课文听力文本-Unit-6-Visions-of-Business.doc

Unit 6 Ｖiｓionｓ of Business

Paｒt I  Gｅｔting　reaｄy
Exerｃisｅ B.
Keyｓ：

Ｉｎｄividuaｌ ｐroprietｏrsｈip
Ｐarｔｎeｒship
Cｏrporaｔion
Scaｌe
Small
Ｓｍａｌｌ
Big
Owｎｅrshiｐ
The pｒopriｅtor　
all ｔhｅ pｒoｐertｙ
ｔwｏ oｒ more peopｌe;
ｇo into　busｉness
Ｉnvestｏrs; ｓtocｋ；
Sharｅ; owｎｅrshｉp
Rｅspoｎsiｂility　
Tｈe　proprｉｅtor
Limited partｎｅｒs;
full paｒtｎers
A board　ｏf dｉｒｅctoｒｓ;
coｒpｏｒate ｐoliｃies;
ｔop oｆｆicers
Ｌifetiｍe
Limited
Ｌiｍｉtｅd
Uｎｌiｍｉｔed

Ｔapescｒipt:
Bｕsｉnｅsses arｅ strｕctuｒed tｏ ｍeeｔ　ｄifferenｔ needs． Oｎe ｂasiｃ　dｉffereｎce ｉnvolves who is resｐonsiblｅ fｏr thｅ busｉneｓｓ. Ａnotheｒ　involｖes how　loｎg the orgaｎizａtiｏn　can sｔay in busｉness.　
Ｔhe simplｅst fｏｒm of buｓinｅｓs　ｉs cａlled ａn indiviｄual propriｅtorsｈiｐ. Tｈｅ worｄ　ｐｒopｒiｅtｏｒ cｏmes frｏm　Frｅnｃh and Lａtin worｄs for property ownｅr．　The propriｅｔor　owns　aｌl the prｏｐeｒty oｆ tｈe　ｂｕsiｎｅｓs　and is rｅspｏｎsible ｆoｒ it. Thｅ laｗ recognｉzes ｎo diｆｆerence　ｂetween tｈe ｏwner　and ｔhe busiｎess. Most smａlｌ ｂusｉnesses in the　United Ｓtatｅs ａrｅ indiviｄuaｌ ｐroｐrｉetｏrshipｓ．　
Anｏthｅr kiｎd of buｓiness is　the paｒtnｅrship． Two or moｒｅ peoｐｌe　go into busｉｎesｓ ｔogｅｔher. Ａn　ａｇreement ｉs ｕsually needｅｄ ｔｏ ｓtａtｅ how mｕch of tｈe partｎersｈip eacｈ ｐersoｎ　coｎtrols.　Theｙ can　eｎd the　ｐａrtnershｉp ａｔ any time.
But pａrｔnerｓhｉｐs ａnd　indｉviduａｌ prｏｐrietorshipｓ have　a ｌｉmitｅd liｆe.　They　ｅxist ｏnly aｓ　ｌong　as the owｎｅrs aｒe alive.
Soｍe states pｅrmit　what arｅ called　lｉmitｅd lｉａｂility　ｐaｒtnershiｐs． These ｈaｖe full parｔｎers ａnd limited partners. Limｉtｅｄ partｎers ｍay not shａre　as　ｍuｃh in the ｐｒｏfiｔs. Buｔ their ｒesｐonsibiliｔies to the　oｒganizaｔioｎ arｅ also liｍited．
Thｅ　mｏｓt coｍｐｌex　is　tｈe corporatｉoｎ. This kｉnd　ｏｆ busｉness oｒｇaｎiｚation　is　deｓigned ｔo ｈaｖe an　unｌiｍited liｆetiｍｅ. Inveｓtors in ａ　corpoｒation own sｔｏcｋ.　Thｉs　is　ａ ｓhare oｆ the owneｒshｉp.　Ｉnvestors　can tｒade　theｉr ｓhａreｓ or keep　theｍ as　lonｇ aｓ the companｙ　is iｎ　business．
Inｖｅstｏrｓ　may ｇet ｐaid　diｖiｄendｓ, a small amoｕnt of　moｎey foｒ　eaｃh　sｈaｒe they　own．
A　boaｒｄ ｏf diｒｅctｏｒs controlｓ the corｐｏｒate　polｉcies. Ｔｈｅ ｄirecｔorｓ ａpｐｏｉnｔ top　company offｉｃers．　Thｅ dｉｒecｔors might or　ｍighｔ　ｎot hｏlｄ　ａｎy　sｈarｅs ｉn ｔhe cｏrｐoｒaｔioｎ.　
Not all corpoｒatｉｏns ａrｅ traｄiｔioｎal busｉnesses ｔhａt　seｌl　stock. The Ａmericaｎ　Red　Ｃross， foｒ ｅxaｍpｌe，　is　ｏｒｇanized as a non-proｆiｔ　ｃoｒｐoraｔion.

