《综合商务英语》课程建设项目案例分析集汇编之 高级课程案例集

课程负责人：商莉君2018年6月

Contents

Case 1 HCPS—Communication.................................................1Case 2 Zumo - creating a global brand..................................5Case 3 Getting to know you....................................................9Case 4 Camden FC................................................................13Case 5 Office attraction.......................................................17Case 6 Suprema Cars...........................................................21Case 7 KGV Europe..............................................................25Case 8 The new boss............................................................29Case 9 Vision Film Company................................................33Case 10 Hermes Communications.......................................36Case 11 Game over...............................................................40Case 12 Zenova.....................................................................45Case 13 Bon Appetit plc.......................................................48Case 14 Yedo Department Stores.........................................51Case 15 Working for Logistaid.............................................55Case 16 Training at SmileCo................................................59Case 17 Konopnicka Airport takes off.................................63Case 18 Energy saving at supersun.....................................67Case 19 Delaney: call-centre absenteeism...........................71

Case 20 Stitch Wear clothing..................................................75Case 21 Cost-cutting at Erstaunliche Autos........................79Case 22 Mobi-net:it’s their call............................................84Case 23 The company makeover..........................................88Case 24 Improving the online experience............................93Case 25 Copisistem: the next step.......................................97Case 26 Leatty Shanghai: A construction project..............101

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Case 1 HCPS—Communication

ObjectivesIn this case study, Students are required to look at the communication problems in a Swiss private health care organisation, which has just been taken over by Sanicorp, another health care organisation, and suggest solutions.

Tasks for Students1. Read the e-mails sent by Gloria Richter, Oiffice Manager, and by Ursula Krieger, Sales Director, and consider what the most important problem mentioned in the e-mails?2. You are members of Desiree Roland Consultants. Make a list of all communication problems in order of importance. Then rank the problems in order of importance. What actions do you suggest to solve the communication problems? Which actions should be taken immediately, in the near future or later in convenient? And Which actions will require a lot of investment, some investment or very little investment?3. Listen to some typical comments of the interviewed staff talking about the communication problems and find out what they are according to each category. Background Information

Company HCPS

Activity Private health care

Based in Geneva, Switzerland

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Changes in structure since the takeover

More centralised. More decisions made by top management at head office.

Gloria Richter’s e-mail to Gunther Schmidt

1. Staff receiving too many e-mails, many of which they don’t need to be sent. 2. Checking and sorting these is preventing them from getting on with their real work.3. Staff lounge has been taken away and her staff don’t have the opportunity to meet people from other departments any more.

Key points of Ursula Krieger’s e-mail to Chris Wright

1. Middle managers confused about who to report to.2. Planned reorganisation hasn’t happened yet so no one knows what’s going on.3. No one will take responsibility for authorising financial payments- department heads unhappy that they can’t get a quick answer when they need to spend money.

Problems

Type of problem Description of problem

Organisation Staff concern about forming new teams.

DocumentsAre too many reports required? Are the contracts with customers too complicated?

Location of premises

The distance between buildings is creating communication problems

Customer relationsCommunication problems caused a loss of an important customer. Staff dealing with customer relations want more money for more responsibiiity/duties.

Other problems Lack of trust in management. Flexitime unpopular with one member of staff.

Audio scripts Johannes Muller: They want us to form new teams with staff we

don’t know and have never met before. They say we’ll be more productive, but they don’t tell us why. It’s a stupid idea, this re-organization. What’s the point? Another thing, the management want our admin staff to look after customers better, they tell staff, ‘Be more proactive, ring customers up more regularly, find out if they have any problems, establish a real relationship with them. That’s fine, but the staff expect more money for more work, and the management have kept quiet about that. No one trusts the management any more.

Karin Graf: Last month, a director asked me to go abroad to try to hook a potential customer. ‘It was urgent,’ he said, ‘drop everything.’ I called our admin staff.—she was called Helen—

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and asked her to tell a couple of big customers that I wouldn’t be back until the following week. She didn’t do it; one of the customers go really angry and cancelled his subscription. I reckon we lost half a million Euros on that one. I had a go at Helen. All she said was, ‘I forgot, I was just too busy.’ What could I say? Another point, why do I now have to write a report every two weeks, saying what I’ve been doing and what we’ve achieved? It’s sent to all the top management but I never get any feedback from them. If you ask me, no one reads the reports; it’s just a bit of red tape.

Caroline Eastman: Customers constantly complain I don’t explain their medical schemes correctly, and they get upset when they find out that the treatment’s not covered by our contract. I think I’m good communicator, I’m very persuasive. I explain the main points in the contract, and then let them go away and think it over. But, trouble is, we have so many different kinds of schemes tailored to every private customer’s needs. And the policies are always being revised. I do my best but the customer only hears what they want to hear, know what I mean. We need three basic medical schemes, keep it simple, that’s what I say.

Peter Ellis: It was a big mistake to move to these new premises outside the city. The administrative staff are in one building and all the other department are in another, over a kilometer away. That’s too far. A lot of internal post never arrives or it goes to the wrong department or is late. And that costs us money because we don’t deal with customer complaints quickly enough.

Oona Daniels: I’m not happy at all. It looks as if we’re going to lose flexitime. The unions are against it, but the management insist it’s stopping us providing a good service for our customers. I don’t understand it. I have to take the kids to school, like lots of other people in our department. What am I going to do now if I have to work normal hours?

Brainstorming and decision-makingPossible solutions: 1 Staff should check e-mails at fixed times throughout the day, e.g. early morning and late afternoon only.2 ‘Get together’ meetings and social events should be held so that staff from the two sides of the organisation (HCPS and Sanicorp) can get to know each other better.3 The management should consider giving more authority and decision-making power to middle managers, i.e. decentralise the

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management route.4 HCPS could produce a new, revised organigram/ organisation chart so that reporting procedures are clear.5 The management could consider setting up a staff lounge for informal communication between staff or consider other ways of developing informal communication, e.g. staff outings, encouraging managers to meet staff after work, etc.6. The management could review their policy concerning flexitime, following a survey of staff attitudes.

Assignment for studentsWriting◎ Students write an e-mail from the management consultants detailing their recommendations.

◎ This should：-inform the management of HCPS that the research and analysis has been completed;-briefly describe the communication problems uncovered -outline the recommended plan of action.

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Case 2 Zumo - creating a global brand

A multinational company based in Spain wants to develop one of its existing products, currently sold only in Europe, for the global market.

ObjectivesIn this case study, Students are required to work out the company results, future plans and competitive advantages, and think of the Zumospa’s plans to globalise.

Tasks for Students1. Read the key features and background of Zumo and listen to the Ricardo Gonzales, Zumospa’s President, and take notes on the company results, future plans and compatitive advange, as well as the ingredients of Zumo and its properties.2. Brainstorming: You are members of the Marketing Department of Zumospa. Work in groups and brainstorm the points listed in the rough notes. Then select some of the best suggestions for further study. (Divide the class into small groups of three or four. Explain the purpose of the brainstorming session and remind them that they shouldn’t spend too long on each point. Circulate and monitor,

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noting strong and less strong language areas. Praise the strong points and talk about areas for improvement, getting relevant Ss to reformulate what they said with the corrections you suggested. Make sure that Ss understand the situation by getting individual Ss to expand orally on different parts of the table, using complete sentences.)

Background InformationCompany Zumospa

Activity food and drinks

Based in Valencia, Spain

History developed nationally, then globally, with acquisitions

worldwide

Methods innovative advertising and marketing careful selection of products marketing round the world through regional offices

Products many food and drink products, household names

Problems

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Sales €30 million, 20% of Zumospa’stotal sales

Profit €4.5 millionPosition in Zumospa’s cash cowproduct portfolio

Ambitions to make Zumo a global brand

Zumo’s key features

Ingredients caffeine, vitamins, glucose, plus secret ingredient ‘herbora’ （rare African plant root)

Properties body absorbs Zumo faster than water or other soft drinks； unique formula - tasty and thirstquenching

Audio scripts (I=Interviewer, G=Gonzales)I Good morning Mr Gonzales.G Good morning.I It’s been a very good year for your company, hasn’t it?G Yes, an excellent performance. Our turnover was over 150 million euros, up 15%, and our gross profit roundabout 18.5 million. Very satisfying. And of course, our main product, Zumo, has done exceptionally well.I Yes, it’s certainly been a winner in Europe.I How about the rest of the world? Any plans?G Yes of course, we would like to build on our success in Europe and market the brand internationally. Obviously Spanish speaking countries would be good markets to break into, like Argentina and Mexico, they would provide the base for us to develop a global brand.I At present, you market Zumo as a Spanish drink. It’s got a strong Spanish image. Would you need to adapt the product for the global market?G Well, we haven’t decided yet, but obviously it’s got to have a wide international appeal. Also, of course, as Zumo is almost unknown outside Europe, a marketing campaign would have to raise awareness of the Zumo brand. So it would have to be a very imaginative campaign with a standardized advertising theme. I Interesting.Tell us a little about the competition. Who are your competitors?G Oh, Coca-cola, Pepsi, Heinz, they’re all trying to take the market share from us. But we have a big advantage.I Yes.G Zumo’s got a secret ingredient, called “herbora” it’s made from the roots of rare African plants and it gives the drink its unique taste.I Really.

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Zumo as a global brand： initial strategy

Positioning global； play down Spanish associations

Markets for initial launchSouth America, Mexico, southern US, Japan, where Zumospa already has regional offices

Advertising campaignstandard throughout all markets, with local language and content adaptation

Advertising media

TV and radio； some adaptation of media (different media in different places)

G Herbora’s key to Zumo’s popularity and its thirst-quenching ability. But Zumo has other qualities. People’s bodies can absorb Zumo faster than water and other soft drinks—scientific studies have proved that. And it contains things like caffeine--a small amount—lots of vitamins and glucose.I Thank you very much, Senor Gonzales for giving up your time to talk to us today.

Brainstorming and decision-makingPossible solutions: 1. Zumo may not need a new name, for that the brand awareness is very important in brand marketing. The name of the brand should be imprinted in the mind of consumers.2. Zumo may need to introduce more varieties for different market segments, such as Diet Zumo, or high-energy Zumo to meet the various needs of the customers.3. The packeging is also an element to consider, for example, the shape of the bottle or can should be easy to carry and open; the materials should be environmental-friendly. 4. The slogan for the marketing should be easy-to-rememer and catchy.5. TV or radio advertisement must be taken into account, while newspapers and magazines should be considered as well, like cross-page pictures and eye-catching slogan.6. The pricing should be based on the specific type of drink available to the market. For now, medium range may between $2-4.7. It will be difficult to compete against the giant companies like Cocacola, but the “herbora” feature stands out in the competition, which should be emphasized in marketing.8. Expanding the market would be difficult. But if not impossible, Asian market can be the next target market. 9. If necessary, a special division to market Zumo worldwide can be established, but the costs and benefits should also be covered in consideration.10. Applying to be official sponsor at next Olympic Games can be a big opportunity, while it can also costs much.

Assignment for studentsWriting◎ Get Ss to write an e-mail concentrating on two or three key points from the brainstorming session. This should includes what their particular group came up with in those areas, and whether they, as Marketing Manager for Zumospa,

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agree with the ideas produced.

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Case 3 Getting to know you

Kimsoong, a Korean car manufacturer, wants to strengthen customer loyalty as a way of dealing with increasing competition.

ObjectivesIn this case study, Students are required to work out the ideas to include in the Kimsoong’s customer loyalty programme.

Tasks for Students1. Get Ss to work in pairs or threes on their ideas for the customer loyalty programme. Then play recording and ask Ss to make notes on the five suggestions made by the directors.2. Invite representatives of the groups to present their ideas to the whole class. The representatives can write key points on the board and explain them briefly.3. Have the whole class discuss the various ideas, including those suggested by the directors, and choose the best ones, perhaps by voting on them.

Background InformationActivity Car manufacturer

Based in Korea, European HQ near Paris

Structure Retail franchises in most European countries ； also tyre- and exhaust-fitting services

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Special features of the company

Reliability at low pricesBasic models include many features that are usually

options Environmentally aware

Social conscience

-makes donations to environmental groups

ProblemsActions: ◎ Look after existing customers well. Develop better understanding of customers through accurate customer profile.◎ Customer loyalty programme (cost shared 50/50 with franchises).◎ To encourage staff to be more active in building up good customer relations.Hope-for benefit: To build up long-term customer relationships -customers may buy 3 or 4 cars over 10-year period thereby increasing profits.

Problems: Intense competition is forcing Kimsoong to consider new ways of generating business. Management believe that if the company looks af ter existing customers well, they may buy three or four Kimsoong vehicles over aten-year period. Therefore, Kimsoong's new strategy is to hold on to existing customers and increase customer loyalty. They also hope to develop a more accurate buyer profile (At present, data is from questionnaires sent to customers following sales but only 40% are returned). However, because of pressure on profits, they need to achieve these objectives at a low cost.

Audio scripts (A-Director A, B = Director B)A There's a lot we can do to keep our customers and learn more

about them. But we need to be creative and come up with some good ideas. I've been thinking a lot about this...

B Good. I'm listening.A Well, for one thing, why don't we offer a really good discount to

our existing customers if they buy one of our new models? Really encourage them to stay loyal by offering a financial incentive. I don't know, maybe 20 per cent off a new purchase.

B Hmm, reward them for their loyalty. Interesting.A Another idea I have. Wny not send our company magazine to

customers, free of course? They'd get all the latest news about

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us and know about our plans. We could even do a feature each month on some of the owners of our cars. People would like that, I'm sure.It would make them feel special.

B Hmm, maybe.A Well, how about this then? We should be generous when

customers buy one of our new models and trade in their old cars. We should encourage our dealers to ofler customers a really good deal on trade-ins.

B Do you think the dealers will like that? It''s a pretty competitive market, you know. They're complaining already about their profitmargins.

A Well, we would have to put a bit of pressure on them. It in their interests as well as ours to treat customers well.

B Yes, youre right I suppose. Actually I had one or two ideas for the loyalty programme. You lcnow our customers are not very impressed with our after-sales service. Well, how about offering them free after-sales service for the first, say, three years after they buy one of our models?

A Interesting. It'd be popular, that for sure, but could be costly for the company.

B Well, to get customer loyalty, you have to spend money. You can't do it on the cheap.

A True.B One other idea, itk about ge«ing more information about people

who buy our cars. I thinlk we should oller an expensive pen with our logo on it if they complete and send in a new questionnaire on their lifestyles and buying habits. Wnat do you think?

A Don't know about that. But we do need a better response to our questiomaires. That could be one way of getting it.

Brainstorming and decision-makingPossible solutions: Five suggestions :1. discount for existing customers2. send company magazine to customers3. good deals on trade-ins4. free after¬sales service for three years5. expensive pen for returning questionnaire)

Solutions: A customer loyalty programme will be developed by the Customer Services Department at head office. It will be available to

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all European franchises and costs will be shared 50 / 50 with head office. lts aims are• to build up lonteillt customer relationships, thereby increasirrg profits• to increase customer loyalty• to draw up an accurate buyer profile• to encourage staff to be more active in building up good customer relations.

Assignment for studentsWritingwrite to an existing customer of a company in order to make an offer that will increase customer loyalty.◎ Go round the class and ask individual Ss which company they might write about and what the special offer might be.

◎ Ask for possible openings to the letter, for example：-Dear Mr Eastwood, You are one of our most valued customers.

That’s why we’re making you this special offer.... ◎ Ss could write letters in pairs collaboratively in class. Circulate, monitor and assist. Alternatively, set the activity as homework.

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Case 4 Camden FC

ObjectivesIn this case study, students study information about Camden FC and take part in the negotiations between the dub and a big media company about future broadcasting rights and other issues.

Tasks for Students1. Students are members of the negotiating team of either Camden

FC or United Media plc.-Read your role card and prepare for the negotiation. Work out your objectives, priorities, strategy and tactics. Think carefully about what concessions you are willing to make. An agenda has been prepared in advance of the meeting.

- Do the negotiation.2. Listen to the excerpt from the radio programme Sporting World.

How does it affect the result of the negotiation?

Background Information

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Current situation

P

roblemsActions: 1. Divide the class into groups of four to six. Within each group,

half Ss will represent Camden FC and the other half, united Media plc two to three Ss on each side.

2. Ask the whole class to look at the agenda for the negotiations and elaborate briefly on each point.

3. Before Ss read their role cards, make it clear that each side will 15

Background： Camden FC

Recent performance in football Very successful in UK and Europe

Recent performance in Commercially very

business successful

Footballing success due toCristos Sroda, Manager, and his strategy of promoting younger players and buying some international ones

Commercial success due to

Sophie Legrange, Commercial Director, and her strategy of increasing profits through

◎ corporate hospitality◎ sponsorship◎ conferences

◎ diversification： travel agency, etc.

