing at Laned, a leadership 55 and communications consultancy. “Face-to-face communication can't bbe beaten.” ‘Theobold recommends checking email only three times a day, allocating a set period of time to deal with it. ‘If you leave the sound on, the temptation is as great as a ringing phone. People will interrupt ‘meetings to check their e-mails.” Another problem Is simply hitting the ‘reply all’ button, ‘bombarding people with information, ‘We had unstructured data coming at staff from left, 7 right and centre, leaving it up to individuals to sort out,’ says Gearbuik's Ferrer. ‘Our new system has reduced emails and changed 6 the way people work. It will remind 75 you about work flow Information overload also means people stop listening. But there may bea deeper reason why a message fails to get through, according to ‘9 Alex Haslam, Professor of Psychology at Exeter University. ‘Byeryone thinks a failure to ‘communicate is ust an individual's crror of judgment, but it's not #5 about the person: it's about the ‘group and the group dynamics’ he Says. ‘Just training people to be ‘g0od communicators isn’t the issue.’ 9. The problem is that employees develop common loyalties that are far stronger than the need to share information. This can even extend to questions of safety. Tn the mid-1990s there were a lot of light air crashes in Australia because the two government epartments responsible for air safety woren't communicating.” 100 says Haslam. ‘The government was trying to save money and both groups felt threatened, The individuals were highly identified with their own organisation and ‘unwilling to communicate with the other department.” ‘A company is particularly at risk when cost-cutting isin the air. Individuals withdraw into departmental loyalties out of fear. Sending such people on yet another ‘how to communicate’ course will be pointless. Instead, Haslam believes that identifying the sub- 11s groups within an organisation and making sure each group feels valued and respected can do far more to encourage the sharing of information. The key to 120 communication, he says, is trust. From the Financial Times FINANCIAL TIMES_4 Communication @ Read the articte and complete the chart below. © Read the articte again and answer these questions, 41 What communication problems did Gearbulk have? 2 How did Gearbulk overcome the problems? 3 What solutions does Theobald recommend for the above problems? 4 According to the author, why do staff often receive too many e-mails? 5 Why weren't the two government departments (responsible for air safety) communicating? 6 What does the author think about sending people on communication courses? @ Which word in each group does not form a word partnership with the word in bold? 4 waste time resources information 2 face trouble problems dificutties 3 duplicate information time work 4 install systems factories equipment 5 save money time experience 6 develop truth loyalty motivation 7 share support information ideas 8 allocate time ideas resources 9 interrupt emails conversations meetings @ Discuss these questions. 4. ‘Face-to-face communication can't be beaten.’ Do you agree? 2 How could communication be improved in your organisation? 3, How will communication change in the office of the future? D veabulary file page 173[+ communication ETE ECVE ©) complete these Idioms point bush grapevine stick wavelength wires nutshell picture tail purposes joms with the missing words from the box. a) toputitina b) to get straight to the 9 tohearit on the.... 4) to put you in the... @) to get the wrong end of the . f) to be on the same g) can’t make head or. hy) totalkat cross. to beat about the D togetour of it crossed Which of the idioms in Exercise A mean the following? 1. to all tounderstand anything 2 to share similar opinions and ideas 3 to summarise briefly 4 tomisunderstand 5 to delay talking about something 6 to give the latest information 7 to talk about the most important thing 8 to hear about something passed from one person to another ioms from Exercise A. 1. I'm afraid we're going to have to let you go. @ Complete the sentences with th > Page 130 a OK, Ill. 2 ‘You and your boss seem to agree on most things.’ ‘Yes, we are .. 3 Some important decisions were taken at yesterday's meeting. Let me I think we are - |mean next month, not this month. He never gives youa straight answer, He's always .. that he’s been fred. is it true? It’s a very complicated system, but to kettle. 8 Ifyou think our biggest problem is market share then you have 9 This report makes no sense at all, | 10 Everyone arrived for the meeting at di it works exactly like a big rent times.We must have © Ask your partner the following questions. 4 What have you heard on the grapevine recently? 2 When was the last time you got the wrong end of the stick? 3, When is it necessary to put someone in the picture? 4 In what situations is it good to beat about the bush? 5 Inwhat situations is it good to get straight to the point? 6 Can you give an example of when you were talking at cross purposes? 7 Isthere anything you can’t make head or tail of?Dealing with communication breakdown (in rf +. Communication | © What expressions can you use on the phone in the following situations? 1 you don't hear what someone says 2 the person speaks too fast or too quietly 3. you don't understand a word or expression they use 4 you want to check the spelling of something 5 you want more information about a subject 6 the connection is not good and you can’t continue the conversation 7 you want to check the key points © {11.4 Listen tothe telephone conversation between Bernard and Koichi. Which of the problems mentioned in Exercise A do the speakers have when communicating? @ (1 45 Listen to the two speakers ina similar conversation, Explain why the second conversation is better. Give as many reasons as you can. © 17155 tisten tothe conversation again and complete these extracts with words or expressions from the conversation. 1 That's good. geta pen. 2 Sorry Bernard, | .. while | = Could you alittle, please? | need to take notes that, 200 posters, pens and pencils and 50 bags. 3 Let me it, 4 Seel... sorry, could you Bernard, | don’t think | know the company? 5 ‘They've placed an order for 18 of the new lasers... ‘Sorry, .. . 80 lasers?” 6 Sorry. dr’ follow you. What 7 But need details about the company. Sern, it's -Could you. hear you very well 8 Sorry, | still can’t hear you. I'l maybe the line will be better. me, please, roll-out. © Now match each extract 1-8 to the points you discussed in Exercise A. @ Work in pairs. Role play. Marketing Manager: turn to page 151; Overseas agent: turn to page 150. While doing the role play, practise some of the expressions you can use for dealing with breakdowns in communication. Useful language | Asking for repetition What does... mean? Solving a problem Sorry, could yourepeat that? Sorry, I'm not with you. Sorry, i’s a bad line. Can | didn’t quite) catch that. Sorry, | don’t follow you. call you back? | Could you speak up, please? Could you give me some Could you say that again, more details, please? ‘Summarising the call | please? Could you let me have more Let me go over what we've information? agreed. Asking for clarification Could you explainthatin Let me just summarise .~ ‘Would/Could you spellthat, more detail? please? Could you clarify that? | Can | read that back to you? Could you be more specific, What do you mean by ..? please?