- •1.1 Read and translate the text:
- •1.13 Read and translate the text:
- •4.1 Read and translate the text:
- •5.1 Read and translate the text:
- •6.1 Read and translate the text:
- •6.8 Read and translate the text.
- •7.1 Read and translate the text:
- •8.1 Read and translate the text:
- •9.1 Read and translate the text:
- •10.1 Read and translate the text:
- •11.1 Read and translate the text:
- •11.12 Read and translate the text.
THE HISTORY OF THE COMPANY
managing director директор-распорядитель
sales manager 1. коммерческий директор
2. заведующий отделом сбыта
production manager руководитель производства
board meeting совет директоров
catalogue каталог
chairman председатель
workshop цех
to run a business руководить делом
profit прибыль
profitable прибыльный, рентабельный
profitability прибыльность, рентабельность
competition конкуренция
competitor, rival конкурент
competitiveness конкурентоспособность
0.1 Read and translate the text:
The company of Harper & Grant Ltd. was started forty-two years ago by
Ambrose Harper and Wingate Grant. Wingate Grant died many years ago, and
his son Hector, who is in his fifties (aged between fifty and sixty) is
the present Managing Director. Ambrose Harper is the Chairman. He is now
an old man, semi-retired, but he still comes in to the office regularly
to attend the board meetings and keep an eye on the business.
The company started by making steel wastepaper bins for offices. With
the increase in smoking, these were considered much safer than the old
type of basket made of cane or straw, because there was less likelihood
of fire (but, strangely, we still continue to use the expression
'wastepaper basket', as well as 'bin'). Old Mr. Grant, the present
Managing Director's father, put the business on its feet when he
captured a big contract to supply government offices with steel
wastepaper bins. He always said that luck, or happy coincidence, turned
a business into success or failure. He was rather like Napoleon, who
always asked if an officer was lucky before giving him a higher command.
Mr. Grant Senior used to tell the story that, in the week before he
landed his contract, a cane wastepaper basket had caught fire in a
government department, the fire had spread rapidly and destroyed a
number of irreplaceable documents. From wastepaper bins, Harper & Grant
began to manufacture other items of office equipment: desks, chairs,
cupboards, filing cabinets and smaller objects, such as filing trays,
stapling machines and so on, until now when there are fifty-six
different items listed in their catalogue. Today, nearly all the items
produced by this company are made of pressed steel. The steel arrives in
sheets from a steel works in South Wales. It is then cut by machinery
into the required pieces; these pieces are then pressed into shape and
fixed together by welding (joining two metal parts by heating so that
the metals flow together), or by drilling holes in the metal and
securing the two pieces with a bolt or a rivet.
The factory consists of workshops where the actual making of a desk or
filing cabinet is done. These are divided into the Tool Room, Works
Stores, Press Shop, Machine Shops, Assembly Shop, Paint Shop,
Inspection, Packing and Dispatch Departments. There is also the
Warehouse where finished articles are stored pending, waiting for, sale.
The firm has a history of slow, steady growth. Hector Grant firmly
believes that he knows the best way to run a business. However, his
nephew Peter Wiles (son of Mr. Grant's sister), who joined the company
six years ago and is Production Manager, and John Martin, appointed two
years ago to be Sales Manager, are more adventurous. They want to treble
Harper & Grant's business over the next few years and are certain that,
with modern business techniques and increased exports, they can achieve
this.
Modernizing a business to increase its profitability and competitiveness
is a complicated affair. It requires a management team which is aware of
such aids and tools of efficiency as electronic data processing, O.R.
(Operational Research, which is the application of mathematical
techniques to the study of problems in a business), D.C.F. (Discounted
Cash Flow, which is a method of calculating the profitability of new
plant and machinery), budgetary control (these are plans of future
expenditure on labour, materials, etc., later compared with actual
expenditure to evaluate and control policy), corporate planning (this is
integrating the three basic functions of a business - finance,
production and distribution - in planning future company objectives),
P.E.R.T. (Project Evaluation and Review Technique, which is a system
used in planning and controlling a project by making a diagram showing
the actions and timing needed to complete the independent parts),
automation, etc. We shall be dealing with some of these words and
expressions as the series goes along. Business management is a rapidly
developing science (some call it an art), and new techniques and words,
very often of American origin, are used more and more in every day
business conversation.
