Ingles Para NEgocioss (1)

8/4/2019 Ingles Para NEgocioss (1)

1/95

Communicative skills.Habilidades comunicativas en

ingls para los negociosLecciones

1. Coming into contact. Entrar en contacto en ingls2. The office. La oficina en ingls3. At work. En el trabajo en ingls4. Events and meetings. Eventos y encuentros en ingls5. Products and services. Productos y servicios en ingls6. Buying and selling. Comprar y vender en ingls7. HR, looking for a job? Recursos humanos, buscar trabajo

en ingls8. Finance and acounting. Finanzas y contabilidad en ingls9. Dealing with numbers. Usar los nmeros en ingls10. Appendix11. Ansker Key. Unit 1, 2 and 312. Answer Key. Unit 4, 5 and 613. Answer Key. Unit 7 and 8

1. Coming into contact. Entrar encontacto en ingls

All things are difficult before they are easy

LEAD-IN thinking....

Imagine you meet some business people at a faire for the first time.Which of the following subjects are considered to be:

Safe conversation killers a bit risky
http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion1http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion2http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion3http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion4http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion5http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion6http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion7http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion7http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion8http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion9http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion10http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion11http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion12http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion13http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion1http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion2http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion3http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion4http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion5http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion6http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion7http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion7http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion8http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion9http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion10http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion11http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion12http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#leccion13


2/95

INTRODUCTION

Knowing people for the first time can be risky not only because theremight be cultural differences between you and the others but alsobecause first impressions last.

In a business context, when we meet someone for the first time, it isvery important to use the appropriate language and to be aware ofthe diplomatic protocol to follow. In other words, it is necessary toknow the set of rules for the correct performance on different formal

occasions.

In this unit we are going to practice how to give our best throughlanguage performance when greeting someone, introducing people,giving and asking for personal details and trying to keep aconversation going.

Before that, lets have a look at some tips related to more culturaland behavioural matters:

For more on:

- BODY LANGUAGE: http://library.thinkquest.org/26618/en-

3.4.1=meeting.htm
http://library.thinkquest.org/26618/en-3.4.1=meeting.htmhttp://library.thinkquest.org/26618/en-3.4.1=meeting.htmhttp://library.thinkquest.org/26618/en-3.4.1=meeting.htmhttp://library.thinkquest.org/26618/en-3.4.1=meeting.htm


3/95

- CULTURALAWARENESS:http://www.kwintessential.co.uk/resources/culture-tests.html

- COLOURS:http://www.independent.co.uk/student/postgraduate

/mbas-guide/its-all-in-the-hues-that-you-choose-687468.html

GREETINGS

BASIC Useful language:

INTRODUCING PEOPLE

BASIC Useful language

Note that when we introduce ourselves in English we use the first

person subject pronoun (I) whereas when we
http://www.kwintessential.co.uk/resources/culture-tests.htmlhttp://www.kwintessential.co.uk/resources/culture-tests.htmlhttp://www.independent.co.uk/student/postgraduate/mbas-guide/its-all-in-the-hues-that-you-choose-687468.htmlhttp://www.independent.co.uk/student/postgraduate/mbas-guide/its-all-in-the-hues-that-you-choose-687468.htmlhttp://www.kwintessential.co.uk/resources/culture-tests.htmlhttp://www.kwintessential.co.uk/resources/culture-tests.htmlhttp://www.independent.co.uk/student/postgraduate/mbas-guide/its-all-in-the-hues-that-you-choose-687468.htmlhttp://www.independent.co.uk/student/postgraduate/mbas-guide/its-all-in-the-hues-that-you-choose-687468.html


4/95

Want to introduce someone else; we use demonstrative pronouns(this/these).

Activity 1.

Read this dialogue and fill-in the gaps with most suitable word:

Nick: Hi, Nick.

Emma: Hi, Im Emma. Im a of Frank.

Nick: Yes I know, I work with him. Let me you his sister.

Shes here for the weekend. Julie, is Emma. Shes a friend of Frank.

Julie: Hi, Emma. Nice to you.

Emma: Hi! Nice to meet you, too. Frank has told me a lot aboutyou...

PERSONAL DETAILS

When meeting people for the first time, we might be interested insome personal details from the other and

vice-versa. Personal details can go from the name to the jobposition. Later on, well get deeply on talking about job positions andresponsibilities. Lets have a look now to some very basic and generalexpressions:

KEEPING A CONVERSATION GOING


5/95

If we want to keep a conversation going, we can use follow-upquestions. They are questions used to express your interest on whatthe other person is saying and also to find out more information.

Look at this example:

A: Ive lived here for five years now.

B: Oh, really? Where did you live before?

Also, question tags are a good strategy to keep a conversation going.Note that the intonation we use in question tags can affect itspurpose. If we do not know the answer and are asking forclarification, then we use a rising intonation (our voice goes up).However, if we know the answer and are simply asking for the

listener to agree with us, then we use falling intonation (our voicegoes down).

We can ask short question immediately after hearing something, inorder to show interest and ask for more information as well. This iswhat we refer to as reply questions.

Look at this example:

A: Its my birthday today.

B: Is it? Congratulations.

Remember, when giving your personal details and trying to keep aconversation going,

SMILE and keep good EYE CONTACT, conversations will then lastlonger! !

USEFUL LANGUAGE


6/95

Activity 2.

Imagine you are speaking to someone at a conference. Use theseideas to make questions using question tags.

Example: a. Johns a nice guy, isnt he?

a. John / nice guy

b. He / not live in London

c. presentation /great

d. you / give a talk

Try practice saying these sentences with the different intonationsseen before.

volver al ndice

2. The office. La oficina en ingls

Actions speak louder than words

LEAD-IN Thinking...
http://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#tophttp://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#tophttp://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#tophttp://www.mailxmail.com/opt/cursoCompletoVisor.cfm?idCurso=28335&b=false#top


7/95

Try to answer these questions:

-What do you know about these international companies?

-In your view, is it better to work for a large or a small company?

INTRODUCTION

How many times did you have to introduce yourself and your jobresponsibilities and you were not able to say a word? Have you everneeded to present your company, its organization and structure, andcouldnt do it because you lacked the vocabulary and expressionsrequired to do so?

In this unit we are going to work on different aspects in order to be

fluent when talking about your company and your job. We willpractice how to describe the profile and organization of a company,how to talk about job titles, roles, responsibilities and work, and howto detail personal qualities.

First of all, lets have a look at some useful language about what youcan say or you might hear in situations of this context.

USEFUL LANGUAGE


8/95

COMPANY PROFILE

The profile of a company is, generally talking, a concisedescriptionwhich, among other items of information, includes firm'shistory, number and quality of its human, financial, and physicalresources, organizational and management structure, past, currentand anticipated performance, and its reputation, and the standing of

its goods or services.This information can be given by the company in itself or can bechecked on the companys website. This information can be public toanyone interested in the company.

The information provided in the company profile, can be differentfrom one company to another depending on its size, product-serviceand culture.


9/95

Activity 1.

Try to write the profile of your company according to this template.Remember it consists on concise information so dont write longsentences nor give too much information.

COMPANY ORGANIZATION

Describing the organization of a company can be sometimes difficultif the company is a very big one.

The organization of a company is all the formal andinformalframework of policies and rules, within which anorganization arranges its lines of authority and communications,and allocatesrights and duties.


10/95

Organizational structure determines the manner and extent towhich roles, power, and responsibilities are delegated,controlled, and coordinated, and how information flowsbetween levels of management. This structure depends entirelyon the organization's objectives and the strategy chosen to achievethem.

