You will hear five different people talking about problems and responses to

You will hear five different people talking about problems and responses to them in the companies where they work.
For each extract, there are two tasks. Look at Task One. For each question, 13—17, decide which problem each speaker mentions from the list A—H. Now lock at Task Two. For each question, 18—22, decide which response the company made to the problem from the list A—H.
After you have listened once, replay the recording.
You now have 30 seconds to read the two lists.
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Now listen, and do the two tasks.
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Man: Well, I’m certainly not going to forget that in a hurry! What a terrible mistake... It made the whole meeting pointless, really. I can’t imagine what they thought of me, sitting there with the paperwork for another client. Very unprofessional. I mean, I could still tell them the relevant facts, but I couldn’t show them the actual contract. I didn’t put it in my briefcase last night. What a lost opportunity! I should’ve made a proper note in my diary where I would have seen it so as to remind me to take the right contract. If I was really careful enough, this kind of silly mistake can never happen. Anyway, it’s too late now. I just didn’t remember and that’s that. They’ll have given the work to someone else by now... I’d promised to ring before midday if I was available. I really need to be better organised.
Woman: It was just so embarrassing, the whole thing. I mean, being late is one thing, and I met already got my secretary to phone through and leave a message to say I was running being schedule. And all the other managers were there to see the team show the project and its results. Oh well, that’s how it goes, I guess... I was so busy preparing all the equipment for the presentation that I didn’t notice the time passing. I was still checking the papers when they rang to say whether I was on my way there. And I met a traffic jam and could not move a little bit. Next time, I should make a better arrangement of my time and schedule.
Man; The new products that we newly launched are not as good as we expected. I just got the financial reports and the balance sheets from the Accounting Department which are not encouraging. Our competitors are a few steps ahead of us to grab the markets. I guess the main weakness is the image of some of the products. I complained about this last year. With our present strategy, we could find ourselves having problems in the future. We need urgently turn around the bad situation and think about the panacea. Work the market to our advantage. What I’d suggest is a complete review of the way we’re approaching the market. I think we should get everyone together and explore all the possibilities to carry out a new plan and a shining advertising campaign.
Woman; With our corporation’s popular reputation in our circle and you know, we are getting ahead of cur competitors in terms of the profits, but we can’t just take pride in the contemporary achievements. We should enlarge our impacts and still move on to make greater progress:. But in cur given situations, our staff’s abilities can’t commensurate with status quo. I just thought I ought to let you know, that following the discussion we made last week about stalling levels, I took your recommendation to the Board. You’ve probably heard already that we agreed that we do need to create a new Area Manager’s position and recruit more talented people. I just wanted to let you know officially that it had been authorised. So now we can contact the recruitment agency and ask them to start looking around.
Man: In the end, you’d have to say we had a lucky escape—I mean, it could have been a lot worse. It’s very difficult to know where your brand is really positioned... we’ve always accepted that your research almost inevitably will be running a bit behind. Consumer tastes change so quickly these days, and that’s where we suffered, and lost market share. The directors, once it was clear what was happening, attacked the problem and looked at various options.
They could have locked to generate revenues with a share issue, but I think they were right to go for clipping back by reducing expenditure wherever possible—you’re better placed to regroup with a tight ship. The plans to develop higher quality products for the future look pretty plausible now.
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Now listen to the recording again.
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That is the end of Part Two.
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