CURSOS DE IDIOMAS BUSIN LISH AUDIOVISUAL INTERATIVO PROGRAMADO a Pieter ana ee bd 080BUSINESS ENGLISH Vol. 24BUSINESS ENGLISH PLANO GERAL DA OBRA BUSINESS ENGLISH 6 uma ob puneaa2 em 300 lames semanas de 64 pga. Toda eicdo conti 2 unde de ects (Unt de 24 pias cad me ‘ataentesoguds de um Caderno de Exercicos de B pigews covespendente #08 temas abordados ne Spa unidoce| AS FITAS. ‘OF minis diego eros descrtivesaoesena dos os faseuoe eo raproduados om 15 tas et. "se qe acompannam as eases 8 duas em aos femanas (com 08 fosceulos 1, 3,5, 7 € assim por hart, até otal da cole, (Coaa ta abrange2 vues eatvos nia © curso BUSINESS ENGLISH 6 uy curs eisoroso gor expe tii dleretas de comacranta de bequanges, ‘vel 1 racaoo para pessoas com cones Nivel 2. Aces! 2 peseaae com nivel médio IM. 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As expresses do inguagem covered a com becenaio sto vodundas em nota de odaoe 13s onesies comune a0 mando Jos neg8605 #30 ‘qu aporcem ro nal doe svete 44Na penultna pagina de cada uncade ha um alos ‘rio das paras rates mais sada ra odes, 00 NUMeROS aTRasADOS 2 eaore Glove mantém suas gublcactes om eso fue a Sis meses ands se recomimento. AS publ Cantos acoso obverse polo propa da dima ‘fo em bancas), Eola ene as opedes aban: 1. NAS BANCAS ravi 6 omairo ov dtrbuidor Chinoga de sua 2. PESSOALMENTE Deis aos andeecos aba. Sto Paulo Pea Ales isa, 18 - Coto (011) 226-1881 « 229-9827. io de Jana: Rua Teodoro da Siva, #21 Fores: (0211 877-4225 @ 677-2355, 3. POR CARTA, Dretamente 3 Edtora Globo, stor de Nomeros Ara aos, Cama Post 289, CEP 05458-020, Alonavie, Bonen, SP © 1990 by Edtoral Paneta De Agostini S.A, Boce ono, Eeponha {© 1998 by Ector Gabo pare a inque portugues, fem tetra bas, Cooraenico reson do crs orignal Say Kench ‘Asseesora:Kstine A. Olton Colaboracores John Beate, Isabel Kench, Ron Found, Ale Whit, teatona Language Sklar Realzag: RBA, PoyetosEdtonales SA. Espnhe Comavtador ou arama de quale forma © sot ‘ha, ravaeao ou outros sama permed exressa © Impress: coment atest Srey ome xis Gabo S.A ua oo Curtame, 665, CEP 0506.01, Sto Pave Tele 011) 81574, SP, Bast Disnbucor excusve nar todo 0 Bras Fernando Chapio Dstnbudore S A us Teodore ds Siva, 807, CEP 20969 900, Ro ISON i colegio) -85 250.115 ‘CONSELHO DE. ‘AOMINISTRAGAO Roberto hinew Marino Joo Roberto Morn Fado A Fischer DiReTORA Fardo & Fisher Fernando & Costa Flv Boros Pine ‘lost Antone Soler DbivisAo DE FASCICULOS E LIVROS Distor Filo Bares Po toil Sandro RF. Expt (otra exccutva) Anil dos Santos Mon Coletoadore Hee Veloso inaducto! Merkating: Hetor de Sours Pano (retor) Coos 16. Orunmond (erent de martin, Essabete Garcia Banco lanl, Danilo Borges igeerte de grogurdol, Zita SR. Mie (cooréenadoal Dietor de Gculagb: Dietor de Servigos ao Ch Distor de Aasinatura: Unraars Romero [Assossoria do Comuniea ‘¢ Matting Dirt: Wison Paschal Jt Mauro Costa Santos eetn) ‘Servi de Apoio Editar Anton Care Marques Igerente)AUTOMATED 17 WAREHOUSES Contents © A Corporate Business ™ Business Matters © Introduction 1 Some Questions and Answers about. Maximum productivity with the minimum Marketing (2) workforce, Customer research: how, when, why and 1 Fresh Frozen Foods Plc: Automated where people buy. Warehouses © Executive Search (22) Warehouse staff fear redundancies as a Warehouse Operations Manager required. result of the introduction of automation. 0 Dialogue: A Marked Lack of Enthusiasm ‘A manager shows a marked lack of enthusiasm at the prospect of his warehouse being automated. ™ Business News © Cruzcampo II (3) Back to Cruzcampo six months after the Guinness takeover. 1 The Use of English in Busi © Phrasal Verbs (1) Phrasal verbs of movernent. © Glossary of the Key Business Words and Phrases Used ™ Business Executives © An Executive Writes Letters of Application (1). Applying for the vacant posts in the advertisements that appeared in the executive search section of Units 28 and 34. ® Answers Co An Executive Travels The business lunch (1). 1105A CORPORATE BUSINESS Introduction ** 1106 Subject: Maximum productivity with the minimum worktorce. In these days of mass unemployment we are constantly reading of factories being closed down with the loss of 500, 800 or 1,000 jobs. We also read from time to time that some foreign company, usually Japanese, is about to set up a factory creating 120, 150 or a massive 180 jobs in the process. Clearly there is something wrong with the worker/productivity ratio in the factories that are forced to close down. Whenever employees are told that the restructuring of the company will mean a certain number of redundancies, they protest, abuse the management, demonstrate and go on strike. If the company is not restructured, however, all the workers remain until the end, when the company has to close down with the loss of all, not just some, of the jobs. Gone’ are the days when a man could work for a company from the time he left school till the time he retired and then live on a pension unaffected by inflation. When a company goes out of business some of their employees will find other jobs straightaway’, others will have to wait longer and some will remain unemployed. Whether? an employee is in the first, second or third group will usually depend on the person himself. When two companies merge they only need one CEO, one CFO, one marketing manager and one production manager. Which of the two CEOs, CFOs etc. will be the one to stay and which the one to leave? It is not often that the better of the two finds himself redundant. We shall now see how automation and mergers affect both workers and top executives in one of the subsidiaries of Fresh Frozen Foods. We see the futility’ of protesting about becoming redundant. In modern business redundancy is a fact of life that has to be accepted, "gone passados, distantes Swhether so 2 straightaway imediatamente “futility ‘inutiidadev Fresh Frozen Foods Plc. Automated Warehouses ‘Subject: Warehouse staff fear redundancies as a result of the introduction of + automation. A ‘hands-on’ chief executive Robert Sibley, the CEO of the Triple F distribution subsidiary Frederick Goss & Sons, is very much a ‘hands-on' chief executive. Every week he finds time to visit at least one and sometimes even three or four of the warehouses the company has in various parts of the country. On each visit he speaks to all the staff. While he will naturally spend more time with the manager, he will always go round the warehouse with the foreman and have a word with everyone he sees. The result is that if there is anything wrong, if there are any grievances®, he will soon find out. He certainly found out very quickly when he visited the WL warehouse at Exeter recently. Automated warehouses Having seen automated warehouses on several of his visits to the United States, Sibley has become increasingly enthusiastic about them and is determined to convert all the Group's warehouses to complete automation. ‘i we can't keep up with® the Americans and Japanese’, he says, ‘at least let us make sure we don't fall too far behind”. It is not just for reasons of speed and efficiency that he wants to introduce automation; he knows that any company in the frozen foods sector must have it sooner or later. Warehouses are getting bigger and bigger in order to be able to store products when production is at its seasonal peak. The cold-storage chambers are now so huge that men have to wear special protective clothing and can only work inside for short periods. Automated computer-controlied guided vehicles can place the stock ‘on the racks automatically, take it out when required, and even load it on to ‘trucks. Sibley helped design the cold-storage warehouses at the Group's new Elsham and Craigend factories. The system is that a truck backs into the special loading bay and partially enters a sealed® tunnel that prevents warm air getting in from outside and cold air getting out from inside. The rear doors of the truck are then opened by the driver from the cabin and the truck is loaded automatically. This, of course, means a great reduction in manpower. Instead of a team of twelve only two men are needed, which means that ten are redundant. Multiply this by the number of warehouses the company has and it results in a substantial reduction in staff. The problem of job losses due to the introduction of modern labour-saving techniques is one that has existed since the Industrial Revolution; then there were riots®, today there are protest strikes. Progress may be held up for a while, but it is never held up for long. Top-level discussions on automation As the head office, main warehouse and depot of Frederick Goss & Sons is next to the head office of Fresh Frozen Foods Pic, Robert Sibley does not have Sgtievances queias * sealed sselado hermeticamente keep up with manter-sa no mesmo nivel —* riots tumuttos 1107 “fall. behind —ficar para trésA CORPORATE BUSINESS 1108 far to. go when he wants to consult one or other of the executive directors, and just lately he has been doing this quite a lot"? He had recently sounded out several warehouse managers regarding their attitude to automation and had met with very little enthusiasm. There were two main reasons for this: one was the number of redundancies that would result from such radical modernisation, and the other was that managers were anxious, or at the very least apprehensive, about their ability to manage such high-tech establishments. They feared" that if they could not, they would be replaced by younger men used to working in an automated environment. Not only is the age of retirement in some industries getting lower and lower, but the chance of being suddenly made redundant at the age of forty is becoming increasingly likely. In spite of being the chief executive of the company, Sibley knows that even his job is in the balance. He also knows that he would not have got where he is today if he had been timid. He therefore decides to take the bull by the horns and approach Frank Holloway with a plan to automate at least two warehouses as soon as possible. If the conversion is a success, more will follow. As already mentioned above, Robert Sibley had had a hand in designing the automated warehouses of the two new factories. These warehouses were part of Fresh Frozen Foods and were not controlled by Frederick Goss. However, it would be very difficult to invest huge sums in modernising the Goss warehouses and at the same time resist the temptation to swallow them up'? and merge Goss with Triple F. In spite of this danger Sibley went to see Holloway. They had a long discussion, followed by another one two days later. ‘A week later he had a meeting with all the executive directors that lasted the whole morning. The matter was put to the board, who approved the Sibley plan to automate the London, Exeter and two other warehouses. This meant that the Group would have four strategically placed highly sophisticated automated warehouses, possibly with more to follow. SITE OF THE PROVECTED NEW AUTOMATED WAREHOUSE AND TRANSPORT DEPOT OF FREDERICK GOSS & SONS FRESH FROZEN FOODS PLC HEAD OFFICE Wiiguo 2 z z :The beginning of the end for Frederick Goss & Sons The board unanimously agreed that while London should have an automated warehouse so as to be able to supply the large, small and almost invariably urgent orders of the vast metropolis, it should be built on a cheaper more spacious site just beside the orbital motorway. The perfect site was found at Thorpe, a small town near the junction of the orbital motorway and the M3, about twenty miles from the present warehouse and depot. The latter, which occupied a prime site on the Great West Road, would be sold and the proceeds"? would help to finance the huge new automated warehouse and transport depot at Thorpe. The offices, however, would move into the Group's head office block, where room would be found for them. Clearly this was the beginning of the end for Frederick Goss & Sons as a separate company. ‘As Holloway wanted to see if the captain, Sibley, would leave his sinking'* ship, he made no mention of the future of Goss. Sibley, too, avoided mentioning it. He knew that when the company was finally merged and he was given the golden handshake, he would find himself another job. He was glad in a way because it meant that the workers were not the only ones who would become redundant. Sibley was determined, however, to stay till the last and make sure that Frederick Goss was well integrated with the parent company before he left. Sibley had a very different reception on his next visit to the Exeter warehouse. First the foreman, then a chargehand, then one by one the rest of the warehousemen asked him about the automation and the loss of jobs. Some had worked there for over ten years and found it difficult to accept that next year they would be redundant. Sibley defended the company and said it had to move with the times. The men were not convinced. He said they sfill had almost a year's work before the new warehouse would be ready, which would give them plenty of time to-look around for'® work. This did little to cheer them up'®. Their frustration was slightly assuaged’” al the end, though, when Sibley said that his own job was as insecure'® as theirs. ‘Don't be at all surprised if Frederick Goss makes its chief executives redundant before its Exeter warehouse staff’, he said. The board looked at the newly drawn map showing the warehouse network that was to be integrated with Fresh Frozen Foods. It showed four perfectly located automated warehouses, known as AWL's, ten medium-size warehouses that would be enlarged and automated as soon as possible if the initial four proved successful, and another ten small warehouses, for which there was no plan at the moment but which would surely end up", if not in this century then certainly at the beginning of the next, with such sophisticated computer and automation system that the soon-to-be-opened super warehouses would seem like primitive experiments. "quite 2 tot bastante "Sook around for —procurar "feared temiam ‘cheer them up animé-ios "gwallow up _tragar, absorver " assuaged alviada "proceeds inheiro apurado na vende '*insecure jinseguro * sinking ‘que afundava would end up terminariam 1109A CORPORATE BUSINESS 1110 Key business words Comments on key structures Text Comprehension Answer the following questions: ls Robert Sibley the CEO or the CFO of Frederick Goss & Sons? Does he visit at least one or five warehouses a week? Does he speak to alll the staff or only some of them? Does he spend more time with the manager or the foreman? . Will he quickly or slowly find out if there is anything wrong? Where has Sibley seen automated warehouses several times? Why are warehouses getting bigger and bigger? What does the sealed tunnel prevent? Why doesn't Sibley have far to go when he wants to consult one of the executive directors? 