In a centralized structure, the decision making power isconcentrated in the top layer of the management and tight control isexercised over departments and divisions. In a decentralizedstructure, the decision making power is distributed and thedepartments and divisions have varying degrees of autonomy. Inthese terms we can talk about:

- Hierarchical organizations: common, pyramid-like organizationwhere one person is in charge of a functional area (engineering,

finance, marketing) with one or more subordinates handling the sub-functions. In a hierarchical organization (whether business, military,political, or religious) higher levels imply greater superiority anddomination than the lower ones, and the chain of command extendsstraight from the top to the bottom.

- Flat organization: organizational structure where most middle-management levels and their functions have been eliminated, thusbringing the top management in direct contact with the frontlinesalespeople, shop floor employees, and customers.

USEFUL LANGUAGE


11/95

DESCRIBING ROLES & REPSONSIBILITIES

USEFUL LANGUAGE

Mind the propositions used in these expressions.Activity 2.

Match the parts of these sentences to complete the differentexpressions for describing responsibilities.


12/95

When describing our job and our responsibilities we often use theverb to work. This verb, combined with different prepositions, hasdifferent meanings.

Activity 3

Fill-in the gaps of these sentences with the appropriate prepositions(you may need a dictionary):

a. I work ________ a large international company.

b. I work ________ the sales department.

c. The colleagues I work __________ are very supportive.

d. I work mainly ___________ our London office.

e. At the moment Im working __________ a big project.

f. I have to work _________ very tight deadlines.

g. I work ___________ Jane and Sara in Marketing.

e. I am now working __________ Marketing managerSophia Pawle in Web Design, a young department.

f. I work _________ Head of HR __________ Landmart.

DESCRIBING

PERSONAL QUALITIES

Which of the following personal qualities best describe you?


13/95

Remember to use active verbs when talking about

your job and your personal qualities. For more on active verbs seeANNEX I

Activity 4

The word below has five syllables and the third syllable is the

stressed one.

Now, take the example analytic answer these two questions:

a) How many syllables does the word have?

b) Where is the main stress?

Yes, it has four syllables and the third one is again the stressed one.According to this, its stress pattern would be:

Now, look at these words and write each of them in the correctcolumn below bearing in mind their stress patterns:

Creative


14/95

Efficiency

Methodical

Flexible

Reliable

Confident

Determined

Well-organized

Sociable

volver al ndice

3. At work. En el trabajo en inglsWork wont kill but worry will

LEAD IN Thinking....

o How well doyou know your office?

Try to answer these questions:

a. Where are the toilets?


15/95

b. Is there a subsidized canteen?

c. Do you have a company car as a perk?

d. Do you work in cubicle desks or in an open-

space office?

e. Is health insurance part of the fringe benefitsof your job?

INTRODUCTION

Apart from describing an organization, roles and responsibilities andpersonal qualities, it is very important to be able to talk about the jobconditions as well as to show someone around the office. This is what

we are going to try to deal with in this unit.

WORKINGCONDITIONS

People rights at work will depend on:

Statutory rights -legal rights based on laws passed byParliament-, and

Contract of employment-agreement made between theemployer and the employee-.

Your contract of employment cannot take away rights you have bylaw. So if, for example, you have a contract which states you areonly entitled to two weeks' paid holiday per year when, by law, allfull-time employees are entitled to 28 days' paid holiday per year,this part of your contract is void and does not apply. The right youhave under law (to 28 days' holiday in this case) applies instead.

If your contract gives you greater rights than you have under law, forexample, your contract gives you six weeks' paid holiday per year,then your contract applies.

Besides working rights, people usually can take advantage ofdifferent benefits from their jobs. These benefits take in payment,extra pays, insurances and so.

Activity 1.

Match the words from one column to words on the othercolumn to come up with the right collocations related to work.


16/95

USEFUL LANGUAGE

Mind the difference:

- WAGE: an amount of money that you earn for working, usuallyaccording to how many hours or days you work each week or month


17/95

- SALARY: a fixed amount of money that you earn each monthor year from your job

- PAYSLIP: a piece of paper that you get from your employerwhen you are paid, showing how much money you have earned and

how much tax has been taken away

TYPES OF WORK

Try to find the opportunity to discuss about these questions:

- Which of these ways of working do you think will become morecommon in the future?

- Which of these ways of working would you welcome?

USEFUL LANGUAGE


18/95

SHOWING AROUND

Many times, someone might visit your office or your factory and youhave to show them around. They might be new employees,prospective clients, someone from head office or just an officialinspector. If you are responsible for taking these people on a tour,you might want to make sure that everything goes smoothly.

Activity 2.

Read this text describing the layout of an office and answerthe question: Where is the General Managers office?

The reception area:The reception area stretches the whole front ofthe building. The lift is just behind it on the right-hand side of thebuilding.

The lift:The lift is behind the reception area and the conference

room. Its doors open on the main corridor. It is opposite the ladiesroom.

The main corridor: It runs down the centre of the building from thereception area at the front to the staff restaurant at the back.

The conference room:It is between the lift and the ProductionDepartment on the right-hand side of the building. All theimportant meetings take place here.

The Accounts Department:It is beside the Production Department,and across the corridor from the After-Sales Service Department.


19/95

The After-Sales service Department:It is between the visitors-meeting room and the Sales and Marketing Department on the left-hand side of the building.

The visitors-meeting room:It is between the Gents and the After-

Sales Service Department.

The HR Department (Human Resources):It is just in front ofthestaff restaurant.

The R&D Department (Research and Development): It is betweentheSales and Marketing Department and the HR Department, on theleft-hand side of the main corridor.

The Production Department:It is situated between the conference

room and the Accounts Department. It is opposite the visitors-meeting room and After-Sales.

The Sales and Marketing Department:It is located between R&Dand After-Sales Service.

The Gents:It is opposite the conference room, between the Ladiesroom and the visitors-meeting room.

The Ladies:It is just behind the reception area on the left-hand

side of the main corridor. The Gents is just behind it.The Staff Restaurant:It stretches all the way across the back of thebuilding at the far end ofthe main corridor. It is quite large andmodern.

Pay attention to the words and phrases in bold!!!

The General Managers office is________________________________________

__________________________________________________________________

__________________________________________________________________

Activity 3.

Write the name of each room described above in this floor

plant:


20/95

volver al ndice

4. Events and meetings. Eventos yencuentros en ingls

Prevention is better than cure


21/95

LEAD IN thinking....

SMALL TALK

Small Talk is a conversation about trivia matters, and weusuallymake small talk with people we dont know very well.

There are basically three techniques to help to keep the conversationgoing:

Asking follow-up questions Using question tags Asking reply questions

Tip for success:

To get on well in conversation, its important to be good listener.

Listen carefully and respond to what you hear, showing interest andasking questions for more information.

Here is a list ofcommon small talk subjects.

Sports - current matches or games, favorite teams, etc. Hobbies Weather - boring, but can get the ball rolling! Family - general questions, not questions about private matters Media - films, books, magazines, etc. Holidays - where, when, etc. but NOT how much!


22/95

Home town - where do you come from, how is itdifferent/similar to this town

Job - once again, general questions not too specific Latest fashion and trends Celebrities - any gossip you may have!

Here is a list oftopics that probably aren't very good for smalltalk.

Salary how much do you make? - That's none of yourbusiness!

Politics - wait to you get to know the person better Intimate relationships - only for you and your partner - or

maybe your best friend Religion - tolerance is the key! Death - we need to face it, but not the first time we meet

someone new Financial - related to salary above, most people prefer to keep

financial information to themselves Sales - Don't try to sell something to someone you have just

met.

If you have difficulties speaking about any of these topics,try to improve your vocabulary by using the resourcesavailable to you(Internet, magazines, teachers at school, etc.)

In other words, if you want to be successful at making small talk, youshould:

Do some research

Spend time on the Internet, reading magazines, or watching TVspecials about the type of people you are going to meet.

