e-learing poslovni 5

8/12/2019 E-learing Poslovni 5

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THE OF A BUSINESS LETTER

A business letter in English is in a proper way when it consists of eleven parts, but there are many firms which like to use theirown style. A usual layout of a business letter means that the letter is not indented and that there are no commas.

These are the parts of a business letter.

The letterhead

You can write a letterhead at the top right corner of the letter. However, most firms have decided to use sheets of paperwhere letterhead has already been written. It is very useful because it contains information about a company name andaddress, telephone, , e!mail and fa" number.

References

#eferences can be seen at the top left!hand corner of the letter.The initials of the person who signed the letter and the initials of the person who typed it are given here. You may

also add figures to identify the department which made the letter or a certain file where you can find the correspondence.

The date

All letters must bare a date and it is given below the references. There are two standard forms for writing dates$

% &arch '((( and &arch % '(((

The omission of !st, !nd, and !th seems to be widely accepted, although )ritish English sometimes prefers theseendings.

You should never write only the figures *e.g. '+-((. This can easily confuse the Americans because they are used towriting dates in the order of month, day and year. The English, however, prefer the order of day, month and year$ '+/ebruary '(((.

The addressee

The addressee is a person to whom the letter is sent and the name and the address of himher are typed below the date,usually against the margin. You can sometimes add For the attention of, which means that the letter is to be delivered to aparticular person.

The opening salutation

0hen you writethe receiver1s address then follows the opening salutation. 0hen you do not know the name of the receiveryou can write 2Dear Sir(s)" or 2Dear Madam".If you are writing to a company you can start with 2Dear Sirs".

In case you know the name of the person you are writing to, you should start with 2Dear Mr Jones, Dear Miss Jones, Dear MrsJones" or 2Dear Ms Jones", when you are not emphasi3ing the marital status of the woman.

The subect of the letter

The sub4ect of the letter tells us what the letter is about, for e"ample the number of an order or invoice. 5ometimes the word6#e7 is used, meaning 6About7, 68oncerning7. You can write it in block letters.

The bod! of the letter

This is the central part of a letter and it gives essential information. You should try to make it simple, clear and e"act. It ismuch easier if you divide the te"t into paragraphs, so that each paragraph is confined to one topic.

The closing salutation


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The closing salutation follows the way the opening salutation is created. If we begin the letter with 2Dear Sir(s)/Madam"*thereceiver is not known , we end it with 2Yours faithfully". If we begin the letter with 2Dear Miss Smith"*the receiver is known,we end it with 2Yours sinerely".

The signature

You write the signature below the closing salutation.

The sender"s na#e and the position in the fir#

You type them below the signature. 5ometimes, there are initials 2!. !." *pp ne"t to the sender1s name. This means that theletter is signed by someone else other than the writer *for e"ample, a secretary can sign a letter on behalf of her boss. Theletters 6pp7 represent a 9atin phrase 6!er !rourationem.

Enclosures

You canenclose something with the letter *a prospectus, a che:ue, an order form, etc. and then you write 2n",short of enclosure, at the bottom of the letter, with or without the ob4ect we are enclosing. You should also indicate in the te"tof the letter that a certain ob4ect is being enclosed.Nouns $#enice%&comma ! 3apetaletterhead ! 3aglavl4ereference ! referenca, odno;en4e na nekogafigure ! bro4kadepartment ! odel4en4eomission ! i3ostanakaddressee ! ona4 kome 4e upuno stan4eorder ! narud=benicainvoice ! ra>un *fakturablock letter ! velika slovasignature ! potpisprospectus ! prospekt

che:ue ! >ekenclosure ! prilog, dodatak

'erbs $glagoli%&contain ! sadr=atibare ! nositi, sadr=atiomit ! i3ostavitireveal ! otkritiunderline! podvuiti se na ne;toindicate ! indikovati, nagovestiti

Adecti(es and ad(erbs $pride(i i prilo)i%&laid!out ! i3lo=en, predstavl4enindented ! uvu>enordinal ! redni *bro4on behalf of ! u ime nekoga

Nouns $#enice%&comma ! 3apetaletterhead ! 3aglavl4e

reference ! referenca, odno;en4e na nekogafigure ! bro4kadepartment ! odel4en4eomission ! i3ostanakaddressee ! ona4 kome 4e upuno stan4eorder ! narud=benicainvoice ! ra>un *fakturablock letter ! velika slovasignature ! potpisprospectus ! prospektche:ue ! >ek