Pａrt IＩ   Miｃhaeｌ Delｌ vs. Fredeｒicｋ Sｍith (I)
Exerｃｉsｅ　A．　
Keys:
Michａel　Dell:
１． Chaiｒｍan 　 2.　ＣEＯ 　 ３. Dｅll 　 　4.　tenurｅｄ CEO　 　5. comｐuter industｒyﻫ６. direcｔ-to-cｏnｓumer　　　7.　bｕｉld-to-order 8.　Dell Cｏmputｅr 　 ９.　middｌｅ－man
Fｒederｉck Sｍith：
1． Chairman 2. President 　3. ＣＥO 　　 4． FeｄEx 5． transｐoｒtationﻫ6. oveｒniｇｈt　deliverｙ 7.　ｊust－ｉn-timｅ dｅlｉｖery　 8． FｅｄEｘ　 9. FeｄＥx １0. ｇrｏunｄ ｄelｉveｒy

Eｘercｉse B．　
Ｋeys.　
１)　ｔhe quaｌity　of　servicｅ
２)　tｈｅ ｂｒeａｄth of tｈe ｎetwｏrkﻫ3) tｈe unｉque services　needeｄ
４） the cost

Tapescｒipt:
Jeff Greenfield: Ｔｈank you. OK look, it’s nｏｔ all　that unuｓually ｔo drｅam ｕp　a busiｎess　ideａ whiｌe　yoｕ’re　in college． Ｙou ｋnoｗ， ｙou boｏk　tｈe bandｓ foｒ the pａｒｔies,　you　dｅliver ｐizzａs to thｅ dorm． OＫ，　dreamｉng　up a new　mｕｌｔi- billion dollａr　indｕsｔry　from tｈｅ　groｕnd up， ｔｈis　is a　liｔtlｅ ｌｅss usuａｌ. Ｂut　iｔ is somethiｎｇ ｂoｔh of our guests　acｃompliｓｈed　even ｉｆ not　everyoｎe ｒealiｚed ｉt at the　tｉmｅ.
　 　 　 　 　　When　Freｄ　Smｉtｈ wrote　a terｍ paper　oｕtｌininｇ ｈｉs idea for　an oveｒｎiｇht　delｉvery sｅｒｖicｅ, hｉs　teaｃher gave　hiｍ a　C minｕs. Ｈe　off and ｗent　on to ｃreate Federａl Ｅxpress． Wｅ'll be taｌｋiｎg aｂouｔ ｔhat and other matｔｅrｓ with　Fｒed Sｍith,　thｅ　Chaiｒmaｎ, Ｐreｓｉｄent and CEO of FedEｘ Corpｏｒatiｏn, a ｌitｔlｅ lａter ｉn　ｔｈe ｐroｇrａm. But fｉrst　Micｈael　Ｄｅll， wｈo drｏpped　out oｆ　college after ａ year ｔo start ｔhe ｂusiness， he　stｉｌl　headｓ．　Ａs Ｃhａｉrｍan ａnｄ　CEO　of Dell Compｕtｅr,　Micｈael　Deｌl ｈａppeｎｓ to ｂe ｔｈｅ loｎｇest tenuｒeｄ　CEO　in　the eｎtirｅ ｃomｐuｔｅｒ　inｄｕstry. Hｅ＇s ａlｓo　the ｍan ｓolely responsible fｏr creating　the direct-tｏ－ｃｏnsumer model thaｔ sparｋed　the ｗhole　bｕild－to-ordeｒ revｏluｔｉoｎ. Mｉchael Dell'ｓ aｉm is to elimiｎate the ｍｉddle－man, a ｈoｍｅ-groｗn philoｓopｈy that carｒieｓ oｖer　into his haｎdｓ-on managemｅnt sｔyle.
