CESUES INGLES NEGOCIOS 1

1.- how many Stars and stripes has the USA flag. _______________________________ Tell a story about this picture ____________________________________ ___________________________________ ____________________________________ ___________________________________ __________________________________ _____________________________________ _____________________________________ What are the symptoms of abuse? Does your mom, dad, sibling, girlfriend or boyfriend: • Seem like two different people, constantly switching between two personalities? • Act extremely jealous of others who pay attention to you, or use jealousy to justify his/her actions? • Make fun of you, put you down, or embarrass you in front of other people? • Control your friends and/or your behavior emotionally or sexually? • Have a history of bad relationships or past violence, always blame his/her problems on other people, or blame you for "making" him/her treat you badly? • Push, slap, bite,kick or choke you? • Try to get you drunk, high or messed up or try to get you alone when you don’t want to be? • Try to control you — by being bossy, not taking your opinion seriously, making all of the decisions about who you see, what you wear, what you do, etc. ? • Threaten to kill you or commit suicide? • Talk negatively about people in sexual ways or talk about sex like it’s a game or a contest? • Stop you from seeing or talking to friends, family or limits your outside involvement? Unfortunately, without help, the violence will only get worse. If you think you might be in an abusive relationship, please call the National Domestic Violence Hotline or your local domestic violence center to talk with someone about it. Hotline Number: 1-800-799-SAFE (7233) A) what’s the meaning of this massage ? 1) trouble eating 2)hurting someone 3) help for old people 4) someone hurts you B) For what purposed is this massage? 1.- for information 2.- knowing the symptoms 3.- helping a friend 4.- for you to know 1. Do you live in Madrid? A. Yes, I live B. Yes, I do C. Yes, I am D. Yes, I does 2. How old are you? A. I have 21 years old B. I am 21 years old C. No, I'm not D. I have 21 years 3. Do you have a sister? A. No, I haven't B. No, I don't C. No, I doesn't D. No, I don't have 4. A. Where are they of? B. Where is they from? C. Where are they from? D. Where are you from? - They are from Brazil 5. A. What's her job? B. What's she job? C. What's his job? D. What do she job? - She's a teacher ______________________________________________________ / ELLIE ENGLISH / 793 CENTER STREET / PLACENTIA, CA. 92871 / / / MRS. SARA ZONE / 2995 WOODCREST AVENUE / FULLERTON, CA 92831 / / ----------------------------------------------------- 1.- To what city is the letter going? 2. Who wrote this letter? 3. Who is sending this letter? 4. Who is the recipient of the letter? 5. What is the recipient's address? 6. Which city does zip code 92831 belong to? 7. Who will read this letter? 8. What is the zip code for Placentia? 9. What is the sender's address? 10. What is the zip code for Fullerton? brochure press release campaign briefing to promote campaign evaluation promoter campaign testing promotion campaign turnover promotional action caption promotional campaign cartoons promotional costs cast promotional support circulation Publisher classified advertisements publishing clip radio commercial clipping agency ratings close-up readership column recall column width reportage columnist sales incentive Who says this? 1. Can I help you? a) The caller b) The operator c) The person who is receiving the call 2. Can I speak to Ms Dupont, please? a) The caller b) The operator c) The person who is receiving the call 3. Who's calling, please? a) The caller b) The operator c) The person who is receiving the call 4. This is Jane Coolimoor from Apex Industries. a) The caller b) The operator c) The person who is receiving the call 5. One moment, please. a) The caller b) The operator c) The person who is receiving the call 6. Hold the line, please. a) The caller b) The operator c) The person who is receiving the call 7. Putting you through. a) The caller b) The operator c) The person who is receiving the call 8. I'm afraid she's out of the office today. I'm replacing her. Can I help you? a) The caller b) The operator c) The person who is receiving the call 9. Can I take a message? a) The caller b) The operator c) The person who is receiving the call 10. Tricia Mellor speaking. a) The caller b) The operator c) The person who is receiving the call 1. I'm afraid the person you want is ________ holiday. a) on b) in c) to d) at 2. I'm afraid he's ________ Helsinki at present. a) under b) on c) at d) in 3. I'm afraid he's ________ the other line. a) under b) beneath c) on d) out of 4. I'm afraid Ms Walker is ________ the factory at the moment and we cannot contact her. a) into b) under c) out of d) towards 5. I'm afraid he's ________ a trip all week. a) on b) in c) at d) through 6. I'm afraid that he is ________ his office and I don't know where he is. a) out of b) in c) At d) under 7. I'm afraid he's ________ a meeting. a) through b) at c) on d) in 8. I'm afraid you've been put ________ to the wrong extension. a) in b) on c) by d) through 9. I'm afraid Mr Cook is ________ our Head Office today. a) At b) through c) over d) on 10. I'm afraid Ms Chang's ________ lunch. a) in b) on c) at d) with 1. Compaq .......... computers. a) is making b) makes c) does d) is doing 2. H.P. .......... a new advanced type of printer. a) is developing b) develops c) is taking d) takes 3. The yen .......... against the dollar a) is flying b) flies c) is falling d) falls 4. The dollar .......... at 1.8 to the pound. a) is growing b) grows c) is standing d) stands 5. I guess we .......... a market share of about 20% a) are having b) have c) are in charge of d) are being in charge of 6. Times are hard so we .......... 50 people redundant. a) are making b) make c) are doing d) do 7. Kate .......... in her report later today. a) is coughing b) coughs c) is sending d) sends 8. Kate often .......... her reports in late. a) is flying b) flies c) is sending d) sends 9. Things are really great. Business .......... a) is booming b) booms c) is thundering d) thunders 10. Inflation .......... quickly, I'm afraid to say. a) is sliding b) slides c) is growing d) grows Dolphins 1 Dolphins are mammals, not fish. They are warm blooded like man, and give birth to one baby, called a calf, at a time. At birth, a bottlenose dolphin calf is about 90-130 cms long and will grow to approximately 4 meters, living up to 40 years. They are highly sociable animals, living in groups, called pods, which are fairly fluid, with dolphins from other pods interacting with each other from time to time. Dolphins carry their young inside their womb for about 12 months. The baby is born tail first, and its mother will feed the calf for up to 2 years. However, the calf will stay with its mother for between 3-6 years, during which time it will learn all about feeding techniques, social interaction and group hunting. 1. What are Dolphins?_______________________________________________________ 2. What is a baby dolphin called? ____________________________________________ 3. Are dolphins friendly with other dolphins? ___________________________________ 4. What is a group of dolphins called? ____________________________________________ 5. What kind of blood does a Dolphin have? _______________________________________ 6. How long does a dolphin calf stay with its mother?________________________________ 7. How long can a dolphin live? __________________________________________________ 8. How long does it take for a dolphin to have a baby? ______________________________ 9. When a dolphin calf is born, what emerges first? _________________________________ 10. Do dolphins lay eggs? ______________________________________________________ 1.- Who is the only sponsor for the Olympics? a) Nike b) Reebok c) Coca-cola d) Budweiser e) Ford 2.- Who is the Mythological Father of the Olympics? a) Zeus b) Hercules c) Plato d) Era e) Mount Oyimpus 3.- In 1914 one company created the first automatic transmission, what company was it? a) Nissan b) Ford c) Chevrolet d) Honda e) Mercedes f) Rolls Royce 4.- In what year was the official creation of PEMEX? a) 1938 b) 1965 c) 1980 d) 1950 e) 1930 f) 1920 g) 1925 h) 1935 5.- Mexico sent soldiers to war in world war II, What was the name of the squadron ? a) 501 b) 201 c) 301 d) 401 e) 601 6.- what does it mean? K.K.K. _______________________________ 7.- write the meanings of these? 8.- F.B.I. _____________________________________________________ 9.- C.I:A. _____________________________________________________ 10.- A.F.I.______________________________________________________ 11.- D.E.A. ____________________________________________________ 12.- L.A.P.D. __________________________________________________ 13.- write in order the words : hit holding hard he him hand knifes _____________________________ saw seeing somewhere something she someone __________________________ 14.- which is the capital of Canada? a) Toronto b) Quebec c) Ottawa d) Montreal 15.- What does WWW mean? ____________________________________________ 16.- What’s the name of the last aircraft carrier in the U.S.A.? a) Bill Clinton b) Gorge Bush c) Ronald Reagan d) George W. Bush e) Bill Gates 17.- In what year did Ford Motor Company made the first Mustang ? a) 1961 b) 1960 c) 1962 d) 1963 e) 1964 f) 1978 g) 1980 h) 1975 I) 1971 18.