Unit 13-18课文

Unit 13Dealing with GrowthFocus: The Director of the Milk Marketing Board giving a presentation about market trends Listening TaskA: We all know that there have been some major changes in our market over the last ten years, and we can expect further cha nges over the next ten years. I’d like to present the trends over the last ten years and also anticipate the trends we predict over the next ten years.I’m not going to talk for long-just long enough to give you an overview of developments so that we can d iscuss the implications. Do interrupt me if you’ve got any questions of comments. So, let’s start by looking at trends over the last ten years. On this first transparency you’ll see two pie charts-the first represents the milk product market ten years ago, the second, how it looks now. there are two outstanding features: firstly, that the total market has grown substantially form 280 million litres to 440 million litres; secondly, the actual sector share of the four main milk products has changed radically; the full milk sector has fallen dramatically from 74% to just 42%-here on the pie chart; the skimmed milk sector has rocketed form only 12% t 35%, reflecting the weight of publicity directed towards low fat diets. The other two sectors are long life milk and milk drinks. It’s interesting to see that the long life sector has risen form 5% to 13%-a significant rise considering initial consumer resistance to this type of mile. And finally, the mild drinks have remained pretty stable, just increasing by 1%. So the two big winners of the decade are skimmed and long life milk, and the big loser, the full milk sector.Now, what’s really important is the likely trends over the next ten years in these for sectors. If you look at this graph you can see the same trends I just outlined for the four sectors. Beyond this line we’ve plotted the anticipated trends over the next ten years. We forecast that the full milk sector will decline more gradually over the next five years to around 40% and then fall a further 2% by the end of the 10-year period; the skimmed milk sector…B: Excuse me, can I just ask how you account for this slowing down in decline?A: Er… if you don’t mind, I’ll come to that in a moment. Just to complete the picture, the skimmed milk sector should continue to rise steadily to 40% over the next five years and then level off around this figure for the next five years. We expect long life milk to continue rising moderately so that at the end of this period this sector will represent a significant 20%. Finally we project a fairly marked decline in the milk drink sector as consumer awareness of the sugar content of these drinks increases. We forecast an eventual fall to just 2% by the end of the period. Right, now let me come back to your question: why do we expect these trends? Well, one critical factor…Unit 14Presenting the DepartmentFocus: A Personnel Director giving an informal presentation on the structure and organization of the departmentListening TaskJan: OK, Paul, first of all, on behalf of the personnel team, I’d like to welcome you to Rossomon.Paul: Thank you very much.Jan: As you know, my name is Janet Morgan but I’m always known as Jan. in this meeting I am going to explain the structure of the department. If you have any questions, please feel free to interrupt as we go along.Paul: Right. Fine.Jan: OK, let’s get started. Well, as you can see on this chart here, I head the department. So, what’s involved in heading the department? Well, I act as spokesperson for the department in all our senior management discussions, as well as in policy-making meetings. I am also responsible fir co-ordinating the work of the personnel team. So, in brief, those are my two functions-representing the Personnel Department and co-ordinating its activities.Now, moving on to the second level on the chart, as you can see, there are four managers who report to me. Let’s take them individually. First, there is our Recruitment and Selection Manager. She’s responsible for maintaining contact within the community in o rder to look for manpower according it our needs. Next we have the Compensation and Benefits Manager. He handles the company’s employee benefits programme-primarily health insurance and pension plans. Then we have the Training and Development Manager, who’s in charge of skill training and management development. That post is currently vacant but we are, at the moment, advertising in the national press, so we hope to find someone pretty soon. By the way, training and development are both very important for us here at Rossomon. Part of our policy here has been to offer opportunities for personal development. And, despite the current recession, this will continue. And finally, there’s our Employee Relations Manager. She deals with the relationship between management and employees and advises us, that is the organization, on all aspects of union management relations. So, to sum up, those are the four managers who are accountable to me, and each manager takes care of a section. Is that clear so far?Paul: Yes, tha t’s all very clear. Oh, just one question I wanted to ask: you mentioned union-manageement relations.Jan: Yes.Paul: Which unions are active here?Jan: Good question, Paul. If I may, I’ll come back to that after we’ve looked at the third level on the