A small business cannot possibly afford to have on its staff experts in
every modern management technique. It usually hires expert advice from
outside consultants and bureaux. On the other hand, it is important
that members of a firm's management are aware of the more sophisticated
techniques they might call on to solve particular problems. Inevitably
while this changeover from the old way to the new is taking place, there
are often difficulties and conflict. But Harper & Grant Ltd., like their
rivals, must get right up-to-date and enlarge their business, or they
will be outpaced by a firm whose business organization is better than
their own.
0.2 Fill in gaps in the sentences:
1. The company of Harper & Grant Ltd. was ... forty-two years ago. 2.
Ambrose Harper still comes in to the office to attend the ... meetings
and ... an eye on the business. 3. Old Mr.Grant put the business ...
when he ... a big contract to supply government offices with steel
wastepaper bins. 4. Luck turns a business into a success or ... . 5. The
fire destroyed a number of ... documents. 6. Harper & Grant began to ...
other ... of office equipment. 7. There are fifty-six different items
... in their catalogue. 8. There is also the Warehouse where finished
articles are ... waiting for ... . 6. Hector Grant firmly believes that
he knows the best way to ... a business. 7. Peter Wiles ... the company
six years ago. 8. Modernizing a business to increase its ... and ... is
a complicated affair. 9. A small business usually ... expert advice from
outside consultants and bureaux. 10. Harper & Grant Ltd., like their
..., must get right up-to-date.
0.3 Study the text about another company:
THE HISTORY OF THE NISSAN MOTOR COMPANY
1925 Three small motor companies merge to form the Dat Jidosha
Seizo Company.
1932 The company produces the first Datsun car.
1934 The owners rename the company "The Nissan Motor Company LTD".
1935 Nissan opens the Yokohama plant.
1936 Nissan introduces mass production methods.
1938 Nissan stops producing passenger cars and concentrates on
lorry manufacture.
1947 After World War II, Nissan begins car production again.
1958 A Datsun 210 wins the Australian Rally.
1966 Nissan sets up its first foreign manufacturing operation in
Mexico.
1980 The National Space Development Agency of Japan send a rocket
into space, with solid-fuel rocket boosters designed and produced by
Nissan.
1981 Nissan makes an agreement with Volkswagen to produce the
Santana in Japan.
1992, 1993, 1994 In the UK, Nissan earns a Queens Award for export
Achievement for three years running.
0.4 Choose the correct verbs to complete the passage. Remember to use
the Past Simple tense.
1. be, sell, establish, grow, import, have
2. find, decide, begin, become
3. achieve, be able to, have to, supply
4. be, be, win, set up, launch, start
THE HISTORY OF NISSAN IN THE UK
1. Nissan ... a small trading company in 1969. It ... cars from Japan
and ... them in the UK. The company only ... 0.2% of the market in 1970
but it ... fast. By 1974 it ... the UK's leading car importer. 2. When
the UK ... a major export market, Nissan ... to build an assembly plant.
After a long search it ... a suitable site in Tyne and Wear. Cars ...
rolling off the production line in 1986. 3. At first, the plant ...
limit production because of the JAMA import restriction agreement. But
by 1988 UK companies ... the majority of components and Nissan ... the
target of 60% local content. The plant ... increase production. 4. In
1991 Nissan ... a new distribution company and it ... operations in
January 1992 with a network of 150 dealers. By the end of the year there
... 267. Nissan ... the Micra (March) in 1993 and it ... the European
Car of the Year Award. It ... the first Japanese-badged car ever to win.
0.5 Study this organization.
HUMAN RESOURCES PRODUCTION MARKETING FINANCE
Training Production Marketing Buying
Personnel Packaging Sales Customer
Accounts
Wages and Distribution After-Sales
Salaries Service Financial
Quality Services
Advertising
Maintenance
Which department:
1. puts the products in boxes and crates?