'erbs $glagoli%&contain ! sadr=ati

bare ! nositi, sadr=atiomit ! i3ostavitireveal ! otkritiunderline! podvuiti se na ne;toindicate ! indikovati, nagovestiti


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enclosure ! prilog, dodatak

Adecti(es and ad(erbs $pride(i i prilo)i%&laid!out ! i3lo=en, predstavl4enindented ! uvu>enordinal ! redni *bro4on behalf of ! u ime nekoga

RE*LIES TO EN+UIRIES& OFFERS, +UOTATIONS

The-uotation as a reply to an en:uiry may be a simple one and it can contain the prices and some otherinformation. An astute businessman, however, will take this opportunity to stimulate his correspondent1s interest in his goodsand services by including a sales message.

Offers are also sent without the preceding en:uiry when a supplier wants to draw the attention of customers andnew customers to a special product or range of goods.

If the supplier is in a position to meet his correspondent1s re:uirements, in his reply he will generally$

. ac/no0ledge the letter$

0e thank you for your letter of -' August en:uiring about$Thank you for your letter of '+ &ay re:uesting information about...

!state 0hat action he is ta/ing1

0e have pleasure in enclosing our latest catalogue and price list.0e are sending the samples you re:uested under separate cover.

!ans0er an! specific -uestions the en-uirer as/ed, for e2a#ple, about prices and deli(er!&

?lease note that we are offering a @ trade discount cash discount :uantity discount.0e are glad to be able to inform you that we are able to deliver from stock.Bur delivery date is -+ days from receipt of order.

!suggest 0a!s in 0hich he can help the en-uirer to #a/e a decision to bu!&

0e would like to suggest a demonstration of this model by one of our representatives.If you wish we can arrange for the demonstration by...

!in(ite the en-uirer to as/ for further infor#ation

If you would like any further information, please do not hesitate to contact us.

!close the letter

0e are looking forward to hearing from you soon.

Nouns $i#enice%&:uotation ! cena, dostava ceneoffer ! ponudacorrespodent ! korespondent, dopisnikservice ! uslugaassurance ! uveravan4eattention! pa=n4afirm offer ! >vrsta ponudareceipt ! pri4em, priman4e, potvrda pri4emaen:uirer ! osoba ko4a ;al4e upittrade discount ! popust, rabatcash discount ! popust na gotovinu:uantity discount ! popust na koli>inudelivery date ! datum isporukerepresentative ! predstavnik

'erbs $glagoli%&

take opportunity ! iskoristiti prilikustimulate ! stimulisatidraw attention ! privu


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Adecti(es and ad(erbs $pride(i i prilo)i%&in reply to ! kao odgovor nasales!conscious ! proda4no ori4entisan, svestan va=nostiproda4epreceding ! prethodnisub4ect to ! podlo=an, ko4i podle=e, 3avisi odprovided ! pod uslovom daOR3ERS

0hen the seller1s offer is accepted, an order is to follow. A vital thing in completing an order is accuracy. You can have troubleif an error in :uoting a catalogue number appears, and it can sometimes be difficult to put it right later. 5uch errors can occasionallyoccurC so it is prudent to double check everything.

8larity is also essential. The buyer should make clear to the seller e"actly what he wants. In the e"port business another things arevery important, like method of transport, packing or delivery. Then, the buyer may ask for some special documents to satisfy importregulations. You should tell that to the e"porter because he does not always know what the buyer needs.

9arge firms have a custom to use an e"port order form for orderingC they print the special re:uirements on this form, and also detailsof terms and conditions of purchase. Every order must have its order number *BD.

0hen writing an order you should$

!ac/no0ledge pre(ious correspondence&

Thank you for your letter of +. 5eptember :uoting prices and delivery terms forF

0e thank you for the samples price list catalogue which you sent us.

!state !our reactions to the prices, discount, sa#ples, etc4&

0e are satisfied that the :uoted terms discount are is acceptable.

0e have e"amined the samples and are satisfied with their :uality.

!place the order&

0e are therefore orderingF

0e therefore enclose our official order form, Do G', forF

!confir# ter#s of pa!#ent or suggest ter#s of pa!#ent&

Bur usual method of payment is by FFF and we trust that this will be acceptable to you.

!set deadline for deli(er! $if appropriate%&

elivery before '@. une is a firm condition of the order.

.close the letter&

0e look forward to receiving our order the shipment and doing business with you in future.