- Who is the only actor who in his house has 2 airplanes parked ready to take of, and he has his own little airport? a) Tom Cruse b) John Travolta c) Brad Pitt d) Mel Gibson e) Jack Nicholson 19.- What’s the name of the new airplane, that has 3 floors , a hotel, a casino, stores and a swimming pool? “note “ ITT CANNON OF MEXICO IN NOGALES MAKES PARTS POR THAT PLANE a) air bus A380 b) Super Air plane A380 c) Flying pleasure A380 d) Air Hotel A380 20.- Who are considered the inventors of the horoscope? a) China b) Japan c) Germany d) Mesopotamia e) Egypt f) Russia g) Irak 1. What time do you get up? a) N o way. I'm not at all happy with it. b) It's OK. I'm not enjoying my present project very much. c) It depends on what I'm doing that day. Usually about 7.30. d) Sure. I never fail to. I want to stay informed. 2. Where do you work? a) No way. I'm not at all happy with it. b) I don't stay in the same place. I'm a consultant so I move around a lot. c) I'm only staying until I find something better. d) Sure. I never fail to. I want to stay informed. 3. What time do you finish work? a) I usually get away about 7.00 but sometimes I have to stay later. b) No way. I'm not at all happy with it. c) I'm only staying until I find something better. d) Yes. I'm going down the pub. 4. Where do you have lunch? a) Sure. I never fail to. I want to stay informed. b) I'm trying to lose weight so I'm not having lunch at present. c) No way. I'm not at all happy with it. d) Yes. I'm going down the pub. 5. Do you like your job? a) I usually get away about 7.00 but sometimes I have to stay later. b) Sure. I never fail to. I want to stay informed. c) It depends on what I'm doing that day. Usually about 7.30. d) It's OK. I'm not enjoying my present project very much. 6. Do you often read the 'situations vacant' ads? a) Sure. I never fail to. I want to stay informed. b) No way. I'm not at all happy with it. c) I'm only staying until I find something better. d) Yes. I'm going down the pub. 7. What do you think of your boss? a) Yes. I'm going down the pub. b) It's OK. I'm not enjoying my present project very much. c) Usually she and I get on fine but we're having a few problems at the moment. d) No way. I'm not at all happy with it. 8. Do you earn enough? a) Yes. I'm going down the pub. b) Sure. I never fail to. I want to stay informed. c) I'm only staying until I find something better. d) No way. I'm not at all happy with it. 9. How long do you intend to stay in your job? a) Yes. I'm going down the pub. b) Sure. I never fail to. I want to stay informed. c) I'm only staying until I find something better. d) It's OK. I'm not enjoying my present project very much. 10. Do you want to stop now? a) Yes. I'm going down the pub. b) It depends on what I'm doing that day. Usually about 7.30. c) Sure. I never fail to. I want to stay informed. d) It's OK. I'm not enjoying my present project very much. 1 You're always using up all the hot water. She'll get the sack soon. I don't think we should let it in the house any more. You should save some for the rest of us. In future I'm going to get the earlier one. Doesn't she know how much other work we've got to do? 2 The problem with Stalone films is that he's always going around shooting everybody. What on earth do you and your friends find to talk about? But have you seen 'Copland'? It's a very good film and he's excellent. You shouldn't let yourself get so worked up. You should save your money. I wish he would go and bother somebody else. 3 The problem with diabetes is that I'm always going down with colds and flu. What on earth do you and your friends find to talk about? But have you seen 'Copland'? It's a very good film and he's excellent. My immune system is weak. You should save your money. I wish he would go and bother somebody else. 4 We're in financial trouble but you're always going out spending money. What on earth do you and your friends find to talk about? But have you seen 'Copland'? It's a very good film and he's excellent. My immune system is weak. Unless you stop doing that, we'll soon go broke. I wish he would go and bother somebody else. 5 This car is always breaking down. She'll get the sack soon. I don't think we should let it in the house any more. You should save some for the rest of us. I think I'll have to trade it in for a newer one. Doesn't she know how much other work we've got to do? 6 She's always complaining that she doesn't have enough clothes. I'm fed up of being wet all the time. But I've looked in her wardrobe and she's got loads more than me. You should save some for the rest of us. I think I'll have to trade it in for a newer one. She should find one that she likes better. 7 You're always getting phone calls. What on earth do you and your friends find to talk about? But I've looked in her wardrobe and she's got loads more than me. You shouldn't let yourself get so worked up. You should save your money. I wish he would go and bother somebody else. 8 She's always saying she's too fat. What on earth do you and your friends find to talk about? But have you seen 'Copland'? It's a very good film and he's excellent. My immune system is weak. Unless you stop doing that, we'll soon go broke. But I think she looks great. Any thinner and she'd be too thin. 9 They're always having parties. I think I'm going to complain to the police about the noise. But have you seen 'Copland'? It's a very good film and he's excellent. My immune system is weak. Unless you stop doing that, we'll soon go broke. But I think she looks great. Any thinner and she'd be too thin. 10 Not Steve again! He's always dropping in. I'm fed up of being wet all the time. But I've looked in her wardrobe and she's got loads more than me. You shouldn't let yourself get so worked up. You should save your money. I wish he would go and bother somebody else. 11 That cat is always making a mess in the corner. She'll get the sack soon. I don't think we should let it in the house any more. You cannot believe a word she says. In future I'm going to get the earlier one. Doesn't she know how much other work we've got to do? 12 You're always arguing with someone. I'm fed up of being wet all the time. But I've looked in her wardrobe and she's got loads more than me. You shouldn't let yourself get so worked up. I think I'll have to trade it in for a newer one. She should find one that she likes better. 13 That dog is always barking. I think I'm going to complain to the police about the noise. It seems really unhappy. He should look after it a bit more and take it for walks. My immune system is weak. Unless you stop doing that, we'll soon go broke. But I think she looks great. Any thinner and she'd be too thin. 14 She's always telling lies. I think I'm going to complain to the police about the noise. It seems really unhappy. He should look after it a bit more and take it for walks. You cannot believe a word she says. Unless you stop doing that, we'll soon go broke. But I think she looks great. Any thinner and she'd be too thin. 15 Gill is always moaning about her job. She'll get the sack soon. I don't think we should let it in the house any more. You should save some for the rest of us. I think I'll have to trade it in for a newer one. She should find one that she likes better. 16 You're always buying me presents. I'm fed up of being wet all the time. But I've looked in her wardrobe and she's got loads more than me. You shouldn't let yourself get so worked up. You should save your money. She should find one that she likes better. 17 It's always raining here! I'm fed up of being wet all the time. I don't think we should let it in the house any more. You should save some for the rest of us. I think I'll have to trade it in for a newer one. She should find one that she likes better. 18 Mary is always arriving late for work. She'll get the sack soon. It seems really unhappy. He should look after it a bit more and take it for walks. You cannot believe a word she says. In future I'm going to get the earlier one. Doesn't she know how much other work we've got to do? 19 This flight is always arriving late. I think I'm going to complain to the police about the noise. It seems really unhappy. He should look after it a bit more and take it for walks. You cannot believe a word she says. In future I'm going to get the earlier one. But I think she looks great. Any thinner and she'd be too thin. 20 The teacher is always telling us to study English more. I think I'm going to complain to the police about the noise. It seems really unhappy. He should look after it a bit more and take it for walks. You cannot believe a word she says. In future I'm going to get the earlier one. Doesn't she know how much other work we've got to do? 1. What time did the meeting finish? a) Only ten minutes. He was in a hurry. b) About ten minutes ago. It was dreadful, endless arguments. c) He didn't say exactly but he said it would be late afternoon. d) I'm sorry. I didn't realise that it was confidential. 2. Where did you stay the last time you were in London? a) Only ten minutes. He was in a hurry. b) At the Novotel. It was excellent value for London. c) At least fifteen minutes. d) Tuesday, I think. 3. Who asked a 'Bill Smith' to call them back? a) I'm sorry. I didn't realise that it was confidential. b) I did. Can you put him though on my phone? c) At least fifteen minutes. d) He didn't say exactly but he said it would be late afternoon. 4. Why didn't you tell me that Harry had called? a) Only ten minutes. He was in a hurry. b) Sorry. it completely slipped my mind. c) He didn't say exactly but he said it would be late afternoon. d) I'm sorry. I didn't realise that it was confidential. 