Beｆore ｗｅ get inｔｏ　ｔhe ｓpeｃific convｅrsations, I wａｎt tｏ　knoｗ something ｂeｃause thｅ two ｏf　yｏｕ have ａ reｌationship thaｔ cｕstomeｒs－ｌiｋe. Coｕlｄ ｙｏu exist without ａ cｏｍｐaｎy　liｋｅ　Fred　Smith'ｓ　to ｓuｐply yoｕｒ　stuff?　Could ｉt　ｗｏrｋ iｆ ｙou ｄidｎ't　ｈaｖe　adｊuｓｔ－iｎ-tｉmｅ dｅlｉvery ｓyｓtem to geｔ yoｕ　youｒ parts ｆor　your comｐuｔerｓ?
Ｍichａｅｌ Dell： Ｉn our case，　ｎo． I mｅaｎ， you　know, ｗｅ coｕlｄn't exist witｈｏut FeｄEx, and I　ｄon't　ｔhink FedEx cｏuld exiｓt　wｉthout　ｏur　distriｂuｔｉng. Ｗe are sort　ｏf ｍutｕallｙ cｏ－deｐeｎdeｎt here.　
Freｄericｋ Ｓmｉth: That'ｓ　aｂsolutely right. Michael ｕnｄersｔａnds thａt hｉs eｆficacｙ wiｔｈ his ｃusｔｏmers depｅnds　oｎ dｅlivｅrinｇ exａctly as he's tｏｌd hｉs ｃustomer ｔhat he's gong to ｄelｉvｅr ｐluｓ　hiｓ prｏductｉoｎ　is　ｊｕsｔ　in tｉｍｅ, ｓｏ　aｌl　those partｓ ａnd　piｅces from all oveｒ thｅ woｒｌd gｏtｔａ ｔo comｅ toｇeｔher at　tｈe　same timｅ. Noｗ he　ｍay　hａve tｏ ｆｏr hiｓ own reasｏns ｕｓe bｒａnd　Ｘ,　ｂut cleaｒｌｙ　the beｓt choiｃe ｉｓ ＦeｄEx.　
Ｇreenｆｉelｄ: Nｏw yｏu　gｏ　oｕt, yoｕ'rｅ　makinｇ a　big puｓh inｔｏ thｅ ｇrｏund ｄeliveｒy ｂuｓinｅｓs as wｅll.
Right?
Smｉth: Surｅ．
Gｒeenfield：　Ｍｉcｈael, ｗhat ｗould you　ｗaｎt fｒoｍ　hiｍ as a ＣEO aｎd ｆｏunder oｆ Delｌ， ｔo make ｉｔ moｒe tempting for yｏu？
Dｅll： Welｌ, ｉt's preｔｔy　stｒaighｔ forward. I mean， ｙou　knｏw,　yｏu　gｏtta be ｃoｍpｅtiｔｉve, you'ｖe　got to deliver　on　ｔhe　tｈingｓ thａｔ ａre ｉmporｔａnｔ to uｓ, which means tｈｅ　qualｉｔy oｆ　serｖice, ｔｈe bｒeaｄth　of　the nｅtwork, thｅ...you know， uｎique　ｓerｖiceｓ thaｔ　we ｎｅｅd.　Fｏr eｘample， we have　ａ　loｔ　of thiｎgs gｏing oｎ wｉth airliｆt out of　Ａsia, ｃoming in　ｔｈｅ　US, aｎd their　network is particularlｙ ｗell　ｓuiｔeｄ foｒ　thiｓ．　And　oｆ coｕrse, ｔｈey gotｔa　be cｏsｔ ｃompetitive. Ｙou put aｌl ｔｈａｔ　toｇetheｒ and　tｈat'ｓ tｈe　soｒｔ ｏf ｄiscｕssion　ｗｅ have,　ｔhｅre's ｎｏｔ a lot oｆ ｒeaｌ sｃｉｅnce tｏ ｉｔ, Ｉ　mean．　it's prettｙ bａｓic nｕts　and　bｏｌtｓ． Here's　whａｔ we need,　ｙｏｕ ｋnow, aｎd herｅ we ｎeed to stay coｍｐｅtitive.
Greeｎfieｌd: Do yｏu　hａve a　shot？
Ｓmith: No, I'lｌ　ｔell yoｕ Ｉ've　been　ｌistening tｏ ｔhe whole　loｔ　ｏｆ　it, anｄ usｕａlly　I'm doing　evｅrythｉｎg
he wants us ｔo do． I ｃan ｔｅll yoｕ ｔｈaｔ ｍuch.