chart here. So, moving on. Each of these managers is supported by an individual or a small team. Now, in Recruitment and Seletion…Unit 15Company PolicyFocus: An extract from a presentation given by a Managing Director as he reviews the company’s achieveme nts over the last ten yearsListening TaskSo, that’s our view of the market position. In particular, we’ve noted our trading strengths as well as our weaknesses.Moving on, now I’d like to take a look at our organization and at our company culture. First of all, let me say it has given me great personal satisfaction to read in the press that Rossomon is considered one of the hundred best companies to work for in the UK. And, in this shortpresentation, I’d like to focus on what we have been trying to do he re at Rossomon over the last decade and outline our goals for the next one. To do this, I shall consider five main headings, namely remuneration, promotion, training, the remuneration, promotion, training, the environment and communications.Let’s start w ith remuneration. Obviously this includes both financial and non-financial compensation. Turning first to pay, our goal is to be in the top ten per cent in terms of salary paid. This means that we prefer to pay our people a bit more money. As a result, we can’t afford to take on as many employees as our competitors. But those who do join us are assured of individual attention, as well as a good pay package. In addition, our single-status profit-sharing scheme means that everyone gets the same amount, irrespective of position.Moving on to non-financial compensation, I’d like to look at life insurance, pensions and holidays. Firstly, everyone in the company is covered by life assurance as soon as they join. Secondly, our voluntary pension fund is open to all staff after they’ve been with us for three months. Alternatively, employees can, of course, make their own arrangements and we are happy to advise on the best scheme, for example, a private personal pension plan. Thirdly, holidays, which I should say are well-earned, are fixed at 25 days, rising to 30 days after five years. So, to profit-sharing, pensions, life assurance and holidays.Now, what of the future? We all recognize that these are hard times.Unit 16Collecting InformationFocus: An extract from an internal research interview about the use of company cars Listening taskA: Right. Could I start by asking you whether you live in town?B: No, I live just outside in a village…A: Uh huh, I suppose you drive to work then?B: No, actually, I don’t. I have a car but…A: So you use public transport, is that right?B: Yes, I do.A: What sort of public transport do you use?B: I take the local bus.A: And are you happy with the service it provides?B: Well, it’s not bad. The buses are rather infrequent.A: I see. And could I ask you what you think of the fares?B: Well, they’ve gone up recently. Still, I suppose they’re reasonable.A: If you could make one single improvement to the service, what would it be?B: Let me think…Well, I reckon more buses-especially in the evenings.A: Um…right, thank you. Can I now move on to ask you some questions about the use of your car?B: Go ahead.A: Firstly, is it the only car in the household?B: No, it isn’t. my wife has a car, too.A: Is your car the family car?B: I su ppose so. It’s a bit bigger than my wife’s.A: What so you use your car for at weekends?B: We don’t use it very much really. Occasionally we go out on a Sunday. Sometimes we visit my or my wife’s parents.A: Do you always take your car?B: Yes, generally. As I said, it’s a bit bigger.A: Do you mind if I ask whether your car is a company car?B: Yes, it is.A: But you don’t actually use it for company business at all?B: That’s right. But in my position in the company we always…A: Yes, I understand. Right, just one or two more questions. If your company gave you a choice, would you prefer to have a higher salary instead of a company car?B: I’ve never really thought about it. It’s true we don’t use the ca very much. On the other hand, it’s a nice perk.A: So you like the idea of the perk-a sort of status symbol?B: I didn’t say that. You’re probably right. I’d be better off with a higher salary.A: Oh, don’t misunderstand me. It’s not my job to decide company policy. They’ve just asked me to survey opinion amongst the staff. Anyway, that’s all I need to ask you. Thank you for your time. You’ll be seeing the results of the…Unit 17Pricing DecisionsFocus: An extract from a meeting in which prices are discussedListening TaskAlex: Right, we’re here today t o discuss the pricing of our new Timekeep product-the latest in the range of electronic desk diaries. We need to look at the various elements which make up the final price-starting with the manufacturing cost, which, as you can see from this chart, we have set at $15.80 per unit.Helen: Excuse me, can I ask a question?Alex: Of course. Go ahead.Helen: Is this manufacturing cost based on production figures at full capacity?Alex: I think Horst can best answer that question…Horst: Yes, of course. The simple answer is No. The $15.80 figure is based on 70% capacity-in other words, 30000 units a month.Helen: So, just to get that clear. That means we’re working on annual target sales of 360000? Horst: That’s right-the lower end of your forecast sales.Helen: Thank you. Please go on.Alex: So, as I was