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Participant 1

You have the following opinions concerning Worldbeater:

Selling price: 240 dollars

Target consumer: professional players

Advertising/promotion specialist magazines
Participant 2

You have the following opinions concerning Worldbeater:

Selling price: 150 dollars

Target consumer: all tennis players, all age groups

Advertising/promotion national/local newspapers and TV commercials
Participant 3

You have the following opinions concerning Worldbeater:

Selling price: 180 dollars

Target consumer: all tennis players, all age groups

Advertising/promotion advertising in clubs, at tennis courts and in the press
Participant 4

You have the following opinions concerning Worldbeater:

Selling price: 200 dollars

Target consumer: people with money and fashion-conscious tennis


Advertising/promotion endorsement contracts with famous players or film



Just over a year ago, two marine equipment manufactures, Muller and Peterson, joined together to form a large company called Muller Peterson Marine (MPM). MPM’s new sales team was made up of representatives of both companies. It was led by Muller’s Sales Manager, and Peterson’s Sales Manager became his deputy.

At the end of the first year, it has become clear that the two groups of sales representatives have very different aims, beliefs and ways of working. These are summarized below.
Muller sales representatives

  • They are ambitious and very competitive. They are mainly interested in increasing their basic salary and commission. They think he company’s main aim is to maximize profit. If they do that, the company will be profitable.

  • They promise their customers early delivery dates, but the company often

cannot meet the dates and the customers complain.

  • They send in short sales reports which are often late and incomplete. They usually forget to send written follow-up when customers place an order.

  • They are happy with the present system of payment: low basic salary, high commission.

  • They keep information about customers to themselves, rather than sharing it with their colleagues

  • They are aggressive when selling and put pressure on customers to buy. For example, they often offer expensive gifts to the customers to build up loyalty and to persuade them to place an order. They say that MPM’s products are the best in the world.

Peterson sales representatives

  • They believe in working as a team and supporting each other. They think the company’s aim is to keep the customers happy and to build up good customers relations. If they do that, the company will be profitable.

  • They believe that the company should always meet its delivery dates. Therefore they do not promise customers very early delivery.

  • They send in well-written, informative reports on or before the deadline. They always provide written follow-up when a customer places an order. They would like a higher basic salary and a bonus paid to the team if they exceed their monthly sales target.

  • They believe that staff should co-operate at all times and share information about customers with each other. This is the best to maximize sales.

  • Their sales approach is to build up customer loyalty by gaining their trust. They do not put pressure on customers to buy. They let the customer decide if the product is suitable. They do not believe in giving expensive gifts to customers. Gifts should never exceed €30 in value, in their opinion.


The Sales Manager and Deputy Sales Manager decide to hold a meeting with representatives of both groups. The purpose of the meeting is to decide what actions to take so that the sales representatives work together more effectively.
I. Divide into groups:

Group A Sales Managers

Group B Deputy Sales Managers

Group C Muller Sales Representatives

Group D Peterson Sales Representatives
II. Read your role cards and prepare for the meeting. Use the agenda as a guard for the meeting. It will be led by the Sales Manager and the Deputy Sales Manager. When participating, make use of the phrases from the Useful Language box (Listening 2).


  1. Relationships between sales representatives

  2. Delivery dates

  3. Reports

  4. Payment system

  5. Sharing information

  6. Customer loyalty

Group A Sales Manager

You will lead the meeting with the support of the Deputy Sales Manger. It is your job to listen to the representatives’ opinions and to agree on an action plan which will:

  • improve the atmosphere in the department

  • encourage staff to work together effectively

Note: You are impressed by the Muller sales representatives. You think their ambition and energy are good for the company. They are also successful in financial terms.
Group B Deputy Sales Manager

You will help the Sales Manager to run the meeting. It is your job to listen to the representatives’ opinions and to agree on an action plan which will:

  • improve the atmosphere in the department

  • encourage staff to work together effectively

Note: You are impressed by the Peterson sales representatives. You think they have a very positive attitude. You think their efficiency and good customer service are important for the future success of the company.
Group C Sales representatives (Muller group)
You should give your opinions about the points on the agenda. Try to persuade the Sales Manager and the Deputy Sales Manager to accept your point of view, but help them work out an action plan which will improve the effectiveness of the team.

Note: you usually meet your sales targets and often exceed them.
Group D Sales representatives (Peterson group)

You should dive your opinions about the points on the agenda. Try to persuade the Sales Manager and the Deputy Sales Manager to accept your point of view, but help them work out an action plan which will improve the effectiveness of the team.

