Click on a question to see the answer.
He says he has been â€œthinking aboutâ€ their companies, and if she is still open to the idea he “was wondering” if they could “get together to talk briefly about some other possibilities.” Overall, the tone of Peterâ€™s suggestion is positive and the content is not too specific. At this point, he is just trying to get Maxine interested.
Peter identifies price as the main stumbling block to a deal.
Peter describes how the overall market tendency is towards increasing consolidation of companies. He is saying that small companies like his and Maxine’s must merge to have a chance to survive in the new market.
Peter’s key insight is that if Maxine values her own company so highly, she will probably value his company highly as well. Since his ultimate goal is to sell out his business for a handsome profit, he may be able to achieve that goal now by selling his company to Maxine. In other words, he thinks outside the box to reverse the roles of buyer and seller in the negotiation.
Paul means that he will probably be able to give Tony more business in the future. He is using this as a negotiating tactic to get a better discount.
Tony suggests Paul combine his current order with an order for a future project. This will increase the overall quantity of Tonyâ€™s order, and thus will allow Tony to increase Tonyâ€™s quantity discount.
When Tony says to Tony, â€œYou drive a hard bargain!â€ he means that Paul is a tough negotiator â€“ for example, Paul has not only asked for a large quantity discount, but also for a prompt payment discount. (Tony also perhaps intends to signal to Paul that he is getting a good deal.)
Catherine says, “Just bear with me a sec while I pull that up on my screen” to let Bill know she’s searching for information on his order.
We do not know the actual location of the second part of the shipment except that it is “in transit,” that is, the goods are still being transported to Bancroft’s distribution hub in Phoenix.
Catherine suggests to Bill that future shipments could be “consolidated”, or combined, at Foxtrots warehouse in Oklahoma before being shipped on to Bancroft’s. This will help avoid the problem of separate deliveries if orders have to be made in different locations.
Gordon says he met Penny last week at the â€œInter-Asian Connections Conferenceâ€ in Dubai.
Gordon suggests meeting on Tuesday or Wednesday.
Gordon wants to meet with Penny to discuss possibilities for investment and to visit a couple factories, if possible.
The arrange to meet on Wednesday, in the afternoon.
Kerri wants Martina to “head up”, or be in charge of, setting up a new processing facility in Omaha.
Martina has “just over five-months” to finish the project so the new facility can “start handling orders by October 1st.”
Kerrie says she will â€œbe supporting you in every way possibleâ€, by helping to “manage expectations” and by telling the support staff to “pitch in”, or help out, Martina if she needs extra staff.
Maxine is not willing to come down on her price because the market is “going nowhere but up,” that is, it is expanding, and because she believes she has got “tremendous value,” with “good people, good products, and a solid business plan.”
Peter says he must take into account “redundancies” in their business operations and factor in the “volatility” in the market. Redundancies refers to repetition or overlap. Volatility is a measure of quick or unexpected change in price, for example in a companyâ€™s stock price or in a market or industry. High volatility can make it difficult and risky to put a value on a company.
Near the end of the conversation, Maxine says, “Yes, but, anyhow, I think we should explore other possibilities for working together.” Though they did not reach an agreement about a merger today, she is keeping the door open for further discussions about other possibilities and topics.
The basic source of disagreement between Maxine and Peter is price – Maxine will not sell business for less than 15 million; Peter “can’t do better than,” that is, can’t offer more than 11 million.
Maxine says that the market is going nowhere but up – that is, continuing to expand – and she says that she’s got “tremendous value here – good people, good products, and a solid business plan.”
Due diligence refers to doing careful research before a big purchase or major decision.
At the beginning of this part of Patâ€™s presentation he says his main message is to “to share our success in meeting â€¦ our targets â€¦ for revenue per unit or RPU.”
Pat says the RPU trend broke out, or started to increase rapidly, after “the first mass market WAP phones hit the stores in the 2005 holiday season.”
Ambient has set a target of increasing RPU by 10% from 2006 â€“ 2011. Pat says they have met this target for 2006 “And now we are on track to continue strong growth in 2007.”