10. What were managers anxious, or at least apprehensive, about? 11. How long did the meeting Sibley had with the directors last? 12. Where is the little town of Thorpe? 13. What did Sibley want to make sure of before he left the company? 14, What did Sibley tell the warenousemen at Exeter about his job? 15. How many large automated warehouses were shown on the newly-drawn map of the warehouse network? CeErNonaona Notes on the Introduction mass unemployment —_desemprego em massa worker/productivity ratio _relaao entre pessoal e produtividade redundancies demiss6es por excesso de pessoal * Note the use of redundant and redundancies. if an employee does his work badly, he is dismissed, sacked, fired (US) - despedido; but if the company decides that for reasons of economy they want to reduce the staff in an office from fifteen to twelve, then three of the fifteen become redundant — there are three redundancies in that office. * Notice that the phrase Gone are the days is the emphatic inversion of The days are gone - The days have passed. * Note the sentence In modern business redundancy is a fact of life that has to be accepted ~ No mundo modemo dos negécios, os cortes por motivo de economia sao uma realidade que se tem de aceitar.Notes on the Text ——————— automated warehouse armazém automatizado seasonal peak(s) picos sazonais warehousemen pessoal do armazém loss of jobs perdas de emprego * Note that WL refers to large warehouses, just as WS refers to small ones and AWL (page, 1109) large automated warehouses. * Note that a truck backs means that instead of going forwards it goes back- wards (dé marcha a ré). Compare the following phrasal verbs: To drive in and to back out; to back in and to drive out; to drive down and to back up; to drive on and to back off (to drive on to the pavement and to back off). ‘* Note that to be held up is to be temporarily stopped. * Note the use of is when the subject is head office, main warehouse and depot. This suggests that the three buildings are together. If we want to em- phasise that they are completely separate then are would be used instead of is. * Note that to sound out (sondar, indagar) means to ask different people for their opinions and then draw a conclusion, For example: After sounding out several members of the office staff, the manager decided to change the office hours from 9.00 - 5.00 to 9.90 - 5.30. '* Notice the use of environment (ambiente) — to be used to working (acos- tumado a trabalhar) in a warehouse environment, a computer environment, a factory environment, a retail environment, etc. * Note that chance in this context is possibility. © Note the expression to take the bull by the horns - pegar 0 touro a unha. * Note that to swallow up (tragar) in this context means to absorb. Key business words Comments on key structures Hands-on Manager If this sounds like an American business buzzword it is because it is an American business buzzword. It refers to a manager who does not confine himself to managing from his office. He goes round the different departments, gets to know his staff, visits the factory, depot and ware- house. The manager who does not do this is referred to as ‘hands-off. wi1112| A CORPORATE BUSINESS Dialogue ** Subject: A manager shows a marked lack of enthusiasm at the prospect of his warehouse being automated. f=) Robert Sibley is talking to Jim Danvers, the manager of the Exeter warehouse, about the need to automate warehouses throughout the company’s distribution network. Danvers wants to know exactly what automation entails! and how the staff would be affected. What Sibley says does not seem to convince him. DANVERS: Have you seen one of these automated warehouses in operation? ‘SIBLEY: "ve seen lots of them, all in America. | understand they are becoming increasingly common in Japan too. Danvers: Surely the Japanese aren't short of labour. ‘SIBLEY: No, they aren't; but they've adopted automation to increase speed and efficiency. DANVERS: How does the system work, exactly? ‘SIBLEY: The stock is placed? and retrieved automatically by computer-controlled fork-lift trucks that run on rails between the aisles of storage racks. Danvers: Everything is stored in pallets, | imagine. ‘SIBLEY: That's right. The trucks are incredibly fast in retrieval. Danvers: They'd need to be to be faster than my lads. They can get out ‘stock and load a ten-ton lorry in an hour. ‘SIBLEY: After which they all collapse and spend the next half an hour sitting down drinking tea. DANVERS: How long would it take’ with automation? ‘SIBLEY: About half that time, with no tea-break at the end of it. DANvERS: I've heard it costs a lot to install. ‘SIBLEY: Yes, that's the main drawback®. But | think it's worth it® in the long run’, In our case it's essential because we're using cold-storage chambers, which have to be small because men have to work in them. If we had cold-storage chambers five times the size of the ‘ones you've got here, the men would have to spend more time in- side, especially if they were working at the far end®. They'd proba- bly be out for a cup of tea every ten minutes then. DANVERS: If everything is automated, it would mean we wouldn't need so many men. SIBLEY: That's right. How many have you got working here at the moment, 20, 22? DANveRS: 20 and two girls in the office. =] ‘SIBLEY: With automation you'd probably only need about 8 or 10. DANvERS: | shouldn't like to be one of the other 10.SiBtey: — Would | be right in thinking, Jim Danvers, that you are not madly enthusiastic? about automation? Danvers: | can't be enthusiastic about something I've never seen, Mr Sibley; unless, of course, it was a machine that would stop my wife talking Siptey: Ha, ha, ha, ha. Well, Jim, | must fly. I've got to be back in London by 8.00 this evening, I'm coming down again on 4th of next month; we'll have another chat about automated warehouses then. Dialogue Comprehension ———_—_<———————————— ‘Answer the following questions: What does Sibley say about automated warehouses in Japan? Why have the Japanese adopted automation in their warehouses? How is the stock put away and retrieved in an automated warehouse? How are goods stored in an automated warehouse? How long does it take Danvers’ warehousemen to load a ten-ton lorry? According to Sibley, what happens when they've loaded it? Would it take an hour with automation? ‘Would the men have to spend more or less time in the cold-storage cham- bers if they were five times bigger? 9. Has Danvers got a warehouse staff of 22 including or excluding the two girls who works in the office? 10. Why can’t Danvers get enthusiastic about automation? @NoOnsens Notes on the Dialogue storage racks prateleiras de estoque cold-storage chambers cémaras frigorificas © Note: for other warehouse vocabulary — aisles, fork-lift trucks, etc. see Unit 14. © Note that although increasingly common is literally cada vez mais comum, in this context it would be cada vez mais utilzados. * Note the meanings of retrieved and retrieval: the former is the verb to retrieve, which is to get back (recuperar) and the latter is the noun. Com- pare: The product is put on the storage rack automatically by a computer- controlled fork-lift truck, which later collects (retrieves) it and takes it to the loading bay to be loaded on to a lorry. This operation (retrieval) takes four minutes. * Note that five times the size is the same as five times as big as or five times bigger than (cinco vezes maior que). * entails abrange worth it vale a pena ®placed ‘colocado inthe long run a ongo prazo lads rapazes Star end |r fm “would .. take levaria madly enthusiastic enlouquecido 5 drawback esvantagem Key business words Comments on key structures 1113BUSINESS EXECUTIVES An Executive Writes ** Letter 1 ‘Answer to the advertise- ‘ment for a Financial Direc- tor that was reproduced in Unit 28, 1114 Subject: Letters of application (1). Applying for the vacant posts in the advertisements that appeared in the executive search section of Units 28 and 34 Although an applicant answering an executive search advertisement may include all the relevant details of his or her career on the CV enclosed with the letter, the letter itself is very important for creating an initial impression. It should be shor, like all good letters, and mention no more than two or three of the main facts. This may be done in a one-sentence summary ‘After oblaining my doctorate at Oxford, | worked for three companies before finally becoming director of business development at Leviathan Chemicals’. In this and successive units there will appear six model letters for answering job advertisements. 24, Chaucer Road, Charing, Kent N27 OLS Tel: 0221 654738 25th October, 1990 Mrs J. Stevens, 134 Gilstead Lane, Gilstead, Bingley, West Yorkshire BDI6 3IN Dear Mrs Stevens, Having worked as Chief Financial Officer in my present company for five years, I feel the time has cone to move on to samething more challenging. It is for this reason that I am answering your advertisement for a Finance Director. Although all the relevant details of my career to date are set on the enclosed CV, I would like to mention that of the four comp anies I have worked for over the past fifteen years, the post I found mst satisfying was that of deputy financial manager at D.L. Bullen Plc, the sports equipment firm. I£ you should require any further information, please do not hesitate to write or telephone (any evening after 7.00). I lock forward to hearing from you.61a, Dean Gans, Clapham, London $.E.12. el: 07 3251653 Jeh March, 1991 Ms Juliet Clark, Personnel Manager , Easy Jeans, Easy House, 385, Edgware Ra, London Ni2 610. Dear Ms Clark, With reference to your advertisement for an export manager (gastern Europe) I should like to be considered for the post. As you see from the enclosed CV, I have all the qualifications, including fluent German, with the one exception that I have had no experience in Eastern Burope. All my business experience has been in the German Federal Republic, though I have travelled ex- tensively in Eastern Europe (please see details of these trips appended to CV). ‘Aged 29 and single I am free not only to travel but also to reside abroad - instead of having a London-based export manager who travels in Eastern Europe from time to time, you might prefer to have one resident in Budapest, for example, who travels to London from tine to time. Af selected, I should be able to start work almost immediately. T ‘lock forward to hearing from you. Yours sincerely, oh Corr sofin carter Notes on the Text and Letters * Note that instead of writing | am answering your advertisement for a Finance Director, Charles Fleming could have written | am applying for the post of Financial Director, as advertised in the Daily Telegraph of... ® Note how John Carter makes a clever suggestion that may not have occurred to Easy Jeans. His idea that their export manager might reside in Eastern Europe may at least earn him an interview. * Note that instead of saying you could have one (vocé poder ter um), he says much more diplomatically you might prefer to have one (pode ser que preferisse ter um). Letter 2 ‘Answer to the advertse- ment for an export ma- ager that was. repro- duced in Unit 34. Comments on key structures 11151116] BUSINESS EXECUTIVES An Executive Travels ** &) ‘Subject: The business lunch (1). The business lunch (and the business dinner) can be tremendously boring if those present hardly understand each other's language. To have to spend an hour and a half talking business in sign language, drawing on the menu and using knives, forks and spoons to illustrate the function of a new fork-lift truck is not to be recommended for the digestion. But even when there is no lan- guage barrier', a most satistactory and fruitful? business conversation can be Tuined by going to the wrong restaurant or, once there, choosing the wrong dishes. Charles Boyce, an executive who has travelled throughout the world ‘on business, is having lunch with Cyril Burns, a colleague, and they are dis- ‘cussing the business lunch. CHaRLes: Well! suppose the golden rule is to know exactly what it is that you are going to eat before it is on the plate in front of you and it's too late. Cyau: That's obvious, isn't it? CHARLES: It may seem so, but it's amazing how an embarrassing situation can arise at a meal just because one accepts one’s host's recommen- dation for what he considers to be a tasty dish’. CyRit: But surely you would ask him what it consists of. CHARLES: Not necessarily, especially if you've just had a couple of drinks in a Hong Kong cocktail bar, where a cocktail is half a glass of gin with a squeeze of lemon‘, That happened to me once in Taipei and | found myself with a plate of steamed® crab claws! Cyt: Which is better than fried cockroaches’. George Stevens told me that after being assured by his host in a Kowloon restaurant that bird's nest® soup was not made from the actual bird's nest, he ate it. He was then told that it was made from the bird's saliva, which is used to line the nest. CHARLES: There's probably an Indonesian at this very moment telling a horri- fied audience how he was obliged to eat roast beef in a London restaurant. | think the best advice for any young executive travelling abroad on business for the first time is to ask his host to recom- mend three or four dishes, ask him to describe them, then choose the one he thinks he'll be able to eat without embarrassing his host and possibly ruining a business deal. Cyr: Do you really think that not liking the food of another country could cause you to lose a contract? CHARLES: Well it really is amazing how easily people can be offended. | re- member a French businessman who visited our factory to order some numbering, labelling and wrapping machines. | invited him for a drink at lunchtime. Cypit: And he chose whisky. CHaRLEs: He chose whisky. When | asked if he preferred blended or malt, he ‘said malt with plenty of ice. | was horrified. He took offence when | said you couldn't put ice in best Scotch malt whisky.Cyrit: It's like putting water in Chateauneut-du-Pape. CHARLES: Anyway, we didn't get the order. Dialogue Comprehension ———————— Answer the following questions: 1. What does Cyril say is obvious? 