Part III   Mｉcｈael Dｅll vs． Frｅｄerick Smitｈ　(II）
Exercｉsｅ Ａ．　
Keｙs:
Eｆfｉcieｎｔ　ｉｎformatioｎ　ｓysteｍ　cａn

Ａ grｅat ｐａrｔ oｆ ｅconｏmy　wilｌ woｒk on “suppｌy　cｈａin” beｃａｕsｅ
1） ａｌｌ ｔｈe ｕnnｅcｅssaｒｙ; ｃoｓts;　more aｐplｉcabｌe
２) thｅ diｓtanｃe　between
１) ａ fａｓt cyｃle baｓis; ａ world of ｃhoｉcｅ
2) ｏn a cｏmputeｒ; ｃustomizｅ
３) ｈａvｅ　it ｄelｉverｅd　ｖerｙ rapidly

Ｅxｅrｃisｅ Ｂ.
Keys：
Mｉchael:
Ｍotivation: The　ｏppｏrtunity in the indusｔry, in　the　bｕsiｎeｓs
Ａmbiｔionｓ
1． ａ ｌeadeｒ not　ｏnｌy in　ｃlｉeｎt cｏｍpｕtinｇ,　but alsｏ iｎ　ｔｈｅ enterprｉｓe ａnd ｓervers and storaｇe．
2. buｓiness not ｊusｔ in　the　Uｎited　Sｔateｓ　ｂｕt　alｌ ｏver tｈｅ world
３． a lｏt　ｏf ｓervｉces thaｔ　go along with the ｐroducts
Frｅderick:　
Pｏsitive　attitude tｏwarｄs future：
comｐａnｙ’s　ｆuｔure
Positｉve ａttitudｅ towaｒds　wｏrk:
going　tｏ ｗork everｙ daｙ
compete
innovaｔe
ｗoｎｄerfｕl peopｌe
a　lot　oｆ　vｅrｙ　eｘcitｉng bｕｓineｓs trｅndｓ.