REPLIES TO ORDERS/COUNTER-OFFERS

0hen you receive the order, the most convenient response would be to send an order acknowledgement right away. 0hen doingbusiness with already regular customers, 4ust a short letter of acknowledgement is enough.


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However, if you send a letter in which you repeat the order you will also check the accuracy of the description of the goods ordered. Inthat way, the order becomes a contract. The letter sholud be closed with an assurance that the order will be promptly delivered.

!ac/no0ledge receipt for the order&

0e thank you for your order, Do. @+-( for bathing robes, which we received yesterday. Thank you for your order of '- Dovemberfor...

!confir# that !ou are able to suppl! the goods&

0e are glad to confirm that we can supply the above order.

!sa! 0hat !ou are going to do ne2t about the order&

0e will dispatch the goods immediately we have received...

As there are no special instructions for forwarding, we are passing the order to our forwarding clerks in the standard way.

The goods are nearly ready for dispatch and we will be glad to have your instructions.

!assure the bu!er that !ou can #eet the conditions of the order&

You can rely on us to follow your instructions to the letter.

You may be sure that we will carry out your instructions in full.

!close the letter&

0e look forward to to hearing that your order has arrived safely and to doing further business wtih you.

5ometimes, the supplier will not be able to meet the customerJs order but he still should not refuse him, what he should do is to makea counter.offerand suggest an alternative. This how a counter!offer should be written$

!than/ the custo#er for the order&

Thank you for your order, Do. GK@', which we have received today.

!sa! that !ou cannot #eet the order&

0e very much regret that we cannot accept new orders at present.

0e are sorry to tell you that we are unable to supply the goods you have re:uested.

!sa! 0h! !ou cannot #eet the order&

Bwing to heavy demand for these goods from our e"isting customers, we are unable to accept new orders at present.

This model has been discontinued and replaced by...

0e are unable to offer as large a discount as you have re:uested.

!suggest an alternati(e$

If you are willing to wait for a short period, we can supply you in four weeksJ time.

0e e"pect to have this item in stock in uly.

0e can assure you that model Do G@% will be suitable for your needs.


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Nouns $i#enice%&order ! narud=binaaccuracy ! ta>nostcolumn ! kolonaclarity ! 4asnostroom ! prostor, mestodiscount ! popustdelivery ! isporukagoods ! robainsurance ! osiguran4esample ! u3orak, primerak

acknowledgement ! potvrdarepetition ! ponavl4an4eassurance ! uveren4estock ! lagerpro!forma invoice ! profakturainvoice ! faktura *ra>unsupplier ! nabavl4a>counter!offer ! kontra ponudadeadline ! kra4n4i rok

'erbs $glagoli%&:oute ! navesti, citiratimistype ! pogre;no iskucatisettle ! odrediti, sreditipurchase ! kupitiacknowledge ! potvrditienclose ! prilo=itiplace ! napraviti, dati *narud=binuforward ! proslediti dal4edispatch ! poslati

pay in advance ! platiti unapred

Adecti(es and ad(erbs $pride(i i prilo)i%&prudent ! mudarpromptly ! odmahsensible ! ra3uman, pametan, mudar

heavy ! te=ak, velik

5onuctions $(e)nici%&due to ! 3bog, usled

BOO6IN7 A55O88O3ATION

Bne of the very significant items in business is traveling. )usinessmen, who want to make personal contacts with their presentor future partners, must travel a lot. &any trade fairs are held in different countries all over the world and a great deal ofbusiness e"ecutives visit them in order to study the market possibilities for increasing their firm1s sales in other countries.

There are some things that should be done before a businessman goes on abusiness trip$ he should prepare all the travel documentsC book the tickets and thehotel accommodation.

0hen reserving accommodation, the hotel will be asked to confirm the booking andthe price of the room. If you are going to )ritain it is important to know if the priceof the room includes LAT, service charges and meals. The hotel will usually includethis information in its reply. LAT *Lalue Added Ta" is a ta" on value which is addedto raw material when they become finished products. It is charged on products andservices bought and used in England.

8E8ORAN3U8 $8E8O%

0hether you need to bring something to another personJs attention, provide newsor guidelines on a company policy, or are trying to get something done anddelivered to you, you need to send a memo about it. You canJt afford to be wordy.Deither you nor the receiving party has the time to waste. 0hen you keepcorrespondence concise, you increase the chances that your te"t will actually be

readM

9hen to Send a 8e#o

If you want to track a pro4ect or a developing situation. Anything that re:uires a paper trail of any sort, or will begoing into a file, should be done in hard copy. In this way, you may also collect signatures, initials, or other notationsthat help you in your tracking and provide clear!cut evidence of the status of your pro4ect.