Stay away from religion/strong political beliefs

While you may believe in something very strongly, beginningconversations and making small talk about your own personalconvictions may abruptly end the conversation. Keep it light, don't tryto convince the other person that you have the 'correct' informationabout a higher being, political system or other belief system.

Use the Internet to gain specific vocabulary

This is related to doing research about other people. If you have abusiness meeting, or are meeting people who share a commoninterest (a basketball team, a tour group interested in art, etc.), take


23/95

advantage of the Internet to learn specific vocabulary. Almost allbusinesses and interest groups have glossaries on the Internetexplaining the most important jargon related to their business oractivity.

Be aware of culture

It is very important to be aware of what is acceptable or normal indifferent cultural contexts.

Find common interests

Once you have a subject that interests both of you, keep to it!

Listen

This is very important. Don't get so worried about being able tocommunicate that you don't listen. Listening carefully will help youunderstand and encourage those speaking to you. You might benervous, but letting others state their opinions will improve thequality of the discussion - and give you time to think of an answer!

Activity 1

Read these conversations and decide whether the speakers are goodat making small talk or not, and why.

Glen: Hi, Im Glen.

Mark: Hi Im Mark. Im a friend of Marys.

Glen: Me too. So, how do you know Mary?

Mark: We go to the same gym.

Glen: Oh, I see. How ling have you been going to the

same gym?

Mark: Nearly a year.

Glen: Wow! Are you enjoying it?

Mark: Its OK. Its easier to go with someone else thanon your own.

Glen: Sounds good! I should be doing the same.

Anyway, great party, isnt it?


24/95

MEETINGS

There is no secret for successful meetings. A good preparation andcareful organization will make a meeting run smoothly.

In a business context, Time is money.

Meetings sometimes run for too long.

How to avoid that?

Setting goals and timings,

Sticking to the agenda and

Knowing how to keep track and focus,

may be some of the key aspects of effective meetings.

Lets now focus on the different parts of preparing and holdinga meeting:

1. Calling a Meeting

USEFUL LANGUAGE


25/95

There are different ways that you may call or be called to ameeting.

Meetings can be announced by e-mailorposted on bulletin boards.

Meetings can also be announced at the end of another meeting; inthis case, it is important to issue a reminder.

A reminder can also come in the form of an e-mail or notice.

Announcements or reminders can also be verbal documentedonesshould always back these up.

The date, location, time, length, and purpose of the meetingshould be included, as well as who exactly is expected to attend,

and who is not.

2. Writing an Agenda

An agenda is used to keep the meeting on task and within the setamount of time.

The agenda should:

- indicate the order of items,

- estimate the amount oftime that each item will take,

- indicate whose turn it is to "have the floor".

Many times, forwarding the agenda to attendees before the meetingcan be very useful.

3. Allocating roles

The person responsible for calling and holding a meeting will decidetoallocate certain roles to other staff members. Someone may becalled upon to take the minutes, someone may be asked to do rollcall, and someone may be asked to speak on a certain subject.


26/95

Remember: If you are planning on allocating someone totake on a certain role, make personal contact with that person toinform them of their duty. This can be done either in person, or by e-mail.

4. Opening a Meeting

Small Talk

Whether you are holding the meeting or attending the meeting it ispolite to make small talk while you wait for the meeting to start. Youshould discuss things unrelated to the meeting, such as weather,family, or weekend plans.

Welcome

Once everyone has arrived, the chairperson, or whoever is in chargeof the meeting should formally welcome everyone to the meeting and

thank the attendees for coming.

USEFUL LANGUAGE

Roll Call/Apologies

If the meeting is a small group, it is probably unnecessary to do rollcalls. The person who is taking the minutes should know everyonepersonally and can indicate who is present and who is absent. In a


27/95

larger meeting, it may be necessary to send around an attendancesheet or call out names. If an important figure is absent, it may benecessary for the chairperson to apologize for their absence and offera brief explanation for it.

USEFUL LANGUAGE

Objectives

Some people who hold meetings prefer to pass around copies of theagenda, and others will post a large copy on a wall, or use anoverhead projector. No matter which format is used, attendeesshould be able to follow the agenda as the meeting progresses.Before beginning the first main item on the agenda, the speakershould provide a brief verbal outline the objectives.

5. Following the Agenda

Taking the Minutes

Often someone who is not participating in the meeting will be calledupon to be the minute-taker, but anyone can be assigned to writethem.

Before a meeting the minute-taker should review the following:

The minutes from previous meeting. All of the names of the attendees, only when possible. The items on the agenda. Also, creating an outline before going to the meeting may be

helpful. An outline should include the following: The title of the meeting. The location and date of the meeting. A blank spot to write the time the meeting started and ended.

The name of the chairperson.


28/95

A list of attendees that can be checked off (or a blank list forattendees to sign)

A blank spot for any attendees who arrive late or leave early

Watching the Time

One of the most difficult things about holding an effective meeting isstaying within the time limits.

Remember: Time is Money.

A good agenda will outline how long each item should take.

A good chairperson will do his or her best to stay within the limits.

USEFUL LANGUAGE

Regaining Focus


29/95

It is easy to get off topic. It is the chairperson's responsibility to keepthe discussion focused. Here are some expressions to keep themeeting centered on the items as they appear on the agenda.

USEFUL LANGUAGE

Voting

When issues cannot be resolved or decisions cannot be easily made,they are often put to a vote.

Votes can be open, where people raise their hands in favor or inopposition of the issue. In an open vote, the results are evidentimmediately. Other votes, such as who should be elected to take on a

certain role, are private or Votes can be closed or private, whereattendees fill out ballots and place them in a box to be counted. Theresults may not be counted until after the meeting.

USEFUL LANGUAGE:


30/95

Comments and Feedback

During the meeting, participants

will comment, provide feedback, or ask questions.

USEFUL LANGUAGE

6. Closing a Meeting

Wrapping Up

There are different reasons why a meeting comes to an end.

Time may run out, or all of the items in the agenda may be checkedoff.

Some meetings will end earlier than expected and others will run late.

USEFUL LANGUAGE


31/95

Reminders

There is almost always one last thing to say, even after the closingremarks.

A chairperson might close the meeting and then make a last-minutereminder.

Instructions for tidying up the room may also be mentioned.

USEFUL LANGUAGE

Thank You's and Congratulations

The end of the meeting is also the time to thank anyone who has notbeen thanked at the beginning of the meeting, or anyone whodeserves a second thank you.

Congratulations or Good-luck can also be offered here to someonewho has experienced something new, such as receiving a promotion,

getting married, or having a baby.

USEFUL LANGUAGE


32/95

Follow Up

In the closing remarks, the chairperson, or participants may want todiscuss the date and time for the next meeting, when the minutes willbe available, or when a decision should be made by. This is also the

time to give contact information, such as how to send a question bye-mail or who to call regarding a certain issue.

USEFUL LANGUAGE

Activity 2

To check if all this information related to meetings has beenunderstood, try and answer this:

Are the following sentences true or false?

1. The person who is in charge of the meeting is the person whotakes the minutes.2. The best way to call a meeting is to inform each participant

individually by phone.3. An agenda should outline the order and amount of time to

spend on each item at the meeting.4. Engaging in small talk throughout the meeting is an effective

way to keep the focus.5. When someone agrees with a motion it is "seconded".6. The person who is speaking during a meeting is the person who

"has the floor".7. A polite way to indicate that you want to make a comment

during a meeting is to say: "If I could just come in here..."8. When there is a tie vote, it is customary for the chairperson to

ask one participant to reconsider his/her decision.9. During the closing remarks, the person holding the meeting

should introduce new staff members or guest speakers.10. Reminders are typically announced after all of the items

on the agenda have been covered


33/95

volver al ndice

5. Products and services. Productos yservicios en ingls

Never write an advertisement which you wouldn't want your familyto read. You wouldn't tell lies to your own wife. Don't tell them tomine. ~David Ogilvy

LEAD IN thinking....

