You will hear another five short recordings. For each recording, decide

You will hear another five short recordings.
For each recording, decide what the speaker is trying to give.
Write one letter(A-H)next to the number of the recording.
Do not use any letter more than once.
After you have listened once, replay the recordings.
You have 15 seconds to read the list A-H.
[Pause]
Now listen, and decide what the speaker is trying to give.
[Pause]
Eighteen
Woman: Long before they were running entire companies and making million or billion dollar decisions, all chief executive officers had to start somewhere. They weren’t mostly born into their jobs. But many of them got a very good start. They knew from the beginning that not every internship is about making copies and running out for coffee. Among top-tier executives, you’d be hard pressed to find someone who settled for that kind of grunt work — even if they weren’t confident enough to be sure they were above it.
[Pause]
Nineteen
Man: Less is increasingly more: at least in the minds of customers. However, some cite product complexity as the cause of rising real and psychological consumer "costs" while others point to the proliferation of choice as the cause. When producers want to differentiate themselves, up to a point, the safest and quickest way is to add features or increase product complexity. Regardless of the type of complexity, whether product or choice-related, the consumer is ultimately overwhelmed. As choice increases, search costs increase and it takes longer to make a decision. Too many choices are like having no choice, and buyers will start to feel that.
[Pause]
Twenty
Woman: Women start their careers in business and other professions with the same level of intelligence, education, and commitment as men. Yet comparatively few reach to the top echelons. This gap matters not only because the glass ceiling is unfair, but also because the world has an increasing urgent need for leaders. All men and women with brains, the desire and the perseverance to lead should be encouraged to fulfill their potential and leave their mark. With all these in mind, McKinsey Leadership Project set out four years ago to learn what drives and sustains successful female leaders.
[Pause]
Twenty-one
Man: Once upon a time, suppliers held all the cards. For years manufacturers in the U.S. kept their hands firmly on the spigot of supply and determined when people could get what they wanted. Choices were more limited, delivery time was measured in months, and warehouses were typically piled high with mountains of expensive inventory — often comprised of too many unpopular products and too few hot sellers. Today, this scenario is ancient history. The customer is king, trucks unload their just-in-time goods from automated distribution centres on a weekly basis, and the variety of products available is seemingly infinite.
[Pause]
Twenty-two
Woman: Funding has not been harder to come by for decades and throngs of deserved entrepreneurs are downright starved for it. That’s where angel investors — loosely gathered groups of well heeled individuals with an eye towards the juice returns that can come from investing in early stage of companies — come in. Not that you should jump at any angel willing to scratch out a cheque. Their deep pockets notwithstanding, some angels are difficult and demanding than others, even while bringing less to the table in terms of expertise and guidance. That’s why entrepreneurs should know what they’re getting into before betting their fortunes on these benefactors.