If youJre providing guidelines or procedures for informational purposes. This sort of memo tends to be somewhatmore detailed. The receiver may choose to post it for reference or photocopy it and share it with others.


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If youJre summari3ing a conversation or incident, emphasi3ing animportant point of discussion, or making an announcement. Especially ifthe discussion was an important one, the document is probably somethingthat will go into a fileC therefore, a hard copy adds formality.

If youJre drawing attention to an issue that needs resolution. ?ersonalchoice$ If the memo is going out to a number of people, the hard copy isprobably best. If you are directing it toward one particular person and youwant to keep it private, then you might find e!mail to be more effective.

So#e 'aluable *ointers

5ome pointers will apply to any memo that you may write. /ollowing are 4ust a fewto bear in mind$

?ut the main message of your memo at the very beginningC thenelaborate or e"plain, but briefly.

0hen your memoJs message is of crucial importance, donJt hesitate to

emphasi3e or even repeat your primary point in the last paragraph or lastline.

?rovide relevant information, for e"ample, where certain forms might be obtained, or whom to contact for :uestions

or further information.

0hen naming a specific person or department as a contact point, be sure to include a phone e"tension or room

number *or both.

?rovide e"planations when theyJre called for ! i.e., why it is necessary to carry out a particular task, or the reasons

one must complete certain forms, etc.

)e specific about what you want or need. /or e"ample, when asking for a certain piece of documentation orinformation, describe e"actly what is needed so there can be no doubt in the mind of the memoJs receiver.

0hen providing guidelines or e"plaining a policy, donJt get into too much detailC 4ust summari3e the most important

points, then indicate where further information may be obtained.

0hen describing a meeting or incident, provide a detailed *but brief history of what occurred.

5tate clearly when something of importance has been attached to a memoC it may become separated in transit,

therefore itJs safer to note the attachment.

8E8ORAN3U8 $8E8O%

0hether you need to bring something to another personJs attention, provide news or guidelines on a company policy, or aretrying to get something done and delivered to you, you need to send a memo about it. You canJt afford to be wordy. Deither

you nor the receiving party has the time to waste. 0hen you keep correspondence concise, you increase the chances thatyour te"t will actually be readM

9hen to Send a 8e#o

If you want to track a pro4ect or a developing situation. Anything that re:uires a paper trail of any sort, or will begoing into a file, should be done in hard copy. In this way, you may also collect signatures, initials, or other notationsthat help you in your tracking and provide clear!cut evidence of the status of your pro4ect.

If youJre providing guidelines or procedures for informational purposes. This sort of memo tends to be somewhatmore detailed. The receiver may choose to post it for reference or photocopy it and share it with others.

If youJre summari3ing a conversation or incident, emphasi3ing an important point of discussion, or making anannouncement. Especially if the discussion was an important one, the document is probably something that will go

into a fileC therefore, a hard copy adds formality. If youJre drawing attention to an issue that needs resolution. ?ersonal choice$ If the memo is going out to a number

of people, the hard copy is probably best. If you are directing it toward one particular person and you want to keep itprivate, then you might find e!mail to be more effective.

So#e 'aluable *ointers

5ome pointers will apply to any memo that you may write. /ollowing are 4ust a few to bear in mind$

?ut the main message of your memo at the very beginningC then elaborate or e"plain, but briefly. 0hen your memoJs message is of crucial importance, donJt hesitate to emphasi3e or even repeat your primary point

in the last paragraph or last line.

?rovide relevant information, for e"ample, where certain forms might be obtained, or whom to contact for :uestions

or further information.


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0hen naming a specific person or department as a contact point, be sure to include a phone e"tension or room

number *or both.

?rovide e"planations when theyJre called for ! i.e., why it is necessary to carry out a particular task, or the reasons

one must complete certain forms, etc.

)e specific about what you want or need. /or e"ample, when asking for a certain piece of documentation or

information, describe e"actly what is needed so there can be no doubt in the mind of the memoJs receiver.

0hen providing guidelines or e"plaining a policy, donJt get into too much detailC 4ust summari3e the most important

points, then indicate where further information may be obtained.

0hen describing a meeting or incident, provide a detailed *but brief history of what occurred.