2. places ads in magazines?
3. pays the staff?
4. purchases supplies?
5. sells the products to customers?
6. plans how to sell new products?
7. services the machines and equipment?
8. arranges courses for the staff?
9. recruits new employees?
10. manufactures the products?
11. invoices customers?
12. looks after customers' problems and complaints?
13. dispatches the products and sends them to customers?
14. organizes control systems to prevent mistakes?
15. deals with taxation, investment and cash management?
0.6 Translate the sentences:
1. В этой сфере много конкурентов. 2. Они намерены на протяжении двух
лет втрое увеличить производство. 3. Месяц назад его назначили
коммерческим директором. 4. В нашем каталоге значится пятьсот
наименований продукции. 5. Эта компания была организована около года
назад. 6. Нам удалось получить очень выгодный контракт на поставку
компьютеров в Министерство обороны. 7. Он присутствует на каждом
заседании Совета директоров. 8. Эта компания начала производить офисную
мебель год назад и получает высокую прибыль. 9. Вы должны разбираться в
современных методах управления. 10. Наша конкурентоспособность
стремительно растет. 11. Он поступил на работу в эту фирму неделю назад.
12. Он уже наполовину отошел от дел, однако считает своим долгом
приглядывать за тем, как мы работаем. 13. Мой шеф уверен, что лучше всех
знает, как управлять компанией. 14. Мы не можем позволить себе иметь в
штате таких высокооплачиваемых экспертов, поэтому мы наймем консультанта
на два ближайших месяца. 15. Необходимо расширить дело, иначе нас
неизбежно обгонят конкуренты.
0.7 Imagine that you are the head of a manufacturing business. Think
over the problem and make a story, answering the following questions:
* When was your business started?
* What is its name?
* Who was at the head of the firm at first?
* What kind of goods did the firm manufacture?
* Was it highly profitable from the start?
* Did it have to change the line of business?
* How many employees were there at first?
* What is the number of the staff now?
* What departments does your firm consist of?
* How many items are listed in your catalogue?
* Is the competition tough in your field of business?
* What is the perspective of your business?
0.8 Translate the article:
ПРИВИЛЕГИЯ - СПАТЬ НА РАБОТЕ
Заснуть на работе считается по меньшей мере плохим признаком, если,
конечно, вы не начальник.
"Когда я возвращаюсь после обеденного перерыва, часа в три, то
очень часто раздвигаю кресло и позволяю себе поспать минут 40", -
говорит Лорд Хансен, генеральный директор мультимиллионной
бизнес-империи, который прекрасно восстанавливает свои силы ко второй
половине дня после утренних дел. По его словам, он чувствует себя
прекрасно отдохнувшим, полным сил и энергии. Вообще это полезно для
здоровья, и он старается использовать эту возможность.
Дневной сон компенсирует недостаток сна и позволяет улучшить
работоспособность. (efficiency)
Это увлечение сном в рабочее время уже становится своеобразной
индустрией. Калифорнийский консультант по стрессам Майк Пирс утверждает,
что если вы хотите добиться желаемого результата, то необходимо
следовать трем основным правилам:
"Во-первых, необходимо удобно сидеть в мягком "лотосовом" кресле,
которое специально разработано в нашем центре. Второй компонент - это
специальная повязка для глаз. И, наконец, последнее условие -
аудиокассета, которую называют "музыкой снов". Главное - расслабиться, и
тогда ваши глаза закроются сами, уводя в мир ваших сновидений."
Конечно, это не подходит для каждого и зависит от профессии.