2. Does Cyril think you would ask your host how a dish is made or what its ingredients are? 3. What happened to Charles in Taipei after he had had a couple of cock- tails before going into the restaurant? What is bird's nest soup made from? What does Charles think could be the result of a host being embarrassed by his guest not liking the dish chosen for him? ‘What did the Frenchman visiting Charles’ factory come to order? What did Charles offer him when he had a drink at lunchtime? 3. What did the Frenchman want to have with the malt whisky? What does Cyril compare putting ice in whisky with? Did the Frenchman give Charles's firm a large order? os Seen Notes on the Dialogue business lunch/dinner _amogo/jantar de negocios numbering machines méquinas numeradoras labelling machines méquinas etiquetadoras wrapping machines —_ mdquinas de empacotar * Notice the difference between what you are going to eat and what it you are going to eat. The former refers to the name: cod, beef, etc. and the latter to the food itselt: fried cod with tomato sauce, roast beef with boiled potatoes and cabbage. * Note the verb to line - revestir. The noun is lining ~ revestimento. * Note the use of blended - for whiskies, teas etc. (mesclado, combinacao de sabores diversos). ‘* Note that plenty of ice does not mean full of ice but a lot of ice (muito gelo). barrier barreira ® steamed 20 vapor ° fruitful proveitoso crab claws ppingas de caranguejo tasty dish pprato saboroso cockroaches baratas “squeeze of lemon gots de limo *nest rinho (ia |, Key business words Comments on key structures 171118) BUSINESS MATTERS Some Questions and Answers about... Marketing (2) Subject: Customer research: how, when, why and where people buy. ae Having given Anthony a definition of marketing, Herbert Croft goes on to the ry subject of customer and market research. He speaks about customer behav- ff) iour, people's incentive to buy, how, why, where and when they buy. ANTHONY: So market research is finding out if there's a market for the pro- duct. CROFT: Exactly. This is done basically by customer research. For that you need to understand something about customer behaviour. ANTHONY: What makes the customer want to buy, you mean? CROFT; Well, customers must have the incentive to buy, of course. ANTHONY: And if they haven't you bombard them with advertising. CROFT: We ‘persuade’ them with advertising, yes. They must also have the money to buy. ANTHONY: Ah, yes; that's the purchasing power, isn't it? CROFT: Yes; and the goods must be available to buy, of course. ANTHONY: It sounds simple enough. You stand on the street corner asking People what sort of food they like, for example. You then create a Product you think will sell, advertise it and then just sit back and | wait. CROFT: It's not quite as simple as that, but you've got the right idea. You need to find out how people buy, when they buy and why and where they buy. ANTHONY: How they buy would be if they pay cash, buy with a credit card or on the hire purchase. CROFT: Right again. | can't teach you anything, can I? ANTHONY: Well, you said marketing was 90 per cent common sense. Cort: — Now we come to when people buy. There are certain peak times of the day, the week, the month and the year. ANTHONY: Certain times of the day would be on their way to work, for instance, | when they buy newspapers, magazines and cigarettes. CROFT: Actually, that's a good example. If people buy their newspapers, magazines and cigarettes on their way’ to work between 7.00 and 9.00 a.m. then the shops where they buy them must make sure they are stocked up with everything they sell so as not to lose a sale. ANTHONY: But does it really matter what time of the day people buy? CROFT: Very much indeed; and that's where marketing research comes in? ‘A fish monger knows he does most of his trade before midday, when housewives do their shopping. This means he must have his fish delivered early, which it is, of course.ANTHONY: CROFT: ANTHONY: CROFT: ANTHONY: CroFT: ANTHONY: Cro: ANTHONY: CROFT: ANTHONY: CROFT: ANTHONY: CroFT: ANTHONY: CROFT: A fishmonger? doesn’t need much market research to know that, though, does he? None at all; but consider the sales of frozen fish in the grocer’s, and supermarkets. Market research might tell us, for example, that as fish shops open early and close early — usually about 4.00 p.m. = most frozen fish is sold after that time. This information may be of value to distribution services. What would the buying time for the week and month be? The efd of the week for wage-earners and the end/beginning of the month for salaried people. The year, of course, would be seasonal peaks like Easter, and the summer for travel agents and Christmas for the shops. Spring and summer for cars, spring and autumn for furniture: there's, a peak time for almost everything. Now we come to why people buy. This is where marketing research is very important, because if we know that a certain product is bought for its price, size, packaging, quality, the fact that it's an old established product or because it is advertised a lot on TV, this information helps us to plan a new product. So that just leaves where people buy. There are shops, supermar- kets, department stores and in some places street markets. Plus traffic-free shopping precincts and malls. include them under shops. Except that from a marketing point of view they are very different. You cannot compare a shop in a precinct or shopping mall with one in a parade of shops on a housing estate. Don't forget the hypermarkets and the cash-and-carry warehouses. What about vending machines? Yes, for cigarettes, drinks and sweets. They are an important retail ‘outlet. Market research would tell us that when the shops are closed vending machine sales leap in some areas while in others they are hardly affected Would you include mail order firms? Yes indeed, and door-to-door selling and home selling and party selling, where groups are organised in someone's house to see pro- ducts and buy them cheaper than they cost in the shops. The latest, of course, is telemarketing, which allows someone in Tokio — and Tm quoting a real example now — to buy goods from a depart- ment store in Paris without getting out of their armchairs. Or getting up off the tloor. Ha, ha, yes. Well, i's half past ten: time for a nice glass of water. ‘on their way @ caminho comes in “fishmonger entra pescador 1119BUSINESS MATTERS Dialogue Comprehension Answer the following questions: 1. What do you need to understand in order to do customer research? 2. What do you do, according to Anthony, if the customer has no incentive to buy? 3. Does Mr Croft agree that customers are bombarded with advertising? 4, What are the four categories of people’s buying habit's? 5, What is the example Anthony gives of people's dally buying habits? 6. Does Mr Croft say that market research might tell us or does tell us that most frozen fish is sold after 4.00 p.m.? 7. Which are the peak periods in the year for the sale of cars? 8. What does Anthony include as shops? 9. What are the products sold in vending machines mentioned by Mr Croft? 10. What is party selling? Notes on the Dialogue Key business purchasing power —_ poder aquisitivo words stocked up provido wage-earners assalariados (horistas) salaried assalariados (mensalistas) seasonal peaks —_picos sazonais shopping precinct zona comercial shopping malls shopping centers, centros comerciais parade of shops _fileira de lojas housing estate urbanizacao cash-and-carry Self service, auto-atendimento vending machines méquinas de venda automatizada door-to-door selling venda de porta em porta telemarketing venda pelo video Comments on key» Note that behaviour (conduta, comportamento) is a term used in psy- structures chology and by extension in marketing, the psychology of selling. * Note the phrases it sounds simple enough - parece bastante simples, and it's not quite as simple - nao é tao simples. ‘* Note that very much is made more emphatic by the addition of indeed - very much indeed. + Note the use of the emphatic at all in the phrase none at all - absolutamente ey nenhum,Executive Search (22) Subject: Warehouse Operations Manager required, No longer are warehouses places where goods are stored wherever there happens to be a space for them; no longer do warehouse managers go round with a clipboard counting and checking stock; and no longer do warehouse staff lift case after case on to a trolley and lift them off again elsewhere. Today warehouses are organised, mechanised and computerised. The result is that the manager and staff must be skilled at their work if the warehouse is to be run efficiently. When a company like the one in the advertisement reproduced below is prepared to pay a warehouse manager a salary of around £28,000 plus car (presumably a Mercedes), then it is quite obvious that the job is one for an expert. Warehouse Operations Manager c£28,000 p.a. + Car Milton Keynes Feautng mperter of quality cars and “sperienced and Mercedes-Benz (UK) Limited is commercial vehicles. We have forward. thinking Warehonase Operatio responsible forall aspects of warehwusi binning location ire ee oe ee nan Ree eons (Bo) Sis pat ree Maman cu aie on form Mercedes-Benz Notes on the Text * Note the, following phrases: forward thinking - progressista, que pensa no futuro binning location - colocagao de recipientes (latas) picking and checking — selegao e verificacao retrieval equipment - equipamento para recuperacao mechanical handling equipment - equipamento mecanico para manejar as mercadorias ‘* Note that applicants are asked to telephone for application form. Not only does this save time, but it also allows the personnel department to find out a litte about them and so discourage those who are clearly unsuitable. ae Comments on key structures 11211122 BUSINESS NEWS Cruzcampo Il (3) oe Subject: Back to Cruzcampo six months after the Guinness takeover. In the third part of the Frank Kane article published in the ‘City & Business’ section of the Sunday Telegraph on May 5 1991, we hear more about the ‘Baldock strategy’ and the short- and long-term plans for the Guinness-owned Spanish brewer Cruzcampo. The article continues: The first skirmish! could come in Madrid, with the imminent opening of a Cruzcampo plant to produce the German beer Henninger under licence. Cruz- campo already seems to have won an important vie- tory by gaining the concession to supply the Expo “92 exhibition — in its native Seville — which will attract 20 million visitors. Plans to take on? the rest of the world are at an carly stage. Hermans talks about the possibilities in Portugal and the marketing potential among Hispa- nics in North America, but Spain will absorb most of his time for the next few years. And, if he is true to* the Baldock strategy. so it should. The rest of Europe (outside the fragmented German market) seems to confirm Baldock’s theory, with Kronen- bourg of France and Perone of Italy in similar posi- tions to Heineken and Carlsburg. But there does not appear to be a Cruzcampo for sale in any of these countries. “If we cannot buy another Cruzcampo, we will do it as in Malaysia and elsewhere, through joint ven- lures and distribution agreements’, says Hermans. But there is just a hint of longing! when he discusses the (theoretical) possibility of a deal with French food and drinks giant BSN over Kronenbourg. ‘Price and timing there would be all-important’. But there are also the everyday challenges of Cruzcampo to be faced. The company is adding brewing capacity and Hermans lays great emphasis on staff relations with the Seville plant’s 1.500 workers. Cruzcampo is the first real test of the “Baldock strategy’. If it succeeds in the embryonic California of Europe, Cruzcampo and Guinness will be lead- 1g the gold rush’: * skirmish ‘escaramuga ‘hint of longing sugestdo de desejo *to take on abarcar Steading ‘iderando true to fel a gold rush ‘comida do ouroText Comprehension — Answer the following questions: 1, What is the important victory that Cruzcampo has already won? 2. Where does Hermans think there is a marketing potential for Cruzcampo beer? 3. Will the Spanish market or the international market absorb most of Her- mans’ time for the next few years? 44, How will Guinness get into the German, Italian and French markets if there ate\no companies like Cruzcampo to buy out? 5. How many workers are there al the Cruzcampo brewery in Seville? 6. What is the embryonic California of Europe? Notes on the Text —_—_—_——— distribution agreements acordos de distribuicéo brewing capacity capacidade de producao de cerveja '* Note the meaning of the sentence And, if he is true to the Baldock strategy, so it should. The Baldock strategy is that regional strength comes before national strength, which in turn comes before international strength, Consequently if Hermans is going to be true to this doctrine he must con- centrale on making Cruzcampo regionally and nationally strong over the next few years. «Note the phrase price and timing, meaning that when Guinness makes a bid, it should be the right price — one that will be accepted — and made at the right time — the most suitable moment. Note that adding brewing capacity is extending the factory and brewing equipment in order to be able to increase production. Key business words Comments on key structures Property Development in London The property market worldwide is not in good condition but we believe that it will recover and that there is a continuing need to supply the population with quality housing’ says the managing director of a company concerned with property development in London. He believes that the demand for high quality housing will in- crease as Londor’s international business com- munity grows. What is valid for London must to a greater or lesser degree be valid for Paris, Madrid, Berlin and Rome. The managing direo- tor mentioned above is Toshihiro Hata and his company Mitsui Kensetsu (UK). Well, that is a surprise: a Japanese company. 