Pat says “Sirus has the biggest slices of the pie.” This is an idiomatic expressions meaning Sirus has the largest share of the market.
Pat says Ambient was “struggling,” or trying hard, to “catch,” or equal, CallTell. Despite added competition from CallTellâ€™s new budget models, Ambient was able to “hold its ground,” or maintain its share of the market.
The combined “others” group had grown to over 25% of the European market by Spring 2007.
Thomas says that his job is to keep the office “operating efficiently”, which means that he has to handle a wide range of tasks related to the officeâ€™s day-to-day activities.
Thomas says that “above all”, or most importantly, office managers should exercise sound judgment and perform their jobs reliably. He also suggests that some personality traits, like common sense and the ability to work well with others, are keys to success in this job.
Many people believe that an office manager should always try to make a good impression on the boss, by keeping him or her happy whenever possible. But Thomas thinks itâ€™s more important to keep the office running smoothly and effectively, even when that means putting pressure on other employees.
Ted talks about how Yala has better soft skills than Ronaldo and, importantly, how her dynamic style will be a better fit with their organization. George agrees.
Ronaldo has better technical qualifications whereas Yala has better soft skills. In addition, Yala has a more dynamic style, which would be a better fit with their organization.
George has a concern about whether Yala will be ready to adapt from the manufacturing business to the fast-paced, market-oriented environment in a fast moving consumer goods company. Ted is worried that Yalaâ€™s salary requirements may be too high.
Plunge literally means “to dive into (water).” To take the plunge is an idiom that refers to bravely entering a new situation. George is concerned about whether or not Sherry is prepared mentally and emotionally “to dive into” GK’s high-pressure work environment.
Sherry says she is most attracted to GKâ€™s “work culture.”
Sherry is interviewing for a management trainee position. If offered the job, she will have significant direct customer contact. George is thus concerned about Sherry’s “client-facing” experience, that is, what kind of skills and experience she can “bring to the table” or offer the company in terms of direct face-to-face interaction with customers.
To establish goodwill, Tony starts by thanking Paul for his time.
Thirty minutes. Paul says, “Personally, Iâ€™ve only got about a half hour available.”
The bolts will be used in structural steel columns. As discussed earlier, they are for a harbor project.
Paul asks Tony if he has considered using “resin-coated” bolts instead of stainless steel bolts. Resin is a clear coating on the steel that makes it resistant to the elements, that is, water and air.
No, Peter and Maxine have not Met before. Peter says, “Itâ€™s great to finally have the opportunity to meet you.”
When Maxine mentions that she and Peter have some overlapping concerns, Peter replies, “Yes, big one is how to remain competitive in the face of pan-European providers.” “Pan” means “all,” so Peter is concerned about how to compete with larger companies that have all of Europe as their market.
Peter is careful about how he approaches the subject of a merger between his and Maxine’s company: He indirectly brings up the topic near the end of the dialog when he asks Maxine, “We’re wondering whether you’ve ever considered joining forces with another regional providerâ€¦” He has not at this point clearly indicated that he wishes to buy Maxines company, Gamester.
The interviewer asks a behavioral question â€“ i.e. a question meant to help them understand how you react to a particular kind of situation â€“ about how Yala deals with conflict.
To give herself some thinking time, Yala both clarifies the question and uses a phrase â€“ “Well, just give me a moment to think about that.”
She says that she was â€œproactiveâ€ in getting the two sides of the dispute to communicate with each other and, as the interviewer follows up on the question, she describes in a logical way the two key actions her company took to prevent future conflict of this kind.
Fall recruitment season, when new candidates from university are recruited and hired, is “coming up quick,” that is, very soon. Ted says they “could really use” or need Yalaâ€™s help with this.
Yala broaches the subject by saying that she can definitely make the requested start date “as soon as compensation is agreed.” Later, she asks Ted how he reached the offer.
In recognition of her skills and experience, Ted says Fun Beverages offered Yala 10% over the market rate.
Yala wants 20% over the base or market rate. Ted says that 10% increases can be negotiated each year with good performance. At the end of the discussion, Yala suggests 15% over the market rate and 10% annual performance increases. Ted says they can definitely consider this proposal.