Например, финансовый эксперт Мэтью Форш не думает, что это возможно в
его случае: "Биржевые (exchange) цены изменяются с каждой минутой, и,
заснув миллионером, через полчаса вы рискуете проснуться абсолютным
банкротом." (bankrupt)
UNIT 1
NEW MARKETS ARE VITAL
open up a new market открыть новый рынок сбыта
income per capita доход на душу населения
foreign market внешний рынок
domestic market внутренний рынок
expense, expenditure расход, трата
delivery dates сроки поставки
duty таможенная пошлина, налог, сбор
Board of Trade министерство торговли (Великобритании)
shipping facilities возможности транспортировки
trans-ship перегружать (с одного корабля на другой)
red tape бюрократическая волокита
import licence разрешение на ввоз товара в страну
agent агент
comission комиссионные
channels of distribution способы доставки товаров покупателям
field survey исследование (рынка) на месте
desk survey исследование (рынка), сделанное с помощью имеющейся
статистической информации
Other useful terms:
dock dues плата за стоянку (судна) в доке
filing cabinets ящики или стеллажи для хранения документов
port rates портовые сборы
retailer розничный торговец
wholesaler оптовый торговец
1.1 Read and translate the text:
In this episode, the Managing Director, Hector Grant, has to make a
decision about allowing his young Sales Manager John Martin, to go on an
expensive fact-finding tour of a country in Africa called Abraca.
First we hear John Martin discussing with Peter Wiles, the Production
Manager, an article he has just read in The Times newspaper about the
recent discovery of oil in Abraca. He thinks that the firm should find
out whether it would be possible to export to Abraca, and in particular
to the capital city, Djemsa, where a lot of new government offices are
shortly to be built. He wants to go there at once and try to open up a
new market. Hector Grant (or H.G. as his staff generally call him, using
his initials) remembers a disastrous attempt a few months ago to export
to a country in South America when the firm lost a lot of money. He is
inclined to be cautious, a bit worried about the difficulties involved,
and the expense. So we discover some of he points which have to be
considered by a firm wishing to export.
1.2 Listen to the dialogue.
(In Peter Wiles's office)
JOHN Hello, Peter! Have you seen the article in The Times this
MARTIN morning about Abraca? It says here that income per capita is
rising fast.
PETER I can't keep up with all these newly independent countries.
WILES Is Abraca the country that's just found a lot of oil?
JOHN That's the one. Apparently they're going to build a lot of
new offices in the capital, Djemsa, and I think it might be a
good market for our furniture and office equipment.
PETER Ah, the export market. Well, you know what H.G.'s views are
on that!
JOHN But we must export more, Peter. You really must try and help
me to convince Mr.Grant that we're crazy not to look for more
foreign business. Will you back me up?
PETER Yes, of course I will; but you know what the boss thinks
about exports. He thinks it's all a big waste of time and
money for very little profit. Anyway, I'll do what I can.
(In Hector Grant's office)
SECRETARY Mr. Martin to see you, Mr. Grant.
(ELIZABETH
CORBY)
HECTOR Oh, yes, ask him to come in, please, Elizabeth.
GRANT
JOHN Good morning, H.G.
GRANT Ah, John, I've been thinking about this scheme of yours to
sell our products to Abraca.
JOHN Oh, I'm glad.
GRANT Yes, it's all very well to say we should export more, but is
the expense worth it? Look what happened over our attempt to
break into that South American market.
JOHN That was because we had that labour trouble at the time and
we weren't able to meet our delivery dates. But we can't let
that one failure stop us from trying to break into a new
market.
GRANT You say Abracan imports are going to rise rapidly. Well,
let's have some figures. What are the difficulties? Who are
our likely competitors? What about tariffs?
JOHN There are tariffs on certain products, but the Board of
Trade assure me that our office equipment would not be liable
for duty.
GRANT What about shipping facilities? It seems there are few direct
sailings, and a lot of goods have to be trans-shipped via
Rotterdam. And then there's all this red tape involved in
getting an import licence.
JOHN Well, if I find an agent in Abraca to act for us we can get
him to sort out the import licence.
GRANT Have you considered what channels of distribution are needed
within the country?
JOHN I'll have to find out, but we might be able to sell direct to
government departments and oil companies. Maybe we should
have a field survey to find out exactly how the firms in
Abraca prefer to buy their products.