SWOT analysis is a simple framework for generating strategicalternatives from a situation analysis. It is applicable to either thecorporate level or the business unit level and frequently appears inmarketing plans.

SWOT stands for Strengths, Weaknesses, Opportunities, andThreats.


34/95

Because it concentrates on the issues that potentially have the mostimpact, the SWOT analysis is useful when a very limited amount oftime is available to address a complex strategic situation. (From:http://www.netmba.com/strategy/swot/)

Write notes about your own company or a product and market.

To help you, you can follow this template:


35/95


36/95

INTRODUCTION

In this unit we are going to talk about products, services andmarketing. Product is one of the famous 4 Ps of marketing (theothers being Price, Place and Promotion). Product does not only referto manufactured goods but also to the services related to thatproduct. Packaging and the marketing of the product are veryimportant, as well. From the point of view of the products end-user,it is also essential to take customer support into account.


37/95

Furthermore, well see how important and useful the SWOT analysisis and well introduce the Maslows marketing filter.

MARKETING

According to the Macmillan Online Dictionary(http://www.macmillandictionary.com/): Marketing is the way inwhich a company encourages to buy its products by deciding onprice, type of customer, and advertising policy.

Other definitions are(http://www.marketingteacher.com/Lessons/lesson_what_is_marketing.htm):

-Marketing is the social process by which individuals and groups

obtain what they need and want through creating and exchangingproducts and value with others by Kotler.

-Marketing is the management process that identifies, anticipates andsatisfies customer requirements profitably by The CharteredInstitute of Marketing (CIM). The CIM definition looks not only atidentifying customer needs, but also satisfying them (short-term) andanticipating them in the future (long-term retention).

The right product, in the right place, at the right time, at the right

price by Adcock.

This is a snappy and realistic definition that uses McCarthy's Four Ps.

But what are the 4 Ps of marketing? This is what we know asthemarketing mix: the combination of activities required to ensuringgood sales. The 4 Ps stand for Product (such as brandrecognition),Price (such asprofit margin), Place (such as retailshops) andPromotion (such as free samples).

Each of these ideas can also be seen from a consumers perspective.In this way, Product converts into Customer Solution, PriceintoCost, Place into Convenience, and Promotioninto Communication. These are the 4 Cs. And this relates to theconcept ofmix coherence; or, in other words, how well thecomponents of the mix are blended together.

The mix dynamics refers to how the mix is adapted to a changingbusiness environment, to changes in the organizations resources,and to changes in the product life cycle.

USEFUL LANGUAGE


38/95

Activity 1.

Match each of the elements of the 4 Ps to their correspondentelements of the 4 Cs.

The Maslows Marketing Filter:

One of the basics of all marketing and advertising training is ateaching of "Maslow's needs pyramid". This pyramid shows thedifferent motivators and needs in a person's life and how they are

built one upon the other. Supposedly this is presented to help themarketing student understand consumer motivation and thinking.

Maslow's needs pyramid present human needs such that each need ispursued and met before the next level of needs can be considered;they build upon one another. The needs from most basic to mostcomplex are:

physiological needs: food, shelter, sex safety needs: clothing, weapons, defense of self

social needs: social acceptance esteem needs: acceptance of self by self


39/95

fulfillment needs: a feeling of having and fulfilling a purpose

For more: search on the net for the keywords marlows marketingfilter.

An interesting link is:http://www.businessmarketing360.com/Articles/9000.php

MARKETINGTECHNIQUES

Activity 2.

Read the definitions (1-6) below and match each of them to

one of these marketing techniques. The first one has beendone for you.

Definitions:

1. using electronic media like mails or SMS to promote products.

2. promoting products to target costumers, for example, throughaddresed mail

3. persuading people to buy a product or service by announcing it onTV, radio, or in other media.

4. marketing that spreads from consumer to consumer, often online.


40/95

5. marketing in which consumers do not realize they are beingmarketed to.

6. putting products or references to products in media like films orvideo games.

PRODUCT

When developing a new product, a company needs to bear in mind awide range of factors:

the origin of any new product ideas: customer? sales staff? the fit with the existing product line manufacturing questions such as how difficult will it be to make

this new product with our existing equipment?

pricing, distribution and promotion

When the finished product is finally ready to be on the market, salesstaff will need to know:

its functions, or in other words, what is does its features and specifications its customer benefits possibilities for customization how it compares with competitors products

Activity 3.

Read the information on two different products and thencomplete the product specification summaries:

1. The printer is 40.5 cm ______ and 30 cm ______. It is 15 cm______. When empty the printer_____ 2 kg.

2. The mobile phone is 8.5 cm in ______ and 4.5 cm in _____ and1.5 in _____. Its ______ is 500 g.


41/95

Pay attention to the form of the words in bold:

the ones about the printer take the noun the ones about he mobile phone take the adjective

Pay attention also to the verb to weigh and its noun form, weight.

Use can use both forms indistinctively as long as you stick to thesame form.

Now, lets have a look at some nouns and the compound adjectivesthey usually collocate with.

USEFUL LANGUAGE

CUSTOMER SERVICE

When we talk about customer service we refer to pre-sales(enquiries), sales itself (including order processing) and post-sales(returns, complaints, etc.). When we talk about customersupportwe refer mainly to post-sales only. We can talk aboutcustomer relationships to talk about both aspects.

Activity 4.

Look at these aspects of customer relations and categorisethem according to whether they are:

a. something companies look for in the relationship

b. something customers look for in the relationship

c. both


42/95

Read this text from The Economist.com. Which problems related tocustomer relations are mentioned?

Face valueGiving people what they want

May 8th 2003From The Economist print editionCompanies are still failing to put their customers first, saysShoshana Zuboff

YOU know the feeling all too well. Some widget in your homecomputer expires. Result: it no longer talks to your printer. Youtelephone the PC maker's helpdesk, only to enter a maze of pressnine for immediate assistance and your call is important to us.After 15 minutes of nasty music, a voice tells you to call a different

number: that particular widget is their responsibility, not ours.Eventually, a new widget is said to have been shipped to you. Twoweeks and many phone calls later, it has not arrived. You throw thePC away and start again.

Life is full of experiences such as these, curiously removed from thesilvery promises of television advertisements and the salesmanbehind the counter. A chasm now separates individuals and firms, shesays, and that gap is the next big business opportunity. People yearnfor support to help them through life's complexities and those

moments when the promise of reliability turns sour.

The book has plenty of tales of how firms fail to give consumers theservice they have promised. All the talk is of nurturing customerrelationships; the reality is the frantic woman dashing from oneairline's gate to another, trying to get on to a flight home and findingone cancellation after another and sullen, unhelpful staff. When firmscut costs, they often do so in ways that upset consumers: they putpressure on frontline staff who handle complaints, shaving secondsoff the time each call-centre operative is allowed to spend on apacifying call; or they squeeze up prices in ways that turn whatlooked like a good deal into a lousy one, the moment something goes


43/95

awry; or they use customers' data to pretend to an intimacy andunderstanding of their needs that does not really exist.

Promises, promises

The difficulty begins with companies promising customers supportthat they cannot deliver. As Miss Zuboff says, electronic networksmean that firms now know more about their customers than everbefore. So they believe that they can treat customers as individuals,even if, partly for cost reasons, they continue to mass produce forthem. Meanwhile, customers' expectations have risen: a legacy, notleast, of the internet bubble. They want choice, reliability and to belooked after as individuals. This is, after all, what the advertisingpromises. All those pledges to remember, next time you check into ahotel, whether you like a soft pillow or a hard one: they have an

impact.