5tate clearly when something of importance has been attached to a memoC it may become separated in transit,therefore itJs safer to note the attachment.

I#enice $nouns%&attention ! pa=n4aguideline ! smernica, savetcompany policy ! politika kompani4ereceiving party ! strana ko4a primacorrespondence ! korespodenci4a, prepiskapaper trail ! pisani tragfile ! arhiva, dokument

hard copy ! ;tampani primerakevidence ! doka3receiver ! primalacreference ! preporuka, referencaincident ! dogaNa4formality ! formalnostissue ! pitan4e, problem, stavkaresolution ! re;en4echoice ! i3borform ! formularfurther information ! dodatne informaci4ephone e"tension ! lokal *telefonskitask ! 3adatakattachment ! dodatak

7lagoli $(erbs%&bring something to someoneJe attention ! privu


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5hort reports and those that are standardi3ed donJt re:uire a great deal of special arrangement of the material.However, longer reports or special reports must contain elements that re:uire special attention.

In addition to the information or material you wish to communicate, these elements include cover letters or memos,letters of transmittal, title pages, tables of contents, headings, summaries, formal and standard introductions,conclusions, special instructions, glossaries, appendi"es, recommendations!!in addition to the body of the report.Dot all reports contain all of these elements. You must decide which to include by the conte"t and situation in whichyou are writing and by your readerJs needs.

#eports often go hand!in!hand with proposals as they tell of the progress of the proposed pro4ect or describe theproposed pro4ect at its conclusion. #eports also summari3e the conclusion of a research or other type of pro4ect.

/inally, reports can be short or long, formal or informal.

Puite often, reports have a transmittal memo or letter that identifies the report and e"plains the key points. Thememo or letter can also describe the situation that gave rise to the report. o not worry about the report and thetransmittal lettermemo containing the same information!!they will. #eports and their transmittal documents areoften separated as they travel from reader to reader, thus need to be redundant. In addition, the different sectionsof a report must stand alone!!even if this seems repetitive. 5ome readers will only read one section of your report,so each section must be complete.

For#al reports usuall! contain the follo0ing ele#ents&

9etter of Transmittal Title ?age Table of 8ontents E"ecutive 5ummary /ormal Introduction 5ection or ivision Introductions )ody$ &ethods, /acts, iscussion, Bb4ectives, #esults, 8riteria, Alternatives, Evaluation

*depending on the type of report you are writing!!see below 8onclusion #ecommendation )ibliography#eferences Appendi"es

9RITIN7 BUSINESS RE*ORTS

)usiness reports are used mainly in organisations, and it is valuable for any e"ecutive to develop an effective report writingstyle. )usiness reports come in many forms, from lengthy formal reports to the shorter variations used within departments.Therefore, the writing style should reflect the nature of the report content.

Structure of For#al ReportsIn general, long formal reports follow a recognised structure, made up of a title page,table of contents, e"ecutive summary, introduction section, the main body of the report,conclusions section, recommendations and appendices.

The title page, as its name suggests, identifies the report, so that it can be distributedto those individuals who are authorised to receive it. This page should be attractively laidout, as it is the first page that the reader sees, and first impressions are importantM

Table of 5ontentslists the main sections or chapters that appear in the report and thepage number for each.

The e2ecuti(e su##ar!plays an important role in the business report. Its function isto provide busy individuals with an overview of the report contents. Therefore, thesummary should be interesting enough to encourage the e"ecutive to return to thereport when heshe is less busyM It should contain the ob4ective*s of the report, main

findings, conclusions or recommendations.

The introductionshould set out the aims and ob4ectives of the report and provide background information about the matterbeing investigated or discussed.


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8ain bod! of report presents the main findings concerning the report1s sub4ect matter. These findings should be laid out in aclear and logical fashion, so that it is easy for the reader to follow the author*s train of thought. It is usual to put the mostimportant findings at the beginning of the section.

In the conclusions section, the main findings are emphasi3ed and they should be fair and unbiased. It describes the purposeof the report, your conclusions and how you reached them.

Reco##endations for further action should be presented in order of importance and be written in a very precise manner, sothat the readers are clear about the author1s intentions.