Tapeｓcript：
Greｅnfield: Ｌet me ｔｕrn now　tｏ the　first theme we　waｎt　to talk about,　anｄ ｔhat is tｈis　build－to－ｏrder reｖoｌution． Ｄoｅｓ　iｔ chａnge　ｅveｒythiｎg?
Ｄｅｌl: Yoｕ ｋnoｗ， I　ｔhｉｎｋ　firsｔ ｏf all, ｙou ｇｏｔｔa ｌook at ｔhe sｕｐpｌy chaiｎ. Baｓiｃaｌｌｙ, ｗhat ｅｆｆicｉenｔ　ｉnformatｉon fｌowｓ ｄo is　they, you kｎow, tｈey sort　of　ｔake oｕt all these ｃoｓts　oｆ tｒaｎsａctｉon and processiｎg　thaｔ soｒt of，　ｙou know，　add　tｏ thｅ ultimate　cｏst　of ｂuyｉｎg ｓomｅｔhｉｎg. Aｎd if you vｉew iｎformation　ａs thｉs　ｋind　of like vａcuum tｈat　sucks ouｔ that　unnecessａry　cost, thｅre arｅ　cｅrtａin pｒoducts or sｅrviceｓ where tｈis　ｉs fａr more appliｃable. You know ｔhiｎｇs　that haｖe very ｈigh mark uｐs， tｈｉngs　thaｔ depreciate　in　valuｅ　at an incｒediblｅ rate.
Ｇreenfiｅld: Ｗhat＇s an exａmple？
Dell：　Take　the ｃar iｎduｓtｒy foｒ ｅｘample．　Ok? Not necessaｒily fit in　ｓｍall pａcｋages　yｅｔ, but yoｕ　ｋｎoｗ ｗｈen you gｏ to buｙ　ａ car, you tｙpically go　ｔo ａ place where tｈerｅ's lｏｔs　ｏf cａrｓ and someｂody　guessed wｈａt　kind of　cａｒ, ｙｏu know, ｙoｕ wｅｒe　going ｔo　bｕy.　Ａｎd， yoｕ kｎow thａt's, theｒe's ｔeｎs of billions　of　dollars in assｅts tied　ｕp in thoｓe gｕｅsseｓ　anｄ　what usuallｙ hapｐens　iｓ you ｅnd up ｂuｙing, noｔ　tｈｅ car eｘａctly tｈaｔ yｏu　wanted but tｈe car thｅy hapｐened to have. And ｔhen the signaｌ bacｋ to ｔhｅ faｃｔory　that　ｔhat　car that you ｊuｓt ｂｏuｇht, yｏu know, ｉs ｓellｉng reaｌly wｅll,　so leｔ's bｕild sｏme moｒe. And tｈe pｅrson wｈｏ sold　it　tｏ yｏu gets a commission ｆor selｌiｎｇ ｙou ｓomｅｔhing tｈａt you didn't quite exａcｔly ｗant to　ｂuｙ. Ａnd sｏ　you　gｏt caｐitaｌ ｔieｄ up, you got costs ｔiｅd up, anｄ whａt　ｉｎformaｔｉoｎ sysｔems ｃan　dｏ　is eｓｓｅｎtiallｙ sｈrink the　ｄistance ｂetween thｅ sｏuｒce of ｄemaｎd aｎd ｔhe sｏurce of　supplｙ.
Smｉtｈ: There's　a　ｌｏt　of　wｏrk thａt'ｓ ｂeen ｄone iｎ tｈｅ academic rｅalm about this issue　sｕpply chaｉｎ thａt　ｙou're ｊust ｔａlkｉnｇ abouｔ. The lateｓｔ　figｕｒe that I'ｖe　seeｎ whｉｃh wａs donｅ ｂy　oｎe of　thｅ　scｈoｏlｓ in the Midｗｅst tｈat ｈaｓ a　gooｄ ｔｒansportation　and logｉstics ｐraｃtices. And ａｂouｔ　40 perceｎｔ of　busiｎｅsseｓ todａy　ａre operatｅd　on　a fast cyｃｌｅ bａsｉs thａt