The interviewer uses â€œtrapâ€ to refer to the situation Bryan describes in which the person sitting across from you in a negotiation is not the actual party or decision maker you should be negotiating with.
Bryan says we should think creatively about interests: We should think of the real goals of our opposite number â€“ the person with whom we are negotiating â€“ and use this creative thinking to find new ways to create value for all sides.
As Bryan and the interviewer discuss, we shouldnâ€™t just think of blockage as obstacles to reaching an agreement but also as impediments to maximizing shared value. That is, overcoming blockage is also about increasing value.
Brian says that a top mistake people make is to overemphasize price. More generally, he says they focus too much on tactical questions without first developing a coherent strategy.
Your best alternative to a negotiated agreement (BATNA) is what you will do if you donâ€™t reach an agreement during the negotiation. Your BATNA is what is already available, so your bottom line should be better than your BATNA.
Brian says that win-win has become a bit of a clichÃ©. However, the basic meaning of the word is that, under normal circumstances, both parties must benefit in order to come to a deal. In this sense, all successful negotiations are “win-win.”
From the dialog, it sounds like one of his main goals is to visit second-tier or smaller cities in order to assess Kendal Marcus Chinaâ€™s strategy of expanding their operations into these secondary markets.
Yes, Tony is optimistic about the Chinese economy. Despite inflation and some potential problems (work for farmers, rich-poor gap, creating enough work for the masses), China continues, in Tony’s view, to have a growing middle class that can buy Kendal Marcus’s products.
Since the growth in China’s middle class is key to Kendal Marcus’s strategy of expanding into second-tier or smaller cities, Martin is concerned about the accuracy of published figures.
Tony mentions that they are conducting their own surveys. On a more subtle level, he mixes negative information with positive information to create the impression of objectivity in his assessment that the long-term prospect for Kendal Marcus’s business in China is quite good.
Francesca says that she would prefer to try something “lighter” than the steak tartare, which is a heavy, rich meat dish.
When Bill offers Francesca more wine, she says, “Thanks, I’d better not. I’m still jet-lagged.â€ This starts a ‘leaving dialog’, in which Adriana says, “We’d better let you get back to the hotel.”
Adriana and Bill want to pay for dinner, but Mario protests because he had offered to pay earlier (in BEP 89 â€“ Arranging a Visit). However, he and Francesca agree to let Adriana and Bill pick up the tab (that is, pay for dinner) as long as they get to pay for the next one.
Ben suggests getting the sales team to help out with the sales trainings. Gerry agrees, and says that perhaps the IT team could participate more actively.
Ben wants to do more work in course planning, which, until now, he has been to busy to do because of his other work commitments. (Also, he feels that Gerry isnâ€™t giving him enough of a “free reign,” i.e. freedom, to do the course planning work independently.)
Gerry asks Ben to conduct a needs analysis on the IT department, and Gerry agrees to try to get the sales and IT departments to take over some of the work course administration to free Benâ€™s time up a little.
“To thrash things out” is an idiom that means to discuss things. It often carries the specific meaning of discussing things when there may be some sort of disagreement or difference of opinion.
Gerry says itâ€™s “getting to be kind of a strain” that he is “the last one out of here almost every night,” that is, the last person to leave the office.
Gerry proposes passing on to the trainers as much of the admin, that is the administration work, as possible.
By “we operate on a narrow window for deliveries,” Bill means that deliveries must be made on time: There is a narrow window, i.e. a short range of time in which deliveries can be made. This means goods should not be delivered too early or too late.
Bill says his company is quite strict on chargebacks for late deliveries, which means he expects a partial refund if the goods are delivered late.
Bill is “shooting for,” that is he is hoping for or would like a delivery by June 15, which is a little earlier than the usual delivery for a fall clothing line. Bill says his company will want to get the product “out on the floor” â€“ that is, in the shop â€“ a little early since itâ€™s new and customers are unfamiliar with it.