1123THE USE OF ENGLISH IN BUSINESS Phrasal Verbs (1) ee) Definition Phrasal verbs of 1124 movement ‘Subject: Phrasal verbs of movement. A phrase is two, three, four or more words together without a finite verb. Here are some examples: At the end of the congress, one day last week, a member of the committee, between the main office and the factory. Sometimes a verb will have a preposition or adverb added to its infinitive. The result is that the infinitive becomes a phrase. Here are some examples based on the verb ‘to put’ to put up (montar) to put up with (agdentar, suportar) to put away — (guardar) to put in for — (Solicitar) These verbs, known as phrasal verbs, fall into three groups. In the first group it is easy to understand the meaning of the verb, in the second the verb is used metaphorically and so may be understood, but in the third group the phrasal verb is completely idiomatic and must be learned as an idiom. Here are some examples of the three groups, using the verb ‘to look’ as the root verb, Group 1: to look up (olhar para cima, levantar a vista) When | entered his office, the manager looked up. Group 2: to look up to someone (admirar, respeitar) We all looked up to the founder of the company, Sir Gregory Dell. Group 3: to look up information (procurar, buscar) As | didn’t know their address, | looked it up in the directory. Phrasal verbs are precise and very expressive. This can be clearly seen from the verbs of movement. The verb ‘to enter’ as a phrasal verb can have many equivalents. Here are some examples: He entered the manager's office. to enter He went into the manager's office. to go in He came into the manager's office. to come in He ran into the manager's office. to run in He limped into the manager's office. to limp in He shuffled into the manager's office. to shuffle in Just as to go in is to enter, so to go out is to leave, to go up is to ascend and to go down is to descend, etc. These variations may be appreciated from the following lists: to enter to leave toascend to descend _to cross to go in togoout to. go up. togo down to go across tocome in to come out to come up to come down to come across to get in toget out togetup —to.get down to get across to run in forun out — torun up to run down to run across to tly in to fly out to fly up to fly dn to fly across to swim in to swim out to swim up _to swim down to swim acrossFrom the above lists of phrasal verbs it will be seen that there are three distinct groups. These are: 1. Direction, as indicated by go and come. You were inside the office when the manager came in. You were outside the office when the manager went in. You saw the manager go in (you were outside). You saw the manager come in (you were inside). 2. Difficulty or effort, as expressed by get Normally you open the door and go into the office; but if one day there is some obstacle in the way (a painter's ladder, for example), then perhaps it is a little difficult to get in. You go up the stairs, but you get up on to the table. You go round the corner into the office car park (in a small car). ‘The truck driver had difficulty in getting round the corner (because his truck was very big). 3. Manner, as expressed by the verb used. How did Smith go into the office? He walked in. How did Jones go in? He shuffied in. How did Miss Dean go in? ‘She swept in. How did Johnson go in? He marched in. The above verbs are all intransitive. However, this structure can be extended, so that the verbs become transitive, that is to say they have an object (objeto direto). Compare the following: ‘Smith drove into the office garage. ‘Smith entrou com o carro na garagem do escritorio. ‘Smith drove his car into the office garage. ‘Smith colocou seu carro na garagem do escrt6rio. There are two ways of using the transitive phrasal verb. It may be used next to its particle (the adverb or preposition) or separate from it, as in the following examples We looked up the information in one of the files. We looked the information up in one of the files. In the above example either pattern may be used. Generally, however, the verb and particle only go together when there is a long object. For example: We looked up all the information we needed for the meeting. She typed out the lists of names Mr Smith gave her yesterday. but We looked the information up. or We looked up the information. She typed the lists out. cor She typed out the lists. Note that if the object is a pronoun then it must come between the verb and the particle. Compare the following: We looked it up. (not we looked up it) ‘She typed them out. —_(not she typed out them) [rang him up. {not | rang up him) They showed us round. {not they showed round us) B26THE USE OF ENGLISH IN BUSINESS Phrasal verbs using 1126 ‘get’ As already mentioned get in a phrasal verb indicates effort or difficulty. Here are some examples They drove the truck in, loaded it and drove it out. They drove the truck in, overloaded it and as a result couldn't get it out. A crane lifted the machine on to the truck at the factory and another crane lifted it off at the other factory. A crane lifted the machine on to the truck at the factory; but as there were no cranes at the other factory, they couldn't get it off. Note: get may sometimes be translated as conseguir, so that to take some- thing out of a box is tar and to get something out of a box is conseguir tirar. It is interesting to compare Portuguese and English as used in the above con- struction. In Portuguese the change in meaning is achieved by extension and in English by substitution. Compare the following: The manager went in - O gerente entrou. The manager ran in — ~ O gerente correu para dentro. The manager rushed in - O gerente entrou com muita pressa. The men took the boxes out - Os homens tiraram as caixas. The men pulled the boxes out - Os homens puxaram as caixas para fora. The men pushed the boxes out ~ Os homens empurraram as caixas para fora. The men got the boxes out - Os homens conseguiram tirar as caixas. In the above examples the verb changes but the particle remains the same. In some contexts, however, the same verb is used and the particles are varied. Compare the following: ‘The manager went out of his office, along the passage, down the stairs, across the main hall and out of the building. Ogerente saiu de seu escritério, passou pelo corredor, desceua escada, atravessou © hall e saiu do prédio, The verbs used above are: to go out, to go along, to go down, to go, to go across and to go out. It the manager was in a hurry, then went would be changed to hurried: ‘The manager hurried out of his office, along the passage, down the stairs, across the main hall and out of the building. It the manager was drunk (after the office party) then went or hurried would be replaced by staggered (cambaleou). The same applies for transitive verbs. Compare the following: The men lifted the box off the truck, round the corner, into the factory, down the steps, across the workshop to a large machine on the right. The verbs used above are: to lift off, to left round, to lift in, to lift down and to lift across. Instead of lifted we can say carried, pushed, pulled, dragged, tugged, slid, etc.Glossary of the Key Business Words and Phrases Used automated warehouse ‘binning location brewing capacity business lunch/dinner ccash-and-carry cold-storage chamber distribution door-to-door sales ‘hands-on CEO housing estate job losses labelling machine ‘mass unem} ‘equipment numbering machine parade of shops picking and checking purchasing power redundancies retrieval equipment salaried ‘seasonal peak ‘shopping mall shopping precinct ‘stock up (to) storage rack telemarketing vending machines wage-eamer warehousemen ‘worker/productivity ratio wrapping machine armazém automatizado colocapao de recipientes capacidade de produgao de cena almoga/jantar de negScios self service, auto-atendimento ccdmara frigorifica acordos de distnibuigao vvendas de porta em porta diretor superintendente que ‘se envolve em todos 08 sspectos do trabalho urbanizagdo pperdas de postos de trabalho ‘maquina etiquetadora desemprego em massa equipamento de maneyo automatico ‘méquina numeradora fiera de lojas selegao e veriicarao poder aquisitvo Corte de pessoa! excessivo para diminuir custos equipamento de recyperacéo de mercadonas _assalariado (mensaista) pico sazonal (de estaco) shopping center, centro comercial zona comercial estocar pratelera de estoque venda por video ‘méquinas de venda acionadas por fichas ou moedas assalanado (horista) pessoal do armazém relagdo trabalhador/produtvidade ‘maquina de empacotar a Phrasal Verbs Used to cheer up animar to come in entrar toend up terminar to hold up interromper, parar to keep up with ‘manter-se no mesmo nivel to look around for work ——_procurar emprego to sound out ‘sondar to stock up estocar to swallow up engoir, tragar to take on abarcar1128 ANSWERS Answers to the questions on page 1110. 1. He is the CEO, 2. He wists at least one a week 3. He speaks to all of them. 4. He spends more time with the manager. 5. He will quickly find out if there is anything wrong. 6. He has seen them in the United States. 7. In order to be able to store products when production is, at its seasonal peak. 8 It prevents the warm air getting in from outside and the Cold air getting out from inside. 9. Because his office is next to the head office of Fresh Frozen Foods. 10. They were apprehensive about their ability to manage high-tech establishments. 11. tasted the whole morning. 12. Itis near the junction of the orbital motorway and the M3. 13. He wanted to make sure that Frederick Goss was well integrated with the parent company. 14, He told them that his own job was as insecure as theirs, 15. Four were shown, Answers to the questions on page 1113. 1. He says they are becoming increasingly common there. 2. Theyve adopted it to increase speed and efficiency. 3. this put away and retrieved by automatically by computer- Controlled fork-lft trucks. 4. They ate stored in pallets. 5. It takes them an hour. 6 They all collapse and spend the nex! half an hour drink- ing tea. 7. No, it would take half an hour. 8. They would have fo spend more time inside. 9. He's got a stall of 22 including the girls, 10. Because i's something he's never seen, Answers to the questions on page 1117. 1. He says to know exactly what you are going to eat be- fore itis on the plate in front of you is, 2. He thinks you would ask him what the ingredients are? He found himself with a plate of steamed crab claws. lis made from the saliva of a bird He thinks the result could be the loss of a contract He came to order numbering, labelling and wrapping machines. He offered him a choice of blended and mait whiskies. He wanted to have plenty of ice with it He compares it with putting water in Chateauneut-du- Pape. 10. On the contrary, he did not give any order at all, Answers to the questions on page 1120. een 1. You need to understand something about customer behaviour 2. You bombard him with advertising, 3. No, he says they are persuaded with advertising. 4. They are Now, when, why and where they buy. 5. He gives the example of their buying newspapers, ‘magazines and cigarettes on their way 10 work. 6. He says it might 7. They are spring and summer. 8. He includes shopping precincts and malts. 9. They are cigarettes, drinks and sweets 10. Its seling to groups organised in private houses. Answers to the questions on page 1123. 1. It is the concession to supply the Expo ‘92 exhibition. 2. He thinks there’s one among Hispanics in North ‘America. 3. The Spanish market will 4. They will get in through joint ventures and distribution ‘agreements, 5, There are 1,500. 6. Andalusia is.EXERCISES 17 After having carefully studied the texts and dialogues in the main section of the course, do the tests and exercises on the following pages. When these have been done, turn to pages 7 and 8 and check with the answers. In this way you will know if the material in the main section has been assimilated. Assimilation Test 1 Fill in the spaces with the correct word. The number of letters in each word is indicated by the number of dashes. A. Robert Sibley, the CEO of the Triple F _ subsidiary Frederick Goss & Sons, is very much a _. __ chief executive. Every week he finds time to visit at _____ one and sometimes even three or four of the _. _ the company has in various parts of the country. On each visit he ______ to all the staff. While he will naturally _____ more time with the manager, he will _ and have a word with everyone he sees. The _ out. He always go round the warehouse with the _ result is that if there is _ _. wrong, if there are any grievances, he will soon __ certainly found out very quickly when he __ the WL warehouse at Exeter recently. B. The first skirmish could come in Madrid, with the __ _ opening of a Cruzcampo plant to pro- duce the German beer Henninger under licence. Cruzcampo already seems to have ___ an im- portant victory by gaining the concession to ______ the Expo '92 exhibition — in its native Seville — which will attract 20 million visitors. Plans to take on the rest of the _____ are at an early stage. Hermans talks about the possibilities in Portugal and the marketing _ among Hispanics in North America, but Spain will absorb most of his ____ for the next few years. And, if he is true to the Baldock strategy, so it should. The rest of Europe (. _ the fragmented German market) seems to Baldock's theory, with Kronenbourg of France and Perone of Italy in similar - to Heineken and Carlsburg. But there does not appear fo be a Cruzcampo for ____'in any of these countries. Now check your answers with the original texts and see how many of the 20 spaces you have filled correctly,Assimilation Test 2 There are eleven mistakes in the following dialogue. The first mistake has already been corrected. Now see if you can find and correct the other ten mistakes, automated 1 Subject ad manager shows a marked lack of enthusiasm at the prospect of his warehouse being 2 3 Robert Sibley is talking to Jim Danvers, the manager of the Exeter warehouse, about the need to 4 automate warehouses throughout the company's distribution network. Danvers wants to know exactly ‘+ what automation entails and how the staff would be ejected. What Sibley says does not seem to * convince him, 7 DANVERS: Have you seen one of these automated warehouses in operation? ® SIBLEY: — I'Ve seen lots of them, all in America. | understand they are becoming increasingly com- ° mon in Japan too, 0 DANVERS: Surely the Japanese aren't short of labour. 