Every manufacturer these days wants to offer service as adistinguishing characteristic; and every service business wants tobuild relationships with its customers, because it knows that retainingexisting customers costs far less than recruiting new ones. Butproviding services turns out to be expensive and complex.Outsourcing services, whether a bank outsources its credit-cardbusiness or a hotel its reservations, is harder to manage thanoutsourcing the manufacture of chips or tyres. Gaps appear through

which customers slip when something goes wrong. Besides, theprices of many goods have been falling; but the cost of services,including the helpdesk, continue to rise. And the more reliable goodsbecome, the fewer customers need helpand the more redundant(and expensive) the helpdesk seems to be.

But does the solution really lie in new corporate structures and newbusinesses, designed to support customers in trouble with theirairline or computer company? That depends on whether consumersare willing to pay for support. If they are notwhich many firms fearsupport will remain a cost with no matching benefit, at constantrisk of being squeezed.

From The Economist

Activity 5

To check your understanding, choose the best answer A or B,for each question:

1. What is the purpose of the story in the first paragraph?


44/95

a. to criticise the speed at which companies respond

b. to complain about unsatisfactory customer care

2. What does the writer say is the result of the difference between

promises and reality in the second paragraph?

a. there is an opening for businesses to exploit

b. consumers now have low expectations of customerservice

3. What effect do budget cutbacks have on the way companiesservice their customers?

a. less personal attention is given to customers withproblems

b. products become more unreliable than before

4. What is the effect of new technology on customer relationshipmentioned in paragraph 4?

a. companies treat each customer differently

b. companies think they can offer a better service than isin fact possible

5. What incentive is there for companies to provide a customerhelpdesk?

a. customers are prepared to pay extra for after-salesservice when they buy a product

b. keeping the customers they already have happy is morecost-effective than finding new customer

USEFUL LANGUAGE


45/95

CUSTOMER RELATIONSHIP MANAGEMENT

CRM (customer relationship management) is the integration ofmarketing, sales and after-sales service within an organisation.

Its purpose is to maximise the profitability of customer

relationships.

CRM applications allow companies to be different from theircompetitors.

Central to CRM are information systems.

Key areas include:

marketing automation

sales automation customer service

CRM systems delivered over the Internet are the norm, permittingefficient communication between users.

For more:

search on the Internet for the keywords golden rules of customersupport and customer relationship management

volver al ndice


46/95

6. Buying and selling. Comprar y venderen ingls

When buying and selling are controlled by legislation, the first things

to be bought and sold are legislators.

P. J. ORourke- US humorist & political commentator

LEAD IN Thinking...

Cold calling is, according to the Macmillan Dictionary on-line, anunexpected telephone call or visit by someone trying to sellsomething.

Think about these questions:

What is you reaction when you receive a cold-call? What are the problems of this selling technique for the sellers? When is it recommended to cold-call prospective customers? What advice would you give to a cold-caller?

INTRODUCTION

Modern selling is about life, people, business, communications,behaviour, personality and psychology, self-awareness, attitude andbelief. Selling is about understanding how people, organisations,processes and relationships work, and enabling good outcomes.Selling is the final link of marketing in itself. It is the personal contactbetween the salesperson and the customer that actually producesbusiness. Thus, buying and selling are two issues very interrelatedone to the other.

Understanding prices and delivery dates as well as being able tomake and accept offers, apart from emotional intelligence skills, are


47/95

key points in order to succeed in buying or selling. And this is whatwe are going to be dealing with in this unit.

BUYING

Buying is a critical function. If, as a buyer, you can get involved withyour own sales people this will make a difference. Bear in mind thatwhen buying anything you should be aware of the principles andtechniques of effective negotiation. It is likely that the person sellingto you will be using them, so even if you do not wish to adopt theapproach and methods concerned, it's as well that you be able torecognise the tactics.

As a buyer, understanding prices is a must. Price is different fromcost. The terms are often interchanged in business, which can lead to

confusion in negotiations. The key rule is that 'price' is only one ofthe elements that makes up 'cost'.

USEFUL LANGUAGE

Activity1.

Write the missing words in this text (from www.businessballs.com):


48/95

SELLING

Imagine you have a product to sell in anew market. What kind oflanguage would you use and what would your ultimate goals be? Doyou want to establish a long-term customer base or do you want tosell your product as quickly as possible?

In terms of selling we could name to main techniques: the hard selland the soft sell.

The hard sell technique is more sales-orientated whereas the soft sellis more orientated towards customers. Lets have a look at how toapproach these techniques.

The hard sell approach uses every effort to convince a customer tobuy a product, by doing the following:

using phrases such as: I am sure... I guarantee... you cant gowrong with... if you wait....

asking questions for which you dont expect an answer. giving your own opinions. indicating you know more than the customer. putting time pressure on the customer.

The soft sell approach persuades people by encouraging them, bydoing the following:

using phrases such as I think... I get the feeling... Somethingtells me that... Tell me what is important...

asking questions for which you expect an answer. getting the opinion of the customer.


49/95

finding out what the customer would like. giving the customer time.

One of the well-know selling models is the AIDA model, whichbelieves that in order to sell a product you must draw attention to it,

garner interest, move a person from mere interest to desire, andthen inspire them to take action and purchase your product.Sometimes this is easier said than done.

According to the on-line business dictionary(www.businessdictionary.com), the AIDA selling system is:

1. Popular for over a hundred years as a salestrainingtool, AIDAstands for Attention, Interest, Desire and Action as the names forsteps to be taken in sequence in a sellingprocess.

The salespersonmust (1) first make theprospectaware oftheproduct, (2) foster any interest shown, (3) stimulate the desireto buyand possess the product and, finally, (4) encourage actiontopurchase.

In the late 1950s, when selling was first treated as a professionaldiscipline, and sales training began, people started talking AIDA.Today it is even more relevant. Often called the 'Hierarchy of Effects',AIDA describes the basic process by which people become motivatedto act on external stimulus, including the way that successful selling

happens and sales are made:

A Attention I Interest D Desire A Action

Simply, when we buy something we buy according to the AIDAprocess. So when we sell something we must sell go through theAIDA stages. In other words, something first gets our attention; ifit's relevant to us we are interested to learn or hear more about it.If the product or service then appears to closely match our needsand/or aspirations, and resources, particularly if it is special, unique,or rare, we begin to desire it. If we are prompted or stimulated toovercome our natural caution we may then become motivated orsusceptible to taking action to buy.

Have a look at these pointers:
http://www.businessdictionary.com/definition/sales.htmlhttp://www.businessdictionary.com/definition/training.htmlhttp://www.businessdictionary.com/definition/tool.htmlhttp://www.businessdictionary.com/definition/interest.htmlhttp://www.businessdictionary.com/definition/names.htmlhttp://www.businessdictionary.com/definition/selling.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/salesperson.htmlhttp://www.businessdictionary.com/definition/prospect.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/buy.htmlhttp://www.businessdictionary.com/definition/purchase.htmlhttp://www.businessdictionary.com/definition/sales.htmlhttp://www.businessdictionary.com/definition/training.htmlhttp://www.businessdictionary.com/definition/tool.htmlhttp://www.businessdictionary.com/definition/interest.htmlhttp://www.businessdictionary.com/definition/names.htmlhttp://www.businessdictionary.com/definition/selling.htmlhttp://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/salesperson.htmlhttp://www.businessdictionary.com/definition/prospect.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/buy.htmlhttp://www.businessdictionary.com/definition/purchase.html


50/95

USEFUL LANGUAGE


51/95

Apart from all this, when selling, it is highly recommended to beready to deal with objections. To start with, decide to what extentyou agree with these statements:

The customer is always right. You cant predict all possible objections before closing a selling

negotiation. An objection is a customers invitation to the seller to persuade

them.