Note: you often meet your sales targets but rarely exceed them.
III. Form new groups with people from groups A, B, C and D. Have a

meeting and decide what actions you should take to improve the

effectiveness of the sales team.

As the Sales Manager of MPM, write the Recommendations section of a report to the CEO about the actions agreed on in the meeting with the sales representatives.

To enable the sales representatives to work together more effectively, we have agreed on the following three points.

Firstly, we should …



  1. admit

  2. apply

  3. approach n, v

  4. argument

  5. arrogant

  6. attitude

  7. avoid

  8. battle

  9. cause n, v

  10. compare (with)

  11. compromise

  12. consider

  13. consistent

    • consistency

  1. consult

    • consultant

  2. counsellor

  3. disappoint

  • disappointment

  1. dispute

  2. eliminate

  • elimination

  1. explore

  2. fear

  3. get back (at)

  4. get in somebody’s shoes

  5. get one’s own way

  6. handle

  7. honest

    • honesty

  1. ignore

  2. intervene

  1. issue

  2. jump at conclusions

  3. negotiate

  • negotiations

  • negotiator

  1. offer

  2. outcome

  3. priority

  4. propose

  • proposal

  1. reject

  2. remain

  3. remove

  • removal

  1. resolve a conflict

    • resolution

  1. root

  2. rude

  • rudeness

  1. solve (a problem)

  • solution

  1. suggest

  2. take the side (of)

  3. talk down (to smb.)

  4. tough

  5. treat

  6. upset

  7. weak

  8. win-win scenario

  9. workload

I. How good are you at managing conflict? Answer the questions in the quiz below. Compare your score with the partner.

1. You are at a meeting. People cannot agree with each other. Do you

  1. say nothing?

  2. intervene and propose something new?

  3. take sides with those you like?

  4. suggest a ten-minute break?

2. Your two closest friends have an argument and stop speaking to each

other. Do you

  1. behave as though nothing has happened?

  2. bring them together to discuss the problem?

  3. take the side of one and stop speaking to the other?

  4. talk to each one separately about the situation?

3. You see two strangers. One begins to hit the other. Do you

  1. pretend to be an off-duty police officer, and ask them what is

going on?

  1. call the police?

  2. shout at them “Stop!”?

  3. walk away quickly?

4. Your neighbors are playing very loud music late at night. Do you

  1. ask them to turn it down?

  2. do nothing?

  3. call the police?

  4. play your own music as loudly as possible?

5. You are in the check-in queue at the airport. Somebody pushes in.

Do you

  1. ask them to go to the back of the queue?

  2. say nothing?

  3. complain loudly to everyone about the people jump in queues?

  4. report them to an airport official?

6. A colleague criticizes your work. Do you

  1. consider carefully what they say?

  2. ignore them?

  3. get angry?

  4. smile, but wait for an opportunity to get back at them?

Score your answers:

  1. a. 2 b. 3 c. 1 d. 4

  2. a. 2 b. 3 c. 1 d. 4

  3. a. 3 b. 4 c. 2 d. 1

  4. a. 4 b. 2 c. 3 d. 1

  5. a. 4 b. 2 c. 1 d. 3

  6. a. 4 b. 3 c. 1 d. 2

Give yourself the following results:

6-11 you need to improve your conflict management skills

12-17 you are quite good at conflict management in certain situations

18-22 you are good at conflict management in most situations

23-24 you are excellent at conflict management. You should be working for

the United Nations

I. Use the correct form of these words or other words to complete the second

and the third columns of the chart. Use a good dictionary to help you.




1. patience



2. calmness



3. weakness



4. toughness



5. emotion



6. consistency



7. sympathy



8. enthusiasm



9. ……………..



10. fairness



11. honesty



12. ethics



13. …………….



II. Use one of the adjectives or its opposites to complete the following


1. He gets very angry if people are late for negotiations.

He is very impatient.

2. She always has ideas and easily finds solutions to problems.

She is very ___________ person.

3. He never shows anger, enthusiasm or disappointment during a negotiation.

He is totally ___________.

4. He always agrees with everything his negotiating partner suggests.

He is ___________.

5. She wants to get her own way. She doesn’t like to compromise.

She is a very _____________ negotiator.

6. He likes people to feel comfortable and relaxed during a negotiation.

An ____________ atmosphere is very important for him.