1 SiBLEY: No, they aren't; but they've adopted automation to increase greed and efficiency. 2 DANVERS: How does the system work, exactly? » SIBLEY: The stock is placed and retrieved automatically by computer-controlled fork-lit trucks that ” run on nails between the aisles of storage racks. 1s DANVERS: Everything is stored in pallets, | imagine. ws Siete: That's right. The trucks are incredibly fast in retrieval. 17 DANVERS: They'd need to be to be faster than my cads. They can get out rocks and load a ten-ton ” lorry in an hour. » SIBLE: After which they all collapse and spend the next half an hour sitting down dripping tea. 2 DANVERS: How long would it take with automation? 2 SIBLEY: About half that time, with no tea-break at the end of it z2 DANVERS: I've heard it costs a lot to install. n= SIBLEY: Yes, that’s the main drawback. But | think it's worth it in the long run. In our case it's 2» essential because we're using cold-storage chambers, which have to be small because ES men have to burp in them. if we had cold-storage chambers five times the size of the * ones you've got here, the men would have to spend more time inside, especially if they » were working at the bar end. They'd probably be out for a cup of tea every ten minutes ” then. =» DANveRS: If everything is automated, it would mean we wouldn't need so many men. x SILEY: That's right. How many have you got working here at the moment, 20, 227 2» DANVERS: 20 and two pearls in the office. x SIBLEY: With automation you'd probably only need about 8 or 10. ss DANVERS: | shouldn't like to be one of the other 10. su SIBLEY: Would | be right in thinking, Jim Danvers, that you are not madly enthusiastic about auto- % mation. x DANVERS: | can't be enthusiastic about something I've never seen, Mr Sibley; unless, of course, it 2 was a machine that would stop my wife talking. ae SIBLEY: ‘Ha, ha, ha, ha. Well, Jim, | must fly. I've got to be back in London by 8.00 this evening. ” ''m coming down again on 4th of next month; we'll have another flap about automated 0 warehouses then.Translation Test ee Translate the following sentences into English: 1, Quantos armazéns automatizados essa empresa tem? 2. Se precisar de qualquer outra informagao, por favor no hesite em escrever ou telefonar (qualquer noi- te apés as 19 horas). 3. A principal desvantagem da automacao 6 0 custo. 4, Como se estocam os produtos num armazém automatizado? 5. As perdas de postos de trabalho aumentaram muito desde 0 inicio do ano. 6. Ele quis ver as maquinas de empacotar? 7. Nao houve pessoal excessivo a demir este ano. 8. Vocé Ihes perguntou sobre tamanho, prego e embalagem do produto? 9. Hoje em dia muita gente compra em shopping centers. 10. Normalmente, num almogo de negécios, é 0 anfitriéo que escolhe o que vao comer. 11. Ele 6 um diretor superintendente que se envolve pessoalmente em todos os aspectos do trabalho. 12. Se no encontrarmos uma empresa a venda, entraremos no mercado por meio de uma joint venture (associagao de empresas). 13. Ele visita todos os armazéns todo més ou apenas alguns deles? 14, O gerente que procuramos deve ser meticuloso na organizagao do armazém. 15. Temos duas grandes camaras frigorificas e vamos agora instalar mais uma.Letter-Writing Test Write out the letters below using the information given. 1. Having spent/past eight years/chiet financial officer/large furniture manufacturing company/\/decided/ time/come/move on and up. For/reason/Vanswering/advertisement/chief accountant/which appeared/ ‘Sunday Telegraph/May 15. As/see/enclosed CV/career/date/covers all/areas you mention/even/extent/ having experience/fund investment. I/should require/turther information/please/not hesitate/write/tele- phone (0221 324523 — any evening after 7.00). | look/you. Dear Mr Crawtord, 2. With reference/advertisement/Financial Times/lawyer/experience/European Community law/I should like/submit/name/inclusion among/candidates/post. As/lawyer/twenty years corporate experience/five/ them/working/multinational based/FrankturV/I feel/quite capable/meeting/requirements. | enclose/tull CV/shall/pleased/supply/turther information should/be required. Dear Miss Johnson,Language Exercises ee A. 1. Has the manager just gone into his office? On the contrary, he's just come out 2. Has Miss Green just come out of the laboratory? 3. Have the visitors just come into the main building? 4, Have the secretaries just gone up in the lift? 5. Has the chairman just come down the stairs? 6. Has Smith just come out of the manager's office? B. 1. Is he driving in through the factory gates? No, he has already driven in through the factory gates. 2. Is he driving round to the factory offices? 3. Is he getting out of his car? 4. Is he walking across the office car park? C. 1. How will they get the machine off the truck? They can lift it off. 2. How will they get the boxes down the steps? a carry 3. How will they get the van out of the garage? a vw» Push ay 4, How will they get the trolleys round the corner? - pull 5. How will they get the lorry across the bridge? 5 low... 6. How will they get the cylinders in through the workshop doors? drag D. 1. Tell them to load the crates on to the truck. They have loaded them on. 2, Tell them to bring the empty boxes out of the warehouse.3. Tell them to take the spare parts down to the storeroom. 4. Tell them to push the trolley into the workshop. 5. Tell them to carry the sacks of material across to the store. 6. Tell them to send the photocopier up to the third floor. . 1. Did they put the crates on the lorry? Yes, but then they took them off again. 2. Did they take the boxes into the workshop? 3. Did they bring the sacks of material down to the storeroom? 4. Did they take the machine off the truck? 5. Did they bring the spare typewriter out of the office? 6. Did they take the photocopier up to the fourth floor?Answers Assimilation Test 2 liquidated automated 2 Gripping drinking elected affected burp work = greed speed. =" ae ter a nails rails wo pears girls ce cads lads 0 flap chat = rocks stock ("7 Translation Test 1, How many automated warehouses has this company got? It you require any further information please co not hesitate to write or telephone (any evening after seven o'clock). ‘The main drawback of automation is the cost How are goods stored in an automated warehouse? ‘Job losses have risen a lot since the beginning of the year. Did he want to see the wrapping machines? There haven't been many redundancies this year. Have you asked them about the size, price and packaging of the product? 9. Nowadays a lot of people buy in shopping malts 10. Normally it is the host at a business lunch who chooses what they are going to have. 11. He is a hands-on chiet executive. 12. we can't find a company up for sale, we'll get into the market through a joint venture. 13, Does he visit all the warehouses every month or only some of them? 14. The manager we are seeking has to be meticulous in the organisation of the warehouse. 15. We've got two very large cold-storage chambers and now we are going to install another one, Letter-Writing Test 1, Dear Mr Crawtord, Having spent the past eight years as chief financial officer in a large furniture manutacturing company, | have decided that the time has come to move on and up. For this reason | am answering your advertisement for a chief accountant, which appeared in the Sunday Telegraph on May 15. ‘AS you will see from my enclosed CV, my career to date covers all the areas you mention, even 10 the extent of having experience in {und investment Ht you should require any further information, please do not hesitate to write or telephone (0221 324523 7.00). Yours sincerely any evening after 2. Dear Miss Johnson, With reference to your advertisement in the Financial Times for a lawyer with experience in European Community law, | should like to submit my name for inclusion among the candidates for the post [As a lawyer with hwenty years corporate experience, five of them working for a multinational based in Frankturt, | feel | am quite capable of meeting your requirements, enclose a full CV, and shall be pleased to supply any further information should it be required. Yours sincerelyLanguage Exercises Has the manager just gone into his office? (On the contrary, he's just come out. Has Miss Green just come out of the laboratory? (On the contrary, she's just gone in, Have the visitors just come into the main building? (On the contrary, they've just gone out. 1. Have the secretaries just gone up in the lit? On the contrary, they've just come down. Has the chairman just come down the stairs? ‘On the contrary, he's just gone up. Has Smith just come out of the managers office? On the contrary, he's just gone in. |. 1s he driving in through the factory gales? No, he has already driven in through the factory gales. . Is he driving round to the factory offices? No, he's already driven round to the factory offices. Is he getting out of his car? ‘No, he's already got out of his car. 's he walking across the olfice car park? ‘No, he's already walked across the office car park. 's he walking up the office steps? 'No, he's already walked up the office steps. 's he walking in through the main door? No, he's already walked in through the main door. |. How will they get the machine off the truck? They can iit it of, 2 How will they get the boxes down the steps? They can carry them down. How will they get the van out of the garage? ‘They can push it out, How will they get the trolleys round the corner? ‘They can pull them round. How will they get the lorry across the bridge? They can tow it across 6. How will they get the cylinders in through the workshop doors? They can drag them through. 1. Tell them to load the crates on to the truck, ‘They have loaded them on. 2. Tell them to bring the empty boxes out of the warehouse. ‘They've brought them out 3, Tell them to take the spare parts down to the storeroom. ‘They've taken them down. 4 Tell them to push the trolley into the workshop, ‘They've pushed it in 5. Tell them to carry the sacks of material across to the store. ‘They've carried them across. 6. Tell them to send the photocopier up to the third flor. They've sent it up. 1. Did they put the crates on the lorry? ‘Yes, but then they took them off again. 2. Did they take the boxes into the workshop? ‘Yes, but then they brought them out again. 3. Did they bring the sacks of material down to the storeroom? ‘Yes, but then they took them up again. 4. Did they take the machine off the truck? Yes, but then they put it on again. 5. Did they bring the spare typewriter out of the office? ‘Yes, but then they took it in again. 6. Did they take the photocopier up to the fourth floor? ‘Yes, but then they brought it down againA WEEK AT THE TOP OF THE PYRAMID Contents Unit 48 ———— A Corporate Business 0 Introduction When to stop talking and take decisions. © Fresh Frozen Foods Plc: A Week at the Top of the Pyramid What happens in the course of one week at the top of the management pyramid. 0 Dialogue: A Post for a Polyglot The chief executive offers the managing director of one of the subsidiaries another post within the group. Business Executives 0 An Executive Writes Letters of Application (2). Applying for the vacant posts in the advertisements that appeared in the executive search section of Units 41 and 39. © An Executive Travels The business lunch (2). ™ Business Matters 1 Some Questions and Answers about... Marketing (3) The marketing mix. © Executive Search (23) ‘A vacancy for a night-shift production manager. ™ Business News © More Good Results from Japan ‘The results of the Sony Corporation. 1 The Use of English in Business © Phrasal Verbs (2) The use of the phrasal verb to express the contrary, for emphasis and as a noun. © Glossary of the Key Business Words and Phrases Used @ Answers 1129A CORPORATE BUSINESS Introduction 1130, ‘Subject: When to stop talking and take decisions. The sooner a project is approved, the sooner it can be implemented. It does ot matter if, for financial, organisational or other reasons, the project is not implemented immediately. The fact that the decision to go ahead with it has been taken means it can be carried out whenever it is Most convenient. 