Ｍｉchael　and　Wal-Maｒt and ｓo forth pionｅered． Now thｅre's ｃertａｉn types　of items ｔhat　aｒｅ　very lｏｗ in terms oｆ uniｔ coｓtｓ like groceries or gasolｉｎe ｙｏu ｐuｔ　ｉｎ your car,　or ｃommodiｔｉｅs of oｎe soｒｔ ｏr aｎother or where　ｆorm ａnｄ fiｔ ｍaｙ ｍeet mａke the cｕstomｅrs　ｗannａ　gｏ lｏok ａｔ iｔ　ｐeｒsｏnally ｌike pｕttiｎg on a　coat ｏr somｅthing． Ｂut Ｉ　think oｔheｒ ｔhan thａt,　aｌmost　evｅrything wiｌl be　ｐreｓented to yｏｕ on a coｍputer　and　ｙou＇ll have a world of　ｃhｏice and　you cａn　custｏｍｉｚe ｉｔ　anｄ ｈａve it ｔhere very　rapidly. For a cａr, it might be fｏｕr ｄays; for ａ Ｄell coｍｐuter, iｔ　might　ｂｅ　ovｅrnｉght, or　ｉf you ｗant to　ｓhorten thｅ deｌiveｒy, ｔｈree ｄａｙs or　whaｔevｅｒ. But　I tｈｉｎk ａ greaｔ pａｒt ｏf the ecoｎomｙ wiｌl ｗorｋ tｈat wａy.
Gｒeｅnfield： It＇s now ｔimｅ for　the next ｇenｅratiｏｎ　oｆ　ｂusiｎess ｌeadｅrs,　ｗe hｏpｅ, to ａsk　ｔｈeir ｑuestiｏns of oｕｒ　guｅsｔs． Pleaｓｅ　bｅ　sure ｔo ｔeｌｌ us your　name and then ｙour questioｎs.　Ｓir.
Muｎan:　Oｋ, goｏd afｔｅrｎoｏn． My ｎame is Mｕnaｎ. I＇m just　cｕrious wｈａt keｅｐs you guyｓ　going ａnd peｒsonalｌｙ　what you ｇuｙｓ ｈave　left to acｃomplish?　
Deｌl: You kｎow， wｈat keｅpｓ me gｏing agａin ｉs　the　ｏpportunity ｔｈat　I ｓee in ｏｕr　iｎduｓtrｙ ｉn our bｕsinｅsｓ. You ｋnｏw, tｈis iｓ ａ buｓｉｎｅss ｔhａt　contｉｎues ｔo grｏw, ｔｈｅ IT inｄｕstry　is ｒighｔ aｔ　tｈｅ fulcrum of tｈe economy. Thｅ ｉnduｓtry　is expａnding aｒoｕnd the woｒlｄ.　Wｅ　waｎt ｔo　ｂe a lｅader ｎot oｎly in　clieｎt computiｎg，　but　aｌso ｉn　the entｅrprise and sｅｒｖeｒs and　storaｇe. Aｎｄ ｗe wanｔ to do it ｎot just in ｔhe Unｉｔed Sｔateｓ, ｂuｔ all ｏver　the　worlｄ.　And wｅ want　ｔo add a lot　ｏf the　servｉcｅs ｔhat　ｇｏ alonｇ wｉtｈ thosｅ　producｔs, ｓｏ　we ｈａve,　we ｔhiｎk a gｒeat stａrｔ,　but　we　think thｅｒe ｉｓ tremendouｓ ｏｐportunity　going forwａｒd.
Ｓｍiｔｈ: Welｌ， I'm　ｔruly ｅxcitｅd about my　company's ｆuture. I love　goiｎg to work　evｅｒy　day, iｔ's　gｒeat　fun. I　ｌｏvｅ ｔo　compete,　I lovｅ to tｒy tｏ iｎnｏvate,　ｃｏｍｅ up wiｔh a　new ｉdea. Ｗork　wiｔｈ　ａ lot of wｏnｄerful　people anｄ sit right　ｉn ｔｈe mｉｄdle of a　lot of vｅｒy, veｒy　eｘciｔiｎg business tｒends, and　Ｉ caｎ't think ｏf anｙｔｈｉng I'ｄ ｒather be　doing.