Vivaâ€™s fall colors are very â€œwarmâ€ this year, and include such hues as â€œginger,â€ â€œapple red,â€ â€œivory,â€ and â€œFrench roast.â€
One reason the Viva professional line is more expensive consists in the material: It is made of special washable wool that is sourced from an Australian manufacturer.
Francesca talks about how the features and advantages of Vivaâ€™s clothing – such as washable, wearable, durable, etc. – would “fit the lifestyle” of the “Bancroft woman,” who is typically a busy professional. Such lifestyle fit, of course, would translate into good sales and thus profits for Bancroft.
Yala asks what the best thing is about working at Fun Beverages.
The interviewer says that there is “a strong dedication here to helping people reach their full potential.”
She asks about whether HR gets â€œadequate budgetary and leadership supportâ€ from upper management.
Sherry says she comes from a â€œnon-traditionalâ€ background as she is a single mother.
Yes. For example, while doing my Masterâ€™s, she had to work part-time, which meant that she’s done part of her degree during night school. Being so busy has also had some impact on my GPA.
Yes. Being a single mother has taught her maturity and how to manage her time.
As Andrea says, they “run the full gamut,” that is, span the full range from quality control and work measurement to manufacturing methods and development of supervisors.
Yes, she does. Andrea says she evaluates and recommends outside vendors to supply training programs.
The five letters in SMART stand for the following five criteria for designing an effective training: specific, measurable, attainable, realistic and timely.
Greg manages a wide variety of employment programs. Some that he mentions are job evaluations, benefits, promotions, equal opportunity initiatives, and filling job openings.
Because Greg works in a mid-sized company, he is the only HR manager. (Larger companies usually have many HR managers responsible for different areas of managing employee needs.)
He deals with relations between labor and upper management, examines worker grievances, and settles disagreements.
She gets his flight information so that she can pick him up at the airport.
Marco has already booked his and Francesca’s flight, but he accepts her offer to help with booking a hotel and making a restaurant reservation.
Marco doesnâ€™t really have any special requirements for the hotel, but he does want to make sure that it has internet access and a business center and that itâ€™s close to the exhibition center where the expo will be held.
He jokingly says he’d like Italian, but then he indicates that he’s very flexible and that it doesn’t matter to him: He says he and Francesca are “up for anything.”
Marco wants to leave on March 8 and return on March 14. He wishes to fly economy class.
After asking whether the travel agent can hold the fare, Marco decides to pay for the ticket immediately anyway.
No, he doesn’t. Marco and Francescoâ€™s tickets are “e-tickets” or paperless tickets. That means they can just go directly to the airport.
Yala was working on the launch of a global, harmonized performance management system that would provide a single, interlinked on employee performance for human resources worldwide.
Yala worked on localization and documentation for her business unit.
She coordinated with the sales team to provide them with pre-training on the system and to ensure that they could set all their targets.
The launch was successful. Yalaâ€™s efforts helped ensure that the launch of the new system had no negative effect on the bottom line (profit) of the company because of the seamless (smooth) transition into using the harmonized database.
Not realy. He focuses on details that are irrelevant to his interviewer rather than on those that draw attention to his positive personal attributes.
He has done a poor job of providing examples of how his experience demonstrates relevant skills and characteristics. For instance, he has not discussed how completing his Masterâ€™s thesis demonstrates qualities or personal characteristics that would be useful to his employer.
Yes. The tunnel had been filled with groundwater, but the water got pumped out the day before Matt and Paulaâ€™s visit.
Matt and Paula are interested in groundwater because this seems to be a problem in Stanley and Billâ€™s tunnel and because their device, the Vision Wireless Sensor, is excellent at detecting groundwater.
Traditional surveying methods require a lot of cables, which get in the way; Matt and Paulaâ€™s device is wireless. Also, traditional methods usually require the use of high explosives (such as dynamite) and a large piece of a equipment, called a seismograph; Matt and Paulaâ€™s device is easy to use. Finally, the survey using Matt and Paulaâ€™s equipment can be conducted quite quickly, as opposed to older methods which take a long time and disrupt construction work.