GRANT Field surveys are too expensive.
JOHN Oh, I don't agree, Mr. Grant. As you see from my preliminary
desk research, Abraca is a young, rich, expanding country.
I'm convinced that we can work up a big demand for our goods
there.
GRANT I'm sorry, John. On balance, I don't think it's quite the
right time for this probe. I don't want the expense of
sending you out there. You've got plenty to do in the home
market.
JOHN But surely we ought to go ahead now. Why wait and let
somebody else get there first? We can't live on our old
markets for ever!
GRANT Let's say we have a different way of looking at things.
JOHN I'm sorry, Mr. Grant, but I do feel strongly about this. If
this is really your policy, then I must think about leaving
the firm.
GRANT You're being very foolish, John.
JOHN Perhaps I am. But as our opinions differ so much about the
future of the firm, perhaps I'd better go somewhere a little
more forward-looking. I'm sorry, H.G.
(In John Martin's office)
PETER Good morning, John. Where were you yesterday afternoon? I
tried to contact you all over the place.
JOHN I went out for a long drive to cool my temper a bit.
PETER Oh? What happened?
JOHN You know H.G. decided not to let me go to Abraca.
PETER Oh no! I thought he'd be bound to agree. I'd have said that
particular market was wide open.
JOHN That's what I think. Anyway, I just suddenly got fed up with
H.G.'s old-fashioned outlook and I resigned.
PETER Did he accept your resignation?
JOHN I didn't give him much chance. I was so angry I just walked
out of his office.
SECRETARY Excuse me, Mr. Martin, this letter has just come for you from
Mr. Grant's office.
PETER What is it, John?
JOHN Good Lord! It's a reservation for a first-class return flight
to Abraca!
1.3 Answer the questions:
1. Why does John Martin consider Abraca to be a good market?
2. What are Mr.Grant's views on the export market? Why?
3. What are those of John's?
4. Why did the attempt to break into the South American market end
in failure?
5. Does John know exactly who are Harper & Grant's likely
competitors in Abraca?
6. What is known about shipping facilities?
7. Why does Mr.Grant object to the idea of a field survey?
8. Does Mr.Grant accept John's resignation?
9. What is enclosed in the letter that comes from Mr.Grant's
office?
1.4 What do we call...
* a booklet containing information about a firm's products?
* the man who is responsible for running a company?
* research carried out on a possible new trading area?
* a meeting of directors who run a company?
1.5 Find definitions for the terms:
channels of distribution, wholesaler, tariff, import licence,
trans-shipped, board meeting, agent, field survey, dock dues
a. an import tax charged or levied by the importing country
b. goods transferred from one ship to another because there is no direct
sailing from the home port to the port of destination
c. permission given by a government to bring goods into a country
d. one who acts for a person or business
e. different ways of getting the goods to the buyers
f. an investigation during which information is collected in the field
by means of interviews
g. a meeting of the Board of Directors, group of organizers in control
of a business
h. fees paid for the use of a dock
i. a dealer who operates between the manufacturer, or supplier, and the
retailer, usually in large quantities
1.6 Fill in gaps in the sentences:
1. John Martin will go on an expensive ... tour of Abraca. 2. A lot of
new government offices are ... to be built. 3. He wants to try to open
... a new market. 4. Hector Grant is worried about the difficulties
involved and the ... . 5. The article says that ... per capita is rising
fast. 6. It might be a good ... for our furniture and office equipment.
7. Will you back me ...? 8. H.G. thinks it's all a big ... of time and
money for very little ... . 9. Look what happened over our attempt to
... into that South American market. 10. We were not able to meet our
... dates.11. Who are our likely ...? 11. Our office equipment will not
be ... for duty. 12. What about ... facilities? And then there's all
this ... ... involved in getting an import licence. 13. We should have a
field ... to find out exactly how the firms in Abraca prefer to buy
their products. 14. As you see from my preliminary ..., Abraca is a
young, rich, expanding country. 15. On ..., I don't think it's quite the
right time for this probe. 16. I tried to ... you all over the place.