One lucrative source of income TV rights

Current sponsorship deal with Insurance company

Possible new deal with Other income from United Media’s interest in Camden due to United Media’s

United Media pic other activities Potentially large audiences (advertisers will be interested - not specifically stated)

Key factors in negotiations between Camden and United Media

Camden feel they are in a strong position Some say Camden rely too much on their star player, Paolo

Rosetti.He is now 30, is unreliable, has been getting bad publicity recently, and he has personal problems

have to work out its objectives, priorities, strategy and tactics, and think carefully about what concessions they are willing to make.

4. Camden FC negotiators turn to page wi and read their rolecards.5. United Media negotiators turn to page 154 and read theirrole cards.6. Get each team to work together to develop an effective strategy

for the negotiations. Circulate, monitor and assist.

Audio scripts (P=Presenter, B = Bill)P Let me ask you about Camden now, Bill, do you think they’ll beat

Real Madrid and get into the semi finals of the Champions League.

B Frankly I can't see it happening. I don't think they're good enough to process furthur.

P Yeah, most people seem to think that, but they've got Paolo Rossetti, he’s a brillian player. You never know…

B Yes, he a fine player agreed but hels very unreliable.P True, and also very short-tempered. That could affect

negotiations over sponsorship. I understand united Media are interested in

B Yeah, I heard about that too. I don't think itjust a rumour. But if you ask me, there'll be a lot of talk about paolo. United Media have a very good image will they want to be linked with a team whose star player is Paolo?

P Know what you mean, he's thirty now, and he's certainly been getting a lot of publicity lately. And the bad kind unfortunately. It’s not just that he's missed a lot of training, there have been several newspaper articles about the way he treats his wife. They obviously have serious marital problems. And on the football pitch, he very rough. Always getting into trouble with the referee.

B Yeah, he would be problem in any deal. But let's face it, Camden have a great future if they can buy more players. The club-s making a lot of money, as you know.

P Can you expand on that a bit?B Certainly Sophie Legfange, their Commercial Directo has been

tremendously successful exploiting the brand. The club owns a travel agency which their fans use a lot. Their hospitality facilitiesare very popular with businesspeople. Companies pay a lot of money to entertain clients in the boxes. Camden have ajoint venturewith an insurance company and they run training courses on leadership in their conference rooms. They've got a

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finger in a lot of pies.P Very impressive, Sophie Legrange seems really on the ball.B She is. She's done a ]ot to increase their turnover and profits.

The Club very secure financiallx and they'll make even more money soon, because TV rights will be re-negotiate¢ and Camden will get a share of the income. Also of course, there's the sponsorship deal, if they can pull it off.

P Mmm, things look pretty good for them.B I’d say so. They'll be in a strong position when they negotiate

withknows, in a few year time, they could be the new Manchester United.

Now some hot news for football fans. Paolo Rossetti is leaving Camden at the end of the month. ROSSetti agent, Sam Wnimster, has confmed that Rossetti will be joining a Spanish club for a transfer fee of five million euros. Whimster refused to name the club, but most experts believe it could be Real Madri¢ and that Rossetti will be offered a contract for two years. This is a blow for Camden. The club was conf ident that Rossetti would renew his contract with them. Although he has had problems and received a great deal of negative publicity, he is a superb player. Without Mm, Camden has no chance of reaching the semi finalstage of the Eurowan Cup.

Brainstorming and decision-makingPossible solutions: 1. Make sure that each side has a chief negotiator who will be the first to speak. 2. The chief United Media negotiator will outline the purpose of the negotiations and the chief Camden negotiator will reply. The chief negotiators should make sure that the discussions move on smartly, so that participants do not spend too long on each point.3. The negotiations can begin, in parallel where there is more than one group.Circulate and monitor, noting strong points and those that need correction. Do not intervene in the negotiations themselves unless the teams are completely stuck.4. Just before the negotiations seem to be coming to a conclusion, stop the class and tell them that a news report has just come on the radio. Play recording. Then ask Ss to continue their negotiation.5. When time is up, ask Ss on different sides what happened in

their particular negotiations ： what their Assignment were, what

tactics they used, whether they achieved their Assignment, etc. Ask 17

them what effect the news report had on their negotiations.6. Praise strong language points and correct ones that need correcting, getting individual Ss to rephrase what they said earlier, incorporating the corrections.

Assignment for studentsWritingFollowing the negotiations, Ss write a press release or a letter depending on the outcome of their particular session.◎ This writing exercise can be done as pair work in class or for homework.◎ Make sure that each student knows which type of writing they

are going to produce： a press release from the point of view of the

company they represented, or a letter, if the negotiation was unsuccessful.

Case 5 Office attraction

ObjectivesIn this case study, a managing director is worried about close relationships between employees and their effect on the company. Students will role play members of the Human Resources Department and suggest what action the company should take.

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Tasks for Students1. Students are going to

consider the following questions:

1) Did we make the right decisions concerning Marcus Ball and John Goodman? What further action, if any, should wetake in each case?

2) If the accusation against Derek Hartman is true, what actionshould we take?

3) Should the company have a written policy on close relationships at work? If so, what should be the main guidelines for staff? What sanctions should there be for staffwho don't follow the guidelines?

4) How can we avoid someone gaining an unfair advantage from having a close relationship with another member of staff? Are there any specific examples of bad practice thatcould be written into the policy document?

2. You are members of the Human Resources Department at Crawford plc. Discuss the questions in Karl's e-mail and agree what action to take. One of you should take the role of Jenny and chair the meeting.

Background Information

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Working atmosphere preferred by Karl Jansen, MD

relaxed

Staff rule book slim

Company culture casual, maybe too casual

Working hours longCompetition with other fierce, causing stresscompanies and its effect among employees

Close relationships between members of staff

increasingly common

Subject Policy on office relationships

Main pointKJ’s concern about relationships between members of staff

Result of three recent relationships ，

Damaged performance of those concerned as well as that of colleagues

Names of those involved and nature of problem

Tania Jordan - appointment John Goodman - re-assignment Derek Hartman - complaints

ProblemsWrite the agenda for all the meetings on the board, explaining as you write up the points.Agenda

1 Tania Jordan/Marcus Ball ： facts of the case and

recommendations

2 John Goodman： facts and recommendations

3 Derek Hartman： facts and recommendations

4 Written policy on close relationships at work?Sanctions (= punishments)?5 How to avoid unfair advantages through close relationships? Specific examples of bad practice to be included in written policy, if we decide to have one? Tell the whole class that Jenny Cunningham will chair the

meeting in each group. The person playing her will follow the agenda. For agenda items 1-3, tell the person playing Jenny that they should ask the student working on that case to summarise what happened, make their recommendation, and then open the meeting to general discussion. (The student working on Derek Hartman’s case should be sure to summarise what they heard in the recording, as well as the other information about him.)

When the situation is clear to everyone, the meetings can start. Circulate and monitor, but do not intervene except if absolutely necessary. Note language points for later praise and correction.

At the end of the activity, praise good language points that you heard while you were circulating and monitoring, and work on three or four points that need improvement, getting individual Ss to say the correct forms.

Ask each group to summarise its recommendations. Compare those of different groups. Invite comments and encourage

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discussion.

Audio scripts (KJ = Karl Jansen, CN = Claudia Northcott)

KJ Well Claudia, thank you very much for coming to see me. Erm. what exactly is the problem in the general office?

CN Well, itb a bit difncultto say to explain, but one ofthe problems, the main problem seems to be that Derek is, we think, I'm speakingon behalf of the part-timers...

KJ Uh huh.CN Well, we think Derek is giving too many hours to Pem.KJ I see.CN And well, this makes the rest of us, the rest of the part-timers

feel, well between irritated and angry, really.KJ Right.CN And it's now become very obvious, I have to say.KJ And is it affecting the work of the department, would you say?CN Oh, I don't know about that, but it does mean that, if she has

so many hours, one wonders how well she can do the work on a part- time basis, but also it means that there are one or two of us who would quite like the extra hours, and don't get a chance, or haven't been given a chance.

KJ Er, well that's obviously unfair.CN Although it work we could do equally well, we are sure, it

nothing personal, nothing against either Derek or Petra, but we would like a bit more openness. a bit more transparency about what's going on.

KJ Right. So this is obviously a situation that we'll have to deal with.

Brainstorming and decision-makingPossible solutions: 1. Assign the roles of lenny Cunningham and her subordinates In each group, making clear which case each subordinate ls going to concentrate on.2. The person In each group playing lenny Cunningham quickly skims the different cases to get the basic facts and then reads the'specific questions'In order to prepare for the meeting where the Human Resources Department willdecide what to recommend in each case.3. Ask the three'subordinates'in each group silently to read the information about their particular case and to develop the recommendations they will put forward in the meeting.circulate, monitor and assist. In preparing the details of each case, you could

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suggest to your Ss that they completeinformation under the headings background; problem identified : action taken ; remaining problem recommendation.4. The student dealing with the Derek Hartman case should leave the group after reading the section about him and come over to one corner of the classroom. In this corner, play recording, the conversation between Karl and Claudia, once or twice to all Ss from the different groupsspecialising in the Hartman case and ask them to take notes. They will need this information in the forthcoming meeting. When they are ready, ask them to rejoin theirrespective groups.5. Call the whole'class to order and answer any queries.

Assignment for studentsWriting◎ Ss write a set of guidelines which could be used as a discussion document at the next board meeting, based on the discussion at their particular meeting.◎ This writing exercise can be done as pair work in class or for homework.

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Case 6 Suprema Cars

ObjectivesIn this case study, Suprema Cars, a sports car manufacturer, is having problems, and asks a consultancy for advice on possible strategies.Seven options are proposed.

Tasks for Students1. You are a member of Suprema Car's managementteam. Work in small groups. Identify the types of risk in each option. Use the table above to

help you. Evaluate the levels of risk according to the following scale

very high high medium low risk-free Discuss the options. Consider the advantages and

disadvantages of each one. At this early stage, which option seems to be the best? Meet

with other groups to discussyour ideas.2. Now listen to a conversation between Jack Dexter, Managing Director, and his Finance Directoq Anita Taylor. Which option (s) isjack Dexter definitelynot interested in?

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Which option (s) is he quite interested in? Which option (s) does he favour?

Do you agree with Jack? If not, give your reasons.

Background InformationCompany name Suprema Cars

Product classic sports cars

Brand image quality and craftsmanship (cars are handmade)

Current problems

◎ factory workers demanding higher wages and better conditions

◎ workforce unhappy because management wants production increased - workers fear quality will suffer

◎ increase in number of cars that Current customer perceptions

◎ love the classic design◎ believe the cars have excellent

performance

Company’s current situation

◎ losing sales and market share◎ made a loss in the last two years◎ may be unable to increase prices

without losing customers

ProblemsThe problems (Taylor)1. losing sales and market shares; making loss2. resistance of labor force; the factory workers have demanded

higher wages and better working conditions3. an increase in the number of Suprema cars that have broken

down

Explain to Ss that they are going to work in groups to discuss the options and identify the risks involved in each one.

Divide the class into small groups. Explain that one student in each group will be responsible for presenting the group’s results to the rest of the class.

Go through the types of risks outlined in the table and tell Ss to decide which options involve which risks and to tick the boxes accordingly.

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When they have completed the table, ask them to discuss the levels of risk according to the scale given. They could, perhaps, use coloured pens in the table to indicate the different levels of risk.

Tell Ss to continue discussing the various options, considering the advantages and disadvantages of each one. They should then be prepared to discuss their ideas with the other groups and say which of the options they favour at this time.

Praise good language points from the discussion and work on three or four points that need improvement, asking individual Ss to say the correct forms. Refer especially to their use of language from the Skills section if they studied it earlier. 

When the group have made their choice of option ， ask each

group to make a succinct presentation of its recommendations to the whole class. One way of doing this is to ask a representative from each group to come to the front of the class. Invite comments and encourage discussion after each presentation, but leave time for as many groups as possible to present their findings.

Audio scripts (JD = Jack Dexte, AT = Anita Thylor)JD I think we made some progress at the meeting, Anita.AT Yes, you've obviously ruled out two of the options.JD Right. I made it clear I'm not interested in doing a deal with a

German manufachirer. We're a British firm, we’re proud of our heritage, and I want to keep it that way, Everyone seemed to agree, so no problem there.

AT Yes, and you're also against getting the engines made in Asia-I think you're right, by the way.

JD Yeah, I’m dead against it. For a start, we won't bc able to get the same quality of cnginecnng at thc prices they have in mind. They're causing a lot of trouble. Think of the risk to o1o engineers if they went out there.

AT Yes, the option's far too risk. No doubt about that. Wnat about the other options, putting our brand nAme on a small car, aimed at green consumers?

JD It's interesting. Worrh looking into, perhaps. itu be a big challenge for our designers, I'm not sure we could do it, and the market's very competitive. Could we compete against Smart cars and Me new Mini, I wonder.

AT What about cutting profit margins and reducing prices? How do you feel about that?

JD It quite a nice idea. Wed gain market share probablh and we 25

need to do that. But I think we’d have to look at cutting costs throughout our business, and we might run into resistance from the Unions.

AT You seemed to like the idea of automating production.JD I do. That would cut costs, increase our production capaciw,

and improve the bottom line. Raising prices at the same time by say 20% seems a good idea to me as well. That would provide us with the cash to modernise the factory, we can't put that oif for ever.

AT What about the US market? You talked a lot about that at the meeting.

JD Yes, I am amcted by this option. If we could raise the finance to make a serious attempt to break into the US market, I’m for it. Selling in the US could transform our Jortunes in the long term. I'm going to suggest we carry out a study of the market, and take it from there.

AT Good idea, I'm sure that a very positive step.

Brainstorming and decision-makingPossible solutions: 1. automatization & modernization of production2. a production increase (from 300 to 4,000 cars a year) &

outsourcing (subcontracting of some of the manufacture of the components to a low cost foreign manufacturer)

3. expansion on the US market (after getting additional finance from an outside source and carrying out study of the US market).

Assignment for studentsWriting◎ Ask students to do this collaboratively in class or as homework. Remind them that they should analyse all the options they considered rather than just informing Jack of their recommendations. Point out the importance of using structuring language.

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Case 7 KGV Europe

ObjectivesIn this case study, the students are going to solve a case around a traditional retailer who studies the possibility of getting into e-commerce..

Tasks for Students1.Should KGV keep some of their stores but sell at least 50% of their goods via the Internet? 2.Should they close all their stores and offer a total online service?

If so: a). what are the risks involved? b) how would cost of business change? c.) what organizational changes would the company have to

make? 3. Should KGV stay as it is, but follow Hanna’s advice:

a. outsource advertising and promotion b. introduce new products c. target new segments

4.What are the consequences of the chosen strategy? How can problems be minimized? 5.Should KGV keep some of their stores but sell at least 50% of their goods via the Internet? 6.Should they close all their stores and offer a total online service? If so: a. what are the risks involved? B) how would cost of business change? c.) what organizational changes would the company have

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to make? 7.Should KGV stay as it is, but follow Hanna’s advice: a. outsource advertising and promotion b. introduce new products c. target new segments 4.What are the consequences of the chosen strategy? How can problems be minimized?◎ Divide the class into threes or fours. Get the whole class to look at the questions and go through them quickly. Say that the overall purpose of the presentation is to outline the issues surrounding KGV’s future strategy and that each group will have to make a strategy presentation to the whole class.◎ When the groups have prepared their presentations, ask one member of each group to give the presentation to the rest of the class.◎ In the same groups, Ss hold a meeting as members of KGV’s management team. They should discuss each of the options, decide what KGV’s future strategy should be and work out an action plan for the next year.◎ Ask one representative from each group to report the group’s decision and describe their action plan to the rest of the class.

Background InformationCompany type High-street music retailer

Stores 12 in the Netherlands, of which 3 are megastores； 65 in Europe, of which 8 are megastores

Profits Down 35% in three years

Megastore sales Up 8% (heavy expenditure on advertising)： 55% of total turnover

Problems/WeaknessesFierce competition, narrow product range, lack of innovation, not exploiting Internet opportunities

ProblemsMarket study Ask Ss to go through the findings of the Market study in pairs.

All pairs look at the six main findings of the study, but also specialise in the different areas. Ask half the pairs to look also at Chart 1 and the other half to look at Chart 2, in addition to Chart 3 and the six main findings.

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With the whole class, ask different pairs to summarise the information that they studied.

Say who the people are that Ss will hear on the recording ： Michael, a director, and Hanna, the newly-recruited Financial Director. Get Ss to listen to their conversation once or twice, explaining any difficulties. They should note down the key points.