People will pay more to buy from people they trust.Three common techniques to deal with objections are:

A) The feel, felt, found formula: Telling the customer you how theyfeel and giving examples of other customers who felt the same butfound they were wrong.

B) Redirecting the objection to obtain more information.

C) Welcoming objections and trying to establish agreement.


52/95

Activity 1.

Read these conversations between sales representatives and theircustomers - none of them is successful in selling their product orservice and then improve each conversation by using the

techniques explained before:

CONVERSTAION 1.

Customer: Listen, your proposal looks great, but I dont feelready to change my kitchen now.

Salesperson: Well, if you dont sign the proposal today, Ill haveto bill you for the study and the plans of the kitchen.

Customer: Bill me for the study? You never mentioned that!

Salesperson: Its in all our literature. Look, here in the smallprint.

CONVERSATION 2.

Customer: 4,000! How do you justify that?

Salesperson: Simple. To make HI-FI as good as this, you needthe best engineers.

Customer: But Ive had another quotation for less than twothousand!

Salesperson: Well, you know what they say; if you pay peanuts,you pay monkeys.

Activity 2.

Read these sentences about hard and soft sell and decide if they aresales (S) or customer (C) -oriented.

1. I think we share the same opinion about his type of product.2. This product is without doubt one of the best on the market.3. If you dont buy this product today, youll regret it.4. Your satisfaction with this product is very important to me.5. I know that a product like this is just what you need.6. Have you seen for yourself how this product can make things

easier for you?7. Do you think you will get a better deal elsewhere?


53/95

8. I am sure this product will make your life easier.

NEGOTIATING & BARGAINING

There are usually two misconceptions about negotiating. The first isNegotiating is all about making offers and finding compromises. Thesecond, Negotiating is all about supplier-customer situations. Nomatter what is your idea of negotiating, you may want to agree thatwe use the same language when negotiating with colleagues, bossesabout day-to-day work procedures or with customers.

If we focus on a buying and selling context, issues that might besubject of negotiation are: prices, minimum order, discount, delivery,quality standards, payment terms, extras, penalty clauses, other

contract details, procedures, documentation, after-sales service,timing, guarantees, etc.

Getting prepared before a negotiation is very important. It mightconsist of:

Setting objectives for what you want to achieve and havingvery clear in your mind what your priorities are.

Identifying the other persons need by asking lots of questions. Listing to all possible variables and objections.

Deciding on possible concessions

Psychological elements also play an important role when makingdeals:

1. Maximise your concessions by, for example, stressing the coststo you, referring to a major problem your concession will solve,implying that the concession is exceptional.

2. Minimize the concessions by, for instance, acknowledging aconcession briefly without putting value on it, devaluing theconcession, amortizing the concessions.

Other key techniques during the negotiation may include:


54/95

Summarizing frequently Taking notes Using silence, it gives you time to think. Promoting good feelings when the agreement is easy.

Try to avid using NO when negotiating. People say a lot of differentthings when they really know the answer is "No." Have a look atthese examples:

"I'll see what I can do." "I'll let you know."" "Maybe." "I'll ask." "I'll find out." "You could call head office and ask; they have more authority

than me."

If the demand or request is not possible, too commerciallydemanding, or not reasonable for any reason we must kill it there andthen, or it will come back to haunt you. Do not negotiate if there areunrealistic demands being made at any stage. This is for threereasons:

- It prevents you having to concede substantial groundunnecessarily.

- It avoids raising false hopes, which would make it difficult for uslater to satisfy later.

- It stamps your personal authority and professionalism on thesituation.

A clear and honest "No, I'm afraid not," with suitable explanation andempathy for the other person's situation is all it takes.

Activity 1.

Read this negotiation and then complete the useful phrases forbargaining:

NEGOTIATION

Helen: All right, Sara. I think we agree on what we need. Now letsget down to the nitty-gritty how soon can you deliver, and how

much is it going to cost?


55/95

Sara: Ok, look. Im going to write down a figure per month here,just so its clear. There, how do you feel about that?

Helen: Wow, as much as that! Is there any way we could bring itdown a little?

Sara: Well, that figure is based on what you said you need, Helen.I might possibly be able to bring it down a little, but only if we had afive-year contract.

Helen: Well, Id be reluctant to a five-year contract unless you couldguarantee a maximum down time of 24 hours per month. Could youdo that?

Sara: Let me reassure you on that point, Helen. Our services are

very, very stable and average time is less that 12 hours per year and so we are happy to guarantee less than 12 hours per month, aslong as you choose our premium service level but of course, itsmore expensive.

Helen: Well, I dont really want to increase the budget. Hum. Whatabout lead-time? Can you have everything ready by next week?

Sara: Not unless we hire another person. I suppose we could do it,providing you paid a years fees in advance.

Helen: Hm.

Sara: Normally, development time is around three months.

Helen: Look, lets split the difference. I can pay six months inadvance on condition that you have all run and ready in two months.And if you can bring the monthly fee down 5% and include thepremium service, Ill agree to the five-year contract.

Sara: You are a though negotiator, Helen. But OK, I think we can

agree to that.

Helen: Its a deal!

USEFUL PHRASES TO COMPLETE:

1. I ___________ be able to bring it down a little, but___________ a five-year contract.

2. ___________ to agree to a five-year contract, ___________guarantee a maximum down time of...

3. ... so ___________ guarantee less than 12 hours per month,__________ our premium service level.


56/95

4. I suppose __________ do it, providing ________ all s runningand ready in two months.

5. .... lets _________ difference.

volver al ndice

7. HR, looking for a job? Recursoshumanos, buscar trabajo en ingls

I was obliged to be industrious. Whoever is equally industrious willsucceed equally well.

by J.S. Bach

LEAD-IN Thinking...

Look at the interview tips. Write DO or DONT next to each one. Then the three Dos that you think are the most important.

INTRODUCTION

Job interviews are easier for interviewers and the interviewees if youplan and prepare questions and answers, and use proper interviewingtechniques. In this unit we are going to have a look at somerecruitment and selection processes, how to give a good impressionand how to deal with interviews.

RECRUITMENT

Recruitment refers to the process of attracting, screening, andselecting qualified people for a job.

The possible stages of a recruitment and selection process sequencecould be something like:

1. Drawing up a job description2. Deciding whether to advertise internally or externally.


57/95

3. Deciding whether to use an External Search agency or not.4. Deciding on the content of the job advertisement.5. Choosing which publications and other media to advertise in.6. Interested people applied for the job and receive an application

form.

7. Looking through all the completed applications forms and CVsthat you receive.

8. Deciding on who to invite for an interview, then interview them.9. Drawing up a shortlist of candidates for a second interview.10. Selecting one candidate and offering them the job.

Note that this sequence can vary and some stages are totallyexclusive, it will depend on the company, the job position in itself andthe recruiter.

USEFUL LANGUAGE

Activity 1.

Write note about the recruitment and selection process in yourcompany:


58/95

Activity 2.

Same or different? Decide if these words and phrases in each set arethe same or different.

1. a job, a position, a post

2. an applicant, a candidate

3. headhunting, executive search

4. equal opportunities, discrimination

5. to recruit, to take on, to hire

6. to dismiss, to fire, to make redundant, to lay-off


59/95

FIRST IMPRESSIONS

LAST

Making a good impression during an interview is essential in gettingthat job that you're dreaming of. Your body language plays agreater role than we may think.

Posture, posture, posture.... Having your back straight and shouldersback will show the interviewer that you are self-confident.

Maintain eye contact. You may want to maintain eye contact as theinterview goes on. This will show the interviewer that you areengaged in the conversation and able to maintain concentration.