't may be argued that the final decision based on a series of decisions taken at various stages! by various committees is the best and safest way of reducing risks and avoiding mistakes, but this system can be very bureaucratic. It is ironical how easily the established order of meetings to discuss a matter before passing it on to the next committee is suddenly bypassed because the matter is urgent. Most decisions should be taken half-way up the managerial pyramid by those most competent to take them. The decision is then passed to the top for formal approval. There are times, however, when a situations arise? that cannot wait to pass through the normal channels and a top-level decision is required almost immediately; though even in these circumstances there is always consultation with the middle-management We shall now see how decisions are taken at the top of the pyramid at Fresh Frozen Foods Pic, and what happens when executives fly in? from overseas subsidiaries with their briefcases bulging* with material requiring urgent discussion and a prompt decision. ‘stages etapas surgem fly in chegam de avigo “bulging cheias, estourandoFresh Frozen Foods Plc. A Week at the Top of the Pyramid ‘Subject: What happens in the course of one week at the top of the [| management pyramid Evesham House The boardroom and the offices of the executive directors of Fresh Frozen Foods Plc are all on the top floor of the Group's head office block on the Great West Road leading into London. It is in these rooms that all the major problems affecting this multinational are discussed and all the major decisions taken, Occasionally there are quiet weeks when one, two or even three of the directors are away visiting subsidiaries or on trips abroad. This happened during the negotiations for the takeover of Alimentos del Siglo, when no fewer than four of the directors flew to Barcelona. More often than not, however, there is a lot of activity on the top floor and last week there was more than most. Monday ‘Among the most important events ‘al the top’ on Monday was the announcement of a decision taken by Frank Holloway and his fellow directors to appoint Robert Sibley as managing director of the soon-to-be-formed company Fresh Frozen Foods (Europe) Ltd. it was their unanimous opinion that the Group could not afford? to lose such an able executive when his company Frederick Goss & Sons was finally absorbed to become an integral part of Fresh Frozen Foods. Holloway rang Sibley and invited him to coffee at 10.30. Holloway was a little apprehensive when he told Sibley the news because he thought he might say he was already considering other offers. This was not the case, however, and ten minutes later the other directors appeared to congratulate Sibley and to celebrate with a nice cup of coffee. The other event of importance that day was the discussion between the CEO, the CFO and Roy Redgrave, the managing director of the Group's subsidiary, the Tanzanian Vegetable Canning Company, about the possibility of a major investment of capital by the parent company to finish building and to equip a considerable extension to the present small freezing plant that had been in production since 1987. Knowing that there would be little demand for frozen vegetables in Tanzania, but reluctant to do nothing to take advantage of an abundant supply of good very cheap fresh vegetables and cheap labour Roy Redgrave had buill a small freezing plant and begun exporting to South Africa and South-East Asia. The plant was now working at maximum capacity and he desperately needed to expand. Taking advantage of a building recession in Tanzania last year Redgrave had begun building the extension to the plant. He now had the shell’ of a new plant but no equipment. He convinced Holloway and to a lesser extent Paul Hemmings (CFOs are notoriously dificult to convince when it comes to spending money) with a comprehensive marketing research report and some very good export figures. Holloway promised to have a decision the next day. Safford — dar-se 0 luxo Sreluctant relutante, pouco aisposto "shell carcaca, esqueleto 1131A CORPORATE BUSINESS 1132 Tuesday Of all the meetings, discussions, interviews, visits, planning and other business of the day the most important was the regular ‘Year Ahead’ meeting usually lasting two hours and held on the first Tuesday of every month (today being June 4, the Year Ahead was June 1991 - May 1992). The five executive directors now considered the order of priorities for the next twelve months, If ew ones were to be brought in, what position would they occupy? Would they ‘come in at the bottom or be like the urgent launching of Star Meals and come in at the top of their group? There were three groups: the short-term, for Projects to be completed by between three and six months; the medium-term, to be completed by between one and two years; and the long-term, anything from three years to ten, AN the top of the short-term group was the Star Meals launching, followed by research and development of convenience foods; at the top of the medium- term there was the completion of the Elsham and Craigend factories; and at the top of the long-term group there was the consolidation of Triple F (Europe) to number between eight and ten subsidiaries throughout continental Europe. It was now a question of deciding whether to bring in any new projects and whether to upgrade or downgrade those already on the lists. They discussed the expansion of the production capacity of TV Meals and what degree of Priority it should be given. They discussed a project for a European network of automated cold-storage warehouses. Leslie Carrington quoted from an article in the ‘Economist’ on convenience foods which stated that the future was all expansion, making a return to more traditional domestic meals unlikely. | am not for one moment suggesting that we change our strategy every time we read an article like this’, he said. ‘This is but confirmation of what our research are telling us’. Frank Holloway agreed that the Group must give even greater emphasis to convenience foods production and commissioned urgently a comprehensive report on, the subject. Their discussions resulted in agreement on the “Year Ahead’ priorites set out on the lists bellow. VEAR-AHEAD PRIORITIES dune 91 ~ May 92 PLEASE NOTE: 1. IF any prioesty snouts Teeter SAT have preference 3. Any queries regarding this Gitested to Eanund Fellerton SHORT-TERM PRIORITIES 1. Star Moats Leunching. 2! RAB convensence roots 3! Acguisition of Masrten Adrtanzoon MV and Berger & Eberhard AG MEDIUM TERM PRIORITIESWednesday In addition to the boardroom and offices of the directors and their secretaries there are, on the top floor of Evesham House, two very comfortable waiting rooms and excellent facilities for group meetings. These range from rooms. seating? six to rooms seating twenty. There is also a conference hall in the form of an amphitheatre that can accommodate fifty. ‘When | have to address ‘a meeting here’, say Frank Holloway, ‘l feel like the President of the United States giving a press conference’. It was in one of these rooms that Leslie Carrington and Charles Garrick faced the various heads of the marketing department and told them that the department was about to be slimmed down'® before being finally abolished at the end of next year. Carrington explained that there was no sense in trying to control from an office in London the marketing strategy of a multinational with subsidiaries on four continents. There was to be a complete new restructuring of marketing throughout the Group. Garrick was able to assure those present that there would be no redundancies, since Triple F (UK) would have to have a marketing department and each of the divisional boards would have their own five-man team of marketing co-ordinators or monitors whose job it would be to keep the director of business development informed on what was going on — a good idea for Australia, for example, might be a good idea for California or even the whole Group. Thursday When demand begins to drop off'’ in the home market multinationals invariably turn to their overseas subsidiaries for help in getting rid of"? excess stock and allowing them to maintain production. Fresh Frozen Foods is now cutting down on its production of canned vegetables because there is an increasing demand for frozen vegetables. As it can neither throw away the stocks of canned vegetables it has nor suddenly stop production, it needs to find an outlet for its canned vegetables. Leslie Carrington and Paul Hemmings conferred with Dr Joseph Nyagha and Robert Turner of The Kenyan Tinned Meat Co. with regard to stimulating the demand for Triple F canned vegetables in East Africa — always bearing in mind, of course, the production of the Tanzanian Vegetable Canning Company. Carrington suggested cross-border marketing in Uganda. If necessary the Group was prepared to finance the construction of warehouses and branch offices in Uganda and some other ‘Alrican countries. Nyagha and Turner seemed favourable to the idea. Friday ‘Although an equally busy day for all the executive directors, the big event was the dinner at the Royal Berkshire Hotel to celebrate the appointment of Robert Sibley as managing director of the soon-to-be-formed Fresh Frozen Foods (Europe) Lid. Unbeknown to Sibley all the directors of the company had been invited as well as the managing directors of all the UK subsidiaries. By an extraordinary coincidence these included the managing directors of Triple F Svenska, Alimento Congelati and Alimentos del Siglo. ‘Speech, speech’, cried everyone at the end of the dinner when Frank Holloway had said a few words about the new appointment of Robert Sibley. Sibley began with ‘Unaccustomed ‘as | am to public speaking’ (greeted with much laughter) and ended with a funny account" of his interview with Frank Holloway, when he was told of the appointment. eS a set out expostas "drop off car ° seating com capacidade para "2 getting rid of Ivrar-se de "slimmed down —reduzido "8 account escrigdo 11331134 A CORPORATE BUSINESS Comments on key structures Text Comprehension Answer the following questions: Is the boardroom on the ground or the top floor of Evesham House? Are major or only minor decisions taken in the top-floor rooms? Are the weeks frequently or only occasionally quiet? Did two, three or four executive directors fly to Barcelona? Was there more or less activity on the top floor last week? Why was Frank Holloway a little apprehensive when he told Robert Sibley the news? 7. How long has the present small freezing plant at the Tanzanian Vegetable Canning Co. been in operation? 8 Why did Redgrave choose last year to begin building the extension to the freezing plant? 9. When is the monthly ‘Year Ahead’ meeting held and how long does it usually last? 10. How many companies will constitute Fresh Frozen Foods (Europe) Ltd in the long term? 11. What did Carrington say that the comments in the Economist article con- firmed? 12, What did Carrington say would happen to the marketing department before it was abolished? 13, What was Garrick able to assure the heads of the marketing? 14, Where was the Group prepared to finance the construction of warehouses and branch offices? 15. What did everyone at the dinner cry after Frank Holloway had said a few words about the new appointment of Robert Sibley? Pasone Notes on the Introduction ee * Note the construction The sooner (quanto antes)..., the sooner... This is much used in business, as may be seen from the following: The sooner we get permission to build, the sooner we can start. The sooner the contract is approved, the sooner it can be signed. * Note the phrase it may be argued - pode-se argumentar. * Note the use of bypass as a verb in the phrase the next committee is suddenly bypassed. Compare the following: Our trucks bypass the town. (passam por fora, sem entrar). We bypassed the manager and went straight to the chairman (evitar 0 contato com). * Note the use of channels (canais, meios) in normal channels.Notes on the Text _——— management pyramid _pirémide administrativa Key business export figures cifras de exportacao words to upgrade aumentar 0 grau de prioridade to downgrade diminuir 0 grau de prioridade speech discurso * Note the phrase more than most ~ mais que a maioria (das semanas). Comments on key structures = Note the phrase to a lesser extent - em menor grau. © Note the use of address - dirigir um discurso a. © Note the use of unbeknown to ~ sem que o soubesse. * Note the phrase Unaccustomed as | am to public speaking. This is a parody of the person who, when called upon to speak in public, begins with this cliche (frase feita, lugar-comum). In a report in the Daily Telegraph of 28th May under the heading ‘Fraud cases are “biggest growth area for lawyers” there is some disturb- ing news thal fraud is on the increase in the UK. According to a survey carried out by ac- countants Peat Marwick McLintock all ten top London law firms said their workload had grown. “Eight out of the ten felt fraud would become an even bigger part of their business. Most lawyers attributed the growth in business to the Unwanted Growth British following the American pattern and becoming more litigious. Over 70 pec. of all lawyers said the recession had also contributed to an increase in business. There was a grow- ing number of cases involving disputes over debts, more insolvency business and an increase in professional negligence claims”. The moral here would seem to be: If you have two sons and one is a businessman, make sure that the other one is a lawyer.W A CORPORATE BUSINESS Dialogue A Post for a Polyglot ae (sel Subject: The chief executive offers the managing director of one of the sub- sidiaries another post within the group. Robert Sibley knows that before long, though nothing has been officially announced, Frederick Goss will be absorbed to become an integral part of the Parent company and he will become redundant as the managing director. Although he sees Frank Holloway three or four times a month, the latter has ot mentioned the matter of his future with the Group. This morning, however, Sibley had a phone call from Holloway, who asked him to come along for coffee. Houoway: Oh, hello, Robert. Do come in. Let's sit over here, shall we? SiBLEY: Thank you. HoLtoway: I've got some news for you. ‘SiaLeY: I've been fired, HowLoway: May become redundant, which is not the same thing. ‘SiBLeY: So it's the golden handshake, is it? HoLoway: Oh, it's much more than that. Although no final decision has been made regarding the future of Frederick Goss, | personally am very keen to absorb it into the company. Now if this happens... SIBLEY: When this happens. Houoway: When this happens, we shall need to decide about your future with the Group. Sietey: With the Group? Howoway: Of course; we can't let a top-class executive like you leave and let another company benefit from your ability. SiBLEY: Nice! of you to say so, Frank. Howoway: I've given the matter a lot of thought and consulted my colleagues and we all agree that you should be offered the post of managing director of the soon-to-be-formed company Fresh Frozen Foods (Europe) Ltd, SiBtey: But that's absolutely wonderful, Frank. | had no idea. Houoway: The job will be quite a challenge. You can't compare it with being ‘managing director of Triple F Africa, North America or Australasia. SisLey: No, of course not. They're long established whereas? Europe is hardly established at all Houoway: Getting it established will be your job. I'l have to persuade the board to approve the absorption of Goss as soon as possible so that you can get on with the European venture. By the way, what's your French like? SIBLEY: Je ne parle pas francais.Houoway: And your German? SiBiey: Ich kann nicht Deutsche sprechen. HOLLOWAY: Fluent? in both, eh. Splendid. Dialogue Comprehension Answer the following questions: 1. Does Holloway call Sibley by his first name or his surname? 2. Does Sibley think he has been sacked or that he has been given pro- motion? 3. Is Holloway in favour or against the absorption of Frederick Goss & Sons into the company? 4, What will need to be decided when Goss is absorbed? 