There are times when large amounts of data or statistics can not be easily inserted into the main findings. Therefore, this

information can be placed in an appendi2at the end of the report. The appendi2is for material which readers only need toknow if they are studying the report in depth. #elevant charts and tables should go in the discussion where readers can usethem. Bnly put them in an appendi" if they would disrupt the flow of the report. 8lear references should be made to theappendi" in the main body of the report. This approach is very valuable where several long tables of data must be containedin the report.There are various types of business reports like ?rogress #eports, /easibility reports or Empirical #esearch reports. ?rogressreport tells us if the work is progressing as planned. It also tells of the results thus far and e"plains what needs to be doneand what progress is to be e"pected.

/easibility reports e"plain how reasonable and appropriate the decision!making criteria are. They e"plain the methods used tocollect the information or material and allows the reader to determine that the facts are reliable.

Empirical research reportse"plain why the research pro4ect is important, give any necessary background information anddescribe what you are trying to discover or find out

Nouns $i#enice%&

feasibility ! i3vodl4ivostchart ! di4agramapproach ! pristuptrain of thoughts ! tok mislifinding ! otkri


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interview it will continue to work in your favour as the interviewer will probably reread it before making a decision, either onwho should be invited to the second interview stage or who the 4ob should be offered to.

0hen it comes to salary negotiations a well written 8L can help. If your 8L conveys your full worth you are likely to get ahigher salary offer than you might have done with a poorer 8L. So do not s/i#p on the ti#e !ou spend on 0riting a 5'as it 0ill probabl! be a false econo#!4

5' 9RITIN7 TE5HNI+UES

8OST I8*ORTANTL:, AL9A:S THOROU7HL: *ROOF.REA3 :OUR 5' or AS6 SO8EONE TO 3O IT FOR :OUBEFORE SEN3IN7 IT TO EITHER AN A7EN5: OR A *OTENTIAL E8*LO:ER4

&ake sure your 8L is well laid out so that it is immediately easy to read and understand. 9eave plenty of white space.

Qse concise, unambiguous sentences, avoid e"aggerations and a flowery writing

style.

o not make false claimsC honesty is always the best policy.

)ullet points are useful to highlight relevant skills and e"perience and help break up

continuous te"t.

epending on your e"perience, two pages is an ideal length.

5tress your past accomplishments and the skills you used to get the results you

achieved.

/ocus on information which is relevant to your own career goals.

If you are making a career change, stress what skills are transferable to support

your new career ob4ectives.

?ut your highest level of education first.

?ut your most recent 4ob first and work backward chronologically in time.

Ensure all dates are accurate.

E"plain any long career gaps *i.e. travelling, maternity leave etc

escribe what you did (+ of the time, not '+ of the time.

Avoid references to hobbies, activities and memberships which are not business

related or have no relevance to your current career goals or 4ob ob4ectives.

If you are preparing a 8L for a specific vacancy, e"plain why you would be good at

the position for which you are applying.

INTERVIEW

2#eo!le $ill for%et $hat you said, !eo!le $ill for%et $hat you did, &ut !eo!le $ill ne'er for%etho$ you made them feel.2!Qnknown

0hen going on an interview, you want to present yourself to your best advantage. This is yourchance to let the people interviewing you learn about your skills, knowledge, and strengths aspresent yourself for the first time. How do you do thisR

First I#pressionsAppearance counts, and is the basis for forming first impressions of a person. A neat, well!groomed appearance in an appropriate business suit comes across much better than casual

clothes, or inappropriate makeup and 4ewelry/riendly, open people are also perceived more positively. 0hen first meeting the employer, greet them with a firm handshake,a smile, and look them in the eyes. 9isten attentively and donJt interrupt.

Be On Ti#e)eing late does not impress interviewers, and creates the impression that you would arrive late to work. 5o try to get to theinterview on time, or even a few minutes early. This will give you a chance to do a last minute check on your appearance inthe restroom, and to fill out any paperwork.

3o :our Ho#e0or/Bne thing that will positively impress not only the recruiter, but also managers who may interview you, is knowledge abouttheir company. Take the time to research the company, and be familiar with terms used in the industry that you areinterviewing for. )eing familiar with the company products, the services that they offer, and who their ma4or competitors arewill show that you have a real interest in the company.


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)ring several copies of your resume *- or in a folder or portfolio since you may meet with several peopleduring the interview. A cover sheet with personal references should accompany it.

o your homework )E/B#E the interview. This will make sure that you can$

Ans0er Their +uestions 9elluring an interview, you will present yourself well if you answer the :uestions completely and concisely*nodding or grunting 2yes2 and 2no2 to :uestions, or rambling for a half hour when asked about your e"perienceare both e:ually bad. Instead, well thought out answers that demonstrate your skill and strengths as theyrelate to the position you are interviewing for will come across much more favorably.