17. I just suddenly got fed ... with H.G.'s ... outlook. 18. Did he
accept your ...? 19. It's a reservation for a first-class ... flight to
Abraca.
1. Before sending goods to a foreign country you have to apply for ... .
2. Goods entering a foreign country may be... . 3. An agent working for
a company abroad receives a ... . 4. If you have promised to supply
goods by a certain date, you must do everything you can to ... .
1.7 Tell in your own words about John Martin and Hector Grant's clash of
opinions. Whom do you personally support and why?
1.8 The following are letters from Harper & Grant Ltd., with the name of
the firm, address, telephone number, telex number and telegraphic
address on the paper. If you are not using "headed" paper, but writing
as a private individual, put your address (address, NOT your name) on
the top right-hand side of the paper. The name and address of the person
or business you are writing to goes on the left-hand side.
------------------------------------------------------------------------
Great West Road Directors HARPER AND GRANT LIMITED
London W25 Ambrose Harper (Chairman)
Telephone 01-567 1112 Hector Grant (Managing)
Telex 80153 William Buckhurst FCA (Secretary)
Telegrams Harp LDN Margaret Wiles
The Commercial Attache,
British Embassy,
Avenue 30th March,
Djemsa, ABRACA. 8th July, 199...
Dear Sir,
Miss Crawshaw of the Export Services Branch, Board of Trade, asked
me to write to you direct.
My company specializes in making better quality office furniture
and equipment. I propose to visit Djemsa for about ten days in early
November to study on the spot ways of introducing our products to the
Abracan market. I understand there is no import duty. A check with the
customs has shown that little British equipment of this kind has ever
been sold to Abraca and I understand French and Dutch firms have been
the main suppliers.
Six copies of our catalogue are enclosed. If you can help me in
planning an itinerary and introduce me to possible buyers and agents
during my visit I should be most grateful.
Yours faithfully,
John Martin
Sales Manager
HARPER & GRANT LTD.
------------------------------------------------------------------------
Great West Road Directors HARPER AND GRANT LIMITED
London W25 Ambrose Harper (Chairman)
Telephone 01-567 1112 Hector Grant (Managing)
Telex 80153 William Buckhurst FCA (Secretary)
Telegrams Harp LDN Margaret Wiles
The Manager,
Date Palm Hotel,
Djemsa, ABRACA. 15th July, 199..
Dear Sir,
Our Sales Manager, Mr. John Martin, will be in Djemsa on business
for ten days. We would like to reserve for him a single room, with bath,
from 30th October to 9th November inclusive.
We would be glad if you would confirm this booking as soon as
possible.
Yours faithfully,
Sally Langley
Secretary to John Martin
HARPER & GRANT LTD.
------------------------------------------------------------------------
NB: The letters have not been sent yet, they have just been typed.
Why is it so?
1.9 Sometimes products do not sell well in a new market.
a. Suggest what went wrong in these cases.
1. Western companies had problems selling refrigerators in Japan
until they changed the design to make them quieter.
2. In Saudi Arabia, newspaper adverts for an airline showed an
attractive hostess serving champagne to happy passengers. A lot of
passengers cancelled their flight reservations.
3. An airline company called itself Emu, after the Australian bird.
But Australians did not want to use the airline.
4. A TV commercial for a cleaning product showed a little girl
cleaning up the mess her brother made. The commercial caused problems in
Canada.
5. Several European and American firms could not sell their
products in Dubai when they ran their advertising campaign in Arabic.
6. A soap powder ad had a picture of dirty clothes on the left, a
box of soap in the middle and clean clothes on the right. The soap did
not sell well in the Middle East.
7. A company had problems when it tried to introduce instant coffee
to the French market.
8. A toothpaste manufacturer could not sell its product in parts of
South-East Asia.
9. An American golf ball manufacturer launched its products in
Japan packed in boxes of four. It had to change the pack size.
10. A ladies' electric shaver sold well throughout Europe, but not
in Italy.
b. Here are the reasons for the problems, but they are in the wrong
order. Find the reason for each problem. How many did you get right?