5. Where did we buy that last computer? a) Only ten minutes. He was in a hurry. b) Some small independent shop, I think. c) At least fifteen minutes. d) Tuesday, I think. 6. Which day did he say he was coming? a) I'm sorry. I didn't realise that it was confidential. b) At least fifteen minutes. c) About ten minutes ago. It was dreadful, endless arguments. d) Tuesday, I think. 7. What time did he say he was coming. a) I did. Can you put him though on my phone? b) Only ten minutes. He was in a hurry. c) He didn't say exactly but he said it would be late afternoon. d) At least fifteen minutes. 8. Why did you tell him that? a) I'm sorry. I didn't realise that it was confidential. b) Only ten minutes. He was in a hurry. c) About ten minutes ago. It was dreadful, endless arguments. d) At least fifteen minutes. 9. How long did he stay? a) I did. Can you put him though on my phone? b) Only ten minutes. He was in a hurry. c) Sorry. it completely slipped my mind. d) Some small independent shop, I think. 10. How long ago did she arrive? a) I'm sorry. I didn't realise that it was confidential. b) I did. Can you put him though on my phone? c) Tuesday, I think. d) At least fifteen minutes. commercial salesforce promotion commercial break script communication shop display communication plan shop sign comparative advertising shop window complimentary copy short consumer acceptance short commercial consumer advertising sketch consumer promotion sky-writing copywriter slide corporate advertising slogan corporate campaign socio-economic groups creative department sponsor creativity to sponsor cross advertising sponsorship daily paper spot direct advertising storyboard door-to-door advertising strategic planning economy size strengthening of the campaign 1. Where goods are produced. a) Head Office b) the Accounts department c) the canteen d) the factory 2. Where finished goods are kept. a) Head Office b) the warehouse c) the canteen d) the factory 3. Where the workers have lunch. a) the bar b) Head Office c) the Accounts department d) the factory 4. Where the directors meet. a) the Accounts department b) the warehouse c) the bar d) the boardroom 5. Where the accountants work. a) the Accounts department b) the warehouse c) the boardroom d) the factory 6. Where the computer people work. a) Data Processing b) the warehouse c) the boardroom d) the factory 7. Where the sales people 'work'. a) any expensive restaurant b) the warehouse c) the boardroom d) the factory 8. Where 'they' know nothing. a) the warehouse b) head office c) the canteen d) the factory 1.- Wow! It's raining cats and dogs today! I wish I'd brought my umbrella to school! a. I forgot my umbrella today. b. It's raining heavily. c. Cats and dogs are falling from the sky. 2.- When I told my mom I would be home around 2 am, she had a cow! a. My mom bought a baby cow. b. My mom is really strange. c. My mom was really upset. 3.- Jean: How did you know it was my birthday today? Susan: Oh, a little birdie told me! a. Jean told Susan it was her birthday. b. An unnamed person told Susan about Jean's birthday. c. Susan told Jean it was her birthday. 4.- Frank: Why didn't your brother ride the roller coaster with us? Sam: Oh, he's such a scaredy cat! He won't get on any fast ride. a. Sam's brother is afraid to ride the roller coaster. b. Sam's brother is a cat. c. Sam's brother didn't go to the roller coaster. 5.- When the telephone salesman told me I could buy some concert tickets for only $10.00 if I gave him my credit card number, it seemed a little fishy to me, so I hung up the phone. a. I thought the telephone salesman smelled like a fish and I didn't like that. b. I thought the phone salesman was a dangerous fish and he scared me. c. I thought the phone salesman was dishonest and I felt suspicious of him. 6.- I never learned how to use a computer, so I lost my job to a new employee. It's a dog-eat-dog world. a. Only the strong or the best survive. b. Dogs are eating dogs at the office. c. Dogs like to eat dogs for lunch. 7.- The concert was ___ because of the rain. a. called off b. blacked out c. turned off 8.- How did he ___ their bad behavior. a. come to b. account for c. jot down 9.- He must be about 90. He is really ___. a. getting on b. bringing up c. bringing forward 10.- In the end everything ___ OK. a. turned out b. wore out c. climb up 11.- Can you ___ all right or should I get a ladder? a. fall through b. climb down c. barge in 12.- I am sorry that I am late. I got ___ in traffic. a. lifted off b. held down c. caught up 13.- I was so angry that I ___ in protest. a. gave up b. walked out c. ran over 14.- The man was ___ of jail early for good behavior. a. let out b. bent down c. sent down 15.- Even though he was tired, he ___ going. a. kept on b. brought out c. fell over 16.- After the accident a lot of people ___. a. turned out b. set out c. crowded around 17.- To be hit by a car or bus is the same as to be ___ down. a. cooled b. marked c. knocked 18.- To reduce the amount you do something is the same as to ___ down. a. cut b. tear c. fall 19.- To fail to do something when someone is relying on you is the same as to ___ down someone. a. let b. quieten c. sit 20.- To let something become less hot is the same as to let it ___ down. a. lie b. cool c. tone 21.- If it is raining very heavily, it is the same as to ___ down rain. a. pour b. cut c. tear 22.- To have a lot of stress is similar to being ___ down by a lot of problems. a. poured b. cut c. weighted 23.- To pass things from father to son is the same as to ___ down from generation to generation. a. calm b. hand c. climb 24.- To relax from stress is the same as to ___ down. a. wind b. lie c. let 25.- To write a note is the same as to ___ down something. a. jot b. scale c. tie 27.- A bit" means ___. a. some thing to eat b. to help someone c. a small amount 28.- "About time" means ___. a. at the right time b. soon c. at last 29.- "Across the board" means ___. a. everyone or everything is included b. to travel between countries c. uninteresting 30.- To "act up" means ___. a. to share an idea b. to behave badly c. to pretend to be rich 32.- "Against the clock" means ___. a. a new record b. a test of speed or time c. an impossible task 33.- "All along" means ___. a. all the time b. to agree c. altogether 34.- "All hours" means ___. a. at regular times b. at irregular times c. every hour 35.- "Along in years" means ___. a. getting old b. getting tired c. becoming successful 36.- "And then some" means ___. a. not many b. and only a few c. and a lot more 37.- The "cream of the crop" means it is ___. a. the worst b. the best 38.- To "egg on" means to ___. a. encourage b. discourage 39.- If it's "just your cup of tea", it is ___. a. perfect b. all wrong 40.- If you are "cool as a cucumber", you are ___. a. panicked b. calm 41.- If you "have a finger in the pie", you are ___ in something. a. involved b. disinterested 42.- "Use your noodle" means ___. a. act b. think 43.- "In a nutshell" means ___. a. concisely b. it is finished 44.- "In the soup" means ___. a. in serious trouble b. having a good time 46.- If you "eat humble pie" you ___. a. accept shame b. are defensive 47.- A "babe in the woods" means ___. a. someone who cuts trees b. someone who is young c. someone who is innocent 48.- To "back down" means ___. a. to give up a claim b. to sit down c. to fight for something 49.- To "back out" means ___. a. to support someone b. to be trapped c. to get out of an agreement 50.- A "bad trip" means ___. a. to lose money b. an unpleasant drug experience c. to be unsuccessful 1. Where are you going next weekend? a) Sure, I'll get it. b) I'm not sure. I think we'll probably stay at home. c) Yes. I think I'll go to bed. d) I'll have a quiet word in his ear. 2. What time will you be back at the office? a) If they catch the early flight, they'll be here by lunchtime. b) I think I'll be back by 3.00 at the latest. c) Yes. I think I'll go to bed. d) Sure, I'll get it. 3. Where do you think we'll do best with this new product? a) I imagine we'll have a lot of success with this in Germany. b) Sure, I'll get it. c) Yes. I think I'll go to bed. d) I'll have a quiet word in his ear. 4. My car's broken down. Can you help? a) If they catch the early flight, they'll be here by lunchtime. b) Sure. I'll give you a lift. c) Yes. I think I'll go to bed. d) I'll have a quiet word in his ear. 5. Do you know if you've got the job? a) Sure. I'll give you a lift. b) I'll possibly find out later today. c) If they catch the early flight, they'll be here by lunchtime. d) I think I'll be back by 3.00 at the latest. 6. Could somebody answer the phone? a) Sure. I'll give you a lift. b) If they catch the early flight, they'll be here by lunchtime. c) Yes. I think I'll go to bed. d) Sure, I'll get it. 7. Why are you building that baseball pitch, Kevin? a) A voice told me, "If you build it, they will come." b) If they catch the early flight, they'll be here by lunchtime. c) Yes. I think I'll go to bed. d) I'll have a quiet word in his ear. 8. What time will they arrive? a) Yes. I think I'll go to bed. b) If they catch the early flight, they'll be here by lunchtime. c) I'll possibly find out later today. d) I'll have a quiet word in his ear. 9. You look shattered. a) Sure. I'll give you a lift. b) Yes. I think I'll go to bed. c) I'll possibly find out later today. d) I'll have a quiet word in his ear. 10. I'm not happy with the work Michael has been producing. a) Sure. I'll give you a lift. b) I think I'll be back by 3.00 at the latest. c) I'll possibly find out later today. d) I'll have a quiet word in his ear. 1. If I get this new job, a) she won't be very happy. b) I'll buy you some champagne. c) we'll ask him what he thinks. d) they won't be very happy. 