Ｐaｒt IV Morｅ about thｅ tｏpic: The Busｉness Pｌan
Exercisｅ A.
Keyｓ：
1．　the ｍｏｓt　fｕｎdaｍeｎtal 　 2. businｅｓs ｐlａn 　　 3. large 　4. smalｌ　
５．　hａving a　buｓiｎｅsｓ ｐｌａn　 ６. a　reality　 7． esｓentiａｌ 　 ８. a ｍap
9. where ｙｏu’re goiｎg to go １0.　ｇet sｔarted　　　11. ｇo froｍ “Ａ” ｔo “Ｚ” 　
1２. ｈow ｍuｃh ｍoneｙ 　 13.　ｈow ｍany people 1４. predicｔion ｗheｒe the　buｓiness maｙ go
１５． ｐositioｎ yｏuｒself　　 1６. use the least amｏunt of moneｙ １7.　more ｃｒiｔical　
18． bｕddｉng eｎtrｅprｅneurｓ 　19.　ｕse　the limｉtｅd　ｒｅｓources

Taｐesｃrｉpt:
A　woman　ｈas a ｇreat ｉdea for a ｂｕｓiｎesｓ. Ｓhe'ｓ joined　ａ　ｗoｍｅn＇s busiｎeｓｓ　aｓsocｉatiｏｎ and　tａｌked　witｈ ｓeveraｌ eｎtreｐｒeneｕrs. Shｅ　wａnｔs ｔo ｇｅt startｅd. Wｈat'ｓ　thｅ ｎext　sｔep? In today's ＂ｗomeｎ in bｕsiｎess" repoｒt, Sａrah　Long teｌｌｓ uｓ　tｈat　one of the ｍｏｓｔ funｄaｍenｔal stｅpｓ　ｔｏｗaｒｄ a sucｃｅssfuｌ busiｎesｓ　is　tｈe busｉnesｓ ｐlan.
Tｈe ｉｄea fｏr a　bｕｓiｎesｓ　maｙ bｅ　large or　smａll. Ａ manｕfactuｒｉnｇ pｌaｎt　ｗｉth lots of empｌoyｅes　or a　ｏne-emploｙee companｙ ｂased in　the ｈoｍｅ.　Ｉｔ'ｓ not the siｚｅ ｏf tｈｅ ｂusｉｎess thａｔ　matｔers. Wｈat does ｍatter aｃcording to experts iｓ　hａvinｇ a busiｎｅss plan to mａｋe ｔhe ideａ　a　reaｌｉｔy.
"I　onlｙ　haｖe　mysｅlf and my　fuｌl-tｉｍｅ office　manageｒ aｎｄ　I'm ｈiring a third　peｒson.　I　do　a busｉnesｓ plaｎ　eｖery yｅar.”　
Bｅtty　Ｓtehｍａn hａs her owｎ accouｎtｉnｇ firm. Aloｎｇ wiｔh　a ｆull ｒaｎge of ａccounｔｉnｇ　ａnd taｘ　servicｅs，　ｈｅr　ｃompany　heｌpｓ ｅｎtreｐreneurs deｖｅｌoｐ business ｐlanｓ. Shｅ beｌｉeｖeｓ ａ plan ｉs essentｉal foｒ ａny　business inｃlｕdｉng, of course，　her owｎ.　
"I　revｉeｗ wheｒｅ　mｙ plan ｗａs　ｌaｓt　ｙear．　Ｉ measurｅ myselｆ aｇａiｎst ｉt. Ｔhen　Ｉ looｋ　at wｈere I waｎｔ tｏ gｏ.　Ｔhat gｉｖes ｍe dｉrectioｎ for ｔhｅ fuｌｌ yｅaｒ.　If I ｄon＇ｔ hａve tｈａt ｄirｅｃtioｎ, iｔ's ｌike ｇoing on a　trｉp withouｔ　a mａp　aｎd ｙｏu're ｎot sure whｅrｅ　you'rｅ gｏing. Ｓo the ｂusｉness plan to ｍe　ｉs esｓenｔiallｙ a map foｒ ｙour ｂusineｓs as tｏ wｈerｅ ｙou＇re gｏing ｔo gｏ．"
Ｅnｔrｅｐreneuｒ Ｔ. W. Ｆitzgerａld　agｒｅeｓ　that a busiｎｅｓs pｌan ｉｓ　ｔhｅ vｅrｙ ｂｅｓt　way ｔo get starｔeｄ.
＂Ｗheｎ　you dｏ ａ　bｕsinｅss ｐlan iｔ＇s almoｓt yｏur ｇuａｒantｅe tｈaｔ yoｕr business　wｉlｌ　succeed because you　go　ｆrｏm "A" ｔo "Z" in fiｇuｒinｇ out　every　ａspecｔ: how much mｏneｙ you ｎｅｅｄ; how many peoplｅ you＇ll ｎeed; whｅｔheｒ　you'll neｅd peｏｐle. It gives ｙｏｕ a way of　predicｔｉnｇ whｅre tｈｅ　ｂｕｓｉness mａy go sｏ　ｙｏu can pｏｓｉｔion yourｓeｌf ｔo responｄ　ｉntelｌigentｌy anｄ ｕse thｅ　leaｓt aｍouｎt of money.”　
Ms.　Fitｚgeｒaｌd says　tｈat　iｆ a ｂudｄing ｅｎｔreprｅneｕr dｏesn't　havｅ ｍｕｃh　ｍｏney, ａ　buｓiness plaｎ becomｅs　even more criｔicａl by　helping to use　ｔhe　lｉmited　resouｒceｓ in　ｔhe vｅry ｂest ｗay. She ｐoints oｕｔ　that aｂｏuｔ 46 perｃｅｎt　oｆ bｕｓinesses ｉn　the Uｎitｅｄ Stａtes　ｏpｅrate wｉthｏut ａ　bｕｓiness plan. Tｈese,　shｅ　sａys， ａrｅ the compａnｉeｓ　aｔ　grｅatｅsｔ　riｓk ｏf ｆａiling. And　ｉn aｎ iｎcrｅａsiｎｇｌy ｇｌｏｂal　marketｐｌａｃｅ， ｓhe sａyｓ onｅ　perｓon'ｓ greaｔ idea　tｏdａｙ　maybe ten oｔｈｅr peoｐle's ｇreａt　idｅa tｏmｏｒroｗ． Ｔhoｓe　usiｎg businｅss plａns ａre mｏst ｌｉkely to　beａｔ out　thｅir　ｃoｍpetitors.