-There was fierce competition -Narrow product range -Lack of innovation -Not exploiting opportunities offered by selling through Internet -There was fierce competition -Narrow product range -Lack of innovation -Not exploiting opportunities offered by selling through Internet

Audio scripts (MJ = Michael Johllson, HD = Hanna Driessen)MJ Frankly, Hanna, I'm really worried about the way things are

going. It's pretty obvious we have serious problems. And I think we need, you know, a really radical solution. we've got to get out of high street retailing altogether. NOW the time to do it. If we wait around, hoping for things to get better.

HD Hold on. What do you mean, in what way should we change, Mike?

MJ Go completely online. sell all the stores, every one of them, it wouldn't be too difficult to do that, and use the money to set up an e-commerce operation. A 100% online operation. Think of the saving in costs, lower overheads, wage bills. Surely the market's telling us this is the way to go?

HD Come on, it not as simple as that. We've got no experience in that area whatsoever. And look at what's happening to dot com businesses. They're going bust every day. I think they're just a fad. And people will soon come to their senses. They're not the answer, believe me.

MJ OK, so what is the answer? We've got to do something, that's for sure.

HD I'm not against online selling, Mike. But it won't solve our problems. We've got good products and a loyal customer base. Where are we going wrong? Well, I think we're not promoting our goods properly. We've been doing all our marketing in-house-it's a mistake. We should be out-sourcing our advertising and promotion. We need to get a really creative ad agency who'll work on our image and rebrand us.

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MJ That’s it? That your solution?HD Notjust that. l think we ought to pay more attention to the

findings of the study done by the Marketing Department. Another thing- why not get a consultant to look at our product range? Have we got it right? Do we need new products and services? Do we need to target diferent segments of the market? But we must stay in the high street. That's the business we know.

MJ I can't agree. Our prof its are falling, costs are increasing. Most of our customers are over 40 we're not bringing in the younger ones at all. We can't stay as we are. Itjust not an option. Look at olir share price, it's half what it was a few years ago.

Brainstorming and decision-makingPossible solutions: Michael◎ serious problems need radical solution◎ leave high-street retailing◎ sell stores and use money to set up Internet operation

◎ Internet： lower costs

◎ can’t stay as they are: ageing client base，falling share price

Hanna◎ no experience in e-commerce◎ e-commerce businesses not doing well and not the whole answer◎ must improve promotion

◎ outsource advertising： use agency

◎ learn lessons from market study and commission another on product range

Market Study Study made by KGV produced the ff. findings:1.Estimated in 5 years, 70% of music products will be bought via Internet 2.65% of consumers under 30y.o will shop via Internet 3.KGV’s customers would like stores to provide a wider product range 4.Average spending per month in KGV’s medium- sized stores is highest among 41-60 years old group. 5.Spending on music products by the over 60 age group will increase significantly in the next 10 years in Europe. 6.The various age groups have clear preferences as to the type of music they enjoy and purchase. Study made by KGV produced the ff. findings:

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1.Estimated in 5 years, 70% of music products will be bought via Internet 2.65% of consumers under 30y.o will shop via Internet 3.KGV’s customers would like stores to provide a wider product range 4.Average spending per month in KGV’s medium- sized stores is highest among 41-60 years old group. 5.Spending on music products by the over 60 age group will increase significantly in the next 10 years in Europe. 6.The various age groups have clear preferences as to the type of music they enjoy and purchase.

Assignment for studentsWritingSs can do this as homework or collaboratively in class. Explain the

writing task. Point out that the e-mail should： -give a summary of the discussion at the meeting.-give the decisions that were made.-ask the director for their comments.

Case 8 The new boss

Objectives

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In this case study, there are problems when a new manager takes over a sales team. Ss role play the directors of the company in their efforts to resolve them.

Tasks for Students◎ Divide the class into groups of four and ask them to choose one role card each. Establish that they are all directors of BES and that they are going to have a meeting to discuss the situation and decide what to do. Make sure that they realise that Director 1 leads the meetings.◎ Tell them that each of the directors has thought about the company’s problems and has different opinions and suggestions about what they should do. Ss should read their role cards carefully (without showing them to other members of the group) and prepare to represent their views at the meeting. If their role cards mention any of the members of the sales team specifically, they should read the descriptions of those people carefully. Circulate, monitor and assist with anything Ss don't understand. Discuss any problems that cause particular difficulty with the whole class.◎ Go through the three points (points 2, 3 and 4) that will form the basis of the discussion with the whole class and answer any queries.

Background Information

Activity Selling fax machines, data projectors and slim plasma screens

Sales Manager until 18 months ago

Vanessa Bryant

Present Sales Manager

Nigel Fraser

Sales targets Increase turnover by 10%； create dynamic sales team

Sales performance 20% below target； low morale since NF arrived

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Problems

NF wants more meetings, but most of the staff don’t; present meetings are dominated by one or two people: some don’t turn upStaff blame each other or other departments for problems Staff don’t help each other; rivalry and dislike between some members Unable to accept criticism and become aggressive NF happier in his previous job; staff talk about the 'good old days, under Vanessa Bryant

ProblemsAdditional problems in the sales team1 When the sales staff miss their taqgets or when customers complain, the staff blameeach other or other departments. No one takes responsibility for mistakes.2 Members of the team do not help each other enough, for example by passing on informaaon about customers. Some members dislike each other3 Staff become aggressive when Nigel criticises them for poor performance.4 Morale in the department is poor. Nigel felt happier in his previousjob, and he hasheard people talking about the'good olddays'when Vanessa Bryant was running thedepartment.

Audio scripts (NF = Nigel Frasef M = Martin, J = John, E = Eliana, D = Denise, MK = Markus)N I think we all agree that we need to work a lot better as a team.

I've got some suggestions for improving our teamwork. I'd like to share them with you and see how you feel about them. OK, let's start with meetings. At the moment we meet once a month. That's not enough. In future, I’d like us all to meet once every two weeks. I would expect everyone to atten¢ and to be on time-that's not the case at the moment as you lcnow. So Martin, what do you think?

M Totally against the idea, to be honest. Once a month is fine, surely. I’m making the most money for us at the moment and I can't go on doing that if I have to attend meetings all the time. Anyway, when we do meet. we spend most of the time arguing

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with each other. A lot of them are a waste of time. No. Keep things as they are.

N Thank you, Martin. John, what do you think? Meeting once every two weeks. Compulsory auendnnce.

J It’s a good idea. Why not? We need to spend more time together to sort our problems, share ideas, that sort of thing. Actually, I think we should meet once a week.

M Rubbish.N Now Martin, calm down. You've had your say. And nothing's

been decided yet. But thanks John for backing me up on this one. Eliana, how do you feel about this?

E I'll go along with whatever you say. It really won't affect me much. My main problem, as you well know, is I want to move from data projectors. I’d like to sell plasma screens, they're in great demand at the moment that why Martin tops our sales, it's not difficult to bethe best when you have the best products to sell.

M I thought we were talking about meetings, Nigel. Do we have to listen once again to Eliana's complaints?

N No. we don't Martin. You're right, we're getting 0 the point. Denise, let hear from you now.

D Thanks, I'd like more meetings, once a week would be OK for me. but I don't know if attendimce should be compulsory. But yeah, people should tum up on time, not driE in as they do at the moment. If we had more meetings, IU get a chance to make a few suggestions for improving our sales. Md maybe I wouldn't be interrupted so often by Martin and Markus. John seems to be the only person here who listens to me.

M/D/other members Oh come on now, Nonsense. Right. True.N Could we come to order, please? Everyone calm down. Markus?

Meetings once a week, once every two weeks, or keep to once a month? Wnat do you think?

MK Keep it as it is, once a month. That enough. Wnen we do have a meeting, two or three people seem to take over, and no one else can get a word in edgeways. Franklx Nigel, our meetings are not very productive, and that the real problem. I’d prefer to spend the time meeting our customers and trying to drum up more sales. That's what we're paid for

N Ok, Markus, thanks very much. Let me get a few more opinions...Robert...

Brainstorming and decision-makingPossible solutions:

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◎ When the situation is clear, the discussions can begin. Circulate and monitor. Do not intervene unless it’s necessary. Note language points for praise and correction, especially in the area of team building.◎ When the groups have finished, with the whole class praise good language points from the discussion and work on three or four points that need improvement, getting individual Ss to say the correct forms.◎ Ask the groups for the conclusions they have come to and the action they have decided to take. Note them on the board under the respective headings. ◎ Invite comments and encourage discussion, comparing the findings of the different groups.

Assignment for studentsWriting◎ For the writing task you can -tell Ss which one to do-ask half to do one task and the other half the other -or let Ss choose for themselves.◎ Tell Ss to look at the writing task you have assigned them. Or, if you are letting them choose, tell them to look at both tasks and ask them which one they are going to do.◎ For the first task, say that the letter should come in the form of a report to the MD of BES, who was not present at the discussion.◎ For the second task, say that this should be a personal letter from the sales manager to a member of the sales team. Point out that they can do this in the context of BES, i.e. a letter from Nigel Fraser to one of his sales team, or in the context of another company.

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Case 9 Vision Film Company

ObjectivesIn this case study, a film company negotiates for finance to make a feature film.

Tasks for Students◎ Divide the class into fours. In each four, there are two representatives of VFC and two from EFA, the finance company. Make sure that everyone knows who is who. (These fours have nothing to do with the threes in Stage 2 opposite.)◎ Give time for Ss to read and absorb their respective information. Circulate and assist.◎ Before the negotiation begins, get each side to confer about

their negotiation objectives and tactics： what do they hope to get

out of the negotiations and how do they hope to achieve this?◎ When everyone is clear about their information, objectives and tactics, the negotiations can begin. Circulate and assist but do not intervene unless necessary.◎ Note language points for praise and correction, especially in relation to negotiation language.When the negotiations are complete, praise good language points from the discussion and work on three or four points that need improvement, getting individual Ss to say the correct forms. ◎ Ask a member of each group to summarise briefly what happened and what was decided. Invite comments and encourage discussion.

Background Information

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Activity Film making

Based Krakow, Poland

Founded 15 years ago

Output so far commercials and documentaries, some award-winning

Personnel production staff plus freelancers

Current project feature film set in post-war Europe

Finance source European Finance Associates

Provisional finance package

$10 million

Stage in negotiations

second meeting next month to finalise

Usual investment return

sum invested + interest + share of profits

ProblemsExecutive Summary ◎ Divide the class into threes. Each three contains a scriptwriter, an accountant and a project manager.◎ Each person independently runs through the information that is relevant to them and should be ready to comment on it to the whole class.-The scriptwriter will summarise and comment, in their own words, on the story line of the film and the target audience, target market and proposed promotion.-The accountant will go through the budget and projected revenues, and be ready to explain the different figures.-The project manager will talk about the different stages of the project.◎ Circulate, monitor and assist.◎ When Ss are ready, ask one scriptwriter to present their information to the whole class, one accountant to do the same with theirs, and one project manager to present theirs.

Brainstorming and decision-makingPossible solutions: Finance source European Finance Associates Provisional finance package

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$ 10 million Stage in negotiations second meeting next month to finalise Usual investment return sum invested + interest + share of profits

Assignment for studentsWritingAs Exective Producer of Vision Film Company or as a Director of European Finance Associates, write an e-mail to all senior staff informing them of the results of the negotiation and indicating how the project will proceed.

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Case 10 Hermes Communications

ObjectivesIn this case study, students role play the handling of a range of customer complaints at a phone company.

Tasks for Students1 Work in pairs. One of you is the Customer Service Manager and the other is the Assistant Customer Service Manager. Read the written correspondence. Then listen to the telephone conversation and the recorded

message and make notes. Because you are so busy decide which complaints you will handle now as a priority, and which you will leave until later. 2 Discuss how you are going to deal with the complaints that you have prioritised. 3 As one group, discuss how you could improve the service you offer to your customers.

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Background Information

Communication type

Brief details of complaint

Anger

level*

Action/ requested response / compensati

Priority**

1 e-mailQuery on bill, but can’t get through on helpline.

2

Customer will call at regional office on

2 e-mail

Mobile phone loses power very quickly. Believes there is design fault

2

Wants to know what the company is

3 e-mail

Topped up mobile phone with credit card, but account not credited.

3

Wants to know how he will be compensate

4 Fax

Subscribed to cheap rate calls to the US for sixmonths, but we

3Nonerequested.

5 Letter

Uses phone for up to three hours a day and gets headaches.

1Would like us to comment.

6 HelplineOver-pushy sales staff in one of our shops.

2

Did not want to name member of

7 Voice- mail

Bought new phone but can’tunderstand how to use it as very complicated and manual too big. Felt pressured to buy this model by sales staff.

2

Wants someone to call her back.

ProblemsYou are members of the Customer Services Department of Hermes Communications, a telecommunications company based in Switzerland. You sometimes receive correspondence, telephone calls and voicemail messages from customers who are unhappy

40

with the products or service of your company. You have to deal diplomatically and effectively with these dissatisfied customers and to come up with solutions to their problems.

Audio scripts (C = Customer, E = Employee)C I’m calling because I went into one of your shops this morning to

look at some phones. I really have to complain about one of your sales staff.

E Oh dear, what happened?C They were on me as soon as I got into the shop. I don't know if

they’re on commission or not but they really pounced on me.E Oh?C And didn’t listen to me at all. They seemed to be pushing a

particular package which was far too expensive and not suitable at all. Tm a pensioner; I have to be really careful with my money.

E I quite understand. Sorry you felt you were being hassled. Which branch was it?

C Your main branch.E So, do you remember who served you?C Yes, but I don’t want to say.E Well, if you want me to take this seriously, we need to know who

was at fault.C It wasn’t just one person. They were all bothering me. In my

opinion, you ought to look into your training methods. Ifs just not good enough.

Recorded MessageHello, my name is Irma Schultz. Fm leaving a message because I haven’t been able to get through on your helpline. I’ve called several times, but without success. I recently bought a new phone from one of your stores. I was persuaded by the sales assistant to spend a lot more than I intended on the latest top-of-the-range model, but it’s much too complicated for me to use. The instruction manual is the size of a dictionary! I felt under pressure in the shop to make a decision and the sales person was rather 'pushy’ which is why I now have this high-tech phone which I cannot use. Could someone please call me back? My reference number is ZX3450. Thank you. Oh and my phone number is ...

Brainstorming and decision-makingPossible solutions: ◎ When Ss have summarised all the complaints (including those they heard on the recording), ask them to decide which ones are top priority and which ones less urgent. They should number them

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1 to 4, with 1 as top priority and 4 as not urgent. Ask them to discuss the ones that they have judged to be top priority and to decide how they are going to deal with them.◎ Circulate, monitor and assist if necessary.◎ When the pairs have finished, get them to report back to the whole class on their discussions and decisions. Then ask the whole class to discuss ways in which customer service could be improved in the company. Write their ideas on the board.

Assignment for studentsWritingWrite a short report for the Director of Customer Services summarising the problems that customers have expericenced and make recommendations for improving the service to customers. Ss can do the writing task collaboratively in class, or for homework.

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Case 11 Game over

ObjectivesIn this case study, Titan Stores is accused of selling pirated software. Ss analyse the related information and role play Titan’s directors and media representatives at a press conference.

Tasks for Students1. Discuss what information you receive about the following: . The supplier of Race Against Time . The manufacturer of the game . Stocks of Race Against Time What advice does Hugo Stern give to Carla Davis?2. Because of the serious allegations and the effect on the company's image and share price, Titan Stores decide to hold a press conference. This will enable them to defend the company, explain how they are dealing with the crisis and answer questions from journalists. -You are either: a director of Titan Stores or a newspaper journalist. Read your role card and prepare for the press conference. Then hold the press conference.

Background InformationActivity Retailing

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Accusation made against the organisation

Selling pirated computer games

Number of units involved 50,000

Price Very low

CEO’s reactionCan’t be true, company known for its integrity and high ethical standards

One employee’s commentProblems in buying department recently, high staff turnover, low morale

Based in Dublin

Store locations Most European cities

HistoryStarted by selling stationery and books, then magazines and music products

Main product Computer games and other software

Customers Teens and young adults

Image Quality products at affordable prices, high ethical standards

Slogan ‘We put people first.’

