TASK ONE—THE TOPIC OF THE TALK •For questions 13-17, match the extracts with the topics, listed A-H. •For each extract, decide w

1  The advice I would give is to know your own business as much as you possibly can; know their business as much you possibly can; and know them. If you know where you are starting from, if you understand your business then you are not going to make a mistake on your side. The more you know their business, the better chance you have of actually pitching your own sales strategy appropriately. And the more you know of the person you are dealing with, the better chance you have of success. Of course, you cannot always win, but you can gain some lessons from failure and add to your experience.
2  There are a lot of general methods and some specific ones to our company. For instance, one general method is to get the managers to understand how they work together and to use models like Belbin’s model that I know you’ve been using to give insights into how people behave in the management group. Another approach is to give people personal feedback about their management style and how they are seen by their colleagues. The third approach is to actually observe the process going on in management. These methods will certainly improve your work efficiency and increase chances of success. Of course whether they can work well also depends on the quality of the person you work with.
3  Well, the key is to be enthusiastic because what you have to leave your delegates with is as much enthusiasm for the product as you’ve got. And if you’ve got that enthusiasm, they’ll get out into the market; they’ll produce your new product; they’ll get involved in the sales campaign, and indeed they’ll want you to take part in an incentive, which is the third reason I am going to give you. They’ll want to get involved in the incentive that will actually ensure the sales campaign is a success, and that incentive might be a trip abroad, it might be to win a television or something like that. Anyway, it’s something very attractive and rewarding.
4  Prospective employees are particularly concerned about people in positions of higher responsibility. They put this on the top of their priority. They are interested in selecting quality people who can be trusted with company information, knowledge and secrets. They need to be convinced that you offer value and skills to them. Spend some time thinking about what you have accomplished in your previous jobs and what skills you can bring to the table. Ask yourself whether these skills are in demand. Make a list and review it repeatedly. This will improve your attitude and self-confidence. In any case, be sure not to be rash for this might ruin all your opportunities. Besides, credit is also something they consider important in the quality of an employee.
5  Well, I think I would justify it on the basis that we are net "stealing" individuals. We are merely presenting them with opportunities. The final decision must be theirs. And the fmal decision for somebody to move jobs has to be a function of two things: We say there has to be a "push "and "pull". There has to be a push from their existing organization, and there has to be a "pull" to the new organization. We spend a lot of our time making it clear to them what the pull is, i.e. bigger job, more money, better location or whatever. We can do nothing at all about the push, that’s up to them.