7. You shouldn’t criticize your employee’s work in front of everyone.

It’s ___________ .

8. How __________ ! He only got promoted because he was the boss’s


  1. It was really __________ of her to claim she had experience when she


  1. Look again at the adjectives and their opposites in task I. Choose what

you think are the best and worst qualities for a negotiator. Then compare

your ideas with a partner and try to reach an agreement.
IV. Match these sentences halves.
Six tips for being a more successful negotiator

1. Good answers don’t always come


a. you can’t be tough all the time.

2. Sometimes you have to compromise -

b. or they’ll think you’re weak.

3. Don’t get angry too quickly -

c. enthusiastic negotiators are rare!

4. Don’t agree with everyone all the


d. so don’t be too impatient.

5. Say when you like an idea -

e. be consistent.

6. Keep the same attitude towards

others -

f. try and stay calm.

V. Complete this article with the correct alternative.


Bea Conrad worked for fifteen years as personal assistant to the head of Ajax, a pharmaceutical company. She enjoyed her work despite her heavy …1… . She didn’t mind the …2…; in fact, she liked it. She felt she had a lot of freedom in the way she organized her time, as there was a system of flexitime in the company. Despite having two young children, Bea thought she had a pleasant lifestyle.

Then Ajax was taken over by Zenith, another pharmaceutical company. Bea had a new boss who was too …3… . He gave out …4… and …5… everyone to work twice as hard as before for 12 hours a day. The deadlines became …6… : there was never enough time to finish things. Bea went to see a stress …7…, who advised her to leave the company. She now works for a company where everyone leaves at 5.30 p.m. Bea feels much better and more …8… .


a. work

b. job

c. workload


a. pressure

b. pressing

c. press


a. fair

b. tough

c. consistent


a. concerns

b. offers

c. orders


a. waited

b. argued

c. expected


a. impossible

b. fixed

c. accepted


a. council

b. counsellor

c. counsel


a. relaxed

b. relax

c. relaxing


  • First Conditional

if + present simple, will + base form of the verb

This describes a possible condition and its probable result.

Example. If we meet our sales target, we’ll get a bonus.

  • Second Conditional

if + past simple, would + base form of the verb

This describes an unlikely condition and its probable result.

Example. If he listened more, he’d be a better manager.

  • Third Conditional

if + past perfect, would + have + Participle II

This describes an unreal condition or imaginary situation referring to the past and its probable result.

Example. If we had worked harder last month, we would have met our sales target.
I. Correct the grammatical mistakes in these sentences.

  1. If you give us a 10% discount, we would place our order today.

  2. If I would have more money, I would go on a cruise.

  3. If I will go to London next week, I’ll visit their sales office.

  4. If I would work from home, I would have more time with my children.

  5. If the secretary informed about the arrival of the delegation earlier, we would have prepared everything beforehand.

II. Combine phrases from A and B to make conditional sentences. More than

one variant is possible in each case.



1. pay in euros

a. pay you a higher commission

2. order today

b. offer you a special discount

3. finish everything tonight

c. reduce the price

4. deliver by the end of the month

d. give you a bonus

5. give us a one-year guarantee

e. pay all the transport costs

6. exceed the sales target

f. give you a 5% discount

7. pay all the advertising costs

g. deliver within seven days

8. sign the contract now

h. give you the day off tomorrow

III. Complete the second sentence in each pair using Second and

Third Conditional so it has the same meaning as the first.

  1. I won’t change my bank because it gives good rates of interest.

If my bank didn’t __________ , I __________ change it.

  1. We can’t offer you a discount because you don’t buy in bulk.

If you __________ , we __________ a discount.

  1. The price of the product is too high, so we won’t place any orders with this company.

We ___________ with this company if the price __________ ,

  1. She was too emotional, so it was almost impossible to get to an agreement with her.

If she __________ , we ___________ with her.

  1. The CEO arranged a meeting because the managers couldn’t solve the problem informally.

The CEO ___________ if the managers ___________ informally.

  1. Our jobs are in the city, so we can’t move to the country.

If our jobs ___________ in the city, we ___________ to the country.

IV. Discuss these questions in pairs.

What would you do if:

  1. you saw two colleagues having an argument? I would/wouldn’t….

  2. a colleague criticized you?

  3. you saw a colleague stealing something?

  4. your boss never listened to your ideas?

  5. your boss asked you to work till 10 p.m.?