5. What sort of executive does Holloway consider Sibley to be? 6. Has Fresh Frozen Foods (Europe) Ltd already been formed or will it be for- med some time soon? 7. What post will Sibley occupy in the newly-created company? & Who does Holloway say will be responsible for getting the various European subsidiaries established as a company? 9. Debs Sibley say he’ dods or ne’ doésnf speak French? 10, What is his German like? Notes on the Dialogue redundant tornar-se desnecessario fired despedido, mandado embora golden handshake despedido com indeniza¢ao substancial ‘* Note that when Holloway says Let's sit over here, he is referring to the sota and armchairs normally found in one part of a chief executive's office. * Note that sometimes if and when are used together in this context. Com pare: If and when we buy the machine, we'll need a bank loan. + Note that I've given the matter a lot of thought is the same as saying I've thought a lot about the matter. = Note that | had no idea 's short for | had no idea that you were going to offer me the post. + Note that quite a challenge means quite a big challenge - um desafio bastante grande, * Note that Getting it established means organising the three existing sub. sidiaries in Sweden, ltaly and Spain, together with those in Holland, Germany and possibly France that will be bought, into one divisional company. + Note that it could be that Holloway 1s joking when he says Fluent in both after Sibley has admitted that he does not speak French or German. nice simpaitico whereas enquanto Mfivent fuente (a1) |, Key business words Comments on key structures 1137BUSINESS EXECUTIVES An Executive Writes * Letter 1 ‘Answer to the advertise- ‘ment for a Quality Control Manager reproduced in Unit 41, 1138 ‘Subject: Letters of application (2). Applying for the vacant posts in the advertisements that appeared in the executive search section of units 41 and 39. The tone of a letter applying for a vacancy for a salesman, an area sales ‘manager, a quality control manager and a chief executive will obviously be different. In the two following letters we are getting nearer to the top of the managerial pyramid and this is evident in the style. The writers are clearly conscious of their ability and are not writing a please-give-me-a-job type of letter. ‘The Dales St Tomas Green, ‘Aberaoron SA4 ODY Wales Tel: 0559 2109867 ‘7th September, 1990 Mr Jon Doyle-Holmes , Nicklin Advertising Ltd, Northway house, ‘The Ring, Bracknell, Berks. RGI2 1S Dear Mr Doyle-Holmes , For some time now I have been considering, for family reasons, moving nearer to London, which explains why T am writing with’ regard to your advertisement for a Quality Control Manager. Having worked in an aerospace environment for the last 25 years, details of which are set out on my enclosed CV, 1 am keen to continue working in this sector though, as I have already stated, nearer to London. Although no specific salary figure was mentioned in your adver ‘tisement, I would assume that it would be camensurate with experience, and in my own case would be upwards af £26,000. This short letter of application is basically to accompany my CV, which should speak for itself. 1 look forward to hearing from you. Yours sincerely14, Dean Road, Ashley Green, Romsey S05 TYY, Hants. ‘Tel: 07 3251653 1dth May, 1991 Ms Jennie Moore, Robert Marshall ‘Advertising Ltd. 44, Wellington Street , London WO2E 7D Dear Ms Moore, As a group purchasing manager with responsibility for expendi— ‘eure of around £70 million, I am attracted to the challenge of the post you are offering Of responsibility for £100 million. Your mention of ‘targeting the greatest potencial areas of saving’ particularly interested me, since for the past 10 years I have been dedicated to doing precisely this for my present company. My qualifications for the post you are offering are set out in the enclosed CV, which amply reflects my experience in a group purchasing environment. As regards a possible interview (I clearly mst respect my present obligations) I would suggest either a Monday morning or a Friday afternoon if this is convenient. I look forward to hearing from you. Yours sincerely, Notes on the Text and Letters ‘* Note the phrase For some time now ~ Jé faz algum tempo. * Note the phrase for family reasons. Although the reasons might be problems, it would be a mistake to write due to family problems in such a letter. The writer gives the family as his reason for wanting to move to London, but it could be that he is to become redundant within a month, Note the use of commensurate (proporcional) and upwards of £26,000 (a partir de £26.000). Letter 2 ‘Answer to the advertise ment for a Group Pur- chasing Manager repro- duced in Unit 39. Comments on key structures: 11391140 BUSINESS EXECUTIVES An Executive Travels ee Subject: The business lunch (2). Charles Boyce, a much-travelled business executives, is having lunch with Cyril Burns, @ colleague. They are discussing business lunches and what not to do to avoid embarrassing either host or guest. Charles makes some interesting comments on the subject. CHARLES: CYRIL: CHARLES: CYRIL: CHARLES: CYRIL: CHARLES: CYRIL: CHARLES: yaw Different as the restaurants are and the food is in places as distant from each other as Norway, Spain, Canada and Australia, one rarely has any problem at business lunches either with the choice of dishes or the way to behave during the meal. In the Far East, though, it's very different. Theirs is another mentality. It's amazing that in some countries you can even offend by passing the menu with one hand — or worse stil’, with the left hand. ‘Well, we've all got to learn. You can hardly blame? a businessman on his first visit to Indonesia or Japan for making the occasional mistake and not eating the dish recommended by his host or by not using chopsticks. | disagree. if you are going to a country on business, which is a serious matter since the failure of your trip can affect hundreds (or if you include the employees’ families, possibly thousands) of lives, you must go prepared; you must know something about the places you are going to. Which you can do by reading about the countries and their cus- toms and if you anticipate going to many business lunches, their food too. That's the quickest way, but there are other ways: the most obvious of which is to try to meet people from the country and talk to them about it. But let's take a practical example. Imagine you afe going to Indonesia to negotiate a large contract. The CEO impresses upon you the importance of your mission: ‘i you fail, Hartley, he ‘says, ‘we shall have to start laying men off. Now what would be the reaction of that same CEO if you suggested that as part of your preparation for the trip a group of you dined at an Indonesian restaurant three times a week? He would probably think | was bonkers’. Exactly. But if four executives have three meals a week in an In- donesian restaurant, each choosing a different dish each time, then at your first business lunch in Jakarta you'll be able to amaze and impress your host by saying ‘| can't wait to try the “nasi” here’ or ‘What's their “gado gado" like” So your advice is to visit the ethnic restaurants a few times before you go off to the Far East. That's right. Remember: it's not only the food in the restaurant but the atmosphere of the country as well. With the added bonus that you may learn how to use chopsticks.Dialogue Comprehension ——— Answer the following questions: 1, What does Charles say about business lunches in Norway, Spain, Canada and Australia? 2. Why is it different in the Far East? 3. How can you offend in some countries when passing the menu? 4. Why does Charles’ say that going to a country on business is a serious matter? 5. What does Cyril think you can do if you anticipate going to many business lunches in other countries? 6. What does Charles consider to be the most obvious way to learn about a country? 7. What will they have to do in Hartley’s company if he fails in his mission? 8 What does Charles suggest as a way of getting to know something about Indonesian food? 9. What does Charles advise doing in preparation for a business trip to the Far East? 10. What does Cyril think you may also learn by going to certain types of ethnic restaurants? Notes on the Dialogue ————— negotiate a contract _negociar um contrato Key business laying off despedir temporariamente por falta de trabalho words * Note the phrase a much-travelled business executive - one who has Comments on key travelled a lot. Compare: structures A much-criticised plan - a plan that has been criticised a lot. A much-admired design - a design that is admired a lot. * Note the use of the gerund after a preposition even when not immediately after: blame ... for making ... and not eating ... or by not using... * Note the use of impress upon (enfatizar) in the phrase The CEO impresses upon you the importance of your mission... - enfatiza a impor- tancia... * Note that bonkers is 2 colloquial form of mad, * Note that the two Indonesian dishes mentioned: nasi, the national dish, fried rice with egg, spices and vegetables. gado gado, prawn saled (salada de camardo). ‘worse still ainda pior ?blame cculpar “bonkers maluco 11411142 BUSINESS MATTERS. Some Questions and Answers about... Marketing (3) Subject: The marketing mix. a Continuing his introduction to marketing Mr Croft now comes to the strategy known as the ‘marketing mix’. He begins by giving Anthony a definition of the f=) term. CROFT: We now come to what we call the ‘marketing mix’; sometimes called the ‘marketing strategy’. ANTHONY: But not very often in case too many people begin to understand it. Cort: The ‘mix’ in this case means mixture, the combination of elements that are needed when launching a product. ANTHONY: From beginning to end? Crort: Yes, from the moment the product is conceived till the after-market. ANTHONY: That's the after sales service, isn't it? Crort: Yes. The marketing mix was the brainchild’ of Professor Neil Bor- den of the Harvard Business School. He listed a series of steps in the marketing process: the product, price, distribution, selling, ad- vertising, promotion and market research. This later became the four ‘Ps’: product, price, place and promotion; but this was an oversim- plification. ANTHONY: So the process begins with the idea of the product. Crort: Yes, its conception, invention, creation, whatever you prefer to call it ANTHONY: Does it have to be a new product? CROFT: No, it can be an old product modified and relaunched. Then comes the PLC. ANTHONY: Public limited company? CROFT: Ha, ha, no; product life cycle. ANTHONY: Does that mean how long the product itself lasts or how long the company can sell it? ‘CROFT: The latter, its sales life. A product is launched, then it catches on?... ANTHONY: Then takes off. CroFT: Climbs‘, reaches saturation then declines until the company ceases to sell it. If i's a fashionable article of clothing, it will have a short lite cycle, but if i's a machine it will have one lasting several years perhaps. ANTHONY: We are talking now about manufactured products. I'm always for- getting that nowadays a product can be anything from a bank loan oa holiday in Majorca, CROFT: Absolutely right. When | mentioned the product life cycle just now | could have been speaking about a raw material like oil, wool or steel, or about aeroplanes.ANTHONY: Perhaps for these examples we'd better stick to® manufactured pro- ducts lee] CROFT: __It would be easier, yes. Now we come to marketing research which is what helps you to avoid making big mistakes. We won't go into the techniques of marketing research now but i's quite obvious that you don't launch a product without finding out first whether there's ‘a demand for it, and you do this by researching the market. ANTHONY: To find out something about the area where it will be sold and the People who will buy it. CROFT: And if the product is an umbrella, you'll need to know something about the weather too. ANTHONY: What comes next in the marketing mix? Cort: The name and the brand. You have to decide on a name that is exactly right for the product: one that is suggestive of something — ‘slumberland’ for mattresses for example. You must then consider whether or not to give prominence to the company name. If its a famous company it will be as important if not more so than the name of the product. ANTHONY: Yes, | can see that. If you bring out a bar of chocolate to have as a mid-morning snack and call it ‘snackbar’ you would obviously want to make use of the company name to call it ‘Cadbury's snackbar’ or ‘Nestle's snackbar’ CROFT: That's right. This is where marketing research comes in again, because if you choose a name you think is just right® for your own country and then launch the product in another country only to find the name is a dirty word in another language then somebody is going to look very silly. After the name we have the image. ANTHONY: AS a status symbol. Crort: If i's an upmarket product, yes. A product's image is created with the advertising people, so that if you want a romantic, sporty, homely’, young, mature, exciting or a relaxing image, you just tell them and they will create it for you ANTHONY: The image of the mountain-climbers who refresh themselves half- way up the mountain with a can of beer. Crort: Or a nice glass of lovely cool fresh water, which is what | am going to have this very minut "brainchild criagdo, ida 2eatches on ‘pega’, toma-se popular takes off decola “climbs sabe Slick to ater-se a, segue "hone asora 11431144 BUSINESS MATTERS Key business words Comments on key structure: Dialogue Comprehension ‘Answer the following questions: 1. What is the marketing mix? 2. How many steps did Professor Borden list in the original marketing mix and what are they? 3. What are the four ‘Ps' derived from Professor Borden's seven steps? 4. What does PLC stand for in marketing? 5. What happens in the life cycle of a product after it has been launched, has caught on with the public and begun to take off? 6. What can a bottle of wine, a bank loan and a holiday in Majorca all be called? 