Problems◎ Divide the class into two groups. Explain that there will be a press conference where journalists will question Titan’s management of the situation. Two to six Ss will role play Titans management team (see below). The other Ss will play journalists. The two groups will prepare for the role play separately.◎ Ask the journalists to look at their information on page 149 of the Course Book, looking at their objectives and then the results of their enquiries. If there are more than about four journalists, ask them to prepare questions for the press conference in sub-groups, afterwards choosing the best questions to ask in one group.◎ Ss who will role play Titan's management team include -Chief Executive-Director of Public Relations -Director of Human Resources -Head of Legal Department -Marketing Director

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-an outside consultant from a crisis management firm.◎ Ask Ss role playing the management team to look at their information on page 146 of the Course Book, looking at their objectives a(-c) and then the results of their enquiries.⑨ Circulate, monitor and assist with both groups if necessary. Tell Titan’s Chief Executive that he/she will make a brief opening statement about why the press conference has been called and then invite questions from the journalists.The press conference◎ When Ss are ready, the press conference can begin. Ask the managers to go out of the room and then come in again and sit at the front of the class. The Chief Executive makes the opening statement and then invites questions.◎ Note language points for praise and correction.◎ Do not intervene unless necessary, but make sure that journalists are asking follow-up questions if the answers to their original questions are not satisfactory.◎ Give yourself enough time to discuss the language and other points arising at the end of the session, and ask Titan’s Chief Executive to wind up the press conference.◎ Praise good language points from the role play and work on ^three or four points that need improvement, getting individual Ss to say the correct forms.◎ Ask Titan’s management team and the journalists how they thought the press conference went.

Audio scripts (CD = Carla Davis, HS = Hugo Stern)CD Let me tell you a bit about what’s happened. You’ve read the

article in Euronews, so you know the basic facts. Our CEO was interviewed and denied everything. We5re now investigating the matter, of course, and we’re not happy with what we5ve found out.

HS Oh, is there any truth in the accusation?CD Well, yes, there is unfortunately. Someone in the buying

department ordered the games from a supplier in the Netherlands. We contacted him, the supplier I mean, and after a lot of persuasion, he admitted the games were from an unusual source and could be illegal copies. He said he5d bought them from a firm who had gone bankrupt. He bought them in good faith, he said, and wouldn't accept any responsibility for them.

HS Mmm, why didn't you buy the games from the manufacturer?CD Well, we did when they first came out, but it seems this

supplier made us an offer we couldn’t refuse - 30% off the 45

usual price, so we snapped them up. There’s a lot of competition in computer games, you’ve got to take your opportunities when they arise.

HS What are your relations like normally with the game’s manufacturer?

CD Well, they’re pretty good actually. We supported them in the early days when they started up. We bought several of their products when no one else seemed very interested in them. We got them going really. But you know, like all manufacturers, they don’t like to hear that their games are being pirated.

HS What about your stocks of Race Against Time? Have you sold most of them?

CD WeVe sold most of the original consignment. But we bought another 50,000 last month, and they’re lying around in our distribution centre. Heaven knows what we'll do with them!

HS There are a lot of questions I’d like to ask you. I don’t need to tell you, this is a serious situation and we need to work out how you’ll handle it. One of the first things you must do is form a crisis management team and bring in an expert from outside the company to advise you.

CD Right.HS I can help and suggest someone suitable for the job.

Brainstorming and decision-makingPossible solutions:

The supplier of Race Against Time： based in the Netherlands； got the games from an ‘unusual’ source 30% cheaper than the

manufacturer； aware they could be illegal copies； claims to have

bought the games in good faith； bought them from a firm that has

gone bankrupt; won’t accept any responsibility for them.

The manufacturer of the game： relations with Titan generally

good； has a long-standing relationship with Titan who supported

the company when it started up； had several products that no one

was interested in except Titan, so a little in Titan’s debt; upset about pirating of their games.

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Stocks of Race Against Time： most of original consignment has

been sold, but they bought 50,000 last month and they are in the

distribution centre； these stocks cannot now be sold.

Hugo advises Carla to form a crisis management team and bring in an outside expert to advise them.

Assignment for studentsWritingOne of the objectives of the Society for the Prevention of Software Fraud (SPSF) is to eliminate software piracy. Its members include over 1,000 UK companies, some of them leading has the power to impose large fines in cases of extreme malpractice. Any warnings or sanctions it issues in such cases can damage a company's reputation. Journalists The head of the SPSF has asked you for a report on the Titan Stores crisis. It should include the following information. -the background to the crisis -an analysis of the actions the company took to deal with it -recommendations about what action you think the SPSF should take, if any Titan Stores Directors The head of the SPSF has asked you for a report on the recent crisis. It should include the following information. -the background to the crisis -an deal explanation of the actions you have taken to with it You need to put up a good defence as a strong sanction from the SPSF will further damage your company's reputation. Go through the information with Ss, making clear what they have to do. Ss can do the writing task collaboratively in class, or for homework.

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Case 12 Zenova

ObjectivesIn this case study, students analyse an international group where management style is causing problems, and assess the candidates being considered to take over management of a project team.

Tasks for Students1. You are directors of Zenova. You interviewed three members team about of the project Ryan's style of management. Work in small groups. Listen comments. Note to the weaknesses down the strengths and of his style, using these categories: Goal-setting; Personality; Communication; performance Decision-making; and giving Monitoring feedback.2. Work in small groups. You are of directors Zenova. Discuss each of the candidates management style. Analyse their strengths and weaknesses.3. Rank the management styles of the four candidates in terms of their suitability for the position of project manager. Number 1 would be your first choice, number 4 your least suitable candidate.4. Working as one group, compare your decisions and choose one candidate to be the Project Manager.

Background Information

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Activity of company Multinational health and beauty products manufacturer

Project team working on

Major survey of job satisfaction in all subsidiaries

Current approachProject team -16 members from different subsidiaries in Europe, America, Asia and the Middle East - working on interviewing staff, administering surveys, analysing results, producing report

Structure of team 16 members managed by Ryan Douglas

Current problems caused by

Bad management

State of staff Unhappy； low morale

Risk Project won’t be completed on time

Current solution Replace Ryan Douglas

ProblemsAnalysing the management style of Ryan Douglas ◎ Go through the instructions with the class before you play the recording. Ensure that everyone understands that they are taking the role of directors of Zenova and that they should take notes on what the project team members say about Ryan Douglas’s management style. Go through the headings with them and encourage them to use these headings to structure their notes.◎ When Ss have finished, ask them to compare their notes in pairs or small groups.◎ Have a whole-class feedback session on the strengths and weaknesses of Ryan Douglas’s management style.

Audio scripts (TM1 = Team member 1 ， TM2 = Team

member 2，TM3 = Team member 3)TM1 Ryan just wasn’t right for the job. He was hard — working

and decisive - that was good. But I think he made decisions a little too quickly. He didn’t like people to talk back to him; in fact he hated anyone to disagree with him.I don't think he was good at getting instructions. He told us

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what to do, and if we didn’t get it right ， he’d say, ‘Do it

again’. I once had to re-write an email five times. He never had time to tell me what I was doing wrong, so I couldn5t improve my performance. I never got any feedback from him.And another thing, he just didn’t want to spend time with team members. It’s not that he didn’t like us; he just couldn’t be bothered to get to know anyone.

TM2 Ryan had some good points. He was a strong manager, always decisive and direct with us. He didn’t like it if people made excuses for not doing a job properly.He gave clear instructions, but they were a bit brief - some people say he needed to explain things more. In my

opinion，he didn’t set clear goals. If he wanted you to write a

report，he didn’t tell you how long it should be and when he

needed it by. And then he would call you, and say, he wanted it on his desk by the following week. Another time, he wanted information about incentives to staff, but didn’t tell me how I should get the information.

TM3 I don’t have much work experience, I’m a new employee, so I liked certain things about Ryan’s management style. He told me exactly what to do and if I didn’t get it right, he gave me an opportunity to do it again, and yet again if necessary.But he wasn’t a good manager. He never gave me any work to do that was really interesting or challenging. I think he tried to do too much himself. He didn’t seem to trust me.

I like warm，friendly people. Ryan wasn’t like that. He wasn’t

really friendly with anyone, he had no real friends in the team. Also he didn’t adapt to the different people and nationalities in the group. He used the same approach with everyone. I think he had no team building skills - that’s why he had problems.

Brainstorming and decision-makingPossible solutions: Replacing the Project Manager

◎ Ask Ss to read the description that each of the candidates to replace Ryan Douglas has written about their own particular management style.

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◎ Circulate, monitor and assist. If there are questions about vocabulary, make sure the whole class can hear your answers.

Assignment for studentsWritingAs one of the directors, write a summary of the meeting you have just attended. This summary will be sent to the Chief Executive of Zenova, who was unable to attend. Your summary should contain the following:- an analysis of each candidate's management style -your choice of candidate for Project Manager, together with your reasons◎ Ask Ss to base their writing on the notes taken in their group during the simulated meeting.◎ The writing can be done collaboratively in class or as homework.

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Case 13 Bon Appetit plc

ObjectivesIn this case study, the management of a restaurant chain decides to grow the business by making an acquisition. Ss analyse three target companies and make recommendations for which one to choose.

Tasks for Students1 Form three groups: A, B and C. Analyse the information you have gained from the charts, the magazine reports and the television programme. Discuss what the data tells you about the three companies. What conclusions can you reach?2 Each group has made notes on one of the companies. Group A Group B Group C Prepare a presentation of the results of your research. Use the notes on your role card and include any conclusions you have reached so far about the company you have studied.3 Listen to each other's presentations. Note down key information about the companies researched by the other groups.4 In your groups, consider the three possible acquisitions. Decide which company would be a suitable acquisition for Bon Appetit. Give your reasons.5 Meet as one group. Decide which company, at this stage, seems to be the most suitable as an acquisition.

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Background InformationCompany name Bon Appetit pic

Activity Restaurant chain

Present problem No further opportunities for expansion

Proposed solutionAcquire an already established company in the food industry

Objectives of acquisition

◎ to boost profits◎ to enhance the company’s image◎ to buy a company which will continue to grow

and contribute to the group’s success◎ to buy a company which will not take up too

much of the present management’s time and energy

Target companies◎ Coffee Ground◎ Starlight◎ Mario Ferrino

Problems1. Ask Ss to work in pairs and to look at the Key financial information section and the charts of past financial performance. Ask them to comment on the three companies’ financial performance.2. Ask Ss to read the reports about Coffee Ground and Starlight and note down the key points. They should also look at the graphs showing the share prices and the table showing the debt ratios.

Brainstorming and decision-makingPossible solutions: ◎ Divide the class into three groups, A, B and C. Tell them to discuss the information they have read and heard about all three target companies. Circulate, monitor and assist.◎ Direct each group to the relevant role card. Each group should now concentrate only on the target company named on their role card and prepare a presentation based on the notes on the role card and the information discussed earlier. Explain that they don’t have to be advocates for this company, they just have to give a presentation of the available information on ◎ Circulate, monitor

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and assist as Ss prepare their presentations.m When Ss are ready, ask each group in turn to give its presentation. Remind the class that they need to listen carefully to the other group’s presentations because they will need the information in the next stage of the task when they discuss which company to choose.◎ Working in the same groups, Ss consider the three target companies. They discuss which would be the most suitable acquisition for Bon Appetit and make their choice.◎ Circulate and monitor, but do not intervene unless necessary. Note language points for later praise and correction.◎ When the discussion has finished, praise good language use and work on three or four points that need improvement, getting individual Ss to say the correct forms.◎ Ask one representative from each group to present the group’s findings to the class and to say which company they favour and why. Invite comments and brief discussion, especially about the decisions that each group has made and the basis for these decisions, but do not pre-empt the final class discussion.◎ Have a class discussion of which company to choose and try to reach a consensus.

Audio scriptsAnd now for some news about Mario Ferrino -the Italian delicatessen business. Some experts believe that the British restaurant group, Bon Appetit, is looking hungrily at this struggling Italian chain of delicatessens.Mario Ferrino used to be a fine business. But now it's clearly in trouble. Turnover has fallen by eight per cent in recent months, and there've been a lot of complaints about the food and service in the restaurants. Let's face it many people say that Mario Ferrino no longer has a reputation for quality, creativity and good service. The chain needs new managers, new technology, new ideas and investment especially in marketing and PR. It's a business ripe for a takeover.

Assignment for studentsWritingWrite a report to the board of directors on the possible takeover targets. Give your recommendations for acquisition.

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Case 14 Yedo Department Stores

ObjectivesIn this case study, a chain of Japanese department stores is in trouble, in the face of social changes and foreign competition. Ss suggest some solutions.

Tasks for StudentsDiscussion questions1. Should Yedo continue to position itself as an up-market store selling exclusive products? 2. Should Yedo try to appeal more to older or younger people? What products and services should it offer to appeal to these target customers?3. What are the advantages and disadvantages of convenience renting parts of the store to other businesses? Should Yedo be doing this?4. Should Yedo expand overseas, with more stores abroad? If so, what countries would be suitable for overseas expansion?5. Should Yedo use the Internet? If so, how can it use the Internet effectively?6. How can Yedo compete against the convenience stores?7. How do you see the Yedo Department Store group developing in

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the future?You are members of the marketing agency, TWCB. An informal meeting has been arranged to discuss ways of maintaining and increasing Yedo's profitability. Yedo's CEO has prepared some discussion questions for you to consider. Hold the meeting and note down your best ideas, which will be incorporated into a report.

Background Information

Activity of company Department stores： six in Japan, one each in London and New York

Image Prestigious, high quality

Strategy Wide range of products, personalised service

Problems Falling profits, similar situation elsewhere

Problems◎ Divide the class into two groups, A and B.◎ Each group will specialise in studying the information in one

part of the market report commissioned by Yedo. Members of each group can work collaboratively in pairs or threes, but tell Ss that one member of each group, chosen later at random, will give an overview of the information for the whole class.

◎ The two groups can start working separately. Go to each group and give them the specific instructions for that group.

◎ Ss in Group A work on the Yedo Department Stores fact file, commenting on its contents. Tell them that the person talking about it for the whole class will have to make a coherent presentation including comments.

◎ Divide the class into groups of five or six. Ss are TWCB agency personnel. They should concentrate on giving specific answers to the seven key questions posed by Yedo’s CEO.

◎ Appoint a chair for the meeting. This person should control the meeting, using the seven questions as an agenda.

◎ m Appoint one of the participants to be a notetaker who should take coherent and legible notes that can later form the basis for a writing task.

◎ Circulate and monitor, but do not intervene unless necessary. Note language points for later praise and correction.

Audio scripts (L = Lam, Y = Yamashiro)L You asked me to include in our report an analysis of the major

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trends in the industry. We’ve done quite a lot of research, would you like to know what our findings are so far?

Y Yes, if we know the major trends, it’ll help us to shape our strategy. So what have you found?

L There are some trends which you need to be aware of when you make decisions. Firstly, as Fm sure you know, Japan has an ageing population, people are living much longer, so the over 50 segment of the market is getting much bigger. Ifll offer you opportunities for growing your sales, there’ll be a lot of potential there.

Y Yes, we’ll bear that in mind - ifs clearly a very important trend,L Also, our surveys and research show that most Japanese

consumers want，they look for, value for money. They like to feel

they’ve got a bargain.Y Ha! Just like the Americans, then.L Exactly, they have that in common. They're very price-conscious.

Another thing, many people say, cOh, the Japanese are very

brand — conscious ， they’ll pay anything for a top brandy

especially if it’s a foreign one’.Y You surprise me, thafs not true any longer. Well, of course,

Japanese people still love brands, look how many women wear Burberry scarves, for example, but you should be aware that sales of 'no- brand5 goods are increasing fast - people are very price-conscious, and they want value for money.

L Yes, I get your point.Y OK, what else?L We believe that Japanese society is changing. It’s moving from a

luxury culture to a convenience culture.Y What do you mean exactly?L Well, increasingly, people want services that make life easier for

them, or which save them time. That’s why the convenience

stores ， with their 24-hour service, are doing so well.

Customers can go there when they want, and they won’t pay high prices. They offer flexibility to the customer.

Y I see.L The last trend I want to mention is, women are marrying later in

life. Lefs put it this way, the single woman under thirty market is getting bigger and bigger.

Y Well, thank you, Susan, I know you’ll be talking about these trends when you have your next meeting. Fm looking forward to getting your report, Fm sure it5ll be very helpful to us.

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Brainstorming and decision-makingPossible solutions: Yedo was founded more than 100 years ago, in 1895. It employs about 3,200 people, mostly full-time, around the world and one of the first impressions that people get when they go into the stores is the number of assistants available to serve customers.Opening hours are 10 till 6, with late opening on Fridays till 7, allowing people to do some shopping after they leave work. Many of the stores are situated near main railway stations, which is very convenient for commuters, of whom of course there are large numbers, especially in Tokyo, New York and London.We’ve identified four potential sources of competition for Yedo. First, there are convenience stores. We used to think of these as being rather downmarket, for Ss and young people, but I’m sure you’ve all noticed how more and more different types of people are using stores like this. You can get a wide range of goods and services from them. (You can even pay your phone bill there!) What they offer changes very quickly in response to customer demand. And of course, they're open 24 hours a day, which is one of the reasons they’re called convenience stores.◎ The population is ageing, people are living longer and the over 50 segment of the market is getting bigger.◎ Japanese consumers put a high priority on value for money - they are looking for bargains.◎ Consumers traditionally favoured brand-name goods but they are now increasingly buying ‘no-brand’ goods.◎ Japanese society is changing from a luxury culture to a convenience culture. ◎ Women are marrying later in life so the market segment of single women under 30 is increasing.