2. If England win the World Cup, a) I'll take the rest of the week off. b) they won't be very happy. c) I'll be very surprised. d) I won't go either. 3. If Tony Blair continues the way he has started, a) she won't be very happy. b) they won't be very happy. c) we'll ask him what he thinks. d) he'll be one of the best ever Prime Ministers. 4. If the Euro does as well as expected, a) she won't be very happy. b) we'll make a lot of money. c) I'll take the rest of the week off. d) we'll ask him what he thinks. 5. When our shareholders see how badly we have done, a) we'll ask him what he thinks. b) they won't be very happy. c) she won't be very happy. d) I won't go either. 6. When the boss gets back from holiday, a) we'll ask him what he thinks. b) I won't go either. c) I'll take the rest of the week off. d) we'll make a lot of money. 7. When the boss finds out about this, a) we'll make a lot of money. b) I won't go either. c) I'll take the rest of the week off. d) she won't be very happy. 8. When I finish work tonight, a) I'll probably go and have a drink. b) I won't go either. c) I'll take the rest of the week off. d) we'll make a lot of money. 9. If you are definitely not going to the seminar, a) I won't go either. b) I'll be very surprised. c) I'll take the rest of the week off. d) we'll make a lot of money. 10. If you think it's not a problem, a) I'll buy you some champagne. b) I'll be very surprised. c) I'll take the rest of the week off. d) we'll make a lot of money. IDIOMS DON'T GIVE UP THE DAY JOB Explicación del Modismo YOU ARE NOT VERY GOOD AT THAT. YOU COULD DEFINITELY NOT DO IT PROFESSIONALLY. Ejemplo del Modismo en Inglés #1 "I REALLY LIKE THE WAY YOU SING BUT DON'T GIVE UP YOUR DAY JOB." A CASH COW Explicación del Modismo AN EASY WAY TO EARN MONEY REGULARLY. Ejemplo del Modismo "INCOME TAX IS A REAL CASH COW FOR THE GOVERNMENT." BITE OFF MORE THAN YOU CAN CHEW Explicación del Modismo TRYING TO DO SOMETHING THAT IS TOO DIFFICULT OR TIME CONSUMING TO FINISH. Ejemplo del Modismo e "I'M GLAD YOU WANT TO PREPARE THE REPORT BY YOURSELF. JUST BE SURE THAT YOU DON'T BITE OFF MORE THAN YOU CAN CHEW." CLEAR THE AIR Explicación del Modismo DISCUSS SOMETHING THAT WAS CAUSING PEOPLE TO FEEL UPSET. Ejemplo del Modismo "THERE SEEMS TO HAVE BEEN A MISUNDERSTANDING. I'D LIKE TO EXPLAIN WHAT HAPPENED, JUST TO CLEAR THE AIR." TURN YOUR BACK ON Explicación del Modismo GIVE UP ON, OR ABANDON. Ejemplo del Modismo "I NEED YOUR HELP BUT YOU JUST TURNED YOUR BACK ON ME." NOT CUT OUT FOR Explicación del Modismo NOT SUITABLE FOR SOMETHING. Ejemplo del Modismo "HE TRIED MOUNTAIN CLIMBING BUT HE SIMPLY WAS NOT CUT OUT FOR IT." SCRAPE THE BOTTOM OF THE BARREL Explicación del Modismo THE VERY LAST, OR THE VERY WORST. Ejemplo del Modismo "THESE ARE THE LAST VOLUNTEERS WE COULD FIND. WE REALLY HAD TO SCRAPE THE BOTTOM OF THE BARREL TO FIND THEM." A CLASS ACT Explicación del Modismo SOPHISTICATED, ABOVE AVERAGE. Ejemplo del Modismo "HE OFFERED TO HELP, EVEN THOUGH HE DOESN'T KNOW ME. HE'S A REAL CLASS ACT." CLEAN UP YOUR ACT Explicación del Modismo IMPROVE YOUR BEHAVIOR. Ejemplo del Modismo "IF YOU ARE EVER GOING TO IMPROVE YOUR ENGLISH SKILLS, YOU MUST START GETTING TO CLASS ON TIME AND DOING YOUR HOMEWORK. WHY DON'T YOU CLEAN UP YOUR ACT?" The Wal-Mart Story "We're all working together; that's the secret. And we'll lower the cost of living for everyone, not just in America, but we'll give the world an opportunity to see what it's like to save and have a better lifestyle, a better life for all. We're proud of what we've accomplished; we've just begun." - Sam Walton (1918-1992) Sam Walton's dream was simple: Give people high value, low prices and a warm welcome. That dream was realized in 1962 with the opening of the first Wal-Mart. Today, Wal-Mart Stores, Inc., employs more than 1.2 million associates worldwide. The company has more than 3,000 stores and offices across the United States and more than 1,000 stores internationally. It has also expanded online with Walmart.com, which is dedicated to bringing Sam Walton's dream to the Internet. If you ask customers why they return to Wal-Mart again and again, chances are they'll say it's because of more than just the great prices and appealing selection. It's also because of the people, starting with the friendly greeters at the front of every store. Prompt, friendly service is a serious matter at Wal-Mart. This commitment to people means that we also take seriously our responsibilities as a corporate neighbor. Local Wal-Mart stores have made a difference in their communities by: • Underwriting college scholarships for high school seniors. • Raising funds for local children's hospitals via the Children's Miracle Network Telethon. • Educating the public about recycling and other environmental concerns via a "Green Coordinator," a specially trained associate who coordinates efforts to make each store environmentally responsible. • Sponsoring a Community Matching Grant program, which involves fund-raising efforts by a nonprofit organization with the participation of Wal-Mart associates. A lot has changed since the first Wal-Mart opened, but we continue every day to bring you the highest value at the lowest prices. And you'll always be greeted with a warm welcome, whether you walk through the door of your local Wal-Mart store or turn on your computer to visit us at Walmart.com. Wal-Mart International Operations Wal-Mart became an international company in 1991 when a SAM'S CLUB opened near Mexico City. Just two years later, the Wal-Mart International Division was created to oversee growing opportunities worldwide. Today, customers at more than 1,300 units in nine countries prove that Wal-Mart's Every Day Low Price promise is a message clearly understood in any language. The division currently operates stores and clubs employing more than 300,000 associates in the following countries: Argentina Brazil Canada China Germany Japan Korea Mexico Puerto Rico United Kingdom Development opportunities. Wal-Mart has experienced success internationally because of its ability to transport the company's unique culture and effective retailing concepts to each new country. Associates get involved in the local communities and adapt to local cultures. They respond to customer needs, merchandise preferences and local suppliers. By serving each hometown in its own unique way, Wal-Mart International has realized significant growth with potential for much greater development worldwide. Wal-Mart International has achieved global expansion through a combination of new store construction and acquisitions. This strategy has given the company excellent market penetration and positioned it for future development. The company sees its development throughout North America, Latin America, Asia and Europe as a good beginning with many promising areas for further expansion. Financial results. The division has posted impressive financial results. Fiscal 2003 sales reached $40.7 billion, a 15 percent increase over the previous year, and operating profit rose to $2.03 billion, an increase of 55.8 percent. Expansion plans. This year, Wal-Mart International plans to open 120 to 130 units in existing markets. The announced units include two restaurant formats, specialty apparel retail stores and supermarkets in Mexico. BURGER KING What started with one restaurant in Miami in 1954 has grown to 11,350 restaurants in 58 countries worldwide. And we're still growing. We'd love to share with you our past, our present and where we're heading in the future. Whether you're looking for franchise and career information, recent news about BURGER KING®, or simply just contact information, you've found the right place. The Burger King Corporation uses over 50 years of experience as it moves proudly into the future. As a brand, our company has never been stronger. Whether it's our Executive Team or each individual employee across thousands of locations, we strive to serve our customers consistently. After all, we take Pride in serving our Guests the Best Burgers and a variety of other Great Tasting, Healthy Foods Cooked over an Open Fire. That's what we're all Sony Corporation of America Sony Corporation of America, based in New York City, is the U.S. subsidiary of Sony Corporation, headquartered in Tokyo. Sony is a leading manufacturer of audio, video, communications, and information technology products for the consumer and professional markets. Its music, motion picture, television, computer entertainment, and online businesses make Sony one of the most comprehensive entertainment companies in the world. Sony's principal U.S. businesses include Sony Electronics Inc., Sony Pictures Entertainment, Sony Music Entertainment Inc., and Sony Computer Entertainment America Inc. Sony recorded consolidated annual sales of over $62.3 billion for the fiscal year ended March 31, 2003, and it employs 161,100 people worldwide. Sony's consolidated sales in the U.S. for the fiscal year ended March 31, 2003, was $20 billion. IDIOMS GET YOUR ACT TOGETHER Explicación del Modismo GET MORE ORGANIZED. Ejemplo del Modismo "YOU HAVE BEEN LATE FOR WORK EVERY DAY THIS WEEK. IF YOU WANT TO KEEP THIS JOB, YOU MUST GET YOUR ACT TOGETHER." A PIECE OF THE ACTION Explicación del Modismo