Handling conflicts

(Market Leader Pre-Intermediate Unit 10 Recording 10.1, 10.2)
I. Work in pairs. Make a list of common causes of conflict in companies and

II. Listen to the first part of the interview with Eileen Carroll, a Deputy Chief

Executive of the Centre for Effective Dispute Resolution. It is an

organization that helps to resolve business conflict. Does Eileen mention

any of the causes you listed in task I?
III. Listen to the first part again and complete each cause of conflict with one


  • ____(1) expectations about what a contract can deliver

  • lack of ____(2) when expectations are not met

  • ____(3) badly or not at all

  • a change in ___(4)

  • change of ___(5) structures

  1. Listen to the second part of the interview. What are the three key

elements that help her resolve business disputes?
Text 1
I. Before reading the text, discuss these questions.

  1. Who should deal with conflict situations at work?

  2. What personal qualities do you think a manager needs to deal with the conflict and solve the problem?

II. Read the text and check your answers to question 2.
Conflict Situations at Work
To recognize conflict situations and deal with them before they get very bad is one of the responsibilities of anybody who is in management position. A good number of personal qualities are necessary in order to handle conflict successfully.

First of all, you have to be sympathetic towards the two sides involved in the conflict, and show that you really want to understand their problem.

It is often a good idea to try and solve the emotional side of the conflict to begin with, because it is difficult for people to think or even express their opinions clearly as long as they are full of feelings such as anger, fear or hatred. Of course, you yourself cannot become angry or upset, because if you run out of patience, you will only make things worse. As some people say, you should try and remain cool, calm and collected at all times.

Secondly, a certain amount of creativity will also help you, as very often you cannot apply old solutions to new problems.

Another key quality is consistency. Indeed, if you change your behavior or attitude depending on who you talk to, you will probably make enemies and you may soon lose your credibility.
III. Find the words in the text which correspond to the following definitions.

  1. to accept and admit that something is true

  2. to manage

  3. to fulfil some function

  4. the state of being in charge of smth., having to make decisions about it

  5. using the same approach, behavior or attitude when communicating with different people

  6. very important or necessary

  7. to have no more of smth.

  8. removal, elimination of a problem

  9. to use in a situation or activity

IV. Complete these phrases with verbs from the list. Sometimes two variants

are possible.

make solve lose handle apply change express

  1. to …………. a problem

  2. to …………. conflict

  3. to …………. an opinion

  4. to …………. a decision

  5. to …………. a new solution to the problem

  6. to …………. one’ behavior

  7. to …………. one’s credibility

Text 2
I. Before reading some advice about handling conflict, match the words from each part 1-3 to their meanings a-c. After reading each part, rank the five pieces of advice in order of usefulness.
Article A

  1. to jump to conclusions a. to make someone feel unimportant

  2. to move things forward b. to make a decision too quickly

  3. to talk down to somebody c. to make a situation better

  • Don’t set up a meeting if it is something that you can deal with informally. Listen to all sides first, separately, so you can understand each person’s views and feelings. Then set up a meeting. Don’t jump to any conclusions before you go in.

  • Too often people think about what they want done to the other person. Instead, you need to get people to think what they need from the other person and what they can offer the other person to help move things forward.

  • When you handle conflict, don’t think of it as fighting a battle, but as a service you can offer your employees. Make sure you are consistent in how you handle conflict across the organization.

  • Try not to talk down to people. Sometimes, managers start treating people like naughty school kids, but that doesn’t work.

  • You need to check what is motivating people. Sometimes an issue just begins to appear, but it’s got deeper roots.

Article B

  1. to find a win-win scenario a. to try and see things from someone else’s

point of view

  1. favouritism b. when you treat a person better than others


  1. to get in somebody’s shoes c. to find a solution which will satisfy both


  • Explore what is happening like someone who really wants to move things forward. Go in, ask some questions, find out what is wrong, if possible, from both sides of the argument. Win people’s trust.

  • Treat people with respect. The best way to do that is to listen to what they are saying and to try to get in their shoes.

  • Try to find a win-win scenario. You want both sides to go away happy and to be good for the organization. There must be no favouritism.

  • What you really want people to tell you is three things: what’s going wrong, and what can be changed.

  • Managers shouldn’t jump to conclusions. Sometimes a person will come to see them to say they have a problem with someone and they decide what they are going to do without checking with the other person. There are two sides to every story.