Hand placement. You will want to keep your hands rested. You candistract the interviewer if you move them around too much duringconversation.

A smile will create a warm atmosphere.

Apart from body language, there are also other points to take intoconsideration:


60/95

Research the company and the job that you are applying for. Youshould appear to be knowledgeable of and excited about thecompany. If you do not know the basic information that is containedon the company website, you will not present a good first impression.

Dress appropriately for the job interview. It is necessary that youare clean and groomed. Clothing should be ironed and wrinkle free.Do not wear hats, shorts, low cut tops, or baggy clothing. Gentlemenshould tuck their button-down shirts into their pants and wear a belt.Women should wear conservative make-up and jewelry. While youmay feel that this will put a "crimp" in your style, you can begin toexpress yourself AFTER you get the job and AFTER you haveobserved the office environment. This, of course, will depend on thejob you are applying for.

Leave the gum and candy at home. If you want to take breathmint before the interview, make sure that it is out of your mouthbefore you enter the office. These are inappropriate at job interviewsand will not make a good first impression.

Take at least three extra copies of your CV and cover letter to theinterview.

Be on time. Try to arrive at least fifteen minutes early. By arrivingearly, you will have time to find a parking space and building/suite.

You are also giving yourself the opportunity to take one final look inthe mirror before the interview and compose yourself. At times, youmay be able to gain useful information on the company from lookingaround the lobby.

Be nice to all people that you meet near the office building. You donot know if a person that you see outside the building, in the lobby,or in the elevator is the person you may interview with. Be nice to alloffice personnel. The secretary and other office personnel often serveas the owner/manager's eyes and ears. How would you feel if you seethe secretary you rudely greeted speaking with the interviewer?

Avoid street slang or curse words in the job interview. You do notwant to appear as if you are speaking with a friend on the streetcorner.

Think before you speak. Speak clearly and confidently. It is betterto pause and think of a good answer than to babble about anythingthat comes to your mind.

Be honest. Even "little white lies" and "fudging" count as lies. You do

not want to be caught in a lie before, during, or after the interviewprocess is over.


61/95

Thank the interviewer for their time.

In terms of speaking, also remember:

DEALING WITH INTERVIEWS

To start with, lets have a look at some ideas on what to say in aninterview. Employers often start off with a question like Can you tellme a little about yourself?to get things going. In this case, avoidtalking about your personal life. Basically you should talk about anyrelevant work experience. You can play to your strengths, and

mention any qualifications that relate to the job. Also, you canmention any skills or training you have. In other words, explainwhatyou can bring to the organization.

USEFULLANGUAGE

Furthermore, if an interviewer asks about weaknesses or failure, bepositive and focus on what you learned from the experience. Say howyou would do thing differently next time and dont be intimidated.

Dont try to cover up mistakes, tell the truth. You have to be ready toanswer difficult question.


62/95

Here you have some strategies to deal with difficult questions:

Show a desire to keep learning and developing Talk about a weakness that is actually a strength Show that you have strategies to deal with the weaknesses

Activity 1.

Read these answers form 3 different candidates answering a difficultquestion. Try to find out what the difficult question they have beenasked is and say which strategies from above have the candidatesuse to answer the questions.

CANDIDATE 1

Er, well last year I tried to establish a new system for internal mail,but it was a complete disaster. I didnt take enough time to introduceit and nobody knew how it worked. I learned that although somethinglooks clear to me, it doesnt mean that everyone else understands. Illtake more time and more trials before I try anything like that again!

CANDIDATE 2

Well, I enjoy the job Im doing and I get on well with everyone, but Ireally want to move and try something new. Ive had this job for two

years now and I think Ive outgrown it. Im ready for a newchallenge, something that stretches me.

CANDIDATE 3

I tend to worry too much whether the customer is satisfied or not,and that means sometimes I spend too much time on the customerand not enough time on other aspects of the job.

Activity 2.

Talking about personal qualities and skills, match an expression in Awith a similar expression in B.

Activity 3.

Are these personality adjectives positive (P) or negative (N)?


63/95

volver al ndice

8. Finance and acounting. Finanzas ycontabilidad en ingls

Trust the luck and keep your powder dry.

LEAD IN Thinking....

How can each of these help companies to make sales forecasts?

predictions about interest rates

reports from sales teams

intuition

the political situation of a country

past experience

the success of the competitor

the marketing budget

the grapevine

financial newspapers


64/95

INTRODUCTION

The purpose of this unit is to introduce the subject of finance andaccounts by looking at some basic principles behind this area. One ofthe biggest problems faced in dealing with accounts and finance isthe terminology that is used and the fear with which people approachthe idea of manipulating numbers, especially with regard to ratioanalysis and using balance sheets and profit and loss accounts.

In this unit, therefore, will look at the profit and loss account and the

balance sheet and attempt to distinguish between the two and tooffer the opportunity for some preliminary analysis.

From: www.bized.co.uk

USEFUL LANGUAGE


65/95

These financial terms definitions are for the most commonly used UKfinancial terms and ratios. They are based on UK Company BalanceSheet, Profit and Loss Account, and Cashflow Statement conventions.

- assets: anything owned by the company having a monetary

value;

- balance sheet: It is a 'snapshot' in time of who owns what inthe company, and what assets and debts represent the value of thecompany.

- budget: in a financial planning context the word 'budget' (as anoun) strictly speaking means an amount of money that is planned tospend on a particularly activity or resource, usually over a tradingyear, although budgets apply to shorter and longer periods.

A'forecast' in certain contexts means the same as a budget - eithera planned individual activity/resource cost, or a whole business/corporate/organizational plan. In other words, budget = plan or acost element within a plan; forecast = updated budget or plan.

- cashflow

- The movement of cash in and out of a business from day-to-day direct trading and other non-trading or indirect effects, such ascapital expenditure, tax and dividend payments. The cashflow

statement shows the movement and availability of cash through andto the business over a given period, certainly for a trading year, andoften also monthly and cumulatively.

- current assets: cash and anything that is expected to beconverted into cash within twelve months of the balance sheet date.

- current ratio: the relationship between current assets andcurrent liabilities, indicating the liquidity of a business, ie its ability tomeet its short-term obligations. Also referred to as the LiquidityRatio.

- current liabilities: money owed by the business that isgenerally due for payment within 12 months of balance sheet date.Examples: creditors, bank overdraft, taxation.

- depreciation: the apportionment of cost of a (usually large)capital item over an agreed period, (based on life expectancy orobsolescence).

- dividend: it is a payment made per share, to a company's

shareholders by a company, based on the profits of the year, but not


66/95

necessarily all of the profits, arrived at by the directors and voted atthe company's annual general meeting

- fixed assets: assets held for use by the business rather thanfor sale or conversion into cash, eg, fixtures and fittings, equipment,

buildings.

- fixed cost: a cost which does not vary with changing sales orproduction volumes, eg, building lease costs, permanent staff wages,rates, depreciation of capital items.

- FOB - 'free on board': The FOB (Free On Board) abbreviationis an import/export term relating to the point at which responsibilityfor goods passes from seller (exporter) to buyer (importer).

- gearing: the ratio of debt to equity, usually the relationshipbetween long-term borrowings and shareholders' funds.

- goodwill: any surplus money paid to acquire a company thatexceeds its net tangible assets value.

- gross profit: sales less cost of goods or services sold. Alsoreferred to as gross profit margin, or gross profit, and oftenabbreviated to simply 'margin'. See also 'net profit'.

- liabilities: general term for what the business owes. Liabilitiesare long-term loans of the type used to finance the business andshort-term debts or money owing as a result of trading activities todate. Long-term liabilities, along with Share Capital and Reservesmake up one side of the balance sheet equation showing where themoney came from. The other side of the balance sheet will showCurrent Liabilities along with various Assets, showing where themoney is now.