PARTICIPATION IN AN ACTIVITY. OFTEN RELATED TO GAMBLING OR BUSINESS TRANSACTIONS. Ejemplo del Modismo "I HEARD THAT YOU ARE LOOKING FOR PARTNERS IN YOUR NEW INVESTMENT. IF YOU DON'T MIND, I WOULD LIKE TO GET IN ON A PIECE OF THE ACTION." GO APE Explicación del Modismo GO CRAZY. Ejemplo del Modismo "JACK WAS REALLY ANGRY. I THOUGHT HE WAS GOING TO GO APE." A GREY AREA Explicación del Modismo SOMETHING THAT IS DIFFICULT TO DEFINE. Ejemplo del Modismo I RESEARCHED YOUR CASE BUT THERE ARE NOT ANY BLACK AND WHITE ANSWERS. YOUR SITUATION SEEMS TO FALL INTO A GREY AREA." UP IN ARMS Explicación del Modismo ANGRY. Ejemplo del Modismo "THE CROWD WAS AGITATED. EVERYONE WAS UP IN ARMS OVER THE GOVERNMENT DECISION." BE GLAD TO SEE THE BACK OF Explicación del Modismo BE HAPPY WHEN A PERSON LEAVES. Ejemplo del Modismo THAT GUY BOTHERS ME. I'll BE GLAD TO SEE THE BACK OF HIM." GIVE HIM CREDIT Explicación del Modismo ACKNOWLEDGE AN ACHIEVEMENT OR CONTRIBUTION OF A PERSON." Ejemplo del Modismo "ALTHOUGH HE IS NOT EASY TO WORK FOR, YOU HAVE TO GIVE HIM CREDIT FOR MANAGING THE COMPANY WELL." EAGER BEAVER Explicación del Modismo ENTHUSIASTIC PERSON. Ejemplo del Modismo "JOHN DID ALL OF HIS HOMEWORK BEFORE SUPPER. HE SURE IS AN EAGER BEAVER." SCRATCH THE SURFACE Explicación del Modismo EXAMINE ONLY A PART OF SOMETHING. UNCOVER ONLY A FEW FACTS ABOUT SOMETHING. Ejemplo del Modismo "CANCER RESEARCH IS A VERY LONG-TERM PROCESS. SO FAR, WE HAVE JUST BEGUN TO SCRATCH THE SURFACE." GIVE HIM THE SLIP Explicación del Modismo LEAVE HIM. HIDE FROM HIM. Ejemplo del Modismo "I THINK THAT MAN IS FOLLOWING US. LET'S GIVE HIM THE SLIP." GET THE BALL ROLLING Explicación del Modismo START SOMETHING. Ejemplo del Modismo "ALL RIGHT EVERYONE, WE SPENT A LOT OF TIME PLANNING THIS PROJECT. NOW, IT'S TIME TO GET THE BALL ROLLING." JUMP ON THE BANDWAGON Explicación del Modismo JOIN A POPULAR TREND OR ACTIVITY. Ejemplo del Modismo "I LIKE THAT NEW PROCEDURE AND I'VE DECIDED TO JUMP ON THE BANDWAGON." KEEP SOMETHING AT BAY Explicación del Modismo KEEP SOMETHING AWAY. Ejemplo del Modismo e "SARAH FOUND IT DIFFICULT TO KEEP THE SALESPERSON AT BAY." SPILL THE BEANS Explicación del Modismo TELL A SECRET. Ejemplo del Modismo "I WON'T BE THE ONE TO SPILL THE BEANS." FLESH AND BLOOD Explicación del Modismo A RELATIVE. Ejemplo del Modismo "I MUST HELP HIM. AFTER ALL, HE'S MY OWN FLESH AND BLOOD." FIT THE BILL Explicación del Modismo SEEMS CORRECT. Ejemplo del Modismo "THAT SEEMS TO FIT THE BILL. I'LL TAKE IT." BLACK AND BLUE Explicación del Modismo BRUISED. Ejemplo del Modismo "HE WAS BEATEN UNTIL HE WAS BLACK AND BLUE." OUT OF THE BLUE Explicación del Modismo UNEXPECTED. Ejemplo del Modismo "A GREAT IDEA JUST CAME TO ME OUT OF THE BLUE." ROCK THE BOAT Explicación del Modismo CREATE PROBLEMS FOR OTHER PEOPLE. Ejemplo del Modismo "EVERYONE LIKES ANTONIO. HE DOESN'T ROCK THE BOAT." BY THE BOOK Explicación del Modismo DOING SOMETHING ACCORDING TO THE RULES. Ejemplo del Modismo "HE IS A GOOD COP. HE DOES EVERYTHING BY THE BOOK." OUT OF BOUNDS Explicación del Modismo NOT PERMITTED. Ejemplo del Modismo "HANS WANTED TO ASK MARY OUT ON A DATE BUT I EXPLAINED THAT SHE IS OUT OF BOUNDS. MARY IS ENGAGED TO JACK." BREAD AND BUTTER Explicación del Modismo REGULAR INCOME. Ejemplo del Modismo "WE ARE VERY DEPENDENT ON OUR ADVERTISING REVENUE. IT'S OUR BREAD AND BUTTER." THE BEST THING SINCE SLICED BREAD Explicación del Modismo A GOOD INVENTION OR INNOVATION. Ejemplo del Modismo "I LOVE THIS PAPER FOLDING MACHINE. IT'S THE BEST THING SINCE SLICED BREAD." THE BUCK STOPS HERE Explicación del Modismo PROBLEMS ARE RESOLVED HERE. Ejemplo del Modismo "A LOT OF PEOPLE TRY TO PASS PROBLEMS ON TO OTHER PEOPLE. AT MY DESK, HOWEVER, THE BUCK STOPS HERE." A CLOSE CALL Explicación del Modismo SOMETHING (USUALLY BAD) ALMOST HAPPENING. Ejemplo del Modismo e "THAT CAR ALMOST HIT US. THAT WAS A CLOSE CALL." A FAT CAT Explicación del Modismo A WEALTHY PERSON. Ejemplo del Modismo "FERNANDO HAS EVERYTHING HE NEEDS. HE’S A REAL FAT CAT." MY TWO CENT'S WORTH Explicación del Modismo MY HUMBLE OPINION. Ejemplo del Modismo "HE SEEMS LIKE A CORRUPT POLITICIAN. THAT'S JUST MY TWO CENT'S WORTH. A CHIP ON HIS SHOULDER Explicación del Modismo HE IS ANGRY ABOUT SOMETHING. Ejemplo del Modismo "I DON'T KNOW WHY HE IS SO UNHAPPY. HE SEEMS TO HAVE A CHIP ON HIS SHOULDER. SQUEAKY CLEAN Explicación del Modismo LEGITIMATE AND PROPER. Ejemplo del Modismo "WE CHECKED ALL OF HER REFERENCES. SHE IS SQUEAKY CLEAN." WAKE UP AND SMELL THE COFFEE Explicación del Modismo THINK MORE REALISTICALLY Ejemplo del Modismo "HE DOES NOT RESPECT YOU AS MUCH AS YOU THINK. WAKE UP AND SMELL THE COFFEE." A TOUGH COOKIE Explicación del Modismo A STUBBORN, STRONG PERSON. Ejemplo del Modismo "DON'T GET SHIRLEY UPSET. SHE IS A TOUGH COOKIE." IN A TIGHT CORNER Explicación del Modismo WITHOUT ANY GOOD OPTIONS. Ejemplo del Modismo "MILO HAS RUN OUT OF OPTIONS. IF HE TAKES ANY MORE CHANCE, HE MIGHT FIND HIMSELF IN A TIGHT CORNER." A COUCH POTATO Explicación del Modismo A LAZY PERSON. Ejemplo del Modismo "LUIS FERNANDO JUST WATCHES TELEVISION ALL DAY. HE IS REALLY A COUCH POTATO. CAN'T CUT IT Explicación del Modismo CANNOT DO IT. Ejemplo del Modismo "KIM SHOULDN'T BE WORKING HERE. HE JUST CAN'T CUT IT." He was all ears when his boss talked. He is a chip off the old block. He is thick in the head. The bank robbers were armed to the teeth. His comments threw a wet blanket on the discussion. They were beat after three days of hard work. Jack was hard up to pay his rent. The storm left them all in the same boat. The house fire meant we had to start from scratch. 1. Where goods are produced. a) Head Office b) the Accounts department c) the canteen d) the factory 2. Where finished goods are kept. a) Head Office b) the warehouse c) the canteen d) the factory 3. Where the workers have lunch. a) the bar b) Head Office c) the Accounts department d) the factory 4. Where the directors meet. a) the Accounts department b) the warehouse c) the bar d) the boardroom 5. Where the accountants work. a) the Accounts department b) the warehouse c) the boardroom d) the factory 6. Where the computer people work. a) Data Processing b) the warehouse c) the boardroom d) the factory 7. Where the sales people 'work'. a) any expensive restaurant b) the warehouse c) the boardroom d) the factory 8. Where 'they' know nothing. a) the warehouse b) head office c) the canteen d) the factory The 10 Most Successful trademarks of the world. In 2000 In a recent study by ACNIELSEN shows that only 43 trademarks in the world, achieve sales that goes over the billion dollars every year. So we give you the 10 most important on the market. Number 1 Coca-Cola: In Mexico is one of the countries that drinks more Coca-Cola, about 160 liters each person. Only in Mexico Coca-Cola delivers every day 2 million cases, here in Mexico Coca-cola sells 15 billion Dollars, the second and third are Fanta And Sprite both from The Coca-Cola Company And generally when you think about a cold soft drink, you think about Coca-cola, o when you are eating you think Coca-Cola, instead of other soft drinks. Number 2. Marlboro: Sales 15 billions dollars around the world, in 2001, more that 50% smokers are women, they also produce L&M cigarettes, the company that is going up is Camel, and that’s means war, but smoke can also produce cancer so be careful, that means brain cancer and lung cancer, but in recently a group of people has put a law suit for 300 billion dollars, and well they lost, now they have to put in the box, that smoking produces cancer. Number 3. L’Oreal: hair color, in 1907 Eugene Shueller a French inventor, and now the company has more like Feria, casting and preference e imedia, it sells about 1 billion to 1.5 billion dollars a year in Mexico, and they sell about 100 products each second around the world Number 4 Budweiser beer: it’s from E. Anheuser Bush & Company., this beer arrives in Mexico in 1989, but it was selling in the U.S. since 1936, before that it was a chocolate drink. So it sells about 3 or 5 billion dollars in the world. The company produces more that 100 millions of hard cases. It sells in 70 countries Number 5 Colgate. Tooth paste: it arrives in Mexico in the 1920’s but it was selling since 1813, it sells about 1.5 and 2 billions dollars a year. It has a different choices that you can buy at a store. In Mexico it’s a custom. Number 6 Nescafe. By Nestle, when it started it there were only 2 kinds, regular and decaf, now there are more, like, dolca, cappuccino and Moccachio. It sells about 2 or 3 billions dollars a year in the world and it has 70 years in the market. Number 7 Doritos, from FRITO-LAYS in the USA and in Mexico From Sabritas. But sabritas is own by Pepsi company since, 1966 in Mexico, but in the USA they are different owners., now in Mexico Pepsi Co. owns Fritos and Sabritones, but in the USA lays has many different types of potato chips. It sells about 1.5 billion dollars a year. Number 8 KODAK.- it started in Mexico in 1922 and it was the only one of its kind for a quarter of a century. It has the 85% of production in the world, it sells about 1.5 billion dollars a year. It was funded by George Eastman in 1888 Number 9 PAMPERS.- in the 1940’s was the time when some babies started to use Disposable Diapers, leaving the old one, the Swedish children were the first to use this diapers, in the 50’s the diapers were only paper. Then 60’s Vic Mills employee of P & G . Made the design and created Pampers, it was introduce in 1961 to USA, but it didn’t have tape, in the 70’s there was tape, and in the 80’s there was stretch,. It sells about 5 billion dollars a year world wide. Number 10.