II. Work in pairs.

  1. In your own words, tell each other about the two most useful pieces of advice.

  2. Tell each other if there is any advice in the articles that you do not completely agree with.

III. Discuss how do people usually deal with personal conflict in your

country. In what way is it different from other countries you know?
Text 3
I. Read this e-mail from Max, a senior sales representative, to Jeff, his sales manager. In eight lines there is one extra word that does not fit. Write that word in the space.

Dear Jeff,
I was hoping to be able to talk to you about my problem, but I have to visit

a lot of customers on this week. I know that you are extremely busy as well.

Whenever I am in the office, you are in a meeting or in one of our branches.

For that reason, I’ve decided to write instead. So when we to meet we’ll

both have time to think about what to do.
I have been here since four years. I love the company and I think the sales

team is great. Maybe I should to say it was great. Since Dan and Bert

started working here, things have changed a lot. We don’t mind them being

much younger than the rest of us. What we really mind is that they are very

un-cooperative. For example, they never share with any information about

customers with us. Besides, they are arrogant and even rude, some of our

customers have told to us. I would be surprised if you hadn’t heard these

complaints yourself.

It has become very difficult for me to work with these new reps. They have

been destroyed our team spirit, and I’m afraid they are damaging the image

of the company as well.

I and some of my colleagues are now quite demotivated. If things are do not

improve, I won’t be able to work here much longer.

I hope we can meet next week to discuss all this. Thanks for your time.

Best wishes,


Negotiating: dealing with conflict

(Market Leader Pre-Intermediate Unit 10 Recording 10.3)

I. Which of the following are good ways of dealing with conflict in a


1. Avoid eye contact.

2. Smile a lot.

3. Sit back and appear relaxed.

4. Stop the discussion and come back to it later.

5. Say nothing for a long time.

6. Say ‘I see what you mean.’

7. Find out why the other side is unhappy.

8. Focus on the issues, not on personalities.

9. Say something humorous.

10. Speak calmly and slowly.
II. A union representative meets a general manager. The representative is

angry because the company’s staff are no longer allowed to use the

company car park. Listen to the conversation and answer the questions.

1. What is general manager’s first suggestion to solve the problem?

2. Why does the union representative reject the suggestion?

3. What solution do they finally agree on?
III. Listen again and complete the extracts.

1. Look, Tracy, I understand what you’re ____(1), but it just isn’t

possible anymore.

2. We’ve got to do something about it. Ok, ____ ____(2) this?

____ ____(3) we keep five spaces for staff, and it’s first come, first served?

3. There is another ____(4). How about if the staff park their cars in the

car park near the station?

4. OK, Tracy. What if we ____(5) help towards the cost? We

____(6) be able to pay, say, 30 percent.
IV. Discuss whether the extracts in Exercise III are examples of calming people down or creating solutions.
Useful language

Calming down a negotiation

I understand what you’re saying.

I can see your point of view.

Well, I know/see what you mean.

Why don’t we come back to that later?

Let’s have a break and come back with some fresh ideas.
Creating solutions

A compromise could be to

How about if

What if …

Let’s look at this another way …

Another possibility is …

It’s worth considering …

Closing a negotiation

Let’s see what we’ve got.

Can I go over what we’ve got?

Let’s go over the main points again.

Ok, I think that covers everything.

We’ve got a deal.

Fine. Right. That’s it then.

V. Work in pairs. Role-play this situation.

One day the staff find that prices have risen by over 50% in the staff restaurant. This is because the company has stopped subsidizing all drinks and meals. Their union representative meets the general manager to discuss the situation. You are either the union representative or the general manager. Use the information given below.

Union representative

The workers are very unhappy with the price increases. They think that the subsidized restaurant is part of their terms and conditions of work. They are also angry that management did not discuss their plans with them first. You want to negotiate a solution to the problem. Your objectives are:

  1. to get subsidized meals back immediate, or

  2. to postpone the cuts in subsidies until the staff have been properly consulted.

General Manager

You think the staff restaurant still offers good value for money, despite the cuts in subsidies. Prices are similar to those in other companies in your area. The company has to reduce costs or the staff’s salaries will be reduced. You want to negotiate a solution to the problem. Your objectives are:

1. to listen carefully to what the union representative says.

2. to explain why the cuts in subsidies are necessary.
European Campers

Todd Foster became Marketing Manager of European Campers a year ago. The company, which was founded by Charles Holden, its Chief Executive, is based in Bordeaux, France. It makes and sells camping and outdoor equipment.