Assignment for studentsWritingAsk Ss to base their writing on the notes taken by the member of their team during the simulated meeting.◎ The writing can be done collaboratively in class or as homework.◎ If your Ss are doing the writing task for homework, you may want to photocopy the notes made by the notetaker in each group so that each student has a record of what was said and decided in their group.

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Case 15 Working for Logistaid

ObjectivesIn this case study, a non-governmental organisation (NGO) in Amsterdam is training some logistics managers to be relocated to Indonesia. Ss look at the job advert, exchange some notes from the course on intercultural training and network during the break with other participants. Ss also write a reply to a formal invitation to a dinner held at the Regional Governor’s residence in Jakarta.

Tasks for Students1. You are applying for the position of Logistics Manager with Logistaid. Look at the advert and make a note of any relevant skills and experience required. What kind of candidate do you think might be interested in this kind of work?2. Work in pairs. You are trainee logisticians for Logistaid and you are on your lunch break during the course. Read the intercultural communication programme and then talk to one of the other participants.3. Work in groups of three. You are networking with some of the course participants.

Background Information

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Problems◎ Refer Ss to the brochure from the Centre of Intercultural

Communication on their International Relocation Programmes.

Ask Ss：Why do you think intercultural training would be important for managers being relocated to Indonesia?What do you think this kind of training consists of?If appropriate for Ss in work, ask them if they have ever done any intercultural training in their company or organisation. If appropriate, ask Ss if they have ever been to Indonesia or South-East Asia and what they thought of it. For Ss who have not been to the area, ask them to focus on the general idea of relocation and going to work in a foreign country, rather than

Indonesia specifically. Note： it is not necessary for Ss to have

knowledge about Indonesia in order to complete the tasks in this case study.

◎ Get Ss to look at the International Relocation Programmes and

ask them：What is ‘culture shock’？

What do you think will be the most difficult aspect of being relocated to a country like Indonesia?

◎ Divide Ss into pairs. Explain that in this role-play, they are trainee logisticians for Logistaid in Amsterdam on their lunch

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Orgnisation Logistaid

purpose of organisation

An NGO that provides emergency assistance in more than 8o countries

based in Amsterdam

training required Intercultural training of logisticians/logistics managers for relocation to Indonesia

training company Centre for Intercultural Communication

p u r p u s e of training

Help managers to adapt to the new environment and improve interaction in social and workplace settings

break and that they each have some notes missing and need to swap information. Deal with any questions the Ss may have before they begin the task.

◎ Circulate and monitor, checking Ss are carrying out the task correctly. Make a note of any useful language used and points for correction for later feedback.

◎ After Ss have exchanged information, go through the points quickly with the whole class. Ask Ss how they feel at this stage as trainees before relocation, for example nervous, excited, anxious, etc.

◎ Divide Ss into threes and tell them they will be getting to know some of the other participants from the course and that they have to find some common ground during this networking task.

◎ Refer Ss to their role-play information in the Activity file. Explain that they all have different work experience and have worked in different countries, but they keep their own nationality during the role-play.

◎ Emphasise the importance of team-building and building relationships with people from the course, as they will feel very isolated once they have been relocated to Indonesia and may want to keep in contact with the other participants. Tell Ss they may be working together with the other course participants in the future, but this has not yet been confirmed before they begin the task.

◎ Circulate and monitor, checking Ss are completing the task correctly. Make a note of key language being used and points for correction. Deal with any basic errors after the role-play if necessary. Deal with other points, such as intonation in questions, during feedback when Ss have completed the case study.

◎ Alternatively, the role-play cards in Task 3 can be omitted if Ss

do not know each other very well； they can then carry out the

task as themselves, so that the task becomes an authentic one.

Brainstorming and decision-makingPossible solutions: ◎ Skills and experience required: leaderships skills, good command of English and another language, willing to travel and work in a challenging intercultural context, experience in logistics desirable but not essential, relevant experience in logistics, e.g. purchasing, transport and distribution, maintenance as well as

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training and administration and general liaising co-ordinating. ◎ Possible candidates for the position may include any of the following: candidates with a willingness to travel and learn about other cultures, suitable voluntary work experience and a strong background in working for similar organisations, young managers with no family commitments; another possible profile could be an older person who has been made redundant and is looking for new challenges.Feedback◎ When Ss have finished the writing task, bring the whole class to order.◎ Praise the strong language points and work on five or six points that need improvement, especially in relation to language used for networking, finding common ground, open and closed questions and intonation in questions.◎ Ask one or two groups to say what happened in their groups and what they discovered about the other participants.◎ Ask one or two Ss to read out their reply to the invitation or, if appropriate, ask pairs of Ss to read each other’s and comment on any differences in language used. Alternatively, and if short of time, collect the writing task and go through writing errors at the beginning of the next class.

Assignment for studentsWritingYou have been working in Jakarta, Indonesia, for three months. You have recently received this invitation to a dinner organised by the Regional Governor. It is a formal event at which local dignitaries, business people and representatives of organisations will be present. You have been strongly advised by your country manager to attend. Reply, accepting the invitation and mentioning you have a work colleague from the Amsterdam office who will be joining you in Jakarta next month, should they think it appropriate to send him/her an invitation.

◎ Tell Ss that three months have now passed since they were relocated. Ask them to imagine how they think the experience has gone, for example adapting to cultural differences, difficulties at work, missing family and friends.◎ Get Ss to focus on the photo on CB page 13. Ask them what they think it is. Tell Ss they have received a dinner invitation from the Regional Governor of Jakarta, and it is important they attend as a public-relations exercise.

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Explain they have recently found out that one of their colleagues, whom they met on the training course in Amsterdam, will also be joining them soon, and they would prefer to attend the dinner with a colleague. Explain that although they are working In the field* as representatives of Logistaid, they would occasionally be expected to attend this kind of formal event.◎ Ask Ss to read the letter and deal with any questions they may have.◎ Ss write a short, formal reply of no more than 100 words, accepting the invitation and mentioning the name of their colleague, taking care to word their request politely. Tell Ss it is best to address a person of authority using his/her official title. Refer Ss to the expressions used in the Business skills section for writing formal correspondence. This task may be set as homework or an out-of-class activity.

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Case 16 Training at SmileCo

ObjectivesA leading confectionery company, based in the UK, has recently bought out a rival company. There is now a need to retrain all the sales force to update their skills and instil a sense of team spirit. The management team also want to roll out a new market information-gathering system.

Tasks for Students1. Telephone strategiesSmileCo’s IT Manager, Kamal Satinder, calls Geraldine Parker at Pollack Learning Alliance to tell her about the proposed new informationgathering system for the sales team and to ask her company to handle the training programme. Work in pairs.2. Clarifying and confirming a training proposalGeraldine Parker from Pollack Learning Alliance and Kamal Satinder, IT Manager at SmileCo meet to discuss the training proposal further. Work in pairs.3. Devising a training programmeYou are the Director of Sales for SmileCo. Devise a training programme for your sales team.• What are your priorities?• Should the training be done by an internal team or external training companies? What are the pros and cons of these options?• Is it better to choose short intensive courses or extensive

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courses?• Should you implement a new data-collection system or offer more training with the currentsystem?• You have a limited training budget. How will you decide which of your sales staff need customer awareness training? How could the rest of the staff benefit from this training? • What can you do to accelerate the integration process between the two newly merged sales forces and develop a unified team spirit?

Background InformationCompany SmiieCo

Based in UK

Industry confectionery/fast-moving consumer goods (FMCG)

Recent acquisition Reedley

Combined sales team over 200

What’s needed from the sales team

up-to-date/timely market information on the company and rival products, including merchandising, promotions, number and type of customers and rival sales-force activity

Why this information is importantSo that it can be analysed for planning purposes.

Problems◎ Get Ss to read the listening task. Ask them to try and predict what might be wrong with the present information¬gathering system. Ss may be able to predict from reading the background that the information is not being received on time or that new staff from the acquired company haven’t had adequate training with the system, or that the system itself is antiquated. Don’t reject any ideas at this stage or give the answers away. Discuss their initial reactions to the problem. What do they think takes priority in terms of training and why? (There is no right answer to this question. Ss may or may not reach a consensus.)◎ Divide Ss into two groups. Refer each group to a different role

card： Student A turns to CB page 143 and Student B turns to CB

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page 150. Ask them to read and deal with any questions they have.◎ Pair the Ss up with someone from the other group to do the role-play. Since the role-play is in the form of a phone call, it is useful for Ss not to sit facing each other.◎ Circulate and monitor the language they use during the role-play. Make a note of any key language used and any common errors for correction.◎ Revise some of the expressions Ss used in the Business skills section for clarifying and confirming information.◎ Ss work in pairs again and take the same roles as in the previous role-play. Student A turns to CB page 143 and Student B turns to CB page 150. Ask them to read and check their role cards before starting the task.◎ Ask Ss to read the text about the training course run by Everly Consultants. Go over any new words, e.g. sets out to, make the most of, sales pitch, paid off.◎ Ask them to discuss whether they think they would like to do this type of training and explain why (not). Ask them to consider if this type of training would be good for the SmileCo sales team. (There is no correct answer to this question, but given the conversation Ss have heard about outdated skills and the need for team building, this course might seem useful.)◎ Ss listen to each presentation and say which of their programmes coincided and differed and justify their programme in the light of any differences.

Brainstorming and decision-makingPossible solutions: 1 Problems with the sales team’s current information gathering

system are：◎ lack of information and out-of-date information；◎ staff can’t afford to spend time in the office completing what

they see as a complicated database, so it just gets left；◎ internal training for the regional managers was inadequate and

they weren’t equipped to train their staff；◎ sales team from Reedley have only had very ad-hoc informal training with the system.

2 Solutions discussed：Use iPAQ, a sort of palm pilot which the sales team could use to

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record details directly in the shops. The information is then be uploaded immediately via modem for analysis.

3 Training needs initially identify：◎ Training for the new iPAQ system implementation. Need to ensure that the regional managers buy in. Kamal suggests that they need to train staff up as quickly as possible and that a consultancy firm should do it.◎ Updating sales skills, e.g. customer awareness training to help sales staff become more ‘pro-active’ in their approach to selling.◎ The merged teams aren’t integrating well. It could become a problem for staff motivation and morale. Team building is needed.

Assignment for studentsWritingYou are Kamal Satinder, IT Manager at SmileCo. Write an e-mail to the Director Sales outlining the training programme for the new data-collection system.

• Brainstorm the information that should go in the e-mail and put these points on the board. All this information has come up in the role-plays in Tasks 1 and 2.• Ask Ss to look at the writing tips in the Business skills section again and the model e-mail in the Writing file.• Get Ss to write the final e-mail either as a class activity in pairs or for homework. This could probably be quite a long e-mail if Ss include the background information as to who needs training and why the training is necessary. Alternatively, this could be made into a report-writing task.

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Case 17 Konopnicka Airport takes off

ObjectivesIn this case study, students get information about the expansion project for a major airport in Poland. They then participate in a role-play involving the negotiation of a PPP agreement.

Tasks for Students1. Konopnicka Airport is one of the regional airports operated by the Polish Airports Agency (PAA). Last year, more than 5.5 million passengers passed through the passenger terminal, and a significant growth of freight volume and passenger traffic is forecast for the period to 2020. Passenger traffic has already grown at rates exceeding forecasts and is expected to increase to around 9.4m in four years5 time. Capacity of the passenger terminal has been set at 12 million passengers yearly.2. Konopnicka Airport is well suited for further development as an international hub airport and enjoys a geographic advantage, along with other Central European airports, that may relieve the air traffic congestion in many Western European countries. In order to adapt Konopnicka Airport to the increasing freight and passenger traffic, the PAA and the Ministry of Infrastructure have taken the decision to add a second runway and construct a new world- class

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passenger terminal, a cargo terminal and a catering base.3. Negothiating a PPP. Work in pairs.

Background Information

Name of the airport Konopnicka Airport

Location Poland

Operated by Polish Airports Agency (PAA)

Passenger numbers 5.5 million last year

Number of passenger terminals

1

Maximum passenger capacity

12 million a year

Expected growth in next 9.4 million

Scope of building projectA second runway, a new passenger terminal, a cargo terminal, a catering base

Reason for the expansionTo make it an international hub airport to relieve air congestion in western Europe.

Problems◎ Get Ss to read the listening instructions and the partially completed notes from the meeting, on the right-hand side of the page in the course book.◎ Ask them to try and predict some of the missing details. Ss may be able to predict some items from personal experience working on PPPs. Don’t reject any ideas at this stage or give the answers away.◎ Ss listen and complete the notes.◎ Ask Ss to compare answers in pairs. If necessary, listen again. Go through answers with the whole class.◎ Ss may also like to listen and read the audio script.◎ Ask Ss for their initial reactions to the experience of and advice from the UK visitors.◎ Ask Ss to read the Laumann text. Ask them what type of text it is (a press release).◎ Ask Ss to read the press release again and answer these three

questions：1 What did the PAA do to get a contractor?2 Which private companies will be involved in the expansion

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project and what are their roles?3 Do you think Laumann is a suitable choice? Why (not)?◎Tell Ss that they are going to negotiate the agreement between the Polish government and its private partners on the airport project.◎ Refer Ss to the language of negotiation on CB page 26.◎ Elicit from Ss what type of issues they think might be discussed

in the negotiations. Then, put these heading on the board：FinancingOperations and management Repayment terms of the loan Building schedule Risk allocation◎ Split Ss into two groups. Group A turns to CB page 144 and Group B turns to CB page 151 and they both read the information. Help with any vocabulary items Ss don’t understand.◎ Regroup Ss into A + B pairs. Alternatively, Ss can do this role-play in groups of four or five. Ss appoint a note-taker in each group to write down the decisions made. Or they both take notes of the decisions made, if they work in pairs.◎When Ss are ready, get them to start their meeting.Circulate and monitor the language being used. Note down any points for praise and any common errors during this stage. Allow Ss plenty of time for the task as there are a lot of issues to cover.

Brainstorming and decision-makingPossible solutions: 1 making sure that ownership of the assets remains with the state.2 agreeing that the PAA continues to operate airport services.3 lower interest rates over a longer timescale, but tend to want more guarantees

4 Private investment firms ： looking for a much higher rate of

return in exchange for funding riskier ventures.5 part public, part private finance6 out to competitive tender7 propose the method of finance.8 building contractor is responsible for delays in the schedule.9 Put the project out to competitive tender, as suggested in the meeting.

10 Laumann - building contractors ； Weber-Merkel Bank-

providing the finance11 Laumann would appear to be a good choice, as they are a large

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company with a lot of experience of international projects.Feedback◎ Bring the class together again and praise five or six good language points that you heard and elicit the corrections to six or seven errors that you spotted.◎ Ask the note-taker or a representative from each group/pair to report back on what agreement was reached on each of the five points above. Ss in the other groups listen and identify any differences in the agreements they negotiated. They then report back on their agreements.◎ Ss decide which was the best negotiated agreement. There’s no right answer to this, and opinions may vary.◎ If this is a one-to-one class, you can take one of the roles in the negotiation task.◎ Monitor the language that you both use. After the discussion, draw attention to some key language that your student used correctly and give praise. Also work on five or six points for correction, e.g. pronunciation, vocabulary, structural errors.◎ If there is time and interest, do the role-play again, this time swapping roles.◎ Ifs also well worth recording activities such as role- plays, summaries and presentations with a one-to-one class for intensive correction work from time to time.

Assignment for studentsWriting◎ Refer Ss to the executive summary section of the model report on CB.◎ Ask Ss to use their notes from the meeting to write a 200-300-word executive summary, addressed to the Directors of the Polish Airports Agency and the Ministry ol Infrastructure. The summary must include the five points discussed during negotiations. Ss could do this for homework or in the same pairs or groups in class.◎ If the executive summary is written in class, circulate and help Ss with their written work and pointing out errors for correction.

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Case 18 Energy saving at supersun

ObjectivesIn this case study, Ss look at the problems of energy cost at a supermarket chain and make proposals for savings.

Tasks for Students1. You are members of the Energy Project Team. You have been asked to investigate some energy saving ideas. Read your information and report back to your team. 2. You are members of the Energy Project Team.Devise an energy strategy for your company.Consider the following points:• Brainstorm some ideas for encouraging the staff involved in the energy-efficiency campaign.• What options would you prefer for reducing C02 emissions?• What renewable energy sources could you consider to reduce

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your dependence on electricity?• Decide some short-term and long-term measures to save energy and suggest a schedule for implementation, e.g. phase out refrigeration units.• Several energy-saving innovations may decreaseoperating costs over the medium to long term. However, many of these measures will clearly increase capital costs. What arguments could convince management of the benefits of this investment?