Stanley points out the new Aliva shotcrete concrete (UK grout) sprayer. Stanley says, â€œand do you see that over there?â€
â€œIt gets the job done in half the timeâ€; also, â€œflow controlâ€ (the rate and density the concrete is applied) is really what â€œsets it apart,â€ that is, distinguishes it from the competitorâ€™s products.
Unstable rock and groundwater are the two hazards Stanely mentions. He points out the scaffolding (supporting framework) at the end of the tunnel. This is supporting newly exposed rock which is unstable and may fall. The second and most important hazard is groundwater. This is water contained within the ground (i.e., the soil or rock). At greater depths the water pressure increases and there is a danger water could flood the tunnel.
Paula is interested in the stability of the rock and groundwater. As we will see in BEP 85, the follow-on episode to this show, Paula is interested in these aspects of tunnel because of the product he and Matt are selling.
Sherry always answers briefly and to-the-point. For example, she doesnâ€™t take the opening small talk as an invitation to be informal; nor does she seem unfriendly.
Yes, obviously Sherry has carefully prepared for the interview, not just by being able to talk about her successes but also about her potential weaknesses.
She turns a weakness into a strength by talking about how mothering a child has taught her time management and how to deal with life responsibilities
No, it isnâ€™t. He responds inappropriately to Michaelâ€™s greeting â€œHow are you doing?â€ with a serious response we might only expect from a good friend. He also seems to mistake the interview for an academic discussion by discussing his Masterâ€™s thesis in too much detail.
Yes, as already indicated, Michael seems to be overly informal, or at least overly talkative. The jokes he makes do not present his skills or personality in the best light. He seems to say anything that comes into his head, which detracts from his professional image.
2) He maintains that his Masterâ€™s thesis was the most important thing in the world to him, which may raise his potential employerâ€™s doubts about his dedication to any future job.
Lisa isnâ€™t sure exactly â€“ she wants to play it by ear, that is, improvise. Sheâ€™ll wait to analyze the results as they come in, then plan the next meetings.
Bryan’s team is going to conduct risk analysis on the new revolving credit products. Cecilia and Charles are meeting with Telos to discuss possibilities for cooperation. And James’ team is going to look into the issue of non-performing loans.
When she reserved the room, Sarah asked for a dinner reservation. The name of the hotelâ€™s restaurant is “Sky View”. It’s on the fifth floor.
They need to bring their room key in order to get in the fitness center.
Sarah pays for her deposit, as is usual, with a credit card.
Sarah wants a double-room with a balcony facing the courtyard, non-smoking if possible.
She asks the front desk attendant to book them a table in the hotelâ€™s restaurant for 8 p.m.
When Tony summarizes Sarahâ€™s information at the end of the call, he says she will be staying from â€œThursday, January 10th, to Sunday, January 13th.â€ From the way Tony has worded this sentence, however, itâ€™s impossible to know whether he means that she will be staying 3 nights, and checking out on Sunday 13th, or staying 4 nights, including Sunday 13th, and checking out on Monday.
About the Danish government, Lars says, â€œat least theyâ€™re trying to reduce taxes.â€
Ricardo says that Brazil has a lot of preparation work to do in infrastructure and security.
The problems that are cropping up, according to Lars and Ricardo, are â€œcorruption scandals,â€ though, as Ricardo points out, Lulaâ€™s social policies are popular with the majority, that is, most of the people.
At the beginning of the dialog, Greg signals heâ€™s paying for the first round of drinks by saying â€œThis oneâ€™s on me.â€
Joanna doesnâ€™t drink. She says though she likes a drink once in a while, tonight she is meeting friends, so sheâ€™d better not.
Joannaâ€™s excuse has a four-part structure: 1. Interrupt if necessary; 2. Polite comment; 3. Excuse; 4. Say thank you. In Joannaâ€™s case, her excuse is that she has to meet with friends, which she was careful to mention at the beginning so that no one would be caught by surprise.
The first is the number of meetings that Wendy handles per day, that is, the number of customers she helps. The second is the average amount of time she spends on each meeting.