- net assets (also called total net assets): total assets (fixedand current) less current liabilities and long-term liabilities that havenot been capitalised (eg, short-term loans).

- net present value (npv): NPV is a significant measurementin business investment decisions. NPV is essentially a measurementof all future cashflow (revenues minus costs, also referred to as netbenefits) that will be derived from a particular investment, minus thecost of the investment.

- net profit: it can mean different things so it always needsclarifying. Net strictly means 'after all deductions' (as opposed to just

certain deductions used to arrive at a gross profit or margin). Net


67/95

profit normally refers to profit after deduction of all operatingexpenses, notably after deduction of fixed costs or fixed overheads.

- profit and loss account (P&L): it is essentially a tradingaccount for a period, usually a year, but also can be monthly and

cumulative. It shows profit performance, which often has little to dowith cash, stocks and assets (which must be viewed from a separateperspective using balance sheet and cashflow statement). The P&Ltypically shows sales revenues, cost of sales/cost of goods sold,generally a gross profit margin (sometimes called 'contribution'),fixed overheads and or operating expenses, and then a profit beforetax figure (PBT).

- overhead: an expense that cannot be attributed to any onesingle part of the company's activities.

- reserves: the accumulated and retained difference betweenprofits and losses year on year since the company's formation.

- return on capital employed (ROCE): a fundamentalfinancial performance measure. A percentage figure representingprofit before interest against the money that is invested in thebusiness. (profit before interest and tax/capital employed x 100).

- share capital: the balance sheet nominal value paid into the

company by shareholders at the time(s) shares were issued.

- shareholders' funds: a measure of the shareholders' totalinterest in the company represented by the total share capital plusreserves.

- variable cost: a cost which varies with sales or operationalvolumes, eg materials, fuel, commission payments.

- working capital: current assets less current liabilities,representing the required investment, continually circulating, tofinance stock, debtors, and work in progress.

For more: try the excellent Campbell R. Harvey's HypertextualFinanceGlossary,http://www.duke.edu/~charvey/Classes/wpg/bfglosa.htm

Companies are expected to produce financial statements each year,by law. These statements appear in Company Reports. There are twomain financial statements:

1. The profit and loss account,2. The balance sheet.
http://www.duke.edu/~charvey/Classes/wpg/bfglosa.htmhttp://www.duke.edu/~charvey/Classes/wpg/bfglosa.htm


68/95

PROFIT & LOSS ACCOUNT

This account (P&L) can be updated regularly and shows how much

profit or loss a business is making.

A profit can be made in several ways, for example:

- from trading, in the case of a shop, i.e. buying and selling itemssuch as clothes and furniture;

- from manufacturing.

The top section of a P&L account is known as the trading account for

a business that buys and sells items e.g. a record store. What isknown as the gross profit is calculated by deducting cost of salesfrom turnover.

For example:


69/95

We now need to examine the next part of the P&L account.

As well as the cost of sales, a business will incur overhead costs.These costs cant directly be related to each unit of output made orsold - hence the name overheads. Overheads are typically referredto as expenses in the P&L account. Typical expenses for a businessinclude items such as heating and lighting costs, as well as insuranceand advertising. General administrative costs of running a businessappear as administrative expenses.

We can now set out a P&L account in the following way:


70/95

Activity 1.

Put the words in the box into three groups with the same meaning:

turnover profit reserves earnings revenuesales retained profit

Activity 2.


71/95

Write the words amortization or depreciation next to the correctdefinition line (one word is used twice):

a. the gradual loss in value of an intangible asset (like patents orgoodwill) __________

b. the gradual loss in value of a fixed asset (like a building or avehicle) _____________

c. the gradual payment of a fixed asset or repayment of a loan___________________

BALANCE SHEETS

The balance sheet, is like a snapshot taken at a particular moment intime giving a summary of the overall financial position of a business.Businesses need to use assets in order to generate wealth. Assets arethe things that a business owns or sums that are owed to thebusiness at any one moment in time. The business obtains thefinance for these assets from two main sources:

1. Internally (inside the business) from capital raised fromthe business owners (the shareholders in the case of a

company).2. Externally - for example, in the form of loans, and otherforms of finance which will need to be repaid.

When you set up a business, the business become a legal body in itsown right. Internal finance (shareholders' funds) is owed toshareholders. External finance is owed to people outside thebusiness - liabilities.

The balance sheet will therefore balance because, in simple terms itshows that the value of a businesses assets is financed by the twogroups - 1.Internal (owner's capital), 2.External (liabilities).

A balance sheet typically appears in a vertical format. The balancesheet starts off by listing all the assets. Next, come the liabilities.Finally, the owners' capital is shown - to balance the balance sheet.

This is what a typical Balance Sheet looks like.

The balance sheet of BCN Traders on the 31st December 2009:


72/95

What does the balance sheet show?

1. The fixed assets show assets that will be kept in the businessto generate wealth for the company over a period of time e.g.machines, computers and buildings.

2. In contrast, the current assets are turned into cash in theshort period. For example, a trading company will buy stock,which it then sells on credit. When the debtors pay up, they will

pay in cash. This cash can then be used to buy more stock.3. Creditors due within one year, shows the short-term

liabilities of the business, i.e. money that the company mustpay within the next twelve months.

4. Net current assets shows the current assets minus thecurrent liabilities. It is important to have enough current assets(money coming in the short period) to pay short-term creditors(short term liabilities). In the example shown the current assetsare 2,000 and the current liabilities are 1,000. Therefore netcurrent assets = 1,000.

5. Creditors due after more than one year are the longer-termliabilities of the business, for example long-term bank loans andmortgage repayments.

6. The total net assets of the business is calculated by takingaway all the liabilities (short and long term) from all of theassets (short and long term). Total net assets = (Fixed assetsCurrent assets) - (Current liabilities long-term liabilities).

7. Finally the Balance Sheet is balanced. The Total NetAssetsfigure is 1000 (i.e. assets are greater than liabilities by1000). The assets that are not financed by external liabilities

are financed by the owners - therefore the owners' capital is1000.


73/95

Activity 1.

Cross out the incorrect words in italics:

On a balance sheet, things that you OWN are

called assets/liabilitiesand the things that you OWE arecalled assets/liabilities.

Activity 2.

Match the words and phrases (1-8) with the definitions (a-h):

Activity 3.

Answer this question:

If working capital = current assets current liabilities, why is workingcapital important to a business?

volver al ndice

9. Dealing with numbers. Usar losnmeros en ingls

Once is happenstance; twice is coincidence; three times isenemy action

by Ian Fleming

LEAD-IN Thinking...

How would you say the following numbers?


74/95

121/2bn 580,753 4:1 1.05km2 0.0012% 2/3

8,491 298m3 52-58m 400Gb

INTRODUCTION

In this unit we are going to have an overview of numbers in English.

The main units of numbers in English are:

1 10 100 1000 10000001000000000

one ten hundred thousand millionbillion

Have a look at this list of numbers: on the left are the normal or"cardinal" numbers; on the right are the "ordinal" numbers, which weuse to define the position of something in a series. Pay attention tothe pronunciation of numbers (in red). A number not well pronounced

can lead to fatal misunderstandings.


75/95


76/95

(1) In compound ordinal numbers, note that only the last figure iswritten as an ordinal number:


77/95

* 421st = four hundred and twenty-first

* 5,111th = five thousand, one hundred and eleventh

SPECIFICATIONS

- For numbers in the hundreds, the British usually say "and" but theAmericans usually do not say anything:

- In English, we usually separate the digits of numbers over 999 with

a comma (,). We count 3 digits from the right and insert a comma,like this:

< - - -

Ingles Para NEgocioss (1)

Documents

Transcript of Ingles Para NEgocioss (1)