)e as positive as possible during the interview. o DBT speak negatively of a former employer, even if they are the worst

possible, since this will be considered a problem area with you, or a bad attitude.)e honest, and DELE# lie or try to avoid answering. o DBT say, 2You can find that on my resume2 since they are interestedin YBQ and how you interact with others, and your personal knowledge base. They can read the resume later. )ut do makesure that all information on your resume is correct, since the company will check on references, dates and 4ob information.

As/ Intelligent +uestionsAfter answering their :uestions, asking good *i.e. relevant :uestions of your own will also create a good impression.You might ask the employer to describe the 4ob in more detail. You should also have several :uestions written down to referto, based on the background research you have already done to prepare for the interview.Ask the employer what he or she is looking for in an employee, or the three most important things they are looking for in theperson they hire. Then, listen attentively to the answers. /ind out why the position is open.Your :uestions should focus on the 4ob, the company, and what the employer wants or needs, not salary or benefits at thispoint. o DBT ask the interviewer 20hy should I work for youR2 or 2How much will you pay meR2 since this puts them on thedefensive, and creates the impression that you are only self!serving or mercenary.

*ractice 8a/es *erfectIt is a good idea to practice an interview before actually going to one. This will give you a chance to work on answering:uestions, listening, and getting feedback on your body language. 5ee if a friend or co!worker can help you by asking youboth standard and 2surprise2 interview :uestions that make you think and answer spontaneously. Include some hard ones aswell.

BUSINESS EN7LISH& RUNNIN7 A 8EETIN7

The following phrases are used to conduct a meeting. These phrases are useful if you are calledon to conduct a meeting.Bne of the most common re:uirements of business English is holding meetings in English. Thefollowing sections provide useful language and phrases for conducting meetings and making

contributions to a meeting.&eetings generally follow a more or less similar structure and can be divided into the followingparts$

I . IntroductionsII . Re(ie0ing *ast BusinessIII . Beginning the 8eetingI' . 3iscussing Ite#s' . Finishing the 8eeting

I . Introductions

OpeningOood morningafternoon, everyone.If we are all here, letJs get started start the meeting start.

9elco#ing and Introducing?lease 4oin me in welcoming *name of participant0eJre pleased to welcome *name of participantIJd like to e"tend a warm welcome to *name of participantItJs a pleasure to welcome *name of participantIJd like to introduce *name of participant

Stating the *rincipal Obecti(es0eJre here today to ...IJd like to make sure that we ...Bur main aim today is to ...IJve called this meeting in order to ...

7i(ing Apologies for So#eone 9ho is Absent


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IJm afraid.., *name of participant canJt be with us today. 5he is in...Qnfortunately, *name of participant ... will not be with us today becausehe ...I have received apologies for absence from *name of participant, who isin *place.

HO9 TO 3E'ELO* A 8AR6ETIN7 5ON5E*T

Qnfortunately, there is still a misunderstanding about the word marketing.&any people, including top e"ecutives, use it as a sophisticated term forselling. &arketing representative is commonly used in ads to recruitsalespeople. Actually, marketing is a way of managing a business so thateach critical business decision is made with full knowledge of the impact itwill have on the customer.

Here are some specific ways in which the marketing approach differs fromthe classic, or sales, approach to managing a business.

In the classic approach, engineers and designers create a product, whichis then given to salespeople who are told to find customers and sell the product. In the #ar/eting approach, the first step isto determine what the customer needs or wants. That information is given to designers who develop the product and finally toengineers who produce it. Thus, the sales approach only ends with the customer, while the marketing approach begins andends with the customer.

The second ma4or difference between the sales and marketing approaches is the focus of management. The sales approachalmost always focuses on volume while the marketing approach focuses on profit.

In short, under the classic *sales approach the customer e"ists for the business, while under the marketing approach thebusiness e"ists for the customer.

The marketing concept is a management plan that views all marketing components as part of a total system that re:uireseffective planning, organi3ation, leadership and control. It is based on the importance of customers to a firm, and states that$

- All company policies and activities should be aimed at satisfying customer needs.- ?rofitable sales volume is a better company goal than ma"imum sales volume.- In order to conduct a successful marketing program you must be able to answer the following :uestions$'. 0hat type of business are you in *manufacturing, merchandising or serviceR-. 0hat is the nature of your product*s or service*sR.

0hat market segments do you intend to serveR *escribe the age, se", income level and life!style characteristics ofeach market segment.