Derrick discourages Wendy from making one-off solutions because doing so causes efficiency to go down. He would much rather she be â€œsteady and consistentâ€ than spend a lot of time on any particular meeting.
Derrick tells her to be â€œpolite but firm.â€ He encourages her to give the customer an option â€“ either rebook or hold the meeting now with less bandwidth.
She is handling 11 meetings per day. The original goal was eight, but sheâ€™s already up to 11.
As Wendy says herself, sometimes she â€œflies off the handleâ€ a little when the pressure is heavy, that is, she loses her temper.
Derrick says Wendy should take 10 deep breaths, try to put the situation into perspective, and ask her team leader for help.
With the economy worsening, Jane feels that Meyers will not be able to continue or sustain its aggressive strategy of both releasing mid-range products to compete with Luminex and maintaining a leading position in the premium market. Meyersâ€™ strategy will defeat itself, so Meyers is â€œits own worst enemy.â€
They mean that when the economy starts to improve (consumer spending picks up) they can both refresh, that is re-release or re-advertise, their mid-range products as well as release a premium product to attack Meyersâ€™ traditionally strong position in the high end of the market. Since this is attacking Meyers from both sides, it â€œsurroundsâ€ Meyers. Also, it will be unexpected, so it is an â€œambush.â€
The first two speakers feel that while their main competitor, Meyers, has been attacking their market position and giving them fierce competition, they have been doing little to respond. They propose â€œsetting their sights onâ€ or targeting Meyersâ€™ premium market position in order to fight back.
Jane along with the other speaker note that because American consumer spending is going down, it is not a good time to move into the premium market. Jane believes it is wiser to â€œlay lowâ€ or to wait until spending improves to fight back.
Generally, he wishes to talk with her about the construction plan for 2008. Specifically, he would like to discuss â€œpossible areas of cooperation.â€
â€œTomorrowâ€ any time between 8:30 and noon. She can also call him in the evening or on Wednesday.
He says, â€œLook forward to talking to you.â€
Frances heard from Joanna that there is a rumor that management thinks Jack is spending too much money on salaries.
Michelle took off with, or dated, Tony, who apparently was one of Franceâ€™s ex-boyfriends.
She says she has to go to the â€œlogistics meetingâ€ but it sounds like she is really going to spread the rumor.
Jack will be meeting with the U.S. production team.
The new owners want to move the factory to lower production costs.
Bad Example 1) Does Amy answer the phone professionally?
No, she just says â€œhello.â€ She doesnâ€™t say her name or her companyâ€™s name, nor does she ask how she can help.
No, he isnâ€™t. He doesnâ€™t seem to remember who he is calling, nor does he have his telephone number handy.
Good Example 1) How does Amy answer the phone?
Answering the phone professionally has four parts: 1. Greeting; 2. Company name; 3. Answererâ€™s name; and 4. Offer to help.
Mark is calling to discuss the construction schedule for 2008.
She checks back and confirms: â€œSo thatâ€™sâ€¦. Is that right?â€
A bottleneck is the narrow part of the bottle under the mouth. Idiomatically, it refers to the part of a process which limits the speed or the point in a procedure that slows everything down. In this case, the bottleneck that Bill is facing is a lack of qualified engineers. That is, Bill urgently needs more engineers with special experience in order to meet production targets.
Heâ€™s going into production soon, but the case for the new product uses a completely different technology (stamped aluminum as opposed to plastic). He needs engineers who understand this material very quickly, otherwise the result is going to seem unprofessional, or, as he puts it (in slang) â€œhalf-assed.â€
Mei Linâ€™s point is that her department is preparing for the fall recruitment drive, when the company recruits new hires from universities. So they are overworked and understaffed. Since Bill understands exactly what he needs, it would help speed up the recruitment of engineers qualified in the new technology if Billâ€™s team would help â€œdriveâ€ the process, that is, help out with the work in the recruitment effort by providing guidance and planning.
This is a slang expression. â€œVegâ€ is short for vegetable. As Brenda says, â€œto veg outâ€ means to relax. It usually refers to doing something that requires no mental effort, like watching TV. Imagine yourself sitting on the couch like a vegetable.