* In Japanese the word for "four" sounds like the word for "death".
Things do not sell well packed in fours.
* People thought the commercial was too sexist and reinforced old
male/female stereotypes.
* Unveiled women do not mix with men in Saudi Arabia and alcohol is
illegal.
* 90% of the population came from Pakistan, India, Iran and
elsewhere, so Arabic was the wrong language.
* It seems Italian men prefer ladies' legs unshaven.
* The advertisers forgot that in this part of the world people
usually read from right to left.
* The people in this area did not want white teeth. They thought
darkly-stained teeth were beautiful, and they tried to blacken them.
* Japanese homes were small and sometimes walls were made of paper.
It was important for the refrigerators to be quiet.
* Making "real" coffee was an important part of the French way of
life. Instant coffee was too casual.
* The emu cannot fly.
1.10 Translate the article:
БЕНЗОКОЛОНКА ИЛИ ФРУКТОВЫЙ САД?
Французская нефтеперерабатывающая фирма "Тотала" уже в течение
полутора лет производит автомобильное топливо, которое в зависимости от
пожеланий заказчика может издавать аромат, к примеру, апельсинов и яблок
или роз и фиалок. Этого ей удалось добиться при содействии ведущих
парфюмеров страны. "Переароматизация" бензина не сказывается на его
цене.
1.11 You are the head of a business. Speak about some problems or a
complete failure in selling your goods. The following questions will
help:
* Was it an absolutely new product or did you try to break into a
new market?
* Did people have any prejudices against that kind of goods?
* Were there any problems with channels of distribution?
* Was the way of advertising to blame?
* May be the quality of the product was not high enough?
* Was the competitiveness of your product not adequate for that
kind of market?
* Could you overcome the difficulties and make profit?
* Did you lose a lot of money?
* Are you cautious now about new products and markets or are you
ready to risk again and again?
1.12 Translate the sentences:
1. Дела наши идут неважно; мы должны рассмотреть все возможности
улучшить нашу конкурентоспособность и принять наилучшее решение. 2. Он
склонен к чрезвычайной осторожности; в частности, он доверяет только
самым старым и обладающим хорошей репутацией банкам. 3. Как бы то ни
было, все это пустая трата времени, и мы не станем поддерживать Питера в
попытке прорваться на этот новый рынок. Нам хватает дел и на рынке
внутри страны. 4. Стоит ли этот результат ваших усилий? Я признаю, что
мы по-разному смотрим на вещи, однако есть совершенно объективные
статистические данные. 5. Если босс уволит Джона, я тоже подам в
отставку. Я сыт по горло его старомодными методами ведения дел. Пора
искать фирму, где администрация более дальновидна. 6. По зрелом
размышлении, я вынужден отказаться от ваших услуг. Вы - замечательный
эксперт, однако ваше жалованье не по карману нашей фирме. 7. Придется
нанять специального агента, который будет разбираться со всеми этими
проблемами. Я же не собираюсь тратить собственное время на
бюрократическую волокиту. 8. Боюсь, возможности морских перевозок не так
хороши, как нам бы хотелось. Прямых рейсов нет, и товары придется
перегружать с корабля на корабль в Лондоне. 9. Жизненно необходимо найти
новые каналы сбыта, иначе конкурирующие фирмы оставят нас позади. 10. Я
сделал кое-какие предварительные расчеты. Даже если доход на душу
населения в ближайшем будущем возрастет, спрос на наши товары не
увеличится. 11. К сожалению, сейчас я не могу сказать вам ничего
определенного; если позволите, я свяжусь с вами через два дня. 12. Что
ты кричишь? Остынь. В конце концов, мы уже несколько раз не смогли
соблюсти сроки поставки, а наши партнеры до сих пор терпят и не
разорвали (terminate) контракт. 13. Мы должны обсудить все вероятные
трудности. Не так-то легко двигаться вперед в нынешней сложной
обстановке на рынке. 14. Этот ужасный контракт привел нас к катастрофе.