Parｔ Ｖ Dｏ ｙou kｎow…？
Ｅxｅrcisｅ A.
Keyｓ:
Pａｒagrapｈ　1.
1)80　 2)　１00
Pａragraph 2.　
1) oｌｄesｔ ２) largest　 3)　fasｔest ４) ｇrowiｎｇ 　5）1９19　 6) ｓchool
7)　hours　 8）　oｒｇaｎｉzed 9) oｐerated 10） ｆormｉｎg 　１1） Ｌｏcal
Pａragraph 3.
1) develoｐed 　2) sｈareｓ 　 3) mａｔeriaｌs 　 4) proｄucｅd
５） profitｓ 6) ｏwnｅd ７） businｅss 8)ｏpeｒａｔe
Paraｇraph 4.
１)　1974 2)　ｃlassｒoｏｍs 3) programs
4)5 　5） 18　 　６) 27000０0 7)　８5　000
Ｐａragraｐｈ 5.
1） 5 2) １1　 3) Ｖoluntｅer 4)　main 　 5) ｒules
6) oｒｇaｎized 7) mａｄe 　 　8) soｌｄ　　　 9)　ecｏnｏmy
1０）　moneｙ 　 　 １1)　ｉndustry　　 12）　trade 　 1３) ｆａmiｌies　 　　 14) commuｎiｔies
Ｐarａgrapｈ 6.
1）12　 2)１4 3) bｕｓｉneｓs　 　 　4) eｘpｅrt 　 　 5) Proｊeｃｔ
6) econｏｍｉc 　７） theorieｓ 　　 8)　supｐｌy demａnd 9） corporations 10) world trade
Parａgrａｐh 7.
1) 12　　 　2) １4 ３) Eｃｏnｏmｉcs 4） ｌｅａｖiｎg　 　 　 5） complｅｔing
6) coｎtiｎuing 　７) game 8)　jｏｂs 　　 　 9） edｕcatiｏn 　 １0) money
１1)　get 　 1２) earｎ 1３)　nｅｅd　 14） ｗant 　 　15) high 　 　 16) schｏol

Tapescｒipt:
Aｎ　organｉｚａｔｉon　in the Uｎited Ｓｔates has　bｅeｎ　ｔeachｉng ｙoung ｐeｏｐle about tｈe　Ａmerｉｃan bｕsinesｓ systeｍ fｏr almost ８0 yｅａrｓ.