â€œCriticsâ€ are professional film watchers (journalists) who write reviews for magazines or newspapers. As Brenda explains, they didnâ€™t pan it â€“ that is say it was really bad â€“ but they didnâ€™t rave either â€“ that is say it was really good.
Brenda drinks coffee with no cream and sugar, but she likes Equal, which is a sugar substitute with no calories.
They use all kinds of expressions ranging from slightly formal to slightly informal, more and less indirect, including I was wondering ifâ€¦, Do you mind me askingâ€¦, Would youâ€¦, You wouldnâ€™t mindâ€¦, would you? and so on.
Six Sigma, which is a method for increasing quality in any process.
Atlanta, although she says has been working in South America for the last five years.
Forrest and Brown produces a line of conformal coatings which are highly resistant to heat, but safer and more environmentally friendly to use.
Brad identifies durability as one of Andyâ€™s main concerns. Andy also mentions environmental and worker safety.
It uses a room temperature cure, that is, it does not require the use of extra heat in the application process. Also, there is little or no outgassing, that is the creation of harmful gases during application. Thus, it is safer to use.
Apparently he hasnâ€™t had time yet to visit the production line, but he says the people heâ€™s met are â€œgreat.â€
About three years.
All sorts of home appliances and consumer electronics, including everything from TVs and coffee machines to ac/dc converters and power supplies.
Steve says Swift can get its investment back in under three years.
Nick anticipates that Swift can make at least an extra $200,000 per year after the air conditioning system and insulation have been paid for in the first three years.
Nick asks his managers to â€œauthorize the purchasing department to request bids for the system.â€
On six days last summer, it hit 41Â°C.
Following an indirect approach, Steve first presents the problem then the solution. By first making a convincing statement of an urgent need, Steve is preparing his audience to accept his solution.
Steve uses a number of strategies to make a convincing statement of the turnover problem. He starts with the origin of issue. Describing how the welding room gradually heats up during the day, he paints a vivid picture of the background to the problem. Then he uses a number of figures to show a real business need for addressing the problem because of its impact on the â€œbottom lineâ€ or profit of the company.
Franz is viewing the problem from the workersâ€™ perspective. Of course there is nothing wrong with this, but from the managementâ€™s point of view, it is not very persuasive.
Franz is talking to his manager, so he should discuss the issue in terms of the managementâ€™s needs. He should explain the benefits of his proposal from the company’s point of view and talk about how they can save money and reduce staff turnover.
Steve starts by getting the attention of his audience, which is the first step in the Monroe Sequence for persuasive speaking. Steve combines two popular methods for getting attention: Making a startling statement and posing a problem.
In his open attention-getting statement, it is already clear that Steve is focusing on making a clear business case for his proposal, which means explaining the benefit to management of accepting his proposal. In this case it is a win-win situation â€“ what is good for management (saving money) is good for workers (better working conditions). But Steve is aware of his audience, so he focuses on the business need to be more persuasive.
McConnel is the new CEO of Accent. They use three idioms two describe him: He has â€œstepped up to the plate,â€ â€œmade a great pitchâ€ and â€œkeeps his eyes on the ball.â€ Discussed in detail in the debrief, these three idioms all have a positive meaning. We get the feeling that McConnel is energetic, dynamic, and has taken the initiative.
They have a little bit of a disagreement. Jen thinks Accent might â€œstrike out,â€ that is fail, while Jan believes that McConnel is very aware and smart â€“ â€œhas his eye on the ballâ€.
They seem to have a little disagreement on this issue. Jan says Accent â€œhit a home run,â€ that is scored a big success. Jen thinks the deal was â€œoverpriced,â€ or too expensive.
Apparently the shareholders were â€œstalling for time,â€ that is, using delaying tactics to get a better deal.
This is a landing card or a kind of record of your entry into the USA. It gets stapled (attached) to the inside of your passport and tells you how long you can stay.
1) In addition to the active listening strategies we reviewed in BEP 53, throughout todayâ€™s part of the dialogue Sandy actively clarifies Steveâ€™s complaint. Through his high level of sincerity and attention, he gives him the impression that he really cares. This is also a kind of active listening.