saying, the manufacturing cost is set at $15.80. We have calculated our distribution cost at $2 per unit, bringing the price up to $17.80.Helen: Can I interrupt again?Alex: Go ahead.Helen: Are we planning to distribute solely through our existing wholesalers?Alex: I can answer that one. Our present distribution policy, as you know, is to use the wholesalers. We have considered going straight to the retailers but, for the time being, we’re working on a single channel.Helen: I see. Because, of course, pricing will have to change if we go direct to the retailers. Alex: That’s right. But let’s leave that option open, shall we?Helen: Sure.Alex: Now, the next element is our promotion costs. These we have fixed at $3 per unit-giving us a unit price of $20.80. Are you all happy about that?Helen: That’s right. Now a typical mark-up for us-the manufacturer-would be around 20%-let’s say $4.20-meaning the cost to the wholesalers will be $25.00.Deborah: Can I just clarify one point?Alex: Sure, Deborah.Deborah: This figure’s been discussed with the wholesalers?Alex: I assume so … Helen?Helen: Well, we’ve had some preliminary discussions and indicated this sort of figure. Deborah: And what’s their response been?Helen: They seem happy with it.Deborah: Good. Sorry to interrupt.Alex: Now, that just leaves the wholesalers’ and retailers’ mark-ups. Typical figures here would be 10% to the wholesaler and 20% to the retailer.Helen: So that means…just a moment…a wholesale price in the shops of…$33.00.Alex: That’s right. Helen, what do you think?Helen: In my opinion, it’s too high. We’ve got to aim for a figure around…Unit 18Fixing MeetingsFocus: Making phone calls to fix meetingsListening TaskCall 1S1: Klottmann. Guten Tag.Roberts: Good morning. Could I speak to Beate Frick, please.S1: One moment, please.Frick: Frick.Roberts: Good morning, Mrs Frick. My name is Paul Roberts from Softcom. I am the Regional Manager for Europe.Frick: Good morning.Roberts: Mrs Frick, as you probably know, we are one of your suppliers of customized software products.Frick: Yes, Mr Roberts, I believe we handle some of your products.Roberts: Mrs Frick, I shall be in Stuttgart on 18th and 19th September and would like to meet you to discuss your needs in further detail.Frick: I’m very sorry, Mr Roberts, but I shan’t be available at all that week. But if you have some new documentation about your products, I would very much like to see it.Roberts: OK, Mrs Frick. I’ll put some informati on into the post for you. By the way, could you just spell the company name for me?Frick: Yes, it’s K-L-O-T-T-M-A-N-N.Roberts: Right. Fine. Well, perhaps we could meet when I’m in Stuttgart in the spring.Frick: Yes, I hope so. Please contact me before your visit.Roberts: I will.Frick: Thank you for your call.Roberts: Not at all.Frick: Goodbye.Roberts: Goodbye.Call 2S1: Compagnie des Antevilles.Richards: Good afternoon. Bernard Bonnat, please.S1: Hold, please.Boonat: Bonjour.Richards: Good afternoon, Bernard. This is Clive Richards from Datafax.Boonat: Hello, Clive. How are you?Richards: Fine thanks. And you?Boonat: Very well.Richards: Bernard, the reason I’m ringing is that I intend to be in Paris on 20th September…Bonnat: Yes.Richards: …and I thought it would be useful for us to meet.Bonnat: Yes, that’s fine. You said 20th of September?Richards: That’s right.Boonat: Just a minute. Let me check my diary…Okay.Richards: Does 11 o’clock suit you?Boonat: Afraid not. Look, I’m busy in the morning, but any time in the afternoon would be fine. Richards: I’m afraid the afternoon’s no good for me. How about early on the 21st?Bonnat: Er-fine!Richards: So, let’s say 9 o’clock on the 21st.Boonat: Fine! You’ve got our address?Richards: Yes. So, I’ll look forward to seeing you then.Bonnat: Oh yes, and don’t forget to bring that manual you promised me.Richards: Don’t worry. I’ve got it in front of me now.Bonnat: Bye.Richards: Bye.Call 3S1: System Support.Bennett: Good morning. Could you put me through to your Purchasing Department?S1: What’s it in connection with, please?Bennett: Software development.S1: And who would you like to speak to?Bennett: The Department Manager. By the way, could you give me his name?S1: Graham Wareham is our Software Development Manager.Bennett: Could you just spell that, please?S1: Yes, W-A-R-E-H-A-M.Bennett: Ok, could I speak to him, please?S1: One moment, please.S2: Software Development, Janet Parks speaking.Bennett: Good morning. Could I speak to Graham Wareham, please?Wareham: Wareham.Bennett: Good morning, Mr Wareham. My name is Alistair Bennett from Access Computers. Wareham: Good morning, Mr Bennett.Bennett: Mr Wareham, I see from our files that last year you were interested in commissioning some software from us. I was wondering what had happened to that project.Wareham: Well, in the end we gave the system control software project to one of your competitors.Bennett: I see. Well, the reason for my call is that I shall be in London on 21st September, and wondered whether it would be useful for us to meet to discuss other projects.Wareham: I don’t see why not, though there’s nothing in the pipeline at the moment. But we can certainly discuss things generally.Bennett: Okay. Can we say 2 o’clock on the 21st?Wareham: Yes, 2 o’clock on the 21st is fine.Bennett: I look forward to meeting you then.Wareham: Bye.Bennett: Bye.。