- KRAF FOODS.- it sells about 1 billion dollars a year, that’s because the product that sells more its Philadelphia cream cheese. Because it was the first one to do it. and the others sell but not as much as the cream cheese. Who says this? 1. Can I help you? a) The caller b) The operator c) The person who is receiving the call 2. Can I speak to Ms Dupont, please? a) The caller b) The operator c) The person who is receiving the call 3. Who's calling, please? a) The caller b) The operator c) The person who is receiving the call 4. This is Jane Coolimoor from Apex Industries. a) The caller b) The operator c) The person who is receiving the call 5. One moment, please. a) The caller b) The operator c) The person who is receiving the call 6. Hold the line, please. a) The caller b) The operator c) The person who is receiving the call 7. Putting you through. a) The caller b) The operator c) The person who is receiving the call 8. I'm afraid she's out of the office today. I'm replacing her. Can I help you? a) The caller b) The operator c) The person who is receiving the call 9. Can I take a message? a) The caller b) The operator c) The person who is receiving the call 10. Tricia Mellor speaking. a) The caller b) The operator c) The person who is receiving the call 1. I'm afraid the person you want is ________ holiday. a) on b) in c) to d) at 2. I'm afraid he's ________ Helsinki at present. a) under b) on c) at d) in 3. I'm afraid he's ________ the other line. a) under b) beneath c) on d) out of 4. I'm afraid Ms Walker is ________ the factory at the moment and we cannot contact her. a) into b) under c) out of d) towards 5. I'm afraid he's ________ a trip all week. a) on b) in c) at d) through 6. I'm afraid that he is ________ his office and I don't know where he is. a) out of b) in c) At d) under 7. I'm afraid he's ________ a meeting. a) through b) at c) on d) in 8. I'm afraid you've been put ________ to the wrong extension. a) in b) on c) by d) through 9. I'm afraid Mr Cook is ________ our Head Office today. a) at b) through c) over d) on 10. I'm afraid Ms Chang's ________ lunch. a) in b) on c) at d) with READ THIS ARTICLE AND ANSWER THE QUESTIONS AT THE END OF THE ARTICLE Competitive Advantage through Channel Management Developing and sustaining a competitive advantage isn’t just about what product features companies, offer customers. It’s also about how the product is delivered to the customer. This is evident in the three cases detailed below. Our examples—Dell, Inc., IKEA, and Seven-Eleven Japan—come from different industries (high tech, consumer durables, and FMCGs (Fast-Moving Consumer Goods), respectively) and different countries (U.S., Sweden, and Japan, respectively). Even so, they share philosophies and practices that give them a competitive edge in delivering products to customers. Dell, Inc. Michael Dell is a college dropout. He’s also worth an estimated $13 billion. While a freshman at the University of Texas in 1983, Michael Dell began buying PCs at retail, upgrading them, and selling them to local-area businesses who wanted good-performance machines at a reasonable price. Within a year, demand from clients was so high that he dropped out of college to develop the business full time. In 1985, Dell shifted the company to assembling its own brand of PCs. In 1989, Dell introduced its first notebook computer; in the mid-90s, it pushed into the network-server and workstation market. In 2003, Dell expanded into printers and then into consumer electronics. Within 20 years, the company, which started with a $1,000 investment, has grown to $41.4 billion in revenue (FY04). The idea behind the company is deceptively simple: sell directly to customers and build products to order. Execution, however, is a bit more complex. To make mass customization economically feasible, Dell starts by understanding its customers and the inherent differences in customer segments. Eighty-five percent of Dell’s revenues comes from business customers; 15% comes from consumers.3 Business customers are subdivided into large companies, government, education, hospitals, and small business accounts. In purchasing computers, large organizations look for product reliability, and compatibility and stability in technology; small-to-medium organizations and home-office customers trade off performance for price. Within these segments, users differ in their functional requirements based on the types of tasks they perform; e.g., word-processing for secretaries versus computer-aided design (CAD) programs for engineers. But Dell’s understanding of its customers goes far beyond buyer type and purchasing requirements. Dell recognizes that added). That is, Dell recognizes that customers who use networked computers for team-oriented tasks are different from those who use computers for individual-oriented tasks such as CAD. This detailed understanding of customer segments underlies Dell’s ability to provide solutions for individual problems; it also enables the company to anticipate shifts in customer requirements and demands. “how a customer uses our product is as important to its features as what they use it for”4 (last emphasis Recognition of the fundamental importance of customers is reflected in the company’s organization. As Michael Dell says, “If you organize a company like ours around products, you have to assume that the people who are running the business know everything there is to know about the customers who buy those products—not just here, but everywhere around the world. That’s a pretty big assumption. Believing that an organization that is focused on a particular type of customer in a particular region of the world knows everything about those customers is a lot easier to fathom.”5 In addition to providing greater customer insight, organizing around customer segments also provides a means of aligning cost with customer service. Sales models are tailored to each segment. Large organizations are served by a sales force and supported by technical reps as well as by Dell’s Premier Page (customercustomized Web pages that allow them to place and track orders, and communicate with their Dellaccount rep). Smaller organizations and individual consumers are served primarily by telephone and via the Internet Customizing products to customer needs takes more than an understanding of the customer; it takes a very sophisticated operation system. Here’s how Keith Maxwell, the man who designed Dell’s assembly process, describes it: “If you look out at the assembly process, it looks like a water ballet. If you look at the people doing a water ballet, it looks beautiful on top, and everything’s orchestrated. You go look underneath the water, and their legs are just thrashing like crazy. That’s what happens below the surface … there’s huge amounts of activity going on to go drive the demand to equal the supply, and to continually be revolving the supply base to be able to meet the flexibility we need to go do things in the time frame we want to.” Production on a machine doesn’t start until an order is placed. When the order is received, a document referred to as “the Traveler” is generated.7 This document contains the customer’s unique configuration information and travels with the system throughout assembly and shipping. The Traveler is first sent to manufacturing where the order is electronically broken down into a list of parts. The parts for each system are placed in a plastic box that travels on a conveyor belt to a team of workers, who build and initially test the system. The system is then fully tested using Dell diagnostics, and standard or custom hardware and software are installed and tested. Each part is bar coded and scanned to link it with the buyer’s name, address, and system specification in Dell’s tech support database, allowing Dell to notify the buyer about repairs or replacements should a problem arise. And when a buyer calls with a problem, tech support has system details at hand. Building systems to order, and fast, could create an inventory nightmare. Dell’s inventory management is one of those beautiful-on-the-surface activities that is supported by intense activity below the surface. Dell carries only a few days’ worth of inventory. It schedules every production line in every factory every two hours, running each one with only a few hours of parts inventory on hand.8 In large part, this feat is achieved by working closely with suppliers. To better manage these crucial relationships, Dell concentrates its business with a few key suppliers: its top 30 suppliers represent about 75% of Dell’s total cost; the next 20 account for another 20%.9 Dell commits to partner with suppliers as long as they maintain their leadership in technology and quality; performance is closely monitored using a supplier report card. Dell shares its forecasting and sales information via the Web, so that vendors can keep their inventories down to eight to ten days. Michael Dell calls it “virtual integration,” meaning “You’re basically stitching together a business with partners that are treated as if they’re inside the company. You’re sharing information in real-time fashion.” While sharing information is essential to creating efficiencies throughout the system, it is inevitable that glitches occur. Dick Hunter, VP of Dell’s Americas Manufacturing Operations admits that, “As soon as we issue a forecast, it’s wrong. So, what do you do? If demand is going up, and it’s going to outpace your supply, we first try to fix the problem with more supply, maybe by expediting … almost every component has two or more sources. If we can’t solve the demand/supply problem with supply, and demand is shooting up, eventually we are going to have a shortage.” Dell deals with shortages by selling what it has. If, for example, a 60-gig hard drive is not available, then Dell sells a 80-gig hard drive at the 60-gig price. Dell can offer a promotion on the Internet within a few hours of recognizing it has a supply problem. At the same time, it works diligently to minimize excess and obsolete inventory. “Dell writes off between .05% and 0.1% of total materials costs in excess and obsolete inventory—that’s about $21 million across our global business in a year.... Competitors probably have to write off 2% to 3% worth of excess and obsolete inventory.