Market+Leader+Intermediate+3rd+edition+SB

AUDIO SCRIPTSEEEEThat's good news. So how much money is needed to put it 011 themarket, and what's the timescale?Well, that's the problem. It'll cost about 100 million dollars to developthe e1mg, and it'll probably take 10 years or so to bring it to the market.M.mm, that's a lot of money to invest. Is it worth it?Well, that's the question. Should we spend that amount on a drugwhich will certainly help our image but may not make LIS muchmoney? I mean, most of the people suffering from the disease probablywon't have enough money to pay a realistic price fo r the drug.1 sec. So the question is ... should we spend time, money andresources on a drug which may not make us much money? orcourse, we'll probably get some financial help in the beginning - asubsidy of some kind - but de\ 'eloping the drug is bound to require ahuge investment on our part.Yes, that's the problem. And remember, we're not a charity. -nlebottom line is, we're in business to make money.Exactly. Anyway, we'll be hearing more about this one, because ( seeit's the first item on the agenda for next week's management meeting.Let's sec what the others have to say about it.UNIT 11 LEADERSHIPC02 TRACK 32 (I = INTERVIEWER, EJ = ELIZABETH JACKSON)I What arc the qualities of a good business leader?EJ I'm going to highlight five, um, areas which I think arc important,and I don't think that they are as complicated as many peoplebelieve. 'TI,e first that I would highlight is, crill, a sense of direction.A business leader needs to kn ow where they're planning to go to andhow they're planning to get there. The second point I would wantto highlight is courage. Vou need to have the courage to understand,um, when to make the right decision and how to, to push yourselfforward - otherwise indecisiveness floods in.Thirdly, communication, um, because without that, you have no abilityto take people with you, um, and there's no point at all in plotting acourse, arriving there and finding that you've left the troops behind.The next point that I would highlight is respect. The communicationwith the people that you are, Ulll, working with and the respect thatyou have, whether those arc people within the top level of individualsor indeed other people lower down within the organisation, is veryimportant in order to take people with you and to carry everythingthrough.The last point that I would highlight is emotional intelligence,and that's the sensitivity that you have with the people aroundyou. So that you arc able to, um, understand where they arc in theorganisation, how they behave in the way that they do within theorganisation, and yet have the, lim, the coldness of head to be able tobring the shutters down if you need to.C02 TRACK 33 (I = INTERVIEWER, EJ = ELIZABETH JACKSON)I Do YOll think great business leaders arc born or made?EIWe ll, there's a, um, ... It's a very big question, that. Er, there is plenty ofevidence to suggest that there arc natural born leaders in life. And yetequally, there is, UIll, there's a lot of evidence to suggest that one can learna great number of those skills. What [ would say is that, when um, you'recompeting a!,rainst a natural born leader, the person who has acquiredthe skills will, [ think, fail every time. And the things that a natural bornleader possesses, con, are things like charisma, intelligence, the ability toinfluence other people - those arc very difficult skills to learn. VIll, and Ithink it's perhaps interesting as an anecdote to say that I believe 20 of thefirst 23 astronauts in America were all first born. Now, it may be a hugecoincidence, but Iny, um, sense is that it probably isn't a coincidenceand there is something about natural born leaders which, as I sa}) can belearnt from, and people can improve their skill set, but they're unlikely tocompete and win against them.C02 TRACK 34 (I = INTERVIEWER, EJ = ELIZABETH JACKSON)I Which leaders have impressed or influenced you, and why?EJ 111e first of them is, is actually my husband. I've been privileged, tim, toshare a business life alongside a home life, and my husband is a few yearsolder than me and therefore has paved the way if you like, um, in terms ofhis business successes. But what I've seen in him is, um, is a tremendoustenacit)) and the ability to fight like a cornered rat when he needs to, andthat's, that's really rare and very, very powerful when YOll sec it.Um, I also sec in him the ability to, um, to strike a chord with people,just by walking in the room. He possesses, um, a level of naturalleadership and, ;lIld power, if you like. He also has an innate abilityfor inspired thinking, he works ahead of the pack, um, and I've learnta lot from that, so I probably am not a natural born leader, but Ihave learnt an awful lot of skills from the likes of the individuals I'vcworked with, particularly my husband. And his strategic thinkingand being able to work outside the box, I think, has been ver}', verypowerful.CD2TRACK 35Good morning, cveryone, thanks for coming to my presentation.know you're all very bus}', so I'll be as brief as possible, OK, then,"m going to talk about our new range of rackets, which we're sellingunder the brand name Excel. I'll tell you about the test launch wecarried out in Croatia a few weeks ago.I'm going to divide Illy presentation into fo m parts. First, I'll giveyou some background to the launch. After that, I'll teU you howthings went dming the launch. Next, I'll assess its effectiveness,Finally, I'll outline our fu ture plans for the product. I'U be glad toallswer any questions at the end of my talk.Right, let's start with some background about the launch. As youknow, it's taken almost two years to develop the Excel range. lllerackets are targeted at enthusiastic amateur players, and thanksto some technical innovations, Excel rackets give a player greatcontrol over their shots and more power, So, everyone who usesthe racket should immediately improve their game, ll,e racketswere thoroughly tested in focus groups, and modifications weremade to their design and appearance. OK, everyone? Ves, ivlanfred,you have a question .So, that's the background. Right, let's move on to the test launch,How successful was it? Well, in two words, highly successful. \,Vethink the racket will be a winner. If you look at the graph, you'llsec the racket's actual sales compared with forecast sales. QU ite adi fference, isn't there? 'rhe sales were 20% higher than we predicted- in other words, a really impressive result. \'Vell above all ourexpectations. llle results show that we got the pricing right. And itsuggests the Excel range will make a big impact nationwide.To sum up, a very promising test launch, I believe the new range ofrackets has tremendous potential in the market. Right, where dowe go fro m here? ObViously, we'll move on to stage two and have amultimedia advertiSing and marketing campaign. In a few months'time, you'll be visiting ollr customers and taking a lot of orders, Ihope, for the new rackets.'Nell, that's ali i ha\'e to say. lhank you for listening. Arc there an}'questions?UNIT 12 COMPETITIONC02 TRACK 36 (I = INTERVIEWER, RT = RORY TAYLOR)Can you tell us about the work of tbe Competition Commission?RT llle Competition Commission is a public body which carries outinvestigations into particular mergers and markets in the UK, as wellas other matters related to what they call the regulated industries,errn, sllch as, er, water and energy and the communications sector.One of Ollr most high·profile investigations at the moment is ailewe're carrying oul into the ownership of airports in the UnitedKingdom. Currently, seven of the UK airports are owned by acompany called BAA - that's the British Airports Authority. UIll,we've been asked to look into that, their ownership of those airportsand whether that ownership structure is in the interests of consulllersor whether, er, an injection of greater competition, er, would benefitthe users of those airports.C02 TRACK 37 (I = INTERVIEWER, RT = RORYTAYlOR)I In some business sectors, there may be very few competitors. Howcan you ensure fairness in such cases?RT [t's actually a matter of not so many, not so much looking at thenumber of competitors or providers in a particular market so muchas looking at the dynamicS of that market. It's equally possible forwhat you could describe as a concentrated market - one with, say,just three or four major suppliers or proViders - um} to be verycompetitive, but equally so, you can have a market with the samelevel of concenlration, the same number of players, erm, which isrelatively static. lllere's little competition going on between theplayers, customers aren't switching, and the companies concemedaren't reacting with each other in, in the way that you'd like to in acompetitive market.164scanned for Paul Jennings