Background Information

Company/organisation Supersun

Based in CaliforniaNo. of stores 30

Current threats and weaknesses

• tight profit margins• strong competition• increasing energy bills• government’s ‘clean air’ legislation

Main operating costs • shelf stock

• energy bills

Strengths and opportunities

• creative marketing strategies to retain and increase customers

• reduce energy costs by improving efficiency

Problems• ASk Ss if they think energy saving is a good idea for 5-permarkets based on what they’ve read. (It would certainly seem so from the increase in profit margins :aimed by the CERG newsletter.)

• Ss why they think supermarkets have such high energy ：DSts.

What do they think are the main sources of energy :onsumption in supermarkets?• Refer Ss to the pie chart on CB page 41. Deal with any vocabulary problems. Ask Ss as a whole class to brainstorm ways supermarkets could reduce costs in these areas. You nd Ss may be able to talk from personal experience of talking into a store that was too hot/cold, or which had :ne doors open in winter and the heating on, etc.◎ Tell Ss they are now part of the newly formed Energy Project

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Team. One of their duties is to collect information about ways to save energy and report back to the group.◎ Divide the class into two groups. Refer one group to the Student A role card on CB page 145 (Energy Efficient Lighting in Shops) and the other group to the Student B role card on CB page 151 (Refrigeration). Tell them to read the information and try to memorise it, retelling it in their own words. Deal with any vocabulary questions. They can look at the card quickly if they need to. Allow them time to practise this in their group.◎ Regroup Ss in A+B pairs. Tell them to report their information to their partner. They can look at the role cards if they need to check something, but should try to retell the information in their own words as much as possible. Ss listen to each other and take brief notes. Circulate and monitor Ss performance and what they are writing. Note down strong points, any useful language used and five or six language points for correction, including vocabulary and pronunciation features.◎ Call the class together. Praise Ss, performance. Go through the points for correction, eliciting the answers from Ss wherever possible. Ask Ss which techniques they read and hear about would save the company most money and which would be the cheapest to implement, e.g. checking fridge door temperature settings, using low-energy light bulbs.◎ Refer Ss back to the problem-solving language used in Exercises B and D on CB. Drill a few of these expressions again.◎ Divide Ss into small groups. Tell them to discuss the points and to come up with some solutions and proposals. One person from each group should lead the discussion, and a note-taker should write down their solutions and proposals.◎ One way to encourage Ss to use certain expressions is to give each of them a card with three expressions on. Ss have to try to get all three of their expressions into the conversation.

Brainstorming and decision-makingPossible solutions: 1. Profit margins are below 2% in supermarkets.Energy costs are as high as $50 or more per square metre. It’s estimated that a 10% reduction in annual costs increases profit margins by 9%, increases share earnings by nearly 10% and is equivalent to a $400 increase in sales per square metre.2. Suggested action points for Energy Project Team• Collect and analyse data on energy costs.• Think of ways to make energy saving a priority for everyone in

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the company.• Come up with ideas for reducing CO2 emissions by 10% in the next seven years.• Make proposals for energy savings and possible investment in new equipment/technologies.◎ Turn air-con down.◎ Turn off lighting inside and outside the supermarkets. ® Use skylights.◎ Buy/use more energy-efficient refrigeration units.◎ Buy energy from renewable sources.◎ Sell less frozen food and cut number of fridges.◎ Cut transportation costs through buying more produce locally.Feedback◎ Bring the class together. Praise some of the strong language points that you heard, and work on five or six points that need improvement, especially in relation to language used for problem-solving. Get Ss to model the correct forms.◎ To round off the activity, ask the note-taker from each group to report back on their proposals. Highlight some of Ss* best ideas.◎ If there is time and interest, ask Ss if they think energy saving is an issue in industry and companies in general. They may be able to give you examples of initiatives they know of, such as new office buildings that make the most of natural light and which have been equipped with energy¬saving devices, such as solar panels.

Assignment for studentsWritingWrite a report outlining your proposals for improving your company’s energy efficiency and profit margins.◎ Get Ss to brainstorm the information that should go in this proposal and put these points on the board. All this information has come up in the listening and in Tasks 1 and 2.◎ Ask Ss to look back at the tips for proposal writing and in the lesson notes. Revise the structure and purpose of a proposal. Get Ss to look at the Useful language box on again as well.◎ Get Ss to write their drafts in pairs or individually.◎ Circulate and monitor, checking Ss are completing the task correctly.◎ If time is limited, Ss can write just a 200-word introduction as a class activity and do the full report for homework.◎ For early finishers, or as an extra activity, tell Ss to proofread each others* proposals.◎ Put all the proposals on the wall and ask Ss to circulate and read the other proposals and decide what other points were

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mentioned that they would have liked to include in their proposals.

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Case 19 Delaney: call-centre absenteeism

ObjectivesIn this case study, Ss read about the problems of absenteeism and low morale in a Dublin call centre, role-play an interview about absenteeism with a member of staff, prioritise the issues and discuss how to resolve the problems.

Tasks for Students1. Team Manager Mira Biswas and Tricia Monroe, one of her agents, meet to discuss Tricia’s sickness absence. Work in pairs.2. Work in groups. You are the management team at Delaney. Prioritise the issues to deal with. Discuss and decide how best to resolve the issues.• Decide company policy to manage and reduce absenteeism rates.• Define good practice for use of call recording and monitoring.• Review staff performance targets and the bonus scheme.• Decide company internal e-mail policy.• Devise a strategy to reduce staff attrition rates.

Background InformationCompany DelaneyBased in Dublin, Ireland

ClientMajor car-hire company, which has outsourced its European operation to Delaney

Number of staff 240 full-time and part-time

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Staff profileMostly young women in their mid- to late 20s. Many of them are fluent in Spanish, French and German.

Average employment tenure

three years

Problems associated with staff turnover

• high costs of recruitment, selection and training• newer staff have lower productivity levels• the competitiveness of the call centre

ProblemsReport◎ Put the following sentence stems on the board, then get Ss to read the report and complete the sentences.1 HR spent... monitoring absenteeism.2 The annual sick absence is...3 Typical reasons for sick absence are…4 Some consequences are ...5 Most seriously, this could lead to ...6 The company must...◎ Ss complete the sentences individually and then compare their ideas in pairs.◎ Go through the possible answers with the whole class.

◎Divide Ss into two groups. Refer each group to a different role

card： Group A turns to CB page 146, and Group B turn to CB page

152. Ask them to read the role cards and deal with any questions they have, after they have discussed their ideas as a group. Ifs a good idea in the first instance to allow time for peer teaching. Tell Group A to think abou possible reasons why Tricia is off sick so often and what you, as her manager, could say to her in the interview. Tell Group B to discuss and plan what Tricia could say in this delicate interview with her manager. Giving Ss time to prepare for the role-play helps to increase the length of their utterances and the level of accuracy.◎ Pair Ss up with someone from the other group to do the role-play. Circulate and monitor the language that they use Make a note of any target language used and five or six common errors for later correction.◎After the discussion, draw attention to some key language Ss used correctly and give praise. Also work on the points for

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correction, put these on the board and elicit the correct form, pronunciation, word, etc. from SS.◎ Ask Ss for feedback on how their discussions went, if they were able to avoid a conflict and resolve the problem, and so how? Ask the Ss who played Tricia if they felt their manager had been supportive or not.◎Divide the Ss into small groups of five or six. Tell them they will be the management team from Delaney during this task. Get them to allocate role among themselves (e.g. the Operations Manager, the Human Resources Manager, the Chief Financial Officer, one or two Team Managers). The Operations Manager is the senior member of staff that all the others report to. They could also have a representative from the consultants, APP. One student should lead the discussion and one should be note-taker.

Brainstorming and decision-makingPossible solutions: 1 HR spent a year/12 months monitoring absenteeism.2 The annual sick absence is (on average) seven days per agent.3 Typical reasons for sick absence are headaches, migraines, colds, flu, back problems and stress.4 Some consequences are delays in answering calls, extra work and stress, cost of replacements, uncertainty for future planning.5 Most seriously, this could lead to client and customer dissatisfaction with the level of service.6 The company must find ways to deal with and reduce absenteeism.Possible reasons for absence◎ Personal problems she doesn’t want the company to know about◎ Pretending to be ill to take a day off work when she feels like it◎ Lack of motivation, low morale, low pay◎ Pressure of workload, lack of control over workload◎ Feeling bored, undervalued, or overqualified for the jobSuggested answersboredom, stress, unfriendly environment, pressure of workload and performance targets, call-monitoring

FeedbackWhen most groups have finished the task, bring the whole class together. Praise the strong points that you heard and work on five or six points that need correction, getting Ss to provide the correct forms.Ask the note-taker from one or two groups to report back on how they prioritised the tasks and any solutions they came up with.

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There is no right answer to this question. Ss may or may not reach a consensus.To round off the activity, highlight and summarise some of Ss best ideas.As further practice, Ss could be asked to write up action minutes from their management meeting.

Assignment for studentsWritingSome employees have complained that e-mails sent through the company e-mail system cause a threatening work environment. Write an e- mail to all staff stating the company’s e-mail policy. Consider these points.• Monitoring of staff e-mails• Personal use of e-mail• Prohibited content• Dos and don’ts in the use of the company’s e-mail system• Training to ensure staff understand the importance of e-mail etiquette

• Get Ss to study the writing task and deal with any questions.• Brainstorm the information that should go in the e-mail and put these points on the board. Alternatively, this could be made into a report-writing task.• Get Ss to look at the model e-mail of the Writing file again.• Get Ss to write their first draft in pairs or individually. Circulate and monitor, helping where necessary, making corrections and checking Ss are completing the task correctly.• Get Ss to write the final e-mail either as a class activity or for homework. This could probably be quite a long e-mail.

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Case 20 Stitch Wear clothing

ObjectivesIn this case study, Stitch Wear is a US-based company manufacturing casual wear and sports clothing, with factories in developing countries. It faces allegations of using child labour in its factories in Pakistan. Ss listen to a corporate responsibility consultant giving advice on improving the company's commitment to CSR. Ss then discuss ways of improving the company's image regarding corporate responsibility in a management meeting. Ss write up action points for the meeting.

Tasks for Students1. Head of PR has called a meeting with the other departmental heads to discuss how the company can improve its CSR profile. You need to decid e on how to deal with the current crisis and present the solutions to the board of directors. Not all the proposals need to be accepted. Your initial concern is to improve the company's public image, but any proposals will need to be viable and attractive to financial stakeholders. Work in groups of four.2. Look at the agenda for the meeting and make any preparatory notes regarding how these issues will directly affect your department.

Background InformationCompany/organisation Stitch Wear

PurposeClothing company that manufactures and sells casual wear and sports clothing

Based in US

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Retail outlets in US and EuropeFactories in Pakistan and Indonesia

ProblemsAllegations by the press and the WLA of using child labour and poor working conditions in factories in Pakistan. Boycott campaign of Stitch Wear clothes, led by the WLA.

TasksRethink CSR policy/Devise a new CSR strategy ： corporate sponsorship of community projects, boost company sales, remain competitive, present more positive ethical image to the public.

Department responsible PR

ProblemsThe media◎ Refer Ss to the newspaper article on CB page 56. Get Ss’

initialreaction to the news story.◎ Ask Ss to read the article and look at the graphs above it

showing sales figures for the two companies and answer the

questions：How will the scandal affect Stitch Wear?How do sales figures for the two companies compare?

◎ Go through the answers with the whole class.◎ Deal with any questions the Ss may have regarding difficult

vocabulary. Note on the company name - Stitch Wear - and the newspaper headline: one of the Longman dictionary entries for the multiword verb stitch up is to deceive people for financial gain* (British English). Another informal definition of stitch up

is to *frame someone* ； to make someone seen guilty of a

crime by providing false information. The name Stitch Wear could therefore have negative repercussions in the UK.

◎ Refer Ss to the CSR meeting agenda and task on. Deal with any questions they may have regarding vocabulary (e.g. sustainable supply chain, supplier screening policy).

◎ Divide the Ss into groups of three or four. Explain to Ss that the meeting has been called by the Head of PR, following his conversation with the ethics consultant. In this role- play, they are managers from different departments at Stitch Wear. Get Ss

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to look at their respective role-play information. Stronger or more confident Ss could take the role of Student A, Head of PR, as this person needs to lead the meeting. Deal with any questions Ss may have before they begin the task.

◎ With groups of three, make sure someone is Student A, but eliminate one of the other roles, according to Ss’s interests.

◎ Get Ss to take notes before they begin on how these issues will affect their own department. They can also add any other ideas they may have on how to improve the company’s commitment to CSR and its public image.

◎v Tell Ss to take notes during the meeting, as they will need to write up action points later.

◎ Ss hold the meeting. Circulate and monitor, checking Ss are carrying out the task correctly. Make a note of any useful language being used for problem-solving and five or six common errors for correction, including pronunciation, for later feedback. Write these up on the board.

◎ Early finishers may correct the errors on the board.

Brainstorming and decision-makingPossible solutions: ◎ Customers, especially younger people, may boycott Stitch Wear’s clothes as a result of the allegations and the WLA’s campaign.◎ Sales for Stitch Wear have fallen from s.ibn dollars to 4.9bn dollars, while sales for its main competitor have risen from 4.9bn dollars to 5.1bn dollars in the last quarter. Stitch Wear is therefore losing a significant amount of its market share to the competition.

Suggestions for CSR improvement Response

1 1. Consultant： be careful with language in the CSR report; has to sound real and sincere.

Head of PR agrees.

2 Consultant: Stitch Wear also needs to stay competitive. Any action plan/CSR programme needs to be financially feasible, e.g. adjust profit margins and review pricing.

Head of PR confused/ sceptical ； asks for examples in the industry

3 Consultant gives example of company in Pakistan that set up educational programmes and healthcare for ex-child labourers.

Head of PR says it’s expensive.

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4 Head of PR： Competitor runs a ‘re-use a shoe’ program.

Consultant thinks it’s a good idea.

5 Consultant: recommends a partnership with the Ethical Trading Initiative to screen suppliers.

Head of PR sounds interested.

Feedback◎ When Ss have finished the task, bring the whole class to order.◎ Ask each group to summarise the outcome of each meeting briefly for the whole class. Ask one or two groups to say what happened in their groups, whether the meeting was managed effectively and whether the outcome was successful or not. You may like to ask the whole class to choose the best proposal. Alternatively, Ss may like to present their proposals formally to the rest of the class. The other Ss act as company shareholders and/or board of directors and vote on the best solution.◎ Praise the strong language points and work on five or six points that need improvement, especially in relation to language used for managing meetings, problem-solving and discussing business ethics.

Assignment for studentsWritingWrite up the action points from the meeting that directly affect your department. Bear in mind these proposals will initially be presented to the board of directors, but will also need to be acceptable to financial stakeholders as much as the media.◎ Get Ss to focus on the writing task on CB page 57 and deal with any questions they may have. Stress that their final proposals will need to be financially viable, as well as attractive to the public and media.◎ Ask SS, in pairs or groups of four, to check the information that should go in the action points, referring to their meeting notes. All this information has come up in the listening and meeting role-play.◎ Go through one group’s first action point and put these points on the board as an example.◎ Get Ss to write in pairs or individually.◎ Circulate and monitor, checking Ss are completing the task correctly.◎ Get Ss to write the final draft of the action points, either as a class activity in pairs or for homework. Alternatively, this could be made into a report-writing task following their presentation to the board of directors.

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◎ For early finishers, or as an extra activity, tell Ss that there have been rumours of financial irregularities involving management at Stitch Wear. The PR department has to issue an internal e-mail to all staff, allaying their concerns about the recent allegations in the press surrounding the company’s unethical employment practices and what the company plans to do, as discussed in the recent management meeting.

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Case 21 Cost-cutting at Erstaunliche Autos

ObjectivesIn this case study, Ss listen to some radio business news concerning the financial crisis at Erstaunliche Autos (EA), a German car manufacturer ； act as financial consultants; and devise a cost-cutting programme which they present to management at EA.

Tasks for Students

1. You are from Tompkins and Kosters ； you have been asked to

present a cost-cutting package to management at EA. Look at the line graph. What has happened to competition in the Chinese car industry over the last two years? 2. Work in groups of three. You need to devise a cost-cutting programme in order to reduce manufacturing costs and boost productivity at EA.3. Present your cost-cutting package to management at EA. Use figures and graphs where necessary.

Background Information

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Company Erstaunliche Autos (EA)Industry Gar manufacturerBased in Frankfurt, GermanySize Medium-sizedEmployment (Very) good： enjoy a four-dayfor workers

week and good salaries

Problems EA is facing Production costs are high (40% more than similar companies) ； serious competition from China.

Possible solutionsThe new company chairman wants a cost-cutting programme with job losses； help with the refinancing package from financial consultants, Tompkins and Kosters.