… Our goal is to replace inventory with information. The more information we get to our suppliers quickly, the faster we build product, the faster we receive materials from suppliers, the faster [we] alleviate problems.…” Dell has made its share of mistakes. It was late entering the consumer market, allowing Gateway to make inroads there. A foray into retail distribution—through CompUSA, Price Club, and Sam’s— proved disastrous, and Dell quickly pulled out of this channel. Its first laptop was a disappointment to consumers and was quickly withdrawn from the market. The Olympic line—a product that spanned desktop, workstation, and server markets—proved to be more that mere mortals needed. But the company learned from each mistake and became stronger. “Make failure acceptable as long as it creates learning opportunities,” says Michael Dell. “There’s no risk in preserving the status quo—but there’s no profit, either.” IKEA IKEA, the Swedish furniture giant founded in 1943, is the largest furniture retailer in the world, with about 200 stores in 32 countries and estimated sales of $12 billion. But its founder, Ingvar Kamprad, is notorious for being, well, cheap. He insists on flying coach, taking the subway to work, and driving a ten-year-old Volvo. He doesn’t need to pinch krona: he’s worth $18.5 billion (U.S.), which places him Number 13 on the Forbes list of richest people in the world.Kamprad’s goal, when founding IKEA, was to democratize the furniture industry. “A disproportionately large part of all resources is used to satisfy a small part of the population … IKEA’s aim is to change the situation.” Today, IKEA’s vision still reflects this objective: “The IKEA business idea is to offer a wide range of home furnishings with good design and function at prices so low that as many and low price makes IKEA a favorite among consumers in their twenties and early thirties. But the company’s understanding of its customers goes beyond demographics. As explained by IKEA spokesperson, Pamela Diaconis, “Customers come to IKEA to shop for furniture based on changes in their life—getting married, getting divorced, having a child, having children move out, buying a new home.” IKEA’s ability to provide quality at a reasonable price is in large part due to its management of its supplier network. IKEA’s philosophy is to: find low-priced materials, buy supplier capabilities, and (3) develop long-term relationships with suppliers. Finding low-priced materials entails substituting less expensive, but still high-quality, raw materials; for example, substituting oak or pine for teak woods. It also entails finding the most efficient global suppliers. IKEA focuses on Viet Nam, for example, as a source of everything from wooden outdoor furniture and laminated bamboo flooring to ceramic vases, soft toys, nylon tents, and metal cutlery. Its supplier alliances in Viet Nam allow IKEA to take advantage of the natural resources of southeast Asia, while providing a competitive source of supply to China, its largest Asian supply center. Buying supplier capabilities means that IKEA doesn’t buy products from suppliers; instead, it buys production capabilities. Rather than using the same suppliers as its competitors, IKEA seeks out alternative suppliers who are capable of producing the quality of products needed, but are willing to do so at a lower price. For example, IKEA employs ski suppliers to manufacture tables and shirt manufacturers to provide cushion covers. The high-volume, steady orders offered by IKEA help these manufacturers to fill excess capacity and lower their costs. IKEA, in turn, benefits from lower prices. Building long-term relationships is achieved by improving suppliers’ efficiency so that everyone benefits. IKEA provides both technical advice and financial support. It helps suppliers find the best and cheapest raw materials and to design, build, and operate manufacturing facilities. In return, IKEA demands that vendors control costs, encouraging them to “transcend” personal business relationships and shop around for raw materials. Pham Phu Thao, a planner at Binh Thanh Textile Factory in Ho Chi Minh City, explains, “When you work with IKEA, you learn how to get a low price. When we buy fabric, for example, we have to compare the price from many, many suppliers.” Although meeting IKEA’s demands is “very hard,” the payoff is worth it. Binh Thanh’s IKEA-related revenue increased from $300,000 to over $5 million within four years. Managing its supplier network isn’t the only way IKEA excels in delivering products to customers. IKEA creatively defines its own role in the production process, shaking up the usual mix of who does what, when, and how. With its eye on cost-saving, IKEA took the design function in-house, rather than relying on craftsmen who focus on uniqueness and intricacy of design. It pioneered the use of catalogs and in-store displays to aid customers in their decision-making, rather than providing extensive (and expensive) in-store service. It sells furniture in knock-down kits for customers to transport and assemble in their own homes, rather than delivering fully-constructed furniture to customers’ homes. And IKEA demonstrates an uncanny understanding of how customers shop and, more importantly, what discourages them from shopping. Home furnishings add up to a significant investment, even at IKEA prices, so customers need access to product information and time to think. Display areas are designed to show customers everything that they’ll need for a finished décor, with details on each item. Store layout and amenities encourage customers to spend more time in the store rather than giving up and going home. The store’s unique floor plan with its circular design encourages shoppers to go through the entire collection. Supervised play areas for children and fully equipped nursery and baby-changing facilities allow parents to stay focused on shopping. In-store cafes offer a chance to take a break from shopping without leaving the store. Even the Web site helps prepare shoppers for the store visit, offering maps and to-do lists (take measurements of rooms; make sure there’s room in the car to carry large purchases, etc.). Despite its consumer savvy, IKEA has stumbled occasionally. When entering the U.S. market in 1985, IKEA sold products designed for European lifestyles and physiques. Kitchen cupboards were too narrow for American dinner plates, and drinking glasses were too small to accommodate ice. Beds were too narrow, and European-size curtains didn’t fit American windows. “Americans just wouldn’ lower their ceilings to fit our curtains,” jokes Kamprad. IKEA learned from its experience and adapted products to the American market. Turning a profit for the first time in the U.S. in 1993, IKEA now enjoys over $1 billion in U.S. sales. U.S. stores attract as many as 40,000 to 50,000 visitors a week. Success creates its own problems: lines on Saturday morning are sometimes long and inventory isn’t always available. But as Kamprad has said: “Only while sleeping one makes no mistakes. The fear of making mistakes is the root of bureaucracy and the enemy of evolution.” Seven-Eleven Japan With over 10,000 stores, 3.6 billion customer visits and more than 1 billion rice balls sold last year,Seven-Eleven is the leading retailer in Japan. Its annual sales are over $21.28 billion (U.S.) with roughly 52% of sales from original items available only from Seven-Eleven. Truly grasping the needs of customers.In Seven-Eleven’s vision, what customers need is a dedicated domestic partner, attuned to their likes and dislikes, smoothing their progress through an increasingly hectic schedule. Customers can satisfy all of their everyday needs—meals, bill-paying, ATM transactions, Internet shopping—at their Seven-Eleven convenience store (combiniensu stoa, or more simply, combini). They can even pick up a package ordered over the Internet. “Americans might say, ‘Why would you have an Amazon book delivered at Seven-Eleven?’ But in Japan people may pass three combines on the way home” (from a mass transit station), says Kaoru Hayashi, president of Digital Garage Inc., an e-commerce consulting firm.34 In a country where consumers prefer cash to credit, banks close on weekends and holidays, and land-line telephones remain expensive, Seven-Eleven—with its ubiquitous locations and 24/7 operation—is an ideal portal to the e-marketplace. Internet access and a cash-payment option for on-line purchases make this combini the next-best thing to a personal shopper. Innovative services draw customers into Seven-Eleven, but its biggest sales come from an endlessly evolving variety of prepared foods, including rice balls, breads, pasta, and box-lunches. The lunch and snack business exploded once quality-conscious Japanese consumers realized that these take-out treats could be as good as home-made. Since freshness is a key ingredient to taste, Seven-Eleven stamps the time of production and maximum time to sale (in hours) on the labels. How does the chain create variety and deliver freshness without a kitchen on site? In large part, the answer is in its relationships with suppliers. According to Suzuki, “we do not have the ability to develop merchandise on our own. We can only convey consumer needs to our suppliers. So we are teaming up with manufacturers … to develop products.” Exclusive relationships with vendors are common; some even build production facilities expressly for Seven-Eleven. Since many vendors are too small to satisfy the chain’s volume demand or meet its standards, the company encouraged them to unite as the Japan Delicatessen Food Cooperative Society. Banding together was a difficult move for the vendors, who were initially suspicious about sharing information with competitors. But they found that by working together to update production facilities, quality control processes, and distribution systems, they could compete more effectively. In order to keep its vast supply network in-sync, Seven-Eleven ties it together through an electronic network that keeps suppliers apprised of what’s selling right now. As a result, vendors like delica Ace can deliver meals just five hours after an order is placed—even though it requires 12 hours to prepare meals from start to finish. Access to Seven-Eleven’s historical sales trends and real-time sales information allows vendors to anticipate hours in advance what orders will be placed. Such timely production would lose most of its value without timely deliveries to stores, so Seven- Eleven worked to reinvent Japan’s complex and inefficient distribution system. According to Suzuki, “it was fortunate that our founders were outsiders to the distribution industry. They were not imbued with industry customs and were able to solve contradictions in the industry step by step.” Traditionally,each supplier’s goods were delivered separately. To accommodate small-lot deliveries, Seven-Eleven began mixing different suppliers’ products on the same vehicle. The system later evolved into a dedicated distribution operation that organizes deliveries by product temperature rather than by producer or wholesaler. Fresh fast-food items and perishables are delivered three times a day; canned foods are delivered once a week. As a result, the number of deliveries dropped from 70 to around ten per day. Not only is the number of deliveries minimized, products are delivered at peak sales times, and stores are able to adjust their product mix to real-time customer demand. Vendors are not the only ones to benefit from Seven-Eleven’s cooperative approach; franchisees also receive a high level of support. The company typically recruits independent store owners and converts their stores under a long-term contract. Stores are developed in clusters of 50 to 60, allowing the company to dominate an area and gain efficiency in local advertising and logistics. Franchisees pay royalties for trademarks and lease fees for information systems, display racks, refrigerated cases, and thousands of new products. In return, Seven-Eleven provides management advice, technical (POS) systems, and a minimum guaranteed annual gross profit. But the customer remains the focus of the system, and innovation to better meet customer needs is constant. As much as 70% of product lines are replaced every year. Suzuki believes that good management resides in “self-reformation;” constant experimentation is one of his key management philosophies. Store personnel propose products they believe will be successful. Store owners work with field counselors (liaisons between the store and corporate office who visit stores every week) to test market these products. Sales data are analyzed at the corporate level to determine which new products are successful, and product assortments are then adjusted at the store level. The result is a constant stream of new and successful products, especially important in foods, where product cycles are short. Most new items remain “hot” only about seven weeks. For continuous evaluation of product performance, an extensive POS system captures data on key product and customer characteristics: items purchased, time of sale, and type of customer (age and gender). Store owners can access real-time sales of each item by customer base and by time period. They also can access aggregate sales trends over longer periods. These analyses do more than help Seven- Eleven reduce inventory of low-turnover items and opportunity costs associated with out-of-stock items. Based on analysis of sales trends, Seven-Eleven can fine-tune product assortment; for example, using up-to-the-minute weather forecasts, Seven-Eleven advises store owners to stock more cold drinks for hot days. With all its success, Seven-Eleven has had some notable failures. During the 1990s, Seven-Eleven Japan offered Tiffany necklaces, Rolex watches, and Florsheim shoes by mail order, but soon gave up due to poor response. It introduced small items—pencils, erasers, scissors, and even toothbrushes—by designer Philip Starck, but limited consumer response led to discontinuation of the line. While some criticize Seven-Eleven Japan for these ventures away from its core business, these tangents are all part of Suzuki’s management philosophy. After all, Suzuki cautions, you have to “change your way of thinking in order to respond to change.” Discussion Questions 1.- Why have these companies been successful in developing a competitive advantage? 2.- What philosophies and practices do they have in common? 3. More specifically, how have these companies used their channel relationships to create a competitive advantage? 4.-Is this advantage sustainable? 5.- Why aren’t more companies able to use their channel relationships to create a competitive advantage? Money accepted Q1 I like to visit other countries but I find the ....... of travel is too high. (a) money (b) cost (c) expenses (d) currency Q2 She is very happy because she starts her new ....... today. (a) job (b) work (c) labour (d) post Q3 One day I hope I shall ....... the lottery. (a) gain (b) collect (c) reach (d) win Q4 He must have a lot of money because this summer he is going on a cruise ....... the world. (a) about (b) around (c) across (d) through Q5 Have you read that book ....... the life of Van Gogh? (a) about (b) of (c) over (d) in Q6 Do you want ....... sugar in your coffee? (a) some (b) much (c) any (d) little Q7 They do not ....... cheques in that restaurant. (a) accept (b) agree (c) allow (d) admit Q8 I cannot work today because I have very bad tooth........ (a) pain (b) hurt (c) damage (d) ache Q9 Children are not ....... in that public house. (a) aloud (b) allowed (c) accepted (d) agreed Q10 You can see the ....... about the sale in the local paper. (a) announcement (b) warning (c) notice (d) advertisement Applying for that Job Q1 I would be very interested in ....... for that job. (a) entering (b) working (c) applying (d) writing Q2 Do you want to ....... as a candidate in the local elections? (a) stand (b) sit (c) go (d) try Q3 They are completely ....... up with all the noise in the centre of town. (a) tired (b) fed (c) sick (d) ill Q4 The reason there are no buses is because the drivers are on ........ (a) hit (b) stop (c) strike (d) leave Q5 The government has changed its policy and had a complete change of ........ (a) view (b) opinion (c) mind (d) heart Q6 This supermarket is trying to ....... young shoppers by offering fashionable clothes. (a) target (b) persuade (c) encourage (d) trap Q7 You should have ....... those shares when they were cheap. (a) taken out (b) sold off (c) bought up (d) taken over Q8 You must try and hurry up because my patience is ....... out. (a) running (b) racing (c) pacing (d) turning Q9 Have you ever tried your ....... at running a business? (a) arm (b) finger (c) hand (d) leg Q10 After all these years she has decided to take early ........ (a) leave (b) finishing (c) departure (d) retirement Code of Practice Q1 The company had its own code of ....... in these matters. (a) behaviour (b) practice (c) dealing (d) attitude Q2 This is a ....... example of what not to do. (a) critical (b) pure (c) simple (d) prime Q3 Plans have already been drawn ....... to deal with such situations. (a) over (b) through (c) up (d) into Q4 Thousands of ....... are already signing up for this new telephone service. (a) individuals (b) subscribers (c) applicants (d) interviewees Q5 Job losses are mainly in the ....... sectors of the industry. (a) blue-collar (b) red-collar (c) stiff-collar (d) high-collar Q6 The circular will contain ....... financial information to help investors. (a) key (b) obvious (c) intelligent (d) noted Q7 The report is ....... to show better than expected results. (a) necessary (b) possibly (c) clearly (d) likely Q8 So many of these animals have been shot over the years that they are now classed as ....... species. (a) dangerous (b) endangered (c) unwanted (d) limited Q9 Some people are ....... to learn a foreign language. (a) unaccustomed (b) shy (c) reluctant (d) inhibited Q10 It was a big ....... for her to give up her acting career to look after her family. (a) trial (b) sacrifice (c) endeavour (d) test