Steveâ€™s ultimate need is for a warm room so that he can get his work done. But itâ€™s important to emphasize that Steve also has an immediate emotional need, which Sandy likewise does a good job of addressing: Steve needs to have his anger acknowledged, which Sandy does by empathizing, listening and clarifying.
Bad Example: (You should also listen to the beginning of the debrief for a detailed explanation of the answers to these questions). 1) How does the customer, Steve, learn the service associateâ€™s name?
First, Jenna should have empathized better with Steveâ€™s problem and then should have shown interest and concern by using active listening techniques. Good Example: 1) When Steve says, â€œIâ€™m at the end of my rope,â€ what does he mean?
To calm Steve down, Sandy uses a variety of techniques that weâ€™re studying during these two episodes on complaints: He has an empathetic response to Steveâ€™s pain â€“ that is, He shows his sympathy for him. Also, he shows his professionalism and sincerity by accurately identifying the complaint and he listens actively to Steve, giving him the impression that he really cares.
Itâ€™s hard to say. Mike is very vague about this, perhaps because he thinks itâ€™s inappropriate or embarrassing to talk about. Jen gives us a hintâ€”she says â€œYou two kind of had a thing, didnâ€™t you?â€ Again, she is very vague, probably to be polite (she doesnâ€™t want to probe too much), but it sounds like some sort of romantic involvement, doesnâ€™t it?
â€œUlteriorâ€ literally means outside and â€œmotiveâ€ is a reason, so Jen has kind of an outside or extra reason for inviting Mike to the party. Usually an â€œulterior motiveâ€ is a selfish reason that you try to keep hidden from someone. By joking directly about her ulterior motive, Jen probably intends to avoid Mike feeling that her computer problem is the only reason she wants to invite him.
Mike says he â€œknows a thing or two about computers,â€ which doesnâ€™t make it sound like he is a expert. But as we learned in this show, this is a kind of polite formula Mike is using because he is in a situation where it is socially appropriate to be modest, that is, not to brag about his ability.
Wednesday. Nick asks Oksana if she has the meeting schedule worked out for â€œtomorrow,â€ but Oksana has to inform Nick that the Avitek GM canâ€™t meet until Friday. Then Nick asks if itâ€™s really not possible to move the meeting â€œback up to Thursday.â€ So tomorrow is Thursday, which means today is Wednesday.
Obviously each objection requires a slightly different approach, but you notice that Steve deals with each objection briefly and respectfully. He acknowledges Lindaâ€™s concern, then turns around and asks for an appointment again. To use a tennis analogy that is common in business, this is â€œleaving the ball in Lindaâ€™s court.â€
Linda says that itâ€™s â€œunwieldy,â€ which means itâ€™s difficult to use or handle. This is the main issue. As Steve says, Lindaâ€™s current service is not centralized and itâ€™s too complex. Also, Linda mentions that there are frequent technical problems.
Steve is selling one centralized service that handles all conferencing needs, including booking meeting rooms and audio, video and web conferencing. Itâ€™s a â€œone-stopâ€ service because the customer only needs to use one supplierâ€”one â€œstopâ€â€”to satisfy all its needs.
The old subject was â€œthe speechâ€ – probably a speech that they had just seen at the conference. The new subject is â€œthe talent showcase,â€ where Penny has seen that George ran a marathon in his spare time.
Participatory and situational leadership style describes a way of managing that tries to use influence rather than authority to lead. Here participatory means encouraging staff to participate. Situational means to act according to how each different situation requires.
Wolfgang is cautious about committing the company to â€œone offs,â€ special solutions that take time and resources but canâ€™t be repeated for other companies. But he also thinks that the solution proposed by Joe and Rudi demonstrates AirMechâ€™s good service attitude, and could be used as a marketing tool.
No. She herself admits that sheâ€™s not good with computers. Fortunately, Felipeâ€™s directions are good. But, on the other hand, she could have just been using the computer problem as an excuse to talk to Felipe.