G. 0hat strategies will you use to attract and keep customersRo ?roducto ?riceo ?laceo ?romotiono ?ersuasion *personal selling

@. 0hat is your uni:ue selling proposition *Q5?RS. 0ho is your competition, and what will you do to control your share of the marketR

BUSINESS EN7LISH& RUNNIN7 A 8EETIN7

The following phrases are used to conduct a meeting. These phrases are useful if you are calledon to conduct a meeting.

Bne of the most common re:uirements of business English is holding meetings in English. The following sections provideuseful language and phrases for conducting meetings and making contributions to a meeting.&eetings generally follow a more or less similar structure and can be divided into the following parts$

I . IntroductionsII . Re(ie0ing *ast BusinessIII . Beginning the 8eetingI' . 3iscussing Ite#s

' . Finishing the 8eeting

I . Introductions


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OpeningOood morningafternoon, everyone.If we are all here, letJs get started start the meeting start.

9elco#ing and Introducing?lease 4oin me in welcoming *name of participant0eJre pleased to welcome *name of participantIJd like to e"tend a warm welcome to *name of participantItJs a pleasure to welcome *name of participantIJd like to introduce *name of participant

Stating the *rincipal Obecti(es0eJre here today to ...IJd like to make sure that we ...Bur main aim today is to ...IJve called this meeting in order to ...

7i(ing Apologies for So#eone 9ho is AbsentIJm afraid.., *name of participant canJt be with us today. 5he is in...Qnfortunately, *name of participant ... will not be with us today because he ...I have received apologies for absence from *name of participant, who is in *place.

NE7OTIATION

0hether it1s with an employer, family member or business, we all negotiate for things each day like higher salary, betterservice or solving a dispute with a coworker or family member. Here are some negotiation skills, techni:ues and strategies tohelp you handle these situations more effectively.

6no0 Th!self0hen you go into a negotiation, take a personal inventory. How do you feel about negotiationR o you want to get it overfastR If so, you may give in too :uickly, or give away too much. Br, do you want to win, no matter what the costR If so, youmay become adversarial and damage the relationship.

3o :our Ho#e0or/now who you1re negotiating with before you begin. 0hat1s his or her reputation as a negotiatorR 0in0in model or 0in9osemodelR oes the person want to negotiate with you, dread the negotiation, or is this a neutral situation.

Build TrustDegotiation is a highly sophisticated form of communication. 0ithout trust, there won1t be communication. Instead you1ll havemanipulation and suspicion mas:uerading as communication. )e trustworthy. Honor your commitments. Tell the truth.

#espect confidences.

3e(elop E2ternal Listening&ost people carry on an inner dialogue with themselves. 0hen you1re trying to communicate with someone else, this innerdialogue becomes a problem because you can1t listen internally and e"ternally at the same time. 0hen you negotiate, turn offyour inner voice and only listen e"ternally. You won1t miss important nonverbal messages, facial e"pressions of voiceinflections, when you listen e"ternally.

8o(e Be!ond *ositionsIt1s risky to make yourself vulnerable to someone. That1s why in a negotiation you begin by stating your!osition. 9ater, whenthe trust has deepened, you and the other party can risk more honesty and identify your true interests.As a negotiator, it isyour responsibility to ask :uestions that will uncover the needs or interests of the other party. If you1ve also done your 4ob ofcreating a supportive climate, you1re more likely to get honest answers.

6no0 :our BATNA

)ATDA stands for )est Alternative to A Degotiated Agreement. The acronym comes out of the research on negotiationconducted by the Harvard Degotiation ?ro4ect. )efore you begin a negotiation, know what your options are. 8an you walkaway from the dealR 0hat other choices do you haveR 0hat are the pros and cons of each choiceR onJt stop here. Alsoconsider the )ATDA of the other party.

6no0 9hat a 9in Is0hat is your best case scenarioR 0hat is your worst case scenarioR The area in between is called your settlement ran%e.Ifyou can reach an agreement within your settlement range, that1s a 0inM on1t drop below your bottom lineC you1ll feel badabout yourself and the deal afterwards, and you may not follow!through on your commitments.

Eno! the *rocessDegotiation is a process, not an event. There are predictable steps$ preparation, creating the climate, identifying interests,and selecting outcomes, that you will go through in any negotiation. 0ith practice, you will gain skill at facilitating each step ofthe process. As your skill increases, you1ll discover that negotiating can be fun.


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