Problems◎ Get Ss to focus on the photo of the new model of a car and the

accompanying headline. As a lead-in to the case study, ask Ss

the following questions：Where do you think the car was produced?Would you buy a Chinese car? Why (not)?

Which countries are famous for their car industry? (the US ， Germany and Japan)

◎ Elicit some well-known car companies from these countries and ask Ss to tell you which ones are doing well or badly, and why. Elicit from Ss the implications of the headline and the

information ‘reading between the lines’. （ There’s been some

restructuring: There’s a new chief. Earnings need to be

boosted： Erstaunliche Autos are probably doing badly.)

◎ Get Ss to study the background information. Tell Ss the case study is based on a fictitious German car company.

◎ Write the following headings from the left-hand column of the table and elicit information from Ss to complete the right-hand column. Deal with any further questions Ss may have.

◎ Refer Ss to the graph on three Chinese car manufacturers over the last three years. Get Ss’ initial reaction to the graph, then ask them to write down a sentence for each of the companies,

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describing the graph in more detail.◎ If Ss write their answers, circulate and monitor whilst they

write, helping them with language for describing company performance, if necessary.

◎ Go through the answers with the whole class and write up their answers on the board.

◎ As a follow-up to the activity, tell Ss the following three facts about the Chinese car industry. Alternatively, write up the sentences on the board and elicit the bold figures. Point out that EA is concerned about competition from the Chinese car manufacturers in the global market, if Ss do not comment on this themselves.

◎ Refer Ss to the first part of Task 2. (Note this task is in two stages.)

◎ Divide Ss into groups of three. Explain to Ss they are financial consultants at Tompkins and Kosters and have to decide on the best proposals for a cost-cutting package which they will later present to management at EA. Get Ss to look at their role-play information. Deal with any questions the Ss may have before they begin the task.

◎ Ss exchange information and decide on the best proposals in

groups. The information includes： proposed figures and areas

where cuts can be made (see pie chart for Student A)； annual

productivity rates in Germany and Belgium for EA compared to other car manufacturers in China and India (see bar chart for

Student B)； average hourly rates for assembly-line workers in

three countries (see bar chart for Student C).◎ Circulate and monitor, checking Ss are carrying out the task

correctly. Note that any proposals should be supported by the facts and figures they have. Make a note of any key language being used and five or six points for correction, including pronunciation, for later feedback.

◎ Bring the class together. Go through the main points quickly with the whole class, making a note of their ideas on the board.

◎ Refer Ss to the second part of Task 2. Tell them they will need to present these cost-cutting measures to management using these figures and graphs.

Brainstorming and decision-making

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Possible solutions: Graph on Chinese car manufacturers1 Sales for Car Company 1 (purple line) increased dramatically in the first quarter of Year 1 and reached 12% by the middle of Year 2, following a joint venture with a US company. Since then, figures have fluctuated significantly, dropping to just under 8% in Year 3.2 Sales for Car Company 2 (orange line) fluctuated throughout Year 2, then rose dramatically at the start of Year 3 with the introduction of a new Mini model and now remain at just over 6%.3 Sales for Car Company 3 (red line) also fluctuated throughout Year 2 and increased to over 4% in the early months of Year 3. Sales have been rising steadily and are now at 5%.

Conclusion： The graph shows that despite major fluctuations and a

sharp rise in sales for Car Company 1 in Year 2, sales figures have converged in Year 3, and the companies now have a market share of between 5-8%. Competition is tough, although Car Company 1 is still ahead.

The Chinese car industryLess than 1% of the Chinese population had a car in 2005. China is the worlds third biggest car market.Capacity for car production in China is close to six million cars a year, while domestic demand was around three million in 2005.

Information about EAthat has been leaked to the press1 Chairman of EA wants to increase productivity and boost profits by €4 billion over the next three years. This will involve cost cuts of up to €7 billion.2 Inside sources claim EA chief, Bernd Wulf, is looking into closing the Belgian car plant.3 There’s a possibility of EA opening a factory in India.

Solutions: A customer loyalty programme will be developed by the Customer Services Department at head office. It will be available to all European franchises and costs will be shared 50 / 50 with head office. lts aims are• to build up lonteillt customer relationships, thereby increasirrg profits• to increase customer loyalty• to draw up an accurate buyer profile• to encourage staff to be more active in building up good customer relations.

Feedback89

◎ When Ss have finished the task, bring the whole class to order.◎ Ask one or two groups to say what happened in their groups and, if appropriate in your setting, ask Ss to comment on the best proposals and give reasons for their choice.◎ Praise the strong language points and work on five or six points that need improvement, especially in relation to language used for finance and describing company performance.® To round off the activity, highlight some of Ss* best ideas and praise those students that gave successful presentations.

Assignment for studentsWritingWrite a summary of your presentation for the board of directors with your cost-cutting proposals, including the productivity forecast for EA over the next three years. Use figures where possible to support your recommendations and describe market trends and forecasts for the car manufacturer.

◎ Refer Ss to the writing task and deal with any questions they may have.◎ Get Ss to look at the rubric. Brainstorm the information that should go in the summary and put these points on the board. All this information has come up in Listening, Tasks 1 and 2 and their presentations.◎ Ask Ss to look at the Useful language box again and the Grammar reference, if necessary.◎ Circulate and monitor, checking Ss are completing the task correctly.◎ Get Ss to write the final summary of their proposals either as a class activity in groups of three or individually. Alternatively, this writing task could be set for homework.® For early finishers, and if appropriate in your setting, ask Ss to read and compare each others’ summaries. Ss could comment whether graphic information and figures were described correctly and appropriately in the summary.

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Case 22 Mobi-net:it’s their call

ObjectivesIn this case study, studnets study proposals from two consultancy firms for Mobi-net, i nobile service provider based in Austria that needs to keep a lead in the competitive mobile-phone market. Ss negotiate with both consultancies and write a summary of the terms i gTeed with the preferred consultancy.

Tasks for Students

1. Student A ： Look at the extract below from the proposal of

Performance Consulting.

Student B： Turn to page 154.

What are the differences between the two consultancies and their recommendations?2. Mobi-net negotiates with each consultancy firm and then chooses the best proposal. Work in groups of three.

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Background InformationCompany Mobi-netPurpose Mobile service providerIndustry Mobile/telecommunicationsMarkets Austria, Slovenia and Croatia

ProblemIncreased competition, demand for convergence of Internet and mobile industries； needs to keep the lead in the Austrian market.

TaskFind a consultancy with mobile and IT knowhow to improve processes and services to Mobi-net’s customers; maintain position as a market leader.

Problems◎ Refer Ss to Task 1. Explain they will first have to study two

proposals from competing consultancy firms. Ask Ss to note the differences, making a list of each of the consultancy’s strengths and the recommendations they propose.

◎ Write up on the board the name of each consultancy and a subheading for each for its strengths and recommendations.

◎ Ss A look at the proposal from Performance Consulting, and Ss B study the proposal from Unicorn Consulting. With larger classes, Ss may work in pairs and exchange information in groups of four.

◎ Get Ss’ initial reaction to the proposals.◎ Ask Ss to summarise in their own words the proposals they have

read and listen to the summary that their partner gives. Ss make a note of the strengths and recommendations of the competing consultancies. Circulate and monitor, helping Ss with the task, pointing out relevant sections in the texts, where necessary.

◎ Go through the answers with the whole class, writing up the strengths and recommendations of each consultancy on the board.

◎ Divide Ss in groups of three or four. Explain that in this role- play, Mobi-net has to negotiate the best deal with one of the consultancies. Get Ss to look at their role-play information in the Activity file. Make sure Ss have time to make notes and deal with any questions they may have before they begin the negotiation. Tell Ss representing Mobi-net that they will have to negotiate the best deal for the company, which includes the

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consultancy’s solution, fees and terms and conditions. Write these three points up on the board, if necessary.

◎ If Ss are working in groups of four, Student A negotiates with Student C, and Student B negotiates with a different Student C. After the task, both Ss C, who represent Mobi- net, will discuss which is the best deal for the company.

◎ If Ss are working in groups of three, one of them takes the role of a consultant (A) and the other two Ss the role of Mobi-net (C). Ss then repeat the task with one of the Ss taking the role of Student B.

◎ Circulate and monitor, checkrng Ss are carrying out the task correctly. Make a note of ary gooc negotiating expressions being used and five or six corr -on errors for correction, including pronunciation, for later feedback.

◎ Bring the class to order.◎ If Ss are working in groups offor, ask Ss to discuss which is the

best consu.tanc, arc give reasons for their choice. Ss A and B mear ^'ie can compare what they negotiated with the client.

◎ If Ss are working in groups of three ，ask both Ss C to confer

and choose the best dea.. The other student (A/B) may listen and take notes.

◎ Circulate and monitor, check Ss are completing the task correctly. Make a note of usefu. expressions being used and write up some common errors for correction on the board for later feedback.

◎ Early finishers may correct the errors on the board.◎ When Ss have finished the second part of the task, bring the

whole class to order.

Brainstorming and decision-makingPossible solutions: Suggested answers Performance Consulting (UK firm)Strengths◎Is a more established consultancy with ten years experience.◎ Specialises in strategy and mobile telecommunications. Is a member of the Association of ManagementConsultancy (AMC).Recommendations◎ ‘Family and friends’ pricing package for subscribers.◎ Centralisation of the call centre.◎ Training for both customer service staff and management.Unicorn Consulting (US-Austrian firm)Strengths

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◎ Is a US-Austrian firm and should therefore know the market well.◎ Is a young consultancy with only five years’ experience.◎ Specialises in IT consulting.◎ Offers quality and ‘fair prices’.Recommendations◎ Installing a unified desktop/interface in the call centre.◎ Competitive pricing package designed for young people (12-18-year-olds).◎ A strategic alliance with an Eastern European partner.

1 Mobi-net wishes to maintain its position in the market (by

differentiation)； mobile services must remain distinctive.

2 Mobi-net needs to maintain its reputation for customer problem-solving, although customer service needs to be more efficient and cost-effective.3 Mobi-net is looking for a strategic alliance/partner or acquisition (in order to develop their product portfolio).4 Mobi-net also wants a consultancy with the right expertise and know-how in IT.

Mobi-net’s choice of consultancyPerformance Consulting has the necessary strategic experience and a more established reputation. Although they are more expensive, they can offer junior consultants at a reduced rate, but will need four months for the project, their proposal for staff training may not appeal to Mobi- net, as the client has already spent money in this area. However, their recommendation to centralise the call centre may be an effective solution to their customer- service problem, despite possible resistance from the Head of Customer Service.Unicorn Consulting is a less established firm, but is Drobably cheaper and seems to have more IT know-how. Their proposal for a unified desktop/interface for the call centre sounds like a practical IT solution. They may have .ess experienced consultants, but the firm can start nmediately. They also appear to have more knowledge of the Eastern European markets than Performance Consulting, which may prove valuable when finding potential partners.

Assignment for studentsWritingWrite a summary of the solution, fees and conditions as discussed in the meeting between Mobi-net and one of the consultancies.

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Refer Ss to the writing task and deal with any questions they may have.◎ Brainstorm the information that should go in the e-mail and put these points on the board. All this information has come up in listening and role-plays in Tasks 1 and 2.◎ Write up on the board the following four points to consider when

writing the summary： Project brief (the needs of the client)1. Consultancy’s proposal (the solution and recommendations)2. Terms and conditions of the project (contractual agreement,

milestones and timescale)3. Consultancy’s fees◎ Circulate and monitor, checking Ss are completing the task correctly.◎ This could probably be quite a long summary if Ss include all the points agreed upon in the negotiation. Alternatively, set this summary writing task for homework.◎ For early finishers, or as an extra activity, Ss compare each others* summaries to check if they contain all the main points agreed upon in the negotiation.

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Case 23 The company makeover

ObjectivesIn this case study, Hazel is a multinational seller of cosmetic and beauty products that is in need of an overhaul. Hazel’s sales are declining, and its products have little appeal for younger women. Ss listen to a presentation from the new CEO, hold a meeting to devise a new strategic vision in order to boost growth and write a summary of their proposals.

Tasks for Students You are the senior management team at Hazel, responsible for devising a new strategic plan for the company. Use a SWOT analysis and brainstorm ideas to help you prepare your new strategic vision for the company.

Background InformationCompany Hazel

Purpose Direct seller of cosmetic and beauty products

Industry Cosmetics, fragrances and toiletries (CFT)

Markets US, South America, Western Europe and Asia Pacific

Experience in the industry

50 years

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Problem Only modest revenue in the last ten years； now has annual sales growth of less than 1.5%

Task for CEO Devise a new strategic visionDirect sales as a % of the total CFT market

7%

Top five sectors for Hazel's sales (%)

fragrances (19%), cosmetics (16%), hair care (16%), skin care (15%), bath and shower products (14%)

Problems◎ Get Ss to focus on the photos of cosmetics. As a lead-in, ask

female Ss whether they would buy these kinds of cosmetics. Why (not)? (Younger students may say the colours are too old-fashioned.) Alternatively, ask Ss to give examples of successful CFT (cosmetics, fragrances and toiletries) companies, e.g. L’Oreal, whose chairman, Lindsay Owen-Jones, is a well-respected business leader.

◎ Write the following headings from the left-hand column of the table on the board.

◎ Get Ss to study the background information in the Course Book and the three pie charts.

◎ Elicit information from Ss to complete the right-hand column of the table.

Reading◎ Refer Ss to the world market overview on cosmetics and

toiletries.◎ Ask Ss to write on the board or dictate the following questions

on the key market trends：1 Which specific consumer groups in CFT are manufacturers now

targeting?2 Which markets and products are doing particularly well?3 What are the reasons for this?◎ Get Ss to compare their answers in pairs.◎ Go through the answers with the whole class.◎ Divide the Ss into pairs or small groups. Tell them they will be

the management team during this role-play. With larger groups, it may be appropriate to give Ss different manager roles, e.g. Finance, Production, Marketing and Sales, R&D and Customer Service, depending on Ss’s interests.

◎ Refer Ss to the SWOT analysis. Explain that this is a common

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framework for analysing a company’s problems and devising initial strategies.

◎ Ss brainstorm the new vision for Hazel. Tell Ss to be as creative and innovative as possible at this stage.

◎ Circulate and monitor, checking Ss are completing the task correctly. Make a note of any key language being used and five or six common errors for correction, including pronunciation, for later feedback.

◎ Early finishers may write up their ideas on the board.

Brainstorming and decision-makingPossible solutions: 1 People with sensitive skin, ‘older’ people, and teens/pre-teens.2 Anti-ageing products, which account for almost 2% annual

growth in the CFT industry ； teens and pre-teens, especially skin

care.3 There is demand products that counter the visible effects of ageing, and 80% of teenage girls use skincare products on a daily basis.

a) Customer problems b) Sales reps’ problems

◎ outdated image◎ unattractive catalogues◎ too many products◎ poor quality of products◎ lack of interesting new lines

◎ not being able to reorder popular items◎ not receiving correct items◎ old-fashioned/ complicated/slow/ cumbersome ordering

system

This case study is based on the world’s leading direct sellers of cosmetics and beauty products, Avon. Andrea Jung became Avon’s CEO in November 1999. This is the strategy execution and business results under CEO Andrea Jung and President and Chief Operations Officer Susan Kropf.Business process re-engineering: The heart of Avon’s strategy implementation efforts was its ability to eliminate the costs of low value-added activities from its value chain. Much of Kropf’s re-engineering had to do with improving the company’s manufacturing and distribution systems.

Sales representatives ： The recruitment and retention of sales

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reps was a strategic objective that led to the implementation of Jung's Sales Leadership program.

E-commerce and the Internet： Jung and Kropf saw the Internet

as the driver of transformation in the relationships between representatives, customers and the company’s marketing and supply-chain operations.Image enhancement: The transformation of Avon’s image called for new products, new packaging, celebrity endorsements, stylish new catalogues and new advertising campaigns.Product development: In 2000, Avon’s R&D team responded to JungJs challenge to develop a blockbuster product within two years by introducing Anew Retroactive anti-ageing skin cream.

International ： Avon pushed its innovative new products like

Anew Retroactive into emerging markets like China, Poland,

Russia, Hungary and Slovakia； redesigned catalogues to illustrate

the glamour of the Avon brand； and allocated up to 7 per cent of

sales to advertising in each country market.

Feedback◎ When Ss have finished the task, bring the whole class to order.◎ Ask one or two groups to say what happened in their groups and summarise their ideas of a strategic vision.◎ Praise the strong language points and work on five or six points that need improvement, especially in relation to language used for brainstorming, strategy and growth.◎ During feedback, highlight some of Ss' best ideas and those that were common to most groups.◎ Alternatively, or if you choose to omit the following writing task, ask Ss to present their ideas formally to the rest of the class as the management team. Make sure Ss have enough preparation time to do this and preferably refer to graphic information like the pie charts on CB page 84.◎ This case study is based on Avon. You may like to photocopy the following information for Ss so that they can compare their proposals with the real case.