Todd, aged 34, is an American with a Master’s Degree in Business Administration (MBA). Since Todd joined the company two years ago, profits have risen dramatically and a company is enjoying great success.
A problem with the top salesman.

Olivier Moyons has three sales areas: France, Spain and Italy. He has been with the company for twelve years and everyone agrees that he is a brilliant salesman. His results are outstanding. In fact, the sales from his areas amount to 24% of the firms total sales. Unfortunately, however, Olivier is very difficult to manage. Todd cannot control him properly and this is causing problems.

Here are some examples of Olivier’s unacceptable behaviour:

  • Olivier spends far too much money on entertainment and gifts for his customers. His expenses are much higher than all the other representatives.

  • He only sent five sales reports last year instead of sending twelve (one each month).

  • He crashed his company car. He blamed bad road conditions but Todd believes he had drunk too much alcohol.

  • He has still not introduced Todd to the biggest buyers in his areas. He says buyers are too busy to meet Todd.

  • He often does not call back when Todd leaves messages on Olivier’s mobile phone.

  • He has missed several important meetings, saying that he is unwell or feels stressed.


Two weeks ago Olivier got a large order from a department store chain for some camping tables and chairs. However, the equipment had to be delivered by the end of the month, at the latest. When he telephoned the Production Manager Jacques Picard to arrange delivery of the goods, Jacques told him that he could not produce the goods and deliver them by that date. Olivier became very angry and was extremely rude to him. Jacques complained to Todd about Olivier’s behaviour. Jacques explained that a very good customer had also placed an order for some tables and chairs, and this order had to be given priority. Jacques ended the conversation by saying, ‘Olivier may be a good salesman, but no one likes him here. He’s rude and cares only about himself. He’s impossible to work with’.


At the beginning of the week, Olivier arranged to meet Todd at the head office in Bordeaux.

Listen to this extract from their conversation, make notes.

(Market Leader Pre-Intermediate Unit 10.4)

    1. You are negotiating as either:

      • Charles Holden, Chief Executive, or

      • Todd Foster, Marketing Manager

You disagree about how to handle the problem with Olivier Moyons. Try to negotiate a suitable solution. Read your role card, prepare for your meeting and then negotiate solution to the problem.

    1. Meet as one group and compare the decisions you have taken. Try to persuade your colleagues that your solution was the best.

Charles Holden

You like both Todd Foster and Olivier Moyons. Olivier is a difficult employee, but you have been friends with him for years. He’s very valuable to the company. You’d like to keep Olivier if possible and to find ways of dealing with the situation.
Todd Foster

You want Olivier Moyons to leave the company. Try to persuade Charles Holden to let Olivier go. If Charles does not agree, try to negotiate a suitable solution to the problem.

You are Head of Personnel at European Campus. Write a letter to Olivier Moyons, informing him of the result of the meeting between Charles Holden and Todd Foster. Use the Writing File.
European Campers

100, Avenue de la Republique

33405 Bordeaux
Dear Mr. Moyons
I am writing to inform you of the outcome of the recent meeting between Charles Holden and Todd Foster……


  1. annual

  2. appoint

  3. arrange

    • arrangement

  1. assess

    • assessment

  2. balance of trade

  3. budget

    • keep within the budget

  1. clarify

  2. complaint

  3. contribute (to)

  4. costs

  5. deadline

    • set a deadline

    • meet the deadline

  6. define

  • definite

  • definition

  1. diary

  2. enable

  3. estimate

    • estimation

  1. exchange rate

  2. expect

  • expectation

  1. extensive

  2. gain

  3. GDP (gross domestic product)

  4. identify

  5. implement

  • implementation

  1. incentive

  2. intend

  3. interest rate

  4. investment

  1. locate

  2. memory

  3. off-hand

  4. option

  5. overspend

  6. plan

  • a long-term plan

  • a short-term plan

  1. predict

  • prediction

  1. property

  2. provide

  3. put in

  4. questionnaire

  5. rate

  • interest rate

  • exchange rate

  • unemployment rate

  1. require

  • requirement

  1. reward

  2. schedule

  • be on schedule

  1. set up

  2. solve

  • solve a problem

  • solution

  1. stand back

  2. structure

  3. succeed

  4. tax

  • tax incentives

  1. team

  2. train v.

  3. vital

  • be of vital importance

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