7. What does marketing research help a company to do when launching a new product? What name often acompanies the name of a product? What sort or product can be classified as a status symbol? Does Mr Croft now want to refresh himself with a nice can of lovely cool beer? Som Notes on the Dialogue product life cycle (PLC) ciclo de vida de um produto steel ago status symbol simbolo de status * Note that Anthony's ironical reference to the danger of too many people being able to understand a marketing term if it is too clear applies to all pro- fessional jargon. One sometimes has the impression that neologisms are intentionally obscure so as 10 make simple concepts appear difficult and difficult concepts incomprehensible. * Product life cycle. The following diagram illustrates the standard life cycle of a product’ Development Introduction Growth Maturity Saturation Decline * Note the suggestive use of slumberland (pais dos sonhos) for mattresses (colchées). * Note that to bring out (lancar no mercado) is the same in this context as to launch. Launch, however, is usually accompanied by more publicityExecutive Search (23) Subject: A vacancy for a night-shift production manager. Instead of using a specific title with an equally specific description of what the job entails so that the applicant knows exactly what he or she is applying for, ‘a general (and often. meaningless) tile like ‘production manager’ or ‘financial manager’ is given in the advertisement. Then to increase the confusion the ‘executive-search jargon imported trom the US is liberally used to make sure that the applicant does not know exactly what sort of job it is. The result is a flood of applications, most of which are turned down on sight. Below we have an advertisement for a night-shift production manager, which as we all know is very different from a day-shift production manager and a production manager with no shifts at all Nicut SHirr ProDucTION MANAGER bee aparece ener ert’ Wace tft mekcn cence = peek en Mang ct 70g caer. ie repent rer pct es ma [Kp mampurpe funds ard oon Mgt ow 5 pele ul te hw eh eee mad an ena cg a oh hs ed pesarrechenpeesterreteerrary Ted wae th py ov cpr i ne meigincne pe pehlyine peste arena SES cantteg ene sn ete clny md rs plage os wh sep See cmc pe eM me ct cieg se ame panne ma oan Spear ec i tn | GREATER SCOPE FOR MANAGEMENT TALENT SMT > Notes on the Text S——— = Note the use of overseeing. The verb is to oversee (supervisionar) and the noun overseer (supervisor). ‘© Note that shift is used as shift work, night shift and day shift. Sometimes a worker will be permanently on nights or on days, but sometimes he alternates and does one week on the day shift and one week on the night shift © Included in the above advertisement is the following US jargon: well-developed motivational and decision-making skills, results-oriented approach, high profile role, trouble-shooter, hands-on, line management role, food manufacturing environment, expertise and committed approach (approach — enfoque — is a favourite word), benefits package and performance-related day. Comments on key structures PT 1145,1146 BUSINESS NEWS More Good Results from Japan eee Subject: The results of the Sony Corporation In the section ‘international Companies and Finance’ of the ‘Financial Times’ ‘of May 23, correspondent Robert Thompson reports from Tokyo on the results ‘on the Sony Corporation. The recession in the United States, Australia, the UK and some other EC countries does not seem to have affected the Japanese, who continue to do well and make profits. Under the heading ‘Sony surprises with 16% increase in pre-tax profit’ Robert Thompson writes: Sony Corporation, the Japanese consumer elec- tronics maker, yesterday reported a 16.3 per cent increase in consolidated pre-tax profit for its last fi cal year, The figures surprised stock market inves- tors, who pushed down the Tokyo market index yesterday on rumours that the company’s profits had weakened. Pre-tax profit for the year to end- March was Y264.59bn, up from Y227.43bn, while sales rose 26.6 per cent to Y3,616.5bn as inter- national demand remained strong for the company’s audio and video products. Sales for the current year are expected to be Y4,000bn, with a pre-tax profit of Y320bn. Consolidated returns include the sales of what was formally CBS Records and Columbia Pic- tures Entertainment, which was bought in Novem- ber, 1989. The company said music entertainment sales rose 4.1 per cent to Y473.98bn and filmed en- tertainment sales advanced by 178.4 per cent to Y252.5bn. Sales in Japan rose 9.5 per cent to ‘952.4, in the US by 22.9 per cent to Y10S3.9bn, in Europe by 42.2 per cent to Y1017bn, and else- where by 35.7 per cent to Y593bn. Sony officials said future returns have become ‘ever! more difficult to forecast’ because of the slowing of Japan's economic growth rate, ‘worsening economic and trade friction’, and “intensifying price com- petition’. The parent company reported a 22.4 per cent increase in sales to Y1,880bn, with pre-tax pro- fit up 228 per cent to YI14.Sbn. Sales of video ‘equipment rose 30 per cent, audio equipment 11.4 per cent, televisions 16.6 per cent and other pro- ducts 30.5 per cent. Sony said the ‘other products’ classification included semiconductors, which were reported to have performed well, while the com- pany’s computer display operations were particularly successful. Concerned that the current year could mark a turn- ing point’ in the company’s growth, Sony execut- ives said the company would ‘improve its financial soundness’. ‘upgrade efficiency in all areas’. and fur- ther develop its overseas operations to build a “solid corporate structure capable of responding to any change in the operating environment.Text Comprehension ————— Answer the following questions: 1. What are the basic products of Sony Corporation? 2. Why did stock market investors push down the Tokyo market index yester- day? 3. Was the Sony Corporation pre-tax profit for the fiscal year to end-March ¥204.5bn? 4, Do the consolidated returns include or exclude the sales of the former CBS Records? 5. Why, according to Sony officials, have future returns become increasingly difficult to forecast? 6. Were the company's computer display operations a failure, did they per- form quite well, or were they particularly successful? Notes on the Text —————— consolidated returns receitas consolidadas financial soundness —estabilidade, sauide financeira '® Note that consumer electronics reters to electronic equipment that is sold in shops: video recorders, audio equipment, etc. ‘* Note that pushed down in the context of this report would be translated as fizeram baixar. ‘* Note that on rumours means as a result of rumours. '* Note that weakened (gone down a little, fallen slightly) is the opposite of strengthened (gone up a litle, risen slightly) Note the term Music and filmed entertainment - entretenimento em forma de misica e filmes (video). ‘© Note that the slowing means the slowing down — a redu¢éo. ‘Note the the worsening (piora) is the opposite of the improvement (meihora). ‘© Note that to perform well (render bem) is the same as to be successful. ees SS ‘ever ‘cada vez mais 2 turning point momento decisivo Key bu: words Comments on key structures 1147THE USE OF ENGLISH IN BUSINESS Phrasal Verbs (2) ** 1148, Expressing the ‘contrary Subject: The use of the phrasal verb to express the contrary, for emphasis and as a noun. Sometimes it is only necessary to change the particle to express the contrary of a phrasal verbs. This is the case with the following pairs of particles in/out, on/off, up/down, and away/back. Here are some examples: He drove into the factory at 9.00 and half an hour later he drove out with a load of metal. They climbed on to the truck, unloaded it and climbed off. He ran up the steps to the main office entrance but as the door was locked he ran down the steps and went to find a telephone box. He read the announcement on the notice board and walked away. Ten minutes later he walked back to read it again. The phrasal serbs used above are: to drive in/out, to climb on/off, to run up/down, and to walk away/back Sometimes it is necessary to change the verb and the particle to express the contrary of a phrasal verb. Here are some examples: He came into the office at 10.00 and went out at 10.30. He went into the bank with a cheque and came out with cash. He took the new typewriter up to the third floor and brought the old one down, He brought the coffee up to our office and took the mail down. He opened the office door, put out the empty boxes and took in the full ones. He walked along the passage, opened the office door, put in the new chair and took out the old one. The phrasal verbs used above are: to come in and go out and to go out and come in; to take up and bring down and to bring up and take down; to put out and to take in and to put in and take out. These verbs are particularly precise and expressive when combinations of par- ticles are used. Here are some examples: He went down the steps. He went into the basement office. He went down into the basement office. He went up the steps. He went on to the platform to open the me He went up on to the platform to open the meeting. He went out of the office. He went into the street. He went out into the street. It is possible to add to the combination of adverbial and prepositional particles illustrated above. Here are some examples: Drive through the factory gates, drive round that corner and drive into the car park. Drive through round into the car park.Walk across the road, walk up that short hill and walk into the main office building. Walk across up into the main office building. In order to make an intransitive phrasal verb (transitive and idiomatic phrasals cannot be used here) more emphatic, we simply put the particle in front of the subject. Here are some examples: The price of petrol went up - Up went the price of petrol As soon as the government announced that imports of oil would be restricted, up went the price of petrol. It came out - Out it came. The demonstrator said that the moment you pressed the button the card would come out of the machine. He pressed the button and out came the card. Note the pattern when pronouns are uses Up went the price - Up it went (not up went it) Qut came the card - Out it came — (not out came it) Off drove the trucks - Off they drove (not off drove they) Here are some examples of the main particles used with the verb to take: They took the desk up to the second floor into Smith's office, but he didn't want it. They then took it down to the ground floor. They took it along to the office at the end of the corridor, but there was no rrom for it there. They took it out of the building and round to the storeroom, but that was locked. They then took it across to the new building, but nobody there wanted it They took it over to a second-hand furniture shop, but it was closed. Finally they took it away and burnt it. ‘The phrasal verbs used above are: to take up (subir), to take into (colocar), to take down (descer), to take along (levar), to take out {tirar), to take round (levar), to take across/over (atravessar levando), to take away (levar embora). ‘The verb to retum can be intransitive (voltar, regressar) or transitive (devolver). Here we have a perfect example of the inexpressiveness of return. If we say I returned to London it is not so precise and expressive as | went back or came back to London, | flew back or drove back to London. It we say Mr Jones returned the contract duly signed, it is not so precise as Mr Jones gave the contract back or handed it back or sent it back. to return to return something to go back to give back to come back —_to pass back to get back to hand back to walk back —_—to throw back to run back to send back to drive back —_to post back to ride back to fax back to fly back to carry back etc. ete. Here are some examples of the above phrasal verbs: The sales manager drove to the meeting, which began at 10.00 and ended at 12.00. There was so much traffic when he came out that he didn’t know Using the particle for emphasis The adverbial particle used with phrasal verbs Phrasal verbs using. ‘back’ 1149THE USE OF ENGLISH IN BUSINESS 1150 The noun forms of phrasal verbs whether to drive back or leave his car there and either walk back or come back by bus. The lawyer opened the envelope he had received from Head Office, took out the contract and gave it to me to read and sign. After | had done so, | passed it back to him. He then gave it to his assistant, who put it in a large envelope and handed it back. ‘I'l send this back to Head Office this after- noon’, said the lawyer. The noun of the verb to return (voltar) is the retum (@ volta) and the noun of the transitive verb to retum something (devoiver algo) is also the retum (a devolugao). In the case of a phrasal verb the same system is used - the noun derived from the infinite — except that a hyphen is used. Here are some exam- ples: The Paris flight was due to take off at 09.15, but take-off has been delayed half an hour. Most of the directors on the board wanted to buy out the Belgian com- pany, but three were against any form of buy-out. They decided to sell off some of the assets of the newly-acquired com- pany. This sell-off, however, was not very successful. An alternative to the above form is the gerund form, which is often preferred. Here are some examples: Although they had agreed to wind up the company at the end of the year, the winding-up was postponed when suddenly there was an upturn in business. No-one wants to buy out small businesses now. It would seem that the buying-out of such companies has gone out of fashion. Note that some phrasal verbs have a noun form without a hyphen, as with to break down and a breakdown. ‘As an indication of what can be done with the verb + preposition combination, let us look at the verb ‘to hope for’ and see how it is used adjectivally. The chairman hoped for an increase in profits next year. (esperar) The hoped-for increase in profits finally came. (esperado) The unhoped-for success meant an increase in profits. _(inesperado) Likewise to hear of: Have you heard of a company called ‘Fuchu Fuchu Inc."?_ (conhecer) it wasn't heard-of till last month. _(conhecicla) ‘Sometimes unheard-of companies suddenly become headlines. (desco- nhecidas)Glossary of the Key Business Words and Phrases Used consolidated retuns downgrade (to) expor figures financial soundness fied life assurance negotiate a contract product life cycle (PLC) Speech ‘status symbol receitas consolidadas

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