Assignment for studentsWritingPrepare a report summarising your proposals to present to thecompany board of directors.

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Here are some options you might want to consider:• Rebrand or rebuild and improve Hazel’s image with consumers around the world (e.g. new packaging, new logo, new advertising campaign with celebrity endorsements, etc.).• Develop innovative new brands and products that can be marketed globally.• Enter the retail sector to fuel future growth.• Use of the Internet and e-commerce as a link in Hazel9s direct- selling business model.• Pursue market opportunities by entering new market segments and new countries.

◎ Tell Ss they are going to evaluate their ideas in the previous task and summarise their proposals in the form of a report for the company’s board of directors.◎ Get Ss to look at the rubric for the Writing task and deal with any questions they may have.◎ Brainstorm the information that should go in the proposal and put these points on the board. All this information has come up in the listening and main task.

◎ Ask Ss to look again at the writing tips for report writing； you

may also want to refer Ss to proposal writing if necessary.◎ Get Ss to write in pairs or individually, as this is a detailed proposal.◎ Get Ss to write the final proposal either as a class activity or for homework. This could probably be quite a long proposal if Ss include the background information, the CEO’s findings and the strategic plan for the company.◎ Alternatively, ask Ss to write a new mission statement for Hazel in pairs or small groups. Tell Ss that they need to make sure they reach a consensus on the vision for the company before they start writing. Refer Ss to the Writing file for this alternative writing task.

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Case 24 Improving the online experience

ObjectivesIn this case study, Audio Wire is a manufacturer of electronic equipment that wants to improve its online sales. It has hired the web design company, Online Experience, to analyse sales data, improve the website and overall sales of the earphones section, where they sell directly to consumers. Ss listen to a meeting with the team at Online Experience, analyse the website data, write up a proposal for redesigning the website and present their recommendations to the client company.

Tasks for Students

1. Work in groups. You work for the web design ：Dmpany, Online

Experience. Hold a meeting :D discuss the relaunch of Audio Wire’s website. How can it be more effective, and how can the business improve its online sales of audio electronics? Consider these points:

• analysis of the online customer experience ： usability,

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navigation, content and copy-writing• recommendations for more effective web design• analysis of sales data• recommendations for a more effective customer-experience strategy• delegation of tasks and deliverables for the project2. In groups, present a summary of your recommendations to Audio Wire and deal with any questions they may have.3. When you have given your presentation, listen to the other presentation(s) and ask your colleagues about their recommendation(s).4. Decide which group put forward the best proposal.

Background InformationCompany Audio Wire Incorporated

PurposeManufacturer and seller of professional microphones, earphones, etc.

Industry Audio electronicsBased in New York, USA

Task Improve sales of the earphones section of AudioWire.com

SolutionImprove its online business and website; increase conversion rates and overall sales by 100%

Consultants Online Experience, a web design company

Deliverables

required

Analysis of Audio Wire’s website usability ； analysis of online sales data (web metrics) ； recommendations for redesign.

Problems◎ As a lead-in to the task, get Ss to focus on the Online Experience web page. Ask Ss to read it quickly and ask them the following

questions：What's the name of the client company mentioned? (DTV Television Networks)What kind of an increase in sales conversion rates did they achieve for DTV? (50%)What kind of improvements do they usually achieve in sales conversion rates?

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◎ Remind Ss that Audio Wire has asked for a 100% increase in online sales and they are going to have to live up to their reputation of experienced web consultants in the following task.◎ Divide Ss in small groups of three or four. Explain that in this role-play they meet as members of the team at Online Experience to discuss improvements and recommendations for the relaunch of Audio Wire. Note that the client originally asked for improvements to the earphones section, but has now agreed to a relaunch of the site. Ask Ss to take notes on the different points to consider and deal with any questions Ss may have before they begin the task. You may also want to ask Ss to take on the three roles of the MD (Ed), the Online Sales Analyst (Larry) and the Designer and Copywriter (Kirstie).◎ Circulate and monitor, checking Ss are carrying out the task correctly. Make a note of any key language and expressions being used and common errors for correction on the board, including pronunciation, for later feedback.◎ Early finishers can try to correct the errors on the board, or summarise their recommendations for improvements.◎ Bring the class to order. Quickly summarise some of the best ideas that were mentioned and go on to the next task.◎ Ss continue working in the same groups as in Task 1.◎ Ask them to review their recommendations and prepare to present them in the form of a summary. Explain that they will now present their recommendations for Audio Wire management. Ss should divide the presentation into equal parts between them and anticipate any questions they may be asked. Make sure Ss have sufficient preparation time at this stage so that they can carry out the task successfully.◎ Ss give their group presentations. Get other Ss to ask questions at the end of each presentation. Make a note of useful language being used for summarising presentations and dealing with questions, and five or six points for correction, including pronunciation, for later feedback.◎ Alternatively, if short of time, or Ss are not willing to give presentations, ask Ss to compare their recommendations for Audio Wire with another group.

Brainstorming and decision-makingPossible solutions: Problems with Audio Wire.comBad sales-conversion rates, very few users are returning to

purchase； high shopping-cart abandonment rates (49%); problems

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with the checkout process, which is too long and requires

registration； confusing navigation； content and design - images

too large; not enough information about the products.Recommendations

Redesign and relaunch the website ： Audio Wire needs a single

functional web page to view all their product selections, pricing, delivery and payment information.Make images smaller. Rewrite copy for the web page.Deliverables1 A file showing screenshots of the current site and their recommendations. They recommend improving navigation and content for every page in the buying process, from the earphones home page through to checkout.2 Rewrite the copy/web text with exact wording for one of Audio Wire’s products in the earphones range.

Feedback◎ When Ss have finished, bring the whole class together.◎ Ask one or two groups to say what happened in their groups and whether they think their recommendations will result in 100% improvement in online sales for Audio Wire.◎ Praise the strong language points and work on five or six points that need improvement, especially in relation to language used for presentations and the Q&A. Make sure you highlight some of the Ss best ideas and praise those Ss who gave effective presentations or asked/dealt with questions appropriately.

Assignment for studentsWritingWrite up a brief proposal of the recommenda-tions for your client, Audio Wire Incorporated. Include the following information:• executive summary (background to the project)• key findings• recommendations for redesign• description of deliverables, e.g. relaunch of website

◎ Get Ss to look at the rubric for the Writing task and deal with any questions they have.◎ Brainstorm the information that should go in the proposal and put these points on the board. All this information has come up in the listening and role-plays in Tasks 1 and 2.◎ Get Ss to write in pairs or individually, and look again at the

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section on proposal writing of the Course Book, as well as the section on report writing in the Writing file.

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Case 25 Copisistem: the next step

ObjectivesIn this case study, Ss look at Copisistem, a DVD copying and printing company, and try to resolve a number of problems and constraints in order to manage the company's strong growth.

Tasks for Students

1. Work in pairs. You are the owners of Copisistem； you decide to

investigate venture capital firms.2. You now try to find a solution to Copisistem’s problems.a. Brainstorm your options for dealing with your order book for this year and devise a plan.b. Decide which options for raising finance you want to pursue and what you are prepared to negotiate on.c. Decide what your strategy should be for getting the most out of your expensive equipment before its value depreciates.d. Decide who you need to recruit to your management team to help with the expansion of your business and a possible move into other European markets.

Background InformationCompany/organisation CopisistemIndustry DVD copying and printingBased in Valencia, SpainStarted ten years ago

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Owners Doug Halliwell and Jose Ramon Garda

First clients and ordersWildlife documentaries for a major publisher and DVDs for a national newspaper.

Initial problem Turnover was low as few people had DVD players.

Initial successGood margins and managed to capture some of the biggest clients in the country.

Problems◎ As a lead-in to the case study, ask Ss whether they would like to run their own business and, if so, who they would like to run it with.◎ Put the following table on the board. Write the following headings from the left-hand column of the table. Get Ss to study the background information in the Course Book and to complete the right-hand column.◎ Get Ss to read the e-mail, the Post-it note and the problems facing the company. Deal with any questions.◎ Get Ss to discuss their initial reactions to the problem in pairs.Taski◎ Put Ss into pairs. Tell Ss they have to read the information and summarise it for their partner. Deal with any questions as Ss read the texts.◎ Ss give their partners an oral summary of what they’ve read, referring back to the information briefly if they need help.◎ Ask Ss to discuss the pros and cons of Copisistem’s owners going to a venture capital firm for finance.◎ Divide Ss into small groups to discuss the issues.◎ Circulate and monitor, checking Ss are completing the task correctly. Make a note of good language and expressions being used and five or six common errors, including pronunciation, for later correction.

Brainstorming and decision-makingPossible solutions: Suggested answers◎ Assets have increased in value, which suggests that the company may have bought more data-duplication equipment and/or property. Note that this is a simplified description of the company’s financial position and depreciation has not been included.

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◎ Shareholder equity has also risen each year, suggesting that the owners have reinvested profits from the previous years in the company.◎ Although sales have almost tripled over the three-year period, profits have not risen by the same level. This suggests that while the volume of sales has increased, the company is working for lower prices. Clients are increasing the size of their orders, but also may be negotiating lower prices in return for repeat business and large orders. There may also be cashflow problems while the company awaits payment on big orders. The company is therefore working with very tight profit margins.◎ The strong sales growth obliges the company to have a lot of fixed costs (e.g. staff salaries, rent, energy bills) and assets (e.g. expensive machinery and stocks, which will be depreciating in value). All this leads one to suspect that although the company is doing very well, it will need external sources of revenue (e.g. bank loans) to help finance growth. This is a very common problem for new businesses which are successful.

StaffingStarted out with the two owners employing three people on production, two in dispatch, two in administration and jose Ram6n’s cousin Pilar doing accounts one morning a week.Now there are eight more operators, a chief technician, a couple of people now working on sales, and Pilar is now the full-time company accountant. There are also three more people working in the admin and customer service. TurnoverThree years ago, turnover was around six million euros. Last year, it was almost 16 million.Threats and competitionNow one of the leading companies in this sector, but there’s heavy competition from start-ups and companies that have switched from VHS duplication.Future plans◎ To expand, particularly into other European markets.◎ To be ready when something comes along to replace DVD.

Suggested answersThey can get much-needed investment money.The interest rate on the loan is higher than a bank loan.They could lose control of the company.The company would probably be floated on the stock market within three to seven years.

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Possible solutions to consider1 Subcontract some of the work to cope with demand.2 Apply to venture capital firms for more finance and try to negotiate on interest rates, ownership and control issues.3 Run the expensive machinery for more hours so that they recoup their investment before this asset depreciates in value and even becomes obsolete as another technology replaces DVD.4 Appoint a Sales Director with experience of other European markets.

Feedback◎ When Ss have finished the task, bring the whole class together.◎ Praise the strong language points and work on five or six points that need improvement.◎ To round off the activity, ask one or two groups to say what decisions they came to. Also highlight some of the Ss, best ideas.◎ Ask Ss what they think will replace DVD and how soon. Ss might like to investigate this topic on the internet to see what companies like Sony are researching at the moment.

Assignment for studentsWritingWrite a job advert for a new position in your company. Checklist• job title• employer and location• description of business, market position and aims• indication of where the role is in the structure• outline of job role and purpose (expressed in the second-person: you, your, etc.)• indication of scale, size, responsibility, timescale and territory of role• outline of ideal candidate profile, qualifications and experience required (expressed in second person)• salary or salary guide• application instructions• contact details, for example, address, phone, fax, e-mail, etc.

◎ As a lead-in, ask Ss which publications and websites they would go to for job adverts if they were looking for work. You may also like to bring in examples of job adverts in English from the press or get Ss to look at adverts on the Internet.◎ Get Ss to look at the rubric for the writing task and read the checklist. Deal with any questions they may have.

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◎ Brainstorm the type of jobs that Copisistem might need to advertise (e.g. Sales Director, Marketing Director, Human Resources Manager).◎ Get Ss to work in pairs or individually to write their advertisements.◎ Circulate and monitor, checking Ss are completing the task correctly and helping where necessary.◎ Get Ss to read each others’ adverts and say which job they would most like to apply for and why.

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Case 26 Leatty Shanghai: A construction

project

ObjectivesIn this case study, a Canadian developer has a major construction project inShanghai. The team is multinational and based in three continents. A new project manager has to deal with delays and cost overrun.

Tasks for StudentsWork in pairs. You are the project manager and the project sponsor. Hold a meeting to discuss the problems and devise a strategy to rescue the project.1 What can be done to improve the information exchange and co-ordination of tasks?2 What needs to be done to improve communication, team morale and working practices?3 How can you create a safe atmosphere in the project so that team members will talk openly about problems and risks?4 What lessons can be learnt from the first phase of the project which should be applied to the second and third phases?

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Background InformationProject developer/client LeattyIndustry Property developmentBased in CanadaLocation of project Shanghai, China

Project descriptionthree-phase housing development with shops and leisure centre

Location of team membersArchitects in Germany, structural engineers and building contractors in China.

Problems at nine-month stage of project

16% over budget, two months behind schedule

Why a new project manager (PM) has been appointed

to rescue the troubled project

ProblemsReport◎ Ask Ss to look at the milestones set at the start of the project on CB page 112. Deal with any questions.◎ Ask Ss to predict why a building project might be two months behind schedule. Don’t reject any ideas at this brainstorming stage.◎ Tell Ss to read the report about the delays on CB page 113 to see if any of their predictions were correct and to find out what caused the delays.Task◎ Divide the Ss into small groups of three or four. Get Ss to look at the task and deal with any questions Ss may have before they begin.◎ Ask Ss who they think the project sponsor would be in this case (i.e. someone in a senior management position in Leatty, the property development firm, but not the PIVTs immediate line manager. The PM works for the main building contractor overseeing the project in China).◎ Circulate and monitor, checking Ss are carrying out the task correctly. Make a note of any useful language being used and common errors for correction, including pronunciation, for later feedback.

Brainstorming and decision-makingPossible solutions: Suggested answers◎ The developers wanted the designs changed, and the architects took three weeks to do this.

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◎ There was delayed road access to the site for some equipment.◎ A building sub-contractor couldn’t start on time because they had financial problems and they were delayed on another project.◎ Delivery of steel had to be delayed as there was nowhere to store it. The cost of steel subsequently went up.◎ A heatwave meant it wasn’t possible to work the around the clock in the summer.

The developers◎ Not everyone knows how to use the Internet-based application correctly. But some people are not familiar with the software.◎ It’s causing problems with communication. Some people in Germany and China are using e-mail, telephone and paper-based systems instead. It’s therefore difficult to keep track and work is duplicated or missed.◎ The developer wants people to be more task-driven and deadline-oriented, but contractors and consultants in China and Germany focus on maintaining a very high quality. The developer wants a ‘good enough’ approach.The architects◎ There’s no face-to-face communication, and it’s more difficult to exchange information and solve problems. No sense of working towards a common goal. More telecon meetings would help for status and progress reports.◎ Not enough time allocated for quality design and revisions to the plans.The building contractor◎ Time differences make teleconferences difficult. The meeting times are set at the Canadian team’s convenience. Everyone in China is tired when meetings are held.◎ Contractor doesn’t like speaking at telecon meetings and feels he’s confronting the client by discussing delays in the schedule. This causes misunderstandings.The structural engineers◎ The feedback from the client is negative. They have achieved a lot in nine months,◎ The engineering team is working 6o-hour weeks. There’s no time to enjoy their work as the work schedules are unrealistic and aggressive. There’s a danger of burn-out.◎ There’s no clear idea when this phase of the project will be finished.

Feedback◎ When most of the groups have wound down their discussions,

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bring the class together.◎ Praise any examples of good use of language and ask Ss to provide corrections to the common errors wherever possible.◎ Go through each of the points quickly with the whole class. Ask one or two groups for their solutions and ask the other groups if they had any different solutions. Ask Ss to decide what the best solutions were.◎ To round off the activity, summarise the discussion, highlighting some of the Ss best ideas.

Assignment for studentsWritingWrite a short assessment report of your main findings and a list of action items for the sponsor, team members and other project stakeholders. Include the following information:• Background of project• Reasons for this review• Key findings• Recommendations• Immediate action plans

◎ Get Ss to look at the rubric for the Writing task and deal with any questions they may have. Brainstorm the information that should go in the report and put these points on the board.◎ Ask Ss to look again at the report about delays and to note features such as the structure (e.g. headings and sub-headings) and language used (e.g. passive forms, no contractions, linkers). Also get Ss to look at the model report of the Writing file.◎ Get Ss to write in pairs or individually to produce the report.

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